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Planning Performance Framework 2013/2014 2

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Planning Performance Framework 2013/2014 2 PLANNING PERFORMANCE FRAMEWORK 2013/2014 2 CONTENTS INTRODUCTION PART 1: NATIONAL HEADLINE INDICATORS PART 2: DEFINING AND MEASURING A HIGH QUALITY PLANNING SERVICE: 1. OPEN FOR BUSINESS 2. HIGH QUALITY DEVELOPMENT ON THE GROUND 3. CERTAINTY 4. COMMUNICATIONS, ENGAGEMENT AND CUSTOMER SERVICE 5. EFFECTIVE DECISION MAKING 6. EFFECTIVE MANAGEMENT STRUCTURES 7. FINANCIAL MANAGEMENT AND LOCAL GOVERNANCE 8. CULTURE OF CONTINUOUS IMPROVEMENT PART 3: EVIDENCE PART 4: SERVICE IMPROVEMENTS PART 5: OFFICIAL STATISTICS PART 6: WORKFORCE AND FINANCIAL INFORMATION APPENDIX 1 - ORGANOGRAM APPENDIX 2 - IMPROVING PERFORMANCE STRATEGY (EXTRACT) PAGE IMAGE: PORTSOY & TARVES. FRONT PAGE IMAGE: PETERHEAD – ABERDEENSHIRE’S LARGEST SETTLEMENT ABERDEENSHIRE COUNCIL PLANNING PERFORMANCE FRAMEWORK 3 THE PLANNING SERVICE IS A PART OF We will achieve this by:- INFRASTRUCTURE SERVICES WHICH OVERALL “Supporting Aberdeenshire Council’s vision to be the best HAS A KEY ROLE IN HELPING TO CREATE AND area and the best Council through the effective management SUSTAIN THE QUALITY OF LIFE FOR THE PEOPLE of the Council’s physical assets, by helping to create the conditions for economic growth within Aberdeenshire and OF ABERDEENSHIRE AND IS COMMITTED TO the wider region and by providing high quality local services PROVIDING EXCELLENT SERVICES FOR ALL. to residents, communities, business and visitors”. ABERDEENSHIRE COUNCIL PLANNING PERFORMANCE FRAMEWORK 4 FORWARD MENIE - ENERGETICA CORRIDOR ABERDEENSHIRE COUNCIL HAS UNDERTAKEN A PROCESS OF TRANSFORMATIONAL CHANGE IN ORDER TO ACHIEVE THE AIMS SET OUT BY THE SCOTTISH GOVERNMENT FOR MODERNISING THE PLANNING SYSTEM. The process of change has been In addition, all records and stretches from Aberdeen to the deep carried out during a period of communications are now electronic water harbour facility of Peterhead, population growth, expanding with paper copies only being used is also a priority for the Service. and buoyant economy and the where essential. All of our public Finally, the Service is beginning to consequent increase in workload documents are available online. see success in the regeneration of the for the Planning Service. northern towns through continuing The process of this change has work with the Heritage Lottery Fund, The processing of planning caused some disruption to the level Historic Scotland and the Council’s applications has been the main of service in the short term. However, Regeneration Funding. focus of transformational change. the Service is now organised, staffed The structure has been realigned and resourced to achieve the results There is, of course, still much to to give greater resilience and be required of it by the Government, achieve, particularly in the areas of more responsive to the pressures of stakeholders and most importantly Processing Agreements, Section 75 economic growth. our communities. legal agreements and Developer Obligation timescales and work will Two new teams have been formed; one There is an appropriate supply of continue on these issues. focused on improving performance on land for development of all types masterplans and major matters and and our plans and policies are up to The Planning Performance Framework on one assisting development delivery date. The Service is involved in the is an honest appraisal of what has been on the ground by co-ordinating growth of the Aberdeen market area achieved so far and where our priorities the provision of infrastructure and including developing an exciting and for improvement lie in the future. ensuring the Local Development Plan innovative new town at Chapelton of Action Programme is implemented. Elsick. Promotion of development Robert Gray in the Energetica corridor, which Head of Planning & Building Standards ABERDEENSHIRE COUNCIL PLANNING PERFORMANCE FRAMEWORK 5 INTRODUCTION THIS DOCUMENT SHOULD BE READ IN CONJUNCTION WITH THE SUITE OF HIGH LEVEL DOCUMENTS IDENTIFIED IN BOLD BELOW The Aberdeenshire Council Plan Supporting the delivery of the Council’s and industries and developing identifies the Council’s priorities for Strategic Priorities are the Key Service communities. As such, one of the the period 2013 – 2016 and sets out Challenges which set the context by key priorities to achieve the strategic how the Council aims to achieve which the Planning Service will play a objectives of encouraging enterprise its goal of making Aberdeenshire major role in creating the conditions within Aberdeenshire is to assist the best area and best Council in for sustainable economic growth, with the delivery of a modern Scotland. The future direction of the diversification and regeneration within planning system. Council is guided by the three pillars Aberdeenshire and the wider region by of Early Intervention, Demography and attracting and supporting businesses The Local Development Plan and Economic Development. and industries and developing Strategic Development Plan are communities. similarly a major tool in delivering Growing the economy is key to the the Service Objectives to create the future prosperity of the North East Planning outcomes feed into the conditions for sustainable economic of Scotland. The Planning Service, as Economic Development Strategy of growth, diversification and regeneration part of Infrastructure Services, has an the Council. The aim of the current within Aberdeenshire and the wider important role to play in supporting the Strategy is to create the conditions region by attracting and supporting business community and helping this for sustainable economic growth, businesses and industries and area meet current and future diversification and regeneration within developing communities. economic challenges. Aberdeenshire and the wider region by attracting and supporting businesses FRASERBURGH HARBOUR MOUTH ABERDEENSHIRE COUNCIL PLANNING PERFORMANCE FRAMEWORK 6 MISTY ABERDEENSHIRE PLANNING & THE ABERDEENSHIRE ECONOMY The economic position of average. The 2013 population for By 2037 the population of Aberdeenshire is one of relative Aberdeenshire is 257, 740; an increase Aberdeenshire is projected to be strength in comparison with most of 0.9 per cent from 255,540 in 2012. 299,813, an increase of 17.3 per other areas in Scotland. Population The population of Aberdeenshire cent compared to the population in projections indicate growth rates accounts for 4.8 per cent of the total 2012. The population of Scotland is in the Aberdeenshire area that are population of Scotland. projected to increase by 8.8 per cent significantly higher than the Scottish between 2012 and 2037. Although this signifies a relatively and buoyancy brings with it challenges a high performing and effectively positive future; a growing population and pressures very much reliant on functioning modern planning service. ABERDEENSHIRE COUNCIL PLANNING PERFORMANCE FRAMEWORK 7 PROGRESS AND IMPROVEMENT IN THE PLANNING SERVICE IN 2013/14 The Scottish Government Feedback for It is acknowledged that a significant Although premature, elements of Aberdeenshire on the PPF 2012 - 2013 amount of work was on-going in the improvement outcomes are already recognised that Aberdeenshire Council last PPF period focusing on improving apparent following completion of the demonstrated taking a strong, proactive performance and, in particular, Development Management Review and lead in the delivery of the recently improving the speed of decision implementation of the new Business adopted Local Development Plan. making through various improvement System (known as Uniform). mechanisms and initiatives. This focus Decision-making performance was has continued in the past year. It is The stated Performance Markers indicated as an area of concern and acknowledged and accepted that the (Section 41 Regulatory Act) are feedback was that steps needed to speed of decision making, particularly referenced and evidenced throughout be taken to speed up this essential relating to major applications and the PPF report. A priority system element of the planning system. It the impact of legacy cases and those has been used to highlight those was recognised however that steps subject to Legal Agreements, needs markers which required the greatest were already being taken through significant improvement. attention through the Feedback (Red/ a fundamental re-structuring of the Amber). This is illustrated in table Development Management part of the Cognisance is given to the need for format before appearing in more detail Service and a number of initiatives to evidence and the demonstration throughout Part 2. Other markers review and take forward improvements of outcomes in this PPF. Although although not highlighted for urgent to several aspects of service delivery, significant work continues through attention (Green) also appear in terms including the implementation of a new the Improving Performance of updates, further progress and on- electronic Business System. Strategy (IPS) important outcomes going improvement throughout Part 2. and feedback from improvement initiatives also form part of this report. PERFORMANCE MARKER PRIORITY - RED PRIORITY - AMBER PRIORITY - GREEN Driving Improved Reduction of average Developer Contributions Further benchmarking Performance timescales advice & proportionality Formal pre-application Set up & implement promotion ‘Enterprise’ monitoring facility Validation checklist LRB Review towards improved performance Promoting the Early MIR Member LDP progress on target Plan-Led System engagement Proportionate policy advice – Developer Obligations Delivering
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