The Blueprint for Growth: Adapting, Aligning and Delivering in a New Reality

There was broad agreement that Greater Manchester and the wider North West are performing strongly. Investment is flowing, governance is working effectively, and the region continues to lead outside London. As Rachel Poole highlighted, there is much to be positive about in terms of direction and intent.

However, the panel was equally clear that growth alone is not the challenge. As Angela Mansell noted: “Too many schemes only work in perfect conditions, and we don’t have that anymore.” That observation cuts to the heart of the issue.

Viability is tighter, margins for error are smaller, and projects are increasingly exposed to risk. In that environment, ambition must be grounded in realism. Which led to a simple but powerful reframing of the conversation: “Good growth is deliverable growth.” This is not about the scale of opportunity or the strength of the pipeline. It is about whether projects can realistically move from concept to completion. That requires a shift in mindset and one that brings delivery considerations into the earliest stages of planning and design.

A recurring frustration, raised particularly from a developer perspective, is that projects are still too often shaped around planning approval rather than practical delivery. This disconnect introduces inefficiencies, increases cost, and can ultimately stall progress.

Rachel Poole reinforced this from a planning standpoint, acknowledging both the intent and the complexity of the current system. Lengthy pre-application processes, significant documentation requirements, and resource constraints across local authorities and statutory consultees all contribute to delays. More effective early engagement and better alignment across stakeholders were seen as essential to improving outcomes.

Alongside this, the skills challenge remains a critical issue, but not in isolation. Michele Steel positioned this as a pipeline-and-perception challenge as much as a shortage. Whilst initiatives such as the Greater Manchester Regeneration Skills Academy are making progress, awareness remains limited and engagement from employers is inconsistent. There is also a need for the industry to better connect with younger audiences, particularly through platforms where they are already active.

Finally, sustainability was framed by Peter Bartley as a long-term responsibility that must be embedded from the outset. Whilst cost pressures are real, the consequences of short-term decision-making are becoming increasingly significant. A whole-life approach to value rather than a focus on upfront cost is essential if projects are to perform effectively over time.

Taken together, the discussion painted a clear and balanced picture. The opportunity for growth is real, and in many cases already underway. But the conditions for delivery have changed. The challenge now is not whether growth can happen, but how it is delivered in a way that is
realistic, resilient, and aligned across the industry.

Looking Ahead

The conversation made one thing clear: the ambition for growth is not in question. What matters now is how that growth is delivered through better alignment, stronger collaboration, and a more realistic, joined-up approach across the industry.

Over the coming weeks, we will explore each of these themes in more detail, from planning and delivery to skills, sustainability, and innovation, building a clearer picture of what a true “Blueprint for Growth” looks like in practice.