The success of local government unitarisation will depend on radical transparency and a ‘reset’ of the relationship between the public and private sectors, according to a panel of regional leaders.

At a roundtable hosted by Pulse Consult in Birmingham, experts across the built environment argued that while the transition to unitary authorities presents significant structural challenges, it also offers a unique opportunity to streamline delivery and unlock regional growth through better collaboration.

The move reflects a broader national trend toward consolidating multi-tier councils into single, large-scale unitary authorities to drive efficiency – a shift that is currently reshaping the procurement and planning landscape across Warwickshire, Surrey and the East of England.

Tony Perks, deputy chief executive at Stratford-on-Avon District Council, noted that the move toward single-tier governance could bridge traditional divides. He said: “A unitary council brings highways and planning into the same room. This creates the opportunity to focus on outcomes and deliver joined-up development and infrastructure to meet public needs.”

The discussion highlighted that market confidence is currently the most valuable currency. Ian Courts, former deputy leader of Solihull Council, emphasised that maintaining momentum is vital for the region’s economic health.

He said: “We need to create a platform for stability and funding that is immune to political change. Whether it is growth or day-to-day services, the priority must be on delivering for the public and sorting the wheat from the chaff. We need ‘fixers’ to provide the glue that ensures continuity during this transition.”

Eleanor Deeley, joint managing director of Deeley Group, agreed that clarity on long-term goals is essential to keep investment within the region. She said: “We need a ‘North Star’ – that clarity on the end goal so the private sector can commit. It’s about people and relationships; we need the simplicity to keep the wheels turning.”

Addressing the ‘paralysis of fear’ often associated with major policy shifts, Adam Frankling, commercial director at Eos Interiors, suggested that unitarisation could be the catalyst for a cultural shift. He said: “This is an opportunity to reset the culture and measure success on what we actually complete, not just what we start.”

Ian Courts further highlighted that the West Midlands has already proven the value of a unified front. He added: “Collaboration has been excellent when we focus on the greater good of the region. The private sector focuses on delivery – ‘what is the project and what is the outcome?’ We need to mirror that focus to ensure business as usual remains the priority.”

The panel concluded that the transition period – expected to span the next 24 months – must be managed with “glue rather than ego,” ensuring that new structures do not hinder existing projects. Faye Dolan, framework director at Procure Partnerships Framework, noted that safe spaces for public-private dialogue are already helping to “unlock nervousness” around new legislation like the Procurement Act.

She said: “There is often a nervousness to engage with the private sector too early, or sometimes no engagement at all. We are already seeing the value in creating safe spaces to compare notes on what works. By reinstating confidence and educating the market, we ensure that people don’t lose faith in the marketplace during times of change.”

The conversation was further shaped by specialist insights from Rob Andrews of Warwickshire Property Development Group on de-risking delivery, David Brooks of Bond Bryan on the evolving impact of the Building Safety Act, and Tim Colles of SLR Consulting on the integration of transport planning within new regional frameworks.

Graham Black, board director at Pulse Consult, closed the session by highlighting the necessity of a programmatic approach to development. “We need to build on these relationships and continue the conversation. The next two years are critical. By working together to de-risk projects now, we ensure that the benefits of unitarisation are felt by the communities we serve much sooner.”

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