Barker specializes in strategic planning, leadership development and collaborative cultures that enhance organizational effectiveness and produce superior results for stakeholders. She earned her doctorate in Leadership Studies from the University of San Diego and her dissertation examined the role of cross-functional leaders in enterprise-wide change. Barker, a visionary leader with extensive administrative background in public education, is an acknowledged expert in systems change and leadership.
Water supply, waste water and water quality Crucially, Local Plans should: Each local planning authority should ensure that the Local Plan is based on adequate, up-to-date and relevant evidence about the economic, social and environmental characteristics and prospects of the area.
Local planning authorities should ensure that their assessment of and strategies for housing, employment and other uses are integrated, and that they take full account of relevant market and economic signals.
Local planning authorities should have a clear understanding of housing needs in their area. The Strategic Housing Market Assessment should identify the scale and mix of housing and the range of tenures that the local population is likely to need over the plan period which: Assessment of land availability Business Local planning authorities should have a clear understanding of business needs within the economic markets operating in and across their area.
To achieve this, they should: Local planning authorities should use this evidence base to assess: Reviews of land available for economic development should be undertaken at the same time as, or combined with, Strategic Housing Land Availability Assessments and should include a reappraisal of the suitability of previously allocated land the role and function of town centres and the relationship between them, including any trends in the performance of centres the capacity of existing centres to accommodate new town centre development locations of deprivation which may benefit from planned remedial action the needs of the food production industry and any barriers to investment that planning can resolve Infrastructure Local planning authorities should work with other authorities and providers to: Minerals planning authorities should work with other relevant organisations to use the best available information to: Local planning authorities should: Strategic environmental assessment and sustainability appraisal Environment Planning policies and decisions should be based on up-to-date information about the natural environment and other characteristics of the area including drawing, for example, from River Basin Management Plans.
Working with Local Nature Partnerships where appropriate, this should include an assessment of existing and potential components of ecological networks.
A sustainability appraisal which meets the requirements of the European Directive on strategic environmental assessment should be an integral part of the plan preparation process, and should consider all the likely significant effects on the environment, economic and social factors.
Local Plans may require a variety of other environmental assessments, including under the Habitats Regulations where there is a likely significant effect on a European wildlife site which may not necessarily be within the same local authority areaStrategic Flood Risk Assessment and assessments of the physical constraints on land use 4.
Wherever possible, assessments should share the same evidence base and be conducted over similar timescales, but local authorities should take care to ensure that the purposes and statutory requirements of different assessment processes are respected. Assessments should be proportionate, and should not repeat policy assessment that has already been undertaken.
The process should be started early in the plan-making process and key stakeholders should be consulted in identifying the issues that the assessment must cover. Shoreline Management Plans should inform the evidence base for planning in coastal areas. The prediction of future impacts should include the longer term nature and inherent uncertainty of coastal processes including coastal landslipand take account of climate change.
Local planning authorities should have up-to-date evidence about the historic environment in their area and use it to assess the significance of heritage assets and the contribution they make to their environment.In an economy driven by innovation and constant change, strategic workforce planning cannot be wholly delegated to HR.
Disruptive change is likely to first impact the organization at the divisional or unit level, and operating leaders must be able to respond with local workforce planning to .
The entire strategic planning process is covered in detail from the basics of strategy formulation to the implementation of business strategies in the “real world.” These strategic planning training and business planning courses are designed to work cohesively with one another.
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Meet Kirk Cassidy Kirk Cassidy is the president of Senior Planning Advisors and Strategic Investment Advisors. He is a fiduciary who holds a Series 65 securities license, as well as a life insurance license in Michigan and many other states.