Seven Managing planning processes
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Janice Morphet
Abstract
A major part of public planning practice is concerned with regulation. This is undertaken through processes where there is a requirement for fairness and transparency. This requires a more system led approach which is complaint with administrative law through which regulatory practices and decisions may be challenged through Judicial Review. Other parts of planning including plan-making in the public sector and planning applications and scheme work in the private and voluntary sectors are project-based and are not subject to the same kinds of legal challenge. They comprise single activities, although multiple activities may be undertaken for the same client. Management in the public sector is more complex. Planning practice here embraces processes and projects. Moreover, there is an onus on public sector organisations to operate in democratic environment, which brings additional responsibilities for openness and accountability. While planners in all sectors are primarily engaged in major or complex applications, the responsibility for planning decisions in the public sector takes place within a framework established by democratically elected councillors and then delegated to the local authority officers to exercise on their behalf.
Determining planning applications requires that a fair process is followed within the time and budget allowed. Each element in the process must be tracked and monitored to ensure that deadlines are met and quality outcomes achieved (Adams and Tiesdell, 2013). Each planning application includes consultation and environmental assessments. A failure in the process leaves open the opportunity for legal challenge within complaint procedures, such as through the Ombudsman or through judicial review.
Abstract
A major part of public planning practice is concerned with regulation. This is undertaken through processes where there is a requirement for fairness and transparency. This requires a more system led approach which is complaint with administrative law through which regulatory practices and decisions may be challenged through Judicial Review. Other parts of planning including plan-making in the public sector and planning applications and scheme work in the private and voluntary sectors are project-based and are not subject to the same kinds of legal challenge. They comprise single activities, although multiple activities may be undertaken for the same client. Management in the public sector is more complex. Planning practice here embraces processes and projects. Moreover, there is an onus on public sector organisations to operate in democratic environment, which brings additional responsibilities for openness and accountability. While planners in all sectors are primarily engaged in major or complex applications, the responsibility for planning decisions in the public sector takes place within a framework established by democratically elected councillors and then delegated to the local authority officers to exercise on their behalf.
Determining planning applications requires that a fair process is followed within the time and budget allowed. Each element in the process must be tracked and monitored to ensure that deadlines are met and quality outcomes achieved (Adams and Tiesdell, 2013). Each planning application includes consultation and environmental assessments. A failure in the process leaves open the opportunity for legal challenge within complaint procedures, such as through the Ombudsman or through judicial review.
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
