Dave Jackson Portfolio 2014

Dave Jackson

Freelance GRAPHIC Design

Brand, Print & Digital

This is a selection of past & more recent projects.

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Where will you live in 20 years?

www.northharlow.com @GilstonPark

Gilston Park Estate

Where will you live in 20 years?

Let’s talk about how our proposal can help regenerate Harlow: Harlow New Town was originally designed to provide 20th century family living with plenty of space, green parks and clean air. Harlow now needs regeneration and our proposals can help with the transformation of the town.

There are employment opportunities in Harlow but the town has lost some large employers recently. The Harlow Enterprise Zone and new university campus are helping to expand the town’s skilled workforce and increase business activity. The right housing development is critical to help keep those skilled workers in Harlow, as well as encouraging spending and business growth. This benefits both existing and new communities.

Harlow has identified key infrastructure investment that it needs to achieve its economic growth and regeneration - such as the proposed new junction for the M11. We will work with the local authority to help make this happen.

We have calculated that the building of the homes and new community facilities we are proposing at Gilston Park Estate would create 500 permanent, full-time construction jobs. But the employment opportunities don’t end there. At the moment, many people who work for Harlow businesses choose to live elsewhere, which means a lot of their money is also spent elsewhere.

We want to create a thriving new community to revive Harlow not just over the next 10 years but for generations to come.

By helping to attract new employers and providing an attractive mix of housing, the right development will encourage people to live in Harlow and to spend their money there. This will make Harlow a more likely choice for new businesses, shops and services, meaning a better choice of places to spend your money and more jobs in the business, retail and service industries as well as construction.

Our charter of commitment will set out our pledge to provide apprenticeship and employment opportunities to local people.

Gilston Park Estate offers the best opportunity to bring these economic and social benefits to Harlow, as well as meeting East Herts housing needs.

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Caring for the health of the communities

Where will you live in 20 years?

Let’s talk about our commitment to providing more than just houses: We understand that just building houses doesn’t build a community. Our experience in building award-winning developments means we understand the need to commit to the long-term future of a community and ensure the investment is made to carefully plan for all the services, facilities and transport needed to make it a place people want to live and work in. We’ve worked hard to make sure we’ve listened to feedback from residents and come up with the right solutions which will help new and existing communities.

Schools We know that there is a shortage of school places in the area and understandably that’s a big worry for a lot of people. The level of investment we can bring can help solve those worries. We will provide at least four primary schools and one or two secondary schools to ensure that there is a school place on the site for every child. Either way, we’ve got schools covered.

Transport

Childcare, recreation and leisure Schools are not the only places children learn and develop. We also understand the need for quality childcare provision, play spaces, recreational and leisure facilities. We’re aware that some of the sports teams in the area have been struggling to find appropriate places to train and play matches and we can help bring some much needed investment into new community facilities which will benefit the existing and new communities. Our investment can help re-energise Harlow and the surrounding areas – we’ve got leisure covered.

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We also recognise the need for communities to have good access to health care. We will provide two new health centres that will increase the number of GPs and reduce the pressure on local hospitals and health services. This will benefit the existing communities as well as the new. We will also provide appropriate housing for older people.

-– we’ve got health covered.

We know there is congestion on the local roads and we understand people’s worries that more houses mean more cars. We have spent a lot of time working out the best ways to solve these problems which already exist. Building in one area means that the road and transport links can be properly planned. We can invest in improving the roads around Gilston Park Estate, enhancing the existing Stort crossing and building a second bridge crossing over the Stort Valley. This will help ease the current congestion at the single crossing point near Eastwick.

Not everybody has a car or can drive so our investment would also be used to provide better bus services and better links to Harlow Town train station. The development has also been designed in such a way that many day-to-day activities can take place within the site, meaning they will be within walking or cycling distance. A network of walking and cycling routes are part and parcel of the plan, so that we can encourage healthy and sustainable lifestyles where people are less reliant on cars. – we’ve got transport covered.

Use of natural resources We understand people’s worries about ecological issues and managing additional waste water but we have worked with experts in these areas to work out what needs to be put in place to make sure there is no reason to worry.

Our scheme proposes to add more land to the green belt than is taken out, so that access to open countryside can continue to be enjoyed. All listed buildings, valuable landscape features and wildlife habitats will be retained and enhanced. As we’ve mentioned we have also designed the development in such a way that people won’t always need to use their cars to get around.

Buildings will use low carbon technologies and meet high efficiency building construction standards, to help tackle the carbon footprint of day-to-day living.

The size of our site means we can collect and treat waste water on site, which means we will not be reliant on existing facilities such as Rye Meads sewage works. This innovative water treatment system will provide non-potable water to top up the natural ground water system.

The proposed housing lies outside the floodplain, in an area with minimal flood risk (less than a 1 in 1000 annual probability of flooding). The surface water run-off from the development will be contained by a sustainable drainage network. This will ensure there is no increase in the discharge to local streams and rivers and will meet the requirements of the Environment Agency.

Our proposals have the flexibility to respond to changing technological advances and the latest thinking in terms of climate change. – we’ve got natural resources covered.

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COMMUNITIES & WELLBEING

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CUSTOMER PLEDGE OUR PLEDGE TO YOU

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A GUIDE TO ECONOMIC GROWTH AND PROSPERITY

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WHAT IS TRAFFORD CYPS?

COMMUNITIES AND WELLBEING

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T&R

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Main Logo

Public Spaces

Community Parks

Cultural Buildings

Community Dig

Community Allotments

Gardening

Volunteering

Recycling

Agriculture

Logo Heart Isolated

SEEN A GROTSPOT? REPORT IT! Do your bit for Leicester

visit www.loveleicester.com/grotspots

visit www.loveleicester.com

Fast-forward your future Study at the University of Huddersfield

History Did you know?

http://hud.ac/history

8.1 hr Strategy

8.0 global HR Strategy

In our 2012 SrM we Set ourSelveS an objectIve to work More collaboratIvely aS a buSIneSS, brIngIng together our people reSource to delIver greater effIcIencIeS and MaxIMISe knowledge tranSfer. followIng the appoIntMent of paul hawtIn, dIvISIonal hr dIrector In october 2012 the hr functIon IS now drIven at a dIvISIonal level to brIng together the buSIneSS aS one Integrated organISatIon. BBI’s HR objectives have been formulated in line with BBI’s objectives to support the organisation in meeting its goals. Our organisational design, skill set and leadership approach are all influenced by how we anticipate our business will evolve over the next five years. The HR strategic framework, presented below, highlights the main areas of importance which we will focus on over the next five years, which transcend across the three components of capability, leadership and organisational design.

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STRATEGIC ROADMAP 2013-2018

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First the good news: 85% of executives responding to the survey consider people to be vital to every aspect of their company’s performance. Executives’ top concerns are creating a high performance culture (76%), talent management (76%) and training (63%).

2011

tItle one

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Thanks for looking.

If you would like to know more about the projects contained within this pdf or to hire me please contact: E: hello@daveswork.co.uk T: 07946 735 944 W: www.daveswork.co.uk

All work contained within this pdf document is subject to copyright Š Dave Jackson 2014.