SCAPE’s roundtable: The importance of collaborative partnerships for long-term gain

In February, SCAPE partnered with Business South to facilitate a lively conversation about the Solent and Central South’s most pressing requirements. Shaped by our Charter for Change, the comprehensive set of policy recommendations we published in the run up to the election, the discussion looked at what the region needs to support the nation in meeting its ambitious housing, transport and infrastructure pledges.

The roundtable, chaired by Caroline Compton-James, Deputy Chief Executive at SCAPE, brought together leaders from Basingstoke and Deane Borough Council, BCP Council, Southampton City Council, Havant Borough Council, Portsmouth City Council, Savills and industry representatives from Morgan Sindall Construction, Balfour Beatty and Kier Places.

One of the key challenges to growth and development discussed was that of local travel and connectivity. Quality public transport is a vital component of successful housing delivery, but it requires a substantial investment – both financially and from the community. And although Southampton currently ranks fourth outside of London for bus use, the current public transport system in the wider region lacks the necessary reliability, regularity, and connectivity to meet people's needs, resulting in a preference for car travel. Voices around the table agreed that building confidence among residents about upcoming connectivity and reliable public transport systems is paramount. Improved communication from local and central government about the benefits of public transport and behavioural changes towards travel are essential.

There are positive steps being taken here: Network Rail's ongoing work to connect sub-regions in the South can unlock the untapped potential of smaller, local stations, promoting a shift from driving to local transport.

Initiatives like green bus lanes and mass transit plans can transform public transport systems, but a joined-up approach is currently missing. Collaborative efforts among councils can enhance infrastructure by ensuring accessible, interlinked, and cost-effective bus routes. Investment in regional links and a clearer vision through collaboration are crucial. To this aim, utilising water networks for public transport was discussed – this would certainly help unlock deprived areas. Local MPs are evaluating its viability, but significant controls are necessary for success.

Effective collaboration between public and private sectors is a core recommendation in our Charter for Change, and the discussion round the table agreed that it is vital for cost-effective and maintainable infrastructure projects in the South. Expertise in delivering complex infrastructure predominantly lies in the private sector, making collaboration essential.

There was strong agreement on the importance of long-term, sustained partnership to ensure a successful exchange of knowledge, and the need for transparency from councils on pipeline to allow contractors to prepare. But how can we achieve this? Early collaboration is one solution: ensuring that timelines, requirements, and needs are considered, while also identifying pain points and putting suitable project teams in place for smooth transitions.

One local authority present also platformed the importance of thorough communication within organisations, bringing all teams along on the development journey. Not only can this help attract investors, it also avoids the pitfalls of siloed approaches – such as delays due to policy or project element miscommunication.

SCAPE also identified the need for better liaison between central and local government around priorities, budgets and strategy in our Charter for Change, a sentiment that was echoed in this discussion. Some voices called for the reinstation of the Government Officer position or similar in order to bridge the gap between local authorities and Westminster.

The Construction Industry Training Board (CITB) estimates that 251,000 skilled workers are needed by 2028 to meet construction trade requirements. As the industry strives to meet its targets in sustainability like decarbonisation, there is a rising demand for new skills to achieve this. Our Charter identifies the importance of apprenticeships in rising to this challenge, and amongst participants there was a shared sense that in order to make the most out of these opportunities, continuity and long-term job prospects is crucial. Early engagement on large projects provides timelines for resource training, ensuring job longevity and a long-term legacy plan.

Social value must be viewed as a long-term commitment, with local authorities challenging the private sector to understand and meet community needs. Working with a Gold Standard procurement partner such as SCAPE can help with this. Here, the need for public-private collaboration was stressed again as a way to develop a comprehensive strategy for skills nurturing. As with all things, knowledge sharing and mutual understanding between public and private sectors can only be a good thing for the region.

A huge thank you to our participants for their time, energy and ideas on how to unlock growth and opportunities in the South. It’s been enormously valuable for SCAPE to get a sense of what’s needed to get Britain building again (and well) on our Charter for Change campaign, and we’re looking forward to our next stop in the Midlands to get a full picture.