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properties, £15,000 would only allow us to tackle certain walls. It’s not enough for a PAS 2035-aligned whole building approach.” For public sector building stock,
however, Ying believes government funding matched with private investment moving forwards. Revenue-based models could also be Chris Paul: “Some contracting authorities are using initiatives like energy-as-a-service or comfort charges to help fund delivery and avoid stalling for the next government grant.” He adds that the sector must drum up
more excitement around the scale of the public estate to spark interest, attract private investors and diversify funding combining grants, private capital, and revenue models will aid supply chain visibility and pipeline certainty, Chris argues, and enable local authorities to optimise grant windows, rather than rely on them. Tackling silos and boosting collaboration Current planning, procurement and funding routes also present a number of delivery and resourcing risks that must be overcome if we’re to build argues Darren Clarke, senior partner
“Delivery is too often approached in silos, and without forward visibility, the sector risks repeating past mistakes, as seen in the collapse of several MMC due to a lack of pipeline certainty.”
by the sector’s fragmented delivery, he argues, with multiple layers of contractors and complex supply chains increasing costs, extending timelines, and compromising quality. Contracting routes, like construction management would offer greater value to the client, he says. “We’ve seen good practice across various health and education programmes that have created alliances, bringing large contractors and skilled SMEs together to contribute outcome.” “Aggregation and collaboration are
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supply chain and a consistent pipeline. We need to incentivise contractors and of their experience – what has and hasn’t worked. We’re facing a huge challenge to decarbonise 75% of public sector buildings by 2037, and we won’t get there unless we work together.” He adds: “The challenge demands the sector to address the critical talent shortage, and treat skills and capacity
as part of the infrastructure, not an afterthought.” Building for the long term The shift from PSDS to integrated funding marks a pivotal moment for certainty of ringfenced capital but driven models that enable earlier engagement – if the sector can seize the opportunity. At the heart of the challenge is the need to build robust delivery models that don’t rely on one-off capital including private investment and revenue-based models, are likely to take a bigger role, bridging gaps between government grants and helping and strategic in how it approaches public funding. To meet ambitious decarbonisation
targets, local authorities, contractors, advisors, and others across the industry must come together to fragmented delivery toward holistic, whole-building solutions. Only through collaboration, access to skills, smarter funding, and streamlined delivery can
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