With new housing targets and mounting infrastructure pressure, local authorities are rethinking delivery. A pioneering partnership in Cornwall proves that public procurement can drive local economic resilience when aligned with clear, place-based objectives.
By James Beckly, Senior Partner, Ward Williams
Local authorities are under renewed pressure to build, fast. But delivering new homes and infrastructure at scale shouldn’t come at the expense of community value. The question is no longer just about how much we build, but what kind of legacy that investment leaves behind.
Between 2019 and 2025, Cornwall Council delivered more than £500 million of capital projects across housing, education, transport and regeneration. The real achievement, though, was how that investment stayed in the region. Through the Built Environment Professional Services (BEPS) framework, delivered via a joint venture between Mace and Ward Williams (MWJV), Cornwall embedded social and economic impact into the heart of its capital programme.
The outcomes were significant. The model created 242 local jobs, supported 27 apprenticeships, reached over 8,000 students through careers outreach and generated £128.1 million in social and economic value. Nearly 70% of spending was channelled through Cornwall-based micro, small and medium-sized businesses.
So how was this achieved, and what can others learn?
Begin with vision, not procurement mechanics
MWJV was created in response to the council’s vision for the BEPS Framework.
Cornwall Council’s commissioning approach went far beyond technical procurement. It started with a clear vision: strengthen local capacity, retain investment and create long-term regional value. That ambition wasn’t a policy footnote, it was central to the framework’s design.
The Council explicitly prioritised regional outcomes and collaborative delivery. Bidders were expected to show more than value for money. They needed to demonstrate a commitment to Cornwall’s future.
This strategy laid the foundation for a different kind of joint venture, one that integrated national expertise with local accountability.
Prioritise alignment over affiliation
The success of the Cornwall joint venture wasn’t just structural, it was cultural. Shared values, a commitment to public service, and a common focus on low-carbon, inclusive delivery created cohesion from the outset.
Organisational logos mattered less than shared objectives. Teams worked as one. Delivery staff wore the same badge. Decision-making was decentralised and fast. Challenges were addressed early, without finger-pointing.
Too often, procurement selects for capability and price. Councils should ask different questions: Will these teams act with shared purpose? Will they embed themselves locally? Can they collaborate under pressure?
Design frameworks that grow regional supply chains
The six-year duration of the BEPS framework enabled consistent teams and long-term partnerships. That continuity made it possible to invest in regional supply chains – not as a compliance exercise, but as a strategic priority.
From day one, the joint venture made local SME engagement a performance goal. Thirteen regional delivery partners, including architects, engineers and surveyors, played central roles across the programme. Many grew significantly in size and capability as a direct result.
This wasn’t about subcontracting. It was co-delivery, mentoring and mutual development. The Council helped create an ecosystem that is resilient, skilled, and able to take on future work.
Make social value a live metric
Social value targets weren’t abstract or retrospective. Every project reported against specific goals using the CITB Employment and Skills Plan. These included job creation, training, apprenticeships, and outreach.
The outcomes were clear. Design and consultancy contracts alone generated £42.6 million in local spend. Over 230 individuals received accredited training. Hundreds of career and education events supported local talent pipelines.
Teams were expected to meet these targets and had the freedom to innovate in how they did it.
Focus on culture to achieve consistency
Culture drove delivery. Joint leadership structures empowered local teams. Accountability was collective. Problems were solved within the project, not escalated up contractual chains.
This kind of delivery culture rarely emerges from rigid procurement. It’s enabled by shared leadership, clarity of purpose and a structure that rewards collaboration. Cornwall showed how these ingredients deliver stronger outcomes.
A repeatable model for real-world outcomes
Cornwall’s experience offers more than a one-off success. It’s a proven model for delivering capital programmes that achieve measurable community benefit. And as the government pushes forward on housing targets, place-led delivery frameworks like BEPS will become more important, not less.
Councils have powerful levers at their disposal. By setting strategic goals upfront, shaping frameworks around regional value, and selecting partners who understand place-making, they can shape not just what gets built but who gains from the investment.
This is planning in its most practical form. It’s not about outputs, it’s about outcomes. And it’s where the future of our profession lies.