Projects
Arch Development Projects Limited
Arch, a Private Company wholly owned by Northumberland County Council, intends to create a house building business. Initially the model focused on Private Rented Sector stock, but this was expanded to include Open Market Sales too. Arch has the ambition to create a 200 unit per annum business.
My Role within the Project –
I was initially engaged by Arch on a six month contract, which was extended to eighteen months, to assist with identification and delivery of the early projects. I have delivered 50 units across 6 sites worth £4.5m. It is a mix of apartments and houses, new build and conversion.
I progressed the next 7 sites towards Planning Approval, they will deliver circa 190 units, worth approximately £22m. I have been involved in every aspect of the sites and the overall projects from inception to completion. Choosing the design teams; formulating and interrogating the financial plans; conducting Market research; reporting to the Board; procuring the Main Contractors and Sub Contractors and Project Managing the delivery on site for Arch.
Team members:
Peter Smith
Selby District Council Scoping Study
Selby District Council set up the ‘Programme for Growth’. This was a key work strand to improve the provision of Affordable Homes by direct delivery. This process involved setting up a new ALMO ‘Selby & District Housing Trust’. To facilitate the process it required a review of existing Council owned land holdings to assess their potential for development.
My Role within the Project –
I was engaged by Access Selby on a six month contract to review theCouncil’s land bank and assess each site in terms of suitability, achievability and deliverability. This process started with an initial desktop assessment of 57 sites, to confirm current occupancy; provide an up to date plan of each site and give an initial development potential assessment. Following the confirmation of the initial data the long list was reduced to a shortlist of 27 sites which took into account wider issues such as Planning and Highways policies; the need for affordable houses in the area; historic appetite for development; previous development and consultation work and third party issues.
Each of the shortlisted sites were visited to confirm the desktop data. A photographic survey and development assessment was carried out. This highlighted areas that may prevent development, add cost or frustrate the process. The site visit highlighted changes to the collated information such as third party encroachment; unregistered changes of use or new access points created by neighbours.
All information formed the basis of a detailed report. A summary was presented to the Councillors at Cabinet along with my recommendations for 5 sites to take forward to as the initial phase of development. Following approval these first sites were taken forward to form part of the setup of the new Trust.
Team members:
Kibblesworth Regeneration
This was initially the main project for The Gateshead Housing Company. Prior to my appointment the Company had undertaken consultation and had the residents on side. A scoping study had been produced to give an idea of the size and quantum of development. There was an aspiration to gain HCA funding and get the project onsite as soon as possible.
The project involved decanting 94 existing tenants from their Airey Houses into newly constructed homes and sell the balance on the Open Market. The Scheme provided 148 homes to Code 4 specification.
My Role within the Project –
When I started working for The Gateshead Housing Company I took on board their aspirations to be onsite in November 2009. Following a detailed analysis of the critical path it became clear that it would be a challenge to get on site by March 2010. I started project managing the process, arranging for the production of the technical information including such areas as the Topographical Survey; Intrusive Site Investigation and Service Enquiries. I produced the tender pack; orchestrated the tender process and managed the evaluation. I formed the Project Team to ensure the start on site was achieved and negotiated the Contract. I successfully applied to the HCA for funding via the IMS system. I assisted in the application to the Secretary of State for Approval to dispose of the land, working closely with Gateshead Legal Section. The site was finished on programme and within budget. I was the senior point of contact during construction and the main point of contact for all the stakeholders, including Ward Councillors and the local MP. As part of this process I managed numerous consultation days to keep the residents and tenants involved and informed. I also organised and managed a ‘Village Festival’ with 3 locations and major stakeholder involvement. The event included local stalls, Birds of Prey, Carnival Rides, a Treasure Hunt and a Consultation Event around the Art Project.
Team members:
Harlow Green Sheltered Scheme, Gateshead
As part of the Local Authority Bidding Round One, Gateshead MBC was successful in securing funding from the Homes and Communities Agency, this was announced in September 2009. Apart from an allocation in the Unitary Development Plan for the site there was no other information.
The scheme provided 6 bungalows and 45 apartments in a complex and included a communal areas; offices; retail; hairdressing and restaurant. It was onsite in February 2010 and completed June 2011.
My Role within the Project –
I was involved in the initial bid submission to the HCA, and following that success the hard work really started. I worked with the Council to choose a Contractor and Architect; I coordinated the Project Team; worked up the design and got the project ready to submit for Planning.
In September 2009 the Team worked towards securing Planning Permission which happened in December 2009. The Planners insisted on certain changes that rendered the initial design concept useless – the basic construction method had to be changed, followed by the production of the technical information and tendering the subcontract packages. I was a key point of contact between the planners and the design team. Whilst certain specialist subcontractors were involved from an early stage, the bulk of the information still had to be produced. The initial budget was under considerable pressure due to the changes in design and the project had to undergo a value engineering exercise to re assess what critical outputs were expected. I advised the Council on where to value engineer the Project and liaised with the Constructor on the costs.
Team members:
Tindale Crescent, Bishop Auckland
Provision of 51 ‘Eco Very Good’ Standard units for Places for People. The site was on a former hospital put out for tender by English Partnerships. Lovell were brought onboard as the constructor and to provide technical expertise to complete the Planning and Engineering of the project.
My Role within the Project –
Following appointment in October 2006, I managed the detailed development for Lovell. The design was cutting edge with regards to the layout of the overall site and the design of the individual houses. It took over six months of hard negotiation with the Highways Department to adopt the principles of the scheme that followed the new ‘Manual For Streets’ guidance – several of these were new concepts for the Highways Department that needed detailed discussions and validating. HTA Architects were very innovative and forward thinking, however with the budgetary constraints of the Client I had to understand the ‘Look and Feel’ of the Project and then work within the budget. The facades were a mix of render, timber panels and brickwork. Wear Valley Council had reservations around the design offered. It took several meetings to explain the context of the proposals and the intention to create a flagship development embracing energy saving technologies. Eventually they understood and embraced the philosophy. The Project finally started construction on site in October 2008.
Team members:
Leadgate, Consett
The site was purchased and a design was produced for 22 town houses to enable Lovell to gain a sales presence in the North East. All units were sold on the Open Market.
My Role within the Project –
Following the initial contact with the agent, I became responsible for the negotiation and bid production. Once the deal was agreed in principle I worked with the solicitor to ensure the contract covered all the relevant points. Working with the Architect and the Engineer I had to ensure the project was value engineered. It was a difficult site due to levels and services. There was also a restrictive covenant in favour of the coal board which had to be insured against. I managed the on-site sales team and liaised with our national sales manager to ensure the site progressed as planned.
Team members:
New Hartley, Blyth
The scheme was negotiated with the vendor Country and Metropolitan Homes for Miller Homes. The scheme involved developing an area of land behind existing houses, it required a new spine road to come through an area that was a Site of Special Scientific Interest (SSSI). The area had an ailing population of Great Crested Newts that had to be protected and as part of the planning permission, it was necessary to improve their habitat and provide a social vehicle to manage their future survival.
My Role within the Project
I was initially involved with the project to provide a value for the site. Once an offer had been accepted I then coordinated the Engineers and the Ecologists in providing and vetting the information that formed the DEFRA licence. This allowed for the protection and movement of the newts, the site was further complicated by the infestation of Japanese Knotweed, this had to be treated to allow development to commence. As part of the DEFRA licence we had to clear the Residential site, and the Spine road area of newts, this included newt proof fencing and daily checks on site to ensure that the newts did not return to the construction areas.
I managed the design and enhancement works for the wildlife area, this included the formation of two new ponds and evolving the drainage layout to allow a sustainable and controllable feed to the ponds. Adjacent to the development a wild life reserve had to be created for the newts. The surface water drainage from the housing development was being used to feed the ponds, this necessitated the formation of a Nature Trust to manage the area to satisfy Northumbrian Water that the future of the area was secure.
Team members:
Former Highfields Hospital, Chester Le Street
Miller Homes purchased from the NHS Durham Trust after providing the winning bid in an open competition. The scheme provided 42 family houses and the balance were 2 bed flats.
My Role within the Project –
I provided the financial appraisal behind the winning bid. The initial scheme design was progressed towards a Planning Approval. Following consultation with the Planners and the local residents, the scheme had to be altered in the most cost effective way without changing the initial flavour of the development. One of the issues raised by the local residents related to the overlooking of existing units, this was dealt with by using room in the roofs and reducing the levels on site by 500mm.
A community consultation for the local residents had to be held that included several storey boards to give a flavour of the elevations and block layouts. During the event the general public provided feedback on the plans. The feedback was then analysed and most of the comments were taken on board. The consultation helped ease the minds of the local residents and therefore helped smooth the planning process.
Team members: