PLANNING PERFORMANCE FRAMEWORK 8 Council As Chair of the Planning & Regulatory Services Committee I...

PLANNINGPERFORMANCEFRAMEWORK

ANNUAL REPORT 2018 - 2019

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Cullen - Special Landscape Area

2018/19 Planning Performance Framework

CONTENTSPART 1 Qualitative Narrative and Case studies

1.1 Quality of OutcomesCASE STUDY 1 Bilbohall MasterplanCASE STUDY 2 Elgin South, ElginCASE STUDY 3 Kinloss Golf Course MasterplanCASE STUDY 4 Stynie Road, MosstodlochCASE STUDY 5 Local Landscape designations area reviewCASE STUDY 6 56-66 Mid Street, Keith 2005 - 2018

1.2 Quality of Service and EngagementCASE STUDY 7 Community Council Engagement & Training

EventCASE STUDY 8 Pilot GatecheckCASE STUDY 9 Validation of Planning Applications –

Part 2 & Streamlining Construction Environmental Management Plans (CEMP’s)

1.3 GovernanceCASE STUDY 10 Processing a National Planning Application

– Cross Boundary with Aberdeenshire Council

1.4 Culture of Continuous ImprovementCASE STUDY 11 Placemaking tour for elected membersCASE STUDY 12 Uniform Enterprise Project – Case

Management

PART 2 Supporting Evidence

PART 3 Service Improvements 2019/20

PART 4 National Headline Indicators (NHI’s) 2018/19

PART 5 Official Statistics

PART 6 Workforce Information

PART 7 Planning Committee Information

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Elgin Sports Centre


FOREWORDevents for Community Councils and ElectedMembers and how we continue tostreamline our processes to improve thequality of service delivered.

Service improvements and actions havebeen identified and I look forward to thefurther changes to the planning systemwhich the new Planning (Scotland) Bill willintroduce, with one of our case studiesexplaining our participation in a pilotGatecheck process to prepare an EvidenceReport as a replacement for the Main Issuesreport in future.

Councillor David BremnerChair of the Planning and RegulatoryServices CommitteeMoray Council

As Chair of the Planning & RegulatoryServices Committee I am delighted toendorse the Planning PerformanceFramework for 2018/19, as the last 12 monthshas seen significant progress on preparingthe new Local Development Plan for Morayand seen a number of significant majorplanning applications determined,supporting economic growth and creatingmuch needed homes and employmentopportunities for people in Moray, as well asthe infrastructure to support growth.

The new Local Development Plan hasprogressed from Main Issues Report stagethrough to Proposed Plan, winning anational award for the Youth Engagementfilm made by Buckie High School pupils. Anumber of private and affordable housingprojects have been built and the new MoraySports Centre is nearing completion.

A number of case studies have beenincluded in this report, which cover a rangeof topics and demonstrate how MorayCouncil provides a high quality planningservice and how it works in partnership witha number of key agencies and stakeholders.The case studies include work we havecompleted on Masterplans approved atBilbohall, Elgin and Kinloss Golf Course, areview of local landscape designations,delivery of a first phase of development atElgin South, engagement and training

1.1 QUALITY OF OUTCOMESDelivering high quality and sustainable development is a key aspiration of both national andlocal planning policies and the Council has continued to work with partners to ensureimprovements in outcomes are secured. A key aspect has been the work that has continuedon longer term masterplans, development briefs and the Quality Audit process which are alltools the Council use to help raise the standards of design in places that are being created.Project meetings have also played a large part of our work over the last 12 months, especiallywith Elgin South which encompasses the delivery of a sports centre and primary school asthe first phase of this large development which also includes large scale private andaffordable housing elements.

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CASE STUDY 1BILBOHALL MASTERPLAN

LOCATION: Bilbohall, Elgin

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO: Quality of Outcomes,Quality of service and engagement

KEY MARKERS: 7, 11Local Development PlanProduction of regular and proportionatepolicy advice

KEY AREAS OF WORK:Design, Conservation, Environment,Greenspace, Masterplanning, HousingSupply, Interdisciplinary Working,Collaborative working, Placemaking

STAKEHOLDERS INVOLVED:Moray Council Housing, Planning,Transportation and Consultancy Services,Grampian Housing Association, ScotiaHomes.

PART 1Qualitative Narrative and Case studies


OVERVIEW: The Bilbohall Masterplan setsout the shape and form that developmentwill take on sites identified for developmentin the south west of Elgin in the Moray LocalDevelopment Plan 2015. The Masterplan andassociated appendices were approved asSupplementary Guidance to the LDP2015 bythe Planning and Regulatory ServicesCommittee on 13th November 2018.

The Masterplan was produced through acollaborative process with the Moray Counciland the Bilbohall Consortium, whichcomprises the various landowners of themasterplan area’s respective sites. Bilbohallprovides an opportunity to create anattractive, high quality, mixed tenureresidential neighbourhood.

The Masterplan sets out design principles forthe development of Bilbohall, which consistsof sites R3, R4, R12, OPP7 and CF2 designatedin the LDP2015. The design principles mustbe reflected in planning applications forthese sites. The masterplan ensures astrategic approach is taken to the provisionof the built form, infrastructure, tenureintegration, transportation and connectionsto surrounding areas, open space, recreation,walking and cycling and the integration oflandscape, woodland and structure planting.

The Masterplan provides for a residentialdevelopment of around 380 houses, of which56% are proposed to be affordable.

GOALS: The goals were to prepare aMasterplan which covered a number of sitedesignations to the south west of Elgin andembraced Designing Streets principles toprovide a high quality housing developmentwithin a high quality and diverse landscapesetting, adjacent to a local wetland wildlifesite and including rounded, sometimeswooden knolls as key features. The goal was to provide more than 50%affordable houses across the site and toensure that the development would befinancially viable.

OUTCOMES: The Masterplan is nowapproved as supplementary guidance andsets the framework for approximately 380houses split into different character zones.The Consortium are now moving forward toprocure detailed design and build phase.

NAME OF KEY OFFICEREily Webster, Senior Planning [email protected]

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OVERVIEW: Delivery of the first phase of aMajor development which has been thesubject of a Masterplan and early delivery ofhousing and a primary school.

GOALS: To ensure a coordinated projectmanaged approach was adopted to ensurethe requirements set out in both planningconditions and S.75 legal agreements wereadhered to and ensure that communicationthrough the holding of regular monthlymeetings with agreed actions prevented anystalling in terms of implementation.

OUTCOMES: High quality development onthe ground in a short timescale assisted by aproject managed approach by ensuring allinternal services were working together todeliver the same outcome.

NAME OF KEY OFFICERJim Grant, Head of Development [email protected]

Beverly Smith, Development Management &Building Standards Manager [email protected]

Gary Templeton, Principal Planning [email protected]

CASE STUDY 2ELGIN SOUTH, ELGIN

LOCATION AND DATES:Elgin, 2018/19

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of outcomes, Quality of Service &Engagement

KEY MARKERS: 2, 3 and 12

KEY AREAS OF WORK:• Process Improvement• Corporate Working• Master Planning• Affordable Housing• Interdisciplinary Working• Project Management

STAKEHOLDERS INVOLVED:Head of Service, Planning, TransportationOfficers, Flood Risk Management Officers,Legal Officers, Affordable Housing Manager,Education Project Officer, Developers ProjectTeam


CASE STUDY 3 KINLOSS GOLF COURSEMASTERPLAN

LOCATION AND DATES:Kinloss Golf Course, Kinloss, Moray

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of outcomes, Quality of Service &Engagement

KEY MARKERS: 7, 11Local Development PlanProduction of regular and proportionatepolicy advice.

KEY AREAS OF WORK:Design, Environment, Greenspace,Masterplanning, Housing Supply, RuralHousing, Interdisciplinary Working,Collaborative Working, Placemaking.

STAKEHOLDERS INVOLVED: General public and key agencies

OVERVIEW: Kinloss Golf Course is anidentified development hotspot due to thecumulative build-up of housing on the edgesof the golf course. To promote a moresustainable pattern of growth and to helpaddress the landscape and visual impactsassociated with this build-up of houses, the

area was identified as a new rural groupingwith a requirement for the preparation of aMasterplan.

The purpose of the Masterplan is to promotea sensitively sited, high quality ruralresidential/tourism development thatprovides a framework for the long termmaintenance of the existing woodland andassists in the delivery of the economicdiversification of the golf course. The Masterplan has been subject to publicconsultation and an event was jointly hostedby Moray Council, Kinloss Golf Course andMAKAR to engage with existing residentsliving within the Masterplan area andsurrounding neighbours.

GOALS: The goal is to create a unique highquality development with distinct character,where development sits in a rich diversewoodland setting. Sustainable developmentis promoted through clustering ruraldevelopment and creating an exemplar incontemporary sustainable timber design andoffsite construction. The development willalso deliver long term enhancement of theexisting woodland and the creation of a newcommunity woodland.

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A woodland management plan supports theMasterplan to deliver significantenhancement of the amenity, cultural,environmental and economic value of thewoodland by integrating the woodland withsustainably constructed buildings. Theproposed new woodland planting will resultin a net increase in woodland cover acrossthe Masterplan area.

A first phase planning application isexpected in summer 2019.

NAME OF KEY OFFICER:Emma Gordon, Planning OfficerEmail: [email protected]

Neil Sutherland, MAKAR LtdEmail: [email protected]

OUTCOMES: The Masterplan is nowapproved as supplementary guidance andsets a framework for the delivery of 20 ruralhousing plots, 16 holiday cabins and 6glamping pods within the wooded setting ofthe golf course.

A design code has been embedded withinthe Masterplan, key features of which includea timber first policy, whereby all buildingsmust be timber framed and substantiallytimber clad. Houses must be positioned towork with the contours of the site, avoidingexposure on any ridgeline and views fromthe A96. New housing must be acontemporary interpretation of traditionalrural housing, utilising high quality roofingmaterials including slate and turf (living roof).There is also a requirement for a neutralmuted colour palette to complement thenatural woodland setting.

Examples of homes within woodland in Northern Scotland


Ensuring the children’s play area will beprovided in the first phase has been asignificant shift away from delayed provisionof play provision. Character and identity hasbeen improved through identification ofcharacter areas, through variation inmaterials and use of colour and throughstreet design and landscaping.

OUTCOMES: Planning consent has beengranted for a first phase of affordablehousing. Officers worked together to securea different design and layout approach, withhigh quality, multi- functional open spaceswhich promote health and well-being andbiodiversity.

NAME OF KEY OFFICER:Gary Templeton, Principal Planning [email protected]

CASE STUDY 4 STYNIE ROAD MOSSTODLOCH

LOCATION AND DATES:Stynie Road, Mosstodloch

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of outcomes

KEY MARKERS: 3, 12Early collaboration with applicants andconsultees on planning applications.

KEY AREAS OF WORK: Environment, Health and Well-being,Greenspace, Interdisciplinary working,Housing Delivery, Placemaking.

STAKEHOLDERS INVOLVED:Moray Council officers from Planning,Housing and Transportation, SpringfieldProperties plc.

OVERVIEW: Officers from Planning, Housingand Transportation worked closely withSpringfield Properties plc on the design forthis site. Mosstodloch has seen very limitedhousing development in recent times andCouncil officers were keen to promote a moreDesigning Streets approach to this site whichis designated in the Local Development Plan.Officers wished to promote aspects of theemerging Moray Local Development Plan2020 policies, notably in promoting adesigning streets approach to the road andactive travel connections, more multi benefitgreenspace, integrating natural SUDs into thedesign, planting for biodiversity, sensorygarden adjacent to housing for older residentsand ensuring open spaces provided safe,inclusive links into the countryside, providingopportunities to rest and reflect, provision ofcolour and variation in planting within openspace.

prepared a brief for the work. Carol Anderson,landscape consultant was commissioned toreview the suite of designations and proposeone set of local landscape designations.

A draft report identifying a suite of SpecialLandscape Areas was reported to thePlanning and Regulatory ServicesCommittee on 18th September 2018 and wasthen made available for public consultationfor 6 weeks, which included a drop inexhibition. Responses were reported back toCommittee on 18th December, when anumber of minor changes were made andthe Committee agreed that the new SpecialLandscape Areas be included in theProposed Plan.

GOALS: Remove duplication between locallandscape designationsIdentify Moray’s special landscapes and theirreasons for designationRaise awareness of the importance ofMoray’s diversity of landscapes

OUTCOMES: A new suite of SpecialLandscape Areas has been incorporated intothe Proposed Plan.Recorded evidence base explaining thereasons for designation.

NAME OF KEY OFFICERKeith Henderson, Planning [email protected]

Darren Westmacott, Planning [email protected]

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CASE STUDY 5 LOCAL LANDSCAPEDESIGNATIONS AREA REVIEWLOCATION AND DATES:Moray

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of Service and EngagementCulture of Continuous Improvement

KEY MARKERS: 7, 11Local Development PlanProduction of regular and proportionatepolicy advice, for example throughsupplementary guidance on informationrequired to support applications.

KEY AREAS OF WORK:Local Development Plan, Environment,Landscape.

STAKEHOLDERS INVOLVED: General public, Scottish Natural Heritage,Moray Council planning staff.

OVERVIEW: The 7 Areas of Great LandscapeValue identified in the Moray LocalDevelopment Plan 2015 carry on from theprevious plans and identify broad brush areaswhich have no recorded evidence basesetting out their reasons for designation. TheAGLV designations also created some overlap,duplication and confusion with other locallandscape designations, including the CoastalProtection Zone, Countryside Around Townareas and Pluscarden Special Areas of Control.This has been a long running problem whichhas undermined the designations. Planningofficers were keen to address this issue andset up a working group with SNH staff who


OUTCOMES: This scheme highlights thebenefits of investing staff resources into pre-application discussions and is essential todelivering high quality development in theright place. The result saw 8 Category Blisted buildings removed from the Buildingsat Risk Register and, as a key priority site ofthe Keith CARS project, contributesignificantly to the regeneration of MidStreet. Without extensive pre-applicationdiscussions and engagement with keystakeholders the scheme presented wouldnot have gained planning and listed buildingconsent. The importance of accuratelydefining the heritage impact of thedevelopment was critical to the success ofthe project. Having one point of contact andensuring that the Planning Officer providingthe pre-application advice and then makinga recommendation on the application isessential to delivering development on theground.

NAME OF KEY OFFICERCraig Wilson, Planning Officer (Listed Buildings and Conservation Areas)[email protected]

CASE STUDY 6 56-66 MID STREET, KEITH 2005 - 2018

LOCATION AND DATES:56-66 Mid Street, Keith – 2005 - 2018

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Culture of continuous improvementGovernanceQuality of Outcomes

KEY MARKERS: 2 & 3

KEY AREAS OF WORK:• Development Management processes• Planning Applications• Conservation• Design• Interdisciplinary Working and CollaborativeWorking

STAKEHOLDERS INVOLVED: Local developers, Authority Planning Staff,Authority Other Staff, Historic EnvironmentScotland (CARS)

OVERVIEW: This was an historic case thathad stalled over the detail and quality of theproposal to re-develop 8 existing buildings atthe top of Mid Street/Reidhaven Squareincluding demolition of sub-standardoutbuildings to rear to create additionalresidential and retail units. A series ofdetailed pre-application discussions thescheme was amended before being re-submitted. There were further changes tothe design, materials and also to the designof the flats to the rear so that the final formof development would preserve and enhancethe listed buildings and the widerconservation area.

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Consultation on the Proposed Plan involveda series of 5 drop in exhibitions at maintowns around Moray and a series ofmeetings with key stakeholders andstatutory consultees. 366 responses to theProposed Plan were received which werereported to a special meeting of thePlanning and Regulatory ServicesCommittee on 25th June 2019 and theProposed Plan and unresolved objections willbe submitted during summer 2019 toScottish Ministers with a request for anExamination. This is ahead of the scheduleidentified in the 2018 and 2019 DevelopmentPlan Scheme, principally due to astreamlined process introduced forregistering and responding torepresentations and to fewer objectionsbeing submitted than anticipated, whichcould be partially attributed to carrying outneighbour notification at Main Issues Reportstage and Proposed Plan stage.

Major developments that have beendelivered on the ground during 2018/19include Macallan Distillery, housing(affordable and private housing) schemes inForres, Elgin and Buckie. A major wind farm,Dorenell has nearly been completeddelivering a major S.36 project of 50 windturbines.

The case study on Youth Engagement,featured in PPF7, won an award at theScottish Awards for Quality in Planning in2018. The project showcased a short filmmade by Buckie High School pupilsregarding the local planning issues in Moray.Consultation on the Main Issues Report wascompleted at the end of March and a reportsummarising the consultation and responsesreceived was considered at a special meetingof the Planning and Regulatory ServicesCommittee on 25th September 2018. Theseresponses helped shape and inform theProposed Plan which was approved at aspecial meeting of the Planning andRegulatory Services Committee on 18thDecember 2018 and then made available forpublic consultation between 7th January and15th March.

Proposed Plan Exhibition

1.2 QUALITY OF SERVICEAND ENGAGEMENT

We have engaged with a number of ourpartners over the last twelve months withboth internal service departments such asour affordable housing and flood riskmanagement teams with a specific focus ondelivering affordable housing sites. Inaddition we have held two evening trainingsessions for all our Community Councils toexplain how we deal with planningapplications and how to make sure their roleis effective. As part of the engagement weproduced a guide for Community Councillorsuse explaining how the planning systemoperates and their role fits into it.

The planning service offers to meet early inthe design process with developers to frontload the application process and in somecases this has helped with a morestreamlined process and better quality ofoutcomes. Through the Quality Auditingprocess, officers engage with developers toidentify mitigation actions required to ensureapplications achieve the requirements of thePlacemaking policy in the LocalDevelopment Plan 2015. Officers also engagewith potential inward investors in helping toidentify potential sites.


Members at Inverness College/UHI

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CASE STUDY 7COMMUNITY COUNCILENGAGEMENT & TRAININGEVENT

LOCATION & DATESElgin High School 17 & 23 April 2019

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of service and engagementCulture of continuous improvement Community EngagementGovernanceQuality of Outcomes

KEY MARKERS: 12 and 13

KEY AREAS OF WORK:Community Engagement Corporate WorkingSharing knowledge with CommunityCouncils

STAKEHOLDERS INVOLVED:Community Councils, Community Liaison,Transportation, Development Management,Enforcement & Building Standards Officers

OVERVIEW: Engagement with CommunityCouncil and the provision of training tookplace over two evenings through the use ofpresentations, workshops and Q & A sessions.

GOALS: Improve engagement withcommunity councils and provide a guide tothe planning system aimed at helpingcommunity councils to understand the rolethey play in the planning system.

OUTCOMES: Sharing ofknowledge/information with CommunityCouncillors and developing relationships toassist with governance and procedures.Understanding how transportation officers,planning, enforcement and buildingstandard officers all work together in thepublic interest. A guide for CommunityCouncillors to the planning system wasproduced and added to the web site.

NAME OF KEY OFFICERS:Jane Martin, Community Liaison [email protected]

Beverly Smith, Development Management &Building Standards Manager [email protected]

CASE STUDY 8 PILOT GATECHECK

LOCATION & DATES: September 2017 toJune 2018

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of Outcomes, culture of continuousimprovement

KEY MARKERS: 7, 10, 12, 13

KEY AREAS OF WORKLocal Development Plan• Cross sector stakeholders, includingindustry Agencies and ScottishGovernment, engaged early (pre-MIR) indevelopment plan preparation.• Corporate working across services toimprove outputs and services for customerbenefit (for example: protocols: joined upservices: single contact: joint pre-applicationadvice).• Sharing good practice, skills and knowledgebetween authorities.

STAKEHOLDERS INVOLVED:Scottish Government Planning Division,DPEA Reporters Unit, Homes for Scotland,Scottish Forestry, SEPA, SNH, Moray CouncilPlanning, Transportation, Moray CouncilEducation, Transport Scotland, JointCommunity Councils, HIE.

OVERVIEW: The Council worked inpartnership with the above stakeholders aspart of a pilot for the new Gatecheckprocedure being introduced through thePlanning (Scotland) Bill. A working groupwas set up with regular meetings held inAviemore to explore the possible purposeand process for a Gatecheck, as a form ofensuring that a robust and up to dateevidence base was in place prior to planning


authorities progressing through the nextstages of the Local Development Planprocess. The Working Group consisted ofplanners from Moray Council and ScottishGovernment, an officer from Homes forScotland and a Reporter from the DPEA. Thisgroup engaged with a larger group of keystakeholders to test the evidence andsupport the pilot project.

A procedure drawing was prepared settingout the steps the Gatecheck would gothrough, a sample Gatecheck report wasprepared with a workshop for keystakeholders. A presentation on the pilotproject was given at the NationalDevelopment Plans Forum in April 2018.

GOALS: To trial and pilot a Gatecheckprocess, what the process might look like,who might be involved and what evidencewould be scrutinised.

OUTCOMES: Procedural drawing ofGatecheck process.Sample Gatecheck Evidence Report chapters.Shared learning and understanding.

NAME OF KEY OFFICERS:Gary Templeton, Principal Planning [email protected]

Eily Webster, Senior Planning Officer,[email protected]

CASE STUDY 9VALIDATION OF PLANNINGAPPLICATIONS – PART 2 &STREAMLININGCONSTRUCTIONENVIRONMENTALMANAGEMENT PLANS(CEMP’s)

LOCATION AND DATES: Moray Council Elgin,January & July 2019

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO:Quality of service and engagementCulture of continuous improvement Community EngagementGovernanceQuality of Outcomes

KEY MARKERS: 1, 3, 6, 12 & 13

KEY AREAS OF WORK:Reducing average timescales for decisionmakingProcess ImprovementCorporate WorkingEarly Collaboration with applicants/agentsEnvironmentPlanning Applications

STAKEHOLDERS INVOLVED:Planning Officers, Flood Risk ManagementOfficers, Agents, Developers, SEPA & SNH

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OVERVIEW: A review of the increasedvalidation requirements following thepublication of the Heads of PlanningValidation Guidance Note and Otherconsents and progress made over the first 12months of increasing validationrequirements. In addition a review ofConstruction Environmental ManagementPlans (CEMP’s) in terms of planningconditions was undertaken.

A workshop and training sessions were heldand attended by 20 agents/developers withcontributions from Flood Risk, Members,SEPA and Building Standards.

OUTCOMES: Streamlining of process.Sharing of knowledge/information withinternal and external consultees.Improving monitoring of environmentaloutcomes.Front loading planning applications with thenecessary supporting information andimproving decision making timescales.Environmental improvements and highquality delivery of development on theground.

NAME OF KEY OFFICERS:Beverly Smith, Development Management &Building Standards Manager [email protected]

Alison Wilson, Senior Planning Officer, [email protected]

Jennifer Heatley, Planning Officer, [email protected]

Will Burnish, Senior Engineer, Flood Risk [email protected]

1.3 GOVERNANCEDecision MakingOur governance is underpinned by thePlanning & Regulatory Services Committeewho meet every two months and any specialmeetings that are required to be held tomeet developers’ timescales and delivery ofprojects that are funding constrained, theseare arranged with the prior agreement of theChair. Three Special meetings were held in2018 to deal with the Local DevelopmentPlan and a Pre-determination Hearing. All ofthe committees can be viewed through theweb cam facility. The delegation schemewas reviewed by the Planning & RegulatoryServices Committee in January and approvedby Scottish Ministers in February 2019. Thishas assisted with decision makingtimescales. In terms of decision making94.6% of applications were approved with97.5% under delegated powers by theAppointed Officer. The Major and Strategicdecisions are made by the Planning &Regulatory Services Committee in line withScottish Government Policy. The LocalReview Board meets every six weeks and 28were held over the year with 61% of decisionsbeing upheld.

StaffingIn 2018 a further restructuring has beenundertaken which has resulted inDevelopment Management being managedby one Manager shared with BuildingStandards, see staffing structure in Part 6.This has created two Senior BuildingStandards Officer posts, an additional part-time Planning Technical Assistant (additionalcover Monday – Friday) and a reduction inDevelopment Management Officerresources. This has required our face to faceduty officer service to be restricted to atelephone service only between 2pm and4pm Monday to Friday.


Our customer service has improved as we arenow able to return calls in the order they arereceived, no longer leave customers waitingto be seen or turn those away who arrive inthe morning. Development ManagementOfficers are also able to attend meetings asand when required during the duty slotmaking them more flexible and be readilyavailable when needed.

Discretionary ChargingFollowing the introduction of discretionarycharges for preliminary advice anddetermining whether or not planningpermission is required for proposeddevelopments in November 2017 a reviewwas undertaken and these charges wereupdated along with introducing charging fornon-material variations requests. The resultof this has enabled staff resources to be re-directed. Lower number of preliminaryenquiry requests and informaldeterminations have been received and as aresult reduced response times andimproving our level of customer service hasoccurred.

Average PerformanceIn terms of average performance during2018/19 we have maintained our averagetimescales across householder developmenttypes but made improvements across localand major developments as a result ofredirecting our resources with more beingconcentrated on major and large residentialdevelopment types. We have no legacycases in the system with the last one beingissued in June 2019. We have only reportedone application back to committee due to itnot being issued as a result of the S.75 butsince then this has now been improved.

Our continued use of project plans andprocessing agreements and workingcollaboratively with developers and agentshas resulted in none of our planningapplications been appealed against for non-determination. This locally for a ruralauthority is an important outcome and

OVERVIEW: A national planning applicationwith a boundary shared with AberdeenshireCouncil involved pre-application discussionand agreement, timing of determination andprocessing of a national planning applicationto meet an applicants short timescale. Theuse of a processing agreement signed byboth authorities ensured that the processingof this application at a pre-determinationhearing meet expectations and needs of theapplicant.

OUTCOMES: Streamlining of processSharing of knowledge/information withinternal and external consulteesImproving monitoring of environmentaloutcomesFront loading planning applications with thenecessary supporting information andimproving decision making timescales.

NAME OF KEY OFFICER: Neal.Macpherson, Principal Planning [email protected]

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demonstrates that we are committed todelivering high quality development on theground by working in partnership to deliverlocal outcomes in terms of both affordableand private housing as well as developmentsthat support infrastructure and createemployment.

LOCATION AND DATES:Moray Council & Aberdeenshire 2017 & 2018

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TOINCLUDES: Quality of service andengagementGovernanceQuality of Outcomes

KEY MARKERS: 1, 2, 3, 11 & 12

KEY AREAS OF WORK:Reducing average timescales for decisionmakingProcess ImprovementCorporate WorkingEarly Collaboration with applicants/agents

STAKEHOLDERS INVOLVED: PlanningOfficers, Agents, Developers, Internal &External Consultees, Aberdeenshire Council

CASE STUDY 10PROCESSING A NATIONAL PLANNING APPLICATION – CROSS BOUNDARY WITH ABERDEENSHIRE COUNCIL

1.4 CULTURE OFCONTINUOUSIMPROVEMENT

Officers are encouraged to be creative andinnovative, exploring new ways of working.The Council is supporting a trainee planningofficer through Open University moduleswhich will be complete July 2019, theneligible to enrol on an MSc Open Universitycourse on Urban and Rural Planning. TheDeveloper Obligations officer is also beingsupported in undertaking distance learningmodules to study towards MSc Urban andRural Planning.

The planning service has continued over thelast 12 months to embed a culture ofcontinuous improvement into its delivery ofthe services, despite the challengingfinancial climate. The Service Plan is updatedannually and as a document is a record ofproposed service improvements for 2018/19and really focusses in on those changes thatare required by legislation, the introductionof new technology and customer demand.

A number of training events, many shared,ensure the most effective use of our internalresources and close working with ourpartners, have been held over the last 12months. The Employee Review Developmentprogramme plays an important part inidentifying training opportunities and serviceimprovements through the holding ofindividual review meetings. SeniorManagement and Team meetings are heldmonthly to provide an opportunity to shareconcerns, identify needs for training andensure staff are well briefed on corporateissues.

The Development Services Service Plan isupdated and reported on annually ensuringthat continuous service improvements aremade.

The Moray Council has continued over thelast 12 months to arrange regular leadershipforum meetings attended by the ChiefExecutive, Directors, Heads of Service andthird tier managers and provides anopportunity to network and focus oncommon themes that cut across the Council.

A peer review of the PPF was hosted byOfficers from Moray Council in 2018 and wasattended by neighbouring authoritiesHighland, Aberdeenshire, and CairngormsNational Park. Shetland and Western Islesdialled in. This is a valuable and effective wayof reviewing the content of the PlanningPerformance Framework and assists toensure that the content is clear, easy tounderstand and offers opportunity for sharedlearning.

In 2018/19: Officers from the Planningservice attended the followingtraining/CPD events:

Building Standard site visit eventMediation Training, Moray CollegeRTPI Chapter Events, Grampian &Highland, Brodies Legal UpdateDevelopment Plan Training afternoon onQuality Place MakingIn house training on Surface WaterCompulsory Purchase training eventhosted by Scottish GovernmentCommunication & Reporting Skills,Improvement ServiceTrevor Roberts – GPDO Course (Sharedwith Highland Council)SNH Webinar, Coastal ErosionHistoric Building repair & Maintenance,hosted by Aberdeenshire CouncilMediation Training, Elgin College


Officers also attended the followingforums to share good practice:

North of Scotland Development PlansForumHeads of Planning Executive CommitteeHeads of Planning Development PlansSub-CommitteeHeads of Planning DevelopmentManagement Sub-CommitteeHeads of Planning Enforcement ForumHeads of Planning EnergySub-CommitteeLocal Authority Urban Design ForumNational Development Plans ForumDeveloper Obligations Forum Leadership Forum – Moray CouncilHeads of Planning Conference Community Council training eventsScottish Society of Chief TransportationOfficers ConferenceCairngorm National Park Annual ProtocolForumRTPI Highland Chapter events

CASE STUDY 11 PLACEMAKING TOUR FORELECTED MEMBERS

LOCATION AND DATES:1st November- Tornagrain new town,Inverness Housing Expo site at BalvonieStreet, Inverness and Inverness College/ HIEcampus, Inverness.

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TOINCLUDES: Quality of OutcomesQuality of service and engagementCulture of continuous improvement

KEY MARKERS: 7, 12, 13Local Development Plan

Corporate working across services to improveoutputs and services for customer benefit(for example: protocols; joined up services:single contact: joint pre-application advice).

Sharing good practice, skills and knowledgebetween authorities.

KEY AREAS OF WORK:Design, Environment, Greenspace,Masterplanning, Housing Supply,Placemaking, Inter- disciplinary working

STAKEHOLDERS INVOLVED:Moray Council Elected Members, Highlandsand Islands Enterprise, Inverness College,Moray Estates

OVERVIEW: To assist with the Council’s movetowards better Placemaking Outcomes, astudy tour of Tornagrain new town, InvernessCollege/ HIE campus and the Highland ExpoHousing site in Inverness was organised forMoray Council elected members. To aideunderstanding of the complexity, fundingchallenges and time periods involved inplanning for a new town.

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A guided tour and Q & A session atTornagrain new town was hosted by AndrewHoward, Managing Director of Moray EstatesDevelopment Company. A tour of theHighland Expo site was provided by aplanning officer and a tour of InvernessCollege/ UHI campus provided by HIE andInverness College staff.

GOALS: To provide elected members withopportunities to visit different examples ofurban design, particularly different characterareas, Designing Streets approaches toshared surfaces, quality and multi- functionalgreen spaces and multi- functionalsustainable urban drainage systems.


OUTCOMES: Elected members greaterunderstanding of issues around planning anew town. Elected members greaterunderstanding of multi- functional spaces,Designing Streets and different approachesto character, identity and good placemaking.

NAME OF KEY OFFICER: Gary Templeton, Principal Planning [email protected]

Members at Tornagrain

Inverness Housing Expo

CASE STUDY 12UNIFORM ENTERPRISEPROJECT – CASEMANAGEMENT

LOCATION AND DATES:Moray Council Elgin, 2018 & 2019

ELEMENTS OF A HIGH QUALITY PLANNINGSERVICE THIS STUDY RELATES TO: Culture of continuous improvement GovernanceQuality of Outcomes

KEY MARKERS: 1, 6, & 12 Key Areas of Work: Performance MonitoringProcess ImprovementDevelopment Management processesPlanning Applications

STAKEHOLDERS INVOLVED:Planning Officers, Systems Support Assistant,Planning Technical Assistant andAdministration Assistant

OVERVIEW: The introduction of anEnterprise module added into Uniform hasrequired a full review of the processing of aplanning application from validation todetermination with key tasks beingidentified. This service improvement hasrequired collaboration with a number ofofficers and has enabled a casemanagement system to be implementedwith a key driver being the delivery of anefficient process for determination planningapplications.

OUTCOMES: Streamlining of processImproved Case Load ManagementMore efficient and effective recording ofprocess for monitoring purposesEnsuring allocation of work across the teamis effectively managedImproved average timescales fordetermination of applications

NAME OF KEY OFFICER: Beverly Smith, Development Management &Building Standards Manager [email protected]

Angus Burnie, Principal Planning Officer

Steve Mouncher, Systems Support [email protected]

20


PART 2Supporting Evidence

Part 2 of this report was compiled using evidence from a variety of sources including:Development Services Service PlanA range of committee reportsCase StudiesBenchmarkingPartnership workingMoray Local Development Plan Scheme January 2019Housing Land Audit and Employment Land Audits 2018

Case Study Topics

Design

Conservation

Regeneration

Environment

Greenspace

Master planning

Page number & Case Study Number (CSN)

Pg 2 & 3, CSN 1Pg 5 & 6, CSN 3Pg 18, CSN 11

Pg 2 & 3, CSN 1Pg 9 & 10, CSN 6

Pg 9, CSN 6

Pg 2 & 3, CSN 1Pg 5 & 6, CSN 3Pg 7, CSN 4Pg 8, CSN 5Pg 14, CSN 9Pg 18, CSN 11

Pg 2 & 3, CSN 1Pg 5 & 6, CSN 3Pg 7, CSN 4Pg 18, CSN 11

Pg 2 & 3, CSN 1Pg 4, CSN 2Pg 5 & 6, CSN 3

22

Case Study Topics

LDP & Supplementary Guidance

Housing Supply

Affordable Housing

Development Management Processes

Planning Applications

Interdisciplinary Working

Collaborative Working

Community Engagement

Place making

Place Standard


Pg 8, CSN 5Pg 13, CSN 8


Pg 4, CSN 2

Pg 9 & 10, CSN 6Pg 14, CSN 9

Pg 9 & 10, CSN 6Pg 14, CSN 9Pg 20, CSN 12

Pg 2 & 3, CSN 1Pg 4, CSN 2Pg 5 & 6, CSN 3Pg 7, CSN 4Pg 8, CSN 5Pg 18, CSN 11

Pg 2 & 3, CSN 1Pg 5 & 6, CSN 3Pg 9, CSN 6Pg 12, CSN 7Pg 13, CSN 8Pg 14, CSN 9Pg 16, CSN 10

Pg 12, CSN 7


Pg 7, CSN 4


Case Study Topics

Process Improvement

Project Management

Skills Sharing

Rural Housing

Landscape

Health & Well Being


Pg 14, CSN 9Pg 16, CSN 10Pg 20, CSN 12

Pg 4, CSN 2

Pg 13, CSN 8

Pg 5 & 6, CSN 3

Pg 8, CSN 5

Pg 7, CSN 4

New housing at Lossiemouth Marina

24 24

To assist with the 15 key performancemarkers relevant hyperlinks have beenadded in below under the four sub-headingswhen combined together define andmeasure a high-quality planning service:

QUALITY OF OUTCOMES Making a Planning Application

What Else is Required?

What Plans are needed?

Guidance Note and Checklist

Supporting Information Checklist

Heads of Planning Validation Guidance Note

Developer Obligations SupplementaryGuidance March 2018

Elgin South Masterplan

Dallas Dhu Masterplan- May 2018

Planning and Architecture Scottish Awardsfor Quality in Planning 2018

QUALITY OF SERVICE & ENGAGEMENTMoray Local Development Plan Scheme 2019

Moray Employment Land Audit May 2019

Moray Housing Land Audit 2019

Town Centre Health Checks 2018

Major Developments Pre-application Advice

Major Pre-application Forms and Guidance

Planning Enforcement Charter March 2018

Aligning Planning & RCC - Committee Report

Aligning Planning & RCC ConsentImplementation Plan

Processing Agreements

GOVERNANCEMoray Council Corporate Plan 2023

Moray 10 Year Plan Local OutcomesImprovement Plan

Scheme of Delegation Approved 2019

Committee Diary

CULTURE OF CONTINUOUS IMPROVEMENTDevelopment Services Service Plan 2016-2018

Planning Performance Framework 2017/2018

Planning Performance FrameworkCommittee Report 2019

https://moray.cmis.uk.com/moray/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=azWebHH1UFSM0CjcfVJI3Etj9F5fR7i6y0I7qpZf4qqIMYLPXWBuWA%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW

https://moray.cmis.uk.com/moray/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=azWebHH1UFSM0CjcfVJI3Etj9F5fR7i6y0I7qpZf4qqIMYLPXWBuWA%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW

http://www.moray.gov.uk/downloads/file123703.pdf

http://www.moray.gov.uk/minutes/data/RR20160614/Item%208-Appendix%20A.pdf

https://moray.cmis.uk.com/moray/CouncilandGovernance/Committees/tabid/62/ctl/ViewCMIS_CommitteeDetails/mid/381/id/6/Default.aspx


http://www.yourmoray.org.uk/downloads/file118306.pdf

http://www.yourmoray.org.uk/downloads/file118306.pdf



https://moray.cmis.uk.com/moray/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=Hz94HMZMxY5mEsB3tqt6ZhYVl8%2f%2b3zlNHBkI30LWCVlG6aZzM%2f4YeQ%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSF

https://moray.cmis.uk.com/moray/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=Hz94HMZMxY5mEsB3tqt6ZhYVl8%2f%2b3zlNHBkI30LWCVlG6aZzM%2f4YeQ%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSF

https://moray.cmis.uk.com/moray/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=KP9WWNY7Bq5rj%2bkpf8zt0NX%2fmmSwf%2fXtGrroyOCTr1NZYKKgVw47XA%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSF


http://www.moray.gov.uk/moray_standard/page_105746.html






https://www.gov.scot/publications/scottish-awards-for-quality-in-planning-2018/

https://www.gov.scot/publications/scottish-awards-for-quality-in-planning-2018/












Below average for Scotlandand all average timescalesimproved upon last year.Major Applications 8.9 weeks.Local Non-HouseholderApplications 6.5 weeks andHouseholder Applications 5.3weeks.

Offer of ProcessingAgreement available onwebsite and case study onNational PlanningApplication. Specific PPATemplate and guidance onthe web site under pre-application advice. Numberof processing agreementsand project pans beingentered into are beingincreased.

Preparation and delivery ofthe Local Development Planis managed by the PrincipalPlanning Officer inDevelopment Plans. TheDevelopment Plan Schemesets out the key milestonesfor the various stages of thePlan and the DevelopmentPlans team meet regularly toprogress the Plan, supportedby an Infrastructure/ DeliveryGroup and a series of sub-groups to progress variousaspects of the Plan.

No.

Performance Markers Report 2018/19

Decision-makingAuthoritiesdemonstratingcontinuous evidence ofreducing averagetimescales for alldevelopment types

Project management:offer of processingagreements (or otheragreed project plan)made to prospectiveapplicants in advance ofall major applications andavailability publicised onplanning authoritywebsite

MEASURE POLICYBACKGROUND

MARKER

PART OF PPFREPORT BESTSUITED TO

EVIDENCE THISMARKER

See OfficialStatistics and PPFreport

Modernising thePlanning system(Audit Scotland);ScottishGovernmentwebsite/template

NHI and ScottishGovernment OfficialStatistics

NHI, Quality ofService &Engagement

PERFORMANCEMARKER

DRIVING IMPROVED PERFORMANCE

1

2

26

No. MEASURE POLICYBACKGROUND

MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

26

Early collaborationwith applicants andconsultees on planningapplications:• Availability and

promotion of pre-applicationdiscussion for allprospectiveapplications; and

• Clear andproportionaterequests forsupportinginformation

Legal Agreements:Conclude (or reconsider)applications within 6months of ‘resolving togrant’

Enforcement Charterupdated/re-published

All projects have a projectplan with progress feedinginto team plans and theservice plan, monitoredthrough 1-2-1 staff meetings.

Regular progress updates areprovided to the Head ofService and Director andreported to the Planning andRegulatory ServiceCommittee.

Offer of pre-applicationadvice available on website,see case study on NationalPlanning Application. Pre-application advice requestsare logged in uniform andnow subject of a charge.There is a link on the websiteto the form, guidance andcharges.

Front loading of Heads ofTerms and identifyingtimescales throughprocessing agreements isassisting to reducetimescales. One case hasbeen reported back tocommittee as an update onlyand has now been issued.

Enforcement Charterreviewed and re-publishedMarch 2018 followingapproval by the ScottishGovernment.

White Paper;DeliveringPlanning Reform;Planning ReformNext Steps

See OfficialStatistics and PPFreport

Planning Act(s158A)

NHI, Quality ofService &Engagement

Quality of Service &Engagement

Part 2Evidence

3

4

5


ContinuousImprovement:Showprogress/improvementin relation to PPFNational HeadlineIndicators;

Progress ambitiousand relevant serviceimprovementcommitmentsidentified through PPFreport

Local developmentplan-less than 5 yearssince adoption

Development PlanScheme


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

See service commitmentsand case studies. Continuousimprovements have beenmade to timescales andprocesses to support thesekey drivers.

Less than 5 years sinceadoption- The LocalDevelopment Plan wasadopted on 31st July 2015and is less than 5 years old.The replacement Plan isslightly ahead of scheduleand is anticipated to beadopted June 2020.

The Development PlanScheme 2019 was approvedon 29th January 2019. TheDPS identifies the keymilestones for thepreparation of the LDP2020,including completing publicconsultation on the ProposedPlan, reportingrepresentations toCommittee and submittingthe Plan for Examinationbetween June and August2019. This is currently ontrack with submission forExamination anticipated tobe at the end of June,

DeliveringPlanning Reform &PPF Report

Planning Act (s16)Scottish PlanningPolicy

Culture ofContinuousImprovement &ServiceImprovement Plan

NHIQuality of OutcomesQuality of Serviceand Engagement

NHIQuality of OutcomesQuality of Serviceand Engagement

6

7

8

28 28

Development PlanScheme cont.


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

following Committeeconsideration of Schedule 4’ssummarising unresolvedobjections on the 25th June.

This is a considerable timesaving from the last localdevelopment plan, as theprocess for registering andsummarising representationshas been streamlined andsimplified. This has made upfor a deliberate delay in theprocess which involveddelaying consideration of theProposed Plan until thepreferred route of the A96dualling was published.

As noted under performancemarker number 2, the LocalDevelopment Planpreparation is projectmanaged by the PrincipalPlanning Officer, with regularproject meetings, supportedby an Infrastructure/ Deliverygroup and a series of sub-groups working on SEA/Natura/ Developer Obligationsand Viability, Communicationsand Engagement. Deadlinesare set for each stage allowingcommittee deadlines to bemet. Performance indicatorsmonitoring progress againstthe annual Development PlanScheme are reported to thePlanning and RegulatoryServices Committee.

8

292018/19 Planning Performance Framework 29

Elected membersengaged early (preMIR) in developmentplan preparation.

Cross sectorstakeholdersincluding industry,agencies and scottishgovernment,engaged early (pre-MIR) in developmentplan preparation


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

Not applicable. Extensiveengagement undertakenduring 2017/18 (see PPF 7).Members are engaged on acontinual basis through theLDP preparation process,including workshops toconsider new policies and aseries of ward level briefings atdifferent stages.

Stakeholders have beenengaged throughout the LocalDevelopment Plan process, aseries of meetings were heldon a 1-2-1 basis throughoutthe process, featuring in theMain Issues Report publicityfilms and providingconsultation responses andfurther information as andwhen required.

Stakeholders participated andsupported the pilot Gatecheckprocess. Community Planningpartners have been engagedthroughout the process withpresentations given at variouslevels.

Stakeholders have attendedLDP/ Infrastructure DeliveryGroup meetings and policyworkshops.

Joint community councils havebeen engaged at differentstages through dedicatedevents to explore policy andstrategic issues facing Moray.

Quality of Serviceand EngagementGovernance


9

10

30

Cross sectorstakeholders cont.

Production of regularand proportionatepolicy, advice forexample throughsupplementaryguidance, oninformation requiredto supportapplications.

Corporate workingacross services toimprove outputs andservices for customerbenefit ( for example:protocols; joined upservices; singlecontact; joint pre-application advice).


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

Officers have especiallyaimed to engage with ayounger audience andcreated a successful filmmaking project for localschools as well as otherclassroom based planningactivities and participated ina STEM project to consider ahypothetical new townproposal.

Dallas Dhu Masterplan wasapproved in May 2018.

Bilbohall Masterplan wasapproved in November 2018.

Kinloss Masterplan wasapproved in June 2019.

See Elgin South Case studyand Cross boundary casestudy delivering a nationalplanning application

The Infrastructure DeliveryGroup has been combinedwith the Local DevelopmentPlan Delivery Group and hasrepresentation fromTransportation, Education,Planning, NHS Grampian,Scottish Water and TransportScotland.

Corporate Planand LocalImprovement Plan

Quality of Serviceand Engagement

Part 2Evidence


10

11

12

SIMPLIFYING AND STREAMLINING



MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

Planning officers work closelywith other services andcommunity planningpartners to align futureinfrastructure requirementswith projected development,including assisting with workon the future school estate.

Scottish Natural Heritage takepart in the Quality Auditingprocess to supportimplementation of theCouncil’s Placemaking policy,joining colleagues fromDevelopment Plans,Development Management,Transportation, Housing andFlood Team in a multi-disciplinary assessment team.

The developer obligationsfunction is carried out withinDevelopment Plans andensuring a robust evidencebase is kept up to daterequires significant corporateworking.

Protocols are in place for jointworking with CairngormsNational Park. Joined up pre-application advice processand meetings pre-booked inadvance.

A Service Level Agreement isin place with the WoodlandTrust to deliver compensatoryplanting.

32

Sharing goodpractice, skills andknowledge betweenauthorities


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

Attendance at HOPSDevelopment Plans sub-Committee, activeparticipation and chairing ofmeetings on a rotationalbasis of the North of ScotlandDevelopment Plans Forum,participation as a pilotexercise for the Planning(Scotland) Bill on theproposed Gatecheck processand sharing the experiencewith various local authorities.

The Developer Obligationsofficer attends nationalDeveloper Obligations Forummeetings.

Meeting with highland andisland authorities to discussrural housing issues.

Attendance andpresentations at LocalAuthority Urban DesignForum.

Attendance and participationin West DunbartonshireCouncil/ ImprovementService event on deliveringgreat places.

Attendance and presentationat Integrated Health Boardand Community PlanningPartnership meetings.

Peer Review of PPF withneighbouring authorities –benchmarking meeting.

DeliveringPlanning Reform,Planning ReformNext Steps

Culture ofcontinuousimprovement

13


Stalled Sites/Legacycases:

DeveloperContributionsClear expectationsset out indevelopment plan(and/or emergingplan) and in preapplicationdiscussions.


MARKER


EVIDENCE THISMARKER

PERFORMANCEMARKER

Cairngorms National ParkAnnual Protocol meeting.Attendance of HOPSExecutive Committee, Chairof HOSP DM Sub-Committeeand attendance ofDevelopment Plans Sub-Committee. DeveloperObligations Forum meetings.

Reduced numbers of legacycases from last year and nocases are now over 12months old.

Clear expectations set out indevelopment plan and in pre-application discussions. Earlyassessments offered toinform developers at an earlystage.

Updated SupplementaryGuidance adopted in March2018 and early work hasstarted on a further update tobe reported to Planning andRegulatory ServicesCommittee in December2019.

Pre-application advice isavailable through pre-arranged meetings with theDeveloper Obligations Officerand is available on thewebsite.

Planning Reform

Part of the LocalDevelopment Plan

NHI

Quality of Serviceand Engagement

14

15

34

Service Improvements in the coming year:Continue to implement revisedprocedures for aligning Planning and RCCconsents in relation to street designImplement Enterprise in Uniform forEnforcement & Condition MonitoringReview the web site and contentImplement the requirements of thePlanning Bill 2019Investigate Closer working with BuildingStandards to ensure delivery on theground meets with developersexpectationsSubmission of Proposed Plan forExamination in August 2019Approving a Youth Engagement Strategybefore the end of 2019Staff structure change to alignDevelopment Planning with delivery ofMoray Growth Deal and Moray EconomicStrategy before end of 2019Preparing Elgin City Centre MasterplanDiscussion paper by end 2019 andconsultation early 2020Committing Tesco, Buckie DeveloperObligations funding by end June 2020Preparing a draft Food ProductionStrategy before the end of 2019Prepare concise draft PlacemakingGuidance by end 2019Develop process for monitoring sitedelivery strategies before June 2020Review Developer Obligations “cap” byend March 2020Develop programme for compensatorytree planting by end March 2020

Delivery of our service improvementactions in 2018-19:Looking back at the Service Improvementswe identified for 2018/19 we are proud of theprogress made against the vast majority ofthese:

Commitment: Implement revisedprocedures for aligning Planning and RCCconsents in relation to street design.Progress: Implementation Plan approvedand implementation ongoing in 2019/20.

Commitment: Ensure GPDR Regulationshave been fully implemented.Progress: Completed.

Commitment: Implement Enterprise inUniform and review associated procedures.Progress: Completed for all planningapplications.

Commitment: Review standard ValidationGuidance & hold a update workshop foragents.Progress: Completed.

Commitment: Review Condition Monitoringprocedures.Progress: Partially completed and ongoingfor 2019/2020.

Commitment: Hold a workshop with SNHand SEPA on condition monitoring and focuson environmental constructionmanagement plans.Progress: Completed

PART 3Service Improvements 2019/20


Commitment: Review our desk duty service.Progress: Completed only telephone advicenow provided.

Commitment: Participate in a pilot projectwith Historic Environment Scotland and theBuildings at Risk register.Progress: Not progressed.

Commitment: Review the web site andcontent.Progress: To be rolled into 2019/20.

Commitment: Report the Proposed Plan toCommittee in December 2018.Progress: Complete. This was achieved withthe Proposed Plan being reported toCommittee on 18th December 2018.

Commitment:Move towards a Place basedPlan in terms of presentational techniques inthe Proposed Plan and other guidance.Progress: Complete. This has been achievedwith a much more illustrative approachincluded in the Plan, including a series ofsketches done in house for key designprinciples and a series of Place baseddrawings commissioned from a local artist.Site specific mapping has also been includedfor each proposed development site,providing clearer and more easily interpretedplans.

Commitment: Adopt and operate QualityAudit 2, incorporating Mood, Mobility andPlace findings.Progress: Complete. Quality Audit 2 has beendeveloped, tested and approved by thePlanning and Regulatory ServicesCommittee on 26th March 2019 for use uponadoption of the new Local DevelopmentPlan. The findings from Mood, Mobility andPlace have been incorporated into the newpolicies in the Proposed Plan and areembedded in Quality Audit 2.

Commitment:Move towards closeralignment between spatial planning and theLocal Outcome Improvement PlanProgress: Ongoing. Progress is being made,with planning officers involved in delivery ofthe LOIP and future work on projects such asElgin City Centre Masterplan and BuckieTown Centre Masterplan and FoodProduction Strategy will all bring closeralignment between these processes.

Commitment: Further test and refine draftpolicies prior to inclusion in the ProposedPlan.Progress: Complete. A series of policy testingsessions were held by planning officers inQuarter 3 2018 and some changes made topolicies as a result. Further testing wascarried out with development managementcolleagues and elected members in Quarter3 2019 through a series of workshops.

A more illustrative approachincluded in the Proposed Plan

36

Commitment: Consult on candidate SpecialLandscape Areas.Progress: Complete. A new suite of Speciallandscape Areas were consulted upon inOctober/ November 2018 and the finalSpecial Landscape Areas were agreed by thePlanning and Regulatory ServicesCommittee on 18th December 2019, whichhave been included in the Proposed Plan.

Commitment: Closer alignment betweenthe LDP and Town Centre Improvements.Progress: Ongoing. A programme of TownCentre Masterplans has been identified withwork starting on Elgin City CentreMasterplan in August 2019, with a view toconsulting on a Masterplan discussion paperin early 2020.

Commitment: Closer alignment betweenthe LDP and Moray Economic StrategyProgress: Complete. Responsibility for inputto and monitoring of the Moray EconomicStrategy is proposed to transfer to StrategicPlanning through Change Management ,which will achieve closer alignment.

Commitment: Develop a longer termprogramme for youth engagement.Progress: Ongoing. Significant progress hasbeen made on this action in terms ofdelivery, with the Council winning the SAQPaward for Youth Engagement in 2018, whichwas the year of Young People. The Council’splanners have also engaged in STEM relatedactivities. A strategy is being reported toPlanning and Regulatory Services before theend of 2019 once change managementprocess is complete.

Commitment: Developer a longer termprogramme for use of the Place Standard inMoray.Progress: Complete. Quality Audit 2 hasbeen developed and is ready forimplementation upon adoption of the newLocal Development Plan.

Special Landscape Area - Spey Valley


PART 4National Headline Indicators (NHI’s)2018/19

A: NHI KEY OUTCOMES - DEVELOPMENT PLANNING 2017/2018 2018/2019

LOCAL & STRATEGIC DEVELOPMENT PLANNING• Age of local/strategic development plan(s) Three years since Four years since

(full years) at the end of the reporting year. the MLDP 2015 the MLDP 2015was adopted was adopted

• Will the local/strategic development plan be replaced by Yes Yestheir 5th anniversary according to the current development plan scheme? (Y/N)

• Has the expected date of submission of the plan to Yes Yes (Submission Scottish Ministers in the development plan scheme changed anticipated to over the past Year? be earlier)

• Were development plan scheme engagement/consultation Yes Yescommitments met during the year? (Y/N)

EFFECTIVE LAND SUPPLY AND DELIVERY OF OUTPUT

• Established housing land supply (units) 12,848 units 12,387 units

• 5-year effective housing land supply programming 2,391 units 2,328 units

• 5-year effective housing land supply total capacity 3,638 units 4,189 units

• 5-year effective housing supply target 2,690 units 2,690 units

• 5-year effective housing land supply (to one decimal place) 6.76 units 7.8 years

• Housing approvals (units) 704 units 1141 units

• Housing completions over the last 5 years (units) 1618 units 1475 units

• Marketable employment land supply 80.72 ha 79.84 ha

• Employment land take-up during reporting year 1.6 ha 1.29 ha(hectares)

38

EXPLANATORY NOTES

All the average decision-making timescales are lower than 2017/18 and significantimprovements have been made in determination rates for both major and householderdevelopments. For local developments, average timescales have been reduced by 0.5 weeksand householder developments are the same. Major applications have an average of 8.9weeks and are also below the national average and lower the last year.

B: NHI KEY OUTCOMES - DEVELOPMENT MANAGEMENT 2017/2018 2018/2019

DEVELOPMENT MANAGEMENTProject Planning• Percentage and number of applications subject 17% 166 10.1% 70

to pre-application advice• Percentage and number of major applications subject 50% 1 80% 4

to processing agreement

Decision Making• Applications approval rate 94.7% 94.6%• Delegation arte 97.4% 97.5%• Validation 67.1% 62.2%

Decision Making TimescalesAverage number of weeks to decisions:• Major developments 16.5 8.9• Local development (non-householder) 6.6 6.1• Householder developments 5.3 5.3

Legacy Cases• Number cleared during reporting period 1 1• Number remaining 1 0

C: NHI KEY OUTCOMES - ENFORCEMENT ACTIVITY 2017/2018 2018/2019

• Time since enforcement charter published/reviewed 4 months 13 months• Complaints lodged and investigated 295 314• Breaches identified - no further action taken 12 78• Cases Closed 272 284• Notices served 2 7• Direct Action 1 0• Reports to Procurator Fiscal 0 0• Prosecutions 0 0


A: Decision-making timescales (based on ‘all applications’ timescales 2018/19)

CATEGORY TOTAL NUMBER AVERAGE AVERAGEOF DECISIONS TIME WEEKS TIME WEEKS

2018-19 2018-19 2017-18

Major Developments 5 8.9 16.9

All Local Developments 542 6.1Local: less than 2 months 512 5.8Local: more than 2 months 30 11.2

Local Developments (non-householder) 369 6.5Local: less than 2 months 340 6.1 6.8Local: more than 2 months 29 11.3 13

Householder Developments 173 5.3Local: Less than 2 months 172 5.3 5.7Local: more than 2 months 1 8.4 -

Housing 195 6.5Local: less than 2 months 178 6.1Local: more than 2 months 17 10.0

Business and Industry 115 6.7Local: less than 2 months 108 6.1 6.5Local: more than 2 months 7 15.1 11.8

Other Developments 37 6.3Local: Less than 2 months 35 6.1Local: more than 2 months 2 9.6

EIA developments 0 0 0

Other consents All Other Consents 88 6.1 6.4Listed Buildings & Conservation Area 64 6.0 6.8Advertisements 17 6.6 5.1Hazardous Substances 1 3.4 -Other consents and certificates 6 6.1 5.1

Planning/legal agreements**(major applications) 0 - -(local applications) 2 5.4 -

Local Reviews 18 9.4 12.2

PART 5Official Statistics

40

C: Context

In general, performance on planningapplication determination timescales hasimproved for all development categoriesmajor, local and householder in comparisonto last years’ figures and also comparesfavourably with the national average and inall instances being well below the nationalaverage.

There has been an increase in the number ofprocessing agreements for local applications,but numbers are still relatively small whencompared to the overall total number ofapplications determined.

B: Decision-making: Local Reviews and Appeals

TYPE TOTAL NUMBER ORIGINAL DECISION UPHELDOF DECISIONS 2017-18 2018-19

No % No %

Local reviews 18 11 73% 11 61%

Appeals to Scottish Ministers 1 1 50% 1 0.0%


The information requested in this section is an integral part of providing the context for theinformation in part 1-5. Staffing information should be a snapshot of the position on 31 March.

TIER 1 TIER 2 TIER 3 TIER 4

Head of Planning Service 1 1 1 2

Note: Tier 1 = Chief Executive, Tier 2 = Directors, Tier 3 = Heads of Service, Tier 4 = Managers

STAFF AGE PROFILE HEADCOUNT

Under 30 3

30-39 8

40-49 7

50 and over 10

HEADCOUNT

RTPI Chartered Staff 16

PART 6Workforce Information

42

DEVELOPMENT MANAGEMENT AND BUILDING STANDARDS MANAGERBeverly Smith (MRTPI) (HOPS)

CORPORATE DIRECTOR OF ECONOMIC DEVELOPMENT, PLANNING AND INFRASTRUCTURE

Rhona Gunn

HEAD OF DEVELOPMENT SERVICESDevelopment Management, Development Plans, Building Standards, Community Safety,

Economic Development, Environmental Health, Trading Standards and Museums

Jim Grant (HOPS)

Principal BuildingStandards OfficerWilliam Clark

Senior BuildingStandards Officer

Daniel Last

Senior BuildingStandards OfficerMichael Andrew

X2 BuildingStandards OfficersScot Robertson

VACANT

X1 BuildingStandardsInspector

Michael Little

Building StandardsAssistant

Emma Thomas

System TechnicalAssistant

Sybil Mackie

X3 BuildingStandards OfficersKen AndersonCallum Ord

Douglas Graham

X2 BuildingStandardsInspector

Frank RiddellNeil Dow

X3 PlanningOfficer

Andrew Miller(MRTPI)

Emma Mitchell(MRTPI)

Craig Wilson(MRTPI)

X3 PlanningOfficer

Ian Drummond(MRTPI)

Shona Strachan(MRTPI)

Cathy Archibald(MRTPI)

Planning OfficerFiona Olsen

X2 Planning Technical Assistant

Teresa RuggeriLouise Dunn

ENFORCEMENTTEAM

EnforcementOfficer

Stuart DaleConditionComplianceOfficer

Harry Gordon

Principal Planning Officer

Neal MacPherson (MRTPI)

Principal PlanningOfficer

Richard Smith (MRTPI)

Senior Planning OfficerLisa MacDonald (MRTPI)


West Team(All major and midrange applications

in area)Emma Mitchell (MRTPI) 24hrs

VACANTJoseph Taylor

(Maternity Leavecover) 26hrs

Lisa MacDonald

Planning OfficerRowena

MacDougall (MRTPI)

Planning OfficerKeith Henderson

(MRTPI)

MANAGER (PLANNING AND ECONOMIC DEVELOPMENT)Gordon Sutherland (MRTPI) (HOPS)

Senior Planning OfficerEily Webster (MRTPI)

Principal Planning OfficerGary Templeton (MRTPI)

Technical SupportCAG/GIS OfficerKevin Belton

CAG/GIS AssistantTrevor Thornley

Planning Design OfficerJane Clark

Planning OfficerEmma Gordon

(MRTPI)

Planning OfficerDarren

Westmacott

CORPORATE DIRECTOR OF ECONOMIC DEVELOPMENT,

PLANNING AND INFRASTRUCTURERhona Gunn

HEAD OF DEVELOPMENT SERVICESDevelopment Management,

Development Plans, Building Standards, Community Safety, Economic Development,Environmental Health, Trading Standards

and MuseumsJim Grant (HOPS)

DevelopmentObligationsOfficer

Hilda Puskas

44

COMMITTEE & NUMBER PERSITE VISITS* YEAR

Full council meetings 18

Planning committees 9

Area committees Not applicable(where relevant)

Committee site visits 7

LRB* 10

LRB site visits 10

* This relates to the number of meetings of the LRB. The number of applications going toLRB are reported elsewhere.

PART 7Planning Committee Information

PLANNING PERFORMANCE FRAMEWORK 8 Council As Chair of the Planning & Regulatory Services Committee I...

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Transcript of PLANNING PERFORMANCE FRAMEWORK 8 Council As Chair of the Planning & Regulatory Services Committee I...