Local Government Case Study

Essex Local Authority Development Control function

Staff skills, IT & morale problems

Department now hitting all three targets for the first time in over 5 years

The Development Control function within an Essex based Local Authority

Changes to key staff (including the DC manager) had led to an erosion of the skills base
Department had recently introduced a new IT system but this was not being fully utilized
Targets for major, minor and other applications not being met – recent critical report from the Audit Commission
Over-reliance on subcontractors (particularly for major applications)
Morale within the department was low

Formed a joint project team to carry out a detailed review of all processes covering submission, determination and post-committee work
Constructed full-scale, detailed process maps and critiqued with full involvement from all members of staff
Constructed a workload management model to enable improved forecasting, planning / allocation and monitoring of applications workloads
Reviewed the organisation structure for improved corporate coherence and workload balancing
Carried out an audit of existing skills within the department
Reviewed key roles and re-defined responsibilities
Reviewed subcontractor processes and delivery performance
Carried out a series of re-engineering workshops, re-engineered processes included:
- Newly defined enquiry and pre-application processes
- Improved registration and allocation of workloads to case officers
- Visibility and improved management of workloads
- Identification of key milestones and expectation setting for completion
- Agreed SLAs with internal and external agencies
- Improved use of IT systems
- Improved performance reporting
Detailed implementation plan developed and agreed
All process definitions captured in detailed procedures