The document summarizes discussions from an event focused on delivering the government's planning reforms. It provides an overview of the key points made by several speakers. The Greater London Authority's role is to work in partnership with London boroughs and developers to help implement reforms at a local level in London and address barriers to housing delivery through collaborative projects. The authority also aims to streamline processes and play a strategic role in areas like infrastructure funding negotiations.
The document summarizes the results of the second annual planning survey conducted by GL Hearn. Some key findings include:
- Applicants' dissatisfaction with the time and cost of the planning process remains high, though it has decreased slightly from the previous year.
- There is a divergence of views between applicants and local planning authorities (LPAs) on how quickly LPAs process applications.
- Special measures introduced to improve LPA performance are viewed more positively by applicants than LPAs.
- Partnerships between applicants and LPAs need improvement, as perspectives on how effectively they work together differ greatly.
The survey highlights ongoing issues with planning reforms not significantly reducing time or costs as intended, and the need for applicants
The document summarizes the findings of GL Hearn's 2014 Annual Planning Survey on accelerating housing delivery in London. Some key findings include:
- Major planning applications in London increased 32% from 2012-2013 to 2013-2014, rebounding from a post-recession dip.
- However, the average time for determining applications remained at 6 months, and applicants generally expressed dissatisfaction with length of the planning process.
- Stakeholders including planning authorities and applicants identified barriers like funding, demand, land shortages, and the planning system itself. Reforms were discussed but most felt the system still had significant problems.
- Further reforms were proposed to address delays, like reducing information requirements and strengthening pre-application
1) A survey of developers and local planning authorities found mixed views towards planning performance agreements (PPAs), with 57% holding a neutral view.
2) When PPAs are used positively, they provide clear timeframes, dedicated resources, and clarify information requirements, but negatives include unrealistic timescales, high expenses, and obligations not being met.
3) PPAs are best suited for strategic, policy-related, or condition discharge work, but need bespoke terms, clear timeframes and resourcing commitments, and methods for addressing issues. Overall, developers want certainty while local authorities value resource commitments, but confidence remains low unless PPAs represent good value.
PAS held two events in September 2014 specifically on Waste planning and the Duty to Co-operate. The composite presentation below has the slides from both Hampshire (who spoke in London) and Derbyshire (who spoke in Leeds). - See more at: http://www.pas.gov.uk/web/pas1/strategicplanning/-/journal_content/56/332612/6519874/ARTICLE#sthash.n3cxYQzv.dpuf
The document proposes establishing best practices and a rating system for India's affordable housing ecosystem. It discusses setting up a framework to encourage more developers, housing finance institutions and community-based organizations to enter the affordable housing space. A rating system would assess organizations on key parameters like project characteristics, loan terms, and customer facilitation. A three-step process is outlined for developing the rating system, including defining goals and objectives, evaluating key parameters and indicators, and prioritizing factors as desirable or critical. The framework aims to strengthen quality, increase transparency and help different stakeholders in affordable housing.
The document summarizes the results of the second annual planning survey conducted by GL Hearn. Some key findings include:
- Applicants' dissatisfaction with the time and cost of the planning process remains high, though it has decreased slightly from the previous year.
- There is a divergence of views between applicants and local planning authorities (LPAs) on how quickly LPAs process applications.
- Special measures introduced to improve LPA performance are viewed more positively by applicants than LPAs.
- Partnerships between applicants and LPAs need improvement, as perspectives on how effectively they work together differ greatly.
The survey highlights ongoing issues with planning reforms not significantly reducing time or costs as intended, and the need for applicants
The document summarizes the findings of GL Hearn's 2014 Annual Planning Survey on accelerating housing delivery in London. Some key findings include:
- Major planning applications in London increased 32% from 2012-2013 to 2013-2014, rebounding from a post-recession dip.
- However, the average time for determining applications remained at 6 months, and applicants generally expressed dissatisfaction with length of the planning process.
- Stakeholders including planning authorities and applicants identified barriers like funding, demand, land shortages, and the planning system itself. Reforms were discussed but most felt the system still had significant problems.
- Further reforms were proposed to address delays, like reducing information requirements and strengthening pre-application
1) A survey of developers and local planning authorities found mixed views towards planning performance agreements (PPAs), with 57% holding a neutral view.
2) When PPAs are used positively, they provide clear timeframes, dedicated resources, and clarify information requirements, but negatives include unrealistic timescales, high expenses, and obligations not being met.
3) PPAs are best suited for strategic, policy-related, or condition discharge work, but need bespoke terms, clear timeframes and resourcing commitments, and methods for addressing issues. Overall, developers want certainty while local authorities value resource commitments, but confidence remains low unless PPAs represent good value.
PAS held two events in September 2014 specifically on Waste planning and the Duty to Co-operate. The composite presentation below has the slides from both Hampshire (who spoke in London) and Derbyshire (who spoke in Leeds). - See more at: http://www.pas.gov.uk/web/pas1/strategicplanning/-/journal_content/56/332612/6519874/ARTICLE#sthash.n3cxYQzv.dpuf
The document proposes establishing best practices and a rating system for India's affordable housing ecosystem. It discusses setting up a framework to encourage more developers, housing finance institutions and community-based organizations to enter the affordable housing space. A rating system would assess organizations on key parameters like project characteristics, loan terms, and customer facilitation. A three-step process is outlined for developing the rating system, including defining goals and objectives, evaluating key parameters and indicators, and prioritizing factors as desirable or critical. The framework aims to strengthen quality, increase transparency and help different stakeholders in affordable housing.
Realizing the promise of REDD: New approaches in voluntary carbon standards f...CIFOR-ICRAF
Presented by Kevin R Brown (Wildlife Conservation Society) at "GFOI 2023 Plenary: Myths, realities, and solutions towards high-integrity forest carbon credits" on 9-11 May 2023
The document summarizes a presentation by GMR Solutions to the Water Falls City Council about developing a recycling program. GMR Solutions will develop a recycling program with bins, a community awareness program, and a chemical waste program. The project will take 55 days to complete and has a budget of $120,000. Key risks include suppliers going out of business and chemical disposal permits being delayed. GMR Solutions will manage stakeholders, quality, procurement, and human resources to deliver the project on time and on budget.
A presentation about comprehensive wastewater planning at the town level. Presented by Dr. Robert Duncanson, Chatham Health & Environment Director, during the Buzzards Bay Coalition's 2013 Decision Makers Workshop series. Learn more at www.savebuzzardsbay.org/DecisionMakers
This document discusses using Community Development Block Grant (CDBG) funds to support neighborhood revitalization activities through Neighborhood Revitalization Strategy Areas (NRSA). It provides examples of how CDBG funds have been used in conjunction with other programs like Choice Neighborhoods to spark transformation in neighborhoods in Durham, NC, Pittsburgh, PA, Boston, MA, and San Francisco, CA. The document explains that designating an NRSA allows more flexible use of CDBG funds to accomplish revitalization goals through activities such as housing, economic development, and public improvements.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project Alliances in the Rail Industry by Richard MorwoodEngineers Australia
The document discusses project alliances in the rail industry, including different types of alliances and lessons learned. It provides examples of alliances used by various rail organizations in Australia, including QR, ARTC, and TIDC. Key points covered include the fundamentals of alliances with no blame clauses and risk sharing, commercial frameworks involving direct costs and gain/painsharing, and the importance of key result areas and key performance indicators. Benefits of alliances include flexibility, innovation, and whole-of-life cost savings through collaborative project delivery.
The Chunnel project aimed to build a tunnel under the English Channel connecting France and the UK. It was one of the largest privately-funded infrastructure projects ever involving multiple governments, banks, and contractors. [1]
The project went over budget, with costs increasing from $5.5 billion to $14.9 billion due to scope creep and delays. Issues included lack of proper risk management, incompatible requirements between parties, and breakdowns in communication. [2]
Key lessons included the need to give equal importance to technical and functional project management, ensure contracts and financing allow for contingencies, limit external stakeholder involvement in operations, and leverage new technologies and lessons from prior projects for large, complex ende
APM event sponsored by the Scotland Branch on 21 July 2022.
Speakers: Rob Leech and Steven Jackson
The Edinburgh Trams to Newhaven Project is a continuation of the existing Edinburgh Tramway Network, which runs from Edinburgh Airport to York Place. The continuation runs from York Place, down Leith Walk and then into Newhaven via Ocean Terminal.
The statutory powers to support the construction were gained in 2006 under the Edinburgh Tram (Line 1) Act 2006, however the line was not completed. The project team, headed up by Hannah Ross of the City of Edinburgh Council (CEC), have managed the legacy elements of the phase 1a and are now well on with construction of the remaining element of Line 1.
Overview of the event
Construction methodology, planning and approach, managing stakeholders and their expectations and techniques and approach.
Benefits of attending
Experience of managing multiple stakeholders in a complex environment. Lessons learned from previous projects. Project governance and structure. Update of progress on the project.
https://www.apm.org.uk/news/edinburgh-trams-to-newhaven-project/
The document discusses contracting best practices for large, complex IT projects undertaken by state governments. It outlines both "not so good" practices like rushed procurement processes and sole source contracts, as well as "smart" practices and best practices. These include establishing clear deliverables and milestones, payment schedules correlated to vendor costs, dedicated contract managers, and change control processes. The presentation provides guidance for setting up contracts that balance project needs with financial compliance in complex government IT projects.
1. The document summarizes two case studies from Bangladesh related to environment, development, and distribution: a coal power plant case study and an adaptation project case study.
2. The coal power plant case study examines the Barapukuria coal plant and potential impacts of expanding coal power. It finds financing comes from China, local jobs were not created, and environmental and health impacts affected communities.
3. The adaptation project strengthened resilience of climate migrants in Khulna. It found participants vulnerable with low incomes, poor housing and sanitation, and climate impacts like flooding affecting their communities.
In our June planning & development club we covered:
- an insider’s guide to housing association development
- air quality and planning update
- finance for development projects: meeting the funder's requirements for construction contracts.
Visit our website for further training and resources - https://www.brownejacobson.com/
This document discusses governance and policy issues related to managing the complex urban region of Greater Manchester during an economic recession. It covers several policy strands around regeneration, local government modernization, and performance management that have impacted local areas. Greater Manchester's Local Area Agreement is examined as a key partnership mechanism. The role of localities during a recession is debated, with suggestions that cities can provide leadership, sustain public investment, align with long-term economic strategies, and attract investment. Local government organizations argue for continued devolution of economic powers to sub-regions and local authorities to most effectively target recession responses. The challenges of coordinating policies and partners across different levels of government are also addressed.
- The document summarizes the findings of GL Hearn's 2014 Annual Planning Survey on planning reform in the UK and Manchester.
- While construction activity and approval rates have increased since 2012, the time taken for planning applications has not improved and remains around 6 months on average.
- Stakeholders generally agree that the planning system still has significant problems and major changes are needed to increase housing delivery to meet demands. Faster and more consistent decision making by local authorities could help address these issues.
- Further reforms were announced but monitoring of local authority performance and potential consequences may incentivize faster approvals over comprehensive planning. Additional review of prior recommendations could help streamline the major application process.
Community Led Housing (CLH) as part of larger schemesfutureoflondon
On 23 July, Stephen Hill, adviser to London CLT on its St Clement’s Hospital Project, shared lessons for groups seeking to develop community-led homes as a component of larger developments.
The document discusses Australia's experience with public-private partnerships (PPPs) in infrastructure. It finds that PPPs have led to more cost-efficient projects compared to traditionally procured projects, with cost overruns 30-11% lower. PPPs also saw fewer time overruns, completing projects an average of 3.4% ahead of schedule compared to 23.5% behind for traditional projects. Case studies of specific PPP transport projects show they were delivered on time and on budget, providing benefits to the community, while highlighting lessons learned around realistic forecasting and ensuring public interest is protected.
This document discusses escalation on major projects. It provides four perspectives on escalation: future-perfect thinking, strategic misrepresentation, escalation of commitment, and contractor scapegoating. It then proposes a model showing how these perspectives are interrelated and can lead to project escalation. Finally, it discusses some policies that could help mitigate escalation, such as project assurance processes, independent reviews, front-end definition investment, and developing client capabilities.
Planners across the Commonwealth have embraced the principles of infill and mixed development, and have worked hard to enact a regulatory framework to allow it. However, few of us understand the financial realities of achieving a successful small scale mixed use development, including the underwriting criteria utilized by lenders, and the considerations of the residential and commercial tenants. In this discussion developers and underwriters will discuss their process and keys to success.
Voluntas 4th Annual Conference. 15th November 2012. Green Deal - The Role of Social Housing Providers. Matt Roberts, Director of Asset Management and Development. Wigan and Leigh Housing.
Realizing the promise of REDD: New approaches in voluntary carbon standards f...CIFOR-ICRAF
Presented by Kevin R Brown (Wildlife Conservation Society) at "GFOI 2023 Plenary: Myths, realities, and solutions towards high-integrity forest carbon credits" on 9-11 May 2023
The document summarizes a presentation by GMR Solutions to the Water Falls City Council about developing a recycling program. GMR Solutions will develop a recycling program with bins, a community awareness program, and a chemical waste program. The project will take 55 days to complete and has a budget of $120,000. Key risks include suppliers going out of business and chemical disposal permits being delayed. GMR Solutions will manage stakeholders, quality, procurement, and human resources to deliver the project on time and on budget.
A presentation about comprehensive wastewater planning at the town level. Presented by Dr. Robert Duncanson, Chatham Health & Environment Director, during the Buzzards Bay Coalition's 2013 Decision Makers Workshop series. Learn more at www.savebuzzardsbay.org/DecisionMakers
This document discusses using Community Development Block Grant (CDBG) funds to support neighborhood revitalization activities through Neighborhood Revitalization Strategy Areas (NRSA). It provides examples of how CDBG funds have been used in conjunction with other programs like Choice Neighborhoods to spark transformation in neighborhoods in Durham, NC, Pittsburgh, PA, Boston, MA, and San Francisco, CA. The document explains that designating an NRSA allows more flexible use of CDBG funds to accomplish revitalization goals through activities such as housing, economic development, and public improvements.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project Alliances in the Rail Industry by Richard MorwoodEngineers Australia
The document discusses project alliances in the rail industry, including different types of alliances and lessons learned. It provides examples of alliances used by various rail organizations in Australia, including QR, ARTC, and TIDC. Key points covered include the fundamentals of alliances with no blame clauses and risk sharing, commercial frameworks involving direct costs and gain/painsharing, and the importance of key result areas and key performance indicators. Benefits of alliances include flexibility, innovation, and whole-of-life cost savings through collaborative project delivery.
The Chunnel project aimed to build a tunnel under the English Channel connecting France and the UK. It was one of the largest privately-funded infrastructure projects ever involving multiple governments, banks, and contractors. [1]
The project went over budget, with costs increasing from $5.5 billion to $14.9 billion due to scope creep and delays. Issues included lack of proper risk management, incompatible requirements between parties, and breakdowns in communication. [2]
Key lessons included the need to give equal importance to technical and functional project management, ensure contracts and financing allow for contingencies, limit external stakeholder involvement in operations, and leverage new technologies and lessons from prior projects for large, complex ende
APM event sponsored by the Scotland Branch on 21 July 2022.
Speakers: Rob Leech and Steven Jackson
The Edinburgh Trams to Newhaven Project is a continuation of the existing Edinburgh Tramway Network, which runs from Edinburgh Airport to York Place. The continuation runs from York Place, down Leith Walk and then into Newhaven via Ocean Terminal.
The statutory powers to support the construction were gained in 2006 under the Edinburgh Tram (Line 1) Act 2006, however the line was not completed. The project team, headed up by Hannah Ross of the City of Edinburgh Council (CEC), have managed the legacy elements of the phase 1a and are now well on with construction of the remaining element of Line 1.
Overview of the event
Construction methodology, planning and approach, managing stakeholders and their expectations and techniques and approach.
Benefits of attending
Experience of managing multiple stakeholders in a complex environment. Lessons learned from previous projects. Project governance and structure. Update of progress on the project.
https://www.apm.org.uk/news/edinburgh-trams-to-newhaven-project/
The document discusses contracting best practices for large, complex IT projects undertaken by state governments. It outlines both "not so good" practices like rushed procurement processes and sole source contracts, as well as "smart" practices and best practices. These include establishing clear deliverables and milestones, payment schedules correlated to vendor costs, dedicated contract managers, and change control processes. The presentation provides guidance for setting up contracts that balance project needs with financial compliance in complex government IT projects.
1. The document summarizes two case studies from Bangladesh related to environment, development, and distribution: a coal power plant case study and an adaptation project case study.
2. The coal power plant case study examines the Barapukuria coal plant and potential impacts of expanding coal power. It finds financing comes from China, local jobs were not created, and environmental and health impacts affected communities.
3. The adaptation project strengthened resilience of climate migrants in Khulna. It found participants vulnerable with low incomes, poor housing and sanitation, and climate impacts like flooding affecting their communities.
In our June planning & development club we covered:
- an insider’s guide to housing association development
- air quality and planning update
- finance for development projects: meeting the funder's requirements for construction contracts.
Visit our website for further training and resources - https://www.brownejacobson.com/
This document discusses governance and policy issues related to managing the complex urban region of Greater Manchester during an economic recession. It covers several policy strands around regeneration, local government modernization, and performance management that have impacted local areas. Greater Manchester's Local Area Agreement is examined as a key partnership mechanism. The role of localities during a recession is debated, with suggestions that cities can provide leadership, sustain public investment, align with long-term economic strategies, and attract investment. Local government organizations argue for continued devolution of economic powers to sub-regions and local authorities to most effectively target recession responses. The challenges of coordinating policies and partners across different levels of government are also addressed.
- The document summarizes the findings of GL Hearn's 2014 Annual Planning Survey on planning reform in the UK and Manchester.
- While construction activity and approval rates have increased since 2012, the time taken for planning applications has not improved and remains around 6 months on average.
- Stakeholders generally agree that the planning system still has significant problems and major changes are needed to increase housing delivery to meet demands. Faster and more consistent decision making by local authorities could help address these issues.
- Further reforms were announced but monitoring of local authority performance and potential consequences may incentivize faster approvals over comprehensive planning. Additional review of prior recommendations could help streamline the major application process.
Community Led Housing (CLH) as part of larger schemesfutureoflondon
On 23 July, Stephen Hill, adviser to London CLT on its St Clement’s Hospital Project, shared lessons for groups seeking to develop community-led homes as a component of larger developments.
The document discusses Australia's experience with public-private partnerships (PPPs) in infrastructure. It finds that PPPs have led to more cost-efficient projects compared to traditionally procured projects, with cost overruns 30-11% lower. PPPs also saw fewer time overruns, completing projects an average of 3.4% ahead of schedule compared to 23.5% behind for traditional projects. Case studies of specific PPP transport projects show they were delivered on time and on budget, providing benefits to the community, while highlighting lessons learned around realistic forecasting and ensuring public interest is protected.
This document discusses escalation on major projects. It provides four perspectives on escalation: future-perfect thinking, strategic misrepresentation, escalation of commitment, and contractor scapegoating. It then proposes a model showing how these perspectives are interrelated and can lead to project escalation. Finally, it discusses some policies that could help mitigate escalation, such as project assurance processes, independent reviews, front-end definition investment, and developing client capabilities.
Planners across the Commonwealth have embraced the principles of infill and mixed development, and have worked hard to enact a regulatory framework to allow it. However, few of us understand the financial realities of achieving a successful small scale mixed use development, including the underwriting criteria utilized by lenders, and the considerations of the residential and commercial tenants. In this discussion developers and underwriters will discuss their process and keys to success.
Voluntas 4th Annual Conference. 15th November 2012. Green Deal - The Role of Social Housing Providers. Matt Roberts, Director of Asset Management and Development. Wigan and Leigh Housing.
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3. The Annual Planning Survey
Shaun Andrews,
Head of Investor & Developer Planning
18 September 2012
glhearn.com
4. “Planning refusal shows Authority
is „closed for business‟
“Poorly performing planning
teams face special measures”
“Cameron to tackle planning again in
attempt to kick-start economy”
“Labour: reforms take power out of hands of
local people”
“Housing approvals fall by third”
“Government push to reform planning laws could
backfire, warns senior planning officer”
5. About the survey
• Survey of those closely involved in planning in public and private sector
• Applicants - 180 respondents - principals and professional advisors
• Local planning authorities – 40 senior managers, 11 London Boroughs
• Early indication of attitude following introduction of Localism Act and NPPF
• Annual survey to measure change
7. Key Findings
Investment Decisions
• Whether to invest in a project • Perceptions of LPAs‟ approach to
informed by: development not encouraging
Positive
‒ Traditional factors such as: 10%
• Market opportunity
• Fit with investment strategy
Negative
41%
‒ Increasingly influenced by:
• Previous experience of an LPA
• Reputation of an LPA
Neutral
49%
8. Key Findings
Top planning considerations when seeking permission
The political control Other
of the local authority
The cost of
submitting a planning
application
The likelihood of
securing permission
The local planning
authority‟s
performance
The cost of planning
obligations/Communi
ty Infrastructure Levy
(CIL)
The time it takes to A clear planning
get a decision policy position
9. Key Findings
Planning applications
• Length of time to determine • Cost including fees and obligations
Very satisfied Satisfied Very satisfied Satisfied
1 8% 1% 2%
Very
Very dissatisfied
dissatisfied Neutral – it‟s Neutral – it‟s
fine 22%
25% fine
17% 29%
Dissatisfied
Dissatisfied 46%
50%
12. Key Findings
Greatest challenges
• Over the last three years: • Over the next three years:
‒ Maintaining services with ‒ Maintaining services with
reduced resources reduced resources
‒ Legislative change causing ‒ Legislative change causing
uncertainty/complication uncertainty/complication
‒ Development viability ‒ Getting plans / policy in place
‒ Delivering housing ‒ Delivering housing
‒ Increased expectations in the
„post-Localism‟ world
15. Key Findings
Attitude to reform
• Thinking generally about the Government‟s agenda, do you think it will
materially:
‒ Deliver more homes and economic growth?
• Yes: 32% applicants & 12% LPAs
‒ Produce a faster and leaner planning system?
• No: 79% applicants & 83% LPAs
‒ Overall, increase or decrease development activity?
• Neither increase nor decrease: 71% applicants & 88% LPAs
16. Key findings
What would make the biggest difference?
• Applicants‟ views on what would • Local authorities‟ priorities for
make the biggest difference to improvement
performance
‒ Processing applications faster ‒ CIL
‒ Empowerment of officers / de-politicise ‒ Production of policy documents /
the system
‒ Improvement to evidence base
‒ Investment in LPAs
‒ Pre-app consultation
‒ Increase accountability
‒ Training of members
‒ More commercial culture
‒ Size and budget of planning depts.
‒ Clear delivery frameworks
‒ Involving members in pre-apps
‒ Increase accessibility to officers
‒ Speeding up delivery of decisions
‒ Pro-growth agenda
‒ Improved policy documents
‒ Further training for officers & members
‒ Increased consistency
18. The Annual London Development Management Survey
• All 33 London Boroughs were surveyed
• Objective - review management of all major planning applications
• Major planning applications - 10 or more dwellings, residential sites over
0.5 ha, non-residential sites over 1 ha or creation/change of use of over
1,000 sq. m. gross
• Timeframe - 12 month period preceding publication of NPPF in April 2012
• Benchmark year from which post NPPF change can be measured
22. Approval Rate of Major Applications
100%
90%
Percentage of Major Applications Permitted
80%
70%
60%
50%
All London Boroughs
23.
24. Number of major applications decided
vs. approval rate Westminster
Brent
No. of Major applications determined
Hammersmith &
Fulham
Redbridge
City of
London
Proportion of Major Applications Approved
25. Likelihood of Committee Overturning Recommendations
20%
18%
16%
14%
12%
10%
8%
6%
4%
No recommendations for major applications overturned
by committee in 19 out of the 33 London Boroughs
2%
0%
All London Boroughs
27. Time To Determine Major Applications
120
100
80
Weeks taken to determine
60
40
20
Validation to determination
0
All London Boroughs
28. Time To Determine Major Applications
120
100
80
Weeks taken to determine
60
40
35 week average determination
20
0
All London Boroughs
29. Time To Determine Major Applications
120
100
80
Weeks taken to determine
60
40
20
13 week target determination
0
All London Boroughs
30. Time To Determine Major Applications
120
100
80
Weeks taken to determine
60
1 year DCLG target
determination (inc. appeal)
40
20
0
All London Boroughs
31. Time To Determine Major Applications
120
100
31 week average inquiry
80
Weeks taken to determine
60
40
20
0
All London Boroughs
32. Time To Determine Major Applications
120
100
2 years
80
Weeks taken to determine
60
40
20
0
All London Boroughs
33. Time taken vs Approval rate
100
90
Redbridge
80
Weeks to determine applications
Hammersmith
Enfield & Fulham
70 Westminster
Croydon Bexley
60
50
40
30
Barking &
Dagenham
20
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Proportion of major applications approved
34. Appeals Decided (Average all Boroughs)
120 100%
90%
100
80%
70%
Number of appeals determined
Percentage of appeals allowed
80
60%
60 50% Number of appeals determined
Percentage of appeals allowed
40%
40
30%
20%
20
10%
0 0%
2008-9 2009-10 2010-11 2011-12
41. Creating a service culture
• Would applicants support an increase in application fees if, in return, a
„service contract‟ with the LPA was put in place?
• Could a new style PPA work if it had teeth and guaranteed a timetable and
standards and embodied principles such as:
‒ Urgency
‒ Transparency
‒ Accessibility
‒ Accountability
‒ Consistency
• Would it be right for applicants to be able to „Opt out‟ and go straight to
inspectorate if authorities are placed in „special measures‟ ?
• Should central government funding relate to performance?
43. The Government‟s objective
Steve Quartermain,
Chief Planner for England, Department of Communities and Local
Government
18 September 2012
glhearn.com
44. The Local Planning Authority‟s view
Sue Foster,
Executive Director Housing Regeneration & Environment,
London Borough of Lambeth
18 September 2012
glhearn.com
45. The applicant‟s view
Adrian Penfold,
Head of Planning and Corporate Responsibility, British Land
18 September 2012
glhearn.com
46. The two cultures of planning?
Adrian Penfold www.britishland.com
Head of Planning and Corporate Responsibility
47. Outline
• The Hampton Review
• The Killian Pretty Review
• The Penfold Review
• Public and private sectors - differences and similarities
• Conclusions
47
48. The Hampton Review
Principles of better regulation
• Transparent
• Accountable
• Proportionate
• Consistent
• Targeted – only at cases where action is needed
Assessing our Regulatory System – The Hampton Review (2005)
48
49. The Killian Pretty Review
Reinforcing a service culture – the decision maker’s view:
• Applications not fit for purpose
• Relational nature of the process – trust and understanding
• Limits of frontline staff empowerment – political process
• Resourcing difficult
• Perverse incentives from targets
The Killian Pretty Review: Planning applications - A faster and more
responsive system: Final Report (2008) 49
50. The Penfold Review
Strengthening service culture
• Publish service standards
• Improve coordination of consenting bodies
• Improve accessibility of information and guidance
• Survey customer satisfaction
Resource pressure
• Joint working
• Charging
The Penfold Review of non-planning consents (2011)
50
51. In your experience…
* Local Planning Authority survey results, GL Hearn and British Property Federation (2012)
ƚ Developer and applicants survey results, GL Hearn and British Property Federation (2012)
51
52. Public sector vs private sector
The Leadership Trust „Leadership in the public sector – is it different?‟ (2009)
Based on a survey by Ashridge 52
53. Public sector vs private sector
The Leadership Trust „Leadership in the public sector – is it different?‟ (2009)
Based on a survey by Ashridge 53
56. Goals and objectives
To ensure that the Borough Council has a robust plan to ensure
planning decisions are in accordance with the strategic needs of the
town and that the plan is prepared in sufficient time to ensure that
it maximises developer contributions and avoids planning by
appeal
56
57. Conclusions
Areas for improvement
• Education/CPD
• Interchange
– Career change
– Secondments
• Status of planner in organisation
• Transparency
• Targets
• Escalation
• Resources
• Accreditation of experts
• Fees
57
61. London is different….
• Democratically: Mayor, City & 32 London Boroughs
• Organisationally: London Plan and Local Plans =
Development Plan
• Demographics/economics: net contributor to national
recovery, plus tackling its own issues – with partnership
working/investment
• Growth: Only Region where house prices rising and
growth/jobs being delivered significantly. Census 2011
• Focus on delivering outcomes desired by national
policy – through London localism: at neighbourhood,
borough and London-wide levels
62. Government’s reforms….
• NPPF (what happens to the remaining guidance?)
• Secretary of State Statement 6 Sept.12
Growth Measures
Planning Reforms / Streamlining
• Mayor’s response: 13 Sept.12 Letter to Mr Pickles: -
Supports big investment in housing development and key infrastructure
Opportunities for Private Rented Sector and Empty Homes brought into use
Changes of Use (commercial) and PD relaxations
Public Sector Land & Property Holdings – innovative investment models
Prioritisation of Major Strategic Developments and Planning Applications
Stronger Collaboration and GLA / London Boroughs Partnerships
Take Over more high profile and cross-borough planning applications
Lead on S.106 reviews and development/housing viability –skills and effective solutions
GLA greater role, rather than PINS, on key strategic development decisions
63. Revised Early Minor Alterations to
London Plan
• Presumption in favour of sustainable development: in principle,
the Plan is the London expression of the NPPF
87 policies consistent with NPPF, 33 policies consistent in substance
1 policy inconsistent: affordable housing definition (EIP November)
• Affordable Housing and Affordable Rent: new policy position;
realism and responsibility in addressing housing need and funding
• Minor updates e.g.
Localism Act
Neighbourhood planning
Duty to cooperate
Community based initiatives for renewable and low carbon energy
S106 & CIL
Cycle parking
64. Implementation….
• “Barriers to Housing Delivery” project: complementing Government
elsewhere in the country
• Real partnership working at area / site level – Boroughs/Developers
• OAPFs: focusing on delivery through partnership working
• The Olympic legacy: MDC in action: Queen Elizabeth Olympic Park
• New Delivery Vehicles: Dev Corporations/EZs: any further potential?
• Enhancing quality and streamlining housing standards: Housing SPG
• S.106 renegotiation: role for GLA in London
• Strategic support for Neighbourhood Planning: Shaping Places SPG
• Mayoral Funding Support: Outer London Fund / Regeneration Fund
65. Other new strategic challenges
• Population: latest ONS projections and Census: -
1 million extra people in London (a new Birmingham inside M25?)
Population increase could almost double relative to 2011 London Plan?
What does this mean for household growth?
Densities and household size gone up
• Employment: back to 2007/8 peak
What can planning do to sustain growth in current economic environment?
• Further Alterations to London Plan policy:
Policy and implementation responses to tackle key issues
e.g. new SHLAA, Borough housing targets revised
housing and commercial requirements/provision
ageing and younger population; increased student numbers
social / community infrastructure, i.e. schools/health
67. Other Mayoral planning documents
•Coming out this Autumn:
•London Planning Statement
•Housing SPG
•London Office Policy Review
•Industry & Transport SPG
•Note on duty to cooperate and the London Plan
•Draft SPG on Crossrail s106/CIL
•Later in 2012/13:
•Draft Sustainable Design and Construction SPG
•Draft guidance on hazardous substances
•Draft Town Centres SPG
68. Build your own home – the London
way
• Guidance published 28 July
• £3m resource funding to help community groups work up
designs, potentially culminating in a Community Right to
Build Order
• GLA keen to promote this through Neighbourhood
planning forums
• CRTB@london.gov.uk – for more information
• £5m development loan finance for custom build
- Design for London organising event 28 September
2012
- CBH@london.gov.uk – for more information
69. Other things to watch out for.....
• Mayor's "2020 Vision“
Prioritising Implementation Delivery/Opportunity Areas
GLA Land Holdings – leverage and unlocking development
• Government: Taking forward the ministerial "housing
and planning" statement in London:
"failing" LPAs
unpicking s106s
changes to major infrastructure thresholds
design standards
• CIL & Funding Priorities - Potential changes
"technical" changes (s73) and wider changes: BPF Group
Boroughs / developers/ land owners prepared to fast-track
development will improve Mayoral funding potential
Thank you Alastair. We’re very pleased to be able to share with you today the key findings of the research we have undertaken. We have actually undertaken two research projects. I will cover first the Annual Planning Survey undertaken with the BPF, and then a little later move on to our London focused development management data.
The debate around planning reform has become hugely polarised and these are just a selection of the headlines from over the last few weeks.So, what does the survey work tell us that might help cut through the rhetoric and help us gauge the real current ‘state of planning’?
Firstly, some background on the annual planning survey … [read slide]
Firstly the applicant’s view …
This first slides looks at investment considerations … [read slide]The most popular themes or comments from those not responding positively were:Negative mentality or culture – a “presumption against development”Lack of consistency of approach or serviceToo much politicsLack of commercialityToo reactiveDelays
Next we look at what respondents listed as the top planning considerations when seeking permission:- Certainty – the likelihood of getting permission- Policy – having a clear position- Time – it takes to get a decision- Cost – of obligations/CIL- LPA performance- Political control – of the LA
Focusing now on planning applications, key concerns relate to:Time – 75% of respondents are dissatisfied with the length of time a typical planning application takes to be decidedCost – 68% weredissatisfied with the typical cost of a planning application (this includes fees, executive time, concessions and planning obligations)
But haven’t Planning Performance Agreements or PPAs made a difference? - Only 25% of those that have entered into PPAs believed that they were positive- They are generally considered ineffective, time consuming and do not represent value for money
Turning now to the views of local authorities
We asked what are the greatest challenges faced by Local Planning Authorities?Over the last 3 years … [read first colum]Over the next 3 year … largely the same issues raised but with “getting plans and policy in place” emerging. Probably a reference to the pressure being exerted by the NPPF for plans to be in place in 1 year and / or the Community Infrastructure LevyNotably not development viability in the next 3 years
When asked how do you think applicants’ view their authorities approach to planning, 75% respondents said positive.There is clearly a general mismatch between this response and the Applicants’ responses above.
Some of the questions were directly comparable between applicants and LPAs
There is a high degree of scepticism shared by both applicants and LPAs with respect to DCLG’s overall objectives for planning reform. We asked… [read bullets]
So what would make the biggest difference?We asked … [read column headings]Although there are similarities between the items raised by both parties, the highest ranked are quite different. Applicants’ are looking for speedier decisions and the greater certainty that they feel that some de-politicisation might bring. For LPAs’ CIL and policy activities rank highest.
In order to better understand the issues and concerns around how planning decisions are currently made, GL Hearn has undertaken more detailed research looking closely at each of the London Boroughs and the processing of major planning applications (using a combination of Local Authority and PINS data and our own). As we have already shown, the characteristics of individual LPAs is increasingly becoming an investment criteria in its own right. Therefore in the context of a planning system that can be inherently inefficient, a detailed understanding of individual boroughs is important.
Some background on this survey which was a quantitative review rather than an attitudinal survey… [read slide]
This background slide shows all major applications dealt with in London by Borough It ranges from 89 applications in Westminster to 10 in Barking & Dagenham and Kingston upon Thames. These numbers exclude those seeking to vary previous permissions e.g. Section 73 applications.
The Annual Planning Survey has shown use that Certainty, Time & Cost are three of the most important factors from an applicants’ perspective and we have grouped our analysis accordingly
Firstly, certainty …
This slide shows us the approval rate of major applications across all London boroughsThe average approval rate ranges from 57% to 100%The average approval rate across all London boroughs is 85% and therefore reasonably high
This is the same information shown spatiallyThis represents a fairly random picture and reinforces the need to understand each Borough in detail and separately
This slides brings together data on the number of major applications each Borough dealt with during the year and its average approval rateAs you can seen there is a very wide spread and in the top right hand corner we have highlighted the 5 boroughs who dealt with the highest quantity of major applications and have the highest approval ratesCity of London, Hammersmith & Fulham, Redbridge, Brent and Westminster
This slide indicates that likelihood of Planning Committee overturning recommendations19 boroughs had no major applications overturned at planning committee during the year preceding NPPFOf the 14 others, rates range from 2%-19% (or almost 1 in 5)
Moving on now to time
This slide illustrates the time each Borough took to determine its major applications
Onaverage 38 weeks Fastest borough from validation to determination averages 18 weeks and slowest around 87 weeks. A quite massive variance.
None average the 13 week government target
This is the 12 month ‘planning guarantee’ that the coalition has promised to introduce and, on this basis, that looks pretty achievable, however, there exists a small problem in that …
The 12 month guarantee includes any appeal that might be requiredA public inquiry appeal is currently averaging 31 weeks for these sorts of applications in London and therefore putting this timeframe out of reach for most LAsIt is also important to remember that this slide shows averages and that a great number of applications currently massively exceed the timeframes shownThere is no doubt therefore that this is a huge challenge
And to put all this in context - this indicates the two year line
Another scatter diagram this time showing time taken vs. approval rate Just as an indication - Barking & Dagenham, Hammersmith & Fulham, Redbridge, Enfield, Bexley, Westminster and Croydon approved 90%+ of its applications within 40 weeks
Looking now briefly at appeals, this shows the number of appeals decided and the proportion of appeals allowed between 2008-2012 Overall the number of appeals have dropped but those allowed has remained fairly consistent and ranged from 29-33%. Actually lower than we had expected.
Moving finally to cost
As you can see Planning application fees have increased only marginally over the period 2007-2013 This is based on an average 50 resi unit scheme 2013 includes the 15% increase duePre-app fees have however grown and represent a significant additional cost
This slide aims to highlight the total indirect cost to project of planning application fees and S106/CILFirst we have application costs as per previous slideNext average S106 costs for major applications in London (excluding affordable housing)Finally we need to add on affordable housing and CIL. We have no hard figures on this but there is no doubt that this is significant and ranges from borough to boroughThe main point I’d like to make here is that application costs are relatively small in relative terms although I am not playing down their significance in a very difficult market
CIL as you know has arrived although the take up so far has been lowThese slides are taken from our CIL monitoring service and illustrates that by next year many more boroughs will have its CIL in place as shown in greenThe deadline as you know for those boroughs who wish to take it up is 2014
So, finally, some thoughts for discussion this morning from me
Dipping back again into the Annual Planning SurveyWhen LPAs were asked what will the planned 15% increase in application fee next year enable them to do. - Only 3% thought that it might allow them to deliver an improved planning service. - 82% thought that it could only maintain the status quoThis poses some real issues in the context of further public sector funding not being made available. Must fees rise further? What is the right balance between planning’s traditional regulatory origins and a modernised customer / service provider relationship?
In this context, how might we create an improved service that both LPAs and applicants’ might be proud of?… [read slides]Thank you