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Publication - Progress report

Planning, Infrastructure and Place Advisory Group: annual report 2024

Published
13 February 2025
Directorate
Planning, Architecture and Regeneration Directorate, +1 more … Economic Development Directorate
Topic
Building, planning and design, Communities and third sector, Economy, +7 more … Education, Energy, Environment and climate change, Health and social care, Housing, Money and tax, Transport
ISBN
9781836912514

Annual report covering the activities of the Planning Infrastructure and Place Advisory Group in 2024. Prepared in Collaboration with Scottish Futures Trust.

View supporting documents Supporting documents

4. Year 1 Learning & Progress

4.1 Year 1 Outputs

The key Year 1 outputs were:

  • Case studies produced on each Place Review and/or learning event, which champion good practice and make recommendations for more widely applicable solutions to explore. The case studies are presented in Appendix B, with key learnings and common themes summarised in section 4.2. These represent a snapshot in time, therefore it is likely that further progress has been made in the months since capture.
  • Write-up of other learning activities, including the presentation from Scottish Power Energy Network (SPEN) on net zero energy infrastructure strategic challenges.
  • Meeting minutes were prepared for each Advisory Group meeting including actions for the secretariat and the establishment of a short life working group where value could be added.
  • A Short Life Working Group (SLWG) was established to undertake a deep dive into issues of funding and finance, exploring approaches and mechanisms to financial risk (and return) sharing in planning and development. A summary note was produced making conclusions and recommendations.
  • Further meetings on specific opportunity/challenge areas, including:
    • a meeting of core advisory group members and key Scottish Government officials and external representatives, to explore opportunities and challenges around data quality and availability. A summary note was produced with actions identified for PIPAG to progress to discussion. Although this action is still underway, early progress was made in 2024 and there is scope for data to be a priority for the 2025 work programme.
    • an initial exploration of how to capture and promote place good practice, with future action anticipated in 2025.
  • This PIPAG annual report (2024) assessing lessons and progress made by PIPAG in Year 1, providing the basis for agreeing the Year 2 (2025) focus for the group.

4.2 Summary of Emerging Themes

Common themes have emerged across the advisory group meetings, despite the different topic focus of each review and learning session. In many cases there are successful and innovative examples of solutions to address specific infrastructure delivery challenges, but these are often localised and therefore not embedded into best practice approaches that others can adopt easily.

There is no ‘one size fits all’ solution and the aim is for a place-based approach which recognises the specific challenges and opportunities which are unique to the place and its needs. However, there are common challenges that can be addressed more effectively through sharing lessons, knowledge and building capacity. These are summarised in the 4 below.

Table 4 : PIPAG Year 1 Emerging Themes Summary
Area Emerging Themes Future opportunity
Case for investment
  • The need to develop a strong case for investment which is supported by quality, accessible data informing local needs assessment and robust options appraisal.
    • PIPAG explored work on datasets (see Appendix C) and how they can be better coordinated and made more accessible.
  • There are many sources of data, and it is difficult to effectively bring them together into one place. Opportunity lies in better sharing and openness.
  • PIPAG to assess whether there is an existing champion or route for coordination of this theme.
Case for public investment
  • The importance of the options appraisal methodology to provide a comprehensive assessment of the full range of options (e.g. re-use or alternative use options for VDL; improved data access and use) to support prioritisation and alignment on investment decisions.
    • For VDL, options appraisal approaches may not adequately value alternative uses e.g. re-use, green space, nature-based solutions, climate resilience, etc.
    • Currently there is inconsistent place appraisal.
  • Aligned activity from a new Place Demonstrator Panel, led by Scottish Government, may provide opportunities for more consistent place appraisal through promoting the Place Framework. PIPAG to highlight findings with the Panel as the current Champion for this theme.
  • A focus on the Infrastructure Investment Plan (IIP) priorities as part of Year 2 PIPAG workplan provides an opportunity to feed into the improvement programme identified in the current IIP, which includes improving infrastructure investment decision-making.
Capacity Building
  • Developing local capacity, maturing community anchor organisations (e.g. Community Development Trusts), and establishing effective governance takes time and often requires resilient volunteer leaders.
  • Short-term, competitive funding rounds (often for capital-only funding) often reduce the ability for communities to commit the initial outlay to support community capacity building.
  • The initial outlay to support community capacity is often relatively small to achieve long-term action. To ensure adaptability and resilience, the community should be engaged in identifying the optimal interventions at an early stage.
  • Consideration could be given to the most effective way to build local capacity.
  • Consider capacity building at the local level to support community-led action in the longer-term, building adaptation and resilience.
  • PIPAG to assess whether there is an existing champion or route for coordination of capacity building theme.
  • Additionally, the focus on the Infrastructure Investment Plan (IIP) priorities as part of Year 2 PIPAG workplan provides an opportunity to feed into the improvement programme identified in the current IIP, which includes improving community engagement.
Coordination
  • Collaboration is required to ensure alignment on the vision, outcomes and spatial priorities.
  • The importance of engaging all levels in infrastructure projects from local, regional and national level. Buy in and accountability are important considerations in coordinating this engagement.
  • Creating a legacy for large scale developments on the areas within which they are located is important.
  • There is scope for better coordination of socio-economic benefits throughout development, including pooling funds and drawing on available expertise resulting in more ambitious outcomes.
  • There is potential to develop a more coordinated approach to legacy investment, particularly around energy investment, including pooling of infrastructure funds for community benefit (including housing).
  • For both of these opportunities, PIPAG to assess whether there is an existing champion/s or route for coordination of this theme. As noted above, the Place Demonstrator Panel may provide an opportunity to test solutions to elements of these connected themes.
Planning tools
  • Planning tools such as Development Frameworks and Masterplan Consent Areas (MCAs) have potential to bring together or align consenting processes.
  • There is the potential to support the take up of MCAs across Scotland, through awareness raising, and sharing of case studies, especially in rural areas to support rural housing delivery.
  • PIPAG and SG to continue to champion planning tools through ongoing engagement with stakeholders.
Risk (and return) sharing
  • There is the potential to further consider the application of a risk (and return) sharing approach to other sites across Scotland, based on the critical success factors and key learning points identified by the Winchburgh SLWG.
    • The learning from Winchburgh has been shared with teams in Scottish Government who are leading on the Housing Investment Taskforce, as well as Investment and Finance officials working on the response to the First Minister’s Investor Panel recommendations, including the use of public sector guarantees and contingent liabilities.
  • Housing Investment Taskforce and Investment and Finance officials to pursue opportunities.
  • Aim to incorporate risk (and return) sharing findings into planned work for the Infrastructure Investment Plan (IIP) to aid the delivery of the NPF4 National Developments and Place-Based Investment. This theme to be addressed by officials working on the IIP.
Alternative funding & finance
  • Winchburgh used as a key case study to explore innovative infrastructure funding and finance solutions.
  • A highly collaborative and innovative financing approach, through a Tripartite agreement between Scottish Government, WDL and West Lothian Council (WLC).
  • A first-of-its-kind funding mechanism developed to be paid back through developer contributions and underwritten by guarantees from The Scottish Government and Winchburgh Developments Ltd.
  • As noted in the risk and return sharing theme, the learning from Winchburgh has been shared with teams in Scottish Government who are leading on the Housing Investment Taskforce, as well as Investment and Finance officials working on the response to the First Minister’s Investor Panel recommendations, including the use of public sector guarantees and contingent liabilities.
  • Housing Investment Taskforce and Investment and Finance officials to pursue opportunities.

4.3 Assessing progress

To assess progress, taking into consideration that this is only Year 1 of PIPAG activity, a high-level qualitative assessment has been made using the following RAG rating system.

Table 5 : RAG rating
Status RAG rating Definition
Significant progress achieved Green Strategic objective has been a high/priority focus
Some progress achieved Amber Strategic objective has been a low/medium focus
Not started Red Strategic objective has not yet been a focus

Progress against strategic objectives

Using the above assessment framework, the Table below summarises PIPAG progress in Year 1 against the overarching strategic objectives for the advisory group.

Table 6 : Year 1 Progress against Strategic Objectives
Strategic Objectives (source: ToR, September 2023) Progress Comments Possible Actions for Year 2 (2025)
Advise on the delivery of National Planning Framework 4. Amber The work of the group is included in the NPF Delivery programme versions 2 and 3. The focus on infrastructure and place reflect NPF4 priorities and is an element of its implementation. Include National Development monitoring as part of the scope for Year 2 activity.
Provide strategic input to the development of the next Infrastructure Investment Plan (IIP). Red A work programme was agreed for 2024 that was based on thematic case studies. Work on the development of the next IIP has been progressed, albeit not through the auspices of PIPAG. Providing input to the development of the IIP is anticipated to be a key focus for PIPAG during 2025. Support the development of IIP (critical activity in 2025).
Advise on prioritisation and targeting of public and private investment to optimise outcomes and achieve place-based transformational change and identify gaps in funding and finance. Green Significant progress made through the SLWG focused on the specific financing mechanism utilised at the Winchburgh development. The subject of getting the best value for money from investment has come up frequently. This work summarises how to translate key experiences into lessons to learn for the future. Develop further findings on funding and finance to provide advice that supports place-based transformational change.
Guide improved alignment and integration of place-based and spatial approaches in public and private sector decision-making. Green The case study work highlights opportunities for improved alignment and integration to optimise outcomes. Continue to foster this approach and underpinning principle through the IIP.
Demonstrate what good infrastructure delivery looks like and promote innovation and best practice. Green The case studies identify many examples of good practice. These are being shared more widely through the publication of this annual report. Consider how to further crystalise and disseminate good practice to achieve change on the ground.
Review progress in delivering the spatial strategy, National Developments and national planning policy set out in NPF4. Red The agreed work programme didn’t explicitly cover this. The NPF4 Monitoring report is the main vehicle for reviewing this progress, and this work has been progressed, albeit not through the auspices of PIPAG. Include National Developments monitoring as part of the scope for Year 2 activity.
Visibly champion delivery and challenge decision-makers to consider new ways of working, in the spirit of public service reform. Amber The group has promoted projects which have delivered change on the ground. These projects are included as case studies at Appendix B. Further consideration to be given to how delivery is championed and how this is communicated.
Identify issues and blockers to development, regeneration and implementation of an ‘infrastructure first’ approach in practice. Amber Issues and blockers summarised in case studies and lessons learnt covered in Section 0, with further detail in the Appendix B case studies. Any additional issues and blockers identified through analysis of National Developments / other developments to be added.
Identify, explore and share solutions and scope for innovation to overcome barriers to development and infrastructure delivery, including by applying the Place Principle in practice. Amber Winchburgh example – financial risk-return sharing issues explored. Place principle work to be taken forward by other areas of Government. To follow up with Scottish Government to discuss how the findings of the SLWG have been used to inform thinking on support for future developments; and that the place principle continues to be championed, through demonstrating the benefits of spatial alignment.
Reflect on the impacts and opportunities arising from wider change, including the implications of wider Scottish Government policy and programmes as they evolve. Amber A number of specific issues emerged during 2023/24. In developing a work programme, PIPAG has considered a number of these and has sought to consider which of those it is best place to consider directly or indirectly. Issues include:
  • Development of IIP
  • National Development monitoring
  • Focus on Housing emergency
  • Political interest in stalled sites (including infrastructure)
 Work programme to reflect on drivers of change, including Budget (Dec 2024) implications and any other policy and programme announcements.

Progress against the PIPAG Monitoring & Evaluation (M&E) Framework

Table 7: Progress against PIPAG's M&E Framework
Indicator Progress Comments
Demonstrate improved integration of place, planning and infrastructure policy. This indicator requires integration of learnings into the Infrastructure Investment Plan (IIP) which is a critical Year 2 (2025) activity for PIPAG. Key learnings are summarised in this annual report but are yet to be used to help inform and shape the next IIP.
Clear demonstration of barriers, solutions and learning to infrastructure development. This annual report provides a summary of barriers, solutions and learning to infrastructure development through the case studies, additional working group and research workstreams.
National Developments (NDs) are monitored to support implementation. Year 2 (2025) of PIPAG activity will pick up National Development monitoring to support implementation.

Contact

Email: chief.planner@gov.scot

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