www.highland.gov.uk
Document Record
Version Description Date 1.0 Performance Report Intro Apr 2020 1.1 Update for Quarter 1 June 2020 1.2 Update for Quarter 2 Sep 2020 1.3 Update for Quarter 3 Dec 2020 1.4 Update for Quarter 4 Mar 2021
Table of Contents
1. Introduction to the verifier
2. Building Standards Verification Service Information
3. Strategic Objectives
4. Key Performance Outcomes and Targets
5. Performance Data
6. Service Improvement and Partnership Working
7. Building Standards – Additional Data
8. Workforce Data Collection
Key contact: Glenn Campbell Building Standards Manager The Townhouse Inverness IV1 1JJ Tel: 01463 785122 e-mail: [email protected] 1.0 Introduction
The verification performance report is a strategic planning and management tool that provides information about the local authority building standards service, communicates the vision and strategy, and sets out performance against strategic goals and targets.
Building standards verifiers in Scotland are required to utilise the performance report to manage, monitor, review and develop strategies for their business, and should focus on the performance framework’s core perspectives and cross-cutting themes.
1.1 The Highland Council - Geographical Area, Population & Employment
The Highlands measures a third of the area of Scotland with, including the islands, 26,484 square kilometres of land area; making it larger than Wales and almost the size of Belgium.
The length of coastline including islands at low water is 4,905 kilometres, 21% of the Scottish total, and excluding islands is 1,900 kilometres (49% of Scotland). Argyll and Bute has the next longest coastline with 3,723 kilometres, then Western Isles with 3,716 kilometres.
The population of the Highlands is 235,540. Inverness is the administrative and transport hub of the region – a city of some 63,000 inhabitants. It is fast growing and ambitious with direct air links to Amsterdam and London. It is a part of the world renowned for its beauty, hospitality and culture.
We are home to the Cairngorm, Scotland’s second National Park and the largest in the UK, and the UNESCO geopark in North West Sutherland. The Inverness campus is home to one of the most ambitious projects in Scotland. It is nationally and internationally significant location for business, research, education and a thriving life sciences community.
The Highland Council area has 22 wards each served by 3 or 4 councilors, depending on ward population. Each ward has regular ward forum meetings where the public are encouraged to attend and participate in the development of their areas and improve service delivery.
Council Structures
2.0 Building Standards Verification Service Information
Building Standards
The principal objective of Building Standards is: -
• To secure the health, safety, welfare and convenience of persons in or about buildings and of others who may be affected by buildings or matters connected with buildings, • To further the conservation of fuel and power, and • To further the achievement of sustainable development.
Building Standards has two distinct roles, Verification and Enforcement.
Verification is principally achieved through the application of the Building Standards (Scotland) Regulations 2004, as amended, when considering applications for Building Warrants and submissions of Completion Certificates.
Enforcement duties within the Building (Scotland) Act 2003, as amended; ensure that buildings comply with Building Regulations and public safety is maintained in relation to defective and dangerous buildings.
The Highland Arrangement
The Highland Council’s Building Standards Service is delivered by the Infrastructure and Environment Service which has its base at Council Headquarters, Glenurquhart Road, Inverness. The Executive Chief Officer (formerly the Director) for Infrastructure and Environment Service; The acting Head of Planning and Environment and The Building Standards Manager are based at this location.
The operational activity of the service is decentralised to 7 area offices which operate under a Building Standards Management Team. Area offices are in the following: -
• Dingwall – serving Ross-shire • Fort William – serving Lochaber • Golspie – serving Sutherland and Easter Ross • Inverness & Nairn – serving Inverness City, south, west, Ness-side, Culloden and Ardersier and Nairn • Kingussie – serving Badenoch & Strathspey • Portree – serving Eilean A’ Cheo (Skye) and Lochalsh • Wick – serving Caithness
The Building Standards team is led by the Head of Planning and Environment. The Building Standards Manager is responsible for protecting public interest by delivering a professional Building Standards and Verification service to the Highland community through managing and directing the operational teams of building standards staff in the network of area offices Highland- wide. The manager in turn is supported by two Building Standards Team Leaders; each have a responsibility for: - warrant approvals and reasonable inquiry. Management of Non Verification work eg, Enforcement, Licensing, Defective and Dangerous Buildings etc is shared by the Building Standards Management Team.
The day to day management of the area offices is the responsibility of a Principal Building Standards Surveyor. The Principal has delegated authority and responsibility for: -
• Risk assessments and allocating workloads • Monitoring performance and staff development against a Competency Framework • Dealing with minor personnel issues • Absence management and • Dealing with all building standards operations including taking enforcement action where unauthorised building operations are being carried out or where defective or dangerous building incidents occur.
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, alter or demolish buildings; to provide services, fittings or equipment within buildings and to provide for conversions of buildings.
Fort Golspie INFRASTRUCTURE and ENVIRONMENT SERVICE William Inverness Wick BUILDING STANDARDS TEAM 2020/21
Skye Dingwall Building Standards Manager Kingussie Glenn Campbell
Team Leader: Team Leader: Approvals Reasonable Inquiry Ian Patience Frank Doherty
Principal Building Principal Building Principal Building Principal Building Principal Building Principal Building Standards Surveyor Standards Surveyor Standards Surveyor Standards Surveyor Standards Surveyor Standards Surveyor Andrew Gayler Tony Miller Inverness West – Inverness East – Sheila Tomelty (60%) Barry Reid Alasdair Murray Scott Willox
Building Standards Building Standards Surveyor Building Standards Building Standards Building Standards Building Standards Surveyor Donald Donnelly Surveyor Surveyor Surveyor Surveyor Scott Ramsay Paul Heggie Gary Sartain Lois Chambers William Brass
Trainee Building Building Standards Standards Surveyor Surveyor Building Standards Building Standards Building Standards Graham Fraser Vacancy Surveyor Surveyor Surveyor Graham Irvine Jim Robison Gary Ballantyne
Building Standards Graduate Apprentice Surveyor Building Standards Building Standards Chris Milne Surveyor Andrew Dunley (40%) Surveyor Jessica Gordon Graduate Apprentice Building Standards Graduate Apprentice Surveyor Building Standards Ben Lawrence Surveyor Craig Greig Principal Building Principal Building Standards Surveyor Standards Surveyor Roddy MacKinnon John Dougherty
Building Standards Building Standards Surveyor Surveyor David Hancock Andrew Dunley (60%) Staffing Position at 30 April 2020 The tables below illustrate the staffing position on 31 March 2020. Staffing levels have remained consistent over the last 12 months with a full complement of 28 posts.
Table 1: Senior Management
Tier 1 Tier 2 Tier 3 Tier 4 Head of Building Standards
Verification Service 1 Note: Tier 1 = Chief Executive; Tier 2 = Directors; Tier 3 = Heads of Service; Tier 4 = Managers.
Table 2: Building Standards and support staff profile Building Standards Other Verification Service Manager and Team No. posts 1 Manager Leaders 2 Team Leaders Vacant Principal Surveyors No. posts 8 Vacant Main grade posts No. posts 13 (surveyors) Vacant 1 Trainee/Graduate No. posts 3 Surveyors Vacant Shared Business No. posts 7 – see below* Support Vacant Total 28
Note: The Manager and Team Leaders are responsible for operational/strategic management of the team. The line management and day to day responsibility for surveyors and distribution of workloads lies with the Principal Surveyors. If matters require escalation the TLs and manager are available.
*Shared Business Support (SBS) is managed out-with the BS team; Performance and staffing levels of SBS is the responsibility of the SBS Manager.
Table 3: Age Demographic Staff age profile Number
Under 30. 3
30-39. 4
40-49. 8
50 and over 12 44% of staff are over the age of 50; 30% are over the age of 40; 14% are over 30yrs. Whilst only 10% are under 30yrs. The average age within the team is 46.8yrs. 3.0 Strategic Objectives
The Council’s Programme for 2017 to 2022 ‘Local Voices, Highland Choices’ sets out a number of goals based on five themes: -
• a place to live; • a place to learn; • a place to thrive; • a welcoming place; and, • a redesigned council.
The Council’s Corporate Plan is one of three strategic documents which together outline: - the priorities for the council; our approach to resourcing; and, how these will be delivered.
The Council’s Service departments have their own service plans which feed into the council’s corporate plan. Service Plans can be found here.
The Development and Infrastructure Service Plan is part of the Council that plans for future land use, and supports inclusive economic growth through Business Gateway and employability programmes. The service designs and develops new affordable homes, schools, roads, bridges and flood schemes and manages also council properties. Development Management; Development Plans; Building Standards and Transport Planning are located within D & I.
Service Key Objectives
The Building Standards Service’s key strategic objectives for the coming year are: -
• Ensure the health, safety and welfare of the team delivering a building standards and verification service to the Highland community whilst the COVID-19 pandemic restrictions and cautions are in place • Risk assess every site inspection request to ensure the continued safety of staff visiting customer’s buildings • Provide staff with suitable ICT kit/provision/connectivity to enable a resilient and flexible workforce while homeworking remains the preferred option to ensure the COVID-19 virus remains a low risk • Maintain a mobile BS team; ensuring IT provision is fit for purpose • Monitor health and wellbeing of staff while remote working is the temporary norm • Support staff whilst homeworking arrangements are in place • Provide expertise and partnership working with Scottish Government’s Futures Board - Improvement Collaborative – Compliance Working Group. • Participate in Construction Scotland Innovation Centre’s – i-Con Knowledge Hub and online learning programme – by contributing Highland’s experiences with virtual reality (VR) technology • Maintain a professional, courteous and efficient service to the customers of Highland; retaining a high scoring customer feedback via the national customer questionnaire • Maintain a ‘High Performing Team’ • Engage and develop partnership working with our Highland & Islands Consortia partners and with Local Authority Building Standards Scotland (LABSS) • Develop our mobile working vision by providing all surveyors with SIM enabled laptops and robust tablet devices for site inspection work • Improve the ‘visibility’ of the council; ensuring reasonable inquiry and CCNP procedure success.
4.0 Key Performance Outcomes and Targets
The national verification performance framework is based on three core perspectives:
• Professional Expertise and Technical Processes; • Quality Customer Experience; and • Operational and Financial Efficiency.
There are also three cross-cutting themes, comprising: • Public Interest; • Continuous Improvement; and • Partnership Working.
Table 4: Summary of Key Performance Outcomes (KPOs) Professional Expertise and Technical Processes KPO1 Minimise time taken to issue a first report or issue a building warrant or amendment to building warrant. KPO2 Increase quality of compliance assessment during the construction processes
Quality Customer Experience KPO3 Commit to the building standards customer charter KPO4 Understand and respond to the customer experience Operational and Financial Efficiency KPO5 Maintain financial governance KPO6 Commit to eBuilding Standards KPO7 Commit to objectives outlined in the annual performance report
Table 5: Summary of Key Performance Targets
KPO1 Targets 1.1 95% of first reports (for building warrants and amendments) issued within 20 days – all first reports (including BWs and amendments issued without a first report). 1.2 90% of building warrants and amendments issued within 10 days from receipt of all satisfactory information – all building warrants and amendments (not including BWs and amendments issued without a first report).
KOP2 Targets 2.1 Targets to be developed as part of future review of KPO2.
KPO3 Targets 3.1 National customer charter is published prominently on the website and incorporates version control detailing reviews (reviewed at least quarterly). 3.2 95% of BSD requests for information on a BSD ‘Verifier Performance Reporting Service for Customers’ case responded to by verifier within 5 days.
KPO4 Targets 4.1 Minimum overall average satisfaction rating of 7.5 out of 10.
KPO5 Targets 5.1 Building standards verification fee income to cover indicative verification service costs (staff costs plus 30%).
KPO6 Targets 6.1 Details of eBuilding Standards to be published prominently on the verifier’s website. 6.2 75% of each key building warrant related process being done electronically • Plan checking • Building warrant or amendments (and plans) being issued • Verification during construction • Completion certificates being accepted
KPO7 Targets 7.1 Annual performance report published prominently on website with version control (reviewed at least quarterly). 7.2 Annual performance report to include performance data in line with KPOs and associated targets (annually covering previous year e.g. April 2016 – March 2017).
5.0 Performance Data
The tables below illustrate the Key Performance Outcomes (KPOs) updated and reported at the end of each quarterly reporting period of to Scottish Government Building Standards Division (BSD).
TABLE 6: - KEY PERFORMANCE OUTCOMES for 2020/21
Category (by building type) and Total per Quarter
Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual Total Summary of Domestic Non Total Domestic Non Total Domestic Non Total Domestic Non Total Domestic Non Total KPOs Domestic Domestic Domestic Domestic Domest ic Number of BWs 435 94 529 422 103 525 537 92 629 488 107 595 1882 396 2278 and amendments issued (all) Average number of 71 84 73 69 86 73 66 102 71 66 81 68 68 88 71 days from receipt of a valid application to granting a BW or amendment % of first reports 85% 69% 82% 85% 89% 86% 79% 71% 78% 78% 69% 76% 82% 75% 82% issued within 15 days % of first reports 11% 19% 12% 13% 9% 12% 18% 25% 20% 20% 20% 20% 16% 18% 16% issued in more than 15 days and KPO1 within 20 days % of first report 4% 11% 5% 2% 2% 2% 2% 5% 3% 2% 9% 4% 3% 7% 4% issued in more than 20 days and within 35 days % of first reports 0 0 0 0% 0% 0% 0% 0% 0% 0 0 0 0 0 0 issued in more than 35 days % of BWs and 85% 66% 82% 74% 72% 74% 74% 76% 75% 74% 63% 72% 77% 69% 76% amendments issued within 6 days from receipt of all satisfactory information % of BWs and 8% 16% 9% 13% 11% 12% 20% 12% 29% 18% 23% 19% 15% 16% 17% amendments issued in more than 6 and within 10 days from receipt of all satisfactory information % of BWs and 2% 2% 2% 2% 3% 2% 2% 2% 2% 3% 11% 5% 2% 5% 3% amendments issued in more than 10 and within 15 days from receipt of all satisfactory information % of BWs and % 0 0 0 0 0 0 1% 0 0 0 0 0 0 0 amendments issued in more than 15 days from receipt of all satisfactory information Number of 60 8 68 156 18 174 191 21 212 281 43 324 688 90 778 CCNPs for ‘accepted’ completion certificate KPO2 % of CCNPs 63% 88% 66% 61% 67% 62% 52% 81% 55% 46% 58% 48% 56% 74% 58% fully achieved for ‘accepted’ completion certificates National Yes Yes Yes Yes Yes Customer Charter is KPO3 published prominently on the website Overall 7.7 7.7 7.6 7.6 7.7 KPO4 customer satisfaction rating – out of 10 Building £513,341 £610,610 £722,797 £637,377 £2,484,125 Standards (verification) fee income Building £399,850 £395,549 £395,560 £395,560 £1,586,519 KPO5 Standards (Staff) costs % fee income 128% 154% 183% 161% 157% against (staff) costs Details of Yes Yes Yes Yes Yes eBuilding KPO6 Standards are published on the website
Annual Yes Yes Yes Yes Yes Performance Report published on the KPO7 website Annual Yes Yes Yes Yes Yes performance report includes performance date under KPO3, 4, 5 and 6
Table 6a: Summary of performance against Key Performance Outcomes and Targets for 2020/21 1.1 1.2 3.1 3.2 4.1 5.1 6.1 6.2 7.1 7.2 95% of first 90% of building National 95% of BSD Minimum Building Details of 75% of each key Annual Annual reports (for warrants and customer requests for overall average standards eBuilding building warrant performance performance building amendments charter is information on a satisfaction verification fee Standards are related report published report to include warrants and issued within 10 published BSD µVerifier rating of 7.5 out income to cover published processes being prominently on performance amendments) days from prominently on Performance of 10 indicative prominently on done website with data in line with issued within receipt of all the website and Reporting verification the verifier’s electronically version control KPOs and 20 days ± all satisfactory incorporates Service for service costs website. (Plan checking; (reviewed at associated first reports information ± all version control Customers¶ case (staff costs plus BWs and least quarterly). targets (annually (including building detailing reviews responded to by 30%). amendments covering BWs and warrants and (reviewed at verifier within 5 (and plans) previous year amendments amendments least quarterly). days. issue; e.g. April 2016 ± issued without (not including Verification March 2017). a first report). BWs and during amendments construction; issued without CC acceptance) a first report). No cases Published Published Incudes all referred to prominently Published prominently performance 94.4% 90.65% BSD 7.7 128% 4 of 4 done Q1 (with review) prominently (with review) data ‘reporting service’ No cases Published Published Incudes all referred to Published prominently prominently performance 97.74% 86% BSD 7.7 154% prominently 4 of 4 done Q2 (with review) (with review) data ‘reporting service’ No cases Incudes all Published referred to Published Published performance 97.4% 93% prominently BSD 7.6 183% 4 of 4 done prominently Q3 prominently data (with review) ‘reporting (with review) service’ No cases Incudes all Published referred to Published Published performance 95.99% 91.15% prominently BSD 7.6 161% 4 of 4 done prominently Q4 prominently data (with review) ‘reporting (with review) service’
5.2. Professional Expertise and Technical Processes
Protocols for dealing with work
A number of risk management protocols have been developed for key processes and these are under continual review. Guidance notes, policies and protocols are stored electronically via a Sharepoint site for team reference. Some of this information is also available for the customer to view via the council’s web pages.
Performance management systems
Internal Key Performance Indicators (KPIs) are reported to the Infrastructure & Environment Committee quarterly. These include: o Provide a technical response or issue the Building Warrant within 20 working days. Target 90% o Respond to the submission of a completion certificate within 10 working days. Target 90% o Percentage of building warrants and amendments issued within 10 working days following receipt of satisfactory technical information. Target 90%
Training and development/CPD
Staff member’s training and development needs are identified through the Council’s annual Employee Review and Development Process (ERDP); this is reviewed 6 monthly. Training Plans are submitted to senior management for budget scrutiny. Staff members are encouraged to attend internal and external CPD events hosted by industry and LABSS.
Benchmarking/shared services
The Council works in partnership with the three Island authorities; Orkney, Shetland and Comhairle nan Eilean Siar, forming the Highlands & Islands (H & I) consortia working group; in turn this group reports to Local Authority Building Standards Scotland (LABSS), and to Scottish Government Building Standards Division (BSD). Attendance by staff at LABSS general meetings and training events is encouraged. Highland Council works in liaison with Moray Council’s building standards team as a shared boundary lies between each authority.
Succession planning
The importance of developing a younger workforce is critical to the continued workforce in Highland; where 44% of the team are over 50 years of age; a further 30% are older than 40; 14% are over 30 years; and, only 10% is under 30. The average age within the team is 47yrs. This is higher than THC demographic. We recognise this is an imminent threat to workforce planning for replacement and organisational sustainability.
5.3. Quality Customer Experience
Customer communication strategies eBuilding Standards is a huge success in Highland; where 96+% of applications for warrant is via this mechanism. Customer communication is predominantly done via electronic means eg e- mail; MS Team; Skype and telephone. COVID-19 has required the council to develop and promote electronic means of communication given the restrictions on face to face meetings and homeworking for the BS team.
Customer Charter
The Building Standards Customer Charter is published here on the Council’s web pages and is reviewed quarterly and updated annually.
Customer feedback (national/local)/analysing and changes to systems
Customer feedback is encouraged; this is normally done via; customer Focus Group meeting, feedback via electronic surveys; agent/developer seminar/workshops; via telephone call conversations and via face to face meetings. Highland Council also participates in a national survey undertaken by Scottish Government. The survey results are published on the Council’s web pages here.
Accessibility of service
Building Standards services are available locally across Highland from 7 areas offices with each office manged by a principal building standards surveyor. A duty officer is available each day from 9:00am to 5:00pm to answer ‘first call’ inquiries via telephone. All building standards forms and guidance documents are available on the council’s web pages; and should a customer need/want a paper version these can be made available. Building warrant application are assigned to a ‘case surveyor’ whose name is recorded in the acknowledgment letter to the applicant/agent.
Pre-application advice
A pre-application service/advice is freely available to customers. Appointments to meet face to face with the duty surveyor or case surveyor can be made without a charge. This service is available at the council offices during normal office hours Monday – Friday 09:00 – 17:00. Special arrangements can be made where the customer has mobility issues.
Customer agreements
The council has a template for formulating ‘customer agreements’; normally adopted for complex or very large application types.
Customer dissatisfaction (procedural or technical)
If a customer wishes to complain to the Highland Council; complaints procedure guidance can be found here. For technical or procedural matters relating to the verification service we would direct customers to the LABSS - Dispute Resolution Process that can be found here.
Note: - with the COVID-19 working arrangements in place physical face to face meetings may not be possible; however, face to face meetings via MS Teams/Skype is still available.
5.4. Operational and Financial Efficiency
Team structures
The Building Standards Service is provided locally via a network of area offices. The offices are managed by a Principal Building Standards Surveyor who is responsible for the day to day management of the team within the area and the distribution/allocation of workloads.
Time recording system
A simple but accurate time recording system was developed to assist in providing accurate reporting for costs associated with expenditure on the verification service.
Financial monitoring/governance
Financial monitoring is robust and undertaken monthly by the Building Standards Management Team and the Service Business Manager. The monthly statements identify income and expenditure between cost centres.
IT systems
Building Standards operate an electronic case management system provided and ‘hosted’ by IDOX (Uniform, Enterprise and EDRMS suites) via a Citrix security system. This operating system works in partnership with the Council’s corporate IT provider (WIPRO). The customer facing aspect of this system is a search-able Building Standards Register that can be found here.
Digital services
96+% of all application submissions (building warrants and completion submissions) are now submitted electronically via the eBS portal. 100% of all applications/submissions are handled electronically by surveyors; and, the issue of building warrants and approved drawings including the completion certificate acceptance are issued electronically. Site inspections are undertaken by surveyors using SIM enabled tablet devices to refer to approved drawings.
The BS team is participating in two Scottish Government led projects investigating virtual site inspection processes and increased use of digital technology. Highland council is seen as an exemplar in digital and virtual systems technology.
Finance systems
The main finance system used by Highland Council is Integra supported by Capita for electronic and online payment services. Payments for all Building Standards services are received electronically; the Council no longer receives cash or cheque payments.
Internal communication strategies
Note: - With staff working from home under COVID-19 restrictions all team meetings are carried out using MS Teams. A staff survey in Aug, returned most staff welcomed the opportunity to work from home; citing greater flexibility; an improved home/work life balance and environmental advantages – less travel and increased fuel savings.
6.0 Service Improvements and Partnership Working
Table 7: In the previous 12 months (19/20) we did: –
Number Continuous improvement action Status 1 KPO1(a) - Improve time taken to issue a Building Warrant: - Ongoing
19/20 = 65 day 18/19 = 68 days 17/18 = 77 days 2 KPO1(b) - Improve time taken to issue a First Report: - Ongoing
2019/20 % within 15 days = 62%; % more than 15 but less than 20 days = 23%
2018/19 % within 15 days = 70%; % more than 15 but less than 20 days = 18% 3 KPO1(c) - Improve time taken to issue a Building Warrant Ongoing following receipt of satisfactory information: -
2019/20 % within 6 days = 67.% % more than 6 days but less than 10 days = 16%
2018/19 % within 6 days = 63% % more than 6 days but less than 10 days = 12%
4 KPO2 - Compliance during construction – improve customer Ongoing recognition: -
2019/20 Number of CCNPs fully achieved = 50%
2018/19 Number of CCNPs fully achieved = 30%
5 Reinvest building warrant fee income within the service: - Ongoing
2019/20 Verification (staff) costs - £1,599,400 Fee income - £2,963,605 Reinvestment = 185%
2018/19 Verification (staff) costs - £1.2m Fee income - £3.1m Reinvestment = 258%
6 Roll out tablet devices to surveyors for use during site inspections Complete 7 Appointment of consultant Fire Engineers Complete
Table 8: In the next 12 months (year/year) we will do: –
Number Continuous improvement action Timescales 1 Continue to work to achieve national targets for all KPOs. Quarterly Building Standards Performance is published here 2 Refill all vacant posts Continuous
3 Develop Mobile working for the team Continuous
4 Engage and develop working arrangements with our consortia Continuous partners, LABSS and BSD 5 Maintain a professional, courteous and efficient service to the Continuous customers of Highland and retain a high scoring customer feedback 6 Maintain a ‘High Performing’ team Continuous
7 Participate and contribute to Scottish Government’s Futures Continuous Working Groups: - Improvement and Compliance; 8 Participate and contribute with Construction Scotland Innovation Aug - March Centre – Research to Develop an Online Remote Building Inspection Platform (virtual inspections an BIM) 9 Core member of LABSS Digital Transformation Group Continuous
10 Move to engaging with contractor’s digital systems on all large Continuous projects
7.0 Building Standards – Additional Data
Performance data contained in Table 9; is a dynamic summary of returns submitted to Scottish Government under the Key Performance Outcomes procedure. Table 9 : Additional Data Activity 2017/18 2018/19 2019/20 2020/21 2021/22 Building Warrants and Applications received 2891 3354 3095 2610 amendments to warrant Applications determined 2457 3087 2669 535 Submissions 3239 3962 4186 2895 Completion Certificates Accepted 2721 3456 3493 2207 Rejected 508 506 620 442 Design – Structures 1845 4223 2387 1637 Design – Energy 12 47 130 63 Certification Construction – Electrical 872 1390 2440 1466 Construction – drainage/heating & 1126 1306 1323 769 plumbing Energy Performance Domestic 397 373 403 Certs Non-domestic 298 212 117 Statements of Domestic 683 618 787 446 Sustainability Non-domestic 30 32 43 42 Fire Safety Summaries 0 0 3 6 Notices served under Sections 25 to 30 15 18 22 41 Enforcement Cases referred to Procurator Fiscal 0 0 0 0 Cases where the Council has had to undertake work 3 4 11 4 Customer Care Complaints received 12 3 6 4
8.0 WORKFORCE DATA COLLECTION The information below is reported to Scottish Government annually
WFD 1 - WORKFORCE DEMAND CURRENT MEDIUM TERM LONG TERM (the staffing level required for the service to operate (as at 31 July 2020) (31/03/2023) (31/03/2025) efficiently)
Roles Number of role Percentage Number of role Percentage Number of role Percentage
TOTAL 28 100% 28 100% 28 100% Building Standards Managers 1 3.6% 1 3.6% 1 3.6% Building Standards Team Leaders 2 7.1% 2 7.1% 2 7.1% Lead Building Standards Surveyor 8 28.6% 8 28.6% 8 28.6 Senior Surveyor 0 0% 0 0% 0 0% Building Standards Surveyor 14 50% 15 53.6% 17 60.7% Assistant Building Standards Surveyor 0 0% 0 0% 0 0% Graduate Surveyor 3 10.7% 2 7.1% 0 0% Building inspector 0 0% 0 0% 0 0% Building Standards Technician 0 0% 0 0% 0 0% Building Standards Administrator (dedicated or pooled resource) 0 0% 0 0% 0 0% General Building Standards Post (no fixed grade) 0 0% 0 0% 0 0% Other Specialist (structure, fire, etc) 0 0% 0 0% 0 0% Other Role 0 0% 0 0% 0 0%
CONTRACTOR CONTRACTOR PERMANENT EMPLOYEE WFS 1 - WORKFORCE SUPPLY - BY ROLE CURRENT EMPLOYEES STAFF EMPOYEE LEAVERS LEAVERS (the current workforce) (as at 31 July 2020) (as at 30 June WITHIN THE PREVIOUS WITHIN THE 2019) YEAR PERIOD PREVIOUS YEAR PERIOD Role as % Roles Number of role of total Number of role Number of role Number of role employees TOTAL 27 100% 0 0 0 Building Standards Managers 1 3.7% 0 0 0 Building Standards Team Leaders 2 7.4% 0 0 0 Lead Building Standards Surveyor 8 29.6% 0 0 0 Senior Surveyor 0 0% 0 0 0 Building Standards Surveyor 13 48.2% 0 0 0 Assistant Building Standards Surveyor 0 0% 0 0 0 Graduate Surveyor 3 11.1% 0 0 0 Building inspector 0 0% 0 0 0 Building Standards Technician 0 0% 0 0 0 Building Standards Administrator (dedicated or pooled resource) 0 0% 0 0 0 General Building Standards Post (no fixed grade) 0 0% 0 0 0 Other Specialist (structure, fire, etc) 0 0% 0 0 0 Other Role 0 0% 0 0 0
LEAVERS WFS 2 - WORKFORCE SUPPLY - BY AGE RANGE CURRENT EMPLOYEES WITHIN THE (the current workforce) (as at 31 July 2019) PREVIOUS YEAR PERIOD 16-24 3 0 25-29 0 0 30-39 5 0 40-49 9 0 50-55 4 0 56-60 5 0 61+ 2 0
LEAVERS WFS 3 - WORKFORCE SUPPLY - LENGTH OF BS SERVICE CURRENT EMPLOYEES WITHIN THE (the current workforce) - see guidance note 10 (as at 31 July 2019) PREVIOUS YEAR PERIOD 0-5 5 0 06-10 3 0 11-15 7 0 16-20 2 0 21-25 2 0 26-30 5 0 31-35 4 0 36-40 0 0 40+ 0 0
LEAVERS WFS 4 - WORKFORCE SUPPLY - PROFESSIONAL CURRENT EMPLOYEES WITHIN THE MEMBERSHIP (as at 31 July 2019) PREVIOUS (the current workforce) YEAR PERIOD RICS 5 0 CABE 12 0 RIAS 1 0 CIOB 4 0 iStructE 0 0 CIAT 0 0 CIBSE 0 0 iFire 0 0 RTPi (Planning) 0 0
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