New Deputy Chief Medical Officer for England announced

News story

The Department of Health and Social Care has confirmed that Dr Thomas Waite has been appointed as Deputy Chief Medical Officer for England

Dr Thomas Waite will support Chief Medical Officer (CMO) Professor Chris Whitty as the deputy CMO (DCMO) leading on health protection, replacing Professor Jonathan Van-Tam who stepped down on 31 March 2022. His role will cover emergency response and preparedness, infectious diseases, vaccines and therapeutics.

Dr Waite graduated in Medicine from Cardiff University and holds postgraduate qualifications in public health, medical toxicology and medical education. After his medical and public health training, he held posts in global health, infectious disease and environmental health protection. More recently he was Director of the UK Field Epidemiology Training Programme and helped establish the UK Public Health Rapid Support Team, leading their first overseas deployment to Ethiopia.

Dr Waite helped create and lead the Joint Biosecurity Centre which provided evidence-based, objective analysis to inform local and national decision-making in response to COVID and has been interim DCMO since May 2021.

Dr Thomas Waite said:

I am delighted to be appointed as the Deputy Chief Medical Officer for Health Protection. I am looking forward to the opportunity of working with teams throughout the country to develop our preparedness for health hazards and emergencies and to protect the health of the public.

Professor Chris Whitty, Chief Medical Officer, said:

Dr Waite has an excellent track record of delivery. His wealth of experience in epidemiology and emergency preparedness will benefit the government’s ongoing public health responses as well as help us to prepare for future events.

The CMO acts as the UK government’s principal medical adviser, and the professional head of all directors of public health in local government and the medical profession in government.

The CMO is an independent position at permanent secretary level, supported by 3 DCMOs. The role provides public health and clinical advice to ministers in the Department of Health and Social Care (DHSC) and across government.

Published 14 April 2022




MHRA approves the Moderna COVID-19 vaccine ‘Spikevax’ for use in 6 to 11-year olds

News story

Use of the Moderna COVID-19 vaccine or ‘Spikevax’ has been approved for 6 to 11s after meeting the required safety, quality and effectiveness standards

The Medicines and Healthcare products Regulatory Agency (MHRA) has approved an update to the current UK approval of the Moderna COVID-19 Vaccine, or ‘Spikevax’, that allows its use in Great Britain (GB) in 6 to 11 year-olds.

This approval takes into account the extension to use in children aged 6 to 11 years already approved by the European Medicines Agency on 2 March 2022, as the original GB licence for Spikevax in adults was approved by relying on the EU decision.

Spikevax is authorised in children aged 6 to 11 in Northern Ireland under the update granted by the European Medicines Agency on 2 March.

Dr June Raine, MHRA Chief Executive, said:

I am pleased to confirm that that the COVID-19 vaccine made by Moderna, ‘Spikevax’, has now been authorised in Great Britain in 6 to 11 year olds. The vaccine is safe and effective in this age group.

We have in place a comprehensive surveillance strategy for monitoring the safety of all UK-approved COVID-19 vaccines and this surveillance includes those aged 6 to 11.

It is for the Joint Committee on Vaccination and Immunisation (JCVI) to advise in due course on whether 6 to 11s should be offered vaccination with the COVID-19 vaccine made by Moderna as part of the deployment programme.

Notes to editors

  • The Spikevax vaccine was authorised in adults aged 18 years and over on 8 January 2021, and for those aged 12-17 on 17 August 2021
  • No important new side effects were identified in those aged 12-17 and the safety data in children were comparable with those seen in young adults. As in young adults, the majority of adverse events were mild to moderate and relating to reactogenicity, such as a sore arm or tiredness.
  • More information can be found in the Spikevax Product Information
  • The Medicines and Healthcare products Regulatory Agency is responsible for regulating all medicines, vaccines and medical devices in the UK. All MHRA’s work is underpinned by robust and fact-based judgements to ensure that the benefits outweigh any risks.

Published 14 April 2022




Call for project proposals: Conflict Stability and Security Fund (CSSF) in Kosovo

The British Embassy Pristina invites consortiums of Civil Society Organisations (CSOs) to submit proposals to become implementers of our Conflict Stability and Security Fund (CSSF) 2022 to 2025 project ‘Support civil society to increase public oversight and accountability of Kosovo public institutions’. Only applications that comply with all the requirements will be considered. The deadline for submitting proposals is 15 May 2022.

Background

Kosovo’s public institutions remain inefficient and lack capacities to deliver good quality services and works. While Kosovo has undertaken many reforms since its independence, it still ranks the second lowest among Western Balkan countries in all 2020 World Bank’s Worldwide Governance Indicators. Limited progress has also been made in increasing transparency and accountability of public institutions, regarding recruitment processes, public procurement, provision of grants and subsidies, licenses and tariffs and management of publicly owned enterprises (POEs). This situation allowed the decisions to be made to serve specific interests rather than the needs of the citizens.

The British Embassy Pristina seeks to work with Kosovo civil society organisations to address these weak governance practices in public institutions and enterprises, prevalence of nepotism in the recruitment of senior public officials, corruption in public procurement, mismanagement of POEs, and bribes and pocketing from grants and subsidies as well as unlawful awarding of licenses.

Objectives

The overall objective of this intervention is to increase civil society oversight of Kosovo government institutions, agencies, and publicly owned enterprises.

The oversight will be focused on areas vulnerable to malfeasance including all of the following target areas:

1) Recruitment processes

2) Public procurement practices, including contract management

3) Granting of licenses, permits, and tariffs

4) Distribution of grants and subsidies

5) POE governance and performance

Identified irregularities should be brought to the attention of relevant authorities for rectification, and if not addressed exposed to the public. Good examples of governance and transparency should be promoted. The projects must have strong and innovative communications to showcase the results of monitoring, and impact from continuous evaluation of impact of proposed activities.

Scope

This project will be delivered by a consortium of local NGOs. The consortium shall consist of 2 or more NGOs with demonstrated experience and expertise in the targeted areas, and in which they can deliver best. One NGO shall serve as a lead project implementer for all of the components, ensuring achievement of project outcomes and serving as a contact point for the British Embassy Pristina throughout the entire duration of the project.

Project proposals must be clear and concise, supported by a clear Theory of Change, and achievable and measurable outcomes and outputs. In line with adaptive programming, the proposal should remain flexible and open to change, based on needs on the ground.

The project will be delivered in 3 phases:

1) inception phase

2) implementation phase

3) exit phase

Each phase shall be dependent on the success of the previous phase. The duration of the inception phase will be 2 months, unless agreed otherwise and will serve to refine and agree the final version of the Theory of Change; Results Framework and Monitoring, Reporting, Evaluation and Learning (MREL) approach; Activity Based Budget, and Exit Phase necessary documents.

Budget

The indicative (nearly) 3-year budget for this call for project proposals is £560,000, distributed among components of the project. Budgets must be Activity Based Budgets (ABB), with specified costs in GBP, and staff fees commensurate with Kosovo NGO market rates.

You can spend up to 5% of the annual budget on MREL related activities. You should budget one independent/external evaluation at the end of each financial year.

Administrative costs (project management and finance rates, utilities, internal communications, stationery, bank charges etc.) must not exceed 10% of the total project budget. This budget shall not be used to cover academic courses or research, the purchase of IT or other equipment.

The annual budget should be spent according to the following targets:

  • Q1: 20 to 30%
  • Q2: 50 to 60%
  • Q3: 80%
  • Q4: 100%

By the end of December of each financial year, the annual budget must be spent 80%. Accordingly, project design and delivery of activities should be aligned with these targets. The budget should be detailed for the first year, and contain a general estimate of the costs for the following year(s). Any eventual auditing costs for the entire project (all 3 years) should be incorporated in the budget of the third year.

As part of due diligence in the selection process, the British Embassy Pristina reserves the right to seek references from other partners on potential grantees.

Timeframe

The duration for the implementation of this project is expected to be 2 years and 10 months. The project is anticipated to commence on 1 June 2022 and end on 31 March 2025.

Submitting applications

Bidders should fill in the standard Project proposal questions (ODT, 12.8 KB) in English and include a breakdown of project costs in the Activity-based budget template (ODS, 15 KB) by 15 May 2022. Proposals submitted in other formats will not be considered.

The proposals should also include:

  • Results framework (ODS, 16.9 KB)
  • list of NGOs in the consortium, indicating the lead NGO
  • CVs of the key personnel, indicating the positions and role they will have in the project and the percentage of their engagement in the project
  • the 2021 Auditor Report for organisations of the consortium
  • consortium NGOs’ board approved salary ranges for staff
  • information on any funding by other donors for similar activity that they currently have or are in the process of receiving during the implementation of the project

Proposals should be emailed to the British Embassy Pristina at: britishembassy.pristina@fcdo.gov.uk indicating project bid and name of the lead organisation in the subject field.

Bidding is competitive and only selected consortium of NGOs will receive funding.

Evaluation criteria

Successful bids must demonstrate strong strategic relevance to the areas of project focus and have a clear focus on delivering change and sustainability.

Technical compliance criteria:

1) Submission of the application within deadline

2) Proposal submitted by a consortium of NGOs

3) Consortium organisations’ and/or proposed teams’ experience in focus areas

4) All requested information submitted

5) Project design is gender mainstreamed and ensures sustainability

6) Project activities are climate and environment sensitive, i.e. ‘Paris aligned’

Bids will be evaluated based on the following criteria:

1) Methodology and approach (3 points)

2) Coherent and concise theory of change, supported by a robust MREL approach (3 points)

3) Integration of innovative public communication activities into the proposal (2 points)

4) Activity based budget and value for money (1 point)

5) Consortium’s staff expertise and experience in the thematic area (1 point)

Indicative timeline

These dates are indicative and may be subject to change.

13 April 2022 Call for proposals published
26 April 2022 Online open information/clarification session with interested bidders on MS Teams. Join the session at 1pm to 2:30pm
15 May 2022 Deadline for submission of applications
16 to 20 May 2022 Evaluation window and announcement of results
27 May 2022 Address of possible comments by the winning consortium
31 May 2022 Signing of the grant agreement
1 June 2022 Project implementation starts



PM speech on action to tackle illegal migration: 14 April 2022

For centuries, our United Kingdom has had a proud history of welcoming people from overseas, including many fleeing persecution.

My own great-grandfather came from Turkey in fear of his life, because our country offered sanctuary for his outspoken journalism.

And when you look back over the centuries as people have come seeking refuge or simply in search of somewhere to build a better life, you see this is the very stuff our history is made of.

From the French Huguenots, to the Jewish refugees from Tsarist Russia, to the docking of the Empire Windrush, to the South Asians fleeing East Africa, to the many, many others who have come from different countries at different times for different reasons, all have wanted to be here because our United Kingdom is a beacon of openness and generosity, and all in turn have contributed magnificently to the amazing story of the UK.

Today that proud history of safe and legal migration is ultimately responsible for many of those working in our hospitals and on the front line of our response to the pandemic, for more than 60 per cent of the England football team at the final of Euro 2020, for many of our country’s leading figures in the worlds of business, art and culture, and, I’m pleased to say, for ever growing numbers of people serving in public life, including colleagues of mine like Nadhim Zahawi who escaped with his family from Saddam Hussein’s Iraq, Dominic Raab, whose Jewish father came to Britain from Czechoslovakia to escape Nazi Germany, and Priti Patel, whose family fled persecution in Uganda.

So I’m proud that this government has continued the great British tradition of providing sanctuary to those in need, in fact, doing more to resettle vulnerable people in the UK – through safe and legal routes – than any other government in recent history.

Since 2015 we have offered a place to over 185,000 men, women and children seeking refuge, more than the entire population of Sunderland and more than any other similar resettlement schemes in Europe.

This includes almost 100,000 British Nationals Overseas threatened by draconian security laws in Hong Kong, 20,000 through our Syrian scheme, 13,000 from Afghanistan and to whom we owe debts of honour, and around 50,000 Ukrainians.

And we are not only supporting British nationals and those settled in the UK to bring potentially hundreds of thousands of their extended family from Ukraine, we are also welcoming unlimited numbers of refugees from that conflict, as the British people open their homes, in one of the biggest movements of refugees to this country that we have ever known.

And as we work with local authorities and the devolved administrations to welcome those coming from Ukraine into our communities, we will also find accommodation across our whole United Kingdom for all those who have come here previously but who are currently in hotels, because it makes absolutely no sense for the taxpayer to foot those bills, running to almost £5 million a day, with the sum total of those we accommodate being concentrated in just a third of local authorities.

It is controlled immigration, through safe and legal routes, which enables us to make generous offers of sanctuary while managing the inevitable pressures on our public services such that we can give all those who come here the support they need to rebuild their lives, to integrate and to thrive.

But the quid pro quo for this generosity, is that we cannot sustain a parallel illegal system.

Our compassion may be infinite, but our capacity to help people is not.

We can’t ask the British taxpayer to write a blank cheque to cover the costs of anyone who might want to come and live here.

Uncontrolled immigration creates unmanageable demands on our NHS and our welfare state, it overstretches our local schools, our housing and public transport, and creates unsustainable pressure to build on precious green spaces.

Nor is it fair on those who are seeking to come here legally, if others can just bypass the system.

It’s a striking fact that around seven out of ten of those arriving in small boats last year were men under 40, paying people smugglers to queue jump and taking up our capacity to help genuine women and child refugees.

This is particularly perverse as those attempting crossings, are not directly fleeing imminent peril as is the intended purpose of our asylum system.

They have passed through manifestly safe countries, including many in Europe, where they could – and should – have claimed asylum.

It is this rank unfairness of a system that can be exploited by gangs, which risks eroding public support for the whole concept of asylum.

The British people voted several times to control our borders, not to close them, but to control them.

So just as Brexit allowed us to take back control of legal immigration by replacing free movement with our points-based system, we are also taking back control of illegal immigration, with a long-term plan for asylum in this country.

It is a plan that will ensure the UK has a world-leading asylum offer, providing generous protection to those directly fleeing the worst of humanity, by settling thousands of people every year through safe and legal routes.

And I emphasise this. So whether you are fleeing Putin or Assad, our aim is that you should not need to turn to the people smugglers or any other kind of illegal option.

But to deliver it, we must first ensure that the only route to asylum in the UK is a safe and legal one, and that those who try to jump the queue, or abuse our system, will find no automatic path to settlement in our country, but rather be swiftly and humanely removed to a safe third country or their country of origin.

And the most tragic of all forms of illegal migration, which we must end with this approach, is the barbaric trade in human misery conducted by the people smugglers in the Channel.

Before Christmas 27 people drowned, and in the weeks ahead there could be many more losing their lives at sea, and whose bodies may never be recovered.

Around 600 came across the Channel yesterday. In just a few weeks this could again reach a thousand a day.

I accept that these people – whether 600 or one thousand – are in search of a better life; the opportunities that the United Kingdom provides and the hope of a fresh start.

But it is these hopes – those dreams – that have been exploited.

These vile people smugglers are abusing the vulnerable and turning the Channel into a watery graveyard, with men, women and children, drowning in unseaworthy boats, and suffocating in refrigerated lorries.

And even if they do make it here, we know only too well some of the horrendous stories of exploitation over the years, from the nail bars of East London to the cockle beds of Morecambe Bay, as illegal migration makes people more vulnerable to the brutal abuse of ruthless gangs.

So we must halt this appalling trade and defeat the people smugglers.

That is why we are passing the Nationality and Borders Bill, which allows us for the first time to distinguish between people coming here legally and illegally, and for this distinction to affect how your asylum claim progresses and your status in the UK if that claim is successful.

It will enable us to issue visa penalties against those countries that refuse to accept returns of foreign criminals and failed asylum seekers.

It will clean up the abuse of our legal system, introducing a one-stop shop that will end the cycle of last minute and vexatious claims and appeals that so often thwart or delay removals.

And it will end the absurd practice of asylum-seeking adults claiming to be children to strengthen their claims and access better services.

Crucially it will also allow us to prosecute those who arrive illegally, with life sentences for anyone piloting the boats. And to identify, intercept and investigate these boats, from today the Royal Navy will take over operational command from Border Force in the Channel, taking primacy for our operational response at sea, in line with many of our international partners, with the aim that no boat makes it to the UK undetected.

This will be supported with £50 million of new funding for new boats, aerial surveillance and military personnel in addition to the existing taskforce of patrol vessels, Wildcat helicopters, search and rescue aircraft, drones and remotely piloted aircraft.

This will send a clear message to those piloting the boats: if you risk other people’s lives in the Channel, you risk spending your own life in prison.

People who do make it to the UK will be taken not to hotels at vast public expense, rather they will be housed in accommodation centres like those in Greece, with the first of these open shortly.

At the same time, we are expanding our immigration detention facilities, to assist with the removal of those with no right to remain in the UK.

We are investing over half a billion pounds in these efforts.

And this is on top of overhauling our arrivals infrastructure here in Kent, with new processing facilities now operational at Western Jet Foil and Manston.

But we need to go still further in breaking the business model of these gangs.

So from today, our new Migration and Economic Development Partnership will mean that anyone entering the UK illegally – as well as those who have arrived illegally since January 1st – may now be relocated to Rwanda.

This innovative approach – driven our shared humanitarian impulse and made possible by Brexit freedoms – will provide safe and legal routes for asylum, while disrupting the business model of the gangs, because it means that economic migrants taking advantage of the asylum system will not get to stay in the UK, while those in genuine need will be properly protected, including with access to legal services on arrival in Rwanda, and given the opportunity to build a new life in that dynamic country, supported by the funding we are providing.

The deal we have done is uncapped and Rwanda will have the capacity to resettle tens of thousands of people in the years ahead.

And let’s be clear, Rwanda is one of the safest countries in the world, globally recognised for its record on welcoming and integrating migrants.

Later this year it will welcome leaders from across the Commonwealth, and before the pandemic, in 2018, the IMF said Rwanda was the world’s fourth fastest growing economy.

We are confident that our new Migration Partnership is fully compliant with our international legal obligations, but nevertheless we expect this will be challenged in the courts, and if this country is seen as a soft touch for illegal migration by some of our partners, it is precisely because we have such a formidable army of politically motivated lawyers who for years who have made it their business to thwart removals and frustrate the Government.

So I know that this system will not take effect overnight, but I promise that we will do whatever it takes to deliver this new approach, initially within the limits of the existing legal and constitutional frameworks, but also prepared to explore any and all further legal reforms which may be necessary.

Because this problem has bedevilled our country for too long and caused far too much human suffering and tragedy, and this is the government that refuses to duck the difficult decisions, this is the government that makes the big calls, and I profoundly believe there is simply no other option.

And I say to those who would criticise our plan today, we have a plan; what is your alternative?

I know there are some who believe we should just turn these boats back at sea.

But after much study and consultation – including with Border Force, the police, national crime agency, military and maritime experts, to whom I pay tribute for all the incredible work that they do dealing with this problem as things stand – it’s clear that there are extremely limited circumstances when you can safely do this in the English Channel.

And it doesn’t help that this approach, I don’t think, would be supported by our French partners, and relying solely on this course of action is simply not practical in my view.

I know there are others who would say that we should just negotiate a deal with France and the EU.

And we have made repeated and generous offers to our French friends and we will continue to press them and the EU for the comprehensive returns agreement that would solve this problem.

We remain grateful to the gendarmes on the beach, for the joint intelligence work and the co-operation that has stopped thousands of boats.

We would like to deepen that work and we continue to believe that a deal with France and the EU is in the national interest of all our countries.

But we must have our own framework for full sovereignty over our borders and we must find a way to stop these boats now, not lose thousands more lives while waiting for a deal that just doesn’t exist.

And I know there will be a vocal minority who will think these measures are draconian and lacking in compassion. I simply don’t agree.

There is no humanity or compassion in allowing desperate and innocent people to have their dreams of a better life exploited by ruthless gangs, as they are taken to their deaths in unseaworthy boats.

And there is no humanity or compassion in endlessly condemning the people smugglers, but then time and again ducking the big calls needed to break the business model of the gangs and stop these boats coming.

And there is no humanity or compassion in calling for unlimited safe and legal routes, offering the false hope of asylum in the UK to anyone who wants it, because that is just unsustainable.

There are currently 80 million displaced people in the world, many in failed States where governments can’t meet their aspirations.

In an era of mobile connectivity they are a call or a text away from potentially being swept up in the tide of people smuggling.

The answer cannot be for the UK to become the haven for all of them.

That is a call for open borders by the back door, a political argument masquerading as a humanitarian policy.

Those in favour of this approach should be honest about it and argue for it openly.

We reject it, as the British people have consistently rejected it at the ballot box – in favour of controlled immigration.

We simply cannot have a policy of saying anyone who wants to live here can do so.

We’ve got to be able to control who comes into this country and the terms on which they remain.

And we must do this in the spirit of our history of providing refuge.

And in that way we can more than play our part in offering sanctuary to thousands fleeing persecution.

But then of course other countries must play their part too.

And that is what I think is most exciting about the partnership we have agreed with Rwanda today because we believe it will become a new international standard in addressing the challenges of global migration and people smuggling.

So I am grateful for Rwanda’s leadership and partnership and we stand ready to work with other nations on similar agreements, as well as wider reforms to the international asylum framework.

As I say, we will continue to work with our French friends to tackle the gangs, we will continue to lead co-operation with crime and intelligence partners across Europe, we will continue to seek a returns agreement with the EU or with France.

But in the meantime, and for the foreseeable future, we need this new approach.

The people smugglers are undermining confidence in our borders.

They are betraying all those who do the right thing, who try to come here legally – through forms of migration or the safe and legal routes provided for refuge.

They are undermining the natural compassion and goodwill that people have towards refugees in this country.

And they are endangering human life day after day.

And though the way ahead will be hard, and though we can expect many challenges and many obstacles to be thrown up against this plan, I believe this plan is the right way forward, because the people smugglers must be stopped in order to save countless lives; and because tackling illegal migration is precisely the way to sustain a safe, legal and generous offer of sanctuary to those in need, that is in the very best traditions of this country and the values we stand for in the world.




InForm: News, views and updates from the GPA (April 2022)

WELCOME TO INFORM, APRIL 22

Alan Whitelaw, Property Director

Our mission in the GPA is to provide great places to work for civil servants. We do this by driving industry-leading deals, procuring the best-in-class suppliers, and hiring people that are inspired to deliver some of the most high-profile initiatives on the Government’s agenda. Through our quarterly newsletter, we hope to keep you InForm(ed) on a number of key pieces of work and priority activities we have underway.

Our role in delivering the Government’s property strategy covers the management of the Government’s office and warehouse portfolios, and the roll-out of the property elements of the Levelling Up agenda and Net Zero initiative.

We combine public sector know-how with commercial acumen and provide a service to central government departments through the management of an integrated and shared estate (currently 700,000 sq m) working with commercial partners to deliver property strategies, asset management, property technology, facilities management and security services.

Through the Government Hubs Programme, we are delivering modern, sustainable and digitally-connected workplaces that focus on supporting productivity and wellbeing in a hybrid-working world. Through the Workplace Services Transformation Programme, we are introducing regional, people-centred, data-driven facilities management contracts that will support civil servants across the United Kingdom.

In this issue:

                                                     

SOCIAL VALUE IN GOVERNMENT PROCUREMENT: The differentiating factor in bid evaluation

In today’s world, the achievement of Social Value outcomes is a key priority for the UK Government. The Government Commercial Function in particular has enabled wider public benefit as a central target of its approach to public procurement activities. As the Government’s delivery body for its office and warehouse portfolio, we intend to remain at the forefront of Social Value achievement. We are ensuring our work brings a Social Return on Investment to the Civil Service and all UK citizens.

The new requirement for mandatory evaluation of Social Value within procurement activities gives us an excellent opportunity to be at the forefront of Social Value creation. From January 2021 all commercial procurements should specifically evaluate Social Value within their award criteria when conducting competitive tenders, as per Procurement Policy Notice (PPN) 06/20. This PPN applies to all procurements covered by the Procurement Contracts Regulations 2015 and applies to all Central Government Departments, their Executive Agencies (including the GPA) and Non Departmental Public Bodies.

This policy is a significant step forward from the Social Value Act (2012) which set out that Social Value only had to be ‘considered’ during commercial activities. A minimum of 10% weighting should now be given to Social Value in each procurement, to give meaning to and allow Social Value to potentially be the differentiating factor in bid evaluation. We intend to go a step further in strategic procurements by applying a 15% weighting to Social Value where possible. This will undoubtedly further the public benefits gained from our procurement activities.

Given our planned growth in the construction and property sectors, there is huge scope and opportunity for Social Value creation across all disciplines and directorates. We are exploring the opportunity to potentially extend this requirement to all property transactions, such as leases.

When considering Social Value and how they might put themselves in the best position to achieve high marks , we recommend that suppliers familiarise themselves with the Government’s Social Value Model (SVM). The SVM is the foundation on which all government departments build their Social Value requirements and target outcomes. It is used to draft both Social Value evaluation questions for tender, and Social Value performance indicators for the life of the contract.

When drafting an answer to the Social Value question, suppliers will be asked to describe the commitment their organisation will make to ensure that opportunities under the contract deliver the chosen Policy Outcomes and Award Criterium from the Social Value Model. Having a good understanding of each policy outcome prior to tender will allow suppliers to ensure that they have plans in place, and the ability to make the strongest Social Value commitments.

Suppliers could also be asked to include:

  • A Method Statement stating how they will achieve this and how their commitment meets the Award Criteria
  • A timed project plan and process, including how they will implement their commitment and by when. Also, how they will monitor, measure and report on their commitments/the impact of their proposals
  • Details of how they will influence staff, suppliers, customers and communities through the delivery of the contract to support the Policy Outcome, e.g. engagement, co-design/creation, training and education, partnering/collaborating, volunteering.

We are planning to publish a Social Value Plan, which will highlight our key priorities for the year ahead and include details of our Social Value achievements so far.

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WORKPLACE SERVICES TRANSFORMATION PROGRAMME: Supply partner update

The Workplace Services Transformation Programme (WSTP) is a strategic investment programme for the GPA. This will help to build and run workplace services that evolve to respond to clients’ needs and our growing property portfolio. The Programme will promote productivity, drive delivery and space optimisation, and ultimately deliver savings.

The WSTP’s Supply Chain Project (SCP) will replace the existing set of inherited and tactical workplace services contracts with a consistent set of GPA-procured supply chain contracts. This will enhance our capability through the appointment of a strategic delivery partner – the Workplace Services Performance Partner.

We held a number of events with suppliers to share our approach as well as gather their feedback. We looked at three Crown Commercial Service (CCS) frameworks:

  • RM6168 Estate Management Services – for our Performance Partner
  • RM6089 Workplace Services (FM Marketplace Phase 2) – four our Security Contracts
  • RM3830 – Facilities Management Marketplace – for our Hard FM and Soft FM Contracts

Sessions were held over six months in three stages:

  • Stage 1: Market Engagement Sessions – to explore the Target Operating Model (TOM) for the Performance Partner Solution
  • Stage 2: Introductory Market Engagement – supply chain activity (excluding. Performance Partner)
  • Stage 3: Focused Market Engagement – all supply chain activity
  • Stages 3b & 3c: SFG20 Functional Model webinars with interested suppliers from the RM3830 and RM6089 frameworks

We are also planning two additional sessions:

  • Stages 3d Supply Market Update Event (proposed Spring 2022)
  • Stages 3e Supply Market Update Event (to be held if required)

COMPETITION PIPELINE

The indicative high-level timeline for the procurement competition pipeline of activity is:

Competition Tenders Issued
Competition 1 – Regional Supply Chain Performance Partner mid-June 2022
Competition 2 – Security Contract for (Technical Services) end-June 2022
Competition 3 – Regional Security Contract for (Security Services) end-June 2022
Competition 4 – Regional Hard FM & Soft FM Contracts (including Catering) Lot 1B mid-July 2022
Competition 5 – Regional Hard FM & Soft FM Contracts (including Catering) Lot 1C end-July 2022

NB: We are sharing these dates as a best endeavours basis and therefore these dates may be subject to change.

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ON TRACK TO AWARD NEW TFM CONTRACT AT TWO OF OUR GOVERNMENT HUBS

In December 2021, the Government Property Agency (GPA) successfully issued a tender using the CCS RM3830 framework Lot 1B. This opportunity is to deliver a Total Facilities Management (TFM) service at two of our upcoming Government Hubs – Peterborough and Darlington – as well as a recently transferred site in Manchester.

This contract will provide an interim TFM solution to these buildings whilst we continue planning our long-term Strategic Workplace Services Supply Chain Contract. We have taken lessons learnt from our previous contracts as well as feedback from the market to improve the specification, pricing and performance measures included in this opportunity.

Rachael James GPA’s commercial lead for the project said; “The commercial team and workplace services colleagues, with some great support from the Crown Commercial Service, have worked hard to deliver a solution at pace. The new contract will be critical in providing the GPA with additional TFM capacity to provide continuity and meeting customer needs.

We continue to improve how we attract and work with partners and suppliers to ensure we appeal to best in class service providers, which allows us to continue to deliver the most suitable solutions to our clients.”

Tenders have been received and evaluated. We are awaiting final approvals before proceeding to contract.

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PREPARING TO RELEASE ITT PROCUREMENT AS PART OF OUR WORKPLACE SERVICES TRANSFORMATION PROGRAMME

The Government Property Agency (GPA) is currently building the Workplace Services Transformation Programme (WSTP) Supply Chain Procurements in partnership with Commercial Crown Services (CCS). These new procurements will ensure we deliver a transformed, shared, sustainable and value for money government estate which supports civil servants to work productively in every nation and region of the UK.

We have inherited, and will continue to inherit, mixed commercial arrangements for service delivery as we expand our portfolio across the UK. These pre-existing arrangements include a range of ineffective and unsustainable contract periods, specifications and performance levels.

We are introducing a new set of disaggregated regional workplace service contracts covering: Customer Comfort and Safety (broadly replacing hard facilities management); Customer Support and Community (broadly replacing soft facilities management including catering and ICT services); and Customer Security and Response.

To facilitate this, we are building five procurements which include: Performance Partner (Integrator); Hard and Soft facilities management; Security Services; and Security Technical.

Progress to date has included the enhancement of existing specifications, three stages of market engagement, and multiple internal and external engagement sessions. All of this is working towards staggering the Procurements through June and July 2022.

We are keen to have input from key stakeholders as the end users of these future contracts, and will soon be reaching out to understand their appetite in taking part in the evaluation of these procurements.

Sam Welch, commercial lead, said; “We’re using lessons learned from inherited contracts, as well as feedback from suppliers, GPA clients and the wider market, together with guidance from the CCS to evolve how we procure and deliver services across the Government’s office portfolio.”

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GPA’S CAPITAL PROGRAMME PROGRESS CONTINUES

Our vision is a transformed, shared, sustainable and value for money government estate supporting civil servants to work productively in every nation and region of the UK.

Our strategic objectives are:

  • Supporting growth across the UK
  • Supporting Civil Service Reform
  • Contributing to Net Zero
  • Better value

We are delivering these strategic objectives through a number of inter-related programmes:

  • Government Hubs Programme
  • Whitehall Campus Programme
  • Smarter Working Programme
  • Lifecycle Replacement Programme
  • Net Zero Programme
  • Workplace Services Transformation Programme

Our Capital Projects team is recognised as the delivery partner for a number of our client government departments. We are also leading the Government Hubs and Whitehall Campus programmes. We have structured our team to provide a regionally-focused approach (North including Scotland and Northern Ireland; Central and South including Wales; and London). This ensures the continued delivery of our committed, large-scale and complex programme portfolio and projects. This provides a clear alignment with clients and colleagues and supports our regional and portfolio planning.

GOVERNMENT HUBS PROGRAMME

The Government Hubs Programme is more than just buildings. It is a catalyst for a more fundamental change leading to the modernisation of the Civil Service.

  • Support the Government’s strategic requirements to relocate 22,000 civil servants out of London and consolidate 37,000 FTE in the regions by 2030
  • Closure of c134 government buildings (c60 offices in central London, c74 regional offices)
  • Development of 16 office Hubs in the regions to accommodate the c 53,400 staff
  • Refurbishing 3 buildings 3-8, 22-26, and 55 Whitehall plus a partial restack of 100 Parliament Street and 1 Horse Guards Road
  • Achieve a shared vision of transforming central government’s ageing office estate, ensuring it is more efficient, digitally connected and will support modern ways of working

In addition, a number of our client-funded projects are significant in scale and greatly increase the scope of the built infrastructure programme we are delivering. For example, we provided advisory support to BEIS in its successful bid to retain the European Centre for Medium Range Weather Forecasting (ECMWF) in the UK, and to relocate it to the University of Reading campus. We are continuing to support BEIS with the development plans for this landmark Net Zero Carbon new facility. Find out more about the ECMWF relocation here.

In locations such as York and Manchester, the proposed Hubs will help to unlock a much larger urban regeneration opportunity on some of the largest redevelopment sites in the UK. In Darlington, we are delivering the Government’s North East Economic Campus that will provide accommodation for circa 1,600 staff from across six economic-facing government departments.

We will provide more detail on all of our projects in future editions, but as an introduction here are two examples of recent projects opened for business in 2021 and two major projects currently under construction.

Birmingham, 23 Stephenson Street 2021

By the Government Property Agency, in partnership with Atkins, AECOM and ISG

The redevelopment of disused retail space adjacent to Birmingham New Street station, providing 10,220 square metres of collaborative, smarter working space, over nine floors for up to 1,700 civil servants from more than 20 Government departments. The Birmingham Hub has been shortlisted in four categories in the Constructing Excellence West Midlands Awards:

  • Building Project of the Year
  • Conservation and Regeneration Award
  • Digital Award
  • Net Zero Award

A variety of working spaces are available to civil servants which they choose from depending on their needs.

External photo of the refurbished building at 23 Stephenson Street, Birmingham.

Wolverhampton, i9 building 2021

For the Department for Levelling Up, Housing and Communities (DLUHC) Northern HQ

By the Government Property Agency in partnership with Atkins Ltd

Fit-out of the i9 building to create the first ministerial department outside of London. It houses Ministers, senior civil servants and hundreds of staff in 12,000 sq ft on two floors. The i9 building is located at the heart of Wolverhampton’s new £150 million Interchange.

External photo of the new i9 building in Wolverhampton

Peterborough, Fletton Quays 2023

Bridehall Developments has completed the Base Build CAT A construction phase. We are now moving into the CAT B fit-out stage, which will be delivered by Overbury. The programme is on schedule to welcome clients from DEFRA and other Departments in January 2023.

Left: External photo of the building showing the completion of the CAT A construction phase.
Right: Exterior view showing the Attenuation pond and hard landscaping completed with close to 10,000 plants in place.

Left: The public-facing entrance.
Right: A typical floor at completion of the main construction works

Croydon, 2 Ruskin Square 2023

The Croydon Hub will provide the Home Office with modern collaborative space for over 5,000 civil servants, with the ground and first floors providing additional customer interaction areas. Construction by Lendlease on behalf of the developer Stanhope/Schroder, Croydon Gateway Ltd is on programme to deliver a Pioneer Project for the Better Buildings Partnership for Nabers UK/Design for Performance.

The building has achieved full height with all floors constructed, and the façade being installed at pace. Work has been completed on the RIBA stage 3 design for the client fit-out with tenders now under review. We remain on programme for client in-service date of September 2023.

Left: The North West corner of the building, with the tower crane and lifting platform. When the building is occupied this will form a dedicated entrance for the public.
Right top and bottom: Facade being installed.
Bottom middle: Looking out over the double-height staff entrance.

WHITEHALL CAMPUS PROGRAMME

The Whitehall Campus Programme will dispose of 67 offices (31 closed to date) and support the relocation of 22,000 roles out of London to the regions, 16,500 FTE by December 2025 and a further 5,500 FTE by December 2030. Of the offices retained in central London, they will be refurbished/reconfigured as required to deliver a Whitehall Campus, funded by the Capital Programme savings to transform the Government’s Central London Estate.

By March 2025 the Programme will have delivered the refurbishment of the following buildings:

* 3-8 Whitehall Place and 55 Whitehall

We have a pre-Construction Services Agreement in place to award the refurbishment contract to BW: Workplace Experts.

3-8 Whitehall Place built was in the 1950’s on the site of the original Scotland Yard. (Photo credit below)

55 Whitehall, London, (on the left) is an Edwardian building and carries a Grade II* listing. It has many significant internal heritage features which will be kept.

* 22-26 Whitehall

The programme has reached a key milestone with the completion of the design stage recognised as Royal Institute of British Architects (RIBA) Stage 2: Concept Design and the project has now progressed to Stage 3: Developed Design.

22-26 Whitehall, London, comprises three buildings; Ripley’s Building, built in 1726 and is Grade I listed; small elements of the OAB (Former Admiralty Offices) which is also Grade I listed and Kirkland House, which is unlisted. The building’s frontage to Whitehall is adjacent the Trafalgar Studios, formerly the site of the Whitehall Theatre built in 1930 to the designs of E.A. Stone. (Photo credit below)

Photo credits:

3-8 Whitehall: London 074 Dept of Energy 3 Whitehall Place by David Holt, licensed under Creative Commons Attribution-Share Alike 2.0 Generic
22-26 Whitehall: Admiralty Screen (411824276) by Steve Cadman, licensed under Creative Commons Attribution-Share Alike 2.0 Generic

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GPA’S OneEstate IS IMPROVING PRODUCTIVITY, FLEXIBILITY AND REPORTING

Our OneEstate initiative is a series of interoperable digital products that is allowing civil servants from our client departments to work flexibly, from any location and on the go. It is also improving the data we capture to make better informed decisions and provide more transparent reporting.

We have recognised limitations in some of our supplier contracts, which has made it difficult to support our clients to access some technologies for their own needs. We are currently in a strategic procurement process across our entire product range to improve this situation. Our intention is to have long-term partnerships with suppliers as we develop our regional Hubs and Whitehall Campus, as well as have contracts that are designed to allow our clients to leverage the same technology for their own needs.

Shared Network

Our shared network is now fully operational across three Hubs, and is being installed in two further properties over the next few months. This is enabling multiple departments to share a common network infrastructure in a single building.

GovWifi

GovWifi was confirmed as a live service in 2021. It is being rolled out across Government buildings as the standard for wifi connectivity. We have identified some buildings with limited performance and bandwidth, and are working with the Cabinet Office to improve the service in these locations. But overall, analysis is showing greater reliability.

GovWifi is the seamless connection to the wifi within a building. Once a user has registered with the service, GovWifi will continue to connect automatically as the default provider when in any GovWifi-enabled building.

GovPass

Our new GovPass – common access pass – solution was developed in collaboration with the Government Security Group. It is now installed in five properties, with more planned this financial year. This includes some of London’s most iconic properties.

GovPass is also being extended from the sole purpose of a common access pass to allow occupancy reporting. We expect to pilot GovPass for occupancy reporting from March. When enabled, it will allow clients to receive automated occupancy reports from their access control systems via the GPA.

GovPrint

GovPrint – the centralised networked printing service – is now installed in a small number of buildings and is reducing the number of printers required. We are working closely with HMRC to pilot GovPrint in its Hubs with an intention of a wider roll out.

Development of GovPrint 2 is underway with initial discussions with print solution suppliers. We hope to have this available in the next 12 months, building on the success of the first generation product.

Occupancy

The GPA is now monitoring level 1 occupancy across 23 properties. This means we are capturing the number of people in a specific building. The data is currently being collected from a combination of digital and manual processes. We have also completed a contract to deploy sensor based capabilities to 12 properties, and will continue to increase this over the next three years.

Audio Visual

Our audio visual standard has now been successfully installed in several Hubs. We’ve also improved equipment in meeting rooms to support collaborative working across the UK. And we are now looking to evolve this solution further to provide better services based on lessons learned from previous installations and the impact of Covid. We hope to publish this updated standard over the coming weeks.

Procurement

Our range of interoperable products is offering an exciting mix of benefits to our clients. And we continue to develop and evolve these products in collaboration with our partners, and based on client needs and industry trends.

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Find out more about the Government Property Agency here