P4.1: Understanding the Context

The increasingly complex nature of large development projects means that they require a focussed approach to partnership working, the preparation and evaluation of a suitable evidence base, and final decision-making. This needs up front commitment from the partners and recognition of the time and resource implications in terms of taking complex projects forward.

Local Authorities commonly handle large planning applications on a reactive basis, without sufficient investment in early engagement or the initial establishment of defined management processes. In response, applicants often only provide the minimum information required unless prompted for more.

Under these circumstances, problems and blockages to progression of applications are rarely foreseen or mitigated. Instead they are dealt with as and when they arise, one after another. This can result in long drawn out assessment and decision-making processes 

To minimise potential delay and risk, a robust management structure will need to be put in place to build confidence and consensus in the scheme before an outline application is produced and the scheme enters the formal planning process.

The most appropriate way for a project to be taken forward will be highly influenced by the extent of work that may have already gone into the project, the expectations of the partners, and any specific local sensitivities or circumstances. These issues should be discussed at length early on in the overall process to inform the creation of the most suitable project management structure to take the project forward.