Leadership Workshop: Planning Departments and Budget Management
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Richard Crawley, Programme Manager
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Task 1 : Setting out what planning
departments do, and why
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Me: Introduce a detailed case study
•
Task 2 : Make a savings target, and reflect
on what councillors should do to lead this
•
Task 3 : Talk us through your group’s
ideas
•
Me: Compare to officers
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k
1
:
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?
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What jobs do they do ?
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What
direct
income do they get ?
•
What
indirect
income do they generate ?
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What
longer-term benefit
do they allow ?
•
You have three templates
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Some of the detail might be new to you
•
Give it a go !
A
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d
y
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A case study about a real (ish) service
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Dive into the detail
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But then reflect on a councillor’s role as
leader. What can you say / do / ask to help
officers do the right thing ?
•
You have another hand-out
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You have a hand-out
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Costs and incomes
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Service snapshot
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If you want to know anything else, ask
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Your task
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Four things to do, that will deliver budget
target
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Each one should follow an outline
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What is it ? How much ? How simple ?
•
Prepare to shout them out
S
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m
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a
d
v
i
c
e
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Yes, the obvious stuff
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Reduce costs
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Increase income
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But you are free to think big, creative
thoughts
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You are in a spot ! It’s a good time to go for it
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Think:
–
inside, outside [the department, the council]
–
forwards, backwards [the processes]
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Use the budget. Don’t sweat the small stuff
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:
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?
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Share
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Anyone gone any further ? Blue sky
thinking ?
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Notice what was missing from mgmt
accounts?
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:
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a
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?
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How does this translate into a councillor’s
role ?
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How can you place limits, boundaries on
options ?
•
How can you encourage creative and new
approaches ?
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2
:
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Taking an average across four teams
1.
Planning policy
saving
£300k
2.
Pre-app
income
£150k
3.
Process
saving
£140k
4.
Committee
saving
£50k
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:
H
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w
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Abstract thinking is great, but execution is
the thing
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The world has not stopped, and your ideas
need to mesh into a busy service
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s
T
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s
k
–
H
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w
t
o
d
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i
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Service is not going so well
–
Validation backlog (many cases > 30 days)
–
Pre-applications on back-burner
–
Corporate complaints (and councillor
complaints) going up, esp
•
Validation
•
Heritage
•
Pre-application
•
ICT system change overdue. Should have
been in 2014
B
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s
t
a
s
k
–
h
o
w
t
o
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Staff are not happy
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In the region, sharing has been talked
about but only ever talked about
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In what sequence do you do things ?
•
What do you say to the various
stakeholders ?
•
Four things, in order
B
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t
a
s
k
2
–
h
o
w
t
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d
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Share
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Anyone disagree ?
M
y
t
h
o
u
g
h
t
s
–
T
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s
k
2
•
Transfer cost to applicants & agents
–
Pre-app (think about value)
–
Receipt (“those applications which are in
accordance with the nppf”) or even onsite (eg
trees)
•
Reduce cost of service by establishing
trust and confidence in staff to do only
what is needed
•
Plan-making as a region
–
Start with evidence base
M
y
t
h
o
u
g
h
t
s
–
B
o
n
u
s
t
a
s
k
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One service – one response. But let
people know the endpoint.
•
Extra (new) resources are not the answer.
Get people to give more.
•
Focus on comms. Do people in a queue
know they’re in a queue ? Is it a fair queue
?
•
Start today. Do only what is required. Ask
only when needed. Risk-based approach.
Explore tasks and case studies in a leadership workshop focusing on planning departments, budget management, and achieving savings targets. Participants engage in activities related to understanding planning department functions, setting savings goals, and fostering creative thinking for financial improvement.
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Presentation Transcript
Leading planning departments. Workshops 1 & 2 Richard Crawley, Programme Manager Leadership Essentials October 2015 www.pas.gov.uk
120 Minute workshop Task 1 : Setting out what planning departments do, and why Me: Introduce a detailed case study Task 2 : Make a savings target, and reflect on what councillors should do to lead this Task 3 : Talk us through your group s ideas Me: Compare to officers
Task 1 : What do planning departments do ? What jobs do they do ? What direct income do they get ? What indirect income do they generate ? What longer-term benefit do they allow ? You have three templates Some of the detail might be new to you Give it a go !
A case study A case study about a real (ish) service Dive into the detail But then reflect on a councillor s role as leader. What can you say / do / ask to help officers do the right thing ? You have another hand-out
How to read this budget Costs are positive Income is negative 310 - Pre- application (paid) 3 1 82 -51
Task 2 : Make a savings target You have a hand-out Costs and incomes Service snapshot If you want to know anything else, ask Your task Four things to do, that will deliver budget target Each one should follow an outline What is it ? How much ? How simple ? Prepare to shout them out
Some advice Yes, the obvious stuff Reduce costs Increase income But you are free to think big, creative thoughts You are in a spot ! It s a good time to go for it Think: inside, outside [the department, the council] forwards, backwards [the processes] Use the budget. Don t sweat the small stuff
Task 2 : How do you balance the books ? Share Anyone gone any further ? Blue sky thinking ? Notice what was missing from mgmt accounts?
Task 2 : How do you balance the books ? How does this translate into a councillor s role ? How can you place limits, boundaries on options ? How can you encourage creative and new approaches ?
Task 2 : What officers said Taking an average across four teams 1. Planning policy saving 300k 2. Pre-app income 150k 3. Process saving 140k 4. Committee saving 50k
Bonus Task : How to do it Abstract thinking is great, but execution is the thing The world has not stopped, and your ideas need to mesh into a busy service
Bonus Task How to do it Service is not going so well Validation backlog (many cases > 30 days) Pre-applications on back-burner Corporate complaints (and councillor complaints) going up, esp Validation Heritage Pre-application ICT system change overdue. Should have been in 2014
Bonus task how to do it Staff are not happy In the region, sharing has been talked about but only ever talked about In what sequence do you do things ? What do you say to the various stakeholders ? Four things, in order
Bonus task 2 how to do it Share Anyone disagree ?
My thoughts Task 2 Transfer cost to applicants & agents Pre-app (think about value) Receipt ( those applications which are in accordance with the nppf ) or even onsite (eg trees) Reduce cost of service by establishing trust and confidence in staff to do only what is needed Plan-making as a region Start with evidence base
My thoughts Bonus task One service one response. But let people know the endpoint. Extra (new) resources are not the answer. Get people to give more. Focus on comms. Do people in a queue know they re in a queue ? Is it a fair queue ? Start today. Do only what is required. Ask only when needed. Risk-based approach.
