Sustainable Growth and Efficient Planning Service
The Planning Service Directorate Plan 2024/2025 aims to deliver sustainable growth, manage unique environments, and provide high-quality customer service. Services include development management, strategic planning, conservation, business support, and enforcement. Budget saving measures and potential service enhancements are also highlighted.
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Planning Service Directorate Plan 2024 / 2025
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 hardworking, 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. Development Management Development Management A place to grow & prosper
Budget Saving Area Income generation Cost Saving Posts Saving Post title Post number Reason 56,07 Post to be funded from the Neighbourhood Planning Reserve West Devon Pre-applications and Scheme Development Agreements 10,000 L5 Senior Planning Officer CF172p 7 22,86 post to be deleted with 0.5 provided as cost saving Curently Vacant to be deleted on completion Land Registry transfer project Post frozen 23/24 now to be deleted L6 0.5 FTE Planning Officer CF344 6 South Hams Pre-applications and Scheme Development Agreements 30,000 16,82 L7 Business Support CF400p 5 56,07 Total 40,000 Senior Landscape Officer CF150 7 saving for Planning IT project(subject to redeployment of Tracey Web) 20,12 L8 Business Support CF810 7 171,97 Total saving 2 A place to grow & prosper Planning Service Planning Service
2024/25 Potential (if Planning income target is reduced to realistic level and staff saving are delivered) Service Area Service Budget 2024 / 2025 2024/25 Potential (Assuming planning income target met) Our people and our budgets Our people and our budgets Drew Powell Director Strategy and Governance Totals WD incomes -440,795 -450,795 -326,150 Alistair Wagstaff Assistant Director Planning Totals WD Salaries 805,218 805,218 787,866 Totals SH incomes -942,300 -979,300 -728,300 Totals SH Salaries Totals SHWD Income Totals SHWD Salaries 2,009,122 2,009,122 1,974,416 -1,383,095 -1,430,095 -1,054,450 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 2,814,340 2,814,340 2,762,282 Planning Enforcement Business Support Development Management Development Management A place to grow & prosper
Our contribution to Corporate Priorities The Planning Service plays a key role in delivering several priorities within our Council Plans The Council Plan A The Council Plan H1.1 Support communities and encourage Town and Parish Councils and landowners (such as farmers) to bring forward affordable housing schemes through Community Land Trusts and partnerships with other providers or charities NE2.6 Implement a decision making tool to assess climate and biodiversity (in addition to social value / other implications) H1.3 Mandate affordable and social housing as a high proportion of all new developments (Joint Local Plan (JLP) review process) and for all new homes to be primary residence only. BE1.1 Support Town and Parish Councils/ neighbourhood forums in the making of at least two neighbourhood plans a year (including modifications required to existing plans) H3.1 Work with agents and applicants to support compliance with the Climate Emergency Planning Statement BE1.2 Plan and prepare for the review of the Local Plan (JLP) to ensure that this supports the Council's plan and meets the needs of our communities. H3.2 Explore options for all new developments to be connected to nearest town or village by cycle routes or other means of carbon efficient transport. BE1.3 Support the refresh and expansion of conservation area appraisals and management plans throughout conservation areas H4.1 Delivery of specialist accommodation and adaptions for older and/or disabled residents to remain in their communities BE1.4 Develop a plan for preserving Duke of Bedford Cottages E4.1 Finalise a 20 year plan for walking and cycling throughout the district and commence delivery BE1.6 Deliver on our planning improvement plan to make sure applicants continue to receive a better service S3.3 Award of Section 106 (Developer Contributions) for community schemes / assets HE1.5 Develop new policies that influence the proportion of new development that is affordable and social rented accommodation particularly in rural areas. CS2.2Develop plans to increase responsiveness of enforcement action to provide better outcomes for communities PR3.2 Develop and implement systems that support our staff to deliver the best services for our residents. (Planning IT System) CS2.3 Improve communication with applicants and the overall speed of planning decisions, supported by the delivery of a new online planning system CS3.1 Plan and prepare for the review of the Local Plan (JLP) to ensure that this supports the Council's plan and meets the needs of our communities. Delivery high quality services through delivery of our service specific priorities 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 2025 target moved to July 2024 inc: - Develop service performance measures and monitoring reports through MasterGov - Complete Maintain a DM, Enforcement Process Manual (inc standard model conditions) - Produce updated Planning Enforcement Plan and training for members and staff on new Plan - Political awareness training for all Development Management staff - Consider the introduction of returning invalid applications after 2021 retaining 10% fee - Introduce questionnaire for qualitative monitoring on the issuing of planning decisions - Officer and DM and DM&L Committee member Site visits to review decision and quality of Development - Enforcement performance reporting to DM &DML Committee quarterly - Review Planning Customer Charter - 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 - July 2024 - Apr 2025 - April 2024 SH - June 2024 WD - July 2024 - - April 2024 - July 2024 - July 2024 - Quarterly - July 2024 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 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 - Ongoing GS/AW - Ongoing - Support the delivery of 2-3 Made Neighbourhood Plans through the system and additional modifications - Guiding Parish and Neighbourhood Planning groups through impacts of changes to the Joint Local Plan going forward - April 2024 - April 2024 Preparing for the JLP review (inc establishing resource and financial requirements) - Strengthening the Strategic Planning resource for JLP replacement - Establishing the fundamental policy needs for the TTV area - Develop a project plan for the JLP replacement development - Establish evidence base requirements and associated budget requirements and Planning reserve - 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 - April 2024 AW/GS/D V - April 2025 - April 2025 - April 2025 - April 2025 - On going A place to grow & prosper Development Management Development Management
Our service priorities - how well deliver quality services Service Priority Action Plan Priority Specific Actions Success looks like Timeframe Targets Service Lead Undertaking Conservation Area Appraisals - Complete Phase 1 Appraisals for Tavistock, Totnes, Dartmouth and Okehampton by June 2024 - Complete Phase 1 Appraisal for Kingsbridge by July 2024 - Establish Phase 2 Appraisal priorities for 2024 - Deliver Phase 2 Appraisals - Better understanding of the challenges and risk to our conservation areas to inform decision making and the areas management. - June 2024 KP/AW - July 2024 - April 2025 Development Management Validation and registration process expediently undertaken - Ensure Signing Off Document is completed on all applications - Monitoring application to ensure refunds are not required under planning guarantee of 16 weeks - Review and update Planning Customer Charter - Review Local Validation List - Developing an extending PPA (SDA) framework for the Development Management function - - 5 day validation for all applications - April 2024 PW/JH - Ensuring consistency in decision making and that accurate decision are issued - Ongoing - Ongoing - July 2025 - July 2024 - ongoing Enforcement - Produce updated Planning Enforcement Plan and training for members and staff on new Plan - Deal with Backlog historic enforcement cases with engagement of Ward Councillors - Deliver Ward Councillor enforcement surgeries - Deliver Enforcement Training SHWD Members - High quality enforcement service which investigate breaches of planning control in a timely and proportionate manner and take effective action which is in the public interest and where an unacceptable harm is identified - April 2024 SH - June 2024 WD - April 2025 - April 2025 - April 2025 HS 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 Business Support(inc land charges) - S106 Module implemented in MasterGov - Transfer Land Charges from Northgate to DEF MasterGov - Transfer elements of the LLC1 Land Charges Search to Land Registry - Look at ways of enhancing the Land Charges Searches through CON29R or a further enhanced search A highly efficient support team with a fully operation system which meets the needs of the service, enable planning and associated functions to be properly and expediently managed. Loss of the LLC1 income to be replaced with enhanced land charge search or Con29R search - July 2024 - June 2024 HS - WD Aug - SH Sept Securing stability of Service - Establish new Planning Service Budget and monitoring framework - Review Planning Service Structure for 2024/5 - Implement training and development programme - Balance Workloads to optimum levels for performance and wellbeing - Securing the retention of existing and new Officers - Reducing reliance on Temporary officer support - Support Staff in apprenticeships and professional training 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; with stable work force with limited churn of staff who are supported and with a strong team ethos and a service where people want and choose to work - April 2025 AW/PW/J H/HS - June 2024 - Ongoing - Ongoing - April 2023 - March 2024 - April 2025 A place to grow & prosper Planning Service Planning Service
Our performance how well know were doing well Performance Indicator Title Why this is important Performance Target Recent Performance % 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 - SH 100% - WD 100% % of non major applications determined within 8 weeks or with an agreed EOT - 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 80% (National 70%) KPI - WD 80% (National 70%) KPI - SH 90% - WD 75% 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 A place to grow & prosper Planning Service Planning Service
Our performance how well know were doing well Performance Indicator Title Why this is important Performance Target Recent Performance 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 - 8 Days 2023 Departmental - 5 Days Departmental 2024 - Applications are being within entered 1 day following receipt 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 - SH 384 - WD 117 A place to grow & prosper Planning Service Planning Service
Our performance how well know were doing well Performance Indicator Title Why this is important Performance Target Recent Performance 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 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 staff received an annual appraisal 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 Development Management Development Management
Risks what could stop us from achieving? Risk descriptor Mitigations Risk Score Ability to retain and recruit Staff within the service - Deliver quality service - Provide career progression - Provide learning and development opportunities Delivery of the new IT System for Land Charges and transfer of LLC1 Searches to Land Registry - 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 - Joint working with Def on Land Registry transfer 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 Planning Service Planning Service A place to grow & prosper
Risks what could stop us from achieving? Risk descriptor Mitigations Risk Score Consistency of approach to interpreting policies and development schemes - Development of and compliance with Officer Procedure Manual - Officers review key decisions - Planning technical meetings - Officer scheme reviews and development meetings - 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 - Pro-actively managing Planning Performance Agreements - Delivering the Planning Customer Charter and planned reviews - 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 A place to grow & prosper Planning Service Planning Service
Audits required Audit Previous Outcome Outstanding actions from previous audit Frequency Due in feb 2024 A place to grow & prosper Planning Service Planning Service
