planning and development services 2014/15 · 2015-08-18 · contents contents page introduction 1...

PLANNING AND DEVELOPMENT SERVICES

2014/15PLANNING PERFORMANCE

FRAMEWORK

CONTENTS

Contents Page

Introduction 1

Part 1 National Headline Indictors 2

Explanatory Notes 3

Performance Markers Report 2014/15 4

Part 2 Defining and Measuring a High 6

Quality Planning Service

Part 3 Supporting Evidence 19

Part 4 Service Improvements 21

Service Improvements 2014/15 23

Part 5 The Moray Council Official Statistics 15

Part 6 The Moray Council Planning Service

Workforce & Financial Information 30

1

IntroductionOver the last twelve months there has been somesignificant major development proposalsapproved and commenced in Moray. Thecontinued investment in the Whisky industry hasseen the opening of Dalmunach Distillery inCarron, and work has started on a new visitorcentre for Macallan Distillery with an associatedBiomass plant securing new employment andtourist opportunities. In terms of education Elginhas a new High School approved which willprovide enhanced education and sportingfacilities for the area and work is due tocommence later this year. There has been asignificant increase in the take up of employmentland and that is continuing to increase which is apositive sign that the economy in Moray isgrowing.

The fourth planning performance framework hasgiven Moray the opportunity to showcase anddemonstrate the continued improvements that havebeen made to its planning service and ourcommitment to seek continuous improvement.Moray continues to be open for business and theplanning service has a vital role to play insupporting the Scottish Governments economicstrategy by ensuring that the planning applicationprocess is streamlined, customer focused and ableto deliver the certainty that developers andinvestors require.

Progressing the Moray Local Development Planthrough the examination phase has been a prioritythroughout 2014/15 and as the Reporter’srecommendations have now been received. This isnow being progressed through the final stages toadoption, which is anticipated to be by the end ofJuly 2015. The Council in 2015 will have an upto date Local Development Plan giving developersthe certainty that sites that are to be forthcomingin future planning applications will be supportedby an up to date Local Plan.

In 2014/15 all Moray’s major planningapplications are covered by a processingagreement and this has assisted in resourcesbeing managed more effectively and provideddevelopers with the certainty that they need toensure their development is delivered on theground to meet their timescales and financialdeadlines.

A significant amount of work throughout 2014 hastaken place to promote higher quality designthrough the preparation of master plans and ajoined up approach between all services to frontload proposals and ensure that developmentsconform to the key principles of place making andcreate a unique character making Moray a moreattractive place to live, work and visit.

A Charrette for the re-development of Elgin towncentre has now progressed to the final stages witha week long event engaging a number ofbusinesses, local people, groups and schools inpreparing a plan for the future of Elgin. An actionplan which supports the regeneration of the towncentre will be a major area of work in 2015/16and will assist in prioritising the way Elgindevelops over the next 10 years. Taking part inthe town centre pilot project and working withElgin Bid has produced a Town centre Food &Drink trail for Elgin as well as a short media filmsupporting the Scottish Government’s town centrefirst principle during the year of Food and Drink.

Significant improvements have been made overthe last 12 months in further reducing averagetimescales for the determination of planningapplications for major, local developmentproposals to a level that is below the Scottishnational average for 2013/14. Maintaining theseperformance levels will be at the heart of theservice delivery for 2015/16.

2Planning Performance Framework 2015/16

PART 1NATIONAL HEADLINEINDICATORS (NHIS)

The table below provides performance figures for key indicators within both Development Management andDevelopment Planning.

KEY OUTCOMES 2014/2015 2013 - 2014

Development Planning• Age of local/ strategic development plan(s) (full years) 6 years (local) 5 years (local)• Will the local/strategic development plan be replaced by their N5th anniversary according to the current development plan scheme? (Y/N)

• Has the expected date of submission of the plan to Scottish Ministers Yes, earlier in the development plan scheme changed over the past Year?

• Where development plan scheme engagement/consultation Yescommitments met during the year? (Y/N)

Effective land supply and Delivery of outputs• Established housing supply 6,421 units• 5-year effective housing land supply 2,474 units 2 ,630 units• 5-year housing supply target 1,900 units• 5-year effective housing land supply (to one decimal place) 6.5 years 7 years• Housing approvals 709 units 309 units• Housing completions over the last 5 years 1815 units• Marketable employment land supply 56.29 ha• Employment land take-up during reporting year 3.83 ha 1.83 ha

Development ManagementProject Planning• Percentage of applications subject to pre-application advice 35% 27%• Number of major applications subject to processing 1 1greement or other project plan

• Percentage planned timescale met 100% 100%

Decision Making• Application approval rate 93.6% 94.1%• Delegation rate 97.9% 94%

Decision – making TimescalesAverage number of weeks to decisions:• Major developments 13.1 92.7• Local development (non-householder) 7.7 11.6• Householder developments 5.8 7.1

Legacy Cases• Number cleared during reporting period 0 0• Number remaining 0 1

Enforcement• Time since enforcement charter published/reviewed 13 months 6 months• Number of cases identified/resolved 168/188 199/236

3

EXPLANATORY NOTESThe Moray Local Development Plan was approvedin December 2008. Due to the downturn in theeconomy completion rates have been lower thanforecast. However, a number of large affordablehousing projects and investment at the EnterprisePark, Forres have supported growth in the housingand business sectors. The gradual recovery of thehousing market has been evidenced by the needfor the Council to release housing land designatedas LONG under Policy H2 of the Local Plan toensure a 5 year effective land supply ismaintained.

Significant progress has been made in moving thenew Local Development Plan towards adoption.The Development Plan Scheme (DPS) 2014 aimedto report representations to the Proposed Plan tothe Council’s Planning and Regulatory ServicesCommittee in September 2014 and submit thePlan for Examination in November 2014. Thistarget was met with objections reported toCommittee in September 2014 and the Plan wassubmitted for Examination at the end of September2014.

The DPS was further revised in January 2015 toreflect the Plan being submitted earlier thananticipated with the Council exceeding the targettimescales set out in Circular 6/2013 for thestages of “Submission to Ministers” and “PAconsiders representations”. The DPS 2015anticipates adoption of the new Plan in Quarter3/2015.

The average decision-making timescales arecontinuing to be reduced and are below that ofthe Scottish National average. The approval rateis slightly down on the previous year whilst thelevel of delegation has increased slightly.


Official stats in the PPFThere has been continued improvements in decision makingfor both householder and local developments. Majortimescales have also been reduced and all current majorapplications are now covered by a processing agreement.

Processing agreements continue to be offered to allapplicants submitting major planning applications andpublicised on the website is a standard template andguidance.

Pre-application advice is recorded in uniform and the figuresshow that 35% of applications were subject to Pre-application advice. Major Pre-application advice offered,link on the web site to form, guidance and calendar ofmeeting dates. Pre-application advice for local developmentis provided in a template form similar to major applicationswhich has provided a more consistent level of advice.

Regular engagement with developers has been establishedbefore the pre-application stage, with a specific emphasisupon promoting the Council’s new Primary Policy onPlacemaking, which supports Creating Places and DesigningStreets.

Official Statistics. Improvements in timescales for applicationswith legal agreements and targets set for them to be signedwithin 4 mths from date instructions are issued to legalagreed by committee in March and targets will be monitoredover 2015/16.

Link to website to revised Enforcement charter revised inMarch 2014.

Significant improvements have been made to reducingaverage Timescales shown in the NHIS and official statistics.

Service improvements progress have been detailed in theSection on service improvements.

A strict Development Plan timetable has been agreed with thelatter stages of the process ahead of schedule and ahead ofthe recommended timescales set out in Circular 6/2013. TheDPS looks ahead and identifies key milestones in the earlypreparation of the next Local Development Plan, including anearly start on the Housing Need and Demand Assessment.

No. PERFORMANCE MARKER EVIDENCE/COMMENTS

Performance Markers Report 2014/15

1. Decision-makingContinuous reduction of average timescales for alldevelopment proposals (Q1-Q4)

2. Project management: • Offer of processing agreements (or other agreedproject plan) made to all prospective applicants inadvance for all major applications availabilitypublicised on the website.

3. Early Collaboration with applicants andconsultees on planning applications:• Availability and promotion of pre-applicationdiscussion for all prospective applications; and

• Clear and proportionate requests for supportingInformation

4. Legal Agreements:• Conclude (or reconsider) applications afterresolving to grant permission

• Reducing number of live applications more than 6months after resolution to grant (from last reportingperiod).

5. Enforcement Charter • Updated/re-published within last two years.

6. Continuous Improvement:• Progress improvement in relation to PPF NationalHeadline Indicators; and

• Progress ambitious and relevant serviceimprovement commitments identified through PPFreport.

7. Local development plan• Less than 5 years since adoption

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The Council has an agreed Development Plan Schemeapproved in January 2015. Links to minutes and report on Development Plan Scheme.

Not relevant during 2014/15.

Not relevant during 2014/15.

Pre-application guidance and form for all developments –available on website. Open for business section include casestudy.

Supplementary Guidance on Developer Obligations preparedand presented to committee before being put out toconsultation and final version should be approved by the endof 2015.

Planning Management meetings are held regularly betweenDevelopment Management, Development Plans and EconomicDevelopment. The Pre-application meetings held bring togetherall internal departments. A protocol with the CNPA ensures aconsistent approach by all 5 authorities from pre-applicationstage through the application process including enforcement.Planning & Transport liaison meetings have also been heldregularly.

Benchmarking meetings - SOLACE family Group 2 and Group1 (neighbouring authorities). CNPA Liasion meetings (twice ayear). Attendance at HOPS DC-Sub Committee & Activeparticipation and chairing of meetings on a rotational basis ofthe North of Scotland Development Plans Forum, HOPSrepresentative on SPSO Working Group.

No new legacy cases over 12 months more than one year oldin the system.

Draft supplementary guidance agreed by P & RS Committee inMarch 2015 and issued for consultation between March andend June 2015 and final version to be approved by end of2015.

No. PERFORMANCE MARKER EVIDENCE/COMMENTS

8. Development Plan Scheme – next LDP:• On course for adoption within 5 years of Currentplan(s) adoption; and

• On course for adoption within 5 year cycle• Project planned and expected to be delivered toplanned timescale

9. Elected members engaged early (pre-MIR)in• Development plan preparation – if plan has beenat pre-MIR stage during reporting year

10. Cross sector stakeholders* engaged early(pre-MIR)• In development plan preparation – if plans hasbeen at Pre-MIR stage during reporter year.

11. Regular and proportionate policy adviceproduced on:• Information required to support applications;• Expected developer contributions

12. Corporate working across services• To Improve outputs and services for customerBenefit (for example: protocols; joined up Services;single contact arrangements; joint Pre-applicationadvice)

13. Sharing good practice, skills andknowledge between authorities

14. Stalled Sites/legacy cases:Conclusion/withdrawal of planning applications

15. Developer Contributions: Clear and proportionate expectations• Set out in development plan (and/or emergingplan);

• and In pre-application discussions

PART 2DEFINING AND MEASURINGA HIGH QUALITYPLANNING SERVICE


Part 2 of the PPF provides the planning service anopportunity to showcase within eight specific areas ofactivity how the planning service provides a highquality service. These activity areas cover:

› Open for Business – positive actions to supportsustainable economic growth and social needs;

› High Quality Development on the Ground -creating and shaping places of which we can all beproud;

› Certainty – consistency of advice, process,engagement and decision making;

› Communications, Engagement andCustomer Service – communications strategy forengagement and positive customer experience;

› Efficient and Effective Decision Making –ensuring structures and processes are proportionate;

› Effective Management Structures - ensuringmanagement structures are effective and fit forpurpose;

› Financial Management and LocalGovernance – demonstrating effective governanceand financial management; and

› Culture of Continuous Improvement –demonstrating a culture of learning and improving.

OPEN FOR BUSINESSDuring 2014/15 the Moray Economic Partnershipcontinued to hold quarterly meetings at the premises ofMoray Businesses. These meetings provide the businesscommunity with an insight into the work of thepartnership to grow and diversify the local economyand an opportunity for business to meet with partnersadvising them about their operations and developmentplans. This fosters closer working and understanding notlimited to planning and physical development but canbe used to help identify and address training and skillsdeficits, facilitate access to labour, which can then leadto more employment.

These were held in the following locations:

› May 2014 - Gordon & MacPhail(drinks processor and distributor);

› September 2014 - Accunostics(life science research and development);

› December 2014 - Diageo (distiller);

› February 2015 – Forsyths (fabricator)

Accunostics, a host business during 14/15unfortunately entered administration at the beginning of2015. However, due to excellent relationships MEPmembers and in particular the local business communitywere able to respond and have been able to help staffmade unemployed into work within the area.

In November 2014 the Moray Business Community heldthe inaugural Moray Business Week, a programme ofevents, seminars and engagement. In November it isproposed to include a seminar for Small and MediumEnterprises outlining the pre-application planningservice for businesses considering development.

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Facil itating DevelopmentDuring 2014-15 planning and other departments withinMoray Council have been involved in the followingprojects to facilitate the provision of employment landfor industrial and business development enablingbusiness growth and diversification creatingemployment opportunities:

1. Develop Elgin (Barmuckity) Business ParkStatus: The project was being delivered throughthe private sector and tri partite negotiation betweenthe Developer, Land Owner and HIE. The riskassociated with the project was too great for theindividual parties to carry and negotiations ceasedat the end of 2014.This is considered to be marketfailure that now requires public sector intervention todeliver the project. Alternative land has beenconsidered but only Barmuckity provides sufficientland required for expansion in Elgin.

Actions for 2015-16: The Moray Council isleading the project to develop phase 1 ofBarmuckity. Initial talks with the land owner havetaken place and will be progressed. Options aroundpartnerships with HIE and developers will beconsidered as the project moves forward. Asnegotiations are voluntary at present , the pace ofprogress is largely dependent on the land ownerscooperation, but will be kept under review.

2. Develop Enterprise Park, ForresStatus: The Enterprise Park continued its successattracting new businesses to Moray. The Horizonbuilding is fully let and there remains a pipeline ofinterest from companies wishing to set up on thepark. The availability of serviced industrial/businessland, good marketing and promotion, partnershipworking and ability for quick turnarounds on buildsall contribute to the success.

Actions for 2015-16: Next phase of thedevelopment of the park being progressed by partnerHIE. Continued marketing and promotion, continuedpartnership work to attract further business.

3. Industrial Estate RemodellingStatus: The Council has invested in upgradingprovision of the industrial portfolio and aresuccessful in maintaining high occupancy rates.

Investments include:1. Construction of six new business units at

Chanonry Road South, Elgin 2. Construction of four new business units at

Waterford Circle, Forres 3. Construction of two new business units at

Westerton Road North, Keith 4. Upgrade of estate road at Greshop, Forres 5. Upgrade of estate road at Mosstodloch Industrial

Estate 6. Completion of sub division of large Unit at Isla

Bank Mills, Keith 7. Miscellaneous repairs, maintenance and minor

improvements at various locations.

Actions for 2015-16: Continued investment inindustrial estate is one of the economic developmentpriorities of the Council.

Site of Barmuckity Business Park

Buckie Harbour


6. Lossie Green redevelopment – masterplanningStatus: The project involves the production of amasterplan, action plan, and financial appraisal forthe regeneration of Central Elgin, including theexisting City Centre, Lossie Green and Cooper Park,by means of an intensive consultation, engagingCommunity Planning Partners, and others in thebusiness and wider community.

The charrette process identified the need to addressthe High street issues first and practical and realisticoptions for Lossie Green and Cooper Park toimprove connectivity between these key areas ofElgin. The delivery of this project is a key element ofthe ‘Elgin – City for the Future’ strategy, which inturn is central to ‘The Moray Economic Strategy’.

On 29 January 2015 masterplan workshops wereheld by the consultant team, to address key issuesincluding the potential contribution of Culture andTourism, and Cooper Park, and were an importantpreparatory stage for the Public Charrette, whichtook place during 2 – 5 March 2015.

The Public Charrette team engaged with the localcommunity in developing a masterplan, the initialresults of which were included in a publicpresentation on 19 March.

4. Buckie Harbour SME Accommodation Status: Redevelopment of storage yard and shedswill be completed by August 2015. Thedevelopment used ERDF funding to support theredevelopment of an underutilised area of BuckieHarbour.

Actions for 2015-16: will be completed byAugust 2015

5. Buckie Harbour MasterplanStatus: The Council is working with HIE to facilitatethe Development of Buckie Harbour for offshorerenewables, expanded harbour area and ship yarddevelopment. During 2014-15 A Buckie HarbourMaster Plan was produced, planning application forlubricating oil plant received, and ongoingnegotiations for offshore maintenance and shipyard.Offshore renewables operation and maintenancehas been delayed due to the Contract for Differenceprocess where Moray Offshore Renewables Limitedwere not successful and will need to bid again inOctober 2015.Wider plans and discussions for theship yard are ongoing with a number of potentialusers.

Actions for 2015-16: Respond to procurementrequest from MORL to support O&M, Carry on thepromotion and negotiation in relation to Shipyardand surrounding areas; Identify investment costs andaddress wider issues e.g. accommodation.

Public Charrette

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Actions for 2015-16: It is intended to present areport on the Public Charrette to The Council inAugust 2015 and thereafter to the CommunityPlanning Board.

It will address and help to coordinate projectsidentified through the Charette to bring vibrancyand vitality to the town centre, improvingconnectivity and streetscape providing opportunitiesfor delivering of new development and regeneratingvacant and derelict premises. The Charetterecognised the importance of Elgin’s architecturalheritage and the opportunities it presents for greaterinfluence of the local arts and culture groups.

The resulting masterplan/action plan andDevelopment Brief will provide a proposition whichcan be used to market specific investment anddevelopment opportunities, which will contribute tothe regeneration of Central Elgin.

Separately, ongoing engagement with housebuilders has been very worthwhile and highlighteda number of sites where collaborative working isnow being progressed. Work is ongoing on anumber of large scale masterplans, namelyFindrassie, North Elgin; Elgin South LONG; andDallas Dhu, Forres.

MAJOR & SIGNIFICANT PLANNING APPLICATIONS 2014/15

Approved

Under Construction

FORRES

ELGINBUCKIE

KEITH

LOSSIEMOUTH

ROTHES

12/01110/APPR3, Forres - 129 houses& community facilities

14/00662/APPMacallan - newdistillery and visitor centre

14/00272/APPMortlach Distillerynew buildings

15/00095/APPClashach QuarryStone Extraction

14/01618/APPElgin High SchoolNew school

14/01087/EIA10 turbine wind Farm

Meikle Hill

15/00271/APPBlackhillock Substation

new buildings

14/01488/APPGlenlivet Distillerynew buildings

http://public.moray.gov.uk/eplanning/applicationDetails.do?activeTab=summary&keyVal=N16JRVBGAK000















http://public.moray.gov.uk/eplanning/applicationDetails.do?activeTab=summary&keyVal=N3YHL5BGAK000




http://public.moray.gov.uk/eplanning/applicationDetails.do?activeTab=summary&keyVal=M69I3MBGAK000




HIGH QUALITY DEVELOPMENT ON THE GROUND

Following Masterplan training through Architecture andDesign Scotland (A&DS) in 2014, officers havecontinued to make Placemaking a priority, with anofficer within Planning and Development given thisresponsibility as lead officer. A Quality Auditingprocess is being investigated, with the Creating PlacesStreet Check being referenced in the short term.

Masterplanning training for elected members wasorganised and held on 10th December 2014 as afollow up to the training for officers in April 2014,again facilitated by A&DS. A “learning visit” facilitatedby Scotia Homes took place in October 2014 withplanning and transportation officers visiting a numberof Scotia Homes sites and discussing design issues withScotia Homes staff.

Work is ongoing on a programme of masterplans, withpublic consultation on Findrassie, Masterplan, coveringa 1500 house development at the north of Elgin, takingplace during April 2015. Early work has started inElgin South LONG and Dallas Dhu, Forres.In addition to promoting better quality design in urbanareas, officers from Planning and Development,Development Management and Transportationorganised and attended a rural design course deliveredby Andrew Dickson on 29th October 2014, with theemphasis upon building confidence to challenge designof proposed houses in the countryside.”

The work of the Planning and Development section isfocussed upon the preparation and implementation ofthe Local Development Plan and strategic projects insupport of the Moray Economic Strategy. In terms of theLocal Development Plan, following consultation on theProposed Plan between March and May 2014, officersreported representations to the Planning and RegulatoryServices Committee on 11th September 2014 andsubmitted the Plan for Examination at the end ofSeptember 2014. The Examination Report was receivedon 28th April and officers are now moving to adopt thePlan at the end of July 2015.

Officers propose to submit Supplementary Guidance onseven topics at the same time as the Plan is submitted tothe Scottish Government. Draft SupplementaryGuidance on Developer Obligations was approved inMarch 2015 and a final version will be submitted toCommittee for approval towards the end of 2015.Supplementary Guidance on Rural Groupings is alsocurrently being prepared with an Open Space Strategyto follow in 2016. To help introduce the new Plan, aseries of awareness raising events is being held withdevelopers, elected members and Council staff.

Officers from the Planning and Development section arebuilding and maintaining communication andcollaborative working with Highlands and IslandsEnterprise, local developers and community groups toraise awareness of the Local Development Plan, with aspecific emphasis upon new policy topics within theemerging Plan. Officers have identified further areas forimprovement and will be aiming to engage moredirectly with developers on the topic of Placemakingduring 2015 and 2016.

Local Plan Awareness Raising Event

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Officers have worked in partnership with HIE includingmanning exhibitions at offshore renewable events and alearning visit to Lowestoft to promote Buckie Harbourand Moray as a suitable venue for inward investment.The Chair of the Moray Economic Partnership andCorportate Director (Economic Development, Planning& Infrastructure) are visiting local developers to ensurethat the mechanisms in place are assisting to facilitatedevelopment.

Town Centre Health Checks were carried out onMoray’s main towns with defined centres to monitorvacancy rates and pedestrian footfall. A full charretteon Elgin City Centre was commissioned and carried outin early 2015, with the outcomes being reported in thenext PPF. Moray also took part in the ScottishGovernment town centre pilot project supporting thetown centre first principle as well as supporting the yearof food and drink. By working in partnership with ElginBid a town centre food and drink trail was created topromote the use of the town centre through increasedfootfall by distributing a leaflet and creating a short filmof the town which includes the maps and contact detailsof the businesses offering food and drink in Elgin.

In Development Management Condition Monitoringplays an important part in securing high qualitydevelopment on the ground along with an efficientenforcement service. Without these important parts ofthe planning service the final outcome of developmenton the ground would not be of a standard that issecured through active monitoring and compliance.

Conservation Area Regeneration Schemes(CARS)During 2014-15 the Economic Development Sectioncontinued work to deliver the Elgin and KeithConservation Area Regeneration Schemes (CARS),including a comprehensive traditional building skillstraining programme which has been welcomed by thebuilding sector. Elgin & Keith CARs are 5 yearprogrammes part funded by Historic Scotland to supportthe economy by preserving and enhancing the TownsConservation Areas. Both programmes help to maintainthe vitality and viability of the towns and in particularthe High Streets.

For Keith CARS 2011-2016 the Council contributes£50,000 of revenue per year to the £2.1 millionprogramme, For Elgin CARs 2013-2018 the Councilcontributes £150,000 per year from capital to the £3.3million programme.

In relation to Elgin CARS the Council is working withpartners including Elgin Business Improvement District,the Elgin Fund and the Heritage Lottery Fund to deliverthe Elgin Heritage Experience.

Lowestoft learning visit

Elgin High Street


Castle to Cathedral to Cashmere – HeritageExperienceThe “Elgin Heritage Experience” will bring over 1000years of history alive through various mediums rangingfrom website with mobile technology, 3D interactiveorientation point (which will also promotes other visitorsites in Moray), 3D high definition scanning,interpretation at over 25 sites, signage, public realmimprovements including lighting and pathways, anevents programme, involving more than 17organisations with their volunteers. The project and itsinfrastructure will make Elgin & Moray a key visitordestination and will engage more people in theirheritage. This project is directly linked to the ElginConservation Area Regeneration Scheme.

Elgin has a fascinating rich history starting at itsfoundation in the early medieval times to the 20thcentury and previous work by the partners hashighlighted that there is a great community interest inthe local heritage. However, these initiatives have alsoidentified the lack of interpretation through whichvisitors and the community can be engaged with thetown’s heritage and easily access information about it.High quality interpretation will not only support theheritage experience but potentially increase the timespent by visitors in the town and their associated spend.Interpretation initiatives by themselves would not beeffective; the studies and work carried out, pinpoint thata range of physical improvements and activities has tobe undertaken to maximise the visitor experience,community engagement and learning.

Castle to Cathedral to Cashmere promotion

During 2014/15 work packages have been put out totender, with work being undertaken during 2015/16.Packages include interpretation design & copy writing,interactive website with digital technology, footway upLadyhill (viewpoint) contractor appointed, architect &archaeologist watching brief in place.

Knockando Wool MillDuring 2014-15 work on the restoration of KnockandoWool Mill was completed. Facilitated by staff from theeconomic development section of Moray Council. A£4.5 million restoration of the oldest working wool millin Scotland securing its future for manufacturing trainingweavers and as a visitor destination in a remote rurallocation.

In April 2014 the project was shortlisted in 5 categoriesof the RICS Scotland Awards, winner of the CommunityBenefit category and Overall project of the Year.

Knockando Wool Mill

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CERTAINTY

Early engagement before pre-application is alsobuilding relationships and raising awareness of designissues. Increased awareness and communicationbetween developers and the Council allows resources tobe matched to meet developer’s anticipated timescales.

One of the keys to our open for business approach ishow we deal with planning applications for majordevelopments and we have been successful in securingprocessing agreements with all current majorapplications pending consideration. The demand forpre-application meetings for major applications during2014/15 has reduced which may increase once thenew Development Plan is adopted. These continue tobe available and meetings are scheduled on a monthlybasis, six months in advance which helps gives internaland external consultees advance notice of meetingsimproving attendance. All major applications currentlyin the system are now the subject of a processingagreement which enables the development proposals tobe project managed right through the process todischarging of conditions post decision. This assistsdevelopers with their timescales and smooths theprocess for the implementation of the project.

The new format for pre-application advice for localapplications has been in operation for over 6 monthswith the guidance form to submit a request available onthe web site. One of the service improvements for2015/16 is to seek feedback from applicantssubmitting this request to how this assists with the formalapplication process.

To provide greater certainty to developers, Councilservices, Community Planning partners and localcommunities, the Council has prepared draftSupplementary Guidance on Developer Obligationswhich was made available for consultation from 3rdApril to 29th June. The draft Guidance sets out a seriesof thresholds for triggering developer obligations on arange of topics including education, sports facilities andcommunity facilities.

Planning and Development officers attended a trainingevent on Economic Viability on 21st November whichassisted officers understand the developers’ financialcommitments in developing a site.

Elgin from Ladyshill

COMMUNICATIONS, ENGAGEMENT & CUSTOMER SERVICE

Planning and Development officers continue to meetwith local developers to discuss proposals for bringingforward sites designated in the emerging LocalDevelopment Plan. A process review after the ProposedPlan was submitted for Examination was held by thePlanning and Development section. A number ofimprovements were identified, and in terms ofcommunications and en - gagement, these included theneed to engage better with community groups andyoung people. Dialogue with the chair of the JointCommunity Councils and a representative from ElginSouth Area Forum lead to the preparation of the“Working Together on the Moray Local DevelopmentPlan- Best Practice Guide” and an awareness raisingevent with community groups in April 2015. Feedbackfrom the event was generally positive and the feedbackhas been used to learn from and inform future events. Interms of engaging with young people, officers fromDevelopment Management and Development Planshave volunteered to participate in the RTPI FuturePlanner project and this will be progressed as part ofthe early stages of the next Local Development Plan. TheElgin City Centre charrette process involvedengagement with local schools and Moray Collegethrough an artist making the process more inclusive andwho formed part of a team of consultants engaged tofacilitate the charrette and prepare the Masterplan.

Planning and Development officers have continued todevelop and improve corporate links and corporateawareness of the Local Development Plan, including anarticle in the Council’s internal “Connect” magazine, acorporate Team Talk and through working with theCouncil’s Community Support Unit, sharing experiencesand knowledge on consultation events and practices.

Planning and Development staff attended Social Mediatraining and officers have increased use of Facebookand Twitter, but recognise this needs to be furtherexpanded.


Over the last 12 months 692 planning applicationswere submitted electronically, 44% of the totalapplications submitted which is down from 48%submitted last year and the drop is likely to be as aresult of one local agent submitting fewer applicationsover this period. The updating of the web site forplanning is recognised as an important part ofcommunicating with customers and keeping up to dateis important.

A register of all agents details has been collated andwhere changes are implemented that impacts on thesubmission of other applications for example, a letter bythe Manager for Development Management is sent outdirect to all agents keeping them up to date withchanges in procedures.

The Council continues to offer a duty officer servicebetween 2pm and 4 pm every afternoon wheremembers of the public can seek general planningadvice with no appointments and this continues to be avaluable service. A dedicated customer satisfactionsurvey for this service was undertaken and the resultssupported the continued provision of this drop-in serviceas customers rated the service highly and as valuable.

The complaints that have been received during2014/15 have been the subject of review andimprovements will be fed into future team meetings withan action plan to address concerns raised which havebeen added into the service improvements for2015/16.

The Moray Council has a central contact centre fordealing with all calls from members of the public and itis therefore important that this team is kept up to datewith changes in the planning service so they have agreater understanding of customer needs. Training hasbeen carried out with the contact centre and guidanceis kept up to date to ensure that it remains current. Forexample when the High Hedges legislation wasintroduced this required the contact centre to beprovided with up to date details.

EFFICIENT AND EFFECTIVE DECISION-MAKING

For decisions that fall outside the agreed delegationscheme these are shared between the Planning &Regulatory Services Committee who meet every twomonths and determine all major planning applicationsas well as make decisions on development plan policyissues. The Economic Development & InfrastructureServices Committee consider economy related projectsand funding from the core economic developmentbudget. Committee meetings are scheduled forhearings to be held every two months and Specialmeetings are arranged for hearings and whereapplicants are unable to attend scheduled meetings orto enable the timescales to be met where set out inprocessing agreements.

The scheme of delegation was reviewed and approvedby Scottish Ministers in 2014. Over the last 12 monthsthe level of delegation as projected has increasedmarginally and this has assisted in improving averageperformance levels for all types of developments.

The performance figures this year reflect the hard workthat has been put in to further improve and reduceaverage timescales specifically for major applications(despite the numbers being low) along with thereduction in average timescales for both householderapplications and local developments. No legacy cases(those over a year old) remain in the system. Over thelast 12 months the use of processing agreements hasensured that all applications are determined timeouslywhich has eliminated legacy cases from the systemensuring that development is not stalled due toapplications being held unnecessarily in the system. Asignificant improvement has been made in reducing thetime taken for S.75 legal agreements to be signed andissued which has been assisted by working closely withlegal services. A target of 4 months from the date ofinstruction for all legal agreements to be signed hasbeen set and this received committee backing at thetime of reporting back the PPF for 2013/14.

15

A review of the committee reports has taken place andthis has resulted in the format of reports being amendedbringing the consultation section and representationsinto the main body of the report along with therecommendation being updated to have the conditionand reason linked together for ease of reference andsubsequent monitoring.

Developer Obligations Supplementary Guidance hasbeen prepared and is out for 12 weeks publicconsultation. Once this period has passed and theSupplementary Guidance has been adopted this willprovide greater certainty for developers submittingapplications especially for major developments.

Over the last 12 months the Planning & RegulatoryServices Committee has determined 23 applicationsand of these decisions only 2 have been determinedcontrary to officer recommendation. This givesdevelopers a reasonable amount of certainty thatfollowing pre-application advice decisions taken onmajor proposals are highly likely to be in accordancewith the officer recommendation.

EFFECTIVE MANAGEMENTSTRUCTURES

The planning service is based at the CouncilHeadquarters in Elgin. The structure of our teams are setout in Appendix 2 – Workforce and FinancialInformation. The Manager for DevelopmentManagement ensures that work is allocated in a waythat keeps caseloads at a level which are manageableand are adjusted according to complexity levels,committee cases, and appeal work and to take accountof holiday periods. This enables resources to be usedefficiently and for case work to be re-distributed whendeemed to be necessary to ensure averageperformance levels are maintained at the current targetlevel.

The teams operate on a hot desk basis and are able towork flexibly either in the main HQ building or theadjoining annexe where the “Desk Duty” service isprovided.

Closer working between the teams is continuing todevelop through the production of masterplans and jointtraining activities. The introduction of the new LocalDevelopment Plan also offers the opportunity for closerworking and understanding of each section’s prioritiesas awareness of new policies and processes arediscussed.

The Development Services Service Plan was approvedin March 2015 and covers a period of three yearswhich will be reviewed and updated annually. Thisdocument sets out for the planning service what will bedone, by whom and the interim milestones. Some ofthe projects identified in the service plan are notdeemed to be service improvements as they includemain stream work projects. Additional serviceimprovements have been identified and have evolvedthrough benchmarking groups and internal meetingsheld and will be the basis for the planning service tostrive for continuous improvement in 2015/16.


Planning management meetings are being heldquarterly involving managers and principal officers toshare information and understanding and supportdelivery of the Service Plan. Team meeting are heldevery month and both Managers, Principal PlanningOfficers and Planning Officers have regular one to onemeetings with their line managers.

Officers have collaborated to deliver joint objectiveswith other departments in the Council, neighbouringauthorities and with other public bodies such asHighlands & Islands Enterprise (HIE). Over the last yearOfficers have worked closely with housing colleaguesand are represented on the housing board meetings.The FIRS group (Future Infrastructure Delivery Group)has been re-established to bring together the PlanningObligations Officer with other members fromtransportation, Education , Sports & Leisure andEnvironmental Protection.

The Council has an Employee Review and Development(ERDP) system which is focusing on all officerscompleting their RTPI log books and ensuring continuousprofessional development records (CPD) for the RoyalTown Planning Institute (RTPI) are maintained. This willbe fed into an overall training plan for the team.

FINANCIAL MANAGEMENT ANDLOCAL GOVERNANCE

The Moray Council now has a Corporate Plan coveringthe period 2015-17 which sets out the Council’s visions,values, priorities, how we will change to meet thechallenges, how we will make best use of our staffresources and how we will check our progress. Thenumber one priority identified is that of SustainableEconomic Development and the document identifieshow this priority is going to be delivered. In relation tothe planning service it states “A customer-friendlyapproach from our planning team whose pre-application discussions can save businessestime and money”. Over the next 3 years thisproactivity will become a main theme of our businessand become further embedded across all parts of theplanning service.

The structures that have been put in place are deliveringa service which is performing well and following thecompletion of the costing the planning service exercisesits below the average cost for Scotland. Two postshave been re-structured in both DevelopmentManagement and Development Plans where a planningassistant post and a graduate level position have beencreated to allow career grade planning officers toconcentrate on the more demanding and complextasks/applications. The Planning and Developmentsection work plan identifies the priorities for the comingyear, lead officers and timelines.

Performance targets for dealing with planningapplications and other consents are managed closelyby the Development Management Manager on aweekly basis with performance levels being circulatedwithin the team monthly. Average determination targetsare also set.

17

CULTURE OF CONTINIOUSIMPROVEMENT

The Principal Planner (Development Plans) carries outERDP interviews for staff, with ongoing workloadreviews on a one to one basis every four to six weeks.The section work plan is updated quarterly to reflectnew/ changing priorities and resource issues. Sectionmeetings are held every four to six weeks and anannual review of the PPF actions is held to inform andreview performance.

The team plan for Development Management for2015/16 will be a combination of the service planproposals, service improvements and trainingrequirements identified through the ERDP process withan increased emphasis on CPD records.

A number of training events have been organised overthe last 12 months some by the Improvement Service(Public Inquiry Training – joint with Highland Counciland Impact & Influence Training), others by ScottishNatural Heritage and internal training i.e. DataProtection Awareness and Equalities.

The planning service has participated in the CareerReady Scheme which has enabled mentoringopportunities for a student to take place over a two yearperiod along with a four week placement.

Moray Council participated in costing the planningservice which involved 16 local planning authorities asa second stage to the project funded by the ScottishGovernment and managed by the ImprovementServices. Over a four week period time recording tookplace within both Development Management &Development Plans as well as other internal sectionsincluding legal services and the results have beenanalysed which demonstrate that Moray’s planningservice is both efficient in terms of cost andperformance when compared with all other LocalPlanning Authorities.

Dalmunach Distillery – RIBA Award winnerCredit: Architects Archial-Norr (Inverness Studio)and Photographer Paul Zanre

Moray has been placed in the SOLACE family group 2for benchmarking purposes and so far two meetingshave been held. As Highland, Aberdeenshire and theCairngorms National Park Authority are all inbenchmarking group 1 Moray was also invited toattend due to the proximity and working relationshipsthat already exist such as the common interest in theCairngorm National Park. The exchange of bestpractice and common problems has been invaluable aswell as developing relationships with other authoritiesand the support of the Improvement Service iswelcomed. Some of the service improvements to beexamined over the coming year are as a direct result ofthe benchmarking group.

Heads of Planning Conferences are attended with allpresentations circulated round the team for CPDpurposes and is added to the agenda at team meetingsfor general discussion, the knowledge gained at theseevents assist with directing future service demands.


The Heads of Planning Development Management Sub-Committee meet every quarter and are used as asounding board for discussion on developmentmanagement issues and a wide variety of related topicsincluding discussing DPEA appeal decisions, serviceimprovements, etc.

A one day training event was arranged by the ScottishPublic Services Ombudsman for all Council departmentsto provide an enhanced focus on complaints and how avariety of techniques can be applied to differentcircumstances to increase customer satisfaction with theoutcome of the complaint and minimise staff resourcesdirected to complaints handling.

The Moray Council has set up a leadership forum wherethere is an opportunity for all third tier Managers,Heads of Service and Corporate Directors to meet 3times a year to work together and identify commonissues.

In preparing this report it has been based on a widevariety of sources of information and provides theplanning performance framework with the credibility ofevidencing what the planning service delivers in Morayalong with can do attitude to ensure continuousimprovement and demonstrate that we are ambitious:

OPEN FOR BUSINESS Draft Developer Obligations Supplementary Guidancehttp://www.moray.gov.uk/moray_standard/page_98597.html

Elgin Regeneration Charrette web pagehttp://www.moray.gov.uk/moray_standard/page_96875.html

Moray Business Week 10-14 November 2014http://www.moray.uhi.ac.uk/news/moray-business-week-10th-14th-november-2014/image/image_view_fullscreen

Development Consent Hub – Moray Council web page http://www.moray.gov.uk/moray_standard/page_89320.html

Moray Economic Strategyhttp://www.moray.gov.uk/moray_standard/page_96870.html

Elgin Food & Drink Trailhttps://moray.presscentre.com/News-Releases/A-new-guide-to-Elgin-centre-s-food-and-drink-venues-a3.aspx

https://vimeo.com/127258873

19

HIGH QUALITY DEVELOPMENT ON THE GROUND Dalmunach Distillery – RIBA Award winnerhttp://www.bbc.co.uk/news/uk-scotland-north-east-orkney-shetland-33203368

Knockando WoolmillProject of the Year – RICS Awards 2014 http://www.bbc.co.uk/news/uk-scotland-north-east-orkney-shetland-27156478

Elgin & Keith Conservation Area Regeneration Schemes(CARS) http://elgincars.org.uk/

http://www.keithcars.org.uk/

Inverness Architects Award 2014 – Overall ProjectAlexander Graham Bell Centre, Moray College http://www.moray.uhi.ac.uk/news/alexander-graham-bell-architects-win-iaa-awardhttp://www.moray.gov.uk/moray_news/news_96208.html

CERTAINTYMoray Local Development Plan Scheme http://www.moray.gov.uk/downloads/file97197.pdf

Housing Land Audit 2015 & Employment Land Audit 2015http://www.moray.gov.uk/moray_standard/page_1858.html

Town Centre Health Checkshttp://www.moray.gov.uk/moray_standard/page_1858.html

Report on representations to the Proposed Moray LocalDevelopment Plan 9/11/14http://www.moray.gov.uk/minutes/data/RX20140911A00.pdf

Making a preliminary enquiry – local developments guidanceand form http://www.moray.gov.uk/moray_standard/page_41735.html

PART 3SUPPORTING EVIDENCE


COMMUNICATIONS, ENGAGEMENTAND CUSTOMER SERVICEMoray Council Complaintshttp://www.moray.gov.uk/moray_standard/page_1379.html

Customer Satisfaction Survey – link to survey Monkey www.surveymonkey.com/s/DevelopmentManagement

EFFICIENT AND EFFECTIVE DECISION-MAKINGMajor Development Pre-application Advicehttp://www.moray.gov.uk/moray_standard/page_79962.html

EFFECTIVE MANAGEMENT AND LOCAL GOVERNANCEThe Moray Council Corporate Plan 2015-17 http://www.moray.gov.uk/downloads/file98504.pdf

Moray Council Departments:http://www.moray.gov.uk/moray_standard/page_41305.html

Scheme of Delegation:http://www.moray.gov.uk/downloads/file60539.pdf

Committee Diary:http://www.moray.gov.uk/downloads/file81765.pdf

CULTURE OF CONTINUOUS IMPROVEMENTDevelopment Services Service Plan 2015 Report toCommittee & Service Plan 2015/18http://www.moray.gov.uk/minutes/data/RR20150324/Item%208-Service%20Plan%20Report%202015-18_Redacted.pdf

Development Services Service Plan 2014-15http://www.moray.gov.uk/minutes/data/DC20140506/Item%2011-Appendix%20A.pdf

Development Services Service Plan 2015-18http://www.moray.gov.uk/downloads/file99610.pdf

Planning Performance Framework 2013/14 – FeedbackCommittee report – S.75 Targetshttp://www.moray.gov.uk/minutes/data/RR20150324/Item%207-Planning%20Performance%20Feedback_Redacted.pdf

Elected member design training reporthttp://www.ads.org.uk/search?query=moray+council

The Moray Council Customer Charterhttp://www.moray.gov.uk/downloads/file98955.pdf

Development Management Service Charterhttp://www.moray.gov.uk/downloads/file93673.pdf

21

Looking back at the Service Improvements we identifiedfor 2013/14 we are proud of the progress madeagainst the vast majority of these:

1. Commitment Review & improve timescales for providingpreliminary advice as well as providing arevised and clearer response.

ProgressThe guidance and format of preliminaryapplications for local developments have beenrevised and responses issued are now moreconsistent and clearer. The target for issuing aresponse within 28 days is not being met byall team members and as a result ofmonitoring over the last 12 months, theaverage days for a response have beenreduced and there has been an increase in thenumber sof responses issued within the targettime. Work has been re-allocated to assistwith making further improving over the next12 months.

COMPLETE – TO CONTINUE

2. Commitment Produce an improvements schedule gathered frombenchmarking meeting to inform future serviceimprovements.

ProgressAttendance at two benchmarking groups as well asthe CNPA Protocol meetings has enabled a numberof improvements to be fed immediately back to theteam and a number of these have beenincorporated into the service improvements for thenext 12 months.

COMPLETE – TO CONTINUE

PART 4SERVICE IMPROVEMENTS

3. Commitment Facilitate town centre investment and localarea regeneration through a full Charrette forLossie Green. Regeneration projects andpreparation of a town centre protocol.

Progress The Charrette was held in March over aperiod two days and a draft report has beenprepared by the consultants which is due to bereported to the Planning & Regulatory ServicesCommittee in August with a detailed actionplan. The town centre protocol is to take onthe pilot project that is being run by Heads ofPlanning.

4. CommitmentA data base of landowners and developerswill be established with a programme ofengagement developed to increase knowledgeof landowner and developer future plans.

ProgressDatabase has been drafted and programme ofengagement is ongoing. This will besupported by a series of awareness raisingevents being held for developers, communitygroups and landowners to launch the newLocal Development Plan.

5. CommitmentInvestigate merits of a Moray Design Panel toraise the profile of design and shared lessons.

Progress This issue has been investigated and will beconsidered further after the new Primary Policyon Place-making has been operational for 12months.


9. CommitmentReview Model Planning Conditions to ensurethey meet the circular tests.

Progress Wind farm and contaminated land conditionshave been done and the remaining ones arebeing worked on.

6. CommitmentFeedback forms to be used by DevelopmentPlan Officers to evaluate all future events.

ProgressThis has been introduced and was trialled atthe drop in exhibitions for the Proposed MorayLocal Development Plan. Feedback forms werealso used at Rural Design Training and at arecent awareness raising event for communitygroups and will continue to be used in future.

7. CommitmentSupplementary Guidance will be prepared toimprove quality of proposals in ConservationAreas i.e. shop front and signs to assist withimplementation of CARS scheme in Elgin andKeith.

ProgressA Conservation Area Appraisal has beendrafted for Cullen and will be presented to ameeting of the Planning and RegulatoryServices

8. Committee in August 2015 along withguidance on windows within conservationareas. Guidance has been prepared on shopfronts and signs and this will be rolled out inthe middle of July.

CommitmentSupplementary Guidance issued andimplement revised developer contributions toimprove certainty.

ProgressDraft Supplementary Guidance on DeveloperObligations was agreed at the Planning andRegulatory Services Committee in March2015 and this is available for publicconsultation from 3rd April until 29th June2015.

23

Service Improvements for 2015/16

In addition to the Service Improvementscommitments we made for 2013/14 some ofwhich are still in progress as detailed previously,in 2015/16 we will:

› Transfer Works to Trees from DevelopmentPlans to Development Management and ensurerequests are logged into uniform

› Review Development Management proceduressince e-planning was introduced

› Implement On line Data Protection Guidanceagreed by Committee – 18 month rollingprogramme

› Monitoring of S.75 legal agreements - set upcontinuous monitoring system to ensure theprocess is consistent

› Investigate developer forum or developerbulletin and continue to improve dialogue withdevelopers

› Engage young people in the planning process -a proposal will be developed in support of theRTPI Future Planner project during 2015 whichwill be implemented during 2016 as it will fitinto the timetable for the next LocalDevelopment Plan.

› Improve and merge the Council’s Planningservice website (currently split intoDevelopment Management and DevelopmentPlans) and review and increase use of socialmedia such as use of facebook

› Transfer street naming and numbering fromTransportation to P&D (sites better with theGIS/CAG function) and is closely linked withother we based mapping systems and is moreefficient

› Joint training event hosted by ForestryCommission Scotland for DevelopmentManagement and Planning and Developmentplanners on tree surveying to support newSupplementary Guidance and compensatorywoodland planting.

› Continue to discuss and raise awareness ofplanning issues within community groups

› Introduce quality audit process, similar toCreating Places Street Technique, to supportthe new Primary Policy on Placemaking


PART 5OFFICIAL STATISTICS

A: DECISION MAKING TIMESCALES

CATEGORY TOTAL NUMBER AVERAGE TIMESCALE (WEEKS)OF DECISIONS2014-15 2014-15 2013-14

Major Developments 2 13.1 98.2

Local Developments (non-householder)Local: less than 2 months 731 6.6 7Local: more than 2 months 58 21.7 34

Householder DevelopmentsLocal: Less than 2 months 240 5.8 6.7Local: more than 2 months 3 11.2 19.3

Major Housing Development 0 N/A 82.8

Local Housing DevelopmentsLocal: less than 2 months 289 7 7.2Local: more than 2 months 30 16 48

Major Business and Industry 3 16.4 82.8

Local Business and industryLocal: less than 2 months 123 6.8 7.1Local: more than 2 months 12 40.5 24.6

EIA developments 1 82.1 N/A

Other consents*Listed Buildings & Conservation Area 65 7.9 N/A Advertisements 36 7.7 N/AHazardous Substances 1 8.0 N/AOther consents and certificates 5 3.1 N/A

Planning/legal agreements**(major applications) 0 N/A 117(local applications) 6 23.1 47.3

Local Reviews 14 11 7

25

B. DECISION MAKING: LOCAL REVIEWS AND APPEALS

TYPE TOTAL NUMBER ORIGINAL DECISION UPHELDOF DECISIONS 2015-14 2014-13

Local reviews 14 78.6% 50%

Appeals to Scottish Ministers 8 62.5% 30.8%

C. ENFORCEMENT ACTIVITY

TYPE 2015-14 2014-13

Cases Taken Up 188 143

Notices served *** 0 6

Reports to Procurator Fiscal 0 0

Prosecutions 0 0

Number of breaches resolved 168 143

* Consents and certificates: Listed buildings and conservation area consents. Control of Advertisement consents. Hazardous

Substances consents. Established Use Certificates, certificates of lawfulness of existing use or development, notification of

overhead electricity lines, notifications and directions under GPDO Parts 6 & related to agricultural and forestry development

and applications for prior approval by Coal Authority or licenced operator under classes 60 & 62 of the GPDO.

** Legal obligations associated with a planning permission concluded under section 75 of the Town and Country Planning

(Scotland) Act 19997 or section 69 of the Local Government (Scotland) Act 1973

*** Enforcement notices; breach of condition notices; planning contravention notices, stop notices, temporary stop notices; fixed

penalty notices and Section 33 notices.


PART 6WORKFORCE ANDFINANCIAL INFORMATION

The information requested in this section is an integral part of providing the context for the information in part 1-5.Staffing information should be a snapshot of the position on 31 March. Financial information should relate to thefull financial year.

TIER 1 TIER 2 TIER 3 TIER 4

Head of Planning Service 0 0 1 2

Note: Tier 1 = Chief Executive, Tier 2 = Directors, Tier 3 = Heads of Service Tier 4 = Managers

DM DP ENFORCEMENT OTHER

Managers No. Posts 1 1 Covered by DM Manager 0

Vacant

Main grade posts No. Posts 11.2 7 1 0

Vacant 0

Technician No. Posts 1 2 1 (part time assistant) 0

Vacant

Office Support/Clerical No. Posts 3 0 Covered by DM support 0

Vacant

TOTAL 27.5 16.2 10 1.3 0

Note: Managers are those staff responsible for the operational management of a team/division. They are not necessarily line managers.

27

STAFF AGE NUMBER PROFILE

Under 30 2

30-39 8.5

40-49 10

50 and over 7

COMMITTEE & NUMBER PERSITE VISITS* YEAR

Full council meetings 14

Planning committees 12

Area committees Not applicable(where relevant)

Committee site visits 6

LRB** 7

LRB site visits 7

Notes:* References to committees also include National Park Authority boards. Number of site visit is those cases

where visits were carried out by committees/boards.

** This relates to the number of meetings of the LRV. The number of applications going to LRB are reportedelsewhere.

TOTAL COSTS INDIRECT** INCOME***BUDGET DIRECT*

Development management £54,525 £572,485 £155,682 -£673,642

Development planning £634,137 £436,248 £239,783 -£41,894

Enforcement £62,907 £62,907

Other £473,935 £337,859 £136,076

TOTAL £1,225,505 £1,409,500 £531,541 £-715,536

Notes:* Direct staff costs covers gross par (including overtime, national insurance and superannuation contribution).

The appropriate proportion of the direct cost of any staff member within the planning authority spending 30%of more of their time on planning should be included in costs, irrespective of what department they areallocated to (for example, legal advice, administration, typing). Exclude staff spending less than 30% of theirtime on planning.

** Indirect costs include all other costs attributable to the planning service. Examples (not exhaustive) includeaccommodation, IT, stationery, office equipment, telephone charges, printing, advertising ,travel andsubsistence, apportionment of support service costs.

*** Include fees from planning applications and deemed application, and recharges for advertising costs, etc.Exclude income from property and planning searches.


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