Customer newsletters for November

Welcome to our monthly newsletters. You can read the latest news most relevant to the sector you work in by selecting the appropriate link below:

If you don’t currently receive our monthly customer newsletter, you can sign up by completing this short form. Each month, we’ll send you the newsletter most relevant to you, based on your organisation.

You will also find a full list of all the commercial agreements we offer, alongside details of how we can help you build policy considerations into your procurement, in our interactive digital brochure.

Changes to our agreements in November

Welcome to our monthly framework update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

The update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can also get an overview of all of our live frameworks in our interactive digital brochure.

Agreements awarded in November  

Agreements extended in November

Agreements that expired in November

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements please get in touch.

You can also find out what new procurements we are working on by exploring our upcoming deals page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Just fill in this short form.

Closing the digital skills gap to support digital transformation

Digital transformation has gained enormous momentum over the past decade, and has accelerated due to the COVID-19 pandemic. The future delivery of public services will rely heavily on digital platforms and channels that broadly reach UK citizens efficiently. 

The demand for skilled people in the digital industry is higher than what the market can provide, which is challenging for public sector organisations. This has led to organisations investing significant effort in internal skill development initiatives, whilst recruiting from a decreasing external talent pool. Many organisations are in a continuous cycle of resource issue management, increased delivery timescales and rising costs. 

If a public sector organisation fails to develop and retain digital skills, their digital transformation journey will slow, increasing costs in the longer term. Having a digital skills workforce strategy needs to be a priority and we can help support that.

What are digital skills?

Our public services rely on information technology (IT) which requires digital skills to design, implement, operate and support. The UK government has encouraged a standard approach to defining these skills, based on the global framework standard, Skills For an Information Age (SFIA). This has been adapted into the Digital, Data and Technology Profession Capability Framework (DDaT)

By defining the capability and competence of each of the digital skill and role types, it helps an organisation to easily assess their digital skill maturity and identify areas of weakness or lack of skills. They can then develop a response to minimise disruption to digital transformation. 

How does an organisation retain digital skills?

In a competitive market, where demand for digital skills is high and supply is limited, retaining existing skills is important for an organisation. The development of a workforce strategy is essential to provide individuals opportunities for:

  • career progression
  • challenging and interesting work
  • bringing new technology concepts and skills training
  • encouraging innovation, setting challenges for teams to solve together rather than individually. 

Additionally, IT leaders need to:

  • develop an IT neurodiversity talent strategy with human resources
  • look beyond typical IT functions, where business, functional, and service owners can become part of your digital skills workforce

Insourcing of digital skills

Insourcing of digital skills is an effective way to improve existing capability and provides greater flexibility in responding to varying business and service demands. You can achieve this through a variety of commercial engagements and approaches.

Contingent labour 

Individual or team insourcing of specific resources which integrate into existing teams. Whilst they may fill gaps, it tends to be at junior levels and more generic in capability. This approach has significant benefits in terms of flexing the existing workforce but it can lead to reliance on external labour. This can result in increased cost and ineffectiveness due to high staff turnover and the continuous onboarding of new staff. Our Public Sector Resourcing agreement can help you source suitable contingent workers.

Digital specialists

For specific digital skills and competence where more senior capability, specialists are needed. Working either individually or as a project team, digital specialists can be used to enhance or bridge a gap in digital skills fundamental to a successful project or service delivery. Our Digital Specialist and Programmes (DSP) agreement has a capability tested set of suppliers, capable of providing resources aligned to the DDaT framework. This gives you the ability to develop strategic partnership relationships with suppliers to improve services through longer term contracts. 

Digital outcomes

The use of a third party to achieve an outcome is often used where a business problem can be clearly identified. Outcome based contracts still need to be managed carefully in terms of scope, cost and change management. However, it has the advantage of transferring delivery responsibility to a third party. Our Digital Outcomes agreement provides access to a large market of suppliers, capable of delivering these services. 

Digital services for public health

Development and operations (devops) services are available for public health and other social care organisations, looking for ongoing minor improvements of live services using the Digital Capability for Health agreement. This also gives you data management services for performing data collection, data processing and analysis and management of data and services.

Off-the-shelf solutions

Similar to outcomes, but the skills gap can be dealt with by off-the-shelf solutions. These solutions are often provided as a service, meaning they can be scaled and bought in sufficient quantities and with enough flexibility to meet the requirement. These solutions will provide the digital capability to perform certain DDaT functions where you may not wish to invest further. Examples include finops, cloud monitoring and management and service management. Agreements such as G-Cloud, Cloud Compute, Crown Hosting and Technology Product and Associated Services can all be used to procure these types of solutions.

Artificial intelligence and automation

Supporting the UK’s National Artificial Intelligence (AI) Strategy, we have commercial agreements that you can use to access AI and automation services that are compliant with industry standards and guidelines. There are component services and solutions which can reduce reliance on digital skills and increase business value and improve service quality. These include:

  • AI consultancy
  • research and support
  • augmented decision making
  • automation
  • natural language processing
  • imaging and computer vision

However, multiple skills are needed to develop, validate and deploy AI systems. The commercialisation and product journey can also be longer and expensive. A workforce strategy will also need to be in place to develop or augment these skills.

Let us help you with your digital skills requirements

Our dedicated commercial specialists have deep category knowledge and can help you to understand your organisation’s requirements. They can provide appropriate buyer guidance to support your digital workforce strategy. 

To find out more about how we can help you start or move forward on your journey to developing digital skills, get in touch:

Overcoming the fear of change – transitioning your legacy applications

Legacy applications are a growing issue

Digital transformation isn’t just a current ‘buzz phrase’ – it is a necessity as more and more public sector organisations realise their estate is becoming increasingly clogged due to legacy systems. As well as the mounting cost to operate and maintain these systems, usually they go hand in hand with problems such as the inability to access and use the data they hold, concerns regarding their security and vulnerability to cyber attacks. 

Despite the growing amount of guidance and policy, and the huge benefits that could be realised (including data access, integration, innovation and automation), fear of change as well as cost of change and resource availability remain blockers to transformation.

The good news is that there are options to help you overcome these challenges without a significant drain on resources and budget. Many of our customers have been through this process and, as a result, we can now share best practice and helpful contacts with other organisations that want to embrace the benefits of digital transformation.  

For local government specifically, there are options available for further resources and support, such as the Local Digital community, Socitm and the local CIO Council. In addition, there are various CCS groups and forums, such as the Software Buyers Group, Regional Communities of Practice, and the Digital, Data and Technology (DDaT) Buyers’ Community of Practice, which is itself supported by an online group at Government Commercial Function’s (GCF) Knowledge Hub. Although it can still seem an overwhelming undertaking, these groups, along with our procurement support and guidance mean that the journey can start without a huge commitment of resources, and a clearer picture of timelines and resource required can be built far easier than in the past.

Steps to a successful transition

Often the key to a successful transition of legacy systems is understanding which systems can just be migrated, and which need to be replaced or retired. A combination of pre-market engagement with suppliers and engagement with these forums can take the sting out of the work required for this discovery phase. It is important to start by asking the following questions about your legacy estate: 

  • is the system part of your technology road map?
  • will it continue to be useful? 
  • are there advantages to moving it to the cloud? 
  • does it need to integrate with other systems? 
  • what are the training repercussions? 

Answering these questions will put you in a strong position to prioritise how you proceed and give a clear steer on your desired outcomes as you begin your transformation journey.

Assessing the system or application might not be as arduous as it first appears – several cloud hosting providers can provide migration tools and assessment toolkits free of charge. If you choose to migrate rather than replace, it’s important to avoid easy ‘lift and shift’ migration options that will leave you with higher operational costs and potentially unnecessary data charges. If moving to the cloud is the main focus of your transition, it’s worth checking out our recent news story on helping the public sector move to the cloud.

Replacing legacy systems can certainly be a daunting outcome , but you are not on your own. We also have a new series of articles to help you overcome common hurdles, understand key concepts, and make your life as a buyer of common goods and services easier. Take a look at our Procurement Essentials articles, particularly on pre-market engagement.

Avoiding lock-in

Supplier lock-in is regularly discussed, but it is not always easy to avoid. The golden rule is to discuss exit strategy early, and ensure the costs of exiting or changing supplier are clearly laid out in your procurement contract before finalising it. Tips on transitioning to cloud are relatively easy to find and include: 

  • make sure applications are portable
  • check that you will own your data
  • discuss withdrawal and avoiding excess data charges
  • explore multi-vendor strategies

It is more difficult to avoid lock-in for software when you need to navigate the tricky road of intellectual property, end-user training, security and integration with other systems. However, similar guidance to above is relevant and can help you avoid a lot of issues. It is vital that a new system is checked in advance to ensure that data added is accessible and portable.  

When considering different marketplace options, a joined up IT and procurement team can be incredibly effective. Taking this approach means that procurement evaluation can include detailed questions on the underlying software such as open source, ongoing maintenance, free added value service, and how much of the training and skills required to use and operate the software is transferable to other systems. A strong link between the 2 teams can also help build a clear technological roadmap. This enables the procurement team to evaluate for future development opportunities including integration with other systems that are being replaced or migrated, ability to run on multiple platforms or operating systems, and suitable user access using virtual desktops.

Find out more

To find out more about how we can support you with other areas of digital transformation, download our new guide. You can also visit our dedicated local government digital transformation web page

You can explore some of the funding available for organisations looking to digitally transform using specific vendors on our Technology Memorandum of Understanding webpage. We currently have opportunities across cloud, software, technology products and services and networks. If you would like to have a discussion with our team, please get in touch by completing our online form quoting ‘Technology MoU’ and we will get back to you.

Call for evaluators for Cloud Compute 2

We are looking for a group of evaluators to support the  Cloud Compute 2 (RM6292) invitation to tender (ITT) and framework development. 

Cloud Compute 2 will replace Cloud Compute (RM6111) ensuring public sector organisations can fulfil their public cloud computing needs directly from cloud service providers.

Evaluators are an important part of the procurement process and, in addition to playing an important role within CCS, becoming an evaluator counts towards your corporate contribution, and is encouraged in departments across the Civil Service.

We welcome evaluators from across the whole of the public sector. If you are interested in getting involved please register your interest by emailing info@crowncommercial.gov.uk  with FAO Jamie Horton, Category Manager, Cloud and Hosting Team: RM6111 evaluation in the subject line. Please let us know: 

  • your name
  • email
  • telephone
  • organisation
  • location
  • availability

The estimated timelines and requirements you need are:

  • January 2023: ITT release 
    • no requirement
  • early-mid March 2023: evaluator training provided by CCS
    • This one off training will take up no more than a few hours, with the opportunity to ask questions or for support throughout the process
  • w/c 6 March 2023:  selection stage evaluation
    • an estimated maximum of 35 hours – but likely closer to 10 hours – will be needed
  • w/c 27 March 2023: selection stage consensus 
    • allow 1-2 days
  • w/c 10 April to 2 May 2023: technical evaluation
    • during this time period it is estimated you will need a maximum of 35 hours (less in some cases or if fewer bids received)
  • w/c 15 May 2023: technical consensus 
    • an estimated 1-2 days per evaluator

Helping procurement colleagues come together

Eddie Gibson had only been with CCS for a fortnight when lockdown began, but in his role as a strategic business manager he was able to call on his previous extensive local government procurement experience to quickly find ways to offer additional support to local authorities across the eastern region.

He set up a weekly conference call so they could share their experiences and concerns. Heads of Procurement from local authorities across the region welcomed the idea and were soon onboard. 

Collaborating on common needs

Small groups were able to link up their common needs over issues as diverse as mothballing leisure centres, sourcing food parcels and supporting local charities.

Understanding CCS’s COVID-19 response activity and how it could help them was also welcomed. The food and household goods supply agreement with 3 large wholesalers, the rapid response service set up with Travis Perkins for urgent access to building materials and supplies and the supplier catalogue of offers are just a few examples.

Resolving issues

The calls are also helping identify issues that need to be addressed by other departments, such as MHCLG and Cabinet Office. This has included the need for specific guidance on paying supplier relief to construction contractors under PPN02/20 and clarity on the PPE supply process through Local Resilience Forums.

Clare Rose, Susan Latham and Eddie Gibson from the eastern region team have been praised for their efforts. Sean Missin, Procurement Officer at South Cambridgeshire District Council said:

I believe that this displays the very best of Crown Commercial Service, its personnel and its ability to bond the country together in a time of crisis. Just as importantly, this is a great reflection on you all personally and demonstrates the commitment and the passion that you put into what you do.

As we now move to the recovery phase the calls will continue and engagement from the local authorities remains high. 

How we can help you

This is just one example of the type of work we are doing with many customers across the UK. If you are not part of such a group and would like to discuss establishing or joining a group in your region to support local recovery, please get in touch with your regional lead:

Democratising data and analytics for the public sector

Embracing this potential requires fresh thinking, data democratisation and the right tools for the job. 

What is data democratisation?

Data democratisation is the process of making digital information accessible to both technical and non-technical users across an organisation. 

A key efficiency made possible from data and analytics is faster, more accurate and more relevant decisions in what can be very complex contexts. So it’s no surprise to see data being placed at the core of organisations with an emphasis on its democratisation to capitalise on that. 

How CCS can help

Our new Big Data and Analytics (RM6195) agreement supports the public sector in placing data in the driving seat. It will also help reduce the UK data literacy gap, which has occurred as a result of a dramatic rise in demand for data skills as organisations strive to embrace new technology and move towards data-rich environments. Read our blog by category experts to find out how we’re supporting the public sector to improve data use, drive efficiency and improve services.

The agreement’s launch is timely, firmly supporting the government’s need for efficiency and value for money. It also supports the direction set within the National Data Strategy to transform public services through better use of data.

This ‘first of its kind’ agreement offers customers a central route to market for all their data and analytics requirements. By offering a range of buying options and pricing mechanisms, buyers can make choices to suit their organisation’s specific needs. This means you and your procurement colleagues can reduce the time taken to run each procurement, ensuring value for money for the commercial outcome, as well as the procurement process itself.

Supporting growth of data and analytics capabilities and functions 

The agreement’s terms – coupled with a specialist supplier ecosystem – enables improved knowledge transfer between incumbent suppliers and buyers by setting these expectations up front. This combination is intended to support growth of data and analytics capabilities and functions across the UK public sector. By way of an example, a local council could access professional services through a blended team that allows consultants to work with and upskill internal staff. If required within the procurement’s specification, the supplier providing the requirement will also be responsible for ensuring a full briefing and handover of the changes made to the appropriate employee within the authority. By upskilling existing staff, the organisation is increasing its in-house data capabilities.

Want to find out more? Our data and analytics category experts are here to help

We’re here to help you select the most suitable products and services for your individual needs. 

Changes to our agreements in October

Welcome to our monthly framework update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

The update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can also get an overview of all of our live frameworks in our interactive digital brochure.

Agreements awarded in October  

Agreements extended in October

Agreements that expired in October

  • No frameworks expired in October

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements please get in touch.

You can also find out what new procurements we are working on by exploring our upcoming deals page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Just fill in this short form.

Join our aggregated contract by 2 December 2022, for support distributing cost of living funding

Following on from our update in August, a procurement through our Payment Solutions framework has been completed, with a contract awarded to i-movo Limited to use their Paypoint solution for a funds disbursement service. It will offer a cost-effective way to issue cash or energy credits to citizens by email, letter or SMS. The barcoded vouchers can be redeemed at over 28,000 retailers across the UK.

To take advantage of this service all you need to do is complete a call-off order form with the supplier before 2 December 2022*.

The supplier is also able to offer additional optional services** such as payment direct to the citizen’s bank account. 

The call-off order forms

You can download the call-off order forms from our website in the documents section (view the customer guidance to help you decide which one(s) you will need for your requirement) or email info@crowncommercial.gov.uk to request a copy. Please reference Local Authority Fund Disbursement Aggregation in the subject title.

Customer webinar 

CCS and i-movo Limited will be running a customer webinar from 10.00 am to 11.00 am on Tuesday 15 November, where you can learn more about the benefits and the process. Register for the webinar.

Additional opportunities

We also wanted to let you know about 2 further solutions that will be available from 2 December 2022, to support the disbursement of funds to citizens:

Prepaid cards

Prepaid cards enable you to issue an individual with a prepaid debit card that is ready for 1 time instant use, or is reloadable. The card is pre-funded and can provide accessible payment options, such as ATM withdrawals and online purchases. 

Closed loop vouchers – grocery and non-grocery

An end-to-end retail voucher scheme with suppliers who can provide closed-loop vouchers, also known as gift cards, for multiple retailers. This means that the merchant (retailer) who issues the voucher redeems the voucher. 

You will have the option to directly award to a supplier for either of these options. 

For further information about them please email info info@crowncommercial.gov.uk, referencing RM6248 Cost of Living in the subject title.

* The call-off is available for immediate use and will expire on 2 December 2024. As the RM3828 Payment Solutions framework expires on 2 December 2022, you and i-movo Limited will need to have signed an order form by then, to ensure you have a compliant call-off in place to use over the next 24 months. You can specify the effective start date of your call-off contract but only local authorities who complete the order form with i-movo Limited by 2 December 2022, will be able to access the services. The order form will be removed from our website after this date.

** We have evaluated the core service as outlined above only. Additional optional services have not been evaluated and should be discussed with i-movo Limited. 

Chronic environmental impact, a simple preventative cure for the NHS

One of the many strategies employed by the NHS during the pandemic was the rapid deployment of modular buildings. The advancements made in such manufactured facilities are astonishing and are one of the reasons why we use them for the data centres used for our Crown Hosting agreement.

So, if I told you Crown Hosting using modular buildings could cut your ongoing electricity usage and bill for your data centre information technology (IT) by at least 75%, the carbon dioxide equivalent emissions (CO₂e) by 99.9%, significantly reduce your water impact on the environment, generally become an environmental good egg and release valuable space in your buildings, would you read the rest of this blog?

Data centres

Data centres are for the IT widgets, servers, networks, security systems that very few people see, but we all use. They can be a cupboard, a room or a building. The cloud, the internet, our email, photos, banks, health records, payroll, pensions, the IT for everything our modern society relies upon lives in data centres. They need to be secure and reliable. The disruption caused when they go wrong could mean you can’t see your photos or at the other end of the scale, lives could be lost. 

The vast majority of organisations, including those in the NHS, have a problem with a mismatch between the buildings they construct as data centres and the fast pace of change in IT. If you build a hospital you expect it to last decades, but traditionally built data centres constructed even 10 years ago are obsolete. The problem is that the IT is getting smaller and we need it to do more. The net effect of this is that we try to cram ever more into those cupboards and rooms, but the facility obsolescence becomes ever more costly to overcome.

Tiny rooms

EURECA was a European study of public sector data centre facilities, including the UK, and it found that 97% of them were tiny. The problem with tiny facilities is the energy wastage associated with keeping them reliable (so the IT stays on) and getting rid of the heat generated by the IT. Cupboards and rooms in buildings will either use an extension of the cooling system used for the building or bolt-on additional air-conditioning units. This has huge potential to be highly inefficient. The EURECA survey found that on average, for every 1kWh used by the IT, another 3kWh was wasted by the facilities. When you put more IT into these tiny rooms, such as when it is refreshed, the facility problem gets worse, not better.

The so what, “I’ve just one room/cupboard/server room”, is that everyone has lots of them, scattered in every building, the cumulative problem is enormous. DEFRA has been tracking electricity use in central government ‘server rooms’ for nearly a decade. The last report in 2019 estimated that 56% of all electricity consumed by central government IT was within data centres. This percentage will likely be similar across the public sector and is an enormous electricity bill just for the IT, but then think about the 3 times amount wasted through inefficient facilities. Frankly, I’m embarrassed first by the impact this has on our environment, but then I get cross about the waste of taxpayer money.

Crown Hosting

Crown Hosting came about to address these problems for public sector organisations that need data centre facilities and it does so using modular construction but on a huge pan-public sector scale. Crown Hosting is a CCS procurement framework and the single joint venture supplier of the services within it is called Crown Hosting Data Centres Ltd. The products and prices are pre-negotiated and benchmarked, and procurement is by direct award.

Crown Hosting’s scale addresses the problem of the enormous number of ‘tiny’ facilities, scattered everywhere, all needing cooling and electrical plants. So rather than looking after the cooling and electrical plant of thousands of tiny rooms, it looks after tens of rooms each of which is able to contain the same quantity of IT as hundreds of tiny rooms. This changes the provision from a multitude of cottage industries to mass production on a few sites. The cost drops enormously on a number of fronts including land cost, construction costs, building operation (facilities management), but the aggregation reduces IT costs too in areas such as networks and IT support.

Airflow and cooling

The modular buildings designed for hospital settings (operating theatres, intensive care units, isolation wards) have infection control and air-flow handling as a primary requirement. Those designed for temporary industrial kitchens have distribution of lots of electricity and removal of the heat from stoves and ovens as one of their requirements. Funnily enough, data centres have the problem of distribution of enormous amounts of electricity, combined with careful air-flow handling to get rid of the heat and prevent hot-spots. Kitchens in the UK, even industrial ones rarely use energy-intensive cooling systems, at home if it is hot in the kitchen we open the window.

Crown Hosting data centres continuously mix cool air from the outside with the warm air coming off the IT to provide a continuous temperature of 25°C to the IT. The average 24 hour temperature in the UK never goes above 20°C, so for the majority of the time that mixing is enough. For those parts of days where the outside temperature is above 25°C then simple drip fed evaporation of water into the air-intake provides enough cooling for it to be above 36°C outside before any energy intensive top up cooling is needed. 

Electricity

The cooling technologies employed by Crown Hosting data centres are simple, but the application of them is advanced and it means that less than 0.2kWh is wasted by the facility for every 1kWh used by the IT within it. We also encourage our customers to look carefully at what IT they put in our data centres. There is an environmental manufacturing cost of replacing IT, but electricity usage is an important factor. newer IT uses less electricity than older, a lot less to do the same work. The team behind the EURECA study illustrated that if you replaced 9 year old IT with new and it did the same job in the same timeframe, then you needed just 15% of the IT. The sustainability message from this is that you need to take charge and calculate when the environmental cost of changing the IT is lower than keeping the old.

Saving electricity is an important environmental message for data centres because the IT within them consume so much and facilities can waste even more. The carbon footprint can be directly related to the electrical consumption, in addition over 40% of global water withdrawals from the environment are associated with electricity production. Crown Hosting goes a step further than this, all of its electricity purchased from the national grid is green, so zero CO₂e or water usage from the mains electricity.

You have the power to make a difference so please, be a good environmental egg. 

Find out more

If you are interested in saving money and the environment, consider relocating your IT to 1 or more of the Crown Hosting facilities. To find out more about our new Crown Hosting 2 framework, you can visit our website

To learn more about how we can support with digital transformation in the NHS, you can:

This blog was first published in September 2020 and has since been updated.