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Planning Performance framework 2011/12

FIFE COUNCIL’S ANNUAL PLANNING PERFORMANCE FRAMEWORK1st April 2011 to 31st March 2012

September 2012

contents

Foreword ...................................................................................... 4

1.0 Introduction .................................................................................. 52.0 National Headline Indicators ......................................................... 63.0 Fife in Figures ............................................................................... 74.0 DefiningandmeasuringahighqualityPlanningService ................ 8 •OpenforBusiness •Highqualitydevelopmentontheground •Certainty •Communications,engagementandCustomerService •Efficientandeffectivedecisionsmaking •Effectivemanagementstructures •Financialmanagementandlocalgovernance •Cultureofcontinuousimprovement

5.0 Supportingevidence ..................................................................... 196.0 ServiceImprovements2012-2013 ................................................ 207.0 Conclusions .................................................................................. 21

App1 OfficialStatistics ........................................................................... 23

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foreworD

As the Chair of the Planning Committee I amparticularlypleasedto submit the new Planning Performance Framework(PPF)forFife Council. This is thefirst‘pilot’yearfor this PPF process which Fife Council has stronglyadvocatedforand supported.

Thisnew,comprehensiveapproachtoperformancemanagement,effectiveness,leadershipandqualityoutcomesistobecommended. Fife Council has clear strategic objectivesforsustainabledevelopment,encouragingbusinessinvestment,providingqualityplaces,ensuringaneffectivesupplyofhousingandemploymentlandandenvironmentalsafeguardingpolicies.Theroleof the planning functions is central to all these strategic outcomes and the PPF illustrates effectivelytheoverallprogressandperformanceoftheplanningauthorityduring2011and2012inachievingtheseobjectives.

Weareproudoftheseachievementsbutnotcomplacent.ImprovementsstillrequiretobemadeandtheseareasareidentifiedinthePPFaspartofourcontinuousimprovementprocesses.

Whilstspeedofdecisionmakingisstillrecognisedasanelementoftheoverallperformanceprocess,IconsiderthatFife’sopen,democraticandtransparentdecisionmakingprocessestakentogetherwithitspro-activenegotiationandenforcementapproaches,ensuresthatthefinaloutcomesonplanningmattersarecarefullyconsideredandassessed.Customercareissuesandresponsivenessremainareasforrefinement.

2011/2012hasbeenaparticularlychallengingyearduetothecontinuingeconomicdownturn,pressuresontheCouncil’sbudgets,andthedifficultiesbeingexperiencedinthelocaldevelopmentandhousebuildingindustry.ThePPFfeaturessomeofthewaysweareworkingtogetherwithpartiestoresolvetheseissues.

Iwarmlywelcometheopportunitytoshowcasethesecontributions,achievementsandoutcomes as a clear demonstration of the effectiveleadershipandmanagementofourplanning processes.

WorkisalreadyunderwayforPPF2for2012/2013andthiswillprovideafurtheropportunitytoshowFife’scontributionstotheScottishGovernmentskeyplanning,economicgrowth,renewableenergyanddevelopmentdeliveryobjectives.

councillor kay carrington Chair,FifePlanningCommittee,August2012

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1. introDUction

ThekeyplanningprocessesandactivitiesinFifearecarriedoutbyarangeofspecialiststaffintherecentlyestablishedEnterprise,PlanningandProtectiveServices(EPPS)service.

InJunethisyearthenewServicewaslocatedinasinglebuildinginGlenrothes(KingdomHouse)toprovideafocussedandsinglecustomerchannelforenquiriesandtransactionsand201213willseefurtherimprovementsandsynergiesdevelopedtoenhancetheselevelsofserviceprovision.

ThisnewPlanningPerformanceFrameworkenables Fife Council to demonstrate some of thewaysinwhichitdeliversonthesustainableeconomicgrowthagendabutalsothevariedrolesplayedbyEPPSinshaping,supporting,influencing,leading,championinganddeliveringontheplanning,economicandenvironmentaloutcomes across Fife.

Webelievethattheachievementsandsuccesses highlighted in the PPF demonstrate thepositiverolesplanningcananddoesplayindeveloping,growingandprotectingFife’scommunities and at the same time promoting the Council’s contributions to the Single OutcomeAgreementandtheFifeCommunityPlanning Partnership.

WealsobelievethatthecontributionswemakeareconnectedandlinkedinmanywaysandthePPFreflectsthispartnershipandjointworkingapproachusedtoprovidewiderandlongerlastingbenefitstoFife’scommunitiesbeyondthestatutoryplanningprocessesonitsown.

CollectivelyweleadonthesemattersforFifeCouncilandwehopethatthePPFprovidesevidenceofourcommitmentanddesiretoplace

Fifeattheforefrontofachievingexcellenceandqualityintheplanning,development,enterprise,employmentandprotectiveservicesweprovideacross Fife.

keith winterHeadofEnterprise,PlanningandProtectiveServices

Jim BirrellSeniorManager,DevelopmentandBuildings

robin PresswoodSeniorManager,BusinessandStrategy

roy stewartSeniorManager,ProtectiveServices

Violetta ilendoSeniorManager,Opportunities,PlaceandRegeneration

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key oUtcomes 2011 - 2012

Development Planning•ageoflocal/strategicdevelopmentplan(s)(fullyears)Requirement: less than 5 years>FifeStructurePlan-ApprovedinMay2009>TAYplan-TobeapprovedinJune2012>SESplan-TobeapprovedforsubmissiontoScottishMinistersinJune2012>Dunfermline&WestFifeLocalPlan-TobeadoptedinNovember2012>MidFifeLocalPlan-AdoptedinJanuary2012>StAndrews&EastFifeLocalPlan-TobeadoptedinOctober2012•developmentplanscheme:ontrack?(Y/N) YES

Effective Land Supply and Delivery of Outputs•effectivehousingland:5-yearsupply(Y/N)•effectivehousinglandsupply•housingapprovals•effectiveemploymentlandsupply•employmentlandtake-up•effectivecommercialfloorspacesupply•commercialfloorspacedelivered

YES6,000units759 units166.53 ha36.95 ha

NotavailableNotavailable

Development managementProject Planning:•percentageofapplicationssubjecttopre-applicationadvice•numberofmajorapplicationssubjecttoprocessingagreementorotherprojectplan•percentageplannedtimescalesmetDecision-making:•applicationapprovalrate•delegationrate

19%20

75%

92%89%

Decision-making timescalesAverage number of weeks to decision:•majordevelopments•localdevelopments(non-householder)•householderdevelopments

58.314.212.9

Enforcement•timesinceenforcementcharterpublished/reviewed(months)Requirement: review every 2 years•numberofbreachesidentified/resolved

2years278/243

2. national HeaDline inDicators (nHis)

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3. fife in figUres

•Fifeisalarge,diversePlanningAuthoritywithawidevarietyofdevelopmentproposalstoconsiderandassess.Itisoneofthefive‘busiest’LocalPlanningauthoritiesinScotlandbyvolumeofapplicationsreceived

•TheCouncilhasa10-yearcapitalinvestmentplan(9yearslefttorun)inexcessof£1bn.ThiscoversinvestmentinCouncilhouses,schools,roads,leisurefacilitiesandotherCouncilassets.Itincludesacquisition,improvementandenhancementandnewbuild projects. It is an ambitious capital investmentplanthatis“front-loaded”toassistinmitigatingsomeofthenegativeimpactsofthe economic downturn.

•Overthepast4years,atotalof2455jobshavebeencreatedthroughinwardinvestmentprojectssupportedbyFifeCouncil.

•During2011/12theInvestinFifeTeamattractedfourinvestmentprojectstoFife,worthover£129million,takingthetotalnumberofjobscreatedto970,comparedto935lastyear.

•In2011/12,810newbusinessesreceivedassistanceviaBusinessGateway,exceedingthe750targetandcreatingover1,000jobs.

•Weissueanaverageof20,000neighbournotificationlettersannually.

•Planningfeesaverage£1.6meachyear.

•Onaverage3500applicationsfordevelopmentpermissionarereceivedeachyear.

•89%ofplanningapplicationsaredealtwithbyofficers,and11%aredecidedatCommittee

•92%ofplanningapplicationsareapproved.

•In2011/201281%ofallhouseholderapplicationshavebeendecidedin2months(Targetis95%)

•59%ofallapplicationsreceivedin2011/2012weredecidedin2Months(Targetis80%)

•In2011/2012theDPEAdetermined52appeals,and25wereallowed.(48%)

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EnterprisePlanningandProtectiveServicesleads the Fife Council agenda for economic regeneration.Itdoesthisbyencouragingappropriatebusinessdevelopment,assistingpeopleintoworkandpromotinghighqualitydevelopments,includingawiderangeofhousing.

TheServiceismanagedthrough4distinctportfolios:•Business and strategy: Leads on economic developmentinitiativesandstrategicandlocalplanningpolicy,includingStructureandLocalPlans.

•Development and Buildings: Performs a range of functions relating to buildings standardsandsafety,buildingwarrants,planning applications and permissions. appeals,localreviewsandroadconstructionconsents.

•opportunities, Place and regeneration: Providesaccesstoemploymentthroughaprogrammeofvocationaltrainingandarangeofinitiativestoassistdisadvantagedgroupsintowork.Alsospecialistteamfortowncentres,regeneration,urbandesignandconservation.

•Protective services: Monitoring and inspectioninthefieldsofMetrology&CustomerSafety,Food&WorkplaceSafety,Housing/Anti-SocialBehaviourandPublicProtectionwithaviewtoensuringtheprotectionofpublichealthandwell-being.

Ofthe14teamsintheService,thereare7discreteteamswhichprovidethediverseplanning,economicanddevelopmentservicesacrossFife:

•Transportation,EnforcementandMinorDevelopments

•CommunityDevelopmentsandInvestment•MajorBusinessandCustomerService•DevelopmentPlans•StrategicPolicyandTourism•Regeneration,PlanningandEnvironment•EconomicDevelopment.

OurKeystrategicobjectivesarelaidoutintheCorporateImprovementPlan:

•RegenerateMajorTownCentresinKirkcaldy,Dunfermline,StAndrewsandGlenrothes.

•ImprovetheEconomicPerformanceofFife.•PromoteFifemoreeffectively.•RaiseSkillsLevelsandAccessto

Opportunities.

4. Defining anD measUring a HigH QUality Planning serVice

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•ImprovetheQualityofOurLocalSurroundings.•RegenerateTargetedLocalCommunities.•EnhancePartnershipwiththeVoluntary

Sector.•Protectingtheenvironmentalqualitiesofthe

area.

oPen for BUsiness

Fife Council has endorsed a holistic approach topartnershipworkingwithbusinessesandaimstocontinuetoimproveitsperformanceandeffectiveness.TheFifeEconomicStrategy2009-2020hasasitsvision-Fifeastheeasiestplacetodobusiness–whereaflexiblebusinessinfrastructureandresponsiveservicesfornewand growing businesses ensure that Fife is the locationofchoiceforbusinessinvestment.

As Fife Council is responsible for planning oroverseeingthedeliveryofmuchoftheinfrastructureandarangeofservicesthataffectbusinessesoperationandgrowth,theFifeEconomicStrategychallengestheCounciltoexaminethewaysinwhichitinteractswithbusinessestomakeitasstraightforwardaspossibletoworkwiththeCouncil.

achievements:

•EstablishmentofthePriorityApplicationsTeamwhoseremitincludesBusinessPriorityPlanningapplicationsandallmajorcategoryapplications.

•DevelopmentandsubmissiontoScottishGovernmentoftheRenewablesRouteMapforFifeinMay2012.

•EstablishmentofaFifeCouncilOfficersNetworktodevelopandimplementcrossServiceactionsto“MakeFifetheEasiestPlacetodoBusiness”.

•AdedicatedactionplanfortheconstructionindustryinFifedevelopedthroughengagement with the Fife Construction Forum,FifeChamberofCommerceandLocalCouncillors.

•“TheHangar17”ProjectwhereFifeCouncilandEdinburghNapierUniversityworkswithbusinesseslinkedtosustainableconstructionandenergyinitiativesintheconstructionindustryinFife.

•ProjectmanagementapproachtoallmajorapplicationsinAppendix1andinwardinvestmentapplications.Thisinvolvesall

servicesintheCouncilasappropriatedandadesignated‘planning’leadofficer.In2011/2012specificcompanieswhohavebenefitedfromthisapproachincluded,-Amazon-Diageo-TullisRussell

•Earlydiscussionsatseniormanagementlevelonallcriticalinvestmentapplicationstoprovideclarityandcertaintyofprocess.

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Development Plans

•FifeCouncilpublishesanannualDevelopmentPlanScheme.TheFifeDevelopmentPlanSchemeincludes:-atimetableforpreparingcurrentandfutureLocalDevelopmentPlansinFife;and

-aparticipationstatement,whichdescribesthe opportunities for public consultation and Fife Council’s proposals for public involvementinthepreparationoftheplans.

TheDevelopmentPlanSchemeisupdatedannuallyandalsoincludesdetailsoftimescalesfor the Fife Minerals Subject Plan and the Fife Core Paths Plan.

•All3LocalPlansareontrackforadoptionin2012asprogrammedandworkisunderwaytoprepareforthenewFifeLDPprovidingasingle,coherentandconsistentplanningvisionfor Fife. This will begin with the publication of a Main Issues Report at the end of 2012 then publication of the Proposed Local DevelopmentPlaninlate2012.TheLDPisscheduled for adoption in 2015.

•TheforthcomingLocalDevelopmentPlan(LDP)isbeingmanagedthroughaproject

board arrangement to manage the project and implementation. The consultation element is operatedthroughtheFifeLDPExchange,toact as a sounding board for new ideas on the formandcontentoftheLDPandtoexchangeideasandviewsbothonlineand,wherenecessary,face-to-face.Fifeisinterestedindevelopingacharretteapproachforkeyagencyworkingtohelpshapethespatialstrategyandpolicycontentinacollaborativemanner.

•Atthestrategicplanninglevel,FifeCouncilplaysaroleintheJointCommittees,ProjectBoards,andSteeringGroupsforbothstrategicDevelopmentPlanscoveringtheCouncilarea:SESplanandTAYplan.TAYplanwonaprestigiousRoyalTownPlanningInstitutionawardandwasapprovedbyScottish Ministers in June 2012. It has replacedthePerth&Kinross,Dundee&AngusandFife(northpartwithintheTAYplanboundary)StructurePlans.SESplanisprogressingtowardsapprovalin2013followingitsexaminationstage.

Development Delivery

•FifeishighlightedintherecentdevelopmentDeliveryScottishGovernmentConsultationPaperasanareawhichhasbeendevelopinginnovativeapproachestodevelopmentdeliveryinpartnershipwithScottishGovernment.ThekeyfeaturesoftheFifeapproacharesummarised below.

•LargescaledevelopmentfocussedonStrategicLandallocations(SLAs)whichhavesufficientcriticalmasstosupportdeliveryofkeyinfrastructurerequirementse.g.majorroadimprovementsandnewschools.

•Governanceandprogrammemanagementarrangements for the Strategic Land Allocationsthatensurespro-activeleadershipbytheplanningauthority,andlearningbetween each SLA.

•Strongplanledapproachwhichhasthecore principles of the infrastructure planning requirementsenshrinedwithintheFifeStructurePlan,thethreeFifeLocalPlansandtheirrelatedFinancialFrameworks.Thisgivesdevelopersearlyclarityoverlikelylevelsofplanningrequirements.

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•Apragmaticresponsetothepressuresfacedbythehousebuildingindustry,includingreviewofplanningrequirementstoensurethatcommunityneedscanbemetwhilstminimisingtheburdenonthedevelopmentindustrytoallowconstructionactivitytocommence as soon as possible.

•DevelopmentofaFifeInfrastructureInvestmentFundwhichwillassistinthedeliveryofkeyinfrastructurerelatedprojectsthatarenecessarytounlockfuturestrategicdevelopment,fundedbyadevelopmentlevy.Afirstphaseconsultancyexercisehasbeencompleted,withsupportfromScottishGovernment,andafullbusinesscasewillbedevelopedlaterintheyearoncediscussionswithSLAdevelopershasbeenadvanced.

ThenewForthCrossingproject,ledbyTransportScotland,commencedin2011andisdueforcompletionin2016.WorkhasstartedondevelopingbettertrafficflowmanagementontheM90,A92andA823M.£10millionfundinghasbeensecuredfromtheScottishgovernmenttobuildanewPark&ChoosefacilityatHalbeath,Dunfermline.

FifeCouncilapprovedanadditional2onshorewindfarmsinFife,(EarlseatandWestfield),withLittleRaithunderactiveconstruction.

HigH QUality DeVeloPment on tHe groUnD

FifeCouncilhasdevelopedastrongdesignethictodeliverqualitybuildingsandqualityplacesand spaces and this approach includes

•JointstaffandCouncillorTrainingworkshops

•PartnershipworkingwithArchitectureandDesignScotland(A+DS)

•Recruitmentofspecialiststaffinurbandesignskillsandexpertise,includingmasterplanninganddesignanddevelopmentframeworks

•FifeCouncilhasbeensuccessfulinpartnershipwith applicants and architects in transforming someordinarylayoutsanddesignsintomoreintegratedandcohesiveplaceswithanenhanceddesignsolution.EgmixedusedevelopmentatStAndrews,HamiltonHallrestoration,StAndrews,residentialdevelopmentatLochgelly,redevelopmentoftheoldprintworks,Kirkcaldy,newhousingatSt Andrews harbour.

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•FifeCouncilhasanagreedfocusonTowncentres and regeneration areas and continues totakeforwardactionplansandprogrammesinDunfermlineandKirkcaldy,includingthetargetingofemptybuildingsandimprovingshop fronts.

•TheStAndrewsdesignguidelineswerepublishedin2011andprovideastrongdesignapproachforStAndrewsdevelopmentproposals.

•In2011/2012a1%publicartpolicywasintroducedforallmajordevelopmentsand

developmentsonprominentpublicfrontagesandisnowbeingimplementedinrelevantlocations.

•Positiveandproactivenegotiationsonunacceptabledesignfeaturesorlayoutsareafeatureofthedevelopmentprocessesandapartofthe“addedvalue”indevelopmentmanagement which we monitor on all applications.

•WorkinginpartnershipwithHousingandNeighbourhoodServices7sitesacrossFifeforaffordable housing were completed or under construction.

•TheFifeHousingInnovationShowcaseis a partnership with Kingdom Housing Association,FifeCouncil,FifeConstructionForumandGreenbusinessFifeNetwork.Theshowcaseelementwasthefirstphaseof27 new houses for social rent using different forms of Modern Methods of Construction. Thisistotest,trialandpromotesustainablehousing products.

•FifeCouncilandHomesforScotlandhavebeenworkingtogethertotacklesomekeyissuesforthehousingsector.Together,

theyhaveidentifiedtheneedforabetterappreciationofeachother’srequirementsandaspirations,principallytodelivereffectiveandviablehousingsitesthroughtheemergingLocalDevelopmentPlan(LDP)

•7detailedConservationAreaappraisalscompleted emphasising townscape and historicaldesigns,takingtotalinrollingprogramme 27 out of 48

•82applicationsrelatingtotreesandtreepreservationorders

•7DevelopmentBriefs,FrameworksandDesign Studies completed.

•TheConservationAreaRegulationScheme(CARS)inDunfermlinehasbeenveryeffective:

-4prioritybuildingsapproved-10shopfrontimprovementgrantsapproved-15smallgrantsapproved-1700sqmetresofpublicrealmimprovements

-Totalvalueofinvestmentspend(£2.8m)

•2shopfrontandbusinessdevelopmentgrantschemesstartedinLevenandLochgellywith37 businesses supported

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certainty

“FifeCounciliscommittedtoacultureofdeliveringconsistencyandcertaintytoapplicantsanddevelopers.It does this in a wide range ofways,butwillbelookingforfurtherqualitativeimprovementsin2012/2013”

the key elements are summarised below:

•Dedicateddevelopmentmanagementteamslinkedtotheplanninghierarchyofapplicationstoprovidecontinuity,experienceandfocus.

Innovationinhowweworkwithadedicated,multidisciplinarysupportteamprovidingconsistencyinvalidation,scanning,training,processandproceduraldevelopmentandsupport to the planning application processing teams.

•Consultationandpartnershipworkingwithkeyagenciesandotherconsulteesinalldevelopmentplanactivities.

•Collaborativeworkingwithothercouncilservicesandofficerstodeliverhighqualityeducation facilities eg Dunfermline High School.

•Publishedguidanceonapplicationvalidationrequirementsandinformationforapplicationsubmissions.

•Anupdatedwebsitewithaclearstructureandlayoutwhichincludeslinkstoallrelevantdocuments,formsandguidance.

•Allmajorapplicationsareprojectmanagedformallyorinformallytotargetdateagreedwith the applicant.

•TheCouncilhavebeenproactiveinaddressingissuesnotifiedbythehousebuildingindustryandbusinessesingeneral.(FifeChamberofCommerce and the Fife Construction Forum partnershipmeetings)–revisionofaffordablehousingpolicies,developercontributionsreviews,andreassessmentofeffectivehousinglandsupply.

commUnications, engagement anD cUstomer serVice

FifeCouncilisworkingtoputthecustomerfirst.Thebiennialresidentssurveytoldussatisfactionwithcouncilservicesisatanall-timehighwith94%satisfiedwithCouncilServicesand92%ofourcustomersfeelingwelltreatedbystaff.This continues to be an important area for planningservicesandwewillcontinuewithourcommitmenttowardsimprovedcustomerresponsivenessandeffectivecustomerchannels.Ourongoingreviewofour‘customerconnections’willprovidethefocusforthiswork.

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Toimproveourresponsestocustomers,wehaveundertakenanumberofsignificantinitiativeswhichhavetransformedthewayweinteractwithcustomers.Thishasincluded,

•Seniormanagementcommitmenttoall lessons learned and areas for staff improvement

•Rigorousreviewsofallexternaldecisionsandrecommendationstochallengeexistingprocesses/procedures eg Planning Appeals (DPEA)CustomerAppeals(SPSO),Customercomplaints,andlocalreviewdecisions

•Adedicatedcustomercontactcentrewithtrained staff and detailed customer scripts

•Guaranteedtelephoneappointmentsforcustomerswithplanners-seeFigure3.

•Updatedwebinformationtofacilitateselfhelp-see Figures 1and 5.

Thefollowingfigures,illustratethecustomertakeupoftheseservicesandtheinnovativenatureoftheworkonreducingtransactioncostsandprovidingprotectedtimeforplanningstaff.

•EPlanningspansbothstatutoryarmsoftheplanningservice-developmentplanninganddevelopmentmanagement.DevelopmentPlans are published online and the latest roundoflocalplansareavailableasinteractivedocuments allowing users to search maps for related policies and proposals. This will bedevelopedfurtherwiththenewFifeLocalDevelopmentPlan.

•DuringJanuarytoMarch2012,FifeCouncildealt with 61% of total planning applications online.Thiswasthe3rdhighestfigureinScotlandby%andvolumeofapplications

•FifehastakenaproactiveapproachtoPlanningInformationNotices(PINS)andthedirectlinkingofapplicationinformationtoFifeDirectforthebenefitofcustomers.

Figure 1: Fife Direct Planning Pages – The number of customer visits per month

Figure 2: Online Planning System – The number of customer visits per month

“FifeCouncil’sapproachtodevelopmentistotallyrefreshinginmyexperienceinScotlandandisunique–youtrulyareproactiveandhelpful.”PhilipThomson,ManagingDirector,Thomsonandpartners

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Figure 3: Customer Contact – Telephone Appointments

Thetotalnumberofdedicatedtelephoneappointmentsavailabletocustomers per month is 1292. These appointments can be scheduled with arangeofstaffwithintheDevelopmentManagementteam.Appointmentrequestsareguaranteedwithin2workingdays.

Thegraphbelowshowsthatonaverageonly32%ofcustomerappointmentslotsaretakenup.

figure 4: electronic mail to central Development management email address

figure 5: Permitted Development guidance – Number of views online

“DiageohasmadefourmajorinvestmentsinFiferecently,withavalueofalmosthalfabillionpounds.ThePlanningserviceinFifehashelpedmakeourinvestmentplansarealitybyensuringthatthesecomplexapplicationsareprocessedquicklyandefficiently,withasharedunderstandingoftheimportanceofourprojectdeadlines.”-RichardBesford,OperationsDirector,Diageo

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efficient anD effectiVe Decision making

DecisionmakinginFifeisbasedonadevolved7AreaCommitteestructure,astrategicPlanningCommitteeandFullCouncil,allinvolvedintakingplanningdecisions.Thisisanextendednetworkbutitprovideslocalaccountabilityandlocalinvolvementandall78councillorstakepartin planning decisions.

•ThecurrentSchemeofDelegationisbeingreviewedbutin2011/2012,90%ofalldecisions were delegated.

•DelaysindeterminingplanningapplicationsareinfluencedbyinternalfactorscontrolledbytheCouncil,andexternalfactorsoutwiththedirectcontroloftheCouncil.Internalinitiativesandprocessesinclude:-Caseloadmanagementbyseniorofficers-Monitoringofallapplicationscurrentafter12

months and not determined

•The3developmentmanagementteamsarebasedontheplanninghierarchycategoriesofapplications as summarised in 5.3

effectiVe management strUctUres

Planningisakeyfunctionwithinthecorporatestructure. It is reorganised as an essential componentasdevelopmentdeliveryandimplementation and complimenting the Councils widergoalsandobjectivessetoutinthesingleoutcomeagreementandtheFifeCommunityPlan.

•Weareleadingonreducingtransactioncostsandmaximisingmobileflexibleworkingarrangementswhicharecurrentlyinplacefor87%ofdevelopmentmanagementstaff.

Development management

Wehaveco-locatedallourdevelopmentconsent teams together in a single building andourorganisationalstructurekeepsalltherelevantteamsinasingleportfolio.Thisprovidesforprocessingofplanningapplications,listedbuildingsconsents,advertisementconsents,enforcementnotices,buildingwarrants,roadsconstructionconsentsandtakingenforcementaction.

•TheadministrationandsupportfordevelopmentmanagementePlanningis

focussedwithinasinglecentralgatewaywhich is also located within the same building so we are in a strong position to enable E Developmentinitiativesastheydevelopandgrowinduecourse.Thegatewayconceptisdesigned to be scaleable and as such would ultimatelyprovidearegistrationandworkflowhubfordevelopmentconsents.

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financial management anD local goVernance

During 2011/2012 the economic downturn continuedtoadverselyaffecttheFifeincomelevelsforplanning(andbuildingstandards)asthenumberofapplicationssubmitteddeclined,FifeCouncilmonitorstherevenuebudgetbyworkingcloselywithourfinancialsupportteam,regularmonthlymeetingsofourinternalbudgetscrutinygroupandthroughreportingtoCommittee.

WorkisbeingpilotedinbothPlanningandBuildingStandardsteamstoanalysetransactionscostsatadetailedlevel.Thisworkwill be included in the 2012/2013 PPF.

Thespecificfactsinthisfinancialyearwere:

•In2011/2012planningfeeincomerequiredcorporatefinancialassistanceof£580k.tomaintainplannedbudgetlevels.

•TheplanningperformanceelementofEPPShasagrossexpenditurebudgetof£3,423kandisdeliveredby7fteemployees.

•Thenetexpenditureis£2,060kasthereisanincometargetof£1,363k,derivedmostlyfromplanningapplicationfeeincomeof£1,228k.

•Sincethestartoftheeconomicrecession,therehasbeenasignificantdropinthisincomewhichpreviouslyranatc.£1,700kperyear.

•Thisdropinincomelevelsiscompoundedbytheneedtomakesavingssostrongfinancialmanagement is essential in the current climate.

cUltUre of continUoUs imProVement

AcultureofcontinuousimprovementiscentraltoFifeCouncil’sapproachtoperformance,qualityandoutcomesandisrecognisedbyallteamsandstaffascorebusinessonthejourneytoexcellence.

Delivery of Service improvements in 2011/2012

LastyearsImprovementPlansetoutarangeofprioritisedimprovementswhichwereimplemented/introducedduringtheyear.Theseincluded:

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•FasttrackteamestablishedacrossFifetofocus on 90% householder applications within 2months,nowbeingconsistentlyachieved

•Creationofnewspecialistandsupportsectionto implement all new Planning Reforms and tore-focusonprocessandperformanceimprovements(existingresourcesre-aligned)

•ComprehensivereviewofallinternalprocessesfollowingonfromFifeExcellenceModel(FEM)andnewprocessmanagementsystemsinstalled.(Providesallkeyinformationonaconsistent basis to all members of staff in the sameconvenientelectronicformat)

•SeniorManagementfocuswithinDevelopmentandBuildingsonweeklyperformancestatistics and major applications.

•Fasttrackingofallmajor/inwardinvestmentproposals resourced

byCrossServicestaffledbySeniorManager.E.g.Diageo,Fife

EnergyPark,Amazon.•AuditofalloutstandingSection75Agreementsandagreedactionplanforre-assessment and conclusion.

•ResponsiveactionstoimplicationsofeconomicdownturnbyreviewingconditionsandSection75requirements,consideringre-phasingofdevelopmentsandchangestohousetypesandlayoutsetcandapprovedwhere considered appropriate.

•UpdatingofexistingLEANmanagementprinciples and processes.

•Implementingbusinessrelatedefficienciesatthe same time as reductions in staff numbers

•Furtherdevelopmentofthemed/functionalteamstorespondtotheplanninghierarchy

•Implementationoflessonslearnedfromcomplaints,reviews,appeals,andSPSOrecommendations are responded to proactively

“TullisRussellhasinvestedheavilyinitscampusoverthepastfewyears,andwe’vehadgreatassistancefromEnterprise,Planning&ProtectiveServicestohelpshapeourlongtermestatesstrategy.ThefactthattheCouncilhasbeenabletorespondflexiblyandquicklytoourbusinessneedshashelpedusaccelerateinvestmentandsafeguardemploymentattheMarkinchsite.”ChrisParr,ChiefExecutive

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MuchoftheevidencetosupportFifeCouncilsperformanceandachievementsisdocumentedin Committee reports and papers.

Afulllistofourkeypublications,customerguidance,planningproceduresetcisavailableonFifeDirect:

www.fifedirect.gov.uk

WeblinksarealsorelevanttoDPEAwebsite: www.dpea.scotland.gov.ukandInvestinFife:

www.investinfife.co.uk

5. sUPPorting eViDence

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In 2011/2012 we continued to embed the new planning and building processes and procedures andtoprioritiseourworkinassistingdevelopersout of the economic downturn.

Lookingaheadin2012/2013freshchallengeslie ahead in relation to continued reduced public sectorfundingandwewillrequiretoreviewcurrentresources,andprocessesandhowwemanage our business.

Specificinitiativeswillinclude:

•ThespecificimprovementareassetoutinAuditScotland’sReport“MonitoringthePlanningSystem”(September2011).

•AnActionPlanrespondingtotheFederationofSmallBusinessesManifesto(May2012)

•FifeCouncilcurrentlyoperatesadecentralised,local area committee arrangement for consideringnon-delegatedapplication(7AreaCommittees).Thisarrangementiscurrentlybeingreviewedtoassessoptionsformoreefficientandproportionatedeliveryofplanningdecisions.

•FifeCouncil,theCommunityPlanningPartnershipandtheFifeEconomyPartnershiparecollectivelyworkingtowards“FifeisaCentreofExcellenceinRenewableEnergyandLowCarbontechnologies”.

•AnupdatedversionoftheEnforcementCharter will be published in 2013 although it is uptodateandrelevant.

•FurtherenhancementswillbemadetoourwebsiteonFifeDirecttosimplifyinformationaccess for customers and to further embrace new social media channels.

•Acontinuedfocusonsustainabledevelopmentand implementation of the Council’s SustainabilityStatementandChecklistinitiativeslinkedtobuildingstandards.

•EBuildingStandardstofollowonfromEPlanningtoimprovecustomeraccessfor building warrants as part of Scottish GovernmentreviewofEPlanningfunding.

•Aradicalreviewofallouractivities,howwedeliverservicesandourofficespacesinthelight of increasing pressure on the public sectorbudgettoensurecontinuedvalueformoneyandefficientandeffectiveserviceprovision.

•Reductionintargettimesfromreceipttoregistration/validation–targetmaximumof5workingdays

•Continuedfocuson“customerconnections”andtheintroductionofcustomeridentifiedimprovementsandchanges.

•Streamlinedandfasttrackmanagementofalllegal agreements.

•Enhancedcommitteeanddelegateddecisionmakingarrangements

•FasterandleanerDPEAappealprocessingarrangementstocomplywithDPEAtargettimescales.

•Newmanagementapproachtolocaldevelopmentapplicationstospeedupresponse times for decisions.

6. serVice imProVements 2012 - 2013

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FifeCouncilprovidesPlanning,EconomicDevelopment,EmployabilityandEnvironmentalServicesataconsistentlyhighlevelasevidencedbydeveloper,applicantandcustomerfeedback.During2011/2012ithasperformedwellindifficultcircumstanceswithstaffreductions,internalchangesandmergesofservicesandanofficeandservicemovetoasingleofficelocationbutthereareareasofcustomerresponsivenesswhichrequiretobeimprovedupon.

key highlights during 2011/2012 have included:

•Significantreductionintransactionandofficeaccommodation costs.

•Asuccessfultrackrecordoffasttrackinglargescaleinwardinvestmentstoplannedprojecttimescales.

•Theapprovalof2furtherwindfarms.•Workingeffectivelywithpartnerstoshowcase

sustainable housing construction.•FurtherimplementationofthesuccessfulCharretteexerciseinLochgellywiththeScottishGovernmentandotherpartnerorganisationswhichmarksastepchangeinlocalcommunityregenerationandpublicparticipation.

•ThesilverjubileecupRTPIawardtoTAYplanstrategicdevelopmentplanningauthority

•100%activeparticipationinScottishGovernmentconsultationexercises

7. conclUsions

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Areas which have been identified for focussed improvements during 2012 /2013 include:•Improvedandtargetedcustomercareandresponsivenesslevels.

•Processandtimescaleimprovementsforalllocaldevelopmentapplications

•Addressingthepoorqualityofapplicationsubmissions

•Anew,integratedapproachtosection75andother legal agreements.

We want to build on our successful achievementsandtoimproveareasofinternalunderperformance,althoughwerecognisethat these are considered to be at the margins ofperformanceandnotsubstantive,structuralmatters.Fife Council considers that the PPF approach to performance and outcomes is a sound and appropriate approach which it wishes to consolidateandimprovewherenecessary.Suggestions for change will be submitted to the Heads of Planning Scotland and the ScottishGovernmentforfurtherdiscussionand consideration in rolling forward the PPF for 2012/2013.

ThePPFrequirestobereadinconjunctionwiththeSLAED(ScottishLocalAuthorityEconomicDevelopment)andLABSS(LocalAuthorityBuildingStandardsScotland)scorecardsandperformanceapproacheswhichsimilarlyshowcaseeconomicdevelopmentandbuildingstandardsperformance,servicestandardsandoutputs.

contact anD commUnication

ThisPPFhasnotcoveredeveryaspectofFifeCouncils performance on planning matters and it has not listed all the different team achievementsandoutputs.IthasobviouslyfocussedonthehigherlevelandmoreobviousachievementsasrequiredbythePPFtemplate.

Fife Council welcomes comments about theservicesprovided,suggestionsforimprovementsandendorsementsofgoodpractice.

IfyouwishtoprovidecommentsoryourequireanyfurtherinformationonthecontentsofthePPF,theavailablesupportingevidenceoryouwishtoenquireaboutotherareasofperformanceandachievementthenpleasecontact:

JimBirrell,SeniorManagerDevelopmentandBuildingsEnterprise,Planning&ProtectiveServicesFifeCouncil,KingdomHouse,Glenrothes,FifeKY7 5LYTelephone 08451555555,ext442288Email jim.birrell@fife.gov.uk

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aPPenDix 1: official statistics

Decision making: timescales

category Total number of decisions

Proportion of decisions

average time (weeks)1

all major Developments 20 58.3all local Developments2 2,014 14.2all local developments (non-householder)

Local:lessthan2months 278 32.4% Local:morethan2months 581 67.6% 30.9

Householder developments Local:lessthan2months 939 81.3% Local:morethan2months 216 18.7% 12.9

Housing DevelopmentsMajor 10 64.9Local:lessthan2months 59 19.3% Local:morethan2months 246 80.7% 41.5

Business & industryMajor 3 77.7Local:lessthan2months 62 33.5% Local:morethan2months 123 66.5% 23.0

eia Developments 8 73.3other consents 580 11.5Decision making: aPPlications sUBJect to3

Planning/legal agreements 72 90.5Localreviews3 22 11.4

Decision making: local reViews anD aPPeals5

Total number of decisions

original decision upheld (%)

Localreviews 22 59.1%

Appeals to Scottish Ministers 52 51.9%enforcement actiVity numberCasestakenUp 29 NoticesServed 29 Reports to Procurator Fiscal 0Prosecutions 0

1.Averagetimeiscalculatedfromthedataofvalidationtothedatethedecisionisissued.2.ExcludesEIADevelopmentsandOtherConsents3.Theseapplicationsareincludedinthecategoriesabove.4.TheaveragetimeforLocalReviewsiscalculatedfromLRBreceiveddatetoLRBdecisiondate.5.Applicationsinthissectionsarebasedondecisionsmadein2011/12byLRBsandScottishMinisters.

5252/JAN13