Leadership + Planning Kim Hardy Principal Planner GHD Ltd

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1 Leadership + Planning Kim Hardy Principal Planner GHD Ltd Abstract Planners are consistently presented with opportunities to lead and manage growth, change and sustainability through our statutory and strategic planning frameworks. Every day we work at the forefront of policy formulation and decision making on the competing demands of sustainability and economic development across New Zealand. Whether as resource consent planners, as plan and policy makers or as strategic plan makers and policy analysts we are consistently weighing and determining how and where growth should occur and how to manage change alongside the RMA purpose of sustainability. We know that the RMA was well intentioned and widely regarded as world leading when it came into effect in But the local criticisms have been consistent more particularly in recent times. Are these criticisms warranted or are we as planners simply not grasping the leadership opportunities? Are we prepared to be visionary leaders or are we content to simply manage process participation, leaving the tough calls on competing interests to others at the sharp end of the process? What are the opportunities for planners to lead and drive growth and change through the RMA planning framework? Not content to sit back and react, how can we drive our processes and outcomes? Business as Usual Isn t Working On 22 nd of July of this year it will be 25 years since the Resource Management Act 1991 (the RMA) was granted Royal Ascent 1. In her speech to announce the current round of RMA reforms the then Minister for the Environment Amy Adams described the RMA as not only being New Zealand s environmental legislation but:.our key piece of planning law. It forms the basis of the decisions that determine what it is we can do with our land and which has a huge impact on whether our communities are getting what they need day to day whether it be jobs, infrastructure,. 2 The RMA s overriding purpose to promote the sustainable management of natural and physical resources 3 is the foundation of and cornerstone to the work that planners do on a daily basis. Be it strategic, policy or statutory planning for local or central government or the private sector. Planners are primarily responsible for the day to day interpretation and administration of the RMA purpose, principles, evaluation and decision making frameworks. 1 The Act commenced on 1 October Minister s speech to announce current phase of RMA reforms 3 RMA Part 2 Section 5 Purpose and Principles. Kim Hardy Principal Planner GHD - NZPI Conference April

2 With increasing demand for access to and use of land and natural resources and heightened public interest in issues of urban growth and environmental management, responsibility for implementing this key piece of planning law and the work that planners do has never been under more scrutiny and subject to debate. Perceptions are that the Act is consistently applied in a way that favors bureaucracy over pragmatism resulting in inflexible, time consuming and costly barriers to good social, economic and environmental outcomes. The need for resource consent is considered something to be avoided at all costs which in itself can at times result in sub optimal outcomes. Whilst we may not entirely agree with the commentaries (much of which we know can be inaccurate, ill-informed and absent of fact and context), there are often quoted examples of stories and experiences where such perceptions have proven to be reality. National Response - RMA reform and other initiatives The RMA has been through 21 sets of amendment in the 25 years since it was enacted. It was established as an enabling statute with the focus being on managing effects of activities rather than managing the activities themselves. It was a conscious move from the disconnected framework of the Town and Country Planning Act 1979 and the 58 separate statues that governed management of New Zealand s natural and physical resources. 4 Simon Upton described the planning context at that time as:..a multiplicity of legislative acts and control authorities relevant to any proposal. The duplications, overlaps, delays, and costs resulted in the call for an integrated streamlined statute with a clear purpose and focus. 5 With this legislative change and the change in planning practice expected to follow came opportunities for greater flexibility. But as we know flexibility also comes with the risk of sometime significant uncertainty. The complexities that arise from aspirations to balance this combination of flexibility and uncertainty sit at the heart of the challenge for all RMA practitioners. A key theme of the current round of reforms is that amendments to the statute are necessary not only to aid interpretation and implementation but to improve planning process. Nick Smith described the current bill as addressing: 4 Schedule 6 of the RMA sets out the 58 Enactments repealed by the RMA. 5 Simon Upton Speech delivered for the Stace Hammond Grace Lecture, University of Waikato. Kim Hardy Principal Planner GHD - NZPI Conference April

3 the significant problems with the Resource Management Acts cumbersome planning processes that have been highlighted in so many significant reports over the last year. 6 He described the most important aspect of the proposed changes as: the way in which New Zealand does planning at the moment it s cumbersome, it s slow, it takes on average 6 years but there are examples where it has taken over a decade. 7 The NZPI Submission on the Bill identifies the various policy initiatives underway and focused on reforming New Zealand s planning system: Other policy initiatives are underway to review and reform New Zealand s planning system. For example: the Productivity Commission, under Government direction, is formally reviewing New Zealand s system of urban planning; Local Government NZ has recently released its Blue Skies: Planning and Resource Management think piece which reviews the performance of the RMA and provides many ideas for the future; the National Council for Infrastructure Development has provided policy advice after an examination of urban and renewal planning in Australia and the UK. We are also aware of the whole of government Resource Management System Design package of work presently underway in the Ministry of Environment which is separate from the Resource Management Reform work stream. This consistent feedback tells us that business as usual simply isn t working. Perhaps the problem is not simply with the legislation per se. We are reminded of the responsibility planners have as primary administrators of the RMA to reflect on day to day planning practice and the effectiveness of our planning leadership in administrating the overriding purpose and principles. Time to take a Step Back It is time to take a reflective step back, look outside the discipline of planning and consider what we can do to more effectively lead and drive urban and environmental change. In this paper I suggest that we look at the principles of effective leadership and consider how we might consciously and positively bring those principles back into our day to day planning practice. The Essence of Good Leadership Having reviewed numerous sources on effective leadership (such as the dos and don ts of good leadership, what makes a great leader, the role of future leaders, the secret weapons of great 6 Ministers Speech Nov 2015 on RMA Amendment Bill 7 Ministers Speech in 2015 on RMA Amendment Bill Kim Hardy Principal Planner GHD - NZPI Conference April

4 leadership) there are a number of core leadership themes that we can very readily translate into tools for everyday planning practice. The essence of good leadership is first and foremost about personal behaviors, attitudes, values and the ability to motivate others to do the right thing. Effective planning leadership must be mindful of these behaviors and values. But in addition planning leadership requires a clear sense of purpose and understanding of what needs to be done now in order to achieve good social, economic and environmental outcomes in the future. Lao Tzu an ancient Chinese philosopher 8 aptly describes leadership in a way that demonstrates exactly the form of subtle leadership that planners at all levels have the opportunity to be engaged in on a daily basis: A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. 9 Whilst this form of subtle leadership is effective, there will be circumstances where very visible, clear and directive leadership will be required. Planners need to be prepared also to visibly step up to those challenges and opportunities! Principles of Effective Leadership: I ve identified a number of leadership themes that I consider reflect a suite of practical leadership principles for planners at all levels. Whilst I appreciate that as individuals are wired differently and respond to situations in various ways, I ve prepared these principles as a catalyst and checkpoint for thinking about daily planning practice. Many planners already apply these principles either intuitively or consciously and are successfully leading and driving change, sometimes in challenging, unique and unexpected circumstances. The New Zealand Planning Institute (NZPI) recognizes many best practice planning examples through its annual awards programme. But similarly some great work go under the radar as the planners involved quietly go about their business of achieving excellent results. Recommended principles of effective leadership for planners are to: 1. Listen The number one attribute of an effective leader is their willingness and ability to listen. Effective leaders never expect to do all the talking! Think about listening as a leadership strength and not a weakness: 8 Known as the founder of philosophical Taoism 9 Forbes 100 best quotes on leadership Kim Hardy Principal Planner GHD - NZPI Conference April

5 Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen. 10 By listening we demonstrate respect and willingness to understand the views and opinions of others. It gives us an informed basis on which to respond to and address questions and issues. 2. Demonstrate Trust and Authenticity Authenticity, in the form of openness, honesty and trust are fundamental to effective leadership. Whether working as a consultant, council or central government planner, the parties involved in the planning process must be able to trust each other s personal behaviors, their technical analyses and recommendations. Authenticity and trust are cornerstones to great team dynamics and ultimately to successful project delivery. Team members need to trust each other at all levels. At the end of the day the team wants to achieve a great outcome. 3. Leave your Ego and self interest at the door Leadership is not about individuals and it s not about personal fame, power or glory! A good leader doesn t put their personal self-interest ahead of the organisation or team that they re working with. If you want to be taken seriously as a leader you must demonstrate humility. There is absolutely no room for hubris 11 in leadership! Planning leadership is about responsibility to the people that you re working with and the outcomes to be achieved within the RMA framework. 4. Demonstrate Value based Behaviors Effective leaders always behave according to their personal and team values and encourage others to do the same. Their values may be explicitly stated or subtly come through in their behaviors and the manner in which they deal with different situations. Leaders who have value based expectations of others, but don t walk their own talk are very quickly uncovered. Personal values and behaviors around integrity, empathy and humility are a consistent and solid foundation for dealing with challenging circumstances. Professional integrity is a fundamental principle for all planners. NZPI Code of Ethics clearly sets out the responsibilities of planners at all levels including the need to work with integrity, in a spirit of fairness, fidelity and objectivity Winston Churchill. 11 Excessive pride, self confidence or arrogance. 12 NZPI Code of Ethics Kim Hardy Principal Planner GHD - NZPI Conference April

6 5. Always Explain Why Clearly explaining the reasons for your actions provides others with deeper understanding of the why behind your decisions. It gives those affected the tools needed to respond in a meaningful way. In order to explain the why we have a duty to always understand the technical analyses that inform our actions and recommendations. For example requests for further information from technical experts shouldn t be simply passed on to an applicant without critique and understanding as to necessity and reasonableness. Always ensure understanding of the advice informing or relied upon in your planning analysis. 6. Welcome Challenge and Debate Challenge and debate are a very normal and often anticipated part of daily panning practice. Planning should not be about box ticking. It requires comprehensive evaluation of propositions within a statutory evaluative framework commensurate to the scale of the proposal or problem. Such evaluations inevitably lead to questions and challenge to the status quo and consideration of alternative courses of action. Planners must always be open to challenge and debate. See this not as a threat but as an opportunity to refine issues, identify agreements and solutions early. Healthy debate is to be expected at all levels of the planning process, it s better to deal with issues early than to leave them to a potentially costly and time consuming process, where the inevitable questions will be asked. Debate challenges our thinking and helps us see beyond our usual or default boundaries on issues and opportunities. Sometimes challenge and debate can lead to innovation and outcomes that are much more than initially expected. 7. Be Consistent Always be consistent. Consistency is critical to certainty and integrity. If you can t be consistent or need to change direction, be up front about it and explain why. Be mindful of external influences and in particular where you may put yourself or the team in a position of compromise. 8. Communicate Always communicate early, clearly and consistently. Always recognise the value in face to face communication. 9. Always Start with Robust Technical Planning Analysis Planners simply cannot under value the critical importance of robust and accurate technical analysis. Effective planning leadership requires an in depth understanding and interpretation of plan provisions within the context of a particular site or proposal. Only with this technical understanding are planners empowered with the information and agility needed to respond to changing and challenging circumstances. Kim Hardy Principal Planner GHD - NZPI Conference April

7 10. Do What Needs to be Done and not Just What s Easy or Fun Don t simply look for the easy option. That approach inevitably leaves issues and sometimes opportunity on the table. It almost always creates problems. Do what needs to be done. 11. Look for Opportunities and Solutions Looking for opportunities and solutions can be challenging when consistently faced with development proposals or policy propositions that are so far removed from the principles of the RMA that they are not realistic or achievable. This is exactly the sort of situation that challenges leadership capability and requires effective change leadership, including guidance on realistic opportunities and consequences. 12. Be Prepared for Flexibility and Compromise Be prepared for flexibility and compromise, if necessary and appropriate in the circumstances. Flexibility doesn t necessarily mean compromise and compromise in itself is not necessarily negative. If you can t be flexible think more deeply about why that is and analyse the reasons. What else can be done? Is there an innovation opportunity? 13. Always Own the Outcomes Always take responsibility and own the outcomes of your work and that of your team. Accept accountability regardless of your position and contribution. It s not just about getting the job done but being committed to achieving a great outcome. 14. Always Address the Difficult Questions Up Front Difficult questions can t be ignored so it s best to address them as early as possible. The answers including risks and opportunities can sometimes fundamentally alter the proposed course of action. The tough questions don t go away. Dealing with Externalities The demands of externalities such as institutional dynamics, political context and agendas, client expectations and aspirations, the attitudes, actions, leadership style of others on the team and management expectations consistently challenge planning processes and outcomes. Planners need to use their leadership skills and experiences to effectively deal with these externalities. Leadership Opportunities for Planners There are no limitations on the opportunities for planners as change leaders at all levels. Whether it be working as consultant managing and briefing a team of experts including preparation of an AEE and resource consent application, as a council planner briefing in house experts and reviewing AEE s, making recommendations on proposals and drafting consent conditions, as a policy Kim Hardy Principal Planner GHD - NZPI Conference April

8 planner identifying issues, evaluating strategic analyses and formulating planning policy and rules. Specific examples include: Preparing expert briefs in support of policy frameworks or landuse and resource use proposals. Advising a client as to the reality of their expectations - is the proposal or policy change realistic? Advising councilors on district or regional policy objectives and strategic planning directions. Determining scope of s92 requests. Drafting conditions are they fit for purpose, do they reflect the site context, how do they impact project feasibility? Advising community as to strategic planning and district plan policy directions - can the community be brought along on the policy or strategy journey? What changes are necessary to the proposal or the objectives? Do I understand the advice of the technical experts? Can I rely on it? Planners consistently draw on their leadership skills in all of these circumstances. Suggested Toolbox for Planners Leading Change The following toolbox summaries the leadership principles set out above as a reference point for effective change leadership. It s by no means a checklist or formulae and it is not an exhaustive list. It s intended as a catalyst for thinking about behaviors and outcomes in day to day planning practice. A handout will be provided at the workshop as a practical suite of leadership principles and planning actions to guide conscious thinking about effective leadership in the planning processes. Conclusion There are many opportunities for planners to lead and drive growth and change on a daily basis through the RMA planning framework. Through resource consent processes, plan and policy development and essentially in our day to day interactions with participants in planning processes. Kim Hardy Principal Planner GHD - NZPI Conference April

9 Planners must not be content to simply manage process participation. We need to consistently and intuitively look for and grasp the leadership opportunities in front of us. Critical to the success of planning leadership is that it is underpinned with a foundation of technically robust and credible planning analysis. Whilst amendments to the Act are underway, planners have a responsibility to also look at day to day planning practice, and the actions and behaviors of planners as change leaders. The principles set out in this paper are intended as a starting point to encourage conscious thinking and action.. Kim Hardy Principal Planner GHD - NZPI Conference April