BUSINESS PLAN 2013 - 2014

POLICY AND CONSERVATION

DEVELOPMENT CONTROL

BUILDING CONTROL AND PLANNING SUPPORT

Epping Forest District Council 2nd Floor Civic Offices High Street, Epping, CM16 4BZ March 2013
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Epping Forest District Council

Directorate of Planning & Economic Development

This page is intentionally left blank

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BUSINESS PLAN 2013 2014

STRATEGIC OVERVIEW - PLANNING & ECONOMIC DEVELOPMENT ................................4
SECTION ONE: INTRODUCTION .........................................................................................................4 SECTION TWO: DIRECTORATE SERVICE BACKGROUND ...............................................................5
2 (a) 2 (b) 2 (c) 2 (d) 2 (e) 3 (a) 3 (b) 3 (c) 3 (d) 4 (a) 4.(b) 4 (c) 4 (d) 4 (e) 4 (f) 4 (g) 4 (h) Title of Directorate, Background and Structure Portfolio and Corporate Responsibilities Date of commencement of the Business Plan Overview, Functions and Vision Customer Focus and Profile Performance Management Business Review Local Plan Electronic Records Document Management System Review of the Key Cabinet Objectives and Priorities for 2012/13. On the Horizon Strategic Key Objectives for Planning and Economic Development 2013/14 Risk Management Crime and Disorder Equality and Diversity Value for Money Resource Requirements Workforce Planning and Development 5 5 6 6 6 7 12 14 15

SECTION THREE: DIRECTORATE SUMMARY ...................................................................................7

SECTION FOUR: CORPORATE OBJECTIVES AND PRIORITIES

16
16 18 20 21 22 22 24 25

DIRECTORATE SERVICE PERFORMANCE AND DEVELOPMENT .....................................26

SECTION FIVE POLICY AND CONSERVATION ................................................................................26
5.1 5.2 5.3 5.4 5.5 6.1 6.2 6.3 6.4 6.5 7.1 7.2 7.3 7.4 7.5 KEY FUNCTIONS STAFFING SUMMARY KEY OBJECTIVES REVIEW OF THE YEAR 2011 2012 ON THE HORIZON 2013 2014 KEY FUNCTIONS STAFFING SUMMARY KEY OBJECTIVES REVIEW OF THE YEAR 2012- 2013 ON THE HORIZON - 2013/14 KEY FUNCTIONS STAFFING SUMMARY KEY OBJECTIVES REVIEW OF THE YEAR 2012-2013 ON THE HORIZON AN ACTION PLAN FOR 2013 2014 26 27 28 32 34 38 38 38 39 40 42 42 42 43 45

SECTION SIX: DEVELOPMENT CONTROL .......................................................................................38

SECTION SEVEN: BUILDING CONTROL AND PLANNING SUPPORT TEAM..................................42

APPENDICES ..........................................................................................................................46
APPENDIX ONE - BUSINESS AND ENVIRONMENTAL ANALYSIS 2013 - 2014 ............................................................................................... 46 APPENDIX TWO - ELECTRONIC RECORDS MANAGEMENT PROGRESS PLAN 2013 - 2014....................................................................... 47 APPENDIX THREE - ORGANISATION CHART OVERVIEW 2013 - 2014............................................................................................................ 48 APPENDIX FOUR - STAFF ESTABLISHMENT MATRIX (61.98 POSTS)) INCLUDING THREE TEMPORARY POSTS 2013 - 2014............. 49 APPENDIX FIVE - SICKNESS ABSENCE SUMMARY PERIOD JANUARY 2012 DECEMBER 2012 ............................................................ 50 APPENDIX SIX WORKFORCE TEMPLATE DIRECTORATE WORKFORCE PROFILE AS AT JANUARY 2013 ......................................... 51 APPENDIX SEVEN - WORKFORCE TRAINING FRAMEWORK ACTION PLAN 2013 - 2014............................................................................ 52 APPENDIX EIGHT - RISK MATRIX 2013 - 2014..................................................................................................................................................... 53 APPENDIX NINE - RISK ACTION PLAN 2013 - 2014 ............................................................................................................................................ 54 APPENDIX TEN (A) POLICY & CONSERVATION ACTION PLANS 2012-13 REVIEW ...................................................................................... 56 APPENDIX TEN (B) POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK...................................................................... 59 APPENDIX ELEVEN (A) DEVELOPMENT CONTROL ACTION PLAN REVIEW 2012-2013 .............................................................................. 65 DEVELOPMENT CONTROL ACTION PLAN REVIEW 2012 -2013....................................................................................................................... 65 APPENDIX ELEVEN (B) DEVELOPMENT CONTROL ACTION PLAN FORWARD LOOK 2013-2014 ............................................................. 67 APPENDIX TWELVE (A) BUILDING CONTROL & PLANNING SUPPORT ACTION PLAN REVIEW 2012-2013 ............................................ 69 APPENDIX TWELVE (B) BUILDING CONTROL & PLANNING SUPPORT ACTION PLANS FORWARD LOOK 2013- 2014 ........................ 70 APPENDIX THIRTEEN - EVIDENCE BASE STUDIES & CONTRACTS - LOCAL PLAN 2013 - 2014 ............................................................... 72

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Business Plan
Planning and Economic Development 2013 2014
STRATEGIC OVERVIEW - PLANNING & ECONOMIC DEVELOPMENT
SECTION ONE: INTRODUCTION The Directorate plans to maintain the green and rural character of the district as well as protecting the environment. In conjunction with this we will support the provision of homes and employment thus recognising the importance of the district as a place, whilst also recognising the needs of the people who live, work and study within it. We aim to do this by promoting carbon friendly and sustainable policies in the Local Plan and cascade this across all sections of Planning, Building Control, Conservation, Policy, Forward Planning and Economic Development. In 2012 2013 significant progress was been made in preparing the Local Plan, which is considered by the Council to be its main priority as the key strategic document for preserving the unique and green character of the District. This will replace the existing 1998 Local Plan and 2006 Alterations documents. The new Local Plan will guide development in the district up to 2033, being used to deal with planning applications and to identify land allocations. The key reporting mechanisms for the Local Plan are the Local Plan Cabinet Committee and Cabinet, who regularly review the budgets and resources being applied to this key priority, together with the progress being made, and what is being delivered. In the year under review, progress has been made in easing recruitment restrictions to allow managers to act quickly to recruit high quality replacement professional staff. This in turn will further improve the value of services and reduce the likelihood of exposure to risk, such as in Forward Planning, who have the responsibility to deliver a complex and detailed Local Plan within restrictive timescales. It is intended that Planning will continue to actively implement improvements to its EDRMS (Electronic Documents Records Management Systems) programme to continue to deliver improved and more efficient ways of providing accessible high quality planning services to achieve real savings and value for money. This plan seeks to provide a clear framework to align the Directorates business, budget and workforce planning processes to link with key priorities and manage performance. Sections 1 4 of this Business Plan outline the strategic aims and key corporate objectives. This Business Plan also provides operational plans, reviews and objectives for; Section 5 Policy and Conservation Section 6 Development Control Section 7 Building Control and Planning Support This plan seeks to establish clear links between strategic directorate and corporate objectives, operational plans and individual personal development plans of staff (PDRs). CHALLENGES AND CHANGE IN 2013/14 A number of important changes have taken place that will significantly affect areas relating to the Localism Agenda with increased influence expected from locally elected members and the public in the shaping of Local Plan in terms of the guidelines in the NPPF (National Planning Policy Framework). The revocation of the East of England Plan means there must be a local decision about targets. The NPPF will take precedence over the 1998 Local Plan including the 2006 Alteration Policies from April 2013. Page 4 of 82

While the NPPF is protective of the Green Belt, it remains to be seen how this will be interpreted at Appeals and Inquiries. The district will be somewhat vulnerable to unwanted development proposals, in particular in the form of major development proposals, until the new Local Plan is adopted (anticipated late 2014). The experience of the NPPF during its first year has been generally positive, but there remains a concern about what will happen in its second year. Benchmarking and value for money exercises undertaken in conjunction with PAS (Planning Advisory Services) and CIPFA have helped to establish the costs of fee earning Planning applications as 50% of what is recovered in income. A general statutory increase of 15% for all planning authorities was implemented in late 2012, for the first time since 2008. However there remains a net shortfall of 35% in fee earning ratio of income to expenditure. There has been a reduction in Building Control income due mainly to the depressed economic climate. Building Control and Approved Inspectors are both competing for business from a dwindling market. Building Control is actively competing for business in a market where Approved Inspectors, other Local Authorities and Agents are all looking at ways to increase their market share to increase their income. The outlook for Building Control in 2013 2014 will be to continually look at different ways to increase both income streams and source additional income by working with partners along with competing for both internal (EFDC) and external professional surveying services. The challenge in 2013 -2014 is to ensure that significant progress takes place towards achieving measureable improvements in the ERDMS continue to drive down planning/building control application costs, achieve efficiency savings and value for money as outlined in Appendix Two of this Business Plan.

SECTION TWO: DIRECTORATE SERVICE BACKGROUND 2 (a) Title of Directorate, Background and Structure This is the Business Plan for the Directorate of Planning and Economic Development, comprising of some 62 fulltime equivalent posts, divided into three service areas managed by the Director and three Assistant Directors. The organisation chart Appendix 3 and staffing matrix Appendix 4 outline the details of the composition and structure for the following three service areas; POLICY AND CONSERVATION consisting of four sections, Conservation, Countrycare, Trees and Landscape and Forward Planning (including Economic Development). DEVELOPMENT CONTROL covering Development Control Applications Validation and Control as well as Enforcement. BUILDING CONTROL responsible for Building Control, Contaminated Land and the Planning Support Team. This plan follows on from the previous years Business Plan 2012 13, including the general strategies of the 2011 - 2015 Corporate Plan, which contain the Key Corporate Objectives and the Corporate Plan Medium Term Aims. 2 (b) Portfolio and Corporate Responsibilities The day-to-day regulatory activities of Development Control and Building Control are not, however, Cabinet functions. These functions are the responsibility of the Director of Planning and Economic Development (J. Preston).

SECTION

PORTFOLIO HOLDER

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BUILDING CONTROL, DEVELOPMENT CONTROL & ENFORCEMENT CONSERVATION, TREES & LANDSCAPE AND COUNTRYCARE FORWARD PLANNING

Cllr Richard Bassett

Cllr Gary Waller

Cllr Richard Bassett

ECONOMIC DEVELOPMENT & TOWN CENTRES PLANNING SERVICES SCRUTINY STANDING PANEL CHAIR PERFORMANCE MANAGEMENT

Cllr Anne Grigg

Cllr John Wyatt

Cllr Syd Stavrou

2 (c)

Date of commencement of the Business Plan This plan is operational from April 2013 to March 2014. Overview, Functions and Vision Our aim is to provide an effective locality based planning service that meets the needs of the residents and businesses for the entire population of the district. We will do this by continuously improving our efficiency, adopting new ways of working and where possible seek to reduce the costs of our services to the residents of the district as a whole. A key element of our functions is to serve our customers such as those who engage with the specific activities of the services we provide; such as applicants for planning permission or building regulation approval, those who object to planning applications or Local Plan alterations, those who seek advice about any aspect of the services such as the Local Plan, Countryside and Conservation activities along with those who benefit from countryside projects. Much of what the Directorate does is statutory, within the legislative framework set out in previous plans. We also provide care and advice on both the historic and natural environment of the district. In addition we remain committed to helping others to protect, enhance and manage the countryside; and operate the statutory controls over new development its design, impact and construction. Part of this includes active measures to ensure that all potentially contaminated land is investigated and where necessary remediated in terms of the Town and Country Planning Act 1990. We undertake statutory Building Control responsibilities for the processing of building regulation applications and inspection of building work. This includes the enforcement of the Building Regulations and other relevant standards such as the investigation and removal of dangerous structures along with the provision of community building legislation advice. Our Vision as a Directorate is that we will seek to gain the respect and trust of our customers and the community by delivering a high quality service that is transparent and visible. We will do this by promoting courtesy, honesty, objectivity, professionalism and political impartiality. An integral part of this is the value we place on our workforce and partners by working and learning from others.

2 (d)

2 (e)

Customer Focus and Profile

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The Planning and Economic Development Directorate seeks to meet the needs and aspirations of the local community and support the special character of the people and the district. We will do this by supporting the delivery of effective and equitable service that places the customer at the heart of service provision. We will continuously seek to develop and improve our customer insight in order to understand our customers needs. Customer Feedback Formal complaints and compliments about the service we offer are logged before investigation. For the year the number received are as below:
2011/12 (Q4) Compliments Complaints NB these are figures for each quarter, they are not cumulative 3 12 2012/13 (Q1) 4 10 2012/13 (Q2) 7 2 2012/13 (Q3) 9 13

Development Control operates a system of agent panels to gain feedback directly from those who submit a large number of our applications. In addition the quality of Development Control service BVPI previously provided a very good indicator of performance, but at irregular intervals. Customer Focus Planning and Economic Development continues to support the principle of customer centred focus of the directorate by taking steps to facilitate easy access to planning records via i-Plan and the Corporate Website http://www.eppingforestdc.gov.uk/ . We know that the web provides the lowest cost in being able to provide useful planning information online and is already the preferred option for citizens with simple questions or straightforward business, such as finding out about Planning Applications in their local area. Current data indicates that we regularly have in excess of 20 000 people specifically visiting i-Plan and accessing Planning Information on our Corporate Website every month and we plan to develop and improve our service for 2013 2014 and beyond. This is supported by data supplied by the Society for Information, Innovation and Improvement SOCITM, (an association of professional ICT managers, drawn primarily from local authorities that deliver public services) who in 2008 indicated that average Avoidable Contact costs were; Face to face 6.56 per visitor, Phone 3.22 per visitor; and Website 0.27 per visitor.

SECTION THREE: DIRECTORATE SUMMARY 3 (a) Performance Management (i) Planning and Economic Development Corporate Quarterly Key Performance Indicators

KPI 50 - What was the net increase or decrease in the number of homes in the district? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13)

TARGET
180 13

ACTUAL
304 27

COMMENTS
Cumulative fourth quarter 2011/12 First quarter 2012/13

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QUARTER TWO (2012/13) QUARTER THREE (2012/13)

83 125

53 77

Cumulative second quarter 2012/13 Cumulative third quarter 2012/13

Quarter 4, 2011/12 shows a good result as a cumulative result above target. While Quarter 1 in 2012/13 is an indication it is above target the following Quarters 2 and Quarter 3 have not reached their targets. Although this is unusually low compared to other years it does suggest that this could be due to larger developments either coming to or having recently come to an end. In addition the current slowdown in economic climate may also be responsible as is seen with lower than average planning and building control applications in similar periods. It is suggested that this perhaps affects the ability of people to continue to build what they already have planning permission for. Previous trends suggest this will pick up in the fourth quarter but it is still likely to be below target. KPI 51 - What percentage of major planning applications were processed within 13 weeks? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13) QUARTER TWO (2012/13) QUARTER THREE (2012/13)

TARGET
81% 81% 81% 81%

ACTUAL
78.38% 85.71% 42.86% 52.38%

Being predominantly a Green Belt planning authority, Major types represent only a small percentage of all overall planning applications received, but they are more complex and resource demanding. The performance is volatile, given the low number of planning applications in this category (11 out of 21 applications decided in 13 weeks as at Quarter 3). Despite the target definition changing for 2012-13, so that the date a major planning application was reported to planning committees (in cases where it was subject to the signing of a Section 106 Legal Agreement) became the measure, there have been delays in reporting to planning committees which have attributed to the lower performance against target together with the Development Control team being two officers down for the year. KPI 52 - What percentage of minor planning applications were processed within 8 weeks (Delegated Decisions only)? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13) QUARTER TWO (2012/13) QUARTER THREE (2012/13)

TARGET
81% 89% 89% 89%

ACTUAL
71.68% 89.13% 83.76% 83.05%

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This includes planning applications from 1 to 9 dwellings/ pitches per application as well as offices, light industry, general industry, storage, warehousing or retail floor space under 10,000sq m or 1 hectare and other minor developments. The definition for 2012-13 changed to measure delegated decisions only because the change the previous year to planning committees meeting on a 4 week rather than the previous 3 week cycle was impacting negatively on performance against target. Unfortunately, this year the Development Control team being two officers down has impacted on delegated turnaround time performance. KPI 53 - What percentage of other planning applications were processed within 8 weeks (Delegated Decisions only)? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13) QUARTER TWO (2012/13) QUARTER THREE (2012/13)

TARGET
93% 94% 94% 94%

ACTUAL
90.30% 87.65% 88.40% 88.75%

This category represents the highest proportion of all planning application types. The change from 3 to 4 week Area Plans committee cycle was negatively affecting performance against target in 2011-12, so it was changed to measure delegated decisions only. Unfortunately, this year the Development Control team being two officers down has impacted on delegated turnaround time performance.

KPI 54 - What percentage of planning applications recommended by planning officers for refusal were overturned and granted permission following an appeal? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13) QUARTER TWO (2012/13) QUARTER THREE (2012/13)

TARGET
20% 19% 19% 19%

ACTUAL
19.35% 13.33% 07.14% 17.10%

Quarter 3 is an indication that the cumulative figure shows we are on target at year end because only seven out of forty one planning applications were allowed on appeal by the planning inspector at Q3 stage. The decision making is outside the control of the Council, but it tests the soundness of Planning Officers decision making.

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KPI 55 - What percentage of planning applications, refused by Council Members against the planning officer's recommendation, were granted permission on appeal? QUARTER
QUARTER FOUR (2011/12) QUARTER ONE (2012/13) QUARTER TWO (2012/13) QUARTER THREE (2012/13)

TARGET
50% 50% 50% 50%

ACTUAL
50.00% 25.00% 40.00% 43.50%

At Q3, it appears the target is likely to be met; given 10 out of 23 appeals have been allowed on what are generally cases where the planning issues are generally balanced. The decision making however, is outside the control of the Council, but at this stage it tests the soundness of Committees decision making. KPI 56 (formerly NI 159) - How much of the land required to meet our house building needs over the next five years was available to be delivered over the next five years? (Annual) Indicator previously know as NI 159 YEAR
2008 2009 2009 2010 2010 2011 2011 - 2012

TARGET
100% 100% 100% 100%

LEVEL
212.40% 164.76% 144.00% 136.01%

OUTTURN 2010/11 This indicator previously known as NI159, measures the ability of local planning authorities to maintain a five year supply of deliverable sites for housing through the Local Plan framework and is the total number of net additional dwellings that are deliverable as a percentage of the planned housing provision (in net additional dwellings) for the five year period. The outturn for 2011/12 (calculated from the five year assessment of land supply in November/December each year) shows 136.01% which meets and exceeds the target for 2011/12. This is slightly lower this year which is possibly due to many permitted large residential developments nearing completion, such as St Margarets Hospital and Epping College.

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PERFORMANCE INDICATORS BUILDING CONTROL

Performance Internal Measure Target 2012/13 2011/12 (Q4) 2012/13 (Q1) 2012/13 (Q2) 2012/13 (Q3)

REGISTRATION
FULL PLANS: Initial registration, charge assessment and acknowledgement BUILDING NOTICES: Initial registration, charge assessment and acknowledgement INITIAL NOTICE: Initial registration, assessment and acknowledgement 3 Days 73% 24% 30% 59%

3 Days

59%

28%

45%

76%

5 Days

91%

91%

93%

100%

PLAN VETTING
Applicant notified of defects/amendments required Decision notified within statutory time limits Decision notified within statutory time limits 15 Days 66% 61% 74% 84%

5 Weeks

43%

37%

50%

49%

2 Months

60%

57%

65%

86%

INSPECTIONS (BUILDING REGULATIONS)

'Same day' requests (received before 10.00 am) satisfied. Detailed site inspection record to be made Same Day 72% 69% 83% 96%

1 Day

94%

95%

95%

95%

OTHER ADMINISTRATION
Dangerous structure call out: response time during working hours Dangerous structure call out: response time outside normal working hours Dangerous structure written record made Inspection charge invoices raised and issued. Completion certificates issued 1 Hour 100% 100% 100% 100%

2 Hours

100%

100%

100%

100%

1 day

100%

100%

100%

100%

10 days

69%

66%

79%

93%

5 days

100%

99%

99%

100%

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3 (b)

Business Review Business and Environmental Analysis A Business and Environmental Analysis has been carried out which identifies and recommends three key strategic options for Planning and Economic Development There is a need to continue to promote long term efficiency planning to enable the provision of greater levels of service for the same or less. This will require active and measurable annual implementation of faster business processes that provide improved services utilising proactive team/partnership working to carry this out using less resources. While there is a business need to implement some unpopular savings, the Directorate should base this on business principles. For example there is a need to manage and/or limit the decline in customer efficiency by innovatively improving services to compensate for this. We could do this by reducing paper based planning and implementing better quality electronic services via i-Plan. Implement some savings in conjunction with the active adoption of the Local Plan and other business measures to safeguard the interests of the people and the district. At the same time we should aim to deliver improved and more efficient ways of providing accessible high quality planning services. We could do this by promoting strong community leadership that supports measures to protect the green and unique character of the district.

Financial Review (Figures provided are in draft format and subject to confirmation) Planning and Economic Development financial activities are primarily divided into four areas;
Direct Services Regulatory Non Fee Earning (Planning Appeals, Enforcement and Building Control) Regulated Fee Earning (Development Control) Regulated Full Recovery of Fee Earning work (Building Control).

Expenditure is estimated for 2013 2014 to be 3.078 million met as follows;

CSB Budget CSB Savings DDF Budget TOTAL NET BUDGET 2,752,000 (50,000) 376,000

3,078,000

DIRECT SERVICES The forecast costs for Direct Services are likely to reach 1,761, 000 for 2013 - 2014 as compared with 2012 - 2013 Original Estimate 2,072,000 and Provisional Outturn of 2,118,000 Direct Services primarily consists of the sections within Policy and Conservation including; Page 12 of 82

Forward Planning Economic Development Environmental Coordination Conservation Policy Countrycare

REGULATORY SERVICES NON FEE EARNING It is expected that the costs for Non Fee Earning activities within Development Control are estimated to be 693,000 for 2013 2014 which represents a decrease as compared with 2007 2008 of 820,000. Development Control Appeals The forecast cost of Appeals increased from 237,000 in 2007/08 (132 Appeals) to 421,000 in 2008/09 (153 Appeals). The forecast figure for 2013 2014 is 218,000 (110 estimated). Enforcement The following table illustrates how the annual costs of Enforcement have dropped in recent years combined with a significant increase in Enforcement Notices served. 2007 - 08
Complaints received Enforcement Notices Served Costs 757 23 583,000

2013 - 14 (estimated)
680 35 476,000

Building Control Non Fee Earning Building Control Non Fee earning activity costs are expected to reach 166,000 for 2013 - 2014 This expenditure has been managed to ensure that this compares with 164,000 for 2007 - 08. REGULATORY SERVICES FEE EARNING This comprises of the following estimated Expenditure and Income for 2012/13 and 2013/14 FINANCIAL YEAR EXPENDITURE INCOME NET

Development Control
2013 2014 (Estimated) 2012 2013 (Probable) 1,007,600 998,180 548,740 553,290 459,860 444,980

Building Control
2013 2014 (Estimated) 2012 - 13(Probable Outturn) 472,900 458 360 459,180 378,360 (14,000) Loss Ring fenced (80,000) Loss Ring fenced

Building Control (full fee earning recovery) With the promulgation of the Building (Local Authority Charges) Regulations 2010 and with the support of the Local Authority Building Control Organisation (LABC), Building Control has successfully implemented a new scheme of charges from the 1st October 2010. This has Page 13 of 82

resulted in significant steps towards the full cost recovery by Building Control services of fee earning income. LABC is a member organisation representing local authority building control in England and in conjunction with LABC, Building Control promotes the design and construction of safe, accessible, environmentally efficient buildings that comply with the Building Regulations. Building Control continues to search for new income sources and manages to focus on controlling costs. This is part of its overall strategy of improving income streams through a variety of partnership working activities with local architects along with the provision of competitive internal and external professional surveying services. Building Control prioritises its financial management of fee earning activities by maintaining its good record in ensuring that its fee earning activities matches or slightly exceeds expenditure. However due to the current economic downturn a small loss is predicted of 80,000 based on the probable outturn for 2012 2013 with a further loss of 14,000 estimated for the 2013 2014 year. However this needs to be balanced against the rolling three year surplus within the Building Control ring fenced account of 94,714. In the past the Council has been receptive to sharing services provided that it made financial sense, and such an arrangement has been considered for Building Control in the past, and will be reviewed again. Development Control (regulated fee earning recovery) Planning Fees for Development Control Planning Applications have in the past been nationally regulated and do not currently aim to achieve full cost recovery of fees. Development Control has been working with Planning Advisory Services since 2010/11 to set up a Benchmarking exercise aimed at establishing and benchmarking the true cost of planning processes. Recent results from the Benchmarking exercise carried out in conjunction with PAS (Planning Advisory Services) and CIPFA in December 2011 were helpful in establishing the cost of the planning application process. Current indications are that we are collecting approximately 50% towards the true costs of the planning process and with a recent 15% increase, (the last increase being in 2008) there is in an ongoing requirement to take significant steps towards providing improved and more efficient planning services. As a result significant progress is currently taking place towards improvements in the Electronic Records Document Management as a key component in achieving efficiency savings and value for money as outlined in Appendix Two of this Business Plan. 3 (c) Local Plan With the National Planning Policy Framework (NPPF) replacing most Planning Policy Statements from March 2012, and the revocation of the East of England Plan in January 2013, the preparation of a new Local Plan is a Key Priority of the Council, KCO 1 (as well as a Medium Term Aim 5 (Provide clear community leadership)). The Local Plan will identify development sites and strategically review Green Belt boundaries, looking ahead to 2033, and include new policies to deal with future planning applications. An Issues and Options consultation (Community Choices) for the Local Plan was carried out between 30 July and 15 October 2012 and a series of member workshops were held in January, February and March 2013 aimed at briefing members on the outcomes of the consultation, and receiving a steer for the preparation of the next round of consultation the preferred options stage. It is anticipated that this consultation will commence in autumn 2013. These efforts were in addition to the normal reporting to Local Plans Cabinet Committee or to Cabinet. Page 14 of 82

Depending on the volume and complexity of response to the preferred options consultation, it is hoped that the revised version of the Plan can be submitted to the Planning Inspectorate in early 2014. This will lead to an Examination in Public (EiP) later in the year, and assuming the Plan is judged to be sound, it will be adopted as soon as possible after the end of the EiP, hopefully towards the end of 2014. The results from EiPs elsewhere in the country strongly indicate that the Plan will need to be very realistic about meeting objectively assessed growth and development needs, and that its preparation takes fully into account the Duty to Co-operate provisions of the Localism Act 2011. The Council has many neighbours who we have often engaged with in the past either generally or in respect of particular topics. Our approach is to maintain and extend that Cooperation even though this is time consuming when it is undertaken. One example is to work more widely on Glasshouse issues and productive landscapes with neighbours who have similar issues. These efforts are being documented. 3 (d) Electronic Records Document Management System Given the rural nature of Epping Forest District Council, the placement of electronic planning information online mainly via i-Plan has potentially saved a considerable amount of long journeys to Epping Civic Offices. These records were previously only available during office hours at Epping Forest Council Offices. A significant and large amount of Planning records are now electronically available online on a 24 hour basis, retrievable by members of the public from our website at any location that has access to a PC and the Internet. Planning applications that have been placed on our website are available for the public to view on i-Plan, Epping Forest District Council's interactive planning website http://www.eppingforestdc.gov.uk. The key area's that support the delivery of numerous benefits derived from making available information online are i-Plan and electronic records delivered by our Corporate Website http://www.eppingforestdc.gov.uk/. While a number of technical and resource difficulties have been encountered, significant progress has been made in facilitating easier remote access to planning information across Epping Forest District. For example in mid 2011, due to a decline in visitor numbers, we were able to reduce the opening hours of our reception to mornings only. This enabled us to re- allocate resources to further enhance back office i-Plan and support for electronic records. As a result we have been able to make significant savings gained from increased speed of work, reductions in the costs of printing, post and use of resources. However it is acknowledged that there is still much work to be carried out in implementing further steps towards paperless planning. Our biggest challenge at this time is to provide the foundations where at a future date and time we will be able to seamlessly move into providing a full range of paperless Planning, Policy, Development and Building Control operations. In 2012 2013 the Directorate carried out a health check exercise to ensure that it is able to make better use of the large amount of planning and building control information held on our primary database provided by Northgate Information Solutions (UK) Limited. Part of this involves the development and improvement of in house Crystal Performance Reporting that directly aids business capacity. Crystal Reports provide important key performance management information as well as supporting initiatives to implement improved faster business processes utilising fewer resources. In addition in the 2012 2013 year under review, we arranged a project to convert approximately 750 000 microfilmed historical planning images into PDF format. We have also commenced the scanning of all incoming Building Control information and are combining this with the implementation of a facility for Building Control applications to be accepted Page 15 of 82

electronically via the submit-a-plan system. In addition due to the large amount of paper Building Control files we hold we also commenced a project with Northgate Documents Online Bureau Services to back scan 3000 paper Building Control files. It is our aim to progressively carry this out each year subject to the availability of resources both to aid the electronic availability of Building Control information as well as reduce the space required for the archiving and storage of Building Control paper files. However there is also an important need to further develop the Directorate Electronic Document Records Systems (EDRMS) to aid enhanced customer service, paperless planning and improve business processes. We aim to carry this out by linking this to measures that follow on from the Health Check carried out Northgate Information Solutions (UK) Limited. These measures and actions will require an additional staffing resource which needs to include resolution of the contract expiration in May 2013 for the Trainee Technical Officer ICT. It is proposed to prepare a Business Case for approval to engage a full time permanent Directorate ICT Systems Support Officer. The primary role of this post is to co-ordinate and support electronic document records management systems (EDRMS) for Northgate MVM M3, Information@work, Northgate Gazetteer and Microsoft Applications in Planning and Economic Development. This is listed as priority number 2, in Appendix Two of this Business Plan. The Directorate of Planning and Economic Development follows the priority actions listed in this template of action as described in Appendix Two Electronic Records Management Progress Plan. This outlines how best we should manage the process of moving away from paper based manual office systems to ERDMS. The Implementing Electronic Government (IEG) policy is part of the core requirement of Governments drive to modernise local authorities and the services that they provide. Local Authorities are required as an essential part of e-government aims to implement this through the use of modern business practise and electronic record keeping. SECTION FOUR: CORPORATE OBJECTIVES AND PRIORITIES 4 (a) Review of the Key Cabinet Objectives and Priorities for 2012/13. The following Key Cabinet Corporate Objectives are key elements of Planning and Economic Development strategic objectives and plan for 2012-13. These are linked to specific Key Corporate Objectives (KCOs) and Medium Term Aims (MTOs) as indicated. (i) Establish joint working arrangements with other relevant local planning authorities (KCO 1a) The Council has a long history of joint working with other local bodies on Planning and other issues of strategic importance. As part of its Duty to Co-operate it is continuing to work with the West Essex Alliance, the South East Local Enterprise Partnership and the London Stansted Cambridge Consortium (LSCC) on particular topics where there are common interests. The Directorate already participates in shared services in some areas. We are receptive to considering shared services with other Local Authorities with the overarching criteria to ensure real savings and/or efficiencies take place. A key area of progress has been the participation by Development Control in the Planning Advisory and CIPFA benchmarking exercise. As a result we now have a clearer understanding and detailed knowledge of the real costs of processing planning applications. (ii) Develop the Council's new Local Plan ( KCO1 a and MTO5) The Council has made good progress with its Local Plan in the last six months, highlights include adding more studies to the evidence base (for example a study into issues concerning the glasshouse industry in the area.) The Council also boosted its efforts to focus on delivery of the Plan by using project management as well as introducing several contract posts to support the Forward Planning Team meet a number of deadlines. In particular it undertook an eleven week consultation into its Issues and Options stage eliciting around six thousand responses, which are now being processed and analysed. Page 16 of 82

Regular progress reports have been submitted to Management Board on the changes to the Planning system, particularly the introduction of the National Planning Policy Framework and the transition arrangements required that emphasise the need to move quickly to produce a new Local Plan. Part of this to ensure that the plan will be at Examinations in Public judged to be sound. (iii) Promotion of planning for growth, sustainable Economic Development and Tourism (KCO1 & 2) The requirement to deliver a sound Core Strategy has now changed with urgent emphasis now placed on the delivery of the Local Plan. Whilst the promotion of opportunities for Growth, Local Development, Affordable Housing and Regeneration in the wider District will continue to be a major part of the Directorate strategy, the priority is to develop this through the Local Plan. Included in the Local Plan is an economic development & tourism strategy to support this. We have continued to review the role of Economic Development and Town Centre projects in 2012-13 in particular the introduction of Local Enterprise Partnerships (LEPs) where their role in forming local priorities and promoting the local economy will continue into 2012-13. A newly structured Economic Development Team started operating in 2011/12 composed of the Local Strategic Partnership and Planning and Economic Development to look at emerging economic development project priorities. (iv) The Environment Climate Change Agenda (MTO 5) The Directorate continues to support energy efficiency improvements for Council stock and collates data for reports on residential energy efficiency under the HECA requirement. The Council also participates in the progress and development of the Corporate Climate Change Strategy, which is currently being reviewed. (v) Value For Money and Performance/Efficiency Improvements (KCO 6 & 8) There has been ongoing Value for Money and efficiency improvements across all areas of the Directorate. Progress has been made in key areas such as Building Control who continue to match income with expenditure. Development Control were granted a 15% overall increase in planning application charges the first since 2008. However considerable work is still required as it has been estimated that prior to this planning application charges are some way below the actual cost of processing planning applications. The Planning Support Team continues its work on promoting sustainability and carbon friendly processes with its Electronic Records Document Management in reducing our dependency (and cost) on paper records. In addition it has been widely recognised that considerable more savings could be made, however this will be dependent on resources being made available in the short term to make sustained reductions in the use of paper based planning and building control records. (vi.) Countrycares achievements (KCO 6 & 8) These include being awarded the Green Flag for the Roding Valley Meadows which recognises green spaces that are well-managed, sustainable, of conservation and heritage value and of high quality. In addition a volunteer won a Jack Petchey Award which acknowledges his significant contribution to the work of the volunteer group and its input into the management of the Local Nature Reserves and other sites in the District. Volunteer numbers also rose from 642 person days in 2011 to 733 in 2012. This equates to approximately 28,500 worth of time given to EFDC for nature conservation projects. The Countrycare rebrand was launched with it new logo on the Epping Forest District Council website and Twitter. Countrycare was awarded an English Woodland Grant by the Forestry Commission for the management of Chigwell Row Wood LNR and 5075 will be paid over the next five years to help improve the biodiversity of the woodland and contribute to the Districts Biodiversity Action Plan targets. (vii) To improve access to information and customer service (KCO 8) The Directorate continues to take steps to improve processes, procedures and customer service. A key element of this has been promoting the use of i-Plan, the Councils Interactive Page 17 of 82

Website for both new and historic planning data, so that more information is held electronically and is more accessible. This is aimed at reducing the costs of dealing with enquiries, by providing more information on the website, rather than via individual letters, or individual meetings. In the year under review the Local Councils Liaison Committee held a number of productive meetings with Parish Council representatives as part of the i-Plan User Group. This has helped to facilitate communication and dialogue between representatives of the twenty four Parish Councils within the District and Planning and Economic Development Directorate to look at ways to improve the access to and quality of electronic planning records. (viii) Continue improvement of processing planning applications (KCO 8) Section 3 (a) of this Business Plan indicates that Key Performance Indicators for Planning KPI 51, 52 53, 54 and 55 have met and exceeded two out of five targets at Quarter Three. The remaining targets were marginally missed. Part of this is as a result of the team working approach between the Planning Teams and the Planning Support Team, who provide a significant input in assisting Planning Officers to meet their targets. (ix.) Local Land and Property Gazetteer (MTO4) The Local Land and Property Gazetteer (LLPG) arrangements for managing addressing accuracy is governed by the Data Co-operation Agreement (DCA), a contractual agreement between Epping Forest District Council and GeoPlace LLP, a Limited Liability partnership with the Improvement and Development Agency for Local Government and Ordnance Survey. Epping Forest District Council address management performance indicators are currently Below National Standards and are rated as one of the poorest performing out of 47 Local Authorities in the East of England. A report on the Local Land and Property Gazetteer (LLPG) was presented to Cabinet on 10th January 2013 outlining the that the Local Land and Property Gazetteer (LLPG) is falling considerably short of the national standards required and that the Council has until the end of March 2013 to bring the LLPG up to the required standard or face intervention (special measures) from the national LLPG managers, GeoPlace LLP. As a result it was recommended that Council provide a supplementary district development fund estimate of 100,000 to provide the short term resources required to bring the LLPG up to the national standards required. It is reported that as at the 31st March 2013 the Council has now met the minimium National Standards required. Work continues achieve our target of Silver Standard early in 2013 -2014.

4.(b)

On the Horizon Strategic Key Objectives for Planning and Economic Development 2013/14 The following is an outline of the strategic key objectives for the Directorate in 2013/14 with links to specific Key Corporate Objectives (KCOs) and Medium Term Aims (MTOs) as indicated. (i) Local Plan (KCO1 & CO6 Neighbourhood Plans) The Local Plan is the key work item for the Directorate and top priority for the Council and will set the objectives and strategic directions for growth in the district up to 2031. This is considered to be the Key Corporate Objective One of 2012-13. It is intended that this will be submitted to the Planning Inspectorate in 2014 (ii) Annual Monitoring Report (KCO1) Due to changes in 2011/12 it is now for the LA to determine when this should be published. However it is intended that this will be subject to approval by Local Plan Cabinet Committee (iii) Promotion of sustainable economic development and tourism (MTO 4 & 5) The Councils commitment to economic development is set out in the Sustainable theme of the Council Plan and is also evident as part of the recently approved Key Performance Objectives for 2012-13. The main priority here for 2013 - 2014 is the completion of an economic development strategy. The strategy and in particular, evidence underpinning the document will be important in informing the Local Plan. Page 18 of 82

(iv)

Partnership working to help secure the future viability and vitality of the districts town centres. (MTO 4 & 5) Corporate Plan 22 The Local Plan will identify key priorities to be addressed in the districts town centres. The Council continues to work with a broad range of partners, including the LSP, Town Centre Partnerships, the Chamber of Commerce, Epping Forest College and the Federation of Small Businesses (FSB) to support businesses and help alleviate the negative impact of the recession. This includes the establishment of a District Towns Team as well as a Pilot Town Centres Economic Initiatives Fund and commitment to broader district-wide activity to support town centres in 2013/14. (v) Assist in the completion of a Green Infrastructure Plan for the District (GU4 KCO 1 & MTO 5) A Green Infrastructure strategy formulated as part of the core strategy policies which will be incorporated as part of Local Plan. (vi) Protect landscape & trees as part of the unique character of the District (EFDC Combined Policies Feb 2008, Land & Landscape and Tree Strategy, 2008 MTO 5) Trees & Landscape protection is to be given high priority status by council as part of the Local Plan. The Loughton Community Tree Strategy is due to be completed in 2013 and as a result a Cabinet report will be presented requesting additional funding for further tree strategies in 2013/14. (vii) Work towards operating Countrycare as a Traded Service along with raising the profile of Countrycare. (MTO 4 & 5) Countrycare has already started trading in environmental education and land management services. Loughton Town Centre, Epping Town Centre, Chigwell Parish Council and North Weald Parish Council have all paid for land management work. In addition five schools have paid for education services. A leaflet for both areas has been produced and the environmental education one has been mailed to the first 30 schools. A cabinet report is being prepared for consideration in 2013/14. (viii) Promote customer centered performance through the use of up-to-date technology and best practice. (KCO 2 & MTO 4) Further steps will be to improve i-Plan accessibility and information for service users including the development of links with Parish/Town Councils along with other improvements to customer service such as enhanced customer feedback and improvements to the Planning Website. (ix) Improve planning application turnaround times (KCO 2 MTO 3 & KPIs 51, 52 & 53) In 2013 2014 it is intended that Development Control will exceed Key Corporate Planning Performance Indicators. In addition it is intended to further enhance this by developing and improving the joint Benchmarking exercises being carried out in partnership with Planning Advisory Services and CIPFA. This will help to provide high quality Planning Services and at the same time match DC fee earning costs to income. (x) Operate an effective and efficient enforcement & appeal service (KCO 2 MTO 4 & 5, KPIs 54 & 55) It is also intended to protect and enhance quality of environment by taking timely enforcement action by promoting good DC decision making in the context of protecting the unique character of the district. We will do this by supporting successful enforcement processes. In terms of Appeals we intend to meet and exceed Appeals Performance Indicators (xi) To secure appropriate levels of community benefit by the use of Section 106 agreements. (KCO 2 & 5 & MTO 4) In 2013 -2014 we intend to promote community benefits by liaising with internal and external groups in the early stages of the planning process to maximise S106 benefits. This will improve support for the formulation of the proposed Community Infrastructure Levy expected to take place in 2013 2014. Page 19 of 82

(xii) To match income with expenditure for Building Control charge earning account (KCO 4 & 5) Central government requires the income from building regulation charges to meet the cost of that part of the service. Building Control will continue in 2013 2014 to ensure that their Fee Earning Income matches costs, measured over a three year period. The departure of the Assistant Director (Building) who led this team will lead to a review of this function to ascertain how it can continue to operate profitably. (xiii) To promote the use of Information Technology to improve administrative processes (KCO 4 & 5, MTO 2 & 4) The Directorate will actively seek to participate in promoting the lowest council tax in Essex as well as safeguarding frontline services by utilising Information Technology to improve administrative processes. The aim is to provide carbon friendly, accessible planning records on the Corporate Website and achieve efficiency savings by continuously improving business processes. (xiv.) Local Land and Property Gazetteer (MTO4) A number of meetings have been held with GeoPlace LLP IN February/March 2013 along with the implementation of a plan of action to ensure immediate improvements take place for Local Land and Property Gazetteer Performance Indicators. As a result the Council is now at National Standard as at the 31st March 2013 a significant improvement compared to mid 2012. The allocated budget to manage the Local Land and Property Gazetteer (LLPG) improvement process is being carefully managed with 53 000 committed for improvements into 2013 2014. Included in this is the allocation of a two year trainee LLPG/GIS Assistant to support the improvement process to 2014 2015. This post has already been advertised and a suitably qualified candidate is expected to be appointed in early May 2013. Planning and Economic Development will continue to work closely with the Corporate Mapping Project Team lead by Environmental Services and Street Scene (ESS) to establish the extent and location of existing GIS/Mapping/Gazetteer (GMG) resources along with establishing the resources required to effectively deliver a corporately based GMG service. The objective is to recommend to Management Board the appropriate Directorate in which corporate resource that the LLPG and GIS/Mapping resources should be integrated and managed to provide an enhanced and improved GMG service. (xv.) Resources pressure within Forward Planning and Building Control A review will be carried out of Building Control as a result of the departure of the Assistant Director (Building) and the continuing challenges being experienced by the construction industry. Forward Planning continue to experience significant pressure to produce a new Local Plan within a tight timetable, whilst complying with a wide range of procedural requirements. In reviewing the team and how it will cope with the maternity absence of the Assistant Director (Policy & Conservation) the arrangement selected will seek to maximise the benefit of the chosen arrangement. 4 (c) Risk Management Risks that arise in the Directorate fall broadly within three categories risk to accommodation and records, risks to personnel and risks to service delivery. The Risk Matrix and Risk Action Plan for untolerated risks are shown in Appendix Eight and Nine. The following Risk Capture Analysis identifies untolerated vulnerabilities and these are further dealt with in the Risk Matrix plotting Impact against Likelihood in Appendix Eight and the Risk Action Plan Appendix Nine. Eight of the recorded nineteen Directorate risks are above the tolerance line. All others are considered to be either low probability or of low consequence. It is only necessary therefore to include management plans for those eight identified risks managed by the Risk Action Plan Appendix Nine. Page 20 of 82

RISK NO. 8.

CURRENT RISK SCORE A2

TARGET RISK SCORE C2

DESCRIPTION
Potential Difficulty in producing Local Plan to timetable Inability to effectively keep accurate records of Approved Building work carried out by external Competent Persons.

19

A2

C2

B2

C2

Planning Directorate not self-financing

3.

B2

C2

Inability or failure to provide current planning records on corporate website

6.

B2

C2

Potential need to address Gypsy, Roma and Traveller incidents Inability to ensure accurate Address Management and Local Land & Property (LLPG) requirements, which may contravene the contractual responsibilities of the Data Co-Operation Agreement (DCA). Increasing work due to Gypsy and Traveller Accommodation Assessments (GTAA) Inability to achieve measurable progress with the Directorate Electronic Records Management (ERDMS) progress plan Appendix Two 2013/14 Business Plan

18

B2

C2

B3

C2

4.

B3

D3

Business Continuity The Directorate has a Business Continuity Plan and is progressing with measures in place to cover the main area of risk to personnel, service delivery, accommodation and records. The protection and recovery of records and working files lost through fire or other impact upon accommodation is a matter of concern. Copies, including computer records, exist for much of the resources; although to some extent there are current working file papers are at risk for example Building Control, Large Commercial Site files and some Microfiche historical records. Progress has been made in converting to electronic the first batch of 21 000 pre- 1974 microfiche and it is intended to progressively over a period of several years to convert all microfiche within the Directorate. Further details on this are included in Appendix Two Electronic Records Management Progress Plan 2013 14 of this Business Plan. 4 (d) Crime and Disorder The duty to regard to crime and disorder is continuing to be addressed. Various policies of the Local Plan relate to safety; new developments may have regard to crime prevention in their layout and design.

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4 (e)

Equality and Diversity A Corporate Equalities Working Group is leading on this subject and Planning and Economic Development is represented by the Assistant Director (Building Control). As part of the Corporate Equalities Working Group we are investigating the practicality of including online equality monitoring questions as part of our satisfaction surveys. Once this is implemented we will analyse the outcome of this survey to see if there are significant differences in perception of the service by different groups of users.

4 (f)

Value for Money The Planning and Economic Development Directorate recognises the importance of Value for Money and is currently utilising a number of different measures to achieve Value for Money such as Benchmarking and achieving sustainability by matching income to expenditure for fee earning activities. Current and previous benchmarking activities with CIPFA and Planning Advisory Services (PAS) have helped to better establish the true costs of planning services. In addition this has assisted in the implementation of improved business processes to provide greater value for money regarding Development Control Planning Services, although this has been limited to some extent by recent small fee increase of 15%, the first since 2008. Building Control has been more successful in achieving value for money by matching income to expenditure for fee earning services in line with LABC (Local Authority Building Control) guidelines. DEVELOPMENT CONTROL: The preliminary results from the Benchmarking Comparator Source/Group were carried out on advice from Planning Advisory Services (PAS) and CIPFA from 27th June to 22nd July 2011 included current data and time recording carried out by all staff within Planning and Economic Development (excluding Building Control and Economic Development). We selected sixteen geographical and/or like for like authorities to compare costs and processes with;
1. 2. 3. 4. 5. 6. 7. 8. Braintree District Council Chelmsford Borough Council Cheltenham Borough Council East Hampshire District Council Guildford Borough Council Harlow District Council Hertsmere Borough Council Horsham District Council 9. 10. 11. 12. 13. 14. 15. 16. Mid Sussex District Council Reigate & Banstead Borough Council South Oxfordshire District Council Spelthorne Borough Council Tandridge District Council Tendring District Council Uttlesford District Council Waverley Borough Council

Several benchmarking exercises were carried out and moderated by CIPFA in 2010 and 2011. As a result in 2011 Development Control introduced and analysed the time taken to process planning applications as part of nine step analysis to ensure that planning applications were uniformly processed. In terms of planning application costs, seven councils in the above list has indicated their Planning Application costs were higher than EFDC. The total estimated applications for 201213 of 2562 showed that we are in the middle of the comparison group and ranked as the eighth highest. Whilst our hourly costs were considered to be the third highest in the group of 48.08 per hour, our direct staff costs were only marginally higher than the average for the group at 19.20 (average 18.10). Our overhead costs were 27.60 (average 23.70). Costs Per Application In terms of Receipt and Validation of Planning Applications our average cost of 69 per application, was significantly lower than the average of 91. However our evaluation and negotiation costs, of 212 showed these were identical to the average of 212 per application. Page 22 of 82

Our Reports and Decisions showed slightly better performance at 147 as compared with the average for the group of 161.Conversely the cost of Planning Appeals showed a slightly higher figure of 2 390 compared to the average for the group of 1 847. This has served for us to re-evaluate both the costs of Appeals and Enforcement and our yearly costs for these two areas have declined significantly year on year (see section 3 (b)). Part of the process of benchmarking and value for money process has been to establish the cost of processing planning applications as we have shown. A key element in the benchmarking exercise in conjunction with PAS and CIPFA, established the costs of processing Development Control applications. As a result we have been able to determine that the full cost of Development Control fee earning Planning applications previously constituted 50% of what is recovered in terms of fees for the processing of these applications. However this is a general situation across many local planning authorities. The results obtained have indicated there has been some improvement in the management of officer time on applications. This has resulted in better outcomes for key planning performance indicators as reported in Section 3 (a) of this Business Plan. Given that we are now in the process of increasing Planning Fees by 15% towards the end of 2012 for the first time since 2008, it is essential that we proactively improve our business processes to enable us to achieve further efficiency savings so that we are able to do more with the few resources that we have. POLICY, CONSERVATION AND ECONOMIC DEVELOPMENT. In order to achieve value for money, Policy, Conservation and Economic Development ensures that they follow EFDCs adopted procurement policies which are reviewed and benchmarked to industry standards. In terms of Economic Development there is an emphasis on exploring joint working with Eppings Local Strategic Partnership and with other neighbouring authorities, to achieve increased Value for Money through economies of scale and optimising outcomes and achievements. This is a particular emphasis of the work being carried out via the West Essex Alliance (sub LEP), the London Anglia Growth Partnership, the London Stansted Cambridge Consortium (LSCC) and the West Essex Economic Development group. In addition Policy and Conservation seeks to minimise future costs by ensuring that the Forward Plan Evidence Base Update fully supports the emerging Local Plan (Appendix Thirteen of this Business Plan). A key element of this is the verification process of the documented Evidence Base Update which in turn lessens the possibility of future failure of elements of the Local Plan. This in turn plays an important role in successful Development Control Planning governance as it reduces the probability of successful planning appeals. This is reflected in the councils key corporate indicators, as the development of the Local Plan is now considered the main corporate priority (KCO 1). BUILDING CONTROL Building Control continue to work in the competitive building surveying market, actively taking steps to increase income such as taking steps to work in partnership with local architects and investigating other ways of increasing income streams so as to match expenditure with income. Building Control constantly reviews how services are provided by ensuring that key LABC (Local Authority Building Control) performance indicators are met and exceeded. Current indications show that Building Control while being able to match income with expenditure for the last three years is finding this increasingly difficult in a highly competitive market. However it is considered likely that expenditure in the current financial year will be matched against income.

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Outlook The outlook for Development Control is slightly more difficult than previously predicted as it is likely the local setting of planning fees will not take place. In its place has been an overall increase of 15% in planning fees across the board for the first time since 2008, effective from November 2012. In addition active steps are already in place to identify other income generating activities such as the promotion of pre-application advice and cost reduction measures. It is recognised that further steps need to be taken to refine and scrutinise planning processes so to reduce the time taken by planning officers in processing planning applications. Building Control has a very good record of matching income to expenditure and continues to ensure that Value for Money is achieved by prioritising the matching of income against expenditure. As a result Building Control are continually looking at ways to increase income streams and sourcing additional income by working with partners along with competing for both internal (EFDC) and external professional surveying services. The service will be reviewed in 2013/2014 with these considerations in mind. Policy, Conservation and Economic Development also provide a key corporate value for money role by taking steps to ensure that the emerging Local Plan is successfully implemented including careful verification processes. In this way Policy, Conservation and Economic Development is able to fully meet key corporate objectives (KCO1) as well as avoid future costs that may be linked to any possible failure of elements of the Local Plan. This is in line with the Corporate Medium Term Aims 2010/11 to 2013/14, which requires that the council works towards having the lowest District Council Tax in Essex (section 2) and continuously improves efficiency by adopting new ways of working with our partners (section 4). 4 (g) Resource Requirements ICT Development continues to be the focus on resources within the Directorate along with the shortage of some staff resources to meet the challenges faced in 2012/13. Further development of the Directorate Electronic Documents Records Management System (EDRMS) is essential to ensure that we are able to provide sustainable economic, effective and efficient planning services for Epping Forest District. While it is not possible to make immediate progress towards paperless planning, measurable progress is important to ensure that eventually in the future we will be adequately prepared to take this step. A key element of this is the Electronic Records Management Progress Plan Appendix Two which details the progress made and steps required in moving the Electronic Documents Records Management System (EDRMS) forward. Key elements impacting on resource requirements for 2013 - 2014, will be the steps taken to ease resource requirements (funding) for the directorate; It is expected that Building Control although experiencing reduced income, will continue work within a competitive market to match income as closely as possible to expenditure. Development Control, as a result of the 15% fees increase will be working to increase expected income combined with steps to minimise costs wherever possible. Countrycare have introduced a traded service during the course of 2012 2013; will be planning to develop this into firm policy.

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4 (h)

Workforce Planning and Development The Directorate continues to promote staff development including continuous professional development. In 2012 2013 a trainee Building Control Surveyor obtained a Bachelors of Science degree in Building Surveying from Anglia Ruskin University, another member of staff was accredited to the Royal Institute of Town Planners along with a member of the Planning Support Team gaining two Practitioner Certificates accredited by the Association of Project Management. One was for Managing Successful Programmes (MSP) with the other for Change Management. A strategy for absence monitoring is in place with absence reported regularly to Directorate Management Team Meetings. A table summarising absence levels for the period January 2012 to December 2012 is contained in Appendix Seven. In the period under review the directorate lost 160 days due to short term sickness, and 263 days due to long term sickness, totalling 423 lost days. This equates to lower than 2.8% of work days being lost due to all types of sickness absence. The average sickness absence per staff member has been maintained at 6.65 days as compared with a similar period in 2011 of 6.17 days per member. Details of the Workforce information and staff composition are contained in Appendices Three to Seven.

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DIRECTORATE SERVICE PERFORMANCE AND DEVELOPMENT

SECTION FIVE POLICY AND CONSERVATION (Comprising Forward Planning, Trees and Landscape, Conservation and Countrycare) 5.1 KEY FUNCTIONS (a) Forward Planning (i) Delivery of the Local Plan, by combination of internal work and commissioning additional reports and ensuring that these are kept as up-to-date as possible (See Appendix 13); (ii) Annual Monitoring Report, key requirement of the Local Plan. Housing completions are monitored via NI154 (Net additional homes provided), future land supply for housing monitored via NI159 (Supply of ready to develop housing sites); (iii) Carbon Emissions and Carbon Reduction Strategy, emissions measuring and reporting and Green Travel Plan; (iv) Fuel Poverty - HECA data collection and reporting and the London Commuter Belt Energy Efficiency and Fuel Poverty Initiative; (v) Promotion of sustainable economic development and tourism; (vi) Partnership working to secure the future viability and vitality of the districts town centres; (vii) Engagement with the Local Enterprise Partnership (SELEP), West Essex Alliance, active membership of the London Anglia Growth Partnership and London Stansted Cambridge Consortium (LSCC which has now replaced the London Anglia Growth Partnership). (viii) Continued input and involvement with the Joint Investment Plan and Integrated County Strategy; and (ix) Monitoring Government guidance and adjoining authorities LDFs/Local Plans and responding to consultations as appropriate. (b) Trees and Landscape To protect and where appropriate improve the quality and extent of green infrastructure provision throughout the district, and in particular: i. Influence the strategic framework potentially affecting the future landscape of the District, through e.g. The Green Arc; The Harlow and Environs Green Infrastructure Plan; Generate tree and landscape policy; Protect trees, using tree preservation orders (TPOs) where necessary; Administer the making and confirmation of TPOs; Advise on the range of tree and landscape issues in relation to development; Monitor and enforce implementation of approvals for development in relation to tree protection and landscape issues; Deal with applications for works to trees protected by TPO and in conservation areas (TPX); Develop community engagement in tree and landscape initiatives, including through the production of Community Tree Strategies; and (with Countrycare) direct the Community Tree Warden Scheme Deal with hedgerow cases, under the countryside Hedgerow Regulations and the High Hedge legislation; Deal with breaches of TPO, Conservation Area or Hedgerow Protection legislation, including prosecutions where necessary and appropriate; Advise on issues relating to dangerous trees, where they are subject to planning protection, or there is a threat to public safety.

ii. iii. iv. v. vi. vii. viii.

ix. x. xi.

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(c)

Conservation (i) (ii) (iii) (iv) Give information and advice on new development in relation to the historic environment Advise on development in relation to curtilage listed buildings and their settings Produce up to date conservation area character appraisals and management plans Implement the recommendations arising from the Heritage Asset Review (Local Plan evidence base) where deemed appropriate, including conservation area boundary amendments, alterations to the Local List and the designation of new conservation areas Enable enhancement and joint grant schemes Maintain Local List initiative Enable Historic Buildings grants (EFDC) Provide advice on maintenance and repairs of historic buildings and buildings within conservation areas Advise members of the public on development in relation to historic buildings and conservation areas and FOI requests relating to same Produce and distribute up to date advisory leaflets and articles Issue urgent works and repairs notices and Building Preservation Notices Monitor Heritage at Risk Register Carry out listed building and conservation area prosecutions & enforcements Urban design advice

(v) (vi) (vii) (viii) (ix) (x) (xi) (xii) (xiii) (xiv) (d)

Countrycare (i.) Preserve the landscape, wildlife habitats and biodiversity value of the District (ii.) To promote and support the designation of new Local Nature Reserves and the Local Wildlife Sites network across the district (iii.) Involve and educate local communities and schools in all aspects of the Services work (iv.) Promote a greater understanding and respect for the countryside (v.) Provide ecological advice to the Planning Directorate

5.2 STAFFING SUMMARY (a) Forward Planning Planning Policy includes Forward Planning, Economic Development and Environmental Co-ordination. The Forward Planning team comprises 6 permanent professional posts (Forward Planning Manager, Principal Planning Officer, Senior Planning Officer, Planning Officer, Information and Technical Officer and Forward Planning Assistant. There are three fixed term posts (until 31/12/2014) (i.) Senior Planning Officer which will be filled from 22nd April 2013; (ii.) Planning Officer and Information and Technical Officer. Both these posts are currently vacant but interviews will be held in April 2013. The Economic Development team currently has one officer who was on maternity leave from late 2011 and returned to work on a three day week from the 17th Jan 2012.The Environmental Co-ordinator is a permanent professional role, currently reduced to 3 days a week. The full staffing profile is shown in Appendix 3 and 4. (b) Trees and Landscape The team comprises 1 Principal Officer, 2 professional Tree and Landscape Officers and 1 Technical Officer (c) Conservation (i) The conservation section consists of one Conservation Officer (PPC 13) and there is a Technical Support Officer for Conservation (PPC18C) post (1 fixed term), that is currently vacant. Page 27 of 82

(ii)

Essex County Council (ECC) provides advice on most applications for Listed Building Consent and all matters relating to archaeology and Scheduled Monuments under a service level agreement set up in 2008 (for period 2008/2011). The staffing resulting from this service level agreement is: 1 x Senior Historic Building Adviser (p/t) 1 x Archaeologist (p/t)

Following discussions with ECC the service level agreement that was agreed in 2011-2012, will be extended to 2013 2014. (d) Countrycare There are four permanent members of staff within Countrycare. Since November 2012 Countrycare has employed a part-time casual member of staff for special projects. Throughout the year Countrycare is supported by a range of volunteers. These include tree wardens, work placement students and practical conservation volunteers. Their support is fundamental to the Service achieving many of its objectives.

5.3 KEY OBJECTIVES

Priority Service Objectives This area of the Planning Directorate has identified the following priority service objectives for this business plan: Objective Council plan or other ref Background

FORWARD PLANNING
Local Plan KCO1 The Local Plan is the key work item for the Directorate and top priority for the Council and will set the objectives and strategic directions for growth in the district up to 2033. Under the changes via the NPPF and Localism Act there will be a requirement for coordinated working arrangements with neighbouring authorities to deliver aspirations for regeneration and growth. The Local Plan Cabinet Committee will consider the experience of the NPPF one year on, and further presentations/training for staff and Members will be provided. There have been changes to the planning system in 2011/12. It is now for the LA to determine when the AMRs are published and it is no longer a requirement to submit to the Secretary of State. Instead AMR's are to be published on Councils websites. For this Council the AMRs will continue to be presented to the Local Plan Cabinet committee. National Indicator 186 Other Indicators relevant to this objective i.e. NI185, NI188 and NI194 have been discontinued, but replaced by emissions measuring and reporting.

Annual Monitoring Report

KCO1

Carbon Emissions and Carbon Reduction Strategy

Corporate Plan 8 (theme 2) 20 & 21

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Objective
Fuel Poverty

Council plan or other ref

KCO 4, 5 & 6

Background
NI 187 has been discontinued. HECA reporting has been reinstated as a statutory requirement. HECA data is collected by Environmental Co-coordinator from several sections within Housing and one in Planning, before being put into a report and published.

Promotion of sustainable economic development and tourism

MTO 4 & 5

Partnership working to help secure the future viability and vitality of the districts town centres.

MTO 4 & 5 Corporate Plan 22

The Councils commitment to economic development is set out in the Sustainable theme of the Council Plan and is also evident in the recently approved Kops. Beyond this, the Council is actively engaging with the SELEP on economic development matters and has formalised sub-regional partnership working with the West Essex Alliance (sub LEP) in order to fully input into the broader LEP (which covers East Sussex, Essex, Kent, Medway, Southend and Thurrock). The main priority for 2013/14 is the completion of an economic development & tourism strategy, which will be a key piece of evidence for the Local Plan. Given the work taking place on a West Essex level it is anticipated that this piece of work will extend to become the West Essex Economic Development & Tourism Strategy The Local Plan will identify key priorities to be addressed in the districts town centres. The Council continues to work with the Town Centre Partnerships and Chamber of Commerce to support businesses and help alleviate the negative impact of the recession. The Council and the Local Strategic Partnership launched the One Shops Local initiative in 2011/12. The website is a forum for businesses to register their information, offer discounts and get people to shop on their local high street. Other initiatives like this will continue to be delivered throughout 2013/14 White Water Canoe Centre - Economic Development study was completed in 11/12. Ancillary development and leisure options were outlined in the report as were opportunities to improve employability, skills and adjacent local economies via regeneration and initiatives

TREES AND LANDSCAPE

Assist in the completion of a Green Infrastructure Plan for the District Protect landscape character within the District GU4 KCO 1 MTO 5 EFDC Combined Policies Feb 2008, Land & Landscape MTO 5 EFDC Combined Policies Feb 2008, Land &

A Green Infrastructure plan or strategy will be formulated on the basis of the Local Plan policies

Landscape protection given high priority in the Local Plan.

Protect trees within the District

Landscape protection given high priority in the Local Plan, and a duty under S198 of The Town & Country Planning Act 1990.

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Objective

Council plan or other ref

Landscape; &Tree Strategy, 2008 MTO 5

Background

4 Maintain public support for and involvement with the objectives of the team

IP4 MTO 1 MTO 4

Ensure delivery of customer focused service

CONSERVATION
Protect and manage the character and appearance of the districts conservation areas. Enhance the character of our conservation areas via minor enhancement schemes. Protect the built heritage of the district KCO 1 MTO 5 Work is underway on the character appraisals and management plans for Staples Road, Baldwins Hill and York Hill Conservation Area as well as Copped Hall

KCO 1 MTO 5

Other projects will be brought forward as the character appraisals are completed.

KCO 1 MTO 5

Ensuring ECC responses are timely and accurate, and that the service given is cost effective. Ensure internal responses to DC consultations are timely.

MTO4

MTO4

A review of the districts 25 conservation areas has been completed recommendations to be taken forward where deemed appropriate and where resources allow. The successful Local List project will be continued. The Conservation team will also assist property owners or other interested parties who are interested in getting buildings formally listed in conjunction with English Heritage. Continue Historic Buildings Grants Scheme for nonresidential listed buildings. Three formal applications have been received Owing to the pressure on meeting performance targets it is essential to monitor the speed of ECC responses. This is done through regular officer meetings and quarterly management meetings with ECC. The quality of service is also to be considered as this is equally as important as the speed of service. Owing to the pressure on meeting performance targets it is essential to monitor all DC consultations and ensure a timely response.

COUNTRYCARE
Work towards operating Countrycare as a Traded Service. MTO 4 & 5 Countrycare is already charging internally to Leisure and Environment Directives and externally to town and parish councils and schools. This is via word of mouth and with no advertising having taken place. .

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Objective

Council plan or other ref

Background

Next steps: Negotiation with other internal Directorates should be opened (Estates and Facilities). An Environmental Education package is being offered to schools to charge for Countrycares Services. A leaflet detailing opportunities the Service can offer is being mailed to schools both within and without the District. Promotion of habitat management services externally will take place shortly in 2013 -14. A leaflet detailing services on offer is being prepared. Eventually there will be a proposal to Management Board that Countrycare officially becomes a traded service. Procedures will need to be put in place to allow Countrycare to take on casual staff, possibly through zero-rated contracts, to allow resource for extra work Address issue of office move CORPORATE PLAN 15 With the potential development of Town Mead Depot during the next four years, an alternative appropriate site should be identified for the re-housing of the Countrycare office, garages, workshop and storage areas.

In the meantime: Results of the Health and safety Audit should be addressed and provision should be made to make the Depot a safe, comfortable and healthy environment. Implement use of Biological Records in Essex in DC Planning MTO 5 Much development recently. Next step: EFDC to data share with BRIE. A mechanism is in place for this. Consultants data is being sent to BRIE (with their permission) and veteran tree data is being sorted into a correct format to be submitted. Ten parishes are completed but need data clean up and records sent to BRIE and Ancient Tree Hunt. Complete surveys of a further eight parishes and submit data. Ongoing efforts being made but impeded by lack of Essex Biodiversity Action Plan on which to base local targets.

Continue veteran tree survey of the District Work towards achieving targets of Epping Forest Biodiversity action Plan Localism

GU3 MTO5

GU3

MTO4 & 5 Corporate Plan 10

Recruitment of volunteers and promotion of healthy living

MTO 5

Increase partnership working to deliver more efficiently and share skills Raise Countrycares profile in and outside the District Staff training

MTO4 & 5

MTO 5

MTO 5

EFDC Countrycare is one of the few Local Authorities which already has a large community involvement and volunteer base. Continued training and mentoring of volunteers and tree wardens gives individuals a sense of possession and community whilst also allowing easier access to grants and external funding. With the development of a Traded Service opportunities for paid work to be given to volunteer contractors may attract a younger volunteer base. However: In order to do this Countrycare needs a mechanism by which to take on casual part-time contractors on an ad-hoc basis. A zero-rated contract system would solve this. Already working closely with Essex Wildlife Trust, Essex County Council, Field Studies Council, City of London, Epping Forest Conservation Volunteers, British Ecological Society, Essex Field Club and Woodland Trust on events, training days and project tasks. More publicity: having more control of the Countrycare website will allow Countrycare to update news and events information more efficiently and the use of Twitter will also help. One Countryside Assistant to start an NCert in Countryside Management day release course at Capel

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Objective

Council plan or other ref

Background
Manor College. Training is ongoing where there are gaps in knowledge and experience. Need recognition by designating more sites as LNR's. Attempts with Norton Heath proving difficult. Will continue persistency. This currently under consideration awaiting confirmation arrangements in 2013 - 2014

Gain recognition for management of Local Nature Reserves Produce an Annual Report highlighting the achievements of the service 2013/14

MTO 5

MTO 1

5.4
(a)

REVIEW OF THE YEAR 2011 - 2012 Action Plan 2011/12 - Review A combined Action Plan review Forward Planning, Trees and Landscape, Conservation and Countrycare for 2012 - 2013 is shown in Appendix 10 (A). (b) Strengths and Weaknesses In the formulation of this business plan, a SWOT analysis was carried out for Forward Planning, Trees and Landscape, Conservation and Countrycare staff in January 2013 and the results are shown below; FORWARD PLANNING STRENGTHS WEAKNESSES
Low staff retention over time has led to shortages affecting delivery of work. Stress levels Difficulty from time to time due to staff shortages to keep up with changes to planning system/guidance and strategic advice. The work related to this can be substantial during periods of rapid change. Difficulties due to staff shortages from time to time to deal with adjacent and other planning authority consultations related to Local Plans and other planning documents

Team focused on delivery Team has strong skill set, experience and knowledge Sound/innovative consultation strategy Positive relationships with other teams

OPPORTUNITIES
Further in-house development of staff/strong succession planning Further improving on consultation methodology and Forward Plannings image by the public. Early stage of Local Plan delivery- this provides EFDC with more flexibility to adapt to change Tight deadlines and timescales Further streamline DC application advice

THREATS
Lack of clarity regarding targets Ongoing stress levels and threat of related sickness absence remain high ICT: ongoing unresolved software issues Building consensus on approach with all Members (inconsistent and competing views) , including cross boundary working with adjoining Councils Lack of clarity, steer/guidance from Government; requirements frequently changing Impact of Gypsy Roma Traveller consultation on image of Planning and any additional work Planning image through bad press leading to criticism

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TREES AND LANDSCAPE STRENGTHS

Strong Investment in development of team members, leading to retention of staff. Excellent team skills. Strong team identity and positive approach. Positive relationships with other teams. Good support for CPD. Ability to undertake strong community based initiatives, e.g. Tree Strategies; landmark trees, with Countrycare involvement and support. IT systems now embedded in procedures

WEAKNESSES
Not resourced to be pro-active in relation to implementation of landscape schemes/ tree protection plans No dedicated administrative support. Not resourced to take on all enforcement cases without impact on other areas of work Out of date and limited tree strategy for the district, not fully taking account of Planning issues. Highway constraints have resulted in limited involvement in Town centre Enhancement schemes.

OPPORTUNITIES
Development of new District Tree Strategy could integrate planning priorities for T & L into the wider strategic framework. Discharges of conditions applications allow impact on greater number of sites. Continuing program of Community Tree Strategies could extend effectiveness of work of the team, and public involvement. Involvement in Safer Cleaner Greener initiatives could link team to wider agenda. Further development of 50 Favourite Trees database can support tree protection. Further development of ICT capabilities Develop involvement in Town Centre strategies by developing approaches that address concerns of Highways.

THREATS

Inability to recruit new staff to react to increases in workloads. Not fully resourced to react adequately to new demands such as new discharge of conditions applications. Not fully resourced for workload of major applications, arising from the governments growth agenda. Changes to Permitted Development rights increasing threats to trees Hot and dry summer, leading to increased compensation claims for TPO tree decisions.

CONSERVATION. STRENGTHS
Staff resource providing quality service to Development Control and general public Ability to respond to existing and future National Policy and Guidance Availability of County support

WEAKNESSES
Lack of staff resources, 1 member of staff No long term arrangement for staff coverage for absences from the office including annual leave and sickness Reliance on County support Lack of extensive Urban Design expertise

OPPORTUNITIES
Develop in house skills around Historic building advice Continuing Professional Development Develop Urban Design expertise including up to date information on GIS layers and on website

THREATS
Reduced resources to achieve targets, including delivery of up to date Character Appraisal and Management Plans and updating Conservation Area leaflets and website Growth of discharge of condition applications Increase in applications workload Conservation is unrecognized as a key issue and statutory duty with Members Increase in number of pre-application discussions

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COUNTRYCARE

STRENGTHS
Strong team skills Strong team identity and positive approach Positive relationships with partners in the conservation sector Strong volunteer base and one of EFDCs key Services for community involvement in community projects Strong commitment to environmental education and awareness raising Provide EFDC with in-house Ecological support service

WEAKNESSES

No dedicated administrative support Town Mead satellite office means that team do not work in close proximity with other Planning staff Town Mead satellite office often means delays in addressing problems with IT, printers etc.

OPPORTUNITIES
Extend the volunteer base and community projects Extend Service delivery to more schools Extend Service delivery presently within District beyond EFDC area Recharge Service/Officer time for Countrycare projects internally To run Countrycare as a traded service externally

THREATS
Inability to recruit appropriate staff to react to increases in workloads Inability to take on casual part-time staff to react to workloads Reduced funding opportunities due to recession Current site at Town Mead is not Health & Safety compliant.

5.5
(a)

ON THE HORIZON 2013 - 2014. Action Plan 2013 - 2014 (Forward Look) A combined Forward Look Action plan is contained in Appendix Ten (B). This sets out the actions to be carried out in this service area to meet the Key Objectives set out in Section 5.3 of this Business Plan for Forward Planning, Trees and Landscape, Conservation and Countrycare. Challenges and Issues arising from 2012 - 2013, likely to be faced In 2013 2014.

(b)

FORWARD PLANNING (i) Local Plan: Deadline for completion of the preferred option consultation is autumn 2013.The timetable is tight and advice from the Planning Advisory Service has been that the Council ensures that all stages of the process are managed carefully and not bypassed in an effort to speed up the process since this could affect the soundness of the final document. Should be prepared taking into account the Key Objectives of the Sustainable Community Strategy published by the Local Strategic Partnership; Corporate recognition of, contribution to, and support for, the establishment of the Evidence Base, building a political consensus and delivery of the final document. Multi layered partnership working with other public sector organisations is required in the preparation and adoption. The new duty to co-operate under the Localism Act needs to be duly considered. The East of England Plan was formally revoked under the provisions of the Localism Act; The Localism Act also introduces a series of new concepts including Neighbourhood planning etc, which will have a capacity impact on the FP team. Page 34 of 82

(ii)

(iii)

(iv)

(v)

Local Plan budget given the number of changes that have occurred since the budget was allocated (e.g. all the work on the Gypsy and Traveller DPD, the introduction of the NPPF, and additional items of work), it will be important to continue to monitor and review the budget, and the timescale; There continues to be heavy reliance on consultants to prepare much of the Evidence Base (see Appendix 13);and Public engagement a Communications Strategy was agreed by the Local Plan Cabinet Committee in March 2013 and will be reviewed throughout the preparation of the Local Plan. The draft statement of community involvement (SCI) will be considered for adoption at Cabinet in April 2013. The Issues and Options consultation (Community Choices) ran from 30th July to 15th October 2012 eliciting responses from over 6 000 people. It is hoped that the Preferred Options Consultation will be held in the autumn of 2013 Carbon Emissions and Carbon Strategy This is a corporate objective so it requires input from, and implementation by, all Directorates and getting this input can be a challenge. New guidance on emissions measurement and reporting replaces NI185 The Government requires an annual report on emissions to be published on LA websites. Fuel Poverty Limited officer resource and budget the one National Indicator previously applied has been discontinued (NI 187). Work in this area now being delivered under HECA reporting, which requires collation of data from different sections of the Housing Directorate and some data from Planning Building Control. Sustainable economic development and tourism Limited officer resource and budgets. This has partly been dealt with by the LSP having some input into the work items. The return of the Economic Development officer, albeit on a part-time basis, will also allow items to progress further. Delivering a coherent, action and delivery orientated Economic Development and Tourism strategy. Ongoing questions remain around the effective operation of the new SELEP structure, especially given its size and diverse geographic demands and priorities. Ongoing challenge in ensuring that the local area captures optimum benefit from the London 2012 Games and most significantly the legacy operation of the Lee Valley White Water Centre. General lack of external funding available for local authorities/private sector partnerships to deliver/sustain projects and activities Establishing effective, joint, working across West Essex. Partnering to deliver cost effective services and support to business and local economies and promoting sustainable economic development. Establishing a West Essex Economic Development Officer Group and jointly feeding in bottom up to West Essex Alliance, West Essex Partnership (WEP), and the Essex Integrated County Strategy. Engagement with Local Enterprise Partnerships The South East Local Enterprise Partnership (SELEP) includes East Sussex, Essex, Kent, Medway, South end and Thurrock there is real concern that the needs of the M11 corridor, including this Council, will be lost or overshadowed by other major issues e.g. Thames Gateway, a new Thames crossing, the Haven Gateway, coastal towns etc; Need to continue to engage with North London Strategic Alliance and Hertfordshire LEP, latter because of links with Harlows potential growth; Monitor progress and status of Essex Integrated County Strategy and its input to the LEP

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(vi)

Town Centres The Town Centre Officer contract ended in 11/12 as did the funding for this post. The Council is currently reviewing how it supports its town centre; this is ongoing but not without its intricacies; General lack of external funding available for local authorities/private sector partnerships to deliver/sustain projects and activities; Work required to improve or gain the right representation on some Town Centre Partnerships Implementation of briefs for Debden Broadway and St Johns Road, Epping could be affected by current economic climate, and limitations of influence on the private sector. St Johns Road will proceed through broader stakeholder and public consultation phases and formal Council approval procedures.

TREES AND LANDSCAPE (i) Work will continue on the development of a Green Infrastructure Plan, identifying and recognizing the special place of landscape in the identity of the district. Developing strong and strategically sound green infrastructure policy within the council plan is a major challenge. The number of TPO applications continues to rise. Finding a way to deal with them more efficiently without losing the quality of decision is urgent. The number of enforcement cases, particularly infringements of TPO's has again risen. The reasons are unclear, and it may not indicate a trend. However it has been a significant drain on resources in 2012/13, despite adopting new practices, such as formal cautions. The team has within 2010/2011 absorbed extra responsibility for the registration of TPO/ TPX applications, while having lost the previous fixed term administrative support shared with the Conservation Officer. The lack of dedicated administrative support continues severely to limit the teams ability to monitor implementation of development schemes, to deal with TPO applications, enforcement cases and high hedge notices complaints in good time, and also to be pro-active, for example by completing further Community Tree Strategies. However the response to the Loughton tree strategy has been very positive, and serves as an inspiring model of partnership working and community engagement. The Community Tree Strategy for Loughton was completed in draft by end 2011, however obtaining final agreement to the text by all concerned parties and achieving the necessary high standard of presentation for a web based document (also suitable for ipad) took until December 2012. The challenge now is to complete an action plan, with partners in good time and to find resources to begin a series of further strategies, using the new formula. There remains an acknowledged need for an up to date and integrated tree strategy for the district. It is intended that this will be developed corporately ancillary to the proposed Green Infrastructure Plan, now proposed for 2013 - 2014.

(ii)

(iii)

(iv)

CONSERVATION (i.) Character Appraisals and Management Plans: The most significant area that remains outstanding is the production of Character Appraisals and Management Plans. The work involved is detailed and resource heavy and competing statutory duties have meant they have not been finalized to date. Designation of new conservation areas: The Heritage Asset Review (May 2012) resulted in recommendations being made for the designation of two new conservation areas. There is strong public support for these designations; however, the designation exercise is resource heavy.

(ii.)

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(iii.) Review of the Local List: The Heritage Asset Review also recommended the addition or removal of buildings/structures from the current list of buildings of local architectural and historic interest. Despite the benefits in updating the Local List it is not a statutory duty (unlike the review/designation of conservation areas) and because of resource constraints, this exercise is not a priority. (iv.) Local Plan: Work on the heritage conservation chapter of the new Local Plan is ongoing and may take priority over other objectives making it difficult, within current resources, to complete other tasks. This will incorporate changes in national policy and guidance on the conservation of the historic environment which have taken place since the last Local Plan. COUNTRYCARE (i.) The difficulty of securing external funding will impact on the Service. Many funding bodies have cut their budgets. The Service relies on securing external grants for one off projects to enhance sites e.g. tree-planting or major habitat enhancement. Working in partnership with parish, town councils and community groups, Countrycare may be able to access community-based grants. Bio-diversity off-setting may be an income stream in the future. It is an intention of the Assistant Director (Policy & Conservation) and the Countryside Manager to run Countrycare as a traded service. This will involve ongoing discussions with the Portfolio holder and eventual reporting to Planning Scrutiny and Cabinet. This cannot be fully realised or resourced until a mechanism to employ casual staff is in place.

(ii.)

(iii.) The present accommodation at Town Mead Depot is not fit for purpose. A decision needs to be made as to whether to refurbish before next winter or move the Service elsewhere.

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SECTION SIX: DEVELOPMENT CONTROL

6.1

KEY FUNCTIONS: Regulate and manage development and use of land in the district. Consider planning applications against the development plan and any other material planning considerations. Monitor development as it takes place. Take enforcement action against breaches of development or uses. Provide information and advice about development control system and proposals. Defend appeals against planning decisions made by the Council.

6.2
(a)

STAFFING SUMMARY There are 17 permanent posts within Development Control (see Staffing Matrix Appendix 4) 10 application case officers, two of which are effectively team leaders of a North and South Area teams and 5 enforcement officers with 1 Planner overseeing that service plus one dedicated enforcement support officer all under the leadership of the Assistant Director (Development). This is supported by the Planning Support team under the Planning Business Manager who are located in the working area of the professional officers. In addition, a budget for consultant staff permits additional staff resources to cover occasional specialized appeal work. The section has suffered from the Council-wide recruitment restriction in place for most of 2012-13 and despite trying to recruit internally; there were two vacant planning officer posts over this period. KEY OBJECTIVES Priority Service Objectives This area of the Planning Directorate has identified the following priority service objectives for the 2013/14.
Council plan or other ref

(b)

(c)

6.3

Objective

Background To increase accessibility and information for the general public and other users to planning applications, appeals and general development control held information/ guidance. Promote improvements in the use of i-Plan by working with Parish Councils and ICT Directorate. Meet and exceed all relevant planning performance indicators. Provide sound officer planning advice through the chargeable pre-planning application process. Review and produce a looser and clearer Local Validation Checklist. Meet and exceed all relevant planning performance indicators. Promote good decision-making and at the same time strongly support the special character of the district.

Maintain and improve customer centered performance through the use of up-to-date technology and best practice.

KCO 2 Med Term Aims 4

Improve planning application turnaround times and decision making

KCO 2 Med Term Aims 3 KPI 51, 52 & 53 KCO 2 Med Term Aims 4 & 5 KPI 54 & 55

Improve appeal success rate.

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Objective

Council plan or other ref

Background The National Planning Policy Framework requires Councils to produce a Local Enforcement Plan to maintain and enhance the quality of the environment. If the council fails to take appropriate and timely enforcement action where it is expedient to do so, it could be found guilty of maladministration by the local government ombudsman and required to compensate members of the public. Promote community benefits by liaising with internal and external groups in the early stages of the planning process to maximise S106 benefits and compliant applications for affordable housing in accordance with adopted policies of the local plan. Training and development of staff to ensure IIP accreditation and improved staff experience and knowledge.

Operate an effective and efficient enforcement service through the production of a Local Enforcement Plan

Med Term Aims 5

To secure appropriate levels of community benefit, particularly affordable housing by the use of Section 106 agreements and other means. Maintain staff development to ensure the most proficient provision of the service to its customers To provide improved communication with the public

KCO 2 & 5 Med Term Aims 4

KCO 2 Med Term Aims 4

Med Term Aims 1 Corp Plan 26

Collection of Development control feedback will allow us to target how to use our limited resources effectively and deliver a more customer focused service.

The actions (and relevant targets) for achieving these objectives are detailed in section 9 (b) of this part of the business plan.

6.4
(a)

REVIEW OF THE YEAR 2012- 2013 Action Plan 2012/13 - Review An Action Plan showing the review of the previous year 2012/13 is shown more fully in Appendix 11 (A). (b) Strengths and Weaknesses - Development Control SWOT Analysis In the formulation of this business plan, a SWOT analysis was carried out among the Development Control staff in January 2013 and the results of which are shown below

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STRENGTHS
Availability of planning information on website. Information@Work electronic document storage & management for ease and speed of finding information. Stable staff resource, providing quality response and decisions Low sickness absence. Availability of professional staff to respond to public/agents etc (Support staff, pre-application meetings and Duty Planner). Own reception and permanent receptionist Good level of delegation resulting in high turnaround of planning applications in time, given level of professional staff and support. Admin. Support led by a Business Manager. Effective strong enforcement team. Joined up working between Development Control and Building Control. Good balance in validation process of Planning applications. Highway Officer hot-desking weekly. Up to date procedure notes Remote Working as and when required

WEAKNESSES
Basis and evidence for s.106 contributions. Not achieving all KPI upper-quartile performance targets. Delay in Local Plan Core Strategy 4-week committee cycle delay on decisions affecting performance targets No specific urban design expertise in Directorate. ICT support examples of noncustomer friendly service and slow response, Inadequate administration cover during absences. Continuing incompatibility of Information@Work and MVM3Northgate. Statutory requirement to advertise certain applications results in high cost to service Lack of procedure notes for appeals. Website design leads to large number of customer calls

OPPORTUNITIES
Increase Electronic consultation. Scan all planning property files and applications. Improve planning website pages to reduce number of customer phone calls Improve turn-around KPI performance on planning applications - More frequent Districtwide committees. Officer reports and representations are made available on the Website. Have CIL in place to achieve community benefits. Electronic access and link between M3 and Information@work. Expand pre-application charging

THREATS
Loss of consultants budget for appeals. Service threat because of potential council budget cutbacks and Ernst and Young Report (when known). Large cost awards against Council in appeal cases. Planning image harmed through bad press leading to criticism. ICT and website failure Cross-authorities service sharing Delivery of planning more locally without professional expertise or strategic guidance Government change to planning system resulting in need for re-training.

6.5
(a)

ON THE HORIZON - 2013/14. Action Plan 2013/14 Forward Look An Action Plan showing of the Forward Look for the year 2013/14 is shown more fully in Appendix 11 (B). This action plan will be reviewed and updated at regular intervals during the course of the year 2013/14.

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(b)

Challenges, Targets and Issues Likely To Be Faced in 2013/14 i. Performance targets continue to be the main focus of the Development Control Section. Staff shortages due to the recruitment restrictions put more pressure on the remaining staff to deliver planning decisions within a timely manner. The planning application targets therefore were not achieved, although performance in the Minor (KPI 52) and Other (KPI 53) category were still high. There will only be one senior officer on maternity leave for the first part of 2013/14, therefore potentially performance should improve on 2012/13. The Councils Local validation list of requirements to submit a planning application needs to be reviewed and consulted upon as part of the Red Tape Challenge, whereby the Government has been critical of Councils asking for far too much information beyond what is necessary. This is a piece of work which will be reviewed in the coming year. Section 106 planning obligations are an important element of planning implementation which requires evidence based decisions to be integrated within current applications particularly in the case of major developments. The challenge ahead is to make measurable gains in section 106 benefits which comply with the Community Infrastructure Levy regulations 2010. In respect of Planning Appeals, 2011/12 introduced two Appeal Performance Indicator of Planning Appeals allowed for Officers and Appeals dismissed for Members. Current Appeal Performance indicators look good at Q3 2013, but the test of appeal success in 2013/14 for the Council will rely on how policies of the current Local Plan are in conformity with the National Planning Policy Framework. Approval has been given by Cabinet to expand the pre-planning application charging beyond just Major types as current, but to also include Minor types (e.g. 1-9 house developments). National planning application fees rose by 15% in November 2013 for the first time in 4 years after the Government decided at present to shelve a proposed local planning application fee setting. Currently our planning fee structure enables us to recover only 50% of planning fee costs and whilst full cost recovery will still not be possible, it is hoped that the fee change and income raised through pre-application charging will increase this percentage. The Government has been consulting on some potentially major changes to permitted development rights, which would allow large residential extensions to residential property, the conversion of offices to residential, and has heralded possible changes to conversion of agricultural buildings. Some of those changes have been met with objection, or concerns about their impacts upon neighbours, but also about their impact on planning fees. At present none of those changes have been enacted in their original or a revised form, but the challenges will become clearer when they are enacted.

ii.

iii.

iv.

v.

vi.

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SECTION SEVEN: BUILDING CONTROL AND PLANNING SUPPORT TEAM

7.1
(a)

KEY FUNCTIONS
Building Control The checking of applications and work on site in relation to the Building Regulations and the associated legislation Enforcement action against illegal or non-compliant work Dangerous structures Demolitions Provision of advice and support on disabled issues The processing of initial notices from approved inspectors Providing pre-application and general advice Dealing with complaints General Building Surveying work Planning Support Provision of administrative and business support for Development Control and Building Control. Electronic Records Management (EDRMS) in conjunction with Directorate ICT Systems administration. Processing directorate accounts and invoices along with the reconciliation of income and expenditure of procurement contracts. Customer contact and Freedom of Information requests. Corporate maintenance of the Local Land and Property Gazetteer and Address Management Systems for Epping District. STAFFING SUMMARY (a) Building Control The Building Control Team has establishment strength of 8 FTE posts including the Assistant Director Building Control. Planning Support Planning Support has a total of 12.58 posts. KEY OBJECTIVES Priority Service Objectives This area of the Planning Directorate has identified the following priority service objectives for this business plan: COUNCIL PLAN OR OTHER REF

(b)

7.2

(b)

7.3

OBJECTIVE

BACKGROUND BUILDING CONTROL

To match income with expenditure for the charge earning account. To improve on Performance targets in general

KCO 4 & 5

Central government requires the income from building regulation charges to meet the cost of that part of the service while not making a significant surplus Staff training and constant evaluation of the service should improve performance.

Medium Term Aims 4 KCO 4

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To train and develop staff to ensure the most proficient provision of the service to its customers Improve Customer Care Raise Building Controls profile

KCO 4 Medium Term Aims 3 & 4

The identification of training needs is a key element of the Performance Development Review process. These are met through the Corporate Training and external courses to address changes in legislation, national initiatives and Continuing Professional Development, which is a requirement for RICS and Building Engineer members.

KCO 4 Medium Term Aims 4 Medium Term Aims 4 & 5

Scope exists for further development.

Scope exists for further development.

PLANNING SUPPORT
Safeguarding frontline services and keep Council Tax the lowest in Essex; Promote long term reductions in funding from the Continuing Service Budget; To promote the use of Information Technology to improve administrative processes. Improve and achieve national standards for LLPG Address Management Promote effective and efficient frontline services and participate in reducing planning support costs. Encourage the robust use of Market Place procurement processes to ensure efficiency savings. Take active steps to reduce the use of paper within the directorate. Maximise income. Continually review and improve business processes within planning support services to provide better and more easily access to planning records. Ensure structure of the Planning Support Team promotes VFM (Efficiency, Effectiveness and Economy). Maximise income by ensuring timely reconciliation and charging processes. To play a role in promoting the lowest council tax in Essex and also safeguard frontline services by: Utilising Information Technology improve administrative processes. Provide carbon friendly, accessible planning records on the Corporate Website.

KCO 4 & 5

Medium Term Aims 2 &4 KCO 4

Medium Term Aims 2 &4 KCO 4 & 5

Medium Term Aims , 4&5 KCO 4 & 5

Support the ongoing requirement to maintain national standards for Local Land and Property Gazetteer addresses.

7.4 (a)

REVIEW OF THE YEAR 2012-2013 The challenges facing the Building Control in 2011/12 have been; An Action Plan showing the review of the previous year 2012/13 is shown more fully in Appendix 12 (A). Strengths and Weaknesses SWOT Analysis In the formulation of this business plan a SWOT analysis was carried out, the results of which are shown below;

(b)

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BUILDING CONTROL STRENGTHS

Local knowledge Professionally qualified, experienced and dedicated team Ability to offer a one-stop shop Familiarity with Council aims and objectives Excellent networking at County, regional and National levels Strong customer loyalty Same day site inspections Timed site visits In-house contaminated land advice Partnership Scheme

WEAKNESSES
Inflexible ICT systems not able to respond to changing marketplace such as limitations in receipt of online payments. Inability to efficiently process building notifications under the Competent Persons Scheme Loss of market share particularly to Approved Inspectors High cost of housing Number of different surveyors that visit the same site due to staffing levels Lack of capacity to follow up projects e.g. 3 monthly reporting and site visits. Lack of capacity to monitor district for illegal works Difference in approach from council to council in interpretation of the regulations Weak National House Warrantee scheme

OPPORTUNITIES
Potential market share increase Partnership Scheme Corporate development Programme Changes in legislation Remote on-line working Provision of additional services New fee regulations give the ability to be more competitive

THREATS
Aggressive marketing and loss of core business to Approved Inspectors (AIs) Increasing number of AIs Insufficient time for staff to keep knowledge current Increased competition for work Changes in legislation Changes in local and global economy i.e. recession

PLANNING SUPPORT TEAM STRENGTHS

Committed Public Facing Team. Staff knowledge and expertise in terms of Development and Building Control Systems. Resilient Web based Planning records such as i-Plan. Developing effective Business Processes Improving financial procurement and commitment processes

WEAKNESSES
Gaps in Staffing Structure due to partial adoption of the Electronic Records Document Management System. Lack of formalised internal ICT Support within Team Inability to place all Planning Records on the Web resulting in increased Freedom of Information and document requests for planning information. Lack of resources, structure and ICT capacity to implement effective Address Management Systems Limited resources to manage financial element of Directorate (Income and Procurement) Lack of resources for Local Land and Property Gazetteer function

OPPORTUNITIES
Progress electronic records further for all areas of Planning records Ability to attain Gold Standard in Gazetteer/NLPG and GIS standards for addresses/mapping. Improve Business Processes in line with e-consultation and movement towards a paperless office. Consolidate Business Processes to make significant savings for Planning.

THREATS
Inability to flexibly restructure team to meet changing requirements of ERDMS (Electronic Records Document Management Systems) Inability to meet NLPG standards for Land and Property Gazetteer mapping to current GIS standards with possible special measures due to LLPG performance being below national standards (BNS). Failure of Web based Planning records i-Plan. Delays in implementing electronic measures to work faster and reduce the use of paper. May not be fully audit compliant in reconciliation of income and management of procurement.

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7.5
(a)

ON THE HORIZON AN ACTION PLAN FOR 2013 - 2014 Action Plan 2013 - 2014 (Forward Look) A combined action plan for 2013 - 2014 is set out in Appendix 12 (B) and sets out the actions to be carried out. This action plan will be reviewed and updated at regular intervals during the course of the year 2013 - 2014. (b) Challenges, Targets and Issues Likely To Be Faced In 2013 - 2014 Building Control (i) (ii) (iii) (iv) (v) (vi) (vii) Maintaining service standards Maintaining Income Increases in expenditure Increased competition for work Changes in legislation Retaining core experienced staff Changes in local and global economy i.e. recession

Planning Support Team (i) (ii) Maintain and improve Planning Support standards due to limitations in resources. Meet the challenges of providing full disclosure of Planning Records information available on the Council Website via i-Plan. If implemented this would directly reduce Freedom of Information Requests which are increasing in both volume (amount of requests) and complexity (requests for large and detailed amounts of information) The need to plan and implement further developments regarding the back scanning of Building Control Applications and historical microfilmed planning information. Maintaining measurable improvements in E-consultation implementation and streamlining the Appeals system into a faster electronic process. Maintain and improve Local Land and Property records to increasingly higher national standards with limited resources.

(iii) (iv) (v)

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APPENDICES
APPENDIX ONE - BUSINESS AND ENVIRONMENTAL ANALYSIS 2013 - 2014
CONTINUOUSLY IMPROVE EFFICIENCY ADOPT NEW WAYS OF WORKING TO MAXIMISE REVENUE. PROVIDE STRONG LOCAL COMMUNITY LEADERSHIP TO PROMOTE THE SPECIAL CHARACTER & PEOPLE OF THE DISTRICT

SAFEGUARD FRONTLINE SERVICES

The Directorate has a highly experienced and well qualified core workforce that is able to provide a quality service to meet the long term aims and aspirations of the community. In addition they are well placed to be able to actively promote and manage increased turnover for both Building Control and Development Control. All staff understand and support the need to implement more efficient Business Processes that will in the long term enable a more for less strategy which is a key element in safeguarding frontline services and reducing the burden on council tax. Building Control face increased competition from approved inspectors and need to remain flexible to compete for additional income streams. Some elements of Change Management may in the short term lead to the perception that Planning and Building Control is providing less than efficient technical and customer services. The inability of the Directorate to locally set its planning fees based on benchmarked cost viability means in effect that currently our Development Control Planning processes recover only 50% of actual costs with the remainder being borne by local council taxpayers. Lack of commercial flexibility and ICT development are key threats that may limit opportunities for improvement both within DC & BC.

HAVE THE LOWEST DISTRICT COUNCIL TAX IN ESSEX

BE RECOGNISED AS AN INNOVATIVE AND TOP PERFORMING COUNCIL IN ESSEX;

The Directorate is well placed to provide effective, user friendly and high performing planning and building control services. Significant progress been made with i-Plan that is User/Carbon friendly combined with opportunities to further enhance ICT development

STRENGTHS & OPPORTUNITIES

The Directorate is well regarded in terms of promoting green and sustainable policies for Conservation, Trees, Countrycare and protecting the environment. In the last year, significant progress has been made on the preparation of the Local Plan. The level of response to the Issues & Options consultation between July and October 2012 is encouraging with further progress expected in 2013 -14. Measurable progress to implement new/better ways of working within BC and DC are key components in supporting the council aims of preserving the unique and green character of the District.

WEAKNESSES & THREATS

Spending reductions may inhibit the ability of the Directorate to contribute towards innovative ways to improve service delivery. Short term savings may lead to a decline in the quantity and quality of electronic planning records held on i-Plan. Other short term cost reductions may also result in a negative domino effect leading to increased paper usage and invisible staffing requirements.

Reductions and limitations in staffing recruitment may have an adverse effect in formulating effective strategies to protect the special character of the district. Reductions in sustainability and economic initiatives could well be the subject of future savings with a detrimental knock on effect on the special character and economic development of the district.

(a). Maximise savings by making large cuts in (a). Substantially reduce frontline services to minimise impact on
council tax (ie implement major savings). spending to achieve significant savings but reducing service efficiency and effectiveness. (b). Limit spending to achieve greater savings and actively manage the reduction in service effectiveness and decline in service improvement. (c). Recommended option Implement some unpopular savings based on business principles. Manage/limit the decline in customer efficiency by innovatively improving services to compensate for this (for example reducing paper based planning and implement better quality electronic services via iPlan)

(a). Make major cuts in the provision of green sustainability

which may adversely affect the unique character and services for the District. (b). Limit cuts in spending to protect the interests of the people and District but recognise that some services may decline or be given less priority. (c). Recommended option Implement some savings in conjunction with the active adoption of the Local Plan and other business measures to safeguard the interests of the people and the district. At the same time we should aim to deliver improved and more efficient ways of providing accessible high quality planning services. We could do this by promoting strong community leadership that supports measures to protect the green and unique character of the district.

(b). Promote increased charges to meet full cost recovery. This is

subject to external control and is not an option at this time.

STRATEGIC CHOICES

(c). Recommended option - Promote long term efficiency planning

that enables the provision of a greater level of service for the same or less. This will require active and measureable annual implementation of faster business processes that provide improved services utilising proactive team/partnership working to carry out this using less resources.

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APPENDIX TWO - ELECTRONIC RECORDS MANAGEMENT PROGRESS PLAN 2013 - 2014

PHASE ACTION FOR IMPROVEMENT Improvements in the Gazetteer & Local Land and Property Gazetteer (LLPG) addressing capability. EFDC currently Below National Standards. LLPG Improvement Plan in place. Contractual requirement is to be Above National Standard as per the DCA (Data Co-operation Agreement). Engage a full time permanent Directorate ICT Systems Support Officer to co-ordinate and manage systems and electronic records document management (ERDMS) for Northgate MVM M3, Information@work, Northgate Gazetteer and Microsoft Applications. Install three PCs with dual screen monitors 1 x Contaminated Land Officer, 1 x Building Control and 1 x Forward Planning Team to promote paperless working. Install Crystal Reports 12 on two separate fat client PCs to support measures to improve and to develop and improve accessible reporting of performance/data for electronic information. Enable scanning of Microfiche records over two-three years due to high costs involved. These records are rapidly deteriorating due to age, frequent handling and exposure to light. SERVICE AREA BENEFITS Improved accurate address capability for all council and public services within the district. Specific National need in terms of emergency services. LLPG accuracy is an essential part of GIS Mapping provision. To manage/co-ordinate the use of complex DC/BC database MVM M3 and document imaging software. Required to take ERDMS and i-Plan to a higher level in terms of quality, resilience and website development Will enhance the quality of electronic records usage and remove barriers to future paperless working. Accessible performance/data reports will help officers to save time & resources. Officers are already familiar with Crystal Reporting. Important historical Planning records that are deteriorating. Corrective action required to convert to electronic format & avoid loss. Essential foundation measure to provide flexible mobile working. Aid BC business continuity as there are no back ups to existing paper files. BC and DC require this to take place as early as possible as part of its modernisation programme. High level of interest in these records by members of the public/professionals within the District. Will reduce number of Freedom of Information requests Improved access by members of the public to all aspects of Planning and Building Control Information/Records LIMITATIONS STATUS & TIMESCALE LLPG Improvement Plan in place target date 31st March 2013. Limited staff resources 1 x 18 hour p/w Gazetteer Officer. Structural staffing changes are ongoing.

ALL COUNCIL TEAMS

Lack of succession plan and integration with GIS/Street naming & numbering PED will need to reconfigure and utilise existing staffing resources to implement this. Resistance to change means that the value of this may be questioned. Enhanced software will require staff resources & training to implement. Large amount of microfilmed information that will require significant resources. Large amount of paper files requiring multiple financial year projects.

SCANNING AND RECORDS PST/ALL

PED ICT trainee post terminates in May 2013.

3 4

ALL sections within PED ALL PLANNING TEAMS

Awaiting installation of equipment by ICT in late 2012 Awaiting ICT installation of Crystal Reports upgrade to vers 12 by late 2012 Is able to be carried out over a three to four year period as part of PED CSB Scanning budget 2012 2017 3000 files backscanned in late 2012. Further paper files to be scanned 2013/14

DC/BC

Project to backscan paper copies of Building Control Paper Records. Implement facility to accept payments online by card for both DC and BC. Facilitate other improvements in management of DC/BC applications such as audit compliant management of DC/BC income. Back scan Large Site Files, Conservation Files, Contaminated Land and remaining Policy & Cons Files. Support measures to Corporate Website design and access that will enable visible improvements to both i-Plan and other Planning/Building Control electronic records. For example a replacement for PinPoint Mapping is being developed by GIS colleagues in Enviromental Services and Street Scene.

BUILDING CONTROL

BC & DC

Subject to co-ordination by ICT.

Ongoing 2012/13 and 2013/14

DC TEAM & POLICY AND CONS.

Resource Budget limitations

Postponed to 2013 14 subject to resources allocation

EFDC WEBSITE DEV. BOARD & PED

Subject to wider Council resource limitations & priorities

PED Website rep. promoting planning improvements. Ongoing 2012 - 2014

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APPENDIX THREE - ORGANISATION CHART OVERVIEW 2013 - 2014

Director
John Preston

PLANNING & ECONOMIC DEVELOPMENT

Management Assistant

Assistant Director
Nigel Richardson

Assistant Director
John Kershaw

Assistant Director
Kassandra Polyzoides

DEVELOPMENT CONTROL

BUILDING CONTROL

POLICY & CONSERVATION

Development Control Team South

Building Control Team

Conservation Team Trees & Landscape Team

Development Control Team North

Contaminated Land Officer

Country Care Team

Enforcement Team

Planning Support Team

Forward Planning Team Economic Development

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APPENDIX FOUR - STAFF ESTABLISHMENT MATRIX (61.98 POSTS)) INCLUDING THREE TEMPORARY POSTS 2013 - 2014 POST TITLE
DIRECTOR PLANNING MANAGEMENT GROUP ASSISTANT DIRECTOR POLICY AND CONSERVATION ASSISTANT DIRECTOR DEVELOPMENT CONTROL ASSISTANT DIRECTOR BUILDING CONTROL & SUPPORT TEAM MANAGEMENT ASSISTANT

POSTS

POST TITLE

POSTS
1 1 1 1 1

POLICY AND CONSERVATION (20.4)

FORWARD PLANNING MANAGER PRINCIPAL PLANNING OFFICER FORWARD PLANNING SENIOR PLANNING OFFICER FORWARD PLANNING SENIOR PLANNING OFFICER FORWARD PLANNING (TEMPORARY TO 31/10/2014) PLANNING OFFICER FORWARD PLANNING PLANNING OFFICER FORWARD PLANNING (TEMPORARY TO 31/12/2014) INFORMATION AND TECHNICAL OFFICER FORWARD PLANNING TECHNICAL OFFICER FORWARD PLANNING (TEMPORARY TO 31/12/2014) FORWARD PLANNING ASSISTANT ECONOMIC DEVELOPMENT OFFICER ENVIRONMENTAL CO-ORDINATOR CONSERVATION OFFICER TECHNICAL OFFICER CONSERVATION PRINCIPAL LANDSCAPE OFFICER TREES & LANDSCAPE OFFICER (65 hrs) TECHNICAL OFFICER TREES & LANDSCAPE COUNTRYSIDE MANAGER ASSISTANT COUNTRYSIDE MANAGER COUNTRYSIDE ASSISTANT 1 1 1 1 1 1 1 1 1 1 0.6 1 1 1 1.8 1 1 1 2

DEVELOPMENT CONTROL (16)

PRINCIPAL PLANNING OFFICER DEVELOPMENT CONTROL SENIOR PLANNING OFFICER DEVELOPMENT CONTROL PLANNING OFFICER DEVELOPMENT CONTROL SENIOR ENFORCEMENT OFFICER ENFORCEMENT OFFICER ADMINISTRATION OFFICER ENFORCEMENT 3 4 4 1 3 1

BUILDING CONTROL & SUPPORT TEAM (20.58)

PRINCIPAL BUILDING CONTROL SURVEYOR SENIOR BUILDING CONTROL SURVEYOR TECHNICAL CO-ORDINATOR-CONTAMINATED LAND BUSINESS MANAGER SENIOR TECHNICAL OFFICER DC TECHNICAL OFFICER DC/BC ACCOUNTS, INVOICE & PROCUREMENT OFFICER ADMINISTRATIVE OFFICERS BC/DC GAZETTEER OFFICER (AUTHORITY ADDRESS CUSTODIAN) RECORDS & SCANNING OFFICER TRAINEE TECHNICAL OFFICER ADMINISTRATIVE ASSISTANT TRAINEE LLPG/GIS ASSISTANT (TEMPORARY TO 31/03/2015) 2 4 1 1 1 3 0.58 2.5 0.5 1 1 2 1

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APPENDIX FIVE - SICKNESS ABSENCE SUMMARY PERIOD JANUARY 2012 DECEMBER 2012

SHORT TERM SICKNESS TOTAL STAFF WORKING DAYS 1,363.56 1,301.58 1,363.56 1,177.62 1,363.56 1,177.62 1,363.56 1,363.56 1,239.60 1,363.56 1,425.54 1,053.66

LONG TERM SICKNESS

ALL SICKNESS ABSENCE

2012
JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER

DAYS LOST 27.50 19.44 12.00 10.00 3.00 17.00 17.13 4.86 11.00 5.00 21.03 12.00

% OF TOTAL WORK DAYS 2.02% 1.49% 0.88% 0.85% 0.22% 1.44% 1.26% 0.36% 0.89% 0.37% 1.48% 1.14%

DAYS PER EMPLOYEE 0.43 0.31 0.19 0.16 0.05 0.27 0.27 0.08 0.17 0.08 0.33 0.19

DAYS LOST 17.00 22.00 38.97 30.96 33.43 19.10 21.97 21.97 10.14 30.11 17.08 0.00

% OF TOTAL WORK DAYS 1.25% 1.69% 2.86% 2.63% 2.45% 1.62% 1.61% 1.61% 0.82% 2.21% 1.20% 0.00%

DAYS PER EMPLOYEE 0.27 0.35 0.61 0.49 0.53 0.30 0.35 0.35 0.16 0.47 0.27 0.00

DAYS LOST 44.50 41.44 50.97 40.96 36.43 36.10 39.10 26.83 21.14 35.11 38.11 12.00

% OF TOTAL WORK DAYS 3.26% 3.18% 3.74% 3.48% 2.67% 3.07% 2.87% 1.97% 1.71% 2.57% 2.67% 1.14%

DAYS PER EMPLOYEE 0.70 0.65 0.80 0.64 0.57 0.57 0.62 0.42 0.33 0.55 0.60 0.19

15,556.98

159.96

1.03%

2.52

262.74

1.69%

4.13

422.69

2.72%

6.65

Page 50 of 82

APPENDIX SIX WORKFORCE TEMPLATE DIRECTORATE WORKFORCE PROFILE AS AT JANUARY 2013 FULL-TIME/ PART-TIME FT Male (%) FT Female (%) PT Male (%) PT Female (%) MALE/FEMALE Male (%) Female (%) Part-Time Male (%) Part-Time Female (%) AGE ANALYSIS 16 - 24 (%) 25 - 34 (%) 35 - 44 (%) 45 - 54 (%) 55 - 64 (%) 65+ (%) 12 19 14 28 25 2 44 56 2 12 % 42 44 2 12 TURNOVER Dismissal (% of Turnover) Early Retirement (%) End of Fixed-Term Contract (%) Other Reason (%) Retired (%) Voluntary Leavers (%) Projected Turnover (end of year %) DISABILITY Staff self-declared with disability (%) ETHNICITY Asian Background (%) Asian Bangladeshi (%) Asian Indian (%) Asian Pakistani (%) Black African (%) Black Background (%) 0.0 0.0 0.0 0.0 1.8 0.0 9 0.0 0.0 70.4 0.0 7.4 22.2 27 ETHNICITY (continued) Black Caribbean (%) Chinese (%) Chinese Background (%) Mixed Background (%) Mixed White & Asian (%) Mixed White & Black African (%) Mixed White & Black Caribbean (%) Other Ethnic Group (%) Unspecified (%) Unspecified (%) White Background (%) White English (%) White Irish (%) White Other (%) White Scottish (%) White Welsh (%) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.0 0.0 1.8 75.4 3.5 7.0 1.8 1.8

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APPENDIX SEVEN - WORKFORCE TRAINING FRAMEWORK ACTION PLAN 2013 - 2014

FACTORS RECRUITMENT & RETENTION The retention of staff is a significant factor in work/productivity improvement. Workforce development training is a key factor in ensuring retention of experienced and skill staff. For example in Forward Planning, Building Control and Planning Support are areas of current staff development. Historically there have always been difficulties in recruiting and retaining qualified Planning Officers and Building Surveyors. Areas of staff shortage and/or requiring specialist training Project Management, Planning, ICT Database Development and Mapping/LLPG Address Management. MANAGEMENT TRAINING Three senior managers have benefited from corporately sponsored CMS/DMS training undertaken several years ago.The Business Manager has undertaken. Programme/Change Management training and A/D P&C is scheduled to participate in Strategic Portfolio Project Training. STAFF TRAINING BUDGET IMPLICATIONS There is a need to carefully manage the existing training budget to maximise training benefits across all technical sections within Planning Services. RISKS The loss of staff with knowledge specific to Epping District with experienced and skilled replacement staff may take time to familiarise themselves with the District. Negative Succession Planning Duplication of training needs. Lack of efficient identification & delivery of training needs via PDRs Lack of resilience created by the reduction in real terms of the training budget to meet the needs created by new working practices. RESP. & TIMESCALE

THE BENEFITS CREATED BY DIRECTORATE WORKFORCE DEVELOPMENT

As a result of the increasing technical nature of PED there is an increased need for a wide range of both specialist training combined with awareness of changes and current issues such as Localism.

THE CURRENT LIMITATIONS OF DIRECTORATE WORKFORCE DEVELOPMENT

There is limited specialist strategic management, ICT Development training and Project Management training being undertaken.

There is a need to re-inforce Planning Support to drive forward improvements in the use of Northgate, Information@work as well as utilising Crystal Reports to speed up business processes.

Short term reductions in training budget combined with escalating training costs. The loss of additional PDG funding has also limited the scope of specialist training.

DIRECTOR ALL ASSISTANT DIRECTORS BUSINESS MANAGER

INTERNAL AND EXTERNAL TRAINING & DEVELOPMENT

NEW SKILLS REQUIRED TO DEAL WITH CHANGING WORK PRACTICES

Very limited internal training available such as ICT training Managers require training in Short duration external training for Mapping, GIS, Northgate, areas such as; carried out such as; History of Information@work and Crystal Architecture, Flood Risk Reports. Strategic Management Management, Giving evidence Planning Services require a Localism at Inquiries, Heritage Assets & wide range of short specialist Health and Safety Place Making and Legal training to meet the changing Management requirements for nature of Planning, Building Impact Assessments Enforcement/Building Control. Control and Localism. Due to statutory and other changes to that have implications for all elements of Planning Sevices, there is a requirement to support staff during these periods of significant change; such as the Modernisation Agenda, Localism, Big Society, Community Infrastructure Levy, Electronic Document Management and Benchmarking Services to drive forward cost effective paperless office options. Managers/Staff require specialist technical training in areas such as; Strategic Management, Urban Design, Conservation, Architecture, Electronic Records and Freedom of Information.

Increased training needs, means that savings need to be identified at zero cost in order to fund any increase in the Training Budget.

To be reviewed monthly via Training Commitments register and reported to DMT quarterly

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APPENDIX EIGHT - RISK MATRIX 2013 - 2014

Very High

8, 19

High

4, 7,

2, 3, 6, 18

LIKELIHOOD

Significant

1, 15, 16, 17

9, 10, 11, 12,

Low

13

Very Low

14

Almost Impossible

Negligible

Marginal

Critical

Catastrophic

IMPACT

TOLERATED RISKS

UNTOLERATED RISKS

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APPENDIX NINE - RISK ACTION PLAN 2013 - 2014 RISK ACTION PLAN
RISK NO. RISK DETAILS EXISTING CONTROLS TO ADDRESS RISK EFFECTIVENESS OF CONTROLS MANAGEMENT ACTION RESPONSIBILITY CRITICAL SUCCESS FACTORS REVIEW FREQUENCY KEY DATE

DC/P & C not self 2.

Planning Directorate not self-financing Fees set by Government for DC Fees financing and subject to Govt Fee Setting BC implemented LABC Fees Sept 2010

Continue benchmarking and

explore ways of reducing costs for Planning Applications Maximise B C Fees Rationalise funding for P & C Asst Directors & Business Manager Explore ways to minimise impact on CSB Budgets 3 monthly April 2013 to March 2014

3.

Inability or failure to provide current and ongoing planning records on corporate website Inability to achieve measurable progress with the Directorate Electronic Records Management (ERDMS) progress plan Appendix Two 2012/13 Business Plan

Essential elements prioritised by Planning Support Team within existing resources

Limited assistance able to be provided by Planning Support Team with staff covering existing vacant post Monitor and evaluate progress made so as to make necessary adjustments, to ensure uniform ERDMS development across the Directorate

Monitored by Business Manager and reported to PED DMT

Business Manager

Current Planning records placed on EFDC website within timescales Improved, effective and efficient business processes to make more information available on-line both internally and externally.

Monthly

Ongoing

4.

Prioritise Electronic Records Management across the Directorate.

Frequently review and reprioritise ERDMS to ensure measureable improvements are made.

Business Manager

3 monthly

April 2013 to March 2014

Revised Procedures in line 6.

Potential need to address Gypsy, Roma and Traveller incidents Resource-expensive travellers incidents Potential changes in Government Policy Awareness of G, R & T issues in Neighbouring LAs with emergency legislation/guidelines to be adopted Maintain/liaison Neighbouring LAs on possible G, R & T developments Asst Director (Dev) and Enforcement Team leader Successful management of incident 6 monthly Ongoing

Increasing work due to Gypsy and Traveller Accommodation Assessments

Addition unplanned work to be prioritised by Forward Planning Manager

Volume of this work is partly dependent on external factors. Controls need to be reviewed as work

Subject to Member & Corporate Direction

Asst Director (Policy & Conservation)

Easing of the Recruitment Freeze

Monthly

April 2013 to March 2014

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RISK ACTION PLAN

RISK NO. RISK DETAILS EXISTING CONTROLS TO ADDRESS RISK EFFECTIVENESS OF CONTROLS
progresses

MANAGEMENT ACTION

RESPONSIBILITY

CRITICAL SUCCESS FACTORS

REVIEW FREQUENCY

KEY DATE

8.

Potential Difficulty in producing Local Plan to timetable

Provision of a case to manage this in terms of the Recruitment Restrictions

Subject to Corporate Direction

Extra resources brought in Prioritisation of Resources. Prioritisation of Workloads

Asst Director (Policy & Conservation)

Clear Management Board direction and Member steer.

Monthly

Ongoing

18

Inability to ensure accurate Address Management and Local Land & Property (LLPG) requirements which may contravene the contractual responsibilities of the Data Co-Operation Agreement (DCA).

Local Land & Property Gazetteer (LLPG) Improvement Plan in place including support arrangements from GeoPlace LLP.

Monitoring of LLPG Improvement Plan by GIS/Mapping/Gazette er (GMC) Team and Business Manager PED

Priority status by GMG Cabinet Report 10/01/2013 Progress Report

Management Board 06/02/2013 (item 257) Project Team Director ESS Director PED Business Manager PED Achievement Silver Standard by 30/04/2013 Monthly 30th April 2014

ICT Solution to

PED Management is aware

Trainee Technical Officer has prioritised this work; however this involves a lengthy correction process for Competent Persons Notifications where they may be address inconsistencies. Difficulties are being experienced with Notifications received which are rejected at input stage due to minor errors in addresses. of this difficulty and negotiations are in progress with ICT to resolve this. In addition preliminary plans are being drawn up regarding the contract end date of the Trainee Technical Office in May 2013. In short PED need a higher level Directorate ICT Systems Officer

19

Inability to effective keep accurate records of Approved Building work carried out by external Competent Persons.

Director PED Assistant Director BC Business Manager PED

ensure quicker process for the processing of Competent Persons Notifications Recruitment of higher level ICT Systems Officer for PED. This also may be linked to Northgate Gazetteer issues

Weekly

April May 2014

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APPENDIX TEN (A) POLICY & CONSERVATION ACTION PLANS 2012-13 REVIEW
POLICY & CONSERVATION ACTION PLANS 2012-13 REVIEW ACTION SOURCE RESP. OFFICER TARGET PROGRESS/ PERFORMANCE

FORWARD PLANNING TEAM

Requirement of Planning and Compulsory Purchase Act 2004 (as amended) GU4 GU4 GU1; GU4; HN1; EP3 EP2; EP3; EP5; EP6 SC3; EP3; EP6 KP/IW/AT GU4 Ongoing CW/SK KP/IW/AT KP/IW/AT Ongoing Spring/Summer 2011 KP/IW/AT Subject to annual review LDS approved in May 2012 (?) will need review after 12 months

Review and maintain Local Development Scheme

KP/IW/AT Meet milestones in updated LDS Publish Annual Monitoring Report Prepare and co-ordinate Evidence Base studies Promotion of the Vision and Development Brief for Debden Preparation of the Design and Development Brief for the St Johns Road area, Epping Member training/briefing sessions on Local Plan issues

Strategic timetable to be updated. 31/12/12 Ongoing

Milestones will be relevant to updated LDS Achieved Please see Appendix 15 attached Subject of ongoing work between the Council and various stakeholders. Forward Planning to ensure proposals recognised in emerging Local Plan The project is currently being managed by Estates Given the amount of changes taking place regarding the planning system there have been regular updates and support offered to Members bringing up to speed on the process. Draft Loughton Tree Strategy completed March 2011. Doc revised and web publication Jan 2013. Report on further strategies deferred until 13/14 Met Met Not met - The increased numbers of applications under all categories, and the complexity and difficulty of High Hedge cases in particular mean that this target has not been met, and remains unlikely to be in future. Deferred pending production of Green Infrastructure Strategy

TREES AND LANDSCAPE

Identify partners and funding for a further series of Community Tree Strategies Continue to monitor DC consultations and ensure response on 90% within 14 days Monitor all TPX applications and ensure response on 90% within 6 weeks Ensure that all TPO applications and High Hedge applications (exc. Subsidence cases) are dealt with within 8 and 12 weeks respectively. Contribute to revised Tree Strategy for the MTO 4 KP CN CN, MB RH CN RH CN RH MB CN March 2013

MTO 1 MTO 5 MTO 1 MTO 5 MTO 1 MTO 5

Ongoing Ongoing Ongoing

KCO 1

March 2013

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POLICY & CONSERVATION ACTION PLANS 2012-13 REVIEW ACTION District Green Infrastructure Plan for the District SOURCE MTO 5 KCO 1 MTO 5 RESP. OFFICER CN FP Team TARGET PROGRESS/ PERFORMANCE as part of local plan Green infrastructure and Landscape character issues incorporated into Issues and Options consultation.

March 2013

CONSERVATION
Implement the recommendations arising from the Heritage Asset Review where deemed appropriate, including conservation area boundary amendments, alterations to the Local List and the designation of new conservation areas (Local Plan evidence base) Complete Character Appraisal and Management plan for York Hill Complete Character Appraisal and Management plan for Staples Road Complete Character Appraisal and Management plan for Baldwins Hill Complete Character Appraisal and Management plan for Copped Hall Publish Character Appraisal and Management plan for Epping Publish Character Appraisal and Management plan for Bell Common Monitoring of ECC Specialist advice

KCO 8 MTO 5

MK/KP

Ongoing

Conservation area boundary amendments for two conservation areas partially carried forward

GU3 MTO 5 GU3 MTO 5 GU3 MTO 5 GU3 MTO 5 GU3 MTO 5 GU3 MTO 5 PO16 MTO 5

MK/KP MK/KP MK/KP

Spring 2013 Spring 2013 Spring 2013

York Hill currently in progress not completed, boundary amendments to be implemented Staples Road currently in final draft phase Baldwins Hill currently in progress not completed, boundary amendments to be implemented Copped Hall currently in progress not completed

MK/KP MK/KP MK/KP MK/KP

Summer 2013 Q1 2009/10 Q2 2009/10 Quarterly Ongoing

Published in November 2009 Published in February 2010 Ongoing

COUNTRYCARE
Work towards operating Countrycare as a Traded Service. AO/KP March 2013 Countrycare is already charging internally to Leisure and Environment Directives and externally to town and parish councils and schools. This is via word of mouth and with no advertising having taken place. With the potential development of Town Mead Depot during the next four years an alternative appropriate site should be identified for the re-housing of the Countrycare office, garages, workshop and storage areas. A Health and Safety

Address issue of office move

AO/KP

Ongoing

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POLICY & CONSERVATION ACTION PLANS 2012-13 REVIEW ACTION SOURCE RESP. OFFICER TARGET PROGRESS/ PERFORMANCE audit took place in 2012 but minimum action has occurred as a result. A SLA was drawn up with Essex Wildlife Trust in April 2012 and BRIE data has been transferred and loaded onto Proprinter. Planners need to be made aware of how this is a helpful tool in the planning process. Presentation January 2013. EFDC Countrycare is one of the few Local Authorities which already has a large community involvement and volunteer base. Continued training and mentoring of volunteers and tree wardens gives individuals a sense of possession and community whilst also allowing easier access to grants and external funding. 2012-13 saw a record year for volunteers for Countrycare with 16 -19 people being a regular number on a Thursday. Some younger volunteers have joined due to redundancy or wishing for a career change. Worked closely with Essex Wildlife Trust, Essex County Council, Field Studies Council, City of London, Epping Forest Conservation Volunteers, British Ecological Society, Essex Field Club and Woodland Trust on events, training days and project tasks. Countrycare ran guided walks, talks and events throughout 2012-13 both alone and with partners. Publicity was gained from award winning with ceremonies to mark both Living Landscapes and Green Flag. Living Landscapes were acknowledged in full Council. A gap analysis was undertaken and training to increase skills and knowledge took place. EWT and Countrycare awarded Green Flag status for Roding Valley Meadows LNR. Countrycare awarded two Living Landscapes Award (from Essex Wildlife Trust) for Linders Field LNR, Weald Common LNR and Church Lane LNR. TBC

Implement use of Biological Records in Essex in DC Planning

AO

March 2013

Support and encourage Big Society

AO/NR

March 2013

Recruitment of volunteers and promotion of healthy living

AO/KM

March 2013

Increase partnership working to deliver more efficiently and share skills

AO/KM

March 2013

Raise Countrycares profile in and outside the District

All

March 2013

Staff training Gain recognition for management of Local Nature Reserves

NR All

March 2013 March 2013

Produce an Annual Report highlighting the achievements of the service 2012/13

All

May 2013

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APPENDIX TEN (B) POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK
POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE COUNCIL PLAN OR OTHER REF RESP OFFICER TARGET DATE RESOURCES/ BUDGET

FORWARD PLANNING TEAM

Deliver Local Plan Key Corporate Objective GU1; GU4; HN1; EP3 GU4 FP team Q3 14/15 Local Plan Budget

Issues and Options consultation Revise draft Statement of Community Involvement Community/Stakeholder Engagement strategy Review of Strategic Housing Market Assessment Strategic Land Availability Assessment (LP evidence base) Strategic Flood Risk Assessment (LP evidence base)

FP team KP KP

Completed summer 2012 Report to Cabinet April 2013 (check with KP) As above Final report anticipated by May 2013 Additional sites to be assessed by NLP. Addendum to report to be complete May 2013. SFRA level 1 adopted March 2011; Level 2 to be commissioned Q2 of 2013/2014 Landscape Character Study - -complete May 2010 Settlement Edge Landscape Sensitivity Study complete May 2010, amended May 2012 Report complete June 2012 Report complete July 2012 December 2013

Local Plan budget Local Plan budget Local Plan budget Local Plan budget

GU1; GU4; EP3 GU1; GU4; EP3;

AT

Local Plan budget

AT/JC

GU4

IW

Local Plan Budget

Landscape Character and Sensitivity Analysis (LP evidence base)

GU4;

IW/CN

Local Plan budget

PPG17 Open Spaces Audit (LP evidence base) Updated glasshouse industry study Annual Monitoring Report

GU4; GU4; EP3 GU4

AT/JC IW CW/SK

Existing staff and LDF budget LDF budget Existing staff

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POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE Completion of (i) strategic, (ii) planning, (iii) housing (private and social) and (iv) waste and recycling tasks in Climate Change Strategy (CCS). This includes cutting the Councils carbon footprint (from buildings and transport), and those tasks which will enable adaptation to climate change. Community engagement tasks in the Carbon Emissions and Reduction Carbon Strategy. COUNCIL PLAN OR OTHER REF RESP OFFICER TARGET DATE RESOURCES/ BUDGET

GU1; GU2;

SC

Q3 12/13

Existing staff, but funding not secured for many projects/initiatives

GU1; GU2;

SC Director of Corporate Support Services KP KP/VW

On-going

Funding not secured

Finalising of St Johns Brief

KCO4

Q2 12/13

Budget within CSS. Project Managed by Estates, with some input from Planning Corporate input and support and cross Council partnership working Corporate input and support and cross Council and business partnership working Inform aspects of the Local Plan and is a key element of Economic Development for the District Local Plan budget Local Plan budget Local Plan budget EPOA/EHOG budget

Olympics-WWCC project Kent/East Sussex Medway Essex LEP (SELEP) including sub-LEP West Essex Alliance Economic Development Strategy Heritage/Conservation Area review Low Carbon/renewable energy Study Housing provision for the elderly Update of Gypsy Traveller Accommodation Assessment (GTAA)

KCO4 CO1a CO1a KCO 1 & 2 CO1a KCO1 CO1a KCO1 CO1 a CO1a KCO6

Summer 2012 and legacy work beyond Ongoing

KP/VW MK SC/IW/JC AT IW

Q2 12/13 Q1 12/13 Report due to complete April 2013 Study in connection with review of the SHMA - anticipated completion May 2013 To be commissioned April 2013 (Essexwide)

TREES AND LANDSCAPE TEAM Identify partners and funding for a further series of Community Tree Strategies MTO 4 KP/CN March 2014 From existing

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POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE Continue to monitor DC consultations and ensure response on 90% within 14 days Monitor all TPX applications and ensure response on 90% within 6 weeks Ensure that all TPO applications and High Hedge applications (exc. Subsidence cases) are dealt with within 8 and 12 weeks respectively. Update existing policies, and ensure local plan addresses new policy context of green infrastructure, landscape character and landscape protection. Green Infrastructure Action Plan for the District COUNCIL PLAN OR OTHER REF IP3 MTO 1 MTO 5 MTO 1 MTO 5 KCO 1 MTO 5 RESP OFFICER CN/MB/RH CN/RH CN/MB/RH Ongoing Ongoing Ongoing TARGET DATE RESOURCES/ BUDGET Conservation policy budget PP 100 3380 Conservation policy budget PP 100 3380 Conservation policy budget PP 100 3380 From existing

CN/MB

March 2014

GU4 LAA2 Priority 10 KCO 1 MTO 5

CN AO FP Team

March 2014

Establish partners; agree main headings and priorities. Existing DDF budget

CONSERVATION
Review recommendations arising from Heritage Asset Review (boundary changes to conservation areas, designation of new conservation areas, changes to Local List) Complete Character Appraisal and Management plan for York Hill* Complete Character Appraisal and Management plan for Staples Road Complete Character Appraisal and Management plan for Baldwins Hill* Complete Character appraisal and Management plan for Copped Hall Identify Next tranche of Character Appraisals and Management plans

KCO 1 MTO 5

MK/KP

Ongoing

Within existing resources and staff

MTO 5 MTO 5 MTO 5 MTO 5 MTO 5

MK MK MK MK/KP MK

Spring 2013 Spring 2013 Spring 2013 Summer 2013 Ongoing but given current staffing situation unlikely any others will come forward for 12/13

Within existing resources and staff Within existing resources and staff Within existing resources and staff Within existing resources and staff Within existing resources and staff

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POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE Identify priorities for future enhancements from Character Appraisals Monitoring of ECC Specialist advice Carry out ongoing monitoring of workload and performance Review list of buildings of local architectural or historic interest Update existing Conservation Area leaflets and publish on the website* COUNCIL PLAN OR OTHER REF MTO 5 MTO 5 MTO 4 PO16 MTO 5 MTO 5 RESP OFFICER TARGET DATE Ongoing but given current staffing situation unlikely any others will come forward for 12/13 Quarterly Ongoing Monthly ongoing Ongoing. With current staffing shortages it is not a priority Ongoing. With current staffing shortages it is not a priority RESOURCES/ BUDGET

MK KP MK/KP MK MK

Within existing resources and staff Within existing resources and staff Within existing resources and staff Within existing resources and staff Within existing resources and staff

COUNTRYCARE
Work towards operating Countrycare as a Traded Service. MTO 4 & 5 AO/KP Ongoing 2013-14 Countrycare is already charging internally to Leisure and Environment Directive and externally to town and parish councils and schools. This is via word of mouth and with no advertising having taken place.

Next steps: Negotiation with other internal Directorates should be opened (Estates and Facilities). An Environmental Education package is being proposed to schools to charge for Countrycares Services. A leaflet detailing opportunities the Service can offer is being mailed to schools both within and without the District. Promotion of habitat management services externally will take place shortly in 2013 -14. A leaflet detailing services on offer is being prepared Eventually there will be a proposal to Management Board that Countrycare officially becomes a traded service. Procedures will need to be put in place to allow Countrycare to take on casual staff, possibly through zero-rated contracts, to allow resource for extra work. Address issue of office move CORPORATE PLAN 15 AO/KP Ongoing 2013/14 With the potential development of Town Mead Depot during the next five years (surely thats four now?) an alternative appropriate site should be identified for the re-housing of the Countrycare office, garages, workshop and storage areas.

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POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE COUNCIL PLAN OR OTHER REF RESP OFFICER TARGET DATE RESOURCES/ BUDGET

In the meantime: Results of the Health and safety Audit should be addressed and provision should be made to make the Depot safe, comfortable and a healthy environment. Implement use of Biological Records in Essex in DC Planning MTO 5 AO March 2014 Much development recently (see review of year) Next step: EFDC to data share with BRIE. A mechanism is in place for this. Consultants data is being sent to BRIE (with their permission) and veteran tree data is being sorted into a correct format to be submitted. Ten parishes are completed but need data clean up and records sent to BRIE. Complete surveys of a further eight parishes and submit data. Ongoing efforts being made but impeded by lack of Essex Biodiversity Action Plan on which to base local targets. EFDC Countrycare is one of the few Local Authorities which already has a large community involvement and volunteer base. Continued training and mentoring of volunteers and tree wardens gives individuals a sense of possession and community whilst also allowing easier access to grants and external funding. With the development of a Traded Service opportunities for paid work to be given to volunteer contractors may attract a younger volunteer base. However: In order to do this Countrycare needs a mechanism by which to take on casual part-time contractors on an ad-hoc basis. A zero-rated contract system would solve this. Already working closely with Essex Wildlife Trust, Essex County Council, Field Studies Council, City of London, Epping Forest

Continue veteran tree survey of the District

GU3 MTO5

AO

March 2014

Work towards achieving targets of Epping Forest Biodiversity action Plan Support Localism

GU3

AO

March 2014

MTO4 & 5 Corporate Plan 10

AO/NR

March 2014

Recruitment of volunteers and promotion of healthy living

MTO 5

AO/KM

March 2014

Increase partnership working to deliver more efficiently and share skills

MTO4 & 5

AO/KM

Ongoing

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POLICY & CONSERVATION ACTION PLANS 2013-14 FORWARD LOOK ACTION OBJECTIVE COUNCIL PLAN OR OTHER REF RESP OFFICER TARGET DATE RESOURCES/ BUDGET Conservation Volunteers, British Ecological Society, Essex Field Club and Woodland Trust on events, training days, project tasks. More publicity: having more control of the Countrycare website will allow Countrycare to update news and events information more efficiently and the use of Twitter will also help. One Countryside Assistant to start a NCert in Countryside Management day release course at Capel Manor College. Training is ongoing where there are gaps in knowledge and experience. Need recognition by designating more sites as LNRs. Attempts with Norton Heath proving difficult. Will continue persistency.

Raise Countrycares profile in and outside the District

MTO 5

All

March 2014

Staff training

MTO 5

NR

March 2014

Gain recognition for management of Local Nature Reserves

MTO 5

All

March 2014

Produce an Annual Report highlighting the achievements of the service 2013/14

MTO 1

All

May 2014

Ongoing 2013 2014 - TBC

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APPENDIX ELEVEN (A) DEVELOPMENT CONTROL ACTION PLAN REVIEW 2012-2013 DEVELOPMENT CONTROL ACTION PLAN REVIEW 2012 -2013 ACTION
Maintain and improve customer centered performance through the use of up-to-date technology and best practice. Complete Appeal Procedure Notes Regular review of current Procedures Website review of DC information Produce Generic site visit Health and Safety risk assessment KCO 2 Med Term Aims 4 SOURCE RESP. OFFICER TARGET AD DEVELOPMENT BUSINESS MANAGER PROGRESS/ PERFORMANCE Planning application appeal notes produced, and enforcement appeal notes currently being worked upon. Procedures being updated as and when required. Upgrading of website took place in July 2012 and created links to other planning website pages such as Planning Portal. Generic site visit produced and added to DC procedures

Dec 2012 -

Improve planning application turnaround times

KCO 2 Med Term Aims 3 KPI 51, 52 & 53

AD DEVELOPMENT BUSINESS MANAGER

On-going to Q3 2012-13

At Q3, the targets have been difficult to achieve because the Development Control section has for the majority of 2012-13 been two planning officers and a technical officer down. The targets therefore were not achieved, but in the case of KPI 52 and 53, they were still above 80%. An improved performance in both cases indicating that decisions backed by Local Plan policy, despite the introduction of the National Planning Policy Framework in 2012, was still holding up.

Improve appeal success rate.

KCO 2 Med Term Aims 4&5 KPI 54 & 55

AD DEVELOPMENT

On-going to Q3 2012-13

Operate an effective and efficient enforcement service Complete individual procedure notes on Stop Notices, Injunctions and Direct Action - Produce site specific Health and Safety risk assessment - Produce equality impact assessment To secure appropriate levels of community benefit, particularly affordable housing by AD DEVELOPMENT PRINCIPAL OFFICER PLANNING (ENFORCEMENT)

Med Term Aims 5 Dec 2012 -

Procedure Notes produced and being used by enforcement officers. Assessment made of numerous sites and concluded that one is required - for Roydon Lodge Chalet Estate. Draft enforcement equality impact assessment awaiting final approval

KCO 2 & 5 Med Term Aims

AD DEVELOPMENT

On-going

The S106 Monitoring Group have met 3 times and reported back to Management Board.

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DEVELOPMENT CONTROL ACTION PLAN REVIEW 2012 -2013 ACTION

the use of Section 106 agreements and other means. 4 Annual report to Planning Services Scrutiny Standing Panel - June 2012. 15 x S106 agreements completed in 2012-13, of which 8 will bring forward community benefit. CIL not yet at draft stage, part of Local Plan review and reliant on adoption of new Local Plan. Training and development of staff has taken place including public inquiry training, Advertisement Regulations and Localism Act, Planning Law updates and corporate training in the form of negotiating skills and coaching skills for managers. Planning Officers have gained experience from attending and presenting planning applications at Area Plans Sub-Committees. The Customer Feedback Form sent out with planning decisions has been simplified and reduced to encourage more feedback. Dec 2012 Planning Directorate Forum was overtaken by Local Plan workshops and the series of Issues and Options drop-in sessions across parishes which involved considerable use of officer resources. Local fee setting abandoned by Government and instead a national 15% increase on planning application fees was introduced. Cabinet have agreed expanding pre-planning application to more types of development and increase the fee on large-scale major planning applications from April 2013. SOURCE RESP. OFFICER TARGET PROGRESS/ PERFORMANCE

Maintain staff development to ensure the most proficient provision of the service to its customers

KCO 2 Med Term Aims 4

AD DEVELOPMENT BUSINESS MANAGER

On-going

To provide improved communication with the public Revise customer feedback form to encourage more replies Arrange Planning Directorate Forum

Med Term Aims 1 Corp Plan 26

AD DEVELOPMENT BUSINESS MANAGER MANAGEMENT ASSISTANT

To explore ways of generating increased income Through local fee setting Expanding pre-application charging to more categories of planning application types KCO 2 Med Term Aims 2&4 AD DEVELOPMENT BUSINESS MANAGER

Awaiting Government decision and then action as soon as possible

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APPENDIX ELEVEN (B) DEVELOPMENT CONTROL ACTION PLAN FORWARD LOOK 2013-2014
DEVELOPMENT CONTROL ACTION PLAN FORWARD LOOK 2013 - 2014 ACTION OBJECTIVE COUNCIL PLAN OR OTHER REF RESOURCES BUDGET

OFFICER RESP. AD(D) & DCMT AD(D) & support of PIU and CEWG AD(D) & DCMT

TARGET DATE

Maintain up to date working procedures

Med Term 3 & 4

Throughout 2013-2014

Reviewed and updated existing procedures and identified where procedures need changing Draft produced and AD (Development) to seek final version approval from PIU

Complete Development Control Equalities Impact Assessment Improve planning application turn around times and appeal performance. Implement outstanding actions from Individual Key Performance Improvement Plans for KPIs 51 - 55. Regular review of appeal decisions and reporting to members

Corp Plan 14

May 2013

KCO 4 Med Term 3

March 2014

KPI 51-55 with set targets to be achieved, which at beginning of April 2013 is at full staff level.

KCO 4 Med Term 3 & 5

AD(D)

May & Nov 2013 To be on Council Website by July 2013 Sept 2013

Ongoing and reported to members at regular intervals

Produce a Local Enforcement Plan

KCO 4 Med Term 5 KCO 4 Med Term 5

PPO (ENFO)

As existing

Produce Health and Safety Risk Assessment for Development Control (Roydon Lodge Chalet Estate)

PPO (ENFO)

As existing S106 Monitoring Group, Annual report to Planning Services Scrutiny Standing Panel and continue to look for community gains from planning applications where in accordance with planning policy and legislation. Address training needs within budget limitations.

Use all appropriate means to secure community benefits

KCO 4 & 5 Med term 4 Corp Plan 23

AD(D), DC Management Team

Throughout 2013-2014

Meet training needs identified through individual PDRs

Corp Plan 14

AD(D) & DCMT

Throughout 2013-2014

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DEVELOPMENT CONTROL ACTION PLAN FORWARD LOOK 2013 - 2014 ACTION OBJECTIVE COUNCIL PLAN OR OTHER REF KCO 4 Med. Term 4 & 5 KCO 4 Med. Term 5 KCO 4 Med. Term 3 & 4 RESOURCES BUDGET

OFFICER RESP. AD(D) and Management Assistant AD(D) and DC Management Team AD(D) & Business Manager

TARGET DATE

User Group Forum

By Dec 2013

As existing

Review and produce clearer Local Validation Checklist

July 2013

As existing and report to Planning Services Scrutiny Standing Panel

Optimise use of pre-application charging for major and minor applications

March 2014

Procedure in place from April 2013 and could generate 40,000 annual fee income.

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APPENDIX TWELVE (A) BUILDING CONTROL & PLANNING SUPPORT ACTION PLAN REVIEW 2012-2013
BUILDING CONTROL & PLANNING SUPPORT ACTION PLAN REVIEW 2012 - 2013 ACTION SOURCE RESP. OFFICER TARGET PROGRESS/ PERFORMANCE

BUILDING CONTROL
Review of Building Regulation Fees and Charges Medium Term Aim 4. Council Plan 17 Medium Term Aim 4. KCO 4 Medium Term Aim 3. Council Plan 6 (i) Medium Term Aim 4. Medium Term Aim 1 KCO 2 Medium Term Aim 1, KCO 2 KCO 4 & 5 Medium Term Aims 2 & 4, KCO 4 Medium Term Aims 4 KCO 4 & 5 AD(Building) DoPED Sept 2012 Ongoing during 2012- 2013 Ongoing during 2012- 2013 Ongoing This is a Ring Fenced Account and given the current economic recession Building Control fees and charges have remained static during 2012 - 2013 Improvements in Performance have been constantly monitored during the period under review. It is intended as a result to seek improvements in Crystal Report Performance monitoring process for 2013 -2014 This is ongoing with most Essex Authorities experiencing difficulties in meeting income targets Most training needs are being met subject to staff limitations and the current economic downturn. This is still being actively pursued. Building Control like Development Control is currently seeking to develop new and improved focused customer feedback particularly on-line.

Improve Performance Benchmark performance against other Essex Authorities Consideration of staff training needs after PDR process CPD/Training records for all staff Extend the Partnership scheme for Architects Continue customer satisfaction surveys

AD(Building)

AD(Building)

AD(Building) AD(Building) DoPED AD(Building)

June 2012 Ongoing during 2012- 2013 Ongoing during 2012- 2013

PLANNING SUPPORT
Improved use of web site Safeguarding frontline services and keep Council Tax the lowest in Essex; Promote long term reductions in funding from the Continuing Service Budget; To promote the use of Information Technology to improve administrative processes. Business Manager Business Manager Business Manager Business Manager Throughout Current Year 2012 - 2013 Throughout Current Year 2012 - 2013 Throughout Current Year 2012 - 2013 Throughout Current Year 2012 - 2013 Support and maintenance of i-Plan has made some progress within resources Planning Support is constantly examining ways to improve frontline services by reducing business process costs. Improvements in business processes have already produced some results in savings made, particularly stationery, printing and some internal Directorate re-charges. Ongoing support to improve both ICT systems and Business Processes are already in place such as improved Crystal Performance Reporting.

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APPENDIX TWELVE (B) BUILDING CONTROL & PLANNING SUPPORT ACTION PLANS FORWARD LOOK 2013- 2014 BUILDING CONTROL & PLANNING SUPPORT ACTION PLANS FORWARD LOOK 2013 - 2014 ACTION/OBJECTIVE COUNCIL MEDIUM TERM AIM RESPONSIBLE OFFICER TARGET DATE RESOURCES/ BUDGET

BUILDING CONTROL TEAM

Continuous review of Building Regulation Fees and Charges to ensure that we are charging realistic market based fees. Improve on Performance targets in general Benchmark performance against other Essex Authorities

Medium Term Aim 4.

AD(Building) DoPED

Ongoing 2013 - 2014

The aim is to match and/or slightly exceed Building Control Fee earning activities. Crystal Report based Performance Monitoring is being developed and there should be an overall improvement in Performance Indicators in 2013 2014. Building Control intends to continue steps in benchmarking their performance against other Essex Authorities. The identification of training needs is a key element of the Performance Development Review process. These are met through the Corporate Training and external courses to address changes in legislation, national initiatives and Continuing Professional Development, which is a requirement for RICS and Building Engineer members.

Council Plan IP4 Council Plan IP4

AD(Building)

Ongoing 2013 - 2014 Ongoing 2013 - 2014

AD(Building)

Consideration of staff training needs after PDR process

Council Plan IP4

AD(Building)

June 13 Ongoing 2013 - 2014

Continue customer satisfaction surveys

Council Plan IP4

AD(Building)

Ongoing 2013 - 2014

Building Control takes part in regular stakeholder surveys and changes the way it operate accordingly This has been achieved by adding new partners to the partnership scheme and by Its website.

Raise Building Controls profile

Council Plan IP4

AD(Building) Business Manager

Ongoing 2013 - 2014

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BUILDING CONTROL & PLANNING SUPPORT ACTION PLANS FORWARD LOOK 2013-14 ACTION SOURCE RESP. OFFICER TARGET PROGRESS/ PERFORMANCE

PLANNING SUPPORT TEAM

Review and improve Business Processes of Planning Support Team to improve Business Services in PED. There were significant challenges facing Planning Support in 2012/13 mainly as a result of the Recruitment restrictions. This has now eased which will allow greater flexibility to enable Planning Support towards providing an effective and efficient support service. Significant progress has been made with EFDC at BNS at the beginning of 2013 and looking towards attaining Silver Status by May/June 2013. This has now been included within Appendix Two of the Business Plan Electronic Records Management Progress Plan. This should be developed during 2013 2014. Progress made, dialogue with Parish Councils via i-Plan User Group will continue throughout 2013 -2014 to progress electronic communication between EFDC and Parish Councils and reduce the use of paper reports and plans. As the new corporate website is now in operation there is a need to continuously improve the quality of information held on the EFDC Website. The Planning Support Team is aware that there is a need to ensure effective and efficient scanning of Planning and Building Control records continue so as to support the implementation of Mobile Working.

Medium Term Aims 1, 3 & 4. KCO 4

Business Manager

Ongoing 2013 - 14

Improve the LLPG Process from BNS (Below National Standard) to Silver Status as part of the plan to continuously development of LLPG Addressing/Mapping for district Completion of Back Scanning of material from Planning File room Roll out of Northgate M3 Enquiry module to other parts of Planning Services Electronic Consultation of Consultees and neighbours

Medium Term Aims 1 & 4. KCO 4 Medium Term Aims 1 & 4. KCO 4 Medium Term Aims 1 & 4. KCO 4 Medium Term Aims 1 & 4. KCO 4 Medium Term Aims 1 & 4. KCO 4 2013/14Business Plan

Business Manager

May/June 2013 TBA Review 2013 - 13 Ongoing 2013 - 14

Business Manager

Business Manager/ Team Leaders

Business Manager

Ongoing 2013 - 14

Restructure and further improve Planning Service Website

Business Manager

Ongoing 2013 - 14 TBA Subject to Funding

Mobile solution for all relevant staff

Business Manager

Page 71 of 82

APPENDIX THIRTEEN - EVIDENCE BASE STUDIES & CONTRACTS - LOCAL PLAN 2013 - 2014 EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Harlow Area Appraisal of Planning Transport and Infrastructure Options This study being completed in partnership with Harlow & East Herts District Councils in accordance with policy HA1 of the East of England Plan. It will be used to inform the preparation of the Core Strategy Issues & Options consultation papers for each of the three authorities. Scott Wilson (now URS) Contract: Held by Harlow DC on behalf of Harlow, Epping Forest & East Herts Councils. Signed 06/05/2009 Scott Wilson (now URS) Contract: Held by Harlow DC on behalf of Harlow, Epping Forest & East Herts Councils. Signed 06/05/2009 41,942.50 Funded by Growth Area Fund Round3 (GAF3) no EFDC contribution Ian White / Amanda Thorn Report complete : January 2010 LDF CC : 17 June 2010

Strategic Environmental Assessment (SEA) / Sustainability Appraisal (SA) of the Core Strategy

To form the baseline information and then assess the options contained within the Core Strategy Issues & Options paper. It is a legislative requirement for all plans and programmes to be subject to, and influenced by, this type of assessment. The framework used for this assessment is largely the same for Epping Forest, Harlow and East Herts Councils, to ensure the process is consistent across the three areas and will support the production of sound Core Strategies.

102,574 Funded by GAF3 no EFDC contribution. Further SEA/SA for subsequent rounds of the Core Strategy & other DPD's will need to be procured and funded by EFDC. Budgetary provision for this exists within the LDF budget.

Amanda Thorn / John Rowley

Scoping Report consultation received March 2010. LDF CC 12 April 2010 Statutory 5 week minimum consultation period held 17 May19July 2010 Scoping Report finalised November 2010 LDFCC 20 December 2010 SA of I&O July 2012 available for consultation July-Oct 2012

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC Legal requirement to assess the alternatives that URS (advisory 10,000 Amanda Thorn Iterative process Strategic alongside preparation of Environmental could be pursued in preparing the emerging Local capacity) Plan (charged at per day Local Plan Assessment Subject to PFH rate depending on (SEA) / decision January extent of advisory Next iteration of report Sustainability 2013 support needed) will be published Appraisal (SA) alongside Draft Local of Local Plan Contract: Plan
Habitat Regulation Appropriate Assessment Legal requirement under the Habitats Directive, to ensure no significant harm to designated habitats will occur as a result of implementation of the Local Plan Subject to PFH above URS Subject to PFH decision January 2013 Contract: Subject to PFH above Faber Maunsell Jan 2013 Essex County Council alongside retained consultants AECOM Contract: None necessary EFDC are not responsible for this work, nor is any financial contribution being made. Summer 2013 14,000 (estimate will depend on extent of work needed as the process moves forward) Amanda Thorn Iterative process alongside preparation of Local Plan Next iteration of report will be published alongside Draft Local Plan Summer 2013 Model complete September 2010 Model amended September 2012 Initial findings not yet published (January 2013)

Harlow Stansted Gateway Transport Model

The project will create a transportation model of the Harlow-Stansted gateway area, capable of reproducing existing significant transport movements in the study area. This model will be used as the basis for forecasting the impact of significant housing and related developments and assist in assessing the transport infrastructure required to support the developments. EFDC have recently been invited to be full members the Harlow Stansted Gateway Transportation Board. The outcomes of this work will help make strategic decisions about the growth of Harlow where there may be an impact on Epping Forest district.

Total cost: 255,950 Stage 1 Transport Model Development. GAF3 Programme of Development (POD), Essex and Herts County Councils, Highways Agency. No EFDC contribution

John Preston / Ian White / Amanda Thorn

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Rye Meads Water Cycle Study The study assesses the impact of planned growth on water cycle processes, water infrastructure capacity and environmental capacity. It will recommend viable infrastructure options to accommodate planned growth and ensure water infrastructure is not a limiting factor to the growth of the area. As far as this Council is concerned, it is mainly of relevance with respect to the urban extensions to Harlow, as the south of this district is mainly served by the Beckton STW. Hyder Consulting Total cost: 250,000 GAF3 - POD Partnership of East Herts, North Herts, Epping Forest, Broxbourne, Harlow & Stevenage Councils. No EFDC contribution. 59,950 (+ 3,117.40 advertising costs) EFDC contribution 10,511 Review 5,000 Ian White Report complete : October 2009 LDF CC : 19 December 2011

Strategic Housing Market Assessment (SHMA)

The requirements of a SHMA are set out in PPS3: Housing (November 2006). This study was undertaken jointly with Harlow, East Herts, Uttlesford, Broxbourne and Brentwood Councils. It determines the Housing Market Areas across the sub-region, and makes an assessment of housing need both within each Housing Market Area, and in each Local Authority area. * note following the revocation of the RSS, this study may need to be updated. *

Opinion Research Services & Savills Contract: Held by Harlow DC on behalf of all partners. Additional Marketplace order placed directly with ORS, for EFDC's contribution to the work

Amanda Thorn

Report complete : January 2010 LDF CC : 17 June 2010 Review draft to be received November 2012. Further draft and Older persons Study awaited (Jan2013)

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Strategic Housing Market Assessment Viability Testing PPS3: Housing requires that all policies requiring affordable housing provision are based on robust and sound evidence of need and viability. * note following the revocation of the RSS, and changes to delivery of affordable housing, this study will need to be updated. To be undertaken as part of CIL testing * Levvel Ltd Contract: Jointly signed contract managed by EFDC signed 11/05/2010 30,750 Funded from Programme of Development Fund no EFDC contribution. Additional costs for review contained within overall CIL viability testing (see below) 35,353 Amanda Thorn Report complete : April 2010 LDF CC : 04 October 2010

Strategic Land Availability Assessment

To identify land which could potentially be suitable for housing, retail and employment purposes over a 15 year period. This study does not guarantee that planning permission will ultimately be granted, but identifies possible sources of development land supply.

Nathaniel Lichfield & Partners Contract: Signed 06/03/2012

Jenny Cordell

LDF CC : Agreement of principal 11 March 2010 Methodology 27 May 2010 ; 13 June 2011 ; 01 August 2011 Consultation on methodology OctoberNovember 2011 Appointment of consultants January 2012 Report complete: May 2012 LPCC: 02 July 2012

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Strategic Land Availability Assessment review of additional sites Following the Issues & Options consultation, a number of additional sites need to be assessed using the same methodology. Nathaniel Lichfield & Partners Contract: Signed on further commission February 2013 To consider the vitality and viability of the town centres, the competition from centres in adjoining areas, and the future role of the districts centres. This will include an assessment of floor space, range of goods, vacancy rates, and rent levels. Customer and visitor surveys will be undertaken. Potential opportunities for development or enhancement will be identified, and the current policy on restricting non-retail uses will be assessed. The study will also assess the need for commercial leisure uses. Roger Tym & Partners Contract: Signed 22/04/2009 Estimate 6 400 dependent on number of sites identified Jenny Cordell February 2013

Town Centres Study

39,038

Kevin Wright

Report complete : April 2010 LDF CC : 13 July 2010

Employment Land Study

The Employment Land Study, which has been commissioned jointly with Brentwood Borough Council, will consider the current employment land available and the opportunities for further provision. It will include an assessment of future needs and demands and a comprehensive stocktake of existing sites (quantitative and qualitative), and will make recommendations about the need for additional employment sites to create a balanced portfolio.

Atkins Contract: Jointly signed with Brentwood BC, contract management by EFDC 07/01/2010

27,325 Split equally with Brentwood BC

Paula Onyia / Amanda Thorn

Report complete : September 2010 LDF CC : 11 November 2010

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Landscape Character Assessment This Assessment provides a comprehensive district-wide assessment of landscape character, which is intended to help planning and land management decisions. The European Landscape Convention (of which the Government is a signatory) encourages public authorities to adopt policies and measures for the protection, management and planning of all landscapes, whether outstanding or ordinary, that determine the quality of peoples environment. The study therefore identifies key issues, sensitivities to change, and management strategy/objectives/guidelines for areas of different character. The quality of the rural landscape is generally recognised as one of this districts key features, and the study should help to develop long-lasting policies to protect and manage existing landscapes, and to create new ones. Seven landscape character types are identified. Chris Blandford Associates Contract: Signed 18/06/2009 24,745 Chris Neilan / Ian White Report complete : January 2010 LDF CC : 27 May 2010

Settlement Edge Landscape Sensitivity Study

Informed by the district-wide Landscape Character Assessment, this study provides a more detailed understanding of sensitive landscape and environmental features around the edges of the 22 principal settlements (i.e. those excluded from the Green Belt plus Moreton and Sewardstone) in the district. The report will inform options for settlement growth and also outlines the extent to which these areas of landscape contribute towards the purposes of including land within the Green Belt.

Chris Blandford Associates Contract: Signed 18/06/2009

24,980

Chris Neilan / Ian White

Report complete : January 2010 LDF CC : Spring 2012

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Strategic Flood Risk Assessment Level 1 A Strategic Flood Risk Assessment (SFRA) is the categorisation of flood risk on an area-wide basis in accordance with PPS25: Development & Flood Risk. This first stage is being undertaken jointly with Harlow Council. Level 2 assessments will be required on a site specific basis when the Council is considering land allocations. These will be needed in respect of the draft Local Plan, and the preferred development options contained within it. This study updates survey work last undertaken during the early 1990s which identified Sites of Importance for Nature Conservation (SINCs) or County Wildlife Sites (CoWS). A comprehensive field survey, in conjunction with a desk-top study and a consultation exercise, has identified new sites, validated most existing ones, and led to the deletion of some. All the LoWS were assessed against current selection criteria (developed through reviews in other Essex districts and modified in line with national guidelines). Species and habitats now afforded attention via county or national Biodiversity Action Plans were specifically considered and their representation within the LoWS network was ensured. PPG17 requires that an audit of existing open space & recreation opportunities is undertaken. Level 1 In-house From existing resources Ian White / Ben Meuli December 2010 LDF CC : 15 Mar 2011 Consultants appointed December 2012 Level 2 URS Level 2 Contract: Signed in process of preparation Essex Ecology Services 39 971 Jenny Cordell / Ian White / Ben Meuli Report complete July 2013

Local Wildlife Sites (LoWS) review

49,660 (payment over 2008/09 and 2009/10)

Ian White / Abigail Oldham

Report complete March 2010 LDF CC : 14 September 2010

PPG17: Planning for Open Space, Sport & Recreation Audit

In-house

From existing resources

Lewis McGann

Audit complete: August 2011

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
PPG17: Planning for Open Space, Sport & Recreation Assessment Following completion of the audit, an assessment of surpluses or deficits within any of the categories will need to be carried out. This must also be accompanied by an assessment by seeking public opinion of the quality of existing open space & recreation facilities. This further work will require the employment of consultants with expertise in this area. St Johns Road Development Brief To determine the most appropriate future use of land currently available for redevelopment at St Johns Road, Epping. Working with Essex County Council. To provide background information at a ward level to support the preparation of the Core Strategy (and future DPD's) and the Community Strategy. Urban Practitioners & Intermodal 130,000 (estimated) (including additional transport assessment study) From existing resources Corporate Support Services The Landscape Partnership & PLC Leisure Consulting Contract: Signed 22/05/2012 23,600 Jenny Cordell Report Complete May 2012 PFH Report 27 June 2012

Ward Profiles

In-house No contract required. Laurence Gould Ltd Contract: Signed 19/05/2011

Sarah King / Nena Pavlidou

Review of Lea Valley Glasshouse Industry policies

The policies in the Local Plan Alterations (2006) were derived from a study completed in 2003. The Alterations indicated that the policies would be reviewed again, as some areas were identified for potential de-designation the time of the next review. There is a current application for residential re-development of one of these sites. Since the Alterations were published, there has been a very significant amount of glasshouse development in Thanet, and officers believe that both these factors justify a further review.

34,950

Ian White

Complete January 2010 (to be updated every three years as further information is published) Report due to be completed July 2012 PFH Report: July 2012

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Lee Valley White Water Centre Economic Development Study To assess and quantify the potential economic impacts of the Lee Valley White Water centre on the local economy. Partner arrangement with Lee Valley Regional Park Authority, Broxbourne Borough Council, Essex County Council & Hertfordshire County Council. Nathaniel Lichfield & Partners EFDC contribution 12,000. Kassandra Polyzoides Report due to be completed July 2011 LDF CC : agreement of contribution & principle of work 11 November 2010 LDF CC : October 2011 Internal review complete by February 2012 Final Assessment complete by April 2012

Gypsy / Roma / Traveller Accommodation Assessment

To review the number of pitches required in the district by the local Gypsy/Roma/Traveller population. Building on existing Essex-Wide GTAA (2009), a further Essex wide study needs is to be commissioned on behalf of Essex Planning Officers Association & Essex Housing Officers Group. This will provide district level figures of need. Uttlesford DC are leading this work on behalf of the consortium. Following the revocation of the RSS, each authority must determine appropriate levels of housing growth, based on up-to-date estimates & projections of population and household growth.

Not yet determined whether external consultancy will be required

Not yet known

Ian White

Household & Population Estimates & Projections to 2031

Edge Analytics commissioned by Essex Planning Officers Association No individual contract required

From EPOA budget no direct contribution from Local Plan budget

Sarah King / John Preston

Phase 1-3 complete. PFH Report April 2012 Phase 4 due to be complete January 2013 PFH / LPCC Report February 2013

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Heritage Asset Review To review the boundaries of Conservation Areas, review particular areas to determine if they should be designated as Conservation Areas, and review buildings on the Local List including the addition of any further buildings to the list. DPP Contract: Signed 22/05/2012 38,800 Maria Kitts Consultants appointed March 2012 Report complete May 2012 PFH Report 27 June 2012 Consultants appointed July 2012 Report complete March 2013

Carbon Reduction Strategy

The study will identify the renewable and lowcarbon energy sources which are most appropriate and financially viable for Epping Forest District, taking account of (a) landscape and visual effects; (b) potential impacts on sites of European and national importance for nature conservation; (c) transport implications; and (d) improvements to technology over the period of the new local plan (i.e. up to 2031). Develop a district-wide strategy to promote the use of these sources, including identifying potentially suitable areas for the location and delivery of appropriate infrastructure, recognising that the district is 94% Green Belt. The study will also assess the potential for, and viability of, combined heat and power in new developments; draft suggested planning policies to deliver the strategy, referring where necessary to examples of good practice. Identify likely training requirements of officers and members to be able to fully implement such policies.

Atkins Contract: Signed 11/10/2012

30 ,013

Jenny Cordell

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EVIDENCE BASE STUDIES & CONTRACTS LET IN CONNECTION WITH THE PREPARATION OF THE EPPING FOREST DISTRICT COUNCIL LOCAL PLAN Anticipated / Actual Completion Consultant Study Title Study Purpose/Content Cost Lead Officer(s) Date agreed by LDF CC
Community Infrastructure Levy Assessment of Viability To assess the viability of the identified Community Infrastructure Levy, in relation to proposed new development to be delivered via the Local Plan. To be confirmed Estimated value of project - 35,000 Kassandra Polyzoides / Jenny Cordell Required to support draft Local Plan stage. Consultants appointed June 2013 Report complete September 2013 Consultants appointed October 2012 Report complete December 2012 Consultant appointed December 2012 Draft report due March 2013 On-going Regular reports to Management Board have been made by Fortismere Associates on progress.

Transport Assessment of Preferred Options Employment Study

To undertake a detailed transport assessment of the preferred development options identified in the draft Local Plan

To be confirmed

Estimated value of project - 35,000

Amanda Thorn

Commission of independent consultant to review existing studies and available data to provide additional evidence around economic activity. To provide Project Management support for the Council for the preparation of the Local Plan.

John Papadachi

Kassandra Polyzoides

Programme Management Support

Fortismere Associates Contract: 01/05/2012 (work commenced 28/03/2012 further to letter from Director)

72,000 over March 2012October 2013. Monthly expenditure not to exceed 4,000.

Kassandra Polyzoides / Amanda Thorn

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