Community and Enterprise Resources

Planning and Economic Development South Planning Performance Framework

2018-2019

Planning Performance Framework 2018 - 2019

Contents

Chapter Page 1 Introduction : Background to Planning Performance Framework 3 The Planning Service in 4 2 Part 1 - Qualitative Narrative and Case Studies 6 3 Part 2 - Supporting evidence 41 4 Part 3 - Service improvements : Service improvements 2019/20 44 Delivery of Planning Service Improvement Actions 2018/19 45 5 Part 4 - South Lanarkshire Council - National Headline Indicators 47 6 Part 5 - South Lanarkshire Council - Official Statistics 52 7 Part 6 - South Lanarkshire Planning Service - Workforce information 55

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Page 2 Planning Performance Framework 2018 - 2019 Chapter 1

Introduction

Background to Planning The key work objectives of the service are set • Working with communities and partners Performance Framework out in the Council Plan - Connect. In terms of to promote high quality, thriving and their relevance to the planning service these sustainable communities; The Planning Performance Framework is the include:- • Supporting communities by tackling Council’s annual report on its planning service disadvantage and deprivation; and is used to highlight the activities and • Supporting the local economy by providing the right conditions for inclusive growth; • Improving the quality, access and achievements of the service over the last 12 availability of housing; months. The document will be submitted to the • Improving the quality of the physical Scottish Government who will provide feedback. environment; • Achieving the efficient and effective use of resources; In 2018 the service received ten green, three • Improving the road network, influencing amber and no red markers. improvements in public transport and • Promoting performance management and encouraging active travel; improvement; The planning system has a key role in helping • Embedding governance and accountability. to achieve the Scottish Government’s central purpose of creating a more successful country with opportunities for all of to flourish through increasing sustainable economic growth. Decisions made by the service help to create successful sustainable places (supporting economic growth and regeneration); low carbon places by reducing carbon emissions and adapting to climate change; natural resilient places by protecting and enhancing natural cultural assets and facilitating their sustainable use; and connected places (supporting better transport and digital connectivity).

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Action plans are prepared for each Resource which establishes a strong link between the Council’s strategy and the day to day role played by each service. In the case of the Planning Service this means:

• Ensuring that planning applications are assessed within an up to date Development Plan Framework; • Establishing opportunities for sustainable economic growth through ensuring there is an adequate supply of housing, industry and business land and greenspace; • Providing services and infrastructure which help local communities to become more sustainable. This report describes how the Planning Service in South Lanarkshire has sought to deliver on these commitments over the last 12 months and how the framework has been used to deliver service improvement at a time of a challenging financial backdrop. The action plan aims to reflect on the changes to the planning system as a result of the passing of the Planning Bill and other pressures and challenges in the coming year.

The Planning Service in South Lanarkshire

South Lanarkshire is Scotland’s fifth largest local authority. It covers an area from and , on the boundary with , to the Southern Uplands at ; east to Forth and Biggar; and west to and Drumclog. Its main towns are Rutherglen, Cambuslang, , and . Within its boundaries there are a World Heritage Site, 30 Conservation Areas, around 1,100 Listed Buildings and an extensive rural area which includes the Clyde and Avon Valleys and parts of the Southern Uplands and the Pentland Hills.

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South Lanarkshire’s Planning Service is part of the wider Community and Enterprise Resource; other functions within the Resource include Roads and Transportation, Environmental Services and Waste Management and Recycling and Grounds Maintenance. In turn the Planning remit sits within the Planning and Economic Development Service which was established in April 2016 with a single Head of Service to foster a joined up approach to meeting the Council’s economic growth aspirations.

The Council’s Planning Service’s work is undertaken by four teams comprising a Headquarters team and three Area Office teams (which also include a parallel Building Standards service under one Area Manager). The service was centralised in August 2016 and is located in the Community and Enterprise Resources HQ building in Hamilton. The HQ team continues to deal with Development Plan preparation, publishing and monitoring. The HQ team also coordinates the Council’s input to the preparation and monitoring of the Strategic Development Plan (SDP), via The Glasgow and Clyde Valley Strategic Planning Authority as well as handling all mineral, waste and large scale windfarm applications. The Council’s Strategic Environmental Assessment officer is placed within the HQ team. From April 2018 the HQ team has included the enforcement function.

The area teams handle the vast majority of applications for planning permission, listed building consent, conservation consent, advertisement consent, high hedges applications and certificates of lawful use as well as appeals and reviews. In addition to this work these teams also assist the HQ team in work on the Local Development Plan, Supplementary Guidance and the Strategic Development Plan.

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Part 1 – Qualitative Activities that have been carried out by the • South Lanarkshire Local Development service over the last 12 months are described Plan (SLLDP) Narrative and Case below in respect of each of the four themes. The Council has an up to date Local Studies This includes practices that have been Development Plan that was adopted in established within the service over a number June 2015. A suite of Supplementary Part 1 of the PPF provides an opportunity to of years and continue to contribute to service Guidance (SG) on a range of topics demonstrate how the Planning Service delivers delivery and new activities that have been accompanies the LDP. The overall strategic a high quality planning service over four developed in response to emerging issues. vision of the plan is to promote the themes. The case studies will show how some of the continued growth and regeneration of activities, whether individually or in tandem South Lanarkshire by seeking sustainable • Quality of outcomes – demonstrating the with others, have contributed to service delivery economic and social development within a added value delivered by planning; low carbon economy while protecting and and improvement. • Quality of service and engagement - enhancing the environment. positive actions to support sustainable economic growth, initiatives to work Quality of Outcomes consistently with stakeholders and deliver a The delivery of high quality development on positive customer experience; the ground contributes to meeting the needs • Governance – how structures and of communities by providing a high quality of processes are proportionate, effective and life for residents and creating and maintaining fit for purpose; Community and Enterprise Resources an environment that encourages investment. Planning and Building Standards Services • Culture of Continuous Improvement – This in turn contributes to the objectives of the Local 2 demonstrating a culture of learning and Council’s overall strategy including improving South Lanarkshiredevelopmentplan

improving. the physical environment and creating ProposedVolume plan 1 July 2018 sustainable and inclusive communities. The following show how the Planning Service is delivering high quality outcomes across the Council area;

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Work on LDP2 started in 2016 and the completion of a new primary school Guidance on design and place making committee approval was given in March to serve the Newton CGA. In addition, is set out in the SLLDP, the Residential 2019 to submit the Proposed Plan to this year has seen site starts on new Design Guide and the SG on Development Scottish Ministers for examination. housing on the Residential Masterplan Management Place Making and Design In anticipation of the removal of Sites at Bothwellbank Farm in which are used by case officers to improve Supplementary Guidance in the Planning and continuing progress on sites at Peel the quality of new development. Policy Bill the plan compromises a volume 1 Road in Thorntonhall and East Overton in and guidance on the mitigation and which sets out the main policy on land use . Other housing land allocations management of climate change is available and other topics and a volume 2 which at the former Rolls Royce site in East in the SLLDP and the SG on Sustainable brings together within a single document Kilbride, Shields Road in East Kilbride Development and Climate Change to direct policy guidance currently included in the and Gilbertfield in Cambuslang are under applicants on achieving a low carbon SGs. This approach was welcomed during construction. economy. the consultation process. Adoption of LDP2 within the required statutory timescale in 2020 is on schedule. Community Growth Areas, Development Framework and Residential Masterplan Sites are identified in the LDP with the appropriate land use and design requirements and potential contributions to the wider community and infrastructure described. Delivery of these key sites is progressing throughout the Council’s area. In the CGAs this has resulted in the completion of 920 houses out of the overall capacity of 7800 as well as

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• Relocation of University of West of • Clyde Gateway Kilbride to improve access to employment Scotland sites on the south side of the town. City Clyde Gateway Urban Regeneration Deal funding has also been used to fund Following a review of their existing campus Company is a partnership between the a number of transport, educational and on Almada Street close to Hamilton Council, and Scottish community projects in the Community Town Centre UWS took the view that the Enterprise with the task of delivering Growth Areas. Officers attend City Deal estate was not fit for purpose to meet economic and social change over 840 meetings to assist in progressing key their long term needs and expectations. ha along the Clyde waterfront. This projects. The Council has worked closely with the has facilitated significant investment University to identify a site at Hamilton and brought forward projects that have • Housing and Industrial land International Technology Park to relocate generated employment and social benefits. monitoring the campus and this opened to students Achievements this year include the Annual monitoring of land take up and in September 2018. The new buildings are completion of extensive remediation of housing completions is carried out environmentally sustainable and provide a contaminated land at which will to ensure an effective land supply is significantly improved learning experience. be redeveloped for a range of employment maintained. Flexibility is built in to the The original site has been the subject of uses and the final works involved in the process to ensure alternative land is a masterplan approach which is intended creation of the woodland park at Cuningar available to address specific site issues that to create a new urban village and this is Loop. Case Study 1. may prevent them being brought forward. reflected in LDP2. • City Deal The outcome of the housing land audit The Planning Service works with colleagues is discussed with Homes for Scotland to in Economic Development and Roads and agree the effectiveness of sites. Agreement Transportation in progressing City Deal has been reached this year to remove a projects involving £170M of investment number of non-effective sites from the in strategic development proposals in the housing land supply which at the same Glasgow and Clyde Valley City Region. time is in excess of five years. This includes the infrastructure required 2018/2019 saw the completion of 1920 for delivering Community Growth Areas houses across South Lanarkshire which in South Lanarkshire. The Cathkin Relief is a significant increase in the output in Road was completed in 2017 while previous years. This figure included 529 planning permission has been granted for units built for social rent by either the the widening of Greenhills Road in East Council or Registered Social Landlords. Page 8 Planning Performance Framework 2018 - 2019

• Minerals restoration • Management Plan The service has worked with the Scottish The Council is a member of the New Mines Restoration Trust in the restoration Lanark World Heritage Site Partnership of abandoned opencast coal sites that Group and is a key stakeholder in the are a legacy of the demise of Scottish management of this resource. Work on the Coal which resulted in overwhelming review of the Management Plan began in environmental damage and impact on early 2018 and the Planning Service had local communities. It is anticipated the a key role in developing this document. restoration of the four sites in its area The new plan covers the period up until will be complete in late 2019. Three of 2023 and is accompanied by an action plan sites have already returned to agricultural that the Council will be partly responsible use while a fourth will incorporate a new for delivering. Quarterly meetings with woodland and public access. the New Lanark Trust includes attendance by a planning officer responsible for co- ordinating actions in the New Lanark World Heritage Site across the Council.

Before

After

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• Award winning developments • Town Centres The Planning Service won two awards at Planning officers have worked in tandem the Scottish Quality in Planning awards with colleagues in Economic Development in 2018. This included the restoration to meet the challenges of its key town of Blairtum House in Rutherglen, a centres including Hamilton, Blantyre, fire damaged listed building that has and Cambuslang. The outcome been converted to flats, together of this work has been incorporated into with the erection of new houses in its the LDP2 with a key element of the Plan’s grounds which were used as enabling spatial strategy being to safeguard and development. The second award went to protect centres in accordance with the the rehabilitation of a heavily contaminated town centres first principle Case Study 1. vacant site at on the • Blairbeth Urban Park to create a new urban park Following the closure of Blairbeth Golf in partnership with Clyde Gateway and Course in Rutherglen the Council owned Forestry Commission Scotland. This site became vacant and a target for anti- scheme went on to win an award at social behaviour. The local community the RTPI awards earlier this year in the expressed a need for multi-functional Excellence in Planning for Health and greenspace which led to the land being Wellbeing category Case Study 1. identified for a new urban park in an area where the Scottish Index Multiple Deprivation figures were low. The park provides a number of facilities including paths and cycleways and a community growing area with the biodiversity of the site also being enhanced. The completion of the project follows the proposal being identified in the adopted Local Development Plan and close working between planning and economic development colleagues during the design of the scheme. Page 10 Planning Performance Framework 2018 - 2019

• Community Planning Partnership Quality of Service and Engagement anticipated timescales for submitting the plan to Scottish Ministers to be maintained. The Council’s key partnership working Providing a high quality service to our arrangements are through the Community varied customer base is the key focus of the • Development Plan Scheme Planning Partnership which has the overall Planning Service. The award of Customer The Council’s Development Plan Scheme aim of improving the quality of life for Service Excellence in 2014 and its subsequent was updated and approved by Committee everyone in South Lanarkshire by working retention, and year on year improvement in in February 2019. The update this year together with communities to design overall outcome, is clear evidence that this is reflects the changes to the development and deliver better services. The Council being achieved. The Service seeks to positively planning process that were anticipated appointed a Community Participation engage with customers and stakeholders to in the Planning Bill. The scheme also and Development Manager in 2018 with understand their needs and expectations and demonstrates that there was no slippage a remit of supporting the community keep them informed of the work it is carrying in terms of the timescales for consulting on planning process in South Lanarkshire. out. The following are the ways in which we the proposed LDP2 or submitting the Plan The benefits of closer working between engage with communities and partners to for examination. community and spatial planning activities seek and address their needs and put in place • Guidance on Tall Wind Turbines: have been recognised and opportunities measures to enhance service provision; Landscape Capacity, Siting and for joint working will be promoted. This is Design particularly relevant with the introduction • Local Development Plan 2 In recognition of proposals for increasing of Local Place Plans in the Planning Bill. A Following Committee approval in May the height of wind turbines to up to workshop on the use of the Place Standard 2018 the Proposed LDP2 was published 200m draft guidance on their impact on tool involving officers from both services for consultation for an extended eight landscape was produced in 2017. Following has taken place and the potential for week period between July and September Committee approval the document was developing cross-service initiatives in terms to take account of the summer holiday subject to consultation. The outcome of of the town centre strategies described period. As well as carrying out statutory the consultation exercise was reported above will be explored. notification and publicity an alert was sent to Committee in March 2019 and the to all parties that had previously made guidance has now been adopted as part representations during earlier consultation of the Renewable Energy Supplementary exercises using a database that was Guidance and associated Landscape developed. Collation and analysis of Capacity Study for Wind Energy. The representations was aided by three intern Council’s approach has been recognised as students on work experience which allowed an exemplar for dealing with these types of proposals Case Study 7. Page 11 Planning Performance Framework 2018 - 2019

• Performance Management on the range of information required to • Guide to the Decision Making Process be provided is given. A review of the 98.5% of planning applications are Provides guidance to applicants and process has resulted in forms for use by approved by the Service which is a third parties on the determination of a applicants being produced and this and reflection of the Open for Business culture planning application including how to make information on how to seek pre-application of the service to work with applicants and objections, the scheme of delegation and discussions is available on the website. In customers to achieve a positive outcome. policy on hearings at Committee. The guide the coming year consideration will be given Positive feedback on this approach is is kept under review to reflect legislative to introducing charging for pre-application regularly provided by customers. At changes and address issues that are discussions as part of a service review the same time performance in terms of highlighted during the application process. Case Study 5. the time taken to make a decision on applications has not improved this year • Providing Supporting Information which is a reflection of the disruption The Council was part of the Scottish caused by the introduction of the IDOX GUIDANCE Government pilot to help streamline system in 2018 and the challenges of the Planning and Building Standards Services planning services across the country financial backdrop of local government which encouraged applicants to provide spending. A service review has started supporting information, such as flood risk which will seek to address resource assessments or traffic assessments, at issues over the coming 12 months with a the same time as lodging their planning particular emphasis on ‘growing our own’ application. Advice on this is found on the Planning Application and the recruitment of graduates. Decision Making Process website. • Pre-applications discussions Early engagement with applicants and developers is widely encouraged to provide advice on whether a proposal is likely to be successful and changes that April 2015 could be made to schemes to make them Community and acceptable. They also cover the range Enterprise Resources of supporting information that will be required to assess the proposal. Consultees are invited to meetings and guidance

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• Planning Process Agreements by developers. An officer group chaired presence in the Lanark area office four Information is set out on the website on by the Head of Planning and Economic days a week. Officers work in an agile the availability and benefits of entering into Development and comprising officers from way to ensure hard to reach customers, a processing agreement with the Council across the Council is programmed to meet particularly in the rural area, are not and what it involves. The take up has every six weeks to discuss and agree the disadvantaged by arranging site visits to been limited to date but developers are outcome of the process. A review of the suit the needs of the customer. Community Infrastructure Assessment encouraged to use PPAs at pre-applications • Internal protocols process is being carried out to reflect on discussions and throughout the application Internal protocols have been in place for process. the experience to date; this will include the methodology used to calculate contribution several years with Environmental Services, • Developer contributions levels Case Study 5. Roads and Flood Management covering Comprehensive guidance on the need appropriate information required to support • Contactability for developer contributions is set and subsequently assess applications and out in the Community Infrastructure The service places emphasis on customers required response times to consultations. Assessment Supplementary Guidance. experiencing a smooth process through More recently a closer working relationship Early engagement during pre-application the application system. An applicant is with colleagues in Economic Development discussions highlights to developers advised of direct contact numbers/e-mail has been established to facilitate business whether contributions from housing sites address of the dedicated case officer growth and tackle employability and will be required and the range and likely when their application is registered. The deprivation through the planning process. value of contributions that may be needed. officer dealing with a pre-application Detailed guidance has been prepared in the This enables developers to understand at enquiry will be responsible for dealing last year in relation to trees and a regular an early stage the level of contributions with any application. Contact details meeting with the Council’s arboriculturist that are being sought by the Council are also available for each case on the takes place Case Study 4. Planning Portal so that those affected by and help factor this into the viability of • Planning application cross checks a scheme. Those parts of the Council developments can discuss issues directly. Prior to the issue of Building Warrant responsible for using the contributions are A Duty Officer system ensures that a approvals cross checking against Planning involved throughout the process so that professional member of staff is available they can plan for investment in services throughout the day to provide general Permissions to identify discrepancies is and facilities. The service has a Service advice to customers. This has had to be carried out. Licensing applications are cross Level Agreement with the District Valuer to tailored to accommodate staffing changes. checked against Planning Permissions to undertake land valuations and assessment Following centralisation of the service ensure consistency and identify the need of financial viability evidence submitted to Hamilton in 2016 there is an officer for planning permission, as appropriate. Page 13 Planning Performance Framework 2018 - 2019

• Enforcement Charter • Road Construction Consent process • Complaints Review The Charter was reviewed this year Guidance has been prepared in association A quarterly review of all complaints and Committee approval for the revised with the Roads and Transportation Service received by the Service is carried out to document was given in March 2019 and is which incorporates principles set out in determine if procedural or policy changes now published on the website. The Charter Designing Streets. Roads colleagues are are required to address issues raised. This continues to include a priority system for involved throughout the development in turn results in changes to procedures dealing with complaints to allow resources process to ensure detailed roads matters being introduced, where appropriate. This to be better managed. It also reflects are incorporated into approved planning year a review of the planning information issues raised by the Planning Committee schemes. Regular meetings are held and layout on the website will be carried during consideration of retrospective between the two services to ensure the out in response to a complaint about applications. The enforcement team application processes are kept on track. inaccurate information which was upheld. comprising three officers was brought Officers have been involved in a review of • Housing and Industrial Land Supply together in April 2018 within the HQ team. parking standards. GIS ‘App’ This allows more efficient handling of • Development Management Policies cases and a consistent approach across the The Planning Service has been working and Procedures Group (DMPPG) Council area. with colleagues in IT to develop a Comprising team leaders and officers GIS based application (app) to enable provides an opportunity to share examples the public to view the Residential and of good design and approaches to design Industrial land supply information, and solutions and to discuss procedural/ the annual vacant and derelict land survey legislative matters. Over the last year it (SVDLS) information online. The app has been the forum to address issues from uses ArcGIS to create a searchable map the implementation of the Idox system based interface so that users can locate and other operational improvements. In and identify sites identified as residential a similar fashion the HQ Manager attends and industrial land opportunities. It also the Building Standards team leader allows users to see whether sites are on meetings which allows a joined approach the vacant and derelict land register and between the two parts of the service to be provides information such as site size, developed and continued. site type and development potential.

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Previously, this data has been supplied on • Access Panel to deliver housing development on legacy request as excel spreadsheets and PDF sites on surplus NHSL land at the former The Planning Service continues to be maps. The new system should be more Law, Roadmeetings and Stonehouse represented on the Council’s Access Panel/ convenient for users and reduce staff time Hospitals sites. Disability Partnership. This is a corporate spent on processing individual information group including representatives from requests. It is anticipated that the app will different Council services, and volunteers Governance go live on the Council’s website later this representing disability groups in South year. The service is involved in a range of cross Lanarkshire. The aim of the group is to resource working to deliver the objectives ensure that the needs of disabled people are taken into account in the delivery of the of the Council Plan. Weekly meetings of the Council’s services and functions. The Access Corporate Management team chaired by the Panel is consulted on relevant planning Chief Executive take place where current issues applications which involve disabled access and policy changes from across the Council are provision such as retail developments, hotels presented by officers. Within Community and and other public buildings. In addition, Enterprise Resources meetings of the Heads of the Group was involved with developing Service and Director occur every three weeks the wording of policies for the South and these are complemented by meetings Lanarkshire Local Development Plan 2 in involving the Head of Service and planning relation to disabled access provision in new and economic development managers. Close developments. relationships between Resources have helped • NHS Lanarkshire deliver the Council’s School Modernisation Regular meetings are programmed with Programme involving the replacement of over NHSL which allow discussion on the 120 primary schools and secondary schools. impact on health care provision of new In the same way corporate working is helping developments and details of development deliver other key projects such as social proposals by NHSL being highlighted early in housing and nursery provision. The delivery of the process to permit advice to be provided City Deal projects is also kept on progress by on schemes. The service is working closely liaison throughout the Council.

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The following demonstrate how effective environment, including the Sustainable • Committee cycles Development and Climate Change Strategy, governance is delivered; A four week and eight week cycle for Air Quality Action Plan and the Biodiversity • Strategic Environment Assessment Planning Committee and Area Committees Strategy. The SEA Officer was invited respectively is in place to ensure efficient The Strategic Environmental Assessment to work with the Scottish Government decision making. An application that work in the Council is led and facilitated on a secondment basis to help progress would otherwise be reported to an Area by the Planning Officer (SEA) based within thinking about aligning SEA with the Committee is presented to the Planning the Planning HQ team. As well as leading Planning Review. This included facilitating Committee where that Area Committee and facilitating SEAs for all Council led a workshop titled ‘Embedding SEA into does not meet within the eight week cycle. plans, the SEA Officer is responsible for a new LDP preparation process’ at the The Planning and Local Review Body is the production of the biennial State of National SEA Forum. This reflects the programmed to meet eight times a year, if the Environment Report which provides need for ensuring that planning authorities required. the SEA baseline for all plans and is an have current and robust evidence about integral part of strategic planning within the condition of the local environment to • Legal agreements the Council. This report was cited as an inform and influence future plan-making. The need for a legal agreement to be exemplar in recent research carried out concluded before a decision notice is on behalf of the statutory Consultation issued is set out in the recommendation Authorities. The SEA Officer helps to section on the front page of the committee promote the protection, enhancement and CommunityResources and Enterprise report where the heads of terms are understanding of the local environment also summarised. The recommendation through chairing the Corporate SEA also highlights that failure to conclude Working Group, co-chairing the Learning The State of South the agreement within six months of About Sustainability in Schools Group and Lanarkshire’s Environment the committee agreeing to approve the her membership of various corporate and 2017 application could result in the application partnership groups including the South being reported back at committee and the Lanarkshire Sustainability Partnership and possible refusal of consent. the Sustainable Development Member Officer Group. Through SEA, planning has been able to influence the Council’s strategic approach to a range of strategies and plans which may impact on the

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• Member training • Council/Resource/Service Plans objectives. This helps ensure the Council’s objectives are at the heart of all that the A range of training events have taken place The plans identify and programme the service does. for elected members following the local Council priorities. Managers are involved government elections in May 2017. New in setting key objectives and performance • Working group with Housing Services members of the Planning Local Review targets included in the Plans and the The group has been established to Board (PLRB) are provided with bespoke officers responsible for the individual facilitate implementation of the Council’s training before taking up membership of workstreams update the recording system social housebuilding programme Case the PLRB. on a quarterly basis. The outcomes are Study 3. reported to the Corporate Management • Joint working with Business Support Team and published on the Council • South Lanarkshire Council forms part of The team established in May 2017 has website. The annual updates are cascaded Glasgow City Region which comprises continued to operate and develop. The to staff via managers and team meetings the eight member authorities of The joined up approach to proposals generating and also at individual Performance and Glasgow and Clyde Valley Strategic economic development and employment Development Reviews to set key work Development Plan area. Member has been applauded by businesses as a authorities approved the first Regional means of receiving consistent advice and Economic Strategy and Action Plan in guidance. 2017 and this forms the overarching policy context for the region. On a political • New nursery provision level the GCR Cabinet is responsible The Planning Service has been closely for determining the strategic economic involved in the implementation of the development priorities for the region. The Council’s Early Years programme which Regional Partnership, which includes the aims to make provision for 1140 hours of Councils’ Chief Executives, meets quarterly nursery provision. This has included giving to drive forward the growth of the city advice on identifying appropriate sites and region economy and monitory delivery on design and access matters. The service of the City Region Strategy and Action leads on regular meetings of an officer Plan. A series of Portfolio Groups have working group that ensures the programme been established and the Head of Service remains on target and addresses issues as or HQ Manager attend the quarterly they arise. meeting of the Land Use and Sustainability

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Group. The Group’s role is to deliver the • Community Asset Transfer Steering system. Personal laptops are being rolled enterprise actions in the Action Plan whose Group out to all officers which has enabled a objectives include attracting businesses significant degree of agile working to be Officer Participation in Council wide group and investment to the region. A reporting introduced. Officers were also involved that considers applications for the transfer framework within the Council has been in the implementation of a council wide of Council land and buildings to community established to ensure feedback from the correspondence management system groups. The IDOX system introduced . Portfolio Group meetings are given to chief in 2018 has been adapted to allow officers and members. applications under the CAT legislation to Culture of Continuous Improvement • The Council is a partner in the Glasgow be logged and the appropriate consultation The annual Resource Plan reflects the and Clyde Valley Green Network and publicity to be carried out. key priorities set out in the Council Plan, Partnership and the HQ manager is a • Revenues Budgets summarises achievements in the previous board member. This year has seen the year and describes proposals to improve successful launch of ‘Blueprint’ which is a Budgets are reviewed with Finance through and maintain performance. Action Plans are masterplan for the creation of a Strategic 1-2-1 meetings with the Head of Service Green Network in the Glasgow City Region. and Managers on a monthly basis. In produced at a service level which includes It will help target resources effectively and addition, budget and financial resources measures and timescales for individual areas of help to further develop the Green Network. are reviewed at all Heads of Service work. Outcomes are reported online to inform This in turn will contribute to sustainable and Managers meetings which enables customers of performance. In this way service inclusive economic growth and increase decisions on the allocation of resources improvements are highlighted and actioned in wellbeing. The successful development to meet priorities and demands on the a clear and timetabled manner. The following of Blueprint is a result of close working Service. show how service improvement continues to be between the GCVGNP, Planning and the • Idox Project Board a strong focus of the Planning Service; Countryside and Greenspace Service. Going forward the service will be involved in The board was established to manage • IDOX case management system delivering the aims of Blueprint by working introduction of new case management Implementation of this project was with partners and developers. system involving managers and heads completed in March 2018 and has resulted of service from IT and Planning and in significant changes to working practices. Support Services. The project has been The system has been kept under review successfully implemented and an officer and an upgrade has already been carried working group continues to meet to out that has enhanced its functionality. A consider changes and upgrades to the new Public Access System was introduced Page 18 Planning Performance Framework 2018 - 2019

at the same time which has enhanced the • Benchmarking National Strategic Environmental customer experience and made reviewing Assessment/Habitats Regulations Elements of benchmarking have been applications/enforcement cases and Appraisal Forum This annual event carried out in the last year as set out making representations/complaints easier. provides an opportunity to share best below: practice with other authorities, the Scottish • Customer Surveys Heads of Planning Scotland Officers Government, the statutory Consultation Surveys are carried out throughout the take an active role within HOPS by Authorities and the private sector. South year and an action plan to address issues attending and contributing to the work as Lanarkshire Council has been invited to raised is produced annually. In 2018/19 part of the Executive and the Development lead on a workshop at the last two national 93% of agents said they received either Management, Development Planning and events. an excellent or good service when dealing Energy and Resources Sub-Committees. • Best Value and Information with the Planning Service. The figure for This year the Council used the HOPS forum Governance Groups objectors to planning applications was to liaise with Fife Council on they handled 67% which is considered a good outcome applications for gas peaking plants and we The service is represented on these groups as it is clear from comments submitted were able to share our experience of the which aim to ensure procedures across with the surveys that in many cases they first application in Scotland to repower an Community and Enterprise Resource are were unhappy with the decision made existing windfarm at Hagshaw Hill. efficient and effective and take account of rather than the service received. A review the potential risks associated with the work National Enforcement Forum The of the survey questionnaire has been of the Service. Work this year has focussed enforcement team regularly attend these carried out and a revised version has been on the implementation of the new Data meetings where case studies and best introduced for 2019/20 while different Protection Regulations and a Council wide practice are discussed. One of the Council’s means of communicating with customers workflow project (Objective). Enforcement Officers is currently the Chair is being explored. The Customer Service of the Forum and he also attends the HOPS • Annual Personal Development Excellence Award held by the service was Development Management Sub-Committee Reviews (PDRs) successfully renewed again Case Study 6. on behalf of the national forum. PDRs for all members of staff used to • Planning/Business Support action Clyde Valley LDP Forum meets quarterly review skills and identify training or plan has been developed to aid closer to share and benefit from best practice, development needs required to ensure working relationships with the aim for example, Housing Needs and Demand each member of staff can deliver on the of providing a high quality service to Assessment requirements. Service’s priorities. Peer learning and businesses seeking to invest in the area or on the job experience is an important expand their existing operations.

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element of this. Progress is reviewed is considering the creation of graduate Impact Assessments. Officers have also after six months. Changes to the process planner posts for those who have obtained attended several events relating to the have been introduced that encourages a planning degree and planning trainees Digital Transformation agenda. officers to reflect on their performance who would be supported through an • Support Services and achievements over the previous year accredited course while gaining on the and bring forward suggestions for self- job experience. In addition, officers within A team of eight administrative officers and development. The regrading of officers the area teams have been involved in a team leader provides a dedicated service based on performance has been one of the preparation of the proposed LDP2 to in support of the planning and building positive outcomes of the process. broaden their range of skills. standards process. They are located within the body of the planning teams. Regular • Local Development Plan Officer • An Extensive range of online training discussion takes place between managers Working Group courses of both services to address issues and The group comprised of members of the Courses are available to staff, via the resources. HQ and area teams was established at Council’s Intranet, with categories including the beginning of the process to replace managing meetings, negotiating skills, the SLLDP. This has enabled personal effective business writing, information development together with contributions security, and complaints handling. Training to policy wording and direction of the plan on the new Objective correspondence in light of experience of using the LDP to management system was rolled out when determine applications. Two officers from the system was introduced. the area teams were responsible for a • Officers attended training/workshops review of the supplementary guidance on the Green Belt and Rural Area. Officers Workshops on trees and the planning also carried out a review of representations framework; a SNH Sharing Good Practice received in response to the consultation event with an emphasis on natural heritage process and the writing of the associated and landscape issues; the Coal Authority Schedule 4 statements. in relation to coal risk assessment; Code of Practice on questioning suspects (Crown • Succession planning Office); placemaking; and use of the The age structure of the service has been Place Standard tool; while the SEA officer recognised and the review of the service attended the International Symposium on

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Case Studies

1 Cuningar Loop, Elements of a High Quality Planning Stakeholders Involved: Service this study relates to Rutherglen • General Public • Quality of outcomes • Hard to reach groups (Showpeople) • Quality of service and engagement • Authority Planning Staff • Urban Park and car park at Cuningar • Governance Loop completed Summer 2018 • Key Agencies

• Work started on installing monitoring boreholes in early 2019 Key Markers: Overview:

• 3 Cuningar Loop is a 15 hectare site adjacent to the River Clyde in Rutherglen. It is owned by Key Areas of Work: Clyde Gateway Urban Regeneration Company who are one the Council’s key partners. Officers • Regeneration from both organisations work together with • Local Development Plan and those from Glasgow City Council and Scottish Supplementary Guidance Enterprise to promote the regeneration of land in the east end of Glasgow and Rutherglen in • Economic Development South Lanarkshire. This site was on the vacant • Planning Applications and derelict land register having been vacant • Interdisciplinary Working for more than 50 years and suffered from • Collaborative Working contamination from previous industrial uses and former mine working on the site. Options for • Community Engagement the re-use of the site were, therefore, limited. • Active Travel In partnership with the Forestry Commission • Renewable Energy Scotland (FCS) the potential for the site to be used to form an urban woodland park

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was identified. A planning application was closely with Clyde Gateway and FCS to address serves a wide community and improved links submitted in December 2012 for the formation these concerns and changes to the proposals across the Clyde. When the park opened in of the park. Elements included in the scheme were made to accommodate the wishes of 2016 there was an initial target of 100,000 were adventure play areas, outdoor exercise the neighbouring community. Pre-application visitors by 2021. This has been significantly facilities, cycle tracks, an outdoor classroom, a discussions resulted in the identification of surpassed with over 300,000 visitors recorded pedestrian boardwalk, picnic areas, Scotland’s supporting information that would be required by September 2018. The needs and concerns first outdoor bouldering park and extensive to be submitted with a planning application of the local community have also been woodland planting. The proposals also included including in relation to flood risk, ground identified and addressed. The project has been a new pedestrian bridge across the Clyde to conditions and transport. Following the granting an exemplar of positive partnership working connect with the former Commonwealth Games of planning permission in April 2013 the service between a wide range of customers and is a athletes’ village. The application generated worked closely with Clyde Gateway to achieve lasting legacy for the area. significant initial opposition from an adjoining the discharge of planning conditions and the site that housed travelling showpeople who timeous build out of the development. The project won an award in the Partnership raised concerns about the impact of visitors category at the 2018 Scottish Quality in on the amenity of a predominantly elderly After the park opened the high number of Planning awards. The judges recognised population. The planning service worked visitors highlighted the need to construct a car the scale of the challenge as the area had park after it was identified that the high volume been derelict for over 50 years with a strong of visitor numbers was having an effect on partnership and commitment throughout the the nearby residential areas due to on street roll-out of the transformation of the Cuningar parking. A planning application was granted in Loop area. The Judges acknowledged the January 2018 which included mitigation of the Council for their hard work in delivering the effect on the showpeople site. Officers have project and described the scheme as a strong liaised with the local community over several award winner and a testament to everyone’s issues during the construction of the car park hard work. and following its opening to ensure mitigation of the effect on their homes was managed and The project then went on to win the Excellence implemented. in Planning for Health and Wellbeing award at the RTPI awards in 2019. The judges The new urban park has transformed a derelict commented that “this was a transformational and underused area to create an asset that project that had an impressive inclusive Page 22 Planning Performance Framework 2018 - 2019

approach with all stakeholders both pre and of other projects within the Council area post application. With a strong vision, it not and can be seen as a template for future only benefits the local community but is a Goals: collaboration with Clyde Gateway and other driving force for delivering economic and social The case study shows how the aim of regeneration stakeholders. benefits to the area as a tourist destination. of vacant and derelict land in a deprived area was With planning taking a lead the judges felt fulfilled through partnership working with some of Cuningar Loop was not only an exciting project, the Council’s key stakeholders. It has resulted in Name of key officer: which has a transferable approach, but is the creation of a highly valued recreation facility. Declan King / James Wright inspirational too”. Links to the wider area have also been enhanced. Finally, engagement with the local community has The sustainable re-use of the site has not taken into account their needs and concerns. finished. The site has been identified as part

of a long term project by the British Geological Follow us on: In addition, the potential of the formerHidden use Heritage of the Cuningar Loop is part of Glasgow’s history. Survey (BGS) to investigate the potential of From 1810 to 1860 reservoirs here provided water Cuningar Loop site could bring long term benefits into the the whole of Glasgow.form The siteof was then used for quarrying and mining. In the 1960s, it became a Forestry Commission Scotland WoodlandClyde Park Get active, get involved or justGateway relax geothermal energy from minewater to provide landfill site for rubble from the Gorbals’ demolition. looks after Cuningar Loop. Our friendly staff sustainable renewable energy sourced. Officers are often on site, please do come and say hello, Look out for the Cuningar Stones, a public art or contact us at: Your woodland park a continuous, sustainable renewable heat project by Glasgow based artist James Winnett. Tel: 0300 067 6700 have ensured that this new facility servingThe stones reflect thethe history of the site and Email: [email protected] Cuningar Loop is a new and exciting local area. www.forestry.gov.uk/scotland woodland park on the banks of the River source. Planning permission has been granted Don’t miss the spectacular ‘Evolve’ sculpture, Emirates Clyde. It’s the perfect place to enjoy the Arena wider community has been successfullycreated by Glasgow-bornmerged artist Rob Mulholland. fresh air, get some exercise or just relax.

It was inspired by the ongoing change at A728 for the drilling of boreholes and installation Cuningar, from abandoned landfill site to a Cuningar Loop is always open into the investigation of a potential newwonderful woodland source park. entrance and it’s free to enter. via footbridge d Cuningar a o ld R Loop station ingfie of monitoring equipment to collect data Da Spr lm A749 The Bees and the Birds ar of energy which will meet the needs of future n o c k Ro a Cuningar Loop is a haven for wildlife. Bats and d Good to know butterflies, bees and bullfinches all thrive here. on minewater flow rates, temperature and Parking generations. To make the area even better for wildlife, we’ve y kwa main al entrance Cuningar Loop does not have a car park. de w planted 15,000 trees including native oaks and Cly ebra owwnni iebrea eR There is very limited on-road parking on D o oRa birches. We’ve also planted wildflower oda chemistry over a 15 to 20 year period. This is d Downiebrae road, so please travel to areas, and dug a pond for our Cuningar by public transport if you can. froggy friends. How to get here: You can get to Cuningar Loop over the footbridge Refreshments via Springfield road or from DowniebraeA724 Road. an innovative project which could transform The Wee Cabin Café is next to the adventure A749 play area. For opening times please check If you require thisM8 publication in an Rutherglen @weecabincafe on Facebook. energy generation in the future. Officers alternative format,station please contact us on: Outcomes: Toilets Tel: 0300 067 5000 There are portable toilets near the Email: [email protected] Downiebrae Road entrance, open from

worked closely with the BGS to ensure the Written & designed by: Design & Interpretation Services, Library Picture Forestry Commission Forestry by Photography Commission Scotland - D&IS/10k/AL/Feb Edition 2017. 1. April to October. From November to March they are open on weekends only. The project demonstrates how effective partnership Your woodland proposals do not impact on the enjoyment of For information on public transport services contact: Traveline Scotland, 0871 2002233 or park is open!

www.travelinescotland.com working can result in economic and social © Crown Copyright 2017 the park. The concerns of the local community regeneration schemes that achieve a lasting in terms of noise and vibration were also dealt legacy for a deprived area. The relationships that with sympathetically. have been established will aid the implementation

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2 Town centre Key Markers : Overview: improvements • 12 Town centres within South Lanarkshire have been affected by changes in economic

conditions, demographics, the progressive rise • Town centres across South Lanarkshire Key Areas of Work: of the internet and the rise of convenience culture. The Scottish Government commissioned

• Design the National Review of Town Centres in 2013 Elements of a High Quality Planning • Local Development Plan and which set out key recommendations for re- Service this study relates to: Supplementary Guidance energising Scotland’s town centres. At the • Town Centres centre of these recommendations, is the “Town • Quality of outcomes Centre First” policy which recognises that the • Interdisciplinary Working • Governance health of Scotland’s town centres must be put • Collaborative Working at the heart of the decision making process. • Community Engagement The range of issues involved in the challenges town centres are facing are broad and complex. Factors such as the economic downturn, Stakeholders Involved: internet shopping, the growth of out of town shopping malls, changes in retailers’ business • National Developers models and consumer expectations have • Authority Planning Staff resulted in a decline in town centre footfall. • Authority Other Staff Support for town centres is a Council priority and the Planning and Economic Development Service work closely with the appropriate groups and organisations in each town through a partnership approach to achieve common goals. Local communities remain supportive of their town centres and have a desire to see

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them thrive. It is now recognised, however, that • Projects to convert the former Bairds • Explore a range of parking options there is a collective need to establish a new role department store on Quarry Street to a including undertaking an exercise to bring and function for town centres to ensure that public house/hotel and the redevelopment forward a cashless parking App to increase they remain relevant in the years ahead. Town of the former Town Hotel on Townhead flexibility in payment for users; Street by Premier Inn – detailed planning Centres in Hamilton, Cambuslang, Larkhall and • Signage throughout the town centre will be permission has been granted for both Blantyre have been identified as priority areas reviewed. schemes; and strategies and actions are to be produced Officers in Planning and Economic Development for each of them. • The development of the Hamilton Towers will work with town centre organisations and Phase 6 site on Keith Street for a mix of Planning and Economic Development Services town centre uses which will complete the landowners to carry forward these priorities. prepared a draft Hamilton Town Centre Strategy Hamilton Palace Grounds redevelopment Strategies and Action Plans will be prepared for and Action Plan setting out a range of initiatives area; other town centres. which the Council wish to pursue in order to • Development of a new hotel by the Hilton meet the challenges facing the town centre. Group at Hamilton Racecourse which is due The action plan considers potential activity to open in Summer 2019; Goals: shaped at revitalising the town centre in three • The redevelopment of the former distinct themes:- The wider service is seeking to support its town University of the West of Scotland site on centres in the face of pressure on their viability Almada Street as a mixed use development • Potential Development Opportunities; which has the potential to adversely affect their – planning permission in principle has been future. This is being addressed through the • Car Parking, Transportation and Access; granted for this and the site identified preparation of strategies and action plans for as a Development Framework Site in the • Events, Promotions and Initiatives. four key centres. This is a key priority in the Proposed LDP2; A draft document was published for Council Plan and is within the LDP. • Developing town centre living through consultation between April and August 2018. the conversion of upper floors or the Following the completion of the consultation, redevelopment of vacant sites; the Strategy and Action Plan was amended. The following priorities have been identified: • Reopening Quarry Street to traffic will be subject to an Experimental Traffic Regulation Order;

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Outcomes:

This case study demonstrates how collaborative working between services and external stakeholders can help develop measures to tackle fundamental issues that affect town centres. The strategy that has been developed for Hamilton is underpinned by planning policy and related planning applications identified in the action plan have been dealt with efficiently through close working with developers. A number of other strategies are still to be completed.

Name of key officer

Iain Ross – Economic Development

Lesley Campbell

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3. Delivery of the Elements of a High Quality Planning Stakeholders Involved: Service this study relates to: Council’s Social Housing • Hard to reach groups • Quality of outcomes Programme • Developers • Quality of service and engagement • Key Agencies • Governance • Planning Committee • South Lanarkshire wide • Authority Planning Staff • New Housing Development Programme Key Markers: • Authority Other Staff commenced March 2017 • 3, 12 Overview: Key Areas of Work: The Council’s new Local Housing Strategy (LHS) was approved in September 2017 and covers • Design the period 2017-2022. A key emphasis is the • Regeneration continued provision of access to affordable • Local Development Plan and homes. The Glasgow and Clyde Valley Housing Supplementary Guidance Need and Demand Assessment (HNDA) • Housing Supply (2015) estimates that South Lanarkshire has a requirement for around 1,000 new homes a • Affordable Housing year and the adopted South Lanarkshire Local • Planning Applications Development Plan sets out how the Council will • Interdisciplinary Working seek to address this overall housing need. In terms of affordable housing LDP policy seeks • Collaborative Working any new private housing development of 20 • Project Management units or more to contribute up to 25% of a sites capacity to build affordable homes or a commuted sum in lieu of on-site provision. The

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LHS identified as a key priority the delivery ensure affordable housing is built into schemes problems were encountered when the planning of 1,500 new affordable homes in the period coming forward. involvement started later in the process which of the strategy by working with the planning resulted in issues being identified when an service and development partners. As part of Within the Hamilton CGA the associated section application had been submitted. To address this action the Council has started a new build 75 Obligation requires the development of three this regular meetings of the design team housing programme which aims to deliver separate areas of affordable housing across and a planning manager now takes place 1,000 new homes by 2021. In addition, work the site. Detailed discussions have taken place to co-ordinate discussion and ensure early on the Proposed Local Development Plan with the lead developer Miller Homes who have engagement before an application is made. 2 has involved working with colleagues in agreed to build the units and hand them over to In this way timescales for site starts are Housing Services to identify appropriate sites the Council through a ‘turnkey’ arrangement. A identified and incorporated into the application for development as part of the New Housing detailed planning application will be submitted process. This in turn has resulted in reporting Development programme. in the middle of 2019 and the site is due to of schemes to committee timeously to enable handed over by March 2021. individual projects to be kept on track. The planning service has a key input in delivering the programme in several ways. Consideration of new sites to be developed by Work is progressing on a site in Town In terms of delivering the housebuilding the Council begins at an early stage when the Centre that was formerly occupied by Council programme the current Strategic Housing suitability of sites in terms of land use policy buildings that became surplus to requirements. Investment Plan (SHIP) covers the period from and site constraints is identified. Once a site is The site comprises two parts separated by April 2019 to March 2024. It has identified taken forward beyond this stage more detailed a public road and the land available was 98 potential sites with an estimated capacity work is carried out looking at issues such as constrained by its irregular shape and the of 2,576 new build affordable homes up to access, density, on site constraints such as relationship with existing buildings including March 2023 throughout the four housing flood risk and the character of the surrounding residential properties. Proposals for the site market areas. Housing and Planning officers area. In this way an understanding of the included three blocks of flats to be occupied liaise to ensure the sites identified are suitable capacity of the site can be reached and a by elderly persons. Concerns were raised in policy terms. In addition, the provision of decision on viability of the scheme taken. The by adjoining residents about the impact on affordable housing sites within the Community final stage of assessment involves developing amenity and officers from Housing and Planning Growth Areas is established in the masterplan schemes for individual sites with detailed input met with the residents to agree a compromise requirements for each CGA. Detailed from a case officer and colleagues from other solution that enabled the number of units to be negotiations then take place with developers to Services. In the early days of the programme delivered while addressing local concerns.

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Goals: Name of key officer:

The delivery of the programme has been Area Managers identified as one of the Council’s key objectives in the Council Plan and this is reflected in the proposed LDP2. The Planning Service has a significant role in driving its implementation forward in terms of co-ordinating inputs from other services and managing the planning application process efficiently. This includes the role the service has in negotiating affordable housing contributions with private developers in a structured and consistent manner.

Outcomes:

There was an early recognition that a joined up approach involving services across the Council was needed to ensure the success of the housebuilding programme. Issues are highlighted early in the process which allow decisions on the suitability/viability of sites to be taken and address site specific constraints. In addition, engagement at the outset with private developers on whether on site provision or the payment of contributions is appropriate is taken on a case by case basis to provide certainty. Page 29 Planning Performance Framework 2018 - 2019

Elements of a High Quality Planning Stakeholders Involved: 4. Planning and trees Service this study relates to: • Authority Planning Staff

• Other Council services • South Lanarkshire wide • Quality of outcomes • Process undertaken between 2017 and • Quality of service and engagement Overview: 2019 • Culture of continuous improvement The Council appointed a new Arboricultural Manager in 2016 whose post is within Key Markers: Community and Enterprise Resources. Early discussion took place with an initial overall aim • 12 of embedding the assessment of the impact of new development on trees and woodland in the planning application process. However Key Areas of Work: the process has led to further guidance and • Environment procedure being established on other issues.

• Design As a starting point a small working group • Development Management process was set up to review existing procedures for • Planning applications consulting the arboricultural team. This has resulted in the preparation of a guidance note • Collaborative working which sets out when they will be consulted on • Process Improvement an application, the timescales for a response and the form of response that should be provided. A template has been created for the latter. This includes applications for works to trees covered by Tree Preservation Orders (TPO) and in conservation areas, applications

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for High Hedge Notices and applications website once it is completed. A longer term where new development could affect trees. goal is to carry out a review of TPOs to ensure Goals: The introduction of the IDOX system in early they are still relevant. Secondly, the process 2018 resulted for the first time in applications for identifying the need for a new TPO has The aim of this project was to provide to protected trees being registered as formal been created together with guidance on how to appropriate guidance to planners and applications which in turn made consultation evaluate whether a TPO is appropriate. Several developers in terms of ensuring the impact and responses easier to manage. Decision new TPOs were promoted in 2018/19 where it of new development on trees is incorporated notices for each of the application types were was considered trees of importance were under into the Development Management process. also developed that applicants received a threat from development. Officers are now more confident in assessing decision in an appropriate form. these issues backed up by guidance from the The joint working culminated in a workshop arboricultural team. It was also important to The discussions also led to agreement on the that took place in early 2019 that involved develop appropriate processes to meet the type of information that should be sought from planners and officers from Roads and needs of customers. applicants in order to assess impact on trees. Transportation, Greenspace and Countryside This topic is now raised at pre-application and Housing Services. It was led by a tree meetings when the need to design new consultant associated with the Arboricultural Outcomes: proposals that take account of tree cover is Association and rounded up all of the work that highlighted. Detailed guidance in the form of had taken place over the previous two years. A closer working relationship between the BS5837 is available to developers. In addition, planning service and the arboricultural team a review of associated planning conditions has has been developed which aids the decision been carried out and the wording revised to making process and provides a more joined ensure compliance with government guidance. approach that has improved service delivery.

The working group has also highlighted the need for further work in relation to TPOs. Name of key officer: Firstly, it has been recognised that a mapping Fiona Bailie/Karen Brown – planning officers exercise covering existing TPOs is required and this will carried out in the coming year Andy Whalley – Arboricultural Manager with the information being published on the

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• Approval of Matters Specified in Conditions • Affordable Housing Application 12 February 2014; • Planning Applications 5. Residential • Amendments to scheme granted 9 • Interdisciplinary Working development at February 2016 and 8 March 2016 • Collaborative Working Bothwell Road, • Site start 2016 Stakeholders Involved: Elements of a High Quality Planning • Pre-application discussions commenced Service this study relates to: • Developers 2013 • Key Agencies • Quality of outcomes • Planning Permission in Principle granted 11 • Authority Planning Staff October 2011; • Quality of service and engagement • Authority Other Staff • Governance

Key Markers: Overview: The site was historically occupied by Gas • 3, 4, 12, 15 Holders. After it became redundant in the mid-1990s the land became vacant and was designated as industrial land in the Hamilton Key Areas of Work: District Local Plan which was adopted in • Design 2005. Subsequently an application for outline planning permission was submitted in 2005 • Greenspace for residential development at the site and • Masterplanning consent was granted on the basis of the lack of progress in attracting industrial development • Local Development Plan and on a large prominent site in the village. The Supplementary Guidance consent was subject to the conclusion of a • Housing Supply Section 75 Obligation to ensure the provision of affordable housing and play facilities within the Page 32 Planning Performance Framework 2018 - 2019

site in addition to the provision of a financial The Council was approached for pre-application substantial area of the development footprint contribution to upgrade community facilities discussions by Barratt Homes in 2013 in relation replaced by amenity open space and planting. in the area. The conclusion of the Obligation to new housing development on the main part The submitted Site Investigation Report was delayed due to negotiations with the land of the site located to the rear of the existing identified high concentrations of methane gas owner and was eventually issued in October commercial development off Bothwell Road. at certain areas within the site. The source of 2011. From the outset a regular working relationship this gas could not be established and it may was established and a Masterplan approach be due to historical mine workings in the wider A review of the site’s designation was carried agreed and scoped. An understanding of area. As the gas could not be treated ‘at source’ out during the preparation of the South the physical constraints of the site due to its gas remediation measures were considered Lanarkshire Local Plan which was adopted in previous use as a gas works was recognised as necessary and had to be employed throughout 2009 (prior to the conclusion of the Section 75 was the need to reflect the site’s Green Network the development to ensure public safety was Obligation) and the site was identified as part of designation and the character of the local area. not compromised. Early discussion took place a Residential Masterplan site as a result of the This led to the granting of detailed consent for with both Environmental Services and the consent that had been granted. The masterplan 76 houses in February 2014 and which included developer to address this issue and ventilation required the resolution of relationships between 21 affordable units. The approved layout stacks were designed as part of the proposed adjacent residential, commercial and business incorporates the principles of Designing Streets gas remediation measures. development. The site was then re-designated which followed close collaboration with Roads as a Development Framework Site in the South and Transportation Services. Overall, the collaborative working between the Lanarkshire Local Development Plan adopted developer and Council services, in addition to in 2015. The requirements for the site were for One of the notable characteristics of the layout the remediation measures undertaken on site, a mixed use development including residential, is the significant area of amenity open space have produced a high quality and aesthetically retail and business use; a masterplan for the and planting provided within the development. pleasing development on the ground site to demonstrate how the proposed land A large proportion of this landscaping was due within a landscape setting that provides an uses would integrate with adjoining land uses; to unexpected ground conditions that emerged important first impression of the development to ensure development takes account of a high on site which were separate to the remediation whilst ensuring continued opportunities for pressure gas pipeline and its buffer; to ensure measures undertaken by the previous biodiversity and leisure within the site and the green network provision; and the provision of landowner. This resulted in a reduction in the surrounding area. housing types to accord with SLLDP policies, number of dwellings that could be constructed including affordable housing. within the southern part of the site with a

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In terms of the affordable housing element, early through the provision of affordable housing, discussion also took place with the Council’s the upgrading of community facilities in the Housing Services as the Section 75 Obligation Goals: area and the construction of a high quality associated with the permission in principle A key outcome in this case was delivering a development within an enhanced landscape required the provision of 15% of the site’s housing site which originally obtained planning setting which has improved the visual and capacity as affordable housing. This equated to permission in principle in 2006. Extensive environmental quality of the area. The private 21 residential units within a specific area of the pre-application discussions were carried out housing within the development has been site. The 21 units were to be provided through to address design and layout issues through completed and an application for the 21 a separate matters specified in conditions the development of the Masterplan, to ensure affordable housing units to be constructed by application within the time period specified in the the remediation of the site and to ensure the Council is due for submission. The Planning Obligation. The Council had an option to acquire compliance with affordable housing policy. Service will continue to provide advice on these the affordable housing area from the owner of the The Planning Service worked closely with elements to ensure their successful delivery. site to construct affordable housing. Alternatively, the developer, external consultees and other the Section 75 Obligation enabled the Council to Council services to achieve these goals. request payment of a commuted sum equivalent Name of key officer to the cost of providing serviced land in a location equivalent to the proposed affordable housing Jim Blake area. Following detailed discussions with the land Outcomes: owner the Council has since exercised its option to This case study demonstrates a number acquire the affordable housing area and through of innovative practices which achieved the detailed discussions with the Planning Service, sensitive re-use of a previously developed site Housing Services are currently in the process which had been lying vacant and untidy for a of designing an amended layout for planning number of years and where its implementation approval with a view to building houses for social had been delayed due to complications rent in 2019/20. associated with the required Section 75 Obligation and unexpected ground conditions. Close collaboration with colleagues in Roads, Housing and Environmental Services has resulted in community benefits being delivered

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Elements of a High Quality Planning 6. Customer service Service this study relates to: Overview: excellence • Quality of Outcomes The Planning Service first achieved Customer • Quality of service and engagement Service Excellence recognition in July 2014 and has retained this accreditation through further • Governance • South Lanarkshire wide assessment in the subsequent four years. At • CSE accreditation first awarded 2014 • Culture of continuous improvement the time of the initial award in 2014 five criteria were rated as compliance plus. Eight areas • Fourth annual review successfully carried achieved partial compliance requiring further out December 2018 Key Markers: work to be carried out to achieve the required standard. The first of the annual reviews of • 12 the award was carried out by an assessor in June 2015. This resulted in one further area Key Areas of Work: being rated as compliance plus with only three still judged as achieving partial compliance. • Community Engagement The second annual review carried out in • Performance Monitoring September 2016 led to one further area being rated as compliance plus giving a total of seven • Process Improvement overall with only two criteria achieving partial compliance. The most recent annual review Stakeholders Involved: was undertaken in October 2017. This resulted a further compliance plus rating (giving eight • General Public in total) with only one partial compliance rating • Hard to reach groups now remaining. • Developers and agents • Authority Planning Staff • Authority Other Staff

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The assessor visited the service again in providers. The commitment to obtaining in- agents led to the assessor recognising service December 2018. This included discussions depth customer insight is recognised by the use provision compares very favourably with other with officers within the Planning Service and of comprehensive consultation and engagement agencies the agents encounter. In particular colleagues in other parts of the Council. A techniques. the availability of pre-application discussions round table discussion took place with a range involving other services and partners for major of customers in the Council building and two The first additional compliance plus rating proposals was given as an example. site visits were made where meetings took related to there being a corporate commitment place with applicants and agents. The outcome to putting the customer first and this is The final compliance plus score is related to was an additional three compliance plus ratings supported by the leaders in the service. The how the service agrees with customers at the giving 11 in total. As a result there has been support offered to customers is described outset what they can expect from the service. a year on year improvement in the overall as being provided in a very personal way to In this way customer expectations are set assessment. suit the needs of staff and customers by for out and understood and is a strong feature of example including customer service issues the work carried out by staff. The agents the In the assessment report the assessor on the agenda for a range of meeting types. assessor met told of instances of ‘extraordinary concluded that the Planning Service is clearly All staff are seen as working hard to provide experience’ in terms of customer service. customer focussed and has a good handle on a level of service that is appreciated by the CSE standard and its use as a continuous customers. Managers support by encouraging One further partial compliance rating was improvement tool. The culture of the service and enabling staff initiative. Staff demonstrated recorded this year as the submission was is described as extremely well focussed on that they respond to this because of this level unable to show that the service consistently customer service with the leadership and staff of support and the self desire to provide the sets challenging targets for customer combination being strong; the influence of very best possible service. satisfaction. In response to this we have leaders and senior management is evident reviewed our customer satisfaction survey and staff are customer focussed resulting in The second new compliance plus rating was approach and the targets we set out to achieve significant levels of staff empowerment to made in the category of the arrangements and we are confident this will be successfully improve services. Services are very accessible the service makes with other providers and addressed in this year’s assessment. to customers and performance against set partners to offer co-ordinated services which standards is good. Considerable effort is made have benefits for customers. Strong joint to engage with customers and other service working arrangements are recognised and are appreciated by partners. The meeting with

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Goals: Name of key officer:

The award and retention of the CSE award Tony Finn demonstrates that an inclusive service is consistently provided to all of our customers. Customer focus is at the heart of the service with an emphasis on partnership working and community engagement. Involvement in the process results in continuous assessment of processes and actions taken to address shortfalls or new needs and issues.

Outcomes:

The CSE process has proven to be an excellent tool for achieving high levels of customer satisfaction and improving the experience of customers using the service. It allows us to continually identify areas for improvement and develop new and enhanced means of customer engagement and performance management. The focus on community engagement in the Planning Bill and the involvement of local people in placemaking will be a further challenge to be addressed in the coming years and the CSE standard will help us seek to deliver on these aspirations.

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7. Preparation of tall Elements of a High Quality Planning Overview: Service this study relates to: wind turbines guidance South Lanarkshire has become a focus for wind • Quality of outcomes energy developments with over 900 turbines operating or consented as at July 2018 ranging • South Lanarkshire wide • Quality of Service and engagement from large upland wind farms to single turbines. • Draft Guidance approved by Committee • Culture of continuous improvement However, this means the area’s remaining October 2017 capacity for development has become more • Consultation carried out November 2017 restricted. Repowering of existing wind farms Key Markers: • Guidance approved March 2019 will become more prevalent and increasingly • 11, 13 taller turbines are now being considered when developers are both assessing the repowering of existing developments or new wind energy

developments. The end of financial support has Key Areas of Work: meant that many wind energy developments • Environment that have obtained planning consent are now

2016 SOUTH LANARKSHIRE • Renewable Energy : LANDSCAPE CAPACITY, considered unviable. Developers are, therefore,

SITING AND DESIGN GUIDANCE reviewing these consents and proposing to

TALL WIND TURBINES to Landscape Capacity Study for Wind Energy Addendum increase the height of turbines.

Stakeholders Involved:

Since 2010 the Council has prepared various

• General Public policy and guidance documents relating to wind

• Hard to reach groups energy developments. These have evolved over

Farrar 9 Ironside 201 time to take account of changes to government June 50389 • Windfarm Developers policy and trends in the wind energy sector. • Authority Planning Staff The planning policy and supporting planning • Key Agencies guidance documents have been informed by detailed technical studies, prepared for

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the Council by Consultants. The Landscape It includes: the emerging trend for renewable energy. The Character Assessment and the Landscape • A background review of taller turbines; recent declaration by the First Minister that Designations review were approved in 2010 and their deployment and potential issues Scotland was in a ‘climate emergency’ further remain valid. The Landscape Capacity Study for associated with them; focused the Council’s view that schemes of Wind Energy has been updated several times to • Examples of wind farms in South 200m and above would be the emerging trend take account of the evolving scale and pattern Lanarkshire and other areas where for wind power. The Council, therefore, prior of development. The latest version of the latter turbines around 140m in height to tip are to its publication, undertook a review of the was approved in February 2016, however, it is operational or consented; TWT Guidance and amended its guidance to based on the assessment of five size categories replace the new 150m to 200m category with • A review of landscape and visual issues of wind turbines, with the tallest category being relating to taller turbines (150m>); two new categories (120m to up to 150m and 120 metres or more which reflected the size 150m to 250m) to ensure the TWT reflected of turbines erected in many of the wind farms • Criteria to be considered when assessing the emerging trend in wind power and to applications for wind turbines 150m or operating at the time, as well as the height futureproof the document for the foreseeable greater in height; of those turbines being proposed in planning future. applications. It does not provide detailed • An additional wind turbine size category guidance on the assessment of turbines of 150m > included within the Council’s With South Lanarkshire Council’s experience significantly taller than 120 metres in size. strategic guidance. of dealing with large scale wind farm developments and being proactive in terms of This document was approved by Committee In response the Council has updated its existing future proofing the TWT Guidance, the Council’s on 10 October 2017 and was subject to public guidance on landscape capacity to take account Energy Planner was invited to speak at two consultation for four weeks during October/ of the impacts of taller wind turbines and national conferences on wind energy. The November 2017. provide relevant siting and design guidance for first was an SNH led conference on landscape these turbines. Tall Wind Turbines: Landscape The Council’s revised SG on Renewable Energy capability studies with an audience comprising Capacity, Siting and Design Guidance (TWT was approved in March 2019 and incorporates Landscape Architect professionals and energy Guidance) was prepared to supplement the the TWT guidance. Due to enquiries and developers. The second conference was 2016 report. It included a new category of then applications for larger turbines up to Scottish Renewables’ annual conference where turbine size of 150m – 200m and was prepared and over 200m, it became apparent to the the Council’s Energy Planner was invited to in accordance with national and local planning Council that the new category of up to 200m outline challenges and opportunities that the policy and Scottish Natural Heritage guidance. within the TWT was already not in line with new Planning Bill may have on the renewable

Page 39 Planning Performance Framework 2018 - 2019

energy sector. Speaking at these conferences has led to the Council being invited to take part in a pilot project with SNH and other Goals: stakeholders concentrating on ‘repowering’ The guidance was identified as necessary to applications and to streamline the system address new policy issues continually arising given the first generation of wind farms are from changes in the renewable energy industry. nearing the end of their operational lives. This It addresses issues of landscape capacity and reflects the Council’s position as a leading local environmental impact and also recognises the authority with regard to wind power by both significant contribution the Council has already the industry and Government bodies. made to meeting national renewable targets and reflects the balance to be met between this In terms of repowering schemes the Council key planning issue and local impacts of these was recently consulted on a section 36 types of proposal. application to replace the existing windfarm at Hagshaw Hill. This proposes the removal of the original 26no 65m turbines and their replacement with 13no turbines up to 200m in Outcomes: height. The TWT guidance was key to assessing The comments received during consultation the impact of the changes on landscape. have been taken into account and the revised TWT guidance has informed the preparation of the Renewable Energy Supporting Planning Guidance. The guidance has been identified as an exemplar in the renewable energy industry.

Name of key officer:

James Wright / Sheila Alderson

Page 40 Planning Performance Framework 2018 - 2019 Chapter 3

Part 2 - Supporting Windows and doors for listed buildings and Quality of Service and Engagement conservation areas Evidence https://www.southlanarkshire.gov.uk/downloads/file/7633/ Local Development Plan 2 windows_and_doors_for_listed_buildings_and_conservation_ https://www.southlanarkshire.gov.uk/info/200145/planning_ This section lists the evidence drawn on to areas and_building_standards/39/development_plans/2 support part 1 of the PPF. Conservation Area maps Non-statutory planning guidance on Minerals https://www.southlanarkshire.gov.uk/downloads/ https://www.southlanarkshire.gov.uk/info/200145/planning_ Quality of Outcomes download/844/conservation_area_maps and_building_standards/39/development_plans/7 Tall Wind Turbines: Landscape capacity, siting South Lanarkshire Local Development Plan Clyde Gateway https://www.southlanarkshire.gov.uk/info/200145/planning_ https://www.southlanarkshire.gov.uk/info/200177/ and design guidance https://www.southlanarkshire.gov.uk/downloads/file/11805/ and_building_standards/39/development_plans/6 regeneration/655/clyde_gateway tall_wind_turbines_landscape_capacity_siting_and_design_ City Deal Approved Statutory Supplementary Guidance guidance https://www.southlanarkshire.gov.uk/info/200145/planning_ https://www.southlanarkshire.gov.uk/info/200232/roads_ and_building_standards/39/development_plans/5 lighting_and_pavements/1609/city_deal Pre-application discussions https://www.southlanarkshire.gov.uk/info/200145/planning_ Blairbeth Urban Park Development Plan Scheme and_building_standards/50/how_to_make_a_planning_ https://www.southlanarkshire.gov.uk/info/200177/ https://www.southlanarkshire.gov.uk/info/200145/planning_ application and_building_standards/39/development_plans/3 regeneration/655/clyde_gateway Providing Supporting Information New Lanark WHS Management Plan Housing Land Audit https://www.southlanarkshire.gov.uk/info/200219/planning_ https://www.newlanark.org/world-heritage-site/ https://www.southlanarkshire.gov.uk/info/200145/planning_ for_developers/1520/providing_supporting_information and_building_standards/39/development_plans/8 Cuningar Urban Park Guide for submitting a householder planning https://www.rtpi.org.uk/events/awards/awards-for-planning- Residential Design Guide application excellence/ https://www.southlanarkshire.gov.uk/downloads/file/5448/ https://www.southlanarkshire.gov.uk/downloads/ residential_design_guide_2011 https://blogs.gov.scot/planning-architecture/2018/11/26/ download/902/ scottish-awards-for-quality-in-planning-award-winners-2018/ Shopfront Design Guide A guide to the planning decision making https://www.southlanarkshire.gov.uk/downloads/file/7507/ process shopfront_design_guide https://www.southlanarkshire.gov.uk/downloads/file/10027/a_ guide_to_the_planning_decision_making_process

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Planning Processing agreements Enforcement Charter https://www.southlanarkshire.gov.uk/info/200219/planning_ https://www.southlanarkshire.gov.uk/downloads/file/57/ for_developers/1318/planning_processing_agreements planning_enforcement_charter

Air quality information for developers https://www.southlanarkshire.gov.uk/info/200219/planning_ Governance for_developers/854/air_quality_information_for_developers Community and Enterprise Resources Resource Coal mining legacy problems Plan https://www.southlanarkshire.gov.uk/info/200219/planning_ https://www.southlanarkshire.gov.uk/downloads/file/12404/ for_developers/679/coal_mining_legacy_problems community_and_enterprise_resources_-_resource_plan_2018- 19 https://www.southlanarkshire.gov.uk/info/200219/planning_ for_developers/679/coal_mining_legacy_problems/4 South Lanarkshire Local Housing Strategy 2017- Inclusive Design 2022 https://www.southlanarkshire.gov.uk/info/200172/plans_and_ https://www.southlanarkshire.gov.uk/info/200219/planning_ policies/879/local_housing_strategy for_developers/51/inclusive_design

Listed building planning constraints South Lanarkshire State of the Environment https://www.southlanarkshire.gov.uk/info/200219/planning_ Report for_developers/1095/listed_building_planning_constraints https://www.southlanarkshire.gov.uk/downloads/file/12297/ south_lanarkshire_state_of_the_environment_report_2017 High Hedges https://www.southlanarkshire.gov.uk/info/200218/planning_ Annual performance report for_householders/1284/high_hedges https://www.southlanarkshire.gov.uk/info/200173/council_ performance/1485/annual_performance_report Planning Appeals and Reviews https://www.southlanarkshire.gov.uk/info/200218/planning_ Culture of Continuous Improvement for_householders/320/planning_appeals_and_reviews

Development Management Charter Planning Portal https://publicaccess.southlanarkshire.gov.uk/online- https://www.southlanarkshire.gov.uk/downloads/file/6570/ applications/ development_management_charter_2015

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

Design P Interdisciplinary Working P Conservation P Collaborative Working P Regeneration P Community Engagement P Environment Placemaking Greenspace Charrettes Town Centres P Place Standard Masterplanning P Performance Monitoring LDP and Supplementary Guidance P Process Improvement P Housing Supply Project Management P Affordable Housing P Skills Sharing P Economic Development P Staff Training P Enforcement P Online Systems P Development Management Processes P Transport Planning Applications P Active Travel Other: Renewable Energy P

Page 43 Chapter 4 Planning Performance Framework 2018 - 2019

Part 3 - Service • Complete a review of Planning and • Production of an Open Space Strategy Economic Development Service This will be published as non-statutory improvements 2019/20 Implement the actions required to deliver supporting planning guidance once it is the restructure and reorganisation of the approved. This section details the key commitments Service in accordance with the review. The • Organise a range of CPD events and actions for the coming year for service review will recognise the implications of the This will include sessions on flood risk, improvements within the Planning Service. Planning Bill and address the age structure community planning, air quality, natural of the planning service. Opportunities to • Hold a further Local Forum with heritage and the Planning Bill. combine roles in both parts of the service agents and other key stakeholders to be considered. Succession planning in • Consider a new model for community This will be attended by both Planning and particular is highlighted as an issue to be engagement to align with community Building Standards officers. It is intended addressed. planning and the content of the new this year to seek views on the introduction Planning Bill. of the Idox case management system, • Consider the introduction of graduate • Prepare a revised State of the provide an overview of progress on the apprenticeships within the service Environment Report Proposed LDP2 and highlight forthcoming • Introduction of the Planning changes to the planning system proposed Bill Procedures to be developed and • Explore discretionary areas of through the Planning Bill. implemented in anticipation of the new potential income being considered through the Planning Bill. • Prepare a submission for re- legislation. In particular closer working assessment of Customer Service with Community Planning colleagues in • Carry out a review of the Community Excellence accreditation The key action anticipation of the direction of the Bill. Infrastructure Assessment guidance this year will be to address the remaining • Review the layout of and the In particular this will consider developer area of partial compliance noted in the information on the Planning contributions in relation to community assessment of the Service in order to webpages infrastructure. achieve full compliance and to reaffirm CSE • Take an active role in the • Discussion with IT to consider how accreditation. Government’s Digital Planning to extend mobile working solutions • Continue to develop ways to improve the agenda including the roll out of tablets. joint delivery of planning and economic • Continue to review and develop development services to customers in better working practices with internal order to promote South Lanarkshire as a consultees place to invest and grow. Page 44 Planning Performance Framework 2018 - 2019

Delivery of planning service improvement actions 2018/19

The Planning Service produces an annual service improvement plan which sets out a series of actions for improvement in service delivery. The plan for 2017/18 identified 13 actions of which nine were completed over the year, two were partially completed and two were not actioned. A significant amount of time was spent last year on implementing the new case management system and in ensuring all staff are familiar with and trained in its use. This had impact on the capacity of the Service to undertake some of its improvement actions. In both cases where an action was not carried out this was due to the need to take account of the proposed changes. In terms of those not implemented, the local agents forum was postponed in order to get feedback from customers once it is established. It is intended to programme an event in autumn 2019 to address this and provide advice on the Planning Bill and LDP2. The need for a video to be produced to explain use of the Planning Portal is no longer necessary as the new version accords with those of other authorities and, therefore, the need to explain the distinctiveness of the earlier version is redundant.

The following table provides our assessment of how we consider we have delivered on our service actions and objectives identified in PPF7. Additional details and information on many of these are reported in this PPF.

Page 45 Planning Performance Framework 2018 - 2019

Committed Improvements and Actions Comments

Hold a Local Forum with agents, and attended by both Planning and The forum was not held during the year. However, a meeting with agents and other customers is Economic Development officers, to provide service users with an committed to happen in September 2019. Both planning and building standards will take part and opportunity to scrutinise the quality of the Planning and Economic will seek views on the introduction of the Idox case management system, provide an overview of Development Service. progress on the Proposed LDP2 and highlight forthcoming changes to the planning system in the Planning Bill. Survey applicants/agents and objectors The annual written survey was again carried out. The feedback was low and a review has taken place which will seek to refresh our consultation procedures over the next year. Prepare a submission to address the year three re-assessment of Customer Case study 6 describes the outcome of this year’s re-assessment which shows further improvement Service Excellence accreditation. in the overall outcome. Formally log and share with applicants pre-application discussions. Pre-application discussion requests forms and a template for preparing advice have been prepared and will be published on the website. Implement an upgrade of the Idox case management system. The IDOX system was introduced in March 2018. The upgrade to DMS5 was completed in early 2019 and this has improved functionality including a more efficient way of managing correspon- dence. Appropriate training for staff was provided. Progress work required to further develop closer working between the Economic Development Managers now attend a three weekly meeting with Planning Managers planning and economic development elements of the new service. and the Head of Service. Weekly lists of applicants for business grants are circulated to the area teams to foster joined up working and a one stop approach for customers. Economic Development Officers are now consulted on business related planning applications and attend pre-application discussions as appropriate. The development of the Hamilton Town Centre strategy involved both parts of the service (case study 2). Carry out a review of Planning and Economic Development Service. The service review is ongoing with several unplanned issues affecting progress in 2018/19. One outcome was relocating the enforcement function to the HQ team which has aided a closer working relationship between the three officers in the team and an improved customer service. Implement the outcome of the Planning Bill. The passage of the Bill itself was delayed. Nevertheless the service has already started to consider how to implement some parts of the Bill including the preparation of an Open Space Strategy and placing policies previously within Supplementary Guidance into a ‘volume 2’ in the proposed LDP2. Increased and more directed participation in benchmarking groups. Officers have participated in a range of benchmarking forums this year and they are described more fully earlier in the report.

Page 46 Planning Performance Framework 2018 - 2019 Chapter 5

Part 4 - South A : National Headline Indicators (NHI) Key Outcomes - Development Planning

Lanarkshire Council Development Planning 2017-2018 2018-2019 national headline Local and Strategic Development Planning: indicators Age of local/strategic development plan(s) at end of LDP Minerals – 5 years LDP Minerals – 6 years reporting period SLLDP – 3 years SLLDP – 4 years The following table provides performance Requirement: less than 5 years figures for key indicators within both Will the local/strategic development plan(s) be replaced Y Y development management and development by their 5th anniversary according to the current Minerals Plan will become Minerals Plan will development plan scheme? part of LDP2 become part of LDP2 planning. Within development planning the performance of the Planning Service can Has the expected date of submission of the plan to Y N Scottish Ministers in the development plan scheme be measured through the assessment of changed over the past year? key outcomes such as the age of the local Were development plan scheme engagement/consultation Y N development plan and the number of housing commitments met during the year? (Y/N) units that can be delivered. Within development Effective Land Supply and Delivery of Outputs management performance can be measured Established housing land supply 18,275 14,266 through the assessment of key indicators such as the average number of weeks to make a 5 year effective housing land supply programming 6,171 6,138 decision on a planning application and the rate 5 year effective land supply total capacity 11,013 11,465 of planning approval. 5 year housing supply target 960 1,058

5 year effective housing land supply (years supply to one 6.4 5.8 decimal place)

Housing approvals 1,239 1,458

Housing completions over the last 5 years 4,604 5,871

Marketable employment land supply 97.05Ha 93.99Ha

Employment land take-up during reporting year 5.17Ha 6.13Ha

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B : National Headline Indicators (NHI) Key Outcomes – Development Management

Development Management 2017-2018 2018-2019

Project Planning

Percentage and number of applications subject to pre-application advice 27.3% 29.5% (483)

Percentage and number of major applications subject to processing 3 3 agreement 25% 17.6%

Decision Making

Application approval rate 98.6% 98.2%

Delegation rate 95.8% 94.6%

Validation 45.2% 52.6%

Decision-making Timescales

Major Developments 60.1 weeks 44.7 weeks

Local developments (non-householder) 11.7 weeks 13.8 weeks

Householder developments 6.6 weeks 5.3 weeks

Legacy Cases

Number cleared during reporting period 15 26

Number remaining 52 41

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C: Enforcement Activity 32 sites for consideration as a result of which 2017-2018 2018-2019 further assessment and publicity was carried Enforcement out. The Proposed LDP2 was published for Time since Enforcement Charter published / reviewed 13 months 3 months public consultation between July and September Requirement: review every 2 years 2018 which met the timescales set out in the Complaints lodged and investigated 205 198 Development Plan scheme. Representations that Breaches identified – no further action taken NA – former case 31 were received in response have been assessed management system and some minor changes to the proposed unable to generate data plan have been made. Schedule 4 submissions have been prepared in relation to unresolved Cases closed 112 148 representations and committee approval was Notices served 8 16 given in March 2019 to submit the proposed Direct action 0 0 plan to Scottish Ministers. This is expected to Reports to Procurator Fiscal 0 0 take place in April again in accordance with the Prosecutions 0 0 deadlines in the Development Plan scheme. It is anticipated the adoption process will be complete in early 2020 which will ensure the The main aspects of these outcomes are summarised below. Council achieves its statutory requirements. Development Planning - The Council’s Local Development Plan was adopted in 2015. Approved While the Minerals LDP is now five years old it is supplementary guidance is in place covering Development Management, Place Making and Design, proposed that it will be incorporated into LDP2 Renewable Energy, Green Network and Greenspaces, Affordable Housing, Green Belt and Rural and will not be replaced in its own right. In the Area, Town Centres and Retailing, Industrial and Commercial Development, Community and interim non statutory planning guidance on Infrastructure Assessment, Sustainable Development and Climate Change and the Natural and minerals was approved in July 2017. Historic Environment. Committee approval was given in March The consultation process for LDP2 started in April 2016 and led to the production of the Main Issues 2019 for non-statutory planning guidance on Report which was subject to public consultation for a six week period in May/June 2017. Over 1,000 renewable energy. This incorporates the Tall representations were received in response to that publicity and included the submission of a further Wind Turbines guidance. Page 49 Planning Performance Framework 2018 - 2019

Effective Land Supply and Delivery subject to pre-application discussions. Decision-making timescales – The average of Outputs Nevertheless, we intend to re-emphasise the number of weeks taken to determine major value of taking advantage of this option at our applications fell this year from 60.1 weeks The effective land supply for new housing next forum and encourage other Services who to 44.7 weeks. However, the timescales for fell dramatically over the last 12 months may have discussions with potential applicants the other two categories increased compared primarily as a result of a significant number of to suggest to them that they pursue this to the previous year. In general terms the completions by housebuilders across the four opportunity. introduction of the IDOX system in March 2018 housing market areas. The fall is also due to a led to a three week downtime period which review of long term non-effective sites which The Service continues to encourage the use created a significant backlog of applications. have been removed from the housing land of processing agreements both through its At the same time the number of staff dealing supply. An effective land supply of 5.8 years website and in pre-application discussions with with applications reduced during the year and remains which is a slight reduction from 6.4 in applicants. However, the take up by applicants several officers have taken up the option of 2017/18. The number of new houses approved is low. Nevertheless feedback from customers reducing their working hours. This was during increased from 1239 to 1458 in the two and the CSE process continue to show that a period that saw an 8.2% increase in the periods and this in turn has resulted in a small applicant and agents support the efforts made number of applications determined. A review of increase in the 5 year effective land supply total by the Service to pursue an approach aimed at the service in 2019/20 will seek to address this capacity. The planning application for the East identifying jointly with applicants ways in which issue. Kilbride CGA is a legacy case held up due to proposed developments can be adjusted and negotiations over developer contributions. It is changed in order to overcome constraints. Enforcement – The enforcement charter anticipated the planning permission in principle published in March 2019 sets out service The Council’s application approval rate provides will be released this year which will add 3000 standards that would apply to enforcement additional evidence of the benefits of this houses to the long term housing land supply. complaints of different severity. It was approach and it remains high at 98.2%, just considered that in order to ensure that both Development Management – Despite below the figure from last year. This reflects planning and enforcement officers prioritise ensuring the availability of pre-applications is the ‘open for business’ culture that underpins their responses to potential breaches, it would highlighted at customer forums, and promoted the approach of the service to facilitating be appropriate to establish a hierarchy; which through our website and our Development sustainable development in the right place. The would give priority to cases that have the most Management Charter, there has been only a delegation rate dropped slightly from 95.8% to serious potential effects and which may affect small increase in the number of applications 94.6%. important or sensitive sites. Overall the number

Page 50 Planning Performance Framework 2018 - 2019

of cases lodged and investigated is broadly the same. Although there have been more notices served this year the number is still relatively low which reflects a desire to negotiate solutions wherever possible. It is also noted that ten of the noticed served were Planning Contravention Notices with only six Enforcement Notices served (an increase of one from 2017/18).

Page 51 Chapter 6 Planning Performance Framework 2018 - 2019

Part 5 - Official statistics

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

Category Total number of Average timescale (weeks) decisions * Consents and certificates: Listed 2018-2019 2017-2018 2018-2019 buildings and Conservation Area Major developments 17 60.1 44.7 consents, Control of Advertisement consents, Hazardous Substances Local developments (non-householder) 583 11.7 13.8 consents, Established Use • Local: less than 2 months 32.8 (%) 6.3 6.4 Certificates, certificates of lawfulness • Local: more than 2 months 67.2 (%) 16.4 17.5 of existing use or development, Householder developments 782 6.6 7.5 notification on overhead electricity • Local: less than 2 months 70.8 (%) 5.4 5.4 lines, notifications and directions • Local: more than 2 months 29.2 (%) 11.8 12.7 under GPDO Parts 6 and and Housing developments relating to agricultural and forestry Major 10 40.2 43.6 development and applications for Local housing developments 267 12.2 14.7 prior approval by Coal Authority or • Local: less than 2 months 31.1 (%) 6.3 6.6 licensed operator under classes 60 • Local: more than 2 months 68.9 (%) 16.2 18.3 and 62 of the GPDO. Business and industry Major 2 10.0 10.0 ** Legal obligations associated with Local business and industry 59 12.2 14.7 a planning permission; concluded • Local: less than 2 months 37.3 (%) 6.3 6.6 under section 75 of the Town and • Local: more than 2 months 68.9 (%) 17.9 17.1 Country Planning (Scotland) Act 1997 or section 69 of the Local EIA developments 0 N/A N/A Government (Scotland) Act 1973 Other consents* 218 7.7 9.4

Planning/legal agreements** • Major: average time 4 237.6 65.1 • Local: average time 4 40.0 33.4

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B: Decision-making: local reviews and appeals Summary of the key points

Type Total Original decision upheld A summary of some of the key points is given number of below. decisions 2017-2018 2018-2019 No. % No. % Decision-making timescales – There was a significant fall in the time taken to determine Local reviews 4 4 80 4 100 major applications, from 60.1 weeks to 44.7 Appeals to Scottish Ministers 6 3 75 5 83.3 weeks. The determination timescale for major housing developments fell from 63.2 weeks to 40.1 weeks which was a significant C: Context improvement overall.

South Lanarkshire determined 1600 applications in 2018/19, this being an 8.2% increase on the The time taken for all other application types previous year (1478). Some points to note include: increased in 2018/19. A significant factor in this was the downtime and the subsequent • A notable increase in the number of major determinations from 10 to 17, with the majority backlog that was created during the being housing applications (58.8%) implementation of the new case management • Minor increases in householder and local (non-householder) determinations from 745 to 782 system. The number of staff dealing with and 545 to 583 respectively applications fell as a result of vacancies and a • An 18% reduction in the number of business and industry (local) determinations from 72 to 59 number of officers taking the option of flexible working. • An ongoing reduction in electricity generation (local) determinations from 15 to 7 (53% decrease). Legal Agreements – The average time taken to conclude legal agreements has notably decreased in 2018/19 for major and local applications.

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Decision-making: local reviews and appeals – Four local review cases were dealt with in 2018/19 with the original decision upheld in all of the cases. In terms of appeals to the Scottish Ministers, only one of the six appeals was upheld.

Enforcement activity – there was a very minor decrease in the number of cases lodged in 2018/19 compared to the previous year. There was a doubling of the number of notices served although most of these were Planning Contravention Notices.

Page 54 Planning Performance Framework 2018 - 2019 Chapter 7

Part 6 - Workforce information Head of Tier 1 Tier 2 Tier 3 Tier 4 Planning South Lanarkshire’s Planning Service is part of Community Service X and Enterprise Resources. The Service’s work is undertaken by four teams with a total of 38 staff. Support is provided by Note: Tier 1= Chief Executive, Tier 2= Directors, eight clerical staff managed through the Resource’s Support Tier 3= Heads of Service, Tier 4= Managers Services. The Council’s SEA officer is also embedded in and managed through the Planning Service sitting within RTPI Qualified Headcount FTE Staff its HQ Team. The HQ team deals with Development Plan preparation, publishing and monitoring, and produces the Development 30 28.6 Management associated Supplementary Guidance (SG). The Council’s input to the preparation and monitoring of the Strategic Development 2 2 Planning Development Plan (SDP), through the Glasgow and the Clyde Valley Strategic Planning Authority, is also co-ordinated Enforcement 3 3 through the HQ Team. It also handles all the minerals, waste Specialists 3 3 and large scale windfarm applications and the enforcement Other 3 3 function is located within the HQ team.

The thee Area Teams handle the vast majority of all the Staff age profile* Number applications submitted in accordance with the requirements Under 30 2 of the Town and Country Planning (Scotland) Act 1997, the 30-39 8 Planning (Listed Buildings and Conservation Areas) (Scotland) Act 1997 and other associated legislation. This includes 40-49 6 applications for planning permission, listed building consent, 50 and over 22 conservation consent, advertisement consent and certificates of lawful use and associated appeals and reviews. They also assist the HQ team in the work on Development Plans, SGs and the SDP.

Page 55 Planning Performance Framework 2018 - 2019

Part 7: Planning committee information

Committee and Number per site visits year

Full Council 4 meetings

Planning committees 9

Area committees 18*1 (where relevant)

Committee site visits 0

Local Review Board 8

Local Review Board 0 site visits

*1 – SLC has 4 Area Committees

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Appendix – Correlation of performance markers

Performance Marker Part of PPF report demonstrating evidence Driving improved performance 1 Decision making: authorities demonstrating continuous evidence of reducing Parts 4 and 5 average timescales for all development types 2 Project management: offer of processing agreements (or other agreed project Quality of Service and Engagement plan) made to prospective applicants in advance of all major applications and availability publicised on planning authority website 3 Early collaboration with applicants and consultees on planning applications: Quality of Service and Engagement - availability and promotion of pre-application discussions for all prospective applications Case Studies 1, 3 and 5 - clear and proportionate requests for supporting information 4 Legal agreements: conclude (or reconsider) applications within 6 months of Governance ‘resolving to grant1 Case Study 5 5 Enforcement charter updated / re-published Quality of Service and Engagement

6 Continuous improvements: Quality of Service and Engagement - show progress/improvement in relation to PPF National Headline Indicators Culture of Continuous Improvement - progress ambitious and relevant service improvement commitments identified through PPF report Case Study 6

Promoting the plan-led system 7 LDP (or LP) less than 5 years since adoption Quality of Outcomes Quality of Service and Engagement 8 Development plan scheme demonstrates next LDP: Quality of Outcomes - on course for adoption within 5-year cycle Quality of service and engagement - project planned and expected to be delivered to planned timescale

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9 Elected members engaged early (pre-MIR) in development plan preparation N/A 10 Cross-sector stakeholders, including industry, agencies and Scottish Government, N/A engaged early (pre-MIR) in development plan preparation 11 Production of regular and proportionate policy advice, for example through Quality of Service and Engagement supplementary guidance, on information required to support applications Case Study 7 Simplifying and streamlining 12 Corporate working across services to improve outputs and services for customer Quality of Service and Engagement benefit (e.g. protocols; joined-up services; single contact; joint pre-application Governance advice) Case Studies 2, 3 and 4 13 Sharing good practice, skills and knowledge between authorities Culture of continuous improvement

Case Studies 1 and 7 Delivering development 14 Stalled sites/legacy cases: conclusion/withdrawal of planning applications more Governance than one-year-old Case Study 5 15 Developer contributions: clear expectations Quality of service and engagement - set out in development plan (and/or emerging plan,) and - in pre-application discussions Case Study 5

Page 58 Planning Performance Framework 2018 - 2019

Planning Service Structure

Head of Planning and Economic Development

Area Manager Headquarters Area Manager East Kilbride and Cambuslang/ Manager Hamilton and Clydesdale Rutherglen

Hamilton Team Clydesdale Team Planning Team Leader (1) Planning Team Leader (1) Planning Team Leader (1) Planning Team Leader (1) Development Plan Officers (2) Advanced Planners (3.6) Advanced Planners (3) Advanced Planners (2) Advanced Planners (2) Planners (4) Planners (3.6) Planners (2.6) Planning Enforcement Officers (2.6) Technicians (2.6) SEA Officer (1)

HQ Team responsible for: Area Teams responsible for: Local Development Plan Planning Applications Supporting Planning Guidance LBC/CAC Applications SDP Liaison Other Certificates Strategic Environmental Assessment Appeals/Reviews Policy and Procedures Enquiries Enforcement Licensing Renewable Energy/ Minerals/ Waste Apps. Property Enquiries Technical Work Performance Reporting Systems Admin Planning Training

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Page 60

South Lanarkshire Planning Performance Framework 2018-2019

South Lanarkshire Council Community and Enterprise Resources Planning and Economic Development Montrose House, 154 Montrose Crescent Hamilton ML3 6LB www.southlanarkshire.gov.uk If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 or email: equalities@ southlanarkshire.gov.uk