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Planning Improvement & Performance (“PIP”)

Planning Improvement & Performance (“PIP”). Planning Advisory Service. www.pas.gov.uk. July 2013. What is PAS ?. We help Councils to improve. Today. Open the kimono Real councils speak their brains Recognising who is good The future Q&A Debate and argument

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Planning Improvement & Performance (“PIP”)

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  1. Planning Improvement & Performance(“PIP”) Planning Advisory Service www.pas.gov.uk July 2013

  2. What is PAS ? We help Councils to improve

  3. Today • Open the kimono • Real councils speak their brains • Recognising who is good • The future • Q&A • Debate and argument • Who is in the room ? Benchmark experience ?

  4. Session 1: Open the kimono • Applicants: Speed and certainty • The basics: “How much stuff ?” • The awkwards: “How does it present itself ?” • The non-obvious: “How should we resource it ?” • Improvement and productivity • Conclusions • Get beyond the CIPFA pdf. Rearrange it. • Be an active participant in history

  5. The “pick 3” preferences

  6. Vote is for an interactive service

  7. Speed

  8. 1. How much stuff ? Version 1 • Cost = time x direct cost + overheads. eg • Householder = 9hrs x £18/hr + 43% = £240 • Gives us two ways of thinking about resources • Cost (what the customer would pay, inclusing pensions, office, the Mayor’s limo) • Hours (how quickly we work in the department)

  9. Aggregation of 110,000 applications

  10. Direct costs of £27m

  11. 1. How much stuff ? Version 1 • It’s the dwellings that will get you • Unfortunately • Not demand management / co-design / volunteers • The answer can only be policy (!) • We grouped it unhelpfully • “all other” = stupidly large • This is a high volume, low value game

  12. 2. Stuff over time • Serendipitous benchmark cock-up • 144,000 applications held by club • Coded the same, with resource info • !

  13. 2. Stuff over time • Your workload fluctuates more than you think it does • Annual leave controls ? • To what level is your permanent resource ? • Your peers fluctuate in roughly the same way • Joining together just makes the problem bigger

  14. 3. Costs and income • There are three drivers of cost: • Hourly rate • Overhead • Productivity

  15. Consider 2nd place Householders

  16. 3. Costs and income In preparation for locally set fees, probably three things need fixing: • Hourly rate: how much are people paid ? Can you get them to spend most of their time working ? • Productivity: how quickly do they work ? • Overheads: pension scheme / ICT / history / horse trading You might be more in control of #2, but they all matter.

  17. 4. Improvement • 87,000 “common” applications • Compare simple with simple • Using receipt – to – determine • Include time taken to make valid

  18. How do I find improvement ?

  19. 5. Conclusions & thoughts • This is a productivity game, not a cost management game. Big range. • Fluctuating workload with fixed resource = fail • How do you know how much work is on desks? • Planning authorities are of a variety • Queasiness about league tables • Listen to your users. They want something different. And might even pay for it. • Go forward or get caught out

  20. BUT … BUT … BUT … BUT … BUT • Beware what is not in the numbers • Purpose • Prediction (Market pick up capacity) • Risk appetite • This is a people business • Relationships with applicants, committee • This is all the important stuff !

  21. My thoughts • There is no “best practice”. • But there are standard measures • There is lots of learning and immediate improvement possible for almost all councils • But it’s easy to make things worse • This is never finished. • Tackle the Venn of good planning / good management • Successional planning?

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