1.1   The purpose of this Group Business Plan is to enable all within the Group to understand
           the context within which they are working, the aims and objectives of the Directorate
           and the Group, and the Key Targets to be achieved during 2008/9.

     1.2   This Group Business Plan also provides the framework for individual Team Work Plans
           and an indication of the appraisal targets which will need to be set for individual
           members of staff within the group for 2008/9.


     2.1   The Group’s current role may be summarised as follows:

               Developing and Maintaining an up-to-date integrated strategic spatial planning
                framework for housing, transport and economic development in the County within
                which more detailed policies and programmes can be established (including
                regional, sub-regional and local frameworks)
               Securing the delivery of key elements of this Integrated Strategic Framework at a
                Sub-Regional level either directly (through the LTP and LAA processes, Regional
                Planning and Sub-Regional Planning processes) or indirectly (through strategic
                advice and influence of others)
               Undertaking monitoring and technical analysis/research in respect of key strategic
                issues – particularly relating to spatial policy issues and land use/transport
               Managing the delivery of key elements of the County Council’s climate change
                strategy, including the development and co-ordination of a carbon management
                programme and action plan.
               Ensuring that the policies and strategies for which the Directorate is responsible
                are fully informed by and consistent with European and National legislation.
               The preparation of Development Plan and Supplementary Planning Documents in
                accordance with the County Council’s Minerals and Waste Development Scheme.
               The determination of ‘County Matter’ planning applications, County Council
                development applications, the monitoring of their implementation and
                enforcement; and the Review of Old Mineral Permissions.
               Responding to strategic planning consultations on planning applications including
                assisting the Regional Planning Body on its consultation responses to local
                planning authorities on major planning applications.
               Advising District Councils as a statutory consultee on the highways and
                transportation aspects of development proposals and the inspection and adoption
                of residential and commercial estate roads as public highways.
               Delivering specialist design advice in respect of the public realm and initiatives to
                drive up the quality of design in place shaping across the County.

     2.2   At the time of writing this Business Plan, discussion is underway regarding restructuring
           of the Group to reflect amongst other things the imperatives of the Government’s
           forthcoming Sub-National Review of Economic Development and Regeneration. The
           Council’s Executive on 18 December 2007 endorsed the principle of proposals to
           integrate Economic Development, Regeneration, Spatial Planning and Transportation
           within the EEC Directorate with a view to implementation in April 2008. This Business
           Plan, whilst relevant at the time of writing, will likely require reformulation to reflect the
           new Group Structure after April 2008.
2.3   Major Achievements in 2007/8

              Contribution to Regional Spatial Strategy Examination in Public. (April-July 2007)
              Progress towards Sub-Regional Renewable Energy Target – recognised by
               REGEN SW Award to Devon County Council (November 2007).
              Adoption of County Councils’ Carbon Management Strategy and implementation
               of Year 1 Programme.
              Successful communications campaign relating to the carbon management
              Major contribution to East of Exeter Growth Point Process – including Cranbrook
               New Community (2nd application); Skypark, Clyst Honiton By Pass, Inter-modal
               Freight Terminal, Science Park and Airport proposals and negotiation of related
               access strategies and funding packages.
              Successful opening of the Princesshay Development in Exeter with associated
               transportation and public realm improvements. (Autumn 2007)
              Completion of Lower High Street and Cathedral Yard Environmental
               Improvements in Exeter and a range of other major public realm improvements
               notably in Newton Abbot Town Centre and Barnstaple-The Square.
              Successful delivery of the Local Transport Plan Programme for 2007/8.
              Preparation and submission of funding bids for Transport Innovation Fund (TIF)
               and Major Scheme Bids/Principal Urban Area bids.
              Progress on Minerals & Waste Development Documents including the Adoption of
               the Statement of Community Involvement, the Publication of the Minerals Core
               Strategy Issues and Options Document; and the submission of the Annual
               Monitoring Report.
              Major contributions to East of Plymouth Growth Point Process - including Sherford
               New Community, Langage employment, and Deep Lane Junction proposals
               including negotiations on related transport strategies and funding packages.
              Proactive advice to inform District Local Development Framework documents and
               commencement of work on Town Strategies, Infrastructure Plans and Accessibility
              Leading role in partnership working with Districts on Housing Market
              Progress on the delivery of the National Cycle Network – particularly around the
               Exe Estuary.
              Consultation and promotion of the County Hall Travel Plan, and other Travel
               Planning Initiatives.
              Smooth passage of the Exeter Energy From Waste application through the
               planning process. (National exemplar)
              Efficient delivery of a significant workload through the Development Management
               process including progress on process improvements including e-business, the
               introduction of the Validation Check List and 1 App, the introduction of highway
               standing advice and proactive monitoring of active minerals and waste sites.
              Efficient and effective management/distribution of the Aggregate Levy
               Sustainability Fund grants.
              Ongoing advocacy role across the Directorate for Place Making/Shaping and the
               Manual for Streets.
              Engagement with the Regional Information Group on behalf of Devon County
               Council, development of the Strategic Housing Land Availability Assessments
               methodology and guidance, and preparation of a Data Plan for group data and
               information needs.

     3.1   This Group Business Plan for 2008/9 has been prepared against the background of the
           County Council’s Strategic Plan for 2006-2011 “Focus on Devon’s Future”. The County
           Council’s five priorities in the Strategic Plan can be found at
  our services/strategicplan.htm

     3.2   The Strategic Plan also identifies 4 supporting strategies for pursuing these priorities
           which include:

           1)   Connecting with Devon’s communities
           2)   Providing excellent customer service
           3)   Delivering through people
           4)   Providing better value for money

           Overarching all this is the cross-cutting theme of “Making Devon Greener” – a priority
           which the Planning and Transportation Group plays a significant role in delivering.

     3.3   Tasks of particular relevance to the group are:

           1.   The Group’s lead role in developing strategic policy in the region, and in ensuring
                that these policies and other County Council objectives are fully recognised in
                major development proposals and Local Development Frameworks, directly
                support the delivery of the Strategic Plan priorities

           2. The Group makes a substantial contribution to ‘Improving Devon’s Environment’
                through its work on producing, monitoring and delivering the Devon Local
                Transport Plan, by delivering a quality Development Management Service and by
                its input to improvements to the public realm through urban enhancement
                schemes and quality design initiatives.

           3.   The Group’s role in leading the production of Accessibility Action Plans for
                accessibility priority areas and working with the Devon Primary Care Trust in
                producing health impact assessments of major development proposals contributes
                to meeting the Strategic Plan Priorities of “promoting independence and choice for
                adults” and “giving children and young people the best start in life”.

           4.   The Group’s role in delivering and monitoring the Devon Climate Change Strategy
                and the Council’s Carbon Management Programme and in delivering travel
                planning initiatives throughout Devon contributes to the ‘Making Devon Greener’
                Strategic Plan Priority.

           5.   The Group’s role in engaging young people and senior citizens more proactively in
                the EEC Directorate’s work contributes to achieving the Strategic Plan Supporting
                Strategy of ‘delivering through people’.

           6.   The Group’s roles in determining ‘County Matter’ and County Council
                Development planning applications, responding to planning applications for major
                development proposals, monitoring the delivery of planning conditions and leading
                DCC’s approach in negotiating developer contributions all make a significant
                contribution to achieving the Strategic Plan Priorities of ‘Improving Devon’s
                Environment’ and ‘Strengthening Devon’s Economy’. This will likely be given
                additional impetus in the coming year with the implementation of organisational
                changes as a consequence of the Sub-National Review into Economic
                Development and Regeneration.
      7.   The Group’s role in preparing and delivering the Minerals and Waste
           Development Framework also contributes directly to the ‘Improving Devon’s
           Environment’ and ‘Strengthening Devon’s Economy’ priorities.


4.1   The Planning and Transportation Group is currently made up of three principal teams:

      1. Strategic Planning
      2. Transport Planning (including travel planning and Local Transport Plan)
      3. Development Management (including urban design, public realm improvements and
         minerals and waste)
                                           Malcolm West
                                    Acting Head of Planning and

                 Temporary Secretary to Acting Head of Planning and
                                 (0.5 FTE Temp)

      Stewart Redding                                           Joe Keech                 Vacant
        Acting County                                       Strategic Planning         Transportation
    Development Manager                                           Manager                 Manager
                                                                     +                       +
                                                                 [10 FTEs]              [11.3 FTEs]

  (Currently           Brian Hensley                Alan Stone
 Temporarily             Development               Urban Design
   Vacant)           Manager (Highways               Manager                       GROUP TOTAL
 Development            and Transport)                   +
   Manager                     +                      [2 Staff
                                                                                     = 65.6 FTE
  (Planning)               [20 Staff                 = 1 FTE]
       +                  = 20 FTEs]
   [17 Staff         [+1 temp = 0.5 FTE]                                             = 68 POSTS
 = 16.3 FTEs]                                                                    [+1 x 0.5 FTE Temp]

Development            Minerals and
Management             Waste Policy
                          (5 FTE)
 (11.3 FTE)             [incl 2 FTE

     2008/9 Key Tasks/Projects                                  Deadline     Team
1.   Contribute fully to the regional planning processes by :                Strategic Planning /
                                                                             Transport Planning
     (i) advising the RPB as required                                        / Development
     (ii) responding to the formal RSS modifications on         Autumn       Management
     behalf of DCC                                              2008         (Policy)
     (iii) undertaking necessary technical assessments,
     including the development of strategic proposals for       Autumn
     major urban extensions at Exeter, Newton Abbot and         2008
     Barnstaple and the possible second new community
     East of Exeter.
     (iv) carrying out conformity assessments in respect of
     LDF documents and major planning applications
     (v) developing integrated strategies for Devon’s main
     sub-regions – including Housing, Transport and
     Economic Development (to inform LDF process and            December
     possible early review of RSS)                              2008
     (vi) participating in Regional Minerals and Waste Policy
     Development, including National/Regional Review of         Ongoing
     Aggregates Guidelines.

2.   Develop a comprehensive transport and wider                             Strategic Planning /
     infrastructure strategy framework for Devon including :                 Transport Planning
     (i) more detailed strategies for the main urban areas of
     Exeter, Barnstaple, Plymouth and Torbay and their          December
     hinterlands (working in partnership with unitary           2008
     (ii) local strategies for each of Devon’s main towns
                                                                March 2009
3.   Ensure the effective delivery of the Strategic and         Ongoing to   Strategic Planning /
     Spatial Policy Framework for Devon by providing            March 2009   Development
     proactive advice to LDF Authorities relating to both RSS                Management /
     policy interpretation and DCC’s corporate                               Transport Planning
     responsibilities and interests.
4.   Leading and co-ordinating DCC’s inputs to the new          September    Strategic Planning /
     community proposals at Sherford and Cranbrook (and         2008         Development
     also other major developments East of Plymouth and                      Management
     East of Exeter), including master planning, strategy
     development, and the completion of the Section 106
     Agreements to enable the issue of planning
     permissions and commencement on site.

     2008/9 Key Tasks/Projects                                  Deadline     Team
5.   Ensure that Spatial Planning Objectives are fully                       Strategic Planning
     reflected in the development of Devon’s Local Area
     Agreement, Community Strategy and other Corporate          October
     programmes, and more specifically, coordinate the role     2008
     of the County Council in housing policy and other
      development by :

      (i) completing the Northern Devon Housing Market            December
      Assessment                                                  2008
      (ii) progressing the methodology and delivery of the
      SHLAA processes within Devon
      (iii) developing innovative approaches to addressing        Ongoing
      affordable housing issues
6.    Provide strategic policy and Transport Assessment           Ongoing to   Transport Planning
      advice in respect of major planning applications.           March 2009   / Development
7.    Strategic delivery and monitoring of the Devon LTP                       Transport Planning
      through :                                                                / Development
      (i) management of the Local Transport Plan                  Ongoing to   Management
      programmes (including the delivery National Cycle           March 2009
      Network) within budget
      (ii) monitoring overall delivery of the Local Transport
      Plan programmes
      (iii) assisting District Councils with the development of
      Air Quality Action Plans
      (iv) preparing and submitting the Local Transport Plan      2008
      delivery report.

8.    Work with Community Transport and TCS to develop            Ongoing to   Transport Planning
      Accessibility Action Plans for rural areas of Devon and     March 2009   / Strategic Planning
      carry out local accessibility assessments.
9.    Contribute to the development of the (Exeter) Transport     Ongoing to   Transport Planning
      Innovation Project, and the Exeter Major Scheme Bid         March 2009
      submissions and process.

10.   Consult, develop, prepare, and assist with the              Ongoing to   Transport Planning
      implementation of appropriate Travel Plans for new          March 2009   / Development
      developments.                                                            Management

      2008/9 Key Tasks/Projects                                   Deadline     Team
11.   Continue the development and delivery the County            Ongoing to   Strategic Planning /
      Council’s Carbon Management Plan as part of its’ wider      March 2009   Development
      Climate Change Strategy :                                                Management
      (i) monitoring it’s effectiveness
      (ii) responding to emerging scientific evidence
      (iii) taking forward internal and external awareness
      raising initiatives
      (iv) piloting and preparing for the proposed carbon
      trading regime
      (v) developing a coordinated approach to adaptation.
12.   Secure the core data, research and monitoring               Ongoing to   All
      requirements to support the Group’s needs, in liaison       March 2009
      with Economy and Regeneration, in accordance with
      priorities based on an up to date and clear action plan.
13.   Assist in the process of Place Making through :               Ongoing to   Transport Planning
      (i) the implementation of the Manual for Streets through      March 2009   / Development
      a programme advocacy both within the Directorate and                       Management
      across Districts.                                                          (Urban Design)

      (ii) delivery of a comprehensive programme of Urban
      Enhancement Schemes throughout Devon.
14.   Delivery of Highways and Transport advice by :                             Development
      (i) advising in detail on significant planning applications   Ongoing to   Management
      received by the Devon LPA’s within the 21 day target          March
      (ii) introducing Highways Development Management              September
      Standing Advice in all Devon LPA areas,                       2008
      (iii) reviewing the Devon Design Guide.
      (iv) reviewing and updating Section 106/278 procedures
      (v) considering and providing highway response to
      Goods Vehicle Licence applications.
15.   Monitor and ensure full use of planning consultation,         December     Development
      Section 38 and Section 106/278 elements of the                2008         Management
      Datawright development management software system,
      and complete the implementation of 1 APP and the
      Validation Checklist.
16.   Proactive engagement in renewable energy                      Ongoing to   Development
      development within Devon , including the setting of sub       March 2009   Management
      regional targets to 2020 and assessment of major              (EEC
      marine schemes including Severn Barrage and Atlantic          Scrutiny
      Array.                                                        June 2008)
      2008/9 Key Tasks/Projects                                     Deadline     Team
17.   Progress the Minerals and Waste DFs by :                      Ongoing to   Development
      (i) revising the Minerals and Waste Development               March 2009   Management
      Scheme (MWDS) in the light of legislative/policy                           (Policy)
      (ii) preparing, consulting on and publishing Minerals
      and Waste Development Documents in accordance
      with MWDS (with necessary Sustainability Appraisal
      and Appropriate Assessment)

18.   Provide minerals/waste inputs to planning application         Ongoing to   Development
      consultations, District & Adjacent MPA/WPA LDF                March 2009   Management
      consultations, and proactively monitor the conditions
      attached to active minerals and landfill planning
      permissions in accordance with agreed Schemes of
19.   Determine County Matter and County Council                    Ongoing to   Development
      development planning applications and monitor/enforce         March 2009   Management
      planning permissions/conditions.
20    Formulate and adopt a business continuity plan for the        July 2008    Malcolm West

For 2008/9, the Environment Economy and Culture Directorate are delivering our work programme to
a net budget of £14.76 million made up of £2.88 million revenue and £11.88 million capital.

The 2008/9 Revenue Budget for Planning and Transportation is allocated under the following

Planning and Transportation:                                    £000s
- Strategic Planning & Transportation                           1,475
- Development Management                                        1,407 (net)
                                              TOTAL             2,882

The 2008/9 Capital Budget for Planning and Transportation is allocated under the following

Planning and Transportation:                                    £000s
- Strategic Planning & Transportation                           11,877
- Development Management                                         0
                                              TOTAL              11,877

The Capital Schemes contained within the £11,877k above are made up of:-

A3052 Sidford Blue Ball                                       22
Local Transport Plan - Integrated Transport block             8,277
High Street Cullompton drainage                               65
National Cycle Network                                        3,063
The Strand and the Square                                     220
Bank Street/Wolborough Street                                 230


     7.1    The principal key challenges for the Group in the coming year have been identified as:-

             Responding to the New RSS and National Planning Reform Agenda

            -    Increased rates of development, second new community for Exeter, major urban
                 extensions elsewhere.
            -    Delivery of Cranbrook/Sherford post planning permission
            -    Sub-regional studies/projects – including Costed Infrastructure Plans
            -    Facilitation of thematic work e.g: Renewable Energy
            -    National Policy Statements, The Planning Bill, the Community Infrastructure Levy,
                 Community Infrastructure Funds etc.
            -    Streamlining LDFs – review of Minerals and Waste Development Scheme

            More Proactive Engagement in District LDF Processes

            -    Lead on proactive strategy development for transport, housing, economy, etc.
 -    Front loaded engagement with Districts on Core Strategies/AAPS etc.
 -    Integration of public realm into front loading of inputs – the Importance of Place
      Making and Neighbourhood approaches.
 -    Input into Infrastructure Plans.
 -    Mineral safeguarding approach in District LDFs

 Fresh Approach to Transport Planning

 -    Not so much about capacity – more demand management/modal shift (e.g. travel
 -    Longer term strategies v. elastoplast approach. The development of a Devon
      Wide Transport Strategy.
 -    Response to climate change – radical rethink of transport policy
 -    ‘Son of’ LTP – future of cycling/travel plans?

 Responding to the Sub-National Review

 -    Responding to the SNR Consultation (expected by April 2008).
 -    Defining and delivering a spatial economic strategy (capacity & skills development
 -    Delivering new forms of economic activity e.g: the Science Park
 -    Fostering of a new working relationship with RDA in the context of Local
      Government Review in Devon.

 Delivery of New Infrastructure Funding Strategies

 -    Progressing Major Scheme Bids, Transport Innovation Fund Bids, Regional
      Funding Allocation Bids, Community Infrastructure Funds Bids etc.
 -    Introduction of Community Infrastructure Levy and reformed Planning Obligations
 -    Preparing Infrastructure Plans and Strategies for 20 year period – defining costs.

 LAA & MAA Processes

 -    delivering though partnership
 -    integrating the processes into the mainstream of statutory planning
 -    accountability of partners and governance.
 -    identifying realistic themes and targets for first 3 years! Prioritisation vital.

 Development Management

 -    Continue Process Improvements – e-business, ‘1 APP’, validation checklist,
      standing advice and process reforms in the Planning Bill e.g: Infrastructure
      Planning Commission, Community Infrastructure Levy etc.
 -    Sensitivity of handling development proposals in the lead up to May 2009
      elections (and Local Government Review)
 -    Implementing Manual for Streets ‘ethos’

 Public Realm / Place Making & Shaping

 -    Movement of public realm into the heart of Strategy Development
 -    Need for better prioritisation and resource matching in the face of ‘wild card’
 -    Balancing the Strategy and Advocacy role with detailed scheme implementation
          Staff Development

           -    Reinvigoration of Group/Clarity of Purpose
           -    Re-establish the Group at the forefront of forward thinking/delivery
           -    Recruitment & Retention of Staff
           -    The need to address the fallout from Job Evaluation as a priority
           -    Staff training and capacity building to respond to the changing agenda.
           -    Ensuring communication and involvement throughout the Group

          Equality and Diversity

           -    In support of the Corporate drive to achieve Equalities Standard Level 3 target,
                undertake to ensure that all Policies and Processes undertake an Equalities
                Impact and Needs Assessment.


In the assessment of the impact of risks an account has been taken of reputational risk to the
County Council in the event of failure of delivery of the appropriate key tasks.

Planning and transportation

Risk                                                                         Assessment
                                                                             Low = 2
                                                                             High = 16
Failure to contribute to the local and regional developments (RSS, LDF,      10
LAA) compromising the future strategic policy framework.

Failure to coordinate DCC inputs to the new community proposals and          15
other major developments

Failure to develop a comprehensive transport and wider infrastructure        10
strategy framework

Failure to contribute to the Exeter Transport Innovation Project and other   10
Major Scheme bid submissions

Failure to continue to the Council’s Carbon Management Plan                  8
compromising the Making Devon Greener strategic priority

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