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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
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P3 – REGISTRATIONPM – NIGEL BLAZEBY
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P4 – VALADATIONPM – NIGEL BLAZEBY
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P6 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P7 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P8 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P9 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P10 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P11 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P12 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
P13 – PROJECT TITLEPM – NAME
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
TRANCHE 1 – Exact timescales to be confirmed in PIDs (CURRENT TIMESCALES FOR ILLUSTRATION ONLY)
TRANCHE 2
TRANCHE 3
P5 – CONSULTATIONPM – MELISSA REYNOLDS
JUL-13 AUG-13 SEP-13 OCT-13 NOV-13 DEC-13 JAN-14 FEB-14 MAR-14
APPENDIX 1