Walsall Healthcare NHS Trust overcome COVID-19 communication challenge using our Technology Products and Associated Services framework

The requirement

Walsall Healthcare NHS Trust provides local general hospital and community services to around 260,000 people in Walsall and the surrounding areas. This comprises Walsall Manor Hospital, a 60-site community health service including health centres and GP surgeries, and a palliative care centre. The services are delivered by 4,400 staff, and responsibility for IT falls to Craig Cox, End User Computer Service Delivery Manager and Ibrar Hashmi, Digital Technology Project Manager.

Once COVID-19 arrived, the trust asked as many staff as possible to work from home. This started in phases, with the most vulnerable being sent home first, followed by other staff on a rota basis. However, strict security measures meant that staff were not able to use any of their own devices to carry out NHS work. Walsall Healthcare realised it needed to increase and enhance its audio visual (AV) capability to help staff communicate safely and effectively.

Craig said: “Security and patient privacy is paramount and we could not risk any breaches. In addition, personal computers would not have the relevant software or necessary virtual desktop infrastructure (VDI) licensing and so we urgently needed to procure software, laptops, coding stations and more.”

The solution

To help source its urgent requirements, the trust turned to our Technology Products and Associated Services (TePAS) framework. The framework offers competitive prices on products and services from a wide range of specialist suppliers.

The trust ran a further competition under lot 1, Hardware, Software and Associated Services, to find a supplier who could provide the end-to-end solution required to enable the hospital’s clinical and management teams to conduct remote meetings across disparate locations while the pandemic was ongoing.

The results

Supplier Stone Group was awarded the contract and immediately got to work liaising with the ICT Team and project managers to design a cost-effective and professional AV solution.

The supplier worked closely with the Walsall Healthcare NHS Trust team to update its IT estate to a level that is fit for today’s needs and requirements.

Ibrar said: “We believed we were working with the ideal solution for our organisation. However, once Stone started to get into the detail of what exactly it was we wanted from our AV project and took the time to understand our specific needs, it recommended something else entirely. It advised using Microsoft Teams Room solution instead of the older set up, which essentially does exactly the same thing but at a quarter of the cost.”

Stone sent the laptops to a central location at the trust where, after setting them up with the relevant emails and log in details, trust staff were called in to sign for and collect their individual kit.

Stone also recommended Iiyama screens, Yealink (UC) unified communications collaboration bar (VC-210), and Microsoft Teams, which completed the AV package to provide a simple to use yet incredibly effective solution for virtual collaboration.

Prior to having the AV solution, personnel were having to cram into a room that made it impossible to follow social distancing guidelines as this was the only way that staff could access important meetings. To address this, large format displays and high-quality speakers are being installed across a number of meeting rooms which enable staff to space out and practice social distancing when physical meetings resume. Now, they can meet safely and connect to any of their colleagues in their own trust, in the UK, or even internationally.

“The recommended AV solution is totally seamless and works brilliantly.”, said Ibrar.

Craig commented: “We were well aware of the constraints Stone were facing when it came to the supply network. However, with its support, we managed to procure 500 laptops and get 80% of our staff working from home in just over 2 and a half weeks – an amazing achievement.

“If there is a silver lining to this crisis it is that the NHS virtual clinic is here to stay. Having seen the benefits and cost savings which are critical in healthcare, the trust won’t be going back to the way things were. Patients themselves have found the process easy to use and can speak to their medical team from a smartphone or PC.

He added: “Communication has improved threefold thanks to the solution. It has made an enormous difference to the way we can all talk to each other. Having staff working safely from home helped reduce footfall on premise, minimise the impact of the virus and genuinely saved lives.”

By using Stone kit, virtual clinics offer numerous advantages to both medical staff and patients:

  • medical staff don’t have to waste time travelling from one trust site to another to meet patients, so can see more patients
  • staff now have much more flexibility to work from any trust location
  • clinic times are not constrained by having to wait for the relevant rooms to become available on the trust estate
  • staff are able to enjoy a better work life balance and this is particularly important for those with children
  • patients don’t have to travel to clinics which could be miles from where they live
  • patients don’t have to wait around for hours to see a doctor or nurse

The solution has been so successful that the trust’s initial order for 10 led to a further 20 being rolled out, and they are now looking to buy more.

Let us add power to your procurement

Our Technology Products and Associated Services framework offers you a flexible way to buy IT hardware, off-the-shelf software and associated services to suit your organisation’s technology needs.

To find out how we can help you, you can:

What you need to know about G-Cloud 12

Since its launch in 2012, over £7 billion of cloud services have been purchased using the G-Cloud framework. With 5,224 suppliers awarded a place on G-Cloud 12, over 38,000 services are available for customers to access.

This is a growth of over 25% from G-Cloud 11 – and shows that CCS has been successful in broadening the framework’s appeal.

Patrick Nolan, Technology Pillar Director at Crown Commercial Service, said:

G-Cloud continues to be a great public sector success. It encourages innovation and improves services for UK citizens, by allowing customers and suppliers to find each other easily. Now, more than ever, SMEs have a crucial role to play in our economy, and G-Cloud is a proven method through which they can grow their businesses and support the national recovery.

G-Cloud 12 went live on 28 September 2020 for an initial term of 12 months. CCS has the option to extend this by a maximum of 12 months. All services offered under G-Cloud 12 are accessed via the Digital Marketplace.

What are the main benefits?

The G-Cloud framework facilitates the purchase of commoditised, cloud-based services.

Services are off-the-shelf with many pay-as-you-go, up-to-date and innovative solutions.

Transparency is a priority as the catalogue showcases suppliers’ service information, including service definitions, pricing and suppliers’ terms and conditions.

G-Cloud is a move away from long term contracts, with a maximum duration of 24 months with the option to extend twice by up to 12 months each time (subject to approval for central government customers).

91% of the suppliers on G-Cloud 12 are SMEs, providing easy access to a range of smaller suppliers and supporting the government’s commitment to spend £1 in every £3 with small businesses.

CCS has worked to empower customers to achieve their target of 33% spend with SMEs by providing them with the information they need to make informed decisions, such as transparent pricing and accessible service definitions, and by making the application process easier, while completing ongoing assurance.

There is no OJEU, Invitation to Tender (ITT), Request for price (RFP), request for quote (RFQ), request for information (RFI) or negotiation, there are clarification questions only.

We’ve also worked to make the Digital Marketplace (DMp) more transparent and clear in terms of the services on offer, so customers can review a multitude of services, each with a documented detailed service definition, to ensure they award the best service to suit their needs.

A Framework of 3 lots

G-Cloud 12 is split into 3 Lots:

  • Lot 1: Cloud Hosting, Infrastructure as a Service (IaaS) and Platform as a Service (PaaS)
  • Lot 2: Cloud Software, Software as a Service (SaaS)
  • Lot 3: Cloud Support, Cloud support to help set up and maintain cloud software or hosting services

How does the 6-step buying process on the Digital Marketplace work?

To procure services under G-Cloud 12 customers need to follow a simple 6 step buying process:

Step 1 Prepare – Before exploring the Digital Marketplace, it is essential for customers to understand what it is they are looking to buy. Therefore, we would recommend partnership working between procurement and technical professionals to establish high-level requirements/service outputs and timescales.

Step 2 Search and Longlist – The purpose of formulating a longlist is so that customers can refine the broad range of services available and find the service which best fits their high-level requirements within the Digital Marketplace. Use search terms which meet the Service you are looking to procure and focus your search against the relevant Lot.The Digital Marketplace can be accessed without the need to have an account.

Step 3 Developing your longlist into a shortlist – Within the Digital Marketplace all services are defined with standard filters. These filters should be applied to reduce your longlist to a shortlist of potential services which may meet a customers requirements. Examples are selecting or deselecting resellers and staff security clearance.

Step 4 Evaluation and selection – You shortlist should then be evaluated against a customer’s predefined criteria through either direct award based on lowest price or via a MEAT criteria. Each service includes a detailed service description, together with a range of documents to support the evaluation; pricing,  terms and conditions, service definition, SFIA rate card (optional)  and modern slavery statement (mandatory if the suppliers turnover is greater than £36M per annum)

Step 5 Award / buy –  Once you have evaluated and ascertained which service provision best meets your requirements, you are then in a position to award a contract. In order for you to proceed you are required to complete the G-Cloud 12 call-off agreement.

Step 6 – Benefits – it is essential that customers complete the G-Cloud Customer Benefit Record form every time that they enter into a call-off agreement

Get in touch

CCS’s team is on hand to provide support to any customers who have questions about procuring through G-Cloud and there are  monthly webinars explaining how to use the framework.

CCS has brought on board new Strategic Business Managers to help engage with the wider public sector and assist customers. This team engages with individual organisations, clusters, and umbrella bodies to build awareness of CCS’s commercial solutions, identify customer requirements and deliver expert support to enable the wider public sector to access CCS offers.

As well as investing in additional headcount, we’re helping our customers by providing resources such as framework webinars and guidance documents, providing advice through blogs, news articles and white papers, as well as regularly attending industry events.

Find out more on the Technology webpages

Calling all universities, higher and further education colleges to become a supplier on our Apprenticeship Training Dynamic Marketplace

What is the Apprenticeship Training Dynamic Marketplace?

The CCS Apprenticeship Training Dynamic Marketplace agreement enables central government, public and third sector organisations to buy apprenticeship training programmes. 

Users have access to a wide range of Education and Skills Funding Agency (ESFA) registered apprenticeship training and end-point assessment providers who offer a variety of supplementary services including:

  • delivery of apprenticeship training and management
  • sourcing, selection and assessment, recruitment and administration of the apprentices
  • tailored apprenticeship learning to suit the specific needs of the apprentice
  • other relevant training to support the development of the apprentice

Becoming a supplier on the Apprenticeship Training Dynamic Marketplace

As well as being able to use the Apprenticeship Marketplace as a buyer to source ESFA approved apprenticeship training and/or end point assessments, universities, higher and further education colleges who offer approved apprenticeship training programmes and/or end point assessments, can register as suppliers.

You can also list your programmes and services on our Dynamic Marketplace completely free of charge.

Benefits of becoming a supplier in the Apprenticeship Training Dynamic Marketplace

For universities and further education colleges, listing your apprenticeship training programmes and end point assessments capabilities on our Apprenticeship Training Dynamic Marketplace will mean that: 

  • your services are searchable to all central government, public and third sector organisations who are registered on the Marketplace and are actively searching for solutions to support their workforce planning strategies and meet their statutory apprenticeship targets
  • increased exposure of your apprenticeship training programmes and end point assessments capabilities – meaning an opportunity for growth and increased revenue. We are also able to offer suppliers insight on the future pipeline of requirements from central government departments

How to become a supplier?

Let us help your university or college to register as a supplier so that you can supply training services to the public sector. 

Take a look at the CCS Apprenticeship Training Dynamic Marketplace supplier webinar which includes a step-by-step guide to registering as a supplier.

For further support and information please email me: katie.miller@crowncommercial.gov.uk.

Get up to speed on the latest procurement policy updates

The Cabinet Office issued a number of Procurement Policy Notes (PPNs) in December to support public sector organisations in preparing for the UK’s exit from the EU, as well as launching a consultation into the future of public procurement.

Find a Tender service

Find a Tender Service (FTS) is the new UK e-notification service where notices for new procurements must now be published. It replaces OJEU / TED.

The Cabinet Office recently introduced FTS in the first of two PPNs (08/20) – this sets out changes to procurement processes which now apply following the end of the transition period. 

If you are involved in publishing OJEUs and started a procurement before the end of the transition period, please continue to publish your subsequent notices and conclude your procurement on OJEU / TED. You must still also publish details of the contract award to Contracts Finder. 

Reserving below threshold procurements

Following the UK’s exit from the EU, contracting bodies now have more choices in relation to contract spend on goods, services and works contracts with a value below applicable thresholds:

  • Supplies & Services – £122,976
  • Works – £4,733,252

PPN 11/20 sets out new options available to contacting authorities including reserving procurements by supplier location, and reserving for SMEs or Voluntary, Community and Social Enterprises (VCSEs). Please remember that in applying the policy it is important that your organisation achieves value for money and uses good commercial judgement.

Green paper – Transforming Public Procurement

The Government has also launched a consultation on the future of public procurement in the UK.

The Government wants to speed up and simplify our procurement processes, place value for money at their heart, and unleash opportunities for small businesses, charities and social enterprises to innovate in public service delivery.

Please take your chance to engage with the consultation and help us to shape the future of public procurement in the UK.

 

Home Office finds scalable, cost-effective and efficient network infrastructure services for its estate with CCS

The requirement

The Digital, Data and Technology (DDaT) function within the Home Office provides project management, architectural and engineering capability. It delivers a range of IT solutions across the department, including private wide and local area networks (fixed and wireless) and data centre services.

Whilst a significant number of its IT services are moving to centralised or cloud architectures, a comprehensive on-site local infrastructure remains to distribute these services to end users. This drives a demand for installation, maintenance and decommissioning of locally installed equipment across the Home Office estate.

The solution

To meet this demand, the DDaT team chose our Technology Services 2 framework to help it find a field services delivery partner. They wanted to achieve technical and commercial governance, and best value. The framework gave it access to a wide range of enterprise and SME suppliers so it could look for a supplier that could demonstrate its ability to meet the following requirements:

  • maintain compliance with technical standards and industry best practice
  • scalable services to meet fluctuating demand through the UK and at sites in mainland Europe
  • ability to support business as usual, incidents and project requirements spanning multiple wired and wireless networks and internal customers
  • provide 24/7 incident support to demanding service levels
  • agility, innovation and overall value for money

The results

Following a rigorous further competition, specialist infrastructure support company ITM Communications Limited was appointed.

ITM’s field services delivery team includes a full time service delivery manager, service desk, project management office, break/fix engineers, technical logistics and a flexible team of regional engineers.

ITM clearly demonstrated its ability to meet Home Office’s technical and commercial requirements, whilst also enabling it to address existing challenges. These included resource duplication, efficiency, opportunity cost and a reduction in risk, as well as offering real value for money. For example:

  • for the 6 months to November 2020, Home Office was credited approximately £8,000 on 25 jobs where standby engineers were able to complete quoted project work outside of their standby duties
  • 3 separate requests at the same site, which had been quoted at a total value of approximately £7,000, were combined and completed by a single team, saving £2,750

This approach has also reduced the environmental impact of associated travel.

John Pratt, Commercial Lead in the Home Office DDaT team, said:

Contracting with ITM through the CCS framework has allowed us to partner with a well-established supplier who has the high-level of expertise required, coupled with the ability to really understand the business needs and offer real value for money. ITM strives to find additional savings whilst on-the-job by adopting best practice and a pragmatic way of getting the job done. This is exactly what our customers need, and ITM and the framework contract allows this to be achieved across the Home Office portfolio.

Let us add power to your procurement

Our Technology Services 2 framework provides technology services from strategy and service design to the operational running of an IT estate.
To find out how we can help you make smart buying decisions for your technology services:

Fast provision of specialist vehicles supports the delivery of mobile COVID-19 testing

The Department of Health and Social Care (DHSC) used our Vehicle Lease, Fleet Management and Flexible Rental Solutions (RM6096) commercial agreement to help in the fight against COVID-19.

The requirement

Mobile testing is playing a key role in delivering the government’s strategy to enhance testing capabilities for COVID-19 for local communities.

To achieve this goal, the DHSC required specially adapted long wheel-based vehicles which had a range of modifications, including:

  • 3 internal bulkheads
  • 1 ‘dirty area’ in the rear of the vehicle to house a wash basin, hand sanitiser and clinical waste bins, and for storage of items with a wipe/wash down lining
  • main compartment to house cool boxes for keeping completed tests between 8-22 degrees with a split charging system and robust shelving for testing supplies, cleaning products and PPE
  • traffic management system (cones and chain fencing)
  • 4 x robust gazebos
  • 4 sets of tables and chairs
  • PPE and first aid boxes
  • various equipment to run mobile testing facility

Because of the urgent need for the vehicles, the timeline from confirming the required specification to delivery was only 10 days but with an expectation of some vehicles being made available and fully operational within 6 days.

The solution 

The DHSC had previously sourced vehicles and suppliers independently. However, on this occasion, they used our Fleet agreement to ensure the contracts which were awarded met the highest levels of probity and value for money, even during these challenging times.

An order was placed with Enterprise 10 days before the desired delivery date for all vehicles, with some ideally needed within 6 days.

Enterprise created a small project team to ensure we could source the vehicles and suppliers capable of managing the conversion to the required standards and timeframes. The team was also tasked with acquiring the large volume of specific loose items needed from a large pool of varied suppliers across the UK. 

This challenge would have been difficult in normal circumstances but during a pandemic, when many suppliers were closed or on reduced capacity and with many resources scarce, it became a major project for a team having to work remotely from each other. 

The results 

  • 7 vehicles were ready for delivery on day 6, 8 were ready on day 7, and 5 were complete just 8 days after the initial order was received
  • by leveraging our existing agreements and supplier relationships, we delivered against a demanding specification and timescale, the success of which was reflected through the delivery of a further 120 vehicles by Enterprise before the end of the month

This illustrates the nimbleness that Lot 4 of RM6096 can offer the UK public sector. The contract-free, flexible rental solution provides fleet operators with total flexibility over the vehicle type, duration, and specification of their requirement.

As we emerge from lockdown with the future still uncertain, we believe flexible rental, through should play an increasingly important role in fleet decision making within the public sector.

Further information 

We offer a end-to-end suite of Fleet solutions to give the public sector the power to keep their vehicles on the road in a safe, cost-effective and sustainable manner. To learn more:

Parcel lockers provide creative solutions across the public sector

With the public sector continually asked to deliver an ever greater service with increasing finite resources, there has been a rise in the use of creative solutions to address traditional problems.

Nowhere has this been seen more than in the use of smart parcel lockers, available through our Postal Goods, Services and Solutions (RM6017) framework. 

In this article, we review how 2 public sector organisations – a hospital and a university – used parcel lockers to solve very different problems while increasing efficiency.

The hospital

Only when a patient receives their medication can they be safely discharged from hospital – freeing up their bed. This often means waiting for the medication to be ready to leave the pharmacy, followed by a further wait while the medication is delivered to the wards. 

A Care Quality Commission report found that nearly 75% of patients whose discharge from hospital was delayed was because they had to wait for medicine. Just over a quarter of these patients had to wait over 4 hours. 

The knock-on effect from this can be felt at the other end of the hospital in A&E, where patients often have to wait for hours until a bed becomes available and they can be moved to a ward.

To help solve this problem, a hospital purchased a number of smart parcel lockers. They are safe, secure, and contactless. They can operate 24/7 and are capable of capturing images of access and providing an audit trail. 

The arrival of the lockers at the hospital meant that patients could vacate their bed – either going home or waiting elsewhere onsite – before being alerted by email that their medication was ready to collect.

The message contained a QR code, enabling contactless collection, and a PIN code – the recipient can choose which to use to collect their medication.

This innovative solution had a transformative effect on both patients and the hospital:

  • patients waiting in A&E could progress through the hospital at a greater pace
  • a far better, more comfortable experience for patients and their families
  • other areas of the hospital benefited – such as car park capacity

The university

Northampton University houses over 2,500 students on its campus. The students generate a perpetual flow of parcel deliveries from online retailers and relatives.

Traditionally, the University, like many others, would leave a note under the student’s door when there was a parcel to collect from the mailroom. 

This was a time-consuming and inefficient process for the university and frustrating for students whose access to parcels was often restricted by the mailroom’s opening hours.

With the university keen to use staff time more efficiently while improving the student experience, they purchased a number of smart parcel lockers from Quadient, a supplier on our Postal Goods Services and Solutions commercial agreement.

When their parcel is available to collect, students are alerted via an email or text message. To collect the parcel, they simply have to scan a barcode or enter the PIN code included in their alert, to open the door and access their goods.

The solution provided the University with:

  • a secure, General Data Protection Regulation (GDPR) compliant parcel storage system
  • the ability to offer contactless parcel collection – especially important during COVID-19 
  • the chance to become more efficient – with staff able to focus on other priorities

Get involved

Parcel lockers can be used by any organisation that has a need for secure storage while looking to increase organisational efficiency. 

For more information on this agreement and to learn how we can help you take some of the pressure off with a range of smart solutions:

A message for our customers from Simon Tse

Dear customers

As we approach the end of an extraordinary year, I wanted to take a minute to reflect on the challenges we have all faced and set out some of our plans for 2021 that will further improve our offer and ensure that we create even more value for you, our customers.

Like many public sector organisations, CCS has had to change and adapt to the unique circumstances of 2020. We’ve been involved in some of the most intense and important public procurement activity in recent years, including supporting the Government’s response to COVID-19 and facilitating the transition to a future system of public procurement outside the European Union. I am proud to say that we have done all of that while helping to deliver a billion pounds of commercial benefits for our customers across the public sector. 

While our face to face contact has necessarily been limited since March, it has been great to see so many of our colleagues in central government and the wider public sector joining us virtually. 

We know 2021 will bring its own challenges and opportunities. The Government has a clear policy agenda in place including around how we level the playing field for small and medium-sized enterprises who want to supply to the public sector, and how we strengthen social value, modern slavery and sustainability in our solutions.

You will be hearing a great deal from CCS on how we will support the Government’s ambitions around Carbon Net Zero and what it means for your estates, energy, and infrastructure. You can read more about that on the Crown Commercial Service website now. 

There is so much more to come, and as we look forward to better times next year I wanted to assure you that we remain committed to supporting your procurement needs at every step of the journey. 

For now, please accept the very best of wishes from myself and all of us at the Crown Commercial Service.

Simon Tse

Chief Executive Officer

Crown Commercial Service

Christmas opening hours

  • Our Customer Service Centre remains open from Monday to Friday, 9 – 5 over the festive period except for Bank Holidays when we will be closed
  • Telephone: 0345 410 2222

Email: info@crowncommercial.gov.uk

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.