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Category: United Kingdom

  • MIL-OSI United Kingdom: British exports shine in African infrastructure and renewable energy deal

    Source: United Kingdom – Executive Government & Departments 4

    Press release

    British exports shine in African infrastructure and renewable energy deal

    A partnership with UK Export Finance (UKEF) has enabled British firm Dints to secure a £12.5 million contract for infrastructure and renewable energy operations

    Image: Dints International

    • Dints International wins contract to supply Angolan infrastructure and renewable energy operations
    • Contract made possible in part thanks to UK government guarantee
    • Boosting exports plays a vital role in growing the economy, a key part of the Plan for Change

    A partnership with UK Export Finance (UKEF) has enabled British firm Dints to secure a £12.5 million contract as supplier to MCA’s infrastructure and renewable energy operations in Angola.  

    Established 18 years ago, Dints is a London-based project integrator bringing together buyers, suppliers, logistics providers and funding partners.    

    A loan guarantee issued by UKEF to Apple Bank means that the Portuguese contractor operating in Angola, MCA, can now access finance to purchase more than £12.5 million in equipment through Dints. This will create opportunities for UK manufacturers to supply goods and services to the project. 

    Dints will provide vehicles, plant and machinery to support infrastructure and renewable energy projects in Angola. UKEF’s support helps companies like Dints to grow the economy, delivering on the Plan for Change.   

    Recent partnerships with Dints have helped to generate over £21 million in UK exports to markets including Peru, Guinea, Côte d’Ivoire and Botswana. These projects support jobs across the UK supply chain, as Dints’ suppliers come from regions including Leicestershire, Yorkshire and Humber, Staffordshire, County Armagh, Cambridgeshire, and Hertfordshire.

    Gareth Thomas, Minister for Exports, said:  

    This deal opens a wealth of opportunities for UK businesses, helping to increase exports, boost jobs and grow the economy.

    As part of our Plan for Change, we are firmly backing businesses to export around the world and reach new markets, and this deal is a shining example of just that.

    Geoffrey de Mowbray, Dints’ CEO, said:  

    It has been a pleasure to work with MCA on this transaction. By bringing together UK and international suppliers with the support of UKEF, AF Capital and Apple Bank, suppliers are paid as if selling to their domestic markets while unlocking global opportunities. This approach makes UK exports more accessible as well as facilitating critical infrastructure and renewable energy projects and demonstrates the value of a coordinated, transparent export model in driving sustainable development.

    Tim Reid, CEO of UK Export Finance, said:

    By providing a loan guarantee to Dints’ overseas client, we’re not only securing a substantial export opportunity for British suppliers but also helping to transform lives in Angola through improved access to critical infrastructure and renewable electricity. This is exactly the kind of win-win outcome we strive to achieve at UK Export Finance.

    Manuel Couto Alves, Founder & Chairman of MCA, said: 

    At MCA, we recognise the critical role that strategic partnerships play in driving meaningful and sustainable change. As we continue to expand our infrastructure operations and deliver world-class projects in Angola, it is clear that collaboration with financial institutions such as UK Export Finance and trusted suppliers like Dints is essential in achieving the ambitious goals of sustainable development.

    Stephen Peal, Group MP of Yorpower, a supplier on the project, said: 

    This has been an exciting opportunity for YorPower from the start. It is an honour to be supporting the energy transition in Angola, which is a new territory for us. Working along Dints has proven to be an outstanding route to new territories and opportunities across the world. We are able to grow and develop our brand without the complication export would normally present, by dealing locally in the UK with the experts at Dints.

    Charlie Style, Business Development Manager at King Trailers, a supplier on the project, said: 

    King Trailers is proud to support Dints in delivering projects contributing to the sustainable development of communities in Angola. Our specialized transport solutions will play a key role in ensuring the safe and efficient movement of essential equipment, reinforcing our commitment to supporting global infrastructure and renewable energy projects.

    This collaboration was made possible through the support of UK Export Finance (UKEF), which plays a crucial role in championing British manufacturing. UKEF’s backing not only enables companies like King Trailers to secure international contracts but also drives innovation and strengthens the UK supply chain. By providing financial support and export credit guarantees, UKEF helps safeguard skilled jobs at King Trailers and across the wider UK manufacturing sector, ensuring long-term growth and competitiveness on the global stage.

    UKEF issued the guarantee through its Standard Buyer Loan Guarantee product. By helping buyers to purchase UK exports more easily, loans from or guaranteed by UKEF secure export contracts with good payment terms for British businesses – including small businesses likely to need payment upfront before they can deliver a contract.

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    Published 24 March 2025

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  • MIL-OSI United Kingdom: Derby’s young climate change champions

    Source: City of Derby

    More than 150 pupils from schools across Derby took part in an event to discuss their climate change concerns and learn about potential careers that could help tackle some of these challenges.

    The children were joined by local businesses and industry experts for The Festival of Ideas – an exciting day of interactive workshops at Pride Park stadium, as part of the Derby Promise.

    A Derby City Council initiative, the Derby Promise focuses on raising employment aspirations and providing meaningful opportunities for the city’s young people, from primary school through to adult education. 

    Taking place during Science Week, the Festival of Ideas saw pupils share knowledge around climate concerns while learning about a range of STEM (Science, Technology, Engineering and Maths) career paths. They also had the opportunity to speak directly with councillors and local leaders about changes they’d like to see, and to ask important questions around their own power to make a difference.

    Workshops were provided by industry experts from Rolls Royce, Wates Construction, Aecom and Climate Education, each exploring different aspects of sustainability and climate action. Activities ranged from quizzes on plastic pollution and global warming, to building a scale suspension bridge which the children could then walk across, seeing the principles of civil engineering in action and understanding the environmental impacts of such projects. 

    There were games around ways to improve our carbon footprint at home, and craft projects demonstrating how wind turbines can make use of our natural resources. 

    Councillor Paul Hezelgrave, Derby City Council Cabinet Member for Children, Young People and Skills, said:

    The Festival of Ideas has been a fantastic opportunity for our young people on several levels. It was great to see them really getting stuck into tasks that sparked conversations around climate, but also ideas to do with possible career paths and how STEM can look outside of a classroom and be applied in the working world. 

    Meeting new people and gaining first-hand experience of what a job can entail is such an important step in inspiring and motivating children, helping them to see what’s possible, what they can work towards. The element of fun in each activity really helped too – these are jobs and projects they can enjoy and feel inspired to pursue.

    A key element of the festival was the opportunity for students to present their climate concerns and ideas to local councillors and leaders. Through creative speeches, artwork, and presentations, they highlighted areas for change and engaged in Q&A sessions.

    • Oakwood Junior School stressed the importance of trees, green spaces, and nature.  
    • Becket Primary School recognised the difference we can all make to ensure communities and the natural world are protected
    • Cherry Tree Hill Primary School are busy composting and were keen for Derby to make composting easier at home, at work, and in public places
    • Beaufort Primary School stressed the need for increased renewable energy use, reduced car usage, increased tree planting, recycling, and waste reduction 
    • Redwood Primary School suggested sustainable transport competitions, refill shops, rewilding, and climate-focused public art 
    • Cavendish Close Junior School discussed careful recycling, water conservation, re-wilding and informed buying choices.

    Students also discussed practical actions they and their schools could take, such as litter-picking groups, bug hotels, wormeries, and recycling champions. They emphasised the importance of using their voices to drive change, encouraging teachers and parents to address environmental issues.

    Councillor Carmel Swan, Cabinet Member for Climate Change, Transport and Sustainability, was particularly impressed by the children’s passion, practical ideas, and optimism. She said:

    The event underlined how important it is that children’s voices are included in conversations around climate change. Our young people are very aware that they’re inheriting a planet with increasing environmental challenges, but one thing that stood out was their positivity in tackling these issues. They truly believe change is possible, and they want to lead the charge in improving climate change.

    The Derby Promise’s Festival of Ideas is an ongoing initiative. Throughout the coming year, schools will be developing their own climate action plans, and the team behind Derby Promise will be providing ongoing teacher support sessions and guidance to schools.

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  • MIL-OSI NGOs: Northern Ireland: ‘We have your back’ Amnesty tells community at anti-racism rally

    Source: Amnesty International –

    PSNI recorded 1,777 racist incidents and 1,150 racist attacks last year  

    Strong solidarity against racism at ‘Our Belfast: Free from Racism!’ community gathering at Belfast City Hall

    ‘To anyone living in fear, because of their skin colour, their religion, their immigration status – we say to you: we have your back’ – Patrick Corrigan 

    A strong turnout at the ‘Our Belfast, Free from Racism!’ rally this Sunday, demonstrated the passion and commitment of communities to stay united against hatred and ensure Belfast is a city for all.

    Giving a speech at the rally, Director of Amnesty Northern Ireland, Patrick Corrigan, said:

    “Belfast is a city for all. It’s big and it’s beautiful enough for everyone. Our diversity is our strength. Our unity is our superpower. Belfast knows only too well – because we have experienced too much of it – that united we stand, but divided we fall.

    “Today we stand here united against those who seek to stoke hatred. We will not accept hatred against our friends. We will not accept violence against our neighbours.

    “To every citizen of this great city, whether you arrived here last week, last year or have lived here all your life, this is your home. To those who have travelled over continents and seas to make Belfast your home, we thank you. You enrich us with your experiences and your culture. You make us better. To anyone living in fear, because of their skin colour, their religion, their immigration status – we say to you: we have your back. We will not let the racists divide us. They will not win.” 

    The PSNI recorded 1,777 racist incidents and 1,150 racist attacks in 2024, reaching the highest ever recorded levels during the summer period.  

    Last year saw racist hate crimes hit new all-time highs in Northern Ireland. Amnesty’s response will always be solidarity to those being marginalised and attacked within our communities and to demand better political leadership at Stormont to address the root causes of racism, Islamophobia and xenophobia that plagues our society. 

    Amnesty International was one of the organisers of the ‘Our Belfast: Free from Racism!’ community gathering at Belfast City Hall which took place Sunday at 1pm in response to a planned anti-immigration protest being promoted on far-right social media channels. Other organisers include campaign group United Against Racism, trade union NIPSA, the Anaka Women’s Collective, Belfast Islamic Centre and Horn of Africa People’s Aid NI. 

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  • MIL-OSI United Kingdom: Two new non-executive directors appointed to the SIA

    Source: United Kingdom – Executive Government & Departments

    Press release

    Two new non-executive directors appointed to the SIA

    The Minister for Safeguarding and the Minister for Security have both agreed to the appointment of two new non-executive directors to the Board of the SIA.

    Hannah Wadey, and Stephen Grainger were appointed to the Authority from 24 March 2025.

    Hannah Wadey is the CEO of the Safer Business Network. She has 20 years’ experience in community safety, security, and crime prevention. Hannah has a proven track record of delivering strategic change in public safety and building collaboration between government, police, businesses, and communities.

    A passionate advocate for reducing violence against women and girls and improving safeguarding, Hannah has led national campaigns tackling vulnerability. These include WAVE (Welfare and Vulnerability Engagement), ‘Ask for Angela’ and Spiking Awareness, and the Mayor of London’s Women’s Night Safety Charter.

    Stephen Grainger has extensive experience in protective security. He has held a portfolio of management consultancy positions, including the All-England Lawn Tennis Club (AELTC), Wimbledon until 2013, when he became the Head of Security at the AELTC. Stephen had direct responsibility for all security planning and operations for The Championships, in addition to the year-round operations. He is presently providing strategic advisory security services in a range of environments including major sporting venues across the UK.

    Stephen also has 30 years of experience with the Metropolitan Police Service where he served at several boroughs in South and South-West London, including London Heathrow Airport. As Chief Superintendent, he held command positions at the Police Training College, Hendon, where he was responsible for all training. He also served as Head of the Royalty Protection Command.

    The appointments, which are for an initial period of 3 years, have been made following a robust open competition in accordance with the Governance Code on Public Appointments.

    SIA Chair Heather Baily said:

    I am delighted to welcome Hannah and Stephen as new non-executive directors and members of the Authority. They bring a wealth of experience in protective security and a solid understanding of the private security industry we regulate.

    Historically we have always had five non-executive directors on the SIA Board. However, this is an exceptional time for the SIA, and I am grateful to our Ministers (previous and current) for allowing us an extra non-executive director to help with the implementation of Martyn’s Law.

    We engage extensively with the private security industry, and we have listened to their concerns regarding the need for industry representation on our Board. Hannah and Stephen’s professional background in this industry will be of great value in establishing and progressing the strategic aims and objectives of the SIA.

    Notes for editors

    The SIA is governed by a Board, which is made up of:

    • our non-executive directors, including our Chair
    • our executive directors, including our Chief Executive

    The Board’s role is to ensure that the SIA’s statutory responsibilities are met.

    The SIA’s pages on GOV.UK contain further details on the Board members.

    Further information

    The SIA is the organisation responsible for regulating the private security industry in the UK, reporting to the Home Secretary under the terms of the Private Security Industry Act 2001. The SIA’s main duties are the compulsory licensing of individuals undertaking designated activities and managing the voluntary Approved Contractor Scheme (ACS).

    For further information about the SIA or to sign up for email updates visit www.gov.uk/sia. We also post articles and updates on WordPress. The SIA is on LinkedIn, Facebook (Security Industry Authority) and X (@SIAuk).

    For media enquiries only, please contact  media.enquiries@sia.gov.uk.

    Updates to this page

    Published 24 March 2025

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  • MIL-OSI United Kingdom: UN Human Rights Council 58: UK Statement for Albania’s UPR

    Source: United Kingdom – Executive Government & Departments

    World news story

    UN Human Rights Council 58: UK Statement for Albania’s UPR

    UK Statement for Albania’s Universal Periodic Review Outcomes Session Statement. Delivered at the 58th HRC in Geneva.

    The United Kingdom welcomes the significant progress since Albania’s last UPR.

    We support Albania’s progression on justice reform to improve the integrity of its judiciary, combat corruption, and tackle the influence of organised crime following the adoption of legal reforms in 2016.

    We welcome our bilateral judicial partnership with Albania, establishing educational exchange between our judiciaries. Further, we commend Albania for its cooperation on criminal justice in pursuit of the protection of the state and citizens from criminal interests.

    We welcome the establishment of the Special Structure against Corruption and Organised Crime (SPAK) in 2019, which has made progress in addressing serious cases of corruption. We urge Albania to remain steadfast on anti-corruption: strengthening the independence of its judicial authorities, including SPAK, to operate without undue interference or political oversight. 

    The approval of a National Strategy for Gender Equality 2021-2030 to strengthen its gender equality framework is encouraging; we urge full implementation. We also welcome the creation of national shelters for survivors of domestic abuse, and a Reception Centre for victims of human trafficking.

    In the year of Albania’s parliamentary elections, we urge Albania to put into practice all outstanding OSCE recommendations for improving the conduct of elections.

    Updates to this page

    Published 24 March 2025

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  • MIL-OSI United Kingdom: Mayoral Decisions under scrutiny

    Source: Mayor of London

    The Mayor has published a number of Mayoral Decisions since December 2024. These are on the GLA website. 

    Tomorrow, the GLA Oversight Committee will question guests on some of these decisions. 

    The Committee will take the opportunity to ask about the decision-making process and expected outcomes of a selected number of recent Mayoral Decisions. The Decisions chosen by the Committee for this consideration are: 

    MD3328 London Councils request for approval to increase parking and traffic enforcement penalty charges; and delegation of future borough requests to change penalty charge band

    ADD2740 Clean Air Night 2025

    DMFD252 London Fire Brigade – New headquarters project

    DMFD259 Legal costs related to matters arising out of the Grenfell Tower fire Inquiry

    DMFD255 Privacy for All Programme 2025-26.

    The guests are:

    • Rachel Hickman – Interim Executive Director for Strategy and Communications 
    • Mostaque Ahmed – Director of Corporate Services, London Fire Brigade
    • Other guests to be confirmed

    The Committee will also ask questions on the Mayor’s Annual Equalities reports for 2022-23 and 2023-24.  The guests are:

    • Dr Debbie Weekes-Bernard – Deputy Mayor for Communities and Social Justice
    • Tom Rahilly – Assistant Director for Communities and Social Policy, GLA 
    • Rupinder Parhar – Head of Equalities, GLA

    The meeting will take place on Tuesday 25 March from 10am, in the Chamber at City Hall, Kamal Chunchie Way, E16 1ZE.
     
    Media and members of the public are invited to attend.
     
    The meeting can also be viewed LIVE or later via webcast or YouTube.
     
    Follow us @LondonAssembly.
     

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Grenfell Tower site update March 2025

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Grenfell Tower site update March 2025

    A summary of current activity at the Grenfell Tower site.

    Applies to England

    Documents

    Grenfell Tower site update March 2025

    PDF, 138 KB, 3 pages

    Grenfell Tower site update March 2025 – transcript

    PDF, 159 KB, 4 pages

    Details

    In this community update, we provide information on the decision on the future of Grenfell Tower shared last month by the Deputy Prime Minister with bereaved, survivors and local residents. There is also information on the annual Tower rewrapping, site maintenance, air quality monitoring, and health and wellbeing support, plus contact details.

    You can watch a recording of the update on the MHCLG YouTube channel:

    Grenfell Tower site update March 2025

    Updates to this page

    Published 24 March 2025

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  • MIL-OSI United Kingdom: Television personality Ant Middleton banned as company director over unpaid taxes

    Source: United Kingdom – Executive Government & Departments

    Press release

    Television personality Ant Middleton banned as company director over unpaid taxes

    His company owed more than £1 million in corporation tax and VAT when it went into liquidation

    • Television personality and adventurer Ant Middleton has been banned as a director after his Sway and Starting Limited company failed to pay more than £1 million in tax 

    • In the same period, more than £4.5 million was paid into the company’s accounts, indicating it had enough income to pay the tax it owed in full 

    • His wife, Emilie Middleton, has also been disqualified as a company director for four years following investigations by the Insolvency Service 

    • The pair ended up owing their company almost £3 million at the time of liquidation due to an overdrawn director’s loan account 

    Television personality Ant Middleton has been banned as a director after his company failed to pay more than £1 million in tax. 

    The former SAS: Who Dares Wins chief instructor was the director of Sway and Starting Limited along with his wife, Emilie Middleton. The company, which was described as offering media representation services, was set up to manage income from his television and media work. 

    But both the directors failed to ensure the company paid more than £300,000 in VAT and over £800,000 in corporation tax between 2019 and 2022. 

    This was despite more than £4.5 million being paid into the company’s accounts from 2020 to 2022. 

    The pair had also taken out almost £3 million from the company in the form of a director’s loan account by the time the company went into liquidation in December 2022.  

    Ant Middleton later agreed to repay £300,000 of the director’s loan as a full and final settlement with the liquidator. 

    The Middletons, both 44 and with correspondence addresses in Chelmsford, Essex, have been banned as company directors for four years. 

    Dave Magrath, Director of Investigation and Enforcement Services at the Insolvency Service, said: 

    Companies not paying the tax they should deprives the government of the money it needs to pay for the country’s defence services, our NHS, schools and universities, and transport systems. 

    Ant and Emilie Middleton had legal and financial duties as directors to ensure their company paid the corporation tax and VAT it owed. Instead, they were taking millions of pounds out of the company at that time. 

    This disqualification should serve as a deterrent to other directors that if you do not pay your taxes while directing money elsewhere, you are at risk of being banned.

    Ant Middleton formed Sway and Starting in September 2014, with his wife becoming a director of the company in May 2019. 

    The company, previously known as Middleton Global Limited, failed to pay any of the £869,351 in corporation tax it owed between September 2019 and March 2021. 

    Sway and Starting also only paid £267,443 in VAT out of a total of £651,961 it owed between March 2020 and September 2022, leaving £384,518 unpaid. 

    Insolvency Service analysis of the company’s bank accounts showed that £4,592,200 was paid into the company between April 2020 and November 2022. 

    By the time of the company’s liquidation, the pair also owed Sway and Starting at least £2,961,745 through their director’s loan account. 

    The Secretary of State for Business and Trade accepted disqualification undertakings from Ant and Emilie Middleton, and their bans started on Monday 24 March and Wednesday 19 March respectively. 

    It prevents them from being involved in the promotion, formation or management of a company, without the permission of the court. 

    Further information

    Updates to this page

    Published 24 March 2025

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  • MIL-OSI United Kingdom: Women leaders gather in Leeds to help unlock SME business growth

    Source: United Kingdom – Executive Government & Departments

    Press release

    Women leaders gather in Leeds to help unlock SME business growth

    Female entrepreneurs, senior industry representatives and local leaders came together at the UKEF ‘Northern Women in Business’ reception in Leeds.

    Laura Murray, HSBC UK; Roxanne Goodman, Female Founder Finance; Helen Gibson MBE; Heba Bevan, Utterberry; Marie Hall, UKEF. Credit: Neil Spence.

    • Hosted by UK Export Finance, the event focused on breaking down barriers for women in business and encouraging more women-led businesses to take up international trade opportunities.

    • UKEF’s financing support for small businesses was worth over £570 million last year, while an independent review estimates around a quarter of a trillion pounds could be added to the UK economy if women received more business investment opportunities.

    Over 100 female entrepreneurs, banking representatives and government officials came together last night to celebrate the success of British businesswomen and to explore ways of reducing financial barriers for women-led firms seeking to grow their operations and export.

    Hosted at The Studio in Leeds by government department UK Export Finance (UKEF), the event welcomed speakers from prominent groups Female Founder Finance and the Invest in Women Taskforce.

    UKEF is a government department which helps businesses to export by offering financing guarantees and insurance – support which helps companies to fill their order-books, invest in growth and create wealth.

    In the 2023-24 financial year, UKEF’s backing for businesses contributed £3.3 billion to the UK economy and supported up to 41,000 jobs across the country. The department has set an objective to support more women-led businesses as part of its business plan. 

    While this is good news for firms across the country, according to the Rose Review, £250 billion could be added to the UK economy if women matched men in receiving business investment.

    Gareth Thomas, Minister for Exports, said: 

    One of the priorities for this government is to break down barriers that women in business face, which includes access to finance.

    UK Export Finance is working alongside the broker Female Founder Finance to ensure its suite of services reach more female business owners so they can secure new investment opportunities and grow their operations.

    UKEF recently signed a partnership with Female Founder Finance. Together, they will streamline the process for referring eligible businesses into one another’s financing programmes, therefore reducing missed opportunities for women owners.

    Roxanne Goodman, Founder of Female Founder Finance, added:

    The UKEF and Female Founder Finance partnership is a game-changer for women-led businesses looking to scale globally. Events like this reception are crucial for connecting female founders with the trade finance solutions they need to seize international opportunities.

    By breaking down barriers to funding, we’re empowering more women to succeed in international trade.

    UKEF’s support for women-led businesses complements the government’s priorities for economic growth and breaking down barriers for businesses across the UK as part of its Plan for Change.  

    The event comes after the Chancellor’s backing for the Invest in Women Taskforce – which aims to create one of the world’s largest investment funding pools for female founders – as part of this government’s mission to grow the economy.

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    Published 24 March 2025

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  • MIL-OSI United Kingdom: Deputy PM tells Parliament: Back reforms to get Britain building

    Source: United Kingdom – Executive Government & Departments

    Press release

    Deputy PM tells Parliament: Back reforms to get Britain building

    The Planning and Infrastructure Bill will have its Second Reading in Parliament today.

    • Landmark Planning and Infrastructure Bill returns to Parliament for its Second Reading today
    • Reforms will unlock economic growth and accelerate delivery of homes and critical infrastructure and are expected to bring jobs and opportunity across the country
    • Ambition delivers on the 1.5 million homes commitment in our Plan for Change, and push to make Britain a clean energy superpower

    Deputy Prime Minister Angela Rayner has warned there is ‘no time to waste’ as she urged Parliament to back key legislation needed to speed up the delivery of the Plan for Change milestone of 1.5 million homes and deliver the vital infrastructure this country needs.

    The rallying call was made ahead of the Planning and Infrastructure Bill returning for its Second Reading today (March 24). This is another milestone in the government’s push to make this Bill law to get Britain building and drive economic growth.

    Significant reforms will be introduced through the Bill to speed up planning decisions, remove unnecessary blockers and challenges to housing development and major infrastructure projects like windfarms, while at the same time delivering for the environment through the new Nature Restoration Fund.

    Deputy Prime Minister and Housing Secretary, Angela Rayner said:

    “We have no time to waste in bringing the housing crisis we’ve inherited to an end, not only for those struggling to get onto the housing ladder but for the families and young children who are stuck in temporary accommodation. 

    “That’s why it is so crucial that we get Britain building and the return of the landmark Planning and Infrastructure Bill to Parliament today represents another step forward in achieving this goal.

    “But to ensure we can prove the naysayers wrong, and deliver on our Plan for Change target to build the 1.5 million homes and crucial infrastructure this country needs, we need to make our planning reforms law as quickly as possible. This is why today I am urging Parliament to back this Bill and ensure we can deliver the change so many people want to see.”

    The landmark Bill is at the heart of the government’s mission to secure Britain’s future through the Plan for Change, by supporting the push to deliver the 1.5 million homes and the target of making at least 150 decisions on major infrastructure projects in this Parliament – tripling the 57 decisions made in the previous Parliament and more than the 130 made since 2011.

    Getting critical infrastructure built is essential to making Britain a clean energy superpower – bringing people’s bills down for good and giving Britain energy security – delivering the higher living standards working people deserve. It will also bring a range of skilled jobs to areas across the country.

    Housing and Planning Minister, Matthew Pennycook said:

    “Our landmark Planning and Infrastructure Bill will fundamentally change how we build things in this country.

    “By streamlining the delivery of new homes and critical infrastructure, it will help tackle the housing crisis and raise living standards in every part of the country.

    “The Bill marks another decisive step toward a planning system that is pro-growth and pro-infrastructure and will deliver on our Plan for Change commitments to build 1.5 million homes and fast-track planning decisions on at least 150 major economic infrastructure projects in this Parliament.”

    Key measures in the Bill include:

    • Overhauling planning decisions through the introduction of a national scheme of delegation to set out which applications should be determined by officers and which should go to committee, speeding up the approval process for new development.
    • Establishing a Nature Restoration Fund to deliver a win-win for both the economy and nature ensuring builders can meet their environmental obligations faster.
    • Strengthening the compulsory purchase process to acquire land for projects that are in the public interest and ensure compensation paid to landowners is not excessive.
    • Giving additional powers to development corporations to make it easier when delivering large-scale developments, including the next generation of new towns.
    • Reducing the burdensome consultation process when seeking approval for major infrastructure projects, including reservoirs, windfarms, roads and railway lines.
    • Prioritising approved clean energy projects, such as wind and solar, for grid connections with a new ‘first ready, first connected’ system.
    • Limiting the number of times that government decisions on major infrastructure projects can be legally challenged, with only one attempt for meritless cases.
    • People living near new electricity transmission infrastructure will also receive up to £2,500 over 10 years off their energy bills, ensuring those hosting vital infrastructure can benefit from supporting this nationally critical mission.

    Further information

    The government has already announced its commitment to deliver a new 10-year Infrastructure Strategy, which will help unlock private investment over the next decade for new housing, schools, hospitals, and public transport. This will be set out in due course. 

    As part of the government’s pro-growth agenda, we have already made 12 decisions on Nationally Significant Infrastructure Projects, which includes the Immingham Green Energy Terminal.

    Alongside wider planning reforms, including the updated National Planning Policy Framework and a forthcoming review on statutory consultees, the government is backing builders and councils to deliver more homes and infrastructure in the areas most in need.

    Updates to this page

    Published 24 March 2025

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  • MIL-OSI United Kingdom: Doors ready to open at city’s newest housing complex

    Source: City of Stoke-on-Trent

    Published: Monday, 24th March 2025

    A brand-new independent living complex offering support in Stoke-on-Trent is ready to welcome its first residents.

    Chatterley Court in Chell Heath has been under construction since 2023 as part of Stoke-on-Trent City Council’s ongoing mission to ensure everybody has access to a decent home.

    The over 55s facility boasts 113 one- and two-bed apartments, communal areas including, a reception lounge, resident’s lounge, dining room and gardens as well as a laundry room and scooter storage facilities.

    The scheme will have staff on site Monday to Friday delivering support to meet individual residents needs and each apartment benefits from a range of support features including call alarm systems, easy access bathrooms with walk-in showers and the infrastructure for specialist equipment.

    Chatterley Court also has a number of security features including CCTV, progressive security and a concierge service. On-site parking and electric charging facilities are also available.

    Councillor Chris Robinson, cabinet member for housing and planning at Stoke-on-Trent City Council, said: “Chatterley Court is one of a number of sheltered housing schemes which have opened in the city in the last few years, as part of the city council’s aim to raise housing standards.

    “It is important that we continue to invest in – and upgrade – our council homes but it’s also essential that we provide more choice of accommodation for all so we can meet the needs of our residents now and in the future.

    “When we talk about sheltered accommodation, a lot of people automatically picture a care home which hasn’t been decorated since the 1980s but this facility is really impressive. It is extremely modern and has everything a person could need – all in one place.”

    Councillor Duncan Walker, cabinet member for adult services at Stoke-on-Trent City Council, said: “It is really important that we provide our residents with the right type of accommodation to enable them to live independently, while also ensuring support is available for them if they need it.

    “As a council, we are working hard to create a healthier standard of living for all and I believe this facility will play a key part in helping people to thrive in a safe and modern environment.

    “I’m really looking forward to welcoming Chatterley Court’s first residents in the next few months.”

    Dan Roberts, Operations Director at Equans – the council’s construction contractor partner at Chatterley Court, said: “We’re delighted to have helped to create these beautiful new homes.

    “As demand for sheltered accommodation continues to rise across the UK, it’s more important than ever that we work together to create places that residents are proud to call home, whilst also having the support and facilities on-hand to enable them to age well. I hope the new residents of Chatterley Court will be very happy there.”

    Chatterley Court is the largest sheltered housing scheme delivered by Stoke-on-Trent City Council over the last five years.

    It follows the launch of the £8.7 million, 57-bed QEII scheme in 2020 and Rialto Court, an £11 million over 55s scheme which boasts 65 one- and two-bed apartments, and welcomed its first residents in 2022.

    The official opening of Chatterley Court is expected to take place later this year, as part of the city’s Centenary celebrations.

    Anyone wishing to know more about the scheme should contact the council’s Sheltered Housing Team on 01782 235675 or via email at Sheltered.HousingTeam@stoke.gov.uk.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Scottish Anti-Illicit Trade Group relaunches to combat counterfeit crime

    Source: United Kingdom – Executive Government & Departments

    Press release

    Scottish Anti-Illicit Trade Group relaunches to combat counterfeit crime

    The Scottish Anti-Illicit Trade Group (SAITG) has relaunched this month, with the aim of combating counterfeiting and intellectual property crime in Scotland.

    Supported by the UK Intellectual Property Office (IPO), the group brings together law enforcement, government and businesses to strengthen Scotland’s fight against this illicit trade.

    According to IPO research, almost one in three of those asked (29%) across the UK have purchased counterfeit goods in the past. Almost one in five (19%) said they purchase them often, sometimes or on an occasional basis. For 2021, the overall estimated value of imported counterfeit goods into the United Kingdom was over £7 billion.

    The group will focus on developing best practice and enhancing collective strategies to tackle the supply of counterfeit goods across Scotland. They will form a coordinated response to protect Scottish products, businesses and consumers from the threat of IP crime.

    It brings together members including the Scotch Whisky Association, Police Scotland, Trading Standards, The Wine & Spirit Trade Association and The Anti-Counterfeiting Group.

    Together, they will create a forum for distinct industry areas to share insight, intelligence and provide training and support for law enforcement agencies.

    The group’s work will also help build a greater understanding among the wider public of the harms this trade causes, emphasising that counterfeiting is anything but a victimless crime.

    The IPO’s Deputy Director of Enforcement Miles Rees stressed the importance of collaboration:

    We are pleased to support the re-launch of the Scottish Anti-Illicit Trade Group, which marks an important moment in tackling this significant threat to businesses and consumers in Scotland. Counterfeit goods not only harm those using them, but also cause wider harms to society, our economy and communities. Government, industry and law enforcement all have a crucial role to play in working together to combat counterfeiting and piracy, and the group represents a vital forum, helping drive action together.

    Rachel Jones, newly appointed Chair of the Scottish Anti-Illicit Trade Group and founder of Snapdragon, said:

    Counterfeiting is not a victimless crime. It is the second largest source of criminal income in the world, after drugs. I’m very honoured to chair this group as we bring together key partners to protect Scotland’s heritage brands and consumers.

    Fiona Richardson, Chief Officer for Trading Standards Scotland, said:

    Illicit trade is a priority for Trading Standards Scotland and the team regularly looks to undertake actions against those selling counterfeit goods. These actions are aimed at protecting consumers and legitimate businesses by preventing the sale of counterfeit products throughout Scotland.

    Detective Chief Superintendent Dave Ferry of Police Scotland emphasised the serious nature of illicit trade:

    People may believe this type of criminality to be victimless. The reality is that illicit trade funds serious organised crime, undermines legitimate businesses, puts jobs at risk and causes harm in our communities as the profits fund other illegal activities.

    Alan Park, Director of Legal Affairs at the Scotch Whisky Association, highlighted the importance of protecting Scotland’s premium products:

    Food and drink products strongly associated with their origin, like Scotch Whisky, carry a significant reputation based on their quality, authenticity and generations of investment. Those who attempt to take fraudulent advantage of that reputation will always face strong action, and the formation of this group is a significant step to help serve a strong message that this illegal activity won’t be tolerated.

    Members of the public can report suspected counterfeit goods to Police Scotland by calling 101 or anonymously through Crimestoppers.

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Test to protect: Know your risk this World TB Day

    Source: City of Birmingham

    On World TB Day (March 24th), Birmingham City Council is urging communities in the city to understand their risk of contracting tuberculosis (TB) and how to protect themselves and their loved ones.

    An awareness campaign, launched in February, has been focusing on males aged between 25 to 34 years old, who were either born in or have lived in Pakistan, encouraging them to get tested and, if needed, treated for TB. This group has been identified by research as one of a number of communities at particularly high risk for contracting TB. Despite this increased risk, many within this demographic are less likely to get tested. 

    TB is an infection caused by bacteria that affects the lungs and other parts of the body. It is serious but can be cured with medication if detected and treated early.  

    The campaign’s central message -“Risk. Test. Protect.” – encourages individuals to visit testtoprotect.co.uk to determine their risk for TB, as well as Hepatitis B and C. The website offers information on how to get a free, confidential test, and underscores the importance of early detection in protecting both personal health and the health of their loved ones and their wider community. 

    World TB Day takes place each year on March 24th, the date in 1882 that Dr Robert Koch announced he had discovered the bacterium that causes TB, and aims to raise awareness of the condition’s impact and step up efforts to eradicate it globally. This aligns with Birmingham’s own commitment to the Fast-Track Cities Plus (FTC+) programme, which aims to end new cases of TB, Hepatitis B and C, and HIV in the city. 

    Councillor Mariam Khan, Cabinet Member for Health and Social Care at Birmingham City Council, said: “World TB Day is an important reminder that there is still a lot of work to do to eradicate cases of TB globally, but that work starts with empowering people to understand their risk and then take the necessary steps to protect themselves and their loved ones through testing and treatment.  

    “This is the approach we are taking in Birmingham, encouraging communities identified as being at risk to find out if they could be living with TB without realising, and then enabling them to access the support and treatment they need. 

    “This is important any day of the year, not just on World TB Day, and I would urge those who may be part of an at-risk community to take that crucial first step and visit testtoprotect.co.uk to find out more.” 

    MIL OSI United Kingdom –

  • MIL-OSI Australia: Additional $14 million to keep communities and emergency services better connected

    Source: Workplace Gender Equality Agency

    The Albanese Government continues to prioritise safety and resilience measures for natural disaster-prone communities with an additional $14 million to extend critical community Wi-Fi services at evacuation centres across Australia.
     
    The Strengthening Telecommunications Against Natural Disasters (STAND) program has already installed NBN Co. Sky Muster satellite connections to 1068 locations Australia-wide. Interactive map available here.
     
    This includes emergency sites across areas in northern New South Wales and south east Queensland which were impacted during ex-Tropical Cyclone Alfred.
     
    The additional $14 million will add community Wi-Fi capability to a further 500 emergency sites, and extend services at existing sites for an additional four years, beyond 2025.
     
    The Albanese Government will work closely with states and territories to prioritise disaster-prone areas that do not have emergency connectivity solutions to ensure this investment delivers where it is most needed.
     
    Since coming to office, the Albanese Government has committed more than $340 million to improve mobile coverage and the resilience of communications networks against natural disasters.
     
    This includes through the Mobile Network Hardening Program, the Telecommunications Disaster Resilience Innovation Program, and the Broadcasting Resilience Program, with more than 900 resilience projects delivered this term, and many more to come. 
     
    A re-elected Albanese Government will also introduce legislation for a Universal Outdoor Mobile Obligation (UOMO) in 2025. This world-leading reform will provide near continent-wide outdoor mobile coverage, essential during emergencies and natural disasters which disrupt power and land-based networks.
     
    Quotes attributable to the Minister for Communications, the Hon Michelle Rowland MP:
     
    “The safety of Australians is the number one priority of the Albanese Government – particularly during natural disasters which are becoming more frequent and severe.
     
    “Resilient communications and broadcasting networks are vital for keeping communities safe, informed, and connected during emergencies. It can be the difference between life and death.
     
    “Hundreds of thousands of people, homes and businesses in southern Queensland and northern NSW were left without power in the wake of ex-Tropical Cyclone Alfred.
     
    “Sky Muster satellite internet services can operate off a portable generator even when local ground-based communications networks are down – keeping communities connected when they need it most.”
     
    Quotes attributable to the Minister for Emergency Services, Senator the Hon Jenny McAllister:
     
    “Whether it’s to call a loved one or get the latest information from an alert, staying connected during a disaster can be critical.
     
    “This $14 million investment to expand STAND will help more communities stay safe and informed at evacuation centres even if the main communications network goes down.
     
    “While no network is ever 100 per cent disaster-proof, the Albanese Government is determined to do what we can to improve the resilience of communications networks against natural disasters.”

    MIL OSI News –

  • MIL-OSI United Kingdom: Councillors to consider Highland Investment Plan update

    Source: Scotland – Highland Council

    Highland Councillors will be asked to consider a new approach on the future of the Highland Investment Plan (HIP). 

    Approval is being sought for the allocation of funding for the first phase of proposed projects for 2024/25 to 2029/30 which will help improve local public facilities and sustain local communities and population. 

    The Highland Investment Plan commits to the establishment of a new generation of integrated community facilities (PODs) which will be complimented by a refreshed operating model for services across Highland Council and with key partners, such as NHS Highland. 

    A report to the meeting of The Highland Council on 27 March will provide Councillors with an update on the progress of the Council’s ambitious Highland Investment Plan. The report outlines that the establishment of Community PODs is linked to plans to modernise service delivery and are a key driver for the future operating model of the Highland Community Planning Partnership.  

    The HIP commits £2.1 billion of capital funding over a twenty-year period based on the ring fencing of 2% council tax per annum, or an equivalent revenue stream. 

    The Plan will be used to tackle the major challenges that Highland Council faces with transport and roads; schools and community facilities; depots and public offices across Highland communities.   

    Highland Council Leader Cllr Raymond Bremner said: “Included in the recommendations to Council, will be that Hub North Scotland Ltd be taken forward as the chosen Highland Investment Plan delivery partner; and that a Commissioning Approval Board be set up and chaired by the Assistant Chief Executive – Place. He added: “The wider context of the HIP is to establish a prospectus of investible developments that can attract private sector partners and gain more leverage for public sector investment in local communities.” 

    The Committee will also be asked to agree the allocation of capital funding to the first group of Phase 1 projects at Beauly, Charleston, Dingwall, Dunvegan, Fortrose, Inverness High and Thurso and the proposed project delivery timescales. Councillors will also be asked to agree an option to move to a Community POD development for St Clement’s and Dingwall Primary schools, on the basis that this provides the greatest educational benefits for both schools, and the maximum economic benefit for the wider community. 

    The report to Councillors invites them to note that ‘the relocation of St Clement’s School will require a statutory consultation to locate a replacement building for St Clement’s School on the new Dingwall Community POD site. If approved, the new Community POD development is prioritised for the earliest possible delivery, with construction commencing early in 2027 and the new building being operational by the end of 2028/29. 

    Convener of the Council, Cllr Bill Lobban added: “All work to date by the Council on the Highland Investment Plan has taken into account the views of local people and local issues and priorities. Members will have the opportunity to discuss the report on Thursday and if the recommendations regarding St Clement’s and Dingwall Primary schools are agreed, the Council will immediately commence an informal consultation period of engagement with relevant stakeholders from both schools. In addition, if agreed by Council, work will also start on a Strategic Outline Case for Lochaber Adult Care Provision.” 

    Members will also be updated on the Thurso Place-Based review which will determine a preferred model for a Thurso Community POD. If agreed, this project’s recommendation is that it should be prioritised for the earliest possible delivery with an estimated operational timescale in 2029/30. 

    In addition to the ongoing development of the Tain Campus, Nairn Academy, Broadford and Tornagrain projects, five previously prioritised Phase 1 projects are being progress with the following earliest operational dates at: Beauly Primary (2027/28); Charleston Academy (2029/30); Dunvegan Primary (2027/28); Fortrose Academy (2029/30); Inverness High (2029/30). 

    Funding of the Highland Investment Plan formed part of the Council Tax and budget decisions on 6 March 2025 when Council agreed its revenue budget for 2025/26, within which 2% of council tax income was agreed to support the HIP. 

    The full report can be found here (Item 5).   

    More information on the Highland Investment Plan can be found on the Council’s website:  

    https://www.highland.gov.uk/highlandinvestmentplan 

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Scheduling and listing: using technology to co-ordinate resources more effectively

    Source: United Kingdom – Executive Government & Departments

    Case study

    Scheduling and listing: using technology to co-ordinate resources more effectively

    While judges decide when to schedule and list court and tribunal hearings, HMCTS puts the administrative and logistical arrangements in place to facilitate them.

    Under judicial direction, careful consideration is given to parties’ needs, judicial availability and wider resources such as the availability of staff, buildings and technology.

    Before the introduction of our online Scheduling and Listing tool, courts were struggling with outdated methods of planning and organising court time – they often used paper diaries, disconnected spreadsheets and basic calendars. This meant: 

    • staff spent excessive time on administrative tasks rather than supporting complex cases and working with judges 

    • courtroom space was under utilised  

    • no reliable data on how resources such as courtrooms, staff and judicial time were being used 

    • very little flexibility for local courts to manage their own schedules to suit their needs 

    There was a clear opportunity and need to offer local courts the flexibility to manage their own courtroom space and diaries, to understand future needs and effectively plan accordingly, save time and reduce the financial cost to the taxpayer through better courtroom utilisation. 

    Benefits of the digital service 

    Our digital Scheduling and Listing tool has delivered substantial improvements for court users, staff and the justice system, resulting in: 

    • reduced administrative burden through automated listing of procedural hearings 

    • enhanced visibility of room availability across multiple court buildings 

    • improved planning capability with comprehensive data insights 

    • better experience for listing officers with more reliable hearing information  

    • improved access to justice for court users due to better use of valuable judicial time and courtroom space 

    • stronger data security and business resilience with a standardised approach across jurisdictions and no reliance on paper-based system 

    • long-term planning capabilities beyond 6 months 

    • simplified process for legal professionals to manage their court commitments 

    • reduced risk of errors in scheduling 

    Our digital transformation 

    Since 2016, we’ve implemented two major digital solutions that are transforming how we organise the use of courtrooms and and resources. 

    In Civil and Family Courts and Tribunals we’ve designed and implemented ListAssist, a digital platform for listing hearings in England and Wales.  

    In criminal courts, instead of introducing a completely new system for scheduling and listing, we are adding a number of functions to Common Platform. This is already used to list most criminal hearings through its basic scheduling and listing capabilities, so we can deliver improvements quicker and more smoothly.  

    At every step, extensive user research and feedback from the people testing and using the service has been essential to overcome challenges and get new changes right before we introduced them in full. 

    ListAssist (Civil and Family Courts and Tribunals) 

    ListAssist is now live in all Civil and Family Courts and Tribunals in England and Wales. It has enabled listing officers to: 

    • provide automatic listing for routine hearings 

    • view resource availability across multiple locations 

    • deliver actionable insights on hearing durations and patterns 

    • integrate with the Court and Tribunal Hearings Service for improved public access 

    Common Platform enhancements (Criminal Courts) 

    Following successful testing by early adopters in Mold, Kent, Essex and Redditch in Autumn 2024, access to the first version of the scheduling tool went live in early 2025 for all Magistrates’ Courts in Wales and the South East, with positive results.  

    Users have told us the tool is easy to use and useful and we have incorporated enhancements suggested by our early adopters into the next phase of the tool’s development. We’re now rolling out across all magistrates’ courts across all regions following feedback from early adopters.  

    By creating a digital platform under the Reform Programme we’ve already: 

    • improved accuracy of booked sessions and removed duplicate recordings 

    • given users the ability to view, edit and create new sessions, allowing them to make real time changes to their schedule 

    • extended scheduling beyond 6-month limitation 

    Future enhancements will improve the scheduling and listing process by allowing staff to: 

    • see how much space is available in one glance, saving time in cross-referencing with different systems – delivering smoother justice for users  

    • view a two-week calendar, rather than one day allowing for better future planning 

    • have bulk editing capabilities for multiple hearings, ensuring optimum use of courtroom space, helping legal professionals manage their time effectively and increasing efficiency of cases  

    • reduce waiting times due to greater visibility of hearing room and judge availability  

    Better use of resources  

    The scheduling and listing tools will increase the quality of service offered to the public and legal professionals. It will support better use of hearing spaces; reduce administrative tasks so that skilled listing officers an focus on the more complex areas of hearing management; and provide greater confidence that hearings will proceed when scheduled.   

    The ability to allow for long-term vision and planning rather than just being able to view and schedule hearings on that day is making a huge difference to court users, helping legal professionals manage their time more effectively and ensuring optimum use of courtroom space.   

    Better information sharing 

    In turn, increased efficiency of the scheduling and listing of cases will improve the experience of our users’ visiting courts and tribunals, reducing the opportunity for errors to be made and, cutting down the time it takes listing officersto complete administrative tasks.  

    By having a consistent approach to how we list hearings on one universal platform, we will improve the accuracy of our data. Data providing accurate hearing durations and start times will increase our knowledge and reduce delays as we understand better how resources are used, in turn improving business resilience.  

    Working together 

    We work closely with: 

    • local listing officers and courts on rollout and delivery – we have carried out extensive user research in our Crown and magistrates’ courts and implemented pilots before full rollout. 

    • Courts and Tribunals Service Centres to offer best support and advice for stakeholders  

    • Magistrates, legal advisers and judiciary as a vital partner at all levels to deliver a more streamlined system 

    Getting support 

    We’ve implemented a comprehensive support strategy along the way, including: 

    • early adopter programme in key locations  

    • phased rollout allowing for feedback and system improvements 

    • dedicated training for staff transitioning from legacy systems 

    • ongoing support through local champions and digital support teams 

    • regular user feedback sessions to identify and address challenges 

    Feedback and insights  

    Users across the justice system feedback how the service has improved ways of working: 

    The transition has been surprisingly straightforward, with staff adapting quickly to the new process. The Programme team has been responsive to our feedback and concerns.

    The ability to view and create sessions has been invaluable… the system is intuitive and user-friendly.

    ListAssist was introduced to us quite slowly, which was helpful to let us adapt. So far, it’s worked well. The search is quick, and scheduling works well for us. Working with the project however has been good. In particular, it’s been really good to work with Barry Sutton, the Deputy Service Manager. He’s from a listing background so he understands the way we work and what we need.

    Future plans 

    We’re continuing to improve the service for the people who need to use it. Our plans include: 

    • further integration of ListAssist with case management systems 

    • enhanced data analytics capabilities for better resource planning 

    • potential expansion of tools to Crown Court scheduling 

    • continuous improvement based on user feedback 

    • development of additional automated features 

    • enhanced reporting capabilities for better resource management 

    Stay updated 

    To keep informed about the latest developments visit: 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Easier to apply, speedier processing and fewer hearings: how we made immigration appeals simpler, faster and more accessible

    Source: United Kingdom – Executive Government & Departments

    Case study

    Easier to apply, speedier processing and fewer hearings: how we made immigration appeals simpler, faster and more accessible

    The First-tier Tribunal Immigration and Asylum service handles approximately 50,000 appeals every year.

    These appeals come from people challenging Home Office decisions about: 

    • their immigration status 

    • permissions to stay in the UK 

    • deportation 

    • entry clearance 

    Before the Reform Programme, appellants and staff faced significant barriers.  

    • Paper forms were complex for appellants, especially if English wasn’t their first language 

    • Language barriers made it harder for applicants to fully understand how their appeal was progressing or robustly present their case 

    • Our people spent lots of time manually reviewing and handling paper forms, slowing processes down 

    Our aim, through the Reform Programme was to build a trusted service for users, maintaining fairness and increasing transparency and accessibility.  

    Benefits of the digital service 

    Our modernised service has transformed the appeals process, making it simpler, more accessible and delivering substantial improvements for those appealing decisions: 

    • Simplified applications with less form fields to complete 

    • Faster processing times through our streamlined digital system 

    • Plain English throughout the service, making it more accessible and less daunting 

    • Seamless integration with Home Office systems for better case management 

    • Reduced administrative burden on HMCTS by eliminating paper-based processes 

    • Centralised and consistent support through our new Service Centres 

    • Improved flexibility and transparency – users can track their appeal’s progress online at any time 

    • Reduced need for hearings through a new Home Office review stage 

    • Fewer postponed or adjourned hearings due to better evidence management 

    Our Digital Transformation 

    We started transforming the service in January 2019 with a carefully planned launch of our digital service at two hearing centres. We worked closely with legal representatives to test and refine the service. Survey feedback and engagement with users helped us improve the service. New features were also added before it was rolled out to other hearing centres. 

    The full digital service launched in February 2020, making the appeal process simpler, faster and more accessible for all of those using the service.  

    For Appellants 

    For an appellant in person the service is designed to be simple and accessible. During the design stage, we worked closely with charities throughout the UK including Justice, Migrant Help and the Refugee Council where we learnt more about the experience of appellants, including vulnerable users, which helped us to create a better service.  

    Improvements include: 

    • User-friendly online application system 

    • Clear communication at every stage 

    • Real-time case tracking 

    • Integrated fee processing 

    • Streamlined document management 

    • Automated notifications and reminders 

    Our efforts are working. By enabling people to use the digital service it has freed up more judicial time and resource for the most complex cases.   

    Learning Lessons 

    We also encountered and overcame several challenges: 

    • Initial more limited functions required temporary workarounds 

    • Users required additional support to adapt to new processes 

    • Deadlines and direction orders not being met needed to be resolved 

    Getting Support 

    We’re committed to ensuring access to justice for everyone in several ways, including: 

    • retaining and improving the paper process for appellants unable or less confident to use the digital service 

    • dedicated support at the Service Centre for the Immigration and Asylum service 

    • help with handling fees, listing appeal hearings and processing applications for permission to appeal to the upper tribunal  

    Feedback and Insights 

    Our transformation has received strong endorsement from senior leaders, including the former Senior President of Tribunals for England and Wales, who commented:  

    I see this as the model for all remaining tribunals. 

    Users report significantly improved experiences, particularly noting the simplified forms and clearer communication. Legal representatives have said that the digital service allows more time to speak with clients about issues about their case, making it easier to prepare an appeal in more detail. 

    Future Plans 

    We’re building on our success with ambitious plans. We will: 

    • expand the digital appeals service to include appeals where the appellant is either in prison or an immigration removal centre 

    • develop a new process for managing applications made on paper allowing these cases to mirror the new digital journey  

    • move all cases onto the digital platform 

    • continue to make service improvements based on user feedback 

    Stay Updated 

    For the latest guidance on appealing a benefits decision, visit: Appeal against a visa or immigration decision: Overview – GOV.UK 

    Keep up to date with the latest Tribunals news and information by subscribing to our e-alerts and newsletters.

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: How we made workplace justice simpler, faster and more accessible for everyone

    Source: United Kingdom – Executive Government & Departments

    Case study

    How we made workplace justice simpler, faster and more accessible for everyone

    Employment Tribunals play a vital role in the UK justice system, resolving disputes between employers and employees.

    These disputes may be on issues such as: 

    • unfair dismissal 

    • discrimination 

    • redundancy 

    • whistleblowing claims 

    • breach of contract 

    Hearings involve evidence, witness testimony and legal arguments and are decided upon by a judge sitting alone, or by a panel made up of: 

    • a judge 

    • a panel member with a worker’s background 

    • a panel member with an employer’s background 

    Before the Reform Programme, there were a number of issues with the process: 

    • Panel members and HMCTS teams had to manually handle, transport and store high numbers of paper documents 

    • Transportation of this paper had environmental impacts and caused bottlenecks and delays to cases 

    • Forms weren’t intuitive or supportive, increasing the risk of human error 

    • Claimants and defendants often needed to travel to buildings for hearings 

    • Judges spent time making lower-level decisions, taking them away from complex matters that required them 

    Our modernisation programme aimed to transform an outdated paper-based system that was struggling to meet modern expectations into an efficient, user-friendly service fit for the 21st century. 

    Benefits 

    Since July 2022, more than 17,500 people have made digital claims using the modernised service. These people benefitted from:

    • an end-to-end digital journey for submitting and managing claims 

    • supportive, intuitive online forms and simplified procedures with reduced legal jargon, reducing the opportunity for errors 

    • the flexibility of real-time case tracking and 24/7 access to case files 

    • an increase in remote hearings which have reduced the need to spend time travelling, as well as additional environmental benefits  

    • faster progression of their case with streamlined administrative processes 

    Changes to regulations also meant legal officers could be appointed to support judges with certain functions which they could in turn do more effectively through improved technology. This step ensured more efficient use of judicial time for more complex matters. 

    Our digital transformation 

    The journey to reform Employment Tribunals began in 2021. Public consultation showed strong support for modernisation and we began the process by developing and testing the new digital claim form (ET1). 

    This would be the foundation of the modernised services, giving claimants (or their representatives) an accessible, intuitive form that they could access via GOV.UK and complete and submit online at any time. 

    We then gave users access to two key digital platforms: 

    • MyHMCTS – A specialised portal for legal professionals to manage and interact with case materials on behalf of their client 

    • CitizenUI – An accessible interface for members of the public to access directly 

    The national rollout completed in July 2024, transforming all Employment Tribunal offices. Throughout rollout, we’ve made sure our staff have felt supported and clear on the role they play in having a positive impact on the tribunal process.  

    The online service is popular too, with 80% of all single claims now made digitally. 

    Getting support 

    While digital innovation is important, we’ve maintained our commitment to accessibility: 

    • Paper options remain for those who need them 

    • Development of central printing facilities 

    • Comprehensive guidance materials 

    • Support for those without digital access or confidence 

    Feedback and insights 

    Users across the system have embraced the changes: 

    Access to the relevant documents without waiting for either the parties or the staff to provide them… it is a game changer. – Tribunal Judge 

    The system/portal has great potential and should be a very useful and efficient tool for both users and HMCTS. – Legal Professional 

    I don’t have to carry so much stuff around… I can get what I need usually from the electronic file. – Tribunal Staff Member 

    Supporting Sarah through her workplace dispute  

    “I was looking forward to starting my maternity leave and spending time with my family but after a few months, I realised my employer’s attitude towards me had changed.  

    Before I told them I was pregnant, I was regularly encouraged to apply for promotion and my boss would send me details of vacancies and training opportunities. This contact stopped while I was on maternity leave and I later discovered colleagues had applied for and been promoted into roles I would have been perfect for, but I was never told about them. I was excluded and I felt my employer had discriminated against me and I became extremely unhappy.  

    It was a daunting prospect, but I decided to make a claim to an Employment Tribunal. I’d never done anything like this before and I was very nervous but the process has been great so far. Because it’s all online, I can log on whenever I want and see how the claim is progressing. This has been really important as I rarely have the time to make phone calls in the day, chasing people up. I also thought I’d have to travel to hearings on a regular basis, but that hasn’t been the case.  

    I’m actually enjoying the process and I look forward to the claim being settled so I can move on with my life.”  

    Working together 

    We worked closely with: 

    • Department for Business, Energy & Industrial Strategy (BEIS) – now the Department of Business and Trade – and the Ministry of Justice (MoJ) to consult on plans to reform the service 

    • Advisory, Conciliation and Arbitration Service (Acas) to make sure free advice would be available to those using the digital service 

    • the judiciary as a vital partner at all levels 

    Future plans 

    We’re committed to continuous improvement through: 

    • developing Service Centre support by end of 2025 

    • implementing ‘ListAssist’ software for improved case listing 

    • developing capability for handling multiple claims 

    • enhancing system performance and improving how to navigate it further 

    • introducing bulk printing and scanning facilities 

    • refining user-friendly interfaces based on feedback from our teams 

    Stay updated 

    Keep informed about Employment Tribunals through: 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Modern justice for all: Our Online Civil Money Claims reformed service helps more people settle disputes away from the courtroom

    Source: United Kingdom – Executive Government & Departments

    Case study

    Modern justice for all: Our Online Civil Money Claims reformed service helps more people settle disputes away from the courtroom

    Every year, thousands of people and businesses need to recover money they’re owed through the county courts. They do this through making civil money claims, which help to ensure access to justice and promote economic stability by allowing individuals and business to resolve disputes fairly and efficiently.

    Before 2018, the process was delivered through paper forms or using Money Claim Online (MCOL), a system that was only partially digital. This meant: 

    • users having to wait for long periods of time for case updates 

    • paperwork sometimes got lost, causing further delay and inconvenience for users 

    • increased chance of human error when inputting data 

    • complicated legal jargon, causing confusion for users 

    • high costs of printing, posting and transporting paper, as well as the associated environmental impact  

    We knew there was a clear opportunity to create a user-focused digital process from start to finish, where users – members of the public, business owners or legal professionals – could resolve disputes in a simple, accessible and proportionate way. 

    We created the Online Civil Money Claims (OCMC) service to help people resolve financial disputes quickly and easily, whether they’re dealing with unpaid invoices, undelivered goods, or contract disputes. 

    Benefits 

    Between April 2019 and October 2024, more than 495,000 claims have been made by users without a solicitor or legal representative and of these, more than 162,000 were settled without needing a hearing.  More than 58,600 claims have been made by legal professionals on behalf of a client through OCMC. 

    OCMC is designed with our users in mind: 

    • we now engage with users by email, so they don’t need to wait for updates by post, and updates to the case are made in real time 

    • the OCMC dashboard is available at any time day or night, reducing the need to chase up case updates within office hours  

    • users can manage their case digitally by following easy to understand prompts 

    • we see more users engaging with the system – more defendants are responding to claims and most importantly, more parties  are settling without needing court intervention

    • for those cases that do require a hearing, OCMC has made the process much more efficient. For example. the time from claim issue to receive a directions order is now three times faster which means that cases can be ready for hearing faster 

    • the financial and environmental cost to the taxpayer associated with the use and transportation of paper forms has been reduced 

    Our digital transformation 

    Starting in 2018, we’ve completely redesigned how money claims work: 

    • created a fully digital journey from start to finish 

    • replaced legal jargon with clear, simple language 

    • built an intuitive dashboard for unrepresented users that shows real-time case updates 

    • engaged with users via email rather than just postal address, providing timely, regular and clear updates  

    • introduced the online case management system MyHMCTS for legal professionals to manage a variety of legal matters, including online civil money claims 

    • added Welsh language options for defendants 

    • expanded the service to handle larger value claims  

    • empowered legal advisors to give digital directions for smaller claims 

    • established ‘early adopter’ courts to test improvements and build confidence before rolling out nationally 

    The increase in speed to progress cases brought using the digital service has been significant: 

    • the time it takes from issuing a claim to receiving a directions order – which sets out how a case that is disputed will be heard and what evidence is required for hearing, – is now just over 8 weeks compared to 30 weeks for paper cases – that’s more than three times quicker 

    • more users are responding to claims than ever before and more cases are being settled 

    Getting support 

    We understand that digital services aren’t suitable for everyone. That’s why we: 

    • maintain paper options for those who need them 

    • partner with We Are Digital to provide in-person support 

    • have a dedicated team at our Service Centre in Stoke to handle all online civil money claims enquiries 

    • use feedback data to identify and remove barriers for users with disabilities 

    • provide extra support for those struggling with the digital process 

    Feedback and insights 

    Users are consistently positive about the service’s accessibility and efficiency: 

    Found form very easy to use and fill in.

    The online forms were very easy to complete and, when settled, it was easy to update the claim to reflect this.

    An entirely positive experience. Each section of the application was clear and easy to use. Progress through the different sections was logical and intuitive.

    “I was recently asked to represent a client involved in a dispute with a builder. She had hired the firm to construct an extension to her home, but the project was riddled with problems from the very beginning. The work faced numerous delays and when a local authority surveyor came to inspect the extension, it failed to meet building control standards. Naturally, my client wanted to file a money claim against the building firm, who also had legal representation.  

    “Thankfully, the Online Civil Money Claims (OCMC) service made the whole process straightforward. As my firm uses the MyHMCTS portal, uploading documents was quick and easy.  

    “The process took about ten weeks for the directions order to be issued—a decision from the judge on how much the defendant should pay. My client was satisfied with this outcome, as it gave her time to hire a new builder to fix the issues with the extension.  

    “I’ve been with my firm for many years, so I remember the days of dealing with claims on paper and using the MCOL system. While MCOL marked an important step toward digitalisation, the new OCMC system is far superior. I can log in whenever it suits me, upload documents, and there’s no more waiting for physical files to arrive in the post.”  

    Working together 

    We worked closely with:  

    • legal professionals working in the civil jurisdiction who fed back on the system design and usability   

    • the judiciary as a vital partner at all levels 

    Future plans 

    We’re committed to continuing improvements by: 

    • using collected data to identify and address user barriers 

    • expanding digital features based on user feedback 

    • streamlining processes further to reduce resolution times 

    • ensuring the service remains accessible to all users 

    • seeking further funding to develop new features that will support more complex cases 

    Stay updated 

    Keep up to date with the latest Civil news and information by subscribing to our e-alerts and newsletters.  

    For support with making a claim of £25,000 or less, visit make a court claim for money: Make a claim – GOV.UK

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Less paper, better data, quicker transfer of information – how a digital tribunals system is improving the appeals process

    Source: United Kingdom – Executive Government & Departments

    Case study

    Less paper, better data, quicker transfer of information – how a digital tribunals system is improving the appeals process

    The Social Security and Child Support (SSCS) tribunal handles appeals when people disagree with decisions about their benefits or child support, made by the Department for Work and Pensions (DWP) or HM Revenue and Customs (HMRC).

    The tribunal makes it easier for people to appeal decisions about 24 different types of benefits, including: 

    • Universal Credit 

    • Personal Independence Payment 

    • Employment and Support Allowance 

    • Disability Living Allowance 

    • Attendance Allowance 

    • Carer’s Allowance 

    • Child Support 

    These benefits are intended to help people who may: 

    • need financial support during difficult times 

    • have disabilities or health conditions 

    • are seeking employment 

    • require help with child support arrangements 

    Before 2016, everything was done on paper. This meant: 

    • staff and judges had to manually handle dozens of documents 

    • high costs for photocopying and posting documents 

    • risk of human error when inputting data 

    • significant environmental impact from paper use and transport 

    • very little flexibility for appellants to track or interact with appeals 

    There was a clear opportunity and need to offer people the ability to make and manage their appeals online to save time at some stages, increase consistency and flexibility, and reduce the financial cost to the taxpayer.  

    Benefits of the digital service 

    Last year over 113,000 appeals were raised by people using our digital system, meaning that: 

    • appellants could track the progress of their own case online at any time of day or night 

    • information was transferred between government departments in seconds rather than days 

    • there were fewer opportunities for errors because data did not need to be manually entered multiple times 

    • the financial and environmental cost to the taxpayer associated with the use and transportation of paper forms was reduced 

    Our digital transformation 

    Since 2016, we’ve transformed the service through several significant digital improvements.  

    At times, we’ve needed to respond to wider changes to alter the original vision for modernising the service, particularly as some benefit types were intended to be moved under Universal Credit by DWP. But at every step, feedback from the people testing and using the service has been essential to overcome challenges and get new changes right before we introduced them in full. 

    Submit your appeal 

    By introducing our online portal on GOV.UK appellants (the individuals making the appeal) can now appeal a benefits decision digitally. Other improvements include: 

    • the ability to upload supporting evidence digitally 

    • automatic case creation, significantly reducing staff data entry 

    • faster, clear notifications reach decision-making departments immediately 

    Appeals now reach DWP within seconds (which previously took a week). 

    Manage your appeal 

    Appellants can now subscribe to track the progress of their appeal online. This enables them to: 

    • receive text and email updates directly, without needing to chase 

    • upload additional evidence at any time 

    • check their case status more conveniently 

    Digital processing 

    Reform has introduced the ability for paper applications to be brought into – and benefit from – the digital process. 

    Paper applications on new appeal forms and any supporting evidence are now scanned creating a digital case record. We’ve also expanded our digital printing system meaning paper communications are as efficient as possible. 

    Through this, nearly 90% of SSCS tribunal cases that can be dealt with online are now handled digitally from start to finish. Between 2019 and 2024 we’ve saved around 7.7 million sheets of paper through applications being made digitally, instead of on paper. And considering the amount of supporting documentation that panel members and agencies require further along the process, we estimate that we saved the equivalent of 18.5 million sheets of paper through making information digital in the financial year ending in 2024 alone.  

    Better information sharing 

    By creating a digital system, we’ve significantly improved how information is shared between the parties involved in an appeal. 

    • Evidence is shared smoothly and quickly between all parties 

    • digital bundles for tribunal members are clearer and more accessible 

    • an integrated case scheduling system called ‘List Assist’ is being piloted with intention to deliver nationally to make most efficient use of tribunals time 

    • a single route of contact through our Court and Tribunal Service Centres enables a consistent service through the appellant’s preferred format 

    The digital system also gives us the data we need to ensure people are able to access justice whoever they are. We can now analyse whether the result of a case is different depending on the particular characteristics of the appellant, such as their language, religion, ethnicity, sexual orientation or sex. Our 2023 access to justice report on the reformed SSCS service indicated there was no difference in outcome based on these. 

    The results show the online system is working well: 

    • 89% of people now choose to use the online service where it is available, compared to less than a third in 2019 

    • more than 8 in 10 users rate the service as ‘good’ or ‘very good’ 

    • over 113,000 people and their families helped in a single year 

    User feedback shows how the service has improved: 

    Fantastic easy helpful service. Thank you for making all so easy for all of us. 

    Excellent service for keeping up to date with appeals.

    The website is well displayed and the instructions on it help you to navigate across the system in an easy manner.

    Jane’s story 

    “When I needed to appeal my Personal Independence Payment decision, I found the new online system much easier than the old paper process. Instead of printing forms and posting evidence, I submitted everything through GOV.UK in one sitting. 

    I could track my case’s progress anytime and upload additional medical evidence when I needed to. Getting text updates meant I didn’t have to keep calling to check what was happening. 

    Through the new ‘Manage Your Appeal’ feature, I could see exactly what was happening with my case. When I found additional medical evidence, I easily uploaded it through the portal rather than posting it. 

    The digital system meant my evidence was instantly available to all parties involved. The whole process was less stressful and more transparent than I expected.” 

    Working together 

    We work closely with: 

    • DWP and HMRC to develop the service 

    • appellants through user research 

    • Courts and Tribunals Service Centres, Regional Processing Centres and National Business Centres to best support our users 

    • the judiciary as a vital partner at all levels 

    Getting support 

    We know not everyone finds it easy to use online services. That’s why we: 

    • still accept paper applications 

    • provide a free digital support service across England, Wales and Scotland 

    • have a dedicated phone service through our Court and Tribunal Service Centre to help with queries and we also offer webchat options  

    Between June 2022 and May 2024, we provided 7,245 free support sessions to help people use HMCTS services – 93% of these supported SSCS appellants. 

    Future plans 

    We’re continuing to improve the service for the people who need to use it. Our plans include: 

    • making online tools even more intuitive and user-friendly 

    • rolling out our ‘List Assist’ scheduling system nationwide in 2025 

    • introducing functionality to help judges and staff manage tasks more efficiently, and progress cases most effectively 

    • improving service delivery based on user feedback 

    Stay updated 

    For the latest guidance on appealing a benefits decision, visit: Appeal a benefit decision: Overview – GOV.UK. 

    Keep up to date with the latest Tribunals news and information by subscribing to our e-alerts and newsletters.

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: From paper to digital: bringing more peace of mind to separating couples

    Source: United Kingdom – Executive Government & Departments

    Case study

    From paper to digital: bringing more peace of mind to separating couples

    Getting divorced is a significant life event that affects thousands of people each year in England and Wales.

    Until 2018, the process was entirely paper-based, meaning: 

    • mistakes were commonly made when completing lengthy, jargon-heavy forms 

    • delays caused by needing to return high numbers of applications due to errors 

    • slow notifications to the applicant or legal professional that an application had been received 

    • hours spent by our people opening post, creating paper case files, tracking down missing forms and taking payments over the telephone 

    • environmental impacts and cost to the taxpayer associated with printing, posting and transporting paper 

    The service needed modernisation to better serve both the public and legal professionals during what is often an emotionally challenging time. 

    Benefits of the digital service 

    Our modernised divorce service has revolutionised the application process, delivering significant improvements. Since 2019, over 511,000 applications have been made digitally by people getting divorced, meaning: 

    • internal management information shows that calls from court users are being answered in less than a minute  

    • they’ve been better supported through being able to access information about help with fees during the application process 

    • improved clarity and assurance by being able to track and manage multiple processes in their case through one integrated service 

    • data and sensitive information is protected through more robust privacy protections 

    • reduced environmental impact by minimising paper usage 

    Our digital transformation 

    The transformation journey began in 2016 with comprehensive user research to understand the challenges faced by divorcing couples, legal professionals, and court staff.  

    Our transformed service offers: 

    • 24/7 access to applications 

    • the option to save and return, allowing people to take a break or find documents without losing progress on their application 

    • real-time application status tracking 

    • clear, step-by-step guidance to minimise mistakes 

    • the ability to make a joint application under the Divorce, Dissolution and Separation Act 2020 

    • integrated financial remedy process for legal professionals to help couples agree how to manage finances 

    • the ability to share work across teams for legal firms 

    • streamlined payment options 

    Our digital approach is working – we’ve seen digital uptake soar from 22% in 2020 to 94% in 2024. 

    Responding to new laws 

    Since the original online divorce service launched to the public in 2018 we’ve responded quickly to wider changes. We relaunched the service in 2022 following the implementation of the Divorce, Dissolution and Separation Act.  

    The service now enables joint applications for divorce, helping to reduce acrimony amongst separating couples. When planning these changes we worked with people using the service, listening to their feedback at every step to ensure the new service worked smoothly for the people that needed it.  

    Feedback from members of the public and legal professionals shows how the service has improved: 

    Crispin, Service user

    The overall experience was pretty smooth… everything worked as it should do. It felt like one of the more positive parts of the divorce. 

    Karen Dovaston, Solicitor

    On the solicitor side, it’s efficiency. I can log in and see all my cases and see exactly what’s going on with them. It’s really efficient in terms of being able to update your clients as to what’s going on and where things are. You can download documents very easily, making your applications easily and quickly.

    The knock-on effect for me and for my clients is I have a fixed fee for a divorce. I’m happy with it and it means that I can pass all those savings on to my client because I’m not then spending all the time that I would have been spending drafting paper documents, keying in information in paper documents, because the digital system just pulls it all through.

    Arwel’s story 

    When Arwel and his wife Caroline decided to divorce, he wasn’t sure how to get the process underway and felt daunted. A colleague had been through the process and told him that it wasn’t as complicated as it used to be and that applying online was easy. Arwel did some research and decided to apply online. He wasn’t sure what to expect but with the online divorce service he was able to fit submitting and monitoring his application around his busy shift working pattern. 

    Arwel found using the online service surprisingly easy, there were links to useful guidance and when he needed to track down information he could save his application and return to it when he was ready. Because of his work rota Arwel found the option to check online much easier than calling a helpline. It meant he didn’t need to find somewhere private in his busy office and he could check at a time that suited him.   

    Overall, the digital divorce service gave Arwel peace of mind that his application was progressing. The law relating to divorce meant the process took a long time, but the service made it clear how far he’d progressed which allowed him to focus on the future.   

    Working Together 

    We’ve worked closely with: 

    • our divorce stakeholder group, comprising of divorce professionals across England and Wales 

    • the judiciary  

    • our Courts and Tribunals Service Centre in Stoke to support our users 

    Getting Support 

    We’ve created a comprehensive support system to ensure no one is left behind. This includes: 

    • a free digital support service through the We Are Group for applicants in England and Wales 

    • modernised paper forms with simplified language and clearer instructions 

    • dedicated support on the phone or by webchat through our Court and Tribunal Service Centre 

    Future Plans 

    We’re continuing to improve the service for all applicants and their advisers. In the future we’ll: 

    • offer online applications for interim orders (to make a general application as part of a divorce, dissolution or separation) 

    • enable applicants to see where they are in the 20-week statutory waiting period 

    • further enhance our notification system 

    • introduce digital document upload capability 

    • streamline processing of complex cases 

    • continue to improve guidance for choosing the right application type, based on an applicant’s personal circumstances 

    Stay Updated 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Courts and Tribunals Service Centres: supporting users through centralised systems and teams

    Source: United Kingdom – Executive Government & Departments

    Case study

    Courts and Tribunals Service Centres: supporting users through centralised systems and teams

    Our Courts and Tribunals Service Centres (CTSCs) were established as part of the HMCTS Reform Programme, to centralise the administration of cases for multiple digital services.

    Call handlers and agents are there to support and guide users who may have questions or need information about their court or tribunal case, delivering improved access to justice. 

    Service Centres are one of the three pillars of our National Services, the other two being the National Business Centres (NBCs) and Enforcement, both of which existed pre-reform.   

    There are five Service Centres across England and Wales:  

    • Stoke-on-Trent 

    • Birmingham 

    • Loughborough 

    • Salford  

    • Newport 

    Before 2019, it was the responsibility of individual courts and tribunals teams to handle case queries and administrative tasks, using mainly paper-based processes. This meant: 

    • service delivery was inconsistent, as processes varied between courts and tribunals  

    • processes were often inefficient and less flexible  

    • there was an increased risk of error 

    • users could not self-serve or have visibility of their case  

    • users incurred costs related to postage and travel  

    Benefits of a centralised service 

    Service Centres have brought significant change to the way we deliver justice and are a truly national resource. By having everyone involved in delivering a service centrally located, and using a single system, an issue can be identified, addressed and resolved far more quickly and efficiently, without the need to send information and instructions across multiple locations.  

    The benefits of this are: 

    • faster processing times  

    • consistent service delivery across all locations 

    • users and legal professionals have a single point of contact 

    • greater flexibility to meet peaks in demand 

    • multi-skilled teams are able to handle various tasks across the services 

    • court-based staff can focus on addressing local issues across our estate 

    Our digital transformation 

    The move from paper-based to digital processes in many of our services has fundamentally changed how justice is administered.  

    Benefits of the digital service include:  

    • real-time case visibility for users through online self-service options 

    • reduced paper usage, postage and storage costs 

    • service agents work from a single platform, improving efficiency and accuracy 

    • instant access to case histories  

    • quicker feedback and case outcomes for users 

    • legal professionals can manage their applications at any time and from any device 

    We are aware that some users need additional support when using digital our services. That is why we: 

    • offer our Digital Support Service, delivered by the We Are Group.  

    • still accept paper-based applications 

    • offer a range of contact methods to suit user preferences, including a webchat in certain services and traditional telephone support.  

    During 2024, Service Centres and National Business Centres handled over 2.8 million telephone calls. Service Centres received over 519,000 emails and replied to over 25,000 webchat messages (divorce and probate only) from the people who use our courts and tribunals, providing direct support to members of the public, professional users, members of the media, and many others.    

    These calls were dealt with in an average handling time of just over 14 minutes.  

    Contact management systems (the way we receive and handle calls, emails and webchat from our users) have changed significantly, with new technology meaning we:  

    • can respond more effectively to demand 

    • have better tools when handling enquiries such as knowledge articles and standard operating procedures on hand  

    • can better understand reasons for contact  

    • have rich data on demand, including types of interaction with users, wait times and service performance 

    Over 73% of users who completed the post-call survey about their telephony contact in 2024 were satisfied with their call. While feedback on their contact has been positive: 

    Your staff were professional, polite, compassionate, empathetic and showed good listening abilities. They addressed my concerns and queries efficiently and effectively. Great service in emotionally trying times.  

    Very helpful, polite and answered my questions and gave all the information needed very clearly and concisely.

    Case study  

    Ryan and John work in one of our Service Centres. They describe their experience of supporting a caller through a very difficult situation with professionalism and care. The example also highlights the benefits of new digital services over paper, underlining the benefits of reform.    

    We take lots of calls from the public who have queries about their applications. However, in this particular case a gentleman called us letting us know his application had gone wrong. He was suffering with lots of personal issues and was clearly feeling suicidal.   

    I decided we would take responsibility for this and assured him that if there was anything that we could do to help, we will. Luckily here at the Service Centre we have many options to relieve these situations.  

    We soon found his file wasn’t where it was supposed to be, and the court were not aware of this. My team acted quickly to locate the file, while keeping him on board and calm. We contacted the court, where the judge understood the urgency of the case and granted an order. By taking initiative and having autonomy to make decisions we were able to make this happen quickly.   

    This gentleman’s case was an old-style paper case. However, if this had been a digital case what took five days to resolve, would have taken under five minutes.   

    That’s the power of reform, and in these situations the reform project has massively helped people in those situations.   

    Working together 

    Service Centres, courts and tribunals work hand-in-hand to provide access to justice. They are all part of the same service, wherever in England, Wales or Scotland they are based. Successful working relationships have been built by ensuring there is clarity on the roles and responsibilities of the courts, tribunals and Service Centres and establishing channels of communication, to monitor performance, analyse feedback and plan future improvements. 

    Future plans 

    Now we have embedded our services nationally, we will continue to make incremental improvements. Our plans include: 

    • evolving the digital systems used in Service Centres 

    • exploring how we can build on the complexity of the work we deliver 

    • considering centralising more work into National Services, where it makes sense to do so   

    Stay updated 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Common Platform: a modern digital case management system for the criminal justice system

    Source: United Kingdom – Executive Government & Departments

    Case study

    Common Platform: a modern digital case management system for the criminal justice system

    Common Platform is a bespoke digital case management system, designed and developed by HMCTS, for the Crown and magistrates’ courts in England and Wales.

    It has brought together a range of different ‘legacy’ case management systems used in the criminal justice system under a single, unified platform. 

    Before Common Platform, our people and partners faced significant daily challenges:  

    • High volumes of physical documents using hours of court time to manually handle 

    • Significant cost to the taxpayer of printing and transporting paper between agencies, causing delays and inefficiencies throughout the justice system. 

    • Need for legal advisers and court clerks to manually record and process actions after the hearing, slowing access to justice down further for victims, defendants and witnesses 

    • Delays and inefficiencies in completing daily tasks like booking interpreters, requesting screens, or processing court orders required multiple manual steps across different systems, causing delay and inefficiency 

    Benefits 

    Over 2.3 million criminal cases have been managed on Common Platform as of February 2025 (source Reformed Services Management Information, March 2025), meaning a number of benefits for the people and parties involved 

    • The right people involved in a case can access the right, up to date information at any time of day or night  

    • Users and agencies receive notifications and real time updates to the case instantly  

    • Automation of manual processes mean quicker progress, reduced chance of error and better use of expertise 

    • Information and data is kept and shared safely through controls over who can see what based on their role 

    • Greater resilience as HMCTS teams and external parties can access cases from any location, ensuring service continuity even if even if they cannot physically be on site at a court 

    • Quicker processing and uploading through automated case management, particularly for Single Justice Procedure cases 

    • Greater efficiency by eliminating some paper-based processes  

    • Better data collection to inform improvements  

    By developing the system in-house, we have strengthened our expertise and have greater flexibility to adapt the system to changing needs and technological developments.  

    Case Management Evolution  

    The implementation of Common Platform into all Crown and magistrates’ courts has transformed how cases are managed in criminal courts: over 2.3 million cases managed through the system (source Reformed Services Management Information, March 2025), demonstrates its robust capability , demonstrates its robust capability  

    • single system replacing multiple outdated platforms, reduces complexity and training needs 

    • real-time case updates across all agencies, significantly reduces delays in information sharing 

    Our Digital Transformation 

    The journey to modernise our criminal courts began in 2011, with Common Platform representing the most significant technological transformation in the justice system’s history. Under the Reform Programme from 2016, we faced the challenge of replacing multiple outdated systems that weren’t communicating with each other.  

    It has been very challenging to introduce such a significant change: 

    • Teams across HMCTS had to adapt to new roles and ways of working while managing existing caseloads  

    • The pandemic was especially challenging, as court personnel managed dual systems in live courtrooms 

    • We did not always get it right, initially focusing too heavily on technical solutions rather than user experience 

    • We did not deliver everything we set out to – for example Crown Prosecution Service case management systems interface with Common Platform, rather than being a direct part of it as originally planned 

    This has been valuable learning and helped shape our approach. By placing users at the heart of development and using their feedback to directly inform plans, we have still achieved a lot.  

    Digital Documentation  

    The move to digital processes has transformed how documents are handled and shared:  

    • Defence advocates can complete crucial forms digitally in real-time, saving court time and reducing errors  

    • Self-service access for case materials, allowing users more control  

    • Automatic generation of notices, orders and warrants, speeding up justice delivery  

    • Digital submission of documents, cutting costs and environmental impact  

    • Seamless transfer of materials between magistrates’ and Crown Courts, reducing delays 

    Automated Processing  

    Reform has introduced significant automation to streamline court processes:  

    • Automated Track Case Management (ATCM) for Single Justice Procedure (SJP) cases, increasing efficiency  

    • Instant case creation and updates, eliminating manual data entry  

    • Automatic notifications to relevant parties, improving communication flow  

    • Electronic monitoring forms processed immediately, reducing processing time from hours to minutes  

    • Screen requests handled automatically, ensuring courtroom readiness 

    Better Information Sharing  

    The digital system has revolutionised information sharing between justice partners:  

    • Instant result notifications to police forces, enabling swift action  

    • Direct updates to the Legal Aid Agency, speeding up payments to advocates  

    • Immediate sharing of sentencing information with prisons and probation, improving offender management  

    • Role-based access ensuring secure information sharing, maintaining data protection  

    • Single point of contact through Courts and Tribunals Service Centres (CTSC), providing consistent support 

    System Performance  

    The platform has demonstrated significant improvements in efficiency and user satisfaction:  

    • Criminal courts across England and Wales now fully digital since August 2023, modernising justice delivery  

    • Defence practitioners can access case information instantly, improving preparation time  

    • Court personnel report significant time savings through automated processes 

    • positive feedback from judiciary, legal professionals and court personnel (January 2025) 

    This transformation represents a fundamental, technological change in the criminal courts moving all information digitally onto a shared system that all stakeholders can access, creating a more efficient, accessible and resilient justice system for all. 

    Working Together 

    We worked closely with: 

    • local police forces on rollout and delivery – police prosecutors are now able to upload direct to the system and self-serve 

    • CPS, who were a founding partner on setting up the system, improving their access to digital forms and requests 

    • All criminal justice system partners 

    • non police prosecutors (NPPs) – NPPs are now able to upload direct on to the system and self-serve 

    • Legal Aid Agency – ensuring defence advocates are paid swiftly for legal aid cases 

    • Courts and Tribunals Service Centres to offer best support and advice with ongoing cases to all stakeholders 

    • HM Prisons and Probation Service improving offender management, as they previously did not have access to the Libra legacy system 

    • Magistrates, legal advisers and judiciary as a vital partner at all levels to deliver a more streamlined system 

    Getting Support 

    We’ve established comprehensive support systems: 

    • dedicated Courts and Tribunals Service Centre (CTSC) providing customer support 

    • specialised training programmes for court personnel and system users 

    • regular system updates based on user feedback 

    • technical support available for all professional users 

    • service boards to monitor live performance and system changes  

    • permanent change function to prioritise and resource future improvements 

    Feedback and Insights 

    Users across the justice system have praised the new platform: 

    We have better oversight of cases, the triage process ensures that cases are listed appropriately and in the correct court, which means we are saving court time.

    Sharon Kostanjsek, Criminal Justice Unit Manager, Avon and Somerset Police 

    Dealing with a case on a single system, rather than at least 3 different systems as we did previously, is more practical and efficient.

    Jon Sugden, legal adviser  

    I like that producing orders is far simpler, now they are created directly from the result. There is no need to produce orders manually and email them or complete a lengthy electronic monitoring form.

    Mark Whiteley, formerly Wales transformation implementer 

    Future Plans 

    As we continue to develop the platform, we’re focusing on:  

    • enhanced data analytics capabilities, enabling evidence-based improvements  

    • further automation opportunities to continue increasing efficiency  

    • maintaining system flexibility to adapt to future needs  

    • continue developing new features based on user feedback 

    • transfer of system responsibility to HMCTS live service teams by March 2025 

    Stay Updated 

    Keep up to date with the latest criminal court news and information by subscribing to our e-alerts and newsletters.

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Modernising probate: easing the most challenging times through innovation

    Source: United Kingdom – Executive Government & Departments

    Case study

    Modernising probate: easing the most challenging times through innovation

    Probate is the legal right to handle someone’s estate after they die.

    Before 2019, applications were made on paper meaning: 

    • a risk of human error when completing complex, inaccessible forms 

    • legal jargon was not explained well or in a user-friendly way 

    • an inefficient process for court staff, applicants and probate professionals when manually handling dozens of forms 

    • applicants needed to travel to compulsory in-person appointments at registry offices  

    • a lack of flexibility to suit modern ways of working for the courts and probate professionals 

    We wanted to create a more accessible, user-friendly service that works for everyone, whether they choose to apply online or use paper forms. 

    Benefits 

    The reformed service has transformed probate administration. Through over 1 million digital applications received since 2019, we’ve seen:  

    • positive environmental impact by eliminating over 25 million pieces of paper 

    • improved flow of legacy information from the probate service to charities, helping them to plan their vital work 

    • consistent, 24/7 access to the service from any device 

    • simplified language and streamlined processes 

    • increased flexibility with the digital statement of truth replacing inconvenient in-person oaths and the requirement for a ‘wet signature’ 

    • improved resilience, enabling continued granting of applications during the pandemic  

    Our digital transformation 

    The journey to modernise probate began in 2016 with extensive user research, leading to the 2019 launch of our digital service, making probate one of the first services to be reformed. We’ve created two tailored pathways. 

    For personal applicants we now have: 

    • a user-friendly online application via GOV.UK 

    • the ability to save and return to an online application 

    • step-by-step guidance throughout 

    • real-time application tracking 

    • the ability to complete digital statement of truth at home 

    • a service with clear, jargon-free language 

    Probate professionals now have a: 

    • comprehensive MyHMCTS platform for online probate applications 

    • collaborative team working features 

    • streamlined online payment system 

    • smoother integration with HM Revenue and Customs (HMRC) processes 

    • better way to manage workflows 

    • modern digital case files, accessible from any device 

    It’s clear that the digital service is working well: 

    • Digital applications have risen steeply from 17% in FY 19/20 to 80% April 2024 to December 2024  

    Getting support 

    For people who are less able or confident using online services, we’ve developed a comprehensive support system which includes: 

    • simplified paper forms 

    • a dedicated Digital Support service 

    • a specialist Service Centre for the probate service 

    • telephone support 

    • clear guidance on GOV.UK 

    • ensuring accessibility for all users 

    Feedback from service users 

    Applicants have told us what they think of the digital probate service: 

    It’s easy to use, fast and convenient. I found it so easy and efficient. It’s exactly what you want from an online government system – if only everything could be this easy!

    It was intuitive to use and the whole thing flowed from one section to the next really well. The way things are summarised at the end is very helpful. You can check it all before you send it and that’s reassuring.

    I’d been expecting sheets and sheets of questions – but that wasn’t the case. The instructions were clearly written and the way everything was set out was so user friendly. I think it took a couple of hours to complete.

    I initially thought the online service would be complicated and take some dealing with. I thought it would take me a long time to complete, but it didn’t take me long at all – an hour at the most.

    James’ story 

    “When James lost his father, he faced the daunting task of dealing with his estate. In the past, some of James’ friends who had gone through the probate process had told him it was paper-based, confusing, and filled with legal jargon that made it challenging for personal applicants like him, which worried him a lot. However, with the reformed digital service, James was able to apply for probate online at a time that suited him, without needing to visit a probate registry or deal with extensive paperwork. 

    Using the new digital service, James found the application process intuitive and efficient, allowing him to save his progress and return later. He could easily track his application status online, reducing uncertainty and providing reassurance during a difficult time. The digital statement of truth replaced the need for an in-person oath, saving James time and travel expenses. 

    Overall, the digital probate service provided James with a flexible, accessible, and user-friendly way to manage his father’s estate, making a challenging process much more manageable and allowing him to focus on what truly mattered.” 

    Working together 

    We work closely with: 

    • our probate service user group which includes Society of Trusts and Estates Practitioners, Institute of Legacy Management, The Law Society, Remember a Charity and the Institute of Chartered Accountants, England and Wales 

    • HMRC to streamline processes 

    Future plans 

    The journey to deliver an effective online service has not always been straight forward, and we’ve learned a lot. When we launched the service the combination of a planned fee increase, adapting to new ways of working and increased demand led to delays in applications being granted.  

    At its peak in August 2023, there was a backlog of 97,000 applications. The service is now concluding its recovery plan and the open caseload is around 37,000. The workable open caseload (where we have the information needed to progress the application) dropped by over 80% in the year to January 2025 to 9,856.  

    We’re now committed to continuously improving the service by: 

    • continuing to share information with the charity sector who rely on donations to carry out their important work 

    • working closely with probate professional representatives to improve the service 

    • improving notifications to make it easier for applicants to know what they need to send us 

    • streamlining inheritance tax processes with HMRC 

    • offering regional office drop-in sessions for probate professionals 

    • offering dedicated registrar appointments to progress complex applications 

    • improving notifications about application status 

    Stay updated 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: ATCM: Over 1 million Single Justice Procedure cases moved from paper to digital

    Source: United Kingdom – Executive Government & Departments

    Case study

    ATCM: Over 1 million Single Justice Procedure cases moved from paper to digital

    The Single Justice Procedure (SJP) was introduced by the Criminal Justice and Courts Act 2015.

    It allows prosecutors – who decide whether a case should be taken through the procedure – to deal with cases involving adult defendants accused of lesser offences that cannot result in a prison sentence, including: 

    • speeding 

    • driving without insurance 

    • TV license evasion 

    • evading train fares  

    It enables defendants, prosecutors and courts to reach a resolution to minor offences without having to attend court (unless they choose to do so). 

    A single magistrate, advised by a professional lawyer, deals with cases under SJP away from a courtroom. There’s no prosecutor or defendant present and they can deal with the case swiftly without tying up valuable court time.  

    Before 2017, SJP cases relied on paper-based processes and outdated technology meaning: 

    • court staff and magistrates manually handling lots of paper 

    • hours spent manually entering data which also increased the risk of human error 

    • inefficient sharing of information over email causing delays 

    • cost to the taxpayer associated with printing and transporting files from building to building    

    The system needed modernisation to handle summary, non-imprisonable offences more efficiently.  

    Benefits 

    By introducing Automated Track Case Management (ATCM), a digital service created to help process SJP cases on the Common Platform criminal case management system, we’ve transformed the process. This modernised, streamlined service now provides courts, prosecutors, and the public with a more efficient service. 

    Over 1.1 million SJP cases have been completed digitally between April 2017 and 31 December 2024, each benefiting through: 

    • faster justice giving prosecutors more capacity and enabling for defendants to move on more quickly with their lives 

    • quicker information sharing between court, prosecutor and defendant 

    • the ability to interact with cases more accessibly at any time and keep informed of progress 

    • greater flexibility to magistrates and court staff, enabling a more efficient running of the work coming into court 

    • better consistency of service being provided to all stakeholders, with Courts and Tribunals Service Centres dealing with day-to-day enquiries, rather than individual courts 

    • more effective use of physical court capacity providing better value for money to the taxpayer 

    • case lists published online and additional information made available to journalists, to support open justice 

    • significant reduction in the financial cost of printing and transporting paper files 

    Our digital transformation 

    ATCM represents a transformation of the SJP system. The digital platform now manages cases from initial receipt through to the magistrate’s decision, while providing transparent access to case outcomes, referrals, and costs awarded to all stakeholders in the process, as well as journalists. 

    By creating a digital platform under the Reform Programme we’ve enabled: 

    • end-to-end digital case management from beginning of the process to decision, allowing all stakeholders to access the information they need in real time 

    • direct digital case uploading by prosecutors including DVLA, TV Licensing, TfL and local police forces 

    • online plea submissions, where defendants can upload supporting information  

    • real-time tracking of the progress made by a case 

    • automated notification system for case decisions to all stakeholders involved in the process, and also to journalists 

    • journalists can obtain detailed information (prosecution facts and defence mitigation) digitally 

    • digital access for magistrates to enter decisions directly into the system 

    • integrated support from Courts and Tribunals Service Centre (CTSC) 

    This benefits a range of people involved in the process: 

    • Prosecutors including the Driver and Vehicle Licensing Agency, TV Licensing, and police forces can now upload cases directly to the system 

    • Defendants can submit pleas and access supporting information online 

    • Magistrates and legal advisers can access case details, record decisions, generate orders and notices, and update driver records all through one unified platform 

    • Journalists receive more information and do not have to travel to courts in person in order to report on cases 

    Better information sharing 

    The system’s role-based access ensures users only see information relevant to their needs, eliminating the need for paper documentation and reducing manual data entry.  

    Transparency is maintained through online publication of court lists, while journalists can access both upcoming hearing lists and court records, enabling scrutiny and reporting of outcomes to the public. 

    Take up of the digital service has been strong, with the volume of digital cases between April 2019 and March 2023 more than doubling.

    Since April 2022, 80% of people going through the single justice service are satisfied with the service they received.  

    Working together 

    We have consulted and collaborated with a number of justice partners to design, test and implement Automated Track Case Management, the digital system developed to administer Single Justice Procedure cases online: 

    • local police forces on rollout and delivery – police prosecutors are now able to upload direct to the system and self-serve 

    • all criminal justice system partners  

    • non police prosecutors (NPPs) – these are now digital by default and onboarding for NPPs will accelerate in 2025/2026 

    • Courts and Tribunals Service Centres to offer best support and advice with ongoing cases to all stakeholders 

    • magistrates, legal advisers and judiciary as a vital partner to deliver a more streamlined system 

    Getting support 

    The Courts and Tribunals Service Centres (CTSC) provide comprehensive assistance to all users. Key improvements include: 

    • dedicated support for defendants, prosecutors, and journalists 

    • consistent service levels across all interactions 

    • reduced wait times from over an hour to 15 minutes for phone queries 

    • new online self-endorsement system for driving licence details 

    Feedback and insights 

    Andrew Morris, Acting Head of Legal Operations for Wales, reflected:

    “It increases flexibility, is time efficient, more eco-friendly, and saves courtroom space for dealing with more serious offences.” 

    West Yorkshire Police Unit Operations Manager, Debbie Taylor, emphasised the impact:

    “Before ATCM and Common Platform, we did 600 SJP cases a week. In October 2024, it’s now gone up to 650 cases a week – and we are on track to increase to a thousand by June or July 2025.”   

    Future plans 

    We plan to continue to evolve the system including: 

    • completing the digital service rollout to all police forces nationwide engaging new non–police prosecutors including the Environment Agency and transport companies 

    • holding a comprehensive evaluation of the system’s sustainability and effectiveness 

    • improving media access and transparency measures – publishing more data than ever before, as well as inviting journalists to observe SJP sessions 

    • developing enhanced self-service options for users 

    • implementing continuous technological improvements 

    Stay updated 

    Keep up to date with the latest criminal court news and information by subscribing to our e-alerts and newsletters.  

    You can read more about how the Single Justice Procedure works by visiting: Explaining the Single Justice Procedure in the magistrates’ court – Inside HMCTS 

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Pension Age Disability Payment opens for applications in 13 local authority areas

    Source: Scottish Government

    New Scottish benefit for pensioners extends to more areas ahead of national roll out 

    A new benefit for pensioners is now open for applications in 13 more local authority areas in Scotland.   

    Pension Age Disability Payment has been extended to Aberdeenshire, Angus, Clackmannanshire, Dundee City, Falkirk, Fife, Moray, Na h-Eileanan Siar (Western Isles), Perth and Kinross and Stirling.  

     It is also now available in all three Ayrshire local authority areas – East Ayrshire, North Ayrshire and South Ayrshire.   

    The payment first launched in five local authority areas on 21 October 2024  and will be available throughout Scotland from 22 April this year.  

    Pension Age Disability Payment is for disabled people or those with a long-term health condition that means they need help looking after themselves or supervision to stay safe. It is available to people of State Pension age and is also available to pensioners who are terminally ill.  

    It is not means-tested and is worth between £290 and £434 a month depending on the needs of the person who gets it (increasing to between £295 and £441 a month from 1 April 2025).   

    Pension Age Disability Payment is replacing Attendance Allowance from the Department for Work and Pensions in Scotland. Social Security Scotland has started transferring the awards of 169,000 people in Scotland who currently receive Attendance Allowance to the new benefit.    

    People currently getting Attendance Allowance do not need to take any action; the transfer will happen automatically in phases throughout 2025. Everyone will continue to receive their payments on time and in the right amount.   

    Social Justice Secretary Shirley-Anne Somerville said:  

    “I urge anyone who thinks they could be eligible for Pension Age Disability Payment to apply.

    “It is vital older people who are disabled, terminally ill people or who have care needs get the money they need to help them look after themselves, stay safe and live with dignity.

    “The Scottish Government is committed to ensuring everyone gets the financial support they’re entitled to and this has not changed following the UK Government’s announcement on welfare.”

    Henry Simmons, Alzheimer Scotland’s Chief Executive said:

    “It’s great to see Pension Age Disability Payment being rolled out across more areas. At the Brain Health and Dementia Resource Centre, we know that living with dementia leads to extra costs so it’s important that those affected can access the financial support they need, when they need it.

    “The application support that Social Security Scotland provide is vital for people who are already dealing with the emotional and practical challenges of living with dementia.

    “The availability of this support will make a positive difference to people living with dementia, improving their ability to live well with their condition.” 

    More information about Pension Age Disability Payment including who is eligible and how to apply can be found at: www.mygov.scot/pensiondisability  

    Background  

    Pension Age Disability Payment is replacing Attendance Allowance in Scotland. People in Scotland who are getting Attendance Allowance from the Department for Work and Pensions do not need to do anything as their award transfer will happen automatically. Social Security Scotland will write to people to let them know when this is happening and when this is complete. Social Security Scotland aims to complete case transfer for everyone by the end of 2025. Until people receive the letter from Social Security Scotland to tell them their transfer is complete, they should continue to report any change in circumstances, including a terminal illness diagnosis, to the Department for Work and Pensions.

    Pension Age Disability Payment launched on 21 October 2024 in five pilot areas – Aberdeen City, Argyll and Bute, Highland, Orkney and Shetland. It has rolled out to 13 more areas – Aberdeenshire, Angus, Clackmannanshire, Dundee City, East Ayrshire, Falkirk, Fife, Moray, Na h-Eileanan Siar (Western Isles), North Ayrshire, Perth and Kinross, South Ayrshire and Stirling. The payment will be available throughout Scotland from 22 April 2025.   

    Eligible people who have been diagnosed with a terminal illness are automatically entitled to the higher rate of care and can apply under special rules for terminal illness. This means that Social Security Scotland will prioritise their application. People who are already getting Pension Age Disability Payment who later receive a terminal illness diagnosis can also report this diagnosis under the special rules for terminal illness.   

    Pension Age Disability Payment was designed with the people who will be eligible for the benefit and those who support them. Improvements include a streamlined process for people to nominate a third-party representative who can support them in their interactions with Social Security Scotland.  

    Social Security Scotland can help people to apply, with face-to-face support available from advisers based in communities across the country.  

    Help is also available from independent advocacy service Voiceability who are funded by the Scottish Government to help disabled people applying for devolved benefits.  

    Social Security Scotland also has a separate, accelerated application process for people who are terminally ill. This is open to any eligible person who has a terminal diagnosis, no matter how long they’re expected to live. This is different to the Department for Work and Pensions, who only class someone as terminally ill if they are expected to live for 12 months or less. Eligible people automatically get the highest possible amount of Pension Age Disability Payment.   

    The Scottish Government has made it easier for people to nominate someone to support them in their engagement with Social Security Scotland – something that older disabled people told us was important to them.   

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Schools accredited ‘ADHD friendly’ as part of citywide support

    Source: City of York

    8 York schools have been accredited as ‘ADHD friendly’ as part of a citywide commitment to support neurodiverse children and young people.

    Awarded by the ADHD Foundation, the schools were accredited as ADHD friendly because they committed to making their schools safe, nurturing, welcoming and exciting places, in which all learners with ADHD can achieve their academic potential.

    Schools also had to work with the foundation to achieve six ADHD school friendly pledges, including training school staff, providing opportunities for learners to get access to physical activity, exercise and self-calming strategies throughout the school day and providing information and support to families.

    Funded by City of York Council, as part of its wider Neurodiversity support Programme, Copmanthorpe Primary, Dunnington Church of England Primary School, Lakeside Primary Academy, Haxby Road Enhanced Resource Provision, Millthorpe School, Tang Hall Primary, Wigginton Primary, and York High School have all achieved the ADHD Friendly School Award.

    Cllr Bob Webb, the council’s Executive Member for Children, Young People and Education, said:

    Supporting neurodiverse students, their families, and teaching staff, is a key part of our strategy to ensure York is a great place to live and learn for all young people.

    “We want to see inclusion at the heart of Education in York and I’m really pleased that schools have committed their time and energy to promote inclusion and the needs of all learners.

    I’m delighted that eight schools in York have now received official ADHD accreditation and hope that they will share their expertise and knowledge with others across the city.

    Luke Dancer, headteacher at Copmanthorpe Primary School, said:

    We are incredibly proud to be recognised as an ADHD Friendly School.

    “At Copmanthorpe Primary, we strive to create an inclusive and supportive environment where all children can thrive. This accreditation is a testament to the ongoing dedication and hard work of the staff in creating a school where learners with ADHD feel valued, understood, and empowered to reach their full potential. Since joining the school in January, it has been clear to me that the whole team is deeply committed to ensuring that every child receives the support they need to succeed. Working alongside the ADHD Foundation and City of York Council has helped us implement meaningful strategies that benefit all of our pupils.”

    Colin Foley from the ADHD Foundation said:

    It has been a pleasure to work with a range of schools across the City of York.

    “In each school, there is a commitment to understanding and nurturing children and young people with ADHD. Thank you to all of the professionals involved, these awards are very well deserved.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Joy as academy rated Good for the first time in its history

    Source: City of Wolverhampton

    The Lichfield Road school was found to require improvement when it was last inspected in November 2022. Two months later the school joined Matrix Academy Trust, with Ofsted inspectors recognising how much Wednesfield Academy had improved since then.

    In their report, published today (Monday 24 March, 2025), they found the school ‘has undergone a significant period of change and development’, ‘rapidly raised expectations around learning and behaviour’ and ‘developed a highly ambitious and well sequenced curriculum for all pupils’, including those with special educational needs or disabilities (SEND). As a result, ‘pupils achieve well and are well prepared for the next stage of their lives’.

    The school is also continuing to expand its ‘ambitious curriculum’ in the sixth form, with students ‘positive about their learning experiences and the wider opportunities the school provides’.

    Wednesfield Academy ‘is a highly inclusive school where everyone is valued and where expectations for pupils to achieve well are high’. Relationships between pupils and staff are ‘warm and respectful’, with pupils speaking positively to inspectors about the support they receive from staff and how they enjoy their learning. There is a ‘purposeful atmosphere around the school’, and ‘pupils focus on their learning well’.

    The school ‘identifies and supports pupils with SEND well’, with teachers effectively adapting their teaching to meet their needs well, ensuring that pupils with SEND are able to access the same ambitious curriculum as their peers.

    Inspectors also found that pupils’ wellbeing is ‘at the forefront of leaders’ vision, including promoting pupils’ positive mental health’.

    Inspectors concluded that the quality of education, behaviour and attitudes, personal development, leadership and management, and sixth form provision at Wednesfield Academy are all Good.

    Headteacher Joe Phillips said: “I am immensely proud to be Headteacher at Wednesfield Academy and this Ofsted report illustrates the rapid improvement the school has made in just over 2 years.

    “We have so many committed staff and the pupils, as they always are, were a credit to themselves and the academy over the 2 days when Ofsted visited. We want to thank our parents and carers for their ongoing support, and we now look forward to what the future brings as we continue to strive towards excellence.”
     
    Matrix CEO Lynsey Draycott added: “Everyone has put their heart and soul into Wednesfield Academy to make it a school the community can be proud of. Not many schools go from Requires Improvement to Good in just over 2 years. We are so happy that Ofsted recognised everyone’s hard work and the school will only continue to improve.” 

    Councillor Jacqui Coogan, the City of Wolverhampton Council’s Cabinet Member for Children, Young People and Education, said: “This is a fabulous report which demonstrates the great progress that everyone at Wednesfield Academy has made over the last few years.

    “The school’s clear and decisive leadership, coupled with a pupil centred approach, has ensured it has been able to improve both rapidly and sustainably, and I look forward to seeing Wednesfield Academy continue on its upward trajectory over the coming months and years.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Influenza of avian origin confirmed in a sheep in Yorkshire

    Source: United Kingdom – Executive Government & Departments

    Press release

    Influenza of avian origin confirmed in a sheep in Yorkshire

    Influenza of avian origin (H5N1) has been confirmed in a single sheep in Yorkshire.

    The UK’s Chief Veterinary Officer has confirmed a case of influenza of avian origin (H5N1) in a single sheep in Yorkshire following repeat positive milk testing.  

    The case was identified following routine surveillance of co-located livestock on a premises where avian influenza had been confirmed in captive birds. Defra has introduced livestock surveillance on infected premises following the outbreak of avian influenza in dairy cows in the US. 

    The infected sheep has been humanely culled to enable extensive testing. Further testing in the remaining flock of sheep at the premises was undertaken by the avian influenza national reference laboratory at the Animal and Plant Health Agency Weybridge laboratory. No further infection with avian influenza virus was detected in the remaining flock and this remains a single case in a mammal detected on the premises. 

    While this is the first time this virus has been reported in a sheep, it is not the first time influenza of avian origin has been detected in livestock in other countries. There is no evidence to suggest an increased risk to the nation’s livestock population.  

    However, the UK Chief Veterinary Officer is urging all livestock keepers to remain vigilant to the clinical signs of avian influenza following recent outbreaks.  All keepers must maintain good biosecurity which is essential to protect the health and welfare of their animals and critical to preventing the further spread of disease in the event of an outbreak.

    In line with the UK’s international reporting requirements, this case will now be reported to both the World Organisation for Animal Health (WOAH) and the World Health Organisation. 

    UK Chief Veterinary Officer Christine Middlemiss said: 

    “We have confirmed the detection of influenza of avian origin (H5N1) in a single sheep on a farm in Yorkshire. Strict biosecurity measures have been implemented to prevent the further spread of disease.  

    “While the risk to livestock remains low, I urge all animal owners to ensure scrupulous cleanliness is in place and to report any signs of infection to the Animal Plant Health Agency immediately.” 

    The UK Health Security Agency (UKHSA) has said that avian influenza is primarily a disease of birds and the risk to the general public’s health is very low, but people should not touch any dead or sick wild birds they find. 

    The Food Standards Agency advises that properly cooked poultry and poultry products, including eggs, remain safe to eat and avian influenza poses a very low food safety risk to UK consumers since the H5N1 virus is not normally transmitted through food. 

    Dr Meera Chand, Emerging Infection Lead at the UK Health Security Agency, said:  

    “Globally, we continue to see that mammals can be infected with avian influenza A(H5N1). 

    “However, current evidence suggests that the avian influenza viruses we’re seeing circulating around the world do not spread easily to people – and the risk of avian flu to the general public remains very low.  

    “UKHSA will continue to monitor the situation closely alongside Defra, DHSC, Animal and Plant Health Agency and Food Standards Agency. 

    “UKHSA has established preparations in place for detections of human cases of avian flu and will respond rapidly with NHS and other partners if needed.” 

    Robin May, Chief Scientific Adviser at the FSA said:  

    “We are working very closely with Defra, UKHSA and Food Standards Scotland following the discovery of avian influenza virus in a sheep in the UK. Our advice remains that bird flu poses a very low food safety risk to UK consumers since the H5N1 virus is not normally transmitted through food. 

    “We continue to monitor the situation closely and will assess any emerging information to continue to ensure UK food is safe.”   

    What you can do    

    Avian influenza is notifiable in all poultry and other captive birds and Influenza of avian origin is notifiable in both kept and wild mammals. If you suspect your animals are infected with avian influenza virus you must report it to the APHA immediately by calling: 

    ·                     03000 200 301 in England     

    ·                     0300 303 8268 in Wales     

    ·                     Contacting your local Field Services Office in Scotland 

    Failure to do so is an offence. 

    We have published a case definition for influenza of avian origin to support decisions around reporting suspicion, together with further information on how we  monitor the risk of influenza of avian origin in wild mammals gov.uk.

    Updates to this page

    Published 24 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Improving outdoor play

    Source: Scottish Government

    £25 million for play park renewal.

    First Minister John Swinney is set to announce £25 million of funding to local authorities to invest in the renewal of play parks across Scotland. 

    All councils will receive a share of the funding to improve the standard of existing play parks – helping to ensure children have access to safe environments to play and socialise in. 

    The funding is supported by the Play Vision Statement and Action Plan for 2025 – 2030, which has been published today.  

    Speaking ahead of a visit to Woodhead Park in Kirkintilloch, as part of the East Dunbartonshire Travelling Cabinet event, the First Minister said: 

    “Playing is key to a child’s healthy development, and by enabling councils to invest in outdoor play parks, we will ensure families can access a safe, high-quality place to play within their communities.

    “This is all part of my driving mission to eradicate child poverty. Other steps we are taking include investing £3 million to develop mitigations for the UK Government’s two-child benefits cap, £37 million to deliver the expansion of the free school meals programme, and putting more money in families’ pockets through the Scottish Child Payment.”   

    COSLA Spokesperson for Children and Young People, Councillor Tony Buchanan said:

    “COSLA welcomes today’s launch of the Play Vision Statement and Action Plan, play is very important not just for the enjoyment it brings, but also for the part it plays in developing children and young people’s social skills, interests, and curiosity. It also assists in developing relationships between parents, carers and other children and young people. The Play Vision Statement and Action Plan provides a good roadmap for how play can be encouraged and supported.”

    Marguerite Hunter Blair, CEO Play Scotland and Chair of external Play Strategy refresh group said: 

    “We are delighted to be celebrating this clear commitment from the Scottish Government to play opportunities and experiences for all our children and young people. It is fantastic that children’s rights and voices are at the heart of this new vision for play alongside an enthusiastic cross-sectoral collaboration. The clear message coming from the versions of the plan that children have co- produced is simple – more play and better play is good for everyone.” 

    Background  

    The 54th Travelling Cabinet will meet at Kirkintilloch Town Hall on Monday 24 March and hear from the local community at a public discussion at 2pm. 

    The £25 million investment for 2025-26 marks the completion of a £60 million Programme for Government commitment over four years – with a total of 887 play parks renewed as of March 2024. 

    Funding for play parks is supported by the Play Vision Statement and Action Plan for 2025 – 2030.  Read the children’s version  

    The Action Plan highlights the importance of play as a key part of children’ healthy development, learning and physical and mental well-being and includes a number of actions which seek to equalise play opportunities for children across Scotland.  

    Local authorities report annually, in April, on their engagement with children and families, number of play parks identified for renewal, and the number of parks renewed in the previous financial year. The most recent reports were received in April 2024. 

    MIL OSI United Kingdom –