Land values, construction costs, finance, the Planning process, compliance, operational expenditure and achievable rents or sales values are all interacting differently by location and tenure. A scheme can have planning permission, investor interest and strong underlying demand and still  might not be deliverable. The consequences extend far beyond the development appraisal. When schemes stall, so too do the delivery of much-needed homes, investment and the regeneration of places. 

That means establishing a realistic land position early and designing to an investable cost plan,  rather than attempting to value-engineer an unaffordable consent after the event like we see so often. It also means testing procurement, programme, building safety, operating assumptions and funding requirements together at design stage. Design is central to that process. It is not simply a line on the cost plan to be reduced when viability comes under pressure. When used strategically, design can unlock value, improve efficiency, simplify construction and reduce regulatory and programme risk, while safeguarding the quality that underpins long-term commercial and social value.  

The Building Safety Regulator’s Gateway 2 process reinforces the need for this joined up approach. It should not be treated as an approval exercise at the end of design, but as a core part of programme and procurement strategy. Design completeness, competence, information management and change control now have direct consequences for financing, contractor commitment and programme. 

The route to delivery and addressing the viability battle is arguably about a change in behaviours and culture in the industry. This isn’t just about how we used to do it, or the process and design/technical solutions individually. 

Viable projects will increasingly be created by teams prepared to engage earlier, share constraints openly and honestly, and make holistic and informed decisions around the whole-life business case: 

• Developers need contractors and operators at the table earlier than ever. 

• Lenders and Investors need visibility of design and regulatory risk.  

• Public bodies need commercial realism alongside policy ambition.  

• Landowners must recognise that the most successful outcome will be realised over time, rather than expecting a maximum receipt early. 

• Designers need to work within clearly defined client requirement and commercial parameters to ensure the best designs are achievable 

The question is no longer simply, “Does the appraisal work?” 

It’s: “Have we created an informed and responsive delivery approach through design, approval, procurement, funding, construction and operation?” 

Ultimately, we see the key to unlocking viability being through working collaboratively with clear commercial focus informing an iterative and responsive design process.