Turning the Tide: Leadership and Innovation in Council Planning Departments

It's a familiar frustration among planning professionals: council planning departments that are unresponsive, bureaucratic, and slow to act. Whether it's unanswered emails, delayed decisions, or planning committees that seem disconnected from reality, the criticisms are widespread.

But what if it didn't have to be this way? While many councils struggle, some are bucking the trend, proving that planning departments can be efficient, responsive, and well-run. What sets these councils apart?

It's not just about money....although it helps.

The real game-changer is leadership.

We need better leaders who understand how to organise, motivate, and drive their teams towards excellence. I'm looking here at two councils—Barking and Dagenham and Brent—that have transformed their planning performance, highlighting the individuals instrumental in these changes and exploring resources available for other councils seeking improvement.

This isn't just a discussion about planning—it's a challenge to planning professionals. Are we ready to push for the change we want to see?

The Usual Suspects: Common Criticisms of Planning Departments

It's easy to criticise planning departments, and often with good reason. The same complaints arise time and again:

1. Lack of Communication – Developers, agents, and even local councillors struggle to get responses from planning officers. Emails go unanswered, phone calls aren't returned, and queries get lost in bureaucratic black holes.
2. Inefficiency – Applications that should take weeks can take months—or even years. Even minor applications face delays, leading to frustration and financial loss for applicants....(and agents!)
3. Opaque Decision-Making – Decisions can seem arbitrary, inconsistent, or politically influenced. Applicants often feel that they are dealing with individual biases rather than clear, objective policy.
4. Adversarial Attitudes – Some planning departments seem to treat developers and agents as adversaries, rather than working collaboratively to deliver positive outcomes.

However, some councils have demonstrated that these issues aren't insurmountable. Strong leadership, innovative processes, and a motivated workforce can make a real difference.

Case Study 1: London Borough of Barking and Dagenham – From Struggler to Star Performer

Barking and Dagenham was once a struggling planning authority. However, in recent years, it has become one of the highest-performing councils in the country.

How did they turn it around?

1. Leadership Overhaul

The transformation began with a change in leadership. Councillor Darren Rodwell , who served as Leader from 2014 until September 2024, played a pivotal role in initiating reforms. Under his leadership, the council embraced a vision of regeneration and growth. Following his tenure, Councillor Dominic Twomey was elected as the new Leader in September 2024. Councillor Twomey, who had served as Deputy Leader and Cabinet Member for Finance, Growth, and Core Services for a decade, continued the momentum of change. His experience in financial management and growth strategies provided a strong foundation for further improvements.

In the administrative sphere, Fiona Taylor was appointed as Chief Executive in May 2023. Her leadership focused on operational efficiency and strategic planning. The planning department, operating under the council's regeneration arm, Be First, saw significant changes with Caroline Harper serving as Chief Planning Director since 2018. Her background in both public and private sectors brought a fresh perspective to the department. In December 2024, Caroline was appointed as Chair of Future of London, reflecting her influence in urban development circles.

Marilyn Smith MRTPI , an experienced planner with a history of working in local authorities, served as the Head of Planning. Her expertise and leadership were instrumental in implementing the council's vision for planning and development.

2. Process Overhaul

Barking and Dagenham streamlined their entire planning process. Every stage of an application was reviewed, from submission to decision, identifying bottlenecks and delays. Officers were given clearer targets and accountability measures to ensure applications moved faster.

As a result:

• Every single non-major application is now determined within government-set timeframes.
• The council has one of the best approval rates for major developments in the country.

3. Proactive Communication

Barking and Dagenham improved engagement with developers and agents. They understood that planning should be a partnership, not a battleground.

• Planning officers were encouraged to work with applicants, not against them.
• The department introduced early-stage consultations to address potential issues before formal submissions.
• Digital systems were enhanced to make tracking applications easier for applicants.

The result? One of the best-performing planning authorities in the UK.

Case Study 2: Brent Council – A 'Team Approach' to Major Applications

Brent Council has emerged as one of the best-performing local planning authorities (LPAs) in the country, demonstrating that strong leadership, collaboration, and efficient processes can significantly improve planning services. Unlike many councils that struggle with delays and disengagement, Brent has fostered a planning department that is proactive, efficient, and community-focused.

Leadership and Vision

At the helm of Brent Council's resurgence is Councillor Muhammed Butt , who has served as the Leader of the Council since 2012. Under his guidance, the council has prioritised regeneration, planning, and property development, aligning with his role as the Cabinet Member for these sectors. Councillor Butt's leadership emphasises sustainable growth and community engagement, ensuring that development projects meet the needs of Brent's diverse population.

Supporting this vision was Carolyn Downs who was appointed as Chief Executive of Brent Council in 2015. With a distinguished career in public service, including roles such as Chief Executive of the Local Government Association and Shropshire County Council, Downs brought a wealth of experience to Brent.

Collaborative Planning Approach

Brent Council's planning department has adopted a 'team approach' to managing large-scale developments. This strategy involves the integration of various departments—such as transportation, environmental services, and community engagement—into the planning process from the outset. By fostering interdepartmental collaboration, Brent ensures that all aspects of a project are considered, leading to more comprehensive and efficient planning outcomes.

Community Engagement and Transparency

A cornerstone of Brent's planning success is its commitment to community involvement. The council actively seeks input from residents through consultations and public forums, ensuring that development projects reflect the community's needs and aspirations. This participatory approach has not only built trust but also led to developments that enhance the quality of life for Brent's residents.

Technological Integration

Embracing technology has been pivotal in streamlining Brent's planning processes. The council has implemented digital platforms that allow for efficient application submissions, real-time tracking, and transparent communication between stakeholders. This modernisation has reduced processing times and increased accessibility for developers and residents alike.

Outcomes and Recognition

The strategic reforms and leadership within Brent Council have yielded tangible results:

• Efficient Planning Approvals: The council has achieved a high rate of planning application approvals within statutory timeframes, reflecting its operational efficiency.
• Sustainable Development: Brent has prioritized environmentally sustainable projects, aligning with broader climate action goals and enhancing urban livability.
• Economic Growth: Through strategic planning and development, Brent has attracted investment, leading to job creation and economic vitality in the borough.

Brent Council's transformation in planning and development is a testament to visionary leadership, collaborative strategies, and a steadfast commitment to community-centric growth. Other councils aiming to enhance their planning departments can look to Brent as a model for integrating strategic leadership with innovative planning practices.

?What Can Other Local Planning Authorities Learn?

They are not alone in delivering a good service - but Both Brent and Barking & Dagenham have transformed their planning services. The common themes in their success are strong leadership, a clear vision, and well-organised processes.

1. Leadership Matters

Both councils prioritised planning at the highest levels of leadership. Whether it was Brent’s Councillor Muhammed Butt and Carolyn Downs or Barking & Dagenham’s Councillor Darren Rodwell and Fiona Taylor, leaders made it clear that planning was not an afterthought—it was central to their vision for growth.

Do Chief Planners get training in becoming Chief Planners...or have they just been planners for 25+ years?

Many councils suffer from a lack of leadership in planning, with departments left to operate in isolation, underfunded, and without strategic direction. The difference in Brent and Barking & Dagenham was that their leaders took responsibility for planning performance and made it a council-wide priority.

2. Process Overhauls Make a Difference

Both councils streamlined their processes to reduce unnecessary delays. Key changes included:

• Introducing clear targets and accountability for planning officers.
• Encouraging early engagement with developers to prevent applications from stalling at the decision stage.
• Integrating different council departments into the planning process to resolve technical issues faster.

3. Proactive Engagement Works Better Than Reactive Decision-Making

Rather than simply waiting for applications to be submitted, both councils have engaged early with developers to guide proposals towards approval.

This has reduced:

Unnecessary refusals that lead to wasted time and appeals.

Developer frustration, ensuring they understand expectations from the outset.

Community backlash, as early consultation has allowed concerns to be addressed.

4. Technology Can Streamline Planning

Both councils have embraced digital platforms to improve transparency, tracking, and efficiency. Many councils still rely on outdated systems that make it difficult for planning officers to work efficiently. Investing in modern planning software, digital tracking, and online engagement tools can make a significant difference.

So what is the Call to Action for Other LPA's?

If Brent and Barking & Dagenham can transform their planning departments, why can’t others?

Too often, underperformance is written off as a funding issue. But while more resources can help, the real difference comes from leadership, strategy, and process improvements.

For councils looking to improve their planning performance, here’s where to start:

Review Leadership Structure – Is planning seen as a strategic priority by the leadership team? If not, it needs to be.

Audit Existing Processes – Where are the delays and inefficiencies? How can workflows be improved?

Introduce Clear Accountability – Who is responsible when applications sit unresolved for months? Strong leadership means making sure officers own their decisions.

Engage Early with Developers – Reduce refusals and delays by setting clear expectations before applications are submitted.

Embrace Digital Transformation – Invest in better planning software and digital tools to streamline application processing and community engagement.

Where to Get Help

Councils looking to improve their planning services don’t have to do it alone. There are plenty of resources available:

Local Government Association (LGA) – Provides training and best practice guidance for councils.

Planning Advisory Service (PAS) – Offers advice on how to improve decision-making and planning performance.

Future of London – Supports boroughs with urban regeneration expertise and leadership training.

Be First (Barking & Dagenham’s Regeneration Company) – A model that councils could explore for improving their own regeneration efforts.

Digital Planning Initiatives – Platforms such as Planning Portal and GOV.UK’s digital services provide access to modern planning tools.

Final Thoughts: It’s Time for Change

For too long, poor planning performance has been tolerated in too many councils. But as some councils have shown, it doesn’t have to be this way.

With the right leadership, a strategic approach, and a commitment to efficiency, any council can turn its planning department into a high-performing service that benefits developers, communities, and local economies alike.

The challenge now is: Will more councils follow suit?

What do you think? Are there other councils leading the way in planning reform?

How is the Council you are working with most performing? Don't just point out the problems...as tempting as it may be. ?

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