By Sarah Davey, Head of Development, CHIC
The Town and Country Planning (Local Planning) (England) Regulations 2026 are the latest attempt to tackle a system we all know has been under pressure for a long time. For registered providers of social housing, this is not just another policy update to note and move on from. It is a shift that will shape how we bring schemes forward for years to come.
From where I sit, my perspective is shaped by a career spanning both private and public sector development, from housebuilding through to working within a procurement consortium. That breadth of experience means the direction of travel is clear. There is a real push to make the system more predictable and focused on delivery. The question is how that plays out in practice and what we do with it.
A System We Have All Had to Work Around
Let’s be honest. Planners have not always made things easy.
Most providers will have experienced schemes that have taken longer than expected, local plans that feel out of date soon after adoption and policy requirements that shift just enough to create uncertainty at critical moments. Combined with stretched local authority teams and complex engagement requirements, it is no surprise that delivery timelines have slipped.
Over time, many of us have adapted by building in contingencies, second guessing outcomes and at times just accepting a level of uncertainty as part of the process. That is not a particularly efficient way to deliver much needed homes, but it has been the reality.
So, What Is Changing?
The 2026 Regulations are trying to reset some of that.
At a high level, the focus is on creating a more structured and consistent planning system. Local plans will follow clearer timelines and a more standardised format. There is also a strong push toward digitisation, making information easier to access and, in theory, easier to navigate.
Importantly, there is a shift in emphasis. It is less about producing policy for its own sake and more about ensuring that sites actually come forward and deliver. That focus on delivery is something the sector has been calling for, although it does come with its own pressures.
What This Means Day to Day
In practical terms, one of the biggest changes is timing. The window to influence local plans is likely to be tighter and more defined. Getting involved early is no longer optional. It is essential.
If we want to shape where homes are built, what they look like and how affordable they are, we must engage from the outset. Waiting until the application stage will often be too late.
There will also be greater expectations around evidence. Demonstrating need, deliverability and wider scheme value will carry more weight. This may require more upfront work, but it should reduce uncertainty later in the process.
At the same time, there will be increased scrutiny on whether allocated sites come forward. That places pressure on all of us to ensure schemes are viable from the start, both financially and operationally. From a procurement perspective, this also means aligning supply chains earlier and ensuring frameworks can respond to tighter timelines and a stronger delivery focus.
Discussing this with a number of professionals across planning, construction and development, reactions are mixed – broadly positive about clarity and speed but cautious about increased burdens on applicants and local authorities.
The new structure reorganises the National Planning Policy Framework (NPPF) which underpins the 2026 reforms. Planning consultants describe the December 2025 draft as a fundamental reset rather than a refresh.
The new structure reorganises the NPPF into 133 coded policies, making it read more like a Local Plan than narrative guidance.
Planners I have discussed this with mainly welcome the new distinction but warn it will reduce the weight of local policies if they conflict with national decision making policies. It will potentially centralise decision making power and limit local nuance.
The Knock-On Effect for Developers
For developers, a more plan led and delivery focused system should reduce some of the ambiguity that has historically slowed projects. Clearer allocations and expectations can support better land decisions and improve confidence in bringing sites forward.
At the same time, the bar is being raised. There will be less room for speculative approaches or schemes that are not fully developed. Developers will need to demonstrate deliverability earlier, align closely with policy requirements and work collaboratively with partners to progress schemes.
For many, this will mean more upfront investment in planning, design and viability work, with the potential benefit of a smoother route through the system.
Where the Opportunities Are
There is a positive side to all of this.
A more predictable system, if it works as intended, gives providers a stronger platform to plan and invest with confidence. It should also create opportunities to influence land allocations in a way that better reflects housing need, particularly for affordable homes.
There is also an opportunity to strengthen relationships with local authorities. In a system focused on delivery, organisations that can demonstrate a track record of building homes will stand out. This puts registered providers in a strong position if we choose to take advantage of it.
The appeal reform will allow faster appeal process but this comes with a higher upfront burden.
The Reality Check
That said, the Regulations are not a silver bullet.
Local authority capacity remains a concern. Without sufficient resources, even a streamlined system may struggle. Ongoing viability challenges also remain, with build costs, funding constraints and policy requirements continuing to influence what can be delivered.
There is also a question around how well a more standardised system will respond to local nuance. Every place is different and flexibility must be retained alongside consistency.
Final Thoughts
The 2026 Regulations move toward a more structured and delivery focused planning system. They will not remove every challenge, but they do create an opportunity to work differently and hopefully, more effectively. If you have any questions about what these changes mean for your organisation, CHIC’s Newbuild Framework or want to talk through your development pipeline, feel free to get in touch with Sarah Davey ([email protected]). We will also be continuing the conversation at our annual CHIC Conference & Exhibition on 3rd June 2026, free to attend by all public sector colleagues.
