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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.



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]

mailto:[email protected]

mailto:[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.


Maintaining records of the time

taken to grant a building warrant.

3. Quarterly KPO two

reporting – Q3

2015/16.


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.


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.


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


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.


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.


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.


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


3 Quarterly High Meeting key performance targets

in relation to first response times.

action).


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


action).


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.


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.


National engagement and

consistency.

5. Annual staff

appraisals 2015


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.


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.


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


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.


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


"Bronze +" 0

7.8 *


"Silver"* 0

7.9*


"Gold"* 0

710*


"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




8.5 No of instances where the local authority has taken action under Section 29 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:

renfrewshire council building standards verification ...€¦ · 1.1 30.06.2014 amc minor updates...

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