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

2. Headlines… a 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 Snapshot of Lincoln… Compact small city c100k in cityc100k in city c250k travel to work areac250k 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…. a

4. 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 Where to Start? a

5. 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 1.Better service costs less 2.Good people want to do a good job 3.Measures not targets 4.Change will not happen unless first understand and then change the work 5.Change should be led by management but done by staff Systems Thinking a

6. 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 a

7. 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? a

8. Main changes a 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 1 st in 1 st out List of cases in holding system in date order Visual Measure Board each month

9. What we achieved a 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. Today a 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