The Roundtable’s mood was overwhelmingly positive, highlighting a mutual need and want for change, on both sides. While time is needed to reimagine how new partnerships can create tangible solutions for communities across the UK, new ways of working are attainable, and progress should not be hindered by doubt. 

As the Labour government reached its six-month mark, the group discussed key housing policy developments, including legislative updates, the New Towns Board, and emerging finance and regeneration approaches. The housing crisis has no single cause or simple solution; creative change is therefore essential. The Roundtable emphasised the power of unity; working together to unlock true regeneration on a scale that can have tangible effects.

The weight of the opportunity presented by the newly adopted National Planning Policy Framework (2024) should be viewed positively. The ambitious target of 88,000 homes per year for London underscores the need for innovative public-private collaboration; and its mammoth-scale will perhaps serve as the catalyst for the realisation that neither sector can achieve their targets independently to meet housing demand, particularly in urban areas. This shift ushers in the spirit of fundamental change, rather than tweaking existing ways of working. 

Positive regeneration partnership examples, such as the Royal Docks, Barking Riverside, and Buxton Town Centre, were discussed, where the pooling of resources played a key role. While the private sector excels in delivery speed, consultant availability, and construction efficiency, the public sector contributes strategic land, access to policy makers and offers favourable funding sources. There are very real mechanisms already in place to make partnerships work, and work successfully. The Roundtable identified actionable insights, which are detailed under the key headings of this article.

Successful public-private collaboration starts with procuring the right partner, not the exact brief. Trust is the essential ingredient to successful joint ventures but this takes time to build. The discussion highlighted issues of resource duplication, prolonged decision-making, and complex governance as barriers. Partnerships should be based on mutual trust as well as mutual pain and gain.

The approach to effective development partner procurement was examined, and the most successful examples were where the local authority had no preconceived ideas regarding the type of development partner best placed to work with them. While having a flexible brief may seem counterintuitive, it is a tactic for attracting a broad selection of potential partners during the tender process, including those who may have otherwise been overlooked. This approach allows for the injection of new and often innovative ideas into the brief.

Developers are willing to take risks, this is built into their proposition, however they need a clear understanding of the risk. Often there is an unwillingness to explore creative options in the face of slow public sector decision-making, the lack of forward funding and an unyielding planning system. Opportunities for direct awards, which primarily respect best value, are also a key part of a mutual trust model and save valuable time.

Speed is another critical ingredient. The public sector desires a rapid delivery pace and placemaking but often cannot empower delivery with equally quick decision-making. Meanwhile, local authorities are spending eye-watering sums on sub-standard temporary accommodation, with hoteliers profiting from the challenging situation. The public sector needs tangible solutions to unlock its funding and transition from emergency responses to comprehensive regeneration.

Short-term government intervention is likely to be key to attitude shifts, and the Roundtable discussed potential financial incentives to encourage public-private partnerships. Nevertheless, a strategic approach is needed for large land parcels. Larger plots, divided into manageable sizes, can widen the developer pool and benefit overall regeneration. Smaller interventions can collectively make a significant impact, while keeping the tender process competitive amongst developers who cannot take on large-scale delivery quantum. To support this shift, consultancy advice can drive quicker change by offering technical reassurance, due diligence, and monitoring during partner procurement.

The 'aggregation' model was also debated, suggesting that London’s boroughs could pool land across boundaries and create larger regeneration areas with overall greater impact. A cross-borough, cross-portfolio, and cross-sector approach benefits from aggregation, particularly in dense urban contexts. By boroughs taking on a ‘portfolio outlook’, the Roundtable noted that key barriers to delivery could be addressed: funding gaps, partnership structures, and long-term planning and working collaboratively towards the broader goal of sustainable urban growth. The planning system, however, remains a challenge.

The planning system needs to help tackle current challenges. The ‘by the book’ approach with rigid targets will not unlock the future.  As an example, we need to consider the implications of marginal housing mix changes, if this helps viability and still delivers wider benefits to the community.  Should affordable housing percentages be rigid? A significant quantum of housing can be unlocked and delivered if mindsets shift from a percentage outlook to a more needs driven outlook. Hundreds of new homes go unbuilt because exact percentages of affordable housing cannot be made viable. The solution is for greater nuance to be applied during the planning process. Financial upskilling is required, so that all those involved in planning decision-making understand the implications of protracted planning on cashflow and development likelihood.

The Roundtable highlighted that the definition of 'affordable' varies significantly, especially across different regions. Many individuals find themselves in a gap where housing is neither affordable nor within reach for purchasing their first home. Our housing market urgently needs flexibility, and a creative approach to planning is essential. The concept of 'affordable' housing should encompass a range of need that is reflected in a broad and inclusive strategy. Society is diverse, and housing solutions must reflect this diversity – we do not live as one use class, so the planning system shifting away from limiting use class is pivotal. 

The discussion highlighted a series of challenges across all walks of life, such as the notable absence of a Help to Buy scheme and its impact on housing affordability and accessibility. Young professionals, particularly in London, are now also due to face an added barrier to the property ladder with increased stamp duty affecting most homes in London. Conversely, senior living options are often uninspiring, lacking adequate solutions for reduced mobility and community access, which discourages many from downsizing. Innovative co-living models that welcome all age groups and foster a sense of community could be a solution. Additionally, developers can deliver social housing more efficiently through modern methods of construction (MMC), where units are prefabricated in factories and assembled on-site, significantly reducing construction timelines.

Building on the New London Agenda’s ‘Work in Partnership’ pillar, the conversation delved into strategies for fostering large-scale regeneration. Successful examples highlighted the importance of strategic infrastructure projects, with key new transport links identified as important catalysts for sustainable growth.

At present there is no serious committed expenditure for large-scale infrastructure development in London. Infrastructure is key to justifying development density, especially in urban areas. Co-locating use-classes, such as logistics warehouses and residential for example, is a creative option which can enhance viability.

There was also an argument for individuals enabling growth in their areas. If individuals invested in their communities through trusts and bonds, this could in turn be used for local regeneration, giving public bodies the flexibility they need. Engaging in this manner with their communities, local authorities can in turn provide solutions for unlocking home ownership. The discussion also noted that generally many businesses and individuals are choosing not to invest in the UK, with pension funds going elsewhere. A change in sentiment and incentivisation is needed to sustain capital investment in our communities and stimulate growth.

Attendees recognised that we are in a time of significant challenge and opportunity for housing delivery and regeneration. This means that tweaking the system is no longer sufficient. Creative public-private partnerships are essential for radical collaboration alongside pushing planning boundaries and definitions. The Chair concluded with a call for the industry to be courageous and vocal about the need for change, making these virtues a prerogative.