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Browse our image gallery: Lock Support Callback Form Fill out our easy lock support form and a member of our team will be in touch to arrange a visit by one of our expert locksmiths.The Aylesbury First Development Site (FDS) sets the benchmark for the regeneration of the wider Aylesbury Estate that will deliver up to 3,575 mixed tenure homes and 7,800sqm of employment, retail, healthcare and community floor space. The Masterplan vision delivers new neighbourhoods of outstanding quality integrated into the wider network of the streets and spaces of Walworth, Southeast London. The FDS employs tested urban design strategies and housing typologies to create a liveable high-density housing scheme that feels as much as an extension of Walworth as it reinstates and rebuilds a piece of disconnected city in the Aylesbury Estate. The wider masterplan and the FDS aim to remove the physical and psychological barriers that signal the edge of the estate whilst retaining the estate’s strong sense of community.
Distinctive new streets, squares and open spaces form the focal points of new neighbourhoods within the Masterplan, creating vibrant places linked by new connections. On street parking is provided on tree lined streets that are designed to reduce the impact of the car and minimize costly parking structures that are one of the worst features of the existing buildings. Along with the familiar pattern of streets and squares, the FDS adapts traditional London housing typologies that include three and four story terraced houses, contemporary mansion blocks and landmark towers. The buildings are designed as a series of blocks, with distinct entrances on varied streets, ensuring that this large scheme can still create a sense of address for every single home. The architecture is based on the high levels of detail and variety, and a commitment to craft that is inspired by the neighbouring Liverpool estate conservation area. Many dwellings are sized larger than London Plan standards and including increased numbers of dual aspect homes, flexibility of internal layouts and every room tested for appropriate levels of daylight and sunlight.
All dwellings are provided with private amenity that ensures every home has views over green space and at least one tree. The ground floor of the FDS is defined by private front gardens to houses and maisonettes with waste receptacles housed within concealed stores adjacent to ground floor front doors but located behind the perimeter treatments of garden walls, hedges and railing to reduce their impact on the streetscape. Cycle storage has been a key criteria in the design of the homes with integral cycle stores located within all homes with a ground floor access, or securely accessed from within the communal cores of the mansion blocks. Achieving the highest density of the regeneration area, this phase prioritises opportunities to rehouse existing residents and is a major milestone in the estate regeneration. 830 new homes provide a range of one, two and three bedroom flats, two, three and four bedroom maisonettes and four and five bedroom houses. Tenures are distributed evenly across the site with views of the park and the city skyline to the north.
Extra care housing, homes for adults with learning disabilities and a new community facility will also ensure a diverse and sustainable community can thrive within this new piece of city. Notting Hill Housing Group Accommodation: 830 Tenure: 51% Affordable Housing Start Date: 2014 Estimated Completion Date: 2021 Housing, Housing layouts, Residential, Standard House Types construction packs, Sustainable Masterplanning, Tall buildings, Urban RegenerationThe requested page does not exist or the system has encountered an error while processing your request. Please try again later.Alternatively, you can go back to the The page you're trying to reach may have moved or no longer exists.State of the Art Showroom Over 20 Years Experience 7 Day Deliveryorigin bifolding doors R9 Now Available At Tws 4 To View In The New Upstairs Showroom R9 Now Available At Tws 4 To View In The New Upstairs Showroom Equinox Tiled Roofs Now Available Made To Measure Eurocell Eqinox Tiled Roofs Available To See In The New Twsplastics Show Room
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Last year we questioned why so many local organisations were resistant to change, with many claiming that the Internet and digital weren’t realistic alternatives to the cumbersome legacy systems that had traditionally been implemented. Which is why Aylesbury Vale District Council is such an interesting case study. Speaking with CEO Andrew Grant, it quickly becomes clear that this local government organisation, which is situated in northern Buckinghamshire, isn’t making excuses to resist change and is miles ahead of most other local councils that I have spoken to in the past. Aylesbury Vale is now pretty much 100% cloud (bar one server that the DWP won’t let it get rid of), it has saved millions of pounds over the past five years, it is monetising services that it offers to local residents and it is now considering the use of AI interfaces, such as Amazon’s Alexa, to help interact with citizens. Grant realised as CEO back in 2008 when the markets crashed and local government lost lots of its funding that Aylesbury Vale needed to do something different and rethink its business model.
We were trying to look at how we would become more commercial and enterprising in order to create new income streams, in order to pay down the cost of things.Like the private sector, you have to fulfil your customer, you have to give them things they haven’t noticed you created and surprise and delight them, rather than have them they’re just people who pay your council tax. How would we provide new services for things that they would want to see in their life, but never think of the council in providing them, via paid for and subscription services? We developed that idea alongside “how do we make ourselves more efficient and effective”, because any business would need to do that, as well as top line sales.” In 2010 Grant and Aylesbury Value put together a cloud strategy, with the aim of becoming infrastructure free in just five years. Grant believed that this would allow the Council to reduce the footprint of its staff, as well as give it a much bigger reach into its ‘customer base’.
The Council achieved this aim and now offers much of its services to citizens via an online account, built on the Salesforce Community Platform; it has put all of its back-office functions into the cloud with an Australian provider called Technology One; and it uses Arcus Global for the design and build of its digital services. Grant said that the cloud strategy has helped Aylesbury Vale focus on customer acquisition for paid services. In the commercial world customer acquisition is the biggest cost any company has; whereas, in the public sector world, we’re sat on customers, unwitting customers that could be paying guests, but we were sat with the database. Anyone that’s got any dealings with the council, their missed bin, or their revenue benefits application, anything council-based, then all our residents can sign up to a My Account, that has all their information in one place, most of it online. We try and push more service to self-service, to getting to reduce our infrastructure costs and cost to serve.
My Account has gone from zero to 33,000 people in just over a year. There’s no IT department. We’ve moved to either customer fulfilment and everything that is customer-facing, or community fulfilment, which is strategic. Grant rightly states that residents shouldn’t have to try and figure out how the council works in order to get access to services. Instead, councils should put citizens at the centre of their services, making it easy for them to access. Some of the paid for services include: a green waste service, which makes £100,000 a year; an incubation service for small businesses to get mentoring; We’re a bit like Uber: we’ve created a platform, which means that we can go to our customers directly and seek their involvement in paying up subscriptions, for which we will get business fulfilment partners to come up to the front door and fulfil you, which means that we’re helping local business get more business, because they don’t have the access to the addresses we have.
So we’re trying to, I suppose, rapidly animate the core data and take us to a place that is a more mixed economy business, rather than one that’s just based on council tax and government handout. Astonishingly, Aylesbury Vale District Council is now also working with Arcus Global on how it can make use of AI and conversational interfaces to better interact with citizens. We’ve started to work with Arcus, using Amazon Alexa technology to see whether, in future, we can use the Alexa AI interface to get most of your common issues resolved through a learning AI environment. For instance, “Hi, Alexa: Someone’s stolen my bin”, and it says, “Oh, thanks, Derek. I’ve reported it to the council and one and it will be with you next Wednesday.” I think on the Salesforce website you’ll see that it’s automatically updated in Salesforce ordering system, and without them having to engage in layers and layers of different administration. I think the AI interface is one of the most exciting, because we’re trying to do.
We’re not trying to avoid people who want to talk to us, and we will have specialists as far up in front of the chain as possible if it’s likely to need that, but if people can self-serve right into the depths of quite complex transactions, then obviously our costs go down, but also people’s feeling is value goes up because they’re doing it in a time when they want to do it, not when the council’s open. Since implementing the new business model and cloud strategy five years ago, Aylesbury Vale has managed to save an incredible £14 million. It is estimated that £4 million of that was due to the ‘cloud philosophy’. The Council has also reduced its staffing numbers by 16%. However, Grant said that what makes Aylesbury Vale different is that it didn’t just focus on cost cutting, which inevitably reduces quality. It also focused on increasing the top line, which allowed the council to provide an improved service. But given that I speak to a lot of local authorities that often struggle to undergo the smallest digital transformation efforts – how has Aylesbury Vale managed to do so much in such a short amount of time?
What makes it different? Great people, and smart people have taken the vision and the leadership that myself and the elected members have given. Back in 2010 we said “we can’t go on like this”, so something’s got to change in our business model to be able to be able to be an organization that, in 20 year’s time, has sustained and is still providing core services to local people. The missing link was to rapidly develop, not just do it when we can. Take risks and find a business model that starts to bring in an income to set against the costs of the council, because everyone then was talking about costs, and reducing what costs, but you can’t reduce costs forever, because it takes a certain amount of cost to even open the doors in the morning to the customers: there’s heat and light. I think you need to use a bit of luck, because you have anniversaries of contracts coming up, and if you have got a bold and clear and robust plan to go into cloud, you can execute it.