November 10, 2025
World Town Planning Day 2025

World Town Planning Day 2025

While planning reforms are positive steps forward, Lanpro planning professionals believe systemic challenges will prevent the government from meeting its 1.5 million homes target While two-thirds say that planning permission is harder to achieve than last year As World Town Planning Day approaches on Saturday 8 November, a new survey of

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Bellrock wins prestigious IWFM Award for its work with the London Fire Brigade

Bellrock wins prestigious IWFM Award for its work with the London Fire Brigade

Bellrock’s team and its data-driven Concerto CAFM solution improves transparency and maintenance response times  Facilities management industry disruptor Bellrock has triumphed in the 2025 IWFM Awards, picking up the IWFM Impact Award for Workplace Experience: Non-office/Corporate Environment, for the deployment of its integrated CAFM (Computer-Aided Facilities Management system), Concerto, with

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5 Ways Electrical Contractors Can Improve Project Turnaround Times

5 Ways Electrical Contractors Can Improve Project Turnaround Times

If you ask any electrical contractor how important it is to turn around projects as quickly as possible, they’ll likely say “very”. In fact, maintaining good project efficiency is vitally important because it’s a measurable factor in profits, client satisfaction and repeat business. From the very first day an electrical

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Latest Issue
Issue 335 : Dec 2025

November 10, 2025

World Town Planning Day 2025

World Town Planning Day 2025

While planning reforms are positive steps forward, Lanpro planning professionals believe systemic challenges will prevent the government from meeting its 1.5 million homes target While two-thirds say that planning permission is harder to achieve than last year As World Town Planning Day approaches on Saturday 8 November, a new survey of planning professionals at Lanpro reveals a cautiously optimistic yet realistic view about the government’s housing ambitions, even as the Planning and Infrastructure Bill progresses through Parliament. Planning becomes more difficult  In the run-up to World Town Planning Day, Lanpro surveyed its planning team on two key questions: whether gaining planning permission has become easier or more difficult compared to this time last year, and whether the government will achieve its objective of delivering 1.5 million homes this Parliament. The results paint a sobering picture. More than half of respondents (62%) reported that it has become more challenging, principally due to the transitional period for changes to be reflected, to secure planning permissionthan a year ago. More strikingly, every single respondent believes the government will not achieve its 1.5 million homes target. This unanimous scepticism comes despite the government’s reform agenda. In her Scene Setter speech delivered this week ahead of the Autumn Budget on 26 November, the Chancellor Rachel Reeves acknowledged that planning reforms are expected to add £6.8bn to the economy over the next five years, but emphasised that “the next part – our planning bill – must complete its passage through Parliament before it can make a difference”. Demand-side measures needed to build confidence  Several respondents also stressed the need to balance supply-side planning reforms with demand-side interventions. “Many of the announcements by the government to achieve the 1.5 million new homes relate to supply-side solutions such as planning reform, which I agree are vital,” one noted. “However, this must be complemented by effective demand-side solutions to give the housing sector the confidence that the market exists for the homes to be delivered. Such demand-side policies must balance affordability whilst providing greater access to affordable lending and financial interventions for first-time buyers.” Support for first-time buyers was mentioned by multiple respondents as essential to creating market confidence. One policy change isn’t enough  When asked what single policy change would most effectively get development moving, Lanpro’s planners identified a range of interconnected barriers that no single reform can address. The Planning and Infrastructure Bill featured prominently in responses. One member of the team noted that if the Bill “truly reforms the planning and infrastructure system as intended, it could be a game-changer for unlocking development. But actual delivery and implementation will determine how successful it is.” Another simply urged: “Deliver on promises made around the Planning and Infrastructure Bill.” Resourcing pressures in local authorities  However, many emphasised that legislative change alone will not suffice without adequate resources to implement it. “There are not enough professional planners within local planning authorities (LPAs) to process applications,” one respondent observed. “The government should make sure it enforces its national scheme of delegation. Many schemes are being refused at committee despite officer approval and then getting overturned at appeal, sometimes with costs. This wastes time and money for all parties.” This resource challenge extends beyond planning teams to include other essential consultees, such as highways officers and environmental health officers, whose input is critical to the process but can be delayed due to capacity constraints. One respondent highlighted delays caused by statutory consultees, noting that: “The need for bodies such as Natural England, the Environment Agency, Highways England, Sport England and Lead Local Flood Authorities to be involved to the extent they are at present is problematic given their lack of resources and long response times.” The solution proposed was straightforward: “Enforce statutory deadlines for consultee responses.” Another reinforced this point: “Any policy change will not work unless there is the resource to implement it. I believe it’s more important to adequately resource LPA planning departments.” Environmental constraints and consultant delays Environmental constraints emerged as another significant concern, particularly in areas affected by nutrient neutrality. “No longer having to deal with nutrient neutrality through the planning system would remove a significant barrier to development,” one respondent suggested. “More broadly, a relaxation of the biodiversity net gain (BNG) requirements for small- and medium-sized developments would significantly improve things.” Development under viability strain Development viability was repeatedly mentioned as a critical issue. “Development viability has been affected by high build costs, low sales rates, nutrient neutrality, BNG and other associated costs,” one planner explained. “Relaxing Community Infrastructure Levy, Section 106 and affordable housing requirements would assist in getting development moving.” The emergency measures announced for London in October 2025, including temporary CIL relief and enhanced mayoral powers, represent the kind of pragmatic viability support that could benefit the rest of England as similar strategic planning powers are rolled out to other combined authorities. The same issue came up again, with another respondent calling for the government to either “reduce affordable housing requirements or increase the flow of money to registered providers.” Local government reform creating uncertainty The ongoing process of local government reform and the establishment of combined authorities with directly elected mayors emerged as a concern affecting planning decision-making. Many noted that the political uncertainty created by structural changes can result in delays and intransigence, as decision-makers may be reluctant to commit political capital to planning decisions when their positions may not be secure in the near future. One team member highlighted the political dimension of planning, suggesting that “greater weight should be given to housing need when balancing competing interests in the planning process”. Another argued for “empowering local authorities with enhanced decision-making autonomy and compulsory purchase powers – delegating the majority of planning decisions to reduce political delays and enable more effective land assembly. Local authorities need power to act with greater accountability to help drive delivery; otherwise, any other related changes may just remain gridlocked.” Some warned against adding further complexity to an already burdened system. “The introduction of new policies runs

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Bellrock wins prestigious IWFM Award for its work with the London Fire Brigade

Bellrock wins prestigious IWFM Award for its work with the London Fire Brigade

Bellrock’s team and its data-driven Concerto CAFM solution improves transparency and maintenance response times  Facilities management industry disruptor Bellrock has triumphed in the 2025 IWFM Awards, picking up the IWFM Impact Award for Workplace Experience: Non-office/Corporate Environment, for the deployment of its integrated CAFM (Computer-Aided Facilities Management system), Concerto, with the London Fire Brigade (LFB).  In presenting the award, the judges said: “This entry stood out for its exceptional management of complex FM (Facilities Management) environments, making a tangible difference for the front-line teams.” When Bellrock began working with the LFB in 2021, their growing property portfolio was becoming increasingly challenging to manage. With a real estate of 102 fire stations and one river station across the capital – 63% of which were over 50 years old – there was a constant and substantial maintenance requirement, alongside friction among service personnel at the way the process was managed by the incumbent operator. Through partnering with Bellrock, LFB stakeholders recognised an opportunity to better maintain their buildings, freeing up their time to focus on the job in hand – saving lives.  Bellrock deployed its data-driven CAFM system, Concerto, across the LFB estate, and embedded a dedicated Bellrock team within LFB’s own team to ensure the system would align with operational realities. The solution includes a web portal where all LFB employees can request new work, track the progress of ongoing jobs, flag any issues with suppliers working on projects, and access a 24/7 helpline. The portal also includes video and user guides, and a roadmap showing how smart technologies can be used to manage buildings more efficiently, and support carbon reduction goals. The solution has been constantly developed and iterated since it was first deployed. Recent enhancements include Escalation Tags to enable personnel to see which jobs need to be escalated; Tiles, which enables jobs in any defined category such as “Urgent” or “Attended but incomplete” to be grouped in one view; and Customised Dashboards, which enable personnel to create their own views of ongoing projects.  The portal has created transparency between LFB employees and FM operations. It has also improved customer satisfaction, and reduced administrative overheads and a reliance on phone and email to raise and track issues.  As one LFB Borough Commander puts it: “Historically, most of the gripes from staff were about property problems and the systems we had in place to send up faults. The portal has put an end to all this. Officers can track and trace jobs and see exactly what’s happening. It’s cut down massively on repetitive work and frustration for station-based staff.” Between 1st April 2021, when Concerto was deployed, and 1st March 2025, LFB employees have raised 207,044 Planned Preventative Maintenance (PPM) requests, as well as 47,270 reactive work orders. They have also reviewed 11,345 quotes, and raised 2,576 recalls. In that time, the platform has delivered £1.6m in savings on approved quotes, and the pass rate for PPM Certificates on initial submission has risen from 70% to 92%. Claire Page, Head of Property at LFB, and her team, have demonstrated the successful initiative to multiple other fire services and agencies across the country, including Essex, Kent, County Durham and Darlington fire services and the Ministry of Defence. “This award is testimony to the efficiencies and improvements that Concerto brings to the FM arena,” said Mark Tyson, Managing Director of Bellrock’s Intelligent Asset Care division. “London Fire Brigade employees can now see for themselves how their buildings are functioning, track the progress of repairs and other projects, and easily raise new tickets when they come across a problem that needs addressing. The feedback we have had suggests this has had a positive effect on morale across the service, freeing firefighters up to do what they do best, which is to save lives.” Building, Design & Construction Magazine | The Choice of Industry Professionals

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5 Ways Electrical Contractors Can Improve Project Turnaround Times

5 Ways Electrical Contractors Can Improve Project Turnaround Times

If you ask any electrical contractor how important it is to turn around projects as quickly as possible, they’ll likely say “very”. In fact, maintaining good project efficiency is vitally important because it’s a measurable factor in profits, client satisfaction and repeat business. From the very first day an electrical contractor starts a job, their ability to complete work on schedule influences not only work-site productivity but also shapes their reputation as a tradie. For any project, poor planning, slow procurement, weak communication and unclear resource allocation can all set back the completion date. In a sector where margins are tight and clients expect fast delivery, it follows that delivering slow work can mean missing out on other jobs.  So, how exactly does an electrical contractor go about improving their project turnaround times? Here are five ways they can do just that. Why Is Project Turnaround Time So Important in the Electrical Industry? As an electrical contractor, several things happen when you finish jobs on time. For a start, you get a good boost to your reputation within the marketplace. Moreover, you also improve your overall level of client satisfaction and strengthen your ability to win the next job.  Most of us have been on a job where materials have arrived late. This resulted in the crew sitting idle while they waited. That idle time then costs money, which erodes margins. Beyond that, it also creates pressure to catch up, which increases the risk of rushing to complete the job. That can impact both the quality and safety of the remainder of the work. Conversely, when you plan properly, coordinate on-site activity and track progress in real time, you enable better productivity and higher electrical business productivity. That means you reduce project delays and build a reputation for reliability. Within a tight labour market and competitive tendering environment, that can make all the difference. 5 Proven Strategies to Improve Project Turnaround Times Every electrical project has one thing in common. Time is money. The faster a job is completed safely and correctly, the better the margins and the happier the client.  However, improving project turnaround times doesn’t happen by chance. It requires structure, communication and the right tools. These five proven strategies can help electrical contractors boost project efficiency and keep worksite productivity at a high level. 1. Embrace technology designed for electricians. Digital platforms are changing how contractors plan and deliver projects. Tools like Fergus electrician job management software help streamline scheduling, time tracking, quoting and communication in one place. Thanks to its live updates, you can monitor progress, allocate resources and adjust timelines while on the go. That reduces bottlenecks and ensures teams stay accountable and informed as to the current project status. 2. Standardise your project planning and coordination. The more consistent you are, the more time you can save. Therefore, developing repeatable checklists for aspects such as job start-ups, site safety, inspections, and client handovers will ensure each project follows the same proven steps. If you can make project planning and coordination part of your culture, you will go a long way towards eliminating the confusion that often causes delays. 3. Improve communication between trades and teams. Miscommunication remains one of the most common causes of downtime in any project.  However, through daily briefings, shared task lists, and cloud-based updates, you can ensure that everyone knows the plan and what’s next. Once you give electrical crews, suppliers and subcontractors the opportunity to stay connected, turnaround times will naturally improve. 4. Optimise resource allocation. If you don’t assign the right people, tools and materials to each stage of the project, you can waste many hours. By contrast, accurate forecasting allows you to manage workloads efficiently, which, in turn, reduces time wastage and improves the flow of the job-site. 5. Invest in training and continuous improvement. A skilled, happy, and confident team will always complete work faster. A good way to create this is to provide regular training sessions, which should be combined with feedback loops and data analysis. Ultimately, your employees should be accountable and empowered to drive time management and productivity. By giving them the tools and know-how to do so, you can transform the speed of your project turnaround times.  Key Takeaways: Boosting Efficiency and Profitability in Electrical Contracting Project turnaround time matters massively. There is no doubt that if you get it right, you can improve project efficiency, enhance worksite productivity and position your business as a reliable partner in the electrical contracting market. The five strategies above form a solid roadmap to successfully completing projects as quickly as possible. To implement them, start by auditing your current turnaround time. Then identify your bottlenecks or most immediate needs. Once you have established what they are, pick one or two that will provide you with quick wins. For example, maybe adopt a job-management tool or standardise your job start process. This will help you build momentum that you can keep going by introducing another strategy. If you keep moving forward, you’ll find your projects finish faster, client satisfaction rises, and your margins improve. Given how competitive the industry is, being known for being “on-time and ahead” may well become your best form of marketing.

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