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Rising energy costs and increasing awareness of environmental issues have created a growing demand for access to funding for green initiatives. The NHS is UK’s largest public sector emitter of carbon emissions, being responsible for a million tonnes of carbon a year costing an annual £500 million. Alastair Keir, Chief Executive of Salix Finance explains how NHS Trusts can lead by example in the bid to manage their emissions and fund projects.
Numerous legislation and targets such as The Climate Change Act, the Energy Performance in Buildings directive and Carbon Reduction Commitment Energy Efficiency Scheme coming into force in April are putting NHS Trusts under considerable pressure to reduce their carbon footprint. The CRC alone will affect an estimated 180 NHS organisations with strict penalties for those that do not take bold steps to cut their emissions. The NHS Carbon reduction strategy also sets an ambition for the NHS to help drive change towards a low carbon society.
In short, there has been a shift in focus on making CO2 savings, taking it from the fringes into the heart of political and management attention. In this environment, Carbon reduction is now not something that is optional – it is a must.
But with all these tough targets how can NHS organisations translate them into reality, as targets, while essential, don’t bring about change on their own. Without proper management, the pressure to meet them can lead to short-termism and poor decision making, and without ring-fencing, budget cuts be diverted to other areas.
Although long term cost savings are easy to achieve, reducing CO2 emissions often requires targeted, carefully planned up front investment to put the right technology in place and guarantee long term benefits. Often, the simplest of measures can yield the best results such as better insulation or new heating systems, but an assessment should be undertaken to ensure that the most cost effective solution is identified, and implemented.
The government has recognised that setting targets needs to be supplemented with practical support. To assist NHS and other public sector organisations, it has made available interest free funding through Salix Finance to drive such efficiencies. In the last budget a £51.5millon loan fund was announced, building on an existing conditional grant programme that sees every pound invested many times over in energy efficiency schemes, as energy cost savings from one project are reinvested in another. Money is only allocated to projects that can meet sensible energy and cost effectiveness criteria in advance – so money is only saved, never wasted. And rigorous monitoring ensures that the focus is kept on ensuring that projects are completed in full and savings are achieved.
Frimley Park Hospital NHS Foundation Trust in Surrey has already taken advantage of the Salix funding. It focused on six key areas: reflective panels behind radiators, boiler replacement, low energy bulbs in residences and in street lighting. It has also replaced the old pumps to the boilers that heat the main building with direct drive pumps with inverters, so that the motors will only work on demand (the old technology meant that the boilers were working all the time and are therefore energy inefficient). This work is projected to achieve an overall saving to the Trust in excess of £300,000. The Trust is currently looking at replacing the fluorescent lighting tubes in corridors and non-clinical areas.
Kwan Cheng, Business and Performance Manager, at Frimley Park says: -The real advantage to the Salix funding was that the money was ring-fenced for energy efficiency initiatives. So any savings made are put back into the pot for more energy-saving projects. The support from Salix is more than just funding though; it offers a resource of expert advice when called upon. Through the regional meetings with other Salix fund holders, we have also been able to share good practice, experience and knowledge from other public sector organisations, which has proved to be invaluable.
The current economic climate means budgets are set to be tight for the foreseeable future and there are real economic benefits from cutting carbon emissions. Investment in properly implemented energy efficiency projects will reap long-term financial dividends that can’t be ignored. The £175 million total Salix Finance funding that is being allocated for energy saving projects will achieve £600 million lifetime cost savings and 3.5m tonnes of carbon savings.
Gateshead NHS Foundation Trust obtained funding from Salix Finance in March 2007 because it needed help with its drive to reduce energy consumption, carbon and costs.
Since then the Trust has increased in size and capacity with the additional building of the north east surgery centre comprising 60 beds, four operating theatres, a breast diagnostics treatment centre, and a 100 bed Jubilee building. Despite these extra facilities, the Trust has seen a 22% fall in consumption of Gas and a 7.5% fall in consumption of electricity.
With Salix funding, the Trust has been able to implement energy saving schemes that otherwise would have been difficult to get off the ground. Salix funding of £120,000 matched by an equivalent amount from the Trust itself has enabled the Trust to fund additional projects including the installation of lighting upgrades, point of use water heaters, zone controls and a steam boiler controller, which will enable total expected lifetime savings of £665,540. Over the lifetime of these technologies at least 5,607 tonnes of CO2 will be saved.
As this is a recycling fund, with the initial Salix investment being reinvested in further efficiency measures, the trust will enjoy savings over a potentially indefinite period.
For further information on how to access interest free funding for energy saving projects visit
www.salixfinance.co.uk
Public sector managers are living in challenging times when it comes to preventing data loss for their organisations. Compliance with security regulations has become a real headache for managers within the NHS, local and central government and other public sector bodies trying to manage their complexity whilst at the time battling with the ever growing pressure to reduce IT spending.
Council IT departments alone are under heavy pressure to reduce costs. The latest SOCITM IT Trends Report forecasts that capital spending will fall by 20 per cent in 2010, with central IT spend falling by eight per cent. This is the largest decrease since Socitm began producing the report in 1986.
But can we really afford to cut corners on data loss prevention? The answer is definitely not. It is now more critical than ever for public sector organisations to focus their attention on data security because not only is it their responsibility to ensure that sensitive information isn’t leaked to the outside world, but they will suffer heavy penalties for not doing so.
New powers, designed to deter personal data security breaches are expected to come into force on 6 April 2010. The Information Commissioner’s Office (ICO) will be able to order organisations to pay up to £500,000 as a penalty for serious breaches of the Data Protection Act (DPA). A University Hospital NHS Trust recently found in breach of the DPA would have been given far more than a wrap on the knuckles after April this year, when an unencrypted laptop containing sensitive personal information was stolen from one of its vehicles.
This begs the question, why were so many records downloaded, unencrypted, onto laptops in the first place? Furthermore, since 2008, NHS organisations have been able to procure free encryption, as a result of a directive & bulk purchase of licenses by CfH, the agency responsible for the NHS National Programme for IT. The new Data Protection Act will be a real wake up call for organisations to more carefully examine their IT security strategy and take action.
There is added compliance pressure from other regulations, such as the official IT security standards set by the Government’s Code of Connection (CoCo), the Regulation of Investigatory Powers Act 2000 (RIPA) which regulates the disclosure of communications data and access to electronic data, and the Freedom of Information Act 2005 which is diametrically opposed to the requirements of CoCo and RIPA.
There can be no shortcuts when it comes to protecting data and it is up to business managers within public sector and private organisations to understand and act on the risks involved rather than delegating the task to the IT department.
One of the major issues when faced with tackling data loss prevention is working out exactly where the data is that you need to protect. This is a huge task for many public sector organisations which have numerous departments with data saved on numerous servers on different types of platforms. Each department may have its own data which is accessed in various ways by office based or mobile workers. Furthermore, the shift towards closer integration and data sharing between public sector services has cast the net of access to data even further beyond the realms of the organisation that originally ‘owned’ the information.
So what steps can be taken to ensure that new and existing compliance is met and a high standard of data loss protection is in place?
1. Security Policy – Critically, a business manager needs to work with the IT department to ensure that there is a security policy in place that outlines the acceptable usage of data in and out of the organisation. There needs to be clear direction for each employee on their level of access to data and the level of usage, for example whether data can be downloaded onto USBs, laptops or whether data can be pasted into an email or accessed out of hours. Communication of the policy should become part of the induction process and most importantly regular workshops need to be held with employees to ensure that the users are educated in a positive way to avoid future transgressions.
2. External threat prevention – It is imperative to make sure that there is adequate malware protection and intrusion detection in place to prevent individuals outside the organisation trying to access any data.
3. Encryption – The security policy needs to enforce encryption if data is copied onto removable devices such as USBs, and CDs, or stored on laptops. Policy should also dictate who within the workforce can be permitted to copy or manipulate information outside of the realms of normal use.
4. Data classification – By discovering what data you have it is then possible to classify it by its content as being highly confidential, confidential or for everyday business use. A consultancy provider can help an organisation to classify their data and discover their data through specialist data discovery tools. Once data has been classified it is easier to apply data loss prevention policies for different types of users.
5. Identity and Access Management – Data security should be closely tied with an identity and access management solution which allows a business manager to set the rules on who has access to what data in the organisation. By setting specific rules, it will manage any changes in the workforce in relation to data access, e.g. if an employee leaves the organisation or changes role.
6. Consolidation – With various types of software and hardware required for effective data loss protection from both external and internal threats, it is often the case that an organisation may need to approach multiple suppliers. It can be more beneficial and cost effective to work with technology solution providers who can provide more objective recommendations and a better understanding of the public sector’s requirements.
Data loss prevention is unquestionable. In the face of compliance, budget cuts and multiple IT systems it can seem like data security is too big a mountain to climb. But by investing some time in your IT security strategy, consulting with technology solution providers who understand your constraints and ensuring that the whole organisation is on board with security policies it is certainly an achievable goal.
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Peter Wenham, who is an IA consultant and the Leader of the Crime & Security Forum of the Communications Management Association (CMA) gives the following tips to tackling data classification.
1. Understand what data you have – by holding well constructed workshops with senior management led by an external consultant experienced in Information Assurance (IA) matters.
2. Find out where the data is – managers of each department need to discuss with their staff where the organisation’s data is located, for example, on file servers, laptops, databases, email, or desktops, with a view to identifying duplications and copies (known or otherwise).
3. Identify the sensitivity of the data – whether it is public, protected, secret or top secret and decide who should have access to it.
4. Set standards across the organisation – by setting standard definitions of roles within the organisation it makes it possible to identify consistently the grading of your workforce and each individual’s access rights to data. For example, some employees may be able to access data, but not edit, others may be given no access at all.
5. Conduct a final gap analysis – to ensure that the new grading system of the workforce matches up with the existing access controls.
6. Work out a plan of action – whereby the IT department could look to tightening up its security strategy and senior management may need to provide a budget to enable the IT department to generate better data access controls.
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It is a worrying fact that the legislation covering eyesight requirements for driving was set in the 1930s, when driving conditions and cars themselves were radically different from today. At present the only prerequisite for any driver, even those who drive in the course of their work, is to be able to read a number-plate at a distance of 20.5 meters. All this is, however, about to change.
New legislation, passed in the EU Parliament in 2006, is set to be introduced to member states in 2011. The current proposal is that holders of commercial licences will have to have their eyes tested every 5 years, and holders of private licences will be tested every 10 to 15 years. Each member state has until 2013 to translate the directive into national law. This could have a big impact on individuals who drive in the course of their work and for their employers both in the Public and Private sectors.
Research* carried out by Specsavers Corporate Eyecare suggests that an update in the law is badly needed. A disturbing majority of 53% of employers said they were worried that some employees may be driving during the course of their work, when their eyesight is not good enough to do so.
It is interesting to discover just how seriously public sector employers and fleet managers take the issue of the eyesight of their driving staff. Most employers (84%) classed it as ‘very important’ that employees who drive during the course of their work have their eyes tested regularly. However, the vast majority of employers (60%) did not have a policy to test the eyesight of these employees. Of those who did have a policy to test their employees’ eyesight, only 13% did so on a regular annual basis.
There also seems to be a discrepancy between what fleet managers think should be the case and what actually happens in the workplace. The research revealed that 60% of employers had their own eyesight tested within the last 12 months but only 13% had a policy to do the same for their staff.
Whilst not every company always welcomes new EU directives, the research shows that nearly all employers (90%), believe legislation should be in place to ensure employees who drive during the course of their work have their eyes tested regularly. For the public sector, this is vitally important; not just because of the sheer numbers of people driving whilst at work but also with respect to the Corporate Manslaughter Act. The 2007 Corporate Manslaughter and Corporate Homicide Act places responsibility for fatal work-related injuries firmly on the shoulders of the employer. The Ministry of Justice states: -Courts will look at management systems and practices across the organisation, providing a more effective means for prosecuting the worst corporate failures to manage health and safety properly.” Essentially, juries will be able to decide if the death was a result of failed company systems. Companies found guilty of Corporate Manslaughter are open to an unlimited fine – something which no Public Sector company can afford to risk.
This, paired with the moral issue of caring for the safety of employees, has led some forward-thinking companies to already provide regular eyesight checks for their staff. Undertaking a full eyeexamination, at least every two years, with a fully qualified optician, can improve the chances of staying safe on the roads. Loss of vision is not always immediately noticeable; a gradual deterioration may not be picked up on by the individual. Similarly, someone with already borderline eyesight can easily slip into the category of vision that is not good enough for driving.
There are two important eyesight tests for those who drive: sight and field-of-view. Sight involves checking the distances over which a person can see. Field-of-view is concerned with their peripheral vision, vital for overtaking, approaching a junction, etc. If either of these is not adequate then driving ability will be seriously impaired.
Equally, full eye examinations are important in relation to general health. Conditions such as glaucoma, diabetes and high blood pressure can be detected during a thorough eye examination, so the benefits of good eyecare are far reaching.
Fleet managers need to take greater responsibility for their drivers’ eyesight. Whilst they would not consider letting a car onto the road without a valid MOT or the right insurance, it makes sense that they also ensure the driver is fit to be behind the wheel. It’s a good idea for this to form part of the HR policy and for regular checks to be made standard.
Far from being an extra expense, introducing eyesight tests can actually save an organisation money. One Hull-based company recently introduced eyesight testing as one of a number of measures in their extended duty-of-care programme and, as a result, their insurance company reduced their proposed premium increase by 9%.
The most important aspect in the safety of a car is arguably the driver. Whilst the government is working to improve safety, and individuals must play their part, it makes financial and moral sense for the employer to take control.
*Research undertaken on behalf of Specsavers Corporate Eyecare by Emedia in April 2008
For a full copy of the findings readers are invited to contact Specsavers Corporate Eyecare on 0115 933 0800 or corporateeyecare@uk.specsavers.com
Carbon emissions represent an increasing and potentially significant cost for private and public organisations. The case that carbon reduction and reporting systems can help organisations make significant reductions in their emissions and costs has been well made but there is a general expectation that UK public sector should be forging ahead and setting an example in meeting mandatory requirements. Yet according to Ram Ramachander, Chief Operating Officer at Greenstone Carbon Management, the public sector risks not meeting its carbon targets as it gets overloaded with bureaucracy and inadequate reporting systems.
Public sector organisations currently has a broad range of reporting requirements from the CRC Energy Efficiency Scheme (formerly known as the Carbon Reduction Commitment) due to start in April 2010 , the Sustainable Operations on the Government Estate (SOGE) targets , and the Government’s own estate carbon neutrality 2012 targets to name but a few and each scheme will require a specific report for each stake holder.
Take the CRC Energy Efficiency Scheme for example. The granularity of data required to report against this legislation will mean that public sector bodies will have to capture data at an individual site level on a regular basis, whereas today they may be capturing data at a high level, once a year. The data must also be accurate to ensure that they do not fall foul of the fines associated with inaccurate reporting, or the costs associated with inaccurate forecasting of future allowance requirements. Estimates show that the administrative costs of reporting against legislation could double if not treble over time.
With very little probability of funding for additional administrative resource over the next few years, public sector bodies face having to absorb the reporting burden within the existing teams. This has created a real threat of not meeting their targets. It is becoming clear that the public sector now needs to transition towards a more automated approach to carbon management.
Carbon reporting with the right tools
In the private sector, large global organisations that face growing legislative burdens are migrating from manual and spreadsheet based measurement and data gathering tools and processes to fully integrated Enterprise Carbon Management (ECM) tools. These tools remove a large portion of the data gathering and reporting burden, as well as giving sustainability practitioners the ability to model and manage reduction programmes. It is anticipated that the use of these solutions will increase five fold by 2011.
The larger public sector bodies such as the central Government departments and County Councils have already started examining the possibility of transitioning to such systems. The business case for the implementation of ECM software is very strong. Cost savings can be gained in reduced administration (including future staffing costs for meeting the CRC burden) and improved capabilities and capacity in carbon reduction programmes. In modelling the impact of such a deployment in one large department we were able to demonstrate FTE savings and increased carbon reductions – with a consequent ROI of less than 12 months.
Examples of current carbon emissions targets and associated reporting requirements:
Sustainable Operations on the Government Estate (SOGE) targets, which require the entire central government estate to reduce its carbon emissions by 30% by 2020. This information is reported to the OGC on a quarterly basis.
CRC Energy Efficiency Scheme, which requires all eligible public sector bodies to report their energy consumption and associated carbon emissions to the Environment Agency and, in future years, will require the purchase of carbon allowances on an annual basis.
Carbon Budgets to be issued by Department for Energy and Climate Change (DECC)
Government estate carbon neutrality target by 2012
National Indicators 185 and 186 include a wide range of key performance indicators for carbon emissions covering both internal emissions and community wide emissions in local government.
A variety of department specific targets and requirements, for example: the Higher Education Funding Council requires Universities to commit to carbon reductions in their funding applications and the NHS Sustainability Unit drive to encourage Health Authorities to engage in carbon reduction programmes.
Readdressing the balance
In addition to these targets, sustainability teams regularly respond to ministerial and senior civil servant needs on an ad hoc basis. In our experience of working with the sustainability teams, they are highly committed and motivated individuals, focussed on meeting these targets and doing more to become exemplars in sustainability. Instead of spending their valuable time and experience on executing successful reduction programmes the sustainability teams are collecting data, managing complex spreadsheets and generating a broad range of reports to suit the needs of very different stakeholders.
Adopting a Shared Service approach to Enterprise Carbon Accounting
As public sector organisations start to migrate towards automation in this area, they need to consider the opportunity to procure these systems collaboratively as a possible shared service. This will also enable UK public sector to have a consistent way of measuring carbon across its various entities which will allow it to perform meaningful analysis at a macro level and benchmark performance of different organisations. This will give individual organisations the ability to manage and report their carbon as separate entities whilst allowing centralised organisations to receive reports, analyse and benchmark automatically. A shared service approach will meet the complex multiple stakeholders’ requirements and avoid a proliferation of incompatible solutions while at the same time allowing sustainability managers to get on with the business of reducing carbon rather than being held back by the burden of reporting.
Ram Ramachander is Chief Operating Officer at Greenstone Carbon Management. Ram has over 15 years experience in management consulting and business development within the IT and public sectors. Carbon Management Limited is a specialist carbon solutions company – based in London, United Kingdom. For further information please visit: www.greenstonecarbon.com
Public sector chief executives and managers believe they lack the skills needed to deliver services when funding cuts start impacting in 2010 and beyond, according to a survey, undertaken this month by Hays, the leading recruiting experts in public services.
Only 16% of managers said their organisations had the resources to manage a reduced budget in 2010, and even fewer junior staff (12%) thought that was the case. One fifth (20%) of junior staff don’t consider their organisation has a clear strategy in place to cope with the challenge of offering more services with fewer resources.
More than two-thirds of managers (69%) and junior staff (66%) polled believe that the private sector will have -an increasing role in helping the public sector meet its obligations. Over half of those polled (52%) agreed -completely or -to some extent that this was a positive development and that they should look to the private sector for leadership guidance. The majority of managers (63%) also agreed that they were now being encouraged to look outside the public sector for solutions to their management and delivery problems.
The Hays Public Services Leadership Survey, which was carried out across local and central government, the NHS and social housing sectors, found that whilst the majority (78%) of managers have a framework in place to identify competencies which will make them better leaders, over a third (35%) believe their leadership training programmes are ineffective or not available to them.
There was agreement over the qualities that a leader should possess: an ability to communicate, forward vision and integrity.
-We found that everyone knows what good leadership looks like, but there are gaps in the training needed to acquire those skills,†said Andy Robling, Public Services Director at Hays.
Robling said that conversations with public sector chief executives revealed unease about how they would be able to balance cuts and delivering services in the year ahead.
-There is a level of challenge which understandably no one is prepared for. This will require an unprecedented level of change to ensure the delivery of services remains economically viable in the future. However, it is clear from our survey and conversations that the public sector funding crisis means a much broader acceptance of the need to change and to do things that might have seemed unpalatable five years ago.
-Within some UK regions across the public sector, for example, emergency services, local government and the NHS are looking at ways to share services and collaborate more effectively, said Robling.
-More could be done across the country in anticipation of the cuts, particularly in terms of sharing best practice between sectors, which would give people in the public sector more experiences to draw upon. It really is a given that if you bring people in with different experiences they are more likely to see where efficiencies could be made. For example, the public sector needs to improve its redeployment of staff through more effective use of outplacement services.
Robling anticipates more outsourcing of recruitment across the public sector, particularly of permanent jobs, as the financial squeeze tightens. -Traditionally, permanent jobs have been kept in house with recruitment agencies used mainly to fill temporary posts. But what we’re seeing now is interest in agencies managing the complete recruitment process to support more effective workforce planning.
The Hays Public Services Leadership Survey was conducted in January 2010. It received over 1,200 responses from chief executives, managers and junior staff across the public sector; encompassing those working across central and local government, NHS and social housing nationwide.
For further information contact Andy Robling, Public Services Director at Hays, on 0117 927 5494 or visit
www.hays.co.uk/publicservices
RecycleBank, the company behind the UK’s first rewards for recycling scheme, continues to demonstrate its commitment to the UK with the appointment of managing director, Sue Igoe. A founding employee of the US-based company and a member of its executive management team, Sue will be responsible for leading the growth of RecycleBank’s popular environmental rewards programme in the UK.
Prior to taking up the position of UK MD, Sue held the position of vice president of marketing, where she was responsible for developing the RecycleBank brand on a global scale. During the early stages of the company, Sue also managed the technology, rewards, sales and marketing teams. RecycleBank has significantly increased recycling volumes across the US, where it services one million people across 25 states and has boosted recycling rates between 30 – 80 per cent.
Sue brings a great deal of experience to the role, having been involved in the launch of a number of successful new start-ups, including micro-venture capital fund, Agora Partnerships, and a thriving online men’s lifestyle magazine which was successfully sold to Playboy Enterprises.
Sue, who is relocating from New York to take up the newly created position, commented: -Sending waste to landfill has a negative impact on the quality of the air we breathe, the water we drink and the land around us. Reducing the quantity of waste sent to landfill is vitally important in improving and maintaining the natural environment.
-A high percentage of domestic household waste can easily be recycled, and is a great way to reduce landfill. At RecycleBank we’re working with councils to make recycling even easier, for both the householder and the council, and not to mention a great deal more rewarding.
-The scheme has proven incredibly successful throughout the US and we’re working with a number of councils in the UK to make the scheme available to as many households as possible.”
The RecycleBank scheme awards Points to households for recycling, which can then be viewed via an online account, and redeemed at both local and national retailers, restaurants and leisure facilities or even donated to charity. Over 68 per cent of the 6,500 households involved in the UK’s first RecycleBank scheme, in the Royal Borough of Windsor and Maidenhead, have activated their RecycleBank accounts, earning over 4.5m RecycleBank Points since the June 2009 launch.
The success of the Royal Borough of Windsor and Maidenhead scheme resulted in the launch of a second RecycleBank scheme in October last year. Over 10,000 households in the Cheshire Borough of Halton are involved in the reward programme.
Bred from Kennel Club champions and bought from money raised by the Proceeds of Crime Act (POCA), three Springer Spaniel puppies are to begin their training with Essex Police to sniff out drugs, live firearms and cash.
Inspector Louise Beattie, from Sandon dog section, said: -It is fantastic that money raised through criminal activity can be used in such a positive way. Once trained, these dogs will not only be excellent sniffer dogs but they will also act as a deterrent to criminals who know how fail-safe a fully-trained dog can be.
She continued: -These dogs will be part of our front-line team to fight crime and reduce criminal activity in Essex still further.
Gizmo, Oso and Dibley are 14 weeks’ old and are being trained at Sandon. The £2,000 needed for the puppies was agreed by Detective Inspector Paul Dibell, from Essex Police Financial Investigations Team, and has meant that for the first time money taken from criminals under the POCA has been used to buy police dogs.
Each of the puppies will undertake an intensive six-week training programme to hone their skills, with the expertise of Insp Louise Beattie, Sgt Neil Phimister and Pc Mark Watts, all from Sandon dog section, to bring them up to scratch.
If anyone has a springer spaniel puppy aged between eight weeks and 18 months old that is proving too much for family life, Essex police dog section is happy to discuss the prospects of re-homing as a working police dog.
For further information call the Essex Police non-emergency number 0300 333 4444 and ask for Insp Beattie.
Cheshire-based Ink Technologies UK Ltd (ITL) showed MP, Mark Hunter, how it has used government support to cut its costs, safeguard jobs and expand internationally.
The small business, based in Cheadle, Stockport, whose innovative inkjet inks are sold to digital printers worldwide, has worked with the Manufacturing Advisory Service (MAS) North West at The Manufacturing Institute to boost productivity by 20% and double machine productivity.
Mark Hunter, Liberal Democrat MP for Cheadle and Parliamentary Private Secretary to the Leader, took a tour of the factory, employing 19 people, and heard how MAS has helped the company add £56,000 to its bottom line and safeguard jobs.
ITL exports 75% of its products. Its specialist inks are used in colourful pitch-side banners at many English Premiership football grounds, and are used by famous brands such as Coca-Cola, Kellogg’s, Nestle and Pirelli to code and mark their products.
Robin Titterington, Managing Director of Ink Technologies, said: -We have ambitions to double our turnover in the next three years and the help and advice of MAS has been invaluable in improving our business and creating the right platform for growth.
-They coached us in lean manufacturing techniques to ensure we work smarter and use our machinery more efficiently. I was sceptical at first, but the support was very practical and focused on our specific needs. It made our people realise we were serious about business improvement and encouraged them to get fully involved. We are now in a position where we are recruiting new people and two new starters have joined this week.
Mark Hunter MP said: -I like to visit local businesses on a regular basis to see what I can do to help. Ink Technologies are an important employer and their world class products are in demand across the globe.”
Adam Buckley, Head of Programmes for The Manufacturing Advisory Service, said: -Companies like ITL are a fantastic example of great British manufacturing. They are a shining example of excellence and it has been a privilege to work with them and contribute to their ongoing success story.
-Our manufacturing specialists helped the company implement new ways of working that mean they are their production is much faster, meaning that they can make to order and don’t have their cash tied up in finished stock sat on shelves waiting for customer orders to come in. On one key piece of machinery the changeovers used to take an entire day and now take 20 minutes. These sorts of improvements make a huge difference to performance and profitability.
ITL is developing its people through Manufacturing Institute programmes, such as LEAD, which develops leadership skills in growing small businesses.
Small and medium sized manufacturing businesses employing fewer than 250 people are eligible for a funded on-site manufacturing review. For further information, contact 0800 093 9077
Click to see the Manufacturing Advisory Service (MAS) North West
TODAY, six men have been charged with conspiracy to defraud an East Lancashire company.
The six men aged 57, 57, 44, 43, 33 and 30 were charged today and have been bailed until the 22nd February 2010.
The men were charged as a result of a protracted investigation by Nelson CID following a complaint from Protec PLC which is a fire detection equipment company based in Nelson. The charges against the men also includes conspiracy to defraud another company, the Mandale Group, which is a property development company based in the North East of England.
DI Groombridge said, -We will always robustly investigate any allegation of fraud and in this case a fraud which had the potential to affect local commerce and local people. -Protec is a major local employer and at a time when the people of this town are struggling to keep jobs and businesses are fighting to fill order books I find this sort of criminality particularly distasteful. Fraud is not a victimless crime, we all suffer the consequences.
-Our investigations have resulted in six people being charged at this time but this is certainly not the end of the investigation and this may result in further charges in the future.
-The losses to the company were minimised by the decisive action taken internally and due to their collaboration with police, none of Protec’s clients have been affected.”
The Cardiac and Stroke Network in Lancashire and Cumbria has transformed the efficiency of its own operation using Lean methodologies and is now taking the principles of Lean into the clinical environment to help improve patient services.
By adopting Lean practices, the Network has dramatically reduced time spent on administrative tasks- releasing more time to spend on supporting frontline services and to increase its workload by more than double by assimilating stroke into its work programme for Lancashire and Cumbria.
As a frontline service improvement organisation, the Network was eager to learn more about the Lean methodologies that are driving change across healthcare and commissioned The Manufacturing Institute to help all Network staff improve their knowledge of Lean tools and techniques.
This began with Lean awareness training involving the entire Network team. Staff were introduced to the guiding principles and key tools of Lean during a practical workshop in which they mapped out a typical journey, or ‘value stream’, for a hypothetical patient reporting chest pain. The Manufacturing Institute introduced them to methods of measuring and evaluating the value adding steps in that process and those wasteful steps that added no value for the patient. Next they created a ‘future state map’ detailing an ideal Lean patient journey in which the non-value adding elements were removed.
To reinforce their knowledge and apply the benefits of Lean to their own organisation they then took part in a rapid improvement event to introduce the Lean principles of 5S good housekeeping into the Network. This involved de-cluttering the office in preparation for a move to new premises, involving clearing out 30 bin bags worth of unwanted rubbish. Visual management systems were established, such as a new system for booking of leave, to make useful information accessible to everybody.
The biggest change was introducing an electronic storage system, abandoning a paper-based system and the wasteful practice of keeping multiple documents. A library was electronically catalogued and a standard system of naming and storing all electronic files was achieved. As well as ensuring easier and open access to all documents and reference sources, this has also freed up vital office storage and desk space, with office drawers and filing cabinets a thing of the past.
Each member of staff now uses 25% less space which means that the Network was able to rent less space than would previously have been necessary when relocating its expanded team to new offices. The new Lean and tidy working practices mean that staff require smaller desks.
The functional layout also means that the space can be used more flexibly to accommodate hot desk working and full utilisation of desks when people are out of the office.
According to Sally Chisholm Network Director: -On first impression our office looked reasonably tidy, but we soon uncovered all the hidden waste and we were staggered by the amount of unnecessary historic paperwork we found. Everyone feels the benefit of working in a clutter-free environment and we work more efficiently so that back-office time is minimised and our advisers can be out in the field more- helping to improve patient services.
The Network has been applying its Lean knowledge and best practice whilst working with its member organisations. For example members of the Network Team worked with clinical and social care staff in one area for two days. This examined the patient pathway for stroke patients at a Lancashire Hospital. Working with a cross-functional team and involving executive leaders, the group started by creating a value stream map to highlight all the complex steps in the patient pathway – from admission to discharge. This visual map demonstrated a convoluted path for the patient – flagging up many wasted steps and, therefore, wasted time and cost built into the system.
Next stage was to develop a future state map in which the non-value added elements of the process were designed out to create a smoother, simpler patient pathway – putting patient care at the heart of the process. Network advisers are now supporting Lean champions from the hospital to make these changes.
Sally Chisholm said: -With the Network’s facilitation the group identified a number of simple changes that could be made immediately that would improve the quality of patient care. One of these was to minimise disruption to patients being admitted through A&E by involving expert ward staff in the initial diagnosis, saving some patients an unnecessary journey to the ward and saving both staff and patient time in undertaking a second stage diagnostic. By changing the pathway and focusing on the value added elements, significant improvements in patient care will be made- with the added benefit of delivering efficiencies.
-We are working with all Primary Care Trusts, social care departments and secondary care units across Lancashire and Cumbria and carrying the Lean message. We have led process mapping events at Royal Preston, Chorley, Royal Blackburn and Furness General Hospitals, which are helping to deliver efficiencies and improvements at these sites.
Staff at the Cardiac and Stroke Networks are specialists in service improvement, so they were able to quickly tune in to Lean methodologies. They have made enormous progress in their own lean journey and it is encouraging to see them spreading the message and developing others in using Lean principles to achieve quality and performance improvements.
The Manufacturing Institute has partnered blue-chip enterprises, healthcare and public sector organisations in the UK and Europe over the last 15 years and has helped all these different sectors to understand their individual needs. Their more recent work with more than 15 NHS Trusts is helping to transform the care given by hospitals such as Stockport NHS Foundation Trust; Blackpool Fylde and Wyre NHS Foundation Trust ; Southport and Ormskirk Hospital NHS Trust; West Middlesex University Hospital NHS Trust and Royal Devon and Exeter NHS Foundation Trust. More information about these Lean initiatives and others can be found at:
www.manufacturinginstitute.co.uk/healthcare
Here is a list of upcoming features in the GPSJ Journal, we are interested in editorial and comment from specialists in these fields and any interesting developments or news in those areas. We are happy to discuss advertising and promotion of your products & services within these features. All features have an extra circulation of journal’s sent directly to our readers in those fields along with an email news release.
Please note some or all of the features are subject to change so please check before sending in or writing articles.
Winter 2009-2010
Greener Buildings
Renewable Energy
Manual Handling
Waste Management
Temporary Buildings
Highways Safety & Maintenance
Spring 2010
IT Security
Data Protection
Interim Executives
Fleet Management
Social Services & Childcare
Terrorism & Security
Summer 2010
Estates Management
Paperless Office
Conference Facilities
Street Furniture
Accounts & Payroll
Environment & Climate
Autumn 2010
Architectural Services
Community Care
Risk Assesment
Policing & Security
Playground Equipment
Radio Communications
Winter 2010-2011
Energy Efficiency
Street Lighting
Corporate Manslaughter
Parking
Fire Prevention
Anti-Graffiti
Finnamore, the largest independent specialist healthcare consultancy has appointed clinicians Shirani Rajapaksa and Sam Shah to its consultancy team. London-based Rajapaksa and Shah will join Finnamore’s rapidly growing team of 59 consultants to further increase the company’s level of clinical expertise.
Shirani Rajapaksa, a medical registrar with specialist training in haematology and endocrinology, has worked as a clinician in various acute Trusts across the country, including United Bristol Healthcare Trust, Nottingham University Hospitals NHS Trust and Gwent Healthcare NHS Trust. She joins the team as consultant and with a clinical advisory role.
Sam Shah was a clinician and is a health economist that has worked across the South East in general practice and developing primary care strategies for a number of organisations. He will now have a consultancy and advisory role on health improvement, performance improvement, clinical effectiveness, cost effectiveness and social marketing.
Managing director, John Deverill, said of the appointment: -Finnamore is developing an excellent reputation across the public and private health sector, and we believe that the key to our success is our strong combination of commercial and clinical expertise, which give our clients confidence in the deliverablity of our strategies.
Smarter printing is set to cut the County Council’s carbon footprint and save money. New machines are being brought in which will generate savings of £100,000 a year, reduce carbon emissions by 13 tonnes and reduce the number of devices by more than 80%.
The printers use less cartridges and energy and will also print double-sided, meaning less paper will be needed. They also use less power and recycle unused toner automatically.
This is part of the County Council’s pledge to reduce energy use and carbon emissions by 30% over the next five years.
Any of the older printers which can’t be re-used will be offered to schools and community projects.
Prof Mike Preston, County Council Cabinet Member for the Environment, said: “We are committed to reducing our own carbon emissions by 30,000 tonnes by 2014 – this is a huge amount but it’s these small changes that could make a big difference.
“It’s very important that large organisations look at practical ways, however small, to reduce their carbon footprint and we are proud to be leading the way in this.”
The new printers are being leased and introduced in phases over the next few years.
To find out more about Leicestershire County Council and the environment, please visit www.leics.gov.uk/environment .
Slough, United Kingdom 1st February, 2010: Bringing advanced networking and monitor technology to the hospitality, meeting and conference, public sector and educational sectors; LG is revealing the latest addition to its successful N+ range at ISE 2010 – a wireless multi-monitor solution that will be available from mid 2010 onwards.
LG’s innovative N+ Network Monitors’ technology supports up to 31 desktop LCD monitors connecting to a single computer. For a wide range of business sectors requiring a multi-display, networked computing solution, the N+ series offers a superior space-saving solution, as it doesn’t require each user/ viewer to have an individual desktop PC. The opportunities for educational, training and commercial operations are clear, and with the new wireless solution the challenges of hiding away wires safely, and finding multiple connection points are no more.
-LG became one of the top three providers of computer monitors worldwide at the start of last year, thanks to our focus on delivering monitors with excellent picture quality and features combined with solutions that resolve real-world challenges for our business and public sector customers. Those in the commercial training, hospitality and education sectors especially will immediately recognise the benefits of a wireless multi-monitor solution. Wired solutions can prove challenging in certain physical set-ups, situations or environments. Not only are they unsightly and messy, they can also prove hazardous and limit the positioning and placement of monitors. LG’s wireless solution delivers the same excellent picture quality, reliability and ease of use, without the issues that can sometimes come with a wired product, said Luc Grare, Director Business Solutions Europe, at LG Electronics.
The N+ software is able to divide a single computer’s resources into 30 independent sessions, plus a monitor for an administrator, so that all connected monitors can share the processing power of a single PC – maximising bandwidth to the fullest extent. Using one main PC to run all N+ Network Monitors also enables businesses to cut their energy costs by saving on the energy using multiple PCs would have required.
LG’s N+ Network Monitors can be installed in just a few minutes and reduce the amount of maintenance and IT support needed for a typical office or classroom environment where multiple computers are used. The N+ Series also offers USB ports for a keyboard and mouse, providing users with increased flexibility for placement and positioning and all of LG’s N+ Network Monitors render clear, crisp images and a 5-millisecond response rate. Additionally, this system offers customers straightforward management, including easy software and hardware set up, and central control support. The system can be secured and maintained by those with basic PC knowledge.
Midlands-based Warwickshire County Council oversees 18 towns and has a population of over 500,000. Its Warwick-based high performance data centre is responsible for delivering a range of applications to the Council’s Directorates (Departments) including Active Directory, SQL, Citrix and VMWare ESX.
Five years ago, primarily as a space saving measure, Warwickshire County Council commenced a network and storage blade server strategy to enable a high density data centre solution. In 2008 it was decided the Council’s HP p-Class blade server systems needed upgrading and expanding with the latest blade server technology. This was to enable more efficient hosting of existing and planned third-party applications and also to support VMware to provide the operational and cost benefits of a more virtualised high density computing environment. Key requirements were total blade server switch interoperability with the existing Alcatel core network and also in-built network management capabilities to enable failover between server switches.
After considering various data centre network vendor alternatives, including Cisco, Warwickshire County Council decided upon an industry standards open systems solution and selected HP BladeSystem c-Class blade server solutions running integrated Ethernet layer 2/3 Ethernet switch modules from BLADE Network Technologies. These switches were recommended by HP as being recognised for the lowest power consumption and fastest wire-speed performance in their class as well as the lowest cost. With 7.5 million data ports, BLADE’s proven products connect millions of server and storage systems at 350 of the Fortune 500 worldwide.
The overall solution has enabled an enhanced high speed, low latency, low power and low cost data centre networking environment at Warwick while ensuring the pre-requisite compatibility with the Alcatel network. In addition, BLADE Network Technologies switches were shown to dramatically reduce the number of Ethernet cables attached to the rear of the HP blade enclosures while adding sophisticated network intelligence including a Hotlink feature to enable the required server switch failover facility.
As a result of the more streamlined, responsive and high performance computing environment for its users the Council is also able to benefit the local community by providing highly optimised eServices.
System Overview:
12 x BLADE Network Technologies layer 2/3 Ethernet switches for HP’s BladeSystem c-Class servers.
The 48 Gbps HP GbE2c Layer 2/3 Ethernet Blade Switch (GbE2c Layer 2/3) provides a full set of Layer 2 switching and Layer 3 routing features, sixteen internal downlinks, five uplinks and two internal crossconnects in a single low cost blade switch. Each module has 21 ports and a power consumption of 30 watts.
Optional HP GbE2c Layer 2/3 Ethernet Blade Switch Advanced Functionality Software network management
package.
HP Advanced Function Software is a three year subscription program that enables owners of HP BladeSystem switches made by BLADE Network Technologies to deploy enterprise-class virtual network services. By purchasing this subscription service, customers can augment the capabilities of existing HP BladeSystem Switches.
For more details see:
HP GbE2c Layer 2/3 Ethernet Blade Switch
Advanced Functionality Software
Visit: www.bladenetwork.net Twitter: @BLADENetwork.
BUSINESSES that go the extra mile for disabled people are to be heralded at the
third National Independent Living Awards.
Manchester-based Breakthrough UK wants to celebrate organisations who
consistently champion disabled people by ensuring recruitment practices do not
create barriers, making public places more accessible or providing modern
accessible homes.
Breakthrough UK is a not-for-profit organisation which is at the forefront of
tackling barriers to employment and independence experienced by many disabled
people.
It established the awards in 2007 to applaud those commercial and voluntary
organisations that excel in promoting the independence of disabled people.
Categories in this year’s Awards will be presented to companies that promote:
good practice in employing disabled people; accessible public transport; and the
provision of accessible, useful, and timely information.
Other categories are open to groups or organisations that promote: peer support
among disabled people; and an overall independent living initiative.
A new category has also been created in this year’s Breakthrough UK Independent
Living Awards to celebrate the outstanding business achievements of a young
disabled person.
The ‘young entrepreneur’ prize is open to all disabled people under the age of
35 who have established their own business, organisation or initiative.
Lorraine Gradwell MBE, chief executive of Breakthrough UK, said: “The
Independent Living Awards are a fantastic way to reward companies and
organisations that value disabled people.
“Last year we had a superb shortlist of people who had put disabled people at
the heart of their business and this year we are hoping to see similar
inspirational stories.”
Sponsors of this year’s event already include the North West Strategic Health
Authority, the Harvest Housing Group, Manchester City Council and the North West
Regional Development Agency (NWDA).
Among the winners of last year’s Awards were: The Trafford Centre (accessible
information); Warrington Disability Partnership (best independent living
initiative); and Manchester-based Body Positive North West (excellence in the
employment of disabled people and peer support).
Dave Wilson, head of people and policy for BT – which won the Award for
Excellence in the Employment of Disabled People (Public and Private Sector) –
said: “The Breakthrough Awards are fantastic recognition of our approach to the
inclusion of disabled people on our workforce and as customers.”
Nominations open on February 1, 2010, and all entries must be received by March
19, 2010. The awards ceremony will be held at Manchester Town Hall on June 16,
2010.
Further information about how to enter can be found at www.breakthrough-uk.co.uk
or by contacting Theresa Cartmill on 0161 273 5412.
Deplorable and draconian – says RLA describing the potential for new government measures defining how and where people will live.
The announcement by the CLG (January 27 – www.communities.gov.uk/news/housing/1447621) of new Use Classes Order, which defines how a property can be legally used, and the introduction of a definition of what constitutes a HMO – House in Multiple Occupation – has been the result of a public campaign often referred to as -Studentification.
-HMO legislation, already introduced by this government in 2006, has been badly implemented with poor landlords escaping many of the measures. Only the compliant majority have been affected, with little improvement to property standards or benefits to tenants says Alan Ward RLA chairman.
The government statement refers to -problems due to large student populations and HMOs, meaning shops, businesses and pubs simply close down creating ‘ghost neighbourhoods’.
Comments Alan Ward – -This will be nothing to the economic decline of bars, restaurants and local shops if students and young professionals are deprived of the choice of locality in which they can live. Packing them into expensive halls of residence neither gives them the experience of independent living, nor integration with thriving communities. It will create student ghettos.
” This is the dangerous use of planning legislation for social engineering to stop students living close to their university, and other social groups such as immigrants.
-The government has jumped its own gun by announcing measures before the results of its own enquiry into HMO licensing- commission from BRE and due last summer.
A further government measure – same CLG announcement – to create a National Landlords Register, has been estimated to cost £300m – and the RLA has called for a cost-benefit analysis to be provided.
Says Alan Ward – -The Register is a last gasp gesture which I doubt we shall see implemented by this government.
The RLA supports the raising of standards for landlords and good management of rented property. We have recently announced an accreditation scheme which will achieve just that.
We call on the CLG to ensure that local authorities use existing measures – which amount to more than 60 – to stamp out the worst landlords.
Rosie Winterton, Minister for Yorkshire and the Humber, attended the Wakefield Economic Taskforce meeting on 25th January to discuss practical measures that could assist the Wakefield economy.
Attended by representatives from Wakefield Council and local businesses, the meeting focused on the key issues affecting businesses in the Wakefield District.
Rosie Winterton, the Minister for Yorkshire and The Humber, said:
“I’m delighted to attend this meeting of the Wakefield Economic Taskforce today. The taskforce is a very real example of Councils and other local organisations working together to put Government Policy into practice at a local level and provide the real help that families and businesses need now to weather the storm of the recession and to come out of it stronger and fitter for the future.”
The Taskforce has already implemented a series of practical measures to date including relaxing public agency buying criteria where possible, speeding up planning permissions, extending local business grants to boost investment, and launching the Wakefield Economic Helpline.
Councillor Peter Box, Leader of Wakefield Council, commented on the need to look to the future:
-As the economic recovery unfolds we will move our focus to assisting businesses during the upturn. The new emphasis will be reflected in transforming the Taskforce’s work into an Economic Prosperity Board.”
Phil Atkinson, sales director at eleventeenth, said:
-It’s excellent to have the actions of the Taskforce supported by a government minister.
Commenting on procurement and winning new business, he continued:
-In order to benefit from the upturn it’s vital that local businesses win local contracts, and equally, that small businesses have access to support during the tender process.”
Grandparents are taking the lead in teaching grandchildren a host of traditional values and are frequently acting as their confidants according to a new study out today commissioned to mark the launch of BeGrand.net, an important new online resource for grandparents providing information, advice and support to help them with every challenge they may face.
The study reveals that over half of adults in the UK (55%) say they have learnt respect and manners from their grandparents, and almost as many say they showed them the different between right and wrong (48%). The teaching of essential life skills continue with a quarter (24%) having been taught how to believe in themselves and almost a fifth (18%) shown how to cook by their grandmothers and grandfathers.
Furthermore, when it comes to the role the older generation play in their families’ lives, almost a third of grandchildren (31%) say their grandparents are like ‘second parents’ to them, more than one in seven (15%) say they are like ‘confidants’, and one in ten (10%) described their role as a ‘counsellor’ in their times of need.
As the structure of the British family becomes increasingly diverse, there has been a growing reliance on grandparents to help support their grandchildren’s upbringing, whether that’s financially, emotionally or otherwise. As such, the issue of grandparenting is a hot topic for all of the political parties ahead of the forthcoming election.
BeGrand.net has been designed to raise awareness of the significant part grandparents play in their contribution to family life and addresses serious issues like legal rights, through to fun things like activities to do with grandchildren on holiday.
Jackie Highe, author and spokesperson for BeGrand.net, said: -It is so important that we appreciate how much our grandparents can add to our lives and our research really highlights just how integral they are to supporting the family unit and society as a whole. The launch of BeGrand.net provides a much needed ‘destination website’ where grandparents can go online and share issues from the more serious legal and social problems to the every day advice.”
And it’s not only the man on the street who recognises the significant part grandmothers and grandfathers play in their contribution to family life , with celebrities such as Davina McCall, Michael Palin and Esther Rantzen also revealing the impact their grandparents made on their lives to mark the new initiative.
Davina McCall, TV presenter: -I owe my grandparents so much. They brought me up from 3. They taught me manners and good old fashioned morals. They looked after my great grandmother and as a child l loved living with my great granny!!! They also taught me that family is everything and Sunday lunch together is the LAW!!! –
Michael Palin, comedian, actor, writer: “Grandparents are more than just a back-up team for weary parents. They can be an immensely valuable part of a child’s life and learning. And since I’ve had two of my own, I’ve realised that grand-children can be an equally valuable part of a grandparent’s life and learning. The two generations were made for each other.”
Esther Rantzen, journalist and TV presenter: -There is huge value of an extended family, my Mother’s mother loved the company of her grandchildren and we saw her every week. She taught us songs and poems, riddles and children’s games that I have passed onto my own children. She was a formative influence on my life.”
Bel Mooney, Daily Mail columnist: ‘My grandparents’ most important legacy is the belief that you always put your family first. They were ordinary Liverpool people with an extraordinary capacity for sacrifice, devotion, hard work, kindness, fun and tolerance – which are all essential ingredients of family life. As I get older I see them more clearly, and recognise how their influence turned my own parents into equally brilliant grandparents – and I just hope I am blessed with the chance to carry on the good work.’
Rt Hon Oliver Letwin MP, member of the Conservative Shadow Cabinet: “The most important thing I learned from my grandparents was that home-made biscuits are best.”
Lord Chris Patten, Conservative Peer: “I only knew one of my grandparents; the others died before I was born. My surviving grandmother had a wonderful sense of humour, was constantly available to be teased and had a glass of Guinness at 11.00 every morning. I am not sure that this offers any lessons for life, although since she went on to a great age it presumably suggests, which we knew already, that Guinness is good for you.”
The Sun’s Dear Deidre (Sanders): -The best thing I learnt from my grandparents is the value of ages-old skills which connect back through the generations – sewing, darning (!), planting out, potting up, cooking from raw ingredients – and the joy of bread and dripping.”
Mark Curry, former Blue Peter Presenter: -Grandma Curry had been a dancer as a young girl so never emerged without full make up, hair done and smart clothes. She knew I would become a performer and told me that however scruffy I was indoors, OUTDOORS was the stage and I should always look the part.”
Richard Randall, 60 Minute Makeover presenter and home decor specialist: -I owe so much to my Grandma, and feel our closeness gave me so much strength. She was called Agnes and lived until she was 82. She was always dignified, sophisticated and glamorous, and had a wicked sense of humour! A lady who will always be my guiding light.”
Highe concluded: -It’s fantastic to see celebrities coming out in support of the grandparents’ role and it demonstrates just how much of an impact they can have over their grandchildren’s lives. We want BeGrand.net to give something back to the grandparenting community by giving them a voice to raise and share issues that are relevant to them.”
To visit the website, go to www.begrand.net
HRH The Prince of Wales has become the Patron of the Historic Towns Forum (HTF) bringing together The Prince’s great interest in the built environment with that of the Forum’s work for our historic towns and cities.
The Support of The Prince is an important recognition of the Forum which seeks to share best practice across our historic towns and cities supporting those on the ground to do their work better and more efficiently embracing the best of the new whilst recognising the contributions of the past and the importance that heritage can make to quality of life and the making of places.
The Forum’s great strength is in bringing together professionals from across all areas of the historic built environment, public private and third sector, a role it has taken since 1987, offering events and publications on topical issues, and providing a strong platform to influence policy makers on behalf of our historic towns and cities.
Over the next year the HTFs work will cover PPS15, Community Engagement and the Local Agenda, the importance of Local Distinctiveness, Historic Towns and Climate Change, together with ongoing research on Park & Rides and the Growth of our Historic Towns.
Debbie Dance, HTF Chair said -We are delighted that The Prince of Wales has become our Patron at such an interesting time, when there is so much pressure on our towns and cities to change and an inherent need to get that change right if we can. Our job at the Forum is in making the right conversations happen and the Prince’s support will help us to do just that”.
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