planning performance planning and regulatory services
TRANSCRIPT
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 1
planning performanceframeworkANNUAL REPORT 2014-15
PL
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REG
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ATO
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2 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-2015
1. Introduction 3 2. National Headline Indicators 5 3. DefiningandMeasuringaHigh-QualityPlanningService
l Open for Business 7
l HighQualityDevelopmentontheGround 11
l Certainty 18
l Communications,EngagementandCustomerService 18
l EfficientandEffectiveDecision-Making 19
l EffectiveManagementStructure 20
l FinancialManagementandLocalGovernance 20
l CultureofContinuousImprovement 21
4. SupportingEvidence 21
5. ServiceImprovements2015-16 21
6. DeliveryofServiceImprovementActions2014-15 22
APPENDIXI-OfficialStatistics 23
APPENDIXII–WorkforceandFinancialInformation 24
Contents
1.0 INTRODUCTION
1.1 ThisisthefourthPlanningPerformanceFramework(PPF)preparedbyScottishBordersCouncilforitsplanningserviceandcoverstheperiod1April2014to31March2015.ItoutlinesthePlanningService’scontributiontodeliveringtheCouncil’scorporateprioritiesofprovidingthebestqualityoflifeforallthepeopleintheScottishBorders,prosperityforbusinessesandgoodhealthandresilienceforallcommunities.TheFrameworkalsohighlightstheon-goingworktoimprovethequalityofdevelopmentbeingbuilt,howwearepreservingandenhancingtheenvironmentandimplementingcontinuousimprovementwithintheservice.
1.2 ThefeedbackreceivedfromAlexNeil,CabinetSecretaryforSocialJustice,CommunitiesandPensioners’Rights,onlastyear’sPlanningPerformanceFrameworkwasaccompaniedbyaPerformanceMarkersreportthatprovidedRAG(Red,Amber,Green)ratingsfor15identifiedPerformanceMarkers.ThereportacknowledgedthePlanningService’scommitmenttoan“OpenforBusiness”approachandespeciallytoqualityofplaceandthattherehadbeenasignificantreductioninnumberofoutstandingplanningapplicationsmorethanayearold
(knownaslegacycases).ItstressedtheneedtoreduceaveragedecisionmakingtimescalesbutacknowledgedthatqualityofPlacemakingwasimportantfortheservice.TheMinistercommentedthat:
Youhaveagaindemonstratedastrongcommitmenttoqualityofplace.YourefertoyourworkinrelationtotheBordersRailway,withimprovementsindesignatthreenewstationsandjointworkingwithCityofEdinburghandMidlothianCouncilsinthepreparationofaBordersRailwayprospectus.
Wewelcomeyourcollaborativeapproachtocrossdepartmentworking;forexample,stafffromplanningandrelateddisciplinesconductedareviewusingtheprinciplessetoutintheSupplementaryPlanningGuidanceonPlacemakingandDesignandDesigningPlace/Street
YouhaveproducedanotherreportthatshowsyourcommitmenttoanOpenforBusinessapproachandespeciallytoqualityofplaceandDesigningPlace/Street
Youhavesignificantlyreducedthenumberofoutstandinglegacycasesandwelookforwardtoseeingthesefurtherreducednextyear.
Wealsolookforwardtomoreprogressbeingmadeonreducingaveragedecision-makingtimescalesinyournextreport.
Planning’sroleinqualityplacemakingisclearlyanimportantmatterforyourserviceandyourauthorityasawhole,andwelookforwardtohearingoftheoutcomesfromyourworkinexaminingthesuccessandinfluenceoflocalandnationalguidanceonplacemakinganddesign
1.3 ThereportgaveScottishBordersPlanningService1red,3amberand9greenRAGratings(2Markersbeingexcludedasnotapplicableforthatyear’sreport).Thiswasasignificantimprovementonthereportfor2012/13PPF,whentheservicewassubjectto4redand3ambermarkers.
1.4 Inresponsetothisfeedbackreport,theserviceidentifiedaseriesofpriorityactionstoaddresstheredandamberratingsandthesearesetouttablebelow,alongwithacommentaryontheoutcomeofimplementingtheactions:
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4 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Performance Marker 1 - Decision making: (Red Marker)
SBC Actions:1. ImplementDevelopmentManagementImprovementPlan2. ImplementandmonitorDevelopmentContributionsprotocols&streamlinedlegal processes3. EncouragetheuseofProcessingAgreementstomanagemajorapplications4. Proactiveandthoroughcasemanagement
GreenAction Outcomes:Thefiguresshowthatgoodprogresshasbeenmadeintermsoflocaldevelopmentapplications(Householderandnon-householdercategories)andthattherehasbeenasignificantreductioninthetimetakentodealwithmajorapplications.Achievingamoresignificantimprovementinperformancehasbeenadverselyinfluencedbytherequirementtoclearlegacycasesandtherequirementforlegalagreementstosecuredevelopmentcontributions.However,realeffortshavebeenmadetoreducetimescalesanditisanticipatedthatthisperformancemarkerwillmovetoAmberthisyear.
SBC Actions:1. ImplementandmonitorDevelopmentContributionsprotocols&streamlinedlegal processes2. FurtherintegrationoftheworkingpracticesbetweenLegalandPlanningServices3. EncouragetheuseofProcessingAgreementstomanagemajorapplications4. Proactiveandthoroughcasemanagement
Action Outcomes:AsindicatedinPM1above,thefiguresshowamarkedimprovementintimestodetermineapplications.Thetimetakentoconcludeapplicationsthatrequirealegalagreementhasreducedtoanaverageof62.7weeksfromlastyear’sfigureof79.7weeks.Amechanismtomoreaccuratelymeasureandmonitorthetimefromanapplicationbeing‘mindedtoapprove’tobeingissuesiscurrentlybeingdeveloped.Theworkcarriedoutalreadyandreportedlastyearshowedasteadydownwardtrajectoryintimescales.ItisanticipatedthatthismarkerwillremainAmberthisyearbutthaton-goingeffortswillbringtheserviceclosertoachievingaGreenratinginsubsequentyears.
Performance Marker 4 - Legal Agreements - within 6 months of minded to grant (Amber Marker)
SBC Actions:1. Continuetodrivedeliveryofkeyserviceimprovementactionsinlastyear’sPPF2. UsePriorityActionReporttomonitorprogresson
Action Outcomes:Theservicehascompleted4ofthe6improvementactionsidentifiedinlastyear’sPPFintermsofimplementingtheDevelopmentManagementImprovementPlan,reviewingthemanagementofapplicationsforwindfarmsandturbines,developingcustomerfeedbackformsanddevelopingandimplementingLocalViewFusion.Thereison-goingworkintheremainingactionsrelatingtoadesignreviewofarangeofscalesofdevelopmentandworkrelatingtostakeholderengagement.ItisanticipatedthatthiswillremainAmberthisyear.
Performance Marker 6 - Continuous Improvement (Amber Marker)
Performance Marker 14 - Stalled/legacy Sites (Amber)
SBC Actions:1. Continueeffortstoclearlegacycasesandidentifywhere“stoptheclock” mechanismcanbeused.2. EncouragetheuseofProcessingAgreementstomanagelegacyapplications3.Pursuewithdrawal/finaldisposaloflegacyapplications4. Proactiveandthoroughcasemanagement
Action Outcomes:Atotalof197legacycaseswereremovedfromthesystemin2014/15,anincreaseof15%overthenumberofcaseshandledinthepreviousyear,whichinitselfhadseenasignificantriseinthenumberofcasescleared.Thisdemonstratesthattheserviceisfocussedonthecontinuedaggressivemanagementofsuchcases.Thereare203legacycasesremaininginthesystem.ItisanticipatedthatwewillmovetoaGreenratingthisyear.
2.0 NATIONAL HEADLINE INDICATORS
Development Planning:• ageoflocal/strategicdevelopmentplan(s)(yearsand months)atendofreportingperiod(Requirement: lessthan5Years)
• Willthelocal/strategicdevelopmentplan(s)bereplacedby their5thanniversaryaccordingtothecurrentdevelopment planscheme?(Y/N)• HastheexpecteddateofsubmissionoftheplantoScottish Ministersinthedevelopmentplanschemechangedover thepastyear?(Y-earlier/Y-later/N)• Weredevelopmentplanschemeengagement/consultation commitmentsmetduringtheyear?(Y/N)
Effective Land Supply and Delivery of Outputs
• EstablishedLandsupply• 5-yeareffectivehousinglandsupply• 5-yearhousingsupplytarget• 5-yeareffectivehousinglandsupply• housingapprovals• Housingcompletionsinthelast5years
• effectiveemploymentlandsupply• employmentlandtake-up
Development ManagementProject Planning• percentageofapplicationssubjecttopre-applicationadvice• numberofmajorapplicationssubjecttoprocessing agreementorotherprojectplan• percentageplannedtimescalesmet
Decision-making• applicationapprovalrate• delegationrate
SESplan(ApprovedJune2013)2year1monthold
ScottishBordersConsolidatedLocalPlan(Adopted2011)
Yes
N/ASubmittedOctober2014
Yes,TheDevelopmentPlanSchemewasupdatedinApril2015andtheLocalDevelopmentPlanremainsontrack.TherepresentationstothePlanwereconsideredbyCouncilinSeptember2014,andExaminationofthe
PlanbeganinNovember2014.TheinitialtargetdateforareportfromDPEAwassetatJuly2015,andthisremainsthecase.
Key outcomes 2014-2015 2013-2014
Scottish Borders Finalised Housing Land Audit 2014
8689units3,109units
-*8.5years**104units1,837units
ScottishBordersCouncilEmploymentLandAudit2014
112.9Ha0.4Ha
SESplan(ApprovedJune2013)3monthsold
ScottishBordersConsolidatedLocalPlan(Adopted2011)
-
-
Yes,TheDevelopmentPlanSchemewasupdatedinApril2014andtheLocalDevelopmentPlanremains
ontrack.TheRepresentationperiodhasconcludedandconsiderationofsubmissionwillbepresentedtoCouncilinSeptember2014withtheExamination
oftheProposedLDPlate2014.
ScottishBordersFinalisedHousingLandAudit2013
9,189units3,386units3,072units7.8years105units2,162units
ScottishBordersCouncilEmploymentLandAudit2013
22.4Ha 2.7Ha
84%1***
100%
94.4%95.2%
88%
7
100%
93.5%94.5%
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 5
2.0 NATIONAL HEADLINE INDICATORS (cont’d)
6 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Decision-making timescales
Averagenumberofweekstodecision:
• majordevelopments • localdevelopments(non-householder) • householderdevelopments
Legacy Cases(applicationsmorethanayearold)
• Numberofcasescleared • Numberofcasesremaining
Enforcement
• timesinceenforcementcharterpublished/reviewed (months)Requirement:reviewevery2years • numberofbreachesidentified/resolved
30.9weeks22.7weeks7.7weeks
197203
13
133/167
Key outcomes 2014-2015 2013-2014
73.3weeks26.8weeks8.6weeks
169158
8
160/149
Explanatory Notes
*UndertheSPP(2014),strategicdevelopmentplansarerequiredtosethousingsupplytargets.TheSESplanSDPandSupplementaryGuidancewereproducedinadvanceoftheSPP,anddo notsethousingsupplytargets.**TheLocalDevelopmentPlanmeetsthehousingrequirementsetbytheSESplanSupplementaryGuidanceonHousing.Theannualmonitoringofthehousinglandsupplythroughthehousing landauditseekstoassesswhetherhousingdemandcontinuestobemet.TheCouncilusesthemeasureofhousingcompletionswhichisareasonablemeasureofhousingdemand.***Whileonly1majorapplicationwithaprocessingagreementwasapprovedlastyear,28localapplicationswithprocessingagreementswerealsodetermined.
Context
Therehavebeenanumberoffactorsinfluencingperformance,namely:
1. Althoughimprovementshavebeenevidentthisyearintermsoftimescale,thehighnumberoflegalagreementstheCouncilentersintoinrespectofitsdevelopmentcontributionspolicy continuestohaveanimpactonprocessingtimesforapplications.2. Theservicecontinuestoprioritiseengaginginpre-applicationdiscussionswithprospectiveapplicantswith84%ofapplicationshavingsomelevelofpre-applicationengagementwiththe service.3. MajorplanningapplicationsandS36applicationsforlargescalewindfarmsandtheassociatedenquiries,screeningandscopingopinions,appealsandconditionmonitoringprocesseshavea significantanddisproportionateimpactonperformanceandtheresourcesavailabletorespondtootherpriorities.4. Theservicehasalsocontinuedtoprioritisethedeterminationoflegacycases.
Open for Business
3.1 TheCouncilhasan-up-todateDevelopmentPlan(ConsolidatedLocalPlanandStrategicDevelopmentPlan)toguideandfacilitatedevelopment.ThenewLocalDevelopmentPlanhasconcludeditsconsultationphaseandisprogressingthroughExamination,withthereportexpectedinAugust2015.Thiswouldallowananticipatedadoptiondateofend2015/start2016.
3.2 Theauthorityhassufficienteffectivehousingandemploymentlandidentifiedtoprovidefortheregion’sneeds.The2014HousingLandAuditconfirmsthatwehaveinexcessoftherequired5yeareffectivehousinglandsupply.Thelandsupplyfigureidentifiedintheauditreflectscalculationsbasedonthenumberofcompletionsandstandsat8.5yearsofsupply,anincrease0.7yearsonlastyear’sfigures.ThereductioninthenumberofhousesbeingbuiltintheBordershasledtoaslightincreaseinlandsupplywhencalculatedagainstcompletionrates.Completionshavereducedfrom659in2008to288in2013/14,andtherewasadecreaseof18unitsonlastyear.TheEmploymentLandAudit2014isbeingfinalisedandwillbepublishedlaterthisyearbuttheprovisionalfiguresconfirmtheauthorityiscomfortablymeetingemploymentlandneed.Thepositionhasnotchangedsignificantlysincethe2013Auditintermsofemploymentlandtake-up.TherequirementtoprovideabroadrangeandchoiceofsitesisbeingaddressedthroughtheLocalDevelopmentPlan.
3.3 TheCouncil’sadoptedschemeofdelegationresultin95.2%ofplanningapplicationsbeingdeterminedunderdelegatedpowersbyofficers.Theplanningauthorityapproves94.4%ofallapplications.ThefiguresreportedintheNationalHeadlineIndicatorstableabove,demonstratethatthedeterminationperiodsforallmainreportingcategoriesofplanningapplicationhaveseenimprovementlastyear.Inparticular,significantimprovementhasbeenmadeintheprocessingtimesformajorapplications,whichreducedfrom73.3weeksin2013/14to30.9weekslastyear.Theofficialstatisticstable,inAppendixI,alsoshowstherehasbeenanimprovementinthedeterminationofotherconsentsfrom9.1to8.4weeksandforapplicationsthatrequirealegalagreementfrom79.7to62.7weeks.
3.4 TheServicecontinuestopromotetheuseofprocessingagreementsforalltypesofapplication,notjustformajorapplications.Sincelastyear’sPPF,therehasbeenseenasignificantincreaseintheirtakeupbydeveloperswithatotalof89agreementshavingbeenenteredinto,anincreaseof79from2013/14.Ofthe29applicationsdeterminedlastyear,subjecttoprocessingagreements,1wasamajorapplicationandtheotherswerealllocalapplicationsrelatingtohousing,businessandindustryandrenewablesapplications.Alloftheapplicationsweredeterminedwithintheagreedtimescalesetoutwithintheagreement.
3.5 Theservicecontinuestoinvestsignificantresourcesinundertakingpre-application
3.0 DEFINING AND MEASURING A HIGH-QUALITY PLANNING SERVICEenquiriesandhandled1085writtenenquirieslastyear.Overall,thismeansan84%equivalentoftheapplicationsreceivedin2014/15havebeensubjecttoformalwrittenprovisionalenquiries.Whilstthisconstitutesaslightdecreasefromlastyearitisstillasignificantcommitment.Theservicealsoissued17scopingopinionsand13screeningopinionsrelatingtomajorrenewablesdevelopmentlastyear.Thereareimplicationsontheservice’sabilitytomakemoresignificantimprovementtoprocessingtimesforapplicationsduetothestafftimetakentorespondtosuchenquiriesbutthisisbalancedbytheabilityofofficerstoinfluencethequalityinsubmissionsforplanningpermission.
3.6 TherehasbeenrealprogressinimplementingtheactionsoftheDevelopmentManagementImprovementPlan.TheImprovementPlanidentified19keyissuesaffectingservicedelivery,inparticularthespeedofdecision-making,andhighlightedpotentialcausesandimplications,theextentofriskthesehaveforservicedeliveryandidentifiedoptionsforaction.TwoactionsoftheImprovementPlanthathaveassistedanimprovementinprocessingtimesrelatetointernalconsultationsandatrafficlightsystemforcasemanagementandthesearefeaturedinCaseStudies1and2.
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8 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Case Study 1 – Open For Business - Development Management Improvement PlanImplementation - Internal Consultation and Joint Working with Roads Planning
TheRoadsAuthorityisastatutoryconsulteeonsignificantrangeofplanningapplications.WithintheScottishBorders,around70%ofplanning-relatedapplications(amountingtoaround750applicationsayear)receivedresultinaconsultationwiththeRoadsPlanningService.
Since2011theRoadsPlanningServicehasbeenpartofthewiderDevelopmentStandardsteam,whichalsoincludestheCouncil’sDevelopmentManagementservice.Aspartofanongoingreviewoftheconsultationprocess,effortshavebeenmadetoensureaconsistentapproachtotheefficienthandlingofplanningconsultations.
Untilrelativelyrecently,andpriortotheamalgamationoftheteams,therehadbeenlessfocusontheconsultationperiodgiventoconsulteestorespondtoplanningapplications,dueinparttothedifferingprioritiesofthevariousservices.Asaresult,manycasesdidnotreceivepivotalroadsresponsesuntilquitelateonintheapplicationprocess.Thiscouldmeanthatnegotiationsthathadalreadytakenplacewithanapplicanthadtoberevisitedtoincorporateroadsrequirements,soslowingdowntheprocessmoregenerally.
AspartofawiderreviewoftheconsultationprocessmoregenerallyandacknowledgingthepositionoftheRoadsteamwithinDevelopmentStandards,somecommongoalsinrelationtotheapplicationprocesshavebeenputinplace.
Whilstconsultationswerealwaysrecordedinaspreadsheet,thesystemhasbeenadaptedtoensurethattheresponsesareprovidedexpediently.Asimple
changehasledtoamorerobustmonitoringsystem,whichsetsoutallconsultationsreceived,butnowimportantly,thedeadlineforaresponseandalsothetimetakentorespond.Stilltakingtheformofaspreadsheettowhichtheentireteamhaveaccess,thishas,inturn,formedaveryvisibleformofmonitoringfortheteamandtheirmanagerandhasbecomethebasisofperformancemanagementoftheRoadsPlanningService,withtheprimaryaimofreducingconsultationtimes.Thisenablesreportingtobeproducedonresponsetimesandthereforetargetstobeset.
Althoughthesystemadaptationisrelativelynew,ithasalreadybeensuccessfulinreducingresponsetimes,withtheaveragetimeforrepliesnowbeing28daysforapplicationsreceivedin2015,fromanaverageof33in2014.
Furtherchangesarebeingintroducedasameansofspeedingupresponsetimes,includingworkingwithplanningcolleaguestointroducearangeofstandardRoadsconditionsforuseonplanningapplications,whichshouldreducethetimespentonpreparingindividualresponses on applications.
Closerworkingrelationshipsalsoenableroadsinputintoplanningproposalsthroughouttheprocessandfromtheearliestpossiblestage,includingatpre-application.
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Case Study 2 – Open for Business - Development Management Improvement Plan Implementation - Traffic Light Management System: “Reducing the Reds”
Aspartofitsstatedcommitmenttoimprovingthespeedofdecision-making,officerswithintheDevelopmentManagementteamexploredwaysofmakingcaseloadseasiertomonitorforbothcaseofficersandmanagers.Centraltothiswasmakingtheageofindividualcasesmoreimmediatelyapparentwithinthelistsofoutstandingapplicationsalreadyproducedforofficers.
WorkingwithcolleaguesintheCouncil’sITSystemsAdminteam,asimplebuteffectivemechanismforhighlightingtheageofapplicationswasdeveloped.Attheheartofitisa“trafficlightsystem”whichmakesclearataglancehowcasesarebeingmanaged.Thisindicatesapplicationsthatareupto30daysoldasgreen,thoseupto40asamberandanything41andoverasred.Theredthresholdwasdeliberatelysetquitelow(andlowerthantheoldtwomonthtarget)asameansofensuringthatearlydeterminationisachievedandtoensurethatappropriatepriorityisgiventocasesthatneedit.Thenumberofdaysthattheapplicationhasbeenliveisalsorecorded.
Thesimplebuteffectivemessageistominimisetheamountofredonthespreadsheet.Becausetheapplicationsacrosstheentireservicearemonitoredandvisibletoeveryoneintheteam,monitoringbecomesaself-regulatingexerciseacrosstheteam,witheveryonecommittedtoplayingtheirpartin“reducingthereds”.
Thenewsystemenableseasyidentificationof“legacycases”withofficersencouragedtoensurethatatleasttheoldest“red”caseontheirlistisremovedbeforethenextfortnightlylistisproduced.
Already,inanearlyadaptationofthesystem,processingagreementsarenowalsorecordedonthelist(andcolouredaccordingly,dependingonthefinaldatefordelivery),whichensuresthattheaveragefiguresofapplicationsonthelistarenotskewedbylegitimatelyagreedoutstandingapplications.
Becauseit’sneverbeentruerthat“everydaycounts”indecisionmaking,thestraightforwardcasesinthegreencategoryarealsoexpectedbedeterminedassoonasofficersareable,whichwillassistinbringingdowntheCouncil’soverallaveragefigure.
Goingforward,theteamwillneedtolookatwaystoavoidapplicationsawaitingdeterminationforaslongashadbeenthecaseinthepast;theaspirationshouldbethattherearenoapplicationsmorethan56daysold(or112inrelationtomajors)onthelist.Thatclearlyisn’tgoingtobepossibleineverycase,butshouldnotstoptheteamaimingforit.
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3.7 TheservicehasproducedaDevelopmentManagementCharterwhichisnowapprovedandavailableontheCouncil’swebsite.Acustomerquestionnaireisindevelopmentandtheservicewillusethecustomerfeedbacktohelptailorexistingandfutureservicesandtorectifyproblems.
3.8 Theservicehasarangeofinformationandadviceforcustomerspublishedonitswebsiteandthisinformationhasbeenreviewedtoensurethatitisuptodateandrelevant.Theservicewillcontinuetomonitorandupdatethisinformation,whennecessary.CustomershavebeenencouragedtoselfserveandutilisethebenefitsofthewebsiteandPublicAccess.TheservicehasdevelopedLocalViewFusionwhichisbadgedasFindItontheCouncil’swebsite.TheservicewaslaunchedinMarch2015andthedetailofthisfacilityishighlightedinCaseStudy3.
Case Study 3 - Open for Business - Local View Fusion
TheplanningserviceledtheimplementationoftheLocalViewFusionwebapplication,whichwaslaunchedontheCouncil’swebsiteas“FindIt”inMarch2015.
Theapplicationissimpleandintuitiveandprovidesmap-basedinformationonpublicservices,andondatausedbypublicservices,meetingcurrentexpectations.
Theapplicationprovidesimprovedaccesstospatialinformationforbothstaffandpublic.ItisusedbytheCouncil’scustomerservicestoassisttheirservicedelivery.Theapplicationprovidestheopportunityforcostsavinginrelationtocustomerinformationrequests,andalsothereducedneedforGISlicensesandspecialisttraining.ItalsoprovidesabasisfortheCouncil’sresponsetotheEuropeanINSPIREproject.
Thepublicversion(seescreenshotbelow)providesthreemethodsofaccessinginformation-YourNearestwhichprovidesinformationrelatedtoanaddress;MapbasicthatprovidesgeneralBorderswideinformation;and,MapAdvancedthatprovidesincreasedusabilityforthemoreconfidentuser.Theapplicationcurrentlydeliversaround100differentdatasetsthatarekeptuptodatebyacontrolledmechanism.
Theapplicationisalsoservedtoemployeesthroughthecouncilintranet(seescreenshotbelow).Itprovidesawidearrayofplanningandothergeneralinformation,anditisintendedtodevelopitfurtherforusespecifictoindividualservices.
Theapplicationiscurrentlyalsobeingdevelopedforuseinrelationtothecouncil’slocalitiesapproachtoservicedelivery,andtothedevelopmentofthepilotLandUseStrategy.
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High Quality Development on the Ground
3.9 TheCouncilhasproducedasuiteofpolicies,supplementaryplanningguidanceandplanningbriefstoensurethedeliveryofhighqualitydevelopmentsandtheseareavailabletoviewonourwebsite.AnextensivelistofSupplementaryGuidancehasbeenidentifiedintheProposedLocalDevelopmentPlan(Appendix3)withanidentifiedprogrammeforitsproduction,reviewandupdating.
3.10Theservicecontinuestooperatearobustmonitoringsystemincludingregularreportsandspecificauditscoveringhousing,employmentland,vacantland,towncentres,andruralcommunities.ThisisessentialtomaintainanuptodateDevelopmentPlan,andalsoprovidesthebackdroptotheCouncil’sdutiesrelatedtoStrategicEnvironmentalAssessment.TheservicehasbeenimplementingadefinedactionplanaimedatpromotingGISacrossthedepartment.
3.11Asdemonstratedbythenumberofprovisionalenquirestheservicedealswith,wecontinuetoengageproactivelywithdevelopers.Thishasinvolveddesignworkshops,masterplanningandcollaborativeworkingwithresponsivedevelopersonanumberofdevelopmentsitesandinparticularengagementwiththerenewablesindustry.Theserviceworkscloselywithapplicantstosecurehighqualitydevelopments,investingtimeandeffortto
negotiateimprovementsratherthanrefusingapplications.TheCaseStudies4(1)and4(2)highlighttwoapplicationswherethis
proactiveandcrosscuttingapproachwilldeliverhighqualitydevelopmentontheground.
Scottish BordersLocal Development Plan
Draft Supplementary Guidance
Glentress MasterplanAugust 2015
Case Study 4(1) Kelso High School
ThisisasignificantproposalforanewhighschoolonagreenfieldsiteoccupyingaprominentlocationatthenorthernedgeofKelso,sittingbetweenestablishedresidentialareasandthetown’sracecourse.TheproposalwastodeliveranewhighschoolforScottishBordersCounciltoservethetownanditsoutlyingcommunities.
Theplanningapplicationinvolvedacomplexrangeofstakeholders,includingHub,thenationalcommunityinfrastructureinitiative,togetherwiththeircommissionedarchitects,andalsotheCouncilinitscapacityasbotheducationserviceproviderandmajorprojectsdeliveryteam.
Whilstthiscomplexitywasnotwithoutitschallengesintermsofmeetingarangeofrequirements,whatemergedwasasuccessfulexerciseinpartnershipworking,resultinginaschemethatallpartiesweresatisfiedrepresentedanimprovementontheoriginalsubmission,withnegotiationonplanningmattersclearlyaddingvaluetothequalityofthescheme.
Thecasewasalsoanexerciseinsuccessfulpre-applicationnegotiation,asmostoftheamendmentsweresoughtandachievedatthepre-applicationstage,sothattheschemethatwaseventuallysubmittedaspartoftheapplicationwasveryclosetothatwhicheventuallygainedpermission.This,inturn,meantthatanyoneconsultedabouttheproposalwasnottroubledbyaseriesofiterationsandthattheapplicationsecuredarelativelysmoothpassagethroughtheformalapplicationprocess.
The Original Scheme
Whilstitwasacknowledgedthattherewerelikelytobelimitationsonthecostofdelivery,theinitialsubmissionwasnotconsideredtomeetthehigheststandardsexpectedofanewandsignificantpieceofcivicarchitecture.Thefirstiterationoftheproposalofferedafunctionalarchitecture,
butonewhichdidnotfeellikeawelcomingmoderneducationalenvironment.Theprincipalelevationneededinterventionorreliefinordertobreakupwhatappearedasanexpansiveandunrelievedfrontage.Thisappearancewasnothelpedbytheveryhorizontalemphasisofthedesign.Itlackedanidentifiablearrivalpointtotheschoolandtheindicatedpaletteofmaterialsaddedtotheoverallimpressionofaverydarkandausterefaçade.
Revised Scheme
Throughaseriesofpositivediscussionsandnegotiation,revisedproposalsaddressedtheseissuesasfollows:
Theaccommodationwasre-orientatedintotwoblocksona90oarrangement,whichcreatedvarietyinthemassingbetweenblocksandenabledtheintroductionofaclearlyidentifiablesingleentrance/arrivalfeature.Thiselementbecamealmostfullyglazed,breakingupthepreviouslargeexpanseofbuildingfrontageandprovidinganeattransitionbetweenthere-orientatedblocks.Thisalsointroducedawelcoming,bright,focalaccesspointintothebuilding.
Theintroductionofextensivegoodqualitymasonrytotheprincipalelevations,combinedwithfeatureareasoftimberandaluminiumpanellingprovidedawarmermorewelcomingpaletteofmaterialswhilststillreinforcingtheimportanceandcivicnatureofthebuilding.Averticalfenestrationpatternintroducedfurtherinterestandprovidedastatementofqualityandpresencetowardsthetownandpublicfaceofthebuilding.
Clearlydefinedcornerfeatureswereintroducedwhichhelpedprovideend-stopfocalpointandassistedinreducingthehorizontalemphasis.
Therevisionstotheschemewerealsoabletoaccommodatechangesthatwouldaddresssomeofthepracticalandoperationalissuesraisedbytheschoolitself.
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KELSO HIGH SCHOOL, KELSODESIGN PRESENTATION - NOVEMBER 2013
Overall,therewasagreementamongallpartnersthattherevisedproposalsweresuccessfulinaddressingtheoriginallyexpressedconcerns,resultinginamoreresponsive,contextualdesignforanewbuildingofsuchimportanceinKelso.
Revisedscheme
Revisedscheme Originalscheme
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Case Study 4(2) - High Quality Development on the Ground – Development Management – Negotiated Improvements
1 Broomilees Road, Darnick
ThiswasadetailedapplicationfortheerectionofsevenhousesatthewesternedgeofthevillageofDarnick,nearMelrose,inthecentralBorders.ThesiteliesclosetotheEildonandLeaderfootNationalScenicArea.ItwasallocatedintheLocalPlanandhadpreviouslyreceivedplanningpermissioninprinciple.
ThecurrentcharacterofBroomileesRoadisdefinedbyalineofsemi-detachedbungalows;thedevelopmentwasproposedimmediatelybehindtheseandthisrelationshipwouldprovetobecriticalintheevolutionoftheproposal.
The Original Submission
Theschemeasfirstsubmittedproposedsixtwo-storeyhousessetinarelativelydensearrangementaroundacourtyard.Aone-and-a-halfstoreyhousewasproposedatthesiteentrance,atarightangletotheexistingpatternofdevelopmentinthestreet.
Theoverallstreetdesignwasquitedated,takingtheformofacul-de-sac;itwasconsideredtobeover-engineeredinthatitsdesignandlayoutwasmoresuitedtothecar,ratherthanprimarilyfocusedonpedestrianmovementandcreatingasenseofplace,inmannerconsistentwiththeaspirationsof“DesigningStreets”andtheCouncil’sestablished“Placemaking”agenda.
The‘square/courtyard’,whilstawelcomeideainprinciple,neitherservedasacarparkingareaoranamenityspacebecausesomanyhousedriveways
wouldhavebeenservedbyit.Inaddition,thehousesarounditweresettoofarback,withparkingspacesdominatingfrontages.
Theform,scaleanddetailingofthehousespaidlittleregardtothecontextandwerestandardhousetypesusedelsewherebythehousebuilder.Hadtheybeenbuilt,theywouldhaveraisedseriousconcernsregardingimpactsonexistingpropertiesinBroomileesRoad.
Theseviewswererelayedtothedeveloper,whoengagedverypositivelywiththeCouncilwiththeaimofachievingagreatlyimprovedscheme.Havingagreedtoenterintoaprocessingagreement,thedeveloperengagedanarchitecttoconsideralternativeapproachestothedevelopment,andworkingwiththecaseofficer,theapplicationwastakenforwardwithafullypositiverecommendation.
Revised Scheme
ThedensityoftheapprovedschemebetterreflectsBroomileesRoad,withdetachedandsemi-detachedhouses,allofwhichfacethenewstreet.Thehousesrelatecomfortablytooneanotherandmuchbettertothoseexistingbeyondthesiteboundary.
Theapplicantshaverespondedverypositivelytotheconcernsoverimpactonadjoiningresidents.Therevisedproposalhasbeendesignedtobothsuititscontextandsafeguardneighbouringamenity.Ithasthepotentialtocontributepositivelytothecharacterofthesurroundingarea,includingBroomileesRoad,whileachievingadistinctivesenseofplace.
Thedesignofthehouseschangedsignificantly.Theyareallnowsingle-storey,withhippedroofstoreflecttheprevailingformofhousesinBroomileesRoad.Theyincorporateahybridoftraditionalandmodernfenestration,whichwillbedistinctiveinappearance.Whilenotanexactmatchforexistingproperties,theywillreflecttheoverallcharacterofbuildingsthatfrontbothsidesofBroomileesRoad.
Theroadlayoutwasalsoadjustedtocaterforthe‘placemaking’agendaofcurrentpolicyguidance,witheffortsmadetoreducetheimpactofroadsandparkingonthewiderstreetlayout.
Theresultwasasignificantimprovementontheoriginalschemeandrepresentedagoodexampleofpositivedialoguebetweendeveloperandplanningauthority.
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 15
0Scale
21 543 10 20m15
rev:number:
drawn:
file:
scale:
title:
client:
project:
development
designarchitecture
date:
@ A3
1 WilderhaughGalashielsTD1 1QJTel 01896 753077Fax 01896 756046 [email protected]
Also at:Timberbush House16 Timberbush, LeithEdinburgh, EH6 6QHTel 0131 553 7959Fax 0131 553 [email protected]
Rural Renaissance Ltd
Broomilees RoadDarnick, Scottish BordersPlanning Permission Application
Proposed Broomilees Road Elevation
1:200
04.07.14
G.W.Y
9174.0.09 B
Proposed Broomilees Road Elevation, 1:200
Ridge Height - 107.705 (Floor Level 102.380)
DATUM - 101.930
Rev. B 03/09/2014 Alterations to Plot no 1. GWY
RevisedScheme
OriginalScheme RevisedScheme
16 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 16
3.12TheCouncil,withitspartnersTweedForumandtheUniversityofDundee,hascompletedtheScottishBordersRuralLandUseFrameworkpilot.TheoutputsincludeaFrameworkdocumentandamappingtool.AlanduseapplicationisbeingdevelopedfortheCouncil’sweb-mappingserviceFindit,whichitisanticipatedwillbelivebyautumn2015.AreportofthelessonslearnedduringtheprocesswasalsosubmittedtoScottishGovernment.ThiswillhelpinformtheNationalLandUseStrategy2016.Aprogrammeofworksisbeingimplementedinapost-pilotPhase2,includingactionsfortheCouncilintegratingtheoutputswithcorporateprogrammesforfloodprotection,woodlandstrategy,communityresilienceandbiodiversityoffsets.TweedForumareleadingonafurtherevaluationofthemappingtooltoinformSRDPtargeting,identifyinglocalcatchmentprioritieswithalocalpartnershipandground-truthingofthemappingtool.ThishighprofilepioneeringprojecthasresultedintheteammakingpresentationsacrossScotlandandtheUK.
3.13TheKelsoTownscapeHeritageInitiative(THI)isnearingcompletionandhasbeenshortlistedforScottishAwardsforQualityinPlanningintheDevelopmentontheGroundcategory.Theprojectisacomplexarealedintegratedregenerationschemewhichhastakeneightyearstodeliver.Theprojectwasdeliveredinpartnershipwithexternalfundersandthelocalcommunitywhowereactivelyinvolvedfromtheverybeginningoftheproject.ThedetailsoftheschemearesetoutinCaseStudy5.
SCOTTISH BORDERS PILOT REGIONAL LAND USE FRAMEWORK
scottish borders pilotregional land useframework
REG
ULA
TOR
Y SE
RVI
CES
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 17
Case Study 5 - High Quality Development on the Ground
Kelso THI
TheKelsoTownscapeHeritageInitiativebeenshortlistedforthisyear’sScottishAwardsforQualityinPlanning.Theprojectisacomplexarealedintegratedregenerationschemewhichhastakeneightyearstodeliver.TheprojectcombinesKelsoTownscapeHeritageInitiative;trafficmanagementandpublicrealmenhancements;acontemporarynewbuildinginagapsite;togetherwithashopfrontenhancementschemeandnewpublicart.Theprojectwasdeliveredinpartnershipwithexternalfundersandthelocalcommunitywhowereactivelyinvolvedfromtheverybeginningoftheproject.
ManyofthepropertiesaroundTheSquareinKelsoareinmultipleownershipwithdeterioratinghistoricfabricandlowmarketvalues.Therewasaneedtodevelopafinancialpartnershipbasedoncommunityinteresttoregeneratethetowncentrebyaddressingbuildingrepairsona“stitchintime”basisratherthanwaitingforpropertiestoreachrockbottom.Thesettedsquareposedrealaccessibilityproblemsfortheageingpopulation,thedisabledandtourists.Therewasaneedtoimprovevehicleandpedestriancirculationwhilstcreatingagenerationalopportunitytogivespacebacktopeopleandtofuture-proofthepublicrealmtoenhanceeconomicopportunitiesandsocialactivity.Acentralgapsitewasregeneratedtoprovidetoilets,bussheltersandbusinessspace.
FutureKelsowascreatedtodriveforwardpositivechangesforthetown.TheCouncilhadthepoliticaldesireandprofessionalcapacity,knowledgeandskillstodeliveranotherconservationarealedregenerationproject,integratingconservation,designandplacemaking,engineeringandcommunityengagement.
SuccessfulsubmissionsweremadeforaTownscapeHeritageInitiative(THI)withtheHeritageLotteryFund(HLF)andaConservationAreaRegenerationScheme(CARS)withHistoricScotland(HS)toprovidethecoreofthe£1.4mCommonFund.TheCouncilalsofunded£1.6mforthepublicrealmworksandthenew£0.85mbusinesshubincludedEuropeanfunding(LUPS),moniesfromSainsbury’sforpublicartandacomplimentaryshopfrontgrantschemetogetherwithprivatesectorcontributionsfortherepairstotalled£1.15m.Thisprovidedatotalinvestmentof£4.8m.
Deliveryoftheprojecthasrequiredprofessionalism,partnershipworkingandcommunityparticipationtoundertakeaseriesofmeasuredbutunderstatedinterventionswhichtrulyreflectKelso’ssenseofplace.Allpartiesalsorecognisedtheneedtoreconcilehistoricfabricwithissuesofaccessibility.FutureproofingtheSquareforeventsandoutdooreconomicandsocialactivityhasbeenproperlyintegrated.
TheDiscoverKelsoprogrammewasrewarding,creatingawiderangeofparticipatoryactivitiestoassistallnewgenerationsunderstandandvaluetheirheritage.Thetrafficmanagement/publicrealmworksandpublicartwerenotwithoutchallenges,buttheconflictresolutionwasledandreconciledbythecommunitythroughthestakeholdergroup,withSBCsupport.Thenewgapsitebuildingmakesapositivecontributiontotheregenerationoftheconservationareaandprovidesmodernbusinessspaceandpublicamenities,consistentwiththeemergingTownCentreFirstprinciple.Localcontractorsweregiventheopportunitytoretainandenhancetheirtraditionalbuildingskills.Thevastmajorityoftheprojectexpenditurewasretainedlocallyprovidingbothdirectandindirecteconomicbenefits.Theenhancementswillbenefitbusinesses,visitorsand
localresidentsalike,creatinganattractiveandactivetowncentre.Therehasbeensignificantpositivelocalfeedbacktotheproject.
Project Results
u 8prioritybuildingscompletedu 34traditionalbuildingsrepairedu Complimentaryshopfrontgrantschemeforover 30propertiestoenhance“kerbappeal”.Amajor publicartcommission–fundedbysupportfrom thenewSainsbury’sKelsosupermarketu 245m2ofhighqualitybusinessspacecreated(anda “gap”inbothHorsemarketandWoodmarketinfilled withacontemporarynewbuilding)u Eventspaceattownhallrelaidwithservicesand streetfurniture.Newadditionaleventspacecreatedu Allpavementsrelaidinnaturalsandstoneflags, withenhancedroadcrossingpointsfromwidened pavements.Newflatpavedroutesacrosssquare withflushpavingandintegratedlightingu Successfultrialandimplementationofaone-way trafficsystemwithenhancedopportunitiesfor disabledparking,taxis,loadingbaysandintegrated bussheltersandtouristinformationwithnolossof onstreetcarparkingu AsuccessfulDiscoverKelsoEventsprogrammewith 50eventsandover4,000attendeesu Integratedworkingwithsevenschoolsandnine communitygroups.
18 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2013-14 | 18
Discover KelsoEvents
ScoutsmoorPaving Laid
2
Building Repairs Contracts Undertaken
Largest RepairGrant Award
£1,600Smallest Repair
Grant Award
Building RepairsGrants Awarded
Broomlands PS
Yetholm PS
Sprouston PS
Morebattle PS
Kel
soH
igh
Sch
ool
Friends of Kelso Museum
Thursday Club
ProBus
Rotary
Friends of Kelso Library
FutureKelso
Kelso Camera ClubThe
KADASGROUPS WE HAVE WORKED WITH:
GrantEnquiries
Cobbles Relaid InFront Of Town Hall
Year a Kelso THIWas Initially Discussed
Property Repairs By Location:
The Square
Woodmarket
Horsemarket
Bridge Street
Roxburgh Street
Elsewhere
1355748
Duration of Kelso THi
People ThatAttended
Our Events
High QualityBusiness Space
Created
2
Priority Buildings Completed
Traditional Buildings Repaired
KELSO Townscape Heritage Initiative
£700,000From Heritage Lottery Fund
£307,500From Historic Scotland
£392,500From Scottish Borders Council
AfterBefore
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 19
3.14 Followingonfromlastyear’sreviewofthePlacemaking&DesignSPG,adesigntrainingprogrammeisbeingdevelopedandwillberolledouttostaffinthecomingyearforarangeofdevelopmenttypes.Thisprogrammeisidentifiedasanon-goingimprovementactioninthisyear’sPPF.
Certainty
3.15 Theservicecontinuestoseekconsistencyinitsdecisionmakingthatisbasedonanup-to-dateDevelopmentPlanandplanningguidance.
3.16 TheCouncilisdeliveringontheDevelopmentPlanActionPlanandreportedtheProposedLocalDevelopmentPlantoCouncilinSeptember2013.SESplan,theStrategicDevelopmentPlanforsoutheastScotlandwasapprovedinJune2013andthisalongwiththecurrentadoptedConsolidatedLocalPlan,istheDevelopmentPlanfortheBorders.TheconsultationperiodontheProposedLocalDevelopmentPlanendedinMarch2014and
theLocalDevelopmentPlanwasreportedbacktoCouncilinSeptember2014.TheExaminationinPublicwasheldintheearly2015andthereports’findingsareduetobereceivedin
August2015.
3.17 Theservicehasproduced,andkeepsupdated,arangeoftopicbasedSupplementaryPlanningGuidance,aswellassitespecificplanningbriefs.TheCouncilhasanup-to-date,clearandrobustpolicyframeworkforthedeterminationofplanningapplicationsandinformationandguidanceavailabletoapplicantsandinterestedpartiesalike.AllofthesedocumentsareavailableontheCouncil’swebsite.
3.18 Theservice’swillingnesstoengageinpre-applicationconsultationalsohelpsreduceuncertaintyandstimulateconfidenceintheplanningprocess.Theauthorityapproved
94.4%ofallapplicationslastyearandthisalongwithhighlevelsofdelegationtoofficersaddstocertaintyforapplicants.
3.19 TherehasbeenanincreaseintheupholdingoftheappointedofficerdecisionsattheLocalReviewBodyfrom48.7%in2013/14to63%lastyear.WhilsttherehasbeenareductioninthenumberofcasessubmittedforappealtotheDirectorateofPlanning&EnvironmentalAppealsfrom16in2013/14to8thisyear,therateoftheservice’ssuccesshasremainedconstantat62.5%.TherobustnessandconsistencyofdecisionmakingwithinourstreamlineddecisionmakingprocessesisreflectedinthehighlevelofdecisionsupheldonappealoronreviewbytheLRBprovidingevidenceofreliabledecisionmaking.
Communications, Engagement and Customer Service
3.20 TheCouncil’sPublicAccessportalandtheinformationonourwebpagescontinuestobewellusedandappreciatedbycustomers.
3.21 Wecontinuetopromotetheuptakeofelectronicsubmissionofapplicationswithagentsanddevelopersthroughstakeholdermeetings,lettersandoffersontrainingonthesystem.Theyearlyaverageofapplicationsnowreceivedon-linestandsat45%,withapeakof55%inthefinalquarter.Thisconstitutesa5%increase
inthenumberofapplicationsbeinglodgedon-linefromlastyear,whichinitselfhadseenasimilarriseintheuseofthesystem.Wealsohaveanactiveprogrammeofengagementwithstakeholderstoincreasetheuseofthesystemincludinge-consultationandcommunicationonapplications.
3.22 Theplanningservicecontinuestomaintainarangeofinformationontheplanningpagesincludingsupplementaryplanningguidance,windfarmdatabasesandplans.Anumberofon-lineformsforgeneralplanningcontacts,planningenforcementandpre-applicationenquiriesarealsoavailableonthewebsite.TheservicewillcontinuetodevelopLocalViewFusion,whichisapublicfacingwebbasedGISapplication,aspartoftheprogrammetocommunicatespatialinformationcorporatelyandtothegeneralpublic.
3.23 TheCouncilhasaformalcomplaintsprocedureandhasthefacilityforcustomerstocomplainusinganon-lineform.Intermsofcomplaintsreporting,therewereatotalof35complaintsaboutthewiderRegulatoryServicesdirectorate.Themajorityofthecomplaintswerenotupheldbut,whereappropriate,theservicehasrespondedbyidentifyingstafftrainingneedsandserviceimprovementsinbusinessplansandthePlanningPerformanceFramework.
3.24 StakeholdermeetingswithgroupingsofCommunityCouncilsonhowtoengagewiththePlanningServiceandrespondtowindfarmplanningapplicationswereheldlastyear.Theservicehasalteredtheformatofitsannual
20 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
stakeholderforumandnowholdsseparatemeetingsforCommunityCouncilsandagents/developersrecognisingthedifferentinterestsofthesecustomergroups.Itisproposedtoholdthenextroundofthesemeetingsoversummer2015.
Efficient and Effective Decision-Making
3.25 TheCouncil’sschemeofdelegationprovidesahighlevelofofficerdelegationwithonly4.8%ofapplicationsbeingreferredtothePlanning&BuildingStandardsCommitteein2014/15.ThePlanning&BuildingStandardsCommitteeisheldonamonthlybasissittingonthefirstMondayofeachmonthduringtheday.TheLocalReviewBodyalsomeetsonamonthlybasisbuthashadtositonseveraloccasionsinaparticularmonthduetotheneedtoundertakefurtherprocedure.
3.26 Theservicehascontinuedtofocuseffortsonremovinglegacycases(applicationsmorethanayearold)fromtheplanningsystem.In2013/14,atotalof169legacyapplicationsweredealtwith,whilstthisyearafurther197wereremoved;leavingatotalof203stillwithinthesystem.Thetrafficlightsystemfeaturedincasestudy2hasledtoamorefocussedandeffectivemanagementofoutstandingcasesandwill,incomingyears,enabletheoutstandingbacklogofapplicationstobecleared.Thedisposalofthisnumberoflegacycasescontinuestohaveadisproportionateinfluenceonperformancefigures,despitetheabilityto“stoptheclock”forsomeperiodsoftimeduetoapplicant’sinaction.
3.27 Theintroductionlastyearofamorestreamlinedprocess,whichallowedtwin-trackingofplanningapplicationsandthelegalprocessofconcludingsection69or75agreements,hasledtofurtherimprovementindeterminationtimes.Thetimetakentodetermineapplicationssubjecttoalegalagreementhasfallenfrom99weeksin2012/13to62.7weeksin2014/15,areductionin17weeksfromthepreviousyear’sfigures.Inaddition,whenpre-2009legacycasesareremovedfromthefiguresthetimeperiodreducesto47.6weeks.Thenewprocessisdeliveringbenefitsandwillcontinuetoberefinedandimprovedupon.
3.28 Theservicecontinuestodevelopitsprojectmanagementapproachtothedeterminationofmajorandcomplexplanningapplications,utilisingtheskillsandexpertisewithintheexpandedandre-structuredservice.Aspartofthisprocess,theservicehaspromotedtheuseofprocessingagreementsasanapplicationmanagementtoolforallmajorapplications.However,asmentionedin3.4above,therehasbeenasignificantuptakeintheuseofprocessingagreementsbyapplicantsoflocaldevelopmentsaswell.Informationonprocessingagreementsandanon-lineformareavailableontheCouncil’swebsite.
3.29 Torespondtodevelopmentpressuresandencouragesustainableeconomicdevelopment,theservicecontinuestohavededicatedofficerstomanagerenewableenergyandbusinessapplications.However,throughtheimplementationoftheDevelopmentManagementImprovementPlanworkiscontinuingtomonitortheallocationofstaffresourcesandtheimplementationofmoreeffectiveoperatingpractices.
3.30 Theservicecontinuestoengageinawiderangeofworkinggroups,agenciesandstakeholderandisinvolvedinanumberofmulti-disciplinary/agencyinitiatives,whichwereoutlinedindetailinlastyear’sPPF.DetailsoftheseareobtainablefromthePlanningServiceonrequest.
Effective Management Structure
3.31 Thekeysectionsdeliveringtheplanningfunction,whicharelocatedwithinRegulatoryServicesDirectorateinthenew“Place”department,weresubjecttoafurtherre-structuringexerciselastyear.Aleanermanagementstructurehasevolvedwith3newdivisionsbeingcreated:DevelopmentStandards,PlanningImplementationandPlanningPolicy&Access.ApostofChiefPlannerhasalsobeencreatedtomanagethisnewservice.ThenewstructureissetoutinAppendixII.
3.32 Thisfurtherrestructuringbuildsontheserviceintegrationachievedlastyear.Theimprovementsinperformanceinalmostallcategoriesofplanningapplicationhavebeeninfluencedbythegreaterlevelsofcollaborativeworkingandmoreeffectivemanagementoftheservices.Thisintegrationhelpsusprovidequickandeffectiveresponsestodevelopmentproposals,greaterconsistencyofdecisionmakingandawiderunderstandingofthecrosslinkagesandrelationshipsrequiredtodeliverplanningobjectives.Inparticular,thelocationoflegalserviceswithintheServiceDirectorateisdeliveringeffectiveimplementationofthe
21PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 21
newdevelopmentcontributionsandlegalagreementsprotocolsandwearecontinuingtoseeareductioninthetimestakentoconcludeapplicationssubjecttolegalagreements.
3.33 Inadditiontothecollaborationsmentionedin3.30and3.32aboveandinthecasestudies,thereareanumberofworkingprotocolsinplacewithotherCouncilservicesmostnotablywithHousingStrategy,whichenableseffectiveworkingonaffordablehousingpolicyandinvestmentdecisionsthroughtheStrategicHousingInvestmentPlan(SHIP)process.ThePeerReviewGroup,ofseniorplanningmanagers,isalsoamechanismforcrossservicedebateanddiscussiononissues,applications and procedures.
3.34 Theservicecontinuestoexaminewaystoworkmoreeffectivelyandwepositivelyengagewithotherauthoritiesandagenciessharingknowledge,informationandbestpractice.Thereareanumberofworkingprotocolsthatareinplacewiththesebodies.Thisrelatestoworkthathasbeenon-goingforanumberofyearsandworkthathasbeenundertakenmorerecently.Asstatedin3.30aboveanumberoftheorganisationsandgroupsthattheplanningserviceisinvolvedwithwerelistedinlastyear’sPPF.Inaddition,theservicehasprovidedtheViceChairfortheHeadsofPlanningScotlandsub-CommitteeonEnergyandResourcesandcontributedtothepublicationofapositionstatementontheuseoffinancialguarantees.TheplanningservicehasworkedextensivelywithTweedForumonanumberofenvironmentprojectsinrecentyearsandinreceivingtheUKRiverPrizetheykindlycomplementedtheCouncilonthejointworkingandsupport.
Financial Management and Local Governance
3.35 TheplanningservicefacessignificantbudgetpressuresduetowiderCouncilfundingefficienciesandthecontinuinglowlevelsofplanningfeeincome.Stringentbudgetmonitoringprocesseshavebeenputinplacetomonitorandreportonbudgetpressuresonamonthlybasis.AcloseworkingrelationshipbetweenbudgetholdersandfinancestaffhasalsobeendevelopedtoaddresstheseissueswhilestilldeliveringontheCouncil’splanningaspirations.
3.36 Thereareregularmeetingsofseniormanagementacrosstheservicetoconsiderbudgetandefficiencymeasurestoenableservicestobeprovidedcosteffectively.
3.37 TheCouncilhasputinplacerobustprocedurestorecovercostsincurredwhendirectactionispursuedunderenforcementlegislation.
3.38Theservicecontinuestorefineitsdevelopmentcontributionssystemtoensureeffectivecollectionandallocationofcontributions.ThisisadministeredbytheDevelopmentNegotiator,legalandfinancestaff,andfeedsintothedeliveryofkeyserviceinfrastructure.
22 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Culture of Continuous Improvement
3.39 TheplanningservicecontinuestoensurethatthereissufficienttrainingbudgetforstafftomeettheirContinuingProfessionalDevelopmentobligations.Therearealsoopportunitiesforstafftoundertakelongertermstudywhichisfundedinfull,orinpart,bytheCouncil.Theservicehascompletedaworkforceplanningprojectwiththeaimofup-skillingstaffandaddressingsuccessionplanningintheservice.Aspartofthere-structuringoftheservice,thesavingsdeliveredwillbeutilisedtoprovideopportunitiesforcreationoftechnician/supportpostsandtodevelopopportunitiesfortheservicetoupskilland“growitsown”staff.
3.40 TrainingcontinuestobeprovidedinadvanceofanyMembersittingonthePlanning&BuildingCommitteeandtheLocalReviewBody.ThiscontinuestobesupplementedbypresentationstoMembersonparticulartopics.
3.41 TheCouncil’snewstaffappraisalprocessisnowembeddedandthishasenabledmanagerstoreinforcetheperformancecultureatalllevelsofthedepartment.Usingthisprocess,staffhavebeengivengoalsandprojectstoassistnotonlyinthedeliveryoftheaimssetoutinthisPlanningPerformanceFramework,butalsowiderdepartmentalandcorporateobjectives.
3.42 Effectiveengagementwithotherauthoritiesandorganisationstoconsiderbestpracticeandsharedlearninghasbeensetoutalreadyinthisdocument.Howwedeliveredlastyear’simprovementactionissetoutinsection6.
4.0 SUPPORTING EVIDENCE 4.1 Thisreportwascompileddrawingonevidence
fromthefollowingsources:
• ScottishBordersCouncilPlanning PerformanceFramework2013/14
• ScottishBordersHousingLandAudit2014 • ScottishBordersRetailAuditandFootfall
Survey2013 • ScottishBordersEmploymentLandAudit
2013 • ScottishBordersEmploymentAudit2014
(draft) • ScottishBordersRuralFacilitiesAudit. • ScottishVacantandDerelictLandAudit
2013 • PlaceGISSystems. • PlaceDepartmentbudget • Uniformdatamanagementsystem. • PublicAccessePlanningsystem • DevelopmentManagementWorkloadand
PerformanceBriefingNotes.Monthly bulletinforMembers. • ScottishBordersCouncilWebSiteplanning
informationpages • DevelopmentManagementImprovement
Plan2014 • DevelopmentManagementCharter2014 • EnforcementCharter2014 • ScottishBordersCouncilCorporatePlan • SingleOutcomeAgreement • BusinessPlansforserviceteamswithin
RegulatoryServices.
4.2 ThedocumentsandinformationmentionedaboveareavailableonlineorbyapproachtoRegulatoryServices.
5.0 SERVICE IMPROVEMENTS 2014-15 5.1 ThePlanningServicehasidentifiedanumber
ofkeyserviceandperformanceimprovementmeasuresfor2014/15andthesearesetoutbelow:
1. continuetodevelopLocalViewFusion followingimplementation
2. reviewourapproachtoLDPpreparationand engagement
3. reviewourapproachtothehousingland audit process
4. produceanenforcementmanual 5. continueDesignReviewtoaddressarange
ofscalesofdevelopment 6. continuetoimplementtheDevelopment
ManagementImprovementPlan
5.2 TheimprovementssetoutinthePPFwillbemonitoredeffectivelyanda6monthlypriorityupdatereportwillbepreparedfortheservicetoensurethatweareontracktodelivertheidentifiedimprovementsontime.
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 23
1. Implement the improvements identified in the Development Management Improvement Plan 2014 Theservicehasgonethroughathoroughreviewtoassessworkpracticesandimplementamorerigorousandeffectivemanagementprocessforthehandlingof planningapplications.Thishasresultedinimprovementsinperformancewithoutprejudicingtheabilitytoachievequalitydevelopmentandengagepro-activelywith applicantsandcommunities.Theimplementedactionswilldeliverfurtherimprovementsastheybedinandarerefined.Twooftheactionsimplementedare highlightedincasestudies1&2.
2. Review management of applications for windfarms and turbines
Theserviceretainsanofficertooverseeandmanagetherenewableapplicationsbutcaseworkisnowsharedbyanumberofplanningofficers.Therehasalso beencontinuedfocusontheeffectiveprojectmanagementofsuchapplicationsthroughtheuseofprocessingagreements.Thefurtherintegrationoftheservice hasresultedinthekeyspecialistconsulteesandplanningofficersdealingwithsuchcasesbeingmanagedbythePlanningImplementationManager.
3. Continue Design Review to address a range of scales of development
FollowingonfromthesuccessfulcasestudylastyearoftestingtheprinciplesofthePlacemakingandDesignbyexaminingtheEasterLangleedevelopmentin Galashiels,aprogrammeforconsideringarangeofdevelopmentisbeingdevelopedandwillberolledouttostaffthisyear.Thiscouldevolvetoinclude referencetothePlaceStandardthatisbeingdevelopedforScotland.
4. Continue study on stakeholder engagement and implement findings
Wehavecontinuedtorolloutstakeholdermeetings.InresponsetofeedbackfromCommunityCouncilsandlocalagents/developersregardinghow weinteractandcommunicatewiththemthishaschangedandseparatemeetingsarenowbeingarranged.
WehaveagainincreasedthenumberofCommunityCouncilsthatareconsultedelectronicallyonapplicationsandthatsubmittheirresponsestouselectronically. Wecontinuetoofferassistanceandtrainingtoagentsanddeveloperstoencouragethemtosubmitahigherpercentageofapplicationson-line.
TheservicehascontributedtoanauditbeingundertakenonaCouncilwidebasisonwhatconsultationwecurrentlycarryoutwithourcustomersandits effectiveness.Theoutcomeofthisstudyisyettobeimplementedcorporately.
5. Develop customer feedback forms
Thesehavebeendevelopedandwillberolledoutthissummeraspartofthestakeholderengagementmeetingsplannedthroughsummer2015.
6. Develop and Implement Local View Fusion GIS tool
ThiswebapplicationhasbeendevelopedandwasimplementedinMarch2015.Theapplicationisfeaturedincasestudy3.
Committed improvements and actions Complete?
Yes
Yes
On-going
On-going
Yes
Yes
6.0 DELIVERY OF IMPROVEMENT ACTIONS 2013-146.1 ThespecificcommitmentsmadeinthePPFlastyear,alongwiththeactionstakenandprogressmade,aresetoutbelow:
24 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Category
Majordevelopments
Local developments (non-householder)
l Local:lessthan2monthsl Local:morethan2months
Householder developments
l Local:lessthan2monthsl Local:morethan2months
Housing developments
Major
Local housing developments
l Local:lessthan2monthsl Local:morethan2months
Business and industryMajorLocal business and industry
l Local:lessthan2monthsl Local:morethan2monthsEIA developmentsMajorLocalOther consents*Planning/legal agreements**Local Reviews
8
574
310264
351
31041
1
188
46142
045
3015
?
-165
9427
73.3
26.8
7.451.6
8.6
7.117.4
103.4
45.9
7.665.6
n/a
9.87.125
--9.179.78.1
30.9
22.7
7.141.1
7.7
6.913.8
103.7
42.8
7.454.2
n/a
14.27.228.3
-8.462.77.1
Total number ofdecisions 2014-2015
Average timescale (weeks) 2014-2015 2013-2014
Decision-making timescales
Localreviews 27 17 63 1948.7
AppealstoScottishMinisters8 5 62.5 1062.5
Total number ofdecisions
Type Original decision upheld 2014-2015 2013-2014 No. % No. %
Decision-making: local reviews and appeals
Casestakenup 133 160
Breachesidentified 133 129
Casesresolved 167 149
Noticesserved*** 11 2
ReportstoProcuratorFiscal 0 0 Prosecutions 0 0
Enforcement activity 2014-2015 2013-2014
*** Enforcementnotices;breachofconditionnotices;planningcontraventionnotices;stopnotices;temporarystopnotices;fixedpenaltynotices,andSection33notices.
APPENDIX I - PLANNING PERFORMANCE FRAMEWORK - OFFICIAL STATISTICS
*Consentsandcertificates:ListedbuildingsandConservationareaconsents,ControlofAdvertisementconsents,HazardousSubstancesconsents,EstablishedUseCertificates,certificatesoflawfulnessofexistinguseordevelopment,notificationonoverheadelectricitylines,notificationsanddirectionsunderGPDOParts6&&relatingtoagriculturalandforestrydevelopmentandapplicationsforpriorapprovalbyCoalAuthorityorlicensedoperatorunderclasses60&62oftheGPDO. **Legalobligationsassociatedwithaplanningpermission;concludedundersection75oftheTownandCountryPlanning(Scotland)Act1997orsection69oftheLocalGovernment(Scotland)Act1973
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 25
APPENDIX II - WORKFORCE AND FINANCIAL INFORMATIONPart 6: Workforce and Financial Information
Thekeyteamsthatdelivertheplanningfunctionareidentifiedbelow:
• Development Standards:IncludesDevelopmentManagement,BuildingStandardsandRoadsPlanningServices.InDevelopmentManagementthereare11 professionalplanningofficers.10oftheofficersworkin4areateamswitheachteamledbyaPrincipalOfficer.Theremainingprofessionalplanning officerfocusesonprocessingandoverseeingcommercialrenewableenergydevelopmentthroughouttheScottishBorders.InBuildingStandards,thereare 13professionalstaffwhileRoadsPlanninghave7professionalofficersandonememberofsupportstaff.ARegistrationTeamofthreeofficerssupports DevelopmentManagementandBuildingStandards.Followingtherecentre-structuring,theTreeOfficernowreportstotheDevelopmentStandardsManager.
• Planning Policy and Access:Includes3principalofficers,1researchplanner,4professionalplannersand3GISspecialists.Inaddition,tothedevelopment planningfunctionthereisaresponsibilityfortransportstrategyanddepartmentalGIS.TheAccessTeamhasnowbeenincorporatedwiththesectionintegrating withtransportstrategy.TheleadofficerDesign&Placemakingisnowwithinthisteam
• Planning Implementation:Includes4professionalofficersdealingwithplanningandbuildingenforcement.TwonewservicesBuiltHeritage&Designand NaturalHeritagehaveseentheassimilationof6FTEpostsandoneparttimepostintothenewsectionprovidingspecialistadviceonconservation, design,landscape,biodiversity,andarchaeology.Themanagerprojectmanagesmajorplanningapplicationsinamatrixmanagementarrangementwith DevelopmentManagementstaffandistheplanningadvisortotheLocalReviewBody.TheteamalsoincludestheDevelopmentNegotiator.
26 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
PlaceRegulatory Services Structure
PlaceRegulatory Services
Brian FraterPlanning & Regulatory Services
Head of Service
Development
Standards Manager
Lead Planning Officer
Lead Planning
Officer
Lead Planning
Officer
Lead Building
Standards Surveyor
Lead Planning
Officer
Lead Building
Standards Surveyor
Lead Roads
Planning Officer
Area Building
Standards Surveyor
Area Building
Standards Surveyor
Peripatetic
Building Standards Surveyor
Asst Building
Standards Surveyor
Area Building
Standards Surveyor
Registration/
Admin Assistant
Registration/
Admin Assistant
Registration
Assistant
Roads Planning
Senior Technician
Senior Roads
Planning Officer
Senior Roads
Planning Officer
Roads Planning
Officer
Roads Planning
Officer
Road User
Administrator
Modern
Apprenticeship Civil Engineering
Technician
Assistant Planning
Officer
Assistant Planning
Officer
Assistant Planning
Officer
Assistant Planning
Officer
Area Building
Standards Surveyor
Area Building
Standards Surveyor
Area Building
Standards Surveyor
Peripatetic
Building Standards Surveyor
Asst Building
Standards Surveyor
Asst Building
Standards Surveyor
Assistant Planning
Officer
Assistant Planning
Officer
Assistant Planning
Officer
Tree Officer
Chief Planning Officer
Planning Policy &
AccessManager
Lead Officer
Design & Placemaking
Lead Officer
Access & Transport
Lead Officer
Plans & Research
Information
Systems Officer
Access Officer
Senior Ranger
Access Ranger
Access Ranger
Senior Path Warden
Access Ranger
Paths to Health
Co-ordinator
Path Warden
Assistant/Planning Officer
Assistant/Planning Officer
Assistant/Planning Officer
Assistant/Planning Officer
Assistant/Planning Officer
Information &
Mapping Assistant
Information &
Mapping Assistant
Planning
Implementation Manager
Development
Negotiator
Lead Officer
Built Heritage & Design
Lead Officer Enforcement
Lead Officer
Natural Heritage
Selkirk CARS
Officer
Ecology Officer
Archaeology
Officer
Asst Ecology
Officer 15h Temp
Assistant
Enforcement Officer
Assistant
Enforcement Officer
Assistant
Enforcement Officer
Landscape Architect 0.6
Landscape Architect 0.4
Brian FraterService Director
Regulatory Services
PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 27
Planning Service Statistics
HeadofPlanningServicesX
Tier 1 Tier 2 Tier 3
Note: Tier 1 = Chief Executive, Tier 2 = Directors, Tier 3 = Heads of Service, Tier 4 = Managers
Tier 4
Managers
DM DP Enforcement Other
No.Posts
Vacant
1 1 1 1
0 0 0 0
Maingradeposts
Technician
OfficeSupport/Clerical
No.Posts
Vacant
11 11 4 33
0 0 0 2
No.Posts
Vacant
0 0 0 3
0 0 0 0
No.Posts
Vacant
2 0 0 2
0 0 0 0
Total 14 12 5 41
Note: Managers are those staff responsible for the operational management of a team/dvision. They are not necessarily line managers.
Staff Age Profile Number
Under30
30-39
40-49
50andover
12
12
25
20
Committee & Site Visits* Number per year
Fullcouncilmeetings
Planningcommittees
Areacommittees(whererelevant)
Committeesitevisits
LRB**
LRBsitevisits
12
12
N/A
6
15
5
Notes: *References to committees also include National Park Authority Boards. Number of site visits is those cases where visits were carried out by committees/boards.
**this relates to the number of meetings of the LRB. The number of applications going to LRB are reported elsewhere.
28 | PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15
Planning Service Figures 2014-15
Total Budget (£)t
Notes:* Direct staff costs covers gross par (including overtime, national insurance and superannuation contribution). The appropriate proportion of the direct cost of any staff member within the planning authority spending 30% of more of their time on planning should be included in costs, irrespective of what department they are allocated to (for example, legal advice, administration, typing). Exclude staff spending less that 30% of their time on planning.**Indirect costs include all other costs attributable to the planning service. Examples (not exhaustive) include accommodation, IT, stationery, office equipment, telephone charges, printing, advertising, travel & subsistence, apportionment of support service costs.*** Include fees from planning applications and deemed applications, and recharges for advertising costs etc. Exclude income from property and planning searches.
Direct* Indirect**Income**
Costs
Development management -62,638 567,058 82,201 -697,084
Development planning 606,349 451,896 151,077 -6,272
Enforcement 196,400 190,955 23,751 -11,652
Other (Built & Natural 159,374 858,771 49,196 -720,388 Heritage Team)
Total 899,485 2,068,680 306,225 -1,435,396
29PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 29
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