星空传媒

The government has made a strong start over the past year, putting construction at the centre of its mission for economic growth and making significant progress on investment and policy. Now, the focus must shift to delivery and turn promising commitments into lasting growth, both locally and nationally.

Pledges to build 1.5 million homes over five years, make substantial investment in infrastructure and reform the planning system are clear indicators of intent, while announcements such as the reinstatement of the chief construction adviser and a new national construction upskilling programme align with industry recommendations.

>> Also read: A year after the general election, what progress are we making towards 15 million homes?

>> Also read: Planning reform and housing delivery in the year ahead: a lot to do but the signs are promising

However, as highlighted in SCAPE鈥檚 recent A Year of Change: Public Good, Public 星空传媒 report, the diverse challenges and unique priorities of regions across the UK demand a far more localised approach to how public projects are conceived, funded and delivered, ensuring that these national ambitions translate effectively on the ground.

The notion of a 鈥渙ne size fits all鈥� approach has long been a convenient, if often misguided, ideal in policy-making. While it promises efficiency and simplicity, the reality, particularly in the complex landscape of public sector procurement and the built environment, is very different.

A blanket approach to procurement risks overlooking the bespoke upskilling required for specific regional projects, leading to delays, inefficiencies and increased costs

Ambitions to build more homes or invest in green energy may be shared across the UK, but the path to achieving them must be paved with regional understanding. Each area has its own distinct economic drivers, infrastructure requirements and skills gaps.

For instance, West Yorkshire鈥檚 focus on regenerating brownfield sites for logistics infrastructure stands in contrast to the pressing housing needs in the South. Similarly, Wales鈥檚 major energy infrastructure projects, such as the Aberthaw Power Station redevelopment, require a greater emphasis on sustainability expertise.

Understanding this regional divergence is fundamental to effective delivery. National policies, however well-intentioned, often struggle to account for these granular differences. A blanket approach to procurement risks overlooking the bespoke upskilling required for specific regional projects, leading to delays, inefficiencies and increased costs.

The 拢600m committed to construction skills 鈥� a welcome national initiative 鈥� will only realise its full potential if it is applied flexibly to develop the skillsets needed in individual regions. This means moving beyond generic training programmes to cultivate expertise in areas such as fusion energy in the East Midlands or advanced transport solutions in the Central South.

As highlighted in our report, part of the solution lies in empowering local government. Devolving greater power, trust and transparency from central government to local authorities is not just a matter of administrative convenience, it is vital for effective public good.

Councils are uniquely positioned to understand the specific needs of their communities. They know their brownfield land, transport bottlenecks and critical infrastructure requirements better than anyone in Westminster.

When local leaders are given greater control over funding and development decisions, they can tailor procurement strategies to address these specific challenges, delivering more relevant and impactful outcomes.

Local control can also enable us to shift from an inefficient, project-by-project approach to a more strategic, programme-focused delivery model. Facilitated by greater regional autonomy, this would provide clearer visibility of the project pipeline, allowing for better alignment of government targets with regional talent development.

Taking a programme view also enables the retention of skilled workers for longer periods and leads to more meaningful apprenticeship opportunities, moving beyond short-term fixes to build sustainable local workforces.

Central government commitments have set the direction, but now regional insights must dictate the most effective route

Collaboration is another vital component of this tailored approach. Public-private partnerships, when initiated early in a project鈥檚 lifecycle, facilitate knowledge sharing, maximise efficiencies and avoid risk.

Examples such Arc Partnership, a joint venture between SCAPE and Nottinghamshire County Council, demonstrate how such partnerships can drive sustainable regeneration and asset management at a local level. Moreover, inter-local authority collaboration, where regions join forces to review pipelines and workloads, can lead to more strategic and streamlined spending.

Central government commitments have set the direction, but now regional insights must dictate the most effective route. The ambition to deliver major infrastructure, build homes and invest in green energy may be strong, but the success of these activities relies on recognising that there is no universal blueprint for procurement.

Mark Robinson is the group chief executive at Scape