Feedback informs new construction opportunity for SMEs

Following extensive supply chain engagement on the Construction Professional Services framework, CCS’s team has reviewed its category strategy and is now planning an offer suited to regional SMEs. This is planned to go live at the same time as the Construction Professional Services framework in November 2021.

A new Dynamic Purchasing System

The Construction Professional Services framework proposal is designed to offer a wide portfolio of construction multi-discipline professional services across infrastructure and urban regeneration projects within the built environment at locations throughout the UK.

To complement the framework it is envisaged that the new, additional Dynamic Purchasing System (DPS) will support the construction professional services market regionally and allow businesses of all disciplines and sizes, operating regionally, access to those opportunities. 

CCS Deputy Director of Construction, John Welch said:

The response to the initial Prior Information Notice raised questions as to the opportunities for SMEs to fulfil the framework’s national requirements.

The purpose of  going out to PIN is to set out our ideas for a new commercial agreement and to get feedback from businesses and  potential customers to shape the future framework.

Valid points were raised. We believe this framework requirement suits the bulk of the current and future client needs through our engagement and evaluation however we also recognise there is a client need to contract with more local, smaller and niche suppliers.

There has also been a commitment to developing the Construction Professional Services framework to offer opportunities to organisations of all sizes – including through a simplified pricing model.

Professional standards

The framework will  adopt the construction industry Common Assessment Standard (CAS) as the common evaluation criteria. This will reduce the need for suppliers to complete a variety of different pre-qualification questionnaires. The framework also has  the opportunity for all suppliers to join joint ventures or consortia in order to tender. 

The Construction Professional Services framework will be based on the FAC-1 Framework Alliance Contract standard form, which brings to life Government Construction Strategy recommendations in order to add value to our customers and the supply chain by promoting innovations and improved digital design contributions, driving more sustainable solutions and establishing effective risk management.

This approach compliments our existing portfolio of frameworks across all CCS construction categories, integrating solutions for the public sector in a collaborative way, and aligns to the new Construction Playbook.

Modern slavery and prompt payment

Although the professions likely to apply for the framework and DPS are considered low risk in regards to Modern Slavery all companies will be required to address the risk of Modern Slavery in their supply chain as part of CCS commitment to social value. 

Potential suppliers will also be asked to sign up to the prompt payment code and to comply with green sustainability aims while supporting the delivery of  government net zero carbon targets. 

Find out more

Market engagement sessions will be planned in the near future for the new DPS and advertised via a separate Prior Information Notice.

During future market engagement Crown Commercial Service will invite suggestions and feedback on the proposed structure of the DPS from the market including industry experts, specialists, suppliers and potential customers. 

The latest Prior Information Notice can be found on Tenders Electronic Daily.

Join our Insurance Community of Practice

During my time working in Insurance at CCS, the market has undergone significant change. Notably, the withdrawal of insurers from the market and several large mergers. The most significant change, however, has undoubtedly been the recent hardening of the insurance market. 

A hardening of the insurance market means that insurance companies’ capacity for certain sectors or risks has declined. Therefore, insurers are reducing their risk exposure and not accepting certain types of risk. This reduced capacity has led to increased premiums and difficulties in gaining cover. 

The COVID-19 pandemic has only intensified this issue while, paradoxically, meaning it’s never been more important to have the right cover protecting your people and your assets.

How prior planning can achieve the best value

The hardening of the market means that it’s more important than ever to work with the industry – either through an insurance broker or insurer – to design a bespoke insurance programme that can get you the cover that you need for the very best value.

We have recently written a whitepaper, explaining how prior planning can help you get the right cover at the right price. 

Download your complimentary copy of the ‘Insurance whitepaper – how advance planning can achieve best value’. 

Sharing best practice for best results

Those with a responsibility for public sector insurance ultimately share the same goal; enable the delivery of world-class public services by ensuring your organisation has adequate cover, secured at the best price. 

As we’ve explored above, it’s never been more important, or more difficult, to fulfill this task. It’s for this reason we want to start a ‘Community of Practice’ for public sector insurance professionals.

We know that there are many pockets of good practice going on across the public sector. This information needs to be shared with other buyers, empowering colleagues across the public sector to use this knowledge for the benefit of their organisations, stakeholders and, ultimately, the taxpayer.

We would expect the Community of Practice to meet 2-3 times per year, with an aim to:

  • find and showcase examples of good practice within the public sector so that more organisations can benefit from it
  • provide insight based on experience to help CCS decide what events and educational materials we should focus on producing 
  • help shape our insurance category strategy and future insurance commercial agreements

Get involved

If you wish to be part of the Community of Practice, or if you’d like more information, please contact one of the team. 

For more information, read our insurance services blog or visit the Insurance Services 3 framework page.

 

Prepare to deliver – how to keep your fleet on the road this winter

With a challenging winter fast approaching, it’s essential that those with a responsibility for managing the public sector fleet take the time to ensure they are properly prepared for the months ahead. 

Whether you’re a blue light organisation charged with keeping us safe, a charity taking care of the most vulnerable, or a council delivering essential public services – to function effectively, your fleet must stay on the road all winter, in all conditions. 

Where to begin?

Firstly, we recommend you focus on some quick and easy wins. Making sure you follow these 6 principles can, for minimal effort, help keep your drivers safe, your organisation protected and your fleet on the road, delivering those vital services day after day.

  • carry out more regular maintenance checks – checking the basics such as tyre pressure, tread depth and wiper blades. This is also the time to check oil changes and if any repairs are needed
  • check your battery – as the temperature drops, so does a car’s battery power so check your fleet’s batteries before the colder weather hits
  • provide your drivers with emergency packs – containing items like torches, high visibility jackets and de-icer
  • clear snow and ice – before driving anywhere in snowy conditions, clear snow and ice from the vehicle’s windows, lights, hood and roof and make sure that all lights are visible
  • remind your drivers of best practices – such as favouring main roads and keeping a quarter of a tank of fuel in case of emergency or delay. 
  • ensure you have the right insurance cover – accidents can be commonplace in winter, so make sure your people and your assets are protected.

Our most popular winter solutions

Following the above principles can certainly help your fleet perform robustly this winter, but we understand that sometimes, you need a little extra help. At CCS, our suite of Total Fleet Solutions are here to help power to your fleet come rain, shine or snow. 

Here are our most popular winter solutions that keep fleets up and down the country on the road, delivering vital services, every winter.

  • Supply & Fit of Tyres and Ancillary Services (RM3767)

A wide range of tyres can be procured through this agreement, including winter tyres, cross climate and all-season tyres. 

Also under this agreement, fleet checks can be carried out to ensure that your tyres are maintained to your organisation’s desired tread depth (the legal limit for tread depth is 1.6mm). 

If you need extra support, our expert team is here to guide you, while our suppliers are available to discuss your requirements, ensuring you have the right tyres for your fleet.

Learn more about this agreement

  • Vehicle Purchase (RM6060) and Vehicle Conversions (RM3814)

Both of these agreements enable buyers to obtain turnkey solutions for all of their specialist winter vehicles.

Base vehicles can be purchased via the Vehicle Purchase agreement and converted into specialist vehicles such as gritter lorries and snow ploughs by the converters on our Vehicle Conversion Dynamic Purchasing Agreement.

In addition, the Vehicle Purchase agreement can be used for the supply of after-sales servicing and maintenance packages, including the supply of vehicle parts and spares. 

Learn more about Vehicle Purchase

Learn more about Vehicle Conversions

  • Vehicle Telematics (RM6143)

While it’s common knowledge that vehicle maintenance is key to keeping your fleet on the road, especially during the winter months, the part telematics can play in that is only now gaining prominence. 

Telematics can allow you to capture and analyse vehicle data – such as usage, fuel consumption and driver behaviour – meaning you can make evidence-based decisions that keep your fleet performing efficiently and cost-effectively. 

Learn more about this agreement

Next steps

We understand how important it is to keep your fleet on the road this winter. Our suite of Total Fleet Solutions are here to help you to do just that. From insurance to telematics, vehicle purchase to vehicle conversions, we’ve got you covered.

 

Permanent Recruitment framework helps DVLA recruit specialist roles they were struggling to fill

Over the last decade the Driver and Vehicle Licensing Agency (DVLA) has been through a radical programme of change, moving away from being a paper-based organisation to a modern and highly efficient digital business. They’ve expanded their digital services and are a multi-award winning government organisation, providing excellent digital services to their customers.

Due to this period of change, DVLA needed to recruit people with significant experience of leading and managing transformation and culture shift to fill 4 roles.

They had previously run 2 rounds of recruitment activity without success. It was felt that the low response rate from candidates outside of the Civil Service was because the roles were only advertised on the Civil Service Jobs website. DVLA also thought perceived application barriers could be an issue, as the very specific and rigorous screening involved was something with which many non-public sector applicants may not be familiar.

Expert recruitment support

DVLA realised that the CCS Permanent Recruitment framework could give them access to the recruitment specialists they needed to help them fill their roles. Through lot 3 of the framework they appointed Yolk Recruitment.

Yolk created a bespoke vacancy advertising solution for DVLA and ran a dual-branded campaign. This meant that the vacancies were promoted on a variety of commercial job boards and Yolk’s own website, as well as on Civil Service Jobs. A passive candidate database was also used to identify potential candidates who, whilst not actively seeking a new role, would be a good match and may find the opportunity attractive. Social media, particularly LinkedIn, and established referral networks completed the advertising mix.

Yolk proactively encouraged applications from candidates across a range of sectors and supported them in navigating the Civil Service application process, including writing a profile statement that evidenced their strengths against Civil Service Success Profiles.

Successfully attracting external talent

The recruitment campaign resulted in 312 applications, which Yolk shortlisted to 17 candidates. Specialist consultants facilitated interview scheduling and management in line with the DVLA’s process, and 11 of the 17 candidates were invited to interview.

The 4 posts were successfully offered after a single round of interviews. All offers were accepted and Yolk provided further support with candidate on-boarding to ensure new starter paperwork and background checking was completed efficiently.

All 4 posts were filled by candidates that Yolk had attracted to the roles – and the DVLA as an employer – through the additional sourcing channels used by the agency.

As well as a 100% fill rate, Yolk completed the recruitment campaign within the budget and desired timescales: 7 weeks from the date of initial vacancy instruction to offer made, and 11 weeks from initial vacancy instruction to candidate start date.

Diversity and inclusion

The Civil Service recruitment and selection protocols and Disability Confident Employer Guaranteed Interview scheme requirements were followed to ensure a compliant, fair and open process. Diversity and inclusion data was also collected from candidates. This is a critical requirement under the framework as many stakeholders look to supplier expertise to support their diversity ambitions and ensure they are aligned to the Civil Service diversity and inclusion strategy.

You have the power to make better recruitment decisions

To find out how the Permanent Recruitment Solutions framework can help you with your vacancies visit the framework web page.

For further advice and guidance please complete this short online form, email us or call us on 0345 410 2222.

Customer guide to the Find a Tender Service – get ready for EU Transition

After the transition period ends at 11pm on 31 December 2020 the UK will replace the Official Journal of the European Union’s Tenders Electronic Daily (OJEU/TED) with the Find a Tender Service (FTS) – the new UK e-notification service where notices for new procurements will need to be published.

While the framework and principles underlying the public procurement regime (such as the procurement procedures and financial thresholds) will not substantially change, it is important that contracting authorities understand the implications of moving to the new service. 

You can find out more in Procurement Policy Note (PPN) 08/20, including advice on:

  • how to publish to Find a Tender
  • requirements where procurements are already underway and a flow chart to advise where to publish your procurement after the end of the transition period
  • what to tell your suppliers
  • frequently asked questions

The PPN also encourages contracting authorities to send their pre-transition procurement notices to Find a Tender. However, this is not a legal requirement.

The CCS supply teachers deal: helping you do the right thing for your school and your temporary staff

If you have seen the recent NASUWT ‘Better Deal for Supply Teachers’ campaign, and perhaps the Association of Professional Staffing Companies (APSCo) and Recruitment & Employment Confederation (REC) responses to it, you may be left wondering where to turn to ensure you are doing the right thing for your school and your supply teachers.

Our Supply Teachers deal is a great place to start. Supported by the Department for Education it has been designed to address exactly the issues raised by NASUWT. It gives you a simple and compliant way to access the supply teachers and other temporary staff that you need from accredited and audited agencies. 

Peace of mind and a fair deal

Our deal will help you access a wide range of local and national recruitment agencies, ensure you pay competitive agency fees, and most importantly, that your workers get paid fairly too. 

The amount you pay your agency (often known as mark-up) can make a big difference to how much your workers get paid. Read our guidance on the impact of agency mark-up on worker pay for insight into the issue and how we can help you tackle it. 

No transfer fees

Through the CCS deal you will also benefit from no transfer fees to pay to make temporary workers permanent after 12 weeks. Simply give 4 weeks’ notice and you will save thousands of pounds. 

This can also be a useful way to help you quickly fill permanent posts and ensure you have the right candidate before you commit.

 Complex or high volume needs

If you manage recruitment for lots of schools or have complex or high volume needs, we recommend you consider a managed service solution. Katie Spraggon, Procurement and Contracts Manager, Northern Education Trust chose a managed service and has so far saved over £100,000 for her trust. She had this to say:

The framework provides the right quality of candidate to be student facing, whilst offering far more competitive rates, reducing spend and allowing for further investment in educational resources for our students.

Learn more about how you can benefit from a managed service in our case study from Katie.

We can empower you to make better recruitment decisions

Book a free 1:1 session today to explore how we can help you with your temporary recruitment needs. Email supplyteachers@crowncommercial.gov.uk. 

Find out more about the supply teachers deal.

Call us on 0345 410 2222.

Our new Furniture agreement helps you make smarter buying decisions

Your buying decisions have the power to make a real impact on not only your local community, but also wider society. Which is why our new Furniture agreement has been developed to not only provide an extensive product offering, but also to address modern slavery, sustainability and social value issues within the supply chain. 

What products are on offer?

This agreement will help you buy furniture for use in office, residential and education settings as well as secure furniture, for example security cupboards. You can also use this agreement to buy renovation and repair services to keep the furniture maintained. 

Making better buying decisions

All suppliers on the new agreement are required to submit an annual social value report that covers the following areas:

Sustainability

To support the Government’s  25 Year Environmental Plan, suppliers on this agreement will support the reduction in greenhouse gas emissions, waste to landfill and amount of recycled, recovered and redeployed content in their furniture product offering.  After establishing baseline figures, CCS will work with suppliers annually (via the social value report) to gain reductions to support sustainability.

Modern Slavery

CCS have recognised the risk of modern slavery in the furniture industry and will be working with suppliers to reduce the risk of worker exploitation and improve protections in the industry. 

Suppliers are required to complete the Government’s modern slavery assessment tool. CCS will actively work with suppliers to support the modern slavery risks and suggested recommendations to gain improvements under the agreement. 

Social Value

In addition to sustainability and reducing the risks of modern slavery, suppliers are required to report on:

–    diversity of their supply chains (facilitating spend via SMEs and Social Enterprises)

–    fair, inclusive and ethical employment practices and skills development (job opportunities, mock interviews, mentoring, CV advice, school and college visits, careers advice, improving skills – including apprenticeships, improving the gender pay gap, increasing BAME representation in the workforce as well as those with disabilities)

In addition, 80% of the suppliers on the agreement are SMEs, which helps to support the Government target of £1in every £3 being spent via SMEs. 

All product packaging under the agreement is reusable or readily recyclable supporting you and your organisation in reducing your carbon footprint.

The agreement offers sustainable products/services via 2 lots:

Lot 1 – Office Furniture

Customers can access remanufactured, refurbished and recycled office furniture products via further competition under this lot.

Lot 7 – Repair & Renovation

Customers can access repair and renovation services for a range of furniture products under this lot.  Key items for repair are already priced, additional items can be priced for renovation via further competition.

Get in touch to find out how you can start making smarter buying decisions when procuring your furniture.

 

Wirral University Teaching Hospital streamlines and saves on cleanroom requirements with CCS

The requirement

The Wirral University Teaching Hospital (WUTH) is one of the largest employers in the Wirral, and supports the health and wellbeing of the community, while also playing a lead role in research, education and innovation.

WUTH led a collaborative project with the Clatterbridge Cancer Centre, to procure a total rental service of cleanroom garments and mop heads for the pharmacy department at both hospitals. The pharmacy aseptic unit at Clatterbridge Cancer Centre is moving to a new purpose built facility in Liverpool. One of the stipulations of the contract was that the supplier must be capable of providing the service supply to the Arrowe Park Hospital in Upton, Wirral and the Clatterbridge Cancer Centre in Liverpool.

The challenges that the Trust faced is that although significant, the Trust’s cleanroom garment consumption is not large enough to influence market prices, and as there are very few suppliers offering the service the opportunity to reduce prices through a competitive procurement exercise are somewhat limited. The Trust also faced a time constraint challenge due to the Clatterbridge Cancer Centre relocation, as the garment rental contract was required to be in place on opening. 

In summary, the Trust’s objective was to procure a total rental service which would satisfy the requirements for best quality, best price and best service and which could be operationalised for the Clatterbridge Cancer Centre relocation in June 2020. 

The solution

WUTH chose to use our Linen and Laundry framework (lot 3 – cleanroom services) as it provided both Trusts with a compliant route to market which has not previously been available for laundered aseptic garments. 

Due to the niche nature of the service and the limited number of suppliers, there was no advantage to the Trust in undertaking a standalone EU procurement exercise and it was therefore in their best interest to join an existing framework agreement, where their consumption could be added to that of other users to create a “basket” that is large enough to attract discounted market prices. The framework also reduced the procurement exercise timeframe.

We provided the Trust with expertise and advice for the development of the service specification. This ensured that all the requirements were covered and clearly articulated within the specification and further competition documents which helped to ensure that the bids received fully met the requirements of both Trusts. 

The performance standards and KPI’s that are attached to the framework provide the basis of the service level agreement between contractor and Trust, and act as a tool for contract and performance management.

Our frameworks also provide assurance that all suppliers are viable and comply with all relevant laws, having been selected via an OJEU compliant procurement exercise. Using the framework also provides an escalation route should there be any contractual or performance issues with the contractor 

The result

The Trusts did not benefit from savings from using the Linen and Laundry Framework as the garment requirements had doubled from the original contract requirement. However, WUTH benefited from streamlining the pharmacy requirements by removing items which were not required from the contract, which saved a total of £6.89 per wearer. They also made further savings from various items being cheaper, saving an additional £0.55 per wearer. Without the framework the cost of the new requirements with the incumbent supplier would have been far greater. 

More importantly, by using the framework the Trusts have been able to improve the quality of the service ensuring that the aseptic pharmacy departments have a consistent and regular supply of clean room garments, which is important in achieving a high level of productivity, optimising production time and product output and thereby maintaining an income stream to the Trust.

The Trusts have benefited from fixed pricing for the duration of the contract, which has removed the price volatility risk associated with the previous contract. 

The Trusts have also benefited from a more robust suite of MI reports that support better contract management. Additionally, comprehensive contract terms and conditions that are provided reduce the Trust’s risk exposure and are more equitable than the incumbent contract. This has enabled the Trusts to manage the relationship with and performance of the supplier more effectively. 

Claire Macdougal BA (Hons) MCIPSl, Buyer at WUTH said: 

Crown Commercial Services Linen and Laundry framework has provided both Trusts with a compliant and effective route to procure rental laundered aseptic garments and has provided a contract which meets the Trust’s requirements at an affordable and fixed price. 

WUTH has used CCS Frameworks for many years and will continue to do so. 

Get in touch to find out how you can access specific cleanroom procurement through CCS.

The closure of the public switched telephone network

In 1891 an American undertaker named Almon Brown Strowger noticed that he was losing business to his competitor. After discovering that the local telephone switchboard operator happened to be the rival undertaker’s wife, he realised that when callers were asking to be connected to ‘the undertaker’, she was favouring her husband’s business over Strowger’s.

In response to this he invented the first automatic telephone exchange, taking his rival’s wife out of the equation and permanently transforming voice communication.

His invention – the public switched telephone network (PSTN) – gives us the ability to dial a unique number and be automatically connected to people anywhere in the world. The world is now covered in a mesh of wires, undersea cables and satellites, with cabinets and poles on every street and countless buildings housing large ‘public switching exchanges’. It is one of mankind’s greatest inventions, transforming society on many levels by revolutionising telecommunications.

Despite its enormous impact on the world, the PSTN is closing on 31 December 2025. The majority of organisations need to take action now to prepare for this. The potential impact of inaction could be serious, and in some circumstances, possibly fatal.

If this is such a crucial network, why close it?

The PSTN has developed and extended since its inception, accommodating a huge growth in the number of users and exploiting new technologies to allow for faster connections, as well as reduced operational costs to ensure economic viability.

While it has evolved, the world has also changed dramatically since 1891. Telecommunication now primarily uses data-based services, rather than traditional voice calls.

As a result, the PSTN in its current state as a dedicated voice transport network will close at the end of 2025. It will migrate to the internet, where it will be delivered alongside video and data-based services.

Why is this an improvement?

Services we now regard as commonplace such as video calling and instant messaging all require multimedia delivery at very high speed.

The legacy PSTN technology was never designed to manage the speed or the integrated signalling systems to carry all 3 media (voice, video and data), and so it is no longer fit for purpose. These services will be combined and delivered to homes and businesses through a single connection.

The closure

Network operators BT, Virgin Media and KCOM currently maintain both the PSTN and the internet in parallel to deliver public switched services.

This is not financially viable for the network operators, or for the manufacturers of the hardware, who from December will stop supporting the legacy technology. This means that if faults occur, they may not be repairable.

What does this mean for public sector organisations?

Many organisations already use the internet for voice calls, known as Voice over Internet Protocol (VoIP), and it is possible to convert existing phone equipment from traditional phone lines to VoIP connections. Alternatively, the hardware can be replaced with IP-ready equipment.

Migrating voice telephony services is relatively straightforward, but there is a fundamental difference between the old and new phone lines that you need to be aware of. Namely, that the PSTN delivers voltage from the network to power end devices, while the internet relies on local power. A traditional landline phone does not need to be plugged in to the mains – it gets its power from the phone line itself. In comparison, a VoIP phone needs power from the mains, in addition to an internet connection. That is something you need to plan for.

Is there more to it than switching out or converting phones?

Many other services rely on PSTN, including emergency phones in lifts, traffic lights, railway signals, personal alarms and motorway signage.

All of these services are dependent on the voltage supplied by the PSTN, and all will need local batteries in addition to an internet connection once the network closes, with some requiring more complex solutions. For such critical services, it is easy to imagine the impact a flat battery could have on transport links and personal safety.

Is support available for this transition?

We are working closely with Openreach to ensure that public sector organisations are aware of how the PSTN closure may affect them and what support is available.

Openreach is leading on this migration as BT Group, which has in its various forms provided PSTN services to residential and business customers for over 100 years.

The task is complicated because although BT are aware who they have sold an analogue voice line to, they don’t necessarily know what it’s being used for – particularly when sold on a wholesale level.

Organisations, therefore, need to assess their telecoms estate to understand what PSTN-reliant technology they may have that needs modifying or upgrading, and put a plan in place to complete this switch.

Please contact Phil Laws at Openreach to discuss any services you have that may be impacted by the closure of PSTN by emailing phil.laws@openreach.co.uk.

Solving the healthcare debt recovery jigsaw

Talking about debt is never an easy subject. This is especially true within healthcare and even more so during a global pandemic. Often, the debts you may be discussing are held by vulnerable individuals or businesses that are already under significant financial strain.

When this is the case, there’s a fine judgement to be made: how do you find the right balance between your fiscal responsibility to recover money that is legitimately owed and your social responsibility to protect the vulnerable and ensure the sustainability of businesses?

This is made more challenging by the fact consumers and businesses that may have entered debt over recent months have been given financial support from both government and private sector creditors to help stave off significant financial difficulties.

However, it’s clear these solutions are not a perfect solution and, in many cases, postponed the inevitable. It’s for this reason many are predicting a ‘debt tsunami’ that will peak in late 2021. 

Finding the right solution

With so many things to consider, planning ahead is vital when it comes to collecting debt in a post-COVID environment. It’s never too early to consider how your organisation strikes the right balance and what that looks like in practice. 

The ‘right balance’ is about ensuring that your debt strategy delivers fair outcomes. Those who can afford to repay debts do so in a sustainable manner; while those that are struggling, or vulnerable, get the right level of forbearance and support. This can include being passed onto debt charities for impartial, free debt advice.

Using data to understand your customers

To deliver the solution that’s right for you, firstly you need to understand the circumstances of the parties that owe you debt. 

The Government Functional Standard on debt states “organisations should use relevant sources of data and information to make informed decisions about a debtor’s individual circumstances, taking into account an individual’s ability to pay”. 

Many organisations use internal and external data to shape collection strategies. Indeed, in addition to using data from credit bureaus, some private sector firms have begun to utilise new open banking technologies, utilising real-time data to validate affordability.

While it’s clear data is a key part of the puzzle, it’s only one part.

Completing the jigsaw

While data and analytics are a great starting point, having access to the right data, and being able to understand it, isn’t simple. Only by pairing a variety of rich data sources with an expert that truly understands them can you begin to understand your customers’ circumstances and develop solutions to recover monies. 

Developing this deep understanding means you can create tailored recovery solutions. For example, implementing bespoke communications strategies, based upon data, to ensure you get maximum contact and maximum return. 

The final piece of the jigsaw is an experienced, proven resource, with fully trained collections agents and strong governance and regulation by the Financial Conduct Authority (FCA). Their agents can engage with those that owe you monies, understand their circumstances and develop specific solutions for repayment, or otherwise. 

With the full range of tools at your discretion, used in the right way at the right time, you can strike the right balance and begin to recover monies owed to you from those that can afford to repay, while supporting those that need it. 

Learn more

To learn more about how CCS can support you with debt recovery services: