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Outcome Focused Delivery: Aligning Digital Transformation to Government’s Strategic Priorities

Tue, 24 Mar 2026 11:26:09 GMT

Central government’s approach to digital transformation is undergoing a deliberate shift. Recent strategies and reform programmes make clear that digital delivery is no longer primarily about modernising interfaces or deploying new platforms, it is about demonstrating measurable outcomes, improving value for money, and joining up services around citizens’ lives .

This shift is now embedded in how digital work is:

Funded
Assured
Measured
Held accountable

For departments, Systems Integrators (SIs), and SME ecosystem partners alike, outcome‑focused delivery is increasingly a structural requirement , not an optional delivery philosophy.

This blog reflects how that strategic intent is shaping public sector digital programmes and where specialist partners can help SIs align delivery activity to government’s broader reform agenda.

Why Outcome‑Focused Delivery Matters to Central Government Now

Government has been explicit about the challenges it is trying to address through digital reform:

Fragmented services spanning multiple organisations
Legacy technology estates that absorb funding without improving outcomes
Weak visibility of end‑to‑end service performance and cost
Difficulty demonstrating value for money in digital spend

In response, central government has set out a clear ambition: digital transformation should deliver outcomes that are visible to citizens, measurable by departments, and defensible through assurance and spend control .

This intent is reflected in:

The focus on “transformed public services that achieve the right outcomes” across cross‑government DDaT missions
Increasing emphasis on service performance data, outcome metrics and continuous improvement
Reform of funding and assurance models to support iterative delivery over long‑lived services

Outcome‑focused delivery is therefore not a theoretical model, it is the mechanism through which government expects digital investment to justify itself.

Starting with the User as a Strategic, Not Tactical, Requirement

User‑centred design is now embedded in central government policy not because it is desirable, but because it is necessary to deliver outcomes that stand up to scrutiny .

From a strategic perspective, starting with user needs enables departments and SIs to:

Define outcomes that are grounded in real demand and behaviour
Reduce rework caused by misaligned policy and delivery assumptions
Evidence that services are improving accessibility, efficiency and take‑up

Specialist partners are often engaged at this stage to provide targeted research and design capability , helping SI‑led teams build a defensible evidence base early in the lifecycle, particularly during discovery, alpha and early delivery phases.

Public sector examples such as the formalisation of UCD operations within MHCLG illustrate how government is professionalising this capability to better inform policy and delivery decisions.

Defining Outcomes That Can Be Governed, Funded and Assured

Central government is placing increasing weight on outcomes that can be:

Measured consistently
Tracked over time
Used to inform funding and assurance decisions

This creates new pressures on delivery teams. Outcomes must be ambitious enough to support transformation, but sufficiently precise to withstand:

Spend control scrutiny
Business case appraisal
Portfolio‑level decision‑making

In SI‑led programmes, SME partners are often brought in to support this translation, helping shape outcome definitions, identify meaningful indicators, and ensure that user‑centred measures sit alongside operational and financial metrics.

This alignment is critical as government moves toward funding and evaluating digital work based on performance and outcomes rather than fixed outputs .

SME Engagement as Part of Government’s Innovation and Growth Agenda

Early and effective SME engagement is no longer just a delivery preference, it aligns directly to government’s objectives to:

Procure for innovation and growth
Diversify the supplier ecosystem
Reduce reliance on monolithic delivery models

Outcome‑focused delivery creates space for this by allowing:

Smaller, specialist interventions
Faster experimentation and learning
Capability to be introduced where it delivers the most impact

Programmes in sectors such as education and housing demonstrate how departments, SIs and SMEs can work together to develop solutions that are more responsive to user needs while remaining integrated within larger delivery frameworks.

For SIs, this model enables innovation without diluting accountability. For SME partners, it provides a clear route to add focused value within a governed delivery structure .

Data as an Enabler of Accountability and Continuous Improvement

Central government’s digital strategy places strong emphasis on data as a driver of decision‑making , not just reporting.

Outcome‑focused delivery relies on data to:

Demonstrate service performance
Identify demand and failure points
Inform prioritisation and investment decisions

Specialist partners often support SI‑led teams by contributing analytical capability, service insight and data‑informed design approaches, helping ensure that evidence is usable, proportionate and aligned to outcome measures required by departments.

This is increasingly important as government expects near real‑time visibility of service performance to support continuous improvement and assurance.

Iteration Within a More Demanding Governance Environment

While government is encouraging iterative delivery, it is doing so alongside stronger expectations of transparency and accountability .

Outcome‑focused delivery therefore requires:

Iteration that is evidence‑led
Clear links between change and impact
Assurance that live services remain stable and secure

In this context:

SIs coordinate delivery across policy, technology and operations
SME partners contribute specialist capability within defined scopes
Learning and adaptation are balanced with service continuity

Programmes such as HMCTS service redesigns show how this balance can be achieved when design, delivery and assurance are aligned around outcomes.

What This Means for SI–SME Partnerships

Outcome‑focused delivery reflects a broader shift in how government expects digital transformation to work:

Long‑lived services rather than short‑term projects
Funding linked to performance and outcomes
Stronger integration between policy intent and delivery execution

For SIs, this increases the need for partners who:

Understand the strategic direction set by central government
Can operate effectively within assurance and governance constraints
Add specialist capability without blurring accountability

For SME partners, success lies in helping SIs translate strategy into delivery reality — strengthening evidence, user insight and iteration where it matters most.

Conclusions

Outcome‑focused delivery is central to how government is reshaping digital transformation, not just in how services are built, but in how they are funded, governed and judged.

Increasingly, progress depends on effective collaboration between departments, Systems Integrators and specialist SME partners , each aligned to a shared strategic intent.

By supporting SI‑led delivery with focused expertise in user‑centred design, data‑driven insight and iterative ways of working, SME partners can play a critical role in helping public sector programmes deliver measurable outcomes that align with government’s digital reform ambitions .

Find out more about Hanover services and how we support your Public Sector outcomes

Embedding UCD in Policy Design

Tue, 17 Mar 2026 15:58:18 GMT

Strengthening Outcomes Through Earlier Insight

Over the past decade, government has made significant progress modernising services, adopting agile delivery, and growing multidisciplinary capability across DDaT professions. Yet across departments, one consistent pattern continues to shape how services perform in practice:

User‑Centred Design (UCD) is still most commonly introduced after policy direction is fixed.

By the time delivery teams begin discovery, key decisions (eligibility, evidence requirements, operational constraints, funding structures) are often already locked in. This limits the potential for UCD to influence the foundations of a service and can lead to challenges that are difficult to resolve later.

What we see consistently across major programmes is that early engagement between policy, operations, and design leads to stronger outcomes, lower delivery risk, and clearer alignment between intent and user experience. Increasingly, departments are experimenting with models that bring UCD into policy development much earlier, sometimes right at the point where assumptions are still forming.

Why Earlier UCD Matters

When UCD insight arrives only during delivery, teams may have to work around constraints that could have been avoided. This can lead to:

Policies that meet strategic aims but place avoidable burdens on users
Delivery teams retrofitting usability improvements rather than informing upstream decisions
Policy assumptions being tested too late to pivot
Missed opportunities to reduce complexity, friction, or operational cost

Introducing UCD earlier enables departments to surface real‑world constraints sooner, test assumptions before they scale, and prototype policy options in a low‑risk, evidence‑led way.

Examples: Integrating UCD Into Policy Development

1. Ministry of Housing, Communities & Local Government (MHCLG): Rapid Policy Insight & UCD Operations enabling early evidence

MHCLG’s Rapid Policy Insight (RPI) function works alongside policy teams to bring research and design into the earliest stages of policy formation. Instead of waiting for delivery to surface issues, RPI teams:

Facilitate intensive, time‑boxed policy sprints to test assumptions, explore user journeys, and develop early prototypes
Conduct discovery‑level research with local authorities, service users, planners, and practitioners to understand lived experience
Develop evidence‑based options for policy decision‑makers before proposals are finalised

Complementing this, MHCLG’s UCD Operations (UCD Ops) capability standardises methods, research governance, and knowledge management. This helps policy and delivery teams share insights, avoid duplication, and accelerate early-stage design work.

Impact:
Earlier testing of policy assumptions has supported clearer decision‑making and reduced downstream risk.

2. Department for Education (DfE) – User‑Centred Policy Lab: Using design evidence to inform policy options and guidance

DfE’s User‑Centred Policy Lab integrates researchers and designers directly into policy teams. In areas such as guidance for assistive technology in special educational needs (SEND) settings, this has involved:

Observing real classroom environments to understand how policy plays out in practice
Testing early guidance drafts with teachers, support staff, and parents
Using prototypes—such as simplified guidance models or flow diagrams—to help policymaking teams evaluate alternatives

Impact:
Insight gathered early helped shape more realistic guidance, reducing implementation challenges for schools and improving clarity for practitioners.

3. Home Office – UCD Embedded in Operationally Complex Domains: Design insight informing challenging policy areas

The Home Office integrates UCD professionals into teams working across immigration, asylum, and border systems—areas where policy, process, and user needs intersect heavily. Researchers and designers support teams by:

Mapping end‑to‑end journeys to show how policy requirements translate into real user interactions
Surfacing barriers faced by users when complying with documentation or procedural rules
Testing alternative approaches with frontline staff and affected groups

Impact:
Insights have helped refine policy approaches and operational guidance, enabling systems that are more intuitive and workable for both users and staff.

4. HM Courts & Tribunals Service (HMCTS) – Asylum & Appeals Reform: Aligning policy, process, and user experience through design

HMCTS used design‑led methods while reforming the asylum and appeals process. Teams:

Mapped the full journey from Home Office decision to tribunal outcome
Identified policy‑driven variations that created inconsistency and confusion
Co‑designed prototypes with judges, caseworkers, legal representatives, and users
Tested redesigned notifications, guidance, and preparation routes with real users

Impact:
Early insight supported policy teams in refining rules, removing ambiguity, and improving the overall appeal experience.

5. Government Digital Service (GDS): Promoting design‑led policy thinking across departments

GDS continues to influence how departments integrate UCD into policy and strategy by:

Providing blueprints for modern digital government, promoting evidence‑driven decision‑making
Offering training that builds confidence in prototyping, early testing, and iterative policy development
Supporting alignment between policy objectives and service‑level design principles

Impact:
Departments have clearer frameworks for connecting policy intent to user outcomes

The Broader Value of Earlier UCD Involvement

Bringing UCD into policy formation supports:

Better policy outcomes informed by real user behaviours and constraints
Reduced delivery risk by uncovering viability challenges earlier
More accessible services through inclusive research and diverse representation
Greater public confidence when systems feel clear, fair, and intuitive

Departments that engage design early consistently report more informed discussions, more resilient decisions, and smoother transitions into delivery.

A Cultural Shift Already Underway

Across government, there is growing momentum to move:

From fixed assumptions → to evidence‑led iteration
From separate policy/delivery phases → to multidisciplinary collaboration
From linear development → to experimentation and prototyping

This isn’t about changing ownership of policy, it’s about strengthening confidence in decisions by grounding them in user insight earlier.

The Role of Suppliers and the Wider Ecosystem

Specialist suppliers bring additional capacity, rapid prototyping capability, and experience from across departments. When engaged early, they can help:

Test policy concepts before formal consultation
Bring innovative research approaches
Support departments without long‑term lock‑in

Working collaboratively with government teams ensures that policy development is both robust and responsive.

Embedding UCD earlier in the policy lifecycle strengthens decision‑making, improves alignment between intent and implementation, and reduces avoidable delivery challenges. Early UCD isn’t about shifting responsibility, it’s about supporting government to make well‑informed decisions that deliver for users, staff, and society.

How Can Hanover Help

Hanover supports organisations by bringing clarity, structure and specialist UCD capability to the early stages of policy and service development, helping teams make well‑informed, user‑aligned decisions from the outset. To explore how we can help strengthen your programmes, visit our services page.

From Procurement to Partnership

Wed, 11 Mar 2026 11:07:15 GMT

What the Shift Really Means for Public Sector Suppliers

Government procurement is evolving, and large suppliers, or systems integrators (SIs), are increasingly operating in delivery environments shaped by early supplier engagement, multi‑supplier collaboration, and outcome‑based contracts.

For SIs working across major departments, this shift changes how teams are structured, how delivery is governed, and what capabilities are expected on programmes.

While the direction of travel is clear, the practical implications for SIs are often felt in the day‑to‑day: more joint working, more design‑led discovery, and a greater expectation that delivery partners can integrate specialist skills at pace when departments need them.

Why the Old Procurement Model No Longer Works

Traditional procurement models, fixed scope, output‑driven, lowest‑cost selection, were effective for predictable work. But on modern DDaT programmes, they:

Slow down discovery and experimentation
Restrict access to specialist capabilities
Make iteration difficult
Encourage supplier silos rather than collaboration

Departments are recognising this, and shifting toward models that reward adaptability, multidisciplinary working, and the ability to align quickly around evolving policy or user needs.

What Partnership Models Mean for SIs

1. Earlier, deeper involvement

Departments increasingly involve suppliers earlier, sometimes well before formal procurement, to shape problem spaces and test ideas. For SIs, this means:

Bringing delivery, design, and technical SMEs into early conversations
Framing options that are user‑centred and policy‑aware
Supporting teams through pre‑procurement uncertainty

Here, a small infusion of external research or service‑design capability is often helpful, not as a stand‑alone function, but as part of SI‑led shaping.

2. Embedded, multi‑supplier teams

Government delivery now often blends civil servants, SIs, SMEs, and specialist partners in joint squads. This demands:

Strong ways of working
Consistent delivery rhythms
The ability to integrate additional capability without disrupting momentum

SIs who can “slot in” the right expertise at the right moment—without changing the overall delivery model—tend to manage these environments most effectively.

3. Outcome‑centred delivery

Outcome‑based contracts give suppliers more flexibility, but also require:

Clear evidencing of progress
Design and research that validate decisions
A strong understanding of user needs and constraints

SIs increasingly complement their core delivery capability with specialist insight, particularly in user‑centred design, content, or research, when outcomes need sharper definition.

4. Shared accountability

Shared risk means suppliers must be confident in:

Transparent reporting
Early escalation
Constructive challenge across supplier boundaries

Departments value suppliers who can operate in this way while still maintaining the discipline and governance expected of a major delivery partner.

Examples of Partnership Approaches in Practice

Government has already begun adopting partnership‑oriented models:

GDS frameworks that encourage flexible, outcome‑based services and easier SME involvement
DfE co‑design approaches that involve suppliers earlier to shape viable options
Home Office multi‑supplier agile squads that integrate SIs and SMEs into blended delivery teams

These environments reward suppliers who can collaborate deeply and supplement their core teams with targeted expertise, quietly, seamlessly, and without diluting delivery ownership.

How SIs Can Position Themselves for Success

To thrive as partnership models scale, SIs benefit from:

Robust delivery governance that still leaves room for iteration
Access to flexible specialist capability (UCD, content, research, service design) when programmes require it
Strong ecosystem working—recognising when to lead, when to co‑create, and when to draw on trusted partners
Policy‑aware insight that strengthens early shaping and avoids downstream rework

In practice, the most successful SIs are those that maintain the strengths of scale, delivery discipline, assurance, long‑term relationships, while drawing on targeted external expertise only where it enhances pace or quality. Done well, it feels natural to the client: a single, coherent delivery team that can flex as needed.

Conclusion: A New Model of Supplier Partnership

The move from procurement to partnership is not simply procedural change; it reshapes how delivery happens across government.

For SIs, the opportunity is significant:

earlier influence
deeper collaboration
more scope to shape outcomes
stronger, longer‑term client relationships

But it requires an ecosystem mindset , one where SIs lead with confidence while quietly integrating specialist skills at the right moments to elevate delivery, de‑risk programmes, and keep user needs at the centre.

Subtle, seamless collaboration, not reinvention, is what tends to distinguish SIs who thrive in this new landscape.

Take a look at Hanover's services see how we work alongside SIs and public‑sector delivery teams!

Building Innovation Platforms Across Government

Mon, 02 Mar 2026 11:12:37 GMT

What a Healthy Digital Ecosystem Looks Like and Why It Matters

Digital transformation in central government has evolved beyond isolated projects and siloed technology upgrades. Today, real progress depends on something far more strategic: innovation platforms built across government.

For departments navigating complex reform agendas, tightening budgets, and rising citizen expectations, innovation cannot happen in isolation. It must be enabled by ecosystems, structured, collaborative environments where public bodies, SMEs, large suppliers, academia, and civil society co-create solutions.

This article explores what a healthy digital innovation ecosystem looks like in the UK public sector and why it is critical to delivering the ambitions set out in the Government Digital Service standards and the Digital, Data and Technology Playbook .

Why Government Needs Innovation Platforms — Not Just Projects

Traditional procurement models were built around defined requirements and fixed outputs. But modern digital public services operate in complex, fast-changing environments. Citizen needs evolve. Technology advances rapidly. Policy shifts.

Innovation platforms offer a different approach:

Shared infrastructure rather than duplicated systems
Open standards and APIs that enable interoperability
Modular services that can be reused across departments
Collaborative delivery models that integrate SMEs and specialists
Continuous user feedback loops , grounded in UCD

In short, platforms move government from transactional supplier relationships to dynamic partnerships.

What Does a Healthy Public Sector Innovation Ecosystem Look Like?

A thriving ecosystem has five defining characteristics :

1. User-Centred by Design

User-Centred Design (UCD) is not a phase, it’s a continuous capability. Platforms are built around real user needs, tested iteratively, and informed by behavioural insights.

2. SME-Enabled and Market-Diverse

SMEs are often the source of:

Niche technical expertise
Agile delivery capability
Rapid experimentation
Emerging technology adoption

A platform approach lowers barriers for SMEs by:

Creating interoperable technical environments
Standardising security and compliance frameworks
Enabling smaller, outcome-focused contracts

The Digital, Data and Technology Playbook explicitly promotes early market engagement and SME participation, not as a policy preference, but as a strategic enabler of innovation. A diverse supplier base increases resilience, avoids vendor lock-in, and fosters healthy competition.

3. Anchored in DDaT Capability

Innovation platforms are only as strong as the Digital, Data and Technology (DDaT) workforce behind them.

This includes:

Product managers who prioritise outcomes
Service designers who align policy and delivery
Data scientists who generate insight
Engineers who build secure, scalable systems
Delivery managers who enable agile governance

The UK’s DDaT profession, guided by frameworks from the Government Digital Service , provides the structural backbone that allows innovation to move from idea to impact.

Without sustained investment in DDaT skills, ecosystems stagnate.

4. Built on Open Collaboration and Standards

Platforms thrive on:

Shared code repositories
Common data standards
API-first architecture
Cross-department knowledge sharing

Open collaboration accelerates reuse. Reuse reduces cost. Reduced cost increases capacity for further innovation.

Government has already demonstrated the power of platform thinking with services such as GOV.UK Pay and Notify, proving that common components can unlock transformation at scale.

5. Strategically Aligned to Central Government Priorities

Innovation must align with broader transformation strategies:

Legacy system modernisation
Cyber resilience
AI adoption and data ethics
Cloud-first infrastructure
Sustainability and green IT

Innovation platforms help departments deliver against these priorities coherently rather than in fragmented silos

The Role of Ecosystem Partnerships

Ecosystems require deliberate orchestration. This is where specialist partners play a crucial role, not simply as suppliers, but as:

Connectors between departments and SMEs
Capability builders within DDaT teams
Strategic advisors interpreting government playbooks
Delivery partners embedding UCD and agile methods

The most effective partnerships operate on three levels:

Strategic

Focus: Aligning to transformation strategy

Outcome: Sustainable change

Operational

Focus: Delivering projects through multidisciplinary teams

Outcome: Quality and pace

Cultural

Focus: Embedding collaboration and continuous learning

Outcome: Long-term resilience

Moving from Procurement to Partnership

Central government is steadily shifting from transactional procurement toward relationship-based models. Frameworks encourage:

Early market engagement
Co-creation workshops
Outcome-based specifications
Flexible contracting

But mindset change is just as important as structural reform. True innovation platforms emerge when departments:

Share risk appropriately
Reward experimentation
Encourage cross-organisational learning
View SMEs as capability multipliers

The Strategic Advantage of Platform Thinking

For public sector leaders, building innovation ecosystems delivers:

Faster service improvement cycles
Reduced duplication across departments
Increased supplier diversity
Stronger digital resilience
Better user outcomes

For SMEs, it creates a fairer and more accessible market. For citizens, it results in services that are simpler, faster, and genuinely designed around their needs.

Final Thought: Innovation Is an Ecosystem, Not an Event

Digital transformation in government is not a single programme. It is an ongoing evolution of capability, culture, and collaboration.

Innovation platforms provide the infrastructure.
Ecosystem partnerships provide the energy.
DDaT professionals provide the expertise.
User-Centred Design provides the compass.

When these elements align, government doesn’t just digitise services, it builds a sustainable, adaptive public sector fit for the future.

How can Hanover help?

At Hanover, our on-the-ground DDaT experts working with Public Sector identify optimisation and innovation opportunities feeding back valuable insights to end-clients. Find out more about our services.

AI & Automation: Catalyst for Public Sector Change

Mon, 16 Feb 2026 16:56:02 GMT

How the UK Public Sector is Strategically Integrating AI and Automation Across Digital Services

The UK Government is actively transforming how public services are designed, delivered and experienced, and Artificial Intelligence (AI) and Automation are central to that transformation.

Government departments are not merely experimenting with new technologies; they are publishing formal strategies, frameworks and action plans that embed AI and automation into long-term planning, operational improvements and service delivery. These strategic publications are helping to align vision, capability and delivery across Whitehall and beyond, ensuring digital transformation isn’t piecemeal but purposeful and impactful.

National Strategy: Laying the Foundation for AI Across Government

At the heart of the UK’s approach is a coherent national framework for AI adoption across the public sector:

AI Opportunities Action Plan

In January 2025 the UK government published the AI Opportunities Action Plan , setting out a cross-government roadmap to accelerate AI adoption across sectors including public services.

This plan articulates how AI can improve lives and public services, emphasising a flexible approach of “scan → pilot → scale” that encourages experimentation followed by strategic rollout. It highlights the importance of scaling successful pilots and using procurement to support innovation across government organisations.

Artificial Intelligence Playbook for the UK Government

Complementing the national plan, the AI Playbook provides common principles that departments should follow to use AI responsibly, ethically and securely. It serves as practical guidance for teams embedding AI across services, covering governance, skills, risk management and collaboration with external partners.

Together, these central publications establish a policy backbone: national priorities and cross-government standards that help departments develop their own AI and automation strategies.

Departmental Digital and AI Strategies: Localised Implementation Plans

Beyond government-wide frameworks, several departments have published their own digital strategies with explicit commitments on AI and automation:

Home Office 2030 Digital Strategy

The Home Office’s 2030 Digital Strategy outlines how it will embed AI and automation across its business areas by 2030. It focuses on eight strategic shifts, including using automation to streamline immigration and border processes, enhancing Automated Number Plate Recognition for policing, and building AI-enabled freight inspection tools, tying these technologies directly to improved public services and operational resilience.

This strategy signals a long-term organisational commitment, showing how AI tools will support both user-facing functions and internal efficiency.

Other Department Initiatives and Emerging Strategies

While not every department publishes a public “AI strategy” document, many are embedding AI and automation into broader digital plans:

Ministry of Defence is applying AI for tasks such as satellite imagery analysis and predictive maintenance.
Department for Education and Ofsted are exploring AI to assist teachers and assess school performance.
Department of Health and Social Care supports NHS AI initiatives, including diagnostic tools and pattern detection in healthcare workflows.
HM Revenue and Customs (HMRC) uses predictive analytics for fraud detection and customer contact analysis.
The Ministry of Justice established a dedicated AI Unit for strategy and practical deployments in legal services.
Department for Transport is experimenting with AI tools for correspondence and imagery analysis.
The Department for Work and Pensions (DWP) runs pilot programmes for AI-enabled case review and correspondence tools.

Many of these efforts flow from guidance in national strategies, even where standalone AI-specific plans aren’t published: departments increasingly reference AI and automation in renewed digital service strategies, transformation roadmaps and capability building plans.

Cross-Government Transformation Roadmaps

In early 2026 the Government Digital Service (GDS) published a roadmap to transform public services, explicitly highlighting expanded AI pilots — from NHS demand prediction models to AI-powered transcription tools for probation officers and emphasising knowledge-sharing and responsible adoption. This roadmap also supports talent growth and shared digital platforms that accelerate automation implementation across departments.

This cross-government emphasis adds coherence to individual departmental strategies and encourages shared platforms, standards, and knowledge exchange that reduce duplication and scale successful solutions.

What These Strategies Enable in Practice

By publishing formal strategies, departments are:

Aligning AI adoption with government priorities: from service modernisation to operational resilience and cost efficiency.
Providing clarity and governance: setting principles for ethical, secure AI use and automation deployment.
Building infrastructure and talent: investing in skills, data platforms and shared tools to support broader transformation.
Encouraging pilots with pathways to scaling: promoting experimentation followed by strategic rollout of successful AI solutions.

These published strategies help ensure that innovation isn’t accidental but integrated into core planning, budgeting and delivery frameworks, with mechanisms for oversight and continuous improvement.

Conclusion: Strategy as a Catalyst for Change

The UK public sector’s digital transformation journey isn’t driven by technology alone, it’s steered by explicit strategies and policies that embed AI and automation into the heart of public service delivery.

From national AI action plans to department-level digital strategies, this governance architecture creates a clear roadmap for responsible, ethical and impactful integration. As departments continue to align around these strategic frameworks, the promise of faster, smarter, more citizen-centric services becomes increasingly attainable, not through isolated pilots, but through scaled, government-wide transformation.

Find out how Hanover can support your Public Sector AI & Automation programmes

The Rising Demand for Security Clearance in the UK

Thu, 05 Feb 2026 16:31:07 GMT

Hanover’s View on Why SC and BPSS Vetting Pressures Are Increasing in 2026

At Hanover, we are seeing unprecedented pressure across the UK’s security‑cleared workforce. Demand for SC‑cleared professionals continues to rise sharply, UKSV has tightened the rules on who can sponsor clearances, and contractors are increasingly losing opportunities due to delays in BPSS compliance.

Below is a summary of what we are witnessing across the industry.

1. Increasing Demand for SC Clearance

Across UK Government and the wider public sector, Hanover continues to see a steep rise in demand for SC‑cleared talent. The available talent pool is not keeping pace with industry needs.

From our position in the market, several themes are clear:

Government departments and industry stakeholders are struggling to recruit and retain cleared professionals, driving calls for reform to expand clearance eligibility.
Employers regularly describe the cleared talent market as a “small pond”, resulting in intense competition and persistent candidate shortages.
Compensation for SC‑cleared professionals continues to rise, reflecting the pressure organisations face when competing for a limited talent pool.

This demand is further compounded by the UK’s wider vetting transformation programme, in which SC now represents Level 2 within the new multi‑tier clearance structure. As a result, organisations require SC‑ready contractors faster than ever—yet obtaining clearance has become increasingly challenging.

2. UKSV Changes Limiting Which Organisations Can Sponsor SC Clearance

A major shift shaping the market is the tightening of UKSV sponsor requirements. Hanover has seen the impact of these changes first‑hand through our clients and contractor networks.

Key changes we are seeing in practice include:

All sponsors must now hold a formally approved sponsor account, authorised through a Departmental Security Authority (DSA) or Site Security Controller (SSC).
Organisations can no longer self‑nominate; instead, they must provide justification and undergo stricter scrutiny.
Many smaller or lower‑risk organisations no longer qualify to act as sponsors.

The impact is significant:

Fewer organisations are permitted to sponsor new SC applications.
Contractors who previously relied on consultancy‑based or umbrella‑based sponsorship now face reduced access to viable sponsorship routes.
Recruitment timelines are lengthening where employers are unable to meet the updated sponsor criteria.

At Hanover, we are actively advising both clients and contractors on how these restrictions affect clearance strategy, workforce planning, and deployment timelines.

3. Rising Demand for Faster BPSS Vetting—and the Impact on Contractors

Before an SC application can begin, every candidate must successfully complete BPSS (Baseline Personnel Security Standard) checks. This has become one of the most common bottlenecks across clearance programmes.

BPSS remains essential as it verifies:

Identity
Right to work
Employment history
Basic criminal record checks

However, increased compliance scrutiny has introduced new pressures:

Contractors are now expected to supply identification, right‑to‑work documentation, employment history, and education certificates immediately.
Any delay in providing documentation can result in candidates losing roles before onboarding begins.
Clients are demanding faster start dates, leading to a surge in requests for rapid BPSS processing.

Updated guidance has also tightened identity verification requirements, including digital identity verification (IDVT), enhanced proof‑of‑address standards, and more rigorous documentation checks.

The result is clear: contractors who are not fully prepared risk being removed from selection processes before clearance can even begin.

Hanover supports both clients and candidates in streamlining onboarding readiness, helping to reduce delays and avoid unnecessary loss of opportunity.

Conclusion: A Tighter, Faster, More Competitive Vetting Environment

From Hanover’s perspective, the UK security‑vetting landscape is undergoing a fundamental shift. The market is being shaped by:

Rising demand for SC‑cleared professionals
More restrictive UKSV sponsorship rules
Increased urgency around BPSS compliance and accelerated onboarding expectations

Success for both clients and contractors now depends on:

Maintaining complete, accurate, and up‑to‑date vetting documentation
Working with fully approved and compliant sponsor organisations
Investing in efficient, well‑structured BPSS and SC onboarding processes

In 2026, readiness, compliance, and speed are no longer competitive advantages—they are prerequisites. Hanover continues to support organisations and contractors in navigating these challenges, ensuring they remain prepared in an increasingly constrained and fast‑moving cleared‑talent market.

Find out more about Hanover!

Hanover Approved on DOS7 for Digital Capability, Delivery and Specialist Services

Thu, 05 Feb 2026 16:16:28 GMT

DOS7: A New Era

We’re pleased to announce that Hanover has been named an Approved Supplier on the UK Government’s Digital Outcomes & Specialists 7 (DOS7) framework, across:

Lot 2 – Digital Capability & Delivery Partners
Lot 3 – Digital Specialists

This dual approval strengthens Hanover’s position as a trusted partner for public sector organisations looking to design, deliver and scale high-quality Digital, Data and Technology (DDaT) services through a compliant, efficient procurement route.

What is DOS7?

The Digital Outcomes & Specialists 7 (DOS7) framework, managed by the Crown Commercial Service (CCS), provides public sector buyers with a fast, compliant way to procure digital and technology services via the Digital Marketplace.

DOS7 is designed to support:

Agile delivery
User-centred service design
Modern data and technology practices
Rapid access to specialist skills and delivery capability

It brings together outcomes-based delivery and specialist resourcing into a single, flexible framework.

Hanover's DOS7 Services

Lot 2: Digital Capability & Delivery Partners

Under Lot 2, Hanover can act as a long-term digital transformation partner , supporting organisations to:

Build and mature internal DDaT capability
Design and deliver complex digital programmes
Embed modern delivery practices across teams
Support large-scale service transformation and change

This lot is ideal where buyers need sustained capability uplift , not just short-term delivery, for example, modernising legacy services, improving data maturity, or scaling digital delivery across portfolios.

Lot 2: Digital Capability & Delivery Partners

Under Lot 3, Hanover can supply individual digital specialists to plug specific capability gaps, including roles such as:

Delivery Managers and Product Managers
User Researchers and Service Designers
Technical Architects and Engineers
Data and Analytics specialists

These specialists can be embedded directly into existing teams, helping buyers respond quickly to skills shortages, peaks in demand, or urgent delivery priorities.

How Buyers Can Use DOS7 to Optimise DDaT Capability

DOS7 is particularly effective for organisations looking to strengthen their DDaT function in a flexible, low-risk way.

1. Match the Procurement Route to the Need

Use Lot 2 when sustained delivery, transformation support or capability building is required.
Use Lot 3 when rapid access to specific skills is needed to support existing teams or programmes.

Buyers can also combine lots across different procurements to create a blended delivery model.

2. Reduce Time and Procurement Overhead

Because all DOS7 suppliers are pre-approved, buyers can:

Avoid lengthy open tenders
Run focused, outcome-driven competitions
Procure at pace while remaining fully compliant

This is particularly valuable for digital programmes operating under tight timelines or funding constraints.

3. Strengthen Internal Capability, Not Just Deliver Outputs

DOS7 supports the government’s ambition to build sustainable in-house DDaT capability . By using Lot 2 partners alongside Lot 3 specialists, buyers can:

Upskill internal teams
Improve delivery maturity
Reduce long-term reliance on external suppliers
Embed best practice in data, technology and service design

4. Access SME Agility and Expertise

DOS7 is designed to be SME-friendly , giving buyers access to specialist organisations like Hanover that combine deep expertise with agility, flexibility and a strong focus on outcomes.

How can Hanover support you

If you’d like to discuss how DOS7 can support your digital, data or technology objectives, we’d be happy to help. Find out more and get in touch !

How SME Ecosystems Can Deliver Real Value in UK Government DDaT Programmes

Mon, 01 Dec 2025 16:05:10 GMT

Hanover Digital’s Perspective on Transforming an Often-Transactional Model

For several years, the UK Government has emphasised the importance of integrating Small and Medium Enterprises (SMEs) into major Public Sector procurements. In 2015, government set an ambition that £1 in every £3 of procurement spend should go to SMEs, either directly or through supply chains.

That ambition has been reaffirmed repeatedly, and recent analysis shows that while the absolute value of spend with SMEs has grown (around £45.4bn in 2024), the proportion has remained stuck at about 20% , well short of the 33% target.

On paper, this agenda is a powerful lever to:

Diversify supply chains
Stimulate innovation and competition
Reduce dependency on a small number of large technology suppliers
Nurture the SME base that underpins the future of “UK Plc”

Recent action plans from departments such as the Cabinet Office and (formerly) BEIS explicitly link SME participation to innovation, agility and better public services, and commit to reducing barriers to SME involvement in government supply chains.

In practice, however, the SME ecosystem still too often ends up constrained within a highly transactional delivery model , one that neither drives innovation nor helps SMEs meaningfully mature their capabilities.

At Hanover Digital, we believe this model can and must evolve . Over the last three years, we’ve invested deliberately to demonstrate what good looks like.

The Reality: A Transactional SME Ecosystem That Limits Innovation

Within today’s landscape, SMEs are typically introduced into Public Sector digital, data and technology (DDaT) programmes through large systems integrators, global firms that act as prime suppliers on complex government technology contracts.

However, the commercial and delivery model is frequently centred around resource augmentation : SMEs provide skilled individuals; the prime contractor defines the delivery model, holds the customer relationship, and leads on transformation. The relationship begins and ends with filling roles.

This may satisfy the letter of SME inclusion requirements but not the spirit of the policy, which is about increasing innovation, competition, and resilience , and opening up more work to smaller suppliers.

Independent analysis has also highlighted structural issues in government’s technology procurement approach, such as over-dependence on a small number of large suppliers and missed opportunities to shape markets and encourage competition.

Taken together, these dynamics create several problems:

A narrow, transactional relationship between primes and SMEs that discourages co-creation
Limited incentive for SMEs to invest in delivery capability or innovation tools
Few opportunities for SMEs to demonstrate genuine innovation, especially on large, business-critical platforms
Minimal additional benefit for the end customer: UK Government departments and, ultimately, the taxpayer

This is where Hanover Digital has chosen a different path, one grounded in building capability, not just filling roles.

Hanover Digital’s Evolution: From Staff Augmentation to High-Value Delivery Partner

Three years ago, Hanover Digital primarily provided high-quality technology specialists into Public Sector DDaT programmes via prime partners. While this strong recruitment and talent capability remains part of our offer, it was clear that simply operating as a resourcing partner would not unlock the wider benefits SMEs can bring to government.

So we invested.

1. Building Delivery Capability—Not Just Headcount

We strengthened our leadership team by bringing in an experienced Engagement Manager with a track record of delivering complex Public Sector technology projects for a global consultancy. This was a deliberate move to deepen our understanding of how large government technology programmes are run, governed and measured.

We then hired an ex–global consultancy PMO specialist to establish a PMO function within Hanover Digital, adding structured planning, risk management, reporting and governance capability. This allows us to:

Support our prime partners with robust delivery controls
Speak the same “programme language” as major systems integrators and government clients
Stand shoulder to shoulder with primes in discussions about scope, risk, delivery models and outcomes

In other words, we’ve invested in being a delivery partner, not just a supplier of individuals.

2. Implementing a New Delivery Model Across Major Government Platforms

This year, working closely with one of our prime partners, we helped implement a new delivery model across two major platforms within a large UK Government department.

This model doesn’t just support operational excellence, it deliberately embeds an engine for:

Identifying opportunities to improve services and processes
Harvesting and documenting innovation ideas from our teams on the ground
Prioritising ideas based on value, feasibility and alignment with departmental goals
Creating pathways for those ideas to move from concept into development and implementation

This focus on innovation is aligned with wider government ambitions to use technology better and to improve value for money on digital and AI-enabled programmes, areas where recent Parliamentary and NAO reports have highlighted significant challenges around legacy systems, supplier lock-in, and digital skills.

We are now working collaboratively with our partners to bring several of these ideas into delivery stages, a concrete demonstration of how SME involvement can become a source of real value, not just capacity.

3. Supporting Government Priorities on Social Value

Government contracts increasingly require suppliers to demonstrate and evaluate Social Value , particularly following the introduction of the Social Value Model via Procurement Policy Note (PPN) 06/20. Central government departments must explicitly evaluate social value in all relevant procurements, going beyond price and quality to consider broader economic, social and environmental outcomes.

Guidance aimed at SMEs stresses that smaller suppliers can effectively compete on Social Value , with the focus placed on the quality and relevance of commitments rather than their size or scale, an area where SMEs’ closeness to communities and agility can be a real strength.

Hanover Digital actively seek to contribute to Social Value by:

Delivering presentations and workshops in schools to inspire the next generation of digital talent
Supporting community education on everyday consumer technologies
Helping older and vulnerable people build confidence with the digital tools that enable them to live more connected, independent lives
Offering specialist skills to community initiatives and charities, not just financial donations

For us, Social Value isn’t a procurement hurdle or “tick-box exercise”, it’s a way to contribute meaningfully to society while building the digital capability and confidence the UK needs.

A Different Kind of SME Ecosystem Partner

The UK Government’s SME inclusion policy has enormous potential, but only if SMEs and prime suppliers embrace the opportunity to evolve beyond pure resourcing.

Hanover Digital’s approach demonstrates a model where SMEs:

Invest in delivery capability and governance, not only recruitment
Operate as value-adding partners, not just resource providers
Help surface and shape innovation opportunities on the ground
Contribute actively to Social Value in ways that are tangible and locally relevant
Strengthen the resilience and diversity of government technology supply chains

At the same time, recent reports from the NAO , Parliament and industry bodies are clear that government must continue to reform digital procurement, balancing the role of large “big tech” suppliers with a more strategic use of SMEs, and making better use of data, competition and capability-building

This is the SME model the UK Public Sector deserves, one that genuinely supports innovation, capability building and better outcomes for citizens , while helping government move closer to its ambition of spending £1 in every £3 with SMEs in a way that delivers real public value.

Find out more about Hanover's services

Procuring the Future: How DDaT Skills and the DCFH2 Power Healthcare Digital Transformation

Tue, 03 Jun 2025 15:16:52 GMT

The future of the UK Healthcare depends not just on medical excellence, but on digital capability. As the health service embraces a more integrated, data-driven, and technology-enabled model of care, the ability to procure and deploy Digital, Data and Technology (DDaT) skills has become fundamental to achieving this vision.

From digital patient records and AI diagnostics to cyber-secure systems and smart analytics, these capabilities are no longer peripheral—they are core to modern, sustainable healthcare. But building this capability at scale requires more than intent. It requires a strategic framework to identify, commission, and grow the right digital skills, especially through public sector procurement. That’s where the Digital Capability Framework for Healthcare 2 (DCFH2) plays a vital role.

Why DDaT Skills Are Essential for NHS Transformation

The NHS is undergoing a digital transformation aimed at improving care quality, increasing operational efficiency, and reducing health inequalities. Initiatives like "What Good Looks Like", NHS Long Term Workforce Plan, and Frontline Digitisation all rely on embedding DDaT capabilities across the system.

Whether deploying EPRs (electronic patient records), modernising infrastructure, or enabling data-sharing across ICSs (Integrated Care Systems), the NHS needs access to:

Digital strategists and transformation leads
Data scientists, analysts, and governance experts
Cloud engineers, cybersecurity professionals, and developers
Service designers, agile delivery managers, and digital programme specialists

The Role of DCFH2 in Supporting DDaT Procurement

The DCFH2 was designed to ensure the UK health Sector have a shared language and structure for identifying digital requirements. Importantly, DCFH2 also supports commissioning and procurement functions in the public sector to:

Define What Good Looks Like in DDaT Skills

DCFH2 outlines key digital capability domains and levels—from foundational to specialist and strategic. This enables procurement teams to specify clearer requirements in tender documents and contracts, avoiding vague or outdated job descriptions.

Inform Supplier Selection and Evaluation

Using DCFH2, buyers can assess supplier capabilities against a recognised national framework, ensuring that procured resources meet the digital maturity needs of the NHS.

Enable Consistency Across ICSs and Programmes

By aligning contracts with DCFH2, ICSs, trusts, and digital leads ensure consistency in workforce expectations—critical for interoperability and scalability.

Support Value-Based Procurement

DCFH2 encourages a shift from transactional procurement to value-based commissioning of digital skills, aligning spending with long-term transformation outcomes.

The importance of DDaT Ecosystem Partners

The NHS doesn’t just need new systems—it needs the skills to use them effectively. Procuring DDaT skills isn’t a side task; it’s a strategic priority.

Forward-thinking DCFH2 suppliers have the opportunity to utilise eco-system partners to effectively deliver DDaT skills into outcomes. Working with specialist SMEs can strengthen their contract bids and accelerate outcome delivery.

As a trusted resource and technology solutions partner focused on public sector digital transformation, Hanover brings deep expertise in sourcing high-calibre DDaT professionals who understand the complexities of healthcare environments.

Our ability to quickly mobilise talent across roles such as data analysts, digital programme managers, UCD specialists, and agile delivery leads makes us a valuable ecosystem partner for suppliers aiming to meet the competency standards and responsiveness required under DCFH2-aligned contracts.

By leveraging our network and sector-specific insight, suppliers can enhance their capability, reduce risk, and ensure consistent delivery of outcomes in line with digital transformation goals.

Find out more about Hanover’s DDaT and Technology services

Navigating the Vetting and Onboarding Process with Hanover: A Contractor's Guide

Thu, 10 Apr 2025 09:36:49 GMT

Engaging with Hanover for the first time as a contractor can be an exciting yet daunting experience. Understanding the vetting and onboarding process is crucial to ensure a smooth transition and compliance with Hanover's and our Partner’s standards. This guide will walk you through the essential steps and requirements, helping you navigate the process with ease.

Why Vetting is Important

Vetting is a critical component of Hanover's onboarding process. It establishes a consistent and robust framework for personnel vetting and security, ensuring that all personnel working for or on behalf of Hanover meet the security requirements of Partner’s and roles. Additionally, it ensures compliance with relevant laws, regulations, standards, and contractual obligations.

Required Documents for Vetting

As a contractor, you will need to provide several documents to complete the vetting process. These include:

Right to Work Document: Passport, Biometric Residence Permit (BRP), Birth or Adoption Certificate, Other Immigration Documents or Online Verification.
Proof of Address: Documents accepted.
DBS Check: Completed within the last 12 weeks; if not, a new one will need to be applied for.
Copy of your current and up-to-date CV.
Reference details: Covering the required time frame, provided by HR or the agency you worked through.
National Insurance proof: Photo of your NI card, P45 or P60, pay slip, salary statement, or works pension statement.
Client forms: These vary depending on the client and will be sent to you via Docusign.
For contractors engaging via their PSC: Additional documents are required, such as the Certificate of Incorporation, Business Insurance Certificates, and Proof of Business Bank details.
Umbrella contractors: Need to provide the name of the umbrella company they will be engaging through from the Hanover Umbrella PSL .

The Vetting Process Timeline

The vetting process is designed to be efficient and thorough. Here is a typical timeline:

Notification: The Vetting Team will be notified when you have accepted your engagement.
Document Request: The Vetting Team will then request the relevant documents and forms to be completed by you. If the required documents are not received by the following business day, the Vetting Team will reach out to you either by email or telephone.
Document Submission: Once you have submitted your documents via email, the Vetting Team will begin to process your background checks, including applying for references.
Reference Follow-up: References are followed up daily through phone calls and emails, but in some instances, the Vetting Team may need your help to obtain these.
Completion: The Vetting Team will try to complete and clear your background checks within 5 working days, but this can be quicker.

Engaging with Hanover as a contractor involves a thorough vetting and onboarding process designed to ensure security and compliance. By understanding the requirements and following the outlined steps, you can navigate the process smoothly and efficiently.

If you have any questions or need further assistance, the Vetting team and Hanover’s Compliance Manager are always there to help.

Benefits of working with SMEs under the Procurement Act

Mon, 24 Mar 2025 17:48:10 GMT

The Procurement Act 2023, from February 2025, introduced significant reforms aimed at enhancing public procurement processes in the UK. These changes present unique opportunities for Public Sector Prime Suppliers to collaborate with Small and Medium-sized Enterprises (SMEs), fostering a more dynamic and efficient supply chain.

Simplified Bidding Processes

The Act introduces a 'competitive flexible' procedure, simplifying bidding and negotiation processes. This flexibility enables prime suppliers to engage SMEs more effectively, leveraging their specialized skills and innovative solutions to meet diverse public sector needs.

Open Commercial Frameworks

By making commercial frameworks more accessible, the Act ensures that suppliers, including SMEs, are not excluded for extended periods. This openness allows prime suppliers to diversify their subcontractor base, enhancing competitiveness and resilience in project delivery.

Strengthened Payment Provisions

The Act mandates 30-day payment terms throughout the supply chain, improving cash flow for SMEs. For prime suppliers, this ensures a stable and reliable network of subcontractors, reducing project delays and fostering stronger partnerships.

Enhanced Transparency with 'Find a Tender'

The upgraded 'Find a Tender' or Central Digital Platform makes procurement opportunities more visible, making it easy to search at no cost and set up alerts for tenders of interest. This transparency facilitates prime suppliers in identifying and collaborating with capable SMEs, streamlining the procurement process and enhancing project outcomes.

Greater Oversight and Compliance

The establishment of the Procurement Review Unit (PRU) provides oversight across all sectors, ensuring adherence to procurement standards. This oversight encourages fair competition and accountability, benefiting both prime suppliers and SMEs by promoting a level playing field.

Conclusion

Embracing the reforms of the Procurement Act 2023 allows Public Sector Prime Suppliers to build robust ecosystems with SME suppliers. This collaboration not only enhances service delivery but also contributes to economic growth and innovation within the public sector.

Understanding IR35: Key Facts, Updates, and Strategies

Mon, 24 Feb 2025 16:23:52 GMT

In today's ever-evolving business landscape, understanding IR35, also known as the 'off-payroll working rules,' is crucial for both companies and contractors. This blog post will delve into the key facts, updates, and strategies related to IR35.

What is IR35?

IR35 was first introduced in 1999 as the 35th mandate of the year by the then Inland Revenue, now known as HMRC. The legislation was signed into law on April 6, 2000, and it applies to individuals who supply their services through an intermediary, typically a Limited Company. The primary aim of IR35 is to ensure that contractors working through their limited company, who would otherwise be considered employees if the limited company were not in place, pay employment taxes and National Insurance Contributions (NICs). This is commonly referred to as being "inside IR35."

History and Background

Initially, contractors were responsible for determining their IR35 status. However, with the implementation of new rules in April 2017, public sector organizations became responsible for determining the IR35 status of their contractors. This shift aimed to increase compliance and reduce tax avoidance. In April 2021, the private sector reform adjusted the responsibilities so that medium and large end clients took on the legal responsibility of determining their contractors' IR35 status.

When Does IR35 Apply?

IR35 applies when a contractor operates through a UK-limited company, regardless of the work location. It affects contractors engaging via their limited company with public sector clients, such as local authorities, universities, and national service organizations.

And currently for medium or large private sector clients, the client must meet two of the following criteria:

Have an annual turnover of at least £10.2 million
Have assets of at least £5.1 million
Employ at least 50 staff

Where the IR35 Rules Differ

The IR35 reforms that came into place in April 2021 do not apply if a private sector client is considered a small company, as they fall under the small company exemption.

As of April 6, 2025, the thresholds for determining a company's size for IR35 purposes have increased. This means that more medium-sized companies will fall under the small company exemption.

To fall under the small company exemption a client must meet two of the following criteria:

Have an annual turnover of not more than £15m (increased from £10.2m)
Have assets of not more than £7.5m (increased from £5.1m)
Employ no more than 50 employees

If a contractor is working for a client based entirely overseas, and the client has no presence in the UK, the IR35 reforms do not apply. In both instances, the contractor is responsible for determining their own IR35 status and paying the appropriate taxes.

When IR35 was introduced into the public sector, HMRC's guidance stated that, where end clients were engaging in fully contracted-out services via a third party, the end client would not need to determine the IR35 status of workers supplied by the outsourced services provider. The service provider would need to determine the status of its own contractors.

Inside vs. Outside IR35

Understanding the difference between working inside and outside IR35 is essential for contractors. Outside IR35, contractors can work as self-employed and will be paid gross. Inside IR35, contractors engage via limited companies, are employed for tax purposes only, and have PAYE and National Insurance Contributions taken from their gross pay, resulting in a net salary.

Some clients opt to engage contractors through an Umbrella Company to mitigate risks, as the off-payroll working rules do not apply in such cases. The Umbrella Company employs the Contractor directly, so the off-payroll working rules do not apply as the contractor is on payroll.

Determination Factors

Several factors can determine a contractor's IR35 status:

Supervision, Direction, and Control : Can the contractor decide when, where, and how the work is completed?
Substitution : Does the contractor have the option to send someone else to deliver the work if they are unavailable? The client would need to consider if they would allow the contractor to send a substitute since real-world scenarios will be considered over and above what is stated in the contract.
Mutuality of Obligation : If there is no work available, is the client obliged to find some, and is the Contractor obliged to complete the work?
Financial Risk : What financial risks is the contractor undertaking to deliver the project or promote their business activities? For example:
Is the contractor expected to fix any mistakes they have made at their own time and expense?
Does the Contractor pay for business insurances to protect them and their business activity?
Part and Parcel : Will the contractor be embedded in company life? Will they have access to staff facilities, staff social events, or receive staff benefits?

Responsibilities

Public sector and medium and large-sized private sector clients must decide the IR35 status of an engagement and share the status determination statement (SDS) with all parties in the supply chain. All clients must take ‘reasonable care’ when determining IR35 status. HMRC defines reasonable care as acting “in a way that would be expected of a prudent and reasonable person in the client’s position.” Clients must provide a “client-led status disagreement process,” as either the recruiter or the contractor may dispute the IR35 determination.

Conclusion

Understanding IR35 and its implications is essential for both contractors and companies. By staying informed about the key facts, updates, and strategies, you can navigate the complexities of IR35 and ensure compliance with the regulations.

About Hanover

Hanover is a hybrid IT services and staffing company helping the UK Public Sector digitise and improve public services. We operate alongside some of the worlds top Systems Integrators as an SME Ecosystem partner.

Find out more about our services

Challenges for Prime Contractors in Building an SME Ecosystem for UK Public Sector Digital Services

Fri, 31 Jan 2025 15:37:14 GMT

Prime contractors play a crucial role in delivering digital services to the UK public sector. However, fostering a robust SME ecosystem to support these efforts comes with its own set of challenges. We'll explore some of the key obstacles prime contractors encounter and offer insights into how they can navigate these complexities.

1. Balancing Compliance and Innovation

Prime contractors must ensure that their SME partners comply with stringent public sector regulations while also fostering innovation. This balancing act can be challenging, as SMEs often bring innovative solutions that may not fully align with existing compliance frameworks. Prime contractors need to provide guidance and support to help SMEs navigate these regulatory requirements without stifling their creativity.

2. Managing Diverse Capabilities

SMEs vary widely in terms of their capabilities, expertise, and resources. Prime contractors must manage this diversity to ensure that all partners can contribute effectively to the delivery of digital services. This involves assessing the strengths and weaknesses of each SME and providing tailored support to address any gaps. Coordinating such a diverse ecosystem requires significant effort and resources.

3. Ensuring Consistent Quality

Maintaining consistent quality across a network of SME partners can be challenging. Prime contractors are responsible for the overall delivery of services and must ensure that all SMEs meet the required standards. This involves implementing robust quality assurance processes and providing ongoing training and support to SMEs. Any lapses in quality can impact the reputation of the prime contractor and the success of the project.

4. Financial Stability and Risk Management

SMEs often face financial constraints that can impact their ability to deliver on contracts. Prime contractors must assess the financial stability of their SME partners and manage the associated risks. This includes providing financial support or flexible payment terms to help SMEs manage cash flow. Additionally, prime contractors need to have contingency plans in place to address any potential disruptions caused by financial instability.

5. Building Trust and Collaboration

Establishing trust and fostering collaboration between prime contractors and SMEs is crucial for the success of any project. However, building these relationships can be challenging, especially when there are differences in organisational culture and working practices. Prime contractors need to invest time and effort in building strong, collaborative relationships with their SME partners, based on mutual respect and shared goals.

6. Navigating Procurement Processes

The procurement processes in the public sector can be complex and time-consuming. Prime contractors must navigate these processes while also supporting their SME partners in doing the same. This involves providing guidance on bid preparation, compliance with procurement regulations, and understanding the requirements of public sector contracts. Streamlining these processes can help SMEs participate more effectively and reduce the administrative burden on prime contractors.

Strategies for Overcoming Challenges

Despite these challenges, prime contractors can take several steps to cultivate a successful SME ecosystem:

Provide Training and Support: Offer training programmes and resources to help SMEs understand and comply with public sector regulations. This can include workshops, webinars, and one-on-one support.
Foster Open Communication: Establish clear and open lines of communication with SME partners. Regular meetings, feedback sessions, and collaborative platforms can help build trust and ensure alignment.
Implement Robust Quality Assurance: Develop and implement quality assurance processes to maintain consistent standards across all SME partners. This can include regular audits, performance reviews, and continuous improvement initiatives.
Offer Financial Support: Provide financial support or flexible payment terms to help SMEs manage cash flow and financial stability. This can include advance payments, milestone-based payments, or access to financial advisory services.
Streamline Procurement Processes: Simplify procurement processes and provide clear guidance to SMEs on how to navigate them. This can help reduce the administrative burden and increase SME participation.

In conclusion, while large prime contractors face significant challenges in cultivating an SME ecosystem for delivering digital services to the UK public sector, they also have the opportunity to drive innovation and enhance service delivery. By understanding and addressing these challenges, prime contractors can build strong, collaborative relationships with their SME partners and achieve successful outcomes.

Why the UK Public Sector is Encouraging SME Ecosystems in Their Supplier Base

Thu, 30 Jan 2025 14:37:00 GMT

The UK public sector increasingly values integrating small and medium-sized enterprises (SMEs) into their supplier base. This strategic shift is driven by several key factors that highlight the benefits of fostering SME ecosystems.

Innovation and Agility

SMEs are often at the forefront of innovation due to their agility and responsiveness to market changes. Engaging with SMEs allows the public sector to tap into this innovation, crucial for addressing complex challenges and improving public services.

Economic Growth and Job Creation

Supporting SMEs stimulates economic growth and creates jobs. SMEs are significant contributors to the UK economy, accounting for much of employment and economic activity. As of 2024, there were 5.5 million SMEs in the UK, making up 99.8% of the business population, providing employment to 16.6 million people, and generating a turnover of £2.8 trillion.

Diverse and Competitive Supply Chains

A diverse supplier base fosters competition and ensures value for money. SMEs bring specialist skills and expertise, enhancing the quality of goods and services procured and promoting a more competitive marketplace.

Social Value and Community Impact

SMEs often have strong community ties and can deliver social benefits, such as local employment and community initiatives. Working with SMEs enhances the social impact of public sector procurement activities.

Policy and Regulatory Support

Government policies encourage SME inclusion in public sector supply chains. The Crown Commercial Service (CCS) and the Department for Environment, Food & Rural Affairs (Defra) have implemented measures to remove barriers for SMEs and increase the visibility of tender opportunities.

Resilience and Sustainability

SMEs contribute to resilient and sustainable supply chains by providing niche products and services, reducing dependency on large suppliers, and offering environmentally friendly solutions.

Example: HMRC DALAS Framework

The HMRC's Digital and Legacy Application Services (DALAS) framework supports the delivery of future application services and reduces dependency on legacy technologies, providing a gateway for SMEs to offer their innovative IT solutions.

Example: Digital Capability for Health 2 (DCFH2) Framework

The DCFH2 framework supports digital transformation in health and social care by providing access to suppliers delivering a range of digital services, benefitting SMEs through competitive contracts.

Future Trends for SMEs in the Public Sector

Key trends shaping SME engagement in public sector procurement include:

Digital Transformation and Technology Adoption: Increasing demand for innovative tech solutions.
Sustainability and Net Zero Initiatives: Prioritising environmentally friendly products and services.
Simplified Procurement Processes: The Procurement Act 2023 makes public procurement more accessible to SMEs.
Focus on Social Value: Contracts awarded based on social impact.
Increased Collaboration and Partnerships: Forming partnerships to bid for larger contracts.
Resilience and Supply Chain Diversification: Diversifying supplier base to reduce dependency on large suppliers.

The UK public sector's encouragement of SME ecosystems within their supplier base brings numerous benefits, including fostering innovation, economic growth, social value, and supply chain resilience. By continuing to support and engage with SMEs, the public sector can build a dynamic, competitive, and sustainable procurement landscape.

If you're looking to partner with an experienced eco-system SME visit our Services page to find out more

Top 4 Tips for a Successful Interview

Sat, 19 Nov 2022 12:50:04 GMT

Most people think they have interview preparation perfected, but you’d be surprised by how many people overlook basic elements, and some simple improvements, which can be key to your success.

We’ve gathered the top 4 tips to make your interview effortless and memorable.

1. Preparation is key

Preparation is key to success, so make sure you have sufficient time to prepare before your interview and dedicate some time without distractions.

Research

The first step should be researching the organisation where you could be working. Visit any relevant websites and social media, look at LinkedIn profiles and do a general search on Google to see if they have any press about latest projects or initiatives. You want to get a feel for the work that they do, their mission and values, structure and their objectives or goals. You can then align some of your answers in the interview to reflect this, mirroring back their own language to create a commonality. Write down any keywords that stand out as markers for the organisation, such as ‘fast-paced’ or ‘outcome focused’.

Revisit

Revisit the job description. Think about why you applied and what attracted you to the job. What are the parts that excite you? Note these down and keep them handy, so you can show enthusiasm about these in the interview. Which parts of the role do you think you would excel at and which parts are your skills lacking in? The job description should also give you an idea of the behaviours the interviewer is looking for. Look out for terms like ‘self-starter’, ‘team-player’ or ‘strong communicator’ so you can show that your behaviours and soft skills are also desirable.

And revisit your CV. This is the main piece of information that the interviewer holds about you. Are there areas that align with the job description that you are likely to be asked to elaborate on? Are there any areas that the interviewer may question or want examples of?

You should also check that your LinkedIn profile correctly reflects your CV and is up to date. Make sure your profile photo is professional and you've included volunteer information, any groups and have some good recommendations from colleagues.

Common Questions

Prepare for the most common interview questions.

These are generally competency-based questions such as:
Making effective decisions
Collaborating
Leadership
Strategic thinking
Organisational skills
Working under pressure
Attention to detail
Handling a difficult decision or situation
Motivation
Taking control of a situation
Problem solving
Creativity

You may need an example for each area detailing the situation, your response to the situation and the positive outcome.

Your questions

What questions do you have about the role or the organisation? If the conversation is quite casual, you should be able to ask questions as they naturally arise, but it’s also important to ask a question at the end of the interview to show you are still interested. This could be in regard to the contract length or timeline, or “when are you likely to make a decision?” Write down your questions as after processing other conversations, you may need a reminder.

2. Promoting you

Clarify your ‘selling points’. Why would you be good at the job and what sets you apart from other applicants? Identify key responsibilities of the role and prepare several examples of your experience and achievements in these areas. Where possible use statistics to evidence this.

Specific Examples with STAR

You can use the S.T.A.R method to create quick and effective examples: Situation, Task, Action, Result.

Situation: Set the scene and give the necessary details of your example
Task: Describe what your responsibility was in that situation
Action: Explain exactly what steps you took to address it
Result: Share what outcomes your actions achieved

You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand

Showcase your work

If the interview is specific to certain types of work such as design, content, or products, you may have been asked to, or may just want to, showcase examples of your work. Make sure examples are relevant to the role and showcase your best skills.

You may want to go in-depth with a case study, outlining objectives and processes or just create a short screenshare presentation that acts as a portfolio. If you do this, ensure you can concisely talk through or narrate your work to give your interviewer a good understanding and positive takeaway points. You want to be memorable. Practice this prior to the interview with a friend to get feedback and identify areas that could be improved.

3. The Set Up

Have a trial run before the actual interview to resolve any issues.

Technical Difficulties

There is nothing worse than being failed by technology in an already stressful situation. Prior to the interview (the previous day and in the hours before) test your technology. Do you know which video platform you will be interviewed on? Have you used it before?

Set it up and test it out. Make sure you are familiar with all the functionality or features in case you are asked to change any settings or screenshare unexpectedly. It is better to do an interview on a laptop, rather than a phone as you have more control. Make sure your camera and microphone are working and set to appropriate levels. Also make sure all software updates are completed because no one wants a computer update starting randomly mid interview.

Location

Where will you do the interview? Do you have a reliable WiFi connection?

Conduct the interview somewhere private and quiet where you won’t be disturbed. Notify family or housemates ahead of time or book a meeting room if you are in a shared space/office. Test sitting in-front of the camera and take a good look at your background, as well as without you in frame in case you need to get up at any point. You need a minimal and non-distracting background, with good lighting so you can be clearly seen.

Check your camera angles, as some laptop cameras can be set lower. Try to position the camera for a clear and proportioned head and shoulders shot where you can make easy and comfortable eye contact with the camera. Distancing is also key; you don’t want to look too far away or equally right on top of the screen. Make sure your chair or seat is also comfortable.

If your interview is taking place in person be sure to identify the location and plan your route the day before, leaving yourself enough time in case of travel disruption.

4. First impressions count

According to research, it takes 7 seconds to make a judgement about someone when first meeting them. Whether we mean to or not, we can make unconscious judgements based on appearance and body language, so it’s important to look presentable.

Wellbeing

This is an area that is often overlooked but can really make an impact on how you present yourself and how you feel in an interview. The night before the interview, try you get a good night’s sleep. This will help you feel well rested, refreshed and more alert in the morning .Make sure you’ve eaten prior to the interview, nothing too heavy, and that you are well hydrated. Have a drink on hand in the interview as you’ll be talking for a while.

Dress The Part

Dress appropriately for the role or organisation. It’s better to be dressed more formally, than looking too casual. Even if your interview is via video link, dress as if you are meeting in person, full body in smart attire as you may need to move away from the screen. Beyond clothing, ensure that you are also clean, tidy, and looking polished. Looking your best translates into feeling your best and will give you confidence.

Body Language

Body language is important. You want to a strike a balance between enthusiasm and professionalism. Ensure you have open body language such as good posture, arms relaxed by your side and a straight back and use a good amount of eye contact (to the camera). Be aware of your gestures, it’s good to have some movement to main interest and feel comfortable, but you don’t want to be so animated that it becomes distracting. Monitor your tone of voice to keep things friendly and enthusiastic, and remember to smile.

Looking for a new contract job?

If you're looking for a new role, Hanover specialise in DDaT capabilities for UK Government. We can find you an exciting and rewarding contract in: Data, Product & Delivery, Technical, IT Operations, QAT, and User-Centred Design.

See our latest contracts here!

Case Study: Life-Saving Services

Fri, 19 Nov 2021 13:40:08 GMT

Departments: NHS, Department of Health & Social Care, Public Health England & National Institute for Health & Care Excellence.

Working with Government healthcare departments on time-critical projects, we listened to their needs and set out strategies to find the best skills at a critical time for UK healthcare. We supplied talented associates that created end-to-end solutions for new healthcare platforms, emergency triage software and urgent pandemic response structures.

This involved understanding content needed in order to support critical user needs and optimise user journeys. This approach also provided new user behaviour insights that could be used to inform wider healthcare initiatives and help convert underlying policy intent into quantifiable and motivated actions.

Experts Supplied:

Agile Delivery Managers
Lead Delivery Managers
Senior Business Analysts
User Research Leads
Data Managers
MDM Consultants
Infrastructure Engineers
Head of Customer Insights
Product Marketing Managers
Data Scientists
Technical Architects
Senior Services Designers
Incident Handling Lead
Mobile App Product Managers
Salesforce Product Managers
Senior Project Managers
Demand Modelling Engagement Analysts
.Net Developers

Hybrid Working: Will it work for you?

Fri, 19 Nov 2021 13:37:21 GMT

Post-lockdown, the new buzzword that has managers debating working style policies is 'Hybrid Working'. But what does it really entail? Is it really suitable for your workplace, and more importantly, your employees?

What is 'hybrid working'?

Hybrid working is a relatively new term, coined to demonstrate different ways of working combined, including:

Working in the office
Flexible hours
Remote working options
Working from home

It's been born out of companies adjusting to the Covid pandemic and the necessity under government guidelines for business to pivot to digital working and working from home under lockdowns rules. Now as restrictions lift, companies are considering what it means to head back to the office and whether we really want to.

According to the ONS , prior to the pandemic around only 5% of UK employees worked from home and a recent report from the CIPD showed that pre-pandemic, 65% of employers did not offer remote working options at all. The report also shows that now 40% of employers expect more than half of their workforce to work regularly from home in the future.

Do you employees want hybrid working?

The short answer is YES! Positive employee experiences are essential to productivity, reducing staff turnover, diversity and culture. According to Microsoft’s 2021 report, 73% of employees wanted flexible, remote work options, post-lockdown.

If you CAN offer options for hybrid working to your employees, whilst maintaining business goals, why wouldn't you? If you're in doubt about its need, conduct an employee survey and ask what options your employees would like.

The pandemic has created new employee expectations. It's not just about flexible working anymore, it's about individuals managing their own safety and working in a way that they feel secure and comfortable, and that also respects each others boundaries. If you have a mix of employees that have different health situations, you can't force them to conform to one set scenario. It just won't work. You should care enough about employees wellbeing to invest in hybrid working options and the associated tech to support it.

Hybrid working also helps to create better work/life balance for employees who may be suffering from health complications, are working parents or carers, and people with other stressful responsibilities outside of work.

What are the challenges of hybrid working?

Dependant on the type of work you do and how large your teams are, there will be some challenges to offering hybrid working. Here's a few things you need to consider:

Some of your roles may not be suitable for remote or hybrid working
Keeping track of everyone - who is working from where and when
Effective management - monitoring productivity, meeting deadlines
Communication - meetings, group chats, keeping in touch, performance reviews
Training & Development - better online or in-person?
Wellbeing - isolation, new employee onboarding, socialising
Tech - resources, hardware, connectivity, costs

How will hybrid working benefit your business?

One way hybrid working may benefit you as a leader is in a reduction of office space, work space rental and facilities costs. With a reduction of people in the office, you could reduce the office size, moving savings to other areas of your business.

Hybrid working can also hinder the spread of illnesses, (not just limited to Covid), and mean you have a fully functioning and healthy team. Employees suffering from a bad cold may feel well enough to work but don't want to pass germs onto their co-workers, so working from home is a great option.

However, the main benefit of introducing hybrid working is a big one. Employee happiness! We all know that happy employees are substantially more productive, making your business more profitable. Flexibility for working styles and personal needs create better work/life balance. This in-turn creates a positive working environment, stronger collaboration, employee loyalty and a reduction in staff turnover.

How do you implement hybrid working?

1. Policies - Ask yourself whether your policies are long, or short term? Talk with all managers about what will work for their team. Will you still be able to meet customer expectations and continue performing at an optimum level?

When implementing hybrid working, it's important to outline very clear policies. Detail the working options available, specify what they mean and what they entail. Also outline what is expected from your employees and what happens if those expectations are not met. You can also offer one to one conversations for special cases. Some roles may not qualify for hybrid or remote working, so it is best to discuss this with anyone affected individually.

Once you have a policy outline in place, look at how achievable those policies are utilising your current resources. Are there any obvious holes in your plans? Do you need anything new and what are the costs involved? Ask for feedback from your employees on what they need for working outside of the office.

Give careful consideration to the contractual implications of hybrid working, as implementing a new policy can sometimes amount to a formal change to terms and conditions of employment. It is best to run your draft policy past a legal advisor. If you are welcoming people back into the office, make sure you stay up-to-date and comply with Government guidelines and conduct a health and safety risk assessment.

2. Technology - Many stumbling blocks regarding hybrid working can be overcome by utilising technology. For example - using Zoom and Microsoft Teams, creating an intranet, updating employee communications or incentives, and managing projects in platforms such as Slack and Basecamp. Also think about new employees and how they will be onboarded. How can you make new recruits feel welcomed but also supported if they are not in an office? Make a list of your current tech and tech support, then review and source any new platforms you need.

3. Hardwar e - It's important you keep on top of your hardware such as laptops, monitors, hard drives etc. Are they all fit for purpose? How will they be assigned and monitored? How often do they need to be checked and updated? Do you have a support company or IT dept. that will be able to manage this?

4. Performance - With employees being in and out of the office, or working remotely for long periods, performance may be harder to observe and monitor. You may need to shift how you perceive good performance. For example: from employees being at their desk whenever you call, to instead looking at actual outcomes of work and meeting deadlines. Performance reviews and meetings should wherever possible be in person to maintain relationships.

5. Wellbeing - What are the wellbeing implications for your new policies? Managers should receive training in understanding and spotting potential signs of poor wellbeing and mental health symptoms. Ongoing mental health support and information should be readily available and regularly promoted to all employees.

Respect boundaries going forward. Just because someone is now working from home and has the tech to be available at anytime, it does not mean they are now contactable 24/7. Work hours should remain fixed and non urgent contact kept to a minimum outside of those hours.

Fairness & inclusivity is also an area of wellbeing to bear in mind. During the pandemic there was a disproportionate impact on ethnic minorities and also with women being much more likely to be both furloughed and undertake childcare responsibilities. Identify areas where inequalities may have developed, or could develop in the future and set out plans to address these. You should also do your best to ensure equality of experience between employees in the office and employees at home and have plans to address any potential conflict.

Conclusion

In a few years 'Hybrid Working' could be standard for most companies. Data from OpenSensors shows that 9 out of 10 UK workers want the option to work remotely once offices reopen. Early adopters and tech giants such as Twitter, Facebook and Google, are already offering a variety of hybrid working options.

Whilst the future remains unclear, having a choice of flexible options for hybrid working could mean the difference between success and failure for your business. We've seen throughout the pandemic, that companies who embrace hybrid or remote working, digital technology resources and ecommerce, can not only survive but actually thrive!

We're here to help!

Hanover offer solutions to support engagement, remote interviewing and remote onboarding. You're busy helping existing employees and doing your day job, so at Hanover we manage a fast and simple process for you, including:

Candidate Engagement - Job Advertising, Interactive Job Descriptions, Content Marketing

Video Interviews - Online Video Interviews. Share, shortlist and feedback in a few clicks

Remote Onboarding - Data Insights to tailor remote onboarding to individual needs

Find out more about our recruitment solutions here!

Case Study: Accessible Design

Fri, 19 Nov 2021 13:27:38 GMT

Home Office

Our designers know that 1 in 5 people in the UK have a long-term illness, impairment or disability, meaning that content design should be clear, simple and accessible without the need for adaption. Recently we deployed a Content Design team to a Home Office project, where an e-learning programme required a redesign to meet both GDS and accessibility standards.

Innovative design choices coupled with regular check-ins with both Home Office staff and GDS staff ensured standards were met and the project received a successful assessment, progressing to Alpha stage.

We also placed Agile coaches into teams supporting the Home Office portfolios with technical products and product centric ways of working to deliver services to UK citizens. This included the adoption of Agile methodologies, tools and techniques.

Experts Supplied:

Agile coaches
User Researcher
Content Designer
Service Designer