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EX0-002 Questions and Answers
- Review and approve a project mandate
- Ensure corporate or programme management has an interface to the project
- Define how risks, issues and changes will be managed
- Obtain approval for completed products
Which is NOT undertaken during the Initiating a Project process?
- Review why the project is needed
- Identify if the project is sufficiently aligned with corporate objectives
- Show how the outcome is to be achieved
- Appoint an Executive and Project Manager
Which is an objective of the Managing a Stage Boundary process?
- Understand what has gone well and what can help the next stage
- Review and approve the next Stage Plan
- Assure the Project Board that all project products have been completed and approved
- Prepare an Exception Report to advise the Project Board of a forecast deviation from tolerance
Which is a purpose of an End Stage Report?
- Summarize progress to enable the Project Board to decide what action to take next
- Summarize how the project performed against the version of the Project Initiation Documentation used to authorize it
- Provide the detailed analysis of a deviation and offer options for the way to proceed
- Provide a plan for the next stage of the project
When should the Project Board refer to corporate or programme management for a decision?
- The stage requires resources
- It is forecast that project level tolerance will be exceeded
- The Senior Supplier or Senior User needs to be changed
- Any request for change needs to be approved
When considering how long the project stages should be, which might be a reason for one stage to be longer than others?
- A substantial amount of the project budget is to be spent
- More human resources are required than in other stages
- The risk is lower
- No changes to the project management team are envisaged
Which is NOT included in the PRINCE2 definition of a project?
- A project is a temporary organization
- A project's purpose is to deliver one or more business products
- A project is part ofbusiness as usual’
- A project is based on an agreed Business Case
Identify the missing word(s) in the following sentence. Quality assurance provides assurance to the [?] that the project is being conducted appropriately whilst Project Assurance provides the same assurance to all the project's stakeholders,
- Project Manager
- corporate or programme management organization
- Supplier groups
Which does a Project Manager produce to define and control the work to be done?
- Configuration Item Record
- Stage scope tolerance
- Team Plan
- Work Package
What product identifies the management stages and other major control points in a project?
- Business Case
- Project Plan
- Work Package
- Project Brief
Which describes risk probability?
- Level of risks which the project can tolerate before escalating to the Project Board
- Probable effect on the project delivering its objectives
- Timeframe within which the risk may occur
- A measure of the likelihood of the risk occurring
Which should be used to document any uncompleted work that needs to be done to a project product after the project has closed?
- Follow-on action recommendations
- Issue Register
- Risk Register
What should influence the Project Board's decision whether to delegate its Project Assurance responsibilities?
- The preference of the Project Manager
- Having insufficient authority to perform the role
- Having insufficient time to perform the role
- The need to involve key stakeholders on the project management team
Which is NOT a requirement of a Stage Plan?
- Produced to an appropriate level of detail to enable day-to-day control
- Produced near to the end of the previous management stage
- Approved and signed-off by Project Assurance
- Approved at the end of a management stage
Prince2 EX0-002 Exam (PRINCE2 Foundation) Detailed InformationWhat is PRINCE2?
Discover how PRINCE2 can help you achieve your goals and manage projects effectively. Use the quick links to scroll to a relevant section.
PRINCE2 DefinitionPRINCE2 Qualifications and TrainingPRINCE2 HistoryWhat Should I Do Next?How PRINCE2 Can Benefit You or Your Organisation?
PRINCE2 (an acronym for PRojects IN Controlled Environments) is a de facto process-based method for effective project management. Used extensively by the UK Government, PRINCE2 is also widely recognised and used in the private sector, both in the UK and internationally. The PRINCE2 method is in the public domain, and offers non-proprietorial best practice guidance on project management.
Key features of PRINCE2:
Focus on business justification
Defined organisation structure for the project management team
Product-based planning approach
Emphasis on dividing the project into manageable and controllable stages
Flexibility that can be applied at a level appropriate to the project.
PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). In June 2010, the Office of Government Commerce Best Practice Management functions moved into the Cabinet Office.
PRINCE was originally based on PROMPT, a project management method created by Simpact Systems Ltd in 1975, and adopted by CCTA in 1979 as the standard to be used for all Government information system projects.
When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. PRINCE remains in the public domain and is retained by the Crown. PRINCE2 was published in 1996, having been contributed to by a consortium of some 150 European organisations.
How PRINCE2 Can Benefit You or Your Organisation?
Using PRINCE2 provides you with greater control of resources, and the ability to manage business and project risk more effectively. This will benefit:
Individuals seeking leading project management skills and greater employment prospects
Directors/executives (senior responsible owners) of projects, and
For individuals, PRINCE2 certification is an invaluable asset to your career as it increases employment prospects and helps you to do your job more effectively.
For organisations, PRINCE2's formal recognition of responsibilities within a project, together with its focus on what a project is to deliver (the why, when and for whom) provides your organisation's projects with:
A common, consistent approach
A controlled and organised start, middle and end
Regular reviews of progress against plan
Assurance that the project continues to have a business justification
For further benefits, visit "Why PRINCE2?".
PRINCE2 Qualifications and Training
We offer the following PRINCE2 training : PRINCE2 Foundation, PRINCE2 Practitioner, PRINCE2 Re-Registration and PRINCE2 Agile.
A great place to start, the PRINCE2 Foundation qualification covers the basic methodology and terminology of PRINCE2, and can be achieved with either:
PRINCE2 Foundation online learning
PRINCE2 Foundation tutor-led classroom course
The PRINCE2 Practitioner is suitable for those managing projects within a PRINCE2 environment, and can be achieved with the:
PRINCE2 Practitioner online learning
PRINCE2 Practitioner tutor-led classroom course.
PRINCE2 Foundation and Practitioner
Should you wish to undertake both the PRINCE2 Foundation and Practitioner you can choose from the following paths:
PRINCE2 Foundation and Practitioner online learning
PRINCE2 Foundation & Practitioner tutor-led classroom course
PRINCE2 Foundation & Practitioner (Gold) blended package
The PRINCE2® Examination Board has determined that all Registered PRINCE2 Practitioners should be re-registered within 3-5 calendar years of their original certification (failure to pass the Re-Registration examination after five calendar years as a Registered Practitioner will result in withdrawal of your registered status). In order to achieve this you can undertake:
PRINCE2 Re-Registration package
You can learn to integrate the flexibility and responsiveness of Agile methodologies into the PRINCE2 framework. PRINCE2 Practitioners can achieve this with the:
PRINCE2 Agile tutor-led classroom course
What Should I Do Next?
If you're keen to explore the benefits of PRINCE2 for yourself and your organisation, visit "Why PRINCE2?".
If you're planning to start your PRINCE2 training, either find out about our PRINCE2 training courses, discover your training options wherever you are in the world by simply request a quote.
Corporate and group training discounts
At ILX, we offer attractive discounts and packages for group and corporate PRINCE2 training.
If you require PRINCE2 training for more than one person, call us now to speak to an ILX training advisor about your requirements or
PRINCE2 Qualifications Explained
The PRINCE2 Foundation qualification will teach you the PRINCE2 principles, terminology and when qualified you will be able to act as an informed member of a project management team using the PRINCE2 methodology within a project environment supporting PRINCE2. PRINCE2 Foundation can be studied on its own or as a prerequisite for the PRINCE2 Practitioner course.
Read more about PRINCE2 Foundation
The PRINCE2 Practitioner qualification will teach you to apply PRINCE2 to the running and managing of a project within an environment supporting PRINCE2. Once qualified you will be able to apply and tune PRINCE2 to address the needs and problems of a specific project scenario. You will have a comprehensive knowledge of the relationships between the PRINCE2 principles, themes and processes and PRINCE2 products and will understand these elements. In order to sit the PRINCE2 Practitioner examination you must provide proof of having passed one of the following:
Project Management Professional (PMP)®
Certified Associate in Project Management (CAPM)®
IPMA Level A (Certified Projects Director)
IPMA Level B® (Certified Senior Project Manager)
IPMA Level C® (Certified Project Manager)
IPMA Level D® (Certified Project Management Associate)
Only current certifications will qualify as a pre-requisite.
Individual IPMA chapters have local interpretations of these certificates, for example:
In the United Kingdom the Association for Project Management (APM) is the IPMA chapter; visit www.apm.org.uk. The APM Level D certification is their APM (P) certificate
In the USA the American Society for the Advancement of Project Management is the IPMA chapter; visit www.asapm.org. The ASAPM Level D certificate is their Certified Project Management Associate.
To read the full AXELOS pre-requisite terms and conditions click here.
Read more about PRINCE2 Practitioner
The PRINCE2 Re-Registration qualification is designed for those who have passed PRINCE2 to Practitioner level and wish to maintain their Registered Practitioner status. The PRINCE2 Examination Board has determined that all PRINCE2 Practitioners should be re-registered within 3-5 calendar years of their original certification (failure to pass the Re-Registration examination after five calendar years as a Registered Practitioner will result in withdrawal of your registered status).
Read more about PRINCE2 Re-Registration
The PRINCE2 Agile™ qualification is designed for those already certified in PRINCE2 to a Practitioner level. The course teaches the fundamentals and the purpose of combining PRINCE2 with agile methodology -- providing scalability and the ability to work with corporate management processes. Once qualified, you should be able to evaluate a project's focus areas, and understand the six aspects comprising a project. Ultimately, you will be capable of tailoring PRINCE2's principles, themes and processes to projects in an agile context.
Why should I study PRINCE2?
To Gain First Class Project Management Skills
PRINCE2 certification will give you the skills to feel confident in managing projects successfully within the workforce. Using PRINCE2 in your projects will give you common systems, procedures and language. It provides you with greater control of resources, and the ability to manage business and project risk more effectively,You will make fewer mistakes, learn from those that you do make, and ultimately save money and effort.
To Improve Employment Prospects
A PRINCE2 qualification is a great asset for your resume. PRINCE2 is recognised as a world-class international product and is the standard method for project management. Many companies across the world require staff to be PRINCE2 certified. A PRINCE2 Foundation qualification can be reached with ILX's renowned PRINCE2 Foundation online learning or a three day PRINCE2 Foundation tutor-led classroom course. A PRINCE2 Practitioner qualification can be reached with the ILX combined PRINCE2 Foundation and Practitioner blended package or our prestigious PRINCE2 Practitioner Plus online learning or a combined PRINCE2 Foundation and Practitioner five day tutor-led classroom course. Businesses are increasingly working in an agile manner. A PRINCE2 Agile certification improves your prospects by proving that you are able to tailor the PRINCE2 method to agile projects.
Why Implement PRINCE2 In Your Organisation?
PRINCE2 Is The International Standard Method for Project Management. It is recognised as a world-class international product, and is the standard method for project management, not least because it embodies many years of best practice in project management and provides a flexible and adaptable approach to suit all projects. It is a project management method designed to provide a framework covering the wide variety of disciplines and activities required within a project. PRINCE2's formal recognition of responsibilities within a project, together with its focus on what a project is to deliver (the why, when and for whom) provides your organisation's projects with:
A common, consistent approach
A controlled and organised start, middle and end
Regular reviews of progress against plan and against the Business case flexible decision points
Assurance that the project continues to have a business justification
Flexible decision points
Management control of any deviations from the plan
The involvement of management and stakeholders at the right time and place during the project
Good communication channels between the project, project management, and the rest of the organisation
A means of capturing and sharing lessons learned
A route to increasing the project management skills and competences of the organisation's staff at all levels.
Why Use a Project Management Methodology?
PRINCE2 provides benefits to the managers and directors of a project and to an organisation, through the controllable use of resources and the ability to manage business and project risk more effectively.
PRINCE2 embodies established and proven best practice in project management. It is widely recognised and understood, providing a common language for all participants in a project.
PRINCE2 encourages formal recognition of responsibilities within a project and focuses on what a project is to deliver, why, when and for whom.
PRINCE2 Agile allows you to add flexibility and improved communication to these projects by integrating agile methods.
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The Prelodgement Revolution in Development Assessment at Moreton Bay Regional Council (MBRC)Size: px
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2 officers at the meeting was seen as a waste of Council resources and the lack of time management was a source of frustration. The former Pine Rivers Shire Council held regular prelodgement meetings with Senior Planning and Engineering officers. There were no fixed times or days in general and a one hour slot was allocated to each meeting. There was no charge for the service and it was open to all. While minutes were not taken applicant s were encouraged to take notes that could be confirmed by the officers later. Applicants were encouraged to submit plans and information prior to the meeting so that research and assessment could be conducted on the proposal. At the former Redcliffe City Council prelodgements were held once a week with Senior Planning and Engineering officers. Minutes were taken at the meeting however, they were not provided to the applicant but were attached to the file for the assessing officer s reference. Applicants were encouraged to submit their minutes for clarification. Why Change? As you can see prelodgement meetings were being offered differently at each Council location in line with pre-amalgamation processes. The format and timings of meetings were different, as were the Council officers who attended. This inconsistency was identified as a risk to Council and also as an opportunity for early alignment and improvement. MBRC has three different planning schemes that were prepared under completely different policy regimes and approach the regulation of development in significantly different ways. For example, early in the amalgamation process development proponents wanted to pursue associated units that could be constructed in the former Pine as self assessable development in Caboolture. Under the Caboolture Planning Scheme this use would be defined as a Dual Occupancy and triggered a code assessable application. This type of query was quite typical at the start and proponents were confused as to how the same Council could have such different requirements from one area to another. Having a streamlined and consistent prelodgement service would significantly improve responses to these kinds of requests in the post amalgamation Council. Therefore, ensuring advice being provided to development proponents was consistent and correct for each planning scheme across the region was a major focus of the process review. It was also essential to ensuring that development activity was not unduly affected as a result of the amalgamation process. To this end, senior officers such as the Manager Development Services, Development Planning Manager and Development Engineering Manager were to attend the meetings to ensure consistency as well as robust and reliable advice. How did the Revolution Start? Page 2 of 10
3 The opportunity presented by the amalgamation was seized upon to establish the best most informative and reliable prelodgement meeting process in Australia. This goal was pursued by defining a prelodgement meeting and indentifying objectives of the process. At the commencement of the process review Council officers clearly defined a prelodgement meeting as being: A prelodgement meeting is a meeting between a prospective applicant and Council Senior staff to discuss a development proposal prior to the formal lodgement of a development application. A prelodgement meeting provides a prospective applicant with the opportunity to discuss and receive feedback from Council on the technical aspects of a development proposal, identify relevant issues and to provide advice on any technical supporting reports that will be needed to be lodged with the application. The objectives of the process are to: Provide a reliable and informative Prelodgement meeting service with a high degree of accessibility to development proponents; Provide access to accurate relevant advice from Senior Officers; To facilitate well made applications and reduced costs for clients and Council; Expedite the development application assessment process; and Effectively collect application data by offering on-line booking service through epathway that will collect data for future reporting. MBRC has implemented internal and external processes that focus on providing the best customer orientated prelodgement service in Australia. Accessability To request a prelodgement meeting development proponents complete and submit an online prelodgement request form. This is available on Council s website. Applicants have the choice of either a concept or detailed proposal prelodgement meeting. The type of meeting they request is dependant on their needs and the level of information they have on their proposal at the time. Plans of the proposal are able to be attached to the online request. Obviously online services may not suit everyone so there is the option of contacting development services directly and filling in a hard copy form. MBRC is committed to being involved in development proposals from the conceptual stage so that issues can be resolved early in the process before significant time and resources have been expended by the development proponent after which they are much less likely to be open to a change of direction in the development proposal. The online service has been very well received with 53.8% of meetings being booked online via epathway. 15.4% of meetings were booked by . The Page 3 of 10
4 more conventional methods of paper based and phone bookings made up 19.3% and 11.5% of all bookings. It is the applicant s right to request a prelodgement meeting on any development proposal no matter the size or scale. Each request is perused by the Development Planning Manager prior to the meeting being set up. The Development Planning Manager makes an initial assessment of the proposal, identifies internal referrals, historical issues and whether the meeting is classified as a major or a minor proposal. A major meeting is considered to be a significant proposal and will require more time to discuss and deal with all issues. Minor meetings are generally smaller proposals that will have standard responses and are unlikely to trigger significant reports or external works. This process also identifies some simple matters that could be dealt with by a telephone call from the Customer Liaison Officer or via written advice thus avoiding the need for a meeting but still providing clear, consistent advice to development proponents. Prelodgement meetings are offered on a Monday, Wednesday and Friday between 9 am and 1.15pm. Major meetings are generally held on a Monday and are 1 hour in length. Wednesday and Friday meetings are for minor proposals and are allocated 45 minutes each. This ensures that the size and scale of the proposal is reflected in the meeting time. Certainly the experience to date is that this amount of time is adequate to deal with the two different types of meeting and lack of discussion time and meetings running overtime are no longer a problem at MBRC. Meetings are slotted into the first available appointment time within two weeks of receiving the request. Details of development proposals are circulated to relevant internal technical officers and Unity Water with sufficient time for the assessment and provision of advice. Council then ensures that relevant technical input is coordinated in the process and conflicting advice is resolved in the process. Attendance And Advice Council has made a commitment to ensuring that the prelodgement service is supported by Senior Officers at the Director, Manager and Principal Planner levels. Ensuring that the actual decision makers are providing the initial advice on the application. Most Council s when considering the MBRC process express concerns with utilising senior officers in this fashion. For this reason this issue is examined in more detail. Most Councils have focused on the provision of customer service in the form of fact sheets, responses to phone enquiries and all provide some form of prelodgement service. However, they have generally rejected the use of senior officers in prelodgement meetings as not being cost effective and these officers having other responsibilities in the development assessment process that are more pressing. MBRC contends that the use of senior officers (being those that will ultimately be making the decisions on the Page 4 of 10
5 application) ensures the consistency of advice and gives development proponents the assurance that this advice will be followed through in the assessment of the application. The lack of reliability of preldogement advice was raised as a major concern by some stakeholders to the extent they see them a a waste of time and don t have them in some jurisdictions. It also reflects Council s recognition of the importance of the development industry.to the region. Certainly the prelodgement service is not a tick and flick approach to development and in many cases proposals that do not meet Council s requirements are able to be redesigned or altered as a result of the discussions at these meetings so that they are a more acceptable alternative. This is also a reason for having such Senior Officers at the meeting, who have the development experience to be able to identify potential alternative solutions and other means of achieving the development. It is very rare for a development proponent to walk away with a no to the development, we look at alternative ways under the scheme of achieving the vision, size scale and intensity of the development and alternative locations that may be more appropriate. Minutes & GIS Meetings are minuted by an operations officer as it progresses in a standard template developed for this purpose. This ensures that Council s technical officers are focused on providing information to the applicant rather than recording the meeting proceedings accurately. Council is able to display the minutes in the meeting room and all participants are able to review them for accuracy. This often results in additional clarification being provided that would not have been possible if Council produced the minutes after the event. In most cases (the only exception being when the technology doesn t work properly) the applicant walks out of the meeting with a set of minutes signed by the meeting chair that indicates Council s position on the development proposal and if they are to proceed, the reports and information that will be needed to support the application. Open communication between the development proponent and Council officers is encouraged at these meetings as they are treated as commercial in confidence. To assist the discussion, access is also available in the meeting venue to project the GIS layers. No Fee As part of the review of the prelodgement service MBRC made a specific decision not to apply a fee to this service, this is to encourage the maximum usage of the service. Prelodgements are seen as a critical element of the development assessment process and whilst they are not a mandatory requirement to making a development application they are an excellent means of ascertaining Council s requirements with respect to specific proposals. Page 5 of 10
6 MBRC s philosophy is to front load the process to reap benefits for all stakeholders in the formal development application process. Further, the information supplied at this stage is considered in the detailed assessment of the application when it is received by Council. To ensure that the Councillors are aware of proposals within their divisions the Divisional Councillor is sent an optional appointment for any prelodgement. Development proponents can request the attendance of their Divisional Councillor at their prelodgement meeting. Councillor participation is to be in accordance with the code of conduct. An electronic report is sent to all Councillors informing them of upcoming prelodgement meetings for all divisions on a weekly basis. Councillors are aware of the requirement that the meetings and information be treated as commercial in confidence. Since 16 March 2009 when the MBRC Prelodgement Meeting Service began, 1001 Prelodgement Meetings have been held and the feedback from our customers has been outstanding. Of these prelodgement meetings 199 have resulted in development applications. Whilst this is only 20% of all prelodgements resulting in a development application being lodged, the investment in the service, particularly by senior officers, is considered warranted as applicants are being supplied with consistent advice and it is easier to deal with a poorly conceived proposal at prelodgement than at development application stage when significant time, resources and money has been expended to prepare a formal development application. It was anticipated that applications resulting from prelodgement meetings would be well made and be lodged with the required information ie. avoiding the need for an information requrest. What have we found Customer Satisfaction As part of our ongoing improvement strategy for the prelodgement process each proponent at every meeting is given a customer feedback form and invited to provide comments on the service. The most recent 2011 feedback shows a high level of satisfaction with the service being provided by MBRC. Of interest, 48% of all prelodgements were conducted with people who had utilised the service previously. Of these 45.5% rated it better than the previous meeting, 45.5% rated it the same whilst 9% felt it was not as good as their previous experience. Feedback at the end of the prelodgement indicated that 86.9% of respondents thought they would lodge a development application. This hasn t occurred in reality and is probably a result of the global financial crisis making developments less viable. Most respondents said they would definitely use the service again and this is occurring. When asked to rate the various aspects of the prelodgement service out of 5 MBRC has not scored below a 4 in any respect. The meeting venue has been rated at 4.7 out of 5 - it is a large room that allows seating for up to 12 people with access to a light pro and computer with access to all Council systems to Page 6 of 10
7 enable the minutes to be produced on the spot. Officers conducting the meeting were rated 4.9 out of 5 in terms of politeness and professionalism. The helpfulness of the information provided at the meeting was rated 4.7 out of 5 and 4.8 out of 5 in terms of it being understandable. Notes taken at the meeting were rated 4.75 out of 5 in terms of accuracy. It is interesting to note that the overall satisfaction has improved in all aspects of the service since 2009 even though the responses then showed a very high satisfaction with the service provided. Constant Review the Revolution is always moving forward Since the MBRC Service began we have consistently collected feedback and refined our processes to improve efficiency, relevance and quality. Customer feedback and the changes resulting from the amalgamation process have resulted in the continual refinement and improvements to the prelodgement process. As we all know change is a constant in all aspects of our lives and to keep the MBRC process meeting both the needs of our organisation and our customers progressive changes have occurred since inception. One of the biggest changes that has occurred to our service occurred on 9 August 2010 when the entire Development Services department (except the North Lakes team) was relocated to the Caboolture Office. Previously meetings had been held at Pine, Redcliffe and Caboolture offices on alternate days. Given the location of our Department in Caboolture it was decided that all meetings would be held in the Caboolture offices. This information was clearly communicated to our customers and no negative feedback has been received on this change. This has resulted in significant savings for the Council in terms of travel times for officers and provides for a constant high quality meeting venue. The initial process did not involve categorisation of applications into major and minor meetings and all meetings were given a 45 minute time period to deal with all issues. Feedback from our customers indicated that for the larger proposals insufficient time was allocated resulting in dissatisfaction due to lack of timeliness and ability to fully discuss the proposal. The classification system of prelodgements has successfully addressed this issue. How has this service changed the culture of Development Assessment in MBRC The Prelodgement Process set up by MBRC is consistent with and reflects key components of the cultural change called for the Planning for a Prosperous Qld A Reform Agenda for Planning and Development in the Smart State (August 2007) by the then Department of Infrastructure and Planning. The prelodgement process was developed to provide for improved stakeholder communication and supporting information. It encourages engagement between Council and the development proponent as early as possible in the development process. The MBRC provides for most of the Page 7 of 10
8 critical elements identified by the department in achieving cultural change as follows: Provides for outcomes over processes, the Senior Staff involved are focused on the product on the ground rather than blindly implementing restrictive process and are able to provide ongoing direction to staff throughout the assessment stage of the application to achieve the agreed outcomes of the prelodgement meeting; Provides for flexibility and considers alternatives as per performance based planning frameworks alternative solutions are able to be workshopped at the meetings and the benefits and impacts of the proposal discussed openly with information provided on what will need to be demonstrated in the application; The meetings provide for collaborative problem solving. All participants are given the opportunity to share their views and discuss issues. It is vexing that some development proponents will go to detailed design prior to a prelodgement being undertaken even though they require departures from the planning scheme and by the time they engage with Council they have spent so much time and money that they are unwilling to make changes and run the gauntlet of the development assessment process. The prelodgement process changes this balance at MBRC and results in engagement in the conceptual stages of the development proposal. The meetings are used as an important tool to provide applicants with information on the IDAS process under the Sustainable Planning Act. This is particularly important for non professional applicants so that they understand the process and the expectations and requirements for making a properly made application. Potential State interest matters that may need to be addressed or work through the State agencies are also flagged. What are the impacts on Development Applications As part of the Moreton Bay Regional Council HAF Planning Reform Project a File Survey Report was commissioned from PLANDEV Business Solutions. This report looked at the way in which MBRC processes residential applications using the HAF T5 methodology. Of the 135 files surveyed in the review, prelodgement meetings were identified as occurring 18 times, 8 for reconfigurations, 7 for Multiple Dwellings, 2 for Dual Occupancies and 1 for a Boundary Realignment. When the applications were eventually lodged they were all consistent with the original prelodgement proposal. Information requests were still issued on these applications, originally the Council had envisaged that the prelodgement process would significantly reduce the instances of information requests however the data would appear to indicate that it does not obviate the need to utilise an information request. Page 8 of 10
9 In 3 instances information requests were issued for clarification of technical reports submitted as part of the application. This is a step forward as previously we would have been requesting the report and then assessing the full report in the decision making period and inevitably extensions of time were then necessary. Only one information request was for a technical report that was not identified in the prelodgement minutes. This report identified a number of areas that the process could be further improved and Council is working on these recommendations including: Interpretation of minutes, despite the review process that occurs in the meeting prior to sign off there can still be disputes as to what was actually said at the meeting and what it meant. This emphasises the importance of clarity in the provision of information and writing in plain English. The use of the prelodgement service has not significantly reduced the need for information requests as applicants don t address the matters raised in the meeting when they lodge their application. Provision of incentives to comply with the recommendations of the prelodgement meeting. The report also identified that the prelodgement meeting appears to have a holistic benefit in both educating customers and improving customer relations. What can other Council s learn from our Revolution? The MBRC Prelodgement meeting service could be easily adopted and implemented by other Councils. To facilitate a successful roll out of this service the following commitments would be required: Allocate senior officers to conduct the meetings who are also given appropriate delegation to provide advice and determine development applications. Provide a venue that is set up with the technology to access relevant data and prepare, review and print the meeting minutes. Provide a free service with meetings of sufficient time and frequency to provide prompt, relevant and meaningful feedback. Establish an online meeting booking process. Establish and build relations both within the Council and with development proponents to enable the provision of full, timely, reliable and consistent advice and with development proponents to enable open communication and collaboration to achieve improved development outcomes on the ground. Conclusions The comprehensive review of the MBRC prelodgement processes was borne out of necessity, to address the pressing issue of achieving consistent, Page 9 of 10
10 reliable development advice in a new Council with three completely different planning schemes. What has resulted is a service that provides clear, consistent advice to development proponents at no charge with written notes that give direction as to how aspects of the planning scheme are to be addressed with respect to that specific development. The implementation of this service has also seen the cultural change in the organisation as to how development proponents are dealt with and the adoption of a more collaborative approach by the Council Officers involved. Review and improvement are a fundamental aspect of the process that has been developed to ensure continuous improvement. The next exciting phase is to explore avenues to encourage applicants to prepare applications that address the issues raised at the prelodgement meeting and to encourange more applicants to have prelodgements. Long Live the Revolution!! Page 10 of 10
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