Three Theories, tools and techniques
-
Janice Morphet
Abstract
Leading and managing planning and planners is critical to the delivery of sustainable places and the effective use of land. Planners provide leadership by advising their clients or their organisation. They manage the resources available to them, particularly people and finance. Planners do not make final planning decisions unless they are in political or other executive roles, although they do take many management decisions that influence the way that the planning is delivered. In the private sector, planning decisions are made by the client acting on behalf of the owners or shareholders of the organisation and these decisions will be framed within due diligence and audit frameworks. The resources required to advise on any decision can be provided from within the organisation, from an external consultant or through a combination of the two. In the public sector, decisions are made by politicians and although they may delegate the determination of smaller planning applications to the planners employed in their organisation, politicians retain responsibility. In the third sector, decisions will be made by trustees or board members, who are legally responsible for the organisation.
When considering the leadership and management of planning, understanding this advisory role is paramount. However, planners have considerable informal power and influence over the way that the planning system is interpreted and applied through the work that they do (Eversley, 1973; Gunder, 2014). This has to be transparent, and the selection of evidence, its application and interpretation are open to scrutiny and challenge. Planning decision making is influenced by public consultation and participation, which are core features of the planning process and also reflect the relative power relationships between consultees and those making the decisions (Rydin, 1999; Campbell and Marshall, 2000; Conrad et al, 2011).
Abstract
Leading and managing planning and planners is critical to the delivery of sustainable places and the effective use of land. Planners provide leadership by advising their clients or their organisation. They manage the resources available to them, particularly people and finance. Planners do not make final planning decisions unless they are in political or other executive roles, although they do take many management decisions that influence the way that the planning is delivered. In the private sector, planning decisions are made by the client acting on behalf of the owners or shareholders of the organisation and these decisions will be framed within due diligence and audit frameworks. The resources required to advise on any decision can be provided from within the organisation, from an external consultant or through a combination of the two. In the public sector, decisions are made by politicians and although they may delegate the determination of smaller planning applications to the planners employed in their organisation, politicians retain responsibility. In the third sector, decisions will be made by trustees or board members, who are legally responsible for the organisation.
When considering the leadership and management of planning, understanding this advisory role is paramount. However, planners have considerable informal power and influence over the way that the planning system is interpreted and applied through the work that they do (Eversley, 1973; Gunder, 2014). This has to be transparent, and the selection of evidence, its application and interpretation are open to scrutiny and challenge. Planning decision making is influenced by public consultation and participation, which are core features of the planning process and also reflect the relative power relationships between consultees and those making the decisions (Rydin, 1999; Campbell and Marshall, 2000; Conrad et al, 2011).
Chapters in this book
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
Chapters in this book
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
