Catriona Riddell is the Director of Catriona Riddell & Associates Ltd.
The new Government has announced that it will embark on a journey back to an effective approach to strategic planning with an ambition to have universal coverage of strategic plans by 2029. There is little detail yet as to what the Government’s proposals will mean in practice, other than that the initial focus will be on the combined authorities and a few “priority groupings of other local authorities where strategic planning would provide particular benefits”. We also know that the Government is looking at plans at the sub-regional or city-region scale, not a return to the pre-2010 regional planning regime.
The key findings of new research on strategic planning, commissioned by the RTPI, could not have come at a better time. The lessons from the Liverpool City Region Spatial Development Strategy (SDS) case study could prove particularly valuable given that this is likely to be the Government’s model of choice. It is clear from the case study that we need better guidance from Government on scope and content of strategic plans but that there also needs to be some flexibility to respond to specific issues relevant to the plan area. We will also need a more bespoke testing process and proportionate evidence base to ensure that they are examined as spatial ‘frameworks’ and not detailed local plans.
Critically, we will need a robust approach to decision-making to ensure that these can be prepared quickly. Reaching consensus is an admirable ambition but, as the research shows, it is not always achievable when difficult decisions have to be made about distribution of growth and prioritisation of strategic infrastructure. It also takes time. A move away from unanimity in decision-making towards a majority voting system or mayoral decision-making like London, will therefore be essential for all strategic planning areas.
But none of this is achievable without a new generation of strategic planners. Preparing and implementing an effective approach to strategic planning will require the right skills to navigate the challenging requirements around partnership working, to prepare integrated frameworks for growth and investment and to deliver these through the statutory planning system. Small, dedicated teams for each strategic planning area will be needed as well as more support in the Planning Schools to build future capacity.
The journey back to an effective approach to strategic planning will be difficult but, as the research clearly demonstrates, it is a journey that is necessary for the planning system and planners to play their part in addressing the challenges we face around delivering long term sustainable growth.
