When politicians talk about growth, the focus usually falls on tax, spending and productivity. Earlier today, Andy Burnham’s pitch to lead the country started somewhere different. He argues that too much power remains concentrated in Whitehall and that Britain’s economic potential is being held back by a system that keeps decision-making too far from the communities it affects.
His proposed answer, a “Number 10 North” based in Manchester, would oversee a significant shift of power and resources to regions, cities and local places.
For housing providers, this is more than a constitutional debate as it signals a potential shift in where influence sits and who shapes the future of housing, regeneration and growth.
Housing at the heart of growth
Housing featured throughout Burnham’s speech, but rather than treating housing as a stand-alone policy issue, he positioned it as the foundation for economic opportunity, better health, stronger communities and higher productivity. His proposals included a major council housebuilding programme, investment in existing public housing and a stronger housing-first approach to tackling social challenges.
While these ideas are familiar to many in the sector, the significance lies in the framing. Housing is no longer being presented as something that supports economic growth; it is presented as essential to delivering it.
This creates an opportunity for providers to strengthen their position not just as landlords or developers, but as place-makers and economic partners.
Devolution with delivery attached
The speech also reinforces a trend that has been building for some time: greater devolution.
Burnham argued that local leaders should have more control over housing, employment support, education and regeneration. Whether every proposal is implemented or not, the direction of travel is clear that more decisions are likely to be made closer to communities and less through central government.
For organisations working in housing, regeneration and placemaking, success will increasingly depend on understanding local priorities and contributing to wider place-based ambitions. The question will become less about what an organisation delivers and more about how it helps a place succeed.
What housing providers should do now
If power continues to shift towards regions, housing providers need to ensure they are well positioned in local systems and a good place to start is stakeholder mapping.
Developing a stakeholder map and power-interest matrix helps identify who influences housing, regeneration and growth priorities locally. This should extend beyond traditional housing relationships to include combined authorities, metro mayors, local authority leaders, planning and regeneration teams, health partners, further education providers, major employers, community groups and resident representatives.
Once identified, stakeholders can be assessed according to their level of influence and interest. This provides a clear picture of:
- Strategic partners who should be engaged regularly
- Influential stakeholders whose interest may need to be built over time
- Community voices that shape local legitimacy and trust
- Emerging partners who may become more influential as devolution progresses
This approach creates a practical foundation for engagement and helps organisations understand where decisions are being made, where alliances can be formed and where gaps may exist.
A communications challenge as much as a policy one
Burnham’s message landed most effectively when he spoke about outcomes that people recognise – secure homes, decent jobs, thriving town centres and opportunities for young people. The governance structures were secondary and for housing providers, that’s important.
If devolution accelerates, organisations will need a clear narrative that links their work to local priorities and community outcomes. Those that can demonstrate how they support growth, opportunity and place will be better positioned in local partnerships and decision-making.
A moment worth watching
There are still significant questions around funding, powers and delivery. However, Burnham’s vision reflects a growing belief that solutions to national challenges will increasingly come from the places themselves.
For housing providers, the key takeaway is not whether “Number 10 North” becomes a reality, it is that influence is continuing to shift towards regions, communities and local partnerships.
Those who understand their stakeholder landscape and build meaningful relationships now will be better placed to shape the future rather than simply respond to it.
If you’d like support mapping your stakeholders, strengthening relationships with key decision-makers or developing a narrative that clearly links your work to local priorities, get in touch with the See Media team. We’d be happy to discuss how we can help.
