The standout qualities of top consultancies in affordable housing
By David Blakey, Director
Across the UK, the pressure to deliver new affordable housing has never been greater. Social landlords are juggling rising construction costs, tight viability margins, heightened regulatory scrutiny and mounting demand from communities across the region.
The UK government has committed to a significant step-change in social and affordable housing with a new 10-year £39 billion social and affordable homes programme running 2026-36.
This means more capital and more expectation of speed and value from delivery partners.
For social landlords, local authorities and government departments the need to partner with firms that can deliver sustainably and reliably, is greater than ever.
It seems every scheme that moves forward at the moment does so against a backdrop of uncertainty – and every stalled scheme comes with consequences for local authorities, housing associations and the families waiting for somewhere safe and secure to live.
In this environment, the delivery partners selected by new homes developers, matter more than ever.
Delivery partners must bring not just expertise, but resilience, competence, clarity of thinking and the ability to anticipate problems months before they threaten a programme.
That is why Summers-Inman’s role across multiple major Yorkshire housing developments – and our place on many social housing frameworks – is so significant. It is not simply a marker of experience. It demonstrates the qualities that social landlords value most: stability, capability, transparency and a calm, methodical approach to delivery.
So why do these qualities matter so profoundly for the sector today?
Summers-Inman’s appointment to frameworks such as Innovation Chain North, EN:Procure, Yorkshire Housing, Fusion 21, Flagship, FCHO and others is more than an administrative convenience: it is a statement of trust
Frameworks demand rigorous scrutiny of:
A consultancy does not appear on these lists without proving – repeatedly – that it has the depth and breadth of expertise required to support complex public-sector and affordable housing programmes.
Another notable requirement is that of good communication skills. In many cases, the consultant will be dealing not just with professional peers who are part of the delivery team or one of the supply chain partners, but a range of funders, community groups, third sector bodies and other stakeholders, such as Homes England.
For social landlords, this matters hugely. Frameworks remove friction from procurement and, more importantly, eliminate risk from the outset. They provide reassurance that the ‘partner’ joining the team has already been vetted, benchmarked and performance checked.
In practical terms, it means development teams can move faster and with greater confidence. Summers-Inman walks onto each project with a shared baseline of expectations, processes and professional standards already established.
In today’s climate, cost certainty is the difference between a scheme that proceeds and one that freezes at pre-planning.
Summers-Inman’s reputation for rigorous early-stage cost planning is one of our core differentiators. Summers-Inman understands that affordability begins long before a contractor is appointed with:
Clients often comment that the value is not simply in the numbers themselves, but in the confidence that the methodology is sound. Summers-Inman aims to eliminate optimism bias, stress-test assumptions and ensure that homes can be delivered without chasing unrealistic value-engineering too late in the process.
In short: social landlords want partners who tell them the truth early. Summers-Inman has built its reputation on doing exactly that.
Affordable housing delivery relies on coordination that is far more complex than standard residential development. Schemes typically involve:
For social landlords, regulatory compliance is now inseparable from design, cost and construction. Fire safety, building safety, damp and mould scrutiny, energy performance requirements and the expectations of the Building Safety Regulator shape every scheme from concept to handover.
Summers-Inman’s long history of delivering projects in regulated sectors – including education, health and water infrastructure – gives the team a depth of understanding that translates directly to affordable housing.
We are accustomed to:
This is precisely what social landlords look for in their consultancy partners: teams who recognise that a home must not only be built well – it must also remain safe, compliant and cost-effective for decades.
Affordable housing is not simply about technical delivery: it’s about people.
Summers-Inman’s experience on schemes such as Lady Edith’s Drive reflects our careful approach to:
This matters because community resistance can delay schemes for months. Conversely, when residents feel informed, respected and included, progress accelerates.
Social landlords consistently report that partners with strong interpersonal skills – who communicate clearly and handle concerns with empathy – are invaluable. Summers-Inman brings these qualities as standard.
The sector is evolving rapidly. MMC (Modern Methods of Construction) offers promise but comes with constraints and challenges. Utilities are frequently a critical blocker. Procurement routes are shifting, with new governance and audit requirements. Sustainability and resilience are now central design factors.
Summers-Inman’s technical adaptability is a major asset for social landlords. Our teams understand:
This balanced perspective – founded on good old Yorkshire common sense – helps clients make informed decisions grounded in practical risk management.
One of Summers-Inman’s quiet strengths is team stability.
High retention means clients deal with the same individuals year after year. Knowledge is not lost. Lessons are carried forward. Multi-phase schemes benefit from a level of continuity rarely seen in larger practices, where turnover can disrupt rhythm and erode accountability.
For social landlords dealing with programmes spanning three, five or even ten years, this continuity matters.
The political backdrop may shift in the coming months, but the core challenges of affordable housing remain constant: escalating costs, constrained viability, stretched supply chains, tight governance and rising quality expectations.
In this environment, social landlords cannot afford uncertainty. They need partners who offer:
Summers-Inman brings these qualities to every scheme, from feasibility to handover.
The team’s widespread framework presence demonstrates trust earned and sustained. Our project teams bring rigour, steadiness and experience and our approach reduces risk, enhances certainty and keeps programmes moving when external forces threaten momentum.
For social landlords and affordable housing developers across Yorkshire and beyond, these qualities are not simply desirable – they are essential.
If you’re considering your first or next affordable housing project, contact us here and let’s have a chat (links to Contact page on website) or call David Blakey, Director, Leeds office on +44 (0) 113 212 7500 or email at leeds@summers-inman.co.uk
