As the Government has committed to the largest council housebuilding programme in decades, councils are being positioned as key to tackling the housing crisis. This article explores the opportunities, challenges and evidence-based approaches to delivering council-led housing.
Council housing has moved back to the centre of national housing policy. Since becoming Prime Minister, Andy Burnham has made it a flagship priority, committing the Government to the largest council housebuilding programme since the post-war period and positioning councils as key to tackling the housing crisis.
While the political ambition is clear, the delivery environment remains complex. Councils are grappling with rising construction costs, viability pressures, infrastructure constraints, skills and capacity shortages, increasing need to invest scarce resources in existing homes, and (for some councils) the added uncertainty of Local Government Reorganisation.
The Government’s renewed focus creates both an opportunity and a challenge. Additional national support may help unlock delivery, but councils still need clear strategies, skilled and experienced officers, effective partnerships, robust governance and realistic delivery programmes.
There is no single solution. Some councils are expanding direct delivery programmes, others are acquiring Section 106 homes, while others are exploring joint ventures, housing companies, or development partnerships. Increasingly, successful authorities are taking a portfolio approach, applying different delivery models to different circumstances rather than relying on a single option.
Evidence from across the country also suggests councils are increasingly acting as enablers and convenors, rather than simply builders. Successful delivery is as much about unlocking stalled sites, coordinating partners, securing funding and managing risk as it is about who delivers and manages the homes.
This is where Campbell Tickell has been supporting councils, helping them to move beyond broad ambitions and develop practical, evidence-based approaches to delivery: understanding where they can have the most impact, which delivery models suit their circumstances, and how to strengthen their role as leaders and enablers.
Our support includes:
- Reviewing affordable housing delivery models, including direct delivery, acquisitions, partnerships, joint ventures and enabling approaches.
- Developing housing enabling, investment and delivery strategies aligned to local needs, funding opportunities and organisational capacity.
- Strengthening Section 106 delivery and improving relationships with RPs.
- Designing governance arrangements, boards and partnership structures that improve decision-making and delivery.
- Assessing strategic sites, regeneration opportunities, acquisitions programmes and funding mechanisms to maximise delivery.
- Supporting councils to respond to wider pressures including homelessness, temporary accommodation, and Local Government Reorganisation.
Our recent work with councils highlights a common theme: the authorities achieving the greatest success combine strong partnerships, clear delivery strategies and a realistic understanding of risk, identifying where council intervention can unlock delivery, support communities and attract investment.
As expectations around council housebuilding grow, the authorities that succeed will be those with the strongest delivery plans. Campbell Tickell is helping councils develop those plans and turn ambition into homes.
To discuss our work on council housebuilding, please contact:
- Maggie Rafalowicz – maggie.rafalowicz@campbelltickell.com
- James McHugh – james.mchugh@campbelltickell.com
Find out about our work with local authorities.
