The UK construction sector has become familiar with testing market conditions over the last decade. And despite the challenges of Brexit, Covid-19, inflationary pressures, supply chain disruption and ongoing geopolitical uncertainty, there is no shortage of development ambition across the country.

However, with a widening viability gap emerging between the schemes being planned and those that can progress to construction, across the built environment, the pressing question right now is one of project deliverability.

Much attention is focused on housing targets, planning reform and economic growth, but the industry faces a growing risk that many projects will secure support in principle and never reach site.

A perfect storm of cost and complexity

The development process has become significantly more demanding. Rising planning costs, extended determination periods and increasing levels of uncertainty have all contributed to higher pre-construction risk.

For major projects, particularly strategic developments and regeneration schemes, substantial investment is often required before there is any certainty of approval. Delays not only increase costs but can also undermine the original viability predictions for projects.

The impact of the Building Safety Act has added a further layer of complexity. While the legislation plays an essential role in improving standards and accountability, the additional compliance requirements, gateway approvals and design obligations have inevitably extended programmes and increased costs across the project lifecycle.

At the same time, developer contributions through Section 106 agreements and the Community Infrastructure Levy continue to place considerable pressure on projects. While infrastructure investment is critical, there is a growing need to balance policy aspirations with commercial realities.

The challenge is not a lack of opportunities. Across residential development, town centre regeneration and infrastructure-led growth areas, there remains significant demand for investment and construction activity.

The difficulty lies in creating enough certainty for projects to move forward.

Funders continue to view property as an attractive long-term investment, but their confidence is linked to predictability. Uncertainty around planning outcomes, build costs, programme durations and regulatory requirements can make investment decisions harder to justify, even where demand remains strong.

Shifting the focus to deliverability

If the industry is to accelerate delivery, there needs to be greater emphasis on what can realistically be achieved.

Earlier engagement, greater collaboration and more transparent discussion around viability can help identify challenges before these become barriers to delivery.

Dedicated officer resources for strategic schemes and earlier coordination between planning teams, statutory consultees and applicants could help improve certainty and reduce delays.

Equally important is a willingness to be pragmatic. In some cases, that may mean phasing development, simplifying design approaches or accepting that changing market conditions may require adjustments to be made to the original vision.

A project that delivers most of its intended benefits is invariably preferable to one that remains stalled indefinitely.

Turning consent into construction

The UK needs a planning and delivery environment that consistently converts proposals into delivery.

The conversation must move beyond simply securing approvals and towards ensuring that viable schemes are built. Deliverability, not aspiration alone, will determine whether projects create jobs, support communities and contribute to long-term economic growth.

Achieving that will require realism, transparency and a collective focus on one simple objective: getting more projects built.