Minister Liz Kimmins MLA: ‘An agile and responsive planning system’

Ten years ago, on 1 April 2015, we witnessed the most significant transformation in our system of governance in over four decades, writes Minister for Infrastructure Liz Kimmins MLA.

The transfer of the majority of planning functions from central government to our newly formed 11 councils marked a fundamental reform of the planning system.

It promised a system that was faster, fairer, and more responsive; one that could drive economic development, protect our environment, and reflect the democratic will of local communities.

Ten years later, it is time to reflect on how far we have come, lessons learned, and opportunities that lie ahead.

Implementing a reformed planning system and transferring decision-making to locally elected representatives was never going to be seamless. Change of this magnitude takes time. Planning issues are complex and resource-intensive and, rightly so, operates within the realm of public interest and scrutiny.

As well as being transformative, the past decade has created new challenges but with every challenge comes an opportunity to learn, to adapt, and to improve.

Resources

Since taking up the infrastructure portfolio I have had a clear focus on strengthening the planning system by building additional capacity and unlocking the potential of our people resources. The Planning Improvement Agenda has been a key catalyst in strengthening this principle and I want to acknowledge the great collaborative work to date between councils, stakeholders, and my department. It has and will continue to deliver more open, transparent, accountable processes. As we look to the future, there is a real opportunity to reshape and continue to strengthen our planning system, building on its resilience and unlocking its full potential.

Yes, performance has been stretched. Planning applications have often exceeded their statutory target. However, the system processes an average of 11,500 applications per year, and recent statistics show that the average processing time for major planning applications is now at its lowest since 2015.

Work is well underway to bring new resources into the planning system including a partnership with local councils to bring in new trainee planners.

Financial sustainability has also come into sharper focus. Planning fees have not kept pace with the cost-of-service delivery, and planning authorities are feeling the strain. This is a clear signal that review and change is needed to ensure our planning authorities are properly resourced to deliver the outcomes our communities deserve.

We have seen variation in decision-making across councils, with some planning committees frequently overturning professional recommendations. While this reflects the democratic nature of local planning, it also underscores the need for greater consistency and shared understanding. My department has aligned with the Northern Ireland Local Government Association to work with elected members to enable better decision-making processes.

Local development plans

I am also cognisant of the challenges relating to the delivery of local development plans (LDPs) across the North. LDPs are vital tools for shaping our places at a local level; encouragingly, nine of the 11 councils have published draft plan strategies, and the remaining two are working towards publication. I am also aware that a number of councils are already underway with the next stage local plan policy documents, marking a significant step forward in shaping future growth and my department continues to work closely with all councils.

Delays in statutory consultation process especially in complex planning applications is always a challenge. This also highlights the importance of pre-application engagement and collaboration to ensure timely, informed responses. I was pleased by a recent report which revealed that 77 per cent of the consultation responses that fall under the scope of the legislation were returned on-time in 2024/25 marking the best performance since monitoring began.

In the past year, my department has successfully secured £3 million in transformation funding to appoint independent inspectors to support delivery of independent examinations for the Local Development Plan programme and public local inquiries for regionally significant applications. This will support efforts to ease the delays and pressures facing the Planning Appeals Commission.

We will continue to embrace the opportunities to modernise, to collaborate, and to build a planning system that is agile, responsive, and fit for the future.

Digital

We are now moving to another level of digital transformation. My department introduced new legislation in August 2025 that empowers developers to engage more meaningfully with communities using dedicated online platforms and in-person consultations. This dual approach will modernise how we communicate and ensure that public voices are heard clearly and consistently.

We are excited about the potential AI brings to our planning system, whether it is improving data analysis, streamlining processes, or enhancing public engagement.

We are also making strides toward streamlined decision-making. By making pre-determination hearings discretionary, councils will be able to focus their resources where they are needed most.

Planning is also being positioned as one of the key enablers of infrastructure and sustainability. Whether it is delivering net zero, supporting affordable housing, or upgrading wastewater infrastructure, planning will be central to achieving our wider societal ambitions.

And perhaps most importantly, we are seeing a cultural shift. There is growing recognition of the need for a customer-focused, collaborative approach; one that brings together councils, departments, consultees, and communities in a spirit of partnership with a shared sense of responsibility.

I remain firmly committed to ensuring that the planning system operates efficiently, effectively, and with purpose.

My vision for the planning system is one where our decision-makers are empowered, supported, and equipped to deliver the strategic roles they have trained for, ultimately leading to better policies, better decisions, and better outcomes for our communities.

The future of planning is not something that happens to us, it is something we shape together.