°Ç¸ç³Ô¹Ï

MinutesÌý​ÌýÌý22ndÌýJanuary 2026 - DRAFTÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌýÌý​Ìý​Ìý​Ìý

ÌýPlanning Inspectorate Board Meetings	Ìý	Ìý
DateÌý	22 January 2026Ìý​Ìý​Ìý	Ìý
VenueÌý	2 Marsham Street, LondonÌý	Ìý
ChairÌý	Trudi Elliott​Ìý(TE), Non-Executive DirectorÌý(NED)	Ìý

ÌýPresent	Ìý
Ìý​​Adrian Penfold (AP), Non-Executive DirectorÌý(NED)​ÌýÌýÌý	Ìý
Oliver Munn (OM)​, Non-Executive Director (NED)ÌýÌý	Ìý
ÌýEmir Feisal (EF), Non-Executive Director (NED)Ìý	Ìý
ÌýGrahamÌýStallwoodÌý(GS),ÌýInterimÌýChief ExecutiveÌý	Ìý
ÌýJoanne Butcher (JB), Chief Finance OfficerÌý	Ìý
ÌýRachel GrahamÌý(RG),ÌýChiefÌýDigital InformationÌýOfficerÌý	Ìý
ÌýHayley Kelly (HK), Chief People OfficerÌý	Ìý
ÌýRebecca PhillipsÌý(RP),ÌýInterimÌýChief Planning InspectorÌý	Ìý
ÌýTom Warth (TW), Interim Chief Operating OfficerÌýÌý	Ìý
ÌýLaura Boxall (LB), ChiefÌýof StaffÌý	Ìý
ÌýWill BurgonÌý(WB),ÌýMHCLG RepresentativeÌý	Ìý

1. In attendance

1.1 Full meetingÌý

Executive SupportÌýand Governance Officer (DP),ÌýminutesÌýand actionsÌý

1.2 ObservingÌý

Personal Assistant (FJ)Ìý

1.3 Attending for specific itemsÌý

N/AÌý

1.4 ApologiesÌý

​​None​Ìý

2. 1.0Ìý- Welcome and Declaration of Interests​Ìý

​​​1.1ÌýOMÌý​​declaredÌýhis new role as Chief Executive of Rural Payments Agency (RPA)Ìýand TE declaredÌýshe is acting ChairÌýforÌýWyre Forest Community Transport.ÌýÌý

3. ​​2.0Ìý- Minutes ofÌý​JanuaryÌýBoard meeting​,Ìýcorporate action trackerÌýÌý​Ìý

​​​​2.1 TheÌýChair confirmed that the minutes would not be reviewed page by page.Ìý

​2.2ÌýNo amendments, corrections, or additions were raised by members.Ìý

​2.3ÌýAÌýqueryÌýregardingÌýthe outstanding action on the stakeholder engagement plan was clarified. It was confirmed that the requested high‑level plan is included on the agenda for this meeting.Ìý​Ìý

​Agreed:Ìý

​2a) BothÌýpart oneÌýandÌýpartÌýtwoÌýof the minutes were approved and adopted.Ìý

4. ​​3.0Ìý-ÌýCEO updateÌýÌý​Ìý

​​​​3.1ÌýItem is captured in part two minutes.​​​Ìý

5. 4.0Ìý-ÌýMHCLGÌýupdateÌý​Ìý

​​​4.1ÌýItemÌýis captured in part two minutes.​​Ìý

6. 5. ​​Stakeholder and customer engagement​Ìý

​5.1ÌýLB deliveredÌýan update on current communications activity, customer satisfaction insights, and the development of the stakeholder engagement plan.ÌýMembersÌýdiscussed the value of in‑person engagement, withÌýstrong supportÌýfor holding stakeholder events at the organisation’s Bristol HQ, noting the positive impact of inviting stakeholders into the sponsor body’s operating environment.Ìý

​5.2ÌýMembers highlighted opportunities to learn from best practice in other departments, particularly Department for Business and Trade (DBT)Ìýand requested exploration of joint events with the relevant department.ÌýThe Board discussed the need to plan stakeholder engagement activity early, given upcoming organisational changes (new Director of Planning, Chair, Chief Executive, Chief Planning Inspector).Ìý

​5.3ÌýIt was agreed that engagement activity should include a greater emphasis on visibility, delivery-focused communication, and collaboration across the planning system.ÌýÌýÌý

​5.4ÌýMembers emphasised the importance of providing NEDs with opportunities to triangulate stakeholder views through attendance at external events.ÌýThe Board noted the communications team’s limited capacity, and the need to balance ambition with available resource.Ìý

​Agreed:Ìý

​5a) TheÌýBoard endorsed the overall direction of travel for an expanded and more strategic stakeholder engagement approach.Ìý

​5b) TheÌýBoard agreed to explore a mixed model of events (Bristol, departmental venue, and online), subject to resourcing.Ìý

​Actions:Ìý

​5c) CommsÌýteam to work with relevant departmental counterparts to explore joint stakeholder events, including learning from DBT’s approach.Ìý

​5d) CommsÌýteam to develop a detailed stakeholder engagement plan for the year, including event timings, formats, resourceÌýrequirementsÌýand opportunities linked to upcoming leadership changes.Ìý

​5e) TeamÌýto review resourcing, including potentialÌýadditionalÌýevents support, and report backÌýto BoardÌýon capacity and options.Ìý

​5f) NEDÌýparticipationÌýat Stakeholder events:ÌýÌý

1. NEDs to inform RP/TWÌýof areas of interest.Ìý

2. ​Executive team toÌýidentifyÌýsuitable external events where NED attendance would support triangulation and visibility.Ìý

3. ​Communications team to consider options for a Bristol‑based stakeholder event, including the potential involvement of the SoSÌýand senior departmental officials.Ìý

4. ​ExecutiveÌýTeamÌý(ET)Ìýto map stakeholder engagement activity where impact on customer experience and operational performance can be tracked as the service model develops.Ìý

7. ​​6.0Ìý-ÌýBalanced scorecardÌý

​6.1ÌýItem is captured in part two minutes.

8. 7.0Ìý-ÌýBusiness PlanÌý2026/27

​7.1ÌýItemÌýis captured in part two minutes.Ìý

9. 8.0Ìý-ÌýBoard Effectiveness ReviewÌý

​8.1 TEÌýreviewed progress against the actions arising from the previous Board Effectiveness Review. It was noted that several recommendations have moved on since the draft report was produced:ÌýÌý

• ​The Board recognised that the governance team is working under significant resourceÌýpressure andÌýdiscussed the need for clearer firsttime inputs from across the organisation.Ìý

• ​Recruitment is underway for an additional governance post to relieve pressure on the team.Ìý

• ​The Board worked through each prior recommendation, assessing whether items could be marked as complete or whether revised timelines and accountabilities were required.Ìý

8.2 On the Strategic Plan, members agreed the approach aligns with the recommendation, but the item cannot yet be marked complete.ÌýÌý

• ​Target completion updated to December 2026.Ìý

• ​Accountability for strategic plan delivery assigned to ET (lead: GSÌý& JB).ÌýThe Strategic Workforce Plan will sit alongside the Strategic Plan and is due by March 2026. Accountability: ET (lead: HK).Ìý

​8.3ÌýThe Board agreed that actions relating to the performance system are complete, noting ongoing improvement is now business asÌýusualÌý

​8.4ÌýThe Board endorsed the development of a stakeholder engagement plan, noting today’s earlier discussion; theÌýETÌýwill confirm a realistic target date for circulation to the Board.ÌýNED extension and succession planning recommendations have been implemented in full, pending ministerialÌýsignoff.ÌýÌý

​Agreed:Ìý

​8a)ÌýÌýUpdateÌýtimelines and ownership for remaining open actions were agreed.Ìý

​8b)ÌýÌýThe Board agreed that the Strategic Plan and Strategic Workforce Plan will be owned collectively by ET, with designated leads assigned.Ìý

​Actions:Ìý

​8c)ÌýÌýCorporate governance teamÌýto update the Effectiveness Review action tracker with new timelines, ownership and completion status.Ìý

​8d)ÌýÌýCorporate Governance Team to escalate resource constraints if workload becomes unmanageable.Ìý

​8e)ÌýÌýETÌýto propose a realistic return date for the Stakeholder Engagement Plan, following internal discussion.Ìý

​8f)ÌýÌýET toÌýensure clarity on responsibilities for strategic planning, workforce planning and performance improvement.​Ìý

10. 9.0Ìý-ÌýAOB, review of meeting, key points for the blog​Ìý

9.1 TheÌýBoard reviewed the corporate calendar and forward plan, noting it currently lacks sufficient future agenda items due to reduced governance capacity.Ìý

9.2. ET will meet next week to repopulate and prioritise the forward plan.Ìý

9.3ÌýThe Board discussed the upcoming deep dive on 25ÌýFebruary. Given resource pressures, the Board agreed the deep dive should be stood down unless a clear, pressing topic isÌýidentifiedÌýat the forthcoming ET session.Ìý

9.4. Members held a detailed discussion on the internal audit approach, expressing concern at:ÌýÌý

• The Board agreed there must be better control over terms of reference, evidence gathering, and the clarity of organisational narratives provided during audits.Ìý

• The Board also emphasised the need to document operational processes and governance decisions more consistently, to allowÌýclear evidenceÌýfor future audit scrutiny.Ìý

• The Chief of Staff may be asked to undertake a review of governance and documentation to support future audit readiness.Ìý

9.5. The Board noted a positive update on apprenticeships across the organisation and congratulated the Chief of Staff for achieving a postgraduate diploma with distinction.Ìý

Agreed:Ìý

9a) TheÌý25ÌýFebruaryÌýBoardÌýdeep dive is cancelled, subject to review after the ET planning session.Ìý

9b) ETÌýand the Audit Committee Chair will strengthen control over audit terms of reference, ensuring ET oversight and clarity before audits begin.Ìý

9c) TheÌýorganisation will shift away from using Internal Audit for diagnostic or developmental purposes, commissioning externalÌýexpertiseÌýwhereÌýrequired.Ìý

Actions:Ìý

9d) OMÌýand the Chief Executive will jointly map future deepÌýdive topics and scheduling, to be brought back to the next Board meeting.Ìý

9e) ETÌýto repopulate and prioritise the forward board plan and report back in March.Ìý

9f) AuditÌý& Risk team / ET to ensure all upcoming internal audits are reviewed against their terms of reference, with clearer boundaries and evidence expectations.ÌýAudit team to prepare evidence packs thatÌýdemonstrateÌýexisting controls and improvements for forthcoming NAO discussions.Ìý

9g) ChiefÌýof Staff to consider undertakingÌýan initialÌýreview of governance documentation,ÌýidentifyingÌýgaps and opportunities to strengthen auditÌýreadiness.Ìý

9h) NEDsÌýto liaise with OMÌýregardingÌýfutureÌýBoardÌýdeep dive topics and timings.Ìý

• TWÌý/ APÌýto draft the postÌýBoardÌýblog, incorporating agreed communications messages (focus on delivery and key organisational achievements).ÌýBoard blog, incorporating agreed communications messages (focus on delivery and key organisational achievements). BoardÌýblog, incorporating agreed communications messages (focus on delivery and key organisational achievements).Ìý

• HR/Comms to prepare a short internal piece celebrating apprenticeship successes.