Planning Performance Framework · Performance Measure Quality of Outcomes - demonstrating the added...

Planning Performance Framework

2017 – 2018

ContentsOur priorities as a Planning Service ..................................................................................................3

Introduction.........................................................................................................................................5

Part 1: Defining and measuring a high-quality Planning Service ...................................................6

Quality of Outcomes - demonstrating the added value delivered by planning ......................7

CaseStudy1-Balmaha-DeliveringAffordableHousing .................................................10

CaseStudy2-Towncentreenhancement-placemaking ...............................................11

Quality of Service and Engagement .........................................................................................12

CaseStudy3-MonitoringFramework................................................................................14

CaseStudy4-ActionProgramme .....................................................................................15

Governance - Ensuring that our structures and processes were proportionate, effective and fit for purpose ...........................................................................16

CaseStudy5-LochgoilCommunityActionPlan(CAP) ....................................................18

Culture of Continuous Improvement ......................................................................................19

CaseStudy6-EnforcementandMonitoring ....................................................................21

Part 2: Supporting Evidence ............................................................................................................22

Part 3: Service Improvements .........................................................................................................25

Part 4: National Headline Indicators ...............................................................................................27

Part 5: Official Statistics ...................................................................................................................31

Part 6: Workforce Information .........................................................................................................34

Part 7: Planning Committee Information .......................................................................................35

Our priorities as a Planning Service ..................................................................................................3

Introduction.........................................................................................................................................5

Part 1: Defining and measuring a high-quality Planning Service ...................................................6

Quality of Outcomes - demonstrating the added value delivered by planning ......................7

CaseStudy1-Balmaha-DeliveringAffordableHousing ...................................................9

CaseStudy2-Towncentreenhancement-placemaking ...............................................11

Quality of Service and Engagement .........................................................................................12

CaseStudy3-MonitoringFramework................................................................................14

CaseStudy4-ActionProgramme .....................................................................................16

Governance - Ensuring that our structures and processes were proportionate, effective and fit for purpose ...........................................................................17

CaseStudy5-LochgoilCommunityActionPlan(CAP) ....................................................20

Culture of Continuous Improvement ......................................................................................22

CaseStudy6-EnforcementandMonitoring ....................................................................25

Part 2: Supporting Evidence ............................................................................................................26

Part 3: Service Improvements .........................................................................................................30

Part 4: National Headline Indicators ...............................................................................................32

Part 5: Official Statistics ...................................................................................................................34

Part 6: Workforce Information .........................................................................................................37

Part 7: Planning Committee Information .......................................................................................38

2

Planning PerformanceFramework

2017- 2018

PLANNING PERFORMANCE FRAMEWORK | 2017-2018

Our priorities as a Planning Service

Scotland’sNationalParksmakeasignificantcontributiontowardsmanyoftheScottishGovernment’sstatedpriorities.

TheGovernment’sProgrammeforScotland2017-18istheplanto

“shape the kind of Scotland we seek – an inclusive, fair, prosperous, innovative country, ready and willing to embrace the future.”

ThereareanumberofScottishGovernmentprioritiesfromthe2017-18programmethatourworkintheplanningservicecontributestowardsandaredemonstratedthroughoutthisdocumentandwithinourcasestudies.Thefollowingpageshelptobookmarkwheretheprioritiesandcasestudieslink.

Economy ScottishGovernmentstates“The successful economies of the future will be resource efficient and low carbon, and they will harness the power of technology. We have established strengths in key sectors such as renewable energy, tourism, food and drink and intend to build on these strengths.”

ScottishGovernmentActionsunderthissectionincludeintroducingaPlanningBilltostreamlinetheplanningprocess,promotinglocally-sourcedandproducedfoodanddrink,takingtheleadinultra-lowemissionvehicles,fundingsustainableheatingsystemsandelectricvehiclescharging.

OurLocalDevelopmentPlanvisionistocreateathrivingeconomicallyactiveruraleconomyandprovideahighqualityvisitoraccommodationinarangeoflocationstosupporttheeconomy.

See case study 3 & case study 4 on our action programme and monitoring framework

Climate change ScottishGovernmentstates“Creating a cleaner, greener Scotland matters to the health and quality of life of all of us right now.”

ScottishGovernmentActionsunderthissectionincludesettingevenmoreambitioustargetstoreducegreenhousegasemissionsanddoublinginvestmentinactivetravelfrom£40millionto£80millionayearfrom2018-19.

Wearesupportingtheseprioritiesbysupportingopportunitiesforlowcarbonenergygenerationsuchasrunofriverhydro(seehydroupdatep8).Wearealsosupportinganddevelopingprojectstodeliveractivetravelplansinourtownsandvillages.

See case study 2 on the streetscape project

Reversing

3


2017- 2018


Housing and homelessness ScottishGovernmentstates“Delivermorehigh-qualityaffordablehomesandcommittoendingroughsleeping.Wewillensurethatatleast50,000affordablehomesaredeliveredoverthisparliament-includingatleast35,000forsocialrent”.

ScottishGovernmentActionsunderthissectionincludemakingfurtherprogresstowardsourtargetof50,000affordablehomesbytheendoftheParliament.

Wearesupportingthisactionbygivingplanningpermissionforhigh-qualityaffordablehomesinordertogiveyoungpeopleafuturelivingandworkingintheparkandensurethereisenoughhousinglandtomeetthistarget.

see case study 1 Balmaha housing case and update on affordable housing cases

Empowering our communities ScottishGovernmentstates“wewillempowercommunitiestotakemoredecisionsthemselves,placinggreatercontrolofbudgetsinthehandsofthepeoplewhoknowbestwhatacommunityneeds–thosewholiveinthecommunityitself.”

ScottishGovernmentActionsunderthissectionincludeundertakingacomprehensivereviewofhowlocaldecisionsaremadeandhowlocaldemocracyisworking.

Wearesupportingthisprioritybyworkingonplaceplanswithourcommunitiestoempowerthenindecisionmakingintheirowncommunities

see case study 5 on place plans

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2017- 2018


ThisisourseventhannualPlanningPerformanceFramework(PPF7)fortheNationalPark.

Introduction

TheframeworkispublishedannuallytodemonstrateourcontinuousimprovementofourplanningserviceintheNationalParkAuthorityandisarequirementforallplanningauthoritiesinScotland.Itrepresentsaholisticviewofourperformance,givingsubstancetoourstatisticspublishedquarterlyregardinghowmanyapplicationswehandledandinwhattimescale.

ThisframeworkincludesourNationalHeadlineIndicators(statisticsonLocalDevelopmentPlanage,effectivelandsupply,projectplanning,approvalratesandenforcement)andthiscanbefoundattheendofthedocumentatPart5. Part1tellsthestoryofhowwehaveimprovedonlastyear’sperformance.ItgivesourannualupdateonheadlinedevelopmentissuesintheNationalPark,thenotableincreasewehaveseenthisyearinhousingdevelopmentbeingdeliveredontheground,ourrunofriverhydroschemes,builtheritagegrants,legacycases,andpre-applicationservice.Italsohighlightsnewimprovementssuchasournewmajorapplicationsprojectteamandourworktofinaliseoursupplementaryguidance.

Thereareanumberofcasestudies(CS)highlightingbroaderactivityexplaininghowwehavebeenfocussingonthedeliveryofourLocalDevelopmentPlan,settingupamonitoringframeworkanddevelopingouractionprogramme(CS3andCS4).Wehavealsobeensupportingtheriseofapplicationsforaffordablehousing(CS1).Finally,inlightofplanningreformswehavebeentriallingthedevelopmentofaplaceplan(CS5).

5


2017- 2018


There are four overall measures against which our performance is assessed:

• Qualityofoutcomes;

• Qualityofserviceandengagement;

• Governance;and

• Cultureofcontinuousimprovement.

Inthissection,informationisoutlinedwhichdemonstrateshowwehaveachievedthesemeasures.

Thisyearthereporthasbeensplitintothefoursections,oneforeachperformancemeasureandeachsectioncontainsanarrativetoexplainhowthemeasureofqualityhasbeenachieved.

Wehavereferencedcasestudieswithinthecommentarybutalsowehaveincludedfourdetailedcasestudiesthataddressmorethanone oftheperformancemeasures.

Part 1 Defining and measuring a high-quality Planning Service

CaSE Study 1 Balmaha – Delivering

Affordable Housing

CaSE Study 2 Village Centre Enhancement

– Placemaking Priorities

CaSE Study 3 Monitoring Framework

CaSE Study 4 Action Programme

CaSE Study 5 Developing Place Plans with

the Place Standard

CaSE Study 6 Enforcement and Monitoring

Processes

Case Study Topics Issue covered in PPF7 Case Study Topics Issue covered in PPF7

Design CaSE Study 1 InterdisciplinaryWorking CaSE Study 3

Conservation CollaborativeWorking CaSE Study 2 4 5

Regeneration CommunityEngagement CaSE Study 2 5

Environment CaSE Study 1 Placemaking

Greenspace Charrettes

TownCentres CaSE Study 2 PlaceStandard CaSE Study 5

Masterplanning PerformanceMonitoring CaSE Study 3

LDP&SupplementaryGuidance CaSE Study 3 4 ProcessImprovement CaSE Study 3 4

HousingSupply ProjectManagement

AffordableHousing CaSE Study 1 SkillsSharing

EconomicDevelopment StaffTraining

Enforcement CaSE Study 6 Online Systems

DevelopmentManagementProcesses CaSE Study 1 6 Transport

PlanningApplications CaSE Study 1 ActiveTravel CaSE Study 2

Other:NB–LocalPlacePlans CaSE Study 5

1 3 5

642

C a S ESTUDY

1

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2017- 2018


Performance MeasureQuality of Outcomes - demonstrating the added value delivered by planningThissectiondemonstrateshowourplanningservicehashelpedtodeliverhighqualitydevelopmentontheground.ItreportsonsomenewsuccessesinourNationalwalkingandcyclingnetworkandalsoworktobringbacktheuseofanoldhotel.Itprovidestheusualupdatesonourrunofriverhydroworkandgrantschemes.

active travel and recreational opportunities - Cross Pilgrim WayTheNationalPlanningFramework(NPF)identifiesanewlongdistancerouteknownas‘TheCrossPilgrimWay’.PartoftheroutegoesthroughtheNationalParkandourplanningservicearesupportingthedeliveryofthisproject.ThesectionbetweenCrainlarichandTyndrumandalsothesectionsatStFillansandLochearnheadhavegainedrecentplanningapprovals.Theimprovementtotherouteprovidesactivetraveloptionsforthecommunitiesinthisareaaswellasrecreationalopportunities.

ThisyearatTyndrumthenewsectionoftheCrossPilgrimWaywascompletedandisprovingtobeaverypopularcirculateroutetakinginexistingWestHighlandWay.Thecommunityhavedevelopedaleaflet

thatincludestherouteandarenowconsideringdevelopingasmallbikeskillsparkwithinthewoodlandslinkedtothisdevelopment.TheprojectwasdeliveredbytheCountrysideTrust.Furtherinformationcanbefoundhere:http://trustinthepark.org/our-park/paths-access/tyndrum-killin

Housing Development being delivered on the ground Throughthereportingperiodwehaveseensignificantincreaseinthevolumeofnewhousingdeliveryontheground–withaparticularfocusonaffordableunits.5affordablehomeshavebeencompletedbyLinkhousingAssociationatLuss–andthesearenowoccupied.

22affordableunits(byDunbrittonHA)arenearingcompletioninSuccothbyArrochar.26affordableunitsbyCubeHAareunderconstructionatDumbainRoadinBalloch.23affordableflatsbyRuralStirlingHAareunderconstructionatthesiteofaformertelephoneexchangeatStationRoadinCallander.

New life to an old hotel – ‘The Ardentinny’OnthefirstweekinJuly2017,wesawtheopeningof‘TheArdentinny’anewpub,restaurantintheheartofthevillageofArdentinny.Thehotelhadbeenclosedforanumberofyearsduetolownumbersofhotelguests.Permissionwasgrantedtochangetheuseofthehoteltoowner’shouseandholidaylettinghouseandanextensionwasaddedtoimproveandenlargethebarandrestaurantarea.Itisavaluableassetforsucharemotesmallcommunityandprovidesaplacetomeetandsocialiseanditisalsopopularwithvisitors.

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2017- 2018


The Carrick Lodge – changing land management practicesAnewLodgeandEducationCentrewascompletedinMay2017torevivearuralestate.Thejourneyhasbeenlong,startingbackinMay2015whenthisuniqueapplicationforanestatemanager’shouseandofficealongsidearesidentialandnon-residentialresearchandlearningfacilityplusaguesthousewaslodged.ThesitewasattheedgeofthevillageofCarrickCastleandtherewassomeopposition.TheCarrickEstatewasformedfrom3existingestateswhichisintendedtomakeasustainablebusinessmodel.

Theapplicationincludedadetailedestateplanoutliningthewoodlandcreationplansandseparateplansfortheecotourism.

Thelandmanagementteamwithintheauthorityprovidedvaluableadvicetotheplanningofficerontheestatemanagementpracticesoutlinedintheestateplan.

WiththisexpertisewewereabletobeconfidentthattheproposalwouldconserveandenhancethenaturalandculturalheritageoftheNationalPark.

Run of river hydro – monitoring Inlastyear’sPPFwereportedonmonitoringofhydroschemes.Thisyearhasbeennodifferentandwehavecontinuedmonitoringschemesbeingconstructedandthosethatareatrestorationandlandscapingstage.Thisreportingyear2017/18wehadafurther6schemescompletedbringingthetotalnumberofschemesinoperationupto38schemes.ArrocharHydroScheme,providingfundingtoArrocharandLusscommunitiesbecameoperational–thefourthcommunityhydroschemeintheNationalPark.

44HYDRO SCHEMESAPPROVED

35 NOW IN OPERATION

15,400

13SCHEMES UNDER

CONSTRUCTION

21.655MW

HYDROSCHEMESIN THE NATIONALPARK OUTPUT

6HYDRO SCHEMESCOMPLETEDTHIS YEAR

38 NOW IN OPERATION

15,400

13SCHEMES UNDER

CONSTRUCTION

21.655MW

HYDROSCHEMESIN THE NATIONALPARK OUTPUT

This meets all the electricity requirements for the 7,584 households in the National Park and more!

KEY FaCTS

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2017- 2018


Grant scheme - Supporting Built Heritage and Communities Thisyearwecontinuedwithourbuiltheritagerepair,naturalheritageandcommunitygrantschemesbutranthesethreeschemestogetherunderthebannerofoneoverallNationalParkGrantScheme.Thisallowedprojectstobeconsideredagainstdeliveryofmultiplebenefitsandcreatedefficienciesintheadministrationthegrantscheme.Examplesofsomeoftheprojectsthatreceivedfundingincluded:

Blairmore Village Green: Acommunity-ledprojectdevelopedbyBlairmoreVillageTrusttofundtechnicalfeasibilityworktohelpthecommunitytoprogressthedevelopmentofholiday-letfacilitiesoncommunityownedlandtoplanningandfundingapplicationstages.Thisprojectflowsfromthe2014charrette,whichhighlightedwaysthelocalcommunitycouldinfluencehowthevillagecoulddevelopandthriveinthefutureanddirectlyhelpstofulfiltheLocalDevelopmentPlansPlacebasedvisionandstrategy.

Younger Hall Kilmun:FundingtowardsleadedwindowrestorationforthisCategoryCListedBuilding,datingfrom1908,anddesignedintheArts&CraftsStyle.Thisbuildingprovidesacentralfocusforthecommunityandrepairandmaintenancehelpstoenhanceitsroleandincreasesitsscopeforexpandingitsuseasavenueforthecommunityandpotentiallywiderpublic.

Younger Hall - Window

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2017- 2018


C a S ESTUDY

1CaSE STUDY 1 Balmaha – Delivering Affordable Housing

Wesupported20newaffordablehomesinBalmahaafteralongjourneyofcommunityconsultation,workingwithstakeholdersandtheapplicant.

ThiscasestudycontributestowardstheQuality of Outcomes butalsoQuality of Service and Engagement.

Key markers: 3-Earlycollaboration,11–regularandproportionatepolicyadvice,14–stalledsites/legacycases

Key areas:• Design• AffordableHousing• DevelopmentManagement Processes

• PlanningApplications

Stakeholders: GeneralPublic,KeyAgencies,PlanningCommittee,AuthorityPlanningStaff,Other:RegisteredSocialLandlord

OverviewInMarch2018weapproveda20unitaffordablehousingdevelopment.ThesitewasoriginallyidentifiedbythecommunityandincludedintheLocalDevelopmentPlanCharrettereport(2013)thenconsideredthroughtheformalLocalDevelopmentPlanconsultationprocessbeforebeingallocated.

ThemainaimwastodeliveraffordablehousinginthesmallruralcommunityofBalmahagiventhattheNationalParkisoneofthemostexpensiveareasinScotlandtopurchaseahomeduetohighdemandforretirementandsecondhomes.StirlingCouncilidentifiedthatareaashighpriorityfordeliveringaffordablehousing.

TheplanningapplicationwassubmittedinJanuary2017andreceivedmixedsupport,highlightingthechallengesofdeliveryofaffordablehousinginsmallruralcommunities.Objectionswererecordedinrelationtotheperceivedlossofancientwoodland,impactonotters,over-development,roadsafety,surfacewaterdrainageandflooding,impactonamenityandlightpollution.Howevertherewassupportinrelationtotheneedforaffordablehousing,benefitstothelocalschoolandlocaleconomy,andrebalancingthelackofpermanentdwellings.

Themainissueraisedbystatutoryconsulteeswasthefouldrainageconnection.OurpolicyrequiresconnectiontothepublicnetworkandSEPAobjectedtotheapplicationuntilcomfortwasgivenfromthedeveloperandScottishWaterthattheconnectiontothepublicnetworkcouldbemade.

GoalTheaimoftheplanningteamwastohandleandconsiderallthecommentsfairlyandwithcare,takingforwardthevisionoftheLocalDevelopmentPlantodeliveraffordablehousingonanallocatedsite.WehopedtoaddressallthepointsandalsodealwiththestatutoryobjectionfromSEPAinatimelymannerandreachabalancedconclusion. Artist’s impression of site and Tenure diagram of site – John Gilbert Architects

OutcomeTheapplicantagreedto‘stoptheclock’whiletheyformallysubmittedarequesttoScottishWatertoinitiateagrowthproject.ScottishWaterconfirmedtheupgradingworkstotheWasteWaterTreatmentPlantcouldtake4-6years.Intermsofthewoodland,weachievedoffsitecompensatoryplantingofbetterqualitynativewoodlandthanonthecurrentsiteinlinewithScottishGovernmentControlofWoodlandRemovalpolicy.Thedeveloperalsomadeeffortstoretainasmuchwoodlandaspossible.

AtthePublicHearing,Membersunanimouslygrantedplanningpermissionsubjecttoalengthysetofconditionstoaddressfouldrainageandcompensatoryplantingissuesandotherconcerns.

Thiscasestudydemonstratesasuccessfulstrategicoutcomeofsecuringtheaspirationofthelocalcommunityfornewaffordablehousingwithinthevillage.Thishastakenanumberofyearssincetheseedsoftheideabutachievedthroughongoingpositiveengagementwiththeplanningserviceandastrongcommitmenttoasensitivelydesignedscheme(byRuralStirlingHAworkingwiththeirarchitects)wellsuitedtoasemi-ruralwoodlandcontext.

C a S ESTUDY

2CaSE STUDY 2 - Town centre enhancement - placemaking

ThevisionofourLocalDevelopmentPlanandNationalParkPartnershipPlanistoensuretheNationalPark’stownsandvillagesareenhancedwithinvestmentinthebuiltandhistoricenvironment,publicspacesandinfrastructure.

OverviewThereareeightplacemakingprioritiesidentifiedinourLocalDevelopmentPlanandduringthisyearwehavebeenbusyhelpingtorealisethevisionforBallochandCallander.Momentumhascontinuedwellwiththeseoftwoprojects,andwe’vesupportedthisbyattendingandcontributingtopublicconsultationevents,workingwithpartnerstoprogresstechnicalworkandprovidingfeedbackonproposalsastheyhavedeveloped.

GoalThiscasestudydemonstrateshowtheLocalDevelopmentPlancanbesuccessfullyusedasamaindrivertotowncentreenhancementsandactivetravelprojects.ItdemonstratespartnershipworkingandhowwehavebeenabletouseourinfluencetoshapeanddrivetheseprojectstomeettheoverallvisionofthePlan.

OutcomesCallander Streetscape project

WehavebeenworkinginpartnershipthewithCallanderPartnership,StirlingCouncilandSustranstoprovidequalityimprovementstostreetsinCallander.Thisfirststageofthisprojectwastoundertakeaconsultationwiththeresidents,businessesandmotorists.Thispublicexhibitiontookplaceonthe20thMay2017andafeasibilityreportwasproducedinJunewithrecommendations,basedonconsultationresponses,whichwillbeusedforfuturefundingbids.Theconsultationincludednewsegregatedcycle/walkingpathsalongsidetheTrunkRoad(A84)fromtheedgeofCallanderouttoKilmahogandalsoideasforthevillagesquareandconnections.

Balloch Station and Village Square Project

LastyearweprovidedanupdatefollowingonfromtheBallochCharretteheldin2016.ThisyearhasbeenaboutworkingonapartnershipprojectledbySustransScotland,theNationalParkAuthorityandWestDunbartonshireCouncil,toremodelandimprovetheappearanceofthethreepublicspacesinBalloch.

Thisyearthefinalpublicsquaredesignoptionswerepresentedtothecommunityataneventonthe7thJune.WestDunbartonshireCouncilwillaimtostartinitialworksatthevillagecentreduringsummer/autumn2018.WorksonthestationsquareareonholdpendingprogressofthemasterplanfortheadjacentLocalDevelopmentPlansiteatWestRiverside.

ThiscasestudycontributestowardstheQuality of OutcomesbutalsoQuality of Service and Engagement

Key markers3earlycollaboration,12corporateworkingacrossservicestoimproveoutputsandservices

Key areas

•ActiveTravel •TownCentres •CollaborativeWorking •CommunityEngagement

Stakeholders: GeneralPublic,AuthorityPlanningStaff,AuthorityOtherStaff,Developer(Sustrans,Councils,CallanderPartnership)

Artist’s Impression developed as part of the Balloch Public Realm improvement options © 7N architect

Thissectionprovidesevidencethatourplanningserviceisundertakingpositiveactionstosupportsustainableeconomicgrowthbyprovidingclarityandcertaintyandapositivecustomerexperience.

LIVE Park – planning and supplementary guidanceSincetheadoptionoftheLocalDevelopmentPlaninDecember2016,thisyearhasfocusedonensuringthatourplanningandsupplementaryguidancehasbeenadoptedtoprovideclarityandcertaintytoapplicants.Weadoptedoursupplementaryguidanceandmostofourplanningguidancedocuments:

• Housing–June2017

• WestLochLomondsideRuralDevelopmentFramework–June2017

• BuchananSouthRuralDevelopmentFramework–June2017

• DesignandPlacemaking–March2018

• VisitorExperience–Nov2017

• Renewables–June2017

Performance MeasureQuality of Outcomes - demonstrating the added value delivered by planning

Housing

Supplementary Guidance

West Loch LomondsideR u R a L D e v e L o p m e n t F R a m e W o R k a R e a


Buchanan SouthR u R a l D e v e l o p m e n t F R a m e w o R k a R e a


Visitor Experience

Planning Guidance

Renewable Energy

Planning Guidance

Design & Placemaking


ThishasbeenalargepieceofworkinvolvingbothPolicyandDevelopmentManagementteams,reviewingcommentsmadeatconsultationstageandamendingandrefiningtheguidanceaccordingly.Theresultisasuiteofdocumentsthathasrespondedtothefeedback.TheyarehighlyvisualandgraphicdocumentstoensuretheyrefelctandcontinuethedesignledapproachcontanedintheLocalDevelopmentPlan.Alltheguidance’shaveimagesandsketchesthatgivetheexplanationwithouttheneedoftext.Despitebeingmorenecessarilytechnicalanddetailed,theyareintendedtostillbeengaging,accessibleanduser friendly.

ThesedocumentsarerealisticanduseableandtheyaidourDevelopmentManagementserviceindiscussionsandnegotiations,specificallyonhousing,visitorexperiencepolicyissuesandondesignquality.TheDesignandPlacemakingaspirestohighqualitydevelopmentthathasconsideredallaspectsoftheenvironment.

WehavealsobeenworkingonDeveloperContributionsandCallanderSouthMasterplanFrameworkwithaBridgeFeasibilityStudyundertaken.AnupdateonthisisprovidedintheDeveloperContributionssection.

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2017- 2018


PLP 1

PLP2

H12

PLP3

DRyMEn LT1: south stirling Road –

Long Term Housing [30 homes]

DRyMEn H1: stirling Road –

Housing [36 homes] and car Parking [2.86Ha]

DRyMEn VE1: Drumbeg –

Visitor Experience [18.89Ha]

© Crown copyright and database rights 2016. Ordnance Survey 100031883

65

LIVE Park

Local Development

Plan

3.0 | PLacE

© Crown copyright and database rights 2016. Ordnance Survey 100031883. Aerial Photography © Getmapping plc 2011.

PRoPosED sITE & usEs

HousInG

H1 H2

LT1

VIsIToR EXPERIEncE VE1

MIXED usE

Mu1

TRansPoRT TR1

RuRaL acTIVITy aREa Ra1

PLacEMaKInG PRIoRITy PP

consERVaTIon aREa

VILLaGE BounDaRy

coRE PaTHs

oPEn sPacE

LT1

Mu1

Ra1

TR1

VE1

H1

PPSupport

improvements to

the village square H2

DRyMEn

Drymen is an attractive, historic

village close to the eastern shore

of Loch Lomond which contains

some of Scotland’s most

beautiful and varied landscapes.

Roads from all directions meet around

the Square, originally the focus of

18th - 20th century cattle markets and

now an important space at the heart of

the village. The community aspire to

revitalise the Square and establish it as

a vibrant central hub for residents and

visitors alike.

Drymen’s landscape setting - visible

in the wider landscape from the

eastern edge of the Park, as well as its

relationship with the designed landscape

of Buchanan Castle Estate and village

viewpoint – has resulted in its unique

sense of place. Future development

includes redevelopment of several gap

sites within the village, housing on three

sites (one is a long term site), business

site to the south and a visitor experience

opportunity site to the southeast.

64 LOCAL DEVELOPMENT PLAN LIVE PARK

Planning Performance Framework

2016 – 2017

Delivering a positive customer experience OurPPF6reportsetoutbenefitsdelivered in the last year as a consequenceofourcommitmenttoprovidingafreepre-applicationadviceservice.Suchasbetterqualityofapplications,lessrefusalsandappeals.Thistrendhascontinuedintothisreportingyear.

Ourcommitmenttoourpre-applicationserviceremainshigh,eventhoughonly22%ofapplicationsweresubjecttopre-applications(seePart5Statistics).Aswereportedlastyearthisfigureconcealsthatthemajorityofourdetailedlocalapplications(asopposedtohouseholder,advertisement,treeworksorpriornotification)aresubjecttopre-applicationsandalsothatthereareanumberofpre-applicationsthatdonotresultinanapplication.

InordertomeettheneedsofcustomersweoperateadedicatedDevelopmentManagementphoneline,openduringallofficehours,wherebyplanningassistantsanswerenquiries.Thisinvolvesdealingwithsimplequeriesoverthephone,forexampleprovidingadviceonhowbesttoviewapplicationsonline,therebysavingplanningofficerstime.Itcanalsoinvolvedirectingapplicantstoonlineadviceandguidanceandtouseourfreepre-applicationadviceservice.

IntheongoingreviewofDevelopmentManagementproceduresandprocessesweareutilisinga‘servicedesign’approachtoensurethatourservicesaredesignedaroundtheenduser(agentsandapplicantsandthepublic)toensuretheycanreadilyaccessinformationtheyrequire,receiveclearcorrespondenceandunderstandtheprocessesandtimescalesthatmustbecompliedwithunderplanningregulations.

Inlastyear’sserviceimprovements,wereportedonthedifficultiesofcustomersurveysandthepoorresponserate.Wehavenotundertakenacustomerfeedbacksurveyhoweveremailsofthankswithinthesupportingevidence(Part2)demonstratespositivefeedbackreceived.

Being clear and proportionate - Developer contributions AsreportedlastyearinPPF6,wehaveanadopteddevelopercontributionspolicywithintheLocalDevelopmentPlan.Eventhoughthedeveloper’scontributionsplanningguidanceisstillindraftwehaveadoptedourhousingguidancewhichsetsthecommutedsumfiguresinrelationtoaffordablehousing.

Also,thisyearwehavebeenworkingwithStirlingCounciltoverifythefiguresforapossiblebridgeforCallanderandeducationcontributions.ThisworkhasinvolvedundertakingabridgecostingandfeasibilitystudyandtheCallanderMasterplanplanningguidancewouldbeupdatedifnecessary.Wehopethatthisworkwillbefinalisedthisyearandwewillbeabletore-publishthedeveloper’scontributionssupplementaryguidance.

Wehavebeenhighlightingdevelopercontributions atpre-applicationstagesuchaswithany housingproposalsinCallanderandalso foranewsupermarketinCallander.

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2017- 2018


C a S ESTUDY

4

ThiscasestudycontributestowardstheQuality of Service and Engagement butalsoGovernance.

Key markers: 3-earlycollaboration,10–Cross-sectionstakeholdersengagement,12:corporateworkingand13sharinggoodpractice

Key areas: • LocalDevelopmentPlan&SupplementaryGuidance

• CollaborativeWorking• ProcessImprovementStakeholders: LocalDevelopers,KeyAgencies,PlanningCommittee,AuthorityPlanningStaffandAuthorityOtherStaff

WehavebeenembracingthePlanningReviewrecommendationsandbeenreviewingandimprovingouractionprogrammeevery6months.

OverviewTheactionprogrammewasfirstpublishedlastyear(March2017,MembersapprovalinFeb2017)andthisyearwehaveundertakentwo6monthlyupdates.Weinvestigatednewwaystofurtherimprovetheactionprogramme.WewantedtoembracetherecommendationsfromthePlanningReviewandensurethattheactionprogrammeisaworkingtool,andadeliveryprogramme.Wehaveensureditcloselyalignswithourmonitoringworkandourlandauditsparticularlyforhousinganditsprogramming.

GoalThegoalwastoensuretheactionprogrammewaseasytoread,modern,friendlyandeasytonavigateusingthesamecreativestyleandcoloursfromtheLIVEParkcampaign.Wewantedtopresentandpromotetheactionprogrammetoarangeofaudiences,tohighlighttheworkbeingundertakenandprovideanup-to-datepictureofwhatwashappeningontheground.

Outcome Wehavedemonstratedthattheactionprogrammecanbeausable,attractivedocumentandnotsomethingthatsitsonashelf.WehaveusedtheactionprogrammetothepartnershipforumsincludingtheHousingForumstodemonstrateprogress.Wehavealsobeenabletodirectenquiriesaboutsitestotheactionprogrammeandthecommunitycouncilshavebeeninterestedinthedocument,requestingcopies.Thestakeholderengagementhasinformedtheactionsthatthelandowneranddevelopersintendtoachieve,notonlythosebyourselves.Itensuresregularcontactwithlandowners.

MembershavebeenreallyencouragingabouttheactionprogrammeandhavefounditextremelyusefultokeepuptospeedwithwhatishappeningaroundthePark.ThereisalsoatwowaydialoguewithMemberscommentingandprovidinginformationfortheactionprogrammeatthecommitteemeetings.

Thelatestversion,hasnewsectionsprovidingfocusedupdatesontheRuralDevelopmentFrameworksandhasinteractivemapsbringingthetablealive.Thismakesthedocumentmoreaccessibleforcommunitiesaswellasdevelopers.Itallowscommunitiestoactivelypromotesitesandhaveanawarenessoftheissuesthatareholdingbackdevelopment.

Wehavealsolinkedtoouronlineplanningsystemtogivepeopledirectaccessintotheplanningapplicationdocumentsandplansthathavebeenapproved.

CaSE STUDY 3 - Monitoring Framework

C a S ESTUDY

3

ThiscasestudycontributestowardstheGovernance

Key markers:3-earlycollaboration,10–Cross-sectionstakeholdersengagement,12:corporateworkingand13sharinggoodpractice

Key areas:• LocalDevelopmentPlan&SupplementaryGuidance,

• PerformanceMonitoring• ProcessImprovement• InterdisciplinaryWorking

Stakeholders:PlanningCommittee,AuthorityPlanningStaffandAuthorityOtherStaff

OurMonitoringFrameworkhasbeenpublishedandwehaveclearlysetoutwhatwillbemonitoredtoeffectivelytrackdeliveryofthevisionofourLocalDevelopmentPlan.

OverviewFollowingtheadoptionoftheLocalDevelopmentPlanalongsidetheActionProgrammeearly2017,thenextstepsweretosetupamonitoringstrategyandinitiatemonitoringofthedeliveryoftheLocalDevelopmentPlan.Thisinvolved:

• projectmanagement,

• meetingwith,andlearningfrom,StirlingCounciltofindoutabouttheirHousingLandAuditandbehindthesceneprocesses(excelspreadsheets)andmonitoringgenerally,

• workingwithourtechniciansandanalysingUniformcapabilitiesandcurrentspreadsheets,thencreatingnewspreadsheets,

• meetingstaffinternallyfromtourism,access,builtheritageandconservationteam(July/Aug2017),

• gatheringdatamanuallyfromUniformandsettingupacategorisationsystemparticularlyinrelationtoTourismandRecreationwhichhadnotbeen previouslymonitoredinanydetail.

Goal Firstly,ourgoalwastoimproveonhowwegatherdataaboutplanningapplicationsunderourcurrentLocalDevelopmentPlan2017-2021.Secondly,wewanteddatathatwouldbeavaluableresourcetoaidtheproductionofthenextLocalDevelopmentPlan,andinformtheworkofothersinourorganisation,includingthe‘addedvalue’atplanningdecisions.Lastly,thegoalwastoensuremonitoringisefficient.

CaSE STUDY 4 - action Programme

Outcome WepublishedourMonitoringStrategyinMarch2018withasetofindicatorsclearlyhighlightingwhatwearegoingtomonitorandspecificallywhatthiswillshowus.WehavenowdevelopedadetailedcategorysystemtobeaddedtoUniformwhichallowsustoproduceresultssuchastrendgraphsformoretechnicaldocumentsandinfographicsforpublications.

Staffhavegainedamoreadvancedskillsinexcelspreadsheetandchartproduction.WehavealsobeenabletopresenttheresultsonmapsusingArcGisandotherteamsacrosstheNationalParkareabletousethisdatafortheirownpurposes.

Thetourismteamfinditvaluableforreportingonbusinessconfidenceso

wehaveaddedothercategoriessuchaswhetheritisanewbusinessoranexistingbusinessexpansion.

Wearebeingabletousetheresultstoreportonthesuccessesoftheyearonsocialmedia(seeblogonLDPoneyearanniversary)wherewedevelopedinfographics.Itmeanswecanalsomorecleverlycommunicatethedevelopmentactivityintheparkandtheroleplanningisplaying.ThemainpurposewillhoweverbetopreparearobustmonitoringreporttobepublishedalongsideournextMainIssuesReport.

Next StepsWewilllooktomaketheprocessesmoreautomatedusingthecategorisationsysteminUniformasdescribed.

Path approvals over last 6 years -example of trend style charts

Major Applications teamAweeklymeetinghasbeenestablishedtohelpprojectmanagemajorapplications.Aswellasplannersattending,thereisinputfromspecialists(includingconservation,landscapeandaccess),projectmanagement,legal,GIS,communicationsandgovernance(committeeofficer)dependingonthestageoftheapplication.Thesemeetingsareusefulforresourceplanningwithinthetimescalesrequiredforeachmajorapplicationinthepipeline.

Italsocreatesawarenessoftheproposalsacrosstheorganisationandincludesriskmanagementthroughtheprojectmanagementapproach.TheDirectorofPlanningattendsregularlyandacollaborativeapproachisusedtofindsolutionstoanyissuesbeingflagged.

Itcanbeparticularlyusefulintermsofprogressingworkonpotentialplanningobligationswithlegaladvicethroughthedeterminationperiodsothatdecisionscanbeissuedmoretimeouslyafterarecommendationtoapproveisagreedattheplanningaccesscommittee.

Anexamplefromthisyear,isthehandlingoftherevisedapplicationfortheoperationofagoldandsilvermineatCononishbyTyndrumwhichwasaparticularfocusfortheteamwiththeNationalParkBoardtakingadecisionofmindedtoapprovetheapplicationinFebruary2018.Withtheconclusionofasection75legalagreement,thiswillbereportedinnextyear’sPPF.NextyearwillalsohaveafocusontwoothermajorapplicationsthatarecurrentlyunderconsiderationforalargehousingproposalatDrymenandatourismdevelopmentatBallochknownasWestRiverside.

Performance MeasureGovernance – Ensuring that our structures and processes were proportionate, effective and fit for purpose

Development Planning Clinic TheLocalDevelopmentPlanwasadoptedrelativelyrecentlyinDecember2016andwehavehadsomenewmembersofstaffinourDevelopmentManagementteamsowerecognisedaneedforourDevelopmentPlanningandCommunitiesandDevelopmentManagementteamstogettogetheronregularbasistohelpusallbetterunderstandhowpoliciesshouldandareworking.

Themeetingsareheld,whenrequired,everytwoweekswhenDevelopmentManagementteamconsultDevelopmentPlanningandCommunitiesteaminternally.Tourismandhousingtendtobethemainareasofdiscussionandthemajorityarepre-applications.WhereitisafullapplicationthenDevelopmentPlanningprovidefurtheradviceafterthe meeting.

Therearearangeofbenefits,thenewteammemberscancomealonganduseitasatrainingsessionanditspeedsupdecisionmaking,createsawiderteamspiritandallmembersofstafflearnandunderstandhowtousethepoliciesoftheLocalDevelopmentPlanconsistentlyandwithconfidence.

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Dealing with ‘legacy cases’Therecordingoflegacycases(over1yearold)remainamovingpicturewith5casesclearedthisperiod(seePart4,NationalHeadlineIndicators),howeverwehad12newcasesaddedtothelistthatremainsoutstanding.Ouroverallfigureshavethereforerisenfrom11to23casesoutstanding.

Thisincreaseisunusualandisdueto8linkedapplicationssubmittedbyasingleapplicant(LussEstates)earlyin2017todeliverhousinginrelationtotheWestLochLomondsideRuralDevelopmentFramework.TheapplicationsrequiretobedeterminedasapackageatourPlanningandAccessCommittee.

3othercasesfellintothis1yearoldcategoryintheperiodandthisisforarangeofreasonsincludingaSection75agreementnotmovingtoconclusionbuttheprospectofapositivedeterminationremainingthroughothermeans.Anotherfactoristhelimitedtimeperiodofthe‘freego’whennegotiationchangesoncomplexapplications.Wewillcontinuetomakeatargetedeffortonreducingthisnumberparticularlythroughagreeingwithdrawalofgenuinelystalledapplications.

tree Preservation Order projectAspartofafiveyearprojecttoreviewalltheTreePreservationOrders(TPOs)inthepark,thisyearwereplaced4TPOswith2modifiedTPOsinArrocharandBlairmore,removedonecompletely,andwereviewedafurther7TPOswhichwereretained.WehavestartedundertakingfurtherTPOassessments.InadditiontotheTPOprojectwehavealsoserved2brandnewTPOs.

Tree Preservation Order reviewed and

retained – Kinlochard

Continuing to develop the planning teamWehavecorporatelysupportedstaffinmanydifferentwaysthisyeartokeepthemmotivatedandhealthy.Wearealifestylefriendlyemployerwithour2017/18payawardincludingawiderrangeofnon-paybenefitsthatimprovethebalancebetweenworkandhomelife.

Wehavealsobeenensuringstaffareuptospeedwithcurrentpracticeandpolicies:

• We have shifted policiesontoanewelectronicgateway‘UKNationalParkELearningSystem’sothereisarecordthatstaffhavereadandunderstoodthem,and

• ThesystemalsohasahostofcoursesavailabletoallstaffTherearemandatorycourses,suchashealthandsafety,FreedomofInformationthatmustbetakenandalsocoursesdesignedtoassistyouwithinyourroleandpersonally.Thesecoverpersonaldevelopment,informationmanagement,Management,Microsoftoffice,equality,wellbeing,etc.

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C a S ESTUDY

5CaSE STUDY 5 Lochgoil Community action Plan (CaP)

Usingourplanningroletoenhancecommunityledactionplanningandtolinkplanning,landreformandcommunityempowermentoutcomesforthebenefitofruralcommunities

OverviewAllcommunitieswithintheNationalParkaresupportedtoprepareandproducelocallyownedCommunityActionPlans(CAPs).Theseplansarticulatethecommunity’svisionforthefutureandidentifypriorityactionsthatwillhelpachievethis.Actionsidentifiedarebroadrangingintermsoftopicandalsoscale–someareforthecommunitytoaddressindependentlyandothersrequireapartnershipapproach.Someareplanningrelated,othersnot.

ApartnershipapproachinpreparingCAPsisusedthroughouttheprocess–supportisofferedtocommunitiesviatheindependentcharityLochLomondandtheTrossachsCommunityPartnershipincollaborationwithourownNationalParkAuthorityplanners.

LochgoilisacommunitywithintheCowalareaoftheNationalParkanditsCommunityActionPlanwasdueforreviewlastyear.WorkingwiththeCommunityPartnership,wedecidedtopilotanewapproachwiththecommunitytoprepareanewCommunityActionPlanthatwouldembracesomeoftherecommendationsincludedinthecurrentPlanningReview,specificallytocreateacommunityplanthatwasmorespatialinnature.Wealsowantedtoreinvigoratethetraditionalcommunityengagementapproaches,suchashouseholdsurveysandindividualinterviews,byusingthePlace Standard.

ThiscasestudycontributestowardsQuality of Service and Engagement.

Key markers: 3:earlycollaboration,10-Cross-sectionstakeholdersengagement

Key areas: • CommunityEngagement• CollaborativeWorking• PlaceStandard• LocalPlacePlansStakeholders: AuthorityPlanningStaff,GeneralPublic,Other–CommunityPartnership

GoalsThedevelopmentofanewstyleofCommunityActionPlanforLochgoilsoughttoembracetherecommendationsincludedinthecurrentPlanningReviewandcreateaCAPthatismorespatialinnature.WealsowantedtoexplorehowtheplanningsystemcanhelpdeliveronotherScottishGovernmentoutcomessupportedthroughthecommunityempowermentandlandreformlegislation. We used the processtosupporttheestablishmentofawidervisionfortheareaincludingland use and management aspirationsbyspatiallyarticulatingtheseopportunities,aswellasidentifyingothercommunityplanningneeds.WealsoamendedthePlaceStandardtooltoincludequestionsrelatingtoland-useinordertogatherviewstofacilitateandencouragedpeopletothinkabouttheuseoflandinthewiderarearatherthantheimmediateconfinesofthevillage.

OutcomesSignificantly,thefinalLochgoilCAPnowincludesthreemapsshowinglandandwaterbasedprioritiesforaction.DevelopmentopportunitiesidentifiedintheLocalDevelopmentPlanareincludedaswellasplacemakingpriorities,activetravelambitions,economic,socialandenvironmentalneeds.Theplanprovidesavalidatedbasistoprogressintegratedprojectactivitythatwillimpactonholisticcommunityoutcomes.Itwillinformtheplansandsupportdialogueinrelationtolandowners,CommunityPlanningPartnershipsaswellasourLocalDevelopmentPlan.

ThecommunityalsosaidthePlaceStandardwasagreattooltogeneratepositivediscussionsandmomentumbehindtheirambitionsforchange.ThenextstepsaretoconsiderhowthisnewmethodologyandformatoftheLochgoilCAPcouldbereplicatedbyothercommunitieswithintheNationalParkandtoworkinpartnershiptodeveloptheirownLocalPlacePlans.

COMMUNITY ACTION PLAN 2 0 1 8 - 2 0 2 3

Lochgoil| C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3

10 | C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3

10

Map 1: Community assets

and community priorities

MAP 1

MAP 2

Promote Long Distance Routes eg. Cowal Way

L O C H G O I L | 11L O C H G O I L | 11

Map 2: Community assets and community priorities

| C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3

12 | C O M M u n i t y A C t i O n P l A n 2 0 1 8 - 2 0 2 3

12

Map 3: Marine Assets and Priorities

L O C H G O I L | 13

7

7

7

L O C H G O I L | 13

Place standards Diagram

the Place Standard tool was developed initially by nHS Scotland and has been rolled out across Scotland as a community engagement tool. This was used in Lochgoil along with a range of other engagement methods and added a rich source of data to the process.

the facilitated workshop allowed three groups of people to get to the heart of why they felt the way they did about their community and to suggest areas for improvement. The standard tool was altered slightly with a new set of questions in the “Natural Space” section which better reflected the experience of people living in a national Park and

which enabled issues of land and water use to be further explored.

The diagram reflects the consensus of opinions on that day. The areas for improvement – influence and sense of control; public transport; streets and spaces – are all high on the priorities reflected in the Community Action Plan. More importantly, the depth of conversation and the sense of what is valuable about the community are reflected throughout the Plan.

the detailed report can be viewed at: www.thecommunitypartnership.org.uk

Improvements to procedures Thenewdevelopmentmanagementservicestructurehasbeeninplaceforoverayear.Oneofthebenefitsofhavinganadditionalmanageristhatmorefocuscanbegiventoupdatingandstreamliningprocedures.Aworkprogrammehasbeendevelopedwithsmallteamsofplanners,planningassistantsandsupportstaffworkingonupdatingprocedures.

Aparticularfocusforprocedureworkthisyearhasbeendevelopinganewmechanismforenforcementrecording.DetailsofthiscanbefoundinCaseStudy6asthiswasoneofourkeyServiceImprovementsfor2017-18.

Workalsocontinuesonrefiningthevalidationprocedures,pre-applicationenquiriesandanewServiceImprovementfor2018-19istoensureourEnvironmentalImpactAssessment(EIA)proceduresforscreeningandscopingopinionscomplywiththechangesinEIAregulations.

training ThisPPFreportingyearwestartedwithFOI and records managementtraininginApril2017forallnewstaffandthenheldsome‘European protected species’trainingfornewandexistingmembersofstaff.ThespeciestrainingwasprovidedbyournaturalheritageplanningadvisorandwasaboutidentifyingtherequirementforabatsurveywhendealingwithdevelopmenttoensuretheHabitatregulationsarecomplieswith.Ithighlightedwhentoaskforanotterandbatsurvey,lookingatfeaturestolookoutforandjustifiablereasonsforaskingforasurvey.

WealsohadsometrainingonCompulsory Purchase OrdersforafewmembersoftheteamastheScottishGovernmentarerollingoutsomenewguidancenotesonthisarea.

EarlythisyearwehadsometrainingontheNew Planning BillfromournewlyappointedlegaladvisorsAndersonStrathearn.Allplanningstaffattendedtofindoutaboutthemainchangesandtherewasanopportunitytoaskquestions.

Ourdevelopmentmanagementteamalsowereoutandaboutandvisitedahydroschemetoshareknowledgeandskillswithnewofficers.TheyalsovisitedRippleRetreatwhichwasacasestudyinlastyear’sPPF.

Sharing Good Practice amongst the teamThisyearwecontinuedoursuccessfulmodelofrunningdepartmentalteamsessions;ondevelopmentactivity,strategyandcommunityaction.Thisyear,onSeptember6th,theteamwenttotrossachsandlearntabout:

• Yourpark–anoverviewandupdateonthefirstyearofthecampingbylaws,

• LochKatrine,steamship,

• Majorprojectbriefing,and

• Callanderlandscapepartnership.

SimilartothepreviousyearweheldasessionwithourCommunicationsteamagainfocusingonhowtousesocialmediaandblogsmorewidelytocommunicateworkontheground.

Performance MeasureCulture of Continuous Improvement

Members of the Development Management team at Lochy hydro Scheme

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Sharing Best Practice and Skills with othersGordonWatson,ChiefExecutive,spokeattheRTPIannualconferenceanddescribedhowtheplanningfunctioniscentraltowhatishappeningintheparkauthority;plans,policiesandprojectsinpartnership.HealsotalkedabouthowtheNationalParkworkcontributestoNationaloutcomesinrelationtorealisingthevalueoftheenvironmenttotheScottisheconomy.HewasabletouseourcasestudyexamplesfromourPPFtohighlighthowweharnessthepowerofcommunities,tomakethingshappen,andgetpeopleexcitedabouttheircommunities.Gordonhighlightedtheplacebasedapproachusedinourcommunitycharrettesasaframeworkfordelivery–avisionforCallanderwasdevelopedbyandforthecommunity.

Member Training and DevelopmentThisyearhasbeenabusyyearforourcommittee.Duringthisperiod(Oct2017)weweredelightedtowelcomesixnewlocalauthorityboardnominatedmembers.Wesuccessfullydeliveredacomprehensiveinductionprogrammeforthemandexistingmemberswerealsoinvited.

• 22ndMay-LocalDevelopmentPlanPolicies.TheDevelopmentPlanningteamallpresenteddifferentpartsoftheplanandtherewasalengthyquestionandanswersection.

• 30thOctober–PlanningProcess.BrodiesLLPranacourseonplanninglaw,policy,guidance,statutoryaimsoftheNationalPark,thedevelopmentplan,makinggooddecisionswhichcoveredmaterialconsiderationsandplanningjudgement.

Inadditiontothetrainingabove,someofthenewPlanning&AccessCommitteeMembershaveattended‘OnBoardtraining’whichismoregeneraltrainingabouttherolesandresponsibilitiesofaboardmember.

• ThesystemalsohasahostofcoursesavailabletoallstaffTherearemandatorycourses,suchashealthandsafety,FreedomofInformationthatmustb

• Callanderlandscapepartnership.

Awareness MonthsLastyearwereportedonourcorporateawarenessmonths.Theyhavebeensuchassuccessthattheyhaveranagainthisyear.DevelopmentManagementleadandprovidedaseriesoflunchandlearnsandalsoawalkingtour.ThelunchandlearnsincludedtopicssuchasCononishgoldmine,andplanningdescribedin‘emoji’s’.TherewasalsoaverywellattendedwalkingtouraroundBalloch.

Visit to Glen Falloch HydroOnthe19thSeptember,wegaverepresentativesfromMountaineeringScotlandandtheRamblersAssociationaconductedatourofDerrydarrochHydroschemewithintheGlenFallochestatenearCrianlarich,wherefourrun-of-riverhydroschemeshavebeenconstructedinrecentyears.

ThepurposeofthevisitwastodemonstratehowtheNationalParkAuthorityactivelymonitorssuchdevelopmentonthegroundtoensurethevisualimpactoftheschemesareminimised.Aswellasnotingthevariousaspectsofthescheme,fromthepowerhouseandoutfall,alongthepipelineandpipebridgesuptotheintakes,thevisitaffordedviewsofotherelementsoftheschemeacrosstheglen.Variousrestorationtechniquesandmitigationmeasuressuchaspaintingpipesandplantingtreeswereexplained.Theseschemesallhaveaconditionrequiringsubmissionofmonitoringreportsoverafiveyearperiodpost-commissioning.TheroleoftheNPMonitoringofficerindealingwiththiswassetout–includingreviewofthesixmonthlyreports,visitstothesiteanddealingwithfollowupactions.FollowingthistheDirectorofPlanningandRuralDevelopmentwasinvitedtowriteanarticlefortheScottishMountaineermagazine(Winter2018edition).

“Please accept our thanks for organising yesterday and we (Jonathan and me) wish to express our appreciation for the time given by all concerned to our meeting and the site visit.

As I mentioned on the way back, it was encouraging for us to understand that the Park Authority’s planning team are professionally committed to ensuring the best outcome.”

David Gibson, Mountaineering Scotland

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C a S ESTUDY

6OverviewWereportedinlastyear’sPPF,thatfollowingchangestostaffandteamstructurewewerepilotinganewwayofhandlingenforcementcases.Thisinvolvedsharingtheenforcementserviceacrossthedevelopmentmanagementofficers.Thisyearwehavebeenrefininghowitallworks.

AtthestartoftheyeartheEnforcementandConditionMonitoringtechnicalworkinggroup(ECMgroup)wasformedwitharemittostreamlinetheadministrationofenforcementcasesbyensuringthattheUniform&IDOXsupportsystemswereuptodateandfitforpurposeintermsofrolesanduserpermissions,codelists,procedures,processesandlegislativerequirementswereuptodateandfitforpurpose.

TheECMgroupwassetupwiththeremitof:

• streamliningcorrespondencethroughtheUNIFORMsystemtoimprovethecustomerexperience,

• providingongoingtrainingfortheDevelopmentManagementTeamtoincreaseknowledgeandconfidencewhendealingwithenforcementcases,and,

• finalisingproceduresandsettingupaworkflowtoallowcaseofficerstorecogniseandmanagetheirenforcementworkload.

CaSE STUDY 6 Enforcement and Monitoring

Wehavesetupandputintoactionanewefficientwayofhandlingenforcementcases.

GoalThemaingoalofthechangeinservicedeliverywastoincreaseflexibilityandefficiencyandtoutilisetherangeofskillsindividualofficersasacollectiveanddevelopopportunitiestolearnnewskills.Thegoalwasalsotoensuretheenforcementandmonitoringservicewasnotvulnerabletodisruptionduringtimesofleaveorsicknessofasingleindividual.

ThiscasestudydemonstratesourQuality of Outcomes and Governance

Key markers: 6–ContinuousImprovements

Key areas: • Enforcement• DevelopmentManagementProcesses

Stakeholders: AuthorityPlanningStaff,AuthorityOtherStaff,Developers

OutcomesWealreadybenefitedfromhavingadedicatedDevelopmentMonitoringOfficerwhohasauniquerolewithinourplanningteam.Itwasdecidedthatthisofficerwasideallyplacedtohandletheadministrationofsettingupenforcementenquiries.Theskillsandknowledgeofthepreviouslydedicatedenforcementofficerwerecapturedthroughinhousetraining.ThistrainingwasheldinMarch2018andraisedofficer’sawarenessoftheScottishPlanningEnforcementHandbookandfocussedinonhowtoconductsitevisits,whichisoneofthemorechallengingaspectsofenforcement.

Thenewsupportforenforcementhasledtoanincreaseofloggingenforcementcases(41takenup)comparedtotheaverage25inpreviousyears.Thisisbecausepreviouslysmallercaseswereresolvedbytheenforcementofficerwithoutbeingloggedgivenresourcingissues.Wehavealsoissued7noticesthisyearwhichisalsoamarkedincreasefrompreviousyearswhichisareflectionofincreasedresourcing,particularlyinrelationtodealingwiththeissueofunauthorisedadvertisementinthecountryside.

Thecasestudydemonstrateshowchangestothewaysofworkinghasimprovedourmonitoringandenforcementservice.

Our Monitoring Officer

Affordable housing - Succoth

Part 2 Supporting EvidenceIn order to compile Part 1 above we have drawn on the following documents:

Callander Streetscape Consultationhttps://my.stirling.gov.uk/services/transport-and-streets/roads-and-pavements/proposed-roads-improvement-scheme-consultations/callander-streetscape-consultation

Balloch Village and Station Squareshttp://www.lochlomond-trossachs.org/planning/development-delivery/live-in-balloch/delivery-balloch-village-plans-street-design-project-moves-step-closer-delivery/https://ballochproposals.commonplace.is/overview

Adopted Local Development Plan, Supplementary and Planning Guidancehttp://www.lochlomond-trossachs.org/planning/planning-guidance/local-development-plan

Major Application Bloghttp://www.lochlomond-trossachs.org/planning/blog/major-developments-explained/

Enforcement Charterhttp://www.lochlomond-trossachs.org/rr-content/uploads/2016/07/Planning_20161128_Agenda7_Appendix-1_Enforcement-Charter-2016.pdf

Websitehttp://www.lochlomond-trossachs.org/planning/

FacebookLIVEParkonFacebookhttps://www.facebook.com/lomondtrossachs

TwitterLIVEParkonTwitterhttps://twitter.com/ourlivepark

National Park Grant Schemehttp://www.lochlomond-trossachs.org/park-authority/how-we-can-help/funding-grants/national-park-grant-scheme/case-studies-examples/

RtPI Conference GordonWatson,CEOofLLTNP,http://www.rtpi.org.uk/the-rtpi-near-you/rtpi-scotland/events/rtpi-scotland-annual-conference/ Planning Performance Framework 2016-2017 (PPF6)Availabletodownloadonourwebsite:http://www.lochlomond-trossachs.org/planning/our-planning-team/our-performance/

Blogs about PPF6 case studieshttp://www.lochlomond-trossachs.org/planning/blog/

Loch Lomond and The Trossachs Annual Report 2018/19Availabletodownloadonthefollowingwebpagehttp://www.lochlomond-trossachs.org/rr-content/uploads/2018/01/Board_20180614_Agenda6_1_Draft-Annual-Report.pdf

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Supporting Evidence for the Case Studies

Balmaha Housing (see Case Study 1)• Balmahaplanningapplicationsubmission– https://eplanning.lochlomond-trossachs.org/OnlinePlanning/applicationDetails.do?activeTab=documents&keyVal=OINGUNSIJN100

• Balmahacommitteepapers– http://www.lochlomond-trossachs.org/park-authority/our-board-committees/meetings/planning-access-committee-meeting-26th-march-2018/

• RuralHousingStirlingNewsletter- https://rsha.org.uk/data/2018%20Spring%20Rural%20Matters%20Newsletter_2018_05_17_13_33_58.pdf

Town Centre Enhancement (see Case Study 2)• CallanderStreetscapeConsultation- https://my.stirling.gov.uk/services/transport-and-streets/roads-and-pavements/proposed-roads-improvement-scheme-consultations/callander-streetscape-consultation

• BallochStreetscapeConsultation-

Action Programme (see Case Study 3)• ActionProgramme- http://www.lochlomond-trossachs.org/planning/planning-guidance/local-development-plan-action-programme/

• PlanningandAccesscommitteeupdate–September2017- http://www.lochlomond-trossachs.org/rr-content/uploads/2017/01/Planning_20171030_Agenda6_Action-Programme-Update.pdf

Monitoring Framework (see Case Study 4• MonitoringFramework- http://www.lochlomond-trossachs.org/rr-content/uploads/2016/07/Monitoring-Framework-V2.0.pdf

Place Standard (see Case Study 5)• CommunityActionPlanOpenDay- https://lochgoilhead.info/community-action-plan-open-day-saturday-26-august/

• Blogwithanupdate-http://www.lochlomond-trossachs.org/planning/blog/lochgoil-community-action-planning-update/

Enforcement and Monitoring (see Case Study 6)• EnforcementandMonitoringwebsite- http://www.lochlomond-trossachs.org/planning/planning-applications/make-an-

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Hi KirstyGood to hear from you and yes it has been a long road for Bill & Meg but they are finally looking forward to opening soon.We will keep in touch with you and let you know when the official opening will happen.It would also be good to show your team around once the place is open so let us know and Bill and or I would be happy to show you round.Thanks again for your support throughout the journey Kirsty - you were always positive and supportive.Best regards,Bob Craig BSC BARCH RIBA RIAS for C & S Architects

Dear CraigI am thrilled with this news and the prompt attention you have given to this project and its requirements. The Community Council will be much encouraged by this conclusion as it allows them to proceed with the Grant application secure in the knowledge that they have followed and adhered to all the correct procedures that apply to managing such an historic monument.I will forward the second method statement to you when available and let you have before and after photographs in the much desired event of a successful Grant application.Thank you also for the words of support for the project which I hope will go a long way to improving those chances of a successful outcome.You have been very helpful and attentive to this Craig in the short timeframe that was available and I am very gratefulKind RegardsClare

Hi JaneMany thanks for this. I have been in touch with the client and it looks like he would like us to proceed with a re-design on the basis of a design to suit the affordable housing guidelines. I'll keep you posted!Kind regards, Ellen Webster for Denholm Partnership LLP

Thanks for this Catherine.Also, thank you for allocating some time with my Client and myself yesterday.We look forward to working with you throughout this Project.Kind Regards,MarkJewitt and Wilkie Architects

Excellent, thanks Alison. And thanks to you both for your very helpful comments and overall approach – Mr & Mrs Brown were heartened.Best regards,Bob HayThe Hay Partnership

AmyThank you for your email. Yes, indeed I would like to withdraw the nmv application for 8 Muirpark Way. With the benefit of the new planning consent it would be, in effect, unnecessary duplication.Thank you very much and thank you to your colleagues for your engagement and diligent responses in relation to the scheme design and the application.Yours sincerelyGordon Gibb

Dear Craig and FionaThank you very much for coming to Killin yesterday. I really enjoyed meeting you both. I appreciate that your role is primarily regulatory but I am very grateful to you for your enthusiasm and advice. I am sorry I had to rush off. I would have liked to spend more time with you.I recognise my responsibility as a Trustee to look after the island and structures on it not only for my own family and Clan Macnab but also the local community of Killin. I am very excited about the idea of working with the Loch Lomond and Trossachs National Park to ensure everything is done properly.I look forward to receiving your letter in due course and to working with you going forward. Please do not hesitate to contact me or Donald at any time. You and your colleagues are welcome to have access to the island whenever you need it.Kind RegardsJamieJamie Macnab

Hi JaneThanks a million for the info on the Gartocharn advert.I read the news article you sent on the link - definitely a lucky escape there, and can strike that one off the search. Thanks again for everything, Jane. Really appreciate the link you sent regarding LLTNP planning guidance too - You've been so helpful. It's back to the drawing board on the house hunt, then.Have a lovely rest of the week at Loch Lomond, and thanks again for your assistance.Denise D

The following are examples of positive feedback from our customers directly via email:

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Part 3 Service ImprovementsIn the coming year we will:

No. Area for Improvement Planned action

1LocalDevelopmentPlanMonitoring

ToutilisetheLocalDevelopmentPlanMonitoringFrameworktoproducetopicbasedmonitoringreportstotrackandmonitordevelopmentdelivery.

2Reducelegacycases Furtherdevelopmechanismstotargetandreducethenumberof

legacycasesrunningatanyonetime.

3Ongoingimprovementtointernalhandlingofplanningapplications

UpdateEIAprocedurestoreflectnewregulations.ReviewandupdateotherplanningapplicationproceduresandtemplateswithServiceDesignapproachfocusingonvalidation.

4

Majorapplicationhandling

Developingamechanismtohandleandmanagehighvolumesofrepresentations.Toenableamorereliableandaccessiblerecordofrepresentationsreceivedandtoassistmoreefficientreportwritingonthesecomplexcases.

5

Enforcement Buildingonourworktoembedanewapproachforhandlingenforcementcases-todevelopmoreaccuratereportingofmonitoringworkandenforcementcasesopenedorresolved–includingupdatestoMembersofthePlanningandAccessCommittee.

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Our delivery of service improvement actions from previous year

1

Establish a new monitoring framework to accompany the new Local Development Plan covering new areas such as climate change. This will ensure clear reporting on how our Plan is performing.

COMPLETEThemonitoringframeworkwaspublishedinMarch2018withaclearsetofindicatorsandrobustmethodologysittingbehindtheframework.Seecasestudy5forfurtherinformation.

2

Target improvements in determination times for householder and other local development applications.

COMPLETEHouseholderapplicationdeterminationtimeshavereducedfrom10.5weeksin2016/17to7.5weeksin2017/18.Likewiseforotherlocaldevelopmentapplicationsthefigurehasfallenfrom13.1weeksto12.5weeks.

3

Pilot a new approach to Section 75 Agreements – to seek to reduce the time for completion.

COMPLETEWehavesetupnewinternalprocedurestostreamlinetheexchangeofinformationbetweentheplanningandlegalteams.WedeterminedoneapplicationwhichwassubjecttoaSection75Agreementin2017/18thistook18weekscomparedwithanaverageof54weeksforthepreviousyear.ThisisbelowtheScottishAveragefigure.

4

Engage with communities and other key audiences to improve awareness on delivery of planning with a service design approach.

COMPLETE

EngagementhasbeenfocussedonworkingwiththealreadyestablishedCallanderPartnershipandrecentlyestablishedArrocharForumstohelpprogressourplacebasedapproachandeconomicregenerationprojectsandactivities.SupporthasbeenprovideddirecttotheStrathardcommunity(Aberfoyleandsurroundingarea)toestablishasimilarforumearlyin2018,calledtheStrathardStrategicPartnership.Thisforumsuccessfullyhelditsinceptionmeetingonthe26thMarch2018andwasorganisedandchairedbytheNationalParkDevelopmentPlanningandCommunitiesteam.FurthersupporthasbeenprovidedbytheDevelopmentPlanningandCommunitiesteamtoLochgoil,Strathard,DrymenandLuss.

5

Publish user guidance for processing agreements.

COMPLETE

Guidanceclarifyingouruseofprocessingagreementstofocusonmajorandsignificantlocalapplicationshasbeenpreparedandpublishedonourwebsite.

http://www.lochlomond-trossachs.org/planning/planning-applications/make-an-application/helpful-resources/planning-processing-agreements/

6

Embed a new approach for handling enforcement cases based upon a shared caseload across the Development Management team. This will include updated procedures and a system support role through our monitoring officer.

COMPLETEThisapproachhasbeenembeddedsincetherestructureoftheDevelopmentManagementteam.Achievementsthisyearhavebeen–teamproceduredeveloped;workflowforenforcementcasesimplementedthroughworkwithGIS;sharedtrainingdelivered(seecasestudy6).Thereisstillfurtherworktodosuchasdevelop‘frequentresponsetemplate’.

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Part 4 National Headline Indicators

KEY OUTCOMES 2017-2018 2015-2016

Development Planning:

Ageoflocal/strategicdevelopmentplan(s) (yearsandmonths)atendofreportingperiod. Requirement: less than 5 years

1 years 3months

0 years 3months

Willthelocal/strategicdevelopmentplan(s)bereplacedbytheir5thanniversaryaccordingtothecurrentdevelopmentplanscheme?

Yes Yes

HastheexpecteddateofsubmissionoftheplantoScottishMinistersinthedevelopmentplanschemechangedoverthepastyear?

No No

Weredevelopmentplanschemeengagement/consultationcommitmentsmetduringtheyear?

Yes Yes

Effective Land Supply and Delivery of Outputs:

Establishedhousinglandsupply 641 units* 572 units

5-yeareffectivehousinglandsupply 556 units 469 units

5-yearhousingsupplytarget 375 units 375 units

5-yeareffectivehousinglandsupply (to one decimal place) 7.4 years 6.3 years

Housingapprovals(April2017toMarch2018) 88 units 89 units

Housingcompletionsoverthelast5years 126 Units 123 Units

Marketableemploymentlandsupply 14.95 ha 14.95 ha

Employmentlandtake-upduringreportingyear 0 ha 1.04 ha

*Seeexplanationbelowthatexplainstheincreaseinestablishedhousinglandsupplyfromlastyeargiventhemethodofcalculating. Itincludesa30unitperyearwindfallassumption..

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KEY OUTCOMES 2017-2018 2016-2017

DEVELOPMENT MANAGEMENT

Project Planning:

Percentageofapplicationssubjecttopre-applicationadvice

22% 22%

Numbersofmajorapplicationssubjecttoprocessingagreementsorotherprojectplans

0Major 1Major

Percentageofplannedtimescalesmet - -

Decision-making

Applicationapprovalrate 96% 97.9%

Delegationrate 95.8% 97.9%

Decision-making timescales

AverageNumberofWeekstoDecision

Majordevelopments n/a 19.7weeks

Localdevelopments(non-householder) 12.5weeks 12.1weeks

Householderdevelopments 7.5weeks 10.5weeks

Legacy Cases:

Numberclearedduringreportingperiod 2 5

Numberremaining 23 11

Enforcement:

Timesinceenforcementcharterreviewed(months)Requirement: review every 2 years

19months 7months

Numberofbreachesidentified/resolved 41identified16resolved

25identified11resolved

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National Headline Indicators - Contextual StatementThisstatementprovidessomeheadlinecommentarysurroundingthenotabletrendsintheNationalHeadlineIndicators.OurdetailedstatisticsareinPart5(followingonfromthissection)andthisstatementalsoprovidescommentonthestandoutfiguresfromthatarea.

Development ManagementOurcommitmenttoprovideano-cost,pre-applicationadviceservicetoprospectiveapplicantsremains-andwith308recordedenquiriesacrossthereportingperiod,thisis12%uponthenumbersreportedforPPF6.Asanefficiency,wehaveactivelysoughttorefineourapproachtothepreparationofpre-appresponses-providingamuchsummarisedtextviaanewtemplate.Therecordedpercentageofapplicationswhichweresubjecttopre-applicationadvicehoweverremainsrelativelylowat22%.

Thestatsfor2017/18indicateasignificantimprovementinthespeedofdecisionforhouseholderapplicationsrelativetoPPF6.The77casesdecidedin2017/18beingdeterminedinanaveragetimeof7.5weeks.ThisbringstheNationalPark’sperformanceinlinewiththeScottishaverageforthefirsttimesincethePPFreportsbegan(Scottishaveragenotyetpublishedbutestimatedfromquarterlysubmissionsthroughouttheyear).Ourhouseholderfigurefor2016/17was10.5weeks.

TheaveragetimedeterminationforotherLocalDevelopmentapplicationsremainedfairlysteady:from12.1weeks(in2016/17)to12.5weeksforthisPPFreportingperiod.Theseresults(andinparticulartheimprovementforhouseholderturnaroundtimes)isattributedtotheembeddingofthenewstructureof3planningassistantswithinthePerformanceandSupportDMsub-team.

Ourhandlingof7electricitygenerationapplicationsinanaveragetimeof10.4weekscontinuestore-affirmourefficienciesindeterminingrun-of-riverhydrodevelopmentapplicationsasrefinedoveranumberofyearsnow.Ourapproachhasbeensharedasbestpracticeinvariousforums(seepreviousPPFreports).

Thenumberofrecorded‘legacycases’remainshigherthaninpreviousyears.ReducingthesecasesremainsaserviceimprovementfocusandhasaspecificmonitoringtargetinourOperationalPlan(whichisreportedtotheNationalParkBoardquarterly).Thereasonfortherecordedjumpinremainingcasesforthisreportingyear(upfrom11to23)islargelyattributedto8linkedapplicationsfornewhousingdevelopmentbyasinglelandowner(LussEstates)tobeconsideredundertheWestLochLomondsideRuralDevelopmentFramework.TheseapplicationsrequiredtobeconsideredasapackageintermsoftheFrameworkjustificationandissueswithoneoftheapplicationsthatrequiredamendedproposalshasresultedinthecontinuanceofalltheapplications.Thereworkingofproposalshaveextendedoverthe12monthtriggerforlegacyrecordinganda‘stoptheclock’approachhasbeenapplieduntiltheissuesareresolvedandthepackageofproposalscanresumetowardapositiveoutcome.

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AsreportedinthepreviousPPF,wehaverefinedourapproachtotheuseofprocessingagreements–aimingtofocustheiruseonlyonMajorandsignificantLocalapplications(newguidancehasbeenpublishedonourwebsite:www.lochlomond-trossachs.org/planning/planning-applications/make-an-application/helpful-resources/planning-processing-agreements).Thisapproachhasresultedinsignificantlyimprovedstatistics–ofthe5agreementssetupin2017/18(allforsignificant‘Local’applications),100%weredeterminedwithinagreedtimescales.

Forthereportingperiod,only1applicationwassubjecttoalegalagreement–andthatwasconcludedinatimeperiodof18weeks–significantlyfasterthantheScottishaveragerecordedtodate.

Our96%approvalrateforallapplicationsremainshigherthantheScottishaverageandthiscontinuestobeattributedtoourcommitmentandopenengagementonpre-applicationenquiriesforallprospectivedevelopmentproposalsto‘weedout’non-starterproposalsbeforetheygetintotheformalapplicationprocess.

Enforcementremainseffective-seedetailsundercasestudy6.

Development PlanningTheHousingLandSupplyfigurewascalculatedlastyearusingtheeffectiveLDPsitesandactualapprovalsofwindfalldevelopmentratherthanawindfallassumption(asusedpreviously).Weincludedallwindfallsiteapprovals,whichwasatotalof84units.Thisyearwehaveusedawindfallassumptionof30unitsperyearratherthanusingactualfiguresasthisisconsideredtobemoreaccurate.Thisisbecausethe84unitsonlyaccountedforunitsthatcouldbebuiltoverthenext3years,nottakingintoaccountfurtherapprovalsinthefollowingyearsuptothe5yearsnordidittakeaccountofexpiries,effectivenessorbuildrates.Thewindfallassumptionof30unitsperyear(150units)takesaccountofallthesefactorsandismorerealisticthanthelowfigureof84unitsusedlastyearandthereforethishasincreasedourhousinglandsupply.Itshouldbenotedwearecountingactualwindfallof2ormoreunitsandprogrammingthesesitesbutthe30unitassumptiontakesaccountof1unitwindfallsites.

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2017- 2018


MAJOR DEVELOPMENTS Total number of decisions Average time (weeks)

WithoutLegalAgreement 0 0.0

With Legal Agreement 0 0.0 MAJOR DEVELOPMENTS Total number of decisions Average time (weeks)

All Major Developments 0 0.0

Minerals 0 0.0

Housing 0 0.0

BusinessandIndustry 0 0.0

Waste Management 0 0.0

ElectricityGeneration 0 0.0

FreshwaterFishFarming 0 0.0

MarineFinfishFarming 0 0.0

MarineShellfishFarming 0 0.0

OtherDevelopments 0 0.0 LOCAL DEVELOPMENTS Total number of decisions Average time (weeks)

WithoutLegalAgreement 225 10.8

With Legal Agreement 1 18.0 LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) Proportion of decisions

All Local Developments 226 10.8

Local:Lessthan2months 107 6.6 47.3%

Local:Morethan2months 119 14.6 52.7%

Local Developments (non-householder) 149 12.5



Householder Developments 77 7.5



Housing 36 16.2



Part 5 Official Statistics

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2017- 2018


LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) Proportion of decisions

Business & Industry 26 12.6



Other Developments 66 10.5

Local:Lessthan2months 33 6.6 50%

Local:Morethan2months 33 14.3 50% LOCAL DEVELOPMENTS Total number of decisions Average time (weeks) % Under 2 months

Minerals 0 0.0 0%

Waste Management 0 0.0 0%

ElectricityGeneration 7 10.4 42.9%

FreshwaterFishFarming 0 0.0 0%

MarineFinfishFarming 0 0.0 0%

MarineShellfishFarming 0 0.0 0%

Telecommunications 14 13.2 14.3

AMSCs(under2months) 0 0.0 0% OtHER CONSENtS Total number of decisions Average time (weeks)

All Other Consent 53 9.8

Listedbuildings&conservationareaconsents 26 10.3

Advertisements 19 8.1

Hazardoussubstancesconsents 0 0.0

Otherconsentsandcertificates 8 12.3 ENVIRONMENTAL IMPACT ASSESSMENTS Total number of decisions Average time (weeks)

LocalDevelopmentsSubjectToEIA 0 0

AMSCs(SubjecttoEIA) 0 0 APPLICATIONS SUBJECT TO Total number of decisions Average time (weeks)

Planning/LegalAgreement 1 18.0

LocalReview 0 0.0

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2017- 2018


PROCESSING aGREEMENtS Total number of decisions % within agreed timescales

All Processing Agreements 5 100.0%

Majorapplications 0 0.0%

LocalApplications 5 100.0%

EIAdevelopments 0 0.0%

Otherconsents 0 0.0%

APPLICATIONS APPROVED / DELEGATED Percentage

PercentageofApplicationsApproved 96%

PercentageofApplicationsDelegated 95.8%

LOCAL REVIEWS and APPEALS Total number of decisions Original decision

LocalReview 0 0.0%

AppealstoScottishMinisters 2 0.0%

ENFORCEMENt aCtIVIty Number

CasesTakenUp 41

NoticesServed 7

ReportstoProcuratorFiscal 0

Prosecutions 0

Numberofbreachesresolved 16

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2017- 2018


tier 1 ChiefExecutive

tier 2 Director

tier 3 HeadofService

tier 4 Managers

Head of Planning Service 1

RTPI Qualified Staff Headcount FtE

DevelopmentManagement 5 4.4 (1)

DevelopmentPlanningandCommunities 3 2.6

EnforcementStaff 0 0 (2)

Specialists 1 1(3)

Other(includingstaffnotRTPIeligible) 10 9.6

The3teammanagershavebeencountedwithinthistableastheyareallqualifiedRTPIplannersbuttheDirector(alsoRTPIqualified)hasnotbeenincluded.(1)At31stMarchwehad2.6vacantposts,fullcomplementwouldbe7FTE.(2)DMplanningofficersnowcoverenforcementasacollective(3)Builtheritageadviser

Staffing profile Headcount

Under 30 2

30-39 5

40-49 7

50 and Over 5

Asofthe31stMarchtheDMteamwasoperatingwith2.6vacantpostsatplanningofficerlevel.Thiswasduetoanofficerbeingpromotedtomanagerlevelandamaternityleave,forwhichitproveddifficulttorecruitsuitablecover.Theservicechangetocreatea‘performanceandsupportsubteam’withthreeplanningassistants(notyetRTPIqualifiedbutworkingtoward)isreportedelsewhereandinlastyearsPPFasasignificantchangewithaperformancefocus.

Part 6 Workforce InformationThisisasnapshotofstaffingat31March2018.

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2017- 2018


Committees & site visits (3) No. per year

FullCouncilcommittees 0

PlanningCommittees 8

AreaCommittees(whererelevant) n/a

Committeesitevisits 3

LRB (4) 2

LRB site visits 0

Note 1. ReferencestocommitteesalsoincludeNationalParkBoards.

Numberofsitevisitsarethosecaseswherewerevisitscarriedoutbycommittees/boards.

2. ThisrelatedtothenumberofmeetingsoftheLRB,applicationnumbersgoingtoLRBarereportedelsewhere.

Part 7 Planning Committee Information

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DevelopmentManagement (Implementation)Manager

PlanningOfficers(5FTE)

DevelopmentMonitoring Assistant

DevelopmentManagement(Performance&Support)Manager

PlanningAssistants(3)

PlanningSupport(3)

ModernApprentice(1)

DevelopmentPlanning &CommunitiesManager

PlanningOfficers(1.8FTE)

PlanningAssistant

BuiltHeritageAdviser

SustainableDevelopmentAdvisor

CommunityDevelopment Officer(0.8FTE)

SeniorSupport(0.6)

PlannInG & RuRal DEvElOPmEnt ORGanISatIOnal StRuCtuRE

Chief Executive

Director of Rural Development & Planning

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Loch Lomond & The Trossachs National Park authorityNationalParkHeadquartersCarrochanRoadBalloch G838EG

01389 722600

Published by: LochLomond&TheTrossachs NationalParkAuthority JULY 2018

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