Glasgow City Council PLANNING PERFORMANCE FRAMEWORK Annual Report 2014 - 2015

1 Planning Performance Framework: Annual Report 2014 - 2015 A third Planning Performance Framework Annual Report was submitted by City Council’s planning service to the Scottish Government in September 2014, covering the period 1 April 2013 to 31 March 2014. Subsequent feedback was received on 11 December 2014 from Alex Neil MSP, Cabinet Secretary for Social Justice, Communities and Pensioners’ Rights, which highlighted the following strengths of the said Annual Report:

“ You have again produced a “ Your use of case studies and customer well-structured report ” feedback is helpful in providing evidence of effective service delivery ”

“ We are pleased to see that your “ ...you continue to demonstrate the average decision-making timescales positive role the planning service for major and local (non-householder) plays in working with a range of applications have seen improvements ” stakeholders and supporting delivery ”

Cover photo: Kelvingrove Bandstand

2 Planning Performance Framework: Annual Report 2014 - 2015 Contents

4 Introduction Part 1: 6 National Headline Indicators Part 2: 8 Defining and Measuring a High Quality Planning Service 2.1: 8 Open for business 2.2: 10 High quality development on the ground 2.3: 13 Certainty 2.4: 15 Communications, engagement and customer service 2.5: 17 Efficient and effective decision-making 2.6: 18 Effective management structures 2.7: 21 Financial management and local governance 2.8: 22 Culture of continuous improvement Part 3: 24 Evidence Part 4: 25 Service Improvements 4.1: 25 Service Improvements for 2014 -15 4.2: 26 Delivery of Service Improvement Actions in 2013-14 Part 5: 28 Official Statistics Part 6: 31 Workforce and Financial Information Appendix: 33 Performance Markers Checklist

3 Planning Performance Framework: Annual Report 2014 - 2015 Introduction

This Annual Report is the fourth produced by Glasgow These are to ensure that Glasgow has: ’s planning service is part City Council under the Planning Performance • Economic growth, and is of DRS, whose Service Plan: Annual Service Framework (PPF). It covers the period from 1 April • A world class city Plan and Improvement Report (ASPIR) provides 2014 to 31 March 2015 and provides a report • A sustainable city the context and priorities for the planning on the Council’s planning performance, following • A city that looks after its vulnerable people service in delivering economic growth. the format set out by Heads of Planning • A learning city. (HOPS) Planning Performance Framework Annual ASPIR has identified 3 key issues in relation to the Report Template, issued in February 2015. Development and Regeneration Services (DRS) planning service, which it reports on quarterly: have been identified as the lead Service in • Delivery on key priorities Glasgow City Council’s key priorities are set out in delivering the first priority:economic growth, and • Service performance ethos needs its Strategic Plan for 2012-2017. There are five is one of seven key services providing core council to be driven by the requirements priority areas to drive real progress and achievement services as illustrated in the diagram below. of the Planning Performance Framework in Glasgow. • Customer Service

The planning service in Glasgow continues to help deliver economic growth to the City, through

Glasgow Clyde involvement in regeneration and partnership project Life Gateway groups, providing a settled policy framework,

City ACCESS with advice and expertise on design, heritage and Building Chief Executive’s landscape issues, and encouraging and enabling Office Social high quality development on the ground through Corporate Glasgow Work City Services City Services the development management process. Parking Marketing Core Bureau Land and Council Development Environmental Services and The proposed Glasgow City Development Plan Services Regeneration Glasgow’s (LDP) progressed towards publication during the Cordia Services Regeneration Agency 2014-15 period. The Plan focuses on a spatial Financial Education Services Services strategy, key policies and applying a Placemaking Glasgow City Commumity approach in line with Scottish Government Property and Safety Services expectations. The Plan’s themes and aims reflect Arms Length Organisations the National Planning Framework 3 and Scottish (ALEOs) Planning Policy (published in June 2014).

4 Planning Performance Framework: Annual Report 2014 - 2015 Planning & Building Control Structure Planning & Building Control Structure

This year’s performance figures for Glasgow are service improved on the previous year’s performance Head of Planning & Building Control set out in Part 5: Official Statistics, which we are with all green and amber ratings and no reds. please to report are broadly improving year on The importance of satisfying the 15 Performance Assistant Head year figures, across all categories, in a particularly Markers in the PPF Annual Report is recognised. challenging year, when planning staff were In order to demonstrate this, appropriate faced with IT upgrades and continuing process Performance Markers have been clearly identified Group Manager Group Manager Group Manager Group Manager changes, driven by Service Development. against evidence within the body of the report. Development City Centre Neighbourhoods Delegated & Plan Group Group Group Preformance In addition, a Performance Markers checklist has Group In addition staff had to provide support and been added to the end of this report (Appendix), commitment to the build-up and delivery of to cross-reference evidence within the report. Development Development City Strategic Management City Design Management the “best ever” Commonwealth Games. Policy and LRC City Centre Delegated The case studies throughout the Report give The period covered by these figures saw further examples of how good practice has achieved good Strategic Development Development changes to the organisational structure for results. Many of the case studies are relevant to Environmental Management Forward Management Infrastructure North & East Planning South & West the planning service, see adjacent structure and, several of the different headings in Part 2, which Financial Management and Local Governance. define and measure a high-quality planning service.

City Building Control Development City Centre THI Enforcement The PPF Annual Report produced by the City Finally, it should be noted that an important Plan & Licensing Council’s planning service for the period announcement was made by the UK 2013-14 was assessed by the Scottish Government Government on 4th July 2014, that the Glasgow Building Transport Control North Building who produced a Performance Markers Report Region (Glasgow & Clyde Valley) was being Tech Support Control South 2013-14. This report concluded that we had again awarded a City Deal worth £1.13 Billion. produced a well-structured report and that we The City Deal will be used to fund major West Of continue to demonstrate the positive role the infastructure projects, drive innovation and Scotland Archeology planning service plays in working with a range growth through the support of key sectors. Service of stakeholders and supporting delivery.The These projects will allow a programme of work Performance Markers were assessed using a Red, to go ahead which will greatly add to the value Amber, Green (RAG) rating to give an indication of of the local economy over the next 20 years Service Admin Support priority areas for improvement. Glasgow’s planning and are likely to feature in future PPFs. Development (CBS)

5 Planning Performance Framework: Annual Report 2014 - 2015 Part 1: National Headline Indicators Development Planning 2014-15 2013-14 Development Planning: • Age of local/strategic development plan(s) (years and months) 5y 3m 4y 3m at end of reporting period. Requirement: less than 5 years Development Planning • Will the local/strategic development plan(s) be N Y The Proposed Glasgow City Development Plan (CDP – Glasgow’s Local Development replaced by their 5th anniversary according to the current development plan scheme? (Y/N) Plan) was approved by the Council’s Executive Committee on 3rd April 2014 • Has the expected date of submission of the plan to Y-later Y-later and made available for representations from 1st May 2014 to 27th June. Scottish Ministers in the development plan scheme changed over the past year? (Y-earlier/Y-later/N) • Were development plan scheme engagement/ N * N ** Development Plan Scheme Engagement/ Consultation Commitments consultation commitments met during the year? (Y/N) • * (DPS) 2014/2015 Effective Land Supply and Delivery of Outputs Commitments were met in full with the exception of the production of posters for Established housing land supply (units) 43,430 44,202 distribution at key locations such as libraries. Whilst posters were produced and 5-year effective housing land supply (units) 13,533 13,269 5-year housing supply target (units) 13,663 13,399 displayed at the MIR stage, budgetary pressures meant this was not replicated at 5-year effective housing land supply (Years) 5.0 5.0 Proposed Plan stage. It is considered that extensive advertisement of the Proposed • Housing approvals (units) 3,507 4,552 • Housing completions over the last 5 years (units) 10,707 10,918 Plan via newspapers, internet mediums and public places gave the Plan broad • Marketable employment land supply (ha) 123.27 129.23 public exposure. The timetable for commencing the Examination has slipped from • Employment land take-up during reporting year (ha) 0.94 12.05

that anticipated in the 2013/2014 DPS, which had anticipated that the Proposed Development Management: Project Planning CDP would be submitted to Scottish Ministers, and that an Examination would 50.8 39.2 • Percentage of applications subject to pre-application advice (%) commence, at the end of 2014/early 2015. However, the DPS had noted that this • Number of major applications subject to 1 0 timetable was a “broad” one, acknowledging the fact that the ongoing timetable processing agreement or other project plan • Percentage planned timescales met (%) would necessarily reflect the number of representations received, and the breadth 87.5 100.0 Decision-making of issues that they covered. The number of representations received meant that • Application approval rate (%) 86.8 89.1 • Delegation rate (%) initial analysis and summary of representations (necessary to provide respondees 98.6 96.6 with a summary of their response) took longer than had been indicated in the broad Decision-making timescales timetable set out in the 2014 DPS, a situation further complicated by a second Average number of weeks to decision: • Major developments 30.2 37.3 round of neighbour/ owner/occupier notification, and associated consultation • Local developments (non-householder) 12.4 13.1 period, to reflect those erroneously missed out during earlier neighbour notification. • Householder developments 8.6 8.8 Legacy Cases • Number cleared during reporting period 95 102 • ** (DPS) 2013/2014 • Number remaining 104 126 The 2013/2014 DPS had anticipated production of the Proposed Plan in Enforcement Summer 2013 and submission of the Plan/Examination in early 2014. This • Time since enforcement charter published / reviewed 12 months 0 months timetable slipped (Proposed Plan not published until 1 May 2014) principally (months) Requirement: review every 2 years • Number of breaches identified / resolved 468/452 419/414

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6 Planning Performance Framework: Annual Report 2014 - 2015 because of an additional, unforeseen round of public consultation, in the Summer of 2013, on potential development sites that had emerged from the Council’s Green Belt review and that had not previously been consulted on during the Plan process. Engagement/consultation commitments envisaged as taking place during the DPS period had been in relation to the publication of the Proposed Plan and, as a result of the delay outlined above, these did not take place.

Effective Land Supply and Delivery of Output The fall in employment land take-up from 12.05 ha in 2013/14 to 0.94 ha in 2014/15 mainly reflects the timing of development completing on site, with some relatively large schemes being developed in 2013/14. Employment land take-up in Glasgow in recent years has been relatively low, which indicates that the higher figure in 2013/14 was not typical of the longer term trend in this sector, and was partly attributable to significant key investments in the East End of the City. Take-up of employment land for other uses continues to be a feature in Glasgow, and this accounts for most of the reduction in the marketable land supply from 129.36 ha in 2013/14 to 123.27 ha in 2014/15.

Development Management The average timescales to determine applications, itemised in Part 5, show sustained improvement in 86% of the comparable measures. For example, the average timescale to determine Major applications has fallen by over 7 weeks from 37.3 to 30.2 weeks. The only significant departure from this trend is in the average timescale for the determination of Major Business and Industry applications. (However, given the small sample size of 4 applications determine in the present reporting period, a degree of volatility in returns for such applications is to be expected.)

In contrast a fall in the percentage of original decisions being upheld for both Local Reviews and Appeals to Scottish Ministers is demonstrated. It would be hoped that the adoption of the emergent Local Development Plan will address this matter.

It is hoped that the delivery of the proposed Service Improvement Actions in 2015-16, See Part 4, will enable this broad improvement in the delivery of the Development Management Service to be maintained.

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7 Planning Performance Framework: Annual Report 2014 - 2015 Part 2: Defining and Measuring a High Quality Planning Service 2.1: Open for Business

• Information for developers • Pre-application discussions are is also given at pre-application stage - Glasgow Economic Leadership. is provided on the website. welcomed for all applications from as part of preliminary discussions. - Clyde Gateway This includes information on householder to major applications. All Developers are also offered the - Benchmarking groups the Council’s commitment to major applications are now expected option of staged or deferred payments and Scottish Government pre-application discussions and to be the subject of a processing through section 75 legal agreements working groups e.g. on Place procedures, including processing agreement and pre-application as well as upfront payment of Standards development. agreements. (Performance Marker 2) discussions, and this is indicated contributions through section 69 formally to the developer when the agreements. Further Supplementary • Commonwealth Games • Online applications now form PAN is approved. Developers can Guidance on Developer Contributions Business Embassy: On the 65.5% of applications received opt out if they do not wish to go will be provided through the invitation of Invest Glasgow, (2014-15). The planning service take part in a processing agreement, new emerging City Development Planning managers took part is represented on the Scottish but early contact and discussion is Plan. (Performance Marker 3, 11, 15) in the Business Embassy, set Government group working on still welcomed. Proposals for new up by Invest Glasgow over the upgrading the Planning Portal. residential streets are taken through a • Working Groups: Officers from the period of the Commonwealth specific pre-application process as set planning service continue to be Games, to promote investment • A single point of contact is provided out in the Council’s Design Guide for involved in a number of working opportunities in the city. for all applications through the New Residential Areas which includes groups and partnerships which The Planning Service took case officer. The name and direct feedback from transport planning and provide a planning framework a leading role and prepared contact details for the case officer other relevant stakeholders. The aim is for investment to enable leaflets covering: are provided on correspondence and to streamline the planning and Roads development, and work towards - The Planning & Building on the online records. (Performance Marker 3) Construction Consent process as well an improved customer service. Control Service. as inform the design and frontload - Green Networks in Glasgow. • Information on general the submission. (Performance Marker 2 & 3) Groups include: - Town Centre Regeneration. planning queries is available - The Metropolitan Glasgow - Clyde Waterfront & West End. daily through a duty officer • Developer Contributions: Clear and Strategic Drainage Partnership. - The Planning Legislative helpline telephone number. specific guidance is available on the - Glasgow & Clyde Valley Green & Policy Position. website about developer contributions Network Partnership as part of - Glasgow’s Canals. for open space and public realm Central Scotland Green through the City Plan Policies ENV Network (both National 2 and DG/ENV2, and for Fastlink Projects in NPF 3). through TRANS 8 and DG/TRANS 4. Information on these requirements

8 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies Westburn Viaduct Feasibility Study CS: Linked Via Light Project

The Westburn Viaduct, a former railway the Peace Bridge project. This then lead on On the 11th of March 2015 the new Viaduct landmark. By undertaking a long term bridge, links the area of Glasgow to the development of an action programme lights were switched on by the young people programme of environmental improvement and Westburn in South . The of medium to long term joint community in the core group and brought together to this area it provides a stronger justification Viaduct is currently closed to public environmental projects and capacity building. the various local stakeholders and both for the new community growth area adjacent access but in recent years, has been communities. This marked a step change in to the project site to ensure it delivers associated with anti-social behaviour. To initiate the action programme, the the future of the area/Viaduct as a valued connections to the river and walkway. Planning Service worked with colleagues In two spatial planning studies, the in Land and Environmental Services to Clyde Walkway Pilot Project and the undertake environmental improvements ‘ and Green Network and architectural lighting to improve Development Framework’, the Viaduct the visual and perceived feel of the area was highlighted as an area of significant adjacent to the river and the Viaduct. potential for the development of a green link, connecting the two adjacent communities Working with Education Services, Carmyle and the neighbouring authorities. The Committee Council, Tollcross Housing area has also been identified as part of Association, Community Safety Glasgow, the Broomhouse, Baillieston and Carmyle Sustrans and Council Community Growth Area, a long term a core group of young people from three major residential development. Forestry schools (one in Glasgow and two in South Commission Scotland also have ambitious Lanarkshire) were set up to drive forward plans for large community woodland the Viaduct Lighting Project. This built creation in relatively close proximity to the upon approaches taken from other Planning Viaduct – Newton Farm and Greenoakhill. Service projects (such as the lighting of Academy) and put young people The feasibility study, undertaken by Glasgow at the heart of the decision making. The Community Safety Services on behalf of core group were involved in selecting the Glasgow City Council, examined the issues lighting designer to work with, working surrounding the Viaduct. It recognised through a planning workbook, participating that due to the current stigma and severe in hands-on design workshops to explore anti-social behaviour associated with the the issues and opportunities of the river and Viaduct, reopening to pedestrian access is the physical connections and disconnections not feasible in the short term future. As part between their two communities. Following of this study, an officer from the Planning this, the wider community was consulted Service visited Derry/Londonderry with with and a final design implemented on site. other colleagues working on the study to learn from the approach taken to delivering Westburn Viaduct.

9 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies 2.2: High Quality Development on the Ground Kelvingrove CS: Bandstand

• City Plan 2 Policies provide design Central Govan Action Plan (CGAP): The Kelvingrove Bandstand and performance facilities see( front cover). guidance for developers which This project won the RTPI Silver Jubilee Amphitheatre is situated in Kelvingrove The project was carried out by the is backed up by advice and input Cup at the RTPI national awards in 2014. Park, a designed landscape of national partners with lead consultants Page importance. The structure is B listed and and Park, involving frequent public from planning officers and the The last year has been one of transition, was built as a purpose built entertainment consultation events and close working planning service’s City Design review and evaluation for the Central facility by Glasgow Corporation in 1924. with bodies such as Friends of Kelvin team. This advice and guidance is Govan Action Plan (CGAP) project. This It is the only original bandstand left in Park. These events included an available at pre-application stage has included submitting a THI 2 bid to Glasgow and one of only three with exhibition in Kelvingrove Art Gallery and during the consideration extend the townscape heritage initiative associated amphitheatres in Scotland. It and a lighting event by a design of the submitted application, as to cover the 2016-2021 period and closed in 1999 after falling into disrepair student from Napier University. The and was included in the Buildings at Risk bandstand and amphitheatre was appropriate. (Performance Marker 3) this has received a stage 1 pass from register. A partnership was established re-opened in May 2014 and with its 2500 Historic Scotland and Heritage Lottery. between Glasgow City Council planning seat capacity and modern facilities, is • The Design Guide for New Also, the CGAP project has been central service, Glasgow Building Preservation a popular venue hosting a wide variety Residential Areas provides guidance to strategic planning and regeneration Trust and Glasgow Life, which drew up of open air events. The project has both on good design and the initiatives such as the Clyde Waterfront a Conservation Management Plan and guaranteed a sustainable long term recommended design process for City Deal project development and raised funds for the site’s refurbishment future for this important historic and and reopening at a cost of £2.2 million. cultural structure, supporting the vision new development. This continues the Govan- Charrette. These The refurbishment includes sensitive for a city-wide public venue with a strong to be applied in discussions with strategic interventions have been alterations and extensions to the sense of pride from local residents, housebuilders and is available on shaped by the CGAP framework and amphitheatre which improved public visitors and the city as a whole. (Performance Marker 2, 3, 15) the website. they have also helped to assist with accessibility to both the bandstand SDA: Award winner the redefinition of the regeneration and arena as well as providing modern My Place Awards: Nomination • Design briefs and masterplans as vision for Govan in the next 10 years. developed by planning officers On the ground projects have included in conjunction with stakeholders the completion of building repairs to also provide further guidance the listed tenements at Water Row which contributes to good quality and the installation of 6 new heritage development on the ground. (see shopfronts at Langlands Road. case studies on Transformational Regeneration Areas). (Performance Marker 11)

Kelvingrove Bandstand.

10 Planning Performance Framework: Annual Report 2014 - 2015 Glasgow Urban Design Panel (GUDP) Historic Scotland Awards The planning service hosts and Historic Scotland officers visit the co-ordinates the regular Glasgow planning office on a regular basis in a Below are a selection of awards presented to projects within Urban Design Panel which had “surgery’ format, giving planning officers, Glasgow City associated with the PPF period. 7 meetings during the year. This and applicants if requested, a chance to provides an opportunity for discuss heritage issues and proposals Scottish Awards for Quality in Planning 2014 designers of significant schemes to informally at pre-application stage Overall Winner Commonwealth Games Athletes Village present their proposals to the panel, and during the application process. Delivering in Partnership The Athletes’ Village - City Legacy usually at pre-application stage. This helps to provide a streamlined Central Govan Action Plan pre-application advice as well as (Including Govan Cross Townscape The GUDP includes representatives shaping development positively. Heritage Initiative) from A+DS, other design bodies and Development on the Ground Glasgow - civic groups, individuals and the The Athletes’ Village Glasgow Institute of Architects who Glasgow School Of Art – The Reid Building provide comment and critique. This Development Management Archaeological Impact Mitigation System is seen as a useful review process by developers and the planning officers. RTPI Awards for Planning Excellence 2014 Jubilee Cup Winner 2014 Central Govan Action Plan Proposals presented throughout this year included some of national and Scottish Design Awards 2015 regional significance, including the Architecture Chairman’s Award: The Reid Building EGIP Queen Street redevelopment, Residential Award: Laurieston Phase 1 the new Woodside Health Centre, the Education Building or Project Award: The Reid Building Candleriggs site (formerly Selfridges Regeneration Award: Speirs Locks Studios site) for mixed use, and the bids for Affordable Housing Award: Laurieston Phase 1 a high end residential site at Park Reuse of a Listed Building Award: Kelvingrove Bandstand Quadrant marketed by City Property & Amphitheatre which attracted four major consortiums Glasgow Central Station of housebuilders and architects. Other Place Making / Master Planning Award: Laurieston Phase 1 proposals included several schemes for student accommodation and Scottish Civic Trust My Place Awards Nomination: Kelvingrove Bandstand commercial floorspace on Cathedral Street, Beith Street, Argyle St/Miller St mipim UK awards and Kelvinhaugh Street. (Performance Marker 3) Regeneration Project of the Year Commonwealth Games Athletes Village

11 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies Glasgow School of Art Reid CS: Building

The new school building was intended The project has exceeded all expectations stage post-determination and a community Customer Satisfaction: The GSA design to replace two existing School buildings, in creating an object building that makes a liaison officer was available to deal team recently thanked the planning incorporate the category ‘C’ listed Assembly valuable contribution to the City’s wealth with any amenity issues arising. service, commenting that this case Building used as the students union and and variety of architectural achievements is “A great advertisement of how provide public realm enhancements. and provides a world class studio and Regeneration: The Reid Building has the planning process should be”. workspace for the production of art. replaced 20th century buildings that were The status and sensitivity of the site no longer fit for purpose and makes a required a creative and high quality Key Factors and Benefits: valuable contribution to the city’s wealth SDA: Winner response, to be of the highest quality, next Professional Knowledge: provided by a and variety of architectural achievements. SAQP: Winner to the Mackintosh Building. Following an highly experienced case officer, principal international competition with submissions planner and the city’s design advisor. from 153 practices, Stephen Holl Architects of New York, in association with Glasgow Innovation: The design philosophy for based JM Architects and ARUP Engineering, the scheme meticulously studied the were selected in September 2009. use of natural light in the Mackintosh building and used this as inspiration The Glasgow School of Art sought early to develop an ingenious methodology engagement with the Planning Service. In to harness natural light. response Glasgow City Council set up a core team dedicated to handle such a complex Management: The core team of the and sensitive development application. A council stewarded the proposal through processing timetable was agreed at pre- all stages of the planning process application stage which the planning case with design and placemaking at the officer coordinated and project managed. The heart of the planning assessment. whole team demonstrated a commitment to excellence in customer service which Sustainable Development: The School’s contributed towards delivering high quality exacting operational brief stipulated that the contemporary design and place-making. design should be environmentally sensitive and achieve a BREEAM ‘Excellent’ rating. CGAP/THI update External design reviews were sought through Features include a “green roof”, rainwater ? the involvement of the Glasgow Urban Design harvesting and natural ventilation. Panel and Architecture and Design Scotland. Partnership: Partnership working between National Theatre for Scotland the council and the GSA design team ? The local community participated and was key to meeting agreed milestones. contributed fully to the Pre-Application Consultation process, providing detailed Community Interest: The engagement local knowledge, insight and opinions. was carried through to the construction Reid Building.

12 Planning Performance Framework: Annual Report 2014 - 2015 2.3: Certainty

The adopted development plan The GCDP aims to give certainty for Officer advice is provided at pre- part of the review of the Design Guide comprises Glasgow City Plan 2 (adopted investment decisions for the public application stage and also through for New Residential Areas. Prospective 2009), together with the Glasgow and and private sectors by indicating where discussions of live applications with developers are therefore more informed Clyde Valley Strategic Development development, including regeneration, suggested improvements. A specific at pre-application stage about the likely Plan (SDP) approved 2012. These set should happen and where it should not. example is the project handling of the timescales for processing of applications. out clear guidance for developers on all Future planning applications will be recent Buchanan Galleries application and Advice on information required to scales of development and are still the determined according to the policies the GSA Reid Building (see case study). validate an application is provided by main consideration in the determination in The Plan, as required by Section Officer advice is consistently supported officers on request and is also available of planning applications. Only 0.5% of 25 of the Town and Country Planning through the determination of applications on the website as part of the Design applications were approved contrary to (Scotland) Act 1997. The Plan is more as shown by the fact that only 0.1% of Guide for New Residential areas and the development plan in the last year concise than previous Local Plans, applications were determined contrary to processing agreements. As part of showing that the documents remain and makes greater use of mapping officer recommendation.(Performance Marker 2, 3, 15) the vetting project (see case study) a robust. Information on City Plan 2 and illustration. As The Plan needs to process model has been developed and other Supplementary Guidance is remain relevant, it will be reviewed and With regard to Local Review Committee which ensures that officers vetting available on the Council website for updated every five years. (Performance Marker 8) appeals, 68.6% were dismissed showing applications will be applying a consistent potential developers. (Performance Marker 11) a strong degree of robustness in the approach to validation. (Performance Marker 2 & 15) delegated decision making process. The new emerging Glasgow City Guidance is also provided by Processing Agreements for applications City Deal Development Plan (GCDP), will become masterplans, action plans and local are now being strongly promoted for Planning staff presented business cases more of a material consideration for development strategies as evidenced major applications. Advice and a template that resulted in the successful awarding the determination of applications in the elsewhere in Part 2 and in Part 3. The are provided on the website and planning to the City Region (Glasgow & Clyde next year and this will be accompanied planning service also produces regular officers offer these agreements as a form Valley), of £1.13 Billion in funding. by a suite of Supplementary Guidance monitoring and analysis information on: of project management at pre-application The planning service in collaboration giving further certainty for developers. • Industrial and business land supply, stage. Developers are informed on with other council services, is working • Major office, business and industrial approval of PAN applications that they towards the implementation of major development applications, are expected to enter into a processing projects, funded by City Deal. • Housing land audit agreement. Stakeholder meetings have and major retail proposals in been held with architects, housebuilders Glasgow. (Performance Marker 11) and Housing Associations during the year to inform them of this process as

PROPOSEDGLASGOW CITY DEVELOPMENT PLAN

13 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies Transformational CS: Regeneration Areas

In 2010 Scottish Government, in • The masterplan partnership with Glasgow City Council has been developed by the LDG and Glasgow Housing Association (GHA) and has resulted in a high quality launched a new initiative to kick start residential development at Riverbank major regeneration in eight Glasgow Street/Riverford Road; it continues communities. The initiative, known as to guide preparations for the Transformational Regeneration Areas, next phases of development. established the principles for a new approach that seeks to maximise the • In , Phase 2 “The Valley”, value realised through integrated, long a development of 125 new dwellings term regeneration and the delivery for social rent and shared equity of high quality neighbourhoods. have been built during 2014-15. The masterplan is now set to be Within the TRAs, approved masterplans reviewed, to reflect the stakeholders’ provide local communities, developers fresh project aims and guidance and investors with the confidence for delivering the final phases of that delivery programmes based on development, and consider innovative an agreed and robust regeneration new models for housing delivery. vision. City Council, including the planning service, and Glasgow Housing • In Sighthill, the masterplan is in place Association jointly lead the delivery and has successfully guided the of these masterplans through Local first phase of new housing currently Development Groups (LDGs) which being delivered at Fountainwell ensure community involvement Road (141 new dwellings for social through local agencies and groups. rent as part of a re-provisioning programme). The masterplan was approved as part of a Planning Permission in Principle in April 2014.

Sighthill TRA

14 Planning Performance Framework: Annual Report 2014 - 2015 2.4: Communications, Engagement and Case Studies Glasgow Regeneration Customer Service CS: Partnership

• The planning service is engaged improvements in due course, Glasgow’s planning officers work Planning officers have worked to in a number of local forums and to be reported next year. alongside partners including Scottish promote the aspirations for high quality steering groups as shown in the case See Part 4: 4.1 Service Improvements Canals and BIGG Regeneration to developments which has resulted in foster regeneration along the Glasgow these creative and place-enhancing studies elsewhere. The participation 2015-16 (Performance Marker 6 & 12) Canal. Support is provided through six- developments. Engagement with the and contribution of the planning weekly steering officer group meetings community has also formed an important service is acknowledged by local • Complaint handling is carried and planning officers also offer pre- part of the development of the area, with groups as important in providing out in accordance with the application advice to developers. This has a four day Charrette held in February input on best practice and planning Council Complaints Policy. encouraged high quality and innovative 2015 covering the Applecross-Firhill- policy, enabling development and developments in the Canal Corridor. area, following on from Recent development on the ground the Charrette in March assisting with bids for external • Electronic representations are includes the Wakeboarding centre at 2014. A wide range of local community (Performance Marker 12) funding. now encouraged through the the Pinkston Basin watersports hub in and agency interests were brought online planning system and Port Dundas. The National Theatre for together, with three days of fruitful • In the wider context, the planning representations are increasingly Scotland HQ was also given planning discussions leading to a presentation service is now assessing the received electronically. permission in February 2015, which on day 4 of an overarching vision and customer service which it provides. will bring an exciting addition to the framework for the area. The Charrette’s Spiers Locks/Wharf cultural hub. popularity and success is evident in the After the first Customer Satisfaction • Responsibility for High Hedges subsequent widespread support shown Survey was carried out in March legislation, advice and any resulting by stakeholders and the public for this 2014, the feedback from the survey applications is undertaken by the vision and resulting recommendations. has been considered. The comments planning service’s Enforcement team. mainly related to the difficulties in contacting planning staff. The survey • The Glasgow City Council has been amended and embedded Enforcement Charter was updated on the Council website from March in 2014. Enforcement continues to 2015. It is intended to recruit an work with members of the public Intern to consider customer service to resolve breaches of planning further throughout summer 2015, control and resolved 452 cases in including the points raised in the the past year, an increase of 38 on survey. This will lead to service the previous year. (Performance Marker 5)

Continued on next page > Maryhill: The Valley.

15 Planning Performance Framework: Annual Report 2014 - 2015 • Engagement with of new and innovative Case Studies Councillors has recently techniques were introduced Glasgow’s Local Development Plan - GCDP been undertaken through at the MIR consultation the introduction at Planning phase (freepost postcards, CS: Application Committee of twitter feeds and youtube a chance for developers uploads) and, whilst the During the representation period, two events were City Council libraries and provided to Community held in conjunction with Planning Aid Scotland: Councils on request. Around 1,500 consultees to present potential approach to consultation were notified of the start of the representation forthcoming schemes to during the Proposed Plan • The first (evening of 12/05/2014) was a two period directly, either by e-mail or letter, and the Councillors on that representation period was hour session aimed at Community Councils neighbour/owner/occupier notification letters committee for information more “traditional” in form, and other community and amenity groups. were issued to approximately 15,875 addresses. and interest. (Performance Marker 6) use continued to be made Its intention was to explain the new local of twitter and other means development plan process, and to outline the key A total of 952 items of correspondence were issues that the Proposed Plan was addressing. received before the end of these representation GCDP to publicise, and encourage periods, equating to almost 4,000 individual • As well as fulfilling statutory involvement in, the CDP • The second (16/06/2014) was a half-day drop comments, roughly 85% of which were objections. (Performance Marker 6) consultation obligations, we process. in event specifically aimed at Community aimed to increase the range Councils, other community and amenity The 2014 Development Plan Scheme had and number of stakeholders • Planning staff have groups and anyone who had received a anticipated that the Proposed CDP would be in the plan preparation been informed of GCDP neighbour notification letter. The event took submitted to Scottish Ministers, and that an place at Glasgow City Chambers and was Examination would commence, at the end of 2014/ process and increase progress from the issue attended by officers from the Development early 2015. However, the DPS had noted that this general awareness of the of an internal factsheet. Plan Team. This provided attendees with timetable was a “broad” one, acknowledging the development plan. A number See extract below. the opportunity to clarify general points fact that the ongoing timetable would necessarily about proposed sites prior to making a reflect the number of representations received, representation. PAS volunteers were on hand and the breadth of issues that they covered. The < Return to previous page to provide general advice on the development number of representations received meant that plan process and making a representation. initial analysis and summary of representations (necessary to provide respondees with a summary of Factsheet Extract A member of the Development Plan Team and a PAS their response) took longer than had been indicated volunteer also attended a Community Council in the broad timetable set out in the 2014 DPS. discussion forum on 07/06/2014. This provided Community Councils with the opportunity As a result in May 2015 the responses to the INTRODUCTION to engage with Council Officers and PAS representations received were approved by This note provides an update on the progress of the City Development Plan explaining what stage we are at and how the Plan and Supplementary Guidance is progressing towards Adoption. volunteers, midway through the period for the Council’s Executive Committee, with the

Local Development Plan Process representations, which was helpful in ironing Proposed Plan being submitted to Scottish Monitoring Statement out any issues or misunderstandings which Ministers on 24 June 2015. Scottish Ministers

Main Issues Report may have arisen in relation to specific sites or have subsequently advised the Council that to the process for making a representation. Reporters have been appointed to carry out Proposed Plan the Examination of the Proposed CDP, with We Are Here Examination In addition to a press notice, hard copies of the this likely to commence during July 2015. Proposed CDP were distributed to all Glasgow Adoption

CURRENT STATUS – PREPARING FOR EXAMINATION The Proposed Glasgow City Development Plan was published for consultation between 1 May and 2716 June 2014. Over 20,000 letters and emails were sent to Statutory Consultees, Community Planning Performance Framework: Annual Report 2014 - 2015 Councils, members of the public and other stakeholders informing them of the publication of the Plan, notifying them of any neighbouring proposals and inviting them to comment on the Plan and suggest any modification they deemed necessary.

A second neighbour notification exercise took place in August-September to capture additional neighbours affected by proposals.

A total of 654 consultees/interested parties submitted a representation on the Proposed Plan. This resulted in over 900 separate contributions generating nearly 4,000 comments, the majority of the contributions being objections. A significant number of contributions (546) focused on the 125 proposed housing sites:-

HOUSING SITES WITH SIGNIFICANT OBJECTIONS Clouston Street - 177 Contributions Green Belt Release at - 228 Contributions Green Belt Release at - 71 Contributions

Clouston St Site Work and analysis by the City Development Plan Team has resulted in every objection being identified as either a:

 Major Modification – Submit to Examination (either request to modify or resist): or  Minor Modification - Amend Plan prior to Examination.

Significant comments that would result in changes to the plan will be taken through the Examination. Similar representations will be grouped together to form an Issue. The Issue will be presented with the relevant supporting information and sent to the DPEA to allow the Reporter to assess each case. We anticipate that we will have approximately 58 Issues. Case Studies 2.5: Efficient and Effective Decision Making CS: Vetting of Planning Applications • Planning Applications Committee managers and teams also help to It had been established that it was taking also developed in collaboration with the meets every two weeks which monitor and manage workloads. too long to get an application to a point Planning Principals, which continues to allows cases to be dealt with quickly. Decision notices are signed by where the planning process can begin. be regularly reviewed and/ or adapted. Appointed officers attend Committee team leaders. (Performance Marker 1) It was decided to review our registration The pilot started on the week beginning on a rota basis and meet with the and vetting processes, which follows 6th October 2014 and at the end of Convenor and Vice-Convenor • Ongoing planning policy, benchmarking with other authorities on December 2014 an assessment of the the week before Committee legislation and performance how they vet planning applications. A pilot took place which identified that for a pre-agenda meeting. pressures are discussed at the pilot group was set up over an initial 3 the general feedback from the officers six-weekly DM Forum meetings. month period to try out a new process involved in the pilot was positive. They for registration and vetting, with the found that they had more time to deal • The scheme of delegation is aim to ensure the planners are served with planning matters and had not extensive and allowed 98.6% • Legacy cases have again been with valid applications to assess, as been tied up with administration such of cases to be decided on a monitored during the year by case early as possible after registration. as completing database (UNIForm) delegated basis rather than by officers who are proactively seeking screens and dealing with telephone Committee. This has allowed a to have applications withdrawn or The pilot group comprised 2 Planning calls regarding invalid applications. quicker determination of cases. refused if legal agreements are not Technicians and 8 Planners. It was also decided at this time to extend concluded within 6 months of being The roles were as follow: the pilot by another month and use that (Performance Marker 4 & 14) • Development Management teams sent to developers. Administration: Register and digitise time to train up another 5 Technicians are arranged on a geographic basis applications, scan, index and issue to giving us a total of 7 fully trained. The but caseload management is carried correspondence as required. remaining 3 Technicians will become out by managers throughout the Technician: Vet all applications, involved at a later date depending on planning service who work together identify neighbours where applicable, their current work commitments. statutory consultations, deal with invalid to review work pressures throughout applications to validation or withdrawal. In February the pilot was completed the service and allocate work Planner: Identify additional non and all planning applications are accordingly. A specified team deals statutory consultation, assess now vetted by Technicians. with all householders applications additional information, determine. and most advertisement and The change in process has resulted in a telecommunication applications. Our Service Development colleagues reduction in the time taken to validate an provided training for the administration application, from an average of 12 days Planning officers manage their staff and Technicians. They also produced to 6 days, which we hope will be reduced own caseloads using a spreadsheet a workflow model to support them, further as other service development to monitor timescales. Regular which could be viewed on screen and changes are introduced. (Performance Marker 1) one-to-one meetings between adapted as issues arose. A checklist for the Technicians to vet an application was

17 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies 2.6: Effective Management Structures Laurieston Transformational CS: Regeneration Area (TRA)

• The planning service forms part issues and service improvements The TRA process, as mentioned in the alterations, a design guide, and the form of the City Council’s Development are shared between planning and case study under Certainty (above) is and content of the planning submission. and Regeneration Services and building control managers at weekly intended to oversee and co-ordinate the Key consultees and agencies were invited regeneration programme while retaining to attend at relevant stages to resolve delivers the service priorities of performance and management the current community and attracting potential issues prior to application (Performance Marker 12) the Council as reflected in the meetings. people back into the respective areas. In stage. Closely aligned to this, Laurieston Council’s Strategic Plan. Within the addition to housing, TRAs will deliver local Local Delivery Group was established planning function in DRS, teams • As the planning service is placed opportunities such as jobs, education, which sought input from key community support the Glasgow and Clyde within DRS, many initiatives are training and community facilities. groups and members of the public on a Valley SDP, prepare, produce and carried out in partnership with Laurieston TRA was the first to be monthly basis, following feedback from brought forward, with the full process the fortnightly meetings. A major benefit monitor the City Development Plan colleagues elsewhere in the Service, being managed and co-ordinated by the of this collaborative approach is that key including Supplementary Guidance. such as Project Management and Council’s planning service. In the light staffing resources were only in attendance They support greenspace and Design who are responsible for the of the scale and extent of development when their input was required, thereby environmental programmes such as schools and care facilities currently proposed, a programme of 12 fortnightly ensuring that Council staff, other Central Scotland Green Network, being developed, and with projects pre-application meetings were scheduled agencies, the appointed design team, the Glasgow & Clyde Valley Green such as Metropolitan Glasgow to ensure effective management and delivery partner and other community front-loading of applications. The initial groups were managed effectively. The Network Partnership, Sustainable Stategic Drainage Partnership, meetings focussed on the delivery process also assisted greatly with the Glasgow and Equally Well. The Sustainable Glasgow and the City of an updated masterplan; thereafter subsequent assessment and approval of City Design and Transport Planning Centre team working on public realm meetings focussed on PAN submission, planning permission. (Performance Marker 12) teams provide specialist advice and transformation. (Performance Marker 12) community/stakeholder engagement, guidance for planning colleagues. Awards and nomination Development management is • The Local Review Committee (LRC) carried out primarily in four teams is supported by the LRC team design parameters, response from Laurieston TRA. as described above. Enforcement within the planning function. The engagement exercise and consequent team also works closely with team provides an experienced mainly the DM officers. independent Planning Advisor to the Committee outwith the • Planning and Building Control are Development Management function, an integrated service under a single and manages the administration of Head of Service. Performance the local review appeals process.

Continued on next page >

18 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies The LRC team also provides the as the Antonine Wall working WoSAS Archaeological point of contact and relevant group and National Parks Historic CS: Mitigation System observations and administration Environment Working Group.

for appeals determined by the This project was a Commendation from Historic Scotland, the National DPEA (Scottish Ministers). • The planning service is involved Winner at the Scottish Quality Awards Library of Scotland, and other resources, in collaborative working with for Planning in 2014. The project aimed to flag up potentially significant • Customer and Business Services neighbouring planning authorities to see if changes to working practices development impacts at an early stage. (CBS), provide the administrative in projects such as the Metropolitan of the Archaeology Service could The Historic Environment Record be combined with increased use of which is available to member planning support to the planning services. Glasgow Strategic Drainage available online resources, to assess the authorities has also been upgraded. Although not part of the planning Partnership, the Glasgow and Clyde potential historic environment impact of “WoSAS provides a template for how services structure, they provide Valley SDP working groups and the development proposals more efficiently. an already successful shared service the essentials front and back end Local Authority Urban Design Forum. This allows cost effective expert advice can work in partnership, reacting administrative support. Daily to be provided to the member planning and adapting to take advantage of issues are addressed directly with • The planning service is set up to authorities and to developers. emerging technologies and resources” The Archaeological Service uses the (Hugh O’Brien, Manager at WOSAS) the CBS manager and regular be able to react to the need for ePlanning resources of the member fortnightly meetings, or more often intensive project management for authorities and also digital information SAQP: Commendation Winner if necessary, take places between major developments, though early the CBS manager and a planning engagement at pre-application Group manager to discuss broader stage and throughout the process, process and development issues. through PPP applications, through the resulting MSC applications • The West of Scotland Archaeology and engaging with clearing Service (WoSAS) is hosted by the pre-start conditions before City Council planning Service: work starts on the ground. WoSAS is a joint resource serving 11 local authorities in West and Central Scotland. The team maintain the Historic Environment Record database, respond to planning authorities’ requests for consultations, and participate in various working groups such

< Return to previous page Athletes Village; Archaeological Dig.

19 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies The Queen Elizabeth University Hospital CS: and Royal Hospital for Sick Children

The former Southern General Hospital has interface with Architecture and Design This also allowed testing of the functionality The partnership approach secured full been redeveloped to create the Queen Scotland, giving strong encouragement to and resilience of the transport hub/ planning consent in 9 months which is Elizabeth University Hospital and Royal the preparation of a robust Design Exemplar arrival, working in partnership with SPT unprecedented in Scotland for a project of Hospital for Sick Children, a development to be set within a wider master plan; all and the GCC Fastlink design team. GCC this scale and complexity. The established delivered in partnership between Glasgow to be washed through an EIA process to approved the resulting 2010 Master plan campus development plan and associated City Council (GCC), NHS Greater Glasgow ensure effective environmental mitigation. within 8 weeks; and approved the MSC base line infrastructure modelling exists and Clyde and Brookfield Multiplex. applications within a 12-16 week period. to confidently plan for the development Fundamental to the context of the The Environmental Statement thereafter of the Hospitals retained estate. The development was the need for the planning constituted a key regulatory requirement. The project epitomises delivery in development constitutes an important authority to recognise the Board’s ‘Acute Therefore, the partners adopted a partnership between Glasgow City Council, economic driver, seen in the context of the Health Care Review’, its strategic site structured approach to the sequential NHS-GGC, Brookfield Multiplex and the wider spatial planning for Govan/ selection process and the aspirational triple discharge and management of the MSC local community. It demonstrates that and the Corridor as expressed ‘Gold Standard’: to be achieved through (multi-staged consent) and Environmental the full commitment of Council officers through the Strategic Development the coalescence of Maternity, Children’s Impact Assessment (EIA) application and stakeholders to engage in the design Plan, Glasgow’s Local Development and Adult Hospitals. Recognition also had processes, with a realistic emphasis on process contributed significantly to its Plan and associated supplementary to be given to the Governments delivery/ place making and sustainable design. productivity and success. Front loading of planning guidance. (Performance Marker 2 & 3) funding model – reflected in a shift from a MSC applications clearly demonstrates the Public/Private Partnership (PPP) to Direct Operating within the constraints of a Development Management processes to be Treasury Finance. Also of importance was working hospital placed demands on efficient, responsive, reliable and transparent. the initial spatial planning context, invited construction logistics, and impacted on by City Plan 2, through the preparation adjoining residential areas. Glasgow City of a Campus Development Plan. Council appointed a dedicated team of The Queen Elizabeth University Hospital. planning officers to participate with key The objectives of the project stakeholders in a series of managed and were as follows: interlinked workshops with the Brookfield To deliver a landmark healthcare campus Multiplex design team, covering urban To establish a world-class clinical facility design and architecture, landscape and To create a green campus environment as environment, traffic and transportation, setting for comprehensive healthcare site Infrastructure and remediation. provision in Glasgow Both the NHS and Brookfield Multiplex To develop an effective and user-friendly had regular engagement with the local design through intuitive way-finding community, through a variety of methods. To understand climate change issues to create a robust and sustainable design Workshops facilitated the resolution of To create a fine piece of architecture. many competing issues regarding clinical A focus on design quality & outcomes was requirements, space, functionality, aesthetics, crucial for the NHS, and involved direct public realm, quality of materials and costs.

20 Planning Performance Framework: Annual Report 2014 - 2015 2.7: Financial Management and Local Governance

• Service delivery is managed • An new organisational structure through the corporate Annual came into effect on 1 January Service Plan and Improvement 2015. This followed a review of the Report (ASPIR) which is reported structure which had been introduced quarterly to the operational in April 2013, involving the scrutiny committee to ensure that creation of an integrated Planning resources are aligned to priorities. and Building Control Service. The changes saw managers’ spans of • Workforce planning is managed control expanded to encompass the corporately through a workforce wider range of functions discharged planning board which examines by the integrated service. This business cases to ensure that new reorganisation was predicated posts created through Service reform on the principle of continuing to deliver on corporate priorities. provide a new “smarter” workforce to deliver an improved service • Procurement of services is managed with less staff resources, through through Framework Contracts “smarter” work practices. and through the PECOS system ensuring accountable spend.

• The planning service is also involved in a number of local steering groups such as the Canal Partnership and the Calton matrix which co-ordinate grant schemes and assemble funding bids to support community projects and secure social, environmental and economic benefits for local communities.

Clyde Arc.

21 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies 2.8: Culture of Continuous Improvement Stalled Spaces: CS: Sharing Best Practice

• Joint working and benchmarking • Planning officers from the City Following on from Glasgow’s award discussions at the national Stalled to share good practice between Council have been an integral part winning and successful Stalled Spaces Spaces seminar. They also presented local authorities takes place on of various Scottish Government project, planning officers from the at an Improvement Service event City Council have supported the “Community Growing, Temporary a regular basis. Glasgow takes projects such as the development development of the national Stalled Uses and the Planning System”. part in the 4 Cities benchmarking of the Place Standard for Scotland Spaces programme which is being led project with Edinburgh, Dundee and the national Stalled Spaces by Architecture and Design Scotland Glasgow’s planning staff also worked and Aberdeen City planning project. (Performance Marker 13) (A+DS). This involved contribution to the with A+DS to assess applications authorities, and also participates development of guidance and information from other local authorities and in the Heads of Planning Scotland • Staff Development plays an sheets and a toolkit for developers, worked with six local authorities to local authorities and communities. initiate their programmes, including (HOPS) Society of Local Authority important part in continuous supporting local stakeholder information Chief Executives and Senior development. Staff are given Officers also shared experience by sessions with Council. Managers (SOLACE), benchmarking feedback from benchmarking and presenting at four regional “surgeries” family group. (Performance Marker 13) other similar events to cascade to 20 local authorities and facilitated information and are also given the • Glasgow City Council planning opportunity to attend relevant service plays an active role in internal and external training various other inter-authority courses and events. A designated groups such as Heads of Planning officer highlights relevant events Scotland subgroups (including the and organises peer feedback Development Plans, Development from those attending seminars Management and Performance or workshops. (Performance Marker 12) and Practice Subgroups) and the Local Authority Urban • Service Improvements as set out Design Forum. These groups in the PPF have been used as a are invaluable in sharing good tool for measuring continuous practice, suggestions and results improvement and this ongoing of research. (Performance Marker 13) list is added to, monitored and implemented during the year (see Part 4 for summary). (Performance Marker 6)

Continued on next page > Shuttle Street.

22 Planning Performance Framework: Annual Report 2014 - 2015 Case Studies • A Development Management are keen to see how it aligns to Organisational Development Forum meets regularly to allow other major system and process CS: Board (ODB) Development management developments in Glasgow, such as

managers to discuss and address mobile working and 3D technology. Organisational development is a The group reviewed and agreed 6 current planning issues and planned, systematic approach to pillars of an engaged workforce: their implications, including • The Uniform System was upgraded improving organisational effectiveness - Alignment: legislative and policy changes, at the end of March 2015, aligned ensuring that it aligns with Engaging staff to realise that every job has IT support requirements and to departmental priorities. Training strategy, people and processes. an impact on team/division/department To address the complex challenges in achieving successful outcomes. staffing and management to support the upgraded version facing the public sector, organisational - Advocacy: (Performance Marker 6) priorities. of Uniform was carried out by development can play a crucial role in Develop a culture of trust in which the Service Development Team supporting our colleagues in developing staff feel they have a ‘voice’ and ideas • Inhouse training and discussion to support users during the and implementing new and effective are listened to and can be part of the forums for staff on the Design go live period. Also during this ways of working. This can include change team/division/department success. Guide for New Residential Areas period the phased roll out of new management, implementing new systems/ - Commitment: processes, developing collaborative Developing a culture that nurtures continued through the year. devices (hybrid laptops/tablets cross division/team working etc. staff and recognises talent fostering and PCs), were deployed as part an environment that people • Teams in the planning service have of a Department wide Refresh DRS have established an ODB group want to stay and commit too regular team meetings and use site How Programme,do we do it? to all planning staff. with representatives from each part of - Discretionary Effort: DRS have an established ODB with representatives from each of visits and tours to review recent the DivisionsIn the who build-up meet 6 times perto year. the There refresh, is an agreed terms the office including Planning and Building How to capture and develop an of reference which notes that each member has the autonomy from Control. This meets six times a year. effective process for staff recognition. built development in the City. their Headguides of Service and to promotea checklist the actions wereof the ODB. sent Development & Regeneration Services - Autonomy: The ODBto allis instrumental staff inin implementing preparation the Departments for Engagetheir Organisational Development Board for Success strategy which is our commitment to employee The ODB is instrumental in implementing Developing a culture where staff has the • Planning representatives attended engagementnew anddevice. the SMT haveThe agreed introduction that we will work towards the Departments Engage for Success trust and support to carry out their job. developing a workplace approach designed to ensure that a stakeholder engagement and employeesof these are committed new to devicesthe Departments will goals allow and values, strategy which is our commitment - Pride: Developing a culture motivated to contribute to organisational success, and are able at communication events in January the samefurther time to enhance agile their working own sense allowingof wellbeing. The group to employee engagement. that builds on and captures staff reviewed and agreed 6 pillars that should be integral in developing pride to work for the Department 2015, to be informed of the progress an engagedofficers workforce: to be more efficient and and Glasgow City Council. of the programme to building a new Alignment:effective Engaging staffin to therealise assessment that every job has an of impact their ePlanning portal, which is planned to on team/applications. division / department (Performance in achieving Marker successful 12 & outcomes 13) Advocacy: Develop a culture of trust in which staff feel they have a The OD Board meets 6 weekly and be launched in the first half of 2016. ‘voice’ and ideas are listened to and can be part of the team / has an agreed action plan to support division / department success Engagement in this programme the development of a resilient Commitment: developing a culture that nurtures staff and (Performance Marker 6) will continue as it will deliver the recognises talent fostering an environment that people want to stay workforce. technology we require to further and commit too. Discretionary effort: how to capture and develop an effective streamline Planning processes. We process for staff recognition.

Autonomy: Developing a culture where staff has the trust and support to carry out their job.

< Return to previousPride: Developing page a culture that builds on and captures staff pride to work for the Department and GCC?

23 Planning Performance Framework: Annual Report 2014 - 2015 Part 3: Evidence

Part 2 of this report was compiled, drawing on evidence from the following sources. ATHLETES VILLAGE INVEST GLASGOW Click on a tile to take you directly to the document or website described.

HEADS OF PLANNING GLASGOW AND PERFORMANCE PPF ANNUAL REPORT THE CLYDE STRATEGIC PLAN ASPIR CITY PLAN 2 FRAMEWORK ANNUAL (2013-14) VALLEY STRATEGIC REPORT TEMPLATE DEVELOPMENT PLAN

DESIGN GUIDE FOR CITY DEVELOPMENT DUTY OFFICER NEW RESIDENTIAL ENV2 DG/ENV2 TRANS 8 PLAN AREAS

METROPOLITAN GLASGOW STRATEGIC GLASGOW ECONOMIC WESTBURN VIADUCT DG/TRANS 4 NPF 3 CLYDE GATEWAY DRAINAGE LEADERSHIP FEASIBILITY STUDY PARTNERSHIP

COUNCIL CENTRAL GOVAN POLLOKSHAWS MARYHILL SIGHTHILL COMPLAINTS HIGH HEDGES ACTION PLAN MASTERPLAN POLICY

GLASGOW CANAL ENFORCEMENT SCOTTISH PLANNING REGENERATION LAURIESTON TRA WOSAS STALLED SPACES CHARTER POLICY PARTNERSHIP

24 Planning Performance Framework: Annual Report 2014 - 2015 Part 4: Service Improvements 4.1: Service Improvements 2015 - 2016

Performance Headings Commitments Marker

Improve how we handle Stopping up Orders by reviewing guidance, Certainty 12 streamlining the process and providing resilience.

Certainty Develop the High Hedges Module in our database (Uniform). 12

Develop a suite of reports from the new database (Uniform Enterprise), in collaboration Efficient and Effective Decision Making with planning staff and Service Development colleagues, to support the monitoring 1, 6, 12 of workload and processes to improve throughtput and performance.

Review of all aspects of the planning service engagement with customers Communications, engagement and Customer Service 3, 11, 12 and providing recommendations for improvements.

Culture of Continuous Improvement Set up internal Design Workshops. 3, 11, 13

Culture of Continuous Improvement Work with Service Developement colleagues to develop planning econsultation process. 6, 12

Continuing committment to complete improvements Several 3, 4, 6, 12 committments identified in 2014/ 15 asContinuing.

25 Planning Performance Framework: Annual Report 2014 - 2015 4.2: Delivery of Service Improvement Actions in 2014 - 15

Performance Headings Commitments Action and Evidence Completed Marker

Formalise an internal process with regard to processing agreements Our Service Development colleagues have reported that this is now 2 No and look to record details electronically (UNIform). due for completion in October 15. The delay resulted from issues with the UNIForm upgrade that took place in November 14, which meant that development priories were reassessed. Certainty

A standard approach to be developed to the clearing of conditions. This is completed and is now live. 6 Yes

6 Carry out a repeat Survey to build on the result analysis of an A repeat survey was carried out. Yes initial survey.

6 Continue further development of the Planning pages on the Council Development has taken place, however, the planning content online Yes Communications, website and intranet. is always under review for improvement. engagement and Customer Service 6 Set up regular meetings with the Council’s one-stop-shop to improve Regular meetings take place with the Service Desk Manager to Yes advice to customers. ensure that she is kept up to date with planning information available online and that she has the appropriate contact numbers to give our customers dependant on the nature of the enquiry.

Financial This is currently in progress and a temporary measure has been Set up a system of tracking fines imposed by a fixed penalty notice by Management and implemented until our Service Development colleagues complete an 6 Continuing the Enforcement Team. local governance appropriate system, which is now likely to be in November 15.

26 Planning Performance Framework: Annual Report 2014 - 2015 Performance Headings Commitments Action and Evidence Completed Marker

Developers are now able to discuss their proposals directly with our Pre-application discussions with Elected Member to be made 3 Yes Elected Members and several have taken up the opportunity. The available to developers. A pre-application consultation page to be put response has been positive from both sides. on the website. Open for Business This is nearing completion, however, is currently stalled due to Advice and guidance to planning officers to input data into an 3 Continuing re-prioritising of service developments. It is now reported for electronic pre-application module (UNIform). completion in August 15.

Develop a pro forma and shared spreadsheet between the Planning A spreadsheet developed by Legal Services will now be made 4, 12 Continuing Service and Legal Services to monitor Legal Agreements. available, following discussion regarding access rights.

The process for Legal Agreements to be defined and clear guidance Guidance on this process is available online with information on 4, 12 Yes provided to developers. Processing Agreements. Culture of An electronic database for the Planning Service to be developed with This is in progress, but unlikely to be completed imminently. 6 Continuing Continuous Service Development colleagues, to be available to all planning staff. Consequently, this will be included again in Service Improvements Improvement 2015-16.

Develop a database of Planning Officers skills. There is now no need to complete a separate Planning Officers skill 6 Not Reqd. database, due to the continuing development of a general Skills Audit, requested by staff to support a new Corporate initiative for Performance Coaching, carried out every 6 months.

A pilot to be set up to examine the possible benefits of applications After a successful pilot that ran for 4 months, vetting is now carried 1 Yes being vetted by Planning Technicians. These benefits may include out by the Technicians. This change in process, supported by our Efficient and the reduction in time it takes for a planning officer to receive an Service Development colleagues, is showing a reduction in time taken Effective Decision application for assessment. for a planning officer to receive an application for assessment. Making A spreadsheet to be developed to provide consistency with the This has been developed and is in general use by the planning 6 Yes governance and monitoring of a Planning Officer’s case load. officers.

27 Planning Performance Framework: Annual Report 2014 - 2015 Part 5: Official Statistics

A: Decision-making timescales

B: Total number Average timescale (weeks) Original decision upheld Total Category of decisions Type number of 2014-2015 2013-2014 2014 - 2015 2014-2015 2013-2014 decisions No. % No. % Major developments 30 30.2 37.3 Local developments (non-householder) 853 12.4 13.1 Local reviews 35 24 68.6 14.5 72.5 • Local: less than 2 months 470 7.7 7.8 • Local: more than 2 months 383 18.1 20.0 Appeals Householder developments 651 8.6 8.8 to Scottish 32 18 56.3 13 59.1 Ministers • Local: less than 2 months 573 8.1 8.0 • Local: more than 2 months 78 12.3 12.9 Housing developments 112 19.5 20.2 C: Major 14 37.2 57.7 2014-2015 2013-2014 Local housing developments 112 19.5 20.2 Cases taken up 536 571 • Local: less than 2 months 45 7.7 7.9 Breaches identified 272 419 • Local: more than 2 months 67 27.4 33.7 Cases resolved 452 414 Business and industry 132 10.9 12.7 Major 4 28.1 14.4 Notices served 58 39 Local business and industry 128 10.4 12.7 Reports to Procurator Fiscal 0 1 • Local: less than 2 months 78 7.5 7.7 Prosecutions 0 0 • Local: more than 2 months 50 14.8 20.5

EIA developments 8 26.2 N/R Context Other consents 56 7.8 11.6 Glasgow City Council is committed to continuous service improvement Planning/legal agreements 29 41.1 58.3 and has provided 4 graphics to compare our performance against • Major: average time 7 56.9 65.6 last year’s Planning Performance Framework (PPF). • Local: average time 19 36.0 50.5 Continued on next page > To graphics > Local reviews 35 8.9 8.7

28 Planning Performance Framework: Annual Report 2014 - 2015 Glasgow’s performance figures in this The average timescales to determine year’s PPF (see table A), shows improving Local Reviews increased marginally; performance across all categories in 8.9 weeks from 8.7, however, this 19 of the 22 reported statistics last was against an increase in the total year. Particular improvement was number of decisions form 26 to 35. seen in the average number of weeks Over the first 2 Quarters in particular, to determine Major Applications. effort was made to maintain It was reported last year that the performance levels during the build- planning service had implemented a up to the Commonwealth Games and new organisational structure, designed throughout their delivery from 23 to provide a streamlined workforce, July to 3 August 2014, which involved providing an improved service with less additional commitment from staff staff resources through ‘smarter’ working throughout the Council, including practices. This is a factor influencing those from the planning service. It our improved performance statistics was therefore not surprising that the along with better governance and second Quarter did see some fall in monitoring of planning officer caseload, the level of planning performance, as which was a Service Improvement measured by the average weeks to Action commitment for 2014-15. determine applications, in all categories.

Three statistics showed decrease in The planning service was also affected performance from last year’s PPF. by upgrades to our database (Uniform) and document management system The average timescale for determining in the fourth quarter. This did not go Householder Development in less than entirely smoothly, affecting processing 2 months was slightly up, however, times by our support staff, with a the average weeks overall improved. consequent affect on performance.

The performance of Business and This has been a challenging year in many Industry, Major applications decreased ways, however, for most application this year, however, this was against types, the performance for year 2014- only 4 applications for the year. 15 bettered that of the previous year.

< Return to previous page Construction of new .

29 Planning Performance Framework: Annual Report 2014 - 2015 Performance Graphics

Major Local Developments 2013/ 14 2013/ 14 2014/ 15 2014/ 15

s s k k Number of e Number of

e

e

Decisions e Decisions

w

w

0

. 4

45 . 1,587 1

2013/ 14 0 2013/ 14 1 1 30 s .2 week 30 1,504 s 2014/ 15 2014/ 15 37.3 week

Householder Developments Business & Industry 2013/ 14 2013/ 14 2014/ 15 2014/ 15

s k s e k s e e Number of s k Number of e k e

w

e

Decisions e Decisions

w

e

8

w .

6

.

w

8

4

. 8

647 7 184

0

2013/ 14 . 2013/ 14 1 2

651 1 128 2014/ 15 2014/ 15

Back to Official Statistics >

30 Planning Performance Framework: Annual Report 2014 - 2015 Part 6: Workforce and Financial Information

Tier 1 Tier 2 Tier 3 Tier 4

Head of Planning Service - - 1 -

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

Staff Age Profile

DM DP Enforcement Other * 8 No. Posts 6 4 1 6 Managers Vacant 0 0 0 0 2 8 4 3 No. Posts 23 13 7 26 Main grade posts Vacant 0 0 0 0 No. Posts 5 6 - 3 Technician Vacant 0 0 - 0

Office Support/ No. Posts 13 1 1 2 Clerical Vacant 0 0 0 0 48 � Under 30 TOTAL 47 24 9 37 � 30 - 39 � 40 - 49 FTE 46.1 21.9 7.4 37 � 50 and over

Note: FTE = Full Time Equivalent * Other includes Forward Planning, Transport, WOSAS, City Design, Govan THI and THI.

31 Planning Performance Framework: Annual Report 2014 - 2015 Part 6: Workforce and Financial Information

Costs Committee & Site Visits Number per Year Total Budget* Income Direct Indirect Full Council meetings 7 Development 1,442,200 2,528,700 304,100 1,390,600 management Planning committes 21 Development 1,137,200 1,090,000 47,200 0 Area committes (where planning 133 relevant) Enforcement 334,000 288,400 45,600 0 Committee site visits 0 Other** 910,700 859,600 51,100 0

LRC 15 TOTAL 3,824,100 4,766,700 448,000 1,390,600

LRC site visits 0 * Total Budget shown as a Net Budget total ** Other includes Forward Planning, Transport, LRC, City Design, Govan THI and Parkhead THI. The West Of Scotland Archaeology Service (WOSAS) is included in a different cost centre.

32 Planning Performance Framework: Annual Report 2014 - 2015 Appendix: Performance Markers Checklist

Driving Improved Performance

Performance Marker Evidence PPF NHIs Decision making: authorities demonstrating continuous evidence of reducing 1 NHIs; Vetting Project (p17) Efeective Decision average timescales for all development types Making

Certainty Project management: offer of processing agreements (or other agreed project plan) Processing Agreements: on website and now offered. Housebuilders informed Open for Business 2 made to prospective applicants in advance of all major applications and availability in Stakeholder meetings. Effective Decision publicised on planning authority website Case Studies: Reid Building, QEUH Making

Early collaboration with applicants and consultees on planning applications: Certainty - availability and promotion of pre-application discussions for all Open for Business 3 Yes prospective applications Effective Decision - clear and proportionate requests for supporting information Making

Certainty Ongoing monitoring of Legacy Cases; reduction in cases more than 4 Legal Agreements: resolved within 6 months Efficient and Effective 6 months old. Decision Making

5 Enforcement charter updated / re-published Yes: 2014 NHI

Continuous improvement: Councillor engagement - show progress/improvement in relation to PPF National Headline Indicators GCDP Culture of Continuous 6 - progress ambitious and relevant service improvement commitments Forum Improvement identified through ODB Promoting the Plan- Led System

Performance Marker Evidence PPF

7 LDP (or LP) less than 5 years since adoption Local Plan now more than 5 years old (2009) NHI; Certainty

Development plan scheme demonstrates next LDP: 8 - on course for adoption within 5-year cycle Case Study NHI; Certainty - project planned and expected to be delivered to planned timescale

33 Planning Performance Framework: Annual Report 2014 - 2015 Promoting the Plan- Led System (Continued)

Performance Marker Evidence PPF

9 Elected members engaged early (pre-MIR) in development plan preparation n/a at this stage -

Cross-sector stakeholders, including industry, agencies and Scottish Government, 10 n/a at this stage - engaged early (pre-MIR) in development plan preparation

Production of regular and proportionate policy advice, for example through Design Guide for New Residential Areas; City Plan policies ENV2/TRANS 8/DG/ Open for Business 11 supplementary guidance, on (i) information required to support applications and (ii) ENV2; DG/TRANS 4 Certainty expected developer contributions Emerging SG in new LDP

Simplifying and Streamlining

Performance Marker Evidence PPF

Effective Management Corporate working across services to improve outputs and services for customer Case Studies: Laurieston, QEUH Structures 12 benefit (e.g. protocols; joined-up services; single contact; joint pre-application WOSAS. Joint Working Groups (e.g. MGSDP) Culture of Continuous advice) Design Guide for New Residential Areas Improvement

Effective Management Benchmarking; involvement with HOPS Subgroups; Structures 13 Sharing good practice, skills and knowledge between authorities Stalled Spaces; ePlanning Working Group; Place Standards working group Culture of Continuous Improvement

Delivering Development

Performance Marker Evidence PPF

NHI; Certainty Stalled sites/legacy cases: conclusion/withdrawal of planning applications more 14 Ongoing monitoring and action to withdraw or conclude Efficient and Effective Decision than one year old Making

Existing City Plan policy on Developer Contributions (ENV 2; TRANS8; Certainty Developer contributions: clear and proportionate expectations DG/ENV 2). Emerging SG in the new City Development Plan will deal Open for Business 15 - set out in development plan (and/or emerging plan,) and with wider Developer Contributions. Requirements set out in pre- Efficient and Effective Decission - in pre-application discussions applications discussions Making

34 Planning Performance Framework: Annual Report 2014 - 2015 PEOPLE MAKE GLASGOW.

35 Planning Performance Framework: Annual Report 2014 - 2015 Glasgow City Council PLANNING PERFORMANCE FRAMEWORK: Annual Report 2014 - 2015

36 Planning Performance Framework: Annual Report 2014 - 2015