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 3 March 2020 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 Chairperson's Business

5 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 4 February 2020 (Pages 1 - 14)

6 Matters Arising

7 Be Well Staff Engagement Programme (Presentation to be delivered)

8 Update on Disability Plan (Pages 15 - 18)

9 Annual Tenders (Pages 19 - 26)

10 Carnegie Embedding Wellbeing in Northern Ireland Project (Pages 27 - 56)

11 Service Delivery Plan 2020/2021 - Strategic Planning and Support Services (Pages 57 - 120)

12 Data Protection Policy (Pages 121 - 154)

13 Appointment of Councillors to the Drainage Council for Northern Ireland (Pages 155 - 212)

14 Code of Practice on Arranging Accessible Meetings and Events (Pages 213 - 326)

15 Report 2 Rates support grant update (Pages 327 - 348)

Open for Information

16 North West Regional Development Group (Pages 349 - 358)

17 Strategic Growth Partnership Update (Pages 359 - 360)

18 Northern Ireland Housing Council Update (Pages 361 - 366)

Confidential for Decision

19 Confirmation of the Confidential Minutes of the Governance and Strategic Planning Committee held on Tuesday 4 February 2020 (Pages 367 - 370)

20 Prudential Indicators 2020/2021 (Pages 371 - 380)

27 February 2020

Agenda Item 5

Derry City and Strabane District Council

Minutes of Meeting of the Governance and Strategic Planning Committee (open) held in the Guildhall, Derry on Tuesday 4 February 2020 at 4 pm. ______

Present:- Members of Committee – Alderman McCready (in the Chair); Aldermen Bresland, Guy and McClintock; Councillors Boyle, Cooper, Fleming, Harkin, McCloskey, McGuire, Mellon and Reilly.

Non-Members of Committee – Councillors Durkan, Farrell and McCann.

In Attendance:- Chief Executive (Mr J Kelpie), Lead Finance Officer (Mr A Dallas), Lead Democratic Services and Improvement Officer (Ms E Cavanagh), Lead Human Resources Officer (Mrs P Donnelly), Funding Manager (Mr R Osterhaus), Strategic Projects Officer (Mr C Doherty) and Committee Services Assistant (Ms N Meehan).

______

GSP25/20 Notice and Summons of Meeting

The Chief Executive read the Notice and Summons for the Meeting.

GSP26/20 Member Attendance and Apologies

The Chief Executive completed the roll call and an apology was recorded from Councillor McKeever.

GSP27/20 Declarations of Members’ Interests

Councillor Harkin declared an interest in item 4 – Deputation – To receive Mr Reidy, Assistant General Secretary, ICTU.

Open for Decision

GSP28/20 Deputation – To receive Mr Reidy, Assistant General Secretary, ICTU to discuss the “Better Work Better Lives” Campaign

The Committee received Mr Reidy, General Secretary, ICTU. Mr Reidy thanked Members and Officers for granting him an opportunity to address the Committee. He presented in detail the content of the

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policy document on the Trade Union Campaign for “Better Work Better Lives” which addressed the following areas:

Introduction

Executive Summary

Decent Work:

The Issue is Quality, not Quantity

Invest in Skills, Infrastructure and Services

Scrap the Public Sector Pay Cap

Policy Areas for Consideration

Conclusion

In conclusion Mr Reidy made specific reference to the following three major issues upon which the campaign was based:

- Low Pay and Insecure Work - Decline in Public Sector Investment - Ending the Public Sector Pay Cap

He then urged Council to pass a Motion to support the idea of a forum for social dialogue which would provide a mechanism through which the aims and objectives of the campaign could be progressed and delivered. Mr Reidy welcomed certain elements contained within the New Approach document referring specifically to civic engagement, co- design and a suggested end to zero hour contracts. He said that whilst he did not have all the answers he could provide some of the solutions but stated that working together was imperative in terms of making progress.

Members thanked Mr Reidy for his presentation.

Members then raised the following points:

- Expressed support for the majority of issues referred to in the policy document.

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- Acknowledged that better paid jobs were closely aligned with the whole concept and need for university expansion. - Referred to the need to ensure progress on the issues raised and Council‟s strategy in regards to the adoption of the living wage and the inclusion of social clauses. - Considered the need for greater investment into public services as a major priority for the Minister for the Economy following the recently restored Executive at Stormont. - Expressed support for the suggested establishment of a forum for social dialogue which would help to provide confidence in terms of forward planning. - Endorsed the policy document in its wider perspective. - Referred to a number of issues contained in the policy document which were central to the concerns of the wider Trade Union body e.g. childcare, social contracts particularly in regards to Derry in terms of addressing its legacy of poor investment and high levels of deprivation. - Acknowledged the importance of a functioning Stormont in terms of addressing these issues. - Referred to the opportunity for the labour movement to shape policy for society. - Referred to certain aspects of the policy document which appeared to face opposition from the Executive and the controlling Parties at Stormont. - Expressed concern at the apparent desire for the larger Political Parties to support large handouts to big corporations. - Expressed concern at the familiar lazy narrative that the public sector was too big, a serious consequence of which was privatisation of vital public services in an effort to reduce the public sector. Increased poverty had resulted from the pursuit and implementation of such an ideology throughout the world. - Referred to the recent strikes both locally and further afield in a necessary attempt to address the injustices imposed on public sector workers through budget cuts and the inequalities facing those at the forefront particularly in regards to health and education. - Referred to efforts by Investment NI to bring better paid jobs to NI. - Emphasised the need to address childcare issues which were preventing potential employees from taking up paid employment.

Councillor Cooper referred to the following issues which his Party felt must be progressed in terms of moving forward and which would assist in delivering the Campaign objectives:

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1. The need for continued lobbying for an increase in the Block Grant which currently did not meet the needs of this Council area. 2. The need for independent fiscal powers and the ability to avail of regionally generated monies without which current austerity would continue. 3. Concern at the possible lack of access to the European Convention of Human Rights in regards to workers‟ rights as a result of Brexit.

Councillor Harkin suggested that the Committee endorse the “Better Work Better Lives” Campaign policy document in its entirety. He referred to the sizeable context of the document which he felt would benefit all members of society.

Mr Reidy referred to the importance of funding and the Block Grant. He explained that the whole philosophy in regards to the issue of funding from central government and the Block Grant differed in Northern Ireland from other areas. He pointed out that only two regions within the UK were financially self-sufficient, with all of the others being net recipients. It was a fact that wealth was created and generated in cities from which it was subsequently distributed. He pointed out that NI was unique given its history and the considerable amount of necessary remedial work. He referred to the political consensus regarding insufficient funding from Westminster for NI. He stated that it was not that the public sector was too large but merely that the private sector was too small. He referred to the need to work with government to increase productivity and build NI‟s role in terms of making it more productive

Mr Reidy referred to the crisis currently facing a local company amidst fears regarding the security of 66 jobs which reinforced the need to ensure secure contracts for employees and a decent living wage. He acknowledged elements of the New Deal New Approach document particularly in regards to workers‟ rights and promoting collective bargaining, an ethos which he suggested could be adopted by the British government. He referred to the need to capitalise on this and ensure that government honoured its commitment. He reiterated the need to make NI more productive and to establish an industrial strategy and improve the situation by working collectively and collaboratively.

In response to a query from Councillor Reilly, Mr Reidy suggested that if required, he could prepare a formal wording which Council could

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adopt. However, it would be appropriate for Council to support a call for the establishment of a forum for inclusive and social dialogue.

Mr Reidy also pointed out that ICTU had prepared a specific Childcare Policy document and it was also its intention to produce a policy paper. He referred to the need for government spending on childcare to be redirected from subsidisation of childcare to supply and investment in childcare services. He continued that whilst female participation in the labour market had improved in recent years, there was still a large and persistent gap between men and women. It should be the aim of any government to enact policies to ensure that those wishing to partake in the labour market were enabled to do so.

Mr Reidy said it was necessary to ensure that a policy which sought to increase women‟s employment was not one that led to the continued creation of poor quality employment in the care sector. This obviously had important implications for gender equality within the labour market as the majority of childcare workers were female. He referred to the need for drastic improvement in the pay and conditions associated with childcare work. This would not only provide much needed value to this essential work but also recognise the skill and experience required of child care workers. He concluded that unionisation and collective bargaining or a system of sectoral agreements was needed in the childcare sector. This would provide a mechanism to professionalise the childcare workforce through the introduction of a skills and wage infrastructure that could improve job quality.

In response to a query from Councillor Harkin, the Chief Executive explained that any Motion approved by the Committee would be presented to the February Council Meeting, for adoption, if so agreed.

Councillor Harkin said he would be willing to draft a proposal for presentation to the February Council Meeting.

The Chief Executive undertook to discuss with Members the mechanism through which any proposal agreed by the Committee could be progressed.

Chairperson’s Business

GSP29/20 Request for Suspension of Standing Orders – Ulster University

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With the permission of the Chairperson, Councillor Harkin proposed the suspension of standing orders to discuss a petition by the Derry University Group for the Stormont Executive to oppose a request from Ulster University for £126m.

Councillor Reilly pointed out that it would not be necessary to suspend standing orders as this could be considered as a matter arising from the previous Minutes of Committee.

Members agreed accordingly.

GSP30/20 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 7 January 2020

Open Minutes of the Governance and Strategic Planning Committee held on 5 November 2019 (GSP1/20-GSP23/20) were signed by the Chairperson as correct.

Matters Arising

GSP31/20 Options for University Provision in the North West (Ref GSP8/20)

Councillor Harkin referred to the outstanding recommendations which had been agreed at the previous Meeting of Committee. He expressed concern that Ulster University were now seeking a £126m bail out „loan‟ from the Stormont Executive to address its £110m overspend in respect of the relocation of students from the Jordanstown Campus to central Belfast. This money would essentially be used to fund debt and would not create any additional student places in Northern Ireland. He stated that this was a “slap in the face” for the people of Derry who had long campaigned for the expansion of the Magee Campus and had been recently advised that there was no funding available for this project. As a result, thereof, The Derry University Group had launched an online petition to oppose the payment of this “bailout” by Stormont without the expansion of the Magee Campus. He urged that Council support this petition. He continued that this money should not be granted unconditionally and UU should honour its longstanding commitment to Magee. He suggested that Council should feel outraged if the Executive agreed to provide this funding.

Councillor Reilly acknowledged the online petition and said his Party were conscious of the demand for changes in the way in which universities were funded. Currently student numbers were strictly

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regulated by the Department for Economy which dictated the size of the full-time undergraduate population. He referred to comments made by the Senior Economist at the previous Meeting of Committee regarding the need for the MaSN cap for the City to be removed, irrespective of who was responsible for delivering university provision in the City, because without this being removed there would not be any real growth. He referred to the need for the Executive to consider the removal of this cap with the beneficiaries being the people of this region.

Councillor Cooper agreed that changes to the MaSN cap were key in terms of delivering university provision in the City and region. He suggested that whilst petitions were helpful and would draw support, it was imperative that the incoming interim Vice Chancellor met with Council to address the major issues of concern in regards to the University‟s position and future proposals. He suggested that any formal course of action be deferred pending the outcome of such a Meeting.

Alderman McClintock expressed her support for such a Meeting to take place.

Councillor McCloskey said it would appear that plans to expand the Magee Campus were futile and there was no solid commitment from Ulster University in respect of any proposed expansion. She stated that whilst the proposed Medical School was a worthwhile proposal this was somewhat lacking in terms of the promises made by the University over the past twenty years. She referred to the need for Council to formalise its approach towards the University and issue an ultimatum. The failure of the University‟s relocation of Nursing and Allied Health Courses to the Magee Campus would be a clear indication of its lack of commitment to the City. She suggested that Council formally consider alternative options in partnership with civic and interested bodies regarding university provision in the City.

The Chief Executive advised Members that a letter had been sent inviting the incoming interim Vice Chancellor to meet with Council. A response had subsequently been received indicating that this would be treated as a priority by the interim Vice Chancellor following his appointment in March.

Councillor McCann said it was difficult to have confidence in the University given the ongoing bias and discrimination which it had

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directed at the City over the past sixty years. He said it was important that the interim Vice Chancellor was made aware of the sense of anger felt throughout the City at the University‟s lack of commitment to the Magee Campus.

Councillor Harkin said he felt it was important that Council emphasised the level of outrage felt throughout the City and expressed its support for the Derry University Group‟s online petition. He also expressed concern that the Department for Economy had recently indicated that the Business Case submitted in respect of the expansion of the Magee Campus was now obsolete and would have to be rewritten, which presented a major concern.

Councillor Cooper reiterated that from his Party‟s perspective it was imperative that the interim Vice Chancellor addressed Council at the earliest possible date to elaborate on the University‟s financial request to the Executive and the impact thereof on proposals in respect of the expansion of the Magee Campus. It would also be necessary to address with him the position in regards to the Business Case and the commitment from the Executive and Irish government.

Alderman McClintock said she understood the issue regarding the Business Case would be raised with the Minister for Economy the following day.

The Chief Executive reminded Members that in 2016 Council had undertaken and funded the Business Case in respect of the expansion of the Magee Campus which had proved a substantial piece of work and had presented the case for additional MaSN for the City. He stated that the principles set out in the Business Case were as relevant today as they had been when initially presented to the Department in 2016.

Subsequently, the Committee

Recommended (a) that a Meeting be arranged with Derry University Group, as soon as possible, to discuss their proposals in respect of university provision in the City; and

(b) that Council call on the Stormont Executive not to agree to a request from Ulster University for a sum of £126m

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without any commitment being given in respect of the expansion of the Magee Campus.

C32/20 Emblems in the Workplace

The Chief Executive referred to the January Council Meeting when following a request from Councillor Gallagher, it was agreed that an update on the Emblems in the Workplace Policy would be presented to this Meeting. The Chief Executive invited the Lead Human Resources Officer to present a verbal report for Members‟ information.

The Lead Human Resources Officer pointed out that as outlined in a report previously presented to Committee, a number of options had been recommended in relation to this issue which had subsequently been actioned. She continued that a draft policy had been developed in relation to the issue. She stated that the policy had been screened and subsequently forwarded to the Equality Commission and Council‟s employment solicitors who were currently seeking the opinion of a Barrister. She concluded that the next steps would be considered upon receipt of advice and feedback from the Barrister.

Councillor Cooper pointed out that having received the views of the Equality Commission he understood that Council would proceed with its individual approach in regards to the Easter Lily and the Poppy.

In response to concerns expressed by Councillor Cooper at the delay in receiving the Barrister‟s opinion, the Lead Legal Services Officer undertook to advise Members upon receipt of advice from Council‟s external solicitors. He stated that no confirmation could be given until this advice had been received.

GSP33/20 Preparing the Peace Plus Programme – Council Response to SEUPB Stakeholder Engagement Survey

The Funding Manager presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to seek Members‟ views on the 1st Draft of Council‟s Corporate Response to SEUPB‟s consultation on the new PEACE Plus Programme 2021-2027.

Councillor Mellon sought clarification in respect of the new cross- border EU funding and work carried out in regards to the provision of

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new shared spaces and services and enquired as to the possibility of this being broken down within the peace programme.

In regards to the Thematic focus: Peace-building activities, Councillor Mellon referred to the issues of access to quality education and queried why this was ranked as 4 and not 7 given its relevance and the current focus on skills building within the Community Plan. She also queried if marginalisation through improved housing and services should not be scored as a higher priority than 5, given the economic impact thereof.

The Funding Manager pointed out that the new programme represented an exciting opportunity to continue to fund peace building interventions alongside activities which would help to make the region a more prosperous, healthier place to live through funding areas of mutual interest on a cross border basis

The Funding Manager explained that the focus and order or priority were agreed by SEUPB. He explained that housing was a significant and increasing issue particularly in regards to welfare reform and the possible implementation of the bedroom tax which would require continuous monitoring.

He further explained that building strong, resilient and cohesive communities was at the core of Council‟s vision and the community plan and these were the cornerstone of effective peace and reconciliation projects.

.

Continuing, he explained that the eligible criteria of recipients would probably remain unchanged. He acknowledged that some important issues did require change which he would be willing to include in Council‟s corporate response. He pointed out that education was similar to housing and had a significant budget allocation and it was a matter for Council to suggest any additional needs required in this area in terms of receiving additional funding in terms of the overall needs of the area.

Councillor Mellon pointed out that statutory bodies were only responsible for the delivery of curriculum based education and not skills based education, which was becoming more apparent through modern living styles.

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Subsequently, the Committee

Recommended that Council adopt the initial 1st draft corporate response to SEUPB’s consultation on the new PEACE Plus Programme 2021-2027.

GSP34/20 Quarter 3 Financial Outturn 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 3 financial outturn and position at 31st December 2019.

Councillor Cooper welcomed the positive response received from the Finance Minister regarding a meeting to discuss the Rates Support Grant. He acknowledged that five of the other affected Councils had also expressed a willingness to be involved in this process. He stated that there was a clear line of attack in terms of the joint approach being adopted and looked forward to this being progressed.

The Committee

Recommended that approval be granted to the 9-month financial position and note the surplus of £214k generated for the first 9 months of the 2019/2020 financial year.

GSP35/20 Review of Equality Scheme and Disability Scheme for Derry City and Strabane District 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 present for elected Members‟ consideration a draft Equality Scheme 2020-2023 and a draft Disability Scheme 2020-2023.

Alderman McClintock expressed concern that the consultee list did not contain up-to-date contact details and requested that this be addressed prior to proceeding.

The Lead Democratic Services and Improvement Officer referred to the challenge presented in terms of ensuring that the contact details

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contained in consultee lists were up-to-date. She requested that Members advise her of any anomalies identified in relation thereto.

Councillor Fleming welcomed the report and commended the work carried out by Officers in this regard. Whilst acknowledging the importance of good relations, he stated that from a Council perspective and in regards to Section 75 groups, equality must be a main focus.

In response to a query from Councillor Fleming regarding Council‟s Disability Action Policy, the Lead Human Resources Officer advised that a report updating Members thereon would be presented to the next Meeting of Committee.

The Committee

Recommended that approval is given to (i) The Equality Scheme 2020-2023 and (ii) The Disability Scheme 2020-2023.

GS36P/20 Review of Equality Action Plan and Disability Action Plan for Derry City and Strabane District 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 present Members with a revised draft Equality Action Plan and Disability Action Plan for Derry City and Strabane District Council in accordance with its duties under Section 75 of the Northern Ireland Act and Section 49 of the Disability Discrimination Order respectively.

The Committee

Recommended that approval is given for a 12-week consultation in relation to the following documents (i) the draft Equality Action Plan 2020-2023 and (ii) the draft Disability Action Plan 2020-2023.

GSP37/20 Lighting of Council Facilities

The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She

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advised that the purpose of the report was to seek elected Member approval for the draft Asset Illumination Policy.

In response to a query from Councillor Mellon, the Lead Democratic Services and Improvement Officer explained that the policy did not prohibit Members to take forward Motions for Lighting of Council Facilities. However, in the past such requests had been progressed through the Mayor‟s Office.

The Committee

Recommended that the draft Asset Illumination Policy is approved.

GSP38/20 Application for Vesting Order – Lands at Foyle Port Lisahally

The Lead Legal Services Officer presented the above report, a copy of which had previously been circulated. He pointed out that the purpose of the report was to advise Members an Application by Londonderry Port and Harbour Commissioners to acquire by Vesting lands for development of the Harbour undertaking at Lisahally, Londonderry.

The Committee

Recommended that Council writes to the solicitors acting for LPHC advising them that Council will not be lodging any objection to the Application to Vest.

Open for Information

GSP39/20 NILGA Update

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 provide Members with copies of the draft Minutes of the Meeting of the Central/Local Government Political Partnership Forum held on Friday 27 September 2019 in Castlereagh and a pre- consultation notice on three planned NILGA consultations on Council- led reform, the £3.5bn shared prosperity fund and shared services.

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Members noted the content of the report.

GSP40/20 Update on Progress with Actions Arising from Motions

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 update Members on progress with actions arising from two specific motions to Council.

Members noted the content of the report.

GSP41/20 Northern Ireland Housing Council Update

The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to provide Members with the most recent Housing Bulletin.

Members noted the content of the report.

The Meeting then went into Confidential Business

14 Page 14 Agenda Item 8 Title of Report: Update on Disability Policy Officer Presenting: Paula Donnelly Lead Human Resources Officer

Author:

1 Purpose of Report/Recommendations

1.1 The purpose of the report is to update Members on progress achieved to date in relation to encouraging and attracting people with a disability into the workplace.

2 Background

2.1 It was previously agreed by Council that a review would be carried out to see how we can encourage and attract people with a disability into the workplace.

Following this review the following documents were developed and adopted by Council:

 Policy on Employing People with a Disability

 Positive Action Statement

 Guidelines for Managers

 Action Plan

2.2 Meetings with relevant organisations including Equality Commissions, NIUSE, Employers Forum for Disability, Disability Action and other organisations representing the needs of those with a disability including DESTINED have taken place. Links have also been established with relevant officers and groups within the Health & Social Care Trusts. Research into best practice across other organisations have also been completed.

3 Key Issues

3.1 Consideration to ringfencing opportunities to people with learning disabilities was originally considered. However following advice from Equality Commission who obtained legal opinion it was advised that it could be unlawful to target applicants from a particular disability group, hence the Council could be open to a challenge.

V1.3 Effective 21 May 2019 Page 15 3.2 It was therefore agreed to ringfence opportunities to all pan disability groups within the Council area.

3.3 Meetings were held with a number of these groups within the disability sector to agree proposals and documentation on proposed recruitment exercises. Documentation including application forms and information packs were made available in alternative formats. Feedback from the groups was incorporated as part of the process.

3.4 All applicants were guaranteed an interview and reasonable adjustments were implemented. These included:

The opportunity to visit the Council offices prior to interview so candidate could familiarise themselves with surroundings and interview room

 Reading material being available in larger font

 Support worker attending at interview along with the candidate

 Extra time at interview

 Bringing notes to the interview

 Provision notes to the interview

 Work trials

3.5 Interviews have now completed and candidates are meeting with the relevant HR officer to discuss preferred locations, hours of work and roles and tasks.

3.6 At this stage the opportunities are casual/temporary based on service needs and the needs of the individual.

3.7 The opportunities mainly focus on clerical administrative roles but further opportunities will be rolled out in the coming months in the area of streetscape/grounds maintenance.

3.8 A meeting has been held with the Equality Commission this week who have commended the work done to date by the Council and are liaising with the relevant officers to showcase and promote this work to other organisations.

3.9 Feedback from representatives within the disability sector has been very positive and has welcomed the work the Council has done to date. V1.3 Effective 21 May 2019 Page 16 3.10 Disability awareness training for all staff is currently being organised and other initiatives including a dedicated work experience programme for people with disabilities are being developed to encourage and attract people with a disability into the workplace.

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 At this stage the financial implications associated with this initiative are incorporated within the current staffing budgets.

5 Recommendations

5.1 It is recommended that members note the progress to date and endorse the approach outlined to continue to attract people with a disability into the workplace.

Background Papers

V1.3 Effective 21 May 2019 Page 17 This page is intentionally left blank Agenda Item 9 Title of Report: Annual Tenders 2020/ 2021 Officer Presenting: Lead Finance Officer

Author: Purchase & Payments Manager

1 Purpose of Report/Recommendations

1.1 To inform members of the tender process for Annual Tenders and to recommend the successful suppliers.

2 Background

2.1 Derry City & Strabane District Council has a number of Annual Tenders covering a range of Supplies and Services, the current contracts expire on 31st March 2020.

2.2 Appropriate newspaper adverts were placed in December 2019.

2.3 A total of 33 bids were received by the stated closing time, for 10 tenders.

2.4 Annual Tenders are used by Officers to call off supplies and services as required.

2.5 The tenders have been evaluated by relevant officers & recommendations made.

3 Key Issues

3.1 The Annual tenders provide tenders for a range of Council required supplies and services.

4 Financial and Other Implications

4.1 All the tenders are based on call off contracts used as needed by Council officers.

5 Recommendations

5.1 Members are asked to approve the updated recommendations for Annual tenders for financial year 2020/21.

Background Papers

V1.3 Effective 21 May 2019 Page 19 Detail on Committee Report Annual Tenders 2020

V1.3 Effective 21 May 2019 Page 20

Tender Tender No. of Name of Extent of Acceptance Remarks No. Tenders Successful Received Tenderer

1 Removal & Discharge of 1 Tender not awarded Not value for Leachate & Trade Effluent money T ENV19-164

2 Horticultural Supplies 4 Coburns Items: 1.1, 1.2, 1.3, 2.1, 2.2, 3.1b, 3.2 Lower firm tender T ENV19-165 John Lindsay Items: 3.1a, 3.3 Lower firm tender

BowCom Items 4.1, 4.2 Lower firm tender

Page 21 Page 3 Litter Bins 2 Allgo Items: 1.1, 1.1a, 2.1, 3.2, 4.1 Lower firm tender T ENV19-166 Mechanical Engineering

Glassdon Items: 3.1, 3.2 Lower firm tender

4 Top Dressing Sand & Soil 2 Northstone Items: Top Dressing Sand Lower firm tender Playing Pitches T ENV19-167 Clive Richardson Items: Top Dressing Sand (Reserve), Topsoil Lower firm tender

5 Leisure Centre Cleaning 6 Cleancare Items: 1, 2, 4, 7 Lower firm tender Materials Chemicals T ENV19-168 Arco Items: 3, 5, 6, 8, 9 Lower firm tender

Northern Items: 10, 11, 12, 13, 14, 15, 16, 17 Lower firm tender Cryogenics

6 Grounds Maintenance 2 Laird Grass Items: 2, 3, 4, 15, 18, 19, 20, 21, 23 Lower Firm Tender Service Kits Machinery Kubota G2160 Service Kit, Kubota G23 Service Kit T ENV19-170 D A Forgie Items: 16, 17, 22, 24 Kubota F3680 Service Kit, Kubota F3890 Service Kit Lower Firm Tender

7 Hire Plant & Equipment 2 Balloo Hire Table 3A T ENV19-171 All Items Lower Firm Tender

Table 3B Items: 2 A-D incl, 2b A-D incl, 4 A-C incl (hire), 4 b A- Lower Firm Tender C incl (hire), 6

Table 3C Items: 2 A-C incl, 2 b A-C incl, 4 Lower Firm Tender

Page 22 Page Table 3D Items: 6 A-C incl, 6 b A-C incl, 7 A-B incl, 7 b A-C Lower Firm Tender incl, 8 A-C incl, 8 b A-C incl, 9 A-C incl, 9 b A-C incl, 10 A-D incl, 11 A-D incl, 14 A-B incl, 14 b A-B incl, 15 A-D incl, 15 b A-D incl, 17 b A-D incl, 18 b A-D incl, 19 A-C incl, 19 b A-C incl, 20 A-C incl, 20 b A-C incl, 21

G A Parkes Table 3B Items: 1A-D incl, 1b A-D incl, 3 A-D incl, 3 b A-D incl, Lower Firm Tender 4 A–C Incl (purchase), 4 b A–C Incl (purchase), 5 A-C incl, 5 b A-C incl, 6

Table 3C Items: 1 A-C incl, 1 b A-C incl, 3 A-C incl, 3 b A-C Lower Firm Tender incl, 4

Table 3D Lower Firm Tender Items: 1 A-D incl, 1 b A-D incl, Items 2 A-D incl, 2 b A-D incl, 3 A-C incl, 3 b A-C incl, 4 A-C incl, 4 b A-C incl, 5 A-C incl, 5 b A-C incl, 10 A-D incl, 11 A-D incl, 12 A-B incl, 12 b A-B incl, 13 A-B incl, 13 b A-B incl, 16 A-D incl, 16 b A-D incl, 17 A-D incl, 18 A-D incl, 21

Table 3E All Items Lower Firm Tender

8 Mechanical Sweeper 3 McCreath Taylor Items: 3, 4, 6 Lower Firm Tender Brushes T ENV19-172 SP Plant Items: 1, 2, 5, 6, 7, 10 Lower Firm Tender

T B F Thompson Items: 8, 9 Lower Firm Tender Page 23 Page

9 New Tyres & Batteries 5 Claudy Items: 1, 2, 3, 42, 43, 44, 48, 49, 50, 51, Lower Firm Tender T ENV19-173 53, 54, 55, 56, 58, 59, 60, 61, 62, 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 74, 76, 77, 79, 80, 81, 82, 86, 87, 88, 90, 91, 93, 94, 103, 104, 105, 106, 108, 115, 120, 121, 122, 123, 124, 125, 126, 127, 128, 129, 130, 131, 132 Tyre Check Skeoge, Strahans & call outs

Kerrs Tyres Items: 1, 2, 3, 4, 5, 6, 7, 11, 24, 35, 39, Lower Firm Tender 47, 63, 89, 96, 113, 116, 117, 118, 119, 136, 137, 139, 140, 141, 143, 145, 146, 148, 149, 150, 151, 152, 153, 154, 156,

Page 24 Page 160, 161 Tyre Check Strahans & call outs

W H Nutt Items: 19, 20, 21, 22, 25, 26, 27, 28, 29, Lower Firm Tender 40, 52, 57, 75, 78, 83, 84, 85, 92, 95, 107, 109, 110, 111, 112, 114, 134, 135, 138, 144, 147, 155 Call outs

Philip Whyte Tyres Items: 8, 9, 10, 12, 13, 14, 15, 16, 17, 18, Lower Firm Tender 23, 30, 31, 32, 33, 34, 36, 37, 38, 41, 45, 46, 97, 98, 99, 100, 101, 102, Call outs

Fyffes Items: 133, 142, 157, 158, 159 Lower Firm Tender

10 Vehicle Lubricants & 6 Lubricant Distribution Items: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, Lower firm tender Sundries 13, 14, 16, 16, 17, 18, 20, 22, 24, 25, 26, T ENV19-174 27, 28, 29, 32, 33, 34, 126

Fyffes Items: 19, 21, 31, 37, 39, 40, 41, 42, 43, Lower firm tender 52, 56, 57, 58, 61, 62, 63, 64, 68, 71, 72, 74, 76, 77, 79, 80, 81, 83, 99, 100, 101, 104, 105, 106, 107, 108, 121, 122, 123, 124, 125, 127

Autosmart Items: 22, 23, 38, 46, 51, 53, 54, 55, 70, Lower firm tender 96, 97, 98

TBF Thompson Items: 30, 47, 75, 89, 90, 91, 92, 95, 111, Lower firm tender 113, 115, 118, 119, 120, Page 25 Page United Ind Supplies Items: 35, 36, 44, 48, 49, 59, 60, 67, 69, Lower firm tender 78, 82, 86, 87, 88, 93, 94, 102, 103, 109, 110, 112, 114, 116, 117

Wurth Items: 45, 50, 65, 66, 84, 85, 128 Lower firm tender

This page is intentionally left blank Agenda Item 10 Title of Report: Officer Presenting:

Update on the Carnegie UK Trust (CUKT) Strategic Business Manager Embedding Wellbeing in Northern Ireland project Author:

Strategic Business Manager

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to update the Governance and Strategic Planning Committee on the Strategic Growth Partnership‟s participation in the Carnegie UK Trust (CUKT) „Embedding Wellbeing in Northern Ireland‟ project.

1.2 It is recommended the committee endorse the ongoing progress made in the implementation of the Embedding Wellbeing in NI project.

2 Background

2.1 In May 2018 the CUKT confirmed the successful participation of the Derry City and Strabane Strategic Growth Partnership together with two other NI Community Planning Partnerships - Armagh, Banbridge & Craigavon; and, Lisburn and Castlereagh in the Embedding Wellbeing in NI Programme. The Trust is providing tailored and financial support to each of these Community Planning Partnerships over a 2 and half year period (to December 2020) to implement a local wellbeing outcomes approach in the implementation of their Community Plans. CUKT is providing support for wellbeing initiatives which adhere to the general themes of Co-Production and Shared Leadership.

2.2 As a result of a competitive tender process CUKT appointed the Centre for Effective Services to lead on the „Shared Leadership‟ theme and Community Places on the „Co-Production‟ theme. The learning and training materials developed from these programmes will then be made available at a regional level to the other 8 Community Planning Partnerships.

2.3 At the June meeting of the Strategic Growth Partnership members endorsed the recommendation to utilise funding to:

 Develop and implement a Youth focused Participatory Budgeting pilot to take forward actions identified within the Children and Young People theme of the Strategic Growth Plan;

V1.3 Effective 21 May 2019 Page 27  Support the implementation of the DCSDC Green Infrastructure Plan via the development of the Green Infrastructure Valuation Toolkit (Natural Capital Account).

3 Key Issues

Youth Focused Participatory Budgeting Pilot

3.1 Participatory Budgeting (PB) can be described as “Local People deciding how to allocate part of a public budget.” It is a way for citizens to have a direct say in how public funds are used to address local needs. PB is much more than just deciding how resources are allocated. It provides opportunities to engage in non-traditional ways and it can become a celebration of positive action in the community.

3.2 Originally developed in Latin America in the 1980s, PB has spread into Europe, the USA and beyond. PB is now practised in over 3,000 cities worldwide and has been identified as good practice by the World Bank; UNESCO; OECD; UN and the Department for International Development.

3.3 Following discussions, is was agreed that the best approach would be to fund PB projects to support the implementation of Children and Young Peoples‟ actions identified within the Strategic Growth Plan.

3.4 To date a number of meetings have taken place between Community Places, Council, and the Education Authority to take forward a Youth Focused Participatory Budgeting Pilot. It is proposed that young people will act as a Steering Group in the development and promotion of the PB process. Officers within Council and EA Youth Service, together with support from Community Places will support young people in the development of PB project proposals. This pilot will be implemented by Autumn/Winter 2020 and Members will be duly updated on progress.

Natural Capital Account (NCA)

3.8 Natural capital describes components of the natural environment (including green & blue spaces) that provides economic benefits to people, for example, cleaner air and water; improved physical, mental health and wellbeing; carbon storage, temperature and flood risk regulation.

3.9 A NCA assigns a monetary value to key services provided by green & blue spaces. It helps to inform and improve decision making by framing public green spaces as economic assets & show the value that these spaces provide for the environment, economy, wider public health & wellbeing.

V1.3 Effective 21 May 2019 Page 28 3.10 Vivid Economics, was appointed in August 2019 and worked with officers within the Environment and Regeneration Directorate of Council to create the NCA which will support the implementation of the Green Infrastructure Plan by identifying the qualitative value that public green spaces provide for public health, wellbeing, wider society and the environment from Council‟s 242 green & blue spaces.

3.11 This is the first time a NCA has been completed for extensive green and blue spaces in Northern Ireland and builds upon the work being delivered under the Derry and Strabane Green Infrastructure Plan 2019 - 2032.

V1.3 Effective 21 May 2019 Page 29 3.12 The main findings from the NCA report are outlined below and detailed further in the full report attached (Appendix I):

a) Council‟s 240 green and 2 blue spaces (~800 ha) provide £75 million in benefits to residents each year;

b) The return on investment for every £1 spent on investment / maintenance by Council, provides over £22 of benefits to the wider society (green spaces provide over £500 of benefits per adult resident each year);

c) The main value provided by green spaces is enhancing health & wellbeing for adult visitors:

i. £49 million a year in mental wellbeing value;

ii. £26 million a year in physical health value;

iii. £2 million a year in local recreational value;

iv. 57% (35,000) of residential properties are within 200 m of a Council owned green space;

v. £2 million a year to local property value;

vi. £660,000 a year in carbon sequestration value; &

vii. Green spaces and tree cover have an annual colling effect of 0.06⁰C.

3.13 The NCA demonstrates that Council‟s green spaces are value creating assets. Council could increase the benefits by improving the quality, multi-functionality and availability of greenspaces.

3.14 The findings will help the GI stakeholders to value greenspaces and deliver shared outcomes to improve the environment, health & wellbeing of the District, linked to the Strategic Growth Plan. For example, it highlights that green spaces offer an affordable option for improving health & wellbeing within the District.

Co-Production

V1.3 Effective 21 May 2019 Page 30 3.15 As outlined previously Community Places have been appointed by CUKT to support the development of co-production approaches to community planning and, develop resources and materials in co-production for the benefit of all the Community Planning Partnerships. It is proposed this is done by facilitating the community and statutory partners to reflect on the progress made in Community Planning and provide recommendations and best practice approaches to improve co-production. Community Places are also developing a communications and engagement strategy to support the community planning process.

Shared Leadership

3.16 The Centre for Effective Service (CES) have been appointed by CUKT to deliver a „Shared Leadership‟ programme across the three Community Planning Partnerships taking part in the Embedding Wellbeing in Northern Ireland project. It will offer three modules to develop shared leadership practices and skills within partnership structures and team coaching for key members of the CPP in 2020.

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 There are no direct financial implications arising from this report as the initiatives herein are funded from the Embedding Wellbeing in Northern Ireland programme.

5 Recommendations

5.1 Members of the Committee note and endorse the ongoing progress made in the implementation of the Embedding Wellbeing in NI project

Background Papers

V1.3 Effective 21 May 2019 Page 31 This page is intentionally left blank Agenda Item 5. Appendix I

Derry City and Strabane District Council’s Owned Green & Blue Spaces Natural Capital Account

A report by Vivid Economics for the Carnegie UK Trust December 2019

c Page 33 Agenda Item 5. Appendix I

Acknowledgements

Derry City and Strabane District Council’s Strategic Growth Partnership would like to thank the Carnegie UK Trust for funding this Natural Capital Account for Derry City and Strabane District Council’s greenspaces. We would like to thank the Green Infrastructure Stakeholders for assisting in the co-production of the Natural Capital Account.

For further information contact: Christine Doherty [email protected] Tel: 02871 253253

The text of this work is licensed under the Creative Commons Attribution- ShareAlike 3.0 Unported License. To view a copy of this license visit, http://creativecommons.org/licenses by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA. d Page 34 Agenda Item 5. Appendix I

Contents

Executive Summary 4 Introduction and background 5 Derry and Strabane Natural Capital Account 10 Recommendations 16 Methodology annex 19

2 Page 35 Agenda Item 5. Appendix I

This report informs the public service providers’ understanding of the benefits of Derry City and Strabane District Council’s owned greenspaces.

This report was commissioned by Derry City and An action from the GI Plan was to develop a Strabane District Council (DCSDC) and funded by Natural Capital Account for DCSDC’s owned green the Carnegie UK Trust. The Trust seek to improve and blue spaces, to show the value that these the lives and wellbeing of people throughout spaces provide for the environment, wider public the UK and Ireland, by influencing policy, and health and wellbeing. changing lives through innovative practice and partnership work. The Trust is currently providing support to the DCSDC’s Strategic Growth/ Community Planning Partnership via participation in the Embedding Wellbeing in Northern Ireland project. This project is designed to support participating Community Planning Partnerships to overcome challenges, which they have identified as a priority, as they seek to deliver their Community Plans.

DCSDC have taken the lead to develop the first Green Infrastructure (GI) Plan 2019 - 2032 and associated Action Plan in Northern Ireland, with the vision to assist with the delivery of actions under the three pillars of the Community Plan 2017-2032 and the development of the Local Development Plan 2032. The GI Plan aims to protect, improve and increase green spaces (vegetated areas) and blue spaces (waterways), to provide a multitude of environmental, recreational, economic, health and wellbeing benefits for the public. The GI Plan is linked to the strategic commitments of the 12 indicators and 18 out of the 42 Programme for Government outcomes. The Community Planning Partners co-designed the GI Plan 2019 - 2032.

3 Page 36 Agenda Item 5. Appendix I

Executive Summary

Derry City and Strabane District Council These benefits are provided at low cost. supplies more than £75 million in benefits • It only costs £1 to deliver over £22 of benefits. to residents each year through its 223 • Greenspaces provide over £500 of benefit per greenspaces. adult resident per year.

Greenspaces will provide £1 billion in benefits over the lifetime of Derry City and Strabane District Council’s Green Infrastructure Plan (GI) (2019- 2032). This value could increase if parks are enhanced to encourage more, longer and active visits.

There are more than five million visits to Derry and Strabane recreational greenspaces each year. Visitors benefit from mental wellbeing and physical health improvements.

Council owned greenspace is well- Derry City provided in the city centre but more limited on the urban fringe

Town of Strabane

Derry City and Strabane District

Council-managed greenspace

Figure One. A map showing the location of Council managed green spaces

The town of Strabane and non-urban areas of the region have less greenspace options compared to residents in Derry City, but this could increase if the study was extended to include all publicly accessible greenspaces.

4 Page 37 Agenda Item 5. Appendix I

Introduction and background

Natural capital accounting is an approach This report presents an economic assessment of to estimating the economic benefits the services that DCSDC’s greenspaces provide to provided by greenspaces, particularly for residents, and highlights the resultant health and public health and wellbeing. wellbeing outcomes. The NCA assigns a monetary value to key services provided by greenspaces. A Natural Capital Account (NCA) can help inform This makes it easier to compare benefits with and improve decision-making by framing public ongoing spending, investment and with spending green and blue spaces as economic assets. The on other public services. Without such an account, NCA was developed by Vivid Economics, in co- the benefits and value for money are seldom production with Derry City and Strabane District explicit. The recommendations were developed in Council (DCSDC) and its Green Infrastructure (GI) consultation with DCSDC and the GI stakeholders, Stakeholders, which form part of the Community to inspire new ways of working across public Planning Partnership. services, to deliver shared outcomes and assist with informed decision making. Natural capital describes components of the natural environment (including greenspaces) that provides economic benefits for people. These benefits can include cleaner air and water, improved physical health, mental health and wellbeing, carbon storage, temperature regulation and flood risk regulation.

5 Page 38 Agenda Item 5. Appendix I

The Green Infrastructure (GI) Plan will The natural capital account for DCSDC take a new approach to developing, greenspaces draws on methodologies maintaining and enhancing GI and its developed for the Greenkeeper Tool. benefits. Greenkeeper is an online tool designed to support • Derry and Strabane have more than 230 planning and investment decisions around council-managed green and blue spaces GI in cities across the UK. The methodologies which benefit residents. underlying the tool were used to develop the • To continue providing these benefits, they DCSDC’s owned greenspaces NCA. must be sustained. • Additional benefits arise when enhancements Greenkeeper uses data on visit patterns, attract new visitors and encourage more time greenspaces characteristics, and evidence on the to be spent in greenspaces. social, economic and environmental benefits of • By understanding the value of services, it is GI. Using the economic analysis and valuation easier for NGOs, greenspace, health, housing, skills of Vivid Economics, the health and wellbeing education, grey infrastructure and local expertise of the European Centre for Environment planning departments to work together on and Human Health and the understanding of the a shared strategy to implement the GI Plan, planning and design process brought by Barton Community (Strategic Growth) Plan and Local Willmore, Greenkeeper uses newly available Development Plan. datasets, technologies and insights to assess current performance and opportunities for any urban greenspace in the UK.

Greenkeeper provides key information on greenspace use and value for local authorities, private developers and investors. It will allow users to: • Assess GI’s contribution to urban life; • Benchmark GI quality, visits and benefits and assess spaces within a portfolio; • Inform wider planning, design, management and investment decisions; • Consider and compare the impact of specific interventions; and • Test the contribution of new greenspace as Figure Two. DCSDC’s GI Plan 2019 - 2032 Key Strategic part of a proposed development. Themes and Cross Cutting Themes. The strategic and cross-cutting themes provide an overall framework for the management of GI under Note: Greenkeeper will be launched in March 2020. the Plan. For more information, visit http://www.greenkeeperuk. co.uk/. Source: Green Infrastructure Plan 2019-2032 Part One

6 Page 39 Agenda Item 5. Appendix I

Natural capital accounting is systematic Natural capital accounting offers three and consistent with financial reporting potential advantages: principles. 1. Expands the set of assets considered valuable NCA is increasingly used as a tool to assess and to an economy: monitor the quality of the environment and • Elevates the environment, health and inform effective policymaking. wellbeing on the policy agenda.

It has become more popular because it is 2. Improves investment decisions: systematic and adopts familiar financial reporting • The value of the environment is implicitly principles: zero when unassessed, yet costs are always • For example, a key tenet of the 25 Year presented as they are easier to quantify. Environment Plan for England is taking a • Enables informed decision making and better natural capital approach to decision-making use of available public assets and funding. related to the environment. • Urban natural capital accounts are now being 3. Helps deliver local policy objectives: published at a national level by the Office for • Housing, health and wellbeing. National Statistics (ONS). • Work in partnership with other public service • Cities and local authorities are beginning providers to deliver shared outcomes. to employ natural capital accounting tools to better inform public investments and to advance urban development agendas.

Stock of natural assets

Parks Water Bodies Street trees

Flow of services

Provisioning services Regulating services Habitat services Cultural services

• Food • Climate stability • Habitat for species • Opportunities for • Timber • Temperature • Genetric and species recreational activity • Biomass fuel • Flood water biodiversity • Tourism • Hydroelectricity • Air and water quality • Pollinators for • Aesthetic quality • Clean water • Soil nutrient cycling agriculture • Place-making

Value of services

Benefits to people, business, and society

Figure Three. A table of natural assets and their ecosystem services

Source: Vivid Economics and Brander and Eppink (2012)

7 Page 40 Agenda Item 5. Appendix I sic est, • • • • Values Option intrin Bequ = secondary= benefit

ater • • • • Food, w Food, Provisioning

• • • • • • • • • • • • carbon air quality, quality, air Soil, water, Soil, water, primary benefit primary Regulating = • tual, tual, tional • • • • • • Spiri educ

ing • • • • • • • • • thetic, place mak Aes

• • • • • Tourism Cultural

sical • • • • • activity Phy

• • • • • • • • • Recreation Natural s Assets/Green gional/national gional/national Infrastrucutre ublic squares,ublic Green roof/wall Green Corridor Green Street trees Small greenspace features Water farms City P commons Sport pitches Public/domestic gardens Local parks Re park Wetlands, rivers Woodland 8 Figure Four. A table of GI assets people. of GI A table services for ecosystem & the provided Four. Figure (2009) England and Natural Economics Vivid Source:

8 Page 41 Agenda Item 5. Appendix I

Steps in natural capital Information and tools accounting Assessment required features Small built built Small How much of the asset is Location and extent of STEP 1: Extent and condition there? What is the condition greenspaces, tree cover and of natural assets of the asset? vegetation

areas + Other green STEP 2: Services provided in What services does the asset Census data, usage data, physical units provide? population health Parks +

Local census data, STEP 3: Value of ecosystem How much do people value healthcare costs, tourism services these services? values

Figure Five. The steps involved in creating a NCA, which maps key ecosystem services to green and blue space assets managed by Council.

9 Page 42 Agenda Item 5. Appendix I

Natural Capital Account for Derry City and Strabane District Council’s Green and Blue Spaces Key Findings

An estimated five million visits Greenspaces in Derry and are made to council-managed Strabane provide £26 million greenspaces each year. in physical health value, primarily driven by high- activity adult visitors, based on typical participation rates.

Derry City and Strabane District Council’s greenspaces supply more than £75 million in Residents in Derry and benefits (£500 per adult Strabane are willing to pay £2 resident) each year. million per year to live near greenspaces.

The two greenspaces which create the most value are in the heart of Derry, offering easy Greenspaces provide a range access to residents and space of additional benefits which for recreational visits. are not monetised.

For every £1 spent on the Council’s greenspace maintenance and investment, it provides £22 of benefits per year.

Mental wellbeing accounts for more than half of the value provided by the Council’s greenspaces.

10 Page 43 Agenda Item 5. Appendix I

An estimated five million visits are made to The main value provided by greenspaces is council-managed greenspaces each year. enhancing health and wellbeing for adult visitors: • £49 million per year in mental wellbeing value. Derry and Strabane have 800 hectares of council- • £26 million per year in physical health value. managed greenspace: • £2 million per year in local recreational value. • 134 spaces are used for recreational visits. • £66,000 per year in carbon sequestration • 20 spaces are designated play areas. value. • Greenspaces contain 185 hectares of tree cover. The value would be even higher if the following benefits could be valued and included in the The majority of recreational visits are made to account for council owned greenspaces: spaces in Derry City: • Air quality regulation • 3.5 million per year visits are made to spaces • Flood control in Derry City. • Temperature regulation • 400,000 visits per year visits are made to • Biodiversity spaces in Strabane. • Noise regulation. • Approximately 100,000 visits per year are made to spaces in rural areas

Derry City recreational greenspaces

Figure Seven. A pie chart showing the % of natural capital benefits of Council’s natural assets.

Figure Six. A map of Derry City showing the annual visits to Council owned green spaces.

11 Page 44 Agenda Item 5. Appendix I

The two greenspaces which create the For every £1 spent on council’s greenspace most value are in the heart of Derry, maintenance and investment, it provides offering easy access to residents and space £22 of benefits per year. for recreational visits. £5.1 mllion is spent on DCSDC’s greenspace St. Columb’s Park generates benefits of £4.5 maintenance and capital investment each year. million per year: These greenspaces provide more than £75 million • 32 hectares of benefits to residents. On average, 40% of • 250,000 visits per year capital projects are funded by the council (£1.2 • 15 hectares of trees sequester more than million per year). 5,000 tonnes of CO2 per year.

£5m in costs incurred by the Council and external funders

>£75m in benefits accruing to residents

£5m in costs incurred by the Council and external funders

£5m in costs incurred >£75m in benefits Brooke Park generates benefits of £4.1 million per by the Council and accruing to residents external funders year: • Eight hectares Figure Eight. A diagram showing the comparisons between costs • 250,000 visits per year and benefits>£75m of in Council’sbenefits GI assets. • More than 1,600 neighbouring households in accruing to residents Derry (within 200 metres). Note: The cost-benefit ratio is 1:14 when only considering the total costs incurred by the council and funders.

12 Page 45 Agenda Item 5. Appendix I

Mental wellbeing accounts for more than Greenspaces in Derry and Strabane provide half of the value provided by the council’s £26 million in physical health value, greenspaces. primarily driven by high-activity adult visitors, based on typical participation Adult visitors who spend more than two hours rates. per week in greenspaces gain the most wellbeing benefits, but less than half of visitors in the UK* Inactive Low-activity High-activity meet this threshold. These benefits take the form of higher reported life satisfaction. • ‘High duration’ visitors gain £2,900 per year in wellbeing value, spending more than two hours per week in greenspaces. • ‘Low duration’ visitors gain £900 per year in wellbeing value, spending on average one hour per week in greenspaces.

Adult visitors to larger spaces tend to spend longer 4% 66% 30% of visitors do of visitors of visitors on average, gaining higher wellbeing values. not get any undertake undertake • St. Columb’s Park, a large park with high physical health low levels of high levels patronage, provides an estimated £3 million benefits from activity in of activity in activity in parks, leading parks and have per year in mental wellbeing value. parks to reduced risks active lifestyles, of mortality leading to higher quality and longer lives *Based on analysis of MENE survey data and OS Mastermap. +£500 +£1,500 Source: The valuation estimates are based on Vivid Economics analysis of survey data and subjective £0 £500 £2,000 wellbeing valuation techniques for the Greenkeeper Tool.

Figure Nine. Average value of physical health benefits per visitor per year in a medium sized urban green space.

13 Page 46 Agenda Item 5. Appendix I

Residents in Derry and Strabane are willing to pay £2 million per year to live near Park Size Annual local value in greenspaces. Derry/Strabane

Local residential property values, assist with Small £380,000 measuring people’s preferences for living closer to Medium £270,000 greenspaces. • Residential property values adjacent to green Large £410,000 spaces are higher. • Living near greenspaces provides easy access Very Large £1,000,000 to recreation. • Greenspaces improve the aesthetic quality of neighbourhoods. Figure Ten. Annual increase in property value provided by • There are 35,000 homes in Derry-Strabane small, medium, large and very large greenspaces in Derry and Strabane. with greenspaces as a local amenity (within 200m).

14 Page 47 Agenda Item 5. Appendix I

Ecosystem service Benefits Impact in Derry/Stabane

Temperature Greenspaces can help cool urban Greenspaces and tree cover in regulation environments. This mitigates greenspaces have an annual labour productivity losses from cooling effect of 0.06ºC in Derry heat and reduces the need for City*. air conditioning.

Air pollution removal Greenspaces provide physical The Office for National health benefits by removing Statistics (ONS) estimates that harmful pollutants from the all vegetation in Derry and air. These benefits translate Strabane District, including into economic gains due to greenspaces, generates £7.50 in decreased medical expenditures annual benefits per resident. This for the NHS and supports is equivalent to £1.1 million in individual wellbeing. avoided health damages per year.

Ecological quality Greenspaces contribute to the Derry and Strabane have a preservation of biodiversity and wealth of plants, animals and habitats for urban species. natural landscapes. The GI Plan stresses the importance of biodiversity and ecosystem services to the economy, environment, health & wellbeing.

Figure Eleven. A table showing the range of additional benefits that green spaces provide that are not monetised.

Notes: There are other ecosystem services provided by greenspaces which are not discussed in this report, including SUDS, water quality regulation and more.

*This estimate includes only the cooling effect from council-managed greenspaces and tree cover in those spaces, and does not include the cooling effect from other greenspaces, tree cover or water bodies.

15 Page 48 Agenda Item 5. Appendix I

Recommendations

The benefits of public greenspaces can There are opportunities to improve be enhanced to achieve higher value for public health and wellbeing by a greater proportion of the population. encouraging longer and more active use of spaces. Natural capital accounting (NCA) demonstrates greenspaces are value-creating assets. Public Greenspaces offer an affordable option for authorities can increase the benefits by raising improving health and wellbeing. There are the quality, multi-functional and availability of multiple ways to target health outcomes in greenspaces. The findings will help the Green existing greenspaces: Infrastructure Stakeholders to value greenspaces and deliver shared outcomes to improve the 1. Target visit duration: Most park visitors environment, health and wellbeing of the district, spend over one hour per week hour in linked to the Community (Strategic Growth) Plan greenspaces. A visitor who spends 60 minutes and Local Development Plan 2032. in greenspaces per week gains wellbeing valued at £900 per year, compared to a visitor As local authorities in Northern Ireland are who spends over 120 minutes who gains structurally differently from Great Britain and wellbeing valued at £2,800 per year. Visitors the Republic of Ireland, the current findings could be supported by offering facilities which are not directly comparable to local authorities encourage longer visits such as toilets and in these regions, as these local authorities are cafes. responsible for more functions, for example, social housing, education and health provisions. A 2. Target physical activity: Less than 1/3 of recommendation from this report is to extend the greenspace visitors meet the recommended Natural Capital Account to include all publically NHS physical activity guidelines. Increasing accessible greenspace within the District, to make this proportion to 1/2 could increase the value the findings more comparable with the rest of the of physical activity by nearly 25%, equating British Isles. to an additional £6 million per year. This could be achieved by increasing activities such as The Green Infrastructure Stakeholder co- ParkRun™ and facilities for organised sports. production workshop highlighted that: • Public health benefits could be improved These aims could be achieved by transforming the through longer and more active use of 90 council-owned non-recreational greenspaces greenspaces; into high quality greenspaces with additional • Investments in existing greenspaces could amenities. increase benefits by attracting new visitors and • Targeted access for under-served parts of the population could improve health outcomes, by working with the stakeholders.

16 Page 49 Agenda Item 5. Appendix I

Investments in existing spaces could Targeted access for under-served areas increase value by attracting new could improve health outcomes. visitors. Residents who lack access to greenspaces may Investing in maintenance, programming be precluded from health and wellbeing benefits, and amenities could encourage new visitors, particularly in Strabane and rural areas. potentially at low cost relative to the significant • Greenspaces provide a free space for health and wellbeing benefits. improving health and wellbeing. • 60% of urban residents in the UK do not make • Only 30% of visits occur in greenspaces regular visits to greenspaces. outside Derry City. • Increasing the number of visits to Derry City and Strabane District Council’s greenspaces However, a more complete understanding of from 5 million to 7.5 million per year could recreational opportunities in Derry and Strabane is increase the value of existing spaces to above needed. £110 million per year. This could be achieved • The current Natural Capital Account is based by working in partnership with the Green only on council-managed greenspaces and Infrastructure Stakeholders to deliver shared should be extended to include all publically outcomes. accessible greenspaces. • A full Natural Capital Account of publically Our analysis found that amenities increase the accessible greenspace within the District would probability that residents will choose to visit a help the Green Infrastructure Stakeholders greenspace*, exemplified by the high footfall at coordinate service provision, identify areas of Brooke Park, which has many amenities including deprivation and identify greenspaces under water features, a sports centre and a cafe. Visit- excessive pressure. driving features include: • Play areas Residents in rural areas have relatively less council- • Sports pitches managed recreational spaces within short walking • Cafes distances (200m) but may have alternative options • Toilets such as gardens, allotments or other public sector • Easy access points. greenspaces.

Source: Vivid modelling analysis of MENE survey data and OS Mastermap greenspace characteristics 87 recreational greenspaces are in Derry City

Figure Twelve. A map of the District showing the % of properties 17 within 200 m of a Council owned green space. Page 50 Agenda Item 5. Appendix I

48% of Strabane residents live within The Green Infrastructure Plan offers 200metres of recreational greenspaces. an opportunity to capitalise Natural Capital Accounting in decision-making.

Public green spaces have a strong economic case for funding support from the public exchequer and from developers.

The Green Infrastructure Plan provides an opportunity for new policies and investment decisions to directly draw on the findings from the Natural Capital Account. The findings can be used to: • Highlight spaces which are valuable and spaces where investment is needed to increase environmental, recreational, physical health and wellbeing benefits. …compared to 59% of Derry City • Relate the cost of interventions to value for residents money. • Make the business case for infrastructure which connects residents to greenspaces, linked to the Local Development Plan 2032. • Safeguard spaces which are valuable for current and future residents’ wellbeing, linked to Local Development Plan 2032. • Co-production of GI initiatives by the Green Infrastructure Stakeholders to increase the natural capital of greenspaces. This will help to deliver shared outcomes and improve the environment, physical and health and wellbeing of the district, linked to the Community Plan 2017 – 2032.

Figure Thirteen. Maps of Derry and Strabane to show comparisons of properties within 200 m of a Council owned green space.

18 Page 51 Agenda Item 5. Appendix I

Methodology Annex

Data Source Decription Shapefile of all greensapaces in Derry and Greenspace map DCSDC Strabane Tree cover DCSDC Estimate of tree cover in each greenspace Visitor numbers DCSDC Estimate of visits per year in greenspace Housing points DCSDC Pointer data on all homes in Derry and Strabane House price uplift for proximity to different sized Housing uplift % ONS greenspaces Average property value by Ward in Derry and Average captial values DCSDC Strabane Carbon sequestration Forestry Commission Carbon sequestration per hectare of tree cover MENE survey/Vivid Average activity rates, visit rates and visit durations Visit duration/activity rates analysis which underpin health and wellbeing valuation

Figure Fourteen. A table showing the data and sources used to inform the NCA

Notes: See the assumptions tab in the Natural Capital Account for a complete list of assumptions and sources.

19 Page 52 Agenda Item 5. Appendix I

Methodology

Mental wellbeing methodology. Physical health methodology.

The value of mental wellbeing is based on Physical health benefits are calculated separately improvements in life satisfaction reported by adult for low and high activity adult visitors. park visitors. • Low activity visitors undertake some exercise • Individuals who spend more time in in greenspaces but do not meet NHS greenspaces report higher levels of life recommendations. satisfaction than those who spend less time in • High activity visitors meet NHS physical greenspaces (Vivid Economics 2019, White et activity recommendations. al. 2019). The health benefits for low activity visitors is The value of life satisfaction from greenspace calculated by measuring the reduction in risk of visits is calculated by quantifying the amount of all-cause mortality from their exercise in green money that would lead to an equivalent increase space. in life satisfaction. • The risk reduction is expressed in the quantity of fatalities prevented, then given a monetary The total value per greenspace is a product of the value using the Department for Transport number of visits per year, the share of visits made (DfT) Value of a Prevented Fatality (VPF) by low and high duration visitors, and the value (WHO, 2017; Glover and Henderson, 2010). per visit by visitor type. The health benefits for high activity visitors is Note: Mental wellbeing and physical health value calculated by measuring the number of Quality only capture value to adult visitors. 75% of estimated Adjusted Life Years (QALYs) gained through visits are assumed to be made by adult visitors, except exercise in green space. designated playparks, where 50% of estimated visits • The QALYs gained is expressed in monetary are assumed to be made by adult visitors. terms using the HM Treasury Green Book value of a QALY (HM Treasury, 2018).

The total value per greenspace is a product of the number of visits per year, the share of visits made by low and high activity visitors and the value per visit by visitor type.

Note: Mental wellbeing and physical health value only capture value to adult visitors. 75% of estimated visits are assumed to be made by adult visitors, except designated playparks, where 50% of estimated visits are assumed to be made by adult visitors.

20 Page 53 Agenda Item 5. Appendix I

Amenity value methodology Carbon sequestration methodology

Amenity (recreational) value measures people’s Trees capture and store atmospheric carbon preferences for living closer to green spaces, which dioxide (CO2). is expressed by their willingness to pay in the • Each tonne of CO2 sequestered prevents housing market. future damage by projected climate change. • The uplift value is estimated for properties within 200m of greenspaces. Tree canopy cover (as estimated by the council) • Uplift value coefficients are based on the within greenspaces is used to estimate the hedonic pricing model from the ONS. amount of carbon sequestered and valued • Property uplift values are annualised over 30 using the price of untraded carbon from the HM years at 3.5% discount rate. Treasury Green Book. • Carbon sequestration is estimated by assuming an average rate of carbon Park Size Property price uplift sequestration per hectare of trees of 5.4 tonnes of carbon dioxide (CO2) per year (ONS 2017). Small 0.53% • The price of one untraded tonne of CO2 in Medium 0.60% 2019 is £68.

Large 1.07% The value of carbon sequestration is a product of the annual carbon price and the total annual Extra Large 1.45% sequestration from the trees in a greenspace.

Notes: This is a conservative estimate of carbon Figure Fifteen. A table showing the % of property price sequestration value as it does not capture the value of uplift for properties within 200 m of a Council owned green space. CO2 stored in trees or other habitats.

Source: Uplift coefficients from ONS (2018) hedonic price model.

21 Page 54 Agenda Item 5. Appendix I

References

Glover, G., & Henderson, J., 2010. Quantifying health impacts of government policies: A how- to guide to quantify the health impacts of government policies. Available at: https://assets. publishing.service.gov.uk/government/uploads/ system/uploads/attachment_data/file/216003/ dh_120108.pdf [accessed on 01/12/2019].

HM Treasury, 2018. The Green Book: Central Government Guidance on Appraisal and Evaluation. Available at: https://assets.publishing. service.gov.uk/government/uploads/system/ uploads/attachment_data/file/685903/The_ Green_Book.pdf [assessed on 1/12/2019].

Office for National Statistics. 2018. Estimating the impact urban green space has on properly price. https://www.ons.gov.uk/economy/ nationalaccounts/uksectoraccounts/compendium/ economicreview/july2018/estimatingtheimpact urbangreenspacehasonpropertyprice (accessed on 01/12/2019).

White, M.P., Alcock, L., Grellier, J. 2017. Spending at least 120 minutes a week in nature is associated with good health and wellbeing. Available at: https://ore.exeter.ac.uk/repository/ handle/10871/37706 [accessed on 01/12/2019].

World Health Organisation,. 2019. Health economic assessment tool (HEAT) for walking and for cycling: Methods and user guide on physical activity, air pollution, injuries and carbon impact assessments. Available at: http://www.euro.who. int/__data/assets/pdf_file/0010/352963/Heat. pdf?ua=1 [assessed on 01/12/2019].

22 Page 55 Agenda Item 5. Appendix I

The Carnegie UK Trust works to improve the lives of people throughout the UK and Ireland, by changing minds through influencing policy, and by changing lives through innovative practice and partnership work. The Carnegie UK Trust was established by Scots-American philanthropist Andrew Carnegie in 1913.

Andrew Carnegie House Pittencrieff Street Dunfermline KY12 8AW

Tel: +44 (0)1383 721445 Fax: +44 (0)1383 749799 Email: [email protected] www.carnegieuktrust.org.uk

This report was written by: Vivid Economics Limited 163 Eversholt Street London NW1 1BU

December 2019

Suggested citation: Vivid Economics, Derry City & Strabane District Council & Carnegie UK Trust. 2019. Derry City and Strabane District Council’s Owned Green & Blue Spaces Natural Capital Account. www.derrystrabane.com/gi

ISBN 9781912908325 90000 >

Carnegie United Kingdom Trust Registered charity SC 012799 operating in the UK Registered charity 20142957 operating in Ireland Incorporated by Royal Charter 1917 7819129 908325

23 Page 56 Agenda Item 11

Title of Report: Officer presenting: Lead Democratic Services & Improvement Officer Service Delivery Plan 2020/21 - Strategic Planning and Support Author: as above Services

1 Purpose of Report/Recommendations

1.1 To present for consideration and Members' approval the Delivery Plan for the Strategic Planning and Support Services for the year 2020/21 (Appendix 1).

2 Background

2.1 Annual service delivery plans are an element of the Council's planning and improvement framework which also comprises the strategic community plan, local community plans, corporate plan, and performance improvement plans.

2.2 A standardised template has been established for the annual delivery plans so as to promote an accessible and robust approach. Accordingly, each plan provides details of:

 The purpose of the directorate  Services provided  Summary of resources  Achievements / highlights for previous year and progress update  Improvement Objectives for the forthcoming year  Improvement delivery plan, and  Measures of success and performance.

2.3 Delivery Plans for the three service directorates namely Business and Culture, Environment and Regeneration and Health and Community will be presented to the relevant committees later this month.

3 Key Issues

3.1 Annual plans not only help communicate and cascade the Councils objectives as set out in the Corporate Plan but are also an important element in terms of working towards continuous improvement.

Page 57 3.2 The document attached as Appendix 1 provides an overview of the purpose of the Strategic Planning and Support Services, the services provided, a progress update in relation to 2019/20 and importantly key priorities, actions and measures of success for 2020/21.

3.3 This Plan also reflects one of the four Outcome Improvement Objectives for 2020/21, namely:

 To deliver improved customer satisfaction by improving customer support services and processes, and

4 Financial, Equality, Legal, HR, Improvement, Rural Need and Other Implications

4.1 The annual service delivery plan reflects the budget provision allocated within the rates and sets out commitments in relation to improvement, equality, human resource management, governance and legal services.

5 Recommendations

5.1 That, subject to Members’ comments, the Strategic Planning and Support Services Delivery Plan 2020/21, is approved (Appendix 1).

Background papers.

 GSP117/16 Corporate Planning, Improvement and Performance Review Framework  GSP119/16 Strategic Support Services Delivery Plan 2016/17  GSP88/17 Service Delivery Plan 2017/18 – Strategic Planning and Support Services  GSP87/18 Service Delivery Plan 2018/19 – Strategic Planning and Support Services  GSP43/19 Service Delivery Plan 2019/20 – Strategic Planning and Support Services

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Directorate Delivery Plan 2020/21 Business Support and Strategic Partnerships Unit Page 59 Page Derry City and Strabane District Council

Contents

Section One: Directorate Profile/Summary

1.1 Purpose of Directorate

1.2 Services Provided

1.3 Summary of Resources

Section Two: Achievements 2019/20 Page 60 Page

2.1 Highlights

2.2 Progress Update

Section Three: Improvement Planning and Service Delivery

3.1 2020/21 Directorate Improvement Objectives

3.2 Outcome Improvement Objective

3.3 Mainstreaming the Equality and Disability Duties

3.4 Improvement Delivery Plan

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3.5 Measures of Success and Performance

Section Four: Risk Management

4.1 Risk Register

Section Five: Key Contacts

Page 61 Page

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Business Support and Strategic Partnerships Unit

Service Delivery Plan 2020/21

Section One: Directorate Profile / Summary

1.1 Purpose of Directorate

Page 62 Page The Strategic Planning and Support Services are tasked with supporting and developing the core service delivery Directorates and as such work across the organisation and all services areas to drive planning and improvement, good governance and effective human resource management.

In terms of the Council‟s Corporate Plan objectives there is a direct alignment with the objective of providing “effective and facilitative cross functional support services”. The Units also indirectly contribute to the effective achievement of the Council‟s other objectives of:

1. Grow our business and facilitate cultural development. 2. Protect our environment and deliver physical regeneration. 3. Promote healthy communities

Each Strategic Support Unit has one or more Lead Officers who are required to:

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 Contribute to the strategic direction of the Council by providing specialist, professional advice and support to the Chief Executive, Directors and Elected Members.  Develop policies and relationships which deliver the strategic objectives of the Council in line with its values and core behaviours.  Lead and contribute to cross-functional projects, bringing creative solutions from the relevant areas.  Contribute to sectoral and professional working groups in the relevant professional areas.  Work closely with other Lead Officers to bring integrated cross-functional support to core service delivery units.  Provide the strategic lead for convergence, transformational change and continuous improvement in the relevant areas.  Support the overall governance, ensuring compliance with policy and procedure and the adoption of appropriate risk management to secure the highest standards of performance, probity and conduct are maintained.  Ensure all staff and operations comply with Health & Safety legislation in line with the departmental Health and Safety

Page 63 Page management system and corporate policy in compliance with Occupational Health and Safety Assessment Series (OHSAS) 18001. deployment of financial resources in the delivery of Council services.  Lead, motivate and direct assigned staff to achieve the best outcomes for the organisation in line with its overall strategic objectives.  Manage and control the associated budgets ensuring the effective and efficient  Identify and respond to new legislation and policy in the relevant areas.

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1.2 Services Provided

Legal Services Finance and Funding

Human Resources Communications Page 64 Page

Democratic Services and Improvement Business Support and Strategic Partnerships

Strategic Assurance Planning and Support Legacy Services

Business Support and Strategic Partnerships Section

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This section is responsible for supporting the Chief Executive in the development, implementation and monitoring of the strategic plans and partnerships within the City and District. The section currently supports the co-ordination of the Strategic Growth Plan/Community Plan for the City and District, the North West‟s Strategic Growth Partnership in partnership with the Executive Office and the Northern Ireland Executive, (also supported by ICLRD) and the North West Regional Development Group – a joint committee with Donegal County Council.

This team comprises a Strategic Business Manager and two dedicated strategic project officers. The team also includes the Chief Executive‟s Personal Assistants and Administration support.

Communications Section The section is responsible for providing communication, PR and media management support to all Directorates and Council support Page 65 Page services including the Mayor‟s Office and the City of Derry Airport. The section is responsible for creating public awareness and participation for all Council services, initiatives and events and to provide information and communication services to support each departmental needs. The section is responsible for media management and is the main point of contact for all media outlets to source information on Council services and events. The service works with local, regional and national media using a range of media tools including social media to effectively communicate information on Council services, initiatives and events. The section provides communications advice and support to Council officers, the Mayor and elected members and works closely with the media to maintain a positive and proactive profile for the Council. The section is responsible for managing all media queries, writing and issuing all press content, managing photo calls, developing creating copy and delivering media campaigns, as well as organising media briefings and FAM trips. The unit also provides a media monitoring and media evaluation service to ensure active media coverage with maximum reach across a wide geographic area. Daily media clipping reports on media placements and media outreach are collated that reflect the value of Council project and initiatives in the media, the sentiment of that coverage as well as its value in terms of AVE. The section also manages the Council‟s Corporate and Mayoral Facebook and Twitter social media

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platforms to assist in getting the Council‟s key messages and objectives out to a wider audience. The unit also collates a twice yearly staff newsletter and works in partnership with the Marketing section to collate an external newsletter that is circulated to all households across the Council area. The section has responsibility for communicating Council‟s key objectives and priorities and key messages to Council elected members and stakeholders.

The Democratic Services and Improvement Unit includes the following services:

Democratic Services Team Democratic Services covers committee administration, civic, mayor and member services. It provides support to all Council and Committee meetings, through the preparation of minutes/notes, agenda, reports and follow-up actions. Democratic Services is Page 66 Page responsible for the Mayor and Local Democracy Sections of the Website. The section is also responsible for the Committee Management System (Mod.Gov) and Webcasting of Council meetings.

The Team provides support for all Members, and organises civic events and engagements for the Mayor of Council, supporting the annual calendar of events and activities.

The team is also responsible for the co-ordination of local government elections.

Reception / Customer Services Team Reception / Customer services aim to provide an efficient first point of contact for residents, businesses and visitors when they chose to contact us by phone or in person at the designated Council offices.

Information and Services Support Team

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The service is about championing the use of information management standards and principles with the overall aim of getting the most out of the information the Council holds, ensuring we store, use and share information in the most effective and efficient ways possible and ensuring compliance with the new General Data Protection Regulations. Information Management staff are responsible for:

 Information and knowledge management strategy, policy, procedures and standards  Information architecture  Data Protection – privacy, confidentiality, security, processing, sharing  Access to information – corporate coordination of all requests  Records Management Service (paper archives and retrieval service)  Electronic information, standards, advice and the corporate document centre site management.

Page 67 Page Facilities Team The Facilities Team are responsible for ensuring that the offices at both Strand and Derry Roads are accessible, properly maintained, secure, clean and managed.

Policy, Performance and Improvement Team This Section is responsible for the co-ordination and implementation of Council's Equality Scheme, along with responsibility for developing and mainstreaming the Council‟s response to the Equality and Disability Duties. This includes the development of policies and action plans, the design and delivery of training and engagement with the community and voluntary sector and other stakeholders.

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The section is also responsible for the development and implementation of Council policy in relation to the Irish language and for ensuring compliance with the relevant legislative obligations. The following range of services in the Irish language including (but not restricted to) is also provided:

 Access to Council information and services in Irish;  Translation and Interpretation Services;  Language Skills Training Programme for Council employees;  Language Awareness Training Programme (Irish & Ulster-Scots);  Customer Feedback Management/Community Engagement Initiatives;  Development, implementation and monitoring of Language Policy;  Promotional Initiatives (Irish & Ulster-Scots); Page 68 Page  Project Development and Delivery with internal and external partners;  Event Programming and Delivery (Irish & Ulster-Scots); In addition, the Policy, Performance and Improvement Team Section is responsible for corporate policy development, embedding equality and sustainability across all service and functional areas of Council and provides support to enable the Council to fulfil its role in civic leadership and in district/regional initiatives.

The team has an overarching role in supporting the organisation to deliver its overall ambitions and key outcomes by ensuring the accountability framework is in place to ensure we can demonstrate we are delivering on our agreed outcomes.

At a broad level, the Team leads on the following main areas of activity:

 Corporate Planning and Performance Framework  Benchmarking and performance trend analysis  Providing advice on service redesign and process re-engineering

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The Assurance Section includes the following services:

Internal Audit Internal Audit is responsible for providing an independent assurance and advisory service, which will help the Council achieve its objectives and improve the effectiveness of its risk management, control and governance processes.

Risk Management & Insurance The Risk Management Function is responsible for managing, developing, delivering and maintaining corporate risk management practices for Council in compliance with codes of practice and professional standards. Staff within the Section advise stakeholders and key strategic partners on all aspects of risk management in accordance with Corporate Governance processes and procedures. Page 69 Page Other work undertaken within this Section includes management of the Council‟s Insurance portfolio including the self-insurance programme and Council‟s Claims Management Fund and providing a liability claims management service for all Council functions.

Corporate Health & Safety The Corporate Health & Safety Section is responsible for:

 Providing competent health and safety advice and guidance to corporate management and employees  Developing, implementing and reviewing corporate health and safety strategy and management system in line with OHSAS 18001  Communicating legislation and best practices in relation to health and safety regulations and safe working practices  Championing and promoting health and safety across the organisation

Emergency Planning

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The Emergency Planning Section is responsible for ensuring that appropriate Emergency Plans are in place and tested within Derry City & Strabane District Council; and for ensuring that the Council works closely with its key Strategic Partners in relation to Emergency Planning for the City and District. The Section is also responsible for ensuring that appropriate Business Continuity arrangements are in place within the Organisation.

Procurement The Procurement Function is responsible for the management of Council‟s purchasing (goods, services and supplies from low value purchases to highest value, EU tenders). The Service acts as a procurement specialist in cross functional teams comprising internal and external stakeholders regarding strategic procurement.

Payroll Page 70 Page The purpose of the Payroll Section is to manage staff and resources in delivery of Payroll functions for Derry City & Strabane District Council and ensuring that all deadlines are met in accordance with obligations. The Payroll Section provides continuous advice and guidance on a wide range of matters on wages, salaries and pensions. In addition to this the Payroll Section are responsible for managing and implementing all policy, processes and procedures for Payroll and Pensions.

Purchase, Payments & Income The operational finance team are responsible for ensuring that all invoices are paid in a timely manner, in accordance with the correct procedures; and are also responsible for ensuring that all income is collected and recorded appropriately.

Human Resources and Organisational Development The key focus of this Unit relates to:  Recruitment and Selection

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 Employee development and capacity building  Employee Relations  Workforce Planning  Policy Development  Attendance Management

Strategic Finance and Funding The section‟s function is to plan and optimise Council‟s financial resources as efficiently as possible to exploit and leverage opportunities to attract additional investment into the Derry City and Strabane District Council area and wider Northwest Region to deliver improved social, economic and social outcomes for everyone. The section is responsible for co-ordinating and monitoring funding applications and business cases, controlling the financing and funding of Council‟s capital plan and major corporate Page 71 Page projects, and for building and sustaining collaborative working relationships and networks with key strategic funding partners. The section is also responsible for the core financial functions of budgeting (including rates estimates), financial planning, management information and reporting, financial and statutory reporting, banking and treasury management.

Legal Services The Legal Services section not only provides a range of specialist legal services to Derry City and Strabane District Council but also to Causeway Coast and Glens and Fermanagh and Omagh Councils.

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1.3 Summary of Resources

Financial Resources

The Directorate has a net budget of £6,951,500 representing 10.88% of the Council‟s overall net expenditure budget of £63,870,667 for the 2020/21 year. A breakdown of these resources by service area is provided in the diagram below.

Page 72 Page

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Section Two: Achievements 2019/20

2.1 Highlights

Assurance  Implementation of New Agresso  Updated Purchasing Policy  Commenced use of E Tenders NI for Electronic tenders  Increase % of Invoices paid within 30 and 10 days  Completion of planned audit work based on the approval audit plan and completion of unplanned work as required in order to provide appropriate levels of assurance to the Chief Executive, the Assurance, Audit & Risk Committee and the Northern Page 73 Page Ireland Audit Office  Completion of Audit Plan for CODA Operations Ltd  Completion of recruitment exercise for Independent Advisor for Assurance, Audit & Risk Committee  Delivered sessions of Fraud Awareness Training  Council‟s Building Insurance Valuations reviewed and updated (120 Building Assets with a total sum insured of £221m)  Managing Safety Training delivered by Insurers  Fleet Management Audit completed by Insurers  Council Risk Management Strategy reviewed and updated  Percentage of employees receiving pay slips via email increased to 80%  Assimilation implemented October 2019 arrears paid February 2020  Harmonisation Refuge implemented October 2019, arrears paid December 2019  Review of Integrated Emergency Plan and Protocols

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 Emergency Planning training delivered to Elected Members through Councils Adverse Weather Working Group  Deliver Work plan of the Northern Emergency Planning Group  All emergency situations responded to in an appropriate and proportionate manner  Continuous work carried out with Communities to develop Community Resilience Plans  Achieved accreditation to ISO45001 across all Council services  All ISO45001 procedures and templates reviewed and updated  Continuous work to ensure that Asset Management System is up to date  Quarterly reviews and reports on RIDDOR trends  Delivery of mandatory health and safety training to Elected Members

Page 74 Page Business Support and Strategic Partnerships Section  Published a detailed, first Statement of Progress for the Strategic Growth Plan – demonstrating progress made in the implementation of the Community Plan in the first 2 years since it was first launched.  Demonstrated progress on 7 out of 8 outcomes within the Strategic Growth Plan, improvement on 32 out of 54 indicators and provided detailed case studies on citizens who are „better off‟. Progress is more significant and visible that what would have been expected at this early stage.  Undertaken a significant communications and marketing campaign in promotion of the Statement of Progress, including print media, online, outdoor and cinema marketing elements  One of three Councils participating in the Carnegie UK Trust „Embedding Wellbeing in NI‟ project and securing £350,000 funding over a three-year period to assist with Community Planning. In this reporting period, allocated funding to a Natural Capital Account in support of the implementation of the DCSDC Green Infrastructure Plan 2019-2032.

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 Hosted 5 North West Partnership meetings including a North West Strategic Growth Partnership meeting in Dublin Castle in June 2019. This was the first time the meeting was held outside the North West and the ROI‟s Minister for Education and Skills attended.  Secured commitment in principle to the provision of further funding to the North West Development Fund through the New Decade, New Approach Deal.  Approval of funding from the North West Development Fund for a further three projects, Working with Project Partners to deliver planned project activity for April 19- March 20 period and have developed quarterly monitoring of spend profiles  86% of the €5m North West Development Fund committed.

Communications  Secured over 5,500 media placements securing over £190m worth of free PR coverage and dealt with almost 1200 press Page 75 Page queries during the 2019/20 period  Created and issued over 1000 press releases, and successfully led on a large number of successful PR campaigns and events including Halloween, St Patrick‟s Day Spring Carnival, the City of Derry Jazz Festival, Enterprise Week, Entrepreneurship Week and the NW angling fair, as well as a range of environmental initiatives, capital development projects, corporate initiatives and business initiatives.  Led on the communication with the public and stakeholders to encourage involvement in the Strategic Growth Plan process and to proactively promote the objectives set out in the plan to the wider public  Led on the communication for the cross border trade mission to the United States in which saw over 145 media placements including RTE with an AVE value of over £100,000.  Successfully engaged with the public using our corporate social media platforms and have worked closely with our media contacts to build on relationships to secure placement and active coverage across a wider area

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 Continued to improve on dealing with media queries to ensure deadlines were met, and liaised regularly with media and stakeholders to improve engagement and enhance services  Delivered two staff newsletters and worked closely with marketing unit to deliver the Council‟s residents newsletter that was distributed to homes across the Council area.

Democratic Services and Improvement  92% satisfaction rating with Council‟s Irish Language Services  Ran a week-long programme of events to celebrate the inaugural Ulster-Scots Language Week 2019  Secured UNESCO approval to brand a range of Council-led Irish language and Ulster-Scots events as part of their global language promotion campaign Page 76 Page  Worked in partnership with Seagate to pioneer the first Irish language STEM workshop for IME schools in the Council area  Delivered training sessions on the Safeguarding (Children and Adults at Risk of Harm) Policy to staff across the organisation  Received an unqualified audit opinion from the Northern Ireland Audit Office in respect of the implementation Performance Improvement Duty  Produced the Annual Performance Improvement Plan and Annual Performance Report within target deadlines  Implemented a Deputations Procedure  Delivered a Comprehensive Induction Programme to Elected Members following the Local Government Election  Application of D‟Hondt for allocation of membership onto external bodies  82% Members participated in the PDP process  Effective delivery of the Local Government Elections  Target for amount to be raised for Mayors charities exceeded  Successfully worked with HR in the development of policy and process for Council to provide meaningful employment for people with a disability – first recruitment took place in February 2020

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 Hosted a celebratory event for Local Engagement Partnership to promote and raise awareness of services on offer as well as allowing the various stakeholders across the sectors the opportunity to learn about each other‟s work, how they can contribute more effectively to improving the lives of people with a learning disability.  9 policies subjected to the equality/rural needs screening process

Human Resources  Restructuring of Council Department and Harmonisation of terms and conditions of employment almost completed.  A new pay spine agreed and employees assimilated accordingly  Health and Wellbeing Hub developed on Council‟s intranet  Shortlisted for PPMA National award for Council‟s BeWell programme  Annual Staff Engagement and Staff Recognition event held Page 77 Page  Strictly Come Dancing event held  First Council to develop and implement a Menopause Policy  Disability Policy and initiative developed to attract and encourage those with a disability into the workplace  Policy on the use of tobacco products and electronic cigarettes within the workplace developed  Capacity building programme for line managers commenced  Absence level maintained around 5.5%

Strategic Finance and Funding  Aggresso Financial System upgraded.  Detailed report provided to Elected Members around key growth indicators and provision of statistical analysis to ratepayers on website.  Quarterly monitoring reports measuring progress against achievement of OBA targets within Inclusive Strategic Growth Plan

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 Completion and roll-out of pilot programme with TNI across NI to monitor visitor numbers and tourism patterns  Completion of Scoping Study on North West Enterprise Zone  Announcement of £105m UK Government funding in May 2019 for City Deal and Inclusive Future Fund.  Strategic outline cases for all City Deal and Inclusive Future Fund prioritised projects completed and submitted to Government following extensive engagement with relevant stakeholders.  Inclusive Future Fund prioritised projects agreed and bid submitted.  Research and presentation delivered to Council identifying options for expansion of third level education in North West.  6 monthly monitoring reports prepared for Committee monitoring progress against Strategic Growth Plan outcomes  Completion of surveys to quantify social and economic impacts of events and other activities across Council service areas to inform policy and future funding applications.  Year-end accounts for 2018/19 completed and audited in line with required timeframe.

Page 78 Page  Rolling revaluation of all Council properties completed as part of year-end accounts.  Rates estimates for 2020/21 completed by statutory deadline of 15th February 2020 including benchmarking of service costs, penny product and growth comparisons and medium term financial plan.  Delivery of training to Elected Members on finance and rates setting.  Worked closely with Directorates to identify further efficiency savings of £172k as part of the rates estimates process bringing total efficiencies realised by the new Council to £3.281m.  Securing finance to achieve delivery of £120m of community capital projects since the inception of the new Council and a further £25m of funds identified for Council‟s strategic capital projects and ambitious City Deal proposition. This includes further investment of £2.36m in capital projects approved in November 2019.  Tight financial management and monitoring to identify £295k surplus at December 2019.

City of Derry Airport

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 Successful completion of EU tender process to appoint Loganair as operator for the London Southend PSO service until March 2021.  100% funding secured from Department for Economy and Department for Transport for the London Public Service Obligation until March 2021.  Ongoing liaison with the Department of Transport to ensure the successful delivery of and drawdown of funds for the Public Service Obligation route.

Legal Services  Delivery of training to members on governance and standing orders  Commenced further review of standing orders  Represented Council in judicial review proceedings  Excellent rating achieved in claims management Page 79 Page  Completed review of scheme of delegation

2.2 Progress Update

At Quarter 3, the Directorate had completed almost 72% of the actions identified in the 2019/20 Delivery Plan. It is anticipated that this figure will exceed 90% by the end of Quarter 4. Details for the 2019/20 year will be provided in the Annual Performance Report.

For 2019/20, the Directorate had responsibility for one of the four Council Outcome Improvement objectives, namely:

 To deliver improved customer satisfaction by improving customer support services and processes.

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During the year, we achieved the following in relation to our Improvement Objective:  Provided customer care training across the organisation and improved staff awareness of policies relating to customer care  Achieved high satisfaction levels for: o visitor satisfaction with the Council offices o the provision of Irish Language Services o the provision of Elected Member support services  Collated evidence of customer satisfaction covering Visitor Services, Culture and Leisure Page 80 Page

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Section Three: Improvement Planning and Performance

The Directorate has set a number of improvement objectives for 2020/21 which aim to bring about improvement in one or more of the following improvement criteria:

 Strategic effectiveness (SE)  Service quality (SQ)  Service availability (SA)  Fairness (F)  Sustainability (S)  Efficiency (E)

Page 81 Page  Innovation. (I)

These improvement objectives may relate to improving the quality of life of our citizens (outcome improvements) and/or service improvements that will help bring about the delivery of more effective, quality and customer focussed services.

An overview of these objectives and the work we will be undertaking in 2020/21 is set out in paragraphs 3.1 – 3.3 below, under the headings of:

 2020/21 Directorate Improvement Objectives  Outcome Improvement Objective  Mainstreaming the Equality and Disability Duties

Details of how we will deliver these commitments and monitor and measure progress/success are set out in paragraphs 3.4 and 3.5.

3.1 2020/21 Directorate Improvement Objectives

An overview of the outcome and/or service improvement objectives and how they relate to the Community/Corporate Plan is set out in the table below.

Link to Improvement Community/Corporate Plan Objective Directorate Outcome / Service Improvement Objective 2020/21 Criteria **

Page 82 Page Provide effective and facilitative cross Implementation arrangements for the community plan – including SE, F, S, E, I functional support services – monitoring of Outcome Delivery Partnerships and performance Business Support and Strategic management processes and arrangements Partnerships Development of a detailed spending plan and work programme of SE, F, S, E, I activity across the three Regional Development Pillars for North West Strategic Partnership working

Provide effective and facilitative cross Provision of effective media management and communication SQ, E, SA, S functional support services - services within Council to ensure active media coverage and social Communications media engagement that generates positive profile and coverage on all Council services, initiatives and events

Provide effective and facilitative cross Recognition as a cohesive and high performing team which is SQ, E, I functional support services – recognised and valued within Council as providing specialist

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Democratic Services and Improvement support and guidance and where there is a proactive approach to learning and gaining new knowledge Ensure that safeguarding of children and adults is mainstreamed SQ, SA throughout all Council services by providing advice, guidance and direction

Provision of a clean, safe, welcoming and comfortable environment SQ, SA, S for staff and visitors

Effective handling and processing of information that meets our SQ, E legal obligations, protects people and represents good practice

Improve outcomes for citizens through ensuring effective SE, SQ, E, I

Page 83 Page management of resources and having arrangements in place to promote continuous improvement

Proactive and innovative delivery of the Council‟s aspirations for SE, F, S good decision making and equality of opportunity

Improved access to Council services and facilities in other SQ, SA languages and formats and promotion of indigenous languages

Deliver improved customer satisfaction by improving customer SQ, SA, F support services and processes

Provide comprehensive and progressive support services to Elected SE, SQ, SA, F, S, Members and the Mayor to assist them in fulfilling their roles E, I effectively

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Provide effective and facilitative cross Establish and maintain the highest levels of good governance - SQ, S, E functional support services – Audit Assurance Establish and maintain the highest levels of good governance – Risk SQ, S, E and Insurance Establish & maintain the highest levels of good governance / SQ, SA, E Establish & maintain the highest level of purchase & payment systems and practices Establish & maintain efficient service delivery – Emergency Planning SQ, SE, SA, E

Establish & maintain the highest levels of health & safety systems SQ, SA, E Page 84 Page and practices – Health & Safety Establish & maintain efficient service delivery – Payroll SQ, E

Establish & maintain the highest levels of good governance – SE, SA BREXIT Provide effective and facilitative cross Establish & maintain the highest levels of good governance – SE, SA, E functional support services – CODA Operations Ltd Assurance and Strategic Finance and Funding Provide effective and facilitative cross Establish & maintain the highest levels of good governance/ SE, SQ, SA, S functional support services – Establish & maintain efficient service delivery - Strategic Finance. Strategic Finance and Funding

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3.2 Outcome Improvement Objective

The Strategic Planning and Support Services Unit will be continuing its focus on the following outcome improvement objective which is contained in our Performance Improvement Plan 2018-19, namely:  To deliver improved customer satisfaction by improving customer support services and processes

This objective was selected in recognition of:

 The Council‟s mission is to deliver improved social, economic and environmental outcomes for everyone. This is supported by our corporate values, including being a centre of excellence and innovation with a clear focus on outcomes and delivery. Page 85 Page  In delivering on these aspirations, Derry City and Strabane District Council recognises that today‟s citizens and stakeholders expect a high level of services and to be able to deal with the Council across a multitude of communications channels, including phone, e-mail, the Web, mobile devices and social media, as well as in person at our offices.  Citizens and customers are at the heart of what we do as a public service organisation. Consequently, we need to continuously strive to provide more-responsive services, better collaboration with customers, increased transparency to the general public, and more-proactive efforts to improve customer satisfaction.

Strategy Map: How we will deliver our Outcome Improvement Objective

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Deliver improved customer satisfaction by improving customer support services and processes.

Customer, Stakeholder and/or strategic outcomes, Knowing our customers Mainstreaming customer Delivering quality and accessible finance and and their needs focus services and information funding

Measuring satisfaction

Service Strategies/policies Staff Meeting delivery, /procedures behaviours Engagement processes standards processes, operational Page 86 Page Accessible excellence, service & collaboration Identification of customer & needs information

Keeping customers informed

Capacity – Service learning growth Standards innovation, Dealing with partnerships Staff and continuous Obtaining problems & Training promoting Working improvement accreditation learning with others

3.3 Mainstreaming the Equality and Disability Duties

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Section 75 of the Northern Ireland Act 1998 requires us to fully take into account the need to promote equality of opportunity in all of our work, among the following groups:  People of different  Religious belief  Political opinion  Racial group  Age  Marital status  Sexual orientation  Men and women  People with and without a disability  People with and without dependents

Page 87 Page We are committed to fulfilling our obligations under Section 75 of the Northern Ireland Act 1998 and to fulfilling our disability duties. The Strategic Planning and Support Unit has specific responsibilities in facilitating the Council‟s compliance with these important duties.

3.4 Improvement Delivery Plan

In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2020/21.

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Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer

AS 1 Establish & maintain the highest  Delivery of planned audit work based on Mar 2021 LAO levels of good governance – Audit approved audit plan and completion of unplanned audit work as required to allow completion of the Annual Governance Statement for Council. Target: Ratio 70:30 planned to unplanned audit work  Deliver Audit Committee Training to Dec 2020 LAO Members

Page 88 Page  Target of 90% of Audit Recommendations Mar 2021 LAO accepted by Management  Target of 90% to complete and issue Final Mar 2021 LAO Audit Reports within 2 weeks of receipt of management response  Delivery of Internal Audit Plan for CODA Mar 2021 LAO Operations Ltd  Deliver further sessions of Fraud Awareness Dec 2020 LAO Training AS 2 Establish & maintain the highest  Review Council‟s Insurance Programme & Mar 2021 LAO levels of good governance – Risk & Brokerage Contract Insurance Work in a collaborative basis with other NI Mar 2021 LAO Councils to complete a Regional Insurance Tender Exercise

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AS 3 Establish & maintain the highest  Implementation and roll out of new Mar 2021 LAO levels of good governance / purchase to pay system Establish & maintain the highest  Establish purchasing structures and develop Mar 2021 LAO level of purchase & payment cross-departmental group to agree systems and practices processes for online ordering and procurement  Increase percentage of invoices to be paid Mar 2021 LAO within 30 days to 92%  Increase percentage of invoices to be paid Mar 2021 LAO within 10 days to 52%  Continue implementation of Etenders NI Mar 2021 LAO

Page 89 Page across Council  Pay suppliers within agreed terms and Mar 2021 LAO ensure statutory deadlines are met AS 4 Establish and maintain efficient  Review of Council‟s Integrated Emergency Dec 2020 LAO service delivery – Emergency Plan and agreed multi-agency protocols Planning  Deliver Emergency Planning training to Dec 2020 LAO Elected Members through Adverse Weather Working Group  Ensure that Business Continuity Plans are developed and maintained for Council‟s critical services Mar 2021 LAO  Continue to work with communities to develop community resilience particularly in

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rural areas Mar 2021 LAO  Enhance communications and joint working with cross border departments and agencies Dec 2020 LAO  Implement initiatives and work streams in line with the Northern Emergency Planning Group work plan and Regional initiatives Mar 2021 LAO  Work with key partners and agencies in relation to the planning and preparation for Brexit Dec 2020 LAO

Page 90 Page

AS 5 Establish & maintain the highest  Continue to improve upon the ISO45001 Mar 2021 LAO levels of health & safety systems system procedures and templates for and practices – Health & Safety 2020/21  Continue to review and report on RIDDOR Mar 2021 LAO trends on a quarterly basis  Maintain accreditation to ISO45001 Mar 2021 LAO standard for 2020/21 AS 6 Establish & maintain efficient service  Further increase the percentage of Mar 2021 LAO delivery – Payroll employees receiving electronic payslips and P60s to 100%  Review payroll processes in relation to the Mar 2021 LAO submission of timesheets to increase

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efficiency  Review and update Council‟s Discretionary Ongoing LAO Policy and also the Banding Policy for submission to both Council & NILGOSC in line with current CARE practice  Work with Human Resources in relation to Sept 2021 LAO harmonisation of pay scales for all departments except Refuse

SF 1 Establish & maintain the highest levels of  Preparation of year end accounts and June 2020 LFO good governance/ Establish & maintain agreement of out-turn for 2019/20 by efficient service delivery - Strategic statutory deadline

Page 91 Page Finance  Work with NIAO to ensure audited accounts Sept 2020 LFO signed off by statutory deadline of 30th September 2020  Completion of rates estimates for 2021/22 Feb 2021 LFO by statutory deadline of 15th February 2021  Issue 10 monthly management information Mar 2021 LFO reports to Directorates and provide quarterly reports to Committee  Roll-out of electronic ordering and Mar 2021 LFO procurement across organisation following upgrade of finance system SF 2 Establish & maintain the highest levels of  Agreement of Heads of Terms and match Sept 2020 LFO good governance - Funding funding for City Deal and Inclusive Future

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Fund and establishment of formal governance arrangements to progress Outline Business Cases  Production of bi-annual snapshot report to Mar 2021 LFO Elected Members around key growth indicators and provision of statistical analysis to ratepayers on website  Provision of 6 monthly monitoring reports Mar 2021 LFO measuring progress against achievement of OBA targets within Inclusive Strategic Growth Plan Page 92 Page  Support the development of the PEACE Mar 2021 LFO action plan and project proposals for PEACE, territorial co-operation funds under the PEACE PLUS Programme 2021-27 and work towards other new post BREXIT funds  Detailed analysis and benchmarking of Feb 2021 LFO Council rate-base/ one major Council service area to identify opportunities for cost/ efficiency savings/ additional income AS 7 Establish & maintain the highest  Continue to work with the Department of Mar 2021 LAO/LFO and levels of good governance – CODA Transport and Department of Economy to SF 3 Operations Ltd ensure the successful delivery of and drawdown of funds for the Public Service

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Obligation for City of Derry Airport  Continue to work with the Department of Mar 2021 LAO/LFO/ Economy and EU Officials to ensure that LLSO City of Derry Airport remains compliant with State Aid requirements  Completion and submission of business June 2020 LAO/LFO case to Central Government to provide the financial assistance required to share the funding burden and secure the sustainability of the airport beyond 31st March 2021

Page 93 Page DI 1 Recognition as a cohesive and high  Contribute to the development and review Mar 2021 LDSIO performing team which is recognised and of policies as required valued within Council as providing  Explore a range of innovative approaches to Mar 2021 LDSIO specialist support and guidance and enhance accessibility to corporate policies where there is a proactive approach to  Deliver ongoing policy awareness sessions Mar 2021 LDSIO learning and gaining new knowledge across the organisation to support the achievement of corporate objectives  Produce summary “at a glance” versions of Sept 2021 LDSIO key policies for use throughout the Council  Organise twice-yearly staff events involving Mar 2021 LDSIO all team members to promote cohesiveness and team identity DI 2 Ensure that safeguarding of children and  Provide Safeguarding Policy training, Mar 2021 LDSIO

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adults is mainstreamed throughout all support and advice to ensure the Council services by providing advice, implementation of the Council‟s guidance and direction Safeguarding Policy and Procedures throughout the organisation  Represent the Council at the Local Mar 2021 LDSIO Government Safeguarding Network  Maintain a confidential central record of Mar 2021 LDSIO safeguarding incidents, learning log and referrals to ensure compliance with the General Data Protection Regulation and promote safety Page 94 Page  Hold at least 3 meetings of the Mar 2021 LDSIO Safeguarding Working Group  Produce content for a Safeguarding page Oct 2021 LDSIO on the Council website, including a promotional animation and details of support services  Share information about and participate in regional and national Safeguarding Mar 2021 LDSIO campaigns to raise staff awareness of safeguarding promotions  Develop and/or procure a Safeguarding e- learning tool for use by all staff hosted on Nov 2021 LDSIO the Learning Pool portal

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DI 3 Provision of a clean, safe, welcoming and  Undertake regular inspections and Mar 2021 LDSIO comfortable environment for staff and corrective actions to ensure compliance visitors with health and safety, cleaning and other premises management standards  Implementation of enhanced car parking Mar 2021 LDSIO management arrangements DI 4 Effective handling and processing of  Continue to promote the mandatory online Mar 2021 LDSIO information that meets our legal GDPR training to staff in order to increase obligations, protects people and completion rate from current figure of 35% represents good practice  Deliver Awareness sessions to all staff with Mar 2021 LDSIO no access to online training or no need for

Page 95 Page full GDPR training due to role within Council  Continuation of GDPR compliance checks to Mar 2021 LDSIO ensure compliance with Regulation. These will be carried out on an agreed regular basis within all work areas  Hold regular meetings with GDPR working group to review all work practices, policies Mar 2021 LDSIO and procedures to ensure GDPR compliance  Liaise with IT to ensure systems are regularly updated so GDPR security is maintained Mar 2021 LDSIO  Develop Council intranet site to ensure greater prominence for Data Protection

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information Mar 2021 LDSIO  Introduce Corporate File Plan Council wide (after initial pilot in DSIU)  Identify good practice procedures and Mar 2021 LDSIO develop a policy that will manage the way that emails are stored and deleted Mar 2021 LDSIO  Introduce programme of checks on how hard copy information is stored with a view to reducing the current levels and facilitate Mar 2021 LDSIO migration to electronic copies  Develop and introduce a process for Page 96 Page recording and updating access to folders (information) so that GDPR is adhered to Mar 2021 LDSIO DI 5 Improve outcomes for citizens through  Contribute to the achievement of the Mar 2021 LDSIO ensuring effective management of Council‟s statutory improvement duty resources and having arrangements in through the implementation and place to promote continuous monitoring of the performance improvement management system, including the provision of service plan reports and improvement objective progress reports as required  Produce an annual Performance Jun 2020 LDSIO Improvement Plan  Produce an annual Performance Report Sept 2020 LDSIO

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 Achieve an unqualified audit in respect of Dec 2020 LDSIO the performance improvement duty  Continue to develop the Council‟s Mar 2021 LDSIO performance management framework by extending the use of Pentana software to directorates and providing the necessary training and ongoing guidance  Co-ordinate the collection and submission Mar 2021 LDSIO of APSE performance benchmarking information on an annual basis or as required

Page 97 Page  Complete the Corporate Plan 2020-23 Oct 2020 LDSIO DI 6 Proactive and innovative delivery of the  Support Council Officers in the Equality and Mar 2021 LDSIO Council‟s aspirations for good decision Rural Needs Impact Assessment process making and equality of opportunity when developing or reviewing policies/service delivery - roll out at least 2 training sessions  100% of all new/reviewed policies and L services will be subjected to the Equality Mar 2021 DSIO Screening/Rural Impact Assessments and where necessary the Equality Impact Assessment processes  Carry out an audit of inequalities on Council services Mar 2021 LDSIO

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 Ensure that equality awareness is included as part of HR induction unit Mar 2021 LDSIO  Work with HR policy working group to ensure that equality considerations are Mar 2021 LDSIO included at the earliest stage of policy development – 100% of HR policies will have considered equality issues at development stage  Work with HR team to ensure commitment to employing people with a disability is fully Mar 2021 LDSIO implemented Page 98 Page  Develop new approaches to ensuring all information emanating from Council is Mar 2021 LDSIO accessible  Roll out awareness training on Code of Practice for organising accessible events – hold at least 2 awareness sessions Mar 2021 LDSIO  Roll out awareness training on the importance of Monitoring participation in Council services - at least 2 awareness Mar 2021 LDSIO sessions  Hold at least 2 meetings of the Equality Assurance and Oversight Group (EAOG) to provide updates and seek feedback on Mar 2021 LDSIO

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progress of equality measures within the Community Plan delivery  Investigate scoping assistive technologies to improve access to Council services and engagement Mar 2021 LDSIO

DI 7 Improved access to Council services and  Promote access to customer services and Mar 2021 LDSIO facilities in other languages and formats information in the Irish language in line and promotion of indigenous languages with our policy commitments and action 100% of service requests

Page 99 Page  Undertake annual customer satisfaction Mar 2021 LDSIO survey and implement all improvement actions arising from these to identify trends and areas for improvement  Increase the profile and accessibility of the Council‟s Irish language services across a Mar 2021 LDSIO range of platforms (social media and web) by identifying innovative approaches to service promotion and customer- engagement  Develop and deliver projects and/or initiatives to promote the Irish language Mar 2021 LDSIO and Ulster Scots tradition – minimum 4

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projects  Secure grant aid from external funding organisations to deliver and develop Mar 2021 LDSIO events/initiatives to promote Irish/Ulster Scots culture and heritage with a range of partners  Deliver a programme of events to promote Irish/Ulster Scots – minimum 4 events Mar 2021 LDSIO  Continue to support and facilitate the Irish Language Community Network Forum – Mar 2021 LDSIO

Page 100 Page facilitate 3 meetings each year  Provide 4 general language awareness training initiatives to Council staff/members Mar 2021 LDSIO in order to build capacity and enhance mainstreaming and develop a Language Awareness e-learning tool for use by all staff  Provide weekly specialised Irish language training course for staff across locations at Mar 2021 LDSIO Derry and Strabane DI 8 Deliver improved customer satisfaction by  Progress work against the Customer Service Mar 2021 LDSIO improving customer support services and Excellence criteria by delivering Customer processes Care training to all appropriately identified staff

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 Progress work against the Customer Service Mar 2021 LDSIO Excellence criteria by delivering telephone training to all appropriately identified staff  Carry out surveys, within 1 month of Mar 2021 LDSIO training completion to assess if improvement has been achieved in Customer Care and Telephone Handling  Develop Council intranet site (in liaison with Mar 2021 LDSIO IT) to provide single source for all information for Customer Care  Reduce response times for FOIs, EIRs, SARS Mar 2021 LDSIO

Page 101 Page by providing awareness/training sessions for all staff  Reduce response times for complaints by providing awareness/training sessions for all staff Mar 2021 LDSIO  Provide 2 briefings to reception staff on section functions and services Mar 2021 LDSIO

DI 9 Provide comprehensive and progressive  Provide comprehensive and progressive Mar 2021 LDSIO support services to Elected Members and support services to Elected Members and the Mayor to assist them in fulfilling their the Mayor to assist them in fulfilling their

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roles effectively roles effectively  Successful Reassessment against the NI Mar 2021 LDSIO Elected Member Development Charter Plus standard and action any identified areas of improvement  Assess member satisfaction with member Mar 2021 LDSIO support services; develop and implement improvement actions as necessary  Offer all Members the opportunity to Mar 2021 LDSIO complete a Personal Development Plan

Page 102 Page  Investigate options to enhance accessibility Mar 2021 LDSIO and or recording of Council Meetings  Hold at least three meetings of the Member Mar 2021 LDSIO Development Group  Investigate options to enhance accessibility and or recording of Council Meetings Mar 2021 LDSIO

HR 1 Organisational Design and Effective  Complete the final stages of the May 2020 LHRO Resources restructuring and harmonisation process  Develop a process to deal with employees June 2020 LHRO who are at risk of redundancy  Continue to review recruitment processes in Mar 2021 LHRO line with new legislation and good practice  Continue to identify opportunities to review Mar 2021 LHRO

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and reduce overtime  Progress disability policy and continue to Mar 2021 LHRO develop initiatives to attract and encourage those with a disability into the workplace  Review and consider options to implement Jun 2020 LHRO 7 day working across streetscape and cemeteries  Develop a process for carrying out exit Sept 2020 LHRO interviews for employees HR 2 Healthy Workplace  Continue to develop and promote the Mar 2021 LHRO health and wellbeing hub on the Council‟s

Page 103 Page intranet  Continue to promote a healthy work Mar 2021 LHRO environment through a range of BeWell initiatives  Develop and roll out a programme for line Mar 2021 LHRO managers on promoting attendance and wellbeing  Develop and roll out a programme for line Jun 2020 LHRO managers on promoting attendance and wellbeing  Implement the new Cohort OH system Jun 2020 LHRO  Roll out training on the new Menopause Jun 2020 LHRO Policy

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 Continue to implement the Mental Health Mar 2021 LHRO Charter  Promote the new Employee Assistance Apr 2020 LHRO Programme HR 3 Employee Relations and Staff Engagement  Continue to review and progress initiatives Mar 2021 LHRO and process in line with the 5 categories outlined in the Employee Engagement Strategy  Plan and deliver Staff Engagement Event to Jun 2020 LHRO include Dragons Den competition

Page 104 Page  Plan and deliver Staff Recognition Event Dec 2020 LHRO  Continue to promote BeSocial through Mar 2021 LHRO various team-building events HR 4 Employment Policy and Systems  Continue programme of review and Mar 2021 LHRO development of HR policies to include: o Emblems Policy o Disciplinary Policy o Secondment Policy o Probation Policy o Maternity/Paternity Policy o Capability Policy o Domestic Violence Policy  Continue to review documentation and Mar 2021 LHRO processes to ensure compliance with GDPR

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HR 5 Organisational Development  Continue to review induction process for Mar 2021 LHRO new employees  Continue to embed PDP process within the Mar 2021 LHRO organisation  Review leadership training carried out to Mar 2021 LHRO date and continue to promote relevant leadership development programmes for our senior managers  Continue to develop capacity-building Mar 2021 LHRO programmes for line managers  Develop a pilot coaching/mentoring Sept 2020 LHRO

Page 105 Page programme for line managers  Continue to roll out eLearning Mar 2021 LHRO  Continue to review compliance training Mar 2021 LHRO processes and courses LS 1  Maintain Council constitution Ongoing LLSO  Complete review of Council standing orders Mar 2021 LLSO  Progress implementation of Lexcel Mar 2021 LLSO accreditation for Legal Services in Derry and Strabane  Maintain and update deeds audit in respect Ongoing LLSO of Council property SP 1 Lead and facilitate the Community  Convene and host at least 3 meetings of the Mar 2021 SBM Planning process in the Derry City and Strategic Growth Partnership

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Strabane District council region  Co-ordinate, monitor and support Outcome Mar 2021 SBM Delivery Partnerships in the ongoing implementation of Strategic Growth/Community Plan actions SP 2 Commence a review of the Strategic  Undertake consultation an engagement Mar 2021 SBM Growth Plan in line with legislative with Community Planning stakeholders timeframe (NI Local Government Act around key themes of 2014) governance/structures, actions and, use of data

SP 3 Successful participation in the Carnegie  Develop and implement a Community Dec 2020 SBM

Page 106 Page UK Trust Embedding Wellbeing in Engagement Strategy, action plan and Northern Ireland Project and delivery of associated communications and marketing the associated projects being taken activities directed towards the delivery of forward as part of the programme the Strategic Growth Plan  Develop and deliver a Youth Focused Participatory Budgeting pilot in line with the Dec 2020 SBM children and young people‟s actions identified within Local Area Growth Plans.  Deliver a Shared Leadership Programme for members of the Strategic Growth Dec 2020 SBM Partnership to enhance the diffusion of power and collective decision-making abilities of community planning partners.  Deliver a co-production programme to

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build capacity within Local Growth Mar 2021 SBM Partnership Boards SP 4 Development of a detailed spending plan  Host 2 meetings of the NW Strategic Mar 2021 SBM and work programme of activity across Growth Partnership the three Regional Development Pillars for  Host 4 meetings of the NW Regional Mar 2021 SBM North West Strategic Partnership Working Development Group  Commitment of remaining NW Dec 2021 SBM Development Fund monies  Agree Project Expenditure Profiles for April April 2020 SBM 20-March 21 period  Quarterly monitoring of spend profiles June 2020 SBM

Page 107 Page Sep 2020 Dec 2020 Mar 2021  Working with Partners to deliver planned Mar 2021 SBM activity for April 20-March 21 period  £900k of funding drawn down Mar 2021 SBM  Commitment of remaining NW Mar 2021 SBM Development Fund monies SP 5 Continue to provide effective media  Create active media coverage and social Mar 2021 SBM management and communication services media engagement that generates positive within all Directorates and support profile and coverage on all Council services, services of Council initiatives and events  Attend all committee meetings to ensure Mar 2021 SBM

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communication of Council decisions is communicated, and meet on a regular basis with representatives of each directorates to ensure their communication and PR needs are met and planned in advance  Continue to liaise regularly with all media Mar 2021 SBM contacts and look at opportunities to link in with regional and national media to extend awareness and recognition of Council activities, initiatives and events

Page 108 Page  Ensure all our media databases and Mar 2021 SBM connections are updated and that we regularly engage with our contacts to build on relationships and further develop links  Continue with our media monitoring and Mar 2021 SBM evaluation service to analyse data so we can maximise our media reach and coverage  Continue to develop and increase our Mar 2021 SBM engagement within our social media platforms and update our social media skills through a bespoke training programme  Continue to develop and create proactive Mar 2021 SBM media content to ensure positive placements, and continue with positive

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response times to all media queries  Issue two staff newsletters Mar 2021 SBM

3.5 Measures of Success and Performance

During 2020/21, we will continue our work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2020/21.

Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21

Page 109 Page Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only AS 1 Establish and  Delivery of planned audit work 80% 80% 100% tbc 85% maintain the highest based on approved audit plan levels of good and completion of unplanned governance - Audit audit work as required to allow completion of the Annual Governance Statement for DCSDC  % of Internal Audit 100% 100% 100% tbc 100% Recommendations accepted

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only by management  % of Final Audit Reports 100% 100% 100% tbc 100% completed and issued within 2 weeks of receipt of management responses Page 110 Page  % completion of Internal 100% 100% 100% tbc 100% Audit Plan for CODA Operations Ltd AS 3 Establish and  Improve prompt payment 75% 82% 78% *83% 90% maintain the highest performance - % of invoices

level of purchase paid within 30 days and payment  Improve prompt payment 29% 45% 43% *51% 50% systems and performance - % of invoices practices paid within 10 days

AS 5 Establish and  Number of Riddors reported 10 8 1 tbc 4 maintain the highest levels of health and safety systems and

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only practices

AS 6 Establish and  % of staff receiving payslips 42% 61% 72% tbc 100% maintain efficient and P60s via email service delivery - Payroll

Page 111 Page SP 2 Development  Amount of funding drawn n/a n/a £940,000 *£427,345 £900,000 of a detailed down from the NW Regional spending plan and Development Fund work programme of activity across the 3 Regional Development Pillars for North West Strategic Partnership Working

SP 5 Continue to  Press queries received *948 Data only provide effective  Press releases issued *619 Data only media management  Placements secured *4,190 Data only

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only and communication  AVE value of placements Data only services within all secured Directorates and  Sentiment of placements Data only support services of secured Council Page 112 Page DI 1 Recognition as  % of team who participated in 71% 100% 100% 100% a cohesive and high a team meeting/team building performing team activity which is recognised  % of team that feel that they 65% 67% tbc 70% and valued within are kept adequately informed Council as providing  % of team that feel they are 70% 62% tbc 70% specialist support valued and supported and guidance and where there is a proactive approach to learning and gaining new knowledge DI 3 Provision of a  % staff satisfaction with 52% tbc 60% clean, safe,

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only welcoming and cleanliness standards comfortable  % of staff who indicated that 47% tbc 60% environment for they were satisfied with their staff and visitors work environment (overall satisfaction) DI 4 Effective  Number of FOIs responded to 335 155 204 *170 Data only Page 113 Page handling and  FOI response times 93.9% 91.8% 87.7% *92% 90% processing of  Number of EIRs responded to 166 128 153 *74 Data only information  EIR response times 87% 87% 86% *85% 90%  Number of SARs responded to 18 16 22 *10 Data only  SAR response times 100% 94% 100% *83% 90%  Number of data breaches 0 *2 0 notified  Number of GDPR compliance 1 1 tbc 4 inspections/reviews undertaken DI 6 Good decision  % of all policies screened and 100% 100% 100% *100% 100% making and equality where relevant subjected to of opportunity

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only EQIA or assistance provided  Number of facilities with 1 tbc Data only improved environment for those with a sensory impairment Page 114 Page  % access support requests 100% 100% 100% tbc 100% facilitated for Council run meetings/events  Number of Equality Assurance 4 2 2 tbc 2 and Oversight Group meetings hosted  Number of complaints to the 0 0 0 *0 0 Equality Commission received  Number of service related 0 0 0 *0 0 equality complaints received  Number of requests for 4 7 *6 Data only information in alternative formats responded to

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only DI 7 Improved  PI16 Numbers Engaging with 1,00 *1,500 Data only access to Council Language Service services and  % Language Policies Reviewed 100% 100% tbc 100% facilities in other  Irish Language Programme 100% 100% 100% tbc 100% languages and Evaluation formats and  Irish Language Community 4 4 4 tbc 3 Page 115 Page promotion of Forum-Meetings Facilitated indigenous  Additional Funding Secured £3,000 £17,658 £19,658 *£17,488 Data only languages for Irish/Ulster Scots DI 8 Deliver  Number of complaints 77 89 8 *75 Data only improved customer received (Council overall) satisfaction by  Number of formal complaints 12 13 19 *31 Data only improving customer received (Council overall) support services and  Formal complaint response 73% 83% *66% 80% processes times  Compliments received 23 73 85 *86 Data only  Total volume of external calls 459,163 544,092 8333,129 Data only received (Council overall)

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only  Average time to answer 13 10.17 *15.89 10 secs external calls (Council overall)  Abandoned external calls % 4.69% *5.07% 5% (Council overall)  % Elected Member training 87% tbc 80% Page 116 Page completed  Amount raised for Mayor‟s £14,000 £8,000 £19,221 tbc Data only charities  Mayor‟s office engagements 989 976 791 tbc Data only facilitated  Citizens‟ engagements with 43,164 50,807 45,105 tbc Data only Mayor  Meeting papers circulation to Members 100% 100% *99% 100%  Minutes circulation to Members 100% 99% *100% 100%  % Elected Member satisfaction 97% 100% 100% tbc 90%

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Outcome / Service Improvement Performance Measure/Indicator 2016/17 2017/18 2018/19 2019/20 2020/21 Objective Performance Performance Performance Performance Target Reference *9 mths only **6 mths only HR 2 Healthy  % absence lost time rate 6.9% 6.2% 5.5% *6.3% 5.5% Workplace

Section Four: Risk Management

Page 117 Page 4.1 Risk Register

Each area of the Directorate has a risk register and measures have been put in plan to mitigate these risks.

Section Five – Contacts

Details of the key contacts in relation to Strategic Planning and Support Services are as follows:

John Kelpie, Chief Executive, [email protected] Tel no 028 71253253 or 07739 882456

Oonagh McGillion, Director of Legacy, [email protected] Tel no 028 71253253 or 07713 068572

Ellen Cavanagh, Lead Democratic Services and Improvement Officer, [email protected] Tel no 028 71253253 or

07595 885644

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Paula Donnelly, Lead Human Resources Officer, [email protected] Tel no 028 71253253 or 07734 282286

Rachael Craig, Strategic Business Manager, [email protected] Tel no 028 71253253

Maureen Doherty, Senior Projects Officer, [email protected] Tel no 028 71253253

Colm Doherty, Strategic Projects Officer, [email protected] Tel no 028 71253253

Dara Doherty, Administrator, [email protected] Tel no 028 71253253

Siobhan Faulkner, Chief Executive‟s Personal Assistant, [email protected] Tel no 028 71253253

Laura McGrory, Assistant to the Chief Executive‟s PA, [email protected] Tel no 028 71253253

Adele McCourt, Media and PR Officer, [email protected] Tel no 028 71253253 or 07718 153838

Page 118 Page Philip Kingston, Lead Legal Services Officer, [email protected] Tel no 028 71253253 or 07715 801505

Alfie Dallas, Lead Finance Officer, [email protected] Tel 028 71253253 or 07712 390038

Denise McDonnell, Lead Assurance Officer, [email protected] Tel no 028 71376605 or 07595 216287

James Harrigan, Internal Audit Manager, [email protected] Tel no 028 71253253 x 6752

Annmarie Begley, Insurance & Risk Manager, [email protected] Tel no 028 71253253 x 6625

Oonagh O‟Doherty, Corporate Health & Safety Officer, [email protected] Tel no 028 71253253 x 6710

Seamus Cairns, Payroll Manager, [email protected] Tel no 028 71253253 x 6613

Colin Killeen, Purchase & Payments Manager, [email protected] Tel no 028 71253253 x 6623

Martin Daly, Emergency Planning Officer, [email protected] Tel no 028 71253253 x 6658

Sharon Maxwell, Democratic Services Officer, [email protected] Tel no 028 71253253

Kay McIvor, Policy Officer (Equality), [email protected] Tel no 028 71253253

59

Pól Ó Frighil, Policy Officer (Irish Language), [email protected] Tel no 028 71253253

Fionnuala O‟Kane, Policy Officer (Performance), [email protected] Tel no 028 71253253

Nicky Bryson, Facilities Officer, [email protected] Tel no 028 71253253

Damian McKay, Information and Customer Services Officer, [email protected] Tel no 028 71253253

. Page 119 Page

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This page is intentionally left blank Agenda Item 12 Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Data Protection Policy Author: Information and Customer Services Officer

1 Purpose of Report/Recommendations

1.1 To seek Elected Members views and approval for an updated Data Protection Policy.

2 Background

2.1 Derry City and Strabane District Council is obliged to comply with the Data Protection Act 2018 and the General Data Protection Regulations (GDPR) 2018. These Regulations give individuals the right to access the personal information Council holds on them and to ensure that it uses this information legitimately, appropriately and in line with data protection principles.

3 Key Issues

3.1 The draft policy (attached as Appendix 1) reflects the additional rights offered to individuals and the requirements Council must meet in order to adhere to GDPR.

3.2 Issues addressed with the policy include

 Policy Statement

 Roles and responsibilities

 Definitions

 General Principles

 Confidentiality and Security

 Processing data, and

 Data Subject rights

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

20200129 Data Protection Policy Committee Report v0.1 (Internal) Page 121 4.1 The Council is classed as a Data Controller and could be prosecuted for any serious offences that may be committed. Under GDPR the potential fine could be up to €20m. If Council, as a Data Controller, causes an individual damage or distress, as a result of non-compliance, the individual could also claim compensation.

4.2 As well as the Council, individual employees / Members can also be prosecuted for unlawful action under the Act.

4.3 This draft policy has been screened out for equality impact assessment.

4.4 A formal policy on data protection has been in place for a number of years and consequently it is not envisaged that there will be any significant ongoing implementation issues in regard to staff and financial resources.

5 Recommendations

5.1 That, subject to Members views, the draft Data Protection Policy (Appendix 1), is approved.

Background Papers:

20200129 Data Protection Policy Committee Report v0.1 (Internal) Page 122

Data Protection

Policy

Approved on :

Minute Reference:

1 20200129 DataPage Protection 123 Policy Committee Master v0.1 (Internal) Contents

1. Preamble ...... 4 1.1. Purpose ...... 4 1.2. Background ...... 4 2. Scope ...... 4 3. Definitions ...... 5 4. Policy Statement ...... 7 4.1 Roles and Responsibilities ...... 8 4.2 General Principles ...... 9 4.4 Ownership of Data ...... 11 4.5 Processing data ...... 11 4.6 Data Subject Rights ...... 12 4.6.1 The Right to be informed ...... 12 4.6.2 The Right of Subject Access ...... 12 4.6.3 The Right to be forgotten/erasure ...... 13 4.6.5 The Rights in relation to automated decision taking ...... 14 4.6.6 The Right to compensation...... 14 4.6.7 The Right to rectification ...... 14 4.6.8 The Right to Data Portability ...... 14 4.6.9 Re-use of Public Sector Information ...... 15 5. Legal & Policy Framework ...... 15 5.1 Linkage to Corporate Plan...... 15 5.2 Legal Context ...... 15 6. Impact Assessment...... 16 6.1 Screening and Equality Impact Assessment...... 16 6.2 Impact on staff and financial resources ...... 16 6.3 Sustainable Development ...... 16 6.4 Other impacts ...... 16 7. Implementation ...... 16 7.1 Support and Advice ...... 17

2 20200129Page Data 124Protection Policy Committee Master v0.1 (Internal) 7.1.1 Training ...... 17 7.1.2 Advice ...... 17 7.2 Communication Strategy ...... 17 7.3 Risk Management ...... 17 8. Monitoring, review and evaluation ...... 18 9. Acknowledgements ...... 18 Appendix 1: ...... 18

3 20200129 DataPage Protection 125 Policy Committee Master v0.1 (Internal)

1. Preamble

1.1. Purpose

Derry City and Strabane District Council is obliged to comply with the General Data Protection Regulations (GDPR) 2018. GDPR is a new legal framework which replaced the existing Data Protection Act 1998.

The Information Commissioner, who oversees compliance and promotes good practice, requires all Data Controllers and Data Processors to be responsible and accountable for their processing activities. Both must comply with six data protection principles to ensure that they cover all the rights that individuals have.

The GDPR applies to processing carried out by organisations operating within the EU. It also applies to organisations outside the EU that offer goods or services to individuals within the EU.

This document sets out Derry City and Strabane District Council‟s policy and the controls used in complying with its statutory obligations.

1.2. Background

The GDPR give individuals the right to see information about them held by companies and organisations. In certain circumstances they may have the information corrected or erased, or they may even be able to prevent the processing of their personal data.

If a Data Controller or Data Processor causes an individual damage or distress, as a result of non-compliance, they could claim compensation. The Council is classed as a Data Controller and could be prosecuted for any serious offences that may be committed. Under GDPR the potential fine could be up to €20m.

2. Scope

This policy applies to all personal data held by Derry City and Strabane District Council. It encompasses manual/paper records and personal data electronically processed including information gathered on CCTV systems, of whatever type and at whatever location, used by or on behalf of the Council.

4 20200129Page Data 126Protection Policy Committee Master v0.1 (Internal) The obligations outlined in this policy apply to all those who have access to personal data held by Derry City and Strabane District Council, whether employees, agency staff, Elected Members (or other representatives).

If a contractor, partner organisation or agent of the Council is appointed or engaged to collect, hold, process or deal with personal data on behalf of the Council, or if they will do so as part of the services they provide to the Council, the lead Council officer must ensure that appropriate contractual clauses for security and Data Protection requirements are in place, and that personal data is kept and used in accordance with the principles of the GDPR and this policy.

Any individual who knowingly or recklessly processes data for purposes other than those for which it is intended or is deliberately acting outside of their recognised responsibilities may be subject to the Council's disciplinary procedures, including dismissal where appropriate, and possible legal action.

All individuals permitted to access personal data in line with their work duties must agree to comply with this policy and agree to undertake any relevant training that may be appropriate to the job/position being undertaken.

As well as the Council, individual employees / Members can also be prosecuted for unlawful action under the Act. Upon summary conviction (in a Magistrate's Court), fines of up to £5000 could result if employees /Members process information about other people without their consent or proper authorisation from the Council. Upon conviction or indictment (Crown Court), the fine can be unlimited.

Employees/ Members could be committing an offence by sharing information with others who do not need that information in order to carry out their legitimate Council duties.

3. Definitions

Data Controller: means the Council - as the organisation that decides the manner in which, and purpose for which, personal data (including CCTV) are processed.

Data: Any information that is:

 Being processed by means of equipment operating automatically in response to instructions given for that purpose (e.g. accounting system)

 Recorded with the intention that it should be processed by means of such equipment

5 20200129 DataPage Protection 127 Policy Committee Master v0.1 (Internal)  Recorded as part of a manual filing system or with the intention that it should form part of a relevant filing system

 One of a number of records to which public access is allowed.

Personal Data: Personal data is defined as, data relating to a living individual who can be identified from:

 That data;

 That data and other information which is in the possession of, or is likely to come into the possession of the data controller and includes an expression of opinion about the individual and any indication of the intentions of the data controller, or any other person in respect of the individual.

The GDPR applies to „personal data‟ meaning any information relating to an identifiable person who can be directly or indirectly identified in particular by reference to an identifier. This can include:

 identification number, location data or online identifier. This reflects changes in technology and the way organisations collect information about people.

The GDPR applies to both automated personal data and to manual filing systems where personal data are accessible according to specific criteria. This could include chronologically ordered sets of manual records containing personal data.

Personal data that has been pseudonymised – e.g. key-coded – can fall within the scope of the GDPR depending on how difficult it is to attribute the pseudonym to a particular individual.

Special Category Personal Data: is defined as personal data consisting of information as to racial or ethnic origin; political opinion; religious or other beliefs; trade union membership; physical or mental health or condition and sexual life.

The special categories specifically include genetic data, and biometric data where processed to uniquely identify an individual.

Data Subject: An individual who is the subject of the personal data.

Data Processor: An individual or organisation who is responsible for processing personal data on behalf of a controller.

Processing: any activity/operation performed on personal data - whether held electronically or manually, such as obtaining, recording, holding, disseminating or making available the data, or carrying out any operation on the data.

6 20200129Page Data 128Protection Policy Committee Master v0.1 (Internal) This includes, organising, adapting, amending and processing the data, retrieval, consultation, disclosure, erasure or destruction of the data.

It is difficult to envisage any activity carried out by the Council which does not amount to processing.

Information Commissioner: an independent officer appointed to oversee the implementation of the GDPR legislation.

Relevant filing system: a relevant filing system exists where records relating to individuals are held in a sufficiently systematic, structured way as to allow ready access to specific information about those individuals.

4. Policy Statement

In order to operate efficiently, Derry City and Strabane District Council has to collect and use information about individuals. This may include members of the public, current, past and prospective employees, clients and customers, and suppliers. In addition, it may be required by law to collect and use information in order to comply with the requirements of central government and other bodies.

This personal information will be handled and dealt with properly, however it is collected, recorded and used, and whether it be on paper, in computer records or recorded by any other means, and there are safeguards within the new Data Protection Bill to ensure this.

Derry City and Strabane District Council regards the lawful and correct treatment of personal information as very important to its successful operations and to maintaining confidence between the Council and those with whom it carries out business. The Council will ensure that it treats personal information lawfully and correctly.

To this end, the Council fully endorses and adheres to the principles of data protection as set out in the General Data Protection Regulations.

Disciplinary or other action may be taken against any employee or Member who breaches any aspect of this policy or the procedures for its implementation.

The Council has published its commitment to adhering to the principles of data protection on its website: https://www.derrystrabane.com/Footer/Privacy-Policy See also Appendix 1 of this document

7 20200129 DataPage Protection 129 Policy Committee Master v0.1 (Internal) 4.1 Roles and Responsibilities

Overall responsibility for the efficient administration of the Data Protection legislation lies with the Chief Executive. Operational implementation will be coordinated by the Lead Democratic Services and Improvement Officer.

Day to day responsibility for administration and compliance with the Act/Regulations is delegated to Directors, Heads of Service and Lead Officers, for compliance with the Act/Regulation‟s provisions within their respective areas of authority.

Data Protection Officer - It is the responsibility of the Data Protection Officer to assist the Council to ensure compliance with this policy, to specify the procedures to be adopted and to co-ordinate any associated data collection required as part of a Data Protection request. The main duties of the Data Protection Officer are:-

 maintenance of the Council's external registration/notification under the Act, and as interface with the Data Protection Registrar/Commissioner

 development, update and publication of data protection procedures for the Council

 maintenance of the internal register of sources and disclosures and to audit data protection procedures and practices  initial contact point for subject access requests

 in conjunction with the Training Officer, provision of education and training seminars regarding data protection issues

Digital Services Manager- The main duties of the Digital Services Manager are to: -

 develop and enforce the Internet and E-mail Policy and Guidelines

 ensure that appropriate systems are in place to protect the security and integrity of electronic data and enhance accessibility.

All employees and Elected Members – all employees and elected Members now have personal responsibility to ensure that they adhere to Council policies around Data Protection.

8 20200129Page Data 130Protection Policy Committee Master v0.1 (Internal) 4.2 General Principles

The General Data Protection Regulations stipulate that anyone processing personal data must comply with Six Principles of good practice. These Principles are legally enforceable.

The Principles require that personal information is:

 processed lawfully, fairly and in a transparent manner in relation to individuals;

 collected for specified, explicit and legitimate purposes and not further processed in a manner that is incompatible with those purposes; further processing for archiving purposes in the public interest, scientific or historical research purposes or statistical purposes shall not be considered to be incompatible with the initial purposes;

 adequate, relevant and limited to what is necessary in relation to the purposes for which it is processed;

 accurate and, where necessary, kept up to date; every reasonable step must be taken to ensure that personal data that are inaccurate, having regard to the purposes for which they are processed, are erased or rectified without delay;

 kept in a form which permits identification of data subjects for no longer than is necessary for the purposes for which the personal data are processed; personal data may be stored for longer periods insofar as the personal data will be processed solely for archiving purposes in the public interest, scientific or historical research purposes or statistical purposes subject to implementation of the appropriate technical and organisational measures required by the GDPR in order to safeguard the rights and freedoms of individuals; and

 processed in a manner that ensures appropriate security of the personal data, including protection against unauthorised or unlawful processing and against accidental loss, destruction or damage, using appropriate technical or organisational measures.

The General Data Protection Regulations provide conditions for the processing of any personal data that must be met. It also makes a distinction between personal data and “special category” (sensitive) personal data. Special category personal data requires stricter conditions for processing.

For guidance on how the Council processes Special Category personal data please refer to the Privacy Policy on our website detailing how we manage personal

9 20200129 DataPage Protection 131 Policy Committee Master v0.1 (Internal) information and informing individuals of their rights: https://www.derrystrabane.com/Footer/Privacy-Policy

4.3 Confidentiality and Security Personal data is confidential and confidentiality must be preserved in compliance with the GDPR principles outlined in 4.2 above. Confidential information can be the most valuable asset of a business and employees will automatically have duties to their employers to ensure that confidential information is not knowingly or recklessly misused.

Accordingly, where personal data is stored in -

 Manual files (paper records) - access must be restricted solely to relevant staff and stored in secure locations (e.g. lockable cabinets), to prevent unauthorised access.

 Electronic files - Computer systems will be configured and computer files created with adequate security levels to preserve confidentiality. Those who use the Council‟s computer equipment will have access only to the data that is both necessary for the work they are doing and held for the purpose of carrying out that work.

Personal data will be disclosed only to the data subject and other organisations and persons who are pre-defined as notified recipients within the Council's Notification Register Entry held with the Information Commissioners Office.

At certain times it may be required that personal data be disclosed under one of the exemptions within the General Data Protection Regulations.

If there is a requirement for this, an audit trail will need to be kept to provide accurate records of any disclosures of personal data.

The Council will process special category personal data (as defined in the Regulations) of employees and service users in accordance with monitoring arrangements defined under the Fair Employment and Treatment (Northern Ireland) Order 1998, in the Council‟s Policy and Procedures for the Protection of Children and Vulnerable Adults and in the Equality Commission‟s „Section 75 Monitoring Guidance for Use by Public Authorities‟.

10 20200129Page Data 132Protection Policy Committee Master v0.1 (Internal) 4.4 Ownership of Data

Each Council Directorate is responsible for the personal data that it holds. This responsibility also extends to personal data that is processed by a third party on behalf of the Council. The Directorate will hold a record of all processing activities containing personal data, whether paper based or electronic. Where required, the Directorate will provide the necessary information to the Data Protection Officer in order to facilitate the notification of the data with the Information Commissioner.

4.5 Processing data

All processing of personal data will comply with the Data Protection Principles as outlined in 4.2. In the situation where a third party processes data, the third party will be required to act in a manner which ensures compliance with the General Data Protection Regulations and have adequate safeguards in place to protect the personal data.

Data will only be processed for the purpose for which it was collected and should not be used for additional purposes without the consent of the data subject.

The Council will inform all individuals of why their personal data is being collected. In line with the first data protection principle, all information will be collected fairly and lawfully and processed in line with the purpose for which it has been given.

The Council may need to hold and process information in order to carry out any statutory obligations. Where this process takes place Council will ensure that all personal data is processed fairly and lawfully.

Council will ensure that any data collection forms used to collect personal data contains a "lawful basis for processing" statement. This statement will be clearly visible and placed appropriately so the data subject (individual to whom the information relates) is fully aware of the intended uses of their personal data.

Council will make sure forms, where required, include a section where explicit and specific consent to use their personal data is given by the data subject.

The information that needs to be supplied on a data collection form is as follows:

 The Council‟s identity  The identity of the Data Protection Officer or appointed representative  The purpose or purposes for which the information is intended to be processed  The lawful basis for processing personal data

11 20200129 DataPage Protection 133 Policy Committee Master v0.1 (Internal)  Any foreseen disclosures of the information to be obtained; and  Any further information in order to make the processing fair.  A specific section that allows consent to be given (where required) When collecting data via the telephone or face to face the above information should also be made clear to the data subject before any processing of their personal data takes place.

Council will not disclose personal data unless it is to authorised users, other organisations or people who are pre-defined as a notified recipient or if required under one of the exemptions within the General Data Protection Regulations.

4.6 Data Subject Rights

Council will ensure that the rights of the individuals (listed below) are adhered to in line with data protection requirement.

4.6.1 The Right to be informed

The Council will ensure that the right to be provided with “fair processing information” is available to individuals - usually through a Privacy Notice. This emphasizes the need for transparency over how Council uses personal data.

4.6.2 The Right of Subject Access

A written request (letter, email etc.) received by Council from an individual wishing to access their rights under the provisions of the General Data Protection Regulations is known as a Subject Access Request.

Individuals have the right to request access to any 'personal data' that they believe may be held about them. They also have the right to know why we hold it and who we disclose it to.

If Council holds the requested information, it will provide a written copy of the information held about the individual and details of any disclosures which have been made. The information requested will be provided promptly and in any event within one calendar month of receipt of the subject access request.

12 20200129Page Data 134Protection Policy Committee Master v0.1 (Internal) If Council are unable to disclose the information within the time period specified, the data subject will be kept fully informed of the process and given access to any personal data that may already have been gathered.

Council will not normally charge a fee Subject Access Request. However, it can charge a „reasonable fee‟ when a request is manifestly unfounded or excessive, particularly if it is repetitive.

If the data subject believes that Derry City and Strabane District Council has not responded correctly and are not happy with our response to their concerns they are able to complain to the Information Commissioner.

4.6.3 The Right to be forgotten/erasure

If an individual believes that we are processing personal data that is no longer required in relation to the purpose for which it was originally collected or if substantial unwarranted damage or substantial unwarranted distress is being caused, they can ask Council to stop the processing. This is their right to erasure. Council will ensure that this right is adhered to whenever possible.

If Council have disclosed the personal data in question to others, it will contact each recipient and inform them of the erasure of the personal data - unless this proves impossible or involves disproportionate effort.

4.6.4 The Right to Object

Council will ensure that it complies with its obligations when an individual asks it (in writing) to cease, or not to begin, processing their personal data for any purpose unless it can demonstrate compelling legitimate grounds for the processing, which override the interests, rights and freedoms of the individual or the processing is for the establishment, exercise or defence of legal claims.

When Council receives a written notice it will comply as soon as practically possible.

When Council does not have a “legitimate interest” or “valid lawful” grounds for processing data it will seek the explicit affirmative consent of the data subject to do so. Where consent has been given, it can be withdrawn at any time by the data subject without bias. Council will clearly show the data subject how to do this.

13 20200129 DataPage Protection 135 Policy Committee Master v0.1 (Internal) 4.6.5 The Rights in relation to automated decision taking

An individual is entitled, by written notice, to require a data controller to ensure that no decision, which significantly affects that individual, is based solely on the processing, by automatic means, of personal data of which that individual is the data subject.

Council will carry out a Data Protection Impact Assessment (DPIA) to consider and address the risks before it starts any automated decision-making or profiling.

4.6.6 The Right to compensation

An individual who suffers damage, or damage and distress, as the result of any contravention of the requirements of the Act by Council, is entitled to compensation where Council is unable to prove that it had taken such care as was reasonable in all the circumstances to comply with the relevant requirement.

4.6.7 The Right to rectification

Council will ensure that personal data is rectified if it is inaccurate or incomplete - a data subject can ask Council to rectify, block, erase or destroy such data relating to that data subject as are inaccurate together with any other personal data relating to the data subject which contain an expression of opinion based on the inaccurate data.

4.6.8 The Right to Data Portability

The right to data portability allows individuals to obtain and reuse their personal data for their own purposes across different services.

It allows them to move, copy or transfer personal data easily from one IT environment to another in a safe and secure way, without hindrance to usability.

Council will provide this information free of charge and within one month of receiving a request.

14 20200129Page Data 136Protection Policy Committee Master v0.1 (Internal) 4.6.9 Re-use of Public Sector Information

The Re-use of Public Sector Information Regulations 2005 established a framework for making the re-use of public sector information easier and more transparent. The main aims of the Regulations are:

 Fairness  Transparency  Timing  Openness  Consistency

Re-use means the use by a person (or company) of a document held by Council for a purpose other than the initial purpose for which the document was produced. To be valid, a request for re-use of Public Sector Information must:

 Be in writing  State your name and address  Specify the document which you want to re-use  State the purpose for which the document is to be re-used

Council will respond to a request within 20 days of receipt. If it needs more time Council will inform the requester.

5. Legal & Policy Framework

5.1 Linkage to Corporate Plan

The Corporate Plan highlights the strategic objective of “an effective, efficient, accountable and transparent organisation”. Systems that ensure the security and proper use of personal information are key to achieving this objective.

5.2 Legal Context

Derry City and Strabane District Council is obliged to comply with the Data Protection Act 2018 and the General Data Protection Regulations (GDPR) 2018. These Regulations give individuals the right to access the personal information Council holds on them and to ensure that it uses this information legitimately, appropriately and in line with data protection principles.

There are also a number of other pieces of relevant legislation, including:

 The European Union Data Protection Directive (95/46/EC)

15 20200129 DataPage Protection 137 Policy Committee Master v0.1 (Internal)  Northern Ireland Act 1998  Fair Employment and Treatment (Amendment) Regulations (Northern Ireland) 2003  The Freedom of Information Act 2000

6. Impact Assessment

6.1 Screening and Equality Impact Assessment

This draft policy has been screened out for equality impact assessment.

6.2 Impact on staff and financial resources

A formal policy on data protection has been in place for a number of years and consequently it is not envisaged that there will be any significant ongoing implementation issues in regard to staff and financial resources.

In the short term, however, resources will be required to make staff aware of the new GDPR and in reviewing existing data protection processes. It is considered that these requirements can be met within existing resources.

6.3 Sustainable Development

In so far as this policy promotes engagement of citizens through the safeguarding of personal data and the building of service users‟ trust in the organisation, there is a positive contribution towards the Sustainable Development Duty.

6.4 Other impacts

The adoption of a formal policy will facilitate a more robust and standardized approach to dealing with personal data across the organization. It will also help ensure that control measures are in place to facilitate online transactions via the Council‟s web-site.

7. Implementation

Overall responsibility for the implementation of this policy lies with the Chief Executive. Operational implementation will be coordinated by the Lead Democratic Services and Improvement Officer.

16 20200129Page Data 138Protection Policy Committee Master v0.1 (Internal) The Data Protection Officer will assist Council to ensure compliance with this policy, to specify the procedures to be adopted and to co-ordinate any associated data collection required as part of a Data Protection request.

7.1 Support and Advice

7.1.1 Training

It is the Council's policy that all employees who hold or process personal data receive the appropriate training in order to comply with the GDPR.

Council will deliver data protection training as it is a crucial element of staff awareness. Staff need to be aware of their obligations relating to any personal data they process as part of their Council duties. Failure to adhere to the six data protection principles can lead to serious problems and prosecution.

7.1.2 Advice

Further information on this policy and advice in relation to data protection issues can be obtained from the Data Protection Officer. Specialist legal advice can be obtained from the Lead Legal Services Officer.

7.2 Communication Strategy

Responsibility for the communication of this policy lies with the Data Protection Officer. Copies of the policy, once approved will be made available on the Council‟s intranet site. Training will be arranged in conjunction with the HR Section.

7.3 Risk Management

Failure to comply effectively with this policy may lead to the loss or inappropriate use of personal data. Whilst experience indicates that the likelihood of such an occurrence is low, each Council department will review its current arrangements in relation to the processing of personal data within 6 months of the approval of this policy.

17 20200129 DataPage Protection 139 Policy Committee Master v0.1 (Internal) 8. Monitoring, review and evaluation

This policy will subject to review no later than 3 years after approval.

9. Acknowledgements

Appendix 1

Privacy Policy Derry City and Strabane District Council complies with the General Data Protection Regulations (GDPR) to ensure that it properly manages any personal information it collects from you. The council is a registered Data Controller with the Information Commissioner‟s Office (Reg. No. ZA119397). Derry City and Strabane District Council provides a wide range of services. To provide some of these services the Council needs to collect and use appropriate personal information; this may be collected either in person, over the phone, through application forms, through online services or from third parties. The Council will ensure that it obtains your personal information lawfully and transparently. It will also maintain it securely and accurately. The Council will also only collect the minimum information necessary to carry out its public duties and, when it no longer needs it, will dispose of it in a secure manner. If the Council needs to use the information for any additional purposes or uses, it will let you know at the point of collection.

18 20200129Page Data 140Protection Policy Committee Master v0.1 (Internal) Sometimes the Council has to share or confirm personal information with other organisations; if it needs to do this the Council will make this clear to you at the point of collection, providing details of the third parties. The Council will only share information when it is fair and lawful to do so and when the third party can clearly demonstrate its data protection compliance. This document gives you information on:

 what type of personal information the Council uses  why it uses your personal information  how it obtains personal information  how the Council protects and manages your personal information  who it shares your personal information with and why (if appropriate)  your rights  consent  children  council website  emails  social media  re-use of Public Sector Information (RPSI)  how we deal with complaints

If you want to find out more you can contact our Data Protection Officer by email: [email protected]

What Type Of Personal Information Does The Council Use? Personal information is any type of information that can identify a living person. The Council will use a range of personal information, at different times for different purposes, to enable it to carry out its statutory duties and public interest tasks. This may include your:

 name  address  date of birth  mobile phone number  email address  financial details

There are other types of personal information that may not be so obvious such as:

 CCTV footage (Council uses CCTV cameras in its premises including offices, leisure and community centres, amenity sites and other outdoor venues)

19 20200129 DataPage Protection 141 Policy Committee Master v0.1 (Internal)  location data (any data that can identify your geographical location – GPS location for example)  online identifier (IP address provided by your Internet Service Provider)

There are also certain categories of personal information that are considered to be “special”. These are more sensitive and include:

 race  ethnic origin  political viewpoint  religion  trade union membership  genetics  biometrics (where used for ID purposes)  health  sexual orientation  sexual health

The Council may collect some or all of the above dependant on the circumstances of its interaction with you. The Council will never use or share your special category information, without your explicit consent, if it doesn‟t have a lawful basis for doing so.

Why Does Council Use Your Personal Information? The Council collects and uses your personal information so that it can provide you with, and inform you of, statutory and other public services. If the Council does not have your information, or does not have your permission to use that information, there may be certain functions that it can‟t carry out for you (e.g. we can‟t do a bulky waste collection without your name and address). Examples of these services include:

 waste collection and disposal  recycling and waste management  local planning functions  grounds maintenance  street cleaning  health and safety regulations  environmental protection and improvement  building control-inspection and regulation of new buildings  dog control and licensing  entertainment licensing  enforcement byelaws such as those around litter

20 20200129Page Data 142Protection Policy Committee Master v0.1 (Internal)  sports, leisure services and recreational facilities  parks, open spaces and playgrounds  community centres  arts, heritage and cultural facilities  registration of births, deaths and marriages  off-street parking (except park and ride)  local economic development  community planning  community development  community safety  sports development  summer schemes  tourism  health and safety management

Other occasions where the Council may use your personal information include:

 it is required by law to do so  to establish trends of service usage  to inform you of services it thinks you may be interested in  to help verify your identity  to help investigate any complaints or concerns you have raised  to ask for performance feedback  checking accuracy of customer details

 it is necessary to do so for archiving, research or statistical purposes.

How Does The Council Obtain Personal Information? The Council obtains personal information from a wide variety of sources including;

 individuals themselves (written, verbal, visual)  central government  other government departments  health trusts  education establishments  CCTV footage  legal representatives  courts  suppliers  business associates  data processors working for the council

21 20200129 DataPage Protection 143 Policy Committee Master v0.1 (Internal) How Does The Council Manage And Protect Your Personal Information? The Council must have a legal/valid reason for obtaining your personal information and this must be made known to you. The Council will only use your personal information for its intended purpose. The Council will only ever use the minimum amount of personal information required to allow it to carry out its duties. If consent is required by the Council, to carry out a particular function, it will provide you with sufficient information to make a reasoned decision about whether or not you want it. The Council will retain your personal information in accordance with its own retention and disposal schedule. This schedule enables Council to dispose of records promptly when they cease to be of any continuing administrative or legal value. The Council will dispose of any personal information it holds about you if you ask us to do so - as long as the Council has no business or legal requirement to keep it. Personal information will be disposed of, in a secure manner, as soon as it is no longer required for Council purposes or the law states that it is no longer required. All personal information will be held securely by the Council in hard copy or electronic form. Internal controls are in place to ensure that people who are not allowed to view your personal information can‟t get access to it. Our IT systems are robustly tested and monitored to ensure they provide maximum security:

 Email filter: All emails are scanned coming in and out by a Mimecast email filter which protects use from virus and spam.

 Firewalls: The Council‟s IT network is protected by 3 Fortigate firewalls which also act as web filters protecting users from bad website and again virus, malware and spamming.

 Anti-virus defence: The Council uses Symantec endpoint protection. This is our anti-virus suite which is controlled centrally from a server which downloads and distributes updates to all machines on its network.

 Patches: The Council uses IBM Big Fix all PC‟s with the latest windows patches.

 System Back-ups: The Council uses Commvault for backup of all systems.

 Disaster Recovery: The Council uses VMWare for all our servers, and uses VMware SRM for disaster recovery.

22 20200129Page Data 144Protection Policy Committee Master v0.1 (Internal) All security protocols and procedures are routinely monitored and enhanced to ensure data protection compliance. Staff are trained in their Data Protection responsibilities on a regular basis. Council will not engage with any third party data processors if they cannot demonstrate clearly that they are compliant with the General Data Protection Regulations.

Who Is Personal Information Shared With? The Council will sometimes share personal information with other organisations for legal reasons or where it is permitted to do so under data protection legislation. If the Council shares your personal information it will tell you who it is being shared with and why it is being shared – unless the law prevents us from doing so. These organisations cannot use your data unless Council has given them explicit authorisation to do so and they cannot share your data with anyone else. They are also required to adhere to the General Data Protection Regulations and must demonstrate to Council how they do so. If the information falls under “special category” the Council will never share it without your explicit consent unless the law allows it to do so. If there is a “non-obvious” reason for sharing your data you will be informed of this. Examples of organisations we may share personal information with include:

 internal council departments  other councils  government departments  voluntary sector  Health Service  Housing Executive  PSNI

In very exceptional circumstances Council may need to share personal information with bodies outside the European Union. The Council will only do this if there is a legitimate reason for doing so and those bodies can prove that they are compliant with the General Data Protection Regulations.

Your Rights You have a number of rights under the Data Protection Laws in relation to the way Council processes your personal data. These are set out below:

23 20200129 DataPage Protection 145 Policy Committee Master v0.1 (Internal) You have the right to:

 transparency in how the Council collects and uses your data. The Council must be honest and open about: o how and why it obtains your personal data o how it processes your personal data.  easy access to any data the Council holds about you. This is normally free of charge. There may be times when this is not possible due to legal or business reasons but this will be explained to you. When it is possible, the Council will provide this data in a clear and easily understood manner.  ask the Council to correct any inaccurate data we hold about you.  be forgotten – ask the Council to delete any data it holds about you which you deem to be unnecessary. The Council may not always be able to do this if it has a legal obligation or business reason to keep your data.  to ask the Council to restrict the processing of your data to the purpose for which you provided it. If you do, the Council won‟t use your data for any other purpose.  data portability – Ask the Council to store your data in a way that allows you to obtain and reuse your personal data, for your own purposes, across different electronic services.  to object to your data being used for non-legitimate reasons.  to object to your data being used in totally automated decision making processes. This means that no decision regarding a planning application, for example, can be made without human input.  to withdraw your consent at any time without bias (see consent below)

Certain conditions may apply to these rights. If Council are unable to facilitate them it will explain why to you. If you have any queries or requests regarding your individual rights you can contact us at [email protected]

Consent The Council does not need your consent to carry out our duties it is legally obliged to do so. Sometimes, however, there will be instances where its functions fall outside of the legal requirement. Examples of this would be marketing, tourism, promotional material and newsletters. Where consent is required the Council will:

 provide you with enough information to make an informed decision.  always ensure that your consent is freely given.  ask you to positively “opt-in” (not opting-out will no longer be taken as an assumption that you have opted-in)

24 20200129Page Data 146Protection Policy Committee Master v0.1 (Internal)  ensure that you can withdraw your consent at any time, without bias, and we will make this easy for you and tell you how to do it.  name any third parties who rely on your consent to do work for.

If the Council has no legal authority to contact you, collect and process your data, it will not do so without your explicit consent. The decision to allow Council to contact you or use your data will always be yours.

Children Children have all the same basic rights as adults but merit additional specific protection. The council will abide by all the data protection principles when dealing with children. If the Council has any reason to deal with children‟s personal data it will:

 design our processing with children in mind from the outset  always use age appropriate language  make sure that Council processing is fair and complies with the data protection principles.  as a matter of good practice, use Data Protection Impact Assessments to help us assess and mitigate the risks to children.  consult with children as appropriate when designing our processing.  when relying on consent, make sure that the child understands what they are consenting to, and will not exploit any imbalance in power in the relationship between us.

(Only children aged 13 or over are able to provide their own consent. If the Council is dealing with children under this age it will require consent from whoever holds parental responsibility for the child).

 when relying on „necessary for the performance of a contract‟, consider the child‟s competence to understand what they are agreeing to, and to enter into a contract.

Council Website The Council‟s website uses cookies to gather information when you visit it. These are used to measure, for example, which pages are the most popular and how often they are visited. Neither the Council nor the cookie providers use this information to identify any individual. The cookies the Council uses are:

25 20200129 DataPage Protection 147 Policy Committee Master v0.1 (Internal) Google Analytics tracking cookies to collect anonymous traffic data about your use of our website. This information is stored by Google and subject to their privacy policy, which can be viewed here: http://www.google.com/privacy.html. Google Analytics collects information such as pages you visit on this site, the browser and operating system you use and time spent viewing pages. The purpose of this information is to help us improve the site for future visitors. The site also makes use of a session cookie called PHPSESSID. This cookie is necessary for site functionality and is set even if you do not give your consent. It is held temporarily in memory and is deleted when the web browser is closed. This cookie contains no personally identifiable information. The following cookies are set by Google Analyitcs: __utma Cookie A persistent cookie - remains on a computer, unless it expires or the cookie cache is cleared. It tracks visitors. Metrics associated with the Google __utma cookie include: first visit (unique visit), last visit (returning visit). This also includes Days and Visits to purchase calculations which afford ecommerce websites with data intelligence around purchasing sales funnels. __utmb Cookie & __utmc Cookies These cookies work in tandem to calculate visit length. Google __utmb cookie demarks the exact arrival time, then Google __utmc registers the precise exit time of the user. Because __utmb counts entrance visits, it is a session cookie, and expires at the end of the session, e.g. when the user leaves the page. A timestamp of 30 minutes must pass before Google cookie __utmc expires. Given__utmc cannot tell if a browser or website session ends. Therefore, if no new page view is recorded in 30 minutes the cookie is expired. This is a standard 'grace period' in web analytics. Ominture and WebTrends among many others follow the same procedure. __utmz Cookie Cookie __utmz monitors the HTTP Referrer and notes where a visitor arrived from, with the referrer siloed into type (Search engine (organic or cpc), direct, social and unaccounted). From the HTTP Referrer the __utmz Cookie also registers, what keyword generated the visit plus geolocation data. This cookie lasts six months. In tracking terms this Cookie is perhaps the most important as it will tell you about your traffic and help with conversion information such as what source / medium / keyword to attribute for a Goal Conversion. __utmv Cookie Google __utmv Cookie lasts "forever". It is a persistent cookie. It is used for

26 20200129Page Data 148Protection Policy Committee Master v0.1 (Internal) segmentation, data experimentation and the __utmv works hand in hand with the __utmz cookie to improve cookie targeting capabilities.

Emails If you email Council it may keep a record of your email address and the email itself as a record of the transaction. For security reasons the Council will not include any confidential information about you, in any email it sends to you, unless you have provided your explicit consent to do so.

Social Media Derry City and Strabane District Council uses the following social media platforms for various purposes:

 Facebook  Twitter  Instagram  Snapchat  LinkedIn  YouTube  Trip Advisor

The Council will abide by all the GDPR requirements when posting on social media. It will never release personal data on to social media outlets without legal authority and the explicit consent of the data subject. All social media posts are checked and cleared by the Council Marketing Team before they are posted to ensure that they are GDPR compliant. Users should also make themselves aware of each platform‟s own terms and conditions.

Re-Use Of Public Sector Information (Rpsi) What are the RPSI Regulations? The Re-use of Public Sector Information Regulation 2015 (RPSI) requires Derry City and Strabane District Council to make information, which is accessible and produced as part of our public task, available for re-use unless restricted or excluded. 'Public task' means our core responsibilities and functions. In general, any information that is accessible, either because it has been published or because it has been released under Freedom of Information legislation or other access legislation will be made available for re-use.

27 20200129 DataPage Protection 149 Policy Committee Master v0.1 (Internal) Any information we supply to you under the Freedom of Information Act (FOIA) should be for your personal use. We retain copyright to all information we disclose. You do not need to ask permission to re-use any accessible information for which Derry City and Strabane District Council holds the copyright, but you must agree and comply with the terms of the Open Government Licence (OGL). If you wish to submit a request to re-use information you should write to us at [email protected]. Please include:-

 your name and address  what information you would like to re-use  the purpose you intend to use the information for

When we receive your request, we will deal with it within 20 working days, unless your request is complicated. Our response will tell you about any conditions for re-use, and if you will be charged a fee to re-use the information. In most cases information will be available to re-use free of charge. If the information is available electronically and you are happy to receive it by email there will be no charge. There may be a charge if you require paper copies of documents.

Complaints When the Council receives a complaint from a person it makes up a file containing the details of the complaint. This normally contains the identity of the complainant and any other individuals involved in the complaint. The Council will only use the personal information it collects to process the complaint and to check on the level of service it provides. The Council does keep statistics showing information like the number of complaints it receives, but not in a form which identifies anyone. The Council usually has to disclose the complainant‟s identity to whoever the complaint is about. This is inevitable where, for example, the accuracy of a person‟s record is in dispute. If a complainant doesn‟t want information identifying him or her to be disclosed, Council will try to respect that. However, it may not be possible to handle a complaint on an anonymous basis. The Council will keep personal information contained in complaint files in line with its retention policy. This means that information relating to a complaint will be retained for six years from closure. It will be retained in a secure environment and access to it will be restricted according to the „need to know‟ principle.

28 20200129Page Data 150Protection Policy Committee Master v0.1 (Internal) Similarly, where enquiries are submitted to the Council it will only use the information supplied to deal with the enquiry and any subsequent issues and to check on the level of service we provide. You can let us know your comments/compliments by;

 completing the Comments, Compliments or Complaints Form available on our website: http://www.derrystrabane.com/Council/Customer-Service o in person at any of our receptions; o in writing; o by e-mailing: [email protected] o by telephone: 028 71 253 253; o by text phone: 028 71 376 646; o through our website: www.derrystrabane.com

You also have the right to contact the Information Commissioner’s Office (ICO): Information Commissioner’s Office Wycliffe House Water Lane Wilmslow Cheshire SK9 5AF Tel: 0303 123 1113 Email: [email protected] https://ico.org.uk/global/contact-us/

for office use

Document Number tbc.

Responsible Officer Head of Democratic Services and Improvement Unit

Name of Lead Officer: Damian McCay Telephone: (028 71) 253 253 Ext 4310 Contact Officer Email: [email protected] Name of Council Committee which recommended approval of the policy and minute reference. Approval Date of full Council meeting at which policy approval was ratified. tbc

29 20200129 DataPage Protection 151 Policy Committee Master v0.1 (Internal) Effective Date

Modifications N/A

Superseded Documents N/A

To be reviewed in 3 years. However, the policy will be reviewed sooner in the event of any one or more of the following:

 Failure or weakness in the Strategy is highlighted Review Date  Changes in legislative requirements  Changes in Government/ Council or other directives and requirements.

File Number

Associated Documents

30 20200129Page Data 152Protection Policy Committee Master v0.1 (Internal)

This information is available upon request in a number of formats including large print, Braille, PDF, audio formats (CD, MP3, DAISY) and minority languages.

For further information on alternative formats please contact Tel 028 71 253253 text phone: 028 7137 6646 or e-mail [email protected]

31 20200129 DataPage Protection 153 Policy Committee Master v0.1 (Internal) This page is intentionally left blank Agenda Item 13

Title of Report: Officer Presenting: Lead Democratic Services & Improvement Officer Appointment of Councillors to the Drainage Council for Northern Ireland Author: as above

1 Purpose of Report/Recommendations

1.1 To make Members aware of and seek nominations, as required, to participate in the recruitment exercise for appointment to the Drainage Council.

2 Background

2.1 Further to the report to this Committee in January (Min Ref GSP20/19), Council has now received correspondence from the Department for Infrastructure (Appendix 1a- f), inviting Council to submit two Elected Member nominees to be considered by the Department for Infrastructure (DfI) Minister for appointment to the Drainage Council.

2.2 A similar request will be issued to all Northern Ireland Councils.

3 Key Issues

3.1 These appointments are not positions of responsibility as defined under the 2014 Local Government Act, which are required to be shared across the parties using d’Hondt or the Saint-Lague formula of the Single Transferrable Vote method. They are appointments to be made by the Minister after consultation with the Department and Councils, and in compliance with the Commissioner for Public Appointment Northern Ireland (CPANI) Code of Practice.

3.2 Members of the Drainage Council for Northern Ireland, including the Chair, have corporate responsibility for ensuring that the Drainage Council for Northern Ireland complies with all relevant statutory or administrative requirements including requirements in respect of the use of public funds. The role of the members of the Drainage Council is to ensure the impartial and uniform application of the DfI Rivers’ drainage and flood protection programme throughout Northern Ireland.

V1.3 Effective 21 May 2019 Page 155 3.3 The Commissioner for Public Appointments requires that public appointees should serve no more than two terms in the same position and no more than ten years in total. Please ensure that those who you are considering nominating will not have served more than one term on the Drainage Council. Councillors who have already served two terms, of whatever lengths, will not be eligible to be interviewed.

3.4 The appointments will be effective from 1 June 2020 and will last for as long as the appointee remains a Councillor, up to a period of four years.

3.5 Completed applications forms to be returned to [email protected] no later than 12 Noon, Friday 13 March 2020.

3.6 All Councillors who have been nominated by their Council will be invited to interview. The selection panel will comprise Jonathan McKee, a senior officer from the Department for Infrastructure, and Bronagh McKeown, an Independent Member from the office of the Commissioner for Public Appointments NI.

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 The Department would welcome Council nominations from the following under- represented groups; women, younger people, people with disabilities and people from ethnic minority backgrounds

4.2 Members of the Drainage Council can claim reasonable travel expenses incurred on Drainage Council business but receive no other remuneration for their work. The appointment is not pensionable.

5 Recommendations

5.1 That subject to Members views, Members either nominate two colleagues to go forward in this recruitment process or, any individual Member is endorsed to submit an application.

Background Papers

V1.3 Effective 21 May 2019 Page 156

Mr John Kelpie Derry City and Strabane District Public Appointments Unit Council Room 5-42 98 strand Road Clarence Court Londonderry 10-18 Adelaide Street BT48 7NN Belfast BT2 8GB

Telephone: (028 905) 41074 Email: [email protected]

10 February 2020

Dear Mr Kelpie

Appointment of Councillors to the Drainage Council for Northern Ireland

Further to my letter of the 18 November I am writing to invite you to submit two Councillor nominees to be considered by the Department for Infrastructure (DfI) Minister for appointment to the Drainage Council. Please note a similar request will be issued to all Northern Ireland Councils.

The Drainage (Northern Ireland) Order 1973, sets out provision for ten people appointed to the Drainage Council to be members of the local Councils.

You are aware from the last round of Councillor Appointments that these are not positions of responsibility as defined under the 2014 Local Government Act, which are required to be shared across the parties using d’Hondt or the Saint-Lague formula of the Single Transferrable Vote method. They are appointments to be made by the Minister after consultation with the Department and Councils, and in compliance with the Commissioner for Public Appointment Northern Ireland (CPANI) Code of Practice.

Members of the Drainage Council for Northern Ireland, including the Chair, have corporate responsibility for ensuring that the Drainage Council for Northern Ireland complies with all relevant statutory or administrative requirements including requirements in respect of the use of public funds. The role of the members of the Drainage Council is to ensure the impartial and uniform application of the DfI Rivers’ drainage and flood protection programme throughout Northern Ireland.

Page 157

The new appointees will be expected to attend the Drainage Council meetings and other ad hoc meetings as required. Three to four Drainage Council meetings are held per year, depending on the volume of Drainage Council business to be considered. Meetings are held in such locations within Northern Ireland as the Council may determine. Drainage Council meetings may vary in time commitment but meetings are generally inside normal working hours. Members of the Drainage Council can claim reasonable travel expenses incurred on Drainage Council business but receive no other remuneration for their work.

In order to provide the DfI Minister with a choice of nominees as required by the Commissioner for Public Appointment Northern Ireland (CPANI), the Department is inviting your Council to nominate two Councillors.

The Commissioner for Public Appointments also requires that public appointees should serve no more than two terms in the same position and no more than ten years in total. Please ensure that those who you are considering nominating will not have served more than one term on the Drainage Council. Councillors who have already served two terms, of whatever lengths, will not be eligible to be interviewed.

The appointments will be effective from 1 June 2020 and will last for as long as the appointee remains a Councillor, up to a period of four years.

I enclose copies of the Information Booklet, the Application Form and a guide for Public Appointments. Full details of the appointment process are set out in the Information Booklet.

Each nominated Councillor should complete the short application form. They will then be invited to attend interview. Dates for interviews are listed within the Information Booklet. The interview panel will comprise Jonathan McKee, DfI Rivers and Bronagh McKeown an independent member allocated by the office of the Commissioner for Public Appointments.

The interview will explore the nominee’s knowledge, experience and capacity in their contribution to their Council or Public Life, and their Communication skills. Integrity, conflicts of interest and the time commitment involved in the appointment will also be discussed. The panel will draft a record of these discussions, with applicant summaries then being presented to the DfI Minister to help her make her selection of ten appointees.

Finally, DfI wants to improve diversity on our Boards. We would welcome Council nominations from the following under-represented groups; women, younger people, people with disabilities and people from ethnic minority backgrounds.

I should be grateful if you could arrange for the completed applications forms to be returned to [email protected] no later than 12 Noon, Friday 13 March 2020. Applications can also be posted to;

Jennifer Macrory DfI Public Appointments Unit Clarence Court 10-18 Adelaide Street Belfast BT2 8GB

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If you have any queries please do not hesitate to contact me.

Yours sincerely Signed

Dorcas Cutrona DfI Public Appointments Unit

Page 159 This page is intentionally left blank

These are examples only. Please remember that identifying a conflict will not necessarily stop you being appointed. You should consider carefully your own circumstances to decide whether or not a real, perceived or potential conflict exists and be ready to discuss it with the Selection Panel at interview.

Even if you have not identified any conflicts of interest when applying for the post, you will still be asked about the issue if you are interviewed.

Integrity John Keanie, Commissioner Anyone applying for a public appointment must understand and be committed to the principle of integrity. You will be asked about this at interview. Thank you for your interest in this appointment.

161 Page Feedback Public bodies have an important role to play in the You may request feedback on the outcome of your lives of everyone. Among other things, they help run application from the Department running this public our health and social care services, arrange our appointment competition. This application pack education services and provide a wide range of social, contains relevant contact details. Feedback can be economic, cultural and environmental services. delivered in writing, by e-mail or by phone. It is up to Appointments to boards of public bodies are you. It should be useful, jargon-free and based on the commonly known as public appointments. assessment of the selection panel. Please see paragraphs 3.47 and 3.48 of the Code of Practice. Public Appointments are made by individual Government Ministers. If you decide to apply for a public appointment the administration of your application will be handled by civil servants in the relevant Department, and may sometimes involve a recruitment consultant. Whoever deals with the competition, it is overseen by me as Commissioner for Public Appointments for Northern Ireland. I regulate the process but I am not involved in individual competitions. 4 1

Departments must follow my ‘Code of Practice for Ministerial Appointments to Public Bodies in Northern Guidance on Conflicts of Interest and Integrity Ireland’, to ensure that appointments are made on merit, after fair and open competition. The Code of As part of the assessment process for a public Practice covers Ministerial appointments to a wide appointment, you will be asked if you know of any range of boards and public bodies. A full list can be possible conflicts of interest in connection with that found on the CPA NI website. The Code of Practice is appointment. Conflicts of interest are not always a also there. www.publicappointmentsni.org barrier to appointment. However, real, perceived and potential conflicts must be explored by the selection panel to ensure that the public can have confidence in Making a Complaint the board’s independence and impartiality and in your position on that board. If you apply for a public appointment, and you feel you have not been treated correctly, you may make a To give you an idea of what might constitute a complaint. 162 Page conflict of interest here are a few examples of areas which could lead to real or apparent conflict: I am responsible for investigating complaints about public appointments. I will look at the process used to  you are the director of a building firm and the make an appointment and the way an application was board to which you are seeking appointment handled. conducts regular procurement exercises for building materials – you could benefit personally You should first raise your concerns with the relevant from decisions taken by the board Department. If, after you have received a reply, you still feel you have not been treated correctly, you  you are a manager in a voluntary organisation, should contact me at the address below: whose funding applications are considered by the board to which you are seeking appointment – the body for which you work could benefit financially Commissioner for Public Appointments for Northern Ireland from decisions taken by the board Dundonald House, Annexe B, Upper Newtownards Road, Belfast, BT4 3SB  you have, in the past, contributed or lent Tel: 028 905 24820 Email: [email protected] significant funds to the political party to which the appointing Minister belongs – your appointment could be viewed as a reward for past favours

2 3

DEPARTMENT FOR INFRASTRUCTURE

Public Appointments Information Pack

MEMBER OF THE DRAINAGE COUNCIL FOR NORTHERN IRELAND

Councillor Appointments

This information pack can be made available in other formats, such as Braille, large print, audio etc. To request this or any other information on the appointment process please contact:

Jennifer Macrory Public Appointments Unit Department for Infrastructure Clarence Court 10-18 Adelaide Street Belfast BT2 8GB

Tel: 028 9054 1002 Text relay service 18001 028 9054 1002 E-mail your request to: [email protected]

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CONTENTS OF THIS PACK

Section 1 Information about the Drainage Council Section 2 Role Profile and Person Specification Section 3 Application and Selection Process Section 4 Equal Opportunities Monitoring and Complaints Procedure Annexes Expenses Form & Probity and Conflicts of Interest Guidance

KEY APPOINTMENT PROCESS STAGES

Stage in Process Timescale Closing Date for applications Noon, Friday 13 March 2020 Interviews 23, 26, 31 March and 1 April 2020 Date of appointments 1 June 2020

Privacy Notice

The Department for Infrastructure will only process the personal data you provide us for the purpose of recruiting members to the Board of the Drainage Council and in line with the Commissioner for Public Appointments NI Code of Practice. For more information, please see our Privacy Notice at www.infrastructure-ni.gov.uk/sites/default/files/publications/infrastructure/public-appointments- privacy-notice.pdf

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Section 1 – Background Information - DfI Rivers and the Drainage Council

1. Nominations from all local Councils are invited to fill ten Councillor Member positions for the Drainage Council. The vacancies will arise 1 June 2020.

DfI Rivers Vision and Responsibilities

2. Our vision is to manage flood risk to facilitate the social, economic and environmental development of Northern Ireland.

3. To support this vision, Rivers aims to reduce the risk to life and damage to property as a result of flooding from rivers and the sea. This involves undertaking watercourse and coastal flood risk management is a sustainable manner.

4. Rivers also discharges Lead Government Department (LGD) responsibilities for the co- ordination of flooding emergencies. Part of this responsibility involves Rivers providing expert guidance and information to other organisations, Councils and Departments who are involved in the emergency response to flooding.

5. We also provide secretariat and administrative support to the Drainage Council for Northern Ireland, a non-Departmental Public Body which carries out a general scrutiny role on the drainage functions of the Department.

6. Key areas of responsibility for DfI Rivers include: • implementation of sustainable flood risk management policies to facilitate development management and planning decisions. This assists in meeting society’s social, environmental and economic needs; • river and sea defence maintenance; • construction of flood alleviation schemes; • provision of flood maps and risk information.

Applicants should note that DfI Rivers are not responsible for coastal erosion or water quality and pollution issues.

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Drainage Council

7. The Drainage Council exists to perform a general scrutiny role in relation to the Department’s drainage functions and has a statutory duty to ensure uniformity of treatment on drainage issues throughout Northern Ireland.

Key priorities

8. Key Priorities include: • determining which watercourses and sea defences should be designated for maintenance by DfI Rivers at public expense. Recommendations for designation may be put forward either by DfI Rivers or by any other Government Department or person; • making informed determinations if an Environmental Impact Assessment has been undertaken for a scheme, whether proposed drainage works should be approved; • ensuring equality of treatment in accordance with Government policies on fairness and equality (Section 75); • considering the Department’s proposals in relation to flood defences, drainage schemes or variations to schemes; • considering the Department’s proposals in relation to Bye-laws associated with drainage works; • acting in a consultative capacity on other flood protection and drainage related matters such as the Department’s annual maintenance programme and in the environmental assessment of proposed drainage works; and • reviewing environmental statements and any supplementary information and reach a reasoned conclusion in accordance with the Drainage (NI) Order 1973 and provide the Department with their determination.

Constitution

9. By Statute, the Drainage Council’s membership of 18 consists of 10 representatives from Councils, a specialist adviser on drainage matters, an officer of the Department representing drainage, a representative of fishery interests, a representative from each of

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following: industry, tourism, agriculture and conservation interests and a representative from the Department to represent Planning interests.

10. A Chairperson and Deputy Chairperson are elected by members at the opening meeting of each new Drainage Council term.

Governance Arrangements

Accountability

11. The Drainage Council as a corporate body is responsible to the Minister of the sponsoring Department (DfI) who is in turn accountable to the public on the extent to which it fulfils its statutory duty and meets its objectives and general standards of public service.

Liability of Drainage Council Members

12. Drainage Council members have a corporate responsibility for all their actions. An individual member who has acted honestly and in good faith will not have to meet out of his/her own personal resources any personal civil liability which is incurred in the execution or purported execution of his/her Council functions, save where the person has acted recklessly.

13. For further information on DfI Rivers please see link below: https://www.infrastructure- ni.gov.uk/dfi-rivers-overview

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Section 2 – Role Profile and Person Specification

14. Applicants for these appointments will be local Councillors currently serving on one of the eleven Councils of Northern Ireland.

15. Applicants will be expected to be able to demonstrate an understanding of the representative role of Councils, in the context of the development of drainage and flood defence schemes.

16. Members of the Drainage Council for Northern Ireland, including the Chair, have corporate responsibility for ensuring that the Drainage Council for Northern Ireland complies with all relevant statutory or administrative requirements including requirements in respect of the use of public funds.

17. The role of the members of the Drainage Council is as follows: • make informed determinations regarding designations undertaken for maintenance by DfI Rivers at public expense. • ensure all applications are treated impartially and with equality in accordance with Government policies on fairness and equality (Section 75) • consider the Department’s proposals in relation to flood defences, drainage schemes or variations to schemes; • make informed determinations if an Environmental Impact Assessment has been undertaken for a scheme, whether proposed drainage works should be approved; • consider the Department’s proposals in relation to bye-laws associated with drainage works; and • acting in a consultative capacity on other flood protection and drainage related matters, such as the department’s annual maintenance programme and in the environmental assessment of proposed drainage works.

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Section 3 – Application and Selection Process

18. All Councillors who have been nominated by their Council will be invited to interview. The selection panel will comprise Jonathan McKee, a senior officer from the Department for Infrastructure, and Bronagh McKeown, an Independent Member from the office of the Commissioner for Public Appointments NI.

19. The Department will recognise less traditional career patterns and experiences, such as community involvement or voluntary work, as well as those experiences found in the employment field. Councillors can use examples from working or personal life. Please note in answering the selection questions it is important to demonstrate your personal role.

20. At interview Councillors will be expected to demonstrate that they have knowledge, experience and capacity in the following;

• Contribution to Council or Public Life - examples of the type of evidence the panel will be looking for are listed below. You will not be expected to meet each and every one of the examples.  a positive contribution to public life and the wider Local Government sector for the benefit of the general public;  ability to challenge or scrutinise appropriately when necessary;  able to align policy and delivery considerations;  an understanding of the role of DfI Rivers.

• Effective Communication skills – examples of the type of evidence the panel will be looking for are listed below. You will not be expected to meet each and every one of the examples.  excellent communication and interpersonal skills;  the ability to communicate effectively with colleagues, other senior leaders and the public;  ability to work collaboratively;  experience in applying influencing and negotiating skills to achieve mutually acceptable outcomes.

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21. Potential or perceived Conflicts of Interest, along with probity and integrity will be reviewed with candidates at interview.

22. The panel will also check with the applicant that they can meet the time commitment involved with the appointment role.

23. At interview, all candidates must satisfy the panel that they adequately meet all recruitment aspects of the appointment. The Minister for Infrastructure will take the final decision on who to appoint.

24. A written record will be made of the discussions and an applicant summary will be prepared by the selection panel. The applicant summary will provide the Minister with an objective analysis of each candidate’s skills and experience based on the information provided by the candidate at interview.

25. The Minister may decide to create a reserve list to cover any unforeseen vacancies that arise within 12 months of the date of the Minister’s decision.

Period of Appointment

26. The appointment will be for a maximum of four years from 1 June 2020. The appointment will only remain valid while the person so appointed remains a member of the local Council.

27. It is the policy of the Department that there are no reappointments without a competition taking place. Outgoing Members will be eligible to serve a second term by again being nominated by the Council and going through the recruitment process. His or her application will also be subject to evidence of an appropriate standard of performance having been achieved during the initial period in office and evidence of continued adherence to the seven principles of public life.

28. The Commissioner for Public Appointments Northern Ireland also requires that public appointees should serve no more than two terms in the same position and no more than ten years in total.

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Training

29. Appropriate induction training will be provided to the new appointee and they will be expected to attend.

Time Commitment and Remuneration

30. The new appointees will be expected to attend the Drainage Council meetings and other ad hoc meetings as required. Three to four Drainage Council meetings are held per year, depending on the volume of Drainage Council business to be considered. Meetings are held in such locations within Northern Ireland as the Council may determine. Drainage Council meetings may vary in time commitment but meetings are generally inside normal working hours. Members of the Drainage Council can claim reasonable travel expenses incurred on Drainage Council business but receive no other remuneration for their work.

Expenses

31. Following appointment, reasonable travelling expenses and subsistence will be paid to attend meetings in accordance with Drainage Council’s processes. Any additional costs associated with childcare, dependents or having a disability will also be considered to enable the Member to attend meetings. Expenses are subject to deduction of income tax and national insurance.

32. The appointment is not pensionable.

Code of Practice

33. A Code of Practice governs the activities of the Board. To ensure that public service values remain at the heart of the Drainage Council, Members are required, on appointment, to demonstrate high standards of corporate and personal conduct and to subscribe to the Code of Conduct for Board Members of Public Bodies.

34. Councillors when appointed will be expected to demonstrate a high standard of probity and integrity and commitment to the seven principles underpinning public life.

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Diversity in Public Appointments

35. The Department of Infrastructure is committed to the principles of public appointments based on merit with independent assessment, openness and transparency of process. The Department is also committed to equality of opportunity and welcomes applications from all suitably qualified applicants irrespective of religious belief, gender, race, political opinion, age, disability, marital status, sexual orientation, or whether or not they have dependants.

36. The Department is committed to taking measures to improve the diversity of its Boards. Women, younger people, ethnic minorities and people with disabilities are currently underrepresented on the Board and applications from these groups would be particularly welcome.

37. This appointment is regulated by the Commissioner for Public Appointments for Northern Ireland (CPA NI) and the competition may be examined by CPA NI for compliance with the Commissioner’s Code of Practice.

Application Procedure

38. Application forms or further information about the process can be obtained from Jennifer Macrory at the address on the cover of this document or by e-mailing a request to: [email protected].

39. Hard copy or electronic versions of the application form are acceptable. You must not reformat the electronic application form. CVs, letters, or any other supplementary material in place of, or in addition to, completed application forms will not be accepted.

40. Applications should be fully completed and as clearly as possible using black ink or Arial typescript minimum font size 12. All sections of the application form should be completed.

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41. Information documents and application forms can be provided in alternative formats. Any applicants who require assistance should contact Jennifer Macrory. All reasonable adjustments will be made to accommodate the needs of Councillors with a disability.

42. Application forms should be submitted by post, email or in person to arrive with Jennifer Macrory by 12 Noon on Friday 13 March 2020 (see contact details on cover sheet).

Timetable / Time Frame

43. The deadline for receipt in all cases is 12 Noon on Friday 13 March 2020. Applications will be individually date-stamped and the time of receipt formally recorded. It is the responsibility of the applicant, taking into account their chosen method of delivery, to ensure that sufficient time is allowed for their application to arrive with the Department on or before the deadline. Late applications are generally not be accepted unless the Department believes there are extenuating reasons for doing so. Please ensure that posted applications bear the correct amount of postage as any shortfall may lead to a delay in delivery, causing you to miss the deadline. Applicants who send their application form electronically are also required to meet the closing deadline for receipt in this office.

44. Interviews are expected to be held on 23, 26, 31 March and 1 April 2020, with the successful nominees confirmed as soon as possible thereafter.

Disqualified Candidates

45. There are no statutory disqualification criteria for this post.

Probity and Conflicts of Interest

46. The Department must ensure that any individual appointed is committed to the seven principles of conduct underpinning public life and values of public service. These principles are: Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty and Leadership. The successful candidate will be asked as part of their appointment to sign a declaration committing to the seven principles.

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47. The information pack includes copies of the leaflets entitled “Probity and Conflicts of Interest – Guidance for Candidates” and an information leaflet from the Office of the Commissioner for Public Appointments (NI) about “Conflicts of Interest, Integrity and Making a Complaint”. These provide information on these issues, including some examples to help applicants evaluate whether or not they have a real, perceived or potential conflict.

48. The Department must take account of any actual or perceived conflict of interest. Therefore, applicants, in their application form, must disclose information or personal connections which, if they were to be appointed, could lead to a conflict of interest or be perceived as such. Failure to do so could lead to the appointment being terminated.

49. It is very important that all applicants provide appropriate details on their application form of any interests which might be construed as being in conflict with the appointment for which they have applied. If it appears, from the information provided on the form, that a possible conflict might exist, or arise in the future, this will be fully explored with the applicant with a view to establishing whether it is sufficiently significant to prevent the individual from carrying out the duties of the post. The Panel will do this at interview stage.

Other Public Appointments

50. Departments have a duty to satisfy themselves, as far as practicable, that those they appoint to the Boards of public bodies will carry out their duties in an efficient and effective manner. The Department for Infrastructure will, therefore, be checking with other Departments if there are any probity or performance issues associated with applicants who hold other public appointments. Similar information will be provided by the Department on request about all associated board members.

The Two Terms Rule

51. According to the CPANI Code, those who have served two terms in the same position on the same board cannot apply through open competition for a third term. If any applicant has served two terms in this position, his/her application will be discounted at the sift stage.

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Double Paying

52. Applicants who already work in the public sector need to be aware that: • they may be ineligible for consideration for this appointment if in the Department’s view there is a conflict of interest, the perception of a conflict or a potential conflict, between the appointment and their existing commitments; • where applicable, they will be asked to confirm that they have permission from their employer to take up an appointment if one is offered; and • no one can be paid twice from the public purse for the same period of time. As a result, applicants who already work in the public sector may not be entitled to claim remuneration for this position if the duties are undertaken during a period of time for which they are already paid by the public sector.

53. In the interests of minimising the potential for double paying, the Department reserves the right to contact your employer regarding your candidature.

54. Former Civil Servants are subject to rules on the Acceptance of Outside Business Appointments, Employment or Self-Employment for a period of up to two years after leaving the NI Civil Service. Individuals in this category, who wish to apply, should check their eligibility to do so with their former Department.

Publicising Appointments

55. A Press Release will be published to announce the appointment. The Commissioner for Public Appointments also requires that announcements about successful candidates should contain details of any recent political activity. Consequently, should you be appointed, you will be required to complete a political activity form. Details of any political activity, together with some of the information that you have provided in your application form, will be made public in the press announcement. This applies particularly to any other public appointments you may hold and to any significant political activity recently undertaken by you. The Press Release will include: • Your name; • A short description of the body to which you have been appointed; 13 Page 175

• A brief summary of the skills and knowledge you bring to the role; • The period of appointment; • Any remuneration associated with the appointment; • Details of all other public appointments held and any related remuneration received; and • Details of any political activity declared in the last 5 years.

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Section 4 - Equal Opportunities Monitoring and Complaints Procedure

Equal Opportunities Monitoring Form

56. The Department is committed to providing equality of opportunity. The Department monitors applications to ensure that equal opportunities measures are effective in its appointments processes. Applicants are therefore asked to complete the Equal Opportunities Monitoring Form attached to the application form. The information is purely for monitoring purposes. It is not made available to the selection panel and does not play a role in the decision-making process. The information will be analysed independently by staff in the Northern Ireland Statistics and Research Agency and will be treated in strict confidence.

Complaints Procedure

57. The Department is committed to getting this appointment process right first time. However, if you are not entirely satisfied with any aspect of our service, please tell us and we will do our best to resolve the matter. Our aim is to resolve any complaint quickly and you are invited initially to bring any concerns you may have to the official named below. However, if you still feel dissatisfied after this approach, you may initiate a formal complaint in writing. Please direct your concerns in the first instance to:

Dorcas Cutrona Head of Public Appointments Unit Department for Infrastructure Room 5-08, Clarence Court 10-18 Adelaide Street Belfast BT2 8GB Email: [email protected]

If you remain dissatisfied you may then write to:-

Commissioner for Public Appointments for Northern Ireland (CPA NI)

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Dundonald House Annexe B Stormont Estate Upper Newtownards Road Belfast BT4 3SB Email: [email protected]

16 Page 178

Annexes REIMBURSEMENT OF TRAVEL EXPENSES

Interview for: ______Venue ______Interview time: ______Interview date:______

Claim forms must be submitted within one month of attendance at interview. Please complete in Capital Letters Name Address

Total number of miles claimed Details of Return Journey Official use @ Public Transport mileage rate, currently (25.7p per mile)

Insert No. of miles:

Public Transport Fares

(Bus, Rail, Air - attach receipts)

Only receipted fares will be

considered for reimbursement

Other (attach VAT Receipts)

Only receipted expenses will be considered for reimbursement

Total Claimed Total

Recommended

DECLARATION: I declare that I necessarily incurred all of the above expenses to attend the above interview and that the information provided is accurate and complete.

Signed: ______Date: ______

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DATE RECEIVED: ______

CLAIM CHECKED: I confirm that to the best of my knowledge, the facts given in this claim are correct. I recommend payment of: £ ______Signed: ______Date: ______

RECOMMENDED FOR PAYMENT Signed: ______Date: ______

NOTES:

Claim forms must be fully completed and original receipts for travel and other expenses must be attached.

Any claim that does not include the necessary information and/or receipts will be returned to the candidate.

Claims that are complete will be processed and payment made within 30 working days of the date of receipt.

If you have any query on your entitlement to make a claim, please contact:

Jennifer Macrory

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PROBITY & CONFLICTS OF INTEREST

GUIDANCE FOR CANDIDATES

This guidance should be read in conjunction with the information contained in the leaflet “CPA NI Guidance on Conflicts of Interest, Integrity and how to raise a complaint” which provides examples of the types of issues that may give rise to conflicts of interests.

Standards of behaviour Ministers expect that the conduct of those they appoint to serve on the Boards of public bodies will be above reproach. Everyone who puts themselves forward for a public appointment must be able to demonstrate their commitment to the maintenance of high standards in public life.

The Seven Principles Underpinning Public Life In 1995, the Committee on Standards in Public Life defined seven principles, which should underpin the actions of all who serve the public in any way. These are:

Selflessness - Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or other friends.

Integrity - Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties.

Objectivity - In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

Accountability - Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

Openness - Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty - Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

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Leadership - Holders of public office should promote and support these principles by leadership and example.

As part of the selection process you will be tested on your commitment to maintaining high standards in public life with particular emphasis on probity issues and conflicts of interest.

What is a conflict of interest? Public Appointments require the highest standards of propriety, involving impartiality, integrity and objectivity, in relation to the stewardship of public funds and the oversight and management of all related activities. This means that any private, voluntary, charitable or political interest which might be material and relevant to the work of the body concerned should be declared.

There is always the possibility for real or perceived conflicts of interest to arise. Both are a problem, as the perceived inference of a conflict may, on occasions, be as damaging as the existence of a real conflict.

No-one should use, or give the appearance of using, their public position to further their private interests. This is an area of particular importance, as it is of considerable concern to the public and receives a lot of media attention. It is important, therefore, that you consider your circumstances when applying for a public appointment and identify any potential conflicts of interest, whether real or perceived.

Surely a perceived conflict is not a problem, as long as I act impartially at all times? The integrity of the individual is not in question here. However, it is necessary for the standing of the individual and the board that members of the public have confidence in their independence and impartiality. Even a perceived conflict of interest on the part of a board member can be extremely damaging to the body’s reputation and it is therefore essential that these are declared and explored, in the same way as an actual conflict would be. The fact that a member acted impartially may be no defence against accusations of potential bias.

What should I do if I think I have a conflict of interest? You will find a section on conflicts of interest in the application form for you to complete. This asks you to consider and declare whether or not you have a real, or perceived, conflict. If you are unsure if your circumstances constitute a possible conflict, you should still complete this section, in order to give the Selection Panel as much information as possible.

If I declare a conflict, does this mean I will not be considered for appointment? No - each case is considered individually. If you are short-listed for interview, the Panel will explore with you how far the conflict might affect your ability to contribute effectively

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and impartially on the Board and how this might be handled, if you were to be appointed. For example, it may be possible to arrange for you to step out of meetings where an issue is discussed, in which you have an interest. However, if, following the discussion with you, the Panel believes that the conflict is too great and would call into question the probity of the Board or the appointment they can withdraw your application from the competition. The summary of the outcome of the interview process, which is put to the Ministers, will include clear written reference to any probity issues or perceived or actual conflicts of interest connected to any candidate put forward as suitable for appointment. It will include sufficient information to ensure that the Ministers are fully aware of any of these matters and can make an informed decision.

What happens if I do not declare a known conflict, which is then discovered by the Department after my appointment? Again, each case would be considered on its merits, but the Department may take the view that by concealing a conflict of interest, you would be deemed to have breached the seven principles of conduct underpinning public life and may terminate your appointment.

What happens if I do not realise a potential conflict exists? This situation may arise where the applicant is not familiar with the broad range of work which a body covers and therefore does not realise that a conflict might exist. In some cases, the Panel, with their wider knowledge of the body, might deduce that there is a potential conflict issue, based on the information on employment and experience provided by the candidate in the application form. They will then explore this at interview with the candidate.

What happens if a conflict of interest arises after an appointment is made? This could arise for two main reasons. The first is that the member’s circumstances may change, for example, they may change jobs and in doing so, a conflict with their work on the board becomes apparent. The second is where a member is unfamiliar with the range of the work of the body, but after appointment, it becomes clear that a conflict exists where none had been envisaged during the appointment process.

In both cases, the issue should be discussed with the Chair of the board and the Chief Executive of the body concerned, in consultation with the Sponsoring Department, to decide whether or not the member can continue to carry out their role in an appropriate manner and each case is considered individually.

It may be that the conflict is such that it would be impractical for the member to continue on the board, if they would have to withdraw from a considerable amount of the body’s routine business. In such, cases, the member may be asked to stand down from the body.

You may be asked to sign a declaration of commitment to the above principles as a condition of your appointment.

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DEPARTMENT FOR INFRASTRUCTURE

Application Form

MEMBER OF THE DRAINAGE

COUNCIL NORTHERN IRELAND

COUNCILLOR APPOINTMENTS

Closing Date – 12 Noon on 13 March 2020

Official Personal Data (when completed)Page 185

Candidate No: ______

APPLICATION FORM

MEMBER OF DRAINAGE COUNCIL

COUNCILLOR APPOINTMENTS

The Application Form is in two parts. The closing date for the return of completed application forms is 12 Noon, 13 March 2020.

 Typewritten or electronic versions of the application forms are welcome and should be completed in Arial with a minimum font size of 12. Handwritten applications should be completed using black ink.

 If your application is submitted by e-mail we will require you to sign Part A when you attend interview.

 Please do not staple, tape or stick additional information to this form. CVs, letters or any other supplementary material in place of or in addition to the completed application form will not be accepted.

 We would advise you to retain a copy of your application for your own information.

 Applications will not be reviewed until after the closing date.

 We will only process the personal data you provide us for the purpose of recruiting members to the Board of the Drainage Council and in line with the Commissioner for Public Appointments NI Code of Practice. For more information, please see our Privacy Notice at www.infrastructure-ni.gov.uk/dfi -public-appointments

Please send both parts of your completed application to:

Jennifer Macrory Public Appointments Unit Department for Infrastructure Clarence Court 10-18 Adelaide Street Belfast BT2 8GB

Or by e-mail to: [email protected]

Official Personal Data (when completed) Page 186 PART A: PERSONAL INFORMATION

1. PERSONAL DETAILS

Title (Prof/Dr/Mr/Mrs/Ms/etc):

Surname:

Forename(s):

Former surname(s) (if any):

National Insurance Number:

Permanent address, including postcode :

Telephone No (including STD code):

Mobile:

E-mail address:

Address for correspondence, including postcode: (if different from above)

Telephone No of correspondence address (including STD code): (if different from above)

We will normally contact you by email; however, if you would prefer to be contacted by a different means then please indicate this here.

By Telephone By Mobile By Post

Official Personal Data (when completed) Page 187

2. OTHER INFORMATION

Have you ever been convicted of a criminal offence (other than minor motoring offences) which is not spent in accordance with the Rehabilitation of Offenders Act 1974?

Yes No

Are you the subject of any legal, criminal or statutory investigations or actions, or are any pending?

Yes No

Have you ever been adjudged bankrupt or made a composition or arrangement (such as those set out in Note 1 below) with your creditors over the past 10 years?

Yes No

Were you dismissed from any public office over the past 10 years?

Yes No

If you answered yes to any of the questions above, please provide details below.

Note 1  Individual Voluntary Arrangements (IVAs) and Fast-Track Voluntary Arrangements (FTVAs);  Bankruptcy Restrictions Orders or Undertakings (BROs/BRUs);  Debt Relief Orders (DROs); and  Debt Relief Restrictions Orders or Undertakings (DRROs/DRRUs)

Official Sensitive (when completed) 2 Page 188

3. Reasonable Adjustments

Please let us know if you require any reasonable adjustments, or arrangements to enable you to attend for interview or take up an offer of appointment. The selection panel will only be advised of any adjustments they need to know about in order to manage the interview process.

Official Sensitive (when completed) 3 Page 189 PART B: PUBLIC APPOINTMENTS

Candidate No: ______

1. PUBLIC APPOINTMENTS – please list all current public appointments, giving the name of the public body, the position held, the length of the appointment and any remuneration paid.

Public Position Dates Remuneration Body Held From To

Have you ever been a member of the Drainage Council Board?

Yes No

Position Held From To If you have previously served on this

board please indicate when and the positions held

Official Personal Data (when completed) Page 190 PART B: PUBLIC APPOINTMENTS

2. PROBITY AND CONFLICTS OF INTEREST

Before you complete this section, it is important that you read the guidance on probity and conflicts of interest contained in your information pack.

a) Are you prepared to abide by the seven principles of public life?

Yes No

b) Have you, your partner or your immediate family, any business or other interests or personal connections that might be construed as being in conflict with the appointment for which you have nominated for?

Yes No

c) Are there any other probity issues which might cause embarrassment if, in the future, they are raised in public?

Yes No

If you answered yes to questions b) and/or c) above, please provide details below

Any potential probity issues or conflicts of interest detailed above will not prevent you from being called for interview but will be explored with you at that time to establish how you would address the issue should you be successful in your application.

Official Personal Data (when completed) Page 191 PART B: PUBLIC APPOINTMENTS

3. DECLARATION

I have read and understood the information provided in the Candidate Information Booklet. I declare that I am available to meet the time commitment required for this role.

I have read the ‘Probity and Conflicts of Interest: Guidance for Candidates’ information leaflet and I understand that, if appointed, I must raise with the Departmental Permanent Secretary and the Chief Executive of the public body, any probity or conflict of interest issues that might arise during my term of appointment and that my failure to do so could lead to my appointment being terminated.

I undertake to inform DfI Public Appointments Unit in writing of any change in my circumstances which may occur between the date of my application and any possible date of appointment.

I have read the information pack and understand my responsibilities in relation to statutory disqualifications and public appointments. I declare that the information I have given in support of my application is true and accurate to the best of my knowledge and belief and is a reflection of my own individual experience, personal achievements and undertakings and all statements contained therein relate to me personally. I understand that if I am found to have suppressed any material fact or to have given false answers I will be liable to disqualification or, if appointed, to dismissal.

I understand and accept that the information I have provided will be processed by the Department for Infrastructure, in accordance with its Data Protection Registration, for the purposes of making these public appointments; and that this may involve disclosing information to other Government Departments, the Commissioner for Public Appointments for Northern Ireland, or anonymously in response to Assembly Questions and other enquiries.

I also understand and accept that, if appointed, my name will be published in the Public Appointments Annual Report. Also that some of the information I have provided will be included in a press release announcing my appointment and therefore placed in the public domain.

Signed: ______Date: ______

Official Personal Data (when completed) Page 192

EQUAL OPPORTUNITIES MONITORING

The Northern Ireland Civil Service (NICS) is committed to ensuring that all eligible persons have equal opportunity for public appointments on the basis of their ability and aptitude for the role. Monitoring is carried out to help us ensure that our processes and procedures promote equality of opportunity as far as possible and therefore your help in completing and returning this monitoring form would be appreciated. Please note the information you provide in this monitoring form will be held separately from any identifying information. The information will be used for statistical purposes only and analysed independently by staff in the Northern Ireland Statistics and Research Agency (NISRA) in the strictest confidence. Thank you for your cooperation.

National Insurance number Please enter your National Insurance Number below:

Gender Please tick one box:

Male Female

Age Please give your date of birth:

Day Month Year

Community Background Please indicate your community background by ticking the appropriate box below:

I have a Roman Catholic community background I have a Protestant community background I have neither a Protestant or Roman Catholic community background

Disability The Disability and Discrimination Act (DDA) defines a disability as a “physical or mental impairment which has substantial and long-term adverse effect on a person’s ability to carry out normal day to day activities”.

Do you consider yourself to have a disability (Please tick one box below) Yes No

EM April 1st 2017 Page 193

What is your ethnic group?

White Chinese Irish Traveller Indian Pakistani Bangladeshi Black Caribbean Black African Black Other

Are you a member of a Mixed Ethnic Group? Yes No

If you are of other ethnic origin, please specify

Language Is English your first language? (Please tick one box below): Yes No

Sexual Orientation Please consider the statement below and tick one box: My sexual orientation is towards someone: Of the same sex (this covers gay men and lesbians) Of a different sex (this covers heterosexual men and women) Of the same sex and of the opposite sex (this covers bisexual men and women)

Marital status Please indicate your marital status by ticking one box below: Single, that is never married or in a civil partnership Married Separated, but still legally married Dep Divorced end Widowed ant In a civil partnership s Separated, but still legally in a civil partnership Do Formerly in a civil partnership which is now legally dissolved you Surviving partner from a civil partnership hav e personal responsibility for the care of a child, or children, a person with a disability or a dependent older person? Yes No

EM April 1st 2017 Page 194

ADDITIONAL INFORMATION

Which sector would you consider best reflects your employment history over the course of your career? Private Sector Civil Service Other Public Sector Voluntary Sector

Other, Please Specify:

What is your highest level of educational attainment? No Qualifications GCSE/ O-level or equivalent A-level or equivalent Degree or higher

EM April 1st 2017 Page 195 This page is intentionally left blank Page 197 Introduction Contents

The purpose of this Guide is to raise awareness Public Appointments explained: of the public appointment opportunities that What is a Public Body? 04 exist in Northern Ireland. What is a Public Appointment? 05 The Role of the Board of a Public Body 06 Being a Board Member 06 Public appointments cover many aspects The Government believes that it is essential Being a Board Chairperson 07 of our daily lives, from the arts to agriculture, that people from a wide range of Diversity 07 from education to the environment, from backgrounds apply and take up public planning to public safety and from transport appointments so that the boards of public Guaranteed Interview Scheme 08 to tribunals. If you decide to take up a public bodies reflect the rich diversity of our society Time off for Public Duties 08 appointment you will become involved in and better understand the needs of the Remuneration 09 making decisions that help develop, shape or communities they serve. deliver government policy and public services. Double Paying 09 Appointments are made on merit and Standards of Behaviour 10 Page 198 Page This Guide has been designed to provide much applications are welcome from all sections Conflicts of Interest 11 of the information needed to understand of society particularly those sectors which Personal Liability 11 what it means to be a member of the board are currently under represented on our public of a public body. It also seeks to explain the bodies, including women, people with a Case Studies 12 - 13 type of bodies currently in existence and how disability, people from an ethnic minority the process of appointing people to these background and those under the age of 30. The appointments process: bodies works in practice. How Appointments are made 14 - 15

The Executive is committed to increasing Independent Advice 16 diversity within our public appointments, Criteria for Appointment 16 subject to the principle of appointment Sift 16 on merit. Ministers have set challenging timescale targets for achieving gender Shortlisting 17 equality in public appointments as part Other Eligibility Factors 17 of a package of measures to broaden Completing the Application Form 18 - 20 involvement of under-represented groups Monitoring 21 in public life. The Interview 22 - 23 Ministerial Choice 24 Feedback 24 The Commissioner for Public Appointments for Northern Ireland 25 Further information 26 It’s not who you know, it’s what you can do. NI Direct 26 04 05

Section 1 Public Appointments Explained

What is a Public Body? What is a Public Appointment?

Public bodies in Northern Ireland cover everything from arts to A public appointment is generally an The executive directors are drawn from the sport and consumer interests to more specialised areas such appointment, made by a government body itself, for example, the Chief Executive Minister, to the Board of a public body. or the Finance Director. as historic buildings and monuments. Joining as either a member or a chair, is an opportunity for individuals and communities The non-executive directors, including These bodies are organisations set up to Advisory NDPBs provide independent and to partner with organisations, enhancing our Chairpersons, are drawn from society and provide advice or carry out functions on expert advice to Ministers and Departments public services for everyone. are classed as public appointments. behalf of Government. on specific issues or services, sometimes in Executive and non-executive directors are technical or specialist areas. The Historic A public appointment allows individuals from full and equal members of the Board.

Page 199 Page To preserve their independence public Monuments Council and the Charities different backgrounds to play a part in bodies operate separately or what is Advisory Committee are examples of directing and managing the services that The majority of appointments are filled by commonly referred to as ‘at arms length’ Advisory NDPBs. government provides. members of the general public. from Central Government. However a small number are held by Tribunal NDPBs have jurisdiction to operate Public appointees bring independence, people who have been nominated by Ministers are ultimately responsible for the in a specialised field of the law but do so balance and a fresh, external perspective organisations such as local councils, trade activities of the public bodies sponsored by independently of Government. The Fair to the work of the Board and, where unions or the main churches. their Departments. Employment Tribunal and the Planning and appropriate, bring specific skills, knowledge Water Appeals Commissions are examples or expertise to bear. Most positions are part time and whilst Public bodies are also sometimes known of Tribunal NDPBs. some are paid, many are not, although you as QUANGOS - Quasi Autonomous Non As a public appointee you will take part in may be able to claim travel and other Government Organisations. The term ‘public body’ also covers public discussions, review paperwork, work with relevant expenses (for example childcare). corporations and health and social care partner organisations and oversee the A public appointment usually lasts between The most common type of public body are bodies/agencies. preparation, approval and implementation one and five years and may be renewed for Non Departmental Public Bodies (NDPBs) of corporate plans. a second term (up to a maximum period of of which there are three main types. Public Corporations are publicly owned and 10 years). controlled but have substantial freedom to Public bodies are, in the main, managed by a Executive NDPBs generally operate under a conduct their own affairs e.g. Northern Board or Management Committee made up Current public appointment opportunities specific piece of legislation, employ their Ireland Transport Holding Company. of a number of executive and independent can be found on NI Direct. own staff and manage their own budgets. non-executive directors. They carry out a service or function on behalf Health and Social Care Bodies/Agencies of Government. Tourism Northern Ireland administer and deliver health and personal and the Northern Ireland Housing Executive social services to the public e.g. Patient and are examples of Executive NDPBs. Client Council. 06 07

The Role of the Board of a Public Body Being a Board Chairperson

The role of the Board of a public body is • to oversee development of strategies, Being the Chairperson of a Board is a A Chairperson would likely be involved to provide leadership, vision, continuity of plans and policies; challenging and exciting opportunity. in building constructive and effective purpose and accountability to the general The Chairperson will be expected to relationships at a strategic level public. Many public bodies are set up by • to ensure effective financial control; provide clear and strategic leadership and liaising with both external and legislation, which sets out the powers and to the Board, often acting as the internal stakeholders. duties of the body concerned. • to monitor how the organisation is Ambassador for the organisation. performing; and In addition to these responsibilities the main tasks of any Board are: • to promote the organisation’s role in the community it serves. • to set the organisation’s aims and Diversity objectives;

The Executive is committed to a policy of A traditional career path is not a prerequisite attaining greater diversity in public to taking up a public appointment. With such appointments. Ministers have set a wide variety of public appointment Being a Board Member challenging timescale targets for achieving opportunities, there is no single type of ‘right

Page 200 Page gender equality in public appointments as person’ – on the contrary, as diverse a range part of a package of measures to broaden of individuals as possible are required to A board member’s role will vary depending • contribute to board discussions and involvement of under-represented groups provide the full spectrum of views, skills and on the nature of the public body to which he decision making and share responsibility in public life. experience which Boards require. Indeed it is or she has been appointed and the capacity for those decisions; a diverse range of viewpoints and life in which they have been appointed. Every public appointee brings their own experiences which help to make Boards • when required, represent the board at personal qualities, skills and experience operate effectively. As a general rule board members are events; and to the board. These may have been gained expected to: through current or previous employment, Appointments are made on merit and • abide at all times by the Principles of involvement in community or voluntary applications are welcome from all sections • set the strategic direction of the public Public Life activities, leisure activities, activities of society particularly those sectors which body and provide stewardship of all public undertaken at school or college, in their are currently under represented on our public resources entrusted to it; The relevant body will provide induction personal life or simply as a service user bodies, including women, people with a which is appropriate for the particular or consumer. disability, people from an ethnic minority • attend board meetings regularly and be appointment. Members are further background and those under the age of 30. well prepared by reading relevant papers supported with additional development in advance; needs or training as necessary.

• attend subcommittee meetings in areas such as audit and finance;

• attend training events and keep up to date with issues relevant to the work of the organisation; 08 09

Guaranteed Interview Scheme Remuneration

Some departments operate the Guaranteed has, or has had in the past, a physical Public bodies differ in terms of size, The three most common forms of Interview Scheme (GIS). The aim of the GIS or mental impairment which has had a structure, responsibilities and profile. remuneration are an annual fee (or is to provide applicants with a disability, who substantial adverse long term effect on Most public appointments are part time honorarium), daily rate and attendance demonstrate that they meet the criteria for their ability to carry out normal day to and whilst some are paid, many are not, fee/allowance. the post, a guaranteed invitation to interview. day activities. although you may be able to claim other expenses such as travel. To be eligible for the GIS you must be Full details will be provided in considered as disabled under the Disability application packs. Discrimination Act 1995 which defines a person with a disability as someone who Double Paying

Applicants who already work in the public public sector may not be entitled to claim Time off for Public Duties sector need to be aware that there is a remuneration for a public appointment if the general guiding principle that an individual duties are undertaken during a period of should not be paid twice from the public time for which they are already paid by the The time commitment required varies from If you qualify, you are allowed reasonable Page 201 Page purse for the same period of time. As a public sector. appointment to appointment. Between one time off to go to meetings or to carry out result applicants who already work in the and two days a month (including perhaps your duties. Your employer doesn’t have to some evening meetings and public events) pay you while you take time off for public would not be unusual although some duties, although many do. appointments may require a greater or lesser commitment. More information can be found at www.nidirect.gov.uk/index/information-and­ You have the right to time off for certain services/employment/employment-terms­ public duties and services. Your rights vary and-conditions/time-off-and-holidays/time­ depending on what you do and what the off-for-public-duties.htm or by contacting: duty or service is. The Department for Economy Under the law, you are allowed time off for Employment Relations Policy and Legislation public duties if you are an ‘employee’ and Branch one of the following: Adelaide House 39-49 Adelaide Street • a justice of the peace Belfast BT2 8FD • a member of a local authority, police authority or district policing partnership, local education authority, educational governing body, health authority or primary care trust

• a member of any statutory tribunal or of the boards of prison visitors 10 11

Standards of Behaviour Conflicts of Interest

Ministers expect that the conduct of those Accountability Any interests that a potential board • access to privileged information or trade they appoint to serve on the boards of public member might have which may be relevant secrets that could give an unfair personal bodies will be above reproach. Holders of public office are accountable to to the work of the public body concerned advantage to people with allied business the public for their decisions and actions must be declared when applying for a interests; Like others who serve the public, public and must submit themselves to the scrutiny public appointment. appointees are expected to uphold the necessary to ensure this; • the perception that an appointment is seven principles of public life set by the Conflicts of interest are not always a barrier a reward for past contributions or Committee on Standards in Public Life, Openness to appointment, however you should expect favours; or the seven principles are: that any real, perceived or potential conflicts Holders of public office should act and take will be explored by the selection panel • membership of some societies or Selflessness decisions in an open and transparent to ensure that there is full confidence in organisations. manner. Information should not be withheld both your position on the board and the Holders of public office should act solely from the public unless there are clear and board itself. No board member should use, or give the in terms of the public interest; lawful reasons for so doing; appearance of using, their position on a A conflict of interest could arise in a public body to further their own interests Integrity Honesty number of ways, including: or those of others.

Page 202 Page Holders of public office must avoid placing Holders of public office should be truthful; • financial or other interests relevant to themselves under any obligation to people or and the work of the public body; organisations that might try inappropriately to influence them in their work. They should Leadership • relationships with other people or not act or take decisions in order to gain organisations that could lead to divided financial or other material benefits for Holders of public office should exhibit these loyalties, real or perceived; themselves, their family, or their friends. principles in their own behaviour. They They must declare and resolve any interests should actively promote and robustly support and relationships; the principles and be willing to challenge poor behaviour wherever it occurs. Objectivity Personal Liability

Holders of public office must act and take decisions impartially, fairly and on merit, Board members have some liability for the of carrying out his or her responsibilities as using the best evidence and without decisions taken by the board and for their a board member. However, this indemnity discrimination or bias; conduct and actions as board members. does not protect a board member who acts recklessly or in bad faith. Any board member who acts honestly and in good faith will not have to meet any personal civil liability that may be incurred as a result 12 13

Sharon O’Connor Case Studies Chairperson of the Education Authority

Sharon O’Connor was appointed as As Chairperson of the Education Authority, Chairperson of the Education Authority in Sharon’s job is to provide leadership to the There are examples of people from all walks April 2015. Throughout her life Sharon has Board ensuring that it manages governance, of life already involved in public appointments. been involved in voluntary work, motivated risk and finance and oversees the work of by trying to make a positive contribution the Executive team. The Board also set the Nisha Tandon is a Board Member of the Arts where she can. She started out as a young Strategic direction for the Authority taking Council and Sharon O’Connor is Chairperson mother getting involved in a committee direction from the Minister and his officials concerned with play and education matters to progress the education agenda. of the Education Authority. in her local community. Sharon believes her career has been Sharon originally applied for a public enhanced as a result of taking on public appointment as part of her own continuous appointments. She encourages those Nisha Tandon professional development. Responsible considering applying “If you are interested in for the cultural economic development of making a contribution to civic society I urge Board Member of the Arts Council Down District, she was keen to keep abreast you to apply, ask for help from someone who of developments in the arts, heritage, has come through the public appointments

Page 203 Page Nisha Tandon has been a Board Member of Nisha believes strongly in the importance of cultural and tourism sectors and so applied process and get involved. the Arts Council since 2012. She is the increasing involvement in the arts by all for and was appointed to the Board of Executive Director of ArtsEkta - one of the those in Northern Ireland from ethnic the Arts Council. A rich mix of people and talents makes for few organisations on the island of Ireland communities, recognising the contribution a good board so if you want to contribute proofing ethnic arts, culture and heritage. they can make to the cultural diversity and Sharon quickly realised that her role as and are open to new experiences why not She founded the organisation in 2006. richness of the entire community. a member of the Arts Council was more make an application?”. She has also been involved with a range of about contributing to the strategic other arts-related groups, for example being She sees the Arts Council as having a development and governance of the a Director of Cahoots Theatre Company and particular role to play and enjoys the organisation rather than the issues she was being involved in Belfast City Council’s opportunity being on the Board gives her to originally interested in. As a result of this Festival Forum Strategy group and recently be part of that work. She sees the insight Sharon went on to undertake a range selected as a member of a UK/Ireland engagement with established ethnic of further professional development to Advisory Panel for Voluntary Arts Ireland. communities and with new residents as enhance her skills as a Non Executive something for all arts organisations, not just Director and also undertook a Diploma She played an important part in the for those with a focus on this area, and sees in Director Development provided by the development of the Indian Community Centre. the Intercultural Arts Strategy as a key part Institute of Directors achieving Chartered Nisha is a graduate of the National School of of this engagement. Nisha welcomes the Director status. Drama in New Delhi and is a trained Indian breadth of vision and involvement that being classical dancer. on the Board gives her and her colleagues. 14 15

Section 2 The Appointment Process

Openness, Transparency and Independence

How Appointments are made The practices employed by Departments at every stage in an appointment round must be open, transparent and consistent The aim of the public appointments process is to appoint with the recognised principles of open candidates capable of carrying out the role, selected on merit, government. All public appointment competitions must include a demonstrable using fair, open, transparent and appropriate procedures. element of independent participation in the assessment of applicants. The Commissioner for Public Appointments The opportunity to appoint the best people for Northern Ireland regulates Ministerial is greatly increased when every potential Integrity appointments to most public bodies and applicant is attracted and encouraged to publishes a Code of Practice (available apply and when individual differences are Public appointees must be people who

Page 204 Page online at www.publicappointmentsni.org), truly valued. understand, apply and are committed to the which provides Departments with guidance principle of integrity and will perform their on the process to be followed when making Departments should ensure, as far as duties with moral rigour and honesty without public appointments. possible, that Boards are balanced in personal or corporate gain. terms of skills and experience, and that The Code of Practice is underpinned by opportunities to apply for positions on Proportionality seven principles that govern how public Boards are open to the communities appointments should be made. The seven they serve. Whilst the Commissioner’s code must be principles are: followed for every appointment, the Equality procedures applied at each stage of an Merit appointment should be proportionate to the Departments must ensure equality of size and purpose of the public body and to All public appointments will be made on the opportunity and equal treatment of all the posts to be filled. The proportionality basis of merit. Only those individuals judged applicants at every stage of the appointment principle must not be used to circumvent to best meet the requirements of the post process, including adherence to anti­ proper procedures or avoid good practice. will be recommended to Ministers for discrimination law. It is for Ministers and appointment to public bodies. their Departments to ensure that Respect they are fully versed in these matters. Diversity Throughout the public appointment process, candidates should be treated with respect; The make-up of the Boards of Northern this applies from the first contact with the Ireland public bodies do not adequately Department through to completion of the reflect the make-up of the population. appointment process.

16 17

Independent Advice Shortlisting

The Commissioner’s fourth principle Independent Assessors are external If, following the initial sift, the number of Any candidates who do not demonstrate that includes independence, which in practice experts who play a full and active part candidates eligible to progress to the next they meet the short listing criteria will not means the use of an Independent of the appointments process. stage is considerably greater than the proceed beyond this stage of the process. Assessor on the selection panel. number of vacancies and a Department feels there are too many people to call for Those candidates who pass both the sift The role of the Independent Assessor is to interview, a shortlist may be drawn up. and short listing will be called for interview. assist Ministers and their Departments to make effective public appointments by When a shortlist is required, the application providing an assurance that appointments forms of the candidates who passed have been made on merit. the sift will also be assessed against any short listing criteria set out in the information pack.

Criteria for Appointment Other Eligibility Factors When a public appointment competition is The selection criteria describe the

Page 205 Page being held, an information pack will be competences required, i.e. what an available for all those considering applying. appointee must be able to do in order Issues such as immigration control, only be applied where a Department The pack will contain details of the to be effective in the role being filled. nationality, a criminal history record check deems them relevant or necessary. appointment including the criteria required to and proof of identity are not mandatory for Full details will be provided within perform the role and details of how to apply. The application form is an essential part every public appointment process and will the particular application pack. of the process and is designed to allow For those competitions that use an online applicants to use specific examples of application form, hard copies and alternative past behaviour to show how they meet formats are available upon request. the criteria for appointment.

Selection criteria may vary from appointment to appointment depending on the position being filled.

The Sift

An initial sift of all submitted application These individuals will be called for interview. forms will be carried out to identify all those applicants who (i) are eligible, i.e. not Any applicants who are not eligible or do not disqualified because they work for the public demonstrate that they meet the selection body or have already served two terms on criteria will not proceed beyond this stage of the board, and (ii) who have demonstrated the process. that they meet the selection criteria set out in the information pack. 18 19

Completing the Application Form • examples can be drawn from any aspect Teamwork is a criterion often found in many of your experience be it education, work, public appointments. It may be expressed as leisure, community or voluntary activity etc; ‘making an impact with others’ or ‘working Application forms are the preferred application method as part of a team’. Many public because they offer the best opportunity for ensuring the • do not assume that the reader has any appointments involve some element of consistent assessment of candidates. prior knowledge of the subject; teamwork although the type and size of the team may vary from board to board. • use simple and easy to understand A Curriculum Vitae (CV) may not always Many people are not used to writing about language, avoid jargon; and What the criterion is seeking however, provide evidence of how a candidate meets themselves or describing what they have is evidence of how you operate in a team the specific criteria for appointment. achieved. Remember to follow any • make sure if completing a hard copy form, environment. This could be based on a team Applicants need to be assessed on a ‘like instructions carefully and bear in mind the that your completed application form is you have previously been in or are currently for like’ basis and only applications following points when completing the legible and that for both electronic and in, it could be a work team or it could be a completed in a similar format will make application form: hard copy applications you keep a copy. team from a community, voluntary or this possible. For this reason CVs are sporting capacity. seldom asked for or accepted. • review the selection criteria before The key is to give the reader specific completing the form; information about how well you meet the You should describe the type of team it is The application form will ask you to provide criteria for appointment. Think about your and its purpose [situation], what it does and certain personal information about yourself • provide at least one example for each of knowledge, skills, experience and personal who else is involved [task], your individual and to provide evidence showing how you the criteria (more if requested); attributes and make sure you take full contribution to the team [action] and how Page 206 Page meet the criteria for appointment. You may advantage of the space available to provide your contribution assisted the team to also be asked to supply the names of at • the same example (provided it is relevant) practical evidence that best demonstrates meet its aims [result]. least two individuals who would be willing to can be used to demonstrate how you how you meet the selection criteria. provide a reference on your behalf. meet two or more selection criteria; The following examples demonstrate two The following model may help you to possible approaches to this criterion. It is recommended that you spend time to • never combine any of the selection criteria structure your examples and express them Example A is incomplete and provides little research and understand the functions of or address a criterion by referring the reader in a logical manner: substantive evidence of the applicant’s the organisation to which you are applying. to other parts of the application form; ability to work as part of a team. Example B Think about how your experience can Situation: Briefly outline the situation. is a more complete answer and provides contribute to the public board’s needs. • there may be several aspects to a direct evidence of how the applicant has criterion so ensure you provide evidence Task: What was your objective? made an impact in a team environment. If you are not from a public sector that shows how you meet all of it; What were you trying to achieve? background take time to understand the governance environment of a public body. • use actual examples that show how Action: What did you actually do? It may be useful to look at the Programme you meet the criteria, describe what you What was your unique for Government (www.northernireland.gov. personally did and the impact it had. Think contribution? uk/topics/work-executive/programme­ in terms of outcomes and achievements; government), Managing Public Money (www. Result: What happened? finance-ni.gov.uk/articles/managing-public­ • avoid personal attitudes and opinions or What was the outcome? money-ni-mpmni) or the sponsor saying how you would do something; What did you learn? Department’s corporate plan. 20 21

Example A Monitoring

Making an Impact with Others — describe As this was my first experience of chairing a team of which you are or have been a the meeting, before it began I explained to In the public interest and to ensure that The information gathered through the equal member, and the contribution you have the rest of the Board of Governors what had equal opportunity measures are effective, opportunities monitoring form is for made to the success of that team. happened and checked that they were happy Government Departments in Northern statistical purposes only and forms no part for me to carry on and chair the meeting. Ireland monitor equality data such as gender, of the selection process. It does not form “I have been a school Governor for the I did this because some on the Board had age, ethnic origin, community background, part of the sift and is not shared with the last two years and I also sit on several been school governors longer than me and I and any disability of all applicants for public interview panel at any point. subcommittees. On a personal level I am felt that, in order for the meeting to go appointments. committed to collective decision-making smoothly, it was important that everyone Once the successful candidate has been and responsibility. present was in agreement with what was This information is gathered, maintained selected, he/she will be asked to complete being proposed. and processed for public appointment a political activity form. The political activity I believe that effective working relationships purposes only and strictly in accordance relates to information already in the public with those around you are very important I acted as Chair for the duration of the with the Data Protection Act. Monitoring domain and does not ask for private and that it is vital that decisions are made meeting and did my best to encourage information is published anonymously information such as voting preference. as a group. I have no difficulties in working everyone present to contribute to the each year in the Public Bodies and Public The information provided will be included in with others. board’s discussions. Appointments Annual Report. the press release regarding the appointment.

I have excellent interpersonal skills I worked my way down through the agenda

Page 207 Page and believe I am more than competent and made sure that each item was in negotiating, influencing and building discussed in turn. I checked that whenever consensus”. any decisions were taken that agreement had been reached on the basis of a Example B consensus around the table. I also ensured that any decisions we made were fully Making an Impact with Others – describe recorded in the minutes of the meeting. a team of which you are or have been a [Action] member, and the contribution you have made to the success of that team. At the end of the Board meeting all agenda items had been discussed and a course of “I have been a member of the Board of action agreed for each of them. A number of Governors of my local school for the last two issues had been put on the agenda for the years and as well as being an ordinary Board meeting because they needed to be decided Member, I also sit on the Finance and these were resolved satisfactorily thus Subcommittee. helping the school to run more smoothly [Result]”. In my role as a school governor I work as part of a team (7 people) during our Board The use of the words situation, task, action meetings. As a school governor I have been and result in the example are for illustrative directly involved in negotiating, influencing purposes only. Your completed application others and building a consensus during form must be submitted by the specified Board meetings and in making decisions closing date and from the forms received the collectively as a group. [Situation] Department will decide who will go forward Recently the Chairperson on the Board rang to the next stage of the process. me before a meeting to say he wouldn’t be able to attend and asked if I would stand in for him and chair the meeting. [Task] 22 23

The Interview

As a general rule no one should be appointed to the An interview panel can only speculate Board of a public body solely on the basis of the written about how you would actually perform as a board member. The best way to convince evidence contained in their application form. them that you could do well is to offer evidence of past behaviour.

Criteria based interviewing is currently the You can prepare for the interview by: If it appears from information on your most common method of conducting application form that there might be a appointment interviews. It is a means of • reading and thoroughly understanding the conflict of interest or that one might arise in identifying candidates who have the ability to selection criteria; the future, the interview panel will explore perform the role of board member. this with you to establish if it would prohibit • reminding yourself of the examples you you from holding the appointment. Candidates are required to provide evidence used in your application form and being in the form of examples of past behaviour prepared to expand on these at the Interview panels should also ensure that that demonstrate their ability. It doesn’t interview; candidates demonstrate they have an simply focus on what you may have done understanding of and are committed to the but also how you did it. • rehearsing how you might relate your seven principles of public life. experiences to the interview panel Page 208 Page Criteria based interviewing tests candidates emphasising your own role and At the end of the interview you may have against the specific selection criteria for a contribution; and an opportunity to add anything you feel may particular appointment. The application form be relevant. If you think you can improve on gives you an opportunity to provide examples • not assuming that your qualities and your previous answers or give additional relevant to the specific selection criteria, experience will speak for themselves. relevant information do so at this point, these in turn provide the interview panel with but remember the panel will be working to a information and evidence about you and During the interview: timetable so keep additional information as gives a starting point for questions designed to concise as possible. obtain a deeper understanding of your abilities. • listen carefully to the questions, if you don’t understand a question ask for An interview panel should consist of at least clarification; three members, at least one of who should be an Independent Assessor. • answer with good clear examples that provide evidence of your ability and which Don’t underestimate the importance of the relate to the criteria the panel is looking interview; it is a crucial part of the for; and appointments process and thorough preparation is essential. • don’t sell yourself short, be positive and show enthusiasm. 24 25

Ministerial Choice The Commissioner for Public Appointments for Northern Ireland

After the interview process is complete the Once an appointee has confirmed The Commissioner for Public Appointments The Commissioner is required to publish panel will draw up a list of candidates that acceptance of the appointment the for Northern Ireland (CPA NI) regulates, an Annual Report, available online at they consider have the ability to perform Department is required to publicise it and monitors and reports on Ministerial www.publicappointmentsni.org or from the role effectively. The recommendations usually does so by issuing a press release. appointments to most public bodies in the Commissioner’s Office: the panel makes will inform the Minister’s Northern Ireland. ultimate decision on who should be In line with the Commissioner for Public The Commissioner for appointed. The successful candidate or Appointments’ Code of Practice, the press The Commissioner is required to prescribe Public Appointments for candidates (if there is more than one release will include information on the and publish a Code of Practice and to audit Northern Ireland appointment) will, in due course, receive person being appointed, the length of the Departmental appointment processes to Dundonald House a letter of appointment. appointment and whether it is paid or establish whether the Code of Practice is Annexe B unpaid, details of any other public being observed. Stormont Estate A Minister may also create a reserve list, appointments the person holds and any Upper Newtownards Road operative for one year from the date of the declared political activity. The Commissioner also investigates Belfast Minister’s decision. This can be used to complaints about the handling of BT4 3SB fill any further vacancies in the particular appointment processes. Complaints Board that may arise during the lifetime should, in the first instance, be referred to Telephone: of the competition. the Department making the appointment. 028 9052 4820

Page 209 Page If a complainant is dissatisfied by the E-mail: Department’s response, they may then [email protected] ask the Commissioner to investigate Feedback the matter. However, the Commissioner does not investigate how a body is run or the actions of its members. Everyone who applies for a public Unsuccessful candidates may wish to appointment will be kept informed by either contact the Department or HRConnect One of the requirements of the the Department or HRConnect (on behalf and ask for feedback on their performance. Commissioner’s Code of Practice is that of the Department) of the progress and Details on this will be found in the the ‘CPA NI Regulated’ logo (see below) ultimate outcome of his or her application Information Pack. must appear on all publicity material for in a timely manner. competitions to appoint members to the boards of public bodies that fall within the Commissioner’s remit. 26

Further Information

A Report on Public Bodies and Public CAU maintains a mailing list for those who Appointments in Northern Ireland is wish to receive a copy of the biannual produced annually. The Annual Report sets All Aboard. If you would like your name to be out in detail the number of applications added to the CAU mailing list please received and the number of appointments contact: made by the nine Government Departments. Appointments made by the Northern Ireland Central Appointments Unit Office (a UK Government Department) are Room A5.09 not included in the Annual Report. Castle Buildings Stormont The Central Appointments Unit (CAU) in the Belfast BT4 3SR Executive Office has central policy responsibility for public appointments in Telephone: Northern Ireland. 028 9052 3495

CAU publishes a six-monthly list of E-mail: forthcoming public appointment vacancies [email protected]

Page 210 Page called ‘All Aboard’. This list is compiled using information provided by the sponsoring Both the Annual Report on Public Departments and includes telephone Appointments and All Aboard are available numbers for departmental contacts who can at www.executiveoffice-ni.gov.uk/articles/ deal with queries about specific appointments. public-appointments

nidirect

All public appointment vacancies across government are advertised on the nidirect website at www.nidirect.gov.uk/public­ appointments.htm

This guide can be made available in alternative formats upon request. Page 211 This page is intentionally left blank Agenda Item 14 Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Code of Practice on Arranging Accessible Meetings and Events Author: Policy Officer (Equality)

1 Purpose of Report/Recommendations

1.1 To present for Members' consideration and approval Derry City and Strabane District Council's Code of Practice on Arranging Accessible Meetings and Events. (Appendix 1)

2 Background

2.1 As a service provider Council have a legal duty to consider access for people with a disability. Under the Disability Discrimination Act Council are obliged to:

 Anticipate that people with a disability will want to use Council services and Council should plan to make changes so that they are able to do so.  Respond to requests for reasonable adjustments  Not let people with a disability experience less favourable treatment.

2.2 Council officers are responsible for organising meetings, training sessions, conferences and other events in the course of delivering council business. In doing this they must ensure that they are accessible and inclusive to everyone attending. The accessible market is much wider that people with a disability, it also benefits:

 Families with young children  Older People  People with temporary physical impairments (e.g. those who are using crutches)

2.3 People often consider accessibility to be just about physical elements such as ramps and doors, and whilst this is important it's also about engagement, attitudes and communication.

2.4 This guide gives guidance on how to make Council events as accessible as possible. This supports Council’s commitments contained within its Equality Scheme 2020- 2023 and its Disability Action Plan 2020-2023.

V1.3 Effective 21 May 2019 Page 213 3 Key Issues

3.1 The code of practice was developed in March 2018 with awareness sessions being rolled out to Council’s Events team and Guildhall staff by Policy Officer (Equality) during the 2018-19 year. This policy was implemented on trial basis to ensure robustness and inclusivity

3.2 The policy provides guidance in the following areas:-  Planning  Indoor and Outdoor Events  Promotion of Events  The Team

3.2 Planning

The key message when planning an accessible meeting or event is to get people with a disability involved. They will be invaluable when assessing venue suitability and set up thus putting reasonable adjustments in place at the earliest possible point during the planning period.

The policy contains a good practice guide which highlights some of the issues officers could look out for when they visit a venue to carry out an access audit.

3.3 Indoor and Outdoor Events

Indoor events require consideration regarding the accessibility of toilets, lifts, refreshment areas and other venues being used during the event, and their proximity to the meeting or function rooms being used for the event.

Outdoor events require different issues to be considered such as signage, suitable drop off/pick up points, setting up of dedicated viewing areas for people with a disability and pre-event information about subjects such as carnival/parade route.

3.4 Promotion of Event

This element looks at highlighting the accessibility arrangements to encourage potential participants with a disability to register for an event.

The Policy has highlighted the following ideas to enhance communications about access to the event:

V1.3 Effective 21 May 2019 Page 214 • If the event has a website, consider including a dedicated ‘Accessibility’ section in which details are given about accessibility at the event. This is a straightforward and effective way to reach a wide audience.

• Making accessibility information a clear feature of the website and other promotional material is likely to be a useful marketing tool to help widen the potential audience. This approach is supported by Council’s Code of Practice on Producing Information which is included as an appendix 2 to this document

3.5 The Team

Everybody in the team including venue staff, performers, exhibitors, conference chairpersons, booking staff, suppliers and speakers can contribute to making Council’s event more accessible for people with a disability.

Council’s own team will know that making Council’s event accessible is a priority and they can help Council put in place all the changes required. Council officers must take responsibility to be well prepared to meet the needs of people with a disability, to be able to deal with any problems and to make further changes on the day as the need arises.

Training for Council’s staff is essential, such as:-

 Disability awareness training

 Training on operating auxiliary aids such as evacuation chairs and loop systems.

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 With the implementation of this Policy on Arranging Accessible Meetings and Events, Council has put in place a process to ensure equality of opportunity in accessing all its meetings, conferences and events for all.

4.2 It is not envisaged that there will be any significant ongoing implementation issues in regard to staff. In the short term, resources will be required to make staff aware of the requirements contained within the Policy on Producing Information. It is considered however that awareness training requirements can be met within existing resources.

V1.3 Effective 21 May 2019 Page 215 4.3 Whilst the provision of some reasonable adjustments may have an additional financial cost these should not be considered as a barrier to promoting inclusivity of Council events.

4.4 This policy has been screened out for Equality Impact Assessment/Rural Need Assessment. The screening questionnaire is available from the policy team in Democratic Services and Improvement Unit.

5 Recommendations

5.1 Members approve the draft of Derry City and Strabane District Council's Code of Arranging Accessible Meetings and Events.

Background Papers

Appendix 1 – Code of Practice on Arranging Accessible Meetings and Events

Appendix 2 – Code of Practice on Producing Information (Min Ref: GSP 131/17 & C251/17)

V1.3 Effective 21 May 2019 Page 216

Code of Practice for Organising Accessible Meetings and Events

1 Page 217 Introduction

Derry City and Strabane District Council are committed to respecting the rights and improving equality of opportunity for all people within the Council area to participate fully in community life.

These commitments are reflected within Council‟s Equality Scheme (2017-2019), Disability Action Plan (2017-2019) and Derry City and Strabane District Council‟s Inclusive Strategic Growth Plan 2017-2032 “Making It Happen”.

Council‟s also meet its legislative duties under the Disability Discrimination Act 1995 (DDA) requires that people with a disability should not be disadvantaged in accessing information or services. The Act requires service providers should anticipate potential barriers and make reasonable adjustments to eliminate them.

According to the Census 2011 there is over 97,000 people in the Council area with a long term limiting condition. These conditions are broken down as follows: -

2 Page 218 As a Council we have a duty to ensure that all meetings, conferences, festivals and events are accessible to all who wish to participate and contribute to the work of Council. The duty to make adjustments has given people with a disability equal rights to attend, to participate in and to enjoy these and their needs must be taken into account at the organisation stage.

This Guide is designed to help. It is based on the good practice recommendations from disability organisations

3 Page 219 Contents

Section 1 Why should Council think about access? …………………….. 5

Section 2 What the Law says ………………………………………………………. 6

Section 3 Planning ………………………………………………………………………. 13

Section 4 The venue ….…………………………………………….…………………. 14

Section 5 Festivals and Outdoor Events …………………….………………… 19

Section 6 Transport ……………………………………………………………………. 22

Section 7 Promoting Council‟s event. …………………………………..……… 26

Section 8 Tickets, booking and reservations ………………………………. 28

Section 9 Making information accessible. …………………………….……… 31

Section10 The Team …………………………………….……………………………… 33

Section 11 Sound, Lighting and Technology ………………………………… 35

Section 12 Additional Services ……………………………………………………… 37

Appendices

Appendix 1 – Code of Practice on Producing Information ……………. 41

Appendix 2 – Advice and Support Groups ……………………………………… 61

Appendix 3 – Good Practice Checklist for producing information……. 64

4 Page 220 Section 1: Why should Council think about access?

For many people with a disability, access is restricted by more than just physical barriers. Barriers can be cultural, economic, attitudinal or organisational. To ensure that meetings, conferences, festivals and events are as inclusive and accessible as possible, this document contains resources to assist staff involved in all aspects of planning such activities.

There are many reasons why Council should think about access and how Council plan to meet the requirements of people with a disability.

 Around 1 in 5 people in Northern Ireland have a disability and according to the Census 2011 there is over 97,000 people in the Council area representing a considerable proportion of Council‟s target audience.

 The accessible market is much wider than this, and includes, for example:

 Families with young children  Older people  People with temporary physical impairments (e.g. those on crutches)

 Improving access won‟t just be helpful for those in the accessible market – it‟s also likely to generally enhance the experience of the event for everyone attending.

 When events are not accessible people with a disability can miss out on opportunities for leisure, learning and entertainment.

 As a service provider Council have a legal duty to think about access for people with a disability. Failing to make reasonable adjustments and taking steps to avoid discriminating against people with a disability could result in a court ordering Council to pay compensation.

5 Page 221 Section 2: What the Law says

This section gives a brief introduction to the Disability Discrimination Act (DDA) 1995. The DDA aims to ensure that people with a disability are not treated less favourably than people who are not disabled. The DDA covers employment, access to goods, services and facilities, education and transport.

The duty to make adjustments has been introduced in stages:

 In October 1999, the first phase in relation to goods, facilities and services came into force covering policies, practices and procedures (e.g. no dogs policies); auxiliary aids and services (e.g. information in large print, or Braille), and the provision of an alternative means of service where a physical barrier prevented use of the service (e.g. bringing goods to the door of an inaccessible shop).

 In October 2004, the remaining duties relating to goods, facilities and services came into force - removing, altering or providing a reasonable means of avoiding a physical barrier.

 In December 2006, the provisions relating to reasonable adjustments for public authorities carrying out functions, and in relation to private clubs, came into force.

The Equality Commission for Northern Ireland‟s „Code of Practice „Rights of Access; Goods, Facilities, Services and Premises‟1 gives more detail about the law and how it applies to organisations and individuals

1 http://www.equalityni.org/ECNI/media/ECNI/Publications/Employers%20and%20Service%20Providers/DDACodeo fPracticeGFS2003.pdf?ext=.pdf 6 Page 222

Council have a legal duty to anticipate that people with a disability will want to use Council‟s services and Council should plan to make changes so that they are able to do so. It is good practice to consider making reasonable adjustments to ensure events are accessible to all before being requested to do so by a person with a disability.

The legal duties placed on service providers are:

 A duty not to treat people with a disability less favourably than people who are not disabled  A duty to make reasonable adjustments  A duty to make reasonable adjustments in relation to physical features of premises.

Less Favourable Treatment It is unlawful for a service provider, without lawful justification, to treat a person who is disabled less favourably than other people for a reason related to his or her disability. Less favourable treatment might occur if a disabled person is refused a service that others are receiving, or is provided with a service of a poorer quality than that which others are receiving.

Duty to make reasonable adjustments It is unlawful for a service provider to fail, without lawful justification, to meet the duty to make reasonable adjustments. This duty requires service providers to make reasonable adjustments to their policies and practices and to the physical features of their premises and to provide auxiliary aids to improve the accessibility of services for people with disabilities.

Examples of reasonable adjustments include:  Installing an induction loop for people who are hearing impaired  Giving the option to book tickets by email as well as by phone  Providing disability awareness training for staff who have contact with the public  Providing larger, well-defined signage for people with impaired vision  Putting in a ramp at the entrance to a building as well as steps 7 Page 223

What is considered a 'reasonable adjustment' for a large organisation may be different to a reasonable adjustment for a small local business. It's about what is practical in the service provider's individual situation and what resources the business may have. They will not be required to make changes which are impractical or beyond their means.

Failure or refusal to provide a service to a person with disabilities - which is offered to other people - is discrimination unless it can be justified.

Example If Council was hosting a conference in a hotel and was only providing a self- service buffet at lunchtime for delegates. Some people with a disability with mobility impairments or visual impairments may find it difficult or impossible to carry or hold food from a buffet selection and to eat without placing their plate on a table. It would be a reasonable adjustment for the Council to make arrangements with the hotel to provide staff to serve people at the buffet and to carry food to tables. It would be good practice to reserve some places at the table for people with a disability who need this service.

There are 4 ways in which reasonable adjustments to physical features can be achieved;

 remove the feature  alter the feature  provide a reasonable alternative means of avoiding it; or  provide the service by reasonable alternative means.

8 Page 224 Physical Features

Physical features include features arising from the design or construction of a building, any feature of the building including the approach, entrances and exits and any fixtures, fittings, furniture, equipment and materials.

Example Approaching a reception or service counter or desk and interacting with staff is a normal activity within many types of building. In addition, a writing surface is needed when forms must be filled in – This can often prove difficult for people with a disability particularly those who are wheel chair users if their needs have not been considered when designing the reception area.

Council have ensured that all reception desks will incorporate a low level area that is accessible for wheelchair users – this includes having a counter that is suitable for writing on and having sufficient clearance underneath to accommodate a wheelchair.

Who is responsible for meeting the duties?

If Council provides a service to the public they are the service provider and they will be responsible for meeting the duties in the DDA – this includes where Council holds an event in its own premises and provides all the services such as information, catering, staff and entertainment themselves, directly to the public.

However, in other cases, there will be a number of service providers involved in a single event. The responsible service provider will be the person providing the service to the public.

9 Page 225 The following examples help to illustrate this.

Example

Council is running a programme of consultation events for people living in the authority area. They are hosting these meetings in community centres that they own and operate. The service provider is Council and they would be responsible for ensuring that each event, including the content of the consultation and any supporting materials are accessible for people with a disability.

Example

Food is available to buy from a burger van at an outside music event. The burger van was asked to attend by Council and to provide hot food services at the event. The service provider is the owner of the burger van and he or she will have duties under the DDA to ensure that people with a disability can access the fast food service they are providing.

Example

A national exhibition centre is hired for conferences and exhibitions. The exhibition centre includes extensive car parking facilities. The centre management is responsible for accessibility of the car park for people with a disability and they will need to consider taking steps to overcome any features which hinder or prevent access.

10 Page 226

Example

An exhibition organiser rents out exhibition stand space to companies wishing to be represented at the exhibition. The exhibition organiser will be responsible for ensuring that the exhibition stand spaces are accessible for people with a disability. The exhibitors will be responsible for ensuring that the services provided in the stand space are accessible.

Example

The organiser of an international 2-day conference offers to make hotel bookings for delegates. The organiser is providing a hotel booking service and they will be responsible for ensuring that the booking service itself is accessible to people with a disability. However, the hotel is also a service provider and they will be responsible for ensuring that the hotel rooms and services are accessible for all guests, including disabled guests.

How to be sure that services supplied Council are accessible?

If Council contracts services for an event they are organising, they should ask suppliers for details of how they make their services accessible for people with a disability. If they are providing a service to the public, then they should already be aware that they have duties under the DDA and know how they plan to meet these duties.

Services supplied to Council by others might include things like venues for hire, sound systems and catering services. Other services include those supplied by professional conference, event or exhibition organisers hired to help deliver Council‟s event.

11 Page 227 Is there any justification in not making any changes?

In some circumstances the law allows service providers to justify not making certain changes. Justifications include:

 A health and safety regulation is applicable at that venue which prevents a particular change to the premises from being made

 The cost of making a particular adjustment is unreasonable for the service provider, or

 The adjustment will change the nature of the service or make it impossible for Council to provide that service for other people.

Council will need to consider carefully any decision that is taken not to make a particular adjustment and ensure that appropriate research has been undertaken. Council can find out more information in the Code of Practice2.

What happens if Council fails to meet its duties?

If Council discriminates against a person with a disability a court can order them to pay compensation to that person. A court can also order them to stop the discrimination and to make changes to avoid discriminating again in the future. As a business, Council may also attract unfavourable publicity as a result of this.

If a person with a disability tells Council that they feel they have been discriminated against when they have tried to access its service, Council should consider what must be done to put things right. It will be important that Council treats the complaint seriously and undertakes to resolve the issue.

2 http://www.equalityni.org/ECNI/media/ECNI/Publications/Employers%20and%20Service%20Providers/DDACodeo fPracticeGFS2003.pdf?ext=.pdf 12 Page 228 Section 3: Planning

Planning inclusively will help Council officers to host a meeting or event that works well for everyone – not just for some people.

Thinking inclusively means thinking about everybody each time a Council event is planned such as publicity or the venue. Any of the attendees, staff, speakers, performers and exhibitors may be people with a disability so consideration must be given to their potential needs.

It will often be more expensive and more difficult to address the requirements of people with a disability and meet Council‟s legal duties if officers treat access as something to „bolt on‟ at a later stage.

Involving people with a disability

Officers must look at how they can involve people with a disability in the planning of Council‟s event.

No-one should make assumptions – Disabled people are the experts in their own requirements and access needs. It is important to give people the chance to talk about their access requirements at the beginning of communication with them. This shows that Council is taking the issue of access seriously.

Officers could consult with local representative groups or contact voluntary organisations for information and advice. Support in contacting relevant organisations of and for people with a disability can be obtained through the Policy Officer (Equality). Contact details for this officer are:

Tel: 028 71 253253 Ext 6705 Email: [email protected]

Elected members or officers within the Council may have access needs due to a disability. Officers responsible for organising events must ensure that all planning meetings are accessible for all those participants who are disabled.

13 Page 229 Section 4: The venue

Planning the Venue If Council have already booked a venue without thinking about access for people with a disability it may be more difficult to provide an inclusive event. Council may have to consider a change of venue, providing temporary solutions which are often less satisfactory or negotiating with the venue owner to make changes in time for the event.

Choosing the venue is likely to be one of the first things officers do and one of the most important. Council may have its own venue that could be used or officers might be looking for a venue to hire for this event. In both cases there are things which can be done to make it easier for people with a disability to come and participate in Council‟s events.

It is worthwhile remembering that people with a disability may be attending the event as contributors such as exhibitors, speakers and performers as well as audience members.

Hiring a venue Finding an accessible venue can be very difficult. Many venues available for hire are not accessible or only have a few access features.

Council should have criteria to use in the search for a venue such as the location, the number of people it can hold, the cost or whether it has the facilities to suit Council‟s event such as a stage area, seminar breakout rooms or outdoor areas. These criteria should include elements which ensures that the venue is equally accessible for everyone.

As a starting point Council should choose to only consider venues which allow people to enter, exit and to move around the building with ease, that offer adapted toilet facilities and where ideally, the event can take place on one floor only.

14 Page 230 Visiting the venue

It is good practice to check the venue in person before confirming a booking as well as asking the venue for information.

When officers visit a venue they should assess the premises and facilities which will be available for the people who will be at Council‟s event. This will include things like lifts, toilets, corridors, catering areas, accessible accommodation theatres, workshop rooms, entrance lobbies and so on. Council should also look at areas for performers, speakers and exhibitors as they may be people with a disability.

Other areas for consideration are  Provision of auxiliary aids for people with sensory impairments  Car parking  Fire safety procedures and assistance for disabled participants

Further practical input could be obtained by officers inviting representatives from local disability group who may be attending the event to visit the venue with them.

When officers are considering a venue they need to think about what it will be like during the event when there are people there.

Some considerations might be: -

 If there are going to be exhibition stands and display cases, will there be ample room for safe and easy manoeuvre for people with mobility aids or assistance dogs?

 If providing temporary or moveable seating, if possible provide a range of chairs – both some with arms and some without. For example, wheelchair users who wish to transfer from their wheelchair to a chair might find it easier to use a chair without arms.

15 Page 231  If people are signing in or registering at the event, consider having a lowered counter at the reception area so that it can be easily reached by everyone. If this isn‟t possible, officers could, for example, provide a clipboard or lap tray for people to use if they wish.

 Provide a few chairs even in areas where it‟s expected that most people will be standing, in case someone needs to sit down.

 Consider how the event space is lit – this is likely to be particularly helpful for people with visual impairments. The space should be well lit, but not too bright. Light should be distributed evenly,

 If Council are organising an outdoor event officers will need to consider access outside. This could be things like supplying seating and ground cover for grassy areas so that people with mobility impairments can move around.

 Will Council be installing portable toilet facilities, marquees or first aid cabins? Think about how access can be improved to them or offer alternatives.

16 Page 232 The following Top Tips highlight some of the issues officers could look out for when they visit a venue to carry out an access audit.

 If officers plan to visit and audit the venue they should draw up a checklist of requirements – officers will need to set aside enough time. Remember to look at external approaches, anterooms and any facilities at the venue such as public telephones or vending machines.

 Check that access features are maintained and managed. For example, disabled toilets are sometimes used as storage space and loop and infrared systems for people with hearing impairments may not be properly operated or maintained by staff.

 Find out about awareness training for staff at the venue. Does the venue regularly use agency staff or casual staff – will they have had disability awareness training? Will Council officers or someone with an understanding of disability access issues be able to brief them before the event?

 What policies and procedures does the venue have? Do they have a policy not to admit animals? In this case Council must ensure that the policy does not extend to assistance dogs as this is likely to be unlawful.

 Find out about evacuation procedures. Do they take account of people with a disability including people with sensory impairments and mobility impairments? Is information about evacuation and emergency procedures accessible in different formats such as Braille or large print or will Council have to provide this information at the start of Council‟s event?

 Think about the venue when it is full and Council‟s delegates and customers are moving around. Will the venue still be accessible? Will Council need to think about leaving more space for people to manoeuvre or changing the timetable to allow more time for people to move around?

 Officers should engage with the Corporate Health and Safety team to carry out a risk assessment. This will help Council to identify and remove or reduce any health and safety risks such as slippery surfaces, hazardous materials and risks from vehicles. Risk assessments should not lead to excluding certain groups of people - they are about keeping everyone safe.

17 Page 233 Making changes Once officers have identified changes that need to be made they should discuss with the venue who is responsible for making the changes. (See Section 2 – „What the Law says‟)

If changes are significant or permanent and take some time to put into place like levelling external paving, then it is likely that Council would have to disregard the premise on this occasion. However, it equally may be something simple like supplying appropriate catering utensils (mugs/cups and saucers) or the set-up and style of chairs in the events room.

Council officers will need to be sure that the venue can implement the changes they are responsible for before the event takes place. Alternatively, they could consider finding another venue.

18 Page 234 Section 5: Festivals and Outdoor Events

Physical access for outdoor events Outdoor events can pose considerable access barriers for disabled people - both as performers and audience members. The process of identifying and removing such barriers is the same as when planning for indoor events and that is by involving people with a disability from the outset.

Council Officers should think about the following:

 Site visit It is important that the artists are given the opportunity to familiarise themselves with the performance site well before the actual event. This can be particularly important for people with a visual impairment.

 Staff Awareness Whatever access provisions are provided for outdoor festivals, the impact is limited, unless all event publicity clearly mentions them - and unless all those involved in stewarding events are properly briefed.

 Signage There should be plenty of signage in symbols and words place at correct heights around the festival area.

 Information Points Information Points should be located in a good position, on good paths, near the centre of the site, or over several sites, which are easily reached and, if possible, unaffected by noise pollution from the surrounding activities. These information areas should contain British/Irish Sign Language Interpreters, Induction Looped Area, Assistance Dog Area, Wheelchair Loan Service and Electrical Power Point for Power Chair Recharge.

19 Page 235

Access provisions might include:

 On-site accessible parking provision  On-site accessible toilets  Rest provision - seating areas not linked to food/drink provision, ideally shaded and/or covered.

Carnivals Where carnivals involve procession routes, consideration needs to be given as to the length of route and to the gradients, surfaces etc. and to the impact that may have on participants with a disability.

A long route is not in itself discriminatory, if consideration is given to how different people might respond and travel along it. Access to information is key here, so that people are sure what they are committing to, when agreeing to take part.

It is essential for participating groups and individuals to have knowledge about the route in advance, and the potential for different ways of covering it - before they commit to the process. Knowing that solutions are possible might encourage people and groups to attend, who would have previously felt unable to participate.

Better pre-event information might also encourage groups who are involved to include disabled people within their selections.

In order to determine who within any possible pre-selected group might have issues with regard to the route information such as the exact length and nature of the route needs to be distributed.

An example of route information is: The route is XXX long, and includes [gradients, surfaces etc.]. It is estimated that it should take approximately XXX minutes to walk in the carnival

20 Page 236 procession. Can you tell us who, within your group might find that route difficult? Language should be focused around the barrier to access („the problem with the route‟), and not the individuals („the problem with their mobility‟).

Officers could then consider such solutions as:

 Having pedestrian mobility solutions within the procession itself (use of decorated wheelchairs, walking frames, sticks)  Allowing people the choice of „dropping out‟ at pre-determined points, and re-joining the procession at another point (placing drop off/pick up points before and after the steeper inclines, for example). When necessary, vehicles would need to be used to transport people between these points.

To provide access to a carnival audience, a number of developments have been tried at events across Europe, including the use of audio description for costumes/features (also enjoyed by many people with restricted views), use of viewing platforms and „no crowd zones‟ (areas marshalled by stewards where only a limited number of people can attend at any one time to avoid crushes and thereby enable access for a wide variety of disabled people who may have poor balance, pain issues or issues with crowds).

It is important for carnival routes to be clearly signalled to audiences in advance, so that people can find a suitable vantage point along the route that meets their own requirements.

Street Performers The „ad hoc‟ nature of many street performers can be problematic. Without a fixed programme of events some disabled people with mobility impairments can find it hard to know where to go to get to see what they wanted to see.

From an access perspective it is better to set specific spaces for activity, rather than allowing all performers to choose their own spaces at will. This can also ensure that spaces are chosen which are good for access - beside trackways, near natural amphitheatre spaces; rather than performers choosing, for example,

21 Page 237 sloping grass banks that wheelchair users/people with mobility impairments could not access.

Section 6: Transport

If Council plan to give out information about how to reach the venue and about public transport, then Council should think inclusively about people with a disability who want to attend and about their transport requirements.

Public transport

If Council plan to provide details of public transport such as bus services running near the venue Council should also find out about how accessible they are for people with a disability and pass this information onto Council‟s attendees.

Council could ask transport operating companies about accessibility of bus and train stations and whether buses on the route are „low floor‟ buses or think about alternatives.

Council could also provide contact telephone numbers for taxis and minicabs. Council could find out about local companies who provide taxis which have been adapted for wheelchair users. Some people with a disability prefer to travel in saloon style cars or minicabs. Council could source details of companies providing this service.

If Council know that there are only a small number of accessible vehicles available for hire in the area Council could let taxi and minicab companies know about Council‟s event and that there will be people with a disability attending who may require their services.

Remember - to ask transport providers for information about other forms of assistance they offer such as text telephone numbers for deaf and hard of hearing people contacting their company.

22 Page 238

Setting down Council should consider putting in place arrangements for cars, taxis and coaches to set down passengers as close as possible to the entrance of the venue. Find out if this is possible at Council‟s venue when Council visit and remember to let people know about it.

Car parking Does Council‟s venue have a car park? If so, some of the car parking spaces should be reserved as parking for people with a disability.

There are standards applicable to car parks for provision of disabled car parking bays but these are not always rigorously applied. This could make it very difficult or impossible for some people with a disability to attend Council‟s event even though they may have already travelled a long way or paid to do so.

The following list highlights some of the things Council should look out for in the car park.

Top Tips for car parking

 Check that the car park is clearly signed and disabled car parking bays are clearly identified.

 Are disabled car parking bays on firm level ground? For example, the car parking facilities should not be covered in gravel or be on a hill.

 Are disabled car parking bays close to the entrance? Forty-five metres is the maximum recommended distance from the main entrance.

23 Page 239

 Disabled car parking bays should ideally have 1.2 metres between car bays and have a 1.2 metre safety zone at the end of the bay to allow people to access car boots or to operate hoists.

 Is there a dropped kerb if a pavement or walkway needs to be accessed?

 Check that venue management are monitoring the use of disabled car parking bays. It is not uncommon for disabled car parking bays to be used by people who do not need them. Ask what the policy is when people abuse the system.

 If there are no parking facilities at the event venue find out about local on- street and car park facilities. It may be possible to reserve spaces for people with a disability attending Council‟s event. Officers will need to let people know about the distance from the car park to the venue and the conditions en-route such as ground cover, gradients and road crossings.

 If there is an intercom system at the entrance of the car park, think about how this will impact on people with hearing impairments and how this can be overcome. Accessing the intercom button may also be hard for people with reduced limb function.

Transport provided by Council

If Council are providing transport as part of Council‟s event, it should aim to provide transport for everyone. Council could find out what people with a disability‟s transport needs are and plan to meet these requirements. Officers could find out about coach hire companies who can provide accessible coaches.

24 Page 240 Remember - to ask suppliers about what disability awareness training their staff may have had and what their policies are. Think about arrangements for leaving especially if there are likely to be crowds and long queues. It might not be possible for some people with a disability to stand for long periods of time or to call for a taxi if there are no text telephones available. There may be arrangements which could be put in place such as seating or using stewards to let people know when their transport is at the front door.

The timing of the event needs to take into consideration the availability of public transport once the event is over also, particularly if it is a night time event.

25 Page 241

Section 7: Promoting Council‟s event

Council will want to market its event, sell tickets and fill places. This section looks at good practice to promote Council‟s event.

Telling people about access at Council‟s event Officers will have a lot of information about Council‟s event which can be shared with people with a disability. If they tell people with a disability about accessibility at Council‟s event, they will know that Council have planned for this.

The language used will send out a strong message to people with a disability about how accessible and inclusive Council‟s event is likely to be. This could have an impact on their decision to attend.

Making Council‟s promotion accessible The way in which officers promote Council‟s event needs to be accessible too. People with a disability including people who are blind or visually impaired, deaf or hard of hearing or who have learning disabilities will benefit from accessible information.

Providing accessibility information in advance will mean that those who are interested in attending the event won‟t have to proactively contact Council officers with the details of their access requirements in the first instance. From the information provided, people will be able to get a first impression of the accessibility of the event, and can then contact Council if they require more information.

The following are some ideas to enhance communications about access to the event: • If the event has a website, consider including a dedicated „Accessibility‟ section in which details are given about accessibility at the event. This is a straightforward and effective way to reach a wide audience. The information provided should be clear, honest and to the point – for example, what facilities will be provided (and, as importantly, those that won‟t be), flexibility for 26 Page 242 alternative arrangements, and whether staff members have completed disability awareness training • Making accessibility information a clear feature of the website and other promotional material is likely to be a useful marketing tool to help widen the potential audience

• Council officers could also consider creating an Access Guide. An Access Guide is a detailed description of the event venue and the facilities and services that Council will be offering, as well as information about the area surrounding where the event is being held and advice about travel.

• Include photos along with written information about accessibility (for example, photos of the area immediately outside the venue, car parking, the venue entrance, toilets, bars and restaurants or in-house catering facilities, and the la Council officer at of rooms within the venue itself or for outdoor events, photos of all outdoor spaces and facilities). A picture is often just as informative as a written description, and can be more accessible for those with learning disabilities or speakers of other languages

• Provide clear details of how people can get in touch if they have further questions about accessing the event. Where possible, provide alternative contact options (for example, a phone number, e-mail address and a postal address) so that people can contact Council officers in the way that is easiest for them. Any enquiries about accessibility should be used to identify gaps in the information that Council have provided on the website or in the Access Guide

• Promotional videos, where possible, should be subtitled. If Council officers are producing new videos, they should aim to integrate these considerations into the initial planning process

• Review the terminology that officers use when talking about accessibility – small changes to the words that are used can make a difference to how welcome someone will feel at the event. For example, avoid referring to „the disabled‟, „the handicapped‟, „wheelchair bound‟ or „disabled toilet‟ in the communications. Disabled people or people with disabilities, wheelchair users, 27 Page 243 people with a hearing or visual impairment, and accessible toilet are examples of more appropriate terms. Section 8: Tickets, booking and reservations

This section looks at some of the features of ticketing and booking and makes suggestions on how to make these more accessible for people with a disability.

Selling tickets If tickets are being sold for Council‟s event, then officers will need to look at how people with a disability can buy them. It will be important for people with a disability to know what adjustments have already been made so that they can acquire tickets. Council can let them know this in promotional information. This is especially important for events such as music concerts which may sell out quickly.

Box offices and the services of any ticket agencies should be accessible for people with a disability, for example, they may accept bookings by a range of different methods, including by phone, online, and by post. The DDA duties explained in Section 2 - „What the Law says‟ will apply to these services. Officers need to check that these services are accessible before using.

Disabled people or others may be accompanied by a carer, support worker, or personal assistant, whose presence is required for them to be able to attend the event. Officers should consider in advance what arrangements they can put in place for support workers. For example, it may be possible to offer support workers free admission, charge them a reduced admission fee, or charge them only for additional costs, such as catering.

Seat allocation If seats are allocated at the time of booking officers will need to consider how to make sure that people with a disability are not discriminated against in this service.

Concert venues and stadiums may have allocated seating for wheelchair users or people with assistance dogs. It will be important to ensure that audience members who are in these categories are still able to leave the area and return, for example for toilet breaks. 28 Page 244

Deaf and hard of hearing people are likely to prefer seats where they have a good view of what is happening on stage, and where any communication support such as lip-speakers or sign language interpreters are not obscured.

Application and reply forms

If people are required to complete a booking or registration form for the event, this should be used as an opportunity for people to give details of additional requirements they may have. A suggested wording for this could be:

‘To help us ensure that all delegates attending the conference/event are able to participate fully please let us know about any requirements Council officers have.’

Forms could include sections for details of:

. Accessible parking requirements . Dietary requirements . Access requirements . Communication support requirements (if the organisation is able to offer communication support) . Care arrangements . Request for information in alternative formats . Request access to information (for example, hand-outs) prior to the event - this may also be particularly helpful for people using assistive technology to interpret the information, or people with learning disabilities who may need to plan in advance of attending the event.

The booking form also provides an opportunity to communicate what accessible facilities will be available at the event.

Remember - treat all information Council receive confidentially and take into account the requirements of the Data Protection Act.

29 Page 245

Accessible forms It will be important to give people a choice of how to complete forms. Some people with a disability may prefer to do this on computer and return it to Council by email and others will prefer to complete the form by hand. Some people with a disability may welcome the opportunity to pass on information over the telephone for Council to register their interest and other details.

Support workers Some people with a disability are accompanied by support workers who are also sometimes called carers or personal assistants. Support workers are there to enable a person with a disability to fulfil their own choices and will only attend to the requirements of the person they are there to support. Officers will need to think in advance about how they will accommodate support workers. Each situation will be different but consideration could be given to not charging admission, charging a reduced ticket rate for support workers or just charging to cover basic costs such as catering.

Officers need to also think about the capacity of the venue being used for the event and take into account the number of people with a disability to be accompanied by their support workers.

30 Page 246

Section 9: Making information accessible

This section gives an overview of making information accessible for disabled people. It looks at information that is written down and information that is spoken. It also looks at things like videos Council might use at events.

The Council‟s Code of Practice on Producing Information provides in-depth advice of how information should be presented in terms of: -

 Information in alternative formats and languages other than English • Languages other than English • Braille, Large Print, Tape and Disc  Style • Size/Format of Text • Layout • Tables/Text Boxes • Colour • Overprinting  Use of Images • Symbols • Pictures/Illustrations • Positive Images  Plain English  Printing/Binding • Printing • Binding  Web Site Accessibility  Social Media Accessibility

This information is supported by details of Support and Advice Groups (Appendix 2) and Good Practice Checklist (Appendix 3).

31 Page 247

Information for deaf, hard of hearing and deafblind people Deaf and hard of hearing people can be supported by Language Support Professionals (LSP). These are professional services and include:

. British or Irish Sign Language interpreters . Deaf blind communicators and guides . Lip speakers . Note takers . Speech to Text Reporters . Speed Text operators

One of the most important things to know about Language Support Professionals is that there are not enough of them in the region. This means forward planning. Council could consider making a provisional booking for communication support workers as soon as Council have a date and a venue. The more notice Council give the more likely Council are to get the support Council need for Council‟s attendees. Interpreters have advised that at least 8 weeks‟ prior notice to an event is preferable.

Videos Videos and clips of films can make interesting additions to presentations at conferences and exhibitions. It is possible to arrange for videos to be audio described for people who are visually impaired and to be subtitled and overlaid with British or Irish Sign Language interpretation for people who are deaf or hard of hearing. Officers should check availability of these facilities on any videos that are going to be shown.

Remember - to think inclusively if Council commission any video or film to be shown at Council‟s event and plan for this to be audio described and subtitled. If this is not possible Council could arrange for hearing impaired people to receive a script of the video before it is shown.

A

32 Page 248 Section 10: The Team

Everybody in the team including venue staff, performers, exhibitors, conference chairpersons, booking staff, suppliers and speakers can contribute to making Council‟s event more accessible for people with a disability.

This section looks at the different people involved in delivering Council‟s event as it will be important to make sure that everyone knows about changes Council have made and about any changes they will be responsible for.

Council‟s team Council‟s own team will know that making Council‟s event accessible is a priority and they can help Council put in place all the changes required. If they are well prepared and trained they will be able to deal with any problems and to make further changes on the day as the need arises.

Training for Council‟s staff is essential. Disability awareness training can be source and tailored to meet the team‟s needs.

Other training to consider is training on operating auxiliary aids such as evacuation chairs and loop systems.

Housekeeping is important. Remind staff to be on the look out for things going wrong; this might be double swing doors where one door is locked, bags on floors, open cupboard doors and portable display stands creating hazards for visually impaired people. It could be that groups of people are gathering in areas and preventing access for wheelchair users.

Venue staff If Council are using a hired venue for a conference or event, it may find that the venue will supply staff. Their duties may cover roles such as management, security, catering, reception, operating car park facilities or setting up exhibition areas. They may also be responsible for technical roles such as operating lighting and PA systems where these are available.

33 Page 249 Officers could ask the venue if they could brief all staff, including any temporary and contract staff, before the event, or ask the venue to do so. This might take the form of a briefing session on the day of the event or information in writing.

Council staff will need to tell venue staff about any adjustments they have made and changes that they want them to make. For example, this might be how they want the furniture laid out in a certain way to accommodate wheelchair users and to allow more room for everyone to move around.

It will be important that Council officers take responsibility to check and ensure that their required changes are met to their specification.

Officers will also need to make sure staff are aware of any particular roles they have been given to assist people with a disability such as serving food at the self- service buffet and carrying trays to tables.

Chairpersons, speakers and presenters Chairpersons, speakers and presenters need to be aware of the requirements of people with a disability in the audience before the event. For example, they will need to supply copies of power point slides so that officers can produce them in alternative formats for visually impaired people.

Officers could set aside time for a briefing session to explain to them how to work with sign language interpreters who are supporting deaf people in the audience and any other arrangements in place. It is also important for speakers to describe any slides or visual material they use during a presentation for audience members who are visually impaired.

Chairpersons may have additional responsibilities like explaining evacuation procedures and need to be aware that they should describe exits in terms of left, right and north south rather than pointing or saying „over there‟.

34 Page 250 Section 11: Sound, lighting and other technology

Many events use technology and special effects to add to impact or to overcome issues such as the large size of the venue. This section shows how Council can consider the impact for people with a disability of any technology that Council use. Council may find that some of the technology Council use will provide a reasonable adjustment for some people with a disability.

Flash lighting, strobes and other special effects Some special effects can have a detrimental effect for people with a disability such as those with epilepsy or tinnitus. If part of Council‟s event involves flash lighting, strobes and other special effects Council will need to consider how Council let people know about this.

Council should let people know about the special effects before they buy a ticket as well as at the event before the effect takes place. Remember to give enough notice for people to leave the area if they wish to and to let them know when the special effect stops so that they can return to the audience. Council‟s crowd ontrol staff should allow them to do so.

Dimming lights Dimming the lights in a venue can prevent some people with a disability accessing events, for example, a hearing impaired person will be prevented from lip-reading. At some events the lights are dimmed as part of the entertainment value of the event. At conferences and seminars lights are sometimes dimmed when speakers are using visual aids such as slides or videos.

It may be necessary to dim the lights in these circumstances because any glare on the screen prevents many people in the audience from being able to see the text on the screen. This is something Council could check when Council audit the venue. It may be possible to overcome this by closing curtains and blinds and keeping suitable lights on in the room.

If dimming lights is absolutely necessary to allow delegates to see the slides, then Council will have to ensure that sign language interpreters and other LSPs are suitably spotlighted and there is good light for reading. It is also a good idea to 35 Page 251 give a copy of the slides to visually impaired people before they come to the event in their chosen format such as large print or Braille.

Public Address systems Public Address (PA) systems play an important role at many events helping to ensure that people can hear what is being said in larger venues. At conferences and seminars, it is common for only the Chairperson and presenters to have a microphone. If Council expect to let members of the audience, ask questions from the floor it will be important to have staff equipped with portable microphones for the audience to use. This will help deaf and hard of hearing people to follow what is being said. Council should check the quality and the volume of the PA system for clarity and comfort.

Loop system If the venue has an induction loop (a sound system that provides hearing assistance to people using hearing aids), it should be regularly tested. The induction loop should be well signposted, and, most importantly, staff at the venue should know how to use it.

If a venue doesn‟t have a permanent induction loop, loops can be hired. For further advice: www.actiononhearingloss.org.uk/supporting-Council officers/services-and-training-forbusinesses.aspx

36 Page 252 Section 12: Additional Services

There are many other services which might form part of Council‟s event and it will be important for them to be accessible too. This section gives guidance on a few of the most common services.

Catering Catering at events can range from a cup of tea and a biscuit, to fast food outlets or a sit down banquet. It is useful to provide different catering choices where practicable and to ensure that catering staff are briefed on helping people with a disability with their selection and service.

Top Tips for Catering

 If self-service is the only option available, ensure that staff are available to assist people with a disability including people with mobility impairments and those with visual impairments with their choice of food and carrying trays to the eating area.

 Mare sure that there are seats and tables available. Some people with a disability need to sit down or cannot hold a plate for a long period. Seating also helps those who are talking to a wheelchair user. Council could reserve seating for people with a disability who need this.

 Make menus more accessible by printing them in large fonts using contrasting paper and ink covers and avoid presenting them in shiny covers. (See Section 8– 'Making information accessible‟) for more advice on alternative formats. Be prepared to talk through the menu on offer.

37 Page 253

 Provide a choice of cutlery and crockery. A mug may be easier for some people with a disability to use than cups and saucers or plastic cups that do not have handles. Offer drinking straws as standard.

 Don‟t overlook the small things. Sachets of condiments and milk in very small containers can be difficult to open. Council could consider offering these in jugs and dishes too or ensure help is on hand for people experiencing difficulty.

 Make sure there is room for everybody to manoeuvre safely between tables. When Council audit the venue think about what it will be like when lots of people are moving around and sitting at tables.

 Consider having a number of food and beverage service areas spread around the venue. This is helpful for people with a disability as there is likely to be a service point closer to where they are. Everyone will benefit from the shorter queues if Council only have a short period for a break before continuing the event programme.

 When Council draft Council‟s event programme include enough refreshment breaks and ensure that they are long enough. Some people with a disability may need more time to eat a meal and visit the toilet. Council may also need to allow time for assistance dogs to be exercised. Once Council have published the programme try to stick to the timings given.

38 Page 254 If Council officers are providing catering for the event, Council officers could also consider the following:

 If possible, ask those attending what their dietary requirements are in advance.

 If this isn‟t practical, providing options for a range of diets will be appreciated by those who have specific requirements. Some examples Council officers could consider would be gluten free, dairy free, low sugar, vegetarian and vegan options.

 Ensure that different food options are clearly labelled – even potentially with a short list of the key ingredients.

 Provide a range of cutlery and crockery. For example, it might be easier for some people to hold a mug with a handle rather than cups or glasses, and some may appreciate large or special grip cutlery.

 Offering bendable drinking straws will be helpful for anyone who has difficulty holding cups or glasses.

 Offer condiments or milk in dishes or jugs, rather than only in small packets, as some people may find these difficult to open.

 Even if Council officers aren‟t providing full catering, offering fruit or vegetables, and water or low sugar beverages as an alternative alongside tea, coffee and biscuits during a break is likely to be helpful, for example, for people who are diabetic, or people who are gluten intolerant.

39 Page 255

Quiet Room It is a good idea to provide a quiet room for rest especially if Council‟s event is going to be long and crowded. Some people with mental health issues, autism or fatigue will particularly welcome this.

Assistance dogs Assistance dogs are not only used by people who are blind or who have a visual impairment – assistance dogs are also trained to help people with hearing impairments, epilepsy, diabetes, limited mobility, and others. Under the Equality Act, it‟s unlawful to state that assistance dogs are not welcome in communications about the event. There are a few simple adjustments that Council officers can make to welcome people with assistance dogs to the event: • Provide bowls of water and a designated spending (toilet) area for assistance dogs • Consider whether there would be volunteers to walk the assistance dogs during break and lunchtimes, if necessary.

Appendix 1 Code of Practice on Producing Information 40 Page 256

This Code of Practice provides advice relating to the preparation of documentation or information relevant to Derry City and Strabane District Council facilities and services. In order to ensure optimum accessibility guidance is provided in the following areas:  Information in alternative formats and languages other than English o Languages other than English o Braille, Large Print and Disc

 Style o Size/Format of Text o Layout o Tables/Text Boxes o Colour o Overprinting

 Use of Images o Symbols o Pictures/Illustrations o Positive Images

 Plain English

 Printing/Binding o Printing o Binding

 Web Site Accessibility

 Social Media Accessibility

Information in Alternative Formats and Languages other than English Languages other than English 41 Page 257

Derry City and Strabane District Council has a select list of translators and interpreters which is updated every 3 years. If Council officers receive a request for a document to be translated into an alternative format Council officers should inform the Policy Officer (Equality) (Tel: 028 71 253253 Ext 6705, or email: [email protected]).

The Policy Officer (Equality) will process the request normally within 5 working days – although this may vary slightly depending on the size of the document and format being requested.

If Council officers have a document translated into a language other than English, remember to put this statement on the front cover of the English version: This leaflet on [insert subject] is available in Irish, Ulster Scots, Chinese, Urdu (or whatever the language is required). Contact: Policy Officer (Tel: 028 71 253253 Ext 6705, or e-mail: [email protected] for copies.

Also, on each of the translated leaflets, put the leaflet‟s title in English on the back cover. This will help all staff know what the translated leaflets are and where to display them.

Translating information into different languages shows everybody that the services of the Council are for all the people of the Derry City and Strabane District Council area.

It is not always useful to translate into written form because many people can speak their first languages but cannot read it. Council officers should therefore consider producing audio or video recordings (CD/DVD).

Videos are one of the most effective ways of getting information to BSL (British Sign Language) or ISL (Irish Sign Languages) users since their knowledge of written English is often very limited.

42 Page 258 Where practicable staff should endeavour to anticipate need/demand for information in alternative formats to ensure that all publications are available at the same time and in the same design format as the original English version.

Braille, Large Print & Disc Under the Disability Discrimination Act, disabled people are entitled to receive information in whatever format they require.

For many visually impaired people, print is not their preferred method of receiving information. The Council will provide information in Braille, on audio-tape and on disc etc., upon request.

There may still be a need for a small number of large print copies of documents to be made to cater for severely partially sighted people, upon request. In these circumstances 18-point text is recommended for documentation.

The letters should be set within a “leading” or spacing which is at least 2 points bigger than the letters themselves. The Style guidelines set out in Code of Practice on Producing Information (Appendix 1) should also be followed.

An increasing number of visually impaired people wish to be sent information on computer disc, so they can enlarge it and print it to their own requirements on their home computers.

Please note all Council publications should contain the following alternative formats statement: This information is available upon request in a number of formats including large print, Braille, PDF, audio formats (CD, MP3, DAISY) and minority languages. For further information on alternative formats please contact the Policy Unit by: Telephone: 028 71 253253 (Ext 6705) Textphone: 028 71 376646 Email: [email protected]

43 Page 259 Style The guidelines below are aimed at making information easier to read and may be of assistance in communicating with young people, those people who have a visual impairment and people with a learning disability.

The following recommendations should be followed for written information:

Size/ format of Text  A minimum of 14 point is recommended for use in leaflets and any public document that is less than two pages.  Longer documents should be produced in a minimum of 12 point (14 point is recommended to reach more people with sight problems).  Where summary documents are prepared to improve accessibility, these should be produced in a minimum of 14 point.  Where a request is received for a large print version of a document this should be prepared in a minimum of 18 point (or in the individual‟s preferred font, if specified)  Always use a clear typeface – such as Segoe, Arial, Helvetica, Univers or Swiss 721 Roman. Choose a font with easily distinguishable characters. In some fonts it may be easy to confuse certain characters, for example (capital i) with l (lower case L). Also Council officers must ensure numbers are distinct – in certain typefaces 0 and 6 can be confused. (Accessible Media)  Avoid the use of italics  Do not use block capitals, for example in headings. People recognise words by their shape. Using block capitals particularly affects people with reading difficulties.  Underlining should also be avoided as it makes it more difficult for people with a visual impairment to recognise the shape of the words as the underline intersects with the letter descenders (tails of letters like p and g).  If there is a need to add emphasis to text it is recommended that a bolder font weight is used.  Use “ragged right” and not “fully justified” text. Fully justified text (justified on both sides) creates uneven spaces in text that makes it difficult to read.  Avoid splitting words over two lines by using hyphens as this disrupts reading flow. 44 Page 260 Size/ format of Text (contd)

 Generally, all text should be set horizontally. Text set at an angle or following a curved line is more difficult to locate and read. Text set vertically is extremely difficult for a reader with low vision to follow, and should not be used.  Avoid fitting text around images if this means that lines of text start in a different place and are therefore difficult to read.  Sentence and paragraph length should also be kept as short as possible.  The space between lines of text needs to be adequate - If it is too narrow, the print can be difficult to read, making it difficult for people with visual impairment to recognise word shapes. For larger fonts, more spacing is required between lines.  Make sure the margin between columns clearly separates them. If space is limited, use a vertical rule.

Colour

 Using different colours in a publication can help people find relevant information quickly - but do not use too many.  Ensure that there is as much contrast as possible between paper colour and print colour so that text is easy to read. High contrast between colours is crucial to legibility and this can be achieved by enhancing the difference between the lightness and darkness of colours  Black and white produces the highest possible contrast.  To help features stand out, exaggerate the lightness of light colours and darkness of dark colours when used next to each other as this will enhance contrast.  Avoid using colours which are similar in lightness or similar in darkness next to one another, even if they differ in colour, for example light green and light red, as some people with low vision or colour vision deficiencies may not be able to tell the difference between these colours. Ensure that Council officers choose colours that have a good differentiation for people with colour deficiency. Council officers can find out more on the Vischeck website - http://www.vischeck.com/vischeck/vischeckURL.php

45 Page 261 Colour (contd)

 Avoid using similar colours together, for example red and orange, or green and blue-green particularly if they do not vary in lightness as they will not be easy to distinguish.  Avoid using achromatic colours (black, white, grey) against colours of similar lightness or darkness, for example dark grey against black  Use matt paper that has a good contrast between the print colour and the paper colour – black print on off-white or yellow shades is best.

Overprinting

 Avoid using text on an image or patterned background as the colour contrast will vary and the shapes of the letters will be harder to identify or find - background should be solid.

Layout

 Use a clear, standard layout with headings that stand out from the general text.  Be consistent and logical in laying out text and illustrations. It should be clear in which order blocks of text should be read and which illustration relates to which block of text.  Users with a visual impairment may using magnification technology to read the document therefore only a small part of the page is visible at a time. It is therefore best to avoid placing information on the right hand side of the page without connecting it visually to the left margin.  Where text or tables run on to two or more pages ensure that all headings continue onto all pages to ensure the reader can relate information back to the appropriate topic.  Write all addresses as they appear on an envelope, not on one line separated by commas.

46 Page 262 Tables, Text boxes etc.

 Tables/text boxes should be located between paragraphs and should not interrupt the flow of text.  Tables/text boxes need to have sufficient space around text or information contained within the cell so that the contents do not merge visually with the borders of the table.  Information within the cell should ideally be left aligned.  Border lines in tables should be used to make it easier for the reader to locate information.

Using symbols

 If used properly, symbols can show what is available at a glance.  Symbols should be clear and easy to recognise. Use a key to explain what symbols represent.  Use symbols to represent only key words or phrases as too many symbols on a page can be confusing.  Place symbols alongside text rather than above the words.

Pictures/Illustrations

 Pictures and illustrations should be simple and easy to understand and relevant to the message that is being presented.  As with text, repetition reinforces messages, so there is no harm in using the same picture/illustration several times.  Don‟t use the same picture/illustration to convey two different messages.

Positive Images:

Photographs, cartoons or drawing are often used in publicity material. When using images in publications it is important to use them positively. It is important that the publicity includes rather than excludes.

Positive Images (contd.)

47 Page 263 Take care what images Council officers use:

 Avoid stereotypes e.g. photos of disabled people as objects of pity, older people carrying walking sticks.  Use images of people from other races, disabled people or women which show them as dignified and/or actively participating in activities.  Show people doing non-traditional jobs; sporting/leisure activities; etc.  Avoid depicting the family as mother, father and two children only. Remember households in Derry City and Strabane District Council are made up of a wide range of people in terms of race, gender, sexuality, age, and disability with or without children.  It is often useful to ask a sample of the groups concerned for comments on draft artwork before Council officers prepare the final art work

Plain English

In order to ensure more effective communication with young people, people with learning disabilities and the community generally, the Council has committed itself to using approaches such as “ Plain English “.

Plain English makes the writing friendlier, direct and easy to understand. The points below should be followed and will help Council officers use language more effectively:

Plan the writing. Ensure that the points Council officers want to make are in a logical order.

 Think about what Council officers want to achieve in the document  Gather all the information Council officers need. Make a short note of the key points Council officers want to make leaving out any unnecessary detail.  Plan the document so that the content will be in the order the readers will find clearest to understand.

Plain English (contd)

48 Page 264 Write in a tone and style that is appropriate to the reader.

 Think of the document from the reader‟s point of view  Be direct and friendly. For example, use „I‟, „we‟ and „Council officers‟.  When publication is being made available to the public it is more appropriate to use full words instead of shortened versions – i.e. do not instead of don‟t, is not instead of isn‟t.  Avoid patronising or insincere phrases  Avoid phrases in documents that may worry the reader

Get to the point quickly. Make the document interesting.  The first few sentences should be the essence of the document, covering who, what, why where, when and how. They need to interest the readers enough for them to continue reading.  Think carefully about the title of the document.

Be understood. Everyday language is more likely to help people understand the ideas or message.  Use words that most people will know. Using obscure, foreign, technical or legal words and phrases will be a barrier to understanding.  Explain any technical terms.  Be consistent, use the same words and phrases consistently even if it sounds repetitive. For example, don‟t begin writing about the „delegates‟ and then refer to them as „attendees‟ or „participants‟.

Don‟t use jargon unless the readers will understand it.  Use familiar words whenever possible.

Where possible, make only one main point in a sentence. Be concise.  Readers have difficulty in understanding long sentences.  An average sentence should be no more than 15 to 20 words.  Check to see if any sentences using commas or joined with „and‟ could be broken in two.

Plain English (contd.) 49 Page 265

 Remove unnecessary words and phrases.  For example, instead of saying:” If there are any points on which Council officers require further information or clarification we shall be glad to furnish such additional details as may be required by telephone”, say;” If Council officers have any questions, please ring”.  Make only one main point in a sentence.  Be direct – for example, say "we will do it" and not "it will be done by us".  Use commands when writing instructions – with „please‟ and „thank Council officers‟ as necessary.  Indirect language may cause confusion and can appear impersonal and pompous.

Be clear. Do not stray from the main point or message. Do not use ambiguous or vague words or phrases.

 Do not use unnecessary words.  Don‟t overuse qualifying words e.g. „definitely‟, „very‟, „completely‟, „really‟.

Design clear and helpful leaflets and forms.

 Leaflets and forms should be helpful, polite and as friendly as the subject allows.  All Council literature helps determine the public‟s view of this organisation.  Use the Council crest / corporate image to identify the source of the leaflet or form.

Plain English (contd.) 50 Page 266

 Do not cram too many questions into one form or too much information into a leaflet;  Direct the reader through the questions and point them to relevant parts of any accompanying document  Use clear headings so that readers can find the information they need. Do not use CAPITALS as these can seem unfriendly. Use bold, rather than underlining, to emphasise headings – it is easier to read  Provide a telephone number, address and e-mail address where the reader can get more information

Read and check everything Council officers write.

 Check that the grammar is correct. The Plain English Campaign has a useful guidance on grammar at www.plainenglish.co.uk.  Make sure that the document reads clearly.  Ask yourself if the reader will understand it.  Delete anything that Council officers can do without.

Printing

51 Page 267 There are three important factors to consider when choosing paper for printing documentation:

 How much light the paper reflects. Avoid glossy papers as light will reflect off the surface and obscure the print. Matt laminated covers look very impressive and avoid this problem.  Amount of „show through‟. It is important to choose paper that is thick enough so that the text printed on one side cannot be seen on the other side to the extent that it interferes with legibility. If it is not possible to choose paper thick enough to prevent show-through, print single-sided. Using a paper colour of 10% - 15% tint can both help reduce glare and the writing on the other side will not show through.  Colour of paper. Choose a paper colour that will give an adequate contrast between the text and background. Generally, white paper with black produces the best contrast. However, for some readers this produces too much contrast so an off-white colour may be preferred.

Binding Documents should be bound on the left to enable them to be opened out flat for use with magnification technology.

Staples work well for shorter documents. Wire binding allows a larger document to be bound and still be opened out flat.

Web Site Accessibility 52 Page 268

Whilst a number of the above guidelines are relevant to the content of the Council‟s web-site, there are a number of particular design considerations which must be addressed to facilitate the accessibility of the information to those individuals with a disability or who have particular needs., For example, the following users should be able to access the web-site content using adaptive strategies and appropriate technologies:

 Someone who cannot hear will want to see the information;  Someone who cannot see will want to hear or touch the information  Someone who does not have the strength to move quickly or easily will want to use as little movement as possible to see or hear or feel the information;  Someone who does not read well may want to hear the information and see words highlighted as they read.

Accordingly, all Council web sites / pages should comply with established guidelines such as the Web Content Accessibility Guidelines and /or be approved by recognised accreditation organisations such as CAST* (“Bobby Approved”) *Centre for Applied Special Technology

It should be noted that Council has the BrowseAloud facility on its website as an auxiliary aid to facilitate accessibility. BrowseAloud is assistive technology that adds text-to-speech functionality to websites

Social Media Accessibility 53 Page 269

Social Media has changed how people interact, share and acquire information through blogs, podcasts and social networks such as Facebook and Twitter. Businesses and organisations also use social media to promote products or events. Current topics are commented on and discussed.

The guidelines have been informed by the Government Digital Service Social Media Playbook and covers written content; use of hashtags and hyperlinks, images, Graphic Interchange Formats (GIFs) and infographics; video and audio content and live streaming.

Below are a set of recommendations to improve the accessibility of social media: -

 Keep it simple.

Regardless of the targeted audience, all content should be easily understood by everyone. This means Plain English should be used and content written as simply as possible so that the information is usable and accessible. All jargon, acronyms, technical language or industry terms should be removed.

Don‟t assume the audience is knowledgeable about all acronyms. Council officers should always spell out the words in full in the first instance and add the acronym, in parentheses after e.g., Derry City and Strabane District Council (DCSDC). This is especially helpful for those using screen readers, because after the name is heard and the acronym is spelled out, the user will be better able to associate the sound of the acronym with the full name.

(See full details on using Plain English at Section 7.3 Procedures within the Policy on Producing Information)

 Hashtags and Hyperlinks 54 Page 270 Hashtags and hyperlinks are useful to provide the user with context or a method of finding further information but this should be minimal (a maximum of two per post) to avoid confusion as people using assistive technologies or keyboard tags to navigate can find it difficult to get through the links.

Where possible camel case should be used. Camel case is the practice of writing compound words or phrases such that each word or abbreviation in the middle of the phrase begins with a capital letter, with no intervening spaces or punctuation. For example, as in #SocialGov). The use of camel case is helpful as it makes multi- word hashtags easier to read, including for those using a screen reader.

Adding a hyperlink to a webpage for more information gives people using assistive technology a way to read the content in Hypertext Markup Language (HTML) and also gives people more information than in the social media post. Hyperlinks can also be useful to link content together or give context to a post.

 Use of Images, Graphics Interchange Format (GIF) and infographics When creating images, gifs or infographics for social media, it's important to consider the colour palette used. See full details on Colour at Section 7.3 Procedures within the Policy on Producing Information)

For infographics or images with a large amount of information contained in the image, a text alternative should be provided in the body text.

When using images, where possible, alternative text (alt text) should be included for users of screen readers or assistive technologies - particularly if the image itself includes text. Alt text (alternative text) is a word or phrase that can be inserted as an attribute in an HTML document to tell Web site viewers the nature or contents of an image. The alt text should be placed on a plain background and follow the guidelines for Colour in section 7.3 of the Policy on Producing Information.

Alt text should also be kept short and only contain important information the user needs to know. If an image is being used for decorative purposes only, then it is more appropriate to leave this blank.

55 Page 271  Use of Images, GIFs and Infographics (contd) Council officers must ensure the key message is in the body of the post or add a hyperlink to a webpage where the user can access the information in HTML. Only use a Graphics Interchange Format (GIF) if it adds value to the content. Whilst they can be fun and pretty, people with some cognitive or visual impairments find GIFs difficult to engage with and may distract users from the message that Council officers are trying to get across. The speed of a GIF with information or data is also an issue as some may need additional time to understand the image.

 Video and audio content When producing audio only content, such as a podcast, a transcript (or audio description) should be provided. It should be available in HTML or as website content.

When Council officers are producing a video with audio, add subtitles and/or closed captions and the text transcript. Social media platforms such as YouTube allow Council officers to add subtitles and captions easily for free.

If Council officers are producing a video without audio, Council officers should supply a video description to ensure people with visual impairments are able to access the content. A video description is a body of text written in Plain English to describe the key visual elements in the video, so the user can have the same information as someone who is able to watch it. Another option would be to provide an audio recording of the video description to be played by a user with low or no vision.

 Live streaming Live streaming is becoming increasingly popular on Facebook, Twitter and YouTube. When creating live video content, it is important to consider how to make the content available in alternative formats.

 Live Streaming (contd). 56 Page 272

Council officers can do this:  During the event, by using live captions alongside the streamed content and a British Sign Language interpreter  After the event, using a text alternative, as soon as possible after the event finishes. If Council officers are sharing video content, include captions and audio description. This opens the content up to everyone and not just those with hearing impairments.

Other points to remember are to: -

 Make the contact information available on the social media account page. List a primary phone number and email address where a user can reach Council officers with questions, or provide a link to relevant page(s) on Council‟s website that lists the appropriate contact information.

 Make the social media content available through more than one channel. Provide easy points of entry for more information. Some of the most common ways are to post threads on the service area‟s page on Council‟s website, provide options to sign up for daily email alerts of social media

Tips for Making Facebook Updates Accessible 57 Page 273

There is a very useful Facebook Accessibility Page with tips for screen reader users, information about keyboard shortcuts, image and video accessibility and so on.

1. Put Council‟s contact details on the Facebook page – show telephone number, email address and website. 2. Don‟t assume the audience is knowledgeable about all acronyms. Take advantage of the space Facebook provides and always spell out the first instance of the acronym and add the acronym, in parentheses after (e.g., Derry City and Strabane District Council (DCSDC). This is especially helpful for those using screen readers, because after the name is heard and the acronym is spelled out, the user will be better able to associate the sound of the acronym with the full name. 3. Add appropriate captions to photos to ensure that individuals will understand what is going on in the picture. The captions do not need to be very long, but they should describe what the scene is, and how elements of the image appear and provide context for the image. 4. Videos posted directly to Facebook should be closed captioned. Closed captions, or subtitles, add a text overlay to the video to allow viewers with hearing difficulties to understand the context of the clip they are watching. Closed captions can help with all types of accessibility issues and even those who do not have hearing impairments often choose to turn on captioning especially if they are in a noisy environment.

For step-by-step instruction on captioning Facebook videos, please visit http://www.reelseo.com/how-to-add-closed-captions-facebook-videos/.

5. As an alternative to directly uploading videos to Facebook, upload videos to YouTube and post the link to the video in a status update. To ensure accurate captioning Council officers should prepare an accurate transcript and upload it whenever possible. This will ensure that visitors will be taken to an accessible video with captioning.

Tips for Making Tweets Accessible 58 Page 274

There are accessibility issues with Twitter, namely: -  To clearly see some commands such as „retweet‟ Council officers have to hover over the icons.  Some content is also hidden until Council officers hover over the Tweet (e.g. the „Dismiss‟ link).  Pages are not well structured with headings.  There is no link to an accessibility information page (though there is a keyboard shortcuts link).  New information appears automatically on the page (e.g. Numbers of new Tweets).

Twitter accessibility tips and resources  Put main content first and add #hashtags and @user names at the end of a post.  If possible, avoid using unfamiliar acronyms that would sound strange if read by a screen reader or that could be confusing to some readers. Try to spell out the acronyms instead, or use a different way to convey the information.  Try to use camel case for multiple words within a hashtag; that is, capitalize the first letters of compound words. It makes it easier visually and for screen readers to pronounce the individual words more clearly (e.g., use #DigitalGov instead of #digitalgov).  If the tweet links to photo, video or audio content, make the tweet act as a descriptive caption so it provides context for the item, and then link back to a website page that hosts a tagged photo, captioned video or audio with full caption.  If Council officers are linking to content that Derry City and Strabane District Council has not created and/or Council officers do not know whether that content is accessible or not, make sure the audience is aware of these limitations. Provide a note briefly explaining the limitation, e.g.: the photo is untagged; the video will auto start; the video does not include captioning. Also provide contact information should the individual require some kind of alternative method to access the content.

Tips for Making YouTube Videos Accessible 59 Page 275  Be careful only to include high-quality audio. People who are hard of hearing may have difficulty with the soundtrack of videos that contain music or other effects, or which have not been produced to high audio quality.  Ensure all videos have closed captions and audio description (or a link to a version that has audio descriptions). In addition, a full transcript (of captions and audio description) is useful for people who have both hearing and visual impairments including those who are deaf-blind. YouTube has a feature that will automatically caption videos. However, for better accuracy it is better to prepare the own transcript and upload it whenever possible. For step-by-step instructions, please visit: http://ncdae.org/resources/cheatsheets/youtube.php.  Descriptive language needs to be used in video captioning to denote audio and visual elements to users who may have visual or hearing disabilities. Make sure to use easy-to-understand language in the descriptions. It is also important to describe sounds, particularly sounds for which there is no visual equivalent (e.g., if someone in a video is giving a talk, and the viewer can‟t see that the audience is laughing, the captions should say that people are laughing).  Tone of voice is also important to note, particularly if not obvious from a person‟s facial expression (or if the person‟s face can‟t be seen). A lot of meaning and information can be missed by certain viewers with hearing or cognitive impairments if they are not made aware of sounds, tone of voice, etc. Knowing that the background music is cheery, for example, helps signal that the scene should be viewed in a light way and can help shape viewers‟ expectations for the kinds of things that will follow. Someone saying “I‟m doing great” in a sarcastic tone clearly means something very different from someone saying it in a casual or light tone.  Information conveyed in the video must also be explained in screen text or audio (i.e. if someone is making a sandwich and there is no audio then there should be a text or audio equivalent to explain the action taking place in the video).  The YouTube player on the YouTube site is not fully keyboard accessible. Therefore, if possible, it is beneficial to also embed any YouTube videos on a site that uses an accessible YouTube player wrapper and have captions enabled by default.  Appendix 2 60 Page 276 Useful References and Sources of Advice

Websites: -

Equality Commission NI - http://www.equalityni.org/archive/pdf/S75GuideforPublicAuthoritiesApril2010.pdf page 38

Equality and Human Rights Commission – http://www.equalityhumanrights.com/uploaded_files/code_of_practice_rights_of_access_services _to_the_public_public_authority_functions_private_clubs_and_premises.pdf

Organisations: - Action on hearing Loss - NI (RNID), Wilton House, 5 College Square North, Belfast, BT1 6AR. Contact - Cilla Mullen, Communication Services Unit. Tel: 028 9023 9619, Fax: 028 9031 2032, Text phone: 028 9023 9619. Email: [email protected], [email protected], Website: www.hearingloss.org.uk

Northern Ireland Dyslexia Association, 17A Upper Newtownards Road, Belfast, BT4 3HT Tel: 028 9065 9212. Email: [email protected] Website: www.nida.org.uk

RNIB (NI) Accessible Media, 159 Durham Street, Belfast, BT12 4GB Tel: 028 9050 1888, Fax: 028 9065 0001, Email: [email protected] Website: www.rnib.org.uk (The Blind Centre NI merged with RNIB in April 2007) RNIB Helpline: 0845 766 9999

Sense NI, Manor House, 51 Mallusk Road, Mallusk, Newtownabbey, BT36 4RU. Contact – Collette Gray, Tel: 028 9083 3430, Fax: 028 9084 4232, Email: [email protected] Website: www.sense.org.uk

Stroke Association NI, Knockbracken Healthcare Park, Belfast, BT8 8BH, Tel: 028 9050 8020 Email: [email protected] Website: www.stroke.org.uk Address – Rushmere House, 46 Cadogan House, Cadogan Park, Belfast, BT9 6HH

61 Page 277 Publications: -

Let‟s make it accessible – Improving Government Information for Disabled People – by Wendy Gregory (COI Communications) February 2001. MISC J006133.

Disability Discrimination Act 1995 (as modified by Schedule 8 for application in Northern Ireland) – NI Disability Council Code of Practice: Rights of Access – Goods, Facilities, Services and Premises. Published by the Stationery Office (1999) ISBN 0-337-08453-X. £12.95. For mail, telephone and fax orders only contact: PO Box 276, London SW8 5DT. General enquiries 020 873 0011; Tel: 020 873 9090; Fax: 020 873 8200

Open for Business: a best practice guide on access by David Bonnett and Patrick Tolfree. Available from Employers‟ Forum on Disability, Tel/Text phone 020 7403 3020. £13.00 (£10.00 members)

Sign Design Guide, RNIB Customer Services. Tel: 0845 702 3153; e-mail [email protected]

“Access First: a guide on how to give written information for people with learning difficulties” by People First.

“Make it Simple: European Easy-to-Read Guidelines”, ILSMH European Association.

“Guidelines to making meetings accessible”, Mencap Communications, available at: http://www.mencap.org.uk/document.asp?id=1766 . POL/854MM/JW 37

“Plain English Guide” by Martin Cutts, Oxford £3.99.

“Am I making myself Clear?” – Mencap Communications March 2000.

“Guidelines for Effective Consultation with Older People and Disabled People” – Imtac guidelines on making printed information more accessible. Copies available at: www.imtac.org.uk/publications.php?pid=120 . “Eight Easy Steps to Inclusive Marketing” – Imtac checklist on developing information about transport services. Copies available at: http://www.imtac.org.uk/publications.php?pid=131

62 Page 278 “A Fair Chance Report” – best practice approach to consultation with people with learning disabilities, copies of report available at: www.dhsspsni.gov.uk/publications.

Report of the Promoting Social Inclusion Working Group on Disability, December 2009 – available at: http://www.ofmdfmni.gov.uk/report_of_the_promoting_social_inclusion_working_group_on_disa bility__pdf_1.38mb_.pdf

“See it Right”, by RNID, Customer Services, Tel: 0845 702 3153; £30.00 (£22.50 for non- profit organisations). www.rnib.org.uk/professionals/accessibleinformation/Pages/see_it_right.aspx

Local Talking Newspapers, Association of Talking Newspapers (ATNNI) - contact local libraries.

Sound Vision Ulster magazine by Blind Centre for Northern Ireland, Tel: 028 90 500999, Website: www.bcni.co.uk/communication.html (Blind Centre NI merged with RNIB in April 2007).

Appendix 3 Good Practice Checklist

Accessible Events Checklist

63 Page 279 This document aims to support staff involved in the planning, organising, publicising and running of events which are open to the public or have external guests attending.

It should be used in conjunction with the Code of Practice for Organising Accessible Meetings and Events.

Event organisers MUST review this checklist before making any room booking or requesting a venue to ensure full consideration of the possible needs of intended audience, delegates & speakers.

Event Name:

Event Location Indoor Outdoor

Date

Time

Approx. No. attendees AV Facilities required? Catering required?

1. Planning (Indoor & Outdoor Events)

64 Page 280 Officers should involve people with a disability in the planning of Council‟s event

Ensure someone been designated as a key point of contact for accessibility issues during the event.

Ensure staff assisting at the event have had Disability Awareness Training. Ensure all staff know the evacuation procedures from the venue in the event of an emergency and the arrangements for assisting disabled people Identify who is responsible for first aid provision

Free place or reduced pricing, where there is a fee for the event, should be available for personal support workers. Programme should be timetabled to ensure a degree of flexibility to take into account any alterations which may be required. People with mobility impairments may need added time to move between rooms/sessions/performances. Support workers, such as sign language interpreters, may require regular breaks and delegates with chronic medical conditions (e.g. diabetes) may require regular refreshment breaks. Check requirements of speakers and facilitators. They themselves may need additional requirements/ adjustments. Speakers, facilitators (and exhibitors) need to be given deadlines for submissions prior to the event. Ask for speakers/notes/slides in accessible and electronic formats. Ensure submission deadlines allow for provision of information in alternative formats (e.g. Braille/large print), should these be requested. Assess what Audio Visual equipment and technical support will be required.

2. Event Venue

65 Page 281 Council officers will automatically look for an accessible venue where an event is open to the public or has external guests attending. Once officers have a proposed venue, they must bear the following in mind: Is the venue easily accessible by public transport? Is there adequate disability parking for participants? Is this on firm level ground? Is it close to the entrance of the venue? Are the venue‟s doors wide enough to accommodate wheelchair or push buggy access easily? If there are any stairs to venue, there must also be a ramp or lift which wheelchair users should be able to use independently. Find out where these are and ensure an accessible route is signposted on the day. Do the buttons in lifts have Braille and/or raised tactile numbers? Find out where the nearest accessible toilet facilities are and ensure the route to them is accessible and this is clearly signed on the day.

Is the area of an adequate size to cater for the event? If there are going to be exhibition stands and display cases, will there be ample room for safe and easy manoeuvre for people with mobility aids or assistance dogs? Is lighting suitable? Can lighting be adjusted enough to allow visual aids but not be too dim as it may pose difficulties for people with hearing impairments to see their language interpreters? Is seating suitable? If possible there should be a range of chairs – both some with arms and some without. For example, wheelchair users who wish to transfer from their wheelchair to a chair might find it easier to use a chair without arms. Is a Hearing Assistance system available within the room or can be a portable loop system be supplied? Ensure that refreshment areas/break out rooms are nearby and fully

accessible.

Is there a room set aside as a quiet space to provide respite

particularly for those with autism, mental health issues or fatigue.

66 Page 282 Additional considerations for an Outdoor Event Assess area for: -  On-site accessible parking provision  On-site accessible toilets  Rest provision - seating areas not linked to food/drink provision, ideally shaded and/or covered. If there is a carnival procession, consideration needs to be given as to the length of route and to the gradients, surfaces etc. and to the impact that may have on participants with a disability Where there is a procession route which may have issues for participants with a disability the officers could consider such solutions as:  Having pedestrian mobility solutions within the procession itself (use of decorated wheelchairs, walking frames, sticks)  Allowing people the choice of „dropping out‟ at pre-determined points, and re-joining the procession at another point (placing drop off/pick up points before and after the steeper inclines, for example). When necessary, vehicles would need to be used to transport people between these points.

Such options would need to be detailed in event publications and notices. Officers should consider the use of viewing platforms and „no crowd zones‟ (areas marshalled by stewards where only a limited number of people can attend at any one time to avoid crushes and thereby enable access for a wide variety of disabled people who may have poor balance, pain issues or issues with crowds).

67 Page 283 3. Pre-event publicity and administration

ALL Public events or those which have external attendees

A. Publicity Is an equality/accessibility statement included in the event information registration form and any programme announcements: “We aim to ensure that people have equal access to all Council events. If you need alternative formats or other reasonable adjustments, please contact Policy Officer (Equality) on (028 71 253253) or via email: ([email protected]) with your request so that arrangements, where possible, can be made. “ Event publicised in variety of formats/media, i.e. Print, web, email forums, posters. Involve the Marketing and Communications section from the earliest planning stage and discuss needs with the Design and Publications Officer;

Plan ahead. It is good practice to make sure frequently requested alternative formats such as large print is available at the same time and in the same quality as the standard print.

Avoid the use of acronyms, and explain any technical terms used;

Comply with Council‟s Code of Practice on Producing Information when thinking about the publicity material for the event. (See Appendix 1)

Consider using illustrations. Photographs, illustrations and diagrams all aid understanding of information. When using these care should be taken to portray a positive image of disability rather than reinforcing stereotypes. People with learning disabilities and visual impairments will benefit particularly from relevant illustrations and, in some cases, the use of symbols which help to explain the text.

68 Page 284 B. Registration/Booking arrangements Ensure registration form has questions about additional adjustments requirements and space provided to note specific individual requirements.  Alternative formats,  personal support,  access or  dietary requirements. Alternative registration options made available.  Online,  telephone,  text phone or  email. If participants are reserving places at an event officers need to consider how seats are being allocated – is there dedicated areas for people with a disability (are support workers and assistant dogs catered for) – consider where dedicated areas are placed as those with a hearing impairment will need to have good view of stage and any language interpreters. Requested adjustments clarified with delegate(s).

C. Booking Confirmation Confirming booking provides Council officers with another opportunity to request additional adjustments with deadline for receipt. Word confirmation accordingly. Provide confirmation in appropriate format as requested by the delegate/attendee (mail/email/telephone). Confirm any additional adjustments/support agreed. Provide venue information such as maps, directions, accessible entrance and access routes, assistance dog toileting arrangements etc.

69 Page 285 4. On the Day

A. Transport

If Council are providing transport in response to a requirement cited by participants, then ensure all vehicles are accessible

Ensure space at venue is set aside for setting down as close as possible to the entrance of the venue

Where transport is being arranged to collect people at a “drop off” point along a procession route to bring them to the “re-joining area” – ensure that the vehicles being used are accessible and have permission to get into designated areas.

When event is over officers must ensure that transport is available at entrance to the venue/outdoor space before participants leave so that participants with a disability do not have to stand too long.

B. Emergency procedures Is a fire drill due while event is in progress? Check with staff at venue where assembly point is. Ensure emergency evacuation procedures are communicated to those who may require assistance during an emergency, as part of the „housekeeping‟ information provided at the start of the event.

C. Signage Clearly printed in appropriate size, font and colour. Not displayed too high/out of sight for wheelchair users.

If secondary „accessible‟ entrance route also being used, ensure signage and directions in place there too.

Ensure signage for route from venue to accessible toilet facilities is in place. 70 Page 286

D. Main Room Set Up Audio Visual equipment and Technical Support in place.  Microphones for audience participation sessions.  Hearing assistance system equipment. Aisles should be wide enough to facilitate wheelchair access Allocate specific seating point for each wheelchair user that allows a clear view.

Ensure people with a hearing impairment can see the sign language interpreter clearly. (Try not to create a „disabled‟ area – treat everyone as individuals). Speaking area/podium accessible?

Speakers/presenters may have mobility impairment. Space left at front of room, near the podium or primary speaking area, for sign language interpreters.

When a personal assistant accompanies an individual, plan seating to include the assistant.

Seating reserved near the interpreters for delegates/attendees who are deaf or hearing impaired.

Any tables at appropriate height for wheelchair users.

Provide specific area for assistance dogs This should a separate area from the wheelchair users.

71 Page 287 This page is intentionally left blank Policy on Producing Information

DCSDC Policy Document Number Responsible Officer Chief Executive Policy Officer (Equality) Tel: 028 71 253253 Ext 6705 Contact Officer Email: [email protected]

Approval Effective Date September 2017 Modifications Superseded Documents To be reviewed every 2 years. However, the Policy will be reviewed sooner in the event of any one or more of the following:  Failure or weakness in the policy is highlighted Review Date  Changes in legislative requirements  Changes in Government/Council or other directives and requirements

File Number

Associated Equality Scheme 2015-2019 Documents Corporate Plan 2015-2016 Good Relations Strategy 2014-2017

Page 289 1 1. Purpose

Derry City and Strabane District Council’s Policy unit is responsible for driving forward and providing guidance on Section 75 obligations to all service areas including the commitment to ensure that all information emanating from Derry City and Strabane District Council is made as accessible and equitable as possible.

The purpose of this Policy on Producing Information is to strive to achieve best practice in ensuring that Derry City and Strabane District Council provides its customers with accessible information as quickly and effectively as possible.

2. Scope

The Policy on Producing Information will be forwarded to all Council employees and is intended for use by those members of staff who are responsible for producing information on behalf of Derry City and Strabane District Council. Consequently publication design service provided (internal or external) will be required to comply with this Policy on Producing Information.

3. Definitions

Accessibility refers to the ability to get information and services by minimising the communication barriers some people face due to issues such as;

 First language not being English  Visual impairment  Learning disability or literacy issues.  Age

Equality of Opportunity The promotion of equality of opportunity entails more than the elimination of discrimination. It requires proactive measures to be taken to secure equality of opportunity and access to Council services for all the Section 75 categories.

Page 290 2 3 Definitions (contd)

Reasonable Adjustments - The duty to make reasonable adjustments is a legal responsibility under the Disability Discrimination Act. It applies to people such as employers, service providers and education providers and is intended to make sure that people with a disability do not face substantial difficulties in employment, education or when using services.

The Disability Discrimination Act defines a reasonable adjustment as a reasonable step taken to prevent a person with a disability suffering a substantial disadvantage compared with people who do not have a disability.

The European Charter for Regional or Minority Languages: The European Charter for Regional or Minority Languages (ECRML) is a European treaty (CETS 148) adopted in 1992 under the auspices of the Council of Europe to protect and promote historical regional and minority languages in Europe.

4. Policy Statement

Derry City and Strabane District Council recognises that there is a risk that some sections of the community will not enjoy equality of opportunity in accessing information from Council.

These people have the right to expect a level of service consistent with that offered to the rest of the community by Derry City and Strabane District Council.

It is paramount therefore that Council staff consider the requirements of the target audience when deciding how information should be made available. This Policy on Producing Information is aimed at ensuring that all Council information is accessible to as wide a range of people as possible, including those individuals who belong to any of the Section 75 equality categories.

Page 291 3 4.1 Roles and Responsibilities

Chief Executive has overall responsibility for the effective implementation of this Policy on Producing Information.

Heads of Service/Lead Officers are responsible for ensuring that the Policy on Producing Information is adhered to by the staff within each Department and that they make provision within departmental budgets to meet requests for information in alternative formats should they arise.

Lead Democratic Services and Improvement and Staff within the Policy Unit have responsibility for disseminating the information contained within this Policy on Producing Information to staff with responsibility for preparing and developing Council related information and publication to ensure compliance.

The Policy Unit staff are also responsible for the coordination and monitoring of the provision of Council Information in alternative formats in line with Council’s Policy on Producing Information and to oversee the procurement and appointment of a select list of interpreters/translators to provide alternative formats as required.

Council Staff: All staff are required to put the customers’ needs at the centre of the services they deliver. Staff to be aware of the Policy on Producing Information so that they may implement policy within their service area as required.

4.2 General Principles

The principles which have guided the development of the Policy on Producing Information are:

 Accessibility  Equality of Opportunity  Reasonable Adjustments

Page 292 4 5. Legal and Policy Framework

5.1 Governing legislation Under Section 75 Northern Ireland Act 1998 (Schedule 9 paragraph 4 (2) (a)) – public authorities are required to ensure that the accessibility and the language and format of all documentation should be considered to ensure that there are no barriers for any person. Further recommendations state that public authorities should have systems in place to make Information available in alternative formats on request in a timely manner.

Article 10 – ‘Administrative Authorities and Public Services’ of The European Charter for Regional or Minority Languages 1992 requires that the local district councils in Northern Ireland are required to accept and respond to written applications in Irish and interpretation services must be provided on request.

The statutory requirements of the Disability Discrimination Act 1995 (including subsequent amendments as a result of the Disability Discrimination (Northern Ireland) Order 2006) also states all service providers to make reasonable adjustments to ensure that people with a disability can access information and services

On an international level the UK has ratified the UN Convention in the Rights of Persons with Disabilities. Article 9 states that government should take action to ensure accessibility, equal to that of non-disabled people, including information and communications services.

Page 293 5 5.2 Guidance issued by advisory bodies

Council is guided by advisory bodies such as the Equality Commission who have stated that:

“Information should be made available on request in accessible formats and that systems are in place in order that information can be made available in accessible formats in a timely fashion. In addition, we recommend that specific consideration is given to how best to communicate information to children and young people, people with learning disabilities and minority ethnic communities.’(Equality Commission NI)

The Equality and Human Rights Commission have also issued guidance to public authorities on this matter stating:

“In many cases, a service provider will need to consider providing auxiliary aids or services to improve communication with people with a sensory impairment (such as those affecting hearing or sight), a speech impairment, or learning disabilities. The type of auxiliary aid or service will vary according to the importance, length, complexity, or frequency of the communication involved. In some cases, more than one type of auxiliary aid or service might be appropriate, as different people have different communication requirements. Account should also be taken of people with multiple communication disabilities, such as deaf-blindness or combined speech and hearing”.

In compiling this policy expert advice and guidance has been sought from RNIB on the provision of accessible formats. In their ‘Clear Print Guidance’ they have made the following recommendations which have been incorporated into this Policy on Producing Information:-

Page 294 6 5.2 Guidance Issued by Advisory Bodies (contd)

 Document text size should be 12-14 pt, preferably 14 pt.  The font you choose should be clear, avoiding anything stylised  All body text should be left aligned  Use bold sparingly, only highlight a few words rather than a paragraph  Keep the text layout clear, simple and consistent  Don't use blocks of capitalised letters, and try not to use any italics or underlining  Text shouldn't be overlaid on images  The substrate or coatings should not be glossy or reflective  Ensure the paper is thick enough to prevent show through  The contrast between the text and background is as high as possible  All text should be the same orientation on the page  Space between columns of text is large enough to be distinct  Any information conveyed in colour or through images is also described

This information is available in full from the website: http://www.rnib.org.uk/professionals/accessibleinformation/text/Pages/clear_prin t.aspx

5.3 Linkage to Corporate Plan

This policy supports Derry City and Strabane District Council’s Corporate Plan and specifically its key corporate value of being “Committed to clear and timely communication and celebrating our achievements”.

Page 295 7 6 Impact Assessment

6.1 Screening and Equality Impact Assessment

This draft policy has been screened out for equality impact assessment. A copy of the screening questionnaire is available from the Policy Unit within the Democratic Services and Improvement Section.

6.2 Impact on Staff and Financial Resources

This policy will impact on all staff and will require awareness training particularly for those at the public customer care interface.

There will be some resource implications in order to fully implement this policy however as this is based on an ‘on request’ basis it is difficult to quantify budget allocation to cover translation, interpretation, publication, design and associated costs. It is important however to make some allowance for this at beginning of financial year.

Whilst there may be a need for some financial outlay to deliver this policy the benefits of ensuring that all residents and visitors have equality of opportunity to access Council services and information may aid increased participation and uptake of services and remove the likelihood of discrimination cases being taken against Council.

6.3 Sustainable Development

Sustainable development influences decision-making within organisations and can go towards forming principles and business values. An example of business values influenced by sustainable development principles could be through providing information to the public in an open and accessible way and through involving people and communities who are affected by business. (NIDirect).

Page 296 8 7 Implementation

7.1 Support and Advice

Overall responsibility for the implementation of the Policy on Producing Information lies with the Chief Executive’s Department. The Lead Democratic Services and Improvement Officer and officers within the Policy Unit will assist in the operational implementation of the policy. Design advice and compliance assurance will be provided by the Design and Publications Officer for all internal publications.

7.2 Training

All Council staff will be offered awareness training. All Heads of Service/Lead Officers must ensure that they and their staff are aware of the obligations relating to their service areas under the Policy on Producing Information. New staff will receive awareness training as part of their induction.

7.3 Procedures A Code of Practice on Producing Information has been developed to give definitive guidance on how documentation/information should be prepared to ensure optimum accessibility (See Appendix 1)

All design requirements which generate published materials including print, digital, online, signage, large-scale, exhibition and film must be registered with and managed by DC&SDC Marketing Section to ensure a clear design brief and correct adherence to both the Policy on Producing Information and The Derry City and Strabane District Council Brand Guidelines.

In-House Design

All in-house written and published materials must be clearly identifiable, displaying the Derry City and Strabane District Council brand as directed by the corporate guidelines. It is important that staff consult with the Design and Publications Officer to ensure the correct usage of the Derry City & Strabane District Council logo/brand.

Page 297 9 7.3 Procedures (contd).

The Derry City and Strabane District Council brand should only be reproduced from master artwork supplied specifically for this purpose by Derry City & Strabane District Council‘s Marketing section.

The Design and Publications Officer should be consulted on the design, layout and print production of all internally produced information materials to ensure compliance with the Policy on Producing Information and Corporate Brand Guidelines. For guidance on all Derry City and Strabane District Council brands and published materials please contact the Design and Publications Officer: [email protected]

All concepts, finished artwork & applications must be provided to and approved by Derry City & Strabane District Council Marketing Section – well in advance of any campaign, print or production deadlines.

External Sub-Contractors for Design and Publication of Council Information

All members of staff who procure the services of external sub-contractors to design and/or publish information relating to Derry City and Strabane District Council must provide the selected sub-contractor with a copy of this Policy on Producing Information. This aims to ensure compliance with Council’s commitment to provide equal and accessible services to all.

8. Guidelines and Forms

See Appendix 1 for the Code of Practice on Producing Information which clearly sets out requirements in relation to: producing information in alternative formats, Style, use of images, use of Plain English, Printing/Binding, Web Site Accessibility and Social Media Accessibility.

Appendix 3 is a checklist for staff of areas they need to consider when preparing information and documentation.

Page 298 10 9. Communications Strategy

Responsibility for the communication of this policy lies with the officer within the Policy Unit. Awareness training will be arranged in conjunction with the Training Officer.

10. Risk Management

Failure to implement this policy may lead to Council failing to meet its legislative obligations, customer-service obligations and equal opportunities obligations.

11. Monitoring and Evaluation

This policy will be subject to review every two years or earlier as may be required by legislative changes or good-practice adaptations.

Page 299 11 Appendix 1 Code of Practice on Producing Information This Code of Practice provides advice relating to the preparation of documentation or information relevant to Derry City and Strabane District Council facilities and services. In order to ensure optimum accessibility guidance is provided in the following areas:  Information in alternative formats and languages other than English o Languages other than English o Braille, Large Print and Disc

 Style o Size/Format of Text o Layout o Tables/Text Boxes o Colour o Overprinting

 Use of Images o Symbols o Pictures/Illustrations o Positive Images

 Plain English

 Printing/Binding o Printing o Binding

 Web Site Accessibility

 Social Media Accessibility

Page 300 12 Information in Alternative Formats and Languages other than English

Languages other than English Derry City and Strabane District Council has a select list of translators and interpreters which is updated every 3 years. If you receive a request for a document to be translated into an alternative format you should inform the Policy Officer (Equality) (Tel: 028 71 365151 Ext 6705, or email: [email protected]). The Policy Officer (Equality) will process your request normally within 5 working days – although this may vary slightly depending on the size of the document and format being requested. Translating information into different languages shows everybody that the services of the Council are for all the people of the Derry City and Strabane District Council area. It is not always useful to translate into written form because many people can speak their first languages but cannot read it. You should therefore consider producing audio or video recordings (CD/DVD). Videos are one of the most effective ways of getting information to BSL (British Sign Language) or ISL (Irish Sign Languages) users since their knowledge of written English is often very limited. If you have a document translated into a language other than English, remember to put this statement on the front cover of the English version: This leaflet on [insert subject] is available in Irish, Ulster Scots, Chinese, Urdu (or whatever the language is required). Contact: Policy Unit, Tel : 028 71 253253 Ext 6705, or e-mail : [email protected] for copies. Also, on each of the translated leaflets, put the leaflet’s title in English on the back cover. This will help all staff know what the translated leaflets are and where to display them. Where practicable staff should endeavour to anticipate need/demand for information in alternative formats to ensure that all publications are available at the same time and in the same design format as the original English version.

Page 301 13 Braille, Large Print & Disc Under the Disability Discrimination Act, disabled people are entitled to receive information in whatever format they require. For many visually impaired people, print is not their preferred method of receiving information. The Council will provide information in Braille, on audio-tape and on disc etc., upon request. There may still be a need for a small number of large print copies of documents to be made to cater for severely partially sighted people, upon request. In these circumstances 18 point text is recommended for documentation. The letters should be set within a “leading” or spacing which is at least 2 points bigger than the letters themselves. The Style guidelines set out in the next section should also be followed. An increasing number of visually impaired people wish to be sent information on computer disc, so they can enlarge it and print it to their own requirements on their home computers.

Please note all Council publications should contain the following alternative formats statement: This information is available upon request in a number of formats including large print, Braille, PDF, audio formats (CD, MP3, DAISY) and minority languages. For further information on alternative formats please contact the Policy Unit by: Telephone: 028 71 253253 (Ext 6705) Textphone: 028 71 376646 Email: [email protected]

Page 302 14 Style The guidelines below are aimed at making information easier to read and may be of assistance in communicating young people, those people who have a visual impairment and people with a learning disability. The following recommendations should be followed for written information: Size/ format of Text  A minimum of 14 point is recommended for use in leaflets and any public document that is less than two pages.  Longer documents should be produced in a minimum of 12 point (14 point is recommended to reach more people with sight problems).  Where summary documents are prepared to improve accessibility, these should be produced in a minimum of 14 point.  Where a request is received for a large print version of a document this should be prepared in a minimum of 18 point (or in the individual’s preferred font, if specified)  Always use a clear typeface – such as Segoe, Arial, Helvetica, Univers or Swiss 721 Roman. Choose a font with easily distinguishable characters. In some fonts it may be easy to confuse certain characters, for example (capital i) with l (lower case L). Also you must ensure numbers are distinct – in certain typefaces 0 and 6 can be confused. (Accessible Media)  Avoid the use of italics  Do not use block capitals, for example in headings. People recognise words by their shape. Using block capitals particularly affects people with reading difficulties.  Underlining should also be avoided as it makes it more difficult for people with a visual impairment to recognise the shape of the words as the underline intersects with the letter descenders (tails of letters like p and g).  If there is a need to add emphasis to text it is recommended that a bolder font weight is used.

Page 303 15 Size/ format of Text (contd)  Use “ragged right” and not “fully justified” text. Fully justified text (justified on both sides) creates uneven spaces in text that makes it difficult to read.  Avoid splitting words over two lines by using hyphens as this disrupts reading flow.  Generally all text should be set horizontally. Text set at an angle or following a curved line is more difficult to locate and read. Text set vertically is extremely difficult for a reader with low vision to follow, and should not be used.  Avoid fitting text around images if this means that lines of text start in a different place and are therefore difficult to read.  Sentence and paragraph length should also be kept as short as possible.  The space between lines of text needs to be adequate - If it is too narrow, the print can be difficult to read, making it difficult for people with visual impairment to recognise word shapes. For larger fonts, more spacing is required between lines.  Make sure the margin between columns clearly separates them. If space is limited, use a vertical rule.

Colour  Using different colours in a publication can help people find relevant information quickly - but do not use too many.  Ensure that there is as much contrast as possible between paper colour and print colour so that text is easy to read. High contrast between colours is crucial to legibility and this can be achieved by enhancing the difference between the lightness and darkness of colours  Black and white produces the highest possible contrast.  To help features stand out, exaggerate the lightness of light colours and darkness of dark colours when used next to each other as this will enhance contrast.

Page 304 16 Colour (contd)  Avoid using colours which are similar in lightness or similar in darkness next to one another, even if they differ in colour, for example light green and light red, as some people with low vision or colour vision deficiencies may not be able to tell the difference between these colours. Ensure that you choose colours that have a good differentiation for people with colour deficiency. You can find out more on the Vischeck website - http://www.vischeck.com/vischeck/vischeckURL.php  Avoid using similar colours together, for example red and orange, or green and blue-green particularly if they do not vary in lightness as they will not be easy to distinguish.  Avoid using achromatic colours (black, white, grey) against colours of similar lightness or darkness, for example dark grey against black  Use matt paper that has a good contrast between the print colour and the paper colour – black print on off-white or yellow shades is best.

Overprinting

 Avoid using text on an image or patterned background as the colour contrast will vary and the shapes of the letters will be harder to identify or find - background should be solid.

Page 305 17 Layout

 Use a clear, standard layout with headings that stand out from the general text.  Be consistent and logical in laying out text and illustrations. It should be clear in which order blocks of text should be read and which illustration relates to which block of text.  Users with a visual impairment may using magnification technology to read the document therefore only a small part of the page is visible at a time. It is therefore best to avoid placing information on the right hand side of the page without connecting it visually to the left margin.  Where text or tables run on to two or more pages ensure that all headings continue onto all pages to ensure the reader can relate information back to the appropriate topic.  Write all addresses as they appear on an envelope, not on one line separated by commas.

Tables, Text boxes etc.  Tables/text boxes should be located between paragraphs and should not interrupt the flow of text.  Tables/text boxes need to have sufficient space around text or information contained within the cell so that the contents do not merge visually with the borders of the table.  Information within the cell should ideally be left aligned.  Border lines in tables should be used to make it easier for the reader to locate information.

Page 306 18 Using symbols  If used properly, symbols can show what is available at a glance.  Symbols should be clear and easy to recognise. Use a key to explain what symbols represent.  Use symbols to represent only key words or phrases as too many symbols on a page can be confusing.  Place symbols alongside text rather than above the words.

Pictures/Illustrations  Pictures and illustrations should be simple and easy to understand and relevant to the message that is being presented.  As with text, repetition reinforces messages, so there is no harm in using the same picture/illustration several times.  Don’t use the same picture/illustration to convey two different messages.

Positive Images: Photographs, cartoons or drawing are often used in publicity material. When using images in publications it is important to use them positively. It is important that your publicity includes rather than excludes. Take care what images you use:  Avoid stereotypes e.g. photos of disabled people as objects of pity, older people carrying walking sticks.  Use images of people from other races, disabled people or women which show them as dignified and/or actively participating in activities.  Show people doing non-traditional jobs; sporting/leisure activities; etc.  Avoid depicting the family as mother, father and two children only. Remember households in Derry City and Strabane District Council are made up of a wide range of people in terms of race, gender, sexuality, age, and disability with or without children.  It is often useful to ask a sample of the groups concerned for comments on draft artwork before you prepare your final art work

Page 307 19 Plain English In order to ensure more effective communication with young people, people with learning disabilities and the community generally, the Council has committed itself to using approaches such as “ Plain English “. Plain English makes your writing more friendly, direct and easy to understand. The points below should be followed and will help you use language more effectively:

Plan your writing. Ensure that the points you want to make are in a logical order.  Think about what you want to achieve in the document  Gather all the information you need. Make a short note of the key points you want to make leaving out any unnecessary detail.  Plan the document so that the content will be in the order your readers will find clearest to understand.

Write in a tone and style that is appropriate to the reader.  Think of the document from the reader’s point of view  Be direct and friendly. For example, use ‘I’, ‘we’ and ‘you’.  When publication is being made available to the public it is more appropriate to use full words instead of shortened versions – i.e. do not instead of don’t, is not instead of isn’t.  Avoid patronising or insincere phrases  Avoid phrases in documents that may worry the reader

Page 308 20 Plain English (contd)

Get to the point quickly. Make the document interesting.  The first few sentences should be the essence of the document, covering who, what, why where, when and how. They need to interest your readers enough for them to continue reading.  Think carefully about the title of your document.

Be understood. Everyday language is more likely to help people understand your ideas or message.  Use words that most people will know. Using obscure, foreign, technical or legal words and phrases will be a barrier to understanding.  Explain any technical terms.  Be consistent, use the same words and phrases consistently even if it sounds repetitive. For example don’t begin writing about the ‘delegates’ and then refer to them as ‘attendees’ or ‘participants’.

Don’t use jargon unless your readers will understand it.  Use familiar words whenever possible.

Where possible, make only one main point in a sentence. Be concise.  Readers have difficulty in understanding long sentences.  An average sentence should be no more than 15 to 20 words.  Check to see if any sentences using commas or joined with ‘and’ could be broken in two.

Page 309 21 Plain English (contd.)

 Remove unnecessary words and phrases.  For example, instead of saying: ”If there are any points on which you require further information or clarification we shall be glad to furnish such additional details as may be required by telephone”, say;” If you have any questions, please ring”.  Make only one main point in a sentence.  Be direct – for example, say "we will do it" and not "it will be done by us".  Use commands when writing instructions – with ‘please’ and ‘thank you’ as necessary.  Indirect language may cause confusion and can appear impersonal and pompous.

Be clear. Do not stray from the main point or message. Do not use ambiguous or vague words or phrases.

 Do not use unnecessary words.  Don’t overuse qualifying words eg ‘definitely’, ‘very’, ‘completely’, ‘really’.

Design clear and helpful leaflets and forms.

 Leaflets and forms should be helpful, polite and as friendly as the subject allows.  All Council literature helps determine the public’s view of this organisation.  Use the Council crest / corporate image to identify the source of the leaflet or form.

Page 310 22 Plain English (contd.)

 Do not cram too many questions into one form or too much information into a leaflet;  Direct the reader through the questions and point them to relevant parts of any accompanying document  Use clear headings so that readers can find the information they need. Do not use CAPITALS as these can seem unfriendly. Use bold, rather than underlining, to emphasise headings – it is easier to read  Provide a telephone number, address and e-mail address where the reader can get more information

Read and check everything you write.

 Check that the grammar is correct. The Plain English Campaign has a useful guidance on grammar at www.plainenglish.co.uk.  Make sure that the document reads clearly.  Ask yourself if the reader will understand it.  Delete anything that you can do without.

Page 311 23 Printing There are three important factors to consider when choosing paper for printing documentation:  How much light the paper reflects. Avoid glossy papers as light will reflect off the surface and obscure the print. Matt laminated covers look very impressive and avoid this problem.  Amount of ‘show through’. It is important to choose paper that is thick enough so that the text printed on one side cannot be seen on the other side to the extent that it interferes with legibility. If it is not possible to choose paper thick enough to prevent show-through, print single-sided. Using a paper colour of 10% - 15% tint can both help reduce glare and the writing on the other side will not show through.  Colour of paper. Choose a paper colour that will give an adequate contrast between the text and background. Generally, white paper with black produces the best contrast. However for some readers this produces too much contrast so an off- white colour may be preferred.

Binding Documents should be bound on the left to enable them to be opened out flat for use with magnification technology. Staples work well for shorter documents. Wire binding allows a larger document to be bound and still be opened out flat.

Page 312 24 Web Site Accessibility Whilst a number of the above guidelines are relevant to the content of the Council’s web-site, there are a number of particular design considerations which must be addressed to facilitate the accessibility of the information to those individuals with a disability or who have particular needs., For example, the following users should be able to access the web-site content using adaptive strategies and appropriate technologies:

 Someone who cannot hear will want to see the information;  Someone who cannot see will want to hear or touch the information  Someone who does not have the strength to move quickly or easily will want to use as little movement as possible to see or hear or feel the information;  Someone who does not read well may want to hear the information and see words highlighted as they read.

Accordingly, all Council web sites / pages should comply with established guidelines such as the Web Content Accessibility Guidelines and /or be approved by recognised accreditation organisations such as CAST* (“Bobby Approved”) *Center for Applied Special Technology

It should be noted that Council has the Browsealoud facility on its website as an auxiliary aid to facilitate accessibility. BrowseAloud is assistive technology that adds text-to-speech functionality to websites

Page 313 25 Social Media Accessibility Social Media has changed how people interact, share and acquire information through blogs, podcasts and social networks such as Facebook and Twitter. Businesses and organisations also use social media to promote products or events. Current topics are commented on and discussed. The guidelines have been informed by the Government Digital Service Social Media Playbook and covers written content; use of hashtags and hyperlinks, images, Graphic Interchange Formats (GIFs) and infographics; video and audio content and live streaming.

Below are a set of recommendations to improve the accessibility of social media:-

 Keep it simple. Regardless of the targeted audience, all content should be easily understood by everyone. This means Plain English should be used and content written as simply as possible so that the information is usable and accessible. All jargon, acronyms, technical language or industry terms should be removed. Don’t assume your audience is knowledgeable about all acronyms. You should always spell out the words in full in the first instance and add the acronym, in parentheses after e.g., Derry City and Strabane District Council (DCSDC). This is especially helpful for those using screen readers, because after the name is heard and the acronym is spelled out, the user will be better able to associate the sound of the acronym with the full name. (See full details on using Plain English at Section 7.3 Procedures within the Policy on Producing Information)

Page 314 26  Hashtags and Hyperlinks Hashtags and hyperlinks are useful to provide the user with context or a method of finding further information but this should be minimal (a maximum of two per post) to avoid confusion as people using assistive technologies or keyboard tags to navigate can find it difficult to get through the links. Where possible camel case should be used. Camel case is the practice of writing compound words or phrases such that each word or abbreviation in the middle of the phrase begins with a capital letter, with no intervening spaces or punctuation. For example as in #SocialGov). The use of camel case is helpful as it makes multi-word hashtags easier to read, including for those using a screen reader. Adding a hyperlink to a webpage for more information gives people using assistive technology a way to read the content in Hypertext Markup Language (HTML) and also gives people more information than in the social media post. Hyperlinks can also be useful to link content together or give context to a post.

 Use of Images, animated Graphics Interchange Format (GIF) and infographics When creating images, gifs or infographics for social media, it's important to consider the colour palette used. See full details on Colour at Section 7.3 Procedures within the Policy on Producing Information) For infographics or images with a large amount of information contained in the image, a text alternative should be provided in the body text. When using images, where possible, alternative text (alt text) should be included for users of screen readers or assistive technologies - particularly if the image itself includes text. Alt text (alternative text) is a word or phrase that can be inserted as an attribute in an HTML document to tell Web site viewers the nature or contents of an image. The alt text should be placed on a plain background and follow the guidelines for Colour in section 7.3 of the Policy on Producing Information.

Alt text should also be kept short and only contain important information the user needs to know. If an image is being used for decorative purposes only, then it is more appropriate to leave this blank.

Page 315 27 Use of Images, GIFs and Infographics (contd) You must ensure the key message is in the body of the post or add a hyperlink to a webpage where the user can access the information in HTML. Only use a Graphics Interchange Format (GIF) if it adds value to the content. Whilst they can be fun and pretty, people with some cognitive or visual impairments find GIFs difficult to engage with and may distract users from the message that you are trying to get across. The speed of a GIF with information or data is also an issue as some may need additional time to understand the image.

 Video and audio content When producing audio only content, such as a podcast, a transcript (or audio description) should be provided. It should be available in HTML or as website content.

When you are producing a video with audio, add subtitles and/or closed captions and the text transcript. Social media platforms such as YouTube allow you to add subtitles and captions easily for free. If you are producing a video without audio, you should supply a video description to ensure people with visual impairments are able to access the content. A video description is a body of text written in Plain English to describe the key visual elements in the video, so the user can have the same information as someone who is able to watch it. Another option would be to provide an audio recording of the video description to be played by a user with low or no vision.

 Live streaming Live streaming is becoming increasingly popular on Facebook, Twitter and YouTube. When creating live video content, it is important to consider how to make the content available in alternative formats.

Page 316 28 Live Streaming (contd). You can do this:

 During the event, by using live captions alongside the streamed content and a British Sign Language interpreter

 After the event, using a text alternative, as soon as possible after the event finishes. If you are sharing video content, include captions and audio description. This opens the content up to everyone and not just those with hearing impairments. Other points to remember are to:-  Make your contact information available on your social media account page. List a primary phone number and email address where a user can reach you with questions, or provide a link to relevant page(s) on Council’s website that lists the appropriate contact information.

 Make your social media content available through more than one channel. Provide easy points of entry for more information. Some of the most common ways are to post threads on your service area’s page on Council’s website, provide options to sign up for daily email alerts of social media

Page 317 29 Tips for Making Facebook Updates Accessible

There is a very useful Facebook Accessibility Page with tips for screen reader users, information about keyboard shortcuts, image and video accessibiltiy and so on.

1. Put Council’s contact details on your facebook page – show telephone number, email address and website. 2. Don’t assume your audience is knowledgeable about all acronyms. Take advantage of the space Facebook provides and always spell out the first instance of the acronym and add the acronym, in parentheses after (e.g., Derry City and Strabane District Council (DCSDC). This is especially helpful for those using screen readers, because after the name is heard and the acronym is spelled out, the user will be better able to associate the sound of the acronym with the full name. 3. Add appropriate captions to photos to ensure that individuals will understand what is going on in the picture. The captions do not need to be very long, but they should describe what the scene is, and how elements of the image appear and provide context for the image. 4. Videos posted directly to Facebook should be closed captioned. Closed captions, or subtitles, add a text overlay to the video to allow viewers with hearing difficulties to understand the context of the clip they are watching. Closed captions can help with all types of accessibility issues and even those who do not have hearing impairments often choose to turn on captioning especially if they are in a noisy environment. For step-by-step instruction on captioning Facebook videos, please visit http://www.reelseo.com/how-to-add-closed-captions-facebook-videos/.

5. As an alternative to directly uploading videos to Facebook, upload videos to YouTube and post the link to the video in a status update. To ensure accurate captioning you should prepare an accurate transcript and upload it whenever possible. This will ensure that visitors will be taken to an accessible video with captioning.

Page 318 30 Tips for Making Tweets Accessible There are accessibility issues with Twitter, namely:- • To clearly see some commands such as ‘retweet’ you have to hover over the icons. • Some content is also hidden until you hover over the Tweet (e.g the ‘Dismiss’ link). • Pages are not well structured with headings. • There is no link to an accessibility information page (though there is a keyboard shortcuts link).

• New information appears automatically on the page (e.g. Numbers of new Tweets). Twitter accessibility tips and resources  Put main content first and add #hashtags and @user names at the end of a post.  If possible, avoid using unfamiliar acronyms that would sound strange if read by a screen reader or that could be confusing to some readers. Try to spell out the acronyms instead, or use a different way to convey the information.  Try to use camel case for multiple words within a hashtag; that is, capitalize the first letters of compound words. It makes it easier visually and for screen readers to pronounce the individual words more clearly (e.g., use #DigitalGov instead of #digitalgov).  If your tweet links to photo, video or audio content, make your tweet act as a descriptive caption so it provides context for the item, and then link back to a website page that hosts a tagged photo, captioned video or audio with full caption.  If you are linking to content that Derry City and Strabane District Council has not created and/or you do not know whether that content is accessible or not, make sure your audience is aware of these limitations. Provide a note briefly explaining the limitation, e.g.: the photo is untagged; the video will auto start; the video does not include captioning. Also provide contact information should the individual require some kind of alternative method to access the content.

Page 319 31 Tips for Making YouTube Videos Accessible Be careful only to include high-quality audio. People who are hard of hearing may have difficulty with the soundtrack of videos that contain music or other effects, or which have not been produced to high audio quality. Ensure all videos have closed captions and audio description (or a link to a version that has audio descriptions). In addition, a full transcript (of captions and audio description) is useful for people who have both hearing and visual impairments including those who are deaf-blind. YouTube has a feature that will automatically caption videos. However, for better accuracy it is better to prepare your own transcript and upload it whenever possible. For step-by-step instructions, please visit: http://ncdae.org/resources/cheatsheets/youtube.php. Descriptive language needs to be used in video captioning to denote audio and visual elements to users who may have visual or hearing disabilities. Make sure to use easy-to- understand language in your descriptions. It is also important to describe sounds, particularly sounds for which there is no visual equivalent (e.g., if someone in a video is giving a talk, and the viewer can’t see that the audience is laughing, the captions should say that people are laughing). Tone of voice is also important to note, particularly if not obvious from a person’s facial expression (or if the person’s face can’t be seen). A lot of meaning and information can be missed by certain viewers with hearing or cognitive impairments if they are not made aware of sounds, tone of voice, etc. Knowing that the background music is cheery, for example, helps signal that the scene should be viewed in a light way and can help shape viewers’ expectations for the kinds of things that will follow. Someone saying “I’m doing great” in a sarcastic tone clearly means something very different from someone saying it in a casual or light tone. Information conveyed in the video must also be explained in screen text or audio (i.e. if someone is making a sandwich and there is no audio then there should be a text or audio equivalent to explain the action taking place in the video). The YouTube player on the YouTube site is not fully keyboard accessible. Therefore, if possible, it is beneficial to also embed any YouTube videos on a site that uses an accessible YouTube player wrapper and have captions enabled by default.

Page 320 32 Appendix 2 Useful References and Sources of Advice Websites:-

Accessible Media - http://www.accessiblemedia.co.uk/

British Dyslexia Association – Dyslexia Friendly Style Guide - www.bdadyslexia.org.uk/parent/resources-of-parents

Direct.gov.uk - http://www.direct.gov.uk/en/Environmentandgreenerliving/Thewiderenvironment /Lookingafternature/DG_069735

Equality Commission NI - http://www.equalityni.org/archive/pdf/S75GuideforPublicAuthoritiesApril2010.pdf page 38

Equality and Human Rights Commission – http://www.equalityhumanrights.com/uploaded_files/code_of_practice_rights_of _access_services_to_the_public_public_authority_functions_private_clubs_and_pr emises.pdf

Organisations:-

Action on hearing Loss - NI (RNID), Wilton House, 5 College Square North, Belfast, BT1 6AR. Contact - Cilla Mullen, Communication Services Unit. Tel: 028 9023 9619, Fax: 028 9031 2032, Text phone: 028 9023 9619. Email: [email protected], [email protected], Website: www.hearingloss.org.uk

Northern Ireland Dyslexia Association, 17A Upper Newtownards Road, Belfast, BT4 3HT Tel: 028 9065 9212. Email: [email protected] Website: www.nida.org.uk

RNIB (NI) Accessible Media, 159 Durham Street, Belfast, BT12 4GB Tel: 028 9050 1888, Fax: 028 9065 0001, Email: [email protected] Website: www.rnib.org.uk . (The Blind Centre NI merged with RNIB in April 2007)

Page 321 33 RNIB Helpline: 0845 766 9999

Sense NI, Manor House, 51 Mallusk Road, Mallusk, Newtownabbey, BT36 4RU. Contact – Collette Gray, Tel: 028 9083 3430, Fax: 028 9084 4232, Email: [email protected], Website: www.sense.org.uk

Stroke Association NI, Knockbracken Healthcare Park, Belfast, BT8 8BH, Tel: 028 9050 8020 Email: [email protected] Website: www.stroke.org.uk Address – Rushmere House, 46 Cadogan House, Cadogan Park, Belfast, BT9 6HH

Publications:-

Let’s make it accessible – Improving Government Information for Disabled People – by Wendy Gregory (COI Communications) February 2001. MISC J006133.

Disability Discrimination Act 1995 (as modified by Schedule 8 for application in Northern Ireland) – NI Disability Council Code of Practice: Rights of Access – Goods, Facilities, Services and Premises. Published by the Stationery Office (1999) ISBN 0-337-08453-X. £12.95. For mail, telephone and fax orders only contact: PO Box 276, London SW8 5DT. General enquiries 020 873 0011; Tel: 020 873 9090; Fax: 020 873 8200

Open for Business: a best practice guide on access by David Bonnett and Patrick Tolfree. Available from Employers’ Forum on Disability, Tel/Text phone 020 7403 3020. £13.00 (£10.00 members)

Sign Design Guide, RNIB Customer Services. Tel: 0845 702 3153; e-mail [email protected] .

“Access First: a guide on how to give written information for people with learning difficulties” by People First.

“Make it Simple: European Easy-to-Read Guidelines”, ILSMH European Association.

Page 322 34 “Guidelines to making meetings accessible”, Mencap Communications, available at: http://www.mencap.org.uk/document.asp?id=1766 . POL/854MM/JW 37

“Plain English Guide” by Martin Cutts, Oxford £3.99.

“Am I making myself Clear?” – Mencap Communications March 2000.

“Guidelines for Effective Consultation with Older People and Disabled People” – Imtac guidelines on making printed information more accessible. Copies available at: www.imtac.org.uk/publications.php?pid=120 .

“Eight Easy Steps to Inclusive Marketing” – Imtac checklist on developing information about transport services. Copies available at: http://www.imtac.org.uk/publications.php?pid=131

“A Fair Chance Report” – best practice approach to consultation with people with learning disabilities, copies of report available at: www.dhsspsni.gov.uk/publications .

Report of the Promoting Social Inclusion Working Group on Disability, December 2009 – available at: http://www.ofmdfmni.gov.uk/report_of_the_promoting_social_inclusion_working _group_on_disability__pdf_1.38mb_.pdf

“See it Right”, by RNID, Customer Services, Tel: 0845 702 3153; £30.00 (£22.50 for non-profit organisations). www.rnib.org.uk/professionals/accessibleinformation/Pages/see_it_right.aspx

Local Talking Newspapers, Association of Talking Newspapers (ATNNI) - contact local libraries.

Sound Vision Ulster magazine by Blind Centre for Northern Ireland, Tel: 028 90 500999, Website: www.bcni.co.uk/communication.html (Blind Centre NI merged with RNIB in April 2007).

Page 323 35 Appendix 3 Good Practice Checklist

Consult your audience and customers as to their needs;

Anticipate the needs of your various audiences in advance of being asked and assess which, if any, accessible format versions are likely to be required. The Royal National Institute for the Blind (RNIB), which incorporates the Blind Centre NI, can advise on Braille, large print and audio versions. MENCAP can advise on versions for people with a learning disability;

Budget for producing information in accessible formats at the beginning of the financial year, or at the outset of each project/campaign;

Involve the Marketing and Communications section from the earliest planning stage and discuss needs with the Design and Publicaitons Officer;

Plan ahead. If you are publicising the availability of accessible formats, it is good practice to make sure that they are available at the same time and in the same quality as the standard print;

Keep it easy to understand. If your document is written in plain language, it will be accessible to a greater number of people and may reduce demand for alternative versions. Avoid the use of acronyms, and explain any technical terms used;

Think about type size and font. 14 point is the minimum size recommended for people with a visual impairment and people with a learning disability and you should use a clear sans serif font such as MS Arial;

Consider using illustrations. Photographs, illustrations and diagrams all aid understanding of information. When using these care should be taken to portray a positive image of disability rather than reinforcing stereotypes. People with learning disabilities will benefit particularly from relevant illustrations and, in some cases, the use of symbols which help to explain the text. (This may also be true for many people for whom English is not their first language). However care should be taken to avoid a presentation becoming complicated for people with significant sight loss;

Page 324 36 Consider language issues. For instance, if you are planning minority ethnic language print versions, you should consider, as a matter of good practice, whether you should produce other formats, such as audio formats, in minority ethnic languages. The target group may not always be literate, so it is worth considering if audio formats may be more effective than printed versions;

Be helpful. If you cannot provide exactly what the customer has asked for, explore other possible solutions with the person concerned;

Inform customers what to expect. If there is likely to be a delay in providing a service, explain why and apologise;

Publicise availability of accessible format versions, in any general publicity material, in all standard and accessible versions and in publications and media appropriate for the particular audiences. Include directions for obtaining accessible formats prominently at the beginning of a document or form, so that people are immediately alerted to their availability.

Provide a telephone, fax number, a text phone number or mobile number for people with hearing or speech impairments;

Provide e-mail and website addresses whenever possible. Put documents onto a website designed to be easily accessible;

Encourage feedback from your audience, and respond to it. Reply to your audience in the same format that they use to contact you;

Keep records of the demands made upon your service and what the uptake of accessible formats is, including the number of people accessing information on websites. This will help you when planning future projects;

Training. Ensure that all staff responsible for developing and producing information in relation to Council facilities and services receive awareness training in the Policy on Producing Information.

Page 325 37 This page is intentionally left blank Agenda Item 15 Title of Report: Officer Presenting: Lead Finance Officer

Rates support grant update Author: Lead Finance Officer

1 Purpose of Report/Recommendations

1.1.1 The purpose of this report is to update Members on engagement with Ministers in relation to Rates Support Grant cuts.

2 Background

2.1.1 Rates Support Grant is obviously a very significant and essential element of this Council’s baseline funding. The grant is allocated to the 7 least wealthy and most deprived and rural Councils based on ratebase, rurality and deprivation measures to assist towards providing parity of service provision with the more wealthy Councils. This Council is currently entitled to 18.84% of the overall pot which currently sits at £15.865m for 2019/20, a sum which currently represents over 5% of Council’s net expenditure budget.

2.1.2 Members will recall from the recent rates process the significant issues posed by Rates Support Grant cuts. The pot has been substantially reduced from its’ original level of £20.497m in 2009 to its’ current £15.865m level, a 23% reduction in nominal terms and a 42% reduction in real terms. The most significant cuts have been applied over the last 3 years with reductions of 4%, 4% and 6% respectively.

2.1.3 Additionally, in the interests of prudent financial management, Council rates for 2020/21 had to be prepared on the basis of a projected further 6% cut in the absence of formal confirmation from Central Government of the 2020/21 overall pot. This would reduce the overall pot to £14.913m and has had a further 0.41% direct rates impact on 2020/21 rates proposals and has also restricted further investment in Council’s capital programme.

2.1.4 The financial impact to this Council of both maintaining the grant at its’ current level and also of restoring the grant to previous levels is summarised in the table below:-

Details Financial impact % rates impact DCSDC DCSDC Maintaining grant at current 2019/20 179,338 0.31% level of £15.865m Restore grant to £18.3m level at time 638,092 1.09% of Council amalgamation Restore grant to original £20.3m level 1,052,007 1.79% V1.3 Effective 21 May 2019 Page 327 in 2009

2.1.5 As a further example of impact, restoration of the fund to £20.3m could facilitate circa £19m of capital investment through borrowing towards Council’s strategic projects. Additionally, these impacts are demonstrated in nominal terms and would be even more significant in real terms to take account of inflationary increases.

2.1.6 As a result of this very significant impact, Members resolved through the rates process to write to the Ministers for Finance and Communities requesting an urgent delegation and also to invite the other impacted Councils to participate. These letters were sent to the respective Ministers on 15th January 2020 along with a request to the other impacted Councils to participate in a delegation.

2.1.7 In the absence of a response from Ministers, at Council’ second meeting to consider the rates on 27th January 2020, Council further resolved to contact the appropriate Minister for an urgent meeting date to discuss the Rates Support Grant and if a swift response was not received Members would attend Parliament Buildings on a day when either the Committee for the Department for Communities or the Department for Finance is sitting so Members could sit in the public gallery. At this point, all impacted Councils had indicated their willingness to participate and a further letter was sent to the Ministers in this regard on 29th January 2020.

2.1.8 In the interim, responses have been received from both the Minister for Finance and Minister for Communities. The Minister for Finance responded on 28th January 2020 indicating a willingness to join a meeting with the Minister for Communities in the coming weeks to get a better understanding of the challenges being faced. The Minister for Communities has also responded on 11th February 2020 requesting that the Chief Executive would host a meeting in Derry on 19th February with the Chief Executives of the other seven impacted Councils to discuss the concerns raised. No further responses have been received in relation to the requested Member delegations.

2.1.9 All relevant correspondence is attached in Appendix 1 for Members information.

3 Key Issues

3.1.1 Following the above correspondence, the Chief Executive led and facilitated a meeting with the Minister for Communities in Derry on 19th February 2020 attended also by the Chief Executives of the other 6 impacted Councils and a number of finance officers.

V1.3 Effective 21 May 2019 Page 328 3.1.2 To facilitate discussion, a presentation was provided to the Minister by the Lead Finance Officer and this is attached in Appendix 2 for Members information. In particular, Members will note the map highlighting the very obvious geographical illustration of the Councils impacted as well as the very stark example of how ratepayers in these less wealthy Councils pay higher average rates bills due to their lower rate-bases and additional expenditure requirements to address deprivation and rurality.

3.1.3 The following points were also made to the Minister by the participating Councils:-

 The significant rates impact that the Rates Support Grant cuts applied to date has had on each of the seven Councils;

 This has impacted on front line services across the Councils impacted and has also precluded investment in critical new services and areas of growth such as capital programmes;

 A number of Councils highlighted efficiencies that had been realised since Local Government Reform which have had to be used to offset grant cuts as opposed to providing rates reductions for ratepayers or being invested in new services;

 The higher costs of providing front line services such as refuse collection in rural Councils which span larger geographical areas;

 The additional costs and investment required and lower income levels that could be raised by Councils with higher levels of deprivation;

 The significant disparities in wealth that exist between the wealthier Councils around Belfast and the Councils currently in receipt of Rates Support Grant. Some Councils highlighted a decreasing rate-base due to business closures and following Reval 2020. Significant disparities in average property values was also highlighted which necessitated affected Councils having to set higher rates poundages. Concerns were highlighted that wealth gaps would further increase due to the cuts applied to this grant.

 Rates Support Grant was the only mechanism to support Councils impacted by these issues and whilst the grant was legislative, the overall amount of money was discretionary and not protected;

V1.3 Effective 21 May 2019 Page 329  The cuts applied had not been equality assessed and only impacted on the 7 least wealthy and most rural and deprived Councils. In the event of cuts being required, these should be spread across all Councils;

 For the past few years, the impacted Councils have had to strike rates without being advised of the overall grant pot. This uncertainty posed significant challenges for Chief Financial Officers in providing the required statutory assurance to Members that rates are robust and reserves are adequate and creates significant financial risks. The more wealthy Councils did not need the grant and could strike rates each year with certainty;

 The significantly higher investment per resident in services that was being provided by the wealthier Councils with higher rate-bases;

 The importance of not only ensuring no further cuts were applied but that the grant would be restored in real terms to its’ previous and required levels;

3.1.4 The Minister thanked representatives for the detailed and comprehensive briefing and made the following comments:-

 Understood the significant impacts that the Rates Support Grant cuts had had on the impacted Councils both in nominal and real terms and the significant challenges this created for the impacted Councils;

 This would be a very important consideration for the Departmental budget for 2020/21. Whilst no guarantees could be made, additional budget would be requested from the overall budget settlement and consideration would also have to be given to reallocation of other Departmental budgets to address this issue;

 Following the outcome of the recent appeal by Mid Ulster Council in relation to the overall allocation formula, the Minister would be launching a review to ensure the overall policy intention was being properly addressed and a terms of reference was currently being drafted for this review;

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1.1 As detailed above, the implications of the cuts applied to the Rates Support Grant are very significant for this Council.

V1.3 Effective 21 May 2019 Page 330 4.1.2 Members will recall from the recent rates process that, whilst Council will be striving to ensure that the Rates Support Grant is restored to at least its’ nominal original £20.3m level, a minimum outcome of the grant being retained at its’ current £15.865m level for 2019/20 would provide Council with additional income of £179,338. Should this materialise, it has been agreed that £125k of this would be allocated to strategic capital projects (providing a further £2m capital funding through borrowing in addition to the £25m already ringfenced) and £54k to community capital projects (which after providing cover for revenue costs could provide circa £500k of capital investment subject to leveraged external funding);

5 Recommendations

5.1.1 Members are asked to note the update in relation to the recent engagement with Ministers in relation to the Rates Support Grant cuts and consider any further actions required in light of the positive meeting with the Minister for Communities.

Background Papers (Attached)

Appendix 1 Rates support grant correspondence

Appendix 2 Rates Support Grant presentation to Minister for Communities

V1.3 Effective 21 May 2019 Page 331 This page is intentionally left blank Page 333 Page 334 Page 335 Page 336 Page 337 Page 338 Page 339 Page 340 RATES SUPPORT GRANT Page 341 Page Meeting with Minister for Communities 19th February 2020 Purpose

• The grant is allocated to the 7 less wealthy and most deprived and rural Councils based Page 342 Page on ratebase, rurality and deprivation measures to assist towards providing parity of service provision with the more wealthy Councils. • Only impacts 7 Councils Example

• 2 Councils with 100 houses each

Details Council 1 Council 2 Notes

Page 343 Page Equally efficient but lower income/ more Expenditure needed 100,000 105,000investment needed More public sector offices, better Business rates (50,000) (40,000)infrastructure Money to be raised from residents 50,000 65,000

Average house value 125,000 90,000Again better infrastructure etc. Total domestic ratebase 12,500,000 9,000,000100 houses Rates poundage 0.00400 0.0072280% higher! Average rate 500 65030% higher in poorer Council! Allocations Page 344 Page Overall funding pot

• £20.497m in 2008/09 • £18.3m in 2015 • Cut by 4%, 4% and 6% for last 3 years Page 345 Page • £15.865m for 2019/20 • 2020/21 ???

• Significant financial/ rates impact on least wealthy Councils • Timing/ Uncertainty Real Terms Impact

• £20.497m 2008 equivalent in 2019 to £27.554m Page 346 Page (Bank of England average inflation 2.7% from 2008 to 2020)

• Current level £15.865m= – 23% reduction from 2008 in nominal terms (exc future cuts) – 42% reduction from 2008 in real terms (exc future cuts) Ask

• Grant restored to original and required level • No further cuts applied- overall funding pot

Page 347 Page ring-fenced This page is intentionally left blank Agenda Item 16 Title of Report: Officer Presenting:

North West Regional Development Group Author: Strategic Business Manager

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to provide Members with an update on the most recent meeting of the North West Regional Development Group.

1.2 It is recommended that Members note the content of this report.

2. Background.

2.1 Following a process of cross-border, joint Council and government engagement, Derry City and Strabane District Council endorsed and adopted a new strategic model for Regional Development and Growth in the North West Region.

2.2 The model is Council-led and is founded on a principle of partnership between local and central government with place-making at its core and with a focus on driving regional economic growth and investment, physical and environmental development and social and community cohesion and wellbeing across the North West - in particular, the Derry City and Strabane District and Donegal County Council areas.

2.3 Both the Irish Government and The Executive Office have committed €2.5million each to support the regional development work of the North West Gateway Initiative which involves both Councils and is part of the work programme of the North South Ministerial Council (A Fresh Start – The Stormont Agreement and Implementation Plan, November 2015 – Section E5 North West Development Fund).

V1.MD Draft 23rd Oct 19 Page 349

2.4 At a strategic level, the model comprises the North West Strategic Growth Partnership (NWSGP) which is chaired by the Mayor/Cathaoirleach of both Donegal County Council and Derry City and Strabane District Council and includes the Chief Executives of each Council, the Chair and Vice-Chair of the North West Regional Development Group and representatives from the key Government Departments, North and South with a brief in economic and regional development. This body plays a key role in supporting central government to deliver on the North West Gateway Initiative and in tracking key central government investments relevant to the growth of the North West Region. The inaugural meeting was held on 7th December 2016 and there has been six meetings of this Partnership to date.

2.5 The work and discussions of the strategic partnership is informed and acted upon by an all-Council group – The North West Regional Development Group (NWRDG) – comprising six Elected Members and senior executive officers from both Derry City and Strabane District Council (DCSDC) and Donegal County Council (DCC). The Regional Development Group’s focus is on advancing the three pillars of regional economic growth, regional physical development and regional community and social-wellbeing through engagement with key statutory and sectorial partners across both Council areas and in line with the strategic objectives of each Council Area’s Community and Strategic investment plans and priorities.

2.6 Governance arrangements are in place, which includes the delegation of authority to the NWRDG to take decisions in relation to the development and implementation of a work programme of activity across the three development pillars, including expenditure on any one Priority of Investment up to £350k limit.

2.7 The work of the NWRDG is governed by a Partnership Agreement between both Councils. Risk is shared equally between partners with Derry City and Strabane District Council being the Lead Administrative Partner with responsibility for preparation of Accounts etc.

2.8 There are currently 2 staff employed who are responsible for the day to day administration of the fund and the provision of a secretariat service to both NWRDG and NWSGP.

2.9 In order to keep Council updated and informed of the progress of these partnerships – minutes and updates from these meetings are routinely presented to Council’s Governance and Strategic Planning Committee.

V1.MD Draft 23rd Oct 19 Page 350 3. Key issues.

3.1 The draft minutes of the North West Regional Development Group meeting held on the 27th November 2019 are due to be approved at the meeting of the NWRDG due to be held on 28th February 2020 and they are attached at Appendix 1. Members will note that at the November meeting, the Partnership received a deputations from Catalyst Inc and Co-operation and Working Together (CAWT). The partnership also received updates on the Autumn 19 Trade and Investment Mission and received a presentation on the Regional Climate Action Plan.

3.2 At the North West Regional Development Group meeting held on Friday 28th February, Members received a presentation from ICLRD on future funding and a deputation from Into the West. The Partnership is scheduled to meet again in June. An update on this meeting will be tabled at the subsequent Governance and Strategic Planning Committee.

4. Financial and other implications

4.1 As outlined in Section 2.3, the work of the NWRDG and NWSGP is funded through the North West Development Fund. There are no direct financial and/or other implications to Council arising from this report.

5. Key recommendations.

5.1 It is recommended that Members note the content of this report and the ongoing work of the North West Partnership arrangements.

Background Papers

Appendix 1 – Minutes of the North West Regional Development Group meeting held on 27th November 2019.

V1.MD Draft 23rd Oct 19 Page 351 This page is intentionally left blank Item 2

North West Regional Development Group Meeting Minutes of the North West Regional Development Group held in Derry City and Strabane District Council Offices, Strabane on Wednesday 27th November 2019 at 10.00am

PRESENT: Derry City & Strabane District Council Councillor Sinead McLaughlin (Vice Chair) Alderman Darren Guy Councillor Dan Kelly Mr John Kelpie (Chief Executive) Ms Karen Phillips Mr Stephen Gillespie

Donegal County Council Councillor Bernard McGuinness (Chair) Councillor Albert Doherty Councillor Paul Canning Councillor Gerry McMonagle Councillor Ciaran Brogan Mr Seamus Neely (Chief Executive) Mr Garry Martin Mr Michael McGarvey Mr Liam Ward Mr Richard Gibson

In attendance: NWRDG Secretariat Ms Maureen Doherty Ms Dara Doherty

DC&SDC Ms Rachel Craig

ICLRD Ms Caitriona Mullan

1. Welcome and apologies

Councillor McGuinness welcomed members to the meeting and noted apologies as follows: APOLOGIES Councillor Anne McCloskey Councillor Sandra Duffy Ms Karen McFarland Mr John McLaughlin Mr Joe Peoples

1 Page 353 Item 2

2. Minutes & Matters Arising

Councillor McGuinness offered sincere condolences to Councillor McMonagle and Ms Mullan on their recent bereavements.

The minutes of the meeting of 27th September were agreed as an accurate reflection of the meeting.

PROPOSED: Councillor McMonagle SECONDED: Councillor Kelly

3. Catalyst’s Strategic Plans – presented by Mr Steve Orr and Mr Phillip Maguire

The Chair welcomed Mr Steve Orr, Chief Executive of Catalyst Inc and Phillip Maguire, Director of Finance of Catalyst Inc to the meeting. Mr Orr thanked the Group for the opportunity to speak at the meeting. He gave an update on the company’s history, purpose and vision for expansion in the North West.

The Chief Executives of both Councils welcomed Mr Orr and Mr Maguire and said the North West Strategic Growth Partnership’s vision aligns with Catalyst’s plans of exponential expansion in the North West. They said the collaborative purpose is to expand the North West City Region on a co-location, cross border, integrated approach with the support of both Councils and both Governments.

Councillor McMonagle added his support to Catalyst and suggested that the Group should support and advocate on Catalyst’s behalf to both governments.

Following some discussion about further centres of innovation, Mr Kelpie explained that the planning application for the second building at Fort George is currently with Department for Infrastructure. He added that and this Group would advocate on Catalyst’s behalf to assist in finding means of financial support for Catalysts’ plans to build on both sides of the border

Mr Neely acknowledged that Catalyst is keen to establish a potential location for a site in the Donegal. He undertook to have an update on this provided to the Members of the Letterkenny Municipal District as the process of establishing suitable sites progresses. It was also acknowledged that it was important for Catalyst to have such a facility in both functional areas.

Mr Orr and Mr Maguire left the meeting after Councillor McGuinness thanked them both for their presentation.

2 Page 354 Item 2

4. Strategic Partnership Governance Issues

(a) Future Funding Scoping Mr Kelpie referred to a previous discussion at the last NWRDG meeting in relation to future funding and the recommendation that further scoping would be undertaken. Mr Kelpie advised that the current North West Development Funding is profiled until April 2021 and almost all of it has been committed. He added that conversations had commenced about the sustainability of this funding and ICLRD had undertaken to do some scoping in this regard. Mr Kelpie said the funding over the last 3 years was €2.5m from the Irish Government and the €2.5m sterling equivalent from The Executive Office. He added that the NWRDG have established the governance arrangements necessary to provide the required accountability arrangements and reporting back to both governments. Mr Kelpie added that at the outset the NWRDG agreed to split funding across the three domains of social, economic and environmental wellbeing. He added that the demand for funding and the number of projects that could be potentially funded exceed the funding that is currently available. Mr Neely explained that the €5m has enabled the Group to stimulate projects throughout the region, build capacity and develop structures around which work has progressed. He said further funding needs to be sought to provide further capacity, capital funding and intervention where it is needed. He said there was a need for the NI/UK funding received through the City Deal to be replicated in a ROI context. Mr Neely referred to the infrastructural investment required in the region and added that there is a need to look at how they are addressed, particularly in light of the UK’s exit from the EU. Ms Mullan, ICLRD appraised members of the ongoing scoping work that was being undertaken in relation to any future fund for the North West. She said that she was reviewing the programme resourced under the Regional Development Fund in order to seek resources to drive a more integrated regional development model. Ms Mullan referred to the new challenges that have emerged, the opportunities arising from the City Deal and the many complimentary resources that could be levered as a result. Ms Mullan referred to the region’s immediate need to adapt and mitigate against climate change and the strategic links to projects on energy use, planning, transportation and infrastructure.

3 Page 355 Item 2

Following discussion Members: AGREED:  that the outputs of the ICLRD future funding scoping exercise would be presented at the next meeting of the NWRDG

 a letter would be issued from the NWRDG to both Governments seeking confirmation of future funding.

(b) NW15/19 Financial Monitoring Report and Register of Decisions

Members approved the Financial Monitoring Report and Register of Decisions at November 2019, noting a sum of £3.737 million has been committed from the Development Fund to date with actual expenditure of £1.790 million.

PROPOSED: Alderman Canning SECONDED: Councillor McMonagle

(c) EU Exit Update – Letter from An Taoiseach Members noted that an acknowledgement response was received from An Taoiseach’s office - in relation the NWRDG’s request for dedicated, regional EU Exit mitigation and support - and it was distributed to members for information.

5. Economic Growth and Development

(a) Ireland Trade Mission November 2019 Mr Gillespie (DC&SDC) and Mr Martin (DCC) delivered a joint, verbal presentation on the NW Trade Mission in November 2019. The Directors provided feedback on the objectives of the visit, the trade mission partners, the value proposition presented, the programme of work, outputs achieved and next steps. Councillor McLaughlin commended the rationale and early outputs from the mission and queried if there were any plans for further trade missions to other parts of the USA. Mr Kelpie advised that in-market support is in place in Philadelphia and Boston. He advised that education partners intended to build deeper networking links with colleges across the USA. Councillor Canning also commended the outputs from the trade mission to date. He said that local companies engaged in the trade missions have found them very beneficial. Councillor McMonagle added that both Governments were supportive of the trade missions and what has been presented so far has been excellent.

4 Page 356 Item 2

6. Social and Community Cohesion and wellbeing matters

(a) Presentation by CAWT – Edel O’Doherty and Sadie Bergin – Update on CAWT Projects within the NW cross border area. Ms Edel O’Doherty and Sadie Bergin provided a detailed presentation and update on the Co-operation and Working Together Project in the North West Region.

Councillor McLaughlin thanked Ms O’Doherty and Ms Bergin for a very interesting presentation. She said more work, finance and investment is required to address the health inequalities of the region.

Councillor McMonagle thanked the representatives from CAWT for their presentation. He referred to waiting lists and commented on the significance and importance of the cross border work underway to address the health needs of the region.

Ms O’Doherty and Ms Bergin left the meeting after the Chairman thanked them both for attending the meeting.

7. Physical and Environmental Development

(a) Climate Action Plan

Ms Phillips provided members with a detailed update and presentation on the Cross Border and North West Region Climate Action Plan project which includes adaptation planning, community engagement, the North West Regional Energy Study and Greenhouse Gas Study project.

Members endorsed the significant progress to date and thanked the Director for her detailed presentation and update.

(b) Submission to the draft RSES for the Northern & Western Regional Assembly

Members welcomed the joint submission. A short discussion ensued in relation to representation of the North West structures on the Regional Assembly.

8. List of NWRDG Meetings for 2020 Copies of the meeting dates were distributed to members for the coming year.

5 Page 357 Item 2

9. AOB Members commented on the EU’s recent reclassification of the West of Ireland from a ‘developed region’ to a ‘region in transition’. Mr Neely explained that this reclassification changes the eligibility in the level for EU funding from 50% to 75%. Thanking Members and presenters for their participation and engagement, the Chairman declared the meeting closed at 1.05pm

6 Page 358 Agenda Item 17

Title of Report:- Officer Presenting:

Update on Strategic Growth Partnership – Strategic Business Manager February 2020 Author: Strategic Business Manager

1. Purpose of the report / key recommendations

1.1 The purpose of this report is to provide Members of the Governance and Strategic Planning Committee with an update on the most recent meeting of the Derry City and Strabane District‟s Strategic Growth Partnership (Community Planning Partnership) - held on Wednesday 25th February 2020.

1.2 It is recommended that Members note the content of this report and the background papers to the meeting available at the link detailed in 3.10 below.

2. Background.

2.1 In accordance with Section 10 of the Local Government Act (Northern Ireland) 2014, Derry City and Strabane Strategic Growth Partnership launched its „Inclusive Strategic Growth Plan – Our Community Plan’ - in November 2017.

2.2 The Strategic Growth Plan (Community Plan) is governed by the “Strategic Growth Partnership” which includes representatives from all Statutory and Support Partners, Elected Representatives and Local Community Planning Chairs, Private and Community and Voluntary Sector organisations.

2.3 The Strategic Growth Partnership provides the strategic direction for the development, implementation, delivery, monitoring and review of the strategic and local Community Plans for Derry City and Strabane District Council.

3. Key Issues

3.1 The 11th meeting of Strategic Growth Partnership/Community Planning Partnership for the Derry City and Strabane District Council area was held on Wednesday 26th February 2020 in the Alley Theatre Strabane.

3.2 At this meeting members approved the Natural Capital Account funded by the Embedding Wellbeing in Northern Ireland project and received updates from the Centre for Effective Services on a shared leadership programme (also funded by the Embedding Wellbeing in Northern Ireland Project) and received

Page 359 a deputation from the Department of Education/ Education Authority and CCMS on Local Area Planning. Members also received update reports on the pending Review of the Strategic Growth Plan which is required in accordance with Part 10 (S.71) of the Local Government (Northern Ireland) Act 2014 by November 2021.

3.3 Members are advised that the Strategic Growth Partnership meeting was well attended by a range of senior statutory and support partners, political leaders and local community planning chairs. The meeting was held in public with observers in attendance in the public gallery. All background papers to the meeting can be viewed on the Partnership‟s website as follows:

https://growderrystrabane.com/strategic-growth-partnership-february-26th- 2020/

3.11 The next meeting of the Strategic Growth Partnership is scheduled to take place in June 2020. At this meeting members will receive a deputation from the Northern Ireland Housing Executive on Derry City and Strabane District‟s Housing Investment Plan 2019-2023. Updates will also be provided on the Smart Cities initiative and overall progress on population-wide indicators and actions.

4. Financial and other implications

4.1 There are no direct financial and/or other implications arising from this report.

5. Key recommendations.

5.1 It is recommended that Members note the content of this report.

Page 360 Agenda Item 18

Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Northern Ireland Housing Council Update Author: As above

1 Purpose of Report/Recommendations

1.1 To provide Members with the most recent Housing Bulletin.

2 Background

2.1 The Northern Ireland Housing Council is an advisory and consultative body considering any matter affecting housing, or any matter which appears to be a matter pertinent to housing on the wider front. The Housing Council may also consult with or be consulted by other organisations on a wide range of housing related matters.

2.2 The Housing Council is made up of one representative from each of the 11 Councils in Northern Ireland. This Council’s representative is Alderman Breslin.

2.3 Further to Minute Ref GSP 115/19, it was noted that a Bulletin would be forwarded to councils following each of the Housing Council’s monthly meetings.

3 Key Issues

3.1 The Housing Council is also a monitoring body, and regularly reviews progress reports and monitors performance of those responsible for ensuring the delivery of housing services in Northern Ireland.

3.2 The Housing Bulletin relating to Febrauary 2020 is attached for Members’ information (Appendix 1).

4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 There are no direct implications associated with this report.

5 Recommendations

V1.3 Effective 21 May 2019 Page 361 5.1 That Members note the content of the attached Housing Bulletin.

Background Papers

V1.3 Effective 21 May 2019 Page 362

FEBRUARY HOUSING COUNCIL BULLETIN

The Northern Ireland Housing Council met on Thursday, 13th February 2020 at 10.30 am in the Coleraine Council offices.

For Information, a report of the attendance is undernoted:-

Members Present

Ald Tommy Nicholl Mid & East Antrim Borough (Chair) Cllr Anne-Marie Fitzgerald Fermanagh & Omagh District (Vice Chair) Cllr Mark Cooper Antrim & Newtownabbey Borough Ald Jim Speers Armagh City, Banbridge & Craigavon Borough Cllr Michelle Kelly Belfast City Ald John Finlay Causeway Coast & Glens Borough Ald Allan Bresland Derry City & Strabane District Ald Amanda Grehan Lisburn & Castlereagh City Cllr Catherine Elattar Mid Ulster Borough Cllr Michael Ruane Newry, Mourne & Down District

Members Apologies

Cllr Nick Mathison Ards & North Down Borough

The Housing Council’s considered various routine items at the Meeting, followed by detailed discussions on the undernoted matters:-

 Members received a presentation from representatives from the Housing Executive and the Department for Communities on Housing Executive’s Stock Transfer.

 The Housing Executive’s Chief Executive gave a verbal update on Housing Executive’s Business from the January Board Meeting, which included the following items:-

1. Key Issues and Priorities (Open Discussion Item) 2. Board Business – Committee Membership / Structures 3. Monthly Finance Report as at 31 December 2019 4. Proposed Changes to the Corporate Risk Register 5. Request to Close Two Unused Bank Accounts 6. Response Maintenance Procurement Strategy 7. Exceptional Supporting People Payment 8. Draft Home Energy Conservation Authority (HECA) Annual Progress Report 9. Performance against the 2019-20 Business Plan at the end of the third quarter of the business year

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10. Corporate Services Quarterly Update Report 11. Supporting People Programme – Progress Status Update 12. Syrian Vulnerable Persons Resettlement Scheme (SVPRS) Update 13. Compliance Health & Safety Assurance – Monthly Report 14. Proposed Repayment Arrangements for Leaseholds for planned schemes costs (Reacquisition Policy)

 Members then received an update from Judith Woodburn and Maryann Demspey, Department for Communities, on the Departments’ Housing Top Issues to date, which included:-

1. Social Newbuild starts 2. Co-ownership 3. Programme for Social Reform 4. Fundamental Review of Social Housing Allocations Policy 5. Reclassification of Northern Ireland Social Housing Providers 6. Supporting People Delivery Strategy 7. Homelessness Strategy 8. St Patrick’s Barracks, Ballymena 9. Regulation of the Private Rented Sector 10. Increasing Housing Supply 11. Affordable Warmth Scheme 12. NIHE Rent Scheme 13. Update on Welfare Reform Mitigation payments

The next Housing Council Meeting is scheduled for Thursday, 12th March at 10.30 am in the Omagh Council offices.

Should you require any further information or have any questions regarding the content.

Contacts

Chair Alderman Tommy Nicholl MBE [email protected] Mobile: 07970012520

Secretary Kelly Cameron The Housing Centre 2 Adelaide Street Belfast BT2 8PB [email protected] Tel: 028 95982752

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