The government is talking a lot about ‘growth’ and has at last recognised the shortcomings in the nation’s planning system. Much is made of how poorly our planning system works, but what can businesses do to tip the odds in their favour?
When it comes to getting things built, whether it’s new commercial property, roads, healthcare, education or residential development, progress can be glacial – the Lower Thames Crossing is a case in point. And don’t get me started when it comes to navigating renewable energy projects through the planning system. Given the recent tragic loss of life in Valencia, why is net zero not everyone’s priority? (Ed, that’s a rhetorical question – we know why).
The push for 300,000 new homes a year and the prospect of new roads and investment in public services will inevitably pitch house builders and landowners against communities, environmentalists and councils.
So, how can you improve your chances of getting a positive decision at a planning committee? Having a great planning consultant and architect – with technical consultants – is essential, but building a strong case for the proposed development is also key. That’s where communications skills come into their own.
Explaining why your development will make a positive contribution, such as funding healthcare, education or environmental improvements, is key regardless of what development you’re proposing.
Put yourselves in the shoes of the local residents and consider: Why might they oppose your plans? Or better still, what might generate local support? This detailed preparation, including getting answers to all the questions your team might face, provides the basis for how you promote your scheme online, to the press or in person at any public event.
Be proactive. Getting embroiled with local residents, with it playing out on social media and local press, can significantly delay development on site and, worse still, see schemes rejected at planning. Get your community engagement right first time to help avoid a lengthy and expensive appeal.
Turning around the inherent and longstanding mistrust that exists between local communities and developers is never easy. Do everything you can to foster a relationship built on mutual understanding to bring about change on a case-by-case basis.
Choreography is key. After identifying the key people in the community who can influence a decision – whether it’s the MP, local ward councillor or community groups – decide in which order you’re going to engage with them and what you’re going to tell them.
Then, when you break cover and go public, make sure what you’ve told stakeholders is consistent with what you tell the press or local community via a website or invitation to a public exhibition.
As with all things, the devil is in the detail when it comes to successful community engagement. Get it wrong, and it’s an ongoing and uphill battle. Get it right, and it builds your local credentials, which means the next time should be easier.
