Housing and neighbourhood development plans: an initial assessment of opportunities and impact of the Localism Act 2011 in England

The Localism Act 2011 created an opportunity for local communities to form Neighbourhood Forums and to prepare their own Neighbourhood Development Plans in urban and rural areas in England. Initial reactions suggested that, rather than leading to the development of more housing, these initiatives would confirm all the stereotypes of local residents blocking unwanted development in their defined neighbourhoods. However, neighbourhood plans need to be in general conformity with the Core Strategies of higher-tier plans and have to undergo an examination by an independent person appointed by government. This paper discusses the role and purpose of neighbourhood plans and the evidence base on which they are founded. It then reviews the ways in which housing strategies and evidence of need are reflected in a sample of plans which have been adopted to date. It concludes with an assessment of the broader impact of neighbourhood plans on the planning process.

An assessment of manager/subordinate perceptions of performance appraisal effectiveness

This study postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. A two part research project was conducted to: 1) identify manager/subordinate perceptions of the purposes served by the formal performance appraisal process; 2) determine the extent to which these purposes are being satisfied in organizational practice; and 3) assess if managers and subordinates have a shared perception of the effectiveness of the appraisal process. The sample for the study included 36 managers and 143 subordinates from a division of a large Midwest service organization. The results were mixed with regard to the appraisal system effectively accomplishing its diverse goals. However, in general, there was support for the notion that both managers and subordinates find the appraisal process to be a worthwhile organizational practice. Approximately 70% of the respondents indicated that they would participate in the appraisal program whether they were required to do so or not.