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 in the Guildhall, Derry, on Tuesday 1 October 2019 at 4.00 pm.
Yours faithfully
John Kelpie Chief Executive
AGENDA
1 Notice and Summons of Meeting
2 Apologies
3 Declarations of Members' Interests
Open for Decision
4 Deputation - To receive Professor P Nixon, Vice Chancellor, Ulster University to Update Members on NI HE Funding and Magee Campus;
5 Presentation - To receive Mr A Bronte, Director of Rating Policy, Land and Property Services to discuss the Review of Business Rates (Pages 1 - 30)
6 Chairperson's Business
7 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday, 3 September 2019 (Pages 31 - 58)
8 Matters Arising
9 EU Exit - Day One Readiness (Pages 59 - 78)
Open for Information
10 Central Local Government Political Partnership Forum (Pages 79 - 110)
11 Correspondence from Translink (Pages 111 - 114)
Confidential for Decision
12 Confirmation of the Confidential Minutes of the Governance and Strategic Planning Committee held on Tuesday 3 September 2019 (Pages 115 - 116)
13 Voluntary Severance (Pages 117 - 122)
1 October 2019
Agenda Item 5
Page 1 Department of Finance Business Rates Review Page 2 Page
Alan Brontë FRICS, IRRV(Hons), RICS Dip Rating (Hon). Director of Rating Policy Department of Finance Business Rates Review
• Background to Review of Business Rates Page 3 Page • Outcome of July’s Innovation Lab • Details of the Public Consultation Why are rates important for NI? The Context
• Rates (domestic & non-domestic) generate £1.334Bn annually
• £590m funds District Councils; £744m funds regional public spending Page 4 Page
• Some 77% of District Council income is from rates revenue
• Some 6% of Executive spending is from Regional Rates revenue
• Between 39% - 51% of each rate bill goes to District Councils High-level breakdown - total rating revenue raised Business Rates
Income Domestic Non-Domestic Total
Page 5 Page District Rate £305.5m £284.2m £589.7m
Regional Rate £372.3m £371.7m £744.0m
Total £677.8m £655.9m £1,333.7m Who Pays? As at 31 March 2019 1% - Filling Stations 1% - Hotels etc (licensed) 1% - Non-Sporting Recreational 2% - Licensed Premises 1% - Defence and Coast Guard 2% - Misc. Public Service Properties 0.5% - Telecommunications 2% - Law and Order Establishments 0.5% - Sporting Recreational 3% - Commercial Unclassified 1% - Other 4% - Hospitals, Clinics, Surgeries, Homes Page 6 Page
4% - Manufactories 30% - Shops, Showrooms, Supermarkets etc 5% - Car Parks
15% - Offices (includes Banks 8% - Schools etc and Post Offices) 11% - Warehouses, Stores, Workshops (non-industrial) Garages 8% - Utilities Who pays?
Primary Property Class as at 31 March 2019 Collectable Rates % of Net Collectable Rates Shops, Showrooms, Supermarkets etc £222,590,533 30% Offices (Includes Banks and Post Offices) £111,325,838 15% Warehouses, Stores, Workshops, (Non-Industrial) Garages £83,763,804 11% Utilities £56,208,257 8% Schools etc £55,790,207 8% Car Parks £39,782,168 5% Manufactories £30,201,982 4%
Page 7 Page Hospitals, Clinics, Surgeries, Homes £27,796,864 4% Commercial Unclassified £21,564,344 3% Law and Order Establishments £15,777,166 2% Miscellaneous Public Service Properties £12,977,033 2% Licensed Premises £12,523,768 2% Hotels etc (Licensed) £10,079,079 1% Other £10,684,828 1% Filling Stations £7,830,470 1% Non-Sporting Recreational Facility £7,396,631 1% Defence Hereditaments and Coast Guard £6,181,665 1% Telecommunications £4,146,130 0.50% Sporting Recreational £3,926,881 0.50% Grand Total £733,549,315 100% Who doesn’t pay - Reliefs & Exemptions Residential Homes Sport and Freight and Rate Recreation Transport £9.8m (4.1%) £4.9m (2%) £2.1m (1%) Small Business Rate £19.9m (8.4%) Exempt (eg
Page 8 Page charities) Vacant £96.2m (40.5%) £41.7m (17.5%) Industrial Derating £62.9m (26.5%)
Value of each Relief (and shown as a %) Note Agricultural Land and Buildings are not assessed Who doesn’t pay - Reliefs & Exemptions
Relief Value Exempt (e.g. churches & charities) £96.2m Industrial De-rating £62.9m Non-Domestic Vacant Rating £41.7m Page 9 Page Small Business Rate Relief (includes enhanced Post Office relief) £19.9m
Residential Homes Rate Relief £9.8m
Sport & Recreation Relief (includes Community Amateur Sports Clubs) £4.9m
Freight & Transport Relief £2.1m
Total Value £237.5m What FSB, NIRC and Retail NI say…..
“Rates are a disproportionate burden on smaller businesses and restrict their ability to invest, grow and create jobs. A significantlyRoger higher Pollen proportion FSB of small businesses in GB are exempt from rates compared to … NI” Page 10 Page “…retail is 12% of the economy and pays a quarter of all business rates is simply not sustainable…” Aodhán Connolly NI Retail Consortium
“...First on the list for Retail NI is fundamental change to our broken and antiquated system of business rates. It is a scandal that Northern Ireland has the highest business rates in the UK, which is a huge burden on our members and our colleagues in the hospitality sector. It is .....” very welcome that the Department of Finance has already begun a comprehensive review of rating policy with a view to providing options for an incoming Finance Minister Glyn Roberts RetailNI 27.08.19 Rates Review Announced Why a Review of Business Rates?
• Announced 9 May by Permanent Secretary Sue Gray. • Recognises changes in high streets and town centres. Page 11 Page • Business Rates need to fund public services while allowing businesses in all sectors to successfully trade and enable economic growth. • Ready with updated proposals for incoming Ministers. • Reflect learning in future Regional Rate setting? Business Rates Review What Review aims to do:-
• To explore proposals that result, overall, in similar levels of revenue. Page 12 Page • Explore the possibilities of widening the tax base and lowering the rate poundages. • Not seeking to abolish business rates. • Examine alternative taxation options to compliment or partly replace. • Consider how business rates aligns with PfG. Business Rates Review What Review aims to do:-
• Consider equity within the rating system & ability to pay. Page 13 Page • Examine UK ‘Making Tax Digital’ policy proposals. • Examine how business rates operates in relation to domestic rates. • Examine local revenue policies and practices nationally & internationally. Business Rates Review Review Timetable: key dates
Page 14 Page • 2 & 3 July – joint workshop on town centre and city centre regeneration • August to November: Stakeholder events across NI • 16 September – 11 November: 8 weeks of Public Consultation • November 2019 – January 2020: Consider Consultation Responses • Spring 2020: Publish Consultation Report Business Rates Review Innovation Lab
The challenge question was:
Page 15 Page ‘How can we make town and city centres places where people want to live, work, visit and do business in?’ The aim - to seek to find ways to enhance town and city centres across NI. The task - to consider the challenge question and identify a set of high- level recommendations. Innovation Lab Lab Generated Questions -
• How can we make sustainable / active transport the modes of choice? Page 16 Page • How can we redesign the city centre for people not traffic, supporting walking and cycling that works for everyone? • How can we make better use of existing financial vehicles or models to encourage development and growth. What are the barriers and can they be overcome? • How can we incentivise the reuse of our existing built environment especially our built heritage? Innovation Lab Lab Generated Questions -
• How can we attract the necessary skills for the 21st Century?
Page 17 Page • How can we develop civic leadership – shared and sectoral? • How do we plan and develop safe and confident city centre living for all (subvention, accessible, adaptable)? • How do we create a sense of community (safe / confident / engaged)? • How do we obtain the funding to provide and maintain the necessary services (infrastructure, services / open spaces) facilities and infrastructure needed? Innovation Lab Lab Generated Questions -
Page 18 Page • How do we reform the tax system to ensure we have sufficient revenue to pay for public services and the tax burden is fair? • How do we reduce the individual rates burden without decreasing the level of funding that rates provides? Innovation Lab Lab Generated Questions -
• How do we reform the tax system to ensure we have sufficient Page 19 Page revenue to pay for public services and the tax burden is fair? • How do we reduce the individual rates burden without decreasing the level of funding that rates provides? Lab Recommendations Rates related Recommendations • Review exemptions and reliefs. • Introduce online shopping tax and a mobile phone tax (devolve powers to NI).
Page 20 Page • Expand rates base to include all aspects. • Sharing of data across government and local government. • Investigate differential rating between domestic and non-domestic. • Perform a full impact assessment on Local Property Tax / Land Value Tax. • ‘Rates Rethink’ revisited. • Set objective to reduce rate poundage / rate burden by 30%. • Carry out a study on the introduction of user charges. Page 21 • Consultation opened Monday 16 September.
Page 22 Page • Six Strategic questions and Terms of Reference published on web.
• 8 week period closes on Monday 11 November. What do we want to know?
1. How can revenues from district and regional rates be raised in a way that is fair and equitable and without placing an unacceptable burden
Page 23 Page on business ratepayers? 2. What ways can be found to widen the tax base that could facilitate a lower level of business rates? 3. How can a fair distribution between district rates and regional rates be sustained? What do we want to know? 4. How can a fair distribution between non-domestic and domestic rates be sustained?
Page 24 Page 5. What reliefs and supports are necessary and might be introduced, changed or ended, targeted in line with Executive priorities and recognising ability to pay? 6. What alternative taxation options should be considered to complement or partially replace property based non-domestic rates and to allow for lower levels of revenue from business rates? What do we want to know? 7. Any other suggestions that you want to make. Page 25 Page Why is the Consultation important? • We want this to be an inclusive process - as many people as possible getting involved in shaping the future of our business rates system.
Page 26 Page • Opportunity to ensure that the business rating system is fit for purpose in order to fund key services at regional and district level. • To ensure that business rates, with its suite of support measures, can respond to changing marketplaces and local economic conditions, and align with wider government strategy. Why is the Consultation important? • Business ratepayers, councils, trade and business organisations, academics, and all interested parties can take the opportunity now to shape the future. Encourage all to respond. Page 27 Page • Much more than just reliefs and exemptions. • Easy to highlight the problems – it’s solutions, together, we must find! Please send us your views
• The Terms of Reference for this Review and supporting material will be found at: www.finance-ni.gov.uk/consultations/business-rates
Page 28 Page • We invite responses no later than 11 November 2019 • Email responses to: [email protected] • Paper to: Rating Policy Division, Department of Finance Lanyon Plaza, 7 Lanyon Place Belfast BT1 3LP Contact
Alan Brontë Director of Rating Policy for Department of Finance Page 29 Page [email protected] Office: 028 90336023 Mobile: 07789 208 209 Page 30 Agenda Item 7
Derry City and Strabane District Council
Minutes of Meeting of the Governance and Strategic Planning Committee (open) held in the Guildhall, Derry on Tuesday 3 September2019 at 4 pm.
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Present:- Members of Committee - Councillor McKeever (in the Chair); Aldermen Bresland and McClintock; Councillors Boyle, Cooper, Fleming, Harkin, McGuire, McLaughlin, Mellon and Reilly.
Non-Members of Committee – Aldermen Guy and Kerrigan, Councillors Donnelly, Duffy, Farrell, Gallagher and McCann.
In Attendance:- Chief Executive (Mr J Kelpie), Director of Environment and Regeneration (Mrs K Philips), Lead Finance Officer (Mr A Dallas), Lead Assurance Officer (Mrs D McDonnell), Lead Legal Services Officer (Mr P Kingston), Lead Democratic Services and Improvement Officer (Ms E Cavanagh), Strategic Business Manager (Mrs R Craig), Senior Economist (Mr M Gallagher) and Committee Services Assistant (Ms N Meehan).
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GSP90/19 Notice and Summons of Meeting
The Chief Executive read the Notice and Summons for the Meeting.
GSP91/19 Member Attendance and Apologies
The Chief Executive completed the roll call and apologies were recorded from Alderman McCready and Councillor McCloskey.
GSP92/19 Declarations of Members’ Interests
Councillors Boyle and Fleming declared an interest in agenda item 21 – City of Derry Airport London PSO Contract Award.
Open for Decision
Chairperson’s Business
GSP93/19 Welcome
1 Page 31 The Chairperson welcomed Members and Officers to the Meeting following the summer recess.
GSP94/19 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 2 July 2019
Open Minutes of the Governance and Strategic Planning Committee held on 2 July 2019 (GSP76/19-GSP89/19) were signed by the Chairperson as correct.
GSP95/19 City Deal/Strategic Projects Update Report
The Chief Executive presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to (i) Recap on the principal considerations and recommendations of the detailed City Deal/Strategic Growth Projects update report presented to Committee in July; and (ii) Outline progress since and key issues in relation to funding, projects prioritisation, governance and process.
The Chief Executive then invited senior representatives from the Ulster University to give a presentation on the innovation projects and the proposed Medical School at the Magee Campus.
The Committee then received Mr M O’Neill, Provost, Professors P Devine, T Bjourson, TM McGinnity and and Dr J Quinn who gave a joint presentation on Ulster University City Deal Innovation Projects as follows:
City Deal Overview:
CIDRA: Centre for Industrial Digitalisation, Robotics and Automation
CARL: Cognitive Analytics Research Lab
THRIVE:
NIGEMS: Northern Ireland Graduate Entry Medical School
NIGEMS
City Deal: Innovation and Digital
2 Page 32
Digital Skills
CIDRA - Centre for Industrial Digitalisation, Robotics and Automation
CIDRA Addresses Major Impending Challenges for Industry and Commerce and helps prepare for the next industrial revolution and impending Technological Change for Industry and Commerce. CIDRA encapsulates:
- Artificial Intelligence - Robotics - Automation - Industrial Internet of Things - Industrial Digital Technologies
Current Status
Across the North West region within each Council area 11% to 20% of all jobs are in manufacturing industry. Around 25,000 manufacturing jobs in the North West region and industry need digital, robotic and automation support to remain competitive.
What will CIDRA Do?
- A source of advanced expertise in the five core technologies in an industrial and commercial context for the benefit of NI industry. - A template model factory demonstrating agile manufacturing, integrating artificial intelligence, lloT, robotics, automation and digital communications into industrial manufacturing process. - A facility to allow industry to see, evaluate and gain hands-on experience in terms of what digital technologies can do for their company. - A facility for evaluation of designs, rapid implementation and testing of prototypes. - A facility for continuous professional development and skills upgrading for the existing workforce. - A testbed for research and development in industrial digitalisation, robotics and automation for manufacturing and commerce. - A Centre that builds upon the extensive expertise in artificial intelligence, machine learning and robotics in the Centre of
3 Page 33 Excellence in Intelligent Systems at UU Magee campus (the Intelligent System Research Centre) - Addressed innovation challenges with the option for industry to be part of the delivery, thus accelerating new skills gained through accredited professional development. - A regional hub from where University-Industry partnerships can be grown. - A location for ongoing technological developments in partnership with industry and commerce – not just manufacturing industry.
CARL: Cognitive Analytics Research Lab
Introduction to CARL
Building upon Ulster’s strength of 15 year history in Artificial Intelligence at ISRC Magee CARL is an industry focussed research centre, applying Artificial Intelligence (AI) and data analytics across multiple domains:
- Health - Financial Technology - Advance Manufacturing/Energy - Media - Civic Society and Public Policy
Strategically aligned with government policy
Why the hype over Data Analytics and AI?
50X Growth from 2010 to 2020
Alignment with Industry Needs
- Huge level of support and pull from industry in workshops/ meetings/visits. - Sector include: Healthcare; Fintech; Media; Advanced Manufacturing; Energy; Civic/Public (DfE DfC) - Founding partners include: Seagate; Allstate; Kainos; Analytics Engines; Fujitsu; United Healthcare/Optum; Pramerica.
Vision for CARL
4 Page 34 CARL will emulate the success Northern Ireland has seen in Cyber and Fintech to establish Northern Ireland as a global leader in the field of Data Analytics and AI.
THRIVE – Stratified Medicine Ulster University
Health Research Institute
Personalised Medicine – A Global Priority!
For Disease Prevention – Better Diagnosis – Better Treatment
Right Treatment – Right Person – Right Time
People Living Longer – Need to Live Well for Longer
Northern Ireland Centre for Stratified Medicine -Incorporating Centre for Personalised Medicine
A Driver for Precision Medicine……
What will THRIVE (HRI) do?
1. Spade-ready research centres of excellence and commercial projects
Innovation Research Centres for Sustainability
Business and Community Innovation for Sustainability
2. Spade-ready Taught Courses Integrate with NIGEMS Teaching and Skills Development for Sustainability……
Following the presentation Mr O’Neill referred to the huge impact that these projects would have on the City and District and stated that it would be worthwhile to visualise how this would materialise. He said these projects would prove transformational for the City and undertook to arrange a tour of the facilities available at the Magee Campus for interested Members.
Members then raised the following points:
5 Page 35 - Commended the Chief Executive on his comprehensive report and the presentation from UU on the innovation projects. - Members welcomed the progress and information regarding the four key projects. - Welcomed the fact that the City Deal money was almost in situ in terms of progressing the strategic growth projects. - Acknowledged the tremendous work carried out in recent months in terms of progressing the projects. - Referred to the significance of Ulster University in terms of realising the full potential of the City Deal. - Expressed concern at the response received from Mr Sterling, Head of the NI Civil Service and the sentiments expressed therein in regards to the delivery of a graduate medical school at the Magee Campus. - Acknowledged the importance of the various innovation projects in terms of job creation and providing opportunities. - Referred to the importance of Humanities courses as well as STEM subjects and the need for a varied university prospectus in order to increase student numbers at UU. - Welcomed the fact that given the ensuing funding through the City Deal and related match funding these projects could be fully realised. - Undertook to work to ensure that all financial commitments were secured. - Referred to a sense of increased expectation in regards to UU. - In regards to the clarity of the sentiments expressed by Mr Sterling referred to the need for a potential plan B to be explored. - Questioned the apparent level of commitment and progress from Ulster University in regards to the City and referred to the importance of aligning health science courses with this City and region. - Suggested that UU’s School of Health Sciences including such courses as physiotherapy and radiotherapy, should be relocated from Jordanstown to the Magee Campus, referring to the outstanding success of the Nursing School which was over- subscribed each year. - Expressed concern at the University’s reputation to date in terms of delivering for the City with expansion promises having been overlooked and the Magee Campus stripped of valuable courses. - Expressed concern that UU had failed on its past promises and had engaged in systematic dis-investment whilst virtually destroying the integrity of the Magee Campus.
6 Page 36 - Contemplated the potential impact that a thriving University would have on the City and region and sought a binding commitment from UU in terms of delivering for the City. - Enquired as to Council’s position should UU default of its current undertaking? - Acknowledged recent progress in regards to the expansion of the Magee Campus stating that any further delay in the delivery of a Graduate Medical School was totally unacceptable. - Referred to Council’s cross-party support for the expansion of the University. - Referred to growing doubt regarding the expansion of the Magee Campus and referred to the need to consider alternative options to expanding university provision in the City. - Welcomed that three of the projects were aligned to industrial needs but expressed concern that the Department would not sign- off on the Graduate Medical School in the absence of an Executive.
The Provost of Ulster University’s Magee Campus, Professor O’Neill explained that the University had been closely engaged with Council Members and Officers stating that alongside the Medical School there were three other significant projects based on international research and developed over a sustained period at Magee which it was hoped would be advanced as part of the City Deal Future Fund transformation. He continued that a considerable amount of work and thought had gone in to progressing these projects, with millions of pounds having already been invested by the University and millions more in the pipeline.
Professor O’Neill stated that these investments as part of the City Deal were absolutely transformational, not just for the Campus and the City but they were internally globally significant projects. In regards to the relocation of courses from Jordanstown to the Magee Campus, Professor O’Neill pointed out that no final decision had as yet been agreed. He stated that the University was extremely proud of the Nursing School at Magee and that its success had justified expansion to date, which he stated would include a range of courses and new facilities such as the Teaching Block and a Competency Centre. He pointed out that there had been tremendous growth in the stratified medicine and sport, physical activity and health courses at the Magee Campus, which, alongside the Nursing School, was placing the Campus in an incredibly strong position.
7 Page 37 In response to comments regarding UU’s apparent lack of commitment regarding the expansion of the Magee Campus and the delivery of a Graduate Medical School, Professor O’Neill stated that in many cases he shared Members’ sense of frustration, adding that the wider issue of the failure to raise the cap on student numbers in Northern Ireland was a major stumbling block to expanding university provision.
Professor O’Neill continued that the funding model for higher education was not fit for purpose and needed to be re-examined. He agreed with the need for increased student places in the City.
He again acknowledged the sense of frustration and stated that Members’ concerns were echoed by the University who shared their determination and strived for a more significant university presence in the City. In conclusion he gave assurances that UU’s intentions were genuinely pointing to the consolidation of IT courses at the Magee Campus and stating that each City Deal partner had to contribute 10% to its project meaning UU would be expected to provide a minimum of £10m.
Subsequently the Committee
Recommended that on the basis of this and preceding reports, Members note and endorse progress to date, acknowledge the many key issues highlighted and confirm their support to resolve.
The Members of the UU were thanked for their presentations and attendance and withdrew from the Meeting.
GSP96/19 Deputation – To Receive Representatives from Northern Ireland Housing Executive to Present the Housing Executive’s Investment Plan
The Committee received Mr Bailey, Chief Executive and Mr Doherty, Area Manager, NIHE to the Meeting to present the Housing Investment Plan (HIP) which addressed the following:
Purpose of the HIP
New HIPs replace District Housing Plans. They have two main purposes.
8 Page 38
1. The Housing Executive is statutorily required under the 1981 Housing Order to report to Councils on its past year’s performance and next year’s proposals. 2. The Housing Executive is a Community Planning Partner and the HIP provides an evidence base that will inform Community Planning.
Overview of the HIP
1. After consultation with a range of stakeholders the Housing Investment Plan provides an overview of the housing market in the Derry City and Strabane District Council area. 2. The HIP examines cross tenure housing issues and detailed social housing investment at a local level. 3. It is a 4-year plan with annual update in intervening years. This is the first year of the plan with yearly annual updates starting 2020. 4. The plan reflects Community Planning priorities.
Approach
Four high level outcomes related to housing and associated services have shaped the HIP:
1. Helping people find housing support and solutions; 2. Delivering better homes; 3. Fostering vibrant sustainable communities; and 4. Delivering quality public services.
Housing Executive Investment
Activity Areas - Actual Spend £M Projected Spend £M 2019/20
Total 124.72 33.12
Key Housing Issues for Derry City and Strabane
- An ageing population - Total housing stock is 8,799 units - Increase in housing stress applicants - 2,079 households presented as homeless – a 4% increase from 2018/19 – 1,315 accepted as homeless - 917 social housing allocations in 2018/19 - 225 new social homes complete
9 Page 39 - 1,242 social homes on-site
Future Housing Issues:
- 2,744 new social housing units are needed over next five years - 2019/2022 Social Housing Development Programme – 1.494 (gross) new social housing units programmed - Mixed Tenure Developments and affordable housing - Welfare Reform – 17,521 residents in receipt of Housing Benefit at March 2019
Next Steps
Progress against the HIP outcomes will be regularly monitored and will be reported on annually.
The Housing Executive Investment Plan, the Community Plan and the new Local Development Plan should all align and fit together. Housing Executive colleagues will continue to work with Council as a partner to provide evidence and agree outcomes.
Members from all Parties thanked the representatives from the Housing Executive for their presentation and commended the Area Manager and his staff on the commitment and enthusiasm with which they carried out their duties and on their constant hard work and efforts in trying to satisfy their customers.
Members then raised the following issues:
- Referred to the fact that from the figures presented it appeared that the Housing Executive was facing a housing crisis with the latest levels of homelessness since the formation of the Housing Executive and with demand outstripping supply. - Expressed concern at the significant increase in homelessness numbers and welcomed the Homelessness Consultation which was considered timely. - Expressed concern that the criteria for identifying an individual as “chronic homeless” was somewhat restricting. - In regards to the Homeless Consultation, suggested that the information collected could be used to identify the needs of vulnerable individuals to ensure the provision of required services, particularly in terms of chronic homelessness together with the provision of wrap around services.
10 Page 40 - Pointed out that Foyle had one of the highest waiting lists with prospective tenants waiting much longer than the average 12 months to be allocated accommodation. This was most apparent in Skeoge and Creggan were over 200 points were required to secure suitable accommodation whilst in other areas of the City only 120 points were required. - Referred to the ageing population and the increased number of disabled tenants and the subsequent need for additional bungalow accommodation. - Queried suggestions that the Housing Executive was preparing to re-establish its new-build programme. - Referred to the need to identify and secure additional land for housing purposes. - Referred to the need to break the cycle in regards to homelessness. - Expressed concern at the challenges being faced by those most vulnerable members of society with the proposed introduction of a standardized regional payment in regards to the Supporting People Programme and the need for this initiative to be vehemently opposed. - Expressed concern that the social housing points system was fundamentally flawed. Whilst acknowledging that there were genuine cases of intimidation, the current system did not assist in dealing with anti-social behaviour problems. - Expressed concern that whilst quality accommodation was being provided these were being allocated to tenants with a history of anti-social behaviour which was causing havoc and damaging new communities. - Expressed concern that Housing Associations were not providing the necessary supports in new developments to address the problem of difficult tenants which was impacting on the lives and well-being of all. - Referred to the fact that it was the corporate policy of Council to oppose the privatisation of the Housing Executive and call for it to be allowed to borrow money to build new homes. - Expressed concern at apparent variations in regards to Disabled Facilities grant-aid. - Queried the current level of Housing Executive stock in the Waterside area. - Expressed concern at the position adopted by Strategic Investment Board in regards to the eradication of social housing.
11 Page 41 The Housing Executive representatives thanked Members for their comments regarding the service provided by local staff. They responded to the issues raised as follows:
- It had become apparent that homelessness required a wide range of services and referred to the growing number of young adults presenting to the Housing Executive with more complex needs including various addiction and mental health problems. - It was intended to determine those services which were currently available to address this growing problem and identify areas where there was an apparent lack of necessary services. - Referred to the impending Welfare Reforms and the impact thereof on the Housing Executive. - Confirmed that over £80 million had been invested in building new social housing in Derry and Strabane during the past twelve months. - Pointed out that from those currently on waiting lists, approximately three quarters were in housing distress which was a 4 per cent decrease from the previous year. - Explained that of the 2,079 applicants who presented as homeless over the course of 2018/19, 1,315 were accepted as being so. - Referred to Housing Executive projections which suggested that the total need for the next five years would be 2,744 new homes in the City. - Acknowledged the need to ensure that there was adequate community infrastructure to cater for the development in the Skeoge area. - Confirmed that during the previous twelve months 60 cases had been presented to the Housing Executive of people claiming to be “under threat”. - Assured that the Housing Executive was endeavouring to update the current policy in this regard and had discussed with PSNI what they deemed to be a credible threat. - Acknowledged the difficulties regarding the award of points in cases of intimidation. - Pointed out that the threshold for removing tenants was considerably high and would require Court proceedings. The threshold of evidence was also considerably high and was required over a specific period of time. However, in the past, on occasion the right to evict tenants had been secured. - Confirmed that the Housing Executive had appointed additional staff to prepare for the expected impact of Welfare Reforms in regards to tenants struggling to pay rent.
12 Page 42 - Explained that locally the Housing Executive had 8,799 homes, with a large proportion being three bedroom properties. It was estimated that approximately one third of local Housing Executive tenants would be affected by the bedroom tax. - Mitigations secured for Northern Ireland in 2015 had largely prevented the tax being introduced here. However, these were due to expire in March 2020 and without the re-emergence of the Stormont Executive it appeared likely that the bedroom tax would be introduced. - Referred to the general lack of awareness regarding bedroom tax and the Housing Executive’s efforts to inform tenants and make preparation for the introduction of the tax if mitigations were not extended. - Explained that the introduction of bedroom tax could result in many tenants not be able to pay their rent and subsequently impact on the homelessness situation. The Housing Executive would endeavour to do all in its power to manage this sensibly and sensitively. - Acknowledged the need for the Disabled Facilities grant-aid to the updated. - Acknowledged comments in regards to the approach adopted by SIB.
In response to a query from Councillor Mellon in regards to the Housing Executive’s commitment to Local Community Planning, the Chief Executive assured that the Housing Executive had invested significantly in this Council area in regards to Community Planning and community cohesion and attracting EU/government funding which was then wisely invested. The Housing Executive were constantly trying to identify any available funding sources to address housing need. It also had a very active grants programme to assist individuals to develop and promote skills. They had also produced a business case which was passed by the Chief Executive’s Financial Committee and had approved a major investment programme and had arranged a Senior Management Away Day.
The representatives from the Housing Executive were thanked for their attendance and their presentation and they withdrew from the Meeting.
GSP97/19 BREXIT – Day One Readiness
13 Page 43 The Lead Assurance Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was for Members to note and continue to endorse the work that is ongoing in relation to preparing the Council for Day One Readiness in the event of a No Deal Brexit specifically in relation to the delivery of Council services and functions.
The Committee
Recommended that Members note and endorse the work that is ongoing to preparing the Council for Day One Readiness in the event of a No Deal Brexit specifically in relation to the delivery of Councils services and functions; and that further updates and reports will be presented to the Committee for consideration and discussion in each of the coming months.
GSP98/19 Economic Outlook
The Senior Economist presented the above report, a copy of which had previously been circulated to Members. He advised that the purpose of the report was to provide an update to the Committee on the economic outlook for Northern Ireland and the Derry City and Strabane District Council area. He said it was recommended that Members receive a presentation on this economic forecast and endorse the preparations underway to measure progress on economic wellbeing as an element of the Strategic Growth Partnership’s Statement of Progress due in November 2019.
The Senior Economist then gave a power-point presentation on Economic Performance and Outlooks in an Age of Uncertainty which highlighted the following:
The broader economic context
- Good news overshadowed by global uncertainties
- Strong jobs growth locally and falling unemployment
- Full-time/Part-time employment growth
14 Page 44 - Manufacturing and the productivity challenge
- Demographics present another challenge
- Real GVA Outlook – NI and UK
- UUEPC expects a tougher labour market
Recent Performance
- Population has grown in past two decades
- Strong employment growth in the recovery
- Unemployment falling to nearly half its peak in 2013
- While the labour market recovery has been strong, output has been slower to come back
Baseline Economic Outlook
- Total resident population projections
- Employment growth on an upward trend
- Sectoral Employment Change
- Resident employment rate (%)
- Resident ILO Unemployment Rate (%)
- A slight decrease in economic inactivity
Councillor McLaughlin thanked the Senior Economist for his presentation which she welcomed cautiously. She stated that whilst inroads had been made there was still a considerable degree of
15 Page 45 uncertainty regarding the future economic outlook and how this would impact on the City and region. She referred to the fact that the UK economy had been sluggish in recent years amid uncertainty regarding sterling which had experienced major fluctuations particularly given the ongoing situation regarding Brexit. She stated that whilst a disorderly Brexit had not been factored in, it should not affect the overall focus.
Councillor Cooper acknowledged the previous speaker’s comments regarding uncertainties surrounding Brexit. He stated that the manufacturing and agricultural industries would be affected most in the event of a No Deal Brexit, an issue over which Council had no control. He referred to the need for greater expansion of Ulster University. He acknowledged that progress had been made, however, not at the level necessary both in terms of the courses available and increasing student numbers. He referred to the negative economic impact of the “brain drain” on the City and region. He stated that whilst the City Deal funding was extremely welcome this was only a starting point and would not address the many economic problems and future uncertainties which would could possibly arise. He stated that regardless of a functioning Executive the same issues in regards to border control would have to be addressed. He stated that whilst the presentation had many positive aspects there remained the negatives which must continue to be focused upon.
Councillor Harkin referred to economic inactivity levels across the City and region which at 34% was higher than in the rest of the North. He stated that this was a matter of great concern. He queried the level of interest among the unemployed to secure employment; the availability of paid employment and whether terms and conditions were being deemed as unacceptable. He referred to a growing disparity between lower and higher paid jobs which would have an impact on both individuals and the fabric of the City. He queried the median wage and disagreed with suggestions that it would be possible to revitalise the area. He continued that the City Deal would not provide the answer nor would it provide the much needed solution to revitalising the local economy. Whilst acknowledging the tourism boom he expressed concern that the jobs being created were not well paid. He stated that when producing such reports it would be necessary to obtain a response from Trade Unions. He referred to a Motion passed by Council regarding Zero Hours Contracts and suggested that this be progressed without delay.
16 Page 46 The Chief Executive acknowledged the previous speaker’s comments regarding the median wage. He stated that it was always difficult in a Council area such as Derry/Strabane to suggest that there was positive job growth in the midst of such deprivation. However, this was positive news amid such grim reality. He stated that greater progress was being achieved in some areas compared to others and this report could not be considered in isolation of other considerations. He stated that the graph on employment growth showed an upward trend and he referred to the significance in terms of delivery on the Strategic Growth Plan. He stated that with continuing the current focus, the scale of trajectory would be positive and the level of investment showing was considerable. However, he acknowledged that the City Deal did not provide the answers to all the problems but stated that there were many other projects within the Strategic Growth Plan which had to be realised.
The Senior Economist explained that in terms of the median salary it tended to be the case that higher level jobs were taken by commuters and therefore the overall median salary of local residents was 15% lower. He referred to another peculiar factor within the City that full- time female wages tended to be higher. He stated that employers coming to the City were pitching their salaries at a significant rate, however, these related to higher skilled jobs. He referred to a mismatch between available positions and the necessary skills base. He stated that inactivity in itself was not always a negative thing as the figures presented included student numbers and a growing ageing population. It was necessary to analyse the figures and the various pertaining factors. He stated that the decline in numbers classed as inactive was due to the fact that some people were being moved onto the new benefit system and now thus classified as active. He referred to a mismatch which existed in regards to the skills base and available employment opportunities, an area which required intervention.
The Senior Economist acknowledged that progress had been made on a number of key economic issues since the establishment of the new Council but highlighted the importance of the delivery of the objectives set out in the Strategic Growth Plan and the City Deal if the City and District was to continue on this positive trend. Acknowledging the challenges facing the City and Region, he stated that a number of challenges had to be faced in regards to population growth, skills shortages and salary levels, however, much of these would be addressed within the City Deal core projects proposals.
17 Page 47 The Senior Economist also outlined to Members the need for the successful delivery of the key strategic projects in education and infrastructure, including the Magee Medical School which would act as a vital catalyst for growth. He continued that by working together with key partners, Council’s pro-active role in facing the challenges head-on and working positively to foster growth and prosperity in the North West was succeeding.
The Chief Executive explained that Council, through the Senior Economist, the Statistician and the wider team together with independent resources and other bodies had been collecting this data and were not depending on other agencies. He said it was hoped to provide Members with a taste of the type of information being collected which would be used to support business cases and funding applications and to promote requests to government departments to support business cases.
Alderman McClintock thanked the Senior Economist for his presentation. She welcomed the collection of data in-house.
Councillor McLaughlin queried what methodology, if any, had been agreed in regards to the collection of data from the Republic of Ireland in order that this could be embedded into the findings.
The Chief Executive acknowledged the significance of the Republic of Ireland in terms of an economic and social perspective and stated that Council fully subscribed to this as a cross-border region. It was also realised that any scenario where statistics presented were on a UK only basis were distorted and not beneficial and were somewhat skewed as the analysis was undertaken across two jurisdictions. He stated that the figures presented to Committee were considered to be higher in terms of the wider hinterland if the City were a single jurisdiction. He concluded that in addition Council was undertaking a joint piece of work with Donegal County Council.
The Senior Economist pointed out that the issue in regards to the Republic of Ireland had been recognised some years previously and a number of pieces of work had been undertaken specifically in regards to population and census figures in the Republic of Ireland which had proved extremely useful. However, the complexity was that the last census in the Republic was in 2016 and in the North in 2011. He stated that work was continuing with Maynooth College in this regard and an update thereon was currently awaited. He acknowledged the need for
18 Page 48 such works, particularly in regards to tourism, and as a member of the Demographic Statistics Advisory Group had voiced this opinion particularly in regards to individuals who worked in this Council area and lived in a cross-border area.
The Committee
Recommended that Members endorse the preparations towards the Statement of Progress for the Strategic Growth Plan due in November 2019.
GSP99/19 Establishment of an A5/N2 Cross-Border Committee
The Director of Environment and Regeneration presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek Members’ views in relation to a request from Fermanagh and Omagh District Council to establish an A5/N2 Cross Border Committee.
The Chief Executive explained that if Members wished to advance this request it was recommended that the D’hondt system would be applied in regards to the nominations.
Councillor Boyle stated that in regards to the rolling application of the D’hondt in this instance he did not recall this process having been agreed previously.
The Chief Executive undertook to investigate this matter and report to the September Council Meeting.
GSP100/19 Quarter 1 Financial Out-Turn Update 2019/2020
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 Quarter 1 financial outturn and position at 30 June 2019.
The Committee
Recommended that Members approve the 3 month financial position and note the surplus of
19 Page 49 £279k generated for the first 3 months of the 2019/2020 financial year.
GSP101/19 Prudential and Treasury Management Indicators Actual Out-Turn 2018/2019
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 approve Council’s Prudential and Treasury Management Indicators Actual Out-turn for 2018/2019.
The Committee
Recommended that Members approve Council’s Prudential and Treasury Management Indicators Actual Out-turn for 2018/2019.
GSP102/19 Annual Performance Report
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 invite Members’ consideration and approval of the draft Annual Performance Report 2018/2019.
The Committee
Recommended that Members approve for publication, the draft Annual Performance Report 2018/2019.
GSP103/19 Report on Meeting Times
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 information to inform consideration of the revised meeting start times for Council and Committee Meetings.
Members thanked the Lead Democratic Services and Improvement Officer for the in-depth research carried out.
20 Page 50 Councillor Farrell stated that he had proposed the original Motion. He suggested that in the future meeting times in respect of monthly Council and Planning Committee Meetings remain the same, however, monthly Committee Meetings begin at 6 pm.
Councillor Boyle agreed that it was worth considering a 6 pm starting time for Committee Meetings with the suggestion that after a six month period the situation be reviewed.
Councillor Boyle expressed concern at the extensive agenda in respect of this Meeting and suggested that a Special Meeting could have been arranged to receive one of the presentations.
Alderman McClintock confirmed that the DUP were satisfied with the current position in regards to the start time of meetings. She expressed her opposition to the suggested 6 pm starting time for Committee Meetings which, she felt, would prove most inconvenient for Members and staff from rural areas.
Subsequently the Committee
Recommended that the above matter be referred to the September Council Meeting for further consideration.
GSP104/19 Lighting of Council Facilities
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 seek elected Members views and agreement on a set of principles to inform a policy on the lighting of Council facilities.
Alderman McClintock suggested that all requests regarding the lighting of Council facilities be made in writing.
Councillor Boyle referred to the report and the fact that, subject to Mayor’s approval, costs could be met from the corporate budget. He disagreed with the suggestion of a “pop-up” Motion and agreed that all requests in respect of lighting of Council facilities be made in writing.
21 Page 51 Councillor Mellon referred to the role of elected Members in regards to representing their electorate. She suggested that given the minor cost involved it would be trivial to disregard requests for the lighting of Council facilities put forward by Members.
In response to a query from Councillor Harkin regarding a Motion passed by Council regarding Foyle Pride Week, and the display of rainbow flags at Strabane Council Offices, the Lead Democratic Services and Improvement Officer pointed out that the context of the Motion stated that “Council will light up Council buildings and display rainbow flags on Council buildings, where this is possible”. However, in this instance it had not been possible to carry out a consultation/screening exercise with staff over the summer period.
Alderman McClintock referred to the need for a clear process in respect of the lighting of Council buildings.
Councillor Boyle reminded Members that regardless of political perspective the Mayor was incumbent to act in accordance with Council’s viewpoint.
Councillor Duffy stated that this issue related to raising awareness of specific causes and she was totally opposed to any suggestion that Charities should be charged for the lighting of Council facilities. She stated that Council was a corporate body and, if approached by a particular cause, should be willing to raise awareness at no cost.
The Chief Executive explained that in regards to practical issues the only building which could be lit effectively was the Council Offices building on Strand Road. Any request regarding the lighting of this building could be provided free of charge.
Subsequently it was Proposed
That that bullet point three be removed from the report and any future requests to light up Council facilities be submitted in writing to the Mayor.
The Proposal on being put to the vote was declared carried their voting For – 4; Against – 3; Abstentions – 0.
The Committee
22 Page 52 Recommended that bullet point three be removed from the Report and any future requests for the light of Council facilities be submitted in writing to the Mayor and that a draft lighting policy is developed and subjected to equality screening.
GSP105/19 British and Irish Sign Language Charter
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 present Members with information on the British/Irish Sign Language Charter and options for the relaying of Council Meetings in British/Irish Sign Language (BSL/ISL).
The Committee
Recommended that in line with the Charter, Council should engage directly the D/deaf community and representative organisations to:
Explore options which best meet their needs in terms of accessing up-to-date information on Council business, and to inform the selection of the Charter Pledges and advance the signing of the Charter.
GSP106/19 Member Learning Development
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 approve the Member Learning and Development Programme 2019-2023, the updated Terms of Reference for the Member Development Group and the Elected Member Development Group Action Plan 2019-2020.
The Committee
Recommended (i) to approve the Member Learning and Development Programme 2019-2023;
23 Page 53
(ii) to approve the updated Terms of Reference for the Member Development Group;
(iii) to approve the Elected Member Development Group Action Plan 2019- 2020; and
(iv) to endorse recommendations from the Member Development Group not to offer an accredited Mentoring course to members of the Group; and not to participate at this time in the University Certificate for Councillors or the Adviser NI course.
GSP107/19 Local Democracy Week 2019
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 this report was to inform Members of Local Democracy Week 2019, to encourage the participation of all Members and to seek Members’ approval on budget allocation and the draft programme.
Councillor Boyle urged greater participation from Elected Members in this event.
The Committee
Recommended that all Elected Members (where practical) get involved in Local Democracy Week 2019 and that Members adopt the proposed programme and budget allocation of £2,500 from the Members Training and Development budget.
GSP108/19 Carrickreagh Gardens, Creggan Derry – Rectification of Boundaries
24 Page 54 The Chief Executive presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to obtain authority for the transfer of title to certain lands at Carrickreagh Gardens, Creggan, Derry to NIHE.
The Committee
Recommended that approval be granted for Council to execute a transfer of the lands known as No5 Pt2 of Folio 27454 Co Derry to NIHE for a nominal or zero consideration.
GSP109/19 City of Derry Airport London PSO Contract Award
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 to advise Members of the outcome of the recent tender process for the London PSO contract from City of Derry Airport which was awarded by the Chief Executive under delegated authority during Council recess.
The Chief Executive highlighted the enormity and complexity of the PSO process/EU procurement regime and commended the Officer team involved noting that the skills/competencies demonstrated were not readily available.
He advised that the medium/longer term funding issues were challenging and would require consideration and engagement with the NI, UK and RoI governments. The Chief Executive further advised that the City of Derry Airport Board would present to this Committee
Councillor Boyle advised that he had had the pleasure of being on the CoDA Board for a number of years and noted the complexity of the environment faced by the Airport. He noted that no one else could have manoeuvred the challenges and thanked the Chief Executive, Lead Finance Officer, Lead Assurance Officer and Lead Legal Services Officer for their efforts in securing the PSO.
Councillor Boyle welcomed a conversation about the future of the Airport and the support that could be provided by regional and national governments.
25 Page 55 Alderman McClintock also thanked Officers, noting the pressures and complexities addressed.
Councillor Cooper also commended the work carried out in securing the PSO.
The Committee
Recommended that Members note the award of the London PSO Contract by the Chief Executive under delegated authority during recess to Loganair who will operate the service to London Southend airport following the conclusion of the EU tender process.
Open for Information
GSP110/19 North West Regional Development Group – Minutes of Meeting
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 meetings of the North West Regional Development Group.
Members noted the content of the report.
GSP111/19 Update on Strategic Growth Partnership – June 2019
The Business Support and Change 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 most recent meeting of the Derry City and Strabane Strategic Growth Partnership (Community Planning Partnership - held on Thursday 27 June 2019.
Members noted the content of the report.
GSP112/19 NILGA Draft Corporate Plan and Outcomes Notes
The Business Support and Change Manager presented the above report, a copy of which had previously been circulated. She advised
26 Page 56 that the purpose of the report was to provide Members with an update on the Northern Ireland Local Government Association:
- Draft Corporate Plan for 2019-2023; - Meeting of the Central/Local Government Political Partnership Forum; and - Executive Meeting held in August.
Members noted the content of the report.
GSP113/19 Appointment of Councillors to Board of Port and Harbour Commissioners
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 inform Members of the recruitment process for Councillors to the Board of Londonderry Port and Harbour Commissioners (LPHC).
Members noted the content of the report.
GSP114/19 Housing Council
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 August Housing Bulletin.
Members noted the content of the report.
The Committee then went into Confidential Business.
27 Page 57 This page is intentionally left blank Agenda Item 9 Title of Report: Officer Presenting: Lead Assurance Officer
EU Exit – Day One Readiness Author: Lead Assurance Officer
1 Purpose of Report/Recommendations
1.0 Members are asked to note and continue to endorse the work that is ongoing in relation to preparing the Council for Day One Readiness in the event of a No Deal EU Exit specifically in relation to the delivery of Council services and functions.
2 Background
2.1 Members will be aware from previous committee reports of the ongoing continued work by Council in respect of the wider implications, challenges and opportunities of Brexit to the City & District, the North West and the wider City Region.
2.2 In addition to this, in June 2018, SOLACE established a Brexit Task & Finish Working Group to consider the Day One Readiness of Councils; with a view to ensuring that all Councils are taking a consistent approach in preparing for Brexit specifically and only in relation to the potential impact on Council Services. Council Officers are taking a proactive role with colleagues in each of the other 10 Councils to ensure that areas of risk are identified and appropriate mitigation and control measures are in place to manage the risks where possible.
3 Key Issues
3.1 Members were advised in March and September 2019 of the work undertaken by the Brexit Task & Finish Working Group to consider the Day One Readiness of Councils; with a view to ensuring that all Councils are taking a consistent approach in preparing for EU Exit specifically and only in relation to the potential impact on Council Services. The Regional Risk Register prepared by the Group was considered by this Committee in March 2019.
3.2 Members are advised that a significant amount of work has been carried out to date by this Group, with the risk register continuously being updated to reflect changing circumstances and relevant information. The current regional risk register is attached at Appendix x. All risks identified in the register are categorised into one of the following areas:
3.2.1 The Economy; V1.3 Effective 21 May 2019 Page 59 3.2.2 Society and Vulnerable People; or
3.2.3 Security.
3.3 Members will note that each individual risk on the register has an action plan in place detailing the current controls in place and the additional action required to mitigate the risk where possible. The current controls have been identified in consultation and liaison with the relevant Government Departments. However, despite the fact that controls are in place to mitigate the risks where possible, there still remains a number of high scoring risks on the register, at this time, in relation to the following areas:
3.3.1 Economic Shocks/Activity - A reduction in the ability of small to medium sized enterprises to trade across the UK/EU border resulting in a downturn in revenue and resulting in reductions in workload and therefore staff. This has the potential to increase the workload for Economic Development staff as well as having an overarching negative effect on council revenue streams, particularly rates revenues.
3.3.2 Data Management - The risk of difficulties in data flowing from EU to UK due to UK move to third country status, a lack of the required data sharing agreement, resulting in potential delays to data transfer.
3.3.3 Environment Health Enforcement - Increased pressure on Environmental Health resources including staff, by DAERA, FSA & other related bodies due to a significant increase in certification & changes in UK/EU legislation due to separation of enforcement regimes resulting in workload and delays in legal redress.
3.3.4 Environmental Health Resources - Increased pressure on Environmental Health enforcement resources due to significant increases in business & changes to UK/EU trading arrangements. The separation of enforcement regimes and pressures resulting in illegal activity such as pollution events, as well as delays to legal redress are likely to lead to disruption to established enforcement regimes and consequent delays in expediting customer requirements.
3.3.5 EU Funding/Grant audit - Reduction of future EU funding & grant aid due to withdrawal from the EU, leading to uncertainty & difficulties in future planning as replacement funds not yet in place.
3.4 Actions plans are in place for all identified risks to ensure that the risks are mitigated where possible. The Brexit Task & Finish Working Group are continuing to liaise with Central Government Departments and relevant Professional Officer Groups to ensure that all actions are implemented in a timely manner. V1.3 Effective 21 May 2019 Page 60 3.5 Members are advised that the Council’s Risk Register is currently being finalised and is based on the Regional Local Government Register, with specific detail added in relation to actions being taken by DCSDC.
3.6 Council’s Senior Leadership Team are currently putting in place internal arrangements which will feed in to the Command, Control and Co-ordination Arrangements (C3) that have been developed by the Northern Ireland Civil Service to manage EU Exit related issues and impacts. Council will be required to complete a daily situation report (7 days per week) which will be submitted to the Local Government Liaison Officer for inclusion into the regional local government return. The situation report will detail key events/activities, which have taken place in the last 24 hours, key events/activities likely to take place in the next 24 hours and requests for information. The Local Government Liaison Officer will collate daily returns from all 11 Councils and coordinate in to a daily regional local government return. The Local Government Liaison Officer will be located in the NI Hub with representatives from all government departments. Requests for assistance/support from local government will be considered and actioned from the NI Hub. Members are advised that a similar process will be completed by each Government Department. Daily situation reports will be completed and passed to the NI Hub for further action, where necessary.
3.7 Preparation for a No Deal EU Exit is a key priority for Council and is a standing agenda item on all meetings of the Senior Leadership Team. In the next few weeks officers will continue to engage with all relevant stakeholders across government and will attend all training exercises to ensure that Council is as prepared as possible. In addition to this, Council’s Senior Leadership will be testing council’s internal C3 reporting arrangements and ensuring that adequate resources are available internally to meet the demands of the C3 arrangements. Where possible, all risks will continue to be mitigated and appropriate action will be taken to ensure that the Council is as prepared as possible for Day One Readiness in the event of a No Deal EU Exit.
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 There are a range of potential implications; which have been captured in the risk register.
V1.3 Effective 21 May 2019 Page 61 5 Recommendations
5.1 Members are asked to note and endorse the work that is ongoing in relation to preparing the Council for Day One Readiness in the event of a No Deal EU Exit specifically in relation to the delivery of Council services and functions.
Background Papers
V1.3 Effective 21 May 2019 Page 62 SOLACE NI BREXIT RISK REGISTER HEAT MAP 16
Economic Shocks/ Activity l Very 4 Likely Data Management
Product Sourcing l Environmental Health Enforcement l Planning Functionsl Environmental Health Likely 3 Tourism l Key Indicator Utilities l Resources l Waste Management EU Funding / Grant Aid l Increase in Score Decrease in Score Workforce Planning l Fleet, Fuel, Oil l Score remains Page 63 Page Insurance l New Risk Unlikely 2 x Risk Removed Emergency Planning l
Risk Categories
The Economy Society & Vulnerable People Very 1 Unlikely Security
1 2 3 4
Minor Moderate Major Severe
D:\uploadedFiles\f5b65579cc857c3ce7fbf1d95390337a-def480777580ea1b\p1dlmbm8jin2be3e7js1nba764.XLSX Risk 1 - Workforce Planning Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat The risk of a skills/labour shortage due to restrictions in the freedom of The Economy Threat movement of EEA nationals, resulting in inability to recruit/retain staff or SOLACE NI 2 2 4 meet increased demands on services.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk Page 64 Page
1 Analysis of EEA Nationals conducted. Yes 2 2 4
Additional Action Required Target Risk
Action No. Action Service Responsible Target Date Milestone Status
Develop future employment needs plans, including information 1 HR &OD Oct-19 Draft & agree plan On Target packs on employing non UK citizens as per Home Office guidance.
Draft action plan to Provide assistance to LG employees who require help with provide assistance 2 HR &OD Oct-19 On Target completion of applications for settled and pre-settled status. epecially to those hard to reach.
Provide Assistance / signposting for EU Nationals in terms of the Iinclude in employee 3 HR &OD Oct-19 On Target EU Settlement Scheme via staff intranet, employee bulletin etc. communications. Risk 2 - Economic Shocks/Activity Inherent Risk
Risk Category Opportunity Risk Description Risk Owner Likelihood Impact Risk / Threat
A reduction in the ability of small to medium sized enterprises to trade across the UK/EU border resulting in a downturn in revenue and resulting in reductions in workload and therefore staff. This has the potential to increase The Economy Threat SOLACE NI 3 4 12 the workload for Economic Development staff and well as having an overarching negative effect on council revenue streams, particularly rates revenues. Current Controls Residual Risk
Control No. Existing controls in place Adequate? Risk Owner Likelihood Impact Risk
Prioritisation of Economic Development programmes offering targeted support to Economic 1 No export focussed businesses. Development Building in - house expertise in realtion to the effects of Brexit, streamlining Economic 2 expert processes and supporting businesses seeking to maintain or expand No Development 3 4 12 export activities.
3 Focus on management accounts including expenditure. No Finance
Economic 4 Rigourous assessment of fiscal & budget planning and fiscal assumptions. No Development
Page 65 Page Additional Action Required Target Risk
Action No. Action Service Target Date Milestone Status Responsible Data on the extent and scope of exporting Develop & deepen links/relationships with industry as well as 1 Finance Oct-19 business gathered within each council On Target developing digital links. area. Links with each council developed and Develop links & programmes with key partner organisations such Economic 2 Oct-19 relationships in place. Behind as Intertrade Ireland & Invest NI. Development
Reliant on DfC/HRMC & OGD's for the Assist businesses with customs legislation, clearance, tariffs & WTO Economic 3 Oct-19 relevant SI's & legislation. Behind rules etc. Development
Review future growth programmes and the like to ensure Economic 4 Oct-19 On Target adequate resources are in place. Development
5 Review planned expenditure to account for potential impact. Finance Oct-19 To be carried out as part of the Estimates On Target process.
Review investment plans & programmes to encourge and attract Economic 6 Oct-19 On Target investment in the post brexit environment Development
Potential impacts to be considered during budget modelling & Estimates 7 Finance Oct-19 On Target process To be carried out as part of the Estimates process.
8 Identify current EU funding streams to establish projected impact. Finance Oct-19 On Target
Economic 9 Identify current investments and review in light of potential impacts. Oct-19 On Target Development
10 Review current borrowing & loan projections in light of potential impacts. Finance Oct-19 On Target Risk 3 - Tourism Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likeihood Impact Risk Threat Reduction in tourism from EU countries due to precived or real barriers to entry The Economy Threat SOLACE NI 3 2 6 resulting in reduced tourist flow, income and investment.
Current Controls Residual Risk
Control No. Existing controls in place Adequate ? Likeihood Impact Risk 1 Monitoring & evaluating tourism trends and growth potential. No
3 2 6 2 Working with Tourism NI & others to reduce impact & sending out positive messages. No Page 66 Page
Additional Action Required Target Risk
Service Action No. Action Target Date Milestone Status Responsible 1 Sign posting tourism businesses to Economic Development led Economic Oct-19 programmes to improve information and develop actions to minimise Development / impacts and spot opportunities. Tourism On Target Section
2 Assisting those working on a cross border basis to deal with Customs, Economic Oct-19 Reliant on DfC/HRMC & OGD's for legislation, clearance & tariffs. Development / the relevant SI's & legislation. Tourism On Target Section
3 Develop links & build relationships with TourismNI. Take part in iniatives Economic Oct-19 & programmes. Development / Tourism On Target Section
4 Opportunities linked to Belfast Regional City Deal to assist in mitigating Economic Oct-19 risk and help fund structural support for tourism. Development / Tourism On Target Section Risk 4 - EU Funding & Grant Aid. Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Reduction of future EU funding & grant aid due to withdrawal from The Economy Threat the EU, leading to uncertainty & difficulties in future planning as SOLACE NI 4 4 16 future funds are not yet in place.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk 1 Establish total level of exposure to EU funding until 2022, including No Page 67 Page match funding. 3 4 12 2 Review programme monitoring & grant claim submissions. No
Additional Action Required Target Risk
Service Action No. Action Target Date Milestone Status Responsible 1 Maintain liasion & seek funding criterion through UK Dependant on release of details from Finance Oct-19 On Target Sovereignty/Prosperity funds. UKG.
2 Seek out other funding sources and opportunities via Economic partner organisations such as DAERA, Project Feb-20 On Target Development Kingfisher etc.
3 Review Local Government funding structure to Dependant on release of details from Finance Feb-21 On Target account for new operating environment. UKG. Risk 5 - Environmental Health: Resources Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Increased pressure on Environmental Health enforcement resources due to significant increases in business & changes to UK/EU trading arrangements. The separation of enforcement regimes and pressures resulting in illegal activity The Economy Threat SOLACE NI 3 4 12 such as pollution events, as well as delays to legal redress are likely to lead to disruption to established enforcement regimes and consequent delays in expediting customer requirements.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk
1 Contact made with existing producers & information gathered. As
Page 68 Page DAERA are the competent authority for export of food it has been agreed for consistency that communications to businesses will No originate with DAERA.
2 Analysis of impact on Local Government in relation to certification of fish & eggs. DAERA have agreed that current competencies and authorisation of EHO's meet the requirements under EU laws No to issue EHC's for fish & egg products. 3 4 12
3 APHA on - line training tool for Certifying Support Officers in place & training ongoing. No
4 DECOL certifying portal for all 11 councils to be rolled out immenently. No Additional Action Required Target Risk
Action No. Action Service Responsible Target Date Milestone Status 1 Eco dev to consider contingency Councils present at DAERA support to SME's adversely impacted Roadshow events to provide Economic Development Sep-19 On Target due to loss of ROI trade. (Signposting information to businesses. to DAERA etc.) 2 Clarification to be sought from DAERA Meetings with DAERA to discuss on resource modelling and possible position & ongoing events, set up Environmental Health Sep-19 On Target implications for Local Government on 04th Sept. & continuing (including possible funding). Risk 6 - Environmental Health: Enforcement Inherent Risk Risk Category Opportunity Risk Description Risk Owner Likelihood Impact Risk / Threat
Increased pressure on Environmental Health resources including staff, by DAERA, FSA & other related bodies due to a significant increase in The Economy Threat SOLACE NI 3 4 12 cerification & changes in UK/EU legislation due to spearation of enforcement regimes resulting in delays to trade & legal redress.
Current Controls Residual Risk Control No. Existing controls in place Adequate? Likelihood Impact Risk
All approved premises contacted & information on the number of products and export consignments gathered. DAERA, as the competent authority 1 have agreed for consistency, that communication to business will come from Yes them.
Analysis of issues completed. Currently there are some resource implications for councils in respect of certification for fish and egg products. 2 No However resources maybe required to support if DAERA cannot recruit Page 69 Page sufficient staff within their organisation APHA have developed on-line training tools for Certifying Support Officers. A number have completed this training to date. DAERA have agreed that the 3 4 3 current competencies & authorisation of EHO's meet the requirements to No 12 issue EHC's for fish, egg and egg products.
Engagement through the Consumer Protection subgroup with the Office for Product Safety and Standards. (Guidance issued on CE marking of 4 consumer products). No
Meeting with DAERA & DoJ regularly to develop protocols to meet industry 5 needs and report suspicious activities. No
Additional Action Required Target Risk Action No. Action Service Responsible Target Date Milestone Status 1 Consider contingency support to SME's Economic Development adversely impacted due to loss of ROI/EU Sep-19 Behind trade.
2 Discussions with DAERA to continue. Seek advance notification of resource Meeting in place on a model and possible implications for councils (including possible funding). Sep-19 two weekly basis. On Target Risk 7 - Waste Management Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Interruption to movement of established waste flows, particularly mixed dry recyclates & RDF, but also including animal waste/litter resulting in potential increase in pollution Security Threat SOLACE NI 4 3 12 events, misses statutory targets, increases to operating budgets and delays in disposal and/or onward transmission.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk
Page 70 Page Internal & Arc21 contracts in place for collection, removal & disposal of 1 waste. No Ongoing monitoring of NILAS targets. 2 No Ongoing monitoring of ABP and RDF shipments & liasion with 3 3 9 3 NIEA/Planning. No Talks with NIEA to gather data on tonnages. 4 No
Additional Action Required Target Risk
Action No. Action Service Responsible Target Date Milestone Status Establish contact with NIEA to check their Contact made and information re: 1 understanding of how waste flow will continue SOLACE NI Sep-19 On Target post Brexit. Flow of traded waste received.
Seek update on certainty of Basel Convention & Additional information received from 2 how it will operate after 31st October 2019. SOLACE NI Sep-19 On Target TAGNI & Arc21.
Seek update from key waste officers on Talks with NIEA & related bodies 3 expected SOLACE NI Sep-19 ongoing. Interagency workshop on On Target waste planned for October Risk 8 - Planning Functions Inherent Risk
Risk Category Opportunity Risk Description Risk Owner Likelihood Impact Risk / Threat Society & Reduction in the workload & revenue due to potential economic shocks Vulnerable Threat resulting to revisions to local government income. Potential increase in SOLACE NI 4 3 12 People community planning particularly around vulnerable communities.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk
1 Monitor planning applications by volume, type and budget accordingly. No
Strategic Planning Group of DFI monitoring the implications of a no deal exit and advise 2 Councils of any consequential amendments to legislation and how this impacts on the No timeliness of decision making.
Keep under review facilities such as waste facilities & flows, as well as transitional
Page 71 Page operational requirements. Potential need for increased capacity to deal with short term 3 No impacts particularly those bound by planning conditions. Monitor and action case by case 3 3 9 basis with the co-operation of Environmental Service - Enforcement Section & NIEA.
Develop knowledge relating to short term issues on waste flows and how planning 4 conditions may impact on these. Discuss with Environmental Service - Enforcement No Section & NIEA.
Develop knowledge in relation to community vulnerablity within council areas to have 5 accurate & up to date data to enable quick access to potential funding streams & provide No reports to council.
Additional Action Required Target Risk
Action No. Action Service Responsible Target Date Milestone Status Discussions ongoing. A Local Hold discussions with NIEA & Planning to identify Government/ NIEA waste workshop 1 facilities that may have wasteflow issues relating Planning Oct-19 planned for October 2019. On Target to planning restrictions.
Monitor and keep under review the implications of Brexit on the local economy and revise Local 2 Planning Sep-19 Behind Development Plans to take account of developments. 3 Identify sources of additional community planning resources in the event they are required. Community Planning Sep-19 Behind Risk 9 - Product & Service Sourcing Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Threat Difficulties in managing procurement activities as a result of supply chiain interruptions from EU The Economy Threat SOLACE NI 3 3 9 countries, resulting in potential delays, rises in costs and a lowering of efficiency / productivity.
Current Controls Residual Risk Page 72 Page Control No. Existing controls in place Adequate? Likelihood Impact
1 Discussions ongoing with Procurement Officer's professional group No 3 3 9
Additional Action Required Target Risk
Action No. Action Service Target Date Milestone Status Responsible 1 Compile a prioritised supplier/goods/services provider Ongoing schedule for each Council: Identify higher risk Procurement Sep-19 Behind suppliers and engage. 2 Draft Brexit clauses for incorporation in future Council Seeking legal advice on procurement standard contract clauses Procurement Sep-19 amended/ additional On Target clauses. 3 Advise all councils to be aware of Brexit related legal Council's reminded through changes to the wording of all standard tender Procurement Sep-19 Professional Officers On Target documents, including T&C's. Group. Risk 10 - Insurance Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Inability in obtaining appropriate insurance cover for council services & Security Threat employees due to the UK being outside SOLACE NI 3 3 9 the EU's framework for financial services regulations.
Current Controls Residual Risk Page 73 Page
Control No. Existing controls in place Adequate? Likelihood Impact Risk
1 Ensure only UK based insurance companies are used Yes and secure cover over 2/3 years. 2 2 4
Additional Action Required Target Risk
Action No. Action Service Target Date Milestone Status Responsible 1 Check insurance policies with 3rd parties and key Checks carried out across all Sep-19 On Target suppliers and partners. councils. 2 Consider obtaining "green card" certification for all Green card certification in place Sep-19 On Target council vehicles required to operate in EU after Brexit. where required. Risk 11 - Data Management & Sharing Inherent Risk
Risk CategoryOpportunity / Risk Description Risk Owner Likelihood Impact Risk Threat The risk of difficulties in data flowing from UK to EU due to UK move to third Security Threat SOLACE NI 3 4 12 country status resulting in potential delays to data transfer.
Current Controls Residual Risk
Page 74 Page Control No. Existing controls in place Adequate? Likelihood Impact Risk
Information request issued for any data processed outside of UK. Returns to date indicate that very little 1 data is coming into Local Government from outside the No 3 4 12 UK.
Seek assurances from software and vehicle providers in 2 relation to contractual obligations and availability of No 3 4 12 spares.
Additional Action Required Target Risk
Action No. Action Service Target Date Milestone Status Responsible 1 Investigate use of EU data storage Information Sep-19 Ongoing Behind centres across local government. Governance Risk 12 - Utilities Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Utility price and security of supply risks for Northern Ireland due to an inability to draw power supplies from Security Threat SOLACE NI 3 4 12 sole electricity link resulting in potential interruption of supply and an increase in costs. Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk
Operation Blackstart - Communications & Power resilience 1 No plan (Draft) in place. Discussions have been had with Power NI, SSE, Firmus, SONI and NI Utility Regulator has indicated that no supply interruptions are anticipated. NIUR are working alongside 2 No Page 75 Page BEIS to maintain security of supply within UK and interconnectors with UK.
3 3 9 Gas supply to NI is considered as secure as NIUR with 3 electricity and gas capacity secured annually. Capacity has No been secured in January 2019.
BCP's in place for utilites and testing carried out No across network. 4 Additional Action Required Target Risk
Action No. Action Service Target Date Milestone Status Responsible 1 Work with SONI to finalise Op Discussions held & assurances Corporate Sep-19 On Target Blackstart. provided. 2 Establish estimated cost in potential Part of Estimates process. energy costs & factor into estimates for Finance Sep-19 On Target 2020/21. 3 Survey to ascertain standby generator Estates Oct-19 On Target capacity needs. Risk 13 - Fleet, Fuel, Oil & Lubricants. Inherent Risk
Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat
Risk of plant, machinery and parts becoming difficult to source and costs rise. The cost of fuel, oil and lubricants also rise due to fluctuations in the value of sterling The Economy Threat SOLACE NI 3 4 and difficulties with an EU focused supply chain leading to potential cost rises and 12 delays in carrying out Council Services.
Current Controls Residual Risk
Control No. Existing controls in place Adequate? Likelihood Impact Risk
Maintain supply of garage stock items. Conduct forward purchasing of No 1 commonly used & consumable vehicle parts.
Page 76 Page 2 Regularly monitoring of fuel stock levels and top up maintained. No No 3 Consultutation with suppliers and relationships established. 3 2 6 Vehicle suppliers contacted. Confirm delivery of vehicles where necessary. No 4 Gain supplier assurance on component availability.
Use of government procurement scheme to minimise impact of price No 5 fluctuations & availability. Additional Action Required Target Risk Service Action No. Action Responsible Target Date Milestone Status 1 Assurances provided On Target Individual Councils to contact parts suppliers to by most suppliers. ascertain availability and seek assurances regarding Transport Sep-19 continued availability of supply.
2 Fuel tank capacities On Target Council's to estimated duration of fuel tanks for service Transport Sep-19 now established. Kept delivery purposes. topped up on a monthly basis. 3 Fuel resilence plans in On Target Fuel Resilience Plan to be put in place identifying the place. actions to be taken in response to a real or potential fuel Transport Sep-19 shortage to ensure critical and essential services continues uninterrupted. Risk 14 - Emergency Planning / Civil Contingencies Inherent Risk Risk Category Opportunity / Risk Description Risk Owner Likelihood Impact Risk Threat Inability to respond to Command, Control & Society & Coordination arrangements or concurrent Vulnerable Threat SOLACE NI 3 4 12 emergencies due to increased strain on current People resources resulting in impact on resilience Current Controls Residual Risk Control No. Existing controls in place Adequate? Likelihood Impact Risk
1 C3 structure in place and protocol in place. Bi weekly conference calls taking place, lead by PSNI. No 2 Liaison Officer in post & trained and LCCC point of contact identified. No 3 2 6 3 Relevant Council Officers have received training on Resilience Direct. No
Page 77 Page 4 DFC Scheme of Emergency Financial Assistance is in draft. No
Additional Action Required Target Risk Action No. Action Service Target Date Milestone Status Responsible 1 Draft EU Exit No Deal Response Plan to LGCC Sep-19 Plan finalised. Complete be finalised. 2 A Draft resourcing model to be developed to support the Civil Resource model developed & under SOLACE NI Sep-19 On Target contingency structure in the event of consideration. activation. 3 Training/exercising on reporting requirements for NI-HUB to be delivered SOLACE NI Oct-19 Exercise held on 20th Sept. Complete to all relevant officers, including reporting officers. 4 Awaiting finalisation of DFC Scheme to Final agreement provided by DfC on SOLACE NI Oct-19 Complete confirm level of financial assistance 19th Sept. Transition to new LG Government Resoucing Model to allow full complement of Agreement reached in princple, final 5 SOLACE NI Oct-19 On Target staff to assist with resourcing of Strategic details being worked through. and Tactical tiers. Risk Categories Status 1 1 The The Economy On Target 2 2 SocietyEconomy & Society & Vulnerable People Behind 3 3 SecurityVulnerabl Workforce Planning e People Security Complete 4 4 Economic Activity
Key Indicator Tourism Increase in Score Decrease in Score Risk Type Adequate l Score remains EU Funding / Grant Aid New Risk Opportunity Yes x Risk Removed Environmental Health Threat No Risk Categories Environmental Health Page 78 Page Risks
The Economy Society & Vulnerable People Waste Management Security
Yes Brexit Planning No
Insurance Threat Oppor tunity Product Sourcing Solace
On Data Management Target Behin d Utilities Compl ete Emergency Planning
Fleet, Fuel etc. Agenda Item 10
Title of Report: Officer presenting: Central/Local Government Political Partnership Forum Strategic Business Manager
Author: Strategic Business Manager
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to provide Members with an update on meeting of the Central/Local Government Political Partnership Forum held on Friday the 27th September 2019 in Castlereagh
1.2 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.
2.2 In the absence of the Assembly and a statutory, Ministerial Partnership Panel for Northern Ireland, the “Central – Local Government Political Partnership Forum” provides two tier, devolved political scrutiny, joint awareness on critical issues affecting the sector and more widely, together with a governance link to councils and departments, at regional (all NI) level.
2.3 The Central – Local Government Political Partnership Forum brings together political representatives of councils (Local Government Partnership Panel and NILGA Office Bearers) with MLAs appointed by their parties as principal policy liaison members.
2.4 The Forum aims to work collegiately with government departments to realise policy and communication benefits through joint democratic scrutiny, which ultimately delivers more effective public services for our citizens until the Legislative Assembly is reconstituted / returned.
3 Key Issues
Page 79 3.1 The fifth meeting of the Central-Local Government Political Partnership Forum took place on 27th September 2019. Councillor Ruairi McHugh was invited to the meeting as he was nominated to the Partnership Panel at the Council’s Annual Meeting. The agenda and background papers for this meeting are attached at Appendix 1. Members received a keynote address from Northern Ireland Water and the Northern Ireland Fire and Rescue Service. The meeting also prepared for a meeting with the Permanent Secretary in relation to broadband for small businesses and communities
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 the Central – Local Government Political Partnership Forum.
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Central – Local Government Political Partnership Forum
NILGA Offices, Bradford Court, Castlereagh Friday 27th September 2019
Agenda
1000 Coffee and Registration
1020 Welcome and Introductions
1025 Outcomes from Central – Local Government Political Partnership Forum 18th January 2019. For noting and follow-up (Paper A) Councillors Code of Conduct – In response to action point, please see attached (Paper A1 + A2) DoF Business Rates Review Consultation (Lisa O’Kane)
1030 Keynote Presentation 1
Northern Ireland Water: Sara Venning, Chief Executive;
“Risk to Northern Ireland’s Growth Ambitions”
NI Water’s vital role in Northern Ireland’s growth and how the company’s funding, amidst increasing demands is now critical; News article (Paper B) Wastewater systems at or near their capacity as at August 2019; by Council Area (Paper B1)
Followed by Q + A.
1100 Issues raised by Councils for discussion at Forum
Mid and East Antrim Borough Council - Northern Ireland Fire and Rescue Services Budget pressures
1115 Keynote Presentation 2
Northern Ireland Fire and Rescue Services: Michael Graham, Chief Fire and Rescue Officer (Interim)
Key issues: Financial position within Northern Ireland Fire and Rescue Services Interim Service Delivery Measures Future direction of Northern Ireland
Followed by Q + A
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1145 Maximising impact of broadband for small businesses & communities On 15th October 2019, NILGA will be meeting with Permanent Secretary, Noel Lavery, Department for the Economy, seeking co-design of future broadband initiatives. (Lisa O’Kane)
1155 AONB
Changing Places: Planning, Place-shaping and Place-making in Northern Ireland; 8th October 2019; Killyhevlin Hotel, Enniskillen Councils Driving the Local Economy Event; 3rd December 2019, Canal Court Hotel, Newry
1200 Lunch
Updated schedule for next meetings of the Central – Local Government Political Partnership Forum
Friday 31st January 2020, 10am – 12pm, NILGA Offices Friday 1st May 2020, 10am – 12pm, NILGA Offices
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Central- Local Government Political Partnership Forum Friday 28th June 2019 NILGA Offices
Present: Peter Weir MLA, DUP; Fra McCann MLA, Sinn Fein; John Blair, MLA, Alliance; Roy Beggs MLA,
UUP; Ald Mark Cosgrove, Antrim and Newtownabbey Borough Council; Cllr Stephen Dunne, Ards and North Down Borough Council; Cllr Darryn Causby, Armagh Banbridge and Craigavon Borough Council; Cllr Geraldine McAteer, Belfast City Council; Ald Tom McKeown, Causeway Coast and Glens Borough Council; Cllr Ruairi McHugh, Derry City and Strabane District Council; Ald Billy Ashe MBE, Mid and East Antrim Borough Council; Cllr Robert Burgess, Newry Mourne and Down District Council; Cllr Frances Burton, NILGA President / Mid Ulster District Council; Cllr Matt Garrett, NILGA Office Bearer /Belfast City Council; Ald Danny Kinahan, NILGA Office Bearer / Antrim and Newtownabbey Borough Council; Cllr Dermot Curran, NILGA Office Bearer alternate / Newry Mourne and Down District Council; Cllr Billy Webb MBE, NILGA Office Bearer alternate / Antrim and Newtownabbey Borough Council; Louise Warde Hunter, Deputy Permanent Secretary, DfC, David Jackson, SOLACE Chair / Causeway Coast and Glens CEO; Nichola Creagh, DfC; Alan Bronte, Director of Valuation / Commissioner of Valuation, Land and Property Services, Department of Finance; Ciara Toner, SOLACE; Derek McCallan NILGA CEO, Karen Smyth, NILGA, Lisa O’Kane, NILGA, Antoinette Kennedy, NILGA.
Apologies: Cllr Ian Stuart, Lisburn and Castlereagh City Council; Cllr Christine McFlynn, Mid Ulster District Council; Cllr Martin Kearney, NILGA Office Bearer; and Ald Alan McDowell, NILGA Office Bearer, SDLP MLA colleagues, Tracey Meharg, Permanent Secretary, DfC; Katrina Godfrey, Permanent Secretary, DfI; Sue Gray, Permanent Secretary, DoF.
Welcome and Introductions
Derek McCallan, NILGA CEO welcomed everyone to the fourth meeting of the Central – Local Government Political Partnership Forum; and the first meeting of the Forum since the Local Government Elections in May 2019.
The meeting commenced with a round of introductions. Derek McCallan also provided a short overview of the key items on the Agenda.
Brief Overview of the Forum – Derek McCallan CEO
In his overview, Mr McCallan commented that steps to restore the Assembly are active and ongoing, however as we still do not have Ministers in place, retention of the two-tier policy discussion, as facilitated by this Forum is essential, as a mechanism to communicate critical issues and information to the appropriate committees. The Central – Local Government Political Partnership Forum has been convened by NILGA – is a collegiate exercise, a means to raise political awareness and guidance on spending the overall public purse in N. Ireland of over £21 billion annually. 1 Page 83
All political parties are supportive of the interim Forum; and David Sterling, the Head of the Civil Service has communicated his support for participation in the Forum, with the Department for Communities as the axis department / Perm Sec to drive this.
Keeping aligned to the statutory NI Partnership Panel mechanism, the membership of the Forum is inclusive of the Local Government Partnership Panel representatives, newly appointed to the Panel since the Local Government elections; the NILGA Office Bearers and MLA colleagues from the 5 main political parties as principal policy liaison members.
As illustrated diagrammatically in the terms of reference for the Forum; formal senior input for each meeting of the Forum will be sought from Council Chief Executives (represented by David Jackson, SOLACE Chair and CEO of Causeway Coast and Glens Borough Council - at today’s meeting) and the Central Government Departments (represented today by Louise Warde-Hunter, Deputy Permanent Secretary of the DfC and Alan Bronte, Director of Valuation / Commissioner of Valuation, LPS, DoF).
Again as illustrated diagrammatically in the TOR, during the continuing impasse, the work of the Forum will link into and communicate with the work being taken forward by the Permanent Secretaries and Council Chief Executive Group; and will also feed into the NILGA Executive.
The Secretariat will be maintained by NILGA with joint co-ordination of activities with the Department for Communities.
Following Derek McCallan’s update, the floor was opened to questions. Alderman Danny Kinahan commented that the illustration does not refer to linkages with Westminster. In response, Mr McCallan commented although not included in the illustration, we are connected and that channels of formal and informal communication were open via NILGA to national governments, such as the UK Local Government Forum.
Ald Mark Cosgrove raised that the Forum provides the platform to raise critical issues such as the Councillors Code of Conduct. Recognising that an independent review of the Councillors Code of Conduct has taken place, with resultant report compiled to be cleared by incoming Minister, Ald Cosgrove emphasised the importance of the changes being made to the Code of Conduct; it needs to be pushed up the wider agenda – and be a front and central priority. Cllr Garrett added that the difficulties of the Code of Conduct have not been articulated well in Councils. Following the Local Government elections, the NAC issued a letter to all Councillors to consider supporting a “protest communication” regarding the Code of Conduct; however Members were not all fully aware of what the issues with the Code of Conduct were.
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Keynote Presentation (A) – Louise Warde-Hunter, Deputy Permanent Secretary, Department for Communities
Louise Warde-Hunter, Deputy Permanent Secretary for the Department for Communities thanked the Forum for the invite to today’s meeting. She added that as part of her presentation she would address the concerns raised by Members on the Councillors Code of Conduct.
Central – Local Government relationship
Louise Warde-Hunter referred to the Executive Office’s “Outcomes Delivery Plan” for 2018-19”. The Outcomes Delivery Plan sets out the actions that the departments intend to take to improve wellbeing for all by tackling disadvantage and driving economic growth. To achieve the 12 outcomes, departments will work collaboratively across department boundaries and with Local Government; The eleven Councils, through partnership working are delivering community plans that have been designed to address the needs of their areas.
All the Community Plans have been aligned already to the outcomes of the delivery plan. Ms Warde-Hunter added that from the perspective of the DfC, Community Planning is where the rubber hits the road in terms of delivery of the Outcomes Delivery Plan and that she has tremendous respect for the work Councils have been doing. At the heart of community planning is building relationships and improving wellbeing for all. The DfC will be participating in a road show with Departments about Community Planning and what they need to be thinking about in terms of Departments’ role in the delivery of the Plans.
Local Government Code of Conduct
The Councillors Code was approved by the Assembly on 27th May 2014. Parts 1 – 8 of the Code came into operation on the 28th May 2014. Part 9 – Planning matters – came into operation on 1st April 2015.
In response to Councillors concerns with the Code of Conduct, a review was called by the DfC Minister and in November 2015 an independent review working group set up. The DfC took forward a consultation from December 2016 to February 2017 on a revised Councillors Code of Conduct.
The changes proposed by the consultation included clarifying that rules 8.1 a-h of the Code would apply to all council decisions, that rules 8.1 i-l would also apply to quasi-judicial decisions and decisions on making appointments and the awarding of contracts.
A consultation exercise took place between December 2016 and February 2017 and the DfC has since collated the consultation responses and prepared a Departmental response to be cleared by the new Minister once he or she is appointed.
Under the Local Government Act (NI) the Department cannot issue a revised Councillors Code of Conduct until it has been laid before the Assembly.
Ms Warde-Hunter further advised that the Department for Communities will be taking forward a review of the Local Government Legislation Framework. A three-year review and evaluation 3 Page 85
programme has been proposed and preparatory work is underway – a working group has been set up, inclusive of council officials and NILGA to consider council democratic governance arrangements and the ethical standards framework. There will be engagement with key stakeholders on the issues identified and recommendations will be put forward to the incoming Minister.
Urban Regeneration
Belfast City Centre Regeneration Task Force - In the aftermath of the Bank Buildings (Primark) fire, the Belfast City Centre Regeneration Task Force was set up to ensure a collaborative public sector response to steer and resource the regeneration of the city centre. The Members of the Task Force are Belfast City Council CEO, the Head of the Civil Service and the Permanent Secretaries. A strategic action plan has been developed to transform and revitalise the city centre and the Task Force will provide oversight to guide delivery of priority initiatives, projects and investment.
Town Centres and High Streets Strategic Insight Lab - Out-of-town shopping centres and internet shopping have changed the face of retail. There is an urgent need to radically rethink how we regenerate and revitalise our high streets – transitioning from retail centres to multifunctional social centres. To inform the debate, the DoF, DfC and Dfi are hosting a Strategic Insight Lab on 2nd and 3rd July 2019; the Challenge Question: “How can we make town and city centres places where people want to live, work, visit and do business in?”. High level recommendations will be drawn from the sessions and put forward to Ministers for consideration in due course.
Belfast Region City Deal – Funding of £880 million has been announced by Secretary of State. The Council consortium is working in partnership with NICS Departments, universities and private sector to deliver a suite of projects including infrastructure projects; tourism & regeneration projects; innovation & digital projects; and skills and employability projects.
Derry and Strabane City Deal – Funding of £105m announced by the Secretary of State. DfC are collaborating with Council on regeneration projects including the Central Riverfront Regeneration Project and regeneration of the Strabane Canal basin.
Louise also provided an overview of other regeneration projects which DfC are collaborating with Councils on, including regeneration of Queen’s Parade Bangor, Queen’s Quay on the River Lagan, Belfast, and St Patrick’s Barracks in Ballymena.
Following Louise’s presentation, the floor was opened for comments and questions. Members generally commented on the value of the presentation, with specific comments raised being provided below:
Councillor commented, that as a newly elected councillor, he did not see the Councillors Code of Conduct until he was elected. By signing it, he is already breaking the code because he appears to be engaging in communication around decision taking and declarations of interest, like many others, incorrectly. For example to pinpoint Councillors on one thing they may not have declared as an interest. At every Council meeting, Councillors are walking in 4 Page 86
and out due to declared interests – it is not productive. There needs to be changes to the Code. Councillor queried if items had been added to the Code of Conduct after it was passed at the Assembly. In response Ms Warde-Hunter commented that there were no additions after the Code was passed - any additional changes would have been passed through the Assembly. An MLA colleague advised that in terms of the consultation for the revised Councillors Code of Conduct, changes have been proposed to tighten things up and to address the gaps. The review has identified concern about alleged inconsistencies of approach by the Commissioner on complaints being investigated. At present there is a draft position on the proposed changes to the Code, ready for an incoming Minister – when the Minister agrees the draft position, it is to be sent to the Assembly. In terms of the Planning / decision making aspects of the Councillors Code of Conduct, the thinking behind it; some Councillors fear the Code and are not scrutinising / articulating / participating productively in their Planning roles. A Councillor raised that there needs to be flexibility in the rules relating to decision- making. The rules state that you are not allowed to organise support for; not lobby other Councillors; not comply with the party decisions; not act as an advocate to promote. He added that he had no idea how it got through the Assembly. As highlighted by a Welsh colleague involved in the review of the Councillors Code of Conduct; the Code in its current form has the potential to destroy local government. Councillor also commented on the “police style” interviews, Councillors being investigated under the Code must endure. An MLA colleague also raised a query with Ms Warde-Hunter about inclusion of LGBT and ethnic minorities in Community Planning and the DfC’s role in ensuring Council’s Community Plans are inclusive of everyone in our communities. In response, Ms Warde-Hunter advised that the Community Planning guidance sets out the need for equality and inclusion by all Councils and their Community Planning partners, however what is written and what is done is not always the same thing. She advised that she would feed-back this issue to the Department. Another Councillor also commented in relation to the comments that have been made today about the Councillors Code of Conduct and Community Planning, “how are we as Councillors expected to work in partnership when we cannot put decisions to Council?” Another Councillor commented on the fact that Councillors are accountable to the Code of Conduct 24/7. This also needs to be reviewed.
Action: Louise Warde-Hunter commented that she would feedback today’s discussion to the Department.
Action: Karen Smyth added that she would take back all of today’s comments about the Councillors Code of Conduct to the Review group.
Action: NILGA secretariat will forward to Members NILGA’s response to the consultation on the Review of the Councillors Code of Conduct
Action: Louise Warde-Hunter’s PowerPoint presentation will be forwarded to all Forum Members.
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It was also confirmed by the NILGA CEO that the DfC Permanent Secretary had written to NILGA outlining constructive methods and NILGA input, to deal with some of the processes referred to around the Code of Conduct.
Outcomes from Central – Local Government Political Partnership Forum, 18th January 2019
The Outcomes from the Central – Local Government Political Partnership Forum, 18th January 2019 (Paper B) were noted. Karen Smyth also referred Members to Paper B1 and provided an overview of the meeting which took place between the Department for Infrastructure, PSNI, NILGA and SOLACE on 12th March 2019 to discuss issues arising from the implementation of the Roads (Miscellaneous Provisions) Act (NI) 2010.
It was agreed by all present on 12th March that there was a need to review the Roads (Miscellaneous Provisions) Act (NI) 2010, legislation; however this cannot be done until a new Minister is in place. Katrina Godfrey has agreed to put this to the new Minister, when he or she is in place.
Updated Terms of Reference for the Central – Local Government Political Partnership Forum
Members were asked to consider the Updated Terms of Reference for the Central – Local Government Political Partnership Forum (Papers C and C1).
Membership of the Forum is aligned to the statutory Partnership Panel mechanism with Membership inclusive of the 11 Members nominated to the statutory Partnership Panel for the electoral term 2019-2023 and the NILGA Office Bearers, together with MLAs from the 5 main political parties as principal policy liaison members.
Alderman Billy Webb suggested that Membership of the Forum be widened. Peter Weir MLA commented if membership of the Forum increased, it may become unworkable.
Following discussion, Members were broadly content with the Terms of Reference.
Keynote Presentation 2 - Alan Bronte, Director of Valuation, Land and Property Service, Department of Finance
Alan Bronte thanked the Forum for the invitation to present today. In his presentation he provided an overview of the importance of rates for Councils and the Executive: Rates (domestic and non-domestic) generate £1.334bn annually £590m funds District Councils; £744m funds regional public spending Some 77% of District Council income is from rates revenue Some 6% of Executive spending is from Regional Rates revenue Between 39% - 51% of each rate bill goes to District Councils.
Mr Bronte also provided the Forum with the figures of revenue forgone from rates reliefs and exemptions. The DfC compensates District Councils by some £30m for loss of revenue incurred due
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to reliefs / derating through the de-rating grant. Some Councils also receive in addition Rate Support Grant.
Reval 2020 – Land and Property Services has revalued all business properties in Northern Ireland and the new values will be used to calculate rate bills for businesses from April 2020.
Business Rates Review announced DoF Permanent Secretary, Sue Gray has announced a review of the non-domestic rating system. The review recognises the changes in our high streets and town centres. As mentioned by Louise Warde- Hunter in her presentation, the DoF, DfC and DfI are co-hosting a Strategic Insight Lab on Town Centres and High Streets on 2nd and 3rd July 2019. There will also be a 13-week consultation running from September 2019 – December 2019 and there will be stakeholder events taking place, further information on which will follow.
Comments and questions were invited from the floor following Mr Bronte’s presentation. The key message arising from the discussion was the importance of widening the tax base, spreading the burden more evenly and reviewing reliefs and exemptions. Alderman Cosgrove commented that rates need to be divided more fairly, helping small businesses. In cold hard cash, our businesses are paying 20% more than in the rest of the UK and residents 30% less than our counterparts in the UK. Business rates are higher in Northern Ireland than in the rest of the UK and the ROI, putting pressure especially on our smaller businesses; we are lagging.
Cllr Webb added that the use of rates are a fantastic tool, adding that Councils should have the scope to adjust for our villages and towns, and have the power to for example, decide rates concessions aligned to recycling initiatives etc.
In terms of Reval 2020 and rates revaluation; Cllr Geraldine McAteer asked Mr Bronte about calculating rates based on trading receipts, for example in instance of a pub. In response Mr Bronte advised that the pub’s turnover would be looked at to assess the annual rental value which in turn would determine the rates to be paid. Cllr Ruairi McHugh also commented on the changing nature of retail and how the opening of an out-of-town multinational can suck the gravity from town centres. Hence the importance of revaluation of rates and looking at how to revitalise our town centres.
A key message arising from discussions was that Councils should be unfettered and empowered to have the discretionary ability to vary the proportion of their rate income from domestic and non- domestic rates. This would help Councils who wish to lower non-domestic rates; (a) to benefit our businesses and (b) to act as an inventive for future investment.
Action: It was agreed that NILGA would arrange a regional consultation specifically for councils during the latter stages of the business rates review consultation in late November 2019.
It was noted that following the Business Rates Review consultation a proposals report will be developed for incoming Minister.
Issues to be addressed at future meetings of the Central Local Government Political Partnership Forum 7 Page 89
NILGA CEO referred Members to Paper D – a template for Councils to communicate issues which they wish to be raised at future meetings of the Central Local Government Political Partnership Forum.
In the absence of the statutory Northern Ireland Partnership Panel, it is recommended, if agreed by Members, that a similar mechanism be used to communicate Council issues for discussion at future meetings of the Central – Local Government Political Partnership Forum.
A draft Template for Council will be sent with Key Outcomes from this meeting; to be completed and returned to NILGA in advance of future meetings of the Central – Local Government Political Partnership Forum.
AONB
NILGA in Fermanagh and Omagh District Council will be hosting a key conference, “Changing Places: Planning, Place-shaping and Place-making in Northern Ireland” in the Killyhevlin Hotel on 8th October 2019.
NILGA will also be hosting a “Border Economy” Event in Newry Mourne and Down District Council on 3rd December 2019 in the Canal Court, Newry.
NILGA and SOLACE will be delivering the “Future is Local Government” event on 20th February 2020, in the Crowne Plaza, Belfast.
A summarial Outcomes Note will issue to all invitees next week.
Next Meeting
The next meeting of the Central – Local Government Political Partnership Forum will take place on 27th September 2019, approximately 10am – 12 noon, in the NILGA Offices, Bradford Court, Castlereagh.
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.
8 Page 90
Draft response to the NI Ombudsman consultation on the NI Local Government Code of Conduct for Councillors: Alternative Action
NILGA Executive Meeting
15th January 2016
The following response has been drafted as part of the ongoing NILGA work to ensure the finalisation of an appropriate Code of Conduct and proportionate investigation and adjudication by the NI Commissioner for Complaints. A final version will be submitted to the Ombudsman further to consideration by the NILGA Executive Committee on 15th January 2016.
Any queries in relation to this paper should be directed to Karen Smyth at the NILGA office. [email protected] (028 9079 8972).
Derek McCallan Chief Executive 15th January 2016
1.0 Introduction
The Northern Ireland Local Government Association is the representative body for district councils in Northern Ireland. The membership is comprised of the 11-local borough, district and city councils. NILGA represents and promotes the interests of local authorities and is supported by all the main political parties in Northern Ireland.
Elected member conduct, ethics and standards are important issues for local government, and increasingly so further to the recent local government reform, when new statutory obligations were placed on councils, including responsibility for planning. NILGA is therefore is pleased to respond to this consultation and would like to thank the NI Ombudsman for the opportunity to do so. We trust that the views of local government will be taken into account and look forward to working with the Ombudsman and the Commissioner for Complaints in the development of a more proportionate system of actions in response to complaints against councillors. NILGA has also been active in engaging with the Independent Review Panel currently conducting a review of Parts 3 and 8 of the Code.
1 Page 91 2.0 Context
In the NILGA response to the 2014 Consultation on the Code of Conduct, NILGA made a number of comments in relation to enforcement of the Code, as follows:
“It is strongly recommended that a section be inserted in relation to dealing with minor complaints. At a recent event to consider the draft Code, many of our councillors were particularly keen that an effort should be made to resolve minor disputes internally or locally, to save the Commissioner time and money, and to ensure a resolution is reached as quickly as possible.
NILGA is aware that previous draft policy in relation to council standards committees was not taken forward by the Department. NILGA would be keen to work with the 11 shadow councils and the Department to develop an agreed policy for dealing with minor issues.
Our members are keen to see guidance in relation to what the commissioner would view as a minor or serious complaint, potentially with example cases and outcomes from other regions.
We would also recommend that the supporting guidance provides clarity around the enforcement process, including: the making of a complaint; target timescales for resolving complaints; the investigation process; dealing with malicious complaints and whether or not fees will be chargeable if a complaint is found to be vexatious.”
In 2015, NILGA responded directly to the Commissioner for Complaints in relation to their consultation on Guidance to the Code, noting ‘issues with the system’ as follows:
“In the run-up to review, NILGA will continue to work with councils to explore contemporary thinking in relation to:
The need for more visible separation between investigation and adjudication of complaints, including a cost-benefit analysis of alternative options;
A more effective method for dealing with minor complaints. NILGA has had sight of a departmental scoping paper on this issue and it will be necessary to fully explore the merits of the various options proposed and to ascertain the sector’s preferred option keeping bureaucracy and costs to a minimum.”
In light of these comments and our established policy positions in relation to the Code of Conduct, NILGA would comment on the current consultation as follows:
2 Page 92 3.0 Comments
As is the case for the wider Independent Review, finalisation of the Commissioner’s Alternative Action policy and guidance should be expedited.
It remains the NILGA view that minor breaches shouldn’t involve the Commissioner to the degree expressed in this draft policy and should mainly be dealt with locally or internally within each council, as is the case in Wales.
Guidance defining what is ‘minor’ should be drafted to reflect similar policy and practice to that in place in Wales. The relevant section of the Welsh Code of Conduct Guidance, outlining a two- stage process and Local Resolution Process is provided below at Appendix 1.
NILGA will continue to press for a change to the law and policy governing conduct of councillors in Northern Ireland, to enable a similar system of local standards committees and monitoring officers to be put in place here.
It can be inferred from the consultation document that the Commissioner will need to liaise closely with councils, and indeed in some cases, there are further resource implications for councils (in relation to training and mediation) over and above the existing council funding of the Commissioner’s office. This is in the absence of an official council ‘Monitoring Officer’.
It is the NILGA view that a monitoring officer role could be carried out in each council by an officer with an existing Compliance and Advisory role. Policy from the Commissioner, such as that now drafted in relation to alternative action, is likely to lead to the appointment of ‘monitoring officers’ in councils on an informal basis, and we would assert that it would be preferable to have this system formalised.
As a result of the implementation of this alternative action policy, any subsequent fall off in the investigative and adjudication work of the Commissioner should lead to a redeployment of resources from the Department to assist Councils to service minor breaches.
Additionally, there should be the opportunity for a Peer Review process, materially involving
o (i) NILGA and/or o (ii) members from another council and/or o more than one Council’s councillors, similar to what the Adjudication Panel for Wales and the Welsh Ombudsman outlined when their practices were considered by the DoE.
4.0 Comments
NILGA again welcomes the openness and engagement demonstrated by the Commissioner and his office to date and we trust that a constructive relationship with local government will continue to be built.
3 Page 93 APPENDIX 1 – Excerpt from Public Services Ombudsman for Wales Guidance for members of councils
It is my role as Public Services Ombudsman to investigate complaints that members of local authorities in Wales have breached the Code. In determining whether to investigate a complaint or whether to continue an investigation of a breach of the Code I will use a two-stage test. In the first instance, I will aim to establish whether there is evidence that a breach actually took place.
The second test I will apply is whether the breach alleged would be likely to lead to a sanction. I have discretion as to whether to investigate or not. I have adopted this test in order to explain how I will usually exercise my discretion and to secure a degree of consistency. In using my discretion, I will take account of the outcomes of previous cases considered by standards committees across Wales and decide accordingly.
If whilst assessing a complaint or at any point where I have commenced an investigation, consider that the second limb of the two stage test has not been met I will invite the Monitoring Officer (in conjunction with the Standards Committee) to consider whether a local investigation is appropriate. If so, I will formally refer the matter to the Monitoring Officer for investigation under section 70(4) of the Local Government Act 2000.
However, if I am aware of previous complaints about the same member and believe these may be indicative of a pattern of breaches, I will then often choose to investigate. Where there is prima facie evidence of a breach of the Code, and I do not decide to investigate, I will almost always write to the member concerned making it clear that my decision should not in any way be regarded as approval for any breach of the Code and making clear that I will take it into account if there are further reported breaches.
The process I use for investigating complaints is on my website at www.ombudsman-wales.org.uk. If I find that a complaint is justified, I may refer it either to your Standards Committee or to a tribunal convened by the Adjudication Panel for Wales. If it then finds the complaint proven, it can impose a range of sanctions.
Local Resolution Process During the course of the life of this guidance I expect local authorities across Wales to have implemented local resolution procedures to deal with low level complaints which are made by a member against a fellow member. Typically, these complaints will be about alleged failures to show respect and consideration for others as required by paragraph 4(b) of the Code or the duty not to make vexatious, malicious or frivolous complaints against other members under paragraph 6(1)(d) of the Code. Whilst a member may still complain directly to me about a fellow member if the matter being complained about concerns paragraphs 4b and 6(1)(d) I am likely to refer the matter back to the Council’s Monitoring Officer for consideration under this process.
In my view such complaints are more appropriately resolved informally and locally in order to speed up the complaints process and to ensure that my resources are devoted to the investigation of serious complaints. The aim of local resolution is to resolve matters at an early stage so as to avoid the unnecessary escalation of the situation which may damage personal relationships within the authority and the authority’s reputation. The process may result in an apology being made by the member
4 Page 94 concerned. However, where a member has repeatedly breached their authority’s local protocol then I would expect the Monitoring Officer to refer the matter back to me.
When I have investigated a complaint, I may refer the matter to a Standards Committee or the Adjudication Panel for Wales
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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Briefing on the Review of the Code of Conduct
‘Information Gathering Event’ Clotworthy House, Antrim Castle Gardens, Randalstown Road, Antrim, BT41 4LH
9th /10th December 2015
The Minister has agreed to a limited review of the Northern Ireland Local Government (Councillors’) Code of Conduct in respect of Part 3 (Principles) and Part 8 (Decision Making).
The Review Panel consists of:
Mr Liam Flanigan (Chair of the panel) – former Limavady BC CEO Cllr Chris Thompson – South Lanarkshire Council Ms Pauline Elliot, Senior Officer, Caerphilly County Borough Council
Concerns remain in relation to Part 6 (Declarations of Interest) and Part 9 (Application of the Code in relation to Planning Matters). The current review has not been designed to cover Part 6 and Part 9, but it is advised that the opportunity is taken at the information gathering event to highlight the lack of guidance in relation to planning site meetings.
NB: A letter has recently been sent to the Minister from Carson McDowell Solicitors identifying issues with Parts 6 and 9 of the Code, but many of the issues raised by Carson McDowell are explained fully in the guidance documents published to accompany the Code.
Most of the initial concerns expressed by NILGA in our response to the Consultations on the main and planning parts of the Code were addressed prior to publication. Part 3: Principles
The NI Assembly Standards and Privileges Committee, in its recent Review of the Assembly Code of Conduct, requested that the DOENI Minister review the Principles in the Local Government Code, because of changes to the Principles in the MLS code.
The NI Assembly and Local Government are both of the view that there should be as much consistency as possible between the two codes, to build public and elected member understanding of the requirements placed on MLAs and councillors.
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Both Codes are based on the seven Nolan Principles of Public Life and add to this with additional principles.
At present both Codes contain the seven Nolan Principles, i.e.:
Selflessness Integrity Objectivity Accountability Openness Honesty Leadership
The revised Assembly Code also includes the following additional principles:
Equality
Promoting Good Relations: Members should act in a way that is conducive to promoting good relations by tackling prejudice, promoting understanding and respect and encouraging participation between people on the grounds of different religion, political opinion, race, gender, age, sexual orientation and disability
Respect: Members should show respect for others always
Good Working Relationships: Members should work responsibly with other Members of the Assembly for the benefit of the whole community. Members working relationship with Assembly staff should always be professional, courteous and based on mutual respect.
The Assembly Committee had considered amalgamating the last two, but agreed not to, based on advice from the Equality Commission.
Whereas the Current Local Government Code contains the following additional Principles:
Equality
Promoting Good Relations: Members should act in a way that is conducive to promoting good relations by providing a positive example for the wider community to follow and that seeks to promote a culture of respect, equity and trust, and embrace diversity in all its forms.
Respect: It is acknowledged that the exchange of ideas and opinions on policies may be robust, but this should be kept in context and not extend to individuals being subjected to unreasonable and excessive personal attack. You should keep in mind that rude and offensive behaviour may
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lower the public’s regard for, and confidence in, councillors and councils. You should therefore show respect and consideration for others always.
Good Working Relationships o Between Councillors: You should work responsibly with other councillors for the benefit of the whole community. You must treat other councillors with courtesy and respect. You must abide by your council’s standing orders and should promote an effective working environment within your council.
o Between Councillors and Council Employees: The relationship between councillors and employees must always be professional courteous and based on mutual respect. You should show respect and consideration for council employees always and ensure that your actions do not compromise their impartiality.
Recommendation:
That NILGA requests a change to the wording of the Local Government Code of Conduct to reflect the wording of the Assembly Code, which is tighter, shorter, and much clearer, particularly in the section on Respect.
Although the Assembly has Standing Orders, there is no mention of these in the working relationships section of their code and seems unnecessary in the Local Government Code.
Likewise, there is no mention of staff impartiality in the Assembly Code.
Part 8: Decision Making
From the outset, this section caused great concern within local government, and there appeared to be no recognition or understanding of the issues faced by councillors because of the inclusion of some of the rules related to decision making. This section is not aspirational, it is enforceable, so it is critically important that the wording and purpose of the rules included, are correct. At present, several them are anti-democratic, and apply to all councillor activity when participating in meetings or reaching decisions in any of the business of the council, not just the quasi-judicial committees.
These are set out below. NILGA would respectfully request that the following rules are removed from the Code, that the Department is much clearer in what it is hoped to achieve and should rules related to these aims need to be included, that they do not prevent the normal democratic operation of councillors in Northern Ireland.
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Paragraph 8.1 is extremely problematic, and in particular:
8.1 (i) ‘not organise support for or opposition against a particular recommendation on the matter being considered’ – this would prevent, for example, a councillor leading a public protest closure of a local hospital, or garnering support from their own or another party ahead of a council meeting to ensure an outcome of a decision. This would seem anti-democratic and is particularly problematic in relation to the operation of political parties.
8.1 (j) ‘not lobby other councillors on the matter being considered’ – NILGA would query then how any agreements would be reached, if discussions to change opinions are prohibited.
8.1 (k) ‘not comply with political group decisions on the matter being considered where these differ from your own views’ – NILGA would query if all councillors should be independents now? This rule is particularly problematic for operation of political parties at council level and may lead to conflict with central political party ‘machinery’.
8.1 (l) ‘not act as an advocate to promote a particular recommendation in relation to the matter being considered’ – NILGA would view this rule as particularly undemocratic, and as an undermining of the role of the local councillor as an elected representative. NILGA would query that if this rule is enforced, how anything will ever be changed? The implication of this rule is that councillors would merely be ‘rubber stampers’ of decisions, rather than the decision makers. NILGA would also query if councillors are merely supposed to be ‘nodding dogs’ from now on?
9. Planning matters
Members are gradually getting used to the provisions of this part of the code of conduct and can see the logic in most of it, although some find it difficult to adhere to – particularly in not expressing their opinions for or against prior to making a decision and in declaring interests adequately. Clarification is needed on a couple of issues:
Use of electronic devices during planning meetings that enable unobtrusive connection to people outside the meeting Use of buses for organised site meeting tours. Are these a useful means of building relationship between officers and members, or should they be viewed as an extension of the committee meeting? There is divergence of officer and member opinion on this.
NILGA would be keen to work with the Department to develop further member code of conduct training after the review Panel has reported and the Code is amended accordingly.
4 Page 100 cover story
NI Water: Infrastructure for economic boom or gloom
As NI Water prepares its investment requirements for its next Price Control, PC21, (for the period 2021 – 2027), Chief Executive Sara Venning talks to David Whelan about the company’s vital role in Northern Ireland’s growth and how the company’s funding, amidst increasing demands, is now critical.
Page 101 12 cover story cover story
1971, there were 1.54 million people, today we have about 1.87 million; an “NI Water is proud to be a vital enabler of increase of 21 per cent or to put it another way, the equivalent of around 10 growth through the essential supply of great additional Ballymenas. Furthermore, in just 20 years’ time, our population is tasting, high quality water and the safe expected to rise to over two million people, 30 per cent more people treatment and return to the environment of compared to 1971.” the wastewater generated.” Venning summarises: “All in all, Northern Ireland has made very significant economic advances and its population has grown accordingly. NI Water is There is no doubt that Northern Ireland to Northern Ireland; The Open at Royal proud to be a vital enabler of growth is a great place to live and work, to visit Portrush is expected to bring over through the essential supply of great and invest in, and over the last number 200,000 visitors to the area during the tasting, high quality water and the safe of decades has made great progress on week. Hotels, guesthouses, pubs, treatment and return to the environment the world’s stage. The quality of our restaurants…they all need not just a of the wastewater generated.” infrastructure is probably the most supply of quality water but also a fundamental enabler of Northern network that takes wastewater away, Climate change is a Ireland’s growth ambitions and all of our treats it and returns it safely to the future wealth. But with many areas of NI environment.” major impact Water’s network already unable to meet Venning stresses the importance of NI Increasing demand from business and demand and restricted levels of Water’s role in enabling all sectors of the population growth is not the only investment, is our water and wastewater economy, especially those sectors where pressure being placed on the network’s infrastructure poised to become a significant growth has and continues to resilience. More than 10 significant disabler rather than an enabler of happen. Highlighting the agrifood sector climate events in just the past couple of Northern Ireland’s future growth? as a cornerstone of the Northern Ireland years are an illustration of the additional economy she says: “Our agrifood sector tests climate change is asking of NI A vital enabler of growth really competes on the global stage. Water’s water and sewage networks. Locally produced food and drink is now Documenting not only the severity, but NI Water’s Chief Executive, Sara enjoyed in over 80 countries worldwide also the variety of pressures that recent Venning, comments: “NI Water plays a and Northern Ireland’s agrifood sector weather events have placed on the vital role in enabling Northern Ireland’s has both the ambition and the ability to networks, Venning describes the economic growth. Take tourism for grow further, targeting an increase in difficulty of maintaining services example, one of our fastest growing turnover to £7 billion and employment to throughout significant wind, rain and industries. In the last 50 years external reach 115,000 in 2020. snow storms, heavy flooding and last visitors taking overnight trips to Northern summer’s sustained hot, dry weather Ireland has increased more than fivefold “Water is vital for agrifood producers for period, where there was a 25 per cent to 2.6 million and the industry has further two crucial reasons. Firstly, for many food products, such as bakery, drinks, increase in demand for treated water. ambitions to double current visitor dairy and meats, water is a direct numbers within the next decade. Hand “What we have experienced recently is ingredient into the end product and not in hand with this growth, we are seeing a predicted to worsen,” states the Chief just part of a production process. significant number of new hotels, Executive. “In 2017, the Committee on Secondly, for health protection, agrifood especially in Belfast, being constructed Climate Change issued a report for processors and manufacturers tend not or opened. In fact, in 2018, the Northern Northern Ireland which found that by the to store water, so a piped supply is Ireland Hotels Federation stated that the end of this century, compared with the essential. High quality water and reliable current growth in hotel development is present day, Northern Ireland will see and resilient networks are critical to the largest expansion on record. summer rainfall reducing by up to 41 per keeping the agrifood production lines cent, winter rainfall increasing by 27 per “And tourism numbers continue to grow. running. cent and temperature increases of 2018 was a record breaking year for “And post-financial crash, it’s great to between 0.8 and 4.2°C.” cruise ship arrivals and world class see the construction sector continuing to attractions such as Titanic and Game of bounce back as well as continuing Thrones, together with world class growth in the services sector too. Restricted building and events such as the North West 200 and development The Open at Royal Portrush Golf Club “Northern Ireland’s population hasn’t this summer, are a huge draw for visitors stood still either over the last 50 years. In A growing economy, growing population 4 Page 102 cover story 13 cover story
and increasing severity of climate change events all culminate in significantly increased demands for water and wastewater services and investment in this vital infrastructure is needed now. Venning stresses her belief that the underground nature of most of NI Water’s some £3 billion worth of assets often means that there is a lack of awareness around the need for investment in the ageing infrastructure.
Of the close to 43,000 km of water mains and sewers operated by NI Water, 70 per cent has been in the ground for more than 50 years. Venning states that while there has been little change in most of the water mains and sewers in 50 years, in contrast, Northern Ireland is a much different place than in the early 1970s.
She continues: “Every part of our infrastructure network, whether it’s a pipe, a pump, or a treatment works has a finite capacity and most of NI Water’s “Every part of our infrastructure assets are a legacy from decades ago. In fact, I had occasion recently to explain to a local politician that a burst network, whether it’s a pipe, a we had located, was on a water main commissioned in the 1880’s and still pump, or a treatment works has a operating as part of a network supplying some 20,000 customers. When you look at the totality of Northern Ireland’s finite capacity and most of NI growth, in the context of ageing water and wastewater networks that are still Water’s assets are a legacy from predominantly more than 50 years old, it’s obvious to see why the network is starting to struggle with the increasing decades ago.” demand and volumes.”
Venning adds: “The sewerage network is now becoming a major issue and over 70 areas across Northern Ireland. greatest demand increase is being realistic, significant investment is witnessed, she adds: “Belfast needed to increase its capacity and The potential economic impact in these wastewater treatment works was enable the continuing safe management areas is easy to understand; significant commissioned over 20 years ago and is of ever increasing volumes of restrictions for new housing, new currently operating at almost its wastewater and sewage. Currently, apartments, new hotels, new factories, maximum capacity. The drainage and almost 30 per cent of the largest no office blocks, new schools, new wastewater challenges facing Belfast wastewater treatment works are either nursing homes etc. We expect these 70 were identified during the business at, or are fast approaching their areas to increase further by the time our planning process for our PC15 Price capacity. Around 70 Wastewater next round of funding becomes available Control (2015 – 2021), however, due to Treatment works with capacity issues in 2021. were identified in our investment the sheer scale of the challenges and the requirements for the PC15 Price Control level of funding needed, the Living with (2015 -2021). However, the constrained Belfast needs investment Water Programme (LWWP) was created level of funding made available, coupled now in 2015. Led by DfI’s Water and Drainage with further annual funding cuts, means Policy Division its aims are to develop a that NI Water is no longer able to accept Outlining how this concern becomes Strategic Drainage Infrastructure Plan for any new connections to the sewers in even more acute in Belfast, where the Belfast that provides the increased Page 103 14 cover story cover story
drainage and wastewater treatment capacity necessary to enable economic growth; protects against flood risk; protects the natural environment and “PC21 will be a real tipping secure the necessary funding needed. Significant investment for Belfast is needed now, to enable new sewer point for NI Water in terms of connections for houses, apartments, hotels, offices etc. from 2021 onwards.” its ability to continue to Despite mounting concern about the level of demand being placed on the ageing and underfunded infrastructure, provide its services at the Venning states that there is a positive; NI Water is all too aware of the challenges ahead and has identified the necessary necessary level.” investment requirements in its PC21 submission.
The Chief Executive has been vocal in her calls for adequate levels and greater what it does. We are delivering our best we know what we need to do to ensure certainty of funding. NI Water is a ever drinking water quality and resilient water and wastewater networks government-owned company and a non- wastewater compliance remains at near and we have the skills to deliver it. departmental public body (NDPB) record levels. Since our formation in Our PC21 plan sets out around £2.5 meaning the company is heavily reliant 2007 we’ve been able to reduce staff billion of capital investment needed to on government not just for the majority numbers by almost half and reduce address capacity issues and continue of its revenues but is also subject to annual running costs by £60 million. public expenditure restrictions and often providing our essential services enabling further annual cuts. Highlighting the “We work closely with Councils on their economic growth, protecting our natural “pivotal” nature of NI Water’s upcoming development plans, we talk with environment and safeguarding the PC21 Price Control Venning explains: business and trade organisations to population’s health. I can’t stress enough “NI Water will prepare a business plan understand their growth ambitions, and the importance of this funding for setting out the investment needed and we work with government and regulatory Northern Ireland to continue to thrive. the funding required for the water and bodies to make sure that we meet Economic boom or economic gloom, wastewater networks in the 2021 to regulatory, environmental and legislative what we are planning today affects not 2027 period. The Utility Regulator will requirements. So we know Northern only our lives but is inter-generational review our plan to ensure it is Ireland’s economic growth ambitions and and we should take that responsibility appropriate, efficient operations will be potential, we know the challenges for us, very seriously.” achieved and tariffs will remain stable. NI Water’s point of view is that adequate funding is a pre-requisite.” Sara Venning Sara Venning graduated from Queen’s University Belfast with a Economic boom or Master of Electrical and Electronic Engineering after which she gloom joined NIE as Customer Operations Manager. In 2010 she joined She adds: “PC21 will be a real tipping NI Water as Director of Customer Service Delivery and has been point for NI Water in terms of its ability CEO since 2014. She has a passion for excellence, driving to continue to provide its services at the change that is transforming NI Water to becoming world class. necessary level. Whilst some investment Sara is also President of the Institute of Water, the UK water for the water network, to improve inter- connectivity from area to area, will help sector industry body and President of the NI WaterAid ensure water supply in prolonged hot Committee, part of the national WaterAid charity working to transform lives by improving dry spells of weather, it’s the lack of access to clean water, hygiene and sanitation in the world's poorest communities. capacity in the wastewater network and the ability to cope both now and into the future with increasing demands that is Sara is married with three daughters. In her spare time she enjoys the outdoors with her critical to ensuring Northern Ireland’s family, including long walks around the beautiful settings of some of NI Water’s future growth ambitions and potential.” reservoirs. Venning concludes: “NI Water is good at Page 104 cover story 15 Council Areas Wastewater systems at or near their capacity (August 2019)
Disclaimer:
The wastewater system capacity information provided by Council area in this document is subject to change.
NI Water should be contacted directly on water and wastewater capacity issues by Councils . Developers should always use the pre-development enquiry (PDE) process.
Belfast City Council
Belfast WWTW (predicted to reach capacity in 2021)
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Belfast (Glenmachan sub catchment), Kinnegar (Sydenham sub catchment), Newtownbreda, Whitehouse, Dunmurry. As a result of this, new connections are being declined in parts of the catchment.
Antrim and Newtownabbey Borough Council
Sewer network modelling is identifying wastewater network capacity issues in Antrim, Ballyclare, Whitehouse. As a result, new connections are being declined in parts of the catchment.
Mid and East Antrim Borough Council
Clogh WWTW
Grange WWTW
Larne WWTW
Moorfields WWTW
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Ballymena, Larne, Carrickfergus, Greenisland, Larne, Ballycarry, Portglenone, Tully Road (Carnlough & Glenarm). As a result, new connections are being declined in parts of the catchment.
Lisburn and Castlereagh City Council
1 Page 105 Council Areas
Moneyreagh WWTW*
*WwTW Upgrade / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21).
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Lisburn, Moneyreagh, Annahilt, Dromara, Raverent, Glenavy, Newtownbreda. As a result, new connections are being declined in parts of the catchment.
Ards and North Down Borough Council
Ballygowan*
Ballywalter (Retention Tank)*
Carrowdore*
Killinchy
Loughries
*WwTW Upgrades / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21).
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Bangor, Newtownards, Killinchy, Cotton, Kinnegar, Kircubbin, Donaghadee, Millisle. As a result new connections are being declined in parts of the catchment.
Armagh, Banbridge and Craigavon Borough Council
Blackwatertown
Lawrencetown
Markethill
Moneyslane
Mountnorris
Moy
Poyntzpass
Robinsonstown
Waringstown
2 Page 106 Council Areas
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Lurgan, Armagh, Banbridge, Rathfriland, Loughbrickland and Dollingstown. As a result of this new connections are being declined in parts of the catchment.
Newry Mourne and Down District Council
Cranfield (Down)
Drumaness (WWTW)
Dundrum (Down)*
Lurganare
Maghera (Down)
*WwTW Upgrades / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21).
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Saintfield, Newry, Annalong, Annsborough, Ardglass, Cranfield, Downpatrick, Dundrum (PC15 scheduled Network Upgrade) , Hilltown, Newtownhamilton, Rathfiland, Strangford and Warrenpoint. As a result of this new connections are being declined in parts of the catchment.
Mid Ulster District Council
Augher (WwTw)
Aughnacloy (WwTW)
Ballygawley (WwTW)
Ballyronan (WwTW)
Cabragh (WwTW)
Cappagh (WwTW)*
Carmean (WwTW)
Clogher (WwTW)
Derrycrin (WwTW)
3 Page 107 Council Areas
Donaghey (2) (WwTW)
Dungannon (WwTW) *
Eglish (Tyrone) (WWTW)
Fivemiletown (WwTW)
Killygonlan (WwTW)
Moy (WwTW)
Redford (WwTW)
The Loup (WwTW)*
Waterfoot Road (WwTW)
*WwTW Upgrades / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21).
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Aughnacloy, Bellaghy, Cappagh, Castlecaulfield, Cluntoe Richardson,Coalisland, Cookstown, Desertmartin, Draperstown, Dungannon, Fivemiletown, Gulladuff, Knockloughrim,Longfield Moorside Villas, Maghera, Magherafelt & Swatragh. As a result of this new connections are being declined in parts of the catchment.
Causeway Coast & Glens Borough Council
Aghanloo (WwTW)
Ardgarvan (WwTW)
Armoy (WwTW)
Ballintoy (WwTW)*
Ballybogy (WwTW)*
Ballyvoy (WwTW)*
Carnduff (Retention Tank)*
Dernaflaw (WwTW)
Dervock (WwTW)
Dunserverick (Retention Tank)*
4 Page 108 Council Areas
Killyrammer (WwTW)
Kilrea (WwTW)
Longs Glebe
Mayboy (WwTW)*
Moss-side
Mullans (WwTW)*
*WwTW Upgrades / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21).
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Bellany, Capecastle, Clarehill, Cloghmills, Coleraine, Culcrow, Cushendall, Drumraighland, Dunloy,Feeny, Finvoy, Greysteel, Limavady, Liscolman, Loughguile, Macfin, Macosquin, Magherahoney, Moneydig, Moss-side & Rasharkin. As a result of this new connections are being declined in parts of the catchment.
Fermanagh & Omagh District Council
Belleek (Fermanagh) (WwTW)
Clabby (WwTW)*
Church Hill (WwTW)
Drumquin (WwTW)
Edenderry (Tyrone) (WwTW)*
Ederney (WwTW)
Garrison (WwTW)
Lough Macrory (WwTW)
Mountfield (WwTW)
Seskinore (WwTW)
*WwTW Upgrades / New Works Scheduled for PC15 Delivery within NI Water’s current Business Plan period (2015/16 to 2020/21) .
5 Page 109 Council Areas
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Arvalee, Ballinmallard, Ballycassidy, Beragh, Brookeborough ,Carrickmore, Cavanacaw, Enniskillen, Florencecourt , Kesh, Lisbellaw, Lisnarrick, Lisnaskea, Magheraveely, Mountfield, Mountjoy, Omagh, Seskinore, Tempo &Teemore. As a result, new connections are being declined in parts of the catchment.
Derry & Strabane District Council
Douglas Bridge (WwTW)
Donemana (WwTW)
Drumlegagh Church Road (WwTW)
In addition to the wastewater treatment works (WwTW), sewer network modelling is identifying wastewater network capacity issues in Artigarvan, Ballymagorry, Eglinton, City of Derry, Killen, Letterbin, Sion Mills. As a result, new connections are being declined in parts of the catchment.
6 Page 110 Agenda Item 11 Title of Report: Officer Presenting:
Correspondence Translink Author:
Strategic Business Manager
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to appraise members of correspondence received from Translink following the consideration of ‘Rail to the North West City Region’ at the July Governance and Strategic Planning Committee.
1.2 Subject to Members views, it is recommended that Members note the attached correspondence.
2 Background
2.1 As Members will recall, during the Governance and Strategic Planning Committee meeting held on the 02 July 2019, Members received a deputation from Mr S Bradley and Mr J McBride from ‘Into the West’. They provided a joint presentation for ‘a Case for Rail Provision in the North West City Region.’
2.2 Following this meeting Translink were duly provided with a copy of the presentation and the official minutes of the meeting.
3 Key Issues
3.1 Translink have considered the presentation and the minutes of the meeting and have acknowledged same with the correspondence attached at appendix one.
3.2 The Chief Executive of Translink states that their investment priorities are based on the “Railway Investment Prioritisation Strategy’ developed in May 2014. The Strategy states that progress in developing the strategy will depend on funding being made available. Mr Conway states that the final phase 3, to renew the track between Castlerock and Eglington is not planned within the current budget period
4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications
4.1 There are no direct implications arising from this report
V1.3 Effective 21 May 2019 Page 111 5 Recommendations
5.1 Subject to Members’ views, it is recommended the Members note the correspondence attached at appendix one
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