From Procurement to Partnership
Bex Lee • March 11, 2026
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!
What a Healthy Digital Ecosystem Looks Like and Why It Matters
How the UK Public Sector is Strategically Integrating AI and Automation Across Digital Services
Hanover’s View on Why SC and BPSS Vetting Pressures Are Increasing in 2026
Find out how anover can support your DDaT capability through the DOS7 Framework
Discover how SME ecosystems can deliver real value in UK government DDaT programmes, driving innovation, better delivery, and stronger social impact.
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
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.
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.
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
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.
What a Healthy Digital Ecosystem Looks Like and Why It Matters
How the UK Public Sector is Strategically Integrating AI and Automation Across Digital Services
Hanover’s View on Why SC and BPSS Vetting Pressures Are Increasing in 2026
Find out how anover can support your DDaT capability through the DOS7 Framework
Discover how SME ecosystems can deliver real value in UK government DDaT programmes, driving innovation, better delivery, and stronger social impact.
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
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.
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.
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
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.