7 Things That Help Your DA Get Approved

What Actually Makes the Difference 

Most people presume that the DA process is unpredictable and difficult, but the reality is that Council are very predictable, and their response can largely be anticipated.  There are always wild cards, like which planner you get, how they work and what might be a particular planner’s pressure point, but generally with enough local experience a response can be predicted within a very reasonable margin of error. 

The other point to be made is that the DA process is not binary, there's different pathways and different strategies to get things done, and the more difficult the application, the more it becomes about risk management. 

So, it's really about predicting the path and having a back-up plan to manage the roadblocks proactively. 

It’s easy to blame Council for every failed DA but most failed applications are bad planning strategy, poor documentation, and a lack of understanding planning law. So, if a DA falls into this category, it is not surprising that Council will reject it very quickly.  This is often seen as unreasonable but, in most cases, it is entirely predictable. 

Experience Matters 

Planning systems aren’t just about written controls. They’re also shaped by how those controls are interpreted in practice. 

If you read all the planning controls together in detail, you’ll find a lot of limitations and many contradictions, so it is about having a team with the knowledge around the practical application and interpretation of a particular council.  

Experience across different council areas builds a working understanding of where flexibility tends to exist, what commonly triggers requests for more information, and which issues attract closer scrutiny. It also flags who needs to be involved in the project, and when, whether that’s the core design team or targeted specialist input at key moments. 

A good architect should be able to predict what your experience will be like.  

Understanding issues early 

Ambitious design is rarely the real cause of DA delays.  

Most delays come from things that aren’t properly understood, and that comes down to the quality of execution of design. 

If planning constraints, site conditions, or compliance issues aren’t resolved early, they tend to resurface during assessment, slowing everything down. 

Projects that move more smoothly are usually the ones where those unknowns are addressed upfront, rather than discovered halfway through the process. 

Strategy matters more than reaction 

Starting off with a good strategy is key.  This means picking the right development pathway for different elements of the works as a way of proactively managing the risk of refusal for complex or contentious projects. At times this might mean splitting the application. 

Each element has its own balance point, with some benefitting from restraint while other parts can support more ambition. 

Starting with a clear approach avoids reactive decisions along the way and keeps the project moving deliberately toward an outcome. 

A good plan provides a framework for decision-making when questions inevitably come up. 

Quality Design & Documentation 

Regardless of the council, planners appreciate good design and architecture and thoughtful, well-resolved solutions. Quality tends to carry weight across the board. 

Good designs are let down however by bad documentation. Applications that are easy to understand are easier to assess. 

This is one of the most obvious and yet often overlooked reasons why an application stalls through the process. 

If a council planner is struggling to interpret the drawings, they're not going to give you anything good. So, it’s one of those fundamentals that if you haven’t hit, there are going to be issues. 

Quality documents, not riddled with errors, with good research to base your proposal, means that you’ll have a more productive experience with substantially better outcomes.  

Persistence helps, but transparency is better 

Persistence helps.  You do need to be patient.  For some clients, the time involved can start to feel painful as costs add up, particularly on more difficult applications where the Land and Environment Court becomes involved. 

Sticking to your guns is an oversimplified mantra and is definitely easier said than done.  What does seem to alleviate the pain is if the development team is experienced enough to give the client good information upfront as to what they might expect, flagging areas likely to be knocked back or need for further negotiation.   

Going in with a mental map of possible hurdles is less likely to wear people down as a constant roller coaster of unexpected delays. 

Risk Management, not certainty 

Every project carries risk. There is always going to be an element of uncertainty especially around timing and final outcomes.  

The goal isn’t to eliminate that uncertainty entirely it’s to manage it. 

With the right team, a clear strategy, and good information early on, the risks can be reduced significantly.  

Most issues are visible at the beginning if you know what to look for. 

Good Relationships 

If your development team prioritise a good working relationship with counsel, that will make things a lot easier. 

This means proactive engagement throughout the process.  Often once an application is lodged it is set and forget until there’s a response from council, but this should be a period of active management. The project still needs to be advocated for and managed. 

Teams with established working relationships at council find it easier to open conversations, resolve issues and keep momentum which usually comes from being proactive, constructive and respectful of the planner’s workload, while still being clear and assertive about the client’s interests.  

A consistent, positive approach tends to create a more cooperative environment.  

So, finding a team with a strong and positive working relationship with planners makes applications easier for council to deal with, and they often move more smoothly as a result.   

There are no guarantees in the DA process, but the level of uncertainty can be reduced significantly. When the right strategy, preparation and experience are applied, the path through council tends to be clearer and smoother. 

Need guidance on your DA Journey? Book a consultation.