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KEY THEMES
Qualitative and Quantitative
91. The consensus was that qualitative information provided a better indication of how a Planning Authority was performing and some suggestions were made on possible measures. While quantitative data could cover over underlying problems, recording this information as a percentage rather than just figures, and supporting it with contextual information would allow for a better understanding of their performance.
Timing of Assessments
92. It was agreed by the majority of respondees that a 5 year cycle was the most appropriate period. This would allow for the recommendations to be made and improvements made where necessary.
Sharing of Good Practice
93. A number of common suggestions were made throughout the responses on how to share good practice in an effective way:
- Publication on internet
- Benchmarking Groups
- e-learning opportunities based on case studies
- development of toolkits
- mentoring
- online discussion forums
- Highlighting good practice/improvements through awards
- Annual conference
- Self-assessment posted on the Internet along with performance figures
- Planning Advice Notes on best practice
- Half day seminars with neighbouring or authorities with similar characteristics
Composition of the Assessment Team
94. It was agreed by most of the respondees that planning managers should be members of the assessment team. This would allow for the sharing good practice from both sides. However, this should not impact on the performance of the planning authority that was providing the members of the assessment team. Other local authority staff could also play a role, as could staff from other organisations.
Staff Resources
95. There was a strong feeling that the assessment process and submission of performance related data should not place an additional burden on already under resourced Planning Authorities.
The use of Information Technology
96. Many comments stressed that IT should be utilised more efficiently, especially with the introduction of e-planning. Where possible IT systems should be used to produce, collate and submit performance information to the Scottish Executive. This could help to alleviate concerns that increasing the amount of information requested from local authorities would lead to an increased burden on resources.
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