A presentation from a Positive Planning - DM Solutions event by the Planning Advisory Service.

1. camden.gov.uk
Planning Performance
Stuart Minty (Head of Development Management)

2. camden.gov.uk
Pre 2013 - Traditional Target based culture (8/13 Weeks)
Benefits – Applications generally determined in timely manner
Problems – Targets dictated behaviour, too many checks/handovers,
system not fully focused on our customers.
2013 - System Thinking Review
Benefits - Removal of traditional targets, focus on getting things right first
time (fewer repeat applications), move to electronic working
Problems – Still to many checks/handovers, applications generally taking
longer to determine, system based on risk rather than on efficiency and
customer need.
Our Story So Far

3. camden.gov.uk
Time taken to decide applications: number of
weeks from registered
Quarter 3 (October, November, December 2012)
Quarter 3 (October, November, December 2013)

4. camden.gov.uk
Reflections – What we did next
Recognition that some parts of system not working for
us, or our customers
• Set up a trial team (Planning Solutions Team), designed
new system for handling of applications (June 2014)
• Focussed on less handovers, less checks, more
efficiencies, and a better customer experience
• Further roll in of staff in October 2014, and January 2015

5. camden.gov.uk
What do our customers want ?
They told us two things:-
1) In most cases they wanted a timely decision
2) They wanted to communicate with the case officer

6. camden.gov.uk
Translated into a service
vision
• Do things ‘right first time’
• Focus on customer needs
• Remove waste and inefficiencies
• Focus on delivering customers a quality and value
for money service
• End-to-end responsibility within one team, working
together to deliver positive outcomes

7. camden.gov.uk
• Self Allocation - Take ONE AT A TIME, no historic caseload)
• NOT DRIVEN BY TARGETS, more so the needs of customer.
• ONE CASE OFFICER – No official validation stage process – no handovers
• Approach to PROBLEM SOLVING FROM THE OUTSET
• PROPORTIONATE APPROACH TO REPORT WRITING i.e. no objection, no
report
• CHANGE TO ROLE OF PLANNING TECHNICIAN
Highlights of change

8. camden.gov.uk
• We have increased our ‘value demand’ from 62%
to 82% between June 2013 and Nov 2014.
• Less time spent on dealing with failure demand i.e. progress chasing
• More time to spend on adding value and helping customers
• Dealing with applications in the same time as current system, however
we are able to channel this time more effectively.
• However, we are able to make decisions earlier with largely positive
outcomes and happier customers (and officers).
Timesheeting/Value Analysis
June
2013
Nov
2014
Value
Demand
62% 82%
Failure
Demand
38% 18%

9. camden.gov.uk
Key DM Measures
Performance So Far
Timeliness Customer
Satisfaction

10. camden.gov.uk
Capability Chart – DM Service
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E2E days Average = 106 days UCL = 298 days LCL = 1 day

11. camden.gov.uk
Capability Chart – PST
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E2E days Average = 36 days UCL = 81 days LCL = 1 day

12. camden.gov.uk
Case officers phone applicants when decision is ready –
complete online. Survey question focuses on:-
A) Case officer contact
B) Clear advice for officer reasoning
C) Speed of decision
D) Overall satisfaction
100% of PST Customers either satisfied or very satisfied
overall, regardless of outcome of the application, 80% for DM
Service
Strong correlation between speed, communication and
overall satisfaction across the service.
Customer Satisfaction

13. camden.gov.uk
Sample of Comments
 “Genuinely surprised about how quickly it took to deal with the application”
 “I thought it was a good service. Friendly, relatively quick and clear”
 “The case officer who dealt with the application was very helpful and process went very
well”
 “Outstanding the best service I've had. You've set the bar for the rest”
 “Very smooth and efficient planning process! Probably the best from all the LA's we
have to deal with. Also, I quite like the accessibility of the planning officers.”
 “It's a terrific improvement. I'm going to fall off my chair with surprise at how quickly you
dealt with the application”
 This new approach helps everyone in the development process. My client will be so
happy and can get the builders on site asap.

14. camden.gov.uk
• Whole of DM service to be working in new way by May
2015
• Number of options final roll in. Work out the final detail so
this work for the service and our customers.
• Transition Phase. One big team and embedding the
culture change
Overview &
Challenges Ahead

15. camden.gov.uk