Board meeting minutes 28th January 2025 - The Planning Inspectorate
Updated 9 April 2025
Applies to England
© Crown copyright 2025
This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gov.uk.
Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.
This publication is available at https://www.gov.uk/government/publications/board-meeting-minutes-the-planning-inspectorate/board-meeting-minutes-28th-january-2025-the-planning-inspectorate
Board meeting minutes 28th January 2025 - The Planning Inspectorate
Minutes 19th March 2025
| Title of meeting | Planning Inspectorate Board Meetings | |
|---|---|---|
| Date | 28 January 2025 | |
| Venue | Virtual | |
| Chair | Trudi Elliott (TE), Non-Executive Director (NED) |
| Present | |
|---|---|
| Emir Feisal (EF), Non-Executive Director (NED) | |
| Oliver Munn (OM), Non-Executive Director (NED) | |
| Adrian Penfold (AP), Non-Executive Director (NED) | |
| Baljit Dhillon (BD), Non-Executive Board Apprentice | |
| Paul Morrison (PM), Chief Executive | |
| Graham Stallwood (GS), Chief Operating Officer | |
| Sean Canavan (SC), Chief Strategy Officer | |
| Rachel Graham (RG), Chief Digital Information Officer | |
| Hayley Kelly (HK), Chief People Officer | |
| Richard Schofield (RS), Chief Planning Inspector | |
| Joanne Butcher (JB), Chief Finance Officer | |
| Will Burgon (WB), Director of Planning, MHCLG |
| In attendance Full meeting | |
|---|---|
| Executive Support and Governance Officer (DP), meeting support | |
| Corporate Governance Officer (NP), minutes and actions | |
| Arthur Young (MHCLG) |
| Attending for specific items |
|---|
| Corporate Strategy and Reporting Lead (BM) (items 5, 7 & 9) |
| Project and Change Management Lead (TJ) (items 5, 7 & 10) |
| Head of Strategy and Change (SH) (items 5-10) |
| Head of Business Improvement & Stakeholder Management (LB) (item 6) |
| Lesley Cowley (LC), Board Effectiveness Reviewer (item 6) |
| Head of Finance (PO), (items 7 & 8) |
| Futures Lead (NPo), (items 8 & 9) |
| Pay & Reward Lead (SM) (item 11) |
1.0 - Welcome and Declaration of Interests
1.1 The Chair called for Declarations of Interest, of which there were none.
1.2 The Board welcomed BD to the Board as the new NED Boardroom Apprentice for 2025.
2.0 - Minutes of October and November Board meetings, corporate action tracker and ARAC update
Minutes
2.1 No further comments were received for the part one and part two of the October Board minutes and part two of the November Board minutes.
2.2 OM asked for the wording at 10.5 of the part one minutes to be revised and reflect OM was offering advice.
Actions
2.3 EF suggested the action tracker is reviewed as some outstanding actions appear to be superseded.
Appeal performance action update paper
2.4 WB is interested in the appeal complexity aspects set out in the paper and would like a further meeting with TW and GS to discuss.
2.5 AP reflected appeal complexity is important and would value a deep dive session on the data and information available.
2.6 There are overlaps between the data presented to Board and the Audit and Risk Assurance Committee (ARAC). TE asked for this to be reviewed by BM.
ARAC update
2.7 ARAC reviewed strategic risk, the materiality of risks and those outside of our appetite and tolerance. A further risk item will come to the April meeting to examine in more detail, 15% of risks are outside of the tolerance.
2.8 The Committee held a deep dive on assurance and achievements around people related issues. Focusing on organisation culture and mandatory training completion.
2.9 The National Audit Office (NAO) audit planning report on the 2024/25 financial statements audit was reviewed.
2.10 Government Internal Audit Agency (GIAA) Counter Fraud audit gave the organisation a substantial rating, the Committee commended Executive Team for this rating.
###Agreed:
2a) Subject to the amendments to the part one of the November Board minutes, the October parts one and two, and November parts one and two are an accurate record of the meeting.
Actions:
2b) NP to ensure action owners review, update and where necessary close actions ahead of the March Board.
2c) NP to schedule a meeting for GS, TW and WB to discuss appeal complexity.
2d) NP to discuss deep dive session with TW and GS covering appeal data with NEDs.
2e) BM to review the data presented to Board and ARAC and reduce/ remove overlaps.
3.0 Chief Executive’s (CEO) update to the Board
3.1 PM explained this is a critical period for the organisation, as we develop our business plan, prepare for the spending review and move to a service model to monitor our services.
3.2 The remainder of the update is recorded in the part two minutes.
##4.0 Ministry of Housing, Communities & Local Government (MHCLG) update to the Board
4.1 WB updated since the November Board, the National Planning Policy Framework (NPPF) was published in December.
4.2 The latest paper covering the infrastructure measures for the Bill was published which include changes to the National Policy Statement (NPS), this will impact the Inspectorate. Changes to the Develop Consent Order process is also included.
4.3 Work continues between the Inspectorate and MHCLG Sponsorship, finance and policy teams to contribute to the spending review commission, there is still work to do which is moving at pace to meet deadlines.
5.0 Balanced Scorecard, including review of performance reporting and productivity update
5.1 BM is developing the balanced scorecard to align with the new business plan, service model and will also incorporate the feedback and recommendations from the Board effectiveness review (BER). BM proposed a deep dive session with the Board in February to review the new scorecard and measures.
5.2 We continue to receive less appeals, Nationally Significant Infrastructure Projects (NSIPs) and local plans than forecast year to date.
5.3 NSIPs continue to be decided within the statutory deadlines. There has been a reduction in the number of days per local plan examination, the target is being reviewed as part of the local plan reforms.
5.4 There has been positive year to date progress against hearing and inquiry timeliness, but we have seen a decline on written representations which is linked to resourcing. The measures do not demonstrate the progress being made to reduce the oldest cases in the system.
5.5 The unit cost measure for 2025/26 will be reviewed to include how we track the cost effectiveness of recruitment.
5.6 The overall delivery confidence against the mission is amber.
5.7 OM reflected the positive achievements on examinations and hearing and inquiry performance and asked when will we see improvements in written representations and the run rate numbers.
5.8 PM explained we are on the track, we are removing the older cases from the system. GS said we will see improvements to enforcement written representation (WR) cases in the spring and improvements to planning WRs through the year.
5.9 OM said the current measures do not set out the story and should be replaced. As part of the scorecard review, BM explained the Service Owners are reviewing and setting out the measures they need to manage their service.
6.0 Board Effectiveness Review (BER) Report
6.1 As part of the review, LC reviewed the recommendations from the previous board effectiveness review (BER) and conducted a review for this year. LC thanked all contributors for their time and openness and the secretariat for their support.
6.2 LC set out the findings demonstrated a good and effective board is in place. Concerns were raised as part of the previous review around the loss of three NEDs all at once. The latest review found the new NEDs brought skills and experience which are helpful and enabled a reset of the Board focus and ways of working.
6.3 LC found very good progress against delivery of the major recommendations from the previous review had been made. Through the interviews, concerns were raised which are consistent in the areas of change, LC made recommendations to address the areas raised.
6.4 AP referred to sections 4.5 and 4.6 of the report and agreed NEDs would like to be more involved in stakeholder engagement and this recommendation from the previous report needed further work. AP also supports the recommendation for more in person Board meetings, online meetings taking place by exception and the earlier distribution of papers would be helpful and welcome.
6.5 Whilst the recommendation to assess capability and resourcing gaps from the 2023/24 review was carried out as part of the business planning process, further concerns were raised through the interviews and questionnaire. Particularly around the appointments of the Chair and two of the three NEDs due to come to an end in 2026.
6.6 TE reflected the Board and Executive Team recognise the risk and support the recommendation to review Board succession and has already discussed timings with the MHCLG Sponsorship Team. TE has agreed to conduct a skill audit across the NEDs and to support the department with recruitment. AP agreed to share a model used before to conduct a skills audit.
6.7 AY agreed this will be an area of focus for the Sponsorship Team, it will be important to avoid the issues raised by TE. PM reflected as Accounting Officer; this is an area of concern.
6.8 Reflecting on stakeholder engagement and engagement with people in our organisation, TE asked the NEDs to attend a Business Plan session if they are available. Lots of work has taken place in the stakeholder and customer space, LB suggested a further session with the NEDs.
###Agreed:
6a) To accept the report and endorsed the recommendations.
Actions:
6b) TE and NP to develop the action and implementation plans.
6c) NP to share the links to the business plan sessions, NEDs to sign up if they can attend.
6d) AP to share skills audit information with TE.
6e) LB to hold a stakeholder and customer engagement session with Board.
7.0 Business Planning 2025/26 – OFFICIAL SENSITIVE
7.1 Recorded in the part two minutes.
8.0 Spending Review – OFFICIAL SENSITIVE
8.1 Recorded in the part two minutes.
##9.0 Future Strategy – OFFICIAL SENSITIVE
9.1 Recorded in the part two minutes.
10.0 Service Model
10.1 All aspects of the service model will be in place for the 1st April. There are five strands of work interlinked which include the PINS way, new service structure with named Service Owners, an increase in matrix management impacting 60 colleagues, reforms to governance and Executive Team agreeing the contracts with Service Owners.
10.2 Whilst there is a challenge to match the budgets to the services, JB explained the intention is there, changes to our current system are on hold as part of a wider change programme.
10.3 The introduction of Service Owners does not change the composition of the Executive Team. The Service Owners will report monthly to Executive Team with an escalation process in place if necessary.
10.4 SC took the opportunity to thank SH and TJ for all of their work in this space, with SH leading the team and linking to wider pieces of work. TE endorsed SC comments and commended the pace of delivery.
###Actions:
10a) SH to share with the Board a paper which sets out how the governance will operate.
##11.0 Gender Pay Gap (GPG)
11.1 SM explained the GPG has moved up and down over the last seven years since reporting became a legal requirement.
11.2 The GPG in the organisation has closed by 1% and we are below the average. The reason behind our gap is structural and not across grades, it is driven by the demographic of the planning profession.
11.3 RG said our recruitment rounds are an opportunity to think about how we close the gap and encourage females into senior roles. SM reflected we may need to look at campaigns and how we can adjust and support females into roles. HK said we need to set out clearly the value of the employment offer, look at recruitment starting salaries and make sure there is a clear and consistent approach. TE reflected the gender differences will not change just through recruitment.
###Actions
11a) TE, JB, RG to have a conversation about the engagement of the women’s network in the GPG space.
12.0 AOB, review of meeting, blog key points
12.1 The Board agreed the following additions to the March forward look:
- Review of the productivity improvement plan - GS
- Culture change/ delivery and how this links to the service model – HK
12.2 The Board agreed a deep dive on AI would also be welcome, looking at our workforce and making sure we are tech enabled.
Actions:
12a) TE, OM, GS and JB to discuss timing of the productivity plan update alongside the timings of the audit report.
12b) Board to review the high-level business plan approach.
12c) WB to provide key points to RS for the blog.