Renfrewshire Council Building Standards Verification ...€¦ · 1.1 30.06.2014 AMC Minor updates...
Transcript of Renfrewshire Council Building Standards Verification ...€¦ · 1.1 30.06.2014 AMC Minor updates...
Renfrewshire Council
Building Standards Verification Service
Balanced Scorecard 2015/16
Quarter Three
Document History
Version Issue Date Reviewed Summary of changes
1.0 29.04.2014 AMC/DB Initial document – Quarter one 2014/15
1.1 30.06.2014 AMC Minor updates and formatting changes
1.2 28.08.2014 AMC Summary C.I.P updated with quarter 2 actions.
1.3 18.11.2014 AMC Summary C.I.P updated with quarter 3 actions.
1.4 31.01.2015 AMC Summary C.I.P updated with quarter 4 actions.
2.0 30.04.2015 AMC Summary C.I.P updated with quarter 1 actions 2015/16.
Proposals regarding the new corporate management
structure and departmental structure added.
2.0 14.08.2015 AMC Summary C.I.P updated with quarter 2 actions 2015/16.
Building Standards staff structure diagram updated.
2.1 31.10.2015 AMC Summary C.I.P updated with future actions for quarter 3
and commentary on quarter 2 positions.
2.2 03.02.2016 AMC Summary C.I.P updated with future actions for quarter 4
and commentary on quarter 3 positions. Outcomes
updated to reflect eBuilding Standards preparations.
Development Standards staff structure updated.
Table of Contents
1. Introduction to the Local Authority
2. Building Standards Verification Service Information
3. Strategic Objectives
4. Key Performance Outcome and Summary C.I.P
5. Additional data – Local Authority Quarter Three Return 2015/16
Key contacts: David Bryce, Development Standards Manager, Renfrewshire House, Cotton Street, Paisley PA1 1JD
Phone 0141 618 7892 or email [email protected]
Alex MacCalman, Assistant Development Standards Manager, Renfrewshire House, Cotton Street, Paisley,
PA1 1JD
Phone 0141 618 7909 or email [email protected]
1. Introduction
1.1 Balanced Scorecard
The balanced scorecard is a strategic management tool that is used in business organisations to align
business activities to the vision and strategy of the organisation, improve internal and external
communications, and monitor performance against strategic goals.
Building standards verifiers in Scotland are required to utilise the balanced scorecard as a means to
manage, monitor, review and develop strategies for their business with a focus on the three core
perspectives listed below and the public interest and continuous improvement cross-cutting themes:
Professional Expertise & Technical Processes
Quality Customer Experience
Operational & Financial Efficiency Renfrewshire Council Building Standards have successfully used the balanced scorecard approach to monitor and inform our verification business activities since 2006.
1.2 Profile of Renfrewshire
1.2.1 Population and Towns
The Renfrewshire Council, shown in the map below, is situated to the west of Glasgow on the South
bank of the River Clyde and covers nearly 270 square kilometres (103 square miles). To the West lies
Inverclyde Council, to the South is North Ayrshire Council and East Renfrewshire is located to the South
East. The population of Renfrewshire is estimated to be over 177,000, making it the ninth largest
Council in Scotland in terms of its population. Paisley, with an estimated population of some 78,000
forms the commercial and transport hub for Renfrewshire. It has a rich heritage of civic architecture
built during its days as a centre of textile and thread manufacture. The Royal Burgh of Renfrew lies to
the North of Paisley and the 18th century planned town of Johnstone lies to the West. There are a
number of towns and villages located North and West of Paisley including the new communities at
Erskine, Houston and Crosslee. Renfrewshire has an attractive and varied landscape, with the
Renfrewshire hills in the West and Gleniffer Braes in the South falling to the agricultural river valley
which runs to the Clyde.
Glasgow International Airport is located to the North of Paisley and is easily accessed from the M8
Motorway and Paisley Town Centre. It is one of Scotland’s busiest airports and provides direct flights to
UK, European and transatlantic destinations. It is a key part of the transportation infrastructure of
Scotland and is a major contributor to Renfrewshire’s economy.
1.2.2 Our people
65% of the local population are young and middle aged adults, 16% are older people and over 18% are
children. The area has a small ethnic minority community which consists of around 1% of the total
population. In recent years, there has also been an increase in the number of people from Eastern
European countries moving to the area and accessing Council services. Based on analysis of earnings
and benefits claims, 14.9% of the local population is defined as being income deprived. Approximately
85% of the population live within an urban area and 15% within a rural setting.
1.2.3 Business and employment
The 1990’s saw the expansion of the high-technology sector, with companies such as Compaq at Erskine
and Inchinnan, and Life Technologies and Vascutek at Inchinnan. The expansion of the Airport, hotel,
retail and leisure sectors, including developments at Braehead, has contributed to the broadening of the
employment structure. In 1998 approximately 83,500 of Renfrewshire residents were in work or were
available for work. Since the 1980’s the manufacturing sector in Renfrewshire has shown a marked
decline. This occurred mainly during the period between 1981 and 1991 when the number employed in
this sector fell by over 40%. The decline continued during the 1990’s but at a slower rate. Renfrewshire
now has a relatively diverse industrial structure and stable employment level.
1.2.4 Environment
Renfrewshire has a very attractive and varied rural and urban environment. About a fifth of the area of
Renfrewshire is built up and the remaining four fifths is rural countryside most of which is covered by
Green Belt policy. The land in the East and North of Renfrewshire, adjacent to the main towns, is
relatively flat and much of it is given over to agricultural uses. The land rises to the Gleniffer Braes in
the South and the Renfrewshire Hills in the West. The rural area provides a rich diversity of landscapes
and habitats, which is one of the defining characteristics of the area. A number of sites have been
designated as being internationally important for wildlife, including the Inner Clyde and the Black Cart at
Inchinnan. Eight Sites of Special Scientific Interest and two local nature reserves have been designated
within Renfrewshire, whilst a third is proposed.
The recreational potential of the remoter uplands has been recognised through the creation of the
Clyde Muirshiel Regional Park which covers the Renfrewshire Hills in the West of Renfrewshire and also
extends into Inverclyde and North Ayrshire; the Gleniffer Braes Country Park covers the hills to the
South of Paisley and extends into East Renfrewshire. Renfrewshire also has a rich heritage of historic
and architecturally important buildings. Over 500 buildings are included in the List of Buildings of
Architectural and Historic Merit; there are eight Conservation Areas, three of which, The
Cross/Oakshaw, Paisley; Ranfurly, Bridge of Weir and Kilbarchan are designated as Outstanding
Conservation Areas.
1.2.5 Our organisation
Renfrewshire Council has approximately 7000 staff providing many essential services such as education and leisure, social work, housing, environmental services and roads. Police, fire and valuation services are currently provided through joint boards with our neighbouring authorities.
The council has gone through a recent restructure to revise its Chief Officer Management arrangements to ensure that it can continue to effectively deliver upon its key priorities in the context of continuing financial restraint. The revised management structure has been agreed and consists of the following directorates; Chief Executive Service, Community Resources, Finance and Resources, Development and Housing Services and Children’s Services.
The schematic diagram below indicates the revised corporate structure.
2. Building Standards Verification Service Information
2.1 Public Interest Statement
The purpose of the building standards system is to protect the public interest. The system sets out the
essential standards that are required to be met when building work or conversion of a building takes
place in order to meet building regulations.
The building standards system checks that proposed building work or conversion of a building meets
standards; inspections are limited to a minimal necessary to ensure that legislation is not avoided. The
control of work on site is not down to the system but is a matter for contracts and arrangements in
place between a builder and client.
Verifiers, appointed by Scottish Ministers are responsible for the independent checking of applications
for building warrants to construct or demolish buildings, to provide services, fittings or equipment in
buildings, or for conversions.
2.2 Section structure
2.2.1 Development Standards
In 2011, the Building Standards and Development Management sections were amalgamated into one
section, Development Standards. The Development Standards section sits within the Planning Division
of the Development and Housing Services department. The responsibility for the management of the
section rests with the Development Standards manager who reports directly to the Head of Planning
and Housing Services. The Development Standards section is located within the fourth floor of
Renfrewshire House, Cotton Street, Paisley.
The Development Standards manager is assisted in the management of the section by two assistant
managers with responsibilities for Building Standards and Development Management. In this respect,
Building Standards and Development Management retain their individual identities but share common
support staff provided by the Business Admin Support section. The Building Standards Technicians are
also utilised by both sections.
2.2.2 Building Standards
Within the revised Building Standards team, the Assistant Development Standards Manager (Building
Standards) is responsible for the day to day running of the section. The Assistant Manager is
supported by six Building Standards Surveyors, two Assistant Building Standards Surveyors and two
Building Standards Technicians who assist the building warrant validation process and carry out a
significant proportion of the site inspection work for the purposes of reasonable inquiry.
The section has two teams based around an East/West geographic split and the workloads and
demands of the service are closely monitored to ensure that increased resources are directed where
most required. The surveying staff are allocated workloads on a competency basis as per our risk
management protocols thereby ensuring that the public interest principle is maintained by matching
staff competence with task complexity.
The Building Standards section has a number of roles and responsibilities out with our verification role,
these activities include;
Enforcement, sections 25-30 of the Building (Scotland) Act 2003, including the provision of 24 hour
dangerous building cover via a standby system.
Safety at Sports Grounds legislation for St Mirren Football Stadium
Section 89 – Raised platform certificates
Letters of comfort and Building Standards Enquiries
Event safety inspections for licensed public events/gatherings
Inspections of Houses in Multiple Occupation
2.2.3 Development Management
Within the revised Development Management team, the Assistant Development Standards Manager
(Development Management) is responsible for the day to day running of the section. The Assistant
Manager is supported by two Planners and four Assistant Planners.
2.2.4 Our aims and objectives
The main aim of the Development Standards section is to provide a regulatory service that meets the
needs and expectations of our customers and communities. As a direct service provider we recognise
the role we play as both an enabler and a regulator, and the importance of providing a consistent,
professional and coordinated service that provides a regulatory framework that encourages
investment and sustainable economic growth within Renfrewshire.
The Development Standards section has been exploring closer integration between Building Standards
and Development Managements roles and responsibilities. To date this has included cooperation on
common enforcement issues and utilising the Building Standards Technicians for the serving of
planning notices and collating site information regarding potential planning enforcement cases.
In response to the changing expectations of our customers, we are currently formalising an across-
service workshop for major/significant development applications. The intention of this across-service
workshop is to provide developers with a single forum which provides early access to the expertise
provided by Building Standards, Development Management, Economic Development, Policy and
Regeneration and Roads, all of which have or may have input into the development process, although
not necessarily at the same time. The pre-application service should benefit developers by providing
relevant and effective dialogue at an earlier stage of the development process and, for council officers;
it will ensure that the implications and opportunities arising from these proposals are brought to a
wider audience.
Development Standards staff structure
Development Standards Manager
David Bryce
Assistant Planner x 4
Joanna Glacken
Andrew McKenzie
James Weir
Graeme Westwater
Assistant Manager Development Management
Alan Finlayson
Assistant Manager Building Standards
Alex MacCalman
Building Standards Technician x 2
Mark Archer
Robert Young
Assistant Building Standards Surveyor x 2
Laura Fields
David Macritchie
Planner x 2 (FTE 1.5)
Clare Murray
Maria Porch
Head of Planning and Housing Services
Fraser Carlin
Building Standards Surveyor x 6
Scott Anderson
David Armstrong
Michael Harkin
Graeme Hay
Irvine Mallard
Norah Martin
3. Strategic Objectives
3.1 Corporate objectives/Council Plan
The 2014-17 Renfrewshire Council plan “A Better Future, A Better Council” sets out how Renfrewshire
Council will achieve its ambitions over the next four years. The plan outlines how the Council will
contribute to delivering the right outcomes for local people and businesses and recognises that “to do
well in delivering the right outcomes, all aspects of the council’s operations – our people, processes,
assets and technologies – need to be focused on delivering the things that matter in Renfrewshire”.
The council plan is structured around the four elements of Scottish public sector reform; Prevention,
People, Partnerships and Performance, and these principles are embraced and echoed in the
Community Plan and the Single Outcome Agreement. Collectively, these documents outline the
priorities of the Council and its partners and provide a clear strategic planning framework in which to
implement these priorities.
The council plan is organised around three themes; “A Better Future in Renfrewshire will be delivered
through A Better Council which continues to improve and evolve its services to ensure we are A High
Performing Council”.
The partnership based commitment towards delivering public services is also reflected in the Council’s
vision “As a high performing public sector organisation, we will work to make Renfrewshire a fairer,
more inclusive place where all our people, communities and businesses thrive”.
To create “A Better Future” the council plan focuses upon achieving the following outcomes:
increased, sustainable investment in our economy;
improved health, well-being and life chances for Children and Families;
improved support to vulnerable adults;
reduction in the causes and impact of poverty;
a safer and stronger Renfrewshire.
3.2 Community Plan
The 2013-23 Renfrewshire Community Plan sets out the aims, objectives and key actions for the
council and other partners, including; further and higher education, the Police, the Fire and Rescue
Service, NHS Greater Glasgow & Clyde, Renfrewshire Chamber of Commerce and Engage
Renfrewshire. The priorities for the new plan were identified through a wide consultation process
with Renfrewshire’s partner agencies.
The themes of the community plan are: Children and Young people, Jobs and the Economy,
Community Care, Health and Wellbeing, A safer and stronger Renfrewshire, A greener Renfrewshire
and Empowering communities. A key feature of the plan is its focus on early intervention and
prevention in areas such as health and wellbeing, crime, and misuse of drugs and alcohol. Each of the
themes will have a thematic board made up of appropriate partners which will take forward these
priorities. The six community planning boards will take forward work on the six key themes and each
board will develop their own detailed action plan.
3.3 Departmental Service Improvement Plan
On the 1st April 2013 the new directorate of Development and Housing Services was created with the
merger of Housing and Property Services and the Planning and Economic Development division of
Planning and Transport. The directorate previously comprised the housing, economic development,
planning and property and asset management functions of the council.
However, under the current restructure of the Chief Officers Management arrangements the
department is going through a transition period as some portfolios are being merged at Head of
Service level and some new portfolios are being created. The asset management and property
functions are being transferred to Finance and Resources and Building Services are being transferred
to Community Resources.
When the departmental restructure is finalised, core services will be provided under the following
divisions; City Deal Project, Planning and Housing Services and Regeneration. The departmental service
plan will be updated to reflect this new arrangement but at present the existing service improvement
plan remains the overarching strategic document for the Development Standards section.
Building Standards are located within the Planning and Economic Development service and perform a
crucial role in achieving the main objectives of the service, in particular -“delivering an efficient and
effective Development Management and Building Standards service that seeks to encourage
investment and sustainable economic growth”.
The department reports to three policy boards: Housing and Community Safety Policy Board, Planning
and Property Policy Board and the Economy and Jobs Policy Board. Operational performance is
reviewed weekly by the senior management team and a six weekly meeting is held with all 3rd tier
managers.
The Development and Housing service improvement priorities are:
Prevention -
Key Outcome 1 – By 2015, all Council tenants have a home which meets the Scottish Housing
Quality Standard (SQHS),
Key Outcome 2 – We give homeless people the support they need and we help prevent people
from becoming homeless,
Key Outcome 3 – Our communities have modern fit for purpose facilities,
Key Outcome 4 – We will work to improve the health and well being of our residents.
Partnerships -
Key Outcome 5 – We work with partners to ensure people have access to suitable, affordable
housing across all tenures,
Key Outcome 6 – We will work with partners to support investment in the sustainable growth
of Renfrewshire’s communities,
Key Outcome 7 – We will work with partners to contribute to the economic and social
regeneration of Renfrewshire,
Key Outcome 8 – We will work with partners to support and encourage the sustainable
development of Renfrewshire’s natural and built environment.
People -
Key Outcome 9 – Our workforce is structured and equipped to meet future challenges.
Performance -
Key Outcome 10 – We will work to address and manage the impact of welfare reform on rent
arrears and homelessness,
Key Outcome 11 – The Council’s assets are managed effectively and efficiently,
Key Outcome 12 – Best value and services efficiencies are delivered,
Key Outcome 13 – Our employees and customers are involved in shaping service delivery.
The Building Standards section recognises the importance of corporate strategy and our objectives are
directly influenced by the strategic priorities of the above documents.
3.3 Building Standards objectives
3.3.1 National Performance Outcomes
Over the coming year the Building Standards sections overall objective is the continuing and successful
implementation of the Building Standards Division’s Key Performance Framework.
The national framework has nine key performance outcomes (KPO) under three schematic headings:
Professional Expertise and Technical Processes:
KPO 1 – Year on year reduction in the average time taken to grant a building warrant,
KPO 2 – Increased quality of compliance during the construction processes.
Quality Customer Experience:
KPO 3 – Increased commitment to meeting customer expectations,
KPO 4 – Adherence to service commitments of a National Customer Charter,
KPO 5 – Improvement of the customer experience,
Operational and Financial Efficiency:
KPO 6 – Financial governance,
KPO 7 – Improved partnership working underpinned by engagement with a National Forum,
KPO 8 – Development of and adherence to objectives outlined in balanced scorecard (Business
Plan),
KPO 9 – Increased commitment to continuous improvement.
Part 4 of this document provides a summary of our forthcoming actions in relation to the continuing
achievement of these outcomes.
3.3.2 Internal Performance outcomes
In addition to the requirements of the National Performance Framework, Renfrewshire Council
Building Standards have additional outcomes that compliment and sit in parallel with the National
Framework KPO’s and the strategic aims of the Council. These outcomes fall under the same
schematic themes as the national KPO’s and link to the key outcomes of the departmental service
improvement plan.
Professional Expertise and Technical Processes:
Outcome 1 – We will have protocols and working practices in place which ensure effective and
consistent verification of building warrant applications and processing of completion
certificates in a manner which enhances the public interest principle.
Outcome 2 – We will ensure the service continues to be efficient and reactive to stakeholder
requirements.
Outcome 3 – We will ensure our staff have ongoing training and development which is
relevant to the tasks they perform.
Outcome 4 – We will share best practice and encourage consistency within our consortia and
benchmarking partners.
Outcome 5 – We will work towards achieving national consistency on all technical issues.
Outcome 6 – We will encourage our staff to assume greater responsibilities and gain broader
experiences within our service.
Quality Customer Experience:
Outcome 7 – We communicate clearly and effectively with our stakeholders.
Outcome 8 – We have clear and transparent customer service standards.
Outcome 9 – We are represented and participate in national and local forums.
Outcome 10 – We will provide a mechanism for stakeholder feedback and research and we
will gather information on the quality of the services we provide.
Outcome 11 – We are committed to making our service easily accessible to all members of the
community.
Outcome 12 – We have a process in place that provides dissatisfied customers with an escape
route should our performance standards fall short of customer expectations.
Outcome 13 – We have systems in place which continue to receive external validation of our
competence.
Operational and Financial Efficiency:
Outcome 14 – We will ensure the service continues to operate efficiently and is structured in a
manner that fulfils stakeholder requirements.
Outcome 15 – We have a time recording system which accurately records our activities.
Outcome 16 – We will ensure that we use our financial resources and assets to secure
effective and efficient service delivery.
Outcome 17 – We will procure and utilise our IT systems in a manner that supports the
verification process and our core business activities.
Outcome 18 – We have financial systems which support our business needs.
Outcome 19 – We communicate clearly and effectively with one and other.
To achieve the above outcomes the Building Standards section will:
Ensure all protocols and guidance notes are reviewed and updated on an annual basis or when
necessitated by internal or external change (Outcome 1).
A 10% random sample of all building warrant applications will be reviewed thereby
encouraging continued consistency of interpretation, compliance, service delivery, Acolaid
data input and to ensure that protocol requirements are being met with respect to the
building warrant approval, reasonable inquiry and the completion certificate processes
(Outcome 1).
Risk assessment protocols will be reviewed annually to take cognisance of the requirements of
the Construction Compliance and Notification Plan and any outcomes from our staff appraisal
process (Outcome 1).
Continue to monitor inspection arrangements and resource and develop in line with
Construction Compliance and Notification Plan methodology (Outcome 1).
System reporting has been developed to allow interrogation of reasonable inquiry non-
compliance items to allow national reporting and to inform intelligent inspection practices
(Outcome 1).
Continuous workload monitoring via Enterprise to ensure the efficient allocation and
verification of building warrant applications (Outcome 2).
Enterprise tasks have been updated regarding KPO 1 and 3 to allow dynamic workload
monitoring as per the requirements of the performance framework and KPO’s (Outcome 2).
Enterprise graphs provide all surveying staff and managers with individual performance
information relative to average office performance, KPO requirements and internal targets
(Outcome 2).
Conduct annual appraisals to review, support and assist staff training, development and
performance (Outcome 2).
Continue to update Covalent to reflect KPO commitments and to allow effective strategic
monitoring to take place regarding building standards activities in relation to the balanced
scorecard and new performance framework commitments (Outcome 2).
We will develop a customer experience improvement plan that provides a structured and
formalised approach towards service improvement (Outcome 2).
Conduct annual appraisals to review, support and assist staff training, development and
performance (Outcome 3).
Ensure the appraisal system meets and includes corporate requirements regarding individual
development plans (Outcome 3).
Ensure the appraisal system can also record CPD requirements for members of staff with
professional qualifications (Outcome 3).
Ensure the appraisal system is used to discuss and review any issues identified through the
random 10% check of building warrant applications (Outcome 3).
Continued benchmarking comparisons with our consortia/benchmarking partners (Outcome
4).
Explore further benchmarking opportunities and build upon previous joint training sessions
(Outcome 4).
Peer review of construction compliance and notification plans (Outcome 4).
We will continue to participate in, and encourage consortia discussion on all LABSS technical
issues (Outcome 5).
Upon publication we will adopt and implement national LABSS guidance notes (Outcome 5).
Building Standards management skills will continue to be developed through leadership
initiatives such as MTIPD (Managing Team and Individual Performance and Development)
(Outcome 6).
Consider ways in which the staff appraisal process can contribute to effective succession
planning for the service (Outcome 6).
Web site to be regularly updated with KPO 1 and 3 information and details of escape route to
be published upon our web site along with consortia information (Outcome 7).
Continue to issue correspondence to inform customers of impending 9 month deemed refusal
(Outcome 7).
Continue to issue letters informing customers of impending building warrant expiry dates
(Outcome 7).
Continue to issue letters at key points in the building warrant process advising customers on
KPO's commitments, escape route process and that they may be contacted for research
purposes re National customer survey (Outcome 7).
Web site to be revised to advise customers on KPO's commitments and that they may be
contacted for research purposes re National customer survey (Outcome 7).
Explore other communication techniques, channel shift and strategies such as twitter,
facebook, looking local tv channel, electronic news letters and Acolaid generated emails
containing first reports and building warrant approvals (Outcome 7).
Prepare for e-building standards (Outcome 7).
Continue to issue an acknowledgement letter which clearly sets forth our performance
commitments by responding to the majority of warrants within 20 days and what happens if
the 35 day backstop target has not been met i.e. customer escape route.
Issue a 20 day letter which informs customers if their application has missed the initial 20 day
target and reaffirms our commitment to deal with the application within the further 15 days
i.e. 35 day back stop period (Outcome 7).
Our web site will be updated with the National and Local charter and thereafter reviewed
annually (Outcome 8).
The National and Local charter will be made available in printed form (Outcome 8).
Attendance at the National forum meetings (Outcome 9).
Attendance at LABSS meetings (Outcome 9).
Attendance at consortia and benchmarking meetings (Outcome 9).
Conduct a Development Standards questionnaire via survey monkey (Outcome 10).
Participate in the national survey and assist the Building Standards Division with the supply of
customer data (Outcome 10)
Explore other means of data collection (Outcome 10).
Provide a fully compliant Part one of the Building Standards register (Outcome 11).
Conduct an annual review of all online forms and web content (Outcome 11).
We will continue to ensure our office remains open and accessible to all visitors (Outcome 11).
We will have a duty surveyor available at all times during opening hours (Outcome 11).
We will provide an escape route for customers who are dissatisfied with our service provision
in the agreed manner as specified by LABSS and the BSD (Outcome 12).
Where necessary, we will identify why targets have not been met and address any underlying
issues (Outcome 12).
Continue to have working practices in place to support and secure retention of our OHSAS
18001 accreditation and Customer Excellence award (Outcome 13).
Implement any improvements or recommendations received from the external accreditation
audit process (Outcome 13).
We will monitor our team structures to ensure they remain fit for purpose (Outcome 14).
Yearly review of the time recording system to ensure it accurately reflects verification and
non-verification activities and that it continues to be fit for purpose (Outcome 15).
Applications will be checked against the R.I.C.S Building Cost Information Service guide to
verify that submitted estimated costs are accurate and, as a result, ensuring fee recovery is
correct and calculated on an equitable basis (Outcome 16).
Continue to hold regular meetings with our Finance department to improve upon our existing
financial reporting and monitoring (Outcome 16).
Update Acolaid to ensure we can report on KPO1, 2 and 3 requirements (Outcome 17).
Continue post-approval scanning of approved plans to minimise data loss and further explore
the use of our Electronic Document Retrieval and Management System (EDRMS).
Continue to utilise our Geographical Information System to inform and support the verification
process (Outcome 17).
Continue to develop enterprise, our performance monitoring software, to enhance and seek
further efficiencies with the services we provide (Outcome 17).
Investigate further technical improvements such as eBuilding Warrant approvals and greater
use of email to improve customer experience and building warrant processing times (Outcome
17).
We will continue to use PECOS to ensure that all goods and services are procured
electronically (Outcome 18).
Continue to hold bi-monthly building standards team meetings (Outcome 19).
Hold quarterly corporate team talk to communicate and provide feedback on corporate issues
(Outcome 19).
Regular six weekly senior management team meetings (Director, Heads of Service and third
tier managers) (Outcome 19).
4. Continuous Improvement Plan Summary
Professional Expertise and Technical Processes
Key actions from
previous quarter
(Q3 2015/16):
Relevant
to KPO
(1-2):
Target
completion
date:
Status:
Completed
On target
Behind schedule
Not started
Outcomes:
1. Provision of a stop
the clock facility.
1 31.12.2014 Completed
Enable full reporting under KPO
one by having a mechanism
which records the breakdown of
the time taken by the verifier and
the customer.
2. Quarterly KPO one
reporting – Q3
2015/16.
1 07.02.2016 Completed
Maintaining records of the time
taken to grant a building warrant.
3. Quarterly KPO two
reporting – Q3
2015/16.
2 07.02.2016 Completed
Maintaining records of non-
compliance issues, why CCNP’s
have not been achieved and
percentage of CCNP’s achieved.
4. Embed flooding
data within Acolaid
and our GIS system to
ensure the automatic
notification of building
warrant applications
which lie within flood
zones.
1 30.06.2015 Completed
Embed procedures within the
section which ensure that we
have a consistent approach to
how we deal with building
warrant applications which
require a flood risk assessment.
5. Review risk
assessment protocols
and verification
guidance
documentation.
2 30.06.2015 Completed
To ensure that our risk
assessment methodology and
verification procedures, which
inform our working practices and
protocols, remain fit for purpose.
Additional commentary
Previously, action one had not been satisfactorily progressed by our software developer and had effectively
been dropped. However, a recent update to our case management system included this facility and, as
such, this increased functionality will allow us to fully report the breakdown of time spent on each application
by the verifier and the applicant. Our risk based procedures with regards to a consistent approach towards
flood risk assessment have now been finalised and are operational, this should promote a consistent
approach towards identifying when flood resilient construction methods should be used. The continuous
improvement plan for quarter two indicated an action regarding migrating from our current case
management system to Uniform, this action has now been moved from the Professional Expertise and
Technical Processes theme to Operational and Financial Efficiency.
Key actions planned
for next three
quarters:
Relevant
to KPO
(1-2):
Target
completion
date:
Priority level
(high/medium/low):
Proposed outcomes:
1. Full KPO one
monitoring and
reporting (Continuous
action).
1 Quarterly High Maintaining records of the time
taken to grant a building warrant.
2. Full KPO two
monitoring and
reporting (Continuous
action).
2
Quarterly High Maintaining records of non-
compliance issues, why CCNP’s
have not been achieved and
percentage of CCNP’s achieved.
3. Alter building
warrant data entry
processes to facilitate
stop the clock
reporting with respect
to KPO one.
1 30.06.2016 High Enable full reporting under KPO
one by having a mechanism
which records the breakdown of
the time taken by the verifier and
the customer.
4. Adopt, where
appropriate, the
LABSS "Procedural
Guidance on the
assessment of work
not covered by a
certifier of design or
construction".
1 30.09.2016 Medium Where required, align current
working practices and
procedures with national best
practice to encourage a
consistent approach towards the
verification and reasonable
inquiry of non-certified works.
Optional additional commentary on longer term priorities (one to three years):
This theme has two new actions. The first of these actions stems from the update to our case management
system to include the "stop the clock " recording facility. We will now look to change our building warrant
assessment procedure by adapting our current data entry practices to ensure that this improved reporting
functionality is incorporated into our future KPO one returns. The second of these actions is to review our
current working practices in relation to non-certified design and construction; we will look to align our
practices and procedures with the LABSS guidance document to ensure that we follow best practice.
Quality Customer Experience
Key actions from
previous quarter
(Q3 2015/16):
Relevant
to KPO
(3-5):
Target
completion
date:
Status:
Completed
On target
Behind schedule
Not started
Outcomes:
1. Quarterly KPO 3
reporting – Q2
2015/16.
3 07.02.2016 Completed
Meeting key performance targets
in relation to first response times.
2. Conduct in depth
one to one surveys
with agents.
a. Format standards
questions.
b. Conduct one to one
surveys.
5 31.10.2014 Completed
Customer engagement -
understanding our customer
groups and responding to their
needs.
3. Provide greater
access to online forms
and the Building
Standards register
through the provision
of self service
computer terminals.
5 31.10.2014 Behind schedule
Responding to our customers’
needs.
4. Host a Planning
Division "developer’s
day" information
seminar.
5 26.10.2015 Completed
Customer engagement.
Additional commentary:
One to one questions are finalised and interviews with agents and applicants have commenced this quarter.
The provision of self service computer terminals is still being delayed by issues with how to access the
landing page and ensuring that it is compliant with Public Sector Network standards. Our ICT are still
working to resolve this issue. The Planning Division developers day was attended by approximately 50
delegates and was considered successful, the purpose of the day was to provide local architects, agents
and developers with an opportunity to meet and hear from all managers who have input into the
development process. From a building standards perspective, updates were provided on local services and
performance, national issues from a LABSS perspective - including STAS and Partnership working, and an
update on the 2015 Building Regulations.
Key actions planned
for next three
quarters:
Relevant
to KPO
(3-5):
Target
completion
date:
Priority level
(high/medium/low):
Proposed outcomes:
1. Full KPO three
monitoring and
reporting (Continuous
3 Quarterly High Meeting key performance targets
in relation to first response times.
action).
Optional additional commentary on longer term priorities (one to three years):
We will continue to monitor our performance against KPO 3 with respect to the 20 and 35 day response
targets. We currently have no actions against this theme although there are cross cutting eBuilding
Standards preparatory actions that, although listed under Operational and Financial Efficiency, could also
have been listed under this theme e.g. eBuilding Warrant approvals.
Operational and Financial Efficiency
Key actions from
previous quarter
(Q3 2015/16):
Relevant
to KPO
(6-9):
Target
completion
date:
Status:
Completed
On target
Behind schedule
Not started
Outcomes:
1. Full KPO six
monitoring and
reporting (Continuous
action).
6 07.02.2016 Completed
To ensure that all financial
resources are maximised and the
section operates effectively and
efficiently.
2. Hold a quarterly
meeting with our
benchmarking
partners - 21.05.2015.
8 09.12.2015 Completed
To share best practice and
provide a comparison on the
services we provide.
3. Develop a
formalised approach
to a cross service
workshop/pre-
application structure
for major applications.
a. Develop protocol.
b. Adopt protocol and
embed practice with
the Planning Division.
8 30.09.2014
Behind schedule
Promote partnership working.
4. Attendance at
LABSS meetings Q1
2015/16.
8 30.09.2015 Completed
National engagement and
consistency.
5. Annual staff
appraisals 2015
8 31.11.2015 Completed
To aid staff development, inform
training, record CPD and monitor
performance.
6. Explore changing
our case management
system from Acolaid
to Uniform.
9 31.12.20116 On target
Enable full reporting under
KPO’s 1 with respect to the stop
the clock facility and adaptation
of a case management system
that is more widely used and
supported.
7. Establish process
maps for all existing
business practices.
9 31.12.2015 Completed
To understand our existing
processes to inform and
strategically plan for eBuilding
Standards.
8. Trial digital vetting
of building warrant
applications with our
existing hardware and
software systems.
9 31.12.2015 Completed
To ascertain how our existing
processes work within an
ebuilding standards framework,
gain experience of any potential
issues and understand what
tools and equipment would be
needed for large scale digital
vetting.
Additional commentary:
All staff appraisals have now been completed. The formalised cross service planning approach has yet to
receive formal sign off and it is being used and followed in an informal basis for the past 6 months. This is
considered to be working well and has now, effectively, been embedded within all sections of the Planning
Division for pre-application discussions on major applications. We have continued to explore the possibility
of migrating from our current case management system to Uniform, the next development of this action is to
prepare a report for the I.C.T project board outlining the rationale behind and justification for, changing case
management systems. Our existing business processes have now been mapped and these will inform and
provide a basis for developing new businesses processes as we seek to adapt to eBuildiing Standards. The
eAssessments digital vetting trial has progressed and two surveyors are regularly assessing minor
applications, over the coming months we will look to expand this trial to all surveying staff.
Key actions planned
for next three
quarters:
Relevant
to KPO
(6-9):
Target
completion
date:
Priority level
(high/medium/low):
Proposed outcomes:
1. Full KPO six
monitoring and
reporting (Continuous
action).
6 31.07.2015 High To ensure that all financial
resources are maximised and the
section operates effectively and
efficiently.
2. Hold a quarterly
meeting with our
benchmarking
partners – 30.09.2015
8 30.09.2015 High To share best practice and
provide a comparison on the
services we provide.
3. Attendance at
LABSS meetings Q4
2015/16.
8 31.03.2016 Medium National engagement and
consistency.
4. Develop the
eBuilding Warrant
Assessment digital
vetting trial by
purchasing three 24"
monitors.
9 29.02.2016 High To ascertain hardware
requirements and identify system
configurations that will support
an efficient eAssessments
process.
5. Form eBuilding
Standards process
maps.
9 30.05.2016 High Develop detailed process maps
to inform business practices and
processes in relation to eBuilding
Standards.
6. Consider and
explore issuing
eBuilding Warrant
approvals.
9 31.07.2016 High Identify how eBuilding Warrant
approvals could be issued.
7. Create an eBuilding
Warrant Assessments
issues log.
9 29.02.2016 High The purpose of the issues log is
to create a central record of all
issues that arise as a result of
the eBuilding Warrant
Assessments trial.
Optional additional commentary on longer term priorities (one to three years):
During quarter three of 2015/16 the sections main priority under the Operational and Financial Efficiency
theme will continue to be the development and preparation, at a local, level for e-building standards. During
the forthcoming quarter we intend to start mapping new business processes and we will start trialling
hardware in anticipation of eAssessment vetting building warrant applications using our existing hardware
and software system. An issues log will be created to record the advantages and disadvantages of
eAssessments and this log will assist the section in determining our future processes, identifying hardware
and software requirements. We will also look into the potential for issuing eBuilding Warrants Approvals and
the legal issues stemming from this and the current practicalities surrounding such a process.
5. Additional data – Local Authority Quarter Three Return2015/16
1 Building Warrant (BW) Number
1.1 No. of BW Applications (including “late” applications) 234
1.2 No. of “late” BW applications (as included above) 14
1.3 No. of BW approved 244
1.4 No. of BW refused 0
1.5 No. of amendment to BW applications 60
1.6 No. of amendment to BW applications approved 73
1.7 No. of amendment to BW applications refused 0
Comments:
2 Completion Certificates (CC) Number
2.1 No. of CC submissions (including those where no warrant was obtained) 441
2.2 No. of CC submissions where no warrant was obtained (“late” CCs as included above) 2
2.3 No. of CC submissions accepted 386
2.4 No. of CC submissions rejected 75
Comments:
3 Fees Number
3.1 Total value of works for BW applications (including “late” applications) £24,547,210
3.2 Total value of works for amendment to warrant applications £12,900
3.3 Total value of works for CC submissions where no warrant was obtained £33,600
3.4 Total Value of Work £24,593,710
3.5 Total building warrant fee income (including 'late' BW) £150,529
3.6 Total amendment to warrant fee income £4,580
3.7 Total CC fee income where no warrant was obtained £1,225
3.8 Total Fee Income £156,334
Comments:
4 Costs Number
4.1 Total expenditure on verification £104,550
Comments:
5 Certification Number
5.1 No of certificates of design (building structures) provided 43
5.2 No of certificates of design (energy) domestic provided 0
5.3 No of certificates of design (energy) non-domestic provided 0
5.4 No of certificates of construction (electrical) provided 15
5.5 No of certificates of construction (drainage, heating and plumbing) provided 0
Comments:
6 EPCs Number
6.1 No of copy EPCs received for domestic buildings under Standard 6.9 171
6.2 No of copy EPCs received for non-domestic buildings under Standard 6.9 5
Comments:
7 Statements of Sustainability Number
7.1 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze" 159
7.2
No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze
+" 0
7.3 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Silver" 0
7.4 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Gold" 0
7.5
No of copy Statements of Sustainability for domestic buildings under Standard 7.1
"Platinum" 0
7.6
No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1
"Bronze" 3
7.7
No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1
"Bronze +" 0
7.8 *
No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1
"Silver"* 0
7.9*
No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1
"Gold"* 0
710*
No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1
"Platinum"* 0
*7.8 to 7.10: Higher levels for Silver, Gold and Platinum are not currently possible for non-domestic.
Comments:
8 Enforcement Number
8.1 No of section 25 notices issued 0
8.2 No of section 26 notices issued 0
8.3 No of section 27 notices issued 1
8.4 No of section 28 notices issued 0
8.5 No of instances where the local authority has taken action under Section 29 2
8.6 No of section 30 notices issued 2
8.7 No of enforcement cases reported to the Procurator Fiscal 0
8.8 No of cases from above where the local authority carried out work 0
Comments: