be firmly established and stakeholders may be reluctant to accept changes. A more effective approach is to ensure projects are grounded in robust commercial assumptions from the outset. That means being realistic about values,
construction costs, funding conditions and delivery risks. Ambition remains important, but optimism alone does not get projects built. Local authorities also have a crucial role
to play. Planning policies and affordable housing targets are designed to achieve positive outcomes, but they must be capable of responding to changing market conditions. Where viability is demonstrably affected by economic circumstances, there should be a willingness to engage constructively and pragmatically. The industry sometimes treats viability as a problem to be solved at the end of the process. But, in reality, it should be an ongoing conversation throughout the life of a project. Closer collaboration Earlier engagement with statutory consultees and closer cooperation between applicants and planning authorities can help identify hurdles before they become obstacles. Reducing uncertainty is often just as valuable as reducing cost. For developers, consultants and design
teams, this may also require difficult decision making. In some circumstances, a phased delivery strategy may be more achievable than delivering everything at once. In others, simplifying elements of a scheme may improve deliverability without compromising overall quality. This is not about lowering standards.
It is about recognising that a development delivering 80 or 90% of its original vision is infinitely more valuable than one that never progresses beyond a planning consent. The same principle applies to affordable housing and wider development obligations. While policy aspirations should remain a priority, the industry must acknowledge a simple truth – if a scheme cannot be delivered, none of its intended benefits will be realised. While not the desired 40%, 20% of affordable housing in a scheme would still be better than nothing. Ultimately, successful development relies on balancing ambition with practicality. The UK does not lack demand,
development opportunities or investment potential. What it needs is a planning and
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delivery environment that rewards realism, encourages collaboration and focuses on real-world outcomes rather than ideals. If the industry is serious about
accelerating delivery, then viability cannot be viewed as an inconvenient hurdle to
overcome. It must become a central part of the conversation from day one. Because in the end, the most successful
developments are not necessarily the most ambitious on paper. They are the ones that get built.
ENQUIRIES VISIT
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