The document discusses Kirklees' approach to pre-application advice, which has shifted from a free duty officer system to a paid pre-application service. The new approach involves joint working between regeneration and development management teams on major applications, with assigned officers and written responses. Feedback indicates businesses appreciate the more collaborative approach and that the pre-application service generates income while improving development management performance.

1. Pre-Application Advice in
Kirklees
Simon Taylor – Head of Development
Management

2. General
Direction of Travel
• NPPF Paragraphs 188 – 195
– Pre-Application
Engagement and Front
Loading
• Planning Practice Guidance
• Appeals – What behaviour
may give rise to a substantive
award against a local
planning authority?–
‘…refusing to enter into pre-application
discussions…’
In Place to Assist
• NPPG - Elected members are
strongly encouraged to
participate at the pre-application
stage. S25 of the Localism Act
2011 highlights the fact that
elected members do not have a
‘closed mind’ just because they
have historically indicated a view
on a matter relevant to the
proposal.
• S93 of the Local Government
Act 2003 – Ability to Charge

3. Worthwhile Pre-application
Engagement
Phillipa Silcock
19th June 2014
www.pas.gov.uk

4. Leeds City Region Development
Management Charter
The Local Authority
• Agree with the Developer a timetable and
milestones for the application to deliver a
decision in the shortest period of time
practicable;
• Set out requirements for consultation (internal
and external) and work with the Developer to
ensure appropriate pre application public
consultation takes place;
• Set out the Local Authority’s aspirations for any
legal agreement and land transactions;
• Maintain a regular dialogue with the developer
and ensure changes required by either the local
authority of the Developer are made promptly.
The Developer
• Engage in meaningful pre application discussions,
with adequate time allowed for the preparation of
essential information and assessment proposals,
including appropriate community consultation
• Respond within the agreed timescales to requests
for further information and/or revisions
• Attend project meetings with relevant persons
• Submit a complete planning application with
appropriate supporting information as agreed with
the Council, including a draft legal agreement where
appropriate.

5. Drivers and Objectives
Drivers for Change
• Public Service Cuts
• Open for Business Agenda
• Employer Surveys
• Too many doors into the
Council
• Declining performance
Objectives
• Support Business and Jobs
• Getting the Right Outcome
• Open Relationship
• Smoothing the technical issues
• DM performance

6. Barriers to Change
• Could we provide a good enough service
• Convincing Staff
• Public Perception

7. The Pre-App Offer in Kirklees
Pre-2012
• Website information
• Validation Checklist
• Full Duty Rota
• Development Team
Post 2012
• Website information
• Validation Checklist
(updated)
• Duty Officer – Limited
days and pre-booked
• Paid for Pre-Application
Service

8. Majors Pre-Application Advice
Old
• Development Team approach
• No ownership
• Too long and resource
intensive
• Missed connections - Too
DM focused
• Free
New
• Combined approach with
Regeneration Team
• Smaller Development Team
with targeted technical input
• Bespoke – client led
• Staff own it
• Income

9. The Service
• http://www.kirklees.gov.uk/business/pla
nningapplications/advice.aspx#anchor2

10. The Process
• Joint approach between Regeneration
and Majors Team
• Assess need and send them to the right
place
• Assign officer - consistency
• Meeting and selective technical advice
• Written Response from Head of Service

11. Practice
• Be flexible with approach – but set out the ground
rules
• The relationship is often more important
• Written response not always essential or wanted
• Be sure to give advice - not the policy
• Don’t let fee dominate

12. What is Working ?
• Lots of success with medium sized businesses
looking to relocate
• Best when ward members are engaged
• Longer term dialogue improved
• Agreeing timescales – feeds into performance and
PPA’s
• Staff involved like it
• Income stream

13. 100
90
80
70
60
50
40
30
20
10
0
DM Performance
Does it work?
% in Time
With Extn of Time Agreement
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2011-12 2012-13 2013-14

14. Feedback
• Peer Review Feedback - Customers who apply for planning consent
told us that the Council’s planning officers were generally accessible,
supportive and creative. Businesses reported that planning officers
were working more closely with economic development and
regeneration officers in an attempt to focus on growth. This reflects
the increased prominence given in internal strategies and personal
targets to staff working to support the Council’s jobs and growth
priority.

15. Income
• Worthwhile but will not bail you out
• About ¾ of the cost of a planning officer
post per year

16. Improvement Plan
• Engaging with Members
• Getting medium sized local agents to use
it
• How to front load more of the technical
assessments without excessive time
• Use of more sophisticated PPA’s
• Review Fees

17. END

18. Others

19. Results
82.9
% Approvals
79.6
82.0
83.7
85.4
81.2
82.8
84.3
Positive Outcomes
84.9
85.8
86.9
83.8
90.5
89.1
90.5 90.3
86.6
89.6
90.1 90.1
92.0
90.0
88.0
86.0
84.0
82.0
80.0
78.0
76.0
74.0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2009-10 2010-11 2011-12 2012-13 2013-14

20. Pre-Application Fees
45000
40000
35000
30000
25000
20000
15000
10000
5000
0
Pre-Application Fees Collected (£)
Pre-Application Fees Collected (£)
Jul-12 Sep-12 Nov-12 Jan-13 Mar-13 May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14