Michael Prenty is the incoming chairperson of the Irish Home Builders Association (IHBA) and Director of Residential Operations at Ballymore Group. Ready to take on the responsibility of guiding the industry through a challenging period, he believes there is potential for optimism. Now that the critical issues facing Ireland’s housing sector have been identified he tells AIDAN PRIESTLEY how a coordinated approach can deliver on the country’s housing needs
When it comes to delivering more homes for more people in Ireland, Michael Prenty suggests there is reason for optimism, potentially at least, provided effective action is taken early.
The housing crisis has reached a point where the numbers are hard to ignore. In 2024, restrained by current conditions the industry delivered just over 30,000 homes. This is far short of government targets and there is concern that 2025 could be even lower.
“The government should be very concerned about this decline in construction numbers,” he says. “It should be a major wake-up call. We need to reverse this trend, or we will see the housing situation continue to worsen. But I believe that with the right strategies, we can turn things around.”
Stepping into the role of IHBA chairperson he salutes the work of his predecessor, Michael Kelleher, over the past two years in making it possible to identify key areas in need of change. He describes recent years as challenging for the industry “but Michael’s efforts have been invaluable, and now we need to build on what he’s achieved.”
“The scale of what we need to do is clearer than ever,” adds Prenty. “Our goal is to deliver one million homes over the next two decades, and that’s something we can achieve, if the right steps are taken.”
One of the key initiatives that Michael sees as part of the solution is the establishment of the Strategic Housing and Infrastructure Delivery Office. This office must have the ability to effect change and remove blockages to make a real difference in streamlining the development process, but its success will depend on how well it is structured and implemented.
“If set up properly, it could be the answer to many of the issues we’re facing,” he says. “But we need to ensure it is led by someone who understands the complexities of the housing sector.
“We’re still waiting to see who will run it and how it will be structured, but it’s crucial that it’s established effectively. “The housing delivery unit must be in constant communication with local authorities and infrastructure providers to ensure that every project is aligned and moving forward smoothly.”
He highlights the importance of having a coordinated approach to infrastructure, particularly given the varying challenges faced by different regions in Ireland. The National Planning Framework (NPF) outlines a vision for housing in the country, dividing it into four regions, each with its own set of issues.
“For example, in the greater Dublin area, the issue is primarily supply, how do we unlock more land for housing?” he says. “In other parts of the country, such as the West of Ireland, viability is the issue where construction costs exceed the market value particularly where additional infrastructure is to be provided by the developer. Each region needs a tailored approach, with a clear leader at the helm to oversee the development process.”
Michael, who is director of residential operations at property development company Ballymore, believes that the housing delivery unit should be headed by someone who has a deep understanding of the local challenges. Under this leadership, he envisions four regional leaders who will work with local authorities and infrastructure providers to resolve the unique problems facing each area.
One of the key short-term priorities for Michael is to identify strategic sites that have some, but not all, of the necessary infrastructure in place. He points to Ballymore’s own experience with a site in Kildare, where water and sewer infrastructure are already available, but road access is lacking.
With the right coordination, this site could be developed into a project that would provide 10,000 homes.
“Land is often zoned, but it’s missing a crucial piece of infrastructure,” he says. “It might need a road, a sewer, or perhaps an electrified rail line. If we can coordinate all the infrastructure providers, we can get these sites unlocked quickly and effectively.” In the longer term, he is focused on ensuring that Ireland can meet its housing needs over the next 20 years.
He points out that while the construction industry has the capacity to deliver 50,000 homes per year, it is the certainty and appropriately serviced land that is lacking.
“The industry has the ability to deliver, but we don’t have enough serviced land to build on,” he says. “What we need is more zoned land. Right now, local authorities are reluctant to open up their local area plans because they’re waiting for the National Planning Framework numbers to be allocated. That’s holding things up.”
He suggests a simple solution: a clear instruction from the minister to each local authority to double the amount of zoned land in their development plans immediately. He argues that local authorities should not wait to finalise long-term growth projections before taking action.
Instead, they should begin zoning land that can be developed within the next five years.
“There’s a lot of land that’s already zoned, but it’s not usable because it lacks key infrastructure,” he says. “If we can get the right people at the table to work together, we can solve these issues and open up more land for development.”
Michael’s vision for the IHBA over the next two years is one of proactive coordination, collaboration, and practical solutions.
“We need to stop waiting for things to change and start making them happen. The tools are there, we just need the right leadership and a more coordinated approach to unlock the potential of these sites.”
