Transparency data

Board meeting minutes 25 November 2021 - The Planning Inspectorate

Updated 17 April 2024

Applies to England

Title of meeting	Planning Inspectorate Board Meetings
Date	25 November 2021
Venue	Virtual
Chair	Trudi Elliott

Present	Planning Inspectorate Board Meeting
Sally Dixon (SD)	Non-Executive Director
Rebecca Driver (RD)	Non-Executive Director
Stephen Tetlow (ST)	Non-Executive Director
Navees Rahman (NR)	Director, Corporate Services
Sarah Richards (SR)	Chief Executive
Christine Thorby (CT)	Director, Strategy
Graham Stallwood (GS)	Director, Operations
Simon Gallagher (SG)	Director, Planning (DLUHC)

In attendance	Planning Inspectorate Board Meeting
Strategy & Corporate Governance Lead (KT)
Head of Strategy & Change (SC)
Head of Operations (TW) (item 7)
Head of Data & Performance (RG) (item 6)
Health, Safety & Wellbeing Manager (JB) (Item 9)

Observer	Planning Inspectorate Board Meeting
Change Portfolio Officer (WH)

1.0 Welcome and Declaration of Interests

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

2.0 Minutes of September Board meeting and corporate action tracker

2.1 No further corrects were received on the September Board Minutes.

2.2 GS gave an update on the Welsh Separation project:

• lessons learned paper has been written and the project is now closed. The paper is still being discussed with Welsh Government
• there is still a small number of Rights of Way data to be transferred
• Developments of National Significance in Wales continue to be hosted on our website whilst the Welsh Government setup their website
• the NEDs had expected ESG to be on this meeting’s agenda. SR apologised and said it would be on the January agenda and that there would be more to report on the Environmental side by then

Agreed: 2a) The minutes of the September Board meeting are an accurate record of the meeting.

Actions: 2b) GS to circulate Lessons Learned paper to NEDs.

2c) NP to ensure ESG item is on the January meeting agenda.

3.0 October Audit and Risk Assurance Committee – Key messages for the Board

3.1 The Committee Chair (RD) reported:

• The risk assurance framework has been reviewed. Overall it has definitely improved and will be useful for ARAC to use when setting agendas. More improvements can still be made, eg using target dates for RAG ratings when the assurance process will improve and ensure RAG ratings are used consistently.
• Proposed changes to the Whistleblowing policy were reviewed. The Committee are supportive of the proposed approach which includes changing the name of the policy.
• The NAO has chosen the Inspectorate to be part of trial of a new audit methodology linked to the introduction of ISA 315 which will be rolled out to everyone in 22/23. We have requested early oversight, particularly as issues such as the Welsh separation will make this year’s audit complicated. It will be useful in the future and one particular thing to come out of this is better linking of the work NAO does and how we choose our internal audit programme and will allow the work the NAO does to better inform how we can best use our audit resources.
• Government Internal Audit Agency (GIAA) gave a limited opinion on our public service equality duty work which focussed on our approach to our employees and not customers. The issue appears to be that we have done a lot of good activity, but we have not published our equality objectives and have not provided annual evidence of compliance against those objectives. The Committee’s recommendation is that we design and update a governance checklist so reporting requirements can be dealt with systemically.

4.0 Strategic Assurance Panel – key messages for the Board

4.1 The Panel Chair (ST) gave an update on the Panel which focussed on the Commercial Strategy:

• The Panel looked at the level of savings and benefits that could be accrued through a commercial contract and needs to be communicated earlier or initiated possibly with a commercial partner(s).
• The Panel have discussed digitalisation and whether we should look at a wider digital strategic partnership and being more specific on benefits and savings which can be achieved by digitalisation, but this needs to be done in tandem with the digital vision which is being developed by the Department and it is difficult to see what a commercial digital strategic partnership could be without some clarity.
• In terms of Commodity type of buying, there is probably more scope to manage relationships with other Government Departments and probably get closer to the Crown supplier and we could possibly get more mature on some of the measures, eg whole life measures. Apart from a reasonable level of support for growing our own where it was appropriate in terms of some commercial relationships.

4.2 The Panel Chair (SD) gave an update on the Panel which focussed on Continuous Improvement:

• Good session looking at proposals that went to Executive Team (ET) in October around refocussing continuous improvement.
• Unanimous support that it was key to get genuine buy in and trying to achieve this, everyone thought a simple process was important and also getting the reward and incentives right. This is not necessarily rewarding in monetary terms, but incorporating into performance reviews and then reward by making clear the outcomes and the benefits that come from that and aligning with how that drives people eg how that motivates service and how it helps customers and employees get better outcomes.
• Strong support for using the recruitment example as a case study, this will help communication and the clear business need to try and get the process as efficient as possible and it will be key to have a simple communication message.
• Recognised that the existence of owners for each of the processes is a positive step and encouraged them not to map every process before doing continuous improvement and would encourage the team working on this and ET to think how you would pick the process.
• Recognised the Risk Assurance Framework might not the best way of judging those processes, which is looking at the assurance around the risk, rather than risk itself. However, if we are saying some of the drivers for continuous improvement are not reducing risks but improving customer service or value for money, it might be best to look at those drivers first to get the quick benefits and where people can see those benefits they can be applied more widely.

5.0 Department for Levelling Up, Housing and Communities (DLUHC)

5.1 SG provided the department update:

• Going through the transition to being a new Department, with focus centred around not just it’s function in relation to levelling up but also moving from being an England Department to a UK wide Department.
• Department going through big changes as the Secretary of State is looking to engage in different ways and making sure engagement is maintained and new engagements take place and relationships are made.
• The Levelling up White paper is a priority.
• At Departmental level there is concern around local government and planning.
• The Environment Act is in place and a lot is coming out of that, as with new legislation it creates areas for litigation uncertainty, so it is important we should collectively have this whole environmental area in our sights.

6.0 Dashboard, including people date

6.1 Updates were provided on the following areas of the dashboard – including two extra papers the Board asked for this month.

Return to work post COVID

6.1.1 Desk uptake increased towards the end of October, with 81+ desks per day being booked. This is approx. 80-90% of staff attending TQH one day per week. However, it does not distinguish between those people who are working more than one day a week in TQH and those who have not returned to the office.

Staff Vacancies/shortages – table 4.7

6.2.1 The biggest vacancies are in Operations. The figures in red show posts that have already been recruited to or where we are waiting for someone to join. There are also 2-3 posts in digital which are filled with agency staff, but we are looking to recruit.

Top 5 reasons for Customer contact with Customer Team

6.3.1 The 5 top reasons for Customer contact with the Inspectorate are:

• to get an update on their appeal post submission
• issues with the Appeals Casework Portal
• unable to contact their case officer
• to ask what the timescales are for the appeal process post submission
• to ask when their appeal will be validated

6.3.2 TE asked about the Operational Delivery Transformation (ODT) self-tracking system. GS confirmed that as ODT live services is expanded, customers will be able to use the self-service to check where their case is in the process, they will also receive notifications at key points through the process.

Diversity

6.4.1 The rates of people declaring themselves in minority groups continues to be below the Civil Service average, although there was a slight rise of ethnicity in the last quarter. The figures have been released internally and externally. A summary has been included which will show how we are doing over time.

Addressing performance challenges

6.5.1 The number of cases across the three procedure types continued to increase in October, mainly due to the Annual Training Event (ATE). Timeliness was comparable with the last time period. Local Plans : four closed in October, there are 58 open examinations.

6.5.2 The Team followed up a question from the last Board meeting regarding moving our staff around and applying them to inquiries, hearings and written representations and whether that was effective. RG explained the Board paper and the impact lockdown has had. The trend shows the customer experience is not improving and customers are concerned about consistency in timing of decisions as uncertainty causes problems.

6.5.3 TE thanked RG, her Team and colleagues across the organisation for the significant improvement in our management information and analysis. GS agreed and recognised the way the Data and Performance and Operations teams work closely together, it is a really good example of a hub of expertise which works really closely with the people on the front line to do what they need to do.

Agreed: 6a) The management information and analysis has significantly improved in the last 4 years. RG and team should be recognised for their work on providing data to be Board and across the organisation and working closely with Operations Directorate.

Actions: 6b) RG to produce a table of staff vacancies/shortages for future Board meetings with additional information.

6c) RG to produce statistical information to measure cases as they move through the system to assist in finding where the delays are.

6d) RG to ask Customer Services whether they have any Customer Service targets or goals.

7.0 Operational Performance

7.1 Focus continues on issuing decisions. We are receiving more inquiries and hearings than before the pandemic. This month, we have received more cases than we have had in any previous month in recent history.

7.2 Planning inquiries continue to be decided under the Rosewell process. Non-planning inquiry cases are experiencing delays as we wait for the appropriate Inspector. There are back-to-back recruitment campaigns taking place, with 12 Inspectors joining last month and another 12 joining this month as well as further sifting for the next group to arrive February/March.

7.3 Longer term, GS said the appeals process needs to be improved. GS, SG and colleagues are discussing the possibility of applying the Rosewell process to hearing cases. The risks, consequences, geographical, economical and equality and all-important factors.

7.4 GS/SC have come up with some radical ideas around improving our services and targets and have had discussions with SG and colleagues. We need to have the conversation with Ministers as to whether we leave the system as it is and accept the consequences or do something different. There are also a number of things we can do ourselves to limit the impact on decisions. This would allow us to think about designing a system for the future and providing information on a number of things we could do, the risks, where it would need support or legislation and would lead to a more fundamental discussion on a model for the longer term and the transition to get there. GS gave assurances that the Inspectorate would not lose focus on the short-term issues.

7.5 The Board said there was an appetite for this work and working in tandem with the Department. SG said he very much welcomed GS bringing the paper to colleagues. There were three issues he wanted to raise:

• This is one element of the system, so there is a need to look at the end-to-end process and the need to consider where else changes need to happen, eg LPA performance, strategic consultees etc. Substantial changes of this sort bring big cultural changes as well as law, systems and behaviour.
• Do not lose track of short-term performance and assurance is needed that, in looking for a full system design, we are not abandoning the short term. Performance should be kept under control and communication carefully managed.
• Good point about social value and ways of prioritising. The Department does not put weights on priorities other than by business streams through different targets. There are options that should give the Inspectorate some sense and cover and it’s worth exploring ways that can help.

Agreed: 7a) Board gave clear messages that the issues should be explored.

Actions: 7b) SG to explore areas with the Minster.

8.0 2022/25 Draft Business Plan insights

8.1 The Plan is an internal document and will not be published and if it is agreed that if we start to look at radical interventions for our performance, then these will need to be factored in. TE said as everything the Planning Inspectorate contributes towards SDG11, it should be inserted in all sections.

8.2 GS said that by the time the Business Plan comes into effect, there should be some certainty of what the 2022-2023 targets will be and these will be added to the plan before it is released. It is expected that the targets will not be fundamentally different to this year’s as in the first instance it will be delivering what the Minister sets us in the measures.

8.3 It was noted that the vision did not mention planning so is not specific to the organisation. ST said the vision should be short, simple and specific to the business and leaving nothing to interpretation and also state where we want to be.

Agreed: 8a) NEDs were comfortable with the shape of the Business Plan.

Actions: 8b) Directors and SC to review whether it is too late to amend the vision. 8c) SC to include planning in the vision.

9.0 Health, Safety and Wellbeing – OFFICIAL SENSITIVE

9.1 OFFICIAL SENSITIVE item captured as part two minutes.

10.0 Board update

10.0 CT introduced the agenda item saying all 3 topic headings are part of the same issue. The Inspectorate is having to consider working in a totally different way, so is taking the opportunity to look at more flexible ways of working for the staff and increase accessibility to our services for customers. There is also a timeliness issue regarding our accommodation requirements in Temple Quay House (TQH).

10.1 Accommodation in TQH

10.1.1 The Board noted the Government Property Agency’s requirement for our future use of TQH and their proposed timescales for refurbishment of TQH.

10.2 Future Ways of Working

10.2.1 SL said this was an opportunity to learn lessons from the pandemic and to get the needs of the customer, environment, taxpayer and our people right, we also need to attract and retain the right people.

10.2.2 SL confirmed that a number of comprehensive surveys of people’s views have completed over the last 18 months and some anecdotal feedback has been factored into the programme. ST said there still needs to be some monitoring of staff preferences as these may change over time.

Actions: 10a) FOMfE – RP to provide assurance that there is a clear vision of what was needed and who has ownership of delivery.

10b) SD/PR/CT to discuss and provide a paper of the way forward for the next Panel meeting for discussion.

10c) Paper to be discussed at next Panel meeting.

11.0 Forward Agenda, review of this meeting, blog key points

11.1 AOB

11.0.1 Agenda items for discussion at the next meeting to include The Business Plan, Planning Reform, Project Speed, Health and Safety and ESG.

11.2 Thoughts on a face-to-face meeting in 2022

11.1.1 It was agreed that the Board should aim to hold a face-to-face meeting, probably in March. This should be combined with a social evening. NP to canvas for convenient dates.

Agreed: 11a) Agenda items for January Board were agreed.

11b) A face-to-face meeting/social evening should be arranged.

Actions: 11c) TE should write a blog from the board, combining the end of year thank you to staff and the outcome of this meeting. TE to draft blog and then circulate.

11d) NP to canvas and confirm date for March face-to-face meeting.

Next meeting: 20 January 2022