PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018–2019 Union Terrace Gardens Visualisation Page Foreword Introduction 4 Part 1: Qualitative Narrative 1.1 Quality of Outcomes 9 1.2 Quality of Service and Engagement 19 1.3 Governance 27 1.4 Culture of Continuous Improvement 32 Part 2: Supporting Evidence 37 Part 3: Service Improvements 3.1 Report on Service Improvements in 2018-2019 38 3.2 Service Improvement Actions for 2019-2020 40 Part 4: National Headline Indicators (NHI’s) 41 Part 5: Official Statistics 43 Part 6: Workforce Information 44 Part 7: Planning Committee Information 44 Appendix 1: Scottish Government Performance Summary 45 Appendix 2: Performance Marker Checklist 48 Appendix 3: Staff training – CPD 50 FOREWORD

Welcome to Aberdeen City Council’s annual Planning Performance Framework Report for 2018-19. The report demonstrates the range and quality of improvements and outcomes delivered over this year and is supported by case studies highlighting our continued commitment to improving performance, meeting customers’ needs and helping the delivery of quality new development. In the coming year I look forward to the planning service continuing to deliver positive outcomes that enhance the quality of life and the sustainable economic growth of the City.

Councillor Marie Boulton Convenor: Planning Development Management Committee

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 3 1. INTRODUCTION

In this our 8th Aberdeen City Council The function is led by the newly appointed Chief Planning Performance Framework Officer of Strategic Place Planning and the Chief Annual Report (PPF8) we highlight our Officer of City Growth. achievements over the period from These Chief Officers report directly to the Chief April 2018 to March 2019 in delivering Executive, reflecting the value that the City has assigned to both placemaking and sustainable an improved performance and a high- economic growth. quality planning service. The Place function is now setting the direction The key industrial sector in the City continues to of economic, social and physical strategies for be energy related (oil and gas), but the economic the continuous development of Aberdeen to base is far broader than commonly ensure that it remains a globally connected perceived and includes substantial employment and competitive City supporting the rest of in manufacturing, tourism, life sciences, the Region. construction, public sector, education and health. Aberdeen CityThe &focus Shire of Strategic Economy Place Planning, is to The economic diversity reflects the wealth of strategically enable and facilitate the needs natural assets of the City Region such as marine Aberdeenof transport, environment, City & housing, Shire planning, Economy fossil fuel deposits, the City’s proximity to the building standards and digital initiatives that scenery of Royal Deeside, physical capital such help deliver major infrastructure projects, as transport and port infrastructure, as well as meet the objectives of the Local Outcome business property and supply chain availability Improvement Plan and advance city growth in marine support services. at all scales of development. Our communities are diverse, educated and As reported in PPF7 the planning service creative with a broad skills Aberdeenbase. Citycommissioned & Shire a Service ReviewEconomyAberdeen during 2017- City & Shire Economy Last year we reported that Aberdeen City 2018 with recommendations to help align it to Council had started upon a significant the transformational model. AberdeenTransformation Programme. EconomyThis report will reflect on the changes and Planning sitsCity within &the ShirePlace Function of the improvements carried out over the year that City Council, is integral to this transformation and stem from this Service Review. has been createdAberdeen to align with the City Council’s & Shire new Economy TargetAberdeen Operating Model. City & Shire Economy

Aberdeen City & Shire Economy

Aberdeen City & Shire Economy

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 4 P&J Live arena

Development on the Ground Highlights of the year include: • Opening of the 58 kilometre long, £745 million Aberdeen Western Peripheral Route • Completion of the Broad Street regeneration project and Marischal Square office and restaurant complex, transforming a key quarter of the city and creating a new outdoor event space • Reopening of the Music Hall following a £9 million refurbishment • Transformative redevelopment of the Art Gallery and • The construction of the P&J Arena, – a £333 million development to replace the Aberdeen Exhibition and Conference Centre (due to open for Offshore Oil Week in September 2019). Marischal Square and Broad Street fountains

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 5 As well as looking at speed of decision making to help creatively deliver the sustainable for planning applications, this report covers economic growth of the city. other key factors such as workload, quality Unless otherwise stated, all the activities/ of development on the ground, resources, service actions detailed in the previous years’ organisation, improvements and outcomes. PPFs are still being undertaken. Where actions Our case studies demonstrate the diversity and or initiatives specified in this report demonstrate quality of our skills as well as the broad reach alignment with the key performance markers, of the planning service and the value planning this has been clearly cross-referenced in the text adds to communities and to the enhancement (e.g. PM1) Performance Markers are defined in of the natural and built environment. They also Appendix 2. show how the service is striving for best practice

Station Gateway Masterplan Project – approved Atholl House redevelopment. Image courtesy of Halliday Fraser Munro Architects

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 6 Best ever application Our Highlight determination times Achievements

Number of legacy Scottish Award for Quality in applications halved Planning for Countesswells Phase 1 Masterplan

Reconfiguration of Approvals for Broadford Development Management Works Applications Teams

CARS – engagement and Publishing a Proposed Strategic RTPI Planning Award Finalist Development Plan

Schoolhill Public Realm 260 members of the progressing public attended Main Issues Report events

Customer Service Excellence Successful defence of the legal accreditation achieved once challenge to the approval of more. Aberdeen Football Stadium at Kingsford.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 7 Marischal Square and Broad Street Part 1: Qualitative Narrative The discussion and case studies throughout the report give examples of how the service has endeavoured to achieve best practice and reflects a high-quality planning service that continues to help deliver the sustainable economic growth of the city. The headings for the qualitative narrative section are:

1.1 Quality of Outcomes 1.2 Quality of Service and Engagement 1.3 Governance 1.4 Culture of Continuous Improvement

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 8 1.1 Quality of Outcomes

The Strategic Place Planning (SPP) team is The LDP Team has worked collaboratively committed to shaping the future evolution of the with Aberdeenshire Council and the Strategic City by creating a high quality, well connected, Development Planning Authority (SDPA) to help natural and built environment where people consult on the Main Issues Report and the and businesses want to be and can prosper. All Proposed Strategic Development Plan for the teams have contributed towards achieving this City Region. The timescales associated with this vision as explained below and illustrated in the have been challenging, not only in the context of case studies that follow. proposed legislative change, but also in terms of delays associated with a legal challenge to the Local Development Plan Team strategic transport policy. The adopted Aberdeen Local Development The introduction of the Affordable Housing Plan 2017 (ALDP) (PM7) and associated Waiver (see Case Study 1), and subsequent supplementary guidance (PM11) provides a land implementation through the determination use framework for the City to support Aberdeen of planning applications by the Applications as a sustainable city at the heart of a vibrant Teams, is an example of how the service has and inclusive Region. The forthcoming LDP is demonstrated a willingness to adapt planning on track to meet its target for adoption in 2022 policy guidance to achieve a desirable (PM8) and is currently at the Main Issues Report planning outcome and take into account the (MIR) stage. As part of the MIR consultation, 260 changing economic context of the City and people attended drop-in sessions, including a the Council’s prioritisation of City Centre staffed exhibition, held at 11 venues across the regeneration and renewal. City. In order to ensure that LDP policies are fit for purpose, workshop sessions have been held that actively involve all SPP teams in policy drafting (PM10). Station Gateway Masterplan Project – approved Atholl House redevelopment. Image courtesy of Halliday Fraser Munro Architects

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 9 Visualisation of Schoolhill urban realm project currently under construction Masterplanning, Design and Street, which launched in November 2017. The Conservation Team project is led by a dedicated project officer in the MDC Team and offers grants to building The Masterplanning, Design and Conservation owners to help repair and enhance historic (MDC) Team is embedded in the wider properties. Good progress is being made in all Development Management (DM) Team. The areas and the priority projects are continuing to MDC Team continues to give extensive input, be developed. In the last 12 months 2 formal and work collaboratively with case officers, grant offers have been made and a further 12 on applications in relation to quality design applications identified at the start of the scheme and the protection and enhancement of the are being progressed – including 7 of the historic environment, as well as ensuring that priority projects. development on the ground is guided by the overarching Masterplans that cover all major A Schools’ Shopfront Design Project was land releases and new communities. Part of this developed and completed with participation work was recognised at the Scottish Awards for of over 400 pupils from 6 schools across the Quality in Planning in 2018 where Countesswells City. We were proud to be announced as Phase 1 Masterplan was the award winner for a Finalist for the UK-wide RTPI Awards and the Place category. Scottish Awards for Quality in Planning for this youth engagement project. In addition, a local As reported in PPF7, the Union Street Aberdeen contractor has been identified and Conservation Area Regeneration Scheme agreed to host an apprentice placement in (CARS) (PM6) is a five-year, £2.4 million, building summer 2019. conservation scheme for Aberdeen’s Union

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 10 Visualisation of Queen Street project. Image courtesy of Halliday Fraser Munro Architects The CARS project is on track to deliver A major focus for the coming year will be significant improvements to Union Street, as the collaborative working with the Council’s newly heart and image of the City, as well as improving appointed project manager to deliver the the knowledge of both building owners and transformational Queen Street redevelopment craftsman in the quality of workmanship to some project in the heart of the City, integrating with of the City’s most important buildings. the newly completed Broad Street and Marischal To facilitate the delivery of the ground-breaking Square urban quarter (image above). NuArt Festival the Applications and MDC Teams Working with colleagues in Community Planning, have collaborated for the third successive year, the MDC Team will also be looking at ways to with Aberdeen Inspired, to deliver a single assist local communities in the preparation of advertisement consent for 16 new artworks Local Place Plans. on walls in the City Centre – in just a 3 day determination period. Environmental Policy Team The Environmental Policy (EP) Team co- The MDC Team is the project lead for, and ordinates and leads the Council’s work in has made a major design contribution to, the relation to outdoor access, natural heritage, Schoolhill streetscape reconfiguration project tree protection, open spaces, climate change, that will create a high-quality public realm a food growing strategy and Fairtrade. The gateway, balancing place and movement needs quarterly Green Times newsletter illustrates the to the newly refurbished Art Gallery. The project activity of the team in promoting a wide range is being delivered in June 2019 and will be a of environmental initiatives throughout the City case study for PPF9. and its role in helping achieve high quality multi- The MDC and Applications Teams have also objective outcomes on the ground is showcased worked together to approve site wide planning by its significant input into projects such as the and listed building consents for Broadford Middlefield Regeneration Project (see Case Works (see Case Study 2). Study 3)

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 11 Visualisation of completed Triple Kirks residential scheme from Union Terrace, Image courtesy of Halliday Fraser Munro Architects

CASE STUDY 1: Affordable Housing Waiver Quality of Outcomes and Working Group

Location and Dates Stakeholders Involved Aberdeen City Centre – 20th September 2018 • Local Developers to 31st December 2020 Key Areas of Work Elements of a High-Quality Planning Service • Regeneration • Quality of Outcomes • Development Management Processes Key Markers • Interdisciplinary Working • Regeneration • Town Centres • Local Development Plan & Supplementary Guidance • Housing Supply

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 12 Overview Outcomes Aberdeen City Centre saw a considerable The waiver has only recently been implemented amount of residential development during the and a report will be brought to the Council at the 1990s. However, this waned during the 2000s, end of the 2-year period detailing the outcomes. with limited activity since 2011, and there is However, early indications are that the scheme currently only one significant active construction is gaining traction by making previously unviable scheme within the City Centre (at Triple Kirks – residential projects deliverable and by sending see image on previous page). positive messages to the development industry Consequently, although there is significant that the Council is committed to quality City modern housing stock, much of it is approaching Centre living and regeneration. 20 years old, is beginning to feel dated and is In the 7 months preceding the introduction of of mediocre quality. In the 5-year period from the waiver, planning applications were received 2013 to the first quarter of 2018, a total of 56 for the creation of 53 new residential units in housing units were completed (about 11 a year) the City Centre. This figure increased to 373 which is a low figure considering the city’s residential units in the 7 months post adoption role as regional centre. The Scottish planning of the waiver. There has also been a significant system recognises that housing developments increase in the number of pre-application must be financially viable to ensure that the enquiries (PM3) related to potential residential housing that Scotland requires is delivered. development in the City Centre. The City Living Study commissioned by the To help deliver the objectives of the waiver Council showed that, in Aberdeen City Centre, a City Centre Living Working Group of additional costs, such as those associated Development Management and Building with complex conversions, working with listed Standards staff has been set up. The Group is buildings or buildings in conservation areas, are working collaboratively and flexibly to reconcile having an impact on the delivery of housing. the tensions between the protection of the This is currently compounded by a challenging character of historic buildings and building economic climate. It was clear that residential warrant requirements to achieve energy development in the City Centre was not viable efficiency, noise and fire suppression. The aim is and that the Aberdeen Local Development Plan to produce a Technical Advice Note in 2019-20 (ALDP) and City Centre Masterplan goals for City to aid planning decision making. (PM12) Centre Living could not be achieved without further support. Name of key officer Goals Andrew Brownrigg – Local Development Plan Team Leader The Aberdeen Local Development Plan 2017 (ALDP) and the City Centre Masterplan and Delivery Programme recognise that the success of the City Centre is crucial to the success of Aberdeen. The aim is to increase the population to create a vibrant place where people wish to live, work, relax and promote a greater urban intensity. In September 2018 the City Council introduced a 2-year waiver on the requirement to provide affordable housing as part of any new residential new build or conversion schemes within a defined area of the City Centre. It is anticipated that this approach will help bridge the identified viability gap for residential development by off-setting the investment risk of creating new homes.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 13 Visualisations of approved Broadford Works redevelopment Image courtesy of Halliday Fraser Munro Architects

CASE STUDY 2: Broadford Works Quality of Outcomes

Location and Dates Stakeholders Involved Broadford Works – September 2018 • Key Agencies Elements of a High-Quality Planning Service • Authority Planning and Property Service • Quality of outcomes Key Areas of Work • Quality of service and engagement • Design Key Markers • Conservation • Decision Making • Regeneration • Early collaboration • Development Management Processes • Cross-sector stakeholders • Interdisciplinary Working • Corporate working across the service • Stalled Site

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 14 Overview Outcomes Broadford Works, a historic textile mill which This project involved working with 10 different closed in 2004, occupies a complex 3.5-hectare partners to deliver a site-wide scheme site set in a predominantly residential/mixed of restoration and reuse. In tandem with use area adjacent to the City Centre. It contains the consideration of multiple inter-related the largest concentration of Category ‘A’ listed applications for Listed Building Consent and buildings at risk in Scotland, dating from the planning permission, Aberdeen City Council early 1800s to the 1920s. The whole site is (ACC) worked in partnership with Inhabit (the listed Category ‘A’, including the walls, gates, developer), Ryden (the agent), Aberdeen streetscape, towers and chimneys. The earliest City Heritage Trust (ACHT), Scottish Historic and most significant building is the ‘Grey Mill’ Buildings Trust (SHBT), Cameron and Ross (1808); the oldest iron-framed mill in Scotland Engineers, the District Valuer and David Narro and fourth oldest in the world. Most of the Associates to explore all options to save the buildings are presently in derelict condition and oldest and most architecturally important have suffered from extensive vandalism and fire building on the site. This involved obtaining damage, but the most substantial and important partnership funding (from ACC and ACHT) to ones are capable of restoration, provided develop a costed scheme of repair for the Old appropriate capital investment can be found. Mill and South Mill sections of the Grey Mill. Following approval to demolish most of the Initial disagreement on technical matters was lesser buildings, 12 historic buildings remain. The resolved by focused workshop sessions with approved scheme would bring all these building the applicants and the engineering consultant, back into use as part of a residential mixed-use that were effective in arriving at amicably agreed community of 430 student bed spaces, 425 solutions. Unfortunately, only one, extremely flats in a range of sizes, retail, café and office costly and unviable, method of retaining the space, a centralised energy centre, extensive Old Mill and south sections of the Grey Mill landscaped public realm and limited car parking could be identified. Nevertheless, this work given the site’s proximity to the City Centre and was extremely useful in enabling fully informed sustainable transport modes. The total cost consent for demolition to be granted on the of the restoration works and associated new basis of a comprehensive assessment against construction is estimated at over £130 million. Scottish Historic Environment Policy criteria for demolition of listed buildings. Goals Name of key officers To work in partnership with the agent, architect Lucy Greene – Senior Planner and applicant to deliver a site-wide Listed Building Consent that: Ross Wilson – Senior Planner, Conservation • Enables the retention of listed buildings and brings back to life a large long- term derelict site of national historic and architectural value • Acts as a catalyst for the wider regeneration of George Street and the City Centre.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 15 Middlefield Regeneration Scheme under construction

CASE STUDY 3: Middlefield Regeneration Quality of Outcomes Project

Location and Dates Key Areas of Work Middlefield, Aberdeen, 2016-2019 • Environment Elements of a High-Quality Planning Service • Affordable Housing • Quality of outcomes: • Greenspace • Regeneration Key Markers • Decision making: Middle eld Greenspace Existing • Early collaboration Paths New Paths • Corporate working across d Circle D ryfol athe H Dog the service He e Wetland a Play t h r y Stakeholders Involved f Picnic Scatterburn o ^ Area( l

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ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 16 Overview The Council’s Flooding Team capitalised on the opportunity to bring forward an enhanced flood The Middlefield Regeneration Project alleviation scheme by de-culverting the burn demonstrates what can be achieved by early and creating flood retention basins for times of intervention, innovative thinking, interdisciplinary extreme weather conditions. collaboration and cross-service working to bring forward a development that fulfils multiple The housing site was a former contaminated objectives. greenspace and was required through LDP policy to mitigate the loss of greenspace The project is an 80-unit development of through adjacent improvements. Contaminated affordable housing in an area of socio- materials were encapsulated into bunds in the economic deprivation, coupled with a flood new flood scheme. The Planning Service’s EP alleviation scheme, wildlife, amenity, access and Transport Strategy and Programme teams and active travel improvements and new social advocated for, and advised on, additional infrastructure. Several Council teams and amenity, wildlife and access/active travel external parties collaborated to develop this enhancements. significant, high quality regeneration project. The Communities Team contributed to ensure The Aberdeen Local Development Plan sets input of local people in shaping the plans the planning context for the development. The through extensive community engagement Council’s Housing Service drafted the brief for and participation. The Council’s Environmental the development which is, connected to the Services Team recruited an additional Ranger district heating network. External consultancy specifically for the project to help connect local ‘Hypostyle’ developed the architectural designs people to their newly enhanced greenspace. and the final proposals were ultimately achieved A Friends of Group is now emerging to help through early discussion with, and timely steward the long-term management and decision making from, the Planning Service’s enhancement of the site. Environmental Policy (EP) and Development Management (DM) Teams. ACC’s Partnerships and Funding team advised on external funding to assist with delivery of The Scottish Water network was unable to the evolving wider outputs and outcomes of the accommodate surface water run-off from the project, and funding was unlocked leading to new development. A potential solution was an innovative mix that allowed all the evolving identified to divert it through a Council owned project aspirations to be delivered. culverted burn below an adjacent greenspace.

Funding mix (approx. costs): Item Funder(s) Cost Construct 80 affordable housing units Aberdeen City Council £13,500,000 Scottish Government Extend district heating network Aberdeen City Council £160,000 Construct greenspaces and employ a Scottish Natural Heritage £750,000 Community Ranger Green Infrastructure Fund Improve road crossing to site Nestrans Transport Partnership £150,000 Undertake studies, design and construct access Sustrans Cycling Charity £500,000 and active travel routes and facilitate schools active travel TOTAL £15,060,000

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 17 Goals Aberdeen Community Planning Partnership’s main goals are to improve the economy of Aberdeen, reduce inequalities and improve outcomes, especially for socio-economically deprived communities. These in part require Aberdeen to have the right infrastructure in the right place for the right people. As part of the above, Aberdeen City Council has set a goal to build 2,000 new affordable homes, to help address a local shortage. The wider goals of the planning service relating to this project were: • Fostering / facilitating interdisciplinary collaboration Facilitating expedient development • Outdoor access and sustainable travel routes decisions have been provided, allowing local people to • Bringing forward affordable / housing supply make healthier and more sustainable recreation • Taking a placemaking approach to and travel choices whilst reducing emissions regeneration and relieving pressure on the transport network. • Local involvement in shaping planning The development has been awarded Secured outcomes by Design Gold Standard by Police Scotland and • Ensuring compliance with Planning Policy an internal Council STAR Award for Efficient Use Outcomes of Resources. Public engagement and participation in the This development makes a classic example of scheme have resulted in the strengthening of how a collaborative, interdisciplinary approach local capacity and in addition a new Friends of can deliver a holistic solution to several local Group has been established. challenges. Success breeds success – this project has 80 affordable homes – a mix of flats and led onto additional focus in the local area and wheelchair accessible houses - have been additional improvement initiatives have since delivered. This is providing affordable housing followed: to meet demand in an area of socio-economic deprivation that is also connected to the district • Access and greenspace improvements to heating network, helping to address fuel poverty connect and cross an adjacent woodland and climate change. The development was • Further support for local schools’ active permitted through a Certificate of Lawfulness, travel initiatives ensuring that swift decision making by • Additional local housing quality the Council’s DM Team was coupled with improvements compliance with Planning Policy. • A Co-Wheels City Car Club space is located The Scatterburn has been de-culverted and next to a new park several flood basins have been created, helping • An iBike Sustrans worker may be employed to address the impacts of our changing climate to work locally and flood risk locally, while providing new green A Men’s Shed is also being proposed. / blue infrastructure for people and wildlife to • flourish. In doing so, contaminated land has also Name of key officer been re-used locally, saving capital and carbon Sinclair Laing – Team Leader, Environmental emissions by avoiding the need to export Policy materials.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 18 1.2 Quality of Service and Engagement

Visualisation of the Queen Street Project

The Strategic Place Planning team has been In fulfilment of a service action in PPF7 a revised engaging with stakeholders both inside and Development Management Service Charter outside the Council with the aim of delivering has been adopted and publicised on the website a high-quality service and a positive customer following internal and external consultation. The experience. Charter makes clear the level of service that External liaison and engagement customers can expect from the DM Team and what we expect from customers to help deliver The Local Development Team has been working that service and achieve specified service closely with standards. • Aberdeenshire Council and NHS Grampian This year the Applications and MDC Teams have on future infrastructure and healthcare trialled workshops with developers and their requirements agents to attempt to achieve a collaborative • Scottish Environment Protection Agency, design solution to placemaking challenges at Scottish Water and Scottish Natural Heritage both pre-application and application stages. One on strategic flooding, drainage and water successful example at Contlaw Road, Milltimber abstraction issues on the River Dee is showcased by Case Study 5 (PM3). • Transport Scotland on A96 duelling, strategic The MDC and Applications Teams have also transport concerns and issues related to the engaged with key stakeholders including Aberdeen Western Peripheral Route Historic Environment Scotland to ensure the • Community Councils through the Community protection of the historic environment including Council Planning Forum and Main Issues highlighting potential Buildings at Risk – as Report Place Standard workshops exemplified by work to save Broadford Works The LDP Team has engaged with the (Case Study 2) development industry at the pre-MIR stage The MDC Team has continued to work with (PM10). 20 agents and developers attended a the Disability Equity Partnership to improve Pre-Main Issues Consultation Meeting to inform streetscape and access for all through sensory them of the process and discuss a Pre-Main awareness training. The team have also Issues Report. 146 development bids resulted. attended Old Aberdeen Community Council Developers, agents and the general public are Place Standard events and engaged with Robert kept informed of progress through the regular Gordon’s College on the Schoolhill public realm LDP Newsletters. improvements and benefits. ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 19 Proposed residential development at Hill of Rubislaw Image courtesy of Carettera Private Equities Ltd The team has also participated in a number of sessions between October and November 2018 Old Aberdeen Community Council and Heritage for each of the City’s 13 Ward Members following Society events to provide support and empower the Pre-Main Issues Consultation but prior to the them to develop aims and aspirations for their MIR being considered at Committee. own area. A Scottish Government funded Place The Environmental Policy and DM teams Standard exercise was carried out as a result of have continued the regular scheduled liaison this input. meetings to raise, discuss and act to improve North East Scotland Biological communication and customer service. A revised Records Centre working protocol (PM12) has been adopted; the ultimate aim being faster and better-quality (NESBReC) collate and provide information on planning outcomes for applicants and the wildlife and habitats to the Planning Service, citizens of Aberdeen. developers and other agencies. They are steered and funded by a range of public bodies, The MDC team co-ordinated a meeting of the including Aberdeen City Council. In 2018-19 Council’s new Executive Management Team at partners undertook a review of NESBReC to Countesswells (see Case Study 4). strengthen their role in delivering information on local wildlife for local authorities, especially the Planning Service. The research they undertake, and information they provide, is helping to develop more robust planning policies and decisions. Internal liaison and engagement: Elected Members have been engaged with at the MIR stage in development plan preparation (PM9). The LDP Team carried out briefing

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 20 Proposed new community at Countesswells Image provided courtesy of Countesswells Development Ltd

CASE STUDY 4: Countesswells: Quality of Service and Working together to Engagement deliver a Masterplan

Location and Dates Stakeholders Involved Countesswells on site, 3 May 2018 • Developers Elements of a High-Quality Planning Service • Authority Planning Staff • Quality of Outcomes • All of Aberdeen City Council’s Extended • Quality of service and engagement Executive Management Team • Governance Key Areas of Work • Culture of continuous improvement • Town Centres Key Markers • Masterplanning • Decision making • Collaborative Working • Project management • Project Management • Early collaboration • Corporate working across service

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 21 Overview services early in place development, which takes considerable commitment in corporate Aberdeen’s current Local Development Plan planning. To meet this commitment a focus makes provision for over 30,000 new homes group of key people including the Director of in Masterplanned locations around the city. Capital and the Chief Officers of Resources, The economic downturn in the last few years Place and Education agreed to convene as a has impacted upon their delivery programmes, strategic team to help align place planning at which for some sites has necessitated a more Countesswells with the corporate goals and the tailored approach to delivering infrastructure Council’’s infrastructure programme. and amenity needs. The Council’s new Executive Management Goals Team meeting in May 2018 took place in • Align Council’s Target Operating Model to Countesswells, an emerging masterplanned outcomes of placemaking at Countesswells. community of 3,000 homes with a planned • Redefine education provision to be more infrastructure of new schools, community responsive to population growth, fluctuation facilities and amenities on greenfield land to and eventual contraction. the west of Aberdeen. The purpose of meeting • Align education and other public services to outside the boardroom was to see, at first-hand, the new Countesswells town centre. the results of Aberdeen’s decision-making processes and to outline planning’s key role in • Placemaking practical training for the influencing and creating quality places, as well Executive Management Team. as highlighting our partnership commitment to Outcomes delivery; helping to raise the corporate visibility of the planning service within the Council. The formation of a Group of key people including Director of Capital, Chief Officers of The session included a combination of Resources, Place and Education to convene as a interactive exercises, including a site walkabout, strategic team to: and an evaluation of Countesswells with the Place Standard Application Tool. This was • Identify appropriate education provision followed by a round-table discussion on what • Determine the delivery programme makes a good place. A common agreement on • Continue liaison with the umbrella the importance of talking-up and emphasising development agency Countesswells the positive identity of places (place branding) Development Limited and taking a business-like and collaborative • To scope out a town centre education approach to development gave a dynamic ‘campus’ with the developer shared sense of purpose to the meeting. Name of key officers Aberdeen’s Chief Executive expressed the need for us all to consider and plan for future Sandy Beattie – Team Leader MDC possibilities as to how we can live, work and Nigel McDowell – Senior Planner (Urban Design) learn and to be ambitious in the models of development we promote. Buildings represent significant initial and long-term investment and their duality of uses, flexible accommodation and the notion of co-location of services are part of the sustainable agenda for Aberdeen and in new places / communities such as Countesswells. The workshop reinforced the need to continue to develop the Council’s Target Operating Model to deliver whole place planning, providing public transport, education and other public

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 22 Contlaw Road workshop

CASE STUDY 5: Contlaw Road Design Quality of Service and Workshop Engagement

Location and Dates Stakeholders Involved Marischal College – December 2018 • Local Developers Elements of a High-Quality Planning Service • Authority Planning Staff • Quality of outcomes Key Areas of Work • Quality of service and engagement • Design • Culture of continuous improvement • Collaborative Working Key Markers • Placemaking • Decision Making • Process Improvement • Early Collaboration • Development Management Processes • Continuous Improvement

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 23 Overview Outcomes: Contlaw Road is a Local Development Plan The Design Workshop: Opportunity Site (OP112) for residential • Streamlined the pre-application process, development of up to 10 dwellings on greenfield which had previously stalled, with further land on the western edge of Milltimber. proactive creative and practical ideas In early 2018 a housing developer approached • Highlighted issues for the developer to be the planning service with a pre-application aware of at an early stage proposal for 38 dwellings. Officers accepted • Offered solutions to creating an appropriate that more than 10 dwellings could be form of development for the site, changing a accommodated. However, it was considered standard suburban layout to a more arcadian that the proposal for 38 units would be design approach excessive in that the density, pattern and form of development did not suitably reflect and respect • Improved relationships between the Council the prevailing character of the surrounding area. and the developer Following an impasse in written negotiations, the • Enabled a consensus opinion between Council offered to host a pre-application Design Council officers to be formed Workshop in an attempt to find an appropriate • Provided a level of comfort for the developer solution for the development of the site. prior to the submission of a formal At the workshop ACC’s Applications and application MDC Teams worked collaboratively with the • Established a model for collaborative developer to critique and make revisions to outcome-oriented workshops that has the draft site layout. The process resulted in subsequently been extended to other agreement being reached in a density, pattern problematic development proposals such as and form of development that the Council South Dee considered to be an appropriate response to Name of key officers the context (as illustrated in the before and after – Team Leader, MDC layouts opposite). Sandy Beattie Alex Ferguson – Planner The results of the workshop subsequently gave the developer the confidence to come forward with a detailed planning application in early 2019, with a revised scheme for 30 dwellings with which has subsequently gained approval. Goals To provide: • An opportunity to discuss a pre-application proposal of a significant nature, to highlight issues and suggest appropriate solutions, in order to reach a consensus • A collaborative forum to share perspectives, policies and good practice experience in order to front-load issues and agree solutions at an early stage in the development process • A reduction in the amount of time taken to conclude pre-application negotiations • A level of comfort for applicants before submitting a formal application

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 24 Layout before workshop

Layout after workshop

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 25 COMPLIMENTS The small selection of unsolicited compliments below is evidence of the quality of service provided by all the planning teams.

Planning enquiry Applicants } I am sorry for not phoning to ask for } I write to report my delight with the a meeting, and just turning up cold, but quality and speed of the service provided (Application Support Officer) did a sterling by our planning department, in particular the job in supporting my request and it is much outstanding and excellent service provided appreciated, as did (Senior Planner) in taking by (Planning Officer)… the human element, his time to review my request. A big thank the kind and informed interventions… made it you to you both.~ run exceptionally well. ~ } Many thanks, appreciate how quickly this was turned around. Thank you for your help, Developer/Agent and your efficiency. ~ } I just wanted to reiterate my personal appreciation of how hard the teams on both sides continue to work on Broadford Mills and the collaborative approach which the Community ACC Planning team have taken to the vari- } This community project (Marywell Street) ous challenges which have arisen during the supported by your department through process. ~ approval of the application has certainly } I was just informed that Hill of Rubislaw made a stepwise improvement to the outside made the June Committee… I wanted to of the building. This has not only improved send a brief note of appreciation to everyone the safety for the residents, their cars, the involved in getting it there. Your dedication building itself but also improves the outside to the betterment of your city does not go appearance of our little neighbourhood. It unnoticed ~ also appears to have brought the neighbours together. ~ } I just wanted to thank you both not just for your time, but also for your input and positive approach to finding a solution that works for my clients in practical terms, while preserving Tree work the key features of the House. As I said } The garden has a… number of large trees on site, I love it when planning is properly and we needed advice on identification of collaborative! I was singing your praises to those that were protected and the appropri- the Chief Executive, when I saw her later that ate procedure should we .. apply for removal. day! ~ We contacted (Arboricultural Planner) who… came to the property… and went through Elected Member the detail in person. He was extremely well informed, polite and helpful and went out of } I was delighted to see the quality of the his way to answer all our queries. We would repair work done to the riverbank (Riverview like to commend you on the attitude of your Park). There is a most attractive finish to department towards the public and thought what was clearly a substantial engineering we should let you know how much we appre- task. The new work blends in to the original ciated the time…afforded us. ~ superbly. Congratulations to all concerned! ~ } Thanks very much… for this in-depth correspondence. I shall let the constituents know the update ~

ABABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 26 1.3 Governance

Visualisation of Union Terrace Garden project from Rosemount Viaduct The Strategic Place Planning Service has This has been balanced by the introduction continued to adapt structures and processes to of further delegation in some areas, such as ensure that these are proportionate, effective delegated power to; and fit for purpose. • Conclude all legal agreements considered to Many of the governance-related service be in accordance with a Committee decision improvements implemented this year as an addition to the ability to determine are detailed in the Culture of Continuous applications given willingness to approve Improvement section of this report from page that show no progress after six months. 32. These include actions stemming from the (PM4). Service Review such as the reconfiguration of • Confirm straightforward Tree Preservation the Applications Teams, case review and the Orders (TPOs). Only more complicated/ introduction of Heads-up meetings. controversial cases are referred to the Scheme of Delegation Committee freeing up officer time and allowing for a more expedient TPO One year on from the adoption of the Scheme confirmation process. of Delegation reported in PPF7 an appraisal of the effectiveness of the delegated powers for Legacy Review Meetings planning decision making was carried out as • The service improvement action identified in part of the Council-wide review of the Scheme of PPF7 has been achieved, with the number Governance. The new 2019 Scheme introduces of outstanding legacy cases halved from refinements, including the removal of delegation 24 down to 12 in the reporting period (PM6, for major developments and those subject to PM14) by way of: a public hearing to ensure decision making for • Regular scheduled meetings involving significant proposals occurs at the appropriate managers and relevant case officers. level in the decision-making hierarchy. • Continuous monitoring by the management team and legal services at regular scheduled meetings using a live spreadsheet of those applications requiring a legal agreement.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 27 Developer Obligations Council under a Service Level Agreement. This appointment will enable more informed In accordance with a committed service assessment of obligation payments required improvement in PPF7 the assessment and to mitigate the impact of developments monitoring of developer obligations has based on corporate working with spending been brought entirely in-house. A dedicated services (e.g. housing, education, roads Developer Obligations Team Leader has projects) and informed by an Asset Plan. This been appointed into the Policy and Strategy post was developed to identify, and monitor Team. The function was, until March 2019, progress on, qualifying projects for targeted carried out by officers at Aberdeenshire spend (see Case Study 6).

View of Aberdeen from South Deeside

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 28 Aberdeen City Council’s Marischal College headquarters

CASE STUDY 6: Developer Obligations Governance Asset Plans

Location and Dates Stakeholders Involved Marischal College – November 2018 • Authority Planning Staff Elements of a High-Quality Planning Service • Authority Other Staff • Governance Key Areas of Work • Culture of continuous improvement • Collaborative Working Key Markers • Decision Making • Early Collaboration

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 29 Overview Local Development Plan. So, for example, if a development were to be unable to deliver the The identification, collection and use of required quantum of open space, an identified Developer Obligations (DO) funding is a complex project which had the potential to increase open and time-consuming process which is made up space within the catchment could be delivered of four key stages: to mitigate this impact. 1. The development of Developer Obligations These projects would then be gathered into Supplementary Guidance (SG) as part of the geographically boundaries across the City LDP. allowing projects which could have a direct 2. The assessment of planning applications impact of the development site, to be selected. against that guidance, using the planning tests set out in Planning Circular 3/2012 Once identified and collated these lists of Planning Obligations and good neighbour projects could then be consulted on with Elected agreements. Members and the public, and outline business cases prepared with the aim of producing a 3. The identification of projects to mitigate the comprehensive Asset Plan for the City. impact of the development in line with the test. Goals 4. And finally, the delivery of those projects • To streamline the Developer Obligation in a timely manner which satisfies the Process by identifying in advance where requirements of any legal agreement capacity of services and infrastructure (Section 75/69 etc) . can be increased to offset the impact of The current process undertaken by Aberdeen developments. This is required where City Council is a reactive one. While strong developments cannot satisfy planning policy and Supplementary Guidance are in requirements on site or are likely to lead to a place, and these set out the implications for a deficiency in services or infrastructure within development where it cannot satisfy the Local the area. Development Plan’s policy requirements on • To increase engagement with the public, site, the remainder of the process is manual and Elected Members and Council staff through linear in nature. consultation and engagement on preparation Applications are assessed against the SG, of the Asset Plans. requirements identified, a legal agreement • To provide a clear and transparent approach signed and then at some future stage DO to the use of Developer Obligation funds. funds are collected. Following this, services • To streamline the delivery of projects where are required to identify, develop, get approval Developer Obligation money is to be used as for, and construct a project in a relatively short funding. time frame. This process is not conducive to transparency, public engagement or efficient Outcomes use of resources. The initial pilot focused on two elements: To make the system more effective and efficient, 1. Identifying a suitable Geographic Boundary officers have begun to explore the potential 2. Identifying capacity building projects under to develop a more proactive, holistic, area- a complex topic. The topic chosen was based approach to defining and securing environmental projects around open space. improvements to the City’s infrastructure, with an initial pilot focusing on green and blue 1. Geographic Boundary infrastructure. The geographic boundary chosen was School The principle was to identify a range of projects Academy catchments. These were chosen which could be implemented to build capacity as they would already cover DO payments and mitigate the impact of a new development for education at both Primary and Secondary where that development fell short under Levels. They would often also be aligned with one of the policy requirements set out in the sports and recreation requirements as well as

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 30 many community facilities. It was also felt that Workshops were organised with other such catchment boundaries were large enough council services to identify as broad a range to ensure that a good selection of projects were of environmental projects as possible and a available, while small enough to show a direct sifting exercise was undertaken to remove link between a development and the project to projects which would not meet the test or that which any DO money would be directed. were too ambitious for the scale of DO likely to be gathered, given the current DO 2. Capacity Building Projects (Open Space) Supplementary Guidance. A crucial factor when trying to identify projects It was found that both pilot areas contained was that any project would have to be focused a broad range of projects in terms of type on building capacity. DOs cannot be used to and scale. correct any pre-existing issue within the area as this would fail to meet the requirement of The next step is to expand this to all the the DO planning tests i.e. directly mitigating the other services for these two catchment areas specific additional impact of the development. and engage with Elected Members and the general public. The outcome of the pilot was very positive with both the geographic boundary and project If successful it will then be rolled out across identification proving to be worthwhile. Two the City. Academy catchments were chosen for the pilot Name of key officers which were socially and geographically very different. This allowed us to test the concept David Dunne – Policy and Strategy Manager in a way which we felt would address any Deb Munro – Senior Environmental Planner shortcomings if expanded across the city. Dave Berry – Developer Obligations Team Leader Visualisation of Union Terrace Gardens Project at night

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 31 1.4 Culture of Continuous Improvement

This section details how the Service has • The completion of the reconfiguration of the progressed with the service improvement DM (Applications) Team from an area-based commitments identified in PPF7 and highlights team structure (North/South) to two teams some of the more significant newly initiated specifically focused on Major and Local achievements in 2018-19 that demonstrate Applications and the consequent realignment a culture of continuous improvement (PM6). of the “buddies” to ensure all Planner/ Details of progress on the remaining committed Trainees are mentored by a Senior Planner improvements are given in Part 3 (Page 38). to give support, encourage learning and Completion of Service Review Actions promote career development Last year, PPF7 reported on the Service Review • The completion of a Development that was carried out by the Planning Advisory Management Service Charter following Service. A number of the service improvement engagement with developers/agents actions stemming from that review (which were • The completion of improvements to initiated in 2017-18) have now been completed Committee meetings including adding a and recommended performance management second large display screen to facilitate tools have been embedded into decision viewing of plans by the general public, debate making. These include: and decision-making transferred from on-site • The appointment of a permanent Chief Officer to the Committee Room after all site visits and for Strategic Place Planning (SPP) the introduction of a formal recess for officers to advise on any motions raised by Members • The transfer of the Roads Projects team and against officer recommendation. the Public Transport Unit to other functional areas within the Council and the incorporation • The successful continuation of the weekly of the Housing Strategy Team and the “Heads Up” meetings between the DM Team Developer Obligations function into Strategic Managers and the Chief Officer to discuss Place Planning to enable the service to focus and resolve forthcoming, and current issues on its core responsibilities related to development proposals, complaints and enquiries. Agendas and actions • The transfer of the Roads Development stemming from the meetings are recorded Management and Roads Construction and monitored. Consent Team to the line management of the Building Standards Manager

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 32 PPF twinning Aberdeen visit – 4th October 2018

Formal weekly case review meetings were methods, working group participation, customer introduced in 2017-18 as a forum for in-depth satisfaction levels, senior management discussion and decision making in relation commitment, customer preferences, cost to challenging and significant development effectiveness and value for money, community proposals. In 2018-19 it became clear that the engagement, customer feedback analysis, staff expectations, roles, responsibilities, structure, CPD, survey comparison across the service, purpose and outcomes of these meetings review of customer performance indicators and had become fragmented and undefined. As a working in partnership across different local result, the review meetings were mixed in their authorities and with Scottish Government. effectiveness in terms of establishing clarity of actions or outcomes. With that in mind a Staff and Elected Member Development review of the process has been undertaken by and Knowledge Sharing representatives from the MDC and Applications Focussed training sessions for all Elected Teams, resulting in the drafting of a revised Members in Planning Decision Making and and reconfigured protocol (PM12). This was sitting on the Local Review Body are now consulted on with those parties involved and formally scheduled for the year as part of the adopted as expected best practice. It sets Elected Members Development Programme. out the purpose of case reviews, attendees, Briefing sessions on climate change were when and where reviews should happen, also given to senior management and Elected initial notification requirements and expected Members. Following the election of new preparation/presentation/recording of agreed Community Council representatives in Spring positions. The final concise procedure note 2019, Officers from the LDP and DM Teams held is available (along with all other procedural evening Community Council training sessions. documents) on the in-house web based A full programme of in-house staff training, ‘Development Management Portal’ for ease of workshops and seminars has continued this reference for all involved. reporting year – mostly co-ordinated or led by Customer Service Excellence Award staff in the planning teams, with more events held during 2018-19 (PM6). Appendix 3 gives a Service-wide Customer Service Excellence selection. accreditation was achieved once more with eight compliance plus awards (up from five compliance plus last year). Areas of Best Practice identified as part of the external audit included consultations and data collection

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 33 Glasgow Visit – 18th May 2018

Sharing good practice, knowledge information, opportunities and resources. Matters and skills covered include legislative changes, national and local strategies, policies and projects as well as Knowledge sharing and learning from best joint working, learning and training opportunities. practice is an essential requirement of With similar objectives, biannual liaison meetings continuous improvement for all planning have continued between managers and team teams. The Service has continued to actively leaders in the DM teams of Aberdeen City and participate in Heads of Scotland, Development Aberdeenshire Councils. Management and Development Planning Sub- Committees. The Trinity Group continues to Aberdeen City and Aberdeenshire Councils and provide a high-level partnership between the SEPA held a joint meeting to discuss opportunities Council officers, Elected Members and public for a more joined up approach to Placemaking and private sector leaders in the development and enhancement of the natural environment in industry. Activity this year included two evening new developments. Actions have been identified meetings and a high-level meeting with senior and a follow up meeting is scheduled for August figures from Scottish Water. 2019. Engagement as part of the LDP process is detailed in the report on delivery of service As part of the regular programme, a joint improvement actions from PPF7. development management/building standards Agents Focus Group was held in September Peer Review 2018. The event was attended by 24 architects, Sharing good practice, skills and knowledge planning consultants and housebuilders. with other planning authorities is important Agenda items included briefing, discussion and to gain fresh perspectives and ideas for feedback on the Service Review, new validation benchmarking, as well as service development guidance, pre-application advice procedure and improvement. With that in mind the Service and the Development Management Customer participated once again in a collaborative peer Service Charter. review exercise with 2018’s PPF twinning The Aberdeen City and Aberdeenshire Council authority, Glasgow City Council (PM13). Environmental Planning teams have established quarterly management liaison meetings to share

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 34 South Florida visit collaborative workshop

Reciprocal exchange visits by a representative and design strategies for the City Centre cross section of staff were undertaken and our Masterplan’s urban realm projects. findings were documented to capture learning and to inform future service development. The area of intervention chosen for the 2019 The programme for the Glasgow visit included: programme was the North Dee business quarter (between the River Dee, the Harbour and the • A guided walking tour of the City Centre and City Centre), an area undergoing land-use flux riverside including a visit to the Garment from fish processors to a new office quarter. The Factory. area has great potential but needs considerable • Workshops involving relevant staff to discuss specific place-making policy and economic administration and back office support, intervention to achieve its urban core potential. masterplanning and built conservation and A combination of walkthroughs, presentations environmental policy and projects. design-led workshops and tutorials delivered The return visit to Aberdeen included a visit to by ACC planning officers provided the the new Harbour, a presentation from the main foundation for students to engage in concept contractor Dragados and workshop discussions development discussions before they presented covering a wide range of pre-selected topics to their implementation strategy. The feedback maximise learning, including legal agreements, provided by ACC officers has allowed students committee and Local Review Body procedures to further develop their proposals during the and resourcing specialist advice (for instance on second phase of the programme in Florida. The ecology and landscape). programme also created CPD opportunities for ACC staff to learn from young students South Florida University Visit – from a very different background as well as Collaborative Urban Path facilitating exploration of new ideas and advice The 4th Collaborative Urban Path was held within Aberdeen’s planning context. There is in Spring 2019. This initiative is intended the very real prospect of the students ideas to establish a stimulating programme for and programme learnings being incorporated postgraduate architecture students from into the forthcoming Development Framework University of South Florida and Aberdeen City for North Dee which will form part of the Council professionals to reconsider regeneration forthcoming ALDP.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 35 Further information including works and • The loss of 5 officers from the DM reflections from previous years can be found on Applications team in early 2019-20 is likely the project website. to have an adverse impact on the speed of This initiative annual event is part of a long-term decision making in the coming year. vision for a partnership approach between The Masterplanning, Design and ACC and other institutions to establish best Conservation Team practice in effective collaboration and innovative working. To facilitate application specific value-added input the MDC team has introduced the Planning Decision Making Timescales following improvements in 2018-19; In 2018-19 the DM Applications teams has • Informal surgeries for development succeeded in improving average application management staff covering both conservation determination times when measured against and design matters as an early ‘heads-up’ all the national headline indicators. Figure on all scales of development proposals. The 1 below illustrates that all figures are below Design Surgery provides an opportunity to the Aberdeen City and Scottish average for discuss how quality placemaking is at the 2018-19 (PM1). core of decision making, and helps ensure The improved figures reflect the impact of team that all development proposals secure reconfiguration to meet service needs and the high standards of design by the evaluation continuation and refinement of performance of context and proposed detail. The monitoring and project management including: Conservation Surgery provide an opportunity to discuss built proposals / matters and • The restructure of Development Management technical conservation queries and to advise to create the Major and Applications teams on reports and procedures required. including a buddy system whereby Senior • The initiation of a review of how MDC engage Planners mentor and supervise case officer and work with the DM Applications teams – a workload and performance. committed service action for 2019-20. Greater success in securing processing agreements for major applications – up from The Environmental Policy Team 42.5% in 2017-18 to 56.3% in 2019-20 (PM2). The EP Team has published an online map Legacy monitoring meetings to focus on and supplementary information that provides resolving stalled applications (PM14). developers, agents, arborists and householders with information on trees that are protected • Front-loading of negotiation evidenced by Tree Protection Orders and Conservation by increase in applications subject to pre- Areas, a factor that might affect their work or application discussion from 28.6% in 2017-18 properties. This has significantly reduced the to 48.6% in 2018-19. number of direct enquiries. The Application • Disciplined application of stop the clock and Support Team now validate and plot applications agreed extensions of time. for tree work. Both these developments have • Setting of clear expectations through a new freed up qualified tree officers to focus on Customer Charter. assessing applications and making decisions.

Figure 1: Decision making performance against National Headline Indicators Decision Making Timescales 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2018-19 (weeks) Scottish Average Major Developments 86.6 47.6 24.1 43.9 23.1 19.9 32.5

Local (Non-Householder 15.9 16.6 14.3 13.0 10.2 8.1 10.7 Developement Householder Developements 10.0 12.8 12.8 8.7 7.3 6.8 7.2

Red, amber, green shading indicates Scottish Government report RAG rating for the respective year.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 36 Part 2: Supporting Evidence Wherever possible supporting evidence is contained throughout the report in the form of hyperlinks to websites. The names of other documents to support the evidence in the report with are given below. Page Number Name of document 19 LDP Engagement 19 Note of pre-main issues report meeting 19 Sensory Awareness Training 33 Customer Service excellence evidence of audit 34 Note of Trinity Group meeting with Scottish water 34 Note of Agents Focus Group September 2018 34 Note of quarterly environmental policy meeting with Aberdeenshire 34 Note of Aberdeen City and Aberdeenshire DM meeting 34 Note of Aberdeen City and Aberdeenshire and SEPA meeting 34 Twinning meeting note visit to Glasgow City

Checklist for Part 2: Qualitative Narrative and Case Studies The table relates to issues covered by the case studies in Part 1. This supports the promotion of collaboration and knowledge sharing amongst planning authorities.

Case Study Topics Issue covered by Case Study Topics Issue covered by case study case study (pg number) (pg number) Design 3 14 and 23 Interdisciplinary 3 14 Working Conservation 3 14 Collaborative Working 3 21, 23, 29 Regeneration 3 12 and 14 Community 3 29 Engagement Environment 3 16 Placemaking 3 23 Greenspace 3 16 Charrettes Town Centres 3 12 and 21 Place Standard Masterplanning 3 21 Performance 3 Monitoring LDP & Supplementary 3 12 Process Improvement 3 23 Guidance Housing Supply 3 16 Project Management 3 21 Affordable Housing 3 16 Skills Sharing Economic Development Staff Training Enforcement Online Systems Development Management 3 14 and 23 Transport Processes Planning Applications Active Travel

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 37 Part 3: Service Improvements This section summarises our progress in the last year in delivering service improvement actions committed to in PPF7:

Service-Wide Complete? Complete the remaining Service Review Actions Yes • See Culture of Continuous Improvement Section Maintain the Customer Service Excellence Award Yes • Service-wide Customer Service Excellence accreditation was achieved once more, with eight compliance plus awards (up from five compliance plus last year) See the culture of Continuous Improvement Section.

Local Development Plan Team Continue to foster closer working arrangements with community organisations Yes • The LDP Team now attends regular Community Council planning officer meetings. At key points in the LDP process officers also attend the full Community Council Forum and Civic Forum meetings. The team also contribute to the Community Engagement Group which brings together community groups and public sector agencies such as NHS Grampian, emergency services and others.

Develop and use Citizen’s Space for future Local Development Plan consultation periods Yes • Citizen Space (also known as the Consultation Hub) was used as the focus for the LDP Main Issues Report consultation that took place between March and May 2019. • Of the 632 responses received on the Main Issues Report, 477 came via the Consultation Hub. Tailor working practices in anticipation of changes emerging from the National Planning Yes Review, particularly in relation to community planning • Officers are continuing to redraft policies to rationalise Supplementary Guidance to ensure that the statutory status of the most important policy elements of SG is retained. Remaining guidance and technical advice will become Local Planning Policy. Consequently a number of new draft policies have been included at the end of the Main Issues Report • A similar process is taking place with Masterplans whereby key diagrams and text will be included in the Proposed LDP Appoint an in-house developer obligations officer. Complete the review of the developer Yes obligations process and introduce improvements • A Developer Obligations officer was appointed in March 2019 and has embarked on reviewing and improving the process. (PM15)

Masterplan, Design and Conservation Team Produce an Action plan for Station Gateway development by March 2019 Part • The MDC team reviewed the Action Plan associated with the approved development brief and the next steps for Station Gateway will be realised when proposals are brought forward for a change to the place and movement function of Guild Street. • Meanwhile MDC have supported the approval of a high density mixed use development on an adjacent site (Aug 2018) and are working with Abellio Scotrail’s agents on their concourse improvement applications. • Priority projects for the City Centre Masterplan transformation areas remain as Queen Street, Union Terrace Gardens and the Aberdeen Art Gallery / Schoolhill area which are at various stages of implementation. Carry out a Masterplan review with developers by March 2019 Yes • A workshop on delivery the Countesswells Masterplan was carried out in May 2018 and is detailed in Case Study 4 Carry out a Place Making Workshop with new Executive Management Team by summer Yes 2018 • See Countesswells review above – the opportunity was taken to carry out both these actions at the same time.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 38 Environmental Policy Team Complete? Update Aberdeen’s Integrated Habitat Mapping data from 2005 to help to inform current Part and future planning matters • 75% complete • Habitat surveys paused over winter and due to staff losses. Surveys reconvened in Spring 2019. Completion expected August 2019, in advance of and to help inform the content of, the next LDP. Continue to develop a Food Growing Strategy, including a map of food growing land Part • 75% complete. • Early consultation has been undertaken, existing food growing sites have been mapped, a strategy framework drafted, Strategic Environmental Assessment and Habitats Regulations Assessment are complete. • Project completion moved to Spring 2020 to better align with Aberdeen’s Open Space Audit Review which is the main mechanism to identify land for food growing. • Evidence: Online map of existing food growing sites Complete the landscape study including review of the Landscape Strategy Part • 90% complete • Landscape Character Assessment, Coastal Character Assessment, and Sensitivity Study are complete. • Peri-Urban Study and Strategy Review are still to be completed, followed by publication and promotion.

Development Management (Applications Team) Complete reconfiguration of the team to a Major and Applications Team structure Yes • The Team has been reconfigured, operational parameters have been defined and officers have been re-allocated. The two Team leaders have total oversight of their new remit and the transition of workload responsibility between the teams is complete. • Further information is included in the main report above. Consult on and adopt a Customer Charter/Applications Processing Protocol Yes • A Customer Charter has been consulted on internally and externally and is now adopted and published on the Council’s website (PM12) Halve the number of legacy cases currently remaining Yes The number of legacy cases has been successfully halved from 24 to 12 (PM14)

Application Support Team Reduce the number of applications not valid first time Yes • A three-month sample revealed that the reasons for application validation failure varied across stakeholders with no dominant reason for failure. The Agents Forum was used as an opportunity to share the findings and a request for a validation checklist was a key outcome. The checklist was developed and shared with developers/agents and is now available on the Council’s website. Validation failures continue to be monitored with an aim of reducing them further over the coming months. Integrate geographical plotting of applications into the Application Support team Yes • As of mid-2018 the application support team provides a full backup service for plotting allowing for more effective cover across the office.

Development Management and Roads Team Complete the work underway to align the Roads Construction Consent (RCC) and the Part planning process • Work has been carried out to further integrate the RCC and planning application process. Roads officers attend pre-application (PM3) and application related meetings where roads advice is required, providing a One Stop Shop for developers. Roads Development Management consultation responses have speeded up significantly and are well within the target of 3 weeks set by the agreed protocol. Average response times improved from 13.1 days in 2016 to 9 days in 2017 and to 5 days for 2018/19 (to date)

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 39 Our planned service improvement actions in 2019-20

Service Wide • Maintain the Customer Service Excellence Award Service-wide

Local Development Plan Team • Complete the review of the developer obligations process and progress the development of Asset Plans • Tailor working practices in anticipation of changes emerging from the Planning Bill, particularly in relation to community planning • Continue to foster closer working arrangements with community organisations

Applications Team • Make any changes necessary to accommodate the requirements of the forthcoming Planning Bill e.g. including considering the initiating of new charges for services (eg.for pre-application advice) • Investigate and instigate a process for measuring the quality of outcomes from the application process (value added) • Undertake an analysis of Local Review Body outcomes and procedures with a view to introducing improvements.

Masterplan, Design and Conservation Team • Update and consult on the Aberdeen Masterplanning Process guidance document • Prepare and consult on a Conservation Area Character Appraisal for Union Street / Aberdeen City Centre • Prepare and consult on technical advice on Materials • Review of how MDC engage and work with Development Management Applications Teams • Complete the Action Plan for Station Gateway

Environmental Policy Team • Update internal templates, guidance and associated training on Habitats Regulation Appraisal following changes to case law • Undertake a multi-agency learning exercise on Sustainable Drainage Systems

Application Support Team • Continue to monitor the reasons for applications failing at the validation stage with a view to increasing the number of application valid first time.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 40 Part 4: National Headline Indicators (NHIs) A: NHI Key outcomes – Development Planning: Development Planning 2018-19 2017-18 Local and Strategic Development Planning: Age of local development plan at end of reporting period. 2 years 3 1 year 3 Requirement: less than 5 years months Months Will the local and strategic development plans be replaced by their 5th Yes Yes anniversary according to the current development plan scheme? Has the expected date of submission of the plan to Scottish Ministers No No changed over the past year? Were development plan scheme engagement/consultation Yes Yes commitments met during the year? Effective Land Supply and Delivery of Outputs Effective housing land supply (City only) 16,318 units 23,509 units 5-year effective land supply programming (Aberdeen Housing Market Area) 10,816 units 12,142 units 5-year effective land supply total capacity 10,816 units 12,142 units 5-year housing supply target 7,509 units 7,509 units 5-year effective housing land supply 7.2 years 8.1 years Housing approvals 2,015 units 804 units Housing completions over the last 5 years 4,704 units 4,390 units Marketable employment land supply 223 ha 223 ha Employment land take-up during reporting year 0 ha 27 ha

B: NHI Key outcomes – Development Management: Development Management: 2018-19 2017-18 Project Planning Percentage and number of applications subject to pre-application 48.6% (417) 28.6 % (322) advice Percentage and number of major applications subject to processing 56.3% (9) 42.5% (6) agreement Decision Making Application approval rate 91.8% 92.3 % Delegation rate 96.5% 95.9 % Percentage of applications valid on receipt 47% 19.3 % Decision-making Timescales Major Developments 19.9 weeks 23.1 weeks Local developments (non-householder) 8.1 weeks 10.2 weeks Householder developments 6.8 weeks 7.3 weeks Legacy Cases Number cleared during reporting period 32 59 Number remaining 12 24

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 41 C: Planning Enforcement activity Planning Enforcement 2018-19 2017-18 Time since enforcement charter published / reviewed 10 months 9 months Requirement: review every 2 years (PM5) Complaints lodged and investigated 235 288 Breaches identified – no further action taken 152 161 Cases closed 101 112 Notices served 12 17 Direct Action 0 0 Reports to Procurator Fiscal 0 0 Prosecutions 0 0

Commentary percentage of applications valid on receipt and applications subject to a processing agreement Development Planning has increased once again reflecting the In the Aberdeen Housing Market Area there continuing emphasis on early intervention and was an overall decrease of 11% in the 5-year the use of a project managed approach. effective housing supply. The decrease of 14% Enforcement Activity in Aberdeen City was mainly due to a small number of larger sites moving from effective to This year the team has been reduced to just one constrained. The slow down in build rates was Inspector. Despite this the Enforcement Charter also a factor moving from 5-year to post 5-year has been reviewed and updated and 235 cases supply. Although there was no employment taken up and investigated. 152 were identified land take up (completions), there is currently a as having planning related breaches warranting substantial area under construction for the new further action to resolve either through exhibition and conference centre P&J Arena. negotiation or formal enforcement action. The This will feed through into next year’s figures. remaining 83 cases were, after investigation, identified to be ‘permitted development’ or Development Management works/activities established to be in compliance In 2018-19 the Council’s budget situation has with a valid planning approval or permitted been extremely challenging which has made it planning uses. difficult to recruit into key posts in all planning teams. During 2018-19 the Applications Team was operating at 72 percent of the staffing complement of the previous year against a backdrop of an increase in workload (reflected by 20% increase in application numbers) as the local economy started to recover from the downturn in the oil and gas industry. Nonetheless, the planning team has succeeded in improving planning performance in terms of average application determination times against the key performance indicators, all of which are below the Aberdeen City and Scottish average for 2018-19 (PM1). Legacy Cases have been halved meeting our commitment in PPF7. The

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 42 Part 5: Scottish Government Official Statistics

Timescales 2018-19 2018-19 2017-18 Number or % Average weeks Average weeks Overall Major developments 7 19.9 23.1 Local developments (non-householder) 249 8.1 10.2 • Local: less than 2 months 83.1% 6.1 6.2 • Local: more than 2 months 11.5% 17.6 17.3 Householder developments 366 6.8 7.3 • Local: less than 2 months 92.1% 6.6 6.9 • Local: more than 2 months 7.9% 8.6 13.2 Housing Major 3 23.1 28.5 Local housing developments 29 12.6 13.1 • Local: less than 2 months 65.5% 6.1 6.5 • Local: more than 2 months 34.5% 25.0 20.6 Business and Industry Major 0 - 30.3 Local business and industry developments 41 7.5 8.5 • Local: less than 2 months 90.2% 6.9 5.6 • Local: more than 2 months 9.8% 12.4 13.8 EIA Developments 0 N/A 0 Other Consents 236 6.4 8.1 Planning/legal agreements • Major: average time 5 18.9 26.8 • Local: average time 7 26.2 50.1

Local Review and Appeals Original decision upheld Total number 2018-19 2017-18 of decisions Local reviews 35 16 45.7% 14 50.0% Appeals to Scottish Ministers 13 6 46.1% 9 64.3%

Commentary have an unavoidable impact on performance and decision-making times, in 2019-20 as Further to the Commentary against the NHIs the burden of additional caseload falls on the above, and despite reduced staff numbers, remaining case officers in the team. the DM (Applications Teams) has succeeded One element of concern is that less than half in improving planning performance in terms of of decisions by both officers under delegated average application determination times against powers and by Elected Members at Planning virtually every performance indicator in the Committee are upheld by the Local Review Body statistical table above. It should be noted that or at appeal. This will be the subject of particular 5 DM staff are to leave the planning authority scrutiny in the coming year to identify reasons in the first quarter of 2019-20. Even if approval for the poor success rate and to determine is given to recruit into these posts there will be whether any improvement measures need to be time-lag in recruitment that is highly likely to put in place.

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 43 Part 6: Workforce Information

Tier 1 Tier 2 Tier 3 Tier 4 Chief Executive Director Head of Service Manager Head of Planning Service 1 3

Staff Age Profile Headcount RTPI Chartered Staff Headcount Under 30 10 Chartered staff 25 30-39 15 40-49 18 50 and over 19

Chief Officer Strategic Place Planning

Development Policy and Business Management Strategy Support Manager Manager Manager

Masterplanning, Design & Major Applications Local Environmental Application Conservation Applications Team Leader Development Policy Support Team Leader Team Leader Plan Team Leader Team Leader Team Leader

Senior Application Senior Senior Senior Planner Senior Environmental Support Planner x 3 Planner x 5 x 3 Planner x 3 Planner x 1 Officer x 1

Application Planner x 2 Planner x 1 Planner x 3 Planner x 5 Environmental Support Planner x 4 Assistant x 11

Enforcement Trainee Project Officers Planning Planning Environmental x 2 Inspector x 1 Trainee x 2 Planner x 1

Technician & OSMA Officer Planning x 1 Technician x 3

Part 7: Planning Committee Information

Committee & Site Visits Number per year Full Council meetings 6 Planning Committees 12 Committee site visits 5 Local Review Body 21 LRB site visits 3

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 44 Appendix 1 Scottish Government Performance Summary for 2017-18 In January 2019 the Scottish Government published its official feedback on Aberdeen City’s planning performance for 2017-2018, detailed in the table below. This showed that the Council achieved its best-ever planning performance when measured against the 15 key performance markers that Heads of Planning Scotland has identified as benchmarks of a high performing planning service. The City’s planning team gained 13 green indicators (targets met or exceeded/ performance improvement), 2 amber (targets not fully met) and no red indicators (targets not met/ declining performance). In fact, the number of amber indicators fell from 5 down to 2.

No Performance Marker RAG Comments from the Scottish Government RAG 2017/18 Report 2016/17 1 Decision-making: Green Major Applications Amber continuous reduction of Timescales of 23.1 weeks are faster than the average timescales for all previous year and faster than the Scottish development categories average of 33.6 weeks. RAG = Green [Q1-Q4] Local Non-Householder Applications Timescales of 10.2 weeks are faster than the previous year and are faster than the Scottish average of 10.7 weeks. RAG = Green Householder Applications Timescales of 6.8 weeks are faster than the previous year Scottish average of 7.3 weeks. RAG = Green Overall RAG = Green

2 Processing agreements: Green You encourage processing agreements with Green • offer all prospective prospective applicants for all developments. applicants for major These are actively promoted and the percentage applications; and of developments subject to processing • availability publicised on agreement has increased considerably from the website last reporting year. RAG = Green Availability advertised on website. RAG = Green Overall RAG = Green

3 Early collaboration Green Since the middle of last year, you began offering Green with applicants and a pre-application advice service and validation consultees availability guidance. Both of which are available online. You and promotion of pre- note the advice service in particular received application discussions for positive feedback from stakeholders and you all prospective applications; are working on a customer charter/applications and clear and proportionate processing protocol. RAG = Green requests for supporting You provide case studies which demonstrate a information clear and proportionate approach to requesting supporting information. RAG = Green Overall RAG = Green

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 45

4 Legal agreements: Green Average timescale for determining major Amber conclude (or reconsider) applications with legal agreements is faster than applications after resolving last year and the Scottish average. RAG = Green to grant permission Overall RAG = Amber reducing number of live applications more than 6 months after resolution to grant (from last reporting period)

5 Enforcement charter Green Enforcement charter was 9 months old at the time Green updated in last 2 years of reporting. RAG = Green 6 Continuous improvement: Amber Your LDP and enforcement charter are up to date. Amber • progress/improvement in Clear timescales exist for adopting the next LDP. relation to PPF National While there are still some outstanding legacy Headline Indicators; and cases, your major,local and householder decision • progress ambitious making timescales , with and without legal and relevant service agreements are faster than last years. improvement RAG= Green commitments identified You have completed 5 out of 14 of your through PPF report improvements commitments with the remainder to be continued over the next reporting year. You have identified a range of tangible improvement commitments for the coming year RAG = Amber Overall RAG = Amber

7 Local development plan Green LDP was 1 year and 3 months old at the end of the Green less than 5 years since reporting period. adoption RAG = Green

8 Development plan scheme Green Your LDP2 is on track for adoption within the five Green – next LDP: year cycle was adopted in January 2017. • on course for adoption RAG = Green within 5 years of current You state that your next LDP is at the Main Issues plan(s) adoption; and Report (MIR) stage and that you are on track • project planned and to replace the next plan in February 2022, in expected to be delivered accordance with your Development Plan Scheme. to planned timescale RAG = Green Overall RAG = Green

9 Elected members Green You reported that elected member involvement Not engaged early (pre-MIR (through member briefings) has already been applicable in development plan initiated in preparation for development of the preparation - if plan has MIR and the service shall consult with elected been at pre-MIR stage members at key stages of the bill. For example, during reporting year the Place Standard Tool was used to help community councils identify a broader range of issues. RAG = Green 10 Cross sector stakeholders* Green You provided evidence of early engagement Not engaged early (pre-MIR with cross-sector stakeholders in advance of applicable in development plan preparation of the MIR. Community organisations preparation if plan has were targeted for this along with cross-service been at the pre-MIR stage interdisciplinary teams. during the reporting year RAG = Green * including industry, agencies and Scottish Governmen

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 46

11 Regular and proportionate Green Your placemaking review to assess master Green policy advice produced planning process has taken place to develop on information required to service’s understanding of policy and practice support applications requirements, this will translate into policy next year. Elsewhere you began to offer a Pre-Application advice service and Validation Guidance both of which are published and promoted online. RAG = Green 12 Corporate working across Green You provide examples of corporate working Green services to improve outputs across the service seen in the Union Terrace and services for customer Gardens case and listed building conservation benefit (for example: case studies. In these cases, the service worked protocols; joined-up with other services and more effective protocols services; single contact for service delivery were created. Elsewhere arrangements; joint pre- you appointed the Planning Advisory Service to application advice) conduct an independent service review. This was used to inform an action plan focused on service improvement with some actions completed and others underway. RAG = Green 13 Sharing good practice, Green You share good practice through peer reviews, Green skills and knowledge with Edinburgh City Council acting as PPF between authorities twinning authority. For the third year , you hosted students from the university of South Florida and other institutions for a collaborative workshop on urban regeneration. RAG = Green 14 Stalled sites / legacy Amber You have cleared 59 cases during the reporting Amber cases: conclusion or year, with 24 cases still awaiting conclusion. withdrawal of old planning Based on this and last year’s figures, 54 reached applications and reducing legacy status during the reporting year. We note number of live applications that this will be an area of focus for improvement more than one year old in 2018-19. RAG = Amber

15 Developer contributions: Green Your LDP, supported by supplementary guidance Amber clear and proportionate and masterplans, sets out expectations for expectations developer contributions. The recruitment of an in- • set out in development house Developer Obligations officer should assist plan (and/or emerging in making expectations clearer to developers. plan); and RAG=Green. RAG = Green • in pre-application Expectations for developer contributions are clarified in your pre-application discussions. Your pre-application advice note enshrines this in your teams protocols. RAG = Green Overall RAG = Green

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 47 Appendix 2 Performance Marker Checklist Where sections of this report demonstrate compliance with the performance markers this is clearly indicated in the text e.g. PM1

Performance Marker Measure Policy Background to Part of PPF report best Marker suited to evidence this marker DRIVING IMPROVED PERFORMANCE 1 Decision making: authorities TBC Official Statistics and NHI demonstrating continuous PPF reports Scottish Government evidence of reducing average Official Statistics timescales for all development types

2 Project management: offer Y/N Modernising the NHI of processing agreements Planning System (Audit Quality of Service and (or other agreed project Scotland); SG website / Engagement; plan) made to prospective template applicants in advance of all major applications and availability publicised on planning authority website 3 Early collaboration with Y/N White Paper; NHI applicants and consultees on Examples Delivering Planning Quality of Service and planning applications: Reform; Planning Engagement • availability and promotion Reform Next Steps of pre-application discussions for all prospective applications • clear and proportionate requests for supporting information

4 Legal agreements: conclude Reducing Official statistics; PPF Quality of Service and (or reconsider) applications number of live reports; evidence Engagement within 6 months of ‘resolving applications more of delays to major Governance to grant than 6 months developments after resolution to grant (from same time last year) 5 Enforcement charter updated / Within 2 years Planning Act (s158A) NHI re-published 6 Continuous improvements: Progress on all Delivering Planning Culture of Continuous • show progress/ commitments Reform; PPF Report Improvement improvement in relation Service Improvement to PPF National Headline Plan Indicators • progress ambitious and relevant service improvement commitments identified through PPF report

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 48 Performance Marker Measure Policy Background to Part of PPF report best Marker suited to evidence this marker PROMOTING THE PLAN-LED SYSTEM 7 LDP (or LP) less than 5 years Y/N Planning Act (s16); NHI since adoption Scottish Planning Quality of Outcomes Policy Quality of service and engagement 8 Development plan scheme Y/N Planning Act (s16); NHI demonstrates next LDP: Y/N Scottish Planning Quality of Outcomes Policy • on course for adoption Quality of service and within 5-year cycle engagement • project planned and expected to be delivered to planned timescale 9 Elected members engaged Evidence of Quality of Service and early (pre-MIR) in development activity Engagement plan preparation Governance 10 Cross-sector stakeholders, Evidence of Quality of Service and including industry, agencies activity Engagement and Scottish Government, Governance engaged early (pre-MIR) in development plan preparation 11 Production of regular Evidence of Quality of Service and and proportionate policy activity Engagement advice, for example through supplementary guidance, on information required to support applications SIMPLIFYING AND STREAMLINING 12 Corporate working across Examples from Quality of Service and services to improve outputs the year Engagement and services for customer Governance benefit (e.g. protocols; joined- up services; single contact; joint pre-application advice)

13 Sharing good practice, skills Evidence of Delivering Planning Culture of continuous and knowledge between activity to pass Reform; Planning improvement authorities on and adopt Reform Next Steps good practice DELIVERING DEVELOPMENT 14 Stalled sites/legacy cases: Reducing number Governance conclusion/withdrawal of of applications planning applications more more than one- than one-year-old year-old (from same time last year)

15 Developer contributions: clear Y/N Quality of service and expectations Examples engagement • set out in development plan (and/or emerging plan,) and • in pre-application discussions

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 49 Appendix 3 Staff Training Events, Workshops And Seminars

23/04/18 - Old Aberdeen architectural walking tour 03/05/18 – Workshop on Countesswells responding to ACCs Target Operating Model 30/05/18 – Fyvie Castle Restoration tour 11/06/18 – UNESCO Creative Cities Workshop 18/06/18 – Chair of the Local Authority Urban Design Forum 15/06/18 – University of South Florida Urban Design Summer School 08/09/18 – City Growth Away Day 19/09/18 – Grandhome site visit and design workshop with CALA developers 02/10/18 – CSE Site visit to Countesswells masterplanned area 11/10/18 – Aberdeen Civic Society Awards Committee 31/10/18 – Organised Accessibility Awareness Training 03/12/18 - Contlaw Road design workshop – ACC & Stewart Milne Homes 04/12/18 – Exhibition and launch event for Union Street CARS School Project 13/12/18 – Visit to see conservation work at Provost Skene’s House 14/02/19 – ‘Buildings at Risk’ lunchtime talk with Historic Environment Scotland 05/02/19 – Natural heritage workshop with Aberdeenshire and SEPA 19/02/19 – South Dee redevelopment workshop – ACC & NORR architects 27/03/19 – EU ‘Civitas Portis’ presentation on Schoolhill public realm project

ABERDEEN CITY COUNCIL PLANNING PERFORMANCE FRAMEWORK ANNUAL REPORT 2018 – 2019 50