English Devolution and Community Empowerment Bill (First sitting)

Lewis Cocking Excerpts

Committee stage
Tuesday 16th September 2025 Public Bill Committees

[David Simmonds (Ruislip, Northwood and Pinner) (Con)]

As per my entry in the Register of Members’ Financial Interests, I am a director of Localis think-tank, which has contributed evidence. I am also a parliamentary vice-president of the Local Government Association and for London Councils, which has also submitted evidence.

[Lewis Cocking (Broxbourne) (Con)]

I am a former councillor and I know lots of the witnesses from my previous role leader of Broxbourne council.

[Maya Ellis (Ribble Valley) (Lab)]

I declare, as per my entry in the Register of Members’ Financial Interests, that I am a parish councillor.

--- Later in debate ---

[Paul Holmes]

Q I am pleased that you have mentioned the GLA, Ms Riddell, because it relates to a question that I want to ask you both.

Mr Fletcher, you are absolutely right to say that this, as well as local government reorganisation, was not in the governing party’s manifesto. I therefore think that it is right that we try to make the policy work as best we can through scrutiny mechanisms such as this Committee. In London, there are structural and spatial planning powers and business powers that are currently operable and invested in the GLA and the London mayoralty. For example, the GLA has a scrutinising mechanism and a housing role, and the mayor has business retention powers and spatial planning powers.

We have seen housing delivery fall under the current administration in London, and we have seen recent announcements that London is essentially a no-go investment area for many relevant organisations. Given the—I would argue—perceived failure in policy delivery in London, what lessons can we learn when the Government are attempting to replicate a structure in London that is not working elsewhere?

Ion Fletcher: In general terms, it is helpful that London has its London plan and its spatial development strategy. The London plan was also the first to acknowledge the important role of build-to-rent housing—housing developed and managed specifically for rental purposes—and was a pioneer in protecting logistics in industrial space, so it does have those positives.

The other side of the coin is that the London plan, in the view of our members, has become too long and too repetitive of policies that already exist either at a national level or at a local borough level. One of our members recently did some analysis and worked out that you could consolidate or eliminate roughly half the policies in the London plan in the latest iteration, so there is definitely scope for simplification. The lesson I would draw is that the new strategic authority should be focusing on the strategic stuff rather than getting too much into the development control side of things, which ultimately adds uncertainty and cost to the planning process.

Catriona Riddell: I totally agree. The national decision-making policies that will soon come forward will help to strip out a lot of what is in the London plan. The idea behind spatial development strategies—this new model—is that they will be very high-level, they will not be very long, and they certainly will not be the London plan model. There is still a difference in terms of governance and decision making in London, and there still will be after the Bill. The decision making for the spatial development strategy in London—the London plan—sits with the mayor. I think a two-thirds majority of the GLA is needed to overturn that, whereas under the strategic authorities it would be a majority vote in most cases. There is a difference with the mayors under the Bill, and other places will have less power.

One of the challenges for London and many other parts of the country is that the planning system has been overburdened with a lot of red tape and regulation that sits not within planning, but within building control or other regulatory systems. That has been one of the big blockages for the market in London. There is no doubt that that has had a knock-on impact right across the board. Stripping out some of the regulation that does not sit within planning, and making planning simpler, will help. I think the London plan has changed things significantly; in its 25 years, it has shown that it has actually been able to deliver. I do not think that it is the London plan that is the problem; it is the delivery end of things, which the mayor is facing at the moment. That is where the challenge is.

[Lewis Cocking]

Q I want to continue down the planning route. You mentioned utility companies earlier; I completely agree that we need to get them around the table. What about the NHS and health services? How well are they are getting around the table at the moment, and what do you think the Bill will do to strengthen that? Lots of people are not necessarily anti-development, but they are anti-development when it does not come with any services that the community needs.

Catriona Riddell: I am a very strong supporter of the Bill’s “health in all policies” approach. Mayors and strategic authorities will have to demonstrate how they will improve health inequalities and others through everything they do. Many will know that the planning system is embedded in health; that is how it came about. We have been trying very hard to make sure that local plans and the new spatial development strategies address health. That is not just about infrastructure, but about healthy places generally.

As you know, it is a real challenge at the local level to plan for health infrastructure up front. Most of that will still be done at the local plan level, not the SDS level, but the SDS level will have to look at strategic infrastructure around health. If any major new health infrastructure is needed, that will have to be embedded into the SDS. As with all the work of strategic authorities, it is not just about a planning responsibility; the strategic authority will be working with the health authorities, and they will need to have a role in how the SDSs deal with health. The Liverpool city region is a great example of working with health authorities and others to embed health into the spatial development strategy that it is preparing at the moment, so it can be done.

It is much more difficult to find the answer for local infrastructure such as doctors’ surgeries and GPs. I know there are examples where land has been left aside for doctors’ surgeries, but GPs and others have not moved forward to make it happen. I guess there are more challenges in health infrastructure outside the planning system, but getting them at the table up front, in terms of in spatial development strategies and the flow-through to local plans, is absolutely the right thing.

[Lewis Cocking]

Q You mentioned earlier that you want to see some powers removed from councils and placed at a strategic level. I am completely against taking powers away from local councils, particularly in planning. Which powers do you think need to be removed from local councils and placed at the strategic mayoral level?

Catriona Riddell: I was not talking about powers; I was talking about resources. I was talking about creating shared teams at the strategic level to support the local authorities individually. It is about sharing skills and having teams at the strategic level with the specialist skills that individual local planning authorities cannot access easily; it is not about taking powers away from local authorities.

[Lewis Cocking]

Q You could currently do what you have just described without the Bill, could you not?

Catriona Riddell: No, because you do not have the strategic authorities.

[Lewis Cocking]

But you could do what you have described without the Bill; you do not need a strategic authority for it. If local authorities want to group together and do that under the county model, they could.

Catriona Riddell: Yes, and I have been involved with several local authority groupings that have tried to do that. The challenge is that resources are tight, and individual local authorities want control over what they do. They find it really difficult to have that shared resource unless it has a separate footing or is part of a separate organisation.

It worked well in the old structural plan days when that resource sat within the county council—but the county council was a strategic planning authority and was funded to have these responsibilities. You need to have the funding for it, which is really difficult. I know from many experiences, including in Hertfordshire, that it is difficult to pool that resource without that structure. Having them sit within the strategic authorities is probably the right place. It protects that resource for the future as well.

[The Chair]

I am afraid that that brings us to the end of the time allotted for questions. On behalf of the Committee, I thank our witnesses.

Examination of Witnesses

Nick Plumb and Robbie Whittaker gave evidence.