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 4 June 2019 at 4.00 pm.

Yours faithfully

John Kelpie Chief Executive

AGENDA

1 Notice and Summons of Meeting

2 Member Attendance and Apologies

3 Declarations of Members' Interests

Open for Decision

4 Deputation: To receive Siobhan Broderick, The Executive Office to Present in Relation to the Development of the Ebrington Site (Pages 1 - 12)

5 Chairperson's Business

6 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday, 5 March 2019 (Pages 13 - 32)

7 Matters Arising

8 2018/19 Financial Outturn (Pages 33 - 54)

9 2019/20 Financial Pressures (Pages 55 - 70) 10 Scheme of Allowances Payable to Elected Members 2019/20 (Pages 71 - 90)

11 Elected Member Support Services: Meeting/Workstation Facilities (Pages 91 - 98)

12 Appointments to Internal Bodies/Working Groups (Pages 99 - 102)

13 Corporate Plan and Improvement Plan 2019/20 (Pages 103 - 222)

Open for Information

14 Implementation of Pay Awards (Pages 223 - 232)

15 Occupational Health Services Tender (Pages 233 - 234)

16 North West Regional Development Group (Pages 235 - 264)

17 Strategic Growth Partnership (Pages 265 - 268)

18 Data Protection Registration/Fees - Elected Members (Pages 269 - 274)

19 Wayleave Agreement with NIE - Urney Road Playing Fields (Pages 275 - 278)

Confidential for Decision

20 Confirmation of the Confidential Minutes of the Governance and Strategic Planning Committee Meeting held on 5 March 2019 (Pages 279 - 284)

30 May 2019 Agenda Item 4

THE EBRINGTON SITE

RED Listed Buildings

Retained Buildings YELLOW

The Star Fort Wall is a scheduled monument

Page 1 1. INFRASTRUCTURE/ENABLING WORKS

Two New Roads

1. Aim - Open up the Eastern Side of the site.

2. Main entrance at Limavady Road – works underway, due for completion in July 2019.

3. New service road – leading across back of Building 80/81 due for completion December 2019.

The Square

1. New surface complete by May 2019.

2. Significant events area – 5 significant events identified for 2019/20.

3. Under and over-ground car parks are also utilised for events.

New Public Realm

1. A new public realm area will be created between buildings 102 and 104 by October 2019.

Services

1. Water supply – upgrade works currently planned and being agreed with NI Water.

2. Foul and Storm water upgrade works underway with additional works currently being agreed with NI Water.

De-contamination

1. Remediation works complete and GQRA report complete and awaiting approval from NIEA.

Page 2 2. CURRENT OCCUPIED BUILDINGS

Building 80/81 Creative Industries Hub

The creative industries Hub provides 12,002 sq² to support the development and growth of the creative industries. The Hub provides incubation and follow on space, meeting rooms, communal space to facilitate networking and clustering, and bespoke support programmes for the creative media and digital content sectors. The Hub also accommodates a free to enter Gallery. The Hub is running to full capacity at present.

Buildings 57/59 Ollie’s on the Square

Ollie’s Café uses locally sourced produce and offers an extensive food menu from 9 am ‘til late, seven days a week.

Page 3 Building 70 Walled City Brewery

Building 70 has been refurbished as a Craft Brewery, the Walled City Brewery (WCB). It produces premium quality beer and offers an extensive food menu. WCB is a welcome addition to the city’s tourism attractions, offering guided tours to see the brewing process first hand, and gives the opportunity to taste and purchase products on site.

Building 104 Small-medium enterprises

Building 104 was a purpose built accommodation block constructed between 1895 and 1904 and is a listed building. In July 2018 it opened as a state of the art office accommodation block. It can accommodate 19 new Small-Medium Enterprise (SMEs) business start-ups, and provide employment opportunities for up to 45 staff. Enterprise North West will manage the building and have signed a ten year lease.

Page 4 Building 62 Glen Caring

Building 62 was constructed between 1875 and 1904 and opened for business in July 2017 to provide community caring/respite services.

Page 5 3. AGREED DEVELOPMENT – IN PROGRESS

Grade A Office Accommodation

Grade A offices will be built on the Ebrington site providing 62,500 sq² of office space and is due to open in 2021. It can accommodate up to 400 staff. Heron Property Limited is the developer and Heron’s submitted a planning application which is currently being considered by DfI. Planning approval expected in July 2019.

Building 4 Office accommodation

Kevin Watson Group (KWG) is currently fitting out the Cunningham Building to a high standard that will provide commercial office space to accommodate its expanding business. Over 30 staff from KWG will occupy this building from August 2019.

Page 6 Building 30 Café/Bike Hire

A developer intends to develop Building 30 into a café and bike hire business. Subject to Planning and Schedule Monument Consent approval, they plan to occupy the building in March 2020.

Building 40 Restaurant/Bar

The proposed has sought planning permission to develop Building 40 into a licensed restaurant and bar, planning to open in the spring of 2020.

Page 7 Buildings 63, 67, 68, 69 & 79 4-Star Hotel with Spa & Leisure Facilities

Ebrington Holdings Limited has planning permission to develop this group of buildings into a 4-star, 152 bed hotel with spa and leisure facilities in a two-phased development. Construction is planned to start in August 2019.

Building 102 Convenience Store

An established retailer has received planning permission to develop this building as a convenience retail store. Legal agreements are complete with works planned to start in the autumn 2019.

Page 8 Buildings 83, 85, 117 & 118 + Development Lands

Building 83 is an L shaped two storey structure and was formerly accommodation with a ballroom attached to the rear. Building 85 was formerly the Officer’s mess built c1875, and is a two storey brick Victorian villa. Buildings 117 and 118 were formerly married quarters built in the late nineteenth century.

A Development Agreement has been signed with Ebrington Holdings Ltd to create mixed uses for the buildings and development lands and provide car parking in line with the Ebrington Development Framework, subject to phased full planning approvals. The development includes plans for a restaurant, residential housing, commercial office space, childcare/nursery, event space and art/creative industries.

Page 9 Buildings 115 & 116 Boy & Girl School Houses

Formerly Buildings 115 and 116 were military boys and girls school houses and joined in 1955 by a central link.

These buildings were offered to the market recently as two separate buildings and a preferred tenant has been identified. The approvals and legal processes associated with these disposals are underway. Occupation is expected in late spring 2020.

Page 10 4. FUTURE MARKETING OPPORTUNITIES

Building 10 & 10A

A listed building located on the south side of the 1841 Star Fort, building 10 was the original guard house. This building will be offered to the market in June 2019.

Building 11

Building 11 overlooks the south side of Ebrington Square and was built in 1841 as a “barrack store”. The building can be extended to the rear and is located beside the underground car park. The foundations of the southern wall of the Star Fort are clearly visible to the rear of Building 11. This building will be offered to the market in June 2019.

Page 11 Building 17

A listed building located on the south side of Ebrington Square overlooking the River Foyle, the former Barrack Master’s House has a walled garden within the Star Fort and was previously known as the ‘Admiral’s House’. This building will be offered to the market in June 2019.

Page 12 Agenda Item 6

Derry City and Strabane District Council

Open Minutes of Governance and Strategic Planning Committee held in the Council Chamber, Guildhall, Derry on Tuesday 5 March 2019 at 4.00 pm.

Present:- Councillor Hastings (in the Chair), Aldermen Hussey, Kerrigan, Ramsey and Thompson; Councillors Cooper, Duddy, Fleming, M McHugh, McKeever, McKnight, McLaughlin and Tierney.

Non-Member of Committee – Councillor P Kelly.

In Attendance: Chief Executive (Mr J Kelpie), Lead Finance Officer (Mr A Dallas), Lead Human Resources Officer (Mrs P Donnelly), Lead Assurance Officer (Mrs D McDonnell), Lead Legal Services Officer (Mr P Kingston), Lead Democratic Services and Improvement Officer (Ms E Cavanagh), Strategic Business Manager (Mrs R Craig), Head of Planning Performance and Improvement (Mr E Molloy), Head of Community Development and Leisure (Mr B O’Hagan), Senior Economist (Mr M Gallagher) and Committee Services Assistant (Ms N Meehan). ______

GSP30/19 Notice and Summons for Meeting

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

GSP31/19 Members Attendance and Apologies

The Chief Executive completed the roll call and no apologies were recorded.

GSP32/19 Declarations of Members’ Interests

Councillors Cooper and Hastings declared an interest in item 4 – Deputation – Ernact. Aldermen Hussey and Thompson and Councillor Fleming declared an interest in item 24 – Social Investment Fund – (SIF).

GSP33/19 Thanks

The Chairperson referred to the fact that this was the last meeting of the Committee prior to the forthcoming Local Government Elections. He thanked Officers and Members for their support and hard work

1 Page 13 during the last 12 months. He wished those Members who were standing for re-election every success.

Open for Decision

GSP34/19 Deputation – To Receive Mr Colm McColgan, General Manager, Ernact to Consider Ernact Current Projects and Future Plans

The Committee received Mr Colm McColgan, General Manager, Ernact who gave a power-point presentation on the current projects being carried out by Ernact and their future plans highlighting the following areas:

Introduction

- Ernact – European Regions Network for the Application of Communications Technology - Setup on a cross-border basis by Derry City and Strabane and Donegal County Councils in 1991 - The NW Councils appoint the ERNACT Board - 10 regions from across Europe - Working together to develop ICT, ‘tech’ or digital projects - Secure EU funding

What We Do

- European Office is in Letterkenny - Develop Funding Proposals - Manage international ‘tech’ projects - Assignments for EU and network members - Gather European Digital Intelligence - Develop European partnerships

Operating Budget

- EU Grants - 2016 - €256 2019 - €352 - Other Councils (incl Donegal) - 2016 - €101 2019 - €139 - Derry City and Strabane District - 2016 - €56 2019 - € 41 - Total €413 €512

Projects

2 Page 14 - Twelve projects being progressed

Governance

- Board - Interreg and Management Committee - Audit and Finance Committee

Resources

- Tested operating processes - 5 staff: “tech£ focus, Masters level, 2 Spanish - Co-operation Platform: Teamworker - Audited Accounts, Internal audit, Risk Register, audit and finance sub-committee - All systems in cloud (accounts, web, files, costing, office)

Future

- North West Development Needs: work more closely with Ernact regions in tourism, energy, digital - Innovation Image: project the innovation image of the North West - European Tech Gateway: Enhance potential of North West as gateway to European Union (Newfoundland example) - Post Brexit: Mechanism to maximise EU for Derry/Strabane

Match Funding Resources

2016 2017 2018 2019

EU Grants €256 €283 €339 €332 Other Councils (inc Donegal) €101 €124 €107 €139 Derry City & Strabane Council € 56 € 62 € 41 € 41 Total €413 €469 €487 €512

Mr McColgan circulated additional information for Members on the European Regions Network for the Application of Communications Technology and the various projects in which ERNACT was currently involved.

In conclusion, Mr McColgan said he hoped Council felt it was receiving value for money from its membership of Ernact and felt it had, to some extent, assisted in the preparation for Brexit. He regarded Ernact as a

3 Page 15 way of maintaining a secure connection between those cities and regions involved.

The Chairperson thanked Mr McColgan for his presentation and commended him on the content.

Members then raised the following points:

- Acknowledged the excellent work carried out by Ernact much of which remained unseen and the level of funding which had been drawn down by the organisation. - Referred to the impact of Ernact on the delivery of Council services and the implementation of various Council projects for the City and district. - Referred to the fact that Ernact had raised its profile considerably in recent years. - Referred to specific projects from which Council had benefited namely, the Tides project and its positive impact on the Maritime project. - Acknowledged the status and unique nature of Ernact and their ability to draw down funding and the positive impact thereof on this Council area. - Referred to the importance of funding made available through Ernact in regards to the better delivery of Council services particularly in terms of technology and digital services. - Anticipated that Brexit would not have a significant or negative impact on the work of Ernact. - Pointed out that the coming weeks were vital in terms of European funding projects and given the extent of the projects coming forward in this regard anticipated that Council would be participating in this process. - Welcomed the Digital Europe Project which corresponded with the digital context of Council’s work. - Referred to the need for Council to maintain its level of participation with Europe in regards to securing funding.

Mr McColgan thanked Members for the opportunity to address Committee and he withdrew from the Meeting.

GSP35/19 Deputation – To Receive Representatives from Retail NI, Hospitality Ulster and Manufacturing NI Regarding their Request to Reduce the District Rate on Non-Domestic Properties

4 Page 16 The Committee received Mr Glyn Roberts, CEO, RetailNI, Mr Colin Neill, CEO, Hospitality Ulster and Mr Stephen Kelly, CEO, Manufacturing Northern Ireland who gave a joint presentation on Regeneration NI – Creating 21st Century Town and City Centres and A New Deal for Northern Ireland addressing the following areas:

Regeneration NI

Introduction

(1) Creating 21st Century Town centres

Retail NI Policy Priorities

(2) Adapting and Diversifying

Retail in Policy Priorities

(3) Business Rates – A Blight on Business

Retail NI Policy Priorities

(4) Impact of Technology

Retail NI Policy Priorities

(5) A New Deal for our Rural Community

Retail NI Policy Priorities

(6) Town Centre Infrastructure and Public Realm

Retail NI Policy Priorities

A New Deal for Northern Ireland

Introduction

Productivity

Regulatory

Connectivity

5 Page 17 Accountability

Skills

Commitment

Mr Kelly pointed out that the three organisations had come together across a joint platform and would be keen to include Derry City and Strabane District Council in their future endeavours. He referred to the two major issues of concern for businesses in regards to rates:

1. Rate poundage and the impact thereon on businesses. 2. Growing the rates base.

Mr Kelly referred to the huge uncertainty being faced by businesses with regard to Brexit, which together with slow economy growth and the increased operating costs was creating a major problem. As such he referred to the detrimental impact of any further rates increases on business.

Mr Neill referred to the burden of rates for businesses in Northern Ireland and said the three organisations were keen to work with Council in this regard to increase awareness in relation to the impact thereof.

Mr Roberts pointed out that this was the first time the deputation had addressed any Council. He expressed their support for a City Deal for the City and region. He said this was ultimately about growing Northern Ireland and in particular the City and Strabane. He pointed out that both the high street and retail sector were going through a period of reconstruction which undoubtedly would produce casualties which in order to survive changes within the retail trade were required. All three organisations had lobbied government regarding the future of the high street. He referred to the recent UK Budget which had given independent retailers and hospitality businesses in England a third off their rate bills. However, their counterparts in Northern Ireland had not received any benefits.

Mr Neill continued that rates were the biggest issue facing the future of town centres and high streets. He said rates reform was absolutely critical to the future of the economy and referred to the “New Deal for Northern Ireland” document which the three organisations had jointly launched wherein they called for a radical reduction in business rates to

6 Page 18 support towns and city centres to ensure small business owners could invest more of their own money into growing their businesses and employing more staff. He referred to the Prime Minister’s announcement the previous day that towns and cities in the North of England would receive 1.6 billion investment and to the need to ensure that Northern Ireland received similar funding.

Mr Kelly pointed out that the organisations had engaged Oxford School of Economics to review business rates in all Council areas in Northern Ireland during the last three years. These had risen by 13% compared to a 3% increase in Great Britain which was an approximate four times higher increase facing local business which was proving a major challenge. He acknowledged Council’s efforts to be as efficient as possible and improve economic viability and success for the region and to maintain the lowest rate possible. Whilst offering support to Council in it’s endeavours in this regard pointed out that this could not be at the expense of existing businesses.

Members thanked the deputation for their presentation and then raised the following points:

- Referred to the work being carried out in regards to the City Deal and city centre regeneration and welcomed the deputation’s support in respect thereof. - Acknowledged concerns expressed regarding the rates and the impact thereof on businesses. - Pointed out that compared to England, Scotland and Wales, the North of Ireland had a much lower employment figure which had created additional pressures. - Referred to individual Party support for a number of issues raised by the deputation which could be further pursued. - Referred to discussion on rates reform started by the former Minister for Finance which would have taken considerable time to come to fruition, even if the Executive were re-established. - Referred to the need to secure government funding in respect of high street regeneration. - Acknowledged the existing situation regarding small business and the burden faced by them in terms of rates. - Anticipated that greater competition could be introduced in the future. - Referred to the impact of the current political impasse in terms of policy and legislation and more specifically a City deal for the City and the region.

7 Page 19 - Commended the work carried out by Council in terms of striving to achieve a minimal rates increase. - Referred to the fact that Northern Ireland was currently being operated by Civil Servants with no mandate. - Referred to the considerable number of issues under consideration which would develop and grow the economy which could not be progressed because the structures at Stormont were not in place. - Queried the deputations’ position in regard to greater powers being granted to local authorities to assist in progressing a number of projects. - Expressed concern at the serious lack of progress development and regeneration progress on major issues because of the absence of the Stormont government and the fact that legislative powers had not been devolved to local authorities. - Acknowledged the impact of increased rates on business and city centre regeneration. - What action was it anticipated could be taken to address the rates problem without an Executive in power at Stormont? - Queried if the suggested £20 million government funding, which had not been forthcoming in respect of high street regeneration, was in compliance with the Barnett formula. - Referred to the spin-off effect which rates increases in major towns and cities had on small towns and villages in the rural area. - Queried the current position with the Secretary of State for Northern Ireland in terms of securing government funding. - Whilst acknowledging comments regarding growing the rates base referred to other elements which were delaying all potential planning matters which would add greatly to Council’s rates base.

Mr Glynn referred to the importance of regeneration for Councils and particularly in regards to a City Deal for the City and the region. He stated the transfer of powers to local authorities would assist in addressing major challenges. He acknowledged the seriously detrimental impact arising from the absence of an Assembly at Stormont particularly in terms of budget allocation. He stated that Councils could play a key role in moving things forward. He referred to the importance of investment in regards to training and skills. He stated that there were a number of models which Council could adapt to suit its needs. He referred to the need to have the right environment in place in order for key projects to grow and flourish.

The deputation responded to the above points as follows:

8 Page 20 - Acknowledged the current position in regards to the lack of government at Stormont resulting in funding allocation being directed from Westminster and the impact thereof on businesses. - The current flaws in funding allocation in terms of city centre and high street regeneration could not be corrected within the Barnett principles. - Expressed concern at the lack of progress or assurances regarding funding despite intense lobbying of the Secretary of State and the Permanent Secretary. - Referred to the need to make known the vital need for funding allocation in this area. - Referred to the need for a tourism strategy in terms of improving and extending the hospitality industry. - Explained that employment in the rural area tended to emanate mainly from the farming, agricultural and manufacturing industries with hospitality and retail being more city centre based. - It was unlikely that large digital and IT based companies would locate in rural areas. - Pointed out that rural communities did not tend to survive without an identified source of income and would be forced to move to other parts of Northern Ireland. - The findings of the Oxford School of Economics survey suggested that more than half of the jobs in the Mid-Ulster area were in manufacturing with 40 per cent in East Antrim and Banbridge. - Pointed out that manufacturing was the second largest source of employment in this Council district. - Referred to the need to encourage investment by manufacturing companies in the rural area. - Pointed out that the three organisations recognised that each of the eleven Councils were key players in economic development and they hoped to strengthen their relationship with Councils and work alongside them in terms of addressing the rates issue. - Welcomed Council’s Growth Plan and referred to possible assistance which could be offered to Council. - Queried what action Council was taking in terms of growing its rates base and encouraging businesses to grow.

The Chairperson thanked the deputation for their presentation and acknowledged the work they had undertaken and welcomed their support for a fair deal across Northern Ireland. He stated that housing development within the Council area was going from strength to strength which greatly benefited the construction industry. He concluded that Council’s Growth Plan concentrated on all elements of

9 Page 21 the economy and anticipated that the City Deal would become a reality in the near future.

GSP36/19 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 5 February 2019

Open Minutes of the Governance and Strategic Planning Committee held on 5 February 2019 (GSP12/19-GSP25/19) were signed by the Chairperson.

Alderman Hussey referred to the first sentence in paragraph three of GSP17/19 and stated that the words “Vice-Chair” should have read “Deputy Mayor”.

GSP37/19 Brexit – Day One Readiness

The Lead Assurance Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was for Members to note and endorse the work that is ongoing in relation to preparing the Council for Day One Readiness in the event of a No Deal Brexit specifically in relation to the delivery of Council services and functions.

Councillor Fleming reiterated his Party’s appreciation for the work carried out by Council Officers and other Councils across the North of Ireland. He referred to the ongoing adversity in regards to Brexit and pointed out that the work which had been undertaken had identified further issues in terms of what the coming weeks would produce.

In response to a query from the Chairperson regarding the inclusion of outside bodies on the risk register, the Lead Assurance Officer pointed out that this was a Northern Ireland Risk Register. However, Officers were in the process of developing a specific Derry City and Strabane District Council Risk Register and, as part of this process, would be addressing relationships with all third parties in which Council was involved.

Councillor Tierney also commended the work carried out by Council Officers in this regard. He queried when it was anticipated that a specific Derry City and Strabane District Council Risk Register would be completed and if this would contain any information which might have a negative impact on the delivery of Council services to ratepayers and,

10 Page 22 if so, what mitigation procedures were being put in place to address such a situation.

The Lead Assurance Officer advised that the process, which was well underway, was very similar to that used for the Northern Ireland Risk Register. She stated that there were some specific areas which were not applicable to other Councils such as the Airport. However, many of the issues to be addressed were pertinent to all Councils. She assured that Council would continue to have control over those areas which it currently controlled and that action plans were put in place to address potential issues which might arise.

The Chief Executive explained that the risks facing Derry City and Strabane District Council were light in regards to the focus on services. The key risks were in relation to environmental health and increases in fuel costs and these were major risks which were anticipated, however, only in the event of a No Deal Brexit. He stated that discussions were ongoing between Senior Environmental Health colleagues from all Councils as this was one of the key risks facing all Councils. Whilst this could not be solved, it could be mitigated against.

The Committee

Recommended that Members endorse the work that is ongoing in relation to preparing the Council for Day One Readiness in the event of a No Deal Brexit specifically in relation to the delivery of Council services and functions.

GSP38/19 Quarter 3 Financial Outturn and Year End Financial Plan

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 31 December 2018.

Councillor Fleming welcomed the report and the many positive aspects contained therein. He requested that these reports be brought to full Council. He queried when the non-domestic review of appeals would come to conclusion.

11 Page 23 The Lead Finance Officer pointed out that it was four years since the process had started. He said it had been anticipated that this would have already concluded and Council was working with Land and Property Services in an effort to have any outstanding cases resolved.

In response to a further query from Councillor Fleming, the Lead Finance Officer said that whilst he could not specify the exact number of cases outstanding he could indicate that a sum of 1.7 million had been set aside in respect thereof.

Councillor Tierney welcomed the report and commended those involved. He said this report was a positive news story and provided the opportunity to set aside a further £150,000 to advance community projects which would impact directly on residents of the area. He expressed concern that Council was not operating within the timeframe in respect of Rosemount Resource Centre which would have an ultimate impact on its Capital Works Programme.

The Chief Executive explained that this was a third party building and Officers were acutely aware of the issues pertaining to this. However, this situation had only recently come to the fore. He advised that Council would outline its position and he did believe that Council was operating within the required timescales. He stated that Council did not normally become involved with third party buildings.

In response to a query from Councillor McLaughlin regarding the current position in relation to the City Deal, the Chief Executive explained that the core elements in the Deal were the innovation projects. He stated that the City Deal would be structured on these and the nature of the innovation projects. He continued that all of the innovation projects had been progressed with innovation partners and digital projects partners. He said the projects had now been submitted to Minister for Housing, Communities and Local Government, the government department in London and were currently being evaluated. He stated that an update had been received in respect of the business case and Officers were pleased with the comments received which were constructive. Overall the projects which had been submitted were robust and ambitious.

The Chief Executive pointed out that parallel work had also taken place on a number of environmental projects and those business cases had been prepared and government departments advised thereof. All of these projects had been endorsed by government. However, these

12 Page 24 would not be finalised until the innovation projects had been approved. He pointed out that the third strand of work involved working with representatives from Northern Ireland Office to determine the funding model. He stated that Council’s position was that the funding model that was used elsewhere must, however, reflect the City’s unique position and were in advanced discussion in this regard.

The Chief Executive pointed out that the fourth strand was the updating of the economic model.

The Chief Executive stated that the position in regards to a City Deal was at a pivotal point with all work required, which had proved considerable, having been carried out. He pointed out that the majority of the work had been carried out by senior Officers together with other partners and the additional Strategic Investment Board (SIB) resources who assisted in preparing the business and strategic outline cases. Specialist expertise was engaged when required. He explained that the next few weeks were critical in terms of the government’s response to the proposals submitted by Council and it was important that government indicated to the City region if they were interested in progressing this by way of a further announcement.

In response to a further query from Councillor McLaughlin, the Chief Executive pointed out that a government announcement could be forthcoming at any time. He continued that Officers were satisfied that the vast majority of information required had been made available and, if requested, additional information would also be made available.

The Chief Executive advised that such announcements were normally made by the Chancellor of the Exchequer and were usually in line with the publication of the Autumn or Spring Statement. However this was not necessarily always the case.

Subsequently, the Committee

Recommended (a) that Members approve the Quarter 3 month financial position and note the surplus of £754k generated for the first 9 months on the 2018/19 financial year, of which £300k is allocated to reserves to maintain Council’s current District Fund balance, £300k is allocated to repairs and renewals resulting in a remaining sum of

13 Page 25 £150k (pending confirmation of year-end outturn) which could potentially be utilised to address other strategic and community projects; and

(b) Members approve a sum of £200k to be set aside from 2019/2020 capital savings to continue engagement of SIB resources for a further year until 31 March 2020 and ensure continued advancement of the community centre projects and Council’s strategic leisure and regeneration proposals as part of City Deal.

GSP39/19 City of Derry Airport

The Lead Finance Officer presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to provide Members with an update in relation to the current funding position for City of Derry Airport and endorse funding from the North West Air Access Consortium for promotion of new and existing routes.

Councillor P Kelly commended Officers on securing the new tender and routes at City of Derry Airport. He enquired as to the current position in regards to securing funding from other Councils within the region towards the Airport.

The Chief Executive stated that this had been alluded to in a report submitted to the July Meeting of the Committee on the short-term and long-term issues regarding City of Derry Airport. He said this involved a business case which was currently being drafted to consider other sources of funding for the Airport and how these could be progressed. Any sources identified would have to be worked through to ensure sustainability for the Airport.

In response to a query from Councillor P Kelly, the Chief Executive advised that the inclusion of Donegal County Council was not being considered at this stage.

Councillor Tierney thanked and congratulated Officers for their hard work and efforts in securing a new operator for the Derry – Stanstead

14 Page 26 route and the additional Manchester route. He said it was essential that other sources for the Airport were identified as this would ultimately reduce the burden on ratepayers. He continued that the success of the Airport would depend on usage and welcomed the money being invested in marketing in this regard.

Subsequently, the Committee

Recommended (a) that Members endorse the steps taken to secure the emergency Public Service Organisation (PSO) contract and to authorise officers to engage with DFE and DFT in relation to the medium term tender process; and

(b) that approval be granted for funding of £105k from the North West Air Access Consortium for promotion of new and existing routes at the airport.

GSP40/19 Update on Replacement of Northern Ireland Planning Portal (NIPP)

The Head of Planning Performance and Improvement presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to update and advise Members on the progress of the replacement NIPP project, the need for a new planning IT system for all Councils in Northern Ireland and to seek Members’ approval to the Memorandum of Understanding committing Council to this project so that a procurement exercise can commence.

The Chief Executive advised that a similar report would be presented to the other ten Councils during March following which the situation would be assessed at the end of the month.

Councillor McLaughlin enquired if it had been clarified which Council would lead the process.

The Chief Executive advised that the matter was currently with the Department with all Councils participating in the project and working through the process.

15 Page 27 The Committee

Recommended that approval be granted for Council to sign the Memorandum of Understanding that will commit Council to this project.

GSP41/19 Update on the Structure and Harmonisation Process for the New Council

The Lead Human Resources Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to update Members on the complex process of the restructuring of the new Council and progress achieved to date in terms of the harmonisation of terms and conditions of employment for employees.

The Committee

Recommended that Members note and support the process as outlined to complete the harmonisation process.

GSP42/19 Employing People with a Disability

The Lead Human Resources Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to update Members on progress achieved to date in relation to encouraging and attracting People with a Disability into the workplace and to seek approval for the adoption of Appendices 1-4 referred to in the report.

Councillor Cooper welcomed the above report. He felt that the local groups who had lobbied for this initiative would be satisfied with the progress which had been made and requested that they were kept updated. He stated that from his Party’s perspective there were a number of issues surrounding the definition of disability and the different criteria which apply and sought additional information in relation thereto. He anticipated that the policy was being developed across other Council areas in accordance with the requirements of the Equality Commission.

Councillor Tierney referred to the presentation given at the October Meeting of the Committee by a representative from one of the

16 Page 28 organisations involved who were at the fore in progressing this policy. He referred to the need to concentrate on learning disabilities as well as physical disabilities and said he would like this to be evident in the policy going forward. He welcomed the excellent progress which had been made and which would be welcomed by local groups.

The Committee

Recommended that approval be granted to adopt the following:

Appendix 1 – Policy on Employing People with a Disability Appendix 2 – Positive Action Statement Appendix 3 – Guidelines for Managers Appendix 4 – Action Plan

GSP43/19 GSP Delivery Plan 2019/2020 – Strategic Planning and Support Services

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 consideration and Members’ approval the Delivery Plan for the Strategic Planning and Support Services for the 2019/2020.

The Committee

Recommended that the Strategic Planning and Support Services Delivery Plan 2019/2020 is approved.

GSP44/19 Schedule of Meetings

The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek elected Members’ approval for the proposed schedule of Meetings for 2019/2020

The Committee

Recommended that the Meetings Schedule for 2019/2020 be adopted.

17 Page 29 GSP45/19 Scheme of Allowances Payable to Elected Members 2019/2020

The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek approval for an updated Scheme of Allowances as set out in Appendix 1.

Councillor Fleming suggested that this matter be deferred to the March Council Meeting given that it affected all Council Members.

Subsequently, the Committee

Recommended that the Scheme of Allowances Payable to Elected Members 2019/2020 be deferred to the March Council Meeting.

GSP46/19 Membership of Organisations/Associations 2019/2020

The Lead Democratic Services and Improvement Officer presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek elected Member approval in relation to the continued membership of a number of organisations/associations.

The Committee

Recommended (a) that membership of the organisations/associations is maintained for 2019/2020; and

(b) that, where Council membership is approved, attendance at events, meetings, training organised by the relevant organisation/association is deemed an ‘approved duty’.

GSP47/19 Wayleave Agreement with NIE – Top of the Hill Country Park

The Lead Legal Services Officer presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to seek Members’ approval to enter into a Wayleave Agreement with Northern Ireland Electricity at the Former Immaculate

18 Page 30 Conception College grounds (being redeveloped by Council) at Top of the Hill, at such consideration as may be approved by Land and Property Services.

The Committee

Recommended that Council enter into a Wayleave Agreement with NIE to enable NIE to lay an electricity line along the land subject to LPS confirming that the rental figure to be calculated in accordance with the terms of the Agreement, is reasonable.

Open for Information

GSP48/19 Projected Costs for the Local Government Elections 2019

The Chief Executive 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 of the projected costs for the forthcoming Local Government Elections and the financing of such.

Councillor P Kelly expressed concern at the projected costs for Royal Mail delivery in respect of the distribution of leaflets.

The Chief Executive pointed out that the breakdown referred to a range of different costs including postage.

The Chairperson said it was necessary that leaflets were widely distributed to all areas. However, it was not necessary for all Members to avail of the Royal Mail service if they did not wish.

The Committee

Recommended that Members note the projected costs for the Local Government Elections and the arrangements for financing the projected excess spend.

GSP49/19 Central Local Government Political Partnership Forum

19 Page 31 The Strategic Business Manager presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to provide Members with an update on the recent meeting and terms of reference of the Central/Local Government Political Partnership Forum.

The Committee

Recommended that Members note the content of the report and the ongoing work of the Central Local Government Political Partnership Forum.

20 Page 32 Agenda Item 8 Title of Report: Officer Presenting: Lead Finance Officer

2018/19 Financial Outturn Author: Lead Finance Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is for Members to approve the financial outturn of Derry City and Strabane District Council, including proposed transfers to reserves, for the year ended 31st March 2019.

2 Background

2.1 Council is under direction from the Department for Communities to prepare Accounts for the year ended 31st March 2019. (DfC Circular LG12/19 (Accounts Direction 2018/19) as attached in Appendix 3). The Chief Financial Officer (Chief Executive) needs to certify the unaudited statement of accounts before 30th June 2019 for onward submission to Department for Communities.

2.2 These unaudited accounts require audit certification by the Northern Ireland Audit Office and the final audited accounts must be agreed and approved by Council’s Audit Committee by 30th September 2019 in line with the terms of reference for that Committee.

2.3 The key elements making up the accounts include the income and expenditure summary, balance sheet, governance statement, narrative report and a range of disclosures as required by the Accounts Direction and accounting standards.

2.4 Whilst it is not a requirement, it is good practice that Members are advised of the income and expenditure and financial outturn for the year in advance of accounts submission and audit which is the purpose of this report. The Governance Statement is reported separately to Council’s Audit Committee in advance of the submission deadline of 30th June 2019.

2.5 For the year ended 31st March 2019, Council approved a net expenditure budget as part of the rates process of £58,540,947. The sources of funding for this expenditure are summarised below:-

Page 33 £

Rates income (including de-rating grant) 54,564,512

Rates Support Grant 3,325,833

Transferred Functions Grant 350,602

Reserves (Forecast loss) 300,000

Total expenditure budget 58,540,947

2.6 Following the agreement of the rates for 2018/19 on 5th February 2018, Members were advised at quarterly intervals of income and expenditure against the agreed budget with a particular focus on any issues that need to be addressed. The last report was presented to this Committee in February 2019 in relation to the Quarter 3 position which provided authorisation to transfer surpluses at that point towards a number of corporate priorities. This report now provides Members with a final draft unaudited position for the year ended 31st March 2019.

3 Key Issues

3.1 A detailed report is attached in Appendix 1 for Members consideration.

3.2 Members will note that Council has delivered a surplus of £871k after accounting for a range of significant other costs, the detail of which is provided in Appendix 2. This overall position is summarised in the table below:-

Area Budget £000 Actual £000 Surplus £000 Cross Cutting Corporate Services 6,690 6,494 195 Health & Community 10,373 9,974 399 Business & Culture 7,973 7,862 111 Environment & Regeneration 23,235 23,467 (231) Capital and loan charges 6,319 5,455 864 Other costs (1,001) 1,625 (2,627) City of Derry Airport 4,106 4,079 26 Transfer to/ from Reserves 847 847 0 Funded by:_ 0 Rates income (54,565) (55,890) 1,325 Rates Support Grant (3,326) (4,435) 1,109 Transferred Functions Grant (351) (351) 0 Funding from Reserves (300) 0 (300) Total 0 (871) 871

Page 34 3.3 This is a very positive position and represents prudent financial management and also Council's focus on driving efficiencies as part of the 2019/20 rates process to fund Councils' growth ambitions as identified in the Strategic Inclusive Growth plan and Council's capital plan.

3.4 The significant issues to note are as follows:-

 Capital and loan charges- Council generally has significant in-year savings due to loan charge funding being earmarked for major capital projects (including City Deal) which have not yet completed. Following consideration by the Capital Projects Group, a large element of these in-year savings were allocated to progress a range of community capital projects (GSP 114/18 and GSP 160/18). As normal, £300k has also been carried forward into the Repairs and Renewals Fund for 2019/20 as agreed in GSP 38/19 to fund any unexpected issues that may arise given the extent of Council's asset portfolio. Remaining savings have been held to fund severance costs as noted below.

 Rates income (including de-rating grant)- Strong growth in both domestic and non- domestic valuation lists since the November 2017 valuation list on which rates income for the 2018/19 year was forecast. During 2018/19, domestic valuations increased by 1.4% as a result of 767 new properties, and non-domestic valuations increased by 0.8% despite significant challenges from appeals following the non- domestic revaluation in 2015. This remains a significant financial risk for Council and a £1.7m reserve had previously been created and remains as a contingency until these appeals are concluded.

 Rates Support Grant- Significant additional funds of £1.038m were received during the year following a Court of Appeal judgement in relation to allocation formula with a favourable outcome to this Council backdated to 2015. In addition, a further £70k was allocated to Council in-year following additional funding identified by DFC to offset cuts to the grant for the 2018/19 year.

Page 35  Other costs- Council has been aware of the above savings for most of the year and accordingly had agreed as part of the rates process for 2019/20 to earmark these savings to fund severance costs up-front as opposed to borrowing over a 3 year payback period. These have contributed to the £3.108m of recurrent efficiencies which Council has now realised since 2015 and which have enabled reinvestment in areas of growth such as Council’s ambitious capital plan and City Deal proposals. Whilst this is the most significant item, there are a number of other elements also included within Other Costs as detailed in Appendix 2. These include agreed transfers to reserves to fund skills ESF programmes and the Local Development Plan. These costs have been offset by savings on Council’s insurance costs through its’ self insurance programme.

3.5 Normal practice would be for a significant element of this surplus to be transferred to Council’s capital fund and directed towards capital projects and other corporate priorities, however, Members will note from the next report that Council has been made aware of a number of very disappointing new financial pressures from Central Government for 2019/20 totalling £197k in relation to Rates Support Grant cuts and transferred staff pension liabilities. Whilst these are disappointing, it is necessary and prudent that provision is set aside in reserves from the 2018/19 surplus to reduce financial risk during 2019/20.

3.6 It is therefore recommended that £197k of the surplus is set aside to offset 2019/20 financial pressures and a reduced sum of £350k is transferred to Council’s capital fund towards Council’s ambitious capital plan. Approval of any capital projects from these funds will require separate consideration by this Committee following consideration by the Capital Projects Group.

3.7 This leaves a remaining surplus of £324k. Members should note that that Councils are recommended to carry District Fund balances of between 5% and 7.5% of net expenditure. Members will be aware that £600k of 2019/20 rates estimates are funded from reserves so funds will have to be earmarked to reduce this back to nil over a 4 year period whilst minimising impact on rates. Taking this into account, the revised surplus of £324k will provide Council with the following District Fund position (figures provided in £000):-

Opening District Fund balance 4,796 Revised surplus 324 Closing District Fund 5,120 Earmarked to fund 2019/20 rates £600k, 2020/21 £450K, 2021/22 £300k and 2022/23 rates £150k (1,500) Available District Fund 3,620

Page 36 Net expenditure per 2019/20 rate estimates 61,865 District Fund % 5.85%

3.8 As noted above, this outturn is subject to external audit with the final accounts being presented by NIAO to Audit Committee by 30th September 2019.

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

4.1 Financial implications are as advised above.

5 Recommendations

5.1 It is recommended that Members approve the unaudited financial outturn of Derry City and Strabane District Council as noted above for the year ended 31st March 2019, including a sum of £197k transferred to reserves to fund 2019/20 financial pressures and a sum of £350k transferred to Council’s capital fund with a remaining surplus of £324k carried to Council’s District Fund.

Background Papers

Appendix 1 DCSDC detailed financial outturn summary for year ended 31st March 2019

Appendix 2 Other costs summary

Appendix 3 DfC Circular LG12/19 (Accounts Direction 2018/19)

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2019/20 financial pressures Author: Lead Finance Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to advise Members of financial pressures that have been imposed on Council for 2019/20 and which Council were not advised of until some time after the deadline for the setting of the District Rate of 15th February 2019.

2 Background

2.1 Whilst 2018/19 has seen a positive financial conclusion, 2019/20 has encountered immediate financial difficulties due to imposed pressures beyond Council’s control and which Members must be alerted to in advance of the Quarter 1 financial outturn report which will not be presented until August/ September. Given the scale of these issues, the previous Council were advised of these issues verbally at its’ final meeting on 26th March 2019.

2.2 Council relies heavily on Central Government financial support to fund the delivery of statutory services and have also had a number of functions transferred from Central Government, the costs of which depend significantly on Central Government decisions.

Rates Support Grant

2.3 Rates Support Grant is an essential grant provided by Department for Communities to the 7 less wealthy and most deprived and rural Councils to assist towards providing parity of service provision with the more wealthy Councils. Unfortunately, it is not protected in legislation and is an easy target for cuts on an annual basis as Central Government budgets have come under pressure.

2.4 The rating system in Northern Ireland is weighted towards property owners in the more wealthy Council areas and is such that the less wealthy Councils need to levy higher rates poundages to raise the same amount of money to fund Council services. Rates Support Grant provides some support to alleviate this issue.

Page 55 2.5 This Council is entitled to a 19.97% share of the overall funding pot. In 2016, the grant available from Department for Communities was £18.3m. However, the grant was cut by 4% for the years 2017/18 and 2018/19 to £16.865m. In the absence of budgetary information being available from Central Government to inform the 2019/20 rates process, Council had to be prudent and assume a further 4% reduction of £135k as part of its’ 2019/20 rates process with a corresponding 0.25% impact on District Rates bills.

Transferred Functions- Planning

2.6 Reform of Local Government in 2015 resulted in a number of functions transferring from Central Government, including Planning and Off street car parking. In return, Council received a Transferred Functions Grant from Central Government to cover the net cost of providing these services and this grant is uplifted on an annual basis in line with any increase to overall District Rates. The key cost associated with the planning service is the staffing cost and associated pension contributions. These staff transferred to Council under Civil Service terms and conditions and remain a part of the Civil Service Pension scheme. The budget transferred provided cover for employer contributions to the Civil Service pension scheme of 20.8%, 22.8% and 26.3% depending on salary level and Council has been accounting for these contributions since that date.

3 Key Issues

Rates Support Grant

3.1 On 21st March 2019, significantly after Council had to strike its’ District Rate for 2019/20, Council was advised by Department for Communities of the available Rates Support Grant pot and individual Council allocations (Appendix 2). Unfortunately, a 6% cut has been applied for 2019/20 as opposed to the 4% Council had prudently budgeted for during the rates process. Members will note that the overall pot has now reduced to £15.865m (13.3% lower than its’ original £18.3m level in 2016). The impact of this 6% cut to Rates Support Grant as opposed to the 4% assumed for the purposes of setting the District Rate is £65,074 for 2019/20.

Page 56 3.2 This is extremely disappointing, not only from a timing perspective but also from the perspective that only 7 Councils are impacted and to varying degrees depending on their level of wealth, disparity and rurality. Appendix 1 shows the impact to each of the 11 Councils not only in the current year but also cumulatively since cuts started to be applied to this grant. Members will note a cumulative £486k impact to this Council equating to a 0.85% rates impact. As an indicator of impact, this funding could have funded £7.2m of additional capital expenditure financed over a 25 year period.

Planning pensions

3.3 On 26th February 2019, again after Council’s deadline to strike its’ District Rates, Council received correspondence from Department of Finance (Appendix 3) advising of significantly increased employer contribution rates from 1st April 2019. The total contribution rate increase is 7.9% across all salary bands and is obviously required to address an unfunded pension deficit in Central Government, one which no doubt existed at 1st April 2015 when the function transferred.

3.4 Again this represents a significant financial pressure of circa £132,000 for 2019/20. It is understood that NICS have been provided with funding from Treasury to address the deficit for current Civil Service employees. Council officials have made representations that this funding should be made available to Councils also given that these staff transferred from Central Government with an unfunded pension liability. Council have subsequently been advised however that cost pressures after the functions transferred to Local Government are an issue for each Council to manage (Appendix 3) which is disappointing.

3.5 A further option available would be to increase planning fees to absorb the additional costs of the service. Again, this is not within the remit of Council with planning fee levels being determined by Central Government.

3.6 In combination, these financial pressures total £197k which presents a very significant financial pressure for this financial year (2019/20). It is important that Council continues to apply pressure to highlight the pressures associated with these cuts and funding pressures and have them urgently addressed.

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

Page 57 4.1 As noted above, the impact of the 6% cut to Rates Support Grant as opposed to the 4% assumed for the purposes of setting the District Rate is £65,074 for 2019/20. The impact of the additional employer’s pension contributions required in relation to transferred Planning staff is circa £132,000 for 2019/20. In combination, these total £197k which presents a significant financial pressure for this financial year (2019/20). It is fortunate that in-year financial savings have been identified in the 2018/19 financial outturn report which can be carried forward to offset this pressure for 2019/20 only.

4.2 Unfortunately, whilst the 2019/20 impacts can be managed due to savings carried forward, these pressures will present an immediate rates consideration for the upcoming 2020/21 rate setting process. Furthermore, it is likely given the experience of the last 3 years and the budgetary challenges facing Central Government that the Rates Support Grant will suffer at least a further 4-6% cut for 2020/21 with an estimated further financial impact on Council of £127k-£190k.

5 Recommendations

5.1 It is recommended that Council continues to apply pressure to NICS to highlight the significant financial pressure associated with the cuts to the Rates Support Grant and the increase in employer’s pension contributions for transferred staff with a view to having the required funding reinstated and cuts addressed.

Background Papers

Appendix 1 Summary of RSG allocations by Council 201920

Appendix 2 DFC correspondence RSG allocations 201920

Appendix 3 Planning pensions correspondence

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Title of Report: Officer presenting: Lead Democratic Services & Improvement Officer Scheme of Allowances payable to Elected Members 2019/20 Author: As above

1 Purpose of Report/Recommendations

1.1 To seek approval for an updated Scheme of Allowances as set out in Appendix 1.

2 Background

2.1 At the meeting of this Committee held in February (Min Ref GSP17/19), Members recommended the reduction in the frequency of the meetings of the Assurance, Audit and Risk Committee, a reduction in the Special Responsibility Allowance for the Chair and Vice Chair of this Committee and the reallocation of the resultant available allowances to the Members of the Planning Committee.

2.2 It was further recommended that Mayor and Deputy Mayor allowances were uplifted (in line with the inflationary increase to the basic allowance for the 2015-19 period) and fixed for the next four years.

2.3 A subsequent report to the March meeting of this Committee was deferred.

2.4 Further to these reports, the Department for Communities issued Circular LG07/2019 (Appendix 2) and on the 13th May 2019, issued an Addendum No. 2 to Circular LG 23/2016 (Appendix 3).

3 Key Issues

3.1 The recommendations from the February meeting are reflected in an updated Scheme of Allowances which is attached as Appendix 1.

Page 71 3.2 Circular LG 07/2019 reflects an increase in maximum rates for Dependants’ Carers’ Allowance from 1 April 2019.

3.3 Addendum No. 2 to Circular LG 23/2016 requires that each council’s scheme of allowances must state that where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of basic allowance, special responsibility allowance, or Chairperson / Vice Chairperson allowance payable to the councillor in respect of the period for which the councillor is suspended, must be withheld.

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

4.1 Provision is available within existing budgets for the payments of these allowances for the financial year.

4.2 The contents of the above Department for Communities circulars are reflected in the updated Scheme of Allowances which is attached as Appendix 1.

5 Recommendations

5.1 That, subject to Members comments, the updated Scheme of Allowances set out in Appendix 1 is approved.

Background Papers

 SC 93/15 Scheme of Allowances  GSP178/15  GSP128/16  GSP 194/16  GSP 12/17  GSP 47/17  GSP 138/18 Scheme of Allowances payable to Elected Members 2018/19  GSP17/19  GSP45/19

Page 72 Derry City and Strabane District Council

Scheme of Allowances Payable to Councillors from 1 April 2019

This Scheme is made under the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2016.

1 Definitions

1.1 In this scheme ‘approved duty’ and committee member are as defined in the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2016.

2 Commencement Date

2.1 This scheme of allowances shall be operational from 1 April 2019 (except where stated otherwise).

3 Basic Allowance

3.1 An annual basic allowance of £15,071 shall be paid to each councillor. Where applicable this will be paid pro-rata.

3.2 The basic allowance includes an element for incidental and consumable costs incurred by councillors in their official capacity. In 2015/16 this element was £1,000 and each year this amount is uplifted in line with the increase applied to the basic allowance, therefore this element within the basic allowance is £1,061 from 1 April 2019.

1 Page 73 3.3 An additional allowance of up to and including £15 per month is payable for the provision of broadband services and integrated communication services for business use (includes line rental). This payment will be payable on receipt of evidence of a current broadband contract.

3.4 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of basic allowance (and additional allowance as set out in paragraph 3.3) payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.

4 Special Responsibility Allowance

4.1 A special responsibility allowance shall be paid to those councillors who hold the special responsibilities specified in Schedule 1.

4.2 The amount of allowance shall be the amount specified against that special responsibility in the Schedule. The allowance is only payable whilst the councillor is carrying out that duty.

4.3 At any time, only one special responsibility allowance will be paid to a councillor.

4.4 Where applicable any special responsibility allowances will be paid pro-rata.

4.5 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of any special responsibility allowance payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.

4.6 In accordance with LG 07/2019, the maximum total amount payable for special responsibility allowances is £74,292 per annum, with a maximum of 1/5th of this figure payable to an individual councillor.

2 Page 74 5 Chairperson/Vice Chairperson Allowance

5.1 An allowance of £31,950 will be payable to the Mayor of Derry City and Strabane District Council from 1 July 2019 and will remain fixed until May 2023.

5.2 An allowance of £7,987 will be payable to the Deputy Mayor of Derry City and Strabane District Council from 1 July 2019 and will remain fixed until May 2023.

5.3 In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of any Mayor/Chairperson or Deputy Mayor / Vice Chairperson allowance payable to the councillor in respect of the period for which the councillor is suspended, will be withheld.

6 Dependants’ Carers’ Allowance

6.1 Councillors are entitled to claim a dependants’ carers’ allowance (DCA) towards reimbursement of actual reasonable costs necessarily incurred in providing care for an eligible dependant, while carrying out an approved duty.

6.2 A dependants’ carers’ allowance shall be payable based upon actual receipted costs or at the appropriate hourly rate, whichever is the lower; up to the monthly maximum.

6.3 From 1 April 2019, the hourly rate of dependants’ carers’ allowance for standard care will be to £8.211 and £16.42 for specialised care. The monthly maximum for standard care payable is £427, and the monthly maximum for specialised care is £854.

6.4 Councillors may claim only one dependants’ carers’ allowance in respect of each occurrence of approved duty. Only one dependants’ carers’ allowance rate is payable even if there are 2 or more children/ dependants being cared for.

1 Based on the national living wage for 25+

3 Page 75 7 Travel and Subsistence Allowances

7.1 A councillor or committee member shall be entitled to claim travel and subsistence allowances where expenditure on travelling or subsistence has been necessarily incurred. The amount claimed should not exceed expense incurred.

7.2 The rates of travel allowance for travel by private vehicle shall be as shown in the table below.

Type of Vehicle Rate per Mile A pedal cycle 20.0p A motor cycle (all engine capacities) 24.0p A motor car of cylinder capacity exceeding 450cc but 46.9p not exceeding 999cc *13.7p A motor car of cylinder capacity exceeding 999cc but 52.2p not exceeding 1,199cc *14.4p A motor car of cylinder capacity exceeding 1,199cc 65.0p *16.4p An electric car 45.0p.0 **25.0p Passenger rate 5.0p

*For mileage above 8,500 miles ** For mileage above 10,000 miles

7.3 The rates of subsistence shall be as shown in the table below.

Period/Meal Rates British Isles London £ £ Accommodation allowance - An absence involving an 100.70 122.45 overnight stay, away from the normal place of residence. This rate does not include any meal allowance. Breakfast allowance - (more than 4 hours away from the 11.50 normal place of residence or, where approved by the council, a lesser period before 11 am) Lunch allowance - (more than 4 hours away from the 13.50 normal place of residence or, where approved by the council, a lesser period including the period between 12 noon and 2pm)

4 Page 76 Tea allowance - (more than 4 hours away from the 4.70 normal place of residence or, where approved by the council, a lesser period including the period between 3pm and 6pm) Evening meal allowance - (more than 4 hours away from 20.95 the normal place of residence or, where approved by the council, a lesser period ending after 7pm)

8 General

8.1 This scheme may be revoked or amended at any time.

8.2 The amounts stated in paragraphs 3-5 will be subject to any indexing increase during the year.

8.3 The amounts stated in paragraph 6 will be subject to any increase to the national living wage for age 25+.

9 Claims and Payment

9.1 Payments regarding basic allowance and special responsibility allowance shall be made in instalments of one-twelfth of the amount specified in this scheme on the third last working day of each month.

9.2 Claims for dependants’ carers’ allowance, travelling allowance or subsistence allowance should be made in writing within three months, and should be accompanied by receipts, where appropriate.

5 Page 77 Schedule 1 to the Scheme of Allowances

The following table provides details of the Council’s duties which attract a Special Responsibility Allowance and the associated allowance amount.

Special Responsibility Special Special Responsibility Responsibility Allowance Allowance Rate (£) Rate (£) From 1 April From 1 July 2019 2019 Chair of Governance and Strategic 8,543.58 8,543.58 Planning Committee Vice Chair of Governance and Strategic 3,290.07 3,290.07 Planning Committee Chair of Planning Committee 8,543.58 8,543.58

Vice Chair Planning Committee 3,290.07 3,290.07

Chair of Assurance, Audit & Risk 8,543.58 4,271.79 Committee Vice Chair of Assurance, Audit & Risk 3,290.07 1,645.03 Committee Chair of Business & Culture Committee 8,543.58 8,543.58

Vice Chair Business & Culture Committee 3,290.07 3,290.07

Chair of Environment & Regeneration 8,543.58 8,543.58 Committee Vice Chair Environment & Regeneration 3,290.07 3,290.07 Committee Chair of Health & Community Committee 8,543.58 8,543.58

Vice Chair Health & Community 3,290.07 3,290.07 Committee Partnership Panel Representative 3,290.07 3,290.07

6 Page 78 NI Housing Council Representative - -

Reserve Forces & Cadets Association - - Representative PCSP members - -

Other

Members of Planning Committee - - 493.07 (excluding the Chair and Vice Chair)

7 Page 79 This page is intentionally left blank

Local Government and Housing Regulation Division Finance Branch Level 4 Chief Executive of each District Council Causeway Exchange Finance Officer of each District Council 1-7 Bedford Street BELFAST Other Interested Parties BT2 7EG Phone: 028 9082 3346 email: Anthony.carleton@communities- ni.gov.uk

Our ref: CO1-19-1925

Circular LG 07/2019 6 March 2019

Dear Sir/Madam

CONSOLIDATED COUNCILLOR ALLOWANCES CIRCULAR – UPDATED FEBRUARY 2019

This Local Government Circular provides a consolidated record of all councillor allowances and from 1 April 2019 supersedes Local Government Circular 12/2018.

This consolidated circular is required to determine and reflect an increase in maximum rates for Dependants’ Carers’ Allowance from 1 April 2019.

All determinations are made by the Department under section 31 of the Local Government Finance Act (Northern Ireland) 2011 and the Local Government (Payments to Councillors) Regulations (Northern Ireland) 2012.

If you have any queries on the content of this circular please contact Jeff Glass on 028 9082 3375 or Ian Lewis on 028 9082 3506 or by email jeff.glass@communities- ni.gov.uk or [email protected] .

Yours faithfully

ANTHONY CARLETON Director Local Government and Housing Regulation

Page 181

1. Basic Allowance - valid from 1 April 2019

Basic Allowance Maximum £15,071 per annum ≠

≠ (The basic allowance includes an element for incidental and consumable costs incurred by councillors in their official capacity. In 2015/16 this element was £1,000 and each year this amount is uplifted in line with the increase applied to the basic allowance, therefore this element within the basic allowance is £1,061 from 1 April 2019.)

2. Dependants’ Carers’ Allowance – valid from 1 April 2019

The following table states the maximum rates for dependants’ carers’ allowance.

Dependants’ Carers’ Allowance Hourly Rate Maximum monthly amount

Standard £8.21^ £427

Specialist £16.42 £854

^(Based on national living wage for age 25+)

3. Travel Allowances – valid from 1 April 2017

The following table states the maximum rates for travel allowances.

Type of Vehicle Rate per Mile

A pedal cycle 20.0p

A motor cycle (all engine capacities) 24.0p

A motor car of cylinder capacity exceeding 450cc but not exceeding 46.9p 999cc *13.7p

Page 82 2

A motor car of cylinder capacity exceeding 999cc but not exceeding 52.2p 1,199cc *14.4p

A motor car of cylinder capacity exceeding 1,199cc 65.0p

*16.4p

An electric car 45.0p

**25.0p

Passenger rate (per passenger) 5.0p

* For mileage above 8,500 miles **For mileage above 10,000 miles

4. Special Responsibility Allowance – valid from 1 April 2019

The following table states the maximum rate of Special Responsibility Allowance that a council may pay. The maximum rate is based on the size of the council population. Each council’s population figures are updated each year by the Northern Ireland Statistics and Research Agency and it is the duty of each council to operate within the total maximum rate appropriate to its population band. For ease the maximum any councillor can receive, within each band, is also provided.

Population of council Maximum Special Maximum (1/5th) for Responsibility Allowance individual councillor

£ £

Less than 120,000 53,066 10,613

120,000 to 199,000 74,292 14,858

200,000 + 114,622 22,924

Page 383

5. Subsistence Allowances – valid from 1 April 2015

The following table states the maximum rates for subsistence; however, where councils believe it is necessary there is flexibility for councils to increase these rates by applying a suitable measure of price inflation.

RATES PERIOD/MEAL £

British Isles London

Accommodation allowance - An absence involving an overnight stay, away from the normal place of residence. This rate does not include any meal allowance. 100.70 122.45

Breakfast allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period before 11 am) 11.50

Lunch allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period including the period between 12 13.50 noon and 2pm)

Tea allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period including the period between 4.70 3pm and 6pm)

Evening meal allowance - (more than 4 hours away from the normal place of residence or, where approved by the council, a lesser period ending after 7pm) 20.95

Page 84 4

Local Government and Housing Chief Executive of each District Council Regulation Division Finance Officer of each District Council Finance Branch Level 4 Other Interested Parties Causeway Exchange 1-7 Bedford Street BELFAST BT2 7EG Phone: 028 9082 3375 email: [email protected]

Addendum No. 2 to Circular LG 23/2016 Our ref: CO1-19-1925

13 May 2019

Dear Sir/Madam

AMENDMENTS TO GUIDANCE ON COUNCILLOR ALLOWANCES

1. Please find attached amendments to:-  Paragraph 3: Scheme of Allowances – Revised At A Glance Key Information Box and new sub-paragraph (v);  Paragraph 4: Basic Allowance – Revised At A Glance Key Information Box and new sub-paragraph (x);  Paragraph 5: Special Responsibility Allowance - Revised At A Glance Key Information Box and new sub-paragraph (xv); and  Paragraph 6: Chairperson/Vice Chairperson Allowances – Revised At A Glance Key Information Box and new sub-paragraph (ix) of the Guidance on Councillor Allowances as issued on 14 December 2016.

2. The purpose of the amendments is to incorporate guidance on the withholding of councillors allowances. Each council’s scheme of allowances must state that where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of basic allowance, special responsibility allowance, or Chairperson / Vice Chairperson allowance payable to the councillor in respect of the period for which the councillor is suspended, must be withheld.

Page 85 3. If you have any queries on the content of this letter please contact me on the above number or email address or Ian Lewis on 02890 823506 or by email [email protected].

Yours faithfully

JEFF GLASS Local Government and Housing Regulation

Page 86 ADDENDA

Addendum to Paragraph 3 of Councillors’ Allowances Guidance for District Councils in Northern Ireland (Local Government Circular 23/2016)

3. Scheme of Allowances At a glance - Key information

• Legislation – Regulations 3 & 11 of the 2017 Regulations • Each council must have a scheme for the payment of all allowances it makes to councillors each year; travel & subsistence rates also apply to committee members • The scheme should advise that a councillor’s allowances will be withheld during periods of suspension • Scheme must be agreed and commenced prior to payment of any allowances • The Scheme must be published as soon as practicable on the council’s website

v. A scheme should state that where a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (Northern Ireland) 2014, is suspended from carrying out the duties of a councillor, the part of basic allowance, special responsibility allowance and/or chairperson/ vice chairperson allowance payable for the period of suspension to the councillor will be withheld.

Page 87 Addendum to Paragraph 4 of Councillors’ Allowances Guidance for District Councils in Northern Ireland (Local Government Circular 23/2016)

4. Basic Allowance At a glance – Key information

• Legislation – Regulation 4 of the 2017 Regulations • Basic allowance should be the same for each councillor and is intended to cover incidental and consumable costs incurred by councillors • A councillor’s basic allowance will be withheld during periods of suspension

x. In circumstances where a councillor is suspended from carrying out the duties of a councillor in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, the part of basic allowance payable to the councillor in respect of the period for which the councillor is suspended should be withheld.

Page 88 Addendum to Paragraph 5 of Councillors’ Allowances Guidance for District Councils in Northern Ireland (Local Government Circular 23/2016)

5. Special Responsibility Allowance (SRA) At a glance - Key information • Legislation – Regulation 5 of the 2012 Regulations • Subject to a total maximum rate determined by size of council population 1 th • Subject to maximum individual SRA councillor payment of /5 of council maximum SRA amount • Restricted to 50% of councillors in council • Restricted to one SRA per councillor • A councillor’s SRA will be withheld during periods of suspension

xv. In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, any SRA payable to the councillor in respect of the period for which the councillor is suspended should be withheld.

Page 89 Addendum to Paragraph 6 of Councillors’ Allowances Guidance for District Councils in Northern Ireland (Local Government Circular 23/2016)

6. Chairperson/Vice Chairperson Allowances (CVA) At a glance - Key information

• Legislation – Section 32 of the 2011 Act • Chairperson/Vice Chairperson Allowances (CVA) are completely separate from Special Responsibility Allowance (SRA) arrangements • A councillor’s Chairperson/Vice Chairperson Allowance (CVA) will be withheld during periods of suspension

xi. In circumstances where a councillor is suspended from carrying out the duties of a councillor, in accordance with section 59(5) or section 60(1) of the Local Government Act (NI) 2014, any CVA payable to the councillor in respect of the period for which the councillor is suspended should be withheld.

Page 90 Agenda Item 11 Title of Report: Officer Presenting: Lead Democratic Services & Improvement Officer Elected Member Support Services: Meeting / Workstation Facilities Author: As above

1 Purpose of Report/Recommendations

1.1 To seek Members’ views on options for meeting/workstation facilities.

2 Background

2.1 In the previous Council term, rooms were allocated in Harbour House on a party basis to facilitate meetings and other council business. Another room was also provided, on a shared basis, for Independent Members of the Council. In total five rooms were designated for Elected Member use.

2.2 Each of these rooms incorporated a meeting table/chairs, one workstation with a PC and printer, telephone, and tea/coffee making facilities.

2.3 In the Strabane offices there is also a dedicated Members Room which is used on a shared basis. The following four rooms are also booked in the Strabane Office for use by Parties i.e. The Mourne, Glennelly, Members and Function room prior to every Committee meeting held in the Strabane Chamber. No particular party is specifically assigned any room; however there is some custom and practice usage.

2.4 Research has been carried out in terms of the facilities provided in other councils. Information from nine councils is set out in Appendix 1.

2.5 Prior to the Annual Meeting in May, the following rooms were booked / made available for a two hour timeslot to facilitate discussions/ preparations for the meeting:

 Harbour House : Ground Floor (rooms 1,2,3): DUP , UUP, Independents Level 2 (rooms 1, 2): SF, SDLP  Guildhall: Green Room : PBP Meeting Room: Alliance Whittaker Suite: Aontú

Page 91 3 Key Issues

3.1 Given the change in the composition of the new Council, it is now necessary to review Elected Member office space as the existing provision may/will not meet requirements.

3.2 From the information sourced from other Councils, it would appear that the majority of councils operate on the basis of providing shared meeting facilities, on request.

3.3 Three potential Member office space options have been identified, at this stage:

 Maintain the existing arrangements with 5 rooms allocated in Harbour House and additional individual space secured in the Guildhall/other building for Alliance, Aontú and People before Profit;

 Allocate the three large meeting rooms to the three largest Parties (thus accommodating 29 Members) and converting the other two rooms in Harbour House into shared, bookable workstation and meeting space. It is noted that this may require some configuration of existing layouts. Subject to demand, further rooms may be made available in Harbour House / Guildhall /other location to accommodate Member’s needs.

 All five rooms in Harbour House are made available to Parties / Individual Members on an advance booking basis.

3.4 The advantages and disadvantages of each of these approaches is set out in Appendix 2. If appropriate and subject to demand, rooms may be bookable at short notice.

3.5 In all scenarios, it is envisaged that, a dedicated meeting space would be made available for individual Parties and for Independent Members for the two hour period before a council meeting.

3.6 It is noted that there are no proposals to change the available facilities at the Strabane Office other than the introduction of a booking system to facilitate operational arrangements.

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

4.1 Member facilities are to be provided at two key locations in order to facilitate accessibility.

Page 92 4.2 It is envisaged that the introduction of a booking system would facilitate the effective utilisation of office accommodation.

5 Recommendations

5.1 That Members consider the above options and make a recommendation in respect of future arrangements for Elected Members accommodation.

Background Papers

Page 93 This page is intentionally left blank Member Meeting Room Arrangements by Councils:

Council Name Description

Antrim & Newtownabbey Parties have their own room and Independent Members use the Members room Ards & North Down Parties just use whatever rooms are available and whatever party the Mayor is a member of, that party use the Mayor’s Parlour for that year Armagh, Banbridge & Craigavon Parties and Independent Members all have their own rooms. Belfast City To get back with information

Causeway Coast & Glens No designated Party/Independent Member room. Rooms can be made available to Party or Members in Coleraine building upon request. Fermanagh & Omagh No designated Party/Independent Members room. 4 rooms available in Omagh which can be used by Political Parties or independent Members upon request. Lisburn & Castlereagh No designated Party/Independent Members room. Have 1 Members Services room which can be used by any Party or Member. Rooms can be made available free of charge for individual Parties/members upon request. Mid & East Antrim No designated Party/Independent Members room. One Members room and rooms can be made available upon request. Mid Ulster No designated meeting room. Committee Room can be used by any Party on request. Newry, Mourne & Down Have 4 designated rooms for the main political parties – SF, SDLP, DUP, OUP and one designated room which is shared by Alliance and Independent Members.

Page 95 This page is intentionally left blank Appendix 2 – Overview of Advantages and Disadvantages

Option description Advantages Disadvantages Maintain the existing arrangements with 5 rooms allocated in Harbour Minimal disruption in terms of Loss of income to Guildhall in House and additional individual space secured in the Guildhall/other existing arrangements respect of the potential hire of rooms. building for Alliance, Aontú and People Before Profit; Not the most effective use of resources Allocate the three large meeting rooms to the three largest Parties Provides dedicated space for May be ‘peaks’ in demand but it (thus accommodating 29 Members) and converting the other two Party meetings is anticipated that these can be addressed through the use of rooms in Harbour House into shared, bookable workstation and More effective approach to use other rooms in the Guildhall/

Page 97 Page meeting space. It is noted that this may require some configuration of of resources other location or potential existing layouts. Subject to demand, further rooms may be made rescheduling available in Harbour House / Guildhall /other location to accommodate Member’s needs.

All five rooms in Harbour House are made available to Parties / Larger pool of shared No dedicated space for Party Individual Members on an advance booking basis. accommodation for booking meetings purposes

This page is intentionally left blank Agenda Item 12

Title of Report: Officer Presenting:

Appointments to Internal Bodies/Working Author: Lead Democratic Services and Groups Improvement Officer

1 Purpose of Report/Recommendations

1.1 To seek Elected Members recommendations on the composition and method of appointment of Elected Members to individual internal bodies / working groups associated with this Committee.

2 Background

2.1 Further to a Motion at the Annual Meeting of Council held on 20th May 2019 (Minute Ref.:AM12/19), it was agreed that when seeking nominations to external bodies the D’Hondt system would be applied, i.e. all positions across all external bodies are collectively identified and filled using the formula set in Schedule 1 of the Local Government Act (Northern Ireland) 2014.

2.2 It was noted that the process for making nominations to internal bodies/ working groups, was unchanged i.e. either by D’Hondt or by the agreement of the Members of the Committee (Min Ref AM13/19).

3 Key Issues

3.1 As indicated at the Annual Meeting, it is an appropriate time to review internal bodies / working groups. Details of the internal bodies /working groups associated with this Committee are set out in Appendix 1.

3.2 Members are therefore requested to consider and make recommendations as to:

 The number of Elected Members who will participate in each internal body / working group, and

 The method of appointment for each internal body /working group i.e. either by D’Hondt or by the agreement of the Members of the Committee.

V1.3 Effective 21 May 2019 Page 99 3.3 This process is being replicated in all relevant Committees and recommendations will be subject to ratification at the June Council meeting. Nominations to the relevant internal bodies / working group(s) will subsequently be made at the July meeting of this Committee.

3.4 Elected Members who were previously representatives on bodies / working groups in the last term and who have been re-elected, should continue to sit on those bodies until the new representation has been confirmed.

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

4.1 There are no specific implications associated with this report although Members may wish to give consideration to knowledge, experience, etc. (for example in relation to rural issues) when considering participation in relevant bodies/working groups.

5 Recommendations

5.1 That Members consider and make recommendations in terms of the number of Elected Members and method of appointment to the internal bodies/working groups, identified in Appendix 1.

Background Papers

AM12/19

AM13/19

V1.3 Effective 21 May 2019 Page 100 Appendix 1

Internal Bodies / Working Groups

Governance and Strategic Planning Name of Group No. of Representatives Adverse Weather Working Group 6 Appeals Panel for Dismissals (Cross Community 4 Representation) Council Asset Naming Group 5 Member Development Working Group 5 Capital and Corporate Projects Planning Group 5 Language Working Group 5 Strategic Growth/Community Planning Partnership 5

Page 101 This page is intentionally left blank Agenda Item 13

Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Corporate Plan and Improvement Plan 2019/20 Author: as above

1 Purpose of Report/Recommendations

1.1 To provide details of the feedback received as a result of the consultation process.

1.2 To seek Members comments and approval for the Corporate Plan and the Improvement Plan 2019/20 (Appendix 1).

2 Background

2.1 The Corporate and Improvement Plan 2019/20 (Appendix 1) represents our priority outcomes as a Council for the next year. It reflects the corporate mission, objectives and values identified as part of the co-design process for the corporate plan at the outset of the Council term.

2.2 This year's plan represents our priorities as a Council for the forthcoming year. The plan takes into account the Inclusive Strategic Growth Plan to ensure that we deliver our commitments and to highlight those priorities that the Council is taking forward.

2.3 Part 12 of the Local Government Act (NI) 2014 puts in place a framework to support continuous improvement in the delivery of council services, in the context of strategic objectives and issues that are important to those who receive those services. Consequently, the Council has an obligation under the Local Government Act (NI) 2014 to publish a Performance Improvement Plan (no later than the end of June each year).

3 Key Issues

3.1 The document at Appendix 1 is set out in four key sections:

 Section 1 sets out the context for our plans for 2019/20 and provides details of how we have engaged citizens and stakeholders in our planning processes, how our plans fit together and what we have achieved in 2018/19.

 Section 2 relates to the Corporate Plan for Derry City and Strabane District Council for the year 2019/20. The Corporate Plan explains our priorities for the

V1.3 Effective 21 May 2019 Page 103 forthcoming year, what the Council will do to help achieve these and how the Council will spend its budget in support of these priorities.

 Section 3 relates specifically to our Performance Improvement Plan 2019/20 and includes information on identifying our Improvement Objectives, the Improvement Objectives for 2019/20, Statutory Indicators, publishing our Improvement Objectives, reviewing and reporting on progress, and how citizens can get involved.

 Section 4 provides details of Councillors and contact their information.

3.2 In devising the 2019/20 improvement objectives, the previous year’s objectives were reviewed in the context of the Inclusive Strategic Growth Plan 2017-2032 (Our Community Plan), as well as in respect of progress made / learning from 2018/19 and feedback from the Northern Ireland Audit Office. One of the objectives remains unchanged, and the other three have been refined in order to help clarify the improvements / outcomes that the Council strives to deliver.

3.3 The draft Improvement Objectives which were subject to public consultation were:

 To increase employment opportunities and economic growth through a range of measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice.

Sub Objectives o To promote jobs through the NIBSUP and the Business Boost Programme o Create jobs through the Rural Business Investment Scheme o To deliver high quality festival and events growing our visitor numbers o Actively engage in the promotion and delivery of skills academies

 To assist develop healthy lifestyles through increased participation in high quality leisure and sports activities

Sub Objectives o To increase users in the Council’s leisure facilities o To improve health and wellbeing in targeted and underrepresented groups through leisure and sport opportunities that enables everyone in DCSDC to lead full and active lives o Maintain current high levels of customer satisfaction/net promoter score o To improve participation rates for those living in deprived areas.

V1.3 Effective 21 May 2019 Page 104  To protect and enhance the environment through creating and supporting a culture of environmental stewardship.

Sub-Objectives o To protect and promote our natural and built assets o To protect and enhance our environment

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

3.4 The consultation approach included the use of the following channels: website, social media, online survey, targeted emails and via meetings. Press coverage was also used to promote awareness of the consultation.

3.5 A number of responses were received and details are provided at Appendix 2. This feedback indicated general support for the Improvement Objectives and as a result no specific changes are proposed. Feedback on the objectives and other matters has have been forwarded to the relevant Director / Head of Service for consideration/action, as appropriate.

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

4.1 The Corporate and Improvement Plan 2019/20, at Appendix 1, reflects at its core the mission and objectives identified in the year one Corporate Plan which was equality screened out for impact assessment and also the priorities set out within the Inclusive Strategic Growth Plan.

4.2 It is noted that the Council has an obligation under the Local Government Act (NI) 2014 to publish a Performance Improvement Plan (no later than the end of June each year).

5 Recommendations

5.1 That, subject to Elected Members' comments, the document entitled “Corporate Plan 2019/20 and Improvement Plan 2019/20” (Appendix 1) is approved.

Background Papers

GSP34/15 GSP148/16 C200/17 C216/18

V1.3 Effective 21 May 2019 Page 105 This page is intentionally left blank Consultation Report – Responses to Consultation on the Council’s Draft Performance Objectives for 2019/20

Improvement Objective 1 – To increase employment opportunities and economic growth through a range of measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice

Respondent Agree/Disagree Comments Council Response with Objective 1 Individual Agree All commendable objectives but the goal to increase Forwarded to Director

Page 107 Page employment requires inward investment. This is what only of Business & Culture achievable In investment in decent road and rail infrastructure and Head of Business and in particular addressing the chronic lack of investment in for consideration / 3rd level education at Magee have to be addressed. The mass action exodus of our young people for 3rd level education who never return is killing our city’s development. Individual Agree I’m not about to read the whole 2019/2020 plan, I just want to Forwarded to Director point out that infrastructure needs to be in place to support of Business & Culture sustainable jobs. And if we are to fully appreciate our unique and Head of Business natural environment then we ought NOT to be promoting road for consideration / usage (and that includes expansion of the road network.) The action trains and buses HAVE to be upgraded and the train network has to be modernised. Plus, how about a few organisations relocating from Belfast to Derry: FAR too many people commuting daily to Belfast for work.

1 Respondent Agree/Disagree Comments Council Response with Objective 1 Individual Agree More effort should be made to engage with pages like Your Forwarded to Director Derry to gain ideas and understanding of what people want, at of Business & Culture times it feels like areas be missed and to grow an economic and Head of Business area we must have better education. Areas like computer for consideration / programming are lacking action Individual Agree Alternatives to supporting the ever-failing CoD airport need to Forwarded to Director be taken seriously. The airport is a vanity project. Nowhere else of Business & Culture do 3 airports exist in such a small geographical area. The and Head of Business council need to lobby the government and if necessary for consideration / Page 108 Page earmark capital funds to install a decent upscale rail link from action Derry to Belfast, straight through the international airport. Make Derry a commuter town; reaching the airport in 40 minutes and Belfast in an hr. People will choose to live here if they can continue to work in Belfast with a reasonable commute. Run the line alongside the new dual carriageway. People who leave the city in their late teens and early 20s will come home with their families and disposable income. The economic benefit of this will be reflected in the town and will in itself create jobs. Companies will look outside Belfast for set up if they can fly people in and out to an airport with regular daily flights and step straight on to a train to be in town. Having one or two flights a week to a couple of UK destinations does not meet the goals of the many. Individual Agree All job creation, festivals and events must have sustainability Forwarded to Director and the environment at their heart - less fireworks, more of Business & Culture imagination? 'Green' issues must be seriously considered a and Head of Business

2 Respondent Agree/Disagree Comments Council Response with Objective 1 crucial part of every Council objective and strategy. and Head of Culture for Need to check that our local education providers are offering consideration / action the courses that will enable adults/returners, not just school leavers, to be prepared for jobs and skills academies. We need full time, part time and evening STEM and conversion courses. Individual Agree Noted Strathfoyle Agree Noted Women's Activity Group Little Acorns Agree Noted Page 109 Page Bookstore Age Friendly Agree Older people need to be getting involved in Skills Academies, Forwarded to Director as this would link in very well with Council’s lifelong learning of Business & Culture commitment. and Head of Business for consideration / action Individual Agree Noted Individual Agree Noted Individual Agree Noted

Improvement Objective 2 – To assist develop healthy lifestyles through increased participation in high quality leisure and sports activities

3 Respondent Agree/Disagree Comments Council Response with Objective 2 Individual Agree Lack of facilities and poor facilities such as those at Forwarded to Director Templemore. Lack of flood lit 4G facilities and in particular GAA of Health & Community facilities is something that should be addressed. and Head of Community Development and Leisure for consideration / action Individual Agree I am interested to see how this is delivered in rural areas where Forwarded to Director Page 110 Page transport is a barrier and also where there are very limited local of Health & Community facilities. As a yoga teacher, my own classes are compromised and Head of because of the lack of suitability of a room where I can teach. Community And locally, the variety and marketing of local events (I think) Development and limits the take-up of them. Someone with passion needs to Leisure for lead a passionate team to encourage healthy lifestyles. consideration / action Individual Disagree Healthy living means food as well as sports/leisure surely. No Forwarded to Director mention of cycling or any specific sports. Too general. of Health & Community and Head of Community Development and Leisure for consideration / action Individual Agree More effort need to be made within communities, there are Forwarded to Director areas that need investment in free activities as we have some of of Health & Community the highest poverty rates. Council facilities cost money that a and Head of Community

4 Respondent Agree/Disagree Comments Council Response with Objective 2 lot of people do not have and in 2020, things will only get Development and worse with the bedroom tax and full roll out of universal. Leisure for consideration / action Individual Agree Discounted swimming in summer school holidays was an Forwarded to Director excellent idea last summer and should be continued this year. of Health & Community and Head of Community Development and Leisure for

Page 111 Page consideration / action Individual Agree Make it easier and cheaper to attend the leisure centres - free Forwarded to Director bus? Make more use of smaller local facilities to get people of Health & Community started? and Head of Improving fitness needs to be more fun and less intimidating - Community needs lots of introductory and beginners classes for the gyms Development and as well as fitness classes. Leisure for Cannot have all the emphasis on leisure centres -full and active consideration / action lives means making it easy and pleasant for people to walk/cycle in their local area, to visit shops, friends, work, schools etc. Strathfoyle Agree Noted Women's Activity Group Little Acorns Agree Noted Bookstore

5 Respondent Agree/Disagree Comments Council Response with Objective 2 Age Friendly Development of Daisyfield – Council missed an opportunity to Forwarded to Director get full inclusion of all groups. They could have been more of Health & Community creative with provision of services such as outdoor gyms and and Head of walking trails – this kind of development in the Daisyfield would Community be cost neutral. The representative felt that no consideration Development and has been given to her needs as an older woman. Creative Leisure, Head of Capital initiatives need to be developed to get the hard-to-reach Development and groups involved – initiatives such as ‘Good Gym’, which is being Building Control, and Page 112 Page rolled out in England. Head of Environment for consideration / action Women’s Centre Did this objective look at the needs of all Section 75 groupings? Forwarded to Director Is there any monitoring processes in place to analyse usage? of Health & Community These targets need to drilled down to ensure impact on under- and Head of represented is identified – for example when looking at the Community target to get 1,000,000 leisure centre users – this is likely to be Development and the more abled of our society. Leisure for Setting numerical targets is the easy part of the process, but consideration / action how can we assess impact? Women’s Regional Services need to be accessible by all, for example the needs of Forwarded to Director Consortium Muslim women using leisure facilities. They require only female of Health & Community staff present when using the services. and Head of Community Development and

6 Respondent Agree/Disagree Comments Council Response with Objective 2 Leisure for consideration / action Healthy Cities Opportunities to participate in sports and leisure are proven to Forwarded to Director have many health benefits for people with disabilities, including of Health & Community hidden disabilities. and Head of How does Council plan to target people in more deprived areas Community to ensure participation? Development and Isolation is a problem for more than rural dwellers as people Leisure for could be living in a built up area and still feeling isolated – consideration / action

Page 113 Page interested to see what Council is going to do differently to reach and monitor participation and impact as others have tried and failed to do this in the past. Developing How have the objectives been prioritised – access to services in Forwarded to Director Healthy rural areas is a key issue. There needs to be something of Health & Community Communities/Clear included within the lifestyle initiatives to ensure that the and Head of Project geographical spread includes the rural areas. An example for a Community suggested objective could be “Improve access to broadband in Development and rural areas”. Leisure for It would be interesting to see how objectives could be consideration / action monitored to see how they affect particular groups, e.g. women, people with a disability, older people etc. The monitoring needs to be extended beyond Section 75 groups to include deprivation and rural needs. Individual Agree Noted Individual Agree Noted

7 Respondent Agree/Disagree Comments Council Response with Objective 2 Individual Agree Noted Individual Agree Noted Individual Agree Noted

Improvement Objective 3 – To protect and enhance the environment through creating and supporting a culture of environmental stewardship Page 114 Page

Respondent Agree/Disagree Comments Council Response with Objective 3 Individual Agree Council look at planting oak groves and some small woodland Forwarded to Director areas in some areas in the city of the oak grove? Even in some of Environment & built up areas. Regeneration and Head of Environment for consideration / action Individual Agree BUT the expansion of the A6, in my mind, contradicts this. The Forwarded to Director lack of train usage contradicts this. of Environment & Yes, it would be more expensive in financial terms, but we would Regeneration and for be much better off tunnelling a train line to Belfast, thereby consideration / action limiting the damage to the natural environment, ensuring excellent transport links, reducing cars on the road and road accidents.

8 Individual Disagree Fully appreciate these are objectives made to work towards but Forwarded to Director this one is so generic. I'd struggle to say how it could fail/ be of Environment & successful. Where are the actual aims? What does a culture of Regeneration t for environmental stewardship mean to the council? consideration / action Individual Agree There need to be more done in this area I tried on 6 different Forwarded to Director occasions to get a compost bin but with no success, navigating of Environment & the council website is a nightmare and needs much Regeneration and Head improvement. of Environment and Head of Business for consideration / action Individual Agree However, your plans are not ambitious enough and should be Forwarded to Director revisited. of Environment &

Page 115 Page Regeneration for consideration / action Individual Agree If you are serious, this has to be addressed for EVERY Council Forwarded to Director decision. It is no longer acceptable to tinker about with the easy of Environment & wins on the environment. Regeneration and Head Genuine efforts must be made to make it easier and more of Environment for pleasant to walk/bike/bus than to drive; even if this means traffic consideration / action curbing measures which are initially unpopular with some drivers. Walking along or cycling on busy polluted roads is noisy, unhealthy and off-putting. Car share scheme? Stop using or selling single use plastics in council run facilities? Park and ride at city outskirts combined with ban/restrictions on polluting vehicles in central areas to improve air quality? Provide more water fountains (like the new ones in London railway stations).

9 Women’s Centre This is an area where it is easier to set good targets and measure Forwarded to Director progress than in equality. of Environment & Regeneration for consideration / action Equality, Whilst the city centre looks well, there is a massive problem in Forwarded to Director Assurance and parks and even along main arterial routes into the city due to of Environment & oversight Group the long uncut grass verges – there is a lack of litter bins outside Regeneration and Head the main city centre area, which again promotes litter. of Environment for consideration / action Individual Agree The council have done quite a few lovely improvements in the Forwarded to Director last 4 years or more very impressed and the Derry in Bloom of Environment & Page 116 Page brings the Regeneration and Head city alive and cheerful. Many of the council workers work very of Environment for hard keep the city looking nice and looking lovely with all the consideration / action plants. It’s a great lift to see, and as for Culmore, Boom Hall estate, that news is fantastic, omg that's an eye catcher. It’s so lovely see work on the new train station already started - that's super. The lovely parks and they are kept lovely – I’ve been to many of them. I don't know all projects that council have set out for 2019/2020 to bring the streets alive Derry in Bloom 2018/2019. I have put plants and hanging baskets on my home to encourage others to follow to bring the streets bright and cheerful. I notice since I started many have followed same. A neighbour said to me a few days ago there was funding available to get baskets and window boxes for homes, but she did not say where funding was from or who was helping. I buy my own stuff and want to have it even better for 2019. I was

10 very impressed with the way council had all flowerbeds pots and hanging baskets through the city - it was so lovely. Strathfoyle Agree Noted Women's Activity Group Little Acorns Agree Noted Bookstore Individual Agree Noted Individual Agree Noted Individual Agree Noted Page 117 Page

Improvement Objective 4 – To deliver improved customer satisfaction by improving customer support services and processes

Respondent Agree/Disagree Comments Council Response with Objective 4 Individual Agree Define customer: a DCSDC citizen or a visitor? e.g. I submitted a Forwarded to Director ‘Reserved Matters’ planning application. I know the timeline is 3 of Environment & months. At the end of that time (last month), I received a Regeneration and response telling me that my application was invalid. (I had used Head of Planning an agent: when I looked into the matter personally, I could see consideration / action that my application was clearly invalid so the outcome was a no- brainer. I am no longer working with that agent!) But my question to DCSDC is: surely the Planning Dept screen all

11 Respondent Agree/Disagree Comments Council Response with Objective 4 applications as soon as they are submitted? And surely they could have given me my response as soon as I submitted my application? I speak as a committed Public Sector worker for over 30 years, and as a Senior Project Manager. We might not be making profits in our work, but we need to maximise efficiency to deliver best value from the public purse. Incidents like this do not promote buy-in to council services. Page 118 Page Individual Disagree How will this be measured? Which customers? Improved by how Forwarded to Lead much and by when? Democratic Services and Improvement Officer for consideration /action Individual Agree The council website is a disaster and needs to be made much Forwarded to Lead more user friendly trying to locate certain thing like live web Democratic Services casts or even older ones is shocking and puts most people off. and Improvement Officer and Head of Business for consideration /action Equality, Agree The group recognises the importance of recording this data as Noted Assurance and an indicator of good customer service. Oversight Group Strathfoyle Agree Noted Women's Activity Group

12 Respondent Agree/Disagree Comments Council Response with Objective 4 Little Acorns Agree Noted Bookstore Individual Agree Noted Individual Agree Noted Individual Agree Noted Individual Agree Noted Individual Agree Noted Individual Agree Noted Page 119 Page

Comment covering the objectives overall Individual Agree I will certainly give you a considered response to your request in Noted the coming weeks. The people of the Council area have so much to offer and deserve so much than their “political” masters currently offer. Therein lies the dichotomy! More importantly the area needs someone/group (City Fathers/Mothers!) who really care for the area. The area has lost more of what made it unique, than it would ever hope to regain and is still losing, through sleight of hand of unsympathetic outsiders! Opportunities abound to address these issues and take the area forward into the next chapter of its history.

13 The A5 and the A6 are critical! The railway connection is what it is - a nice day out to Castlerock, and please look after the appearance of the approach road in from the airport! Will be in touch soon. Page 120 Page

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Page 121 Page

Corporate Plan 2019/20 & Performance Improvement Plan 2019/20 Contents

Section 1 : Background About this document Engaging with our Citizens How our plans fit together How we have Performed – Key Achievements 2018/19 Derry City & Strabane District Council Community Plan

Section 2 : The Corporate Plan 2019/20

Page 122 Page Introduction Our Mission Corporate Objectives Corporate Values Cross Cutting Themes Our Resources for 2019/20 Our Plans for Growth and Investment 2019/20 Aligning the Emerging Strategic Community Plan, Corporate Plan and Directorate Delivery Plans Monitoring and Reporting Progress

Section 3: Performance Improvement Plan 2019/20 Introduction Identifying our Improvement Objectives Improvement Objectives 2019/20

 To increase employment opportunities and economic growth through a range of measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice. Sub Objectives: o To promote jobs through the NIBSUP and the Business Boost Programme o Create jobs through the Rural Business Investment Scheme o To deliver high quality festival and events growing our visitor numbers o Actively engage in the promotion and delivery of skills academies

 To assist develop healthy lifestyles through increased participation in high quality leisure and sports activities Sub Objectives: Page 123 Page o To increase users in the Council’s leisure facilities o To improve health and wellbeing in targeted and underrepresented groups through leisure and sport opportunities that enables everyone in DCSDC to lead full and active lives. o Maintain current high levels of customer satisfaction/net promoter score o To improve participation rates for those living in deprived areas

 To protect and enhance the environment through creating and supporting a culture of environmental stewardship. Sub Objectives: o To protect and promote our natural and built assets o To protect and enhance our environment

 To deliver improved customer satisfaction by improving customer support services and processes. Statutory Indicators Publishing our Improvement Objectives Reviewing and reporting on our progress How to get involved

Section 4 : Our Councillors Contact Us Page 124 Page Section 1

About this document This document is set out in four key sections:  Section 1 sets out the context for our plans for 2019/20 and provides details of how we have engaged citizens and stakeholders in our planning processes, how our plans fit together and what we have achieved in 2018/19.  Section 2 relates to the Corporate Plan for Derry City and Strabane District Council for the year 2019/20. The Corporate Plan explains our priorities for the forthcoming year and how the Council will spend its budget in support of these priorities.  Section 3 relates specifically to our improvement objectives for 2019/20.  Section 4 provides details of your local Councillors and contact details. Page 125 Page Engaging with our Citizens

One of the values set out in our first corporate plan in 2015/16 was our commitment to one unified Council with the needs of local communities and businesses at the core of what we do, and we have been working to achieve this since the inception of our new Council. Fundamental to achieving such an approach is proactive and meaningful engagement with our citizens and stakeholders. The Council initiated a co-design process to develop the draft community plan (Strategic Growth Plan) for the Derry City and Strabane District Council area. More than 5,000 citizen engagements were undertaken, including a citizen survey to 1,400 households, Section 75 focus groups, stakeholder plenaries, task and finish working groups and 8 local community planning groups.

Page 126 Page Following on from this co-design process to develop our draft plan a significant and intense period of public consultation commenced over the summer and early autumn of 2017 the aim of which was to engage with key stakeholders and seek their views on the draft plan. 16 public consultation events were held across the council area with other engagements with interested stakeholders provided on request. 16,000 copies of a bespoke children’s version of the Strategic Growth Plan were circulated to all primary school pupils in the City and District also seeking their views.

In total 206 responses were submitted as part of the public consultation on the draft Strategic Growth Plan/Community Plan. This significant feedback demonstrated an overwhelming support for the Growth Plan and the aspirations within it. The consultation evidenced and validated the approach to co-design and co-production as they supported the outcomes, indicators and actions within the plan and reinforced the key need for the transformative projects to deliver social, economic and environmental regeneration. Following amendment to take into consideration consultation feedback the final ‘Strategic Growth Plan 2017- 2032/Our Community Plan’ was published in November 2017.

Since the publication of the Plan the focus has shifted towards implementation and the establishment of 8 Outcome Delivery Partnerships (ODPs) aligned to the 8 outcome areas of the Plan. These Partnerships comprise all the partners responsible for the delivery of actions within a particular outcome and will implement, deliver and report on the actions in the Strategic Growth Plan. Whilst this Community Plan/Strategic Growth Plan takes a strategic view of the whole District, it is also important to connect to the needs and aspirations at a more local level within our neighbourhoods and communities. As part of the co-design process Eight Local Area Based Community Plans are also being developed. Local residents and our community planning partners have given their views on how public services can be better provided within local communities and have identified local actions to address these local needs, reduce inequalities and improve wellbeing. Implementation of the Local Area Plans will be overseen by Eight Area Based Locality Planning Groups.

In addition we regularly seek views in relation to services, strategies, etc. In 2018/19 we carried a range of consultations which have included obtaining stakeholders views on issues such as - Youth 19 ideas, Street Trading Policy, Green Infrastructure Plan 2019 to 2032, Performance Improvement Objectives,Stardust (Smart Cities), Amusement Permit Policy, Brandywell Stadium renaming, Melvin 3G Pitch, Peace IV Big Youth survey, Irish Language services. Over 8000 responses were received in respect of these consultations and these views helped us develop services, facilities and policies that meet the needs / expectations of our Page 127 Page stakeholders.

How our plans fit together

The Council has many plans at strategic and operational levels, some of which are based on local needs and others that are required as a result of legislation. The Strategic Community Plan for the Derry City and Strabane District Council area is the highest level plan. This strategy recognises that community planning is about people and organisations working together to improve services and to bring about sustainable improvements in the quality of life of local citizens, businesses and other stakeholders. As well as the Council, the community plan also involves the commitment and resources of multi-agency partnerships to deliver the community plan objectives.

Page 128 Page Delivery of the vision and objectives set out in the Strategic Community Plan will be supported through the expression of objectives, priorities and actions in the Corporate Plan of Derry City and Strabane District Council (and the corporate plans of other stakeholder organisations). The Council’s Corporate Plan captures our contribution to the Strategic Community Plan and the resources required are reflected in the Annual Rates Estimates.

Arising from the corporate plan, directorate delivery plans have been prepared to help ensure that those priorities set out at a corporate level are cascaded to individual directorates/services and actioned. Individual contributions to the delivery of directorate and team plans and ultimately the corporate plan are set out in personal development plans as part of our employee development and appraisal process.

The Council is also required to prepare an annual Improvement Plan containing improvement objectives, and must monitor its performance and publicise the information.

In addition to these corporate management plans, plans will also continue to be developed in relation to thematic/service specific issues, for example, our sports facility strategy. Furthermore, the local development plan (LDP) will guide the future use of land in the Council area and inform developers, members of the general public, communities, government, public bodies, representative organisations and other interests of the policy framework that is used to determine development proposals. The LDP will take account of the Council’s Community Plan providing a spatial expression to the community plan and thereby linking public and private sector investment through the land use planning system.

The planning and improvement framework set out above comprising the strategic community plan, corporate plan, performance improvement plan and directorate plans is augmented by a performance review framework which includes:

 At a district wide level – a two yearly Area Performance Report which measures the district’s performance against the shared outcomes set out in the Strategic Community Plan  At a Council level, an Annual Performance Report which sets out what we have achieved in the previous year and how we have met our performance improvement duty.  At a directorate level, six monthly progress reports and directorate service delivery plans provide information on how we are performing. Page 129 Page

The diagram below shows the key elements of the planning, improvement and performance review framework. Corporate Planning, Improvement and Performance Review Framework

Derry City and Strabane District Council Area: Plans and Performance Review

“Inclusive Strategic Growth Plan 2017-2032” -Strategic Derry City and Strabane District – 2 yearly Area Performance Community Plan. The district’s integrated plan captures Report. Measures the district’s performance against the the shared outcomes for the area. shared outcomes set out in the Strategic Community Plan

Council: Plans and Performance Review Derry City and Strabane District Council – Corporate Plan 2019/20 Page 130 Page The Corporate Plan captures the council’s contribution to the ‘Inclusive Strategic Growth Plan 2017-2032’ -Strategic Community Plan. The resources required are reflected in the Annual Rates Estimates.

Improvement Plan 2019/20 Annual Performance Report 2018/19 Improvement Objectives 201920 for the forthcoming Sets out what we have achieved in the previous year and year how we have met our performance improvement duty.

Directorate: Plans and Performance Review

Directorate Delivery Plans Directorate delivery plans demonstrate how the Corporate Plan will be delivered and contains details about the work of the Directorate, its resources and how it is performing. Supported by six monthly progress reports.

Individual: Development Plans and Performance Review

Personal Performance and Development Reviews This captures the individual’s contribution to Directorate and team plans. How we have performed

Key achievements 2018– 2019 In line with our mission to deliver improved social, economic and environmental outcomes for everyone, the last 12 months have seen a focus on delivering services and improving the infrastructure in the Council area.

Examples of the key achievements, under the objectives set out in the Corporate Plan include:

Key achievements 2018– 2019 Objective: Protect our Environment and deliver Physical Regeneration Page 131 Page The delivery of services and projects undertaken by the Environment & Regeneration Directorate depend on the input and ollaborativeapproach across all the department within the directorate. The delivery of these achievements reflects the cross-cutting approach taken.

Delivery of Capital Projects Capital Projects Completed on Site  Completion of new £1.5 combined soccer, rugby and gaelic football 3G pitch facility at Melvin Sports Centre.  Completion of new £1.3m regional play park at Drumahoe.  Completion of £1.0m play provision, synthetic pitch and changing pavilion at Kilfennan Country Park.  Completion of £915k play provision, synthetic pitch and changing pavilion at Ballymagroarty.  Completion of £600K play provision at Ballyarnett Country Park  Completion £500K play provision at the Brandywell  Completion of £160k Irish Street Community Centre (Phase 2). Capital Projects Commenced on Site  Commencement on site of new £2.3m community centre, Top of the Hill.  Commencement on site of £2.24m worth of new SIF funded community sports facilities at the Top of the Hill and Leafair.  Commencement on site of new £860k community centre, Lincoln Courts.  Commencement on site of the new £26m North West Multimodal Transport Hub, incorporating new off-road greenway linking the Hub directly to Ebrington and the Peace Bridge (£400k of funding for which secured from DfC.  Commencement on site of £300k of repairs to flood damaged MUGAs at Donemana and Plumbridge, including the replacement of a flood damaged changing pavilion.  Commencement on site of £320k contract to restore entrance gates and avenue from Browning Drive to St Columb’s Park House  Commencement on site of £230k replacement MUGA at Lettershandoney community centre.  Commencement on site of £620k upgrade of greenways within Kilfennan Country Park.  Commencement on site of new £440k off road greenway linking the Clooney estate to the new Foyle College, Ebrington Page 132 Page Primary School and Nelson Drive estate, Waterside.  Commencement on site £300K Walled Garden project at St Columb’s Park

Capital Projects Attaining Design Milestones  Complete design of new £11.35m maritime themed DNA Museum at Ebrington.  Complete RIBA Stage 2 concept designs and business case for new £45m strategic sports and leisure centre at Templemore.  Complete RIBA Stage 2 concept designs and business case for new £17m strategic sports centre at Canal Basin site.  Planning approval secured for £2.5m refurbished and extended Shantallow Community Centre and project taken to tender for construction.  Planning approval secured for new £1.6m Galliagh Community Centre and project taken to tender for construction.  European funding secured to proceed with design of new £6.5m shared space community sports facility at Irish Street/Top of the Hill, to tender and construction on site.  Appointment of consultant team to produce a concept recreation themed masterplan for the former Carricklee landfill site, with RIBA Stage 1 report completed.  Appointment of consultant team to produce a heritage themed masterplan for Sion Mills village, with RIBA Stage 1 report completed.  Appointment of specialist consultant team to assess suitability of preferred site for new strategic cemetery on the west bank of Derry.  Appointment of consultant team to take forward design of new £635k play provision and MUGA at Magheramason.  Appointment of specialist consultant team to undertake a regulatory inspection of the two reservoirs at Creggan Country Park, recommend any essential remedial works on site and develop a 10 year planned maintenance programme for the reservoirs.  Appointment of conservation architect led consultant team to produce a conservation master plan for the Boom Hall estate and buildings.  Appointment of consultant team to take forward design of new £460k natural grass soccer pitch at Artigarvan.  Appointment of consultant team to take forward design of £300k of soccer and gaelic football pitch improvement works Castlederg, as a  Shared Space project.

Page 133 Page  Appointment of consultant team to take forward designs of £1m worth of Village Renewal projects including a new play provision at Newtownstewart, access improvements at Newbuildings community centre, a new play provision in Sion Mills and access improvements at Castlederg Castle.  Submission of planning applications for two of the three routes for the SEUPB funded £16.3m Northwest Greenways project, linking Strabane and Derry with Donegal.  Production of a comprehensive, integrated capital works design and marketing manual for use by DCSDC and four other councils to deliver access improvement works and enhanced wayfinding and interpretation along the 280 mile length of the International Appalachian Trail from west Donegal to east Antrim, via counties Tyrone and Derry.

Building Control (figures up to end of January 2019)  Full plan applications processed, including sub sites = 940  Building Notice applications processed = 2,255  Regularisation applications processed = 367  Site inspections undertaken = 8,436  Property Certificates processed = 1,885 Postal Numbering & Street Naming (figures up to end of January 2019)  Total number of new postal number requests processed = 477  Total number of Land & Property Services queries dealt with = 400+  Total number of residents consulted, as part of 17 bilingual street name requests = 1,241

Energy  Completion of the first phase of a council wide programme to install real-time monitoring of energy usage of all council’s buildings.  Installation of an innovative energy conservation system at Irish Street Community Centre, consisting of Battery Storage apparatus linked to PV Panel Generation. Project formed part of a pan European learning partnership funded by the EU (i.e. SECURE Project).

Page 134 Page  Commenced process of attaining a council wide third party certified ISO50001 Energy Management Standard. DCSDC is thought to be the only council in NI pursuing this prestigious standard.

Planning:  Average Processing Time for Local Applications is currently 13.8 weeks against the DfI Statutory KPI Target of 15 weeks (an improvement of 4 weeks compared to same period, 2017/18).  The number of live applications exceeding 12 months has decreased to 20.9% (reduction of 8.3% since transfer to Council).  The number of legacy applications has decreased from 525 inherited in April 2015 to 13 currently.  There is a current 98.9% approval rate for planning applications.  Total number of residential units (private/public) approved – approximately 530 private housing, 54 apartments, 273 social housing in addition to those outlined below:  Significant residential developments: o Residential development of 241 no dwellings comprising a mix of 102 detached; 124 semi-detached and 15 apartments, associated domestic garages, new right hand turn lane; public open space including equipped children's play area; all associated landscaping and site and access works at The Beeches, Drumahoe (H25 in Derry Area Plan 2011). o 12 No. Houses (8 No. 3 person / 2 Bedroom Semi Detached; 2 No. 5 person / 3 Bedroom Semi Detached; 2 No. 5 person / 3 Bedroom Semi Detached at Galliagh, south of Skeoge Link. o Erection of 48 dwellings (30 no. detached dwellings and 18 no. semi-detached) with detached garages, reduction in housing density, provision of public open space, cycle paths and footpaths, Crescent Link, Waterside. o 9 No. dwellings comprising detached and semi-detached dwellings, landscaping, car parking and all other associated site works at Culmore Road. o 2 No 3 bed semi-detached houses, 8 No 4 bed semi-detached houses and 6 No 4 bed semi-detached houses, 16 No houses in total at Fir Road, Ballyarnett. o Housing development comprising of 10 No. semi-detached dwellings, 6 No. detached two storey dwellings and one single storey dwelling at Carmel Heights. o Private housing development consisting of 24 semi-detached dwellings and associated roads at former hospital site, Derry Road, Strabane.

Page 135 Page o Outline Planning Permission was granted for a new residential neighbourhood development to include: mix of house types, local community facilities, open space, pedestrian and vehicular access, primary school, drainage and other infrastructure showing a concept plan for up to 3,500 dwellings on H2 lands, Buncrana Road, Coshquin. o Redevelopment of former Thornhill School site to provide proposed retirement development to incorporate: retention of existing buildings at site frontage to provide a Community Hub Building, Community Services Building and Site Warden Building; demolition and redevelopment of remaining buildings to provide a 65No.bed Care Home and 68No. Semi Independent Living Units within the existing built footprint; remodel former school tennis courts to provide a multi-use games area and allotments; remodel former tarmacked hardstanding to provide formal landscape gardens; remodel site path network; and all associated access, parking, drainage and landscape enhancement works. o Housing development: 91 Units, comprising of detached, semi detached, terrace, 1 and 2 storey dwellings, shop units with 4 apartments over and associated green spaces. parking and access and existing roads/access improvements to Lettershendony avenue and Tirbracken Road. o Outline Planning Permission for Housing development of approximately 700 dwellings on H30 zoned housing land as defined by the Derry Area plan 2011 at Clooney Road, Waterside. o Development of 64 no social housing units (40 no. new builds and 24 no. general needs apartments) with associated landscaping at Nazareth House, Bishop Street. o Development of 149 no. dwellings; consisting of 12 x 6 Person/4Bed houses, 53x 5Person/3Bed houses, 42x 3Person/2Bed houses, 5x 5Person/3Bed complex needs houses, 20x 3Person/2Bed duplex apartments, 13 x 2Person/1Bed apartments, 4x 3Person/2Bed complex needs apartments & 2x 2Person/1Bed complex needs apartments at Skeoge Link.

Commercial developments:  Refurbishment, re-use, re-build and extension and change of use of Listed Buildings, Ebrington Barracks, to create 152 bed hotel with associated leisure, function, meeting room, restaurant and bar facilities together with ancillary areas.  Change of use from former Barracks building to provide convenience store, with minor alterations to include ATM and proposed shop front at Ebrington Barracks.  Restoration and internal alterations to The Cunningham Building, for office for KWG, Ebrington.

Page 136 Page  Removal of existing gravel surface and replacement with exposed aggregate concrete and grass at Parade Ground, Ebrington.  2 storey light industrial building (class B2) with ancillary office accommodation, boundary fence, generator store, transformer station, smoking shelter, cycle shelter, car parking, landscaping and associated works at Elagh Business Park.  Factory Unit to manufacture modular buildings, Strabane Business Park.  Change of use, extension and alterations alterations involving partial demolition of rear return to 33 Waterloo Street and 14 Harvey Street, providing new public bar at ground floor level and connected to the adjoining licensed premises at 27-31 Waterloo Street.  A new build community facility to include access and car parking at 1 Fairview Road, Galliagh.  Change of Use of former school canteen and dining hall to children's indoor soft play area, café and associated existing on- site parking and single storey extension to dining hall to enlarge play area at Former St. Eugene’s High School, Cavan Road, Castlederg.

Regeneration schemes:  Medical Building (totalling 6,901 gross sq m) with car parking in a semi-basement, Superstore (totalling 5,574 gross sq m) associated car parking, Restaurant, Self Service Filling Station, servicing and landscaping with access/egress via Pennyburn Pass and Pennyburn Industrial Estate Road  Refurbishment and restoration of a vacant listed building (former convent) as a drop-in Justice Advice Centre, with part demolition to rear. A new build addition of ancillary conference and exhibition spaces to the rear with external amenity areas, and 14 No. supported apartments, plus the restoration of the detached former laundry as a café.  Single ancillary building unit for community use for St Columb's Park House, including pathways, landscaping; a new formal garden; new railings, entrance gates and pillars.

Renewable energy:  Development of solar farm, Curryfree Wind Farm Site, approximately 400m west of 53 Curly Hill Road, Strabane  Construction of a 2 No. turbine extension to the existing Monnaboy Wind Farm along the Monnaboy Road, Greysteel and the Dunlade Road at Monnaboy Wind Farm, Greysteel

Infrastructure projects:

Page 137 Page  Park and ride site for car parking and bus manoeuvres. Site will contain surface car parking, lighting and drainage, Glenshane Road.  Planning Application approval for refurbishment of existing Grade B Listed Former Railway Station to provide accommodation for an Active Transport Hub for Translink including passenger facilities, café, retail space, staff facilities and office accommodation at Waterside Railway Station, Duke Street.

Local Development Plan  Stage 2A of the preparation of the LDP Draft Plan Strategy is ongoing. This includes an extensive programme of evidence based research on all Planning topics and Policies, engagement with stakeholders, procurement and completion of a substantial study on Retailing & City/Town Centres and Design/Place-Making studies for Derry, Strabane and Local Towns. A new integrated plan-making process has involved 13 LDP Discussion Meetings held with Members resulting in partial approval in place in advance of the local elections of 2019.

Environment  Completion and opening of SIF play projects at Kilfennan, Ballyarnett, Brandywell and Ballymagroarty  Completion of District Play Park at Drumahoe  Installation of new Christmas Light schemes at Plumbridge, Newbuildings, Magheramason,  Ulster in Bloom – Winner City Category (Regional award)  Britain in Bloom – Gold Award (National award)  NILGA Awards – Winner, Local Government Award for Excellence in Environmental Sustainability (Regional award)  Live Here, Love Here Awards – Bio Diversity on Your Doorstep (Regional award)  Northern Ireland Amenity Council – Best Kept City and Community Achievers Award (Regional award)  Introduction of food waste collection service to an additional 2500 properties.  Appointment of Tree Officer  Brooke Park – Green Flag Award  £100K funding secured from RDP to appoint a team to develop 4 strategic rural projects  Planning permission secured to the £6m regeneration of St Columb’s Park Page 138 Page

Regeneration  Coordination and resubmission of the PEACE IV Riverine Project application to SEUPB with a value of €9.5m (decision pending)  £500k of external funding from Urban Villages Programme secured to deliver a Revitalisation (Façade Improvement) Project targeting commercial and residential properties on Abercorn Road  £80k of external funding from Department for Communities secured to deliver a painting/decoration scheme of key heritage buildings in Derry’s Historic Walled City Conservation Area  £20k of external funding from Department for Communities secured to commence the design work as first stage implementation of a proposed Revitalisation Project in Strabane Town Centre  £150k of external funding from Department for Communities secured to design and deliver the restoration of the City Walls plinth  Completion of the final stage of Phase II Townscape Heritage Initiative programme in Derry in terms of the regeneration of the 4 final properties with a total externally funded capital development value for the 2018/19 period amounting to £1.1m  Completion of a technical and business feasibility study for the regeneration of the Strabane Canal Basin site and preparation of a Strategic Outline Case to support the City Deals submission  Appointment of consultants to complete the condition report, details of stabilisation works and conservation management plan for the Boom Hall Estate  Completion of Stage I report of the Sion Mills Regeneration Masterplan including the delivery of dedicated internal and external stakeholder groups and a public consultation event  Delivery of a two-day international heritage regeneration conference in Derry in October 2018 attracting 140 delegates  Separate procurement processes initiated for the appointment of integrated consultancy teams to prepare; (a) a regeneration masterplan for the former Faughan Valley Secondary School site; and (b) a public realm concept masterplan for the environs adjacent to the multi-modal hub at Duke Street.  Continued coordination in the development of the proposed social housing & community recreation facility at Ballynagard lands, Culmore  Delivery of a series of actions as part of Council’s ongoing Heritage Development Programme (in conjunction with DfC Historic Environment Division) to include; (a) The establishment of a dedicated DCSDC Interdepartmental Heritage Working

Page 139 Page Group; (b) Completion of the Cross-border Columban Heritage Audit; (c) Delivery of the regional NI heat of the Heritage Angels Awards in conjunction with UAHS  Submission of a funding application to Department for Communities for an environmental improvement scheme to the key boundaries of Bishop Street Car Park valued at £250k

Key achievements 2018– 2019 Objective: Grow our business and facilitate cultural development

Economic Development & Job Creation

 Northern Ireland Business Start Up Programme o 94 jobs promoted (up to December 18) o 153 no. Business plans delivered

 Business Boost o Over 190 full time jobs promoted (from April 2018-December 2019) o 541 Mentoring days delivered up to December 2018 o 13 Referrals to Invest NI resulting in £295,000 towards £1.09m of additional investment into the region with the aim of promoting: £1.4m of external sales (outside NI including GB) ;£1.06m export sales (outside the UK).

 Delivery of Enterprise Week 2018 (5th – 9th March) o 28 Events o Over 900 Attendees Page 140 Page o 97% of respondents rated Enterprise Week as excellent or good

 Delivery of Fashion Fest 2018 (13th October) o 350 attendees o 19 designers participating

 Delivery of Christmas Business Programme including: o Winterland Market 14th -17th December 2018: . 29 traders . Over 65,000 visitors to Guildhall Square over duration of Christmas Market, this represents an increase of 24% from the previous week (52,865) . The busiest day of the market was Friday 14th December with 18,671 people through Guildhall Square o Strabane Christmas Fayre: . 29 traders . 1,800 footfall o Rural Business Christmas Programme: . 34 business participants re. Rural Towns . 12 no. businesses receiving £250 marketing funding (£3,000)

 290 no. Strabane BID Gift Card sales over Christmas period at a value of £9,353

 Secured €110,495 funding re. Devise Project (Interreg Europe)

 DCSDC selected by European Union to participate in the Digital Cities Challenge

 City Start:  10 no. businesses recruited  £15,000 funding allocated

Page 141 Page  Provided £10k to 7no. Businesses through £10K Business Start Up Challenge

 Designer Start Up Programme: o 8 no. designers showcasing at Pure London

Employment, Skills & Training

 Designed, delivered and joint funded with NWRC 2 x Software Fundamentals courses with 10 local ICT companies x 40 participants  Match funding awarded to five ESF projects - Women’s Centre, Triax, USEL, Conservation Volunteers & Job Directions The projects have secured a total £2.5m EU funding per year for 4 years  Apprenticeship marketing campaign `GET PAID, GET QUALIFIED, GET AHEAD’ rolled out with NWRC, Careers Service and Private Training Organisations (PTOs)  Acted as Secretariat to Education & Skills Delivery Partnership established to deliver on Strategic Growth Plan  Education & Skills Delivery Partnership infrastructure established: o Digital & Creative Technologies Sub Group o Advanced Manufacturing & Engineering Sub Group o Hospitality & Tourism Sub Group o Learning City Sub Group o ESF Local Forum  Appointment of Learning City & Region Co-ordinator  STEM features in Belfast Telegraph, Irish News and Newsletter  Supported Conservation Volunteers to run a pilot health & well-being Level 2 Certificate in Work-based Horticulture in Brooke Park  Supported Foyle Sail Training Voyages in conjunction with the Loughs Agency for a vocational training programme as part of the Maritime Festival Page 142 Page  Hosted a Meet the Buyer event for the new build Strabane Academy  Hosted Jobs Fair for construction sector.

City & Regional Investment & Opportunity

 Council leading Ireland Northwest Trade and Investment Mission to Philadelphia and Boston in partnership with Donegal County Council  Led two investment missions to Dalian, China resulting in signing of Friendly Cities Agreement.  Hosted Derry & Strabane Economic Summit in conjunction with Lord Mayor of City of London Corporation’s Visit  Led Investment Summit in City of London Corporation  Developing export potential of 10 local companies DCSDC area having secured their participation in the trade mission to Philadelphia and Boston  Regional investment proposition for Ireland Northwest enhanced and supporting collateral refreshed in collaboration with Donegal County Council  DCSD ranked in Top 10 Best European Small City for FDI Strategy Award (fDi Magazine’s European Cities and Regions of the Future Awards 2018/19)  Supported city secure MEGUK 2019 conference  Hosting senior level corporate and government delegations to the City and District including Lord Mayor City of London, US Irish International Business Network, State of Pennsylvania and City of Philadelphia.

Rural Development Programme

 Total funding allocated of £2.8M (69 grants) across four funding schemes – £1.6M of this allocated in 2018/2019 across 34 grants  Rural Business Investment Scheme (RBIS) - opening of Calls 4 & 5 and approval of 13 grants totaling £466,117 (up until end Jan 2019). This brings total RBIS funding allocated up to £1.6M creating a projected 84 new jobs (54 of these created to date)

Page 143 Page  Rural Basic Services Scheme - opening of Calls 2 & 3 and approval of 33 grants totaling £1M including 4 Large Grants  Village Renewal Scheme – completion of 15 cluster village plans covering all 49 rural settlements in the Council area. Of 13 selected capital projects, 12 progressed to design stage and 1 project complete  Rural Broadband Scheme – opening of Expression of Interest process for scheme. Re-profiling of Broadband budget into the Basic Services Scheme following progression of the ‘Project Stratum’ £150M Government Broadband scheme  Rural Cooperation Scheme – 3 cooperation projects scoped or progressed including the International Appalachian Trail (Derry-Strabane as lead partner), Rivers Access & Recreation Project (Causeway Coast & Glens as lead partner) and National Geographic Yellow Frames ‘Hidden Treasures’ project  Total of 33 pre-application workshops and other events (800 attendees) held in 2018/2019 as well as 9 marketing campaigns and new RDP promotional film at www.derrystrabane.com/Rural.

PEACE IV Programme

 Successful ongoing management of projects (approximately 57) including tendered, council led and small grants interventions.  1,936 participants registered by end of 2018 on PEACE IV local programmes.  November 2018 securing of additional £739,316 to bring total funded to £6,749,330 from the Special EU Programmes Body  Issue of 6 additional Cross-Community youth and Children’s tendered contracts to a total of £307,680 across the district.  Issue of 4 additional Shared Space tendered contracts to a total of £201,775 to communities across the district.  Issue of 1 additional Building Positive Relations contract for £39,000 for work around diversity in Advice Services.  Issue of up to 6 additional small grants to a total value of c.£160,000 to community projects across the city and district.  Significant input into the Riverine Capital Bid to assist with Cross-Community engagement and reconciliation content.  Successful functioning of the web based expression of interest and application process for PEACE IV Small Grants.  Successful ongoing usage of the i-Pad/App based equality monitoring and baseline attitudinal evaluation system.  Submission of quarterly reporting and financial claims 8-11 to SEUPB and completion of re-bid approved changes on Page 144 Page SEUPB’s eMS (Electronic Monitoring System). Drawdown of £1,908,251 funding from SEUPB to end December 2018.  Submission of Annual Equality Return in January 2019.  Significant pro-active work to ensure the required cross-community balance is achieved. (2018 Statistics: Religion - 54% Catholic / 29% Protestant / 18% Other. Community Brought Up In – 58% Catholic / 34% Protestant / 8% Other. Ethnicity: 96% White / 1% Black / 2% Asian / 2% Mixed or Other Ethnic Group.)  Delivery of 3 PEACE IV local programme networking events with all funded projects including collaboration across councils with Donegal County Council and Causeway Coast and Glens Borough Council.  Continuation of Communications systems including website, monthly e-bulletins (302 subscribers) and bi-annual magazine (3000 distributed).  Creation/Sustaining of 20 new jobs (4 in secretariat, 6 within wider council services and 10 within local community and voluntary sector) and injection of significant funding into local economy/self-employment through facilitation, consultancy and other services.

Digital Services

 Rationalised phone lines and saved costs on phone bills  Airport hardware refresh project complete  Brandywell WI-FI, Phones, CCTV and ICT kit all deployed for opening  Super-connected network removed from unused centres and renewed in bigger busier centres saving costs as project has finished funding  New council website tender process has started  New security and digital service polices implemented  Network Security upgraded  Patch management system implementation complete  Software access management implementation complete  Agresso upgrade near completion  City deal expression of interest complete for digital and smart city  Smart City report  Partial GIS implementation

Page 145 Page  Server uptime 98%  Network uptime 98%  Web and systems Development.

Marketing

 Delivery of a full range of marketing services such as; design, print collateral, media campaigns and digital activities to over 22 council services and cross cutting projects across 3 directorates and strategic support units.  Designed, developed and delivered marketing campaigns for over 16 festivals and events across Council. Extensive marketing campaigns where successfully delivered for the 2018 Foyle Maritime and Halloween festivals, which saw increases across all marketing objectives.  Completed a successful first year delivery of the regional and local marketing and communications campaigns for the NIBSUP on behalf of 11 Councils.  Acquired total media savings of over £40k by strategic bulk buying of media and negotiating best value.  Successfully procured and currently integrating digital asset management (DAM) software.  Marketing officers completed a 6-day advanced digital marketing course and have are now accredited with an ‘Advanced Certificate in Digital Marketing for Public Sector’. On the back of which we have been asked to be a keynote speaker at the digital marketing submit in Dublin this June.  First issue of the Council magazine published and delivered to 72,000 households directly and areas of high footfall within the Council area.

Arts & Culture

 Securing of Quest accreditation, Disability Equality Charter of excellence, Autism Friendly Venue status for the Alley Arts & Conference Centre Page 146 Page  Completion of the DCSDC Arts & Culture Strategy including proposed Co Delivery mechanism  Ongoing delivery of the Alley 5-year Strategy  Delivery of the Cultural Venues Fund, Access Improvement Fund and Youth 19 Arts Festival Fund  Securing additional £220,520 from external funders to supplement delivery of the Access Improvement Programme for Cultural Assets  Completion of 14 disability access audits for DCSDC cultural venues  Ongoing delivery of the ACNI Challenge Fund (Youth Arts Development, Festivals Engagement, Audience Development, Visual Arts Engagement) and Arts & Older People Programmes  Delivery of Culture Night.

Tourism

 Developed & launched the Tourism Strategy ‘A New Level of Ambition’ for the region and established Tourism Strategic Group to support with implementation  Developed & launched Food & Drink Strategy & Action plan for the region, Strategic Food Group established to support with implementation. Food Network developed with 90 members engaged.  Delivered two food events - Slow Food Festival - secured £8280 in funding, supported 30 local businesses, attracted 25,000 visitors, hotel occupancy of 89% Taste of LegenDerry – industry event attracting 75 local businesses and journalists.  £500k secured from TNI Funding and £240k applications submitted DFC to support relocation of Visitor Information Centre to Waterloo Place.  Venues supported through the Heritage Animation & Visitor Servicing fund. Capacity building programme (£35k) delivered with 7 venues  Walls 400 programme developed, £18k externally secured to support additional events & £50k secured to deliver Walls Alive - Augment Reality Project  Delivered Peace Tourism Project – 1 x project steering group established. Delivery of Summer 2018 animation programme, secured £35k and delivered community tourism development programme with 50 participants  Deliver of legacy activity supporting the Slow Adventure in Northern Territories Project including 1 x international

Page 147 Page marketing campaign of £100,00 value secured. 1 X cluster development programme secured in partnership with Tourism NI  £50K secured to scope Sperrins Sculpture project  Production of a Sperrins Future Search action plan and cross council funding secured for delivery of actions beginning 2019/2020  x screen production companies supported (Dec-March)  Record hotel occupancy of 70%, 5% growth in revenue spend, 1% growth in overnights.

Festival and Events

 Delivery of 18 tier one events including the largest ever Halloween celebration, Foyle Maritime Festival, City of Derry Jazz Festival, Strabane Lifford Half Marathon, Waterside Half Marathon and Summer Jamm Events  Achieved for the first time International Tourism Level of funding of £95000 for the Halloween event, and received Foyle Maritime Festival £150000 from the fund  Won Best Tourism/ Event Initiative Award for Halloween 2018, Highly commended for Halloween at the Nilga Awards 2018  Continue to make efficiency savings of around 5% on Production costs which was directly placed into programme budgets  Ongoing delivery of the Community Festival Fund and the Headline Events Fund. Awarded 30 events funding  Increased the amount of partnerships, business engagement and private sector involved in council core events  Delivered Event Safety Training for staff in Event Safety and CCTV operator training.

Museum and Heritage Service

 5% increase in visitor numbers for Guildhall from 341,909 to 360,000 (Estimate)  Minimum 5% increase in visitor income in Museum & Visitor Services from £154,176 to £171,000 (Estimate) Page 148 Page  Guildhall Bar income increased from £13.5k 2017/18 to £22.5k 2018/19 (to date)  New @GuildhallDerry Instagram account created in September 2018 has received 1000+ followers within the first 6 months  Guildhall staff now managing @Guildhall Facebook account for day to day posts and engagement, with Marketing team managing events coverage. Distribution of Facebook interactions increased from 1.9k in 2017/18 to 4.0k in 2018/19.  Profile of Guildhall raised with television broadcasts; Channel 5 Britain by bike with Larry & George Lamb, BBC2 Newsnight live broadcast, Channel 4 Derry Girls filming and after party, RTE Pat Kenny Show and Miriam O’Callaghan Show.  Delivered Curious Collections and Peace 4/Creative Centenaries Making History Exhibitions  Delivery of key events including Annie Russell Maunder Blue Plaque Launch, U Boat Surrender Anniversary, DNA Foyle Voyages Maritime Festival, EHOD, Culture Night, Museum Lates – Dark Tower, Battles Over and Guildhall Beats Festival.  Completion and delivery of Esmee Fairbairn funded project - Speeches, Strikes & Struggles  Launch of City Cemetery Records Project and special commendation at Heritage Angel Awards  Ongoing Mabel Colhoun Cataloguing Project with West Inishowen History & Heritage Society Key achievements 2018– 2019 Objective: Promote Healthy Communities

Community Development  Advice Services: £740,977 Awarded to Generalist Advice providers.  Community Development Grant Aid Programme: £214,499 awarded.  Good Relations Grant Aid Programme: £200,000 Awarded.  Community Centre venue fund £215,000 awarded.  Waterside Shared Space Programme funding approval - SEUPB (8.057million euro). Page 149 Page  Member led interagency forum established to address the bonfire issues at a Strategic Level and implement the bonfire policy using a partnership approach.  Construction commenced on the new Community Centre for Top of the Hill.  Lincoln Court Community Centre – Construction commenced.  Setting up a Community Development Outcome Delivery Partnership to support the Strategic Growth Partnership in the operational delivery and monitoring of outcomes, indicators and actions.  Local Community Growth Partnerships – Targeted Open Call for Community Representatives completed and partnerships establishing  8 draft Local Community Plans completed for each of the 7 DEAs and Strabane Town.  Economic Appraisals approved by Department for Communities for Top of the Hill, Galliagh and Shantallow Community Centres.  One Community Programme – 11 Good Relations projects developed in the 7 DEAs and Strabane Town.  Officer representation on the 5 NR Partnership boards.  Supporting rural groups to access external funding including the RDP.  Change Something Fund Grant awarded to 26 projects.  Unicef Child Friendly Cities and Communities Programme successfully launched. 30 Partners involved in pre-discovery day.  PEACE IV Youth Participation and Democracy: steering group established with 20 young people participating for 1 year  Youth Council proposals in consultation phase with commencement planned for April 2019.  Youth 19 successfully launched with ongoing engagement in programme.

Policing & Community Safety Partnership  Financial Leverage Ratio of over 2:1: £803,998.51 of External Funding Secured.  Project Support Funding of £348,454.36 awarded for local community safety projects.  41 Neighbourhood Watch Schemes supported.  Over 500 homes fitted with additional home security equipment.  Over 13,000 patrols carried out by Community Safety Wardens.  Received and actioned over 1,100 Anti-Social Behaviour Referrals to Community Safety Wardens. Page 150 Page

Leisure & Sports Service  Opening of 3G pitch at Melvin Sports Complex.  Refurbishment at Riversdale LC of changing rooms.  Investment of £100k for new indoor spinning bikes and £190k for fitness equipment at Templemore SC.  Improved provision for rugby in the Strabane area with the establishment of the grass pitch at the Meadows.  Achievement of over 1million users through our leisure and sports facilities.  Distribution of £160,040 sports development grant aid funding.  Successful launch of Macmillan Move More Programme to support cancer patients.  Successful launch of £250,00 cross border North West Sports Partnership  Establishment of Melvin Arena and Foyle waterways Networking Groups.  Enhanced delivery of summer multi skills camps.

Health & Community Wellbeing -General  3204 Environmental Health service requests investigated and actioned in accordance with Council enforcement policies  Carried out all statutory functions in accordance with council scheme of delegation and enforcement policies Food Safety  Successful implementation of the mandatory Food Hygiene Rating Scheme with 93% of all premises having a 4 or 5 rating.  Provided support and guidance to 270 new food business operators.  Conducted 700 Food Hygiene inspections and 373 Food Standards Inspections.  Conducted 406 inspections for Allergen Compliance Initiative  Procured 379 food samples including participation in 4 National surveys  Procured 379 food samples including participation in 4 National surveys  Food Analyst is appointed to carry out examinations and analyses of food samples.  Participated in a Waste and Resources Action Programme (WRAP) food waste pilot project

Health & Safety/Consumer Protection  780 planned health and safety inspections carried out of which 285 were advisory/compliance visits;

Page 151 Page  245 new health and safety premises were registered;  148 service requests were received;  49 work related accidents reports received;  484 new premises were registered for consumer protection;  Test purchase exercises for underage sales of sunbeds and cigarette lighter refills undertaken with 100% compliance in premises visited.  Production of guidance/advisory leaflets on health and safety and consumer protection for local businesses including translations to minority languages.  Working with Sport NI and local sporting organisations/clubs to ensure the highest level of spectator safety at our main sports grounds.  Achievement of HSENI/DC Joint Strategy targets for Better Regulation with regard to fireworks safety, sports grounds safety, sunbeds safety, and slips & trips initiative.  New consolidated byelaws implemented relating to acupuncture, tattooing, semi-permanent skin colouring, and cosmetic piercing.

Health Development Council has demonstrated its commitment to address ill health and poor wellbeing by:  Health and Wellbeing Outcome Delivery Partnership established to support the Strategic Growth Partnership in the operational delivery and monitoring of outcomes, indicators and actions.  Co-designing and securing funding to procure a pilot Community Crisis Intervention Service (CCIS) to assist in reducing the incidence of self-harm and suicide, resulting in wide-ranging societal benefits (operational from January 2019).  A Community Toilet Scheme for the Council area has been implemented  Health promotion and home safety advice are offered as part of the Registration Service  Derry City and Strabane Civic Forum (Alcohol, Drugs, Mental Health and Emotional Wellbeing and Homelessness) brings together a range of organisations to collaborate and share best practice, map current services and develop the scope of services, which may be required to support communities.  Completion of Phase VI (2014-2018) of the World Health Organisation (WHO) European Healthy Cities Network has been Page 152 Page successfully completed.  Adopted the Copenhagen Consensus of Mayors, Healthier and Happier Cities for All in 2018  Supporting the delivery of the European policy framework Health 2020  Council has submitted an expression of interest through the Mayor’s Office in becoming a Phase VII (2019-2024) Healthy City Network member and work towards achieving the following three overarching goals of Phase VII:  Supporting implementation of WHO strategic priorities.  £168,347.69 external funding secured to support Affordable Warmth, Home Safety and Tobacco Control programmes  Council Promotes the Food Standard Agencies Calorie Wise Award Scheme and Menucal tool to encourage the display of calories in food businesses.  Contributed to Interagency Protocols designed to support the search process for missing persons in the River Foyle.

Housing  Participated on the Regional programme Board NI and prepared for the transfer of the Houses of Multiple Occupation (HMO) function from the NIHE to Councils on 01 April 2019.  337 homes referred to NIHE under the Affordable Warmth Scheme during 2018-19 and 705 enquiries dealt with (up to 7/2/19)  1,118 Home Safety visits undertaken  Ongoing engagement with the NIHE and the Northern Ireland Human Rights Commission in order to implement recommendations outlined in the Commission’s report “Out of Sight, Out of Mind”: Travellers’ Accommodation in NI.  Delivery of the Affordable Warmth Scheme in partnership with NIHE on behalf of the Department for Communities (DFC)

Environment and Neighbourhoods  Monitored air quality throughout the Council district as part of Local Air Quality Management framework which includes 5 continuous air monitoring sites and 50 fixed diffusion tubes  Undertook of a fuel use survey of domestic premises across the district to inform decisions on Local Air Quality Management.  £50,524.48 funding received from DAERA to support Councils Air Quality duties.  62 Local Air Pollution Prevention and Control (LAPPC) inspections completed based on risk.  641 completed planning consultation responses issued to the Planning Department  Continued delivery of ‘Life Project’ (tree sapling to be planted for each life event) through Registration Service including a

Page 153 Page community planting day.

Dog Control Service  189 dogs Rehomed  Over 1,500 children from 27 schools participated in a schools’ educational programme  8278 dog licences issued (including 222 block licences)  637 Fixed Penalty Notices(FPN) issued for no Dog licence  34 Fixed Penalty Notices issued for dog straying/fouling  £43,557 income from dog licensing.  £4925 in total payments (Fixed Penalty Notices) received until 05/03/19  Dog control service delivery plan and enforcement policy implemented

Animal Welfare  Animal welfare service through lead Council Fermanagh and Omagh District Council (FODC) ongoing.  Approximately 298 animal welfare cases investigated with 504 visits, 6 Improvement Notices and 1 Caution issued. Registration Service  12 Approved Marriage/Civil Partnership venues inspected  New appointment system implemented in Derry office alongside call-in system  164 civil marriage/civil partnership ceremonies carried out within District  Over 10,000 visitors/customers attending the registration office with 2996 Births, Deaths, Marriages and Civil Partnerships registered

Licensing/Safety Advisory Group (SAG)  15 SAG meetings held with 74 delegations presenting their proposals  Supported 60 public events with an attendance of approximately 233,710 people  12 Interagency Licensing Forum meetings delivered Page 154 Page  350 Licences/permits received  288 licences/permit applications processed  242 licences/permits issued  404 Planned Licensing inspections/During Performance Inspections carried out  Amusement Permit Policy drafted and public consultation exercise being carried out  Street Trading Policy drafted and public consultation exercise being carried out  Procedure implemented for rescinding or varying of designating resolutions in relation to street trading legislation.  Developed a Hearing protocol to deal with ‘Representations’ made in relation to Entertainment License applications  Implemented Roads Closure legislation and prepared a protocol to be followed during hearings to deal with ‘Representations’ made in relation to proposed road closures at Special Events on Public Roads. Key achievements 2018– 2019 Objective: Provide effective and facilitative cross functional support services

Assurance  Completion of a scoping project/gap analysis to review information held to ensure compliance with the requirements of the GDPR regulations  Completion of planned audit work based on the approved audit plan and completion of unplanned work as required in order to provide appropriate levels of assurance to the Chief Executive, the Assurance, Audit & Risk Committee and the Northern Ireland Audit Office  Completion of Audit Plan for CODA Operations Ltd Page 155 Page  Delivered fleet safety awareness training for Council drivers in partnership with Council’s Insurers and Council Legal Services team  Worked with Council Motor Insurers to identify areas for training/expert reviews to improve Risk Management and Claims defensibility  Accident Investigation Training delivered to relevant Council Staff  Continued savings realised in the very successful self-insurance programme  Insurance Valuations for Council Heritage Assets and Artworks reviewed and updated  Retention of the Health & Safety OHSAS 18001 accreditation  OHSAS 18001 procedures and templates reviewed and updated  Continuous work to ensure that Asset Management System is up to date  Establish a programme for health surveillance, with the support of Human Resources, to ensure legal compliance  Continue to review and report on RIDDOR trends on a quarterly basis  Delivery of mandatory Health & Safety training to Elected Members  Payroll statutory reporting deadlines met and all staff paid correctly in accordance with agreed pay scales  Percentage of employees receiving pay slips via email increased to 73%  Review of Integrated Emergency Plan and Protocols.  Emergency Planning training delivered to Elected Members.  Smooth transition from the Western to the Northern Emergency Planning Group.  All emergency situations responded to in an appropriate manner/  Significant amount of work carried out with Communities to develop Community Resilience Plans  Streamlining of procurement procedures and processes  Tender documents reviewed and updated  Use of Etenders NI for procurement activity under £30k is now underway  Significant amount of work carried out in relation to implementation of the new upgraded Agresso Financial System  Ongoing liaison with the Department of Transport to ensure the successful delivery of and drawdown of funds for the Public Service Obligation route from City of Derry Airport to London Stansted Page 156 Page  Ongoing liaison with the Department of Economy in relation to the release of funding for route development at City of Derry Airport  Leading on the Council’s preparation for a ‘No-Deal’ Brexit  Selected as a finalist in the GO Awards NI for the PSO tender exercise

Business Support and Strategic Partnerships Section  One of three Councils selected to participate in Carnegie UK Trust ‘Embedding Wellbeing in NI’ project and securing £350,000 funding over a three year period to assist with Community Planning. Hosted a two-day Carnegie Trust study visit to the City and District, represented at the ‘International Seminar on Wellbeing in Northern Ireland’ in New York in Oct 18 and attended a study visit and learning exchange to Wales in March 2019.  Developed and launched ‘Grow Derry/Strabane’ Website  15 Projects approved and £900k expenditure drawdown from North West Regional Development Fund  Chairmanship and Policy Lead for the Society of Local Government Chief Executives in Northern Ireland May 2018- June 2020, hosting Permanent Secretary Group Meetings, Brexit Workshops, Planning IT Portal Workshops, Strategic Waste Workshops and hosting a regional conference in leadership in the public sector.  Hosting, co-ordination and servicing 65 key strategic partnership meetings. 4 North West Regional Development Group Meetings, 2 North West Strategic Growth Partnership Meetings, 3 Strategic Growth Partnership Meetings, 2 Strategic Infrastructure Meetings. 3 DFC/DCSDC Joint meetings, 20 Senior Leadership Team Meetings, 11 Governance and Strategic Planning Committees, 14 SOLACE meetings and Co-ordination and input into 6 Outcome Delivery Partnership meetings.  Attendance, participation and co-design of regional policies and strategies such as the Regional DfC Monitoring and Reporting Seminars, co-design of DFC Community Planning Programme of Support with SIB and HSCB Co-production Training and Development package.  Representation at All Ireland Philanthropic Network and codesign of conference.  Receiving World Host Customer Service Training and delivering effective and professional administration of Chief Executives Office  Arranging official visits to City and District such as Michel Barnier from the European Commission, James Brokenshire and Co-operation Ireland’s All Island Chief Executive’s Forum

Page 157 Page  Arranging the Chief Executive’s international visits to Dalian, Philadelphia/Boston and London

Communications  Secured over 4,400 media placements and dealt with almost 1800 press queries during the 2018/19 period  Created and issued over 1100 press releases, and successfully led on a large number of success PR campaigns and events including Halloween, St Patrick’s Day spring carnival, the City of Derry Jazz Festival, Enterprise 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  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  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 first edition of the Council’s residents newsletter that was distributed to homes across the Council area Democratic Services and Improvement  Provided GDPR training to 50% of staff across the organisation  Introduced procedures and guidance for Privacy Notices and Privacy Impact Assessments  Implemented a new Data Protection Policy and Website Privacy Policy  Introduced a website customer contact point for GDPR queries and information  Created the Corporate Information Register  976 subscribers and 1312 followers to Council’s Irish Language Services and Information Page on Facebook  Worked in partnership with organisations such as Libraries NI, British Red Cross, Foras na Gaeilge, Conradh na Gaeilge to develop specialist supplementary Irish medium education programmes  Reached audience engagement numbers of 200+ for the Island Voices lecture series Page 158 Page  Undertook a Rural Community Language Awareness (Irish & Ulster-Scots) Engagement Programme  Appointed full-time Irish Language Officer to take forward Action Plan for Irish language in the Council area in partnership with Foras na Gaeilge  Programmed a number of special events to celebrate 2018 Year of the Irish language  Represented Council at the Regional Irish Language Officer Network  Delivered a successful Irish Language Week Programme which included events celebrating International Women’s Day, World Book Day, St Patrick’s Day and Walls 400  The Policy unit delivered training sessions on the Safeguarding (Children and Vulnerable Adults) Policy to staff across the leisure and visitor attraction facilities  Achieved Autism Impact Award for Strand Road building  Became the first council in NI to achieve the NI Member Development Charter Plus  Developed and implemented a protocol for staff working with the Mayor  Approximately £20, 000 raised for the Mayor’s charity  Received and unqualified audit opinion from the Northern Ireland Audit Office in respect of the implementation Performance Improvement Duty  Produced Annual Performance Improvement Plan and Annual Performance Report within target deadlines  Contributing to the corporate Health & Safety ISO 18001 Certification  Improved building cleaning standards

Human Resources Organisational Design and effective resourcing  Organisational structure complete across main areas  Harmonisation of Terms and Conditions of Employment progressed  Transfer to new online recruitment tool successfully completed

Healthy Workplace  A range of Health & Wellbeing initiatives progressed through BeWell

Page 159 Page  A range of team building events delivered through BeSocial including Strictly Come Dancing and other charitable events  Absence lost time rate reduced to 5.5%  70% of employees with full attendance  Workplace Alcohol & Drugs Policy developed and implemented

Employee Relations & Staff Engagement  Annual Employee engagement event held in June 2018  Staff recognition event held in December 2018  NILGA Employee of the Year awarded to HR employee for establishing the Council Choir

Employment Policy  Special Leave policy development and implemented  Article 55 Review completed

Organisational Development  92% of new employees inducted within 3 days of starting  Increased participation in compliance training following the development of a new process  25 employees approved for Post Entry Training

Strategic Finance and Funding  Significant amount of work carried out in relation to implementation of the new upgraded Aggresso Financial System  Development of Vision & Outline Bid Proposal and supporting economic analysis for Council’s ambitious City Deal proposition contributing to announcement by the UK Government to enter into formal negotiations for a City Deal for the Derry~Londonderry and Strabane City Region  Working closely with all relevant stakeholders to complete required strategic outline cases for all projects included within Council’s ambitious City Deal proposition  Establishment of monitoring and quality assurance system to inform and monitor progress against Strategic Growth Plan Page 160 Page 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 2017/18 completed in new “telling the story” format and audited in line with required timeframe.  Rolling revaluation of all Council properties completed as part of year-end accounts  Rates estimates for 2019/20 completed by statutory deadline of 15th February 2019 including benchmarking of service costs, penny product and growth comparisons and medium term financial plan  Worked closely with Directorates to identify further efficiency savings of £819k as part of the rates estimates process bringing total efficiencies realised by the new Council to £3.108.  Securing finance to achieve delivery of £120m of community projects since the inception of the new Council and a further £20m of funds identified during the rates process for Council’s strategic capital projects and ambitious City Deal proposition  Delivery of training to Elected Members on finance and rates setting  Tight financial management and monitoring to identify £755k surplus at January 2019

City of Derry Airport  Ongoing liaison with the Department of Transport to ensure the successful delivery of and drawdown of funds for the Public Service Obligation route from City of Derry Airport to London Stansted  Ongoing liaison with the Department for Economy and Department for Transport to secure 100% funding for the London Public Service Obligation route for a further 2 year period from May 2019 to May 2021  Successful completion of emergency tender exercise to secure a new operator for the London Stansted route following the collapse of FlyBMI  Selected as a finalist in the GO Awards NI for the PSO tender exercise

Legal Services  Delivery of training to members on governance and standing orders  Completed review of standing orders  Represented Council in Judicial Review Proceedings Page 161 Page  Excellent rating achieved in claims management Derry City & Strabane District Council - Inclusive Strategic Growth Plan 2017-2032

Derry City and Strabane District Council has a duty under the Local Government Act (NI) 2014 to prepare a Community Plan to promote the economic, social and environmental wellbeing of its area and contribute to the achievement of sustainable development.

An extensive process of consultation involving approximately 5,000 citizen engagements was undertaken with local communities and organisations to shape the priority outcomes. Following this, the Community Plan entitled: Inclusive Strategic Growth Plan 2017-2032’ - was issued in November 2017. This document identifies the priority outcomes which aim to make Derry City and Strabane District Council a place where there is: Page 162 Page A thriving, prosperous and sustainable City and District with equality of opportunity for all

The 8 priority outcome areas of the co-design process for the social, economic and environmental wellbeing pillars and the linkages to local community plans and the Programme for Government are set out in the diagram below. Our Corporate Plan and Improvement Objectives support these outcomes. Page 163 Section 2 Corporate Plan 2019-2020

Introduction Corporate Plan 2019-2020 represents our priority outcomes as a Council for the next year. It reflects the Council led priorities set out in the Inclusive Strategic Growth Plan and identifies actions we will undertake above and beyond the everyday working of Council services. The Strategic Growth Plan identifies eight priority outcomes under the pillars of economic, social and environmental well-being. Many of the Council’s services will contribute towards achieving more than one of the priority outcomes identified, and it is

Page 164 Page important to recognise that achievement of each priority will contribute, in part, to the achievement of others. Some themes, such as equality and sustainability cut across each of the priority outcomes. Our Mission Derry City and Strabane District Council mission is committed to working to: “Deliver improved social, economic and environmental outcomes for everyone.”

Corporate Objectives To deliver on our mission, we will focus on four key objectives. These objectives are based on the organisational structure and have emerged following consultation with key partners and from consulting and involving senior council officers and staff.

Our corporate objectives are to:  Grow our business and facilitate cultural development.  Protect our environment and deliver physical regeneration.  Promote healthy communities.  Provide effective and facilitative cross functional support services.

These corporate objectives align directly to the well-being pillars identified within the strategic outcomes in the Community Plan, as set out in the diagram below.

Community Plan Corporate Plan Wellbeing Pillar and Priority Outcome Area Objectives

Social Well-being  Community Development,  Health and Well-Being Promote Healthy Communities  Children and Young People Page 165 Page

Economic Well-being  Entrepreneurship, Enterprise and Regional Competitiveness Grow our business and facilitate cultural  Education and Skills development  Tourism, Arts and Culture

Environmental Well-being  Physical and Environmental Regeneration Protect our environment and deliver  Energy, Infrastructure and Transport physical regeneration.

Provide effective and facilitative cross functional support services Corporate Values

These corporate values will guide what we do, and our working relationships with each other, our residents and our partner agencies. Our Corporate Values define who we are and how we do business. These are the beliefs that guide our actions, set our direction and help us every day to plan for the future.

 One new unified Council with the needs of local communities and businesses at the core of what we do.  A centre of excellence and innovation with a clear focus on outcomes and delivery.  Working in partnership with statutory and community sectors to achieve economic, social and environmental regeneration.  Driven forward by effective and ethical leadership and highly motivated and valued staff who have clear Page 166 Page sense of purpose and place.  Balancing urban and rural needs.  Committed to clear and timely communication and celebrating our achievements.

Cross cutting themes Our commitment to promoting equality 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 dependants

We are committed to fulfilling our obligations under Section 75 of the Northern Ireland Act 1998 throughout the Council and to allocating the necessary time, people and money to enable us to do so. We have developed a new Equality Scheme and are committed to implementing it effectively and in a timely way alongside implementing this Corporate Plan.

Without affecting our obligations mentioned above, when doing our work we will also take into account the desirability of promoting good relations between people of different religious belief, political opinion or racial group.

Page 167 Page We are also required by law to fully take into account the need to promote positive attitudes towards people with a disability and encourage the participation of people with a disability in public life. We are committed to fulfilling our disability duties and we set out how we intend to do this in our disability action plan.

Our commitment to sustainable development and rual needs Sustainable development is based on balancing social, economic and environmental costs and benefits to ensure the best future for all. It is about looking at long-term and short term costs and consequences, and considering the world wide as well as the local aspects of decision. The accepted definition of sustainable development is: “Development which meets the needs of the present without compromising the ability of future generations to meet their own needs.” (The Brundtland Report, 1987)

On 31st March 2007, public authorities became legally obliged to act in a way that best contributes to supporting sustainable development. Councillors and council staff have welcomed the duty of sustainable development. It is a major factor in all our decisions and is therefore one of the cross cutting themes running through every aspect of the Council’s work. The Rural Needs Act (Northern Ireland) 2016 (the Act) came into operation for government departments and district councils on 1 June 2017. The Act requires policy makers and public authorities to have due regard to rural needs when developing and implementing policies and when designing and delivering public services. The Council is committed to addressing rural needs and during 2018/19 put in place additional processes and training to facilitate effective compliance with the legislation. Page 168 Page Our Resources 2019/20

In February 2019, Derry City and Strabane District Council agreed a new annual district rate, which with the regional rate, will result in an increase of 3.46% for the Council area.

Rates Breakdown The Councils estimated revenue expenditure (net of specific grant income and fees and charges from council services) in 2019/20 will be £61.865.

Net Revenue Expenditure The following chart demonstrates how this money will be spent:-

Page 169 Page % Net Expenditure Breakdown Cross Cutting Support* (incl Council) 12% City of Derry Airport 6% Environment and Regeneration Capital plan 38% 14%

Business and Culture Health and 13% Communities 17% % Net Expenditure Breakdown Cross Cutting Support* (incl Council) 12% Environment and City of Derry Airport Regeneration 6% 38%

Capital plan 13% Page 170 Page

Business and Culture Health and Communities 13% 18%

Environment and Regeneration £23.628m Health and Communities £10.765m Business and Culture £7.876m Capital plan £8.774m City of Derry Airport £3.445m Cross Cutting Support* (incl Council) £7.377m Total Net Expenditure £61.865m

Total Income For the financial year 20119/20, the net expenditure will be funded from the following sources of income:-

% Total Income Breakdown

Transferring functions grant 1% Reserves 1% Rates support grant 5% Page 171 Page

District rates income (including de-rating grant) 93%

District rates income (including de-rating grant) £57,668,705 Rates support grant £3,233,276 Transferring functions grant £362,737 Reserves £600,000

Total income £61,864,718 Rates breakdown per household The following table is based on the average property value and details what the average ratepayer in the Derry City and Strabane District Council will pay compared to the N. Ireland Council average:

Derry City Current and Strabane 2017/18 District NI Council Average

Page 172 Page Average Property Value (£) 96,157 119,434 District Rate (£) 465.88 430.20 Regional Rate (£) 429.38 510.35 Total Rate Bill for 2019/20 (£) 895.26 940.55*

*These are 18/19 figures and will increase following the various Council's striking their 19/20 rates

Our Plans for Growth and Investment 2019/20 The Derry City and Strabane District Council budget for the incoming 2019/20 financial year will continue to drive growth and investment in the City and Region, deliver on our strategic capital aspirations and provide funding to further progress our ambitious City Deal proposition. Of the agreed 3.46% District rate increase, 0.37% represents unavoidable statutory pressures whilst 3.11% represents investment in new services and initiatives and strategic projects with the aim of driving continued growth in our City Region. Essentially, in the absence of growth investment, Council would be striking a rate today significantly lower than inflation. This has been enabled by an ongoing efficiency programme in which Council has now delivered and achieved almost £3.108m of savings to its annual revenue budget. Since the inception of the new Council, investment in festivals and events, culture and tourism, our ambitious capital plan and community services has contributed to continued domestic and business growth. 767 new residential properties have been occupied over the past year and business growth continues above the Northern Ireland average, representing new investment and business expansion across the Council area. Moving forward, the picture is positive with a continued increase in planning and building control applications and a pipeline of new projects of scale and ambition including the continued development of the Ebrington site, Fort George and ongoing expansion of Magee University. The further Central Government budget cuts that are anticipated by Council as part of this year’s budget process are extremely disappointing. In particular, continued anticipated cuts to the rates support grant have had a direct rates impact of 0.26%. These cuts curtail the ability of those councils with lower rate-bases and higher levels of deprivation to invest in the development of their

Page 173 Page districts, taking tens of millions of pounds of investment out of 7 of Northern Ireland’s 11 councils. It must be a continued priority for this Council to ensure these cuts are reversed. Despite this, the new 2019/20 budget will enable us to continue to deliver high quality services to citizens right across the entire Council area. Council’s key priority this year will be to continue to work with all of our partners and Government departments to deliver on the objectives and targets of the Inclusive Strategic Growth Plan 2017-2032 – our Council area’s Community Plan. Having already completed £49m of capital projects in the last 3 years, funding has also been set aside by Council to progress a further £70m of projects. 2019 will see advancement of a wide range of exciting capital projects, including:-

 Progression of 3 significant cross border greenway developments from Derry to Buncrana, Derry to Muff and Strabane to Lifford totalling €20m and local greenway development at Ebrington, Clooney and Kilfennan.  Funding decision on significant Peace IV project funding application for the Riverine project in Strabane.  Advancement of a range of Community centre developments at Top of the Hill, Waterside Shared Village, Glenview, Shantallow, Galliagh, Culmore and Ballymagroarty/ Hazelbank.  Continued development of play facilities and spaces at Castlederg, St Columb’s Park, Magheramason, Newtownstewart and Sion Mills.  Development of pitch and 3G facilities at Artigarvan, Leafair/ Corrody Road, Lettershandoney and Ballyfatton along with further extensive development of facilities at Melvin in Strabane.

In addition, following the significant announcement by the Chancellor in the Autumn budget, negotiations are now progressing towards a City Deal for Derry Londonderry and Strabane and this year’s rates proposals will provide £20m of investment towards these ambitious proposals and Council’s strategic capital projects. Our significantly advanced proposals provide a strong case for investment in the critical catalyst projects required to transform our City region including:-

 The expansion of the University of Ulster at Magee and North West Regional College and associated investment in skills and pathways to employment  Investment in Research & Innovation Assets to international scale (including transformative projects in Healthcare innovation,

Page 174 Page Industrial Digitalisation, Robotics and Automation and Cognitive Analytics Research)  Significantly enhancing our external & internal connectivity through the A2 Economic Corridor Upgrade, the development of our Airport & Port and the continued progression of the A5 Western Transport Corridor Upgrade and the A6 Derry to Belfast Road Upgrade,  Development of our City & Town centres & regionally significant economic sites with major physical regeneration projects in Fort George, Strabane Town Centre and the City riverfront.  Development of a major tourism attraction  Ambitious new Strategic Leisure facilities at both Templemore and in Strabane Town

Council will work right across the entire City and District, both urban and rural, with all of its partners and stakeholders, at a Cross Border level through the new North West Partnership arrangements, at National level with Government both North and South through the North West Strategic Growth Partnership and through its many contacts, connections and diaspora at European and International level to drive forward this North West City Region /Council area and to advance and progress all of the objectives of the City and District’s emerging Strategic Growth Plan. The agreed District rates increase of 3.46% representing an increase of £1.30 per month for an average domestic ratepayer, will also ensure continued delivery across all of Council’s front-line services from street cleansing and waste, building control, planning and environmental health, grounds maintenance, parks and cemeteries, leisure, sport, health and community development and support, and vital corporate support services. It will also see a continued impressive cultural and festivals offering and attractiveness to visitors and tourists including the world-renowned Halloween festival, building on the current record levels of hotel occupancy and reflecting our success in hosting internationally renowned events. 2019 will see a dedicated Youth19 programme which will engage and empower our Young People through their participation in an inclusive programme of events and initiatives.

Aligning the Emerging Strategic Community Plan, Corporate Plan and Directorate Delivery Plans

The Inclusive Strategic Growth Plan for the Derry City and Strabane District Council area represents the overall strategic planning framework for the area. Delivery of the vision and objectives set out in the Inclusive Strategic Growth Plan will be supported through the expression of objectives, priorities and actions in the Corporate Plan of Derry City and Strabane District Council and then cascaded through to the Directorate Delivery Plans. Page 175 Page These linkages facilitate the effectiveness of our approach in delivering the priorities set out in the Community Plan and our mission of delivering “improved social, economic and environmental outcomes for everyone.”

Information in relation to the actions, projects and plans that are being taken forward in 2019/20 can be found in the relevant Directorate Delivery Plans. These plans are available on the council’s website at www.derrystrabane.com.

Monitoring and Reporting Progress

The implementation of the Corporate Plan is reported on a six monthly basis to the Senior Leadership Team and the Council’s Governance and Strategic Planning Committee.

At a directorate level, each Director has overall responsibility for monitoring progress on the commitments identified in the Delivery Plans. Six monthly progress reports and directorate service delivery plans provide information on how we are performing. These reports are presented to the relevant Committees for consideration and are available via the Council’s website: www.derrystrabane.com.

In addition, the Council will publish a Performance Report by the end of September 2019, providing details of how we have performed in the 2018/19 year. Page 176 Page Section 3: The Performance Improvement Plan 2019/20 Overview Part 12 of the Local Government Act (NI) 2014 puts in place a framework to support continuous improvement in the delivery of council services, in the context of strategic objectives and issues that are important to those who receive those services. As near as possible, to the start of each financial year, (and no later than the end of June), the Council has an obligation under the Local Government Act (NI) 2014 to publish a Performance Improvement Plan. By producing this plan, residents can find out what we intend to do over the coming year and what they can expect to see if we achieve our Improvement Objectives.

The Improvement Objectives 2019/20 and the associated sub objectives identified within this document are:

Page 177 Page  To increase employment opportunities and economic growth through a range of measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice. Sub Objectives: o To promote jobs through the NIBSUP and the Business Boost Programme o Create jobs through the Rural Business Investment Scheme o To deliver high quality festival and events growing our visitor numbers o Actively engage in the promotion and delivery of skills academies

 To assist develop healthy lifestyles through increased participation in high quality leisure and sports activities Sub Objectives: o To increase users in the Council’s leisure facilities o To improve health and wellbeing in targeted and underrepresented groups through leisure and sport opportunities that enables everyone in DCSDC to lead full and active lives. o Maintain current high levels of customer satisfaction/net promoter score o To improve participation rates for those living in deprived areas

 To protect and enhance the environment through creating and supporting a culture of environmental stewardship. Sub Objectives: o To protect and promote our natural and built assets o To protect and enhance our environment

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

Whilst this plan focuses specifically on our key Improvement Objectives, we are still seeking to bring about improvement in other areas. Planned improvements in our day to day business are set out in our Directorate Delivery Plans/Service Plans. All of our Page 178 Page Directorate Delivery Plans / Service Plans can be accessed from our website.

Arrangements to promote continuous improvement Under the 2014 Act, the Council must make arrangements to secure continuous improvement in its functions in terms of one or more of the following criteria:  strategic effectiveness;  service quality;  service availability;  fairness;  sustainability;  efficiency; and  innovation.

As part of this duty, each year the Council will set itself “improvement objectives” and make arrangements to secure achievement of its improvement objectives. In determining these improvement objectives, the Council will consult the following:  persons liable to pay rates in respect of hereditaments in the district;  persons who use or are likely to use services provided by the council;  persons appearing to the council to have an interest in the district

Once agreed, the Council will collect information during the year which will allow it to assess whether it has met these improvement objectives and will also measure its performance in regard to self-imposed performance indicators and standards.

In addition, the Council will collate information on and work to achieve any performance indicators and performance standards set by the Department for Communities.

In carrying out its year end assessment of performance, the Council will compare information across years and, where practicable, against the performance of other councils. The results of the assessment will help inform further improvement actions, as necessary.

Page 179 Page Derry City and Strabane District Council will publish its performance assessment by 30th September in the financial year following that to which the information relates; or any date that is specified by the Department. The Council is also committed to publishing an “Improvement Plan” setting out its improvement objectives as soon as is reasonably practicable after the start of the financial year to which the plan relates and no later than 30th June each year.

The Improvement Plan also contains details of statutory indicators and standards that the Council is required to meet. Arrangements/ plans /actions that will be taken to ensure delivery of these obligations along with the Improvement Objectives are set out in the Directorate Delivery Plans and are subject to scrutiny. Progress in our improvement areas/objectives and our statutory indicators will be reviewed on an ongoing basis by the relevant Directors, and by the Council’s Senior Leadership Team (quarterly reviews) and by Committees, using a wide range of evidence including update/service/project reports as well as performance reports (6 monthly). Our six monthly directorate performance reports can be viewed on the Council’s website.

In the event, of our performance standards not meeting our expectations, corrective measures will be identified and taken forward. All of these actions/elements are set in the context of the Council’s Corporate Planning, Improvement and Performance Review Framework which mainstreams these objectives within our planning, monitoring, review and reporting systems.

The Council is keen to engage with all stakeholders in delivering continuous improvement and welcomes all feedback and suggestions.

Identifying our Improvement Objectives Whilst we are constantly striving to improve all our services, it is important for us to identify a small number of areas where we want to focus our attention in order to achieve significant improvements more quickly. These areas are called Improvement Objectives. Page 180 Page Listed below are the four specific areas we have identified as Improvement Objectives for 2019/20. An initial list of potential improvement objectives 2016-17 was informed by:  Our emerging Community Plan objectives;  Our annual directorate/ service planning process;  Information on how Council services are performing including customer feedback where available and the Citizen Survey; and  Our corporate risks.

These improvement objectives were subsequently reviewed in the context of the Inclusive Strategic Growth Plan 2017-2032 (Our Community Plan), as well as in respect of progress made / learning from 2018/19 and feedback from the Northern Ireland Audit Office. One of the objectives remains unchanged, and the other three have been refined in order to help clarify the improvements / outcomes that the Council strives to deliver.

These updated Improvement Objectives for 2019/20 will be subject to consultation to ensure that they meet the needs and aspirations of our stakeholders. The four Improvement Objectives for 2019/20 are set out in the table below. This table also shows how each individual improvement objective relates to the improvement criteria set out in Part 12 of the Local Government Act (NI) 2014:

Improvement Objective Criteria: Strategic Effectiveness Service Quality Service Availability Fairness Sustainability Efficiency Innovation To increase employment opportunities and economic growth through a range of        measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice. Sub Objectives:

Page 181 Page  To promote jobs through the NIBSUP and the Business Boost Programme  Create jobs through the Rural Business Investment Scheme  To deliver high quality festival and events growing our visitor numbers  Actively engage in the promotion and delivery of skills academies

To assist develop healthy lifestyles through increased participation in high quality       leisure and sports activities Sub Objectives:  To increase users in the Council’s leisure facilities  To improve health and wellbeing in targeted and underrepresented groups through leisure and sport opportunities that enables everyone in DCSDC to lead full and active lives.  Maintain current high levels of customer satisfaction/net promoter score  To improve participation rates for those living in deprived areas To protect and enhance the environment through creating and supporting a culture       of environmental stewardship. Sub Objectives:  To protect and promote our natural and built assets  To protect and enhance our environment

To deliver improved customer satisfaction by improving customer support services     and processes

The Improvement Objectives are described in the following pages. For each objective we have identified a rationale, expected

Page 182 Page outcomes, actions we are going to take to make a difference and how we will measure progress.

Our Improvement Objectives will be delivered through dedicated plans that detail the relevant actions, success measures, resources, timescales and accountabilities for delivery. Risk registers will also be prepared to help mitigate against non- delivery. Improvement Objectives 2019/20

Improvement To increase employment opportunities and economic growth through a range of measures including Objective 1 creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice.

Sub Objectives  To promote jobs through the NIBSUP and the Business Boost Programme  Create jobs through the Rural Business Investment Scheme  To deliver high quality festival and events growing our visitor numbers  Actively engage in the promotion and delivery of skills academies Page 183 Page Lead Officer Director of Business and Culture

Why we selected this objective

As part of the reform of local government, Councils were required to complete a Community Plan. This plan had to embody the entire community, voluntary, statutory and private sectors. DCSDC embarked on this process in June 2015 and have completed over 5000 community engagements and consultations as part of the development of the Strategic Growth Plan to 2032. The plan is separated into three pillars:-  Social Wellbeing  Economic Wellbeing  Environmental Wellbeing In turn each pillar has a number of themes, eight in total across the three pillars.

The focus on the need for employment opportunities came through very strongly throughout the consultation process. This year we decided to concentrate on all programmes that will support and deliver increased employment opportunities and/or economic growth in the city and district.

62 There are several supporting outcomes that have been agreed through the consultation process, namely:-  Meaningful and rewarding employment is available to everyone.  We are more entrepreneurial, creative and business ready and have grown our economic base.  Our economy is better connected and more prosperous  We are more specialised and innovative and have competitive advantage. These supporting outcomes are required in order to put in context the main outcome.

The main challenges that have been identified are:-  Lack of activity to encourage entrepreneurial spirit within young people at 1st, 2nd and 3rd level education.  Marketing/rebranding exercise required at a City/Regional level and at event level.  Lack of promotion of B2B, B2C opportunities. Page 184 Page  Lack of promotion of entrepreneurs & culture/city in general. Opportunities:  More engagement with local schools, colleges and university  Having a society that makes entrepreneurship possible  Encouraging motivation for entrepreneurship and embedding it within the culture of the education curriculum.  Providing strong awareness within the youth of what being an entrepreneur involves.  Requirement for a specialist forum for exchange and development and progression of new business ideas for potential entrepreneurs.

What benefits citizens will see: Target Outcomes for 2019/20 The Outcomes that Council will be directly responsible for are as follows:  Total jobs promoted – target 140 jobs (subject to review by DfE)  Business Boost Programme – target 100 jobs created  Skills Academies delivered in line with market demand  Rural Business Investment Scheme  Visitor Numbers

63 What actions are we taking to make a difference in 2019/20

 Provide programmes to increase employability  Support creation of new sustainable jobs in the council area  Strengthen the local business base by assisting businesses to become more competitive in indigenous and export markets  Deliver Rural Development Business Support

How will we measure progress?

 Numbers of jobs promoted through NIBSUP/Business Boost Programme*  Number of jobs created through Rural Business Investment Scheme* Page 185 Page  Number of visitors to the festival and events  Delivery of skills academies in conjunction with our education partners to meet market demand.

* Progress will be reported on a quarterly basis to Business & Culture Committee

2018/19 Improvement Objective Achievements: In 2018/19, we had an Improvement Objective which was “To increase employment opportunities and economic growth through a range of measures including creating new business start-ups, supporting existing business and delivering visitor growth as a destination of choice”. Key achievements included:

Economic Development & Job Creation  Northern Ireland Business Start Up Programme o 94 jobs promoted (up to December 18)

64 o 153 no. Business plans delivered  Business Boost o Over 190 full time jobs promoted (from April 2018-December 2019) o 541 Mentoring days delivered up to December 2018 o 13 Referrals to Invest NI resulting in £295,000 towards £1.09m of additional investment into the region with the aim of promoting: . £1.4m of external sales (outside NI including GB) . £1.06m export sales (outside the UK).  Delivery of Enterprise Week 2018 (5th – 9th March) o 28 Events o Over 900 Attendees Page 186 Page o 97% of respondents rated Enterprise Week as excellent or good  Delivery of Fashion Fest 2018 (13th October) o 350 attendees o 19 designers participating  Delivery of Christmas Business Programme including: o Winterland Market 14th -17th December 2018: . 29 traders . Over 65,000 visitors to Guildhall Square over duration of Christmas Market, this represents an increase of 24% from the previous week (52,865) . The busiest day of the market was Friday 14th December with 18,671 people through Guildhall Square o Strabane Christmas Fayre: . 29 traders . 1,800 footfall  Rural Business Christmas Programme: o 34 business participants re. Rural Towns o 12 no. businesses receiving £250 marketing funding (£3,000)  290 no. Strabane BID Gift Card sales over Christmas period at a value of £9,353

65  Secured €110,495 funding re. Devise Project (Interreg Europe)  DCSDC selected by European Union to participate in the Digital Cities Challenge  City Start: o 10 no. businesses recruited o £15,000 funding allocated  Provided £10k to 7no. Businesses through £10K Business Start Up Challenge  Designer Start Up Programme: o 8 no. designers showcasing at Pure London

Employment, Skills & Training  Designed, delivered and joint funded with NWRC 2 x Software Fundamentals courses with 10 local ICT companies x 40

Page 187 Page participants  Match funding awarded to five ESF projects - Women’s Centre, Triax, USEL, Conservation Volunteers & Job Directions. The projects have secured a total £2.5m EU funding per year for 4 years  Apprenticeship marketing campaign `GET PAID, GET QUALIFIED, GET AHEAD’ rolled out with NWRC, Careers Service and Private Training Organisations (PTOs)  Acted as Secretariat to Education & Skills Delivery Partnership established to deliver on Strategic Growth Plan  Education & Skills Delivery Partnership infrastructure established: o Digital & Creative Technologies Sub Group o Advanced Manufacturing & Engineering Sub Group o Hospitality & Tourism Sub Group o Learning City Sub Group o ESF Local Forum  Appointment of Learning City & Region Co-ordinator  STEM features in Belfast Telegraph, Irish News and Newsletter  Supported Conservation Volunteers to run a pilot health & well-being Level 2 Certificate in Work-based Horticulture in Brooke Park

66  Supported Foyle Sail Training Voyages in conjunction with the Loughs Agency for a vocational training programme as part of the Maritime Festival Page 188 Page

67 Improvement To assist develop healthy lifestyles through increased participation in high quality leisure and sports Objective 2 activities

Sub Objectives  To increase users in the Council’s leisure facilities  To improve health and wellbeing in targeted and underrepresented groups through leisure and sport opportunities that enables everyone in DCSDC to lead full and active lives  Maintain current high levels of customer satisfaction/net promoter score  To improve participation rates for those living in deprived areas

Page 189 Page Lead Officer Director of Heath and Community

Why we selected this objective

Derry City and Strabane’s Inclusive Strategic Growth Plan 2017- 2032 sets out the strategic community planning partnership’s vision for health and wellbeing and the overall outcome to support people live long, healthy and fulfilling lives. Four key areas for improvement have been identified: active ageing and more independent living; reduced health inequalities; increased physical activity; improved mental health. Related considerations which informed the development of the Directorate’s performance improvement objective include:  Plans for the development of a new regional sport and leisure facilities at Templemore and in Strabane  New facility developments at Brandywell Stadium, Melvin Sports Arena, Prehen Boathouse, Leafair and Corrody Road  Need to build the capacity of local sports and recreational clubs to become more sustainable and encourage higher levels of participation and proficiency  Intervention needs for sports and physical activities programmes to promote greater activity by people with a disability, women, girls, older people and those living in areas of higher social need  Opportunities presented by partner organisations to engage in pilot initiatives using physical activity to deliver health benefits

68 The key focus areas for health and well-being improvement will be to address key issues identified within the community plan through leisure, sport and healthy living activities:  Physical and mental wellbeing  Reduced health inequalities including addressing chronic conditions  Increased physical activity  Ageing actively and independently  Making the most of the physical environment  Strengthening collaboration for health and wellbeing

Page 190 Page Source: NISRA, Population Projections (2016 based)  The population of DCSDC is projected to get older by 2028 and through to 2041.  By 2041, it is projected that the number of those aged under 16 will fall to 28,040 (19.2%), down from 32,806 (21.8%) in 2016.  The numbers of residents in the age bands, 25-44 and 45-64, are also projected to fall as well as making up proportionately less of the DCSDC population.  By 2041, the number of people aged 65 and over is expected to increase to 35,150 resulting in this age category making up nearly a quarter (24.1%) of the DCSDC population.  The area exhibits life expectancy levels on a par with NI but on closer inspection the urban deprived super output areas have levels far below those in affluent or rural areas. Health outcomes were worse in the most deprived areas than in the DCSDC as a whole across all 26 indicators  Some 30,925 people (21%) live in areas defined as deprived. Analysis of super output data suggests there are forty output areas, almost half in rural areas, that contain deep pockets of multiple deprivation.  Within DCSDC all health and wellbeing indicators were worse than the NI average with the exception of the standardised admission rate for circulatory disease  Cancer rates, prescriptions for anti-depressants, admission rates to A&E for residents from the most deprived areas are all multiples of the rates for NI in non-deprived areas

69 The NISRA continuous household survey 2017/18 considers the levels of engagement in culture, arts and leisure by adults in NI. The DCSDC analysis which combines data across more than 1 year indicates that:  54% of residents had participated in sport within the last 12 months; this is however lower than the NI average of 53%  49% of residents who engaged in sport and physical activity participated at least once a week  23% were members of a sports club

The NI Life and Times survey 2015 records the attitudes of 16 year olds on a range of issues including sport:  48% of DCSDC respondents take part in a sports club or a gym outside of school (NI average is 52%)  21% of respondents never spend time doing sport (NI average is 12%)  In 2015, 80% of DCSDC respondents would like to do more sports or physical activity

The Young Persons Behaviour and Attitude Survey for NI indicated that 17.1% of school children participate in physical activity 3 times per week. Page 191 Page Whilst not a direct comparator the NI kids Life and Times survey 2015/16 of P7 children in NI indicates that:  9% of DCSDC respondents never played sports or did any physical activity ( NI average is 7%) and 31% spend 60 minutes a day up to 4 times a week playing sports or doing physical activity and 47% spent at least 60 minutes 4-7 times a week

The overall levels of physical activity within Northern Ireland remain lower than UK averages, with the population of the Western Trust figures indicating that only 49% of the population meet the recommended Chief Medical Officer guidance of 150mins of physical activity per week as included with in Data from NI Health Survey (not available at LGD level).

The Citizen survey (2015) undertaken within the DCSDC area based on a random sample of 1,400 households across the district during May to July 2015 identified the following:  Given their location in larger urban areas the most frequently used facilities were Templemore (23%); Lisnagelvin (21%); Riversdale (27%) and Melvin 18%.  User satisfaction (satisfied or very satisfied) ranged from 61% at City Baths to 90% at Melvin Park Sports Complex.  The frequency of use of leisure facilities ranged from 4% using facilities most days; 11% using facilities once a week; 13% using facilities a few times a year; 19% not using facilities; to 12% who have never used facilities

70  27% of DCSDC respondents do not spend any time per week on moderate intensity aerobic activities ( e.g. cycling, fact walking/hiking, pushing a lawnmower etc.) whereas 58% spend 30 minutes or more on these activities  60% of DCSDC respondents do not spend any time per week on vigorous – intensity aerobic activities (e.g. jogging/running, games of single tennis, football. rugby, hockey, martial arts), whereas 31% spend 30 minutes or more on these activities.

Leisure centres and sports programmes play an important role in increasing participation. User visits across all Council Leisure sites is increasing year on year: 917,735 in 2016/17 to 940,000 in 2017, 18 and with the current 19/20 9 month out-turn figure reaching 775,978 with the expectation that this will reach £1m by the end of the financial year. Opportunities exist for developing a more focused approach to assessing the impact on the general health and wellbeing of participants through the annual user survey. For 2018/19 this will capture the frequency of attendance, progress against the 150 minutes of physical activity per week, impact of participation on health and adequacy of facilities. Page 192 Page Other specific programmes with in- built monitoring arrangements are being run on a pilot basis to address sedentary behaviours with programmes for specific health related conditions such as obesity and diabetes through GP referral; and family support programmes involving diet, nutrition and exercise and Cancer. A number of evaluation studies in respect of these have been completed highlighting the health and wellbeing benefits to be gained through physical activity.

Example The Sport NI Everybody Active (EBA) (June 18) evaluation undertook surveys with 4,950 (aged 4-11) participants across the 11 Council areas, with 2,109 children completing the survey. Of the Everybody Active participants 47.3% take part in/play sport 3+ times a week, 24.2% have other things to do and 33.2% prefer to do other things rather than sport and physical activity; some 56% were also members of a sports team. The EBA young people (aged 12-17) before taking part in the EBA programme only 44% took part in sport or physical activity; however following their participation 50.7% had increased the frequency with which they took part. Post the programme 93.4% stated they would like to continue sports participation and 65.9% said that taking part in EBA had a positive impact on their health and fitness. Barriers to participation included homework and time, with notably 24.4% stating that nothing prevents them from participating.

71 Adults engaged in the EBA programme (18+) stated that 95.6% would like to continue participating in sport or physical activity with 82.1% saying EBA has had a positive impact on their health and fitness. Barriers to participation in sport and physical activity were identified as time and not feeling fit enough, with notably 22.7% saying nothing prevents them participating. This programme targets 12,000 new participants per annum.

Example The Macmillan Cancer programme, targeting 100 new participants per annum, will complete the first operational year in June 2019 will be assessing the impact of physical activity on fatigue, tiredness, energy, self-care, amount of exercise undertaken before the programme and overall support for the programme. Impact assessed based on a 10% increase in participants improved ‘quality of life’ (Macmillan QOL Pre and Post 13 point survey).

Example

Page 193 Page The physical activity referral programme targets 450 participants’ per annum special designated populations to include: obesity, musculoskeletal and diabetes. Improve participants net health score by 20% by completion of the programme (PARP Pre and Post Survey Results)

Example The ‘Get Out Get Active’ (GOGA) is designed to help physically inactive members of the local community, who need encouragement and support, to take those first steps towards a more active, healthy lifestyle. The Programme specifically aims to providing both sport and physical activity opportunities for people with a disability in a bid to encourage less active people of all ages and abilities to be more physically active. Impact measured on participant opportunities created and follow up questionnaires, surveys, case studies. The accumulative impact of facility development, targeted programme initiatives and more focused impact analysis requires a longitudinal approach. On this basis it is proposed that the performance improvement objective is retained for a further period of 2 years. The overall NI baseline for physical activity has remained relatively static over a number of years and given the nature of the outcomes a long term approach is required to generate the level of behavioural change required. This will require a collaborative approach with a range of stakeholders not least with the wider health family. The community plan highlights this aspiration of developing long, healthy and fulfilling lives.

72 The Council has committed to improving the quality of its leisure and sports facilities with an agreed programme of capital works for leisure centre development, pitch and changing facilities, pontoon access. This will be the catalyst for stimulating increased participation and for the delivery of programmes which target key participant groups including disadvantaged, Older people, women, and children, those with a disability and those with specific health conditions.

Why we have decided to keep this as an improvement objective for 2019/20

Whist we have redefined this objective in order to provide clarity in what we are aiming to achieve, the outcome of healthy lifestyles is consistent with our healthy lives objectives set in the previous years. Page 194 Page The accumulative impact of facility development, targeted programme initiatives and more focused impact analysis requires a longitudinal approach. On this basis it is proposed that the performance improvement objective is retained for a further period.

What benefits citizens will see: Target Outcomes for 2019/20  Increased opportunities to participate in sport, and leisure activities  Assistance to develop healthy lifestyles through participation in sport, and leisure activities  Increased participation in high quality leisure and sports activities – target 1,000,000 leisure user visitor numbers (paid visits) in 2019/20

What actions are we taking to make a difference in 2019/20

Develop a sport, physical activity and wellbeing plan. Deliver Healthy Towns programme. Deliver McMillan Move More Support programme – 100 participants living with or beyond cancer.

73 Roll out of Peace 4 Sports Development Programme. Delivery of Cross Border Sports Development Programme developed and funding secured £250k. Delivery of 6 seasonal district wide sports camps with 250 participants. Roll out of Athlete Support Membership allocating and renewing 60 memberships. Implement a user survey at leisure centres to include both customer satisfaction and focused impact of health benefits. 3,000 children participating in structured swimming programme. Lead business case planning and design process for:  Strabane Leisure Centre to Design Stage 4  Templemore Sports Complex to Design Stage 4  Prehen Pontoon Development to Design Stage 4  Daisyfield/Brandywell Sports Centre Development to Design Stage 4 Completion of 2 SIF Pitch Projects (Leafair and Corrody Road)

Page 195 Page Progress Melvin Multi-Sport Hub Development to Design Stage 4 and identify funding opportunities. Increase leisure user visitor numbers (paid visits) to 1,000,000 visits per year and –  Achieve Everybody Active targets of 12,000 participants per year for targeted programmes -  2k Disability Participants  5.5k Female Participants  4.5k Area of High Social Need Participants  Achieve 450 participation completion rate for Physical Activity Referral Programme (PARP) targeting those with health risks relating to obesity, diabetes or musculoskeletal conditions. Achieve Athlete Support Membership of target of 60 participants. Contractor appointed for Waterside Shared Village Project. Progress design and development of Council’s Strategic Community Centre Investment Programme: Ballymagoarty/Hazelbank - Design Stage 4 Culmore CC - Design Stage 4 Top of the Hill – construction work completed Lincoln Courts - construction work completed Glenview CC – options appraisal and business case completed

74 Letter of Offer received and procurement of contractor commenced for Gallaigh CC and Shantallow CC

How will we measure progress

 Leisure user visitor numbers  Number of Everybody Active participants per year for targeted programmes.  Number of completed Physical Activity Referral Programme (PARP) targeting designated special populations – those with obesity, diabetes or musculoskeletal condition  Number of participants in Macmillan Move More Programme Page 196 Page o % of participants reporting improvement against indicators of fatigue, tiredness, energy, self-care, amount of exercise before programme and support for the programme  Number of participants in NW Sporting Pathways programme  Number of athletes enrolled in the Elite Athlete Membership Scheme  Number of participants in the Coach Education programme and CPD Courses to support Coach and Club development  Number of participants through Sport NI and EBA 2020 grant aid programme  User satisfaction/Net promoter score  Average Quarterly Mystery Visit Score across all leisure facilities  Leisure Centre User assessment of impact on: o General health o Physical health o Mental Health o Specific medical condition o CMO guidelines of 150 minutes per week o Adequacy of facilities

 The APSE Leisure performance indicators

75 2018/19 Improvement Objective Achievements: During 2018/19, we had a related Improvement Objective of: “To help people develop long, healthy and fulfilling lives by increasing participation in high quality leisure, sport and healthy living activity”. During the past year we have achieved the following in relation to this Improvement Objective:

 Opening of 3G pitch at Melvin Sports Complex.  Refurbishment at Riversdale LC of changing rooms.  Investment of £100k for new indoor spinning bikes and £190k for fitness equipment at Templemore SC.  Improved provision for rugby in the Strabane area with the establishment of the grass pitch at the Meadows.  Achievement of over 1million users through our leisure and sports facilities.  Distribution of £160,040 sports development grant aid funding. Page 197 Page  Successful launch of Macmillan Move More Programme to support cancer patients.  Successful launch of £250,00 cross border North West Sports Partnership  Establishment of Melvin Arena and Foyle waterways Networking Groups.  Enhanced delivery of summer multi skills camps.

76 Objective 3 To protect and enhance the environment through creating and supporting a culture of environmental stewardship.

Sub-Objectives  To protect and promote our natural and built assets  To protect and enhance our environment

Lead Officer Director of Environment and Regeneration

Page 198 Page Why we have selected this objective

This improvement objective relates directly to the Strategic Growth Plan objective that we live sustainably – protecting the environment, under the theme of Physical and Environmental Regeneration. This was a key theme that emerged during the significant engagement process carried out as part of the development of the Strategic Growth Plan. The improvement objective will allow us to pull together the actions that will demonstrate that we are protecting and enhancing our local environment and the partnership approach that we have taken to maximise effect.

What benefits citizens will see: Target Outcomes for 2019/20  An enhanced public realm and built environment o £11,500,000 value of capital projects completed o Average processing time of local planning applications : 15 weeks o Average processing time of Council received major/strategic planning applications: 30 weeks o % Enforcement cases by 39 weeks: 70% o % streets achieving grade B or above : 85%  More sustainable management of waste

77 o Reduction in volume of biodegradable waste to landfill to 19,093 tonnes o % of household waste recycled and composted : 50%

What actions are we taking to make a difference in 2019/20 Capital Development  Collaboration with Translink on the development of new £26m North West Multimodal Transport Hub, including a new greenway linking Hub to Ebrington and Peace Bridge  Manage the environmental assessment of suitability of preferred site for development as a new strategic West Bank cemetery for Derry City, including advancing a concept lay out plan of the proposed cemetery in preparation for submission of a planning application.  Manage the development of detailed designs for the three routes for the crossborder North West Greenways project and preparation of tenders.

Page 199 Page  Manage the construction of £1.06m of new, or refurbished, off-road greenways at Clooney and Kilfennan.  Manage development of detailed designs for new £47m strategic sports and leisure centre at Templemore and new £17m sports centre at Canal Basin  Manage the construction of £7.2m of new community centres within the city and district.  Manage the construction of £2.24m worth of new SIF funded community sports facilities at the Top of the Hill and Leafair.  Manage to completion of the design of new £6.5m shared space community sports facility at Irish Street/Top of the Hill  Manage the detailed design and construction of £1.0m of new rural village community play and leisure facilities.  Manage development of detailed designs for £3m of new community cultural facilities in the Fountain and Bogside ‘Urban Village’ areas.  Manage the detailed design of £940k of new rural community play and sports facilities at Magheramason and Newtownstewart.  Introduce facilities so that customers can apply on line for certain types of Building Control approvals and request site inspections on-line, or via a dedicated contact phone line.  Develop a Regional Energy Strategy and implement energy efficiency projects to reduce energy consumption and offset carbon emissions.

78 Planning  To continue to meet average processing times of local development management planning applications to meet Statutory KPI Target of 15 weeks. Preliminary DfI Statistics for Quarter 3 show a current figure of 14.2 weeks. Review improvement target following DfI year-end figures in 2018/2019 in June 2019.  To improve by 2 week the year-end average processing times of Council only major planning applications to meet Statutory KPI Target of 30 weeks. Improvement target will be identified following DfI year-end figures in 2018/2019 in June 2019.  Reduce the number of planning applications that have not been concluded within 12 months by 2%. Year to date DfI Statistics show a current figure of 20.9% (target figure is 18.9%).  Improve closure of Enforcement Cases to meet the Statutory KPI Target of 70% within 39 weeks. Preliminary DfI Q2 Statistics show a current figure of 66.2%. Page 200 Page  Reduce the number of Enforcement Cases that exceed 24 months by 50%. Year to date DfI Statistics show a current figure of 40.6% of all cases (target figure is 20.3%).  Publication of LDP Draft Plan Strategy and associated documents.  Continued Implementation of a further 10 Recommendations of Service Improvement Plan

Environment  Introduce a rural roads litter clearing service across the district  Roll out green waste collections to approximately 12,000 properties across urban areas  Continue with the development of a Climate adoption Plan  Take forward the Green Infrastructure Plan  Progress the review of play provision across the City and District  Progress plans with regard to restoration works at a number of historical cemeteries across the district  Take forward communication and awareness initiatives on a cross directorate basis  Progress with the development of play facilities across the district  Progress with improvement works at Castle Park, Castlederg

Regeneration

79  Secure EU funding for the delivery of the Riverine PEACE IV Project for Strabane & Lifford  Delivery of Conservation-led Environment Improvement Scheme at Bishop Street Car Park  Delivery of Revitalisation Shopfront Schemes in Strabane Town Centre – Butcher Street/Church Street areas  Design of Revitalisation Shopfront Schemes in Derry City Centre Scheme – Carlisle Road and Spencer Road  Delivery of Rural Development Programme Village Renewal – small capital schemes element  Complete the Heritage/Conservation Masterplan for Sion Mills  Complete a Conservation Masterplan for Boom Hall Site & identification of viable regeneration/development options with all interested parties  Continued delivery of the joint DCSDC-DfC HED Heritage Development Programme  Produce a regeneration Masterplan for the former Faughan Valley School site at Drumahoe  Delivery of the Urban Villages-funded Abercorn Road Revitalisation Scheme  Produce a public Realm plan for the environs adjacent to the multi-model transport hub at Duke Street

Page 201 Page  Completion of the restoration of the City Walls Plinth  Prepare a development framework for the Strabane Canal Basin Regeneration site  Complete the third-party development agreement in respect of the Ballynagard social housing and community recreation project  Issue a publicly tendered development brief for the regeneration of the Prehen Boat Club site  Continue to support the capital projects identified under the Urban Villages Project  Design & delivery of heritage-based projects working on a cross-Departmental collaborative basis between Environment & Regeneration and Business & Culture Directorates

How will we measure progress  Value of capital projects completed on site £  Total number of applications processed by Building Control  Energy Consumption (Kwhrs)

80  Energy Consumption (Value)  Average processing time of Local Planning Applications (DfI Statutory Target is 15 weeks)  Average processing time of Council received Major/Strategic Planning Applications (DfI Statutory Target is 30 weeks)  % Closure rate: Closure times of Enforcement Cases by 39 weeks (DfI Statutory Target is 70%)  Total number of Planning Applications Received  Reduce the volume of Biodegradable waste to landfill  % of household waste recycled and composted  % of streets achieving grade B or above

Page 202 Page During 2018/19, we achieved the following in relation to this Improvement Objective:

 Significant improvement in processing time for local and major planning applications.  98.9% approval rate for planning applications.  Planning permission approved for approximately 536 private homes, 54 apartments, 273 social houses in addition to many major strategic housing applications  Completion of new £1.5 combined soccer, rugby and gaelic football 3G pitch facility at Melvin Sports Centre, Strabane.  Completion of new £1.3m regional play park and 3G MUGA at Drumahoe.  Completion of £1.0m play park, synthetic pitch and changing pavilion at Kilfennan Country Park.  Completion of £915k play park, synthetic pitch and changing pavilion at Ballymagroarty  Completion of £160k of new car parking provision at Irish Street Community Centre .  Completion and opening of SIF play projects at Kilfennan, Ballyarnett, Brandywell and Ballymagroarty Completion of District Play Park at Drumahoe  Installation of new Christmas Lighting schemes at Plumbridge, Newbuildings, Magheramason,  Ulster in Bloom – Winner City Category  Britain in Bloom – Gold Award  NILGA Awards – Winner, Local Government Award for Excellence in Environmental Sustainability

81  Live Here, Love Here Awards – Bio Diversity on Your Doorstep  Northern Ireland Amenity Council – Best Kept City and Community Achievers Award  Introduction of food waste collection service to an additional 2500 properties.  Coordination and resubmission of the PEACE IV Riverine Project application to SEUPB with a value of €9.5m (decision pending)  £500k of external funding from Urban Villages Programme secured to deliver a Revitalisation (Façade Improvement) Project targeting commercial and residential properties on Abercorn Road  £80k of external funding from Department for Communities secured to deliver a painting/decoration scheme of key heritage buildings in Derry’s Historic Walled City Conservation Area  £20k of external funding from Department for Communities secured to commence the design work as first stage implementation of a proposed Revitalisation Project in Strabane Town Centre  £150k of external funding from Department for Communities secured to design and deliver the restoration of the City Walls

Page 203 Page plinth  Completion of the final stage of Phase II Townscape Heritage Initiative programme in Derry in terms of the regeneration of the 4 final properties with a total externally funded capital development value for the 2018/19 period amounting to £1.1m  Completion of a technical and business feasibility study for the regeneration of the Strabane Canal Basin site and preparation of a Strategic Outline Case to support the City Deals submission  Collaboration with Translink on the development of new £26m North West Multimodal Transport Hub, including a new greenway linking Hub to Ebrington and Peace Bridge  Manage the environmental assessment of suitability of preferred site for development as a new strategic West Bank cemetery for Derry City, including advancing a concept lay out plan of the proposed cemetery in preparation for submission of a planning application.  Manage the development of detailed designs for the three routes for the crossborder North West Greenways project and preparation of tenders.  Manage the construction of £1.06m of new, or refurbished, off-road greenways at Clooney and Kilfennan.  Manage development of detailed designs for new £47m strategic sports and leisure centre at Templemore and new £17m sports centre at Canal Basin.  Manage the construction of £7.2m of new community centres within the city and district.

82  Publication of LDP Draft Plan Strategy and associated documents.  Introduce a rural roads litter clearing service across the district  Roll out green waste collections to approximately 12,000 properties across urban areas  Continue with the development of a Climate adoption Plan  Take forward the Green Infrastructure Plan  Progress the review of play provision across the City and District

Further information is available in the Environment and Regeneration Directorate Delivery Plan 2019/20. Page 204 Page

83 Objective 4 To deliver improved customer satisfaction by improving customer support services and processes.

Lead Officer Lead Democratic Services and Improvement Officer

Why we have selected this objective The Council’s mission is to deliver improved social, economic and environmental outcomes for everyone. This is supported by corporate values, including to be a centre of excellence and innovation with a clear focus on outcomes and delivery.

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, Page 205 Page e-mail, the Web, mobile devices, 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.

Why we have decided to keep this as an improvement objective for 2019/20

We have carried this improvement objective forward as:  We value our stakeholders and recognise the importance of providing accessible, customer focused services  We recognise that more work is required to achieve improved processes / satisfaction levels  We wish to work towards a recognised framework for customer excellence

What benefits citizens will see: Target Outcomes to be achieved in 20119/20  More accessible , customer orientated services  Evidence of high customer satisfaction 84  Maximum average time to answer external calls (seconds)(Council overall): 10 seconds  Maximum % abandoned external calls: 5%

What actions are we taking to make a difference in 2019/20  Progress work against the Customer Service Excellence criteria by delivering Customer Care training to all appropriately identified staff  Progress work against the Customer Service Excellence criteria by delivering telephone training to all appropriately identified staff  Carry out surveys, within 3 months of training completion to assess if improvement has been achieved in Customer Care and Telephone Handling Page 206 Page  Reduce response times for FOIs, EIRs and Complaints by developing and providing awareness/training sessions for all staff  Develop Council intranet site (in liaison with IT) to provide single source for all information regarding GDPR and Customer Care  Provide 2 briefings to reception staff on section functions and services  Undertake survey/feedback for guests of the Mayor  Undertake Resident/stakeholder survey

How will we measure progress  Telephony - Average time to answer external call (seconds) (Council overall)  Telephony - % abandoned external calls  % satisfaction score for telephone enquires (mystery shopper)  % satisfaction score for reception visits (mystery shopper)  % of all publications emanating from Council which comply with Code of Practice on Producing information  % compliance with FOI, EIR, SAR timelines  % access support requests facilitated for Council run meetings / events met  % satisfaction with Irish language services

85  Number of formal complaints received  Number compliments received  Number of facilities with improved environment for those with a sensory impairment

To date during 2018/19, we achieved the following in relation to this Improvement Objective:  Achieved target call handling response times in the majority of service areas  Improved staff awareness of policies relating to customer care  Achieved high satisfaction levels for the provision of Elected Member support services and for the provision of Irish Language Services  Collated evidence of customer satisfaction

Page 207 Page  Implemented an Autism Impact Action Plan in Council Offices  Policy Officer (Equality) and Autism Impact Champion delivered Autism awareness training to staff within the Council offices  Just A Minute initiative has been adopted by Council  Provided training to Marketing and Communications staff on Code of Practice on Producing Information  Provided training to Marketing and Communications staff on Code of Practice on Organising Accessible Events

86 Statutory Indicators:

In addition to the four Performance Improvement Objectives identified, Derry City and Strabane District Council is also committed to meeting the following seven statutory performance indicators / standards. Ref Statutory Indicator Standard to be met (annually)

ED1 The number of jobs promoted through business start-up activity 140* (Business start-up activity means the delivery of completed client led business plans Page 208 Page under the Department of Enterprise, Trade and Investment’s Regional Start Initiative or its successor programmes.) P1 The average processing time of major planning applications. Major applications processed from [An application in the category of major development within the meaning of the date valid to decision or withdrawal Planning (Development Management) Regulations (Northern Ireland) 2015(a)] within an average of 30 weeks. P2 The average processing time of local planning applications. Local applications processed from [Local applications means an application in the category of local development within date valid to decision or withdrawal the meaning of the Planning (Development Management) Regulations (Northern within an average of 15 weeks. Ireland) 2015, and any other applications for approval or consent under the Planning Act (Northern Ireland) 2011 (or any orders or regulations made under that Act)] P3 The percentage of enforcement cases processed within 39 weeks. 70% of all enforcement cases [Enforcement cases are investigations into alleged breaches of planning control under progressed to target conclusion Part 5 of the Planning Act (Northern Ireland) 2011 (or under any orders or regulations within 39 weeks of receipt of made under that Act). (b).] complaint W1 The percentage of household waste collected by district councils that is sent for In line with NILAS targets (Northern recycling (including waste prepared for reuse). Ireland Landfill Allowance Scheme)

87 [Household waste is as defined in Article 2 of the Waste and Contaminated Land (Northern Ireland) Order 1997(a) and the Controlled Waste and Duty of Care Regulations (Northern Ireland) 2013(b)] W2 The amount (tonnage) of biodegradable Local Authority Collected Municipal Waste 17,929 tonnes* that is landfilled. [Local authority collected municipal waste is as defined in section 21 of the Waste and Emissions Trading Act 2003(c)] W3 The amount (tonnage) of Local Authority Collected Municipal Waste arisings. In line with NILAS targets (Northern [Local authority collected municipal waste arisings is the total amount of local authority Ireland Landfill Allowance Scheme) collected municipal waste which has been collected by a district council] *under review Page 209 Page

88 Publishing our Improvement Objectives Our Improvement Plan containing Improvement Objectives for 2019/20 is published on the Council’s website at www.derrystrabane.com. Members of the public will also be able to access this information at the Council’s offices and can comment on our Improvement Objectives by emailing us at: [email protected] . Details of the Improvement Objectives will also be circulated to stakeholders who have participated in the community planning process for the Derry City and Strabane District Council area, where this is permissible.

Reviewing and reporting on our progress Our Improvement Objectives are a legal requirement under the Local Government Act (NI) 2014. It is important to review our progress and report to Elected Members and the public on improvements which have been achieved and where we need to do

Page 210 Page better. Progress in our improvement areas/objectives and statutory indicators will be reviewed on an ongoing basis by the relevant Directors, and by the Council’s Senior Leadership Team (quarterly reviews) and by Committees, using a wide range of evidence including update/service/project reports as well as performance reports (6 monthly). Our six monthly directorate performance reports can be viewed on the Council’s website.

Performance information, as identified in the table “how we will measure progress” and in relation to the statutory indicators will be collated from a range of sources.

In addition to publishing our Improvement Objectives at the start of the financial year, we also publish an annual Performance Report by the end of September to give a complete picture of our performance over the previous year, detailing how well we met our improvement objectives and performed against the statutory indicators / standards. In terms of this assessment, where possible, we will look at how performance compares with previous years and with other councils. In the event, of our performance standards not meeting our expectations, corrective actions will be identified and an improvement plan put in place.

We will report our performance against these (2019/20) Improvement Objectives in September 2020.

89 How to get involved We are keen to get your feedback on any of the issues covered in this document and in particular on the relevancy of our Improvement Objectives. You can also propose new Improvement Objectives, or make comments on the existing ones by emailing the Council at: [email protected]. Alternatively, you may contact us by phone on 028 71 253 253, Ext 4266.

We also have a dedicated Equality Assurance and Oversight Group which provides the opportunity to engage directly with council officers regarding the Council’s activities. If you have any queries or would like to become a member, please email: [email protected] or simply contact the Equality Officer on 028 71 253 253, Ext 6705.

The consultation web pages publish all current consultation being undertaken by the Council, and give information about how Page 211 Page people can participate.

90 Section 4 Our Councillors

PARTY NAME ADDRESS

Ballyarnett District Electoral Area

SDLP Councillor Angela Dobbins 22 Belvoir Park, Culmore, Derry, BT48 8PQ

Page 212 Page Email: [email protected] Mobile: 07709147751

SF Councillor Sandra Duffy 80 Oakbridge Park, Derry, BT48 8PY Email: [email protected] Phone: 02871354740 Mobile: 07800506328

SDLP Councillor Rory Farrell 20 Lawrence Hill, Derry, BT48 7NY Email: [email protected] Mobile: 07751699295

AONTU Councillor Anne McCloskey c/o Member Services, Council Offices, 98 Strand Road, Derry BT48 7NN Email: [email protected] Mobile: 07407513212

91 SF Councillor Aileen Mellon Shantallow Sinn Fein Office, 64b Racecourse Road, Derry, BT48 8DS Email: [email protected] Phone: 028 71359747 Mobile: 07595399553

SDLP Councillor Brian Tierney 46 Glencaw Park, Derry, BT48 8LR Email: [email protected] Mobile: 07731309734

Derg District Electoral Area

Page 213 Page SDLP Councillor Cara Hunter 27 Strahan's Road, Strabane, Co Tyrone, BT82 9SG Email: [email protected] Mobile: 07903451135

UUP Alderman Derek Hussey 38 Garvetagh Road, Castlederg,Co Tyrone , BT81 7QH Email: [email protected] Phone: 02881679921 Mobile: 07774246223

UUP Alderman Keith Kerrigan 22 Shanog Road, Castlederg, Co Tyrone, BT81 7QS Email: [email protected] Phone: 02881678587 Mobile: 07783036388

92 SF Councillor Kieran McGuire 29 Crilly Park, Killeter, Castlederg, BT81 7DX Email: [email protected] Mobile: 07971008246

SF Councillor Ruairi McHugh 74 Hillview Park, Castlederg, Co Tyrone, BT81 7PR Email: [email protected] Mobile: 07751576632

Faughan District Electoral Area

Page 214 Page DUP Alderman Maurice Devenney 19 Rosslea , Newbuildings, Londonderry, BT47 2AQ Email: [email protected] Phone: 07916009985 Mobile: 07916009985

Alliance Councillor Rachael Ferguson 112 Butlerswharf, Strathfoyle, Derry, BT47 6SR Email: [email protected] Mobile: 07515058848

SF Councillor Paul Fleming 19 Rose Court, Waterside ,Derry BT48 2DU Email: [email protected] Mobile: 07923390605

93 DUP Alderman Ryan McCready c/o Member Services, Council Offices, 98 Strand Road, Derry BT48 7NN Email: [email protected] Mobile: 07496593146

SDLP Councillor Jim McKeever 6 Tamneyreagh Park, Eglinton, Derry, BT47 3WD Email: [email protected] Mobile: 07812203362 Page 215 Page

DUP Alderman Graham Warke c/o Member Services, Council Offices, 98 Strand Road, Derry BT48 7NN Email: [email protected] Mobile: 07975709326

Foyleside District Electoral Area

SDLP Councillor Sean Carr 8 Abbey Park, Derry, BT48 9DS Email: [email protected] Phone: 02871263388 Mobile: 07751189051

SF Councillor Michael Cooper Sinn Fein Constituency Office. Rathmór Business Park

94 Bligh’s Lane, Derry, BT48 0LZ Email: [email protected] 028 71377551 (B) 07743175709 (M) SDLP Councillor Shauna Cusack 7 Lowry's Lane, Derry, BT48 0LS Email: [email protected] Phone: 02871377529 Mobile: 07919962169

SDLP Councillor Mary Durkan c/o Member Services Officer Council Offices, 98 Strand Road, Derry, BT48 7NN

Page 216 Page Email: [email protected] Mobile: 07967998136

PBP Councillor Shaun Harkin 74 Norburgh Park, Derry, BT48 0RQ Email: [email protected] Mobile: 07960404137

Sperrin District Electoral Area

SDLP Councillor Jason Barr 25 Eden Terrace, Strabane, Co Tyrone, BT82 8EN Email: [email protected] Mobile: 07549355296

IND Councillor Raymond Barr 3 Dennett View, Burndennet, Strabane, Co Tyrone, BT82 0BY

95 Email: [email protected] Phone: 02871841681 Mobile: 07775920088

SF Councillor Michaela Barr (Mayor) 1a Melvin Road, Strabane, Co Tyrone, BT82 9PP Email: [email protected] Mobile: 02871886464

DUP Alderman Allan Bresland 41 Millhaven, Sion Mills, Strabane, Co Tyrone, BT82 9FG Email: [email protected]

Page 217 Page Phone: 02881658579 Mobile: 07711129452

IND Councillor Paul Gallagher 21 Springhill Park, Strabane, Co Tyrone, BT82 8BY Email: [email protected] Mobile: 07872638565

SF Councillor Dan Kelly 100 Hollyhill Road, Knockinarvoer, GLENMORNAN, Co Tyrone , BT82 0HY Email: [email protected] Mobile: 07518696233

The Moor District Electoral Area

96 SDLP Councillor John Boyle 3 Caradale Park, Derry, BT48 0NU Email: [email protected] Phone: 028 71263154 Mobile: 07748192198

SF Councillor Tina Burke 16 Ballymagowan Park, Creggan, Derry, BT48 9RA Email: [email protected]

Page 218 Page Mobile: 07561833561

IND Councillor Gary Donnelly c/o Member Services, Council Offices, 98 Strand Road Derry, BT48 7NN Email: [email protected] Mobile: 07802648444

SF Councillor Patricia Logue 190 Lecky Road, Derry, BT48 6NR Email: [email protected] Phone: 028 71361949 Mobile: 07851313583

PBP Councillor Eamonn McCann 13 Westland Avenue, Derry, BT48 9JE

97 Email: [email protected] Phone: 02871264767 Mobile: 07977924321

Waterside District Electoral Area

UUP Alderman Darren Guy 41 Rossdale, Kilfennan, Londonderry, BT47 5RD Email: [email protected] Mobile: 07730952128 Page 219 Page

SF Councillor Christopher Jackson 16 Tamneymore Park, Derry, BT47 2EG Email: [email protected] Phone: 02871349357 Mobile: 07841697856

DUP Alderman Hilary McClintock 7 Hazelbank Road, Drumahoe, Londonderry, BT47 3NX Email: [email protected] Phone: 02871301024 Mobile: 07787949735

Alliance Councillor Philip McKinney 170 Slaughtmanus Road, Derry, BT47 3HA

98 Email: [email protected] Mobile: 07367488526

SDLP Councillor Sinead McLaughlin 21 Altnagelvin Park, Derry, BT47 2LU Email: [email protected] Mobile: 07725946225

Page 220 Page DUP Alderman David Ramsey 40 Gortin Manor, Newbuildings, Londonderry, BT47 2TF Email: [email protected] 028 71343856 (H) 07725623897 (M)

SDLP Councillor Martin Reilly 161 Waterfoot Park, Caw, Derry, BT47 6SY Email: [email protected] 028 71360700 (B) 07812162488 (M)

99 Contact Us

We have tried to take into account the views we have received when preparing this Corporate Plan and Improvement Plan. If you wish to comment on any of these proposals, please contact us using the contact details below:

Derry City and Strabane District Council 98 Strand Road Derry BT48 7NN, or 47 Derry Rd Page 221 Page Strabane BT82 8DY

Tel: (028) 71 253 253 E: [email protected] Website: www.derrystrabane.com Find us on Facebook derrycityandstrabanedistrictcouncil Twitter @dcsdcouncil

100 This page is intentionally left blank Agenda Item 14 Title of Report: Officer Presenting: Lead Human Resources Officer New Pay Spine 2019 Author: Lead Human Resources Officer

1 Purpose of Report/Recommendations

1.0 The purpose of this report is to advise Members of the National Joint Council Agreement for a new pay spine with effect from 1 April 2019.

2 Background

2.1 The National Joint Council is the body, which negotiates pay awards for local government employees. Agreements reached by the NJC are collective agreements, which must be locally incorporated into terms and conditions of employment.

3 Key Issues

3.1 The NJC Pay Agreement for 2019 includes the introduction of a new pay spine.

3.2 Councils are required to agree locally through consultation with their recognised Trade Unions how to assimilate employees to the new pay spine.

3.3 Following detailed consultation with the Trade Unions, an approach to assimilation has been implemented and employees paid accordingly.

3.4 Agreement has also been reached on allocating points to Scale moving forward and these are detailed in Appendix 1.

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

4.1 The financial implications associated with this pay award have been incorporated in last years’ estimate process.

4.2 The Equality issues were also considered when developing proposals and reaching agreement.

Page 223 5 Recommendations

5.1 It is recommended that Members note this report and Officers continue to progress with the implementation of the Pay award.

Page 224 Pay Scales Apr 2018 (SCP 20 - 65 = 2%) Apr 2019 (SCP 23 - 59 = 2%) (Varying % from SCP 6 - 19) (Varying % from SCP 1 - 22) Hourly 2019/20 Hourly (2018/19 Year) Rate @ Proposed Rate @ SCP Proposed Salary 37hrs Change New SCP Salary 37hrs % inc Change 6 1a 1b £16,881.25 £8.7500 Scale 1 1 £17,364.00 £9.0002 2.86 7 1b £16,881.25 £8.7500 Scale 1 £16,881.25 £8.7500 Scale 1 8 1c 1b 2 £17,711.00 £9.1801 4.92 9 1c £16,881.25 £8.7500 Scale 1 10 1c £16,881.25 £8.7500 Scale 1 Scale 2 3 £18,065.00 £9.3636 6.22 11 1c Sc 2 £17,007.00 £8.8152 Scale 1 Scale 2

12 Sc 2 £17,173.00 £8.9012 Scale 2 4 £18,426.00 £9.5507 5.95 13 Sc 2 £17,391.00 £9.0142 Scale 2

14 Sc 3 Sc 2 £17,681.00 £9.1645 Scale 3 Scale 2 5 £18,795.00 £9.7419 4.58 15 Sc 3 £17,972.00 £9.3154 Scale 3 Scale 2 £18,319.00 £9.4952 Scale 3 16 Sc 3 6 £19,171.00 £9.9368 2.67 17 Sc 3 £18,672.00 £9.6782 Scale 3 18 Sc 4 £18,870.00 £9.7808 Scale 3 7 £19,554.00 £10.1354 3.62

19 Sc 4 £19,446.00 £10.0794 Scale 4 8 £19,945.00 £10.3380 2.57

20 Sc 4 £19,819.00 £10.2727 Scale 4 9 £20,344.00 £10.5448 2.65 Scale 4 10 £20,751.00 £10.7558 0.00 21 Sc 4 £20,541.00 £10.6469 Scale 4 11 £21,166.00 £10.9709 3.04 22 Sc 5 £21,074.00 £10.9232 Scale 4 12 £21,589.00 £11.1902 2.44 Scale 5 13 £22,021.00 £11.4141 0.00

23 Sc 5 £21,693.00 £11.2441 Scale 5 14 £22,462.00 £11.6427 3.54 24 Sc 5 £22,401.00 £11.6110 Scale 5 15 £22,911.00 £11.8754 2.28 Scale 5 16 £23,369.00 £12.1128 0.00 25 Sc 5 £23,111.00 £11.9790 Scale 5 17 £23,836.00 £12.3548 3.14 Scale 6 18 £24,313.00 £12.6021 0.00

26 Sc 6 £23,866.00 £12.3704 Scale 6 19 £24,799.00 £12.8540 3.91

27 Sc 6 £24,657.00 £12.7804 Scale 6 20 £25,295.00 £13.1111 2.59 Scale 6 21 £25,801.00 £13.3733 0.00

28 Sc 6 £25,463.00 £13.1981 Scale 6 22 £26,317.00 £13.6408 3.35

29 SO1 £26,470.00 £13.7201 SO1 23 £26,999.00 £13.9943 2.00

30 SO1 £27,358.00 £14.1804 SO1 24 £27,905.00 £14.4639 2.00 31 SO1 £28,221.00 £14.6277 SO1 25 £28,785.00 £14.9200 2.00 32 SO2 £29,055.00 £15.0600 SO2 26 £29,636.00 £15.3611 2.00

33 SO2 £29,909.00 £15.5026 SO2 27 £30,507.00 £15.8126 2.00

34 PO1 SO2 £30,756.00 £15.9417 PO1 SO2 28 £31,371.00 £16.2604 2.00

35 PO1 PO2 £31,401.00 £16.2760 PO1 PO2 29 £32,029.00 £16.6015 2.00

36 PO1 PO2 £32,233.00 £16.7072 PO1 PO2 30 £32,878.00 £17.0415 2.00

37 PO1 PO2 £33,136.00 £17.1753 PO1 PO2 31 £33,799.00 £17.5189 2.00

38 PO3 PO2 £34,106.00 £17.6780 PO3 PO2 32 £34,788.00 £18.0315 2.00 39 PO3 £35,229.00 £18.2601 PO3 33 £35,934.00 £18.6255 2.00

Page 225 40 PO3 £36,153.00 £18.7391 PO3 34 £36,876.00 £19.1138 2.00

41 PO3 £37,107.00 £19.2335 PO3 35 £37,849.00 £19.6181 2.00

42 PO4 £38,052.00 £19.7234 PO4 36 £38,813.00 £20.1178 2.00

43 PO4 £39,002.00 £20.2158 PO4 37 £39,782.00 £20.6201 2.00

44 PO5 PO4 £39,961.00 £20.7128 PO5 PO4 38 £40,760.00 £21.1270 2.00

45 PO5 PO4 £40,858.00 £21.1778 PO5 PO4 39 £41,675.00 £21.6013 2.00

46 PO5 PO6 £41,846.00 £21.6899 PO5 PO6 40 £42,683.00 £22.1237 2.00

47 PO5 PO6 £42,806.00 £22.1875 PO5 PO6 41 £43,662.00 £22.6312 2.00

48 PO6 £43,757.00 £22.6804 PO6 42 £44,632.00 £23.1340 2.00

49 PO7 PO6 £44,697.00 £23.1676 PO7 PO6 43 £45,591.00 £23.6310 2.00 50 PO7 £45,651.00 £23.6621 PO7 44 £46,564.00 £24.1354 2.00

51 PO7 £46,608.00 £24.1582 PO7 45 £47,540.00 £24.6412 2.00

52 PO7 PO8 £47,578.00 £24.6609 PO7 PO8 46 £48,530.00 £25.1544 2.00

53 PO8 £48,555.00 £25.1673 PO8 47 £49,526.00 £25.6706 2.00

54 PO9 PO8 £49,575.00 £25.6960 PO9 PO8 48 £50,567.00 £26.2102 2.00

55 PO9 £50,616.00 £26.2356 PO9 49 £51,628.00 £26.7602 2.00

56 PO9 £51,649.00 £26.7710 PO9 50 £52,682.00 £27.3065 2.00

57 PO9 PO10 £52,673.00 £27.3018 PO9 PO10 51 £53,726.00 £27.8476 2.00 58 PO10 £53,701.00 £27.8347 PO10 52 £54,775.00 £28.3913 2.00 59 PO10 £54,725.00 £28.3654 PO10 53 £55,820.00 £28.9330 2.00

60 PO11 PO10 £55,743.00 £28.8931 PO11 PO10 54 £56,858.00 £29.4710 2.00

61 PO11 £56,768.00 £29.4244 PO11 55 £57,903.00 £30.0127 2.00 62 PO11 PO12 £57,806.00 £29.9624 PO11 PO12 56 £58,962.00 £30.5616 2.00 63 PO11 PO12 £58,844.00 £30.5004 PO11 PO12 57 £60,021.00 £31.1105 2.00

64 PO12 £59,858.00 £31.0260 PO12 58 £61,055.00 £31.6464 2.00

65 PO12 £60,892.00 £31.5619 PO12 59 £62,110.00 £32.1933 2.00

Page 226 Page 227 Page 228 Page 229 Page 230 Page 231 Page 232 Agenda Item 15 Title of Report: Officer Presenting: Lead Human Resources Officer Occupational Health Services Author: Lead Human Resources Officer

1 Purpose of Report/Recommendations

1.0 The purpose of this report is to advise Members of the outcome of a recent tender exercise for the provision of Occupational Health Services. This was approved under delegated authority by the Chief Executive.

2 Background

2.1 Occupational Health Services for Council employees are an essential element for managing health and wellbeing in the workplace as well as reducing absenteeism.

2.2 The legacy Council arrangements for Occupational Health Services continued into the new Council and had been extended for an interim period until a procurement process was completed.

2.3 A tender was drawn up taking into account the Occupational Health requirements of the organisation going forward.

3 Key Issues

3.1 The tender was advertised in local media and on the Council’s website. One submission was received by the closing date.

3.2 The Tender was evaluated by the Procurement Manager and Senior Officers from the Human Resources Team and was deemed appointable.

3.3 BHSF Occupational Health Ltd have been appointed and the contract is currently being finalised to commence in July 2019.

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

4.1 The financial implications associated with this contract are in the region of £31, 044 per annum, which is similar to the costs incurred for Occupational Health Services in the last 3 years.

Page 233 5 Recommendations

5.1 It is recommended that Members note this report and Officers continue to liaise with BHSF Occupational Health Ltd in relation to finalising the arrangements for the provision of Occupational Health Services.

Page 234 Agenda Item 16

Title of Report:- Officer Presenting: North West Regional Development Group Author: Minutes Strategic Business Manager

1. Purpose of the report / key recommendations

1.1 The purpose of this report is to provide Members with an update on the progress of the North West Strategic Growth Partnership and North West Regional Development Group.

1.2 It is recommended that Members note the content of this report.

2. Background.

2.1 Following a process of cross-border, joint Council and government engagement, Derry City and Strabane District Council endorsed and adopted a new strategic model for regional development and growth in the North West City Region with Donegal County Council in 2016.

2.2 The model is Council-led and founded on the principle of partnership between local and central government with place-making at its core. It has a number of key objectives - driving regional economic growth and investment; physical and environmental development and improving community cohesion and wellbeing across the North West Region.

2.3 Both the Irish Government and The Executive Office have committed €2.5million each to support this regional development work as part of the work programme of the North South Ministerial Council (A Fresh Start – The Stormont Agreement and Implementation Plan, November 2015 – Section E5 North West Development Fund).

2.4 At a strategic level, the model comprises the North West Strategic Growth Partnership (NWSGP) which is jointly chaired by the Mayor/Cathaoirleach of both Donegal County Council and Derry City and Strabane District Council, and is attended by representatives from the key Government Departments, North and South with a brief in social, economic and regional development.

2.5 This Strategic Partnership is responsible for delivering the “The North West Strategic Growth Plan - A Model for Regional Development and Growth of the North West of the Island of Ireland” published in July 2016 and attached at appendix one. It also supports central government to deliver on the North West Gateway Initiative and in tracking key central government investments relevant to the growth of the North West Region. The inaugural meeting was held on 7th December 2016 and there has been five meetings of this Partnership to date. The next meeting will take place in Dublin Castle in June. Page 235 2.6 The work and discussions of the strategic partnership is informed and acted upon by an all-Council group – The North West Regional Development Group (NWRDG) – comprising six Elected Members and senior executive officers from both Derry City and Strabane District Council and Donegal County Council. The North West Regional Development Group’s focus is on advancing the three pillars of regional economic growth, physical development and social-wellbeing through engagement with key statutory and sectorial partners across both Council areas. The plans and priorities are also aligned to the strategic objectives of each Council’s Community and Strategic investment plans and priorities.

2.7 At the next meeting of the NWRDG on 14th June 2019, Members will appoint a Chair and Vice-Chair. Both the Chair and the Vice-Chair of the Group will also have a seat on the NWSGP.

2.8 Governance arrangements are in place, which includes the delegation of authority to the NWRDG to take decisions in relation to the development and implementation of a work programme of activity across the three development pillars, including expenditure on any one priority of investment up to a £350k limit.

2.9 The work of the NWRDG is governed by a Partnership Agreement between both Councils. Risk is shared equally between partners with Derry City and Strabane District Council being the Lead Administrative Partner with responsibility for preparation of Accounts etc.

2.10 There are currently 2 staff employed who are responsible for the day-to-day administration of the fund and the provision of a secretariat service to both NWRDG and NWSGP.

2.11 In order to keep Council updated and informed of the progress of these partnerships – minutes from the North West Regional Development Group and updates from the North West Strategic Growth Partnership meetings are routinely presented to Council’s Governance and Strategic Planning Committee.

3. Key issues.

3.1 The minutes of the North West Regional Development Group held on the 30th November 2018 meeting were approved at the most recent meeting held on the 6th March 2019 and are attached at Appendix 2.

3.2 At this meeting, Members received updates on financial monitoring and considered proposed activity and initiatives under the three pillars of economic growth and development, physical and environmental development and social and community cohesion and wellbeing. Page 236 3.3 The North West Regional Development Group is scheduled to meet again in June. An update on this meeting will be tabled at the subsequent Governance and Strategic Planning Committee.

3.4 Members are also advised that the most recent meeting of the North West Strategic Growth Partnership meeting was held at Ulster University - Magee Campus on December 2018. At this meeting, delegates received an update on Regional Growth activities. They also received presentations from both the North West Education Collaboration in relation to the NW Medical School and the International Centre for Local and Regional Development (ICLRD) outlining progress on the NW Regional Dashboard Project.

3.5 The meeting concluded with a round table discussion facilitated by ICLRD which outlined NI/ROI Departmental updates and NWSGP priorities for 2019.

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.

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The North West Strategic Growth Plan

A Model for Regional Development and Growth of the North West of the Island of Ireland

Updated July 2016

ICLRD

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Purpose of this Document:

 To provide a comprehensive overview of the structural approach proposed to release and sustain the development and growth potential of the North West region of the island of Ireland, as a continuation and development of the objectives of the North West Gateway Initiative and in a way which is consistent with these;  To secure, amongst senior leaders and decision-makers, an ongoing understanding of the opportunity which now presents for both local and central government in both jurisdictions to commit to working together in a formalised partnership - with the core objective of achieving the outcomes associated with the North West region becoming a very strong contributor to the economy in both jurisdictions on the island of Ireland;  To provide a briefing context for the progression of decisions to secure central government commitment to participate in the proposed structural cooperation arrangement, and for the operationalisation of that commitment in line with the overall process timescale.

Key Messages:

 The North West Region of the Island of Ireland is the fourth largest urban agglomeration on the island of Ireland; it is the only functional economic region of such scale on the island which experiences a national jurisdictional border. As such, specific arrangements involving regional and local government leadership and partnership with central government are required in order for the region to release its full and considerable potential as a net contributor to the economy, North and South and in an East-West context; the consistency of the arrangements outlined in this plan with the objectives of the North West Gateway Initiative has been noted by the North South Ministerial Council at Plenary Meetings in June 2015 and July 2016;  An opportunity has been created, through the alignment of Local Government functions in a place-based leadership model, for a new arrangement which allows central government to coordinate its resource planning and spending as they relate to the region - leading to a corresponding impact on the region’s growth potential and optimal value for money as regards public investment in both jurisdictions;  Proposed structures are set out in this document for an approach which can deliver a resilient and durable coordinated and partnership-based cooperation between the region and central government in Ireland, Northern Ireland, and in a wider East-West context;  This plan is a result of the continued engagement under the North West Gateway Initiative, between officials from the Department of Foreign Affairs and Trade (DFAT) and the Executive Office (TEO) with regional stakeholders regarding the direction and priorities for the North West region and can also facilitate the implementation of specific commitments set out in ‘A Fresh Start- The Stormont Agreement and Implementation Plan’ (2015). The above referenced

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engagement was noted by the North South Ministerial Council in the Plenary Joint Communique issued on 4th July 2016, in addition to NSMC agreement that senior officials from relevant departments in both jurisdictions should meet with the two Councils as part of the Framework laid out in this document.

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1.0 Introduction

1.1 It is well recognised across the island of Ireland that while the North West faces many challenges - not least because of its peripherality from Dublin and Belfast and associated lack of investment over many decades - this region is an untapped source of great potential - economically, socially and environmentally. It is widely accepted that the challenges can only be met, and the opportunities pursued, with a consistent and long-term approach to coordination of the development of the region. During the course of 2015, a number of processes have aligned which create an exciting background for enhanced collaboration. The main councils in this region - namely Donegal County Council and the new Derry City and Strabane District Council - are fully committed to working together to harness this opportunity and, in this context, to working on an inter-agency basis within the region.

1.2 In relation to the process in which the stakeholders are currently involved, and which the ICLRD is facilitating, the ICLRD notes that:

 Through the Review of Public Administration (RPA) in Northern Ireland, and the Reform of Local Government Agenda in Ireland, a landscape of larger or consolidated councils is in place, with councils having more functions. Of particular significance is the integration of economic/community/land-use planning within one executive structure at the local level;  With reform of local government comes the emergence of like-with-like functions across local authorities in each jurisdiction; the presence of which is a known and powerful enabler for effective cross-border cooperation on mutually-agreed priorities;  Since early 2014, the Joint Chairs of the North West Gateway Initiative (NWGI) have been liaising with key stakeholders in the region to not only better understand how projects pursued under the Initiative have impacted on the region but also if/how the aims of the Initiative should continue to be brought forward;  The Stormont House Agreement makes a commitment to relevant Ministers considering strategic approaches to the development of the North West region; a commitment that has led in part to the formation of a Ministerial Sub-Group on Regional Opportunities that is focused on the economic development of Northern Ireland as a whole - but with an initial focus being placed on the North West1;  ‘A Fresh Start’- The Stormont Agreement and Implementation Plan (2015) further commits to the development of the North West Region of the Island including support for specific resources to assist with regional development and growth;

1 It is also worth noting the value for money inherent in this shared, outcomes-led approach to the use of public resources available for the region is entirely consistent with the need for effective long-term management of Northern Ireland public finances and reform of public administration set out as agreed priorities of the Stormont House Agreement, as well as key principles for reform of public administration in Ireland.

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 The Councils recognise that to become the author of the North West region's economic future, they must work smarter and be more focused and agile. Such an approach does not only enjoy widespread political and civic support but also the backing of central/regional government across the island. Councils in the North West confirm that they are ready to respond operationally to this opportunity to establish new, more interconnective working arrangements for collaborative development of the region into the future, and to optimise the potential of the new arrangements. In this regard, they recognise that there is a need for a closer alignment of strategic priorities and interventions at the regional and local level.

1.3 This cross-border region is renowned for its rich tourism, culture and heritage offerings, industrial history, breath-taking scenery, its robust maritime tradition, the entrepreneurial spirit and creativity of its people, and its strong sense of community. While each Council has been proactive to date in utilising these assets to market the region as a place to live, work and holiday, these are shared assets which deserve a shared approach to their sustainable development to the benefit of the region as a whole. Councils are in a position to take pro-active leadership in a developmental agenda in this regard. In so doing, they recognise that a successful North West region needs a vivacious, attractive and connected metropolitan core to drive growth, surrounded and supported by a vibrant rural hinterland.

1.4 In the North West, the renewed commitment to advancing the objectives of the NWGI by both administrations is heartening; and from the perspective of the key stakeholders in the North West the ensuing process requires strengthening the capacity of the local councils to be strong local partners with the relevant central government departments.

1.5 Indeed, the wider public sector and financial reform priorities across both jurisdictions - as outlined in the aforementioned Stormont House Agreement for Northern Ireland and the Public Expenditure and Reform Agenda for Ireland - expedites the need for improved efficiencies at all levels of public administrative working, including local government (referencing back to Footnote 1). The key stakeholders in the North West would argue strongly that the proposed arrangements being tabled in this document can provide a forum for the co-ordination and focusing of resource and expenditure planning on both an inter-governmental and cross-council basis.

1.6 The proposed bespoke arrangements for the North West can facilitate greater day-to-day joint working between both administrations and local government through shared approaches, co- ordinated planning/delivery, and optimisation of value for money (VFM) in public financial investments focusing on three key regional growth pillars:  Economic growth and investment;  Physical and environmental development; and  Social and community cohesion and wellbeing.

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Economic Growth & Investment:

 In addition to ensuring strategic alignment, the proposed arrangement in the North West can facilitate the planning, promotion, and monitoring and implementation of major public expenditure projects and growth and development initiatives impacting on the City region. This will provide an opportunity for enhancing risk management of major public expenditure initiatives, both capital and revenue-based, and for pro- actively driving best outcomes;  Having considered other economically functional areas where an international border is present, the proposed approach for the North West is based on international good practice in place-based leadership. It is the express aim of the stakeholders who have provided leadership for the development of this proposal that effective and efficient planning and management of regional growth leads to the Region being a net contributor to both economies, thus maximising its revenue potential in public fiscal terms;  The proposed arrangement will allow for normalisation of, and mechanisms for, joint working on a specific territorial interface between the Northern Ireland and Ireland which can, in turn, deliver benefits relevant to the core developmental agendas of both administrations while also tackling the problematic issue of managing growth and development in an international border region.

Physical and Environmental Development:

 The proposed arrangement in the North West can facilitate the planning, promotion and monitoring and implementation of major initiatives aimed at maximising the spatial and infrastructural connectivity of the region in both a domestic Northern Ireland/Ireland context and also in a European and Transatlantic/Atlantic Seaboard context.  The proposed arrangement in the North West can also facilitate the planning, development and implementation of approaches and measures aimed at maximising the potential for sustainable development, management and protection of shared environmental resources, and for innovative cross-border approaches to the management of environmental resources; this includes exploration of the potential for driving growth in the ‘Green Economy’, with an emphasis being placed on renewables.

Social and Community Cohesion and Wellbeing:

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 The proposed arrangement in the North West can facilitate a population-based approach to the crucial building blocks of social and community cohesion and wellbeing of those who live in the region - the population of the region being one of its most significant resources. This can include shared, scaleable approaches to issues of social need and disadvantage, health inequalities and a sustainable health economy, all of which underlie successful regional growth strategies. This pillar can also include co- operation on issues relating to civic participation, social inclusion and specific interventions focusing on targeted groups within the overall population. This pillar can facilitate area-based approaches to community and social wellbeing initiatives such as those focused on Early Intervention, and Peace and Reconciliation /post conflict transformation.

In addition, there are a number of identified cross-cutting themes across the three regional pillars as outlined above:

Shared Approaches

 The arrangement being put forward for the North West, with all partners at Central Government level fully engaged, offers an opportunity to both administrations on the island to demonstrate change leadership on an international stage through a solution/outcomes-focused, collaborative and area-based mechanism which has the citizen’s needs at its centre (regardless of changes or fluctuations in the macro-political environment);  The proposed arrangement for the North West removes a longstanding challenge that has faced the region - that of multiple voices speaking for the region. The current proposal would offer government departments access to a single body for a range of engagement, consultation and evaluation purposes. This would not only lead to efficient use of public time and resources but also, because of the new functions of local government, ensure greater integration and 'proofing' of policy across local government units (for example, Community Plans in Northern Ireland and Local Economic and Community Plans in Ireland);  The proposed arrangement for the North West will provide opportunities for exploration, learning and sharing of innovative approaches to more efficient public administration and service design. It will, for example, create an environment where Councils will continue to explore and test best international practice models for shared services - with stakeholders also benefitting from the informal networking and professional learning and development opportunities which accompany collaborative working.

Optimising Value for Money in Public Financial Investment

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 The arrangement being put forward for a coordinated approach to the development of the North West is based on a comprehensive and evidence-informed analysis of the needs of the region - and the sectors operating within it. This is a key building block for any region wishing to improve its performance in terms of sustainable growth;  The envisaged North West Model can lever value for money (VFM) for both administrations by driving down cost through joint funding implemented in a coordinated way through a bespoke regional structure. Such joint planning and resourcing will achieve optimal VFM on a continuum from instigation to legacy by delivering effective targeting and implementation of resources.

2.0 A Strong History of Collaboration

2.1 The councils of Donegal, Derry City and Strabane District have a long history of cooperation dating back to the 1970s and the formation of the North West Region Cross Border Group (NWRCBG). Initially, through this mechanism, council officials and elected representatives alike jointly engaged in activities ranging from advocacy and lobbying around strategic regional priorities to securing EU funds for a broad range of initiatives - again addressing key priority issues for the region at particular point in time. Over time, the cross-border group has evolved to become a network of councillors concerned with the economic and social progress of the region; an objective actively pursued through lobbying and the application and roll-out of EU funded programmes. The reform of local government has, in the past year, seen the membership of the Group reduced from five to two member councils - namely Donegal and the newly constituted Derry City and Strbane (with Magherafelt - now part of Mid-Ulster District Council - joining ICBAN, and Limavady - now part of Causeway Coast and Glens Borough Council - joining the North East Partnership).

2.2 In 2002, under the auspices of the National Spatial Strategy (NSS) - published by the Irish Government - Letterkenny was designated a 'linked Gateway' along with the City of Derry. This was followed in 2005 by the British Irish Intergovernmental Conference announcing the North West Gateway Initiative (NWGI), billed as the primary vehicle which would take forward the socio-economic regeneration of this region. At a more local level, various plans and strategies including the Border Regional Planning Guidelines (2010) have noted the role of 'Lifford- Strabane' as an important linkage between both jurisdictions - given its location on the strategic N14/N15/A5 corridor, its role as an access point to the wider retail hierarchy of the region and the urban strengthening opportunities it represents.

2.3 Since 2010, the key stakeholders in the North West, largely led by the Councils, have been involved in a number of different programmes and initiatives to align their priority themes for cross-border cooperation, and begin to identify key priorities and initiatives that have mutual regional benefits. Table 2.1 outlines the priorities identified at different stages in this process of 'coming together'...and what is most striking is not how much the list has changed

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over time but moreso, how many of the themes have remained constant.

2.4 To advance cooperation at the strategic level, and to ensure a coordinated approach to advancing the North West Gateway Initiative (NWGI), Donegal County Council/Donegal County Development Board (CDB) and Derry City Council/Derry Strategy Board formed the North West Partnership Board (NWPB), as noted in Table 2.1. A multi-sectoral platform, its aim has been to promote a coordinated and collaborative approach to the economic, social and cultural development of the region on a cross-border basis. Since its establishment in 2011, the NWPB has created a strategic regional dialogue on shared interests for the region; identified thematic areas for cooperation as well as strategic projects; and represented their shared, mutual interests at various strategic meetings in Belfast and Dublin. The NWPB comprised senior officials from Councils and other regional stakeholders such as chambers of commerce, ILEX, HSE, UU, LyIT, and IDA Ireland, together with the elected representative Chairs of the (now former) Donegal County Development Board and the Derry City Strategy Board. While the NWPB provided some degree of additional integration, the opportunity now presents for an arrangement which is designed to deliver more comprehensive and effective engagement and alignment with central government. This proposed new arrangement will continue to recognise the importance of engagement and cooperation with key agencies and sectors who have a crucial role in the growth of the region; for example, economic and business development bodies, third level education sector and health.

Table 2.1: Identified Thematic Priority Areas for the North West since 2006

2006 2011 2012 2014 NWGI (ICLRD Exec Training (Analysis of 'One Plan' and (NWPB Action Plan) Programme) Donegal CDB Strategy) Higher Value NW Economy - Skills/adaptable workforce - Strengthening business envir. Tourism, Culture & Enterprise, Skills & Education Culture & Creative - Building R&D innovation Creative Assets Industries - Location, location, location - Promoting the region - NW tourism High Quality NW Living, Working & Leisure Environ Green Economy & Green Economy Renewables & Green - Natural assets / quality Renewables Economy - Built environment Connected NW - Transport Skills, Education & Place-Making / Connectivity Health Innovation - Telecommunications Enterprise (Strategic Innovation & - Energy Well-Being/Quality of Life) Integrated NW - Sustainable development - Matching demand with capacity Data Capture Tourism, Culture, Arts & Leisure Tourism - Strengthening rural service centres Connectivity - Transport & Communications

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(Source: ICLRD, 2015)

2.5 More recently, as a result of the local government reform agenda in both jurisdictions, both Councils are now engaged in a process of Community Planning. Whilst the notion of community planning means something slightly different in each jurisdiction, and both are working to different timescales, the Councils acknowledge that they can learn from each other as each develops its plan - the Community Plan in Derry City and Strabane and the Local Economic and Community Plan (LECP) in Donegal. The Councils are committed to putting in place a formal working relationship to facilitate the sharing of experiences and, where it makes sense to do so, the alignment of policies. This in many respects represents the 'first step' to actioning this initiative.

2.6 In 2013, the city of Derry/Londonderry was the inaugural UK City of Culture. Coinciding with the City celebrating the 400th anniversary of its unique walls, this heralded a year of events that not only boosted the City's global profile but that of the wider North West region. During the course of the year, an amazing cultural programme was rolled-out which included the All-Ireland Fleadh, the Clipper Round-the- World Yacht Race, Hofesh Shechter’s ‘Political Mother’ and the Return of Colmcille. A core legacy emanating from this year of events was the demonstration by the Councils - and other key stakeholders - that they can deliver a successful and diverse programme of activities on a world stage.

2.7 Notably, the Councils have not confined their cooperation to the island of Ireland. In Boston- Massachusetts, the Golden Bridges Conference and Awards celebrates the role of 'bridge- builders' in the areas of commerce, education and community building. This annual event, dating back to 2008,focuses on Derry-Donegal and Boston-Massachusetts and the role of skilled bridge-builders in forging transatlantic partnerships which are of mutual advantage to both American and Northwest Ireland partners. Since its inception, participation by the Councils in this initiative has led to strengthened links between Universities such as UMass Lowell, biotechnology biomedical and renewable energy entrepreneurs, regional chambers of commerce and economic development councils, and philanthropic and funding organisations.

2.8 This long history of collaboration, on various stages, demonstrates a strong collaborative culture not only between officials and elected representatives of the councils of Donegal and Derry City and Strabane but also between the Councils and a wide range of regional stakeholders spanning a myriad of sectors. While much of this collaboration has been informal to date, the Councils are fully committed to put such cooperation on a more formal standing within their respective governance arrangements; an opportunity for which has been created by the reform of local government agendas in both jurisdictions.

3.0 A Growing Knowledge Economy

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3.1 In this wider context, Donegal County Council and the new Derry City and Strabane District Council acknowledge the growing rationale for policies with an emphasis on mobilising assets and fostering a regional perspective on growth and competitiveness (through collaboration) that is centred on 'outcomes'. To this end, the Councils are jointly committed to not only leading and delivering on economic, environmental and social well-being and regeneration in their respective areas but for the North West region as a whole. This will, in part, be achieved through their respective additional expanded statutory responsibilities of socio-economic planning and community planning as well as enhanced inter-jurisdictional local and regional/central government relationships.

3.2 The Councils vision is of a region which releases its significant potential and becomes a very strong contributor to the economy of both jurisdictions on the island of Ireland. With a cross- border catchment of around 400,000 people, the North West region represents the fourth largest urban agglomeration on the island of Ireland and the only one of such scale to experience an international border within its functional hinterland. Whilst traditionally noted for its higher concentrations of lower value added industry, the retreat of traditional industries, higher levels of social disadvantage and weaker infrastructure relative to the east coast, the region is increasingly being characterised by flourishing growth within a diverse SME sector, and has a relatively strong record of successful foreign direct investment (FDI) and reinvestment. However, it is recognised in the region that its growth potential cannot be effectively maximised without a strategic coordinated approach based on regional leadership in partnership with central government stakeholders. The process the Councils have animated since late 2014 represents an agenda-setting approach to such a new arrangement.

3.3 Over the past decade, and more significantly since the global downturn, the economy of the region has shifted away from the aforementioned traditional industries of construction and manufacturing towards a knowledge economy. Central to this is a strong communications/ access network which is starting to emerge in the region - from Project Kelvin through to recent investment in the City of Derry Airport and Port of Killybegs. Project Kelvin, for example, ensures parts of the region have access to a world-class telecommunications infrastructure. This, together with Digital Derry and initiatives pursued through networks such as ERNACT, is leading to strong growth within the digital business sector.

3.4 Emerging growth sectors include digital media/software, clinical life sciences, creative industries such as film, health technologies and tourism. The demand for talented staff for these services is being met by the third level institutes proactively working to meet the needs of industry - now and in the future. Ongoing and proposed investment in education and science is contributing to the region's reputation as a strong knowledge economy demonstrating research excellence with a talented graduate pool viz Ulster University, Letterkenny Institute of Technology, North West Regional College and, indeed, South West College (Omagh Campus) which many students from

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the Southern part of the District attend. However, if the region is to maintain and attract talent as well as investment, it will require a clear focus on place building and connectivity.

3.5 Also of importance, when compared with the larger urban agglomerations on the island, the region is competitive in terms of labour and property costs. Commercially, the region offers an extensive range of development opportunities to meet the needs of the emerging knowledge economy. It offers a wide choice of housing - ranging from urban, city living to rural vibrant communities of varying scales. In terms of access to health, the region is well serviced by both Altnagelvin Hospital and Letterkenny General which, together, offer a broad range of specialities.

3.6 But having facilities in place to attract and support business is not enough in and of itself. There must be facilities and activities for the families of those who chose to locate in the area - and to this end, the region does not disappoint. From surfing to mountain walking to trails (greenways and blueways)to theatres to a diverse range of cultural festivals to dog-racing, there is quite literally something for everyone. The region benefits from being part of the 'honey-pot' tourism initiative, the Wild Atlantic Way, to having intact City Walls on its doorstep.

3.7 It is clear that the region has considerable potential , and a diverse range of assets to harness, and to this end, the key stakeholders in the region - not least the Councils - have been proactive in the marketing , promotion and (re)growth of the North West. However, to continue to be an attractive and competitive location, further and coordinated, strategically-focused investment underpinned by an interagency and civic regional consensus is required economically, physically and socially.

4.0 The Emerging Focus of Future Strategic Collaboration

4.1 While there are many 'positives' within the North West region which are, in part, steering its development pathway, the key stakeholders in the region including Donegal County Council and Derry City and Strabane District Council recognise that there is a need for further concentrated investment in the region. This is especially the case in the areas of skills and job creation. This required strategic investment is both cross-institutional and cross-disciplinary in nature. The Councils, who are committed to taking a lead in the future development of the region and supporting the strategic priorities of central government, agree that focus is required across three Pillars:  Regional Economic Growth and Investment;  Regional Physical and Environmental Development;  Regional Social and Community Cohesion and Well-Being.

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Collaboration in these three areas initially taps into many of the principles of the circular economy (Ellen MacArthur Foundation). They establish a framework and the building blocks for a resilient system able to work in the longer-term. Adaptivity and versatility are key aspects of the collaborative model adopted. It provides new opportunities for innovation across fields such as product design, service and business models - and recognises the inter-play and symbiotic relationships that emerge from defined actions. For example, investment in research excellence in education with a focus on nanotechnology or bioengineering, for example, will lead to improvements in the health care system; while improvements to road/rail will support faster access to health care facilities.

Through collaborative action on these Pillars, Donegal County Council and Derry City and Strabane District Council are committed to the North West becoming a resilient economy. While there are Pillars that the Councils will continue to roll-out on an individual basis which support these key strands, there is a formal commitment emerging whereby the Councils - together with other key regional stakeholders including elected representatives - assent to collaborate on the three Regional Pillars as noted above, with an initial specific emphasis being placed on the following priorities (some of which in their full dimensions relate to more than one Regional Pillar):

 Job creation, growth and inward investment: Key to transforming the growth potential of the region is a considered focus on ongoing job creation, growth and inward investment through an approach which recognises and takes account of the interrelated components of building successful regional growth. This demands an understanding and operationalisation of interagency coordination, information sharing, shared goals and agreed targets towards which all available resources can be mobilised. This approach will include a coordinated approach to skills development and workforce development within the region, referred to below under 'Skills and Training'. Job creation, growth and inward investment also necessitate the synchronisation, on a cross-border basis, of all statutory agencies with a remit for job creation, attracting inward investment, and supporting indigenous enterprise and business growth through skills, capacity building and financing. This approach will also require ongoing harmonisation and planned engagement with, and participation from, prospective and existing employers, their representative organisations/federations, and business champions from all sectors of the business and enterprise community - local, regional, national and multinational.  Skills and Training: Education, and especially expansion and investment in third-level education, is central to the continued growth of the knowledge economy of the North West. This is an economy that is fast-moving and progressive as new innovations come on-stream. To remain competitive and at the cutting-edge, the Regional Colleges, University of Ulster and Letterkenny Institute of Technology must increasingly collaborate and adopt a joined-up approach to attract students to their campuses and, in turn, develop prospective and aligned approaches to service the needs of existing 12 | P a g e

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and emerging industries. Greater investment is required around R&D which, in turn, will attract new industry and encourage existing industries to reinvest and expand. To this end, the region is already making good progress - with facilities such as the Regional Science Park complexes in both Derry/Londonderry and Letterkenny and Co-Lab in Letterkenny providing start-ups derived from R&D with state of the art facilities to grow.  Tourism: Central to the ongoing growth and development of a shared tourism product for the North West region will be a focus on enablers for access to and from the region for both domestic and international tourism. A continued focus on supporting the growth and promotion of tourism products based on the region’s established and emerging strengths is required. Collaboration on tourism must, for example, include cross-border clustering of products within the region. As regards advocacy on the region’s tourism development requirements, relevant stakeholders in the region - including the Councils - must continue to emphasise and demonstrate the value of seamless cross-border area-based tourism products and maximising these. The resulting tourism products should also include maximisation of the significant Greenways and walking infrastructure which exist throughout the North West Region.  Energy/Renewables/Green Infrastructure (including Greenways): In addition to continuing to develop Green Infrastructure for the region, including sustainable travel and transport options and Greenways (all of which have an additional impact on an enhanced Regional Tourism Product), the Councils are committed to prioritising the development of key growth sectors relating to Energy production, Energy conservation, production of Renewables and secondary industry based on renewable materials. Growing the Green Economy for the region will involve development of focused connections between R&D, industry needs, innovation supports and the coordination of those in public development agencies, communities, industry and third-level on an integrated basis to achieve common goals for the region.  Regional Connectivity: Connectivity is regarded as key to the future success of the region - not only in terms of attracting FDI and encouraging existing companies to expand, but also in growing the indigenous SME sector and developing the research excellence of the North West. Improving connectivity in this instance entails investment in road, rail (access) and broadband (communication) as a priority. Immediate specific priorities are the A5/N2 North-South and A6 East-West transportation corridors, Rail Infrastructure, Air Access, and (building on the existence of significant broadband infrastructure as a result of Project Kelvin and previous initiatives) Broadband Access with a particular focus on the need for adequate and resilient access in rural areas.  Health: Core to the health agenda is improving services for the citizen. Opportunities exist for shared services including the joint commissioning of population-based health and social-care provision and interventions. Stakeholders in the region believe that in the context of health catchment areas, there is scope for the development of joint key

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clinical specialities to meet the needs of the overall population of the region. A number of priorities will be progressed simultaneously: prioritising health promotion and early intervention (both in Early Childhood terms and in terms of disease prevention/ management) - with the population of the region recognising the importance in regional growth processes of addressing health inequalities in the population. Initiatives such as the 'Early Intervention City Model' will be progressed in this context, as will the exploration of shared approaches to public health promotion. Healthcare access is an equal priority for the region, recognising that the region is often viewed in peripheral terms but that a shared cross-border population catchment and joint development/ investment in shared services have the potential to support solutions to healthcare access and provision of speciality care, supporting better health and clinical outcomes for citizens of the region. Healthcare provision has traditionally being a strong sector in the North West with the presence of both Altagelvin Hospital and Letterkenny General. In response to recent changes relating to investment in health infrastructure in the region, and in particular the situation in Letterkenny General, stakeholders within the region have come together to establish the Clinical and Research Academy, in conjunction with NUIG. It is envisaged that the Academy will be a hub for clinical research in a range of areas of importance including cancer, cardiac disease, renal and respiratory diseases in both adults and children. This will have the knock-on effect of attracting and retaining high quality medical researchers in the region.

4.2 For all of the above, mechanisms are required across each of these priority areas to keep Donegal County Council and Derry City and Strabane District Council informed of progress and discussions taking place centrally around the future - including timetabling - of these initiatives. Having access to this most basic of information, in developmental terms, is key to the future planning and future proofing of the North West. The proposed working structures supporting the new arrangements for the North West region aim to ensure that this coordination can take place with ease on an ongoing basis, allowing an integrated approach to take hold and develop momentum across all three Regional Growth Pillars.

4.3 This strategic focus on the Three Pillars of Regional Economic Growth and Investment, Physical and Environmental Development, and Social and Community Cohesion and Wellbeing, will bring many benefits to the North West over the medium to long-term. These include:  The leveraging of existing competencies to expand the economy - these include the economic, physical and social assets of the region through enhanced cooperation, or a healthy model of co-opetition;  The development and roll-out of an integrated collaborative approach to economic, social and physical development involving the public, private and community sectors;  The creation of additional employment through the attraction of new business and companies (including reinvestment by existing companies) which, in turn, will lead to a

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demand for more housing, retail services and leisure facilities for example, as well as requiring greater access to schools and health services; and  A growth in GVA.

5.0 Delivering a Stronger Vision: Proposed Structures & Membership

5.1 Through the joint leadership demonstrated by the Councils in recent months within the North West region, consensus exists on the need for a refreshed, singular and clear collaborative arrangement to be put in place. Given the presence of a national border within the region, the Councils acknowledge that special arrangements and ways of working are required to harness the possibilities and overcome the avoidable obstacles to releasing the region’s full economic potential and to provide a better quality of life for its citizens. To this end the Councils are inviting central government in both jurisdictions to engage as key stakeholders in a new type of dynamic partnership process of regional cooperation.

5.2 Cross-party, cross-jurisdictional political support within the region for the development of this initiative has been gained through the endorsement by the Councils of the exploratory process in which we are currently involved. Consensus further exists as to the principle that this should be appropriately linked to core Council governance structures and arrangements, and that any resulting structure should be relevant, fit for purpose and flexible enough to set a development agenda for the region as well as responding on a timely basis to external opportunities.

5.3 As part of this process, regional stakeholders have an opportunity to facilitate and promote an enhanced connectivity within the region through working to agree arrangements for collaborative development which make better operational and economic sense in both public administrative and accountability terms. In this context, an emphasis is being placed on the establishment of place-based collaboration and leadership for regional development and growth. The ethos of this emerging location-based leadership model - developed by the Councils and involving Senior Management and Elected Representatives as well as other key regional stakeholders - is centred on working in close cooperation with each other so as to consolidate and ensure the strategic coordination of all available investment resources for the region from, for example, Central Government in Ireland/Northern Ireland, and indeed beyond.

5.4 Recognising the role of various types of 'leadership' - drawing from the wide range of stakeholders that can exist (see Figure 5.1 below) - and ensuring their engagement in the process from the outset - this model of inclusive leadership, as advocated by Professor Robin Hambleton, will lead to innovation and the development of contemporary and resilient arrangements for all stakeholders involved in this course of action.

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5.5 As regards the wider North-South cooperation agenda, the alignment of local authority statutory functions and similar management structures on a cross-border basis presents opportunities for the articulation of regional development based on measurable outcomes - as highlighted within the joint DRD/DoECLG Framework for Cooperation. These opportunities are centred on developing an effective mechanism and governance arrangement - as illustrated in Table 5.1 - for an ambitious and long-term approach to developing the full potential of the North West region.

Figure 5.1: Realms of Place-Based Leadership

(Source: Hambleton & Howard, 2012)

Overview of Proposed Structures

5.6 The emerging structure is Council-led and founded on a principle of partnership between local and central government; a key dimension of any process with place-making at its core (see Figure 5.2). The proposal comprises an inter-jurisdictional North West Strategic Growth Partnership, with joint Council and joint Government membership at senior/strategic level, underpinned by a strong cross-border joint Council North West Regional Development Group. External regional stakeholders will be invited to participate in, and contribute to both the Partnership and Development Group as appropriate.

A Regional Parliamentary Reference Group will be established, and the new Partnership and wider engagement structure will be supported by a Secretariat/Coordination Team reporting directly to the Councils. Oversight for this initiative rests with both Donegal County Council and Derry City and Strabane District Council.

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Figure 5.2: Potential Structure and Membership of a New Formal Collaborative Partnership

Councils North West Strategic Donegal County Council & Derry City & Strabane District Growth Partnership Council Irish Government (incl. Secretariat/ Coordination  CEOs Team)  Mayors / Cathaoirleach  Chair & Deputy Chair of NW Regional Development Group  Gov. Department Reps – N&S Page 256 Page  Ministers where appropriate Regional  Key external stakeholders as Northern Ireland Parliamentary appropriate Executive Reference Group

North West Regional Development Group Leading to Regional Thematic Committees drawn from Council Area Community Planning Structures & Relevant External Stakeholders : (can appoint task and finish groups for specific actions)

Regional Regional Regional Community & Economic Physical Social Well- Growth Development being

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North West Strategic Growth Partnership

5.7 The proposed 'North West Strategic Growth Partnership' will become a regional driver for cross-border cooperation, with strong linkages to the respective programmes for government, North and South, and EU funded programmes. The function of this body is to be a focused forum that can inform the alignment of relevant investment from both sides of the border to meet the growth needs of the region and through which place-based leadership (demonstrated by the Councils) can connect with Government, North and South. The core purpose of this group will be the harnessing of opportunities within and across the region as they arise. This Partnership will aim to play a key role in supporting central government to deliver on the priorities as envisaged originally under the NWGI and in tracking key central government investments relevant for the growth of the North West Region. It will do so in a way which ensures and levers greater value for money through focusing on the evidence-based needs and opportunities of the region, and ensuring they are aligned to the shared territorial priorities emerging from the community planning processes in both council areas.

5.8 The Partnership will aim to meet generally once every six months. Meetings will be convened by, and jointly chaired by the Councils. As well as the Chief Executives from Donegal County Council and Derry City and Strabane District Council, core membership of the Partnership - at least initially - will comprise politicial representation (at level of Mayor/ Cathaoirleach of each Council and the Chair and Deputy Chair of the 'North West Regional Development Group'), senior representatives from key government Departments, North and South, and key regional stakeholders and other structures as appropriate. In terms of key government Departments, it is envisaged that in addition to representation from Departments with a remit for North-South diplomatic coordination (e.g. DFAT and OFMDFM), core members will also include Central Government representatives with a remit for cross-departmental coordination, and for economic, regional and infrastructural development. Departments responsible for other key areas relevant to the Regional Growth Pillars will be invited to engage, participate in, and contribute to the working and meetings of the Partnership as appropriate as will other relevant external key regional stakeholders. Where relevant, Ministers will be invited to attend meetings to discuss progress on specific strategic projects for the region and/or island as a whole.

North West Regional Development Group

5.9 The work and discussions of the North West Strategic Growth Partnership will inform, and indeed be informed and acted upon by an all-council working group - currently named as the North West Regional Development Group. The purpose of the North West Regional Development Group will be to develop, agree, implement, monitor and report on work programmes across the three Regional Development Pillars (at least initially); and, on an ongoing basis, to promote and support a cohesive approach to North West working and the

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mobilisation of a range of resources to support work programmes. As noted in Section 4.1, the three Regional Development Pillars are:

 Regional Economic Growth and Investment;  Regional Physical and Environmental Development;  Regional Social and Community Cohesion and Well-Being.

The work of this Development Group will centre on 'place-building'; on aligning the priorities and objectives of the different bodies throughout the region incl. various units within local government (esp. as it pertains to the LECP and Community Planning processes). It is envisaged that upon identification of the priority themes, task groups will be organised around each - and will involve other relevant key regional stakeholders; which in turn would contribute to a clear diagnosis of needs, opportunities, threats, and spatial patterns. These Groups, as such, can be chaired/led by either an appropriate member of Council staff or a representative of another key stakeholder body.

5.10 This Development Group will meet generally every two to three months. Membership of this Group will comprise elected representatives from each Council - initially on the same model as currently operating for the existing NWRCBG - together with the CEOs and Senior Directors of the Councils. It will appoint a Chair and Deputy Chair - both positions to be held by elected members - and who will also have a seat on the aforementioned Strategic Growth Partnership. Engagement with key regional partners/stakeholders and regional/national government will take place through sectoral sub-groups, and these key regional partners/stakeholders will be invited to participate in and attend full meeting of the Group as appropriate. This arrangement as proposed is unique and different to previous arrangements that have been in place in that it is council-driven, with both the governance arrangements and the core objectives being firmly embedded in the workings of council. Through this model, both Donegal County Council and Derry City and Strabane District Council are stressing the importance of strategic, joined-up action - with a strong weight attached to regional advocacy.

This Group will seamlessly incorporate and in effect absorb the pre-existing NWRCBG and NWPB; thus bringing together and aligning their remits. In so doing, the key component functions of each will be brought together within a regional arrangement which can effectively drive and respond to the challenges of a regional growth process.

Regional Parliamentary Reference Group

5.11 In addition to the aforementioned North West Strategic Growth Partnership and the North West Regional Development Group, a Regional Parliamentary Reference Group will also be established as part of this structure. Demonstrating good governance, the purpose of this Group will be to bring local and national politicians from both jurisdictions together, facilitating

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an opportunity to focus on the high-level strategic objectives of the North West region as a whole. This Group will afford a space to discuss priority issues and status of projects within the region in an open and frank manner. This body will meet generally annually. Meetings will be convened by the Councils to discuss priority issues/ projects within the region. This Group will be made up of councillors (equal party representation), T.D.s, MLAs/MPs and MEPs. Outside of meetings, this Group will be kept informed of progress through emails, newsletters, etc.

5.12 The Councils recognise that they have a bridging role to play in terms of the translation of trans- boundary national policy - often developed back-to-back in cross-border regions - at a local level. Given the already strong working relationship between Donegal County Council and Derry City and Strabane District Council, this is viewed as an organic role for the Councils that has become much easier to fulfil given the new powers of council and the greater degree of alignment of function that now exists. It is, for example, acknowledged by Councils in the region that in the context of such a new arrangement, the opportunity would present itself for significant exploration and delivery of shared services and joint commissioning of activities relating to sustainable regional growth. The end goal, as previously noted, is for the region to become a net contributor to the economy of both jurisdictions.

6.0 The Role of Central Government

6.1 The North West region has a strong reputation already for the roll-out of transformative initiatives - such as the development of the Radiotherapy Unit at Altnagelvin Hospital. This success is the result of partners throughout the North West collaborating effectively with each other but also because of wider North-South collaboration involving central and regional government. From the perspective of both Donegal County Council and Derry City and Strabane District Council, active engagement from Central government in both jurisdictions is key to this initiative being triumphant.

6.2 Initially, the Councils would welcome the endorsement by Government in both jurisdictions of this initiative - and a commitment to undertake this journey with the Councils and other key stakeholders in the region. The Councils are not asking for something with no return - they, together with the wider public, private and community sectors in the North West, are committed to harnessing the potential of the region to the benefit of the island as a whole, and taking a lead role in this.

6.3 The Councils ask Central Government to commit senior personnel from key Departments and agencies to attend two meetings of the currently named ' North West Strategic Growth Partnership per year.

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6.4 The Councils intend to avail of the opportunity afforded by the new collaborative structure to make joint pre-budget submissions to Government in both jurisdictions.

7.0 Conclusion

7.1 The proposal to hold a joint Ministerial meeting in the North West in Autumn 2015 is welcomed by both Councils. As key stakeholders in the sustainable development of the region, the Councils appreciate the opportunity to highlight their shared investment priorities and emerging structures for a more formalised process of collaboration, as well as their commitment to ensuring the region becomes a net contributor to the island of Ireland. Councils have demonstrated their commitment to involving government departments in a co-design process for a new arrangement, and will invite those partners to celebrate the launch of the new arrangement in the North West.

7.2 Taking a longer-term perspective, the region has a young population which, if properly nurtured and prospects provided, is one of its brightest opportunities. Investment in education and sectors such as financial services, bio-medical/health, digital media and software development will stem the challenge of emigration gripping the island as a whole - and possibly prevent the population decline of the region that is being forecasted.

7.3 The reform of local government leading to the greater alignment of functions between Councils, the commitment by Government in both jurisdictions to ensure a strategic focus on the North West region, the establishment of a Ministerial Sub-Group on Regional Opportunities - with an initial focus on the North West - will provide the region with a unique opportunity to move towards a more formal process of strategic collaboration and cooperation; whilst still fulfilling the priority objectives of their respective council areas.

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Minutes of the North West Regional Development Group held in CoLab, LYIT, Letterkenny on Friday, 30 November 2018 @ 3.00pm

PRESENT: Derry City & Strabane District Council: Mr John Kelpie (CE) Councillor Gus Hastings (Chair) Councillor Maolíosa McHugh Councillor Martin Reilly Ms Rachael Craig Ms Karen Phillips Mr Kevin O’Connor

Donegal County Council: Mr Seamus Neely (CE) Councillor Albert Doherty Councillor Paul Canning Councillor Gerry McMonagle Councillor Bernard McGuinness Mr Michael McGarvey Mr Garry Martin Mr Liam Ward Mr Joe Peoples

In attendance:

NWRDG Secretariat: Ms Dara Doherty

1. Welcome and apologies

Councillor Hastings welcomed members to the meeting. He noted apologies as follows:

APOLOGIES

- Councillor Martin Farren - Councillor Kieran McGuire - Councillor Thomas Kerrigan - Councillor Paul Fleming - Mr John McLaughlin - Ms Maureen Doherty - Ms Karen McFarland - Mr Alfie Dallas

2. Minutes and Matters arising from the meeting of 28th September 2018

Minutes of the 28th September 2018 meeting were checked for accuracy.

PROPOSED: Councillor Doherty SECONDED: Councillor McMonagle

1 Page 261 2.1 Matters Arising

Councillor Hastings updated that Translink could not attend the meeting due to the time change but added that they have agreed to present at a future meeting. The Chair reported that the ICLRD report was distributed to members on 29th November and the correspondence had been issued to the staff member who retired.

3. Strategic North West Partnership Governance Issues

(a) NW24/18 Financial Monitoring Report and Register of Decisions for Approval

Ms Craig provided members with a Financial Monitoring Report and Register of Decisions as at November 2018. She added that a sum of £2.4m had been committed from the fund to date, and officials were currently in the process of developing further detailed project proposals in line with the overall project budget. Ms Craig sought members’ approval of the Financial Monitoring Report and Register of Decisions as at November 2018.

PROPOSED: Councillor Canning SECONDED: Councillor McMonagale

(b) NW25/18 MWRDG Risk Register for Approval (attached)

Mr Kelpie referred to the draft risk register which was collectively prepared by both Councils. He sought members’ endorsement and added that the risks would be reviewed periodically and re-presented into the committee.

PROPOSED: Councillor Reilly SECONDED: Councillor Doherty

4. NWRDG Presentation – Progress Update (Chief Executives)

Mr Kelpie and Mr Neely provided Members with a presentation on the North West Regional Development Group’s progress and the activity to date.

Referring to the Boston and Philadelphia trade missions – it was noted that a further report would be brought to the North West Regional Development Group on an initiative to promote further collaboration between Invest NI, Enterprise Ireland and IDA.

Action Further report to NWRDG re: Collaboration with INI, IDA & EI

The Chairman thanked both Chief Executives for their detailed presentation.

Councillor Canning suggested that there should be more communication and promotion of the cross border work and of the projects.

Councillor McMonagle commended the work undertaken to date and concurred with Councillor Canning.

2 Page 262 Councillor McGuinness commented on the significant benefits of the new North West City Region.

Councillor Doherty highlighted the Greenways project as great success story and recommended publicity on that also.

Councillor Reilly added that communication is important and said that the message needs to be delivered in both jurisdictions. He referred to the first citizen newsletter that was due to be issued by Derry City and Strabane District Council and suggested that some of the communication messages could be included in it.

Mr Kelpie advised Members of the communication plan implemented in relation to the trade missions. He advised that there had been features based on individual businesses. He added that other partners such as the educational establishments had released their own press releases also.

Councillor McMonagle requested a map to define the wide-ranging and diverse locations of the businesses benefitting from the trade missions – throughout the North West City Region.

Action Map of participants on trade missions to be provided

Mr Neely stressed the need to grow the population over the next 10-15 years across the totality of the region. He also referred to the need to enhance the skills base. Mr Neely thanked members for their feedback and said he would consider ways to keep Councillors informed of progress.

5. Physical and Environmental Development

Ms Philips gave an update on the work with Harvard University to develop an ‘Atlas for a City Region – Imagining the Post-Brexit Landscape of Ireland NW’. She advised that the project was formally launched by the two Mayors on 14th November. Ms Phillips added that the project is overseen by Neil Kirkwood, Professor of Landscape Architecture and Technology and the Assistant Professor Gareth Doherty, originally from Carndonagh.

Members were updated that a Steering group has been set up to oversee the project and in March, students will be visiting the North West Region. Ms Phillips added that in May 2019 the Design Manual will be worked up and the North West Regional Development Group will either be presented with a report or an exhibition.

The Chairman thanked Ms Philips for her update and commended progress on this initiative to date.

3 Page 263 6. Economic Growth and Development

Presentation – Update on Boston and Philadelphia Trade Mission

Mr Martin and Mr O’Connor delivered a detailed presentation on the recent trade mission. Referring to previous comments in relation to communication of the programme, Mr O’Connor said he had a very detailed media document that would be circulated to all members in relation to the visit. The Chairman thanked Mr Martin and Mr O’Connor for their presentation.

Action To circulate the Media Evaluation Report to Members

7. Social and Community Cohesion and Wellbeing Matters Update

Noted that there were no current updates.

8. Draft Forward Meeting Schedules 2019 for approval (attached)

The Chief Executives agreed to review the dates and undertook to distribute to members once agreed.

9. AOB

No further business.

4 Page 264 Agenda Item 17

Title of Report:- Officer Presenting:

Update on Strategic Growth Partnership - Strategic Business Manager February 2019 Author: Strategic Projects Officer

1. Purpose of the report / key recommendations

1.1 The purpose of this report is to provide Members of the Governance and Strategic Planning Committee with an update on the most recent meeting of the Derry City and Strabane Strategic Growth Partnership (Community Planning Partnership) - held on Thursday 25th October 2018.

1.2 It is recommended that Members note the content of this report and the background papers to the meeting as attached in the link detailed in 3.12 below.

2. Background.

2.1 In accordance with Section 10 of the Local Government Act (Northern Ireland) 2014, the 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 a Partnership called 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.

2.4 The purpose of the Partnership is to: - Have overall oversight for community planning in the Derry City and Strabane District Council area at strategic and local level; - Collaborate, influence and contribute to other regional strategic planning frameworks such as the Programme for Government, The North West Strategic Growth Partnership and North West Regional Development Group’s plan, other key departmental and statutory plans and the emerging 8 Local Community Plans for the Derry City and Strabane District Council Area; - Be responsible for reporting to the Northern Ireland Assembly (or any other relevant government department) as required; Page 265 - Be responsible for performance monitoring, evaluation and reporting of community planning in the Derry City and Strabane District; - Oversee the operational delivery of community planning at the Derry City and Strabane District Council area; - Monitor progress towards agreed priorities and outcomes; - Report on progress every two years and review the Community Plan every four years; - Engage with community and business in the review of the Community Plan; - Work together to secure the resources need to deliver the actions and activities within the community plan; - Influencing strategic policy to assist in the achievement of strategic outcomes; - Communicating the Community Plan within their respective organisations - Address and respond to issues that require a broader focus than appropriate at Thematic or local group level; - Ensure that work is carried out in accordance with the Operational Guidelines for community planning as well as equality and sustainable development duties.

3. Key Issues

3.1 The 8th meeting of Strategic Growth Partnership/Community Planning Partnership for the Derry City and Strabane District Council area was held on Thursday, 28th February 2019 in the Guildhall. At this meeting members received presentations on a number of key actions/work streams identified within the Strategic Growth Plan:

 Education & Skills Outcome Delivery Partnership update;  Youth ‘19

3.2 Members also received a presentation in relation to Council’s Green Infrastructure Plan which was meet with a strong level of support and endorsement.

3.3 Members also endorsed the Progress Report detailing progress updates on the actions detailed with the Outcome Delivery Plans aligned to the 8 Outcomes of the Strategic Growth Plan. Members were informed that of the 232 actions, 85% had been categorised as on track to be delivered, 8% where identified as progressing at a slower rate than planned, and 7% as complete. Of those actions identified as progressing slower than planned, recovery and corrective action had been identified.

Page 266 3.4 Members also approved the proposed approach in the development of Performance Measures via the development of 8 high level outcome based score-cards aligned to the 8 Outcomes of the Strategic Growth Plan as part of the performance monitoring for the upcoming ‘Statement of Progress’. The Local Government Act 2014 outlines that a Statement of Progress must be produced by Community Planning Partnerships every two years as part of the monitoring and evaluation of Community Plan. The first Statement of Progress is scheduled for publication in November 2019.

3.5 An update was also provided on the Strategic Growth Partnerships participation in the Carnegie UK Trust’s ‘Embedding Wellbeing in Northern Ireland’ project. In April 2019 the Trust sought Expressions of Interest (EoI) from the 11 NI Local Authority Community Planning Partnerships to participate in this project. Following the submission of an EoI on behalf of Strategic Growth/Community Planning Partnership the Trust issued correspondence to council in May 2018 confirming successful participation together with two other NI Community Planning Partnerships - Armagh, Banbridge & Craigavon; and, Lisburn and Castlereagh.

3.6 The Trust is offering to provide effective and tailored support, including financial and other in-kind support to the participating Community Planning Partnerships over a three year period to implement a local wellbeing outcomes approach in the implementation of their Community Plans. The level of direct support allocation to each of the Community Planning Partnerships will be £75,000.

3.7 Members of the Strategic Growth Partnership were advised that following a recommendation by the Trust’s NI Advisory Panel this support would focus on the areas of ‘Shared Leadership’ and ‘Co-Production’.

3.8 A further update on Local Community Planning and the ongoing developments in relation to the governance arrangements was also provided. Members were briefed on the outcome of the recent ‘Targeted Open Call’ seeking nominations for the 8 Local Community Growth Partnership Boards (LCGPBs).

3.9 The role of the LCGPBs will be to oversee the delivery of the Local Community Growth Plans for each of the 7 District Electoral Areas (DEAs) and Strabane Town. The LCGPBs will provide the mechanism for continuous engagement at a grass roots level, feed directly into the operational Outcome Delivery Partnerships and input at a strategic level through the Strategic Growth Partnership. Page 267 3.10 Membership of the LCGPBs will include;

 Elected Members for the defined geographical area  Community representatives  Statutory representation

3.11 Members were made aware that the targeted open call process had yielded sufficient nominations to establish new, representative and suitably skilled LCGPBs in the Sperrin, Derg and Faughan DEAs. On this basis, it was recommended that the 3 new LCGP boards are set up for the Sperrin, Derg and Faughan DEAs with a view to becoming operational over the next month. Furthermore the targeted open call process facilitated the geographic and skills based expansion of the current Neighborhood Renewal Partnership Boards (NRPBs) in Ballyarnett, Foyleside, the Moor, Strabane Town and Waterside required for these entities to adopt a governance role regarding the Local Community Growth Plans within each of these areas. As previously agreed there will be a two-year transition period before any of the existing members are replaced.

3.12 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 and was advertised in advance, 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/meetings/strategic-growth-partnership-february-28th-2019/

3.13 The next meeting of the Strategic Growth Partnership is scheduled to take place on 27th June 2019.

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 268 Agenda Item 18 Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Data Protection Registration / Fees – Elected Members Author: as above

1 Purpose of Report/Recommendations

1.1 To advise Members of the change in regulations surrounding the payment of data protection fees by Elected Members.

2 Background

2.1 The Data Protection (Charges and Information) Regulations 2018 (S.I. 2018/480) set out the circumstances in which data controllers are required to pay a charge to the Information Commissioner. Regulation 2 of those Regulations requires a data controller to pay an annual charge to the Information Commissioner unless all the processing of personal data by the data controller is exempt processing. “Exempt processing” has the meaning given in the Schedule to those Regulations.

2.2 The Government has completed its processes for introducing new legislation, and it is now been made as a Statutory Instrument (SI) – 2019 No 478 the Data Protection (Charges and Information) (Amendment) Regulations 2019 (Appendix 1).

3 Key Issues

3.1 These new Regulations amend the Schedule to the Data Protection (Charges and Information) Regulations 2018 so that processing of personal data by members of the House of Lords, elected representatives and prospective representatives is also “exempt processing” for the purposes of those Regulations.

3.2 For the processing to fall within the new exemption, it must be undertaken by people with the three groups – or by someone on their behalf – where the main purpose of that processing is in connection with their functions as members of the House of Lords, their functions as elected representatives or any activity where the sole or principal purpose is their future election.

3.3 As such, if any member of the three groups also processes personal data for any other non-exempt purpose, for example as a business owner, or if they have CCTV at their offices for crime prevention purposes, then as that processing is not exempt, they must pay the data protection fee in respect of it.

Page 269 4 Financial, Equality, Legal, HR, Improvement, Rural Needs and other Implications

4.1 It is noted that if Elected Members are only processing personal data in connection with their functions as elected representatives or in connection with any activity where the sole or principal purpose is their future election, then they will not need to renew their registration/pay the data protection fee.

4.2 The Information Commissioner’s Office has advised that if an Elected Member also processes personal data for any other non-exempt purpose, for example as a business owner, or if they have CCTV at their offices for crime prevention purposes, then as that processing is not exempt, they must renew their registration/pay the data protection fee in respect of that processing.

5 Recommendations

5.1 That Members note the contents of this report.

Background Papers

Page 270 Status: This is the original version (as it was originally made). This item of legislation is currently only available in its original format.

STATUTORY INSTRUMENTS

2019 No. 478 DATA PROTECTION

The Data Protection (Charges and Information) (Amendment) Regulations 2019

Made - - - - 5th March 2019 Coming into force - - 1st April 2019

The Secretary of State makes these Regulations in exercise of the powers conferred by section 137(1) and (3)(c) of the Data Protection Act 2018(1). The Secretary of State makes these Regulations— (a) having regard to the matters specified in section 137(4) of that Act; and (b) after consultation in accordance with sections 138(1) and 182(2) of that Act. In accordance with sections 138(5) and 182(7) of the Data Protection Act 2018, a draft of this instrument was laid before Parliament and approved by a resolution of each House of Parliament.

Citation and commencement 1. These Regulations may be cited as the Data Protection (Charges and Information) (Amendment) Regulations 2019 and come into force on 1st April 2019.

Amendment of the Data Protection (Charges and Information) Regulations 2018 2.—(1) The Schedule to the Data Protection (Charges and Information) Regulations 2018(2) is amended as follows. (2) In paragraph 1, before the definition of “judge”, insert— ““elected representative” has the meaning given in paragraph 23(3)(a) to (d) and (f) to (m) of Schedule 1 to the Data Protection Act 2018;”. (3) In paragraph 2(2)— (a) at the end of paragraph (g), omit “or”; (b) at the end of paragraph (h), insert “or”;

(1) 2018 c. 12. (2) S.I. 2018/480, amended by paragraph 421 of Schedule 19 to the Data Protection Act 2018. S.I. 2018/480 was made under sections 108(1) and (5) and 110(6) of the Digital Economy Act 2017 (c. 30). Those sections were subsequently repealed by paragraph 224 of Schedule 19 to the Data Protection Act 2018. S.I. 2018/480 now has effect as if it was made under section 137 of the Data Protection Act 2018 (see paragraph 26 of Schedule 20 to that Act).

Page 271 Document Generated: 2019-04-10 Status: This is the original version (as it was originally made). This item of legislation is currently only available in its original format.

(c) after paragraph (h), insert— “(i) carried out by— (i) a member of the House of Lords who is entitled to receive writs of summons to attend that House, or (ii) a person acting on the instructions, or on behalf, of such a member, for the purposes of exercising the member’s functions as such; (j) carried out by— (i) an elected representative, or (ii) a person acting on the instructions, or on behalf, of such a representative, for the purposes of exercising the elected representative’s functions as such; (k) carried out by— (i) a person seeking to become (or remain) an elected representative (a “prospective representative”), or (ii) a person acting on the instructions, or on behalf, of a prospective representative, in connection with any activity which can be reasonably regarded as intended to promote or procure the election (or re-election) of the prospective representative.”.

Margot James Minister of State Department for Digital, Culture, Media and 5th March 2019 Sport

2 Page 272 Document Generated: 2019-04-10 Status: This is the original version (as it was originally made). This item of legislation is currently only available in its original format.

EXPLANATORY NOTE

(This note is not part of the Regulations)

The Data Protection (Charges and Information) Regulations 2018 (S.I. 2018/480) set out the circumstances in which data controllers are required to pay a charge to the Information Commissioner. Regulation 2 of those Regulations requires a data controller to pay an annual charge to the Information Commissioner unless all the processing of personal data by the data controller is exempt processing. “Exempt processing” has the meaning given in the Schedule to those Regulations. These Regulations amend the Schedule to the Data Protection (Charges and Information) Regulations 2018 so that processing of personal data by members of the House of Lords, elected representatives and prospective representatives is also “exempt processing” for the purposes of those Regulations. A full regulatory impact assessment has not been produced for this instrument as no significant impact on the private or voluntary sectors is foreseen.

3 Page 273 This page is intentionally left blank Agenda Item 19

Title of Report: Officer Presenting: Lead Legal Services Officer Wayleave Agreement with NIE – Urney Road Author: Playing Fields Lead Legal Services Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to inform members of the retrospective approval granted by the Chief Executive under delegated authority during April recess to enter into a Wayleave Agreement with NIE at Urney Road Playing Fields, County Tyrone at such consideration as may be approved by LPS.

2 Background

2.1 Council has received a requested from NIE to enter into a Wayleave Agreement whereby NIE would be granted the right to install an electricity supply line across that portion of Council’s land marked in red on the attached Map (Appendix 1).

2.2 Under the terms of the proposed Agreement NIE shall be afforded such access as is required to install and maintain the electricity line and indemnify Council appropriately in respect of any loss or damage;

3 Key Issues

3.1 Council will receive a small annual nominal fee from NIE in respect of the right to lay the electricity line and LPS will be asked to confirm that this is a reasonable fee in all the circumstances.

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

4.1 None

5 Recommendations

5.1 For Members’ information, Council authority was sought and approved under delegated Chief Executive powers during April recess to enter into a Wayleave Agreement with NIE to enable NIE to lay an electricity line along the land subject to LPS confirming that the rental figure to be calculated in accordance with the terms of the Agreement is reasonable.

Background Papers Page 275  None

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Document is Restricted

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