In this blog, we speak to Chris Law, Regional Director and Central Government Lead within our Social Infrastructure market sector in the UK and Ireland.

He unpacks what meaningful, outcomes-led partnerships will be required in the decade ahead, as well as the trends and challenges shaping central government delivery.

Chris joined ArchTam over a decade ago and became Regional Director and Central Government Lead for Social Infrastructure in 2024. He previously led our Security and Resilience subsector within our National Security market sector, delivering projects for clients including the Foreign, Commonwealth and Development Office, Defence Infrastructure Organisation and the Ministry of Justice.

Since 2018, Chris has provided strategic leadership as Account Director for the Crown Commercial Service (CCS) Framework, overseeing high-quality, consistent delivery across our nationwide commitments. He also chairs the CCS Construction Professional Services (CPS) Social Value Focus Group, a role he has held since 2023.

Through this work, Chris supports CCS’s ambition to integrate procurement across UK government departments, driving more coordinated and efficient delivery while maximising social value for communities. Chris has taken on a range of roles within ArchTam and the wider industry in the past decade — each one building on his drive to lead, collaborate and push for better outcomes.

From your perspective, how has the relationship between central government and its delivery partners such as ArchTam in the UK & Ireland changed or evolved over the years?

We’ve seen a real shift to more collaborative and outcomes-focused partnerships.

Government clients increasingly want their delivery partners to be aligned not just to project scope, but to long-term policy goals. The discussion is evolving, focusing on the longer term: building capacity, prioritising ‘place-based’ decision making, developing wider relationships with small and medium-sized enterprises (SMEs), and aligning to the government’s long-term policy goals — whether that’s net zero, regional devolution or digital transformation.

Transparency is key. Frameworks like CCS have rightly pushed and developed guidance for early market engagement, the recent UK Industrial Strategy seeks to treat data as a shared, transparent asset, and the new Treasury Green Book is mandating that business cases for major infrastructure projects and programmes are published publicly.

I think these ongoing shifts are going to change the relationship between us and our government clients. I see a future where we have deeper, trust-based partnerships, with suppliers aware of data and pipelines much earlier and government deploying our advice and outputs more frequently.

You’ve worked with a range of government departments. What trends are you seeing in how the public estate is being shaped to support future needs?

The public estate is being reimagined with adaptability, sustainability and social value at its core. Place-based decision making is now at the heart of the recent Treasury Green Book updates, as well as a move away from simple benefit-cost ratios, which have been relied on too heavily in the past to appraise complex investments in the public estate.

Across our portfolios, we’re seeing a decisive move away from siloed, single-use buildings to more multi-functional, data-enabled assets that can integrate with evolving community and departmental needs. Recent announcements on the Cabinet Office’s ‘Places for Growth’ programme, for example, continue to double down on the ambition to move the centre of gravity out of London, with at least 50 per cent of UK‑based Senior Civil Service roles located regionally by 2030.

We’re also continuing to see how hybrid working has totally reshaped central office strategies. Almost all UK government departments are taking the opportunity to rationalise their footprints whilst investing in regional hubs and smarter workspaces. There’s a renewed focus on decarbonising assets through retrofit and modern methods of construction, and on embedding ESG principles from day one. The public estate is no longer just a cost on the balance sheet — it’s evolving to become a platform for delivering policy, wellbeing, innovation and wider community benefits.

How do you balance the technical complexity of major programmes with the need to leave a lasting legacy for communities?

Balancing complexity with legacy starts by embedding purpose into the project brief from the outset. One example is our work on the Defence Estate Optimisation Portfolio. It’s a technically complex and high-profile portfolio, spanning multiple sites and heritage assets, with stringent security requirements.

Allianced with other industry suppliers, our team have worked closely with both the Ministry of Defence and local community stakeholders to ensure that the outcomes aren’t just about military readiness and site disposal, but also about supporting local economies and improving the public realm.

For example, on a number of projects under the programme, we brought our social value specialists to the team to ensure our commitments to community outcomes were purposeful, impactful and achievable. We also prioritised low-carbon construction techniques and advised the client on how these could be more thoughtfully integrated with specific site security requirements. Technical excellence is essential, but lasting impact comes from making projects truly place-based, in collaboration with local stakeholders.

That goes back to why we shouldn’t think in a siloed way around the public estate. If the Ministry of Justice is planning a new prison, the question isn’t just about the prison itself — it’s about what this public asset can deliver for the wider community, local supply chains and how it can support broader regeneration goals. We need to continue working with government to reimagine our public estate cohesively and help to identify opportunities for regional devolved authorities to deliver more by simply approaching the challenge in an integrated way.

What excites you most about the opportunity to support government in delivering its ambitions over the next decade?

I always say to people joining our Central Government sector: you have the chance to be at the heart of solving some of the UK and Ireland’s biggest challenges. Whether it’s climate resilience, regional inequality, housing pressures or digital transformation, the UK and Irish governments have set out ambitious goals, and the scale of delivery needed over the next decade is not only a huge challenge but also a significant opportunity.

There’s a growing appetite for innovation, and it’s great to see our teams deepening their understanding of how government seeks to optimise its functions — and how we can support that. It’s also about how we use our sector-specific skills to respond to key challenges: unlocking better community outcomes, embedding nature-based solutions, empowering investment decisions, and shaping our services to enable those changes.

It really excites me that we are part of the change. I think organisations like ours are in a privileged position to serve not only as a technical delivery expert, but as a long-term partner to government, helping turn policy into tangible, real-world outcomes.

I heard a great quote at the recent UKREiiF (UK Real Estate Investment and Infrastructure Forum) conference, “If you don’t shape the market, be prepared to be shaped by it.” And I think that’s really important, because if you’re not there setting the agenda with government and influencing through associations and institutions, then you’re on the other side waiting for policy to be developed and responding.

So, I see us moving, generationally, into a role where we sit much closer to our clients, integrating across government, and engaging earlier in the process. And it’s this ability to really effect change that drives me; it’s what gets me out of bed in the morning.

Image credit: Hufton + Crow

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Through our collaboration with Tatweer Buildings Company (TBC) and the Ministry of Education in Saudi Arabia, we have developed a new approach for designing schools for SEND. This initiative forms part of the Ministry of Education’s Schools Programme under Vision 2030 to create inclusive educational environments that meet diverse needs.

Embracing adaptability in SEND school design

Adaptability is the foundation of our design philosophy. SEND schools need to be flexible spaces that can evolve to meet the changing needs of pupils and cohorts. The approach was to follow a simple narrative, to guide the user through the essential steps of creating a building without dictating outcomes. The process is descriptive rather than prescriptive allowing the designer flexibility and autonomy while retaining necessary design priorities.

Our design guide introduces the concept of cluster arrangements, offering investors ‘bite size’ clusters which group key spaces together. It is intended to make the design process more approachable and allows a ‘pick n mix’ approach: easily selecting groups of spaces which suit the pupil track expected to occupy them. By arranging spaces into clusters, schools can balance functionality with flexibility, ensuring adaptable, purpose-built environments that cater to students’ diverse needs.

Furthermore, every potential room in the SEND school has had a bespoke room data sheet. The design guide gives detailed examples of all spaces from specialist hydrotherapy spaces, to rebound therapy rooms, to varying toilet requirements. These sheets offer suggested layouts based on international best practices, but allow designers and clients the freedom to adapt to specific contexts.

Flexibility for clients in SEND school design

One of the greatest strengths of this approach is the flexibility and cost-effective solutions it offers to clients, especially those in the private sector. Clients are empowered to innovate and design SEN schools that meet their specific project needs while still adhering to worldwide best practice, sustainability principles, and local standards, such as Saudi Arabia’s Universal Accessibility Guidelines and Grean Code. This balance between regulatory compliance and creative flexibility enables the creation of bespoke SEND schools tailored to the unique needs of the SEND cohort, staff requirements, and support required for the wider community.

Our collaboration with international experts has been critical in developing this flexible approach. By integrating global best practices with local requirements, we have developed a guide that meets Saudi standards while advancing the design of SEND schools across the region.

Designing with SEND students in mind

Effective SEND school design must be based on a clear understanding of the educational, emotional, and physical needs of its students. A successful SEN school is not just about functionality; it is about creating a supportive environment that enhances the learning experience of every student. We have therefore also provided key SEND guidance on areas such as fire safety, acoustics, zoning, internal environments, and sustainability. 

Furthermore, we have created pupil profiles for each of the identified SEND tracks which help architects understand the varying needs of different student groups. These ‘tracks’ assist designers in creating spaces that support physical, complex, communication, cognitive, sensory, and emotional requirements. This deepened understanding should enable designers to create an environment which not only support the current needs but can adapt over time as students’ needs evolve or cohorts change.

Zoning strategies ensure that learning and support spaces are well-organised, creating clear transitions between areas to enhance both functionality and creating a sense of place for students. Moreover, the guide encourages the creation of inclusive environments that promote independence and social interaction. SEND school design should integrate spaces for both learning, socialising and provide support for the whole family and wider community. This focus on inclusion not only supports students’ academic growth, social and emotional development but also nurtures community acceptance.

Lessons learned and the future of SEND school design

Our experience developing this design guide has reinforced the importance of adaptability, collaboration, and a deep understanding of SEND students’ needs. By working closely with TBC, the MoE and international experts, we have reimagined traditional approaches to SEND school design, creating a flexible framework that aligns with both local regulations and global best practices.

Effective SEND school design must not only address current needs but also anticipate future changes. By creating adaptable, flexible environments, we ensure that schools are equipped to evolve alongside their students’ requirements. Our design guide is a reflection of our commitment to fostering inclusive educational spaces where every student can thrive.

Our work on this SEND design guide has challenged pre-conceptions and long-held beliefs by providing a viable blueprint for change.  Through ArchTams leadership we have provided the framework to provide a better future for some of the most vulnerable in society.   

We look forward to continuing to shape the future of SEND school design, ensuring every student has the opportunity to succeed.

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Ken Billups is the vice president of economic inclusion and social impact based in Los Angeles, California, where he is currently leading inclusion and community engagement for Intuit Dome. His strategic approach of actively engaging with the community to prioritize education, empower local businesses and foster transparent communication results in meaningful contributions to the city of Inglewood.

1. Tell us a bit about yourself – your role and career journey   

My journey began in my hometown of Los Angeles, where I was born and raised in a town called Inglewood. After completing my education, where I majored in business at Florida A&M University, a renowned historically black college and university, I returned to Los Angeles to embark on my career in the nonprofit sector. I started as a community organizer and leader, landing my first role overseeing the business inclusion and workforce development program for the Inglewood Unified School District (IUSD).

Subsequently, I transitioned into the private sector, focusing on inclusion initiatives in the construction and infrastructure sector.  Around two and a half years ago, I joined ArchTam Hunt to lead inclusion and community engagement initiatives for the Intuit Dome in my hometown of Inglewood, California and now as Vice President of Economic Inclusion and Social Impact for the LA Metro and Southern California area.

2. Talk to us about your work in the City of Inglewood, how have some of these projects and initiatives responded to the challenges and issues faced by the local communities there?

For our work in the City of Inglewood to be impactful, we first had to deeply understand the challenges, barriers, and needs of the local community. This involved active listening and learning in order to be responsive in our development and deployment of a business inclusion and workforce development strategy and ensure we really engaged with key stakeholders and community members. We prioritized education and youth support, to make sure our projects had a positive impact on future generations.

Our approach was highly strategic and inclusive, particularly in the empowerment of minority and local businesses. We made deliberate efforts to prioritize local residents, offering opportunities in the building trades and careers in construction. Open and transparent communication with the nearby community was vital to minimize construction-related disruptions. We also got actively involved in the community by supporting local block clubs that we call the ‘Good Neighbor’ program, which incentivizes and supports local neighbors, developed the first ever pre-apprenticeship program for IUSD — providing a starting point for local residents to enter skilled construction jobs, and supported the Inglewood Unified School District, by actively participating in after-school programs focused on architecture, construction, and engineering.

Our approach, emphasizing inclusion and community impact, was well-received by the local community. We continue to do great work, both within the projects we undertake and within the broader community. These efforts are instrumental in shaping a positive work culture in the communities we serve, aligning seamlessly with our commitment to ESG.

3. Community and stakeholder engagement is a vital part of urban renewal and regeneration, can you share any specific examples of successful community engagement strategies and their impact?

Successful community and stakeholder engagement starts with active listening and learning. At Intuit Dome, we organized various formal and informal events to understand the surrounding communities and cultures better. This insight influenced our decisions, including design choices and construction schedules that pertain to the sensitivity of the project that’s in the middle of the urban community.

Additionally, we were dedicated to being responsive to the needs and commitments that we had to the community. This included commitments to minority and local businesses, as well as ensuring the active participation of women in the trades related to our project. Our responsiveness extended to collaborating closely with key stakeholders, including faith-based organizations, city leaders, local businesses, and neighborhood block clubs, all of which contribute to the success of the project.

4. Business inclusion, workforce development and leadership are 3 vital ingredients in improving social equity. What are some of the best examples of these that you’ve seen across the industry?

At ArchTam, we take pride in our approach to business inclusion, workforce development and leadership. We’ve found ways to minimize barriers and maximize opportunities. We go a step further by investing in the marketplace and building capacity. When it comes to workforce development, we’ve identified strategic partners to collaboratively build opportunities for careers in construction. We focus on exposing the youth to various career paths within our industry and developing the future workforce.  We’ve also been very strategic about how we engage key stakeholders to ensure that they’re part of the success of the project.  

5. In your experience, what are some of the key elements in establishing successful strategic partnerships to advance equity, diversity and inclusion within a community?

We always say equity is a verb, but it starts with our leadership. Effective leadership is not only a commitment but an action. At Intuit Dome, we have a great leadership team that has embraced these commitments and ensured that our trade partners also adhere to these principles. So, equity is very much a part of leadership commitment.

Secondly, strategic partnerships are crucial. Equity is a team sport — it cannot thrive in isolation. It’s about leveraging expertise and resources to be able to identify the right trade partners that can work on the project because in this space, innovation happens through collaboration. The key elements — strong and accountable leadership coupled with strategic partnerships — create a framework where social equity can advance, leaving a lasting impact on projects and communities alike.

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Supporting a better environment through design

ArchTam designed the arena with natural ventilation and to be fully electric with enough battery and solar energy to power an entire basketball game or concert. The site was planned to engage the community through an expansive plaza appropriately scaled and offering a gathering place for events as well as pre-game functions. With a commitment to annual monitoring of greenhouse gas emissions and transportation impacts, the project aims to drive broader community transformation to a low carbon future. Intuit Dome will also feature a comprehensive waste reduction program and extensive plans to improve regional air quality.

The Clippers organization is one of the most philanthropic sports organizations in the U.S. and is devoted to being a good neighbor both on and off the court — a passion that is ingrained in the team’s culture and championed by its leadership. Its commitment includes adding a founding sustainability partner, Aspiration.

Building a vibrant local economy

The Intuit Dome project serves as a once-in-a-lifetime opportunity to transform land that sits directly underneath the LAX flight path and is unsuitable for housing into a vibrant source of community pride and an economic engine. The arena will contribute to the renaissance that is unfolding in the City of Inglewood by creating thousands of full- and part-time construction jobs and more permanent full and part-time jobs when the complex opens. Local hire goals through the ArchTam Hunt/Turner Joint Venture are in place to help fill at least 30 percent of the construction jobs and at least 35 percent of arena operation jobs with local area residents.

Intuit Dome is expected to generate an estimated US$260 million in annual economic activity for the City of Inglewood. These funds will help support vital city services such as parks, libraries, and police and fire stations, as well as other community-focused services. These benefits will have a lasting impact on the City of Inglewood, as they represent the largest commitment to community improvements in connection to a sports or entertainment venue in the state of California.

Supporting a stronger community

Intuit Dome comes with a community benefits package worth an unprecedented US$100 million to benefit the local community. The majority of the funds are dedicated to affordable housing, and the commitment also includes funds for youth and family programs that will help provide student scholarships, after-school programs, library upgrades and services for senior citizens.

Through design and construction, Social Infrastructure at ArchTam works with clients to support communities and build a better world.

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Jon Niemuth is our Director of Sports for the Americas. Inspired by his passion for large-scale projects, Jon went on to achieve a dual degree in architecture and urban design and urban policy planning from the University of Wisconsin-Milwaukee, before starting his transformational career.

How do you believe sports infrastructure creates opportunities for social inclusion?

As the industry around sports infrastructure has developed, we have witnessed a huge new generation of vibrant careers that are open to everyone. This includes broadcast technicians, franchisors, performers, and so many more. It’s great to see the increase in scholarships creating accessible career opportunities for people from underprivileged communities to get into the industry.

Beyond jobs, fan social inclusion has historically been a key issue as sports infrastructure has tended to focus on VIP customers, with high ticket prices and transport limitations also keeping sports infrastructure inaccessible. But now technology has started to break down these barriers with the introduction of streaming services and affordable data plans that allow more individuals to follow a team and be part of a more socially inclusive fan community.

In the United States we are increasingly seeing the reintroduction of major venues into urban cores, drawing populations back into these neighborhoods from all across this more inclusive fan community. It isn’t just about mitigating negative impacts on the community, but about exploring opportunities to give back and leave an area better than when it was found.

How do you envision the future of sports infrastructure being a year-round inclusive community asset?

I believe we are coming to a key generational moment for the future of sports infrastructure. For so long, we were only thinking of the sports purpose, but the next generation is using creativity and innovation to reenvisage sports infrastructure as an all-year-round inclusive community asset. It’s a balance of understanding the fit-for-purpose elements, which will have limited uses, and looking wider at other areas which could be used for community activities.

We are witnessing individuals and key stakeholders understanding the conversation more and challenging owners and designers to do better. It is an exciting time, and I’m optimistic the future will lead to many more multi-purpose, community-focused sports projects.

Tell us about a project that has made a difference in your local community.

A meaningful example for me is the redevelopment of Kansas City’s sports arena. The arena was repositioned into the core of Kansas City, creating momentum and bringing energy back around downtown. This drew different people from all over the city back downtown to explore the new facilities. Over the past 25 years Kansas City has completely transformed because the arena served as a catalyst for a whole series of live, work, play investments. It is phenomenal to witness sports and entertainment investments heal a city, especially in my local community.

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Bill Hanway is our Global Social Infrastructure lead. In his 25+ years at ArchTam, Bill has brought transformative urban regeneration projects to life, often through the lens of major sports events. Highlights include the London 2012 Olympic and Paralympic Games, Rio de Janerio Olympics and Paralympic Games, as well as advising the Tokyo Metropolitan Government on the Tokyo 2020 Games. He currently leads our team for the Los Angeles 2028 Olympic and Paralympic Games Plan.

How can Social Infrastructure help reduce disparity between communities?

An excellent example is the Golden One Center in Sacramento, California. The downtown core of Sacramento was really struggling, lacking a sense of community and economic opportunities for people. Creating this important piece of social infrastructure here brought citizens back downtown, and we’ve seen total regeneration around the Center that has helped reduce the disparity between this community and the rest of Sacramento.

It’s one thing to deliver a major sports project like the Golden One Center, but I like to think we have the scale, innovation, skills and values that have made it so much more. Solutions for broader regeneration and social value can be developed right from the concept stage, whether we’re looking at a single project or a wider regeneration strategy.

Has creating long-term value for communities become a priority when developing infrastructure?

There is certainly an increasing awareness of the long-term value that can be created by engaging with local stakeholders and the wider community for everyone involved in developing infrastructure. It’s not good enough to develop an isolated plan or avoid the direct needs and challenges of local communities. I believe that’s going to be a driving force when it comes to creating social equity moving forward. You’re no longer just doing a project, but also looking at the context in which you’re building to leave a sustainable legacy for generations to come.

Tell us about a project that has been a personal career highlight and how it impacted the community. My personal highlight is the London 2012 Olympic and Paralympic Games. We worked on this project for 10 years, from its origins, to the games, through to the legacy delivery. When we started, the area surrounding Stratford in London was an industrial wasteland with no public open space. To witness the transformation over time, attend the opening ceremonies, and experience people enjoying the new amenities was incredible. Later, I got to watch my own children move to the East End to enjoy the success of that labor. It’s truly rewarding to see that momentum carried through to the community that continues to thrive there.

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