balanced scorecard & service plan 2017 - 2018€¦ · services including the national...

V-Q3-17-18

Balanced Scorecard & Service Plan

2017 - 2018

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Document Version Control

Version Changes Author Date

Q1 Quarter 1Summary CIP

David Drennan 01/05/17

David Drennan Q2 Quarter 2

Summary CIP 01/10/17

David Drennan Q3 Quarter 3

Summary CIP 08/01/17

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Title: Building Standards Balanced Scorecard and Service Plan 2017 -2018

Authority: North Ayrshire Council

Part of local authority which is verifier: Economy & Communities - Building Standards

Key contacts: Scott McKenzie – David Drennan -

1. INTRODUCTION

The purpose of the building standards system in Scotland as regulated by the

Building (Scotland) Act 2003 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 the standards; inspections are limited to the 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 the contracts and arrangements in place between a

builder and a 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. North Ayrshire

Council is currently appointed until the end of April 2023 as the sole verifier for its

own geographical area, the Scottish Government made a decision on our

reappointment in April which took effect from the 1st May 2017. This appointment

is conditional that a performance framework is put in place to improve

the quality, compliance, consistency and predictability of verification.

North Ayrshire Council Building Standards is a member of the South West Authorities

Building Standards Consortium working in partnership with the Building Standards

Senior Manager Protective Services Team Manager Building StandardsTel:email:

01294 [email protected]

01294 [email protected]

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Services of South Ayrshire, East Ayrshire and Dumfries & Galloway to deliver a

service that meets our customers’ expectations on quality and consistency.

Introduction to the performance framework

This new building standards performance framework was introduced on the 1st May

2012 and was measurable from 1 October 2012. It seeks to address a wide range of

actions and behaviours which, between them, demonstrate a strong customer

focused service. It will allow the assessment of building standards performance

outcomes over a range of key national objectives, including:

Overall time taken in the decision making process

Certainty of timescales in respect of decision making, the assessment process

and the provision of advice

Delivery of compliant development

Management and assessment of building warrants and completion certificates

Clear communications and open engagement

Sharing of best practice

An overall ‘open for business’ attitude.

The balanced scorecard is a strategic planning and 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

Public Interest Quality Customer Experience Continuous Improvement

Operational & Financial Efficiency

North Ayrshire

North Ayrshire is a medium sized local authority located some 25 miles South-West

of Glasgow. Its total area is some 340 square miles, almost equally divided between

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the mainland and the islands of Arran & Cumbrae. It has a total coastline of 140

miles (42 on mainland and 98 on islands). Over three quarters of North Ayrshire’s

population live in urban areas such as the main settlements of Irvine and Kilwinning,

or within accessible smaller towns. The remainder of the population live in rural

areas with 4.8% of the total population living in remote or very remote rural areas.

North Ayrshire being on the West Coast of Scotland has in excess of 20 beautiful golf

courses some of which have hosted the Open Championship final Qualifying rounds,

the Ladies Scottish Open, the Junior Open Championship and for the first time

Dundonald Links in Irvine will host the Scottish Open Championship in July 2017 .

North Ayrshire’s total resident population was 136,130 in 2015. The social and

economic context of North Ayrshire is mixed with the islands of Arran, Cumbrae and

the northern costal region being relatively affluent in contrast to the other areas.

North Ayrshire is more dependent on traditional manufacturing industries compared

to Scotland as a whole and the main employers in the area include North Ayrshire

Council itself, Ardagh Glass, Sigma Aldrich, GlaxoSmithKline, Caledonian Paper Plc,

DSM Nutritional Products, British Energy, Magnox, Chivas Brothers Ltd, UPM

Kymmene and British Polythene Industries.

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Corporate Links

Building Standards forms part the Council’s Protective Services Section within the

Economy and Communities Directorate with the Protective Services Senior Manger

reporting to the Head of Service for Economic Growth. Building Standards operates

from a single office within the Council’s headquarters at Cunninghame House, Irvine.

The corporate structure is shown as below.

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2. BUILDING STANDARDS VERIFICATION SERVICE INFORMATION

As a result of the Councils Change Programme Building Standards underwent a

reorganisation in October 2012 which resulted in two Senior Building Standards

Surveyors being replaced by one Team Manager, the Chief and Assistant Chief

were replaced by the Senior Manager of Protective Services (incorporating Building

Standards, Environmental Health and Trading Standards). The Building Standards

section currently comprises of two teams of 4 surveyors, each with a responsibility

for a geographical area. Each team is a self-contained multi-functional unit having

all the necessary professional skills, competence and experience to deliver the full

range of verification services offered by the section. The teams are also

responsible for non-verification work including enforcement in respect of dangerous

and defective structures, property complaints, unauthorised works, consultations,

licensing inspections and liaison with North Ayrshire Access Panel.

Structure

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At the 2016 & 2017 LABSS AGM & Conference, North Ayrshire Council Building

Standards were presented by the BSD with the 2016 & 2017 Scottish Building

Standards Award for "National Building Standards Performance Excellence" in the

category of best medium sized local authority, in recognition of our hard work, excellent

service and performance delivery.

The current structure of the section is as detailed on the organisational chart below.

Building Standards Section - Organisational Chart

Senior Manager

Protective Services

(Scott McKenzie)

Team Manger Building

Standards

(David Drennan)

Building Standards

Surveyor(Kenny Mackay)

Building Standards

Surveyor (John Rintoul)

Clerical Assistant(Ross Cunningham)

Clerical Assistant

Systems

Administrator(Craig Wallace)

Building Standards

Surveyor

(Sharon McKelvie)

Building Standards

Surveyor(Jim McKay)

Building Standards

Surveyor (Scott McLeod)

Building Standards

Surveyor (Scott McLelland)

Building Standards

Surveyor(Jim Hunter)

Building Standards

Surveyor (Jacqui Meader)

Arran Local Officer

(Angus MacLeod)

Operations

Support Officer (Brodie Pearcey)

Additional Information

Verification Activity and Performance

During the 2016-2017 financial year, 1367 Building Warrant Applications and Late Completion Applications were received by North Ayrshire Council. The performance

measures in relation to the verification activity as stipulated in the 2016/17 Scorecard are shown below along with the previous 2 years for comparison.

Year 2016/17 2015/16 2014/15

KPI

% of Building Warrants Responded to within 15

days

99.92% 100% 99%

% of Building Warrants issued within 6 days 100% 99% 99%Average time taken to respond to a Completion

Certificate

2.57 days 1.72 days 2.89 days

(Vacant)

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% of Completion Certificates issued/accepted

within 3 days

99.65% 98% 99%

The profile of the 1367 building warrant applications received, based on the estimated value of the works, is noted below along with the previous 2 years for

comparison.

Year 2016/17(1367)

2015/16(1553)

2014/15(1791)

Value

£5000 or less 53% 62% 65%£5001 to £30,000 28% 24% 21%£30,001 to £500,000 18% 13% 13%greater than £500,000 1%* 1%** 1%***

* 19 applications greater than £1,000,000

** 18 applications greater than £1,000,000

*** 12 applications greater than £1,000,000

Non-Verification Activity & Performance

The service is involved in many aspects of non-verification activity including the

following:-

Dangerous and Defective Structures

Property Complaints & Enquiries

Civic & Liquor Licensing

Public Safety Consultations & Inspections

Emergency Planning

Update, Maintain and Develop the Councils’ Land and Property Gazetteer

Corporate Systems Administration function for the Uniform Computer System

North Ayrshire Access Panel

Analysis of the performance figures for the 2016-17 financial year shows that there were no service complaints received through the council’s corporate complaints procedure regarding Building Standards.

Corporate Land and Property Gazetteer

Building Standards are responsible for the maintenance and the development of

North Ayrshire’s Corporate Land and Property Gazetteer. The data, which includes

spatial data within the system, is used by most of the Council’s IT systems which

require address based referencing. The data is also available at a national level

through the One Scotland Gazetteer which supports an increasing number of public

services including the National Entitlement Card, ePlanning, energy Performance

Certificates and is also being used to support the single Scottish Police Force and

single Fire and Rescue Services.

As a result of the work that Building Standards have undertaken North Ayrshire

Council has won a Gold Award in the One Scotland Gazetteer Exemplar Awards for

“the Best Contribution by a Scottish Council”.

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Benchmarking

The Building Standards Section continues to benchmark activities where appropriate.

This is routinely carried out in conjunction with our peers in the South West Scotland

Building Standards Consortium (SWSBSC) and also through the Local Authority

Building Standards Scotland (LABSS).

A list of the areas subject to regular benchmarking has been included in Appendix A

to this document. Other areas of processes and procedures are also discussed and

benchmarked as and when required.

Staffing profile

Of the 12 staff currently employed within North Ayrshire Council’s Building Standards Service, 7 are Chartered Surveyors (MRICS) and two are currently studying to

become Chartered Surveyors. The section has two dedicated technical and clerical support staff including one who administers the Uniform software system and the

corporate Land and Property Gazetteer.

Income & Expenditure

The following figures have been calculated relative to the 2016-2017 financial year and have been supplemented with the data for the previous 2 years for comparison.

Year 2016/17 2015/16 2014/15

Verification Income £655,911 £645,286Whole Service Income £675,533 £646,255Total Expenditure on Building Standards £542,516 £520,015

3. Strategic Objectives

The statutory public interest objectives of the Building Standards System are firmly

embedded in the Single Outcome Agreement (SOA) between North Ayrshire Council,

North Ayrshire Community Planning Partnership and the Scottish Government which

outlines how we will achieve our shared Vision of ‘North Ayrshire – A Better Life’. The

Agreement updates and replaces the former Community Plan, and Council Plan.

The diagram below shows the link between the SOA and other plans.

£560,821£576,101£547,594

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The Building Standards service has specific links to at least 5 of the 16 key national

outcomes of the Scottish Government, namely 9, 10, 12, 14 & 16 as noted below:

We live our lives safe from crime, disorder and danger

We live in well-designed, sustainable places where we are able to access the

amenities and services we need

We value and enjoy our built and natural environment and protect it and enhance

it for future generations

We reduce the local and global environmental impact of our consumption and

production

Our public services are high quality, continually improving, efficient and

responsive to local people's needs

4.0 Key Performance Outcomes

The Key performance outcomes focus on the three core perspectives listed below and

the Public Interest and Continuous Improvement cross-cutting themes:

Professional Expertise & Technical Processes

Public Interest Quality Customer Experience Continuous Improvement

Operational & Financial Efficiency

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Professional Expertise and Technical Processes The aim of this perspective is to show that we possess the necessary professional expertise to

efficiently and effectively undertake all technical aspects of building standards verification.

This is achieved by on-going training and development and providing a commitment to

delivering streamlined and transparent technical processes that meet our customer needs and

that are compliant at all times with relevant legislation.

Quality Customer Experience The aim of this perspective is to ensure that we provide high quality standards and services to

customers, underpinned by clear and transparent communications with an accurate

understanding of different customer and stakeholder needs. The insights and actions taken in

response to this intend to bring about continuous improvement of the customer experience,

which will be regularly measured and assessed.

Operational & Financial Efficiency The aim of this perspective is to ensure that we are managing the building standards

verification operations and finances in the most efficient and effective way possible; this is

achieved by efficient use of funds and resources, ensuring high levels of productivity and

having a fit-for-purpose infrastructure such as IT systems.

Noted below are the actions that North Ayrshire Council intends to take during the lifecycle of

this balanced scorecard.

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LOCAL AUTHORITY: North Ayrshire Council

REPORTING PERIOD: QUARTER 3 YEAR 2017/18

CONTINUOUS IMPROVEMENT PLAN - SUMMARY (PART 4 OF BALANCED SCORECARD)

Professional Expertise and Technical Processes

Relevant to KPO1-2 (from list):

Target completion date: Status (from list): Outcomes: Key actions from previous quarter (Q2 2017/18):

Continue to utilise the existing risk management protocol and implement a system for recording the implementation on Uniform

KPO1 On-going High Resources are managed and monitored effectively and appropriately

Review as required the existing managerial reporting and monitoring tools to accommodate the introduction and management of the performance framework

KPO1 On-going High The framework is implemented and performance is monitored, managed and reported effectively.

Continue to participate in and further develop the South West Scotland Building Standards Consortium (SWSBSC) for peer reviews, benchmarking and training

KPO2 On-going Medium To demonstrate transparency, maximize efficiency and consistency. To Revise own processes and best practices as appropriate.

Continue to work with LABSS, BSD, and other stakeholders in relation to local and national work streams

KPO2 On-going Medium To have a consistent and effective service delivered at a local level in accordance with national requirements and agreements

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Review all Personal Professional Development Plans currently in place

KPO2 On-going Low To have well trained staff and to identify areas for improvement or development in relation to existing roles and succession planning.

Complete the final phase of eBuilding Standards

KPO2 100% Complete High To have a system which is operationally effective and efficient in relation to applications and electronic fee payments.

Commentary: (This is an important requirement and should include a narrative summary of progress, as well as the context and rationale for any changes to current and planned actions.)

The annual PPD process and individuals CPD's highlight and identify any specific training needs. Procedures and reporting systems are in place in relation to the performance framework and KPO reporting requirements. CCNP monitoring and procedures being followed have shown the improvement and quality in compliance through the verification activities we have undertaken. The collection and submission of KPO returns via the online web portal have assisted our service delivery and performance which has been evident through our customer feedback which we continue to improve upon. Participation at seminars and training through consortium working groups and LABSS national working groups and contribution to the Scottish Type Approval Scheme (STAS). We ensured appropriate procedures and systems were in place ready for the launch of e-Building Standards. This has proved to be a great success with approximately 50% of applications and approvals being dealt with electronically as an end to end process.Key actions planned for next quarter:


Target completion date: Priority level (from list):

Proposed outcomes:

Continue to utilise the existing risk management protocol and implement a system for recording the implementation on Uniform

KPO1 On-going High Resources are managed and monitored effectively and appropriately

Review as required the existing managerial reporting and monitoring tools to accommodate the introduction and management of the performance framework

KPO1 On-going High The framework is implemented and performance is monitored, managed and reported effectively.

Continue to participate in and further develop the South West Scotland Building Standards Consortium (SWSBSC) for peer reviews, benchmarking and training

KPO2 On-going Medium To demonstrate transparency, maximize efficiency and consistency. To Revise own processes and best practices as appropriate.

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Continue to work with LABSS, BSD, and other stakeholders in relation to local and national work streams

KPO2 On-going Medium To have a consistent and effective service delivered at a local level in accordance with national requirements and agreements

Review all Personal Professional Development Plans currently in place

KPO2 On-going Low To have well trained staff and to identify areas for improvement or development in relation to existing roles and succession planning.

Complete the final phase of eBuilding Standards

KPO2 100% Complete High To have a system which is operationally effective and efficient in relation to applications and electronic fee payments.

Commentary (optional): (This could look at longer term priorities (one to three years)):

Risk Management Protocols are in place for the allocation and processing of applications, dealing with structural design, site inspections and the acceptance or rejection of completion certificates. We will continue to develop and implement the reporting systems relative to the procedures and guidelines of the performance framework for 2016-17 and the new Operating and Performance Frameworks for 2017-18. In conjunction with East Ayrshire,South Ayrshire and Dumfries & Galloway Councils, North Ayrshire Council forms part of the SWSCG. The group meets on a regular basis to share best practice, technical guidance, benchmarking data and to facilitate training. North Ayrshire Council and the South West Scotland Consortium Group continue to be actively involved with national policy and working groups via LABSS.

Quality Customer Experience

Key actions from previous quarter (Q2 2017/18)


Target completion date: Status (from list): Outcomes:

Update the Customer Charter to take account of the requirements of the performance framework including the operation of the Verification Support mechanism (Escape Route)

KPO3 On-going High To have well informed stakeholders

Use of the Councils Performance Reporting tool (COVALENT) for monitoring the requirements of new performance framework

KPO3 On-going Medium To have in place robust performance measurement and reporting tools

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Continue to participate in local forums, Consortium forums and the National Construction Forum

KPO5 On-going Medium To have well informed stakeholder and seek solutions to issues in the public interest

Analyse and publish the results of North Ayrshire’s Customer Satisfaction Survey

KPO4 On-going Medium To seek solutions to issues in the public interest and to improve service delivery and customer experience

Analyse the outcomes of the national survey

KPO4 On-going Low To seek solutions to issues in the public interest and to improve service delivery and customer experience

Highlight Building Standards Performance data on local web site and at public reception area.

KPO3 On-going Low To have well informed stakeholders

Investigate and monitor opportunities for achieving external accreditation such as PSIF, ISO, CSE etc

KPO4 On-going Medium To achieve recognition for the service currently provided and provide a framework for continuous improvement.


Building Standards Service is delivered across North Ayrshire Council from its headquarters at Cunninghame House, Irvine. Building Standards is an active partner of the South West Scotland Consortium Group which along with LABSS aims to improve quality and consistency in service provision. As part of our commitment to continuous improvement we record all relevant responses from our customer satisfaction survey, focus groups and daily interaction with our customers. Questionnaires are issued along with a pre-paid return envelope at completion stage, customers are encouraged to provide feedback relative to their experience of our service from application through to completion, indicating where we did or did not meet their requirements or expectations. The National Survey is undertaken by BSD and the results are accessed via their website.

Key actions planned for next quarter:



Proposed outcomes:

Update the Customer Charter to take account of the requirements of the performance framework including the operation of the Verification Support mechanism (Escape Route)

KPO3 On-going High To have well informed stakeholders

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Use of the Councils Performance Reporting tool (COVALENT) for monitoring the requirements of new performance framework

KPO3 On-going Medium To have in place robust performance measurement and reporting tools

Continue to participate in local forums, Consortium forums and the National Construction Forum

KPO5 On-going Medium To have well informed stakeholder and seek solutions to issues in the public interest

Analyse and publish the results of North Ayrshire’s Customer Satisfaction Survey

KPO4 On-going Medium To seek solutions to issues in the public interest and to improve service delivery and customer experience

Analyse the outcomes of the national survey

KPO4 On-going Low To seek solutions to issues in the public interest and to improve service delivery and customer experience

Highlight Building Standards Performance data on local web site and at public reception area.

KPO3 On-going Low To have well informed stakeholders

Investigate and monitor opportunities for achieving external accreditation such as PSIF, ISO, CSE etc

KPO4 On-going Medium To achieve recognition for the service currently provided and provide a framework for continuous improvement.


All relevant information to North Ayrshire Council Building Standards is available on our website. We are currently looking to improve our working practises by developing agile working across the Service over the next one to two years without detriment to the current service we provide. At present our correspondence is normally via telephone, emails and letters and we operate an office rota where staff are available to answer any queries without the requirement for a formal appointment.

Operational and Financial Efficiency

Key actions from previous quarter (Q2 2017/18)


Target completion date: Status (from list): Outcomes:

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Maintain and develop the time recording system

KPO6 On-going Medium To have an accurate time/cost dataset for internal management and reporting purposes

Monitor team structures reflect workload and demand

KPO9 On-going High To have appropriate resources reflecting current work streams and corporate specifications

Monitor and report on income and expenditure

KPO6 On-going High To have accurate financial information for budget control and service planning purposes

Prepare for the introduction of e-Building standards

KPO8 Complete Low Carry out and prepare risk assessment report. Install, setup and test IDOX software applications. Train all users & inform stakeholders of system. To have an up to date, fit for purpose and future proof IT system to allow the introduction of e-Building Standards on 24 August 2016.

Develop a system of internally scanning all complete applications and integrating with the EDRMS

KPO9 On-going Medium To have robust information within a central point for easy reference and business continuity


Our service has been well structured and developed over the years to provide a robust service delivery to our customers. Management systems are in place to monitor verification and non-verification budgets. During Q1 Q2 & Q3 2016/17 we saw an upward trend in larger applications and this had followed on from 15/16, Q3 and Q4 saw a return to average scale applications with the 4th Quarter well above expectations. Overall for the 4 quarters of 2016/17 this has had a positive impact on income streams and suggests that the economic outlook continues to look promising.

Key actions planned for next quarter:



Proposed outcomes:

Maintain and develop the time recording system

KPO6 On-going Medium To have an accurate time/cost dataset for internal management and reporting purposes

Monitor team structures reflect workload and demand

KPO9 On-going High To have appropriate resources reflecting current work streams and corporate specifications

Monitor and report on income and expenditure

KPO6 On-going High To have accurate financial information for budget control and service planning

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purposes

Prepare for the introduction of e-Building standards

KPO8 Complete Low Carry out and prepare risk assessment report. Install, setup and test IDOX software applications. Train all users & inform stakeholders of system. To have an up to date, fit for purpose and future proof IT system to allow the introduction of e-Building Standards on 24 August 2016.

Develop a system of internally scanning all complete applications and integrating with the EDRMS

KPO9 On-going Medium To have robust information within a central point for easy reference and business continuity


Building Standards operate an application processing system provided by "Uniform" Idox. The system stores all our application information, it provides performance reporting facilities and letters relating to Building Warrant applications. Uniform is supported by the Council's ICT service and a dedicated System Administrator. We ensured that the appropriate procedures and systems were in place ready for the launch of e-Building Standards. This proved to be a great success with approximately 50% of applications and approvals being dealt with electronically as an end to end process.

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5.0 Building Standards – Additional Data (2016/17 Local Authority Annual Return)

1 Building Warrant (BW) Number

1.1 No. of BW Applications (including “late” applications)

1.2 No. of “late” BW applications (as included above)

1.3 No. of BW approved

1.4 No. of BW refused

1.5 No. of amendment to BW applications

1.6 No. of amendment to BW applications approved

1.7 No. of amendment to BW applications refused

Comments:

2 Completion Certificates (CC) Number

2.1 No. of CC submissions (including those where no warrant was obtained)

2.2 No. of CC submissions where no warrant was obtained (“late” CCs as included above)

2.3 No. of CC submissions accepted

2.4 No. of CC submissions rejected

Comments:

3 Fees Number

3.1 Total value of works for BW applications (including “late” applications)

3.2 Total value of works for amendment to warrant applications

3.3 Total value of works for CC submissions where no warrant was obtained

3.4 Total Value of Work

3.5 Total building warrant fee income (including 'late' BW)

3.6 Total amendment to warrant fee income

£95,664,373.00£1,907,081£107,201

£97,678,655£542,409.00£16,519.00

1367

5176212051341

6318

103910

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3.7 Total CC fee income where no warrant was obtained

3.8 Total Fee Income

Comments:

4 Costs Number

4.1 Total expenditure on verification

Comments:

5 Certification Number

5.1 No of certificates of design (building structures) provided

5.2 No of certificates of design (energy) domestic provided

5.3 No of certificates of design (energy) non-domestic provided

5.4 No of certificates of construction (electrical) provided

5.5 No of certificates of construction (drainage, heating and plumbing) provided

Comments:

6 EPCs Number

6.1 No of copy EPCs received for domestic buildings under Standard 6.9

6.2 No of copy EPCs received for non-domestic buildings under Standard 6.9

Comments:

7 Statements of Sustainability Number

7.1 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze"

7.2 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze +"

7.3 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Silver"

7.4 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Gold"

7.5 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Platinum"

£1893.00£560,821.00

£339,372.00

435580

2

2134

63

0

00

0

32

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7.6 No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Bronze"

7.7 No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Bronze +"

7.8 * No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Silver"*

7.9* No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Gold"*

710* No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Platinum"*

*7.8 to 7.10: Higher levels for Silver, Gold and Platinum are not currently possible for non-domestic.

Procedures are being put in place to allow reporting

8 Enforcement Number

8.1 No of section 25 notices issued




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


8.7 No of enforcement cases reported to the Procurator Fiscal

8.8 No of cases from above where the local authority carried out work

Comments:

0

0

0

0

0

100

00200

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Appendix A

Areas subject to Benchmarking within the South West Scotland Building Standards Consortium (where available)

1. Building Warrants and Completion Certificates Applications

Total number of Building Warrants

Total number of Amendment to Building Warrants

Total number of Late Building Warrants

Total number of Late Completion Certificates

Number of Building Warrants Approved

Number of Building Warrants Refused

Number of Building Warrants Withdrawn

Number of Temps/Completions Received

Number of Temps/Completions Rejected

Number of Temps/Completions Accepted

2. Profile of Number of Building Warrants in each value of works band:-

Band A - £0

Band B - £1 - £5,000

Band C - £5,001-30,000

Band D 30,001- £100,000

Band E £100,001 - £500,000

Band F £500,001 - £1,000,000

Band G - + £1,000,000

3. Building Warrant Breakdown:-

Number of Domestic applications

% of dom. applications

Number of Non Domestic

% of non-dom applications

4. Total cost of service:-

Total value of works

Total Building Warrant Fee

Total Amendment to Warrant Fee Income

Total Late Completion Fee Income

Total Verification Income

Other Income

Total Income

Gross Verification Expenditure (excluding central charges)

BSA Enforcement Expenditure

Other Enforcement Expenditure

5. Structural Calculations assessed by Engineer

Total number of calculations received

% received against total building warrants

Cost of engineering service

6. Performance Indicators

% of building warrant first response within 15 days

% of building warrant first response within 20 days

% of building warrant approved within 6 days of all outstanding information

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Ave number of days to first response to Completion Certificate

% of Completion Certificates determined within 3 Days

7. Certification Schemes Total number of Certificate of Design Scheme

Section 1– Domestic

Section 1– Non-Dom

Section 6 –Domestic

Section 6–Non-Dom

7a. Total number of Construction Certificates

No of Section 4 Certificates

8. Determinations/Alternative Solutions Given or Issued:-

Total number assessed

Guidance Section

Total number Determined

9. Continuing requirements:-

Guidance Section

10. Energy Performance Certificates:-

No of EPC’s:- Domestic

No of EPC’s:- Non Domestic

Total number received

11. Staffing Levels

Manager

Principals/Team Leader/Depute

Seniors

Surveyors

Assistant Surveyors

Inspectors

Technicians

Trainees

Engineers Agency Workers

External Consultants

DAA Officer

Dedicated Admin

Number and Type of vacancies

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