Still A Good Planning Service 2 July 2013 Paul Seddon

1. a a a a Still A Good Planning Service 2 July 2013 Paul Seddon

2. a Headlines… • 8-12 cases open for each officer at any one time • No due dates on cases (do it properly, fast as you can) • Applications processed faster in the majority of cases and remain a priority until determined (aim to approve) • Achieved staff savings - 2FTE (15%) • Appeals very low level (4 to 8 each year in last 5 years)

3. a A Snapshot of Lincoln… Compact small city • c100k in city • c250k travel to work area Regional role/county town/PUA 2000 years of visible heritage/ internationally important architecture Retail Centre & Tourist destination Education – 2xUniversities/College/UTC Small planning authority with good reputation, good track record and ambitious growth agenda (c.18,000 homes up to 2031) BUT pressure to cut cost of service….

4. a Where to Start? Government definition? • Is it just about making decisions in 8/13 weeks and not losing too many appeals Unintended consequences…..withdrawals/missed opportunities/priorities Are we about something more? Good customer relationships Reputation Manage complex & competing interests – right development/right place/right time Development Management Need to do same (or more) with less – real risk to quality of service and for customers

5. a Systems Thinking Method of designing and managing work rationally, according to what customer needs Developed in 1940s/ Toyota revolutionised manufacturing Transferred to local government Five Core Principles • Better service costs less • Good people want to do a good job • Measures not targets • Change will not happen unless first understand and then change the work • Change should be led by management but done by staff

6. a Our Purpose To make a decision which allows deliverable development that meets the wider aspirations of the city And to deliver this purpose: as fast as possible with the right amount of support as efficiently as possible “Efforts and courage are not enough without purpose and direction” John F Kennedy

7. a Our Systems Approach Process Mapping • Value v avoidable • Switch off demand/self service • Self generated work Staff • Clear rules & procedures • No due dates • Problem solving • Morale (Stress survey) Visual Measures • Work in v work out • Open live cases • Average time • % approved /Withdrawals • Appeals • Compliments/complaints Work allocation • Open live cases • Multi tasking • Interruptions • Proactive management of cases?

8. a Main changes • Better designed processes to help achieve purpose • Technical officers handling much more demand at front end • Day planned around clusters of tasks • No due dates on cases (do it properly, fast as you can) • Change from targets to measures • Cases managed by daily Throughput Board • Limited release of work in to the system (around 8-12 cases each open – but flexible) • Work to be allocated 1st in 1st out • List of cases in holding system in date order • Visual Measure Board each month

9. a What we achieved • Individual backlogs of work cleared for all officers • Applications processed faster in the majority of cases and remain a priority until determined (aim to approve) • Periods of long term sickness and maternity leave accommodated - business as usual! • Achieved staff savings - 2FTE (15%) • Reputation enhanced • Appeals very low level • The service manages service development work and wider support • The staff operating the new system appreciate the focus on a smaller number of live applications and fewer interruptions – we have control again and spend effort on helping to achieve the right development for the city!

10. a Today • New way of working over 2 years old • Works for customers and staff • BUT • Staffing resources stretched • Workload increases over recent months • System holding up so far but timeliness dropped • Pressures on management not staff • Evidenced discussion on intervention needed