My Lords, I very much welcome the opportunity raised by this group of amendments to discuss this business of neighbourhood plans. Perhaps I should declare an immediate past interest as the previous president of the National Association of Local Councils, now occupied very ably by the noble Lord, Lord Taylor of Goss Moor.
The noble Lord, Lord True, rightly pointed to the primacy of what I, as a private sector operator, know as the principal authority for planning purposes. We should never forget that, fundamentally, that principal authority is the one that ultimately has to make the decision. It is informed by a series of neighbourhood plans where those have been prepared.
Localism is a great thing, but it has come in with something of a great rush into a world in which the neighbourhood construct—by that I particularly mean parish, town and community councils—has for a very long time been neglected in terms of resources, powers, authority and ability to do things. Here, we come to the issue of neighbourhood plans. As the noble Lord, Lord Greaves, pointed out, their administration is quite complex, as are the philosophical constructs behind them. Too often, I still meet people who say, “We have tried to do this neighbourhood plan but really what everybody’s concentrating on is making sure that we don’t get too many housing developments in our area”, so it is seen as a defensive strategy, which is perhaps regrettable. Because it comes with so much of the baggage of what is known as development control, which is essentially a rather negative turn of phrase, that is the inherent direction of travel and it is seen as the received wisdom.
It is not a quick process to turn this round so that people see this as an opportunity to take things forward and to generate a resource they could not otherwise have. This question of resources is one that troubles both the neighbourhood sector—if I can call it that—and the principal authorities. One thing that the noble Lord, Lord True, did not mention is that as soon as you try to step in and make good efficiencies at neighbourhood level, that has resource implications. It also requires officers’ time, which would otherwise be devoted to other things, and almost certainly requires cash outlay on things like mailing, drawing up and making documents available and so on.
The test that needs to be applied was in a question I put to one of the heads of our rural community council. I asked what he thought the main ingredient of a good
local plan was. He said that first, people must be properly canvassed: rather than teasing out what they do not want, we must ask what really turns them on and gives them a buzz about their area. At that stage, you can start to peel back the skin of the onion in order to get at the truth. Unfortunately, because of what might be called the inherited philosophical direction of travel, that question is often not asked properly. As a result, we do not candidly canvass the views of the old, young, shopkeepers and businesspeople, and—maybe—the farmers, mums with children and all who would otherwise remain silent. One of the main problems with neighbourhood plans being declared unsound is that it cannot be demonstrated that that process has been gone through with rigour and care. This is an important set of amendments enabling us to discuss this principle.
I am in favour of communities determining their own situation, but if in a particular area they say the equivalent of what I believe is the current acronym— BANANA: ban anything near anyone anywhere—then the principal authority’s executive is going to have to come with a red pen and make themselves deeply unpopular, because there are certain Government imperatives. While these are particularly to do with housebuilding, they also concern the associated infrastructure such as schools, clinics, road improvements —never mind fire services and things like that.
These things are complicated and a community often does not have the voluntary resources. How many would have a private sector town planner, for instance, who had time to attend meetings and guide that process? How many would have people available to deal with the financial mechanics, so that the community can clearly state what benefits it expects and set this out in a constructive manner? These are highly complicated issues, which often require expensive professionals—I stand guilty as charged in that respect. Parishes and town councils do not have those sorts of resources.
It is all very well having a provision whereby the principal authority steps in, but there are still the issues of covering resource implications and achieving a candid representation of the community’s views to take the process forward. Those seem to be sticking points whatever is done. I hope the Minister will be able to throw some light on that.