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Transcript of Aberdeen City Council PLANNING PERFORMANCE FRAMEWORK · PDF file Development. The Chief...

  • Aberdeen City Council

    PLANNING PERFORMANCE

    FRAMEWORK ANNUAL REPORT

    2017–2018

  • Page Foreword

    Introduction

    Part 1: Defining and measuring a high-quality planning service 1.1 Quality of Outcomes 1.2 Quality of Service and Engagement 1.3 Governance 1.4 Culture of Continuous Improvement

    Part 2: Supporting Evidence

    Part 3: Service Improvements 3.1 Service Improvements for 2017-2018 3.2 Service Improvement Actions for 2018-2019

    Part 4: National Headline Indicators (NHI)

    Part 5: Official Statistics

    Part 6: Workforce Information

    Part 7: Planning Committee Information

    Annex 1: Performance Markers Checklist

    3

    4

    10 11 25 31 34

    38

    39 39 41

    42

    45

    47

    47

    48

    Contents

  • ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2017 – 2018 3

    FOREWORD I am very pleased to introduce Aberdeen City Council’s seventh Planning Performance Framework (PPF) report which demonstrates the impressive breadth and scope of work carried out by the planning service of the Council in 2017-18. This has been a challenging and exciting year during which the service carried out an in depth service review and identified a number of improvements which will maintain our performance going forward. This aligns the planning service with the transformational change of the entire Council as it moves towards implementing its new Target Operating Model.

    Councillor Marie Boulton Convenor: Planning Development Management Committee

  • Council Transformation During this reporting year Aberdeen City Council started upon a significant Transformation Programme to embrace more effective and efficient ways of working, aiming to change:

    The way the Council uses technology to deliver services to the people and place of Aberdeen,

    The way the Council works together and with partners such as Police, Fire, NHS and the 3rd Sector,

    The way the Council engages communities to deliver outcomes

    for the city.

    Target Operating Model The Transformation Programme, known as the Target Operating Model (TOM), is illustrated to the right and identifies six key areas that will help delivery of services in a more collaborative, joined-up way.

    To support the Transformational Programme in 2017-18 the planning service commissioned an independent Service Review. The Service Review recommendations have informed a suite of prioritised performance improvements some of which have been carried out, initiated in the reporting year, or are set out in a schedule of actions to be undertaken in 2018-19. This is the start of a journey of service redesign and performance improvement based on detailed customer feedback. The customer groups that provided feedback to inform the review included the Chief Executive, elected members, community councils, the development industry, other Council service areas, consultees, colleagues, peers and stakeholders. Further detail is provided in Sections 1:2 and 1:4.

    The start of the transformational change involved moving to a new interim functional structure. The Planning and Sustainable Development Service has become ‘Strategic Place Planning’ and operates alongside ‘City Growth’, formerly known as Economic Development. The Chief Officers of both services are part of the ‘Place’ function, reporting directly to the Chief Executive and will work in tandem to deliver the sustainable economic development of the city.

    1. INTRODUCTION This is Aberdeen City Council’s seventh Planning Performance Framework (PPF) Annual Report. It highlights the achievements from April 2017 to March 2018 in delivering improved performance and a high-quality planning service.

    ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2017 – 2018 4

  • ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2017 – 2018 5

    The structure of the new service is shown below:

    Chief Officer for Strategic Place Planning

    Planning and Environmental Policy

    Manager

    Building Standards (BS) Manager

    Development Management (DM)

    Manager

    Business Support Manager

    Local Development Plan Team North BS Team

    Major Applications Team

    Application Support Team

    Planning and Environmental Policy

    Team South BS Team

    Applications Team

    Housing Strategy Team Roads DM / RCCTeam

    Masterplanning, Design and Conservation

    Team

    Transport Strategy and Programmes Team

    Proposed transformation of Broadford Works – Scotland’s largest concentration of Category A Listed Buildings at risk

    Broadford Works visualisation © Sheppard Robson Architects

  • ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2017 – 2018 6

    Development on the Ground There has been a modest recovery in the local economy, but the oil and gas downturn and an oversupply of commercial and office space has meant that fewer major developments were approved this year.

    The focus of work has shifted towards oversight and delivery of masterplanned communities through planning approvals for major residentially-led mixed use schemes at Craibstone and Maidencraig (each for 700 homes) and continued development at new communities at Countesswells, Mugiemoss, Oldfold and Grandholm.

    Other notable projects that have involved significant work include applications for a new football stadium for Aberdeen Football Club and the transformation of Union Terrace Gardens in the City Centre. The service has also been actively engaged at pre-application stage in shaping the regeneration of Broadford Works, the largest collection of Category A listed

    buildings at risk in Scotland, into a city centre urban village of 900 homes.

    In the next year completion of a number of much anticipated major projects which have been shaped by the planning service is anticipated to provide a healthy boost to both the image of the City and the local economy. These include the comprehensive transformation of the City’s Art Gallery and Music Hall, the creation of Provost Skene’s House Museum together with the opening of the Aberdeen Exhibition and Conference Centre (AECC). Meanwhile development of the new South Harbour for the City, located at Bay of Nigg continues apace.

    City centre regeneration, coordinated through the City Centre Masterplan, has started to show results, with the opening of the flagship Marischal Square project: a vibrant mixed-use quarter of restaurants, cafes and offices, which won several awards including being named ‘Development of the Year 2018’ at the Scottish Property Awards.

    Proposed new stadium for Aberdeen Football Club Plan of proposed new stadium © Halliday Fraser Munro

    https://publicaccess.aberdeencity.gov.uk/online-applications/applicationDetails.do?activeTab=documents&keyVal=OPFNO6BZ01U00 https://www.eveningexpress.co.uk/fp/news/local/detailed-plans-lodged-to-transform-aberdeens-broadford-works-into-urban-village/ https://www.pressandjournal.co.uk/fp/news/aberdeen/1098028/six-famous-residents-set-for-provost-skenes-house-museum-work/ http://www.aeccevolves.co.uk/ http://www.aeccevolves.co.uk/ http://www.aberdeen-harbour.co.uk/ https://www.musedevelopments.com/node/722

  • ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2017 – 2018 7

    Peformance Planning performance in terms of speed of determination times for applications has continued to improve across the full range of planning application types and all the main indicators are now below the last recorded annual Scottish average for 2016-17.

    Meanwhile the next Local Development Plan is at Main Issues stage and the Council is on target to replace the 2017 plan with a new plan in February 2022.

    This report focuses on improvements and new developments in the planning service since the

    submission of PPF6. Unless otherwise stated it should be read that all the activities/ service actions detailed in the PPF6 are still being undertaken.

    Heads of Planning Scotland has identified 15 key performance markers (PMs) that indicate a high performing planning service. With this in mind, where actions or initiatives specified in this report demonstrate alignment with the key performance markers, this has been clearly cross-referenced in the text (e.g. PM1) and in more detail in Annex 1.

    Some of the key achievements of the last year are highlighted below:

    Major Development average weeks to decision From 43.9 down to 26.1 weeks

    The Customer Service Excellence Award reaccreditation achieved in October 2017

    Highlights

    Householder Development average weeks to decision From 8.7 down to 7.2 weeks

    Local Development (non-householder) average weeks to decision From 13 down to 9.8 weeks

    Decision Making application approval rate Up from 84.7% to 90.5%

    £430K external funding secured for open space/outdoor access improvements

    Food Growing Strategy Pioneering collaborative cross-sector project underway

    Service Review Completed transformational service improvement underway

    Union Street Conservation Area Regeneration Scheme programme funded & progressing

  • ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK