How positive planning can unlock public sector development

Planning can play a critical role in unlocking tricky development sites from these early stages. It is not simply a statutory hurdle at the end of a process but increasingly being adopted as a strategic tool that shapes vision, reduces risk during times of political change and creates the conditions for successful delivery.

Done well, it is an important commercial driver, in some places enabling density to double while still anchored by good placemaking principles. In our direct experience, schemes that are set up like this – with collaborative relationships built up with local planning authorities and placemaking at their heart – can overcome barriers better and ultimately deliver more, higher-quality, homes.

One of the biggest challenges on complex sites is establishing a clear and credible direction from the outset. Positive, early planning can act as a bridge between brief and delivery, where the different priorities and concerns of public and private sector parties, client and provider, can be worked through and integrated early, creating a secure platform for future activity.

This allows landowners to define what a place is for, what it should achieve and how it should respond to its constraints. It might include setting parameters around density, land use, public realm, infrastructure, heritage and community integration. It also means engaging positively with a wide range of stakeholders. By doing this work upfront, we create a framework that provides clarity and confidence all round.

This is particularly important on sites that are politically sensitive, physically constrained or financially challenging – not just in London but across the UK. This might include estate regeneration projects, infill sites and brownfield land with significant infrastructure requirements, as well as large-scale masterplans for new communities.

While the current planning system does not adequately address the challenge of planning and delivering large complex urban regeneration projects, positive planning and collaborative relationships can overcome these limitations.

This proactive, planning-led approach can help unlock sites by testing realistic development scenarios early, identifying key risks and opportunities and building a robust evidence base to support decision-making. It also enables a clearer narrative to emerge around why development should happen and what benefits it can bring, which is essential when engaging with stakeholders and local communities.

For public sector landowners, including Councils and Homes England, this front-end work can start even sooner and help shape procurement. When partner choices are determined on more than prices, there needs to be a broader set of objectives, including affordable housing experience, design quality and long-term stewardship. Planning can be used to articulate a strong vision and set clear expectations so clients can attract partners whose approach aligns with those goals, rather than postponing key decisions to later in the process.

Crucially, every opportunity should be taken during the often lengthy procurement process to address planning risks associated with the current policy context, especially when the national picture is changing. Landowners can establish what is most important to them and work closely with their planning teams to develop clear briefs and shared principles. This early alignment not only strengthens the planning strategy but also improves clarity and attractiveness for partners, while helping to address wider considerations such as funding, grant requirements, social value and EDI objectives.

Our approach plays an important role in managing uncertainty and reducing risk. On many sites, it is not possible to resolve every detail at the outset. However, a well-structured planning strategy can establish the right level of flexibility while still maintaining control over the key principles of development. This balance between certainty and adaptability is essential in ensuring that schemes remain deliverable as they evolve.

For us, planning is about unlocking momentum early. By bringing together vision, evidence and strategy at an early stage, it can bridge the gap between ambition and delivery and mean that more sites can move forward effectively.