From reform to delivery: how planning change can unlock UK infrastructure growth

The UK’s Planning and Infrastructure Bill is set to drive growth by enabling economic infrastructure development. As it moves through parliament, the legislation aims to unlock 150 development consent orders (DCOs), supporting the government's growth agenda and its target of building 1.5m homes in this parliament.  

The UK Government is committed to growth. This is evident through widespread changes to the consenting regime for nationally significant infrastructure projects (NSIPs) to go ‘faster and further’ across planning.  

A simpler planning system for England will lead to faster decisions and less uncertainty, giving both private and public partners the confidence to invest. This will help deliver the infrastructure the government recognises is critical to achieving its mission-based growth agenda. 

However, reforming the planning system alone is not enough. To get the most from these reforms, project promoters must plan their programmes for success from day one. This is where a programmatic approach becomes essential 

“This approach ensures that projects are strategically structured and that consent strategies are aligned from the outset.”

Our work with clients on DCO applications shows how important the early stages of planning is. Engaging stakeholders and being ready to deliver can help us make the most of a reformed system.   

The case for reform 

The UK’s 2008 Planning Act provided a structured approach and greater process certainty for NSIPs in England. However, growing complexity surrounds these decisions, and around 60 percent are now being legally challenged. The average time to approval has increased from around 2.5 years to over 4 years. 

“The new bill, alongside wider reforms, seeks to address this.”

It responds to evolving challenges and priorities. This includes the push for net zero, the need for major infrastructure investment and the growing risk of legal challenges. All of these require a more streamlined and proportionate planning system. 

Using a more effective planning system 

Achieving the consent target during this parliamentary term will require a holistic approach. This includes legislative change, political support, stakeholder collaboration and resourcing. 

The main focus is on the NSIP process. However, we must also treat the Transport and Works Act (TWA) and Town and Country Planning Act (TCPA) with the same urgency. These consenting routes also support projects critical to the UK’s infrastructure needs.  

“Other proposed changes, like statutory deadlines and clearer issue resolution frameworks - could improve outcomes across the board.”

Confidence in the planning system is vital for investment. Commitments to regularly amend National Policy Statements (NPSs) set a consistent five-year review cycle. They allow for minor amendments, supporting agility while maintaining stability.  

An annual NPS update schedule would also offer clarity for developers and investors. 

Taking a programmatic approach 

As the planning landscape changes with new reforms, using a programmatic approach to project set-up and delivery is even more critical.  

“The increased complexity of the DCO process means projects can no longer afford to plan in isolation. Rising scrutiny, legal challenge and the need for faster decision-making must also be considered.”

Developers and investors must instead establish long-term, outcome-focused programmes that are aligned from the outset with the consenting strategy and regulatory expectations. Crucial steps include: 

Defining planning objectives early 

Establishing a clear vision, business case and delivery strategy must be done at the outset to align all stakeholders and maintain consistency.  

Engaging proactively with stakeholders 

Early, consistent engagement with local authorities and consultees helps smooth the consenting process and resolve issues before they escalate.  

The proposed reduction in the scope of statutory consultation and removal of the Preliminary Environmental Information report has the potential to make the Examination Stage more congested and adversarial.  

Therefore, early engagement will result in understanding and narrowing the issues and improving the application, where possible. 

Ensuring flexibility within programmes 

Structuring projects to adapt to regulatory changes, economic fluctuations and technological advancements will be key to long-term success.  

Early delivery partner engagement and proportionate design parameters are key. This is particularly important in the DCO process. 

Building the right expertise 

Investing in the right expertise within project teams will ensure smoother navigation through regulatory requirements and pre- and post-consent stages.  

Ensuring independence is a critical challenge within the programme. Setting up the programme with the end in mind, so it can navigate the transition from pre- to post-consent smoothly, will help avoid a common pitfall. 

Securing supply chains early 

Infrastructure delivery depends on well-functioning supply chains. Identifying risks and opportunities within procurement strategies will be essential in ensuring timely project execution.  

Ensuring that the client has a critical friend, independent of the design and technical process, can help to ensure the vision and business case stay front of mind. 

Strategic de-risking  

Understand and actively manage key strategic risks for the programme. Focus resource in actively mitigating these risks, with a focus on trying to narrow potential examination issues. 

Collaboration is key 

A mission-based planning and delivery model requires unprecedented collaboration. Public and private sectors must work together to resolve key challenges early, in the national interest.

“The introduction of a new duty to narrow areas of disagreement before applications are submitted is a positive step.”

Its success, however, depends on ensuring local authorities and statutory bodies have the right resources. They must have the information and incentives to engage meaningfully from the outset. 

Unlocking investment 

To support a truly deliverable pipeline, the government must determine where investment will flow and where capability needs to be built. A lot depends on the forthcoming Infrastructure Strategy, Infrastructure Pipeline and Spending Review expected in June 2025.  

“The true test will be whether the government can leverage the bill to unlock investment while also being ambitious enough to drive sustainable growth.”

Planning reform alone won’t deliver better infrastructure. The Planning Inspectorate (PINS), local authorities and consultees need proper funding and training to support an efficient process. Regulatory frameworks should also be reviewed.  

Equally, industry players must upskill to manage planning complexities, smooth the post-consent transition and ensure supply chains can deliver at pace.  

Infrastructure planning requires a specialist skillset - which government and industry must develop together. 

Turning reform into reality 

The UK Government’s proposed reforms lay a strong foundation for modernising the planning system. However, success will depend on maintaining momentum and collective effort across government, industry and stakeholders.  

“To meet ambitious targets in housing, transport, energy and water, the system must be agile, predictable and fit for a rapidly changing world.”

By taking a programmatic approach and setting projects up for success from the outset, clients can better navigate the reformed planning system. This will open investment, accelerate infrastructure delivery and contribute to a more sustainable future for the UK.