By Matthew Carmona
This ebook bargains with one of many present significant debates in making plans: the best way to degree the standard and effectiveness of the output of the making plans procedure. It offers with problems with defining caliber, public region administration, using symptoms and the making plans method. even supposing case examine fabric is drawn from united kingdom perform this subject is common and the authors comprise discussions of foreign perform and event.
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Additional resources for Measuring Quality in Planning: Managing the Performance Process
3 An idealised model of the planning process In reality, each stage of the overall process is complex and ongoing, and characterised by multiple decision-making activities, each of which involves creative decision-making processes. Each also follows the same continuous problem-solving processes that were briefly discussed in Chapter 1. These are followed whether planners are undertaking a survey of a neighbourhood, constructing a policy framework to address a particular issue, or reviewing and negotiating on an application for planning permission.
This conception of quality by implication rules out the possibility of measuring quality without first understanding to what it relates (Day, 1996, p. 5). Even in this context, the concept of quality is somewhat difficult to articulate. Starting from the point that quality must always be considered in relation to a given service or product, it seems logical that in order to identify quality, we first need to develop a framework which specifies what constitutes quality within a particular service or product, although this is not always straightforward.
E. investors can make more certain investment decisions in the context of a development plan). e. psychiatric counselling) might be considered to be ‘pure’ services because they do not have facilitating goods. Thus the importance of facilitating goods in a service package may be used to classify services across a continuum from pure services to various degrees of mixed services (Fitzsimmons and Fitzsimmons, 1998, p. 27). 1). Thus professional services require a high degree of customisation and interaction and a high labour intensity because they sell the knowledge and skills of their employees.