Planning Performance Framework 2021-2022
North Lanarkshire Council · 2 March 2023
Back to Planning Committee — 2 March 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Planning Committee Does this report require to be approved? ☐ Yes ☒ No Ref LB Date 02/03/23 Planning Performance Framework 2021-22 From Pamela Humphries, Chief Officer (Place) E-mail bowdenl@northlan.gov.uk Telephone Lorna Bowden, Planning and Place Manager; Tel: 07939 280460 1. Background 1.1 Since 2012 each of the planning authorities across Scotland voluntarily prepares an annual Planning Performance Framework (PPF) which sets out how their service is performing. The PPF was developed by the Heads of Planning Scotland (HOPS) and the Scottish Government to provide a document with a range of qualitative and quantitative indicators to document planning activities which assists in the drive towards consistently high-quality planning services across the country. Executive Summary This report seeks to inform the Committee of the Scottish Government’s feedback on the performance of the Planning and Place Service for the period April 2021 to March 2022 based on the Planning Performance Framework (PPF) submitted in September 2022. The Planning Performance Framework is prepared annually, and it details the performance of the service against the Key Performance Indicators, agreed with the Scottish Government. It highlights examples of good practice by using case studies and details the on-going work being undertaken by the service to deliver continuous improvement. The report also sets out the improvements that the service is focusing on in the year 2022-23. Recommendations It is recommended that the Committee consider the content of this report and endorse the actions being taken to improve performance and service delivery. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (4) Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit
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2. Report 2.1 The Planning Performance Framework is not a policy document, it provides planning authorities an opportunity to demonstrate continuous improvement, changes implemented, achievements and lessons learnt over the year. 2.2 The PPF 2021-22, was submitted to the Scottish Government in September 2022. The report sets out the achievements of the Council under four headings: • Quality of Outcomes; • Quality of Service and Engagement; • Governance; and • Culture of Continuous Improvement: 2.3 The framework was developed by the Heads of Planning Scotland (HOPS) to capture and highlight a balanced measurement of planning performance and to provide Ministers, Councils and the public with a better understanding of how a planning authority is performing and delivering high quality development on the ground. HOPS are seeking to have the current measures revised to ensure they stay up to date with current planning practice. At present the Scottish Government have only agreed to minor changes as it is their intention, under the terms of section 251B of the Planning (Scotland) Act 2019, to introduce a National Planning Improvement Co-ordinator whose role it will be to monitor the performance of all planning authorities, however this post has not yet been filled. 2.4 The case studies in the 2021-22 report focused on a range of topics: • Showing how the planning service has engaged with housebuilders, through the Developers’ Forum, to look at the challenges and opportunities to delivering new homes in North Lanarkshire. • We continued the story of the regeneration of the Ravenscraig site, looking specifically at work the council is undertaking, utilising funding from the Glasgow City Region City Deal to improve road and active travel links to and through the site and our application to the Levelling Up Fund to assist in the provision of infrastructure to facilitate the delivery of a mixed use development anchored by a community hub, and the work of Ravenscraig Limited to deliver sites for housing and business and industry. • The work the service is carrying out in partnership with Scottish Enterprise to review the proposed uses for land at Orchardton Woods in Cumbernauld which has remained undeveloped for business and industry since the days of the Development Corporation. • Building on the previous year’s case study of how we had adapted to homeworking during Coronavirus crisis and set out how we were adapting our processes again to facilitate our move to hybrid working. • Related to this is a study of how we have adapted our survey methodology for Vacant and Derelict Land, utilising digital mapping to make the process less resource intensive and less weather dependant. • Our work on tackling the aging demographic profile of our professional planning staff by enabling two of our technicians to secure the necessary qualifications to secure positions as Planning Assistants, a process which we are keen to continue as there is a severe shortage of planners foreseen in the next five to ten years.
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• Our final case study looked at changes that we have made to our handling of the issuing of decisions for delegated applications. The process is designed to reduce delays and it has been a contributary factor in our achieving improved decision-making timescales for Local and Householder applications. Feedback from Scottish Government 2.5 In 2021-22, for the 13 relevant performance markers, the Council received nine green markers, two amber and one red in the feedback from the Scottish Government. 2.6 The reason for the red marker is that at the end of 2021-22 our Local Plan was more than five years old, however, the report acknowledges that the North Lanarkshire Local Development Plan was approved for adoption in July 2022. 2.7 The Service received an amber marker for our performance on decision making, where it is expected that planning authorities will show continuous reduction in the average timescales for all development categories. 2.8 In 2021-22 for Major Applications our average timescale was slower than in 2020-21 (37.2 weeks as opposed to 28.1 weeks) however, we remain faster than the Scottish average which was 44.6 weeks. 2.9 For Local (Non-Householder) Applications our average timescale was faster than in 2020-21 (11.8 weeks as opposed to 13.9 weeks), and faster than the Scottish average of 13.5 weeks. 2.10 Our timescale for Householder applications was faster than in 2020-21 (9.0 weeks rather than 10.1), however this is slower than the Scottish average of 8.7 weeks. 2.11 The second amber marker was received because, although we have introduced new procedures for dealing with stalled sites/legacy cases and the Scottish Government acknowledges that there has been a considerable increase in the number of applications being cleared, there has only been a slight reduction in the number of cases remaining. Our new process for dealing with Legacy cases was only introduced in February 2022 so we should see an improvement in this situation when the next report is submitted. Planning Performance Framework: Service Improvement Actions 2.12 The performance report for 2021/22 is generally positive and reflects the hard work of staff who were continuing to face covid related challenges, including staff absence, during 2021/22, while at the same time supporting the development and implementation of new processes and procedures to improve efficiency and service delivery. The changes we have made in our development management processes are beginning to be reflected in the improvements to our timescales for determining Local and Householder applications. Major applications can vary greatly in complexity and scale. Our approach is to work with developers where possible to make their proposals acceptable, rather than recommending them for refusal based on initial submissions. This can of course result in longer timescales for determination but needs to be balanced against being able to successfully deliver good quality developments, sometimes on challenging sites. There are of course always areas where improvements can be made, and we have set ourselves a challenging programme of reviews being taken forward in the current year.
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2.13 During the current year (2022/23) the main areas of service improvement that we are focusing on are: Review: • Enforcement processes to consider opportunities for cross service working, particularly in relation to early information/ evidence gathering. • Metrics and geographies for the definition of 20 Minute Neighbourhoods Develop: • A standardised approach to developer contributions and strengthen our policy guidance • A streamlined and improved process for dealing with Section 69 and Section 75s • Draft Participation and Engagement Strategy for Local Development Plan 2 Implement: • A series of staff workshops on process review with a focus on performance to identify areas for improvement and to ensure the team have the information needed to perform in their role • New processes to transfer certain tasks to Technicians to improve efficiency. Continue to: • Address succession planning through recruitment and staff development • Seek opportunities for peer group and partnership working to identify service improvements • Deliver elected members training reflecting on relevant topics such as changes brought about by the new Planning Act, NPF4 and new Local Development Plan 3. Measures of success 3.1 The measures of success are not only in relation to the performance indicators that are set out in this report and in Appendix 1, but are also more qualitative in terms of ensuring that the Planning service, through its engagement with applicants and other stakeholders, contributes to the delivery of good quality development in the right locations that contribute to place making and community wellbeing. 4. Supporting documentation 4.1 The Planning Performance Framework 2020/21 can be found here: https://www.northlanarkshire.gov.uk/sites/default/files/2022- 09/North%20Lanarkshire%20Council%20Planning%20Performance%20Framework% 202021-22.pdf 4.2 The Scottish Government’s feedback on the PPF 2021/22 is attached as Appendix 1 Pamela Humphries Chief Officer of Place
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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Appendix 1 PERFORMANCE MARKERS REPORT 2021-22 Name of planning authority: North Lanarkshire Council The High Level Group on Performance agreed a set of performance markers. We have assessed your report against those markers to give an indication of priority areas for improvement action. The high level group will monitor and evaluate how the key markers have been reported and the value which they have added. The Red, Amber, Green ratings are based on the evidence provided within the PPF reports. Where no information or insufficient evidence has been provided, a ‘red’ marking has been allocated. No. Performance Marker RAG rating Comments 1 Decision-making: continuous reduction of average timescales for all development categories [Q1 - Q4] Amber Major Applications Your timescales of 37.2 weeks is slower than the previous year but faster than the Scottish average of 44.6 weeks. RAG = Amber Local (Non-Householder) Applications Your timescales of 11.8 weeks are faster than the previous year and faster than the Scottish average of 13.5 weeks. RAG = Green Householder Applications Your timescale of 9.0 weeks are faster than the previous year but slower than the Scottish average of 8.7 weeks. RAG = Amber Overall RAG = Amber
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2 Processing agreements: • offer to all prospective applicants for major development planning applications; and • availability publicised on website Green You continue to offer and encourage processing agreements for all major applications and many local developments. During this reporting year, you have also set up a new internal process to support a more consistent approach when negotiating processing agreements. RAG = Green Processing agreements are advertised on your website. RAG = Green Overall RAG = Green 3 Early collaboration with applicants and consultees • availability and promotion of pre-application discussions for all prospective applications; and • clear and proportionate requests for supporting information Green You provide a pre-application advice service for major applications which is promoted through an online pro-forma and by staff engaging with prospective applicants. Applicants with local developments are encouraged to look at your website in the first instance, streamlining the process for all applicants and ensuring officers can devote more time to delivering a good service to customers. RAG = Green The online pro-forma helps ensure that you provide a high quality and targeted approach which includes a clear and proportionate request for supporting information to prospective applicants. RAG = Green Overall RAG = Green 4 Legal agreements: conclude (or reconsider) applications after resolving to grant permission reducing number of live applications more than 6 months after resolution to grant (from last reporting period) Green Your average timescales for determining applications with legal agreements is 31.7 weeks which is slower than last year but faster than the Scottish average of 33.2 weeks. You note that you continue to review the process of determining legal agreement applications. 5 Enforcement charter updated / republished within last 2 years Green Your enforcement charter was updated in February 2022
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6 Continuous improvement: • progress ambitious and relevant service improvement commitments identified through PPF report Green You have completed 19 out of 24 improvement commitments and partially completed another 2. You have identified a good range of improvement commitments for the coming year. 7 Local development plan less than 5 years since adoption Red At the end of the reporting period, the LDP was 10 years and 6 months old. However, the new LDP is due to be adopted in 2022 after changes were made to the Proposed Plan in 2021 and the plan was approved for adoption by Scottish Ministers in July 2022, 4 months after the end of the reporting period. 8 Development plan scheme – next LDP: • project planned and expected to be delivered to planned timescale Green Your proposed LDP has now been advised by Scottish Ministers to be approved. The plan has progressed as set out in the latest LDS. 9 & 10 LDP Engagement: • stakeholders including Elected Members, industry, agencies, the public and Scottish Government are engaged appropriately through all key stages of development plan N/A 11 Policy Advice • production of relevant and up-to date policy advice Green Your report notes that a review of your SPG continuing and that your guidance and policies continue to contribute to the delivery of improved economic opportunities and outcomes for the people of North Lanarkshire. Due to the delay in the adoption of your LDP, one of your service improvement commitments which have been carried over to the next reporting period involved setting up a timetable for the delivery of Supplementary Planning Guidance.
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12 Corporate working across services to improve outputs and services for customer benefit (for example: protocols; joined-up services; single contact arrangements; joint pre-application advice) Green Your report highlights how you work closely with various teams including housing, GIS and building standards. You have also detailed how your move to hybrid working will help to improve corporate working services. 13 Sharing good practice, skills and knowledge between authorities Green You have provided examples of sharing good practice. You undertook a peer review with Edinburgh City Council of your PPF report which has helped to provide a performance marker summary section. You also provide a long list of the other groups you have participated in during the reporting year. 14 Stalled sites / legacy cases: conclusion or withdrawal of old planning applications and reducing number of live applications more than one year old Amber You have cleared 56 cases during the reporting year, with 56 cases still awaiting conclusion. This is a considerable increase in number of applications being cleared, however only slight reduction in number of cases remaining. 15 Developer contributions: clear and proportionate expectations • set out in development plan (and/or emerging plan); and • in pre-application discussions Green Guidance on developer’s contributions is included in a supplementary guidance document. It is noted that an improvement action for the year ahead is to strengthen this policy. RAG = Green Your report notes that developer contributions are discussed at an early stage, and that requests are based on a number of outlined factors. RAG = Green Overall RAG = Green
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NORTH LANARKSHIRE COUNCIL Performance against Key Markers Marker 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 1 Decision making timescales G A A G G A A R A 2 Processing agreements G G G G A G G G G 3 Early collaboration G G A A G G G G G 4 Legal agreements G G A R G R A A G 5 Enforcement charter A G G G G G G G G 6 Continuous improvement G G A G A A A A G 7 Local development plan G G G G R R R R R 8 Development plan scheme G A G A A A A A G 9 & 10 LDP Early Engagement N/A G N/A N/A N/A N/A N/A N/A N/A 11 Regular and proportionate advice to support applications A G G G G G G G G 12 Corporate working across services G G G G G G G G G 13 Sharing good practice, skills and knowledge G G G G G G G G G 14 Stalled sites/legacy cases A A A A A A A R A 15 Developer contributions A A A A G G G G G
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Overall Markings (total numbers for red, amber and green) RED AMBER GREEN 2012-13 6 4 3 2013-14 0 4 9 2014-15 0 4 11 2015-16 0 6 7 2016-17 1 4 8 2017-18 1 4 8 2018-19 2 4 7 2019-20 1 5 7 2020-21 3 3 7 2021-22 2 1 10 Decision Making Timescales (weeks) 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 2021-22 Scottish Average Major Development 21.0 19.2 21.2 24.3 29 14.9 17 20.7 28.7 37.2 44.6 Local (Non- Householder) Development 15.3 9.7 11.3 11.7 10.5 7.8 9.3 10.9 13.9 11.2 13.5 Householder Development 9.1 7.3 7.5 8.1 7.2 6.3 7.1 8.0 10.1 9.0 8.7