PLANNING & REGENERATION

Planning & Regeneration with Support Services Restructure Business Case – August 2013 Version 4

PLANNING & REGENERATION WITH DDES SUPPORT SERVICES RESTRUCTURE BUSINESS CASE DRAFT following staff consultation & job evaluation, prior to JCC & Policy Scrutiny consultation

VERSION 4 AUGUST 2013 KATE ELLIS – ASSISTANT DIRECTOR (Planning & Regeneration)

APPENDIX A


Contents: 1. Objectives of the restructure 2. Existing service activity & overview 3. Evidence Base 4. Objectives of the service area 5. Preferred option for restructure – current preferred option following staff consultation, will be refined/ changed following comments from JCC & Policy Scrutiny 6. Implementation Plan 7. Equality Impact assessment 8. Staffing Issues – confidential Appendices: A. Responses from Staff Consultation B. JCC Comments C. Policy Scrutiny Committee Comments


1. Objectives of the Restructure 1.1 The Planning & Regeneration with Support Services Restructure has

the following objectives: - To achieve staff savings of £332,560 of which potential savings of

£182,650 were identified following a series of Lean and service reviews over the past few years and a further minimum £150,000 identified as part of the 2013/14 budget reductions required as part of the Towards Financial Sustainability programme. This requires reducing the current staffing budget of £1,908,208 to be at least £1,575,648;

- To identify further opportunities for staff savings in future years; - To implement the outcomes of the Lean Reviews that have been

conducted in the area and to enable the transformational lean reviews that will follow;

- To rationalise the current structure which includes residual elements

of services affected by previous service reviews, retirements and other staff vacancies;

- To structure the team to more effectively deliver the Council’s key

objective around growth; and

- To reflect significant changes in the wider planning & regeneration context following a range of national, regional and local changes to make the service fit for purpose.

1.2 To achieve these objectives it has been important to focus on what the

objectives of the service area’s activity should be in the future, particularly in the next five years. Section 3 of this business case therefore sets out what those objectives are.


2. Existing Service Activity & Overview 2.1 The Planning & Regeneration area is currently tasked with providing

the following services: - Building Control;

- Business Services (including Managed Workspace provision at Greetwell Place & the Terrace); - Christmas Market;

- Development Management (including planning applications and planning enforcement); - Development Policy (including Heritage); - Economic Sustainability (including City Centre Masterplan and contract Management of arts/cultural/tourism provision); - Environment Strategy/Initiatives;

- Housing Strategy/Initiatives; and - Support Services including DDES wide administrative support, Land

charges and system management/support for a range of information systems/databases including corporate GIS.

2.2 The current structure (below AD level) has a total of 71 posts

translating to 50 full-time and 21 part-time posts equating in total to 61.8 full-time equivalents (ftes), with a staffing budget for 2013/14 of £1,908,208 (including on-costs). These figures and the restructure exclude the City Centre Manager post which is delivered through the BIG (Business Improvement Group) and is externally funded by those partners, although a cost centre remains in place for payroll purposes.

2.3 The area as of 01 April 2013 was carrying a total of 15 vacancies (10.5

FTE) as a result of retirements, voluntary redundancies, reduced hours and people leaving, that collectively account for £358,661 of staff cost. Of this £142,370 has been deducted from the service area staffing budget in 2013/14 in order to achieve a balanced budget.

2.4 Currently there are 56 posts that are filled of which 43 are full-time and

13 posts are 30 hours or less a week, equating to 51.3 ftes. 2.5 The only post not affected by the restructure is that of Heritage Team

Leader. A Heritage Strategy for Lincoln is being produced with partners for early 2014 to identify what is required for the City and what the Council’s role in this should be. The Team Leader role will be reviewed at that point. Therefore 70 posts are directly affected by this restructure and 55 current post-holders.

2.6 The current official structure can be found is explained for each team in

section 5. However some interim management arrangements were put in place in October 2012 as a result of the fragmented service arrangement, pending a restructure of the area, to ensure all teams have a manager in place.


2.7 Cost and Staffing Summary

Service Area Establishment Staff Budget in 2013/14 (including NI & pension)

Staff Numbers Establishment (fte)

Staff Numbers At 01 April 2013 (fte)

Building Control £318,110 8 6.6

Business Services £204,188 7.6 6.6

Christmas Market £46,120 2 2

Development Management

£560,800 18.3 15.4

Development Policy £234,480 6.3 5.7

Economic Sustainability

£218,710 6.8 2.8

Energy Strategy/Initiatives

£29,150 1 1

Housing Strategy/Initiatives

£99,960 3 3

Support Services £196,690 8.8 8.2

TOTAL £1,908,208 61.8 51.3

2.8 As this restructure covers a wide range of services, section 5 will go

through each team separately in terms of current activity/structure, options for change and then the preferred option, so that it is easier to follow the changes being proposed.


3. Evidence Base 3.1 The restructure calls on a wide-ranging evidence base. The key

documents are: Internally:

• City of Lincoln Council corporate priorities and delivery plan for 2013/14;

• Development Management and Building Control Lean review reports and supporting information;

• Regulatory Services transformational Lean review findings; • Service Plans, other strategies and policies in place and emerging; • Performance information over the past 10 years; • Informal staff consultation in February/March 2013 and from staff

discussions during 2012; Locally: • Central Lincolnshire Core Strategy documents and supporting

strategies on the economy, housing and infrastructure; • Greater Lincolnshire Local Enterprise Partnership business plan,

sector research and emerging policies; • East Midlands Council prospectus for investment, infrastructure and

growth; Nationally:

• Updates in government legislation and guidance, particularly in planning, building control and other statutory areas of the service;

• Journal of Urban Regeneration and Renewal reports during 2011/12/13;

• Lord Hestletine’s “No stone unturned” report;

• Centre for Cities Reports on growth;

• City Deals work;

• New Local Government Network reports on growth; and

• Peer review and benchmarking information from other local authorities.


4. Objectives of the Service Area 4.1 The Planning & Regeneration Service area is the Council’s growth

team and its main function is to the deliver Lincoln’s Growth Strategy and the underpinning strategies and action plans that support it. There are key objectives of the Growth Strategy that will also be delivered across DDES and indeed across the Council corporately, working with Planning & Regeneration.

4.2 Any restructure of the area will need to enable efficient and effective

delivery of the Growth Strategy both structurally and in the way teams work together and with other partners.

4.3 The Council has 3 main strategic objectives that the Growth Strategy

seeks to deliver: - Growing the local economy; - Protecting the city’s poorest people from the effects of the recession; and - Increasing the supply of affordable housing.

4.4 Lincoln’s Growth Strategy – “Lincoln a world class small city” - is

currently being prepared for consultation in autumn 2013, before being finalised in early 2014. It demonstrates how Lincoln will deliver its contribution to the Growth Strategy set out for Central Lincolnshire in the emerging Core Strategy, which plans for unprecedented growth in the wider Lincoln area of 18,800 new homes and 15,000 net new jobs by 2031. The draft Growth Strategy contains 3 main objectives:

- To create more jobs; - To create more housing and improve the quality of existing housing;

and - To make Lincoln a better place. 4.5 The key components are:

Objective 1: To create more jobs. This objective requires the following components:

• New business starts;

• Small business development;

• Support for existing businesses;

• Attracting new established businesses to the area;

• Creating new opportunities for investment;

• Creating the conditions for growth;

• Addressing the existing barriers to growth;

• Developing Lincoln as a place for investment;

• Promoting Lincoln as a place to be and invest in;

• Creating a workforce with the skills that are required;

• Making growth easy; and

• Delivering growth.


4.6 To achieve this, the team needs to be able to:

• Allow Development (so long as it is not detrimental to the City and meets the wider aspirations of the City) by:

o Making the process as easy as possible; o Welcoming development and having a reputation as open for

business/being good to do business with; o Giving comfort that if an applicant/enquirer/investor follows

advice then the development will happen; o Making the process as quick and efficient as we can; and o Maximising opportunities for local sourcing, local

employment and attracting development to where it would be most beneficial.

• Enable Development by: o Creating a team culture that enables development o Having a good reputation o Giving investors confidence in Lincoln; o Having the right strategies and policies in place with action

plans that show how they are going to be delivered; o Responding quickly to requests; o Problem solving to get the right result; and o Providing solutions rather than finding problems

• Attracting Development by: o Having a reputation based on track record of delivery; o Promoting Lincoln as a place to be, to invest and that has

opportunities – an “Invest In Lincoln” offer; o Listen and respond to business needs and have an iterative

dialogue with businesses to build business relationships; o Direct marketing of the sectors/businesses that Lincoln can

support and add value to; o Making Lincoln an attractive place for development; o Having flexibility; o Having the right offer and combining offers (i.e. combining

building control advice, planning advice, business contacts, signposting to partners and local knowledge);

o Being innovators in the team and having innovators in the City; and

o Proactively working with commercial agents, developers, investors, architects, construction companies and other development partners.

• Provision of business premises by: o Encouraging others to provide, working with partners (i.e. the

University with the Think Tank) or directly (i.e. Managed Workspace, and industrial units through property); and

o Developing more provision in partnership with the private sector on a Joint Venture or lease-back basis;


• Supporting job creation by: o Working with Job Centre Plus on recruitment fairs; o Working with partners on starting up business programmes; o Working with partners on creating a skilled workforce; and o Apprenticeships both directly and by encouraging the private

sector to operate apprenticeship schemes and other training opportunities.

• Supporting job retention by: o Working with existing businesses and problem solving to

support their plans; o Hosting visits and providing information; and o Working with business groups and networks.

• Supporting partners external funding bids and identifying funding sources where appropriate.

4.7 Objective 2: To create more housing and improve the quality of

existing housing. This objective requires the following components:

• Bringing existing empty properties back in to use;

• Renewing/redeveloping small areas of substandard housing;

• Creating new neighbourhoods;

• Create new housing on suitable empty sites, brownfield sites previously used for other purposes and underutilised sites; and

• Creating the housing choice to meet demand and need (both current and future).

4.8 To achieve this, the team needs to do very similar things to those

required for the creation of more jobs:

• Allow Development (so long as it is not detrimental to the City) covering the same points as above in 3.6);

• Enable Development (as above);

• Attract Housing Development (as above);

• Creating opportunities i.e. through the production of development briefs for sites;

• Procuring new housing, particularly affordable housing and mixed schemes, looking at delivery for partnership models to maximise resource and benefit;

• Supporting Others by; o Encouraging empty properties to be brought back into use;

and o Use of enforcement powers where appropriate.

• Using Council’s own assets by: o Direct delivery or partnership models on areas such as

Western Growth Corridor; and o Packaging smaller sites together and working with adjacent

landowners to create improved opportunities.


• Managing specific issues by finding solutions such as: o University/student/mix and impact on West End/Abbey/Park; o Scale of affordable housing requirements; o Quality of development (construction and energy efficiency); o Need to rebalance the housing mix in parts of the City; o Gypsy/Travellers provision; and o Specialist Support care.

4.9 Objective 3: To make Lincoln a better place. This objective is fundamental to achieving the first two objectives and should run through all aspects of the area’s work and delivery. The existing team do a lot of work on this that is largely not seen or understood.

4.10 This objective requires the following components:

• Improved infrastructure;

• Low carbon living;

• Protection and enhancement of key heritage assets;

• Protection and enhancement of the natural environment and open spaces;

• Protecting the positive elements that already exist in the City;

• Vibrant cultural life;

• Protection and enhancement of a quality public realm, Townscape and surrounding rural landscapes;

• Diverse and vibrant economy;

• Quality and affordable housing;

• Quality and accessible educational and training opportunities;

• Social equality of opportunity;

• Comfortable and safe environment; and

• Localism – a place with civic pride/ a sense of community and social responsibility.

4.11 To achieve this, the team needs to do a range of things including:

• Show leadership;

• Provide visioning, strategies, policies, action plans and delivery;

• Enable and allow the right development;

• Promote the City;

• Use enforcement when appropriate;

• Influence and lobby organisations with the responsibilities and powers to address issues and deliver change;

• Have knowledge, evidence and expertise of the place and the issues – and use it to address the issues;

• Work in partnership with other organisations; and

• Hold key events like the Christmas Market and support other cultural activity.


4.12 Underpinning these objectives are 3 strategic things that research by the OECD in 2010 identified that all successful places with high levels of economic growth and productivity have. They are: - Innovation; - Skills; and - Infrastructure. The team will need to ensure that it tackles these three elements.

4.13 There are a range of significant projects that are already active and

designed to deliver key elements of the Growth Strategy, and the team will need to effectively deliver their role in those. They include:

• Western Growth Corridor;

• North East Quadrant;

• University Science Park and other University initiatives;

• City Centre Masterplan schemes;

• Improved rail linkages;

• Improved road linkages

• Improved car parking offer;

• Engineering business development;

• Low carbon Living initiatives;

• Green Infrastructure planning; and

• Affordable housing developments. 4.14 To effectively deliver the Growth Strategy the team will also need to

ensure that all elements of the delivery cycle are in place and resourced as illustrated below:


4.15 The Restructure will need to deliver the objectives for the service area

as set out above, whilst delivering the objectives of the review set out in section 1 including a significantly reduced level of resource. It will also need to do this in a way that embodies the corporate management framework, embraces transformational leadership approaches and enables the continuous application of lean principles.

Formulate Strategy & Policy to address

issues

Monitor performance

, review, amend and

improve

Understand the City

- Research -Evidence

- Information -Systems

Develop action plans,

projects, initiatives,

service

standards

Deliver -Direct

-Partnership -Facilitation - Influencing -Promotion


5. Preferred Option for Restructure – following staff consultation but prior to JCC & Policy Scrutiny

5.1 The option below is the preferred option following the formal staff

consultation process but prior to JCC and Policy Scrutiny. 5.2 This option is designed to achieve the objectives set out in section 1

above. Should any elements of the service delivery not be considered as required given the Council’s financial position, the explanation for the role of the teams, along with the job descriptions that will come out during the consultation period should enable informed decisions.

5.3 As this restructure covers a wide range of services, this section will

look at each team/combination of teams in turn so that it easier to follow the changes that have been considered and those that are proposed against what is currently being delivered. Therefore for each team their individual section will look at current activity/structure/issues, options for change and then the preferred option.

Area Section Numbers Pages

Service Manager Level 5.4 – 5.14 14 - 16

General Changes for Teams 5.15 – 5.23 17 - 18

Building Control 5.24 – 5.39 19 - 23

Development Management 5.40 – 5.59 24 – 30

Heritage 5.60 – 5.71 31 – 33

Regeneration Strategy & Delivery 5.72 – 5.100 34 – 41

Business Services 5.101 – 5.125 42 – 48

Events & Culture 5.126 – 5.142 49 – 52

Information & Systems 5.143 – 5.165 53 – 57

DDES Support Services 5.166 – 5.176 58 - 60


Service Manager Level 5.4 The current official Service Manager structure for the areas covered by

the restructure is:

5.5 The proposed management structure for the area at Service Manager

level is:

5.6 This is a reduction of service managers from the current number of 4

(3.7 ftes) to just 2. It also represents a cost reduction including NI and pension contributions, from £195,297 to £116,560 to generate a saving of £78,737. This reduction is in line with the Council’s overall commitment to reducing management costs and introducing a transformational leadership approach to the way the Council manages its staff and services.

5.7 Each Manager will have around 25 staff each. In addition, this split also

supports a coherent approach to delivery of the Growth Strategy, providing a split between the statutory/regulatory elements of delivering development (in particular an objective and independent planning process) and the more economic development based activity. It should

Assistant Director (Planning & Regeneration)

Planning Manager Regeneration Manager

Assistant Director (Planning &

Regeneration)

Development Service

Manager

Economic Sustainability &

Tourism Programme Manager

Vacant – filled partially by external interim

Assistant Director (Health &

Environment)

Director of Development & Environmental

Services

Economic Sustainability & Tourism Services

Manager (post no longer exists)

Service Manager

Building Control

Support Services

Manager

Service Manager Planning Policy (post no longer exists)


then enable easier resolution of the inevitable tensions that sometimes result from the two different approaches.

5.8 There has been no suggestion of having more than two service

managers responsible for two main service areas. Whilst the make-up of the teams reporting to the managers have seen variations, the approach of having a planning/regulatory team and a regeneration/ non-regulatory team has a logic that fits with the objectives of the area and the need to make financial savings.

5.9 The original proposal was that the service managers should be called

Growth Managers with then Planning and Regeneration being in brackets, to reflect the importance and priority of this area delivering the Council’s Growth Strategy. However, staff were concerned that this did not actually give clarity over the individual roles. Particularly in relation to the Planning Manager, there was concern that it was potentially misleading (people might think any development was acceptable) and that it misrepresented and underplayed the role of the Council’s most senior planning officer. After careful consideration, and accepting the fact that the roles, whilst they are primarily about delivering growth also have other aspects to them, the titles will be changed to Planning Manager and Regeneration Manager.

5.10 The Planning Manager would be the Council’s most senior chartered

planner and the lead officer at Planning Committee. The post would also be responsible for the management, development and performance of the following services areas:

• Building Control;

• Development Management/Planning; and

• Heritage.

5.11 In addition, the Planning Manager will also take the lead for DDES in

developing, implementing and monitoring the Infrastructure agenda identified in the Growth Strategy. This is a key role in identifying and addressing the barriers to economic growth and in ensuring that the City has a successful, sustainable and viable future. The Planning Manager will also take a lead in empowering and supporting staff in


Planning Manager

Building Control Team

Leader

Heritage Team Leader (not being reviewed)

Planning

Team Leader


fulfilling their roles and in cross-working and information sharing with other areas.

5.12 The Regeneration Manager will be responsible for the management,

development and performance of the following services:

• Regeneration Strategy & Delivery

• Investment

• Small Business Support

• Events & Culture

5.13 The Regeneration Manager will also take the lead for DDES in

developing, implementing and monitoring the Skills agenda identified in the Growth Strategy. This is a key role in identifying and addressing the barriers to economic growth and in ensuring that the City has a successful, sustainable and viable future. The Regeneration Manager will also take a lead in empowering and supporting staff in fulfilling their roles and in cross-working and information sharing with other areas.

5.14 The consultation did produce some options over which service

manager should be responsible for which teams and this has resulted in a change. This will be looked at in the individual team sections.


Regeneration Manager

Regeneration

Team Leader PrincipalEvents & Culture

Officer Principal Small Business Support Officer (Greetwell)

Principal Small Business Support Officer

(Terrace)

Principal Investment

Officer


General Changes for Teams 5.15 This restructure also proposes a change below Service Manager level

whereby those roles managing a team of 5 or more will be Team Leaders and those managing less staff will have a Principal Officer title (unless an exceptional case can be made). Officers at this level will provide the day-to-day management of their areas as self-managing teams, supporting and developing staff as well as developing, delivering and monitoring the work programmes for those areas (including performance management and regular appraisals). They will also be expected to lead at least one cross-working project team as part of delivering the Lincoln Growth Agenda.

5.16 The preferred option of using the term “Senior Officer” rather than

“Principal Officer” generated the largest number of individual and team comment. As the intention was to create a flatter structure given the smaller size of teams that was less hierarchical and gave greater clarity to the customer, whether the term is “Senior” or “Principal” is of less importance so long as it meets that intention. There were some genuine concerns about perception of seniority, particularly in areas dealing with professional bodies, that has meant that the preferred option is that all “Senior” job titles will now be called “Principals”.

5.17 There was also concerns raised that some of the more generic job

titles e.g. Regeneration Officer, did not reflect whether role was focused on planning, housing etc. It has been accepted that when using these job titles, agreement can be made with the Assistant Director as to the exact job title to reflect the work undertaken. For example, the person leading on Neighbourhood Planning support could if they were a professional planner use the title Regeneration Officer (Planning) or Neighbourhood Planning Lead.

5.18 All staff within the new structure will be expected to:

• Work effectively with colleagues in other areas, sharing information and offering support as appropriate;

• Deliver to work programmes, contribute to the development of their work area and take responsibility for their work performance; and

• Actively participate in at least one cross-working group as part of delivering the Lincoln Growth Agenda.

5.19 All staff in Planning & Regeneration should have the opportunity

(where appropriate and without compromising customer service or service delivery) to:

• Work flexibly (including working from home and doing condensed hours);

• Job-share or work reduced hours;

• Purchase additional holiday leave;

• Take unpaid leave; and


• Take advantage of any other staff benefits offered under the Council’s policies in place at any given time.

5.20 There was also concern raised by nearly all respondents that there was

a very large workload for the area and that the resources shown appeared to be the bare minimum and in some cases considered insufficient. There is no doubt that the workload in delivering growth is significant, but by prioritising what the Council gets involved in so that we focus on delivering those things well, we should be able to deliver more in the long run. However, there is also the reality that there will be things that will no longer be delivered.

5.21 A number of comments were made about what should be included in

job descriptions, taking into account that job descriptions were not available during the consultation period on the restructure. These comments have been taken into account, where appropriate, in the drafting of the new job descriptions. The new job descriptions therefore take account of:

• What is being retained from existing job descriptions and moving these tasks in to different roles as appropriate;

• Activity and tasks not captured in existing job descriptions that will be undertaken in the future and again moving these tasks in to different roles as appropriate;

• Removing tasks/activities that will no longer be done; and

• Adding in additional tasks to achieve the service objectives and to enable the proposed structure to work.

5.22 In addition, all staff will have an initial appraisal at the start of the

implementation phase of the final version of the restructure with an additional one undertaken after 6 months to review the content of job descriptions. At that point, they will be able to submit a job evaluation questionnaire for the re-grading of the role if they want to.

5.23 The current activity/structure/issues, the options considered and the

proposed restructure for the individual teams are as follows:


BUILDING CONTROL 5.24 Current Structure: The Building Control team under the 2nd-tier

management restructure in 2012 was originally reporting to the Assistant Director (Health & Environment), however, it was agreed that the team would remain reporting to the Assistant Director (Planning & Regeneration) until the Regulatory Lean Review concluded at which point a decision would be made on where it reported to. The current official structure for the team therefore is:

5.25 The current team comprises of a Service Manager, 2 Principal Officers,

2 Senior Officers, 2 Officers (one post is vacant and one is reducing to 22 hours per week in April 2013 following return from maternity leave) and 1 nearly qualified Trainee Officer. Administrative support is provided on alternate weeks by the Technical Planning team and the Technical element of the Support Services team.

5.26 Current Costs: The staffing budget for this area is £318,110 (including

on-costs but excluding administrative support). A mini Lean Review was conducted in 2011 and a further review in 2012 as part of Regulatory Services Lean Review. This, alongside a review of costs and fees following a substantial fall in income against target, identified the need to make total staff savings of £85,409 (based on 2013/14 budget) with an additional £20,000 from reduced recharges (following a more cost-effective approach to providing a range of administrative support from within DDES).

Assistant Director (Health & Environment)

Service Manager

Building Control

Principal Building

Control Officer

Principal Building Control Officer

Senior Building

Control Officer

Senior Building

Control Officer

Trainee Building Control Officer – (nearly qualified)

Building Control

Officer – (vacant)

Building Control Officer – (maternity leave until April 13)


5.27 Current Activity: This service area provides a full range of advisory

services to members of the public, construction industry professionals and others across the Council The team advises on and receives building applications containing detailed plans for new buildings or amendments to existing buildings seeking approval that the plans and the subsequent works (both during construction and at completion) are in accordance with building regulations. This requires plans to be vetted, inspections to take place on site during the build period, and any required documentation to be checked to ensure compliance with the regulations before approval is given. This work is open to competition so this team directly compete for work with the private sector and currently has 87% market share. The team have 40 partnering contracts with the private sector who submit scheme plans for approval that require work in other areas across the Country. The team were National Supreme Award winners in 2007 as a service of excellence, and East Midlands Region winners for the Think Tank in 2010 as the most sustainable development. This service area also performs some statutory functions for the Council specifically in relation to: dangerous structures; consultative guidance on safety at sports stadia to the licensing body; and enforcement of building legislation, to ensure new development is safe, sustainable and accessible.

5.28 Current Position: The area has historically generated significant

levels of income for the Council and has been badly affected by the downtown in the construction sector as a result of the economic recession. In addition, the fact that the service competes for building inspection work with the private sector, who find it easier to offer lower cost product and service standards (although they have also suffered with less ability to survive significant income falls) means income has remained low for the past few years. In 2012/13 the income target was £369,910 and income achieved was £212,545. This annual income is the same as 2011/12 and that is despite an 8% increase in fees and an increase in number of applications (the applications are for smaller developments e.g. house extensions).

5.29 On a positive note, our building control service has a very good

reputation and the construction companies that we partner with are anecdotally more positive about work coming in over the next year or so. However, any recovery is likely to be slow so for 2013/14 income budgets have been rebased to more realistically reflect the economic position and the target has been set at £279,940 representing a reduction on 2012/13 of £90,000. Income up to July 2013 was £87,880 and is broadly on target.

5.30 Options for Restructure of Building Control


A number of structural options have emerged during the consultation process. The one put forward by the team is as follows:

5.31 The rationale for the option was based on current workload and to

differentiate between the levels of experience and roles within the team. So the Team Leader and the Senior would do the same duties but the Team Leader would have management duties and the Senior responsibility for partner applications and major developments. The Area BCO would look after day-to-day applications, major site inspections, plan vetting and manage the other officers. This option has been rejected by management as being too hierarchical and not reflecting the changes to service provision and organisation that are required from moving to a full separate trading account and business plan approach, that requires much more flexibility and staff having a broader skill set at all levels. It also puts the Team Leader too far away from the day-to-day work which they will need to be able to direct and influence to ensure the delivery of the business plan.

5.32 Whilst the structure proposed has not been taken forward, some of the

other comments made by the team have been incorporated in to the preferred option below.

5.33 There was also a suggestion that the Building Control team should

report directly to the Assistant Director. The rationale was partly to look at cost reduction to enable funding a small amount of additional staffing, but this was unlikely to lead to any cost saving or service benefit.

Growth Manager (Planning)

Building Control Team Leader

Senior Building Control Officer

Area Building Control Officer

Building Control Administrator

Building Control Officer (Career Grade to include Trainee)

Building Control Officer (Career Grade) Full-time (2 p/t posts)


5.34 Proposed Structure for Building Control: The team will operate and report on the basis of a trading account with a 5-year business plan that will be monitored on a quarterly basis and updated annually. The plan will need to observe the CIPFA guidance in terms of operation. The business plan will need to particularly address how it will maintain high-levels of market share, increase its partnering activity, maintain its reputation for a quality service and look to work in a more collaborative way with our Central Lincolnshire partners. The team will also be an important part of the “Invest In Lincoln Offer” seeking to attract and support new development and investment in the City.

5.35 Current income levels can not support the level of staffing resource that

the team has, so the restructure does propose further reductions to those staffing levels. However, it is important to state that should income levels and work levels recover, then as part of the quarterly monitoring and annual update of the Business Plan, the service should be responsive to market needs during the lifetime of that plan (whether that be temporary staff, permanent staff, equipment or systems investment). The 0.4 fte Building Control Officer (Career Grade) has however been added to the structure as unfunded to recognise the concern raised during the staff consultation.

5.36 As part of moving to being a stand alone business unit with a business

plan the administrative arrangements also need to change. There is an essential need for dedicated Business Administrator within the team who is able to effectively act as an office manager for the business.

5.37 The proposed structure for the building control team reflects these

principles and the staff reductions identified from the lean review.

Planning Manager

Building Control Team Leader

Principal Building Control Officer

Principal Building Control

Officer

Building Control

Administrator

Building Control Officer (Career Grade to include Trainee)

Building Control Officer

(Career Grade)


5.38 The proposed structure would see a reduction of 2 staff from the establishment list and of 0.6 staff against the current level of service provision in place. This excludes the Service Manager:

Staffing Implications for Building Control FTEs Change

Establishment Staff Numbers (excludes service manager but includes 1fte of admin support)

8

Proposed Staffing Level 6.0 - 2.0

Staff in post at 01/04/2013 6.6 -0.6

5.39 The proposed restructure would generate a saving in staff cost for

delivering this service of £65,674.

Financial Implications for Building Control

Establishment Staffing Budget in 2013/14 (including NI and Pension contributions) (excludes service manager but includes 1fte of admin support)

£281,934

Estimated Staffing cost of Proposed Structure (including NI and pension contributions) in 2014/15

£216,260

Difference -£65,674


DEVELOPMENT MANAGEMENT 5.40 Current Structure: Following a lean review in 2011, a number of

structural changes were implemented in 2012. The current structure for the team is:

5.41 The current establishment team comprises:

• 1 Service Manager;

• 1 Team Leader;

• 3 fte Principal Planning Officers (one post is 18 hours a week with the post-holder on maternity leave, the remaining posts are vacant following a retirement and other changes – although 2 planning officers are currently acting up into 2 of the posts leaving half a post unfilled);

• 5 fte Planning Officers (a part-time 12 hours a week post is vacant, the post-holder for 25 hours a week is on maternity leave and 2 others are acting as Principal’s);

• 1 Technical Support Officer (Trees) – a 22.5 hours a week post

• 1 Senior Planning Enforcement Officer;

• 1 Planning Enforcement Officer (post only filled part-time currently at 15 hours a week);


Development

Service Manager

Technical Support Officer (Trees)

0.6 fte

Systems Officer

Development Management Team Leader

Principal Planning Officers

3 fte

Planning Officers x 5 fte

Senior Development Technician

0.8 fte

Senior Planning Enforcement

Officer

Development Technicians

x5 fte Planning Enforcement

Officer


• 1 Systems Officer;

• 1 Senior Development Technician - 30 hours a week post; and

• 5 Development Technicians (a part-time 19 hours a week post is vacant and two Technicians are currently providing part-time cover for maternity leave within the Development Management team with some of their hours being covered by a part-time Development Technician).


on-costs). The 2011 Lean Review identified a range of staff cost reductions to save £40,000. During the pilot phase of implementing/testing lean changes these were achieved by not filling vacant posts. This restructure will need to deliver at least that saving. Further savings have been made in 2012/13 by not filling vacancies in order to offset the fall in planning income against budget.

5.43 Current Activity: In essence this team delivers a range of activities

and functions to fulfil both the Council’s statutory requirements under the town and country planning legislation that governs development and also significantly contributes to the Council’s broader aims about delivering growth and making Lincoln the best possible place to be for residents, businesses and visitors. The activities include:

• Involvement in shaping planning related policies and responding to national, regional and local level policy and delivery proposals;

• Working with colleagues to promote and encourage development and investment in the City in line with Council priorities;

• General development and pre-application advice to developers, consultants and residents before an application is submitted;

• Handling a wide range of enquiries about the planning and development requirements and processes;

• Handling a wide range of types of applications (e.g. advertisements, listed building consent, works to trees, discharge of conditions, permission for major new development) to enable a decision which allows deliverable development that meets the wider aspirations of the city (as fast and efficiently as possible, with the right amount of support);

• Negotiate with applicants to mitigate the impact of any development on the community, including delivering funds for infrastructure, affordable housing, play areas and playing fields, that become conditions of development and some of which the team then manage and support the delivery of; and

• Manage complaints about developments, whether that is for suspected breach of planning legislation controls or conditions. If there is a breach the team have a very good record in achieving results through negotiation, although if this is not possible then prosecutions and legal proceedings are used; and

• In 2011/12 719 applications were received with a similar number in 2012/13;


5.44 Current Position: The Lean Review in 2011 only looked at the planning application process and did not take account of the impact of major applications on staffing levels or the wider role the team plays in encouraging development and investment interest. The Central Lincolnshire Growth Strategy identifies the need for substantial employment and housing growth across the area, including Lincoln, which requires growth in excess of historic levels. Plans and policies being put in place to achieve the growth identified (including 2 large sustainable urban extensions in the City and 1 immediately adjacent to the boundary with North Kesteven), will require significant development management input to bring forward. This growth should also lead to increased income levels that will enable additional resources to be afforded, but the early development work will require additional capacity to be found.

5.45 National Government has announced a range of changes to the

planning process (including changes to permitted development that means planning permissions and corresponding fees for some developments are not required, although consultation undertaken by the planning authority will still be required) particularly over the past two years, in an attempt to stimulate the development sector and to address the perception that planning regulation is frustrating growth. This has led to an increased workload coping with the changes and will potentially reduce the ability of the service to generate the required income to cover costs. Indeed localised fee-setting has been mooted but not yet introduced, with continuing delays expected (this would enable fees to be set nearer to levels required to cover the service cost).

5.46 The current economic downturn has meant reduced income levels

against income targets. The income target for 2012/13 was £441,320 with income achieved was £336,427. This however has already exceeded 2011/12 income received which for the year was £259,964. Fees were increased by 15% in November 2012 but analysis shows that planning income is showing tentative signs of recovery. Income targets for 2013/14 have still been set more realistically to reflect current economic conditions at £384,560 which is a reduction in the target of £56,760. The income received up until the end of July 2013 was £94,312 which is below the target profile.


5.47 Options for the Restructure of Development Management The original preferred option for this area prior to consultation was as follows:

5.48 During the consultation process, whilst there was an understanding of

the need to make savings and that the structure was a bare minimum, there was concern about capacity to deal with some of the larger projects and to get wider involvement of planning in delivering growth. For this reason, the structure has changed from what was proposed with the 0.7 fte Planning Officer (Career Grade) being switched to a 0.5 fte Senior Planning Officer.

5.49 There was also concern about moving the current Systems Officer into

the Information & Systems team because of the need to have in-depth knowledge and contact to support the service area’s use of the system, rather than in operating the system itself. For this reason, the role of the Senior Assistant Planning Officer has also changed to become full-time, with one of the Information & Systems Officer posts now becoming an Assistant Information & Systems Officer post.

5.50 Proposed Structure for Development Management: The team will

continue developing the principles of working established under the 2011 Development Management Lean Review and the staffing identified is in line with the staffing levels identified from that review. As part of refining those lean principles a review of pre-application charging will be commissioned and this will be reported separately.

Growth Manager (Planning)

Planning Team Leader

Senior Planning Officers (2.5 ftes)

Planning Officers (Career Grade) (2.7 ftes)

Senior Assistant Planning Officer (0.8 fte)

Senior Planning Enforcement Officer (1fte)

Planning Enforcement Officer (1 fte)

Assistant Planning Officers (Career Grade) (4 ftes)


This could see charging remain, modified or removed. In addition the review will look at the role and use of Planning Performance Agreements.

5.51 The 2012 Regulatory Services Lean Review also identified the

insufficient capacity within the planning enforcement team and its backlog of work and this restructure aims to tackle that issue.

5.52 The 2011 Development Management Lean Review did not cover major

applications or the role the team has in encouraging investment and development before it even gets to the point of considering a planning application.

5.53 In order to create the capacity to address the three issues above, this

restructure will change the role of Development Technicians and the Technical Support Officer (Trees). The nature of the Development Technician role has changed in recent years and is expected to change further as the government introduces changes to the planning system and as we make improvements (e.g. from April 2013 applications will be able to be viewed on-line). Officers in this area require a good level of knowledge and understanding of the planning system and the guidance, and are therefore able to offer a broad range of advice. This restructure therefore proposes to change the focus of their role to become Assistant Planning Officers (or could be called Planning Assistants) with a career grade structure to enable more development and training to better support formally qualified planning officers during busy periods. By incorporating the Technical Support Officer (Trees) post within this it will bring greater clarity and flexibility to the roles. These new posts therefore would take on some of the more administrative elements of planning enforcement work, tree applications and a greater number of the less complex planning applications. This not only makes their roles clearer but importantly will create capacity for more senior officers to undertake some of the more complex elements of the development management function.

5.54 The service will also need to continue to utilise and explore the options

for collaborative working with our neighbouring authorities in Central Lincolnshire, to call on and provide temporary resources to enable the service to flex and manage fluctuations in activity levels.

5.55 Given the current income level and the budget position of the Council,

the proposed structure is the minimum level of staffing to deliver the service. When income levels and work levels increase as the growth agenda is delivered then a review of resourcing and investment will be needed (whether that is temporary staff, permanent staff, equipment or systems investment), otherwise effective implementation of the Growth Strategy will be adversely affected.


5.56 Planning enforcement levels have been increased slightly from what is currently in place to reflect was is on the establishment list, to deal with the increasing workload in this area and to reflect the findings of the Regulatory Services Review. This was supported during the staff consultation process and would therefore remain at 2ftes. In addition, this is an area where a career grade for the Planning Enforcement Officer role has been introduced to enable career progression and support training and development to provide an improved service.

5.57 The proposed structure for this team sees the same level of resource

as currently in place, although that resource has shifted to different roles that require different skill sets that some of the affected staff may or may not have (e.g. Building Control support is now at a higher level of administrative support, Systems support has changed team). The proposed structure is therefore:

*NB There are a range of part-time posts currently within this area and as stated above, these posts can continue to be filled through a range of part-time working/job share etc.

Planning Manager

Planning Team Leader

PrincipalPlanning Officers (3 ftes)

Planning Officers (Career Grade) (2 ftes)

Principal Planning Administration Officer (1 fte)

Principal Planning Enforcement Officer (1fte)

Planning Enforcement Officer (Career Grade) (1 fte)

Assistant Planning Officers (Career Grade) (4 ftes) plus Apprentice


5.58 The proposed structure would see a reduction of 3.9 staff from the

establishment list and of 0.9 fte staff against the current level of service provision in place. This excludes the Service Manager post which is already accounted for above:

Staffing Implications for Development Management

FTEs Change

Establishment Staff Numbers 16.9

Proposed Staffing Level 13 - 3.9

Staff in post at 01/04/2013 13.9 -0.9



Financial Implications for Development Management

Establishment Staffing Budget in 2013/14 (including NI and Pension contributions) (excludes service manager and 0.5 Admin post included in Building Control)

£490,616


£408,700

Difference

-£81,916


HERITAGE 5.60 Current Structure: The Heritage team currently sits within the official

structure as part of Development Policy. Following the creation of a Central Lincolnshire Joint Planning Unit in 2010 that saw the pooling of planning policy resources by the three district authorities, the resources of this team have been reduced and the restructure will need to address the fragmentation of the current arrangements. In addition the Service Manager Planning Policy retired on ill health grounds in 2010 and the post no longer exists. The official structure for the team is:

5.61 The current structure for heritage comprises of 1 Team Leader; 1

Archaeologist (22.2hours per week and post-holder retired in March 2012 so post currently vacant); and 2 Officers.

5.62 Current Costs: The staffing budget for this area is £136,713. There

have been 2 service reviews for this area, the first led to the closure of CLAU (City of Lincoln Archaeological Unit) and the second identified additional staff savings. There is £42,000 of outstanding staff savings to be made as part of this restructure.

5.63 Current Activity: The main purpose of the Heritage Team has been to

provide a range of services in respect of the City’s historic buildings, sites, and locations including archeology. Key work areas in this respect have included:

• Production and management of evidence e.g. Lincoln Townscape Assessment;

• Transfer of remaining CLAU archive to the Museum;

• Heritage publication support e.g. Roman Pot Corpus;



Team Leader and other posts transferred to JPU

Development Strategy Team Leader 0.6 fte

Heritage Team Leader

City Archaeologist

0.6 fte (vacant)

Heritage

Officer x2 GIS Officer Principal

Planning Officer


• Promotion and protection of the City’s heritage through partnership engagement with key partners such as English Heritage, Lincolnshire County Council and third sector Trusts;

• Development and maintenance of statutory and non statutory heritage evidence and records including the Lincoln Historic Environment Record, Lincoln Archeological Research Assessment (LARA); development and management of Heritage Connect website;

• Review and appraisal of Conservation Area designations;

• Provision of professional, specialist expert advice, internally and externally, including informing Development Management processes;

• Responsible officer duties in respect of City owned Schedule Ancient Monuments; and

• Development and management of the Heritage Connect Website. 5.64 Current Position: A Heritage Strategy for Lincoln is currently being

produced in partnership with key stakeholder organisations to identify what the heritage approach to the City should be and what the role of the City Council is in delivering that strategy. This work will be completed in Autumn 2013 and will form part of the succession planning for the team. There is sufficient information on future direction, along with work commitments from the statutory elements of the service, to enable a re-writing of the roles of the Heritage Officers. However, given the retirement of the City Archaeologist last year and the expected retirement of the Heritage Team Leader in October this year, this restructure will not look at the Team Leader post until the Heritage Strategy has been completed and agreed (expected to be in September 2013).

5.65 Options for the Restructure of Heritage. there was an option for the

Heritage team to remain with planning policy as part of the new Regeneration Strategy and Delivery team at least until the Heritage Strategy was completed. However, the role that the heritage team is currently doing and is likely to be doing appears more closely linked to the planning application process and how development management will expand their role in the future, so moving it now enables that to be tested out. The consultation process generated no comments in relation to it being part of the planning area and it is still intended to review this once the Heritage Strategy is completed.

5.66 Proposed Structure for Heritage: The proposed restructure of this

team, whilst not affecting the role of the Team Leader will clarify the role of the team moving forward and more accurately reflect the nature of the current workload and the Council’s future role in this area.

5.67 The Heritage Strategy which is being produced with key stakeholder

partners for early 2014, will bring further clarity to the team and it is at this point that the role and requirements of the Team Leader post will be reviewed. The Team Leader has now confirmed his retirement in October 2013, so interim measures will be put in place pending the outcome of the Heritage Strategy work.


5.68 The structure for the team reflects the current level of resource, but the

roles of the Heritage Officers will change as will the reporting arrangements. Whilst it is not envisaged or expected that the final version of the Heritage Strategy will change the new Heritage Officer roles and job descriptions, changes to the work programmes may be made and further structural change (however unlikely) can not be ruled out.

5.69 The proposed structure is:


establishment list and no change in the current level of service provision in place:

Staffing Implications for Heritage FTEs Change


Proposed Staffing Level 3 - 0.6

Staff in post at 01/04/2013 3 No change



Financial Implications for Heritage

Establishment Staffing Budget in 2013/14 (including NI and Pension contributions)

£136,713


£109,830

Difference -£26,883

Planning Manager

Heritage Officer

Heritage Team Leader (post not being reviewed)

Heritage Officer


REGENERATION STRATEGY & DELIVERY 5.72 This involves the merger of elements/remnants of the following teams: - Planning Policy; - Economic Sustainability; - Environment Strategy/Initiatives; and - Housing Strategy/Initiatives. 5.73 Current Planning Policy Structure: Following the creation of a

Central Lincolnshire Joint Planning Unit in 2010 that saw the pooling of planning policy resources by the three district authorities, the resources of this team have been reduced and the restructure will need to address the fragmentation of the current arrangements. In addition the Service Manager Planning Policy retired on ill health grounds in 2010 and the post no longer exists. The official structure for the team is:

5.74 The current structure comprises of 1 Team Leader (0.6 fte although

they are currently working 30 hours a week taking on management responsibility for this team plus the elements of housing and environment that transferred from other areas in September 2012 until the restructure is in place); and 1 Principal Officer.






City Archaeologist 0.6 fte (vacant)

Heritage Officer x2

GIS Officer Principal Planning

Officer


5.75 Current Economic Sustainability Structure. Following the

implementation of the 2009 Tourism and Arts Service Review, this team has been left with a very fragmented structure and has been subject to a range of interim arrangements. The current official structure is:

5.76 This team comprises of a Service Manager (vacant and being filled on

an interim basis by a part-time consultant until the restructure is in place), 1 Team Leader (vacant), 2 Senior Officers, 1 Officer (vacant) and 2 Assistants (1 vacant and 1 is 30 hours per week, although the current post-holder is currently working full-time to help with the workload). The Service Manager has taken on the responsibility for the Business Services and Christmas Market team following the deletion of the Economic Sustainability & Tourism Services Manager post.

5.77 Environment Strategy/Initiatives Current Structure. Under the 2nd-

tier management restructure this area of work reports to the Assistant Director (Planning & Regeneration) and transferred in September 2012. The current official structure is:


Economic Sustainability & Tourism Programme Manager (post vacant – being filled by external interim

Marketing Team Leader (post no longer exists)

Programme & Culture Team Leader (post no longer exists)

Project Management Team Leader (Vacant)

Project Management

Officer (Vacant)

Project Management Assistant (Vacant)

Senior Programme Management Officer

Senior Programme Development Officer

Engineering Team Leader (post no longer exists)

Project Assistant 0.8 fte


Community Environment

Co-ordinator


5.78 The team consists of one officer post which under interim management

arrangements in place until the restructure is completed reports to the Development Strategy Team Leader.

5.79 Housing Strategy/Initiatives Current Structure: Under the 2nd-tier

management restructure this area of work reports to the Assistant Director (Planning & Regeneration) and transferred in September 2012. The current official structure is:

5.80 The current team comprises 1 Senior Officer and 2 Officers which

under interim management arrangements in place until the restructure is completed reports to the Development Strategy Team Leader.

5.81 Current Costs: The staffing budget for the areas are

Team Area Establishment Staff Budget (including NI/Pension)

Planning Policy (excludes GIS Officer)

£68,627

Economic Sustainability (excludes Service Manager cost and 0.6fte of Project Assistant)

£153,249

Environment Strategy/Initiatives £29,150

Housing Strategy/Initiatives £99,960

TOTAL £350,986

5.82 Current Planning Policy Activity: The Development Policy/Strategy

development role over the last couple of years has broadly been to scrutinise and support the development of the Central Lincolnshire Local Plan in the context of the City Council’s interest, and to facilitate the shared key objective of sustainable growth for the City. The main purpose of the Heritage Team has been to provide a range of services in respect of the City’s historic buildings, sites, and locations including archeology. Key work areas in this respect have included:


Senior Housing Strategy &

Enabling Officer

Housing Strategy

& Enabling Officer

Housing Energy

Officer


• Production and management of evidence e.g. Central Lincolnshire Energy Study, NLUD survey, Local Flood Management Strategy, Lincoln Townscape Assessment, Central Lincolnshire Green Infrastructure strategy;

• Partner engagement e.g. CL steering groups, Neighbourhood Plan vanguard delivery LCC Local Flood Risk & Drainage Management Strategy, Planning and SUDS Task & Finish Group, CL GI group;

• Scrutiny, assessment and communication of planning policy options;

• Facilitating delivery through Development Management liaison and project support e.g. SUE delivery group, CIL/IDP group, Witham Valley Project Officer steerage, Access LN6 Project support;

5.83 Current Economic Sustainability Activity: The main focus of this

team is to grow and diversify the economy inline with the economic development strategy that the Council has had in place since 1988 and has regularly reviewed during this period. The activities vary according to what interventions are required to address both wider and specific issues in the Lincoln economy at anyone time. Currently the activity is focused on:

• Developing, co-ordinating and facilitating strategies and policies that encourage investment in the economy (e.g. City Centre Masterplan);

• Supporting and encouraging partner organisations to deliver projects that improve the economy (e.g. University with the Science Park, various City Centre Masterplan projects);

• Working with external businesses, networks and partners on identifying the issues and potential solutions to current factors affecting the performance of Lincoln’s economy;

• Managing a range of contract and agreement arrangements including Think Tank, historical external funding projects, arts and cultural provision (e.g. Drill Hall, BIG provision of visitor services, Christmas lights installation, and Visit Lincoln tourism partnership;

• Managing residual elements of externally funded regeneration programmes, providing a limited funding advice service and keeping up-to-date/providing support wiith new funding opportunities;

• Working very closely with the Business Services team to support their activity and handling some of the larger, broader enquiries and investment opportunities; and

• Identifying the wider linkages between jobs, homes/place, skills/education, health/quality of life and working with partners to provide potential solutions.

5.84 Current Environment Strategy/Initiatives Activity includes:

• Supporting the Corporate CO2 reduction Group’s work; EMG;

• Partner liaison and support ; CSAN Low Carbon Lincoln Partnership, Transition Lincoln, Lincolnshire Revival, Greeniversity steering group, Fair


Trade Lincoln steering group, LN6 Partner liaison; CSAN, steering group, Sustain Lincolnshire network, Climate East Midlands LA group;

• Evidence Base development; Lincoln CO2 breakdown;

• Strategy Development ;Low Carbon Lincoln strategy, Carbon Management Plan; Climate Change Strategy, CC Adaptation plan, Corporate water efficiency strategy and action plan;

• Strategy Delivery; Reduce Lincoln’s Carbon Footprint delivery plan, CSAN carbon reduction work programme (joint countywide projects);

• Monitoring; performance against National and local carbon reduction targets, CoLC Green House Gas Reporting, annual review and update of Low Carbon Lincoln Action Plan, Climate Change Adaptation risk register; and

• Communication; Transition Lincoln (TL) website, TL mailing list, Low Carbon Lincoln working group and mailing list

5.85 Current Housing Strategy/Initiatives Activity includes;

• Corporate Management; Asset Management Review Group; 106 Group; Affordable Housing theme group, CO2 reduction Group, EMG;

• Central Lincolnshire Planning Policy development; JPU Policy liaison (Housing SHLAA, SHMAA) Central Lincolnshire Gypsy and traveller Accommodation (Lincoln Lead); Central Lincolnshire Local Investment plan Steering Group; Sustainable development/Code for sustainable Homes;

• Partner liaison; Central Lincolnshire choice based lettings working group; Central Lincolnshire Partnership Housing Strategy Working group; Home Energy Lincs Partnership (HELP);

• Evidence Base development; Empty Homes mapping, Housing Quality Mapping; quarterly housing market reports; affordable housing stock report;

• Strategy Development ; Housing Strategy/Affordable Housing; Gap analysis and option assessment; Tenancy Strategy; Lincoln Homelessness strategy; Local lettings policies where required inc evidence base, consultation and equality analysis; Private sector housing strategy; Low Carbon Lincoln Strategy; Affordable Warmth Strategy; Council Housing energy efficiency strategy;

• Strategy Delivery; Corporate 5 year Social House Building Programme (lead); EGC delivery support lead; District Heating Project development; Green Deal;

• Monitoring; Input into Departmental data/Information/Intelligence Review; housing needs data provision for DHCS ;performance against National and local carbon reduction targets; and

• Communication; Development Management liaison/advice; Advice on Green Deal; Renewables, Development Management liaison/advice; Ongoing Policy Advice to public & private


5.86 Current Position: Planning Policy - Since the JPU was established in 2010, there has now been an opportunity to assess what input and support is required from the Council to make the partnership work. This has identified that a significantly greater and different level of support is required than initially envisaged. The remaining elements of the Development Policy team are currently leading on the important role of facilitating the delivery of the emerging Central Lincolnshire Core Strategy and are undertaking significantly different and expanded roles to those they have historically undertaken. The change in the nature of their work will need to be reflected in the restructure.

5.87 Current Position: Economic Sustainability - The completion of a

number of regeneration-led capital projects, changes to the economic development and regeneration sector (particularly around external funding), on-going staff changes, picking up remnants of the tourism and arts service and other ad-hoc work have left this area in need of refocusing and restructuring. The nature of project work has also changed from delivering physical projects to facilitating larger scale developments.

5.88 Current Position: Environmental Strategy/Initiatives - This officer

manages a very large agenda of important issues that has significant short-term and long-term consequences. There is a need to better support this area of work and integrate it in to the wider development and growth agenda, in order to maximise effectiveness and the chances of successful implementing the objectives and priorities.

5.89 Current Position: Housing Strategy/Initiatives – There is a need to

integrate this area of work in to the wider development and growth agenda, in order to maximise effectiveness and the chances of successful implementing the changed objectives and priorities.

5.90 Options for the restructure of this area: A number of alternatives

were considered. These included separate planning policy, housing, energy and economic development areas reporting to an overall team leader. A separate housing strategy & delivery team. A separate policy/strategy team and a separate delivery team.

5.91 All these options were rejected for a number of reasons including:

• Future workload and delivery is about joining these areas up;

• Future workload will see ebbs and flows of prominence of any one discipline, which require broader knowledge and skills then being in single discipline teams;

• Separating strategy and delivery in some of the disciplines would have created a false distinction and would have risked losing some of the benefits of historical working/qualities of existing staff; and

• Cost savings were much harder to achieve without having an inconsistent structure of grades which would not have been fit for purpose.


5.92 Proposed Structure for Regeneration Strategy & Delivery: This team will bring together all the elements of existing housing, environment, planning and economic development strategy and delivery. This is intended to lead to a more joined-up and coherent strategic approach with more effective delivery through existing and new partnerships.

5.93 This is the area that will analyse and interpret the evidence about what

is happening in Lincoln from a development and growth perspective, interpret new and existing national and local policies and changes and reflect on the effectiveness of the Council’s activity in this area to develop and amend all the necessary strategies and policies to deliver the overall Lincoln Growth Strategy. The team will then facilitate the delivery of those strategies and policies. The team will provide the main liaison with, and support to, the Central Lincolnshire Joint Planning Unit.

5.94 This team will work closely with colleagues throughout the Council to

deliver the Growth Strategy and with key external partners and stakeholders. This will include working with developers on major areas of growth, delivery of the City Centre Masterplan, working with neighbourhoods and where needed forming new partnerships to deliver. It will also need to identify different ways to maximise delivery, including identifying appropriate external funding to support the objectives of the Growth Strategy.

5.95 The workload for this area is substantial and challenging, requiring a

mixture of sector knowledge, expertise and skills. It requires officers with the ability to think strategically and put policy in to action. The job descriptions for this team will therefore be generic, to give flexibility and enable the team to have an overall balance of specific skills and knowledge as required over time.

5.96 The Regeneration Officers will also be on a career grade structure to

enable development of a broad range of knowledge and skills. 5.97 The proposed structure does see a reduction of 0.8 fte from the overall

level of resource currently in place across a number of areas. However, greater efficiencies can be gained by pulling the resources together into a single team, with a focused and prioritised work programme where delivery is different to some of our current arrangements. It will mean that some of the current priorities change to different priorities that deliver greater benefits.




establishment list (3 from the now totally vacant project management team) and a reduction of 0.8 fte in the current level of service provision in place:

Staffing Implications for Regeneration Strategy & Delivery

FTEs Change



Staff in post at 01/04/2013 7.8 -0.8



Financial Implications for Regeneration Strategy & Delivery


£350,986


£261,200

Difference

-£89,786


Regeneration Strategy & Delivery Team Leader (1 fte)

Principal Regeneration Officers (2 ftes)

Regeneration Officers (Career Grade) 4ftes


BUSINESS SERVICES 5.101 Current Structure: The official structure for this area is that it reports

to the Economic Sustainability & Tourism Services Manager, a post which no longer exists in the structure. The team has for the past 4 years been reporting to the Economic Sustainability & Tourism Programme Manager, a post that is vacant and being covered by an external consultant on an interim basis until the new structure is in place. The current official structure for the team is:

5.102 The current team comprises of 1 Team Leader (Unfortunately this post

is now vacant following the retirement on ill health grounds of the post-holder from 31 January 2013 after a 14-month period of sick leave), 1 Officer, 2 Supervisors, 3 Receptionists and 2 Assistants (one of these posts is unfunded and vacant as it is only filled when occupancy and income at both Workspaces require and can afford the additional resource). The Business Services Officer is also currently based at the Terrace.


on-costs). A Restructure of the Workspaces was undertaken and concluded in August 2011 following a review of the area and the decision to transfer the operation of the Think Tank (Innovation Centre)

Economic Sustainability & Tourism Services Manager (Post no longer exists)

Business Services Team Leader (Vacant)

Business Services

Officer

Workspace Supervisor (Greetwell)

Workspace Supervisor (Terrace)

Workspace

Receptionist

Workspace

Assistant

Workspace

Receptionist

Workspace

Receptionist

Workspace Assistant – funded from rent income when both workspaces are fully let therefore current vacant and unfunded


to a third party via a concession contract (awarded to the University of Lincoln).

5.104 Current Activity: This service exists to facilitate and support the

growth of the economy by working with start-up, small business, existing businesses of all sizes in the City and to encourage new investment by promoting opportunities and what the City has to offer as a business location.

It includes:

• the provision and management of serviced start-up and small business office and workspace accommodation;

• a business enquiry service to help with business requirements to start-up and grow including sign-posting to appropriate partner organisations for specialist help and advice;

• working with existing businesses to facilitate their development in the City including retention of businesses, downsizing to survive as well as expansion and winning new business;

• identifying barriers to growth for local businesses and potential solutions to resolve those issues with partners;

• supporting partners/businesses with job creation and skills development;

• promoting the City as a place to locate business and invest;

• working with partners to create investment opportunities to achieve economic growth and deliver our wider corporate objectives for the City; and

• working with commercial agents, developers and other partner organisations to attract new investment.

5.105 Current Position. The team can deal with anywhere from 200-400

business enquiries a year and in 2012/13 will have dealt with in the region of 250 business enquiries and had around 1400 separate business related contacts. There are currently 48 on-going live business enquiries being managed by the team.

5.106 The Council own and operate the Terrace (although there is an

agreement with the external funding partners that governs its operation and distribution of profit) as a creative industries workspace. The Council have a 20-year management agreement with Investors in Lincoln (a public-private company of which the Council is a Board Member) to operate Greetwell Place as a Managed Workspace until 2021, so the accounting for this workspace is dealt with differently (the agreement also governs treatment of costs and distribution of profit). Five-year business plans for each of the workspaces are being developed to ensure that they are sustainable for the future and can balance service delivery with maximising income. There are some challenges within those plans, particularly for the Terrace, that need to be addressed.

5.107 The performance of the area over the past 18-months has been

significantly affected by the ill health of the Team Leader.


5.108 Options for Restructure of Business Services - There were strong views expressed during the staff consultation about whether or not to have a separate investment team and a separate small business team.

5.109 In essence, the concerns raised about a separate team were that they

would not have a close enough relationship with the small business team to enable supporting what are small businesses now in becoming larger businesses in the future and that some of the enquiries received that were more about supporting larger businesses would get accidentally overlooked. Others felt that small businesses were getting a much better service as a result of the small business support being based at the Terrace and that this would enable the investment team to focus on their priorities.

5.110 The option for a separate investment team has been carefully

reconsidered, however no changes to the preferred option of establishing a separate team have been made. This is because historically it has always been that the investment lead has been distracted by the immediate pressures of operational issues at the workspaces, and it is vital to the delivery of the growth strategy that this team focuses on new investment and supporting the larger/key businesses in the City. However, some details of the job descriptions have changed to require close working between the teams.

5.111 There were several options for establishing a separate small business

team. A single Small Business Support Team Leader was considered, but rejected as there was insufficient budget to make the post work, as practically a supervisor at each workspace that takes responsibility for the building and its business plan is required. There has however, been a change to the structure from what was originally proposed. Original preferred option was:

Growth Manager (Regeneration)

Senior Small Business Support Officer

(Terrace)

Small Business Support Officers (2 ftes)

Small Business Support Officer (1fte)

Senior Small Business Support Officer

(Greetwell Place)

Small Business Support Assistant (1fte)


5.112 Following consultation the preferred option is for 3.7fte Small Business Support Officers all on career grades. This is to reflect the differing skills in the current team (as this sees a considerable change to existing roles) and that should one of the team leave there would still be a need for any new person to learn a considerable part of the role as it covers both operational duties at the workspace and handling small business enquiries. When also considered alongside the future intention that all these officers will be able to do all the tasks involved in the roles, even now there is little difference between what the Assistant does and what the Officers do – the only real difference is the experience, which a career grade approach will deal with. It also reflects and deals with the concerns raised during the previous restructure consultation of the workspaces in 2011 that could not be addressed at the time.

5.113 Proposed Structure for Business Services is 2 Teams. 5.114 Investment Team: This role has been historically led by the Business

Services Team Leader with input from other officers. Delivery of the Growth Strategy gives this area a much greater priority as it is a key component in achieving the objectives of the Council, particularly around economic growth.

5.115 The Principal Investment Officer will focus on creating and promoting

the investment opportunities that Lincoln has to offer, particularly with national, regional and local commercial agents, developers and investors. The post will work very closely with both the Development Management and the Building Control teams. The post will have the lead responsibility in delivering the “Invest In Lincoln” offer.

5.116 The Investment Officer (0.7 fte) will focus on working with existing

businesses to help them grow, invest and win new business. There will be a particular emphasis on working with the engineering sector, science and new technology sectors and the supply chains of our key Lincoln businesses.

5.117 As this team’s work will be primarily based outside of the office and rely

on establish key business relationships, some dedicated support that can also effectively deal with businesses and investors is required to maximise the effectiveness of the team.

5.118 Historically this function has been delivered alongside a range of other

responsibilities, such as management of the workspaces and the business enquiry service. However, this has meant that operational issues have diverted resource away from the investment focus causing stress and affecting delivery. Therefore, under the restructure, the team will have no responsibilities for other delivery functions.


5.119 Small Business Support Team: The majority of Lincoln businesses are small businesses employing less than 25 people. In addition, all healthy economies require an on-going good rate of new start-ups coming through. The provision of managed workspace and the business enquiry service are fundamental components of the Council’s role in supporting the development of the small business economy.

5.120 During 2012 the team have been focusing on creating and providing a

much more focused small business offer, with the business enquiry service and the Business Services Officer being based at the Terrace. The aim of this restructure is to continue that approach and more effectively utilise the resources available at the Workspaces. The team will also need to work well with the Investment team by recognising and referring on the larger investment enquiries, and by providing information about the current levels and nature of enquiries coming through.

5.121 The 2011 Restructure of the Workspaces has also proved the need for

a dedicated manager at each location to both deliver the individual business plans and to manage the buildings and service delivery effectively. Current staffing levels are providing the resilience to cope with annual leave, sickness and the capacity to deal with operational emergencies but it does mean that resource is not always fully utilised.

5.122 Proposed Structure for Investment - The proposed structure of this

team is shown below as 2.7 fte posts.


Principal Investment Officer

Investment Officer

(0.7fte)

Assistant Investment

Officer


5.123 Proposed Structure for Small Business Support - would mean a 0.6fte reduction from current staffing levels.

NB - These posts will also have different job descriptions to those currently in place to reflect the changes.

5.124 The proposed structure overall would see a reduction of 0.3 fte from

the establishment list and an increase of 1.1fte in the current level of service provision in place. However, due to key vacancies not being filled during the restructure period, there are insufficient skills and experience levels in the current staff numbers to undertake some of the roles in the proposed structure:

Staffing Implications for Business Services FTEs Change



Staff in post at 01/04/2013 7.2 +1.1

Staffing Implications for Investment FTEs Change


Proposed Staffing Level 2.7 +1.1

Staff in post at 01/04/2013 0.6 +2.1

Staffing Implications for Small Business Support

FTEs Change


Proposed Staffing Level 5.6 -1.4

Staff in post at 01/04/2013 6.6 -1.0



(Terrace)

Small Business Support Officers (Career Grade) (2 ftes)


(Greetwell Place)

Small Business Support Officers (Career Grade) (1.7fte)


5.125 The proposed restructure would generate an increase in staff cost for delivering this service of £10,667.

Financial Implications for Business Services

Establishment Staffing Budget in 2013/14 (including NI and Pension contributions) (includes 0.6fte of Project Assistant)

£216,463

Estimated Staffing cost of Proposed Structure (including NI and pension contributions) in 2014/15 - Investment is £78,270 - Small Business Support is £148,860

£227,130

Difference

+£10,667


EVENTS & CULTURE 5.126 Following the implementation of the 2009 Tourism and Arts Service

Review this area of work has been fragmented with parts being delivered in a range of ways. The only dedicated resource to this area has been the Christmas Market event team.

5.127 Christmas Market Team Structure: The official structure for this area

is that it reports to the Economic Sustainability & Tourism Services Manager, a post which no longer exists in the structure. Since September 2011 the team has been reporting to the Economic Sustainability & Tourism Programme Manager, a post that is currently vacant. The Christmas Market team have therefore taken on additional duties with some additional support and since June 2012 report directly to the Assistant Director (Planning & Regeneration).

The current official structure for team therefore is:

5.128 The current team comprises 1 Officer and 1 Assistant. Temporary

assistance was provided to the team in 2012 to help with the additional task of organising the Olympic Evening Celebration and Torch Relay Route, but this assistance has now ceased.

5.129 Current Costs: the staffing budget for this area is £46,120 (including

on-costs but excluding overtime for staff employed during the Market itself and recharges). The cost of this area was reduced following the implementation of the Tourism & Arts review in 2009 and the subsequent Events Review in 2010.

5.130 Current Activity: The team’s workload covers the following:

• The Council’s Christmas Market event organisers, dealing with all elements including health and safety planning, event layout, stallholders, coach parking, park and ride provision, contractor delivery, promotion, business and stakeholder engagement, resident liaison and running the event itself;

Economic Sustainability & Tourism Services Manager (Post no longer exists)

Events Officer

(Christmas Market)

Events Assistant

(Christmas Market)


• Developing the Market and making improvements to balance the needs of providing a safe Market with a high quality visitor experience;

• The management of the contractors providing event services across the authority; and

• Support to other event organisers within the Council. 5.131 Current Position. The Lincoln Christmas Market is one of the largest

of its kind in Europe and brings 250,000 people to Lincoln in a typical year over the four-days of the Market. The costs of the Market are high and the income is dependent upon visitor numbers which are dependent on weather, competition from other Markets and economic pressures. In addition, the future availability of the Lawn is uncertain, the Castle improvement works are restricting availability and the implications of safety requirements, introduce further cost and income issues. In order to reduce financial risk from the event the team are developing a 3-year plan for the Market.

5.132 Under the proposals for the cessation of the Sports Development

service the team would need to take on the Council’s event organiser’s role for the annual 10k run.

5.133 Since 26 April 2013 the Events Officer (Christmas Market) has left the

Council to manage a London theatre, creating a skills and experience gap in the team.

5.134 Options for Restructure of Events & Culture - The original proposal

for this team was as follows:

Estimated cost based on a team of 2.5ftes

5.135 There were lots of concerns raised during the staff consultation period

about the level of resource being proposed for this team, especially following confirmation that the 10k race event would be managed by the team. As a result the preferred option now contains 3ftes with some additional administrative support also being available from the sport and leisure team client side to continue to do some of the event preparation and on-the-day support for the 10k.


Events & Culture Officer

Senior Events & Culture

Officer

Events & Culture Assistant


5.136 Proposed Structure for Events & Culture: The proposed structure

pulls together a range of remnant elements following the implementation of the Tourism & Arts Review in 2009 in to a more coherent grouping of activities. It has also been designed to cope with the event management of the Lincoln 10k event (although the client role and support would remain within Sport & Leisure) should the Council proceed with the cessation of the Sports Development service.

5.137 This team would deliver the Christmas Market, the Lincoln 10k, the

lights installation of the Christmas Lights event, the contract management of the Council’s event contractors and the management of the externalised tourism and arts provision (i.e. Drill Hall, Business Improvement Group visitor management contract and Visit Lincoln partnership). The team would also deliver special one-off events to mark key strategic anniversaries or activities that would create significant national and international profile for the City.

5.138 The team would also lead on the Council’s involvement with key

strategic cultural partnerships, particularly those that are arts and tourism related. Our involvement in these relationships will be reviewed on a regular basis to ensure that they are delivering the essential elements of the Growth Strategy (particularly around creating a better place) and are not diverting resource away from managing event and contract delivery.

5.139 The proposed structure sees some activities and responsibilities that

are currently within other areas put within this team, so the net impact on resource levels is approximately the same. In order to manage this workload an additional team member is required.



Events & Culture Officer

Principal Events &

Culture Officer

Assistant Events & Culture

Officer


5.141 The proposed structure would see an increase of 1 fte from the establishment list and an increase of 1 fte in the current level of service provision in place (although this has subsequently increased to 2fte):

Staffing Implications for Events & Culture FTEs Change

Establishment Staff Numbers 2

Proposed Staffing Level 3 +1.0

Staff in post at 01/04/2013 2 +1.0

5.142 The proposed restructure would increase the staff cost for delivering

this service by £33,330.

Financial Implications for Events & Culture


£46,120


£79,450

Difference

£33,330


INFORMATION & SYSTEMS 5.143 This would be a new team bringing together systems and information

components from other areas. The main areas of staffing affected are: - DDES Support Services; and - Development Policy. 5.144 Current Structure of DDES Support Services) - This area used to

include the Development Technician team but following the 2011 Development Management Lean Review the team transferred in 2012 to the Development Management service area. The current official structure is:

5.145 The systems/information element of the team consists of: 2 Officers

and 1.5 Assistants (of which a 0.5fte is vacant). 5.146 Current Planning Policy Structure: Following the creation of a

Central Lincolnshire Joint Planning Unit in 2010 that saw the pooling of planning policy resources by the three district authorities, the resources of this team have been reduced and the restructure will need to address the fragmentation of the current arrangements. In addition the Service Manager Planning Policy retired on ill health grounds in 2010 and the post no longer exists. The official structure for the team is which includes 1 GIS Officer delivering systems and information support:

Director of Development & Environmental Services

Support Service Manager 0.7fte

Director’s Personal Assistant

Support Officer

Searches Officer

Technical Support

Officer

Technical Support Assistants 2.5 fte

Support Assistants 1.6 fte


5.147 Current Costs – The staffing budget for the systems and information

elements is £109,636 but generates around £100,000 a year in income.

5.148 Current Activity - The Searches side of the team deliver a range of

statutory functions, including a Land Charges service, providing a wide range of information to people about planning histories of properties/sites. In addition the team are responsible for maintaining property databases including the Corporate Property Gazetteer and for Street naming and numbering.

5.149 The GIS officer provides a range of support within DDES and

corporately including the development and support of the Corporate Geographical Information System (GIS) CAdcorp and in terms of policy monitoring and implementation; - NLUD return, Housing start/completion reporting (HFR) and data for annual monitoring returns.

5.150 Current Position: The Land Charges area is due to undergo

significant change in the next 1-3 years as the government is considering transferring a substantial part of the service to the Land Registry and national pilots are currently underway looking at the best way to implement the change. Whilst there will remain a role for the team in providing information to the Land Registry, it is unlikely that the current level of income potential will remain. This change will need to be reflected within the restructure. This area is also open to competition and the service has managed to maintain 77% of the market share.






City Archaeologist 0.6 fte (vacant)

Heritage Officer x2

GIS Officer Principal Planning Officer


5.151 The nature of support services provision has changed considerably

over recent years, particularly with the widespread use of e-mail, the increased computer skills across all service areas and the impact of computer systems on service delivery. This change of support role needs to be reflected in the restructure.

5.152 Options for Restructuring Systems & Information. There was a lot

of discussion as to whether this needed to be a separate team and if it was where it would sit in the structure.

5.153 The original proposal for this team was as follows:

5.154 Following consultation the structure has changed, so there will now be

2 fte Officers and 1fte Assistant Officer. This also enables one of the team to have much more experience of the FLARE system used for Food Health & Safety than was originally the case.

5.155 There was some concern about whether a separate team was needed

or not, and that it would take the systems people too far away from the work. In addition there was lots of debate as to where the team should sit given its wider role and the concern that there would be a bias towards one service area over another depending upon where they reported. It is really important that this team does work closely with all the teams not just within Planning & Regeneration but also across DDES and corporately, looking at systems, information and monitoring. The work of this team will be vital in changing the way the service is delivered, and for this reason alone, the reporting line has also changed. The team will report directly to the Assistant Director. However, this will be reviewed in a year to see whether the arrangement is working.


Information & Systems

Officers (3ftes)

Senior Information &

Systems Officer

Assistant Information & Systems Officer (not affordable in the current proposed structure)


5.156 Proposed Information & Systems Structure: The proposed structure would bring together the information and systems provision that is currently spread across some of the team together to provide a service to all teams and a more joined-up and co-ordinated approach to information management. It would still enable close working relationships with users of the systems but will deliver more effective support across the team. It also enables the co-ordinated collection of performance management data and development data so that services can be improved and strategies and policies can be updated from a robust evidence and monitoring base. It would form one of the key components of delivering the Growth Strategy.

5.157 This team would be responsible for managing a range of databases

and systems including M3 (used by the Planning area which has scope to be more widely used), the Property Gazetteer, GIS and FLARE/APP. The team would also deliver the Land charges function, street name and numbering, services available through web access and printed information.

5.158 The team would also lead on co-ordinating the archiving and storage

policies for the huge range of information that is held across the service area and the directorate inline with current and emerging corporate policies and aspirations on this topic.

5.159 Ultimately the team would ensure that the appropriate systems and

information required by all officers within the area and across DDES and other areas of the Council as appropriate, to deliver the Growth strategy as effectively as possible, are in place. This will take some years to achieve in full but noticeable improvements can be achieved relatively quickly and it is a huge task that needs to be undertaken. The team would also ensure that our customers have the required quick and easy access to information, whether that is paid for or free.

5.160 There has been considerable debate during the informal and formal

consultation period as to where this team should report to, as a case can be made for it reporting to either of the Service Managers or indeed directly to the Assistant Director (Planning & Regeneration). The team will report for the next year to the Assistant Director, at which it will be reviewed.

5.161 Some changes during the consultation period have meant that the

Planning Administration Team Leader post has been amended to become full-time and with a core element of the role being supporting staff in using M3 and ensuring that the needs of the users are reflected in the development of that system. This has then enabled the role of Assistant Information & Systems Officer to be afforded (which previously it was not).


5.162 The Information & Systems Officer roles would be generic to give flexibility and enable the overall team to have the balance of skills, knowledge and expertise required now and in the future.


5.164 The proposed structure would see a decrease of 0.5 fte from the

establishment list and no change in the current level of service provision in place:

Staffing Implications for Systems & Information

FTEs Change


Proposed Staffing Level 4 -0.5


5.165 The proposed restructure would reduce the staff cost for delivering this

service by £6,620.

Financial Implications for Systems & Information


£109,640


£103,020

Difference

£6,620


Information & Systems

Officers (2ftes)

Principal Information &

Systems Officer

Assistant Information & Systems Officer (1fte)


DDES SUPPORT SERVICES 5.166 Structure: This area used to include the Development Technician

team but following the 2011 Development Management Lean Review the team transferred in 2012 to the Development Management service area. The current official structure is:

5.167 The team consists of: 1 Service Manager (0/7 fte); 1 PA; 1 Officer and

2.6 fte Assistants (of which 1 post is 20 hours a week, 0.1fte is vacant and 0.5fte is provided to Building Control).

5.168 Current Costs: The staffing budget for this area is £80,436 excluding

the Service Manager and the 0.5fte to Building Control. 5.169 Current Activity: Support Services currently support the whole

Directorate undertaking admin support such as post/meeting support/performance monitoring/data input/uploading to web etc; financial support including invoices, ordering, income monitoring and receipt etc and HR related including sickness reporting and annual leave etc. There will be some change to this area with the role out of I-Trent self-service.

5.170 Current Position: The nature of support services provision has

changed considerably over recent years, particularly with the widespread use of e-mail, the increased computer skills across all service areas and the impact of computer systems on service delivery. This change of support role needs to be reflected in the restructure.

Director of Development & Environmental Services

Support Service Manager 0.7fte

Director’s Personal

Assistant

Support Officer

Searches Officer

Technical Support Officer

Technical Support Assistants 2.5 fte

Support Assistants

1.6 fte


5.171 Options For Restructuring DDES Support Services - There was no

alternative structure that emerged during consultation, although there was discussion about the level of resources available to support the range of activity across DDES. Concern was specifically raised in relation to Food Health & Safety which unlike some other areas (although not all) does not have its administrative support but the need for daily, knowledgeable and reliable support. The changes to the Information & Systems team should help address these concerns, as it provides reassurance that the systems side will be available there and the general administrative support from within this team. However, the financial reality is that there is less administrative support available overall.

5.172 Proposed Structure for DDES Support Services: This team would

continue to provide the administrative support to the Director, Assistant Directors and across the directorate.

5.173 However, the restructure proposes changes to the roles, tasks and

activities of the team that more closely reflect the needs of the area. The proposed structure is very similar to the Business Management team arrangement that exists currently in the Director of Resources area.

5.174 The proposed structure would mean a reduction of staff resource of 1.7

fte, excluding the 0.5 fte post that currently provides support to Building Control. The proposed structure is:

NB - There are a range of part-time posts currently within this area and as stated above, these posts can continue to be filled through a range of part-time working/job share etc. These posts will also have different job descriptions to those currently in place to reflect the changes.

DDES Director

Support Services

Team Leader (1fte)

Support Services Officers (3ftes) Apprentices (as appropriate)


5.175 The proposed structure would see a decrease of 0.1fte from the

establishment list and no change in the current level of service provision in place

Staffing Implications for DDES Support Services

FTEs Change


Proposed Staffing Level 4 -0.5


5.165 The proposed restructure would reduce the staff cost for delivering this

service and deliver a saving of £8,019 (this does not reflect the service manager saving):

Financial Implications for DDES Support Services

Establishment Staffing Budget in 2013/14 (including NI and Pension contributions) (excluding Service Manager)

£80,441


£77,870

Difference

-£2,571

SUMMARY 5.166 Based on the estimated costs, the proposed structure is affordable and

delivers just below the level of savings required. The actual savings will be determined by the outcome of implementation of the restructure. Current estimated total savings are at £330,980 in 2014/15 against a target of £332,560.


7. Implementation Plan 7.1 The key components of the Implementation Plan are as follows:

Milestone Date Status

1. Formal Staff Consultation Starts 15 March 2013 Completed

2. Formal Staff consultation Ends 22 April 2013 Completed

3. Updated Business Case available to staff for information

31 May 2013 Completed

4. All new job descriptions and person specifications available to all staff

29 July 2013 Completed

5. Any Initial views from staff on job descriptions that affect the restructure proposals to be submitted by

02 August 2013 Completed

6. Evaluation grades and indicative slotting/matching/prior consideration/redundancy circulated formally to individual staff

14 August 2013

6. JCC meeting 20 August 2013

7. Policy Scrutiny Committee 20 August 2013

8. Executive Meeting 27 August 2013

9. Call In Period Ends 09 September 2013

10. Individual letters sent to staff with their formal offers, including redundancies and entries to redeployment where applicable

10 September 2013

11. Closing date for any appeals 17 September 2013

12. All appeals to have been heard by the Director before

30 September 2013

13. Prior Consideration interviews October 2013

14. New Structure in place for slotting/matching

01 October 2013

15. New structure in place for prior considerations

01 November 2013

16. Final leaving date for staff being made redundant unless alternative arrangements agreed

09 December 2013


8. Equality Impact Assessments 8.1 No issues emerging from current assessment


9. Staffing Issues Confidential part of the report



Appendix A. Responses from Staff Consultation This is a summary of the staff consultation responses

CONSULTATION RESPONSE MANAGEMENT RESPONSE RESULTED IN CHANGE

Structural Comments

1. Alternative structure for Building Control suggested with Principal roles split in to a more senior post and an area post

Rejected – it builds hierarchy back in to the team structure and confuses the roles. The new structure needs more flexibility within posts to deliver the Business Plan

No change

2. Building Control should report to Assistant Director rather than Planning Manager because of potential conflict of interests, competitive nature of the environment and to reduce overhead costs

Rejected – not necessary as the new Planning Manager role has that task of resolving potential conflict and an understanding of the development industry. The cost would also increase rather than decrease

No change

3. Concern that new Systems & Information team priorities would be dictated by the needs of the service area it sits within. Range of options suggested: - Put in Planning so that priority is given

Concerns understood as this is suggesting a very different approach to managing and delivering systems and information support and services. Given the strength of feeling of very different views a

Change – team to report to Assistant Director for first year and then reviewed. It will be closely monitored to ensure service delivery is not


to the planning M3 system because of its criticality to service delivery; - Keep in Regeneration so that unfair priority not given to M3; or - Report to Assistant Director so that priorities can be seen to be fairly assessed

change is agreed compromised.

4. Concern that Planning still need M3 support within the team because of the importance of system to service delivery, therefore need a resource that is direct and easy to access with understanding of needs.

Concerns understood and this will take time to address with a new team – agreed to make a change to the team structure so M3 as a system still in Systems & Information but support is within the service

Change – put the service user support in to Planning Administration Team Leader role and make full-time post – change one of the Officer roles in the Systems & Information team to an Assistant

5. Alternative structure for Systems & Information – a full-time systems person in Planning team and same in Building Control to support users and service requirements would deliver a better service but would cost more money. Rest would be within Support Services

Rejected – cost is too great and would undermine the change intended which is to get wider, appropriate and more effective use of systems across the whole planning and regeneration team

No change


6. GIS role should remain within Regeneration Strategy & Delivery as 80% of current work is in support of strategic planning. Not necessary to create a separate team to achieve objectives – can do through specific project groups/work

Rejected - Concerns understood but the change is intended to get wider, appropriate and more effective use of systems across the whole planning and regeneration team. The project approach has not worked to date in this area. However, do need to think carefully about where teams are physically located to address the concerns.

No change

7. Separating business support and investment will make them more isolated to detriment of service delivery especially as based in different locations – not always easy to distinguish between small business enquiry and larger investment potential

Concerns noted– considered very carefully, but this is how it has been historically delivered and what has suffered is the investment side. Job roles will include the need to liaise and work with others and the project approach to major enquiries and developments should help to create better cross-team communication and working

No change – but monitor

8. Alternative structure for Business Services proposed where the Senior Investment Officer manages small

Rejected – this is the same as current structure and will not be adequate enough to address the

No Change


business support with a supervisor rather than a manager at each workspace

growth agenda for the City

Resource Concerns

9. Building Control resourcing is inadequate to cover existing and future workload, need at least extra 0.4fte and flexibility to increase staffing if income rises with workload

Concerns shared – there is however not enough income and work to justify currently but unfunded 0.4 fte post has been added in to give some comfort that the issue will be addressed if the need materialises

Change – 0.4fte unfunded added to structure

10. Concern about amount of non-productive overhead on cost of service and ability to continue to deliver quality customer service

This has been kept to a minimum and a dedicated administrative resource should provide better value and service delivery


11. Concern that Food Health & Safety team would lose their only system and administrative support or that support would be inadequate

Concern noted and change made Assistant Officer resource in Systems & Information team should address this concern

12. Concern that there would be insufficient systems and admin support for implementing outcome of lean impacting on service resilience

Concern noted – the purpose of the restructure in this area to create systems that enable more effective and efficient service delivery

No change – restructure addresses


13. Concern about capacity within the proposed Assistant Planning Officer team given new role and resource reduction

Concern noted – changes and improved systems such as the scanning of information and ability to have applications available on-line that is just coming in should help address this but need to monitor


14. Concern about the breadth and importance of the role of the Regeneration Strategy and Delivery team and whether it will be understood corporately/externally

Agreed – service delivery and other developments such as the new Growth Board structure should help – alongside prioritisation – need to monitor


15. Full-time Assistant resource in Events & Culture is essential to deliver the workload proposed

Agreed – the voluntary redundancies that have come forward and other changes have enabled a re-jig of teams to make the Assistant’s post full-time

Change – Assistant post full-time

16. Investment team needs more resourcing as the workload is huge, especially given the priority for growth

Concern noted – will need to prioritise – if scope following job evaluation to increase the hours of the part-time posts will do

Change if resources allow


Job Role Concerns

17. Concern about the range of skills required in Small Business Support Officer role as it now merges Workspace reception duties and business support

Agreed Change – Small Business Support Officer post career grade

18. Planning Enforcement officer role is very varied and should be on a career grade to reflect the progression that happens within that role – just as that is recognised elsewhere in the structure

Agreed Change – Planning Enforcement Officer post career grade

Job Titles Concerns

19. Concern that merging Principal and Senior Officer job titles and calling them Senior will undermine the ability of officers to influence and negotiate effectively with external organisations, other professional teams (also impacts at appeals and public enquiries). This is particularly important given the roles that need doing with less resource. The change should be to call them all Principals as this is recognised in the various professions as more senior.

Accepted Change – Principal Officer title to replace Senior Officer titles


20. Calling the Service Managers Growth Managers does not give clarity to the public and organisations about the role – particularly true of the Planning Manager where it is misleading and could infer that it is not actually the most senior planning officer in the authority that the post that helps development get through the planning system. Should be called Planning Manager and Regeneration Manager

Accepted Change – Service Managers to be called Planning Manager and Regeneration Manager

21. Where there are generic job titles, need flexibility to add the appropriate discipline to give the customer clarity over the role and expertise of the post-holder e.g. Regeneration Officer (Planning) or (Housing) or (Energy).

Accepted Change – with management approval job titles can have appropriate wording added in brackets.

Documents

PLANNING & REGENERATION