Meeting documents

For Members to consider the attached report.

Contact Officer: Henry Allmand - 01296 585320

The Committee had received an update on the Development Management service at their meeting on 13 February 2018. At this meeting, it was agreed a report would come back to Committee with further information on staffing levels, recruitment activity and workload with reference to additional workload anticipated as a result of the HS2 infrastructure project.

The service was still utilising contractors and agency staff to fill permanent, full time senior posts that were vacant. Salary grades for planning posts at AVDC ranged from SG2 to SG8 and the report contained a table outlining the number of posts employed full time and vacant. Also included was the number of post holders that held delegated authority. The scheme of delegation was important for applications to be signed off and the current number meant there was workload pressure on officers with delegation. Contractors and agency staff did not have delegation and this was not anticipated to change. It was expected that there would be no vacancies at Principal Planner level in two months as applicants had been offered and accepted the position. The one Associate Planner position had recently been approved and involved the reduction of Principal Planners from four to three. However, the Associate Planner position, which was common in the private sector, would keep the service competitive through the offering of professional development and a continuous career path for staff. Activities on recruitment were outlined which included agency headhunting, LinkedIn and financial incentives such as internal/external referrals and introductory relocation packages. The service also offered Open Days every Friday whereby potential applicants could visit the service to see the working environment and meet managers.

On National Infrastructure Projects, HS2 was being managed and led by the Corporate Planner, Susan Kitchen, and consultancy support was being funded by HS2 Ltd. This caseload was not expected to impact the day to day operations of the service. In future, the plan was for HS2 Ltd to fund one consultant post and one forward-funded post when additional workload reached this stage. The impact of East-West Rail and National Infrastructure Corridor were not yet known but it was felt that the ongoing graduate program would ensure the smooth running of the service as it developed. The plan for the next 6-9 months was to continue recruiting correctly, streamline the service through efficiencies, offer ongoing training to planners and delegate authority where appropriate. 

Members had additional questions in relation to the Development Management service and were advised:-

      i.        As an emerging document, VALP was starting to gain more weight. Once it was adopted, the plan was expected to reduce appeals and speculative applications which were a drain to resources. The lead time for adoption was unclear but it was hoped to be by the end of 2018 once the hearings throughout the summer were completed.

     ii.        The type of work associated with the infrastructure projects were different to residential developments.

    iii.        Applicants for posts were being told of unitary situation in Buckinghamshire. Initially this had been a negative impact, however applicants had realised that a new authority would still require planning officers.

   iv.        Training of planners would include communicative skills such as delivering presentations at committee and public speaking. The training delivered would vary on the salary grade of post holder.

Members appreciated the update of the service and thanked the officer for his attendance.

RESOLVED –

That there were no recommendations for Development Management Committee and the report and presentation be noted.