by Iain McIlwee | 10 Mar, 2026 | Main News Feed
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]A consistent message was the need for full engagement across the supply chain and client bodies. Success will require an “all in it together” approach, with shared responsibility for driving change. The key areas identified for focus were:
- Pipelines
- Procurement
- Skills and training
- Planning
This Mission Statement also continues to champion the use of Project Bank Accounts (PBAs) to ensure fair and prompt payment across public sector construction supply chains. Planning challenges featured prominently in the discussion, with attendees noting recurring delays and capability concerns. Case studies are being gathered to help diagnose issues and inform future discussions with the planning policy team.
2. Pipelines – Visibility, Data Quality, and Client Engagement
Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
A consistent message was the need for full engagement across the supply chain and client bodies. Success will require an “all in it together” approach, with shared responsibility for driving change. The key areas identified for focus were:
- Pipelines
- Procurement
- Skills and training
- Planning
This Mission Statement also continues to champion the use of Project Bank Accounts (PBAs) to ensure fair and prompt payment across public sector construction supply chains. Planning challenges featured prominently in the discussion, with attendees noting recurring delays and capability concerns. Case studies are being gathered to help diagnose issues and inform future discussions with the planning policy team.
2. Pipelines – Visibility, Data Quality, and Client Engagement
Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
1. Mission Statement – Governance and Next Steps
A recently published industry–government Mission Statement formed the basis for early discussions. The Mission Statement recognises the importance of the sector to Wales and reaffirms a collaborative commitment to supporting a built environment sector that delivers value for Wales – economically, socially and environmentally.
The next phase of tihs work involves establishing a steering group and several Task & Finish groups to drive delivery. A strong theme emerged around governance: participants questioned whether existing models could be adopted rather than creating new structures, stressing the importance of clarity, continuity, and avoiding duplication.
A consistent message was the need for full engagement across the supply chain and client bodies. Success will require an “all in it together” approach, with shared responsibility for driving change. The key areas identified for focus were:
- Pipelines
- Procurement
- Skills and training
- Planning
This Mission Statement also continues to champion the use of Project Bank Accounts (PBAs) to ensure fair and prompt payment across public sector construction supply chains. Planning challenges featured prominently in the discussion, with attendees noting recurring delays and capability concerns. Case studies are being gathered to help diagnose issues and inform future discussions with the planning policy team.
2. Pipelines – Visibility, Data Quality, and Client Engagement
Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
1. Mission Statement – Governance and Next Steps
A recently published industry–government Mission Statement formed the basis for early discussions. The Mission Statement recognises the importance of the sector to Wales and reaffirms a collaborative commitment to supporting a built environment sector that delivers value for Wales – economically, socially and environmentally.
The next phase of tihs work involves establishing a steering group and several Task & Finish groups to drive delivery. A strong theme emerged around governance: participants questioned whether existing models could be adopted rather than creating new structures, stressing the importance of clarity, continuity, and avoiding duplication.
A consistent message was the need for full engagement across the supply chain and client bodies. Success will require an “all in it together” approach, with shared responsibility for driving change. The key areas identified for focus were:
- Pipelines
- Procurement
- Skills and training
- Planning
This Mission Statement also continues to champion the use of Project Bank Accounts (PBAs) to ensure fair and prompt payment across public sector construction supply chains. Planning challenges featured prominently in the discussion, with attendees noting recurring delays and capability concerns. Case studies are being gathered to help diagnose issues and inform future discussions with the planning policy team.
2. Pipelines – Visibility, Data Quality, and Client Engagement
Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
Last week (3rd March) FIS attended the Wales Industry Stakeholders Meeting. This year is a big one in the Principality with the Building Safety Regulations Wales coming into force in July (an FIS training course is currently being completed to support compliance) and the Assembley Elections in May.
The meeting opened with a reminder that the purpose of the session was to gather views from the construction sector to shape discussions of Welsh Construction Forum.
1. Mission Statement – Governance and Next Steps
A recently published industry–government Mission Statement formed the basis for early discussions. The Mission Statement recognises the importance of the sector to Wales and reaffirms a collaborative commitment to supporting a built environment sector that delivers value for Wales – economically, socially and environmentally.
The next phase of tihs work involves establishing a steering group and several Task & Finish groups to drive delivery. A strong theme emerged around governance: participants questioned whether existing models could be adopted rather than creating new structures, stressing the importance of clarity, continuity, and avoiding duplication.
A consistent message was the need for full engagement across the supply chain and client bodies. Success will require an “all in it together” approach, with shared responsibility for driving change. The key areas identified for focus were:
- Pipelines
- Procurement
- Skills and training
- Planning
This Mission Statement also continues to champion the use of Project Bank Accounts (PBAs) to ensure fair and prompt payment across public sector construction supply chains. Planning challenges featured prominently in the discussion, with attendees noting recurring delays and capability concerns. Case studies are being gathered to help diagnose issues and inform future discussions with the planning policy team.
2. Pipelines – Visibility, Data Quality, and Client Engagement
Pipelines remain a long-standing and unresolved challenge. Contributors referenced several past attempts to collate pipeline data, with progress described as slow and inconsistent.
A recurring theme was the need for stronger client involvement: contractors are willing to participate, but progress is limited when public sector clients are not consistently engaged or resourced.
Digital infrastructure also surfaced as a concern, particularly whether existing procurement platforms could evolve to match more advanced UK‑wide systems.
Attendees welcomed news that:
Welsh Government is actively reviewing recommendations from a recent pipelines report.
- Comparative models, such as the Scottish Futures Trust, have been explored.
- Dedicated resource is being allocated to improve pipeline development and data quality.
- Trialling improvements at a small scale could help test feasibility and industry appetite.
- The group emphasised the need for rapid, tangible progress rather than further review or slow iteration.
3. Construction Forum – Purpose, Resourcing, and Sector Priorities
There was broad support for holding a Construction Forum meeting with officials ahead of the election period, even without ministerial attendance (due to restrictions associated with purdah in the pre-election period.
Concerns were raised about limited government resource dedicated to construction policy. There was interest in exploring a more structured unit or team—similar to approaches in other nations—that could tackle issues like pipelines more consistently.
The sector was invited to set out clear, actionable priorities that could be presented to the incoming administration. Attendees urged discipline in this process, noting a history of shifting focus without completing earlier work.
4. Additional Themes Raised
Several additional issues were flagged:
- Utilities delays: Long lead‑times (12–24 months) for grid and service connections pose a major early‑stage risk for projects.
- Planning system: A request for stronger government support and cross‑agency leverage.
- Tendering quality: Concerns around poor tender information and unrealistic tender periods.
- Skills and local investment: A desire for procurement processes to reward demonstrable, proven investment in local employment and skills—not vague commitments or box‑ticking.
There was also a recommendation to ensure housing remains part of future discussions and that sector priorities are shared with senior officials and political leaders.
Members can find out more about the Built Environment Mission Statement and Digital Action Plan for Construction here
FIS continues to campaign for a better construction sector based on the principles set down in a A Blueprint for Better Construction: Delivering Change in the Finishes and Interiors Sector.
