Leaders from local government and the private sector have said that the success of moving to unitary councils will depend on stronger collaboration, greater transparency, and a reset in how public and private organisations work together.
At a roundtable in Birmingham hosted by Pulse Consult, experts from across the built environment discussed the challenges and opportunities created by the shift to single-tier authorities. While the reorganisation presents structural difficulties, it is also seen as a chance to simplify delivery, improve coordination, and unlock regional growth.
This change reflects a broader national move toward consolidating multi-tier council systems into larger unitary authorities, particularly in areas such as Warwickshire, Surrey and parts of the East of England. The aim is to create more efficient governance and streamline planning and procurement processes.
Tony Perks of Stratford-on-Avon District Council highlighted that bringing services like highways and planning into one authority creates opportunities for more joined-up thinking. By aligning these functions, councils can focus more effectively on delivering development and infrastructure that meets public needs.
Maintaining market confidence was described as critical during the transition. Ian Courts stressed the importance of creating stability that can withstand political changes, noting that both growth and everyday services depend on consistent delivery. He also emphasised the need for experienced individuals to act as “fixers,” helping maintain continuity and ensure projects progress smoothly.
Eleanor Deeley pointed out that the private sector needs clear long-term direction in order to commit investment. Without a well-defined end goal, organisations may hesitate to engage. She emphasised the importance of strong relationships and simplicity in keeping projects moving forward.
Some speakers suggested that the changes could help shift working culture. Adam Frankling argued that the transition offers an opportunity to focus more on outcomes and completed work, rather than simply starting new initiatives without seeing them through.
There was also recognition that effective collaboration already exists when organisations prioritise the wider interests of the region. The private sector’s focus on delivery and outcomes was highlighted as something public bodies could mirror to maintain progress and ensure that day-to-day operations continue uninterrupted.
The transition period, expected to last around two years, was seen as a critical time. Participants stressed the need to prioritise cooperation over individual agendas, ensuring that new structures do not disrupt ongoing projects. Creating open and supportive environments for discussion between public and private sectors was identified as a practical way to reduce uncertainty and build trust.
Faye Dolan noted that early engagement and shared learning are helping to ease concerns around new legislation, including the Procurement Act. By increasing confidence and understanding within the market, stakeholders can prevent disruption and maintain momentum during the period of change.
Additional contributions focused on managing risk in development, adapting to evolving building safety regulations, and improving integration between transport planning and wider regional strategies.
The session concluded with a call for a coordinated, programme-led approach to development. By continuing to build relationships and address risks early, stakeholders can ensure that the benefits of unitarisation are delivered more quickly and effectively to communities.