Summary of "From Government to Growth: Sarah Chilcott on Leading the Planning Portal Transformation"
Summary: From Government to Growth – Sarah Chilcott on Leading the Planning Portal Transformation
Company Strategy & Transformation
Transition from Government to Commercial Venture
- Sarah Chilcott led the UK’s National Planning Portal through a multi-year transformation from a government-funded service (£3 million/year) to a commercial joint venture with Terraquest and DCG (now MHCLG).
- After privatization, the portal scaled to a £14 million turnover, handling approximately 50,000 planning applications and £23 million in payments monthly.
- The transition took about two years due to government procurement timelines, involving cultural shifts and technical modernization, including phasing out an outdated IBM platform.
- The key strategic focus was maintaining customer value and service ethos rather than aggressively chasing revenue.
Leadership & Culture
- Emphasized the importance of adapting behaviors and values during the transition, leaving behind government “baggage” that wouldn’t work in a commercial context.
- Highlighted the difference in decision-making pace: government’s cautious approach versus private sector’s faster iteration and learning from mistakes.
- An open-door leadership style fostered a collaborative and engaged team culture.
Operations & Product Management
Digital Transformation Success
- The Planning Portal standardized over 12,000 disparate planning forms into a single digital platform, simplifying the application process for homeowners, agents, and councils.
- The portal became the dominant channel for planning applications, with paper forms still available but rarely used.
- It also hosts extensive content (~3 million page views per month) to educate users on planning policies, reducing local council workload.
Product Innovation Example – National Payment Service
- Introduced around 2018, this service centralized payment collection for planning applications, previously handled separately by councils.
- Included a unique “payment redirection” feature allowing agents to securely pass payment links to clients, giving clients control over submission timing.
- Initial rollout faced resistance from councils reluctant to change existing processes.
- To overcome inertia, the portal took a bold stance: councils had to adopt the payment system to continue using the portal, effectively forcing adoption.
- This resulted in significant revenue growth and operational efficiency, benefiting both councils and customers.
Pain Points & Opportunities
- The biggest ongoing pain point is the lack of certainty and transparency in the planning process (time, cost, outcome).
- Suggested automating simpler, rule-based applications (e.g., home extensions) to free planners for strategic work.
- Advocated for digital tools, including AI, to improve transparency and decision support.
Technology & Innovation
Role of AI and Digital Tools
- Cautioned that AI is often overhyped but can add value if applied correctly.
- Highlighted a concrete example: AI Dash uses satellite and aerial imaging combined with AI and ecological expert feedback to assess biodiversity on development sites, supporting compliance with biodiversity net gain regulations.
- Discussed the use of technology in aggregating small, underutilized council-owned brownfield sites for housing development by enabling risk analysis (access, topography, biodiversity).
Challenges with Tech Adoption
- Emphasized that technology is an enabler, not the solution; success depends on clearly understanding the “why” behind digital initiatives.
- Stressed the importance of empathy and alignment among stakeholders (e.g., councils, tech providers) to overcome resistance.
- Recognized the risk of digital exclusion for people without access or comfort with technology, especially in public services.
- Warned about AI bias risks (e.g., facial recognition issues) and the need for inclusive, carefully designed technology.
Leadership & Organizational Tactics
Change Management Framework
- Referenced John Kotter’s change model as a guiding framework:
- Start with a clear vision and urgency.
- Identify early adopters.
- Build momentum through delivering early value.
- Use MVP and iterative approaches to develop solutions.
- Highlighted the importance of knowing when to walk away if stakeholders are not ready or willing to change.
Business Growth & Advisory Role at HGKC
- Sarah now advises business owners and directors, mainly in the built environment sector, focusing on:
- Growth strategies.
- Leadership and culture change.
- Preparing businesses for succession or exit (optimizing for future value).
- Identified evergreen challenges in growth: mindset, culture, communication of vision, embracing change.
- Encourages leaders to:
- Recognize they don’t have all answers; seek diverse perspectives internally and externally.
- Stop overthinking and start acting (referencing the “five frogs on a log” riddle: deciding ≠ doing).
Metrics & KPIs
- At Privatization:
- Government funding: £3 million/year.
- Commercial income: initially a few hundred thousand pounds.
- By Sarah’s Departure:
- Turnover: ~£14 million.
- Monthly applications: ~50,000.
- Monthly payments processed: ~£23 million.
- User Engagement:
- Approximately 1 million visits per month.
- Around 3 million page views per month on content pages.
Actionable Recommendations & Lessons
-
When Driving Digital Transformation:
- Start with understanding and communicating the “why.”
- Build empathy among stakeholders.
- Use MVP and iterative delivery to prove value early.
- Be prepared to enforce change decisively if voluntary adoption fails.
-
For Leaders:
- Cultivate open communication and an inclusive culture.
- Encourage innovation and reward new ideas.
- Seek external perspectives to challenge assumptions.
- Balance thoughtful planning with timely action.
Presenters & Sources
- Sarah Chilcott: Former Managing Director of the UK National Planning Portal; Director at HGKC; advisor to UK Business Council for Sustainable Development and Bristol Housing Festival.
- Matt (Interviewer): Host of the podcast Deadlines and Detours, collaborator with Sarah at the Planning Portal and Terraquest.
This summary captures the business strategy, operational insights, leadership lessons, and innovation frameworks discussed by Sarah Chilcott regarding the digital transformation of the UK National Planning Portal and her ongoing advisory work.
Category
Business
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