Transparency data

Board meeting minutes 17th November 2022 - The Planning Inspectorate

Updated 17 September 2024

Applies to England

Minutes 26th January 2023 date

Title of meeting	Planning Inspectorate Board Meetings
Date	17 November 2022
Venue	Virtual
Chair	Trudi Elliott

Present	Planning Inspectorate Board Meeting
Stephen Tetlow	Non-Executive Director
Rebecca Driver	Non-Executive Director
Sally Dixon	Non-Executive Director
Graham Stallwood	Director of Operations
Sean Canavan	Director of Strategy
Jo Butcher	Interim Director of Corporate Services
Cathy Francis	Interim Director of Planning, DLUHC

In attendance

Sponsorship Team (RW), DLUHC (full meeting)

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

PA to Director of Corporate Services (EB), meeting support (full meeting)

Joanna Averley, Chief Planner, (DLUHC) (joined at item 4 for rest of meeting)

Strategy & Corporate Governance Lead (KT)(items 1-5, 8 – 10)

Head of Digital & Data (AB), (item 5)

Group Operations Leads (BP), item 6

Head of Operations Group 1 (TW) (item 6)

Deputy Director National Infrastructure, DLUHC (JP) (item 7)

Head of Operations Group 2 (SW), (item 7)

Project Manager (AC), (items 7 & 8)

Head of Strategy & Change (SH) (item 8)

Head of HR (SL) (item 9)

Apologies	Planning Inspectorate Board Meeting
Navees Rahman	Interim Chief Executive

Observers	Planning Inspectorate Board Meeting
Customer Team Lead (JT)
Strategic Planning & Performance Manager (FG)

1. Welcome and Declaration of Interests

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

2. Minutes of September Board meeting and corporate action tracker

2.1 Amendment required at page 3, paragraph 5.2, second sentence should read ‘TJ explained we need to look at’, word ‘look’ is missing.

2.2 Amendment required at page 5, first paragraph under the people section should read ‘our’ not ‘out’.

2.3 No amendments required for the part two minutes.

2.4 ST asked for an action to be added to the tracker for the department digital strategy to be shared with the Board, this was missed from the September meeting. SC agreed to take this action and share the information received from the department.

2.5 CF suggested Board receive a show and tell session with the Department on the digital work taking place. NP and RW to liaise and co-ordinate.

Agreed:

2a) Subject to the amendment at 2.1 and 2.2, the minutes of the September Board meeting are an accurate record of the meeting.

Actions:

2b) SC to share with the Board the digital strategy information received from DLUHC.

2c) NP & RW to liaise and arrange a digital show and tell session for the Board with DLUHC colleagues.

3. Audit and Risk Assurance Committee (ARAC) – October meeting update 3.1 RD gave the following update to the Board:

• Reviewed all aspects of the assurance framework, including strength of the risk management system and risk appetite statements which are clear and useable.

• The whistleblowing policy, progress is being made to strengthen the process. The Committee asked the team to explore if there are any legal ramifications to changing the terminology.

• Approach to complaints handling was discussed and why complaints were taking so long to settle, main reason was around resourcing.

• Government Internal Audit Agency (GIAA) will return to the January Committee with six reports. To prevent numerous audits from coming all together, the Committee will review a three-year plan of audits. The reports submitted to the Committee for discussion were for Health, Safety and Wellbeing with focus on lone working and Benefits Management. Sponsor for the audit on Benefits management was happy with the report and recommendations and is moving this work forward.

• National Audit Office (NAO) are starting to review the new timetable for coming audits and are coordinating with GIAA to support resourcing requirements.

• The Committee discussed the interim governance statement and reflecting the change in Accounting Officer (AO). From a governance perspective the coming departure of all three Non-Executive Directors (NEDs) raises concern and is a loss of experience and knowledge.

3.2 TE attended a GIAA workshop focusing on digital, cyber and staffing. TE will provide an update note to the NEDs.

3.3 SC and the Board took the opportunity to thank JT and the Customer Team for work to reduce the wait time on customer complaints. The Board asked to see more at the next meeting. NP confirmed Customer Complaints is an item on the January Board forward agenda.

Agreed:

3a) To note the ARAC update from the Chair (RD).

Actions:

3b) TE to provide an update note to the NEDs re the GIAA workshop.

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

4.1 CF, RW and JA gave the following DLUHC update to the Board:

• Michael Gove has returned as the Secretary of State for Levelling Up, Housing and Communities. Lucy Frazer has been appointed as Minister of State for Housing and Planning.

• Priorities for the Secretary of State are Levelling Up, Planning Reform, Renters Reform and Social Housing.

• Work continues on the Bill, reforms to planning will continue with additional measures added. There will be implications for the Planning Inspectorate (Inspectorate) around street votes and land auctions as new measures, these will need to be worked through.

• Lots of activity is taking place around the implementation of the Bill and secondary legislation requirements.

• DLUHC is aware of the requirement and resourcing issues experienced by the Inspectorate, CF encouraged the department and Inspectorate to work together to find ways to fill gaps or do things differently, but understood the options were limited.

• Housing supply, homelessness, asylum, and immigration are also areas of focus and importance and providing homes to the thousands of families that need them.

• RW reflected on the September Board and the discussion around performance, RW urged the Executive Team (ET) to hold on to the discussion and request from Minister Rowley to be bold with delivery.

• JA explained there is a big policy focus on the Regeneration Bill. A change programme is in place to mobilise the reform. This is a big programme; focus is now on what the full programme looks like. Conversation needs to elevate with the Inspectorate and focus on the collective work ahead. Lots of activity is taking place, including working with industry and potential employees to address the recruitment problems through funding and learning and development programmes.

4.2 The Board discussed the following points:

• CF asked how the Board is keeping track on the theme around recruitment, what are the top things this Board should be looking at on recruitment and is there anything the department can do to help with the plan? TE set out the Board had commissioned work from the ET on vacancies, trends, what we have done and are doing to recruit and train people. This will give the Board a view of gaps, what we can do differently, how long recruitments will take. Planning Reform adds up to more resource demand on the Inspectorate and needs to be addressed collectively. By working together there maybe ways to offer opportunities to DLUHC colleagues to work at the Inspectorate on projects/ specific pieces of work.

Agreed:

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

Actions:

4b) RW and CF to explore with Inspectorate colleagues the potential to create opportunities for DLUHC colleagues to work with the Inspectorate on projects/ specific pieces of work.

5. Dashboard, including operational performance

5.1 GS and AB gave the following update to the Board on the dashboard:

• Hearing pilot outcomes for customers are positive, next area of focus agreed with the department is to focus on older planning appeal cases with the written representations (WR) procedure. Whilst we work on older cases, the performance of new WR cases will be monitored closely to make sure these cases progress and slippage to timescales do not happen. Enforcement inquiry cases will also be an area of focus.

• Inspector recruitment plans are on track for this financial year, with 50 inspectors joining the organisation. Along with the new inspectors joining, we have also seen fewer inspectors leave the organisation. Performance will increase as more and more inspectors take up casework following training.

• Inspectors joining the organisation are working on National Infrastructure (NI) cases which require panels of three to five inspectors.

• Open case numbers are consistent and stable, whilst there is an overall updrift in open cases in the overall timeline.

• Take up of the new appeal service is going well.

• There are 81 open NSIP cases.

• Customer satisfaction has dropped due to the backlog in Customer Services Team.

5.2 The Board discussed the following items:

• SD asked for historical inspector data for the last three years to be added to the dashboard to show the trend on Inspector numbers and recruitment. GS explained this is not possible as the data has not been collected this way. We have spent time focussing on areas agreed with the department which required improvement. Whilst focus has been on these areas, there are other areas performing well, such as planning hearings.

• CF echoed the point on a more rounded view of performance and acknowledged performance is improving. In the next few months, NSIPs will attract more interest in terms of performance. Present more about NSIP performance in the coming months.

• TE asked if we are seeing an impact on appeal submissions given the external and economic environment? GS explained whilst data on planning application submissions suggest a reduction in submissions, that is not currently translating to appeal submissions. There can be a lag, we could see changes later. Industry intel suggests work is shifting to refine/ changing schemes with Local Planning Authorities (LPAs) to respond to the market.

• JA updated the land market has dropped off and is slowing in delivery.

• Whilst we are seeing efficiency improvements, we have no efficiency measures, ST asked the team to produce some measures for the Board and include customer measures which include time taken to deliver. Discuss at the next Board where the bottlenecks are, the pipeline of work and aligning with the HR strategy to make sure we are aligning the people we need to deal with the pipeline of work and making sure the digital strategy is aiming at the right place too.

• RD would like to see chart showing existing cases by how long they have been in the system, to show how the age profile of existing cases is changing. This would indicate whether the prioritisation process is being successful. GS explained this data is monitored behind the scenes at management level.

• RW asked (via teams chat) are we clear how assumptions are tested and agreed, and clear on how we are re-forecasting or whether you class these as projections.

Actions:

5a) AB & GS - check the numbers provided on vacancies and recruitment in papers to be clearly set out to avoid variances.

5b) AB & GS - monitor NSIP performance closely and present more to the Board in the coming months.

5c) AB & GS – produce customer measures for the Board which include time taken to deliver.

5d) AB, GS & CH - discuss at the next Board the handle on open cases, strategic review and discussion on where the bottlenecks are, the pipeline of work and aligning with the HR strategy. Make sure we are aligning the people we need to deal with the pipeline of work and making sure the digital strategy is aiming at the right place.

5e) AB & GS - be clear how assumptions are tested and agreed, and clear on how we are re-forecasting or whether you class these as projections.

6. Changes to Hearing Process and performance update

6.1 GS, BP and TW gave the following update to the Board:

• In April 2022, BP and the team started to apply the Rosewell principles to planning hearing appeals.

• Of 62 decisions issued under the new process, 59 were issued in time. Those issued outside of the timeframe was due to issues outside of our control. Close tracking and monitoring will identify those at risk of missing the target date.

• Events have been scheduled for 200 hearing cases for the next three month, this is the most events scheduled in the last two years. This will translate into many more decisions to be issued in the new year, reducing the in-hand numbers. The team have been working hard to reduce the legacy cases.

• By Spring next year, there will be a single process for dealing with planning appeals. This does require a review of the casework team sustainability to carry on the momentum. The Head of Planning Inspector Profession (RS) and Professional Leads are using the learning on party behaviour to support and develop guidance for Inspector.

• TW explained the sustainability and momentum is important and asked for tips and advice from the Board on how to maintain the focus, management, and ownership.

6.2 The Board suggested:

• TE asked if this was a project that could be used for colleagues at the department to move across and work on as a system and transformation project.

• RW said the way forward is to translate the early lessons into actions and monitor. Agree the next steps, capture more detail on lessons learned.

• On maintaining momentum, ST said the issues around case officer resource needs to be resolved and agreed this connected to TE’s point and a plan is needed.

• JA suggested implementation of a charter or contract for all parties involved in the process, setting out the protocols and responsibilities. Create communications to celebrate and be positive about the changes.

• RD suggested keeping track of the impact of different communication’s strategies, in order to assess their impact on behaviour

• TE also suggested looking at the performance culture across the piece, creating ownership and accountability with senior leaders. Communicate the data to help people to take ownership for their role in this process.

Agreed:

6a) The Board thanked BP, TW and all of those involved in the hearing pilot work.

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

7.1 OFFICIAL SENSITIVE item captured as part two minutes.

8. Strategic Plan (OFFICIAL SENSITIVE)

8.1 OFFICIAL SENSITIVE item captured as part two minutes.

9. Health, Safety & Wellbeing (HS&W)

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

• The plans are on track to deliver the things we set out to deliver.

• Health and safety learning for line managers has taken place, next step is to work with ET on what further action is needed from senior leaders to role model health and safety.

• Lone worker usage has improved and is becoming part of the culture.

• Display screen equipment (DSE) assessments are being reviewed by members of HR.

• On wellbeing, the stress survey has now closed with the results being analysed by the Data and Performance team.

• All the action taking place is mitigating key risks.

• Next areas of focus are the driving policy, resourcing for the HS&W team and focus on the outcomes of the lone working audit carried out by GIAA.

9.2 The Board discussed:

• SD and SL discussed the mitigations of the risk register and if they are effective or if the risk register needs updating as mitigations not impacting on scores. SL confirmed the risk register needs to be updated.

• RW asked how the workloads, scenarios and stress survey wrap into what could happen for the workforce, what is the worst-case scenario and what do we understand on what is developing, and what do we understand in terms of caseload and trajectory? SL set out the stress survey is organisation wide. The survey is being reviewed very carefully, alongside the engagement survey. We understand workloads are high, there are several priorities that are competing, and people are finding this difficult.

• TE reflected pinch points can often be for middle managers and those on the frontline where there are not enough people.

Agreed:

9a) The Board has a sense of the progress, next steps and resource constraints.

9b) The Board thanked SL and team for the focus and work on HS&W.

Actions:

9b) SL to make sure the risk register is reviewed and updated.

10. Forward Look

10.1 The Board agreed the January Board agenda and this will be an in person meeting to be held in Bristol.

10.2 The Board agreed the March Board meeting would also be an in person meeting, in London to align with the Strategic Plan Workshop.

10.3 Key messages for the blog are:

• Output has significantly kept up given the number of vacancies currently in the organisation.

• Board has focussed on recruitment, filling gaps and how we can improve the way job specifications are going forward.

• Progress in the HS&W space and the perspective from the Board.

Next meetings (in person, Rivergate, Bristol):

• Audit & Risk Assurance Committee (ARAC) – 10am – 12.30pm

• Planning Inspectorate Board – 1.15pm – 4.15pm