Championing Local Government Planning: Attracting and Retaining Top Talent

Recruiting and retaining staff in local government planning functions has become a formidable challenge, one that threatens the very fabric of our communities' development and growth. In an effort to confront this pressing issue head-on, we convened a virtual roundtable with Chief Planning Officers from across England. The conversation was nothing short of electrifying, filled with passionate debates, insightful observations, and a shared determination to find solutions.

Throughout our discussion, the Chief Planning Officers painted a vivid picture of the current landscape, highlighting a myriad of obstacles that hinder effective recruitment and retention. From the allure of the private sector to the constraints of public sector budgets, the challenges are as complex as they are numerous. Yet, amidst the daunting realities, there emerged a beacon of hope. Our roundtable did not merely dwell on the problems; it forged a path forward, outlining innovative and practical solutions designed to attract and keep talented professionals in local government planning roles.

In this article, we delve into the heart of our roundtable discussion, presenting the key challenges identified and, more importantly, the actionable strategies proposed. Our aim is to provide a comprehensive and dramatic exploration of the issues at hand, coupled with a hopeful vision for the future of local government planning. Join us as we navigate this critical conversation, shedding light on the path to a more robust and resilient planning workforce.

The Challenges

Competition with the Private Sector

One of the most significant challenges is the difficulty in recruiting experienced planners. Once planners gain valuable experience in local government, they often find themselves lured away by the private sector. The private sector can offer higher salaries, more attractive benefits, and sometimes a less politically charged work environment. This migration depletes local government of seasoned professionals and creates a cycle where new recruits are constantly needed to fill the gaps left by those who depart.

Negative Political Narratives

The image of planning within the political sphere has been marred by negative rhetoric from high-profile figures. Keir Starmer referred to a "choke hold on planning," while David Cameron described it as a "drag anchor on growth." Such top-tier narratives contribute to a damaging perception of planners as obstacles to development rather than facilitators of sustainable growth. This negative image can deter potential recruits and demoralize current staff, making it harder to attract and retain talent. It is crucial to counteract this narrative by highlighting the benefits of planning and local government services.

Lack of Awareness Among Youth

Another critical issue is the lack of understanding among young people about what local government does and the career opportunities it offers. Many children and teenagers are unaware of the vital role that planners play in shaping their communities. This lack of awareness means that fewer young people consider planning as a viable career option, leading to a smaller pool of potential recruits. Engaging with educational establishments early, even at the primary school level, can help raise awareness and inspire the next generation of planners.

Quality of Interim Staff

The reliance on interim staff to fill gaps can sometimes lead to issues with quality. Interim staff may not always possess the same level of commitment or expertise as permanent employees, which can affect the overall performance and morale of the planning department. This reliance on temporary solutions can also disrupt the continuity and stability needed for effective planning.

Balancing Workload and Mentorship

Managing a heavy caseload while also mentoring apprentices or graduates is a significant challenge for many planners. The demands of day-to-day work can make it difficult to provide the necessary guidance and support to those going through their chartership. This lack of mentorship can hinder the professional development of new planners and contribute to higher turnover rates.

Confidence in Tackling Major Applications

There is a notable issue with the knowledge and confidence required to handle major applications. Planners may feel ill-equipped to tackle large, complex projects, which can lead to delays and a lack of confidence in the planning process. This issue is compounded by the high visibility of planning decisions, which are often scrutinized by the public and political figures.

Hostile Work Environment

Planners often face hostility from the public, councillors, and even private sector planners. This rudeness and lack of respect can create a vulnerable and unprotected work environment. The stress and emotional toll of dealing with such hostility can lead to burnout and a desire to leave the profession. Implementing measures to protect planners from rudeness and hostility, such as training on how to deal with difficult situations and creating a supportive work environment, is crucial.

Inadequate Preparation from Planning Schools

Not all planning schools adequately prepare students for the realities of working in a local authority planning function. The theoretical knowledge provided in academic settings does not always translate to the practical skills needed on the job. This gap in preparation can lead to new planners feeling overwhelmed and underprepared, contributing to higher turnover rates. Ensuring that planning schools prepare students for practical work in local government is vital.

Struggles with Student Engagement

The planning sector struggles to engage with students in a meaningful way. There is a need for more effective outreach and engagement strategies to attract young people to the profession. Without a concerted effort to connect with students and highlight the benefits of a career in planning, the sector will continue to face recruitment challenges.

Ageing Workforce

The planning profession is facing a demographic crisis, with an ageing workforce and more planners exiting the system than joining. This trend is unsustainable and poses a significant threat to the future of local government planning. There is an urgent need to attract younger professionals to ensure the continuity and vitality of the planning function.

Political Football

Planning is a highly visible service function of the council and is often used as a political football. Decisions made by planners can become contentious political issues, subjecting planners to intense scrutiny and criticism. This politicization of planning can create a challenging work environment and deter potential recruits.

Competition Between Local Authorities

Competition between local authorities, each offering different pay scales and benefits, can lead to a poaching of staff. Planners may move from one council to another in search of better compensation, creating instability and a constant need for recruitment. This competition can also drive up costs and make it harder for smaller councils to attract and retain talent.

Undesirable Minor Applications

The caseload for minor applications is often seen as less desirable work. Planners may feel that their skills and expertise are underutilized when dealing with smaller, less complex applications. This dissatisfaction can lead to a lack of motivation and a desire to seek more challenging opportunities elsewhere.

THE SOLUTIONS.

Promote the Value of Planning

One of the most critical steps is to actively promote the value of planning. The MRTPI (Royal Town Planning Institute) should take a more proactive role in communicating its views and engaging with the media. By highlighting the benefits of planning and local government services, we can work to change the negative narrative that often surrounds the profession. This involves showcasing successful projects and the positive impact planners have on communities, thereby improving public perception and attracting new talent.

Accessible Communication

Effective communication is key to changing perceptions and attracting new talent. We need to find a language that is accessible and clearly highlights the opportunities within the planning sector. This means using plain language that resonates with a broader audience, including potential recruits who may not be familiar with the technical jargon of the field. By making the profession more understandable and appealing, we can draw in a diverse range of candidates.

Graduate Rotation Programs

Implementing graduate rotation programs can provide new planners with a broad understanding of the field. By rotating through all technical disciplines, graduates can gain a comprehensive view of the planning process and avoid being pigeonholed into a single area too early in their careers. This approach not only enhances their skills and knowledge but also keeps them engaged and motivated, increasing the likelihood of long-term retention.

Advocacy and Protection

The MRTPI needs to step up its efforts to protect and advocate for planners in local government. This includes addressing negative political narratives that portray planning as a hindrance to growth. By actively promoting the benefits of planning and defending the profession against unfair criticism, the MRTPI can help improve the working environment for planners and make the profession more attractive to potential recruits.

Early Engagement with Education

Engaging with educational establishments early is crucial for raising awareness about the planning profession. Initiatives like the RTPI's efforts to get professional planners into schools can inspire the next generation. By reaching out to students at the primary school level and continuing through secondary education, we can cultivate an interest in planning from a young age. This early engagement helps build a pipeline of future planners who are passionate about the profession.

Professional Fees and Mentorship

Local authorities should support their staff by paying professional fees, especially for those at the start of their careers. This financial support can alleviate some of the burdens on new planners and demonstrate a commitment to their professional development. Additionally, there should be enough mentors available to guide and support new planners. Effective mentorship programs can help new recruits navigate the complexities of the profession, build their confidence, and enhance their skills, leading to higher job satisfaction and retention.

By implementing these solutions, we can address the challenges in recruiting and retaining planners in local government. Promoting the value of planning, improving communication, offering comprehensive training programs, advocating for the profession, engaging with education early, and providing financial and mentorship support are all critical steps in building a robust and resilient planning workforce. These strategies will not only attract new talent but also ensure that experienced planners remain committed to their roles, ultimately benefiting the communities they serve.

Protecting planners from rudeness and hostility is crucial for maintaining a positive and productive work environment. Implementing measures to safeguard planners can significantly improve their job satisfaction and retention.

Providing planners with training on how to manage and defuse difficult situations is essential. This training can include conflict resolution techniques, communication skills, and strategies for maintaining professionalism under pressure. By equipping planners with these skills, they can handle hostility more effectively and reduce the emotional toll of their work.

Establishing a supportive and respectful workplace culture is vital. This involves fostering an environment where planners feel valued and protected. Encouraging open communication, providing regular feedback, and recognizing the contributions of planners can help build a positive atmosphere. Additionally, implementing policies that address and mitigate workplace hostility can ensure that planners feel safe and supported.

Having clear and accessible reporting mechanisms for instances of hostility or rudeness is important. Planners should know how to report such incidents and feel confident that their concerns will be taken seriously and addressed promptly. This can help create a sense of security and trust within the workplace.

Strong support from leadership is crucial in protecting planners. Leaders should actively promote a culture of respect and zero tolerance for hostility. By setting a positive example and taking decisive action against inappropriate behaviour, leaders can reinforce the importance of a respectful work environment.

By implementing these measures, local governments can protect planners from hostility, ensuring a healthier and more supportive work environment. This not only enhances job satisfaction but also contributes to the overall effectiveness and stability of the planning function.

Collaboration with Other Professions

Engaging with other professional bodies, such as the law society, can create collaborative opportunities and enhance the profile of planning. By working together on joint initiatives, planners can benefit from the expertise and perspectives of other professions, leading to more comprehensive and effective planning solutions. This collaboration can also raise the visibility of the planning profession and highlight its importance in the broader context of community development and governance.

Promote Planning Careers

Initiatives like Norfolk County Council's local government week are excellent examples of how to promote the various careers available in local government, including planning. These events provide an opportunity to showcase the diverse roles within the planning sector and the impact planners have on their communities. By engaging with students and the public, such initiatives can inspire interest in planning careers and help build a pipeline of future professionals.

Use of Social Media

Social media is a powerful tool for promoting planning and local government. By utilizing platforms like Twitter, LinkedIn, and Instagram, planning departments can showcase the positive impact of their work on communities. Sharing success stories, project updates, and behind-the-scenes looks at the planning process can help demystify the profession and highlight its value. Social media can also be used to engage with the public, answer questions, and build a supportive community around planning initiatives.

Positive Messaging

Reclaiming the narrative around planning is crucial for improving its public perception. Planners should be promoted as part of the solution rather than a problem. This requires a concerted effort to communicate a positive message from the top down. Leaders and senior officials should publicly acknowledge the important work planners do and the benefits they bring to communities. By consistently highlighting the positive aspects of planning, we can change the narrative and attract more people to the profession.

Resilience Training

Supporting staff in developing resilience is essential for retaining planners. The planning profession can be demanding and stressful, so providing coaching and training programs to help staff build resilience is crucial. These programs can teach planners how to manage stress, handle difficult situations, and maintain a positive outlook. By investing in the well-being of staff, local governments can improve job satisfaction and reduce turnover.

Practical Training in Planning Schools

Ensuring that planning schools prepare students for practical work in local government is vital. Many planning programs focus heavily on academic theory, which may not fully equip students for the realities of working in a local authority. Planning academies can help bridge this gap by offering practical training and real-world experience. Collaborating with educational institutions to align their curricula with the needs of local government can produce graduates who are ready to contribute effectively from day one.

By implementing these solutions, local governments can address the challenges in recruiting and retaining planners. Collaboration with other professions, promoting planning careers, utilizing social media, positive messaging, resilience training, and practical education are all critical steps in building a robust and resilient planning workforce. These strategies will not only attract new talent but also ensure that experienced planners remain committed to their roles, ultimately benefiting the communities they serve.

Comprehensive Strategies for Enhancing Recruitment and Retention of Planners

Recruiting and retaining planners in local government is a multifaceted challenge that requires a strategic and holistic approach. Here are several key strategies that can help address these issues effectively:

Championing Planning

Leaders, politicians, and senior leadership teams (SLT) play a crucial role in promoting, championing, and protecting planners. It is essential for these figures to actively support and advocate for their planning teams. By doing so, they can help planners feel valued and respected, which is vital for job satisfaction and retention. Members should consistently remind planners of their critical role in helping politicians make informed decisions that benefit the community. This support can also help counteract negative perceptions and highlight the importance of planning in achieving sustainable development goals.

Councillor Onboarding and Training

Improving the onboarding and training processes for councillors is essential to ensure they understand and support the planning process. Effective training should cover the fundamentals of planning, the importance of sustainable development, and the role of planners in the decision-making process. Additionally, councillors should be trained on how to challenge and scrutinize planning proposals effectively. This knowledge will enable them to make informed decisions and support planners in their work, fostering a collaborative and respectful relationship between councillors and planning staff.

Addressing Negative Press

Negative stories in the national and local press can significantly impact the morale and public perception of planners. To counteract this, it is crucial to promote positive planning outcomes and successes. Local governments should actively engage with the media to share success stories, highlight the positive impact of planning projects, and showcase the benefits of effective planning. By reclaiming the narrative and emphasizing the positive contributions of planners, local governments can improve public perception and attract new talent to the profession.

Improving Public-Private Sector Relations

Fostering better communication and collaboration between public and private sector planners is essential for reducing friction and improving working relationships. Regular meetings, joint training sessions, and collaborative projects can help build mutual understanding and respect between the two sectors. By working together, public and private sector planners can share best practices, address common challenges, and develop more effective planning solutions. This collaboration can also help bridge the gap between the sectors and create a more cohesive planning community.

People Skills Training

Enhancing training in people skills for planners is crucial for improving their interactions with the public and other stakeholders. Effective communication, conflict resolution, and customer service skills are essential for planners to navigate the complexities of their roles. Providing regular training and development opportunities in these areas can help planners build confidence, handle difficult situations more effectively, and foster positive relationships with the community. This investment in people skills can lead to better outcomes and higher job satisfaction for planners.

Competitive Compensation

Offering competitive salaries and benefits is vital for retaining planners and preventing them from moving to the private sector or higher-paying councils. Local governments should regularly review and adjust their compensation packages to ensure they are competitive with the private sector and other local authorities. In addition to salaries, benefits such as flexible working arrangements, professional development opportunities, and performance-based incentives can help attract and retain talented planners.

Opportunities for Growth

Providing planners with opportunities to grow, develop, and evolve within their roles is essential for long-term retention. This includes involvement in corporate projects, regeneration schemes, and other high-profile initiatives that offer professional growth and development. By giving planners the chance to work on diverse and challenging projects, local governments can keep them engaged and motivated. Additionally, offering clear career progression paths and opportunities for further education and training can help planners see a future within the organization.

Investing in Staff

Making local authority planning a fulfilling place to work involves investing in staff development and creating a supportive environment. This includes providing regular training and development opportunities, fostering a positive workplace culture, and recognizing and rewarding staff achievements. By showing a commitment to the professional growth and well-being of planners, local governments can create a more attractive and supportive work environment. This investment in staff can lead to higher job satisfaction, better performance, and increased retention.

Quality Interim Staff

Ensuring that interim staff are of high quality and share knowledge about their performance is crucial for maintaining continuity and stability within the planning function. Local governments should implement rigorous selection processes for interim staff and provide thorough onboarding and training to ensure they are well-prepared for their roles. Additionally, sharing honest and constructive feedback about interim staff performance can help maintain high standards and ensure that temporary staff contribute positively to the planning team.

Performance Management

Using performance management as a positive tool to improve staff performance and satisfaction is essential for retaining planners. Regular performance reviews, clear goal-setting, and constructive feedback can help planners understand their strengths and areas for improvement. By providing support and resources to help planners achieve their goals, local governments can foster a culture of continuous improvement and professional growth. This approach can lead to higher job satisfaction and better performance outcomes.

Succession Planning

Implementing proper succession planning is vital for ensuring continuity and stability within the planning function. Local governments should identify potential future leaders within their planning teams and provide them with the training and development opportunities needed to prepare for leadership roles. Succession planning can help ensure that there is a pipeline of qualified and experienced planners ready to step into key positions as they become available. This proactive approach can help maintain the stability and effectiveness of the planning function over the long term.

Pooling Resources

Pooling Community Infrastructure Levy (CIL) funds to encourage and deliver infrastructure projects on the ground is an effective strategy for enhancing the impact of planning. By collaborating with other local authorities and pooling resources, local governments can fund larger and more impactful projects that benefit the community. This approach can also help demonstrate the tangible benefits of planning and infrastructure investment, improving public perception and support for planning initiatives.

By implementing these comprehensive strategies, local governments can address the challenges in recruiting and retaining planners. Championing planning, improving councillor onboarding and training, addressing negative press, fostering public-private sector relations, enhancing people skills training, offering competitive compensation, providing growth opportunities, investing in staff, ensuring quality interim staff, using performance management positively, implementing succession planning, and pooling resources are all critical steps in building a robust and resilient planning workforce. These strategies will not only attract new talent but also ensure that experienced planners remain committed to their roles, ultimately benefiting the communities they serve.

Strategies for Enhancing Recruitment and Retention of Planners

Addressing the challenges in recruiting and retaining planners in local government requires targeted strategies that focus on attracting new talent and ensuring a good fit within the organization. Here are three key approaches:

Targeting Graduates and Apprentices

Actively recruiting graduates and apprentices is essential for building a robust pipeline of future planners. Local authorities should focus on engaging with universities and colleges to attract recent graduates and students nearing the completion of their studies. Offering regraded posts can make these positions more attractive by providing clear career progression and competitive salaries. Apprenticeship programs can also be a valuable tool, offering hands-on experience and training while allowing apprentices to earn a qualification. By investing in these early-career professionals, local governments can cultivate a dedicated and skilled workforce that is more likely to stay long-term.

Recruitment Based on Values

Recruiting based on values and behaviours is crucial for ensuring a good team fit and fostering a positive workplace culture. Local authorities should prioritize candidates who align with the organization's core values and demonstrate behaviours that support teamwork, integrity, and community service. This approach helps create a cohesive and motivated team that works well together and is committed to the organization's mission. Embracing the local authority's culture and supporting schemes of delegation can further enhance this alignment, ensuring that new recruits feel integrated and valued from the start. By focusing on values-based recruitment, local governments can build a resilient and harmonious planning team.

Central Role of Planning

Ensuring that planning is seen as a central function within the local authority is vital for its success and integration with other disciplines. Planning should not operate in isolation but rather blend effectively with other departments such as housing, transportation, and environmental services. This interdisciplinary approach can lead to more comprehensive and effective planning solutions that address the broader needs of the community. Highlighting the importance of planning in achieving the local authority's strategic goals can also elevate the profession's status and attract more talent. By positioning planning as a key function, local governments can ensure that planners have the support and resources they need to succeed.

Implementing these strategies can significantly enhance the recruitment and retention of planners in local government. Actively targeting graduates and apprentices, focusing on values-based recruitment, and ensuring the central role of planning within the organization are all critical steps in building a strong and dedicated planning workforce. These approaches not only attract new talent but also create a supportive and integrated environment where planners can thrive and contribute to the community's development and growth. By investing in these areas, local governments can address current challenges and build a more resilient and effective planning function for the future.

Conclusion

The challenges in recruiting and retaining planners in local government are significant but addressable. Competition with the private sector, negative political narratives, and a lack of awareness among young people are key issues. To counter these, local governments must offer competitive compensation, promote the positive impact of planning, and engage with educational institutions early to inspire future planners.

Improving the quality of interim staff and balancing workloads with mentorship are also crucial. Providing adequate support and training can help planners manage their responsibilities effectively. Addressing the hostile work environment by implementing measures to protect planners from rudeness and hostility is essential for their well-being and job satisfaction.

Enhancing practical training in planning schools and fostering collaboration between local authorities can also help. Succession planning and creating a supportive environment for younger planners are vital for long-term sustainability.

By implementing these strategies, local governments can build a robust and resilient planning workforce. Promoting the value of planning, engaging with the next generation, and creating a supportive work environment are critical steps in ensuring the future success of local government planning. These efforts will attract and retain the talented professionals needed to shape the future of our communities.