Of course, the government’s ambition to deliver 300,000 social and affordable homes is a welcome and hugely positive step in the right direction. It could be transformative in addressing homelessness challenges and could help widen affordable access to better quality housing. 

However, for those within the sector, in particular social landlords, the number hitting headlines is only the tip of the iceberg. When you dig deeper, behind the target lie a myriad of complex issues across policy, planning, affordability, logistics, and maintenance. 

A significant task ahead

On first glance, people may assume delivering homes at this scale means just building them. But in reality, it’s a question of building them right, in the right places, for the right people, and with the right support around them.

Adding to the challenge, rent levels on new builds tend to be higher than existing stock due to financing models and construction costs. There’s a risk of creating a two-tier social housing system, where working tenants can access new, high-quality homes while those on lower incomes or benefits are pushed toward older, potentially lower-quality stock. 

Such inequality within social housing undermines the fundamental principle of providing decent homes for all who need them, regardless of their employment status or income source. 

Joined up thinking

Another key question must be answered – who is truly responsible for the strategic planning of where these homes go? Central government may set the target, but local understanding is critical. The policy impetus must not just be on building housing but building them where they will truly serve communities.

For instance, there are big decisions to make to ensure these new homes are near jobs and connected by transportation routes, given that fewer social housing tenants will have cars. This means prioritising hyper local amenities and robust public transport links. 

Turning to past ambitious building programmes could uncover learnings. What made many Post-war social housing projects so successful was the way that infrastructure was developed alongside the homes, as creating real communities was core to the vision. We must embrace that thinking today.

Building is only the first step 

Once the homes are built, the challenges don’t end. 

New builds come with a whole host of maintenance concerns. For instance, energy-efficient systems like heat pumps and modern infrastructure require upskilling of the current labour force or engaging new service providers. Many landlords are not yet ready, technologically or operationally, to manage this potential shift.

The execution strategy must centre around three key pillars: smarter systems, better data-sharing with other relevant authorities, and forward-planning for maintenance. Without this, we risk overloading already stretched housing teams with unfamiliar processes and untrained contractors.

Turning ambitious vision to reality 

I’m not saying that the 300,000 target shouldn’t be celebrated, but bold ambition means nothing without practical execution. The big central government announcement is just the start of addressing the challenge, not the end. What is needed now is clear accountability, realistic timelines, and truly integrated planning.

Housing associations will also need to ensure they’re fully prepared with modernised systems to manage waiting lists, tenant engagement, and property maintenance and labour forces trained and ready to manage the complexity of new-build technologies

Taking on responsibility 

Ultimately, there is a big difference between building houses and creating affordable homes. The former is a target; while the latter is a responsibility. That responsibility now requires bold collaboration between government, landlords, and partners across the housing sector.