How public sector procurement reform can unlock innovation in architecture and empower SMEs

With the UK government’s Budget now announced, prioritising sectors such as housing and infrastructure, architectural practices across the country – particularly small to medium-sized enterprises (SMEs) – are assessing what this shift means for them. While increased funding for these sectors promises opportunities, it also highlights the ongoing challenges faced by practices whose expertise lies outside these immediate focus areas. Now, more than ever, it’s essential to reconsider how we can broaden procurement criteria to allow a more diverse set of architects to contribute innovative solutions to these critical projects.

For practices specialising in other sectors, this Budget’s focus brings a mix of hope and challenges – hope of getting more work, challenges to break into these new fields, especially in a procurement landscape heavily weighted towards sector-specific experience as a measure of competence.

The process is fraught with barriers. Housing and infrastructure projects almost always require proven, sector-specific experience to be considered seriously in bids and competitions. While this requirement makes sense in terms of risk management, it is overly rigid in today’s landscape, where many skilled architectural teams could pivot their expertise with success, given the opportunity. The industry risks turning away innovative practices that could add tremendous value.

Take, for instance, designing a university campus. It requires a balance of aesthetics, pragmatism, and an understanding of how spaces support social interaction, learning, and safety. These principles could enrich housing projects, where considerations around communal spaces and liveability have never been more pressing, or infrastructure work, where public engagement and sensitivity to the local environment are vital.

Sector experience, while helpful, should not be the only benchmark for competence in bidding processes. Architectural practices unfamiliar with housing or infrastructure may still bring a wealth of knowledge, innovative ideas, and a fresh perspective. The reluctance of clients to engage with companies lacking sector-specific experience denies these projects the opportunity to benefit from cross-sector creativity. It is essential that public and private clients alike broaden their expectations and consider architects’ demonstrable design skills, sensibilities, and capacity to adapt. Experience is valuable, but so are transferable skills, especially when bolstered by a commitment to collaboration and quality.

Revising bidding and competition criteria to include provisions for demonstrated skills and adaptability could level the playing field

For SMEs, the next few years look challenging, particularly if procurement remains tightly constrained by sector experience. While the Budget allocates substantial resources to sectors such as housing and infrastructure, it’s equally important that the construction industry as a whole responds by creating a supportive framework that enables diverse companies, including SMEs, to contribute.

So how could the industry work together to help SMEs navigate these changes?

Consortia and partnerships could be one way to overcome the sector experience barrier. Larger practices with housing or infrastructure expertise can partner with smaller, specialised practices to create project teams that draw from a wider pool of talent. This model offers multiple advantages: it allows SMEs to gain hands-on experience in new sectors while enabling established firms to access fresh perspectives and innovative ideas. Government incentives or scoring benefits in procurement for bidders that partner with SMEs could be an effective way to encourage this practice.

Revising bidding and competition criteria to include provisions for demonstrated skills and adaptability could level the playing field. Instead of narrowly focusing on sector-specific portfolios, procurement requirements could include sections for design sensibilities, project management experience, and innovation in other sectors. This approach would allow talented architects, regardless of backgrounds, to make meaningful contributions, creating more diversity and potentially leading to more resilient, creative outcomes in housing and infrastructure.

The government’s focus on housing and infrastructure could be transformative if it embraces inclusivity and flexibility

Understandably, clients seek assurance when appointing teams for large, impactful projects. Architects from other sectors can address this by showcasing how their skills are transferable and directly applicable to housing, infrastructure, and school projects. Case studies are invaluable in building client confidence. For example, an architect could illustrate how their experience in designing student residences would allow them to create thoughtful, adaptable housing that meets diverse tenant needs. By presenting a track record of managing complex, budget-sensitive projects, these architects can reassure clients that their expertise aligns with project goals and adds value, even without direct sector experience.

Smaller projects that prioritise local communities could be another valuable gateway for SMEs. By focusing on smaller-scale, region-specific projects, local governments and industry bodies could create opportunities for SMEs to demonstrate their capabilities without requiring extensive prior sector experience. This not only helps build trust but also enables practices to contribute to meaningful, context-sensitive projects, building their portfolios in the process.

The government’s focus on housing and infrastructure could be transformative if it embraces inclusivity and flexibility. By easing some of the current barriers and emphasising collaborative, cross-sectoral approaches, the industry can open up new opportunities for talented architectural practices that are eager to diversify but are currently stymied by rigid expectations. While the experience of established practices remains invaluable, we must avoid undervaluing the creativity and capabilities of SMEs and those practices with more specialised, transferable skills.

An open-minded approach to procurement criteria – alongside industry-wide support for collaboration – might be what we need to create an environment where the architectural sector can remain dynamic and innovative, even during uncertain times. As architects, we are all ready to adapt and bring our design sensibilities to sectors such as housing and infrastructure. What we need now is an industry and government willing to invest in a future where SMEs and diverse practices are seen as essential, adaptable contributors to shaping a resilient built environment.

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