Planning for Impact: Advice for New and Aspiring Heads of Planning in Local Government

Stepping into the role of Head of Planning in local government is both a privilege and a challenge. It is a position that sits at the heart of shaping places, enabling growth, protecting heritage, and responding to the climate emergency. It demands strategic vision, technical expertise, political awareness, and emotional intelligence all within a system that is under increasing pressure.

In 2025, planning departments across England are navigating a landscape marked by complexity and constraint. Application volumes remain high, with district-level authorities receiving over 80,000 planning applications between April and June alone. While 91% of major applications were decided within agreed timeframes, this headline masks deeper issues. Many departments are struggling to maintain performance due to chronic under-resourcing, outdated systems, and rising public expectations.

Recruitment and retention are among the most pressing concerns. A recent survey found that 91% of planning departments report difficulty recruiting staff, and 97% face skills gaps particularly in areas such as ecology, biodiversity, and master planning. These shortages are not just operational they are strategic. Without the right expertise, councils risk falling short on climate targets, housing delivery, and design quality.

At the same time, public trust in planning decisions remains fragile. Communities often feel excluded from the process, and large-scale developments can become flashpoints for local opposition. As Head of Planning, you are not only a technical lead you are a public-facing ambassador for fairness, transparency, and good governance.

This blog post draws on reflections from experienced Heads of Planning and recent sector research to offer practical advice for those stepping into this vital leadership role. From managing political relationships to streamlining validation processes, from building resilient teams to leading with empathy, the insights shared here are designed to help you navigate your first months with confidence, clarity, and impact.

1. Understand the Power and Responsibility of the Role

One of the most striking realisations for many new Heads of Planning is the breadth of influence the role carries often more than anticipated. While the position is rooted in technical expertise and statutory responsibilities, it also involves a significant degree of soft power. You are not just managing applications and policy frameworks; you are shaping the future of communities, influencing investment decisions, and acting as a key interface between the council, developers, elected members, and the public. As one contributor reflected:

“There’s a lot of soft power in this role especially when dealing with developers and elected members.”

This influence is not always formalised in job descriptions or organisational charts, but it is felt in every negotiation, every committee meeting, and every strategic conversation. The Head of Planning is often the person who can unlock stalled developments, broker compromises, and steer complex projects through political and procedural hurdles.

Recognising this early is essential. It allows you to lead with confidence, knowing that your voice carries weight not just because of your technical knowledge, but because of your ability to interpret policy, navigate competing interests, and build consensus. It also means understanding the responsibility that comes with that influence. Your decisions can affect housing delivery, environmental sustainability, economic growth, and public trust.

Importantly, this role is not about asserting personal opinions or pushing individual agendas. One contributor emphasised the need to separate personal views from professional responsibilities:

“You have to realise that what goes out as the Head of Planning isn’t what you think it’s what represents the local authority.”

This is a role for consensus-builders, not solo operators. It requires diplomacy, humility, and a commitment to representing the council’s position, even when it differs from your own. You are a steward of public interest, a leader of teams, and a visible figure in the democratic process.

Understanding the power and responsibility of the role from the outset helps you approach it with the right mindset strategic, collaborative, and grounded in service.

2. Be Bullish About Resources and Data

One of the most consistent pieces of advice from experienced Heads of Planning is to be assertive especially when it comes to securing the resources and systems your department needs to function effectively. Planning services are often under-resourced, operating with legacy systems, and burdened by historic backlogs. Without the right support, even the most capable leaders will struggle to deliver the outcomes expected of them. As one contributor candidly reflected:

“I wish I’d been more demanding about the level of support. Turning around a backlog takes resources and good data.”

This is a crucial lesson. Many new Heads of Planning enter the role with a collaborative mindset, keen to build relationships and avoid making waves. But when it comes to resourcing, diplomacy alone won’t cut it. You need to be clear, evidence-led, and persistent in making the case for investment whether that’s in staffing, digital systems, training, or performance monitoring.

Data is particularly important. Without accurate, timely, and accessible data, it’s impossible to diagnose problems, track progress, or make informed decisions. Yet many councils still rely on outdated systems that obscure rather than illuminate service performance. One contributor noted the difficulty of working in an authority with poor data visibility:

“It’s hard until you get to an authority that didn’t have great data you need to understand your position to drive rapid turnaround.”

Being bullish doesn’t mean being combative. It means being confident in your professional judgement, clear about your department’s needs, and proactive in seeking solutions. It also means knowing when to escalate concerns and when to push back against unrealistic expectations. Importantly, advocating for resources isn’t just about operational efficiency it’s about staff wellbeing. Under-resourced teams are more likely to experience burnout, disengagement, and high turnover. By securing the support your team needs, you’re also protecting morale and retention.

In short, don’t wait for permission to ask for what your service requires. Push for better systems, clearer metrics, and investment in people. Without it, progress will be slow, and the pressure will mount not just on you, but across your entire team.

3. Build Relationships Early Internally and Externally

One of the most consistent themes from experienced Heads of Planning is the importance of relationship-building starting before your official first day, if possible. Planning is not a solitary function. It’s a service that thrives on collaboration, negotiation, and trust. Whether you're working with councillors, developers, residents, or internal colleagues, your ability to build and maintain strong relationships will be central to your success. As one contributor advised:

“Start building relationships before day one. Meet the team informally. Understand key stakeholders.”

This means going beyond formal introductions. Take time to understand the personalities, priorities, and pressures of those around you. Informal coffee chats with your team can reveal more than structured meetings. Early conversations with elected members can help you grasp the political landscape. And connecting with developers and external partners can lay the groundwork for smoother negotiations down the line.

Internally, relationships with your planning officers, administrative staff, legal colleagues, and finance teams are just as vital. These are the people who will help you deliver, troubleshoot, and innovate. Building rapport early fosters a culture of openness and shared purpose. It also helps you spot potential issues before they escalate. Externally, your role will often involve managing competing interests. Developers may push for speed and flexibility; communities may demand transparency and protection; councillors may have political imperatives. Navigating these dynamics requires trust, credibility, and emotional intelligence. The relationships you build in the early weeks will shape how you’re perceived and how much influence you can wield.

Planning is inherently collaborative. It’s about bringing people together to shape places that work for now and for the future. Your success will depend not just on your technical knowledge, but on your ability to communicate, connect, and lead through relationships.

4. Translate Complexity into Clarity

Planning is a discipline steeped in technical language, legal frameworks, and policy nuance. From development control and spatial strategies to design codes and biodiversity net gain, the terminology can be dense and daunting even for seasoned professionals. But as Head of Planning, your role extends far beyond technical accuracy. You are also a communicator, a translator, and a bridge between complexity and understanding. As one contributor put it:

“You need to translate technical speak into what people want to hear and can understand.”

This skill is especially important when engaging with elected members, residents, and external stakeholders. Councillors need clear, concise briefings to make informed decisions. Communities need accessible explanations to feel included in the planning process. Developers need clarity to navigate requirements and avoid delays. If your message is lost in jargon, you risk confusion, frustration, and mistrust.

Translating complexity into clarity doesn’t mean oversimplifying or glossing over detail. It means knowing your audience and tailoring your communication accordingly. It means summarising key points, using plain English, and visualising data where possible. It also means being honest about uncertainty and transparent about trade-offs. This approach builds credibility. It shows that you understand the issues, respect your audience, and are committed to inclusive decision-making. It also helps manage expectations particularly in contentious cases where emotions run high and outcomes are scrutinised.

In a sector where public trust is fragile and scrutiny is intense, clarity is not just a courtesy it’s a strategic asset. It enables better decisions, fosters collaboration, and strengthens your leadership.

Whether you're presenting at committee, briefing a cabinet member, or speaking at a public consultation, remember: your ability to communicate clearly is just as important as your technical expertise.

5. Don’t Try to Change Everything Overnight

It’s natural to want to make an impact early on especially when stepping into a senior leadership role like Head of Planning. You may arrive with fresh ideas, a clear vision, and a strong desire to fix what isn’t working. But experienced leaders caution against rushing into change without first understanding the landscape. As one contributor advised:

“Avoid the trap of trying to make a splash. You’ll probably have the opposite effect.”

This is a common pitfall. New leaders sometimes feel pressure to prove their value quickly, which can lead to premature decisions, misjudged priorities, and unintended consequences. Planning departments are complex ecosystems, often shaped by years of policy evolution, political dynamics, and cultural norms. Attempting to overhaul systems or restructure teams without first listening and observing can erode trust and destabilise progress.

Instead, take time to understand the organisation’s culture, the strengths and weaknesses of your team, and the political and operational context in which you’re working. Spend your early weeks in listening mode engaging with staff, councillors, developers, and community stakeholders. Ask questions, seek feedback, and build a picture of what’s working well and where the real challenges lie.

Early wins are important, but they should be grounded in insight, not haste. Focus on building credibility, forming relationships, and identifying areas where small, meaningful changes can make a difference. This approach not only helps you avoid costly missteps it also lays the foundation for more ambitious reforms later on. Remember, leadership is a marathon, not a sprint.

The most effective Heads of Planning are those who lead with patience, humility, and a commitment to long-term impact.

6. Focus on the Engine Room

While the Head of Planning role often conjures images of strategic visioning, policy development, and high-profile committee meetings, the reality is that much of your success will be determined by how well the operational core of your service functions. The “engine room” your administrative processes, validation systems, and case management workflows is where efficiency is either built or broken. As one contributor put it:

“Look at your admin, your validations, your ins and outs. That’s the gatekeeper of efficiency.”

This advice is both practical and urgent. Planning departments across the country are grappling with backlogs, missed targets, and frustrated applicants not always because of poor decision-making, but because of inefficient systems. Double-handling, unclear validation criteria, and bottlenecks in registration or allocation can derail even the most well-intentioned service.

For new Heads of Planning, it’s essential to spend time understanding how the engine room operates. Sit with your administrative staff, observe how applications flow through the system, and identify where delays or duplication occur. These frontline insights are invaluable not only for improving performance but also for boosting morale. Staff who feel heard and supported are more likely to be engaged and proactive.

Streamlining validation processes, investing in digital tools, and clarifying internal protocols can have a transformative effect. It reduces frustration for applicants, improves transparency for councillors, and frees up professional officers to focus on complex cases and strategic work.

Moreover, the engine room is often where public perception of your service is formed. If applicants experience delays, poor communication, or inconsistent advice at the front end, trust in the entire planning process can erode. By strengthening this foundation, you’re not just improving internal operations you’re enhancing your department’s reputation and credibility.

In short, don’t overlook the operational heart of your service. The engine room matters. It’s where efficiency is built, morale is shaped, and trust begins.

7. Lead with Emotional Intelligence

Leadership in planning is as much about people as it is about policy. While technical expertise and strategic thinking are essential, they must be matched by emotional intelligence the ability to understand, empathise, and respond to the human dynamics that underpin your team and wider organisation. As one contributor advised:

“Sit with people. Don’t say things are awesome when they aren’t. Listen to those turning the wheel.”

This reflection speaks to the importance of authenticity and visibility. Staff know when things aren’t working, and they value leaders who acknowledge challenges rather than gloss over them. By being honest about what’s going well and what isn’t you build trust and credibility. You also create a culture where people feel safe to speak up, share concerns, and offer ideas.

Emotional intelligence also means being present. Take time to sit with your team, understand their pressures, and recognise their contributions. Planning officers, administrators, and support staff are often working under intense scrutiny and tight deadlines. Acknowledging their efforts and listening to their feedback can make a significant difference to morale and retention.

Moreover, emotional intelligence is vital when navigating difficult conversations whether with councillors, developers, or residents. Planning decisions can be contentious, and emotions often run high. Being able to remain calm, empathetic, and solution-focused helps you manage conflict and maintain professional relationships.

It’s also about self-awareness. Recognising your own triggers, managing stress, and maintaining boundaries are key to sustaining your leadership over time. The Head of Planning role is demanding, and resilience is built not just through technical competence, but through emotional agility. In short, lead with empathy, honesty, and presence.

Emotional intelligence isn’t a soft skill it’s a strategic asset that enables you to build a resilient team, foster collaboration, and navigate complexity with confidence.

8. Know the Sector Context

To lead effectively as Head of Planning, you must understand the wider environment in which your service operates. In 2025, the planning system is under considerable strain shaped by national policy shifts, resource constraints, and growing public scrutiny. This context isn’t just background noise; it directly affects your ability to deliver, influence, and lead.

Planning application volumes remain high, with district-level authorities receiving over 80,000 applications between April and June alone. Yet despite this activity, residential approvals are down 9% year-on-year, reflecting both market uncertainty and increasing complexity in the planning process. Backlogs and delays are widespread, with some applications taking months longer than expected due to validation issues, staffing shortages, and procedural bottlenecks.

Public trust in planning decisions is also worryingly low. Just 7% of people say they trust local authorities to act in their best interests when it comes to large-scale developments. This lack of confidence can fuel opposition, slow down delivery, and undermine the legitimacy of your service. As Head of Planning, you will often be the face of these decisions so understanding and addressing this trust deficit is essential.

Recruitment and retention are among the most pressing challenges. A staggering 91% of planning departments report difficulty recruiting staff, and 72% face skills gaps in critical areas such as biodiversity, ecology, and design codes. These shortages not only affect day-to-day operations they also limit your ability to respond to emerging priorities like net zero, nature recovery, and design quality.

Understanding this sector context helps you lead with realism. It allows you to set achievable goals, advocate for resources, and engage with stakeholders from a position of informed authority. It also helps you support your team recognising the pressures they face and the systemic challenges that shape their work.

In short, knowing the sector context isn’t optional it’s foundational. It enables you to lead strategically, communicate credibly, and push for the changes your service and community need.

9. Invest in Leadership Development

The transition into the Head of Planning role is not just a step up in responsibility it’s a shift in mindset. You’re no longer just managing cases or interpreting policy; you’re leading people, shaping strategy, and representing your service at the highest levels. To thrive in this space, investing in your own leadership development is essential. Several contributors emphasised the value of formal training and mentoring:

“Shadow a current manager. Attend meetings. Learn from day one.”

This advice reflects the importance of preparation and continuous learning. Shadowing an experienced leader before formally stepping into the role can offer invaluable insights into the realities of the job how decisions are made, how relationships are managed, and how priorities are balanced. Attending meetings early on helps you understand the dynamics of your organisation and begin building your own leadership presence.

Beyond informal learning, structured development opportunities are key. Explore leadership programmes offered through organisations such as the Planning Advisory Service (PAS), the Royal Town Planning Institute (RTPI), or your council’s internal development offer. These programmes often combine strategic thinking, emotional intelligence, and practical tools for managing teams and navigating political environments.

Leadership development also means self-awareness. Take time to reflect on your strengths and gaps. Are you confident in public speaking? Skilled in conflict resolution? Comfortable with financial oversight? Identifying areas for growth allows you to build a tailored development plan and seek out the right support whether that’s coaching, peer mentoring, or targeted training.

Importantly, investing in your own development sets the tone for your team. It signals that learning is valued, that growth is encouraged, and that leadership is a journey not a destination. It also helps you model the behaviours and mindset you want to see in others.

In short, don’t wait until challenges arise to start developing your leadership skills. Begin from day one, and keep learning throughout your career. The stronger you are as a leader, the more resilient and effective your planning service will be.

10. Be a Role Model for Corporate Priorities

Planning doesn’t operate in a vacuum. As Head of Planning, you are part of a wider organisation with strategic goals that span housing, climate action, economic development, health, and community wellbeing. Your service plays a critical role in enabling these priorities but only if it is aligned with them. As one contributor advised:

“Support your staff but make sure their work aligns with corporate priorities.”

This balance is key. On one hand, you must advocate for your team, protect their professional integrity, and ensure they have the space to apply their expertise. On the other, you must ensure that their work contributes to the council’s broader ambitions. That means embedding planning into corporate conversations, aligning service plans with strategic frameworks, and making sure your department is seen not as a silo, but as a strategic enabler.

Being a role model for corporate priorities also means demonstrating leadership behaviours that reflect the organisation’s values. Whether it’s collaboration, transparency, innovation, or inclusion, your conduct sets the tone for how planning is perceived across the council. It also influences how your team engages with other departments, elected members, and external partners.

This alignment doesn’t mean compromising professional standards it means contextualising them. For example, ensuring that design quality supports health outcomes, or that housing delivery contributes to net zero targets. It’s about connecting the dots between planning and the wider public value agenda.

Importantly, this approach helps elevate the status of planning within the organisation. When your service is seen as a contributor to corporate success not just a regulatory function it becomes easier to secure resources, influence policy, and attract talent.

In short, lead in a way that reflects and reinforces your council’s strategic direction. Be a role model not just for planning excellence, but for corporate leadership.

Final Thought: Lead with Purpose, Not Ego

The Head of Planning role is one of influence, visibility, and responsibility. It places you at the centre of decisions that shape communities, impact lives, and define the future of place. But with that influence comes a choice whether to lead with ego, or with purpose. As one contributor summed it up:

“This is a role for consensus finders not megalomaniacs.”

Planning is not about personal agendas or individual dominance. It’s about collaboration, negotiation, and public value. The most effective Heads of Planning are those who bring people together, listen actively, and lead with humility. They understand that their role is not to impose, but to facilitate to guide complex processes, balance competing interests, and deliver outcomes that serve the wider good.

Leading with purpose means staying grounded in the values of public service. It means being transparent, accountable, and fair. It means recognising that every decision you make whether approving a development, shaping a local plan, or responding to a community concern has real-world consequences.

It also means being self-aware. Ego-driven leadership can alienate teams, erode trust, and create conflict. Purpose-driven leadership builds resilience, fosters innovation, and earns respect. It creates a culture where people feel valued, heard, and empowered to contribute. In a sector facing resource pressures, public scepticism, and increasing complexity, the need for thoughtful, inclusive leadership has never been greater. As Head of Planning, you have the opportunity to model that leadership to show that planning can be principled, people-centred, and transformative. So lead with clarity. Lead with humility. Lead with purpose.

We’d love to hear from you. If you’re a current or aspiring Head of Planning and there’s something you wish had been included or a piece of advice you’d offer others please share your thoughts with us at info@truthaboutlocalgovernment.com