The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Jomast is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
BEST PRACTICE REPRESENTATIVE 2018
Stuart Monk, managing director
PRS at Jesmond 360
Founded in 1971, Jomast has since established itself as
an eminent force in the UK property market, and is now
a leading innovative developer, owner and manager of
commercial and residential properties. With a strong financial
base and a dynamic management team, Jomast employs a highly
successful occupier-led approach to property development and
investment through opportunistic acquisitions, joint ventures
and active asset management. In addition, Jomast invests
heavily in its strategic land developments, both short and long
cycle, promoting sites through the planning system and working
with housebuilders to deliver new housing opportunities. Its
extensive property portfolio and development pipeline covers
all market sectors, with particular emphasis on residential and
comprehensive mixed use schemes. On this, Stuart Monk – the
company’s managing director – has more to say.
Cultivating strong and enduring relationships and working in close partnership
with key stakeholders in the development process is instrumental to the group’s
success. We work in close partnership with landowners, occupiers, local authorities,
community groups, government agencies and private investors across the UK.
Through development agreements, management contracts and joint ventures, we
breathe new life into regeneration areas, creating sustainable working, living and
»Managing director: Stuart Monk
»Established in 1971
»Based in Stockton-on-Tees,
»Services: Property development
»No. of employees: 128
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | JOMAST
We have adistinguished reputation
in delivering quality and sustainable
residential development that
incorporates progressive design and
a clear understanding of location.
The ownership, management and
development of all types of residential
properties forms a fundamental
and increasingly important part of
the business. The diverse nature of
these properties can be categorised
1. Rented: We are at the forefront
of the provision of privately rented
housing accommodation in the
UK, with an extensive portfolio
of accommodation comprising
apartments, student accommodation,
family homes andland interests
capable of delivering substantially more
rental opportunities We are committed
to significantly expanding our privately
rented development interests with
further schemes planned on existing
land as well as the acquisition of new
sites in strong sustainable locations.
2. Sale: We have an increased focus on
delivering new-build housing through
direct development and partnership
agreements with volume housebuilders
on existing landholdings and land
The group has built an impressive track
record in delivering quality commercial
developments and gaining recognition
as a major player, particularly in the
retail and leisure sectors. Recent
developments have included multiple
projects for Marks & Spencer,
Travelodge, Premier Inn and the Co-op.
At Jomast, we are skilled in
transforming urban landscapes through
comprehensive mixed use development.
The radical refurbishment, conversion
and extension of Jesmond 360 – a
dated, vacant former office scheme
– into a prestigious landmark scheme
is one such example. The site will
ultimately comprise 300 luxury
apartments, 35,000 square feet of
high specification offices, a 150-bed
premium hotel, bars/restaurants,
retail space, a gym and a 355-space
multistorey car park. Knitting all these
components together in a courtyard
of the highest standard of design
contributes to the sense of community
and place enjoyed by the occupants.
We strive to achieve excellence in all
aspects of delivering development
schemes. Many of these have been
benchmarked against the finest in
the industry and duly recognised
as outstanding examples of best
practice. Recent examples of award-
winning schemes include the M&S
Foodhall in Northallerton; Phase One
of Jesmond 360; Parkfield, Stockton’s
housing renewal scheme; and
Gresham, Middlesbrough’s housing
Jesmond 360 mixed use
Elder Way Leisure
We have a
BEST PRACTICE REPRESENTATIVE 2018
Jomast’s many achievements form the
foundations and help toshape the
company’s enterprising and exciting
vision for the future.
The Company’s vision inspires and
provides the motivation to deliver
excellence in all disciplines with
the following areas identified as
instrumental to this success:
»Strong inclusive management
»Inspirational and innovative design
»Exhaustive attention to detail and
»Driving excellence through
»Controlling risk and enhancing
»Cultivating and maintaining strong
These are not free-floating ideals
for their own sake; they genuinely
percolate throughout all aspects of
the business and there is a collective
passion for this approach.
In addition to managing the existing
property portfolio, the business
strategy moving forward will focus
on extending the PRS portfolio;
growing the residential land pipeline;
delivering substantially more housing
developments; and continuing to bring
forward commercial developments
throughout the UK.
Planning approvals, local plan
allocations, resolution of planning
agreements and discharging of planning
conditions will all play a critical role
in the scale and speed of the group’s
housing delivery in particular. A more
commercial and collaborative approach
to housing delivery at a local authority
level would undoubtedly help to
unlock and accelerate such schemes.
We currently feel that slow
bureaucracy hampers developments,
and that either more resources or
fewer regulations would help smooth
out this process. This is so despite the
best intentions of central government
to build more homes. For whatever
reason, this urgency does not seem
to reach local government level, at
which point we experience delays
in the order of months. Indeed,
housebuilding more generally across
the country seems to suffer from this
problem, including funding as well as
There is also a perception among
some segments of the country that
developers are engaging in land
banking. Often, though, developers
are sitting on land through no desire
of their own, but rather as a result of
long delays in the planning process.
Less or, in any case, faster bureaucracy
would be of general help to thesector.
Whatever challenges we face,
however, we will overcome. When
working in the business of property,
responsiveness and adaptability
are crucial – and these are traits of
which we are in no short supply.
Expansion of our portfolio shows no
sign of deceleration and it’s along the
trajectory we want to continue.
New M&S Foodhall,
New executive housing
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.