Planning Service Organisational Development Directorate Plan
The Planning Service Organisational Development Directorate Plan for 2023/24 focuses on delivering sustainable growth, managing unique environments, and providing high-quality services to communities. Through functions like development management, strategic planning, and business support, the service aims to support the growth and prosperity of the Council Areas.
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Planning Service Organisational Development Directorate Plan 2023/24
Our Purpose Our Purpose The Planning Service was created in 2022 to bring together key planning functions into a single Service. Our role is to deliver sustainable growth to the two Council Areas. Delivering in partnership, with the Joint Local Planning team, a strategy for growth and management of the unique built, historic and natural environment while delivering economic growth and housing for our communities both now and for the future. Seeking to deliver a high quality of service to our customers while protecting the unique environment. Our Vision Our Functions Development Management Providing the statutory function to determine Planning, Listed Buildings and related applications together with pre-application advice to deliver the best possible service to our customers. Proactively managing growth and change in the area. To deliver an Excellent Planning Service to our Customers, Members and the Community. Providing a high quality and customer focused approach to the services we provide. Using innovation to deliver our services in an efficient, consistent and financially sustainable way. With a hard working, passionate, supported and stable workforce where people want to work. Strategic Planning Providing the policy context and planning framework for the area, through close working with the JLP team. Delivering the associated monitoring functions. Neighbourhood Planning- Supporting and guiding the delivery of Neighbourhood Planning process through the network of Parish Councils/ Neighbourhood Forums to provide community level engagement in the Planning Process. Conservation Proactively managing the Conservation Areas by reviewing the existing and potential for Conservation Area status, to ensure the appropriate management of and development within these key historic assets. Business Support Delivering high quality support services to ensure the efficient operation of the departments functions. Enforcement Discretionary yet important service investigating complaints about development that may have been carried out without permission and where expedient taking action to resolve breaches. Business Suport Aligning our resources to Planning Service Planning Service A place to grow & prosper
Service Service Budget 2023/24 Our people and our budgets Our people and our budgets The Planning Services Drew Powell Director Strategy and Governance Alistair Wagstaff Assistant Director Planning Total 23/24 Budget Helen Smart Planning Business Manager (Principal Enforcement Officer) Jac Houslander Head of Development Management West Devon Pat Whymer Head of Development Management South Hams Strategic Planning, Neighbourhood Planning and Conservation Planning Enforcement Business Support Planning Service Planning Service A place to grow & prosper
Our contribution to Corporate Priorities The Planning Service plays a key role in delivering a number of priorities within our Corporate Strategies Better Lives for All A Plan for West Devon Deliver local homes that meet the needs of local people - Support the delivery of new homes across the Thriving Town and Villages JLP area each year Deliver local homes that meet the needs of local people - Support the delivery of new homes across the Thriving Town and Villages JLP area each year Commission and Manage Conservation Area Plans: - Continue a review of all West Devon Conservation Area Management Plans - Support and Promote WHS Delivery of the Joint Local Plan Support Neighbourhood Plans Supporting the delivery of Neighbourhood Plans Commission Conservation Area Appraisals and Plans Delivery high quality services through delivery of our service specific priorities Implement Planning Improvement Plan to delivery Quality Planning Service Undertaking Conservation Area the Appraisals for Phase 1 Areas Support Neighbourhood Plans through the system to being made or Modified Preparing for the JLP review (inc establishing resource and financial requirements) Securing Financial Stability of Service Delivering new Planning IT System Create a Stable Service Work Force Service Priorities 2023/24 A place to grow & prosper Planning Service Planning Service
Our service priorities - how well deliver quality services Service Priority Action Plan Priority Specific Actions Success looks like Timeframe Targets Service Lead Implement Planning Improvement Plan to Delivery Quality Planning Service Enact all actions by April 2024 inc: - Develop a suite of service performance measures - Develop, implement and monitor quality assurance/quality control measures in the department - Create and maintain a DM Process Manual (inc standard model conditions - Implement Training and Development Plan - Streamline and standardise validation and registration - Develop consultation framework - Review publicity of applications. - Produce update Planning Enforcement Plan - Review Scheme of delegation - Deliver effective governance, management and delivery of the Section 106 process. - A more consistent approach to managing planning process which is high performing, customer focused and resilient with a stable well supported work force. - Business as usually in the service is good developing toward excellent for 23/24 - Customer experience is positive of the service and well regarded by customers, Members, agents and consultees/stakeholders JH/PW/HS - Dec 2023 - Apr 2023 - July 2023/ Dec 2023 - April 2023 - Dec 2023 - July 2023 - July 2023 - April 2024 - July 2023 - April 2024 Undertaking Conservation Area Appraisals for Phase 1 Towns - Complete the 3 Appraisals for Tavistock, Totnes and Dartmouth with Management Plans developed from them and any associated reviews of the Conservation Area boundaries. - Establish phase 2 and 3 appraisal priorities for 2024 onward and project plan for delivery - Better understanding of the challenges and risk to our conservation areas to inform decision making and the areas management. - April 2024 KP/AW - April 2024 A place to grow & prosper Planning Service Planning Service
Our service priorities - Continued Service Priority Action Plan Priority Specific Actions Success looks like Timeframe Targets Service Lead Support Neighbourhood Plans through the system to being Made or Modified - Develop a more supportive and proactive approach to engaging with Parish and Neighbourhood Planning groups - Facilitate the engagement of other Council service in the process (specifically Housing) - - An engaged team approach with Parishes who are prepared for the changing Local Policy Context - More locally specific and relevant Neighbourhood Plans and policies to shape the areas growth - Increased coverage of UpToDate Neighbourhood Plans - August 2023 GS/AW - August 2023 - Support the delivery of 3 Made Neighbourhood Plans through the system and additional modifications - April 2024 Preparing for the JLP review (inc establishing resource and financial requirements) - Establishing the fundamental policy needs for the TTV area - Develop a project plan for the JLP review - Establish evidence base requirements and associated budget requirements and Planning reserve - Establish SHWD resource requirements on the JLP route to adoption - Develop Local Design Code for the TTV area - Insure monitoring programme is up to date and robust and completed annually. - Ensuring that the Strategic Planning Service is prepared to develop a robust local specific JLP and specifically the TTV Policies to better deliver the objectives of Better Lives for All and Plan for West Devon - Dec 2023 - Sept 2023 - Dec 2023 AW/JL/GS /DV - Dec 2023 - TBC with JLP review time table - On going A place to grow & prosper
Our service priorities - Continued Service Priority Action Plan Priority Specific Actions Success looks like Timeframe Targets Service Lead Securing Financial Stability of Service - Review the Planning Fees creating a new Planning Fees Document - Review Pre-application charging regime - Developing an extended PPA framework for the Development Management function - Establish new Planning Service Budget and monitoring framework - Review Planning Service Structure for 2024/5 - Establish Budget requirement for delivery of the JLP and Examination process Delivering a planning service with is financially secure and aware of fluctuations in income and is seeking to cost record the services which it provides - June 2023 - June 2023 - June 2023 AW/PW/J H - April 2023 - March 2024 AW AW - Dec 2023 AW Delivering new Planning IT System - Procure new IT System - Establish implementation system project team - Develop How To User Guide - Implement new System go live A fully operation system which meets the needs of the service, enable planning and associated functions to be properly and expediently managed through the system reducing delays. - April 2023 - April 2023 - Sept 2023 - Nov 2023 AW/HS Create a Stable Service Work Force - Develop training and development programme - Balance Workloads to optimum levels for performance and wellbeing - Deliver Planning Improvement Plan - Securing the retention of existing and new Officers - Reducing reliance on Temporary officer support A service with stable work force with limited churn of staff who are supported and with a strong team ethos and an service where people want and choose to work - March 2024 AW/HS/P W/JH A place to grow & prosper
Our performance how well know were doing well Performance Indicator Title Why this is important Performance Target % of major applications determined within 13 weeks, or with an agreed EOT It is important that the Council is processing major applications expediently to meet the needs of the customer and to reduce delays in the Planning System and to help ensure a 5 year supply of Housing in the TTV Area. SH 70% (National 60%) KPI WD 70% (National 60%) KPI % of non major applications determined within 8 weeks It is important that the Council is processing applications expediently to meet the needs of the customer and to reduce delays in the Planning System and ensure that there are not significant application delayed in the System reducing performance SH 70% Departmental WD 70% Departmental SH 80% (National 70%) KPI WD 80% (National 70%) KPI or with an agreed EOT Appeals percentage of the total number of decisions made that are then subsequently overturned at appeal, It is important that the Decisions made by Officers and Planning Committee are properly considered in terms of the relevant Local and National Planning Policies SH 10% National WD 10% National SH 70% Appeals Dismissed Departmental WD70 % Appeals Dismissed Departmental Provision of Pre-application Advice Pre-applications are important to getting the right scheme and supporting documentation ready for applications and also advising where development is inappropriate. A system which is expedient and allows quality engagement is key. Major application in line with agreed PPA time frames Minor application 8 weeks or in line with agreed PPA time frames Householder application 4 weeks or in line with agreed PPA time frames Registration and validation of applications (submitted with relevant Local and National validation requirements) The start of the application has a significant impact on the determination period of the application. Delays here compound impacts of the processing of application 5 Days 2023 Departmental 3 Days 2024 Departmental Enforcement cases open at end of each quarter Ensuring the expediate investigation and consideration of enforcement enquiry is important to the position of the Council and being seen to be dealing with breaches of Planning Control SH 400 KPI WD 120 KPI Housing Delivery Target This is a key measure of the delivery of a 5 year housing supply and the delivery of the JLP and also helps contribute to the delivery of affordable housing and housing requirements of the TTV Area 385 net additional dwellings per annum (TTV) KPI % of employees having had an appraisal or mid year review within the last 6 months (All Services have this target) It is important that our staff are all clear about their priorities and that performance is appraised with areas for personal development identified 100% of employees having had an annual or mid year review within the last 6 months All correspondence is responded to Our visibility, engagement with our customers, members and stakeholder is vital to how we are perceived and contributes to the quality of service provide. 5 Working days maximum Departmental A place to grow & prosper
Risks what could stop us from achieving? Risk descriptor Mitigations Ability to retain and recruit within the service - - - Deliver quality service Provide career progression Provide learning and development opportunities Delivery of the new IT System - - - - Project management of delivery Collaborative working with service provider with clear requirements and target Appropriate resourcing for project from Council with clear responsibilities Implementation of core functionality first delaying implementation of bespoke features Consultees are slow to respond undermining our ability to determine applications - - - Establishment of SLA and monitor performance Establishing clear consultation triggers and engagement requirements to reduce consultee overloading Developing proformas for internal consultees with clear comment requirements - - - - Development of Officer Procedure Manual Senior Officers review key decisions Planning technical meetings Officer scheme reviews and development meetings Consistency of approach to interpreting policies and development schemes - - - - Engage in Government Consultations. Staff training on new policy changes Develop programme for potential JLP review Establish JLP Evidence and resource requirements Changes to planning legislation - - - - - - Reduce expenditure on Agency Staff Monitor planning income and major applications submissions Increase Pre-app Fees and use of PPA s Development of Planning Performance Agreements Delivering the Planning Customer Charter Establishing JLP review costing as a forward Plan Financial and budget management - - - - Develop monitoring reports for officers and managers. Manage and monitor weekly over time application, EOT on application and track against performance indicators 1:1 meeting on scheme review with senior officers Reviewing Scheme of Delegation Poor Performance Planning Service Planning Service A place to grow & prosper
Audits required Review of the planning process (meeting timescales) and new system (planed for end 23/24 or later). S.Hams & W.Devon Operational Risk Planning - Development Management 16/17 (Improvements Required) 4 yearly 10 A place to grow & prosper
