Ilke Homes Selected for Brownfield Regeneration

ilke Homes are pleased to announce that they have been chosen by Nottinghamshire County Council (NCC) to deliver up to 140 homes on a former brownfield sire in Arnold.

The deal between Ilke Homes and the County Council followed on from a competitive tender process and will see the redevelopment of a nine-acre site in Rolleston Drive, Arnold. The former depot was derelict for six years before being destroyed by a fire in 2017. Innes England advised Nottinghamshire County Council acting as its agent.

This scheme will be the ilke’s third in Nottinghamshire. The homes are to be manufactured in ilke’s factory in Knaresborough, North Yorkshire, before they are delivered to Rolleston Drive.

This marks the first time that NCC has released lands for a factory-built housing development. The local authority also announced last year that it was to support major infrastructure and capital projects costing more than £200 million to help boost prosperity for its residents as well as the local economy. It has so far secured an £11 million grant from Homes England to prepare eight redundant sires that it owns for housing development, to mee the growing housing demand in the county.

Due to the homes being factory-built, it means they are more cost-effective to maintain, are quicker to construction and have a lower carbon footprint than traditional brick houses. They can also be built with less disruption on-site and require fewer complex groundworks, making them an ideal solution for local authorities who want to quickly regenerate surplus brownfield land.

The UK Government has shown its support for modern methods of construction (MMC) in housing, with ilke Homes securing a £30 million investment from Homes England last year, this helped increase the capacity of its factory, as part of a scheme to boost MMC and deliver more affordable homes throughout the UK.

Tom Heathcote, executive director of development at ilke Homes, said: “We’re delighted to have been selected by Nottingham County Council to unlock this important brownfield site.

“Our housing technology means we can quickly deliver a high-quality scheme that brings this derelict site back into productive use and deliver much needed, sustainable family homes for the local community.

“It is our intention to submit a full planning application for an affordable led scheme of 2,3, and 4-bedroom houses by the end of the month”

Councillor Kay Cutts, Leader of Nottingham County Council, said: “We selected Ilke Homes as the purchaser for this site after receiving many bids from different housebuilders and developers during the tender process.

“The re-use of this site for housing will be a huge benefit to the community and ilke Homes already appear to be making progress with their planning application. The sale will realise a notable capital receipt for Nottinghamshire County Council.”

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Measure to Drive Delivery of Real Social Value

Social value is likely to play an ever-increasing part in the procurement process, but there is still a lot of work to be done across the board to ensure it is delivered. Simon Toplass, chief executive at Pagabo, believes that despite this, social value will play a bigger part than ever as the sector faces increased scrutiny in the wake of COVID-19, especially with the latest measures for delivering value to society through public procurement, announced by government.

From 1 January 2021, government departments will use the social value model to assess and score suppliers on the wider positive benefits they bring by delivering the contract. The intent for this is to ensure that value for money for the taxpayer can be maximised while also building a more resilient and diverse supplier base. This model includes supporting the COVID-19 recovery both nationally and on a community level, tackling economic inequality, fighting climate change, and driving equal opportunity, including reducing the disability employment gap.

It’s brilliant to see that the government is introducing these measures, showing a determination to truly unite and level up the country while keeping local businesses and communities firmly at the heart of the recovery. 

Construction in this country is not just central to placemaking, but also – more crucially – to economic development and employment. With literally tens of billions of pounds being invested in major projects, there are huge opportunities for the public sector, industry and government to step up to the plate and make sure that every one of those construction pounds delivers tangible additional social impact.

One of the knock-on effects of the coronavirus crisis is that the social value on projects will almost certainly be monitored more tightly. With this, the requirement to demonstrate it in a simple “amount per pound spent” metric will increase, putting added importance on both the initial procurement and the tools used for calculating social value as the project progresses.

The pandemic has had a huge impact on our industry, but it has also allowed for a time of introspection and given those in construction the chance to really look closely at how their social value models work.

Accountability and transparency are key watchwords here. Something we have seen from our clients is a real desire to get under the skin of the way that pounds-and-pence figures are applied to the social value of a project. 

Demonstrable value – things like how projects are contributing to economic recovery, local spend, job creation and skill development – is incredibly important, and will become even more so as scrutiny on the sector is increased. Now, more than ever, people need to be seeing the real-life impact of every pound they invest, and the new measures mean that central government will now need to go further than the Public Services (Social Value) Act 2012 to ensure that all major procurements explicitly evaluate social value, rather than just consider it. 

This is not without its challenges, and calculating social value is something that the construction industry as a whole has often found challenging. However, the importance of doing it well going forward cannot be overstated. Being transparent and relying on standardised metrics and measurements to ensure that the data produced is robust is absolutely essential, and something that will need to be a focus in the coming months and years.

Crucial to this is a rethink on how social value is viewed in some areas. It can sometimes be seen to be a “fluffy” subject, but in reality, it relies on detailed research, drawing on government standards and global best practices. In order for a business to be able to provide credible social value information, they need to be engaging with that themselves or with a partner that can provide it.

Because of this and the increasing importance of social value calculations, there is likely to be a significant push regarding industry standards of data collection. This will allow for more comparable data between projects and – as the country increases debt to cover the investment in the construction industry – it is vital that the wider socio-economic and employment benefits of the government’s spend is demonstrated through social value tracking.

Having clear social value agendas in the short, medium and long term – as well as a meaningful feedback loop between clients and the supply chain – means that businesses can start to see the full impact of emerging programmes of work. 

By engaging with stakeholders on a continual basis, businesses can understand where they are succeeding and where they are falling short. It isn’t just about being able to report to clients – it’s about understanding where your business excels at creating impact so that you can focus your energies in those areas. This is something that framework providers need to put more emphasis on during their procurements and encourage their clients to include or develop their project deliverables to take this into account.

There’s no getting away from the impact the pandemic will have on employment. With the furlough scheme coming to an end, the next couple of months are unfortunately likely to be marked with a deluge of redundancies – and we have already seen this beginning throughout the construction industry. It was only a few months ago that people were happily going about their work, only to be blindsided by this crisis. 

The Prime Minister referred to what has happened to our communities as a “hibernation”, and the construction industry now needs to be at the forefront of waking them up. There is undoubtedly going to be a lot of upheaval in the next few months, but this presents an opportunity for businesses to reboot their workforces with better training, and opportunity to put diversity in the workforce front and centre.

Especially in the early weeks, the corporate response to coronavirus was fantastic. We saw so many great examples of companies donating PPE and supporting foodbanks and local charities, and this is where the supply chain is so crucial.

If you are a bigger business, you are often so far removed from the front line that it is hard to understand how your resources can benefit local communities, or even what the community’s needs really are. However, by really engaging with your supply chain, there is great scope to create end-to-end social value by engaging with and enabling SMEs you are working with to make their own decisions about how to best support the local area.

When it comes down to it, it’s all about partnership and working in collaboration to understand the local need for each project and what requirements drive the client.

This crisis has hopefully brought businesses closer together, and the collaboration of responsible and clear procurement and genuine client support on how to make the best impact locally is what is going to deliver true social value.

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Work Begins at Pioneering Care Home

The last stage of development work at Church Farm Care’s Rusticus site in Cotgrave, Nottingham have now begun. Full planning has also been achieved at the Skylarks site in West Bridgford – bringing its vision for a revolutionary model dementia care one step closer to reality.

The work at Rusticus will also include alteration to the internal layout of the existing building to increase visibility and provide greater flexibility of spaces to promote independence, comfort, and quality of life for residents.

This latest work is the fifth and final phase of the development following previous upgrades to the site including the reception and staff facilities, as well as the addition of balconies to the accommodation. This final phase will see the addition of Hickling Lodge, a state of the art 30-bedroom standalone building, with new day lounges, kitchen, and laundry services.

Once the site is complete, all bedrooms will be furnished and equipped to the highest standard and each room will have full disabled access. There will also be three detached, two-bed assisted living pods, which will have 24-hour access to nurses and carers. There will also be additional parking and landscaping.

The work will include the development of Socius, a social hub, which will include a café, hairdressers and cinema for both residents and the community to access and enjoy, with work to complete in September 2021.

Patrick Atkinson, owner of Church Farm Care Ltd, said: “It’s been an extraordinary and challenging year so far for us – as it has been for care homes up and down the country – but we’re really thrilled to have shovels in the ground for the expansion of our Rusticus home and plans now in place to develop Skylarks even further.

“Our ethos is a model of care centred on creating “families” of residents that live together based on their interests, life experiences, and personalities. Our extension plans are not just about creating more comfortable and accessible environments but about helping to integrate family members into the community through features that bring the public into the centre – when they are again allowed to do so of course.

“The work at Rusticus, for instance, includes additions to the current onsite salon and cinema, with a new café that will be open to the public as well as a walkthrough aviary with a snaking path for residents and visitors alike to enjoy.”

Church Farm Care has four homes in Nottingham – three of which offer specialist dementia nursing within innovative and supportive environments.

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Fight or flight: Working Around the Skills Shortage During the Pandemic

Adrian Attwood, Executive Director at DBR (London) Limited discusses the ways in which COVID-19 has impacted on the UK skills shortage and how the construction industry can cope

The skills shortage in the construction industry has long been highlighted as a major problem. This is due to a number of factors, including: an ageing workforce, lack of appeal to school leavers and recruitment diversity, and inadequate funding for apprenticeships. Further, with Brexit due to come into full effect by the end of the year, the number of EU nationals working in construction will dramatically decrease, causing the construction industry to lose a quarter of its workforce.

These issues have only intensified as a result of the pandemic. The number of workers on site and in the office are reduced, staff have been furloughed and existing apprenticeships paused.

As new restrictions are implemented to curb a second wave of the virus, the construction industry must make some crucial decisions to navigate a second lockdown. Increased government support and a focus on promoting careers in construction will help to close the skills gap, and while it won’t be simple, it’s something that needs to be addressed sooner rather than later.

A not-so-sudden shortage

The UK skills shortage is not a new issue. Ever since the financial crash in 2008, when a staggering 400,000 construction jobs were lost, the number of skilled workers in the industry has decreased.

Inadequate Government funding is a persistent challenge. Couple this with the time it takes to train new workers in a variety of complex roles, and the desire to work in this industry in the first place, it’s easy to see why we have a recruitment issue.

A number of businesses have publicly expressed their dissatisfaction with the government’s apprenticeship scheme, highlighting a system confusing for employers. Many companies have found themselves unable to transfer unused levy funds to smaller firms, and those that do receive the funds are not permitted to use them to cover the administrative costs of hiring apprentices.

However, even if everything goes to plan, once an apprenticeship is funded, there are other things to consider. Training craftspeople for a large project takes a minimum of three years, so advanced planning and investment by all parties involved is required. It’s therefore essential that new craftspeople, of all ages, are nurtured from the start, and school leavers are introduced to the construction industry at career fairs and throughout their education. This can be done virtually during the pandemic and via socially distanced site visits once deemed safe by the Government.

Before the pandemic, the DBR team frequently visited schools and arranged educational trips for students to the various landmarks and historic buildings we have helped to restore. We’ve seen a growing interest among young people in both the crafts and more office-based jobs, who are learning that the construction industry covers a broad range of projects and occupations. So, while apprenticeships may be on hold, there are still opportunities to recruit the next generation of construction professionals.

Changing society’s perspective

While construction businesses needs to engage with the education system, presenting an industry with a rewarding career path, school teachers also have a duty to encourage young people to consider working in an often overlooked sector.

Society has conditioned educators and parents alike to regard construction as a profession which lacks prestige, when in reality it’s just the opposite. The skills required at every level, from on-site building and restoration work to project management, can take years to master. It’s also important to note that a career in construction requires quick and creative thinking, good knowledge of history and design, and excellent people skills.

However, with the recent GCSE and A-level debacle, and the amount of focus placed on a grading algorithm that was so incredibly flawed, the country also needs to open its eyes to other ways of learning, such as vocational education. This can go hand in hand with a university degree, some higher education courses accept vocational qualifications, or be undertaken by school leavers who wish to pursue a career directly after their training.

Vocational education opens many doors, and working in the construction industry allows people to change the world around them and leave a lasting legacy for future generations.

Looking towards the future

As the skills shortage remains an issue in the UK, we need to find a solution, and soon, otherwise we’ll face major problems, not only in heritage construction but the whole sector. With the pandemic an added complication, it’s important to think positively and creatively about how the industry can cope, and when possible, thrive.

This can be done by virtually teaching young people new skills and holding socially distanced training sessions and workshops with employees, taking advantage of emptier sites when these locations are closed to the general public and maintaining regular communication with all members of staff to ensure they remain in a healthy state of mind.

There are also signs the government is starting to take note and change its perspective. It is now making it easier for business to take on apprentices, offering grants to businesses for hiring, retaining and training over the next six months. Announced in July by the Chancellor of the Exchequer, this £1,500 – £2,000 ‘bonus’ for companies upskilling the next generation, should be seen as a good incentive for the sector, and a step in the right direction. However, there is still some way to go, only time will tell if the Treasury’s investment has paid off.

With winter around the corner and the increased risk it’s due to bring, the future may look bleak. However, as an industry and as a nation, we have faced crises before, and if anything the construction industry is more prepared than most to handle whatever comes its way.

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Pave Aways Chosen for Healthcare Centre

A contract for a new state-of-the-art Healthcare Innovation Centre at Staffordshire University’s Stafford Centre of Excellence for Healthcare Education has been awarded to Pave Aways.

Work on the new £3.7 million facilities in Stafford involves demolishing some existing buildings and creating new teaching spaces which are focused around simulation-based education, The Health Innovation Centre is part of a £23.7 million investment which was made available under the UK Government’s Get Building Fund to the Stoke-on-Trent and Staffordshire Local Enterprise Partnership (SSLEP).

The programme, one of 11 shovel-ready projects in the region, has been awarded £2.89 million via the Get Building Fund, which the university has match funded. The project will incorporate sector-leading clinical simulation and immersion suites. This will enable healthcare professionals and students to explore and develop new patient safety techniques. A new entrance to the site will also be created along with the reconfiguration and extension of the car parking on campus. Work is expected to last 12 months, including the design and securing of planning permissions, and begins this month.

This contract follows Pave Aways’ handover of a new clinical suite and immersive rooms located at the Ashley 2 building at the University’s Leek Road campus in Stoke-on-Trent. The areas which Pave Aways is creating will support the University’s commitment to providing quality learning experiences, bringing simulation sessions to life with audio-visual elements that create real-world simulations for students.

Andrew Proctor, Pro Vice-Chancellor (Digital) at Staffordshire University, said: “We’re very excited to see work commence on our new healthcare innovation centre in Stafford with Pave Aways. Through our Connected University strategy, we are committed to creating inspirational and digitally led environments that empower and bring communities together.

“The facilities will help fuel the local economy and transform the health workforce by encouraging and supporting health technology start-ups, creating jobs, and promoting economic growth in the region. Alongside this, students and partners will benefit from leading healthcare education through our new clinical simulation and immersion suites. We look forward to seeing our campus and wider communities transformed through this exciting development.”

Pave Aways’ Managing Director Steven Owen said: “We are delighted to have won this competitive tender. We have a strong track record within the further education sector, demonstrating our understanding and ability to deliver high-quality construction that meets the needs of our clients.

“The contract will provide a valuable economic boost to Stafford and the surrounding area as we will be employing locally based site staff and businesses in our supply chain within a 30-mile radius.”

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Gleeds Manage Hospital Upgrade

Gleeds has been appointed as project and cost manager on a new £55 million programme of infrastructure and engineering upgrades to Wrexham Maelor Hospital, on behalf of the Betsi Cadwaldr University Health Board (BCUHB).

One of the largest hospitals in Wales, Wrexham Maelor is an acute district general hospital which plays a key role in the delivery of essential health and care services for a population of around 250,000 across the North East region of Wales, as well as parts of Cheshire, the Wirral, and Shropshire. To ensure continuity of these services, Gleeds has been appointed to lead the team tasked with delivering an extensive refurbishment to the 550-bed facility aimed at addressing some of the most immediate risks on site.

Work includes a full electrical high-voltage ring main upgrade, improvements to ventilation across a number of departments, along with enhancements to water, heating and medical gas systems. Localised fire alarms, nursing call systems and access controls will also be installed or renewed where necessary as part of the scheme.

Commenting on the project, Brian McArdle, Director at Gleeds who is responsible for the programme, said: “Having worked with the BCUHB on a host of projects across the region over the past 12 years Gleeds has a clear picture of its long-term goals, as well as the depth of experience and network of local resources required to support it in achieving them. Our Welsh-speaking project lead will work closely with both the client and on-site teams throughout, to ensure that these vital upgrades are carried out with as little disruption to patients as possible.”

This initial series of improvements will ensure that Wrexham Maelor Hospital is able to continue to provide a safe and sustainable range of services to patients, while longer-term options for the future development of the site are considered by the BCUHB.

Detailed plans are currently being prepared, with phased works expected to be ongoing until 2025.

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Apartment Scheme Given Go-Ahead

A new scheme of more than 260 apartments in Birmingham’s Gun Quarter has been given the go-ahead.

Birmingham-based Load Properties has secured permission for the Lancaster Wharf scheme, which will rise to 23 storeys and will include 266 apartments. After being backed by Birmingham City Council’s planning committee at a virtual meeting last Thursday (October 8, 2020), the scheme will rise to six, seven and 23 storeys.

Plans have been brought together by Taylor Grange Developments ad Corstophine+Wright architects. The site is currently occupied by West Midlands Police’s storage depot.

A council document published ahead of the meeting said: “The proposals for this site have been amended since the original application for its redevelopment was submitted in 2018 and now provide a suitable high quality development for the site.

“Although the tower element of the scheme is considered to cause some harm to heritage assets this would be less than substantial harm which is outweighed by the public benefits offered in favour of the development are of sufficient weight as material considerations to justify approval of the application subject to the Section 106 agreement and conditions.”

A document submitted to Birmingham City Council on behalf of the applicant added: “The proposals will create a new focal point for the Gun Quarter with a distinct and unique building articulated at the corners to emphasis the site’s key gateway status.

“It will improve the streetscape by providing a back to pavement development and active frontages, creating new high quality apartments focused around new landscaping; integrating the canal network, together with a south-west facing panoramic city-wide viewing deck and lounge room for all residents.

“The applicant for this scheme has already secured a partnership with a major investment funding body to deliver the project, who is fully committed to completing a new standard of living space for Birmingham.

“Emphasis is placed on quality of light and space which will form a benchmark for the region and the city generally, with areas of landscaped amenity space and terraces that engage with the canal.

“This scheme is intended to offer something different for residents of rented property in Birmingham, and its location within the city which affords a perfect opportunity to provide a significant amount of new accommodation that will contribute towards the requirement of new housing within the city.”

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