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![More to come
• Resources
• Investment
[need more testing]](https://image.slidesharecdn.com/rethinkingplanningv0-150324074644-conversion-gate01/85/Rethinking-planning-13-320.jpg)
![Is it getting busier ? [yes]
Council 1
Council 2
Council 3
Council 4
Council 5
Council 6](https://image.slidesharecdn.com/rethinkingplanningv0-150324074644-conversion-gate01/85/Rethinking-planning-14-320.jpg)
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Rethinking planning
- 1.
- 2. The real performance‘story’ • Facts; real-time data on planning applications. • Opinion; what customers say about the planning service • Practice: how the service is delivered and goes about negotiating the best developments and outcomes
- 3. The real performancestory Basic building blocks adapted and recycled… • Benchmarking, comparisons • Not an annual snapshot, but a continuous process • Down to individual application level • No ‘start’ date – just get going • External ‘badge’ of quality
- 4. Your work profile Council1 Council 2 Council 3 Council 4 Council 5 Council 6 • Variety • Benchmarking • Data integrity
- 5. Your fee profile Council1 Council 2 Council 3 Council 4 Council 5 Council 6 Council 1 Council 2 Council 3 Council 4 Council 5 Council 6 • Variety • Income • Improvement focus • Risk
- 6. Outcomes – approvals Council1 Council 2 Council 3 Council 4 Council 5 Council 6 • Trends • Messages • Differences
- 7. Withdrawn applications Value VsNon-value Council 1 Council 2 Council 3 Council 4 Council 5 Council 6 • Waste • Trend – positive/negative • Cost: work + free go • Message to community
- 8. No fee (exc.heritage & trees) Value Vs Non-value Council 1 Council 2 Council 3 Council 4 Council 5 Council 6
- 9. Process performance Council 1 Council2 Council 3 Council 4 Council 5 Council 6 Valid on receipt • Avoidable time/cost • Is it you or them? • Application type
- 10. Customer or Target-driven? Processperformance
- 11. Box Plots Most (50%)of the data median Upper 25% Lower 25% Average
- 12. Customer or Target-driven? Processperformance GOOD Decisions asap BAD Last minute
- 13. More to come •Resources • Investment [need more testing]
- 14. Is it gettingbusier ? [yes] Council 1 Council 2 Council 3 Council 4 Council 5 Council 6
- 15. Development value inour place = £60m/yr Council 1 Council 2 Council 3 Council 4 Council 5 Council 6
- 16. Customer Surveys • Agents,Applicants, Neighbours, Peers • Staff, councillors, amenities • Tied to an individual application • Help, Time, Information, Straightforward.
- 17. Customer Surveys • “Wemay be slow, but we offer a quality service” – This allows you to test, prove • Same questions nation-wide • Early days
- 18. survey results Application Ref:HA/FUL/4456/14
- 19. Q: how manyexpensive process reviews focus on speeding things up but fail to notice that the service says ‘yes’ more often than its peers, creates less waste and has happier customers? PQF = the real performance story
- 20. “PAS Planning Quality Framework= consistent, relevant information to benchmark performance” (p12):
- 21. Solution in searchof a problem ? • Purpose • Routine • Value • Or do something else … • Use it or lose it ?
- 22. Part 2 Rethinking Planning (revolutionisingways of working for our customers)
- 25. EVERY GROUP YOU’VEEVER WORKED WITH Time with peers Away from the day job Easy-to-implement ideas Time with peers Away from the day job Easy-to-implement ideas
- 26. Project plans Wide ranging Bigbang Project plans Wide ranging Big bang
- 27.
- 29. What we’re learningfrom other disciplines • Start with the customer, purpose • Understand how everything relates • Re-think the ‘why?’ not just ‘what?’ & ‘how?’ • Experiment ‘in the work’ • Avoid too much change at once • Test, learn, change as you go (forever)
Editor's Notes
- #24 Blog 18 months ago. Challenges of continuous improvement. This was about how CI in many places is not REALLY CI, but a periodic review and adjustment and rather than being part of the fabric of how services are run, improvement is usually a separate project and often a reaction to something negative e.g. poor performance, a court case etc. My article was about changing the way we think about what improvement is and how we go about it.
- #25 In many places there is a view that making improvements takes too long, that we can’t change everything we do and train people in new ways of working. CI is often seen as a separate project, that requires resources, change/upheaval, the benefits are medium term at best and in a world of short resources the work that needs doing today will always come first. Improvement is often something “we’ll do when we have time”.
- #26 So services trying to improve need to re-think, but just as importantly so do organisations like PAS – cos councils like yourselves often turn to us for help. For example Getting councils to work in groups is something I’ve organised a lot of. Time with peers – you’re not alone in the world, but downside is these sessions become talking shops Away from the day job – great to do a bit of blue sky thinking, but just like your ‘team away days’ – you go back to the same old job and system Easy-to-implement ideas – quick wins, share a report template etc BUT not going tpo change the world/significant impact
- #27 I’ve also tried putting consultants in to help councils. Most councils I have worked with will make improvement a ‘project’ with a timetable, involve lots of areas of the work / OR involve a few areas BUT in most instances these areas are treated as discreet rather than connected. Then when they’re ready they’ll start to ‘roll out’ the changes and expect everyone to jump at the same time and like it or lump it. SUPPLIER ExPERTISE BIAS – terraquest projects ‘always’ have an IT solution!!. So… I’ve realised that some of the ways that I’ve tried to make change and improvement happen don’t always help.
- #28 And often improvement projects with the best intentions start in the wrong places or the right places for the wrong reasons. It’s not always easy to know where to start. It is easy to focus on ourselves – especially when our focus is a high work load – how can we make more time for ourselves to do the work? Not only do we look for solutions in the wrong places – outsourcing and call centre mean we often end up hostage to a further set of ridiculous targets.
- #29 Then there is the solution looking for the problem. AGMA IT example.
- #30 Helping set up a more iterative approach to change - ‘rolling in’ service improvements at a pace that suits individual authorities;