A consultancy, a platform, a Mind Fitness app, one operating model

The whole system, as a network.

Every commissioner, programme, partner and beneficiary in the live work. Drag any node to rearrange, hover to highlight relationships, click for context. The graph relaxes itself, the way the work actually does.

Drag a node to move it. Scroll to zoom. Click a node for detail. R resets.

The case for alignment

Most public-funding flows for skills and social value are leaking. Coordinated programmes do not leak.

UK regeneration carries some of the strongest commitments and weakest follow-through in the world. The funding exists. The legal obligations exist. The workforce exists. What is usually missing is the layer that holds the four threads together. Here is the difference, with sources.

Without alignment, the cost of fragmentation

The system is leaking real money, real jobs, real lives.

£3.6 billion

UK Apprenticeship Levy collected from employers every year, with a significant share returned to the Treasury unspent or expiring at the 24-month deadline.

HMRC Apprenticeship Levy receipts; CIPD; FE Week reporting.

3.7×

The UK construction industry's suicide rate vs the national average. Roughly two construction workers take their own lives every working day.

Office for National Statistics; Mates in Mind; Lighthouse Construction Industry Charity.

40%

Share of UK carbon emissions attributable to the built environment, the regulated context every developer has to evidence ESG performance against.

UK Green Building Council.

326 councils

Local authorities in England issuing Section 106 deeds, most monitoring obligations in spreadsheets, with quarterly reports that arrive after the trigger has passed.

DLUHC; LGA monitoring practice surveys.

10 years

Typical post-completion period an end-use Schedule 7 obligation runs for, with most disappearing from active monitoring once the developer's primary contractor leaves site.

Standard S106 deed structure, council planning policy.

With alignment, the outcomes Storey programmes hit

Same money, same workforce, evidenced delivery.

2,123 jobs

Created through Oxford North to date, against an early forecast of half that. Local labour at 28% against a 15% Schedule 7 target.

Oxford North Employment Monitoring Report v3, cited by Oxford City Council.

100%

Schedule 7 obligations met or exceeded across reporting periods. Every clause discharged with evidence the council accepts on submission.

Oxford City Council sign-offs, 2022 to date.

61 apprenticeships

Created on Oxford North alone, across construction trades, surveying, project management and engineering. The pathway carries through to end-use occupation.

Oxford North monitoring report.

9 of 10 pilots

Live on the L&G Construction Wellbeing Programme via Ownminder. The first investor-led response to the construction mental-health crisis, operationally lightweight relative to project value.

Storey / L&G operational data; CCLA Q26 alignment.

Growing UK network

Partnerships with universities, FE colleges and skills providers connecting their pipelines to live construction demand, replacing duplicate spend with a single coordinated route to apprentices and end-users.

Live partner relationships, ongoing.

At national scale

If every London regeneration ran on this model.

The Storey numbers are real for the four programmes we operate. The exercise of imagining the same shape across the rest of the UK pipeline is grounded in published statistics from DLUHC, ONS and the GLA. The point is not the precise figure. The point is the order of magnitude.

1,200+

Active development projects across the 32 London boroughs.

Each carrying Schedule 7 employment and skills clauses. Each currently monitored, on average, by a single council officer for every dozen schemes.

GLA, London Plan delivery reporting; borough planning service workload audits.

~100,000

Additional apprenticeship starts the levy could fund per year if the unspent return rate dropped to single digits.

Apprenticeship Levy underspend is well documented. Coordination between levy-paying developers, the colleges that hold the qualifications and the contractors that need the workforce is the practical block. The platform layer removes it.

Derived from HMRC Apprenticeship Levy receipts and CIPD analysis of expiry rates.

~500 deaths

Annual UK construction-sector suicides. The number alignment cannot fix on its own, but cannot be allowed to keep being normal.

Mental-fitness programmes embedded in the supply-chain workflow (rather than treated as an HR welfare line item) are what shift the prevention curve. Ownminder is built specifically for this use case, with clinical input from Cognacity.

ONS Suicide in Construction statistics; Lighthouse Charity annual reports.

£multi-billion

UK adjacent regulated sectors with the same legal shape, ready for the same operating model.

Defence industrial offsets, energy community-benefit clauses, infrastructure local-labour requirements, public procurement social-value evidence (PPN 06/20, PPN 002). One platform, repeated by sector.

MoD industrial strategy publications; The Crown Commercial Service; National Audit Office reports on social value compliance.

What you are looking at

Six categories. One operating model.

The map above is a system map (qualitative, directional), not a causal loop diagram. The aim is to show where Storey sits in the network of clients, programmes, products, partners and the people the work is for. The data sections that follow show what the model actually produces, and what the absence of it costs.

01 · Convening

Conversations and reports that shape the strategy.

Speaking platforms (OBS2025, Snug Sessions), partnerships (Oxfordshire Inclusive Economy Partnership), the published thinking that feeds the work below.

02 · Commissioners

The developers and investors that commission the work.

Stanhope, Greystar, Derwent London, Legal & General. Each commissions a programme tied to a specific scheme or supply chain.

03 · Programmes

Live alignment programmes Storey runs.

Oxford North, Pearl Yard, Network and the L&G Construction Wellbeing Programme.

04 · Storey systems

The consultancy plus two product platforms.

The Storey alignment service is the human layer. Opportunity Platform is the digital infrastructure for S106 and procurement. Ownminder is the Mind Fitness platform.

05 · Delivery partners

The contractors, councils and charities executing on the ground.

Mace, Careys, Hill Group, Laing O'Rourke, Cognacity, Big Local Works, OxLEP, DWP, Camden Council, Oxford City Council, Southwark Council.

06 · The people the work is for

Residents, apprentices, SMEs, the workforce.

Local labour percentages, apprenticeship places, school engagements, supplier briefs, mental-health interventions. The point of all of it.

Want this on your scheme?

An alignment service that runs on the same model, every time.

The shape of the map repeats for every commissioner. The nodes change, the layers do not. The data sections above are the case for choosing to run a scheme this way.

Get in touch See the live programmes→