APRIL 2026 | ISSUE #2
FOCUS
Derek Joseph, Michael Appleby and Fiona Underwood at Altair’s 15 & Forward celebration (Left to Right)
Read more inside...
- 15 & Forward: Reflections on Altair’s 15th anniversary
The Employment Rights Act: A Major Shift for Workforce Policy from April 2026
- Rent Settlement: Stability or Strategic Challenge?
CONTENTS
03 Welcome People & Partnerships 14 23 Closing Note
04 Reflections on Altair’s 15th Anniversary
At a Glance 06
Sector Insights & Trends 08 22 Vacancies
18 20 What’s Next?
Spotlight Case Study
APRIL 2026 | ISSUE #2
2
WELCOME
As Altair marks its 15th anniversary, it is a fitting moment to reflect on the journey that has brought us here and to look ahead to the opportunities in front of us. Since its founding, Altair has grown into a trusted partner to organisations across the housing and public sectors, built on deep expertise, strong relationships and a genuine commitment to making a positive difference. Our recent birthday celebrations were not only a chance to recognise that history, but also to thank the clients, colleagues and partners who have shaped our story along the way. I will take on the role of Group Chief Executive on 1 April, and it is a privilege to be stepping into the leadership of a business with such a strong reputation and clear purpose. What stands out to me most about Altair is the calibre of the people within it. Our consultants bring a rare combination of sector knowledge, commercial insight and practical experience, and my priority over the coming years is to continue building the very best team of consultants and business experts to support our clients. The environment our clients operate in is evolving rapidly. Housing organisations, public bodies and the communities they serve are facing increasing pressure to adapt, transform and deliver more with fewer resources. Altair must therefore continue to evolve alongside them. Over the coming months we will be streamlining how we organise our services so that we remain responsive to the sector, better able to aid change and, importantly, able to influence that change where it matters most. Personally, I am most excited about what lies ahead. Altair’s first 15 years established a strong foundation. The next 15 will be about building on that foundation with renewed energy, clarity of purpose and an exceptional team around us. I hope you enjoy this edition of Altair Focus and the insights from colleagues across the business as we share the next chapter of our journey.
Michael Appleby, Group Chief Executive Michael Appleby
APRIL 2026 | ISSUE #2
3
Reflections on Altair’s 15th Anniversary
February marked a special milestone for Altair as we celebrated 15 years of impact, collaboration and shared ambition. Our Fifteen & Forward campaign invited colleagues, clients and partners to look back on where we’ve come from and to look confidently ahead to the future. As I reflect on the campaign and the celebrations, what stands out most is how far Altair has come since Susan Kane and I founded the company in February 2011. Michael joined us shortly after those very early days, helping to turn that vision into a growing reality. The business continued to gather momentum with the arrival of Chris Wood and Steve Douglas soon afterwards. Their joining marked the true launch of Altair in April 2011 and established the four‑partner leadership team that shaped the company’s early direction. Chris and Steve were instrumental in those formative months and their contribution remains an essential part of our story. From those early days as a small, determined team, we have since grown into a thriving organisation approaching 100 colleagues, with a footprint across the UK and internationally. And while the world around us has changed significantly, at times radically, our commitment to insightful advice, sector leadership and the creation of social impact has remained steadfast.
CELEBRATING OUR STORY The 15 & Forward campaign was an opportunity to acknowledge the extraordinary circumstances our sectors have navigated over the past decade and a half, housing shortages, public health crises, economic volatility and shifting regulatory demands among them. Through all of this, our purpose has anchored us: to empower organisations to build better futures. Hearing Derek Joseph, Non-Executive Director, reflect on Altair as both “an anchor and a friend” to clients serves as a reminder that while our technical expertise sets us apart, it is our relationships and our values that define us. A highlight of the month was our Fifteen & Forward client event at 30 Euston Square, London.
APRIL 2026 | ISSUE #2
4
Bringing colleagues, clients and partners together created an opportunity to thank those who have shaped our journey. The evening was a reminder of how privileged we are to work with organisations that are themselves changemakers, each driving progress and strengthening communities. It was also a moment to recognise the dedication and expertise of the Altair team. Another highlight of the month was sharing reflections from Altair’s founders and longest- standing employees, which brought to life the entrepreneurial spirit that still runs through Altair today. The focus was not only on achievements, but on people, the colleagues who have shaped Altair’s culture, the mentors who supported them, and the clients who placed trust in a young consultancy determined to make a difference. Their reflections served as a reminder that our success has been built collaboratively and intentionally. LOOKING AHEAD: VISION 2030 AND BEYOND While anniversaries are a time for reflection, they also provide clarity about the future. Our vision 2030 strategy sets out an ambitious path for Altair’s next chapter, strengthening our impact, expanding our expertise, and continuing to help clients as they face emerging challenges. I am incredibly optimistic about the next 15 years. Not because the challenges are smaller, but because Altair is stronger than ever, more experienced, more diverse in expertise, more connected to the sectors we serve and more committed to making a lasting difference. To everyone who has been part of our journey so far, thank you. As we move forward, we do so with gratitude for our past and confidence in our future.
Fiona Underwood, Executive Chair
FIND OUT MORE ABOUT THE PAST 15 YEARS AND THE FUTURE WE ARE SHAPING AT ALTAIR, CLICK HERE
APRIL 2026 | ISSUE #2
5
AT A GLANCE
HOUSING OPERATING ENVIRONMENT • Temporary accommodation reaches a record 134,760 households (as of Sept 2025) including 175,990 children. • Launch of National Housing Bank, bids open for Social and Affordable Homes Programme, low-interest loans • The English Housing Survey shows that 10% of social homes fail the Decent Homes Standard, 7% are affected by damp, and 74% are rated EPC C or above. • STAIRs (Social Tenant Access to Information Requirements) – Housing Ombudsman consulted on being able to review complaints where landlords fail to publish or provide required information, and tenants being able to escalate STAIRs decisions to the Housing Ombudsman from 2027. • Recent Housing Ombudsman insight reports flag recurring issues in hazard management, compensation, and complaints handling, stressing timely apologies, stronger governance, clear policy parameters, and improved early intervention.
APRIL 2026 | ISSUE #2
6
POLICY & REGULATION • Government publishes the Draft Commonhold & Leasehold Reform Bill, proposing commonhold as the default tenure for new flats (including how to make shared ownership work in commonhold), making converting existing leasehold to commonhold easier, capped ground rents and stronger protections for homeowners who pay estate rent charges. • Reformed Decent Homes Standard confirmed for 2035, introducing updated repair criteria that moves from age of component to condition, thermal comfort requirements and a new damp & mould standard alongside Awaab’s Law.
WARM HOMES & ENERGY EFFICIENCY • Warm Homes Plan commits £15bn to upgrade 5 million homes with insulation, solar heat pumps, smart controls and a new Warm Homes Agency.
•
Minimum Energy Efficiency Standards strengthened – all social rented homes must meet EPC C on one metric by 2030 and two metrics by 2039, with a £10,000 spend exemption.
• EPCs set for major reforms in 2027: new multi-metric ratings (energy cost, fabric performance, heating system, smart readiness) and requirement to issue EPCs before marketing.
•
National Planning Policy Framework consultation closed 10th March 2026,
• Future Homes Standard to be introduced
proposing a more rules-based system, clearer national policies and standardised inputs.
from March 2027 with a 12-month transition, with full specification set out in regulation.
LOCAL AUTHORITY & SECTOR REFORM • Threshold for councils to open a Housing Revenue Account raised from 200 to 1,000 homes. • Council Housebuilding Support Fund receives an additional £3.5m to boost delivery of almost 10,000 homes. • New statutory Supported Housing Strategies required by March 2027, including needs assessments and annual reporting.
VOICES OF THE FUTURE: INSIGHTS FROM THE CIH FUTURES & ALTAIR REPORT • Young professionals are passionate about housing’s social purpose – 88% say making a positive difference is very important. • Despite challenges around pay, workload and career progression, almost 7 in 10 plan to stay in the sector long-term. • Burnout is common – 36% experienced it in the past year and only 13% say their organisation always meaningfully acts on staff feedback. • Employees want clearer pathways, fairer recognition and a sector that listens, supports wellbeing and champions young voices.
Read the full report here.
APRIL 2026 | ISSUE #2
7
SECTOR INSIGHTS & TRENDS
THE EMPLOYMENT RIGHTS ACT: A MAJOR SHIFT FOR WORKFORCE POLICY FROM APRIL 2026
KEY CHANGES FROM APRIL 2026 • Day 1 rights: Employees will qualify for
From April 2026, the Employment Rights Act (ERA) introduces the most wide-ranging employment reforms in over a decade. For CPOs, HR Directors and organisational leaders, these changes will reshape policy, risk, employee relations and people management capability. The ERA marks a step-change in expectations and organisations will need clear plans, communication and governance to keep pace.
paternity leave, unpaid parental leave and Statutory Sick Pay from their first day of employment. This shift removes long- established qualifying periods and may require employers to review contracts, policies, onboarding processes and leave administration systems and processes.
APRIL 2026 | ISSUE #2
8
WHAT THIS MEANS FOR ORGANISATIONS, LEADERS AND HR TEAMS These reforms are not simply policy updates, they impact the culture, resource planning, management skills, knowledge and capability and employment infrastructure of organisations. Senior leaders, CPOs and HR Directors will need to consider: • Policy and process updates: Contracts, handbooks, leave policies, sickness procedures, whistleblowing frameworks and redundancy processes may all require revision. • Manager skills, knowledge and capability: Day 1 rights, changes relating to ET claims and unfair dismissal, harassment prevention and strengthened protections mean frontline managers will need clearer guidance, better training and support to manage sensitive issues confidently and lawfully. • Employee relations risk management: Increased protective awards, new liabilities and simplified union processes mean many organisations will need to rethink their thresholds for risk, consultation and negotiation. • Workforce planning and employment models: Day 1 entitlements and expanded protections may affect recruitment strategies, the use of probationary periods, contractor models and the overall design of the employment proposition. • Culture, dignity and safety at work: With new duties around harassment and expanded whistleblowing protections, organisations will need to revisit culture, respect at work and safeguarding measures, not just for compliance, but to maintain trust. SUPPORTING THE SECTOR THROUGH CHANGE At Altair, we are already supporting organisations to navigate these reforms, helping HR leaders translate legislative change into practical, proportionate and people-centred action. If you would like a conversation, policy review, or simply an external perspective on how these reforms will impact your organisation, we are happy to help.
• Increased protective awards in collective redundancy: Protective awards increase up to a maximum of 180 days’ pay, raising the stakes for employers who fail to consult and plan correctly. This will impact redundancy planning, governance assurance and organisation change processes. • Strengthened whistleblowing protections: Clarified and broadened protections will mean greater emphasis on training, reporting routes, culture, and safeguarding those who raise concerns. • Simplified trade union recognition process: A simplified recognition process is expected to drive greater union engagement and require clearer negotiation frameworks, consultation mechanisms and employee relations strategies. AN IMPORTANT ADDITION: BEREAVED PARTNERS’ PATERNITY LEAVE Separate from the Employment Rights Act reforms, April 2026 also introduces the new right to paternity leave for bereaved partners. Employers therefore need to ensure policies reflect the new entitlement and that managers understand how to support colleagues. LOOKING AHEAD: FURTHER REFORMS IN 2026-27 Beyond April, the government has signalled further significant changes that will redefine employment rights, expectations and potential risk for employers. October 2026: • Strengthened duty: to take ALL reasonable steps to prevent sexual harassment of staff • Strengthened duty: Liability for third-party harassment, - to take ALL reasonable steps to prevent harassment of staff by a third party in relation to all protected characteristics • Extension of time-limit workers have to make a claim to an employment tribunal from 3 to 6 months January 2027: • Qualifying period for unfair dismissal will reduce from 2 years to 6 months • Compensation limits for unfair dismissal will be removed • Fire and rehire restrictions, tightening requirements for consultation, justification and fairness. Taken collectively, these shifts represent a decisive recalibration of the employer-employee relationship and heightened expectations for fairness, safety, prevention and accountability.
Written by Katie Allen, Director of People Consulting
katie.allen @altairltd.co.uk
APRIL 2026 | ISSUE #2
9
DYNAMIC MARKETS, E-PROCUREMENT AND THE PROCUREMENT ACT 2023
HOW COLLABORATION CAN UNLOCK NEW VALUE FOR HOUSING PROVIDERS Housing providers face sustained financial pressure. Inflation, regulatory requirements and constrained cash flow mean every procurement decision must work harder, not only to reduce cost but to demonstrate value and better outcomes without compromising services. Boards and regulators increasingly expect procurement to evidence how cost, quality, risk and delivery outcomes align. Value for money is therefore no longer a retrospective assessment; it must be designed into procurement routes from the outset. The Procurement Act 2023 strengthens transparency and remedies for non‑compliance but also introduces flexibility. Combined with modern e‑procurement and dynamic markets, this creates a real opportunity to improve value for money earlier, protect cash flow and reduce risk. WHY COLLABORATION MATTERS Smaller housing associations often struggle with fragmented spend, limited buying power and high procurement overheads. This doesn’t just increase cost; it weakens value for money by delaying savings, increasing interim premiums and reducing the organisation’s ability to evidence strong outcomes. Dynamic markets allow organisations to collaborate while retaining autonomy. One compliant market is established, followed by fast, proportionate mini‑competitions, reducing process cost, accelerating benefits realisation and strengthening value for money across the contract lifecycle.
FINANCIAL BENEFITS THAT MATTER Improved cashflow predictability Faster procurement cycles and reduced reliance on interim extensions allow housing providers to commit spend earlier and with greater certainty, improving in-year cashflow management. Lower process cost and overhead By avoiding repeated full procurements, organisations reduce legal, consultancy and internal staffing costs, freeing scarce revenue funding for frontline delivery. attractiveness, improving pricing tension and supplier engagement. Even where individual calloffs remain modest, suppliers are bidding into a visible pipeline of opportunity. Reduced procurement cost and complexity Running a single dynamic market collectively avoids repeated full procurements. Legal advice, market engagement and governance effort are shared rather than duplicated. STRONGER SUPPLIER MARKETS Improved value for money Aggregated demand increases market Dynamic markets remain open, enabling new entrants, including SMEs, local contractors and social enterprises to join over time, supporting diverse and resilient supply chains. THE ROLE OF E-PROCUREMENT For finance teams, this visibility supports stronger budgetary control, earlier identification of cost pressures and clearer assurance to boards and regulators.
APRIL 2026 | ISSUE #2
10
E-procurement portals underpin this model by providing auditready records, spend visibility and contract controls. For finance teams, this supports stronger forecasting, budgetary control and assurance to boards and regulators. THE BOTTOM LINE Dynamic markets, used collaboratively and supported by e-procurement, allow housing providers to stabilise cash flow, protect margins and reinvest savings into homes and services, without sacrificing governance. MANAGING RISK UNDER THE PROCUREMENT ACT 2023 The Act’s remedies regime allows suppliers to seek damages, suspension or contract set-aside where procurement duties are breached. For smaller housing associations, even a single successful challenge can have a disproportionate financial impact. A consortium dynamic market reduces this risk by concentrating complexity into one well-governed process, standardising documentation and evaluation approaches, and reducing the frequency of high-risk full procurements. A PRACTICAL EXAMPLE Consider a group of five SME housing associations procuring repairs and compliance services. Individually, each might run full procurements every four years, rely on interim extensions, and maintain separate governance processes. As a consortium, they could establish a shared dynamic market once, admit suppliers continuously, and run lighttouch minicompetitions as needed. The result is lower cost, improved assurance and stronger market engagement—without sacrificing organisational independence.
and redirect savings into core services, without sacrificing governance or local control.
GRAPHIC
HOW WE CAN HELP Altair supports Local Authorities, Charities, Housing providers and other clients at every stage of the procurement journey, combining deep sector expertise with practical delivery. Our procurement and commercial services focus on helping organisations strengthen compliance, improve value for money and embed a commercial mindset that stands up to regulatory and audit scrutiny. We have supported housing associations to design and run compliant procurement strategies, develop and operate DPS style solutions, and transition confidently towards Dynamic Market models under the Procurement Act 2023. This includes work alongside sector partners involved in ongoing Dynamic Market development activity in Scotland, where collaborative and flexible procurement routes are already delivering efficiencies at scale. To help organisations get started, Altair offers a free 30 minute procurement and commercial clinic , providing an opportunity to discuss current procurement processes, compliance challenges, explore options such as Dynamic Markets or consortium approaches, and identify practical next steps with no obligation.
A Strategic Opportunity for the Sector
The Procurement Act 2023 was designed to simplify procurement while increasing accountability. Its real potential lies in how flexibly it can be applied. Dynamic markets, supported by e-procurement and used collaboratively, offer SME housing associations a route to achieve economies of scale without loss of control, reduce procurement and legal costs, improve cashflow predictability, and demonstrate value for money more convincingly. Dynamic markets, supported by e-procurement and used collaboratively, offer SME housing associations a route to protect margins, stabilise cash flow
Written by Kevin Harding, Head of Procurement
kevin.harding @altairltd.co.uk
APRIL 2026 | ISSUE #2
11
RENT SETTLEMENT: STABILITY OR STRATEGIC CHALLENGE?
Under the current ten-year rent settlement, registered providers (RPs) are permitted to raise rents by Consumer Price Index (CPI) plus one per cent from April 2026. This long-term commitment from government offers stability and financial certainty, critical for RPs planning to reinvest in existing homes and deliver new housing for the future. But history reminds us that all of this can shift. In late 2022, we saw general needs rents for 2023/24 capped due to soaring inflation and the cost-of- living crisis. While this intervention was necessary to protect tenants, it left many organisations grappling with difficult choices around how to balance investment with ambitions for new development. Although actual rents were capped, formula rents were permitted to increase by CPI plus 1%. This resulted in a widening gap between actual and formula rents for general needs properties. This divergence has real implications for long-term financial planning, compliance, and portfolio performance. THE NEXT BIG SHIFT: RENT CONVERGENCE The government has recognised that the level of investment in new and existing homes cannot be achieved without rent convergence. As part of the recent Spending Review, ministers confirmed their intention to introduce a convergence mechanism.
The government has opted for a phased approach, allowing RPs to increase weekly rents that are currently below formula rent by up to an additional £1 above CPI + 1% from 1st April 2027, and by up to an additional £2 above CPI + 1% from 1st April 2028, until the formula rent level is reached. RPs therefore have time to update their rent-setting models before the convergence mechanism comes into effect. THE SECTOR OVERVIEW Rent portfolios are inherently complex, with differences in tenancy types, exceptions, rent caps, and historic adjustments. When this is coupled with reliance on spreadsheets, even a single formula error can easily cascade into incorrect rent setting. And while many RPs depend on housing management systems to calculate rent increases, these systems are not immune to errors either due to misconfigurations or legacy data issues which can lead to incorrect rent outcomes. With the rise in mergers across the sector, organisations often inherit multiple policy frameworks, legacy systems and rent setting approaches, which increases the potential for inconsistencies and errors. If the formula rents and actual rents gap is not tracked accurately, RPs risk compliance challenges, underestimating long-term rental income and misjudging future investment capacity. Without rent convergence, rents can only be moved to target levels at relet. Failure to move on relets
APRIL 2026 | ISSUE #2
12
mean extended periods of under-recovered rent and lost income that is difficult to recover later.
With the sector under increasing regulatory and public scrutiny, RPs cannot afford to carry unaddressed errors. We regularly identify historic overcharges caused by incorrect application of annual rental uplifts, often requiring repayment, and inconsistent use of rent caps. Within affordable rent portfolios, we see misapplication of internal rent policies and in shared ownership properties we see rent increases that do not align with the requirements set out in the leases. Service charges continue to be one of the most frequent sources of tenant complaints, misallocations of costs, compliance breaches and refund liabilities. HOW ALTAIR CAN HELP YOU We support RPs and Local Authorities with rent and service charge reviews, taking a data-led approach. Our work typically includes a full assessment of rent-setting models and comparing the outputs with those generated from our model, which has been developed and updated throughout the lifetime of the Government’s formula / target rents regime. It is a fully validated model widely used across the RP sector, providing a reliable foundation for accurate rent-setting. Our model allows us to identify overcharges and carry out complex refund calculations. We also assist organisations with service charges, reviewing the end-to-end processes for setting charges and providing clear advice on budgeting to ensure all costs are accurately captured, allocated, and apportioned across different schemes. Our reviews provide Boards with assurance that rents and service charges are being set accurately, consistently, and in full compliance with regulatory requirements. Stability is welcome, but RPs need to have an eye on the future. Rent settlements may provide certainty, but as recent history shows, external pressures and policy changes can reshape the landscape overnight. Providers who adapt will be best placed to protect their financial resilience and deliver on their mission.
If this is something that we can assist you with, please get in touch with:
Mihir Shah
Jim Lashmar
jim.lashmar@altairltd.co.uk 07968 616550
mihir.shah@altairltd.co.uk 07799 641384
APRIL 2026 | ISSUE #2
13
PEOPLE & PARTNERSHIPS
APRIL 2026 | ISSUE #2
14
TEAM SPOTLIGHT: COMMUNITY IMPACT In today’s increasingly challenging environment, socially focused organisations across the charity, sport, education and housing sectors face growing pressure to diversify income, demonstrate impact, and build long term financial resilience. Altair’s Community Impact team supports organisations to confidently navigate these challenges, offering expertise in income generation, strategic planning and strengthening organisational sustainability to help clients deliver lasting impact in the communities they serve. INCOME GENERATION & FUNDRAISING The Community Impact team brings extensive experience in developing clear, actionable income generation strategies tailored to organisations of all sizes. Services include fundraising strategy development, trusts and foundations bid writing, grant fundraising appraisals and support to build new income streams and corporate partnerships.
ORGANISATIONAL & INVESTMENT READINESS Recognising the pressures on social purpose organisations, Altair provides assistance to strengthen internal capability and long-term resilience. This includes investment readiness reviews, organisations’ strategy and planning, and fundraising capacity-building designed to help teams operate confidently and effectively. This support equips clients with the skills, insight and structures needed to diversify income and ensure long-term sustainability. LOOKING AHEAD: PREPARING FOR THE NEXT FINANCIAL YEAR As socially focused organisations move towards a new financial year, many are beginning to reflect on how a fast‑changing global landscape might shape future funding opportunities. Boards are thinking about what shifts in donor behaviour, evolving priorities among trusts and foundations, and broader economic pressures could mean for their ability to stay resilient. While no one can fully predict the impact of this uncertainty, there’s real value in staying close to organisational risks, keeping open and honest relationships with funders, and paying attention to trends emerging across the sector. At Altair, we’re working alongside clients to navigate this period with confidence—strengthening income diversification, reviewing grant pipelines for any weak spots, exploring opportunities with corporate partners and major donors, and ensuring time and energy are invested across a healthy mix of income streams. By taking this steady, proactive approach, organisations can maintain momentum and plan for long‑term impact, whatever the year ahead brings.
Impact delivered:
£1,147,242 raised so far in the 2025-26 financial year, supporting 7,280 beneficiaries. £1,147,242 raised so far in the 2025/26 financial year, 7,280 beneficiaries. supporting
These results demonstrate the team’s ability to secure high value funding and directly improve outcomes for communities.
MEET THE TEAM
Aaron Dunkley Assistant Director & Head of Trusts and Foundations
Beth Sadler Director of Community Impact
Fae Ashton Senior Trusts & Foundations Fundraiser
Will Juggins Head of Strategy Consultancy
APRIL 2026 | ISSUE #2
15
ALTAIR’S CORNER TO COURTYARD REIMAGINES PLAYFUL LIVING FOR THE DAVIDSON PRIZE 2026
Altair, led by our Senior Development Consultant, Anna Kadziolka, has teamed up with Outerspace Landscape Architects to develop Corner to Courtyard, a thoughtful and imaginative response to the 2026 Davidson Prize theme: “Changing the Game: Building Play into Housing.” This year’s brief called for new ideas unpacking the challenges facing play today, and seeking new solutions for people of all ages inside and outside our homes. Corner to Courtyard embraces this challenge by creating a modular, scalable and community‑driven approach to playful living. Beginning in the smallest domestic corner and extending into the wider neighbourhood, the proposal explores how play can shape not just physical spaces, but also belonging, wellbeing and community identity. A MODULAR FRAMEWORK THAT GROWS WITH ITS COMMUNITY The submission is built around a 2x2 metre modular play frame, composed of 1x1 metre components, designed to create an immediate zone of comfort and activity inside homes that are often delivered without furniture or floor coverings. The compact L‑shaped frame provides opportunities for climbing, sensory interaction, rest and storage, transforming unused corners into vibrant micro‑play environments that support both wellbeing and autonomy.
From there, the system moves naturally into shared spaces. In thresholds, courtyards or communal areas, the modules can be rearranged into larger forms such as dens or small pavilions shaped by residents themselves. Made from durable, reusable parts, the structure can adapt over time, supporting play across ages and encouraging shared ownership. MEETING THE BRIEF THROUGH EVERYDAY PLAY The Davidson Prize 2026 asks teams to rethink homes and neighbourhoods as places where people of all ages can move, interact and play, not just in set‑aside areas, but throughout everyday spaces. The brief highlights that traditional playgrounds often sit apart from daily life and encourages ideas that weave play into domestic, transitional and communal environments.
Corner to Courtyard reflects this by:
• Connecting indoor and outdoor spaces so play can flow from home to shared areas • Supporting use across all ages • Allowing residents to adapt and shape the structure together • Linking private and public space to strengthen social connections
APRIL 2026 | ISSUE #2
16
Rather than treating play as something separate, the proposal integrates it into everyday routines, aligning closely with the Prize’s ambition to build play into housing in meaningful, usable ways. BEYOND THE ENTRY Project lead Anna Kadziolka described developing Corner to Courtyard as “a very creative and rewarding process”, highlighting how the work brought together different disciplines and perspectives, from the teams at Altair and Outerspace. The team viewed the concept not only as a strong entry but as an idea with genuine potential beyond the Davidson Prize, one that could continue to evolve in partnership with housing providers, designers and communities. In many ways, the approach reflects Altair’s ethos, bringing together strategic thinking, collaboration and a focus on the everyday experience of people in their homes and neighbourhoods. This aligns closely with the Prize’s aim to spark collaborative thinking and generate ideas that influence the future of housing well beyond the competition itself. Corner to Courtyard ultimately is designed to offer a clear, scalable way to bring play into the spaces where people live and interact every day. By enabling residents to shape their environments, whether in a single room or a shared courtyard, the proposal encourages comfort, confidence and connection. With its adaptability and community- focused approach, it stood as a compelling contribution to this year’s Davidson Prize and an idea with meaningful potential for wider application.
APRIL 2026 | ISSUE #2
17
SPOTLIGHT CASE STUDY FEASIBILITY STUDY BUILDING GREEN: FOR RWANDA’S FIRST GREEN BUILDING MATERIAL ZONE
SETTING THE SCENE Rwanda is undergoing rapid urbanisation, creating urgent demand for affordable, high- quality building materials. At the same time, the country is pursuing one of Africa’s most ambitious green-growth agendas, aiming to reduce emissions, localise production and promote environmentally responsible industry. Altair International partnered with a consortium of firms to conduct a feasibility study for the development of Rwanda’s first Green Building Material Zone (GBMZ) dedicated to the production of sustainable building materials. Commissioned by The Swiss Agency for Development and Cooperation (SDC) in collaboration with the National Industrial Research and Development Agency (NIRDA), the study explored how the park could enable
Rwanda’s rapid urbanisation while advancing the country’s green growth agenda.
ALTAIR’S ROLE Altair International led the commercial and financial components of the feasibility study. The included analysing market needs, assessing viable green-material value chains, reviewing environmental and social considerations, and evaluating governance and finance structures, particularly the potential for a Special Purpose Vehicle to manage the GBMZ. We also developed investment blueprints and financial models to test the viability of both the park itself and early tenant businesses.
APRIL 2026 | ISSUE #2
18
KEY INSIGHTS The study confirmed strong potential for expanding Rwanda’s domestic production of sustainable construction materials. By localising manufacturing, the park could reduce reliance on imports, strengthen supply chains and lower costs for developers, particularly in the affordable housing sector. It would also create a platform for job creation and greener industrial growth. The Rwamagana site was found to have solid infrastructure foundations and good access to transport links and raw materials, making it well suited for this type of development. CHALLENGES AND CONSIDERATIONS To ensure long-term success, several issues require careful planning. These include establishing a clear governance and ownership model, securing early anchor tenants, developing technical capacity around newer green-material technologies, and ensuring that core utilities, such as power, water and waste systems, are designed to aid eco-industrial performance. Addressing these factors early will be critical for building investor confidence and delivering an efficient, sustainable GBMZ.
LOOKING AHEAD Following the feasibility study, Altair
International has been appointed to support NIRDA in the next phase of the project. This follow-on assignment includes evaluating potential public-private partnership (PPP) partners and developing the SPV structure that will oversee the GBMZ’s development and management. This marks a significant step toward realising Rwanda’s vision of a modern, green industrial ecosystem. The GBMZ has the potential to become a flagship project for sustainable industrialisation in East Africa. Altair is proud to shape this vision and contribute to a greener industrial future for Rwanda.
Written by OLU OLANREWAJU, DIRECTOR
olu.olanrewaju@altairltd.co.uk
APRIL 2026 | ISSUE #2
19
WHAT’S NEXT?
UNDERSTANDING THE COMPETENCE AND CONDUCT STANDARD WEBINAR The new Competence and Conduct Standard introduces significant changes for social housing providers, placing clear requirements on competency behaviours, and accountability across all areas of the sector. With implementation due in October 2026, organisations must ensure their people, policies, and frameworks are ready. Join Altair and legal experts Devonshires on 21st May for a practical webinar designed to help you prepare your organisation for the new Gain a clear understanding of the Competence and Conduct Standard, what it covers, and why it matters • Understand the regulatory implications and how the Regulator of Social Housing is likely to assess readiness • Learn how to build or strengthen your organisational approach to training, capability, and culture change • Hear legal insights on risk mitigation, policies, and dealing with potential challenges • Take away practical steps to support your teams, protect your organisation, and improve resident outcomes requirements. Why attend? •
THINKHOUSE EARLY CAREERS RESEARCHER’S PRIZE We’re thrilled to announce the launch of the Thinkhouse Early Careers Researcher’s Prize (ECRP) 2026, an exciting opportunity for early-career housing researchers to showcase their work to a wide and influential audience. Altair is proud to sponsor the competition alongside Aster Group UK, Open to researchers with up to eight years of experience in the field of housing research • Thinkhouse welcome candidates with or without a PhD, and those working within academic or non-academic institutions. • Co-authored papers are permitted in cases where all authors meet the entry requirements. Inside Housing and L&Q. About the competition: • • Authors of the winning paper will be awarded with a £500 cheque. • Open to UK and non-UK applicants. • Submissions should be between 4,000-8,000 words in length. • Submission deadline: Thursday 24th September 2026. • The award for the winner and runner-up will be presented at Homes UK on 24th November 2026. For full details on how to submit your paper, please visit the competition page here. If you have any questions or require any further information, please get in touch with our Research and Insight Manager, Bekah Ryder.
Don’t miss this essential session to ensure your organisation is ready. Register here !
We look forward to seeing your submissions!
APRIL 2026 | ISSUE #2
20
UPCOMING EVENTS & WEBINARS FROM ALTAIR
May 6th - 7th
CIH Housing Brighton
May 19th - 21st
UKREiiF
May 21st
Northern Housing Awards
May 21st
Webinar: Understanding the Competence and Conduct Standard
June 18th
NHF Housing Governance Conference
June 18th
Cowgills North West Homebuilder Awards
June 23rd - 25th
Housing 2026
APRIL 2026 | ISSUE #2
21
VACANCIES
THINKING ABOUT BECOMING A CONSULTANT? Are you curious about consultancy and wondering if it’s the right path for you? At Altair, we’re always looking for passionate, thoughtful individuals who want to make a real impact. Our work spans the housing sector, where we closely partner with housing associations and local authorities. We also collaborate with charities, educational institutions, sports organisations, and work internationally. Whether you’re an experienced professional or considering a career change, consultancy offers a dynamic, varied and rewarding environment. You’ll tackle complex challenges, work with diverse clients, and help shape better outcomes for communities. If you’re driven by purpose, enjoy problem- solving, and want to grow within a supportive and expert team, we’d love to hear from you. Interested? Get in touch opportunities@altairltd. co.uk or visit our careers page to learn more about current opportunities: working-at-altair
ALTAIR’S BOARD RECRUITMENT OFFER At Altair, we partner with organisations across the housing sector to recruit, develop, and retain talent at Board level. Our Recruitment team combines deep sector knowledge, with a tailored, values-driven approach to help clients build diverse, high-performing leadership teams. Our comprehensive suite of services includes advertising, bespoke search, selection and psychometric assessments, all designed to meet each client’s unique needs whilst creating a positive experience for candidates. We are committed to improving diversity in leadership, ensuring clients have access to talented candidates from a wide range of backgrounds, enhancing debate and decision- making in the board room. For more information about Altair’s Board recruitment services, or to discuss current opportunities, please contact our Head of
Recruitment, Sioned Hughes: sioned.hughes@altairltd.co.uk
APRIL 2026 | ISSUE #2
22
CLOSING NOTE
As we move into a new financial year, this edition of Altair Focus marks an important moment for our business. It is a time of transition, reflection and renewed ambition. Following the announcement of our leadership transition, we are building on the strong foundations that have shaped Altair over the past 15 years. As we celebrate our 15th anniversary, we are proud of how far we have come, the trusted relationships we have built and the positive impact we continue to make across the housing and wider social sectors. Our specialist teams continue to work alongside clients to navigate change and complexity, providing expert advice across governance and regulation, finance and treasury, transformation and change, people and recruitment, sustainability and ESG, property and regeneration, and digital and data. Thank you for reading this edition of Altair Focus. We look forward to sharing further insight, expertise and perspectives from across the sector as the year unfolds. If you would like to find out more about how we can assist you, or to take part in one of our upcoming events, webinars or discussions, we would be delighted to hear from you.
OUR SERVICES:
Assets
Community Impact
Corporate Finance & Treasury
Development & Regeneration
Development Viability
People, HR & Recruitment Governance & Regulation Digital, Data & Technology
Procurement Services
Get in touch: altair@altairltd.co.uk Visit: www.altairltd.co.uk Follow us on LinkedIn: Altair Ltd
Research & Insight
Sustainability & ESG
Together, let’s shape the future of housing and communities.
Transformation & Change
APRIL 2026 | ISSUE #2
23
APRIL 2026 | ISSUE #2
Our consultants work collaboratively with clients, offering expert advice and solutions across a range of professional areas. Get in touch to find out more about Altair’s services. Email altair@altairltd.co.uk Phone 020 7934 0175 Website altairltd.co.uk LinkedIn linkedin.com/company/altair-ltd Instagram instagram.com/altair_ltd FOCUS
APRIL 2026 | ISSUE #2
24
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24Made with FlippingBook Digital Proposal Creator