Five Managing resources in planning: people and communications
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Janice Morphet
Abstract
People are a key resource and cost in any organisation, particularly those in the professional services sector. In delivering planning, staff are the main cost, whether in a public service or consultancy. Planners may make up the majority of employees in an organisation such as a planning consultancy or they may be part of a larger organisation, such as a local authority. Although the majority of planners in the private sector may be employed in organisations primarily focused on planning, some are part of larger management consultancies or retailers (RTPI, 2014). Some planning consultancies employ more planners than local authorities (Sell, 2013). The structure of the organisation and the way that planners are managed within it will have a key effect on employees’ contribution to the organisation as a whole, and in particular on its efficiency in serving its community or clients. Since then, both the number of chartered town planners and the proportion of planners employed in the private sector has grown. While planning in the private sector has experienced major growth, local authorities have experienced financial pressures. This has led to planning services being scrutinised in an attempt to identify cost-cutting and income-generation activities. At the same time, there have been reductions in specialist staff such as heritage officers (IHBC, 2013). There has also been an increase in the volume of delegated planning applications, which cost 90% less than applications put to councillors for decision (PAS, 2008). Planners and support staff have increasingly been employed on short term contracts to increase resource flexibility.
Abstract
People are a key resource and cost in any organisation, particularly those in the professional services sector. In delivering planning, staff are the main cost, whether in a public service or consultancy. Planners may make up the majority of employees in an organisation such as a planning consultancy or they may be part of a larger organisation, such as a local authority. Although the majority of planners in the private sector may be employed in organisations primarily focused on planning, some are part of larger management consultancies or retailers (RTPI, 2014). Some planning consultancies employ more planners than local authorities (Sell, 2013). The structure of the organisation and the way that planners are managed within it will have a key effect on employees’ contribution to the organisation as a whole, and in particular on its efficiency in serving its community or clients. Since then, both the number of chartered town planners and the proportion of planners employed in the private sector has grown. While planning in the private sector has experienced major growth, local authorities have experienced financial pressures. This has led to planning services being scrutinised in an attempt to identify cost-cutting and income-generation activities. At the same time, there have been reductions in specialist staff such as heritage officers (IHBC, 2013). There has also been an increase in the volume of delegated planning applications, which cost 90% less than applications put to councillors for decision (PAS, 2008). Planners and support staff have increasingly been employed on short term contracts to increase resource flexibility.
Kapitel in diesem Buch
- 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
Kapitel in diesem Buch
- 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
