How do they do it? Andrew Carrington
Andrew Carrington is strategic land director for new homes and communities for developer Countryside Properties (UK) where he heads up a team including seven planners. He started his career in the graduate scheme at property firm Jones Lang LaSalle and then spent five years at consultancy Cushman & Wakefield.
Q. What are your objectives in your current role and how are you measured against them?
A My objectives are set by the head of forward planning and include putting policy through consultation and examination stages. I have to ensure the group has a long-term, well-sourced land supply and oversee planning, promotion and masterplanning of strategic sites. I have an annual and six-monthly review that focuses not only on professional delivery but behavioural issues such as responsiveness to residents' and members' concerns and external challenges including government legislation and the state of economy.
Q. What key lessons have you learned during your career that help you to fulfil those objectives?
A Relationships underpin the way we work. Strategic land is a long-term business and it is important to work in collaboration with planning authorities, landowners and local communities.
Realistically assess planning prospects before committing to legal agreements. The skill is being able to assess which opportunities have a realistic chance of planning in the short to medium term.
Focus on placemaking from the outset. Not only does this ultimately lead to the creation of more coherent and sustainable communities, but it helps drive sales rates and prices.
