Book contents
- Frontmatter
- Contents
- List of figures, tables and boxes
- Abbreviations and acronyms
- Notes on the authors
- Acknowledgements
- Preface
- one Introduction: planning at the coalface in a time of constant change
- two Conceptualising governance and planning reform
- three The planner within a professional and institutional context
- four Process: implementing spatial planning
- five Management: the efficiency agenda, audit and targets
- six Participation: planners and their ‘customers’
- seven Culture: the planning ‘ethos’
- eight Conclusion: the importance of planning's front line
- Notes
- References
- Index
one - Introduction: planning at the coalface in a time of constant change
Published online by Cambridge University Press: 07 September 2022
- Frontmatter
- Contents
- List of figures, tables and boxes
- Abbreviations and acronyms
- Notes on the authors
- Acknowledgements
- Preface
- one Introduction: planning at the coalface in a time of constant change
- two Conceptualising governance and planning reform
- three The planner within a professional and institutional context
- four Process: implementing spatial planning
- five Management: the efficiency agenda, audit and targets
- six Participation: planners and their ‘customers’
- seven Culture: the planning ‘ethos’
- eight Conclusion: the importance of planning's front line
- Notes
- References
- Index
Summary
Planning and ongoing reform
Decades ago, especially in the years after the 1947 Planning Act, people were ambitious about planning. Planning was exciting. It meant New Towns, Garden Cities, clearing slums, creating new communities. It had drive, ambition. It had purpose. But over a period of time, planning became inefficient and ossified. In 1997, we inherited a creaking planning system in need of reform…. Planning has to be more relevant, more interesting, more effective and more efficient. It needs a culture change. It needs to raise its game. (Prescott, 2004)
The planning system helps create sustainable communities by influencing markets to promote more positive outcomes for society. But, over time, the planning system became ossified and inefficient – and so we embarked on a major programme of planning reform. (Prescott, 2006, p 2)
The planning system is vital for a strong economy, for an attractive and sustainable environment, and for a successful democracy. At present, the planning system in England achieves none of these goals. It is broken. (The Conservative Party, 2010, p 1)
We are the party of enterprise. And let me tell you – right now, right here today in Britain 2011, we have got the most almighty job to do. Because for over a decade in this country the enemies of enterprise have had their way…. So I can announce today that we are taking on the enemies of enterprise. The bureaucrats in government departments who concoct those ridiculous rules and regulations that make life impossible, particularly for small firms. The town hall officials who take forever with those planning decisions that can be make or break for a business – and the investment and jobs that go with it. (David Cameron, 2011, speech to the Welsh Conservative Conference)
In the first two quotations, the former Deputy Prime Minister John Prescott raises a number of interesting ideas: that the planning system was an important part of the postwar British welfare state; that the New Labour government in Britain saw this public service as in need of reform when it came to power; and that the Labour administration was determined to reform planning. And yet Prescott also implies that this reform was somehow a simple process, that the planning system had become ‘inefficient’, ‘and so we embarked on a major programme of planning reform.’
- Type
- Chapter
- Information
- The Collaborating Planner?Practitioners in the Neoliberal Age, pp. 1 - 38Publisher: Bristol University PressPrint publication year: 2013