Getting Britain Working Again

Andy MacNae Excerpts

Thursday 14th May 2026 Commons Chamber

[Andy MacNae (Rossendale and Darwen) (Lab)]

His Majesty’s Gracious Speech announced a wide range of economic measures and fully recognised the vital importance of economic security, but I think we all understand that for that security to be meaningful, it must reach into every part of our country and every community. With that in mind, I make my comments from the perspective of Rossendale and Darwen, recognising that we have much in common with many other post-industrial towns and rural areas—places characterised by small towns and villages with close-knit communities, which have too often felt ignored and left behind.

This Government have consistently put growth at the heart of their agenda and have rightly identified many of the actions that we need to see. We have heard announcements on Green Book reform, £113 billion of infrastructure investment pipelines, youth job guarantees, Pathways to Work, the industrial strategy, pothole funds, Pride in Place, and many more measures, yet when I knock on doors in Rossendale and Darwen, people are still asking, “Where is the change that we were promised?”

When writing this speech, I looked back at others I have made over the last two years on this subject. In those speeches, I called for more to be done to address issues that are specific to small towns like mine: a move away from the orthodoxy that favours cities and mayoral authorities, where growth is easiest to define; a procurement strategy that insists on buying British; an industrial strategy that understands small and medium-sized businesses; and policies that reward grafters, entrepreneurs and risk takers. Frankly, I could have used the same text today, because the issues remain. We have not moved nearly far enough or fast enough to meet the needs of communities like mine. Last week’s local election results show us that starkly.

There has been much talk about the changes that this Government need to make. We must grasp this moment to fundamentally rethink our approach to growth strategy; incremental will just not cut it, nor will being city-centric. We cannot justify Government investment flowing into the likes of Manchester while the towns of Lancashire do not even appear in the picture. We need to learn the lessons of the last two years and do better. If we are going to deliver growth and jobs for places like Rossendale and Darwen with the urgency our electorate demands, we must commit to a scale of action that matches the challenge. That means being willing to take risks, to demand joined-up action across Government and to do the hard things on a scale that impacts every community.

What does that mean in practical terms? First, on infrastructure, we have to recognise that on its own, a city-centric approach will do little for communities like mine. Consider Northern Powerhouse Rail. It is a great project that will transform connectivity between cities and major towns across the region, and it is being presented in some quarters as a transformational project for the whole north-west, but when I ask the question, “What will this do for Rossendale and Darwen or any small towns along the route?”, the answer is, “Not much.” Rossendale will remain the only local authority area in the north with no commuter rail link, despite being only 15 miles from Manchester. Darwen will continue to have a patchy and unreliable occasional service. That is why we need to change the way in which we think about such projects, and be far more ambitious in our goals—for instance by thinking in terms of growth corridors, with the requirement that these big projects bring a positive impact to every community. That would include physical infrastructure and connections for small towns as an integral part of the projects, as well as an insistence on buying locally.

We need a similar approach to industrial strategy. In Rossendale and Darwen, we have many great businesses, including creative and innovative manufacturers, but none employs more than 500 people and few fall into what have been identified as national priority sectors. That is entirely typical of many places across our country, where such businesses employ the bulk of the local workforce. We need to get behind those businesses, and have a much more comprehensive and urgent industrial strategy that truly understands their challenges and opportunities. First and foremost, the strategy must embed “buy British” at its heart, using the full power of Government procurement to support our businesses. Frankly, the lack of a procurement Bill in the King’s Speech is a concern that I hope we can address.

We need to bring down business costs, particularly energy, and open up access to risk-tolerant finance, and we need a tax and regulatory system that encourages employment, enterprise, risk and productivity. Alongside that, we need to restore our town centres and community spaces. Pride in Place is a great programme, and I am proud to have brought this investment to Rossendale, Rawtenstall and Darwen. That £20 million over 10 years will enable us to make significant changes, but for every town that has this support, there are many others that do not. Surely the case for investment in Bacup, Stacksteads and Whitworth is just as strong. In any case, we will enjoy the full value of this investment only if it is aligned with improvements in transport, skills and infrastructure that address the underlying constraints on our local economies. We should build on what works, and go bigger and wider with Pride in Place. We should front-load investment to increase the speed and scale of change, while ensuring that we are delivering the infrastructure that can release the full potential of places such as Rossendale and Darwen.

I could list lots of other areas for action, but fundamentally, we need a change in mindset. For too long, geography has meant destiny. Small towns such as Bacup, Whitworth, Rawtenstall and Darwen have been at the back of the queue, left behind as big towns and cities shout louder and offer seemingly easy solutions. We need to break that cycle and ask, “What does this do for our towns?” That question should be embedded in every investment strategy and decision process.

We must be willing to commit to strategies that insist on doing the hard things while providing the procurement policy, fiscal flexibility, regulatory framework and sustained leadership to drive delivery. We must learn the lessons of the past, and not allow established orthodoxies and a desire for easy wins to stand in the way. We simply cannot afford to fail the communities that need us most.