Scottish Government

Elements of Efficient and Effective Service

20. The first Annual Report contained a table setting out the elements of an efficient and effective development control service. This has been revised and expanded (see page 12) in the light of experience with subsequent audits. A summary of Good Practice identified in the completed 13 audit reports will be posted on the Scottish Executive Planning Web Site.

Box 1 Elements of an efficient and effective development control service
General	Management commitment	Managers must promote a positive approach to service delivery and seek opportunities for improvement. They must ensure staff are aware of what is expected from them
	Job description/appraisal	Clear, up-to-date and specific job descriptions supported by a system of performance appraisal are required.
	Support services	Support should be well resourced with clear cut roles and an emphasis on team working. Opportunities for the greater involvement of technical support in handling minor applications, dealing with inquiries and carrying out site visits should be maximised.
	Information andmmunications Technology (ICT)	ICT has the potential to achieve significant improvements to the service. It needs to be supported by adequate training.
	Performance monitoring	Targets should be set, performance in relation to these targets monitored and action taken as appropriate.
Policy Context	Development plans	Priority should be given to the preparation of local plans which are relevant to current and emerging issues.
	Policy monitoring	Councils should establish a monitoring framework to assess consistency in the application of policy.
Processing Applications	Pre-application discussions	Discussions should involve key players, with areas of agreement and disagreement recorded.
	Registration	Applicants should be registered or declared invalid within 2 working days.
	Practices and procedures	Harmonisation and consistency of practice is important within and between teams and area offices.
	Minor applications	An individual or small team should be dedicated to processing minor and/or non controversial proposals. This is unlikely to be practical in rural areas where the service is decentralised or where the volume of applications does not justify this approach.
	Consultees	Timely and relevant responses from consultees should be secured.
	Revised schemes	Be prepared to refuse permission rather than wait indefinitely for amendments.
	Reports	Succinct reports highlighting key issues are required.
	Conditions	Conditions should meet the 6 tests specified in Circular 4/98.
Councillors	Delegation	Delegation arrangements should ensure that elected members focus on applications raising major policy issues or matters of general public concern.
	Committees	Support arrangements for and the cycle of committees should take more account of meeting performance targets.
	Decision making	Councillors must be fully involved in development plan preparation and alert to the implications for policy of decisions on individual applications.
	Code of conduct	Codes of conduct are helpful in explaining issues such as the weight to be attached to development plan policy, the criteria for continuation of applications or site visits and the implications of decisions being taken contrary to officials' advice.
	Training	Planning can be a complex subject and it is important that councillors are familiar with the key principles and elements of the planning system. They should also be kept up-to-date with developments in policy and legislation with opportunities for training in specific issues such as design.
Customer Care	Service Standards	The standards that the public can expect should be clearly specified. This could cover issues such as how to make an objection, appearing at a Committee, etc. Guidance should also indicate how applicants can assist the efficient handling of their proposals.
	Application Forms	Forms should be simply and clearly laid out.
	Front counter staff	Staff should be helpful and courteous. Training should ensure they are generally familiar with the development control process.
	General correspondence	The name and telephone number of the case officer should always be provided.
	Weekly list	The name and telephone number of the case officers, likely timescale and method of decision making should be included.
	Liaison	The views of the development industry, consultees and community interests on the quality of the service and the scope for improvement should be sought.