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Atkins delivers major transformation programmes for Governments around the world, helping them to address fiscal, growth and sustainability challenges. 

About

In the UK

Atkins is a key supplier of services to UK Government (national and local) across many areas. We work with our clients at the heart of the reform agenda, providing efficient and effective solutions to complex challenges.

Public sector organisations across the UK are facing the toughest challenges for generations. With pressing budgetary pressures, growing citizen demand, and the localism agenda, the entire sector requires urgent and radical reform.

Atkins has been advising Government for more than 50 years, delivering a full range of management consulting, planning, design, and programme and project management.

We currently focus on the following key sectors:

CENTRAL GOVERNMENT

Providing specialist services to ensure that strategic programmes achieve vital savings and equip Government for demanding future workloads.

EMERGENCY SERVICES

Using our engineering and programme management expertise to help emergency services improve their operational efficiency.

WELFARE AND PENSIONS

Helping the Department for Work and Pensions shape and deliver the new Coalition Welfare and Pension Reform proposals and modernise benefit processing to reduce costs.

EDUCATION

Helping central departments to deliver IT-enabled change and reform the skills sector. Planning, designing and delivering modernisation of school buildings (Building Schools for the Future).

LOCAL GOVERNMENT

Helping councils, local police forces and fire and rescue services to deliver the localism agenda, procure services and change their businesses to operate within the new funding arrangements.

SECURITY AND INTELLIGENCE

Helping our clients to deliver complex IT and business change programmes. Secure property management and IT services to maintain critical buildings and activities.
We pride ourselves on delivering outcomes and value for money for our clients and by providing sector insight delivered by our highly skilled people working in a collaborative working style.

In North America

Atkins provides comprehensive engineering, architectural, and consulting services for numerous clients in the federal marketplace, including every branch of the armed forces and multiple federal agencies.

The Atkins network of offices throughout North America is staffed with experts in a wide array of disciplines. Our planners, engineers, architects, and technical professionals support projects ranging from planning and asset management to design and construction. We also provide program management services for major federal initiatives.

We have been working on projects for the Department of Defense (DoD) since 1963 and have a proven track record of contract support with the U.S. Army Corps of Engineers (USACE), Army installations, U.S. Naval Facilities Command (USN NAVFAC), U.S. Air Force (USAF) Major Commands, Air Force bases, and other DoD and non-DoD agencies. Our extensive experience in the federal arena has given us the tools to navigate through sensitive public projects, security enhancements, and more.

In the Middle East

Atkins is a key supplier of services to government clients throughout the GCC region. We work at the heart of our clients' organisations to help manage change, providing efficient and effective solutions to complex challenges.

Government clients across the region are facing the toughest challenges for generations, managing huge and complex programmes while bringing systems and processes up to world class standards.

Atkins has been advising goverment clients for more than 50 years,delivering a full range of management consultancy, planning, design, programme and project management and property services.

FEATURES

Expertise

Atkins has considerable experience of working with both central and local Government departments and organisations around the world. Particular specialities include:

Management consultancy

The range of management consultancy services we provide covers the spectrum of organisational needs from organisational design and development, change management, business strategy, business process improvement, business case development and benefits management. We use formal processes and tools to deliver on time, every time.
Learn more about our expertise in management consultancy

Portfolio, programme and project management

Atkins’ consultants are experts in portfolio, programme and project management and delivery. The vast majority of our consultants are accredited PRINCE2, MSP and M-o-R professionals with considerable expertise in cutting through complexity to deliver results for our customers. Atkins manages large-scale federal programs in North America that range from environmental restoration to federal mobility solutions and capital improvement projects. We increase staff resources in your agency to accomplish work, and we partner with your agency team to facilitate your success. We help navigate the peaks and valleys of lengthy projects and unsure financing by offering flexibility in staffing and significant technical expertise.
Learn more about our expertise in portfolio, programme and project management

Procurement and supply chain management and consultancy

As one of a handful of organisations to have been accredited by the Chartered Institute of Purchase and Supply, we have considerable experience in the provision of advisory and management services for our customers’ supply chains. We work with you to understand your strategic aims and deliver solutions from procurement strategy through to tactical supplier management and development.
Learn more about our expertise in procurement and supply chain management and consultancy.

Ict consultancy

We help clients to transform business operations through IT-enabled change, supporting them throughout the programme lifecycle with ICT consultancy and thought leadership. Of course, technology is only one dimension of IT-enabled change and Atkins brings together the whole range of expertise to address how issues affect both the public and private sectors.
Learn more about our expertise in ICT consultancy.

Applied technologies

Atkins’ applied technologies group (ATG) addresses the information management needs of our clients through the innovative use of technology. Our business and technical professionals maintain excellence by continuously researching and evaluating new solutions. We have the capacity to provide complete services to clients, beginning with problem definition and continuing through implementation and ongoing support. Our approach addresses the key factors of flexibility, scalability, and reliability. We create business workflows and application frameworks that can adapt to changing technology and that can grow and change to meet an organisation’s needs.
Learn more about our Applied Technologies service

Buildings

Our established practice in the planning and design of federal building projects in North America reflects our understanding of a client’s evolving organisational and operational goals. Our nationwide network of technical professionals includes experienced project managers and architects who meet practical needs while addressing time and budget constraints with innovative solutions and exceptional design. We support the efforts of the US Green Building Council (USGBC) and the Leadership in Energy and Environmental Design (LEED®) program. Our complete team of LEED-accredited professionals, practiced in the science of preserving our environment and minimising energy consumption, is committed to green building and sustainable architecture. Additionally, Atkins has been at the forefront of the building information modelling (BIM) movement, and we routinely and expertly incorporate BIM into our design processes.

Emergency management

Communities face challenges daily to keep residents safe and secure. To protect the infrastructure that we help plan, design, and construct, Atkins is on the front lines with our clients, assisting emergency preparedness, response, and recovery. We work with communities to perform vulnerability assessments and provide mitigation plans, response support, and recovery tools to help minimise the impacts of disasters. Our experts offer assistance with technical advancements in communications, development of best practices in debris management, and integration with federal, state, and local entities to help rebuild infrastructure while renewing and restoring a sense of community.
Learn more about our emergency management service.

Geomatics/surveying

Building on our traditional land surveying services, Atkins has incorporated the most advanced geomatics technologies available to the industry to employ the latest surveying and data collection methods. This experience allows us to address all project needs regardless of size, location, complexity, site conditions, or time constraints. We have extensive experience in the federal arena providing technologically advanced geomatics and survey and mapping services. Our professionals have enhanced the logistical operations of federal facilities to achieve better sustainability of assets and maintenance.
Learn more about our Geomatics / surveying service.

Planning and landscape architecture

In North America, Atkins has extensive experience performing military planning services. Recent project assignments have included multiple studies for all branches of the US Department of Defense (DoD) and other agencies and departments within the federal government. We have a detailed knowledge of Air Force, Army, Navy, Marine Corps, and Coast Guard military planning regulations and technical manuals. Atkins personnel have been repeatedly selected to revise and update DoD master planning manuals and guidelines. Furthermore, Atkins’ landscape architects help clients achieve the desired aesthetic and functional goals for their projects. Our designs are responsive to the natural environment, and sensitive to long-term sustainability.

Angles

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Caroline Bimson
02 Dec 2016

We’re all aware of the opportunities to be unlocked, including the services needing fundamental improvement, the efficiencies and savings that could be gained, the possibilities for enhanced citizen engagement and the power of data that could be released through digital change. However, we’re also all aware of the huge mistakes that have been made, the money wasted, and the disappointment felt by many over the failed execution of ambitious promises. Based on our extensive experience of managing complex change in local and central government, we believe that it’s possible to move from rhetoric to reality. In order to achieve this there are three key paradigm shifts required for delivering complex change simply. These are: Don’t start with digital Keep it simple, keep it purposeful Future proof from the start Our evidence comes from the award-winning and successful transformation of several local authority services. Originally initiated under the Connect Digitally programme, which closed in 2012, they continue to deliver better outcomes and savings today and are being reused for new services. In this, our first of three linked articles, we reflect on the first paradigm shift and specifically our digital experiences and the lessons we’ve learned through implementation. Don’t start with digital Never start with the technology. Start with the business and policy needs and outcomes. Start with the people who need to be involved, with researching the benefits and disadvantages. Start with understanding the level of trust/distrust, and with clarity on the governance required. A lack of

UK & Europe ,

Russell Cameron
18 Nov 2016

We all recognise that the physical and digital worlds are colliding. Increasing digitisation in the way that businesses operate has resulted in new players coming to market with disruptive business models. These include the likes of Uber and Airbnb; companies that don’t actually own any assets but are taking a competitive lead in their respective market places through innovative digital service offerings. We are already seeing the global technology leaders and disruptive start-ups entering our markets too. Digitisation creates efficiencies, and potentially unlocks agility, responsiveness and adaptability, all of which are big drivers for the future of the delivery of infrastructure projects. Intelligent infrastructure You can see the appeal to infrastructure asset owners. The digitisation of infrastructure helps service providers to track and manage their assets more effectively, as well as to focus more on the total lifecycle of infrastructure programmes. Digitisation also allows for the optimisation of the performance of assets, both for the asset owners and the ultimate end users/customers of those services. Across our critical national infrastructure, we’re also seeing the worlds of IT and Operational Technology (OT) coming together to drive greater efficiency. OT includes the hardware and software that controls or monitors the state of a physical system, such as water supply. However, the digitisation of OT is a particular challenge given the sheer range of often aging systems – all of which are now being connected to the internet and are expected to run at 100% uptime. Ensuring that they continue to do so safely and securely is

UK & Europe ,

Jason Pavey
10 Nov 2016

It has moved beyond rhetoric to the point of no return. Pace has been swift with six deals already agreed and ratified, and a further ten submitted and pending. So sixteen regions have put aside any political or geospatial differences to collaborate and work together. Seizing the moment to drive decision making and empowerment to a new benchmark. As for other regions it’s a very mixed picture. In places devolution is acting as a catalyst for potential local government reorganisation and exposing deep lying differences that appear on the surface to be irreparable. Collaboration and seeking to work together across regions in whatever form is now critical to ensure that the benefits and outcomes of devolution are realised. Newly formed combined authorities are in some ways like start-up companies. Whilst they have a strong history of delivering locally, many authorities now find themselves with the challenge of joining up across combined authority, geographic regions and beyond. This becomes an adaptive change challenge.  It’s not about drawing new organisation charts and setting up processes or working groups. Collaborative behaviours become increasingly important to equip people to work across historic silos; they galvanise and motivate the delivery of transport investment programmes beyond their traditional ‘patch’.  Whilst a challenge, it presents an incredible opportunity to drive real change, establish best ‘athlete’ and shared services on scales not seen in a generation. To respond to the devolution challenge of delivering growth and closing productivity, and at the same time, address the fiscal challenges authorities face

UK & Europe ,

Ian Heijne
19 Sep 2016

For me it is hugely important for a variety reasons. Firstly, the report has finally acknowledged public concern that there has been too much damage to property due to flooding in recent years. Secondly, it is evidence that the government has taken this opportunity to at last advance the technical understanding of flood risk – something that has been outdated for quite some time. So does it achieve these objectives?  Yes and no. The emphasis of this review is on the impact of flooding on public services and infrastructure, which is important as disruption to the road network, electricity supply and water supply has to be avoided. Working closely with the water companies and telecoms, the government has gained agreement for some 530 vulnerable sites to be protected. This is good news. This report has also undertaken a significant piece of research, carried out by the Met Office, to completely reshape the way that we predict rainfall, which is something that consultants like Atkins have needed for some time. Instead of looking back at recorded data and then using some ‘simple maths’ to attempt to predict what the future holds, the Met Office’s weather forecasting computers can now generate over 900 years of future rainfall predictions across the whole of the UK. This is a major step forward. From my perspective, we must move away from statistical analysis to this new synthesis based approach based on actual physical processes. Importantly the findings of this review confirm that the ‘Extreme Flood Outlines’ (areas with

UK & Europe ,

Projects

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Located in the National Capital Region, Joint Base Andrews is home to the 89th Airlift Wing, which is responsible for worldwide special air mission airlift, logistics, and communications support for the president, vice president, cabinet members, combatant commanders, and other senior military and elected leaders. The master plan accounted for these and other ongoing missions while accommodating 2005 Base Realignment and Closure growth requirements. Atkins’ application of optimal planning principles to develop this general plan included the use of form-based code concepts; reuse of existing sites for future development; implementation of higher development densities to encourage use of transit; mixed-use and public-private development of the town center; and overall high-level sustainable planning.

USA ,

Atkins provided a complete range of architecture-engineering design services for the design-build of three administration buildings and associated site work for the US Army’s first Warriors In Transition complex, located at Fort Riley, Kansas. This project involved the design-build of three one-story facilities, encompassing a total of 41,700 gross square feet (gsf): a battalion headquarters (8,100 gsf), a company operations headquarters (18,600 gsf), and a soldier and family assistance center (15,000 gsf). All three buildings were entirely designed by Atkins using building information modeling and were constructed to Leadership in Energy and Environmental Design Silver certification standards. The facilities contain offices, reception areas, conference rooms, corridors, restrooms, mechanical rooms, electrical rooms, and storage areas.

USA ,

As part of its focus on continually improving its people, processes and information, EDF recognised the need to gain a better understanding of its staff’s security awareness and training needs so that a specific programme could be developed to meet their continual learning requirement in this area. Atkins worked closely with the client for over three years providing professional advice, analysis and solutions through the full lifecycle of organisational learning and development. This work included development of better learning and development solutions for a range of requirements, such as: • Support for the design and implementation of a structured training programme for the internal regulation department of around 60 people • Design and support of training-related management information and reporting • Design and implementation of a major e-learning PC-based training package on Basic Nuclear Principles Refreshment to be used by over 400 people on a cyclical basis • Participation in key self-assessments relating to organisational learning and development improvements that will support the re-accreditation of the Engineering Support training programme against industry standards. These support services were key to EDF achieving training standards accreditation for one of the largest single training programmes in the world. This has in turn provided credibility for lifetime extension programmes for the company’s existing nuclear fleet and new build programmes. Our support has meant that EDF can clearly demonstrate that they have control of their nuclear resources in a measurable and systematic programme which has a clear view of the challenges in addressing an aging demographic and a finite industry

UK ,

Horizon was particularly aware of the issues surrounding the UK approach to security of control and protection systems. Realising that it did not possess detailed knowledge of evolving best practice and regulatory requirements, our client wished to undertake a comprehensive review of relevant standards, guidance and approaches, as well the expectations of bodies that provided security advice. Atkins was chosen to undertake this security standards review. Our work addressed UK best practice and other well established industry methods from around the world. Nuclear best practice was also discussed, including the US NRC 5.71 Regulatory Guide, which had already adopted international good practice, albeit through a very prescriptive implementation. We reviewed the best practice and standards utilised for securing Industrial Control Systems (ICS) and produced a comprehensive overview, assessment and recommendations on future practice. Our review included: The ISO/IEC 27001/27002 series: • ISA99 – Industrial Automation and Control System Security • IEC 62443 – Industrial Communication Networks Network and System Security • NIST SP 800-82 Guide to Industrial Control Systems (ICS) Security • NRC Regulatory Guide 5.71 Cyber Security Programs for Nuclear Facilities. At the end of the comprehensive review, Atkins produced two briefing papers. The first of these covered ICS security best practice, emerging developments and a forward-looking strategy. The second paper concentrated upon nuclear safety protection systems. The briefing papers, follow up presentations, and meetings provided Horizon with a detailed understanding of the security and safety practices which they then used to inform their strategic planning.

UK ,

HE partnered with their Netherlands equivalent, Rijkswaterstaat (RWS), to help overcome their legacy system drawbacks. Both wished to develop a future operating model that delivered a modern and open technology platform and effective supply chain that would improve the resilience and efficiency of their road networks. Atkins were tasked with developing the security requirements for the Advanced Traffic Management System (ATMS) operating model, and supporting its delivery through an open tender process to enable appropriate suppliers to provide the new solution. We worked in collaboration with HE and RWS, integrating our subject matter experts into the project team. This allowed us to agree a joint security approach which would took into account the different cultural, business, security and legislative concerns that the two partners faced. By working closely with all stakeholders, we determined the existing operational structures, business goals and service requirements. We reviewed UK and Dutch security standards and Governmental requirements and negotiated a joint approach to meet these. Finally, we developed a ‘to-be’ security operating model to meet business requirements for input into ‘Pre-qualification questionnaire’ (PQQ) and ‘Invitation to tender’ (ITT) contract phases and proposed and agreed approaches for the formal accreditation of ATMS. Our security-focused business systems analysis and requirements development led to a detailed set of building block deliverables at functional and technical levels. These included the specific application, infrastructure, hosting and platform components. The completion of this project provided HE and RWS with a pragmatic and realistic view of the threat environment for information assets with a

UK ,

The client had found it difficult, expensive and disruptive to their programme portfolio to maintain and manage a pool of experienced security consultants with the necessary analysis and security artefact-creation skills required to support the accreditation decision. Due to the finite resource, deciding which projects would benefit most from the IA consultants’ skills was also proving challenging. As a result, there was a risk of critical systems either remaining unaccredited or being accredited on the basis of an inadequate risk assessment. We worked with the client to develop a new managed service approach to the provision of security that brought together all the necessary expertise into a single team. Through the creation and implementation of a security catalogue, we provided key security and accreditation activities for the client. These covered business impact identification, risk assessment, threat and vulnerability analysis, and current and new service/system ‘as-is’ security reviews. Also included were estate and system architecture advice and design, policy and standards gap analyses, and accreditation and risk management. In addition, our (previously CLAS) accredited security consultants provided specialist security support or management to particular projects over an extended period. Through the implementation of managed accreditor services we coached, mentored and trained the client’s junior accreditors. This proved to increase the client’s capabilities in accreditation and developed the organisation’s information risk management maturity. Our managed security consultancy service provided specialist advice to the client that is now an embedded part of the enterprise architecture. Our specialist expertise was also applied to the client’s department-wide information assurance enhancement

UK ,

As a significant element of the IT estate was legacy, the key challenge our client faced was understanding where information assets were stored and processed. This knowledge gap meant that DWP was unable to properly quantify and understand their risk exposure to help develop effective mitigation strategies. DWP therefore approached Atkins to perform a threat and risk assessment of their IT estate, specifically looking at key information assets and how they were stored, accessed, transmitted and processed. Atkins worked closely with DWP across a four month programme to provide a snapshot threat, security risk, and maturity assessment of key information assets across the IT estate. We identified IT and business stakeholders for engagement and reviewed DWP security approaches, policies, procedures and IT architecture to obtain the wider IT estate view. Quantitative and qualitative data was also collected on the shape of the IT estate through documentation reviews, workshops and interviews. This was then employed to identify the flow of data, potential threats and vulnerabilities. Finally, we identified key security risks and opportunities to reduce and mitigate these. We then developed strategic recommendations for the ownership and management of key information assets. As a result of this work, senior stakeholders obtained a quantified view of information asset risk across the DWP IT estate. Our threat assessment recognised what would make DWP an attractive target, as well as highlighting the key threat actors and the likely attack vectors. Clear and concise prioritised expert guidance was also provided relating to information asset risk mitigation activities. This informed

UK ,

Without a clear and deep understanding of their current cyber posture, the client’s leadership team were unable to identify their risk exposure or to develop an effective strategy for cyber resilience. Atkins were selected to perform a cyber risk assessment to identify the key challenges, threats and risks to Government-provisioned services, broader critical national infrastructure and key economic activity. The review would need to establish a realistic picture of the client’s level of resilience and their capability to respond to a serious cyber-attack. Working in collaboration with the client and key stakeholders, we developed a snapshot cyber threat and risk assessment. This provided a measurement of maturity assessment relating to their key assets. A series of sequenced and integrated work packages were also created. These focused on identifying Government and business stakeholders for engagement and reviewing existing security approaches, strategies and policies to obtain a wider national view. The work packages also involved collecting and analysing data on the state of the nation through events, workshops, interviews and reviews, and identifying key security threats, risks and opportunities to reduce risk and improve resilience. As a result of the risk assessment activity, potential threats, attack vectors and vulnerabilities were also highlighted, along with identification of what would make the client an attractive target. Our client’s senior stakeholders obtained a realistic view of the maturity of their cyber defence, with key areas of weakness and strength identified across Government and business sectors. Clear and concise prioritised expert recommendations, based on the client’s technology, people and processes, were then provided

UK ,

Products

CIRRUSmaps™

CIRRUSmapsTM  

CIRRUSmaps™ conforms to the Discovery, View, Download and Coordinate Transformation services of the INSPIRE directive, and can be used as a data portal enabling Government organisations to effectively share their data.
www.cirrusmaps.co.uk

LOCARD FORENSIC CASE MANAGEMENT

LOCARD  

LOCARD is the most advanced truly integrated Forensic Case Management System on the market. It is available as a ‘software as a service’ on the UK Government G-Cloud.
www.locard.co.uk

Locations

For more information on our work and experience in this sector please contact:

Middle East

John McSheen
Sector managing director - Planning and management

Email

Campbell Gray 
Managing director - Faithful+Gould

Email

UK & EUROPE

Chris Mulligan
Local Government account director

Euston Tower
286 Euston Road
London NW1 3AT
United Kingdom
Tel: +44 201 121 2000
Mobile: +44 7834 505 556
Email

Andy Finch
Education account director

Euston Tower
286 Euston Road
London NW1 3AT
United Kingdom
Tel: +44 20 7121 2000
Email

Colin Heyes
Emergency Services account manager

Eastgate House
Dogflud Way
Farnham
Surrey
GU9 7UD
United Kingdom
Tel: +44 1252 89 9621
Email

 

North America

United States of America
Tel: +1 800 477 7275
Email

 

Resources

In this section you can find information for below regions Government sector documents.

Careers

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