Item no I1 + €D I N BVRG H+ Report No THE CITY OF EDINBURGH COUNCIL
Departmental Service Plans 2008-201 I
Planning Committee I9June 2008
Purpose of report
1 To refer the City Development Service Plan 2008-201 1 to the Planning Committee for consideration.
Main Report
2 On 13 May 2008 the Policy and Strategy Committee considered the attached report by the Director of Corporate Services and the Departmental Service Plans 2008-2011.
The Committee agreed to refer the City Development Service Plan 2008- 201 1 to the Planning Committee for consideration.
Recommendation
3 That the Committee considers the City Development Service Plan 2008- 201 1.
Jenny Dawe Convener
Appendices Appendix 1 Report no PS/3/08-09/SfC by the Director of Corporate Services Appendix 2 City Development Service Plan 2008-2011
Contactitel Lesley Arbuckle, Committee Services Tel: 529 4240 Fax: 529 7607 e-mail: [email protected]
Wards affected City-Wide
Background None Papers *€DI THE CITY
ental Servi I
Policy and Strategy Committee 13 May 2008
Purpose of report
1
Main report
2
3.
4.
5. 6. Areporton ue course.
etail about the plann cia1 performance of
7. Committee should note that the Children and Fa was considered by the Education, Children and 15th April.
Financial Implications
Wards affected All
Background ets 2008 -1 1: Policy and Man verview, City of Papers 4FSWJDF1MBO $JUZ%FWFMPQNFOU
Foreword Develop a Better City
On my first day in post, the Department hosted one in a series of three consultation workshops about the future development of the City Centre entitled "Public Space Public Life". This is just one of the elements of the work the Department is undertaking to meet the goal of ensure Edinburgh’s continuing position as a successful capital city, flourishing through economic sustainable growth. This Plan was created in advance of my arrival in post, but it reflects many of the aspects of the Department’s services that I see forming a foundation to the achievement of our goal. 2008 will see new impetus and direction within City Development. The arrival of myself, Marshall Poulton and Greg Ward will obviously see a change in the management of the Department. We hope to develop from the firm foundation left by Andrew Holmes and colleagues. Change will take place, not least of which will be out contribution to the Council’s Single Outcome Agreement with the Scottish Government. We need to position Edinburgh as open for business, the engine of the economy where our reputation is positive and engaging. As before this Plan is not intended to be a comprehensive Business Plan of departmental activities. Instead, the Service Plan sets out how the City Development Department intends to develop and improve its services, whilst delivering the priorities the Council has set for itself. This Plan gives a clear indication of how we can best deploy our resources, what we can achieve and how we can achieve it while maintaining and improving our standards of customer care. This dynamic process reflects the culture of change that is so evident across the public sector. This Service Plan outlines how the City Development Department will aim to meet the needs of the users of its services over the next three years, within the limitations of the resources available. The Department provides a diverse range of services. To tie these activities together the Department concentrates on six strategic goals which, when met, will deliver the wide-ranging aspirations of the Council. Through a series of performance measurements the Department will inform staff, and stakeholders, about what drives us to achieve those goals. By doing this, we hope to channel the energies, abilities and specific knowledge of all staff to achieve our strategic goals. I look forward to working with you as the Department enters this new period and I am pleased to present my Department’s Service Plan for 2008 – 2011, representing our rolling 3-year work and budget programme.
Dave Anderson Director of City Development
2 City Development Service Plan 2008-11
Contents Cover Page ...... 1 Foreword...... 2 Contents...... 3 Section One – Introduction and Context ...... 6 Our Mission ...... 7 The Department explained ...... 8 Core Business...... 9 The Drivers for Change ...... 10 Social Demographic...... 10 Financial...... 10 Political ...... 11 Technical...... 11 Environmental...... 11 Council Key Strategic Themes...... 12 Sustainable Development...... 12 Social Justice ...... 12 Mainstreaming/Equalities ...... 13 Community Planning...... 13 Local Community Planning ...... 14 Partnership / Joint Working...... 14 Parliamentary Liaison...... 16 Best Value and Best Value Audits...... 16 Strategic and Departmental Change Programmes...... 17 Risk Management...... 18 Customer Focus ...... 18 Staff Focus ...... 18 Corporate Plan Work Programme – City Development’s Contribution...... 19 Section 2 - City Development's services explained ...... 21 Directorate ...... 21
City Development Service Plan 2008-11 3
Directorate Support delivers:...... 22 Directorate Performance Measures ...... 23 Corporate Property and Contingency Planning ...... 25 The Asset Management Service delivers:...... 26 Property Management and Development delivers:...... 27 The Building Standards and Contingency Planning Service delivers: ...... 28 The Corporate Facilities Management Service delivers: ...... 29 The Property Services Service delivers: ...... 30 The Fit for Future project delivers:...... 32 Corporate Property and Contingency Planning Performance Measures...... 33 Economic Development...... 35 The Strategy and Investment Promotion Team delivers: ...... 36 The Tourism Team delivers:...... 37 The Edinburgh’s Winter Festivals Team delivers:...... 39 The Access to Employment and Enterprise Teams deliver: ...... 40 The Development Companies Team delivers:...... 41 The Strategic Development Partnerships deliver:...... 44 Economic Development Performance Measures...... 46 Planning ...... 48 Challenges for the Planning Service ...... 48 The Development Management Service delivers:...... 49 The Service Development Service delivers:...... 51 Planning Performance Measures ...... 53 Transport...... 56 Transport Planning delivers:...... 56 Strategic Services delivers:...... 58 Engineering Services delivers: ...... 58 Transport Services delivers: ...... 59 Transport Performance Measures...... 63 Section Three – A Financial Overview...... 65 Revenue Budget...... 65 Corporate Property and Contingency Planning ...... 66 Planning ...... 66 Economic Development...... 66 Transport ...... 66 Capital Investment Programme...... 66 Additional Funding...... 66 Department Objective Financial Summary ...... 67 Subjective Summaries – Department (Including FFF) ...... 68
4 City Development Service Plan 2008-11
Subjective Summaries – Directorate ...... 69 Subjective Summaries – Corporate Property and Contingency Planning (Incl. FFF) ...... 70 Subjective Summaries – Economic Development...... 71 Subjective Summaries – Planning ...... 72 Subjective Summaries – Transport...... 73 Appendix One - Risk Management...... 74 Appendix Two - Staffing Profile ...... 79 Glossary of Terms ...... 80 Service Plan Feedback ...... 82
City Development Service Plan 2008-11 5
Section One – Introduction and Context This section explains the purpose and scope of the City Development Department. It details its Mission, strategic objectives and details the drivers for change for the Department and key strategic themes of the Council and how they relate to the Departments services.
This Service Plan covers the three year budget resource allocation period 2008-2011. It provides an overall statement of strategic direction for the City Development Department, highlights the key priorities driving our work over this period, and sets out the major commitments that we will seek to deliver. The current administration made a number of key pledges in their manifestos, presented to the electorate in May 2007. These have been reflected in the Council’s new Corporate Plan1. The diagram, opposite, illustrates the hierarchy and relationship between the various Plans and strategies.
Overarching this process is the Scottish Government’s new outcome focus to performance, which has led to the creation of the Single Outcome Agreement Framework2 (SOA). The Framework is directed towards, and contributes to, the Government’s single overarching Purpose - “to focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing economic sustainable growth.” The strategic objectives that flow from this are to make Scotland: Wealthier & Fairer; Smarter; Healthier; Safer & Stronger; and Greener. The Scottish Government have identified 15 national outcomes to deliver these, where local outcomes are expected to demonstrate how they support national outcomes. A general template3 is being used to shape the agreements. At the time of writing this Plan the SOA for the Council had yet to be finalised. However, City Development can be expected to lead or share responsibility for local outcomes in relation to:
City Development Service Plan 2008-11 6
• National Outcome 1 – We live in a Scotland that is the most attractive place for doing business in Europe • National Outcome 10 – We live in well-designed, sustainable places where we are able to access the amenities and services we need.
• National Outcome 12 – We value and enjoy our built and natural environment and protect it and enhance it for future generations.
Our Mission To bind together the wide range of issues that the Department has been set to address, City Development, has defined its mission as being the vehicle for the Council to Develop a Better City. The Department plays many roles on behalf of the Council. It acts as an advocate seeking to lever additional benefit for Edinburgh through partnership with organisations such as Scottish Enterprise, or VisitScotland and the Department of Work and Pensions. It also functions as custodian, seeking to protect and enhance Edinburgh's heritage, or develop and maintain the city’s physical, economic and social infrastructure. Above all, the Department seeks to ensure that the development of the City is achieved sustainably, to a high quality, delivering a safe environment both now and in the future. To achieve this, the Department acknowledges the need to place the customer at the centre of its service provision by ensuring integrated quality service delivery.
To achieve its mission the City Development Department has set itself six strategic objectives to steer the department in the planning and delivery of its services. They are to: 1. Prepare strategies to guide the sustainable development of the City 2. Develop the City economy and promote equality of access 3. Co-ordinate and implement major development and regeneration projects 4. Sustain and improve the quality of life in local communities 5. Achieve improved and cost-effective service delivery in consultation with users 6. Develop the organisation and its staff
City Development Service Plan 2008-11 7
The Department explained The Department’s structure is currently Director Directorate Support made up of a Directorate, and 4 Service Divisions:
• Corporate Property and Corporate Property Economic Planning Transport Contingency Planning & Contingency Planning Development
• Economic Development FFF Development Partnerships • Planning • Transport The broad range of services provided by the Department has largely been in place since 1999. There have been, however, a number of changes to the Department’s structure since then, most recently driven by the Council Review 2007. Over the lifetime of this plan, further changes are expected to the structure of the Department.
2008 sees significant change in the senior management of the Department. Andrew Holmes retired after nine years as Director, and a career of 35 years in local government. His successor, Dave Anderson, previously with Scottish Enterprise, is now in post. Two new Heads of Service have also been appointed. Greg Ward is the new Head of Economic Development and Marshall Poulton is the new Head of Transport. They took up their posts in April and May 2008. Alan Henderson, the Head of Planning, is also set to retire in late 2008. Structurally a number of changes are expected during 2008. Further changes to Transport and Corporate Planning and Contingency Planning are expected during the lifetime of this Plan as capital projects decline, while, as part of the Council Review 2007 process, the role and remit of the Economic Development service is to be refreshed. In the property area the Council Review 2007 has resulted in a new arrangement which has seen property and construction staff brought together from City Development, Children and Families, Corporate Services, Health and Social Care and the former Housing Department, into a new unified service, under the direction of the Head of Corporate Property and Contingency Planning in City Development, along with the relocation of Property Development, from Economic Development, moving into this new Service. In Planning changes have been made to ensure that the service is structurally able to meet the requirements of the Planning etc. (Scotland) Act 2006. This has seen the refocusing of the Development Quality, re-branded as Development Management, and the team formations adjusted to better support a new way of working for some application types. On the Development Planning side of the service, similar reorganisation of teams has taken place, with staff streamlined down into a more compact structure focused around the delivery of the strategic and local development plans. At a Strategic level this will see the Lothian Councils collaborating with Fife and Scottish Borders Councils on the preparation of a Strategic Development Plan for a new larger South East Scotland Strategic Development Plan area. This will replace the existing Structure Plan. At a local level work will focus on the adoption of the
8 City Development Service Plan 2008-11
Edinburgh City Local Plan, before commencing work on a replacement Local Development Plan for the whole city. Secondary legislation to detail the requirements of the 2006 Act is still being drafted, and more clarity as to the requirements for the service, will emerge during the lifetime of this Plan. Finally, progress has been made within the Directorate function of the Department to enhance the direct professional support for the Director. The Service Development – Best Value Team, while still part of the Planning Service, has become operationally integrated with the Directorate to meet this remit. A more permanent arrangement for professional support to the Director is expected in 2008.
Core Business The Director of City Development has responsibility for the Planning, Transport, Economic Development and Corporate Property and Contingency Planning services of the City of Edinburgh Council.
The Department’s core business therefore includes the following:
• Asset Management - combining responsibility for the preparation of the Corporate Asset Management Plan with the provision of a professional client role in the development of capital building projects, major maintenance works and a corporate approach to the procurement of consultants and contractors to carry out these works
• Building Standards and Contingency Planning - dealing with building warrant applications and related matters and public safety and emergency planning: including the safety of places of public entertainment, sports grounds and major street-based events, the Council’s contingency plan and business continuity services.
• Concessionary Travel - administering the local application validation process for the Scottish Government’s national concessionary fares scheme, providing local rail and taxi concessions and supporting the delivery of socially inclusive transport services such as Handicabs.
• Corporate Facilities Management - corporately for the Council • Development Management – managing the planning application process, planning enforcement and planning-related licensing issues • Development Planning - dealing with the Structure and Local Land use plans and related land use and design guidance and the conservation of historic areas and listed buildings
• Development Partnerships – Area specific partnership arrangements intended to provide an integrated project approach to development realisation • Economic Development Projects - including tourism and events, access to employment opportunities and supervision of Council companies economic strategy and information
• Economic Development Strategy - covering local employment, tourism and general economic strategy • Flood Prevention - ensuring that flooding potential in the City is kept to the minimum possible
City Development Service Plan 2008-11 9
• On-street Parking and Traffic Control - ensuring the necessary balance of demands on limited road space bearing in mind the needs of residents, visitors and businesses.
• Oversight of Council companies – and projects such as the Ratho Climbing Centre
• Property Management and Development - of both the operational and non-operational property holdings of the Council. • Road Asset Management - management of the road, footway, bridges, structures and street lighting infrastructure, in partnership with Services for Communities.
• Property Services – created by combining former Services for Communities Architectural Design and Property Care groups with Property Conservation from City Development.
• Road Design, Design and Audit – to improve road safety for all end users especially those most vulnerable • Statutory Building Repairs - and related work • Street Naming
• Transport Planning - dealing with the Local Transport Strategy, input to Regional transport Strategy and National Transport Strategy, supporting the use of public transport, and major transport projects and interface with land use planning Transport Planning - dealing with the Local Transport Strategy, supporting the use of public transport, and major transport projects
The Drivers for Change The Council is subject to a range of drivers to change how it works. These influence the work of the Council including the activities of this department. These drivers include: Social Demographic Edinburgh’s population profile is changing. Continued population and household growth (projected at 10% by 2024) will put greater demands on the transport infrastructure and development services. By 2015 Edinburgh needs to provide something in the region of 24,000 new houses, of which a quarter will need to be affordable. Lifestyle changes are revealed in growing interest in environmental issues and expectations of greater participation in planning decision-making. These are all altering the way the service needs to interact with the public, and the way we work. The Department is responding by preparing long-term strategies for the sustainable development of the city. Financial Income forms the greatest single threat to the financial position of the Department, with 70% of its revenue budget derived from income. In the lifetime of this plan the funding for capital projects will significantly reduce. This will require some element of restructuring of the business, most likely in Transport and Corporate Property and Contingency Planning. The Department does not enjoy a great deal of flexibility of the fee charges it can set, with many being controlled by legislative limits.
10 City Development Service Plan 2008-11
The reduction in the availability of external funding from the European Social Fund following the introduction of the new programming document in 2007 and general reductions in access to employment budgets within Jobcentre Plus and Scottish Enterprise may result in staff reductions and a consequent reduction in the scope of activities that can be achieved. It is clear that the Department will need to examine more entrepreneurial approaches to securing funding future projects and development.
Political The change of administration at a National level in the Scottish Government has led to a range of changes to the way the Council interacts with central government, funding arrangements, and performance expectations. The development of the Single Outcome Agreement framework as a contract for delivery, between local authorities and the Scottish Government is a work in progress and will significantly alter the focus of service delivery. Proportional representation changed the face of local government in May 2007. The new administrative arrangements of multi-member wards resulted in a coalition administration led by the Liberal Democrats. The changes to the political make-up of the Council are resulting in changes to how we provide our services and changes to existing policy. The Council Review 2007 and the political choices required on priorities, as further efficiencies and more effective delivery models are examined, is having an impact. The creation of Services for Communities and the other on-going work-streams, looking at structure and service location, will continue to impact through this Service Plans lifecycle. Part of this work has been superseded by the Shared Services Pathfinder which is looking at new service delivery models, based on a process of standardisation, simplification and sharing. As this is a pathfinder, final proposals are yet to be defined. The introduction of a national transport agency and Regional Transport Partnerships has changed the environment within which Transport currently operates. It is presently unclear what the degree of change will be, but the funding arrangements for these have already changed, handing more control, at a regional level, back to local authorities.
We are in year three of the new era of freedom of information. This is helping to create a greater openness in how we deliver our services. It has required additional resources and further may be required as the scale of requests remains high. The new Planning Act, the Planning etc. (Scotland) Act 2006 was introduced to the statute books in December 2006. Work commenced in preparation for the new responsibilities for Planning Authorities and is now being implemented in detail. The Department continues to participate in working groups with the Scottish Government in support of this activity. The selection of Edinburgh as a pathfinder area for the Department of Work and Pension's Cities Strategy will change the way access to employment services are delivered in city, with greater devolution of responsibility to the local employability partnership- "Joined up for Jobs". It is presently unclear the full impact this change in government policy will have on the service. Technical Modernising Government Agenda: while a political agenda this is a technological driver for change. Technical advancements such as Real Time Information are improving public transport services and encouraging greater bus patronage. The work carried out to date in the Department on Smart City, with the platform of the corporate address gazetteer, electronic document management and workflow systems will lead to further opportunities for joined-up working across services. The Department is participating in various Council initiatives to maximise benefits from investment to date. Environmental
The department has now been in a new work location and a new working environment for over a year. In addition to this, as noted above, the shape and make-up of the Department is in a period of transition, as the impact of the Council’s various Change Programmes is felt. This will have an impact both on how employees
City Development Service Plan 2008-11 11 work and in some cases where and when employees work. The department is currently supporting applications from employees who wish to consider the flexible work options available, and piloting new approaches to work practices and patterns.
Council Key Strategic Themes Corporately the Council is pursuing a set of key themes. These guide the work of the whole Council including the activities of this department. Sustainable Development
Sustainable development is about the efficient and effective use of resources – not just environmental but social and economic resources. Since January 2001 the Council has had a Sustainable Development strategy4. This document also sets out the long-term visions for the Council and the community of Edinburgh. The aim of the Strategy is to integrate sustainability into all of our policies and practices and promote sustainability across Edinburgh in partnership with the community. Service Planning is one way that sustainability can be integrated into the Council’s working practices. This Department is addressing Sustainable Development through a number of the key strategies it devises and delivers:
• Land use Development Plans of the Edinburgh and Lothians Structure Plan 20155 and the City’s Local Plans6. • The Local Transport Strategy7 • The Economic Development Strategy for Edinburgh and Lothian ‘Delivering our Potential’8
Social Justice Social Justice has long been an aspiration of the City of Edinburgh Council. The Council’s current approach builds on its previous work in the ‘SOCIAL INCLUSION STATEMENT9’ in 1998, ‘Closing the Gap’ with the CAPITAL CITY PARTNERSHIP10 and the work done by the Lord Provost's Commission on Social Exclusion in Edinburgh and its ONECITY11 report in 2000. Through the Capital City Partnership the Council has signed up to THE 29 EDINBURGH MILESTONES12 and is the lead agent in the development and delivery of the Joined Up for Jobs Employability Strategy. This has recently been augmented with the introduction of Workforce Plus and employability Framework for Scotland and the NEET strategy to provide a Scottish focus to the access to employment13 aspect of tackling poverty and disadvantage. Service Planning provides a key opportunity for joined-up thinking about how services are being provided and how they can help the Council meet the milestones.
12 City Development Service Plan 2008-11
Mainstreaming/Equalities The Council has a social responsibility to ensure that it is inclusive, open, and fully engages with all sectors of the community including hard to reach groups. In achieving this the Council supports equal opportunities requirements to ensure that our services, and those we provide through partnership, are mainstreamed and that all citizens are treated with respect, whatever their origin or circumstances. Mainstreaming14 is defined as 'the integration of an equalities dimension into policy planning, decision-making, implementation and evaluation.' At the heart of equalities mainstreaming is the idea that equalities should be 'built in and not bolted on.' Both the Race Relations (Amendment) Act and the new Disability Discrimination Bill require public authorities to promote equality on grounds of race and disability and to take steps to demonstrate this is being implemented. As a result, Mainstreaming is delivered through promoting a culture in the Council that supports diversity and common decency for all, (for example through the work on the Public Sector Academy (PSA)) and by providing information and a series of Action Plans to address specific issues of concern. City Development has one such Action Plan15. A review of the Department’s progress on Equalities issues has highlighted five ‘Headline Departmental Indicators’ where change is being sought in a particular situation: recruitment and selection; consultations; complaints and assessments of proposed policy and service changes.
• No. of Applicants by ethnicity, gender, age and disability by grade • No. of New starts by ethnicity, gender, age and disability by grade • No. of constituted equality groups involved in formal consultation events / meetings / forums x no. of formal consultation events / meetings / forums
• No. (+ %) of complaints received by ethnicity, gender, age and disability about • No. equalities impact assessments undertaken
Community Planning Edinburgh has been working to implement community planning since the end of 1999, with the five-year City Plan16. It set out a common vision for the future of Edinburgh, and shared goals for all the major public sector organisations and their partners in Edinburgh. The aim of the Plan was to get all organisations working together to the greater benefit of the community, and to ensure that the community in the widest sense is able to influence what these organisations do on its behalf. Becoming a statutory duty in April 2004, community planning is now defined as the process of improving services, provided to the citizens of Edinburgh, and their quality of life through joint action by the Council working together with partner organisations, stakeholders and communities. The current City Plan was replaced in 2005 by a Community Plan for Edinburgh: The Key Challenges 2004-201017. The multi-agency Edinburgh Partnership is responsible for delivering the Plan, with the Council merely one of the partners involved in delivering its actions.
Community planning looks not only at geographical communities but also at communities of interest. For example, the Council has reviewed the services it provides for older people, and has arrived at a strategy to improve service provision for this community of interest in a City for All Ages18 - the City Plan for Older People.
City Development Service Plan 2008-11 13
Council is also a key partner in the delivery of the Joined up for Jobs- Employability Strategy that targets priority communities and client groups for support that improves their access to the employment opportunities arising in the city. This process includes increased engagement with employers to better tie training activity to actual skills demands in the local labour market. Service Planning is a key mechanism for defining improvements to be made to service quality and joint action as required by the Community Plan. The City Development Department has specific links with four of the Community Plan’s ten key challenges:
• Listening to Communities – through the Edinburgh City Local Plan process; • To Improve Transport – through the Local Transport Strategy and projects proposed to tackle congestion, improve public transport, and improve regional transport links to support the economy
• To Improve the City Centre – through improved public realm, traffic management, and increasing the opportunity for retail floorspace, and,
• To improve labour supply – tackling key sector skill requirements and access to work opportunities. Detailed milestones, target dates and responsible Community Planning Partners are set out in the City Community Plan Action Plan19.
Local Community Planning Local Community Planning20 is about improving services and quality of life through joint action by the Council, partners and communities at the neighbourhood, geographical, level. This approach is still in its infancy, with 14 pilot projects having been undertaken across the city. The Council is now a implementing a finalised framework for local community planning, with the creation of 12 Local Community Planning Partnerships21 (LCPPs) for the city, with five higher order community planning areas. Services for Communities has responsibility for supporting these Local Community Planning Partnerships on behalf of the Council. Services within City Development have a role to play in local community planning. Engagement, particularly for the larger cross-city issues, is vital. Service planning provides one mechanism for this engagement, through the definition of improvements to be made to service quality and joint action, as the LCPPs are bed-in.
Partnership / Joint Working All of the above initiatives require the Council to challenge itself and think differently about how it provides its services. As the Council strives to meet the Best Value agenda and deliver a culture of continuous improvement new approaches to service delivery need to be explored. The implementation of large Council projects is increasingly cutting across departmental boundaries or involving external agencies and requires high degrees of joint working for seamless delivery. Service Planning provides a tool for both planning and reviewing the effectiveness of partnership and joint working. Current public service partnerships or joint working arrangements, undertaken by this Department, include:
• Joined up for Jobs working with the Scottish Government, DWP/Jobcentre plus, Capital City Partnership, , Careers Scotland, Edinburgh Chamber of Commerce and not-for-profit organisations
14 City Development Service Plan 2008-11
• Smart Schools Initiative (Public/Private Partnership project), working with Education • Safer Routes to School Initiative, Kerbcraft working with Education
• West Edinburgh Planning Framework, working with the Scottish Government and . • Waterfront Development Partnership, working with the and waterfront developers. • City Centre Partnership, working with , EWH, Historic Scotland and a range of land owners.
• Strategic Development Plan for the Edinburgh City Region, delivered in partnership with the other authorities within the city region • Asset Management Plan - Phase 1 completed for the Council's operational property portfolio working with all Council departments. Phase II approved for action in January 2006.
• Fit for the Future - has been successfully completed on target on behalf of the Council and a new property rationalisation project, FFF2 likely to commence in 2007-2008.
• National e-Planning Efficient Government Programme, working with the Scottish Government, planning authorities and Executive agencies across Scotland.
• Safety Camera Partnership, working with the Police and adjacent local authorities • Improving bus services through initiatives such as ‘Bustracker’ through partnership with Lothian Buses
• SESTRAN regional transport partnership with authorities within the city region This is also true of how we interact with the voluntary and community sectors. The City of Edinburgh Council is a signatory to The Edinburgh Compact22 “In Equal Respect: A Shared Vision”. This is a high level city agreement between the public and voluntary and community sectors which sets out the principles and actions to achieve better working relationships and closer collaborative working between organisations and agencies. The Compact is based on the principles of:
• transparency, • accountability, • communication, • equity, and • respect between partners. The City Development Department engages with a significant number of voluntary and community agencies and organisations in the delivery of its services, in many cases providing third party funding for them, as detailed throughout the Plan, and summarised in Section 3. In all our interactions with these groups our behaviour is directed by these principles.
City Development Service Plan 2008-11 15
Parliamentary Liaison
Legislation and regulations have a significant impact on the work of the Council. City Development tracks parliamentary activity and works with the Council's Parliamentary Liaison Team to prepare corporate responses to Bills going through parliament and to share information with parliamentarians through regular parliamentary briefings. Due to the significant proportion of services provided by City Development that are statutorily driven, the Department has very close working relationships with the Parliamentary Liaison Team.
Best Value and Best Value Audits The objective of Best Value23 is to ensure that management and business practices in local government deliver better and more responsive public services. Best Value in local government is about local authorities:
• Balancing quality service provision against costs;
• Achieving sustainable development; • Being accountable and transparent, by engaging with the local community; • Ensuring equal opportunities;
• Continuously improving the outcomes of the services they provide. Best Value was introduced on a voluntary basis in 1998, but has now become a statutory duty following the Local Government in Scotland Act 200324. City Development is committed to achieving Best Value in how it delivers its services. Drawing on the Best Value guidance25 issued by central government, the Service Plan is seen as the key tool in the delivery of this Best Value in the services we provide. In developing this service plan, the focus has been on preparing a plan that genuinely reflects the needs and priorities of all stakeholders, but also recognises the financial and resource constraints the department operates within. We are continuing to develop the Service Plan so that it reflects service priorities (top down) while building in the views of stakeholders (bottom up). Above all, we are committed to doing the job well. This means integrating the Best Value principles of sound governance, performance measurement and monitoring, continuous improvement and three-year budgeting and planning into all our activities. An integral part of the new statutory requirements of Best Value is the need for external audits of performance. The Local Government in Scotland Act 2003 placed a new duty on the Accounts Commission, a duty met in Scotland by Audit Scotland, to audit local authorities for their approach to meeting their duties relating to Best Value and Community Planning. The First audits began in 2004, and approximately 12 audits are carried out each year. Best Value audits examine councils individually on a three-year cycle, with continual progress checks, highlighting results and plans for future improvement. They examine the risks to an authority not meeting its duties and in turn look to set targets for improvement. The Audits are carried out by a specialist audit team that links with work of inspectorates and other scrutiny bodies. The output of the Audit is a report to the Accounts Commission, which will give clear conclusions on councils’ overall performance and improvement, but not assign a label or score.
16 City Development Service Plan 2008-11
The City of Edinburgh Council received its first Audit in 2006. The Report of the Audit26 was published in late February 2007. It identified a number of areas for prioritisation and development across the Council. City Development is contributing to the corporate work on this, through its participation in a Best Value Reference Group, to address the issues raised in the Report and the resultant Improvement Plan.
Strategic and Departmental Change Programmes The purpose of the Council’s strategic change programmes is a transformation of the way the Council seeks to deliver its services.
These have been brought together under the overall portfolio banner of the Council Review 2007. They are seeking to deliver a Council structure, culture and service standards better suited to meeting the demands of providing local government in the 21st century, local government that is responsive and can meet the increased expectations of service users and better support its staff. These include:
• Council Review 2007 Structures27 – this is looking at how services are structured within Departments and changes that could be made to improve service delivery through new groupings or co-location. The first phase of this has resulted in the creation of the Services for Communities service grouping, bring together those services that happen on people’s doorsteps, the so called liveability services. In City Development this saw the transfer of local Neighbourhood Regeneration Team and Roads and pavement maintenance to this new service grouping in April 2006. Further reviews affecting City Development yet to be finalised, or implemented, are Property Management and Property Development, Communication and Economic Development and Culture and Leisure. These have already resulted in structural changes to the Department and more are yet to follow.
• Shared Services28 – is a Pathfinder project forming part of a national project which is government funded and aims to improve the efficiency and quality of Council services through the simplification, standardisation and sharing of appropriate processes and services.
• Smart City29 – is about changing the way the Council organises and delivers its services to be efficient, effective and customer focussed through the best use of Information and Communications Technology (ICT).
• The People Approach30: Human Resources (HR) Strategy – is about providing a framework to support a culture throughout the organisation that is committed to enabling, supporting and developing employees, and outlines in broad terms what must be done to ensure that employees feel valued and motivated to deliver quality services, including initiatives like Investors in People (IiP)31
• Fit for Future32 – The Fit for Future project was successfully completed by the end of 2006/2007. The project saw 21 high-maintenance properties sold to fund a programme of new building and refurbishment within a reduced portfolio of 6 properties. A new Council building for 1800 staff was created at 4 East Market Street. The new 194,000 sq ft building, Waverley Court, was built on time and within budget to meet the Council’s objectives for a modern, innovative and sustainable building. The offices at 1 Cockburn Street were completely refurbished to provide a new base for Services for Communities. Chesser House and the City Chambers were both renovated to allow the rationalisation of staff accommodation and public reception facilities. The former Old Midlothian Building on George IV Bridge was transformed into a new city centre wedding centre and a base for registration staff. FFF2, if authorised, will look at the rationalisation of more of the Council’s operational properties.
City Development Service Plan 2008-11 17
At a Departmental level there are also a range of smaller change programmes being undertaken. As covered in The Department Explained, above, there are a range of organisational and service changes being undertaken across all service areas that link to the Council’s change programmes. In addition, changes to the Capital Programme will always have a more significant impact than in other departments, due to our support and delivery role in both Transport and Corporate Property and Contingency Planning.
Risk Management In carrying out any activity there are factors, or pressures, that can influence the ability to achieve the desired outcome. The management of these risks is an integral part of the majority of the services that the City of Edinburgh Council provides. Risk Management is a continuous process and risk is constantly reviewed. The Head of Corporate Property and Contingency Planning co-ordinates risk management across the department. Currently a Risk Management Plan is being pulled together which combines bottom-up risks identified through workshops with staff, service planning risks identified from previous plans and strategic risks identified by the Council and its Senior Management Teams. A Risk Register will flow from this.
Customer Focus City Development Department seeks to ensure that its services are customer focused, responding to their needs. Consultation is a key component of this. It is also a fundamental part of the Best Value regime, and service planning. It helps in the promotion of customer care by involving citizens and customers in decisions about services and in assessing performance. Customer/citizen focus should underpin all Service activity.
Everyone with a stake or an interest should feel some degree of ownership or involvement. City Development is committed to meeting its Best Value obligation to ensure that consultation is seen as part of a continuous engagement with our stakeholders, rather than single isolated consultation exercises. Consultation is an essential stage in the formulation of strategies and policies for City Development. The type and structure of consultation will be determined by the issues to be consulted upon. Adequate assessment needs to be made of the consultation exercise to learn lessons from the methods used and the structure of the exercise.
Staff Focus The employees of the Department form its key asset. Without them the Department would not be able to provide the services it does. Their development, and the development of the Department, is therefore closely linked. In line with the Council’s HR Strategy33 the Department seeks to enable its staff to:
• put the customer first
• be flexible and adaptable • undertake continuous learning
18 City Development Service Plan 2008-11
• take initiative and responsibility and celebrate success • be open-minded, creative and innovative
• develop an open and supportive environment • support unconstrained and wholehearted collaboration
The accreditation as an Investor in People34 has demonstrated the foundations of a people focused approach that the Department has. However, the recent audit has highlighted the need for further development across the Department to ensure that it supports its staff appropriately and consistently. City Development has had a Performance Management and Employee Development (PMED) Scheme35 in place since its inception in 1997. This was superseded by the Council-wide scheme of Performance Review and Development (PRD)36 in 2007. The Council also has a TEAM TALK37 communication scheme to allow for the two-way communication of ideas and discussion of issues affecting the Department’s services. These have strong links with the Service Plan and collectively form a strong performance management and support framework. These channels are used ensure that staff views are captured and fed into the service planning process.
Corporate Plan Work Programme – City Development’s Contribution To assist the Council in managing the delivery of its strategic objectives, as part of the Corporate Plan38 there is a Work Programme of major initiatives, seen as the most important projects currently being undertaken. Detailed in the table below are the current projects being delivered by the City Development. This programme is subject to regular review, and it is likely that the mix of project included will change during the period of this plan.
Ref: Corporate Plan Projects Dept Contact Delivery Date CP-SO2-a Develop new City Region vision for the economy Greg Ward 31 March 2011 CP-SO2-b Play a key role in partnerships Greg Ward 31 March 2011 CP-SO2-c Improve the city centre: Development Partnership Jonathan Guthrie 31 March 2011 CP-SO2-d Waterfront Partnership Keith Anderson 31 March 2011 CP-SO2-e Develop Statutory Planning Authority Alan Henderson 31 March 2011 CP-SO2-f Enhance the marketing of the city Greg Ward 31 March 2011 CP-SO2-g Tackle shortages of labour supply Greg Ward 31 March 2011 CP-SO2-h Improve major planning application performance Alan Henderson 31 March 2011 CP-SO2-i Improve householder planning application performance Alan Henderson 31 March 2011 CP-SO2-j Introduce 'Quality of Planning' service Alan Henderson 31 March 2011 CP-SO3-a Implement Edinburgh Tram Project Marshall Poulton 31 March 2011
City Development Service Plan 2008-11 19
Ref: Corporate Plan Projects Dept Contact Delivery Date CP-SO3-b South East Edinburgh Transport proposals Marshall Poulton 31 March 2011 CP-SO3-c Develop South Suburban railway business case Marshall Poulton 31 March 2011 CP-SO3-d Improve the city's roads Marshall Poulton 31 March 2011 CP-SO3-e New and extended Park and Ride facilities Marshall Poulton 31 March 2011 CP-SO3-f Provision of off street car parks Marshall Poulton 31 March 2011 CP-SO3-g Introduce integrated arrangements for bus and tram fares Marshall Poulton 31 March 2011 CP-SO3-h Introduce 20mph speed limits outside schools Marshall Poulton 31 March 2011 CP-SO3-i Improve congestion monitoring Marshall Poulton 31 March 2011
20 City Development Service Plan 2008-11
Section 2 - City Development's services explained This section sets out how City Development's services are structured and provides an overview of the service context, and the pressures the services face.
Director Waterfront Waterfront Directorate Development Partnership Development Partnership The Directorate Division Directorial Support services to the City Centre Directorate Support City Centre Development Partnership Incl. Service Development Director, the Department, its staff and managers. Since April Development Partnership 2005 the Human Resource and Financial Support services, previously located in this Division, have been managed corporately across the Council, although they retain a Departmental focus. This is a relationship repeated in the way that Communication services are provided for the Business/Finance Unit Resources Communication Department, where City Development outsourced Revenue Management/ Human Resource support Media, Marketing and internal Exchequer/Capital Planning communication support to Corporate Communications in Corporate support activities 2005, a situation formalised in the Council Review 2007 of Communications which saw the centralisation of all Communication activities into a central service. Additional support for performance and management development is provided collectively across the Department by Service Development, managed within the Planning Division, but integrated with the Directorate. Details of their activities are located later in this Plan. To underline their co-ordinating contribution their performance targets are included within this section. Finally, two development partnerships were created in 2007. The project management resource for these partnerships currently rests within City Development, within the Economic Development Service, with the Project Director posts (Head of Service level) currently reporting directly to the Director. Further integration of the Directorate and the Service Development Best Value team is proposed for 2008, to provide a programme and performance remit. However, at this time the detail of this has not been decided and the Service Plan reflects the current arrangements.
City Development Service Plan 2008-11 21
Directorate Support delivers:
• What – Provides secretarial and professional support to the Director to ensure the smooth operation of his office.
• Why – The range of issues and services provided by City Development that the Director has to deal with requires dedicated support staff, independent of the service divisions.
• What for – To ensure the Director has the necessary support to fulfil his duties in delivering both the statutory obligations of the Council under his remit, but also the Council’s Corporate Strategies and Plan.
• Pressures – The single most specific pressure for the Directorate is the volume of work associated with the co-ordination of the Department and its diverse portfolio of services.
• How well – The Directorate and its ability to meet service expectations is dependant on contributions from a wide range staff from across the Department. The team has an extensive network of contacts and consistently meets the deadlines and milestones it is set in running the office of the Director. A range of ‘corporate’ indicators covering human resource, financial and performance management and staff development are detailed below.
22 City Development Service Plan 2008-11
Directorate Performance Measures Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Reduce the impact of sickness absence to our services by supporting Develop the organisation and Percentage of working days Staff 6/D/1 managers in the application of long 4% 3.75% 3.5% 3.25% its staff lost due to sickness absence Development term absence management: For CO & APT&C employees
Reduce the impact of sickness absence to our services by supporting Develop the organisation and Percentage of working days Staff 6/D/2 managers in the application of short 3% 3% 3% 3% its staff lost due to sickness absence Development term absence management: For CO & APT&C employees
Reduce the impact of sickness absence to our services by supporting Develop the organisation and Percentage of working days Staff 6/D/3 managers in the application of long 6% 5.75% 5.5% 5.25% its staff lost due to sickness absence Development term absence management: For Manual & Craft employees
Reduce the impact of sickness absence to our services by supporting Develop the organisation and Percentage of working days Staff 6/D/4 managers in the application of short 3.50% 3.50% 3.50% 3.50% its staff lost due to sickness absence Development term absence management: For Manual & Craft employees
Promote a culture in the Department that supports diversity and common Develop the organisation and Percentage of Women in CO Staff 6/D/5 decency for all, by ensuring that staff 0.00% 0.00% 0.00% 0.00% its staff Grades Development profile better reflects the community we serve
Promote a culture in the Department that supports diversity and common Develop the organisation and Percentage of Women in Staff 6/D/6 decency for all, by ensuring that staff 15.90% 17.10% 18.20% 18.20% its staff SO3/13 grades Development profile better reflects the community we serve
Promote a culture in the Department that supports diversity and common Develop the organisation and Percentage of BME Staff 6/D/7 decency for all, by ensuring that staff 1.10% 1.40% 1.50% 1.50% its staff employees Development profile better reflects the community we serve
City Development Service Plan 2008-11 23
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Promote a culture in the Department that supports diversity and common Develop the organisation and Percentage of Disabled Staff 6/D/8 decency for all, by ensuring that staff 1.80% 2.10% 2.40% 2.40% its staff Employees Development profile better reflects the community we serve
Ensure CDD has the information and systems to deliver services to their Develop the organisation and % of staff issued with a Staff 6/D/9 best value by raising awareness in 100% 100% 100% 100% its staff staff summary service plan. Development staff of the requirements of Best Value.
Ensure CDD has the information and systems to deliver services to their Develop the organisation and % of staff aware of service Staff 6/D/10 best value by raising awareness in 85% 90% 90% 95% its staff plan Development staff of the requirements of Best Value.
Support staff development by Percentage of new Develop the organisation and ensuring that new employees have employees who attend Staff 6/D/11 90% 90% 90% 90% its staff adequate orientation and induction Welcome presentations Development when joining the Department. within 2 cycles of starting.
Ensure that all staff receive % of new, transferring and Develop the organisation and Staff 6/D/12 appropriate induction to their job, promoted staff participating N/A 80% 85% 90% its staff Development team and department. in induction
Develop the organisation and Ensure all staff have an annual PRD % of staff having annual Staff 6/D/13 N/A 90% 95% 100% its staff meeting with their line manager PRD meeting Development
24 City Development Service Plan 2008-11
Corporate Property and Corporate Property and Contingency Planning Contingency Planning
FitFit forfor thethe FutureFuture 22 Property is the second largest resource in the (FFF(FFF 2)2) Council, after its staff. The combined asset value Building of the Council’s operational property, which is Corporate Property Asset Property Standards & Facilities Management & defined as being in day to day use by one or Management Services Contingency Management Development more Council department, is in excess of £600m. Planning Since the Council was formed in 1996 it has spent over £218million of its Capital Improvement Programme on property and annually over £50m in revenue is spent on Council property. The Council Review 2007: Property Review resulted in the creation of an integrated corporate property function for the Council with greater focus on the Council’s property priorities, clearer lines of responsibility for delivering property related projects, greater accountability for service standards and costs, enhanced professional development opportunities for staff; and potential financial, efficiency and service benefits through the corporate management and rationalisation of property. The service has brought together a wide variety of property expertise from across the Council and has amalgamated it with the former Corporate Property and Emergency Planning division to create Corporate Property and Contingency Planning.
Last year the service introduced a new structure which reduced the previous seven organisational groups, down to five. The new organisational groups are:
• Asset Management • Building Standards and Contingency Planning • Corporate Facilities Management • Property Services • Property Management and Development In addition there is the Fit for Future (FFF) Project Team. The new structure has now been fully implemented. The Fit for Future project, which rationalised 21 of the Council’s properties to a revised portfolio of 6 including the new headquarters Waverley Court, has delivered FFF1. Exploratory work has now begun on FFF2 to address the rationalisation of further properties. This function will provide a corporate focus and accountability for the following property activities:-
• Strategic asset management - management and development of the Council’s property assets; • Procurement, design and management of capital projects;
City Development Service Plan 2008-11 25
• Maintenance programmes in conjunction with service departments – targeted expenditure in areas of greatest need; • Construction works – including those associated with major projects (e.g. Education PPP);
• Facilities management in corporate buildings • Health and safety responsibilities - in so far as they relate to property e.g. necessary testing and inspection of the building and its service infrastructure; • Energy management
• Property conservation • Public safety and building standards • Client liaison – new arrangements will strengthen the professional support and advice to departments on property and construction matters to assist them in delivering their Service Plans; and
• Engaging with other organisations to ascertain the potential for greater shared use of premises.
The Asset Management Service delivers:
• What – Asset Management has a strategic role, combining responsibility for the preparation of the Corporate Asset Management Plan, with the provision of a professional Client role in the development of Capital building projects, major maintenance works and a Corporate approach to the procurement of consultants and contractors to carry out these works.
• Why – The Council’s Strategic Asset Management Plan is designed to ensure that the Council achieves best value from its property assets. The professional Client and procurement roles assist in the delivery of asset investment in line with the Corporate Asset Management Plan and those of the Council’s partners where appropriate. The strategic procurement role ensures the Council achieves the most sustainable and economically advantageous outcome for the Council, through auditable processes involving quality and cost, and ensuring compliance with European regulations.
• What for – Projects currently being undertaken by the team include procurement and strategic advice and support on the Children and Families Schools initiatives and PPP2 project, rationalisation of office accommodation (FFF2), the Usher Hall extension, National Sports Facilities strategy, Care Homes and other projects. All of which are of major importance to the City, the Council and its service users.
• Pressures – The main pressures experienced relate to increasing work volumes and staff shortages, following the review the staffing position is slowly being addressed. A financial pressure will remain as we lack sufficient budget for strategic feasibility studies and Asset Management Plan survey work and extensive planned maintenance of Council’s estate.
• How well – The success of our projects is measured in terms of completion of buildings or procurement processes on time and within budget, to the satisfaction of the client department. Following the recent introduction of the electronic tendering system, it is intended to introduce the use of consultant performance indicators and a system to ensure the ‘sustainability’ of all new Council building projects over the life of the Service Plan 2008 – 2011. Following the introduction of E tendering, contractor and sustainability monitoring systems have recently been introduced. Over the next year we will
26 City Development Service Plan 2008-11
introduce a series of new KPIs to monitor the performance of the buildings we manage and further develop the post occupation evaluation of the new and extensively refurbished properties.
• Voluntary and Community Sector Links – In relation to work on Historic properties, we have regular liaison with the Cockburn Society and other related bodies. The nature of our work also requires contact with local interest groups and community organisations, LCPP’s etc.
Work Programme Delivery Date Perform a professional client role on replacement of Meadowbank sports stadium and refurbishment of the Ongoing Royal Commonwealth Pool Perform a professional client role on the User Hall extension Ongoing Provide assistance to Education on property matters related to the Edinburgh Schools initiative Ongoing
Property Management and Development delivers:
What - a strategic and operational Estate Management service for all of the Council’s Operational and Non-Operational property including acquisitions and disposals of land and property, property management and development, negotiation of leases and rent reviews. Key responsibilities include: estates management and valuation advice to all service departments and the Joint Boards; management and development of the Council’s non operational property holdings e.g. commercial property leased out to third parties, industrial estates and development land; maintaining and improving a comprehensive electronic property database of over 4,000 records and computerised map based system which identifies the legal boundaries of the Council’s interests; property development from site assembly/acquisition through funding and planning to project management construction and disposal/letting; management and expansion of the Council’s portfolio of workspace (the Council is the largest provider in Edinburgh of such premises for small and medium sized enterprises); property expertise in support of the Council’s development companies. Why – to minimise costs and maximise income generating opportunities both revenue (rental income of circa £ 6million per annum of which approximately £ 3million goes towards the City Development Department’s revenue budget) and capital (capital receipts totalling approx. £ 114million are planned over this Service Plan period 2008 to 2011 – this includes receipts linked to specific projects); to support the local economy by continuing to provide workspace for small businesses and deliver physical development projects; to identify and procure land and buildings to meet operational needs. What for - Increased rental income; additional capital receipts; efficiency savings; physical development which contributes to the wider objectives of the Council. Pressures – Property Management and Development is providing valuation and property advice for a large number of major projects such as the Education Public Private Partnership (PPP), Smart Schools, Special Schools and Wave 3 initiatives, the Craigmillar Joint Venture, Trams, Housing Regeneration, Care Homes, the Flood Prevention Scheme, the National and Regional Sports Facilities, the dualling of the A8000 road from Kirkliston to South Queensferry, the Edinburgh BioQuater; it is widely acknowledged that the high levels of capital receipts currently being achieved and planned up to the end of 2010/11 cannot be sustained beyond that date. The service must help the Council plan now for the future fall in receipts by bringing forward creative solutions to release capital from existing property interests and by promoting reinvestment of some of the capital raised from property disposals back into the Council’s property as well as strategic acquisitions of more property. Note: The Council Solicitor’s conveyancing team is fundamental to the successful delivery of Property Management and Development’s key objectives.
City Development Service Plan 2008-11 27
How well – performance is monitored through the indicators contained in the quarterly Service Plan updates.
The Building Standards and Contingency Planning Service delivers: What - The Service is provided by staff within three distinct groupings: Building Standards, Contingency Planning and Public Safety/Events. Building Standards (formerly known as Building Control) provides a statutory service to ensure that the design of buildings complies with the National Building Regulations through the issue of Building Warrants and Certificates of Completion to both commercial clients and members of the general public. Within a legislative framework, Public Safety/Events works to ensure the safety of places of public entertainment, sports grounds and street based events, and arranges the erection of street dressing, such as flags, Christmas decorations and trees, for all seasonal and special functions. Contingency Planning ensures that the Council’s statutory obligations under the Civil Contingency Act are fully discharged, including emergency preparedness and business continuity. Within Contingency Planning, the Structural Engineering section contributes to the assessment of building warrant applications and takes enforcement action in respect of dangerous buildings when necessary. Staff within the Contingency Planning group participate in the Council’s 24/7 response arrangements for emergencies that occur within the City. Why - During 2007/2008 the service dealt with 5,747 Building Warrant applications covering building construction work with an estimated value of £838 million which generated £3.65 million in fees for the Council. In addition 6,581 Certificates of Completion were issued and 744 property inspections and 431 Confirmation of Completions carried out for lawyers involved with property sales which yielded another £133,500 of income to the department. Contingency Planning and Public Safety/Events work closely with the Emergency Services and other partner organisations and agencies in discharging their statutory obligations. Income is generated through fees and charges related to a variety of licensing headings, including charges to event promoters where possible. Fee-earning structural engineering services for Midlothian Council are also carried out.
What for – To meet the Council’s statutory obligations under the Building (Scotland) Act 1959 as amended, and from 1st May 2005, the Building (Scotland) Act 2003. In addition, the Contingency Planning and Public Safety (Licensing) services meet the Council’s statutory and other obligations under the Civic Government (Scotland) Act 1982, the Safety at Sports Grounds Act 1975 and the Civil Contingencies Act 2004. Pressures - pressure on the service comes from continually having to achieve yearly target income levels which are required to pay for the service and in the future may come from a limited degree of private sector involvement in the service following the introduction of new Building Standards legislation in 2005. Other main pressures experienced are related to the recent growth in Houses of Multiple Occupation inspections and associated reporting, the growth in building warrant applications with the structural engineering assessment requirements, the continuing growth of major street-based events across the City and internal resource pressures. Future pressures will include the effect of primary legislation that requires the promotion of Business Continuity arrangements across all departments of the Council and within the business community. How well – performance management of the service is carried out at present using an analysis of half-yearly statistics covering all aspects of the service. It is also done through the monitoring of internal Performance Indicator targets. A National Balanced Scorecard developed by the Scottish Building Standards Agency and Local Authorities is also now being used to monitor the service. – The general safety of more than one million city residents and tourists is delivered annually at the major licensed events with the process controlled through the Event Safety and Operations Group (EPOG). This function provided the project management on behalf of the Council for the effects on the city of the G8 summit of summer 2005.
28 City Development Service Plan 2008-11
Work Programme Delivery Date Deliver Corporate Business Continuity Plan October 2008 Implement Corporate Business Continuity staff training and exercise programme, to ensure embedment of April 2009 business continuity arrangements within the Council Discharge statutory responsibilities under the Civil Contingencies Act and other legislation in conjunction with Ongoing partner organisations. Contribute to the agreed training and exercise programme, published by Lothian and Borders Emergency To agreed SCG schedule Planning Strategic co-ordinating group with partner organisations. Secure a 10% take-up of Building Warrant Applications electronically. March 2009 Improve processing times for Building Warrant and Completion Certificate Applications contained in the March 2009 Section’s Customer Care Charter. Submit revised Balance Scorecard to SBSA July 2008 Conclude the formation of the Local Authority Consortium. This group includes the C.E.C., Mid Lothian, East Dec 2008 Lothian, West Lothian, The Borders and Fife Council. The purpose being the peer verification of Building Standards functions where Council projects are being undertaken.
The Corporate Facilities Management Service delivers:
• What - front line services, manages the Council’s buildings and provides central services including mail, security and telecommunications in addition to initiating, developing and implementing change in service delivery across the division.
• Why - the organisational arrangements and operation of FM services have been reviewed to ensure arrangements are consistent with the rationalised portfolio of buildings in 2006 namely, the new HQ building, Chesser House, 154 McDonald Road, City Chambers, Council Chambers and Westwood House. The opportunity was taken to examine links with other related services across the Council to achieve effective service delivery.
• What for - although not a statutory service, it contributes to the support for corporate priorities including maintaining the Council’s existing and future office portfolio.
• Pressures - a key pressure is the need to transform the existing service to meet the requirements of a future, more streamlined office portfolio, while maintaining and improving standards.
• How well – the service acknowledges the need to identify efficient ways of working. The service’s commitment to improving customer care is compelling front line services to examine and continuously improve the way in which we consult, inform and deliver services.
City Development Service Plan 2008-11 29
• Voluntary & Community Sector Links - Facilities Management support to Local Development Committee meetings city-wide. It provides discounted rates to charities for hire of City Chambers accommodation.
Work Programme Delivery Date Develop performance measurement framework June 2008 Develop a comprehensive customer consultation strategy May 2008
The Property Services Service delivers:
• What - An in-house, integrated multidisciplinary, project management, architectural design, property maintenance and private property repair and advisory service. The Group amalgamates the former Services for Communities, Architectural Design and Property Care sections with the Property Conservation section from City Development. The new Group comprises 5 sections, namely Property Care, Architectural Design, Building Services Design, Building and Land Surveying as well as Property Conservation. Property Conservation is a statutory function enabling owners in multiple ownership properties to have their buildings repaired. The service responds to around 5,700 requests for assistance and serves around 25,000 Statutory Notices per annum. A 24 hour, 365-day emergency service is operated, dealing with private building and drainage emergencies throughout the City. Property Care Services, based at Murrayburn Road, provide a multi-trade maintenance service utilising in-house trades, sub-contractors and specialist contractors to 1500 properties for all departments within the Council. These include schools, community centres, elderly persons' residences, the City mortuary and crematorium. The service provides not only a responsive Emergency Service within working hours, but a 24/7 Emergency Service in Partnership with Services for Communities As a contractor the service have a turnover of approximately £ 6.5 million. Property Conservation has an annual turnover of £15 million and the Design Group has a 3 year rolling programme with a turnover circa £27 million. The Architectural Design Group comprises architects, architectural assistants, mechanical, electrical and building services engineers, building surveyors, land surveyors, clerk of works and CDM coordinators. Specialist Consultants such as Quantity Surveyors, Structural Engineers and Acousticians are engaged as required. It advises clients on all property matters particularly building design and construction from Inception to Completion. The group has developed a specialism in the planning and design of Educational buildings particularly Secondary and Primary schools. In doing so it has established relationships with in-house client departments now located in the Asset management section.
• Why - It provides a professional service of the highest quality to the City of Edinburgh Council client Departments, External Joint Boards such as the, Forth Estuary Transport Authority, EDI, Lothian and Borders Fire & Rescue and Police Services as well as private property owners in servicing their capital and revenue budgets.
• What for - The Architectural Design Group comprises architects, architectural assistants, mechanical electrical and building services engineers, building surveyors, land surveyors, clerk of works and CDM coordinators. It advises clients on all property matters particularly building design and construction from Inception to Completion. The Property Care section provides a planned and emergency maintenance service to the Councils’ client departments’ property portfolio. It includes an Energy Management Unit and Asbestos advisory section. Property Conservation provides a statutory function, which enables owners in multiple ownership properties to have their buildings repaired. The section issues enforcement notices to ensure the safety of privately owned buildings. More detail of each group is contained later in this section.
30 City Development Service Plan 2008-11
• Pressures - The group has successfully completed its first year of business having implemented the new structure with minimum disruption to both staff and workload as well as achieving its target income. Reduced workload, due to the proposed budget, will create income pressures during the period 2009/2010 and beyond. To ensure income targets are met the group is examining other potential workload income streams. As an example the group is currently assisting two adjoining authorities with the design of several projects including school rationalisation programmes and Civic Amenity depots. It is essential that staff resources are adequate to provide the necessary service and offer best value to the council.
• How well - The success of the service is judged through the: Architectural Design Group - Completing building projects within the parameters of time, cost and quality to the customers’ entire satisfaction and expectation whilst offering “best value”; the Property Care Group - providing a complete, routine and emergency property repair and maintenance service within client revenue budgets completed on time and to a high quality; and, the Property Conservation Group - The success of the group can be measured by an increased workload and value of work undertaken, whilst continuing to fulfil its statutory requirements and continuing to meet the expectations of the public in providing a planned and emergency property repair and advisory service.
Work Programme Delivery Date Lead the Private Property review. 2008 Since 2004 have acted as architectural advisers to City of Edinburgh Council’s PPP2 school replacement Site construction ongoing until 2010/2011 programme. Currently architectural designers and advisers for Lothian and Borders Fire and Rescue Service 5 year service Rolling programme completion 2008/2009 rationalisation plan. Comprise 3 new build stations as well as refurbishment of 6 existing stations throughout Board area. Architectural designers and advisers to Services for Communities Parks Department foe refurbishment and new Rolling programme completion 2008 build pavilion programme. Major design projects include Royston Community Centre £5.8m, Flora Stevenson’s Dining Hall and Music Completion 2009/2010 School extensions £2.3m and Glenogle Swim Centre £5m. Design and Project management projects in partnership with other Lothian and Border’s Councils including: Rolling programme 2008/2010 Primary School extensions, Environmental Centres and Combined Services Centres. School extensions to meet Council’s Statutory requirements in context of ongoing change Tower bank P.S Flora Ongoing Stevenson’s. Major contributor and co-author of the Council Sustainable Design guide. Sustainable Design projects including Ongoing Currie H.S wind turbine system and liaison with Council Sustainable Design Unit. Occasional advisor to Planning Department on architectural projects. Occasional To introduce performance feedback systems. Ongoing Maintain improvement on Customer awareness and satisfaction particularly communication. Ongoing
City Development Service Plan 2008-11 31
The Fit for Future project delivers:
• What – The first project phase, FFF1, was a rationalisation of 21 properties to a revised portfolio of 6 buildings including Waverley Court, the 194,000 sq ft headquarters at 4 East Market Street. FFF2, represents a new phase of the programme, and is tasked with achieving further significant rationalisation of Council property within the wider portfolio of the Council over the period 2008-2011. This outcome is aligned with a remit to achieve at least £600,000 of revenue savings in each of the next 3 years - £1.8m in total.
• Why - many of the offices across the Council’s estate no longer meet business needs and are expensive to maintain. Several properties had suffered from significant under-investment over many years and have reached the end of their useful life. Many would have been difficult, some impossible, to adapt to meet Disability Discrimination Act standards and also meet the Council’s barrier- free agenda for public access. The Council wished to be “an employer of choice” and the FFF initiative has contributed to that goal. The FFF2 project has joined-up working, cross-cutting departmental boundaries, as key drivers. Building on the success of the early FFF initiative, the City of Edinburgh Council at its meeting on 21 February 2008 “instructed the Chief Executive and all Directors to support the property rationalisation review by optimising the use of all property and land assets and to release property assets for disposal where alternative service delivery mechanisms are available”.
• What for - The FFF2 project was a focus for innovation and improvement to the Council’s office accommodation. The project will enhance retained properties and persuade departments to release those properties that are no longer able to meet business requirements. Other key goals include supporting departments introduce new ways of working for staff and working in partnership with major developers on multi million pound projects where the Council has an equity stake in the development.
• Pressures - In common with many large scale initiatives, the FFF project was subject to the funding capacity of the Council. The project does however enjoy broad cross-party and Council Management Team support.
• How well – Over £50m of capital receipts will be achieved from the disposal programme – plus the stimulation of new developments in and around Waverley Court in the eastern end of Edinburgh. The first year requirement to secure an additional £600,000 in revenue savings during year one (2008/2009) is on target. The FFF team has also received external acknowledgement of their initiative having achieved the: Scottish Property Deal of the Year award 2005; Office Excellence Award 2007, and; The Best Bespoke Development outside Central London Award 2007.
Work Programme Delivery Date Initiate and secure in excess of £600k of annual property based revenue budget savings effective from 1 April During 2008/2009 financial year 2008
32 City Development Service Plan 2008-11
Corporate Property and Contingency Planning Performance Measures Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Achieve improved and cost- Create a Building Register for all Complete & Comprehensive Business 5/CPCP/1 effective service delivery in Council Properties to get a accurate & NEW 100% 100% 100% Building Register Processes consultation with users complete list Provide customer focussed quality services in an environment of Achieve improved and cost- continuous improvement by securing FM services which meet Customer 5/CPCP/2 effective service delivery in the involvement of service users, NEW 75% 80% 90% customer needs. Service consultation with users through customer involvement in design of Facilities Management services. Achieve continuous improvement in Achieve improved and cost- % of warrant applications the delivery of the Building Standards Business 5/CPCP/3 effective service delivery in processed electronically by 30% 10% 10% 10% Service by providing an electronic Processes consultation with users staff warrant processing service. Achieve continuous improvement in the delivery of the Building Standards Achieve improved and cost- Achieve success in 4 out of Service by monitoring the service Business 5/CPCP/4 effective service delivery in 5 performance areas of the 80% 80% 80% 80% against the balanced scorecard Processes consultation with users SBSA scorecard prepared for the Scottish Building Standards Agency Ensure the Council is prepared to deal with events that could threaten Sustain and improve the serious damage to the people or Audited procedures Business 5/CPCP/5 quality of life in local environment of Edinburgh or their compliance with existing 100% 100% 100% 100% Processes communities security, by meeting legislative BSI Accreditation. requirements in terms of emergency planning and business continuity To achieve continuous improvement in the delivery of major public events, Sustain and improve the general licensing and structural Audited procedures Business 5/CPCP/6 quality of life in local engineering services by ensuring compliance with existing 100% 100% 100% 100% Processes communities compliance with legislative BSI Accreditation requirements covering public safety issues. Prepare an updated Asset Register for Achieve improved and cost- all Operational Properties on an Asset Register updated by Business 5/CPCP/7 effective service delivery in 100% 75% 75% 75% annual basis for inclusion in the May each year Processes consultation with users Council's Annual Accounts
City Development Service Plan 2008-11 33
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08 Capital receipts achieved as To manage, develop, sell or lease the a % of the Annual Target Achieve improved and cost- Council’s non operational property Figure. Note: this is subject Financial 5/CPCP/8 effective service delivery in assets, to maximise the financial and to external factors such as 100% 75% 75% 75% Management consultation with users strategic benefits to the Council from the wider performance of its non operational property assets. the Edinburgh property market. To manage, develop, sell or lease the Achieve improved and cost- Council’s non operational property Number of rent reviews Financial 5/CPCP/9 effective service delivery in assets, to maximise the financial and implemented as a % of 90% 60% 70% 80% Management consultation with users strategic benefits to the Council from annual target figure its non operational property assets. Number of rent reviews To manage, develop, sell or lease the where an increase in rent Achieve improved and cost- Council’s non operational property was achieved - Note: this is Financial 5/CPCP/10 effective service delivery in assets, to maximise the financial and subject to external factors 80% 70% 70% 70% Management consultation with users strategic benefits to the Council from such as the performance of its non operational property assets. the wider Edinburgh property market. To manage, develop, sell or lease the Actual Rental Income Achieve improved and cost- Council’s non operational property compared with City Financial 5/CPCP/11 effective service delivery in assets, to maximise the financial and 100% 100% 100% 100% Development’s Budget Management consultation with users strategic benefits to the Council from Figure of £3.14M its non operational property assets. Develop a new project management All notices All notices to All notices to Sustain and improve the strategy for Statutory Building notices Currently up to 12 months to be Business be initiated be initiated 5/CPCP/12 quality of life in local to reduce the time taken from Council to be reduced to a NEW initiated Processes within 6 within 6 communities authorisation to commencement of maximum of six months within 6 months. months. works on site. months. To support and persuade heads of Achieve a reduction of Achieve improved and cost- department to reduce property £600,000 in revenue Financial 5/CPCP/13 effective service delivery in holdings by rationalisation of these NEW 100% 100% 100% expenditure from property Management consultation with users assets across the Councils property for the period 2008/2009 holdings.
34 City Development Service Plan 2008-11
Economic Development Economic Development
The Economic Development Division provides the following services to the Council’s Departments, elected members, Chief Executive, Development Companies Projects staff, managers, Council Management Team, Partnerships Team cross Council project groups/initiatives, citizens, the general public and partnerships:
This is achieved through three main areas of City Centre Waterfront Edinburgh’s Access & Tourism Strategy and Information activity: Development Partnership Development Partnership Winter Festivals Training
• Projects – support the sustainable economic growth of the city, the development of the city, its people, community, business performance and promotion of the city as a place to live, invest, visit and study through four service areas –
• Strategy and Investment Promotion; • Access to Employment and Enterprise; • Tourism;
• Edinburgh’s Winter Festivals.
• Development Companies – support and oversee the Council owned Development Companies. • Strategic Development Partnerships – promote the vision and oversee delivery of the strategic development and regeneration objectives of the Edinburgh City Centre Partnership and the Edinburgh Waterfront Partnership. As part of the Council Review 2007, in November 2006 the decision was taken to recruit a new Head of Economic Development, and to extend the functions delivered by the service to include the Strategic Development Partnerships (Edinburgh City Centre Partnership/Edinburgh Waterfront Partnership) and Investment Promotion linked to the promotion of the city as a place to live, invest, visit and study. This complements the existing City Promotion focus of the service on Tourism, Edinburgh’s Winter Festivals, Edinburgh Film Focus and attracting fresh talent. The Investment Promotion work is supported by the implementation stage of the Edinburgh Inspiring Capital Brand. A new permanent Head of Economic Development will commence duties on 6th May 2008. At the same time the Scottish Government has announced the reorganisation of the Scottish Enterprise Network and VisitScotland creating 6 new city region operations including an East Central Scotland Regional Operation covering the Edinburgh City Region. This strengthens the emerging city region focus of economic development’s work linked to cross-cutting issues of Structure Planning and Transportation Planning. VisitScotland’s regional organisation will be aligned to the East Central Scotland Region which will have implications for the economic
City Development Service Plan 2008-11 35 development services operating agreement with VisitScotland. In addition responsibilities will be transferred from Scottish Enterprise to the Council for management of the Business Gateway and Competitive Place (local area regeneration/public realm). Aspirations also exist for the exploration of co-location of services to achieve greater integration and effectiveness of economic development activities. The timescale for reorganisation of Scottish Enterprise is 1st April 2008. It is anticipated that this will impact on this service plan in ways which cannot be quantified at this time.
The Strategy and Investment Promotion Team delivers:
• What - The Strategy and Investment Promotion Team exists to inform, influence and advance the achievement of Edinburgh’s economic success and aspires to be recognised as the central point of reference for economic intelligence and expertise in the city. In doing so, the team delivers the following key functions: the preparation of economic development strategy and action planning at regional and local level, working with internal and external partners including integrating with planning and transport strategy; investment promotion activity in partnership on a corporate basis, with external organisations and the private sector communicating the city region’s assets (for example through the publication of “Capital Review”) and providing an excellent service to existing businesses and potential investors; the provision of a wide range of economic research and information activity that guides strategy (for example the City Centre Monitoring programme), communicates with partners (e.g. through the annual City Region conference), benchmarking the City’s economic performance and contributes to briefings requested by senior politicians and officials of the Council, MSPs/MPs and external customers. The team also advises on and contributes to major Council projects and partnerships such as infrastructure projects, the Glasgow-Edinburgh Collaboration Initiative and the Edinburgh Business Assembly. The impact of the Enterprise Networks Review, the development of the city region perspective and the growth in investment promotion will shape the team’s future focus.
• Why – Maintaining and growing Edinburgh’s acknowledged economic success, requires a significant and creative response from all stakeholders to ensure a sustainable approach to development and to develop, promote and implement the city region vision. The local authority has distinct and complementary roles and expertise in delivering economic development. Performing these roles in ways that are customer focussed and with the capacity to change and improve requires a sustained commitment to partnership working, the development of an ever more sophisticated understanding of the strategic challenges that the city region faces, and the identification of effective policy responses.
• What for – The development, implementation and monitoring of economic strategy performance and trends in the economy to achieve the city vision, benefiting citizens, businesses and visitors.
• Pressures – The key pressure arises from the development of investment promotion activity which is starting from a low base; its successful development will require significant and sustained resources. Contributing effectively to the city region vision must balance the needs of different partners, integrate a variety of strategic approaches and work with conflicting boundaries, all resource intensive activities. A further pressure arises from the need to regularly refresh the understanding of the local economy, responding to opportunities, threats and the impacts of government policy (particularly the review of Scottish Enterprise). Identification and allocation of resources to undertake effective benchmarking and performance monitoring of the city Economy and trend analysis. Finally, there is the pressure arising from the need to continually update the team’s skills and knowledge base. E.g. marketing, modelling, equalities, sustainability.
• How well – the work and output of the Team will be assessed and reported on through the quarterly Service Plan monitoring arrangements. Customer feedback mechanisms will be used (e.g. Capital Review surveys, key sectors survey, and conference feedback). The team has set up systems to monitor the speed of response to enquiries.
36 City Development Service Plan 2008-11
Work Programme Delivery Date A draft regional economic development vision and action plan which guides and supports planning and transport Draft by Autumn 2008 strategy, to be the subject of consultation with relevant organisations and private sector stakeholders to be launched at City Region conference
An Action Plan for Edinburgh’s economic development that fits with other relevant strategies, is agreed with Draft by spring 2008, final by end 2008 stakeholders and achieves tangible results An efficient and customer driven investment promotion service that meets agreed quality standards. Implement action plan – ongoing. Review of Action Plan by autumn 2008 High quality outputs from the city centre monitoring programme including pedestrian footfall, retail catchments Quarterly reports from May 2008. Annual and turnover, and parking usage. report end 2008
Regular city promotion and communication with businesses through the Council’s economic bulletin Capital Quarterly (ongoing) Review, meeting high production quality standards and customer expectations Robust economic intelligence for input to strategy, briefings and policy advice, guided by targeted research Key Sectors Research complete by end 2008 particularly on key sectors and top employers, and benchmarking To be a valued and effective partner in key strategic partnerships particularly the East Central Scotland Ongoing Economic Development Officers Network and the Glasgow-Edinburgh Collaboration Initiative. An efficient information provision service that meets customer driven requirements and timescales Ongoing
The Tourism Team delivers:
• What - Through working with multiple public and private sector partners, the Tourism team actively supports and develops the City’s tourism sector. Specific areas of work include: support for Edinburgh Tourism Action Group (ETAG) & Plan, working with VisitScotland to ensure maximum benefit for Edinburgh and return from our grant funding support, supporting Edinburgh Convention Bureau Ltd and leading the process of delivering specific actions identified in the “Edinburgh Tourism Action Plan 2008”. This document supports the City’s tourism strategy: “Edinburgh Tourism – A Framework for Growth 2007 -2015”. This strategy commits the Tourism sector in the city to increase tourism revenue by 63% by 2015 (based on 2005 figures). The team leads and chairs the corporate Council Tourism Team and co-ordinates the Action Plan for 2007-2010, which mirrors the Edinburgh Tourism Action Plan 2008; and provides Economic Development input to the City Branding project. The team works with partners to develop and support events and festivals in the City. The team also provides direct funding support to promote the conference market through Edinburgh Convention Bureau Ltd.
Direct funding support is also provided to VisitScotland Edinburgh and Lothians network office, Edinburgh International Science Festival (EISF), and Edinburgh Film Focus. The team is leading on the production of an Edinburgh Waterfront destination development plan. The outcomes of the review of City Promotion: “Promoting Edinburgh as a destination” is likely to have implications for the delivery of tourism promotion activity in 2008.
City Development Service Plan 2008-11 37
The reorganisation of VisitScotland Edinburgh and Lothians to VisitScotland East Central Scotland will require a review of the annual operating agreement between the Council and VisitScotland. The team is an active member of the Scottish Local Authority Economic Development and COSLA Tourism Groups.
• Why - The Tourism industry is one the City’s key sectors which provides employment for around 31,000 people in the city. Tourism contributes £1.7 billion to the city economy. Overall Council Revenue investment in support of the sector amounts to c. £35m per year (2004/2005). This investment and the co- ordinated approach, by the Council and its partners, ensures the city is well placed to attract visitors in a highly competitive market and will assist in achieving the National Tourism Framework for Change growth targets for 50% growth in the value of tourism by 2015.
• What for - Working with partners to support and develop the City’s tourism product to create wealth for the city, provide employment opportunities and make the city a more attractive place to live, work and invest.
• Pressures – Maintaining Edinburgh’s competitive position is a key challenge for the city over the next 5 years. Sustaining support and relationships with the private sector to fully maximise the council return and opportunities from tourism for the City. Developing appropriate strategies and structures to promote Edinburgh as a tourism destination, as part of the overall destination development work, will be key area of work for the team in 2008. As the industry grows, sourcing a supply of skilled labour will be an increasing challenge for the city. Funding for VisitScotland is currently £625,617. Reviewing our partnership working with the VisitScotland Edinburgh Office and Scottish Enterprise as a result of the Scottish Government’s review of the Enterprise Networks (SE/VisitScotland) will continue to be a primary focus for the team in the year ahead. Seeking to resolve funding issues with Edinburgh International Science Festival (EISF) and supporting the organisation to develop and deliver its 20th Festival.
Taking forward, with Edinburgh Convention Bureau Ltd, their 5 year business plan 2006 to 2011 in the context of the review of city promotion approaches and, during a period when vital infrastructure, e.g. the National Museum of Scotland, is unavailable to the conference market due to major refurbishment. Ensure that the tourism industry grows in a sustainable fashion.
• How well - The work of the team and its partners has established a good track record for delivery of high impact projects that support the tourism industry in the City. Continual assessment of the impacts of our activity will be reported on through the quarterly Service Plan monitoring arrangements.
• Third Party Support – A total £ 1.1m is distributed to VisitScotland Edinburgh & Lothian, Edinburgh Convention Bureau Ltd, Edinburgh International Science Festival (EISF) and Edinburgh Film Focus to secure prosperity and manage growth.
Work Programme Delivery Date Review, deliver and monitor annual minute of agreement with VisitScotland in light of reorganisation and the Ongoing review of City Promotion approaches Review, deliver and monitor annual minute of agreement with Edinburgh Convention Bureau Ltd in light of City Ongoing Promotion review activities Support Edinburgh Tourism Action Group and deliver specific projects within Action Plan Ongoing Support and resource annual ETAG Conference Ongoing Develop, deliver and monitor annual minute of agreement with Edinburgh International Science Festival April 2008 Develop deliver and monitor annual minute of agreement with Edinburgh Film Focus April 2008 and ongoing Prepare and publish “Inspiring Tourism” 2008 – Review of tourism within CEC Ongoing
38 City Development Service Plan 2008-11
Work Programme Delivery Date Support a comprehensive city wide research programme to enable best practice to be disseminated Ongoing Take forward tourism aspects of the Strategic Development Partnerships Edinburgh City Centre and Waterfront Ongoing Develop partnership with Edinburgh City Centre Business Improvement District in relation to Visitor On-going Management and Promotion
The Edinburgh’s Winter Festivals Team delivers:
• What - Edinburgh’s Winter Festivals (EWF) produce, manage and market two world class events Edinburgh’s Christmas (EC) and Edinburgh’s Hogmanay (EH). The events contain a wide range of activities and entertainment’s designed to appeal to a diverse cross section of customer groups. EC includes: Traditional German Christmas Market, Winter Wonderland Ice Rink; the Famous Edinburgh Wheel; Santa’s Reindeer Garden; The Great Scottish Santa Run. In addition, there are themed promotions such as a Santa Weekend. EH includes: The Torchlight Procession; The Night Afore International; The Hogmanay Street Party - incorporating the Concert in the Gardens, Ceilidh in the Gardens and the Seven Hills Fireworks; EH concludes with activities on New Year’s Day.
• Why - The winter period is, traditionally, a more quiet time of year in terms of tourism. The aims of EWF are: To promote Edinburgh, in the winter, as an exciting, magical and “must-visit” international city and emphasise its role as Scotland’s premier winter tourist destination; To produce and stimulate a kaleidoscope of creative and captivating events, activities and celebrations; To attract visitors to the city, from overseas, the UK and the rest of Scotland; To deliver a positive contribution to the economic health and image of the city, the city region and Scotland; To develop and sustain a learning partnership with a strong financial base and an enduring potential for change. Through achieving these aims EWF generates a significant economic return for the city and for Scotland as a whole, sustains jobs in the tourism and other sectors, improves the visitor offer, creates a positive international profile for the city in the media and has an affirmative effect on the quality of life for residents. An extensive range of stakeholders are involved in the delivery of the EWF experience from the retail and tourism sectors through to local communities and executive agencies making partnership and consensus working a priority.
• What for - EWF contributes to the implementation of corporate priorities in areas relating to delivering and developing cultural tourism to the city, branding and profile of the city, creating wealth and employment for the city.
• Pressures – the following pressures have been identified: Competition from other cities (both domestic and international) as traditional winter destinations increase their offer and new cities seek to establish themselves, often with considerably larger events budgets, as a winter destination. The cessation of Cities Growth Funding in 2008/09 results in a £1million gap in the budget which would have a dramatic impact on EWF’s ability to maintain the high level of return on investment. Increasing infrastructure costs, in particular the costs associated with event insurance and public safety. The necessity to constantly re-invent the look and feel of the festival and maintain our ‘brand leader’ position requiring a significant research and development resources. The challenge of generating sponsorship and commercial funding in a highly competitive market. Tendering process in 2008 for the Hogmanay event producer.
• How well - Comprehensive market research is undertaken every year to monitor and evaluate the economic impact, levels of customer satisfaction and demographic profile of the festivals. Extensive media monitoring is part of our media strategy to constantly observe Edinburgh’s profile. EWF produces on average £37m economic benefit for the city each year; the overall customer satisfaction level is currently 4.21 out of 5; 78% of residents agree that Edinburgh is a better place to live because of EWF; 96% of visitors are planning to visit Edinburgh again at other times of the year. During 2008-2009 The Edinburgh’s Winter Festivals Team will transfer from City Development to Corporate Services.
City Development Service Plan 2008-11 39
Work Programme Delivery Date Development, delivery and monitoring of Edinburgh’s Winter Festivals Through period 01 April 2008 to 31 March 2009
The Access to Employment and Enterprise Teams deliver:
• What - The Access & Training team is actively developing local strategy, policy and innovative practice to address market failure in the local labour market. This includes influencing national and European policy to best meet the needs of the city- for example through the Working Together for Employment & Social Inclusion in Edinburgh39 and the Department of Work and Pensions Cities Strategy Pathfinder40 initiatives. The team takes a demand-led, but client- centred approach to service development and delivery, working in partnership with employers and a range of local and national organisations to maximise the efficiency and effectiveness of our services. Supply side interventions include work with disadvantaged clients to create sustainable pathways to employment, such as ‘Get On’, ‘Capital Build’, ‘Working for Families’ and the Public Sector Academy. The Council’s Vocational Training Centre at Capital Skills has diversified to provide a base for Edinburgh Construction Academy activities and is supporting employee development training other Council departments, Council Companies and private sector employees. Demand side interventions include innovative approaches to engendering greater participation by public and private sector partner organisations. Strategic links are in place with major projects in the city through “Accord Agreements” e.g. Edinburgh Waterfront, Schools PPP, TIE Trams, PARC Craigmillar, St James Quarter and Housing Regeneration Programme. These Accords are aimed at achieving maximum impact for local employment and training opportunities as well as Business and Community Benefits fro Corporate Social Responsibility. The team also support and provide guidance for third-party organisations working in the field of Access and Training to facilitate alignment with the Edinburgh Compact strategy and policy as well as employability strategy: “Joined up for jobs”. Support of Enterprise Development initiatives offering self employment routes to economic activity for some priority clients.
• Why - The Corporate Plan reflects the City Vision aim to “provide every citizen with the best personal opportunities to work” and it is widely recognised that maximising activity and progression in the labour market is the key to breaking the cycle of poverty and disadvantage. The buoyant labour market in Edinburgh highlights the significant barriers that some people face in accessing the many opportunities in the city. These barriers are not being fully addressed by national programmes. Local knowledge and expertise within the access and training team means that it is best placed to develop local policy and practice and influence national and European policy so that it better addresses the needs of the city.
• What for – The work of the Access & Training Team contributes to the corporate priorities of bringing ‘employment opportunities to all sections of the community’ and providing ‘assistance for people in disadvantaged groups’. The effective operation of the local labour market has a direct impact on the ability of the local economy to sustain growth and the regeneration of disadvantaged communities.
• Pressures – Major changes in funding (e.g. review of Cities Growth Fund, The Fairer Scotland fund and availability of lottery funding) and reduction and restructuring of European Social Funding will impact significantly on the capacity to deliver existing programmes at established volumes and will present fresh challenges in the development of any new innovative interventions. The dynamic and buoyant economic conditions within the city necessitate more active management of the local labour market to effectively address exclusion and balance labour supply and demand. There remains a significant challenge for economic development as shifts in national policy (DWP and Scottish Enterprise Network) have resulted in the reduction of mainstream labour market intervention programmes in Edinburgh. Pockets of entrenched unemployment are still evident in certain areas of the city. Across the city, significant number of citizens remain economically inactive who might otherwise engage, given appropriate support. There is therefore a continuing need to test new approaches that address inactivity, underemployment and the conditions that reinforce disengagement from the labour market. Pressures on budgets for third party funding has reduced the capacity within the city’s employability infrastructure and the viability of some key organisations in the local community.
40 City Development Service Plan 2008-11
• How well – The performance of economic development programmes is consistently higher than the national average for comparable programmes and they attract a high proportion of participants from priority groups. The Access & Training Team has maintained a good track record of delivering high impact projects e.g. in 2006/2007 projects supported 2271 clients, achieving 71% positive outcomes with 91% of those entering employment sustaining their jobs41. In addition the team maintained high levels of leverage through effective partnership working with £3 generated for every £1 of council funding spent.
• Third Party Support –£215,000 is distributed to organisations such as Intowork, LINKnet, Nisus, West Edinburgh Action and WOW. This funding contributes to further the access to employment projects in the City.
Work Programme Delivery Date Develop and test strategic employment interventions for Edinburgh which support growth and regeneration, Ongoing address labour market failures and are responsive to employer and employment sector needs Support parents to access or move towards employment through the Working for Families pilot programme Mainstreaming programme 2008 - 2011 2006-2008 and will seek ways to mainstream successful interventions through the Fairer Scotland Fund Continue to develop and deliver innovative practice with regard to access to employment programmes through Ongoing the Get On, CISCO Academy, Public Sector Academy, and third party organisations Review and restructure Capital Skills to establish a new Construction Skills Academy in partnership with September 2008 Edinburgh’s Telford College. Develop new and improved services for vocational training in horticulture, landscaping and environmental services in partnership with SFC Continue to maintain a link between the major developments in the city, the employment opportunities they Ongoing create and the access to employment and enterprise agenda. Do so by servicing existing accord agreements and pursuing new ones. Explore further the additional Business and Community Benefits to be gained by pooling the accords and their CSR output Continue to co-ordinate and facilitate partnerships for Joined Up For Jobs and develop management information Ongoing for the employment access infrastructure within the city Work with Joined up for Jobs partners in the development and delivery of the Department of Work and Launch November 2007 - ongoing to March Pensions Cities Strategy Pathfinder 2009
The Development Companies Team delivers:
• What - The Development Companies Team works to ensure that development objectives are delivered by the Councils’ 14 key major Shareholding companies (with shareholder value of £100million ) and a number of arms length companies of which the Council is a major funder. This is achieved by managing proactively effective partnership working between the Council, the development companies and other shareholders. The Team facilitates and chairs cross-Council working groups for a number of developments and facilitates a strategic company review group at senior level. Briefings and technical support is delivered to Company Directors and a report submitted to the Economic Development Committee on each of the Companies supported by the team. The Team attends Company Boards as Director/Observer/Adviser. It will actively participate in the development process, assessing and approving business plans, securing shareholder approvals and participation in financial and business planning teams. A project management role is also delivered
City Development Service Plan 2008-11 41
where required. The CEC Holdings group of companies is facilitated by the Team in order to promote best practice in corporate governance and ensure that financial and asset returns are maximised and objectives delivered. The team is active in co-ordinating the Council’s involvement in the development of Edinburgh’s first Business Improvement District and supports The City Centre Development Partnership. A strategic overview and in-depth knowledge (Company Database) of Development Company activities is retained to the benefit of the Council as shareholder. The Team ensures The Council’s Code of Corporate Governance remains updated and adopted by the relevant companies. The team also provides the link in the partnership with Business Development Agencies to progress policies for creation & support of SMEs in Edinburgh by identifying gaps in the existing provision and provides ongoing monitoring & 3rd Party delivery of Business Gateway International – Lothian to exporters (formerly Lothian Exports). The Team will also manage the transfer of the Business Gateway in the forthcoming year to the Council from the local enterprise company. Finally it provides a consultancy role to Council departments as and when required on company formation, governance and business development matters.
• Why – To provide a strategic overview of all Council activity as it relates to City Development Companies and Council policy & objectives and to ensure that Council objectives are met, key projects delivered and commercial/other agreed returns to the Council are maximised. Also to ensure that there is a strategic “fit” between council strategy and company objectives. Also to monitor performance of the Companies.
• What for – The Development Companies Team ensures that the objectives of The Council are delivered via the shareholding companies. This includes the preparation of strategies to guide the sustainable development of the City (e.g. development of regeneration strategies, formation of delivery vehicles). The team is also involved in developing the City’s economy & promoting equality of access via the facilitation of such developments as New Edinburgh, EICC and Waterfront. The team has a role in the co-ordination & implementation of major development & regeneration projects, e.g. the protection of the Council’s interests in developments such as the Waterfront, Craigmillar and Shawfair as described above. It supports work to sustain & improve the quality of life in local communities, such as the facilitation of regeneration in Craigmillar and north Edinburgh. Finally, it seeks to achieve improved & cost-effective service delivery in consultation with users – working with and monitoring the performance of all the companies to ensure maximum returns to the Council (facilitation of the CEC Holdings group – all companies adhering to corporate governance and shareholder control to ensure careful monitoring and delivery of objectives).
• Pressures – the key risk and pressure is to ensure Council objectives are delivered effectively through Council companies. A resource intensive activity. A high work load delivered by a small team of 4 requiring prioritisation of tasks. The Scottish Enterprise reorganisation to be implemented on 1st April 2008 and proposed transfer of responsibility of the Business Gateway will add to the workload.
• How well – Performance is managed through the following means: regular progress and performance management planning meetings with Chairs & Directors (with Councillors & officers, as well as at Board Meetings); internal links within Council maintained via regular cross-departmental action team meetings chaired by City Development representatives to ensure all involved deliver effectively; and, ongoing monitoring, ensuring due diligence & corporate governance. A key task is the delivery of Annual reports on all the Development Companies to the Economic Development Committee.
• Third Party Support – Approx £300,000 is distributed to 6 organisations - Business Gateway International-Lothian (formerly Lothian Exports), City Centre Management Company Limited, Edinburgh Business Development, Ethnic Enterprise Centre, Edinburgh Chamber of Commerce and Forth Sector, This supports service delivery in partnership with the business community to support start-ups, established companies, development initiatives for the social enterprise sector, ethnic enterprise and development of the public realm and physical fabric of the City.
42 City Development Service Plan 2008-11
Work Programme Delivery Date Liaison & monitoring role for all Council Shareholding companies Ongoing - 3 Strategy meetings over the year Twenty Monitoring reports to Economic Development Committee 20 reports per year Follow Council objectives to secure maximum returns to the Council Annual Reviews/ Performance Monitoring CEC Holdings Ltd – expanded grouping & corporate governance function Four meetings per year PARC Craigmillar –15 yr Business Plan in 3 x 5yr phases Annual Review.12 boards and 12 Executives, 6 Inter-departmental and Business Planning Group meetings Waterfront Edinburgh Ltd – delivery of newly developed “Waterfront Vision” & Secure ownership of all key Ongoing – 6 board meetings over the year properties across the Waterfront Edinburgh site Edinburgh International Conference Centre Ltd – delivery of 25,000 sq ft of additional function/exhibition space 6 Boards. Monitoring meetings EDI Group Ltd – delivery of 16 subsidiary JVs & involvement in 22 projects including: Craigmillar, the Tron. Ongoing –Annual Review Undertake agreed disposal of certain assets. New Edinburgh Ltd – Conclude Phase 1 of 1.25 million sq ft of commercial property (2 properties remain) Phase Ongoing– Annual Review 2 development of 2.25 million sq ft Shawfair Developments Ltd – Phase 2 – development of 75 acres of industrial & business sites & 4,800 Ongoing –Annual review residential units City Centre Management Co Ltd – promote & facilitate City Centre development Ongoing –Transfer to BID by April08 Business Improvement District (BID): -promote and facilitate a BID for central Edinburgh. Mid 2008 City Centre Partnership – contribute to the establishment of the partnership and any subsequent delivery vehicle. Ongoing Project Development and Support; BioQuarter ,Science City, Edinburgh Science Triangle, Millennium Link Ongoing
Transport Edinburgh Ltd – involvement in development of integrated transport strategy via TEL & improved Ongoing corporate governance of Lothian Buses & TIE Social Enterprise Edinburgh (SEE) - operational arm of Social Enterprise Partnership & Strategy. Ongoing Team lead and monitor operations delivering enterprise support to social enterprise companies. Six Partnership meetings Edinburgh Technology Transfer Centre. Promotion and development of Council / Research Academic link to Ongoing –Review of Structure by April 08. maximise innovation and commercialisation in key business sectors. Business Gateway - Implement Transfer of Gateway and manage contract delivery April 08 onwards
City Development Service Plan 2008-11 43
The Strategic Development Partnerships deliver:
• What – The strategic development partnerships exist in the City Centre and Waterfront to promote the vision of these areas and to support delivery of the development frameworks in order to fully realise the substantial economic opportunities and benefits for the City and further afield. Their purpose is to bring together the key public and private sector funding, investor and stakeholder interests to agree the strategic objectives and co-ordinate the delivery of priority actions. These currently relate to promoting the right policy planning context, identifying key enabling infrastructure requirements and appropriate funding mechanism, undertaking necessary research and communication to secure support, promote key high value and impact projects, and support effective governance and joint working arrangements between the main stakeholders in these areas. With a combined potential development investment value of approximately £13 billion over the next 25-30 years both the Partnerships have agreed Workplan priorities which will be reviewed each year in the light of progress and current challenges facing delivery.
• Why – The sustainable economic growth of the City in future depends to a large extent on the successful regeneration of the City Centre as “an international destination that exceeds every expectation” and the development of the substantial brownfield areas of vacant industrial land on the Waterfront in Granton and Leith as “a new, vibrant, mixed use urban quarter extension of the City for people to live, work, learn, enjoy and invest in”.
• What for – The work of the strategic development partnerships contributes to the corporate objectives for Edinburgh to increase its international competitiveness and ensure sustainable economic growth based on enhancing the quality of life, maximising intellectual capital, building the capacity of the labour market, and improving connectivity. The Partnerships have been newly created to stimulate and maintain momentum in the development opportunities and which need co-ordinated delivery of modern, effective transport connections, improving the range and supply of affordable housing (in the Waterfront) and retail offer (in the City Centre), creating a competitive economy with sustainable communities and high quality cultural, sporting and leisure facilities and events for citizens and visitors.
• Pressures –The key pressure on the regeneration of the City Centre regeneration is to ensure that the delivery arrangements in the context of the current complex ownership and investment interests are effective and aligned to take full advantage of the investment interest and opportunities being expressed. This will require development of a flexible approach which will require a combination of reactive, pro-active and potential new joint venture arrangements between public and private interests to facilitate development and investment. The key pressure on the development of the waterfront is to fund key infrastructure including transport, coastal protection and new public realm projects which require to be delivered in advance of the majority of residential and commercial development in order to enable and unlock the full economic potential of the area. The pressure on public funding through traditional grant and through developer contributions as part of statutory planning process is growing and therefore a new funding mechanism will be needed to complement these existing funding sources to support the momentum of the development in future.
• How well –The Development Partnerships and the Boards representing the main stakeholder/investor interests have been in operation for one year during which time the strategic objectives and initial set-up Work plans have been considered and agreed with progress reported to each meeting. Each project reports on progress to the Department Management Team on a monthly basis. A review of key actions will be undertaken to inform the Partnership Workplan and including a Business Plan strategy for a bespoke “delivery vehicle” envisaged for delivering the City Centre development framework. A formal review of the Development Partnership arrangements including governance and strategic objectives will be undertaken towards the end of 2008. The Partnerships will also develop Communications and Marketing strategies in 2008 which will include detailing the customer and stakeholder communications, research and feedback needed to assess performance in future.
• Third Party Support – Funding support is being made for specific work streams and projects from each of the key partners and including over £1 million from SE plus contributions from SESTRANS for particular transport projects relating to North Edinburgh.
44 City Development Service Plan 2008-11
Waterfront Work Programme Delivery Date Increase the national profile and Government support for the Waterfront including recognition in NPF2 On-going Develop a new Partnership Workplan for 2008 onwards January 2008 Develop a new funding mechanism to deliver key infrastructure March 2008 Progress master-planning consents/planning approvals in a efficient and timeous manner Ongoing Undertake detailed assessment of future infrastructure and Ongoing sustainable development requirements, costs and funding Research innovative practice and studies to support business location for key industry sectors Progress high value and high impact projects according to agreed project plans and delivery milestones Ongoing Develop a pan Waterfront Communications Strategy and agreed priority actions June 2008 Develop a waterfront destination plan including and annual list of planned activities and events June 2008 Review effectiveness of the Partnership governance and Dec 2008 strategic objectives
City Centre Work Programme Delivery Date Increase the national profile and Government support for the City Centre including recognition in NPF 2 Ongoing Develop a new Partnership work plan for 2008 onwards March 2008 Develop new funding mechanisms to deliver key infrastructure Ongoing Prepare development briefs for Princes St Blocks/planning approvals in an efficient and timeous manner Ongoing Produce City centre public realm strategy April 2008 Secure funding to support ongoing Design Team work (current funding in place to August 2007) June 2008 Promote high impact partnership projects that add value and momentum to City Centre vision Ongoing City Centre Development Strategy April 2008 Secure EU funding for public realm maintenance work April 2008 Increase the national profile and Government support for the City Centre including recognition in NPF 2 Ongoing
City Development Service Plan 2008-11 45
Economic Development Performance Measures Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Develop the City economy Percentage of people Move people into employment by Customer 2/ED/1 and promote equality of recruited from priority N/A 50% 60% 60% providing training programmes Service access client groups
Develop the City economy Percentage of people Move people into employment by Customer 2/ED/2 and promote equality of completing training into 60% 60% 60% 60% providing training programmes Service access employment
Develop the City economy Percentage of people Move people into employment by Customer 2/ED/3 and promote equality of recruited from priority N/A 50% 60% 60% providing training programmes Service access client groups
Develop the City economy Percentage of people Move people into employment by Customer 2/ED/4 and promote equality of completing training into 60% 60% 60% 60% providing training programmes Service access employment Produce qualitative and quantitative Produce Economic Develop the City economy information to highlight the impact of Development Access to Customer 2/ED/5 and promote equality of Council and partner activities on the Employment Annual report N/A 5 5 5 Service access “Joined Up for Jobs” strategic and the Working Capital objectives. Bulletin. To promote the city and communicate Develop the City economy with, inform and influence key Number of Issues of Business 2/ED/6 and promote equality of decision-makers and opinion formers 4 4 4 4 “Capital Review” published Processes access through the quarterly economic bulletin on the city economy ETAG Plan 2008, published Work with partners in the private and Dec 2007. Deliver activity public sectors to deliver actions Develop the City economy programme to achieve identified and agreed in the ETAG Business 4/ED/7 and promote equality of target growth by March N/A 100% ~ ~ Action Plan 2008, within the overall Processes access 2009. aim of increasing tourism revenue in
the city by 63% by 2015.
Ensure that Edinburgh's Winter Festivals has robust information to provide an accurate evaluation as to Yearly market research Achieve improved and cost- the level of return on investment in programme completed and Customer 2/ED/8 effective service delivery in terms of economic impact, quality of business plan objectives N/A 100% 100% 100% Service consultation with users visitor experience and visitor profile reviewed and reported. by managing a market and customer research programme
46 City Development Service Plan 2008-11
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08 Number of monitoring / To ensure Council Development progress reports submitted. Companies perform in a manner that Based on ; Achieve improved and cost- is accountable and meets Council Financial performance Business 5/ED/9 effective service delivery in 10 12 12 12 objectives by producing appropriate Customer/community Processes consultation with users monitoring / support for each Arms outputs Length Companies Development Governance Work with Partners in the public and private sectors to deliver actions Workplan approved by Co-ordinate and implement identified and agreed in the City Partnership Board and Business ED/10 major development and N/A 100% TBC TBC Centre Development Workplan 2008 review of performance by Processes regeneration projects within the overall aim of delivering end of 2008 the vision for the City Centre Work with Partners in the public and private sectors to deliver actions Workplan approved by Co-ordinate and implement identified and agreed in the Partnership Board and Business ED/11 major development and Waterfront Development Workplan N/A 100% TBC TBC review of performance by Processes regeneration projects 2008 within the overall aim of end of 2008 delivering the vision for the Edinburgh Waterfront
City Development Service Plan 2008-11 47
Planning Planning
The Planning Service is charged with setting the vision for the physical development of the City and managing current development through the Development Planning, incl. Built Development Management, including Service Development, including Best statutory town planning service. and Natural Heritage and Planning Enforcement, Licensing and Street Naming Value and Data Management It is also responsible for a series information of business planning and co- ordination activities for the Department including data management coordination. The Service is divided into three organisational groups as follows:
• Development Management
• Development Planning • Service Development Challenges for the Planning Service
The Planning system is undergoing significant structural, operational and cultural change as a result of the Scottish Government’s reform agenda. It must also respond to Council reforms which affect the way in which Planning issues integrate with local community planning issues and other service reforms. These are set within a national context of political acceptance of the under-resourcing of planning services relative to the delivery of priority outcomes. In its budget for 2007- 2010, the Council allocated additional resources to deliver a more effective Planning service and to progress priority initiatives to support the development of the City Centre through promotion of quality design and partnership working in the Waterfront and City Centre areas. These resources have been used to restructure the service, take forward improvements in service delivery and to create a basis from which to address new responsibilities for the planning authority which the Government will introduce, starting in late 2008/early 2009. Improving customer focus is both a national priority and also an action in the Council’s Best Value Improvement Plan. In the next three years, Planning will face the following specific challenges:
• Legislative and procedural reforms associated with the 2006 Planning Act – implications for additional planning authority responsibilities, additional costs of service delivery, city-region joint working recruitment of new staff and retraining of existing staff
48 City Development Service Plan 2008-11
• Cultural changes associated with the 2006 Planning Act and the Council’s local community planning/ neighbourhood management agenda – implications for relationships with developers and external organisations, earlier engagement with the community and greater customer focus.
• Continued economic growth of the City leading to significant and complex Planning projects to deliver the necessary infrastructure and high quality of environment – increased project management of major development proposals, maximising the benefits from planning agreements, and the development of proactive engagement mechanisms.
• The need to support development partnerships in the strategic growth areas of the City Centre, the Waterfront, West Edinburgh and the BioQuarter - facilitate an integrated multi-disciplinary approach to their development.
• New ways of working associated with further delivery of e-planning components under the Scottish Government’s programme – financial implications for retraining of staff and continued development of ICT systems.
• The need to sustain and integrate data systems that support a range of services – implications for the Corporate Address Gazetteer and Geographical Information Systems which are Council-wide resources.
The Development Management Service delivers:
• What - the statutory development management (formerly development control) service includes the processing of planning applications and related consents under the Town and Country Planning legislation. This includes planning and design advice to developers in the pursuit of the Council’s planning policy objectives. The service also provides the planning enforcement, appeals, developer contributions and an input to licensing services. It handles one of the largest casework loads of any local planning authority in the UK with around 5300 planning applications and 800 enforcement cases per year. The service interacts with a full range of development interests from the multinational developer to the individual householder. There are high levels of community representation on development proposals that must be taken into account in reaching recommendations on applications. A wide range of consultees is involved in the process and some decisions have to be referred to government for final approval. The implementation of approved applications is monitored. The service generates around £1.75 million in application fees, the levels of which are set by the Scottish Parliament. There are many planning applications excluded from fee income, particularly those affecting listed buildings.
• Why - the service aims to achieve positive development outcomes on the ground, by accommodating change where appropriate and securing new investment to assist the growth of the City and the development of communities. Decisions are made that reflect the balance between the needs of the individual and those of the wider community.
• What for - development management, enforcement, appeals and developer contributions are all statutory responsibilities under the Planning etc. (Scotland) Act 2006 and other related legislation. They also contribute to the corporate priorities of the Council particularly in terms of the City environment, including public realm improvement, and the development of the economy.
• Pressures - the planning application service operates with a high caseload per officer ratio. The Scottish Government’s reform of the planning system requires significant change towards a more proactive engagement with development interests and the community at earlier stages in the preparation of development proposals. A culture change programme is being implemented to promote new ways of working by all stakeholders in the planning system. The service is pursuing continuous improvement of business processes and procedures in parallel with e-planning and national reform agendas.
• How well – performance has improved and overall the service is now determining applications at above national average levels. Timescales for dealing with major development proposals remain challenging in a complex and sensitive environment where many varied interests have to be considered. The
City Development Service Plan 2008-11 49
service has adopted the new procedures in advance of legislative change so that maximum benefit can be pursued from front-loading stakeholder involvement to provide greater certainty and speed up the process once an application is submitted. In future, more qualitative measures of performance will be used and there will be an increased emphasis on improving the quality and consistency of service delivered to both applicants and the community.
• Third party support – a total of £9,500 is distributed in grants to 6 organisations to support their participation in the planning process and to support wider community engagement in the planning system.
Work Programme Delivery Date Major applications: Improve performance in achieving Committee decision in 4 months March 2009 Householder applications: Improve performance in determining applications within 2 months March 2009 Deliver procedures, ICT support systems and train staff prior to commencement of new duties and procedures 2008-09 Electronic submission of applications: Improve take-up in defined types of applications March 2009 Procedural improvements: reduce the average working days to validate an application or advise the applicant of March 2009 errors
The Development Planning Service delivers:
• What – Development Planning provides the Council with planning policy services. These include preparing, implementing, monitoring and reviewing the statutory development plan and a producing a range of supplementary guidance. It also provides specialist advice on conservation, landscape, natural heritage, biodiversity, urban forestry as well as a planning information service and technical support. The service aims to ensure that planning objectives are delivered on the ground and co-ordinates the planning input to major projects such as the Waterfront, City Centre and Tram. Development plans must follow stages set out in statute but all planning policies are prepared in a transparent manner through engagement with local communities, developers and other stakeholders.
• Why - To provide a vision for the spatial development of the City and the City Region and a policy framework to guide and co-ordinate land use change. The importance of an up-to-date framework is central to the Government’s proposals for a planning system that is fit for purpose and will proactively secure sustainable urban growth, the integration of land use and transport and the co-ordination of area regeneration. The Service’s priorities for development plan reviews reflect this objective. Supplementary guidance aims to achieve a high standard of urban design and public realm, sustainable communities and environmental quality.
• What for - the preparation, monitoring and review of the Development Plan is a statutory responsibility under the Town and Country Planning legislation. Government requires plans to be regularly reviewed and kept up to date. It is a key contribution to the corporate priorities of the Council, particularly in terms of environmental quality and the development of the economy.
• Pressures - the fast changing development pressures experienced by a growing City, coupled with a statutory development plan system in need of reform; rising aspirations in terms of design, environmental standards and public participation. The Scottish Government’s proposals for the modernisation of the planning system include a new development plan system with statutory review periods and procedures to engage the community at an early stage in plan preparation, which will bring new resource implications.
50 City Development Service Plan 2008-11
• How well – The Council has full coverage of local plans adopted or finalised within five years. However the focus is now on how planning policies are implemented on the ground. There is a need to measure the overall quality of the planning service experienced by its customers.
• Third Party Support – revenue grants totalling £150,000 are distributed to Edinburgh & Lothians Greenspace Trust, Water of Leith Conservation Trust and the Edinburgh World Heritage Trust to secure environmental and heritage quality. A £440K grant for capital projects is paid to Edinburgh World Heritage.
Work Programme Delivery Date Modernisation – set up new strategic development plan authority 2008 Development Plan review - Strategic Development Plan for the City-Region: submit to Ministers 2010 Development Plan review – adopt Edinburgh City Local Plan 2009 Customer Care – introduce quality assessment process and achieve ‘Good’ rating Mar 2009
The Service Development Service delivers:
• What - Service Development has delivered the main business planning activities for the Department including the coordination of Best Value, service planning, performance management and risk management. It ensures compliance with Equalities and Freedom of Information requirements. ICT development is coordinated for the Department in the context of the Council’s Smart City Strategy and data management services are provided to support e-government objectives, including the Corporate Address Gazetteer and Geographical Information Systems. In addition, the Street Naming service has been added to the Data Management service. However, as Service Planning has increasingly been mainstreamed into the work of the Department the need for an explicit Service Development service has changed. As identified as part of the Council Review 2007, the business need of the Department has changed, as the Council has changed, to one where the need is now for greater professional support for the Directorate. During the lifetime of this Plan the Service Development Service will be refocused and primarily assimilated into the Directorate.
• Why - the Department relies on quality management information and data systems in order to deliver its services to meet Best Value requirements. Service Development promotes new ways of working in pursuit of efficient government objectives and to support the achievement of performance improvements across a wide range of Departmental activities.
• What for - the duty of Best Value is a requirement under the Local Government in Scotland Act 2003. Other activities support the Department’s role in corporate initiatives of the Council.
• Pressures – The Service acts as a principal link between the Department and the wider Council on a range of corporate initiatives. As the number of these grows it puts significant pressure on the limited staff resource available.
• How well – The business planning activities are reported through the Department’s management team and assessed via the service plan and performance reports at the Council’s Committees.
Work Programme Delivery Date Complete the restructuring of the service to refocus as a Directorate support May 2008
City Development Service Plan 2008-11 51
Work Programme Delivery Date Promote the completion of the Improvement Plan for City Development to meet the recommendations of the March 2009 Council’s Best Value Audit Report and contribute to corporate work in this area Promote the completion of the Improvement Plan for City Development to meet the requirements of the March 2009 Council’s IiP Audit Report and contribute to corporate work in this area Promote the use of the Corporate Address Gazetteer across all Council services March 2009
52 City Development Service Plan 2008-11
Planning Performance Measures Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Improve our position on the Scottish No of applications dealt Achieve improved and cost- Government’s national tables by with in 2 months (a new Business 5/P/1 effective service delivery in improving performance in handling national measure is 80% 85% n/a n/a Processes consultation with users householder applications in under two expected to be introduced months by Government in 2009)
Improve our position on the Scottish No of applications dealt Achieve improved and cost- Government's National tables by with in 4 months (a new Business 5/P/2 effective service delivery in improving performance in handling national measure is 53% 50% n/a n/a Processes consultation with users major applications in under four expected to be introduced months by Government in 2009)
Promotion to Improve the delivery of the statutory Further stakeholder Achieve improved and cost- service of Development Management Percentage of defined delivery of Business groups 5/P/3 effective service delivery in through an integrated e-planning types of applications n/a new n/a Processes following consultation with users system by improving the take-up of submitted electronically functionality CEC and electronically submitted applications for system national investment
First Develop with partners a statutory meeting Prepare strategies to guide planning authority for Edinburgh and Business within three 1/P/4 the sustainable development Formation of the authority n/a n/a n/a South East Scotland when legislation Processes months of of the City in place. legislation taking effect
Complete Maintain an up-to-date framework of Prepare Submit Prepare strategies to guide baseline Prepare statutory plans and supplementary Reports to Planning Business Main Issues Proposed 1/P/5 the sustainable development study for new Proposed Plan planning guidance by preparing a Committee Processes Report by Plan by Mar of the City Plan by March by Mar 2010 strategic development plan. Mar 2009 2011 2008
Maintain an up-to-date framework of Prepare strategies to guide Report on Hold PLI by statutory plans and supplementary Reports to Planning Business Adopt ECLP 1/P/6 the sustainable development Objections by end Dec n/a planning guidance. by preparing an Committee Processes by Dec 2009 of the City end Dec 2007 2008 Edinburgh City Local Plan
City Development Service Plan 2008-11 53
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Maintain an up-to-date framework of Prepare Prepare strategies to guide statutory plans and supplementary Reports to Planning Business finalised 1/P/7 the sustainable development planning guidance by preparing an n/a n/a n/a Committee Processes Alteration of the City Alteration to the Rural West by Mar 2009 Edinburgh Local Plan
1 working Reduce the average day for e- Achieve continuous improvement in working days to validate an submitted our position on the Scottish Achieve improved and cost- application or advise the applications Government's National tables by Customer 3 working 5/P/8 effective service delivery in applicant of errors (after and 3 n/a n/a improve the efficiency of the Service days consultation with users 2009, targets to be revised working registration process for planning after review of electronic days for applications application submissions) paper applications
Re-training Review of integrated Staff develop- community working and ment to cover Deliver a programme to promote Target training and groups and agree Achieve improved and cost- 100% of P&S cultural change amongst all development activities to Customer internal CEC measures to 5/P/9 effective service delivery in staff with n/a stakeholders - in support of the key groups and measure Service consultees use in consultation with users feedback planning reforms effectiveness with monitoring analysis by feedback effectiveness March 2008 analysis by by March March 2009 2010
Establish new local Use of design scorecard. To be To be Pilot new performance assessment performance Achieve improved and cost- Apply quality of planning reviewed to reviewed to techniques to broaden the measure of Customer assessment 5/P/10 effective service delivery in services checklist to n/a comply with comply with quality of service, in advance of a new Service framework consultation with users demonstrate breadth of national national Government defined framework and achieve service delivery. guidance guidance “good” rating
Achieve improved and cost- Improve Corporate Address Gazetteer Percentage improvement Business 5/P/11 effective service delivery in quality (with reference to national n/a 5% 5% 5% on baseline per year Processes consultation with users standards)
Achieve improved and cost- Improve Street Naming service Business n/a 5/P/12 effective service delivery in delivery by introduction of the UNI- Percentage adoption n/a 100% n/a Processes consultation with users form Street Naming module
54 City Development Service Plan 2008-11
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Percentage completion of ‘Option 2’ items
Implementation of technical and (relates to option 2 of the Achieve improved and cost- procedural aspects of geographical BT/CEC document Business 5/P/13 effective service delivery in n/a 80% 10% 10% information management “Extending the Processes consultation with users improvement project CEC-wide Development of Geographical Information and supporting business benefits”)
Achieve improved and cost- Increase usage of Corporate Address Percentage improvement Business 5/P/14 effective service delivery in n/a 10% 10% 10% Gazetteer on baseline per year Processes consultation with users
The Performance indicators for Service Development are included in the Directorate section.
City Development Service Plan 2008-11 55
Transport Transport currently comprises Transport four service areas, which collectively are charged with ensuring that the current and future needs of public transport users, drivers of vehicles, Transport Strategic Engineering pedestrians and cyclists alike Transport Services are provided in a sustainable Planning Services Services manner allowing free and safe movement about the city. Transport retains responsibility for the complete life cycle of major transport assets such as bridges and traffic signals and retains a vested interest in the maintenance of all other road network assets now being managed by Services for Communities.
The four service areas are:
• Transport Planning • Strategic Services
• Engineering Services • Transport Services Transport Planning delivers: What - Transport Planning consists of four distinct sections: Transport Policy, Transport Projects, Transport Development Management (DM) and Public Transport. Transport Policy devise, develop, deliver and monitor the Local Transport Strategy. They assist with the development of national and regional transport strategies and provide input to Structure Plans, Local Plans and the City Region Plan. Transport Projects develop, procure and deliver projects which realise the aspirations of the LTS. This includes working in partnership with the rail industry to develop heavy rail projects. As a statutory consultee in the planning process, Transport DM provides responses to applications, seeks to secure developer contributions and to assist in master planning. DM also manages the Road Construction Consent process. Public Transport develops funding opportunities for the implementation of transport policies and co-ordinate the Council’s commitment towards increasing public transport use through management of bus stops and shelters and provision of socially inclusive bus services. In addition to this on- street commitment, the Public Transport team also manages and operates the Edinburgh Bus Station. Why - To help ensure that appropriate infrastructure and transport connectivity is in place to support the economy of the city region, and that Edinburgh benefits from improved public transport, social inclusion, road safety and increases in cycling and walking in the city. These are the aims of the Local Transport Strategy (LTS). What for – Sustainable transport is a corporate priority for the Council.
56 City Development Service Plan 2008-11
Pressures – Very limited funding opportunities are available for implementation of major infrastructure projects. Limited revenue funding to meet public aspiration for improvements to public transport. Pressure on resources to enable adequate management of major development initiatives.
Work Programme Delivery Date Produce Transport Policy Monitoring Report November 2008 Prepare Funding Bids Ongoing Progress Implementation of LTS Action Plan Ongoing Develop Street Management Framework for Consultation August 2008 Lead Development of North Edinburgh Transport Study April 2008 Lead Development of City Centre Transport Study April 2008 Bustracker Expansion – Cities Growth funded March 2008 Bustracker Expansion – CIP Funded March 2011 Bus Lane Camera Enforcement Business Case Sub. April 2008 Bus Lanes- Introduction of harmonised hours of operation December 2008 Ingliston Park and Ride Expansion April 2008 Haymarket Interchange – completion of Masterplan and favoured design option May 2008 SE Edinburgh Bus Priority Framework Feasibility Study March 2008 A90 outbound Bus Priority Feasibility Study (SEStran) March 2008 Edinburgh Orbital Bus Priority Feasibility Study (SEStran) March 2008 Develop GIS bus information web-site November 2008 Deliver Access to Growth Areas Schemes October 2008 Straiton P&R September 2008 Royal Infirmary Link Road November 2011 Further Bus Stop Clearways March 2011
City Development Service Plan 2008-11 57
Strategic Services delivers:
• What – Strategic Services are currently tasked with co-ordinating CEC input into the delivery of the Edinburgh Tram Project. This major commitment has necessitated the formation of a dedicated tram team led by the Strategic Services manager. The Accident Reduction / Road Safety function previously provided by Strategic Services has therefore been relocated to within Transport Services.
• Why – The Council has a pivotal role to play in delivering many of the necessary permissions required by the tram project. It is important that there is a dedicated co-ordinating team in therefore place.
• What for – The Edinburgh Tram Project is a corporate priority for the council as it will help deliver the transport requirements of key development areas within the city therefore helping to ensure continued economic prosperity
• Pressures – A significant amount of resource has been assigned to assisting with the delivery of the tram project. It is important that the staff-time being devoted to the tram project is reflected in the planned backfilling of posts if key transport services are not to be impacted upon.
• How well – There is a robust management team in place to direct the necessary work streams and communications associated with the tram project. Regular briefings are provided to the Council Management team on progress and issues.
Work Programme Delivery Date Tram delivery February 2011
Engineering Services delivers:
• What – The service is required to undertake the management of bridges, coastal defences, flood prevention and protection measures and reservoir management. It is also tasked with the majority of designs for new or improved road, pedestrian and cycle layouts. It also provides a project delivery via skilled project management of public realm and car park projects.
• Why – Maintaining and enhancing the basic infrastructure is a pre-requisite of any city wishing to encourage and sustain economic growth. Without the maintenance programme that is currently in place, the council would not be able to afford, for example, any degree of flood protection to residents whose properties are at risk from flooding. Having design staff with the required skills to deliver significant transport improvements, as well as assess and comment on Planning Applications and Road Construction Consents with respect to flooding and structural matters, is vital if the Council is to deliver many of its aspirations.
• What for – The Roads (Scotland) Act, Coastal Protection Act, Flood Prevention Act, Reservoirs Act and New Roads and Street Works Act all dictate certain duties to be undertaken by local authorities.
• Pressures – Infrastructure maintenance continues to be under funded which affect bridges and coastal protection. A capital pressure exists with the delivery of the Flood Prevention schemes.
• How well – Flood and reservoir reports are produced every 2 years. Bi-annual inspections are undertaken of all bridges and a regular inspection regime exists for coastal protection. Finally, through the service plan and service contracts, performance indicators are monitored and reported to Council.
58 City Development Service Plan 2008-11
Work Programme Delivery Date Site supervision and contract administration duties for the Term Service Contract for Maintenance Works 31 March 2011 2007/2011 Detailed design and tender preparation for Lower Granton Road Realignment scheme 31 March 2010 Site supervision and contract administration duties for the ATGA Seafield Roundabout scheme 31 January 2009 Design, preparation and issue of tenders, contract acceptance, site supervision and contract administration 31 March 2009 duties for the annual programmes of Safer Routes to School, Accident Investigation and Prevention, new pedestrian crossing and new cycleway schemes Provision of underground car parking facilities in Chambers Street 31 March 2011 Provision of park and ride site at Straiton 30 September 2008 Completion of major public realm scheme in the Grassmarket 31 December 2008
Completion of Braid Burn Flood Prevention Scheme 30 June 2010 Appointment of contractor for Water of Leith Flood Prevention Scheme 30 September 2008
Transport Services delivers:
• What – This new service area has been formed by bringing together teams committed to making the city more accessible to all. The service manages on- street parking enforcement and general traffic control within the city. There is ongoing investment in an Urban Traffic Management Control system to improve traffic management in advance of the tram project, and the Controlled Parking Zone has recently doubled in size. The service is currently co- ordinating the council’s efforts towards reducing road traffic accidents. It manages the Council’s Road Safety Plan and, through analysis of the road accident database, identifies and prioritises future Accident Reduction schemes. The council is committed to providing 20mph schemes in residential areas and the implementation programme currently at an advanced stage. Other initiatives, such as the Lothian and Borders Safety Camera Partnership and the Kerbcraft scheme to teach school children about road safety, are also undertaken. A partnership exists with Lothian & Borders Police, Lothian Health Board and voluntary groups in order to improve safety and promote walking, cycling and public transport use for journeys to and from school and, in doing so, to reduce car dependence. This partnership is encapsulated in the Safer Routes to School initiative. Key elements include the introduction of 20mph zones around schools and assisting schools with the development of sustainable transport focussed School Travel Plans. The service is delivering initiatives aimed at providing greater access to the city for disabled and elderly citizens - such as the Taxicard and local Rail concessionary fares schemes and the Blue Badge disabled parking scheme. The service has strong linkages with Handicabs, Lothian Community Transport Services, and Lothian Shopmobility. These voluntary organisations are part-funded by the council and assist in achieving its aim of greater social inclusion.
City Development Service Plan 2008-11 59
The service plays a key role in the local administration of the national bus concessionary travel scheme.
• Why – To balance demands on limited road space by ensuring equitable use by residents, visitors, traders and businesses, it is vital that parking and traffic control measures are effectively managed. The Council believes that continued growth in private car usage is unsustainable and has therefore chosen to encourage more sustainable modes of transport to be used from school age onwards. The Council firmly believes that the city should be accessible to all citizens and therefore new road layouts, travel concessions and travel initiatives are all geared towards achieving greater social inclusion. Intelligent transport systems will seek to make best use of available capacity in the network. Local Authorities are expected to achieve national road safety targets by 2010. These are a 40% reduction in the number of people killed or seriously injured in road accidents, a 50% reduction in the number of children killed or seriously injured, and a 10% reduction in the number of slight casualties.
• What for – The Council sets out its vision for Edinburgh within its Corporate Plan, which focuses very much on the social inclusiveness, safety and connectivity of the city. The road safety, parking and traffic control strategy is embedded within the Local Transport Strategy which is, in turn, embedded in the Corporate Plan. Section 39 of the 1988 Road Traffic Act states that every local authority must prepare and carry out a programme of measures designed to promote road safety and may make contributions towards the cost of measures for promoting road safety taken by other authorities or bodies.
• Pressures –There is an ongoing need to address the issue of aging traffic signals equipment. There has been an increase in the number of new installations whilst existing stock is becoming obsolete.
• How well – A performance indicator exists to monitor success at accident reduction and an annual review is undertaken of accident statistics.
• Third Party Payments - Transport will provide approximately £580,000 during 2008/09 to voluntary service organisations with the principal recipients being Handicabs Dial-a-Ride, Handicabs Dial-a-Bus, Lothian Community Transport Services and Lothian Shopmobility. These partnerships work towards the departmental objectives, particularly in respect of social inclusion.
Work Programme Delivery Date Design of strategic signs (block allocation) Mar-09 Traffic signals refurbishment (block allocation) Mar-09 Design of systems to accommodate trams on the existing road network Ongoing Traffic signals maintenance Ongoing
Operation of Urban Traffic Management and Control UTMC) systems Ongoing
Provide support and advice on traffic signals to other Transport teams on various projects (incl. TRAM) Ongoing
60 City Development Service Plan 2008-11
Work Programme Delivery Date Provide support and advice on TROs/TTROs to other Transport teams on various PTF projects (incl. TRAM) and Ongoing outside parties through the development control process.
Provide support and advice on traffic signs to other Transport teams Ongoing
Design and installation of new signs – related to Traffic Orders Ongoing
New signs – Assessment, design and implementation Ongoing Traffic data collection Ongoing Process Traffic Regulation Orders and Temporary Traffic Regulation Orders (i.e. the legislation underpinning all Ongoing traffic restrictions). Development of City Car Club Ongoing Cycling Projects - Implement cycling improvements to ensure budget spend Mar-09
Implement Safer Routes to School measures to ensure budget spend Mar-09
Provide assistance to Services to community Dept on the development of and the consultation on the Core Path Mar-09 Plan Cycling, Walking & Safer Streets (CWSS) – projects e.g. cycle parking, pedestrian crossing, 20mph zones and Mar-09 cycle routes (subject to announcement of continuing funding from Scottish Government) Provide assistance to all interested schools on the development of school travel plans Mar-09
Perform a professional client role in the provision of the Road User Safety Audit service Mar-09
Process all applications for the Blue Badge Disabled Parking scheme received by 1 February 09/10/11 Mar-09
Process all applications for the Taxicard scheme received by 1 February 09/10/11 Mar-09
Process all invoices for the local Rail concessionary travel scheme received by 1 February 09/10/11 Mar-09
Perform the reporting and monitoring roles in connection with the annual grants to Transport funded Voluntary Mar-09 Sector Transport Operators
City Development Service Plan 2008-11 61
Work Programme Delivery Date Transition to new operating system for application/validation support in connection with the national bus Apr 08 concessionary travel scheme Maintain the Scottish Government annual grant funded local Urban Community Transport / Demand Responsive Mar 09 Transport project (May potentially be devolved to SEStrans) Enforcement of decriminalised Greenways Restrictions Nov 07 - Ongoing Enforcement of Extended Controlled Parking Zones Ongoing Development of online parking permit application scheme March 08 - Ongoing Produce The Edinburgh Road Safety Plan 2009-2010 Dec 2008 Accident Reduction (Block Allocation) Ongoing Analyse accidents city wide and select, prepare accident reduction scheme briefs. Construct accident reduction schemes to match funding. 20mph Zones In Residential Areas (Block Allocation) Ongoing Develop re-prioritised list for 20mph zone (residential area) implementation. Design, consult on and install 20mph zones to match funding. Maintain a GIS based accident database from personal injury road accident data supplied by Lothian and Ongoing Borders Police. Deliver the Kerbcraft child pedestrian training scheme. Ongoing
Pedestrian Crossings (Block Allocation) Ongoing Consult on and install pedestrian crossings to match funding.
62 City Development Service Plan 2008-11
Transport Performance Measures Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Preparation Approved by Prepare strategies to guide Ensure the Council has a clear policy Annual Annual Annual Implementation and Business Council 1/T/1 the sustainable development base for developing it's transport Monitoring Monitoring Monitoring monitoring of the Local Processes November of the City services and their delivery Report Report Report Transport Strategy 2006
Achieve improved and cost- Ensure that the bus station provides a % of customers satisfied Customer 5/T/2 effective service delivery in quality experience for bus users by 75% 75% 75% 80% with the Bus Station Service consultation with users measuring customer satisfaction
% of those planning Achieve improved and cost- applications requiring Business 5/T/3 effective service delivery in Monitor response times transport input which 70% 70% 70% 75% Processes consultation with users receive an initial Transport response within 3 weeks
% of draft Road Achieve improved and cost- Construction Consents Business 5/T/4 effective service delivery in Monitor response times 50% 50% 50% 55% issued within 2 months of Processes consultation with users submission
Sustain and improve the Ensure bridges are safe and reliable, % of bridges inspected Business 4/T/5 quality of life in local inspecting and carrying out safety 50% 50% 50% 50% every year. Processes communities measures where necessary.
% of the watercourse network inspected at the Sustain and improve the Reduce risk of flooding to properties, frequencies detailed in the Business 4/T/6 quality of life in local by inspecting and maintaining 100% 100% 100% 100% Bridges & Flood Prevention Processes communities watercourses Quality Management System
Provide a good service by ensuring Sustain and improve the that Capital schemes are undertaken Post-construction Customer 4/T/7 quality of life in local in a professional manner and that the questionnaire: % of 75 80 80 80 Service communities schemes bring a recognised benefit to satisfied customers the local community
City Development Service Plan 2008-11 63
Previous Indicators 2008/09 2009/10 2010/11 Ref Departmental Objectives Action Indicators / Measure Target Type target target target 2007/08
Road Safety assessment: Sustain and improve the Learning from accidents to improve % reduction in accidents at Business 4/T/8 quality of life in local 33% 33% 33% 35% road safety. sites following introduction Processes communities of AIP measures.
Sustain and improve the Infrastructure assessment: Ensuring that reported traffic signal Business 4/T/9 quality of life in local Traffic Signal repair time 8hrs 8hrs 8hrs 8hrs outages are repaired timeously Processes communities (average).
Provide a good service by responding Develop the organisation and to customer correspondence in a % Customer satisfaction Customer 4/T/10 75% 80% 80% 80% its staff manner that meets customer with correspondence Service expectations.
Sustain and improve the % of Penalty Charge Provide a good service in managing Customer 4/T/11 quality of life in local Notices cancelled due to 1% 0.9% 0.9% 0.9% the use of roadside space Service communities Parking Attendant Error
64 City Development Service Plan 2008-11
SECTION THREE – A FINANCIAL OVERVIEW
This section explains the financial positions for the Department over the lifetime of this Plan, 2008 to 2011. It highlights the most significant factors on the department’s financial position over the next 3 years
The Service Plan is based on resource allocations to the department for the three financial years to 31 March 2011. The most significant factors on the department’s financial position over the next 3 years can be summarised as follows: • Additional £500,000 per annum for property improvements • Savings of £600,000 per annum from further rationalisation of Council Property
• Staff savings of over £500,000, partly from voluntary severance • The generation of additional parking income from increased charges and the extension of the controlled parking zone. The dependence on income streams continues to be the greatest risk to the achievement of the financial plans. Other areas of uncertainty include the financial impact of the new Planning Act and the eventual cost of the office portfolio. The most significant capital projects continue to be the Tram project and the Flood Prevention Schemes for the Braidburn and the Water of Leith. Other important projects include Straiton Park and Ride, Public Realm improvements and improvement to the Council’s property portfolio.
Revenue Budget The roll-forward of the 3 year budget to 2008-11 allocated the following revenue budgets to City Development:
• 2008-9: £ 26,662,000 • 2009-10: £ 24,994,000 • 20010-11: £ 23,899,000
The issues for the four service divisions are summarised below.
City Development Service Plan 2008-11 65
Corporate Property and Contingency Planning Additional funding has been allocated to the corporate offices, to offset cost pressures including the requirement to retain additional buildings following the move to Waverley Court. In addition, the division is leading a further round of office rationalisation which aims to achieve £600,000 of savings per annum and additional Capital receipts. There are continued pressures on building maintenance budgets and an increase of funding of £500,000 per year has been provided in the budget to address this. The division has to meet the challenge of declining income in Property Services. This is being addressed by reducing staff to match the reduction in workload.
Planning The new planning act places additional responsibilities on Local Authorities. Additional funding has been provided in the budget to help discharge these responsibilities. Economic Development
The budget provides for the reinstatement of the post of Head of Economic Development and additional funding for inward investment. Additional responsibilities, staff and funding are to be transferred from Scottish Enterprise and the budget will have to be adjusted to reflect this. Transport The extension of the CPZ, together with an increase in parking charges provides the majority of the division’s savings. The range of supported bus services provided has been reviewed, resulting in the discontinuing of services that do not provide value for money. The division has also generated significant savings in staff costs and in electricity and telephone costs. Capital Investment Programme The departmental Capital Investment Programme 2007-10 totals £85.9m. The Transport division has the largest share of the capital programme. Projects in this area include improvements to structures and flood and costal protection, road safety schemes and public transport improvements. Major one-off projects include:
• Edinburgh Tram Network - £545m • Flood Prevention Schemes - £40m • Completion of Public Realm Project £3.5m (CEC Share) Additional Funding Following the implementation of the new concordat between the Scottish Government and Local Authorities, projects previously funded from ring-fenced are now funded from the Council’s increased core allocation. This provides more flexibility in how the department uses its capital allocation and removes previous problems associated with limited carry forward arrangements.
66 City Development Service Plan 2008-11
Department Objective Financial Summary
Budget Budget Budget Adjustments Adjustments Adjustments Budget 2010/2011 Division 2007/2008 2008/2009 2009/2010 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Directorate 2,961 315 3,276 -218 3,057 60 3,118
CP&CP 15,557 2,209 17,766 -531 17,235 -942 16,294
Economic Development 5,054 -38 5,016 -850 4,167 -12 4,155
Planning 5,972 424 6,396 -680 5,717 161 5,878
Transport -5,147 -646 -5,792 610 -5,183 -362 -5,545
Net Expenditure 24,397 2,265 26,662 -1,668 24,994 -1,095 23,899
City Development Service Plan 2008-11 67
Subjective Summaries – Department (Including FFF)
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 29,552 -435 29,117 1,035 30,152 774 30,926
Property Costs 21,292 1,687 22,980 -206 22,773 -1,068 21,705
Supplies and Services 622 -52 570 -2 568 0 568
Transport 7,259 -436 6,823 11 6,834 5 6,839
Third Part Payments 23,976 -3,131 20,844 -217 20,627 -46 20,581 Transfer Payments 512 0 512 -0 512 -40 472
Support Services 485 0 485 0 485 0 485
Gross Expenditure 83,698 -2,368 81,331 620 81,951 -375 81,576
Income -59,301 4,632 -54,669 -2,288 -56,957 -720 -57,677
Net Expenditure 24,397 2,265 26,662 -1,668 24,994 -1,095 23,899
68 City Development Service Plan 2008-11
Subjective Summaries – Directorate
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 1,678 65 1,743 26 1,769 -103 1,666
Property Costs 0 0 0 0 0 0 0
Supplies and Services 6 0 6 0 6 0 6
Transport 1,199 87 1,286 -64 1,222 5 1,227
Third Part Payments 78 162 241 -180 61 158 219 Transfer Payments 2,961 315 3,276 -218 3,057 60 3,118
Gross Expenditure 0 0 0 0 0 0 0
Income 2,961 315 3,276 -218 3,057 60 3,118
Net Expenditure 1,678 65 1,743 26 1,769 -103 1,666
City Development Service Plan 2008-11 69
Subjective Summaries – Corporate Property and Contingency Planning (Incl. FFF)
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 14,464 -193 14,271 136 14,407 455 14,861
Property Costs 20,281 1,688 21,969 -211 21,757 -1,076 20,682
Supplies and Services 378 -13 365 0 365 0 365
Transport 3,235 -53 3,182 0 3,182 0 3,182
Third Part Payments 4,496 -268 4,228 24 4,252 0 4,252
Support Services 485 0 485 0 485 0 485
Gross Expenditure 43,339 1,162 44,500 -52 44,448 -621 43,827
Income -27,782 1,048 -26,734 -479 -27,213 -321 -27,534
Net Expenditure 15,557 2,209 17,766 -531 17,235 -942 16,294
70 City Development Service Plan 2008-11
Subjective Summaries – Economic Development
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 2,132 -335 1,797 68 1,865 64 1,928
Property Costs 59 -26 32 0 32 0 33
Supplies and Services 97 -37 60 0 60 0 60
Transport 720 -113 607 0 607 0 607
Third Part Payments 5,222 -1,289 3,933 -115 3,818 -73 3,745
Gross Expenditure 8,229 -1,800 6,429 -47 6,382 -9 6,373
Income -3,174 1,762 -1,413 -802 -2,215 -3 -2,218
Net Expenditure 5,054 -38 5,016 -850 4,167 -12 4,155
City Development Service Plan 2008-11 71
Subjective Summaries – Planning
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 5,351 421 5,772 332 6,104 177 6,280
Property Costs 12 -2 10 0 10 0 10
Supplies and Services 15 -5 10 0 10 0 10
Transport 521 175 695 -300 395 0 395
Third Part Payments 2,225 -455 1,769 -707 1,062 -10 1,052
Gross Expenditure 8,122 133 8,255 -675 7,581 167 7,747
Income -2,150 291 -1,859 -5 -1,864 -6 -1,870
Net Expenditure 5,972 424 6,396 -680 5,717 161 5,878
72 City Development Service Plan 2008-11
Subjective Summaries – Transport
Budget Budget Budget Budget Adjustments Adjustments Adjustments Subject Area 2007/2008 2008/2009 2009/2010 2010/2011 (£000) (£000) (£000) (£000) (£000) (£000) (£000)
Employees 5,928 -393 5,535 474 6,008 181 6,190
Property Costs 941 28 969 5 974 7 981
Supplies and Services 127 2 130 -2 127 0 127
Transport 1,585 -532 1,053 375 1,428 0 1,428
Third Part Payments 11,955 -1,282 10,673 761 11,434 -121 11,313 Transfer Payments 512 0 512 -0 512 -40 472
Gross Expenditure 21,048 -2,177 18,871 1,612 20,483 28 20,511
Income -26,195 1,532 -24,663 -1,002 -25,665 -390 -26,055
Net Expenditure -5,147 -646 -5,792 610 -5,183 -362 -5,545
City Development Service Plan 2008-11 73
Appendix One - Risk Management
In carrying out any activity there are factors, or pressures, that can influence the ability to achieve the desired outcome. The management of these risks is an integral part of the majority of the services that the City of Edinburgh council provides. Illustrated in the table that follows are the top risks currently being faced by this Department. Risk Management is a continuous process and risk is constantly reviewed.
Risk level How it is being Impact Probability Risk Risk Ref. Risk title Description of Risk (High/ Med/ Preventative actions managed? (1-5) (1-5) Owner Low) There is a risk that The decision to move inflationary pressures The FFF 2 project is from the planning to from construction, rent, currently being prepared implementation phase rates, energy costs and in discussion with the will be determined by repairs and maintenance Director of Finance and the definition and Fit for Future 2 CDD1 could mean that Council Management 4 4 High acceptability of the Bill Ness Project resources are insufficient Team members. There corporate risk at the to provide the required is an issue of identifying Council Management standard of office the shared risks for the Team and Corporate accommodation for the Council. Asset Management Council. Group. How the Council prepares and manages major incidents carries an ongoing risk, in two Emergency Plan forms. Firstly there is stipulates specific A portfolio of Emergency our capacity to carryout courses of action Plans exists for a range our emergency planning (including exclusion and Emergency Planning of major incidents. CDD2 duties. Secondly there is 5 2 medium monitoring zones) Bill Ness and Major Incidents Contingency plans are the impact that an should the emergency drawn up to support incident, such as Avian happen, including close business continuity. Flu or a terrorist attack, working with Corporate would have on the ability Communications of the Council to continue to deliver its services.
74 City Development Service Plan 2008-11
Risk level How it is being Impact Probability Risk Risk Ref. Risk title Description of Risk (High/ Med/ Preventative actions managed? (1-5) (1-5) Owner Low) How the Council prepares and manages major breakdowns in business continuity, in A portfolio of Business two forms. Firstly there Continuity Plans exists Business Continuity is our capacity to for each service area. Plans stipulate specific CDD3 Business Continuity 5 2 medium Bill Ness carryout our emergency Contingency plans are courses of action should cover following a service drawn up to support a service failure occur. failure. Secondly there business continuity. is the longer term impact on wider service provision. Scottish Enterprise - in its former existence as Scottish Enterprise, Edinburgh and Lothians – was a significant partner and funder of Department is joint ventures, co-funded Alternative funding maintaining contact with Project Funding and projects, and emerging arrangement being CDD4 these organisations to 4 4 medium Dave Anderson Partnerships projects. Their examined and early-exit ensure early warning of restructuring and strategies devised. potential issue. changes to the priorities of the Scottish Government, has placed some pressure on projects and partnership funding At present the Council is Tolerating this risk, There is a risk that the but work is being Examination of levels of capital receipts commenced as to the reinvestment programme cannot be sustained manner that future to make the most from CDD5 Capital Receipts beyond 2009. This will 5 4 High investment decisions Bill Ness the public pound have an impact on the are clear as to the generated from current Council’s ability to fund potential income levels capital receipts. future investment. that can be realistically expected to address demand.
City Development Service Plan 2008-11 75
Risk level How it is being Impact Probability Risk Risk Ref. Risk title Description of Risk (High/ Med/ Preventative actions managed? (1-5) (1-5) Owner Low) Specific risk in relation to Festival funding where shortfalls exist. A failure to secure alternative funding could jeopardise these festivals. While Examining alternative service impact on the commercial income Alternative income Festivals and City Council would be generating streams, CDD6 5 4 High streams being Dave Anderson Reputation minimal, reputation through ticket sales, examined. impact on the city could charges and sponsorship be significant, as to bridge gap. evidenced in the weather-related cancellation of the Winter Festivals 3 years ago. There is a risk that the 2006 Planning Act will result in significant additional resource pressures and/or Continue to work with Estimates of total cost of reduced income once the the Scottish providing such services details of implementation Government and COSLA have been identified and are clarified. During the to ensure implications CDD6 Planning Act formed part of the case 4 3 medium Alan Henderson next 12 months, costs of the Act are fully to the Scottish associated with the new understood and Parliament on the impact arrangements for sufficient resource of the Bill. planning will be the allocated. subject of discussions between the Scottish Government and planning authorities There is a risk that part Increased provision to Develop Road Asset of the Council’s core current revenue and Management Plan for the infrastructure could fail, capital budgets for Major Transport entirety of the road CDD7 causing threatening 4 2 medium structures has been Marshall Poulton Infrastructure network in liaison with public safety, causing provided. More funding Services for major disruptions and would reduce the risk Communities. additional capital costs. further.
76 City Development Service Plan 2008-11
Risk level How it is being Impact Probability Risk Risk Ref. Risk title Description of Risk (High/ Med/ Preventative actions managed? (1-5) (1-5) Owner Low) Tram and Business case was approved in December 2006. There are inherent risks associated with the Phased introduction of On-going management implementation of a the tram network with Tram Project - of the TRAM contract to CDD8 project of this scale and council funding to come 4 3 medium Marshall Poulton implementation ensure project control is nature. The project is from land sales and executed. moving towards a developer contributions. significant milestone in terms of financial close and on to the implementation stage. Where possible, risks are being minimised through the use of trend analysis in the different market Continuous promotion There is a risk that segments to give early of services to parking income (Over indications of any customers. £18m per annum) could variation in forecast Restructuring, through be severely reduced due income levels. Collection the Council Review to factors including non of parking income is process, to reflect the CDD9 Parking Income performance by the 5 3 High Marshall Poulton outsourced under a changing nature of parking contractor, recently negotiated some income streams. policy changes, parking contract. The economic trends and contractor is incentivised The parking manager major road works in the to maximise regularly reviews city centre. performance. However income projections. the contractor has no control over wider trends affecting parking. There is a risk that The decision to move inflationary pressures The FFF 2 project is from the planning to from construction, rent, currently being prepared implementation phase rates, energy costs and in discussion with the will be determined by repairs and maintenance Director of Finance and the definition and Fit for Future 2 CDD10 could mean that Council Management 4 4 High acceptability of the Bill Ness Project resources are insufficient Team members. There corporate risk at the to provide the required is an issue of identifying Council Management standard of office the shared risks for the Team and Corporate accommodation for the Council. Asset Management Council. Group.
City Development Service Plan 2008-11 77
City Development Risk Register Map
5 High
CDD1 CDD4CDD6 CDD5 4
CDD7 CDD9 CDD10 3
CDD3
CDD2 2 Likelihood (1-5) CDD8
1 Low
0 012345 Low High Impact (1-5)
78 City Development Service Plan 2008-11
Appendix Two - Staffing Profile
City Development is part way through restructuring its services as to implement its portion of the Council Review 2007. So far this has seen additional staff transfer into the Corporate Property & Contingency Planning Service. While there have been some minor changes elsewhere in the Department, further changes will follow. In some areas this is likely to result in additional staff resource and in others a rationalisation of staff may be required as programmes such as our Capital programme reduce. In other areas there will be reallocation of resources between services, such as the staff due to relocate from Scottish Enterprise. As the exact figures for all these changes are as yet unknown we have sought to reflect the likely impacts by presenting them as trend arrows.
Service Division 2007/2008 FTE 2008/200942 FTE 2009/2010 FTE 2010/2011 FTE
Directorate 4 6
Corporate Property & 481.5 392.9 Contingency Planning
Economic Development 55 53.14
Planning & Strategy 143.5 135.74
Transport 186 168
Total FTE equivalent number 870 751.02 of staff
City Development Service Plan 2008-11 79
Glossary of Terms
Term Definition Asset Management Asset management is commonly defined as the full life cycle management of assets (e.g. land and property including farmland, Plan industrial premises, vacant or derelict land, social housing, schools, offices, social work buildings, care homes, cultural and leisure facilities, depots, roads and bridges).in order to maximise their advantage. It covers site acquisition and disposal, the replacement and remodelling of buildings, roads and bridges to include extensions and improvements, plus the management and maintenance of such capital infrastructure assets. From a financial standpoint, regard must also be made to the opportunity cost of such assets, i.e. the costs of having capital tied up in the asset rather than available for investment.43 Best Value Best Value is a legal duty on local authorities to make arrangements to secure continuous improvement in performance while maintaining an appropriate balance between quality and cost. In making those arrangements, and securing that balance, local authorities must seek to balance economy, efficiency, effectiveness, and the equal opportunities requirements and to contribute to the achievement of sustainable development44. Capital Expenditure Capital expenditure is generally expenditure on items that produce benefits for periods longer than a year, e.g. construction of a new building. See also Revenue Charter Mark (CM) Is a powerful, easy to use, tool to help everyone in the organisation focus on and improve customer service. Achievement of the standard is recognised by awarding the right to display the Charter Mark logo. Community Community planning45 is the process of improving services and quality of life through joint action by the Council working together with Planning partner organisations, stakeholders and communities. Corporate Plan Corporate Plan46 identifies the most important issues that are facing the Council. It shows how, as a Council, we are: tackling the Commitments strategic issues and services that matter to the public; working with our partners to improve services to the public; and improving our own performance. The commitments set out what the Council is seeking to achieve during the Corporate Plans life (2004-2007). ICT ICT stands for Information and Communication Technology. It is the integration of computers and telecommunication technology to allow what is termed as multi-channel access, e.g. you can access information by phone, internet, email, mobile phone, digital TV, etc. Investors in People The national standard which sets a level of good practice for training and development of people to achieve business goals. (IIP) Key Performance are used to set improvement targets and to measure the effectiveness of service delivery. Indicator (KPI) Mainstreaming Defined as ‘the integration of an equalities dimension into policy planning, decision making, implementation and evaluation.’ [equalities]
80 City Development Service Plan 2008-11
Term Definition Manifesto Similar to the Corporate Plan commitments, these set out what the ruling Labour Group is seeking the Council to deliver during its Commitments current term in office set out (2004-2007). Revenue Revenue expenditure is generally expenditure on items that produce benefits in a given year, e.g. lighting the building, which produces a short term benefit would be classified as revenue expenditure. See also Capital Expenditure Risk Management Risk management is the decision-making process involving considerations of the social, economic, and political factors involved in risk analysis to determine both the acceptability of damage that could result from an event or exposure and what, if any, action should be taken with regard to the risk of that damage. Risk is normally evaluated in relation to the ability to continue providing services. Service Plan The Service Plan sets out aims and objectives of the City Development Department, provides an explanation of the services the Department undertakes and the current service targets it has set to deliver Best Value. Significant trading There is no single definition of what constitutes a trading operation. It is rather test based, on whether a service meets both the organisation following criteria: (i) the service is provided in a ‘competitive environment’ - i.e. the user has discretion to use alternative providers; and (ii) the service is provided on a basis other than straightforward recharge of cost – i.e. users take the service on the basis of quoted lump sums, fixed periodical charges, or rates, or a combination of these. In City Development the former DLO, Edinburgh Roads Services, is a Significant trading organisation. Social Social Justice is the NATIONAL AGENDA47 to deliver a socially inclusion society. At its core are the aims of providing all citizens freedom Justice/Inclusion from poverty and an equality of opportunity. To do this the Strategy focuses on four key areas: learning, jobs, quality of life and environment – all being inter-linked and inter-dependant. Stakeholders Anyone with an interest in a delivery/receipt of a particular service, both in an active or passive role. Statutory Are set by the Accounts Commission for Scotland and are published by every council. The aim of the indicators is to give basic Performance information to every citizen on how their council is performing. Indicator (SPI) Strategic Work The Strategic Work Programme comprises a number of 'Key Activities' aimed at improving services, and forms the foundation of change 48 Programme management and modernisation within the Council. Many of the Key Activities are corporate or cross-cutting in nature. Sustainable Sustainable development is about the efficient and effective use of resources – not just environmental but social and economic Development resources. Since January 2001 the Council has had a Sustainable Development strategy49. This document also sets out the long-term visions for the Council and the community of Edinburgh. The aim of the Strategy is to integrate sustainability into all of our policies and practices and promote sustainability across Edinburgh in partnership with the community.
City Development Service Plan 2008-11 81
Service Plan Feedback Suggestions and Feedback Form How can we improve the Service Plan? Help Us to Help You The City Development Department is committed to providing quality services. The Service Plan is one tool we use to guide that quality, but is the Plan of use to you? If you have a suggestion or feedback about the Plan please tell us about it. We record the information you give and use it to improve the Plan next time around.
What to do There are several ways to submit your views. You can:
• Write - Use the form opposite. The address to send it to is included on
the form
• Phone - Contact the Service Development Team on 0131 529 3409. Please give your name and address so that we can contact you. Name • Fax - Send it to Service Development 0131 529 3998 Address
Postcode • Email - us at [email protected]
Phone number (daytime) Date
Please send this Form to: Service Development, City Development Department, Business Centre G:1, Waverley Court, 4 East Market Street, Edinburgh, EH8 8BG
82 City Development Service Plan 2008-11
Footnotes 31 Information available at: http://intranet.edinburgh.gov.uk/at+a+glance/council+policies+and+guidelines/council+strategies/investors+i 1 Available at: n+people+-+intranet.doc http://intranet.edinburgh.gov.uk/at+a+glance/about+the+council/corporate+planning+and+reporting/corporat 32 Information available at: e+plan.jsp http://intranet.edinburgh.gov.uk/at+a+glance/council+people+and+jobs/office+accommodation+changes/inde 2 Available at: http://www.improvementservice.org.uk/core-programmes/single-outcome-agreements/ x.jsp 3 Available at: 33 Information available at: http://www.improvementservice.org.uk/index.php?option=com_docman&task=doc_download&gid=1723 http://intranet.edinburgh.gov.uk/at+a+glance/council+people+and+jobs/employee+information/hr+strategy.js 4 Information available at: http://download.edinburgh.gov.uk/fullstrategy.doc p 5 Information available at: 34 Information available at: http://www.edinburgh.gov.uk/CEC/City_Development/Planning_and_Strategy/Structure_Plan/EDINBURGH_AND http://intranet.edinburgh.gov.uk/at+a+glance/council+people+and+jobs/employee+information/investors+in+ _THE_LOTHIANS_STRUCTURE_PLAN_2001.html people.jsp 6 Information available at: 35 Information available at: http://www.edinburgh.gov.uk/CEC/City_Development/Planning_and_Strategy/Local_Plans/LocalPlansIntronew. http://intranet.edinburgh.gov.uk/at+a+glance/council+people+and+jobs/employee+information/investors+in+ html people.jsp 7 Information available at: 36 Information available at: http://www.edinburgh.gov.uk/CEC/City_Development/Transport_and_Communications/LocalTransportStrategy2 http://intranet.edinburgh.gov.uk/at+a+glance/council+policies+and+guidelines/personnel+policies/performanc 004to2007/home1.html e+review+and+development.jsp 8 Information available at: http://www.local-economic- 37 Information available at: forum.com/edinburghandlothian/discussion/Delivering%20our%20Potential%20brochure.pdf http://intranet.edinburgh.gov.uk/city+development/resources/human+resources/city+development+team+talk 9 Information available at: .jsp http://www.edinburgh.gov.uk/CEC/Corporate_Services/Strategic_Support_Services/Social_Inclusion/statement. 38 Information available at: html http://intranet.edinburgh.gov.uk/at+a+glance/about+the+council/corporate+planning+and+reporting/corporat 10 Information available at: http://www.capitalcitypartnership.org/ e_plan07-11.pdf 11 Information available at: http://www.onecity.org.uk/ 39 http://www.joinedupforjobs.org.uk/workingtogether/default.shtml 12 Information available at: http://www.capitalcitypartnership.org/Documents/The_Edinburgh_Milestones.pdf 40 http://www.joinedupforjobs.org.uk/employment/docs_documents.shtml 13 Information available at: www.joinedupforjobs.org.uk 41 Access to Employment Annual Report 2006/2007 14 Information available at: http://intranet.edinburgh.gov.uk/equalities/index.jsp 42 Figures correct as at Friday, 28 March 2008 15 Information available at: http://intranet.edinburgh.gov.uk/city+development/directorate/cdd_equal_sch.xls 43 Definition as provided in the ‘Asset Management under Best Value - Advisory Note’ – Best Value Taskforce 16 Information available at: 2004. http://www.edinburgh.gov.uk/CEC/Corporate_Services/CommunityPlanningHome/index.html 44 Definition as provided in the ‘Local Government in Scotland Act 2003 Best Value Guidance’– The Scottish 17 Information available at: Ministers 2004. http://download.edinburgh.gov.uk/CommunityPlanning/Edinburgh_community_plan_2004_2010_.pdf 45 Definition as provided at: http://intranet.edinburgh.gov.uk/community+planning/index.jsp 18 Information available at: http://www.edinburgh.gov.uk/acfaa 46 Additional information available at: 19 Information available at: http://intranet.edinburgh.gov.uk/at+a+glance/about+the+council/corporate+planning+and+reporting/corporat http://www.edinburgh.gov.uk/CEC/Corporate_Services/CommunityPlanningHome/index.html e+plan.jsp 20 Information available at: 47 Information available at: http://www.scotland.gov.uk/about/DD/SI/00017415/page2108562455.aspx http://www.edinburgh.gov.uk/CEC/Corporate_Services/CommunityPlanningLocal/local_comm_plan.html 48 Information available at: 21 Information available at: http://cpol.edinburgh.gov.uk/getdoc_ext.asp?DocId=80171 http://intranet.edinburgh.gov.uk/at+a+glance/about+the+council/corporate+planning+and+reporting/council 22 Information available at: http://www.evoc.org.uk/community/documents/CompactStrategy.pdf +strategic+work+programme.jsp 23 Information available at: http://www.scotland.gov.uk/about/FCSD/LG-PERF4/00014838/Home.aspx 49 Information available at: http://download.edinburgh.gov.uk/fullstrategy.doc 24 Information available at: http://www.hmso.gov.uk/legislation/scotland/acts2003/20030001.htm 25 Information available at: http://www.scotland.gov.uk/library5/localgov/lgsbvg.pdf 26 Information available at: http://intranet.edinburgh.gov.uk/at+a+glance/best+value/best_value_report_07.pdf 27 Information available at: http://intranet.edinburgh.gov.uk/news+and+events/news+and+briefings/council+review+2007/index.jsp 28 Information available at: http://intranet.edinburgh.gov.uk/at+a+glance/about+the+council/shared+services+project+2007/index.jsp 29 Information available at: http://intranet.edinburgh.gov.uk/smart+city/index.jsp 30 Information available at: http://intranet.edinburgh.gov.uk/at+a+glance/council+people+and+jobs/employee+information/hr+strategy.js p
City Development Service Plan 2008-11 83 You can get this document in Braille, large print and various computer formats if you ask us. Please contact Interpretation and Translation Services (ITS) on 0131 242 8181 and quote reference number 08337. The ITS can also give information on community language translations. You can get more copies of this document in English by calling 0131 529 3409.