In the midst of this week’s heatwave, it already feels hard to believe that just last week in Leeds we were reaching for umbrellas and coats. While it rained on and off, nothing dampened the pace or energy of the debate. Against the grey backdrop, discussions were anything but overcast, instead buzzing with fresh ideas on how to deliver ambitious new homes targets and improve the quality of existing housing. New terms were coined, solutions were brainstormed, the use of AI within the sector sparked lively discussion and a clear consensus formed around the power of partnership working.

Our experts have summarised some of the key themes from UKREiiF 2026 below.

Strategic partnerships unlock development

A full house gathered at the Capsticks Pavilion for a session chaired by our Head of Housing Susie Rogers on how strategic partnerships can unlock increased delivery of new homes. During the discussion, a new term entered the lexicon: “flippability”, coined by Steve Coffey of Torus to describe the ability to adapt or dispose of sites where necessary, enabling flexibility and a more agile approach to delivery.

The importance of this concept was reinforced by other panel members – Eleanor Frith of Clarion Group and Sam Stone of Abri – who shared compelling examples of successful partnership working. Across these examples, viability consistently emerged as the most common barrier to delivery. While there was broad consensus among the panellists, there were some differences in perspective, particularly on whether a genuine skills gap exists within the construction industry, perhaps reflecting the regional (north–south) mix of the panel. However, there was clear alignment in their interest in exploring how AI could support the sector going forward.

Ultimately, the panel’s key message was clear: successful partnerships depend on open, honest communication from the outset. This includes clarity between partners on objectives, expectations and risk allocation, as well as meaningful engagement with residents. Coupled with this, a willingness to compromise was identified as critical to achieving positive outcomes.

Economic outlook for the property sector

A breakfast event with Avison Young economist James Roberts provided a clear and insightful overview of the economic outlook for the property sector. UK growth has been relatively robust in the first half of the year, although it is expected to soften in the third and fourth quarters. However, this slowdown is projected to be manageable, with the economy entering this period from a position of relative strength.

Concerns around the UK’s reliance on imported fossil fuels have eased somewhat, given limited exposure to supply from the Gulf, offering a degree of resilience against external shocks. Looking ahead, it is likely that the majority of GDP growth for the year has already been realised, with only modest gains expected in the final quarter.

Inflation continues to be the primary driver of economic pressure, with clear implications for the property sector. In particular, this is expected to weigh heavily on retail and hospitality assets. By contrast, the continued strength of online retail presents more positive prospects for logistics and warehousing, highlighting the diverging outlook across different asset classes.
Local authorities look for partners

A further strong theme across the conference was the growing number of local authorities actively seeking delivery partners. We saw a number of compelling investment prospectuses and a clear ambition to unlock sites, particularly through partnership-led approaches.

All of the local authorities we spoke to were setting out a bold new vision for regeneration and taking a proactive stance in attracting investment. In some cases, this includes a willingness to consider incentives, such as grants and business rates relief, to draw in partners capable of driving footfall and revitalising town centres. Some impressive case studies highlighted successful collaborations across the country. These partnerships are already helping to deliver regeneration and create new opportunities, underlining the critical role that effective collaboration can play in unlocking place-based growth.

Opportunities for the social housing sector

The conference takes place against a backdrop of increasing regulation and difficult economic conditions for the social housing sector. Practitioners are aware of the acute need for more housing and the significant investment required into existing homes to improve standards and meet requirements like net zero. However, discussions at UKREiiF showed there are reasons to be optimistic about the current and future state of the social housing sector.

The Regulator of Social Housing emphasised that there are tremendous opportunities available to the sector at the moment. We have recently had a raft of funding policy announcements, including a ten-year rent settlement and the announcement of a rent convergence mechanism. At the same time, we have a new £39bn ten-year grant programme, the Social and Affordable Homes Programme, as well as the creation of a new National Housing Bank to support house building in the sector through the use of low-cost loans and other financial products. More generally, we have a government that is committed to tackling the housing shortage and which wants to support the sector in achieving its aims and encourage innovation.

There are therefore strong grounds for optimism across the sector. Providers have an opportunity to invest in new and existing social housing and to make real progress in tackling that social need over the long term. The Regulator of Social Housing has set a clear expectation: “more and better.” It is focused on ensuring the sector is actively investing in growth and improvement; building capacity, raising standards, and positioning itself to meet rising demand across the country.

The planning system is not broken

Planning reform also prompted lively debate, particularly its role in delivering the government’s 1.5 million homes target. The consensus was nuanced but ultimately constructive: reform is both an enabler and a challenge. On the one hand, navigating multiple reforms simultaneously is stretching already pressured teams; but on the other, changes are helping to accelerate the adoption of local plans.

There was also a clear call for greater resourcing, both to support overburdened planning departments and to empower local authorities to take a more active role in delivering their own housing. Crucially, the discussion recognised that while the planning system is often framed as the primary constraint, it is not fundamentally broken but part of a wider delivery ecosystem. Even where permissions are in place, progress can stall due to viability pressures, construction capacity, funding constraints or other market factors.

Encouragingly, this more holistic understanding is helping to shift the conversation from blame to solutions; bringing together policy, funding and delivery in a way that gives the sector a stronger, more coordinated platform from which to accelerate progress towards the 1.5 million homes ambition.

How Capsticks can help

Our housing development and regeneration team is one of the largest in the country, advising housing associations and registered providers on a national, full-service basis. Some of our expertise includes bespoke private developments and regeneration projects, security charging, banking and treasury matters – but we support broadly across housing management, regeneration, governance and development.

To continue the discussion from UKREiiF or to discuss anything relating to the contents of this insight, contact our Head of Housing Susie Rogers, our Head of Housing & Regeneration James Howard, our Head of Social Housing Governance Darren Hooker or our Head of Planning Suzanne Smith to find out more about how Capsticks can help.

If you missed one of our Capsticks Pavilion panels or simply want to find a piece of advice you remember from a session, get in touch with [email protected] and we can provide you with a recording.