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    Presentations Presentations Presentation Transcript

    • new ways of working enabled by technology 21st Century Office Showcase
    • new ways of working enabled by |
    • new ways of working enabled by technology
    • Some Key Stats• Administration for 100+ services moved to Riverside House• 2,000 employees• Better services• Higher staff satisfaction and better work / life balance• Saved £x,000,000 by doing it ourselves• Saving £2m per year on accommodation costs
    • WorkSmart The AssetsBuilding Design Principles and Fitout Paul Smith – Estates & WorkSmart Mgr
    • WorkSmart
    • WhyWorkSmart?
    • Where we came from• Town Centre staff spread across 7 buildings and a Town Hall.• Very poor building condition and all with extensive asbestos which restricted operations.
    • Where we came from• Much equipment beyond point where support and replacement parts were available.• Suitability of buildings was poor. i.e.:- • Disabled access not always possible. • ICT infrastructure/ inc server room. • Cellular offices restricting interaction. • Library Arts Centre services restricted.
    • Where we came from.• Poor efficiency of building space usage:- • 1 Desk per employee which surveys indicated were only occupied, on average, for 60% of the working day. • Paper and documents storage taking up large areas of office floor space. Information security. • 8 building receptions & customer service points, leading to customers having to visit multiple buildings. • 8 separate post rooms and procedures. • Separate cellular offices for most senior managers..
    • Where we came from• Rotherham Renaissance (RDA regeneration programme for the town centre)• On going proven programme of agile/ home working with low take-up.
    • What we decided to do• Business case indicated it was more cost effective to relocate to a new build than to refurbish. (by £85 million over 35 years)• New build option opened up many opportunities to support Renaissance objectives.• Office requirement to be reduced by rolling out agile working to all staff.• Issued competitive dialogue OJEU in April 2006. • Lot 1 New Council Building • Lot 2 New Cultural Centre • Lot 3 Redevelopment of vacated sites
    • What we decided to do• It quickly became apparent that the proposed building could not be delivered in isolation and that an extensive programme to change the way the council worked was required. This became the WorkSmart programme. Changes in property should be informed by long term service requirements and ideally not the other way around.
    • Governance Keep it simple and delegate appropriately SLT and Cabinet WorkSmart Steering Group / Project Sponsor Karl Battersby WorkSmart Programme Manager Paul SmithWorkSmart Accommodation WorkSmart HR Programme WorkSmart Implementation WorkSmart ICT Programme WorkSmart Communications Programme Manager Manager Programme Manager Manager Programme Manager Gary Gaunt Theresa Caswell Robert Parker Richard Copley Ceri Davis Directorate Implementation Accommodation Projects HR Projects ICT Projects Communications Projects Projects
    • What is WorkSmart?„WorkSmart is modernising the way we work to make the Council more efficient, leading to better services for citizens and a better work life balance for employees‟
    • Riverside House Agreed Delivery Model• Commercial (FR&I) Lease over 35 Years of a BCO standard CAT A Office.• As part of the OJEU the developer‟s main contractors, professional team and subcontractors were employed to complete the Cat B fit out for the tenant (council). Saving around 6 months and up to £3 million in abortive works/ fit out costs.
    • Riverside House Agreed Delivery Model• Procurement of all suppliers and subcontractors via the main contractor on an open book with fixed overheads, profits and prelims.• Council carried out is own ICT fitout and commissioning, but the machine room, racks and cable infrastructure were by the contractor.
    • Riverside House Construction TeamShell & Core Team Fit Out Team DEVELOPER TENANT Evans Property Group Rotherham MBC James Pitt Paul Smith (0113) 2711888 (01709) 254 061 QS / EMPLOYERS AGENT QS / EMPLOYERS AGENT Turner & Townsend Turner & Townsend David Cadenhead David Cadenhead (0114) 272 9025 (0114) 272 9025 ARCHITECT INTERIOR DESIGNER CJCT careyjones chapmantolcher CJCT Patrick Evers Paul Chapman (0113) 224 5000 (020) 7269 9400 MAIN CONTRACTOR MAIN CONTRACTOR GMI GMI Nick Shepherd Nick Shepherd (0113) 276 0505 (0113) 276 0505 PRINCIPLE ENGINEERS PRINCIPLE ENGINEERS WSP Leeds WSP Leeds Russel Greenwood Russel Greenwood Director Director (0113) 395 6200 (0113) 395 6200
    • Riverside House Design Criteria• Following the floods of 2007, which inundated the site and caused a loss of electrical supply to the town centre for 24 hours, the following building resilience enhancements were added to the specification:- – Backup generator to support the whole building 2Mva. – Ups to support ICT on power failure – Flood defence height increased to a 1 in 100 year event + climate change + freeboard. (900mm above planning requirements). – Drainage can be pumped to tanker in times of a major flood.• Generator controls are now being modified to sell power back to the grid at peak times and to support the building when electricity costs are at a premium. Saving up to £45,000 per annum.
    • Riverside House Design Criteria• 16,000 m2 Nett Internal Area (20,000 Gross)• 1 desk per 8.5 m2 in the office spaces• Excluding Public Areas (Ground Floor) 1 Desk per 10m2 NIA• 5.8 desks to every 10 office employees.• 1306 Desks supporting up to 2241 employees• 5.8m2 per employee against a government target of 12m2 per employee.
    • Riverside House Design Criteria• Library/ Arts and Gallery• Customer Service Centre• Registrars Office & record storage• Café• Social Services Case Conferencing Facilities. With a separate public entrance.• Statutory Small Marriage Room (Marriages now at the Town Hall & Museum)• Emergency Control Rooms which double up as ICT training rooms.
    • Riverside House Design CriteriaMeeting Rooms/ Individual Offices In Riverside House.• All rooms have AV including IP TV (5 pre-set channels). - 49 off 4 Person Quiet Pods/ Booths (not bookable) - 8 off 4 Person - 8 off 8 Person - 4 off 8 Person (Flexible Configuration can be 2 x 16) - 2 off 12 Person - 2 off 16 People (Flexible Configuration can be 1 x 32) - 1off 18 Person - 4 off 20 Person - 2 off 15 Person Emergency Control/ ICT Training Rooms - 5 off Directors Offices with 6 Person meeting Table• 8 person and above have IR induction loops• 16 person and above have audio enhancement and Blu-ray players.
    • WorkSmartMeeting Room Images
    • WorkSmartQuiet Booths/ Pods
    • WorkSmart• Space Allocation:- – Fixed worker • 1 desk per fixed worker • An assigned Locker 0.45 lm • Assigned Team Storage 1.5lm. – Flexible worker • 5.8 Desks per 10 Flexible Workers • An assigned Locker 0.45 lm • Assigned Team Storage 1.5lm. – Mobile Worker • 1 Desks per 4 Flexible Workers • An assigned Locker 0.45 lm • Assigned Storage 0.8 lm. – Permanent Home Worker • No allocation in the office
    • WorkSmart• Space Design Standards:-• Staff Facilities – 12 Showers (2 Disabled) – 9 Lifts ( inc 2 Fire Lifts + 1 goods lift) – Prayer/ Contemplation Room – Medical Room – Parenting Room – Public Café + Kitchens/ Tea Points + Vending + Breakout spaces• Improved Security – Electronic Pass systems – CCTV Coverage
    • Ground Floor Plan Library Arts Wing A Marriage Room CaseConferencing Entrance Suite Café CSC Wing B Building Reception Library Arts Wing C
    • Kitchen, Vending & Break Out AreaToilets & Stairs Lifts Meeting Room Kitchen, Vending & Break Out Area First Floor Plan
    • Kitchen, Vending & Break Out AreaToilets & Lifts Stairs Meeting Rooms Kitchen, Vending & Break Out Area 2nd & 3rd Floor Plan
    • 4th Floor Plan IT Office Space Kitchen, Vending & Break Out Area ICT Server Room Registry Plan CX &ICT Build Strategic Store Printing Area Emergency Directors Control Offices Prayer Rooms Urban Traffic Control Meeting Room Parenting Room Medical Rooms Room
    • 5th Floor Plan
    • WorkSmartDecant into RiversideDecant is a major project in its own right. • Decant Project Manager • Don‟t forget about Directorate WILs took up a secondary role as Decant • work and costs to Champions to collate information on each teams:- Reasonable adjustments • • decommissioning Specialist ICT needs Storage allocation • Lockers • and holding to 200 employees on a Friday - One Move per week of up vacated buildings… Monday is much easier to manage than 40 per day 5 days a week. • Move guide detailing all employees need to do and know. • Detailed co-ordination with ICT department particularly around desktop equipment. • Decant & IT staff available on site when employees first arrive, removes many issues at source. • Weekly feedback meetings with occupants.
    • Asset Outcomes• Reduction in Town centre floor area from 45,000 m 2 to 30,000 m2• Reduction in town centre buildings energy costs from £867,000 to £396,000 a year. – Energy cost per employee reduced from £369 to £166 per annum (Riverside = £122 Pa)• 58 workstations for every 100 previous desks. – Desk usage survey indicate we still have an average of 40% free desks across the week. So we will be looking to bring more staff in.• Vastly improved resilience of building and ICT systems.• £85 million less (over 35 years) than option of refurbishment alone.• £180,000 per year less office churn.
    • ICTA Key Enabler of WorkSmart But not rocket science…
    • Laptops For All StaffTo support hot-desking and remote working.>90% of RMBC‟s 4500 computers are now laptops 750 laptops delivered each year Sometimes laptops are overkill…
    • Thin clientTo make computing device-independent But don‟t close the desk to others
    • Bring Your Own Device (BYOD)Win-Win! Security is everything
    • VPN (Virtual Private Network)To securely access systems from outside the Councilnetwork. 2000 accounts live VPN is not the only game in town
    • MyMail (Outlook Web Access)To access your RMBC email from any computer. Available to all staff by default.
    • Open Outlook CalendarsTo quickly see where colleagues are and when they areavailable.Mandated forall staff. There are ways to make it work for everyone
    • Resource Booking SystemMeeting room booking Condeco Booking System is Staff don‟t Now Live have time to search for rooms
    • VOIP TelephonyTo easily log on to your phone extension from anywhere – akey enabler of the accommodation strategy. 4000 extensions live. Softphones for home Call flow, call workers. flow, call flow
    • Conference CallingTo reduce the need for travelling to meetings. Conf. call etiquette training is important
    • Follow Me Printing, Fax & Scan To MeTo enable more flexible and efficient printingscanning. Collect prints fromSide benefit – any machine. 45% reduction in print volumes No traditional fax machines in Riverside – incoming faxes are delivered as email attachments. Outgoing faxes are send from MFDs.
    • Public Internet AccessTo enable more citizens and Members to use iPhones,iPads etc to access the Internet from Riverside‟s café andthe Town Hall Useful for partners and popular with staff
    • RedGreen Network SegregationAllows closer partnership working. The network detects non- RMBC machines Public WiFi is and routes then a better way out to the Internet to allow to do this partners to work from Riverside
    • Desk-level powerSo that people don‟t have to crawl aroundunder desks
    • PC VirtualisationSaves on valuable desk space Eliminate PCs You can‟t start acting as this too soon… serversreporting machines through virtualisation.
    • BCPDR – a huge side-benefit to agile working 2013 snow >700 people available to work because of remote access technologies
    • New Data CentreNew NetworkBackupsystems for airconditioning, Don‟t bite offpower and fire more than yousuppression. can chew…
    • new ways of working enabled by technology 21st Century Office Showcase
    • WorkSmart –Implementation of Agile Working Theresa Caswell HR Programme Mgr
    • The Challenge• To introduce new ways of (agile) working including introduction of new technology to 2000 employees• Achieve 42% reduction in desk occupancy• Relocating 2000 employees from their current location to new office• Reduce paper files to meet a reduced storage allocation• Provide better customer service through improving the „way we work‟• Reduce costsAll with minimal employee relations issues!
    • What we wanted to avoid• Increasing footprint/storage space• Customers being affected by the move and change in work styles• Employment relations issues• „Down Time‟ resulting from change not being effective• Affects on staff morale and impact on performance
    • Our starting point• Staff suspicious of desk reductions• Myths – mistrust in the process „only doing this to fit in to the building‟• „It will never work‟• Staff pushing the boundaries on protocols• Management clinging to „passive face time‟• Management worries about performance management – out of sight, out of mind• The costs of „agile working‟ “Change”
    • WorkSmart Business CaseRealisation targetsThe Council has adopted the following WorkSmart benefit targets. • 15% increase in personal productivity over 5 yrs (i.e. personal time savings) • 20% reduction in business miles travelled & expenses costs in 2010/11. Increasing to 30% by 2011/12 (Base year 2007/8). • Reduce workstation numbers by 33% across the corporate estate by 2014. • Reduce office estate across localities by 33% by 2014 & realise resultant savings. • Improve measures of staff satisfaction
    • WorkSmart BenefitsRealisation targets These targets are to be incorporated into Directorate / Department Service plans, department Asset Plans and into the existing Performance Management Systems.
    • Our Approach• Change management programme• Challenge „the way we do things round here‟• Dispel myths, put fears in context – myth buster• Involve staff - clear communications plan• Survey staff opinion – empowerment• Job role – invite suggestions on how things can be done better• Business case approach for agile working• The „flexible‟ workstyle was adopted as the standard for all staff• Plan would follow a phased approach and include a „quick win‟ team and a more „challenging‟ team• Each Directorate had a dedicated resource
    • Directorate Teams Directorate Direcorate Programme WILS Requirement Analyst Sponsor Manager (M3)EDS Diane Douglas Diane Douglas Jane Evans Kirsty FaundezResources Phil Howe Dave Sissions Tracy Blakemore Lyndsey WoodgerCYPS Warren Carratt Warren Carratt Emma Hayes Barrie HardwickNAS Dave Roddis Dave Roddis Sharon Barker Denise Mitchell
    • Implementation –Activities UndertakenImplementation Programme involved the completion of a numberof activities across 4 stages: -• 1 - Kick off – Identify local stakeholders, including local sponsors, influencers, adopters – Develop a local Communications plan – Launch/kick-off event• 2 - Explore – Conduct senior stakeholder interviews – identify enabler and objectors – Engage staff through focus groups – Conduct analysis Activities: DILO, Space Utilisation, Gap Analysis workshop – Produce the benefits Case
    • Implementation –Activities Undertaken ..cont.• 3 - Design – Conduct solution Design workshop – Develop local business case – Conduct solution Design approval interviews with senior stakeholders – Document solution proposal and submit for approval• 4 - Plan – Develop transition and people change plan – Develop Benefits realisation plan – Acquire acceptance/sign off• The ultimate outcome being the production of a recommended solution – tailored to the team/service
    • Example Findings • Space Utilisation • It is useful to conduct a space utilisation exercise before, during and after to measure the impact 0% Service Name - Detailed Space Utilisation 14-18 March 2011) 16 14 46% 45% 12Workstation Occupancy 10 Occupied 8 Signs of Life 6 9% 4 2 Occupied 0 Mon Mon Mon Mon Tues Tues Tues Tues Wed Wed Wed Wed Thurs Thurs Thurs Thurs Fri Fri Fri Fri 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 Signs of Life Day / Time Empty
    • Findings continuedDiary Analysis / DILOPhase One Team• Approximately: – 40% of time per week is spent on research and reading („Other‟ activity includes delivering and receiving training) – 20% of time per week is Admin updating systems and paper-based – Only 20% of time is spent in face to face contact either with the customer or internal• Overall, around 80% of all activities recorded in this exercise can be undertaken from any location e.g. Reading / Research, e-mails, admin, telephone calls, data input etc.
    • Implementation• Phased approach• Stepped Process• Tools – Space utilisation, DILO‟s, work shadowing• Information gathering and local business case• Barriers/enablers Managers• Gap Analysis implement!• Recommend solution
    • RecommendedWorkstyle
    • WorkStyles - definition Fixed Location Flexible Location Mobile Home• 100% desk allocation • 58% desk allocation • 25% desk allocation – No desks allocated to• Fixed location • (10 people per 5.8 desks) • (4 people per 1 desks) home workers – Support to work from• Specialist equipment • Ability to log on to any • Ability to log-on from any (where required) e.g. fixed or flexi desk flexi-desk or fixed desk home chair – Home Furniture (desk, • Personal locker storage • Personal locker storage• Storage – Filing cabinets chair & file storage) • Resource booking • Co-location of team / team (and electronic) – Ability to use flexi desk in system area• Access to additional work office • Co-location of team / • Mobile workers may be space – Home Based roles are team area required to visit their admin• Co-location of team / base but the majority of typically data processing • The work may also be type roles that do not team area carried out occasionally their work is carried out in the community e.g. Social require face to face• A specific front facing role from home e.g. Human Workers, Clerk of Works, contact e.g. processing that has to be delivered Resources Officer, M3 from a fixed point e.g. Buildings Managers claims for revenues and Manager, Business benefits, remote ICT Cashier Support Officer support.
    • Findings• Some areas of good practice already existed – case of formalising how they already worked – quick wins• Most duties could be undertaken from any location i.e. research, telephone calls, data input• The extent of the 4 stages were tailored to suit similar teams – did not always need to take all teams through the whole process e.g. social work team• Desk reduction overall achieved from team, service or Directorate• Reasonable adjustment requirements within most teams – do not underestimate but also do not go further than necessary• Reasonable adjustment solutions were designed for all where possible and bespoke where not possible
    • HR PoliciesDevelop or review ;--Home Based Working-Office Protocols-Occasional Working from Home-Information Security-Travel & Expenses – travel and parking WorkSmart
    • Policies Continued….- Health & Safety - Lone working Ensure HR - DSE Data is current - Risk Assessments - Fire procedures-Reasonable Adjustments – Produce baseline Accommodation, travel etc information as benchmark-Working hours/Flexi scheme-Performance management – is existing policy fit for purpose? WorkSmart
    • Communication &ConsultationExternal• Public consultation – planning, Disabled users, Civic Society etc• Media relations• Communication with customers on services – closing/opening of buildings
    • Communication & ConsultationPlanWhat to include;- -Stakeholder analysis – identifies the resistors/supporters -Survey Employee opinion – WLB, Flexible working, Accommodation- Provide employee open days- Set up a Trade Union/Worker Rep consultation group- Promote case studies- Circulate newsletters WorkSmart
    • Communication& Consultation Continued ………• Provide regular updates to Elected Members• Provide more informal ways to communicate e.g discussion board, E-mail address• Develop FAQ‟s• Brief Teams regularlyPre-move• Comms to prepare for move – offer visits to new building• Provide move guide and briefingsPost move• Hold drop in sessions, weekly communications – you asked we did!• Celebrate success – promote good news stories – internal/ external promotion, aids recruitment WorkSmart
    • StaffConsultation Event
    • Results634 consultation forms were completed by visiting staffQuestions were split into 4 main areasAccommodation :• The survey gave a clear indication that staff preferred option 1 layout and desking (120° desks)• In terms of decor, mood board 1, “contemporary”, was the most favoured, also staff chose a wood veneer finish to desks as opposed to white or coloured• In terms of breakout furniture staff had a preference for sofas and armchairs over tables and chairs
    • ResultsCar Parking /Transportation• A third of the respondents were concerned about the amount, proximity or quality of the proposed parking provision• A quarter felt that they must have a car readily available in order to carry out their work duties• 17% felt strongly that staff should not have to pay or pay so much to bring their cars to work
    • ResultsAgile Working• Survey results and feedback on the day were mostly very positive, both about the event and WorkSmart (45% positive, 24% cautiously optimistic)Technology• A majority of staff (69%) believed that they would be provided with the technology to work in an agile way
    • Learning & DevelopmentAreas to consider-Change management-Induction to new building-Flexible working – manager/employee module-Fire safety-Display Screen Equipment-ICT – e-learning to support agile working e.g. outlook calendarE-learning or classroom based? WorkSmart
    • Key HR Outcomes• Reduced sickness absence - 7.96 days average per employee/annum (9.62 at the start of project – 2007/8)• Reduced Mileage• Employee Opinion Survey Results 2012 2008 My manager actively promotes and supports flexible working & work-life balance 72% 65% I am proud to work for the Council 66% 62% Overall, I am satisfied to be working for the Council 72% 63%*
    • Key Outcomes• Reduction in workstation numbers (reduced by 42%) 2010/11 Reduction of 316,523 miles from previous year generating £126,609• Efficiencies realised by reducing reception points• Increased data security• Better working environment enhanced• Enhanced personal effectiveness• Active face to face time – more cross department working• Better customer services• Greater employee satisfaction• Business continuity safeguarded through more flexible ways of working
    • Future MeasuresFuture measures to be realised;-• 15% increase in personal productivity over 5 years. (i.e. personal time savings)• Reduce office estate across localities by 33% by 2014 and realise resultant savings (currently at 30%)• Reduce desk occupancy further in 2013 as desk occupancy surveys indicate• Improve the measures of staff satisfaction
    • Gary GauntProject Manager
    • ConsultancyBackground – Provided to another local authority – 1600 employees over 10 town centre locations – New civic office accommodation housing 900 workstations (60% desk occupancy) – Approached in March 2012 to provide guidance on WorkSmart principles – Approached in June 2012 to provide project management
    • Why Were We Asked To Support? • Client had limited project management resources and experience • Short timescales involved • Proven track record on delivery • Tested processes and material • Local Authority knowledge • Experience of knowledge transfer
    • What did we provide?• An adapted WorkSmart methodology• Training to the core team on the process• Documentation and tools to support the process• E-Learning packages• Policies and procedures• Advice and guidanceProvided Project Management on;-• WorkSmart• Furniture and ICT fit out• Operational requirements & Decant
    • What we provided?Provided Project Management on;-• WorkSmart• Furniture and ICT fit out• Operational requirements• Decant
    • WorkSmart ProjectOverall ReflectionWhat Went Well?• Project on time, on budget• Desk occupancy achieved• Centralised integrated team• Empowerment – delegated decision making• Senior Leadership Team & Member buy in• Continuity – team members (WorkSmart/Decant)• No employee relations issues• Positive feedback from staff• Preparation – implementation of agile working in existing locations
    • ReflectionWhat Would We Do Differently?• ICT refresh package – centralise costs to remove barrier (e.g. VPN token)• Desktop v laptop v mobile device• Be aware of other initiatives – that may affect project delivery• Full time resource allocation to a dedicated project team
    • new ways of working enabled by technology 21st Century Office Showcase
    • Worksmart Nigel HancockRotherham Metropolitan Borough Council DEVELOPMENT MANAGER
    • The Planning Application Process may be betterunderstood by mapping its sub processes Each sub process requires a different amount of effort to complete it Pre Application Receipt Validation Other Admin tasks Consultation and Notification Evaluation Delegated decisions Committee decisions Decision making Discharge of conditions Post decision amendments
    • How Much Does It Cost?• Sub process Council 1 Council 2 Council 3• Pre Application £ 53,407 £ 270,419 £ 372,949• Receipt £ 16,588 £ 42,647 £ 39,576• Validation £ 25,266 £ 203,232 £ 287,140• Other Admin tasks £ 26,104 £ 48,030 £ 89,618• Consultation and Notification £ 11,806 £ 124,478 £ 267,448• Evaluation £ 102,090 £ 425,847 £ 762,831• Delegated applications £ 78,242 £ 226,835 £ 523,770• Committee applications £ 30,591 £ 196,976 £ 206,950• Decision £ 7,748 £ 82,237 £ 93,884• Discharge of conditions £ 13,365 £ 67,415 £ 110,611• Post decision amendments £ 7,283 £ 33,669 £ 32,842• Managing the process £ 30,736 £ 117,809 £ 143,065 £ 403,226 £ 1,839,592 £ 2,930,684
    • Pre Application Receipt Validation Other Admin tasks Consultation and Notification Evaluation Delegated applications Committee applications Decision Discharge of conditions Post decision amendmentsSelbyoltonBuryorley hameedsdingeton 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
    • Detailed Process Diagram From pre- Hambleton District Council To application Main Application Process Discharge of advice if Acknowledge- Evaluation and Conditions applicable Receipt Plotting Validation Consultation Decision ment report Note the variables: 1) This could be the first time the Applicant/agent TSU receive and TSU index the Refer to the validation checklist for full details. application is plotted if site During this stage, the PO will send application 42% print application application and Checks include: plans were not available discuss the merits of the From the 6th‟ April, the DC PSO emails/writes tovia Planning Portal documents input UPRN A) 4 sets of documents (official copy, Part 1 for public prior to initial validation. Case with the Team Leader/ Manager has made this applicant depending on how Case closed viewing, Parish Council Copy and another – PSO OR 2) The application could TSU plot the DC Manager. This can be initial check for householder the application was received. DC Manager/PO doesn‟t know where this goes be re-plotted if the original boundary on GIS done formal at the weekly applications. makes a rough site plans were incorrect. Wednesday meeting or at Application details integrate B) Correct/relevant application 3 copies for: If the case has been subject check of File kept for 28 days weekly individual case automatically, except the C) Correct detail e.g. scales, elevations, fees etc No Head of Service Applicants/agents to previous involvement by a application, Yes reviews. Meetings usually Note: PO will involve Note: The PO will often UPRN which must be input D) Planning history and constraints Development Parish Council PO, then they will conduct informs PSO of take place around 3 weeks consultees and colleagues prepare a committee report manually Note: This is a timely exercise as the PSO checks both Team Leaders Neighbours this check any issues and PSO emails/writes PSO keeps file Was the after validation. as required. This would be throughout the evaluation CAPs and the old plotting sheets. The PSO is not Is information Business Support TSU take Chief Officer puts in PSO tray convinced that the electronic version is correct as to applicant to PSO changes and waits for TSU receive application TSU take the case particularly for and report stage TSU plot the submitted Delay of up to 3 scan the information/ for full validation there is a gap in the history when the information was explain why the status to invalid on information/ Yes information invalid due to No information to major or complex TSU make boundary on GIS within 28 days information and application to PSO Received by: Head of Service Development Data loaded onto CAPs and the GIS layer. application cannot CAPS application to be required incorrect/no scanning room applications e.g. listed TSU issue letters/ amendments to TSU email final PO to record PO indicates No days? return to TSU for re-validation Post Development TSU format and Officer produces De-brief following Yes be validated resubmitted site maps? buildings invitations and report following report to Committee visit Chairman‟s Wait for CMT decisions which amendments and 70% Email instructs TSU to prepare copies of Officers briefing powerpoint CMT meeting CMT and files A site visit report form is details to CMT Officers briefing, Development Data site if required briefing meeting are contrary to decision and Yes Letter prepare for report presentation for returned to PO filled in and filed. The details Indexing = Matching delegates updates the list Officer recommendations passes file to TSU 21 DAY CONSULTATION Fax Statutory responses are not Committee CMT Business Support Is it a local e.g. Listed building, general, Includes: Existing and proposed Applicant/agent (excluding the date of the application numbers and and update Anite Applications wait POs are split into 2 21 DAY CONSULTATION PERIOD Public Access acknowledged Team date stamp TSU take the householder householder. use, constraints, DOE code, Case sends unexpected visit) are not input into document types Applicant/agent TSU input the TSU input the Can the in PSO tray for PSO assesses Can the geographical areas, PERIOD Responses through Public Copies sent to observers application, attach application to the application or PSO sorts the It is NOT split into major, Officer, Consultations, neighbours, amendments CAPS, therefore paper files CMTsends application 46% Delay up to 1 day application and received date on application be No No validation. whether the application be managed by a Team Leader Note: Adverts published Access do not need repeat PO supplies and consultees receipt for cheque DC Office for has a PO had applications minor or other. press publication and dates, site are kept as an audit trail. 7% by post payment details CAPS plotted? 8 day backlog at application is valid validated? every Friday, so delays of up input into CAPs supplementary and process the validation prior Up to 2 days. PSO notices present to 7 days can occur information and payment involvement? hands over the Up to 1 day. Files PSO ticks relevant PSO ticks TSU issue letter to TSU update CAPS TSU collect plans/photos to TSU issue PSO changes applications in TSU issue handed over in PO groups Head of Service Head of Service consultees on relevant TSU make up the TSU input acknowledge PO makes PO asses whether Are there PO assesses Wait for receipt of with responses original copies, Wait for Team Team Leader Wait for Head of DDO decision notice to Yes CAPS status to batches. On 14th TSU allocate the consultation TSU advise press batches to PO makes initial Are additional applications in Are additional Is re- TSU receive PO makes final PO writes report Development Delegated Development 30% Consultation application file and fold the validation date receipt of a valid TSU pass the file PO logs date from No Site visits made PO visits site and assessment for No amendments/ unresolved No whether or not re- No consultation and produce BSU scan the index the Await expiration of Leader to check assesses the Amendments No Service Amendments No Delegated or applicant/agent NOWVAL but April, 37 case to a Planning documents and agent of required Planning. In w/c assessment of consultees same area, in consultees consultation consultation Wait for scanning assessment of and makes assesses the 93% instructs TSU to Sheet and decides category on plans in the and application application and to allocated PO TSU on paper file 90% weekly puts up site notice additional 80% additional info issues with the 60% consultation is 60% responses by post acknowledgement paper copies applications in consultations the report. Up to 1 report and required? 85% Development to required? 92% committee? and index report PSO deals with the does NOT enter applications Officer make up site adverts 14th April, 32 files application required? preparation for required? required? responses application recommendation report and issue the decision oldest application first. whether an advert Consultation required format details give timescale for consultees required application? required or email letter for Anite and take to week if not urgent. decision check the report on Anite the validation date received in TSU notices were handed over weekly site visit decision notice The pile is split into is needed Sheet decision neighbours relevant PO following in 1 day. Case closed portal or post, then into validation. Yes Yes Yes Al applications are plotted Y 40% Re-consultation is often types of application e.g. 10% 20% PO contacts the 8% prior to validation, unless the 21 DAY CONSULTATION Withdraw required when amended Listed building, general, Yes site maps in missing. The folding of plans is strictly PERIOD TSU issue TSU issue applicant/agent to Wait for plans are received. However, householder. PO completes PO completes 21 days for 15% Applicant/agent Customer observed. PO‟s complain if Adverts are required for the consultations, date consultations, date advise of information to be Continue, TSU scan onto changes are often submitted Is the It is NOT split into „blue sheet‟ for „blue sheet‟ for additional Head of Service delivers Services put they are not folded correctly. following types of the „blue sheet‟ the „blue sheet‟ information received. App/ Information withdraw/ re- Anite, index and to meet consultee application in major, minor or other. Consultations include additional Same day additional Same day consultees and 10 Continue Planning makesapplication to Civic envelope in post This is a time consuming applications: and make copies and make copies required, the need agent given set received? submit new put copy onto Part requirements and there is no an envelope? neighbours and statutory consultees and consultees and days for re- amendments Centre office room exercise. Majors of application as of application as to withdraw or to period in which to application? 1 (for reception) time for re-consultation. consultees and can be sent passes to TSU passes to TSU consultation Team Leader Listed buildings required required notify of intension Yes respond Team Leader Customer services by post or email makes In conservation area to refuse 40% makes 95% date stamp the amendments and application, give amendments? passes to HOSD the customer a receipt for cheque Business Support PO emails/writes to TSU take Part 1 Part 1 filed in and process the Delay of up to 3 scan the TSU index the TSU take the Part applicant/agent depending copy to scanning Customer payment days information and documents 1 file to reception on how the application was PO makes Team Leader room Services return to TSU received. amendments and hands back to PO 5% Applicant/agent passes back to to make Mail transferred to Proceed delivers Team Leader amendment 2% Civic Centre post Delay up to 3 days to start ofapplication to sub- room process office Hambleton District Council To Be Main Application Process TSU notify interested parties electronically Notifications sent electronically Application automatically This is an ongoing process Yes uploads to Anite and Uniform from day 1 of receiving the Non/minimal Officer case. Information from the involvement Design and Access statement, Planning TSU prepare the Email to include: Case Officer TSU issue papers Statements, constraints and Manager QA‟s the agenda and Committee visit Committee Is application Neighbour representations Applicant/agent Ref number requests QA via and committee policies should have been report documents on site if required meeting deferred? must be removed from submit electronic Date to be valid Workflow notifications pulled together before the Anite Public Access application Email to encourage TSU perform Case Officer notified via Case Officer notified via applicant/agent to monitor end of the consultation Householder simple validation Workflow Workflow progress on Public Access period BS/Customer check Committee No Yes Services receipt the fee TSU issue the TSU issue Case Officer Note that fees can be paid TSU send Case Officer decision notice TSU allocate the TSU acknowledge Householder or Is the consultations/ TSU notify press TSU receive End of the reviews Committee or Is it a minor or DC Manager QA‟s on-line for paper TSU create the TSU filter the validation status to TSU prepare site TSU scan and requests TSU plot the and DOC e-Form Case Officer and the application via non- application Yes notifications agents objections/ Consultation consultation delegated Del other app with Yes and authorises the End applications. electronic case file applications app/agent via notices index authorisation via application and notify identify consultees email householder? valid? (electronically to electronically comments Period responses and decision? no objections? decision email Workflow interested parties key consultees) finalises the report TSU perform electronically Non householder thorough No validation check TSU ensure the Note: Random quality BS/Customer invalid application Case Officer Case Officer visits Case Officer and TSU Applicant/agent No is diplayed on PA Case Officer Case Officer checks will be conducted Services open and Is a fee TSU index the makes initial site, puts up site Amendments notified via workflow submit paper No No prepares No requests QA via scan the attached? application Case Officer notified via assessment of notice, checks required? application milestone plan Workflow application Workflow application consultees Officer input as required. Wait for receipt of Yes information Application returned if not DC Manager Case Officer Applicant/agent Case Officer Re- received within 28 days discusses sends request for submits reviews the consultation DC Manager application with amendment amendments amendments required? QA‟s the report HOS and gains authorisation
    • Everyone‟s solution is different but it should contain elements of… The use of paperless technology
    • Paperless technology has a role to play• A paperless process, through efficient use of technology at each stage• Introduction of the electronic case file• A fully electronic process at each stage, enabled through effective use of workflow, web and mobile technologies including: – E-consultation and electronic receipt of responses; – Increased use of Public Access, to enable communication at various stages of the process and reduce contact with the department; – Papers and committee notifications sent electronically; – More neighbour notifications may be possible in this way• Increased use of scanning and indexing;
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