|Factor||Waverley Context||Resource impact|
|The number of major, minor and other applications per annum over a 3 year period and an understanding of the profile of the different categories||Borough with one of the highest number of applications in Surrey.|
Higher proportion of householder development. 76%
Growing proportion of Major development
|Likely to require more officers compared to other authorities but…|
High proportion of householder cases likely to result in higher case loads per officer and an opportunity to use technical officers and planning assistants in case work.
Increased Major applications and appeal workload placing greater pressure on few experienced planners.
|The number of applications not included in the returns to ODPM together with any duty officer work, the scale of pre-application discussions, training and the trends.||Conditions are not registered as applications as may be the case with other authorities. Estimated 7000 per year. This is an area of work that is stressed|
Planning Surgery work restricted but pre application advice failing
|Suggests that additional capacity required but could be delivered through technical staff and planning assistants under supervision.|
If pre application advice to be improved then additional resource required.
|How appeals and enforcement complaints are handled and their numbers||Appeals handled by officers. 12 cases per year. 171 appeals|
Enforcement team now handles 95% of cases but officer input still needed e.g. Tuesley farm and Tanyard farm took 2 officers out for 3 weeks each
|Hearings and Inquiries consume significant time in comparison to officer time in the original application.|
High appeal workload suggests higher resource required. Currently the uses of external planning consultancies are used to help manage this work.
|The experience and skills profile of staff needed to perform the tasks including the level of managerial support or supervision required||•3 team managers|
•5 Principal Planners
•2 Senior Planner
•6 Planning assistants
•12 support/ PET / admin
•2 tree officers
|The staff profile reflects the workload profile.|
However generates need for significant supervision.
However with only two Senior Officer Posts there is a restriction on career development.
|The policy of the authority on the use of consultants and agency staff to fill vacancies and to handle peak workloads;||2 consultants are used to manage the application workload. One is employed part time and one is engaged on a when required basis. |
3 planning consultancies are used to manage the appeal workload as required on a case assessment basis.
|The used of consultants represents a safety valve in managing the workload.|
The use of consultants’ places additional brings managerial tasks.
In appeal work there are risks that consultants may not be familiar with the Waverley nuances.
|The implications of development plan policies and sites coming forward;||Significant major development coming forward. East St, Godalming Key Site, Dunsfold, etc.||Significant development proposals coming forward will require attention from Principle Officers and Managers. |
|The number of applications requiring section 106 agreements||Significant increase anticipated arising from Farnham mini plan, S106 leisure contributions and Surrey Planning collaboration project.||It is not anticipated this will have a significant impact on planning officer time, as agreements are likely to be based on formulas or tariffs.|
Need to resource monitoring role.
|The geographical area and the ease or difficulty of undertaking site visits||Largest Borough in Surrey. East west travel difficult.||Greater costs in time and travel compared to other authorities.|
|The capacity and availability of non case officer staff to undertake part of the work||Technicians at capacity, already moved 2 admin officers to planning assistant posts ||Use of technical and administrative staff reduces overall costs.|
|Committee and delegation processes that require officer time;||Waverley’s delegation level now 90%.|
Committee processes reviewed and impact on officer time reduced.
|Processes refined and little scope for further efficiencies|
|The priority the authority gives to negotiation, achieving quality development and public consultation||Low priority in formal process but pre app capacity stretched.||If value is to be added consistently through negotiation then additional resource required to achieve this.|
|Staff turnover rates||Currently staff turnover low. ||Staff vacancies when they occur have a significant impact on performance.|
|An awareness of the caseload of other comparable well performing development control services||Top performing councils generally have caseloads less than 160 cases per officer and some less than 150 cases per officer. E.g. Kirklees in 2005 had 76 cases per officer.||Waverley is now performing well against BVPI targets but…|
If customer satisfaction is to be improved and value added to processes additional resources required in current circumstances.