Diagnostic Reviews of Development Management (Scotland)
Background
TRA has developed an additional service as part of its framework of organisational consultancy for local planning authorities. It involves a short Diagnostic Review of how development management is organised with the aim of providing the authority with a snapshot of how well its procedures are currently operating, highlighting any areas that appear to be doing particularly well and areas that require more detailed investigation because there are current deficiences or potential problems which the authority should seek to address.
The Diagnostic Review focuses on key areas of the development management service in Scotland (set out below) which help to form an overall picture as to its "health" and which can be used as the basis for future development and improvement to the service.
TRA is qualified to conduct such a review because of the range and depth of experience we have in looking at how the development management function is handled in a wide range of authorities (see opposite). Our team knows exactly where to focus attention, allowing us to quickly spot procedures and organisational arrangements which are not up to standard in terms of current best practice, legal requirements and operational efficiency/effectiveness.
Scope of the review
A diagnostic review covers the following aspects of the development management process:
- pre-application enquiries and discussions, and handling Permitted Development enquiries
- initial handling of applications
- validation and registration
- publicity, advertising and production of weekly and extant applications lists
- consideration of applications by case officers, including site visits, negotiation, requesting further information and the handling of variations
- production and “signing off” of decision notices
- Committee reports and production procedures (based on examples of Committee reports, discussion with officers, but not incorporating observation of the Committee in action)
- decision notices, reports of handling and notifications to contributors
- handling post-decision amendments
- notification of initiation of development, site notices and notices of completion
- the Planning Register
- use of technology.
Although "development management" does not technically include advertisement, listed building or conservation applications, the review will consider applications in a generic sense primarily to gauge how much staff understand some of the procedural differences involved. Enforcement is a significant topic in its own right and not strictly within the definition of "development management" but the review will provide a superficial diagnosis of this function. Similarly, it will consider officers' handling of appeals and their statements.
The review focuses mainly on procedures, but will also consider to a limited extent related aspects of organisational structure and staffing resources, as these are often interlinked.
Output
The output of the review is a short written report outlining:
- the current "health" of each aspect of the service including a rating from "commendable/innovative practice" through to "a failure of practice" (which would need to be addressed as a matter of urgency)
- key conclusions as to strengths and weaknesses, including any necessary observations on the organisational structure and resources
- aspects where more detailed review would be beneficial as the basis for improving the service and its delivery, with clear justifications.
This is a “diagnostic” review, aiming mainly at identifying the most fruitful focus for further review and possible change. It will almost certainly identify the need for follow-up work. This can be handled by the authority in any way it chooses and need not necessarily involve TRA.
Personnel
One lead consultant is appointed to handle the project, with a second consultant involved in support (the involvement of two consultants is an important element of our own quality management procedures).
Additionally, we can call on our extensive network of Associates with a wide experience of advising local authorities and of hands on experience of development management if required.
Contact
If you would like to take things further please contact Penny O'Shea for more information and a no-commitment discussion.