Planning, Infrastructure and Place Advisory Group: minutes 30 October 2025

Attendees and apologies

Co-Chairs

• Tony Rose, Scottish Futures Trust
• Fiona Simpson, Chief Planner

Core Group

• Richard Ballantyne 
• Susan Campbell
• Ian Docherty
• Nick HalfhideGareth Hislop
• Martin McKay
• Ailsa Raeburn
• Fiona Simpson
• Pauline Smith
• Sara Thaim
• Hamish Trench
• John Trower
• Lynne Ward
• Jane Wood
• Rachel Skinner

Support

• Emma Cairns, Scottish Government

• Greg Walker, Scottish Government

Items and actions

Introduction and apologies

Tony Rose welcomed everyone to the meeting and set out the agenda.

He invited Steven Mackie, Head of Infrastructure Strategy, to speak to the first item.

Infrastructure Strategy

Steven Mackie provided an overview of the next Infrastructure Strategy and covered the role, scope, timescales, outcomes, and enablers of the strategy. He advised that a draft Infrastructure Strategy will be published for consultation on 13 January 2026. Feedback during the consultation period will inform the final publication, scheduled for summer 2026.

Changes to the Infrastructure Delivery Pipeline were highlighted. This will be a live document with specific projects—locations, timelines, and delivery milestones included. This will ensure a bottom-up approach from delivery to strategy. All projects in the Delivery Pipeline will require a business case. This marks a shift from the previous Infrastructure Investment Plan.

In discussion, the group noted:

• the move toward a longer-term strategic approach for the Infrastructure Strategy along with the changes outlined in relation to the Delivery Pipeline was welcomed.  There were benefits identified for this approach in terms of increased flexibility as well as potential challenges in terms of accountability and alignment with spending reviews
• the change in terminology from “plan” to “strategy"
• the role of AI growth zones, with questions around prioritisation and deliverability. It was noted that key infrastructure areas—such as hospitals, housing, and energy—are not sufficiently addressed in relation to AI-driven growth. Concerns were raised about the need for contractual certainty to support energy infrastructure and stimulate demand in the renewables sector
• the strategy’s ability to adapt to societal changes, including technological shifts like AI, was discussed. Mechanisms such as engagement forums, supply chain competition, and input from the Scottish Futures Trust will help identify market demand and inform strategic adjustments. The live pipeline will be subject to ongoing review to reflect changing priorities
• finally, it was noted that the strategy will encompass private infrastructure as well as public investment, acknowledging the increasing complexity and diversity of the infrastructure landscape beyond the Scottish Government’s budget

Place Chapter (Infrastructure Strategy)

Fiona Simpson spoke to the Place Chapter of the Infrastructure Strategy and covered Place Impact Testing, Priority Places, Place Partnerships/Collective Working. A draft of the Place chapter had been circulated to members, and the group were asked for feedback.

In discussion, the group noted:

• there was broad agreement that the Place Chapter is progressing well and is heading in a positive direction. The inclusion of private investment and the recognition of Community Asset Ownerships (CAOs) as a form of public-private infrastructure were welcomed. However, it was noted that further clarity is needed to strengthen the role of CAOs within the strategy
• health and economic growth were discussed as interlinked but distinct outcomes of place-based infrastructure. The strategy should better articulate how physical and non-physical aspects of place—such as regeneration and service provision—can support these outcomes. Poverty and disadvantage remain central concerns, and the strategy must clearly link opportunity and need to enable transformation. Clyde Gateway was suggested as a potential case study to illustrate this
• concerns were raised about the expectations placed on planning authorities, particularly regarding coordination and additional duties. An action was noted to follow up with Fiona Simpson on examples (listed in action column)
• the strategy should also acknowledge the challenge of prioritisation, especially in a context where all regions may claim equal need or opportunity. A clearer articulation of “priority places” is needed, including what may not be prioritised
• the relationship between place and land management was highlighted, with examples such as work on the South Esk and Dee rivers. These projects demonstrate how catchment-wide approaches can reduce risk and deliver community benefits. Such examples could be used to align broader land management with infrastructure planning
• a recurring theme was the need to distinguish between “need” and “opportunity” in the Place Chapter. While there are significant economic growth opportunities, there is also a pressing need to ensure communities are not negatively impacted and can benefit from investment
• Inverness was cited as a strong example of how infrastructure can address temporary needs while leaving a lasting legacy. The strategy should reflect this duality and be explicit about how viability and commerciality can unlock private investment
• the group discussed the challenge of place prioritisation, noting that regional and local priorities should drive decision-making. There is a need to bridge top-down strategies with community action plans, and to be transparent about capital rationing and leverage—recognising that some areas will attract more private investment than others
• the need to consider the relative balance and leverage between public/private investment and the ability for the “right level” of public funding to unlock private investment.  A place-based approach can consider the interconnection between this and the range of assets that need to be supported (both public and private)
• it was noted that heritage-rich places are often the most vulnerable to climate change, yet this is not addressed in the current chapter. These areas face unique physical challenges that require targeted attention
• placemaking was acknowledged as inherently difficult. Three key considerations were raised: What does it mean for a place not to be a priority; decision-making effort is often spread thin across all ideas, with little appetite to say no; clarity is needed on “need for whom?” and “opportunity for whom?”. It was also noted that it will be challenging to deliver everything in all places and that the requirements and solutions will vary from place to place
• a significant gap was identified in the strategy regarding digital infrastructure, particularly in relation to AI as a macroeconomic driver. Scotland risks being left behind due to the lack of subsea international connectivity, which underpins participation in the AI revolution. The strategy should address this absence and consider how Scotland can build the necessary infrastructure to remain competitive
• the group reflected on the NISTA roundtable, which acknowledged that infrastructure strategies must be realistic about financial constraints. The strategy cannot answer everything, but it must be clear about what is prioritised and why

Any other business and closing remarks

Tony raised the subject of where to focus next.  At the May meeting the subject of Infrastructure Mapping and data sharing was proposed as a next area of interest. Tony suggested that this be taken forward.  The group agreed to this proposal, and the secretariat will therefore develop a briefing paper and areas for discussion to be brought to the next meeting.

The date of the next meeting is yet to be established, and a doodle poll will be circulated in due course for dates during February.

Actions

Steven Mackie to follow up with Rachel Skinner regarding engagement with UK National Infrastructure and Service Transformation Authority.

Steven Mackie to follow up with Jane Wood regarding grid infrastructure.

Fiona Simpson to consult with Pam Ewen on the increasing responsibilities of Planning Authorities (PA) to coordinate the additional duties expected of PAs.

Briefing Paper to be developed by Secretariat in relation to Infrastructure Mapping/Data.

Doodle poll to be sent round for dates for the next PIPAG in February 2026.