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Appendix 2 to this report
contains exempt information during which the public is likely to be excluded
from the meeting subject to determination by the Planning & Transport
Committee following consideration of a public interest test. This
exclusion would be made under paragraph 3 of Part 1 of Schedule 12A of the
Local Government Act 1972.
Greater Cambridge
Planning Service Business Plan 2019/20 can be viewed under Appendix 1 of the
report.
Additional documents:
Minutes:
Matter for
Decision
The report
sought approval for the Building Control Business Plan and Greater Cambridge
Planning Services Business Plan 2019/20.
Decision of
Executive Councillor for Planning Policy & Transport
i.
Approved
the Business Plans for each of the Shared Services, Building Control Shared
Services Business Plan & Greater Cambridge Planning Service Business Plan
2019/20.
ii.
Authorised
the Shared Services Management Board to approve final amendments to the
Business Plans in line with comments received from all partner councils.
Reason for the
Decision
As
set out in the officer’s report.
Any Alternative
Options Considered and Rejected
Not applicable.
Scrutiny Considerations
The Committee
received a joint report from the Strategic Director, the Director of Planning
and Economic Development and the Head of Building Control.
In response to
the Committee’s comments the Director of Planning and Economic Development said
the following:
i.
There
had been a total of 27 job vacancies advertised across the shared services
since April last year.
ii.
Had
recently appointed four planning officers from the process that was started
earlier in the year.
iii.
The
Shared Planning Services consultation would allow the organisation to make
improvements to the personal development and growth of officers; this would
allow an additional learning opportunity into the planning service.
iv.
The
consultation would also allow development of the induction process and ensure
that support was available.
v.
Important
to develop staff to enable them to progress, whether inside or outside the
organisation; in turn they would promote the level of service experienced to
external organisations and members of the public.
vi.
Work
had taken place on benchmarking and job evaluations; salary levels were
competitive with other local authorities.
vii.
There
was a recruitment timeline which was being followed, although there was a
slight delay there.
viii.
Lessons
had been learnt from the first round of the consultation process as there had
been a series of workshops involving staff to discuss ideas and to put forward
suggestions
ix.
Could
be possible to include the offer of accommodation in the future as this was an
important consideration when looking at job opportunities.
x.
Research
had shown that there was a consistent pattern in the number of planning
applications submitted between Cambridgeshire City Council and South
Cambridgeshire District Council; 42% and 58% which had allowed previous budget
to be based on ratio of work.
xi.
As
part of the shared services project a memorandum of understanding has been
drafted using planning applications and policy delivery outcomes such as the
joint Local Plan, North East Cambridge Area Action Plan and Supplementary
Planning Documents. Based on this a resources plan had been designed as it was
important to understand the resource allocation for budgetary purposes.
xii.
The
budget had been historically based on ratio but in future officers would have
the capacity to account for their time to the relevant authority with the
implementation of a single ICT system.
xiii.
The
benefit of a shared planning service brought resilience; officers should be
able to cover both authorities if required. Therefore the way that officers
recorded their time was critical.
xiv.
Cambridge
City Council had limited areas of geography for development which would have an
impact on future income for the Council.
xv.
Important
to create a new culture under the shared services so that officers did not see
themselves as working for one or the other local authority, there is the
opportunity for flexible working and working at various locations.
xvi.
Citizens
and businesses required a good, responsive and accessible planning service,
wherever they were located, which is what the shared services would offer.
xvii.
The
strategy of the business plan would account for the cost of officers and allow
the recruitment for a range of specialist officers whose services could be used
by outside agencies and charged for their time.
The Committee
then received an executive summary on the Business Plan for 3c’S building
control.
In response to
Members questions the Head of Shared Service said the following:
i.
Post
Grenville there was a discussion to be part of a joint competency agency which
would only include Local Authority Building Control. Certain buildings in scope
would only be dealt with by the Local Authority Building Control Department and
not by Approved Inspectors. This model was currently being tested by Central
Government.
ii.
Individual
local authorities and developers were being encouraged to take forward their
own initiatives.
iii.
The
Hackett report referred to the introduction of gateways; at planning stages
there would be enforced consultations with the Fire Authority and Local
Authority Building Control. Further discussion on this matter would be taken
forward.
iv.
Looking
to ensure tighter communication between Building Control and Planning Services.
The Committee
then resolved by 5 votes to 0 to exclude the press and public during the
discussion of Appendix 2 of this item by virtue of paragraph 3 of Part 1 of
Schedule 12A of the Local Government Act 1972.
The Committee:
The Committee
resolved 7 votes to 0 to endorse the recommendations.
The Executive Councillor
for Planning Policy and Transport approved the recommendations.