planning performance PLANNING AND REGULATORY SERVICES

PLANNING PERFORMANCE FRAMEWORK | ANNUAL REPORT 2014-15 | 1

planning performanceframeworkANNUAL REPORT 2014-15

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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:



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%


2.0 NATIONAL HEADLINE INDICATORS (cont’d)


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.



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.


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.


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.


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.


KELSO HIGH SCHOOL, KELSODESIGN PRESENTATION - NOVEMBER 2013

Overall,therewasagreementamongallpartnersthattherevisedproposalsweresuccessfulinaddressingtheoriginallyexpressedconcerns,resultinginamoreresponsive,contextualdesignforanewbuildingofsuchimportanceinKelso.

Revisedscheme

Revisedscheme Originalscheme



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.


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


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


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


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.


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.


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:


Category

Majordevelopments

Local developments (non-householder)

l Local:lessthan2monthsl Local:morethan2months

Householder developments


Housing developments

Major

Local housing developments


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


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.


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





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 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.


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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