David Atkinson, National Head of Land and Development at Willmott Dixon, believes lessons from the past in prioritising social infrastructure, can help to drive local and regional regeneration in our towns and cities.

How do we create a thriving tomorrow built today? A recent report from the Bennett Institute for Public Policy1 found that successful places rely not only on homes, but also on essential community facilities that foster interaction and connectivity.

In 2024, the Labour Government announced an initiative to develop ‘the next generation of new towns’, inspired by the New Towns programme, with its three phases between 1946 and 1970. Lessons from this reveal that timely investment and planning for social infrastructure are crucial for long-term sustainability.

To deliver successful growth in the regeneration of our towns and cities this same sentiment is true; social infrastructure has to be prioritised at the outset of any construction or regeneration project, to set it up for the best chance of long-term success.

What do we mean by social infrastructure?

It’s the spaces that bring people together, support wellbeing, and create opportunities – hospitals, schools, universities, transport hubs, high streets and more. Together, they create the ecosystems that nurture people through every stage of life.

There is always a balance, and we can’t take all of our lessons from the past. We need to consider recent learning and trends around changing demands and an increasing pace of change, responding to this with the creation of flexible, multi-purpose spaces that can evolve with community needs.

Regeneration must also recognise the critical role that property plays in driving sustainability and accelerating the transition to net zero across the UK, to lead the way in sustainable real estate.

When considered alongside recent progress towards devolution, greater freedom for the public sector promotes the opportunity for decision-makers to think differently about how they re-purpose buildings and estates, including public-private partnerships that can help to unlock their projects.

Public and private sector collaboration driving regional growth

This topic will feature across several sessions we’re hosting and participating in at UKREiiF this year, including the Government Property Forum with Office of Government Property, where we’ll discuss how the public and private sectors have a shared opportunity to drive regional growth by working together effectively.

This builds on discussions at UKREiiF in previous years, reiterating the event’s key role in driving transformative investment and regeneration. It’s also the foundation of our approach at Willmott Dixon, which revolves around the power of partnerships and a shared vision.

Challenges continue to be faced by local authorities, compounded by funding constraints and resource limitations, underscoring the importance in bridging the capability gap. By leveraging private investment, expertise, and our national network, we’re currently developing 2,000+ homes along with associated social infrastructure, to help our customers to realise their aspirations.

Our journey reflects a broader narrative of transformation and growth. This is exemplified by our partnership with Torbay Council and Milligan – formed at UKREiiF 2023 – and current collaborations. The path continues to be one of collective endeavour to realising the full potential of our towns and cities.

David Atkinson, our National Head of Land and Development, believes that by prioritising social infrastructure, we can drive meaningful regeneration that improves lives, creates opportunities and strengthens local economies.

A recent report from the Bennett Institute for Public Policy found that successful places rely not only on homes but also on essential community facilities that connect people, support wellbeing and provide economic opportunities. From university campuses and schools to healthcare facilities, transport interchanges and public spaces, social infrastructure plays a critical role in making regions, towns and cities thrive.
What is meant by social infrastructure?

Social infrastructure refers to the services and spaces that shape our everyday lives; hospitals that provide vital healthcare, schools and universities that equip people with skills for the future, transport networks that keep communities connected, and high streets that serve as social and economic hubs. They are essential for ensuring that regeneration creates meaningful value.

Any regeneration must address modern challenges – from rapid technological advancements to evolving community needs. Spaces have to be flexible and multi-purpose, so that they can evolve over time, and ensure investments deliver value for future generations. Empowering local decision-making is a vital aspect of achieving this.
Devolution: empowering local decision-making for better outcomes

With growing momentum towards devolution across the UK, local and regional authorities are gaining greater autonomy to shape their own futures. It presents them with the opportunity to plan, invest and deliver infrastructure that directly responds to local and regional needs and priorities, rather than taking a one-size-fits-all approach. However, realising the full potential of devolution often requires local government and private sector collaboration.

Public and private sector collaboration to support local and regional regeneration

Public-private partnerships (PPPs) play a crucial role in regeneration, with the public sector bringing long-term vision, regulatory oversight and community focused objectives, and the private sector contributing investment, innovation and operational expertise. These partnerships accelerate the pace of regeneration, unlock funding opportunities and ensure that projects are both financially viable and aligned with community needs.

Stockport Interchange stands as a powerful example of how PPPs can drive transformative urban regeneration. It has delivered far more than improved transport infrastructure; it created a vibrant gateway to the town and region, enhancing connectivity for residents and visitors while supporting local economic growth. This development has been integral in revitalising Stockport, attracting investment and setting a new benchmark for future town centre regeneration, demonstrating the benefits of well-executed partnerships.

For such partnerships to succeed, a shared vision, clear governance and strong stakeholder engagement are essential. By creating transparent relationships between local authorities, developers, and community groups, PPPs can drive lasting positive change, ensuring towns and cities remain dynamic and inclusive.

Delivering a future that works for everyone

Prioritising social infrastructure is a fundamental part of creating places where people can thrive. By learning from the past, embracing devolution and creating strong public-private partnerships, communities can be built that are economically resilient, socially inclusive and future-ready.

Regeneration isn’t just about bricks and mortar – it’s about people.

With the English Devolution and Community Empowerment Bill expected later this year, David Atkinson, our National Head of Land and Development, reflects on the impact of devolution and local government reorganisation, highlighting the opportunities and collaboration it will require.

The Bill will bring an end to the traditional two-tier County and District local government structure in most of England. While some areas have already moved away from this model – replacing it with a patchwork of Unitary and Combined Authorities (some with elected mayors) – this Bill aims to standardise local governance with a new two-tier system.

The new structure will include:

Combined Authorities at the top tier, covering populations of around 1.5 million (or possibly fewer in some cases). These will have strategic responsibilities such as housing, transport, planning, environment, and economic development at a regional level.

Unitary Authorities at the lower tier, serving populations of about 500,000 (or possibly fewer in some cases). These will take on the full responsibilities currently held by District Councils (including homelessness) plus key County Council duties like adult and children’s social care.

One of the important things to note is how responsibilities will be divided. For example, Combined Authorities will set the housing strategy across a wider region, but Unitary Authorities will deliver the local housing plans and handle individual planning permissions. This model mirrors existing arrangements in places like London and Greater Manchester, where multiple layers of local governance work in tandem.

Unitary Authorities remain directly elected, but Combined Authorities are currently run by representatives of their constituent councils. The Government aims for all Combined Authorities to have elected mayors, unlocking access to devolved powers and funding.

Overall, the number of authorities will shrink – from over 330 now to roughly 200 in the future – representing a major transformation of local government in England.

What does this mean from a land and development perspective? Existing contracts will transfer to successor authorities, and transitional Shadow Authorities – made up of representatives from current councils – will manage decisions during the changeover. This period will likely bring some uncertainty, with staff and contacts moving around or potentially leaving the sector.

The reshaping of local government should increase opportunity. For instance, councils approaching reorganisation may accelerate projects to leave a positive legacy. New funding streams might flow directly to Combined Authorities, especially for brownfield developments. Mayoral Combined Authorities may also look to expand regeneration tools such as Mayoral Development Corporations – an approach that has supported flagship projects like Stockport Interchange.

It’s clear this period will require patience and adaptability. Historically, it takes around three years post-reorganisation for new authorities to fully bed in their strategies and functions. The transition period will likely extend to around 2030 before the new structures settle completely.

As local government evolves, staying connected with emerging authorities and understanding how these changes may influence land development and project delivery can help partners navigate this period of transition. The coming years will be an important time as authorities build new relationships and set their priorities.

I look forward to following this journey and continuing to support local government and partners as these reforms take shape. By this time next year, we should have a clearer picture of the new authority boundaries.

David Atkinson, our National Head of Land and Development, recently joined a panel of regeneration leaders at UKREiiF to explore how town centres can be reimagined to meet today’s social, economic, and environmental challenges.

What emerged from the discussion was a clear consensus: successful town centre regeneration is no longer about single-use spaces or retail-led strategies. It’s about creating diverse, inclusive, and future-ready places where people can live, work, learn and thrive.

Across a range of regions, local leaders shared how they’re shifting from transactional to transformational thinking. Shelley Kipling from Oldham Council spoke about how they are coming towards the end of a £300m investment strategy. They are turning a tired shopping centre into a vibrant mix of offices and spaces for entrepreneurialism, social enterprise and events, along with a new home for their market. They are all spaces for businesses and communities.

Communities was a theme echoed throughout the conversation. As Shelley explained, she once met a young care leaver working on a Willmott Dixon site in Oldham through an apprenticeship. He spoke to me about the work happening around the town centre, his memories of that place, and how proud he was to be part of its future. To me, it’s that. It’s the people’s stories. It’s the driving of civic pride. It’s the reconnecting people.

Matt O’Neill from Barnsley Council described how a proactive approach has laid the foundations for future private investment. Their Glassworks development has already transformed the town centre and now they’ve gone a step further. “If you were building hospitals today, you wouldn’t put them a mile from the city centre – you’d put them right in the middle,” he said. “We’ve signed a deal with the NHS to relocate a huge proportion of outpatient services into the new centre, with a major health and wellbeing hub on the upper floor and the best of the retail on the ground. It’s a mixed economy model – with future opportunities in hotel, commercial and office – but it’s only possible because we were willing to be interventionist early on.”

At Willmott Dixon, we see regeneration as more than just construction – it’s about building long-term, place-based partnerships with local authorities. We’re developing plans for regeneration that bring together housing, culture, education, and leisure in ways that are tailored to the local context and community needs.

Similarly, Matthew Gladstone – CEO of Peterborough City Council, shared how the city’s new university is acting as a catalyst for inclusive growth and social mobility.

The funding challenge does however remains front and centre. Nazeya Hussain from London Borough of Croydon highlighted low infrastructure costs and land values are stalling progress, even in well-connected areas. “Developers want to move forward but can’t afford to,” she said. There was strong agreement that institutional funding needs to become more flexible – moving away from siloed pots towards more integrated, outcome-focused regeneration finance. That’s why new models of PPPs (public-private partnerships), and better use of devolved funding, are critical. Many are looking to places like Stockport, where long-term planning has helped attract major private investment.

Stockport is a standout example of where years of local authority-led groundwork have created the conditions for significant private investment – not just financially, but socially too. As Paul Richards from Stockport Council reflected, “The best partnerships happen when councils are clear about the difference they want to make – right down to the street level.” In Stockport, that’s meant regeneration with purpose, focused on long-term outcomes and rooted in the needs of the community.

What struck me throughout the discussion was the balance between pragmatism and vision. Our panellists were clear about the realities of delivery but remain ambitious. They understand that regeneration is political, emotional and complex – but also deeply personal to the communities they serve.

Ultimately, successful regeneration is about relationships and narrative. It’s about taking people on a journey and giving them something they can believe in. As I said during the session, we’re not just transforming physical spaces – we’re helping create places where people will make memories for decades to come.

That’s the responsibility – and the opportunity – of town centre regeneration. And it’s one we must embrace with urgency, empathy and unwavering focus.