Part 1 (Open to
the public)
ITEM NO. 9
REPORT OF THE DIRECTOR OF DEVELOPMENT SERVICES
To the: ENVIRONMENTAL SCRUTINY COMMITTEE
On:
Monday, 16 June, 2003
TITLE: BEST VALUE REVIEWS OF BUILDING CONTROL AND
DEVELOPMENT CONTROL
IMPLEMENTATION PROGRESS REPORT
RECOMMENDATIONS:
That Members note the progress being made in implementing the Best Value Reviews
EXECUTIVE SUMMARY:
The reviews of Building Control and Development Control were completed in
September, 2002 when the final report and improvement plans were approved by
Cabinet.
Members may recall that I provided a first progress report of implementation in
February of this year. This report is the second progress report to which is attached
schedules indicating targets and the positions achieved in meeting the targets against a
range of performance indicators, together with progress in implementing
improvements.
A representative of the Directorate will be present at the meeting.
BACKGROUND DOCUMENTS:
Building Control Final Report
Building Control Improvement Plan
Building Control First Implementation Report
Development Control Final Report
Development Control Improvement Plan
Development Control First Implementation Report
1
ASSESSMENT OF RISK:
Low
THE SOURCE OF FUNDING IS:
Directorate budget
LEGAL ADVICE OBTAINED:
Consulted Directorate Legal Officer and Head of Law and Administration
FINANCIAL ADVICE OBTAINED:
Consulted Directorate Finance Officer
CONTACT OFFICER:
Paul Mallinder 793-3606, Dave Jolley 793-3631
WARD(S) TO WHICH REPORT RELATES:
ALL WARDS
KEY COUNCIL POLICIES:
Best Value;
DETAILS:
2
Report to Environmental Scrutiny Committee - Building Control Improvement Plan
Progress Update June 2003
Improve response times to plan checking, whilst maintaining and improving a customer focused quality service
Indicator
1. National PI. The percentage of plans checked within 3
weeks of receipt.
This PI has not been measured in the past, the baseline
is an estimate from a sample size of 9% of the 1000 full
applications received April 2001-2002.
2. National PI. The percentage of plans given a decision
within 5 or 8 weeks.
2001/02
Baseline
2002/03
Target
Original
Sample
estimate 40%
Actual approx.
25%
70%
76%
Based on
original
base line
estimate of
40%
80%
(top quartile
AGMA)
2002/3
actual to
(31.01.03)
28%
Nov 02Jan 03
>67% Plans
received in
Jan 2003
were
checked in
<3weeks
62%
2002/3
1/9/0231/3/03
47%
76 % Plans
received in
March 2003
were
checked in
<3weeks
76%
3. National PI Percentage of inspections undertaken on
the same day as requested (when requested before
10:00am.)
100%
(top
quartile)
100%
100%
100%
4. Local PI. The % of sites re-inspected within 3 months
of last visit.
N/A
95%
21%
30%
53.5
Complianc
e level
55
No
comparative
data for
benchmark
55
55
0
0
0
88%
88%
5. Local PI. Analyse compliance with the Code of
Practice: DETR, Building Control Performance
Standards 1999 (Green Guide) Implement appropriate
systems and procedures, monitor level of compliance
and customer satisfaction levels.
National Indicator. Quality Performance Matrix- QPM
Index (May 2002)
6. Number of formal complaints (upheld)
7. Local PI- Customer Satisfaction- % customers
considering overall service to be “good” or “excellent”
Comments
Systems to monitor this PI have only recently been introduced
- Sept 02. The original baseline estimate was optimistic. Staff
reductions have impacted upon proposals, but the recent
employment of agency staff / plan checker has made a
significant impact on this figure.
Rates are very high in relation to other metropolitan areas.
Staff reductions have impacted on performance, emphasis has
been placed on plan checking, the granting of decisions is
dependent on the applicant amending their applications.
Decision rates have improved in recent months
This is a key aspect of our service. Due to the success in
achieving this target it was considered that a more
efficient monitoring method would be the recording of
inspections that were not undertaken within this time
frame. Monitoring the exceptions, due to the time involved
in monitoring all inspection requests. There is however a
need to develop an inspection policy in order to
rationalise demands on this service. I.e prioritise the need
for inspections in order to avoid unnecessary visits and
unreasonable demands on surveyor’s time – statutory
inspections only?
Recent improvements have focused on reducing planchecking backlog. This PI is the next area to be addressed.
Inspection numbers have been dramatically reduced due to
reduction in staff numbers and addressing plan-checking rate.
Recent staff losses have severely hindered progress in
this area. Recruitment is in progress.
This figure is unlikely to have changed. However, work has
been undertaken on key issues impacting on this rating, such
as:

plan checking

inspection regimes

enforcement policy
Enforcement policy has now been approved by Lead
Member for Development Services.
0
N/A
No formal complaints have been upheld.
This years annual customer survey has yet to be undertaken.
Consideration is now being given to the inclusion of
questionnaires with all completion certificates.
3
Action Points
Action Required
Timetable
Actual Progress
Comments
Short Term
R1. Address existing
backlog of applications, in
order to ease the
introduction of new
working methods and
focus attention on
achieving new targets.
1. Reduce existing inspection
levels to statutory
requirements.
2. Combine working areas and
implement team working
principles to free up any spare
capacity.
Time scale to
be adjusted
in response
to
unexpected
reduction in
staff
numbers.
1. Achieved:
Inspections have been reduced to
minimum statutory requirements.
2. Substantially achieved:
Team working has been improved
by increasing operational
flexibility. Individual staff
boundaries have been “blurred”.
Surveyors assist with inspections
for all team members freeing up
office time for plan checking.
3. Collate and fast track all minor
applications
3. Substantially achieved – use
4. Introduce overtime working as
necessary.
4. Achieved
The recent employment of an agency staff
member (January 03) has produced a
significant impact on plan checking rates and
the number of outstanding applications.
Increasing plan checking rates have
“levelled off” following this short-term
solution to this improvement area.
Further improvements are currently under
development to provide a more long-term
solution. Improvements have been
delayed due to the loss of another
member of staff and difficulties in
recruitment - this is a profession wide.
Agency staff continue to provide a short
term solution.
In order to assist in the assessment of
more complex schemes a specific room
has been allocated for this purpose.
of agency staff
5. In progress – further work
5. Discuss and address backlog
of Fire Service consultations.
6. Develop staff awareness of the
importance of the 3 week time
scale
required.
Delays in the receipt of fire service
consultations are significantly impacting
decision times
6. Achieved:
Performance management reports
are now produced weekly and
circulated to all staff. Staffs are
becoming familiar with current
performance and improvement
targets. Performance reports are
now produced for both teams and
individuals.
Performance figures have now
been included on an office “White
Board” recently introduced to
record staff operations etc.
Further “fine-tuning” of performance
measures is required.
4
1. Further analysis of appropriate
R2. Improving plan
checking speed and
quality in response to
customer demands. The
adoption of the DETR
Building Control
Performance Standards
(BCPS) in relation to plan
checking will provide a
base line for speed and the
quality of service.
BCPS’s
2. Map existing process.
3. Identify and consult with key
stakeholders
4. Consult with other service
providers.
5. Consult with staff and
customers to identify and
develop key process issues.
6. Develop quality plan
assessment systems
7. Formalise responses to all
applications as appropriate.
8. Combine working areas and
implement team working
principles to free up any spare
capacity.
9. Investigate fast track approach
to smaller projects
10. Revisit existing QA procedures
and adjust.
October
2002-October
2003
To be
reviewed in
the light of
agency
contractual
arrangement
s

1. Substantially achieved
2. Achieved
3. Achieved
4. Substantially achieved
5. Achieved

6. Achieved

7. In progress

8. Substantially achieved

9. Substantially achieved –
Long term solution under
development

10. In progress

Investigations have been
undertaken to develop and review
long term plan checking
strategies.




The office has now been radically
restructured, originally 4 teams serviced
the City. Teams have been
amalgamated in order to improve
efficiency and effectiveness. 2 teams
have been formed, 1 team
concentrating on Building Regulations
and the other dealing with demolitions,
security and licensing together with
general Building Regs. This has also
included the installation of additional
computer systems and hardware. All
staff have been supplied with PC’s.
Computer systems are now in place to
monitor processing speeds. Further
work required
Original estimates for plan checking
speeds were optimistic, based on 10%
of workload. This figure can now be
accurately measured.
Staff are now aware of the importance
of inputting data on to the computer
system.
Plan checking Pro formas have now
been developed to assist staff and
improve quality.
A part time agency worker has now
been employed to address planchecking rates. Rates have improved
dramatically, however they now
appeared to have “levelled off”,
improvement requires further
development.
May 2003 - 2 existing surveyors have
been promoted to team leaders, to
assist with the implementation of
service improvements and
performance management.
Recruitment in progress
Graduate Building Control Surveyor
has recently gained professional
status – MRICS. It is anticipated that
she will now take on the role of
District Building Control Surveyor.
A further review of the office
structure is currently in progress in
order to provide a more long-term
solution to plan checking
improvements.
In order to assist in the assessment
of more complex schemes a specific
room has been allocated for this
purpose.
5
1. Analyse BCPS. Compare how
R3. Revise inspection
regimes, reducing
numbers but improving
quality, this will allow an
increase in plan checking
capacity. Develop and
operate new inspection
regimes in line with BCPS.
This initiative should develop
approximately 7-10 man
hours / week.
2.
3.
4.
5.
6.
7.
R4. Devolve staff
recruitment to section
manager in order to
ensure staff resources are
maintained and targets
can be achieved.
R5. Formalise working
partnership arrangements
with the Greater
Manchester District
Surveyors Association in
order to improve plan
checking capacity and
speed up response times.
we currently operate
compared to the Green Guide
on inspection levels
Identify the issues important to
customers
Consult with other service
providers
Develop and revise inspection
regime based on the Green
Guide, rationalise inspection
numbers, but improve quality.
Develop risk assessment
procedure in order to focus on
key inspections.
Rationalise individual
inspection areas
Improve flexibility and working
arrangements
1. Resources need to be
maintained in order to achieve
targets.
1. Investigate procedures and
costings for working
partnership with GM
Authorities
July2002July2003
To be
reviewed in
light of recent
staff losses
1. Substantially achieved
2. Achieved
3. Substantially achieved



4. In progress
5. –

Inspections have been reduced to
statutory requirements. This has not
however freed up time due to
reductions in staff numbers
A formal inspection regime is currently
being developed to be included with all
application decision notices
Further work is required improve
efficiency of inspection process and
allow time for plan assessment
improvements.
Improvements have been delayed
due to the loss of another member of
staff.
6. Substantially achieved
7. Substantially achieved
October 2002
– October
2003
October December
2002
To be
reviewed.
In progress: An agency staff
member has recently been
employed.
1. In progress: We continue to
liase closely with neighbouring
authorities, regularly attending
local DSA meetings.
This is a key area in order to maintain and
improve performance.
i.e specialised areas such as the service
given to the Health Authority (Pendlebury
and Hope Hospital) have been
compromised.
No progress at Greater Manchester DSA
level.
All regional LABC services are suffering
from staffing difficulties.
The proposed Strategic Partnership may
influence potential working
arrangements.
6
R6. Create more staff
flexibility within the
service in order to address
fluctuating workload
demands. Workload
should be considered an
office problem, not an
individuals.
R7. Investigate
effectiveness of national
partnering schemes with
major developers to
ensure that this work can
be undertaken
successfully without
adversely impacting on
local services.
1. Removal of individual area
boundaries and develop team
working principles.
2. Create an overtime budget
policy.
3. Formalise criteria for
employing temporary agency
staff.
1. Investigate Impact on other
services ie. plan assessment
times generally.
2. Develop time monitoring
system.
3. Investigate need for:
Overtime,
Performance related pay
Temp staffing
October December
2002
To be
reviewed
1. Substantially achieved
2. In progress
Reducing the number of teams and changing
our operational approach has improved
flexibility and optimised efficiency with
reduced staff numbers.
2 team leaders have been appointed in
order to assist with workload distribution.
3. In progress
1. Achieved
October December
2002
To be
reviewed
2. In progress
Overtime is used on an ad hoc
basis, formalisation is required
based on demand.
7
Medium term
R8. Improve and monitor
working practises and
arrangements in
conformity with DETR
Building Control
Performance Standards,
ensuring that overall
service quality is
maintained and improved
whilst addressing the plan
checking issue.
1. Develop Building Control
Policy
2. Develop enforcement policy
3. Develop resource monitoring
systems
4. Enhance consultation process
5. Monitor level of conformity
through the adoption and use
of QPM Matrix.
6. Revisit QA Manuals and
adjust
1. Substantially achieved
January
2003December
2004
2. Substantially achieved
3. Performance management
systems are now in placefurther development is in
progress.
Work has been undertaken on the
development of:

Plan Checking pro formas

Inspection Regimes

Enforcement Policy has been
drafted and approved by the Lead
Member
4. The need to improve both the
fire service and structures
consultation process has
been identified as causing
substantial time delays. The
consultation process with
United Utilities requires
further development.
5. Substantially achieved –
reassessment required.
6. Any changes to process will
be reflected in the QA Manual.
8
R9. Expand the use of
home working to improve
efficiency and increase
time available for plan
checking and inspections.
R10. Develop training
structure to ensure staff
are kept informed of
changing technical issues
and the business /
organisational
environment
1. Identify demand and analyse
potential benefits.
2. Identify staff for pilot home
working scheme
3. Investigate suitability of
“home office” for working.
4. Move desk and computers,
including IT and phone
connections etc.
5. Commence home working
1. Improve effectiveness of
appraisal system
2. Audit skills and competencies
of staff.
3. Identify staff with expertise
and interest in specific
technical, marketing, IT
issues etc
4. Monitor CPD
5. Develop technical training
structure.
6. Readdress existing RICS
training manual.
7. Investigate the benefits and
feasibility of performance
related pay.
January
2003July2004
1. Substantially Achieved: Home
working has been practised
by a number of staff,
improving plan-checking
rates. Further development is
necessary without
compromising office
efficiency.
October
2002October 2003
In progress: This area is currently
under consideration following recent
staff appraisals.
One member of staff has been
appointed as CPD / training
co-ordinator.
Monthly staff meetings to include
technical feed back session.
Training is being considered in
conjunction with members of the
user panel.
9
R11. Develop a
performance culture within
the section to ensure a
strong focus is maintained
on improving plan
checking speed without
loosing other quality
features.
1. Ensure PI’s are monitored
accurately
2. Create team and productivity
targets
3. Introduce staff training/team
bonding eg. Lledr Hall
4. Link target setting to the staff
appraisal process
July2002July2004
1. Substantially achieved: The
production of weekly
performance reports has lead to
more emphasis on team
performance. Further
development required
2. Substantially achieved:
Weekly performance reports are
now circulated to all staff.
3. Substantially achieved:
4. To be introduced into this
years appraisal process
(November/December 2003)
Recent staff appraisals have emphasised
improvements and objectives of the Service
Improvement Plan together with linkages to
Corporate Pledges. The installation of PC’s
for all staff now allows the development of
appropriate performance measures.
The BV Service Improvement Plan was
linked to last years staff apparaisal.
Long Term
1. In progress
1. Implement Oce process
R12. Enhance the
effectiveness of IT usage
within the section, in order
to optimise capacity and
assist in the improvement
of performance
management
2.
3.
4.
5.
6.
7.
8.
review in order to move to a
digitally based service.
Optimise use of existing
Uniform system
Investigate further use of GIS
Investigate e-consultations
Document imaging
Investigate use of on-site
electronics/ palm tops etc
Develop concept of electronic
submissions
Develop bespoke training to
ensure all staff have
fundamental IT expertise.
October2002July 2005

2. Substantially achieved
3. In progress
4. In progress with Document

Imaging system
5. In progress
6. Developing


Additional computers are now in
place. Each member of staff now has
access to their own PC. Staff are
therefore making more use of the
UNIFORM system to monitor work.
Staff are now more confident in using
the system. However, further training
is necessary.
Standard templates are currently
being developed i.e. fax letters,
memos, standard letters, standardised
legal notices.
The upgrading of the Uniform System
has now been commissioned with
CAPS.
Work has commenced on the
implementation of a Data
Management system.
7. Under review at regional DSA
level.
8. In progress
10
Improve Building Control’s Contribution to a “Safer Salford”
Indicator
8. Local PI Licensing- To inspect premise within 2 weeks of notification
This indicator is under further development
9. Local PI Demolition- No of fatalities on demolition sites under the direct supervision of
Building Control.
10. Local PI- % Dangers of dangerous buildings inspected:
 Working time- within 1 hour - 60 total
 Out of hours within 2 hours – 8 total
11. NEW: Local PI: The Average time from being notified a building is empty to
demolition commencing on site. For a project which currently takes 18 weeks.
12. NEW: Local PI: The average time from receiving notification of existence of insecure
property to commencement of legal proceedings – private dwelling
Measured by undertaking regular monitoring exercises.
12 (2). NEW: Local PI: The average time from expiry of legal process to the securing of
the property, in default – private dwelling
Measured by undertaking regular monitoring exercises.
13. NEW: Local PI: The average time from receiving notification to board up a dwelling
to actual board up – local authority dwelling
To be measured by undertaking regular monitoring exercises.
2002/03 Target
2002/3 period
Sept 2002–
Jan 2003
2002/2003
Sept 2002 –
March 2003
100%
100%
100%
100%
0
0
0
0
98%
98%
99%
99%
77.7%
90%
83%
75%
18
17.5
16
16
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
24 hours
2001/02
Baseline
TO BE MONITORED ON AN ANNUAL BASIS
11
Action Points
Short Term
R13. Improve efficiency
and effectiveness of the
demolition process in
order to minimise
nuisance to Salford
citizens and improve the
local environment.
Action Required
Timetable
Investigate a partnership with a
demolition contractor to reduce
tendering and evaluation time and
therefore speed up the time scale.
Better communicate the demolition
process to the community and
councillors
October 2002
– March 2003
To be
reviewed
In progress
Discussions with contractors,
National Federation of Demolition
Contractors and New Prospect
Housing procurement section have
taken place.
October 2002
– March 2003
To be
reviewed
In progress
Continued progress
Investigate how a partnership with
the utilities could speed up their
response times
October 2002
– March 2003
To be
reviewed
October 2002
– March 2003
To be
reviewed
October 2002
– March 2003
In progress
Joint pamphlet with Housing
produced with reference to work in
Lower Broughton.
Guidance notes for both
residents and elected members
have been produced.
Letters to Utilities sent Sept 02.
Response only from UU
Erect signs on the demolition project
making people aware that progress
is taking place.
Seek additional funding of £60,000
to establish a demolition, security,
dangers team to ensure a more
responsive and customer focussed
service.
Establish a budget of £20,000 for
securing private sector properties,
which may not recovered to ensure
swift action can be taken by building
control.
Develop effective administration
process, optimise use of Uniform
system
Actual Progress
Comments
(Norweb) Still no reply from
TRANSCO or UU Water
In progress
SALI Group produce banners for
display on high profile sites.
Promotional signage for general
use to be developed.
Substantially achieved
The Crime and Disorder Group
have recently funded the
employment of an additional
member of staff to undertake
building security work throughout
the City.
October 2002
– March 2003
Substantially achieved: A budget of
£13,000 has been obtained to assist
in improving the effectiveness of the
security service.
There is a more proactive
approach to securing private
sector properties.
October 2002
– October
2003
In Progress: The administration
process is currently under review.
Including the review of requisition
procedures.
Development of bespoke database to
record actions and contractual orders
is under way.
Consultation with New Prospect
has identified areas for
improvement.
City Treasurers investigating
how bespoke database can link
into SAP system.
12
1. Review existing process and
R14. Improve the
efficiency and
effectiveness of
dangerous structures
service in order to ensure
“a safer Salford”.
contribution to a “safer Salford”
2. Identify and consult with
3.
4.
5.
6.
7.
8.
9.
stakeholders
Consult with other providers
Review out of hours service
Improve administration process
optimise use of Uniform system
Review cost of the service
Consider development of
dedicated team
Investigate alternative service
provider, consider joint venture
with adjacent authority
Introduce new emergency
callout system
October
2002October2003
To be
reviewed
1. Substantially achieved
2. Substantially achieved
3. Substantially achieved
4. Substantially achieved
5. In progress
Administration is under review and
formal notices have been
standardised.
Formal callout rotas have recently
been established to respond to
problems associated with the
recent Fire Service Dispute
Salford and Langworthy
Initiative Callout Rota is still in
operation – Permanent week
day presence within this area.
A more proactive approach is
now being taken with security
issues in this area.
6. In progess
7. Substantially achieved
8. To be progressed
9. In progress
13
R15. Improve efficiency of
licensing service in order
to ensure “a safer
Salford”.
1. Review existing process
2. Identify and consult with
stakeholders
3. Consult with other providers.
4. Extend expertise within the
October
2002-October
2004
1. Achieved
2. Achieved
3. Achieved
section.
5. Improve existing performance
indicator.
6. Investigate appropriate funding,
allocate cost to duty.
7. Develop concept of risk
assessment based inspection
regime.
8. Raise profile internally and
externally:
9. Promotional material and
attendance at licensing
committee.
10. Rationalisation of enforcement
procedures, including out of
hours inspections to ensure
compliance with licence
conditions
4. In progress
Proposed changes in legislation
(2004) will have a major impact
on responsibilities and
demands on this service.
Discussions are in progress
with Corporate Services to
investigate changes in service
provision.
5. In progress
6. In progress
7. To be Progressed
8. To be Progressed
9. To be Progressed
10. To be Progressed
14
Maintain and Improve Market Share and the self-financing of the Building Regulations Service to minimise service costs to
Salford Citizens
Indicator
2001/2
Baseline
2002/03
Target
2002/3 actual
to date Sept
2002 - Jan 2003
14. The percentage housing market share achieved by the service.
Number of service providers is increasing all the time, market share will be extremely
difficult to maintain.
84%
(top quartile)
84%
78%
Outstanding data
from private
sector
15. The percentage commercial and industrial market share achieved by the service.
Number of service providers is increasing all the time, market share will be extremely
difficult to maintain.
76%
76%
76%
100%
(top quartile)
100%
Annual measure
16. Building Regulation Self Financing Rate
TO BE REVIEWED ON AN ANNUAL BASIS
15
Action Points
Short Term
R16. Focus service on
local customer demands.
Produce an outline
marketing strategy for the
service to target local
customers, specific
demands and potential
partners, review on an
annual basis.
R17. Develop and promote
the benefits of the web site
beyond statutory guidance
to further engage
customers
R18. Align fees with all
other Greater Manchester
Authorities, in order to
provide a uniform local
approach.
Actions Required
1. Develop marketing team
2. Analyse and monitor local
Timescale
July 2002 –
July 2003
Actual Progress
1. –
2. To be progressed
business environment.
3. Develop links with national
3. To be progressed
marketing team. Ensure all staff
of familiar with national strategy
and associated service
initiatives. LANTAC, Partnering,
Warranties.
4. Forge links with local business
community
5. Develop focus groups inc
developers and designers.
6. Form marketing relationship with
other LA’s
7. Customer database
8. Guidance information
9. Monitor market share
10. Investigate additional partnering,
resource implications.
11. Internal promotion
12. Promotional literature.
4. To be progressed
Adjust marketing budget as
necessary.
The Web Site is still proving
useful.
Promotional material has been
drafted to include with all decision
notices
Draft promotional material is
now with the Graphics Section
Interactive promotional CD is
currently under development.
5. Substantially achieved
6. Achieved
7. Achieved
8. Achieved
9. Achieved
10. To be Progressed
11. To be progressed
12. To be progressed
1. Achieved
1. Promote web site via all
correspondence
Comments
May 2002May 2007
1. Achieved
1. Review trading account annually.
Fees are now aligned with Greater
Manchester DSA
May 2002
16
R19. Produce a
promotional brochure to
encourage new business.
1. Develop material and publish by
January 2003
July 2002July2003
Promotional document has been
drafted.
Now with Graphics Section.
Interactive promotional CD is
currently under development.
1. Substantially achieved
Improve the Provision of Customer Information Relating to Service Procedures, Benefits and Associated Building Issues,
together with Improved Service Accessibility
Indicator
17. Information on service standards published and made available to users
2001/02
Baseline
2002/3 Target
2002/3 actual
to date
No Info
Under
development
Language line
adopted
10%
18. Publish information in alternative languages. in various languages
0
Full
Info
Full
19. %Services available on line
0
10%
Action Point
Short Term
Action Required
Timetable
Actual Progress
1. In progress
R20. Produce brochures and
other forms of media to
publicise service standards.
1. Refine existing drafts and consult
with graphics
October
2002July2003
Comments
A draft service guide has been
produced.
Service standards are promoted
on the web site and within the
reception area.
Interactive promotional CD is
currently under development.
17
1. In progress
R21. Introduce Development
Team Approach. (DTA)
1. Develop DTA
2. Expand team: Environmental
Health, Geological unit, Fire and
Police Service?
3. Selection criteria, more
flexibility?
4. Promote benefits of service,
internally and externally.
5. Guidance literature
R22. Produce leaflets in
other languages promoting
the service.
R23. Improve planning
counter by working to action
plan.
R26. Publish standards and
PI’s on web site and
promotional poster within
reception.
New DTA brochure published
“Language Line” has now been
formally adopted.
All staff have attended training
video
1. Consult With Personnel
2. Adopt Corporate strategy
3. Respond to customer demands
October
2002July2003
1. Highlight columns in Foyer with
November
2002 –
October 2003
Achieved: Improvements have
been made to the reception area.
Improvements have been
undertaken, including
availability of guidance
information, decoration,
alterations to reception desk,
access to offices, signage etc
1. Develop user friendly forms
July 2002 –
January 2003
Achieved: New clearer application
forms have been produced (Plain
English)
Now in use
1. Monitor customer demands
2. Monitor competition
July 2002 –
2003
In progress
Continued progress, additional
guidance notes have been
added
1. Liase with IT Communications
2. Develop promotional material
January 2003
In progress
No further progress
a band of contrasting colours.
2. Revise Reception furniture
layout . Change signage .
Put leaflets in suitable display
stands.
R24. Produce clearer
application forms and
reduce the number required.
R25. Extend services and
information available on the
Web Site.
November
2002 –
October 2003
18
Long Term
R27. Bid for a Charter mark
for the service. This will
demonstrate a customer
focussed service and lead to
further improvements
1. Produce draft
2. Submit bid
Awaiting final
guidance from new
assessment criteria.
2003 2004
Improving and Monitoring the Service Through the Development of Performance and Information Management
Indicator
20. Adoption and monitoring of AGMA Performance Indicators
2001/02
Baseline
2002/3 Target
2002/3 actual
to date
0% Adopted
80%
80%
NO PROGRESS
19
Action Point
Short Term
Action Required
1. AGMA PI,s and develop
R28. Develop an improved
performance monitoring
system in order to ensure a
cost effective service and
maximise efficiency.
2.
3.
4.
5.
6.
7.
8.
9.
monitoring systems
Develop productivity PI’s
Closer working links with GM
DSA
Investigate National
benchmarking
Develop time monitoring system
Project unit costing. Monitor
individual team productivity, fee /
time relationships
BC BR split analyse CIPFA ,
Investigate service overheads.
Investigate level of performance
in relation to non-fee income
building control work directly
impacting on organisational
objectives.
Optimise use of Uniform system
in order to generate regular
performance reports.
Timetable
Actual Progress
1. Substantially achieved: Recent
2.
3.
4.
5.
6.
7.
8.
9.
computer installations now allow
the introduction of more effective
performance management
systems.
Achieved: Monitoring systems
are now in place.
Achieved
In progress
In progress: Weekly
performance reports are now
produced.
In progress: Productivity
measures are inplace.
In progress
Substantially achieved:
UNIFORM system is now being
used more effectively.
Comments




Further work is required on
the refinement of
performance measures.
A new time sheet has been
produced, further work is
required to develop effective
unit cost measures and
BC/BR split.
Further work required to
develop and collate effective
benchmarking data..
Performance is also reported
on the new office “White
Board”
No further progress
20
CITY OF SALFORD
BUILDING CONTROL SERVICES
Service Improvement Summary - June 2003
Building Control’s Service Improvement Plan was initially implemented in September 2003, numerous improvements have been undertaken and initiated within
this relatively short period, including:




















2 team leaders have been created (internal promotion) in order to assist with the development of service improvements and improve effectiveness
of performance management systems.
The office has been radically restructured. 4 teams have been merged into 2, with specific responsibilities for fundamental corporate pledges.
Further improvements to team working arrangements are under development.
New computer systems have been installed giving all staff access to their own PC.
Staff are now making more use of the existing operating system, allowing productivity to be more effectively measured.
An updated operating system has been commissioned, GIS based.
Work has begun on developing a data management system, digitising all information.
Work is in progress on developing standardised templates for all correspondence and legal notices, new and simpler application forms have been introduced.
Performance management systems have been introduced, a weekly performance report is circulated to all staff and displayed on a new office “white board”.
Further refinement is taking place to enhance productivity indicators.
Team working has been improved, increasing operational flexibility and effectiveness.
Inspections have been reduced to statutory requirements where possible, a result of staff cutbacks and the need to address plan checking rates.
Formal inspection regimes are under development.
A part time agency surveyor commenced employment in January, aimed specifically at assisting with the Building Regulation Service. This is still working well,
plan-checking rates have stabilised, further work is required to introduce a long term solution, this has been hindered by the loss of another member of staff.
An additional staff member has been funded by the Crime and Disorder Group to deal with building security throughout the City. This has enabled a very fast
response to the need to secure private, unsecured property
A demolition and security team has now been set up to develop a more proactive approach to this service.
A security database is currently under development in conjunction with the Authorities SAP team.
A number of promotional leaflets have been drafted and are currently with the Graphics Section.
A formal enforcement policy has been approved by the Lead Member
Further guidance note /links have been added to the Building Control Web site
Numerous guidance documents are now available at the reception.
Progress toward performance targets has been somewhat compromised by recent staff reductions, in the last 12 months 4.5 Building Control
Surveyors have been lost, including 2 group leaders (2002). This situation has been further aggravated by the loss of another member of staff and
associated problems with recruitment (March 2003).
THE KEY AREA IDENTIFIED FOR SERVICE IMPROVEMENT – PLAN CHECKING RATES - HAS IMPROVED DRAMATICALLY.
% of applications received in November 2002, and checked in less than 3 weeks
% of applications received in March 2003, and checked in less than 3 weeks
Approx
25%
76%
Whilst original performance targets were somewhat challenging improvements are making a significant impact on the sections performance.
21
Report to Environmental Scrutiny Committee
Development Control Improvement Plan
Progress Update, June 2003
The Speed of Processing of Planning Applications
Percentage of Planning Applications determined by Officers
Indicator
1. Percentage of major planning applications given a decision within 13 weeks
government target 60% - BVPI 109a)
2. Percentage of minor planning applications given a decision within 8 weeks
(government target 65% - BVPI 109b)
3. Percentage of other planning applications given a decision within 8 weeks
(government target 80% - BVPI 109c)
4. The time from initial receipt of a planning application to and arriving with the
case officer.
5. The number of decisions delegated to officers as a percentage of all decisions,
(government target of 90% to be achieved by all authorities every year – BVPI
188)
6. The number of Tree Preservation Order Applications determined within 6
weeks
2001/2
Baseline
33%
2002/3 target
2002/3 actual
60%
60.24%
60%
65%
68.08%
77%
80%
82%
11 days
Within 3 days
65.7%
90%
7.75 days
(1.04.03 to
31.05.03 is 4.83
days)
71.5%
36%
50%
54.2%
22
Action Point
R1 Implement Oce
process review to move to
a digitally based service
R2 Extend the use of GIS
to speed processes up and
improve quality
including:-
accuracy of data
reliability and
consistency of data
comparison of
multiple data seta
Action Required
Send out to tender
Timetable
August 2002
Actual Progress
Achieved
Appoint FM contractor
October 2002
Achieved
Implement action plan
November 2002
Progressing - Pilot document
management project being
initiated
Plot applications
Input and correct constraint
and historic data to speed
up flow and improve
accuracy
Comments
Annite commissioned to
provide Eclipse software
for document management
project in common with
other Council functions.
Process review undertaken
by Annite, hardware
ordered and tested
Achieved
March 2004
In progress
Constraints now plotted
include:
Coal Mining Areas
Floodplain
Wildlife corridors
Sites of Special Biological
Importance
Removal of Permitted
Development
School Telecommunication
zones
Listed Buildings
Conservation Areas
Enforcement
Pre-application enquiries
Tree preservation Orders
Telecommunications roll-out
programmes
Landfill sites
Public Rights of Way
District/key local centres
23
Upgrade computer system
to integrate with GIS
(Uniform version 7)
June 2003
In progress
Introduce use of postcodes
2003/2004
Included in computer system
upgrade
In progress
Acquire and install higher
spec computers
Obtain authority for DC
Manager to recruit
establishment posts under
delegated authority
2002/2003
Due to be installed
September, 2003 (date
adjusted to avoid document
management system being
installed at the same time
Computers all installed
R3 Ensure adequate
staffing levels and flexible
structure
Flexibility of structure
achieved through use of
small applications team
R4 Further develop the
performance culture
Focus staff on key
improvements
Respond to peaks of work
and specific tasks by use of
contract services
Incorporate performance
issues and target setting
into appraisal system
Staff training
October 2002
Achieved
Small applications team
established. This team, led
by a Principal Planning
Officer supports the 2 area
teams (north and south).
Budget allocated
Planning Consultants
engaged for planning
appeal (Public Inquiry)
Achieved
Achieved
24
R5 Modernise how the
City Council consults with
regular users to secure
quicker and more efficient
transactions
Develop electronic
consultation with
consultees
Commence consultation
with regular customers via
email
E-consultation with all
consultees
April 2003
September 2003
Limited interest, however, this
will follow the establishment
of document management and
upgrade of planning
applications computer system.
Both projects have been
initiated.
April 2004
R6 Increase the percentage Review scheme of
of planning applications
delegation
determined by officers
Report to Lead Member
May 2002
Achieved
June 2002
Achieved
Report to Chair of Panel
July 2002
Achieved
July/August
2002
Achieved
Consult Planning User
Panel
September 2002
Achieved
Report to Cabinet and
Council
September 2002
Introduce and publicise
new scheme
October 2002
Community Committee
consultation substantially
achieved.
Introduce April 2003
Consult all elected
members
This will be introduced
with document imaging.
For example, United
Utilities and
Environmental Health are
prepared for this.
Revise Scheme of
Delegation due to be
considered by Council on
18th June 2003
25
R7 Improve the speed of
processing Tree
Preservation Order
applications
Additional staff (planning
assistant)
Use of GIS – TPO data
Achieved
2002/2003
Digitising of TPO data has
commenced.
Achieved
2003/2004
This will follow introduction
of planning applications
computer system upgrade.
Arboricultural advice
R8 Improve access to
service
Install public access
package to Uniform
version 7
The target for the speed of
processing of applications
relating to Tree
Preservation Orders is
being exceeded
A Web based facility is
included with the Eclipse
Document Management
system
A Public Access package
will be supplied by CAPS
(part of the Uniform
system)
Engage with corporate GIS
development to facilitate
customer access to service
data including location of
TPOs, listed buildings,
conservation areas.
2004
26
Customer Relations
Indicator
1. Number of hours the office is open to visitors
2. Percentage of applications that can be submitted on line
3. Planning Information available to minority groups
4. Customer Satisfaction – The percentage of customers satisfied with the service
they received (Top Quartile – 81%)
Action Point
R9 Extend opening hours
on Thursdays from
8.00am to 7.00pm
Action Required
Produce protocol
Consult staff
Liaise with Building
Managers re opening,
security issues etc
Publicise
Staff rota
Commence opening
R10 Improve the web site
Enable applications to be
submitted via the web
2001/2 Baseline
37 hours per
week
NIL
2002/3 target
40 hours per
week
NIL
Produce multilingual
pamphlet
87%
(2000/2001)
No target for
2002/2003
Survey to be
undertaken
2003/2004
2002/3 actual
40 hours per
week
NIL
Pamphlets
produced and
available in
reception
_
Timetable
Commence
opening 26
September 2002
Actual Progress
Achieved
Opening commenced on 3rd
October, 2002.
Comments
January 2004
Signed up to planning portal
Planning applications can
now be submitted
electronically
27
Incorporate search facility
Upgrade of planning
application computer system
confirmed – this includes
public access module and
search facility
Public access to database
R11 Improve access to the
service by Black and
ethnic minority groups
Produce multi-lingual
leaflet and poster
promoting the service
2002/2003
Achieved
Language-line adopted by City
Council
Promote service with
talking news
In progress
R12 Improve reception by
implementing reception
action plan
Highlight columns making
them more visible
Improve layout of
reception furniture
Provide better stands for
documents
November 2002
to April 2003
Achieved
R13 Publish service
standards and information
on planning applications
on web site and poster in
reception
R14 Introduce Duty
Officer system
Update website
Produce poster
Achieved and
review annually
Achieved and review regularly
January 2003
Achieved
Establish protocol
Train staff
Produce rota
28
Medium Term
R15 Submit charter mark
bid to maintain continual
improvement on
customers issues
R16 Implement Peer
Review Group 4 strategy
Produce draft
Submit bid
2003/2004
This will be progressed when
the assessment/application
criteria is finalised
Monitor black and ethnic
minorities
Improve access to service
2003/2004
Monitoring commenced
Impact assessment of Planning
and Transportation Regulatory
Panel and planning application
process being undertaken.
Monitoring commenced.
Monitoring took place in
2000/2001 and will be
repeated in 2003/2004
Initial Assessments of
Planning and
Transportation Regulatory
Panel completed.
Draft Initial Assessments
of Supplementary Planning
Guidance in respect of
House Extensions and
Designing Out Crime
drafted.
Enforcement Charter and
Publicity for Planning
Applications to be
undertaken by 30th June
2003.
Long Term
R17 Develop strategy for
access to services via
Contact Centre and One
Stop Shop
Engage with corporate
strategy
2004/2005
Implementing corporate
document management system
to link with Contact Centre and
One Stop Shops
Progressing with
development of ICT and
information systems to
facilitate this
29
Quality of Outcomes/Added Value
Indicator
1. The percentage of plans which have been amended prior to a
decision being taken to improve quality of outcome
2001/2 Baseline
No data
2. The number of maladministration findings
3. The percentage of appeals allowed
4. Percentage of enforcement cases resolved within 13 weeks
5. Number of formal complaints about the service (nonombudsman & upheld)
6. % of S.106 Agreements (planning gain) secured and required
by policy
7. Applicants of 50% of major planning applications engaged
with Development Team
1
35%
Action Point
Short Term
R18 Publicise the
Development Team
Approach
R19 Proactive compliance
checking
R20 Adopt SPG for
Telecommunications
Action Required
Timetable
Complete consultation
Approval by Council
100%
100%
100%
-
25%
13.4%
0
38%
78.9%
0
Actual Progress
Comments
Achieved and progressing
Development Team
Approach Leaflet produced
2003/2004
Commence April 2003
Draft report produced
January 2003
March 2003
Not Achieved
Some rewording of the
document necessary to use
plainer language. This
Consultation in progress
Publicised on the website
and ongoing
Establish framework
Link with Building Control
Train staff
Publicise
2002/3 actual
206/1548
13.3%
0
2002/3 target
131/1326
9.9%
(2002/3 actual to
31.12.02)
0
35%
70%
0
30
R21 Introduce members
review of decisions
Medium Term
R22 Produce Planning
Application checklist to
improve quality of
submission of planning
applications
R23 Review staff manual
on consultation
R24 Review existing SPG
for Hot Food Uses
followed community
committee consultation.
Expected completion June
2003
Achieved
Inspection undertaken
November 2002
Produce protocol
Introduce members
inspection
2002/2003
Adopt national planning
application checklist
2003/2004
Prior to adoption of national
planning checklist, Draft
Check list has been produced
Produce staff manual
Train Staff
2003/2004
Await issue of Government
proposals in respect of
revisions to Use Classes
Order
Report to Lead Member
Consultation
Address responses
Lead Member
Council
2003/2004
Progressing
Draft manual has been
produced
Staff training on consultation
has commenced
Government proposals on
changes to Use Classes Order
not yet issued
Draft checklist for house
extensions has been
produced
31
R25 Commission Greater
Manchester Geological Unit
to monitor major minerals
and waste development and
ensure compliance with
conditions
Long Term
R26 Produce new
Supplementary Planning
Guidance and review
existing following review
of Unitary Development
Plan
Produce service agreement
Implement
2003/2004
A range of topics will be
2003/2004/2005
identified by the reviewed
UDP which will require the
production of SPG
Progressing
GMGU commissioned on
case basis
The topics identified for SPG
in the first deposit draft UDP
have been identified
Transparency, Probity, Fairness and Consistency in Decision-Making
Indicator
2001/2 Baseline
2002/3 target
Number of award of costs against City Council
0
0
2002/3 actual to
date
0
Number of complaints received and upheld relating to local Code of
Conduct
0
1
1
Number of complaints received and referred to National Standards
Committee and upheld
0
0
0
32
Action Point
Short Term
R27 Revise Local Code of
Conduct for Officers and
Members dealing with
planning matters in light
of new publicised national
and LGA guidance
R28 Produce Quality
Assurance procedure for
Planning and
Transportation Regulatory
Panel
Action Required
Produce report
Report to Lead Member
Report to Council
Implement and train staff
and members
Produce draft procedure
Report to Lead Member
and Chair of Regulatory
Panel
Consult members
Train Members
Implement
Timetable
Actual Progress
Comments
2002/2003
Substantially Achieved
Code of conduct has been
revised.
Reported to Lead Member 2nd
December 2002
Reported to Standards
Committee on 2nd December
2002
Reported to Planning and
Transportation Regulatory
Panel on 19th December 2002
Awaiting comments of District
Audit – aim to report to
Council March, 2003
Adopted by Council in
May, 2003.
Achieved
Achieved
April 2002
June 2002
Achieved
Achieved
Achieved
Achieved
September 2002
Reported to Lead Member
with final draft December
2002
Reported to Regulatory
Panel December 2002
Approved by Chairman of
Regulatory Panel January
2003
Implemented January 2003
March 2003
2002/2003
33
Medium Term
R29 Produce policy on
achieving a responsive
dialogue with local people
rather than just
consultation (see Camden
and Wirral)
R30 Improve reporting of
planning applications to
Planning and
Transportation Regulatory
Panel
Undertake research
Produce draft policy
Report to Lead Member
Undertake consultation
Report to Lead Member
Train staff/implement and
publicise
March 2003
September 2003
October 2003
November 2003
February 2003
March 2004
Improve layout of furniture
in committee room
Introduce more effective
presentation techniques
Improve access to
committee rooms
Improve customer care
2004
Commence project in March
2003
In progress
Reported to Lead Member
and Regulatory Panel in
May, 2003. This item
brought forward to take
advantage of ICT
improvements, improve
customer and customer
involvement and take
account of increased levels
of officer delegation in
respect of planning
applications providing
members with more time to
consider major and
contentious matters at the
Panel.
34
Overall Conclusions
The critical Best Value Performance Indicators relate to the speed of processing of planning applications and the percentage of planning
applications determined by Officers. The performance has improved in each of the categories and the targets have been exceeded for minor
(BVPI 109b) and other (BVPI109c) planning applications and achieved for major planning applications (BVPI 109a). The Government has also
specified that 90% of planning applications should be determined by officers (BVPI 188). Although performance has improved from 65.7% in
2001/2002 to 71.5% in 2002/2003, the target of 90% has not been achieved. To address this, Council will be considering a proposal to increase
the level of officer delegation at the meeting of the 18th June, 2003.
In terms of Customer Relations, the office has extended opening on Thursdays (R9) and access to the service has substantially improved through
the introduction of the website (R10) and the adoption of languageline (R11). Leaflets have also been produced in a range of languages which
explain the development control process. An Equalities Strategy has been produced in line with the recommendations of the Peer Group Review
and initial assessments has been completed in respect of the Planning and Transportation Regulatory Panel. Draft assessments have been
completed for Supplementary Planning Guidance for House Extensions and Designing Out Crime.
Quality of Outcomes/Added Value is a critical area of the planning system and the results are very positive in this area. There have been no
findings of maladministration. An improvement is in the area of planning appeals. Indicator 7 states that no more than 35% of appeals against
planning decisions should be allowed. The figure of 42% reported to you in February, 2003 for the period 1st April, 2002 to 31st December, 2002
has improved to a figure of 38% for the full financial year. The principal reason for this is the importance Planning Inspectors are placing on the
Supplementary Planning Guidance for House Extensions which they are generally accepting. Enforcement is exceeding the target whilst
planning gain is being secured when required in all cases. More major planning applications are subject to the Development Team Approach
(target is 25%) than was last reported (7.5%) – the figure has improved to 13.4% for the year. The Development Planning Best Value review
Improvement Plan indicates the DTA will be reviewed in summer 2003.
A significant improvement is the member review of planning decisions. This was a valuable exercise involving members and officers with an
external perspective provided by Doctor Roy Darke of Oxford Brookes University Planning School. He also provided a very positive assessment
of the event.
The indicators for Transparency, Probity, Fairness and Consistency in Decision-making are positive. There were no awards of costs against the
City Council on planning appeals, no upheld complaints to National Standards Committee and one upheld by the Standards Board.
Overall, good progress is being made in achieving the aims of the best value review.
35