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1
C O
Building Standards Service
Balanced Scorecard
2012 - 2014
2
VERIFIER
Building Standards Service
South Ayrshire Council
Burns House
Burns Statue Square
Ayr KA7 1UT
Main contact
Mervyn Toshner
Building Standards Manager
Tel: 01292 616166
email: [email protected]
Revision History
Author MERVYN TOSHNER
Service BUILDING STANDARDS
Date started 18th February 2013
Date approved
18th February 2013 1-01 First Draft MT
20th February 2013 1-02 Final (agreed with senior staff) MT
31st March 2013 1-03 Update MT
24th May 2013 1-04 Update MT
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TABLE OF CONTENTS
1. INTRODUCTION
2. SOUTH AYRSHIRE COUNCIL’S BUILDING STANDARDS VERIFICATION
SERVICE
3. STRATEGIC OBJECTIVES
4. KEY PERFORMANCE OUTCOMES (KPO’s)
5. ADDITIONAL DATA
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1. INTRODUCTION
1.1 Building Standards in Scotland
The purpose of the building standards system in Scotland 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 the minimal necessary to ensure that legislation is not avoided. The
control of work on site is not dependant on the system but is a matter for contracts and arrangements in
place between a builder and client.
Verifiers, appointed by Scottish Ministers are responsible for the independent checking of applications for
building warrants to construct or demolish buildings, to provide services, fittings or equipment in buildings, or
for conversions. South Ayrshire Council is currently appointed until 2017 as the sole verifier for its own
geographical area.
1.2 South Ayrshire
South Ayrshire is situated in the south west of Scotland, and covers an area of 1,222 square kilometres,
extending from Troon and Symington in the north to Ballantrae and Loch Ryan in the south. Seventy per
cent of the 111,600 inhabitants live in the towns of Troon, Prestwick and Ayr. The rest of the area is
predominantly rural, including the smaller towns of Maybole and Girvan, and many small villages. The
southern third of the area is fairly remote, with average travel time being in excess of 30 minutes.
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The population of South Ayrshire declined by just under 1% in the 10 years between1991 and 2001 and is
projected to decline by a further 2% by 2021. In spite of this, the demand for housing is expected to
increase by more than 5% in the period up to 2021.
Over the last 3 years South Ayrshire has experienced the impact of the economic recession and reduced
Building Warrant fee income. However, recent Building Warrant submissions suggests the level of activity is
levelling off and a slow recovery may now be taking place.
While traditional manufacturing is still important in the area, in particular in connection with Prestwick Airport
and within the Freeport, the retail sector, tourism and public services are now more important employers. In
terms of business output the area still ranked sixth highest in Scotland, after Glasgow, Edinburgh, West
Lothian, Aberdeen and Dundee. Around 40 per cent of this business is estimated to be done with overseas
countries. The total workforce in South Ayrshire is 53,200 and 33% of the working population, the largest
group, are employed in the public sector (administration, education and health) with South Ayrshire Council
being the largest employer (6,021). The following tables illustrate the spread of the work force by industry
and by employer –
Industry Number of employees %
Energy & water
600 1%
Manufacturing
4,500 8%
Construction
2,600 5%
Distribution, hotels & restaurants
14,500 27%
Transport & Communication
4,500 8%
Banking finance & insurance etc.
6,300 12%
Public admin education & health
17,400 33%
Other services
2,800 6%
Total
53,200
100%
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Employer
Total Employees
Sector
SOUTH AYRSHIRE COUNCIL
6021
Public
NHS AYRSHIRE & ARRAN
4358
Public, health
SPIRIT AEROSYSTEMS (EUROPE) LIMITED
847
Manufacturing
G E CALEDONIAN LIMITED
803
Manufacturing
NATS LIMITED
656
Transport
WM MORRISON SUPERMARKETS PLC
520
Retail
ASDA STORES LTD
512
Retail
TESCO STORES PLC
418
Retail
GLASGOW PRESTWICK AIRPORT LIMITED
385
Transport
AYR COLLEGE
384
Public, education
SLC TURNBERRY LIMITED
335
Leisure, hotels
BAE SYSTEMS (OPERATIONS) LTD
327
Manufacturing
HAVEN LEISURE LTD
314
Leisure, hotels
DHL SERVICES LTD
288
Transport
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1.3 South Ayrshire Council’s Corporate Structure
The Chief Executive is supported by 3 Executive Directors with 3 Departments and the Building Standards
service is part of the Economy, Neighbourhood and Environment Directorate is shown below -
Chief Executive
Neighbourhood Services
Head of Service - Mike Newall
Waste Management
Roads, Transport and Fleet
Green Space and Streetscene
Buildings Standards
Environmental Health
Trading Standards
Bereavement Services
Property and Facility Services
Enterprise and Development
Resources,
Governance and
Organisation
Care, Learning and
Wellbeing
Economy, Neighbourhood and Environment
Executive Director Lesley Bloomer
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2. SOUTH AYRSHIRE COUNCIL’S BUILDING STANDARDS VERIFICATION SERVICE
2.1 General
The building standards service is based in one office located in Burns House, Ayr -
Building standards staff provide key front line services directly to the community. The main functions and
responsibilities of building standards include: Verifying Building Warrants; Dangerous Buildings; Housing
Grants; Licensing (including consultancy work); Street Naming and Numbering; Safety of Sports Grounds;
Engineering Services; Flood Prevention; Safety of Reservoirs; Disability Issues, and Property Enquiries.
2.2 Building Standards Staff Structure
The building standards service employs 18 full time professional and technical staff and 4 clerical support
staff. The responsibility for management of the service rests with the Building Standards Manager
supported by senior staff comprising 3 Team Leaders. The Building Standards Surveyors are organised into
two geographically based teams, North and South of the River Ayr. Within each team the surveyors are
allocated their individual workloads on the basis of current and future workloads. There are teams of
engineering staff and technicians supporting the Building Standards Surveyors.
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The following structure chart shows the job titles of staff and highlights staff over 60 in 2014 for the purpose
of succession planning. In 2014, 6 staff in total over 60.
BS
Surveyor
Assistant
Engineer
(STRUCTURES
AND SYSTEMS)
Building Standards
Manager
Building Standards
Team LeaderBuilding Standards
Team Leader
Civil
Engineer
BS
Technician
BS
Technician
BS
Surveyor
BS
Surveyor
BS
Surveyor
BS
Surveyor
BS
Surveyor
BS
Surveyor
BS
Surveyor
BS
Surveyor
Vacant Post
616112
BS
Surveyor
Administration Officer
Administration
Assistant
Administration
Assistant
Administration
Assistant
ADMINISTRATION
Building Standards
Team Leader
RED LINE/TEXT INDICATES NEW/REDEFINED POSTS
GREEN BOX INDICATES STAFF OVER 60 (6 staff) 2014
Further work on succession planning is on hold until the budget is known for the next 4 years (2013-2017
and a commitment can be given to replace staff offered flexible/early retirement.
In 2009 the Council approved changes to the 3rd
and 4th tiers resulting in the removal of a tier of senior staff
(2 posts) and replacing 2 Group Leaders with 3 Team Leaders, reducing the total staff from 20 to 19. In
2010 - 2011 a Technician post was deleted to meet financial savings. In 2012-2013 two building standards
surveyor vacant posts were deleted, consequently, the current establishment is 16. 3 staff operate a
reduced working week.
2.3 Verifier Function
Following a successful audit, by the Scottish Government, South Ayrshire Council was re-appointed in 2011
as the building standards verifier for the South Ayrshire area for 6 years until 30th April 2017. This re-
appointment requires the building standards service to verify the design and construction of building work for
compliance with Building Regulations and Technical Building Standards and to satisfy the demands of the
Scottish Government’s performance framework for verifiers.
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2.4 Introduction to the performance framework
The Scottish Government was extremely encouraged by the strong commitment that verifiers in local
authorities gave to continue to improve their services. This is being achieved by the introduction of a new
performance framework with a focus on improving performance and predictability, while enhancing the
customer experience. The “balanced scorecard” management tool is the approach to be used to provide a
framework and monitoring. The balanced scorecard is a strategic planning and management tool that is
used in business organisations to align business activities to the vision and strategy of the organisation,
improve internal and external communications, and monitor performance against strategic goals.
Building standards verifiers in Scotland are required to utilise the balanced scorecard as a means to
manage, monitor, review and develop strategies for their business with a focus on the three core
perspectives listed below and the public interest and continuous improvement cross-cutting themes:
Professional Expertise & Technical Processes
Quality Customer Experience
Operational & Financial Efficiency
2.5 Non-Verifier Functions
In addition to the verifier function, the building standards service in South Ayrshire is responsible for a range
of other work. A number of these non-verifier functions are -
Building Safety and Regulation (Dangerous Buildings & Enforcement)
Housing Grants
Licensing Consultations
Street Naming and Numbering
Safety of Sports Grounds
Engineering Services (including internal and external structural checking)
Flood Prevention
Safety of Reservoirs
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Disability Issues
Property Enquiries
Consultation responses to other services
2.6 Workloads
The following tables illustrate the relative workloads for verifier and non-verifier functions for the last 3 years
-
Verifier activity
Work Outputs 2010 2011 2012
Number of Building
Warrant applications
received
1310 1096 1030
Building Warrant Fee
Income
£810k £401k £401k
Value of Developments
enabled through the
Building Warrant Process
£167.5m £42.4m £49.9m
Completion Certificates
accepted
1060 1035 964
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Non- verifier activity
Main Activities 2010 2011 2012
Dangerous Buildings reported
and investigated
22 65 46
Licensing consultation provided
with a response
121 114 120
Flooding incidents attended 7 22 25
Planning consultations provided
with a response
49 35 49
Housing Surveys 15 12 15
Street nameplates replaced or
erected
140 165 105
Creation of street layouts & new
street names approved
31 52 45
Postal address enquiries 52 55 60
Property enquiry responses 153 100 97
Housing Grant Applications 252 218 215
Housing Grants – value of works
(grants paid out)
£0.86m £0.48m £0.60m
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3. STRATEGIC OBJECTIVES
3.1 South Ayrshire Council’s Strategic Goals
The strategic goals are the broad ambitions the Council adopted to secure the future for South Ayrshire and
“to establish South Ayrshire as the most dynamic, inclusive and sustainable community in Scotland.” The
strategic goals for South Ayrshire Council were published in 2008 in the document “South Ayrshire Council’s
Vision for the Future – Securing the Future for South Ayrshire”.
The goals are linked to the developing community plan to ensure that the two work closely together thus
allowing the Council to assess both its own individual role and the contribution it intends to make with its
partners, to address the needs and priorities of the people of South Ayrshire.
The Council has organised its priorities around 4 themes, centred on establishing the area as being:
1. prosperous, learning and achieving
2. healthy, safe and caring
3. clean, attractive and sustainable
4. ambitious, forward-looking and responsive
3.2 The Aim of the Building Standards Service
The principal aim of the building standards service is:-
to ensure building work in South Ayrshire is checked to make sure suitable standards of
construction are followed, and the health and safety of people in and around buildings is
properly considered.
The standards of construction come from the Building (Scotland) Act 2003, the Building Regulations and
supporting technical documents.
This is principally achieved through the application of the Building Standards (Scotland) Regulations in
considering applications for building warrant. The speed and efficiency of this service can have significant
impacts on the Council’s corporate objectives. The building standards service contributes to each of the 4
themes, as follows -
in 1.by helping to develop town centres and strengthen links with central Scotland, Ireland and
Europe
in 2. by making South Ayrshire an even safer place to live work and play
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in 3. by supporting the conservation and enhancement of the natural and built heritage and by
ensuring that design and construction adapts to the impacts of climate change and become more
sustainable, and,
in 4. by improving efficiency and effectiveness of the service and customer focus.
There are clear service links to the Directorate’s Objectives, the Council’s Aims and the Council Themes
and several examples are shown in the following table –
Actions Outcomes Strategic Objectives
from the Single
Outcome Agreement
Council Aims Council
Themes
1.Customer surveys
2.Responsiveness of the
service
3.Interact with
customers
4.Guidance
Provide support
and advice to
businesses within
South Ayrshire
including helping
them to meet their
statutory and legal
requirements and
raise standards
1a. Put in place accessible, quality advice and support for business creation and development
1. Businesses
in South
Ayrshire are
enterprising,
innovative and
equipped to
succeed in a
changing
world
Prosperous,
Learning and
Achieving
(Dynamic)
6.Staff training
7.Review and monitor
policies and procedures
8.Quality control for
assessment of plans
and site inspections
Create a safer built
environment
through application
of legislation,
effective
enforcement and by
introducing pro-
active measures to
minimise risks to
public safety
15a. Improve the local
environment of urban
and rural areas
9. South
Ayrshire is a
safe place in
which to live,
work and visit
Healthy, Safe
and Caring
(Inclusive)
6.Staff training
7.Review and monitor
policies and procedures
8.Quality control for
assessment of plans
and site inspections
Create a safer built
environment
through application
of legislation,
effective
enforcement and by
introducing pro-
active measures to
minimise risks to
public safety
15a. Improve the local
environment of urban
and rural areas
9. South
Ayrshire is a
safe place in
which to live,
work and visit
Healthy, Safe
and Caring
(Inclusive)
15
Actions Outcomes Strategic Objectives
from the Single
Outcome Agreement
Council Aims Council
Themes
9.Review and monitor
policies and procedures
10.Develop staff
11.Develop Mindjet to
provide a robust system
of document access
To apply building
regulations to
ensure buildings
are designed and
constructed to meet
minimum energy
efficiency standards
16a. Encourage
households, public
sector agencies and
businesses to reduce
their energy
consumption and
improve energy
efficiency
13. South
Ayrshire is
addressing the
challenges of
climate
change and
the need to
adopt more
sustainable
practices
Clean,
Attractive
and
Sustainable
(Sustainable)
12.Time record verifier
activity and record
income/costs
13.Financial monitoring
14.Comply with
Financial Regulations
15.Review the budget
process
16.Update BCIS Guide
Ensure effective
financial
management
across all services
Put in place a financial
recovery strategy to
guide the Council to a
more stable financial
position and support this
with more effective
long term financial
management
Improvement
Strand 1.
Sustained
Financial
Health
Time record
verifier
activity and
record
income/costs
Financial
monitoring
Comply with
Financial
Regulations
Review the
budget
process
Update BCIS
Guide
The Council’s Business Plan is being reviewed in 2013 and the service links will be updated to support the
Plan.
3.3 Departmental Issues
The following actions are being undertaken to address Departmental and service issues-
1. Review the staff structure to address:
Succession planning – ongoing, awaiting a commitment can be given to replace staff
offered flexible/early retirement
Scottish Government verifier role requirements – performance being monitored
Enforcement of section 63 Climate Change (Scotland) 2009 – awaiting legislative
changes and Scottish Government guidance
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Reduced Building warrant activity – staff structural changes being implementated
Financial pressures in 2012-2013 as a result of shortfalls including:
Short description Estimate Source/Action
Building Warrant fees £140,000 Staff costs reduced and income to be monitored
Dangerous buildings irrecoverable £50,000 Debts written off
Dangerous building Whitehall, Maybole
£150,000 Approved funding from the contingency fund
UNIform upgrades £25,000 Not yet known
Total estimate £365,000
2. Review the out of hours response to dangerous building incidents - complete
3. Respond to the 2012-2013 Building Warrant Customer Survey - ongoing
4. Respond to the 2012 Employee Opinion Survey - ongoing
5. Consider areas for merger with other teams:
Management of the Building Standards administration staff
Development Control in relation to major projects and stakeholder contact
Roads in connection with flooding and reservoirs
4. KEY PERFORMANCE OUTCOMES (KPO’s)
4.1 Continuous Improvement Plan
National KPO’s form part of the new performance framework and focus on the three core perspectives –
Professional Expertise & Technical Processes
Quality Customer Experience
Operational & Financial Efficiency
Public interest and continuous improvement are cross-cutting themes and the work to achieve the KPO’s is
monitored using a Continuous Improvement Plan.
The introduction of the Performance Framework and the KPO’s has changed the way Building Warrants and
Completion Certificates are processed, consequently, work is ongoing to develop a process map from the
receipt of a BW application to acceptance of a Completion Certificate. The process map will incorporate
documentation and UNI-form screens etc.
The map will provide the basis for a process review and this work will be done with assistance from the
Departmental Directorate Support.
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4.2 KPO’s - Professional Expertise & Technical Processes, Quality Customer Experience, Operational
& Financial Efficiency
4.2.1 Professional Expertise & Technical Processes
Protocols for dealing with work: Protocols are in operation for the allocation of Building
Warrant applications, reasonable inquiry and Completion Certificate Acceptance have been
developed, risk assessed and embedded into procedures. Procedural guidance documents
detail all processes and responsibilities of the staff involved.
Performance management systems: Regular reports to monitor workload distribution and
performance are circulated to manage the workflow and discussed at senior staff meetings. A
quarterly management report is prepared and discussed with the Director and Head of Service
and performance indicators are input into the Council’s monitoring system (Covalent) and
reported to Elected Members.
Training and development/CPD: All staff have annual Performance Development Reviews
leading to individual training plans. All staff can access on line internal training courses and
have recently completed the Council’s COAST employee essential training. Senior staff
completed the Management Essentials course on COAST and this included workshop training.
Training in-house, external and joint seminars with Consortium partners are arranged as
required. Over the last year staff attended training in the following areas –
LABSS/BSD Performance framework
Eurocodes
Flood management
Timber design
CDM regulations
Project management
Green Deal
Rosepark FAI Report
Benchmarking/shared services/partnership work: South Ayrshire Council is a founder
member of the South West Scotland Building Standards Consortium (SWSBSC). The
Consortium’s Annual Report documents the benchmarking work that takes place and the
many initiatives undertaken to develop the service provided to the public and in particular,
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improve consistency across boundaries. Senior staff are fully involved in LABSS and the
Manager has been a longstanding member of the Management Team and past President.
Commitment to work together on technical issues: Staff share technical work with other
SWSBSC members and LABSS members to improve interpretation and procedures and
contribute to national policy.
Succession planning: The need for succession planning has been known for some time and
as the majority of staff, with substantial experience, approach retirement age the Council has
several proposals for succession planning under consideration. However, due to financial
constraints there has been no decision to implement the changes that are necessary to
replace the staff who will leave the service over the next 6 years
4.2.2 Quality Customer Experience
Customer communication strategies: There are a number of ways the Council and the
service communicate with customers Primarily by staff being available at all times to meet
customers in the office or discuss matters by phone. Leaflets are available and the Council’s
website contains service specific and corporate information. Meetings are held with
professional customers when service updates are given and feedback is received on the level
of service received.
Charter (local/national): The Customer Charter for building standards was developed some
years ago and is consistent across the SWSBSC to give customers useful service delivery
targets. Revisions are to be made to include the changes introduced by the performance
framework.
Engagement (national and local forums): All Building Warrant applicants/agents receive a
request to participate in a customer survey and meetings are held jointly with planning take
place with an Architects Liaison Group. Staff participate in national forums organised by
LABSS and the BSD.
Customer feedback (local and national)/analyzing and changes systems: The customer
survey provides feedback and along with any other comments (Council’s complaints
procedure) this information is used to develop and improve the service. All feedback is given
careful consideration and individual replies explaining the response of the service.
Accessibility of service: The building standards service is located in Ayr town centre which is
accessible by all methods of public transport and fully accessible for disabled use. There are
proposals to introduce service contacts at all 5 towns in South Ayrshire by the development of
customer contact centres. A staff rota is used to have staff available at all times during office
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opening hours. The Council’s website contains various forms and guidance notes for
download.
Escape route: First response times for Building Warrant applications are closely monitored
and should there be a delay beyond the limits set by the performance framework then
alternative routes are offered to customers.
Recognised external accreditations: The Council is currently in the process of assessing
the value of introducing the “How Good is Our Council” quality assessment programme and
the building standards service has been put forward as one of the Council’s lead services.
4.2.3 Operational & Financial Efficiency
Team structures e.g. area splits/specialist teams: Staff carrying out verifier work are split
into 2 geographical teams (North and South) with support from a third team comprising
structural engineers when required.
Time recording system: An electronic time recording system has been in use for some time.
All staff record the time spent on each function and this has been recently updated to include
the following areas of work –
Verifier work
Verifier work - Domestic pre-warrant discussions
Verifier work - Non-Domestic pre-warrant discussions
Non - Verifier work
Private Sector Housing Grants
General Office Duties
Other e.g.Leave, Illness etc.
Financial monitoring/governance: Budgets are developed by senior building standards staff
and are finalised with the Council’s finance team, Head of Service and Building Standards
Manager. Monthly financial reports are generated and monitored relative to the budget and
forecasts made.
IT systems: South Ayrshire Council utilise the IDOX Building Warrant application processing
system. The system fully records all building warrant applications, provides data for the
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Building Standards Register and provides performance reporting for management purposes.
There are also numerous other IT systems available to staff including IHS Technical Index
Library, ORACLE financial systems, Covalents performance monitoring, SCALE structural
calculation, IDOX EDRMS for scanned documents and GIS mapping.
Finance systems: As above, financial reports are generated to monitor income and
expenditure and forecasts budget variations.
Internal communication strategies: Regular team meetings take place with all staff and
senior staff attend extended managers meetings with Heads of Service and Director. Team
Leaders and the Manager meet on a regular basis as does the Manger with the head of
Service for monthly updates and Service Manager meetings. Corporate communications take
place with all staff via email. Consequently, many opportunities exist to update staff on
Council developments, budget, staffing, health & safety as well as developments within
Building Standards. In addition, the Council’s website provides Council wide information and
the service uses a software program called “Mindjet” to give access to relevant documentation
and external websites.
5. ADDITIONAL DATA – SOUTH AYRSHIRE COUNCIL’s ANNUAL RETURN 2012-2013
1 Building Warrant (BW) Number
1.1 No. of BW Applications (including “late” applications) 928
1.2 No. of “late” BW applications (as included above) 46
1.3 No. of BW approved 955
1.4 No. of BW refused 1
1.5 No. of amendment to BW applications 196
1.6 No. of amendment to BW applications approved 184
1.7 No. of amendment to BW applications refused 0
Comments:
2 Completion Certificates (CC) Number
2.1 No. of CC submissions (including those where no warrant was obtained) 734
2.2 No. of CC submissions where no warrant was obtained (“late” CCs as included above) 21
2.3 No. of CC submissions accepted 676
2.4 No. of CC submissions rejected 0
3 Fees Number
3.1 Total value of works for BW applications (including “late” applications) 52075895.16
21
3.2 Total value of works for amendment to warrant applications 307945
3.3 Total value of works for CC submissions where no warrant was obtained 10000
3.4 Total Value of Work 52393840.16
3.5 Total building warrant fee income (including 'late' BW) 406414.55
3.6 Total amendment to warrant fee income 12090
3.7 Total CC fee income where no warrant was obtained 625
3.8 Total Fee Income 419129.55
Comments:
4 Costs Number
4.1 Total expenditure on verification Period 12 awaited
Comments:
5 Certification Number
5.1 No of certificates of design (building structures) provided 298
5.2 No of certificates of design (energy) domestic provided 3
5.3 No of certificates of design (energy) non-domestic provided 0
5.4 No of certificates of construction (electrical) provided 0
5.5 No of certificates of construction (drainage, heating and plumbing) provided 0
Comments:
6 EPCs Number
6.1 No of copy EPCs received for domestic buildings under Standard 6.9 17
6.2 No of copy EPCs received for non-domestic buildings under Standard 6.9 3
Comments:
7 Statements of Sustainability Number
7.1 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze" 1
7.2 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Bronze +" 0
7.3 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Silver" 0
7.4 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Gold" 0
7.5 No of copy Statements of Sustainability for domestic buildings under Standard 7.1 "Platinum" 0
7.6 No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Bronze" 1
7.7 No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Bronze +" 0
7.8 * No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Silver"* N/A
7.9* No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Gold"* N/A
710* No of copy Statements of Sustainability for non-domestic buildings under Standard 7.1 "Platinum"* N/A
22
*7.8 to 7.10: Higher levels for Silver, Gold and Platinum are not currently possible for non-domestic.
Comments:
8 Enforcement Number
8.1 No of section 25 notices issued 0
8.2 No of section 26 notices issued 0
8.3 No of section 27 notices issued 3
8.4 No of section 28 notices issued 0
8.5 No of instances where the local authority has taken action under Section 29 7
8.6 No of section 30 notices issued 1
8.7 No of enforcement cases reported to the Procurator Fiscal 0
8.8 No of cases from above where the local authority carried out work 0
Comments:
Ver 1.04 24th May 2013 mt/mt
