How is Nutrient Neutrality impacting developments and housing supply?

Planning Webinar

About This Webinar

23 June 2022, 09:30 – 10:30

On 16 March 2022, the Government announced that an additional 27 catchment areas, affecting an additional 42 planning authorities, may now be subject to the requirement for nutrient neutrality. The requirements mean that all developments in the affected catchment areas will have to demonstrate that the nutrients from all surface water runoff and wastewater generated by a development must be less than or equal to the nutrients generated by the existing land use.

While this is an expansion of the catchment areas and councils affected, this is not a recent issue and some areas have been grappling with this issue for many years.

This is an increasingly important issue being played out across many sensitive catchments in the England and is, without doubt, a daunting issue for many council’s and developers faced with this additional administrative burden of trying to protect some of our most sensitive rivers and environments.

In this webinar Andrew Gore and Kevin Exley explain:

  • The legislative changes and the expectations of Natural England

  • What catchments and local authority areas affected

  • What you can do to understand the extent to which your developments are affected by nutrient neutrality requirements

  • The interventions you can put in place to keep developments happening

Our Speakers

Andrew Gore
Partner,
Marrons Planning

Kevin Exley
Principal Planner,
Marrons Planning

Marrons Planning

Planning consultancy reinforced with heavyweight legal mastery, working with people, promoters, organisations, and agencies who own, manage, or develop land and property, providing credible planning advice and expert consultancy that informs decision making and helps Britain build.

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0:00
Hello, my name is and Andrew Gore. I'm a partner in Marrons Planning part of Shakespeare Martineau and welcome to part three of our webinar series will be looking at the northamptonshire authorities in the local plan making progress five-year land Supply position trying to identify opportunities within that.
0:30
context And hopefully through the wonders of modern technology. I'm joined by my colleague Dave Pendle who is an associate director at the firm. Hi Dave. Hi there andy. Hello, everyone. Welcome aboard.
0:50
If this is the first one that you were you've listened to if you're on your third then congratulations and well done for showing that level of resilience in final day in terms of Come true authorities. Do you want to give us a quick overview in terms of the land making evidence?
1:14
Yeah, absolutely happy to do that and they I mean as as with the other two the two webinars that we've done the first webinar, we talked about to the local plan strategy and strategic issues to try and understand its of intelligence around that understand that that strategic Direction. I won't go over that again as I didn't didn't do for the second one yesterday. So please do have a listen to the first webinar. If you haven't haven't listened to that because will help sort of give a bit of context to why we talked about the sorts of things that we talked about.
1:45
North and west north Hance then that they're very different to particularly leicestershire and knots that we've talked about both have or rather. There are two joined core strategy and Joint planning units preparing those joint core strategies in the west north and south north north hands areas just to pick up on on both separately moment. I'll just say that there has been the the structural changes order for northamptonshire, which is gone.
2:14
Through now, which is bringing forwards the combined Authority processes, and we're looking at legislation which effectively brings those into play in April 20-21. So at the moment they're going through a transitional period working towards that and that will have a bearing on some of the things that we talked about. So just briefly in terms of West northamptonshire joint core strategy for daventry Northampton and South North ants that was adopted back in December.
2:44
He brought forward 42 and a half thousand homes or thereabouts with a focus on the Northampton related Development Area which will come on to so hold that in your minds the north northamptonshire join core strategy covered Corby East North hands Kettering and Wellingborough has adopted slightly more recently July 16 and that delivered between 35,000 to 40,000 homes.
3:10
The 35,000 figure relating to the sort of whole plan area and the 40,000 figure being and uplift specifically for Corby which they could take up if they wanted to refer to as a strategic opportunity all those authorities, of course under the current Arrangements where their Sovereign local authorities worked on various part twos the issues for them all related to authorities trying to meet their need and as I say then RDA dealt with with some of that issue for the West northamptonshire area by by drawing.
3:44
Element around Northampton itself and the issues for all of the bit all of them have been around delivery as well particularly in west northamptonshire, but there have been some issues in North northamptonshire as well. So where they're going well North North hence have a newer plan and they said that they will be edited evidence-gathering until 2021 their plan not being five years old of course and they'll do that through this period whilst good.
4:14
Vernon structures change, you know the transition from independent Sovereign local authorities to a single council is no mean feat for any for any any local Authority. It's no mean feat for any public sector organization that level of transition so they're going to be sitting tight doing doing evidence Gathering and not doing anything particularly public facing what we do know is that they have been talking to the ministry about a 20% growth deal.
4:42
That would be 20% more how Growth over local housing need those types of deals, of course, you know very very welcome in terms of more growth, but they do take time when they land they take time to work out how the the money that comes with such bids is is used and the processes that are required to actually use it.
5:05
So sort of an issue in north northants of growth, you know, and those deals versus the delays that that may indeed course cause West North hallux just do given the Strategic opportunity that was identified in Corby. Can we expect do you think the majority that 20% to be in and around Corby this interesting question and whether it's the majority or not, I wouldn't wouldn't say sitting here today. But Corby of course was the focus for regeneration, you know, and the focus for growth lever generation, and you'd expect that to happen again next time.
5:44
You know Colby is it is an area that you know has grown successfully relatively and could tell that growth. So I wouldn't necessarily say 20% but, you know certainly a focus for for growth and that's certainly something to bear in mind as we look forward, you know to land land opportunities and we come on to talk about the individual authorities.
6:05
Just to carry on with West North hands plans slightly older, of course, and we know that West North and South already undertaken the issues consultation and it appears as though they are going to carry on working away on that plan in an attempt to bring it forwards as swiftly as possible and part of the reason for that of course is because of the delivery issues around the nrda and so as a result what we've got there.
6:35
Tickly in terms of emerging themes are you know, how do we how do we help to see an RDA sites deliver in the short to medium term versus a question for them as plan makers, you know, and we talked about this on the during the leicestershire and Nottinghamshire a webinar sessions.
6:55
Are they going to have a focus on small to medium sites and putting those in their overall site package to help bolster delivery rates given some of the some of Dishes, they've got will touch on the nrda when we go through the authorities, but effectively the issue they're particularly as it relates to South northamptonshire and daventry is the effect of the rather store decision, which of course look to how South North hence calculate their five-year housing land Supply that basically do it on the basis of the housing requirements as its distributed down to the landing South north and south side of the nrda in other words that using the distribution policy.
7:35
Rather than a housing requirement Under Paris 73 of the MPP F and the rather stop inspector effective search can do that. Now south-north hands haven't reacted to that in the sense of change the way they calculate the final and Supply. They're still saying they've got one. But of course the rather stop inspector introducing then RDA short fall into South northants overall resulted in a shortfall in five is Supply and therefore the Tilted balance.
8:02
We know from from work has been undertaken that The same issue affects daventry and the same outcome takes place at daventry that they also struggle with a five year Supply once you do that. So definitely an emerging theme there for the west north and Serie about the nrda and what that means and whether or not an over-reliance on large sites is a sensible thing to do if it is how do they deliver those going forwards and definitely some prospects for smaller and medium sites looking down through the sacrament hierarchy. Yeah, it is.
8:35
resting decision and the although the appeal itself was dismissed the the finder to the inspector significant and I suppose one would have thought that there would be more significant in terms of why they would dictate that south-north handsome daventry. Look dude. I feel an Supply but it doesn't seem to played out that way motion recent committee reports from South North hands seem to indicate that they're still maintaining. The nrda figures are short for shouldn't be factored into that five. You multiply shortfall.
9:26
I mean logically, you can't have a scenario where the the numbers associated with the nid a or the the short for isn't attributed to some of the RT because certainly Northampton are going to that there's no penalties against Northampton in terms of that's short for because the the and RDA areas of sit outside of their Municipal boundaries. You can't have a situation were daventry and south-north hands equally several. It shouldn't factor in our working lunch Supply calculations either because effectively is to Hiatus. There's no penalties for short for against the in the nrda.
10:23
So I think Inspectors conclusions are right?
10:29
And I agree with your thoughts on the implications that would have for daventry. Well.
10:40
Perhaps we may touch on that again, perhaps if we just go through the local authorities eventually, it's very quickly. We spending a bit more time on others some more than others Corby art of North North hands. They obviously got the joint core strategy adopted 2016.
11:08
So Our plan is still within five years. In any case.
11:17
I think it's correct to say Dave isn't it that both north north hands and west north and south have reviewed the policies of the core strategies in the context of 37 to concluded that they've now carried out a review. So in the instance of West North hands where the plan is in excess of five years old and you would expect them to then use standard method to calculate piping months.
12:01
They've actually carried out a review the context 37 and they I will still be using the housing requirements in the planner, which I think is the case, isn't it? Yeah, that's right.
12:17
They've got a statement that they issued on the the joint joint planning unit website which you know pretty much set says that so, you know, not not not to not to repeat the point you made but effectively they looked at the difference between standard method and the requirements set out in the joint core strategy and They worked out the whilst whilst they were shooting under in terms of delivery for where there may have been because the standard method brings them down. Actually. They think that they've got some form of contingency and it's sort of around the seven percent more. They think even if you know, they moved across the standard method now the shortfall they've had still leaves them in about the right ballpark.
13:01
I mean, that's that's an interesting approach to take you know, we've talked before you and I and others listening would have About this about the what the decision making process is all the sign-off processes for for reviews under footnote 37, you know, whether an authority can simply make a statement and then, you know stand back and rely on that, you know, remain remains to be seen. You know, I'm sure that sort of thing would be tested appeal. What we do know is that where local plans Beyond five years now to date it doesn't necessarily translate to a you know, a switch sitting next.
13:39
It to the policies that are most important and although switch has been flicked to off and therefore, you know, that that adopted plans gone. We've sort of like and them to a series of dials haven't we and said, you know, effectively, you know, the gift is in the decision maker or with the decision maker to to sort of turn the volume down or turn the dial down against certain policies depending on the circumstances. So I think you know the statement from west north and C's is useful because it shows where they're at. They're clearly looking to breathe life into that.
14:09
That joint core strategy and you know, most local authorities would do the same. You know, what quite what happens at any appeals is obviously a different a different case, but definitely a plan let's that solder is creaking and some policies that are losing their weight and you know, it would look to be tilted balance territory for for some of them sooner rather than later.
14:34
Okay, we was we sort of jumped from West and north and back again, but don't ya so as far as corby's concerned the plans 2016. They've got a part two which is currently examination. Although the hearing sessions that were scheduled 9th June in prosperity covid-19. So we'll see where that goes.
15:07
Briefly have a look at Wellingborough, very similar.
15:12
Obviously, we have the 2016 core strategy and then they've got adopted February 20 19 and were running were only had lines there really are housing did every test has them around 94% Which means any time You plan for addressing art?
15:43
They quickly again Kettering also part of North North hands. They have yet to submit their part to plan.
15:52
It's it's imminent and again probably have some impact on times girls as it was also covid team if we have a look in our skipping overs a small hands very briefly, but Headline there really East North hands is that they currently don't have five year housing land Supply and that was in the Trap Stern appeal January 2020. There are opportunities at the moment in East North hands till department is engaged and it's worth looking in those.
16:42
In that broad area for potential short-term opportunities.
16:47
Yeah, just think just thinking about what yeah, just think about what we were saying about some of the authorities looking to move forward during this transition period he's North answer is a good example because of that that five-year land Supply shortfall, you know, we know that they've been pushing ahead with the the east north and local plan part to done that draft plan consultation now, you know finished last month finished in March and that that Can only be a reaction to the circumstances that they've got. So you're absolutely right. There are opportunities in each Northeast North hands because the Tilted balance is engaged but you know that they're working to try and fix that so, you know opportunities to to speak to them about about land at the moment or speculative applications, you know and likely to probably be there for about a year until till we know more about what's happening with the the combined Authority plan process.
17:42
Yeah, absolutely and then sticking with that theme actually in terms of potential opportunities. We have a look at over into West North Hansen to the daventry south-north hats authorities, which we spoke about briefly earlier on and the implications in their office thought appeal decision that they even though you've looked recently at daventry.
18:12
Position for the touch on that briefly. Yeah happy to you know at the risk of repeating what I said earlier and effectively what happens in South North Hanson and daventry. I'll say I'll focus on daventry for the time being they they take their their overall housing requirement is split down into daventry town daventry rural area and then daventry nrda and what they look to do is to seal off the daventry town and daventry Royal heir.
18:42
Riya components of that requirement for five-alarm Supply purposes and in doing so they rely on the distribution policy and obviously what that does is it brings down the housing requirement that you're trying to test for the next five five year period and whilst you're only looking at the supplier that's happening in the town of the rural areas as we've said consistently across this webinar series and is no surprise to many people listening small and medium sites tend to happen quicker sooner, you know, and they tend to sort of Boil away, whereas large sites in a very often have a long lead in times and don't deliver and as it is with the nrda large sites.
19:21
So when you look at daventry town and Devonshire all area and isolation and sort of you know, medically sealed them off the requirements are lower and the supply is quite healthy and as a result daventry, you know say that they've got six point nine years and what we know from the rods rather thought decision, you know, we've both reflected on having some agreement with This time it takes the borough. I'd housing requirement and it doesn't offer any protection to to the nrda not delivering it effectively says this is this is a borough-wide as a requirement and therefore a Borough I'd you know, the delicious of delivery is a borough-wide issue. When you when you plug that that rather thought decision in daventry.
20:02
We know that the four sites daventry for the nrda of got different different levels of delivery that have taken place in different permissions that exists And there's a couple of the larger ones that have got resolutions to Grant with no 106, you know at the moment and complex delivery Arrangements that push them further into the future. So the nrda component for daventry has a low five year Supply figure when you plug them together has the effect of you know, taking that six point nine years figure that daventry claimed down to somewhere around two years. You know now that hasn't been tested.
20:42
But that's that's replicating the same process that south-north hands went through through the rather store appeal decision process now daventry don't make any statements about brother stood up as far as we can tell they are carrying on calculating five years Supply against the distribution policy. So with that in mind, they're obviously, you know, those circumstances in mind. There are two issues at play here. The first one is how do you deliver in the nrda? And what does that mean for time making going?
21:12
Words, but also what does it mean for tilted balance and and the potential for you know, local and promotion and speculative applications at the moment?
21:23
I mean, I'm Steve I think and enlighted that probably are opportunities that are worth exploring. It's adapt entry. We want thing roses that I mean, we'll stop we'll move on from both the soul back to this but one thing that is worth bearing in mind is that the appeal was dismissed because ultimately the inspect wasn't keen on.
21:53
Didn't feel the location in particular perform. Well in terms of its relationship with Northampton and so that that's a factor whilst, you know, maybe a tilted balance in these areas.
22:11
Some decision makers are still then going on to assess whether or not the the homes living from a particular appeal site or application site would actually address the shortfall where it's where it's needed.
22:30
So just not actually I think that's fair Andy, you know, and this goes back to the to the comment made earlier about the the policies most important for determining, you know, the development proposal not being switched off that are sort of tile down a little bit and and of course settlement hierarchy tent, you know continues to be important and it's still material consideration any way that you would take Account in the absence of a plan. So you know, what's the sustainable? You know how sustainable is the location what's happening there? What are the circumstances around around the proposal all those things, you know still important. It's just that you know, we are operating within a tilted balance, you know rather than one that is one tilted. So, you know, you're absolutely right in that sense. There are still factors, you know play that need to be taken into account.
23:16
Yeah, absolutely and then south-north hunts the interesting, if it just just having a look at the west north and issues and options consultation, of course after northamptonshire and is part of the they sort of grapple with broad numbers that they may or may not plan for and a factor for south-north that certainly is the the Oxford Cambridge her Arc and there's a Significant amount of growth that that could or may or may not be planned for as part of the new West northants local plan. Obviously West North handsome planning for a plan period and then you planet from 2019 to around 2041. I think it is the Oxford came to growth.
24:22
With Arc is by 2050. So there is there's some overlap there and we may see the numbers the additional numbers with The Arc in form of the sort of an additional contingency 10 percent or Twenty Thirty forty percent even so that would be interesting to see how it plays out.
24:49
I'm and I think obviously Northampton worth just mentioning briefly. They've got a short for in terms of how the land Supply should expect about three years and having said that opportunities you would expect within those Municipal boundaries who would benefit from a presumption in favor.
25:16
Anyway, regardless of any sort of tilted balance because The majority of them will be in urban areas so worth mentioning but not one wheel will dwell on.
25:33
And I think that brings us to the end of the session and the end of the webinar Series.
25:42
So thank you for listening and again apologies that we've not been able to cram the the same extend and detail and information into the webinars that we would have done at the breakfast briefing and who knows if these are successful and well received and we may look doing some more in the future.
26:10
Okay. Thank you very much. Okay. Thank you folks for listening and take care.

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COVID-19 | Disaster recovery and emergency planning

Many businesses will already have risk and business continuity plans in place to deal with crises, but some may not – either way, no one had ever imagined a crisis like the one we find ourselves in now. Business leaders have had to ensure appropriate measures (compliant and practical) are in place to remain functional, and their people are required to quickly adapt to new ways of working.

This webinar explores the practical and pragmatic steps leadership teams can take to ensure implementation is as smooth as possible through responsibility and quick decision making. We’ll also provide guidance on supporting people during this very traumatic and stressful time, whilst they adapt to working in a non-traditional working environment.

Further information on how to manage the impact of coronavirus can also be found on our coronavirus resource hub and you can view past webinars at SHMA®ON DEMAND.

Please do let us know of future topics that you are interested in, or for more information about our webinars please contact us.

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Webinar transcript

(Please note this is auto-generated and un-edited)

0:00
Hi everybody. I'm David Pendle Associate Director in the Marrons planning team here at Shakespeare Martineau. Welcome to today's webinar on disaster recovery and emergency planning. This is part of our coronavirus webinar series, you'll see on your screen that you're able to ask as qas. So, please do so along the way and I'll answer as many as I can. We'll also share a summary of questions with everyone after the webinar. What we're going to do today is have a conversation about the impact the restrictions of had on our working lives Disaster Recovery an emergency planning isn't new.
0:30
That's been there for a long time ordinarily. It's used by organizations for things like fires or floods or more mild things like computers going down and serve as being broken and we ask ourselves the question. How do we carry on working? Obviously what we've got here today is something quite different and it's actually changing all the time as well. Although it seems to have settled down over the last few days and we're all now trying to get into the stride of social distancing and self-isolation, but there are huge questions around what's happening with the economy and how we're going to make projects work.
1:00
So what we're going to do today rather than have a look at things like have we all got a laptop is we're going to have a look at what the impact has been on us and what we can do ourselves either individually or as part of a team to try and make work work.
1:14
So a little bit more about people rather than about sort of physical environments as such and then once we've done that we're going to have a conversation based on my experience of Disaster Recovery. I was part of Melton Borough Council when they had their fire in 2008 and Disaster Recovery went into into overdrive to try and recover us and get us up back and running and running services for the public. So we'll have a look at my experience and I'll share with you what I saw being put into practice by the most successful people and the most successful teams and then the end will talk about key lessons and perhaps some things that we can all bear in mind.
1:50
To try and help us carry on working. So when disaster strikes what happens? Well, we know that the working environment is changed certainly at the moment. What we've got is most of us are working out of our homes and indeed. I'm doing this now from from my home many of you are probably listening at home. So we're not in the office. That means that we don't have access to a paper files. We haven't got access to teammates. I'm certainly not in the same way.
2:18
We aren't having the same casual conversations in the office the way that we interact with people that we're working on projects with whether that's clients or colleagues who are on the product side as fundamentally changed and what happens when we have a situation like this either an emergency or a disaster is that there's a huge potential for the to be confusion and four barriers to come into play to stop us from doing work.
2:46
So what that means in summary is that we With increased project risk clearly. The moment is a number of projects that aren't going forwards. But the ones that are trying to go forwards facing huge barriers to try and overcome either. We're unable to talk to each other or regulatory processes are happening people are being being worried about cash flow understandably. And so with those confusion and barriers that we've got it makes it makes projects very very difficult. And even though we can recognize we've got this changed working environment.
3:20
We've also got at the moment particularly with coronavirus in the way things have changed almost daily over the last 10 days or so. It's a changed working environment and a changing work environment. So it's changing all the time.
3:32
So in terms of what we do well firstly and it sounds obvious to say you'll see on the slide in front of you accept the situation not wishing to be to be pigheaded about that. But trying to say actually, you know kind of make sense of this and what's going on.
3:48
How can I work and all those things are perfectly perfectly normal, but human beings were risk-averse we look at risk and we try and avoid it what we've got here is a series of risks that are almost almost unavoidable so Watching the situation that we're in the fact that we've got to work. This way is absolutely key and it's going to be key for part of the the sort of practices that we'll talk about later and the key lessons for how we move forwards in the current situation notwithstanding that were in the situation. Some things are in our control. Some things aren't many of us can't affect the circumstances that surround us we can't go into the office.
4:28
We can't have conversations with clients or Organizations that have shut down there are you know a number of things that we can't do so trying to understand what we can effect is really really important. And obviously what we're going to do today is have a conversation about some of the things that we can do in terms of our thought processes and how we interact with others. So recognizing your options around that's really important. We know that there are a number of different ways in particular of contacting people different media, and there's a number of ways of working at home on your laptop.
5:02
Not all of us have got offices. For example, not all of us have got access to the different files that we need. So trying to understand what options are available to us to work is really important and that might be reaching out to others and asking them for something asking them some help or asking them for them for a copy of a file or something that you've not got because it's back to your office now again, simple things but just understanding what you can control and what your options are to try and move that forward is really important and having done that choose a Way Forward.
5:32
So actually decide what you're going to do and then take action. Now these things are sort of a series but they're all quite different things. So accepting the situation understanding what you can do about it choosing to do something but then really importantly taking action after all action is is what work is, you know, that's what we do. I mean if we can't take action then will not move any of our projects forward all of those things really are about how we manage ourselves and how we how we lead our own work and this isn't intended to be sort of hole.
6:02
There were patronising but leadership and communication become really important and it isn't just for managers and it's not just for organizations. That's about all those individually and what we do on a day-to-day basis. Anyway, as I mentioned earlier, that's more than just about laptops or apps and that sort of thing that we're all struggling with. We need to try and understand when we work where we work and how we work a lot of us are working silly hours all over the place fragmented as we're trying to juggle.
6:32
Oil responsibilities at home with homeschooling of children or we might have clients who are working disjointed hours later in the evening that there any available then so when we work has become really important where we Works important not everyone's got a home office some people working at a bedroom. Some people are working off their sofa some of those are working in sheds.
6:56
So so where we work as fundamentally changed as well and clearly as we as we've been mentioning how we work as Changed as well. And in that sense, we aren't together. We're not face-to-face. So communication has become really important. If we're not doing things face to face, you know, we probably many of us heard, you know, something like 70% of communication is lost when you're not actually face to face with someone you can't pick up on their tone you might do on the phone, but you wouldn't do an email for example can't pick up on body language. So Communications become become difficult and for that reason more important than ever.
7:32
So actually reaching out to your audience and understanding what they need from you when has become really important and choosing how you do that as become important, but most importantly perhaps of all is is actually taking the time to communicate tell people around you what you've got going on and share with them what's happening. So just to run through those things, you know sort of an in Practice series and you'll see six points on the slide in front of you taking personal responsibility for that for this stuff, you know, it is essential.
8:03
I've had colleagues in the past and probably been guilty of that myself sitting there and saying actually I need to wait for my organization to tell me what to do fact is that most of us work particularly our Institute from the keyboard and we work on a phone we can still do those things. It's the face-to-face that stopped and stopped but if we take personal responsibility, except the situation that we're in as I mentioned earlier identify that way forward and make Swift decisions about those things then that will put us on a really really sound footing.
8:32
NG crucially having done that we need to implement whatever it is that we're trying to work on. So it's the actual Act of sending that email making that phone call reaching out to that person that we need to liaise with on a project that that is essential here.
8:46
Really that's what makes projects happen, you know, if we sit and worry about the situation and we feel unable to identify Way Forward then obviously having conversations with colleagues and Friends helps, but crucially if we find a soft stagnate In those things, then we won't be moving forwards. So the idea really is to 2 to get to number 5 as swiftly as possible and as little bit of Art of War in this that if you stand still you, you know, you you fail so getting through that 1 to 4 into 5 V Square The Works up that's where projects happening is something that we all need to find a way to do having done that we find ourselves.
9:28
Sometimes at number six, which is really about what happens when When it doesn't work, and it's still not working. Well being adaptable is crucial and if we manage to do first five and overcome some of the barriers in front of us in these circumstances, then then that helps if we can then be agile when things don't perhaps go as well as they might do that's really good, you know, get yourself back to number one and back through to number 5 as swiftly as possible.
9:57
So the key lessons from this and I'll just touch briefly now on my experience of having rattle rattle through that when the Mountain Fire happened we found ourselves and particularly my my my service which was about town planning. It wasn't it wasn't essential. It wasn't necessary to get that back up and running first. And in fact, we were quite far down the list. So as a team we sat down and said, well no one's going to do this for us. So what do we do? And we decided that we were in it together.
10:24
We were going to find a way to To get through this we want to make that choice and we weren't going to wait for anyone else to to either instructors or tell us how we want to work at the time.
10:35
I had a leader and I've stolen this unashamedly who was firmly the P / many of the view the that you had doers and don't as people who do things and people who don't either through choice or through an activity and their view was those that can Will and those that can't won't And again, you know seems Common Sense, really and again Demi to Patra not be patronizing about but if you're of a mind set that you want to achieve, you know, your targets or your project or whatever it is and you decide that you can find a way to do that.
11:10
That's a great starting place to be in and having done those things and you've worked out what works for you share it, you know tell people what you're up to, you know communicate with them again, whether that's people above you people around you whether it's people people beneath you if you were a leader or a manager Make those things happen and share it and you'll see the last bullet point there don't stand still, you know, the moment that you think you've cracked it. It'll probably particularly in the sock current circumstances. It'll change change again. So so, you know again being agile and learning to adapt around this stuff is really important.
11:48
What I'm going to do now having just run through that and I appreciate a lot of that is sort of theory around mindset is it is just pick up another questions. So thank you for listening to that and I've been asked a question which basically says that's all Jolly interesting sort of what was your experience? So I mentioned part way through about the the Melton fire that happened in 2008 where we lost our offices. I think that happened on a Friday morning from from memory.
12:18
which is all a bit of a shock fortunately, no one was harmed but it did mean the loss of all of our electronic kit all of our paper files and I found myself on the Monday morning facing the prospect of being the bottom of all the local Authority services to be put back up and running quite simply things like bins and helping vulnerable people were far more important and you know agreeably so so we sat there as a team we started to notice around us that the realist Services who are getting on and within our group, you know, we had the usual concern usual worry people saying, you know, how on Earth we're going to manage this. It's all gone wrong. This is really difficult and again perfectly natural natural position to find ourselves in and we sat down collectively said, you know, we're going to find a way to do this and I'm going to find a way to do it before anybody else comes and tells us how to do it. First of all to lighten the load on them.
13:14
But second of all because we want to do well and we want to excel So what we did is we found a way through it. So on the Monday morning, we found ourselves obviously making phone calls to people that we were working with on projects trust them for copies of things. We found ourselves scrabbling around for with personal laptops and trying to get access to two files online that we shared with organ or other organizations.
13:39
We were talking to each other on the phone, you know, this was a little bit before things like video conferencing we're huge, but you know, there's a lot of phone calls on our Two teammates and two colleagues elsewhere meeting other people's offices working in cafes working in libraries many of those things can't happen. Now, of course, but the fundamental thing was that we decided that we would find a way and it really worked for us. So so my experience and from that as probably probably impacted on my my working life ever since, you know, we Face problems all the time.
14:14
And the question is what do we do about them and trying to find a Vision and trying to find a way forward is I have found absolutely essential and sometimes we can't do that alone often. It takes teamwork. So listening to people around you talking to the people around you sharing left right and center and trying to find a way forward becomes huge and really important. So that was my experience and my experience as I sat out. I think it was on the slide 7 was that those steps that Iran through and that's how that's how we managed to.
14:48
Action, it's actually how we manage to function well in my view and as I say those steps have stayed with me for a really long time. I've got a second question here, which effectively says, what do you do? You know all very well and good what you do if you if you've got very little control over your work or your projects. Now this this is a difficult one particularly in the current circumstances, you know, we're all working with people, you know, including ourselves in many cases, where work.
15:18
Been fundamentally altered, you know projects are either slowing down or stopping and the question is, you know, really? What do we do? And what do we do to keep on moving forwards with with work wherever possible either developing a projects or finding new practices new working practices that work for us to help move projects forward.
15:40
Well, you know, as I said earlier, I found myself in a situation where I was working with an organization where quite honestly resources were being directed elsewhere to make those functions and services work and town planning as interesting and as enjoyable as it is found itself quite low down the list and nobody was going to come in and solve that for us swiftly now clearly we were still working within an organization, you know under a under a corporate plan with a set of values and with a set of objectives that have been set for us.
16:12
So the question was what if those things mean for us and how are we going to achieve them we In isolation, you know, we worked out what we did have control over where we felt we didn't have control we were asking for it. And so, you know, if you're you know, if the people above you your senior leadership team or your colleagues who are in control of projects have their attention directed elsewhere or if they've made decisions which which are proving difficult for you to manage ask the question, you know communicate with them. Tell them.
16:48
What you what you think you can do tell them what you think you you can do to move the project forward or to make your service or function operate in an appropriate manner, you know that that's really what we were talking about around communication. Not not necessarily sitting there thinking. Well, actually I'm stuck or stymied I can't do anything, you know, so so communication, you know, it works upwards and work sideways Works downwards talk to the people around you and find a way to make these things work.
17:16
So if you do find So from sitting there thinking actually there's nothing I can do and obviously that that might happen but perhaps just focusing on the things that you you can change as we said in one of the earlier slides might be a really good starting point for you and sit and have a think about about how this how this works and how it could change.
17:37
Thanks for those questions. I'll make a follow up on on the other questions after the session and share these with you. Obviously. I hope you interest you're interested in that and you know find it helpful. I appreciate that.
17:50
It's not necessary that tangible sitting here on a screen listening to a sort of my experience and the lessons I learned about how to work how to sort of move forward somehow when disaster strikes there is further advice and guidance on coronavirus and the way That we're trying to work and try to move forward in this advice from Whole host of people at Shakespeare Martineau on a variety of topics. So please contact our dedicated resource Hub at shma.co.uk. That's shma.co.uk-- if you'd like further information or to have a discussion about a specific query and you'd like to get to this like to discuss something in more detail, please get in touch with me.
18:33
My contact details are attached to this webinar and in the Meantime. Thank you for listening, and I hope you all have a good day. Thank you.

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