The NHS emerged as an election issue during the campaign, which posed a challenge for Labour. The party knew it was going to inherit an economy with low levels of growth and high levels of debt. It also knew the NHS was struggling and ‘unprotected’ public services were facing cutbacks on an undeliverable scale.
The Highland Marketing advisory board met to discuss Labour’s first 100 days in office, the Darzi review, the Budget, and prospects for technology in next year’s 10 Year Health Plan.
Their view? The new government has got off to a slow start and needs to come through with a realistic plan for the future of health and care with technology as a key enabler.
If Rishi Sunak had gone to the polls when political correspondents predicted that he would, the UK would have been voting at the start of November. However, he called an election in May, the country voted on 4 July, and Sir Keir Starmer had been in his job for four months by the time bonfire night rolled around.
Yet shadow chancellor Rachel Reeves ruled out the most obvious ways to raise taxes. So, Labour made the electorate a ‘retail offer’ of an additional 40,000 appointments per week to tackle waiting lists, paid for by a crack-down on ‘non-doms’, while insisting there would be no further money without “reform.”
Buying time
When he arrived at the Department of Health and Social Care, new secretary of state Wes Streeting announced that “the policy of this is that the NHS is broken.” He also announced an independent review by Lord Ara Darzi, a surgeon and health minister in Gordon Brown’s government.
In September, Lord Darzi made headlines by declaring that the NHS “is in serious trouble.” But health tech entrepreneur Ravi Kumar said: “there is nothing in there that will surprise people who have been in and around the NHS.”
“There were no surprises in there,” agreed David Hancock, an interoperability expert who has worked for both shared care record and electronic patient record suppliers, “so why do it? The only reason was to buy time.”
Cindy Feddell, a former NHS CIO who now works in Canada agreed, although she felt more urgency was needed. “I thought they would have used the review to launch a plan, but they didn’t,” she said. “It’s very disappointing, because it is a plan we need, not more strategic reviews.”
Diagnosing NHS Failure
Lord Darzi did make a diagnosis of the NHS’ problems that could feed into the 10 Year Health Plan due next January. He argued the root of its challenges lie in the austerity politics of the Cameron/Osborne era, that starved public services of money while driving demand.
He argued these issues were exacerbated by the “calamity without international precedent” of health secretary Andrew Lansley’s reforms in 2012, which fractured NHS structures in a last-ditch attempt to drive competition across the system.
But he also noted that the governments that came before and after these changes have talked about ‘left shift’ reforms without making them stick.
Lord Darzi argued one reason is that they failed to align funding flows with these changes. Plus, he noted, it has become routine to transfer capital funding to the ‘frontline’ – leaving the NHS with crumbling facilities and “stuck in the foothills of digital transformation.”
Reform talk and reality on the ground
When Streeting talks about “reform” these days, he talks about three shifts: from hospital to community, from treatment to prevention, and from analogue to digital.
However, Nicola Haywood-Cleverly, a former chief information officer and trust non-executive director, noted there is a big gap between where the NHS is now, and where these three shifts would take it.
At the moment, she said, NHS England is focused on waiting lists and financial discipline, even if this means cuts in staff or services that pull in a different direction. “I want to know what is going to be different,” she said.
“At the moment, my main concern is there might be a gap between what the Operational Priorities and Planning Guidance [which sets out NHS England’s ‘must dos’ for the service] and the 10 Year Health Plan might say.”
Budget smoke and mirrors
This gap was not closed by the much-anticipated Budget delivered by chancellor Rachel Reeves in October. To fill the “£20 billion black hole” in this year’s public finances, invest in infrastructure, and stabilise public services, Reeves raised taxes by £40 billion and borrowing by £70 billion.
Around half the headline tax increase will go to the NHS, which was promised £22.6 billion over two years. However, this year’s £10.4 billion includes a £1 billion transfer from the capital budget and £1.8 billion for waiting list initiatives announced in the summer.
What’s left will have to cover financial pressures of around £4.8 billion, drug and pay pressures, including changes to employer National Insurance contributions.
“What came out of the Budget was smoke and mirrors, again,” said James Norman, who worked in NHS finance and as a trust CIO and who now works on the supplier side. “It is just covering the pressure that is there; there is nothing new coming down the line.”
In fact, he argued, it’s worse than that, because NHS employers will be covered for the NI changes, but the GPs, third sector, and social care providers who will have to deliver any shift from hospital to community and prevention, won’t. Another example of how talk about reform and reality on the ground are pulling in different directions.
Capital funding mirrors and smoke
The Budget also made a big deal out of promising more capital spending. An additional £3.1 billion was added to next year’s capital budget, taking it to £13.6 billion. Of this, £1.5 billion has been allocated to capacity increases, including additional beds, surgical hubs, and scanners, and £2 billion to “technology and digital.”
However, the advisory board noted that while Streeting talks about a shift from analogue to digital it is virtually impossible to invest in the current climate. “Digital leaders are saying they cannot do anything without going through two or three layers of governance outside their own organisations,” said Nicola Haywood-Cleverly.
“That makes it very hard for suppliers to build a pipeline.” Many trusts are having to freeze vacant non-clinical posts to manage system deficits, reducing their capacity to digest innovation and transformation.
Meantime, it is unclear whether Reeves’ tech spending is new money or, in effect, a re-announcement of the £3.4 billion that her predecessor, Jeremy Hunt, announced for NHS digitisation in March. Certainly, the Treasury ‘red book’ makes no mention of the latter.
Left shift, acute capture
For the advisory board, though, the big question is how the money that is available will be spent. Rizwan Malik, imaging leader, picked up on the promise to invest in community diagnostic centres and scanners. In principle, he argued, this could help to ‘left shift’ services into the community; but in practice many CDCs and new scanners have been attached to acute trusts.
Nicola Haywood-Cleverly argued there are similar issues with virtual community and urgent health care. Some of the innovative projects developed during the Covid-19 pandemic have morphed into virtual wards overseen by acute trusts “so primary and community-led care in its purest sense has been diluted, and become part of the old way of doing things.”
Integrated care boards were set up to create joined up services that still found room for both health and social care providers and innovative ideas. But, as Lord Darzi pointed out, NHS England’s policy focus and funding flows have not moved in the same direction – and nor has investment in IT.
Where’s the enabling tech?
The Treasury red book says Reeves’ £2 billion will “run essential services and drive NHS productivity improvements” while making sure that all trusts have electronic patient records, the NHS has better cyber security, and there are enhancements for the NHS App.
James Norman pointed out it makes no mention of some of the big, enabling technologies that will be needed to ‘left shift’ services and loop in innovative providers or social care. “What has happened to the shared care records?” he asked, as one example.
“They were meant to connect care, by integrating data and letting people see information relevant to them. But in some places people have backed them while in others they’ve been put in at a minimal level and nobody is using them. What’s the plan?”
Big projects, brownfield sites
Just before the advisory board met, the DHSC announced that eleven ‘enabler’ groups have been set up to feed into the 10 Year Health Plan. Encouragingly, there is a digital group, led by NHS England chief data and analytics officer Ming Tang and former national director of transformation Tim Ferris.
However, Ferris is best known for launching the Frontline Digitisation programme to complete the deployment of EPRs at trusts and Tang is leading on the roll-out of Palantir’s Federated Data Platform, which suggests the group may focus on acute IT.
It could also go looking for a ‘big project’. The Tony Blair Institute for Global Change has been making a lot of noise about creating a single, digital health record for every UK citizen within five-years.
But it has failed to answer questions about whether it would build on initiatives like shared care records, or junk them. Advisory board chair Jeremy Nettle raised a similar issue about the NHS App. When it was set up, the app was billed as a “digital front door” for the NHS.
Then NHSX decided it should just provide identity and login services and sign-post people to third-party apps. Now, it’s a mishmash of login and basic functionality; a lot of which is dependent on what GPs allow their patients to see.
“The NHS App shows that it is not just technology that matters,” he said. “It is how it is deployed and how it is used. You need a roadmap and consistent investment to deliver.”
One plan, with technology at its heart
The advisory board also felt that it would be a mistake to develop a 10 Year Health Plan with strategies to support it. Past experience suggests these strategies too easily become menus of options, from which ideas are funded or not-funded according to political interest and the finances available.
Instead, the board argued there should be one plan, that explains how the finance, workforce, and technology available will be used to enable its direction of travel. “We shouldn’t have a 10 Year Health Plan and a tech strategy to go with it,” James Norman argued. “There should be one plan that says how technology will be used to deliver.”
Unfortunately, as Jeremy Nettle pointed out, that won’t be easy to achieve. “The NHS may not be broken, but it’s certainly unwieldy, and its integration with social care is complex, and both are subject to a lot of different pressures that will need sustained effort and investment to address,” he said.
And what about social care?
Social care is a crisis of its own; one that is threatening to bankrupt councils and providers, while not providing adults the care they need. After the main board meeting, Jane Brightman, a social care expert with a special interest in technology, said there had been some measures for the sector in the Budget.
These included £600 million of new grant funding for local authorities, an £86 million increase to the Disabled Facilities Grant to support 7,800 more adaptations to homes to reduce hospitalisations and prolong independence, and an increase to the Carer’s Allowance weekly earnings limit from £151 a week to the equivalent of 16 hours at the National Living Wage (which means carers can earn over £10,000 per year).
There was also an extra £250 million to test new ways of working in children’s social care next year, including a pre-announced £44 million to test allowances for kinship carers and to roll out regional hubs to support the recruitment of foster carers.
Despite these measures, she said there is significant concern that this will not make a dent in the sector’s current problems, or the ones being stored up for the future. The increase in employer National Insurance contributions will also hit the sector hard and could swallow up any additional funding on offer. Despite Labour’s missions to improve and its talk about reforming health and social care, a Fair Pay Agreement for social care workers and a National Care Service have not featured in its first months in government. “Both ideas are welcomed by the sector, but too far down the road to provide the hope that is much needed right now,” Jane said.
A national image sharing platform, used by NHS organisations, patients and others to securely access diagnostic scans and tests, has seen record usage across the country.
The image exchange portal, widely known in the NHS as the IEP, is now being used to share as many as 500 images each second – includingx-rays, CT, MRI, ultrasound scans and more.
The system was first introduced into the NHS in 2009, to allow trusts to share images with each other. Greater reliance on the independent sector to help to tackle diagnostic backlogs, and an increase in patients requesting access to their own images, have contributed to a growth in use of the portal, as more images move beyond organisational boundaries.
Rising volumes of scans and tests taking place for patients has also fuelled growth in the use of the IEP.
Deployed in every acute hospital trust in England, a growing number of organisations beyond NHS trusts have been using the portal – including stroke networks, organisations delivering new insights into cancer, large private healthcare groups, teleradiology reporting providers, and innovative companies helping to create 3D models for pre surgery planning.
In total more than 450,000 individuals currently use the IEP. The portal was used to transmit close to 12 million patient imaging studies in 2023, compared to approximately 2.8 million studies back in 2012.
Chris Scarisbrick, deputy managing director for Sectra, the company which hosts the IEP, said: “The image exchange portal remains globally unique, and is envied as a national tool for sharing diagnostic images for patients.
“Developed for the NHS originally as a means to share radiology imaging between individual hospitals, the role of IEP has changed in line with the needs of a health service now dealing with greater diagnostic demands than ever before.
“As hospitals work hard to tackle a substantial diagnostic backlog, the portal has become an important means to share diagnostic imaging with the independent sector, to help to ensure timely diagnosis for patients. And as more and more ‘ologies’ become digital, it is supporting national access to more than just radiology images.”
Steven Frisby, IEP national account manager at Sectra, added: “Use of the image exchange portal continues to expand in ways that couldn’t have been envisioned 15 years ago when it was first introduced into the NHS.
“Patients are increasingly demanding access to their own imaging. And as medical frontiers expand, and technological capabilities in healthcare continue to evolve, the ability to access imaging through a secure platform, and in ways that protect patient data, is ever more important.
“Now, as the NHS seeks new ways to share images nationally, we welcome conversations on how this national platform can continue to evolve as we ensure it receives the investment needed to meet the needs of healthcare into the future.”
From left to right: EVIES Presenter, Cat Hancock (Believ’s Chief of Staff), Madeleine North (Assistant Planner at Believ), Murray Sirel (Believ’s Head of Product), Luke Templer (Interim Chief Finance Officer at Believ), James Bruce (Head of Bidding at Believ), EVIES presenter)
After a year that has seen Electric Vehicle (EV) Charge point operator (CPO) Believ double its cumulative socket numbers and employee head count, the firm has triumphed in the prestigious Electric Vehicle Innovation and Excellence Awards (EVIEs) winning ‘EV Scale Up of the Year’.
The award recognises both the rapid growth of its ‘all-speeds’ charge point network, and how technical innovation and a commitment to sustainability and social value are driving the best charging experience and helping deliver ‘cleaner air for all’.
The judges were especially impressed by Believ’s ‘very strong consumer feedback’, with drivers rating them 4.6 out of 5 for safety and charging experience, supported by uptime statistics of 99.8% and 98.0% on rapid and fast charge point availability respectively.
The award win was also influenced by Believ’s recent Carbon Neutral Britain and ISO environmental management, health and safety, information security and quality accreditations. A notable technical innovation put forward in Believ’s award submission was ‘Digital Electricity’, a new way to roll out charge point infrastructure quickly and cost effectively. It capitalises on Believ’s close relationship with delivery partner Virgin Media O2 to utilise existing telecom ducts to significantly reduce the need for disruptive installation works, thus making previously commercially unviable sites deliverable.
Guy Bartlett, Believ CEO, says the award is the result of highly experienced and dedicated teams, of which he is extremely proud:
“I am thrilled we have won this award. It is testament to the expertise and unrivalled experience of our teams, as well as a total dedication to deliver on our mission to make sustainable transport available to everyone and deliver cleaner air for all,” he says.
“Our rapid growth and ability to recruit the very best people to drive our mission is thanks to our industry-leading backing from Liberty Global and Zouk Capital. My thanks to all stakeholders for helping us to achieve this important recognition.”
Strategic diversification plan sees the creation of a new position that will extend TTC’s offering to new markets
TTC Group, the learning and development and training experts, has appointed legislation, risk and compliance training professional, Kylie Wilson as Public Sector Director. Her role will focus on developing and managing Public Sector relationships with law enforcement agencies and other entities such as emergency services, regulatory bodies and government agencies.
Kylie Wilson
The new position supports TTC Group’s strategic growth plan, helping the business extend its offering to support the compliance needs of the wider Public Sector.
A highly experienced learning and development (L&D) professional, Kylie was formerly a Detective in Public Protection in the Metropolitan Police and was part of the New Scotland Yard Crime Academy for Detective Training. In this new role, Kylie is responsible for developing and managing relationships with key stakeholders, securing new contract opportunities and developing new product lines. She will also engage with the TTC’s information security strategy to ensure alignment with industry standards and legal requirements, be an ambassador for cyber security and own the business-critical relationship with UKROED, the NDORS programme regulator.
Kylie commented: “Having worked in the public sector for over 15 years, supporting a wide range of organisations, I look forward to the new challenge of building relationships that will support a broad range of employee compliance and training programmes. My background means I have a deep understanding of industry trends and legislation and how best to adapt to changes in the competitive landscape. I am genuinely excited to become a member of the TTC team, helping to further shape the future of its already hugely successful behavioural training offerings.”
Dave Marsh, CEO of TTC added, “As we continue to diversify the TTC Group offering, Kylie’s holistic understanding of the challenges and requirements of the public sector will be invaluable. As an experienced and highly successful training professional, Kylie has both a strong history and deep understanding of the public sector to help ensure TTC training meets the needs of a wide range of organisations. We are thrilled to welcome Kylie to the TTC team and look forward working together to serve existing and new clients and partners.”
The British Army demonstrated the Archer Mobile Howitzer – an artillery system with fully automated gun designed for rapid deployment.
The first in the series of Exercise Dynamic Front 25 involved 5,000 soldiers, including 350 deployed by the British Army.
This is the first time Finland has hosted a major international military exercise since becoming a NATO member in April 2023.
British Army personnel have demonstrated a first live firing of a next-generation howitzer amidst freezing conditions in one of the largest series of NATO artillery exercises ever conducted in Europe.
As temperatures plummeted to -3 degrees Celsius just outside the Arctic Circle, 350 Army personnel joined soldiers from 28 countries – including NATO’s newest member Finland – on Exercise Dynamic Front 25.
During the 12 days of training, which began on the 14 November, the Army demonstrated its capability by conducting its first live firing on exercise with the Archer Mobile Howitzer – an artillery system with fully automated gun designed for rapid deployment. The system, which can fire more than eight rounds a minute at a range of 50km, was procured at speed from Sweden last year.
An Archer Artillery Gun is fired by troops from 19th Regiment Royal Artillery, during a live range on Rovajärvi Training Area during Exercise Dynamic Front, Finland
Also demonstrated in training were the enemy artillery detection radar, TAIPAN, and the UK’s Multiple Launch Rocket System, which can fire up to 12 rockets or missiles in less than a minute.
The training is the first in a wider NATO Dynamic Front 25 series, which takes place across four more countries in the coming months and aims to coordinate live fire artillery capabilities between allied nations from the Arctic Circle to the Black Sea. The exercise reinforces the government’s ‘NATO first’ defence strategy which has seen it set European security as its defence priority and commit to spending 2.5% of GDP on defence.
Minister for the Armed Forces Luke Pollard MP said:
“The successful live firing of the powerful Archer Mobile Howitzer shows we are equipping our Armed Forces with the latest battle-winning weaponry to help keep the UK secure at home and strong abroad.
“This joint exercise reiterates our unshakeable commitment to NATO and demonstrates our collective readiness to meet emerging threats and deter aggression across Europe.”
The exercise focused on advanced NATO technology, with soldiers connecting different military systems from multiple members of the alliance. This allowed shared information to rapidly direct responses across the field.
This comes a month after the UK announced it will strengthen NATO’s eastern flank with a new defence roadmap signed with Estonia. The joint declaration will see thousands of UK troops held at high readiness, ready to defend NATO’s eastern flank, in addition to those deployed in Estonia. It will also boost cooperation on developing long range missiles with NATO Allies, improving the Alliance’s collective air defence and offering opportunities to the UK defence industry.
It is the first time Finland has hosted a major international military exercise since becoming a NATO member following Russia’s illegal full-scale invasion of Ukraine. It takes place as Ukraine marked 1,000 days of the war on 19th November.
The LGIU and CCLA Cllr awards are the only national awards to celebrate the vital work of councillors across the country.
Cllr Robinson was first elected to Liverpool City Council in 2008, representing the Kensington & Fairfield ward. He became Leader in May 2023, having previously held the position of Cabinet Member for Finance, responsible for setting the Council’s budget. He is also the Liverpool City Region Cabinet Member for Innovation.
Awards: Cllr Robinson (centre) and Cllr Rahima Farah (far right) receiving their gongs
Cllr Robinson was nominated for his “calm, committed leadership, focused on integrity and good governance” which has helped lead the Council out of statutory intervention” and he was praised for “new relationships with partners and community engagement being at the heart of his leadership style”.
Prior to that, Cllr Robinson was Chair of Merseytravel, and subsequently Portfolio Holder for Transport for the Liverpool City Region. During his time at Merseytravel and the Combined Authority, making public transport more affordable, particularly for young people, was a key focus.
A second major award of the night was for Liverpool’s Cllr Rahima Farah, who represents Toxteth, who won in the Community Champion category.
The judging panel noted that Cllr Farah “has made an immediate and outstanding impact across her community, with a particular focus on tackling health inequality and providing opportunities for young people.” Elected in 2023, Cllr Farah was commended by the judges for her “commitment to constituents.”
The winners were announced at a ceremony at London’s Guildhall, showcasing the best of local government, and were chosen by a judging panel comprised of senior councillors and leading stakeholders from across the sector.
More information about the winners can be found here.
Fusion21 has announced the renewal of its national Building Safety and Compliance Framework, worth up to £800 million over four years, and is now inviting bids from interested suppliers providing regional, or national coverage.
The procurement with purpose provider is seeking competent and specialist suppliers to help landlords manage and maintain safe buildings and demonstrate compliance.
Suitable for all building types across the public sector, this fourth-generation framework continues to support Fusion21’s ‘big six’ offer and includes a new lot dedicated to sprinkler and mist systems.
The framework is split into twelve lots:
Lot 1 Asbestos Surveying and Consultancy
Lot 2 Asbestos Abatement and Removal
Lot 3 Legionella and Water Hygiene Consultancy
Lot 4 Legionella Monitoring and Control
Lot 5 Fire Safety Surveying and Consultancy (Multi-Disciplinary)
Lot 6 Fire Risk Assessments
Lot 7 Fire Safety Inspections
Lot 8 Passive Fire Protection
Lot 9 Fire Suppression (Sprinkler and Mist) Systems
Lot 10 Active Fire Safety
Lot 11 Warden Call and Tele-health
Lot 12 Electronic Security
Peter Francis, Group Executive Director (Operations) at Fusion21 said: “Set to launch in April 2025, this framework renewal will enable members to continue addressing the unique safety challenges of buildings ensuring the ‘golden thread’ of information is maintained, while also helping to address the challenges created by new legislation – such as the Building Safety Act (BSA 2022).
“The framework is being set up under the Public Contracts Regulations 2015 and Fusion21 members accessing this offer will benefit from flexible call-off options, support from technical experts, and measurable cost efficiencies.
“As with all Fusion21’s frameworks, the Building Safety and Compliance Framework will help members to deliver social value they can see in communities, aligned with their organisational priorities.”
Tender applications are welcome from interested suppliers (existing and new) that meet the criteria set out in the tender documentation. To learn more and apply for the framework use the following link: hubs.li/Q02XgVxN0 and click on ‘Current opportunities’.
The submission deadline is Friday 17 January 2025, at 12 noon.
Scottish Public Finance Minister Ivan McKee has welcomed a report detailing spending by Scotland’s public bodies.
Commenting on the Public Bodies Data Report, Mr McKee said it will provide ‘crucial clarity’ and inform work to establish how frontline services can continue to be prioritised.
Mr McKee said: “The Scottish Government has made improving public services a key priority, alongside eradicating child poverty, building prosperity and protecting the planet. We are proud to have more frontline public sector workers than other parts of the UK, and to pay them more, demonstrating the value we place on workforce, skills, quality and fairness.
“But we also recognise that within our finite budget, and ongoing financial constraints and cost pressures, exacerbated by Brexit and 14 years of austerity, we have a responsibility to ensure that the investment the Scottish Government makes in our public services on behalf of the people of Scotland is used efficiently and sustainably.
“Our commitment to improvement is reflected in a programme of public service reform built on two key elements – ensuring public services remain fiscally sustainable – and improving outcomes for people and communities.
“Our reform challenge will be ensuring spending is proportionate to the value the public derives from services. Today’s publication marks a key step towards addressing the challenges we face. But I am hugely encouraged by the commitment already demonstrated to this work by public sector leaders as we work closely to focus on front-line spending and ensure services remain fiscally sustainable through investment.”
A collaborative partnership between Sodexo’s Aberdeen-based Energy & Resources business and Sodexo-managed prison, HMP Addiewell will see 50 sleep pods donated to the Aberdeen Cyrenians, a registered charity dedicated to supporting vulnerable people and those experiencing homelessness.
Sodexo is committed to contributing positively to the communities in which it operates and with a strong presence in Aberdeen was aware of the work of the Aberdeen Cyrenians and reached out to offer support.
The Aberdeen Cyrenians is a local charity and social care services provider supporting some of the most vulnerable people in the community facing crisis, trauma, addiction, homelessness, and isolation for over 50 years.
With winter planning underway, Aberdeen Cyrenians and partners had identified a need for rapid response and immediate relief for potential rough sleeping. Sodexo connected the charity to HMP Addiewell to organise a donation of 50 sleep pods to help the city, with Aberdeen Cyrenians acting as a distribution ‘hub’ to support local organisations.
The sleep pods are emergency one-person shelters developed by registered charity, Sleep Pod to protect rough sleepers in severe weather.
Donna Hutchison, chief executive officer, Aberdeen Cyrenians said: “Whilst our focus is on the prevention of homelessness we recognise the need to have the necessary contingencies in place to mitigate risk as we come into the winter months. We are delighted to be working with Sodexo and HMP Addiewell, with the sleep pods offering a safer and more dignified alternative to sleeping rough.”
Sleep Pod has been working in partnership with Sodexo and HMP Addiewell for a number of years, distributing sleep pods to charities across the country. This collaborative partnership is not only benefiting the vulnerable and homeless in local communities in Scotland and beyond but is helping reduce the risk of prisoner reoffending by equipping them with valuable skills which improves their employability prospects on release.
Ian Ashby, Sleep Pod co-founder adds: ”Sleep Pod is pleased to work alongside HMP Addiewell, Sodexo’s Energy & Resources business, and Aberdeen Cyrenians in supporting vulnerable individuals facing homelessness. Together, this partnership enables us to provide vital emergency shelters that meet the needs of those most affected by severe weather. Our ongoing collaboration with Sodexo allows us to strengthen these efforts, providing essential resources where they are most needed.”
Tony Brady, business development director, Energy & Resources, Sodexo UK & Ireland, told GPSJ: “As a business, we are committed to supporting and helping out our local charities. Building this partnership with the Aberdeen Cyrenians was key in making a real difference in the lives of those who are experiencing homelessness, especially as we now head into the colder months.”
Typhoons from RAF Lossiemouth monitored the Russian Bear-F aircraft flying over the North Sea
Operation comes as Royal Navy shadowed Russian military vessels passing through the English Channel
Second time in three months that the Royal Navy and RAF have detected Russian ships and aircraft within a week of each other
RAF fighter jets were yesterday scrambled when a Russian military aircraft was detected flying close to UK airspace.
Two Typhoons from RAF Lossiemouth in Scotland monitored a Russian Bear-F aircraft as it flew over the North Sea. The Russian reconnaissance plane had been detected in the UK’s area of interest and at no time was it able to enter UK sovereign airspace.
The incident comes after the Royal Navy shadowed Russian military vessels passing through the English Channel over the past week.
The Typhoons, which were supported by a Voyager refuelling aircraft, are part of the RAF’s Quick Reaction Alert. This sees aircraft in Scotland and England at high-readiness 24/7, 365 days a year ready to defend and protect UK airspace.
The scrambling follows British warships, helicopters, and long-range maritime patrol aircraft keeping close watch on the progress of two separate groups of Russian ships as they sailed in opposite directions – one bound for the Atlantic and the other towards the Baltic. This ensured the ships acted in a safe and non-threatening manner.
In the Channel, HMS Iron Duke and tanker RFA Tideforce shadowed three Russian vessels, which were led by the new frigate Admiral Golovko.
The Golovko was accompanied by oceanographic research vessel Yantar and supporting tanker Vyazma. All three had been tracked by the Norwegian Navy before British forces took over. The Duke class frigate and Tide-class tanker, supported by an RAF P-8 Poseidon maritime patrol aircraft, followed the ships through the Dover Strait and Channel before handing over monitoring duties to the French Navy.
As the Golovko continued her journey, Iron Duke took over shadowing duties of the second Russian group. Frigate Neustrashimy and her support ship, tanker Akademik Pashin were travelling to their home port in the Baltic. Iron Duke remained in contact with the pair back through the Channel and into the North Sea before handing over to a Dutch warship.
Minister for the Armed Forces, Luke Pollard said:
“Our adversaries should be in no doubt of our steadfast determination and formidable ability to protect the UK.
“The Royal Navy and RAF have once again shown they stand ready to defend our country at a moment’s notice and I pay tribute to the professionalism and bravery of those involved in these latest operations.”
This is the second time in three months that the Royal Navy and RAF have detected Russian ships and aircraft within a week of each other.
In a landmark policy shift, the UK government has announced the complete abolition of the non-dom tax regime, effective April 2025. The reform will replace the current non-domiciled status with a residence-based tax scheme, fundamentally altering the tax obligations for thousands of non-dom individuals residing in the UK. With this announcement, many non-dom residents are considering their financial future and residency status to align with the new rules.
Steph Gemson, founder of accountancy company TaxGem, discusses the implications of this change in the UK tax landscape and offers guidance on what people should do next if it impacts them.
What does the New Residence-Based Scheme mean?
From April 6, 2025, all UK residents, regardless of domicile status, will be taxed on their worldwide income and gains after four years of residence, removing the previous remittance basis option.
This means people who don’t class the UK as their permanent, main country of residence can no longer pay an annual remittance basis charge to exclude foreign income and gains from UK tax if they are not brought into the UK; all global income and gains will be taxed on an arising basis.
Individuals new to UK tax residence (defined as those in their first four years, after at least a decade abroad) will still have a four-year period during which foreign income and gains will be exempt from UK tax, with no restrictions on remittance.
How will the new regulations impact current non-doms?
The existing option for non-doms to pay a remittance basis charge to limit UK tax to UK-sourced income will be abolished, meaning all residents will now be taxed on worldwide income after four years of UK residence. Previously, non-doms could maintain their status and the remittance basis for many years, but under the new regime, non-dom distinctions are effectively eliminated for tax purposes, creating a uniform tax treatment for all residents.
Unlike the previous indefinite remittance basis option, the new regime will offer new UK residents a limited four-year exemption from foreign income and gains taxation, after which full UK taxation applies.
Non-doms accustomed to sheltering foreign assets, income and gains may face increased administrative and financial complexities under full worldwide taxation, which can impact wealth management, trusts, and cross-border income tax planning.
What should current non-dom UK residents do to manage their tax liabilities and finances?
Global financial planning is essential for non-dom UK residents who have previously relied on remittance-based rules. Careful global assets and income management under a worldwide tax scope, potentially impacting wealth management strategies and investments abroad, must be undertaken by a qualified, experienced accountant or tax adviser who understands global tax liabilities.
Non-doms new to the UK may benefit from the four-year exemption on foreign income and gains. Planning around this window can help maximise tax efficiency during the initial years of UK residency. For individuals with significant foreign income or assets, relocating outside the UK may be more attractive to preserve tax advantages.
Non-doms with foreign trusts or complex asset holdings should reassess these structures under the new rules, potentially restructuring to mitigate global taxation impacts. Non-doms can also utilise the Temporary Repatriation Facility (TRF) to remit overseas funds at a reduced tax rate. Also, they could qualify to rebase certain foreign assets, providing short-term opportunities to manage tax exposure effectively.
How can non dom UK residents still optimise their financial portfolios in the UK?
Despite removing the non-dom status there will still be tax-efficient investment options and methods for non dom UK residents to optimise their financial portfolios. With worldwide income becoming taxable, investing in UK-based assets can simplify tax obligations and reduce exposure to additional foreign tax complications, especially for income-generating assets. Tax-efficient investment wrappers like ISAs (Individual Savings Accounts) and pension contributions remain exempt from UK income and capital gains taxes – making this an attractive option for individuals looking to shelter investments from tax.
Eligible non-doms can elect to rebase certain foreign assets to their value as of April 5, 2017, ensuring only gains arising after this date are subject to UK Capital Gains Tax. This can significantly reduce tax liabilities on existing assets.
Reviewing offshore trusts under the new rules is essential for those with substantial assets. Due to new UK-wide tax obligations, trusts may need to be adjusted or, in some cases, liquidated if they no longer provide the intended tax benefits.
The Temporary Repatriation Facility (TRF) offers a window to bring pre-6 April 2025 foreign income and gains into the UK at a reduced tax rate. This can be advantageous for non-doms needing liquidity or wishing to reinvest in the UK while managing tax exposure.
Non-doms can also explore UK-compliant offshore investment funds structured to defer tax on growth until assets are realised or repatriated, aligning with global investment strategies while managing immediate tax impacts. Consideration must also be given to restructuring investments to prioritise assets generating capital gains over those producing dividends or interest, as capital gains may allow for more flexibility with lower rates of tax and available reliefs and exemptions, optimising the overall tax efficiency of the portfolio.
To ensure you navigate the new rules, seek a tax expert to help you make the correct financial decisions and understand your obligations and potential reliefs. Missteps in reporting foreign income or structuring international assets under the new rules could lead to hefty tax penalties. Professional advisors will ensure compliance with the updated HMRC requirements and minimise any risk. Experienced tax advisors can also guide non-doms in assessing options like relocating assets, adjusting investment portfolios, or considering alternative residency plans to optimise tax exposure and align with personal financial goals. With transitional reliefs, such as rebasing and the Temporary Repatriation Facility, professional advice is also key to strategically timing and structuring asset transfers, allowing non-doms to maximise these benefits while available.
Clinisys WinPath go-lives at Northern Health and Social Care Trust and the cervical cytology screening service complete phase three of the CoreLIMS programme to transform pathology services across the country
The transformation of pathology services across Northern Ireland has achieved another milestone, with the completion of phase three of the CoreLIMS programme to deploy Clinisys WinPath to all five health and social care trusts and the blood transfusion service.
Phase three was completed in late October, when Northern Health and Social Care Trust went live with the laboratory information management system in blood sciences and microbiology, and the national cervical cytology screening service hosted by Belfast Health and Social Care Trust adopted the LIMS.
South Eastern Health and Social Care Trust also completed its deployment by implementing the blood transfusion module. Health minister Mike Nesbitt paid tribute to the hard work and dedication of all those involved.
“I would like to acknowledge all the teams and individuals involved in the latest, successful implementation,” he said. “Congratulations to the Business Services Organisation CoreLIMS project team and Northern trust laboratory staff for all their hard work and dedication.
“A world class digital healthcare service is at the heart of our future healthcare needs. This will enable us to better manage demand, standardise reporting across the health service, and ensure a better service for patients.”
The pathology transformation programme was set up to create an integrated, regional laboratory service to streamline management, standardise ways of working, modernise working conditions, and improve access for patients.
The CoreLIMS programme is a key enabler for these ambitions. It has to be aligned with other IT developments, including the roll-out of a new electronic patient record and imaging system at each trust as part of the Encompass programme to create a single, digital health record for every citizen.
Despite this complex environment, the programme has proceeded successfully since the first trusts, Belfast and South Eastern, went live with Clinisys WinPath last November.
In the second phase of the project, the Northern Ireland Blood Transfusion Service went live at the start of June and all of Northern Ireland’s laboratories went live with cellular pathology to prepare for the cervical cytology service implementation.
The successful completion of phase three means just Southern and Western trusts still need to go live, and this should happen next year. Karin Jackson, chief executive of NIBT, said: “Years of preparation, testing, testing, and hard work have brought the CoreLIMS project to this point.
“Yet again, this has been tremendous work by an amazing team. Well done to all trust staff, the BSO and Clinisys on another great milestone achieved on this CoreLIMS expedition.”
Pathology services in Northern Ireland cost around £100 million each year and employ more than 1,100 staff at 12 laboratory sites to provide a 24/7 service that carries out more than 40 million tests per year.
The CoreLIMS project is not just delivering modern IT to these services, but laying the foundations for further developments, including digital pathology and the use of AI.
Melissa Cochrane, head of programmes delivery at the BSO IT Services division, said one benefit of having the same LIMS in use at the NIBTS and trusts is that it will be able to implement ‘vein to vein’ blood tracking from early 2026.
“We have a blood production and tracking project that we are very proud of,” she said. “We will know where all our blood is at any given time, which is making the system much more efficient, and safer.”
Robin Bell, senior project manager at Clinisys, said the phase three go-lives had gone smoothly, and that was down to the efforts that had been done early in the project to standardise tests, harmonise workflows, and test the new LIMS.
“I would also like to thank all the project managers, IT and laboratory staff for their hard work,” he says. “It is because of the hours they put in upfront that everything went smoothly on the day.
“The success of the latest go-lives with Clinisys WinPath bode well for the rest of the project, because we will be using the same approach, and the trusts are learning from each other as they go.
“We look forward to completing this programme on time or even ahead of time, and to seeing it improve laboratory and clinical services that will transform patient care in Northern Ireland.”
UK remains steadfast in support for Falkland Islanders’ right of self-determination.
Armed Forces Minister met service personnel, members of the Government of the Falkland Islands, and residents
Visit to the South Atlantic islands is first by a Minister from the new Government, and the first of a Defence Minister since 2022
The UK has reaffirmed its commitment to the security and prosperity of the Falkland Islands, as the Minister for the Armed Forces visited the Territory to commemorate Remembrance Day.
During the first visit to the Falkland Islands by a Minister from the new Government, and as the first Defence Minister to visit since 2022, Luke Pollard MP met with service personnel who play a key role in defending the UK’s interests in the South Atlantic.
The annual Remembrance service and parade took place in Stanley today with Minister for the Armed Forces, Luke Pollard MP in attendance
The Minister also met the Governor of the Falkland Islands, Members of the Legislative Assembly, and officials from the governments of South Georgia and the Sandwich Islands to reaffirm the UK’s commitment to support security and prosperity in the region.
At a poignant Remembrance Sunday ceremony, the Minister joined residents and military personnel in paying tribute to all those who have served in defence of the Falkland Islands and conflicts across the world.
The Minister laid a wreath in remembrance of the 255 service personnel who lost their lives in the Falklands conflict, honouring the courage and sacrifices made by British servicemen and women in 1982.
The ceremony highlighted the strong bond between the United Kingdom and the Falkland Islands, with the UK remaining steadfast in supporting the islanders’ right of self-determination and security.
Minister for The Armed Forces, Luke Pollard MP told GPSJ:
A Remembrance Service first took place in the Christ Church Cathedral in Stanley before a parade made up of all three branches of the Armed Forces, Falkland Islands Defence Force and Veterans, made its way along the coast to the war memorial where a further Service and wreath laying took place
“The UK’s commitment to the Falkland Islands’ security and economic prosperity is as strong as ever – from protecting the region’s incredible wildlife to upholding the islands right of self-determination.
“I am honoured to have been able to join islanders and service personnel as they commemorated those who sacrificed so much to protect the Falklands.
“The UK stands with the Falkland Islands today and always.”
During the visit, the Minister met with service personnel stationed on the islands, where he thanked them for their dedication to securing peace and stability in the South Atlantic.
The UK continues to retain a strong defence presence on the Falkland Islands, on land, sea and air, highlighting an unshakeable commitment to the security of the region.
Minister Pollard visited HMS Forth, which patrols the sovereign waters of the Islands, to meet her crew.
He also met personnel from the Royal Air Force’s 905 Expeditionary Air Wing, which currently operates four typhoons as part of a Quick Reaction Alert, which are poised 24/7 to intercept any unidentified aircraft.
Alongside the RAF, the Royal Navy’s HMS Forth patrols the region seas, with their focus on reassurance and joint training operations, search and rescue support, fishery protection and general maritime security in the area.
On land, around 100 troops from 2 Royal Gurkha Regiment are currently stationed on the island as part of the British Forces South Atlantic Islands forward presence.
The Minister’s visit serves as a clear message of the UK Government’s enduring commitment to the Falkland Islands and its Overseas Territories, highlighting ongoing efforts to foster regional stability and reinforce the UK’s historical and strategic ties in the South Atlantic.
SWARCO UK & Ireland, the UK’s leading intelligent traffic solution and technology business, has signed a significant long-term partnership agreement with Suffolk County Council to deliver, install and maintain Intelligent Transport Systems (ITS) throughout the county over the next 10 years.
The new contract, which extends SWARCO’s working relationship with Suffolk County Council to more than 30 years, has been expanded from previous iterations to deliver innovative transport systems to provide greater benefits to the Suffolk taxpayer.
Alongside fault attendance, planned maintenance and traffic signal upgrades, different sign types including Vehicle Activated Signs (VAS) and Variable Message Signs (VMS), CCTV, Air Quality and Weather Station monitoring, SWARCO will also provide the county council with its Urban Traffic Management Control (UTMC) system, SWARCO MyCity, providing a long-term innovative solution to controlling, monitoring and managing Suffolk’s entire portfolio of ITS assets.
John Clements, Assistant Director of Highways Services at Suffolk County Council, says: “ITS is a vast umbrella of services which includes repairing and maintaining traffic signals, to monitoring air quality on busy junctions around our towns. SWARCO is an industry leader when it comes to innovating in this arena and we are glad to have them working with us in Suffolk.
Darrell Webb, SWARCO UK & Ireland’s Regional Operations Manager, says the new, expanded contract is a significant milestone for SWARCO and testament to the knowledge and expertise of its Suffolk-based delivery team that has helped foster a long-term working partnership with Suffolk County Council:
“The contract win was a real team effort drawing upon the local knowledge and expertise of our Suffolk-based delivery team, ensuring our delivery model was tailored to the exact requirements of the contract and its day-to-day needs. Our technology team developed and delivered a clear ITS roadmap, which includes the introduction of our MyCity system to handle Urban Traffic Control operations and traffic signage control.
“We look forward to our continued partnership, helping to deliver greater ITS efficiency to the benefit of the local community. We continue to invest in the Suffolk area with a local service centre, several local charity partnerships, and recently becoming a ‘Suffolk Industry Partner’ providing careers guidance to local graduates and trainees.“
Fusion21 has recently announced the renewal of its national Workplace and Facilities Management Framework, worth up to £800 million over four years, and is now inviting bids from interested suppliers providing regional, or national coverage.
The procurement experts are looking for suppliers that can manage the operation of non-domestic buildings – from single sites to larger portfolios.
The framework will provide a range of facilities management (FM) services suitable for various building types including hard and soft services.
The framework is split into four lots:
Lot 1 FM Principal Contractor (Total FM)
Lot 2 Cleaning and Washroom Services
Lot 3 Security Services
Lot 4 Building Engineering Services
Peter Francis, Group Executive Director (Operations) at Fusion21 said: “In response to member and supplier feedback, our refreshed offer is due to launch in February 2025 and will facilitate the outsourcing of building management contracts to support built environment portfolios and enable organisations to focus on their core activities.
“This simplified and compliant framework will offer a fast route to market and updated pricing models, alongside supply chain innovation and efficiencies. Other benefits include flexible call-off procedures to streamline procurement activity.
“Fusion21 has a 22-year history of delivering procurement with purpose, and as with all of Fusion21’s frameworks, the Workplace and Facilities Management Framework will help members to deliver social value they can see in communities, aligned with their organisational priorities.”
Tender applications are welcome from interested suppliers that meet the criteria set out in the tender documentation. To learn more and apply for the framework use the following link: hubs.li/Q02RQ30G0 and click on ‘Current opportunities’.
The submission deadline is Friday 22 November 2024, at 10am.
The Armed Forces Commissioner will champion those serving and their families.
A bill introduced in Parliament today will create the new role to improve service life.
The first of its kind commissioner will have powers to hold the department to account.
In the next step of this government’s commitment to improving service life, the government has introduced the Armed Forces Commissioner Bill today – the first ever independent champion for serving personnel and their families.
The bill introduced yesterday, which was included in The King’s Speech in July, is the first step in legislating for the brand-new role which is welcomed by serving personnel.
The Commissioner will be a direct point of contact for serving personnel and their families to raise issues which impact service life, from equipment to housing and unacceptable behaviours.
With powers to visit defence sites unannounced and commission reports, the Commissioner will hold defence to account and drive improvements to service life. The Commissioner will report to Parliament through annual and one-off thematic reports.
Defence Secretary John Healey
Defence Secretary John Healey MP said:
“Our government is delivering on our manifesto commitment to renew the nation’s contract with those who serve. The new Armed Forces Commissioner will be a strong, independent voice for our forces to improve service life.
“Our government will always stand up for those who serve our country, and our Armed Forces will always have our fullest support. That’s why we have already confirmed the largest pay rise for personnel in over 20 years, and are taking further steps today.
“The Armed Forces Commissioner will champion serving personnel and their families who make great sacrifices to help keep Britain secure at home and strong abroad.”
The new role, a manifesto commitment, acknowledges need for change to better support serving personnel and follows the largest pay rise for Armed Forces in over 20 years. Recruitment reforms have also taken place to scrap outdated policies and make the process more straightforward for those who wish to join the military.
The Commissioner will be appointed once legislation is complete. Once in post, the Commissioner will incorporate the functions currently undertaken by the Service Complaints Ombudsman Commissioner whose remit is too narrow and reactive. The Ombudsman can only investigate individual complaints after the Service Complaints Process has finished.
The Armed Forces Commissioner is an important part of this government’s commitment to renew our nation’s contract with those who serve, because the strength of our defence lies in the serving men and women of our forces.
Charge point operator (CPO) Believ has won a place on a framework agreement with the Church of England (CoE) and Church in Wales (CiW) Parish Buying Service to make its publicly accessible electric vehicle (EV) charging infrastructure solution available to the 18,000 properties under the Parish Buying Service’s jurisdiction.
The Framework is designed to support the CoE and CiW in achieving net zero by 2030, and to help communities to provide publicly accessible EV charge points for their residents and visitors.
Believ offers a fully funded solution installing, operating and maintaining charge points of all speeds – at zero cost to local authorities, landowners or businesses. As a supplier on the framework agreement, Believ will partner with the Parish Buying Service in its mission to reduce its carbon footprint, protect the biodiversity within church grounds and land and help reduce the Church’s impact on the climate emergency.
All churches, schools and village halls with car parks on land owned by the CoE and CiW are able to request EV charging infrastructure support through this tender.
Kevin Ledger, Senior Business Partnerships Manager at Believ, says the CoE and CiW properties sit at the heart of their communities:
“These organisations are some of the largest landowners in the UK, and so this framework agreement has the potential to accelerate the rollout of much needed publicly accessible charging infrastructure,” he says. “By installing EV charge points, churchgoers and local residents without off-street parking spaces will now benefit from the possibilities that sustainable motoring can bring them and help us connect rural communities to the EV charging infrastructure.”
David Richards, Net Zero Carbon Officer for the CoE and CiW Parish Buying Service, says Believ’s fully funded solution is essential: “Through establishing this framework, we aim to drive awareness of how installing EV charge points can help churches in their journey towards becoming more sustainable, crucially without any capital expenditure, but also introduce them to a new income stream that can derive from a church’s existing parking spaces and land.
“This new income can then be used to fund further net zero projects. We urge all churches to take advantage of these opportunities to make sustainable changes and tackle the climate crisis.”
Small and medium-sized enterprises (SMEs) are the bedrock of the UK economy, comprising 99.9% of all businesses and employing millions of people across the nation. With over 5.6 million SMEs, these companies are key drivers of innovation, job creation, and local economic growth.
However, many face challenges that threaten their survival in a competitive landscape. Through their policies and initiatives, local authorities (LA’s) can play a pivotal role in empowering SMEs to not only survive but thrive.
This article explores practical ways local governments can support SMEs, addressing core challenges and offering actionable solutions that foster growth, innovation, and sustainability. Drawing on insights from Steph Gemson – a qualified tax advisor and founder of TaxGem, this article highlights key areas where councils can make a significant difference.
Steph Gemson
1. Streamlined Access to Funding and Resources
One of the most significant challenges facing SMEs is the lack of access to capital. According to recent data, 20% of UK SMEs fail within their first year, and 60% close within their first three years, often due to insufficient funding. Local authorities can help close this gap by improving access to government grants, low-interest loans, and other financial resources.
Steph Gemson, highlights that many SMEs are unaware of available funding options. “We regularly get asked about funding opportunities, and the fact that people are asking means the information isn’t readily available,” says Steph. “This indicates a need for better outreach and education. Local governments should maybe consider creating centralised portals and conduct workshops or webinars to inform SMEs about available funding, simplifying the application process.”
“During the COVID-19 pandemic, access to financial aid was streamlined in response to the crisis, proving that such improvements are possible without the need for a dire situation. Councils must build on this precedent to ensure that SMEs have the financial support they need to succeed from the start.”
2. Business-Friendly Policies and Regulations
Navigating the complex regulatory environment is a common complaint from SMEs, with 50% reporting that local council policies impede their growth. A major source of frustration is bureaucratic red tape, particularly around planning permissions and other business-related approvals.
For example, SMEs looking to expand or develop new premises often face prolonged delays and high costs due to complicated planning processes. As Steph mentions, “We’ve had plans knocked back multiple times, costing us both time and money. LA’s could potentially alleviate this by appointing experts within council teams to guide SMEs through planning applications and other regulatory processes, helping businesses navigate these hurdles more efficiently.”
“Streamlining policies and regulations, especially those related to business expansion, will create a more business-friendly environment. Councils can also consider “virtual hubs” or pop-up advice centres to provide direct access to guidance on navigating local regulations.”
3. Skills Development and Training Initiatives
Investing in skills development is critical for SME growth, but training costs can be prohibitive. The average apprenticeship costs businesses between £4,000 and £7,000, while training for existing staff can exceed £2,000 per employee. This financial burden often prevents SMEs from upskilling their workforce, particularly in critical areas like digital skills.
Steph Gemson notes, “We’ve struggled recently to find good applicants for our accountancy apprenticeship, even though it’s a solid career path. Connecting SMEs with potential apprentices earlier, perhaps through school workshops, could make a big difference.”
“LA’s can bridge this gap by offering subsidised training programmes and partnering with educational institutions to provide affordable training solutions. Encouraging collaboration between local businesses and schools or colleges can also help attract apprentices and improve the skillset of the local workforce.”
4. Improved Infrastructure and Digital Connectivity
Infrastructure plays a vital role in SME productivity, yet many businesses, particularly in rural areas, suffer from poor digital connectivity. Businesses with strong broadband and transport links are shown to be 35% more productive, but underserved areas often lack these essentials, stifling growth.
Councils should prioritise investments in high-speed internet and improved transportation links, particularly for rural or remote regions. As Steph points out, “Reliable internet is critical – without it, we can’t run our business. Offering subsidies for dongles or other stopgap solutions could help SMEs that struggle with connectivity issues.”
“Moreover, improving infrastructure around business hubs or parks can make these areas more attractive to new businesses, contributing to regional economic development.”
5. Networking and Mentorship Programmes
Mentorship and networking are critical to the long-term success of SMEs. Studies show that businesses with mentors are 70% more likely to survive beyond five years.
Steph recalls her own experience, saying, “One of the first things we did after moving into our building was to go door-to-door, introducing ourselves to other businesses. Networking is a low-cost, high-impact way to promote your business and build valuable connections. LA’s can support this by organising networking events or virtual mentorship programmes, where business owners can meet, share ideas, and learn from each other.”
6. Free Promotional Opportunities
Marketing can be a significant expense for SMEs, with businesses spending up to 10% of their revenue on advertising. Many smaller firms struggle to afford this, which limits their visibility and growth potential.
Steph suggests, “We’re not saying, local authorities should have a digital billboard at the end of the street advertising every local business. But let’s give people the opportunity to thrive. Local councils can help by creating free promotional opportunities, such as sponsoring community events or establishing online business directories that showcase local SMEs. Initiatives like “shop local” campaigns can also provide SMEs with valuable exposure without the heavy financial burden.”
“And let’s not forget networking is still a really great low cost way of enabling people to promote their own businesses, which takes some of the onus off LA’s. It’s down to the business owners to take advantage of these types of initiatives to promote their own businesses.”
7. Reducing Taxation
Finally, taxation remains a significant challenge for SMEs, particularly with flat tax rates that disproportionately affect smaller businesses. Local authorities can ease this burden by offering reduced business rates, tax holidays, or flexible payment terms. This would allow SMEs to reinvest in their growth rather than being hindered by excessive tax obligations.
As Steph explains, “The thing we often see as a stumbling block for businesses, is business rates on second premises. Generally speaking, entire business rates relief is applied if the rateable value of the premises is less than £15,00 per year. But if you take on a second premise, then the small business rates relief applicable to that second premises is only around £2,000 to £3,000.
It’s not feasible to suggest that a business should have a rateable value of less than £2,000 pounds per annum so as soon as you occupy a second site, you’re into the realms of business rates. This can be a huge expense and quite a hindrance to a small business and ultimately stunts growth. Reducing these taxes would allow SMEs to expand more freely.”
Empowering SMEs is essential to fostering long-term economic growth and creating vibrant communities. Local authorities must prioritize support for SMEs by streamlining funding access, simplifying regulations, investing in infrastructure, and promoting skills development. Networking and mentorship programs, alongside free promotional opportunities and reduced taxation, can provide the support SMEs need to thrive.
By taking proactive steps, councils can drive regional economic development, ensuring that SMEs continue to innovate, grow, and create jobs.
The Defence Infrastructure Organisation (DIO) and the Royal Navy have concluded a contract-signing and groundbreaking ceremony for a major construction project at Royal Naval Air Station (RNAS) Culdrose in Cornwall.
A proposed impression of the new Engineering Training School at RNAS Culdrose
This marks the beginning of work on a £99.5m project to replace and refurbish the 820 Naval Air Squadron (NAS) hangars, associated office buildings, and the full replacement of the Engineering Training School (ETS). The contract was awarded to Keir Construction with Mott MacDonald as the designated Technical Services Provider.
DIO and its contractors will deliver the project on behalf of the Royal Navy, with the first phase seeing the construction of a new air Engineering Training School, a new hangar and refurbishment of existing buildings for 820 Naval Air Squadron, the helicopter unit dedicated to protecting the Navy’s aircraft carrier strike groups. The project covers a combination of demolition, new build within the same site footprint, and the refurbishment of existing infrastructure.
Sustainability will be a key feature of the project which will include integrated water-saving measures, Net Zero carbon emissions, solar photovoltaic panels, energy efficient lighting, and air source heat pumps to improve energy efficiency and contribute to carbon reduction.
L to R: Andy Roberts of Mott MacDonald; Stu Johnson, Head of Navy Infrastructure; Cpt Stuart Irwin, Culdrose CO; Doug Lloyd of Keir Construction; and Dan Ross of DIO
RNAS Culdrose, a site crucial for Defence, is home to the Royal Navy’s anti-submarine warfare helicopter fleet. RNAS Culdrose also houses the Engineering Training School responsible for Air Engineering (AE) specialist training, delivering fully trained engineers to support Merlin helicopter operations.
Daniel Ross, DIO Programme Director, Major Programmes and Projects, said: “I am delighted that we can celebrate this significant milestone at RNAS Culdrose, marking the next phase of collaboration with our suppliers and the Royal Navy. Building on the sustainable designs already delivered, the project will continue to contribute towards Defence’s Net Zero targets and ultimately enhance our military capability.”
Captain Stuart Irwin, Commanding Officer, Royal Naval Air Station Culdrose said: “This project marks the start of an exciting regeneration and investment in RNAS Culdrose with new, modern facilities. The Engineering Training School is at the heart of our operations to maintain the Merlin helicopter fleet. Our young people, many of whom are just at the start of their naval careers, will learn how to maintain aircraft in a high-tech and modern teaching environment.
“The refurbishment of aircraft hangars and buildings at 820 Naval Air Squadron is another significant investment. It will provide us with more suitable and sustainable places to operate Merlin Helicopter Force now, and into the future.”
Stu Johnston, Deputy Head, Navy Infrastructure and Projects, Senior Responsible Officer, said: “The DIO and Navy infrastructure teams have worked closely to develop what will be hangar and training facilities fit for the 21st Century Royal Navy. The project will reflect our wider sustainability and energy efficiency ambitions. The team has embraced a collaborative and agile approach built on years of hard work by stakeholders.”
Doug Lloyd, Regional Director, Keir Construction, said: “We are delighted to have the opportunity to work with the Defence Infrastructure Organisation and the Royal Navy to deliver these new facilities. We have a wealth of experience in delivering buildings of the highest quality across the defence estate and are proud to be creating this important enabler to the UK’s future defence capability.”
Chris Ackerman, DIO Account Lead for Mott MacDonald, said: “We are really pleased to be working for DIO as their Technical Service Provider and alongside Kier, the Principal Contractor. This project will provide a suite of modern and sustainable infrastructure for the Royal Navy in accordance with the Defence Operational Energy Strategy”.
The project is scheduled for delivery in the spring of 2028.
Major reforms kicked off last week to match increasing threats, tackle waste and strengthen UK Defence.
Recruitment underway for new fully fledged National Armaments Director role.
New powers for Chief of the Defence Staff, and Military Strategic Headquarters to be launched within weeks.
The biggest reform of the Ministry of Defence in over 50 years to fix what the Public Accounts Committee calls the ‘broken’ defence procurement system and to strengthen UK Defence, has been launched by the Defence Secretary.
It comes amid increasing global threats, with growing Russian aggression and conflict in the Middle East. This requires increased resilience and warfighting readiness.
The Defence Secretary is leading the reforms to create a stronger defence centre which is able to secure better value for money, better outcomes for our Armed Forces, and better implement the Strategic Defence Review which will be published in the first half of next year.
Central to this is the creation of a new role: the fully fledgedNational Armaments Director. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry and to crack down on waste. The recruitment process for the role has begun, with a search for candidates now underway and which will continue over the coming weeks.
The new National Armaments Director will be responsible for:
Delivering the capabilities required from industry to execute the Defence plans and operations demanded by the new era.
Shaping and delivering the Defence industrial strategy which will be launched in the coming weeks.
Ensuring a resilient supply chain and the required readiness of the national ‘arsenal’.
Leading on UK defence exports and acquisition reform.
Harmonising procurement and working closely with wider government, industry, academia, and international partners to deploy best practice and investment.
The changes come as the Defence Secretary commits to ensuring “value for money across every penny of defence spend.”
Defence Secretary, John Healey
The reforms will also see the Chief of the Defence Staff overseeing a new Military Strategic Headquarters (MSHQ) where he will formally command the individual Service Chiefs for the first time. They will now be central to investment decisions between the Services, along with the Defence Secretary and Permanent Secretary.
This Government’s MOD reforms will ensure faster delivery and clearer accountability across Defence, to support the Government’s ‘One Defence’ drive. They will also ensure defence is ready to take forward recommendations of the Strategic Defence Review, with the new MSHQ fully functioning by the end of 2024 – ready to implement recommendations from the SDR in the first half of next year.
Defence Secretary John Healey MP said:
“Our government is delivering the change we promised: cracking down on waste and boosting Britain’s defence industry. We will forge “One Defence”, which is clear in its goals and consistent in its methods, to make Britain secure at home and strong abroad.
“The world is more dangerous, with growing Russian aggression, conflict in the Middle East and increasing global threats.
“These vital reforms will make UK military decision making faster, keep the country safer and achieve best value for taxpayers. This Government will strengthen UK Defence to respond to increasing threats.”
Defence Equipment & Support CEO and the UK’s current NAD, Andy Start, said:
“This fully fledged NAD role is a vitally important step towards transforming defence acquisition and the industrial base in the UK.
“This new role will have the levers needed to ensure our Armed Forces have the right kit and to deliver the defence industrial strategy we need for growth.
“We will work with industrial partners to embrace the One Defence approach so they can play their part in improvements that underpin national security and prosperity.”
The programme of reform will be informed by lessons from the department’s highly praised support to Ukraine. The National Audit Office recently highlighted the speed and scale of the MOD’s Operation Interflex training programme for Ukrainian recruits, as well as fast-tracked procurement and distribution of essential gifted equipment to the Ukrainian front line.
These reforms will radically simplify the MOD. Governance and processes will be streamlined, with innovation in technology and an improved approach to data underpinning everything the department does.
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