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V4 Services

News & Events 2012 Archive

30 Nov 2012
V4 Services will be exhibiting at next week’s SOLACE conference where a number of speakers will share their experiences, approaches, achievements and lessons learned in commissioning of services to reduce cost but deliver better results for the people that they serve.  

Now working with one in ten local authorities in the UK on a range of change and efficiency programmes and projects, our team will also be on hand to discuss common issues and how we’ve worked with councils to meet their financial challenges but at the same time continue to provide effective services for customers and local communities.

Full details of the programme are available here

download How we are and can help meet your financial challenges
Project management
17 Oct 2013
Basildon Council engaged V4 Services to conduct a health check of its approach to programme and project management.  The council had a comprehensive Business Transformation Programme which was refreshed several years prior with a clear focus on not just delivering financial efficiencies and savings but on transforming the way that the council works.

Work was being conducted across several workstreams and a holistic Programme Management Office approach was needed, to ensure benefits realisation and the robust tracking and delivery of all programmes and projects. The V4 Services' team was engaged to assess the current state of the transformation programme and agree the priority areas that needed to be addressed to create a solid foundation for driving the programme forward at pace.

V4 Services were engaged to work with us to conduct a review of our transformation programme and build the structure needed to manage multiple change projects to ensure they deliver the anticipated benefits.  The team was made up of  committed and honourable professionals , they provided fresh ideas and were honest, open and frank providing us with a clear roadmap of where we needed to get to and how, said Mick Nice, Director of Transformation for the council.
download Read full case study
22 Oct 2012
V4 Services has partnered with the Local Government Association to offer Alumni of the National Graduate Development Programme for Local Government a chance to share ideas and best practice on change and efficiency initiatives.

The free training day, provided by V4 Services, is being hosted by the LGA to support rising talent within local government to gain some practical ideas and help meet the challenges of austerity head on.

Guest speaker, Andrew Grant, Chief Executive of Aylesbury Vale District Council will share his authority’s experience of the past few years and Directors of V4 Services facilitate break-out sessions and share tools and practical examples from their work with over 40 authorities across the UK.

There are a few places left on this free day in London on Friday 2 November 2012, to make a reservation please contact liran.maller@v4services.com
download Event invite letter
22 Oct 2012
BEYOND THE HEADLINES by Aidan Rave, Director - People Solutions
Two events in the last few weeks have exposed the sometimes stark demarcation lines that can exist when society, particularly through the lens of the media, attempts to define the differences between good and bad or success and failure in overly simplistic terms.

There are some important analogies for those identified with managing organisational talent.

First, we had the amazing spectacle of Europe’s dramatic last day heroics to snatch the Ryder Cup from the US having gone into the final day of competition with little apparent chance of victory. Second, we had the appalling accusations about the late Jimmy Saville, until recently afforded ‘national treasure’ status as a larger than life character and serial fundraiser for manifold good causes. Both issues have now been defined and redefined respectively. Both are in the process of being consigned to history with the European Ryder cup team proffered as modern day sporting heroes and Saville seemingly accurately rebranded as a monster.

Of course it might all have been so different.

The golf team might easily have lost and been castigated as tactically inept losers, without the skills or determination to keep up with their American counterparts. We only have to go back a couple of weeks to compare the headlines about Saville, the contrast of which effectively speaks for itself.

The fact is that our seemingly unquenchable appetite for simplistic, pre-packaged assessments of people or events leads us inexorably to excessive bouts of hyperbole which can be as damaging as they are inaccurate. There is always a back story; always more layers than we care to notice and with the advent of the 24 hour news cycle which is now influenced by bloggers as well as more traditional journalists, the volume is set to rise as exponentially, the level of rigour continues to fall.

Managers can be equally remiss when it comes to their responsibilities in terms of talent. Within an organisational context, it is all too easy to affix simplistic epithets to either individuals or organisations which are misleading, based on a combination of historical events, subjective prejudices or a fallacy of composition. This can have serious implications when it comes to managing talent. People are complex beings, their abilities and their weaknesses are neither fixed nor one-dimensional; the same individual who ‘fails’ in one environment can prosper in another, just as great managers can come from poor organisations and poor ones come from seemingly great organisations. 

Individual and organisational reputations always belie an often complex ‘back story’ of how success or failure is defined. It is critical to resist the temptation to make key decisions based on lazily assembled perceptions; such mistakes can prove highly dangerous for organisational well-being and incredibly costly when the effects of the mistake come to be finally unravelled.

The simple truth is that those we hold in the highest esteem often have less favourable elements of their makeup which are either unwittingly (or perhaps wittingly) ignored or are lost in the artificial glow of the myopic perfection we sometimes choose to see. Managers are entrusted to see beyond such simplistic axioms, it is reflected in the status they are afforded and more often than not, the remuneration they receive. Perceptions of’ success’ or ‘failure’, or indeed ‘good’ and ‘bad’ need to be rooted in effective talent management. That way we can make accurate judgements based on evidence, rather than emotion and ensure that it is the balanced and measured assessments which underpin the road to success.
18 Oct 2012
THE VALUE OF VALUES by Aidan Rave, Director - People Solutions
A recent survey undertaken by the think tank Localis and private sector outsourcer Capita Symonds has found that a surprising 38% of council representatives questioned believe that all council services should be outsourced. This immediately evokes memories of the former minister, Nicholas Ridley and his prediction that in the future, councils would meet only once a year to set the rates and let their contracts. 

The very term ‘outsourcing’ is politically loaded, indeed a political battle royale is currently underway in Cornwall based on the Council Leader’s desire to enter a strategic partnership with a private sector provider. Unfortunately for him, some forty of his colleagues disagree with him and have signed a motion of No Confidence in his leadership as a result. At the other extreme we have seen councils proffering wholesale partnering, dubbed an ‘easy council’ approach by the press, based on the low cost airline, easyJet, and its reputation for a low cost basic service with customers paying additional money for the ‘extras’ they want. 

While the value of outsourcing in terms of knockabout politics and filling column inches cannot be denied, there is a much more serious debate to be had, about not only how local services are delivered in the future, but more fundamentally, who they are for, how they are paid for and who is accountable for ensuring they are fit for purpose.  Because the ideological battle lines are so clearly marked, such practical rigour is often missing from the debate and services simply drift on with hard working staff climbing up a financial and demographic mountain that just gets steeper and steeper all the time. That said, too much pragmatism – along the lines of ‘what’s good is what works’ can also prove a false panacea, with a recent parliamentary report into twenty years of PFI, highlighting a number of ludicrous and morally risible examples of the tax payer being ripped off with contract variations such as changing a plug socket charged at over £300. 

The notion of ‘public good, private bad’ or vice versa tends to depend very much on often narrow subjective views. Perhaps if the values of the organisations seeking to participate in delivering public services, be they public, private or voluntary, were scrutinised a little more closely, we might create greater objectivity about how to quantify good and bad. Such an approach probably wouldn’t mitigate the need for legal scrutiny and guidance for what can be long-standing and very expensive contractual arrangements, but it might well create a sensible starting point for the process and give the taxpayer a greater level of insight into how their money is proposed to be spent. 

Business and political ethics have come under close scrutiny in recent years as a result of the financial crisis and MPs’ expenses scandals; both events undermined public confidence considerably in institutions that were historically seen as pillars of the community. In the minds of many people, the issues that these scandals raised have never been fully addressed, until they are is it any wonder that deals involving politicians and the private sector are met with suspicion and doubt?

With memories of such scandals still fresh in the mind, the notion of trusting in the values and character of either politicians or big business to ‘do the right thing’ is difficult. But it is because of such failings that values and character mean more, not less, they should be at the heart of the debate about who delivers public services and be factored into decision making as much as, if not more than, the more traditional metrics of cost, profit and return on investment. 

The future of public services must not be determined by self-serving, entrenched and often disproportionately vocal opinions at the extremes of this debate. An assessment of the character and values of those charged with the responsibility might not be a bad place to start.
Tim Frondigoun
18 Jul 2012
V4 Services has appointed Tim Frondigoun as Director of Transformation Services. The company, which has experienced significant growth over the past two years, is looking to build upon its capabilities to support the demand for operational efficiencies within large spend areas such as social care, housing management and maintenance, transport management and waste, recycling and environmental services.  

“I’m delighted to be joining V4 Services at a time when the company is developing a number of innovative approaches with our local authority partners to meet the challenges of the current environment,” said Tim.  

Tim was formerly Regional Director with Northgate Public Services and has significant experience of developing and leading a number of service transformation programmes across local government delivering significant financial and qualitative improvements for councils and their customers.   He also has over 15 years’ prior experience within the housing sector, both within the local authority and housing association sectors, holding Director-level positions with two associations in the Midlands.   

He is a Fellow of the Chartered Institute of Housing and a member of the Institute’s Audit & Risk Board. He is also an independent Board Member of Beechdale Community Housing, a community-led organisation managing over 1,000 homes within Walsall.
A Time for Boldness
26 Jun 2012
A TIME FOR BOLDNESS by Aidan Rave, Director People Solutions
The start of today’s annual Local Government Association (LGA) conference in Birmingham comes at a difficult time for local government and coincides with the launch of an important piece of research undertaken by the LGA itself into some of the monumental challenges facing those charged with leading our public services. The graph attached, taken from a piece by Jim Pickard and Kieran Stacey in the Financial Times (FT), sets out in stark terms the financial implications of social care spending on wider ‘environmental’ type expenditure with the potential for reductions of up to 90% if Dilnot-type reforms are not introduced to staunch the huge tides of money now flowing into social care.  

So what is to be done? The solution to this potential financial Armageddon rests with not only the financial experts and policy thinkers, but also with the politicians who will have to take some extraordinarily difficult decisions in coming years. Indeed only yesterday during his wide ranging speech on welfare reform, the Prime Minister ruled out any possibility of introducing means testing for currently universal benefits such as winter fuel payments and free TV licences, even with potential savings of up to £2bn possible. It would seem that headlines such as the infamous 75p increase in the state pension, which managed to wound Tony Blair, and more recently the ‘granny tax’ affair for David Cameron, set out in clear terms the political dangers of taking on the grey vote. Even if, according to recent commentary from Paul Johnson of the Institute for Fiscal Studies, pensioners were not only the biggest winners from the economic boom, they have also withstood the bust far better than any other section of society. 

However, this is not a call for some form of fiscal retribution against Britain’s pensioners! Rather, it highlights the sheer scale of the challenge facing both policy-makers and policy-takers in balancing the delicate demands of managing in the midst of such relative chaos. The real issue is this: navigating through this period of change is going to demand not only huge amounts of political and managerial expertise but also, indeed perhaps more importantly, personal characteristics such as selflessness, resilience and resolve from those leading the way. 

Delegates arriving in Birmingham this week can be forgiven for feeling somewhat reticent about the mountain they are beginning to climb. While attacks on salaries and perks have slowed in recent months, they have far from stopped and there is still barely a day that goes by without some sort of local government ‘man bites dog’ story which serves to further ebb confidence and undermine the very passion needed to prevail. However, challenges like these, under circumstances like these, are precisely what enable leaders to come to the fore; as Martin Luther King Jnr. once said: “The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.”

We are in the midst of challenge and controversy. Now is our time to be bold.
download A Time for Boldness - Aidan Rave
Nev Wilkinson
12 Jun 2012
Nev Wilkinson has joined V4 Services, growing local government and public sector transformational solutions provider, to support the development of the executive search practice of V4 Resourcing.
Nev has worked with many different organisations advising on leadership, transformation and the appointment of senior executives for over fifteen years. He has previously worked for attenti, Rockpools and before that Veredus.  Having worked for both Rutland County Council and Leicester City Council, he has an in-depth knowledge and practical experience of local government and is looking forward to working with councils across the UK to understand their particular challenges and needs and source exceptional talent to lead and deliver the substantial changes required to meet the needs of communities today and in the future.   
Commenting on his move, Nev said: “I’m delighted to be joining V4 Services at a time when their approach to transformation, efficiency and delivery is exactly what many organisations are looking for. It’s a breath of fresh air to be amongst a range of experts who are fundamentally driven by a desire to improve public services”.
Before working in Executive Recruitment and Consultancy, Nev had a very successful career in local government as a Chief Officer. Over the past few years, he has worked with clients in local government, the NHS, the third sector and several NDPBs assisting in the appointment of Non Executives, Chief Executives, Directors, Assistant Directors and Heads of Service. 
More recently he has been working closely with Chief Executives supporting them in designing and delivering comprehensive change and transformational programmes and recruiting outstanding leaders to drive through change. In the past 18 months he has worked with Luton Borough Council, Dacorum Borough Council, Newark and Sherwood District Council, Breckland and South Holland DistrIct Councils and Shepway District Council.
30 May 2012
by Aidan Rave, Director - People Solutions

The MJ recently held their inaugural ‘Future Forum’ where a number of senior practitioners, thinkers and influencers from across local government, came together for a twenty four hour symposium designed to explore some of the more pressing challenges facing the sector both now and in the future. Among the contributors were Bob Neil, the avuncular Parliamentary Under-Secretary from DCLG; Sir Bob Kerslake, the Permanent Secretary at DCLG and now Head of the UK Civil Service; along with a frankly depressing but nonetheless compelling economic assessment from Paul Johnston of the Institute for Fiscal Studies.
Their message echoed the much reviled but chillingly honest note left by Liam Byrne, the then outgoing Chief Secretary to the Treasury, which he left for his successor and which read, simply, “Dear Chief Secretary, I’m afraid to tell you there’s no money left”. The bleak truth is that we have hardly begun to scratch the surface of austerity yet; there is much worse to come and even the rather pessimistic assessments offered by DCLG and the IFS are predicated on the politically difficult feat of the Treasury extracting a further £10billion in savings from the Welfare budget and modest growth for both the UK and its European partners, which with the worsening situation in Greece and the potential spread of contagion to Spain, Italy and other vulnerable EU economies looks optimistic to say the least. 

So, in the face of such stark economic assessment and with a number of delegates noticeably welling up and asking when the ‘good’ slides might appear (they didn’t), the gathering set about the task of thinking about the response to the monumental challenges we find ourselves facing. 

Now, here’s a couple of thoughts about a conference like this, neither of which are in any way criticisms for what was actually a very well managed conference with excellent  content and debate and a huge credit to the MJ. First, the people who tend to be invited to conferences like this and certainly the ones who are motivated to accept the invitation and attend, generally tend to be the kind of organisational leaders who already ‘get it’ – i.e. they understand the gravity of the situation they are facing and are open to sharing ideas and developing new ones with colleagues from across the sector. This creates a distinct lack of focus on the areas of the sector that are yet to ‘get it’ and therefore creates the danger of the gathering overlooking some of the challenges that are most potent but also ignored. Secondly, we generally tend to start the debate from where we are now. In many ways, this is a sensible place to start a debate, because it recognises the realities of the situation we face, be they political, financial or managerial. The thing is, had pioneers throughout history started ‘from where they were’ from Galileo to Steve Jobs, we would most likely still be living on a flat earth and wouldn’t be reading this blog on our ipads!

Of course an assessment of reality is important, but given the sheer scale of the challenge we face and that short, medium or even long term financial efficiencies aren’t going to mitigate against what is effectively a structural challenge driven by an ageing and changing population in an ever advancing world, surely there is a need to lock ourselves in a remote room somewhere and ‘think the unthinkable?’. Outside the glare of the media circus in a safe space somewhere, it might be interesting to pose a question that ran something like “if we were inventing local services from nothing, for the world of 2012, where would we start and what would they look like?”

Sometimes radical means suspending reality and thinking about a very different future – it’s seldom popular and won’t win too many votes, but it’s by and large the only thing to have changed things throughout history and on the evidence of the ‘slides of doom’ we saw last week, the time for radical might well be upon us. 
Pride of Herefordshire Awards 2012
21 May 2012
V4 Services is pleased to be one of the sponsors supporting this year’s Pride of Herefordshire Awards 2012.  

This local initiative, now in its sixth year,applauds the success of individuals who have excelled in their field. The awards, a collaborative scheme between the Hereford Journal and the Herefordshire Partnership, are devised to recognise the accomplishments of the countless people who are unsung heroes that make a tangible difference to the success and wellbeing of Herefordshire. 

Rob Levene, V4 Services Director said: “We’re delighted to be supporting The Pride of Herefordshire Awards which offer the perfect opportunity to recognise those people who contribute enormously to the greater good of the community while receiving little or no acknowledgement.  They offer the chance to give a big pat on the back and thank you for the work they do to improve the lives of others within the community.”

The awards are structured into ten categories; including an overall award that will be bestowed upon the individual whom the judges believe has made the most noteworthy contribution to Herefordshire pride in 2012. These ten awards are sponsored by individual organisations.

The categories for 2012 include:
  • Herefordshire Courage Award
  • Herefordshire Entrepreneur Award
  • Herefordshire Learner Award
  • Herefordshire Environmental Champion
  • Herefordshire Young Carer Award
  • Herefordshire Adult Care
  • Herefordshire Youth Community Award
  • Herefordshire Adult Community Award
  • Herefordshire Health Champion
  • Pride of Herefordshire Award

Nominations are open to the public to put forward any individual whom they feel deserves recognition for their achievements throughout the year. Online and postal nominations will be accepted up until the closing date of 1 July 2012. 

16 May 2012
By Aidan Rave, Director - People Solutions

Today sees the launch of the Jubilee Centre of Character and Values, based at the University of Birmingham. 

The initiative is the brain child of American born philanthropist, John Templeton, with an aim of priming and strengthening character and values within society, particularly amongst young people and in part, responding to the societal shock of last summer’s riots in many UK cities. It is perhaps a strange, indeed somewhat lamentable notion that we now have an institute established to promote what many will still argue are inherent attributes in many families and communities. Nonetheless its progress will no doubt be carefully observed by social scientists over the coming years. 

Of course the importance of character and values is not limited to families and society as a whole; they also play a critical role in the performance of organisations. 

The recent mayoral referenda which took place in ten of the UK's largest cities were, with the notable exception of Bristol and Doncaster (who opted to keep a mayoral system after a decade of already having one) roundly rejected by the voters of those cities. Despite energetic campaigns, particularly in Birmingham where several serving and former MPs, including a member of the current shadow cabinet, expressed a serious interest in competing for the role, it seemed that the voters shared little of the enthusiasm of the political classes. Much of the post referenda analysis has been based on the lack of information provided to voters and their poor awareness of the key issues in making a decision. 
Well, maybe, but then again, perhaps the age old political habit of blaming the voters might just be wrong on this occasion. What if, perhaps the voters actually did 'get it' and were simply rejecting what they saw as a peripheral attempt at solving a much deeper problem?

The reality is that since 1945 Local Government has been systematically and effectively asset stripped by a succession of governments of all political persuasions, to the point of it being regarded by many as an effete element of UK politics. The question is, would bolting an elected mayor along with some rather vague promises about 'city deals' ( which the more cynical in Local Government would argue has been promised in various guises before) on top of an already eviscerated council really make that much difference to people's everyday lives? 

Perhaps the voters on this occasion knew precisely what they were doing, namely rejecting the notion of new wine in old bottles. 

Structures and structural changes seldom if ever change organisations and yet our habitual response to demands for performance improvement is to restructure - bolting bits on here and there in the vain hope that a pretty structure will somehow force the change we are seeking. 

The truth is that structures change nothing alone, it is an organisation’s character and values that truly define what it stands for and what it seeks to achieve. If we spent a tenth of the time focusing on the character and values of both politicians and staff within local government, rather than axiomatically ordering yet another restructure of the ranks, we might just start to win back some of the credibility we need to convince local communities that the most important layer of government in their lives is in fact the one right next to them.
Tamworth Snowdome
15 May 2012
Experienced Sport and Leisure Manager, Richard Lewis, has joined V4 Services’ Leisure and Culture Team from long-standing sport and leisure consultants, Strategic Leisure.  
With over 25 years’ experience of managing sport and leisure facilities, development of community leisure services and sports and leisure consultancy, Richard has notched up some notable achievements, adding his mark to the leisure landscape both in the UK and overseas.

Talking about his career path to date, Richard said: “It’s really great to work within an industry which is about creating something positive not only for people today but for future generations. The public sector is facing substantial financial challenges but I am confident that people within our industry have the motivation and flexibility to adapt and thrive and continue to improve the opportunities for people to actively participate in leisure and culture.

"I’m pleased to join a team with a great breadth of experience and a reputation within the sector and am looking forward to getting stuck in to some new challenges.”

Richard undertook the initial feasibility study for Britain’s first indoor real snow ski slope in Tamworth and secured £1.1 million of external funding for new facilities in Carlisle including a four court tennis air dome, three new multi-use games areas, an all-weather cycle track and new astro turf pitch, he also project managed the feasibility study into the £10 million Sands Centre re-development project in Carlisle.

He has also:
  • Managed the procurement of leisure management operators for a number of local authorities across the UK
  • Completed feasibility studies and then project managed a number of new build indoor and outdoor leisure facilities
  • Raised significant external funding
  • Developed and delivered numerous business plans to ensure the long-term financial stability of existing and new facilities.

Richard studied management at post graduate level at Leicester De Montfort University, has completed a Diploma in Managing and Developing Sport at Leeds Metropolitan University, is a Prince 2 Project Management Practitioner and is currently completing the Chartered Institute of Purchasing and Supply Level 4 Foundation Diploma.  He has also undertaken numerous sports coaching qualifications and undertaken a Level 7 diploma in Leading Sustainable Communities Leading Project Implementation from the Institute of Leadership and Management.
Local Government
08 May 2012
So, the results from last week’s election are in and they make very interesting reading on several fronts. Not unusually the electorate has decided to meet out a mid-term electoral drubbing to the incumbent party, or as is currently the case parties of government. Labour picked up in excess of 800 council seats which has been roundly reported as a boost for Ed Milliband's leadership, if not a ringing endorsement of his prospects of becoming Prime Minister following the next general election. Messrs Cameron and Clegg are already finding themselves facing pressure from within their own ranks to be either 'more Conservative' or 'more Liberal' (delete as appropriate); as MPs in marginal seats nervously extrapolate the results against their own survival plans. The election of the Socialist President, Francois Hollande, with his pro-growth, anti-austerity agenda will no doubt add to the pressure within Number 10. 

Disappointingly if not unpredictably, the press reported the local elections through the prism of a referendum on central government rather than the importance of the local elections themselves. True to form, the parties themselves acquiesced with this by trotting out the usual front bench faces to make comment on the evening’s events. Is it really too much in a local election to ask for some local politicians to undertake the analysis? Can you really imagine local elections in the US, France, Germany, Australia or Japan being reported in this way? 

Local government is far too important to be treated like this.

Elsewhere, nine of the ten cities offered the chance to move to mayoral governance, roundly rejected it - with only Bristol opting for the new model and Doncaster deciding to keep it (Doncaster has had mayoral governance for almost a decade now). So the debate about mayors would seem to be off the political agenda, for a while at least, although the question of how best to run our big cities - and indeed raise their profile in relation to the comments above, remains a very real debate. Perhaps the city deals offered by government as an incentive will be rethought to reflect the new realities and rolled out at a later date?

Finally we had the expletive ridden Boris and Ken show in London in which Boris emerged victorious, albeit in a much closer contest than many had predicted. Of course the post count analysis was all about Boris’ chances of making a tilt at his old mate Cameron's job, which seemed to dominate the press for much of the weekend. There is another much less reported theory though; it goes something like this. Take a characterful Mayor of a big city, who would seem quite prepared to attack his own party, in government, on a range of issues and he survives a colossal swing against his own party to prevail in a city which is traditionally 'enemy territory' in a political sense. 

Now maybe, just maybe, there is something in this idea of strong city leaders who are seen (as indeed both Boris and Ken are) as more than party zealots or automatons. 

Mayors or no mayors elsewhere in the UK, there just might be an interesting lesson to learn from the local elections of 2012 which doesn't involve the leaders of the three main parties...
Elected Mayor
30 Apr 2012
Aidan Rave, Director – People Solutions and former Deputy Mayor, Doncaster Council joins the debate at this evening’s Public Meeting, organised by Just West Yorkshire.

Taking place at the Midland Hotel, Forster Square, Bradford, BD1 4HU and funded by the Joseph Rowntree Foundation, the event is open to all members of the public and kicks off at 7pm.

Find out more
Adam Jacobs
24 Apr 2012
V4 Services’ Managing Director, Adam Jacobs successfully completed yesterday’s Virgin London Marathon, raising just under £4,500 for World Jewish Relief

“I’ve been training in the very early hours before work, often in the dark and cold and it was great to have so much company and the sun shining upon all the spectators and runners for such a fantastic event.

“Having completed a number of half marathons I’ve always been relieved to get to the finish line, often wondering what it would be like to have to run another 13 miles again.  The support of fellow runners and the crowd was incredible and it’s great to know that the end result is a substantial amount of money raised as lifeline support to so many charitable organisations working with the vulnerable and people in need.  Thanks to everybody that sponsored me.”  

About World Jewish Relief
WJR is committed to meeting the needs of individuals and communities living in poverty, assisting them in the transformation of their lives and livelihoods.

Last year, WJR supported programmes addressing the needs of vulnerable communities in 20 countries through 52 programmes across the globe, reaching a remarkable 90,877 people.

Working through local partners, the charity focuses exclusively on the more vulnerable sections of society; women, children, older people and those with disabilities, identifying solutions that both relieve poverty and additionally build on long term sustainable solutions.

 Further information about the work of WJR.
Aidan Rave
23 Apr 2012
Aidan Rave has joined V4 Services as Director of People Solutions. With a background in the public and private sector, Aidan has worked in partnership with a number of councils and third sector organisations to scope and develop new management structures and leadership programmes which enable change, improvement and efficient ways of working.
“Change within most organisations is becoming the norm; ensuring that the organisation has the right structure and right people with the ability to lead and inspire teams is critical for sustained success.

“I’m looking forward to building upon V4’s solutions to help organisations to provide quality services for their communities and developing our relationships across local government in particular.”
Vivacity Peterborough Culture and Leisure
28 Mar 2012
Established in May 2010, Peterborough’s Culture and Leisure Trust – Vivacity exceeds subsidy reductions, increases revenue and is improving the leisure and cultural services for the people of Peterborough and the surrounding area.

Steve Laird, Director of V4 Services' Leisure and Culture said: “We are delighted to have been engaged as external advisors to Peterborough City Council in the establishment and launch of Vivacity.  The team has truly grabbed this opportunity with both hands and are demonstrating the benefits that ‘trust’ status and autonomy can bring – we wish all employees and members of the Vivacity Board every success for the future.”
download Read the full case study
Excellence in Public Procurement Awards Finalist
12 Feb 2012
We're delighted that V4 Services is a finalist in this year's Government Excellence in Public Procurement Awards, Best service provided by a small business/third sector organisation.  We work in partnership with over 25 local authorities across the UK to drive value from their supplier base, project manage the establishment of new service delivery models and ensure that services are shaped to optimise the benefits for local communities.

Thank you to Woking Borough Council for their support in nominating V4 Services for this award.
Full list of finalists.
Smart working
08 Feb 2012
Winners of Luton Borough Council’s Employee Excellence Awards took centre stage last night at Lea Manor High School and Performing Arts College.

As sponsors of the ‘Working Smarter’ category, V4 Services’ Managing Director, Adam Jacobs presented the award to the Council’s Customer Services Team.
13 Jan 2012
V4 Services’ Leisure and Culture Team has been appointed by the London Borough of Sutton to carry out a feasibility study looking at its Leisure, Libraries and Parks services possibly forming a new management and operating body/not for profit organisation.
This forms part of the Council’s overall ‘Smarter Service Reviews’ process with the objective of looking at the issues, implications and options for the various types of legal entity or Not for Profit Distributing Organisation that could be established to provide a broad range of leisure services including: theatres; arts development; sports development; heritage; libraries and other leisure facilities.