building standards balanced scorecard january to march

Building Standards Balanced Scorecard

2016 - 2017January to March 2017 Update

Planning and Economic Development

Community and Enterprise Resources

TitleBuilding Standards Verification Service

Balanced Scorecard 2016 - 2017

AuthoritySouth Lanarkshire Council

Community and Enterprise ResourcesPlanning and Economic Development

Montrose House154 Montrose Crescent

Hamilton ML3 6LB

Part of local authority which is verifierExecutive Director

Community and Enterprise ResourcesPlanning and Economic Development

Key contactsGordon Cameron, Planning and Building Standards Manager (HQ)

Alan McAulay, Building Standards Team Leader (HQ)

For further information please contact us on 0303 123 1015 or email [email protected]

If you need this information in another language or format, please contact us to discuss how we can best meet your needs.

Phone 0303 123 1015 or email [email protected]

mailto:[email protected]



1. Introduction

1.1 Background to performance framework

1.1.1 The building standards system in Scotland was established as a result of the Building (Scotland) Act 2003. The purpose of the building standards system is to protect the public interest by setting out the standards to be met when building or a conversion takes place, to the extent necessary to meet the building regulations.

1.1.2 South Lanarkshire Council is currently appointed by the Scottish Government as sole verifier with the most recent appointment until 2017, this appointment is on the condition that a performance framework is put in place to improve the quality, compliance, consistency and predictability of verification activities.

1.1.3 The building standards performance framework was introduced from the 1 May 2012 and is reported to the Scottish Government on a quarterly basis. It seeks to address a wide range of actions and cultures which, between them, demonstrate a customer-focused service delivering sustainable economic growth. It will allow the assessment of building standards performance outcomes over a range of key national objectives, including:• 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; and• An overall ‘open for business’ attitude.

1.1.4 The Council is committed to working with the Scottish Government, Local Authority Building Standards Scotland (LABSS) and other stakeholders to prepare and implement an updated performance framework from 1 May 2017.

1.1.5 The balanced scorecard format was revised in 2012 following research to establish a number of proposed key national objectives resulting in the development of three core perspectives:• Professional expertise and technical processes;• Quality customer experience; and• Operational and financial efficiency.

These perspectives are supplemented by two themes which are cross-cutting and span all three perspectives. They cover all aspects of building standards verification including strategy, operational delivery, internal and external relationships.• Public interest; and• Continuous improvement.

Introduction

Quality customer

experience

Professional expertise

and technical processes

Operational and financial

efficiency

Public Interest

Continuous improvement

1.1.6 Delivery of the strategic aims within the Balanced Scorecard is achieved by the successful completion of actions detailed within the Continuous Improvement Plan (CIP).

1.1.7 The CIP focuses on the three perspectives of the performance framework and is separated into a ‘detailed CIP’ which is retained for Local Authority use and a ‘summary CIP’ which is included as part of the Balanced Scorecard and is updated quarterly to show progress on a range of actions from quarter to quarter resulting in a more dynamic document.

The Building Standards Service

1.2 The Building Standards Service

1.2.1 South Lanarkshire covers a diverse area. It sits to the east and south of Glasgow conurbation and covers approximately 1800 square kilometres. Its many communities include Royal Burghs, a New Town, market towns, weaving, mining and agricultural villages which are spread throughout an area extending from the Southern Uplands, through the Clyde Valley to the edge of the City of Glasgow. This area is home to just over 311, 000 people.

1.2.2 South Lanarkshire’s Building Standards Service is part of Community & Enterprise Resources. The Council’s Building Standards Service’s work is undertaken by 4 teams with a total of 19 staff. These staff are currently based within four teams with a Headquarters team and three Area Office teams.

South Lanarkshire Council

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1.2.3 The HQ team is based in the Community and Enterprise Resources HQ building in Hamilton. It deals with the strategic aspects of service delivery including setting policy, publishing guidance and monitoring performance. The HQ team also liaise with the Scottish Government, other Councils and stakeholders as required.

1.2.4 The three other area teams are currently located in Lanark, Hamilton and East Kilbride, however a process to centralise these teams to Montrose House in Hamilton will be undertaken during July and August 2016. The area teams handle all the building warrant applications submitted in accordance with the requirements of the Building (Scotland) Acts, regulations and other associated legislation. The area teams are also responsible for other functions in addition to that of verifier including enforcement of matters in respect of dangerous buildings and unauthorised works, provisions relating to Energy Performance Certificates, licensing, houses in multiple occupation, safety at sports grounds, letters of comfort and document searches as part of the house conveyancing process.

1.2.5 Building Standards Service structure:


1.2.6 The role of the Council’s Planning and Economic Development Service is to direct development to the right place at the right time and of the right quality. This requires a balance to be struck between encouraging and facilitating development whilst at the same time not only protecting and enhancing the natural and built environment but also acknowledging the views and concerns of the area’s communities and established businesses. The effective and efficient application of these principles to the specific tasks the Service undertakes will play a critical role in creating the right conditions to deliver sustainable economic growth both in South Lanarkshire and Scotland.

1.2.7 In fulfilling these tasks the Service is conscious of the need for its working practices and methods to be responsive to and conscious of the demands of all its customers, and for its staff to have the skills and knowledge required to deliver quality outcomes.

1.2.8 Accordingly when seeking to improve the way in which this work is done the Service has focussed on the need to:-a) Improve the user’s experience and increase their understanding of the Building Standards Service;b) Raise the Quality and Effectiveness of our Business Processes; andc) Raise our Effectiveness in Assessing Development Proposals.

These priorities reflect the outcomes and commitments contained within the South Lanarkshire Partnership Single Outcome Agreement 2013 – 2023. In addition, these priorities and actions also support the values, objectives and improvement themes set out in previous Council Plans and reflected in the current Resource and Service Plans. In particular, the need to be people focussed, pursue the efficient and effective of resources, and improve the quality of the physical environment. Similarly in fulfilling these aims the Service can make changes to the way in which it operates that will deliver on the priority areas of certainty, consistency, communications and contactability.


Strategic objectives

2. Strategic objectives

2.1 Community and Enterprise Resources is responsible for a wide range of services that enhance our quality of life including improving roads and transportation, parks and play areas, household waste and recycling, cleaning, school meals and school crossing patrols as well as Bereavement Services, Environmental Health and Consumer and Trading Standards.

2.2 The Planning and Economic Development Service directly contribute to the work of the Resource through participation in achieving a number of key objectives, namely:

• Set out and implement strategy for development and land use across the whole of the Council’s area;

• Provide services and infrastructure which help local communities to become more sustainable;

• Promoting jobs, economic development and social inclusion;

• Promoting sustainable development and reducing carbon emissions;

• Embed governance and accountability; and

• Promote performance management and improvement.

2.3 During 2016-17 the Building Standards Service has set out a number of key actions to be achieved. These actions show how we contribute to the strategic aims of our Resource:

• Delivery of verification and non-verification roles;

• Ensure construction and demolition of buildings meets national building standards;

• Ensure business readiness for the introduction of the new e-building standards portal;

• Prepare for the introduction of replacement casework, workflow and document management systemduring 2017;

• Continue to issue Building Standards customer satisfaction surveys;

• Hold Building Standards customer focus groups;

• Formulate service improvement actions arising from Building Standards focus groups and customersatisfaction surveys;

• Retain Customer Service Excellence accreditation achieved during 2012;

• Enforce Energy Performance of Building Regulations; and

• Liaise with the Building Standards Division of the Scottish Government and other stakeholders toimplement and report on performance framework for verifiers, including readiness for adoption of arevised framework proposed for May 2017.

Building Standards performance and financial data

3. Building Standards performance and financial data

3.1 The number of applications, corresponding fee income and performance information for 2011 - 2016 is set out below:

Financial information

Year 2011/12 2012/13 2013/14 2014/15 2015/16

No. of warrants 2169 2108 2415 2487 2779

Income (£) 1,017,508 1,109,878 1,199,707 £1,365,818 1,651,497

Verification Expenditure (£) 1,616,614 1,420,301 1,275,158 £1,234,473 1,276,409

Performance indicators

Year 2011/12 2012/13 2013/14 2014/15 2015/16

Percentage of Bui ld ing warrant applications responded to within 15 days (target 80%)

98 99 98 97 98

Respond to a request for a Completion Certificate in 3 days (target 95%) 93 94 94 91 92

Percentage of Building Warrants issued within 15 days of the date we receive the last piece of information (target 90%)

96 99 99 97 98

Percentage of Completion Certificates accepted within three days (target 95%) 95 98 98 99 99

3.2 In recognition of this strong performance and the Building Standards Team’s approach to customer care, the team were the recipients of two national awards for work undertaken during 2015-16.

The team received the BSD’s award for overall verification performance during 2015-16 and also the LABSS Customer Care award for the same period for collaborative working with Trading Standards and Police Scotland as part of Operation Doric which was set up to tackle doorstep crime.

4. Continuous Improvement Plan (updated every quarter)

4.1 It is essential that any actions or improvements contained within this chapter link clearly with the overall aims and objectives of not only our Resource but of the Council. Connect, the Council Plan for 2012-2017 identifies objectives and improvement themes which are directly relevant to the work of the Building Standards Service:-

a) Supporting the local economy by providing the right conditions for growth, improving skills andemployability,

b) Embed governance and accountability,

c) Achieve efficient and effective use of resources,

d) Promote performance management and improvement, and

e) Improve the quality of the physical environment.

4.2 It remains appropriate and relevant for the Balanced Scorecard to focus its attention, over the coming year, on actions which will contribute towards progress being made on these objectives and associated improvement themes. These actions should also recognise and acknowledge the values which the Council Plan expects will influence the way in which we work.

4.3 The identification of specific actions to be incorporated into the CIP, reflecting these objectives, and their associated values and outcomes, has been influenced by feedback from both general customer interaction and customer surveys.

4.4 Improvement actions are contained within three perspectives.

4.4.1 Perspective 1 - 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 underpinned by on-going training and development and a commitment to delivering streamlined and transparent technical processes that meet customer needs and are compliant at all times with relevant legislation

4.4.2 Perspective 2 - 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, and an understanding of different customer and stakeholder types and their differing needs. These insights and actions taken in response to them are intended to bring about continuous improvement of the customer experience, which will be regularly measured and assessed.

4.4.3 Perspective 3 - 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, underpinned by efficient utilisation of funds and resources, high levels of productivity and fit-for-purpose infrastructure such as IT systems.

Continuous Improvement Plan

Continuous Improvement Plan - Summary

Actions from previous quarter (Q4 January to March 2017):

Relevant to KPO1-2 (from list):

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

1 - Participation in the BSD review of the current Performance Framework

KPO1 Ongoing - as resources allow Completed To ensure readiness for implementation in May 2017 and to add value to the outcomes. - Attendance at events and response to draft documentation.

2 - Schools Modernisation Co-ordination

KPO2 Ongoing On target Coordination of build Programme with Warrant/Completion processes. Recently this has included consideration of the content of the 'Cole Report'

3 - LABSS/BSD liaison activities KPO1 Ongoing - as resources allow On target Various - improved consistency in processes and technical interpretation, partnership working.

4 - Consortia engagement KPO1 Ongoing - lead officers and technical meeting scheduled for the Summer

On target Improved partnership working at a regional level

5 - Procedural and technical discussion forums for senior staff

KPO1 Ongoing, meetings every 3 weeks alternating between procedural and technical

On target Platform for discussion and agreement of policy and practice in procedural and technical areas.

6 - Attendance at Disability Liaison and Access Panel meetings

KPO1 Ongoing - quarterly meetings On target Increased awareness of the specific needs of this customer group

7 - KPO 1 figure for Q4 2016/17 KPO1 May-17 Completed KPO 1 figure is currently 59 days8 - KPO 2 figure for Q4 2016/17 KPO2 May-17 Completed KPO 2 figure is currently 56%9 - Completion and reporting of local PI information to senior managers

KPO1 Ongoing - monthly Completed Comprehensive understanding of overall workload levels across all area offices

LOCAL AUTHORITY: SOUTH LANARKSHIRE COUNCIL

Professional Expertise and Technical Processes

Commentary:

A number of recuring but none the less key activities remain ongoing. Results for KPO 1 are healthy and the KPO2 figure is general consistent with previous quarters.

REPORTING PERIOD: JANUARY TO MARCH (Q4)

Key actions planned for next three quarters:


Target completion date: Priority level (from list): Proposed outcomes:

1 - Undertake quarterly data quality checks

KPO1 and 2 Ongoing - quarterly Medium

2 - Schools Modernisation Coordination

KPO2 Ongoing - meetings to be held every quarter or as required

Medium

3 - LABSS/BSD liaison activities KPO1 Ongoing Medium

4 - Consortia engagement KPO1 Ongoing - Central Consortia to meet approx every quarter

Medium

5 - Review content of new Performance Framework and KPO's to ensure full implementation and robust reporting of performance

KPO1 Jul-17 High

6 - Attendance at Disability Liaison and Access Panel meetings

KPO1 Ongoing - quarterly meetings Medium

7 - Submit KPO 1 and 2 data to meet BSD deadlines

KPO1 As defined by BSD High

8 - Completion and reporting of local PI information to senior managers

KPO1 Ongoing - monthly Medium

9 - Procedural and technical discussion forums for senior staff

KPO1 Ongoing, meetings every 3 weeks alternating between procedural and technical

Medium Platform for discussion and agreement of policy and practice in procedural and technical area.

10 - Provide mentor support for Trainee Surveyor

KPO1 Ongoing Medium

Comprehensive understanding of overall workload levels across all area offices

Staff development and links to effective succession planning

To support robust and accurate performance reporting, measurement of quality and workload management

Commentary (optional):

The planned actions detailed above reflect longer term Service priorities many of which are driven by our CSE and Council Plan commitments. The Service is commited to working with key partners to ensure a consistent high quality warrant administration process

Coordination of build Programme with Warrant/Completion processes

Various - improved consistency in processes and technical interpretation, partnership working

Evidence to show high level of service delivery

To ensure outcomes match expectations and needs of both customers and Local Authorities

Improved partnership working at a regional level

Promote positive attitudes to design

Key actions from previous quarter (Q4 January to March 2017)



1 - Doorstep Crime Liaison KPO3 Ongoing On target A number of inspections and reports have been undertaken and passed to Police Scotland, in addition a number of court cases have been called and convictions made (winner of LABSS Customer Focus Award for 2016)

2 - Issue customer satisfaction surveys on an ongoing basis

KPO5 Ongoing On target Effective measurement of customer satisfaction (2015-16 year end results remain positive and inline with previous years)(2016/17 year end results collation underway)

3 - Customer Service Excellence award retained for 2016/17

KPO5 Ongoing - year 5 assessment due on November 2017

On target Key driver for many customer focussed iniatives - we now have a total of 10 areas of compliance plus

4 - Submit KPO 3 data for Q4 (Jan - Mar)

KPO3 May-17 Completed KPO 3 - 96% of applications assessed within 20 days

5 - Participation in the BSD review of the current Performance Framework

KPO3 May-17 Completed To ensure readiness for implementation in May 2017 and to add value to the outcomes. - Attendance at recent workshop.

6 - Participate within national CSE working group

KPO3 Ongoing - approx quarterly On target Sharing of best practices in approach to CSE

Actions completed in the last quarter show ongoing progress in achieving key milestones in our CSE plan all of which have (or will have) demonstrable benefits for our customers.

Commentary:

Quality Customer Experience

Continuous Improvem

ent Plan - Summ

ary




1 - Improve awareness of indirect customer groups through a range of channels

KPO5 Ongoing Medium

2 - Assess and compare (with CSE group) results of local surveys and implement any resulting actions

KPO5 Jun-17 Medium

3 - Doorstep Crime Liaison KPO5 Ongoing Medium

4 - Issue customer satisfactions surveys on an ongoing basis

KPO5 Ongoing Medium

5 - Retain Customer Service Excellence award for 2017

KPO5 Nov-17 High

6 - Participate within national CSE working group

KPO3 Onging - approx quarterly Medium

7 - Review content of new Performance Framework and KPO's to ensure full implementation and robust reporting of performance

KPO3 May-17 High

8 - Workload management review KPO3 Ongoing in the short term High To ensure available resources are used in the most appropriate way

9- Submit KPO 3 data to meet BSDdeadlines

KPO3 As defined by BSD High

Robust measure of customer satisfaction levels and oppertunity to benchmark with CSE partners

Provide expert guidance to Police Scotland, with clear links to engagement with indirect customers, also reduces risk associated with 'cowboy builders'


The planned actions detailed above reflect longer term Service priorities many of which are driven by our CSE and Council Plan commitments. Priority for development moves to the iDOX implementation project which is currently ongoing.

Greater awareness of Service through use of focus groups, workshops or information leaflets (adaptation process and doorstep crime involvement are part of this work stream as is e-BS communications)

To ensure outcomes match expectations and needs of both customers and Local Authorities

Ability to measure customer satisfaction levels

Year 5 CSE accreditation awarded

Sharing of best practices in approach to CSE

Meeting customer expectations

Continuous Improvem

ent Plan - Summ

ary

Key actions from previous quarter (Q4 January to March 2017)



1 - Functionality of M3/EDRM systems maintained to ensure operational/business/legislative needs of Service are delivered

KPO6 Ongoing On target General system performance monitoring ongoing during last quarter

2 - Replacement of casework, workflow and document management systems

KPO6 Sep-17 On target A range of project plan activities are ongoing

3 - Quarterly Submission of KPO information and CIP update

KPO9 Ongoing - quarterly On target Robust and accurate KPO and S35 information.




1 - Functionality of M3/EDRM systems maintained to ensure operation/business/legislative needs of Service are delivered

KPO6 Ongoing Medium

2 - Quarterly Submission of KPO information and CIP update

KPO9 Ongoing - quarterly High

3 - Replacement of casework, workflow and document management systems (key priority for the Service for the next 6 months)

KPO9 Sep-17 High Introduction of new software solution to suit ongoing business needs

Robust and accurate KPO and S35 information.

Development of systems to meet business needs.

Operational and Financial Efficiency


Efficiency and effectiveness of e-building standards processes is ongoing, the high priority action is now the iDOX implementation project which is currently ongoing.

Commentary:

Efficiency and effectiveness of e-building standards processes is ongoing, the high priority action is now the iDOX implementation project which is currently ongoing.

building standards balanced scorecard january to march

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