Make every network change safe: Assurance, observability & lifecycle

In my first blog of this two-part series, I broke down the five automation metrics and principles I rely on most to help leadership demonstrate value. This second blog builds on that thinking. In my e-book, Network automation in 2026: building resilience, assurance and future-ready networks, I explained that one of the biggest challenges that network and operations leaders face today is making every change safe. 

Automation is not just about efficiency, but maintaining control within modern networks that are dynamic, distributed and tightly-connected to cloud platforms and third-party services. While automation is essential, speed without control creates risk. By unifying the three capabilities of assurance, observability and lifecycle management, it becomes possible to execute network changes in a safe and repeatable way.

Assurance: Validate before and after every change

For me, assurance is the foundation. Validate every change is safe and compliant before it goes live, then confirm it behaves as intended after deployment. Continuous validation before and after every change is now expected, helping to ensure changes are safe and compliant. Streaming telemetry and service mesh architectures provide real-time visibility, making it easier to spot issues and respond quickly

How to implement assurance:

  • Define policies as code and embed them in your pipeline. 
  • Run intent checks to catch misconfiguration and drift early. 
  • Use change windows that include automated validation and safe rollback paths.

Outcome: Fewer failed releases and emergency fixes and better audit outcomes because evidence is generated as part of normal work. 

Observability: Real insight from streaming telemetry

In my first blog, I covered MTTR and MTTD with the time it takes you to detect issues and restore normal service. Observability is what drives this. Move beyond static, device-centric health checks to provide continuous visibility across paths, services and users.

How to implement observability: 

  • Stream telemetry from network and edge assets into a common model. 
  • Use service mesh patterns where appropriate to trace requests end-to-end. 
  • Align dashboards to service objectives, not individual devices. 

Outcome: Faster detection, clearer root cause and performance data that stakeholders can actually trust. 

Lifecycle management: Remove tech debt as you modernise

Teams often try to automate on top of legacy risks. Lifecycle management prevents that. You plan upgrades, renewals and retirements proactively to prevent new changes from piling risk onto legacy.

How to implement lifecycle management: 

  • Maintain an accurate inventory and map controls to business risk. 
  • Standardise on reference designs that are easier to secure and support. 
  • Budget for renewal and decommissioning alongside new projects. 

Outcome: Lower exposure, simpler operations and a platform that adapts as the business evolves. 

How to implement a safe automation framework

To bring assurance, observability and lifecycle management together for safe automation, I recommend organisations consider the following best practices:  

  1. Start with responsibility: Assign clear owners for providers and controls. Everyone should know who approves what. 
  2. Use reference designs: Build simple patterns that map known threats to specific controls, then reuse them. 
  3. Automate safely: Codify configuration and policy, prevent drift and escalate recovery with tested rollbacks. 
  4. Adopt Zero Trust: Assume breach, verify access and enforce least privilege across sites and clouds. 
  5. Strengthen monitoring: Track performance, changes, access and compliance in one place. 
  6. Keep governance practical: Set standards that teams can follow, measure them and iterate. 

What to measure

To make progress visible and defensible, you can refer back to the core metrics from my e-book and previous blog:  

  • Change success rate and rollback avoidance 
  • MTTR and MTTD
  • Compliance score and drift
  • Latency and packet loss against service objectives.

These metrics will help you determine whether your automation is actually making change safer.  

Two quick wins for the first 30 days

If you want to quickly build momentum, I recommend: 

  • Pre-change validation on one high-traffic service: Add automated checks for policy compliance and performance impact, then track the effect on change success rate. 
  • Drift detection with weekly remediation: Choose a critical domain, enable drift alerts and close gaps to raise your compliance score. 

Where SD-WAN and SASE fit

At the edge, SD-WAN and SASE extend consistent policy and observability to every site. They simplify operations, support identity-led access that aligns to Zero Trust and reduce risks from technical debt and legacy systems so networks can adapt securely as business needs evolve. 

How we can help

In my work with clients, I see the same challenge time and again: network change needs to move faster, but it also needs to be safer and more predictable. At CACI, we help organisations bring structure, visibility and governance to complex networks so change can happen with confidence. 

We support teams in putting practical assurance and observability in place, improving lifecycle management and reducing configuration drift, without slowing delivery. That means fewer regressions, clearer accountability and a more predictable change pipeline.
 
If you’d like to explore how this approach could work in your environment, visit our Network Automation page to start the conversation with our specialists. 
 
You can also download my new Network Automation in 2026 eBook for a deeper dive into how assurance and automation work together to build resilient, future-ready networks. 

Five network automation metrics & principles every CIO should track

In this Article

In my new e-book ‘Network automation in 2026: building resilience, assurance and future-ready networks’, I uncover how network automation is no longer just about speed, but about reducing operational risk, strengthening compliance and stabilising services when the unexpected strikes. To meet the expectations of leadership, network automation must clearly demonstrate its ability to deliver on outcomes.  

This first blog in a two-part series breaks down five automation metrics and principles I rely on to help advise leadership: practical, executive-friendly and aligned to how boards evaluate resilience, risk and customer experience.

1. Change success rate and rollback avoidance 

What it is: This is the proportion of changes that complete as planned without causing incidents or requiring rollback. 
Why it matters: In my experience, this is one of the fastest ways to prove to leadership that automation is about increasing safety and predictability, not just throughput. 

How to improve:  

  • I always begin with applying pre-change validation, policy gates and standardised reference designs that map controls to threats with simple, repeatable patterns. These give teams simple, repeatable patterns that map controls to threats. 
  • Instrument your pipelines to capture change outcomes automatically.
  • Assign clear ownership to execute each change and align teams.  

What good looks like: A steady rise in successful, first-time changes and a consistent fall in rollbacks over consecutive release cycles. 

2. Mean time to detect (MTTD) and mean time to repair (MTTR)

What it is: The time it takes you to detect issues and restore normal service. 
Why it matters: I find that detection and recovery are very important for leadership, especially because automation and observability deliver measurable business value. 

How to improve:  

  • Stream all of your telemetry into a single view, then use intent checks to highlight drift or policy violations and automate first line remediation where safe.  
  • Strengthen monitoring by tracking network performance, changes, access, compliance and security events.

What good looks like: Faster detection windows followed by runbook-driven recovery that is measured in minutes, not hours.

3. Compliance score and configuration drift

What it is: A combined indicator of how closely your estate aligns to policy and how far it strays from approved configurations. 
Why it matters: Boards and auditors need confidence that controls are enforced consistently across hybrid estates. 

How to improve:  

  • Treat policies as code and run continuous checks.  
  • Block non-compliant changes before they land.  
  • Generate audit evidence automatically to save a huge amount of time.  
  • Keep governance practical by setting clear standards, control owners and measurable policies. 

What good looks like: A rising compliance score with drift trending down. Exceptions are documented and time-boxed. 

4. Alert volume reduction

What it is: A measure of how many alerts actually correlate to meaningful incidents. 
Why it matters: High alert volume hides real risk and drains team capacity. 

How to improve:  

  • Consolidate tooling, de-duplicate at the source, only measuring what maps to user or service objectives.  
  • Safely automate by applying Infrastructure as Code and Policy as Code to prevent drift and speed up recovery.

What good looks like: Fewer alerts, higher signal quality and a clear link between alerts and customer impact. 

5. Latency and packet loss against service objectives

What it is: End-to-end performance measured against the targets that matter most for your services. 
Why it matters: User experience is the ultimate goal. Device health means little if transactions stall. 

How to improve:  

  • Set service-level objectives (SLOs) for your priority journeys, instrument path visibility and factor network changes into performance reviews.  
  • Adopt Zero Trust principles to assume breach, verify access and enforce least privilege.  

What good looks like: Stable or improving latency and loss for your top services, even during high change periods. 

How to get started 

I recommend teams start small when adopting these metrics, but take the following into consideration: 

  1. Select two high impact metrics that you can measure today. 
  2. Automate the collection and reporting so data is timely and trusted.
  3. Share a simple scorecard with trend lines and short commentary.
  4. Only add more metrics when the first set is stable. 

How we can help

In my work with CIOs, one of the biggest challenges I see is turning network automation into something that’s measurable, governed and trusted. At CACI, we help organisations align automation with business goals, reduce operational risk and create real clarity around performance and compliance. 

We bring proven architectures, practical operating models and clear measurement frameworks, so teams can track success rates, reduce configuration drift and improve incident response. We also help teams build simple, outcome focused scorecards that connect day-to-day network activity to executive priorities. 

If you’d like support establishing a metrics baseline or shaping an automation roadmap around the principles in this blog, visit our Network Automation page to learn more or get in touch with our specialists. 

You can also download my Network Automation in 2026 eBook for a deeper look at the frameworks and metrics that high performing organisations are using today. 

In the next blog in this series, I’ll explore how assurance, observability and lifecycle management work together to make every network change safe. 

CACI announced as AWS Launch Partner for European Sovereign Cloud (ESC) delivering EU-controlled data and compliance

In this Article

CACI Ltd is delighted to announce it has been selected by Amazon Web Services (AWS) as an official launch partner for the AWS European Sovereign Cloud (ESC), a major AWS initiative designed to help organisations meet stringent European digital sovereignty, security, and compliance requirements.

This appointment further reinforces CACI – a global AWS Premier Tier Partner – as a trusted advisor for organisations looking to adopt sovereign cloud solutions while leveraging the scale, resilience and innovation of AWS.

The European Sovereign Cloud is purpose-built to ensure the highest levels of governance and assurance, making it particularly suited for mission-critical and highly regulated sectors such as public services, national security, defence, financial services, healthcare, and critical infrastructure. This is also essential in supporting large commercial organisations navigate regulatory landscapes, protect sensitive data, and maintain customer trust at scale.

Why are the AWS ESC Principles Important?

The AWS ESC applies the principles above in the European context, giving organisations absolute confidence that their data and operations remain under tight European control, while enabling innovation without compromise.

Key capabilities include:

  • EU-only operations: managed exclusively by EU-based personnel, ensuring governance and operational independence.
  • EU data residency: all customer data – including metadata – remains within the EU, supported by isolated service environments.
  • Independent European infrastructure: physically EU-based facilities with separate control systems including independent billing, security, and multiple Availability Zones for resilience.

What Being an AWS ESC Launch Partner Means for CACI Clients

CACI brings proven expertise in cloud transformation, security, and compliance. Becoming an ESC launch partner further enables CACI to:

  • Guide organisations through sovereign cloud adoption using AWS best practices.
  • Deliver secure and compliant solutions tailored to EU regulatory requirements.
  • Enable innovation without compromise, by combining sovereignty with AWS scalability and resilience.

To prepare for this milestone, CACI has invested in advanced training for its teams on AWS Digital Sovereignty competency and principles, ensuring clients receive expert guidance in planning, migrating to, and operating sovereign cloud environments.

Tracy Weir, Chief Executive of CACI Ltd, comments: “We’re proud to be named an AWS launch partner for the European Sovereign Cloud. This partnership reinforces our dedication to helping organisations across public and private sectors meet stringent sovereignty requirements, whilst leveraging the power of AWS. It also underlines our commitment to delivering excellence and best practice across every stage of AWS cloud adoption.”

CACI AWS Credentials and Sovereign Cloud Expertise

CACI pairs deep AWS expertise with secure cloud delivery experience across defence, public services, finance, healthcare, and critical infrastructure. Our powerful capabilities include:

  • First AWS Trusted Secure Enclave Vetted Partner the UK providing trusted National Security & Defence sensitive solutions
  • Other AWS Competencies including Migration, DevOps and Government Consulting
  • A partner ecosystem of 36+ strategic partners across all verticals
  • Jezero Landing Zone Accelerator: AWS validated secure cloud LZA enabling rapid deployment on AWS, and compliance with global security standards
  • 400+ AWS certifications: held by expert CACI engineers.

AWS ESC launch timeline, locations, and investment

AWS ESC begins its roll out from January 2026, starting with its first region in the State of Brandenburg, Germany, expanding capabilities and coverage to additional regions over time. This phased approach reflects AWS’s commitment to supporting European organisations with scalable, sovereign cloud solutions.

AWS has also committed €7.8 billion in investment in Germany by 2040 as part of this initiative, reinforcing its long-term support for European digital sovereignty and innovation.

With over five decades of delivering complex programmes across commercial and public sectors including highly regulated, mission-critical industries, CACI is well-positioned to help organisations adopt secure, compliant cloud solutions on the AWS European Sovereign Cloud.

For help with ESC or any AWS or other cloud projects, get in touch today.

How to strengthen your network security posture

In this Article

When it comes to strengthening your network security posture, doing so is no longer a nice-to-have, but a strategic necessity. The notion of strengthening your network may sound time-intensive and lengthy, however, there are some immediate changes that can lead to quick wins. In this blog, we uncover four key steps IT leaders can take to strengthen network security posture and immediate quick wins that can be achieved upon doing so.  

Four steps to strengthen your network security posture

Security is no longer optional. These four foundational actions will help you reduce risk and build resilience: 

1. Adopt zero trust principles

Zero trust means “never trust, always verify.” Every user and device inside or outside the network must be authenticated and authorised. This approach limits the impact of breaches and is now recommended by the NCSC and leading global providers.  

  • Implement strong authentication for all users and devices.  
  • Segment networks to limit lateral movement.  
  • Continuously monitor for unusual behaviour.  

2. Automate detection and response

Manual processes cannot keep pace with modern threats. Automation can reduce response times by up to 40%, demonstrating its ability to help defenders stay ahead. 

  • Use AI-driven tools for threat detection and alert triage.  
  • Automate patching, backup, and incident response workflows.
  • Regularly test and updated automated playbooks.

3. Operational load

With many IT teams stretched thin, managed network services allow organisations to focus on strategy while experts handle day-to-day operations, monitoring and compliance. 

  • Consider managed firewall, detection and response and vulnerability management services.  
  • Ensure providers offer transparent reporting and clear SLAs.

4. Secure hybrid work

With two-thirds of UK employees working remotely at least part-time, endpoint protection and secure remote access are essential.  

  • Enforce multi-factor authentication for all remote access.  
  • Protect endpoints with up-to-date security software and policies.
  • Educate staff on secure working practices. 

Quick wins: Immediate actions UK IT leaders should take 

Not every improvement requires a major investment or a long-term project. The following actions can quickly reduce risk and strengthen your security posture:  

Enable multi-factor authentication (MFA) 

Multi-factor authentication (MFA) is one of the most effective ways to prevent account compromise, blocking the majority of phishing and credential stuffing attacks.  

  • Enforce MFA for all users, not just administrators.  
  • Use app-based or hardware tokens for stronger protection. 
  • Regularly review and test MFA coverage.  

Read NCSC guidance on MFA  

Patch the basics consistently and quickly

Most breaches exploit known vulnerabilities. Even delays in patching of a few days can be costly.  

  • Maintain an up-to-date inventory of all assets, including cloud workloads and remote endpoints. 
  • Apply critical patches within 14 days, as recommended by the NCSC.  
  •  Automate patch deployment and monitor for failures.  

Back up critical data securely and test your restores

Ransomware is only effective if you cannot recover your data. Secure, tested backups are essential.  

  • Use immutable, offsite or cloud-based backups.  
  • Regularly test restores to ensure data integrity.  
  • Protect backup credentials with MFA and restrict access.

Review firewall rules and access controls

Firewall policies can become cluttered over time with unused or overly permissive rules, creating hidden vulnerabilities.  

  • Schedule regular firewall reviews to remove unused or risky rules.  
  • Align policies with current business needs.  
  • Use automated tools to analyse policies for overlaps and compliance gaps.   

Run a tabletop incident response exercise 

Plans are only effective if teams can execute them under pressure. Tabletop exercises simulate real-world incidents, allowing teams to rehearse roles and identify gaps.  

  • Involve both technical and business stakeholders.  
  • Use realistic scenarios tailored to your organisation.
  • Capture lessons learned and update your incident response plan.  

See NCSC’s guidance on incident response exercises 

How CACI can help enhance your network security

CACI has helped UK businesses protect their networks for decades. From network security to data centre solutions and IT consulting, our expertise delivers secure-by-design architectures, automation, and incident readiness for robust network security.  

Download our 2026 Network Security Survival Guide today to learn more about how your organisation can set its network environments up for success. 

Case study

How CACI enabled strategic IT management for a central government department

Summary

Our customer, a central government department, operates with a diverse and complex array of technology solutions consisting of hundreds of systems, applications and services that support its operations.

The Chief Technology Officer (CTO) identified a significant gap in management information regarding IT and its alignment with broader business objectives. This gap has hindered the leadership team’s ability to make informed strategic and investment decisions.

IT services are provided by commercial suppliers, other government departments and internal development teams, often leading to disparate data, duplication, technical debt and therefore waste.

The department has a strategy to drive change and ensure operational effectiveness and efficiency for taxpayers’ benefit. The CTO is responsible for IT day-to-day operations and makes decisions on investments to innovate, grow, maintain and retire systems within the IT estate, ensuring alignment with the departmental strategy.

Industry

Consulting & Tech Services

Services used

Products Used

Challenge

The CTO faced challenges in driving this strategy due to a lack of knowledge about the state and interdependencies of systems within the IT estate, complicating evidence-based investment decision-making. The necessary information was not readily available, often leading to lengthy, one-off investigations to surface the necessary data.

To address this issue, the CTO initiated the establishment of Enterprise, Business and Solution Architecture practices. These practices will create architectures to be stored in a single repository, providing a cohesive link from strategy through business and applications to the underlying technology.

A key requirement for the architecture was that it would be a live digital resource actively used and maintained by a wide community across the organisation. If this is not achieved, the architecture risks becoming outdated and unable to provide the answers it was designed to address.

Issues driving strategy due to a lack of understanding

Difficulty making evidence-based investment decisions

Information not readily available, manual process to surface data required

Solution

CACI was engaged to scope and define the architecture to be captured and provide assurance that it would be sustainable and fit for purpose. CACI collaborated with the customer to agree the activities required to achieve the goal: 

  • Discovering the questions the architecture needed to answer. This activity augmented findings from earlier work, as well as further consultation with stakeholders. 
  • Defining a meta-model that can capture the architecture that will answer these questions, such as which business capabilities would be affected by the degradation or loss of an IT system.
  • Estimating the volume of elements and relationships within the model and the amount of effort to maintain it.
  • Demonstrate that the meta-model is sufficient to accommodate and assist with an inflight initiative (Move to Product) to reorganise IT product management (e.g. progress on understanding product and system life cycle and interdependencies). 
  • Demonstrate that, when populated, the architecture repository will support other initiatives such as (Move to Cloud) migrating IT from on-premises into cloud services, ultimately future-proofing the practice.

Results

The project produced the following results: 

  • CACI helped the department achieve a sufficient level of maturity in its architecture practices, along with artefacts and skills, to continue the journey to a fully mature capability. 
  • The department is reusing and building on the architecture captured to date to continuously monitor progress and alignment with strategic goals. 
  • The artefacts generated by the Move to Product initiative are being used to populate the repository, enabling IT to be aligned with value and strategic goals through a baselined Business Capability Model (BCM).
  • This, in turn, is being integrated with other corporate data sources to produce dashboards for decision-making at board meetings.

The department has adopted the solution and, unaided, its architects are now populating the repository. Having started small, there is now an appetite to extend the reach of the architecture captured to cover other aspects of concern to the CTO (e.g. security and information flows). CACI aims to assist the department in achieving these goals through several targeted assignments over the next financial year.

Case study

How Westminster Council uses mobile footfall data for evidence-led decision making

City of Westminster logo

Summary

Westminster Council approached CACI for support in harnessing the council-wide power of mobile footfall data. Research and Intelligence Analyst, Dr Curtis Horne states: “We have been getting our heads round how to use this massive resource for the first time. Having access to millions of rows of data is a huge amount in comparison to datasets we’ve previously worked with.”

Company size

5,000+

Industry

Non-Profit

Products used

Mobile App Data

Challenge

In 2020, Westminster Council became the first local authority to acquire mobile footfall data as a means for evidence-led decision making. The council is using it to monitor footfall in the city across time and space, analysing associated geodemographic information to differentiate between the activity of residents, workers and visitors.

The data has an exciting range of potential uses. But using such a large dataset posed a technological challenge.

Working with CACI, Westminster City Council’s team, led by Research and Intelligence Analyst Dr Curtis Horne, began to generate insights for different departments across the council.

Solution

Curtis Horne describes a recent project: “We’ve been monitoring changes in footfall relative to pre-COVID levels at different locations throughout Westminster, both in the interest of public safety and economic recovery. We can see, at a top level, how different demographic groups are returning and how their behaviour is changing, including tourists.”

The data reveals new opportunities and relevant audiences.

“Working with our campaigns and communications team, we’ve been encouraging households to come back to the West End for Covid-secure leisure and dining outdoors. We identified consumers with the means to do this but whose footfall has been below average recently. The #SightseeCrowdFree social media ad campaign in August used Acorn to target the Home Counties to resume their spending in the Westminster area, to help our hospitality businesses recover.”

Curtis and his team measured a 50% uplift in visitor footfall from the target areas, compared to uplift from other London boroughs of just 10%. “We could show we had spent wisely on the campaign, using a targeted approach to reach the right audience and achieve a good return. Going forward, we believe campaign recipients will be more satisfied with our communication, because they’re receiving tailored and relevant information.”

During the pandemic restrictions, Westminster City Council has also used footfall data to review the flow of pedestrians and traffic around the borough. Responding to patterns of travel and behaviour, the council has been able to apply effective social distancing barriers and direction systems on the streets, to keep visitors, workers and residents safe.

Results

What does the data deliver?

Curtis Horne says: “The dashboard we’ve created gives people across the Council an easy and relevant way to understand sophisticated data. It provides evidence for decision-making that helps us deliver better services and get the most value from our budgets, because we can act with confidence and target precisely.”

Case study

How Orkney Islands Council is tackling housing affordability, education accessibility and fuel poverty

Orkney Islands Council logo

Summary

Orkney Islands Council is the smallest council in the United Kingdom, situated on Scotland’s north-east coast. With a population of approximately 22,000 people, it spans 70 square miles and encompasses 22 inhabited islands. Orkney Islands Council supplies all local authority services for the archipelago, including education, roads, housing, waste collection and more.

Of the many areas of support that the Council provides, three of the focus areas have been to update the Housing Need and Demand Assessment (HNDA), to receive approval to support families and children in need through education and tackling fuel poverty. To address these priorities, the Council needed accurate, up-to-date, and consistent information that would help benchmark Orkney against other parts of the country.

Company size

5,000

Industry

Non-Profit

Products used

Challenge

Lack of robust, credible information due to small yet widespread population

One of the greatest challenges for the Council has been Orkney’s small yet widespread population. This has complicated the acquisition of statistical information – particularly information that is robust and credible. Slight changes in population size can considerably sway numeric results, which has hindered the Council’s benchmarking capability and innate understanding of the financial realities of Orkney’s inhabitants.

Lack of cohesive data specific to Orkney

The Council has previously attempted to extrapolate their own data and information from various sources, such as housing statistics available from the Scottish Housing Survey. Interpreting the results must be done quite carefully, however, as Orkney-specific information must be compared with the rest of the Scottish population, this presents a unique challenge given the demographic make-up of the Islands.

Extreme living conditions: high fuel poverty and intense climate

Orkney has some of the highest fuel poverty in the UK, which has significantly inflated the price paid per unit of electricity. Its rural location coupled with extreme weather (particularly during winter), longer hours of darkness and lower temperatures have been strenuous on inhabitants and expensive to keep up with. The ability to earn is also limited on the islands.

Solution

CACI’s income dataset, Paycheck, has been licensed by the Council to help them better understand the needs and demands of their communities. It supplies detailed insight into current housing affordability amidst the ongoing cost of living crisis, identifies areas of deprivation in which families and children require additional resources or access to education and opportunities, and addresses fuel poverty resulting from the high amount of energy and electricity being pushed out onto the islands.

Paycheck gives the Council a unique, granular point of view and information that has enabled their benchmarking against other local authorities and how Orkney compares to other parts of the country. Through Paycheck data, the Council has also been able to update their HNDA, a document that analyses the projection of Orkney’s population over the next five to twenty years which helps the Council establish the necessary housing and school programmes. The information within this document looks at the affordability of housing, which correlates with residents’ income, coupled with demand.

The Council assesses residents’ incomes against the likelihood of owner occupiers and current housing availability for those seeking private rentals, mid-market rentals and social rentals. This supplies insights that evidence decision-making linked to residential building programmes and determine how fast growth can be delivered.

This has been complicated by the fact that the population across the group of islands is increasing at the same rate as the whole of Scotland at 6%, with vast differences between life on the islands and on mainland Scotland. Orkney residents must adapt to much greater extenuating circumstances that come with higher costs, and the Council has had to find a way to prove these differences through data to the Scottish government. Paycheck has bridged this gap by providing an accurate representation of the current circumstances in Orkney, enabling the Council to strategise and plan for the most suitable house build programmes that have been acknowledged and approved by the government.

Results

The integration of CACI’s Paycheck into Orkney Islands Council’s operations has yielded transformative outcomes, with its robust and credible data supplied proving to be key in decision-making processes. Notably, Paycheck has streamlined the approval of the HNDA, securing the necessary signoff from the Scottish government. Without this approval, the Council would have had to revisit and overhaul the entire HNDA, which would have resulted in a substantial loss of time and resources. Paycheck’s precise income models and predictive capabilities have played a crucial role in ensuring that the HNDA remains accurate and credible.

Paycheck has also been instrumental in redefining residents’ financial realities in light of fuel poverty. It equips the Council with accurate data on residents’ earnings, enabling a greater understanding of communities that are at the most risk with rising fuel costs and may need Council support. The reallocation of resources in education has also been supported by Paycheck.

By analysing school catchment areas and identifying pockets of deprivation, the Council can allocate resources to ensure access to education, fostering a more inclusive and supportive learning environment.

Ultimately, Paycheck has become an indispensable tool for the Council to address the triad of housing affordability, fuel poverty and education accessibility in a comprehensive, data-driven capacity.

Case study

Northumberland County Council used Paycheck data to inform its Local Plan

Northumberland County Council logo

Summary

Northumberland County Council looks after a population of over 320,000, in England’s most northerly county. Northumberland is one of England’s five largest counties, with widely distributed towns and communities of varying types and populations.

Company size

10,000+

Industry

Non-profit

Products used

Challenge

The Council’s top priority is making Northumberland a stronger place, economically and socially. That means supporting economic recovery after the pandemic and tackling inequalities within its communities, so residents are healthier and happier.

Like most Local Authorities, Northumberland County Council is focused on post-Covid recovery. Determining what’s changed and where the Council can help local economies and communities demands trusted, accurate income data.

Solution

Household-level Paycheck data reveals areas of need and opportunity.

Senior Economic Analyst Julie Dowson provides data to departments across the council, from housing and planning to public health and regeneration. “Our communities have such wide differences – it’s really important to look at them at a granular level and compare them,” she said. “That’s where the Paycheck data comes in. We need current, household level information to understand exactly where people are experiencing challenges, so the council can target plans and funds to address them.”

She continued: “The cost of living is a very important topic for Northumberland’s council officials and politicians – reflecting the concerns of all who live and work in the county. One example of the way we use Paycheck data to compare incomes and cost of living across the council’s areas is in housing affordability assessments, to identify gaps and shortfalls that create inequality.”

Northumberland County Council also uses Paycheck insight to feed into its annual Economic Performance Assessment and five-year economic strategy. Julie says, “You can’t plan based on subjective assumptions – the Paycheck data provides objective evidence to support our policies, priorities and programmes. That means everyone in the Council as well as our partners and customers can see and understand why we’re focusing our resources in particular areas.”

Results

Northumberland County Council used Paycheck data to inform its Local Plan. The outputs influence Strategic Housing Market Assessments and Land Assessments, which identify potential locations for additional housing and indicate what land may be released for future housing development. This helps Northumberland County Council to plan enough affordable homes to meet residents’ needs in different housing developments across the county.

Case study

How Kirklees Council enhanced its digital service efficiency with the help of demographic insights

Kirklees Council

Summary

Kirklees Council has a population of 437,593 and covers an area of 157 square miles. It is the third largest authority in West Yorkshire and is a constituent member of the West Yorkshire Combined Authority. Like many local authorities, Kirklees Council faces a dual challenge of managing budgetary constraints while addressing increasing demand for services.

To maintain the quality of services that residents value, the council has focused on encouraging the use of lower-cost digital self-service options wherever possible. One key area identified for improvement was the handling of council tax inquiries, which significantly burdened call centre resources. Following conversations with CACI about the impact that demographic data insights could bring to alleviate this challenge, it was clear to Kirklees Council that this was the solution to the challenge.

Company size

10,000+

Industry

Non-Profit

Products used

Challenge

With over 190,000 households in the Kirklees area, the council’s call centre received a substantial volume of calls related to council tax. During the 2022/23 period, approximately 16% of these households contacted the call centre about council tax issues. A significant portion of these calls – 47% – were categorised under ‘check or query a bill,’ with 60% of these queries related to checking instalments or outstanding balances and seeking advice. Additionally, 16% of callers made payments through the call centre. Notably, 31% of accounts had repeat callers, with 5% of households calling four or more times within the year.

The Council recognised the need to delve deeper into not only understanding the reasons behind these calls, but also the demographics of the callers, particularly repeat callers. This insight was crucial in shaping the design of effective strategies that would reduce the volume of calls and promote the use of digital self-service solutions. Lacking data or insight about these callers heightened these challenges, which is where CACI’s data would prove to be essential.

Solution

To address this challenge, the Council’s project team collaborated with their Data and Insight (DI) team to analyse call centre data using CACI’s segmentation tool, Acorn. Acorn supplied a detailed demographic and socioeconomic profile of the households contacting the council. The profiling revealed that a significant proportion of both first-time and repeat callers belonged to younger and less affluent Acorn demographic segments, specifically Cash-Strapped Families, Urban Diversity and Hard-Up Households.

Acorn’s Knowledge Sheet, which includes over 800 variables from digital behaviours to channel preferences, helped illustrate that these groups should be the ones to utilise self-service capabilities instead of calling. As these groups continued to call, the Council was compelled to investigate additional factors that could bolster self-sufficiency for residents, such as their website. They quickly realised that if they were to redesign the website to better support self-service options for these target groups, the Council would have a better chance at encouraging behavioural change and telephone enquirers online, thus reducing service demand and achieving cost efficiencies.

Results

With an evidence base provided by Acorn’s detailed analysis, the Council is set to undertake several initiatives to reduce the need for phone calls by further enhancing digital self-service options, including: 

  • Implementing chatbots: Implementing chatbots capable of answering common queries related to council tax will provide immediate relief and reduce call volumes. 
  • Council tax balance checker: The Council is developing a quick and easy-to-use online tool allowing residents to check their council tax balance and instalment details without having to call the council. 

These initiatives are guided by the insights gained from Acorn, which identified specific demographic segments and their preferences. By focusing on these insights, the Council can effectively target improvements that will encourage the use of digital self-service options, resulting in fewer calls. The enhanced website, combined with the introduction of chatbots and the balance checker tool, will provide residents with sufficient alternatives to calling the Council. These changes will not only improve the customer experience, but ensure the Council allocates resources more effectively to achieve further cost efficiencies. 

Furthermore, the Council will be planning targeted outreach activities with landlords and tenants— identified through Acorn segments— to further reduce call volumes. This initiative aims to educate these groups on the available digital self-service options and encourage their adoption.

Case study

How Northern Ireland Trusts successfully adopted Synergy, CACI’s patient-level costing solution

Northern Health and Social Care Trust

Summary

Migrating to and developing a patient-level information and costing solution (PLICS) programme has been a prominent topic of conversation for the costing community in health and social for years now, especially following its successful adoption within other jurisdictions. Trusts and the Strategic Planning and Performance Group (SPPG) alike have recognised the value of integrating a PLICS programme to enhance analytical capabilities and the quality and granularity of health and social care (HSC) financial information. By integrating a PLICS programme, providers and commissioners can better understand how resources are used to identify opportunities for cost reduction, improved efficiencies and achieving clinical level ownership.

As an increasing number of Northern Ireland Trusts began reaching the end of their original costing systems’ lifetimes, and amidst a drive to deliver PLICS data as quickly as possible, a decision to initiate a tender process was made.

Although the tender process, managed by colleagues in the Business Services Organisation Procurement and Logistics Service (BSO PaLS), was lengthy, CACI’s patient level costing solution, Synergy, came out on top thanks to its cost efficiency and exceptional functionality, along with the CACI project team’s demonstrable understanding of the Northern Irish landscape.

Industry

Healthcare

Products used

Challenge

Eilis Calvert, Head Accountant in Financial Performance within the Strategic Planning and Performance Group of the Department of Health, shared: “The project team at CACI was great at bringing people along this very challenging journey on a very tight deadline and keeping us all right, so that we were able to achieve what we needed to in that first year.”

Working with such large volumes of patient level data was unfamiliar territory for the costing teams, leading to them having to upskill in these areas. Patient level cost allocation only began (and through a new system) in 2023, changing the pre-existing costing methodology from what the teams had been using for several years prior. With a plethora of data to review and a new system to work with, the cost review challenge was substantially heightened.

The implementation of Synergy began in January 2023, with Trusts trained up on the new system within the year, including working on a pilot model and completing a cost submission. Despite Eilis recalling this time as one of intensity, she is proud of what the HSC costing community has achieved.

Solution

The scope of Northern Ireland Trusts differs from the NHS in other UK jurisdictions. While Northern Ireland Trusts leans heavily on the work of NHS England and NHS Wales in developing patient level methodology, Eilis recalls the significant work that had to go into developing methodology and guidance for other elements specific to Northern Ireland, such as social care and adapting datasets to fit the electronic patient data collected in Northern Ireland. Reporting requirements also differed for these Trusts, such as the inclusion of Programmes of Care.

CACI helped the Trusts overcome these differentiation challenges by developing additional guidance aspects and modifying the software to process data and report on the necessary capacity that would meet HSCNI’s unique needs. CACI’s project lead provided continuous support and advice through to the final cost submission being made. A constant flow of communication was maintained between CACI and the Trusts, ranging from ad-hoc calls to the creation and delivery of formal reports. CACI’s communicative approach ensured that a collective understanding was met across the Trusts, with Eilis sharing that CACI was: “very supportive of everyone’s individual needs while ensuring that the department received the consistency that it required.”

Results

According to Eilis, Synergy’s ability to deliver high-quality PLICS product and data insight with ease and flexibility would address each of the Northern Ireland Trusts’ needs, especially gaining a better understanding of their population. Previous systems costed in aggregate, resulting in a lack of visibility or granularity that Synergy could rectify. In addition, some Trusts previously needed to take additional steps to populate the necessary NI costing template following the completion of the costing process, which Synergy outputs directly and significantly reduces time for Trusts.

“Prior to Synergy, we used higher-level costing data, but the devil is in the detail, so getting that level of granularity was critical to help us to really understand the whole patient journey, especially as our healthcare system covers social care,” Eilis explained.

Working with CACI on the PLICS data was helpful, although not without its challenges. The Northern Ireland Trusts are continuing to work with CACI to further develop and implement individualised validation and cost review dashboards to ensure Trusts will be equipped to meet their needs and deadlines as they arise.

Case study

How CACI supports British Red Cross identify those in need of support

British Red Cross logo

Summary

The British Red Cross was founded in 1870. The charity’s most important value is kindness. It helps anyone, anywhere in the UK and around the world, to get the support they need if crisis strikes.

The British Red Cross saw very high demand for its services in the UK during the COVID-19 outbreak. When the pandemic started, the Red Cross needed to undertake a huge response to help the most vulnerable individuals and communities in the UK, reaching over 1.5 million people with food, medicine, cash, emotional support and other help and advice. Thousands of extra volunteers joined the charity, helping it to support those who are suffering all kinds of hardship and distress because of the situation.

Company size

5,000

Industry

Non-profit

Products used

Challenge

Identify local areas where there was a need for charity help and support

Ensure services are being allocated to those with the greatest needs

Solution

CACI offered The British Red Cross a three-month trial of its Vulnerability Indicators. After validating the potential of the data during the trial period, the charity took out a subscription. The British Red Cross used CACI’s Vulnerability Indicators to index UK households in every neighbourhood (or MSOA – Middle Layer Super Output Area). Their modelling revealed locations where people were most likely to be in need of support, based on either their clinical, financial, socioeconomic and digital vulnerability as well as wider health and wellbeing factors.

Information that showed the prevalence of single-person households in an area combined with the Vulnerability Indicators was used to augment food vulnerability mapping. The British Red Cross identified households with limited access to third party and community support, creating a priority need for volunteer engagement.

Results

Vulnerability modelling enabled the British Red Cross to deploy volunteers in the right places, meet emerging needs and advocate for targeted financial and practical support for the most vulnerable people at this time. 

By defining areas where financial vulnerability is greatest, The British Red Cross applied local knowledge about available support or facilities. Volunteers helping individuals and families access these. If they’re insufficient, vulnerability model insight helps community organisations and charities make a strong case for grant or lottery funding to help improve, using granular data evidence that relates to a specific area. 

Where digital vulnerability is a key issue, such as for people living alone without technology skills or facilities, the British Red Cross can reach out to householders using leaflet drops or doorstep visits to offer assistance and information. The British Red Cross also made its vulnerability and resilience modelling and analysis freely available via public web portals. 

Case study

How CACI’s data helped Scottish Fire and Rescue Service identify safety risks in its community

Summary

The Scottish Fire and Rescue Service (SFRS) is the world’s fourth largest fire and rescue service, committed to ensuring the safety and wellbeing of the people of Scotland. Formed from a merger of eight legacy regional services in 2013, the national SFRS organisation delivers frontline services from three strategic hubs and a network of local stations and appliances. In addition to providing fire prevention and protection services, SFRS also responds to emergency incidents including road traffic collisions, rope rescue, water rescue, hazardous materials and flooding as well as working with partner agencies to keep communities safe.

Company Size

10,000

Industry

Non-Profit

Products Used

Challenge

Data

Communities, infrastructure, and demographics are continually evolving. SFRS needed accurate and reliable data evidence to support continual improvement within the service. 

Risk management

Improve GIS resources to help increase understanding of current and emerging community risk. Challenges like an aging population, increased wildfire risks and environmental concerns are well known at a high level. SFRS needed greater detail into how they affect communities in different areas and to organise resources better.

Insight

SFRS needed to be forward looking and showcase the value of data insight. It needed to create a demographic model of Scotland, both now and in five years, to support strategy and planning that will drive the effectiveness of services for the people of Scotland.

Solution

CACI provided SFRS with its Acorn and Household Acorn consumer segmentation tool, supported by advice on how best to use it for delivering targeted insights and outcomes.  

Strategic Analyst at SFRA, Damien Griffith says: “We use a GIS approach, combining geographic information from the Ordnance Survey’s AddressBase (Gazetteer) with social and demographic data drawn from the Acorn datasets. Using the unique property reference enables us to match Acorn housing types with our own data for five years of fire incidents. We look at these together to identify patterns of risk and vulnerability.  

“We feed all the information into a geodatabase and carry out a great deal of analysis. At the moment we’re working with the mathematics department of Edinburgh University to help us refine our models and algorithms, using regression and statistical modelling.  

“We’re now working to build in location analysis and physical evidence. For example, locating building types such as high-rise blocks and adding environmental data for factors like flood risks.” 

Results

“We now have risk metrics for every one of the 6,976 data zones in Scotland,” says Damien.

SFRS asks incident response teams to complete a record at the scene, but it’s often not possible to obtain all the information for a comprehensive report at the time. With the Acorn datasets, SFRS can identify the house type and analyse 450,000 household incidents attended in the last five years, to support the modelling and help identify future FRS community risk and associated demand.

The reporting shows the most vulnerable household types in each area. Damien adds, “Some of the risk factors are common sense, but the data analysis has revealed hidden vulnerabilities beyond the expected areas of deprivation. For example, asset rich retirees and the affluent elderly may suffer from dementia or be susceptible to trips and falls.

“With this modelling, we can predict risk both nationally and at a small area level. The granular detail in the Acorn datasets shows us at a street level where we need to target prevention, protection and response, including risk assessment by home visits.”

Learn more about Acorn and Household Acorn.

Case study

Acorn data enables the RSPB to deliver relevant and targeted supporter communications

RSPB logo

Summary

The Royal Society for the Protection of Birds (RSPB) is one of the largest wildlife conservation organisations in Europe, with over one million active members. The organisation speaks out for birds and wildlife, with particular focus on the species and habitats that are in the greatest danger. As well as the active supporter base, RSPB’s network includes almost 18,000 volunteers and over 2,000 staff across more than 200 nature reserves. The organisation’s single vision is to work for a better environment rich in birds and wildlife.

Company Size

1000 – 5000

Industry

Non-Profit

Products Used

Summary

The Royal Society for the Protection of Birds (RSPB) is one of the largest wildlife conservation organisations in Europe, with over one million active members. The organisation speaks out for birds and wildlife, with particular focus on the species and habitats that are in the greatest danger. As well as the active supporter base, RSPB’s network includes almost 18,000 volunteers and over 2,000 staff across more than 200 nature reserves. The organisation’s single vision is to work for a better environment rich in birds and wildlife.

Challenge

The simplicity of Acorn is one of the main reasons the RSPB chose and continues to use Acorn. The data captured whilst at a reserve or in the high street just requires a postcode, something which most of the RSPB’s supporters are happy to provide.

Supporting the support

As well as birds and wildlife, the RSPB also loves its supporters and volunteers! Knowing where they live and come from and so distance travelled to, for instance, a nature reserve, is an important part of understanding the RSPB’s audiences.

Solution

The RSPB covers a wide spectrum of activities: managing nature reserves, involvement in species recovery and large-scale conservation projects, deploying national and local fundraising initiatives, operating an e-commerce site, listening to members’ requirements and concerns and ensuring resources are optimally deployed. Acorn, with its combination of location and demographic information, enhances the organisation’s understanding and evaluation of member and volunteer interactions across all of these activities.

Acorn is used for profiling, campaign selections, reporting and insight, for example understanding participants in the RSPB’s annual Big Garden Birdwatch event held every year in January. Ultimately, Acorn helps the RSPB to deliver relevant communications to its supporter base.

Results

  • Acorn is applied to records on the RSPB single supporter database, hosted by CACI, ensuring consistency of the organisation’s understanding of its supporters and volunteers 
  • Acorn helps to personalise communications and content, thereby enabling marketing spend to be distributed with improved efficiency and effectiveness 
  • The RSPB can better understand audiences for whom only a postcode is known 
  • Overall, Acorn plays an important role in keeping RSPB audiences engaged with its brand for longer