Presentation from Pauleen Lane, Group Manager National Infrastructure at the Planning Inspectorate, at 4th Annual Nationally Significant Infrastructure Projects Forum 2016.
The Local Plans Expert Group (LPEG) is reviewing ways to speed up and simplify the local plan process in England. Some of the key issues they identified include a lack of clarity around calculating housing need, lengthy and complex local plans and evidence bases, difficulties cooperating across boundaries, and challenges ensuring timely plan preparation and housing delivery. The LPEG is considering recommendations to address these issues through measures such as clearer guidance on assessing housing need, streamlining plan content, improving joint working on strategic issues, and enhancing plan implementation.
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
NPIERS - Experience of Neighbourhood Plan ExaminationsPAS_Team
This document summarizes a workshop on neighbourhood planning. It provides guidance on establishing a qualified neighbourhood planning body, developing a neighbourhood plan, and navigating the examination process. Key points include being realistic about the qualified body's capabilities, resolving issues before submission, considering an independent review, and managing stakeholder expectations around the examination. The examination process aims to determine if the plan meets legal requirements without surprises.
Wyre Forest DC - Neighbourhood Planning Examination and ReferendumPAS_Team
This document discusses the neighbourhood planning process in the UK, specifically the examination and referendum stages. It provides an overview of the examination purpose and process, including appointing an examiner, the examiner's report, and decision statement. It then outlines the referendum arrangements and requirements, including who is eligible to vote. Specific examples from Wyre Forest District Council and the Chaddesley Corbett Neighbourhood Plan are used to illustrate key points. Concluding remarks emphasize maintaining relationships, early examination planning, and promoting referendum importance.
Adding Flexibility to Fairfax County's Public Facilities Manual (PFM)Fairfax County
Fairfax County is updating its Public Facilities Manual (PFM) to add more flexibility per a strategic goal of improving development processes. A consultant was hired to analyze gaps between the current and future states of the PFM. Stakeholder committees provide input on the current and future states. The update aims to minimize mandatory requirements, expand urban standards, and allow innovative practices. A public feedback form and website will inform residents of proposed changes to incorporate flexibility and clarity into the PFM.
An Update on Adding Flexibility to Fairfax County's Public Facilities Manual ...Fairfax County
The document discusses plans to add flexibility to Fairfax County's Public Facilities Manual (PFM) to improve the development review process. It outlines stakeholder engagement including various advisory committees providing input. The goal is to make the PFM more clear, interactive, adaptable to urban and innovative development. Recommendations include simplifying information, allowing some requirements to be waived, and expanding alternative standards. Next steps include developing a future state roadmap and proposed amendments over the next year.
The Local Plans Expert Group (LPEG) is reviewing ways to speed up and simplify the local plan process in England. Some of the key issues they identified include a lack of clarity around calculating housing need, lengthy and complex local plans and evidence bases, difficulties cooperating across boundaries, and challenges ensuring timely plan preparation and housing delivery. The LPEG is considering recommendations to address these issues through measures such as clearer guidance on assessing housing need, streamlining plan content, improving joint working on strategic issues, and enhancing plan implementation.
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
NPIERS - Experience of Neighbourhood Plan ExaminationsPAS_Team
This document summarizes a workshop on neighbourhood planning. It provides guidance on establishing a qualified neighbourhood planning body, developing a neighbourhood plan, and navigating the examination process. Key points include being realistic about the qualified body's capabilities, resolving issues before submission, considering an independent review, and managing stakeholder expectations around the examination. The examination process aims to determine if the plan meets legal requirements without surprises.
Wyre Forest DC - Neighbourhood Planning Examination and ReferendumPAS_Team
This document discusses the neighbourhood planning process in the UK, specifically the examination and referendum stages. It provides an overview of the examination purpose and process, including appointing an examiner, the examiner's report, and decision statement. It then outlines the referendum arrangements and requirements, including who is eligible to vote. Specific examples from Wyre Forest District Council and the Chaddesley Corbett Neighbourhood Plan are used to illustrate key points. Concluding remarks emphasize maintaining relationships, early examination planning, and promoting referendum importance.
Adding Flexibility to Fairfax County's Public Facilities Manual (PFM)Fairfax County
Fairfax County is updating its Public Facilities Manual (PFM) to add more flexibility per a strategic goal of improving development processes. A consultant was hired to analyze gaps between the current and future states of the PFM. Stakeholder committees provide input on the current and future states. The update aims to minimize mandatory requirements, expand urban standards, and allow innovative practices. A public feedback form and website will inform residents of proposed changes to incorporate flexibility and clarity into the PFM.
An Update on Adding Flexibility to Fairfax County's Public Facilities Manual ...Fairfax County
The document discusses plans to add flexibility to Fairfax County's Public Facilities Manual (PFM) to improve the development review process. It outlines stakeholder engagement including various advisory committees providing input. The goal is to make the PFM more clear, interactive, adaptable to urban and innovative development. Recommendations include simplifying information, allowing some requirements to be waived, and expanding alternative standards. Next steps include developing a future state roadmap and proposed amendments over the next year.
Tim Jones, Barrister, NDP & NDO Examiner - Suggestions based upon Experience ...PAS_Team
This presentation provides suggestions for local authorities and qualifying bodies based on the presenter's experience examining neighbourhood development plans and neighbourhood development orders. It recommends collaborating with each other, getting an independent health check of plans before submission, carefully selecting examiners, and preparing thoroughly for the examination. The presentation outlines key steps in the examination process like determining whether a hearing is needed and the roles of different parties in the final stages.
The document provides an update on Fairfax County's efforts to achieve Goal 3 of its Economic Success Strategic Plan, which is to improve the speed, consistency, and predictability of the development review process. It discusses initiatives that have been implemented, such as streamlining inspection processes and reducing review timelines. It also outlines seven initial initiatives prioritized by agency directors to address cross-agency challenges, including creating a joint training academy, a customer information center, and evaluating project management approaches. Various workgroups provide status updates on their efforts to accomplish initiatives related to proffers, small businesses, parking, and restaurants. A timeline is also included for completing the strategic assessment of the development review process.
Matthew Thomas, Southend Borough Council & Rochford District Council - Positi...PAS_Team
The document discusses partnership working between Southend Borough Council and Rochford District Council on planning issues. Key points include:
1) The councils worked together on the Joint Area Action Plan for the London Southend Airport area through regular officer and member meetings to jointly prepare the plan.
2) They are also part of the wider Thames Gateway South Essex partnership on strategic planning, transport, and funding bids which involves six local authorities and partners.
3) Benefits of partnership working include cost savings, a stronger voice, and more successful funding bids. Challenges include differing political perspectives but they have found solutions through cooperation.
This document discusses strategic planning and devolution in Oxfordshire. It provides an overview of Oxfordshire's economy and the challenges of strategic planning in the region. It outlines Oxfordshire's devolution proposal, which focuses on infrastructure investment and integrated strategic planning through a combined authority. The proposal aims to invest over £6 billion in infrastructure by 2031 to support job and economic growth. However, the criteria for successful devolution deals have changed, emphasizing elected mayors and reorganization. The document discusses next steps for Oxfordshire, including continuing infrastructure planning and local development plans while awaiting further discussion on devolution. It emphasizes getting on with proposed initiatives like the Oxfordshire Strategic Infrastructure Strategy.
Adding Flexibility to Fairfax County's Public Facilities Manual (PFM)Fairfax County
The document discusses plans to add flexibility to Fairfax County's Public Facilities Manual (PFM) to improve the land development review process. A consultant was hired to perform a gap analysis comparing the current and future states of the PFM. The analysis will develop a roadmap to transition from the current to the future state. Stakeholder committees and a public feedback form will provide input on needed changes to incorporate flexibility and clarity. The proposed changes will be made available on a public website to gather additional feedback.
1) Implementing CIL in Sheffield took over 4 years and required extensive evidence gathering, viability studies, consultation, and examination.
2) Key lessons learned included allowing sufficient time and budget, thoroughly studying regulations, ensuring robust evidence on viability, and keeping senior officials informed.
3) CIL generates significantly more funding than Section 106 and provides a fairer, faster, and more transparent system while giving developers certainty.
Councillor Briefing: Recent changes in planning PAS_Team
The document provides an overview of recent changes to the UK planning system from 2013-2015, including changes introduced by the Localism Act 2011, National Planning Policy Framework, and Growth and Infrastructure Acts. It summarizes key areas of change such as permitted development rights, performance monitoring of local planning authorities, streamlining application processes, boosting housing delivery, and reforms to Section 106 agreements and the Community Infrastructure Levy. The document aims to keep local councilors informed of ongoing and proposed reforms to the planning system.
This document discusses initiatives to streamline the parking reduction process in Fairfax County. It proposes lowering parking rates near transit, allowing administrative approval for shared parking reductions up to 20-30%, and encouraging applicants to submit reduction requests with entitlement packages. New resources like forms and checklists clarify requirements to help applicants through tabulations, redesignations, and the reduction process. The overall goal is to provide flexibility to fill vacant spaces and promote less impervious development near transit while minimizing approval times for routine reductions.
FirstNet Preparation Strategies: The State Planning ProcessMorgan Sava
The document discusses strategies for states to prepare for FirstNet, a nationwide broadband network for public safety. It outlines a conceptual timeline for states to evaluate FirstNet's draft and final plans between 2017-2018. States are advised to form evaluation teams to assess FirstNet's plan based on operations, technical, fiscal, and legal criteria. The document also discusses interacting with FirstNet on the draft plan, collecting county or regional feedback, potential state responsibilities, and coordination with Next Generation 9-1-1 networks.
Councillor Briefing: Strategic Planning & Duty to CooperatePAS_Team
The document discusses strategic planning and the duty to cooperate between local authorities. It provides context on the legal requirements and government guidance regarding the duty to cooperate when addressing issues that cross local boundaries. It outlines key strategic matters like housing, infrastructure, and the environment that the duty applies to. The document also discusses lessons learned from local plan examinations, emphasizing the need for early and ongoing cooperation between authorities. Finally, it presents some new models for strategic cooperation that are emerging, like strategic planning frameworks and combined authorities.
The document summarizes a workshop on the Housing Delivery Test.
[1] The Housing Delivery Test measures housing delivery against targets by comparing the number of homes built (the numerator) over a 3 year period to local housing need figures (the denominator).
[2] The test results in categories like "pass", "action plan", or "presumption" depending on the percentage of homes delivered compared to the target. Local authorities in some categories face tougher consequences.
[3] Root cause analysis and action plans are discussed as ways for local authorities to understand and address reasons for under-delivery. Support from partners may help local authorities improve housing delivery and outcomes on the Housing Delivery Test.
Strategic Planning & your Duty to Cooperate (Officer)PAS_Team
This document discusses strategic planning and the duty to cooperate between local authorities. It provides guidance on how strategic planning helps deliver effective local plans and the legal requirements for authorities to cooperate constructively on issues that cross boundaries, like housing, infrastructure and the environment. Recent experience from local plan examinations shows inspectors expect authorities to proactively work together from the start on shared evidence and solutions. New models are emerging like combined authorities and partnerships with Local Enterprise Partnerships that integrate strategic planning with economic priorities.
This document provides information about section 106 (s106) planning obligations in the UK. It discusses:
- The purpose of s106 obligations to make development acceptable and mitigate impacts through items like affordable housing and infrastructure funding.
- Viability considerations and how much development can afford based on available funding. S106 obligations must meet legal tests of being necessary, related to development, and fair/reasonable.
- Recent changes lowering affordable housing thresholds and allowing vacant building credits to reduce obligations.
- Appeals processes for developers to renegotiate obligations based on viability, and examples of outcomes.
- Guidance on transparency around viability assessments and confidentiality in legal cases.
- Monitoring fees for obligations and a case finding they
A presentation from the Planning Advisory Service's Duty to Cooperate event by Karl Roberts, Assistant Director Planning & Economic Regeneration, Arun District Council
Councillor Briefing: Local Plans and Plan making PAS_Team
The document discusses the importance of local authorities having robust local plans in place and the plan-making process. It notes that local plans set the vision and framework for development, guide development decisions, and are the starting point for applications. The key components of plan-making discussed are developing a sound evidence base, meeting housing and other development needs, undertaking stakeholder engagement, and ensuring plans can be delivered. Plans must be examined by an independent inspector to check they are legally compliant and sound according to national policy. Councillors have an important leadership role in balancing constituent views with professional advice to plan for development needs.
The document discusses housing delivery test (HDT) action plans that local authorities in England are required to produce if they have not met certain HDT thresholds in delivering new homes. It provides context on the HDT and 2020 results, which showed that 55 authorities delivered below 75% of their housing requirement, triggering additional obligations. The document outlines the process for developing an HDT action plan, including conducting a root cause analysis, identifying actions, and monitoring implementation. It emphasizes that good action plans clearly explain under-delivery, include immediate and long-term actions, and are written as tools to facilitate delivery rather than undermine existing strategies.
Making robust planning decisions which can be defended to the public and at appeal can be challenging. The ‘Localism' agenda has changed some expectations. If your council would like to review, reflect and learn from some of its past decisions, we can support you on this. - See more at: http://www.pas.gov.uk/web/pas1/events/-/journal_content/56/332612/6206809/ARTICLE#sthash.e4ZUvPZf.dpuf
SIG Administration, by Masato Yamanishi [APNIC 38 / Policy SIG]APNIC
The document summarizes the agenda and action items for the APNIC 38 Policy SIG Meeting. The agenda includes a co-chair election, community discussion on consensus, and discussions on specific policy proposals. Key action items include implementation of previous consensus policies and further discussion on proposal prop-111 to expand the default IPv6 allocation size. The document also provides an overview of the APNIC policy development process.
CIL: Project planning and infrastructure with notesPAS_Team
This document provides guidance on implementing a Community Infrastructure Levy (CIL). It discusses establishing objectives, timelines and budgets, selling CIL to stakeholders, assembling a project team, developing a model program, consultation strategies, risks, and lessons learned from infrastructure planning. Key steps include justifying a funding gap through evidence of total infrastructure costs and other funding sources, and aligning the CIL infrastructure needs with the adopted development plan.
Tim Jones, Barrister, NDP & NDO Examiner - Suggestions based upon Experience ...PAS_Team
This presentation provides suggestions for local authorities and qualifying bodies based on the presenter's experience examining neighbourhood development plans and neighbourhood development orders. It recommends collaborating with each other, getting an independent health check of plans before submission, carefully selecting examiners, and preparing thoroughly for the examination. The presentation outlines key steps in the examination process like determining whether a hearing is needed and the roles of different parties in the final stages.
The document provides an update on Fairfax County's efforts to achieve Goal 3 of its Economic Success Strategic Plan, which is to improve the speed, consistency, and predictability of the development review process. It discusses initiatives that have been implemented, such as streamlining inspection processes and reducing review timelines. It also outlines seven initial initiatives prioritized by agency directors to address cross-agency challenges, including creating a joint training academy, a customer information center, and evaluating project management approaches. Various workgroups provide status updates on their efforts to accomplish initiatives related to proffers, small businesses, parking, and restaurants. A timeline is also included for completing the strategic assessment of the development review process.
Matthew Thomas, Southend Borough Council & Rochford District Council - Positi...PAS_Team
The document discusses partnership working between Southend Borough Council and Rochford District Council on planning issues. Key points include:
1) The councils worked together on the Joint Area Action Plan for the London Southend Airport area through regular officer and member meetings to jointly prepare the plan.
2) They are also part of the wider Thames Gateway South Essex partnership on strategic planning, transport, and funding bids which involves six local authorities and partners.
3) Benefits of partnership working include cost savings, a stronger voice, and more successful funding bids. Challenges include differing political perspectives but they have found solutions through cooperation.
This document discusses strategic planning and devolution in Oxfordshire. It provides an overview of Oxfordshire's economy and the challenges of strategic planning in the region. It outlines Oxfordshire's devolution proposal, which focuses on infrastructure investment and integrated strategic planning through a combined authority. The proposal aims to invest over £6 billion in infrastructure by 2031 to support job and economic growth. However, the criteria for successful devolution deals have changed, emphasizing elected mayors and reorganization. The document discusses next steps for Oxfordshire, including continuing infrastructure planning and local development plans while awaiting further discussion on devolution. It emphasizes getting on with proposed initiatives like the Oxfordshire Strategic Infrastructure Strategy.
Adding Flexibility to Fairfax County's Public Facilities Manual (PFM)Fairfax County
The document discusses plans to add flexibility to Fairfax County's Public Facilities Manual (PFM) to improve the land development review process. A consultant was hired to perform a gap analysis comparing the current and future states of the PFM. The analysis will develop a roadmap to transition from the current to the future state. Stakeholder committees and a public feedback form will provide input on needed changes to incorporate flexibility and clarity. The proposed changes will be made available on a public website to gather additional feedback.
1) Implementing CIL in Sheffield took over 4 years and required extensive evidence gathering, viability studies, consultation, and examination.
2) Key lessons learned included allowing sufficient time and budget, thoroughly studying regulations, ensuring robust evidence on viability, and keeping senior officials informed.
3) CIL generates significantly more funding than Section 106 and provides a fairer, faster, and more transparent system while giving developers certainty.
Councillor Briefing: Recent changes in planning PAS_Team
The document provides an overview of recent changes to the UK planning system from 2013-2015, including changes introduced by the Localism Act 2011, National Planning Policy Framework, and Growth and Infrastructure Acts. It summarizes key areas of change such as permitted development rights, performance monitoring of local planning authorities, streamlining application processes, boosting housing delivery, and reforms to Section 106 agreements and the Community Infrastructure Levy. The document aims to keep local councilors informed of ongoing and proposed reforms to the planning system.
This document discusses initiatives to streamline the parking reduction process in Fairfax County. It proposes lowering parking rates near transit, allowing administrative approval for shared parking reductions up to 20-30%, and encouraging applicants to submit reduction requests with entitlement packages. New resources like forms and checklists clarify requirements to help applicants through tabulations, redesignations, and the reduction process. The overall goal is to provide flexibility to fill vacant spaces and promote less impervious development near transit while minimizing approval times for routine reductions.
FirstNet Preparation Strategies: The State Planning ProcessMorgan Sava
The document discusses strategies for states to prepare for FirstNet, a nationwide broadband network for public safety. It outlines a conceptual timeline for states to evaluate FirstNet's draft and final plans between 2017-2018. States are advised to form evaluation teams to assess FirstNet's plan based on operations, technical, fiscal, and legal criteria. The document also discusses interacting with FirstNet on the draft plan, collecting county or regional feedback, potential state responsibilities, and coordination with Next Generation 9-1-1 networks.
Councillor Briefing: Strategic Planning & Duty to CooperatePAS_Team
The document discusses strategic planning and the duty to cooperate between local authorities. It provides context on the legal requirements and government guidance regarding the duty to cooperate when addressing issues that cross local boundaries. It outlines key strategic matters like housing, infrastructure, and the environment that the duty applies to. The document also discusses lessons learned from local plan examinations, emphasizing the need for early and ongoing cooperation between authorities. Finally, it presents some new models for strategic cooperation that are emerging, like strategic planning frameworks and combined authorities.
The document summarizes a workshop on the Housing Delivery Test.
[1] The Housing Delivery Test measures housing delivery against targets by comparing the number of homes built (the numerator) over a 3 year period to local housing need figures (the denominator).
[2] The test results in categories like "pass", "action plan", or "presumption" depending on the percentage of homes delivered compared to the target. Local authorities in some categories face tougher consequences.
[3] Root cause analysis and action plans are discussed as ways for local authorities to understand and address reasons for under-delivery. Support from partners may help local authorities improve housing delivery and outcomes on the Housing Delivery Test.
Strategic Planning & your Duty to Cooperate (Officer)PAS_Team
This document discusses strategic planning and the duty to cooperate between local authorities. It provides guidance on how strategic planning helps deliver effective local plans and the legal requirements for authorities to cooperate constructively on issues that cross boundaries, like housing, infrastructure and the environment. Recent experience from local plan examinations shows inspectors expect authorities to proactively work together from the start on shared evidence and solutions. New models are emerging like combined authorities and partnerships with Local Enterprise Partnerships that integrate strategic planning with economic priorities.
This document provides information about section 106 (s106) planning obligations in the UK. It discusses:
- The purpose of s106 obligations to make development acceptable and mitigate impacts through items like affordable housing and infrastructure funding.
- Viability considerations and how much development can afford based on available funding. S106 obligations must meet legal tests of being necessary, related to development, and fair/reasonable.
- Recent changes lowering affordable housing thresholds and allowing vacant building credits to reduce obligations.
- Appeals processes for developers to renegotiate obligations based on viability, and examples of outcomes.
- Guidance on transparency around viability assessments and confidentiality in legal cases.
- Monitoring fees for obligations and a case finding they
A presentation from the Planning Advisory Service's Duty to Cooperate event by Karl Roberts, Assistant Director Planning & Economic Regeneration, Arun District Council
Councillor Briefing: Local Plans and Plan making PAS_Team
The document discusses the importance of local authorities having robust local plans in place and the plan-making process. It notes that local plans set the vision and framework for development, guide development decisions, and are the starting point for applications. The key components of plan-making discussed are developing a sound evidence base, meeting housing and other development needs, undertaking stakeholder engagement, and ensuring plans can be delivered. Plans must be examined by an independent inspector to check they are legally compliant and sound according to national policy. Councillors have an important leadership role in balancing constituent views with professional advice to plan for development needs.
The document discusses housing delivery test (HDT) action plans that local authorities in England are required to produce if they have not met certain HDT thresholds in delivering new homes. It provides context on the HDT and 2020 results, which showed that 55 authorities delivered below 75% of their housing requirement, triggering additional obligations. The document outlines the process for developing an HDT action plan, including conducting a root cause analysis, identifying actions, and monitoring implementation. It emphasizes that good action plans clearly explain under-delivery, include immediate and long-term actions, and are written as tools to facilitate delivery rather than undermine existing strategies.
Making robust planning decisions which can be defended to the public and at appeal can be challenging. The ‘Localism' agenda has changed some expectations. If your council would like to review, reflect and learn from some of its past decisions, we can support you on this. - See more at: http://www.pas.gov.uk/web/pas1/events/-/journal_content/56/332612/6206809/ARTICLE#sthash.e4ZUvPZf.dpuf
SIG Administration, by Masato Yamanishi [APNIC 38 / Policy SIG]APNIC
The document summarizes the agenda and action items for the APNIC 38 Policy SIG Meeting. The agenda includes a co-chair election, community discussion on consensus, and discussions on specific policy proposals. Key action items include implementation of previous consensus policies and further discussion on proposal prop-111 to expand the default IPv6 allocation size. The document also provides an overview of the APNIC policy development process.
CIL: Project planning and infrastructure with notesPAS_Team
This document provides guidance on implementing a Community Infrastructure Levy (CIL). It discusses establishing objectives, timelines and budgets, selling CIL to stakeholders, assembling a project team, developing a model program, consultation strategies, risks, and lessons learned from infrastructure planning. Key steps include justifying a funding gap through evidence of total infrastructure costs and other funding sources, and aligning the CIL infrastructure needs with the adopted development plan.
This document outlines the research and development program for fiscal year 2012 at the Center for Emerging Solutions and HR Innovations. It provides details on the current state of ongoing R&D projects, criteria for new project requests, funding mechanisms, and the approval process and timeline. The R&D program management office oversees 24 ongoing projects with a total estimated cost of $X.X million and evaluates project performance on a monthly and quarterly basis through a research and development approval committee.
Project planning a Community Infrastructure Levy project.christwigg
The document discusses planning a Community Infrastructure Levy (CIL) project, including objectives, team, resources, risks, and timeline. The objectives are to support strategic plans, pass examination, adopt a charging schedule by April 2012, and maximize infrastructure funding. The team would include a project director and assurance roles. A robust plan includes objectives, scope, governance, programme, budget, success criteria and deliverables. Typical risks include failure at examination due to insufficient evidence, unreasonable viability evidence, or incorrect application of regulations. The timeline aims to submit to examination by April 2012 and efficiently collect CIL in April 2012.
This document outlines the standard processes and procedures for Public Accounts Committees (PACs) when conducting inquiries and oversight of government audits. It details the key stages: 1) Work planning where committees identify priority audits and inquiries for the upcoming period. 2) Preparation for inquiries which involves compiling evidence and scheduling hearings. 3) Conduct of hearings where committees examine witnesses and key issues. 4) Post-meeting activities such as producing records, reports, and following up on recommendations. The goal is to provide minimum standards and templates to help PACs achieve their objectives in a consistent and timely manner.
1 - HRA - Setting up research in the NHS: practical and ethical considerationsNIHR CLAHRC West Midlands
The Health Research Authority (HRA) was established in 2011 to simplify the process for approval of health research in the NHS in England. The HRA aims to reduce the time and cost of setting up studies through a single application process called HRA Approval. When fully implemented, HRA Approval will provide assurance to NHS organizations in England that a study can be undertaken, replacing other approval processes. The presentation provides updates on the phased implementation of HRA Approval for different study types.
The document summarizes the initial project status meeting of Ebonye Kaufman, the Transmission Business Readiness Manager. It outlines the various projects and responsibilities under Kaufman's purview, including enterprise IT initiatives, records management, safety programs, learning and development, and next steps around prioritizing projects, developing action plans, and assessing risks.
The document summarizes updates and future plans regarding the International Ethics Standards Board for Accountants' (IESBA) Code of Ethics. It discusses expectations for the accounting profession to respond to public scandals by continuing to strengthen ethics standards globally. Key ongoing projects aim to address issues like long partner rotations, non-assurance services, responding to illegal acts, and improving the structure and implementation of the Code. The IESBA is seeking input on proposed changes and working to balance ethics and confidentiality while acting in the public interest.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
This document summarizes the status of neighbourhood planning in Arun District Council. It notes that 17 neighbourhood areas have been designated and 10 neighbourhood development plans have been adopted. It provides advice and lessons learned for neighbourhood groups based on examinations and referendums. Key points covered include starting community engagement early, providing support and guidance to groups, ensuring housing needs are assessed, and clarifying examination and referendum processes between the Council and groups. The document aims to improve outcomes through collaborative neighbourhood planning.
The document outlines the steps and strategies for managing an OFCCP compliance review, including preparing the Affirmative Action Plan, responding to notices of audit, completing the desk audit and on-site review stages, and the possible outcomes of closure or notice of violations. It also provides tips for highlighting accomplishments, reviewing all documentation thoroughly, and identifying both internal and external resources to assist throughout the audit process. Key trends that may impact an audit are an increased OFCCP focus on veteran and disabled outreach as well as greater enforcement activities.
APNIC 15 Policy SIG — A review of the Policy Development Process in the Asia ...APNIC
This document reviews policy development processes in the Asia Pacific region by comparing APNIC's process to those of other Regional Internet Registries (RIRs). APNIC follows a bottom-up, consensus-based model where community members propose policies through Special Interest Groups (SIGs) and mailing lists, discuss them at open meetings, and seek consensus endorsement at Member Meetings before implementation. While this process is open and transparent, it can result in repeated discussions between SIGs and Member Meetings. Other RIRs like ARIN and LACNIC empower working groups to make consensus decisions, while RIPE NCC uses informal ratification of working group decisions. Periodic review is needed to ensure APNIC's dynamic policy process meets the
The ProjectPALM team meeting agenda on April 19, 2010 included clarifying documentation and communication tools like MOUs and a project portal. The team also aimed to connect schedules and activities by coordinating the project portal with training broadcasts. They planned to collaborate on developing external and internal training options using video and assessments. The meeting intended to discuss creating successful project progress evaluations and addressing any capability issues by sharing work across the team and institutes.
The ProjectPALM team meeting on May 4th 2010 aimed to clarify documentation and communication processes, connect schedules and activities across Virtual Teaching Academies, collaborate on training options, track project progress, and discuss next steps. The agenda included finalizing memorandums of understanding, project documentation systems, connecting schedules via a project portal and broadcasts, developing internal and external training, evaluating processes, sharing responsibilities, and marketing activities.
FERC 101, continued - Robert Deibel - USDA Forest Service and Matt Rice, Amer...rshimoda2014
This session provides two critical perspectives on the relicencing process beyond that of the Federal Energy Regulatory Commission, that of the agencies who manage rivers affected by hydro facilities, and organizations representing environmental issues and the interests of recreational users.
The Federal Energy Regulatory Commission (FERC) is an Independent Commission that sets and regulates the process and procedures for involvement during a formal license proceeding. The objectives of this overview are to
provide interested participants an understanding of: 1) WHO FERC is; 2) WHAT this strictly regulated process requires in terms of participation; and 3) HOW participants can prepare and participate to succeed in a proceeding.
The presentation will cover process as well and identify
key points in a proceeding to focus their time and effort in order to effectively participate.
The document outlines the key stages of the business research process, including clarifying the research question, proposing research, research design, data collection, data analysis and interpretation, and reporting results. It discusses evaluating the value of research, collecting data while maintaining confidentiality, analyzing data by looking for patterns and applying statistical techniques. The summary also notes some problems to avoid such as having an ill-defined problem or unresearchable questions.
The document outlines the key stages of the business research process, including clarifying the research question, proposing research, research design, data collection, data analysis and interpretation, and reporting results. It discusses evaluating the value of research, collecting data while maintaining confidentiality, analyzing data by looking for patterns and applying statistical techniques. The document also identifies problems to avoid such as having an ill-defined problem or unresearchable questions. The overall goal of the research process is to help reduce risk for business decisions.
This document provides guidelines for research management in the Department of Education. It outlines the legal basis and policy support for educational research. It also describes the research management cycle, including calling for proposals, evaluation, implementation, submission, utilization, and archiving. Research committees are established at the national, regional, and division levels to guide the research process. Funding comes primarily from the Basic Education Research Fund. The guidelines aim to improve research support and reinforce the link between research and education policies and programs.
Staff presentation on Austin Comprehensive Plan RFQ processgclaxton
The March 4 Comprehensive Plan Public Forum gave Austinites an opportunity to suggest questions for City Council to ask the three finalist teams who are vying to be the consultant for the New Comprehensive Plan. This presentation introduced the evening by providing background on the Comprehensive Plan and the Request for Qualifications process. For more information on Austin's new Comprehensive Plan, please visit http://www.cityofaustin.org/compplan .
Presentation from Simone Wilding, Head of Operations, on the latest insight and guidance on NSIPs. Nationally Significant Infrastructure Projects Forum 5 February 2020.
The Role Of The Planning Inspectorate In Ensuring A Fair Planning System And ...The Planning Inspectorate
Presentation delivered by Graham Stallwood, Director of Operations at the Planning Inspectorate, at Local Authority Town Planning: Planning For Prosperous Communities.
The Planning Inspectorate (PINS) provided an update on their transformation efforts including website updates and inquiry reviews. PINS delivered on all statutory targets for the 2018-2019 period and currently has 29 applications live, a new record. PINS stocktake showed 75 decisions made across various sectors. PINS looks forward to receiving additional pre-application cases in transport and energy. PINS emphasized standards for applications and providing complete evidence from the start to enable smoother examinations. PINS is trialing all-electronic submissions and focusing on eliminating loose ends. Issues to watch include biodiversity, air quality, environmental data, and progress on carbon emissions targets.
Presentation from Simone Wilding (Head of Major Casework) and Dr Pauleen Lane (Group Manager for National Infrastructure) to National Infrastructure Planning Association (NIPA) annual conference on 27 June 2018.
This guidance aims to provide further information for applicants applying for the post of Planning Inspector (Band 1) at the Planning Inspectorate. This document has been updated for the January/February 2018 recruitment campaign.
The Planning Inspectorate is an independent government agency that works to ensure a fair planning system in England and Wales. It is made up of 300 inspectors and 300 staff members based in Bristol and Cardiff. The Inspectorate examines local plans, handles planning and enforcement appeals, reviews nationally significant infrastructure projects, and deals with other environmental and rights of way cases. In the past year, the Inspectorate decided over 23,000 cases, including 20,000 appeals and 58 local plans. The Inspectorate aims to help communities shape development and meet future needs in a sustainable way through its work.
The document discusses reforms to the planning appeals process in Wales that will come into effect in 2017. Key changes include shorter timeframes for submitting statements and responses at different stages of the appeals process depending on the type of appeal. New ministerial targets are also introduced for determining different types of appeals within certain time periods. Regulations are updated relating to enforcement notices and appeals, fees, lawful development certificates, and applications for costs. Overall the reforms aim to streamline the appeals process in Wales.
Developments of National Significance | Datblygiadau o Arwyddocâd CenedlaetholThe Planning Inspectorate
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1. 4th NSIP Projects Forum
The Examination Stage
Dr Pauleen Lane CBE FICE MBA
Group Manager National Infrastructure,
The Planning Inspectorate
2. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Preparing for and Managing the Examination
• Purpose of the examination stage (and pre-examination)
• What it is and what it is not
• Preparing your team
• Managing the process
• Recent developments
• Further changes?
4. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
The 2008 Planning Act
• Objectives – reduce delays; policy-led; one stop shop
• Front loaded with early engagement – LA, Stat Cons, public
• National Policy Statements addresses need and principles
• Development Consent Order – a statutory instrument
• Predominantly Written Representations and online access
• Clear and statutory timetable
5. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Faster decisions
Sizewell B
• 4.5 years to
consent
• Inquiry - 2 years,
3 months
Hinkley C
• 18 months to
consent
• 13 days of
hearings
6. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Planning Act 2008
Statutory
Instruments
& Explanatory
Memoranda
CLG guidance
documents
National Infrastructure
guidance
and advice
documents
National Policy
Statements
Localism Act 2011
Growth and
Infrastructure Act 2013
European Directives and
International Treaties
National Infrastructure Website
Infrastructure Act 2015 Housing and
Planning Bill
7. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Building consent into the timetable
• Pre-application has no set timetable, examination does!
• Developers are adopting contrasting approaches to
consenting risk
Setting the pace
• Breaking new ground
•Active consenting strategy
Managing consenting risk
•Building consensus
•Improving the application
•Learning from experience
8. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Purpose of the examination
To examine the proposed
Development Consent Order
and to assess its
appropriateness against any
NPS and other criteria set out
in s104 or s105 of the
Planning Act 2008
It is a predominately ‘written’
process supplemented by
hearings and site visits
It is an inquisitorial process
lead by the Examining
Authority
It allows parties to submit
their views – for and against
– with reasons
It satisfies required processes
in respect of rights of access
to information and a fair
hearing including for human
rights issues
It provides a public record of
the process
It may identify amendments
to the draft DCO
9. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
• Timely and detailed hearing agendas
• Early Statements of Common Ground
• More detail in the Rule 6 PM letter
• Flexibility in timetable laid out
• Balance of flexibility vs certainty:
practical implications
From 2014 Review
10. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Pre-examination /
post acceptance
Read the s55 checklist and any advice issued
Early appointment of the ExA means more up front advice
including formal procedural decisions
Intended to give a flying start in to the examination and
allow more time for parties to talk
http://infrastructure.planninginspectorate.gov.uk/projects/yorkshire-and-the-humber/river-humber-gas-pipeline-
replacement-project/?ipcsection=docs&stage=3&filter=Procedural+Decisions
11. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Appointing the Examining
Authority
• Depending upon the scale of the proposal, either a single
Inspector or a panel of three, four or five Inspectors will
be appointed – CLG Examination Guidance and s61, s64 or s78 –
this is an initial decision and is subject to ongoing review
• Once appointed ExA must:
– make an initial assessment of principal issues arising on the
application (s88 and Exam Rule 5),
– draft an examination timetable and make procedural decisions
– set a date for a Preliminary Meeting, notify and then hold the
Preliminary Meeting (s88 and Exam Rule 6)
– All those notified under s56 will be informed of the name/s of
those who have been appointed through a “Rule 4” letter
12. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Principal Issues – initial assessment
Based on the NPS if designated otherwise key policy
documents
Having read the relevant representations and issues brought
forward from consultation
May look back as far as scoping if there was not agreement at
the early stages on coverage
Made at this stage to frame the examination and construct the
timetable – others matters may rise up later and be added
13. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
R6 Setting Direction
Rule 6 sets the agenda for the
Preliminary Meeting
Makes procedural decisions
such as initial deadlines
Lays out the Principal Issues
Proposes the examination
timetable and structure
Identifies useful information
Suggests Statements of
Common Ground to aid
parties in discussion
Read it and use it actively
14. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Preliminary Meeting
• ExA will hold a Preliminary Meeting to which the applicant and all
interested parties will be invited to attend
• ExA must give at least 21 days’ notice of the date, time and place of
the Preliminary Meeting
• Held local to the proposed development, providing a suitable venue
is available. This meeting is run and chaired by the ExA
• The purpose of the meeting is to discuss how the case will be
examined, including identifying the issues which the Examining
Authority believe should be looked at in more detail
• This is a procedural meeting only, the merits of the scheme will not
be discussed at this stage!
• Meeting is audio recorded and a basic note taken
• As soon as practical after the PM the ‘Rule 8’ letter is issued to
finalise the timetable and issue the first ExA questions
15. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Or you can watch the video!
https://www.youtube.com/watch?v=Z0FnbBretb0
New approach being adopted on latest examinations – moving
immediately from PM in to first hearing
Glyn Rhonwy Pumped Storage Project
The Rule 6 letter lays out a considerable amount of
information – reflects earlier appointment of ExA
16. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Once started – no going back
Project management approach – co-ordinate documents and
people – stay focused on the policy tests
Inquisitorial not adversarial – no need to ‘rebut’ – but do
provide evidence
Careful checking of the DCO against the ES is fundamental
One person needs oversight of all activities and to be able to
liaise with the Case Manager on changes etc
17. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
• Resource appropriately for examination -
project manage and have the right team
ready to meet tight timetables
• Ensure delegations are in place
• Address issues as they arise - don’t leave
outstanding matters to the end – especially
land agreements – often delays the close
• Discuss and agree matters with relevant
parties outside of examination/in between
deadlines and update SoCGs
• Your objective – to be asked as few
questions as possible – and to answer
them honestly and to timetable
The clock is ticking!
6
months
left
18. 4th NSIP Projects Forum Feb 2016 - Pauleen Lane - The Examination
Timescale per stage
-105
-398
-391
-394
-561
-270
-557
-486
-578
-649
-149
-693
-338
-442
-361
-823
-783
-555
-914
-991
-942
-1094
-861
-1041
-1071
-1030
-316
-420
-1062
-1091
-1191
-418
-1255
-239
-1221
-1255
-455
-327
-690
21
22
27
27
26
17
24
22
28
23
28
27
28
28
24
28
28
28
28
28
28
28
28
28
26
28
28
26
24
23
23
23
19
25
27
19
28
28
27
144
111
120
104
104
102
118
123
162
151
106
113
109
95
133
138
91
208
189
107
110
105
142
168
142
160
119
119
113
111
142
162
88
151
147
88
124
118
96
178
133
167
179
183
169
183
182
183
181
179
183
180
144
183
181
179
182
181
184
184
179
180
180
180
180
177
181
180
180
171
179
131
179
179
131
403
391
383
82
90
101
90
90
89
90
90
86
90
89
92
64
92
92
81
92
85
89
89
91
92
92
92
92
91
91
87
92
92
91
63
92
91
63
86
89
90
90
85
77
82
90
90
90
77
86
85
80
83
78
90
297
69
87
83
91
87
90
87
92
92
92
92
88
92
92
91
76
90
90
91
92
90
89
92
91
505
309
706
254
632
283
109
290
290
528
-1000 -500 0 500 1000 1500
Rookery South
Ipswich Rail Chord
North Doncaster Rail Chord
Kentish Flats Extension
Brechfa Forest West Wind Farm
Heysham to M6 Link Road
Hinkley Point C New Nuclear Power Station
Preesall Saltfield (Underground Gas Storage)
Galloper Offshore Wind Farm
Triton Knoll Offshore Wind Farm
East Northants Resource Management Facility
Port Blyth New Biomass Plant
M1 J10a Grade Separation - Luton
Redditch Branch Enhancement Scheme
Able Marine Energy Park
Kings Lynn
Stafford
North London
East Anglia
DIRFT
Rampion Offshore Wind Farm
Knutsford to Bowdon Roads Improvement
North Killingholme New Power Station
Thames Tunnel
Clocaenog Wind Farm
Burbo Bank Wind Farm Extension
Woodside Connection (Road)
South Hook Combined Heat & Power Station
Walney Extension Offshore Wind Farm
Hornsea Offshore (Round 3 Zone 4)
Willington Gas Pipeline
Morpeth
A160 Immingham
A30 Cornwall
Dogger Bank (Creyke Back)
Knottingley Power Station
Whitemoss
Norwich Northern Distributor Road
Tidal Lagoon Swansea Bay
Days Taken Per Stage (Decided Projects)
Pre-App (COSMO) Acceptance Pre-Exam Examination Recommendation Decision SPP JR Re-determination