Transparency data

Board meeting minutes 22nd September 2022 - The Planning Inspectorate

Updated 17 April 2024

Applies to England

Minutes 17th November 2022 date

Title of meeting	Planning Inspectorate Board Meetings
Date	22 September 2022
Venue	Hybrid/ Marsham Street, London, DLUHC Office
Chair	Trudi Elliott

Present	Planning Inspectorate Board Meeting
Stephen Tetlow	Non-Executive Director (virtual)
Rebecca Driver	Non-Executive Director
Sally Dixon	Non-Executive Director
Navees Rahman	Interim Chief Executive
Sean Canavan	Director of Strategy
Simon Gallagher	Director of Planning, DLUHC

In attendance

David Thomas, Finance Director, DLUHC (items 3 & 4) (virtual)

Emran Mian, Director General, Regeneration, DLUHC (item 4)

Joanna Averley, Chief Planner, (DLUHC) (items 4, 5 & 6)

Minister Lee Rowley, (item 6) (virtual)

Sponsorship Team (RW), DLUHC (full meeting)

Head of Operations (TW) (full meeting)

Project Manager (AC), item 3 (virtual)

Operations Lead – National Infrastructure & Project Speed (MS), item 3 (virtual)

Change Portfolio Lead (TJ), item 5 (virtual)

Head of Digital & Data (AB), item 6 (virtual)

Chief Digital Information Officer (RG), item 6 & 7 (virtual)

Head of HR (SL), item 8 (virtual)

Technical Architect (CT), item 9 (virtual)

Strategic Governance Officer (NP), minutes (full meeting)

PA to Director of Operation (DP), meeting support (full meeting)

Apologies	Planning Inspectorate Board Meeting
Sarah Richard	Chief Executive
Graham Stallwood	Director Operations
Jo Butcher	Interim Director of Corporate Services
Head of Strategy & Change (KT)

1. Welcome and Declaration of Interests

1.1 The Chair called for Declarations of Interest, of which there were none.

2. Minutes of July Board meeting and corporate action tracker

2.1 Amendment required at paragraph 2.2, should read cited.

2.2 No further comments received on the action tracker.

Agreed:

2a) Subject to the amendment at 2.1, the minutes of the July Board meeting are an accurate record of the meeting.

3. Planning Reform, Project Speed and the Energy Strategy update (OFFICIAL SENSITIVE)

3.1 OFFICIAL SENSITIVE item captured as part two minutes.

4. Department for Levelling Up, Housing and Communities (DLUHC) update

4.1 DT, EM and SG gave the following DLUHC update to the Board:

• New Government is now in place, priority is economic growth and performance and addressing the cost of living crisis.

• A fiscal announcement is due tomorrow (23rd September) which will include an energy bill package, tax cutting package and reinvigoration of the review of public servants.

• Focus on economic growth includes what we are doing to contribute to this and simplifying the planning regime, the Inspectorate has a role in this.

• The Planning Minister is focussed on the operational performance of the Inspectorate and Local Government, reducing backlogs and improving service.

• There is also focus on the speed of infrastructure, there is a role for DLUHC to work with the Inspectorate and across the system to understand the process and roles of both the private and public sectors.

• Discussions are taking place around policy investment and improvements.

4.2 The Board discussed the following items:

• Investment zones and the impact of demand on the Inspectorate. New development in investment zones could see a consenting regime that does not reach the Inspectorate.

• Demand in Infrastructure is going up, need to understand the driver for appeals, are appeals coming to the Inspectorate because of non-determination or bring contested for example, the Inspectorate has a role in providing the analysis on demand.

• Changes to policy relating to planning zones and national infrastructure projects should increase efficiency. Whilst this is the intention, there is market uncertainty at the moment and we need to see this working in practice.

• Risk to the planning system through this period of change, when the market is looking for certainty. EM explained there will be careful focus on the programme.

• ST raised the work of the Inspectorate and DLUHC on data architecture and design and the need to see the overall vision for the planning system, objectives and outcomes this work is seeking to achieve. SG explained the vision is to have a core development management process, moving from PDF services to modern digital transactional process, there is a plan for this which includes standardising processes for local plans, unlock the data in each local plan and creating a service that is interactive and engages in a more interactive way. Core data to be helped in a modern development management service, supporting industry, and unlocking data in plans. JA added this vision is included in the reforms more generally. The Bill includes a clause for Local Planning Authorities (LPAs) to deliver to data standards and to support innovation. Data and software to be delivered in an open-source environment.

• JA updated on the spending review settlement over the next three years with focus on the planning sector capacity and capability. A programme is being developed which will focus on planning profession recruitment and retention, skill development and pipeline. NR asked if there forecast data available to demonstrate the likely impact, JA confirmed there is baseline data available from a survey.

Agreed:

4a) The Board took the opportunity to thank SG for his contributions and support to the Inspectorate and the Board and wished SG well in his new role.

4b) The Board noted the update from the department.

Actions:

4c) NP to circulate to the Board the International Development Strategy in relation to simplification of the process to make decisions faster.

4d) NR and JA to discuss the programme of work to address the planning professional capacity gap, funding, data available and outcome of submission.

5. Change Portfolio

5.1 TJ gave the following update to the Board on the Change Portfolio:

• Governance changes - the Planning Reform Board is being aligned with the Change Portfolio enabling a joined-up view. Strategy Boards have been established, a review of the governance reporting to the Change Portfolio and decision making is taking place.

• Approach to prioritisation and focus on the things we need to deliver continues. There needs to be reflection on the on great work that has happened to deliver the Strategic Plan and Business Plan so far this year.

• Over the next few months, the Business Plan and Change Portfolio will merge to fit with the medium-term financial plan.

• Key risk is around resources in the digital and data and project delivery professions. A pragmatic approach is being taken to get things delivered and we are bringing in temporary resource to support delivery. The underspend in the portfolio is being used to fund the temporary resource.

• Benefits management – an internal audit has taken place of the benefits management process, TJ was aware there were areas for improvement, the audit confirmed TJ’s assessment. Lots of advice has been provided and an action plan to improve is now in place. The report will be reviewed by the Audit and Risk Assurance Committee (ARAC) in October.

5.2 The Board discussed the following items:

• RD asked what it would take to move the status to green, is the overall status due to individual projects or system level improvement to governance. TJ explained we need to look at internal guidance and best practice, some projects are not progressing as they are starting quickly without due diligence taking place and part way through finding requirements are different or particular people are not available. Most projects are challenged by resource as they are being run and include people that have business as usual to deliver. Testing is taking place which will lead to go/ no go decisions to be made. Projects are being broken into stages, discovery, implementation, design.

• Governance for the Planning Reform and Project Speed projects have been aligned with the Change Portfolio as these do form part of the portfolio. Work is taking place to clearly define the benefits and the new system for benefits management will support our ways of working.

• SD asked about the lower-level initiatives in the business plan and if we have the capacity to deliver these. TJ is looking at the activities now and agreed it is important these are supported to start up. If not able to deliver this year, make sure these are assessed and replanned for next and this work is also underway.

Agreed:

5a) To note the Change Portfolio update.

6. Dashboard, including operational performance

6.1 As part of the update for the Board, TE set out for Minister Rowley the Boards’ focus has been recruitment of both Inspector and other professions and the impact on performance, changes in the planning system and operational performance and recovery.

6.2 RG and TW gave the following update to the Board:

Casework

• Focus has been on Local Plans (LPs), National Infrastructure projects (NSIPs) and planning appeals.

• From 1st April there has been focus to improve hearing planning appeal performance, to date half of the appeal decisions have been issued in the new measure through the pilot.

• As we reduce older casework, this will also have an impact on timeliness.

• Events scheduled for November and December are at a record high for the Inspectorate.

• In August more decisions were issued than cases received.

• Focus is on how we recruit Inspectors; this includes changing the approach and communication channels. Most recent recruitment has seen 30 Inspectors join the Inspectorate, with further recruitments taking place is October and January. Recruitment for NSIPs is also taking place.

• The number of hearing cases submitted has increased, we are reviewing the data to understand why.

• LP submissions are below pre-pandemic figures.

• Work is underway to tackle the variation in planning written representation (WR) appeals. The average amount of time to decide a planning WR appeal is 26 weeks.

• More inquiry cases were closed in August, many of these were in the enforcement casework area. Focus to close older inquiry cases continues.

• Focus on closing hearing cases in the system for a long time, has seen performance in this area improve.

• NSIPs there are 102 open projects, 69 at pre-application stage, 33 submitted and two at examination stage.

People

• In August our gender pay gap was at 12.6%, this is linked to our structure and mainly in the Inspector profession. The percentage has risen slightly over the last three months. When compared the Civil Service this percentage is lower, but we continue monitor closely.

Complaints performance

• The time to respond to customer complaints has risen, this is due to resourcing on the Customer Team. There is a programme in place to improve performance in this area, which includes recruiting into the roles. As part of the review of complaints received, SC explained a review of the types of complaint is taking place to make sure we standardise the approach and add value in the right places.

• To keep customers up to date on what is happening with their cases, the enforcement team is trialling gov notify to send automated notifications.

6.2 The Board discussed:

• Minister Rowley asked how many Inspectors do we need to have a full complement? TW explained 30 to 40 more Inspectors are needed to address BAU work, with the rise in NSIPs, this figure is likely to be higher. A gap analysis is needed and will return to the Board.

• NR explained across the Inspectorate there are 150 vacancies, these include inspectors, digital, environmental specialists, and case officers. Recruitment has been a big challenge across the built environment and in other specialist areas. Our performance is about demand for our services generated by the planning systems and the number of inspectors. Rosewell review removed a significant amount of time to process an inquiry. This learning is being implemented for hearing cases. Recruitment is a challenge, we cannot recruit enough planning professionals, but we have developed programmes bringing onboard RTPI apprentices and Appeal Planning Officers. JA agreed this is an endemic issue, the Inspectorate is a big recruiter, often recruiting from Local Government.

• ST reflected there is good news hidden within the data, with interesting changes taking place. Efficiency measures are still needed to enable the Board to get a handle on the number of people, resourcing and where are heading. On ODT would like to see some dotted lines showing where we would expect to be and forecast to be. Next step to see efficiencies, targets, and where we are going. RG explained the Data and Performance team plan to pick up this work, but due to resourcing are not able to process. When specialist recruited this work will continue, along with the implementation of the service teams, we can look costs per transaction and data will be available.

• LP submission dropped slightly; TE reflected this likely due to the uncertainty of what the future might hold.

• ST asked how the data reports are used internally to improve performance. TW explained different reports are provided to each manager and Inspector manager, work is underway to make sure these are used consistently.

Agreed:

6a) The Board reflected and agreed there has been a substantial improvement in the quality of data available to the Board and it continues to get better each time. The Board thanked RG and the team for their work.

Action:

6b) TW/ NR to present detailed gap analysis to the Board on all sectors (HR, digital, inspectors and environmental).

6c) NR/ SC to review progress on recruitment into the Customer Team and make sure a contingency plan is in place.

6d) SC to bring to the Board more detail on customer complaints and how we are implementing the learning.

6e) AB/ RG to update the Board on vacancy filling.

6f) AB/ RG to make changes to the performance scenario analysis model.

6g) AB, RG and TW to discuss the data required to monitor how performance is changing, looking in more detail at Inspector time on cases and complexity of the cases and measure the variability.

7. ODT Assurance review update

7.1 The Board received an ODT assurance review update from TW and RG:

• 41 appeals have been submitted through the new service, 30 more LPAs are onboard to submit householder and planning appeals, we continue to learn and receive good feedback. Delivery of customer facing elements of the project are on track for delivery.

• The back office is more complex than we thought in design and migration, this won’t affect the customer facing elements of the service.

• Resourcing and turnover has caused delays.

• Transition to the new supplier has gone well, the teams are working well and effectively together.

• Challenge is around the decision to switch off the Horizon system, this will be done in 2024 when everything is in place and to provide stability.

• As we move the Digital and Data operating model and services, this is highlighting the gaps as we build the service team, we have mitigations to get us to the right place.

7.2 The Board discussed:

• Focus for this quarter is on the back office for applications and the customer facing service for appeals. There is a fundamental difference between the two services, the decision was made to focus on the customer experience for appeals and then move to the back office.

• SD asked about the morale of the team if deadlines are being missed, RG, NR and GS are having conversations to articulate the ambitions with teams and stakeholders, acknowledging this work is stretching for us but achievable.

• TE highlighted SG’s departure from DLUHC and the risk to Directors, NEDs. SG encouraged the team to stick with the ODT journey which is important and fantastic work. Need to spend time talking about people and how we get the workforce of the future. The Inspectorate understands people motivations, frustrations, etc. Turn this into a full workforce strategy – how you will build a pipeline for inspectors of the future.

Agreed:

7a) The paper and discussion provided the right assurance to the Board.

Actions:

7b) TW & RG to present to the Board the position on budget vs forecast and benefits tracking for the programme.

7c) TW to present to the Board performance tracking against the old and new system.

8. Health, Safety & Wellbeing

8.1 The Board received a Health, Safety and Wellbeing update from SL:

• Huge strides have been made on the system, process, support, guidance and wellbeing.

• Health, Safety and Wellbeing training is compulsory, ET have attended their training with further session being rolled out to line managers. This will equip managers to conduct risk assessments, display screen evaluations and stress support and management.

• Lone working system is up and running and the system is in use.

• The Stress Group is in place and the stress survey for the organisation has launched.

• Resourcing is a concern, with a member of the team leaving at the end of October.

8.2 The Board discussed:

• RD asked about the effectiveness of the lone working solution, consequences of non-compliance with the policy and testing. SL explained ET and Inspector Managers take safety seriously and importance has been very clear. Discussions have taken place with those not complying with the policy. Feedback has been interesting and has helped to iron out issues. SL received feedback from a new Inspector who felt safe and welcomed into their role.

• ST asked about sickness absence figures, SL confirmed absence is constantly under review and levels from Inspectors are low.

• The number of near misses reported has risen, SL explained a review of near misses will take place by the Senior Leadership Group.

Agreed:

8a) The Board agreed to keep Health, Safety and Wellbeing on the Board agenda and would like to see the outcomes of the internal audit when available.

Actions:

8b) AB/ RG to add sickness absence figures to the dashboard.

9. Cyber security update (OFFICIAL SENSITIVE)

9.1 OFFICIAL SENSITIVE item captured as part two minutes.

10. Forward Look

10.1 The Board agreed the November Board agenda.

10.2 The Board thanked RW for co-ordinating and engaging DLUHC colleagues to attend the Board.

10.3 Key messages for the blog are:

• DLUHC colleagues and Minister joining the Board and areas of discussion.

• Health, Safety and Wellbeing and importance of lone working processes.

• Cyber Security and personal responsibility.

• Celebrate the roll out of ODT to more LPAs. This supports the Government’s longer-term economic agenda and will help to address the system capacity issues.