Willmott Dixon’s Post

I often get asked if hub is a framework. My answer is no - we are far more sophisticated than a framework. We are a public sector owned development partner, invested in a long-term relationship with public sector participants rather than a simple framework that operates on a project by project call off. This partnering approach enables long term strategic policy agendas to be set and delivered on whilst refining project delivery on a continuous improvement basis. We don't just have a list of contractors that we "call off" from. We require our construction partners to invest in our established forums across affordable housing, sustainability, construction/ design & quality, and Social Value as to develop and get better at what we all do collectively. An example of this is below. All our Tier 1A construction partners involved in a workshop with our participant North Lanarkshire Council to discuss lessons learnt, continuous improvements and areas of focus from the projects developed and delivered to date across the sizeable North Lanarkshire Council education estate programme. Our Development Managers and Construction Managers are heavily involved in taking this learning and refining our approach. We also capture this learning and feed this to all our participants via our territory partnering board whilst identifying aspects to address in our forums and Social Value build programmes. This is what true partners do for their clients. hub South West Scotland investing in #continuousimprovement

Made it to the last day of UK Construction Week and there was a lot of practical discussion around the skills gap, making the sector more inclusive and the interrelated matter of culture - definitely improving but still work in progress. The CITB Skills and Training Hub did save the best to last. Shenaaz Chenia of YouthBuild Ventures UK ran a high energy, insightful panel of three young people who had made their own journey into construction, with some challenges to overcome, but all very satisfied with how well it has worked out for them.  Kudos to Lydia McGuinness, Wesley and Ben for telling it is how it is and making many good suggestions: ➡ On how to attract more young people - find them where they are on TikTok said Wesley ➡ On how to get ahead - work hard, don’t be afraid to ask many questions, try every skill said Ben ➡ On how to retain more young people - training line managers on how to develop young people is critical, said Lydia. She always highlighted the real Net Zero jobs in construction Finally hat tip to Marsha Ramroop FRSA FIEDP Lucille Watkins-Brazier FICRS and Ian Gurling for sticking on the sidelines long after the prior session ended to let a queue of young people put into practice what they had just heard from Stephen Cole on the value of networking in their search for good jobs #UKCW #builtenvironment #diversityequityinclusion

"This announcement marks a pivotal step toward overcoming the longstanding challenges faced by the sector and empowering the next generation of skilled workers". According to HIA’s All Hands On Deck report, Australia must inject 83,000 additional tradespeople into the workforce to meet the Housing Accord’s ambitious target of delivering 1.2 million homes over the next five years. With the residential building industry currently employing around 278,000 tradespeople across 12 key trades, a 30% workforce expansion is essential to reduce barriers to homeownership and meet the nation’s housing needs. #residentialconstruction #queensland #marblerecruitment #homebuilding https://lnkd.in/gx4JXstE

Keith Luke’s piece highlights an essential truth: Maine’s workforce depends on strong partnerships between education and industry. At JMG the Employer Partner Program builds on years of employer engagement, offering a new approach to connecting businesses with students through mentorship, applied learning, and workforce development. As the architect of this program, I’ve seen its potential to transform the way students and employers engage, creating opportunities that benefit both individuals and Maine’s industries. Partnerships like these are how we build a stronger, more sustainable future for our state.

How Barking and Dagenham Became a Top-Performing Planning Authority: A Building Block for Inclusive Growth Looking back under my leadership in Barking and Dagenham, we achieved a remarkable transformation in planning and regeneration which continues today, laying the foundation for inclusive growth across the borough. Once ranked 338th out of 341 local authorities for planning performance in 2020, we turned things around, achieving first place nationally for on-time planning decisions for over three years, a real testament to dedication to an excellent service of a public private partnership. Central to this success was the establishment of Be First, the council-owned regeneration company with social and financial mandate to help speed up development, investment and planning. By creating this local authority trading company, we not only revitalised our approach to planning but also delivered substantial results: over 7,600 new homes passed through the planning system, with more than 3,500 directly delivered by Be First. This output, equivalent to a medium-sized housebuilder, also includes innovative projects such as multi-storey industrial spaces, co-located industrial and residential developments, and cutting-edge film studios. Be First’s role in transforming the borough has been extraordinary. By focusing on efficient systems, innovative methods, and a strong recruitment strategy that offered competitive pay outside traditional local government structures, we built a high-functioning, proactive planning team. The Be First team achieved a near-perfect record of on-time decisions, establishing Barking and Dagenham as a developer-friendly borough where planning certainty de-risks investment and attracts inward funding. But this transformation went beyond processes, it was about people. To date Be First-led developments have created over 41,000 jobs, supported 1,273 local residents into employment, and offered 209 apprenticeships. These achievements align with our commitment to raising aspirations, improving opportunities, and delivering real, tangible benefits for the community. The Local Plan agreed last year boosts, eight designated "Transformation Areas," which is driving modernisation across the borough bringing in investment, enhancing infrastructure, and creating spaces where people want to live and work. By marrying innovation, such as digital planning tools and exploring AI, with traditional community engagement methods, we’ve ensured that residents are not just witnesses to change but active participants in shaping it. This journey proves that transforming planning isn’t just about operational efficiency. It’s about unlocking investment, supporting wider regeneration goals, and improving lives. Be First and Barking and Dagenham is now a beacon of what’s possible when bold leadership, innovative thinking, and community focus come together. An important building block for the future and a great legacy to leave behind.

A Generational Sydney Investment With 25 Year Net Lease to Global Early Learning Powerhouse CBRE Australian Healthcare & Social Infrastructure and NSW Metropolitan Investments are excited to have formally launched 15-19 Parraween Street, Cremorne NSW. Seldom does an opportunity with such overwhelming favourable investment fundamentals become available in market. More than a typical early learning investment, the property will appeal to a broad range of investors, land bankers and value-add users. 𝘐𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵 𝘏𝘪𝘨𝘩𝘭𝘪𝘨𝘩𝘵𝘴; -Mixed-Use Zoning with underlying land area of 874sqm* and notable long-term capital appreciation  prospects within one of Sydney's most desirable suburbs -Double Net lease to Global Operator, Only About Children within one of Australia's most affluent suburbs -Annual Net Income of $866,826* and outgoings with fixed 3% annual reviews -Exceptional capital appreciation prospects – Cremorne’s median house price has increased by 72% since 2014 Sandro Peluso Jimmy Tat Toby Silk Angus Beevers Vincent L. Mark Granter Adrian Sacco

Why Social Value is at the Heart of Hub South West? At Hub South West, social value is more than a guiding principle—it’s embedded in everything we do. Our mission isn’t just about delivering projects; it’s about building better futures. By focusing on social value, we create meaningful, lasting change for the people and communities we serve. We understand that every project we undertake has the power to transform lives, and that power comes with responsibility. Through our work with local authorities, the NHS, blue light services, and community organisations, we aim to ensure that every investment delivers far-reaching benefits beyond bricks and mortar. Why do we focus so heavily on social value? Because we’ve seen the impact. Whether it’s through providing affordable homes that improve health and well-being, supporting education projects that inspire young minds, or creating jobs and apprenticeships that give people new opportunities, the outcomes are life-changing. For us, social value is about more than meeting targets; it’s about being a force for good. We believe organisations like ours have a duty to uplift and empower the communities we serve—to support children to dream bigger, families to feel secure, and local economies to flourish. By putting social value at the centre of our work, we’re building more than facilities; we’re building legacies. Every initiative we support—whether it’s reducing carbon emissions, investing in skills, or creating inclusive spaces—ensures the people in our communities thrive for generations to come. Social value isn’t an obligation; it’s our opportunity and priority to give back, and we’re proud to work with partners and including local authorities who share this vision. Together, we’re not just constructing buildings—we’re shaping futures. #Construction #Build #BuildingCommunities #Bringingcommunitiestogether #Investinginthefuture North Lanarkshire Council South Lanarkshire Council North Ayrshire Council South Ayrshire Council Dumfries and Galloway Council East Ayrshire Council.

New partnership will help home improvements contract ‘achieve more’ for tenants, businesses and north east region A multi-million-pound contract to improve social homes across the north east of England will be delivered by a new strategic partnership that has been created to maximise its impact on the region.  believe housing will make significant internal and external improvements to around 5,600 of its homes over the next four years, in a contract worth up to £62.4m (gross). To deliver the works, from April 2024, five North East organisations have established the be:ONE strategic partnership.  Led by believe housing, the partnership includes Buston & Maughan Group, RE:GEN Group, Sendrig Construction Limited and Sunter Limited. Thanks to the long-term contract and this new collaborative approach, instead of competing the businesses will work together to improve customer experience, achieve significant savings, and maximise the impact of social value in communities. There is a strong focus on supporting the local economy and employment, with a commitment to create new jobs and apprenticeships and allowing business growth. And they aim to cut carbon emissions, reduce waste, and increase recycling. Ruth Dent, Director of Assets and Compliance at believe housing, said: “We’re passionate about providing healthy homes that are fit for the future and, while this investment will improve the homes of thousands of our customers, we want its impact to go much further. “All too often in the sector, contractors are not given the visibility they need to be able to upskill and invest. https://lnkd.in/dMuWQG-T

AMA Research have just issued their first stand-alone edition of the report on Social Housing RMI. It provides a survey of trends in contractors output 2016-2020, with forecasts 2021-2025; review of key growth drivers; review of RMI spending among housing associations and local authorities. Key Issues Covered in the Report: Factors underpinning growth in RMI expenditure among social housing providers and contractors’ output:- increased spending on fire safety Early stages of decarbonising social housing Impact of Covid-19 on RMI activity Impact of exiting EU on social housing funding Impact of reversal of 1% cut on social housing rents The Social Housing White Paper Shortages in skilled trades and building materials Local authorities ‘insourcing’ RMI services Some of the Companies Featured in this Report: Clarion Housing Group, London & Quadrant Housing Trust, Peabody, WHEATLEY HOUSING GROUP LIMITED, Notting Hill Genesis, The Guinness Partnership, Places for People, Riverside, Optivo, Orbit Group, Bromford, Thirteen Group, Gentoo Group, Southern Housing, Aster Group UK, Torus LiveWest, Abri Group, Stonewater, A2Dominion Group #subcontractors #housingassociations #socialhousing #ukconstruction #constructionuk

Social procurement can tap into skilled trades talent from underrepresented groups, which can help address the national critical shortage of construction workers in the skilled trades resulting in projects moving ahead while positively affecting communities. A win all around! https://lnkd.in/gtXU9Sdi