Part 3 – Measuring Success
10.0 Measurement Framework
Timely and accurate data reporting relating to the workforce is required to track and monitor the progress of the strategy actions and the achievement of the desired outcomes. A baseline dataset was collected by Scottish Government in 2019 to understand the current shape and size of the workforce to support development of this strategy. The aggregated data from each of the 32 verifiers indicated the current and future demand for people to enter the profession against the current supply in a range of building standards job roles. The dataset provided an accurate headcount alongside the number of leavers, length of service, age ranges and qualifications gained by staff.
This data collection will be used for analysing the impact of the workforce strategy. Analysis of trends over time will show whether or not the gap between demand and supply is closing, if more people are joining the profession, gaining qualifications and establishing a career in building standards.
The workforce data collection exercise is being developed using the ScotXed platform which provides a secure and efficient data exchange between local authorities and Scottish Government. The workforce data collection commences on 1 August 2020 and thereafter annually for a snapshot from each of the verifiers showing how the workforce is changing. Scottish Government will prepare an analysis report on the data collection highlighting the main findings relating to the strategy outcomes.
A measurement framework has been developed which shows positive outcomes linked to measures and indicators of success. Additional reporting from verifiers with support from their HR lead will be required to provide a complete response on progress with strategy outcomes.
|8.1 Deliver an annual workforce data collection exercise and publish analysis.||A current and reliable evidence base on workforce to track progress with delivery and future policy.||Improve delivery of the exercise by seeking feedback on the 2019 exercise.||Year 1||Scottish Government LA Employers|
|Develop and deliver an annual workforce data collection exercise on the ScotXed platform.||Year 1 then Annually||Scottish Government LA Employers|
|Provide an annual headline analysis report to verifiers.||Annually||Scottish Government|
|9.1 Verifiers and HR leads to submit annual data reporting and an update on progress with strategy outcomes against the measurement framework.||A current and reliable evidence base on workforce to track progress with delivery and future policy.||Verifiers and HR leads to complete the annual workforce data collection exercise||Annually||LA Employers|
|Verifiers to report on progress with achieving outcomes in line with the strategy Measurement Framework.||Annually||LA Employers|
Vision: The vision is for verifiers to provide a first-class building standards service with the operational resilience to meet fluctuating demands.
|Themes||A Professional Framework||A Sustainable Workforce||A Skilled Workforce||A Profession for Everyone|
|Outcomes||Improved perception of the building standards profession as an attractive and rewarding career.
Clarity on the entry points and career pathways available in the building standards profession.
Effective succession planning that enables career progression.
|Reduction in the overall resourcing gap.
Improved operational resilience.
Lower levels of staff turnover to create an established resource profile.
Reduced reliance on contractors to fulfil key roles.
|Expanded range and availability of existing and new education and training options.
Increased levels of competence in different aspects of design and constructions across the workforce.
Bespoke training materials support learning and development across the Building Standards profession.
|Consistent and effective promotion of the Building Standards profession.
Improved diversification of the workforce demographic.
|Measures||Number of successful recruitment exercises.
Number of direct entrants into the Building Standards profession.
Verifiers with a building standards succession plan in place that is maintained.
|Number of permanent employees in building standards job roles.
Improved scores against KPO4 in the Performance Framework.
Number of employees with more than five years' service.
|Number of employees completing relevant training courses.
Increase in the investment in training to reduce the skills gap.
Accredited courses with bespoke building standards content.
Increase in the number of employees with specialist qualifications.
|Number of employees participating in outreach activities as Building Standards Ambassadors.
Number of outreach events attended.
Number of local authority areas where outreach has taken place.
|Indicators||Standardised job roles recognised and local variations mapped to the framework.
Employees are progressing their careers in the verification service.
|Succession plans in place.
Faster processing of projects delivering economic benefits.
Changing age profile of the workforce.
Increased levels of trust to deliver well-managed and resourced services.
|More employees able to find the right course to develop in their role. Employees able to gain the learning and accreditation to achieve their career aspirations.
Increased capabilities to assess compliance of complex or innovative designs.
|Raised profile of local authorities as reputable employers.
National and local promotional collateral available to raise awareness of careers.
National network of career advisers supporting people to join the profession.