The 5G arms race: the UK’s strategy to become a global leader in 5G technology

By Steven McGinty

On 8 March, the UK Government published their strategy for developing 5G – the next generation of wireless communication technologies.

Released on the same day as the Spring Budget, the strategy builds on the government’s Digital Strategy and Industrial Strategy, and sets out the government’s ambition to become a global leader in 5G.

Accelerating the deployment of 5G networks, maximising the productivity and efficiency benefits to the UK from 5G, creating new opportunities for UK businesses, and encouraging inward investment, are the strategy’s main objectives.

If the UK makes progress in these areas, the strategy argues, 5G infrastructure has the potential to become an enabler of smart city technologies, such as autonomous vehicles and advanced manufacturing, and to support the expansion of the Internet of Things – the interconnection of people, places, and everyday objects.

5G Innovation Network

Although the strategy highlights the enormous potential of 5G, it makes clear that 5G technologies are still in development, and that the majority of funding will need to come from the private sector.

To support the growth of a commercial market, the strategy explains, a new 5G trials and testbed programme will be introduced – through a national 5G Innovation Network – to coordinate the development of 5G services and applications. This programme will help government and private sector partners understand the economics of deploying 5G networks, ensuring that technologies can he delivered in a cost-effective way, and enabling best practice to be captured and knowledge disseminated.

The government is investing an initial £16m into the programme (involving partners such as UK Research and Innovation and the Government Digital Service), and has targeted a trial of end-to-end 5G (high speed connectivity without the need for intermediary services) by 2018. In February, Ericsson announced that they had a successful end-to-end 5G trial in Sweden, alongside partners SK Telecom Korea.

Improving regulations

To support the development of 5G, the strategy suggests that there may need to be regulatory changes, particularly in the planning system. As such, the government has committed to reviewing current regulations before the end of 2017, and then to conduct regular reviews, as partners learn more from their 5G trials.

Local connectivity plans

The strategy highlights the important role local regions play in the deployment of mobile technologies, and explains that the government will be consulting with councils on how planning policies can be used to provide high quality digital infrastructure.

However, it also suggests that there may be a case for introducing ‘local connectivity plans’, which would outline how local areas intend to meet their digital connectivity needs. Interestingly, the strategy highlights that evidence, such as local plans, may be taken into account when the government is making funding decisions for local infrastructure projects.

Coverage and capacity, infrastructure sharing, and spectrum

The strategy accepts that the move towards 5G won’t be as straightforward as the move from 3G to 4G. Instead, 5G technology will be developed alongside the expansion of the 4G network.

In addition, the government has accepted the recommendations of the National Infrastructure Commission (NIC)’s ‘Connected Future’ report, which states that unnecessary barriers to infrastructure sharing between telecommunications companies must be tackled. The strategy states that it will explore options for providing a clearer and more robust framework for sharing.

Increasing the available radio spectrum was also highlighted as key to developing 5G technology. The strategy notes that the government will work with Ofcom to review the spectrum licensing regime to help facilitate the development of 4G and 5G networks.

5G strategy’s reception

Natalie Trainor, technology projects expert at law firm Pinsent Masons, has welcomed the new 5G strategy, explaining that:

“…technology and major infrastructure projects will become much more interlinked in future and that the plans outlined can help the UK take forward the opportunities this will present.”

In particular, Ms Trainor sees the establishment of the Digital Infrastructure Officials Group – which will bring together senior staff from across departments – as a way of providing greater awareness and co-ordination of major public projects that involve digital infrastructure. Ms Trainor also hopes that the new group will encourage the Department for Transport and the Department for Culture, Media & Sport (DCMS) to work with industry to develop digital connectivity on the UK’s road and rail networks.

Professor Will Stewart, Vice President of the Institution of Engineering and Technology, similarly welcomes the new strategy but highlights that the funding announced will ‘not come anywhere close’ to the investment required to deliver 5G across the UK. In addition, he also makes it clear that coverage and regulatory change will be vital, stating that:

The biggest challenge for government will be improving coverage for all, as 5G cannot transform what it doesn’t cover. And achieving universal coverage for the UK, outside high-capacity urban areas, will not be affordable or achievable without regulatory change.”

Former Ofcom director and author of The 5G Myth, Professor William Webb, has also applauded the government’s plans, even though he is an outspoken critic of the 5G industry. For Professor Webb, the strategy recognises that we are in the early stages of 5G technology, and that there is still a need to develop 4G networks.

Final thoughts

5G technology provides the UK with the opportunity to become a genuinely smart society. Yet, as the strategy acknowledges, 5G is still in its infancy and the idea of a 5G network across the UK is a long way down the road.

The new 5G strategy includes a number of positive steps, such as listening to the recommendations of the NIC report, and exploring the realities of deploying 5G networks. This cautious approach is unlikely to show any significant progress in the short term, but does provide a focal point for academia, government, and industry to rally around.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other smart city articles.

Helping people with dementia to live well through good urban design

Earlier this year, the Royal Town Planning Institute (RTPI) published their first practice note on how good planning can play a stronger role in the creation of better environments for people living with dementia.

It summarises good practice guidance from Oxford Brookes University, the Alzheimer’s Society and the Scottish Government, among others.

Living with dementia

According to the Alzheimer’s Society, there are currently around 850,000 people living with some form of dementia in the UK.  Although the risk of developing dementia increases with age, it is not just a disease of the elderly.  There are currently around 40,000 people with dementia in the UK under the age of 65.

The vast majority of cases of dementia cannot be cured. However, there is a lot that can be done to enable someone with dementia to live well with the condition. Many people with dementia can continue lead active, healthy lives for years after diagnosis.  Even most elderly people with mild to moderate dementia can continue to live in their own homes.

The importance of good urban design

Evidence has shown that well-planned, enabling environments can have a substantial impact on the quality of life of someone living with dementia and their ability to retain their independence for longer.

For example, being within easy walking distance of shops and other local amenities can help people with dementia to remain physically active and encourages social interaction.

Having access to green space and nature also has particular benefits, including better mood, memory and communication and improved concentration.

Key characteristics of a dementia-friendly environment

Drawing on the principles set out in ‘Neighbourhoods for Life’, the RTPI advises that urban environments should be:

  • Familiar – functions of places and buildings made obvious, any changes are small scale and incremental;
  • Legible – a hierarchy of street types, which are short and fairly narrow. Clear signage;
  • Distinctive – including a variety of landmarks and a variety of practical features, e.g. trees and street furniture;
  • Accessible – access to amenities such as shops, doctor’s, post offices and banks within easy, safe and comfortable walking distances (5-10 minutes). Obvious, easy to use entrances that conform to disabled access regulations;
  • Comfortable – open space is well defined with public toilets, seating, shelter and good lighting. Background and traffic noise minimised through planting and fencing. Minimal street clutter;
  • Safe – wide, flat and non-slip footpaths, avoid creating dark shadows or bright glare.

Dementia-friendly communities

In addition to specific guidance on how to improve the urban environment, the RTPI practice note also highlights the crucial role of planners in the creation of ‘Dementia Friendly Communities’.

This is a recognition process, which publicly acknowledges communities for their work towards becoming dementia friendly.  It aims to involve the entire community, from local authorities and health boards to local shops, in the creation of communities that support the needs of people with dementia.

There are 10 key areas of focus.  Those particularly relevant to planning include:

  • shaping communities around the needs and aspirations of people with dementia;
  • the provision of accessible community activities;
  • supporting people to live in their own home for longer;
  • the provision of consistent and reliable transport options; and
  • ensuring the physical environment is accessible and easy to navigate.

There are currently over 200 communities across the UK working towards recognition as dementia-friendly.  Dementia Friendly East Lothian and the Dementia Friendly Kirriemuir Project are two such examples.

Local government policy

By 2025, it is estimated that the number of people diagnosed with dementia will rise to over one million.  Significant under diagnosis means that the number of people who experience dementia may be even higher.

However, the RTPI report that at present few local authorities have made explicit reference to dementia in their adopted local plans.

Worcestershire County Council and Plymouth City Council are notable exceptions:

  • Plymouth have set out their ambition to become a ‘dementia friendly city’ in its current local plan; and
  • Worcestershire are currently developing a draft Planning for Health Supplementary Planning Document that covers age-friendly environments and dementia.

A beneficial environment for all

While these are important first steps towards the greater recognition of the role of planning in supporting people with dementia, it is imperative that planning explicitly for dementia becomes the rule, rather than the exception.

Not only will this benefit people with dementia and reduce healthcare costs, it may also benefit the wider community, including young families, people with disabilities, and older people.

As the RTPI rightly state, “environments that are easy for people to access, understand, use and enjoy are beneficial to everyone, not just older people with dementia.”


An Englishman’s home is his rabbit hutch? Implications of the national space standard for the building control profession

When the coalition government launched a fundamental review of England’s building regulations in 2012, it was called “the biggest change in housing standards in a generation.”  One of the review’s major outcomes was a standard that prescribes space sizes for all new-build homes, bringing the rest of England into line with London, which has had its own space standard since 2011. But a year on from its introduction, the national space standard has been branded too complex to implement and too easy to evade.

Looking back on housing space standards

Housing space specifications are not a new idea. There were prescribed floor space minimums in England’s public housing between 1967 and 1980. These were based on the recommendations of the Parker Morris Committee of 1961, which linked space to the utility of homes, rather than to expected occupancy levels (a benchmark that’s still applicable in Scotland). This standard was sidelined in the 1980s, and the focus shifted to housing delivery.

The new national standard

The government’s 2012 Housing Standards Review aimed to reduce the cost and complexity of building new homes by streamlining the large number of codes, regulations and technical housing standards applied to new housing through the planning system.

Most of the outcomes from the review (such as those affecting security, energy and accessibility) required changes to the building regulations. But when it came to the national space standard, the government decided there was no case for statutory regulation. Instead, the standard is optional for local authorities to adopt, subject to local plan viability testing and approval by the planning inspectorate.

The national space standard, which came into effect in October 2015, includes requirements such as:

  • A new three bed, five person home should be a minimum of 93m²
  • a one bed, one person flat should be a minimum of 37m²
  • Two-bedroom homes should have at least one double bedroom
  • A double bedroom should have minimum floor area of 11.5m²

House builders strongly disagreed with the changes, claiming the standard would reduce the number of new homes being built and increase costs. But the space standard won vociferous support from the Royal Institute of British Architects (RIBA), who went on to argue that it didn’t go far enough:

“Local authorities should be able to set space standards in order to improve new build homes in their communities. However….the most effective solution would be for a national space standard to be applied through building regulations so that it applies to all homes, in every location and type of housing.”

England’s shrinking spaces

England has the smallest homes by floor space area of any EU country. In 2013, the average size of a home was 93.6m², compared to 115.5 square metres in the Netherlands and 137 square metres in Denmark.

The contrast has given rise to new family homes in England being described as “rabbit hutches” because they are not big enough to comfortably meet the needs of residents. Smaller rooms have implications for wellbeing and quality of life, creating problems for storage, preparing food and entertaining visitors. More fundamentally, smaller living spaces can have impacts on mental health and family relationships.

Fighting for space

Shortly after the introduction of the national space standard, in October 2015, RIBA claimed that administration costs, red tape and potential challenges from developers on site-specific viability grounds, made it unlikely that the standard would have any meaningful impact:

“All of these bureaucratic processes place an excessive and unnecessary burden on local authorities to justify something which the government has already recognised is sensible and fair.”

Again, RIBA called for the space standard to be included in the building regulations, and again house builders voiced their opposition. Stewart Basely of the Home Builders Federation claimed buyers were content with the size of new builds, and warned that mandatory space standards could make the housing shortage worse:

 “Imposing space standards and so restricting what builders can build takes away choice from home buyers. This would not only prevent more people from buying their own home but also exacerbate the acute shortage of housing that we have experienced over several decades.”

Space: a place for building control?

On the face of it, the national space standard is not an issue concerning building control, whose focus is on enforcing the national building regulations.  But government guidance on the internal space standard has indicated that building control surveyors may have a role to play in the approvals process:

“Building control bodies may choose to provide checking of the space standard in development proposals as an additional service alongside carrying out their building control function. In these circumstances, local planning authorities may wish to avoid further additional checking of plans with regard to space standards.”

And the national standard could yet be included in the building regulations. In a House of Lords debate on the Housing and Planning Bill in May 2016, Labour peer Lord Beecham, put forward an amendment to make the standards mandatory. His intervention followed the Labour Party’s Lyons Housing Review, which recommended that space standards should be applied nationally, but suggested that more work was needed to consider exemptions in certain markets.

Later in 2016, the government launched a review into how the space standards are operating in practice. The findings of the review will be published in the spring, and it will be interesting to see the effects of the standard, and whether RIBA’s argument for mandatory implementation has taken hold.

Building control surveyors may have their hands full, not least because of changes to the building regulations resulting from the Housing Standards Review. But it’s not out of the question that the national space standard could yet become part of their workload.

Government Transformation Strategy 2017 to 2020: has it been worth the wait?

Whitehall, London

By Steven McGinty

On 9 Feb 2017, and after over a year of delays, the UK Government finally published the Government Transformation Strategy 2017 to 2020.

It’s been a long time since the Government Digital Strategy was published in 2012. Therefore, it’s understandable that politicians, industry leaders and media commentators have been frustrated by the lack of a new strategy in 2016.

In January 2017, Iain Wright MP, chairman of the Business, Energy and Industrial Strategy Committee (BEIS) warned that the UK risked being left behind and losing its competitive advantage in the digital economy because of its ‘absence of clarity and strategic focus’.

Similarly, Stephen Metcalfe, chairman of the Science and Technology Committee, wrote a letter to digital minister Matt Hancock highlighting his disappointment at the lack of a government digital strategy.

However, now that the Government Transformation Strategy is here, what does it say and will it have a lasting impact?

A brief overview

According to Ben Gummer, Minister for the Cabinet Office and Paymaster General, the Government Transformation Strategy is:

“The most ambitious programme of change of any government anywhere in the world, by a government that has already done more to transform itself than any other.”

It sets out the government’s aim to build on the success of the 2012 strategy, and to not only focus on improving the citizen experience but to change the way services are delivered. The strategy states that the government will achieve this by transforming:

  • Whole citizen-facing services – ensuring an improved experience for citizens, businesses and users within the public sector
  • Full government departments – enabling organisations to deliver policy objectives more flexibly, improving citizen experience, and working more efficiently
  • Internal government – supporting the collaboration of government departments and delivering digitally-enabled change more effectively

However, the majority of the strategy is structured around five main objectives:

Business transformation

Government departments have made significant progress over recent years.  The strategy explains that lessons have been learned through this service transformation process, and that there is now cross-government agreement on the key areas that transformation must focus on. These include bringing policy development and service design closer together and recognising that government services are delivered through a variety of channels (online, telephone and face-to-face).

Grow the right people, skills and culture

Since 2012, government departments have been recruiting digital, data and technology specialists to improve their digital capability. However, the strategy accepts that the public sector is working in a competitive market and that recruiting and retaining staff is likely to remain a challenge. Embedding a new culture is also identified as an important enabler of change, with several goals highlighted, including increasing civil servants’ knowledge of digital and improving digital experts’ understanding of government.

The Digital Academy, which was formed in 2014 by the Department for Work and Pensions (DWP), will be transferred (by the end of 2017) to the Government Digital Service (GDS) to create nationwide training opportunities for civil servants.

Build better tools, processes and governance for civil servants

Civil servants vary widely in how they work, including the digital technologies they use and their approach to policy development. The new strategy explains that the government will create a better working environment by developing common and interoperable technologies that can be shared across government and adopt a more agile working environment.

Make better use of data

Data is vital for providing services that meet the needs of citizens. However, the strategy emphasises that the government must earn the public’s trust in managing data safely, securely, and ethically.

Create shared platforms, components and reusable business capabilities

The government has already had some success in introducing shared platforms, such as GOV.UK – a publishing platform which brought together over 300 government agencies’ and arm’s length bodies’ websites within 15 months. The strategy outlines the steps to be taken to encourage the development of new technologies, including leaving large single contracts with IT firms – a practice which is deemed a barrier to providing better technologies for civil servants – and purchasing from a wider variety of suppliers, such as SMEs.

From digital to transformation

It’s important to note that the strategy’s title has changed: from a digital strategy to a transformation strategy.

Jane Roberts, strategy director at Kable, suggests that this reflects the government’s realisation that digitisation is not a process with a defined end date, but a ‘constant dynamic ongoing process.’ Government, says Roberts, now understands that digitisation involves more than just moving services online, and that whole scale change is needed, from encouraging civil servants to work more collaboratively (including sharing cross-governmental data), to digitising back office processes.

In addition, Roberts also highlights the need for digital services to be designed to cope with this dynamic process. This includes supporting the integration of new technologies – particularly those related to the Internet of Things (the use of internet technology to connect everyday items) – and responding to increased citizen demand for greater control over their personal data.

What does it mean for local government?

The Government Transformation Strategy makes no comment on the challenges facing local government. However, London Borough of Camden councillor, Theo Blackwell, suggests that the strategy leaves scope for a ‘digital settlement’ to be developed between central and local government. He observes that the strategy:

leaves the door open for this discussion to be starting and concluded in short order, kickstarted by elected mayors and combined authorities in May 2017, and building on the groundwork of the last two years”.

Mr Blackwell also sets out what needs to be done to achieve this digital settlement:

  • Support the ‘coalition of the willing’, as well as improvement – encouraging local councils who have already made progress with digital transformation to work together, as well as helping struggling councils to improve;
  • Open platforms and a new market for start-ups – enabling the development of platforms and smaller start-up companies;
  • Shared Resource – developing partnerships between local councils and central government, which fund digital initiatives jointly.

Missed opportunity

The strategy has also received a significant amount of criticism for its lack of detail and limited commitments. Independent digital analyst, Jos Creese, has described the strategy as:

“…a mix of re-packaged principles and refreshed ‘transformational government’ themes, coupled with some new but not revolutionary ideas.

Creese argues that there is a general lack of pace with government programmes, such as with GOV.UK Verify – an identity assurance platform that allows people to prove who they are when using government services. And – unlike Theo Blackwell – Creese believes that the lack of collaboration between central government and the wider public sector is a missed opportunity (particularly as 80% of public services are outside central government). In his view, the strategy should have addressed some of the fundamental challenges facing local services, such as healthcare and crime prevention.

Final thoughts

Although the Government Transformation Strategy has received a mixed response since it was first published, there are certainly positives which provide hope for the future. Firstly, it was important that the strategy was finally published to provide a clearer indication of the government’s future direction.  Secondly, in the coming months, the government will have the opportunity to provide greater clarity, and set out how they intend to achieve the praiseworthy objectives of the strategy and realise the full potential of digital transformation.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other digital articles

Reimagining travel: how can data technologies create better journeys?

Light-streamed highways heading towards the city

By Steven McGinty

From steam trains to electric trains, bicycles to Segways, the transport sector is constantly innovating. Although much of the excitement revolves around high profile developments in self-driving vehicles and private space travel, there are many up-and-coming technologies that could make a great deal of difference to both transport professionals and the average traveller.

The driving force behind these innovations is data.  By gathering, analysing, processing and disseminating travel information, we can make better use of the transport infrastructure we have around us. Developing new technologies and business models that use transport data in innovative ways will be key to improving journeys and creating real benefits.

Managed Service Providers (MSPs)

Many companies – such as Masabi and Whim – currently offer ‘mobility-as-a-service’ apps that allow travellers to compare journeys on different modes of transport. Travel agents purchase tickets in bulk and monitor real time travel data from airports and other transport operators. And travellers can use ‘digital wallet’ services such as Google Wallet to store their tickets in their smartphones. However, these services can be complex to navigate, and don’t always offer travellers the option to update or change their tickets in real time. The MSP concept involves utilising the transport infrastructure that’s currently in place, but also providing travellers with the flexibility to change their planned journey if conditions change e.g. cancellation of a service.

There is also the potential for ‘insured travel’, where MSPs could guarantee that a traveller reaches their destination by a specific time. This, according to professional services firm KPMG, would be more complex, as it would require using big data analytics to estimate the risk of delay and pricing the journey accordingly. In Holland, travellers are already able to purchase insurance along with their railway ticket to Schiphol Airport. If a train is delayed – resulting in a traveller missing their flight – the rail operator will book them onto the next available flight.

Data and traffic management

The development of ‘connected cars’, which transmit real time location data, and greater coordination between smartphone and satnav providers, will mean that transport professionals will increasingly have access to a wide variety of travel information. As a result, a more ‘holistic approach’ can be taken to traffic management. For instance, public sector road managers could group drivers by certain routes, in order to avoid or worsen traffic congestion problems.

Cloud Amber is one of the most innovative companies working in this area. For example, their Icarus passenger information and fleet management solutions enable professionals to view real time locations of all vehicles within their fleet, integrate traffic congestion into predicting vehicle arrival times, and create reports replaying vehicle journeys.

Flexible resourcing at airport security

Gatwick Airport has been involved in trials which monitor data and gather intelligence on the traffic conditions which may affect passenger arrivals. KPMG have suggested that combining data on current travel conditions with historic data could lead to airports becoming better at predicting the demand at the arrival gates. Having this knowledge would support airports in providing appropriate staffing levels at arrival gates, which means fewer queues, and a better experience for travellers.

Public / private collaboration

Sir Nic Cary, head of digital transformation at the Department for Transport (DfT), has highlighted the need for the public sector to embrace new ways of working or ‘risk being led by Californian-based software companies.’

In his keynote speech at a recent infrastructure conference, he explained that the public sector needs to get more involved in digital transformation and to have a greater focus on user needs and working collaboratively.

As a good example of this, Cornwall Council recently engaged Idox’s digital agency Reading Room to look at how digital services could encourage existing car drivers to use public transport in a sustainable way. There was a particular interest in engaging with 18-25 year olds.

Cornwall is a county where over 78% of all journeys are taken by car – with only 1% of journeys taken by bus and 3% by train. Following Government Digital Services (GDS) guidelines, Reading Room embarked on a series of activities to understand how public transport is perceived by Cornish citizens.

The user research explored barriers discouraging them from using public transport; online/digital tools they may use already to plan journeys; and their experience of public transport. Reading Room also reviewed and made recommendations to the council around the brand proposition for public transport. The user insights are now being taken forward by the council.

Security implications

There is, however, a risk in integrating data technologies into transport systems. For instance, smart ticketing, traffic lights, signage, and automated bus stops, are just some of the technologies which present potential opportunities for malicious hackers, or those looking to commit acts of terrorism.

Last year, San Francisco transport systems suffered a cyber-attack, where hackers demanded the city’s transportation agency pay 100 Bitcoin (about $70,000). The incident had no impact on the transport system, but over 2,000 machines were hacked. As a precaution, the agency shut down the city’s ticketing machines, which led to customers being able to travel for free.

Final thoughts

Improving how people get from A to B is one of the key challenges for cities. If data technologies can play even a small role in creating better experiences for travellers – by providing more reliable and flexible journeys – then the transport sector and the public sector should look to invest and create partnerships which encourage innovation.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other smart city articles. 

Can they fix it? Reactions to the white paper on housing

By James Carson

After a delay of several months, the government’s housing white paper was finally published last week.  Its title – “Fixing our broken housing market” – makes clear that England’s housing market requires radical reform. The communities secretary, Sajid Javid underlined this when presenting the paper to MPs:

“We have to build more, of the right homes in the right places, and we have to start right now.”

The key proposals

The white paper contains 29 policy proposals. These include:

  • developers will be forced to use-or-lose planning permission within two years
  • local authorities will be required to keep an up-to-date local plan to meet housing demand
  • an expanded and more flexible affordable homes programme, for housing associations and local authorities
  • developers will be encouraged to avoid “low-density” housing where land availability is short
  • the time allowed between planning permission and the start of building will be reduced from three to two years
  • incentives for build to let
  • the Green Belt will continue to be protected, and may only be built on “in exceptional circumstances”

In addition, the paper proposes the establishment of a £3bn fund to help smaller building firms challenge major developers, and a “lifetime ISA” to help first-time buyers save for a deposit. The white paper also confirmed government plans to ban letting agency fees for tenants.

The paper proposes placing a cap of £80,000 (£90,000 in London) on starter homes (new-build homes for first-time buyers between 23 and 40 years old and sold at least 20% below market value). And it signals that 10% of all new homes should be starter homes (the current requirement is 20%).

Reaction to the proposals: the politicians

The communities secretary described the white paper’s proposals as “bold” and “radical”, but some responses have suggested that the new strategy will fail to meet the challenge of England’s housing crisis.

Describing the plans as “feeble beyond belief”, Labour’s shadow housing minister, John Healey observed: “This white paper is not a plan to fix the housing crisis. And it will do nothing to reverse seven years of failure on housing we’ve seen since 2010. There are 200,000 fewer home-owners, homelessness has doubled, and affordable house-building has slumped to a 24-year low.”

The Green Party’s co-leader Jonathan Bartley said the policies were a “slap in the face for the millions of people in this country desperate for bold plans to reduce rents and make their housing affordable”.

On build to rent, Tom Copley, Labour’s London Assembly housing spokesperson welcomed the shift in focus from home ownership, but was concerned about the scope of the proposals:  “…whilst the promise of longer tenancies is welcome, its bearing will be miniscule unless it is extended to existing rental properties, where the vast majority of renters actually live.”

Reaction: architects, housing bodies and builders

Simon Henley, of architects Halebrown, welcomed the paper’s proposals to help smaller building firms challenge major developers – “More and smaller housebuilders will bring variety and inspiration.”  But he added that “reasonably priced land is vital to the equation for great homes.”

Alex Ely of the Mae architecture practice was disappointed with the continuing restrictions on building on the Green Belt, observing that “We know that just a 1km ring of Green Belt from inside the M25 would yield enough land for a generation of building at current rates.”

Terrie Alafat, chief executive of the Chartered Institute of Housing said the package of measures demonstrates a commitment to tackle the housing crisis. “However our concern is that much housing remains out of reach for a significant number of people and we would like to see the government back up the package of measures with additional funding and resource in the budget.”

Stewart Baseley, executive chairman of the Home Builders Federation welcomed plans to bring forward more developable land: “If we are to build more homes, we need more land coming through the system more quickly.”

Reaction: homeowners and renters

Dan Wilson Craw, director of Generation Rent argued that the white paper failed to offer renters anything of substance. “Renters on stagnant wages need homes that cost no more than a third of their income, not ones let at 80% of the market rent, with a sticker that says ‘affordable’.”

Meanwhile, Paula Higgins, chief executive of HomeOwners Alliance, called for more action and fewer words. “It’s difficult to see how these measures will enable the government to meet its target of one million new homes by 2020.”

Reaction: the LGA and Shelter

Speaking for the Local Government Association (LGA), housing spokesman Councillor Martin Tett noted that the white paper contains signs that the government is listening to councils on how to boost housing supply and increase affordability. But he called for more support to enable local authorities to tackle the housing shortage: “…councils desperately need the powers and access to funding to resume their historic role as a major builder of affordable homes. This means being able to borrow to invest in housing and to keep 100 per cent of the receipts from properties sold through Right to Buy to replace homes and reinvest in building more of the genuine affordable homes our communities desperately need.”

Writing on the organisation’s blog, Shelter’s Steve Akehurst described the white paper as a step, rather than a leap in the right direction:

“Overall, the shift in emphasis – towards tackling big developers and dysfunctions in the land market, towards making renting more stable, and delivering more affordable homes – is really welcome, and there are some good first steps to making them a reality. In reality more will be needed to deliver upon these lofty ambitions in full… But today is a good start.”

The next steps

The government is consulting on the planning proposals set out in the first two chapters of the white paper, with a closing date of 2 May 2017. After considering the responses, the government will decide on how to take its strategy forward.

As the paper concludes, millions of people who can’t afford to buy or rent already know that the housing market is broken. Fixing it will be a job not only for the government, but for local authorities, developers, housing associations and local communities.

Time will tell whether the proposals set out in the white paper are radical enough to help the homeowners and tenants of tomorrow.


You may also find these blog posts on housing of interest:

More, better, faster: the potential of service design to transform public services

Découverte

For government at all levels – national, regional and local – the year ahead promises even greater challenges.  The need to provide more, better and faster services, using fewer resources, while responding to unprecedented levels of technological, demographic, and social change is greater than ever.

Increasingly, public sector organisations are taking an interest in the concept of service design as a means of responding to these challenges and developing better public services.

In this blog post, we provide an overview of service design and consider how it can contribute to public service innovation.

What is ‘service design’? 

Initially a private sector concept, ‘service design’ is an innovative approach that has successfully been applied to the public sector in order to ‘do more with less’.

The Service Design Network defines it as:

“the activity of planning and organising people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers”

Some of service design’s key principles include:

  • the creation of services that are useful, useable, desirable, efficient, and effective;
  • the use of a human-centred approach that focuses on customer experience and the quality of the service encounter;
  •  the use of a holistic approach that considers in an integrated way strategic, system, process, and ‘touch-point’ (customer interaction) design decisions;
  • an implicit assumption of co-crafting services with users (e.g. co-production).

Approaching service design in this manner has a number of advantages, including improved knowledge of user requirements, lower development costs, improved service experience, and improved user satisfaction.

Indeed, in 2012, the UK Design Council has estimated that for every £1 invested in the design of innovative services, their public sector clients have achieved more than £26 of social return.

Service design in the public sector

How should service design be applied within the public sector?

A report by the Service Design Network, drawing on research by public service designers around the world, identified five areas of the public sector that are particularly relevant for service design:

  • policy making
  • cultural and organisational change
  • training and capacity building
  • citizen engagement
  • digitisation

The report presents a number of examples of the successful application of service design in the public sector.  Two such examples are highlighted below.

Case study: Transforming mental health services in Lambeth

The London borough of Lambeth was under pressure to cut mental health budgets by more than 20%, at the same time as experiencing double the average rate of prevalence of mental health issues in England. In response, it employed a service design approach to transform its model of care for people suffering mental health problems.

The transformation was achieved over several years. Lambeth incorporated the use of service design by introducing a social networking site called Connect&Do, employing in-house service designers and prototyping new services through a multi-agency hub for community-based wellbeing.

These have all contributed to making Lambeth an award-winning pioneer in participation and innovative, collaborative commissioning.

Case study: Transforming services for vulnerable people in Brent

Brent Council worked with a design partner to support the review of three areas: employment support and welfare reform; housing for vulnerable people; and regeneration.

The council also wanted to strengthen its internal capacity by developing an innovation hub and training a cohort of managers and officers in service design methods.

Three reviews were conducted in parallel by a multidisciplinary team of designers, researchers and managers. They conducted extensive research, including ethnographic interviews, observations, focus groups, pop-up community events, expert interviews, data analysis and visualisation. At key points, the teams came together to share insights and critique each other’s work as they progressed from research into idea-generation and prototyping.

The new innovation hub aimed to build staff capability, hold idea-generation events and provide an accepting environment for rule-breaking experimentation. It also included leadership development for innovation through specialist guidance of the senior management team.

Thinking outside the box

Service design encourages people to get alternative perspectives and develop creative solutions that go beyond their usual comfort zones. By doing so, it has the potential to positively transform public sector service delivery and improve efficiency. In effect, service design is all about viewing things from a different angle, which – as Albert Einstein observed – can often open up new possibilities:

“The significant problems we have cannot be solved at the same level of thinking with which we created them”


If you found this article interesting, you may also like to read our previous blog on service design.

Follow us on Twitter to see what developments in public and social policy are interesting our research team. 

Is it time to start building on the Green Belt?

stump-351471_1920

The tree which moves some to tears of joy is in the eyes of others only a green thing that stands in the way.”
William Blake, 1799

The forthcoming Housing White Paper from the Department for Communities and Local Government is expected to tackle the thorny issue of the Green Belt. Initially due for publication at the end of 2016, the paper has now been delayed twice, heightening speculation about its contents.

The Telegraph has suggested that councils are likely to be encouraged to make greater use of the controversial policy of ‘green belt swaps’. Green Belt swaps allow councils to remove protections on one part of green belt in return for creating a new area of protected land elsewhere.  This may enable councils to better meet demand for housing.  Current planning legislation for Green Belt swaps already exists, but often fails to work in practice. Proposals are often rejected at the planning stage due to the newly identified land failing to meet Green Belt definitions. The Times indicates that the White Paper may contain a more aggressive approach towards the use of the Green Belt for housing.

Potential benefits

There is no denying the need for more housing.  In general, experts agree that a minimum of 200,000 new homes will be needed each year in order to keep up with demand.

Recent government statistics on Green Belt in England in 2015/16 estimated that it covered around 13% of the land area of England. It has been argued that development on just 1% of reclassified Green Belt would allow for almost half a million new homes to be built. However, building upon the Green Belt provokes much passionate debate.

Proponents of green belt flexibility argue that:

Paul Cheshire, Professor Emeritus of Economic Geography, LSE, argues that many opponents of building on the Green Belt hold a romanticised image of the nature of the land, which is not truly representative of the majority of Green Belt land.

“Of course parts of the Green Belts are real environmental and amenity treasures, such as the beautiful bits of rolling Hertfordshire, the Chilterns or the North Downs. Or rather, the beautiful bits to which there is public access. Such areas really need to be preserved against development. But almost all Green Belt land is privately owned, so the only access is if there are viable public rights of way.”

He goes on to suggest selective building on the least attractive parts of Green Belts, which are close to cities where people want to live.

A similar sentiment is found in the recent LSE report ‘A 21st Century Metropolitan Green Belt’. Dr Alan Mace, Assistant Professor of Urban Planning Studies at LSE (one of the authors of the report) concludes that:

“People often look at the Green Belt and say, ‘who would want to lose this?’ but often they’re looking at land that is protected in other ways, such as Metropolitan Parks or Areas of Outstanding Natural Beauty, and this would not change. Some parts of the Green Belt are neither aesthetically pleasing nor environmentally valuable and these are the areas that should be looked at for potential development.”

Potential limitations

However, Green Belt swaps are not without potential problems.  For example, Shelter has cautioned that Green Belt flexibility “could create a mini industry in speculative land trading in Green Belt areas, making cheap land release much harder as landowners hold out for high prices”.

There is also much opposition to building on the Green Belt among the general public and environmental groups. Paul Miner, planning campaign manager at CPRE, is concerned that the Green Belt is being chipped away, arguing that, among its benefits, the Green Belt:

“…continues to provide impetus for urban regeneration, and makes environmental and economic sense in protecting the breathing space around our towns and cities.”

Perhaps Rowan Moore, writing in the Guardian, neatly describes the desire of many to protect the Green Belt when he states “The fact that it is named in the singular, although there are many green belts, indicates its status as an idea, even an ideal, as well as a place. It is part of English, if not British, national identity, protected by the shade of William Blake”.

Future policy

The government has remained tight-lipped on the contents of the White Paper, but if they do choose to include Green Belt swaps as a key feature of the paper, they will face an uphill battle in tackling public perception and reassuring environmental and conservation groups.

Reconciling these differences of opinion will not be easy.  Ensuring that there is no overall loss in the total land area and overall quality of the Green Belt will no doubt be a key step towards addressing this.


Follow us on Twitter to keep up to date with the latest news on the publication of the Housing White Paper and other planning policy developments.

From data to intelligence and improvement – what cutting edge councils are doing in the UK

Group of workers having a meeting

By Steven McGinty

Data has the potential to revolutionise the delivery of local services. Just like the private sector – where organisations such as Amazon and Facebook have leveraged user data – local councils have the opportunity to reap significant benefits from analysing their vast silos of data. Improving efficiencies, increasing levels of transparency, and providing services which better meet people’s needs, are just some of the potential benefits.

Although many councils are still at the early stages of utilising their data, some are innovating and introducing successful data initiatives.

Wise Councils

In November 2016, the charity NESTA published a report highlighting the most ‘pioneering’ uses of data in local government. The report emphasised that most local services would benefit from data analysis and that a ‘problem-oriented’ approach is required to generate insights that have an impact on services. The case studies included:

Kent County Council

Kent County Council (KCC), alongside Kent’s seven Clinical Commissioning Groups (CCGs), have created the Kent Integrated Dataset (KID) – one of the largest health and care databases in the UK, covering the records of 1.5 million people. The core requirement of the dataset was to link data from multiple sources to a particular individual, i.e. that information held about a person in hospital, should also be linked to records held by other public bodies such as GPs or the police.

This integrated dataset has enabled the council to run sophisticated data analysis, helping them to evaluate the effectiveness of services and to inform decisions on where to locate services. For example, Kent’s Public Health team investigated the impact of home safety visits by Kent Fire and Rescue Service (KFRS) on attendances at accident and emergency services (A&E). The data suggested that home safety visits did not have a significant impact on an individual’s attendance at A&E.

Leeds City Council

Leeds City Council have focused their efforts on supporting open innovation – the concept that good ideas may come from outside an organisation. This involved the initiatives:

  • Data Mill North (DMN) – this collaborative project between the city council and private sector is the city’s open data portal (growing from 50 datasets in 2014 to over 300 data sets, in over 40 different organisations). To encourage a culture change, Leeds City Council introduced an ‘open by default’ policy in November 2015, requiring all employees to make data available to the public. A number of products have been developed from data published on DMN, including StreetWise.life, which provides local information online, such as hospital locations, road accidents, and incidents of crime.
  • Innovation Labs – the city has introduced a series of events that bring together local developers and ‘civic enthusiasts’ to tackle public policy problems. Leeds City Council has also provided funding, allowing some ideas to be developed into prototypes. For example, the waste innovation lab created the app, Leeds Bins, which informs residents which days their bins should be put out for collection.

Newcastle City Council

Newcastle City Council have taken a data-led approach to the redesign of their children’s services. The Family Insights Programme (FIP) used data analysis to better understand the demand and expenditure patterns in the children’s social care system. Its aim was to use this insight to support the redesign of services and to reduce the city’s high re-referrals and the number of children becoming looked-after.

The FIP uses data in three different ways:

  • Grouping families by need – The council have undertaken cluster analysis to identify common grouping of concerning behaviours, such as a child’s challenging behaviour or risk of physical abuse. When a child is referred to long term social work, senior social workers analyse the concerning behaviours of the case, and then make a referral to a specialist social work unit. Since introducing this data-led approach, social work units have been organised based on needs and concerning behaviours. This has resulted in social workers becoming specialists in supporting particular needs and behaviours, providing greater expertise in the management of cases.
  • Embedding data analysts – Each social work unit has an embedded data analyst, who works alongside social workers. Their role is to test what works, as well as providing insights into common patterns for families.
  • Enabling intelligent case management – Social workers have access to ChildSat, a tool which social workers use to help manage their cases. It also has the capability to monitor the performance of individual social work units.

Investing in data

Tom Symons, principal researcher in government innovation at Nesta, has suggested that councils need support from central government if they are to accelerate their use of data. He’s suggested that £4 million – just £1% of the Government Digital Service (GDS) budget – is spent on pilot schemes to embed data specialists into councils.

Mr Symons has also proposed that all combined authorities should develop Offices of Data Analytics, to support data analysis across counties. Over the past few months, Nesta has been working on this idea with the Greater London Authority, and a number of London boroughs, to tackle the problem of unlicensed HMOs (Houses in Multiple Occupation). Early insights highlight that data analytics could be used to show that new services would provide value for money.

Final thoughts  

After successive years of cuts, there has never been a greater need for adopting a data-led approach. Although there are undoubtedly challenges in using council data – including changing a culture where data sharing is not the norm, and data protection – the above examples highlight that overcoming these challenges is achievable, and that data analysis can be used to bring benefits to local councils.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our other digital articles. 

‘Think globally, act locally’ – local job creation

Jobssign2

By Heather Cameron

The Local Government Association (LGA) last week called for greater devolution of employment and skills funding to councils and a ‘radical rethink’ of the way Jobcentre Plus works. Chairman of the LGA’s People and Places Board said:

“Job centres need to engage with more unemployed people for a start and then help more claimants move into sustainable employment. This is crucial to boosting local growth. Councils know best how to do this. We know our local economies, we know our local employers and we know our residents and we can bring local services together in a way central government will never be able to.”

Local solutions

Of course, local solutions for job creation and economic growth is not a new idea. Local development and job creation initiatives first emerged in the 1980s, in response to a ‘new phenomenon of high, persistent and concentrated unemployment that national policies seemed powerless to reverse on their own. Since then they have continued to spread and develop.

Although unemployment is at an 11-year low in the UK, according to recent research many countries, including the UK, are seeing widening gaps in the geographic distribution of skills and jobs. And the importance of local solutions has again been highlighted.

The OECD’s most recent edition of Job Creation and Local Economic Development argues that local development is a key tool for addressing the problem of such unequal distribution. Similarly, in its submission to last year’s Autumn Statement, the LGA argued that local government is central to the delivery of locally tailored solutions to national public policy challenges.

Boosting productivity growth, while ensuring growth delivers improved living standards and distributes the benefits of increased prosperity equally, are highlighted by the OECD as the twin challenges facing all policymakers. Underlined as a crucial but difficult task, it is argued that ‘actions originating at any single governance level or policy area will not be sufficient’.

Whole-of-government approach

The OECD report, therefore, examines how national and local actors can better work together to support economic development and job creation at the local level. In particular, it outlines what both national and local actors can do to improve the local implementation of vocational education and training (VET) and SME and entrepreneurship policies.

Among the recommendations for national actors include:

  • Design VET frameworks that allow local stakeholders to tailor training to local labour market needs while still maintaining a certain level of national consistency
  • Build the capacities needed to make VET systems more agile locally
  • Develop a strong national apprenticeship framework that builds a high quality system, includes strategically-designed incentives for employer participation, and allows for flexible delivery frameworks
  • Maximise the efficiency of SME and entrepreneurship policy delivery by allowing for local tailoring, co-locating services, using intermediary organisations to deliver programmes, and/or developing formal agreements for the division of competences and financing between governance levels
  • Develop national frameworks and strategies to support disadvantaged young people in entrepreneurship, and clearly assign responsibility for this policy portfolio to a single agency or ministry
  • Embed entrepreneurship into national education frameworks, while also providing integrated packages of entrepreneurship support in other settings to reach young people outside of the education system

Among the recommendations for local actors include:

  • Balance the need to meet pressing local labour market demands with ensuring that VET helps to move local economies to higher skilled and value-added products and services
  • Encourage VET teachers and trainers to maintain contact with local employers and industries to keep their skills and knowledge up-to-date
  • Boost employer engagement in apprenticeships
  • Tailor the delivery of apprenticeship programmes so that they work better for a broader range of employers, including SMEs, and disadvantaged populations
  • Forge connections across administrative borders in developing and co-ordinating entrepreneurship and SME policies
  • Work with organisations that have already established relationships with disadvantaged youth to maximise the reach of entrepreneurship programmes
  • To better reach disadvantaged youth, provide integrated packages of support, use hands-on learning methods, and involve entrepreneurs in programme delivery

Decentralisation?

The report concludes that local actors need both flexibility to tailor delivery of national policies to local conditions and the capacity to use this flexibility to ensure informed decision-making.

It is noted that this doesn’t necessarily mean political decentralisation, but rather ensuring the right tools are used to add local flexibility while maintaining national coherence.


If you found this article interesting, you may also like to read our previous blog on Local Enterprise Partnerships

Follow us on Twitter to see what developments in public and social policy are interesting our research team.