development control improvement programme 2013 - 2015 · the combination of strong leadership,...

July 8, 2013

DEVELOPMENT CONTROL IMPROVEMENT

PROGRAMME

2013 - 2015

PROGRAMME DEFINITION V1.11

CONTENTS

PROJECT DOSSIER V1.12

PROGRAMME PLAN – PHASE 1 V1.13

APPENDIX 1

V1.1

July 10, 2013 DEVELOPMENT CONTROL IMPROVEMENT PLAN 2013 - 2015

PROGRAMME DEFINITION

VISION

To achieve a consistently high standard of service by striking the right balance between a) quality planning decisions, b) timeliness and productivity, c) customer expectations. We will maximise the use of our resources through streamlined processes, effective use of technology and support services, consistent communication and strong leadership. Our customers will recognise a step change in service delivery and our staff will have a manageable workload, experience less pressure and greater job satisfaction.

BENEFITS

Customer

1. The customer will benefit from a high quality and timely service that is consistent throughout their interaction with the service area.

2. Improved communication will ensure customers feel listened to and valued, leading to an improved experience and greater confidence in the process.

3. Improved relationships between the service and customer, and the effective management of expectations, will reduce the stress and anxiety sometimes experienced by customers.

Staff

4. The combination of strong leadership, clear and consistent communication, streamlined and coordinated process, and the effective use of technology and support services, will relieve pressure on staff.

5. Making the most of our resources and developing pro-active joined up processes will ensure individual workloads are manageable. Staff will have adequate time to complete their work to a high standard.

OBJECTIVES

Customer SatisfactionA – To ensure high levels of customer satisfaction through clear and regular communication, efficient processes, meeting our commitments and managing customer expectations.

EffectivenessB – Ensure our processes and procedures are pro-active and coordinated to support the consistent delivery of quality planning decisions.

EfficiencyC – To improve the coordination and deployment of service and council resources to maximise value for money.

CulturalD – To support the continued development of a professional, coordinated, and well organised culture that maintains a focus on customer service and meeting deadlines.

E – To ensure strong and consistent leadership at all levels of the service, providing clear and coordinated direction to staff.

F – To reduce pressure on staff and offer greater job satisfaction by ensuring manageable workloads and adequate time to deliver outputs to a high standard.

PROCESS

DEVELOP THE VISION

REFINETHE

PLAN

DELIVERINGTHE

PLAN

REALISING THE BENEFITS

CLOSING THE PROGRAMME

DRAFTTHE

PLAN

PR

OJEC

T MA

NA

GEM

ENT A

PP

RO

AC

H

WORKSHOPS

STA

KEH

OLD

ER E

NG

AG

EMEN

T

DC DRAFT PLAN

URBAN VISION REVIEW

INP

UTS

REFINE THE VISION FOR 2013/14

(PHASE 1)

RESOURCECHECK IS THE PLAN

REALISTIC

No?

INITITATE PHASE 2 2014/15

REVIEW / MEASURE/

LESSONS

STAFF CONSULTATION

APPENDIX 1

V1.1

July 10, 2013 DEVELOPMENT CONTROL IMPROVEMENT PLAN 2013 - 2015

PROGRAMME DEFINITION

LOW MEDIUM HIGH

HIG

HM

EDIU

MLO

WINTE

RES

T O

F ST

AK

EHO

LDER

S IN

PR

OG

RA

MM

E

INFLUENCE OF STAKEHOLDERS OVER THE PROGRAMME

Keep Informed

Maintain Interest

Active Consultation

Key PlayersNeed Strong Buy-In

RESIDENTS & BUSINESSES

The residents and businesses of South Cambridgeshire are likely to be interested in improvements in communication, efficiency and effectiveness, and how these improvements enhance their experience when interacting with the council.

GROUP A

USERS / BENEFICIARIES

AGENTS Agents are likely to be interested in improvements in communication, efficiency and effectiveness, and how these improvements result in a quicker, smoother process.

GROUP B

P&NC STAFF Planning & New Communities staff are likely to be interested in the background to the programme of activity, the shaping / delivering of the improvement plan, and the associated benefits to the team and individuals.

GROUP C

CABINET MEMBERS Cabinet Members and the Portfolio Holder will be interested in the programme strategy, progress against delivery targets and the realisation of key improvements leading to benefits to the customer.

GROUP E

GOVERNANCE

GOVERNMENT & STRATEGIC PARTNERS

Strategic partners are likely to be interested in helping shape any improvements to the way the council works with them, leading to benefits for both organisations.

GROUP H

INFLUENCERS

NON-EXECUTIVE MEMBERS

Non-Executive Members are likely to be interested in the programme strategy, any service changes resulting from the programme and the benefits to front line service delivery.

GROUP F

PROGRAMME STRUCTURE

PROGRAMME TEAM

PROJECTS

PROJECT-1

PROGRAMME BOARD (EMT SUB-SET)

ALEX COLYERPROGRAMME ASSURANCE

& ADVISOR

JEAN HUNTERPROGRAMME ASSURANCE

& ADVISOR

JO MILLSPROGRAMME ASSURANCE

& ADVISOR

PROGRAMME MANAGER

PAUL KNIGHT

PROGRAMME BOARD

The Programme Board will provide direction and advice to the Programme Manager and Project Leaders. The board will also be responsible for programme assurance.

SUSAN GARDNER-CRAIGPROGRAMME ASSURANCE

& ADVISOR

PROGRAMME SUPPORT

TBC

PROJECT LEADERKATE WOOD

PROJECT-2

PROJECT TEAM

PROJECT TEAM

PROJECT LEADERJOHN KOCH

PROJECT-3&4

PROJECT LEADERNIGEL BLAZEBY

PROJECT TEAM

MANAGING

DIRECTING

DELIVERING

PR

OG

RA

MM

E TE

AM

The

Pro

gram

me

Man

ager

will

be

resp

on

sib

le f

or

the

day

to

day

man

agem

ent

of

the

pro

gram

me.

Th

e P

rogr

amm

e Su

pp

ort

fu

nct

ion

w

ill

assi

st

in

the

mo

nit

ori

ng

/ co

ntr

ol o

f th

e p

roje

cts

an

d p

rovi

de

advi

ce a

nd

gu

idan

ce t

o P

roje

ct L

ead

ers.

PROJECTS

The Project Leaders are accountable for delivering assigned projects within the Development Control Improvement Programme. Each leader will head up a Project Team who will deliver tasks within the agreed timescales.

PROJECT-5

PROJECT LEADERMELISSA REYNOLDS

PROJECT TEAM

ALL STAFF All staff employed by the council, in particular those services that work closely with P&NC are likely to be interested in the improvement programme and the changes / benefits it will bring .

GROUP D

EXECUTIVE MANAGEMENT TEAM

The EMT sub set will be interested in the management, monitoring and control of the programme. They will also be interested in the impact of operational changes, the delivery of meaningful change and the associated benefits.

GROUP G

A

BC

D

EFG

H

APPENDIX 1

V1.1

July 10, 2013 DEVELOPMENT CONTROL IMPROVEMENT PROGRAMME 2013 - 2015

AREAS OF FOCUS: Duty Officer Use of CRMRole of Contact Centre Quick win: Duty Officers addressing team inboxes?Role of planners/TSOsVarious Inboxes

P1 – INFORMAL ENQUIRIES

PROJECTS DOSSIER

PM: KATE WOOD - TRANCHE 1

AREAS OF FOCUS: Proportionate responses New templates – esp Householder?When to end negotiations S106 and EIA screening – new processesPerformance management Document managementAgreed ground rules – eg start of process Confidentiality of pre-app submission and responseN.B – Review to include Historic Buildings informal enquiriesQuick win: Reduced householder response, pick up phone, review web pages, tighten acknowledgement response

P2 – PRE APPLICATIONS PM: JOHN KOCH - TRANCHE 1

AREAS OF FOCUS: Review taking of payments – who and howReview roles and processes

Quick win: Whole

P3 – REGISTRATION PM: NIGEL BLAZEBY - TRANCHE 1

AREAS OF FOCUS: Conclude review of local list S106 Heads of TermsRole of Planners and TSOs EIA screeningWhen to end negotiations Quick win: 28+7 day process and file naming protocolTimely shredding/returning

P4 – VALIDATION PM: NIGEL BLAZEBY - TRANCHE 1

AREAS OF FOCUS: Review consultations and management of relations with consultees, reporting, inc template sent to consultees. Review to include ConservationAPAS consultationsReview neighbour consultations – standardise protocolQuick win: H&ES growth team

P5 – CONSULTATION PM: MELISSA REYNOLDS - TRANCHE 1

AREAS OF FOCUS: Review post-consultation negotiation and when to end Revised PD processesReview process/protocol for instructing legal Review S106 instruction processReview amendments protocol New protocolReview consultancies Review prior notification processReview protocol for LDCs Quick win: New protocol and PD processes

P6 – PROCESSING APPLICATIONS PM:

AREAS OF FOCUS: Review structure of reports – committee and delegationReview committee terms of reference, delegation powers, working arrangements, inc site visits, producing agendaReview list of standard conditionsReview use of pre-commencement conditions and link to pre-apps to reduce need to use themReview format of decision notices – including DOCsReview trigger point requirementsQuick win: Review meeting with cabinet and committee

P7 – DECISION MAKING PM:

AREAS OF FOCUS: Review processes including how joint planning and listed building conditions are dischargedStandard conditions – review processConsistent approach to application to discharge multiple conditionsReview performance monitoring of DOC applicationsQuick win: Consistent approach to multiple conditions – agree current and reinforce & Gypsy and traveller – review existing consents

P8 – DISCHARGE OF CONDITIONS PM:

AREAS OF FOCUS: Review S73 process to improve and ensure consistencyReview NMA process to improve and ensure consistencyReview performance monitoring of NMA applications to improve and ensure consistency

P9 – POST DECISION AMENDMENTS PM:

AREAS OF FOCUS: Review processes, including databasesReview cover arrangements for Appeals Admin OfficerShared learning from appeal decisionsQuick win: Ensure officers send right material at right time. Document what has been sent and when

P10 – APPEALS PM:

AREAS OF FOCUS: Review monitoring of conditions – including temporary conditions monitoringReview enforcement processesAddress existing ‘S106 conditions’Review cover arrangements for Monitoring OfficerTraining on Enforcement

P11 – ENFORCEMENT & MONITORING PM:

AREAS OF FOCUS: Comprehensive training Time recordingRole of TSOs Document managementEconomic development and conservation APASPerformance monitoring including customer satisfaction Review how DC and Conservation work together

P12 – CROSS CUTTING THEMES PM:

AREAS OF FOCUS: Update current Parish Information Pack and rebrand as General Information Pack and introduce process for updatingProduce procedures manual and process for updating

P13 – GENERAL INFORMATION PM:

Two projects run in parallel and managed by the same PM.

APPENDIX 1

V1.1

July 10, 2013 DEVELOPMENT CONTROL IMPROVEMENT PROGRAMME 2013 - 2015

PROGRAMME PLAN – PHASE 1 ONLY

PROJECTS JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14

TRANCHES1 2 3

P1 – INFORMAL ENQUIRIESPM – KATE WOOD

JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14

P2 – PRE APPLICATIONSPM –JOHN KOCH


P3 – REGISTRATIONPM – NIGEL BLAZEBY


P4 – VALADATIONPM – NIGEL BLAZEBY


P6 – PROJECT TITLEPM – NAME
















TRANCHE 1 – Exact timescales to be confirmed in PIDs (CURRENT TIMESCALES FOR ILLUSTRATION ONLY)

TRANCHE 2

TRANCHE 3

P5 – CONSULTATIONPM – MELISSA REYNOLDS


APPENDIX 1

development control improvement programme 2013 - 2015 · the combination of strong leadership,...

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