Meeting Pack Derry City and Strabane District Council
Dear Member of Governance and Strategic Planning Committee
You are hereby summoned to attend the Monthly Meeting of the Governance and Strategic Planning Committee to be held Remotely on Tuesday 30 March 2021 at 4.00 pm.
Yours faithfully
John Kelpie Chief Executive
AGENDA
1 Notice and Summons of Meeting
2 Member Attendance and Apologies
3 Statement for Remote Meeting
4 Declarations of Members' Interests
Open for Decision
5 Presentation - To Receive Former President of Catalan, Carles Puigdemont to Provide a Verbal Overview on the Catalan Conflict
6 Chairperson's Business
7 Matters Arising from the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 2 March 2021 (Pages 1 - 20)
8 City of Derry Airport Outline Business Case (Pages 21 - 30)
9 Universal Basic Income Trial Locations (Pages 31 - 34)
10 Scheme of Allowances (Pages 35 - 50)
11 Service Delivery Plan 2021/2022 - Strategic Planning and Support Services (Pages 51 - 100)
12 Schedule of Meetings - 2021/2022 (Pages 101 - 106)
13 Remote Working Policy (Pages 107 - 108)
14 Carnegie UK Trust - Embedding Wellbeing in NI Project Draft Recommendations (Pages 109 - 118)
Open for Information
15 Update on Strategic Growth Partnership - March 2021 (Pages 119 - 124)
16 North West Regional Development Group (Pages 125 - 134)
17 Press Office Media Evaluation Report for City Deal Heads of Term Event on 24 February 2021 (Pages 135 - 152)
18 Northern Ireland Housing Council Update (Pages 153 - 180)
19 NILGA Update (Pages 181 - 208)
Confidential for Decision
20 Matters Arising from Confidential Minutes of Monthly Meeting held on Tuesday 2 March 2021 (Pages 209 - 210)
Confidential for Information
21 City of Derry Airport Outline Business Case As Per Agenda Item 8 (Pages 211 - 564)
25 March 2021
Agenda Item 7
Derry City and Strabane District Council
Open Minutes of the Meeting of the Governance and Strategic Planning Committee held remotely on Tuesday 2 March 2021 at 4.00 pm ______
Present:- Alderman Hussey (in the Chair); Aldermen Bresland, McClintock and McCready; Councillors J Boyle, M Boyle, Cooper, Donnelly, Duffy, Fleming, Gallagher, McKeever, Mooney and Reilly.
Non-Member of Committee – Alderman Guy; Councillors Doyle, Ferguson, Harkin and Kelly.
In Attendance:- Chief Executive (Mr J Kelpie), Director of Legacy (Mrs O McGillion), Lead Legal Services Officer (Mr Philip Kingston), Lead Democratic Services and Improvement Officer (Ms E Cavanagh), Lead Human Resources Officer (Mrs P Donnelly), Strategic Business Manager (Mrs R Craig) and Committee Services Assistant (Ms N Meehan).
______
GSP29/21 Notice and Summons for Meeting
The Chief Executive read the Notice and Summons for the Meeting.
GSP30/21 Member Attendance and Apologies
The Chief Executive took the roll call and no apologies were recorded.
GSP31/21 Statement for Remote Meetings
The Chairperson read the statement for remote meetings.
GSP32/21 Declarations of Members’ Interests
There were no declarations of Members’ interests.
Open for Decision
GSP33/21 Presentation – To receive Mr L Gallagher, Unite the Union – Re. a Council Motion on Workers’ Rights to Trade Union Membership
1 Page 1 The Chairperson welcomed Mr L Gallagher, Unite the Union who gave a verbal presentation on Workers’ Rights to Trade Union Membership. The Chairperson reminded Members that they had been furnished with a copy of a letter which the Chief Executive had received in regards to this issue.
Mr Gallagher thanked Members for affording him an opportunity to address the Committee on behalf of Unite. He referred to the context of the Motion which was to discuss the legal rights of workers to join trade unions and to discuss the benefits of trade union membership for both employers and employees. He said he was reluctant to discuss individual employers.
Mr Gallagher said the relationship between employers and employees was unique, particularly in a weak labour market. He acknowledged the efforts of elected representatives to bring employment and prosperity to the North West which had, for many years, been considered an under-developed area. He stated that without collective organisation, employees had no way in which to increase their income, secure their future or improve working terms and conditions. He said being a member of a trade union provided a means for workers to stand strong together. He referred to the many rights and benefits currently enjoyed by employees resulting from the struggles of the trade unions throughout the generations. These included the right to paid holidays, the right to a regulated working week, the right not to be arbitrarily dismissed, together with maternity and paternity rights. He said trade unions set pay standards and provided worker protection and employees who were members of a trade union benefitted from its collective bargaining powers to negotiate with employers on their behalf. He said this basic right provided trade union members with greater powers than they would have as an individual.
Mr Gallagher stated that across Britain and Ireland, Unite the Union had more than 1.3m members. These members enjoyed a number of benefits including collective bargaining power and wider benefits. He stated that there were currently 38,000 recognition agreements throughout the UK and Ireland. This involved working on members’ behalf and working with employers to improve conditions for employees. He said Unite was the largest public and private sector union in Ireland and the UK with more than 250,000 employees being members of 34 unions in Northern Ireland. He said this made the trade union movement the largest civic society organisation in the region.
2 Page 2 He stated that while salary scales reflected a number of factors, a key one was the economic position of specific areas. He said it was estimated that across the economy, trade union members were paid 10% more than non-members. He said trade union density was at its lowest in the West and North West which reflected the weakness of the local job market. This meant employees in this area had a lesser ability to negotiate salary increases through collective bargaining which was unfortunate. He stated that the average salary in this Council area was 6% lower than the Northern Ireland average. A similar situation existed in Donegal which, due to its periphery, weak labour market and a lack of union density, wages there were also significantly lower. He referred to the fact that workers from this area and Donegal regularly crossed borders to find work, but, the terms and conditions would be similar.
He said the manner in which to address this was for employees to become organised within their workplace through recognition agreements. This meant an employer was under a legal obligation to negotiate and engage with the trade union. He said Unite was a powerful advocate for investment in the North West in particular. Unite met with political representatives and the power of their membership put forward the case for regionally balanced investment for public services for this Council area. He said Unite had a proud record of working with Council and other employers to bring employment and prosperity to this region.
He continued that Unite was a strong supporter of the campaign to bring rail connections and infrastructure to the North West. They also played a major role in the health unions in terms of securing investment and particularly in regards to locating the Graduate Entry Medical School at the Magee Campus. He said Unite appreciated all jobs and investment which came to this area and would strive to see this grow. He stated that unfortunately the North West had currently less than 3,500 manufacturing jobs and was largely dependent on the public sector for employment. He said Unite’s call had always been for job creation and they would support all plans and efforts to realise this. However, it was necessary that the jobs created offered a respectable salary, where workers were shown respect and had dignity in the work they carried out. He said it was an unfortunate, and an all too common situation, that employees were frightened of losing their job if they joined a trade union. He referred to situations where employees were terrified of raising a problem with their employer for fear of retribution. This was not acceptable in any civilised society.
3 Page 3 Mr Gallagher said the members of Unite had shown constant goodwill and flexibility in terms of meeting their employer’s demands, not least in regard to Derry City and Strabane District Council. He said Unite adopted a similar approach in all of their workplaces and endeavoured to resolve problems before these became major issues. This was usually in organisations where common sense was exercised and a good working relationship existed with employers.
He said Unite were particularly proud of their representation in terms of defending workers at risk of exploitation in terms of infection risks around Covid. He stated that since the beginning of the pandemic in March 2020, Unite had been extremely busy in its work with employers, who had recognition agreements, to address the challenges presented during such unprecedented times.
He continued that the existence of a strong trade union also helped employers. He referred to numerous examples where Unite met regularly with large employers in the City to discuss problems in regards to their product/demand and, where possible, offer assistance. He said a good employer had nothing to fear from a trade union. He said negotiations involving trade unions were in regards to terms and conditions of employment, pay awards, pensions, job grading and evaluation, hours of work, holiday pay, health and safety, redundancy, discipline, grievance/capability procedures and obviously and other issues around TUPE or contracts.
Mr Gallagher said it was the fundamental right of every individual to join a trade union and welcomed Council’s support for this principle, which was enshrined as a human right. He said some employers appeared to undermine the ability of their employees to organise themselves. However, these same employers had no recommended associations which they could rely on. He said most employers acknowledged the importance of collective organisation whether through recognised bodies or otherwise. However, when employees chose to do this within the workforce there was an outcry from many employers.
He referred to the myriad of reasons why employees in the North West contacted Unite for assistance. These included bullying and harassment in the workplace which were motivators for employees to stand united and become organised. There was also name calling, sexism, isolating workers, instilling a culture of fear of management reprisal if employees attempted to address their terms and conditions.
4 Page 4 This was particularly true in regards to shift patterns especially following the Covid pandemic when many shift rotas had been changed. However, employees remained in these shift patterns even though the situation had improved.
Mr Gallagher said many employees strived to get better pay, transparency on issues such as pay and grading and holiday pay. He said trade unions would insist that these issues should be demonstrably fair and fairly applied. He said that even in the current times many employers set out to discredit workers and their attempts to form organisations by union busting tactics and such behaviours, unfortunately, had been applied in the North West. He said this may be reflective and an attempt to keep unions off-site or prevent contact with the main body of workers. He stated that this was sometimes how employers prevented staff from joining a trade union or, targeted workers onsite who were encouraging others to join a trade union. He said Unite had received numerous complaints, particularly since the implementation of Furlough, from employees living in fear of losing their jobs and the impact this would have on their families. He said employees tended to back-down when faced with such tactics. He said Unite were motivated to fight for jobs, quality of life, to create a work life balance, ensure that employees were treated with dignity at work and protect their members at all times.
Mr Gallagher concluded that Unite was a large organisation with considerable resources emanating from their membership. He said Unite would use whatever resources necessary to protect its members.
The Chairperson thanked Mr Gallagher for his presentation. He presumed that much of Mr Gallagher’s presentation would be familiar to many Members.
Alderman McClintock welcomed the presentation. She said she had been a member of a union for most of her working life and acknowledged the importance of union membership for employers and employees. She stated that employees were Council’s largest asset and the right of every employee to join a union was embedded in its culture. She referred to the excellent work carried out by unions and commended all unions on the work they had carried out during Covid, particularly in regards to Furlough and changes in shift patterns. She expressed serious concern that in the present day, any employee would be frightened of joining a union because they were fearful of losing their job.
5 Page 5
Mr Gallagher pointed out that the majority of medium to large sized companies in the City did have a good working relationship with unions. However, unfortunately there were exceptions. He stated that Unite were constantly contacted by employees with various problems. He pointed out that when contacted by an employee with issues of concern, he would firstly enquire if the person was a member of a trade union. The all to frequent response was that the employer concerned was not in favour of unions and staff were discouraged from joining a union. He said he would request the individual to prepare a grievance and offer assistance in regards to submitting this to the employer, in order that it could be dealt with. He reiterated that many employees were genuinely frightened about joining a union and this had been highlighted in regards to the situation surrounding the pandemic. He acknowledged the pressures facing employers at this time in terms of decreasing demand. However, a lot of employees were extremely insecure in regards to their future employment and dealing with grievances which arose in the workplace.
Mr Gallagher stated that unfortunately in the North West there was a culture of organisations who refused to recognise trade unions or the benefits of trade union membership for themselves and their employees. He reiterated that there was a genuine fear factor for many employees in regards to becoming a member of a union.
Councillor Doyle welcomed the presentation. He referred to the issue which existed in the City in regards to Call-Centres who employed a considerable percentage of the population. He requested an update in regards to previous endeavours to ensure that Call-Centre employees could access union membership.
Mr Gallagher acknowledged that Call-Centres were a significant source of employment in the North West, largely replacing the loss of approximately 20,000 manufacturing jobs in the last 20 years. He said this was a difficult sector to organise. He said there were two excellent examples of well organised Call-Centres, where the terms and conditions of employment and the relationship with employers were commendable. However, there was an extremely high turnover of staff within many Call-Centres because the majority of the jobs available paid the minimum wage, and most of the employees did not have union membership. He said it was unfortunate that these environments tended not to be well unionised or have collective agreement. He said Unite constantly tried to inspire the employers
6 Page 6 concerned to encourage union membership among their employees and had initiated numerous campaigns to try and encourage union membership, particularly among younger employees.
Councillor Duffy said her Party were fully supportive of the trade union movement. She acknowledged the tremendous work carried out by trade unions in terms of instigating and obtaining workers’ rights. She referred to the need to remind all workers and, in particular, younger employees, of the importance of union membership. She referred to the pressures being experienced as a result of the pandemic and suggested that the importance of trade union membership was emphasised even more during such uncertain times. She enquired if Mr Gallagher had any advice for those employees who were endeavouring to establish union membership and union recognition within their organisation, in terms of how they could further their campaign.
Mr Gallagher pointed out that initially it was important for individual employees to become members of a union and get collective agreement. He said this would depend on the size of the company and the level of membership within the organisation. He referred to the importance of identifying the main issues of concern. He said Unite had an excellent recruiting and organising section, who had a methodical way of dealing with collective agreements. He said they would research the company’s business and profitability and all of the details required in order to present a case on behalf of employees. He said the collective strength was always the main goal. With increased union membership it was necessary to focus on organisation and towards a petition to the employer to engage with the union through the proper channels. He reiterated the importance of collective strength.
Councillor Mooney enquired as to the process for employers who wished to engage with unions.
Mr Gallagher said any employer wishing to engage with a union should contact the union and advise them of their willingness to engage and encourage union membership within their organisation. He pointed out that, although a few employers did contact a union to enter into a collective agreement or recognition agreement, these were the exception. He referred to a misconception among individuals regarding their legal right to join a trade union even though this may not be recognised within their work place. Any individual bringing
7 Page 7 forward a grievance had a legal right to be accompanied by a trade union representative. He said he would encourage every individual, regardless of their employer’s position, to join a trade union as the best way to protect their terms and conditions of employment.
Councillor Harkin welcomed Mr Gallagher to the Meeting and thanked him for his presentation. He said he felt the context of the pandemic highlighted the need for a collective voice within the workplace in regards to protecting the employments rights of employees. He stated that when the Motion was passed at the December Council Meeting he felt it was important that Council agree to support staff at E&I Engineering, in their attempts to seek trade union membership and recognition. He referred to the need for Council to defend its corporate position and demonstrate that it would not be intimidated by any organisation because of the position it had adopted. He said the corporate position of Council was in support of trade union rights and in support of employees from E&I Engineering in their attempt to form a trade union.
Councillor Harkin said he understood a considerable number of employees at E&I Engineering, who were union members, had a collective grievance against their employer and were currently in negotiations with Unite regarding their grievance. He said he understood that it had been reported in the local press that Unite were seeking a meeting with representatives from E&I Engineering to discuss the issues raised by employees. He enquired if representatives from E&I Engineering were refusing to meet with Unite to discuss these issues. If so, this would demonstrate clearly the position of this employer in regards to engagement with unions.
The Chairperson reminded Mr Gallagher that at the beginning of his presentation he had indicated that he would not refer specifically to individual employers.
Mr Gallagher thanked Councillor Harkin for his support and for initiating this debate. He said he was reluctant to discuss an individual company and would speak on the right of workers to join trade unions and the benefits to be derived from trade union membership for both employers and employees.
Councillor Harkin acknowledged Mr Gallagher’s position. He said Council must be prepared to honour its corporate position and could
8 Page 8 not be intimidated by potential threats from any organisation or individual.
Councillor Donnelly acknowledged the importance of union membership and the rights and benefits to be enjoyed by being a member. He said it was unfortunate that young people did not understand the importance of this. He referred to Unite’s recent support for The Armed Forces Day and the impact this had in regards to the closure of a number of its branches and a reduction in membership. He referred to the sensitivities involved in terms of this issue and enquired if Mr Gallagher had any suggestions in regards to how this problem could be resolved.
Mr Gallagher pointed out that a lot of young people did not acknowledge the importance of union membership in terms of protecting workers’ rights. He acknowledged that a lot of the strengths and authority held by the unions had been undermined by the Thatcher government during the 1980s. He said Unite were continuously to the fore in terms of opposing Thatcher’s legislation and had never refused any request for strike action. He also acknowledged the level of work necessary to convince young people of the benefits of union membership.
Mr Gallagher pointed out that Unite was a large organisation which was made up of people with varying religious beliefs and differing political affiliations. He said, as such, it was inevitable that there would be a diversity of opinion. He said Unite stipulated in all of its communications that religion and politics had no place within the working environment. The same approach applied within the trade union. He stated that the work of the union did not involve the personal, religious and political views of members. He stated that Unites’ main political agenda was to help individuals to improve the human condition and did not get involved in any of the politics of division.
The Chairperson said the Council Chamber exemplified the response given by Mr Gallagher in regards to divisions in terms of political and religious affiliations.
The Chairperson enquired if it was the case that an employer who approached a union and invited them into the workplace would determine which union they would accept within their workplace.
9 Page 9 Mr Gallagher said this largely depended on the circumstances and in regards to when the company had been established. It would also depend on its size, if existing employees were already members of a union and, if the employer wished to engage with a specific union. He said it would be possible for an employer to enter into a Voluntary Collective Bargaining Agreement. This would involve documents being exchanged in regards to how both parties considered the collective process would proceed. It would also consider what issues would be bargained on, such as pay, terms and conditions, policies regarding health and safety. He said an employer could choose a union where no union membership existed, however, this tended to be the exception. He stated that he was not aware of any employer approaching a union to enter into a voluntary agreement. The normal practice was usually to persuade an employer of the benefits of union membership for both employer and employee. He stated that there were a number of organisations in the City who had excellent relationships with the trade union and had a collective bargaining agreement. He stated that these work places tended to be generally more successful with less disagreement and animosity between employer and employee.
The Chairperson thanked Mr Gallagher for his presentation and he withdrew from the Meeting.
Chairperson’s Business
GSP34/21 Resignation – Councillor McCann
The Chairperson expressed his surprise at the announcement by Councillor McCann, the previous day,that he would be resigning from Council. He expressed his best wishes to Councillor McCann for the future.
Councillor Doyle paid tribute to the Councillor McCann, although on many issues their views differed considerably. He said Councillor McCann was held in the highest esteem by many people in the City and beyond. He had remained consistent in regards to his point of view and was loyal to those causes about which he was passionate. He said Councillor McCann was a wonderful orator who could light up any discussion. He said Councillor McCann had continuously defended the more vulnerable and defenceless members of society. He reiterated that whilst he did not agree with Councillor McCann on a number of issues, he had the utmost respect for him for the loyalty and
10 Page 10 commitment he had shown in regards to his political agenda. He wished Councillor McCann and his family every best wish for the future.
Councillor J Boyle said he was overwhelmed by the news that Councillor McCann was resigning his seat on Council. He said Councillor McCann was an extremely well known and respected figure throughout the City and beyond. He referred to the many tributes paid to Councillor McCann in the local media. However, he believed that although he was resigning from Council for health reasons and would be stepping back from a public role, Councillor McCann would continue in his political pursuits. He said Councillor McCann had been a sincere friend and a terrific motivator in this City and across the island for many generations. He thanked Councillor McCann for all he had achieved and what he would continue to achieve and extended his best wishes to him for the future.
Councillor Duffy expressed her surprise at the news that Councillor McCann would be withdrawing from frontline politics. She referred to his continuous involvement in the political scene both in the City and beyond for many years. She said Councillor McCann had been a constant campaigner on human rights and environmental issues and she anticipated that this would continue regardless of his withdrawal from his public role.
Alderman McClintock said Councillor McCann was unique although their politics differed considerably. She agreed that he was one of the greatest orators who had instigated many lively debates in the Council Chamber. She wished him and his family well in the future.
Councillor Gallagher referred to Councillor McCann’s lengthy political career and the shrewdness he had shown during many debates in the Council Chamber. He also referred to the opposition which he had faced in regards to many of his resistant viewpoints.
Councillor Donnelly felt that Councillor McCann would be somewhat embarrassed by the glowing tributes being paid by Members, particularly, bearing in mind many of the debates which had taken place in the Council Chamber. He said whilst Councillor McCann was loved and respected, he also had his enemies. He referred to the extent of his political career during which time he had remained loyal to his beliefs. He extended his best wishes to Councillor McCann and his family for the future.
11 Page 11 The Chairperson concluded that Councillor McCann exuded flamboyant eloquence.
GSP35/21 Matters Arising from Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 2 February 2021
There were no matters arising.
GSP36/21 Quarter 3 Financial Outturn
The Lead Finance Officer presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was for Members to consider and approve Council’s nine-month financial outturn and position at 31 December 2020.
The Committee
Recommended that Members approve the nine-month financial position for the 2020/2021 financial year and note the significant deficit incurred as a result of the pandemic which has now been fully mitigated due to central government support.
GSP37/21 Programme for Government Draft Outcomes Framework Consultation 2021
The Strategic Business Manager presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek Members’ approval of a draft consultation response to the Programme for Government Draft Outcomes Framework 2021.
Councillor Gallagher stated that the Programme for Government Draft Outcomes Framework projected a make-believe society. He expressed his dismay at the content of this, supposedly, intricate document produced by government. He welcomed the proposed response to the document. However, there were a number of issues which he felt should be included in that response. He said the Programme for Government document was disappointing and was seriously lacking. It did not contain any reference to scoping, numbers, actions, targets, financial resources, time frame, reviews or checks and balances but set
12 Page 12 out a list of various policy documents which had been in existence for a considerable period of time. He stated that all of the documents referred to had already been tried and had failed to deliver, particularly, in regards to the North West. He suggested that the outcome would be the continuation of high deprivation, poor infrastructure and minimal investment.
He expressed concern at the number of unrealistic and excessive schemes referred to in the document. He said this document should be focused on the crucial issues and provide details in regards to how these would be addressed. He referred to a situation which had occurred in Strabane the previous evening when a seriously ill man had to wait five hours for an ambulance to take him to Altnagelvin Hospital. He referred to the fact that there were no out-of-hours Doctor Service in Strabane. He stated that earlier that morning he had visited a derelict site covered in debris from drug and alcohol abuse which was a regular “hangout” for young teenagers. Whilst government might refer to the importance of having a state of the art facility in which to educate children, this did not address the many factors and barriers which prevented young people in this area from receiving an education.
He referred to the fact that the Stormont administration had, against the wishes of Council, issued drilling licences to mining companies. It was necessary for Council to legally challenge the government, in Court, in order to defend the wishes of the district. He said the document presented nothing in terms of addressing the regional imbalances between East and West in regards to the economy which had been ongoing for decades. He appreciated the response document which had been prepared but felt it had to be more factual and robust addressing the crucial and serious issues which needed to be addressed within this Council area.
The Strategic Business Manager agreed that the document and outcomes, which had been issued by central government, were broad. She stated that from past experience in having dealt with similar consultations, it was normal practice that initially the outcomes were established and consulted upon first. The details in regards to the actions were published for consultation by central government afterwards. She acknowledged the points made by Councillor Gallagher particularly in regards to the lack of detail contained in the document. She understood Members desire for more detail particularly, in regards to the actions and how these would relate
13 Page 13 specifically to this Council area. She reassured Members that the detail would be presented later. At this stage the government were setting out their future aspirations and were keen to get views on the high level outcomes.
The Chairperson referred to the fact that the Strategic Business Manager had acknowledged that there were shortcomings in the response because it was in regards to such a high level and broad document. He enquired if this could be reflected in the response.
The Strategic Business Manager pointed out that the response document did contain a number of paragraphs which, whilst acknowledging the high level nature of the document, referred to Council’s desire for greater detail. She said that within the response she had also highlighted some of the main projects which Council had signed up to in the Strategic Growth Plan. She acknowledged that it was early days and this may not be of interest to central government at this stage. However, she felt that it was important that Council was clear in regards to its policy position in terms of what was needed.
Councillor Gallagher said he was not being critical of the response prepared by the Strategic Business Manager. He said his reflections were in regards to the Programme for Government document which he felt was so heavily reliant of existent policy documents, which had failed. He said if the proposed way forward was reliant on those documents, Council would continue to be overlooked and suffer the economic imbalances which currently existed. He said it was time for change. He pointed out that although some of the outcomes were labelled “New Decade” this would not prove fruitful for this area if these were based on previously failed documents. Whilst he acknowledged the need for more sophisticated and intricate projects, it was also necessary to address the grassroots issues. He acknowledged the positive work carried out by the community and voluntary sector in times of crisis.
Councillor M Boyle commended the Strategic Business Manager on the work carried out by her in regards to preparing the report and the response. She acknowledged the complexities in regards to this issue and Members’ concerns regarding the possible outcomes. She said the Programme for Government was not a panacea which would suit everyone and address all issues in society. She referred to the requirement for greater emphasis within the document on the need for an Anti-Poverty Strategy which would be cross-cutting across all of the
14 Page 14 Departments and particularly the Department for Economy. This would ensure that employment and skills policies were focused more on those furthest from the labour market. She said that given the skills gap which existed in the North West, she felt it was important that this should be included in the document. She pointed out that, following the City Deal and the Strategic Growth Plan, Council had an opportunity to focus on inclusive growth and ensure that opportunities were made available to those hardest to reach. She said it would be necessary to continue to focus and work hard in regards to this issue in order to achieve the required results.
Councillor M Boyle enquired if a more detailed and up-to-date policy document could be made available as soon as possible, in terms of the A5/A6, Magee Campus, City Deal, the North West Transport Hub. She said outcomes were required in respect of all of these initiatives. She stated that although the commitments from government had been forthcoming, there was little in terms of projects being delivered. She referred to the considerable content of the reports. She acknowledged the significant work which had been carried out in terms of the preparation of the document and the commitments given. She referred to the need to be patient in terms of delivery and felt assured that the aspirations contained in the document would come to fruition. She also referred to the need for positivity and the importance of Council’s input in terms of identifying grassroots issues and how these could be addressed strategically. She reiterated the need for a more detailed and up-to-date document highlighting the issues raised, for Members’ consideration. She referred to the need to find solutions and again acknowledged the work involved in terms of preparing the document.
In response to a query from the Chairperson, Councillor M Boyle confirmed that she was requesting the Strategic Business Manager to present a report to Committee, in parallel to her conducting a response to government.
The Chief Executive referred to the importance of the Programme for Government document and undertook to amend Council’s response to include and highlight the issues raised by Members. He pointed out that the document to which Council was responding to, in regards to the outcomes and key priority areas, was extremely high level. He said this Council did want to incorporate in its response actions and timeframes and projects. He questioned if, following the expiration of the consultation period, those key actions and outcomes incorporated in Council’s response would be included in a separate document which
15 Page 15 would form the Programme for Government. He felt that although it had not been requested, it was very important at this stage, that this level of detail was included in the response. He said Officers would take on board Members’ comments arising from the meeting and would be adding substantially to the response. He said Council’s response would contain much greater detail than the document to which it was responding
Councillor Doyle expressed concern that this document was being presented so late in the current Assembly mandate which was nearing conclusion. He stated that given the recent agreement across Council, he felt it was important to refer to some of the mental health indicators. He felt the call for a Detox Centre within the City and District should be included in the response. He also referred to the need for a holistic approach including dual diagnosis which currently did not take place within the Western Trust. He referred to the general commitment given that Council had declared a mental health emergency. He said the Mental Health Working Group had drafted its response to that specific Strategy which would be presented to a future Meeting of Council’s Health and Community Committee. He referred to the fact that the issue of mental health was cross cutting and cross departmental. He welcomed the establishment by the Executive of the Mental Health Executive Sub-Group. However, he acknowledged that due to the current pressures arising from the pandemic, this had not manifested as had been anticipated.
Alderman McClintock welcomed the report. She concurred with the comments made by Councillor M Boyle in regards to the areas of employment and skills in terms of the Covid recovery. She expressed concern however, that eighty-eight bids had been made to the Finance Minister by the Department for Economy in respect of Covid support, eighty-one of which were refused. She felt this reflected a lack of joined up working within the Executive and queried if this could be addressed in the consultation response. She referred to general discussions regarding cross cutting themes and pointed out that Covid recovery was one of the major aspects included in the Programme for Government in going forward. She reiterated the need for a joined up approach within the Executive to ensure the success of the Programme for Government.
Councillor Harkin referred to the challenge in terms of preparing the consultation response. He suggested that this was something of an abstract document which lacked detail, making any response on behalf
16 Page 16 of Council somewhat challenging. He referred to the numerous references within the document to child poverty and anti-poverty. However, these appeared to be lists which it was hoped would be accomplished with no detailed plan in respect of how this could be achieved. He said this caused frustration together with the extremely short period of timeframe during which this was to be achieved. He referred to the commitment given in the “New Decade New Approach” document, that staffing levels for nurses, a central demand of both Health and Nursing Unions, would be addressed. However, this had not been addressed and a number of Nursing Unions had expressed their disappointment at the Executive’s failure to honour its’ commitment. He said it was the collective responsibility of the Executive to follow through on this commitment which was a priority in the New Decade New Approach document. He felt this was a specific task which should have been carried out and more detail provided in respect of this. He queried if this could be highlighted in the response. He said it was disappointing that the staffing levels would not be achieved in the mandate of the current Assembly.
Councillor Donnelly referred to the constant calls during the suspension of Stormont, for a functioning Executive to address the many issues of concern. However, he said Stormont was a dysfunctional Assembly which had failed and would continue to do so. He expressed concern that the document merely listed all of the major issues of concern with no detail in regards to how these could be addressed or resolved. He questioned if the Executive was even capable of resolving these issues.
Councillor Reilly expressed concern at the length of time it had taken to bring forward the draft framework for the Programme for Government. He acknowledged that this was a consultation of the draft framework outcomes and it was on the framework element which Council must respond in terms of the consultation. He agreed with the points made in regards to investing in skills and infrastructure and mental health, which should be recorded in the response. However, he welcomed the concept of a circle detailed on the consultation document and the framework itself. This highlighted the fact that all of the framework documents were interlinked, and, if any were removed the process would not be complete. He welcomed the mind-set behind this document in regards to the various segments and the rainbow which reflected the different aspects of society. He suggested that this was thought provoking and could provide for all. He said the document clearly showed that, if one of the segments was overlooked or ignored, this would impact all of the others. He applauded the concept behind
17 Page 17 the document. He agreed with the need for detail in regards to timeframes etc. but felt that the inter-related nature of how all of the frameworks pulled together, was worth noting.
The Strategic Business Manager welcomed the feedback provided by Members. She reminded Members of the deadline date of March 22 which provided sufficient time to incorporate Members comments into the draft document prior to submission. She pointed out that there would be further consultation in regards to the actions, allowing continued discussions regarding the detail.
The Chairperson referred to the importance of regional balances and anticipated that Council would be mindful of its micro district balances urban and rural in going forward.
The Committee
Recommended that Derry City and Strabane District Council’s draft consultation response is approved subject to the inclusion of the issues raised by Members.
Open for Information
GSP38/21 Job Retention Scheme
The Lead Human Resources Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to update Members on how Council was implementing the Job Retention Scheme
Members noted the content of the report.
GSP39/21 Census 2021 Update
The Senior Economist presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to provide Members with an update on the forthcoming Census being conducted by the Northern Ireland Statistics and Research Agency (NISRA) on 21 March 2021.
Members noted the content of the report.
18 Page 18 GSP40/21 NILGA OB Outcomes Notes
The Strategic Business Manager presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to provide Members with an update on the key outcomes of the meeting of the NILGA Office Bearer’s Meeting held from 26 January 2021 – 16 February 2021.
Members noted the content of the report.
GSP41/21 Northern Ireland Housing Council Update
The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to provide Members with the most recent Housing Bulletins.
Members noted the content of the report.
The Meeting then went into Confidential Business
______Chairperson
______Date
19 Page 19 This page is intentionally left blank Agenda Item 8
Title of Report: Officer Presenting: Lead Finance Officer
City of Derry Airport Outline Business Case Author: Lead Finance Officer
1 Purpose of Report/Recommendations
1.1 The purpose of this report is for Members to approve that engagement is now urgently commenced with Government on the basis of the completed detailed outline business case and associated proposals to secure the funding support required from Government to ensure the continued sustainability of the airport.
2 Background
2.1 Members will be aware that in line with the approved medium term strategy for the airport (GSP 39/19 City of Derry Airport, GSP 135/19 City of Derry Airport medium term funding proposition and short term funding) that engagement has been progressing with Central Government to provide the financial assistance required to secure the sustainability of the airport beyond 31st March 2021 and ensure the existing connectivity to key UK destinations is maintained for at least a further 6 year period beyond 2021 whilst critical transport infrastructure (A5 and A6) is progressed and roads connectivity to the North West is significantly enhanced.
2.2 Currently, Council provides an annual operating subvention to the airport totalling £2.145m as well as loan charge funding of £1.3m per annum to service existing loans and any new capital expenditure requirements. This overall £3.445m cost for Council represents 5.39% of Council’s overall £63.87m net expenditure budget for 2020/21. This is therefore a significant cost for local ratepayers, particularly in light of the financial challenges resulting from the COVID pandemic as well as the significant other strategic funding priorities and pressures identified within the Strategic Inclusive Growth plan which will require funding by Council.
2.3 Alongside this, route support is currently provided by Government for the London PSO to Stansted at a cost of over £2m per annum. Up until recently, this funding was only secured up until March 2021 and it is critical that this support is sustained by Government as it would not be affordable by Council.
V1.3 Effective 21 May 2019 Page 21 2.4 The approved medium term strategy therefore requires continued route development support from Government (s) as well as contributions towards the ongoing revenue costs which would allow Council’s current annual £2.145m subvention to reduce and these funds to be made available for other strategic priorities identified in the Strategic Inclusive Growth Plan e.g. strategic capital projects/ City Deal proposition.
2.5 In relation to the route support element, it is pleasing to report that, following extensive engagement with Government, Council has just been advised that funding of up to £4.309m has now been approved (Department of Transport UK 50% and Department for Economy NI 50%) to ensure continued 100% funding for the PSO route to London Stansted until March 2023. This route is currently provided by Loganair following a competitive tender exercise in 2019 and represents a critical connection for the North West. It is therefore crucial that this is continued beyond 2023.
2.6 In order to progress discussions with Government around operational subvention support as well as the continued required route support, a detailed outline business case is required. This has now been completed and is an extensive and commercially sensitive document which has been provided separately to Members. The business case has been supported by independent expert analysis from York Aviation around options and economic impacts and this report sets out in summary the key issues and recommendations and critical next steps. It is important that engagement is now urgently advanced with Government to ensure the required funding support is secured in line with the extensive funding support provided to regional airports in other jurisdictions.
2.7 The last year has obviously been extremely challenging for City of Derry Airport with the significant impact of the COVID pandemic on aviation activity. Thankfully, significant support has been secured from Government during this period. As well as additional PSO funding during the initial period of the pandemic, £2.035m operational subvention funding has been secured support during 2020/21 which will provide Council with interim funds to ensure sustainability into 2021/22 whilst these wider medium term discussions are progressed with Government.
3 Key Issues
3.1 The key points as articulated in the detailed outline business case are as follows:-
V1.3 Effective 21 May 2019 Page 22
Aim
3.2 This Business Case seeks to secure a rebalancing of the financial responsibility for funding the OPEX and CAPEX requirements of City of Derry Airport (CODA) to allow this key infrastructural asset to continue providing critical air connectivity for the North West region. To date, funding for CODA has been borne fully by Derry City & Strabane District Council (DCSDC). The commitment of providing this funding has entailed DCSDC allocating 5.4% of its rates income to CODA. This is an unsustainable position particularly for a Council located in an area of high deprivation with a weak rate-base as well as the very significant financial challenges that lie ahead for Councils following the COVID pandemic.
Strategic Context
3.3 CoDA clearly delivers on a range of priorities outlined in key relevant regional and national government strategies, in terms of economic growth and strategic alignment with regional and national policy as follows:-
Contributes to balanced regional development by tackling regional infrastructure disparities and deficits and delivers on government’s levelling up agenda;
Improves the movement of people and goods into and out of the region;
Helps deliver balanced economic growth;
Contributes to the shared agenda for the island of Ireland;
The airport acts as a gateway point in the North West and is recognised as a critical piece of cross border economic infrastructure that serves the wider cross border catchment area, supporting the growth of business and tourism;
V1.3 Effective 21 May 2019 Page 23 Enables the city region to be more outward looking in line with the draft Economy Strategy 2030 which identifies a number of growth sectors, which are or have the potential to be globally competitive. Sustaining the current routes available at the City of Derry airport will facilitate supply chain diversification and entry into new faster growing export markets;
Helps make the city region a more attractive and competitive proposition for investors and to grow the tourism baseline, whilst also delivering wider economic and social benefits to local communities and the wider North West region;
Ensuring the viability of a strategic asset in the North West and avoiding a significant closure, with a loss of direct employment and GVA; and
Maintaining critical regional air connectivity is essential to ensure that the benefits of the City Deal and Inclusive Future Fund are maximised and deliver transformational change.
The need for Government support
3.4 Given the strategic importance of City of Derry Airport (CoDA) as a key source of air connectivity in the North West of Ireland, both as a promoter of tourism and as a contributor to regional economic growth, it is imperative that support continues to be provided in order to maintain its continued operation in the short to medium term so that it can play its role in assisting with economic recovery and growth. In summary the need for Government support is based on the following key issues: -
The aviation sector is of critical importance to the global, UK and NI economies, not just in terms of the direct and indirect jobs but also as it provides vital connectivity to support the economy. It is widely acknowledged that it is the fastest form of transport and plays a key role in supporting regional economic growth. In Northern Ireland, it supports FDI, exports and tourism, with GB accounting for the largest share;
Despite recent challenges, passenger numbers increased by 7.1% in 2019/20 with the airport providing critical connectivity for over 200,000 passengers. In a post COVID environment, the airport would hope to resume connectivity to London (via the fully funded PSO service), Edinburgh, Glasgow, Liverpool and Manchester as well as continue with the recently announced summer service to Palma. V1.3 Effective 21 May 2019 Page 24 Based on an independent economic assessment by York Aviation, the total direct, indirect and catalytic impact of the airport for 2019 was £26m additional GVA per annum prior to the pandemic and 850 jobs. The importance of CoDA to regional economic development cannot be understated, particularly in terms of providing critical air connectivity to hubs for international connectivity such as London, therefore supporting local businesses through export market development. This regional impact is on a cross border basis between Derry, Strabane and beyond. It also plays a key role in supporting the visitor economy and this is recognised by an Oxford Economics study, where it notes that the majority of visitors to NI come from GB. This will be particularly important going forward as currently this market will be less likely to be impacted by any travel restrictions;
Details GVA (£m) Jobs Operational impacts Direct £7 190 Indirect & induced £3 80 Total operational impacts £10 270 Catalytic impacts Business productivity £2 40 Tourism £14 555 Total catalytic impacts £16 580 Total £26 850
As a small regional airport under Council ownership, CoDA plays a vital role in terms of contributing to economic growth through the provision of direct air connectivity to GB in the absence of suitable/adequate road infrastructure. This importance and significance is currently reflected in the fact that it provided one of two direct connections to London out of NI as a result of COVID 19;
The role of the airport is critical to ensure balanced regional development and it has the potential to deliver on the government’s levelling up agenda;
CoDA serves a largely peripheral region in a NI, UK and European context and this has been acknowledged in the award of the PSO to London. Support for CoDA is vital whilst investment programmes in road and rail infrastructure are implemented;
V1.3 Effective 21 May 2019 Page 25 Derry City and Strabane District Council provides ongoing subvention to the airport in the form of share capital, to cover losses. European Union State Aid regulations recognise that most smaller airports display the greatest proportion of public ownership and most often rely on public support to finance their operations;
The level of subvention being provided by DCSDC, at 5.4% of rates income, is currently unsustainable going forward;
The issues and challenges facing the North West in terms of deprivation, unemployment, economic inactivity and educational attainment present a challenge for the region and paint a very stark picture for the Derry and Strabane city region. It is very evident that there are significant regional disparities between the Derry/ Londonderry city region when compared with other regions and local authorities across the UK and in comparison to the UK and NI averages. These challenges have been further exacerbated by the pandemic with some sectors more affected than other including tourism, hospitality, accommodation and travel;
A review of other regional airports across other administrations has shown that there is a significant number of smaller regional airports across the UK under varying degrees of public ownership with many reliant on public sector support as well. The Scottish and Welsh government both own and directly support the majority of airports in their regions. The Irish government also provides OPEX and CAPEX funding to its smaller regional airports through the Regional Airports programmes and PSO support; and
The WHO, declared COVID 19 a world-wide pandemic on 11th March 2020, resulting in devastating impacts on the aviation sector and the global economy. Various forecasts show a contraction of the economy between 14 and 22% in 2020, with the aviation sector projected to have significantly lower passenger numbers which will have a direct impact on airport revenues. Restoration of air connectivity will be vital to kick-starting the economy once lockdown has been removed. The key challenge for the sector is doing this safely.
Options
3.5 Based on an informed detailed analysis in conjunction with independent external expert advice, the business case examines and models the following options with a view to reaching a preferred way forward:-
V1.3 Effective 21 May 2019 Page 26 Return to pre-COVID activity levels of circa 200k passengers per annum as detailed above; Modest growth to circa 260k passengers through more flexible approach to use of PSO aircraft or through other growth options such as further Dublin PSO route as envisaged in New Decade New Approach agreement. High growth through further PSO route to Dublin as envisaged in New Decade New Approach agreement and new commercial operators Medium to high growth representing a less optimistic approach to the high growth scenario Airport closure
3.6 Each option also considered the feasibility of Government capital support to fund MRO Hangar development at the airport which would generate significant additional jobs and benefits for the region but obviously requiring significant further Government financial support to make feasible.
3.7 The airport closure option would require significant financial outlays for Council in terms of redundancy costs, continued financing of airport loans, maintenance and security costs as well as potentially significant remediation costs for the site. This would obviously be in addition to the significantly wider economic impact of this option.
Proposed way forward
3.8 Based on detailed costings and economic modelling of all the options as well as a detailed evaluation of risks and feasibility of each option, particularly in light of the COVID pandemic, the proposed and most achievable way forward initially is seen as a return to pre-COVID connectivity levels of circa 200k passengers per annum. This can only be achieved through a rebalancing of the financial responsibility for funding the OPEX and CAPEX requirements as well as continued 100% Government support for the CODA – London PSO. Growth beyond this level could be achieved through more flexible use of the PSO aircraft as well as funding for a Derry-Dublin PSO as envisaged in the New Decade New Approach Agreement. Stakeholder engagement through the business case process has highlighted significant local demand for this route.
3.9 The proposed three stranded approach recommended by the business case can therefore be summarised as follows:-
V1.3 Effective 21 May 2019 Page 27 A £15m funding package from Government over a six year period (£2.5m per annum) towards the operating costs of the airport. This would require DCSDC will continue to provide a more sustainable £1.5m per annum through OPEX and CAPEX support totalling £9m over that same six-year period and represent a significant saving on the current £3.445m per annum contribution releasing funds for investment in other critical priorities and pressures.
The London PSO service which is currently contracted for two more years to continue to be 100% supported in principle by Department for Transport and Department for Economy for the same six-year total duration.
North South Ministerial Council (NSMC) discussions focusing on the Dublin Public Service Obligation (PSO) service to be prioritised at the earliest opportunity in support of the North West economic recovery and development, and delivering further significant GVA benefits as evidenced by the business case as well as meeting the significant local business demand identified through the business case process.
3.10 This commitment will validate the role of a regional airport within our unique region. Nearly all regional airports across Europe benefit from Government support designed to ‘level-up’ disparities, recognising that airports with fewer than 1m passengers are financially unsustainable, due to disproportionate aviation safety and security-related standards, but deliver significant wider economic and social benefits.
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
V1.3 Effective 21 May 2019 Page 28 4.1 This report obviously has very significant financial implications for Council. As noted above, Council currently provides an annual operating subvention to the airport totalling £2.145m as well as loan charge funding of £1.3m per annum to service existing loans and any new capital expenditure requirements. This overall £3.445m cost for Council represents 5.39% of Council’s overall £63.87m net expenditure budget for 2020/21. This is therefore a significant cost for local ratepayers, particularly in light of the financial challenges resulting from the COVID pandemic as well as the significant other strategic funding priorities and pressures identified within the Strategic Inclusive Growth plan which will require funding by Council.
4.2 Successful conclusion of business case discussions with Government would see this commitment reduce to a more sustainable £1.5m per annum through OPEX and CAPEX support totalling £9m over that same six-year period and represent a significant saving on the current £3.445m per annum contribution releasing funds for investment in other critical priorities and pressures. As an example, Members will be aware that this direction of travel is critical as part of the approved funding strategy for strategic capital projects.
4.3 Failure to secure the required Government support would present very significant financial challenges for Council to the point where the airport would no longer be sustainable. To sustain the facility into 2022/23 would require significant further rates investment given that the current £2.145m operating subvention as provided for within rates will no longer be sufficient to maintain operations at existing levels. In addition, should 100% PSO funding support not be approved beyond 31st March 2023, this would place significant further pressure on Council.
5 Recommendations
5.1 It is recommended that Members approve that engagement is now urgently commenced with Government on the basis of the completed detailed outline business case and associated proposals to secure the funding support required from Government to ensure the continued sustainability of the airport.
Background papers
Detailed Outline Business Case (provided separately to Members)
V1.3 Effective 21 May 2019 Page 29 This page is intentionally left blank Agenda Item 9
Title of Report: Universal Basic Income Trial Officer Presenting: Oonagh McGillion Locations Author: Oonagh McGillion
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to update Members on the work of the Universal Basic Income Steering Group and their request for the identification of potential trail locations within the Derry City and Strabane District Council area, one of which could be selected for the NI Universal Basic Income Trials (UBI).
2 Background
2.1 Members will be aware that an invitation was issued to the Council to join the NI UBI Trials Steering Group as detailed in the previous report GSP 187/20. Following clarification from the representatives of the UBI two Elected Members and one officer were invited to attend the steering group. It was confirmed at the December 2020 Council meeting that the two elected representatives would be Cllr Rory Farrell and Cllr Tina Burke.
2.2 The Steering Group has met on two occasions and presentations have been provided on the ongoing developments for a UBI in Scotland and the requirements for a feasibility study for the NI UBI model. The key reasons for undertaking this feasibility study are:
- Critically examines UBI proposals prior to implementation;
- Provides road map for delivery of a trial;
- Contributes to wider literature on UBI.
For the next meeting of the Steering Group an outline of the potential costs and funding sources for the feasibility study will be presented. In the interim, a request was made to all the members of the Steering Group to actively promote the work of the UBI NI pilot through our own media channels.
V1.3 Effective 21 May 2019 Page 31 3 Key Issues
3.1 Members are advised that at the first UBI Steering Group meeting it was agreed to research alternative locations in Northern Ireland as proposed sites for a trial of Universal Basic Income. The organisers want to illustrate the potential impact of UBI as a peace dividend as outlined previously in their proposal to Council and are therefore interested in trial areas which they feel are most conducive to producing these results. In the first instance the trial locations will be within the Belfast City Council and Derry City and Strabane District Council areas.
3.2 A UBI could be trialled anywhere in Northern Ireland, but several key criteria have informed their thinking on where a trial should be held:
All UBI recipients live in an urban area
The trial area falls within the 10% most deprived wards based on NISRA’s Multiple Deprivation Measure 2017
The trial area should represent a broad intersection of Northern Irish society (not overwhelmingly Catholic or Protestant)
The area should be considered an interface area – a flashpoint between NI’s two main communities
3.3 The number of participants for the trial locations has not yet been determined and the UBI secretariat will look at the feasibility of trials for 1,000, 5,000 or 10,000 participants.
3.4 Officers have reviewed the criteria and note that at a ward level no one location would fully meet the criteria listed. Clarification was sought at the March Steering Group meeting from the UBI secretariat to determine if (i) there was any ranking to be applied to the identified criteria; (ii) did all four criteria have to be met and (iii) could an area be identified outside of a ward boundary. The UBI secretariat confirmed that they would consider these clarifications and revert to Council with responses
3.5 Once this information has been received it is proposed that a meeting of the Anti Poverty Task and Finish Group of which Cllrs Burke and Farrell are both members, is convened to consider the response from the UBI secretariat and to identify potential trial locations. These recommendations would be subject to a future paper to Governance and Strategic Planning Committee.
V1.3 Effective 21 May 2019 Page 32
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 At this stage there are no financial, equality, HR, improvement or rural needs to report.
5 Recommendations
5.1 It is recommended that Members consider the contents of this report and approve the Anti-Poverty Task and Finish Group meeting to consider the response from the UBI and making recommendations on potential locations within the Derry City and Strabane District Council area, which will be subject to a future paper to Governance and Strategic Planning Committee.
V1.3 Effective 21 May 2019 Page 33 This page is intentionally left blank Agenda Item 10 Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Scheme of Allowances 2021 Author: As above
1 Purpose of Report/Recommendations
1.1 To advise Members of an amendment to guidance on Councillor’s allowances, issued by the Department for Communities in March 2021 (Appendix 1).
1.2 To seek approval for an updated Scheme of Allowances (Appendix 2).
2 Background
2.1 At the meeting of this Committee held in February 2019 (Min Ref GSP19/19), Members recommended the reduction in the frequency of the meetings of the Assurance, Audit and Risk Committee, a reduction in the Special Responsibility Allowance (SRA) for the Chair and Vice Chair of this Committee and the reallocation of the resultant available allowances to the Members of the Planning Committee (in recognition of the complexity of the issues under consideration, the resultant prolonged discussions and thus the additional requirements / responsibilities placed on the Members of the Planning Committee).
2.2 Further to the Department for Communities’ refusal to exercise its discretion to allow the Council to pay a special responsibility allowance to more than fifty per cent of councillors, it was not possible to make SRA payments to Members of the Planning Committee and a revised Scheme of Allowances was subsequently adopted in January 2020 and Officers were authorised to explore opportunities to appeal the Department’s decision (GSP10/20). To date, there has be no progress in overturning the Department’s position, and having discussed this internally, officers are of the view that it is unlikely that the Department view will change.
2.3 In April 2020, the Department for Communities issued Local Government Circular 08/2020 to reflect an increase in maximum rates for Dependants’ Carers’ Allowance from 1 April 2020 and in August 2020, issued an amendment to its guidance in relation to a council member wishing to renounce part of his/her allowance.
V1.3 Effective 21 May 2019 Page 35 3 Key Issues
3.1 On 8th March 2021, the Department for Communities issued Local Government Circular 07/2021 (Appendix 1) which provides a consolidated record of all councillor allowances and supersedes Local Government Circular 08/2020. This consolidated circular is required to determine and reflect an increase in maximum rates for Basic and Special Responsibility Allowance from 1 April 2020 and an increase in Dependants’ Carers’ Allowance from 1 April 2021. All determinations are made by the Department under section 31 of the Local Government Finance Act (Northern Ireland) 2011 and the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2019.
3.2 The Council’s draft Scheme of Allowances (Appendix 2) has been updated to reflect Circular LG07/2021.
3.3 It was noted in the June 2020 report to this committee that the non-payment of the special responsibility allowance to Members of the Planning Committee will result in an under allocation of approx. £6k over a financial year. This continues to be the case.
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 The updated Scheme includes an increase in the basic allowance from £15,071 to £15,486, and a 2.75% increase in the maximum special responsibility allowance payable by the Council. Both of these changes are effective from 1 April 2020 and, as a result, a back payment will be made.
4.2 Pending any proposals on the reallocation of the unallocated Special Responsibility Allowance, the draft Scheme at Appendix 2 reflects an under allocation of approx. £6k, of the maximum permitted total Special Responsibility Allowances payable. over a financial year.
5 Recommendations
5.1 That, subject to Members comments, the updated Scheme of Allowances set out at Appendix 2 is adopted.
5.2 That, direction is provided by Elected Members in respect of the future treatment of the unallocated Special Responsibility Allowance. Subject to Members views, a further updated version of the Scheme of Allowances may be brought forward, if required. Options include, although not exclusively:
V1.3 Effective 21 May 2019 Page 36 Not to reallocate, at this stage, the Special Responsibility Allowance released by virtue of the reduction in allowances to the Chair and Vice Chair of the Assurance, Audit and Risk Committee;
To reallocate the Special Responsibility Allowance released by virtue of the reduction in allowances to the Chair and Vice Chair of the Assurance, Audit and Risk Committee to the existing positions of responsibility (of which there are thirteen in total including the Chair and Vice Chair of the Assurance, Audit and Risk);
Develop an approach to allocate a Special Responsibility Allowance to Members of the Planning Committee on a rotational basis (e.g. 50% of Members per annum), based on the Special Responsibility Allowance released by virtue of the reduction in allowances to the Chair and Vice Chair of the Assurance, Audit and Risk Committee.
Background Papers
SC 93/15 Scheme of Allowances GSP178/15 GSP128/16 GSP 194/16 GSP 12/17 GSP 47/17 GSP 138/18 GSP19/19 GSP 45/19 GSP 66/19 GSP 10/20 GSP 79/20 GSP 124/20
V1.3 Effective 21 May 2019 Page 37 This page is intentionally left blank
Local Government and Housing Chief Executive of each District Council Regulation Division Finance Branch Finance Officer of each District Council Causew ay Exchange Other Interested Parties 1-7 Bedford Street BELFAST BT2 7EG Phone: 028 9082 3346 email: Anthony.carleton@communities- ni.gov.uk
Our ref: CO1-21-1742
08 March 2021 Circular LG 07/2021
Dear Sir/Madam
CONSOLIDATED COUNCILLOR ALLOWANCES CIRCULAR – UPDATED MARCH 2021
This Local Government Circular provides a consolidated record of all councillor allowances and from 1 April 2020 supersedes Local Government Circular 08/2020.
This consolidated circular is required to determine and reflect an increase in maximum rates for Basic and Special Responsibility Allowance from 1 April 2020 and an increase in Dependants’ Carers’ Allowance from 1 April 2021.
All determinations are made by the Department under section 31 of the Local Government Finance Act (Northern Ireland) 2011 and the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2019.
If you have any queries on the content of this circular please contact Jeff Glass on 028 9082 3375 or Ian Lewis on 028 9082 3506 or by email [email protected] or [email protected] .
Yours faithfully
ANTHONY CARLETON Director Local Government and Housing Regulation
Page 39 1. Basic Allowance - valid from 1 April 2020
Basic Allowance Maximum £15,486 per annum ≠
≠ (The basic allowance includes an element for incidental and consumable costs incurred by councillors in their official capacity. In 2015/16 this element was £1,000 and each year this amount is uplifted in line with the increase applied to the basic allowance, therefore this element within the basic allowance is £1,090 from 1 April 2020.)
2. Dependants’ Carers’ Allowance
– valid from 1 April 2020 – 31 March 2021
The following table states the maximum rates for dependants’ carers’ allowance.
Dependants’ Carers’ Allowance Hourly Rate Maximum monthly amount
Standard £8.72^ £454
Specialist £17.44 £907
^( Based on national living wage)
- valid from 1 April 2021
The following table states the maximum rates for dependants’ carers’ allowance.
Dependants’ Carers’ Allowance Hourly Rate Maximum monthly amount
Standard £8.91^ £463
Specialist £17.82 £927
^(Based on national living wage)
Page 40 3. Travel Allowances – valid from 1 April 2017
The following table states the maximum rates for travel allowances.
Type of Vehicle Rate per Mile
A pedal cycle 20.0p
A motor cycle (all engine capacities) 24.0p
A motor car of cylinder capacity exceeding 450cc but not exceeding 46.9p 999cc *13.7p
A motor car of cylinder capacity exceeding 999cc but not exceeding 52.2p 1,199cc *14.4p
A motor car of cylinder capacity exceeding 1,199cc 65.0p
*16.4p
An electric car 45.0p
**25.0p
Passenger rate (per passenger) 5.0p
* For mileage above 8,500 miles **For mileage above 10,000 miles
4. Special Responsibility Allowance – valid from 1 April 2020
The following table states the maximum rate of Special Responsibility Allowance that a council may pay. The maximum rate is based on the size of the council population. Each council’s population figures are updated each year by the Northern Ireland Statistics and Research Agency and it is the duty of each council to operate within the total maximum rate appropriate to its population band. For ease the maximum any councillor can receive, within each band, is also provided.
Page 41 Population of council Maximum Special Maximum (1/5th) for Responsibility Allowance individual councillor
£ £
Less than 120,000 54,525 10,905
120,000 to 199,000 76,335 15,267
200,000 + 117,774 23,555
5. Subsistence Allowances – valid from 1 April 2015
The following table states the maximum rates for subsistence; however, where councils believe it is necessary there is flexibility for councils to increase these rates by applying a suitable measure of price inflation.
RATES PERIOD/MEAL £
British Isles London
Accommodation allowance - An absence involving an overnight stay, away from the normal place of residence. This rate does not include any meal allowance. 100.70 122.45
Breakfast allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period before 11 am) 11.50
Lunch allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period including the period between 12 13.50 noon and 2pm)
Tea allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period including the period between 4.70 3pm and 6pm)
Evening meal allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period ending after 7pm) 20.95
Page 42
Derry City and Strabane District Council
Scheme of Allowances Payable to Councillors from 1 April 2021
This Scheme is made under the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2019.
1 Definitions
1.1 In this scheme ‘approved duty’ and committee member are as defined in the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2019 (effective from 1st October 2019.).
1.2 The Scheme reflects the allowances as set out in Circular LG 07/2021.
2 Commencement Date
2.1 This scheme of allowances shall be operational from 1 April 2021 (except where stated otherwise).
3 Basic Allowance
3.1 An annual basic allowance of £15,486 (valid from 1 April 2020) shall be paid to each councillor. Where applicable this will be paid pro-rata.
3.2 The basic allowance includes an element for incidental and consumable costs incurred by councillors in their official capacity. In 2015/16 this element was £1,000 and each year this amount is uplifted in line with the increase applied to the basic allowance, therefore this element within the basic allowance is £1,090 from 1 April 2020.
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3.3 An additional allowance of up to and including £15 per month is payable for the provision of broadband services and integrated communication services for business use (includes line rental). This payment will be payable on receipt of evidence of a current broadband contract.
3.4 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of basic allowance (and additional allowance as set out in paragraph 3.3) payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.
4 Special Responsibility Allowance
4.1 A special responsibility allowance shall be paid to those councillors who hold the special responsibilities specified in Schedule 1.
4.2 The amount of allowance shall be the amount specified against that special responsibility in the Schedule. The allowance is only payable whilst the councillor is carrying out that duty.
4.3 At any time, only one special responsibility allowance will be paid to a councillor.
4.4 Where applicable any special responsibility allowances will be paid pro-rata.
4.5 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of any special responsibility allowance payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.
4.6 In accordance with LG 07/2021, the maximum total amount payable for special responsibility allowances is £76,335 per annum (valid from 1 April 2020), with a maximum of 1/5th of this figure payable to an individual councillor (i.e. £15,267).
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5 Mayor/Deputy Mayor Allowance
5.1 An allowance of £31,950 will be payable to the Mayor of Derry City and Strabane District Council from 1 July 2019 and will remain fixed until May 2023.
5.2 An allowance of £7,987 will be payable to the Deputy Mayor of Derry City and Strabane District Council from 1 July 2019 and will remain fixed until May 2023.
5.3 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of any Mayor/Chairperson or Deputy Mayor / Vice Chairperson allowance payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.
6 Dependants’ Carers’ Allowance
6.1 Councillors are entitled to claim a dependants’ carers’ allowance (DCA) towards reimbursement of actual reasonable costs necessarily incurred in providing care for an eligible dependant, while carrying out an approved duty.
6.2 A dependants’ carers’ allowance shall be payable based upon actual receipted costs or at the appropriate hourly rate, whichever is the lower; up to the monthly maximum.
6.3 From 1 April 2021, the hourly rate of dependants’ carers’ allowance for standard care will be to £8.911 and £17.82 for specialised care. The monthly maximum for standard care payable is £463, and the monthly maximum for specialised care is £927.
6.4 Councillors may claim only one dependants’ carers’ allowance in respect of each occurrence of approved duty. Only one dependants’ carers’ allowance rate is payable even if there are 2 or more children/ dependants being cared for.
1 Based on the national living wage for 25+
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7 Travel and Subsistence Allowances
7.1 A councillor or committee member shall be entitled to claim travel and subsistence allowances where expenditure on travelling or subsistence has been necessarily incurred. The amount claimed should not exceed expense incurred.
7.2 The rates of travel allowance for travel by private vehicle shall be as shown in the table below (valid from 1 April 2017).
Type of Vehicle Rate per Mile A pedal cycle 20.0p A motor cycle (all engine capacities) 24.0p A motor car of cylinder capacity exceeding 450cc but 46.9p not exceeding 999cc *13.7p A motor car of cylinder capacity exceeding 999cc but 52.2p not exceeding 1,199cc *14.4p A motor car of cylinder capacity exceeding 1,199cc 65.0p *16.4p An electric car 45.0p.0 **25.0p Passenger rate 5.0p
*For mileage above 8,500 miles ** For mileage above 10,000 miles
7.3 The rates of subsistence shall be as shown in the table below (valid from 1 April 2015).
Period/Meal Rates British Isles London £ £ Accommodation allowance - An absence involving an 100.70 122.45 overnight stay, away from the normal place of residence. This rate does not include any meal allowance. Breakfast allowance - (more than 4 hours away from the 11.50 normal place of residence or, where approved by the council, a lesser period before 11 am) Lunch allowance - (more than 4 hours away from the 13.50 normal place of residence or, where approved by the council, a lesser period including the period between 12
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noon and 2pm)
Tea allowance - (more than 4 hours away from the 4.70 normal place of residence or, where approved by the council, a lesser period including the period between 3pm and 6pm) Evening meal allowance - (more than 4 hours away from 20.95 the normal place of residence or, where approved by the council, a lesser period ending after 7pm)
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8 General
8.1 This scheme may be revoked or amended at any time.
8.2 The amounts stated in paragraphs 3-5 will be subject to any indexing increase during the year.
8.3 The amounts stated in paragraph 6 will be subject to any increase to the national living wage for age 25+.
9 Claims and Payment
9.1 Payments regarding basic allowance and special responsibility allowance shall be made in instalments of one-twelfth of the amount specified in this scheme on the third last working day of each month.
9.2 Claims for dependants’ carers’ allowance, travelling allowance or subsistence allowance should be made in writing within three months, and should be accompanied by receipts, where appropriate.
10 Renunciations
10.1 Councillors may, if they wish, renounce all or part of their entitlement to basic, chairperson, vice chairperson or special responsibility allowances. They can do this by writing to the Chief Executive. A councillor can subsequently withdraw the renunciation. They can also amend a renunciation (for example, to limit it to one kind of allowance only). The withdrawal or amendment cannot have retrospective effect.
10.2 It is recommended that this should be an administrative arrangement for the council with political party agreement.
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Schedule 1 to the Scheme of Allowances
The following table provides details of the Council’s duties which attract a Special Responsibility Allowance and the associated allowance amount.
Special Responsibility Special Responsibility Allowance Rate (£) From 1 April 2020 Chair of Governance and Strategic Planning 8,778.52 Committee Vice Chair of Governance and Strategic Planning 3,380.54 Committee Chair of Planning Committee 8,778.52
Vice Chair Planning Committee 3,380.54
Chair of Assurance, Audit & Risk Committee 4389.26
Vice Chair of Assurance, Audit & Risk Committee 1,690.27
Chair of Business & Culture Committee 8,778.52
Vice Chair Business & Culture Committee 3,380.54
Chair of Environment & Regeneration Committee 8,778.52
Vice Chair Environment & Regeneration Committee 3,380.54
Chair of Health & Community Committee 8,778.52
Vice Chair Health & Community Committee 3,380.54
Partnership Panel Representative 3,380.54
NI Housing Council Representative -
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Reserve Forces & Cadets Association Representative -
PCSP members -
8 Page 50 Agenda Item 11
Title of Report: Officer presenting: Lead Democratic Services & Improvement Officer Service Delivery Plan 2021/22 - Strategic Planning and Support Author: as above Services
1 Purpose of Report/Recommendations
1.1 To present for consideration and Members' approval the Delivery Plan for the Strategic Planning and Support Services for the year 2021/22 (Appendix 1).
2 Background
2.1 Annual service delivery plans are an element of the Council's planning and improvement framework which also comprises the strategic community plan, local community plans, corporate plan, and performance improvement plans.
2.2 A standardised template has been established for the annual delivery plans so as to promote an accessible and robust approach. Accordingly, each plan provides details of:
The purpose of the directorate Services provided Summary of resources Achievements / highlights for previous year and progress update Improvement Objectives for the forthcoming year Improvement delivery plan, and Measures of success and performance.
2.3 Delivery Plans for the three service directorates namely Business and Culture, Environment and Regeneration and Health and Community will be presented to the relevant committees.
3 Key Issues
3.1 Annual plans not only help communicate and cascade the Councils objectives but are also an important element in terms of working towards continuous improvement.
Page 51 3.2 The document attached as Appendix 1 provides an overview of the purpose of the Strategic Planning and Support Services, the services provided, a progress update in relation to 2020/21 and key priorities, actions and associated measures of success for 2021/22.
3.3 This Plan, continues to reflect the following Improvement Objectives for 2021/22:
To deliver improved customer satisfaction by improving customer support services and processes.
4 Financial, Equality, Legal, HR, Improvement, Rural Need and Other Implications
4.1 The annual service delivery plan reflects the budget provision allocated within the rates and sets out commitments in relation to improvement, equality, human resource management, governance and legal services.
5 Recommendations
5.1 That, subject to Members’ comments, the Strategic Planning and Support Services Delivery Plan 2021/22, is approved (Appendix 1).
Background papers.
GSP117/16 Corporate Planning, Improvement and Performance Review Framework GSP119/16 Strategic Support Services Delivery Plan 2016/17 GSP88/17 Service Delivery Plan 2017/18 – Strategic Planning and Support Services GSP87/18 Service Delivery Plan 2018/19 – Strategic Planning and Support Services GSP43/19 Service Delivery Plan 2019/20 – Strategic Planning and Support Services GSP57/20 Service Delivery Plan 2020/21 – Strategic Planning and Support Services
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Directorate Delivery Plan 2021/22 Strategic Planning and Support Units Page 53 Page Derry City and Strabane District Council
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Contents
Section One: Directorate Profile/Summary
1.1 Purpose of Directorate
1.2 Services Provided
1.3 Summary of Resources
Section Two: Achievements 2020/21
Page 54 Page 2.1 Highlights
2.2 Progress Update
Section Three: Improvement Planning and Service Delivery
3.1 2021/22 Directorate Improvement Objectives
3.2 Outcome Improvement Objective
3.3 Mainstreaming the Equality and Disability Duties
3.4 Improvement Delivery Plan
3.5 Measures of Success and Performance
Section Four: Risk Management
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4.1 Risk Register
Section Five: Key Contacts
Page 55 Page
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Strategic Planning and Support Units
Directorate Delivery Plan 2021/22
Section One: Directorate Profile / Summary
1.1 Purpose of Directorate
The Strategic Planning and Support Services are tasked with supporting and developing the core service delivery Directorates and as such work across the organisation and all services areas to drive planning and improvement, good governance and effective human resource management.
Page 56 Page In terms of the Council‟s Corporate Plan objectives there is a direct alignment with the objective of providing “effective and facilitative cross functional support services”. The Units also indirectly contribute to the effective achievement of the Council‟s other objectives of: 1. Grow our business and facilitate cultural development. 2. Protect our environment and deliver physical regeneration. 3. Promote healthy communities
Each Strategic Support Unit has one or more Lead Officers who are required to:
Contribute to the strategic direction of the Council by providing specialist, professional advice and support to the Chief Executive, Directors and Elected Members. Develop policies and relationships which deliver the strategic objectives of the Council in line with its values and core behaviours. Lead and contribute to cross-functional projects, bringing creative solutions from the relevant areas. Contribute to sectoral and professional working groups in the relevant professional areas.
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Work closely with other Lead Officers to bring integrated cross-functional support to core service delivery units. Provide the strategic lead for convergence, transformational change and continuous improvement in the relevant areas. Support the overall governance, ensuring compliance with policy and procedure and the adoption of appropriate risk management to secure the highest standards of performance, probity and conduct are maintained. Ensure all staff and operations comply with Health & Safety legislation in line with the departmental Health and Safety management system and corporate policy in compliance with Occupational Health and Safety Assessment Series (OHSAS) 18001. deployment of financial resources in the delivery of Council services. Lead, motivate and direct assigned staff to achieve the best outcomes for the organisation in line with its overall strategic objectives. Manage and control the associated budgets ensuring the effective and efficient Identify and respond to new legislation and policy in the relevant areas.
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1.2 Services Provided
Legal Services Strategic Finance & Funding
Business Support Human & Strategic Resources Partnerships
Democratic Services & Communications Improvement
Page 58 Page Strategic Planning Assurance Legacy and Support Units
Assurance Strategic Support Unit includes the following services::
Internal Audit Internal Audit is responsible for providing an independent assurance and advisory service, which will help the Council achieve its objectives and improve the effectiveness of its risk management, control and governance processes.
Risk Management & Insurance The Risk Management Function is responsible for managing, developing, delivering and maintaining corporate risk management practices for Council in compliance with codes of practice and professional standards. Staff within the Section advise stakeholders and key strategic partners on all aspects of risk management in accordance with Corporate Governance processes and procedures.
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Other work undertaken within this Section includes management of the Council‟s Insurance portfolio including the self-insurance programme and Council‟s Claims Management Fund and providing a liability claims management service for all Council functions.
Corporate Health & Safety The Corporate Health & Safety Section is responsible for:
Providing competent health and safety advice and guidance to corporate management and employees Developing, implementing and reviewing corporate health and safety strategy and management system in line with OHSAS 18001 Communicating legislation and best practices in relation to health and safety regulations and safe working practices Championing and promoting health and safety across the organisation
Emergency Planning The Emergency Planning Section is responsible for ensuring that appropriate Emergency Plans are in place and tested within Derry City & Strabane District Council; and for ensuring that the Council works closely with its key Strategic Partners in relation to Page 59 Page Emergency Planning for the City and District. The Section is also responsible for ensuring that appropriate Business Continuity arrangements are in place within the Organisation.
Procurement The Procurement Function is responsible for the management of Council‟s purchasing (goods, services and supplies from low value purchases to highest value, EU tenders). The Service acts as a procurement specialist in cross functional teams comprising internal and external stakeholders regarding strategic procurement.
Payroll The purpose of the Payroll Section is to manage staff and resources in delivery of Payroll functions for Derry City & Strabane District Council and ensuring that all deadlines are met in accordance with obligations. The Payroll Section provides continuous advice and guidance on a wide range of matters on wages, salaries and pensions. In addition to this the Payroll Section are responsible for managing and implementing all policy, processes and procedures for Payroll and Pensions.
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Purchase, Payments & Income The operational finance team are responsible for ensuring that all invoices are paid in a timely manner, in accordance with the correct procedures; and are also responsible for ensuring that all income is collected and recorded appropriately.
Business Support and Strategic Partnerships Section
This section is responsible for supporting the Chief Executive in the development, implementation and monitoring of the strategic plans and partnerships within the City and District. The section currently supports the co-ordination of the Strategic Growth Plan/Community Plan for the City and District, the North West‟s Strategic Growth Partnership in partnership with the Executive Office and the Northern Ireland Executive, (also supported by ICLRD) and the North West Regional Development Group – a joint committee with Donegal County Council.
This team comprises a Strategic Business Manager and two dedicated strategic project officers. The team also includes the Chief Executive‟s Personal Assistants and Administration support. Page 60 Page
Communications Section
The section is responsible for providing communication, PR and media management support to all Directorates and Council support services including the Mayor‟s Office and the City of Derry Airport. The section is responsible for creating public awareness and participation for all Council services, initiatives and events and to provide information and communication services to support each departmental needs. The section is responsible for media management and is the main point of contact for all media outlets to source information on Council services and events. The service works with local, regional and national media using a range of media tools including social media to effectively communicate information on Council services, initiatives and events. The section provides communications advice and support to Council officers, the Mayor and elected members and works closely with the media to maintain a positive and proactive profile for the Council. The section is responsible for managing all media queries, writing and issuing all press content, managing photo calls, developing creating copy and delivering media campaigns, as well as organising media briefings and FAM trips. The unit also provides a media monitoring and media evaluation service to ensure active media coverage with maximum reach across a wide geographic area. Daily media clipping reports on media placements and media outreach are collated that reflect the value of Council project and initiatives in the media, the sentiment of that coverage as well as
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its value in terms of AVE. The section also manages the Council‟s Corporate and Mayoral Facebook and Twitter social media platforms to assist in getting the Council‟s key messages and objectives out to a wider audience. The unit also collates a twice yearly staff newsletter and works in partnership with the Marketing section to collate an external newsletter that is circulated to all households across the Council area. The section has responsibility for communicating Council‟s key objectives and priorities and key messages to Council elected members and stakeholders.
Democratic Services and Improvement Strategic Support Unit includes the following services:
Democratic Services Team Democratic Services covers committee administration, civic, mayor and member services. It provides support to all Council and Committee meetings, through the preparation of minutes/notes, agenda, reports and follow-up actions. Democratic Services is responsible for the Mayor and Local Democracy Sections of the Website. The section is also responsible for the Committee Management System (Mod.Gov) and Webcasting of Council meetings.
Page 61 Page The Team provides support for all Members, and organises civic events and engagements for the Mayor of Council, supporting the annual calendar of events and activities.
The team is also responsible for the co-ordination of local government elections.
Reception / Customer Services Team Reception / Customer services aim to provide an efficient first point of contact for residents, businesses and visitors when they chose to contact us by phone or in person at the designated Council offices.
Information and Services Support Team The service is about championing the use of information management standards and principles with the overall aim of getting the most out of the information the Council holds, ensuring we store, use and share information in the most effective and efficient ways possible and ensuring compliance with the new General Data Protection Regulations. Information Management staff are responsible for:
Information and knowledge management strategy, policy, procedures and standards
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Information architecture Data Protection – privacy, confidentiality, security, processing, sharing Access to information – corporate coordination of all requests Records Management Service (paper archives and retrieval service) Electronic information, standards, advice and the corporate document centre site management.
Facilities Team The Facilities Team are responsible for ensuring that the offices at both Strand and Derry Roads are accessible, properly maintained, secure, clean and managed.
Policy, Performance and Improvement Team This Section is responsible for the co-ordination and implementation of Council's Equality Scheme, along with responsibility for developing and mainstreaming the Council‟s response to the Equality and Disability Duties. This includes the development of policies and action plans, the design and delivery of training and engagement with the community and voluntary sector and other Page 62 Page stakeholders.
The section is also responsible for the development and implementation of Council policy in relation to the Irish language and for ensuring compliance with the relevant legislative obligations. The following range of services in the Irish language including (but not restricted to) is also provided:
Access to Council information and services in Irish; Translation and Interpretation Services; Language Skills Training Programme for Council employees; Language Awareness Training Programme (Irish & Ulster-Scots); Customer Feedback Management/Community Engagement Initiatives; Development, implementation and monitoring of Language Policy; Promotional Initiatives (Irish & Ulster-Scots); Project Development and Delivery with internal and external partners; Event Programming and Delivery (Irish & Ulster-Scots);
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In addition, the Policy, Performance and Improvement Team Section is responsible for corporate policy development, embedding equality and sustainability across all service and functional areas of Council and provides support to enable the Council to fulfil its role in civic leadership and in district/regional initiatives.
The team has an overarching role in supporting the organisation to deliver its overall ambitions and key outcomes by ensuring the accountability framework is in place to ensure we can demonstrate we are delivering on our agreed outcomes.
At a broad level, the Team leads on the following main areas of activity:
Corporate Planning and Performance Framework Benchmarking and performance trend analysis Providing advice on service redesign and process re-engineering
Page 63 Page Human Resources and Organisational Development Strategic Support Unit
The key focus of this Unit relates to: Recruitment and Selection Employee development and capacity building Employee Relations Workforce Planning Policy Development Attendance Management
Legal Services Strategic Support Unit
The Legal Services section not only provides a range of specialist legal services to Derry City and Strabane District Council but also to Causeway Coast and Glens and Fermanagh and Omagh Councils.
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Legacy The work of this unit supports the Chief Executive in strategic cross departmental projects so can they can be integrated across relevant departments and sections.
Strategic Finance and Funding Strategic Support Unit
The section‟s function is to plan and optimise Council‟s financial resources as efficiently as possible to exploit and leverage opportunities to attract additional investment into the Derry City and Strabane District Council area and wider Northwest Region to deliver improved social, economic and social outcomes for everyone. The section is responsible for co-ordinating and monitoring funding applications and business cases, controlling the financing and funding of Council‟s capital plan and major corporate projects, and for building and sustaining collaborative working relationships and networks with key strategic funding partners. The Page 64 Page section is also responsible for the core financial functions of budgeting (including rates estimates), financial planning, management information and reporting, financial and statutory reporting, banking and treasury management.
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1.3 Summary of Resources
Financial Resources The Directorate has a net budget of £7,008,800 representing 10.64% of the Council‟s overall net expenditure budget of £65,845,803 for the 2021/22 year. A breakdown of these resources by service area is provided in the diagram below.
Democratic Representation 4% 15% 20% Chief Executive
9% Human Resources 14% Democratic Services & Page 65 Page Improvement 27% 11% Strategic Finance
Assurance
Section Two: Achievements 2020/21
2.1 Highlights Despite the challenges of operating in a Covid environment, the Strategic Planning and Support Units provided a range of key services and delivered a range of initiatives including: Assurance
Continuation of Service Delivery during the COVID 19 Pandemic.
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Reviewed & updated all Health & Safety Risk Assessments and Safe Systems of Work to ensure that staff and members of the public feel safe using Council premises and facilities. Ensured that Council premises and facilities were COVID ready. Ensured that Council premises and facilities were able to be opened and closed safely and securely in line with Government advice and guidance. Played a key role in the Local Government Coordination of the COVID 19 Pandemic. Successfully led a Multi Agency Group in relation to the high numbers of COVID cases in the City & District area. Continued to ensure that all employees were paid in a tinmely manner despite the COVID 19 Pandemic. Successfully managed all claims in relation to the Coronavirus Job Retention Scheme. Maintained ISO 45001 Health & Safety Management Accreditation. Completion of planned audit work based on the approved audit plan and completion of unplanned work as required in order to provide appropriate levels of assurance to the Chief Executive, the Assurance, Audit & Risk Committee and the Northern
Page 66 Page Ireland Audit Office. Delivered Audit Committee Training to Members All audit recommendations accepted by management. All Final Audit Reports issued within 2 weeks of receipt of management response. Delivered sessions of Fraud Awareness Training. Reviewed and updated the Counter Fraud, Raising Concerns and Anti Bribery Policy. Council's Insurance Programme and Brokerage Contract reviewed, and collaborative tender for insurance services completed on a regional basis in conjunction with Fermanagh & Omagh, and Causeway Coast & Glens Councils. Council Broker appointed for a period of 2 years +1 +1 subject to satisfactory performance. Continued management of Council's Self-Insurance Programme.
Review of Corporate Risk Register and prioritised review of Service Risk Registers across Council to provide assurance in relation to risks associated with Covid-19 pandemic. All tenders now processed via E Tenders NI. Suppliers continued to be paid during the COVID 19 Pandemic. Audit Committee training, Emergency Planning training and Health & Safety training delivered to Elected Members.
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Business Support and Strategic Partnerships
As part of participation within the Carnegie UK Trust Embedding Wellbeing in NI project developed and delivered the first youth focused Participatory Budgeting project in NI to be co-designed by young people. The implementation of which included the administration of £20,000 of PB funding to 18 youth focused projects across the council area. Led in the development a Community Engagement Strategy, together with Strategic Growth Partners, which will be implemented for all future community engagement/consultation in relation to the Strategic Growth and Local Area Growth Plans. Delivered a Shared Leadership Programme for members of the Strategic Growth Partnership. Published Strategic Growth Plan Performance Management Report which showed progress made in the implementation of the Community Plan since its launch in November 2021- demonstrating of all actions detailed within the plan 11% are already complete and 75% on track to be delivered as planned. An associated review of the Population Indicators aligned to the Community Plan shows that of the 54 indicators, 33 showed improvement from the baseline data recorded at the beginning of Plan (2017), and one more than from the same reporting period last year. Satisfactory audit assurance rating received for administration of £1.5m DFC transfer of urban regeneration funding Page 67 Page Hosted 5 NW Partnership meetings, including a NW Strategic Growth Partnership meeting in Dec 2020. All meetings held virtually via WebEx due to COVID 19 restrictions Approval of funding from the NW Development Fund for a further 7 projects Working with Project Partners to deliver planned project activity for April 20 to March 21 period and have developed quarterly monitoring of spend profiles 100% of the €5m NW Development Fund committed Virtual meeting with An Taoiseash‟s Office & NSMC Joint Secretaries in relation to continuation of funding from Irish Government Submission of 4 claims to The Executive Office and met LoO spend target of £500k Compilation of Claim 6 for ROI funding Satisfactory Audit Assurance rating of spend within the fund.
Communications Secured over 5,000 media placements across a wide range of media platforms including print, online, broadcast and social media to secure over £25m worth of free PR coverage and dealt with almost 1500 press queries during the 2020/21 period
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Created and issued over 2,000 press releases mainly around Council services and the impact the COVID 19 pandemic had on Council services, initiatives and events The team took a proactive role in getting proactive public health messaging around COVID out to the public, key stakeholders and elected members using our media platforms. The team adapted to new working practices through the development of regular video messages and increasing social media content on the Council corporate platforms. The team led on the communication with the public and stakeholders in relation to the signing of the Heads of Terms Agreement for the City Deal project, through the roll out of an extensive communications plan that saw us reaching out to a potential audience of 60m through a range of media forums that included print, broadcast, online and digital media. The team continued to work closely with our media contacts to build on relationships to secure placement and active coverage across the Council area and wider NI region. The team continued to deal with press queries to ensure deadlines were met, and liaised regularly with media and stakeholders to improve engagement and enhance services The team successfully produced two staff newsletters. Page 68 Page
Democratic Services and Improvement
Assisted with 10 Equality screening and 1 Equality Impact Assessment in 2020/21 period Provided EQIA response to UU consultation on the placement of new Health Sciences School – positive outcome as in undergraduate courses all coming to Magee campus Developed Easy Read information on Council services during COVID – updated regularly Developed Easy Read versions of Council‟s revised Equality Scheme and revised Disability Scheme Successfully remodelled our Irish/Ulster-Scots services and events programme to prioritise digital engagement. All training events and meetings were moved to cloud-based platforms such as WebEx and Zoom, and events and activities were adapted for digital platforms such as YouTube and social media (Facebook/Twitter). We virtually hosted Culture Night (Sept 2020), the Island Voices Autumn Lecture Series (Sep-Dec 2020), Ulster-Scots Language Week (November 2020) and Irish Language Week (March 2021) all of which included a hybrid of web-premiered live events and pre-recorded digital content; A customer feedback survey which was conducted in December 2020 found that 100% of users were happy or very happy with the Council‟s Irish language services - 97% said would use the service again and 95% said they would recommend the service to others;
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We continued to grow and develop our digital engagement with Irish/Ulster-Scots audiences; our Irish Language Facebook platform Fóram Phobal na Gaeilge now has 4277 Friends and 2410 Followers. In May 2020 we launched a new Ulster-Scots language promotion page on Twitter @fairfaaye (May 2020) which currently has 197 followers. In March 2021 we launched the first joint North West Irish Language Week programme which jointly markets events by a range of regional partners including Derry City and Strabane District Council, Donegal County Council, the Letterkenny Service Town stakeholder group Líonra Leitir Ceanainn and community partners North and South. To build on this cross- border partnership work we submitted an application to the NWRCBG‟s fund to seek support to undertake research to maximise the impact which the Irish language can have on the social, cultural and economic wellbeing of the wider North West region. Successful reassessment against the NI Elected Member Development Charter Plus Standard. Effective servicing of Council and Council committees virtually during the Covid Pandemic Continual delivery on site of Reception Services in the two Civic Buildings during the Covid Pandemic New Safeguarding Policy (Sept 2020) Continued to work with other Councils on best practice approaches to Safeguarding via the Local Government Safeguarding Page 69 Page Network Developed a range of support materials for staff and members of the public including an easy-read „Safeguarding Guide for Staff‟ and a „Safeguarding Guide for Members of the Public‟ Established a new Safeguarding web-page and generic safeguarding email address to facilitate information-sharing and disclosure/report submissions Delivered targeted policy training sessions for staff in key areas i.e. Environmental Health, Building Control Advanced plans on an ongoing piece of work to develop an e-learning module for Safeguarding for use by all staff Raised awareness amongst staff and Elected Members of relevant 3rd party training in safeguarding Sent 325 letters arising from the Full Councill meetings to lobby / action a range of initiatives/positions.
Human Resources
Harmonisation of key terms and conditions of employment completed. Severance and Redundancy Pay Scheme agreed. A range of health and wellbeing initiatives progressed.
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Virtual staff recognition event held. Reduction in absence achieved. Furlough scheme implemented. Redeployment of staff to critical services. Virtual arrangements developed for key HR activities including recruitment interviews and employee relations processes. Legacy Establishment of the COVID 19 Support Hub Hosting of the first City and District Industrial Symbiosis event for the Circular Economy Development of the NW Green Growth proposition Business engagement on the circular economy Becoming the first region in UK and Ireland to become Zero Waste City with a commitment statement for the City and District becoming Zero Waste Establishment of the Rural Issues Group Page 70 Page Completion of poverty research and implementation of short term actions to address hardship Legal Services Delivery of training to members on governance and standing orders Took forward further review of standing orders Represented Council in judicial review proceedings Represented northern Ireland Councils in relation to the drafting of covid legislation. Represented Northern Ireland Councils in meetings in relation to covid enforcement including preparation of income sharing agreements in relation to Covid enforcement Strategic Finance and Funding Strategic outline cases for all City Deal and Inclusive Future Fund prioritised projects completed and signed off by Government following extensive engagement with relevant stakeholders. Signing of Heads of Terms for £250m City Deal and Inclusive Future Fund investment in February. Regular updates provided to Council on key growth indicators and statisyics. Collection of economic data through use of counters across District to inform COVID recovery and business support plans.
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Completion of comprehensive consultation response on relocation of University of Ulster Allied Health Professional students to Magee campus contributing to positive outcome. Year-end accounts for 2019/20 completed and audited in line with required timeframe. Rolling revaluation of all Council properties completed as part of year-end accounts. Rates estimates for 2021/22 completed by statutory deadline of 1st March 2021 including benchmarking of service costs, penny product and growth comparisons and medium term financial plan. Worked closely with Directorates as part of the rates process to secure a further £604k recurrent efficiency savings bringing total efficiencies realised by the new Council to £3.9m and contributing to lowest ever rates increase ever agreed in the District. Led on regional bids to Government through ALGFO and SOLACE for financial losses support associataed with the COVID pandemic resulting in over £100m of support provided to NI Councils including £6m for this Council. Worked closely with Directorates to identify £1.8m in-year contingency savings plan to mitigate against losses associated with COVID pandemic and ensure Council has remained solvent. Page 71 Page Development and agreement of funding strategy for strategic capital projects. Approal of new treasury management policy and loans now being issued to other Councils to provide security of Council investment
City of Derry Airport 100% funding totalling £4.3m secured from Department for Economy and Department for Transport for the London Public Service Obligation until March 2023. Ongoing liaison with the Department of Transport to ensure the successful delivery of and drawdown of funds for the Public Service Obligation route. £2.16m of funding secured from Government to offset losses and assist Council with operating subvention during COVID pandemic. Completion of business plan for ongoing operational subvention report from Government to reduce Concil funding burden.
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2.2 Progress Update The Covid 19 had a significant impact on the way Council has been operating, not least in terms of the rapid deployment of new virtual ways of working and the interface between members of the public and some of our service areas. Some planned activities have been curtailed for practical considerations, resources diverted to other actions including covid response At Quarter 3, the Directorate had completed 52% 0f the actions identified in the 2020/21 Delivery Plan (as opposed to 72% for the same period in the previous year). It is anticipated that further progress will be achieved by the end of Quarter 4. Details for the full 2020/21 year will be provided in the Annual Performance Report.
Page 72 Page
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Section Three: Improvement Planning and Performance The Directorate has set a number of improvement objectives for 2021/22 which aim to bring about improvement in one or more of the following improvement criteria: Strategic effectiveness (SE) Service quality (SQ) Service availability (SA) Fairness (F) Sustainability (S) Efficiency (E) Innovation. (I) These improvement objectives may relate to improving the quality of life of our citizens (outcome improvements) and/or service improvements that will help bring about the delivery of more effective, quality and customer focussed services.
Page 73 Page An overview of these objectives and the work we will be undertaking in 2021/22 is set out in paragraphs 3.1 – 3.3 below, under the headings of: 2021/22 Directorate Improvement Objectives Outcome Improvement Objective Mainstreaming the Equality and Disability Duties
Details of how we will deliver these commitments and monitor and measure progress/success are set out in paragraphs 3.4 and 3.5. 3.1 2021/22 Directorate Improvement Objectives
An overview of the outcome and/or service improvement objectives and how they relate to the Community/Corporate Plan is set out in the table below.
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Link to Improvement Community/Corporate Plan Objective Directorate Outcome / Service Improvement Objective 2021/22 Criteria **
Provide effective and facilitative cross Establish and maintain the highest levels of good governance - SQ, S, E functional support services –Assurance Audit Establish and maintain the highest levels of good governance – SQ, S, E Risk and Insurance Establish & maintain the highest levels of good governance / SQ, SA, E Establish & maintain the highest level of purchase & payment systems and practices Establish & maintain efficient service delivery – Emergency SQ, SE, SA, E Planning Establish & maintain the highest levels of health & safety systems SQ, SA, E
Page 74 Page and practices – Health & Safety Establish & maintain efficient service delivery – Payroll SQ, E Provide effective and facilitative cross Implementation arrangements for the community plan – including SE, F, S, E, I functional support services–Business monitoring of Outcome Delivery Partnerships and performance Support and Strategic Partnerships management processes and arrangements Development of a detailed spending plan and work programme of SE, F, S, E, I activity across the three Regional Development Pillars for North West Strategic Partnership working Provide effective and facilitative cross Provision of effective media management and communication SQ, E, SA, S functional support services - services within Council to ensure active media coverage and social Communications media engagement that generates positive profile and coverage on all Council services, initiatives and events Provide effective and facilitative cross Ensure that safeguarding of children and adults is mainstreamed SQ, SA functional support services – throughout all Council services by providing advice, guidance and Democratic Services and Improvement direction Provision of a clean, safe, welcoming and comfortable environment SQ, SA, S for staff and visitors
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Effective handling and processing of information that meets our SQ, E legal obligations, protects people and represents good practice Proactive and innovative delivery of the Council‟s aspirations for SE, F, S good decision making and equality of opportunity Improved access to Council services and facilities in other SQ, SA languages and formats and promotion of indigenous languages Deliver improved customer satisfaction by improving SQ, SA, F customer support services and processes Provide comprehensive and progressive support services to Elected SE, SQ, SA, F, S, Members and the Mayor to assist them in fulfilling their roles E, I effectively Establish & maintain the highest levels of Establish & maintain efficient service delivery - Strategic Finance SE, SQ, SA, S good governance and Funding Provide effective and facilitative cross Establish & maintain the highest levels of good governance – SE, SA, E functional support services – CODA Operations Ltd Page 75 Page Assurance and Strategic Finance and Funding
3.2 Outcome Improvement Objective
The Strategic Planning and Support Services Unit will be continuing its focus on the following outcome improvement objective which is contained in our Performance Improvement Plan namely: To deliver improved customer satisfaction by improving customer support services and processes This objective was selected in recognition of: The Council‟s mission is to deliver improved social, economic and environmental outcomes for everyone. This is supported by our corporate values, including being a centre of excellence and innovation with a clear focus on outcomes and delivery.
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In delivering on these aspirations, Derry City and Strabane District Council recognises that today‟s citizens and stakeholders expect a high level of services and to be able to deal with the Council across a multitude of communications channels, including phone, e-mail, the Web, mobile devices and social media, as well as in person at our offices. Citizens and customers are at the heart of what we do as a public service organisation. Consequently, we need to continuously strive to provide more-responsive services, better collaboration with customers, increased transparency to the general public, and more-proactive efforts to improve customer satisfaction.
Deliver improved customer satisfaction by improving customer support services and processes
Customer, Stakeholder and/or strategic Knowing our customers Mainstreaming customer Delivering quality and accessible outcomes, and their needs focus services and information finance and funding Strategy Map: How we
Page 76 Page will deliver our Outcome Measuring satisfaction Strategies/policies Staff Meeting /procedures behaviours Improvement Objective Service Engagement processes standards delivery, processes, Accessible operational Identification of service & excellence, customer & needs information collaboration Keeping customers informed Service Standards Capacity – Dealing with learning growth Obtaining problems & innovation, Training promoting Working accreditation partnerships Staff learning with others and continuous improvement
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3.3 Mainstreaming the Equality and Disability Duties and Rural Need
Section 75 of the Northern Ireland Act 1998 requires us to fully take into account the need to promote equality of opportunity in all of our work, among the following groups: People of different Religious belief Political opinion Racial group Age Marital status Sexual orientation Men and women People with and without a disability Page 77 Page People with and without dependents
We are committed to fulfilling our obligations under Section 75 of the Northern Ireland Act 1998 and to fulfilling our disability duties. The Strategic Planning and Support Unit has specific responsibilities in facilitating the Council‟s compliance with these important duties. The Directorate is also committed to following the 2018 guidanace issued by the Department of Agriculture, Environment and Rural Affairs (DAERA) to assist public authorities in understanding their statutory duties under the Rural Needs Act (Northern Ireland) 2016 2 and in fulfilling their obligations under the Act. To this end Rural Impact Assessments are undertaken on new policies. .
3.4 Improvement Delivery Plan
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In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2021/22. Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer
AS1 Establish & maintain the highest levels of Delivery of planned audit work based on Mar 2022 LAO good governance - Audit approved audit plan and completion of unplanned audit work as required to allow completion of the Annual Governance Statement for Council. Deliver Audit Committee training offered to Members Dec 2021 LAO Work to achieve a target of 90% audit Mar 2022 LAO Page 78 Page recommendations accepted by management. Work to achieve a target of 90% to complete and issue of Final Audit Reports within 2 weeks Mar 2022 LAO of receipt of management response. Delivery of Internal Audit Annual Plan for CoDA Operations Ltd Mar 2022 LAO Deliver further sessions of Fraud Awareness Training Mar 2022 LAO AS2 Establish & maintin the highest levels of Ensure continued delivery of Insurance and Mar 2022 LAO good governance – Insurance Claims Management services for Council in conjunction with Council's Insurance Broker and Council Legal Services Section. Work with Council's Insurance Broker and Mar 2022 LAO Council staff to identify Projects for risk improvement in relation to Motor Fleet and Property risks (To be funded by Insurers). AS3 Establish & maintain the highest levels of Implementation and roll out of new purchase Mar 2022 LAO
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good governance / Establish & maintain to pay system the highest level of purchase & payment Establish purchasing structures and develop Mar 2022 LAO systems and practices. cross-departmental group to agree processes for online ordering and procurement Work to increase percentage of invoices to be Mar 2022 LAO paid within 30 days to 94% Work to increase percentage of invoices to be Mar 2022 LAO paid within 10 days to 55% Pay suppliers within agreed terms and ensure Mar 2022 LAO statutory deadlines are met AS4 Establish & maintain efficient service Review, update and test critical service areas Mar 2022 LAO delivery – Emergency Planning Business Continuity Plans (to include the effects of a severe cyber attack) Continue to develop Community Resilience Dec 2021 LAO Plans to align with the DEAs. Page 79 Page Review and update of Council‟s Integrated Sept 2021 LAO Emergency Plan. Provide Emergency Planning training to Elected Dec 2021 LAO Members. AS5 Establish & maintain the highest levels of Continue to ensure that the Council is able and Ongoing LAO health & safety systems and practices – ready to respond to Government Guidelines in Health & Safety relation to the COVID 19 Pandemic Provide council wide ISO 45001 and H&S Mar 2022 LAO awareness training to all sections. Continue to review and report on RIDDOR Quarterly LAO trends on a quarterly basis Maintain accreditation to ISO45001 standard for Mar 2022 LAO 2021_22 AS6 Establish & maintain efficient service Undertake work to further increase the Mar 2022 LAO delivery - Payroll percentage of employees receiving electronic
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payslips and P60‟s to 100% Review payroll processes in relation to Mar 2022 LAO submission of timesheets to increase efficiency. Work with Human resources in relation to Dec 2021 LAO concluding the „harmonisation of pay scales. Provide NILGOSC pension provider with June 2021 LAO retrospective and ongoing hour changes and service breaks for all pension scheme members who fall into the scope of proposed changes following McCloud judgement ruling. B1 Lead and facilitate the Community Planning Convene, host and facilitate at least 3 meetings March „22 SBM process in the Derry City and Strabane of the Strategic Growth Partnership. District council region. Page 80 Page B2 Commence a review of the Strategic Complete a „Statement of Progress‟ on the November SBM Growth Plan in line with legislative ongoing delivery and implementation of the „21 timeframe (NI Local Government Act 2014). Strategic Growth/Community Plan for the period 2019-2021. Undertake a formal review of the Strategic Growth/Community Plan focusing of the key April „22 SBM themes of governance/structures, actions and data. B3 Successful completion of Partnerships Successful delivery of the „YOUth Making It June „21 SBM participation in the Carnegie UK Trust Happen‟ Participatory Budgeting Pilot, and Embedding Wellbeing in Northern Ireland allocation of full £20K PB funding. Project. B4 Provide comprehensive secretariat services Host 2 meetings of the NW Strategic Growth Mar 22 SBM for the North West Strategic Growth Partnership Partnership and North West Regional Host 4 meetings of the NW Regional Development Group including Development Group Mar 22 SBM administration of spend across the three Attend TEO accountability meetings, submit 3
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Regional Development Pillars for the North claims and administer remaining spend of NW Dec 21 SBM West Development Fund. Development Fund C1 Continue to provide effective media Create active media coverage and social media Mar 2022 CCO management and communication services engagement that generates positive profile within all Directorates and support services and coverage on all Council services, initiatives of Council and events Attend all committee meetings to ensure Mar 2022 CCO communication of Council decisions is communicated, and meet on a regular basis with representatives of each directorates to ensure their communication and PR needs are met and planned in advance Continue to liaise regularly with all media Mar 2022 CCO contacts and look at opportunities to link in with regional and national media to extend Page 81 Page awareness and recognition of Council activities, initiatives and events Ensure all our media databases and Mar 2022 CCO connections are updated and that we regularly engage with our contacts to build on relationships and further develop links Continue with our media monitoring and Mar 2022 CCO evaluation service to analyse data so we can maximise our media reach and coverage Continue to develop and increase our engagement within our social media platforms Mar 2022 CCO and update our social media skills through a bespoke training programme
Continue to develop and create proactive Mar 2022 CCO media content to ensure positive placements,
and continue with positive response times to
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all media queries Issue two staff newsletters Mar 2022 CCO DI1 Proactive and innovative delivery of the Contribute to the development and review of Mar 2022 LDSIO Council‟s aspirations for good decision policies as required making, equality of opportunity and Support Council Officers in the Rural Needs Dec 2021 LDSIO sustainable development Impact Assessment process when developing
or reviewing policies/service delivery - roll out at least 3 training sessions LDSIO Prepare online training module on Equality and July 2021
Rural Needs Impact assessments for Learning
Pool LDSIO Continue to support Council Officers in the Mar 2022
screening and EQIA processes when Page 82 Page developing or reviewing Council
policies/service delivery – 100% of all
new/reviewed policies will be subjected to the
Equality Screening and where necessary the
Equality Impact Assessment processes LDSIO Work with the HR policy working group to Mar 2022 ensure that equality considerations are included at the earliest stage of policy development – 100% of HR policies will have considered equality issues at development stage Complete Audit of Inequalities May 2021 LDSIO Mar 2022 Work with the HR team to ensure the LDSIO
commitment to employing people with a
disability is fully implemented – develop
Positive Action Statement and Policy Mar 2022 Hold at least 2 meetings of the Equality LDSIO
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Assurance and Oversight Group (EAOG) to provide updates and seek feedback on progress of equality measures within the Community Plan delivery Develop clear guidelines for staff on rights of July 2021 LDSIO transgender customers using Council facilities, to help improve customer services Introduce updated Integrated Impact Oct 21 LDSIO Assessment Process
Review a minimum of / introduce 4 policies per Mar 2022 LDSIO annum Improve accessibility to corporate policies Ongoing LDSIO Deliver ongoing policy awareness sessions Ongoing LDSIO across the organisation to support the achievement of corporate objectives Page 83 Page LDSIO
Produce summary “at a glance” versions of key Ongoing policies for use throughout the Council LDSIO Contribute to the achievement of the Council‟s Ongoing statutory improvement duty through the
implementation and monitoring of the
performance management system, including
the provision of service plan reports and
improvement objective progress reports as
required LDSIO Produce an annual Performance Improvement Jun* 2022
Plan Produce an annual Performance Report Sep* 2022 LDSIO Achieve an unqualified audit in respect of the performance improvement duty Jan 2022 LDSIO Continue to develop the Council‟s performance management framework by extending the use Ongoing LDSIO
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of Pentana software to directorates and providing the necessary training and ongoing guidance Subject to review, co-ordinate the collection
and submission of APSE performance LDSIO benchmarking information on an annual basis Ongoing or as required
DI2 Ensure that safeguarding of children and Provide Safeguarding Policy training, support Mar 2022 LDSIO adults is mainstreamed throughout all and advice to ensure the implementation of Council services by providing advice, the Council‟s Safeguarding Policy and Procedures throughout the organisation guidance and direction Monitor effectiveness of the revised Mar 2022 LDSIO Safeguarding Policy and make amendments as Page 84 Page required in terms of best practice or legislative change LDSIO Represent the Council at the Local Government Mar 2022 Safeguarding Network Maintain a confidential central record of safeguarding incidents and referrals to ensure Mar 2022 LDSIO
compliance with the General Data Protection
Regulation Hold at least 2 meetings of the Safeguarding LDSIO Working Group annually Mar 2022
DI3 Improved access to Council services and Promote access to information and services in Mar 2022 LDSIO facilities in other languages and formats the Irish language in line with policy and and promotion of indigenous languages legislative commitments; action 100% of service requests Undertake annual customer satisfaction survey and implement all improvement actions arising Dec 2021 LDSIO
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from these to identify trends and areas for improvement Continue to grow the digital offer across a range of platforms (social media, cloud- Mar 2022 LDSIO based/web). Identify innovative smarter approaches to service promotion, customer- engagement and event hosting and review the success of these interventions on an annual basis; Develop and deliver projects/initiatives to promote the Irish/Ulster Scots – minimum 4 Mar 2022 LDSIO projects Deliver a programme of events to promote Irish/Ulster Scots, including Irish Language Mar 2022 LDSIO Week, Ulster-Scots Week, Island Voices, Culture Page 85 Page Night, UNESCO Decade of Idigenous Languages (2022-2032) – minimum 5 events. Continue to support and facilitate the Irish Language Community Network Forum – Mar 2022 LDSIO facilitate 3 meetings each year Provide 4 general language awareness training initiatives to Council staff/members in order to Mar 2022 LDSIO build capacity and enhance mainstreaming and continue to develop a Language Awareness e- learning tool for use by all staff Provide weekly specialised Irish language training course for staff across locations at Derry and Strabane Mar 2022 LDSIO Identify funding and/or partnership working
opportunities which help maximise the
contribution that the languages of Irish and
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Ulster-Scots can make to the social, cultural Mar 2022 LDSIO and economic life of the region; Work with other Councils in a regional capacity to identify best practice to the promotion of Irish/Ulster-Scots, to ensure coherence, consistency of approach. Facilitate and/or Mar 2022 LDSIO attend a minimum of 3 information exchange events/engagement meetings/events each year. Update policies in respect of Irish, Ulster-Scots and Linguistic Diversity where appropriate and where new guidance/legislation requires it. Share easy-read at-a-glance policy explainer Mar 2022 LDSIO documents with staff and update courtesy Page 86 Page codes to reflect any changes.
DI4 Provision of a clean, safe, welcoming and Continued provision of a Covid safe work Mar 2022 LDSIO comfortable environment for staff and environment visitors Undertake regular inspections and corrective Mar 2022 LDSIO actions to ensure compliance with health and safety, cleaning and other premises management standards DI5 Provide comprehensive and progressive Mar-2022 LDSIO support services to Elected Members and the Mayor to assist them in fulfilling their roles Member and Mayoral Services effectively Successful Reassessment against the NI Elected Nov-2022 LDSIO Member Development Charter Plus standard and action any identified areas of improvement
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Assess member satisfaction with member Mar-2022 LDSIO support services; develop and implement improvement actions as necessary Hold at least three meetings of the Member Mar-2022 LDSIO Development Group DI6 Effective handling and processing of Promote the mandatory online GDPR training Mar 2022 LDSIO information that meets our legal to staff in order to increase awareness of Data obligations, protects people and represents Protection compliance requirements good practice Carry out a minimum of 6 GDPR compliance Mar 2022 LDSIO checks to ensure compliance with Regulation. Hold regular meetings with GDPR working Mar 2022 LDSIO group to review all work practices, policies and procedures to ensure GDPR compliance Liaise with IT to ensure systems are regularly Mar 2022 LDSIO
Page 87 Page updated so GDPR security is maintained Develop Council intranet site to ensure greater Mar 2022 LDSIO prominence for Data Protection information Introduce Corporate File Plan Council to 2 new service areas (as part of the overall process) Mar 2022 LDSIO
Carry out a minimum of 4 checks on how hard Mar 2022 LDSIO copy information is stored with a view to
reducing the current levels and facilitate
migration to electronic copies
Carry out a minimum of 4 compliance checks Mar 2022 LDSIO on access to folders (information) so that GDPR
is adhered to
DI7 Deliver improved customer satisfaction by Progress work against the Customer Service Mar 2022 LDSIO improving customer support services and Excellence criteria by delivering Customer Care processes training to all appropriately identified staff –
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with a minimum of 4 sessions. Progress work against the Customer Service Mar 2022 LDSIO Excellence criteria by delivering telephone training to all appropriately identified staff – with a minimum of 4 sessions. Carry out surveys, within 1 month of training Mar 2022 LDSIO completion to assess if improvement has been achieved in Customer Care and Telephone Handling Develop Council intranet site (in liaison with IT) Mar 2022 LDSIO to provide single source for all information for Customer Care Reduce response times for FOIs, EIRs, SARS by Mar 2022 LDSIO providing awareness/training sessions for all Page 88 Page staff – with a minimum of 4 sessions Reduce response times for complaints by providing awareness/training sessions for all Mar 2022 LDSIO staff – with a minimum of 4 sessions Provide 2 briefings to reception staff on section functions and services Mar 2022 LDSIO
HR1 Organisation Design and Effective Continue to review recruitment processes in March 22 LHRO Resourcing line with new legislation and good practice Implement Disability Policy and continue to March 22 LHRO develop initiatives to attract and encourage those with a disability into the workplace
Progress substructure reviews as required and ensure relevant employment processes are March 22 LHRO applied. HR2 Healthy Workplace Continue to promote a healthy work March 22 LHRO
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environment through a range of BeWell initiatives Continue to implement Mental Health Strategy March 22 LHRO Continue to review and implement processes March 22 LHRO and initiatives to reduce absence HR3 Employee Relations and Staff Engagement Continue to review and progress initiatives and March 22 LHRO processes in line with the 5/categories outlined in the Employee Engagement strategy Plan and deliver annual Staff Engagement and June 21 & LHRO Staff Recognition Events Dec 21 Continue to promote BeSocial through various March 22 LHRO initiatives and events HR4 Employment Policy and Systems Continue programme of review and developers March 22 LHRO of HR policies to include:
Page 89 Page o Remote Working Policy o Domestic Violence Policy o Emblems Policy o Disciplinary Policy o Maternity and Paternity Policy o Secondment Policy Continue to review HR systems and implement March 22 LHRO improvements where required HR5 Organisational Development Continue to review induction process for new March 22 LHRO employees Continue to embed PDP process within the March 22 LHRO organisation Review leadership training carried out to date and continue to promote relevant leadership March 22 LHRO development programmes for our senior managers
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Continue to develop capacity-building March 22 LHRO programmes for line managers Develop a pilot coaching/mentoring March 22 LHRO programme for line managers Continue to roll out eLearning March 22 LHRO Continue to review compliance training March 22 LHRO processes and courses L1 Legacy –Addressing Rural Need To host three rural symposiums Mar 22 DL
L2 Legacy – Adressing Poverty To have completed poverty training for at least May 21 DL 30 individuals To have completed detailed analysis on Jun 21 DL poverty To have established the Anti Poverty Group Jun 21 DL Page 90 Page To have developed a poverty action plan Sep 21 DL To provide synergies between the poverty work ongoing DL and the Social Value policy To have developed an implementation model Jun 21 DL for the Hardship Fund L3 Legacy – Promoting a Circular Economy To have created a sustainability checklist for all Sept 2021 DL new capital and revenue projects To have developed a Green Festivals and Sept 2021 DL Events checklist To have secured additional resources for the implementation of the Circular Economy/Zero Sept 2021 DL Waste strategy To provide further business opportunities for ongoing DL the Circular Economy LS1 Effective Legal Services Maintain Council constitution Ongoing LLSO Complete review of Council standing orders Jun 2021 LLSO
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Progress implementation of Lexcel Mar 2022 LLSO accreditation for Legal Services in Derry and Strabane Ongoing LLSO Maintain and update deeds audit in respect of Council property SF 1 Establish & maintain the highest levels of Preparation of year end accounts and June 2021 LFO good governance/ Establish & maintain agreement of out-turn for 2020/21 by statutory efficient service delivery - Strategic Finance deadline of 30th June 2021. Work with NIAO to ensure audited accounts Sept 2021 LFO signed off by statutory deadline of 30th September 2021 Completion of rates estimates for 2022/23 by Feb 2022 LFO statutory deadline of 15th February 2022 Issue 10 monthly management information Mar 2022 LFO
Page 91 Page reports to Directorates and provide quarterly reports to Committee
SF 2 Establish & maintain the highest levels of Work closely with stakeholders to progress Mar 2022 LFO good governance - Funding Outline Business Cases for the transformative City Deal and Inclusive Future Fund investment package and establishment of formal governance arrangements. Support the development of the PEACE PLUS Mar 2022 LFO Programme 2021-27 and the associated development of project proposals. Support the development of proposals and Mar 2022 LFO applications to UK Strategic Funds (UK Community Renewal Fund, UK Shared Propsterity Fund and UK Levelling-U fund) and ongoing engagement with Government in relation to other significant funding streams.
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Continue regional engagement with Mar 2022 LFO Government to explore future mechansims of funding support to ensure sustainability of Local Government finances and support for less wealthy Councils AS Establish & maintain the highest Continue to work with the Department of Mar 2022 LAO/LFO 7 levels of good governance – CODA Transport and Department of Economy to and Operations Ltd ensure the successful delivery of and SF 3 drawdown of funds for the Public Service Obligation for City of Derry Airport Continue to work with the Department of Mar 2022 LAO/LFO/ Economy to ensure that City of Derry Airport LLSO remains compliant with new State Aid requirements following BREXIT. Page 92 Page Engagement with Central Government to Sept 2021 LAO/LFO ensure approval of completed business case to provide the financial assistance required to share the funding burden and secure the sustainability of the airport beyond 31st March 2022
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3.5 Measures of Success and Performance
During 2021/22, we will continue our work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2021/22.
Outcome / Service Performance Measure/Indicator 2017/18 2018/19 2019/20 2020/21 Target Improvement Performance Performance Performance Performance 2021/22 Objective *9mths **6mths
Page 93 Page Reference AS1 Establish Delivery of planned audit work 80% 100% 100% 85% 100% and maintain based on approved audit plan and the highest completion of unplanned audit levels of good work as required to allow governance - completion of the Annual Audit Governance Statements for DCSDC. % of Internal Audit 100% 100% 100% 100% 100% recommendations accepted by management % of Final Audit Reports completed 100% 100% 100% 100% 100% and issued within 2 weeks of receipt of management responses. % of completion of Internal Audit 100% 100% 100% 0% 100% Plan for CODA Operations Ltd AS3 Establish Improve prompt payment 82% 78% 81% *78% 94% and maintain
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the highest level performance - % of invoices paid of purchase and within 30 days 45% 43% 45% *38% 55% payment Improve prompt payment systems and performance - % of invoices paid practices within 10 days
AS5 Highest No of Riddors reported 8 1 9 12 5 levels of health and safety systems and practices AS6 Establish & % of staff receiving payslips and P60s 61% 72% 76% 84% 100% maintain via email efficient service
Page 94 Page delivery - Payroll
C-effective Press queries received 1302 1007* Data only media Press releases issued 800 656* management Placements secured 4545 3359* and AVE value of media placements £21,392,111 £22,109,779 communication secured * services DI Effective Number of FOIs responded to 155 204 249 200* Data only handling and FOI response times 91.8% 87.7% 89% 92.5%* 90% processing of Number of EIRs responded to 128 153 97 45* Data only information EIR response times 87% 86% 89% 96.6%* 90% Number of SARs responded to 16 22 15 13 Data only SAR response times 94% 100% 87% 90%* 90%
Number of GDPR compliance 1 1 4 2 4 inspections/reviews undertaken
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% access support requests 100% 100% 100% 100% 100% facilitated for Council run meetings/events Number of Equality Assurance and 2 2 2 1* 2 Oversight Group meetings hosted Number of complaints to the 0 0 0 1 0 Equality Commission received Number of service related equality 0 0 0 0 0 complaints received Number of requests for information 4 7 27 28 Data only in alternative formats responded to DI Improved Numbers Engaging with Language 1500 2500 2250 Data only access to Service Council % Language Policies Reviewed 100% 100% 100% 100% 100%
Page 95 Page services and Irish Language Programme 100% 100% 100% 100% 100% facilities in Evaluation other Irish Language Community Forum- 4 4 3 3 3 languages and Meetings Facilitated formats and Additional Funding Secured for £17,658 £19,658 £19,250 £18,425 Data Only promotion of Irish/Ulster Scots indigenous languages DI Deliver Number of complaints received 89 85 88 32* Data only improved (Council overall) customer Number of formal complaints 13 19 28 24* Data only satisfaction by received (Council overall) improving Formal complaint response times 73% 83% 79.5% 92%* 80% customer Compliments received 73 85 47 55* Data only support Total volume of external calls 459,163 544,092 445,832 189,869** Data only services and received (Council overall) processes Average time to answer external 13 10.17 17 19 sec* 14 sec
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calls (Council overall) Abandoned external calls % 4.69% 5.2% 8%* 6% (Council overall) % Elected Member training 87% 76% 91% 80% completed Amount raised for Mayor‟s charities £8,000 £19,221 £13,952 £9,355* £8000 Mayor‟s office engagements 976 791 671 tbc Data only facilitated Citizens‟ engagements with Mayor Meeting Papers Circulated to 50,807 45,105 42 300 tbc Data only Members 5 calendar days before a meeting 100% 100% 99.% 100% * 97%
Minutes Circulated to Members
within 7 days following a meeting Page 96 Page 100% 99% 100% 100% 100% Number of Council and Council - - - - 75 Committee Meetings Serviced 100% 100% 98% Tbc 90% % Elected Member satisfaction 100% 84% 92% 100% 85%+ % satisfaction with Irish Language Services
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Section Four: Risk Management
4.1 Risk Register
Each area of the Directorate has a risk register and measures have been put in plan to mitigate identiied risks.
Page 97 Page Section Five – Contact Details
5.1 Staff Contacts
Details of the key contacts in relation to Strategic Planning and Support Services are as follows:
John Kelpie, Chief Executive, [email protected] Tel no 028 71253253 or 07739 882456
Assurance Denise McDonnell, Lead Assurance Officer, [email protected] Tel no 028 71376605 or 07595 216287 James Harrigan, Internal Audit Manager, [email protected] Tel no 028 71253253 x 6752 Oonagh O‟Doherty, Corporate Health & Safety Officer, [email protected] Tel no 028 71253253 x 6710 Seamus Cairns, Payroll Manager, [email protected] Tel no 028 71253253 x 6613
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Killeen, Purchase & Payments Manager, [email protected] Tel no 028 71253253 x 6623
Business Support and Strategic Partnerships Rachael Craig, Strategic Business Manager, [email protected], Tel no 028 71253253 Maureen Doherty, Senior Projects Officer, [email protected] Tel no 028 71253253 Colm Doherty, Strategic Projects Officer, [email protected] Tel no 028 71253253 Dara Doherty, Administrator, [email protected] Tel no 028 71253253 Siobhan Faulkner, Chief Executive‟s Personal Assistant, [email protected] Tel no 028 71253253
Communications Page 98 Page Adele McCourt, Media and PR Officer, [email protected] Tel no 028 71253253 or 07718 153838
Democratic Services and Improvement Ellen Cavanagh, Lead Democratic Services and Improvement Officer, [email protected] Tel no 028 71253253 or 07595 885644 Sharon Maxwell, Democratic Services Officer, [email protected] Tel no 028 71253253 Damian McKay, Information and Customer Services Officer, [email protected] Tel no 028 71253253 Kay McIvor, Policy Officer (Equality), [email protected] Tel no 028 71253253 Pól Ó Frighil, Policy Officer (Irish Language), [email protected] Tel no 028 71253253 Fionnuala O‟Kane, Policy Officer (Performance), [email protected] Tel no 028 71253253 Nicky Bryson, Facilities Officer, [email protected] Tel no 028 71253253 Karen Henderson, Mayor‟s Office, [email protected], Tele no 028 71 376508
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Human Resurces
Paula Donnelly, Lead Human Resources Officer, [email protected] Tel no 028 71253253 or 07734 282286
Legacy
Oonagh McGillion, Director of Legacy, [email protected] Tel no 028 71253253 or 07713 068572
Legal Services
Philip Kingston, Lead Legal Services Officer, [email protected] Tel no 028 71253253 or 07715 801505
Page 99 Page Finance and Funding
Alfie Dallas, Lead Finance Officer, [email protected] Tel 028 71253253 or 07712 390038
5.2 Facilities / Office Details
Derry City Council Offices – Strand Road and Derry Road 02871 253253
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. Page 100 Page
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Agenda Item 12
Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Schedule of Meetings – 2021/22 Author: As above
1 Purpose of Report/Recommendations
1.1 To seek Elected Members' approval for the proposed schedule of meetings for 2021/22 as set out in Appendix 1.
2 Background
2.1 At the meeting of this Committee held in February (Min Ref GSP17/19), Members endorsed the existing approach to the scheduling meetings, namely:
That Council meetings are, (subject to being brought forward to facilitate the summer recess and to accommodate the Christmas holiday period), held on the last Thursday of each month in the Guildhall Chamber, That there is a meetings recess during the month of August. That all meetings of customer / public facing committees namely, the Planning, Business and Culture, Environment and Regeneration and Health and Community Committees, are rotated on a monthly basis between the Guildhall Chamber and the Derry Road, Chamber. That meetings of the Governance and Strategic Planning Committee and Assurance, Audit & Risk Committees are held in the Guildhall. That all Council and committee meetings start at 4pm, with exception to Planning Committee. In exceptional circumstances, the start time for meetings may be brought forward to accommodate delegations or other matters. That meetings are scheduled as follows: First Tuesday of the Month – Governance and Strategic Planning Committee; First Wednesday of the Month – Planning Committee; Second Tuesday of the month – Business and Culture Committee; Second Wednesday of the month – Environment and Regeneration Committee, and Second Thursday of the month – Health and Communities Committee.
2.2 Members also agreed that based on the experience of the volume of papers presented to the Assurance, Audit and Risk Committee and the advice the Northern Ireland Audit Office (NIAO), that the frequency of this Committee would be reduced to bimonthly. During the 2020/21 year, these bimonthly meetings have generally taken place on the third Monday of the relevant month (previously meetings were Page 101 held First Thursday of the month but this may now be used to accommodate a reconvened Planning Committee meeting).
2.3 At the Planning Committee on 5 December 2019, Min Ref PC173/19 – The Planning Protocol was approved. This provided provision for the Planning Committee to be reconvened the following day and for the Planning Committee to start at 2pm.
3 Key Issues
3.1 The principles /practices set out in paragraph 2 have been applied, as far as practicable, in devising the proposed schedule in Appendix 1.
3.2 It is also noted that pending a relaxation of the Coronavirus restrictions, that meetings will be conducted on a virtual basis and hence no venue has been allocated at this point in time.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 An advance schedule of meetings facilitates the effective operation of Council decision-making arrangements.
5 Recommendations
5.1 That, subject to Members comments, the meetings schedule for 2021/22, set out in Appendix 1 is adopted.
Background Papers
SC77/15 GSP38/16 GSP126/16 GSP71/17 GSP71/18 GSP 17/19 GSP 79/20
Page 102
Draft Council Meeting Schedule 2021/22
Meeting Date and Time AGM Monday 7 June 2021 at 7pm Governance and Strategic Planning Tuesday 8 June 2021 at 4pm Planning Wednesday 9 June 2021 at 2pm Planning Reconvened (Provisional) Thursday 10 June 2021 at 2pm. Business and Culture Tuesday 15 June 2021 at 4pm Environment and Regeneration Wednesday 16 June 2021 at 4pm Health and Community Thursday 17 June 2021 at 4pm Assurance Audit and Risk Monday 21 June 2021 at 4pm Council Thursday 24 June 2021 at 4pm Page 103 Page Governance and Strategic Planning Tuesday 6 July 2021 at 4pm Planning Wednesday 7 July 2021 at 2pm Planning Reconvened (Provisional) Thursday 8 July 2021 at 2pm Business and Culture Tuesday 20 July 2021 at 4pm Environment and Regeneration Wednesday 21 July 2021 at 4pm Health and Community Thursday 22 July 2021 at 4pm Council Thursday 29 July 2021 at 4pm Governance and Strategic Planning Tuesday 7 September 2021 at 4pm Planning Wednesday 8 September 2021 at 2pm Planning Reconvened (Provisional) Thursday 9 September 2021 at 2pm Business and Culture Tuesday 14 September 2021 at 4pm Environment and Regeneration Wednesday 15 September 2021 at 4pm Health and Community Thursday 16 September 2021 at 4pm Assurance Audit and Risk Monday 20 September 2021 at 4pm Council Thursday 30 September 2021 at 4pm
Draft V0.1
Governance and Strategic Planning Tuesday 5 October 2021 at 4pm Planning Wednesday 6 October 2021 at 2pm Planning Reconvened (Provisional) Thursday 7 October 2021 at 2pm Business and Culture Tuesday 12 October 2021 at 4pm Environment and Regeneration Wednesday 13 October 2021 at 4pm Health and Community Thursday 14 October 2021 at 4pm Council Thursday 28 October 2021 at 4pm Governance and Strategic Planning Tuesday 2 November 2021 at 4pm Planning Wednesday 3 November 2021 at 2pm Planning Reconvened (Provisional) Thursday 4 November 2021 at 2pm Business and Culture Tuesday 9 November 2021 at 4pm Page 104 Page Environment and Regeneration Wednesday 10 November 2021 at 4pm Health and Community Thursday 11 November 2021 at 4pm Assurance Audit and Risk Monday 15 November 2021 at 4pm Council Thursday 25 November 2021 at 4pm Governance and Strategic Planning Tuesday 30 November 2021 at 4pm Planning Wednesday 1 December 2021 at 2pm Planning Reconvened (Provisional) Thursday 2 December 2021 at 2pm Business and Culture Tuesday 7 December 2021 at 4pm Environment and Regeneration Wednesday 8 December 2021 at 4pm Health and Community Thursday 9 December 2021 at 4pm Council Thursday 16 December 2021 at 4pm Governance and Strategic Planning Tuesday 4 January 2022 at 4pm Planning Wednesday 5 January 2022 at 2pm Planning Reconvened (Provisional) Thursday 6 January 2022 at 2pm Business and Culture Tuesday 11 January 2022 at 4pm Environment and Regeneration Wednesday 12 January 2022 at 4pm
Draft V0.1
Health and Community Thursday 13 January 2022 at 4pm Assurance Audit and Risk Monday 17 January 2022 at 4pm Council Thursday 27 January 2022 at 4pm Governance and Strategic Planning Tuesday 1 February 2022 at 4pm Planning Wednesday 2 February 2022 at 2pm Planning Reconvened (Provisional) Thursday 3 February 2022 at 2pm Business and Culture Tuesday 8 February 2022 at 4pm Environment and Regeneration Wednesday 9 February 2022 at 4pm Health and Community Thursday 10 February 2022 at 4pm Council Thursday 24 February 2022 at 4pm Governance and Strategic Planning Tuesday 1 March 2022 at 4pm Planning Wednesday 2 March 2022 at 2pm Page 105 Page Planning Reconvened (Provisional) Thursday 3 March 2022 at 2pm Business and Culture Tuesday 8 March 2022 at 4pm Environment and Regeneration Wednesday 9 March 2022 at 4pm Health and Community Thursday 10 March 2022 at 4pm Assurance Audit and Risk Monday 21 March 2021 at 4pm Council Thursday 31 March 2022 at 4pm Governance and Strategic Planning Tuesday 5 April 2022 at 4pm Planning Wednesday 6 April 2022 at 2pm Planning Reconvened (Provisional) Thursday 7 April 2022 at 2pm Business and Culture Tuesday 12 April 2022 at 4pm Environment and Regeneration Wednesday 13 April 2022 at 4pm Health and Community Thursday 14 April 2022 at 4pm Council Thursday 28 April 2022 at 4pm Governance and Strategic Planning Tuesday 3 May 2022 at 4pm Planning Wednesday 4 May 2022 at 2pm
Draft V0.1
Planning Reconvened (Provisional) Thursday 5 May 2022 at 2pm Business and Culture Tuesday 10 May 2022 at 4pm Environment and Regeneration Wednesday 11 May 2022 at 4pm Health and Community Thursday 12 May 2022 at 4pm Council Thursday 26 May 2022 at 4pm Page 106 Page
Draft V0.1 Agenda Item 13 Title of Report: Officer Presenting: Lead Human Resources Officer Remote Working Policy Author: Paula Donnelly
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to update Members on how we plan to progress a Remote Working Policy and to seek endorsement on the approach outlined.
2 Background
2.1 The current Covid pandemic has resulted in many staff having to very quickly adapt to new ways of working including working remotely.
2.2 In line with Government guidelines, many of our employees continue to work from home where they can. This has involved embracing new technology, communicating with teams and colleagues in a different way and being more creative in how we deliver our services.
3 Key Issues
3.1 This rapid change in a short space of time has given us an opportunity to reflect on how and where we work and to evaluate our overall approach to working so we don’t simply revert to the way we worked previously once all restrictions have been lifted.
3.2 While it is recognised that there will always be a requirement for employees to be present in the workplace in order for services to be effectively delivered, it is also acknowledged that many employees mainly those in office based roles, are able to carry out many of their duties from home.
3.3 It is therefore proposed that a policy on Remote Working is developed in consultation with the Senior Leadership Team, employees and trade unions.
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 There are no financial, legal or other implications associated with this report at this time.
5 Recommendations V1.3 Effective 21 May 2019 Page 107 5.1 It is recommended that Members endorse the approach outlined in this report and further updates will be provided in due course.
Background Papers
V1.3 Effective 21 May 2019 Page 108 Agenda Item 14
Title of Report:- Officer Presenting:
Carnegie UK Trust - Embedding Wellbeing Strategic Business Manager in Northern Ireland Project Draft Author: Strategic Projects Officer Recommendations
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to seek Members endorsement of the Carnegie UK Trust’s (CUKT) ‘Embedding Wellbeing in Northern Ireland’ emerging draft recommendations and issue correspondence to the Communities Minister re same.
2. Background.
2.1 The Carnegie UK Trust Embedding Wellbeing in Northern Ireland project was developed to offer financial and in-kind support for up to three Community Planning Partnerships to implement a local wellbeing outcomes approach. The project was designed to support the participating Community Planning Partnerships to overcome challenges which they have identified as a priority in the delivery of their Community Plans.
2.2 In April 2018 the Trust sought Expressions of Interest (EoI) from the 11 NI Local Authority Community Planning Partnerships to participate in the Embedding Wellbeing in NI project. In May 2018 the CUKT confirmed the successful participation of the Derry City and Strabane, together with two other NI Community Planning Partnerships - Armagh, Banbridge & Craigavon; and, Lisburn and Castlereagh in the Embedding Wellbeing in NI Programme.
2.3 Throughout the duration of the project CUKT have provided support for a number of wellbeing initiatives which adhere to the general themes of Co- Production and Shared Leadership. Specific to the Derry City and Strabane Strategic Growth Partnership they have provided support towards (but not limited to) the following: Development of a Natural Capital Account for Council owned green spaces as a measure of wellbeing; ‘YOUth Making it Happen’, the first youth focused Participatory Budgeting project in NI to be co-designed by young people; Development of a Community Engagement Strategy; Participation of Members of the Strategic Growth Partnership in the a Shared Leadership Programme; Page 109 Development of Co-Production approaches to community planning and, creation of resources and materials.
3 Key Issues
3.1 As part of its commitment to share learning from the project, the CUKT are evaluating not only the impact of the specific intervention with the project participants but also the act of an external, independent organisation supporting local government with financial and in-kind support; the impact of such an organisation playing a convening role between place-based partnerships and with external stakeholders to leverage additional support; and the impact of support for peer-to-peer and international policy learning.
3.2 Throughout the duration of the project, the Trust have continued to promote the importance of Community Planning in improving local wellbeing outcomes; convening groups of key stakeholders who can provide sources of support to Community Planning in Northern Ireland; and share learning.
3.3 The Embedding Wellbeing in NI project will conclude at the end of March 2021 with the publication of a final report to follow in spring/summer 2021.
3.4 The emerging draft recommendations to be included in this report have been informed by the evidence gathered during visits to the project participants; the project direct support delivered to date; peer to peer learning events; study visits; anecdotal evidence of the Community Planning process; the experience and expertise of Advisory Group members; and international policy learning on improving wellbeing outcomes.
3.5 A briefing on the emerging draft recommendations was presented to the Society of Local Authority Chief Executive (SOLACE) NI grouping at their February 5th meeting, were it was agreed that this would be considered by elected Members on an individual council basis.
3.6 The draft recommendations developed by the Trust are for the Northern Ireland Executive; the statutory partners of the Community Planning Partnerships; and other organisations to deliver. They should be viewed as different parts of a single system in which all of the above operate, and are designed to enable and streamline existing policies, legislation and best practice to improve the implementation of Community Planning, and therefore, wellbeing outcomes.
3.7 A summary of the draft recommendations are for the NI Executive, Community Planning Partnerships and other organisations are detailed in document attached at Appendix I and summarised below:
3.8 Summary of recommendations for NI Executive: Page 110 To provide funding for Community Planning NI Executive budgets should align to Programme for Government (PfG) Regeneration, Responsibility and funding should move to local government Outcomes based approach for PfG to move to a statutory footing Move to a position where all public services/organisations required by law to participate in Community Planning Increased co-ordination between PfG and Community Planning and Civil Service training scheme to include training in Community Planning Strengthened relationships between central and local government with shared training and opportunities for secondments NI executive to fund NISRA staff in 11 councils NI Executive needs to learn from other regions on how to do community engagement better, example of COVID Community response. Scotland approach recommended. NI Executive should follow examples from Community Planning in relation to citizen engagement NI Executive needs to improve how it communicates progress that is being made in the delivery of PfG
3.9 Summary of recommendations for Community Planning Partnerships: Partners need to align their corporate plans to the community plans. Programme of capacity building for Partnerships Better use of locality planning and DEA approach Better use of data from all partners for each Community Planning Partnership with a focus on improved wellbeing Need to invest in the capacity of the Community & Voluntary sector and involve in service delivery
3.10 Summary of recommendations for Other Organisations: NILGA should create a safe online space for all Partners to discuss challenges relating to Community Planning NISRA to raise awareness of the data sets that are available
4. Financial and other implications
4.1 There are no direct financial and/or other implications arising from this report.
Page 111 5. Key recommendations.
5.1 It is recommended that Members endorse the draft recommendations made by the Carnegie UK Trust detailed herein and issue correspondence to the Communities Minister re: same.
Page 112
Embedding Wellbeing in Northern Ireland Briefing for SOLACE NI Friday 5 February 2021
Background The Embedding Wellbeing in Northern Ireland project is providing financial and in-kind support to the Community Planning Partnerships working in the following local authority areas: • Armagh City, Banbridge and Craigavon Borough Council; • Derry City and Strabane District Council; and • Lisburn and Castlereagh City Council.
The project is supporting the Community Planning Partnerships to overcome challenges in implementing their Community Plan which they identified as a priority in the project’s Expression of Interest process. The participants will share learning from the project with the other Community Planning Partnerships to help improve local wellbeing outcomes across Northern Ireland. The project will conclude with the publication of a final report in spring/summer 2021.
The development of recommendations The emerging recommendations have been informed by the evidence gathered during visits to the project participants; the project direct support delivered to date; peer to peer learning events; study visits; anecdotal evidence of the Community Planning process; the experience and expertise of Advisory Group members; and international policy learning on improving wellbeing outcomes.
The draft recommendations have been discussed with the project Advisory Group over a series of thematic webinars on funding and budgets; leadership and ways of working; legislation; peer to peer and policy learning; data and evidence; and the Community and Voluntary Sector and citizen engagement. The recommendations developed by the Trust are for the Northern Ireland Executive; the statutory partners of the Community Planning Partnerships; and other organisations to deliver. However, the recommendations should be viewed as different parts of a single system in which all of the above operate, and as designed to enable and streamline existing policies, legislation and best practice to improve the implementation of Community Planning, and therefore, wellbeing outcomes.
Recommendations for the Northern Ireland Executive The draft recommendations for the Northern Ireland Executive are as below.
Funding and budgets: The Northern Ireland Executive should provide funding for Community Planning, to ensure the Partnerships’ ability to deliver on improving local wellbeing outcomes over the course of the current Plans, into 2030-2035.
Funding and budgets: The Northern Ireland Executive should learn from the experience of the Community Planning Partnerships, and that of global innovators such as New Zealand and its Wellbeing Budget and Scotland’s exploration of budgeting for children’s outcomes, to align budgets with outcomes in the Programme for Government.
Legislation: As part of an Augmentation Review, the Northern Ireland Executive should amend the Local Government (Northern Ireland) Act 2014 to include regeneration among the portfolio of 1
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powers for local government, thereby completing the transfer of necessary powers to the local level required to address inequalities.
Legislation: The Northern Ireland Executive should consolidate the good practice of the Scottish and Welsh Governments and place the outcomes-based approach to the Programme for Government on a statutory footing.
Legislation: The Northern Ireland Executive should legislate for a Duty to Co-operate within and outwith statutory partnership structures, requiring agencies and tiers of government to work together on Community Planning to maximise the impact and effectiveness of new and existing legislation. This should be extended to the delivery of all public services.
Leadership and ways of working: All Northern Ireland Executive Ministers should demonstrate personal leadership in ensuring the delivery of the outcomes-based approach and the Programme for Government. This will require long-term consideration of societal outcomes, and Ministers and civil servants should learn from Community Planning in doing so.
Leadership and ways of working: Further to the development of the new Programme for Government and the experience of COVID-19, the Northern Ireland Executive should conduct a review of Community Planning as a policy vehicle, alongside the review of the Community Plans in 2021. As part of the review, the Executive should seek to upskill civil servants in all Departments, statutory bodies, and arms-length bodies through the corporate civil service training scheme, to enable employees to participate fully in the Community Planning process, and to allow greater co- production and co-ordination between the Programme for Government and Community Planning.
Leadership and ways of working: The Northern Ireland Executive should invest in strengthening the relationship between central and local government. This should include developing opportunities for different tiers of government to come together; for learning opportunities on areas of success and best practice at different levels; and for secondments of civil servants to the Community Planning process.
Data and evidence: The Northern Ireland Executive should fund a collective pool of NISRA statisticians to support the eleven Community Planning Partnerships with the use of data and evidence, retained, led, and managed by NISRA.
Citizen engagement: The Northern Ireland Executive should deliver on the commitments to civic engagement in the New Decade, New Approach Agreement. The Executive should bring forward plans for a Citizens Assembly to take place at least once per year; the Compact Civic Advisory Panel should be brought forward as soon as possible to advise the Executive on the delivery of impactful citizen engagement around the Programme for Government; and the commitments to co-design and co-production should be developed.
Citizen engagement: The Northern Ireland Executive should host a full public conversation on collective wellbeing in a post-COVID-19 society as part of the development of the Programme for Government, enabling and empowering all of Northern Ireland’s communities to participate. The Executive should utilise international best practice on community engagement, such as the
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International Association for Public Participation Spectrum of Public Participation and the Scottish National Standards for Community Engagement, to inform its engagement strategy.
Citizen engagement: The Northern Executive should learn from experimentation and innovation in community and citizen engagement undertaken by Community Planning Partnerships, in the development and delivery of the Programme for Government.
Citizen engagement: In the development of a dedicated Programme for Government monitoring and reporting website, as outlined in the New Decade, New Approach Agreement, the Northern Ireland Executive should build on the good practice of innovative visualisation and communication of data in the Statements of Progress and learn from international examples in communicating about wellbeing frameworks. The Trust also recommends that the Executive tables an annual report to the Northern Ireland Assembly as to the progress being made towards the outcomes in the Programme for Government, and that a debate is held in the Assembly.
Recommendations for Community Planning Partnerships The recommendations for Community Planning Partnerships are as below.
Funding and budgets: To support funding from the Executive, all statutory partners should seek to align their strategies and budgets to activities required to deliver the outcomes in the Community Plans. This approach should be trialled with low risk and collectively resourced demonstration projects, to gain evidence of the outcomes that can be achieved when resources are pooled, and sought to be scaled up across the lifespan of the Plans.
Leadership and ways of working: A programme of capacity building for the Community Planning Partnership statutory partners on the ways of working required to make Community Planning a success should be developed. A cultural shift is required to work in a way that includes co- production and a diffusion of leadership, and this will only be achieved through practical support and clarity on the different legitimacies of different groups, such as elected members; local civil servants; and communities. The ways of working should be clearly linked to achieving the wellbeing outcomes in the Plans.
Data and evidence: Community Planning Partnerships undertaking a locality planning approach and those with a District Electoral Area structure in place should learn from the development of tools such as Understanding Scottish Places and Understanding Welsh Places in obtaining data at towns’ level.
Data and evidence: The Chair of the Community Planning Partnerships and leaders of the statutory partners should demonstrate leadership in understanding the value of GDPR compliant data and evidence in supporting the Partnerships to deliver on wellbeing outcomes, and champion its use in Community Planning. Where possible, GDPR compliant data held by the statutory partners of relevance to the Community Plan should be shared with the wider Partnership to help advance progress towards local wellbeing outcomes.
Community and Voluntary Sector: The Community Planning Partnerships should invest in building the capacity of their Community and Voluntary Sector Panel to allow the members to share leadership in the delivery of the Community Plan, and to co-produce services within it.
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Community and Voluntary Sector: Community Planning Partnerships should review the model currently used to secure Community and Voluntary Sector representation in Community Planning, to ensure that it supports the flexibility and responsiveness of the sector, and capitalises on the energy in local communities realised during the COVID-19 pandemic. The District Electoral Area (DEA) structure in place, which worked effectively to mobilise support during the crisis, should be used as the primary starting point for this review.
Citizen engagement: Statutory partners should co-ordinate their community engagement plans and strategies to avoid duplication, ensure coherence, and mitigate against the danger of consultation fatigue. Learning from previous community engagement activities by the statutory partners should be shared within Partnership structures.
Recommendations for the Northern Ireland Executive and Community Planning Partnerships A small number of recommendations relate to both the Northern Ireland Executive and Community Planning Partnerships, as below.
Policy and peer to peer learning: The Northern Ireland Executive and Community Planning Partnerships should seek to learn from other jurisdictions, legislations and policies which strive to protect the wellbeing of future generations, in the development of the new Programme for Government and the review of Community Planning in 2021.
Recommendation for the Northern Ireland Executive and Community Planning Partnerships: The Northern Ireland Executive and Community Planning Partnerships should build on the good practice of innovative visualisation and communication of data in the Statements of Progress and learn from international examples in communicating about wellbeing frameworks. This learning should be utilised in the development of the dedicated Programme for Government monitoring and reporting website, as outlined in the New Decade, New Approach agreement.
Community and Voluntary Sector: The Northern Ireland Executive and Community Planning Partnerships should co-design, co-deliver and co-manage public services with the Community and Voluntary Sector at all levels of service delivery, as part of a new relationship and way of working with the sector.
Recommendations for other organisations The recommendations for organisations outwith the Northern Ireland Executive and local government are as below.
Policy and peer to peer learning: NILGA should build upon the Community Planning network of physical meetings and develop a safe online space which all members of the Partnerships, local government, and members of the Community and Voluntary Sector can access and discuss key areas of Community Planning which have proved challenging, such as the use and presentation of data and evidence, and future commitments, for example, on citizen engagement as outlined in the New Decade, New Approach Deal.
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Data and evidence: NISRA should conduct awareness raising campaigns targeted at Community Planning Partnerships and the public on what data they currently hold for use in Community Planning and to help hold the Partnerships to account, respectively.
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Page 117 This page is intentionally left blank Agenda Item 15
Title of Report:- Officer Presenting:
Update on Strategic Growth Partnership – Strategic Business Manager March 2021 Author: Strategic Projects Officer
1. Purpose of the report / key recommendations
1.1 The purpose of this report is to provide Members of the Governance and Strategic Planning Committee with an update on the most recent meeting of the Derry City and Strabane District Strategic Growth Partnership (Community Planning Partnership) – held virtually on Thursday 04 March 2021.
1.2 It is recommended that Members note the content of this report and the background papers to the meeting available at the hyperlink detailed in 3.17. These papers provide detail in terms of the implementation of the Strategic Growth Plan and the actions within it.
2. Background.
2.1 In accordance with Section 10 of the Local Government Act (Northern Ireland) 2014, Derry City and Strabane Strategic Growth Partnership digitally launched its „Inclusive Strategic Growth Plan – Our Community Plan’ - in November 2017.
2.2 The Strategic Growth Plan (Community Plan) is governed by the “Strategic Growth Partnership” which includes representatives from all Statutory and Support Partners, Elected Representatives and Local Community Planning Chairs, Private and Community and Voluntary Sector organisations.
2.3 The Strategic Growth Partnership provides the strategic direction for the development, implementation, delivery, monitoring and review of the strategic and local Community Plans for Derry City and Strabane District Council.
3. Key Issues
3.1 Due to COVID-19 restrictions and in adherence to Public Health guidance the 14th meeting of Strategic Growth Partnership/Community Planning Partnership for Derry City and Strabane District was convened virtually via
Page 119 WebEx on Thursday, 04 March 2021.
City Deal
3.2 At this meeting members received an update from the Chief Executive on progress towards securing a City Deal and Inclusive Future Fund following the signing of the Heads of Terms which took place on 24th February 2021. The Chief Executive briefed members on the Head of Terms Launch event which took place on the 24th and expressed thanks to all partners for their ongoing support. He highlighted the total funding package of £250M as the single biggest investment made in the City and District and summarised the suite of projects, impacts and next steps of the process.
Strategic Growth Plan Performance Management
3.3 The Strategic Business Manager provided an update on the Strategic Growth Plan progress and performance. This was a further update to earlier reports presented to the Partnership, most recently in July 2020. The most recent update reports that of the current 235 actions and sub actions identified, 11% are already complete, 75% are on track to be delivered as planned, 11% are reported as been progressing at a slower rate than originally planned and 3% were status is unknown or has been unreported.
3.4 An update on key population indicators, on which progress of the Plan is measured, showed that of the 54 population indicators aligned to the Plans 8 Outcomes, 33 showed a positive indicative upward change from the baseline data recorded at the beginning of Plan (2017), 14 indicators showed a
Page 120 indicative negative change, and 7 reported no change from data recorded at the outset of Plan (Nov 2017).
3.5 The full Strategic Growth Plan Actions Progress Report and Population Indicator update is available and can be viewed on the Partnership‟s website.
3.6 The Strategic Business Manager also updated members on correspondence received from the Department of Communities in relation to the pending statutory review of Community Plans by November 2021 (attached as Appendix III). This correspondence acknowledges that the Department is content that community plans have been considered as part of the COVID-19 pandemic response and that this in and of itself is sufficient to meet legislative requirements that the plan continues to meet the needs of the local community. The need for a more „formal Review‟ is therefore extended to April 2022, thereby aligning reviews with the new multiyear Programme for Government.
Page 121 3.7 Members were also invited to consider a draft response to the NI Executive Programme for Government draft Outcomes Framework. This draft response has been prepared on behalf on the Strategic Growth Partnership and is aligned to Council‟s own draft corporate response to the PfG Outcomes Framework. Members of the Partnership were invited to consider and provide input in advance of the consultation deadline of 22 March 2021.
Strategic Growth Plan – Cross Cutting Themes
3.8 The Partnership was also updated on a number of cross-cutting work streams in relation to the Strategic Growth Plan.
3.9 The Director of Legacy outlined work progressing in establishing a Rural Issues Group, Anti-Poverty Group and establishment of a Hardship Fund. Both groups will align to existing Strategic Growth Plan governance structures and would provide regular updates, and escalate issues to the Strategic Growth Partnership if and when required.
3.10 The Natural Environment Regeneration Manager outlined work being progressed in relation to the Sustainable Food agenda and the need to address the existing unsustainable food system as identified in Council‟s Green Infrastructure Plan (2019-2032). This follows on from previous initiatives brought before the Partnership, such as Project Daire and presentations from QUB in relation to sustainable food.
3.11 The following 4 sustainable food projects currently being implemented were presented for Members information and endorsement and to demonstrate how a „new food agenda‟ is central to the community planning process as the everyday purpose of food and its consumption is common to all and cross- cutting.
I. Acorn Farm II. Acorn Fund = UK Climate Action Fund III. Sustainable Food Places IV. Growing Food - Growing Communities
3.12 An update was also provided to members on the ongoing establishment of an Age Friendly Community. The development of an age friendly city and region is a key action within the Strategic Growth Plan under the health and wellbeing outcome of “we live long, healthy and fulfilling lives”.
3.13 PHA funding has enabled the appointment of an Age Friendly Coordinator within Council. Work is currently ongoing to design and develop an Age Page 122 Friendly Strategy and Action Plan for the Council area using a co-design approach. A baseline survey has been launched which will contribute towards the development of the strategy and action plan. Work is also ongoing to develop a community led Older People‟s Network.
Ideas Fund
3.14 Roisin McLaughlin, North West Community Network (NWCN) appraised Members of the British Science Associations Ideas Fund. NWCN together with Developing Healthy Communities (DHC) have been appointed by the British Science Association to co-ordinate the delivery of the Ideas Fund programme in the Derry City and Strabane region. The Ideas Fund is a grants programme which enables groups to develop new ideas that address problems related to mental wellbeing. There are two levels of funding available:
I. Grants of up to £18,000 to develop ideas that are at a very early stage; II. Grants of £90,000 to support, adapt and expand existing ideas that have already been developed.
3.15 The fund will run from January 2021 to October 2023.
Embedding Wellbeing in NI Project
3.16 Members also endorsed a report detailing the ongoing implementation of the various other work streams being undertaken as part of the Partnerships participation in the Carnegie UK Trusts (CUKT) „Embedding Wellbeing in NI‟ project. This included updates on „YOUth Making it Happen’, the first youth focused Participatory Budgeting project in NI to be co-designed by young people; Participation in the Shared Leadership programme; and, the development of co-production approaches to community planning and, creation of resources and materials for the benefit of all the Community Planning Partnerships.
3.17 Members noted that the Embedding Wellbeing in NI will come to an end at the end of this financial year and that an overall project report and recommendations prepared by the CUKT will be presented to the partnership at a future meeting.
3.18 The Partnership also noted the publication of the PHA‟s report on Stakeholder Engagement on Building Community Capacity to Address Health Inequalities across Northern Ireland.
Page 123 3.19 Members of the Governance and Strategic Planning Committee are advised that the Strategic Growth Partnership meeting was well attended by a range of senior statutory and support partners, political leaders and local community planning chairs. All background papers, presentations and recording of the meeting can be viewed on the Partnership‟s website.
3.20 The next meeting of the Strategic Growth Partnership is scheduled to take place on 18 June 2021.
4. Financial and other implications
4.1 There are no direct financial and/or other implications arising from this report.
5. Key recommendations.
5.1 It is recommended that Members note the content of this report.
Page 124 Agenda Item 16
Title of Report:- Officer Presenting: North West Regional Development Group Author: Senior Project Officer Strategic Business Manager
1. Purpose of the report / key recommendations
1.1 The purpose of this report is to provide Members with an update on the progress of the North West Regional Development Group.
1.2 It is recommended that Members note the content of this report.
2. Background.
2.1 Following a process of cross-border, joint Council and government engagement, Derry City and Strabane District Council endorsed and adopted a new strategic model for regional development and growth in the North West City Region with Donegal County Council in 2016.
2.2 The model is Council-led and founded on the principle of partnership between local and central government with place-making at its core. It has a number of key objectives - driving regional economic growth and investment; physical and environmental development and improving community cohesion and wellbeing across the North West Region.
2.3 Both the Irish Government and The Executive Office have committed €2.5million each to support this regional development work as part of the work programme of the North South Ministerial Council (A Fresh Start – The Stormont Agreement and Implementation Plan, November 2015 – Section E5 North West Development Fund).
2.4 At a strategic level, the model comprises the North West Strategic Growth Partnership (NWSGP) which is jointly chaired by the Mayor/Cathaoirleach of both Donegal County Council and Derry City and Strabane District Council, and is attended by representatives from the key Government Departments, North and South with a brief in social, economic and regional development.
2.5 This Strategic Partnership is responsible for delivering “The North West Strategic Growth Plan - A Model for Regional Development and Growth of the North West of the Island of Ireland” which was circulated to Members of this Committee in July 2020. It also supports central government to deliver on the North West Gateway Initiative and in tracking key central government investments relevant to the growth of the North West Region. The inaugural meeting was held on 7th December 2016 and there has been seven meetings of this Partnership to date. The last meeting of the Partnership was held on 2nd December 2020. Members were provided with an update on this meeting at January’s GSP meeting. Page 125
2.6 The work and discussions of the strategic partnership is informed and acted upon by an all-Council group – The North West Regional Development Group (NWRDG) – comprising six Elected Members and senior executive officers from both Derry City and Strabane District Council (DCSDC) and Donegal County Council (DCC). The North West Regional Development Group’s focus is on advancing the three pillars of regional economic growth, physical development and social-wellbeing through engagement with key statutory and sectorial partners across both Council areas. The plans and priorities are also aligned to the strategic objectives of each Council’s Community and Strategic investment plans and priorities.
2.7 The last meeting of the NWRDG was held on Friday 12th March 2021.
2.8 Governance arrangements are in place, which includes the delegation of authority to the NWRDG to take decisions in relation to the development and implementation of a work programme of activity across the three development pillars, including expenditure on any one priority of investment up to a £350k limit.
2.9 The work of the NWRDG is governed by a Partnership Agreement between both Councils. Risk is shared equally between partners with Derry City and Strabane District Council being the Lead Administrative Partner with responsibility for preparation of Accounts etc.
2.10 There are currently 2 staff employed who are responsible for the day-to-day administration of the fund and the provision of a secretariat service to both NWRDG and NWSGP.
2.11 In order to keep Council updated and informed of the progress of these partnerships – minutes from the North West Regional Development Group and updates from the North West Strategic Growth Partnership meetings are routinely presented to Council’s Governance and Strategic Planning Committee.
Page 126 3. Key issues.
3.1 The minutes of the North West Regional Development Group meeting held on the 11th December 2020 were approved at the last NWRDG meeting held virtually on 12th March 2021 and are attached at Appendix 1.
3.2 At this meeting, Members received a presentation from the Education Partners in the North West (UU, LYIT, NWRC and Donegal ETB). Partners gave a detailed presentation on current and future development plans and collaborative working.
3.3 Members also received a presentation from Donegal National Roads Office and Department for Infrastructure NI in relation to the A5 Western Transport Corridor (A5WTC). Officials gave Members a detailed overview of the progress of the A5WTC, the TeNT route and connectivity at Bridgend via the A2 Buncrana Road.
3.4 Members adopted the North West City Region Statement of Regional Priorities which had been issued to the North South Ministerial Council in February 2021. They were also provided with an update in relation to a meeting which was held with An Taoiseach on 18th February with both Mayors, Chair and Vice-Chair of the NWRDG and both Chief Executives. At this meeting, the key strategic priorities and work activity to progress the NW City Region were outlined to An Taoiseach.
3.5 Members also received an update on the financial monitoring of the Group’s activities and considered proposed activity and initiatives under the three pillars of economic growth and development, physical and environmental development and social and community cohesion and wellbeing.
3.6 Members endorsed the Statement of Intent for the Green Transformation of the NW City Region and mandated officers to develop the next steps in taking forward this agenda.
3.7 Members approved funding for proposals for a north west cross border spatial strategy scoping study, a regional energy agency and a research project to identify options to develop and promote the Irish language. Members also asked officers to investigate options to develop and promote Ulster Scots language, heritage and culture.
3.8 Members also received an update on the NW Greenway Network and were provided with a joint Council response to the NWSC Shared Island Climate Biodiversity Consultation. Members also noted an update on the implementation of the programmes of activity under the Ireland North West Investment Strategy. Page 127 3.9 The next meeting of the North West Regional Development Group will take place on Friday 11th June 2021.
4. Financial and other implications
4.1 As outlined in Section 2.3, the work of the NWRDG and NWSGP is funded through the North West Development Fund. There are no direct financial and/or other implications to Council arising from this report.
Key recommendations.
4.2 It is recommended that Members note the content of this report and the ongoing work of the North West Partnership arrangements.
Background Papers
Appendix 1 - Minutes of the North West Regional Development Group meeting held on 11th December 2020.
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North West Regional Development Group Meeting
Minutes of the North West Regional Development Group held on Friday 11th December 2020 at 11.00am via Webex
PRESENT: Derry City & Strabane District Council Councillor Sandra Duffy (Chair) Councillor Michaela Boyle Alderman Derek Hussey Councillor Jim McKeever Councillor Mary Durkan Mr John Kelpie (Chief Executive) Ms Karen Phillips Ms Karen Mc Farland Ms Aeidin McCarter Mr Kevin O Connor Ms Rachael Craig
Donegal County Council Councillor Bernard McGuinness Councillor Albert Doherty Councillor Paul Canning Councillor Gerry McMonagle Councillor Ciaran Brogan (Vice Chair) Mr John McLaughlin (Chief Executive) Mr Garry Martin Mr Michael McGarvey Mr Richard Gibson
In attendance: NWRDG Secretariat: Ms Maureen Doherty Ms Dara Doherty
1. APOLOGIES Councillor Rachael Ferguson Councillor Martin Farren Mr Stephen Gillespie Mr Liam Ward Mr Brendan O Donnell 2. Minutes and Matters Arising from the meeting of 18th September 2020
1 Page 129
Minutes of meeting of 18th September 2020 were agreed as an accurate reflection of the meeting. Proposed: Councillor McMonagle Seconded: Councillor Boyle
Matters Arising Councillor Duffy welcomed members to the meeting and gave a brief outline of the North West Strategic Growth Partnership (NWSGP) meeting held on Wednesday 2nd December 2020. She said it was a very useful meeting around environmental and economic issues. She informed Members that she had raised the issue of high-speed rail from Dublin to Derry and Donegal and proposed inviting transport company West on Track to a future meeting of the Group. Proposed: Councillor Duffy Seconded: Councillor Boyle
Councillor McMonagle asked if a letter was sent to both Governments as proposed at the last meeting. Councillor Duffy advised that the letter had been sent but there was no response received yet.
3. Strategic North West Partnership Governance Issues
(a) NW17/20 NW Strategic Growth Partnership Update Mr Kelpie informed Members that both Chief Executives had met with the Joint Secretaries of the North South Ministerial Council. He said there was very positive indications given at the meeting that major consideration was being given to further funding via the NW Development Fund. He added that both Chief Executives will follow this up with a more informative paper to both governments. Mr Kelpie advised that the NWSGP met virtually on 2nd December which was attended by approximately 50 representatives from both jurisdictions. He said it was a very engaging meeting where both Chief Executives gave a complete summary of progress in regards to the Group and the collaboration between both Councils, including projects that are under way and the issues that are currently being faced. He said there was an update on Brexit provided from both jurisdictions along with presentations from health colleagues in relation to Covid and the sharing of Covid data and information. He also advised that the third level educational establishments updated on their progress and joint working at the meeting. Also attending was the Planner’s Forum, discussing the spatial work that is being done. Both councils also advised of the collaborative work in relation to climate change. Mr Kelpie reinforced that the NWSGP provides a platform for colleagues from both governments to work with the Councils in the North West to deliver on their respective Programme for Government objectives. Mr McLaughlin advised that this was his first NWSGP meeting as Chief Executive of Donegal County Council and informed Members that the Partnership’s interest in the North West Region is very positive and that trust was being built between both
2 Page 130
Councils and both Governments. He also said that the recently established Shared Island Unit would provide opportunities for the Councils. Councillor McMonagle asked if both Councils could work closer together in relation to housing issues in border areas for example Bridgend and Killea. Mr Kelpie advised that there are similar issues in Derry and proposed that Ms Philips will meet with DCC officials to look at issues from both sides of the border. Action: Meeting of Council Officials to look at cross Ms Karen Phillips border housing issues.
Councillor McMonagle proposed inviting An Taoiseach’s office to make a presentation to the Group on the Shared Island Unit. Proposed: Councillor McMonagle Seconded: Councillor Brogan
He also made a proposal to invite representation from the A5/N2 to provide Members with an update on the project. Proposed: Councillor McMonagle Seconded: Councillor Boyle
Councillor Boyle asked if the Group could lobby in relation to Section 47 of the Planning Policy in ROI. John Kelpie proposed that Karen Phillips liaises with Donegal County Council in relation to this and provide an update to the Group. Action: Section 47 Review by DCSDC & DCC Officials. Ms Karen Phillips
(b) NW18/20 Financial Monitoring Report and Register of Decisions - for approval. The Financial Monitoring Report was presented for approval by the Senior Project Officer. Proposed: Councillor McGuinness Seconded: Councillor Canning
(c) NW19/20 North West Partnership Risk Register - for approval. The North West Partnership Risk Register was presented by the Strategic Business Manager, DCSDC. Proposed: Councillor Canning Seconded: Councillor McMonagle
3 Page 131
4. Physical and Environmental Development
(a) NW20/20 NW Metropolitan Growth Strategy – for information. Ms Phillips outlined proposals to submit a paper to the next meeting of the Group to scope out the potential actions required to prepare the North West Metropolitan Sustainable Growth Strategy as the first cross-border regional spatial strategy.
5. Economic Growth and Development
(a) NW21/20 Update on Golden Bridges conference 2020 - For information
Mr O’Connor, Head of Business DCSDC, provided Members with a report on the 12th annual transatlantic Golden Bridges Conference which took place on 20th November 2020. Traditionally the conference takes place in Boston, MA, as the concluding event in the Ireland North West Trade and Investment Mission programme to NE USA.
Mr O Connor advised Members that due to international travel restrictions as a result of the ongoing pandemic, the event was held virtually this year. He outlined the comprehensive programme to Members. He informed Members that approximately 750 people attended the event and that there had been queries from investors since the Conference.
Members congratulated both Council teams on the success of the Conference and their collaborative work in this area.
6. Social and Community Cohesion and Wellbeing Matters Update
(a) NW22/20 Audience Development Project Update – for information.
Ms Mc Carter, Head of Culture DCSDC, provided Members with an update on the planned initial phase of the NW Audience Development project. She advised Members that the plan focussed on two target audiences, older people and families and asked Members to note the proposed expenditure for the initial phase of the plan, which was outlined in the presentation from Ms Henry and Ms Bell.
(b) NW Audience Development presentation from Margaret Henry Chief Executive Officer Thrive and Fiona Bell, Client Director Thrive. Ms Henry and Ms Bell presented both the NW Audience Development Baseline Survey results and the NW Audience Development Plan to Members, outlining proposals for the Older People’s Plan and the Families Plan.
4 Page 132
Members thanked them for the presentation and acknowledged the isolation that was felt by the Community with the cancellation of cultural events and programmes due to Covid.
7. A.O.B.
(a) NW23/20 - NWRDG Meeting Dates for 2021 were circulated to Members.
Thanking Members and presenters for their participation and engagement, the Chairperson declared the meeting closed at 1.10pm
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Title of Report:- Officer Presenting: Media and PR Officer Press office media evaluation report for City Deal Heads of Term Event on 24 February. Author: Media and PR Officer
1. Purpose of the report / key recommendations
1.1 The purpose of this report is to provide Members of the Governance and Strategic Planning Committee with a copy of the Council’s Corporate Communications Press Office media evaluation report relating to the recent City Deal Heads of Terms Announcement event that was held virtually in the Guildhall on 24 February 2011.
1.2 It is recommended that Members note the content of this paper and the background report.
2. Background.
2.1 The Council’s Corporate Communications and Press Office team played a pivotal role in rolling out its comprehensive communications plan to mark the signing of the City Deal Heads of Term event at the Guildhall last month. Our key objective was to engage with the public, our delivery partners and strategic partners and the media to inform them of this important milestone and to communicate the key strategic messages around the positive impact and benefits this investment will bring to the region. The communication plan was devised in partnership with the press teams of the key delivery partners and Government officials and included the development of a suite of communications collateral that incorporated press releases, messaging documents, social media messaging, a suite of video content, imagery and commentary pieces that were shared across a wide range of communication platforms.
2.2 Using our online media dashboard we have monitored and evaluated our media coverage and placement for this event, covering the period of 24 February to 10 March, to give members an overview of the level of engagement and media coverage that was achieved in terms of AVE (advertising value), reach (the number of people we are engaging with) and the sentiment of our coverage (ie whether it is positive, neutral or negative). The dashboard also tracks and evaluates the media collateral that we produced and how we shared it across various media channels including print, broadcast, online and digital , to include our social media content to evaluate the reach and engagement levels with the public.
2.3 The report presented today is prepared in-house and covers a short period from 24 February to 10 March, with the assistance of the online dashboard,
Page 135 that clearly outlines the level of content generated by the press office team to ensure the City Deal Heads of Terms announcement event received maximum exposure across the region and wider NI area.
2.4 The report will give members an interesting insight into the important role the communications team play in getting information out to print, online and broadcast media outlets and the impact social media has in communicating information about this key milestone for Council and its partners.
3. Key Issues
3.1 The report shows that over 200 editorial pieces were generated, of which 64 were in print format, 80 online, 49 radio interviews and 10 TV slots with an audience potential reach of over 60m and a AVE value of over £1.25m.
3.2 From a print media perspective we successfully secured 64 article placements with a reach of over 1.8m and an AVE value of almost £120k. The majority of these news articles were published by the local daily press (63) with a further 42 articles in the regional press, 7 in the NI media and one in the ROI (Irish Times). It is important to note that the sentiment and tone of all the articles published was positive.
3.3 In terms of online engagement for the event, 80 articles were streamed with a potential reach of 50m and a AVE value of over £1.2m. Daily regional media websites accounted for 25% of the coverage followed by wider news sites at 24% and support agencies and partners websites at 18% with the overall tone of the articles being 75 positive and 5 neutral. From a broadcast media point of view we secured 59 broadcast pieces including Radio Ulster, U105 and BBC Radio Foyle with extensive TV broadcast coverage across a wide variety of outlets including television piece on ITV News, RTE News, BBC Newsline and TG4 News.
3.4 The report also shows how the City Deal Heads of Term announcement generated over 600 tweets and 60 Facebook posts, with over 8000 interactions, 2000 likes and over 6000 shares. The Council’s media team, through the Council Corporate social media site and the Mayor’s corporate platform, generated 90 bespoke tweets and over 50 Facebook posts, that included 16 pre-recorded social media videos that can be broken down into over 2,000 likes, over 8k interactions and over 6.3k shares and retweets with a potential reach in the region of 4.8 million people. Among those who tweeted their support were Brandon Lewis MP, Robin Walker MP, First Minister Arlene Foster MLA, Deputy First Minister Michelle O’Neill MLA, a number of Government Ministers, MPs and MLAs, as well as endorsements by well-known celebrities and influencers including Roma Downey, Phil Coulter, John Duddy and Derry City FC.
Financial and other implications
Page 136 4.1 There are no direct financial and/or other implications arising from this report.
5. Key recommendations.
5.1 It is recommended that Members note the content of this report and find attached the media evaluation report for the period 24 Feb to 10 March in relation to the City Deal Heads of Terms announcement. Members are also asked to note that the communications team will continue to roll out other elements of its communication plan in the coming weeks and months to ensure the momentum of this significant announcement is fully maximised. A communications plan that includes the placement of feature articles and positive stories that are linked in with the City Deal and its projects will continue to be rolled out and we are working to develop and enhance our communications collateral to assist with this process.
Page 137 This page is intentionally left blank Derry City and Strabane District Council Page 139 Page
Media evaluation report City Deal signing of Heads of Terms 15th February – 10th March 2021 Icon Glossary Press/Print
Total/Sum Positive Online Page 140 Page
TV AVE Neutral
Radio Potential reach Negative Glossary of Terms
AVE REACH SOURCES Advertising Value Equivalent (AVE) is an NIMMS reach calculations vary by channel. NIMMS uses data from publishers and verified approximation of media value applied to earned PRESS reach is calculated using a circulation by sources such as Audit Bureau of Circulations (ABC), media. AVE is calculated for press, online and readership multiplier based on latest industry JNRS (Joint National Readership Survey), broadcast using rate card from verified sources research and best practice. MediaLive, JNLR (Joint National Listenership and/or direct from publisher as a basis for Research), Alexa. Amazon. intimating a €Value relating to content. Readership multipliers here: Daily newspaper (national) x 3.27 TEXT ENTITIES BUZZ Daily newspaper (regional) x 2.91 Text entities represents the most commonly used Buzz = number of media item. Sunday paper x 2.66 words within media in your search criteria. The Popular press x 5.06 value attributed to each word is based on Page 141 Page CIRCULATION Weekly newspaper/magazine x 7.3 buzz/number of media piece. Circulation applies only to press. We include print Trade and professional press x 3 run and distributed circulation as declared by Customer Magazine x 2.38 TONALITIES publisher and verified by other sources. Tonalities applies where content is manually ONLINE/WEB reach is sourced monthly and reviewed for sentiment. Sentiment scores are HASHTAGS calculated based on monthly visits sourced via attributed to content under the following rankings: NIMMS’s hashtag tracker captures hashtags across Alexa mainly and other online measurement Positive: the media piece is predominantly all copy media. The value attributed to each sources. positive, favourable. hashtag is based on buzz/number of media piece. Neutral: the content is neither positive nor BROADCAST TV/RADIO reach = negative or may be attributed to a balanced piece INTERACTIONS listenership/viewership. that counters negative and positive associations. Interactions is the total sum of interactions with a Often used for passing mentions of key words. social media post (retweets, favourites, SOCIAL reach = page likes/followers/subscribers. Negative: the media piece will leave the reader comments, shares, emojis, views, likes, dislikes). with a negative viewpoint from brand perspective. VISITS Visits applies to blog content. Executive Summary Print Online TV Radio
£1,243,832.21
Total: 64 Total: 80 Total: 10 Total: 49 Page 142 Page A total of 203 items of editorial content was generated around the City Deal signing of Heads of Terms. The breakdown saw 64 print articles, 80 online articles, 49 radio pieces and 10 TV features. This saw an editorial split of a 39% for online media against 32% for printed media and a 29% share for radio and TV material. The majority of editorial coverage featured on Daily Regional content, a total of 76 articles - 37% share against all other editorial coverage.
Social Summary 60,357,819 Social content around the City Deal signing of Heads of Terms generated a total of 661 Twitter and Facebook posts. Within this coverage, there were 8.3K interactions, broken down further – 2K likes/Favourites and 6.3K shares. The Overall Potential Audience Reach potential audience reach for the related social coverage was 4.8M. The overall editorial and social media coverage generated a potential audience reach of 60.4 million. Online coverage had a potential audience reach of 50.3 million, print produced a reach figure of 1.8 million while broadcast had a combined potential audience reach of 3.5 million. Social media had a potential 2K audience reach of 4.8 million. 661 Tweets 8.3K 6.3K likes or and Posts interactions shares favourites Page 143 Page Print, Online & Broadcast Media Analysis Volume
1 7
Total: Potential Reach Total: 64 £119,381.99 1.8M
Print 144 Page Media Analysis Across printed media coverage, the City Deal signing of Heads of Terms generated 64 print articles, with a potential audience reach of 1.8 million - 3% share against the total reach for editorial and broadcast coverage. In terms of media types, 88% of coverage 56 came from regional daily newspapers, with 11% coming from national daily newspapers and 1% from popular press. Daily Newspaper (regional) Daily Newspaper (national) Popular Press
Print Sentiment Sentiment across print media for the Heads of Terms coverage was overall positive. The breakdown identified 63 positive articles, 1 neutral and 0 negative print items. Total: 63 Total: 1 Total: 0 County Breakdown A breakdown by the total number of printed articles by NI County, with each publication and totals listed. All of NI Total No. Total No. Articles: 7 News Letter = 2 Articles: 42 Irish News = 2 Derry Journal = 29 Belfast Telegraph = 1 Derry News = 4 Daily Mirror = 1 Londonderry Sentinel = 7 Business Eye = 1 North West Telegraph = 1 Northern Constitution = 1 Page 145 Page
Total No. Articles: 14 Strabane Weekly News: 9 Strabane Chronicle: 4 Tyrone Herald: 1 All of ROI Total No. Articles: 1 Irish Times = 1 Online Media Analysis Across online media coverage, content around the City Deal Heads of Terms Volume signing generated 80 online articles, with a potential audience reach of 50.3 million - 91% share against the total reach for editorial and broadcast coverage. In terms of media types, among the top three - 25% of online coverage featured on 9 Daily Regional Newspaper websites followed by 24% News Sites, and 18% from Party/Club/Association websites. 9 20
9
Page 146 Page 19 14
Total: Total: 80 Potential Reach Daily Newspaper (Regional) News sites £1,076,771.66 50.3M Party/club/association Program TV/Radio Weekly Newspaper/Magazine Other
Online Sentiment Sentiment across online media for Heads of Terms coverage was overall positive. The breakdown identified 75 positive articles, 5 neutral and 0 negative online items. Total: 75 Total: 5 Total: 0 Broadcast Media Analysis Across Broadcast Media, the City Deal Heads of Terms signing boasted a total of Potential Reach 59 visual and audio items, with a potential audience reach of 3.5M - a 6% share against all other relevant coverage. With regards to broadcast stations by reach, among the top 3 – BBC Radio Ulster saw a potential audience reach of 901K. Total: 59 3.5M Content from U105 saw a reach potential of 889K, while BBC Radio Foyle produced a reach figure of 506K. In terms of shows, BBC Radio Foyle Breakfast generated the greatest total of broadcast items – with 10 pieces reaching a Total: potential audience of 340K. There was extensive broadcast coverage across a £47,678.57 wide variety of outlets including television piece on ITV News, RTE News, BBC Newsline and TG4 News, and radio pieces on prominent shows like Radio Ulster’s Good Morning Ulster, U105 Morning Show and U105’s Frank Mitchell Show.
Page 147 Page RADIO FOYLE BREAKFAST U105 NEWS RADIO ULSTER NEWS BBC NEWSLINE
Top 8 Broadcast Shows Total: 10 Total: 7 Total: 7 Total: 7 by Buzz/Total 340K 658K 675K 458K
Q RADIO NEWS U105 MORNING SHOW GOOD MORNING ULSTER MARK PATTERSON SHOW
Total: 7 Total: 4 Total: 2 Total: 2 175K 124K 146K 46K
Broadcast Sentiment Sentiment across broadcast media coverage was overall neutral. The breakdown identified 22 positive items, 37 neutral and 0 negative broadcast items. Total: 22 Total: 37 Total: 0 Page 148 Page Social Coverage Social Coverage Volume
58 Combined Social Totals: 662 There was a total of 662 items of social content generated around the City Deal signing of Heads of Terms. The breakdown of coverage saw 604 Tweets and 58 Facebook posts. This was a 91% share for Twitter, against a 9% share for Facebook. There were social posts from politicians including Brandon Lewis MP, Robin Walker MP, Arlene 604
Page 149 Page Foster MLA, Michelle O’Neill MLA, Nichola Mallon MLA, Conor Murphy MLA, Colum Eastwood MP, Órhlaith Begley MP amongst many others. It was also mentioned by well-known celebrities and organisations including Roma Downey, Phil Coulter, John Duddy and Derry City FC. Facebook Twitter Interactions Reach Interaction Breakdown 4.8M Some more isolated breakdown of interactions shows that there were 2K actual 8.3K liked or favourited reactions to a social post. Total Interactions & Reach The combined number of shares for social content was 6.3K. A deeper break- The 662 items of social coverage had a potential audience reach of 4.8 million down shows 99% of these where across Twitter and 1% for shares across over the period of the report. Comparing social and editorial reach (55.6 million), Facebook. editorial shared 92% of the overall reach against social’s 8%. Total Social Total Social The overall interactions with social content around the Heads of Terms content content liked content shared: was 8.3K. or Favourited: This figure can be also be used as another reach estimate as people have either 6.3K share, favourited or liked a social post. 2K Top DCSDC press office Twitter Top DCSDC press office Facebook DCSDC Press Office post by interactions post by Interactions Social Output
Page 150 Page 90 1K 701.2K
@dcsdcouncil & @mayordcsdc A total of 90 tweets with a potential audience reach of 701K people and engagement with 1K interactions. 87 17 78 19 53 407 914.6K 55 Derry City and Strabane Council / Mayor 3.7K 70 8.1K of Derry and Strabane A total of 53 posts with a potential th 08:15 – 24th February 2021 audience reach of 914.6K people and 08:08 – 24 February 2021 engagement with 407 interactions. Top Influencers
Buzz NIO 4 Colum Eastwood 3 NI Executive 3 A total of 4 tweets with A total of 3 tweets with A total of 3 tweets with potential exposure to potential exposure to potential exposure to 30 83.6K people and actual 89 106K people and actual 90 147K people and actual engagement with 89 engagement with 90 engagement with 30 interactions. interactions. interactions. 83.6K 106K 147K
Reach Robin Walker Page 151 Page Roma Downey 1 Brandon Lewis 2 2 A total of 2 tweets with A total of 2 tweets with A total of 1 tweet with potential exposure to potential exposure to potential exposure to 11 116K people and actual 21 28.6K people and actual 22 287.8K people and engagement with 21 engagement with 22 actual engagement with interactions. interactions. 11 interactions. 287.8K 116K 28.6K
Interactions Órfhlaith Begley 3 Nichola Mallon 1 Michelle O’Neill 1 A total of 3 tweets with A total of 1 tweet with A total of 1 tweet with potential exposure to potential exposure to potential exposure to 22.7K people and actual 51 25.6K people and actual 40 78.5K people and actual 214 engagement with 51 engagement with 40 engagement with 214 interactions. interactions. interactions. 22.7K 25.6K 78.5K Page 152 Agenda Item 18
Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Northern Ireland Housing Council Update Author: As above
1 Purpose of Report/Recommendations
1.1 To provide Members with the most recent Housing Bulletin.
2 Background
2.1 The Northern Ireland Housing Council is an advisory and consultative body considering any matter affecting housing, or any matter which appears to be a matter pertinent to housing on the wider front. The Housing Council may also consult with or be consulted by other organisations on a wide range of housing related matters.
2.2 The Housing Council is made up of one representative from each of the 11 Councils in Northern Ireland. This Council’s representative is Alderman Breslin.
2.3 Further to Minute Ref GSP 115/19, it was noted that a Bulletin would be forwarded to councils following each of the Housing Council’s monthly meetings.
3 Key Issues
3.1 The Housing Council is also a monitoring body, and regularly reviews progress reports and monitors performance of those responsible for ensuring the delivery of housing services in Northern Ireland.
3.2 The Housing Bulletin relating to March 2021 and the ratified minutes of the February 2021 Housing Council meetings are attached for Members’ information (Appendices 1 and 2 respectively).
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 There are no direct implications associated with this report.
5 Recommendations
V1.3 Effective 21 May 2019 Page 153 5.1 That Members note the content of the attached Housing Bulletins.
Background Papers
V1.3 Effective 21 May 2019 Page 154
MARCH HOUSING COUNCIL BULLETIN
The Northern Ireland Housing Council met on Thursday, 11th March 2021 at 10.30 am via Conference Call.
For Information, a report of the attendance is undernoted:-
Present by Video Conferencing
Tommy Nicholl Mid & East Antrim Borough (Chair) Anne-Marie Fitzgerald Fermanagh & Omagh District (Vice Chair) Mark Cooper Antrim & Newtownabbey Borough Jim Speers Armagh City, Banbridge & Craigavon Borough Michelle Kelly Belfast City Catherine Elattar Mid Ulster Borough Council Amanda Grehan Lisburn & Castlereagh City
Members Apologies
Nick Mathison Ards & North Down Borough John Finlay Causeway Coast & Glens Borough Allan Bresland Derry City & Strabane District Mickey Ruane Newry, Mourne & Down District
Discussions on the undernoted matters took place as follows:-
Paul Price and David Polley from the Department for Communities gave a verbal update on Department’s Top Housing issues, which included the following items:-
Social Newbuild starts Co-ownership Programme for Social Reform Fundamental Review of Social Housing Allocations Policy Reclassification of Northern Ireland Social Housing Providers Supporting People Delivery Strategy Homelessness Strategy Regulation of the Private Rented Sector Increasing Housing Supply Affordable Warmth Scheme NIHE Rent Increase ERDF Investment for Growth and Jobs Programme 2014 -2020 Programme for Government (PfG) Outcomes Framework
PagePage 1 155 Housing Council 478th Meeting of the Northern Ireland Housing Council
Options to remove historical debt from the NIHE and exclude it from having to pay Corporation Tax Long term rent trajectory Affordability of social rents
Members then received a presentation of the Housing Executive’s Cladding of Tower Blocks.
Once the minutes of the meeting are ratified at the April Meeting, they can be accessed on the Housing Council website: www.nihousingcouncil.org
The next Housing Council Meeting is scheduled for Thursday, 15th April at 10.30 am via conference call.
Should you require any further information or have any questions regarding the content.
Contacts Chair, Alderman Tommy Nicholl MBE [email protected] Mobile: 07970012520
Secretary, Kelly Cameron The Housing Centre, 2 Adelaide Street Belfast BT2 8PB [email protected] Tel: 028 95982752
______
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Minutes of the 477th Meeting of the Northern Ireland Housing Council held on Thursday 11th February 2021 at 10.30 am via Webex
Present by Video Conferencing:
Tommy Nicholl Mid & East Antrim Borough (Chair) Anne-Marie Fitzgerald Fermanagh & Omagh District (Vice Chair ) Mark Cooper Antrim & Newtownabbey Borough Jim Speers Armagh City, Banbridge & Craigavon Borough Mickey Ruane Newry, Mourne & Down District Nick Mathison Ards & North Down Borough Michelle Kelly Belfast City Allan Bresland Derry City & Strabane District Catherine Elattar Mid Ulster Borough
In Attendance:
Clark Bailie Chief Executive (Housing Executive) Grainia Long Chief Executive Designate (Housing Executive) Heloise Brown Department for Communities Ciara Lynch Department for Communities Kelly Cameron Secretary (Housing Executive Secretariat)
Apologies:
John Finlay Causeway Coast & Glens Borough Amanda Grehan Lisburn & Castlereagh City
1.0 Declarations of Interest
None.
2.0 To adopt the Minutes of the 476th Housing Council Meeting held on Thursday 14th January 2021
It was proposed by Alderman Bresland, seconded by Councillor Mathison and resolved, that the Minutes of the 476th Meeting of the Housing Council held on Thursday 14th January 2021 be approved and signed by the Chair.
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Housing Council 477th Meeting of the Northern Ireland Housing Council
3.0 Matters Arising from the Minutes
3.1 Invitation to the Minister for Communities to attend a future Housing meeting
It was noted that a reply is still awaited.
3.2 Queries by Members responded to since the last meeting, in relation to policy issues have been included in your papers for information:-
. Councillor Mathison - Details on the Affordable Warmth Scheme budget figures for the last few years
4.0 Housing Executive’s Board Bulletin Board Meeting – December/January Board Meeting
Mr Bailie reported on the Housing Executive Board’s deliberations:-
It was noted that the Board held a (Special Meeting) in December to discuss the Housing Executive’s new Board Committee Structure and the long-term future of the Housing Executive.
At the Board Meeting on 27th January, the Department of Communities’ Permanent Secretary, Tracy Meharg, joined the Board to observe the meeting. While she could only join in for one hour due to another engagement, she welcomed the opportunity to hear presentations on the Tower Block Action Strategy, Homelessness and also shared a brief summary on the draft budget, which was out for consultation .
Papers considered at the meeting were as follows:-
Tower Block Action Plan Update Demolition of Monkscoole House Tower Block Homelessness Response to Covid-19 & Homelessness Funding Homelessness Funding Update 2020/21 Housing Executive Response to NIAO report on Homelessness Welfare Reform Project Update Approval to award a contract for Provision of an Occupational
Therapist Service
ECM Ardgart Place, Avonlea Gardens, Inniscarn Drive etc
Housing Services Customer Service Excellence Re-accreditation 2020/21 Response to NIRHC Out of Sight out of Mind – Travellers’ Accommodation in Northern Ireland Report Compliance Health & Safety Update January 2021
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Housing Council 477th Meeting of the Northern Ireland Housing Council
Settlement of Terminal Schedule of Dilapidations on Former NIHE Office Housing Services Customer Service Excellence Re-accreditation 2020/21 Corporate Quarterly Report as at 31st December 2021 Land Acquisitions and Disposals Quarterly Update Supporting People Programme Update
Matters Arising from the Board Bulletin
Housing Council Members on the Board 4.1
Agreed - Housing Council Members who sit on the Housing Executive
Board should be given the opportunity to update Members on the Board
deliberations at a private session prior to the Housing Council to give
Members the opportunity to discuss any issues and perhaps prepare
questions for the Officers during the Meeting.
Homelessness 4.2
Councillor Mark Cooper expressed his concern that it should not have
taken a pandemic to achieve the successful results of getting the
homeless off the streets and into a safe environment, and hoped the
lessons learnt and arrangements for multi-agency collaboration and
consultation would now continue to tackle the homeless situation within
Northern Ireland.
In response to Councillor Cooper’s question in relation to Housing
Executive funding for 2021/22, Mr Bailie confirmed that to date there is
no confirmation from the Department of Communities on the allocated
budget figures for the next financial year, he added that there is huge
pressure on the Northern Ireland budget with minimum increase, with all
the new pressures. Members noted that the Department are aware of
the pressures on the Housing Executive’s Regional Services budget,
over the last year there was a welcomed increase amount of money
received due to COVID-19. Mr Bailie added that a contingency plan is
in place if money is not made available and the Housing Executive may
need to reprioritise areas within the budget. It was recognised that this
is a very challenging year for the entire public sector.
Councillor Cooper expressed concern that money not spent during the
financial year is to be handed back to the Treasury and enquired if the
funding could be used to tackle homelessness.
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Mr Bailie explained the accounting rules are unable to carry money from one financial year to the next on the regional side. There may be representations to Treasury to see if there is an opportunity to carry money into the next financial year. He added that money for in this years’ budget allocation has been fully utilised.
Mr Speers supported the Town Centre Living (TCL) Heritage Lottery scheme, he felt this scheme was very beneficial, good value for money and regenerated town centre living and asked the Housing Executive to continue to avail of such schemes.
5.0 Fundamental Review of Social Housing Allocations – Consultation Outcome Report
Ms Ciara Lynch, Department for Communities gave Members a presentation on the Consultation Outcome Report of the Fundamental Review of Social Housing Allocations. (Copies of the Slides are appended to these minutes – Appendix A).
Ms Lynch gave a brief overview of the consultation findings and an indication of the likely timescales for implementation. It was noted that the Department for Communities plans to implement 18 of the 20 consultation proposals. Two proposals will not proceed as per the consultation (Proposal 7 Removal of Intimidation Points and Proposal 9 Interim Accommodation Points) and require further analysis to consider alternatives.
A list of questions had been submitted by Members as follows:-
What additional budget is required to deliver the agreed recommendations and has this been made available in the draft 2021/2022 budget?
Ms Lynch explained that the Housing Executive provided a provisional budget. This was estimated as £4.1 million over 3 years, with around £1 million in Year 1. It was noted that the Housing Executive need to update the costings and the Departmental budgets have not yet been set for 2021/2022.
Recommendations 2 & 3 (removal of Full Duty Applicant Status based on conduct): Concerns have been identified in relation to passing a problem on to the private rented sector which may be less well equipped to deal with challenging or vulnerable tenants?
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Ms Lynch explained that ineligible is a last resort and other interventions and support will be tried first.
The Housing Executive work with organisations on the ground to support applicants with underlying issues which may lead to Anti Social Behaviour (ASB). She added that support is available including mediation, referrals to specialist support organisations, also Increased awareness of the potential to be found ‘ineligible’ may act as a deterrent
Do you anticipate these recommendations would give rise to legal challenges on human rights grounds and if so, are they workable and deliverable?
Members learned that the proposals were subject to equality screening and identified potential adverse impacts on young males (potentially perpetrators). As and when these changes are put into place, further screening and investigation of such issues will take place. She added that the Department would have to carefully assess that before bringing forward legislation to ensure it is within competence and doesn't breach the Human Rights Act. There is no reason to think that they would breach human rights at this time. The test when refusing eligibility has to be based on what a court would decide, and the bar for that would not change - only the point at which Housing Executive would make that decision.
What support and advice would be given to those who declined Full Duty Applicants (FDA) status due to misconduct to ensure they are not placed at risk and receive support with mental health, addictions etc?
It was explained that the Housing Executive works with organisations on the ground to support applicants with underlying issues which may lead to ASB and this support will continue.
Recommendation 4 (discharging homeless duties on tender neutral basis) - How will it be ensured tenants being housed in private sector are assured good quality and affordable homes with appropriate security of tenure?
Prior to implementation, the Housing Executive will undertake an initial scoping exercise to consider the practicalities associated (including significant IT/system changes) with implementing discharge into the private rented sector. It is envisaged that this exercise will provide greater clarity on the impacts and the safeguards which may be required.
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Ms Lynch added that the Department for Community officials are starting work on a comprehensive review of fitness for all tenures.
This will take some time to complete. An amendment will be made to the Landlord Registration regulations to incorporate a fitness declaration at the point of registration. In time this will then be underpinned by a change to the fitness standard to improve the standard of these properties.
The outcome of the fitness review, including any changes to the fitness standard, will be taken into account when this proposal is being considered for implementation, to ensure that the appropriate safeguards are in place.
Is it anticipated that refusals of privately rented accommodation would be deemed refusals of 'reasonable offers'?
This issue will be taken into account as part of the Housing Executive’s initial scoping exercise.
Current system of Local Housing Allowance makes private rental unaffordable for many. Is it reasonable to discharge homeless duties by placing tenants in unaffordable homes?
Cost and security of tenure are issues that need to be considered as part of the Housing Executive’s initial scoping exercise prior to implementation to make any Private Rented Sector (PRS) solution workable.
Recommendation 7 (decision not to remove intimidation points) - How will needs of victims of domestic abuse be properly reflected in the scheme while ongoing review of intimidation points continues?
Ms Lynch explained that current arrangements will continue at the moment, whereby victims of domestic abuse will receive primary social needs points for violence/threat of violence and homelessness points.
It was noted that under the current Selection Scheme, someone who leaves their home as a result of domestic abuse can be allocated points for homelessness (70 points) and Primary Social Needs points (max. 40 points) for violence or the threat of violence – a maximum of 110 points are available. These Primary Social Needs points recognise the serious impact that domestic violence has on a household and aim to prioritise their needs accordingly.
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It was noted that care must be taken regarding this group, at present verification of domestic abuse is not as potentially intrusive as the process currently in place to consider allocation of intimidation points for other groups.
Given the sensitivities applying same verification as others faced with intimidation may not always be appropriate. It will be prudent to carefully consider protocols to continue to deal with these households
While ongoing review and consultation is undertake, how will the department make the current system more open and transparent?
Communication around progression of all proposals will be important. As part of its planning phase the Housing Executive will develop a communications plan ensuring clarity and transparency.
Recommendation 10 (new banding system) - Can more detail be provided as to how the proposed new system would operate and what its benefits would be?
Ms Lynch stated that the aim is to continue to use the points system, then group those with similar levels of points within bands, which will then be used to allocate homes based on time waiting. The benefits would be as follows:
clear and transparent approach; applicants know exactly where they are on the list and won’t be overtaken by someone with just a couple more points (which would happen currently); a reduction in number of applicants in high need who have been waiting a very long time.
Recommendation 15 (2 rather than 3 offers of accommodation) - How will 'reasonable offer' be defined to ensure the process is fair and transparent?
It was noted that this point was strongly made by consultation respondents. There was concern that what is “reasonable” for the Housing Executive to discharge its duty is not always “suitable” for applicants. There was some feedback received on how to make the process more fair and transparent. This has been fed through to the Housing Executive for consideration during implementation. She added that clear guidance for applicants and landlords should be made available to ensure transparency and fairness of approach.
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Councillor Cooper expressed concern over the Ministers commitment for implementing these recommendations without a confirmed budget to fulfill the commitments.
Ms Lynch was in agreement with Councillor Cooper that some of the proposals could be aligned with each other.
Councillor Cooper referred to the Proposal 7 Removal of Intimidation Points which will not proceed as per the consultation and highlighted that the proposal response rate was 85% from all sectors, he expressed his concern that the Minister has decided not to implement and bring back for further consultation. He also felt that domestic violence should have been addressed separately.
Mr Bailie stated that there are genuine cases of intimidation but also the system can also be subject to misuse and the Housing Executive uses different sources to substantiate claims submitted but are primarily guided by the information provided by the PSNI.
Mr Bailie added that the Housing Executive are keen to implement the recommendations, subject to funding being made available.
Ms Lynch said that the Minister in her statement made a number of housing commitments moving forward and these are priorities for her, however there are other priorities also and there may have to be difficult choices to be made but the budget will determine the priorities.
Mr Speers expressed concern at the reduction of refusals from 3 offers of accommodation to 2 offers. In response Mr Bailie explained that the Housing Solutions Team consult with the applicants and their needs to a great degree and present them with informative choices prior to a reasonable offer being made.
The Chair would support the inclusion of local preference points for people being offered in their local area, in response Mr Bailie stated that the Housing Executive do their best to meet their applicants needs but unfortunately sometimes that is not always practical within their area.
The Chair thanked Ms Ciara Lynch and Ms Heloise Brown for a very worthwhile and informative presentation.
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7.0 Social Housing Development Programme Housing Starts and Completions
Members noted the report as circulated.
8.0 Housing Executive’s Scheme Starts January 2021
Members noted the report as circulated.
9.0 Retirement of Clark Bailie
As this was Clark Bailie’s last Housing Council meeting, the Chair paid tribute to him and, of behalf of Members, thanked him for his courteous and professional manner in which he had always addressed the Housing Council during his time as Chief Executive of the Housing Executive. He added that it had often been stated that the Housing Executive is in a safe pair of hands while under his leadership and he wished him a long, happy and healthy retirement.
The Chair also confirmed that the Housing Council, as a token of their appreciation, had a small gift for Mr Bailie and the Secretary would progress arrangements to ensure he received it. As this was Clark Bailie’s last Housing Council meeting, the Chair paid tribute to him and, of behalf of Members, thanked him for his courteous and professional manner in which he had always addressed the Housing Council during his time as Chief Executive of the Housing Executive. He added that it had often been stated that the Housing Executive is in a safe pair of hands while under his leadership and he wished him a long, happy and healthy retirement.
The Chair also confirmed that the Housing Council, as a token of their appreciation, had a small gift for Mr Bailie and the Secretary would progress arrangements to ensure he received it.
10.0 Date and Venue of Next Meeting – Thursday 11th March 2021 at 10.30 am via Webex
It was noted that the above monthly meeting would encompass attendance from the Department for Communities, with the Housing Executive returning to the April Monthly Meeting.
The Meeting concluded at 12.15 pm.
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Appendix A
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Title or Report Officer Presenting: Strategic Business Manager NILGA Update Author: Strategic Business Manager
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to provide Members with an update on:
The key outcomes notes of the meetings of the NILGA Office Bearers held from 23rd Feb - 16th March 2021 A copy of NILGA’s response to the Programme for Government Outcomes Framework. Local Government side preparations for the Partnership Panel meeting scheduled to take place on 21st April 2021.
1.2 Subject to Member views and comments, it is recommended that members note the contents of this report.
2 Background
2.1 The Northern Ireland Local Government Association (NILGA) is the representative body for the 11 councils in NI. It promotes, develops and champions local government by developing regional (all Council) approaches to key issues affecting the sector, including elected member development, collective lobbying, policy formulation, best practice events and campaigns to improve democracy and public services.
3. Key Issues
Office Bearers Outcomes Notes
3.1 Members are advised that the NILGA office bearers meet weekly and produce a weekly bulletin following their meetings. The office bearers have requested that copies of the bulletin are tabled as a standing item at a relevant council committee. Subsequently, the outcomes note of the meetings held from 23rd Feb – 16th March 2021 are duly attached as appendix one.
Draft Programme for Government Consultation Response
Page 181 3.2 NILGA has also prepared a draft consultation response on behalf of local Government on the Draft Outcomes Framework on the Programme for Government. The Chair of the Reform, Devolution and Improvement Network (co-ordinated by NILGA with support from all councils and SOLACE) has written to Council advising that the RDI Network held a consultative meeting on Monday 22nd February 2021, where NILGA hosted representatives from the Executive Office (TEO) on the new Programme for Government framework - currently out for consultation.
3.3 NILGA have advised that there were representatives from the 11 councils in attendance at member and officer level and the attached draft in response to the PfG framework is enclosed as appendix 2. This is a regional response designed to emphasise local government’s collective view on what needs to change through the PfG. NILGA asks that this draft response is distributed through a council standing committee for Full Council feedback / support. NILGA appreciate that the meetings cycle in Council means feedback is retrospectively approved on occasions.
Partnership Panel for Northern Ireland
3.4 The Partnership Panel is an important forum which was established by the Northern Ireland Executive in 2014 to promote joint working and co-operation between central and local government. The basic structure and functions of the Panel are outlined in Section 103 of the Local Government Act 2014. The Act provides for all Executive Ministers, including Junior Ministers to be members of the Panel. The Local Government side is comprised of a representative from each of the 11 Councils and five representatives from representative bodies or associations of the district councils.
3.5 The Panel allows local government and central government to discuss matters affecting the exercise of any of its functions; permits representations to any Northern Ireland Department on matters affecting, or of concern to, those involved in Local Government, and allows central government to give advice to those in local government. The Partnership Panel is chaired by the Communities Minister. The Council agreed that Councillor Ruairi McHugh would represent the Derry City and Strabane District Council on the Partnership Panel for Northern Ireland at its Annual Meeting in March.
3.6 The Northern Ireland Partnership Panel aims to discuss and resolve policy matters of major and common concern, issues across both levels of government and across the 11 councils. The local government side meeting will be held on the 07th April and will provide an opportunity for Local Government sector to agree the key issues to be brought to the next full Partnership Panel engagement with Ministers. NILGA have advised some of the proposed items for wider discussion and development on the 07th April include: the role of Councils in the emerging Programme for Government devolution and localised investment via Councils
Page 182 Community planning; policy and lobbying priorities a discussion on Department Resources per District Council Area Public Life Civility and Parity Climate Action; Central and Local working. 3.8 NILGA have asked if there are any strategic or policy issues Derry City and Strabane District Council wishes to raise they have asked that it is raised via a Council Standing Committee and completion of a short template form attached as appendix three.
4 Financial, Equality, Legal, HR and Other Implications
4.1 There are no direct financial implications arising from this report.
5 Recommendations
5.1 Subject to Members views it is recommended that Members note the ongoing work of NILGA in the PFG consultation, office bearer’s outcomes notes and preparations for the forthcoming Partnership Panel.
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COUNCIL RATES = INVESTMENT IN LOCAL RECOVERY & PRUDENCE NILGA TO ENSURE COUNCIL BUDGETS BENEFIT FROM “LEVELLING UP” & SHARED PROSPERITY FUNDS
WEEKLY ACTION MEETING – All Councils Tuesday 23rd February 2021 (10.15 – 11.20am)
1. Councils & SOCIAL ENTERPRISE: Colin Jess gave an overview of the work SENI are currently involved in, including their recent appointment to High Streets Task Force along with NILGA and Solace. All 11 Councils are members of SENI, which has set out several asks for councils to consider: • to invite Social Enterprises from the Council areas to Council events, • to have regular contact with SENI and signpost new Social Enterprises to them, • to support Social Enterprise Day as part of Global Entrepreneurship Week, • to become a Corporate Member of Social Enterprise NI, • to support SENI events which are held in each Borough / District, • to support the SENI Conference each year & enter the Annual Awards. SENI in return will: • support the Council Social Enterprise Programmes, • collaborate in joint events for Social Enterprises in council areas, • provide 1 years free Membership to new Social Enterprise’s in each Council area, • provide 2 free spaces to the Annual Conference and discounted spaces at the Annual Awards, • promote any relevant Council organised Events in the Ezine, Website and on Social Media, • run Regional pitching events in each of the 11 Council Areas in Partnership with Community Finance Ireland.
The strategic role of SENI in 2021 and beyond includes: Covid Funding for the Sector, to promote social enterprise to students and young people, to look at Dormant Accounts, the development of a Social Enterprise Strategy for NI, the Procurement Board Membership, and the High Street Task Force.
There has been some diversification of social enterprise businesses in the last year due to Covid, this will expand, for example, in terms of recycling, re-use, etc., as there is now a pressure on Councils and other waste bodies that waste materials are used locally to help with the circular economy in NI.
Social Enterprises are finding it difficult to pay the considerable VAT costs; Ald McDowell asked if there may be a concession for Social Enterprises going forward. Colin explained that it is difficult to promote Social Enterprises as businesses and then want a concession in paying VAT like all other businesses must pay.
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Colin spoke about measuring social value in the procurement process. The Procurement Board is looking at this issue in their Social Value Working Group. Colin asserted that in NI social value lies with Central Government, whereas Councils are pushing for it to be part of their decision taking looking ahead.
AGREED: SENI / NILGA Strategic partnership continues via Awards, High Streets Group but further with Policy exchanges on PfG, NI Budget, Enterprise Development.
2. Rates Setting – while some Councils have agreed their rates for next year, others are due to follow soon. Breaking down the cost into a weekly, monthly, and yearly price helps ratepayers understand where money is going and for what. Understanding is important across all council areas in that Rates are struck to maintain services, maintain workforces, plan ahead, and develop jobs and investment. Rates figures across the 11 councils will allow for strategic yet local recovery and financial planning for local people and places.
AGREED: NILGA Rates Collation – Communications Piece by w/e March 5th, 2021, Value of LG Campaign continuing.
3. EU Exit – Solace is communicating with DAERA regarding port issues such as staffing levels, as levels were set without proper data - as it has never happened before; this will require corporate lobbying with NILGA.
Economy: In May 2021, NILGA Full Members will be invited to an event to look at the new economic environment and councils’ roles in driving enterprise locally.
Climate: Karen Smyth is meeting with the other LGAs to discuss the Climate Change Conference in November. All NI Councils are involved in Climate Action; however some more than others. Karen will speak to the relevant officers in each Council to get an all-Council overview.
Irl Councillors Links: AILG in Ireland has requested to meet with NILGA to share good practices, their Chair is promoting Women in Local Government issues such as child care, maternity, equality of opportunity from a councillor’s perspective.
Civility Campaign – once the rules of engagement have been signed off by all four LGAs, Members can use them on their social media platforms. A Guide will be completed along with training for new Members.
Dates to Note: NILGA OB Action Meeting: Tuesday 2nd March 2021 NILGA EIA Policy & Learning Network Meeting: Thursday 25th February 2021 HSE Network Meeting: Wednesday 3rd March 2021 SOLACE Meeting: Fri 5th March 2021 NILGA Exec Meeting: Fri 12th March 2021 See www.nilga.org
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Disclaimer
The Northern Ireland Local Government Association (NILGA) endeavours to ensure that the information contained within our website, policies and other communications is up to date and correct. We do not, however, make any representation that the information will be accurate, current, complete, uninterrupted or error free or that any information or other material accessible from or related to NILGA is free of viruses or other harmful components. NILGA accepts no responsibility for any erroneous information placed by or on behalf of any user or any loss by any person or user resulting from such information.
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COUNCIL RATES = INVESTMENT IN LOCAL RECOVERY NILGA TO ENSURE COUNCIL BUDGETS BENEFIT FROM HIGH STREETS, “LEVELLING UP” & SHARED PROSPERITY FUNDS
WEEKLY ACTION MEETING – All Councils Tuesday 2nd March 2021 (10.15 – 10.55am)
Rates 2021 /22 Rates 2020 /21 Antrim and Newtownabbey Borough Council Freeze 1.99%
Ards and North Down Borough Council 2.2% 5.64%
Armagh City, Banbridge and Craigavon Borough Council 1.99% 2.48%
Belfast City Council 1.92% 1.99%
Causeway Coast and Glens Borough Council 2.49% 7.65%
Derry City and Strabane District Council 1.89% 3.37%
Fermanagh and Omagh District Council 1.37% 2.79%
Lisburn & Castlereagh City Council Freeze 3.98%
Mid and East Antrim Borough Council Dom 0.99% Business 0.69% 1.74%
Mid Ulster District Council 0% 3.24%
Newry, Mourne and Down District Council 1.59% 2.85%
Both the Treasury and Stormont Budgets this week will be scrutinised so that investments most appropriately delivered by and through councils can be lobbied for by NILGA. In this vein, Ald Moutray will provide evidence to TEO Committee on Wednesday 3rd March (High Streets Taskforce Session).
Programme for LOCAL Government / PfG – NILGA has sent a draft document to all councils & Solace with input and endorsement so far from all local authorities (22nd February meeting). It shows that properly resourced and empowered Councils, with a strong vision, can provide more local services more democratically led by place.
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Economy - In May 2021, NILGA Full Members will be invited to an event to look at the new economic environment and councils’ roles in driving enterprise locally.
Economy & International Affairs Network – met on Thursday 25th Feb to discuss their key priorities for the year. The 3 main priorities include, regeneration, economy recovery and the labour market. Local and sectoral issues were also raised but due to time and resource constraints the above issues will take priority.
EU Exit – Solace and NILGA officers met on Monday 1st Mar to discuss ongoing issues such as the grace period, staffing and governance. NILGA will take corporate view from Members. MEABC has approved a notice of motion towards the opposition of the Protocol.
The DfC Ministerial Advisory Group met on Friday 26th Feb to discuss High Street protection and enhancement. A toolkit is to be co-designed along with Councils.
Irl Councillors Links: AILG in Ireland has requested to meet with the NILGA OB group on Tuesday 9th Mar to share good practices. Their Chair is promoting Women in Local Government issues such as childcare, maternity, and equality of opportunity from a councillor’s perspective. ACTION: Sarah Little will send invitations to the AILG meeting shortly.
Assembly Recovery Plan for safe reopening has been released. Hospitality Ulster have also released their Recovery Plan.
Code of Conduct: Dispensation is still an issue for Members. This was raised previously with the DfC as a policy issue to be considered. ACTION: NILGA to send a cross-party response to the DfC Minister regarding the ongoing Dispensation issue.
Dates to Note: SOLACE Meeting: Fri 5th March 2021 AILG Meeting: Tuesday 9th March 2021 NILGA Exec Meeting: Fri 12th March 2021 NILGA OB Action Meeting: Tuesday 16th March 2021 Mental Health & Wellbeing for Councillors: Friday 19th March 2021
See www.nilga.org
Disclaimer
The Northern Ireland Local Government Association (NILGA) endeavours to ensure that the information contained within our website, policies and other communications is up to date and correct. We do not, however, make any representation that the information will be accurate, current, complete, uninterrupted or error free or that any information or other material accessible from or related to NILGA is free of viruses or other harmful components. NILGA accepts no responsibility for any erroneous information placed by or on behalf of any user or any loss by any person or user resulting from such information.
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NILGA ALL COUNCIL CAMPAIGN NOW FOCUSSES ON LOCAL ENTERPRISE and BUILDING a NEW ECONOMY FOR NI. The NEW PfG must be a Programme for LOCAL Government.
BI-MONTHLY ACTION MEETING – All Councils Tuesday 16th March 2021 (10.15 – 11.20am)
1. Engagement Plan with Key Ministers, Departments and Committees in Stormont and Nationally
Post EU Exit a set of direct investments are to be made by National Government. NILGA will engage with Ministers / Departments such as Housing, Communities and Local Government (MCHLG) to ensure councils are not by-passed when financial schemes are provided, and decisions are made. The Shared Prosperity Fund (SPF) is being pre-empted via a Community Renewal Fund, and to be managed by the MCHLG; NILGA to lobby for councils to be able to bid for this money. Regional allocations for the Levelling Up Fund (£800million for NI, Wales, and Scotland) are not yet clear; however, councils can bid for this money, and like the SPF there is no democratic scrutiny. Members agreed that councils must be proactive, communicating effectively who they are and what they can do with the money, so they are not left behind. NILGA will help guide and inform the councils as much as possible.
Action: NILGA CEO to write to MCHLG appropriate Minster and engagement with senior officials will also be sought.
NILGA are to meet with the DfI Committee on 14th April to discuss the SPF paper prepared previously.
Councils often work outside their remit without being properly resourced financially; they must also be protected legislatively. They will be asked to help with many strands of Covid Recovery; therefore, it is up to them to ask for the financial help they need to provide extra services and help. For example, Solace have been asked to redeploy furloughed Council staff for the testing regime, although Solace have made it clear it is not that simple. A regional bank of data is needed to look at the impact on Council finances as they agreed to do things with the uncertainty of rebate of funds. Planning in a service vacuum is difficult, especially with a funding and investment gap. Devolution of powers after RPA is also needing to be looked at and one member referred to the “risk of not working together and planning ahead” – per the Association’s own Risk register which reflects the wider sector too.
ACTION: NILGA to communicate with Solace, ALGFO, Civil Contingencies and councils to look at a regional bank of data on the Covid recovery and related additional services being delivered by local authorities here.
ACTION: NILGA to emphasise in PfG submission before 22nd March 2021 the “unfinished” powers and legislation dating back to 2015.
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ACTION: All invitees to receive the NILGA Risk Register.
2. SOLACE & NILGA
Following SOLACE support for a joint vision & framework to develop and strengthen local government with the 11 councils, members are keen that we continue to strengthen the Solace / NILGA relationship itself and engage between meetings to fulfil our joint objectives.
ACTION: NILGA to seek to engage with SOLACE on a regular basis as a body, and individually by Council to further engage with senior officers and elected members on the Vision and Development Framework.
3. Government Strategies & Consultations – what is to come and handling how NILGA and Councils respond
The PfG Consultation response is being sent to the Department by 19th March. NILGA is keen to be part of the action after submission. Other strategic consultations require engagement with councils technically & corporately.
4. May / June Full Members event
NILGA Full Members (11 councils) will be invited to an event to develop a new model for the economy and councils’ roles in driving enterprise locally.
Action: Karen to develop paper on all council technical / corporate liaison on consultations paper for sharing with SOLACE.
5. AOB
Members agreed that NILGA should seek further information on the Kick Starter Programme for NI.
ACTION: Lisa to investigate timescale and NI version of programme, if it exists, and advocate action via Communities Department / Minister as appropriate in view of the importance of this for those in greatest need.
Small start-up businesses are looking for financial support to help them get going initially. There is also very little available start-up space in NI currently, due to small businesses being encouraged to work more locally (ex-cities) and stay in Social Enterprise space, thereby minimising the churn of “in-out” leases. NILGA will speak with Michael McQuillan, CEO of ENI to garner some evidence for Members.
ACTION: NILGA CE to meet ENI CE Michael McQuillan and arrange link with Stormont APPG and NILGA’s Economy Network.
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Dates to Note:
National Pay Consultation with NI Council Employers: Thursday 18th March 2021 Mental Health & Wellbeing for Councillors: Friday 19th March 2021 NILGA Place Shaping & Infrastructure Network: Thursday 25th March 2021 NILGA OB Action Meeting: Tuesday 30th March 2021 Next NILGA Exec Meeting: Friday 9th April 2021
See www.nilga.org
Disclaimer
The Northern Ireland Local Government Association (NILGA) endeavours to ensure that the information contained within our website, policies and other communications is up to date and correct. We do not, however, make any representation that the information will be accurate, current, complete, uninterrupted or error free or that any information or other material accessible from or related to NILGA is free of viruses or other harmful components. NILGA accepts no responsibility for any erroneous information placed by or on behalf of any user or any loss by any person or user resulting from such information.
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Draft NILGA response to the Consultation on a Draft Outcomes Framework for the Programme for Government (NI)
25th February 2021 The following paper has been drafted in response to the Executive Office (TEO) consultation on a Draft Outcomes Framework for the forthcoming Programme for Government.
The draft response is regional in emphases, recognising that individual councils will have local and strategic priorities and recognises that meeting cycles of approval within councils plus tight consultation deadlines prevent full alignment across our sector in advance.
This was presented and developed by NILGA’s all council Reform, Devolution, and Improvement Network on 22nd February 2021, for onward distribution to councils, SOLACE and NILGA’s Executive through to the PfG response deadline of 22nd March 2021. It is therefore aimed to be a regional submission endorsed by the Association and the Society.
NB: Responses and alignment by councils are already well underway to this but further feedback within timescales by any council is welcomed via [email protected]
The consultation document is structured around a framework of nine outcomes, setting the priorities for and presenting a picture of the kind of society we would like to be. These are: *Our children and young people have the best start in life *We live and work sustainably – protecting the environment *We have an equal and inclusive society where everyone is valued and treated with respect *We all enjoy healthy active lives *Everyone can reach their potential *Our economy is globally competitive, regionally balanced, and carbon-neutral *Everyone feels safe – we all respect the law and each other *We have a caring society that supports people throughout their lives *People want to live, work, and visit here
However, NILGA has positioned key offers and asks of the councils in this response, rather than just simply responding to the framework questions provided.
A response to this consultation is required by 22nd March 2021, but this date is only the first step in what will be a longer-term material involvement / policy development process by councils and NILGA.
Derek McCallan, Chief Executive, 24th February 2021
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1.0 INTRODUCTION
NILGA, the Northern Ireland Local Government Association, is the constituted, representative body for district councils in Northern Ireland. NILGA represents and promotes the interests of the 11 Northern Ireland district councils; its membership is drawn from councillors and its work is informed fully by senior officers. The Association welcomes the opportunity to participate in the discussion around the Programme for Government for Northern Ireland. We trust that the views outlined below which have also been considered by councils and supported by SOLACE, will be applied as policy is developed and finalised, in collaboration with local government, beyond this submission deadline.
2.0 SUMMARY & INITIAL COMMENTS
NILGA welcomes this consultation but at the outset strongly asserts that for any Programme for Government to work, and for sustainable recovery from (in this case the pandemic) and major global disruption, localised investment, via better resourced Councils, is key.
Government at all levels can move from a transactional approach to a relational approach, from effort to impact, devolving power and resources and in so doing, embed trust, adopting a genuinely radical shift in focus, and apply the greater localisation of the public purse to produce the better health, life satisfaction and happiness as espoused in the PfG framework.
The response to the pandemic has gained a very clear appreciation that local councils are the means to develop regional and national policy and investment, drawing in community-based knowledge and solutions and applying this effectively. The PfG framework for councils must go way beyond being invited to engagement exercises, road shows & implementation events, then implementing central policy. Developing a culture of communication and policy design as equal partners in existing structures, would be a positive start, which when it happens is readily welcomed.
Local government must therefore have a design, delivery, measurement and scrutiny role throughout, with both NILGA and SOLACE convening the appropriate corporate and technical input inclusive of all councils. That is the norm, in practice, elsewhere and should be applied in NI immediately, through instruments like the NI Partnership Panel. Community Planning should also be fully recognised as a delivery vehicle, with the proviso that councils should be the hubs of cross departmental, central – local, investment in each Plan’s priorities, which are locality & citizen led – like the PfG framework purports to be.
For the PfG to be delivered thoroughly, and effectively, noting councils desire and capacity to be practical and political partners, Regeneration Powers should be legislatively enabled in this Assembly’s mandate. This too, would be a means by which the PfG framework would be improved, through localised investment, via better resourced Councils.
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This response provides commentary on the draft outcomes and key priorities (at 3.0), context in terms of the essential collaborative delivery partnership with local government (at 4.0), and critique in terms of the limitations of OBA and potential for improved delivery (at 5.0).
This response like the consultation itself, is provided during a time of extreme stress to the economy and society as a whole, in Northern Ireland and across the globe. This massive shock to the system will have implications for future decisions and investment. Some of the changes will be fleeting and will revert to ‘normal’ once the danger from the virus has receded, some changes will be longer term, and some will be permanent.
NILGA asserts that there are some certainties upon which we can build, such as building a new economy, health prioritisation and the need to decarbonise. These certainties should be localised and the hub role of councils fully recognised and resourced.
An additional key feature is the UK’s departure from the EU and the complexities particular to Northern Ireland. NILGA’s commissioned work (due at the start of April 2021) on EU exit, and local government / community impacts, will be supplementary information provided beyond this deadline, summarily in respect of PfG and other linked consultations such as ISNI.
NILGA welcomes the intent to work more closely with councils and with other partners outside the nine government departments. This intent, in itself, brings the need to consider what constitutes effective partnership and accountability, detailed later in this response. NILGA asserts that working in real partnership with local government must and will make a big difference - where most people locally need and see the benefits most. We trust that a contemporary, strengthened approach to partnership can be taken, building on the knowledge and experience developed through delivery of the current PfG and the clear success in a collaborative central-local approach which came to the fore in dealing with the pandemic.
The PfG apart from being strategic and overarching should be utilised as a statutory change tool, in terms of flexible, thorough, appropriate, investment and measurement, as is the case for example in New Zealand. In this way alone, the PfG would be ground breaking. It needs to be.
NILGA provides an Executive for all councils and as such presents an important axis for the NI Executive itself, including on design, delivery and scrutiny of the emerging PfG.
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3.0 COMMENTARY ON KEY SECTIONS OF THE DRAFT OUTCOMES FRAMEWORK CONSULTATION DOCUMENT CONSULTATION INTRODUCTION
NILGA, at the time, welcomed the key points made in the New Decade New Approach (NDNA) document, and in particular the resolve to develop the Programme for Government through better local engagement and co-design. We agree with the Executive’s aspiration that the Programme should recognise and proactively respond to the dependencies and interconnections in public policy and that it should focus on the things that matter most to people.
NILGA views this draft Framework of nine Outcomes, as a critical first step. We are keen to assist in the Framework’s development towards an ambitious and effective vision for the future, and are acutely aware that getting this right is key to everything that flows from it:
Knowing how to measure success and where, as a society we currently are (baseline), Identifying partners who together can help achieve transformational improvements, and Learning and understanding what works well and what does not.
The Framework sets out draft wording for the Outcomes and incorporates some early thinking around what the key priority areas might be under each Outcome. NILGA concurs with the Department, in that it will be crucially important to get the wording (and clear adherence by all departments / partner bodies of this wording) of the Outcomes right, as they will provide the starting point for long-term strategic planning by the Executive, fully involving local government in strategies and actions moving forward.
NILGA strongly believes that a full review of competencies in our public sector is required as a priority, to match outcomes and impacts with fully qualified, suitably commissioned (e.g., from other sectors), trained/ re-trained and motivated personnel across the delivery teams. Modern capacity and competencies are crucial, and the co-ordination & delivery bodies must be in possession of both.
We welcome the learning from the pandemic that is in evidence throughout the document and the emphasis on “working collaboratively with those who have the skills, knowledge and expertise to bring about positive change and to get things done”. This collaboration should also include resourcing. NILGA asserts that local government is well placed to collaborate with wider government on this basis, with the proviso that collaborative resourcing must follow – such as
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in regard to the 11 Community Plans, being very strong knowledge banks for what is needed across NI, as well as engines for growth, social cohesion and environmental custody. The PfG must formally recognise and resource their value.
NILGA reasserts that councils are a partner in not for government, locally as authorities and convenors, and regionally through NILGA itself, within the public sector, rather than categorised within civic society.
Council-led Community Planning Partnerships, as above mentioned, are a mechanism presently under exploited and under resourced, furthermore our City and Growth deals are mentioned several times in the document (although without mention of councils as a delivery lead). Councils should be more explicitly referenced as wording is vital to leadership, and local leadership is vital to the emerging PfG. This is of course commonplace in neighbouring jurisdictions so is not an exceptional “ask” but rather a significant “offer”.
NILGA supports the principles behind using an outcomes-based approach and the link with the UN Sustainable Development Goals, and it welcomes the international approach to performance improvement brought by use of the SDGs. We also support the new PfG being a ‘living’ document, responsive to developing need for change and improvement, and trust that with additional consultation that ways to develop local government’s contribution to PfG, and councils’ sustainability, will be full and clear. As such, processes and criteria related to adapting the PfG and investing in it, must be modernised and proofed against adverse change, such as long-term emergencies, medical, climate, economic or otherwise, and collapse of institutions such as Stormont.
Supporting Strategies
NILGA will be offering comment as to inclusion of relevant policy and strategy under the nine outcomes, however it is highlighted that there are a number of ‘core’ strategic documents fundamental to supporting the Programme for Government, including the Investment Strategy, Economy Strategy and Anti-poverty/Social Strategy. NILGA welcomes the recognition of climate change as a key issue and is of the view that a Carbon Budget should now be made a core component of this suite of strategies, given the renewed focus on climate action expressed in the NDNA document, development of a Climate Change Bill notwithstanding.
OUR CHILDREN AND YOUNG PEOPLE HAVE THE BEST START IN LIFE
Although we note that pathways to employment are dealt with under the “everyone can reach their potential” outcome, NILGA would be keen to see inclusion of some wording here, similar
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to “We want to ensure all our children and young people have access to the high-quality education they all deserve and ae equipped with the skills to help them make the best life choices and to access employment opportunities.”
Key Priority Areas
NILGA is largely content with the Key Priority Areas as expressed but would be keen to see acknowledgement of the role of youth work within the document, particularly in relation to the “Capability and Resilience” heading.
WE LIVE AND WORK SUSTAINABLY – PROTECTING THE ENVIRONMENT
NILGA strongly welcomes the recognition of climate change as a key issue and is largely content with this section of the document.
Key Priority Areas
Although we strongly support the Circular Economy Strategy’s inclusion in the list of supporting strategies, we believe that more could be made of the role of the Department for Economy in relation to reuse and reprocessing of materials under the ‘waste management’ priority.
We would recommend that there is a pressing need to include an ammonia strategy in the strategy list, potentially adding action on ammonia and clean air – with resources given to those best placed to act on this priority.
We also note the need to review and contemporise the now out of date biodiversity strategy, so welcome the inclusion of biodiversity under the ‘natural environment’ priority.
WE HAVE AN EQUAL AND INCLUSIVE SOCIETY WHERE EVERYONE IS VALUED AND TREATED WITH RESPECT
NILGA is largely content with this section of the document, with the identified priorities and with the list of supporting strategies.
WE ALL ENJOY LONG, HEALTHY, ACTIVE LIVES
NILGA is largely content with this section of the document and with the list of supporting strategies.
Key Priority Areas
NILGA agrees with the Key Priority Areas as listed, but also notes the importance of outdoor activity, for the enhancement of mental and emotional wellbeing. This aspect could be drawn out more in the document as it is also noted that ‘access to open space’ is not included as a
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priority under any of the outcomes. The recent pandemic experience would indicate that this is a greater priority than previously thought.
EVERYONE CAN REACH THEIR POTENTIAL
NILGA is largely content with this section of the document and with the list of supporting strategies. The strong link with the “Our children and young people have the best start in life” outcome is noted.
Key Priorities
In terms of the ‘Better Jobs’ priority, NILGA would suggest that introducing entrepreneurship at an early stage in the education curriculum should be included within this priority since it has the capacity to inspire young people to take their future into their own hands. In addition, providing adequate childcare would be one step towards addressing economic inactivity.
The ‘Skills & Attainment’ priority must address the under supply of mid & high-level tier skills, particularly since the pandemic has reinforced this skills challenge. We welcome the support for vocational pathways and apprenticeships, which must have parity of esteem with academic qualifications, particularly to ensure inclusive workplaces.
NILGA would query the ‘Sports, Arts & Culture’ priority as described in the document. We welcome the inclusion of support for the creative industries and delivery for the arts, cultural and language sectors, but there is no mention of sport under this heading, nor any inclusion of sport in the supporting strategy list. We note the importance of physical activity within “We enjoy long, healthy active lives” outcome and the inclusion of the Sport and Physical Activity Strategy in that section of the document, so the inclusion of sport here may have been an oversight. As a key investor in the sport and leisure sector, councils would support inclusion of sport (as an industry) under this outcome.
OUR ECONOMY IS GLOBALLY COMPETITIVE, REGIONALLY BALANCED AND CARBON- NEUTRAL
NILGA is largely content with the identified priorities and with the list of supporting strategies.
We welcome the inclusion of sustainability as a principle for our economy within this outcome. It is now critically important for Northern Ireland to work towards carbon neutrality and to grow rapidly, the number of ‘green’ jobs and skills that will be necessary to achieve this.
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NILGA welcomes the intent to ensure our food production is sustainable but has concerns in relation to the mechanisms to be used for increasing productivity, which could include increased intensification of livestock farming, thereby posing further risks to the environment. This will be a difficult dichotomy to address and efforts by many in the farming community to address carbon reduction which in turn makes our soil more fertile for crops, must be supported.
NILGA asserts that a radical re-think of food production to minimise imports, improve labelling, reduce food miles and instil further investment and pride in purchasing high quality, seasonal, local, Northern Ireland produce is critical to strategies and priorities.
Key Priorities
NILGA suggests that within the ‘Competing Globally’ priority, that rather than simply dealing with the outworking of the EU Exit Protocol, there is an opportunity to maximise the benefits of Northern Ireland’s situation & unique status. A revised International Relations Strategy must be brought forward to enable full attainment of this priority.
NILGA welcomes the ‘Green Economy’ heading but we believe this section could be expanded to include mention of increasing the number of ‘green jobs’ and support for existing and start- up circular economy businesses. Incentivising industry to innovate should also be a focus of this priority.
In terms of the innovation priority, NILGA would suggest that forging links between industry, universities and colleges will be a critical success factor.
The Association is keen to see reduction as above mentioned, in ‘food miles’ associated with local food production and consumption, and therefore strongly welcomes the mention of ‘improving resilience and supply chain integration’ under the ‘Food, Farming and Fishing’ priority. Councils are already playing a successful role in this and this should be developed.
EVERYONE FEELS SAFE – WE ALL RESPECT THE LAW AND EACH OTHER
NILGA supports this section of the document, with the identified priorities and with the list of supporting strategies; we recognise the strong links to the ‘equal and inclusive society’ outcome.
WE HAVE A CARING SOCIETY THAT SUPPORTS PEOPLE THROUGHOUT THEIR LIVES
NILGA is supportive of this section of the document, with the identified priorities and with the list of supporting strategies; we again recognise the strong links to the ‘equal and inclusive society’ outcome.
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PEOPLE WANT TO LIVE, WORK AND VISIT HERE
NILGA is largely content with this section of the document, with the identified priorities and with the list of supporting strategies. We particularly welcome the recognition of the impact the pandemic and the UK’s departure from the EU have had and continue to have on life here for some years to come. However, NILGA would recommend that greater priority should be given to the tourism industry locally, through councils, in light of the impact the pandemic has had on the sector.
Key Priority Areas
We support the Executive in its aims to meet international environment standards and to build societal respect, recognising the importance this can have for attracting foreign investors.
We would assert that the ‘Competing Globally’ priority must ensure that medium and high skilled jobs are created in Northern Ireland, and that efforts must be made to ensure we optimise the potential for Northern Ireland from our inclusion in the European Single Market for goods.
In addition to digital access, encouraging investment in new technologies, processes and systems; and upskilling in digital technology must be a focus of the ‘Growth’ priority.
4.0 DELIVERY – BUILDING A ‘PARTNERSHIP OF EQUALS’ WITH COUNCILS
NILGA welcomes the approach the Executive is taking to developing a long term, multi-year strategic Programme for Government (PfG), that is:
Developed through engagement and co-design, using an Outcomes-Based Approach, Focussed on prosperity and wellbeing for all, Establishing a shared and ambitious strategic vision for the future, Providing for accountable and transparent monitoring and reporting arrangements.
NILGA wishes to fully develop the recognition of the need to proactively respond to the dependencies that exist between different strands of public policy – based on the things that matter most to people (health, happiness and life satisfaction).
NILGA asserts that a fundamental transformation of societal development progress and public service improvement in the areas that matter most to people requires a radical shift in focus from “effort” to “impact”. Delivering impact requires a whole societal approach, in which local government must be an equal partner, with the Assembly and with citizens’ organisations throughout Northern Ireland. Both the need for this and its potential for achievement have been illustrated during the current pandemic context at a previously unheard-of pace.
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NILGA therefore requests that local government is fully involved in the development of cluster and cross cutting work associated with this draft PfG – in a partnership of equals with the nine government departments. An equal partnership of this type demands intense engagement in the development and agreement of the policies in the PfG and associated workplans, not simply invitations to engagement exercises, road shows, implementation events and similar activities.
NILGA fully supports the emergence of high level strategic and operational engagement between council Chief Executives and other Senior Officers of councils, with Permanent Secretaries and other senior Civil Servants as part of the previous draft Programme for Government implementation and the subsequent alignment with local government community plans. It is to be regretted that such meaningful collaborative structures had to be scaled back when the Assembly collapsed, just as they were getting into their stride. NILGA urges the Executive Office, with SOLACE, to reinforce and reform – aligned to new PfG, post-Covid determinants – such engagement with strategic personnel in councils and all SROs, to enable integration, joint design of measurement and performance indicators as well as appropriate, proportionate, audit requirements as befits the draft PfG and the Outcomes Based Approach.
While the present (approximately) 95%/5% split between central and local government spend gives central government dominance in budget terms, the implementation of its policies depends greatly on willing and creative implementation at local level, so that the responsibility for the outcomes to be achieved is much more equally shared. So, too, should proportionate resources, with the current ratio being untenable and not an enabling model for PfG to be locally embedded.
Additionally, such work should be politically and democratically scrutinised and directed, utilising existing statutory instruments; in particular, the Partnership Panel for N. Ireland, involving NILGA / council elected members, is crucial to leadership of and institutional investment in this transformed PfG.
NILGA’s all council Executive, and Reform, Devolution and Improvement Policy & Learning Network should be utilised to enable political, corporate integration and shared communication, aligned to the work advocated above, between Perm Secs and Council Chiefs.
NILGA will also seek to engage regularly with the TEO Committee to enable review, scrutiny and performance discussions and significantly with all Ministers.
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5.0 PATHWAYS TO OUTCOMES
Outcomes - Based Approaches
This part of our response will focus on the Outcomes-Based approach and will consider the challenges associated with ensuring coherence and alignment between outcomes and indicators, and potential ways of addressing these challenges.
It is widely accepted that population outcomes, such as the nine drafted in this consultation, are broad and aspirational, with more definition being provided by the indicators chosen to represent progress towards them. However, as discussed in NIAR 362-20201 while the indicators currently selected are relevant and valuable, when taken together they do not comprehensively capture progress towards the whole set of outcomes desired. It has to be recognised that indicators chosen for each outcome, valuable as they may be, will never precisely represent the full complexity and scope of that outcome. As discussed in NIAR 362- 20202, there will always be a gap between an outcome and the indicator which represent it. However, the challenge is to ensure that this gap is kept as small as possible.
By way of example, NIAR 362-2020, considers Outcome 12 of the previous Outcomes Delivery Plan, ‘We give our children and young people the best start in life.’ This outcome, the paper explained does not provide any further detail. For instance, what is the upper age limit on ‘young people’? What, definitively, constitutes the ‘best start’ for this population3?
The six indicators chosen to represent progress towards it are:
% of babies born at low birth weight % of children at appropriate stage of development in immediate preschool year % of schools found to be good or better
1Northern Ireland Assembly Research and Library Services (Jan 2021) Outcomes Based Accountability and the Programme for Government.
2 Ibid
3 Ibid
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Gap between the percentage of Free School Meal eligible school leavers, and non- eligible school leavers, achieving at Level 2+ including English and Maths % school leavers achieving at Level 2 + including English and Maths % care leavers who, aged 19, were in education, training and employment
NILGA suggests that to overcome this gap between an outcome and the indicators that represent it, each of the population Outcomes in the draft Framework of Outcomes should be further analysed to map the different pathways by which that outcome might be achieved. The technique of drawing up ‘Pathways to Outcomes’ is a methodology which has been used extensively both internationally (e.g., the ‘logical frameworks’ of the World Bank) and in the UK (e.g., the ‘theory of change’ models which have been given much attention in UK government evaluations (see Bovaird, 2012) 4.
NILGA respectfully asserts that traditionally there has been a focus on developing an analytical understanding of public service policy areas by breaking down or ‘deconstructing’ that policy area into the different parts of the underlying service system. Analysis is, of course, fundamental to understanding. However, it has severe limitations, and it is commendable that this is changing. A very different approach to understanding involves using synthesis, rather than just analysis. This requires building up to desired outcomes, not breaking down from those outcomes into lower-level activities; it involves ‘constructing’, not just ‘deconstructing’’ – to gain an understanding of the whole system, not just of separate parts of the system. In measurement terms alone, this change in “what is successful?” has to be culturally embedded organisationally and learned for those applying the approach. Pathways to Outcomes represents a tried and tested technique incorporating both analysis and synthesis, enabling greater understanding of complex systems and therefore promoting coherence and alignment between outcomes and their indicators, at the higher level of policy, and the varied initiatives and interventions which constitute the practical levels of policy. NILGA welcomes the openness in the PfG framework to embrace different approaches to measurement.
A Pathways to Outcomes approach can help to reduce the gap between outcomes and the indicators chosen to demonstrate achievement of those outcomes. However, getting a better performance measurement system is not the whole story. If, as this draft PfG Framework of Outcomes suggests, the current role of the public sector in Northern Ireland is to improve wellbeing, as represented by the nine Outcomes proposed, then coherence and alignment in terms of action and impact are key. To do this, the architecture of the public service needs to
4 Tony Bovaird (2012), “Attributing outcomes to social policy interventions – ‘gold standard’ or ‘fool’s gold’ in public policy and management?” Social Policy and Administration, Vol. 48 (1): 1 – 23.
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be fully remodelled. Locality based modelling with councils as an axis between local people and wider policy & investment machinery, is one tested means to that positive end.
The broad, aspirational nature of currently suggested Outcomes, together with the challenges posed by indicators which do not fully cover the aspirations embedded within those Outcomes, means we need to have an approach which recognises that we can never represent the full complexity and scope of each Outcome by purely analytical models. Therefore, the knowledge and the best efforts of all stakeholders can be incorporated into both the planning and implementation processes. This means achieving a ‘social’ approach to improving outcomes, beyond a ‘technical’ performance measurement approach, and it entails bringing in citizens and government’s partners. Without their experience and their ability to add to and see beyond the narrow analyses which emerge from performance measurement approaches, the Outcomes to which NI aspires are unlikely to be fully achieved. We look forward to further engagement with TEO, to discuss how this social process can be achieved more successfully in the future.
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6.0 CONCLUSION
NILGA and councils are willing and able to work with wider government, business and the public to begin to meet the challenges outlined by the draft Outcomes Framework, and we look forward contributing to all further stages of drafting of the Programme for Government, and to its subsequent delivery and continued improvement.
NILGA requests that the outcomes of this consultation include material involvement by this Association, councils and wider local government in the actual PfG design, development and review, using the Association’s Executive, wider membership and the Partnership Panel.
Disclaimer: The Northern Ireland local government association (NILGA) endeavours to ensure that the information contained within our website, policies and other communications is up to date and correct. We do not, however, make any representation that the information will be accurate, current, complete, uninterrupted or error free or that any information or other material accessible from or related to NILGA is free of viruses or other harmful components. NILGA accepts no responsibility for any erroneous information placed by or on behalf of any user or any loss by any person or user resulting from such information.
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For attention of NILGA Partnership Panel Local Government Secretariat
Issues raised by Councils for Partnership Panel
Committee (or Full Council) Issue / Outcome Proposed Action(s)
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Authorised By: Name______Council______
Forwarded to NILGA, PP Joint Secretariat ([email protected] ) on (date):______
Broad Criteria
The criteria applied to ensure that issues brought to the Partnership Panel are strategic, of regional significance and not being furthered through another avenue are as follows: Ability to influence the developing Programme for Government Strategic Relevance to the Local Government Sector Strategic Policy Issue of Regional / National significance Issue is not being formally furthered through an existing mechanism e.g., TBUC Ministerial Board, Strategic Planning Policy Group, by Council itself with / to a specific Department / Minister, NILGA collective council lobbying, NI Executive scrutiny committee (DAERA, DFC, etc.) Issue will result in costs, impacts, resource issues affecting more than one tier of government / one council Issue is included in the Partnership Panel’s Work Plan / information provided would support progress. This page is intentionally left blank Agenda Item 20 By virtue of paragraph 3 of Part 1 of Schedule 6 of the Local Government Act (Northern Ireland) 2014.
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