Slough Urban Renewal

A Message from Lord Pickles and Lord Blunkett, followed by Slough Urban Renewal's best practice article

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 Slough Urban Renewal is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.slough-thinkingforward.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | LANGUAGE EMPIRE
client spend by avoiding retranslating
the same materials and in situations
where an interpreter would not always
be necessary.
Adapting to austerity
In recent times, one of our main
challenges has been austerity measures
and shrinking budgets. We have had
to think on our feet to create new
ways to deliver language services
that reduce pressure on our NHS and
council clients’ budgets.
We have researched and developed
multiple resources to enhance the
user experience of our clients. This
could be a nurse looking to establish
which language a person speaks via
our multilingual identifier tool, a council
social worker using our guide on “how
to work most effectively with a sign-
language interpreter” or even a non-
English-speaking hospital patient looking
to provide feedback on the interpreting
service they have justreceived.
However, one of the most innovative
methods has been the introduction
of video interpreting to reduce our
clients’ spend on interpreter travel
expenses and to minimise waiting
times. Our video interpreting service is
the industry’s most advanced solution
for real-time video communication
with remote professional interpreters.
Encouraging people to enter
the sector
Britain is rightly seen around the world
as a bastion of fairness and equal rights.
As a country, we have a great tradition
of helping those less fortunate than
ourselves. This is clear to see with how
Britain continues to welcome asylum
seekers from across the globe looking for
a safe haven and sanctuary. We believe
that the steady flow of people to and
from our shores will not be ending soon.
With this in mind, the need for well-
managed language service access for
those UK citizens and migrants with
limited English is of critical importance.
Language services are often selected
first when cutbacks need to be made.
The result of this has been the driving
down of interpreter quality, as many
established interpreters simply won’t
work for the money currently being
offered to them.
Many new or rare languages are also
becoming more prevalent in the UK. For
example, the number of African dialects
requested by NHS trusts has increased
by over 100 per cent since 2011.
There are no qualified rare language
interpreters for many of these requests.
We believe that such an important and
critical service should not be selected
as a target for austerity. As a nation,
we should be exploring new ways to
make this burgeoning sector more
appealing to young people looking for
a potential career using languages.
We would love the opportunity to work
in partnership with the government
to train the next generation of
interpreters, including those who speak
rare languages, and to help them to
establish rewarding careers in this
industry while providing an important
service for the UK. After all, improving
the language services industry has been
our goal from dayone.
We would
love the
opportunity to
work in
partnership
with the
government
to train the
next
generation of
interpreters,
including
those who
speak rare
languages
We provide interpretation
services to hundreds of
hospitals and councils
across the UK
53SLOUGH URBAN RENEWAL |
CIVIL SOCIETY
General Manager AndyHowell
Slough Ice Arena
With its aim of improving opportunities, prosperity and
quality of life for all who live and work in Slough,
Slough Urban Renewal has been a driving force in
kickstarting regeneration across the borough. SUR is a 15-year
50-50 public-private partnership between Slough Borough
Council and Morgan Sindall Investments, and it is dedicated
to transforming the borough and delivering positive social and
economic benefit for everyone. General Manager Andy Howell
tells
The Parliamentary Review
more about the partnership and
what SUR aims to achieve.
By combining the council’s strategic agenda and land with Morgan Sindall
Investments’ development knowledge and expertise, our partnership is revitalising
the town by delivering iconic buildings, much-needed new housing and essential
community infrastructure at pace and scale.
Delivering innovation, vision and value
Since our formation in 2013, we have been a true catalyst for change. Our
success has been demonstrable: we are the only local asset-backed vehicle that
has doubled its potential development pipeline to a total development value of
£1billion.
As an equal partner, Slough Borough Council retains strategic control over its
assets, and the partnership can advance developments that promote change, create
place-making and encourage inward investment.
FACTS ABOUT
SLOUGH URBAN RENEWAL
»General Manager: AndyHowell
»Formed in 2013
»Based in Slough
»Services: Urban regeneration
across the borough of Slough
»SUR is a 50-50 public–private
partnership between Morgan
Sindall Investments and Slough
Borough Council
Slough Urban Renewal
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
54 | SLOUGH URBAN RENEWAL
To date, we have delivered 15 projects
worth over £150 million, ranging from
a £600,000 community building to a
£40 million housing development.
Through its active participation in
commercial development, the council
receives half of the partnership’s
profits, which it can then reinvest
directly back into the community.
In the 2018 financial year alone, we
contributed £4 million to the council’s
balance sheet from land receipts and
development profits, helping to protect
against cuts to frontline services.
Committed to delivering
positive change
Unlike other public-private partnerships,
we have a truly mixed-use portfolio.
Over the last year, we have built new
community assets while also developing
schemes and securing planning consent
for major commercial developments.
As part of the council’s multimillion-
pound investment in local primary and
secondary school buildings, we have
delivered some significant improvements
by increasing capacity and upgrading
facilities. In 2018 alone, we completed
four school projects, creating 65 new
classrooms, sports halls, study areas,
teaching blocks andmore.
We are working closely with the council
to deliver vital housing for local people
– both private and affordable. Wexham
Green, our second residential scheme
of 104 homes, is now over 90 per cent
sold. We have also continued apace
with our “combined sites” initiative,
building over 130 homes across a
portfolio of 25 sites and subsequently
transforming a series of disused, small
plots into new affordable housing.
The town’s leisure offering has also
been greatly enhanced, in line with
the council’s ambition to get more
people more active, more often. In
2018, we delivered a major extension
and refurbishment of the Ice Arena,
Salt Hill Activity Centre and Langley
Leisure Centre, significantly improving
the facilities at each site. We also
continued construction of the council’s
flagship £18 million leisure centre,
which opened to the public in April
2019, to provide the community of
Slough with two new swimming pools,
sports hall, gym and fitness studios.
Responding to challenges
Nevertheless, delivering investment at
this scale does not come without its
challenges. With continued pressure
on the council’s capital investment,
To date, we
have delivered
15 projects
worth over
£150 million
» THE SLOUGH BOROUGH COUNCIL LEISURE
STRATEGY – IN ACTION
Arbour Park Community Sports Facility
At Arbour Park, we built a
stadium with a capacity of
1,950 and a multiuse floodlit,
synthetic sport pitch for
community use. On behalf
of Slough Borough Council,
the stadium achieved FA
accreditation in August 2016
and allowed Slough Town Football Club to play at home
This award-winning facility has contributed to the club receiving
high levels of local support and making rapid progress in its league
football. The project also included refurbishment works to the
adjacent StJoseph’s School, which included the provision of a new
four-court sports hall and extensive landscaping.
Slough Ice Arena
The Slough Ice Arena has
benefited from a major
extension and full refurbishment
including a new ice rink, café,
gym, party zone, changing
facilities and a climbing wall.
It was developed on behalf of
Slough Borough Council and
opened to the public inApril
2018.
The arena topped the Best Public Service Building category in the
regional 2019 LABC Building Excellence Awards and has been
shortlisted for a number of property awards. It will now be pitted
against the winners of other regions in a bid to become the country’s
best public service building.
55SLOUGH URBAN RENEWAL |
CIVIL SOCIETY
the pipeline can be uncertain.
Itistherefore crucial to have consistent
stakeholder support and to deliver on
time and to budget.
Managing the delivery of so many
projects simultaneously has proven to
be logistically demanding – it can be
challenging to procure supply chains.
This, combined with driving economies
of scale, means a small issue on one
site has the potential to impact on
delivery across others. Consequently,
we need to carefully manage
procurement and ensure our supply
chain is robust and adaptable enough
to meet the challenges we may face.
Housing delivery – including affordable
homes – remains a priority for Slough.
The council’s housing plan identifies
over 900 new homes to be built every
year to meet demand for the next
five years, and in 2018 we built over
180 new homes. We have focused on
homeowners, rather than investors,
and sold predominantly to local buyers
– with a high proportion using the
government’s Help to Buy scheme.
We’ve outperformed national sales
trends despite a national fall in consumer
confidence that has been caused by a
range of factors – including Brexit.
Brexit has also added to labour supply
pressures, which have been compounded
by common misperceptions surrounding
apprenticeships. The delivery of high-
quality housing and infrastructure
depends on attracting a future
new generation of talent to the
construction industry, both technical
trades and professionals.
Social value actively runs through all
our projects. We aim to retain spend
locally by engaging local supply chains,
investing in apprentices and providing
training for Slough residents. Our
skills and training co-ordinator has
achieved positive results by working
with local schools and colleges to
change the perception, providing more
opportunities for work experience
to encourage more young people to
consider a career with us. This year, we
created 25 apprenticeships and reached
over 1,800 school pupils through our
careers and training events.
Changing perceptions
With Crossrail’s arrival on the horizon,
Heathrow’s expansion and other major
infrastructure improvements planned,
there has been an uplift in inward
investment across the borough. During
2018, we made significant progress
on a major mixed-use development
in the town centre that includes
two Marriott International hotels –
further demonstrating confidence
in the regeneration of Slough and
itsconnectivity.
There is already a noticeable shift in
perceptions, and our achievements
have not gone unnoticed. Last year,
we won a number of prestigious
awards and were delighted that
Slough was named the best place to
work in the UK by Glassdoor, reflecting
the recent socioeconomic progress that
has beenmade.
Successful partnerships take hard
work, compromise and an ability
to collaborate, and it’s these which
make a lasting positive impact on
the communities they work in. By
providing more homes, first-class
community infrastructure and more
reasons to be proud of Slough, we are
helping to deliver a lasting legacy for
the whole community that will last.
Unlike other
public-private
partnerships,
we have a
truly mixed-
use portfolio
Wexham Green
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
54 | SLOUGH URBAN RENEWAL
To date, we have delivered 15 projects
worth over £150 million, ranging from
a £600,000 community building to a
£40 million housing development.
Through its active participation in
commercial development, the council
receives half of the partnership’s
profits, which it can then reinvest
directly back into the community.
In the 2018 financial year alone, we
contributed £4 million to the council’s
balance sheet from land receipts and
development profits, helping to protect
against cuts to frontline services.
Committed to delivering
positive change
Unlike other public-private partnerships,
we have a truly mixed-use portfolio.
Over the last year, we have built new
community assets while also developing
schemes and securing planning consent
for major commercial developments.
As part of the council’s multimillion-
pound investment in local primary and
secondary school buildings, we have
delivered some significant improvements
by increasing capacity and upgrading
facilities. In 2018 alone, we completed
four school projects, creating 65 new
classrooms, sports halls, study areas,
teaching blocks andmore.
We are working closely with the council
to deliver vital housing for local people
– both private and affordable. Wexham
Green, our second residential scheme
of 104 homes, is now over 90 per cent
sold. We have also continued apace
with our “combined sites” initiative,
building over 130 homes across a
portfolio of 25 sites and subsequently
transforming a series of disused, small
plots into new affordable housing.
The town’s leisure offering has also
been greatly enhanced, in line with
the council’s ambition to get more
people more active, more often. In
2018, we delivered a major extension
and refurbishment of the Ice Arena,
Salt Hill Activity Centre and Langley
Leisure Centre, significantly improving
the facilities at each site. We also
continued construction of the council’s
flagship £18 million leisure centre,
which opened to the public in April
2019, to provide the community of
Slough with two new swimming pools,
sports hall, gym and fitness studios.
Responding to challenges
Nevertheless, delivering investment at
this scale does not come without its
challenges. With continued pressure
on the council’s capital investment,
To date, we
have delivered
15 projects
worth over
£150 million
» THE SLOUGH BOROUGH COUNCIL LEISURE
STRATEGY – IN ACTION
Arbour Park Community Sports Facility
At Arbour Park, we built a
stadium with a capacity of
1,950 and a multiuse floodlit,
synthetic sport pitch for
community use. On behalf
of Slough Borough Council,
the stadium achieved FA
accreditation in August 2016
and allowed Slough Town Football Club to play at home
This award-winning facility has contributed to the club receiving
high levels of local support and making rapid progress in its league
football. The project also included refurbishment works to the
adjacent StJoseph’s School, which included the provision of a new
four-court sports hall and extensive landscaping.
Slough Ice Arena
The Slough Ice Arena has
benefited from a major
extension and full refurbishment
including a new ice rink, café,
gym, party zone, changing
facilities and a climbing wall.
It was developed on behalf of
Slough Borough Council and
opened to the public inApril
2018.
The arena topped the Best Public Service Building category in the
regional 2019 LABC Building Excellence Awards and has been
shortlisted for a number of property awards. It will now be pitted
against the winners of other regions in a bid to become the country’s
best public service building.
55SLOUGH URBAN RENEWAL |
CIVIL SOCIETY
the pipeline can be uncertain.
Itistherefore crucial to have consistent
stakeholder support and to deliver on
time and to budget.
Managing the delivery of so many
projects simultaneously has proven to
be logistically demanding – it can be
challenging to procure supply chains.
This, combined with driving economies
of scale, means a small issue on one
site has the potential to impact on
delivery across others. Consequently,
we need to carefully manage
procurement and ensure our supply
chain is robust and adaptable enough
to meet the challenges we may face.
Housing delivery – including affordable
homes – remains a priority for Slough.
The council’s housing plan identifies
over 900 new homes to be built every
year to meet demand for the next
five years, and in 2018 we built over
180 new homes. We have focused on
homeowners, rather than investors,
and sold predominantly to local buyers
– with a high proportion using the
government’s Help to Buy scheme.
We’ve outperformed national sales
trends despite a national fall in consumer
confidence that has been caused by a
range of factors – including Brexit.
Brexit has also added to labour supply
pressures, which have been compounded
by common misperceptions surrounding
apprenticeships. The delivery of high-
quality housing and infrastructure
depends on attracting a future
new generation of talent to the
construction industry, both technical
trades and professionals.
Social value actively runs through all
our projects. We aim to retain spend
locally by engaging local supply chains,
investing in apprentices and providing
training for Slough residents. Our
skills and training co-ordinator has
achieved positive results by working
with local schools and colleges to
change the perception, providing more
opportunities for work experience
to encourage more young people to
consider a career with us. This year, we
created 25 apprenticeships and reached
over 1,800 school pupils through our
careers and training events.
Changing perceptions
With Crossrail’s arrival on the horizon,
Heathrow’s expansion and other major
infrastructure improvements planned,
there has been an uplift in inward
investment across the borough. During
2018, we made significant progress
on a major mixed-use development
in the town centre that includes
two Marriott International hotels –
further demonstrating confidence
in the regeneration of Slough and
itsconnectivity.
There is already a noticeable shift in
perceptions, and our achievements
have not gone unnoticed. Last year,
we won a number of prestigious
awards and were delighted that
Slough was named the best place to
work in the UK by Glassdoor, reflecting
the recent socioeconomic progress that
has beenmade.
Successful partnerships take hard
work, compromise and an ability
to collaborate, and it’s these which
make a lasting positive impact on
the communities they work in. By
providing more homes, first-class
community infrastructure and more
reasons to be proud of Slough, we are
helping to deliver a lasting legacy for
the whole community that will last.
Unlike other
public-private
partnerships,
we have a
truly mixed-
use portfolio
Wexham Green

www.slough-thinkingforward.co.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster