planning performance framework · performance measure quality of outcomes - demonstrating the added...
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Planning Performance Framework
2017 – 2018
ContentsOur priorities as a Planning Service ..................................................................................................3
Introduction.........................................................................................................................................5
Part 1: Defining and measuring a high-quality Planning Service ...................................................6
Quality of Outcomes - demonstrating the added value delivered by planning ......................7
CaseStudy1-Balmaha-DeliveringAffordableHousing .................................................10
CaseStudy2-Towncentreenhancement-placemaking ...............................................11
Quality of Service and Engagement .........................................................................................12
CaseStudy3-MonitoringFramework................................................................................14
CaseStudy4-ActionProgramme .....................................................................................15
Governance - Ensuring that our structures and processes were proportionate, effective and fit for purpose ...........................................................................16
CaseStudy5-LochgoilCommunityActionPlan(CAP) ....................................................18
Culture of Continuous Improvement ......................................................................................19
CaseStudy6-EnforcementandMonitoring ....................................................................21
Part 2: Supporting Evidence ............................................................................................................22
Part 3: Service Improvements .........................................................................................................25
Part 4: National Headline Indicators ...............................................................................................27
Part 5: Official Statistics ...................................................................................................................31
Part 6: Workforce Information .........................................................................................................34
Part 7: Planning Committee Information .......................................................................................35
Our priorities as a Planning Service ..................................................................................................3
Introduction.........................................................................................................................................5
Part 1: Defining and measuring a high-quality Planning Service ...................................................6
Quality of Outcomes - demonstrating the added value delivered by planning ......................7
CaseStudy1-Balmaha-DeliveringAffordableHousing ...................................................9
CaseStudy2-Towncentreenhancement-placemaking ...............................................11
Quality of Service and Engagement .........................................................................................12
CaseStudy3-MonitoringFramework................................................................................14
CaseStudy4-ActionProgramme .....................................................................................16
Governance - Ensuring that our structures and processes were proportionate, effective and fit for purpose ...........................................................................17
CaseStudy5-LochgoilCommunityActionPlan(CAP) ....................................................20
Culture of Continuous Improvement ......................................................................................22
CaseStudy6-EnforcementandMonitoring ....................................................................25
Part 2: Supporting Evidence ............................................................................................................26
Part 3: Service Improvements .........................................................................................................30
Part 4: National Headline Indicators ...............................................................................................32
Part 5: Official Statistics ...................................................................................................................34
Part 6: Workforce Information .........................................................................................................37
Part 7: Planning Committee Information .......................................................................................38
2
Planning PerformanceFramework
2017- 2018
PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Our priorities as a Planning Service
Scotland’sNationalParksmakeasignificantcontributiontowardsmanyoftheScottishGovernment’sstatedpriorities.
TheGovernment’sProgrammeforScotland2017-18istheplanto
“shape the kind of Scotland we seek – an inclusive, fair, prosperous, innovative country, ready and willing to embrace the future.”
ThereareanumberofScottishGovernmentprioritiesfromthe2017-18programmethatourworkintheplanningservicecontributestowardsandaredemonstratedthroughoutthisdocumentandwithinourcasestudies.Thefollowingpageshelptobookmarkwheretheprioritiesandcasestudieslink.
Economy ScottishGovernmentstates“The successful economies of the future will be resource efficient and low carbon, and they will harness the power of technology. We have established strengths in key sectors such as renewable energy, tourism, food and drink and intend to build on these strengths.”
ScottishGovernmentActionsunderthissectionincludeintroducingaPlanningBilltostreamlinetheplanningprocess,promotinglocally-sourcedandproducedfoodanddrink,takingtheleadinultra-lowemissionvehicles,fundingsustainableheatingsystemsandelectricvehiclescharging.
OurLocalDevelopmentPlanvisionistocreateathrivingeconomicallyactiveruraleconomyandprovideahighqualityvisitoraccommodationinarangeoflocationstosupporttheeconomy.
See case study 3 & case study 4 on our action programme and monitoring framework
Climate change ScottishGovernmentstates“Creating a cleaner, greener Scotland matters to the health and quality of life of all of us right now.”
ScottishGovernmentActionsunderthissectionincludesettingevenmoreambitioustargetstoreducegreenhousegasemissionsanddoublinginvestmentinactivetravelfrom£40millionto£80millionayearfrom2018-19.
Wearesupportingtheseprioritiesbysupportingopportunitiesforlowcarbonenergygenerationsuchasrunofriverhydro(seehydroupdatep8).Wearealsosupportinganddevelopingprojectstodeliveractivetravelplansinourtownsandvillages.
See case study 2 on the streetscape project
Reversing
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Housing and homelessness ScottishGovernmentstates“Delivermorehigh-qualityaffordablehomesandcommittoendingroughsleeping.Wewillensurethatatleast50,000affordablehomesaredeliveredoverthisparliament-includingatleast35,000forsocialrent”.
ScottishGovernmentActionsunderthissectionincludemakingfurtherprogresstowardsourtargetof50,000affordablehomesbytheendoftheParliament.
Wearesupportingthisactionbygivingplanningpermissionforhigh-qualityaffordablehomesinordertogiveyoungpeopleafuturelivingandworkingintheparkandensurethereisenoughhousinglandtomeetthistarget.
see case study 1 Balmaha housing case and update on affordable housing cases
Empowering our communities ScottishGovernmentstates“wewillempowercommunitiestotakemoredecisionsthemselves,placinggreatercontrolofbudgetsinthehandsofthepeoplewhoknowbestwhatacommunityneeds–thosewholiveinthecommunityitself.”
ScottishGovernmentActionsunderthissectionincludeundertakingacomprehensivereviewofhowlocaldecisionsaremadeandhowlocaldemocracyisworking.
Wearesupportingthisprioritybyworkingonplaceplanswithourcommunitiestoempowerthenindecisionmakingintheirowncommunities
see case study 5 on place plans
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Planning PerformanceFramework
2017- 2018
PLANNING PERFORMANCE FRAMEWORK | 2017-2018
ThisisourseventhannualPlanningPerformanceFramework(PPF7)fortheNationalPark.
Introduction
TheframeworkispublishedannuallytodemonstrateourcontinuousimprovementofourplanningserviceintheNationalParkAuthorityandisarequirementforallplanningauthoritiesinScotland.Itrepresentsaholisticviewofourperformance,givingsubstancetoourstatisticspublishedquarterlyregardinghowmanyapplicationswehandledandinwhattimescale.
ThisframeworkincludesourNationalHeadlineIndicators(statisticsonLocalDevelopmentPlanage,effectivelandsupply,projectplanning,approvalratesandenforcement)andthiscanbefoundattheendofthedocumentatPart5. Part1tellsthestoryofhowwehaveimprovedonlastyear’sperformance.ItgivesourannualupdateonheadlinedevelopmentissuesintheNationalPark,thenotableincreasewehaveseenthisyearinhousingdevelopmentbeingdeliveredontheground,ourrunofriverhydroschemes,builtheritagegrants,legacycases,andpre-applicationservice.Italsohighlightsnewimprovementssuchasournewmajorapplicationsprojectteamandourworktofinaliseoursupplementaryguidance.
Thereareanumberofcasestudies(CS)highlightingbroaderactivityexplaininghowwehavebeenfocussingonthedeliveryofourLocalDevelopmentPlan,settingupamonitoringframeworkanddevelopingouractionprogramme(CS3andCS4).Wehavealsobeensupportingtheriseofapplicationsforaffordablehousing(CS1).Finally,inlightofplanningreformswehavebeentriallingthedevelopmentofaplaceplan(CS5).
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Planning PerformanceFramework
2017- 2018
PLANNING PERFORMANCE FRAMEWORK | 2017-2018
There are four overall measures against which our performance is assessed:
• Qualityofoutcomes;
• Qualityofserviceandengagement;
• Governance;and
• Cultureofcontinuousimprovement.
Inthissection,informationisoutlinedwhichdemonstrateshowwehaveachievedthesemeasures.
Thisyearthereporthasbeensplitintothefoursections,oneforeachperformancemeasureandeachsectioncontainsanarrativetoexplainhowthemeasureofqualityhasbeenachieved.
Wehavereferencedcasestudieswithinthecommentarybutalsowehaveincludedfourdetailedcasestudiesthataddressmorethanone oftheperformancemeasures.
Part 1 Defining and measuring a high-quality Planning Service
CaSE Study 1 Balmaha – Delivering
Affordable Housing
CaSE Study 2 Village Centre Enhancement
– Placemaking Priorities
CaSE Study 3 Monitoring Framework
CaSE Study 4 Action Programme
CaSE Study 5 Developing Place Plans with
the Place Standard
CaSE Study 6 Enforcement and Monitoring
Processes
Case Study Topics Issue covered in PPF7 Case Study Topics Issue covered in PPF7
Design CaSE Study 1 InterdisciplinaryWorking CaSE Study 3
Conservation CollaborativeWorking CaSE Study 2 4 5
Regeneration CommunityEngagement CaSE Study 2 5
Environment CaSE Study 1 Placemaking
Greenspace Charrettes
TownCentres CaSE Study 2 PlaceStandard CaSE Study 5
Masterplanning PerformanceMonitoring CaSE Study 3
LDP&SupplementaryGuidance CaSE Study 3 4 ProcessImprovement CaSE Study 3 4
HousingSupply ProjectManagement
AffordableHousing CaSE Study 1 SkillsSharing
EconomicDevelopment StaffTraining
Enforcement CaSE Study 6 Online Systems
DevelopmentManagementProcesses CaSE Study 1 6 Transport
PlanningApplications CaSE Study 1 ActiveTravel CaSE Study 2
Other:NB–LocalPlacePlans CaSE Study 5
1 3 5
642
C a S ESTUDY
1
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Performance MeasureQuality of Outcomes - demonstrating the added value delivered by planningThissectiondemonstrateshowourplanningservicehashelpedtodeliverhighqualitydevelopmentontheground.ItreportsonsomenewsuccessesinourNationalwalkingandcyclingnetworkandalsoworktobringbacktheuseofanoldhotel.Itprovidestheusualupdatesonourrunofriverhydroworkandgrantschemes.
active travel and recreational opportunities - Cross Pilgrim WayTheNationalPlanningFramework(NPF)identifiesanewlongdistancerouteknownas‘TheCrossPilgrimWay’.PartoftheroutegoesthroughtheNationalParkandourplanningservicearesupportingthedeliveryofthisproject.ThesectionbetweenCrainlarichandTyndrumandalsothesectionsatStFillansandLochearnheadhavegainedrecentplanningapprovals.Theimprovementtotherouteprovidesactivetraveloptionsforthecommunitiesinthisareaaswellasrecreationalopportunities.
ThisyearatTyndrumthenewsectionoftheCrossPilgrimWaywascompletedandisprovingtobeaverypopularcirculateroutetakinginexistingWestHighlandWay.Thecommunityhavedevelopedaleaflet
thatincludestherouteandarenowconsideringdevelopingasmallbikeskillsparkwithinthewoodlandslinkedtothisdevelopment.TheprojectwasdeliveredbytheCountrysideTrust.Furtherinformationcanbefoundhere:http://trustinthepark.org/our-park/paths-access/tyndrum-killin
Housing Development being delivered on the ground Throughthereportingperiodwehaveseensignificantincreaseinthevolumeofnewhousingdeliveryontheground–withaparticularfocusonaffordableunits.5affordablehomeshavebeencompletedbyLinkhousingAssociationatLuss–andthesearenowoccupied.
22affordableunits(byDunbrittonHA)arenearingcompletioninSuccothbyArrochar.26affordableunitsbyCubeHAareunderconstructionatDumbainRoadinBalloch.23affordableflatsbyRuralStirlingHAareunderconstructionatthesiteofaformertelephoneexchangeatStationRoadinCallander.
New life to an old hotel – ‘The Ardentinny’OnthefirstweekinJuly2017,wesawtheopeningof‘TheArdentinny’anewpub,restaurantintheheartofthevillageofArdentinny.Thehotelhadbeenclosedforanumberofyearsduetolownumbersofhotelguests.Permissionwasgrantedtochangetheuseofthehoteltoowner’shouseandholidaylettinghouseandanextensionwasaddedtoimproveandenlargethebarandrestaurantarea.Itisavaluableassetforsucharemotesmallcommunityandprovidesaplacetomeetandsocialiseanditisalsopopularwithvisitors.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
The Carrick Lodge – changing land management practicesAnewLodgeandEducationCentrewascompletedinMay2017torevivearuralestate.Thejourneyhasbeenlong,startingbackinMay2015whenthisuniqueapplicationforanestatemanager’shouseandofficealongsidearesidentialandnon-residentialresearchandlearningfacilityplusaguesthousewaslodged.ThesitewasattheedgeofthevillageofCarrickCastleandtherewassomeopposition.TheCarrickEstatewasformedfrom3existingestateswhichisintendedtomakeasustainablebusinessmodel.
Theapplicationincludedadetailedestateplanoutliningthewoodlandcreationplansandseparateplansfortheecotourism.
Thelandmanagementteamwithintheauthorityprovidedvaluableadvicetotheplanningofficerontheestatemanagementpracticesoutlinedintheestateplan.
WiththisexpertisewewereabletobeconfidentthattheproposalwouldconserveandenhancethenaturalandculturalheritageoftheNationalPark.
Run of river hydro – monitoring Inlastyear’sPPFwereportedonmonitoringofhydroschemes.Thisyearhasbeennodifferentandwehavecontinuedmonitoringschemesbeingconstructedandthosethatareatrestorationandlandscapingstage.Thisreportingyear2017/18wehadafurther6schemescompletedbringingthetotalnumberofschemesinoperationupto38schemes.ArrocharHydroScheme,providingfundingtoArrocharandLusscommunitiesbecameoperational–thefourthcommunityhydroschemeintheNationalPark.
44HYDRO SCHEMESAPPROVED
35 NOW IN OPERATION
15,400
13SCHEMES UNDER
CONSTRUCTION
21.655MW
HYDROSCHEMESIN THE NATIONALPARK OUTPUT
6HYDRO SCHEMESCOMPLETEDTHIS YEAR
38 NOW IN OPERATION
15,400
13SCHEMES UNDER
CONSTRUCTION
21.655MW
HYDROSCHEMESIN THE NATIONALPARK OUTPUT
This meets all the electricity requirements for the 7,584 households in the National Park and more!
KEY FaCTS
8
Planning PerformanceFramework
2017- 2018
PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Grant scheme - Supporting Built Heritage and Communities Thisyearwecontinuedwithourbuiltheritagerepair,naturalheritageandcommunitygrantschemesbutranthesethreeschemestogetherunderthebannerofoneoverallNationalParkGrantScheme.Thisallowedprojectstobeconsideredagainstdeliveryofmultiplebenefitsandcreatedefficienciesintheadministrationthegrantscheme.Examplesofsomeoftheprojectsthatreceivedfundingincluded:
Blairmore Village Green: Acommunity-ledprojectdevelopedbyBlairmoreVillageTrusttofundtechnicalfeasibilityworktohelpthecommunitytoprogressthedevelopmentofholiday-letfacilitiesoncommunityownedlandtoplanningandfundingapplicationstages.Thisprojectflowsfromthe2014charrette,whichhighlightedwaysthelocalcommunitycouldinfluencehowthevillagecoulddevelopandthriveinthefutureanddirectlyhelpstofulfiltheLocalDevelopmentPlansPlacebasedvisionandstrategy.
Younger Hall Kilmun:FundingtowardsleadedwindowrestorationforthisCategoryCListedBuilding,datingfrom1908,anddesignedintheArts&CraftsStyle.Thisbuildingprovidesacentralfocusforthecommunityandrepairandmaintenancehelpstoenhanceitsroleandincreasesitsscopeforexpandingitsuseasavenueforthecommunityandpotentiallywiderpublic.
Younger Hall - Window
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Planning PerformanceFramework
2017- 2018
PLANNING PERFORMANCE FRAMEWORK | 2017-2018
C a S ESTUDY
1CaSE STUDY 1 Balmaha – Delivering Affordable Housing
Wesupported20newaffordablehomesinBalmahaafteralongjourneyofcommunityconsultation,workingwithstakeholdersandtheapplicant.
ThiscasestudycontributestowardstheQuality of Outcomes butalsoQuality of Service and Engagement.
Key markers: 3-Earlycollaboration,11–regularandproportionatepolicyadvice,14–stalledsites/legacycases
Key areas:• Design• AffordableHousing• DevelopmentManagement Processes
• PlanningApplications
Stakeholders: GeneralPublic,KeyAgencies,PlanningCommittee,AuthorityPlanningStaff,Other:RegisteredSocialLandlord
OverviewInMarch2018weapproveda20unitaffordablehousingdevelopment.ThesitewasoriginallyidentifiedbythecommunityandincludedintheLocalDevelopmentPlanCharrettereport(2013)thenconsideredthroughtheformalLocalDevelopmentPlanconsultationprocessbeforebeingallocated.
ThemainaimwastodeliveraffordablehousinginthesmallruralcommunityofBalmahagiventhattheNationalParkisoneofthemostexpensiveareasinScotlandtopurchaseahomeduetohighdemandforretirementandsecondhomes.StirlingCouncilidentifiedthatareaashighpriorityfordeliveringaffordablehousing.
TheplanningapplicationwassubmittedinJanuary2017andreceivedmixedsupport,highlightingthechallengesofdeliveryofaffordablehousinginsmallruralcommunities.Objectionswererecordedinrelationtotheperceivedlossofancientwoodland,impactonotters,over-development,roadsafety,surfacewaterdrainageandflooding,impactonamenityandlightpollution.Howevertherewassupportinrelationtotheneedforaffordablehousing,benefitstothelocalschoolandlocaleconomy,andrebalancingthelackofpermanentdwellings.
Themainissueraisedbystatutoryconsulteeswasthefouldrainageconnection.OurpolicyrequiresconnectiontothepublicnetworkandSEPAobjectedtotheapplicationuntilcomfortwasgivenfromthedeveloperandScottishWaterthattheconnectiontothepublicnetworkcouldbemade.
GoalTheaimoftheplanningteamwastohandleandconsiderallthecommentsfairlyandwithcare,takingforwardthevisionoftheLocalDevelopmentPlantodeliveraffordablehousingonanallocatedsite.WehopedtoaddressallthepointsandalsodealwiththestatutoryobjectionfromSEPAinatimelymannerandreachabalancedconclusion. Artist’s impression of site and Tenure diagram of site – John Gilbert Architects
OutcomeTheapplicantagreedto‘stoptheclock’whiletheyformallysubmittedarequesttoScottishWatertoinitiateagrowthproject.ScottishWaterconfirmedtheupgradingworkstotheWasteWaterTreatmentPlantcouldtake4-6years.Intermsofthewoodland,weachievedoffsitecompensatoryplantingofbetterqualitynativewoodlandthanonthecurrentsiteinlinewithScottishGovernmentControlofWoodlandRemovalpolicy.Thedeveloperalsomadeeffortstoretainasmuchwoodlandaspossible.
AtthePublicHearing,Membersunanimouslygrantedplanningpermissionsubjecttoalengthysetofconditionstoaddressfouldrainageandcompensatoryplantingissuesandotherconcerns.
Thiscasestudydemonstratesasuccessfulstrategicoutcomeofsecuringtheaspirationofthelocalcommunityfornewaffordablehousingwithinthevillage.Thishastakenanumberofyearssincetheseedsoftheideabutachievedthroughongoingpositiveengagementwiththeplanningserviceandastrongcommitmenttoasensitivelydesignedscheme(byRuralStirlingHAworkingwiththeirarchitects)wellsuitedtoasemi-ruralwoodlandcontext.
C a S ESTUDY
2CaSE STUDY 2 - Town centre enhancement - placemaking
ThevisionofourLocalDevelopmentPlanandNationalParkPartnershipPlanistoensuretheNationalPark’stownsandvillagesareenhancedwithinvestmentinthebuiltandhistoricenvironment,publicspacesandinfrastructure.
OverviewThereareeightplacemakingprioritiesidentifiedinourLocalDevelopmentPlanandduringthisyearwehavebeenbusyhelpingtorealisethevisionforBallochandCallander.Momentumhascontinuedwellwiththeseoftwoprojects,andwe’vesupportedthisbyattendingandcontributingtopublicconsultationevents,workingwithpartnerstoprogresstechnicalworkandprovidingfeedbackonproposalsastheyhavedeveloped.
GoalThiscasestudydemonstrateshowtheLocalDevelopmentPlancanbesuccessfullyusedasamaindrivertotowncentreenhancementsandactivetravelprojects.ItdemonstratespartnershipworkingandhowwehavebeenabletouseourinfluencetoshapeanddrivetheseprojectstomeettheoverallvisionofthePlan.
OutcomesCallander Streetscape project
WehavebeenworkinginpartnershipthewithCallanderPartnership,StirlingCouncilandSustranstoprovidequalityimprovementstostreetsinCallander.Thisfirststageofthisprojectwastoundertakeaconsultationwiththeresidents,businessesandmotorists.Thispublicexhibitiontookplaceonthe20thMay2017andafeasibilityreportwasproducedinJunewithrecommendations,basedonconsultationresponses,whichwillbeusedforfuturefundingbids.Theconsultationincludednewsegregatedcycle/walkingpathsalongsidetheTrunkRoad(A84)fromtheedgeofCallanderouttoKilmahogandalsoideasforthevillagesquareandconnections.
Balloch Station and Village Square Project
LastyearweprovidedanupdatefollowingonfromtheBallochCharretteheldin2016.ThisyearhasbeenaboutworkingonapartnershipprojectledbySustransScotland,theNationalParkAuthorityandWestDunbartonshireCouncil,toremodelandimprovetheappearanceofthethreepublicspacesinBalloch.
Thisyearthefinalpublicsquaredesignoptionswerepresentedtothecommunityataneventonthe7thJune.WestDunbartonshireCouncilwillaimtostartinitialworksatthevillagecentreduringsummer/autumn2018.WorksonthestationsquareareonholdpendingprogressofthemasterplanfortheadjacentLocalDevelopmentPlansiteatWestRiverside.
ThiscasestudycontributestowardstheQuality of OutcomesbutalsoQuality of Service and Engagement
Key markers3earlycollaboration,12corporateworkingacrossservicestoimproveoutputsandservices
Key areas
•ActiveTravel •TownCentres •CollaborativeWorking •CommunityEngagement
Stakeholders: GeneralPublic,AuthorityPlanningStaff,AuthorityOtherStaff,Developer(Sustrans,Councils,CallanderPartnership)
Artist’s Impression developed as part of the Balloch Public Realm improvement options © 7N architect
Thissectionprovidesevidencethatourplanningserviceisundertakingpositiveactionstosupportsustainableeconomicgrowthbyprovidingclarityandcertaintyandapositivecustomerexperience.
LIVE Park – planning and supplementary guidanceSincetheadoptionoftheLocalDevelopmentPlaninDecember2016,thisyearhasfocusedonensuringthatourplanningandsupplementaryguidancehasbeenadoptedtoprovideclarityandcertaintytoapplicants.Weadoptedoursupplementaryguidanceandmostofourplanningguidancedocuments:
• Housing–June2017
• WestLochLomondsideRuralDevelopmentFramework–June2017
• BuchananSouthRuralDevelopmentFramework–June2017
• DesignandPlacemaking–March2018
• VisitorExperience–Nov2017
• Renewables–June2017
Performance MeasureQuality of Outcomes - demonstrating the added value delivered by planning
Housing
Supplementary Guidance
West Loch LomondsideR u R a L D e v e L o p m e n t F R a m e W o R k a R e a
Supplementary Guidance
Buchanan SouthR u R a l D e v e l o p m e n t F R a m e w o R k a R e a
Supplementary Guidance
Visitor Experience
Planning Guidance
Renewable Energy
Planning Guidance
Design & Placemaking
Supplementary Guidance
ThishasbeenalargepieceofworkinvolvingbothPolicyandDevelopmentManagementteams,reviewingcommentsmadeatconsultationstageandamendingandrefiningtheguidanceaccordingly.Theresultisasuiteofdocumentsthathasrespondedtothefeedback.TheyarehighlyvisualandgraphicdocumentstoensuretheyrefelctandcontinuethedesignledapproachcontanedintheLocalDevelopmentPlan.Alltheguidance’shaveimagesandsketchesthatgivetheexplanationwithouttheneedoftext.Despitebeingmorenecessarilytechnicalanddetailed,theyareintendedtostillbeengaging,accessibleanduser friendly.
ThesedocumentsarerealisticanduseableandtheyaidourDevelopmentManagementserviceindiscussionsandnegotiations,specificallyonhousing,visitorexperiencepolicyissuesandondesignquality.TheDesignandPlacemakingaspirestohighqualitydevelopmentthathasconsideredallaspectsoftheenvironment.
WehavealsobeenworkingonDeveloperContributionsandCallanderSouthMasterplanFrameworkwithaBridgeFeasibilityStudyundertaken.AnupdateonthisisprovidedintheDeveloperContributionssection.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
PLP 1
PLP2
H12
PLP3
DRyMEn LT1: south stirling Road –
Long Term Housing [30 homes]
DRyMEn H1: stirling Road –
Housing [36 homes] and car Parking [2.86Ha]
DRyMEn VE1: Drumbeg –
Visitor Experience [18.89Ha]
© Crown copyright and database rights 2016. Ordnance Survey 100031883
65
LIVE Park
Local Development
Plan
3.0 | PLacE
© Crown copyright and database rights 2016. Ordnance Survey 100031883. Aerial Photography © Getmapping plc 2011.
PRoPosED sITE & usEs
HousInG
H1 H2
LT1
VIsIToR EXPERIEncE VE1
MIXED usE
Mu1
TRansPoRT TR1
RuRaL acTIVITy aREa Ra1
PLacEMaKInG PRIoRITy PP
consERVaTIon aREa
VILLaGE BounDaRy
coRE PaTHs
oPEn sPacE
LT1
Mu1
Ra1
TR1
VE1
H1
PPSupport
improvements to
the village square H2
DRyMEn
Drymen is an attractive, historic
village close to the eastern shore
of Loch Lomond which contains
some of Scotland’s most
beautiful and varied landscapes.
Roads from all directions meet around
the Square, originally the focus of
18th - 20th century cattle markets and
now an important space at the heart of
the village. The community aspire to
revitalise the Square and establish it as
a vibrant central hub for residents and
visitors alike.
Drymen’s landscape setting - visible
in the wider landscape from the
eastern edge of the Park, as well as its
relationship with the designed landscape
of Buchanan Castle Estate and village
viewpoint – has resulted in its unique
sense of place. Future development
includes redevelopment of several gap
sites within the village, housing on three
sites (one is a long term site), business
site to the south and a visitor experience
opportunity site to the southeast.
64 LOCAL DEVELOPMENT PLAN LIVE PARK
Planning Performance Framework
2016 – 2017
Delivering a positive customer experience OurPPF6reportsetoutbenefitsdelivered in the last year as a consequenceofourcommitmenttoprovidingafreepre-applicationadviceservice.Suchasbetterqualityofapplications,lessrefusalsandappeals.Thistrendhascontinuedintothisreportingyear.
Ourcommitmenttoourpre-applicationserviceremainshigh,eventhoughonly22%ofapplicationsweresubjecttopre-applications(seePart5Statistics).Aswereportedlastyearthisfigureconcealsthatthemajorityofourdetailedlocalapplications(asopposedtohouseholder,advertisement,treeworksorpriornotification)aresubjecttopre-applicationsandalsothatthereareanumberofpre-applicationsthatdonotresultinanapplication.
InordertomeettheneedsofcustomersweoperateadedicatedDevelopmentManagementphoneline,openduringallofficehours,wherebyplanningassistantsanswerenquiries.Thisinvolvesdealingwithsimplequeriesoverthephone,forexampleprovidingadviceonhowbesttoviewapplicationsonline,therebysavingplanningofficerstime.Itcanalsoinvolvedirectingapplicantstoonlineadviceandguidanceandtouseourfreepre-applicationadviceservice.
IntheongoingreviewofDevelopmentManagementproceduresandprocessesweareutilisinga‘servicedesign’approachtoensurethatourservicesaredesignedaroundtheenduser(agentsandapplicantsandthepublic)toensuretheycanreadilyaccessinformationtheyrequire,receiveclearcorrespondenceandunderstandtheprocessesandtimescalesthatmustbecompliedwithunderplanningregulations.
Inlastyear’sserviceimprovements,wereportedonthedifficultiesofcustomersurveysandthepoorresponserate.Wehavenotundertakenacustomerfeedbacksurveyhoweveremailsofthankswithinthesupportingevidence(Part2)demonstratespositivefeedbackreceived.
Being clear and proportionate - Developer contributions AsreportedlastyearinPPF6,wehaveanadopteddevelopercontributionspolicywithintheLocalDevelopmentPlan.Eventhoughthedeveloper’scontributionsplanningguidanceisstillindraftwehaveadoptedourhousingguidancewhichsetsthecommutedsumfiguresinrelationtoaffordablehousing.
Also,thisyearwehavebeenworkingwithStirlingCounciltoverifythefiguresforapossiblebridgeforCallanderandeducationcontributions.ThisworkhasinvolvedundertakingabridgecostingandfeasibilitystudyandtheCallanderMasterplanplanningguidancewouldbeupdatedifnecessary.Wehopethatthisworkwillbefinalisedthisyearandwewillbeabletore-publishthedeveloper’scontributionssupplementaryguidance.
Wehavebeenhighlightingdevelopercontributions atpre-applicationstagesuchaswithany housingproposalsinCallanderandalso foranewsupermarketinCallander.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
C a S ESTUDY
4
ThiscasestudycontributestowardstheQuality of Service and Engagement butalsoGovernance.
Key markers: 3-earlycollaboration,10–Cross-sectionstakeholdersengagement,12:corporateworkingand13sharinggoodpractice
Key areas: • LocalDevelopmentPlan&SupplementaryGuidance
• CollaborativeWorking• ProcessImprovementStakeholders: LocalDevelopers,KeyAgencies,PlanningCommittee,AuthorityPlanningStaffandAuthorityOtherStaff
WehavebeenembracingthePlanningReviewrecommendationsandbeenreviewingandimprovingouractionprogrammeevery6months.
OverviewTheactionprogrammewasfirstpublishedlastyear(March2017,MembersapprovalinFeb2017)andthisyearwehaveundertakentwo6monthlyupdates.Weinvestigatednewwaystofurtherimprovetheactionprogramme.WewantedtoembracetherecommendationsfromthePlanningReviewandensurethattheactionprogrammeisaworkingtool,andadeliveryprogramme.Wehaveensureditcloselyalignswithourmonitoringworkandourlandauditsparticularlyforhousinganditsprogramming.
GoalThegoalwastoensuretheactionprogrammewaseasytoread,modern,friendlyandeasytonavigateusingthesamecreativestyleandcoloursfromtheLIVEParkcampaign.Wewantedtopresentandpromotetheactionprogrammetoarangeofaudiences,tohighlighttheworkbeingundertakenandprovideanup-to-datepictureofwhatwashappeningontheground.
Outcome Wehavedemonstratedthattheactionprogrammecanbeausable,attractivedocumentandnotsomethingthatsitsonashelf.WehaveusedtheactionprogrammetothepartnershipforumsincludingtheHousingForumstodemonstrateprogress.Wehavealsobeenabletodirectenquiriesaboutsitestotheactionprogrammeandthecommunitycouncilshavebeeninterestedinthedocument,requestingcopies.Thestakeholderengagementhasinformedtheactionsthatthelandowneranddevelopersintendtoachieve,notonlythosebyourselves.Itensuresregularcontactwithlandowners.
MembershavebeenreallyencouragingabouttheactionprogrammeandhavefounditextremelyusefultokeepuptospeedwithwhatishappeningaroundthePark.ThereisalsoatwowaydialoguewithMemberscommentingandprovidinginformationfortheactionprogrammeatthecommitteemeetings.
Thelatestversion,hasnewsectionsprovidingfocusedupdatesontheRuralDevelopmentFrameworksandhasinteractivemapsbringingthetablealive.Thismakesthedocumentmoreaccessibleforcommunitiesaswellasdevelopers.Itallowscommunitiestoactivelypromotesitesandhaveanawarenessoftheissuesthatareholdingbackdevelopment.
Wehavealsolinkedtoouronlineplanningsystemtogivepeopledirectaccessintotheplanningapplicationdocumentsandplansthathavebeenapproved.
CaSE STUDY 3 - Monitoring Framework
C a S ESTUDY
3
ThiscasestudycontributestowardstheGovernance
Key markers:3-earlycollaboration,10–Cross-sectionstakeholdersengagement,12:corporateworkingand13sharinggoodpractice
Key areas:• LocalDevelopmentPlan&SupplementaryGuidance,
• PerformanceMonitoring• ProcessImprovement• InterdisciplinaryWorking
Stakeholders:PlanningCommittee,AuthorityPlanningStaffandAuthorityOtherStaff
OurMonitoringFrameworkhasbeenpublishedandwehaveclearlysetoutwhatwillbemonitoredtoeffectivelytrackdeliveryofthevisionofourLocalDevelopmentPlan.
OverviewFollowingtheadoptionoftheLocalDevelopmentPlanalongsidetheActionProgrammeearly2017,thenextstepsweretosetupamonitoringstrategyandinitiatemonitoringofthedeliveryoftheLocalDevelopmentPlan.Thisinvolved:
• projectmanagement,
• meetingwith,andlearningfrom,StirlingCounciltofindoutabouttheirHousingLandAuditandbehindthesceneprocesses(excelspreadsheets)andmonitoringgenerally,
• workingwithourtechniciansandanalysingUniformcapabilitiesandcurrentspreadsheets,thencreatingnewspreadsheets,
• meetingstaffinternallyfromtourism,access,builtheritageandconservationteam(July/Aug2017),
• gatheringdatamanuallyfromUniformandsettingupacategorisationsystemparticularlyinrelationtoTourismandRecreationwhichhadnotbeen previouslymonitoredinanydetail.
Goal Firstly,ourgoalwastoimproveonhowwegatherdataaboutplanningapplicationsunderourcurrentLocalDevelopmentPlan2017-2021.Secondly,wewanteddatathatwouldbeavaluableresourcetoaidtheproductionofthenextLocalDevelopmentPlan,andinformtheworkofothersinourorganisation,includingthe‘addedvalue’atplanningdecisions.Lastly,thegoalwastoensuremonitoringisefficient.
CaSE STUDY 4 - action Programme
Outcome WepublishedourMonitoringStrategyinMarch2018withasetofindicatorsclearlyhighlightingwhatwearegoingtomonitorandspecificallywhatthiswillshowus.WehavenowdevelopedadetailedcategorysystemtobeaddedtoUniformwhichallowsustoproduceresultssuchastrendgraphsformoretechnicaldocumentsandinfographicsforpublications.
Staffhavegainedamoreadvancedskillsinexcelspreadsheetandchartproduction.WehavealsobeenabletopresenttheresultsonmapsusingArcGisandotherteamsacrosstheNationalParkareabletousethisdatafortheirownpurposes.
Thetourismteamfinditvaluableforreportingonbusinessconfidenceso
wehaveaddedothercategoriessuchaswhetheritisanewbusinessoranexistingbusinessexpansion.
Wearebeingabletousetheresultstoreportonthesuccessesoftheyearonsocialmedia(seeblogonLDPoneyearanniversary)wherewedevelopedinfographics.Itmeanswecanalsomorecleverlycommunicatethedevelopmentactivityintheparkandtheroleplanningisplaying.ThemainpurposewillhoweverbetopreparearobustmonitoringreporttobepublishedalongsideournextMainIssuesReport.
Next StepsWewilllooktomaketheprocessesmoreautomatedusingthecategorisationsysteminUniformasdescribed.
Path approvals over last 6 years -example of trend style charts
Major Applications teamAweeklymeetinghasbeenestablishedtohelpprojectmanagemajorapplications.Aswellasplannersattending,thereisinputfromspecialists(includingconservation,landscapeandaccess),projectmanagement,legal,GIS,communicationsandgovernance(committeeofficer)dependingonthestageoftheapplication.Thesemeetingsareusefulforresourceplanningwithinthetimescalesrequiredforeachmajorapplicationinthepipeline.
Italsocreatesawarenessoftheproposalsacrosstheorganisationandincludesriskmanagementthroughtheprojectmanagementapproach.TheDirectorofPlanningattendsregularlyandacollaborativeapproachisusedtofindsolutionstoanyissuesbeingflagged.
Itcanbeparticularlyusefulintermsofprogressingworkonpotentialplanningobligationswithlegaladvicethroughthedeterminationperiodsothatdecisionscanbeissuedmoretimeouslyafterarecommendationtoapproveisagreedattheplanningaccesscommittee.
Anexamplefromthisyear,isthehandlingoftherevisedapplicationfortheoperationofagoldandsilvermineatCononishbyTyndrumwhichwasaparticularfocusfortheteamwiththeNationalParkBoardtakingadecisionofmindedtoapprovetheapplicationinFebruary2018.Withtheconclusionofasection75legalagreement,thiswillbereportedinnextyear’sPPF.NextyearwillalsohaveafocusontwoothermajorapplicationsthatarecurrentlyunderconsiderationforalargehousingproposalatDrymenandatourismdevelopmentatBallochknownasWestRiverside.
Performance MeasureGovernance – Ensuring that our structures and processes were proportionate, effective and fit for purpose
Development Planning Clinic TheLocalDevelopmentPlanwasadoptedrelativelyrecentlyinDecember2016andwehavehadsomenewmembersofstaffinourDevelopmentManagementteamsowerecognisedaneedforourDevelopmentPlanningandCommunitiesandDevelopmentManagementteamstogettogetheronregularbasistohelpusallbetterunderstandhowpoliciesshouldandareworking.
Themeetingsareheld,whenrequired,everytwoweekswhenDevelopmentManagementteamconsultDevelopmentPlanningandCommunitiesteaminternally.Tourismandhousingtendtobethemainareasofdiscussionandthemajorityarepre-applications.WhereitisafullapplicationthenDevelopmentPlanningprovidefurtheradviceafterthe meeting.
Therearearangeofbenefits,thenewteammemberscancomealonganduseitasatrainingsessionanditspeedsupdecisionmaking,createsawiderteamspiritandallmembersofstafflearnandunderstandhowtousethepoliciesoftheLocalDevelopmentPlanconsistentlyandwithconfidence.
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Dealing with ‘legacy cases’Therecordingoflegacycases(over1yearold)remainamovingpicturewith5casesclearedthisperiod(seePart4,NationalHeadlineIndicators),howeverwehad12newcasesaddedtothelistthatremainsoutstanding.Ouroverallfigureshavethereforerisenfrom11to23casesoutstanding.
Thisincreaseisunusualandisdueto8linkedapplicationssubmittedbyasingleapplicant(LussEstates)earlyin2017todeliverhousinginrelationtotheWestLochLomondsideRuralDevelopmentFramework.TheapplicationsrequiretobedeterminedasapackageatourPlanningandAccessCommittee.
3othercasesfellintothis1yearoldcategoryintheperiodandthisisforarangeofreasonsincludingaSection75agreementnotmovingtoconclusionbuttheprospectofapositivedeterminationremainingthroughothermeans.Anotherfactoristhelimitedtimeperiodofthe‘freego’whennegotiationchangesoncomplexapplications.Wewillcontinuetomakeatargetedeffortonreducingthisnumberparticularlythroughagreeingwithdrawalofgenuinelystalledapplications.
tree Preservation Order projectAspartofafiveyearprojecttoreviewalltheTreePreservationOrders(TPOs)inthepark,thisyearwereplaced4TPOswith2modifiedTPOsinArrocharandBlairmore,removedonecompletely,andwereviewedafurther7TPOswhichwereretained.WehavestartedundertakingfurtherTPOassessments.InadditiontotheTPOprojectwehavealsoserved2brandnewTPOs.
Tree Preservation Order reviewed and
retained – Kinlochard
Continuing to develop the planning teamWehavecorporatelysupportedstaffinmanydifferentwaysthisyeartokeepthemmotivatedandhealthy.Wearealifestylefriendlyemployerwithour2017/18payawardincludingawiderrangeofnon-paybenefitsthatimprovethebalancebetweenworkandhomelife.
Wehavealsobeenensuringstaffareuptospeedwithcurrentpracticeandpolicies:
• We have shifted policiesontoanewelectronicgateway‘UKNationalParkELearningSystem’sothereisarecordthatstaffhavereadandunderstoodthem,and
• ThesystemalsohasahostofcoursesavailabletoallstaffTherearemandatorycourses,suchashealthandsafety,FreedomofInformationthatmustbetakenandalsocoursesdesignedtoassistyouwithinyourroleandpersonally.Thesecoverpersonaldevelopment,informationmanagement,Management,Microsoftoffice,equality,wellbeing,etc.
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C a S ESTUDY
5CaSE STUDY 5 Lochgoil Community action Plan (CaP)
Usingourplanningroletoenhancecommunityledactionplanningandtolinkplanning,landreformandcommunityempowermentoutcomesforthebenefitofruralcommunities
OverviewAllcommunitieswithintheNationalParkaresupportedtoprepareandproducelocallyownedCommunityActionPlans(CAPs).Theseplansarticulatethecommunity’svisionforthefutureandidentifypriorityactionsthatwillhelpachievethis.Actionsidentifiedarebroadrangingintermsoftopicandalsoscale–someareforthecommunitytoaddressindependentlyandothersrequireapartnershipapproach.Someareplanningrelated,othersnot.
ApartnershipapproachinpreparingCAPsisusedthroughouttheprocess–supportisofferedtocommunitiesviatheindependentcharityLochLomondandtheTrossachsCommunityPartnershipincollaborationwithourownNationalParkAuthorityplanners.
LochgoilisacommunitywithintheCowalareaoftheNationalParkanditsCommunityActionPlanwasdueforreviewlastyear.WorkingwiththeCommunityPartnership,wedecidedtopilotanewapproachwiththecommunitytoprepareanewCommunityActionPlanthatwouldembracesomeoftherecommendationsincludedinthecurrentPlanningReview,specificallytocreateacommunityplanthatwasmorespatialinnature.Wealsowantedtoreinvigoratethetraditionalcommunityengagementapproaches,suchashouseholdsurveysandindividualinterviews,byusingthePlace Standard.
ThiscasestudycontributestowardsQuality of Service and Engagement.
Key markers: 3:earlycollaboration,10-Cross-sectionstakeholdersengagement
Key areas: • CommunityEngagement• CollaborativeWorking• PlaceStandard• LocalPlacePlansStakeholders: AuthorityPlanningStaff,GeneralPublic,Other–CommunityPartnership
GoalsThedevelopmentofanewstyleofCommunityActionPlanforLochgoilsoughttoembracetherecommendationsincludedinthecurrentPlanningReviewandcreateaCAPthatismorespatialinnature.WealsowantedtoexplorehowtheplanningsystemcanhelpdeliveronotherScottishGovernmentoutcomessupportedthroughthecommunityempowermentandlandreformlegislation. We used the processtosupporttheestablishmentofawidervisionfortheareaincludingland use and management aspirationsbyspatiallyarticulatingtheseopportunities,aswellasidentifyingothercommunityplanningneeds.WealsoamendedthePlaceStandardtooltoincludequestionsrelatingtoland-useinordertogatherviewstofacilitateandencouragedpeopletothinkabouttheuseoflandinthewiderarearatherthantheimmediateconfinesofthevillage.
OutcomesSignificantly,thefinalLochgoilCAPnowincludesthreemapsshowinglandandwaterbasedprioritiesforaction.DevelopmentopportunitiesidentifiedintheLocalDevelopmentPlanareincludedaswellasplacemakingpriorities,activetravelambitions,economic,socialandenvironmentalneeds.Theplanprovidesavalidatedbasistoprogressintegratedprojectactivitythatwillimpactonholisticcommunityoutcomes.Itwillinformtheplansandsupportdialogueinrelationtolandowners,CommunityPlanningPartnershipsaswellasourLocalDevelopmentPlan.
ThecommunityalsosaidthePlaceStandardwasagreattooltogeneratepositivediscussionsandmomentumbehindtheirambitionsforchange.ThenextstepsaretoconsiderhowthisnewmethodologyandformatoftheLochgoilCAPcouldbereplicatedbyothercommunitieswithintheNationalParkandtoworkinpartnershiptodeveloptheirownLocalPlacePlans.
COMMUNITY ACTION PLAN 2 0 1 8 - 2 0 2 3
Lochgoil| C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3
10 | C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3
10
Map 1: Community assets
and community priorities
MAP 1
MAP 2
Promote Long Distance Routes eg. Cowal Way
L O C H G O I L | 11L O C H G O I L | 11
Map 2: Community assets and community priorities
| C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3
12 | C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3
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Map 3: Marine Assets and Priorities
L O C H G O I L | 13
7
7
7
L O C H G O I L | 13
Place standards Diagram
the Place Standard tool was developed initially by nHS Scotland and has been rolled out across Scotland as a community engagement tool. This was used in Lochgoil along with a range of other engagement methods and added a rich source of data to the process.
the facilitated workshop allowed three groups of people to get to the heart of why they felt the way they did about their community and to suggest areas for improvement. The standard tool was altered slightly with a new set of questions in the “Natural Space” section which better reflected the experience of people living in a national Park and
which enabled issues of land and water use to be further explored.
The diagram reflects the consensus of opinions on that day. The areas for improvement – influence and sense of control; public transport; streets and spaces – are all high on the priorities reflected in the Community Action Plan. More importantly, the depth of conversation and the sense of what is valuable about the community are reflected throughout the Plan.
the detailed report can be viewed at: www.thecommunitypartnership.org.uk
Improvements to procedures Thenewdevelopmentmanagementservicestructurehasbeeninplaceforoverayear.Oneofthebenefitsofhavinganadditionalmanageristhatmorefocuscanbegiventoupdatingandstreamliningprocedures.Aworkprogrammehasbeendevelopedwithsmallteamsofplanners,planningassistantsandsupportstaffworkingonupdatingprocedures.
Aparticularfocusforprocedureworkthisyearhasbeendevelopinganewmechanismforenforcementrecording.DetailsofthiscanbefoundinCaseStudy6asthiswasoneofourkeyServiceImprovementsfor2017-18.
Workalsocontinuesonrefiningthevalidationprocedures,pre-applicationenquiriesandanewServiceImprovementfor2018-19istoensureourEnvironmentalImpactAssessment(EIA)proceduresforscreeningandscopingopinionscomplywiththechangesinEIAregulations.
training ThisPPFreportingyearwestartedwithFOI and records managementtraininginApril2017forallnewstaffandthenheldsome‘European protected species’trainingfornewandexistingmembersofstaff.ThespeciestrainingwasprovidedbyournaturalheritageplanningadvisorandwasaboutidentifyingtherequirementforabatsurveywhendealingwithdevelopmenttoensuretheHabitatregulationsarecomplieswith.Ithighlightedwhentoaskforanotterandbatsurvey,lookingatfeaturestolookoutforandjustifiablereasonsforaskingforasurvey.
WealsohadsometrainingonCompulsory Purchase OrdersforafewmembersoftheteamastheScottishGovernmentarerollingoutsomenewguidancenotesonthisarea.
EarlythisyearwehadsometrainingontheNew Planning BillfromournewlyappointedlegaladvisorsAndersonStrathearn.Allplanningstaffattendedtofindoutaboutthemainchangesandtherewasanopportunitytoaskquestions.
Ourdevelopmentmanagementteamalsowereoutandaboutandvisitedahydroschemetoshareknowledgeandskillswithnewofficers.TheyalsovisitedRippleRetreatwhichwasacasestudyinlastyear’sPPF.
Sharing Good Practice amongst the teamThisyearwecontinuedoursuccessfulmodelofrunningdepartmentalteamsessions;ondevelopmentactivity,strategyandcommunityaction.Thisyear,onSeptember6th,theteamwenttotrossachsandlearntabout:
• Yourpark–anoverviewandupdateonthefirstyearofthecampingbylaws,
• LochKatrine,steamship,
• Majorprojectbriefing,and
• Callanderlandscapepartnership.
SimilartothepreviousyearweheldasessionwithourCommunicationsteamagainfocusingonhowtousesocialmediaandblogsmorewidelytocommunicateworkontheground.
Performance MeasureCulture of Continuous Improvement
Members of the Development Management team at Lochy hydro Scheme
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Sharing Best Practice and Skills with othersGordonWatson,ChiefExecutive,spokeattheRTPIannualconferenceanddescribedhowtheplanningfunctioniscentraltowhatishappeningintheparkauthority;plans,policiesandprojectsinpartnership.HealsotalkedabouthowtheNationalParkworkcontributestoNationaloutcomesinrelationtorealisingthevalueoftheenvironmenttotheScottisheconomy.HewasabletouseourcasestudyexamplesfromourPPFtohighlighthowweharnessthepowerofcommunities,tomakethingshappen,andgetpeopleexcitedabouttheircommunities.Gordonhighlightedtheplacebasedapproachusedinourcommunitycharrettesasaframeworkfordelivery–avisionforCallanderwasdevelopedbyandforthecommunity.
Member Training and DevelopmentThisyearhasbeenabusyyearforourcommittee.Duringthisperiod(Oct2017)weweredelightedtowelcomesixnewlocalauthorityboardnominatedmembers.Wesuccessfullydeliveredacomprehensiveinductionprogrammeforthemandexistingmemberswerealsoinvited.
• 22ndMay-LocalDevelopmentPlanPolicies.TheDevelopmentPlanningteamallpresenteddifferentpartsoftheplanandtherewasalengthyquestionandanswersection.
• 30thOctober–PlanningProcess.BrodiesLLPranacourseonplanninglaw,policy,guidance,statutoryaimsoftheNationalPark,thedevelopmentplan,makinggooddecisionswhichcoveredmaterialconsiderationsandplanningjudgement.
Inadditiontothetrainingabove,someofthenewPlanning&AccessCommitteeMembershaveattended‘OnBoardtraining’whichismoregeneraltrainingabouttherolesandresponsibilitiesofaboardmember.
• ThesystemalsohasahostofcoursesavailabletoallstaffTherearemandatorycourses,suchashealthandsafety,FreedomofInformationthatmustb
• Callanderlandscapepartnership.
Awareness MonthsLastyearwereportedonourcorporateawarenessmonths.Theyhavebeensuchassuccessthattheyhaveranagainthisyear.DevelopmentManagementleadandprovidedaseriesoflunchandlearnsandalsoawalkingtour.ThelunchandlearnsincludedtopicssuchasCononishgoldmine,andplanningdescribedin‘emoji’s’.TherewasalsoaverywellattendedwalkingtouraroundBalloch.
Visit to Glen Falloch HydroOnthe19thSeptember,wegaverepresentativesfromMountaineeringScotlandandtheRamblersAssociationaconductedatourofDerrydarrochHydroschemewithintheGlenFallochestatenearCrianlarich,wherefourrun-of-riverhydroschemeshavebeenconstructedinrecentyears.
ThepurposeofthevisitwastodemonstratehowtheNationalParkAuthorityactivelymonitorssuchdevelopmentonthegroundtoensurethevisualimpactoftheschemesareminimised.Aswellasnotingthevariousaspectsofthescheme,fromthepowerhouseandoutfall,alongthepipelineandpipebridgesuptotheintakes,thevisitaffordedviewsofotherelementsoftheschemeacrosstheglen.Variousrestorationtechniquesandmitigationmeasuressuchaspaintingpipesandplantingtreeswereexplained.Theseschemesallhaveaconditionrequiringsubmissionofmonitoringreportsoverafiveyearperiodpost-commissioning.TheroleoftheNPMonitoringofficerindealingwiththiswassetout–includingreviewofthesixmonthlyreports,visitstothesiteanddealingwithfollowupactions.FollowingthistheDirectorofPlanningandRuralDevelopmentwasinvitedtowriteanarticlefortheScottishMountaineermagazine(Winter2018edition).
“Please accept our thanks for organising yesterday and we (Jonathan and me) wish to express our appreciation for the time given by all concerned to our meeting and the site visit.
As I mentioned on the way back, it was encouraging for us to understand that the Park Authority’s planning team are professionally committed to ensuring the best outcome.”
David Gibson, Mountaineering Scotland
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C a S ESTUDY
6OverviewWereportedinlastyear’sPPF,thatfollowingchangestostaffandteamstructurewewerepilotinganewwayofhandlingenforcementcases.Thisinvolvedsharingtheenforcementserviceacrossthedevelopmentmanagementofficers.Thisyearwehavebeenrefininghowitallworks.
AtthestartoftheyeartheEnforcementandConditionMonitoringtechnicalworkinggroup(ECMgroup)wasformedwitharemittostreamlinetheadministrationofenforcementcasesbyensuringthattheUniform&IDOXsupportsystemswereuptodateandfitforpurposeintermsofrolesanduserpermissions,codelists,procedures,processesandlegislativerequirementswereuptodateandfitforpurpose.
TheECMgroupwassetupwiththeremitof:
• streamliningcorrespondencethroughtheUNIFORMsystemtoimprovethecustomerexperience,
• providingongoingtrainingfortheDevelopmentManagementTeamtoincreaseknowledgeandconfidencewhendealingwithenforcementcases,and,
• finalisingproceduresandsettingupaworkflowtoallowcaseofficerstorecogniseandmanagetheirenforcementworkload.
CaSE STUDY 6 Enforcement and Monitoring
Wehavesetupandputintoactionanewefficientwayofhandlingenforcementcases.
GoalThemaingoalofthechangeinservicedeliverywastoincreaseflexibilityandefficiencyandtoutilisetherangeofskillsindividualofficersasacollectiveanddevelopopportunitiestolearnnewskills.Thegoalwasalsotoensuretheenforcementandmonitoringservicewasnotvulnerabletodisruptionduringtimesofleaveorsicknessofasingleindividual.
ThiscasestudydemonstratesourQuality of Outcomes and Governance
Key markers: 6–ContinuousImprovements
Key areas: • Enforcement• DevelopmentManagementProcesses
Stakeholders: AuthorityPlanningStaff,AuthorityOtherStaff,Developers
OutcomesWealreadybenefitedfromhavingadedicatedDevelopmentMonitoringOfficerwhohasauniquerolewithinourplanningteam.Itwasdecidedthatthisofficerwasideallyplacedtohandletheadministrationofsettingupenforcementenquiries.Theskillsandknowledgeofthepreviouslydedicatedenforcementofficerwerecapturedthroughinhousetraining.ThistrainingwasheldinMarch2018andraisedofficer’sawarenessoftheScottishPlanningEnforcementHandbookandfocussedinonhowtoconductsitevisits,whichisoneofthemorechallengingaspectsofenforcement.
Thenewsupportforenforcementhasledtoanincreaseofloggingenforcementcases(41takenup)comparedtotheaverage25inpreviousyears.Thisisbecausepreviouslysmallercaseswereresolvedbytheenforcementofficerwithoutbeingloggedgivenresourcingissues.Wehavealsoissued7noticesthisyearwhichisalsoamarkedincreasefrompreviousyearswhichisareflectionofincreasedresourcing,particularlyinrelationtodealingwiththeissueofunauthorisedadvertisementinthecountryside.
Thecasestudydemonstrateshowchangestothewaysofworkinghasimprovedourmonitoringandenforcementservice.
Our Monitoring Officer
Affordable housing - Succoth
Part 2 Supporting EvidenceIn order to compile Part 1 above we have drawn on the following documents:
Callander Streetscape Consultationhttps://my.stirling.gov.uk/services/transport-and-streets/roads-and-pavements/proposed-roads-improvement-scheme-consultations/callander-streetscape-consultation
Balloch Village and Station Squareshttp://www.lochlomond-trossachs.org/planning/development-delivery/live-in-balloch/delivery-balloch-village-plans-street-design-project-moves-step-closer-delivery/https://ballochproposals.commonplace.is/overview
Adopted Local Development Plan, Supplementary and Planning Guidancehttp://www.lochlomond-trossachs.org/planning/planning-guidance/local-development-plan
Major Application Bloghttp://www.lochlomond-trossachs.org/planning/blog/major-developments-explained/
Enforcement Charterhttp://www.lochlomond-trossachs.org/rr-content/uploads/2016/07/Planning_20161128_Agenda7_Appendix-1_Enforcement-Charter-2016.pdf
Websitehttp://www.lochlomond-trossachs.org/planning/
FacebookLIVEParkonFacebookhttps://www.facebook.com/lomondtrossachs
TwitterLIVEParkonTwitterhttps://twitter.com/ourlivepark
National Park Grant Schemehttp://www.lochlomond-trossachs.org/park-authority/how-we-can-help/funding-grants/national-park-grant-scheme/case-studies-examples/
RtPI Conference GordonWatson,CEOofLLTNP,http://www.rtpi.org.uk/the-rtpi-near-you/rtpi-scotland/events/rtpi-scotland-annual-conference/ Planning Performance Framework 2016-2017 (PPF6)Availabletodownloadonourwebsite:http://www.lochlomond-trossachs.org/planning/our-planning-team/our-performance/
Blogs about PPF6 case studieshttp://www.lochlomond-trossachs.org/planning/blog/
Loch Lomond and The Trossachs Annual Report 2018/19Availabletodownloadonthefollowingwebpagehttp://www.lochlomond-trossachs.org/rr-content/uploads/2018/01/Board_20180614_Agenda6_1_Draft-Annual-Report.pdf
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Supporting Evidence for the Case Studies
Balmaha Housing (see Case Study 1)• Balmahaplanningapplicationsubmission– https://eplanning.lochlomond-trossachs.org/OnlinePlanning/applicationDetails.do?activeTab=documents&keyVal=OINGUNSIJN100
• Balmahacommitteepapers– http://www.lochlomond-trossachs.org/park-authority/our-board-committees/meetings/planning-access-committee-meeting-26th-march-2018/
• RuralHousingStirlingNewsletter- https://rsha.org.uk/data/2018%20Spring%20Rural%20Matters%20Newsletter_2018_05_17_13_33_58.pdf
Town Centre Enhancement (see Case Study 2)• CallanderStreetscapeConsultation- https://my.stirling.gov.uk/services/transport-and-streets/roads-and-pavements/proposed-roads-improvement-scheme-consultations/callander-streetscape-consultation
• BallochStreetscapeConsultation-
Action Programme (see Case Study 3)• ActionProgramme- http://www.lochlomond-trossachs.org/planning/planning-guidance/local-development-plan-action-programme/
• PlanningandAccesscommitteeupdate–September2017- http://www.lochlomond-trossachs.org/rr-content/uploads/2017/01/Planning_20171030_Agenda6_Action-Programme-Update.pdf
Monitoring Framework (see Case Study 4• MonitoringFramework- http://www.lochlomond-trossachs.org/rr-content/uploads/2016/07/Monitoring-Framework-V2.0.pdf
Place Standard (see Case Study 5)• CommunityActionPlanOpenDay- https://lochgoilhead.info/community-action-plan-open-day-saturday-26-august/
• Blogwithanupdate-http://www.lochlomond-trossachs.org/planning/blog/lochgoil-community-action-planning-update/
Enforcement and Monitoring (see Case Study 6)• EnforcementandMonitoringwebsite- http://www.lochlomond-trossachs.org/planning/planning-applications/make-an-
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Hi KirstyGood to hear from you and yes it has been a long road for Bill & Meg but they are finally looking forward to opening soon.We will keep in touch with you and let you know when the official opening will happen.It would also be good to show your team around once the place is open so let us know and Bill and or I would be happy to show you round.Thanks again for your support throughout the journey Kirsty - you were always positive and supportive.Best regards,Bob Craig BSC BARCH RIBA RIAS for C & S Architects
Dear CraigI am thrilled with this news and the prompt attention you have given to this project and its requirements. The Community Council will be much encouraged by this conclusion as it allows them to proceed with the Grant application secure in the knowledge that they have followed and adhered to all the correct procedures that apply to managing such an historic monument.I will forward the second method statement to you when available and let you have before and after photographs in the much desired event of a successful Grant application.Thank you also for the words of support for the project which I hope will go a long way to improving those chances of a successful outcome.You have been very helpful and attentive to this Craig in the short timeframe that was available and I am very gratefulKind RegardsClare
Hi JaneMany thanks for this. I have been in touch with the client and it looks like he would like us to proceed with a re-design on the basis of a design to suit the affordable housing guidelines. I'll keep you posted!Kind regards, Ellen Webster for Denholm Partnership LLP
Thanks for this Catherine.Also, thank you for allocating some time with my Client and myself yesterday.We look forward to working with you throughout this Project.Kind Regards,MarkJewitt and Wilkie Architects
Excellent, thanks Alison. And thanks to you both for your very helpful comments and overall approach – Mr & Mrs Brown were heartened.Best regards,Bob HayThe Hay Partnership
AmyThank you for your email. Yes, indeed I would like to withdraw the nmv application for 8 Muirpark Way. With the benefit of the new planning consent it would be, in effect, unnecessary duplication.Thank you very much and thank you to your colleagues for your engagement and diligent responses in relation to the scheme design and the application.Yours sincerelyGordon Gibb
Dear Craig and FionaThank you very much for coming to Killin yesterday. I really enjoyed meeting you both. I appreciate that your role is primarily regulatory but I am very grateful to you for your enthusiasm and advice. I am sorry I had to rush off. I would have liked to spend more time with you.I recognise my responsibility as a Trustee to look after the island and structures on it not only for my own family and Clan Macnab but also the local community of Killin. I am very excited about the idea of working with the Loch Lomond and Trossachs National Park to ensure everything is done properly.I look forward to receiving your letter in due course and to working with you going forward. Please do not hesitate to contact me or Donald at any time. You and your colleagues are welcome to have access to the island whenever you need it.Kind RegardsJamieJamie Macnab
Hi JaneThanks a million for the info on the Gartocharn advert.I read the news article you sent on the link - definitely a lucky escape there, and can strike that one off the search. Thanks again for everything, Jane. Really appreciate the link you sent regarding LLTNP planning guidance too - You've been so helpful. It's back to the drawing board on the house hunt, then.Have a lovely rest of the week at Loch Lomond, and thanks again for your assistance.Denise D
The following are examples of positive feedback from our customers directly via email:
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Part 3 Service ImprovementsIn the coming year we will:
No. Area for Improvement Planned action
1LocalDevelopmentPlanMonitoring
ToutilisetheLocalDevelopmentPlanMonitoringFrameworktoproducetopicbasedmonitoringreportstotrackandmonitordevelopmentdelivery.
2Reducelegacycases Furtherdevelopmechanismstotargetandreducethenumberof
legacycasesrunningatanyonetime.
3Ongoingimprovementtointernalhandlingofplanningapplications
UpdateEIAprocedurestoreflectnewregulations.ReviewandupdateotherplanningapplicationproceduresandtemplateswithServiceDesignapproachfocusingonvalidation.
4
Majorapplicationhandling
Developingamechanismtohandleandmanagehighvolumesofrepresentations.Toenableamorereliableandaccessiblerecordofrepresentationsreceivedandtoassistmoreefficientreportwritingonthesecomplexcases.
5
Enforcement Buildingonourworktoembedanewapproachforhandlingenforcementcases-todevelopmoreaccuratereportingofmonitoringworkandenforcementcasesopenedorresolved–includingupdatestoMembersofthePlanningandAccessCommittee.
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Our delivery of service improvement actions from previous year
1
Establish a new monitoring framework to accompany the new Local Development Plan covering new areas such as climate change. This will ensure clear reporting on how our Plan is performing.
COMPLETEThemonitoringframeworkwaspublishedinMarch2018withaclearsetofindicatorsandrobustmethodologysittingbehindtheframework.Seecasestudy5forfurtherinformation.
2
Target improvements in determination times for householder and other local development applications.
COMPLETEHouseholderapplicationdeterminationtimeshavereducedfrom10.5weeksin2016/17to7.5weeksin2017/18.Likewiseforotherlocaldevelopmentapplicationsthefigurehasfallenfrom13.1weeksto12.5weeks.
3
Pilot a new approach to Section 75 Agreements – to seek to reduce the time for completion.
COMPLETEWehavesetupnewinternalprocedurestostreamlinetheexchangeofinformationbetweentheplanningandlegalteams.WedeterminedoneapplicationwhichwassubjecttoaSection75Agreementin2017/18thistook18weekscomparedwithanaverageof54weeksforthepreviousyear.ThisisbelowtheScottishAveragefigure.
4
Engage with communities and other key audiences to improve awareness on delivery of planning with a service design approach.
COMPLETE
EngagementhasbeenfocussedonworkingwiththealreadyestablishedCallanderPartnershipandrecentlyestablishedArrocharForumstohelpprogressourplacebasedapproachandeconomicregenerationprojectsandactivities.SupporthasbeenprovideddirecttotheStrathardcommunity(Aberfoyleandsurroundingarea)toestablishasimilarforumearlyin2018,calledtheStrathardStrategicPartnership.Thisforumsuccessfullyhelditsinceptionmeetingonthe26thMarch2018andwasorganisedandchairedbytheNationalParkDevelopmentPlanningandCommunitiesteam.FurthersupporthasbeenprovidedbytheDevelopmentPlanningandCommunitiesteamtoLochgoil,Strathard,DrymenandLuss.
5
Publish user guidance for processing agreements.
COMPLETE
Guidanceclarifyingouruseofprocessingagreementstofocusonmajorandsignificantlocalapplicationshasbeenpreparedandpublishedonourwebsite.
http://www.lochlomond-trossachs.org/planning/planning-applications/make-an-application/helpful-resources/planning-processing-agreements/
6
Embed a new approach for handling enforcement cases based upon a shared caseload across the Development Management team. This will include updated procedures and a system support role through our monitoring officer.
COMPLETEThisapproachhasbeenembeddedsincetherestructureoftheDevelopmentManagementteam.Achievementsthisyearhavebeen–teamproceduredeveloped;workflowforenforcementcasesimplementedthroughworkwithGIS;sharedtrainingdelivered(seecasestudy6).Thereisstillfurtherworktodosuchasdevelop‘frequentresponsetemplate’.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Part 4 National Headline Indicators
KEY OUTCOMES 2017-2018 2015-2016
Development Planning:
Ageoflocal/strategicdevelopmentplan(s) (yearsandmonths)atendofreportingperiod. Requirement: less than 5 years
1 years 3months
0 years 3months
Willthelocal/strategicdevelopmentplan(s)bereplacedbytheir5thanniversaryaccordingtothecurrentdevelopmentplanscheme?
Yes Yes
HastheexpecteddateofsubmissionoftheplantoScottishMinistersinthedevelopmentplanschemechangedoverthepastyear?
No No
Weredevelopmentplanschemeengagement/consultationcommitmentsmetduringtheyear?
Yes Yes
Effective Land Supply and Delivery of Outputs:
Establishedhousinglandsupply 641 units* 572 units
5-yeareffectivehousinglandsupply 556 units 469 units
5-yearhousingsupplytarget 375 units 375 units
5-yeareffectivehousinglandsupply (to one decimal place) 7.4 years 6.3 years
Housingapprovals(April2017toMarch2018) 88 units 89 units
Housingcompletionsoverthelast5years 126 Units 123 Units
Marketableemploymentlandsupply 14.95 ha 14.95 ha
Employmentlandtake-upduringreportingyear 0 ha 1.04 ha
*Seeexplanationbelowthatexplainstheincreaseinestablishedhousinglandsupplyfromlastyeargiventhemethodofcalculating. Itincludesa30unitperyearwindfallassumption..
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
KEY OUTCOMES 2017-2018 2016-2017
DEVELOPMENT MANAGEMENT
Project Planning:
Percentageofapplicationssubjecttopre-applicationadvice
22% 22%
Numbersofmajorapplicationssubjecttoprocessingagreementsorotherprojectplans
0Major 1Major
Percentageofplannedtimescalesmet - -
Decision-making
Applicationapprovalrate 96% 97.9%
Delegationrate 95.8% 97.9%
Decision-making timescales
AverageNumberofWeekstoDecision
Majordevelopments n/a 19.7weeks
Localdevelopments(non-householder) 12.5weeks 12.1weeks
Householderdevelopments 7.5weeks 10.5weeks
Legacy Cases:
Numberclearedduringreportingperiod 2 5
Numberremaining 23 11
Enforcement:
Timesinceenforcementcharterreviewed(months)Requirement: review every 2 years
19months 7months
Numberofbreachesidentified/resolved 41identified16resolved
25identified11resolved
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
National Headline Indicators - Contextual StatementThisstatementprovidessomeheadlinecommentarysurroundingthenotabletrendsintheNationalHeadlineIndicators.OurdetailedstatisticsareinPart5(followingonfromthissection)andthisstatementalsoprovidescommentonthestandoutfiguresfromthatarea.
Development ManagementOurcommitmenttoprovideano-cost,pre-applicationadviceservicetoprospectiveapplicantsremains-andwith308recordedenquiriesacrossthereportingperiod,thisis12%uponthenumbersreportedforPPF6.Asanefficiency,wehaveactivelysoughttorefineourapproachtothepreparationofpre-appresponses-providingamuchsummarisedtextviaanewtemplate.Therecordedpercentageofapplicationswhichweresubjecttopre-applicationadvicehoweverremainsrelativelylowat22%.
Thestatsfor2017/18indicateasignificantimprovementinthespeedofdecisionforhouseholderapplicationsrelativetoPPF6.The77casesdecidedin2017/18beingdeterminedinanaveragetimeof7.5weeks.ThisbringstheNationalPark’sperformanceinlinewiththeScottishaverageforthefirsttimesincethePPFreportsbegan(Scottishaveragenotyetpublishedbutestimatedfromquarterlysubmissionsthroughouttheyear).Ourhouseholderfigurefor2016/17was10.5weeks.
TheaveragetimedeterminationforotherLocalDevelopmentapplicationsremainedfairlysteady:from12.1weeks(in2016/17)to12.5weeksforthisPPFreportingperiod.Theseresults(andinparticulartheimprovementforhouseholderturnaroundtimes)isattributedtotheembeddingofthenewstructureof3planningassistantswithinthePerformanceandSupportDMsub-team.
Ourhandlingof7electricitygenerationapplicationsinanaveragetimeof10.4weekscontinuestore-affirmourefficienciesindeterminingrun-of-riverhydrodevelopmentapplicationsasrefinedoveranumberofyearsnow.Ourapproachhasbeensharedasbestpracticeinvariousforums(seepreviousPPFreports).
Thenumberofrecorded‘legacycases’remainshigherthaninpreviousyears.ReducingthesecasesremainsaserviceimprovementfocusandhasaspecificmonitoringtargetinourOperationalPlan(whichisreportedtotheNationalParkBoardquarterly).Thereasonfortherecordedjumpinremainingcasesforthisreportingyear(upfrom11to23)islargelyattributedto8linkedapplicationsfornewhousingdevelopmentbyasinglelandowner(LussEstates)tobeconsideredundertheWestLochLomondsideRuralDevelopmentFramework.TheseapplicationsrequiredtobeconsideredasapackageintermsoftheFrameworkjustificationandissueswithoneoftheapplicationsthatrequiredamendedproposalshasresultedinthecontinuanceofalltheapplications.Thereworkingofproposalshaveextendedoverthe12monthtriggerforlegacyrecordinganda‘stoptheclock’approachhasbeenapplieduntiltheissuesareresolvedandthepackageofproposalscanresumetowardapositiveoutcome.
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
AsreportedinthepreviousPPF,wehaverefinedourapproachtotheuseofprocessingagreements–aimingtofocustheiruseonlyonMajorandsignificantLocalapplications(newguidancehasbeenpublishedonourwebsite:www.lochlomond-trossachs.org/planning/planning-applications/make-an-application/helpful-resources/planning-processing-agreements).Thisapproachhasresultedinsignificantlyimprovedstatistics–ofthe5agreementssetupin2017/18(allforsignificant‘Local’applications),100%weredeterminedwithinagreedtimescales.
Forthereportingperiod,only1applicationwassubjecttoalegalagreement–andthatwasconcludedinatimeperiodof18weeks–significantlyfasterthantheScottishaveragerecordedtodate.
Our96%approvalrateforallapplicationsremainshigherthantheScottishaverageandthiscontinuestobeattributedtoourcommitmentandopenengagementonpre-applicationenquiriesforallprospectivedevelopmentproposalsto‘weedout’non-starterproposalsbeforetheygetintotheformalapplicationprocess.
Enforcementremainseffective-seedetailsundercasestudy6.
Development PlanningTheHousingLandSupplyfigurewascalculatedlastyearusingtheeffectiveLDPsitesandactualapprovalsofwindfalldevelopmentratherthanawindfallassumption(asusedpreviously).Weincludedallwindfallsiteapprovals,whichwasatotalof84units.Thisyearwehaveusedawindfallassumptionof30unitsperyearratherthanusingactualfiguresasthisisconsideredtobemoreaccurate.Thisisbecausethe84unitsonlyaccountedforunitsthatcouldbebuiltoverthenext3years,nottakingintoaccountfurtherapprovalsinthefollowingyearsuptothe5yearsnordidittakeaccountofexpiries,effectivenessorbuildrates.Thewindfallassumptionof30unitsperyear(150units)takesaccountofallthesefactorsandismorerealisticthanthelowfigureof84unitsusedlastyearandthereforethishasincreasedourhousinglandsupply.Itshouldbenotedwearecountingactualwindfallof2ormoreunitsandprogrammingthesesitesbutthe30unitassumptiontakesaccountof1unitwindfallsites.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
MAJOR DEVELOPMENTS Total number of decisions Average time (weeks)
WithoutLegalAgreement 0 0.0
With Legal Agreement 0 0.0 MAJOR DEVELOPMENTS Total number of decisions Average time (weeks)
All Major Developments 0 0.0
Minerals 0 0.0
Housing 0 0.0
BusinessandIndustry 0 0.0
Waste Management 0 0.0
ElectricityGeneration 0 0.0
FreshwaterFishFarming 0 0.0
MarineFinfishFarming 0 0.0
MarineShellfishFarming 0 0.0
OtherDevelopments 0 0.0 LOCAL DEVELOPMENTS Total number of decisions Average time (weeks)
WithoutLegalAgreement 225 10.8
With Legal Agreement 1 18.0 LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) Proportion of decisions
All Local Developments 226 10.8
Local:Lessthan2months 107 6.6 47.3%
Local:Morethan2months 119 14.6 52.7%
Local Developments (non-householder) 149 12.5
Local:Lessthan2months 49 6.8 32.9%
Local:Morethan2months 100 15.3 67.1%
Householder Developments 77 7.5
Local:Lessthan2months 58 6.4 75.3%
Local:Morethan2months 19 10.8 24.7%
Housing 36 16.2
Local:Lessthan2months 2 7.9 5.6%
Local:Morethan2months 34 16.7 94.4%
Part 5 Official Statistics
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) Proportion of decisions
Business & Industry 26 12.6
Local:Lessthan2months 9 6.3 34.6%
Local:Morethan2months 17 15.9 65.4%
Other Developments 66 10.5
Local:Lessthan2months 33 6.6 50%
Local:Morethan2months 33 14.3 50% LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) % Under 2 months
Minerals 0 0.0 0%
Waste Management 0 0.0 0%
ElectricityGeneration 7 10.4 42.9%
FreshwaterFishFarming 0 0.0 0%
MarineFinfishFarming 0 0.0 0%
MarineShellfishFarming 0 0.0 0%
Telecommunications 14 13.2 14.3
AMSCs(under2months) 0 0.0 0% OtHER CONSENtS Total number of decisions Average time (weeks)
All Other Consent 53 9.8
Listedbuildings&conservationareaconsents 26 10.3
Advertisements 19 8.1
Hazardoussubstancesconsents 0 0.0
Otherconsentsandcertificates 8 12.3 ENVIRONMENTAL IMPACT ASSESSMENTS Total number of decisions Average time (weeks)
LocalDevelopmentsSubjectToEIA 0 0
AMSCs(SubjecttoEIA) 0 0 APPLICATIONS SUBJECT TO Total number of decisions Average time (weeks)
Planning/LegalAgreement 1 18.0
LocalReview 0 0.0
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
PROCESSING aGREEMENtS Total number of decisions % within agreed timescales
All Processing Agreements 5 100.0%
Majorapplications 0 0.0%
LocalApplications 5 100.0%
EIAdevelopments 0 0.0%
Otherconsents 0 0.0%
APPLICATIONS APPROVED / DELEGATED Percentage
PercentageofApplicationsApproved 96%
PercentageofApplicationsDelegated 95.8%
LOCAL REVIEWS and APPEALS Total number of decisions Original decision
LocalReview 0 0.0%
AppealstoScottishMinisters 2 0.0%
ENFORCEMENt aCtIVIty Number
CasesTakenUp 41
NoticesServed 7
ReportstoProcuratorFiscal 0
Prosecutions 0
Numberofbreachesresolved 16
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
tier 1 ChiefExecutive
tier 2 Director
tier 3 HeadofService
tier 4 Managers
Head of Planning Service 1
RTPI Qualified Staff Headcount FtE
DevelopmentManagement 5 4.4 (1)
DevelopmentPlanningandCommunities 3 2.6
EnforcementStaff 0 0 (2)
Specialists 1 1(3)
Other(includingstaffnotRTPIeligible) 10 9.6
The3teammanagershavebeencountedwithinthistableastheyareallqualifiedRTPIplannersbuttheDirector(alsoRTPIqualified)hasnotbeenincluded.(1)At31stMarchwehad2.6vacantposts,fullcomplementwouldbe7FTE.(2)DMplanningofficersnowcoverenforcementasacollective(3)Builtheritageadviser
Staffing profile Headcount
Under 30 2
30-39 5
40-49 7
50 and Over 5
Asofthe31stMarchtheDMteamwasoperatingwith2.6vacantpostsatplanningofficerlevel.Thiswasduetoanofficerbeingpromotedtomanagerlevelandamaternityleave,forwhichitproveddifficulttorecruitsuitablecover.Theservicechangetocreatea‘performanceandsupportsubteam’withthreeplanningassistants(notyetRTPIqualifiedbutworkingtoward)isreportedelsewhereandinlastyearsPPFasasignificantchangewithaperformancefocus.
Part 6 Workforce InformationThisisasnapshotofstaffingat31March2018.
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Committees & site visits (3) No. per year
FullCouncilcommittees 0
PlanningCommittees 8
AreaCommittees(whererelevant) n/a
Committeesitevisits 3
LRB (4) 2
LRB site visits 0
Note 1. ReferencestocommitteesalsoincludeNationalParkBoards.
Numberofsitevisitsarethosecaseswherewerevisitscarriedoutbycommittees/boards.
2. ThisrelatedtothenumberofmeetingsoftheLRB,applicationnumbersgoingtoLRBarereportedelsewhere.
Part 7 Planning Committee Information
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
DevelopmentManagement (Implementation)Manager
PlanningOfficers(5FTE)
DevelopmentMonitoring Assistant
DevelopmentManagement(Performance&Support)Manager
PlanningAssistants(3)
PlanningSupport(3)
ModernApprentice(1)
DevelopmentPlanning &CommunitiesManager
PlanningOfficers(1.8FTE)
PlanningAssistant
BuiltHeritageAdviser
SustainableDevelopmentAdvisor
CommunityDevelopment Officer(0.8FTE)
SeniorSupport(0.6)
PlannInG & RuRal DEvElOPmEnt ORGanISatIOnal StRuCtuRE
Chief Executive
Director of Rural Development & Planning
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Planning PerformanceFramework
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PLANNING PERFORMANCE FRAMEWORK | 2017-2018
Loch Lomond & The Trossachs National Park authorityNationalParkHeadquartersCarrochanRoadBalloch G838EG
01389 722600
Published by: LochLomond&TheTrossachs NationalParkAuthority JULY 2018