Meeting Pack Derry City and Strabane District Council
Dear Member of Governance and Strategic Planning Committee (Open)
You are hereby summoned to attend the Monthly Meeting of the Governance and Strategic Planning Committee (Open) to be held in the Guildhall, Derry, on Tuesday 8 May 2018 at 4.00 pm.
Yours faithfully
John Kelpie Chief Executive
AGENDA
1 Notice and Summons of Meeting
2 Apologies
3 Declarations of Members' Interests
Open for Decision
4 Deputations
5 Chairperson's Business
6 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 10 April 2018 (Pages 1 - 12)
7 Matters Arising
8 Standing Orders (Pages 13 - 44)
9 Carnegie Wellbeing Framework (Pages 45 - 80) 10 Service Delivery Plan (Pages 81 - 328)
11 Interim Negotiating Consultation Forum (Pages 329 - 344)
12 Workplace Alcohol and Drugs Policy (Pages 345 - 354)
13 Customer Satisfaction Survey (Pages 355 - 364)
Open for Information
14 Data Protection Fees (Pages 365 - 366)
15 Job Shadow Report (Pages 367 - 368)
16 Irish Language Week (Pages 369 - 372)
1 May 2018 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 10 April 2018 at 4.00 pm.
Present:- Councillor Fleming (in the Chair), Aldermen Hussey, Kerrigan, Ramsey and Thompson; Councillors Boyle, Cooper, Donnelly, C Kelly, McKeever, McKnight, McMahon, Robinson and Tierney.
Non-Members of Committee:- Aldermen Devenney and M Hamilton and Councillors Carr and P Kelly.
In Attendance: Chief Executive (Mr J Kelpie), Director of Health and Community (Mrs K McFarland), Lead Assurance Officer (Mrs D McDonnell), Lead Democratic Services and Improvement Officer (Miss E Cavanagh), Business Support and Change Manager (Mrs R Craig) and Committee Services Assistant (Ms N Meehan).
______
GSP54/18 Notice and Summons for Meeting
The Chief Executive read the Notice and Summons for the Meeting.
GSP55/18 Apologies
There were no apologies for absence.
GSP57/18 Declarations of Members’ Interests
The Chairperson, Councillor Fleming declared an interest in items 17 – North West Regional Development Group and 18 – Correspondence – Citizens Advice NI.
Open for Decision
Chairperson’s Business
GSP58/18 Condemnation – Attack on Councillor Campbell’s Home
The Chairperson condemned outrightly the attack at the home of elected representative, Councillor Campbell and his family which had taken place over the weekend. He stated that many would recognise
Page 1 the excellent work carried out by Councillor Campbell in his constituency and in the wider district. He stated that those responsible for such a misdemeanour had much to answer for. He continued that many had acknowledged Councillor Campbell’s contribution to the local community and had shown their solidarity to Councillor Campbell and his family. He extended Council’s best wishes to Councillor Campbell and his family at this time.
There was a consensus of support in opposition to the recent attack at the home of Councillor Campbell.
Alderman Devenney said the attack at Councillor Campbell’s home was deplorable as were attacks on any member of the community. He stated that all such issues should be referred to the PSNI for investigation. He questioned alleged events which had taken place following the attack at Councillor Campbell’s home when a property was visited by a number of high profile Sinn Fein members, which, if proven, was not the correct way to handle the situation. He said he understood that the attack at Councillor Campbell’s home was in response to his condemnation of an attack on the PSNI the previous weekend.
Councillor Donnelly referred to the unfortunate increase in this type of attack which he condemned. He said he was also aware of an alleged visit by senior members of Sinn Fein to a property following the attack on Councillor Campbell’s home which he also condemned. He expressed concern at large scale attacks on homes by the PSNI and the British State which in many cases involved young children and caused fear and insecurity within the community.
Councillor Tierney concurred with the comments made by the Chairperson regarding the attack at Councillor Campbell’s home and referred to the need to send Council’s support to Councillor Campbell and his family. He referred to a vigil which himself and a number of his SDLP colleagues had attended at the home of Councillor Campbell to show their opposition to this type of attack. He said such attacks had a long lasting impact on those affected.
Alderman Hamilton supported Members comments in regards to the condemnation of the attack as did Councillor P Kelly.
Alderman Thompson on behalf of DUP also condemned the attack which he described as disgraceful and said it was important that all
Page 2 available information was given to the PSNI. He welcomed the statement from senior Loyalists confirming their support for law and order.
GSP59/18 Condemnation – Hawthorn Drive
The Chairperson condemned the recent hoax attack on the local community at Hawthorn Drive and the subsequent damage arising therefrom.
GSP60/18 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday, 6 March 2018
The Open Minutes of Meeting held on 6 March 2018 (GSP35/18- GSP48/18) were submitted.
Alderman Hussey referred to Minute GSP43/18 of the Minutes wherein it indicated that he had both proposed and seconded the proposal
Alderman Thompson advised that he had been recorded as present at the Meeting although he had not been in attendance.
It was agreed that the Minutes would be amended accordingly.
The Open Minutes of Meeting held on 6 March 20918 (GSP35/18- GSP48/18), as amended, were subsequently accepted and adopted.
Matters Arising
GSP61/18 Measuring the Impact of UK City of Culture 2013 (GSP41/18)
In response to a query from Alderman Hussey, the Chief Executive confirmed that a response had not yet been received from the Department for Communities regarding the Belfast Jobs Fair.
GSP62/18 Displays Bearing the Council Logo (GSP42/18)
In response to a query from Alderman Hussey, the Chief Executive confirmed that at the previous Meeting it had been agreed that no action be taken at this stage regarding the above issue.
GSP63/18 Ten Month Financial Outturn (GSP43/18)
Page 3 Alderman Hussey requested that the proposals in relation to the proposed enhancement works to the Castle site at Castlederg be displayed in the area together with a timetable in respect of the said works.
The Chief Executive advised that an Officers Meeting of Capital Projects had been scheduled for later that week when he undertook to discuss the most appropriate method of displaying this information and liaise accordingly with Members of the district electoral areas.
GSP64/18 Rates Support Grant
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 to update Members on recent correspondence in relation to Rates Support Grant and to endorse continued engagement both at Officer and Member level to restore this vital grant to its original level.
Councillor Boyle stated that the situation was as had been predicted which was very disappointing. He concurred with the sentiments expressed in the recommendation and suggested that the proposed meeting be arranged without delay. He continued that regardless of any discussions which had taken place regarding the cuts to the Rates Support Grant the debilitating impact on those seven Councils affected had not been acknowledged. He referred to the need for this to be stressed in the strongest possible terms.
Councillor Cooper concurred with the previous speaker’s comments. He stated that the sum of money which Council had been able to leverage through the Rates Support Grant would be removed which he regarded as rather senseless. He also referred to an issue in terms of equality in that the seven least wealthy Councils were being affected.
The Committee
Recommended (a) that Members note the recent correspondence and engagement continues to take place on all fronts at both an officer and Member level in relation to restoring this grant to its’ original level of £18.3 m; and
Page 4 (b) that the Chief Executive again writes on behalf of the 7 impacted Councils to both the Secretary of State for Northern Ireland and the Permanent Secretary of the Department for Communities urgently requesting a 7 Council officer and Member delegation in relation to the impact of Rates Support Grant cuts now that the Department’s financial position has been confirmed.
GSP65/18 Establishing an Adverse Weather Group
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 to seek Members’ nominations for the establishment of an Adverse Weather Working Group.
The Committee
Recommended that Alderman Hussey and Councillors Donnelly, C Kelly and Reilly be nominated onto the Adverse Weather Working Group.
Alderman Thompson advised that the DUP would put forward their nomination at a later stage.
GSP66/18 Data Protection Policy
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 Members’ views and approval for the draft Data Protection Policy set out in Appendix 1.
The Committee
Recommended that the Draft Protection policy is approved.
GSP67/18 Draft Performance Improvement Plan 2018/19
Page 5 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 comments and approval to release for consultation the draft Performance Improvement Plan 2018/19 as set out in Appendix 1.
In response to a request from Councillor Cooper, the Lead Democratic Services and Improvement Officer undertook to provide a uniformed approach in terms of the list of achievements in respect of the various Directorates.
The Committee
Recommended that subject to Members’ comments, approval is given to release for consultation the Draft Performance Improvement Plan 2018/19 as set out in Appendix 1.
GSP68/18 Members of Organisations/Associations 2018/19
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 that membership of the organisations/associations is maintained for 2018/19.
GSP69/18 Nominees for NILGA Local Planning Programme for Elected Members
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 two elected Member nominees to undertake the pilot NILGA Local Planning Programme for elected Members and to approve associated travel costs incurred by these Members.
Page 6 Councillor McMahon advised that Sinn Fein would make their nomination at the April Council Meeting.
Councillor Tierney nominated Councillor Boyle on behalf of the SDLP.
Alderman Hussey queried if a vote would be required if a third nomination was put forward.
Councillor Boyle said it was unfortunate that Council were not permitted to have more than two nominations which he suggested was due to the cost involved. He undertook to share with all Members whatever knowledge he gained through his attendance at the Programme which he regarded as the most appropriate way to proceed.
Alderman Hussey acknowledged the relevance of the programme in terms of planning however having read through the programme’s content he felt it was relevant to all Members of Council and anticipated that any information would be distributed accordingly.
Councillor Donnelly queried if the positions should be filled by persons other than the Chairperson and Members of the Planning Committee.
Alderman Thompson suggested that this matter be referred to the April council Meeting and in the meantime Officers ascertain if Council could submit additional nominees to attend the Programme.
Alderman Hussey expressed concern that the initial meeting scheduled for April 22 would take place before the April Council Meeting. He said his Party would not be putting forward a nomination he was concerned however in regard to the distribution of information arising from the Programme.
The Committee subsequently
Recommended that this matter be deferred to the April Council Meeting when Members nominations to attend the Programme would be ratified.
GSP70/18 Nilga Conference
Page 7 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 consider Member attendance at the Driving Government Locally Summit.
In response to a request from Alderman Hussey it was agreed that he be permitted to attend the Conference without claiming travelling expenses.
The Committee
Recommended (a) that the Council’s nominated representatives on Nilga are approved to attend this conference and that these Members share the knowledge acquired with other Members through the Post Conference Feedback process; and
(b) Alderman Hussey be approved to attend this Conference.
GSP71/18 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 2018/19 as set out in Appendix 1.
The Committee
Recommended that, subject to modifications due to public holidays and other circumstances, the meetings schedule for 2018/19, set out in Appendix 1 is adopted.
GSP72/18 Language Working Group – Review of Options for Language Usage on Council Branding and Signage
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 consider three options which had been identified by a dedicated Language Working Group
Page 8 whose task it was to review the Council’s existing language policies in respect of Irish and Ulster-Scots.
Alderman Ramsey stated that since this situation had arisen discussions had taken place with a number of interested groups regarding the possibility of a hasty decision being made by Council on such a culturally sensitive issue which must be seen to have been considered fully, fairly and inclusively. He continued that any suggestion that this was not the case had the potential to re-open arguments which his Party felt Council had moved beyond and create barriers to building on the progress which had been welcomed by most of the people and their representatives in this Council area.
Alderman Ramsey referred specifically to the submission put forward by the North West Cultural Partnership which questioned or contradicted elements of the report originally submitted to the Committee. He stated that Party Leaders had received a copy of this new submission.
Alderman Ramsey referred to a number of issues which had been raised in relation to the process, understanding of the complexity of the various different languages and heritage shared within the Council area and the limited nature of the original consultation which his Party viewed as inadequate given the complexity of the subject.
Alderman Ramsey referred to the significance of 10 April in the history of Northern Ireland and the Republic, the anniversary of the Good Friday agreement and suggested that a proposal to defer the decision was in the spirit of the agreement.
Councillor McMahon stated that over recent days a number of stakeholders had expressed their concern regarding this matter and his Party felt there was a need for further consideration in order to gain a wider range of views.
Alderman Ramsey Moved, Councillor McMahon Seconded
That any decision to change the current Language Policy be deferred and in the meantime Council put in place a process whereby it could become more fully informed about the heritage and culture of the various groups that contributed to the development of this area and the linguistic elements which they
Page 9 brought to the area, much of which was used on a daily basis.
Councillor Boyle questioned any suggestion that Council was being hasty in making a decision given the significant consideration attributed to this process. As such he did not regard the request to defer a decision as unreasonable and suggested that more time might not provide a positive outcome. He stated that there was an expressed view by the Working Group to identify an appropriate policy which would work for all.
Alderman Hussey concurred with the sentiments expressed by the previous speaker that a considerable amount of work had already been carried out within the Working Group. However, he did not feel that the process had reached its conclusion. He concluded that much more work was still required in order that a satisfactory outcome could be achieved and as such agreed that the matter be deferred.
Councillor Donnelly sought clarification as to why and where this matter was being deferred. He stated that a considerable amount of time and effort had already gone into the review process through the Language Working Group including discussion with Ulster Scots representatives none of which had been rushed or hasty.
Alderman Ramsey suggested that the process involved a significant amount of learning with greater diversity existing than what was actually apparent and referred to the need to endeavour to reach a position agreeable to all sections of the community and which was in compliance with the Good Friday agreement. He said he was requesting that the matter be deferred to include a wider range of people to assist in the review process and achieve a favourable outcome for all.
In response to a query from Councillor Donnelly, Alderman Ramsey stated that the process would take as long as was necessary in order to achieve a satisfactory outcome for all involved.
Alderman Devenney expressed his support for the deferral of the process to allow further discussion with interested groups. He stated that when Council had initially agreed to a tri-lingual language policy it had delivered a positive message to all which had been built upon. He suggested that if Ulster Scots were to be removed from Council
Page 10 signage this would not be regarded favourably by the Unionist community.
The above proposal was put to the vote and declared carried their voting – For – 11; Against – 2.
Subsequently Alderman Ramsey Moved, Councillor McMahon Seconded and the Committee
Recommended that any decision to change the current Language Policy be deferred and in the meantime Council put in place a process whereby it could become more fully informed about the heritage and culture of the various groups that contributed to the development of this area and the linguistic elements which they brought to the area, much of which was used on a daily basis.
Open for Information
GSP73/18 Consultation: Framework of Future Provision for Children in the Early Years with Special Educational Needs
The Lead Democratic Service and Improvement Officer presented the above report a copy of which had previously been circulated. She stated that the purpose of the report was to advise Members of the consultation issued by the Education Authority on the proposed Framework of Future Provision for Children in the Early Years with Special Educational Needs.
Members noted the information contained in the report.
GSP74/18 North West Regional Development Group – Minutes
The Business Support and Change Manager presented the above report a copy of which had previously been circulated. She advised that the purpose of the report was to provide Members with an update on the following meetings of the North West Regional Development Group held on 24 January 2018.
Page 11 Members noted the content of the report.
GSP75/18 Correspondence – Future of Citizens Advice from 1 April 2018
The Lead Democratic Services and Improvement Officer presented the above report a copy of which had previously been circulated. She stated that the purpose of the report was to advise Members of correspondence received from the Citizens Advice Northern Ireland.
Members noted the content of the report.
The Meeting terminated at 5.20 pm
Page 12 Agenda Item 8
Title of Report: Officer Presenting: Lead Legal Services Standing Orders Officer Author: Lead Legal Services Officer
1 Purpose of Report/Recommendations
1.1 To seek Members’ views and approval for the draft Standing Orders set out in Appendix 1.
2 Background
2.1 Members will recall that Council approved Standing Orders at the first meeting of the Shadow Council in June 2014 (SC6/14). These were based on model Standing Orders issued by the Department.
2.2 Members will also be aware that the draft Local Government (Standing Orders) Regulations (NI) 2015 were not approved by the Assembly. Officers engaged in a process of consultation with Elected Members as part of a review of the Council’s Standing Orders. In the course of which review Members suggested a number of changes be made to the current Standing Orders.
3 Key Issues
3.1 In the course of the review it became apparent that there were certain changes which could be made to the Standing Orders which would provide additional clarity to the Standing Orders and which would reflect more adequately the current operation of Council and Committee meetings.
3.2 There was no indication from the review that substantial or wholesale change to the Standing Orders was required.
3.3 Officers have prepared a draft amended Standing Orders document. Changes to these Standing Orders have been highlighted in red. Some amendment to formatting and numbering may still be required but this will be completed once Members have approved a final draft of Standing Orders.
3.4 The key changes within the amended Standing Orders are as follows:-
Page 13 - Clarification that the Standing Orders apply equally to Committees and Sub-Committees of Council.
- A definition of Community is included for the purposes of a Call-In under Section 41.1b to align with Section 75 of the Northern Ireland Act 1998.
- Confirmation that service of Summons by electronic mail is valid
- Confirmation that the quorum for the Planning Committee will be half of the whole number of Members of the Planning Committee to align with the protocol for operation of the Planning Committee
- Confirmation of the Order of Business for Council meetings to align with the current practice of the Council.
- Confirmation that the Motions must meet all of the requirements of Standing Order 16 to be acceptable and the deletion of the word directly to reflect the current operation of the Council.
- Confirmation that Motions will be dealt with at the meeting of full Council unless thought expedient that it should stand referred to a Committee.
- Confirmation that a Motion may only be altered by a Member prior to the Motion be seconded.
- Confirmation that Members speaking to a Motion shall not speak for more than five minutes.
- Confirmation that a decision of the Council including a decision to ratify a recommendation of the Committee can be subject to Call-In inclusion of the Chairperson and Deputy Chairperson of the Council to sit on the Ad Hoc Committee considering Call-In of Motions of Committee decisions under Section 41.1a.
3.5 During the course of the review of Standing Orders a number or Members raised the issue of limiting the number of Notices of Motion which could be considered at any one Council meeting. As there was no consensus on this issue such a change has not been included in the current draft.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 The draft Standing Orders have not yet been screened for Equality Impact Page 14 Assessment. Prior to implementation a final draft of the Standing Orders will require equality screening.
5 Recommendations
5.1 That subject to Members comments that the draft Standing Orders (Appendix 1) are approved.
Background Papers
SC6/14
Page 15 This page is intentionally left blank Standing Orders
Derry City & Strabane District Council
Adopted by Council on 11 June 2014
1 Page 17 Definitions - General “2014 Act” means the Local Government Act (Northern Ireland) 2014 “2014 Executive Arrangements Regulations” means the Local Government (Executive Arrangements) Regulations (Northern Ireland) 2014 “2014 Standing Orders Regulations” means the Local Government (Standing Orders) Regulations (Northern Ireland) 2014 “call-in” means a requisition for the reconsideration of a decision as provided for in section 41(1) of the 2014 Act. The Interpretation Act (Northern Ireland) 1954 shall apply to these Standing Orders Save where otherwise appears a reference to the Council includes a reference to any committee or sub-committee of council.
In Standing Order 21 “budget” means the expenditure authorised by a council under section 3 of the Local Government Finance Act (Northern Ireland) 2011; “clerk” means the clerk to the council appointed under section 41 of the Local Government Act (Northern Ireland) 1972 or in his absence his nominated officer; “committee” means a committee appointed under section 7 of the 2014 Act; ‘Community’ means one of the categories of people referred to in s75(1) of the Northern Ireland Act 1998. “day” means calender day unless otherwise stated “delegated authority” means the discharge of a function under authority fixed by a council under section 7 of the 2014 Act; “decision maker” means the body or person making an executive decision, a decision under delegated authority or a key decision; “executive” means a cabinet-style executive or a streamlined committee executive as provided for in section 21(2) of the 2014 Act; “executive decision” means a decision taken by a decision maker in connection with the discharge of a function which is the responsibility of the executive of a council; “key decision” means a decision under executive arrangements which is likely— to result in the council incurring expenditure which is, or the making of savings which are, significant having regard to the council’s annual budget for the service or function to which the decision relates; or to be significant in terms of the effects on communities living or working in an area comprising two or more electoral areas in the local government district of the council; “member” means a member of the council; and “policy framework” means the policies and procedures agreed by the council in relation to the delivery of a function or functions of the council. “working day” means any day which is not a Saturday Sunday or public holiday In Standing Order 23 “2000 Act” means the Political Parties, Elections and Referendums Act 2000; “member” means councillor; “nominating officer” in relation to a party, means
2 Page 18 (a) the person registered under the 2000 Act as the party’s nominating officers; or (b) a member of the council nominated under the 2000 Act for the purposes of Schedule 1 to the 2014 Act; and “party” means a party registered under the 2000 Act in the Northern Ireland register (within the meaning of that Act).
INDEX Page No.
1. Annual and Monthly Meetings 4 2. Time and Place of Meeting 4 3. Convening Special Meetings 4 4. Notice and Summons of Meetings 4-5 5. Chair to be Taken 5 6. Chairperson of Meeting 5 7. Quorum 5-6 8. Admission to Meetings 6 9. Record of Attendance at Meetings 7 10. Exclusion of the Public 7 11. Deputations 8 12. Order of Business 8 13. Minutes of the Council 8-9 14. Submission of Minutes 9 15. Minutes of Committees 9-10 16. Motions 10-11 17. Amendments 11-14 18. Amendments to Regulatory Decisions 14 19. Rules of Debate 14-17 20. Voting 17-18 21. Call–In Process 18-23 22. Positions of Responsibility etc. 23 23. Appointment of More than one Committee 23-24 24. Rescission of a Preceding Resolution 24 25. Members Conduct 24-25
3 Page 19 26. Disturbance by the Public 25 27. Suspension and Amendment of Standing Orders 26 28. Interpretation of Standing Orders 26
1. Annual and Monthly Meetings
(1) In every year that is not a local election year Council shall hold an Annual meeting in the month of June.
(2) In any year which is a local government election year, the Annual Meeting shall be held within twenty-one days immediately following the election, at such time as Council may fix at the offices of Council or at such other place as the Department may direct.
(3) A meeting of Council for the transaction of general business of the Council shall, subject to any deviation which special circumstances may render desirable, be held on the fourth Thursday of every month, except August. Other meetings of Council for the transaction of general business shall be held as Council considers necessary.
(4) Meetings of Council shall not take place on a Public or Bank Holiday, a Saturday or a Sunday. When the day of a meeting falls on one of these days, the meeting shall be held on the next following weekday instead.
2. Time and place of meetings
The Annual Meeting shall be held at 7.00pm and other meetings of the Council shall be held at 4.00pm in the Chamber Guildhall Derry or the Council Chamber, Derry Road Offices of Strabane District Council, except where otherwise fixed by statute or by special summons. Meetings of any committee or sub-committee of the Council shall be held at the time and place stipulated in the Notice and Summons. Note planning – special summons?
3. Convening Special Meetings
(1) The Chairperson of the Council may call a meeting of the Council at any time.
(2) The Chairperson of the Council may call a meeting of the Council if a requisition for such a meeting, signed by eight members or one-fifth of the whole number of members, whichever is the greater, is presented to him/her; and, if he/she refuses to call a meeting on such a requisition or if, without so refusing, he/she does not call such a meeting within the period of seven days from the date of service of the requisition on him/her, any eight members or one-fifth of the whole number of members, whichever is the greater, may on that refusal or on the expiration of that period forthwith call a meeting of the Council.
4 Page 20 4. Notice and Summons of Meetings
Three days at least before a meeting of the Council, a Committee or Sub- Committee:
(1) Notice of the time and place of the intended Meeting shall be published on the Council website. Where the Meeting is called by Councillors, the notice shall be signed by them and shall specify the business proposed to be transacted thereat;
(2) A summons to attend the Meeting, specifying the business proposed to be transacted thereat and signed by the Clerk shall be left at, or sent by ordinary post to the usual place of residence of every Councillor or if the Councillor so agrees, by electronic mail to that Councillor’s designated Council email address. Want of service of this summons shall not affect the validity of a Meeting;
(3) Except in the case of business required by statute, or where in the opinion of the chairperson of the Meeting the business should be considered by the Meeting as a matter of urgency, no business shall be transacted at a meeting of the Council, a Committee or Sub-Committee other than that specified in the summons relating thereto.
5. Chair to be taken
At each meeting of the Council, the Chair shall be taken at the time for which the meeting is convened, and business immediately proceeded with.
6. Chairperson of Meeting
(1) At a Meeting of the Council, the Chairperson of the Council, if present, shall preside.
(2) If the Chairperson of the Council is absent from a Meeting of the Council, the Deputy Chairperson of the Council, if present, shall preside.
(3) If both the Chairperson and Deputy Chairperson are absent from a Meeting of the Council, a representative of the political party whose member is Chairperson of the Council shall nominate a member to preside in their absence.
(4) If discussion arises on the allocation of the position of Chairperson, the Clerk shall exercise the powers of the Chairperson to assist in the regulation of that discussion.
(5) Any power of the Chairperson of the Council in relation to the conduct of a meeting may be exercised by the person presiding at the meeting.
5 Page 21 7. Quorum
(1) Subject to sub-paragraphs 7.4 and 7.5, no business shall be transacted at a Meeting of the Council or a Committee of Council unless at least one-quarter of the whole number of councillors are present.
(2) If during a meeting, the person presiding, after the number of members present is counted, declares that a meeting is inquorate and it is unlikely that there will be a quorum present within 30 minutes, he shall declare the meeting adjourned.
(3) Any uncompleted business on the agenda of a meeting adjourned under Standing Order 7(2) above shall be tabled for discussion at the reconvened meeting. No business, other than the uncompleted business on the agenda of the meeting adjourned, may be discussed at the reconvened meeting.
(4) Where more than one-quarter of the members become disqualified at the same time then, until the number of members in office is increased to not less than three-quarters of the whole number of members, the quorum of the Council shall be determined by reference to the number of members remaining qualified instead of by reference to the whole number of members.
(5) (4) No business shall be transacted at a meeting of the The quorum of the Planning Committee unless will be at least half of the whole number of Councillorsmembers of the Planning Committee are present.
8. Admission to meetings
(1) Subject to the provisions of this Standing Order, every Meeting of the Council shall be open to the public.
(2) The public and press may attend only in those parts of the Council Chamber provided for their accommodation at meetings of the Council, unless specifically excluded in accordance with the provisions of Standing Order 9; or as required by the Council to comply with provisions in relation to Fire Safety and Health & Safety.
(3) The admission of the public is upon the understanding that they must continue at all times to be seated, and that no expression of opinion or noise of any kind be allowed from them.
(4) At all times during which a Meeting of the Council is open to the public, the Council shall, so far as is practicable, cause to be made available to duly accredited representatives of newspapers attending for the purpose of reporting 6 Page 22 proceedings at the meeting reasonable facilities for taking reports of these proceedings and, on payment by those representatives or their newspapers of any expenses which may be incurred, for transmitting such reports to their newspapers.
(5) Taking photographs of proceedings or the use of any other means by members of the public to enable persons not present to see or hear any proceedings (whether at that time or later) or making of any oral report of any proceedings as they take place shall be prohibited unless expressly permitted by the Council.
(6) The use of social media by councillors, members of the public or journalists shall be permitted, during those proceedings that are open to the public, to the extent that its use does not disrupt proceedings.
9. Record of attendances at meetings
The names of the members present at a meeting of the Council shall be recorded by the clerk.
10. Exclusion of the public
(1) The public shall be excluded from a Meeting of the Council whenever it is likely that, during the transaction of an item of business, confidential information would be disclosed to them in breach of an obligation of confidence.
(2) The Council may by resolution exclude the public from a Meeting of the Council (whether during the whole or part of the proceedings at the meeting) for such special reasons as may be specified in the resolution being reasons arising from the nature of the business to be transacted or of the proceedings at the Meeting.
(3) The Presiding Chairperson may at any time during the proceedings, if he/she thinks it necessary to secure order, direct the removal of any individual or group of individuals from the Council Chamber, or order the Council Chamber to be wholly cleared of members of the public.
(4) The Council, having excluded the public, shall only consider the matter referred to it by the resolution. If it should be deemed necessary to consider any matter not included in the resolution, the public shall be re-admitted and the chairperson may ask leave of the Council to take up the consideration of such additional matters as may be deemed desirable.
(5) The Council, having excluded the public, shall not have the power to adjourn its own sittings or to adjourn a debate to a future sitting. If the business referred to in the resolution is not transacted, the Council may be resumed and a member of the Council may move that the Council again exclude the public on a future
7 Page 23 day to deal with the business specified in the resolution which was not transacted.
(5) (6)If the Council, with the public excluded, has transacted part of the business referred to it, without being able to reach a decision on all the business so referred, a member of the Council may, with leave of the Council, report on the progress to that point and ask the Council’s permission to sit again.
(6) (7)When the Council, having transacted business with the public excluded, submits its report to the Council, a motion for its adoption shall then be moved and put. No questions or discussion shall be permitted on the report or the motion for its adoption.
11. Deputations
(1) Deputations, from any source, shall only be admitted to address the Council provided the Clerk has received seven working days’ notice of the intended deputation and a statement of its objective.
(2) The deputation shall be confined to the presentation of a statement, or copy of resolutions, and shall not make more than two short addresses by any two members of the deputation. The totality of the address shall not exceed 15 minutes.
(3) Deputations should not be repetitive and, where possible, issues of a similar or linked nature should be contained in one deputation. Where a deputation has made one presentation to the Council, the Council may decline to accept another deputation on the same issue from the same individual or group for a period of six months.
12. Order of Business
Subject to any statutory requirements to the contrary, the order of business at every meeting of the Council shall be as follows:
1) Notice and Summons of Meeting 2) Member Attendance and Apologies 3) Webcasting Notice 4) Declarations of Member Interests 5) Deputations 6) Chairpersons Business 7) Cconfirmation of the Minutes of the last stated Meeting and of all adjourned meetings and special meetings held since the last stated Meeting 8) ; Matters Arising declaration of members interests; 8 Page 24 a) matters arising; b) deputations; c) 9) Aadoption of the minutes of the proceedings of any committees and consideration of reports, if any, from such committees; d) a)10) Bbusiness required by statute to be transacted at the Meeting; e) a) adoption of the minutes of the proceedings of any committees and consideration of reports, if any, from such committees; 11) Rreports of officers, public bodies, agencies etc., if any, may be considered and such orders given thereon as may be deemed necessary 12) Rreports on decisions/recommendations subject to the reconsideration procedure; 13) Oother Reports. ;14) Cconsideration of motions of which due notice has been given, in the order in which they have been received;
15) Ccorrespondence and matters not already dealt with; 16) Ssealing of documents; a) consideration of motions of which due notice has been given, in the order in which they have been received; b) any other relevant business.
13. Minutes of the Council
13.1 Keeping of minutes as evidence etc.
(1) Minutes of the proceedings of a Meeting of the Council, or of a committee or sub-committee, shall be drawn up and entered in a bound book kept for that purpose.
(2) No discussion shall take place upon the Minutes except upon their accuracy.
(3) Any minute purporting to be signed as mentioned in sub-paragraph (1) shall be received in evidence without further proof.
(4) Until the contrary is proved, a Meeting of the Council or of a committee or sub- committee thereof in respect of the proceedings of which a minute has been so made and signed shall be deemed to have been duly convened and held, and all the members present at the meeting shall be deemed to have been duly qualified, and where the proceedings are proceedings of a committee or sub- committee, the committee or sub-committee shall be deemed to have been duly constituted and to have had power to deal with the matters referred to in the minutes.
13.2 Signing of
The Minutes of a Meeting of the Council shall be signed at the next ensuing Meeting of the Council by the Chairperson presiding, if approved by the meeting at which they fall to be signed.
9 Page 25 14. Submission of Minutes
(1) In order to give sufficient time for the preparation of the minutes and for their perusal by the members of the Council, minutes of meetings of a committee held later than seven days before the meeting of the Council shall not be submitted to that meeting for approval. This may be disapplied where a committee considers the matter to be of extreme urgency and records such a decision in its minutes.
(2) It shall be the duty of a committee, through the chairperson or his/her representative, when its minutes are submitted for approval, to call the attention of the Council to any resolution or matter of an unusual or special character contained therein.
15. Minutes of Committees
(1) A motion or amendment shall not be made or proposed, or any discussion allowed on the proceedings of committees with reference to any matter within the remit of a committee which does not appear on the minutes submitted to the Meeting of the Council.
(2) Any member wishing to raise an issue regarding any matters appearing in the minutes submitted to the Council for approval and who states his/her request in writing to the Chairperson of the committee twenty-four hours before the commencement of the Meeting of the Council shall be entitled to a reply when the proceedings of the particular committee are submitted for approval.
(3) A reply to an issue raised at the meeting regarding any matter in the minutes, without written notice, shall be at the discretion of the Chairperson of the committee.
(4) Any matter in the minutes of a committee on which a request for reconsideration, under section 41 of the 2014 Act, has been lodged with the clerk of the Council shall be identified, and may not be the subject of discussion at that meeting.
16. Motions
(1) Every motion shall be relevant to some matter: i) in relation to which the Council: a) has power or duties and; b) is not prevented from taking action on by other legislation and; ii) which directly affects the local government district or its residents; and iii) for which the Council is legally competent.
16.1 On notice
10 Page 26 (1) Notice of every motion, other than a motion which under Standing Order 16.2 may be moved without notice, shall be given in writing, signed by the member or members of the Council giving the notice, to the Clerk not later than at least seven days before the next Meeting of the Council. The motion must be clear in meaning otherwise it shall be rejected until such time as it is resubmitted in clear language, and not later that seven days before the meeting.
(2) A motion shall be rejected if the wording or nature of the motion is considered unlawful or improper.
(3) All notices shall be dated and numbered as received, and entered in a register to be kept for that purpose. This register shall be open to inspection by every Member of the Council.
(4) Notices of motion shall be entered by the Clerk in their proper place upon the Summons Paper in the order in which they are received.
(5) If a motion set out in the Summons is not moved either by a member who gave notice or by some other member on his behalf, it shall, unless postponed by consent of the Council, be treated as withdrawn and shall not be moved without fresh notice.
(6) If the subject matter of any motion of which notice has been properly given comes within the remit of any committee it may shall, upon being moved and seconded, stand referred without discussion to that committee, or to such other committee as the Council may determine, for consideration and report. The chairperson presiding may, if he/she considers it urgent and necessary to the dispatch of business, allow the motion to be dealt with at the meeting at which it is brought forward.
(6) (7) (7) (8)If a notice of motion fails to be considered at a Meeting of the Council, such notice of motion will only be included on the Summons Paper for the following meeting if re-submitted in writing to the Clerk by the member concerned not later than seven days, at least, before the Council meeting.
(8) (9)Any notice of motion which fails to be considered at two consecutive meetings will not be accepted for inclusion on the Summons Paper for a period of six months from the date of the second meeting at which the matter has failed to be considered.
16.2 Without notice
The following motions may be moved without notice: a) to appoint a Chairperson of the meeting at which the motion is moved; b) in relation to the accuracy of the minutes; c) to change the order of business in the agenda; d) to refer something to an appropriate body or individual; 11 Page 27 e) to appoint a committee or members thereof arising from an item on the summons for the meeting; f) to receive reports or adoption of recommendations of committees or officers and any resolutions flowing from them; g) to withdraw a motion; h) to amend a motion; i) to proceed to the next business; j) that the question be now put; k) to adjourn a debate; l) to adjourn a meeting; m) to suspend Standing Orders, in accordance with Standing Order 27.1; n) to exclude the public and press in accordance with section 42 of the 2014 Act; o) to not hear further a member named under Standing Order 23.3 or to exclude them from the meeting under Standing Order 23.4.
17. Amendments
(1) When a motion is under debate at any meeting of the Council, a an amendment or further motion shall not be received, with the exception of the following motions:
a) to amend the proposal; or b) that the Council do now adjourn; or c) that the debate be adjourned; or d) that the question be now put; or e) that the Council do proceed to the next business.
17.1 To amend the Proposal
(1) An amendment must be legitimate and within the scope of the notice convening the meeting. It must not be a direct negative; must be relevant to the proposal which it seeks to amend, and not inconsistent with anything already agreed upon at the same meeting. An amendment must relate solely to the proposal which it seeks to amend, and not be, in effect, a new proposition on a different matter, and must not place a greater responsibility on the meeting than the original proposal.
(2) An amendment to a motion shall be either:
a) to refer a subject of debate to a committee or to an officer for consideration or re-consideration; b) to leave out words; c) to leave out words and insert or add others; or d) to insert or add words
but such omission, insertion or addition of words shall not have the effect of directly negativing the Motion before the Council.
12 Page 28 (3) The Chairperson may require that Aan amendment on being moved must be submitted in writing to the Chair before further discussion takes place on the amendment.
(4) (3)When an amendment upon an original proposal has been moved, the question to be put shall be “That the amendment be made”. Where any amendment is agreed, the question to be put shall be “That the proposal, as amended, be agreed”. Where any amendment is rejected the question of the substantive proposal shall be put.
17.2 That the Council Do Now Adjourn
(1) Any member of the Council who has not already spoken to the proposal or amendment then under debate may move “that the Council do now adjourn”. Such a proposal must be seconded, but it need not be reduced to writing. The mover and seconder shall not speak beyond formally moving and seconding the proposal, which shall be put to the vote without debate.
(2) In the event of the proposal for the adjournment being carried, the Chair shall (unless stated in the proposal) fix the date for the adjourned meeting for the continuation of the debate on the proposal or amendment under discussion at the time of the adjournment, and for the transaction of the remaining business (if any) on the Agenda for the meeting so adjourned.
(3) A second proposal “that the Council do now adjourn” shall not be made within half- an-hour unless, in the opinion of the Chair, the circumstances are materially altered.
17.3 That the Debate be Adjourned
(1) Any member of the Council who has not already spoken to the proposal or amendment then under debate may move “that the debate be adjourned”. Such a proposal must be seconded, but it need not be reduced to writing. The mover and seconder shall not speak beyond formally moving and seconding it.
(2) Before putting to the meeting a proposal “that the debate be adjourned”, the Chairperson presiding shall call on the mover of the proposal or amendment under discussion to reply on the question of adjournment and, after such reply, which will not prejudice the right of the mover of a proposal to reply on the original question, shall put the proposal for adjournment of the debate to the vote without further debate.
(3) If the proposal be carried, the Council shall proceed to the next business on the agenda, and the discussion of the adjourned debate shall be resumed at the next meeting of the Council unless a special meeting of the Council shall be called for the purpose.
(4) On resuming an adjourned debate, the member who moved its adjournment shall be entitled to speak first. A second proposal “that the debate be adjourned” shall 13 Page 29 not be made within half-an-hour. A member shall not move or second more than one proposal for the adjournment of the same debate.
17.4 That the Question Be Now Put
(1) Any member who has not already spoken to the proposal or amendment then under debate may move “that the question be now put”. Such a proposal must be seconded, but it need not be reduced to writing. The mover and seconder shall not speak beyond formally moving and seconding it.
(2) If the Chairperson is of the opinion that the subject before the Council has been sufficiently discussed, he shall put the proposal “that the question be now put” to the vote without debate and if same is carried, the proposal or amendment under discussion shall be put to the Council.
(3) A second proposal “that the question be now put” shall not be made on the discussion of the same question within half-an-hour.
(4) A member shall not move or second more than one proposal “that the question be now put” on the discussion of the same question.
17.5 That the Council Do Now Proceed to the Next Business
(1) Any member of the Council who has not already spoken to any proposal or amendment then under debate may move, “that the Council do proceed to the next business”. Such a proposal must be seconded, but it need not be reduced to writing. The mover and seconder shall not speak beyond formally moving and seconding the proposal which shall be put to the vote without debate.
(2) If the Chairperson is of the opinion that the subject before the Council has been sufficiently discussed, he shall put the proposal “that the Council do proceed to the next business” to the vote without debate and if same is carried the proposal or amendment under discussion shall be put to the Council.
(3) When a proposal is carried “that the Council do proceed to the next business”, the question under discussion shall be considered as dropped.
(4) A second proposal “that the Council do proceed to the next business” shall not be made on the same question within half-an-hour.
(5) A member shall not move or second more than one proposal “that the Council do proceed to the next business” on the discussion of the same question.
18. Amendments to Regulatory Decisions
(1) No amendment may be moved to a minute which is a Regulatory Decision.
14 Page 30 (2) For the purposes of these Standing Orders, a Regulatory Decision is a determination of an application for planning permission or any decision, determination, action, direction, order, approval, refusal, or enforcement action in exercise of powers of the Council as the local planning authority [or those powers specified in Executive Arrangements Regulations]; or any application for which the Council is the licensing authority.
19. Rules of Debate
19.1 Motions and amendments to be reduced to writing and seconded
(1) A Motion or Amendment shall not be discussed unless it has been proposed and seconded and, unless notice has already been given in accordance with Standing Order 16.1, it shall, if required by the Chairperson presiding, be put into writing and handed to the Chairperson presiding before it is further discussed or put to the meeting.
(2) A Member when seconding a motion or amendment may, if he/she then declares his/her intention to do so, reserve his/her speech until a later period of the debate.
19.2 Alteration of motion
(1) At any time before a motion is seconded a A Member may alter a motion of which he/she has given notice as proposed with the consent of the meeting. The meeting’s consent will be signified without discussion.
(2) A Member may alter a motion which he/she has moved without notice with the consent of both the meeting and the seconder. The meeting’s consent will be signified without discussion.
(3) Only alterations which could be made as an amendment may be made.
19.3 Withdrawal of motion
(1) A Member may withdraw a motion of which he/she has given notice under Standing Order 16.1 at any time after the meeting has commenced provided that he/she has not moved the motion or spoken on it and has the consent of the meeting. The meeting’s consent will be signified without discussion.
(2) A Member may withdraw any other motions which he/she has moved with the consent of both the meeting and seconder. The meeting’s consent will be signified without discussion.
(3) No Member may speak on the motion after the mover has asked permission to withdraw it unless permission is refused.
19.4 Mode of address 15 Page 31 The established mode of address is to address the Council’s Chairperson. While a Member is speaking, the other members shall remain silent unless making a point of order or in personal explanation. A member shall direct his/her speech to the question under discussion or to a personal explanation or to a point of order.
19.5 Precedence in speaking
Whenever two or more members apply to speak at the same time, the Chairperson shall decide who has precedence.
19.6 Place of member speaking
A member when addressing the Chairperson shall sit in the place allocated to him/her in the Council Chamber.
19.7 Member called to order
If any member, while speaking, be called to order, he/she shall not again address the Council until the Chairperson has disposed of the question of order.
19.8 Definition of point of order
A point of order shall relate only to an alleged breach of a Standing Order or statutory provision and the member shall specify the Standing Order or provision and the way in which he/she considers it has been broken.
19.9 Member may raise a point of order
A member may raise a point of order and shall be entitled to be heard immediately.
19.10 Ruling of Chairperson on point of order
The ruling of the Chairperson on a point of order shall not be open to discussion.
19.11 Member to speak to motion
A member who speaks shall direct his/her speech strictly to the Motion under discussion, or an amendment thereof.
19.12 Member shall not speak more than once
A member who has spoken on any Motion shall not speak again whilst it is the subject of debate, except:
a) to speak once on an amendment moved by another member; b) if the Motion has been amended since he/she last spoke, to move a further amendment; 16 Page 32 c) if his/her first speech was on an amendment moved by another Member to speak on the main issue whether or not the amendment on which he/she spoke was carried; d) in the exercise of a right to reply given by Standing Order 19.19; e) on a point of order.
19.13 Duration of speeches
Except with the permission of the Council, a member, in introducing a Motion, shall not speak for more than ten minutes and in replying, for more than five minutes. Any other member speaking to a motion shall not speak for more than five minutes. Any other member speaking to a motion shall not speak for more than five minutes.
19.14 Addressing the Council
The Council during its sitting, shall not, unless with the consent of the Council, be addressed by any person who is not a member of the Council.
19.15 Only one motion / amendment may be moved and discussed at a time
(1) Only one amendment may be moved and discussed at any one time. No further amendment may be moved until the amendment under discussion has been disposed of.
(2) If an amendment is not carried, other amendments to the original motion may be moved.
(3) If an amendment is carried, the motion as amended takes the place of the original motion. This becomes the substantive motion to which any further amendments are moved.
19.16 When a motion is under debate no other motion shall be moved
When a Motion is under debate no other Motion shall be moved except the following:
a) to amend the motion; b) to adjourn the meeting; c) to adjourn the debate; d) to proceed to the next business; e) that the question be now put; f) that a Member be not further heard; g) by the Chairperson under Standing Order 23.4, that a Member do leave the meeting.
19.17 Chairperson rising during debate
17 Page 33 Whenever the Chairperson rises or otherwise calls the meeting to order during a debate, a Member then speaking shall cease and the Council shall be silent.
19.18 Chairperson not to receive motion for direct negative
The Chairperson shall not receive a Motion for a direct negative to a question but, on the conclusion of the debate, the question shall be put and resolved in the affirmative or negative.
19.19 Mover’s right of reply
The mover of a motion has a right to reply at the close of the debate on the motion, immediately before it is put to the vote. If an amendment is moved, the mover of the original motion shall also have a right of reply at the close of the debate on the amendment and shall not otherwise speak on the amendment. The mover of the amendment shall have no right of reply to the debate on his amendment.
20. Voting
20.1 Majority
Subject to any statutory provisions to the contrary, any matter will be decided by a simple majority of those members present and voting.
20.2 Chairperson’s casting vote
If there are equal numbers of votes for and against, the Chairperson will have a second or casting vote.
20.3 Qualified majority [MANDATORY - wef 28 May 2014 (excluding (d)] Legislative provision - the Local Government Act (Northern Ireland) 2014 and the Local Government (Transitional, Supplementary, Incidental Provisions and Modifications) Regulations (Northern Ireland) 2014)
A qualified majority shall be required in relation to a council’s decision on— (a) the adoption of executive arrangements or prescribed arrangements as the council’s form of governance (section 19 of the 2014 Act); (b) the method to be adopted other than d’Hondt for filling positions of responsibility (Schedule 1 of the 2014 Act); (c) the method to be adopted other than Quota Greatest Remainder for appointing councillors to committees (Schedule 2 of the 2014 Act); (d) the exercise of the general power of competence in accordance with section 79 of the 2014 Act; (e) a call-in made in accordance with section 41(1) (b) of the 2014 Act; and 18 Page 34 (f) the suspension of standing orders.
20.4 Show of hands
Unless a ballot or recorded vote is demanded under Standing Order 20.5, the Chairperson will take the vote by show of hands, or if there is no dissent, by the affirmation of the meeting. If an electronic voting system is available a vote may be taken by this means.
20.5 Recorded vote
If, before a vote is called, any member present at the meeting demands it, the names for and against the motion or amendment or abstaining from voting will be taken down in writing and entered into the minutes. A demand for a recorded vote will override a demand for a ballot.
21 ‘Call-in’ Process [MANDATORY wef operation of the Local Government (Standing Orders) Regulations (Northern Ireland) 2014]
21.1 Decisions subject to call-in (1) The following decisions may be subject to call-in in such manner as is specified in these standing orders— (a) a decision of the executive; (b) an executive decision taken under joint arrangements in accordance with section 26 of the 2014 Act; (c) a key decision taken by an officer or officers of the council; (d) a decision taken by a committee under delegated authority in accordance with section 7 of the 2014 Act; and (e) a decision taken by a committee to make a recommendation for ratification by the council. (f) a decision of the Council. other than a decision to ratify a recommendation of a committee (2) The following decisions shall not be subject to call-in— (a) a decision on a regulatory or quasi-judicial function which is subject to a separate appeal mechanism; (b) a decision which is deemed to be a case of special urgency in accordance with regulation 246 of the 2014 Executive Arrangements Regulations; (c) a decision where an unreasonable delay could be prejudicial to the council’s or the public’s interests; (d) a decision taken by an officer or officers which is not a key decision; (e) a decision by the executive which serves only to note a report from or the actions of an officer or officers. (3) No decision shall be subject to call-in more than once for each of the reasons specified in section 41(1) of the 2014 Act.
19 Page 35 21.2 Call-in admissibility (1) A call-in shall be submitted in writing to the clerk by 10am on the fifth working day following issue of the draft minute of the decision to which the call-in relates. If a call-in is received after the specified deadline, it shall be deemed inadmissible.
(2) A call-in shall— (a) specify the reasons why a decision should be reconsidered; and (b) subject to sub-paragraph (5) of this standing order, be deemed to be inadmissible if the reasons are not specified.
(3) In the case of a call-in submitted under section 41(1) (b) of the 2014 Act, members shall state in the reasons specified under sub-paragraph (2) of this standing order— (a) the community that would be affected by the decision; and (b) the nature and extent of the disproportionate adverse impact.
(4) Within two working days of receipt of a call-in, the clerk shall confirm that— (a) it has the support of 15 per cent of the members of the council; and (b) the reasons for the call-in have been specified.
(5) Where the reasons have not been specified on the requisition the clerk shall notify the members making the requisition that it shall be considered inadmissible if reasons are not specified in writing within the specified deadline or within 24 hours whichever is the later.
(6) Within one working day of receipt of an admissible call-in submitted under section 41(1) (b) of the 2014 Act, the clerk shall seek the opinion of a practicing solicitor or barrister in accordance with section 41(2) of the 2014 Act.
(7) Where the legal opinion obtained in accordance with section 41(2) of the 2014 Act confirms that the call-in has merit, the clerk shall— (a) furnish the opinion to members; and (b) include the decision on the agenda for the next available meeting of the council, at which it will be taken by a qualified majority.
(8) Where the legal opinion obtained in accordance with section 41(2) of the 2014 Act indicates that the call-in does not have merit, the clerk shall— (a) furnish the opinion to members; and (b) make arrangements for the decision to be implemented or tabled for ratification by the council. .as appropriate.
21.3 The call-in process: committee arrangements (1) For the purposes of reconsideration of a decision pursuant to a call-in the minutes of a committee which record a decision— (a) taken under delegated authority; or (b) for ratification by the council
20 Page 36 shall be published within seven working days of the conclusion of the meetings. This date shall be regarded as the date of publication for the purposes of a call- in.
(2) If a call-in is not received by the deadline specified in paragraph 21.2(1) of this standing order, the decision specified in— (a) paragraph 21.3(1) (a) of this standing order shall be implemented; or (b) paragraph 21.3(1) (b) of this standing order shall be tabled for ratification by the council.
(3) The tabling for ratification of a decision specified in paragraph 21.3(1)(b) of this standing order, or the implementation of a decision specified in paragraph 21.3(1)(a) of this standing order, shall be postponed (unless the total level of support for the call-in falls below 15 per cent of the members) until the call-in has been resolved. The decision maker may rescind the decision at any time prior to the call-in being resolved.
(4) If an admissible call-in is made in accordance with paragraph 21.2(1) of this standing order and section 41(1) (a) of the 2014 Act, the council shall appoint an ad hoc committee of the council, the membership of which will be— (a) the chairpersons of all committees of the council; and (b) the deputy chairpersons of all committees of the council (c) the Chairperson and Deputy Chairperson of the Council to consider the process adopted by the decision-making committee.
(5) The chairperson and deputy chairperson of the committee which was responsible for the decision which is the subject of the call-in shall not have voting rights at a meeting of the committee appointed in accordance with sub-paragraph (4) of this standing order.
(6) The members who submitted the call-in, or a member on their behalf, shall be invited to attend the meeting at which the decision subject to the call-in is considered and may, upon the request of the chairperson, address the meeting, but shall not have voting rights.
(7) A committee appointed in accordance with sub-paragraph (4) of this standing order may— (a) refer the decision back to the decision maker; (b) in the case of a decision taken under delegated authority, support the decision; or (c) in the case of a decision for ratification by the council, refer the decision to the council.
(8) Where a decision has been supported in accordance with sub-paragraph (7) of this standing order, that decision shall— (a) be approved; (b) be inserted in the Register of Decisions; and
21 Page 37 (c) become operative from the date of the meeting at which the committee appointed in accordance with sub-paragraph (4) of this standing order confirmed support for the decision.
21.4 The call-in process: executive arrangements (1) The proper officer shall, within two working days of the production of a statement in accordance with regulations 28 and 29 of the 2014 Regulations, submit to the council a notice detailing the decision(s) recorded in the statement.
(2) The notice prepared in accordance with sub-paragraph (1) of this standing order shall specify— (a) those decisions that are not subject to call-in; (b) the deadline for receipt of a call-in; and (c) the overview and scrutiny committee, as determined by the proper officer, that will consider a call-in in accordance with section 41(1) (a) of the 2014 Act.
(3) If a call-in is not received in respect of a decision, that decision may be implemented after the deadline expires.
(4) If a call-in is received which specifies that the decision was not taken in accordance with the budget or policy framework agreed by the council the call-in shall be referred to the council for decision.
(5) The implementation of a decision shall be postponed (unless the total level of support for the call-in falls below 15 per cent of the members) until the call-in has been resolved. The decision-maker may rescind the decision at any time prior to the call-in being resolved.
(6) The clerk shall place a call-in on the agenda of the overview and scrutiny committee specified in the notice prepared in accordance with sub-paragraph (2) of this standing order. The overview and scrutiny committee shall meet within 5 working days of receipt of the call-in. More than one call-in may be considered at a meeting of an overview and scrutiny committee.
(7) Subject to sub-paragraph (7) of this standing order, the consideration of a matter under sub-paragraph (5) of this standing order by an overview and scrutiny committee may be adjourned, provided that— (a) the chairperson presiding at the meeting; and (b) the chairperson of the executive agree a date for the continuation of the meeting.
(8) A meeting convened in accordance with sub-paragraph (5) of this standing order may only be adjourned under sub-paragraph (6) in order to— (a) allow for additional information to be obtained; or (b) permit additional witnesses to attend.
22 Page 38 (9) The members who submitted the call-in, or a member on their behalf, shall be invited to attend the meeting at which the decision subject to the call-in is considered and may, upon the request of the chairperson, address the meeting, but shall not have voting rights.
(10)In response to a call-in made in accordance with section 41(1) (a) of the 2014 Act, an overview and scrutiny committee may— (a) support the decision; or (b) refer the decision, along with the recommendation of the overview and scrutiny committee, back to the decision maker.
(11)Where a decision has been supported in accordance with sub-paragraph (9) of this standing order, that decision shall— (a) be approved; (b) be inserted in the Register of Decisions; and (c) become operative from the date of the meeting at which the overview and scrutiny committee confirmed support for the decision.
(12)Where a decision has been referred back to a decision maker in accordance with sub-paragraph (9) (b) of this standing order, the decision maker shall— (a) consider the recommendation of the overview and scrutiny committee; and (b) reconsider the original decision.
21.5 The call-in process - Council arrangements (1) For the purposes of reconsideration of a decision pursuant to a call-in under Standing Order 21.1(f) the minutes of the Council which record the decision shall be published within seven working days of the conclusion of the meeting. This date shall be regarded as the date of publication for the purposes of a call-in.
(2) If a call-in is not received by the deadline specified in paragraph 21.2(1) of this standing order, the decision specified in paragraph 21.5(1) shall— (a) be approved; (b) be inserted in the registrar of decisions and; (c) become operative from the date of the meeting at which the decision was made.
(3) If an admissible call-in is made in accordance with paragraph 21.2(1) of this standing order and section 41(1) (a) of the 2014 Act, the council shall (a) refer the matter for further consideration at the next meeting of Council or; (b) in the case of urgency convene a special meeting of council to consider the matter.
(4) The members who submitted the call-in, or a member on their behalf, shall be invited to address the meeting and shall have voting rights.
(5) At a council meeting the council may, in relation to a decision referred to it under paragraph 21.5(3) of this Standing Order
23 Page 39 (a) refer the decision for further consideration by a committee where the subject matter of that decision falls within the remit of the committee; (b) support the decision; or (c) overturn the decision.
(6) Where a decision has been supported in accordance with sub-paragraph (5) of this standing order, that decision shall— (a) be approved; (b) be inserted in the Register of Decisions; and (c) become operative from the date of the meeting at which the council confirmed support for the decision.
22 Positions of responsibility, etc. – Time Limits [mandatory wef operation of the Local Government (Standing Orders) Regulations (Northern Ireland) 2014]
(1) Subject to sub-paragraph (2) of this standing order, in relation to positions of responsibility selected in accordance with paragraphs 2(1) and 2(2) of Schedule 1 to the 2014 Act, the period specified for— (a) the nominating officer to select a position of responsibility and the term for which it shall be held; and (b) the person nominated to accept the selected position shall be 15 minutes. (2) An extension to the period specified in sub-paragraph (1) of this standing order may be granted subject to the approval of the council. Such an extension may be requested by— (a) the nominating officer; (b) the person nominated to hold the selected position; or (c) another member.
23 Appointment of more than one committee [MANDATORY wef. 28 May 2014] Legislative provision - the Local Government (Transitional, Supplementary, Incidental Provisions and Modifications) Regulations (Northern Ireland) 2014
(1) Where the Council appoints more than one committee at the same meeting in accordance with paragraph 5 of Schedule 2 to the 2014 Act, for the purposes of determining the number of places that must be allocated across the parties and independent members of the Council, it shall agree— (a) the number of committees to be appointed; and (b) the number of councillors that shall constitute the membership of each committee.
(2) The total number of places to which a nominating officer of a party may nominate councillors who stood in the name of that party when elected must be calculated in accordance with paragraphs 2 to 4 of Schedule 2 to the 2014 Act and any resolution of the Council made thereunder. 24 Page 40 (3) A nominating officer’s function under paragraph 2(1) (b) of Schedule 2 to the 2014 Act shall be exercised in such manner as to ensure that— (a) all members of a committee are not nominated by the same nominating officer; (b) a nominating officer of a party may nominate councillors who stood in the name of that party to fill the majority of places on a committee, if the majority of councillors stood in the name of that party; and (c) subject to (a) and (b), the number of councillors nominated by each nominating officer of a party, in so far as far as is reasonably practicable, bear the same proportion to the number of places on that committee as is borne by the number of members who stood in the name of that party.
(4) Nominations made in accordance with sub-paragraph (3) of this standing order shall take into account any positions of responsibility on a committee held by a councillor who stood in the name of a party.
24 Rescission of a preceding resolution
(1) No motion to rescind any resolution passed within the preceding six months, and no motion or amendment to the same effect as one which has been rejected within the preceding six months, shall be proposed by a member unless the notice thereof given in pursuance of Standing Order 17.1 bears the names of at least 30% of the members of the Council.
(2) When any such motion or amendment has been disposed of by the Council, it shall not be open to any member to propose a similar motion within a further period of six months.
(3) This Standing Order shall not apply to motions moved in pursuance of a recommendation of a committee [or a Call-in]
25 Members conduct
25.1 Speaking through the Chair
When a member speaks at the Council they address the meeting through the Chairperson.
25.2 Chairperson standingspeaking
When the Chairperson speaks during a debate, any member speaking at the time must stop. The meeting must be silent.
25 Page 41 25.3 Member not to be heard further
If at a meeting any Member of the Council, misconducts himself/herself by persistently disregarding the ruling of the chair, or by behaving irregularly, improperly or offensively or by willfully obstructing the business of the Council, the Chairperson or any other Member may move “that the Member named be not further heard”. The Motion, if seconded, shall be put and determined without discussion.
25.4 Member to leave the meeting
If the Member named continues to behave improperly after such a motion is carried, the Chairperson or any other Member may move that either the member leaves the meeting or that the meeting is adjourned for a specified period. If seconded, the motion will be voted on without discussion.
25.5 General disturbance
When the Chairperson is of the opinion that the due and orderly dispatch of business is impossible, he/she in addition to any other powers vested in him/her may, without question put, adjourn the meeting of the Council for such period as he/she in his/her discretion shall consider expedient.
26 Disturbance by public
26.1 Removal of member of the public
If a member of the public interrupts proceedings, the Chairperson will warn the person concerned. If they continue to interrupt, the Chairperson will order their removal from the meeting room.
26.2 Clearance of part of meeting room
If there is a general disturbance in any part of the meeting room open to the public, the Chairperson may call for that part to be cleared.
27 Suspension and amendment of Standing Orders
27.1 Suspension
A member may move a motion for the suspension of one or more of these Council Standing Orders. A motion under this Standing Order shall require the support of a qualified majority vote within the meaning of section 40 of the 2014 Act. Suspension can only be for the duration of the matter being discussed. The Minutes of the meeting must record the reason for the suspension. Mandatory standing orders may not be suspended by a council.
26 Page 42 27.2 Amendment
Any motion to, add to, vary or revoke these Standing Orders will, when proposed and seconded, stand adjourned without discussion to the next ordinary meeting of the Council.
28 Interpretation of Standing Orders The ruling of the Chairperson as to the interpretation, construction or application of any of these Standing Orders or as to any proceedings of the Council, shall not be challenged at any meeting of the Council.
Record of Modifications
27 Page 43 Date Approved Modification Section
24 July 2014 Addition of new Standing S21.5 Order: The Call In Process – Council Arrangements
28 Page 44 Agenda Item 9
Title of Report: Officer Presenting: Business Support and Change Manager Strategic Growth Plan – Carnegie Trust Embedding Wellbeing in Northern Ireland Author: Project
1 Purpose of Report/Recommendations
1.1 The purpose of this report is to brief the Committee on the submission of two ‘Expression of Interest’ forms for Phase 1 of the selection process to participate in the Carnegie UK Trust’s ‘Embedding Wellbeing in Northern Ireland’ project.
1.2 It is recommended that Members support this initiative and Expression of Interests as attached as appendix one and two and note that it shall be presented at the next Strategic Growth Partnership Meeting in May.
2 Background
2.1 The Carnegie UK Trust is an independent charitable trust who seek to improve the lives and wellbeing of people throughout the UK, particularly those experiencing disadvantage, by influencing public policy and establishing innovative practices and partnerships.
2.2 The Carnegie Trust are seeking Expressions of Interest for their ‘Embedding Wellbeing in Northern Ireland’ project. The Trust is offering to provide effective and tailored support, including significant financial (£350,000) and other in-kind support to up to three Community Planning Partnerships over a three year period to implement a local wellbeing outcomes approach in the implementation of their Community Plans.
2.3 A peer-to-peer support model will be developed to allow Community Planning Partnerships to learn from each other and that of international best practice in addressing similar challenges. The Community Planning Partnerships will come together at least three times over the duration of the programme to share their experiences in implementing their Community Plan, and to allow this learning to be captured for other Community Planning Partnerships in Northern Ireland.
Page 45 3 Key Issues
3.1 The invitation to submit an expression of interest was issued on the 09th April 2018 with a deadline of 30th April 2018. Council officers have developed and submitted an Expression of Interest on behalf of the Derry City and Strabane District Strategic Growth Partnership to take forward the implementation of the Strategic Growth Plan/Community Plan. Key priority areas of focus identified within this Expression of Interest include developing collaborative advantage by building on the integrated and inclusive approach taken in the development of the Plan to date. A continued focus on skills and the expansion of the University to meet the skills requirement forecast within the Plan and the agreement of baseline measures, performance measure data, and best methods of data gathering required to meet the requirements of the Strategic Growth Partnership in the monitoring and evaluation of the plan.
3.2 In addition to the submission of an Expression of Interest specifically focused on the implementation of the DCSDC Strategic Growth Plan we have also expressed an interest to participate in a collaborative bid with partners in Causeways Coast and Glens; Fermanagh and Omagh District; and, Mid-Ulster Councils. This collaborative bid provides an opportunity to progress and resource a wellbeing framework based around the development of the Sperrins and associated tourism, environmental initiatives. This initial expression of interest is also attached at appendix two for Members information.
3.3 The Carnegie advisory panel will meet on the 10th May to discuss the expression of interests received and consider next steps in the application process. Members will be kept duly informed of this process as it develops.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 If successful in any bid - Council as secretariat to the Strategic Growth Partnership will be expected to commit to providing in-kind resources, including staff time.
5 Recommendations
5.1 It is recommended that Members support the initiative to submit initial Expression of Interests (attached as appendix one and two) for Phase 1 of the selection process to participate in the Carnegie UK Trust Embedding Wellbeing in Northern Ireland Project.
5.2 Members are asked to note that these shall be presented at the next Strategic Growth Partnership Meeting in May.
Page 46 Page 47 Background Papers
Appendices:
I. DCSDC Strategic Growth Partnership Expression of Interest for Phase 1 of Carnegie UK Trust Embedding Wellbeing in Northern Ireland. II. Letters of Support signed by the Co-Chairs of the Strategic Growth Partnership and Chief Executive of DCSDC.
Page 48
Carnegie UK Trust
Embedding Wellbeing in Northern Ireland
Phase 1: Expression of Interest
By submitting this Expression of Interest, the Local Authority enters the first phase of selection for participation in the Carnegie UK Trusts programme Embedding Wellbeing in Northern Ireland, from mid-2018 to December 2020. This Expression of Interest must be submitted with a letter of support from the Local Authority Chief Executive and Chair of the Community Planning Partnership for participation in the programme. Please also attach a copy of your Community Plan and any relevant progress reports or updates.
The documents should be submitted no later than Monday 30 April 2018 at 5pm to Alison Manson, Corporate Services Officer, at the following email address: [email protected]. Acknowledgement of receipt of the documents will be sent to applicants.
1
Page 49
Applicant details
Local Authority area Derry City & Strabane District Council - Strategic Growth Partnership/Community Planning Partnership
Lead contact Rachael Craig
Position Strategic Business Manager
Organisation Derry City & Strabane District Council
Postal address Derry Civic Offices, 98 Strand Road, Derry, BT48 7NN
Website http://www.derrystrabane.com/
http://growderrystrabane.com/
Email address [email protected]
Phone number 028 71253253
Mobile number 07843066819
2
Page 50
Community Plan
Please provide a brief overview of your Community Plan including what your priorities are for improving outcomes locally, and how these outcomes align to the draft Programme for Government outcomes framework. (Max 800 words)
Derry City and Strabane District’s (DCSDC) Strategic Growth Plan/Community Plan was developed as a result of a significant 24 month co-design process and launched in November 2017. The agreed vision defined within the plan is to be “a thriving, prosperous and sustainable City and District with equality for all.” The plan’s mission is to “improve the social, economic and environmental wellbeing of all citizens and to do so in a sustainable way”.
Over 15,000 people were engaged to agree eight outcomes - aligned to the three domains of wellbeing - and to the outcomes within the draft Programme for Government as detailed below:
Economic Wellbeing: 1. We are better skilled and educated (Refers to draft PfG outcome 5, 6 &10) 2. We prosper though a strong, sustainable and competitive economy (Refers to draft PfG outcomes 1, 5, 6 & 11) 3. We live in the cultural destination of choice (Refers to draft PfG outcomes 5 &10)
Environmental Wellbeing: 4. We live sustainably – protecting and enhancing the environment (Refers to draft PfG outcome 2) 5. We connect people and opportunities through our infrastructure (Refers to draft PfG outcome 11)
Social Wellbeing: 6. We live long, healthy and fulfilling lives (Refers to draft PfG outcomes 4 &8) 7. We live in a shared, equal and safe community (Refers to draft PfG outcomes 3,7,8 & 9) 8. Our children and young people have the best start in life (Refers to draft PfG outcome 12)
3
Page 51
Fig 1 – Strategic Growth Plan Summary; Our Outcomes & Alignment to the Domains of Wellbeing.
A number of indictors are also detailed within the plan which have also been aligned to the indicators within the draft PFG framework. The plan also has over 200 actions co- designed and agreed to ‘turn the curve’ on the forecasted trend for this area.
An economic modelling system was developed by the Ulster University Economic Policy Centre to measure the likely impact of the plan. With a projected £3.4bn of capital expenditure during the plan period (which includes significant private sector development driven by public sector stimulus and intervention) the model forecasts an increase of approximately 10,000 additional people living within the City and District and the creation of almost 15,100 new jobs if all the projects are included and delivered in full within the plan timeframes (figures which exceed current baseline non-growth plan projections by over 100%).
The projected increase in employment – and decrease in inactivity level within the working age population will have a significant impact upon the level of unemployment within the Council area. It will decrease the unemployment rate, if the ambition is realised to 2.6% - slightly below the Northern Ireland average for the first time in the recent history of the City and Region.
4
Page 52
The Strategic Growth Plan also identifies a number of priorities – or specific catalyst projects which, if achieved, have been forecast to contribute significantly to the outcomes within the plan, transforming the City and District and improving overall wellbeing.
These key catalyst projects include: The expansion of the University of Ulster at Magee The development of our key regionally significant economic sites Significantly enhancing our external and internal connectivity
Before publishing the Strategic Growth Plan cross referencing was undertaken to ensure that these projects were featured within the draft Programme for Government framework and its delivery plans. The Programme for Government Framework (2017) p.88 states under the “We have more people working in better jobs” outcome: “We will work with Ulster University on a long term development plan for Magee Campus”; Moreover, within the delivery plan for indicators 23, 25 and 47 on p.33 it states a commitment to: “Upgrade the A2 Buncrana Road to create a cross-border economic corridor” and similarly on page 34 the same delivery plan outlines a commitment to the delivery of the A6 & A5.
The economic modelling on the actions within the Strategic Growth Plan indicates that if these catalyst projects are not delivered then the associated positive impacts of the plan will be reduced by approximately 50%. They have forecast that if these projects are not delivered, unemployment and economic inactivity will remain above the NI average, and it will therefore be unlikely that the plan will ‘turn the curve’ on forecasted trends for the Derry City and Strabane District Council area, and the ‘wicked problems’ entrenched within our local communities will continue, and possibly deteriorate further.
Ways of working
The Carnegie UK Trust wishes to work with Local Authorities who share the Trust’s understanding of wellbeing, and commitment to partnership working and participation.
Please provide a description of your understanding and application of wellbeing within the context of your Community Plan. (Max 300 words)
Wellbeing is a holistic concept, bringing together social, environmental, democratic and economic outcomes. A wellbeing approach asks us to consider how society is progressing,
5
Page 53
rather than using economic indicators as a proxy for wellbeing. It allows us to look at the outcomes and puts wellbeing or quality of life at the heart of evaluations.
We have applied our understanding of wellbeing by: recognising that our economy means so much more to us than GVA. We want our economy to grow in a way that reduces inequality because evidence shows that where there is inequality there is poor wellbeing, poverty and disadvantage. We have indicators which consider longitudinal and wide ranging impacts such as the proportion of children with a low birth weight, and consideration of the impact of heritage on the wellbeing of place and its inhabitants; the significant consultation and engagement process in developing the plan and also by engaging local communities in the development of eight local community plans – so local people were connected to the outcomes and engaged in the delivery at a local level. Over 15,000 people actively participated in the co-design process of our outcomes, indicators and actions; The Strategic Growth Plan was balanced across the three domains of wellbeing as was Council’s organisational design; The early establishment of the Strategic Growth Partnership in July 2016 which is co-chaired between the community and voluntary sector, the business community and the statutory sector. This partnership heralded new ways of working and an integrated and inclusive approach. It includes central and local government; statutory and support partners; Elected Members (our MEP, 4 MLAs and 5 Councillors) and the community and voluntary sector - all working together to collectively deliver actions. This whole-system, collaborative approach represents a shift from the traditional ways of working; Close alignment with the draft Programme for Government framework – to ensure that the whole of government is working together to address the needs of local communities.
Please outline how you are working with partners to deliver on the Plan’s commitments with examples of how partners are taking a lead role in delivery. (Max 500 words)
The Strategic Growth Partnership (Community Planning Partnership) was formed in July 2016 to provide overall governance and oversight of the Community Planning Process.
This partnership is co-chaired by the community and voluntary sector, the business sector and the statutory sector with the Mayor. The statutory partners named in the legislation are joined by political representatives (our MEP, 4 MLAs & 5 Councillors), some Central Government Departments, the Community and Voluntary (C&V) Sector and other
6
Page 54
key regional support partners – such as the Ulster University and the North West Regional College. The membership of the Strategic Growth Partnership is outlined below in Fig 2.
Fig 2. Strategic Growth Partnership Membership
The Strategic Growth Partnership provides the strategic direction for the development, implementation, delivery, monitoring and review of the both the Strategic Growth Plan and the 8 Local Area Based Community Plans.
A draft Partnership Agreement is in place for the Partnership which states that those officers attending meetings “will be expected to speak authoritatively for their organisations and commit them to agreed courses of action.” In doing so partners are demonstrating their commitment to the community planning process by being accountable for the successful delivery of actions which contribute to achieving our outcomes.
We also have developed eight Outcome Delivery Plans, aligned to our 8 outcomes.
Outcome Delivery Partnerships (ODPs) have been established to implement, deliver and report on the actions in the Strategic Growth Plan. Membership of the ODPs comprise all the partners responsible for the delivery of actions within a particular outcome. Statutory Partners within the ODPs have agreed to lead on the implementation and be named as accountable for specific actions. For example the Western Outcomes Group are currently leading on the Children and Young Persons Outcome and are named as responsible for the delivery of many of the actions within the Children and Young People’s outcome delivery plan. Similarly the PHA and the Western Trust are leading on the Health and Wellbeing Outcome.
7
Page 55
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 have also been developed (see appendices attached). Local residents and our statutory and support partners have given their views on how public services can be better provided in their own community areas 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.
Please outline how you will continue to engage people and communities for the duration of the Plan, and give details of how the Community Sector is participating in the governance structure of community planning. (Max 500 words)
The active participation of all partners, including the Community and Voluntary Sector has been a particular strength from the outset. The C&V sector co-chairs the strategic partnership and is represented at all levels of the Strategic Growth Delivery Structure. At the strategic level there is representation from an urban and a rural network organisation and the chairs of the 8 Locality Planning Partnerships have seats. The Community and Voluntary sector is also represented within the Delivery Partnership tier also. Active participation at this operational stage of implementation provides an opportunity for scrutiny and challenge by the C&V sector. There is also eight local community planning partnership groups which are primarily represented by locally based groups and volunteers. Moreover an equality and scrutiny group has been established to oversee the policy development and implementation process from an equality perspective and this includes representative advocacy groups, individuals and volunteers.
One of the actions under the outcome “We live in a shared, equal and safe community” in the Strategic Growth plan relates to “developing co-design and co-production ways of working”. Building on the co-design processes to date to develop the strategic and local plans, the Partnership is keen to further deliver effective co-design and co-production measures in the implementation of the plan, fully understand what this means in practice and how it can be developed.
Scoping is underway to consider partnering with the Consultation Institute to consider gaining certification on consultation and engagement best practice, securing quality assurance certificates and benchmarking of practice against other standards with ideas for improvement.
8
Page 56
In this context, a communication and engagement strategy is yet to be formally developed. It is interrelated to the monitoring and evaluation framework which is under development within the Department for Communities and indeed scoping on co- production and co-design going forward.
The partnership has however, significantly invested in a communication and engagement campaign as a result of the plan. In the winter of 2017/18 the partnership launched a range of digital tools - such as a bespoke website for the partnership, videos to communicate the intention of the plan and agreement of the ‘Making it Happen’ brand by all Community Planning Partners. These tools will allow local people and communities to identify when actions are being completed as part of the plan and will reinforce the joined up partnership approach in the delivery of the plan.
In the interests of openness and transparency the Strategic Growth Partnership meetings are open to the public to attend with notice of meetings advertised in local media 1-2 weeks in advance. Ongoing profile pieces are placed in the local media to provide updates on the progress of the plan and what the partnership considers at its meetings.
The Grow Derry Strabane website (www.growderrystrabane.com) has also been developed as a one stop portal to provide information to all stakeholders in relation to the ongoing implementation and monitoring of the Strategic Growth Plan.
A Citizen Survey was commissioned as part of the baseline data gathering in the development of the Plan. This survey was issued to 1,400 households and going forward it is anticipated that we would continue with this model and commission future Citizen Surveys at 4 – 5 year intervals. The focus of future Citizen Surveys will be to determine local citizens’ awareness of the Community Plan and obtain their views on uptake and progress to date.
In addition to these council wide Citizen Surveys we will also be undertaking other ad hoc survey work to identify any information/data gaps in the monitoring and evaluation of the Plan. It is anticipated that we will utilise the cloud based Citizen Space consultation software which the council has procured for this.
Community Planning: Successes and challenges
Please outline the three main successes to date in developing and/or implementing your Community Plan. (Max 300 words) 9
Page 57
The three main successes to date in developing and implementing the Community Plan in Derry City and Strabane District Council area are as follows
Year of Youth 2019 and European Youth Capital bid driven by engagement with children and young people:
Following identification of a set of specific needs put forward by local young people as part of this co-design process to develop the community plan, Council submitted a bid to become ‘European Youth Capital’ (EYC) in 2019 and was shortlisted to attend the awards ceremony in Bulgaria. Derry City and Strabane District Council were the only Council from Ireland and Northern Ireland to be shortlisted. While ultimately unsuccessful in securing EYC designation, Council have made a commitment to the 10,000+ young people who actively participated in the community planning and EYC bid process to proceed with a dedicated Year of Youth in 2019. The continued and active engagement and empowerment of young people is therefore a key action under the Children and Young People outcome. This approach has been heralded by the Children and Young People’s Commissioner as best practice in the development of Community Plans. Moreover the Western Outcomes Group have taken the lead on the delivery of the children and young people’s actions within the plan. This prevented the creation of another structure for delivery.
Council and cross border alignment on the domains of wellbeing The Reform of Local Government presented a unique opportunity for councils to fully embrace a shift towards adopting a wellbeing approach in their delivery of services. In cognisance of this Derry City and Strabane District Council, when formulating a new corporate structure, made a conscious decision to the align directorates to the domains of wellbeing ‘Environment and Regeneration’ (Environmental); ‘Business and Culture’ (Economic); and, ‘Health and Communities’ (Social). In doing so this ensures that there is a whole Council commitment to the delivery of the plan, alignment between the delivery of council services and their contribution towards working to achieve the outcomes of the Strategic Growth Plan. This alignment was also created within the North West Cross Border Strategic Partnership and its plan for Strategic Growth and regional development. All council Directors, Heads of Service and senior managers on a cross border basis have accountability and responsibility for the delivery of the actions within the plan(s). Moreover, Queens University’s Centre for Cross Border Studies currently are bringing together community groups from both sides of the border to get their feedback on the draft ‘New Common Chapter for Cooperation Within and between these Islands’ developed by a number of groups from North and South. This pioneering opportunity for collaboration is also presented within the framework of our Strategic Growth Plans/Community Plan.
10
Page 58
Building on excellent existing collaborative relationships. The readiness for collaborative working amongst community planning partners in Derry and Strabane has proven to be a key asset in the process to date. We have been able to build on the innovative work initiated in Derry City as part of the One Plan and the Future Search process in Strabane District. In particular the degree to which statutory partners understand the principles of collaborative working and the way that they have been, and continue to be, engaged at all levels of the process (Fig. 4) creates a suitable platform and a readiness for partnership working.
Fig 4. Partnership Working
11
Page 59
Please outline the three main challenges to date in developing and/or implementing your Community Plan, including how the Local Authority is overcoming these challenges. (Max 500 words)
The three main challenges to date in developing and/or implementing the Community Plan in Derry City and Strabane District Council are as follows:
1. Turning the curve on forecasted deprivation trends The socio-economic statistics for the Derry City and Strabane District Council are well rehearsed. Within NI, the council area has the highest levels of its residents claiming Job Seeker’s Allowance (currently 4.2% DCSDC; 2.4% NI) and whilst this level has been falling we have been unable to close the gap relative to the rates experienced by NI as a whole. Alongside these levels of unemployment, DCSDC also experiences the highest levels of economic inactivity (37.7% DCSDC; 26.0% NI, 2016) resulting in large swathes of our population disconnected from the labour market.
In terms of overall deprivation, of the ten most deprived Super Output Areas (SOAs) within NI, five are located in DCSDC. These areas cover both Derry City and Strabane, with NI’s single most deprived SOA, in terms of overall deprivation, located in ‘East’ in Strabane. In the same vein, Northern Ireland’s most deprived Small Area (SA) is located within the Ebrington Ward, on the Waterside.
The breath of deprivation is also an unfortunate reality within our council area. Our areas most adversely affected by overall deprivation, tend to be the areas that have the highest levels of specific types of deprivation, i.e. deprivation as measured by income levels, employment levels, health issues as well as education.
In addition, the profile of our council area also means that sitting alongside our large urban concentrations we also have some of the most deprived rural areas (‘Plumbridge’ is ranked highest in NI) as measured by deprivation in terms of ‘Access to Services’, thus highlighting the remoteness experienced by many of our residents.
The challenge is clear and the plans are now developed to improve wellbeing and address these difficult and entrenched problems. We now need to deliver and demonstrate improvements in our quality of life as so to ensure local people remain engaged in the process and are hopeful for the future.
2. Continually engaging with local communities and delivering on expectations. As part of our co-design process we had a robust evidence base in relation to what local communities and stakeholders wanted to see delivered to change fortunes and improve wellbeing in Derry and Strabane. Whilst the substantive actions within the plan can be
12
Page 60
progressed - business cases for some of our key catalyst projects are awaiting ministerial approval. In order to overcome this we have developed a detailed statement of intent to deliver a City Growth Deal for the area. Our statement of intent features the key projects within the Strategic Growth Plan. The Partnership is now faced with the challenge to continue and build on the momentum that has been created as a result of the co-design and development of the plan. The partnership wishes to continue the conversation with local communities and stakeholders and engage on an ongoing basis with our citizens in the delivery of the plan. The strength of our plan is founded on this ground sway of opinion and we want to ensure that this is maintained. As outlined above – the Council and its partnership is currently scoping tools available with the Consultation Institute to ensure that the conversation continues and people remain resolute and engaged in the plan and its processes.
3. Brexit presents unique challenges and opportunities for a City and District straddling a Cross jurisdictional border. DCSDC and Donegal County Council published research in February 2017 outlining that while the results of Brexit will have a differential geographical impact across these islands, the effects on the North West Region may be significant and sustained unless coherent, decisive, mitigating actions are in place. Strong cross border collaborative arrangements have been put in place. The model is Council-led and is founded on a principle of partnership between local and central government with place-making at its core and with a focus on driving regional economic growth and investment, physical and environmental development and social and community cohesion and wellbeing across the North West in particular the Derry City and Strabane District and Donegal County Council areas.
At a strategic level it comprises the North West Strategic Growth Partnership which includes the Chief Executives of both Donegal County Council and Derry City and Strabane District Council, the Mayor/Cathaoirleach of each Council and representatives from the key Government Departments, North and South, with a brief in economic and regional development. This body plays a key role in supporting central government to deliver on the North West Gateway Initiative and in tracking key central government investments relevant to the growth of the North West Region.
Moreover similar collaborations with the Centre for Cross Border Studies to create “A Common Chapter for Collaboration” ensure that grass roots communities are also engaged in dialogue to scope, mitigate and capitalise on the opportunities and challenges presented by Brexit.
13
Page 61
Please identify your Community Planning priorities for the next three years. (Max 300 words)
Developing collaborative advantage The co-design and co-production of the Strategic Growth Plan has already seen a significant shift towards creating collaborative advantage amongst Community Planning partners. It is hoped that going forward we can further build on this integrated and inclusive approach by establishing effective collaborative relationships and build capacity to support inclusive growth. We want to do this within the Strategic Growth Partnership; Outcome Delivery Partnerships; and Local Area Based Planning Partnerships in their ongoing establishment, development and implementation of the Community Plan.
Focus on skills Education and Skills is a key focus of the Strategic Growth Plan. We are focused on creating a UNESCO accredited ‘Learning City and Region’ aligned with the university expansion. We believe a strong focus on skills will be fundamentally critical in improving the wellbeing of our citizens in the City and Region - given its positive impact upon the labour market and skills, through the provision of skilled graduates and the increased availability of training opportunities. Currently the skills requirements within the forecast does not match with the skills of those who are currently out of work within the Council area. Successful delivery of the plan is dependent on the upskilling of the local population and this is one of the immediate priorities of the Plan.
Data Gathering/Monitoring & Evaluation The Strategic Growth Plan has been informed by a robust evidence base and identifies a suite of indicators that have informed the basis of the Plan. These ‘Population Indicators’ align closely to those of PfG in terms of measurement, robustness and availability at a Council wide level on an ongoing basis. The focus going forward will be to agree baseline measures, performance measure data, and best methods of data gathering required to meet the requirements of the Strategic Growth Partnership in the monitoring and evaluation of the plan. The initial steps in identifying and collating such information is already underway within individual Outcome Delivery Partnerships.
14
Page 62
Declaration
Participants in the Embedding Wellbeing in Northern Ireland programme will be expected to commit to the principles of openness, partnership working, shared learning, and participation. The Chief Executive of the relevant local authority and Chair of the Community Planning Partnership will be asked to sign a Memorandum of Understanding which commits the participants to the above principles and an openness to publication of the participants’ experiences and performance in the programme.
By submitting an Expression of Interest and supporting documentation, I/we hereby confirm that I/we will participate in the programme for its duration and in accordance with the above principles.
I/we certify that the information contained in this Expression of Interest and supporting documentation is complete and accurate to the best of my/our knowledge.
Signature:
Print name: Rachael Craig
Date: 30/04/2018
15
Page 63
Checklist
I have completed each section of this application form.
I have attached a letter of support from the Local Authority Chief Executive and Chair of the Community Planning Partnership.
I have attached a copy of my Community Plan and any relevant progress reports or updates.
We (the Local Authority) are committed to engaging in peer-to-peer learning with the other Local Authorities participating in the programme, and sharing learning with other Local Authorities in Northern Ireland across the duration of the programme. We will take part in an evaluation process to enable policy learning across the UK, and report to the Carnegie UK Trust and project Advisory Group as required.
We understand our commitment to engage proactively in the programme which will involve committing in-kind resources, including staff time.
16
Page 64
Carnegie UK Trust
Embedding Wellbeing in Northern Ireland
Phase 1: Expression of Interest
By submitting this Expression of Interest, the Local Authority enters the first phase of selection for participation in the Carnegie UK Trust’s programme Embedding Wellbeing in Northern Ireland, from mid-2018 to December 2020. This Expression of Interest must be submitted with a letter of support from the Local Authority Chief Executive and Chair of the Community Planning Partnership for participation in the programme. Please also attach a copy of your Community Plan and any relevant progress reports or updates.
The documents should be submitted no later than Monday 30 April 2018 at 5pm to Alison Manson, Corporate Services Officer, at the following email address: [email protected]. Acknowledgement of receipt of the documents will be sent to applicants.
1
Page 65
Applicant details
Local Authority area Mid Ulster; Fermanagh and Omagh; Derry City and Strabane
Lead contact Helen Gormley
Position Community Planning Co-ordinator
Organisation Mid Ulster District Council
Postal address 76-78 Burn Road, Cookstown BT80 8DR
Website www.midulstercouncil.org
Email address [email protected]
Phone number 03000 132 132 Ext 22014
Mobile number 07553 367308
2
Page 66
Community Plan
Please provide a brief overview of your Community Plan including what your priorities are for improving outcomes locally, and how these outcomes align to the draft Programme for Government outcomes framework. (Max 800 words)
Each of the three partner Councils has worked with a wide range of partners and stakeholders to co-design and agree a Community Plan for their respective districts. These are: Fermanagh and Omagh 2030 – Community Plan Our Community Plan – A 10 Year Plan for Mid Ulster Inclusive Strategic Growth Plan – Our Community Plan 2017-32 (Derry City and Strabane
Each plan sets out a wellbeing framework with: an agreed vision for the future of that area; a range of strategic aims or objectives; a number of long term outcomes reflecting the key wellbeing dimensions of income, jobs, housing, education, environment, safety, health, civic engagement, access to services, community and life satisfaction – all of which have been drawn from our informed understanding of the strengths and weaknesses of our respective areas; and a range of population level indicators which provide the foundation of our developing measurement framework. A set of indicators which allow us, at a population level, to measure the achievement of an outcome.
The synergies across our strategic aims are clearly evident and presented across the sustainable development pillars, ie:
3
Page 67
Social Economic Environmental Health and wellbeing; Entrepreneurship and Sustainable children and young jobs; Business growth; management and people; community Competitiveness; enhancement of the development including Education and skills; natural, built and cultural safety and recognising Tourism, including environment; vibrant both rural and urban heritage and culture; towns and villages issues Connectivity and infrastructure.
The challenges facing our districts have been identified through desktop evaluation of a wide range of strategies and data alongside extensive community participation so that we could begin to develop a clear understanding from our stakeholders and citizens of what life is like for them and what they see as the priority issues. These are conversations which we need to continue throughout the lifetime of the plans. Key challenges identified include: Health inequalities – exacerbated in areas of high deprivation with increasing concerns around the incidence of mental health issues An aging population – some of the highest increases in the aging population are forecast in the West Rurality and isolation Lack of investment in infrastructure – roads, public transport, mobile and broadband infrastructure Wages below the NI average and a need for more jobs Effects of poverty on large numbers of our population, including children and pensioners Unique heritage assets which require both protection and investment so that they are not lost to future generations. The under-utilised tourism potential which exists.
4
Page 68
(Appendix 1 provides an overview of the synergy of the outcomes)
Each of the Community Planning Partnerships has identified a set of population level indicators and there is strong commonality across these. Appendix 2 also sets out the synergies across the plans in terms of PfG indicators. It should be noted that these synergies will develop further over time as more of the regional indicators in PfG become available at LGD level and as the PfG data development programme develops.) At a local level, data development continues through residents’ surveys which have provided valuable data in key areas. For example, in Fermanagh and Omagh, a recent residents’ survey has provided local data on the level of social contact people have and on life satisfaction of people with disabilities.
The detailed work to support the strategic community plan in each area has been progressing through the development of actions and measures at a performance accountability level. These set out the partnership actions which will be taken in the short to medium term towards achieving the outcomes and how we will measure and demonstrate the success of those actions and their potential to influence the achievement of outcomes.
There is commonality across the three districts in respect of the Sperrins Area of Outstanding Natural Beauty (AONB) whose geography spans across the three local government areas and also into the Causeway Coast and Glens district.
The three Community Planning Partnerships have each recognised the potential of the Sperrins region and, within each plan, committed to the development of the region through the Community Plan and associated Tourism and other strategies. The opportunity to work at an intra-Council and Partnership level has been identified and initially progressed through the Future Search process which has agreed five common ground statements as a basis for future progression. The benefits of an intra-council approach go well beyond tourism and economic
5
Page 69
agendas and, at a macro level, there is potential to draw on the Community Plans to progress a collaborative wellbeing framework for the Sperrins which will drive forward improvements to quality of life and public services throughout this cross- council region. This is a truly ambitious project and one which will require strong leadership and commitment across partners to secure the long term benefits which could be achieved for the benefit of those living in this area.
Ways of working
The Carnegie UK Trust wishes to work with Local Authorities who share the Trust’s understanding of wellbeing, and commitment to partnership working and participation.
Please provide a description of your understanding and application of wellbeing within the context of your Community Plan. (Max 300 words)
Statutory guidance notes that the purpose of community planning is to “develop a long term strategy for the area and all its citizens based on a thorough analysis of needs and priorities, and opportunities for addressing them. This should generate a 10 to 15 year vision for improving social, economic and environmental wellbeing, and contributing to sustainable development”. This statement embodies how we each see our Community Plan and, taking account of the wider powers delivered to Local Government through the recent reform process, eg, through the Local Development Plan, provide a framework for Councils and their partners to shape and redefine the areas and communities we serve.
The What Works Centre for Wellbeing has set out the following definition of wellbeing: “Wellbeing, put simply, is about ‘how we are doing’ as individuals, communities and as a nation and how sustainable this is for the future”. There are eleven characteristics of wellbeing, ie, income, jobs, housing, education,
6
Page 70
environment, safety, health, civic engagement, access to services, community and life satisfaction. Considering all of these will allow us to fully appreciate the strengths and weaknesses of our areas.
At a local level partners can influence the wellbeing of individuals and communities and, indeed, of the places we inhabit. We can maximise this influence by working better together – hence, the development of this collaborative project which will see the continuation of a wellbeing framework specific to the needs of the Sperrins region.
Our individual plans, influencing this collaborative plan, address social, economic and environmental wellbeing and clearly reflect the issues which our people have told us matter to them, backed up by a strong evidence base.
Progressing outcomes is addressed in detail through our actions and the development of measures which will, at a performance accountability level, demonstrate how well the programmes or services delivered through these actions are doing. This remains work in progress and partners are actively working together towards this.
Please outline how you are working with partners to deliver on the Plan’s commitments with examples of how partners are taking a lead role in delivery. (Max 500 words)
There are governance arrangements in place for each of the individual Community Plans. These are detailed in the documents themselves. This collaborative project which also involves Causeway Coast and Glens Council, brings four councils together with a wide range of community planning partners and stakeholders to deliver a multi- disciplinary project that will achieve the aspirations for the Sperrins region using the
7
Page 71
Community Planning process. This highlights the innovative thinking which has been applied across our partnership areas and the strong partnership relationships which exist in the West.
This project is a direct outflow from actions planned and delivered through the existing Community Plans for the four named regions. It cross cuts four council tourism strategies, local development plans and agreed planning policy for the Sperrins. There are a range of partners identified through the Community Plans with specific roles and responsibilities including Tourism NI, Failte Ireland, DAERA, Department of Infrastructure, CAFRE, Invest NI, Regional Colleges, Community and Voluntary Sector.
To date there has been much work on getting this joint initiative off the ground with the four local councils coming together to explore the issues around developing a framework to work together and make action plans enabling the Sperrins region reach new heights and realise its full potential while protecting and enhancing its natural heritage. To this end the four Councils committed to embark on adopting the Future Search planning process to agree a common mission and take responsibility for action and develop commitment to implementation. Work is ongoing to establish a partnership structure for the Sperrins region based around an overarching Board supported by thematic groups, working to an outcomes based approach.
Over 100 stakeholders across the Sperrins came together to work through the Future Search process with a view to achieving an agreed vision, objectives, strategy and comprehensive action plans. Stakeholders groups included Community, Land Owners/Farmers, Government Departments & Statutory Agencies, Tourism Heritage & Environment, Outdoor Recreation, Business & Industry, Elected Representatives and Young People.
The joint planning process highlighted that there were many outcomes identified as key to the future wellbeing of the Sperrins region including:
8
Page 72
Better Quality of Life The need for Social and Economic Development Creating links between the communities Addressing the key infrastructure shortfalls in the region Improve local confidence Better facilities Make the isolated rural communities accessible Creating local employment opportunities Generating wealth to address poverty Creating a generational opportunity for young people to stay in the area they were born into – jobs Build tourism sector using natural resources Creating industry with other areas Keep the population in the local areas to secure future services in local areas Better health, education and transport Sustainable rural communities.
To deliver the strategic direction identified, it is recognised that we require an effective partnership that identifies and co-ordinates actions to achieve agreed outcomes. The right partnership for the Sperrins will comprise the necessary authority, resources, legitimacy and expertise. There is agreement that there must be an inclusive structure specifically designed for the task and that we should learn from best practice and other governance models elsewhere. The support, expertise and learning which Carnegie could bring to this process is recognised and all of the partners would greatly value the opportunity which working with Carnegie would present.
9
Page 73
Please outline how you will continue to engage people and communities for the duration of the Plan, and give details of how the Community Sector is participating in the governance structure of community planning. (Max 500 words)
Each of the three Community Planning Partnerships has engaged in significant co- design processes involving a wide range of stakeholders and citizens from across their districts to inform and develop the respective Community Plans. Each Plan has its own individual governance arrangements which includes representation from the Community and Voluntary Sectors at a strategic partnership level and also at action level. Two of the plans are thematic plans with community representation across the respective themes, one of the plans is supported by locality plans drawing extensively from local communities. Each has arrangements for community/voluntary sector representatives to report to the sectors through community panels or forums.
Each plan is supported by a Communications Plan which has governed the ongoing engagement and communications. Each recognises the need for ongoing community engagement and these are either in place or under further development. There is a need for us to seek views from the wider community on a regular basis to ensure that our plans remain fit for purpose and address relevant issues.
The Sperrins project will need to be supported by its own distinct Communications and Engagement Plan which will be informed by and draw on the work already undertaken at a Community Planning Partnership level. This work will be progressed in conjunction with the governance arrangements for the Sperrins project and be informed by all partners.
We anticipate that the Sperrins governance structure will be overseen by a Board
10
Page 74
and four Thematic Groups and a Co-ordinating Group. We foresee that the Community and Voluntary Sector will have a representative role across this structure with the detail of the appointment process yet to be designed and delivered. It is expected this will reflect the stakeholder involvement from the Future Search process.
Key issues for consideration could be a Community Panel drawing on the wide range of stakeholders and interest groups. The Future Search process has identified the role of the four councils’ community planning and community services teams in supporting and co-ordinating community involvement and engagement, perhaps through the networks of community development groups to enable networking and discussions around future approaches.
It is important that ongoing engagement and communication embraces a wide range of methods to involve as many stakeholders as possible. Innovative approaches have been used throughout our community planning processes involving work with children and young people through arts and creativity, social media and online engagement alongside more traditional methods such as workshops and public meetings. It is important to recognise barriers to engagement, for example, areas where there is a lack of digital connectivity and to adapt your approach accordingly. We will draw on the knowledge and expertise gained across our community planning partnerships to ensure that an ongoing, tailored and effective approach is designed and delivered.
11
Page 75
Community Planning: Successes and challenges
Please outline the three main successes to date in developing and/or implementing your Community Plan. (Max 300 words)
Key successes to date are:
Successful development of a co-design approach across all stakeholders and communities to develop each Community Plan with a clear and informed view of how citizens view quality of life in the respective areas and the key issues and challenges which they have experienced – thereby informing priorities
Developing and embedding an outcomes based approach and gaining the support of all partners towards this. Supporting appropriate professional development so as to enhance the skills of the partners in the outcomes based methodology and involving all in the identification of outcomes, indicators, actions and measures
Develop meaningful engagement and involvement of partners in the governance and delivery arrangements which has resulted in partners taking on lead roles and responsibilities either at thematic levels or in respect of individual actions. This demonstrates a maturity of partnership working and the development of trust across partners and commitment towards community planning.
12
Page 76
Please outline the three main challenges to date in developing and/or implementing your Community Plan, including how the Local Authority is overcoming these challenges. (Max 500 words)
Challenges include:
Ability to identify and develop unique arrangements allowing us to address the outcomes and actions arising from the Community Plans – the Sperrins project being a prime example of the need to develop an innovative approach, spanning distinct council areas which will enable us to, collectively, address key challenges and take advantage of the opportunities. This innovative approach also requires us to develop solutions to facilitate issues around shared resourcing and planning for longer term projects, particularly in light of the annual budgeting processes which many statutory partners are subject to. There is a need to work with regional partners and central government to resolve this issue.
Inertia at a central government level caused by the political instability and collapse of the NI Executive. This has created a vacuum in which many regional issues have not been able to progress and which is having an impact on local approaches. For example, work to address the issues and effects of poverty at a local level have been influenced negatively by the absence of a regional social strategy encompassing the regional approach to this issue. There is a need to find a more effective way forward if the political impasse is to continue and to ensure that partners remain at the table and are playing an effective role bringing appropriate resources.
Ensuring that we continue to engage and seek the participation of communities and stakeholders throughout the process so that we keep
13
Page 77
informed of changing issues and circumstances, so that our plans reflect the changing needs of the community and that we develop appropriate responses and actions to ensure that effective and targeted actions are progressed. This will need to be supported by effective data which informs us of how well current actions are working and their ability to ‘turn curves’.
Please identify your Community Planning priorities for the next three years. (Max 300 words)
Key priorities are to:
Embed the outcomes based approach across the plans and ensure that we have effective performance reporting and monitoring arrangements in place. This will allow us to ensure a responsive approach to actions and their effectiveness and to produce performance statements which will demonstrate the value of the Plan and gain ongoing ownership across partners and wider stakeholders.
Progress delivery of agreed actions to ensure that we move towards achieving the desired outcome and so that we can improve quality of life and public services for our people – in essence this is about ensuring that we make a difference and improve wellbeing for our people.
Continue to invest and build in strong, effective partnerships so that we make the best use of our combined resources, working effectively together and moving away from ‘silo-based’ thinking. This will achieve a shared
14
Page 78
understanding that we all contribute and have a remit to improve wellbeing beyond our more narrow individual organisational or sectoral responsibilities. To achieve this there is a need to invest in capacity building and development of synergies across partners – an outcomes approach and wellbeing framework provides the mechanism to do this.
Declaration
Participants in the Embedding Wellbeing in Northern Ireland programme will be expected to commit to the principles of openness, partnership working, shared learning, and participation. The Chief Executive of the relevant local authority and Chair of the Community Planning Partnership will be asked to sign a Memorandum of Understanding which commits the participants to the above principles and an openness to publication of the participants’ experiences and performance in the programme.
By submitting an Expression of Interest and supporting documentation, I/we hereby confirm that I/we will participate in the programme for its duration and in accordance with the above principles.
I/we certify that the information contained in this Expression of Interest and supporting documentation is complete and accurate to the best of my/our knowledge.
Signature:
Print name:
Date:
15
Page 79
Checklist
I have completed each section of this application form.
I have attached a letter of support from the Local Authority Chief Executive and Chair of the Community Planning Partnership.
I have attached a copy of my Community Plan and any relevant progress reports or updates.
We (the Local Authority) are committed to engaging in peer-to-peer learning with the other Local Authorities participating in the programme, and sharing learning with other Local Authorities in Northern Ireland across the duration of the programme. We will take part in an evaluation process to enable policy learning across the UK, and report to the Carnegie UK Trust and project Advisory Group as required.
We understand our commitment to engage proactively in the programme which will involve committing in-kind resources, including staff time.
16
Page 80 Agenda Item 10
Title of Report: Officer presenting: Lead Democratic Services & Improvement Officer Service Delivery Plan 2018/19 - Strategic Planning and Support Author: as above Services
1 Purpose of Report/Recommendations
1.1 To present for consideration and Members' approval the Delivery Plan for the Strategic Planning and Support Services for the year 2018/19 (Appendix 1).
2 Background
2.1 Annual service delivery plans are an element of the Council's planning and improvement framework which also comprises the strategic community plan, local community plans, corporate plan, and performance improvement plans.
2.2 A standardised template has been established for the annual delivery plans so as to promote an accessible and robust approach. Accordingly, each plan provides details of:
The purpose of the directorate Services provided Summary of resources Achievements / highlights for previous year and progress update Improvement Objectives for the forthcoming year Improvement delivery plan, and Measures of success and performance.
2.3 Delivery Plans for the three service directorates namely Business and Culture, Environment and Regeneration and Health and Community were presented to the relevant committees for consideration and approval during April and are attached for information at appendices 2, 3 and 4.
3 Key Issues
3.1 Annual plans not only help communicate and cascade the Councils objectives as set out in the Corporate Plan but are also an important element in terms of working towards continuous improvement.
Page 81 3.2 The document attached as Appendix 1 provides an overview of the purpose of the Strategic Planning and Support Services, the services provided, a progress update in relation to 2017/18 and importantly key priorities, actions and measures of success for 2018/19.
3.3 This Plan also reflects one of the four Outcome Improvement Objectives for 2018/19, namely:
To deliver improved customer satisfaction by improving customer support services and processes, and
4 Financial, Equality, Legal, HR, Improvement and Other Implications
4.1 The annual service delivery plan reflects the budget provision allocated within the rates and sets out commitments in relation to improvement, equality, human resource management, governance and legal services.
5 Recommendations
5.1 That, subject to Members’ comments, the Strategic Planning and Support Services Delivery Plan 2018/19, is approved (Appendix 1).
Background papers.
GSP117/16 Corporate Planning, Improvement and Performance Review Framework
GSP119/16 Strategic Support Services Delivery Plan 2016/17
GSP88/17 Service Delivery Plan 2017/18 – Strategic Planning and Support Services
Page 82 Directorate Delivery Plan 2018/19 Strategic Planning and Support Services Page 83 Page
Derry City and Strabane District Council
Contents
Section One: Directorate Profile/Summary 1.1 Purpose of Directorate 1.2 Services Provided 1.3 Summary of Resources Section Two: Achievements 2017/18 2.1 Highlights 2.2 Progress Update Page 84 Page Section Three: Improvement Planning and Service Delivery 3.1 2018/19 Directorate Improvement Objectives 3.2 Outcome Improvement Objective 3.3 Mainstreaming the Equality and Disability Duties 3.4 Improvement Delivery Plan 3.5 Measures of Success and Performance Section Four: Risk Management 4.1 Risk Register Section Four: Contacts
1 Strategic Planning and Support Service
Service Delivery Plan 2018/19
1 Section One: Directorate Profile / Summary
1.1 Purpose of Directorate
The Strategic Planning and Support Services are tasked with supporting and developing the core service delivery Directorates and as such work across the organisation and all services areas to drive planning and improvement, good governance and effective human resource management.
Page 85 Page In terms of the Council’s Corporate Plan objectives there is a direct alignment with the objective of providing “effective and facilitative cross functional support services”. The Units also indirectly contribute to the effective achievement of the Council’s other objectives of:
1. Grow our business and facilitate cultural development. 2. Protect our environment and deliver physical regeneration. 3. Promote healthy communities
Each Strategic Support Unit has one or more Lead Officers who are required to:
Contribute to the strategic direction of the Council by providing specialist, professional advice and support to the Chief Executive, Directors and Elected Members. Develop policies and relationships which deliver the strategic objectives of the Council in line with its values and core behaviours.
2 Lead and contribute to cross-functional projects, bringing creative solutions from the relevant areas. Contribute to sectoral and professional working groups in the relevant professional areas. Work closely with other Lead Officers to bring integrated cross-functional support to core service delivery units. Provide the strategic lead for convergence, transformational change and continuous improvement in the relevant areas. Support the overall governance, ensuring compliance with policy and procedure and the adoption of appropriate risk management to secure the highest standards of performance, probity and conduct are maintained. Ensure all staff and operations comply with Health & Safety legislation in line with the departmental Health and Safety management system and corporate policy in compliance with Occupational Health and Safety Assessment Series (OHSAS) 18001. Lead, motivate and direct assigned staff to achieve the best outcomes for the organisation in line with its overall strategic objectives. Manage and control the associated budgets ensuring the effective and efficient deployment of financial resources in the
Page 86 Page delivery of Council services. Identify and respond to new legislation and policy in the relevant areas.
3 1.2 Services Provided
Legal Services Finance and Funding
Human Communications Resources
Democratic
Page 87 Page Services and Partnerships Improvement
Strategic Planning Assurance Legacy and Support Services
4 The Democratic Services and Improvement Unit includes the following services:
Democratic Services Team Democratic Services covers committee administration, civic, mayor and member services. It provides support to all Council and Committee meetings, through the preparation of minutes/notes, agenda, reports and follow-up actions. Democratic Services is responsible for the Mayor, Local Democracy Sections of the Website, including the Committee Management System (Mod.Gov) and Webcasting.
The Team provides support for all Members, and organises civic events and engagements for the Mayor of Council, supporting the annual calendar of events and activities.
The team is also responsible for the co-ordination of local government elections. Page 88 Page Reception / Customer Services Team Reception / Customer services aim to provide an efficient first point of contact for residents, businesses and visitors when they chose to contact us by phone.
Information and Services Support Team The service is about championing the use of information management standards and principles with the overall aim of getting the most out of the information the Council holds, ensuring we store, use and share information in the most effective and efficient ways possible and ensuring compliance with the new General Data Protection Regulations. Information Management staff are responsible for:
Information and knowledge management strategy, policy, procedures and standards Information architecture Data Protection – privacy, confidentiality, security, processing, sharing Access to information – corporate coordination of all requests Records Management Service (paper archives and retrieval service)
5 Electronic information, standards, advice and the corporate document centre site management.
Facilities Team The Facilities Team are responsible for ensuring that the offices at both Strand and Derry Roads are accessible, properly maintained, secure, clean and managed.
Policy, Performance and Improvement Team This Section is responsible for the co-ordination and implementation of Council's Equality Scheme, along with responsibility for developing and mainstreaming the Council’s response to the Equality and Disability Duties. This includes the development of policies and action plans, the design and delivery of training and engagement with the community and voluntary sector and other stakeholders.
The section is also responsible for the development and implementation of Council policy in relation to the Irish language and for
Page 89 Page ensuring compliance with the relevant legislative obligations. The following range of services in the Irish language including (but not restricted to) is also provided:-
Access to Council information and services in Irish; Translation and Interpretation Services; Language Skills Training Programme for Council employees; Language Awareness Training Programme (Irish & Ulster-Scots); Customer Feedback Management/Community Engagement Initiatives; Development, implementation and monitoring of Language Policy; Promotional Initiatives (Irish & Ulster-Scots); Project Development and Delivery with internal and external partners; Event Programming and Delivery (Irish & Ulster-Scots);
6 In addition, the Policy, Performance and Improvement Team Section is responsible for corporate policy development, embedding equality and sustainability across all service and functional areas of Council and provides support to enable the Council to fulfil its role in civic leadership and in district/regional initiatives.
The team has an overarching role in supporting the organisation to deliver its overall ambitions and key outcomes by ensuring the accountability framework is in place to ensure we can demonstrate we are delivering on our agreed outcomes.
At a broad level, the Team leads on the following main areas of activity:
Corporate Planning and Performance Framework Benchmarking and performance trend analysis Providing advice on service redesign and process re-engineering Page 90 Page
The Assurance Section includes the following services:
Internal Audit Internal Audit is responsible for providing an independent assurance and advisory service, which will help the Council achieve its objectives and improve the effectiveness of its risk management, control and governance processes.
Risk Management & Insurance The Risk Management Function is responsible for managing, developing, delivering and maintaining corporate risk management practices for Council in compliance with codes of practice and professional standards. Staff within the Section advise stakeholders and key strategic partners on all aspects of risk management in accordance with Corporate Governance processes and procedures. Other work undertaken within this Section includes management of the Council’s Insurance portfolio including the self-insurance programme and Council’s Claims Management Fund and providing a liability claims management service for all Council functions.
Corporate Health & Safety
7 The Corporate Health & Safety Section is responsible for:
Providing competent health and safety advice and guidance to corporate management and employees Developing, implementing and reviewing corporate health and safety strategy and management system in line with OHSAS 18001 Communicating legislation and best practices in relation to health and safety regulations and safe working practices Championing and promoting health and safety across the organisation
Emergency Planning The Emergency Planning Section is responsible for ensuring that appropriate Emergency Plans are in place and tested within Derry City & Strabane District Council; and for ensuring that the Council works closely with its key Strategic Partners in relation to Emergency Planning for the City and District. The Section is also responsible for ensuring that appropriate Business Continuity arrangements are in place within the Organisation.
Page 91 Page Procurement The Procurement Function is responsible for the management of Council’s purchasing (goods, services and supplies from low value purchases to highest value, EU tenders). The Service acts as a procurement specialist in cross functional teams comprising internal and external stakeholders regarding strategic procurement.
Payroll The purpose of the Payroll Section is to manage staff and resources in delivery of Payroll functions for Derry City & Strabane District Council and ensuring that all deadlines are met in accordance with obligations. The Payroll Section provides continuous advice and guidance on a wide range of matters on wages, salaries and pensions. In addition to this the Payroll Section are responsible for managing and implementing all policy, processes and procedures for Payroll and Pensions.
Purchase, Payments & Income The operational finance team are responsible for ensuring that all invoices are paid in a timely manner, in accordance with the correct procedures; and are also responsible for ensuring that all income is collected and recorded appropriately.
8
Human Resources and Organisational Development The key focus of this Unit relates to:
Recruitment and Selection Employee development and capacity building Employee Relations Workforce Planning Policy Development Attendance Management Page 92 Page
Strategic Finance and Funding The section’s function is to plan and optimise Council’s financial resources as efficiently as possible to exploit and leverage opportunities to attract additional investment into the Derry City and Strabane District Council area and wider Northwest Region to deliver improved social, economic and social outcomes for everyone. The section is responsible for co-ordinating and monitoring funding applications and business cases, controlling the financing and funding of Council’s capital plan and major corporate projects, and for building and sustaining collaborative working relationships and networks with key strategic funding partners. The section is also responsible for the core financial functions of budgeting (including rates estimates), financial planning, management information and reporting, financial and statutory reporting, banking and treasury management.
Legal Services The Legal Services section not only provides a range of specialist legal services to Derry City and Strabane District Council but also to Causeway Coast and Glens and Omagh and Fermanagh Councils.
9 Business Support and Strategic Partnerships Section This section is responsible for supporting the Chief Executive in the development, implementation and monitoring of the strategic growth plans and key strategic projects within the City and District and working with a range of strategic and statutory partners and partnerships within the wider North West Region and beyond. This group of staff assists the Chief Executive and Senior Leadership Team with a team of specialist officers such as the Director of Legacy, a business support and change manager and dedicated project officers. The team also includes the Chief Executive’s Personal Assistants. The team also includes the Chief Executive’s Personal Assistants. The section currently has projects such as the Strategic Growth Plan for the City and District, The North West’s Regional Strategic Growth Plan with Donegal County Council, the co-ordination of the Year of Youth and Intercity cultural collaboration projects as a Legacy of City of Culture 2013. Page 93 Page Communications Section The Communications team provides communications, PR and media support to all Directorates and Council services including the Mayor’s Office and the City of Derry Airport. The section is responsible for creating public awareness and participation in Council services, initiatives and events and to provide information and communication services to support departmental needs. The section is also responsible for media management and utilising media and social media to get its message across to the public and to maintain a proactive and positive working relationship with the media. In addition to leading on all aspects of the Council’s PR and Communication activities, the section provides advice and support to all Council departments, the Mayor and elected members on media related issues. The section is responsible for managing all media queries, issuing all press releases, photographs, developing creative copy and organising media campaigns, press conferences, briefings and media FAM trips. Media monitoring and media evaluation is also provided with the section providing regular reports on the placement and value of Council projects and initiatives in the media. The section is also responsible for the Council’s Corporate Facebook and Twitter and manages all of the Mayor’s social media platforms.
10 1.3 Summary of Resources
Financial Resources
1.3.1 The Directorate has a net budget of £6,333,600 representing 10.82% of the Council’s overall net expenditure budget of £58,540,947 for the 2018/19 year. A breakdown of these resources by service area is provided in the diagram below.
Breakdown of Strategic Planning & Support Services Budget 2018/19
Page 94 Page £237,700 £980,800 DRM £1,237,900 TCCE PEOPLE’S UNIT £601,800 IMPROVEMENT £786,400 STRATEGIC FINANCE GOVERNANCE £1,739,400 LEGAL £749,600
2 Section Two: Achievements 2017/18
2.1 Highlights
11 Strategic Partnerships Publication and launch of the Inclusive Strategic Growth Plan 2017-2032 in November 2017 8 outcome delivery partnerships established 8 outcome delivery plans developed
Communications Established effective press and media engagement through the placement of proactive media stories and initiatives to highlight the role of Council Improved media management of media queries to ensure all queries are responded to Led on successful PR campaigns for Council organised events including the St Patrick’s Day Spring Carnival, the City of Derry Jazz Festival, Fashion Fest, Enterprise Week, the NW Angling Fair, The Strabane Lifford Half Marathon and Halloween Festival Led on communicating with the public and stakeholders to encourage involvement in the Community Planning process and
Page 95 Page proactively promoting the objectives set out in the Strategic Growth Plan Delivered two Staff Newsletters to engage with staff and keep them informed of strategic aims Increased engagement on Council corporate social media platforms to keep public informed on Council initiatives and objectives Increased the number of proactive press releases and features to secure increase number of media placements
Democratic Services and Improvement Received an unqualified audit in respect of the Council’s compliance with its statutory performance improvement duties Implemented the CCTV Policy including Privacy Impact Assessments and delivery of training on the policy and procedures Policy unit delivered 15 training sessions on the Safeguarding (Children and Vulnerable Adults) Policy to staff across the leisure and visitor attraction facilities 7 Policies were screened in the 2017-18 year 2 meetings of the Quality Assurance and Oversight Group were held A robust equality impact assessment report was prepared for consultation on the Council’s Community Plan
12 Completed in depth analysis of equality and rural impacts on the Council area due to cuts to the Rates Support Grant 5 awareness sessions on the Code of Practice on Producing Information were held Supported the development of indicators for regional benchmarking across Council services Achieved 100% Customer Satisfaction Rate with Irish Language services 912 subscribers to Council’s Irish Language Services and Information Page on Facebook Achieved highest numbers for audience participation in the Island Voices lecture series (145) Partnered with Libraries NI to secure funding to deliver Irish language poetry event Secured funding from Conradh na Gaeilge to deliver event to celebrate Bliain na Gaeilge (Year of Irish 2018) Partnered with a range of organisations to deliver Irish Language Week 2018 Call handling etiquette developed Improved telephony recording and monitoring including submission of monthly reports to the Senior Leadership Team Delivered a member development programme including 13 training courses as part of work towards achieving Charter Plus
Page 96 Page Facilitated Elected Member workshops / working groups on key policy areas and hard issues such as ‘Flags and Emblems’ and ‘Language’ Raised £8,000 for the Mayor’s Charity Serviced a programme of Mayoral events that saw more than 50,800 people engaged with the Mayor’s Office in the course of 976 engagements Prepared analysis to support regional lobbying position Member satisfaction survey results 100% 90 Council / committee meetings serviced Introduced data protection training for all staff Worked in partnership with organisations such as Libraries NI, Foras na Gaeilge and Conradh na Gaeilge
Human Resources Organisational structure well established across most areas Review of operational staff almost complete within Leisure Services
13 Audit of key differences in terms and conditions of employment progressed and harmonisation achieved in some areas including pay scales Process agreed and implemented to pay holiday/overtime A formula agreed to buy out regular overtime and applied where opportunities to reduce overtime have been identified A review of recruitment processes completed and recommendations implemented A range of Health & Wellbeing initiatives progressed through BeWell A new attendance policy implemented 92% of line managers attended mandatory training on Managing Attendance 80% of employees attended awareness training on Attendance Policy Absence lost time rate reduced from 6.9% to 6.1% 70% of employees had full attendance Annual Employee engagement event held in June Staff recognition event held in December
Page 97 Page BeSocial launched Council Choir established Corporate teambuilding event held in June Employee Engagement Strategy developed Alcohol and Drugs Policy agreed 90% of new employees inducted within 3 days of starting employment 26 employees for post entry training E learning system rolled out with 3 mandatory courses delivered 8 Managers participated in accredited leadership programmes
Assurance
14 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 Delivery of Fraud Awareness Training to over 200 staff in the organisation Delivery of Fraud Awareness Training to CODA Operations Ltd Detailed Audit Needs Assessment produced to inform audit work for the next 3 to 5 years Completion of Audit Plan for CODA Operations Ltd Risk reporting systems reviewed to ensure Council assurance requirements continue to be met Risk structures reviewed and risk registers now in place for all service areas Reporting system established to ensure that liability claims analysis is included as part of Corporate Health & Safety review processes Delivered Claims Defence Training to Council staff in partnership with Council’s Insurers and Council Legal Services team
Page 98 Page Worked with Council Motor Insurers to deliver Fleet Management training to Managers and Supervisors with responsibility for Council Drivers Continued savings realised in the very successful self-insurance programme Retention of the Health & Safety OHSAS 18001 accreditation OHSAS 18001 procedures reviewed and updated Reduction in the number of RIDDOR incidents 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 60.72% Led on Councils’ response to the recovery operations in relation to the significant flooding which occurred in August 2017 Effectively managed the Scheme of Emergency Financial Assistance to approximately 400 households throughout the year. Completion of a number of very successful emergency exercises All emergency situations responded to in an appropriate manner Ongoing work in relation to the development, validation and testing of Business Continuity Plans throughout the Council Development, communication and training of staff in a number of key policies for the organisation – Counter Fraud, Whistleblowing, Anti-Bribery and Conflicts of Interest.
15 Streamlining of procurement procedures and processes Training delivered to Elected Members in relation to procurement procedures and processes Use of Etenders NI for procurement activity under £30k is now underway Upgrade of Agresso financial system was approved by Committee in June 2017 and contract was agreed and signed. Project plan has been developed with clear timeframes regarding implementation 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 of Economy and completion of tender documents in relation to Public Service Obligation route from City of Derry Airport to Manchester Percentage of invoices paid within 30 days increased to 83.6% Percentage of invoices paid within 10 days increased to 44.7%
Page 99 Page Strategic Finance and Funding Year-end accounts for 2016/17 completed and audited in line with required timeframe Rates estimates for 2018/19 completed by statutory deadline of 15th February 2018 including benchmarking of service costs, penny product and growth comparisons and medium term financial plan Rates increase of 2.99% agreed including 1% investment in growth despite significant external pressures Efficiencies of £2.145m achieved and reinvested into growth priorities, facilitating completion of £34m of capital projects and providing full financing for a further £63m of capital development Analysis completed identifying development potential of Council’s key strategic sites as part of developing investment proposition for city and region Strong financial management and monitoring to identify £1.05m surplus at January 2017 of which £710k has been reinvested in corporate priorities Agreement of investment priorities and preparation of Draft Growth Deal Statement of Intent for the Derry/ Londonderry City Region and presented to relevant officials and Ministers Securing £14m of funding for the NW Greenways Network from Interreg and submission of further significant funding applications for Riverine (SEUPB) and a number of Community Centres (DFC)
16 Completion and public launch of BREXIT report, including presentation to House of Commons, House of Lords and Oireachtas Committees Completion of 8 business cases on behalf of The Executive Office to support the ongoing regeneration of the Ebrington site Provision of baseline data, mapping and statistical analysis to support key strategic objectives, e.g. Year of Youth, European Capital of Culture, PEACE, SIF, City Growth Deal, Local Development Plan and University expansion
2.2 Progress Update
For 2017/18, the Directorate had responsibility for two of the five Council Outcome Improvement objectives, namely: To deliver improved customer satisfaction by improving customer support services and processes. Page 100 Page
To support Council’s investment and capital aspirations by developing (1) a fully scoped efficiency plan for reinvestment in Council’s growth objectives and (2) a funding strategy for Council’s Strategic Inclusive Growth Plan (including capital aspirations) once finalised.
During the year, we achieved the following in relation to our Improvement Objectives: Achieved target call handling response times in the majority of service areas Improved staff awareness of policies relating to customer care Worked with the staff in the Guildhall to implement the recommendations to Adapt NI audit to promote accessibility for people in with a disability (in lieu of seeking accreditation via the “Louder Than Words” Charter) Developed a guide for staff when organising meetings and events to ensure accessibility and inclusion Increased levels of positive feedback from those achieved in 2016/17 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
17 Realised recurrent efficiency savings of £2.145m. This along with other income generation and new rates investment has enabled growth investment in Council’s strategic growth plan aspirations as follows: - o Capital financing provision £1.495m o Tier 2 festivals additional funding £130k o Festivals and events team and major festivals fund £694k o Third party capital projects fund £75k o Community services- rural staffing and additional grant aid £167k o Tourism £55k o Cultural venues £40k o TOTAL £2.656m As a result of the new capital financing provision, the new Council has now completely delivered and progressed the following capital investment-
Page 101 Page Council investment (£m) External funding secured Total investment (£m) (£m) Projects completed 21.20 15.77 36.97 Projects in progress 12.89 27.20 40.09 and fully financed Projects in progress 6.40 12.50 18.90 and not fully financed Further fund 25.0 est TBC 25.00 available for capital investment Total 65.4 55.47 120.96
Full details of progress against all the actions set out in the Delivery Plan 2017/18 are given in Appendix A.
18
3 Section Three: Improvement Planning and Performance
The Directorate has set a number of improvement objectives for 2018/19 which aim to bring about improvement in one or more of the following improvement criteria:
Strategic effectiveness (SE) Service quality (SQ) Service availability (SA) Fairness (F) Sustainability (S) Page 102 Page Efficiency (E) Innovation. (I)
These improvement objectives may relate to improving the quality of life of our citizens (outcome improvements) and/or service improvements that will help bring about the delivery of more effective, quality and customer focussed services.
An overview of these objectives and the work we will be undertaking in 2018/19 is set out in paragraphs 3.1 – 3.3 below, under the headings of:
2018/19 Directorate Improvement Objectives Outcome Improvement Objective Mainstreaming the Equality and Disability Duties
Details of how we will deliver these commitments and monitor and measure progress/success are set out in paragraphs 3.4 and 3.5.
19 3.1 2018/19 Directorate Improvement Objectives
An overview of the outcome and service improvement objectives and how they relate to the Community/Corporate Plan is set out in the table below.
Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria Provide effective and facilitative cross Implementation arrangements for the community plan – including SE, F, S, E, I functional support services – monitoring of Outcome Delivery Partnerships and performance Partnerships management processes and arrangements Provide effective and facilitative cross Development of a detailed spending plan and work programme of SE, F, S, E, I functional support services – activity across the three Regional Development Pillars for North
Page 103 Page Partnerships West Strategic Partnership working Provide effective and facilitative cross More effective press and media management SQ, E, SA, S functional support services – Communications Provide effective and facilitative cross Establish and be recognised as a cohesive and high performing SQ, E, I functional support services – Democratic team which is recognised and valued within Council as providing Services and Improvement specialist support and guidance and where there is a proactive approach to learning and gaining new knowledge Provide effective and facilitative cross Provision of a clean, safe, welcoming and comfortable environment SQ, SA, S functional support services – Democratic for staff and visitors, with state of the art facilities Services and Improvement Provide effective and facilitative cross Effective handling and processing of information that meets our SQ, E functional support services – Democratic legal obligations, protects people and represents good practice Services and Improvement
20 Provide effective and facilitative cross Proactive and innovative delivery of the Council’s aspirations for SE, F, S functional support services – Democratic good decision making, equality of opportunity and sustainable Services and Improvement development Provide effective and facilitative cross Improved access to Council services and facilities in other SQ, SA functional support services – Democratic languages and formats and promotion of indigenous languages Services and Improvement Provide effective and facilitative cross Deliver improved customer satisfaction by improving customer SQ, SA, F functional support services – Democratic support services and processes Services and Improvement Provide effective and facilitative cross Provide effective support to Elected Members and promote SE, SQ, SA, F, S, functional support services – Democratic efficient, open and transparent governance and decision making E, I Services and Improvement Page 104 Page Provide effective and facilitative cross Establish and maintain the highest levels of good governance - SQ, S, E functional support services – Assurance Audit Provide effective and facilitative cross Establish and maintain the highest levels of good governance – Risk SQ, S, E functional support services – Assurance and Insurance Provide effective and facilitative cross Establish & maintain the highest levels of good governance / SQ, SA, E functional support services – Assurance Establish & maintain the highest level of purchase & payment systems and practices Provide effective and facilitative cross Establish & maintain efficient service delivery – Emergency Planning SQ, SE, SA, E functional support services – Assurance Provide effective and facilitative cross Establish & maintain the highest levels of health & safety systems SQ, SA, E functional support services – Assurance and practices – Health & Safety Provide effective and facilitative cross Establish & maintain efficient service delivery – Payroll SQ, E functional support services – Assurance
21 Provide effective and facilitative cross Establish & maintain the highest levels of good governance – SE, SA, E functional support services – Assurance CODA Operations Ltd and Finance and Funding Provide effective and facilitative cross Establish & maintain the highest levels of good governance – SE, SA functional support services – Assurance BREXIT Provide effective and facilitative cross Establish & maintain the highest levels of good governance/ SE, SQ, SA, S functional support services – Finance and Establish & maintain efficient service delivery - Strategic Finance. Funding Provide effective and facilitative cross Establish & maintain the highest levels of good governance- SE, SQ, SA, S functional support services – Finance and Funding Funding Provide effective and facilitative cross Establish and maintain the highest levels of good governance – SQ, SA functional support services - Legal Legal Services Page 105 Page Provide effective and facilitative cross Organisational Design and Effective Resourcing SQ, F, S functional support services – Human Resources Provide effective and facilitative cross Healthy Workplace SQ, S functional support services – Human Resources Provide effective and facilitative cross Employee Relations and Staff Engagement SQ, S, I functional support services – Human Resources Provide effective and facilitative cross Employment Policy SQ, F functional support services – Human Resources
22 Provide effective and facilitative cross Organisational Development SQ, E, I, S functional support services – Human Resources
3.2 Outcome Improvement Objective
Page 106 Page The Strategic Planning and Support Services Unit has identified the following outcome improvement objective which is contained in our Performance Improvement Plan 2018-19, namely:
To deliver improved customer satisfaction by improving customer support services and processes
This objective was selected in recognition of:
The Council’s mission is to deliver improved social, economic and environmental outcomes for everyone. This is supported by our corporate values, including being a centre of excellence and innovation with a clear focus on outcomes and delivery.
In delivering on these aspirations, Derry City and Strabane District Council recognises that today’s citizens and stakeholders expect a high level of services and to be able to deal with the Council across a multitude of communications channels, including phone, e-mail, the Web, mobile devices and social media, as well as in person at our offices.
23 Citizens and customers are at the heart of what we do as a public service organisation. Consequently, we need to continuously strive to provide more-responsive services, better collaboration with customers, increased transparency to the general public, and more-proactive efforts to improve customer satisfaction.
Strategy Map: How we will deliver our Outcome Improvement Objective
Deliver improved customer satisfaction by improving customer support services and processes.
Customer, Stakeholder and/or strategic outcomes, Knowing our customers Mainstreaming customer Delivering quality and accessible finance and and their needs focus services and information Page 107 Page funding
Measuring satisfaction
Service Strategies/policies Staff Meeting delivery, /procedures behaviours Engagement processes standards processes, operational Accessible excellence, service & collaboration Identification of customer & needs information
Keeping customers informed
Capacity – Service learning growth Standards innovation, Dealing with partnerships Staff and continuous Obtaining problems & Training promoting Working improvement accreditation learning with others
24 What actions are we taking to make a difference in 2018/19 Embed customer care training within the staff induction process Develop Customer Services Strategy Continue to assist in the development and issue of Customer Satisfaction Surveys across Council services and review arrangements for consulting / seeking customer and other stakeholder views/feedback. Establish a mechanism for monitoring correspondence /email response times Identify service standards for key service areas Establish ‘lessons learnt’ processes to promote improvement Work with the Ombudsman Office in research on complaints handling in the public sector Progress work against the Customer Service Excellence criteria Page 108 Page
How will we measure progress Results of customer satisfaction survey(s) Analysis of complaints and feedback (including via social media) Call handling performance statistics Changes to systems and processes that facilitate customer service Staff awareness levels of customer service standards and complaint handling processes
What benefits citizens will see: More accessible , customer orientated services
25
3.2 Mainstreaming the Equality and Disability Duties
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
Page 109 Page People with and without a disability People with and without dependents
We are committed to fulfilling our obligations under Section 75 of the Northern Ireland Act 1998 and to fulfilling our disability duties. The Strategic Planning and Support Unit has specific responsibilities in facilitating the Council’s compliance with these important duties.
3.3 Improvement Delivery Plan
In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2018/19.
26 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer AS1 Establish & maintain the highest Completion of a scoping project/gap December 2018 LAO levels of good governance – Audit analysis to review information held to ensure compliance with the requirements of the new GDPR regulations. This will lead to an action plan with timeframes for completion Deliver Audit Committee Training to Dec 2018 LAO Members. Page 110 Page Delivery of planned audit work based on March 2019 LAO approved audit plan and completion of unplanned audit work as required to allow completion of the Annual Governance Statement for Council. Target: Ratio 70:30 planned to unplanned audit work Target of 90% of Audit March 2019 LAO Recommendations accepted by Management Target of 90% to complete and issue March 2019 LAO Final Audit Reports within 2 weeks of receipt of management response. Delivery of Internal Audit Annual Plan for March 2019 LAO CODA Operations Ltd
27 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer AS2 Establish & maintain the highest Organisation of Fleet Safety Awareness June 2018 LAO levels of good governance – Risk & Training for Council Drivers Insurance Work with Council’s Insurers to identify September 2018 LAO areas for training / expert reviews to improve Risk Management and claims defensibility Review of Insurance Valuations for September 2018 LAO Council Heritage Assets and Artworks Completion of a scoping project/gap December 2018 LAO analysis to review information held to ensure compliance with the requirements
Page 111 Page of the new GDPR regulations
AS3 Establish & maintain the highest Review current tender documents and May 2018 LAO levels of good governance / amend as necessary Establish & maintain the highest Implementation and roll out of Etenders December 2018 LAO level of purchase & payment NI for all procurement activity under systems and practices £30k by June 2018 and subsequently for all procurement activity over £30k by the end of December 2018 Upgrade of Agresso system to allow July 2018 LAO online ordering to be implemented Establish purchasing structures and May 2018 LAO develop cross-departmental group to
28 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer agree processes for online ordering and procurement Implementation and roll out of new July 2018 LAO purchase to pay system Increase percentage of invoices to be March 2019 LAO paid within 30 days to 90% Increase percentage of invoices to be March 2019 LAO paid within 10 days to 50% Completion of a scoping project/gap December 2018 LAO analysis to review information held to Page 112 Page ensure compliance with the requirements of the new GDPR regulations
AS4 Establish and maintain efficient Review of Integrated Emergency Plan June 2018 LAO service delivery – Emergency and protocols Planning Deliver Emergency Planning training to September 2018 LAO Elected Members Smooth transition of work plans from the June 2018 LAO Western to the Northern Emergency Planning Group Continue to encourage and educate March 2019 LAO communities on values of Community Resilience. Continue to work with communities to develop community resilience
29 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Enhance communications and joint March 2019 LAO working with cross border departments and agencies in Donegal to forge stronger links to jointly respond and assist to emergency events which affect both regions
AS5 Establish & maintain the highest Continue to improve upon the OHSAS March 2019 LAO levels of health & safety systems 18001 system to ensure that all and practices – Health & Safety procedures and templates are updated for the 2018/2019 period. This update Page 113 Page will cover the transition from OHSAS 18001 to ISO45001 health and safety standard. Assist the Property Section in the transfer April 2018 LAO of Health & Safety compliance certification to the asset system Transfer all risk assessments and safe August 2018 LAO systems of work to the asset management system and align any OHSAS 18001 templates to the system Carry out a tender exercise for the September 2018 LAO recording and monitoring of accidents and incidents, the purpose of which will
30 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer be to streamline incidents, audits and actions to the asset management system Establish a programmes for health December 2018 LAO surveillance, with the support of Human Resources, to ensure legal compliance Continue to review and report on March 2019 LAO RIDDOR trends on a quarterly basis Completion of a scoping project/gap December 2018 LAO analysis to review information held to ensure compliance with the requirements Page 114 Page of the new GDPR regulations
AS6 Establish & maintain efficient service Further increase the percentage of March 2019 LAO delivery – Payroll employees receiving electronic payslips and P60s to 100% Review payroll processes in relation to March 2019 LAO the submission of timesheets to increase efficiency Completion of a scoping project/gap December 2018 LAO analysis to review information held to ensure compliance with the requirements of the new GDPR regulations
31 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer AS7 Establish & maintain the highest Continue to work with the Department of May 2019 LAO/LFO and levels of good governance – CODA Transport to ensure the successful FF3 Operations Ltd delivery of and drawdown of funds for the Public Service Obligation for City of Derry Airport Review of funding packages and December 2018 LAO/LFO completion of a tender exercise to ensure the continuation of the London PSO from May 19 Ensure that an effective process is put in December 2018 LAO/LFO place to ensure that the NI Executive
Page 115 Page funding allocated for route development is spent appropriately Liaise with CoDA (Operations) Limited to December 2018 LFO ensure completion and agreement of a medium term funding strategy for City of Derry Airport
AS8 Establish & maintain the highest Liaise with the relevant departments in February 2019 LAO levels of good governance – BREXIT Central Government to ensure that Derry City & Strabane District Council is ready for BREXIT – day one implementation
FF1 Establish & maintain the highest Preparation of year end accounts in new June 2018 LFO levels of good governance/ “Telling the Story” format and agreement
32 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Establish & maintain efficient service of out-turn for 2017/18 by statutory delivery - Strategic Finance. deadline Work with NIAO to ensure audited September 2018 LFO accounts signed off by statutory deadline of 30th September 2018 Completion of rates estimates for 15 Feb 2019 LFO 2019/20 by statutory deadline of 15th February 2019 Issue 10 monthly management March 2019 LFO information reports to Directorates and Page 116 Page provide quarterly reports to Committee Completion of a scoping project/gap December 2018 LFO analysis to review information held to ensure compliance with the requirements of the new GDPR regulations FF2 Establish & maintain the highest Review and update strategic outline case December 2018 LFO levels of good governance- Funding for investment in critical catalyst projects within the Strategic Inclusive Growth Plan and work with relevant stakeholders to secure funding as part of City Growth Deal proposition Lead and co-ordinate the development March 2019 LFO of detailed business cases and funding bids for catalyst projects within the Strategic Inclusive Growth Plan
33 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Lead on and complete local asset due February 2019 LFO diligence for transfer of Ebrington and liaise with SIB to ensure completion of final due diligence and way forward Develop management information and March 2019 LFO monitoring systems to support improvement of 2 key service areas and achievement of corporate objectives Development and production of 6 March 2019 LFO monthly snapshot report to Elected Members around key growth indicators
Page 117 Page and provision of statistical analysis to ratepayers on website
SP1 Commence implementation Host at least 3 meetings of the Strategic March 2019 BS&CM arrangements for the community Growth / Community Planning plan Partnership Undertake 2 performance reviews – March 2019 LFO tracking performance on baseline report and emerging updates of indicators and performance measures Identify any emerging gaps in SGP March 2019 LFO monitoring arrangements and arrange for additional survey work to be commissioned
34 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Commission a performance management March 2019 BS&CM portal for the growderrystrabane website Review and implement models of co- March 2019 BS&CM production in the ongoing implementation of the Community Plan Develop and implement a October 2018 BS&CM communications and engagement strategy directed towards delivery of the Strategic Growth Plan #making it happen Co-ordinate and monitor the March 2019 BS&CM Page 118 Page implementation of the outcome delivery partnerships Implement a capacity building initiative March 2019 BS&CM for stakeholders engaged in community planning and deliver training sessions Achieve a satisfactory audit assurance March 2019 BS&CM rating for Department for Communities transfer of Ilex funding
SP2 Development of a detailed spending Review and amend the governance March 2019 BS&CM plan and work programme of arrangements of the Strategic activity across the three Regional Partnership Membership/Partnership Development Pillars for North West Agreement/Risk register Strategic Partnership Working Host 2 meetings of the NW Strategic March 2019 BS&CM Growth Partnership
35 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Host 4 meetings of the NW Regional March 2019 BS&CM Development Group
CO1 More effective press and media Confirm communications resources and March 2019 MO & management formalise structure of communications HRO section Establish regular meetings with Directors September 2018 MO and Heads of Service to ensure there is a strategic input into communications plans
Page 119 Page Identify regional media opportunities to June 2018 MO promote key events such as Jazz Festival, Halloween and the Foyle Maritime Festival and organize media events in Belfast and Dublin Develop media links in the US – October 2018 MO particularly Boston and Philadelphia – where Council is currently engaged in business and FDI development Continued positive media and social March 2019 MO media engagement across all media platforms Continued engagement with staff and March 2019 MO directorates for content for the Staff Newsletter
36 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Work in partnership with Marketing to Twice Yearly MO produce a twice yearly City and District residents’ newsletter Work to extend and develop media March 2019 MO database contacts Appoint a media monitoring company to April 2018 MO provide media clipping and evaluation service Work to develop stronger links and March 2019 MO working relationships with local editors Page 120 Page and journalists through regular media updates and briefings
DI1 Establish and be recognised as a Deliver ongoing multi-level policy March 2019 LDSIO cohesive and high performing team awareness sessions across the which is recognised and valued organisation to support the achievement within Council as providing of corporate objectives specialist support and guidance and Organise twice-yearly staff events where there is a proactive approach involving all team members to promote Twice Yearly LDSIO to learning and gaining new cohesiveness and team identity knowledge Contribute to the deployment of the online e-learning resource by writing March 2019 LDSIO course material on relevant policy issues
37 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer DI2 Provision of a clean, safe, welcoming Review the Council’s Safeguarding Policy March 2019 LDSIO and comfortable environment for to include residential guidelines and staff and visitors procedures Implement the Safeguarding Policy for March 2019 LDSIO children and adults at risk of harm using council facilities – hold 4 meetings of the Safeguarding Working Group Provide safeguarding policy training, March 2019 LDSIO support and advice to council staff and out centres Identify and implement productivity December 2018 LDSIO
Page 121 Page /service improvements for building cleaning Develop information and literature to August 2018 LDSIO distribute to staff/customers to attain feedback on services Roll out of car park management March 2019 LDSIO controls
DI3 Effective handling and processing of Provide mandatory awareness training on March 2019 LDSIO information that meets our legal GDPR with regular reviews of training obligations, protects people and needs as it evolves represents good practice Review all information/data, policies and March 2019 LDSIO procedures to ensure GDPR compliance
38 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Review Council email retention policy to September 2018 LDSIO look at potential procedures to reduce the reliance on email as a filing system Roll out corporate file plan infrastructure March 2019 LDSIO Introduce a series of regular checks to June 2018 LDSIO ensure individual directorates/teams are taking the necessary actions to ensure GDPR compliance Take appropriate measures in tandem March 2019 LDSIO with IT department to ensure that our Page 122 Page systems are secure enough to prevent data breaches Investigate the possibility of creating a June 2018 LDSIO “one-stop shop” on the Intranet for GDPR information and guidance Review S75 consultee database in line December 2018 LDSIO with GDPR requirements Introduction of a specific website 25th May 2018 LDSIO customer contact point for GDPR queries and information
DI4 Improve outcomes for citizens Contribute to the achievement of the March 2019 LDSIO through ensuring effective Council’s statutory improvement duty management of resources and through the development, implementation, and monitoring of the
39 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer having arrangements in place to Council’s performance management promote continuous improvement system Achieve an unqualified audit in respect of December 2018 LDSIO the Council’s performance improvement duty Monitor and provide updates on the March 2019 LDSIO Council’s improvement objective achievements on a quarterly basis Update service plan achievements on a March 2019 LDSIO quarterly (or as necessary) basis Implement access to the Pentana March 2019 LSDIO
Page 123 Page performance management software and train and support staff in its use Co-ordinate the collection and March 2019 LDSIO submission of APSE performance benchmarking information on an annual basis or as required Produce an annual performance report 30 Sept 2019 LDSIO Initiate work on the preparation of the March 2019 LDSIO Corporate Plan 2019/23
DI5 Proactive and innovative delivery of Continue to support Council Officers in March 2019 LDSIO the Council’s aspirations for good the screening and EQIA processes to decision making, equality of ensure that 100% of all new/reviewed opportunity and sustainable policies are subjected to the Equality development
40 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Screening and where necessary the Equality Impact Assessment Work with HR Policy Working Group to March 2019 LDSIO ensure that equality issues are considered for 100% of policies at the development stage Ensure all information emanating from March 2019 LDSIO Council is accessible – deliver at least 2 awareness sessions on the ‘Code of Practice on Producing Information’ Page 124 Page Review and update select list of December 2018 LDSIO translators and interpreters Continue to meet with the Equality March 2019 LDSIO Assurance and Oversight Group and hold at least 2 meetings of the group to provide updates and seek feedback on progress of equality measures within the Community Plan delivery Roll out training on the Code of Practice March 2019 LDSIO for organising accessible events and hold at least 2 awareness sessions with the Festivals and Events section Contribute to the development and March 2019 LDSIO review of policies as required Facilitate/participate in Member Working March 2019 LDSIO Groups as required
41 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer
DI6 Improved access to Council services Continue to promote access to customer December 2018 LDSIO and facilities in other languages and services in the Irish language in line with formats and promotion of our policy commitments - undertake indigenous languages annual customer satisfaction survey and secure minimum 90% satisfaction of customers Develop and deliver a range of projects, March 2019 LDSIO events and initiatives to promote the Irish language and Ulster Scots culture and heritage in association with a range of Page 125 Page partners Secure a minimum of 2 grants from March 2019 LDSIO external funding organisations to deliver and develop events/initiatives to promote Irish/Ulster Scots culture and heritage with a range of partners Deliver 4 events to promote Irish March 2019 LDSIO language/Ulster Scots, including events to celebrate Year of the Irish Language 2018 and Year of Youth 2019 Continue to support and facilitate the March 2019 LDSIO Irish Language Community Network Forum - facilitate 4 quarterly meetings of forum
42 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Provide a range of language awareness March 2019 LDSIO training initiatives to Council Staff in order to build capacity and enhance mainstreaming Deliver 4 general language awareness March 2019 LDSIO sessions for Council staff to enhance mainstreaming Provide weekly specialised language March 2019 LDSIO training course for staff across locations at Derry and Strabane to build capacity Page 126 Page DI7 Deliver improved customer Provide 3 briefings to Reception staff on March 2019 LDSIO satisfaction by improving customer section functions and services support services and processes Independent Quality assessment of December 2018 LDSIO Customer Service at Reception Embed customer care training within the September 2018 LDSIO staff induction process Develop Customer Services Strategy March 2019 LDSIO Continue to assist in the development March 2019 LDSIO and issue of Customer Satisfaction Surveys across Council services and review arrangements for consulting / seeking customer and other stakeholder views/feedback. Establish a mechanism for monitoring March 2019 LDSIO correspondence /email response times
43 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Identify service standards for key service December 2018 LDSIO areas Establish ‘lessons learnt’ processes to November 2018 LDSIO promote improvement Work with the Ombudsman Office in December 2018 LDSIO research on complaints handling in the public sector Progress work against the Customer March 2019 LDSIO Service Excellence criteria Facilitate the development of shared March 2019 LDSIO stakeholder databases Page 127 Page
D18 Provide comprehensive and Achievement of NI Elected Member May 2018 LDSIO progressive support services to Development Charter Plus Elected Members and the Mayor to Assess Member satisfaction with member March 2019 LDSIO assist them in fulfilling their roles support services; develop and implement effectively improvement actions as necessary Develop policy on Member declarations March 2019 LDSIO of interest and associated training Implement electronic voting for December 2018 LDSIO recording votes in Council meetings Progress functionality of Mod Gov October 2018 LDSIO meeting software Increase Members’ knowledge of their September 2018 LDSIO Health and Safety responsibilities
44 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer In liaison with management staff in the March 2019 LDSIO Guildhall, provide refresher training to staff who work with the Mayor HR1 Organisational Design & Effective Complete restructuring of Environment & September 2018 LHRO Resourcing Regeneration section including progressing VS Progress reviews of operational staff in March 2019 LHRO Environment & Visitor Services and Strabane leisure sites Continue to progress harmonisation of March 2019 LHRO Page 128 Page terms and conditions of employment Continue to review recruitment processes September 2019 LHRO and practices in line with new legislation good practice Continue to identify opportunities to June 2019 LHRO review and address overtime
HR2 Healthy Workplace Continue to promote a healthy work April 2018 LHRO environment through a range of BeWell initiatives Continue to review and implement April 2018 LHRO processes and initiatives to reduce absence Develop a Wellbeing risk assessment September 2018 LHRO process
45 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Complete procurement exercise for September 2018 LHRO Occupational Health Services
HR3 Employee Relations & Staff Continue to review and progress April 2018 LHRO Engagement initiatives and processes in line with the 5 categories outlined in the Employee Engagement Strategy Continue to review and propose October 2018 LHRO approaches to Staff Recognition Continue to promote BeSocial through June 2018 LHRO various team building events Page 129 Page
HR4 Employment Policy Continue programme of review and March 2018 LHRO development of HR policies to include Special Leave, Disciplinary Policy, Probation Policy and Secondment Policy Develop initiatives to promote and September 2018 LHRO encourage opportunities in the workplace for those with disabilities Review documentation and processes to May 2018 LHRO ensure compliance with GDPR Complete Article 55 review and develop September 2018 LHRO action plan HR5 Organisational Development Continue to review and improve June 2018 LHRO approach to Compliance training
46 Ref Directorate Outcome/ Service Key Activities/Actions/Sub- Target Date Lead Improvement Objective actions/milestones Officer Review induction process to include a September 2018 LHRO corporate welcome day for all new employees Embed PDP process across the September 2018 LHRO organisation Develop capacity building process for September 2018 LHRO line managers across Leisure and Environmental Services Review leadership and management June 2018 LHRO development opportunities for senior Page 130 Page management Continue to roll out eLearning June 2018 LHRO
LS1 Establish and maintain the highest Maintain Council Constitution March 2019 LLSO levels of good governance – Legal Complete Review of Council Standing September 2018 LLSO Services Orders Progress implementation of Lexcel March 2019 LLSO accreditation for legal services in Derry and Strabane Maintain and Update Deeds Audit in March 2019 LLSO respect of Council Property
47 3.4 Measures of Success and Performance
During 2018/19, we will continue to work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2018/19.
Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference
Page 131 Page AS1 Establish and Delivery of planned audit work based on approved audit 80% 80% 85% maintain the plan and completion of unplanned audit work as required highest levels of to allow completion of the Annual Governance Statement good governance for DCSDC - Audit % of Internal Audit Recommendations accepted by 100% 100% 100% management % of Final Audit Reports completed and issued within 2 100% 100% 100% weeks of receipt of management responses % completion of Internal Audit Plan for CODA Operations Ltd 100% 100% 100%
AS3 Establish and Improve prompt payment performance - % of invoices 71% 84% 90% maintain the paid within 30 days highest level of Improve prompt payment performance - % of invoices 29% 45% 50% purchase and paid within 10 days
48 Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference payment systems and practices AS5 Establish and Number of Riddors reported Staff 4 Staff 4 Total 7 maintain the Members of Members of highest levels of Public 6 Public 4 health and safety Total 10 Total 8 systems and Page 132 Page practices AS6 Establish and % of staff receiving payslips and P60s via email 42% 61% 100% maintain efficient service delivery - Payroll SP2 Development Amount of funding drawn down from the NW Regional N/A N/A £1 million of a detailed Development Fund spending plan and work programme of activity across the 3 Regional Development Pillars for North West Strategic
49 Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference Partnership Working HR2 Healthy % absence lost time rate 6.9% 6.2% 5.7% Workplace DI1 Cohesive and % of team who participated in a team meeting/team N/A 71% 100% high performing building activity team % of team that feel that they are kept adequately informed N/A 65% 70% % of team that feel they are valued and supported N/A 70% 70% Page 133 Page
DI2 Provision of a % staff satisfaction with cleanliness standards (new) N/A N/A 60% clean, safe, % of staff who indicated that they were satisfied with their N/A N/A 60% welcoming and work environment (overall satisfaction) (new) comfortable % of visitors who indicated that they were satisfied with N/A N/A 60% environment for their experience of visiting the council offices (new) staff and visitors DI3 Effective Number of FOI/EIR and Subject Access requests 555 335 Data only handling and responded to processing of % compliance with FOI, EIR, SAR timelines 95% 84.8% 90% information Number of data breaches notified (New) N/A 1 0 Number of GDPR compliance inspections/reviews N/A N/A 2 undertaken
50 Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference DI4 Continuous Achieve one Unqualified audit of performance 1 1 1 improvement improvement duty
DI5- good % of all policies will be screened and where relevant 100% 100% 100% decision making, subjected to EQIA equality of % of all publications emanating from Council which 100% 100% 100% opportunity and comply with Code of Practice on Producing information
Page 134 Page sustainable Number of facilities with improved environment for those N/A N/A 1 development with a sensory impairment % access support requests facilitated for Council run 100% 100% 100% meetings / events met Number of Equality Assurance and Oversight Group 4 2 2 meetings hosted Number of complaints to the Equality Commission 0 0 0 received Number of equality complaints received (Service related) 0 0 0
DI6 Improved Number of requests for information in alternative formats N/A 4 Data only access to Council responded to (new) services and Number of people engaging with language N/A N/A Data only facilities in other services/initiatives (new) languages and % language policies reviewed, revised and implemented N/A 100% 100% formats and Evaluation of Irish language programme completed 100% 100% 100%
51 Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference promotion of No. of Irish Language Community Network forum 4 4 4 indigenous meetings facilitated languages Value of additional funding secured for Irish language / £3,000 and £17,658.50 Data only Ulster Scots activity/promotion (new) €500 and €1,000 % satisfaction with Irish language services 94% 100% 95%
DI7 Deliver Number of formal complaints received 12 13 Data only improved Number of compliments received 23 75 Data only
Page 135 Page customer Average time to answer external calls N/A 10 seconds 10 seconds satisfaction by % abandoned external calls N/A 4% 5% improving customer support services and processes DI8 Provide % Member Satisfaction 97% 100% 90% comprehensive % of training events completed on annual Elected Member 92% 91% 90% and progressive Learning and Development Programme (Training year to support services July) to Elected £ amount raised for Mayor’s Charity £14,000 £8,000 £10,000 Members and the Number of engagements facilitated through the Mayor’s 989 976 700 Mayor to assist office them in fulfilling Number of citizens who have engaged with the Mayor 43,164 50,807 40,000
52 Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference their roles % of meetings papers to be circulated to Members within N/A 100% 100% effectively 5 calendar days before a meeting % of minutes circulated to Members within 7 working days N/A 100% 100% after a meeting Page 136 Page
4 Risk Management
4.1 Risk Register A risk register has been prepared to support the delivery of this Plan.
5 Section Five – Contacts
Details of the key contacts in relation to Strategic Planning and Support Services are as follows:
John Kelpie, Chief Executive, [email protected] Tel no 028 71253253 or 07739 882456
Oonagh McGillion, Director of Legacy, [email protected] Tel no 028 71253253 or 07713 068572
53 Ellen Cavanagh, Lead Democratic Services and Improvement Officer, [email protected] Tel no 028 71253253 or 07595 885644
Paula Donnelly, Lead Human Resources Officer, [email protected] Tel no 028 71253253 or 07734 282286
Rachael Craig, Business Support and Change Manager, [email protected] Tel no 028 71253253
Adele McCourt, Media and PR Officer, [email protected] Tel no 028 71253253 or 07718 153838
Philip Kingston, Lead Legal Services Officer, [email protected] Tel no 028 71253253 or 07715 801505
Alfie Dallas, Lead Finance Officer, [email protected] Tel 028 71253253 or 07712 390038
Page 137 Page Denise McDonnell, Lead Assurance Officer, [email protected] Tel no 028 71376605 or 07595 216287
James Harrigan, Internal Audit Manager, [email protected] Tel no 028 71253253 x 6752
Annmarie Begley, Insurance & Risk Manager, [email protected] Tel no 028 71253253 x 6625
Oonagh O’Doherty, Corporate Health & Safety Officer, [email protected] Tel no 028 71253253 x 6710
Seamus Cairns, Payroll Manager, [email protected] Tel no 028 71253253 x 6613
Colin Killeen, Purchase & Payments Manager, [email protected] Tel no 028 71253253 x 6623
Martin Daly, Emergency Planning Officer, [email protected] Tel no 028 71253253 x 6658
54 Sharon Maxwell, Democratic Services Officer, [email protected] Tel no 028 71253253
Kay McIvor, Policy Officer (Equality), [email protected] Tel no 028 71253253
Pól Ó Frighil, Policy Officer (Irish Language), [email protected] Tel no 028 71253253
Fionnuala O’Kane, Policy Officer (Performance), [email protected] Tel no 028 71253253f
Nicky Bryson, Facilities Officer, [email protected] Tel no 028 71253253
Page 138 Page Damian McKay, Information and Customer Services Officer, [email protected] Tel no 028 71253253
.
55 1718 Strategic Planning & Support Delivery Plan
Report Type: Actions Report Report Author: Fionnuala O'Kane Generated on: 30 April 2018
2.0 Chief Executive
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Chief Executive Overall Strategic Planning & Support C. EX1718 30-Mar-2018 John Kelpie John Kelpie (SSU) Progress
C.SP1718 Strategic Projects 30-Mar-2018 Progress - John Kelpie John Kelpie
More effective press and media C.SP1718.07 Press & media 30-Mar-2018 Proactive engagement Adele McCourt John Kelpie management Page 139 Page Increase number of proactive press C.SP1718.07.01 Press releases 30-Mar-2018 work ongoing Adele McCourt John Kelpie releases Further reduce the number of press C.SP1718.07.02 Press queries 30-Mar-2018 work ongoing Adele McCourt John Kelpie queries
C.SP1718.07.03 Media placements Increase the number of media placements 30-Mar-2018 higher level of placements being achieved Adele McCourt John Kelpie
Ensure all media queries are responded to within the timescales to meet reporter's C.SP1718.07.04 Media queries 30-Mar-2018 ongoing Adele McCourt John Kelpie deadlines and taht queries are dealt with by the media office in the first instance Organise regular media familiarisation trips being progressed in partnership with Visit C.SP1718.07.05 Media familarisation to promote City's offering and Council 30-Mar-2018 Adele McCourt John Kelpie Derry & CODA events and initiatives
1 2.0 Chief Executive; 2.1 Business Support and Change Manager
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To To approve Derry City and Strabane Consultation completed 15.09.2017. Approve Community C.SP1718.01 District Council’s community plan after a 12 31-Oct-2017 Report prepared. Final Plan to be agreed Rachael Craig John Kelpie Plan week public consultation. 19.10.2017 Draft Content agreed at TCPP held on C.SP1718.01.01 Agree Content 31-Oct-2017 Rachael Craig John Kelpie 30.5.17 Strategic Partnership Meetings held on C.SP1718.01.02 Host another TCPP 31-Oct-2017 30.05.2017/ 19.10.2017 and further one Rachael Craig John Kelpie scheduled for 22.02.2017
C.SP1718.01.04 Launch of Plan 31-Oct-2017 Launched on 6th November 2017 Rachael Craig John Kelpie
Consultation and C.SP1718.01.05 Engagement 31-Oct-2017 Complete. Held in June Rachael Craig John Kelpie Page 140 Page Workshops Complete by 6 November ongoing Development of throughout winter. Billboards, buses, ad C.SP1718.01.06 Digital Animation of 31-Oct-2017 Rachael Craig John Kelpie shells and cinema advertising. Website the Plan currently being further developed. Consultation Report C.SP1718.01.07 31-Oct-2017 complete Rachael Craig John Kelpie Prepared Amended Plan to C.SP1718.01.08 31-Oct-2017 complete 19.10.17 Rachael Craig John Kelpie TCPP for Approval To commence implementation arrangements for the community plan – Implementation including establishment of 8 Outcome C.SP1718.02 Arrangements for 30-Mar-2018 John Kelpie John Kelpie delivery partnerships and performance Community Plan management processes and reporting arrangements Implementation Agreed at SLT in July 17 to commence C.SP1718.02.01 Arrangements 30-Mar-2018 with ODP Establishment. Approved at SG John Kelpie John Kelpie Agreed Partnership on 22.02.2018 Key Officers Engaged C.SP1718.02.02 30-Mar-2018 Agreed at SLT in July John Kelpie John Kelpie to Lead and Facilitate Baseline Reporting Baseline Reporting Template to be drafted Baseline approved at Partnership on 22 C.SP1718.02.03 30-Mar-2018 John Kelpie John Kelpie Template and agreed. February 2018
2 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Action Plan to Development and implementation of an C.SP1718.03 Mitigate Brexit action plan to mitigate the impacts of 30-Mar-2018 John Kelpie John Kelpie Impact Brexit Lobbying Regional C.SP1718.03.01 Government re Soft 30-Mar-2018 Ongoing. CE attending meetings in Dublin John Kelpie John Kelpie Border Development of a detailed spending plan Work programme presented to Partnership North West Strategic and work programme of activity across the meeting held on 14.12.2017. Joint funding C.SP1718.04 31-Dec-2017 John Kelpie John Kelpie Partnership Working three Regional Development Pillars for letter of offer to be issued from the North West Strategic Partnership Working NIExecutive shortly. Linkages to actions within PFG/North South Linkages to PFG Ministerial Council/Oireachtas policy. DCSDC Economic & Completed - presented at meeting held on C.SP1718.04.01 Linkages to Local Economic and 31-Dec-2017 John Kelpie John Kelpie Community Plan 14.12.2017. Funding secured and in place Community Plan and Community Plan for Actions DCSDC Page 141 Page
3 2.1 Business Support and Change Manager
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Engagement re Clear Engagement at a regional level regarding Completed. Regional event attended. C.SP1718.02.04 Impact Software 30-Mar-2018 Rachael Craig John Kelpie Clear Impact software procurement Scoping of options in-house under way Procurement Page 142 Page
4 2.1 Director - Legacy
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Development of a dedicated Year of Youth C.SP1718.05 Year of Youth 2019 30-Mar-2018 work ongoing Oonagh McGillion John Kelpie for 2019 European Capital of C.SP1718.06 stage 1 31-Oct-2017 on target for submission of phase 1 Oonagh McGillion John Kelpie Culture Page 143 Page
5 2.1 Lead Assurance Officer
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Assurance SSU C.AS1718 30-Mar-2018 Service progress - Denise McDonnell Service Plan 2017/18 Highest Levels of Establish & maintain the highest levels of C.AS1718.01 Good Governance- 30-Mar-2018 Objective progress - Denise McDonnell John Kelpie good governance- Audit Audit 197 staff have now participated in the Continue to deliver Fraud awareness Fraud Awareness Training plus 11 staff at Managing Fraud in a training throughout the organisation in CODA. Currently working with HR to C.AS1718.01.01 Changing accordance with the Northern Ireland 30-Sep-2017 Denise McDonnell John Kelpie develop an E-Learning Programme. Target Environment Office’s best practice guidance – ‘Managing for this year met (160 staff) - Further Fraud in a Changing Environment’. sessions will be delivered upon demand. Completed – Audit Needs Assessment Production of an Audit Needs Assessment
Page 144 Page Audit Needs presented to and approved by the C.AS1718.01.02 to inform audit work in the next 3 to 5 31-May-2017 Denise McDonnell John Kelpie Assessment Assurance, Audit & Risk Committee on the years 29th June 2017 Highest Levels of Establish & maintain the highest levels of C.AS1718.02 Good Governance- 30-Mar-2018 Objective progress- Denise McDonnell John Kelpie good governance- Risk. Risk Reporting systems reviewed by Insurance & Risk Manager and Lead Assurance Officer. Continuing to provide quarterly Review of risk reporting systems to ensure Service Risk Reports to Heads of Service, Review of Risk C.AS1718.02.01 Council assurance requirements continue 30-Jun-2017 and Council’s Corporate Risk Register Denise McDonnell John Kelpie Reporting Systems to be satisfied. reported to SLT on a quarterly basis. Existing reporting mechanisms to Assurance Audit & Risk Committee to continue. Review of risk structures to ensure no Review of Risk Structures reviewed and risk registers in C.AS1718.02.02 service gaps in Risk Register review 30-Sep-2017 Denise McDonnell John Kelpie Structures place for all areas. processes. Reporting system established. Claims Establish reporting system to ensure information is included in Director Health & Reporting System liability claims analysis is included as part Safety meetings and any issues from these C.AS1718.02.03 Liability Claims 30-Sep-2017 Denise McDonnell John Kelpie of Corporate Health & Safety review meetings are reported through to the Analysis processes. Corporate Health, safety and Wellbeing Committee.
6 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Highest Levels of Establish & maintain the highest levels of Health & Safety C.AS1718.03 health & safety systems and practices- 30-Mar-2018 Objective progress- Denise McDonnell John Kelpie Systems - Health & Health & Safety. Safety Further improve upon OHSAS 18001 Improve Upon The OHSAS 18001 system has 21 systems within DCSDC by reviewing and C.AS1718.03.01 OHSAS 18001 30-Mar-2018 procedures. To date all procedures have Denise McDonnell John Kelpie updating all procedures in relation to its Systems been reviewed and updated. delivery within service areas. Finalise the roll out of the asset Significant progress has been made in Roll out Asset C.AS1718.03.02 management system (asset HQ) across all 30-Sep-2017 updating the asset management system Denise McDonnell John Kelpie Management System council premises across all council premises. As an improvement opportunity, CHS will spend 10 working days over the 2017/2018 CHS have spent more than 10 working CHS 10 Working period within high risk service areas C.AS1718.03.03 30-Mar-2018 days across high risk areas during Denise McDonnell John Kelpie Day Observation throughout council. This time will be spent 2017/2018. observing and learning about the specific service area Page 145 Page Ongoing - All RIDDOR's under review, to Continue to review and report on RIDDOR C.AS1718.03.04 RIDDOR Trends 30-Mar-2018 date four employee RIDDOR's have been Denise McDonnell John Kelpie trends within council recorded. Establish & Maintain C.AS1718.04 Efficient Service 30-Mar-2018 Objective progress- Denise McDonnell John Kelpie Delivery- Payroll Ongoing – the payroll function is currently being largely delivered from the Derry Office due to interim passed return to work Fully integrate payroll Staff into one Office Integrate Payroll for Payroll Officer in the Strabane Office. Location (in Strand Rd Building)) to C.AS1718.04.01 Staff Into Strand Rd 31-Dec-2017 All payrolls are still being finalised in the Denise McDonnell John Kelpie harmonise payroll procedures and spread Building Derry Office however full harmonisation of payroll load evenly procedures will take place when the Section has a full staff complement in place again. Currently 60.72% of employees paid Increase Staff during 2017/2018 have received their Receiving Payslips payslip electronically. Target of 60% was C.AS1718.04.02 30-Mar-2018 Denise McDonnell John Kelpie Via Email to at least reached in early December 2017 and will 60% hopefully continue to increase for remainder of current financial year. Establish & Maintain C.AS1718.05 30-Mar-2018 Objective progress- Denise McDonnell John Kelpie Efficient Service
7 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Delivery - Business Continuity Work is ongoing in relation to the development, validation and testing of Business Continuity Validate & test Business Continuity Plans C.AS1718.05.01 31-Dec-2017 Business Continuity Plans throughout the Denise McDonnell John Kelpie Plans throughout the organisation Council. Al services deemed as critical have current Business Continuity Plans. The Emergency Plan has been activated Deliver training in the operation and and fully tested as a result of the recent delivery of the emergency plan and flooding emergency. A full debrief of this conduct simulated emergency exercises emergency is scheduled to take place in scenarios to test, debrief and verify the Training - Emergency October. 2017. A future exercise will be C.AS1718.05.02 validity of the plan internally and externally 30-Mar-2018 Denise McDonnell John Kelpie Plan scheduled for Members. Action cards to with stakeholders. It is intended to carry ensure consistency of activation of IEMP out 3 exercises throughout the year (to aby SLT members are agreed. A training include SLT, Elected Members and External
Page 146 Page exercise with SLT in activation protocols to Partners) be conducted on 25 June 18. Work is continuously ongoing in this areas, Develop partnerships/networks and including assessing the viability of Develop Partnerships relationships with stakeholders including integrating both cross border GIS mapping C.AS1718.05.03 30-Mar-2018 Denise McDonnell John Kelpie & Represent Council Cross Border Bodies and represent Council systems. The inaugural NEPG has taken on external training and test exercises place and the legacy work plans from WEPG have been adopted. SMS system installed. Successful testing of SMS Messaging Implement an SMS messaging service and C.AS1718.05.04 30-Jun-2017 the SMS conducted. Last test conducted on Denise McDonnell John Kelpie Service carry out periodic testing. 2 March 2018. Implementation and roll out of the Etenders NI for all procurement activity Etenders NI for all The use of Etenders NI for procurement C.AS1718.06.01 under £30k by September and 31-Dec-2017 Denise McDonnell John Kelpie Procurement Activity activity under £30k is now underway. subsequently for all procurement activity over £30k by the end of March 2018. Upgrade of Agresso was approved by Committee in June 2017 and contract was Upgrade of Agresso Upgrade of Agresso system to allow online C.AS1718.06.02 31-Dec-2017 agreed and signed. Project plan has been Denise McDonnell John Kelpie System ordering to be implemented developed with clear timeframes regarding implementation. Purchasing Establish purchasing structures and Discussions regarding purchasing Structures - Online develop Cross departmental group to agree structures are at the early stages with a C.AS1718.06.03 31-Dec-2017 Denise McDonnell John Kelpie Ordering and processes for online ordering and view to being agreed with Directors over Procurement procurement the coming months
8 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Implementation and Rollout of New C.AS1718.06.04 -- enter action details here -- 30-Mar-2018 Denise McDonnell John Kelpie Purchase to Pay System Page 147 Page
9 2.1 Lead Democratic Services & Improvement Officer
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Democratic Services and Improvement C.DI1718 30-Mar-2018 Service progress- Ellen Cavanagh John Kelpie SSU Service Plan 2017/18 Establish and be recognised as a cohesive Established and and high performing team which is Recognised as a recognised and valued within Council as C.DI1718.01 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie Cohesive and High providing specialist support and guidance Performing Team and where there is a proactive approach to learning and gaining new knowledge. Team meeting for all staff held on 4th May 2017. Staff attended engagement event Team Building Delivery of at least one inclusive team C.DI1718.01.01 30-Mar-2018 held in Melvin on 23 6 17. Resilience Ellen Cavanagh John Kelpie
Page 148 Page Initiative building initiative training was delivered on 30th January 2018. Monthly and Continued commitment to monthly and C.DI1718.01.02 Quarterly Meetings 30-Mar-2018 Final team meeting held on 21 March 2018 Ellen Cavanagh John Kelpie quarterly meetings and the use of PDPs and PDPs Showcase Team - Showcase team at Council staff Presentation on work of team completed at C.DI1718.01.03 Staff Engagement 30-Jun-2017 Ellen Cavanagh John Kelpie engagement event in June engagement event on 23rd June 17. Event Technology Use - Enhanced use of technology as a Staff recording leave on Ellen's calendar. C.DI1718.01.04 30-Mar-2018 Ellen Cavanagh John Kelpie Team Building Tool communication and team building tool Use of shared folders. Comfortable Provision of a clean, safe, welcoming and C.DI1718.02 Environment for Staff comfortable environment for staff and 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie & Visitors visitors, with state of the art facilities. Safeguarding Rollout safeguarding capacity building Safeguarding e-learning module developed C.DI1718.02.01 Capacity Building 31-May-2017 Ellen Cavanagh John Kelpie programme across all frontline services and awaiting uploading Programme Improvement objectives now monitored on Undertake benchmarking process and Benchmarking Covalent. We are participating in the APSE C.DI1718.02.02 identify areas for improvement/ good 30-Sep-2017 Ellen Cavanagh John Kelpie Process benchmarking process and initial figures practice have been produced by APSE Daytime Facilities Attendant post is Cleaning/Support Extend the provision of cleaning/ support currently being trawled and is being filled C.DI1718.02.03 30-Jun-2017 Ellen Cavanagh John Kelpie Services services in a temporary basis by existing staff until post is filled permanently
10 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Standardise Staff Standardise staff catering facilities across Caterer appointed and Strabane catering C.DI1718.02.04 30-Sep-2017 Ellen Cavanagh John Kelpie Catering Facilities the HQ sites facilities have commenced. Hot Desking/Meeting Develop systems and procedures for hot Hot desk facilities in place. Electronic C.DI1718.02.05 Room Booking 30-Jun-2017 Ellen Cavanagh John Kelpie desking and meeting room booking booking system operational Systems Work with E&R Staff Hand driers have now been installed and .Work with staff in E&R in respect of C.DI1718.02.06 Re Reducing Water, 30-Mar-2018 paper towel dispensers have been Ellen Cavanagh John Kelpie reducing water, paper and energy use Paper and Energy removed from toilets Upgrade Public Toilet Public toilets in Strand Road Offices have Upgrade public toilet facilities at Strand C.DI1718.02.07 Facilities - Strand 30-Jun-2017 been freshened up with a new coat of Ellen Cavanagh John Kelpie Road site Road paint. Effective handling and processing of Handling and information that meets our legal C.DI1718.03 Processing of 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie obligations, protects people and represents Information good practice. Finalisation and Page 149 Page C.DI1718.03.01 Population of File 30-Jun-2017 Draft file plan prepared Ellen Cavanagh John Kelpie Plan Structures Management of Introduction of formalised approach to Review of basement being organised. C.DI1718.03.02 Hardcopy Files in management of hardcopy files incentralised 30-Sep-2017 Schedule to be drawn up for staff to Ellen Cavanagh John Kelpie Centralised Areas areas review own areas. Privacy Impact Rollout of effective approach to privacy A draft Data Protection Policy has been C.DI1718.03.03 Assessment and 30-Mar-2018 Ellen Cavanagh John Kelpie impact assessment and notices developed Notices Questionnaires have been issued and Organisation Audit of Co-ordinate an organisation wide audit of C.DI1718.03.04 30-Sep-2017 returned - analysis of responses to be Ellen Cavanagh John Kelpie Personal Data personal data and other information undertaken A mandatory e-learning module has been Compliance With the Develop and introduce arrangements to C.DI1718.03.05 30-Mar-2018 launched with a completion target date of Ellen Cavanagh John Kelpie GDPR ensure compliance with the GDPR 18th May Designate Data Officer commenced employment 15 C.DI1718.03.06 31-May-2017 Ellen Cavanagh John Kelpie Protection Officer January. Developing FOI disclosure log for Met with Digital Services. Working on web C.DI1718.03.07 FOI Disclosure Log 31-Dec-2017 Ellen Cavanagh John Kelpie publication to web based publication Improved outcomes for citizens through Improved Outcomes ensuring effective management of C.DI1718.04 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie for Citizens resources and having arrangements in place to promote continuous improvement.
11 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Covalent now renamed Pentana - Continued development / deployment of Covalent continues to be used to monitor service C.DI1718.04.01 Covalent for performance reporting and 30-Mar-2018 Ellen Cavanagh John Kelpie Development plan performance and Performance management improvement objectives achievement Audit Report Take forward recommendations arising Unqualified audit report received in C.DI1718.04.02 2016/17 30-Mar-2018 Ellen Cavanagh John Kelpie from 2016/17 Auditor report December 2017 Recommendations Proactive and innovative delivery of the Council’s aspirations for good decision C.DI1718.05 Council's Aspirations 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie making, equality of opportunity and sustainable development. Continue to support Council Officers in the Support Council Screening and EQIA processes when 6 Screening questionnaires have been C.DI1718.05.01 Officers in Screening 30-Mar-2018 Ellen Cavanagh John Kelpie developing or reviewing Council completed to date in the 2017-18 year and EQIA policies/service delivery Page 150 Page Review and update ‘Code of Practice on Reviewed policy approved in September C.DI1718.05.02 31-Jul-2017 Ellen Cavanagh John Kelpie Producing 2017 Information’ An alternative initiative is currently being progressed in the Guildhall as a result of Achieve “Louder Than Words” Charter for the AdaptNI audit which will deliver the Achieve “Louder C.DI1718.05.03 front line service areas – starting with 30-Mar-2018 same outcomes for the Deaf Community. Ellen Cavanagh John Kelpie Than Words” Charter Guildhall The “Louder Than Words” initiative will now be considered for the Council Offices in the new service planning year. Council sign up to “Mental health Charter” Approved at Governance and Strategic Sign up to Mental to create and open and inclusive workplace Planning Committee on 7th November C.DI1718.05.04 30-Sep-2017 Ellen Cavanagh John Kelpie Health Charter for staff who may have a mental health 2017 (GSP 161) and Ratified at full Council issue on 23rd November 2017 Develop a guide for staff when organising Staff Guide for C.DI1718.05.05 meetings and events to ensure accessibility 30-Sep-2017 Completed Ellen Cavanagh John Kelpie Meetings and Events and inclusion Equality Assurance Host Equality Assurance and Oversight and Oversight Group 2 meetings held in the 2017/18 year (16th C.DI1718.05.06 Group meetings to monitor delivery of 30-Mar-2018 Ellen Cavanagh John Kelpie Meetings - May 2017 and 26th October 2017) commitments made within Community Plan Community Plan Enhanced Impact Development of enhanced impact Enhanced impact assessment process C.DI1718.05.07 30-Sep-2017 Ellen Cavanagh John Kelpie Assessment assessment process (carried over) continues to be used with rural,
12 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To sustainability and deprivation considerations included in all policy EQIA analysis Improved Access to Improved access to Council services and Council Services and C.DI1718.06 facilities in other languages and formats 30-Mar-2018 Objective progress- Ellen Cavanagh John Kelpie Facilities in Other and promotion of indigenous languages. Languages The Language Working Group has now Support the Council’s Languages Working completed its review of Council’s policies in Support the Council’s Group to review and update language respect of languages and a draft options C.DI1718.06.01 Languages Working policies and associated procedures (i.e. 30-Sep-2017 paper has been drafted for submission to Ellen Cavanagh John Kelpie Group courtesy codes for dealing with members the next February 2018 meeting of the of the public, Language Action Plans etc). Governance and Strategic Planning Committee. Evaluation of the Council’s Irish Undertake an evaluation of the Council’s The evaluation report has been completed C.DI1718.06.02 31-Jan-2018 Ellen Cavanagh John Kelpie Language Services Irish Language Services Programme and implemented
Page 151 Page Programme Continue to support and facilitate the Irish Irish Language Language Community Network Forum in C.DI1718.06.03 Community Network 30-Mar-2018 4 meetings have taken place Ellen Cavanagh John Kelpie partnership with others within the Irish Forum Language sector Explore Potential for Explore the potential demand for an Ulster- Potential partners identified. Scoping an Ulster-Scots Scots Community Network Forum in C.DI1718.06.04 30-Sep-2017 deferred pending work of language review Ellen Cavanagh John Kelpie Community Network association with relevant partner group Forum organisations Identify available funding opportunities to Identify Funding The application to Foras na Gaeilge for the help support the development and Opportunities- Irish Irish Language Officer Scheme has been C.DI1718.06.05 promotion of Irish language/Ulster-Scots 30-Mar-2018 Ellen Cavanagh John Kelpie language/Ulster- successful. Funding has been secured for projects and/or events/activities within the Scots Island Voices in 2018/19 Council area Improvement Objective - Deliver improved customer Deliver improved customer C.DI1718.07. satisfaction by satisfaction by improving customer 30-Mar-2018 Objective Progress Ellen Cavanagh John Kelpie improving customer support services and processes support services and processes
13 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Validate Statistics Fully develop and validate the statistics Telephone statistics validated and monthly C.DI1718.07.01 from Telephone from the Telephone Reporting software 30-Jun-2017 Ellen Cavanagh John Kelpie reports presented to SLT. Reporting software and issue monthly reports to SLT. World Host training arranged for front line staff. Standards of Service compiled for Customer Service Deliver Customer Service Briefings to Team receptionists in the two council buildings. C.DI1718.07.02 Briefings to Team 31-Jul-2017 Ellen Cavanagh John Kelpie Meetings Training, briefings and guidance provided Meetings to staff on customer services and processes. Provide Training on Sessions provided to staff on all models of C.DI1718.07.03 Telephone 31-May-2017 Ellen Cavanagh John Kelpie handsets. Functionality to Staff Telephone etiquette developed including Telephone Indicators corporate indicators. To be presented to Develop corporate telephone indicators and C.DI1718.07.04 and Implement 30-Sep-2017 the SLT and communicated to staff. Ellen Cavanagh John Kelpie
Page 152 Page implement monitoring though SLT Monitoring Monthly monitoring of performance going forward. Develop Customer C.DI1718.07.05 30-Sep-2017 Baseline data collated to inform strategy Ellen Cavanagh John Kelpie Services Strategy C/f Provide Training on Training provided to relevant staff. C.DI1718.07.06 the On Line Portal on 31-Dec-2017 Ellen Cavanagh John Kelpie Integrity of system being maintained. Customer Feedback Assist in the development and issue of NI Resident survey approach under review Customer C.DI1718.07.07 CustomerSatisfaction Surveys across 30-Mar-2018 by regional performance working group. Ellen Cavanagh John Kelpie Satisfaction Surveys Council services. Reviewing opportunities offered by APSE. Progress Work C.DI1718.07.08 30-Mar-2018 Existing initiatives support CSE Ellen Cavanagh John Kelpie Against CSE Criteria Review arrangements for consulting / Feedback NI Resident survey approach under review C.DI1718.07.09 seeking customer and other stakeholder 29-Sep-2017 Ellen Cavanagh John Kelpie Arrangements by regional performance working group. views /feedback Provide effective support to Elected Provide Support to Members and promote efficient, open and C.DI1718.08 30-Mar-2018 Objective Progress Ellen Cavanagh John Kelpie Elected Members transparent governance and decision making Progression towards assessment for NI NI Charter Plus - All preparatory work completed. Ready for C.DI1718.08.01 Charter Plus for Elected Member 30-Mar-2018 Ellen Cavanagh John Kelpie Elected Member assessment on 25 April 2018 Development (Assessment April 2018).
14 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Assess Members satisfaction with Member Satisfaction survey completed in February Assess Members C.DI1718.08.02 support services; develop and implement 30-Mar-2018 2018. Improvement actions identified and Ellen Cavanagh John Kelpie Satisfaction improvement actions as necessary. actioned Software procured and demonstration Electronic Voting provided to Party Leaders. Suggested Implement electronic system for recording C.DI1718.08.03 System - Council 31-Oct-2017 improvements in display of results being Ellen Cavanagh John Kelpie votes in Council meetings Meetings investigated. Site visit completed with software developer. Improve C.DI1718.08.04 Transparency of 30-Mar-2018 Objective Progress Ellen Cavanagh John Kelpie Council Business Availability of All open papers and minutes uploaded C.DI1718.08.04.1 30-Nov-2017 Ellen Cavanagh John Kelpie Meeting Papers onto the Council's website All meeting papers produced within the Increasing the Time legal deadline. In fact 63% of papers C.DI1718.08.04.2 of Release of 31-Dec-2017 Ellen Cavanagh John Kelpie produced, circulated to Members in Meeting Papers
Page 153 Page advance of the legal deadline. Procedural and legal requirements Specifying when confidential papers have Confidential Papers - addressed and functionality ready to be C.DI1718.08.04.3 been considered and the rationale for 28-Feb-2018 Ellen Cavanagh John Kelpie Closed Business implemented. SLT, relevant staff and consideration in closed business Members to be briefed on new procedures. Publishing Members Procedural and legal requirements C.DI1718.08.05 Declarations of 30-Mar-2018 addressed. Functionality ready for Ellen Cavanagh John Kelpie Interests implementation. Minutes available as part of meeting pack. Committee Software Improved use of functionality of Committee Automatic publishing of DOIs, producing C.DI1718.08.06 and Webcasting 30-Mar-2018 Ellen Cavanagh John Kelpie software and webcasting service one meeting pack containing open and Service confidential items being progressed. Development of Civic Protocol developed and adopted by C.DI1718.08.07 30-Jun-2017 Ellen Cavanagh John Kelpie Protocol Document Council. Staff Protocol when Development of a standards protocol for Protocol drafted. To be approved by C.DI1718.08.08 30-Jun-2017 Ellen Cavanagh John Kelpie Engaging with Mayor staff when engaging with Mayor Council.
15 2.1 Lead Finance and Funding Officer
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Establish & maintain the highest levels of Highest Levels of good governance/ Establish & maintain the Good Governance in highest level of procurement systems and C.AS1718.06 30-Mar-2018 Objective progress- Alfie Dallas John Kelpie Strategic Finance & practices/ Establish and maintain efficient Procurement service delivery- Strategic Finance & Procurement. Finance & Funding C.FF1718 30-Mar-2018 Service Progress - Alfie Dallas John Kelpie Service Plan 2017/18 Good Establish & maintain the highest levels of Governance/Efficient good governance/ Establish & maintain C.FF1718.01 30-Mar-2018 Objective progress- Alfie Dallas John Kelpie Service Delivery - efficient service delivery - Strategic Strategic Finance Finance.
Page 154 Page Preparation of year end accounts and Completed. Accounts submitted by 30th C.FF1718.01.01 Year End Accounts agreement of out-turn for 2016/17 by 30-Jun-2017 June 2017 and Audited Accounts approved Alfie Dallas John Kelpie statutory deadline by GSP in September 2017. Completion of Rates Completion of rates estimates for 2018/19 C.FF1718.01.02 Estimates for by statutory deadline of 15th February 15-Feb-2018 Completed by statutory deadline Alfie Dallas John Kelpie 2018/19 2018. Issue 10 Monthly Completed quarterly return. Reports Issue 10 monthly management information C.FF1718.01.03 Management 30-Mar-2018 submitted to committee. Year end return Alfie Dallas John Kelpie reports to Directorates. Information Reports report to be submitted June 2018 Phase 3 Efficiency Lead to ensure agreement of Phase 3 £2.245m of efficiencies identified and C.FF1718.01.04 Plan and Monitoring efficiency Plan and monitoring of 30-Mar-2018 realised. Confirmed as part of rates Alfie Dallas John Kelpie of Performance performance. estimates Procedures developed - to be agreed by New Budgetary Completion of new budgetary control C.FF1718.01.05 30-Mar-2018 Management Team and GSP Committee Alfie Dallas John Kelpie Control Procedures procedures. June 2018 Highest Levels of Establish & maintain the highest levels of C.FF1718.02 Good Governance- 30-Mar-2018 Objective progress- Alfie Dallas John Kelpie good governance- Funding. Funding £2.656m of growth investment confirmed Updating of medium term financial plan Financial Plan and as part of rates process - funded by C.FF1718.02.01 and funding strategy including Strategic 31-Dec-2017 Alfie Dallas John Kelpie Funding Strategy efficiencies and some additional rates allocation of capital funding investment
16 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Co-ordinate and secure funding for Ongoing - progress reported at Capital and Funding for Council’s C.FF1718.02.02 Council’s strategic capital plan and major 30-Mar-2018 Corporate Projects Planning Group and Alfie Dallas John Kelpie Strategic Capital Plan corporate projects GSP Committee Monitoring and Develop a monitoring and reporting tool to Funding secured - summary to be reported C.FF1718.02.03 Reporting Tool - record all Council funding applications and 31-Dec-2017 Alfie Dallas John Kelpie as part of year-end returns Funding Applications progress Lead on and complete local asset due Local Asset Due Ongoing -delayed to allow for the diligence for transfer of Ebrington and C.FF1718.02.04 Diligence for 30-Mar-2018 Executive Office to complete market Alfie Dallas John Kelpie liaise with SIB to ensure completion of final Transfer of Ebrington disposals due diligence and way forward Ongoing - 1 site identified for immediate Liaise with SIB to ensure Investment Liaise with SIB - disposal (Lisnagelvin). External consultant C.FF1718.02.05 proposition exercise completed by required 31-Dec-2017 Alfie Dallas John Kelpie Exercise Completed work complete with recommendations date identified and being progressed Highest Levels of C.FF1718.03 Good Governance - 30-Mar-2018 Objective progress- Alfie Dallas John Kelpie
Page 155 Page Airport Continue to work with the Department of Delivery of Funds for Transport to ensure the successful delivery All PSO funding due successfully drawn C.FF1718.03.01 30-Mar-2018 Alfie Dallas John Kelpie City of Derry Airport of and drawdown of funds for the Public down for financial year Service Obligation for City of Derry Airport NI Executive Funding Ensure that an effective process is put in spent Appropriately Business case submitted for route place to ensure that the NI Executive C.FF1718.03.02 on Route 30-Sep-2017 development however funding not secured Alfie Dallas John Kelpie funding allocated for route development Development and due to Executive position and Infrastructure is spent appropriately Infrastructure Completion of Liaise with CoDA (Operations) Limited to Ongoing - to be presented to GSP C.FF1718.03.03 Business Plan for City ensure completion of medium term 31-Dec-2017 Committee in July. Delayed due to delay in Alfie Dallas John Kelpie of Derry Airport business plan for City of Derry Airport. Executive funding
17 2.1 Lead Human Resources Officer
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To HR SSU Service Plan C.HR1718 30-Mar-2018 Service Progress - Paula Donnelly John Kelpie 2017/18 Organisational C.HR1718.01 Design & Effective 30-Mar-2018 Objective progress- Paula Donnelly John Kelpie Resourcing Review and Confirm Most sections complete with posts at C.HR1718.01.1 Remaining Posts in 30-Apr-2017 Paula Donnelly John Kelpie operational level to progress Structure Publish Organisational charts published on e- C.HR1718.01.2 30-Apr-2017 Paula Donnelly John Kelpie Organisational Charts learning system Complete Review of Audit completed and leisure review almost C.HR1718.01.3 Operational Staff and 30-Mar-2018 Paula Donnelly John Kelpie Page 156 Page complete Agree Staffing Levels Terms and Identify key differences in terms and C.HR1718.01.4 Conditions - Agree conditions and agree a plan with Trade 30-Mar-2018 New pay scales agreed Paula Donnelly John Kelpie Plan with TUs Unions to address these Review and Develop Opportunities for buyouts identified and C.HR1718.01.5 a Plan to Reduce 31-Dec-2017 Paula Donnelly John Kelpie progressed Overtime Recruitment Process Review each stage of recruitment process Review of recruitment processes currently C.HR1718.01.6 30-Jun-2017 Paula Donnelly John Kelpie Action Plan and develop an action plan completed
C.HR1718.02 Healthy Workplace 30-Mar-2018 Objective progress- Paula Donnelly John Kelpie
Health & Wellbeing Develop Health & Wellbeing strategy Health & Wellbeing incorporated within C.HR1718.02.1 30-Apr-2017 Paula Donnelly John Kelpie Strategy incorporating BeWell plan Employee Engagement strategy Continuing to identify volunteering Develop Volunteering policy and promote opportunities and considering policy in C.HR1718.02.2 Volunteering Policy 30-Sep-2017 Paula Donnelly John Kelpie Volunteering opportunities conjunction with Business in the Community Policy implemented. Managers trained and Implement C.HR1718.02.3 30-Mar-2018 majority of staff have attended awareness Paula Donnelly John Kelpie Attendance Policy sessions Initiatives to Reduce Continue to review and implement C.HR1718.02.4 30-Mar-2018 Absence reduced from 6.9 to 6.2% Paula Donnelly John Kelpie Absence processes and initiatives to reduce Absence
18 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Complete procurement and exercise to Procurement Tender document currently being finalised C.HR1718.02.5 include Occupational Health, employee 31-Dec-2017 Paula Donnelly John Kelpie Exercise for OH services assistance and employee benefits Employee Relations C.HR1718.03 30-Mar-2018 Objective progress- Paula Donnelly John Kelpie & Staff Engagement Review the current approach to employee Review Employee Templates finalised. Training commenced C.HR1718.03.1 investigations to identify how these can be 30-Apr-2017 Paula Donnelly John Kelpie Investigations for managers completed in a more timely manner Employee Engagement strategy developed. Progress Initiatives Continue to review and progress initiatives Be Social committee established. Hr staff C.HR1718.03.2 to Improve Staff and processes to improve staff 30-Mar-2018 continuing to work closely with heads of Paula Donnelly John Kelpie Engagement engagement service to ensure team meetings etc are taking place Review Staff Continue to review and propose C.HR1718.03.3 30-Jun-2017 Staff recognition event held in December. Paula Donnelly John Kelpie Recognition approaches to staff recognition Establish and promote BeSocial with a
Page 157 Page Be Social events progressed and choir C.HR1718.03.4 Promote BeSocial focus on developing Strabane/Derry 30-Apr-2017 Paula Donnelly John Kelpie meeting regularly employees relations
C.HR1718.04 Employment Policy 30-Mar-2018 Objective progress- Paula Donnelly
Continue programme of review and Attendance policy implemented and Drugs C.HR1718.04.1 HR Policies 30-Mar-2018 Paula Donnelly John Kelpie development of HR policies and Alcohol policy agreed Standard Review standard documentation and Standard documentation developed for Documentation and C.HR1718.04.2 processes and implement quality 30-Mar-2018 absence and ER activity and other key HR Paula Donnelly John Kelpie Processes/Quality monitoring system with the HR section processes Monitoring System Organisational C.HR1718.05 30-Mar-2018 Objective progress- Paula Donnelly John Kelpie Development Complete corporate and departmental Training Needs Training needs analysis completed for all C.HR1718.05.1 training needs analysis and incorporate in 23-Jun-2017 Paula Donnelly John Kelpie Analysis sections on compliance training training plan Competency Review the competency framework and Council values incorporated within C.HR1718.05.2 30-Sep-2017 Paula Donnelly John Kelpie Framework incorporate within the relevant processes competency framework Review Induction Review induction programme and amend Corporate induction day currently being C.HR1718.05.3 31-May-2017 Paula Donnelly John Kelpie Programme accordingly developed Employee Appraisal Further embed employee appraisal system PDP process commenced for posts below C.HR1718.05.4 31-May-2017 Paula Donnelly John Kelpie System across the organisation head of service.
19 Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To leadership and Develop leadership and management Heads of service/lead officers taking part C.HR1718.05.5 Management development for all levels across the 30-Sep-2017 Paula Donnelly John Kelpie in pilot of leadership academy. Development organisation Continue to develop and promote E Roll out of mandatory courses C.HR1718.05.6 E Learning 30-Mar-2018 Paula Donnelly John Kelpie learning commenced. Review compliance Review current approach to compliance Review of compliance training completed C.HR1718.05.7 31-May-2017 Paula Donnelly John Kelpie Training training and action plan developed Page 158 Page
20 2.1 Lead Legal Services Officer
Code Title Description Due Date Progress Bar Latest Status Update Managed By Assigned To Legal Services SSU C.LS1718 30-Mar-2018 Service Progress - Philip Kingston John Kelpie Service Plan 2017/18 Highest Levels of C.LS1718.01 Good Governance – 30-Mar-2018 Objective progress- Philip Kingston John Kelpie Legal Maintain Council C.LS1718.01.1 30-Mar-2018 ongoing, up to date Philip Kingston Constitution Review Council C.LS1718.01.2 31-Dec-2017 members consultation complete Philip Kingston John Kelpie Standing Orders Commence Implementation of C.LS1718.01.3 30-Sep-2017 commenced Philip Kingston John Kelpie Lexcel Accreditation Scheme
Page 159 Page Maintain and Update Deeds Audit in C.LS1718.01.4 30-Mar-2018 ongoing Philip Kingston John Kelpie respect of Council Property
21 This page is intentionally left blank Directorate Delivery Plan 2018/19 Health & Community Directorate Page 7 Page Page 161 Page
Derry City and Strabane District Council
1
Contents
Section One: Directorate Profile/Summary 1.1 Purpose of Directorate 1.2 Services Provided 1.3 Summary of Resources Section Two: Achievements 2017/18 2.1 Highlights
Page 162 Page 2.2 Progress Update
Page 8 Page Section Three: Improvement Planning and Service Delivery 3.1 2018/19 Directorate Improvement Objectives 3.2 Outcome Improvement Objective 3.3 Mainstreaming the Equality and Disability Duties 3.4 Improvement Delivery Plan 3.5 Measures of Success and Performance Section Four: Risk Management 4.1 Risk Registers Section Five: Contacts
2 Health & Community
Service Delivery Plan 2018/19
Section One: Directorate Profile/Summary
1.1 Purpose of Directorate
The Health and Community Directorate comprising the Community Development and Leisure and Health and Community Wellbeing services is responsible for the following outcomes: Promoting and protecting the health of the public and the environment through enforcement and advisory activities Page 9 Page Page 163 Page Placing health and social wellbeing at the core of service delivery and community development taking an integrated approach to environmental health, health promotion and protection Working with leading cross sector partnerships to address the underlying causes of poor health and reducing health inequalities Develop more cohesive, safe, confident, engaged and sustainable communities and tackling area based disadvantage and reducing health inequalities through close working and support of the community and voluntary sector Provision of integrated, citizen focused statutory and community services and facilities and promoting and embedding good relations in collaboration and partnership with government departments and agencies, local groups and communities Increased participation and engagement in leisure through high quality services provision and sports development and health programmes delivered in well managed, modern, fit for purpose, sustainable facilities Leading on all aspects of social and community regeneration and wellbeing and contributing to the shared and interlinked objectives of economic development and environmental wellbeing and regeneration in partnership with other Directorates, external partners and relevant stakeholders
3 Our planned service programme is based on the context of Derry City and Strabane District Strategic Inclusive Growth Plan 2017 – 2032. This plan sets a vision of a ‘thriving, prosperous and sustainable city and district with equality of opportunity for all’. Our service delivery must therefore contribute to the delivery of that vision and meet the needs of our 149,500 residents across the City, Strabane and our rural areas.
The social pillar of the plan sets out the challenges that our service delivery must respond to: a changing age profile with a projected 66% increase in our over 65 age group and a 12% reduction in the under 16 age group by 2039; along with a continued trend of health inequalities in comparison to the NI average; significant issues with drug and alcohol addiction; higher levels of deprivation in our urban and rural areas; the legacy of the conflict and continued community tensions.
The strategic community planning outcomes are to ensure: Page 164 Page
Page 10 Page Community We are more actively engaged and can influence decisions which affect us. Development We have safer communities We live in a shared, We have access to quality facilities and services equal and safe Our community and voluntary sector is more resilient and sustainable community Health and We have improved physical and mental health Wellbeing Health inequalities are reduced We live long, healthy We are more physically active and fulfilling lives We are active and more independent
Children and young Our children and young People are safer, healthier, more respected and included people Our children and young people are better able to fully realize their potential and become active, Our Children and responsible citizens. Young People have the best start in life
4 The Directorate outcomes will also support the delivery of the Council’s corporate Mission:
‘Deliver improved social, economic and environmental outcomes for everyone’ and the fulfilment of the aligned objectives:
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
1.2 Services Provided
Licensing, Public Page 11 Page Page 165 Page Safety & Events Food Safety Dog Control & Community Advice Services Animal Wellfare Children & Development Young People Grant Aid Registration of programmes Births, Still Environment & Births, Deaths, Policing & Neighbourhoods Marriages & Community Good Relations Civil Safety Partnerships Partnership
Health, Housing Health & Public Community Development Leisure Centres Conveniences Centres
Health & Safety HEALTH & COMMUNIITY Sports and Consumer COMMUNITY Port Health Outdoor DEVELOPMENT Development & Protection Recreation AND SPORT & Health WELLBEING LEISURE Programmes
5 The functions and services provided by the Directorate are outlined below:
Health and Community Wellbeing Community Development and Leisure Public Health Protection and Housing Leisure Services Environmental Protection Community Development Health Development including home accident prevention, tobacco Sports Development and control and affordable warmth Health Programmes Consumer protection/construction products Community Centres Animal Welfare and Dog Control Sports Pitches, Bowling Greens, Tennis Courts and Stadia Health and Safety Advice Services
Page 166 Page Food Safety and Standards Children and Young People Page 12 Page Public Conveniences Good Relations Registration of Births Deaths and Marriages Policing and Community Safety Licensing and Public Event Safety Outdoor Recreation Grant Aid Programmes
1.3 Summary of Resources
Financial Resources
1.3.1 The Directorate has a net budget of £10,408,778 representing 17.78% of the Council’s overall net expenditure budget of £58,540,947 for the 2018/19 year. A breakdown of these resources by service area is provided in the diagram below.
6 Page 13 Page Page 167 Page
Staff and Other Resources
1.3.2 The staff resources attached to the Directorate is 381 employees. Of these 321 work within community development and leisure and 60 within health and community wellbeing.
There are 86 premises managed by the Directorate including 8 leisure facilities, a football stadium and dog track, 14 community centres, 26 MUGA’s and football pavilions, a dog kennel and public conveniences.
7 Section Two: Achievements 2017/18
2.1 Highlights
Community Development
3 new/refurbished community centres completed (Irish Street/Glebe/Victoria Bridge). 1 new community centre build progressed to contractor select list appointment. (Lincoln Courts). 3 New Capital Build Community Centre’s progressed through the Design Stages (Galliagh/Shantallow/TOTH). 8 Draft Local Community Growth Plans and Governance Structures to complete by Spring 2018. Advice Services: £718,299 Awarded to Generalist Advice providers. Community Development Grant Aid Programme: £214,499 awarded. Page 168 Page Page 14 Page Good Relations Grant Aid Programme: £200,000 Awarded. UNICEF Child Rights Partner Programme: successful application made to UNICEF with multiagency engagement sessions and training planned to embed the Child Rights Framework across Council, WHSCT and Western Area Outcomes Group (WAOG). PEACE IV Youth Participation and Democracy: £212,040 secured to facilitate development of Youth Council. Waterside Shared Space Programme approved - SEUPB (c7.2m).
Policing & Community Safety Partnership
Financial Leverage Ratio of over 2:1: £718,321 of External Funding Secured. Project Support Funding of £197,671 awarded for local community safety projects. 41 Neighbourhood Watch Schemes supported. Over 400 homes fitted with additional home security equipment. Over 10,000 patrols carried out by Community Safety Wardens. Received and actioned over 1000 Anti-Social Behaviour Referrals to Community Safety Wardens.
8 Leisure & Sport Service
£7 million Brandywell Stadium Capital Development opened February 2018. New Melvin 3G pitch opening Spring 2018. Design Team procured for new leisure facilities in Templemore and Strabane. Contractor appointed for Leafair and Corrody Road projects. Leisure user visitor numbers (paid visits) maintained at 917,735+ users per year. Council wide Physical Activity Referral Scheme with over 450 special population participants per year. Implementation of new ‘Spirit of 2012 Get out Get Active’ Disability Programme. Over 12,000 participants in Everybody Active 2020 Programme. Sports Grant Aid of £160,040 awarded to local clubs. Page 15 Page Page 169 Page
Health & Community Wellbeing
General
3686 Environmental Health service requests investigated and actioned in accordance with Council enforcement policies
Food Safety
Supported 246 New food business operators. Conducted 761 Food Hygiene inspections and 426 Food Standards Inspections. Delivered 3 Menucal seminars in partnership with FSA on Caloriewise Initiative Conducted 270 inspections for Allergen Compliance Initiative Successful implementation of the mandatory Food Hygiene Rating Scheme with 93% of all premises having a 4 or 5 rating.
9 Funding obtained from Food Standards Agency for 3 projects 12 Approved Premises Files reviewed in line with FSA Guidance. Procured food samples including participation in 5 National surveys
Health & Safety/Consumer Protection
616 planned priority health and safety inspections; 207 advisory/compliance visits; 425 new premises registrations; 210 service requests; and 48 reportable accidents. Production of guidance leaflets on consumer protection to local retailers and advice to consumers via various press releases Working in partnership with Trading Standards Officers in GB on a serious consumer complaint regarding children’s bath foam Sunbed Test purchase exercise undertaken for under age sales with 100% of premises visited compliant. Production of a Health and Safety Newsletter for small businesses. Page 170 Page
Page 16 Page Working in partnership with various organisations providing training and the production of advisory material in minority languages Working with Sport NI and local sporting organisations/clubs to ensure the highest level of spectator safety at our main sports grounds including the new Brandywell Stadium. Achievement of HSENI/DC Joint Strategy targets for Better Regulation with regard to fireworks safety, sports grounds safety, sunbeds safety, and slips & trips initiative.
Health & Housing
Procurement of Community Crisis Intervention Service initiated Council has demonstrated its commitment to address ill health and poor wellbeing by working towards the goals of: The WHO European Healthy Cities Network and the Copenhagen Consensus. Civic Forum: Alcohol, Drugs, Mental Health and Emotional Wellbeing A Community Toilet Scheme for the Council area has been Implemented Health promotion and home safety is included as part of the Registration Service
10 405 homes referred to NIHE under the Affordable Warmth Scheme during 2017-18 and approved works of £1.641 million granted approval by NIHE with 731 measures installed in 353 homes (up to Jan 2018) 679 Home Safety visits carried (to 19/2/18) £167,140 external funding secured to support Affordable Warmth, Home Safety and Tobacco Control programmes
Environment and Neighbourhoods
60 Local Air Pollution Prevention and Control (LAPPC) inspections completed Air quality monitoring at 5 continuous air monitoring sites and 50 fixed diffusion tubes Completion and ratification of Updating and Screening Assessment and Progress Reports 2015-2017. Completion of Air Quality Action Plan Progress Report 2015- 2017 660 completed planning consultation responses issued to the Planning Department Cross departmental ‘Life Tree Project’ delivered in conjunction with NWRC and funded by PHA (Tree sapling to be planted for Page 17 Page Page 171 Page each life event)
Dog Control Service
239 Rehomed Over 1,000 children from 16 schools participated in a schools’ educational programme 8,162 dog licences issued on 20/02/18 (including 222 block licences) 665 Fixed Penalty Notices(FPN) issued for no Dog licence 107 Fixed Penalty Notices issued for dog straying /fouling £6,800 in total payments received until 20/02/18
Animal Welfare
291 animal welfare cases investigated with 397 visits, 14 Improvement Notices and 2 Prosecutions from 01/04/17 to 24/01/18
11 Registration Service
12 Approved Marriage/ Civil Partnership venues inspected New appointment system implemented in Derry office 203 No. civil marriage/civil partnership ceremonies carried out within District 4082 No. Births, Still-births, Deaths, Marriages and Civil Partnerships registered with over 10,000 visitors/customers attending the registration office.
Licensing/Safety Advisory Group (SAG)
15 SAG meetings held with 74 delegations presenting their proposals 60 public events with an attendance of approximately 233,710 people
Page 172 Page 12 Interagency Licensing Forum meetings delivered Page 18 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
2.2 Progress Update
The 2017/18 progress update for the Health & Community service is attached at Appendix A.
12 Section Three: Improvement Planning and Performance
The Directorate Strategic Performance Improvement objective which will be core to the delivery of services is to:
1. Help people to adopt and develop healthy lifestyles through increased participation in high quality leisure, sports and healthy living activities Page 19 Page Page 173 Page
13 In doing so the services will focus on how we support the core corporate values:
A 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 sense of purpose and place. Balancing urban and rural needs. Committed to clear and timely communication and celebrating our achievements.
The Directorate has set a number of improvement objectives for 2018/19 which aim to bring about improvement in one or more of Page 174 Page
Page 20 Page the following improvement criteria:
Strategic effectiveness (SE) Service quality (SQ) Service availability (SA) Fairness (F) Sustainability (S) Efficiency ( E) Innovation. (I)
These improvement objectives may relate to improving the quality of life of our citizens (outcome improvements) and/or service improvements that will help bring about the delivery of more effective, quality and customer focussed services.
14 An overview of these objectives and the work we will be undertaking in 2018/19 is set out in paragraphs 3.1 – 3.3 below, under the headings of:
2018/19 Directorate Improvement Objectives Outcome Improvement Objective Mainstreaming the Equality and Disability Duties
Details of how we will deliver these commitments and monitor and measure progress/success are set out in paragraphs 3.4 and 3.5.
3.1 2018/19 Directorate Improvement Objectives
An overview of the outcome and/or service improvement objectives and how they relate to the Community/Corporate Plan is set Page 21 Page
Page 175 Page out in the table below.
Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria ** Health and Wellbeing To help people to adopt and develop healthy lifestyles through SQ, SA, SE, F We age actively and more increased participation in high quality leisure, sport and healthy independently living activities (HC1) Health inequalities are reduced We are more physically active We have improved physical and mental health.
CORP3 – Promote healthy communities
15 CP- We live sustainably – protecting the Promote health, safety and wellbeing, and safeguard the SA,SQ,E,F,I environment environment by supporting communities and businesses through CP – Our children and young people have education and enforcement. (HC6) the best start in life – they are safer, healthier, more respected and included. CORP2 –Protect our Environment and deliver better physical regeneration CORP3 – Promote healthy communities
Community Development To increase participation in local planning, engagement and SE, F, SA,S,I We are more actively engaged and communication processes by developing collaboration processes can influence the decisions which (HC2) Page 176 Page
Page 22 Page affect us.
Children and Young People Improve services for Children and Young People (CYP) by F, SQ, SA, E,I Our children and young people embedding a Child Rights based approach across partnership feel safer, healthier, more structures; creating formal structures and informal opportunities respected and included where CYP can be supported to be involved in decisions which affect them. (HC3) Our children and young people are better able to fully realise their potential and become, active, responsible citizens
Community Development To create opportunities to improve, extend and maximise access to F, SQ, SA, I We have safer communities facilities and services which deliver increased safety and cohesion within the community (HC4)
16 We have access to quality facilities and services.
Community Development Establish innovative practices which develop more sustainable and I, F, SA,SQ Our Community and Voluntary resilient communities and increase the capacity to engage rural, sector is more resilient and disengaged and excluded communities (HC5) sustainable
CORP4 – Provide effective and facilitative Increase the cost effectiveness and corporate compliance of E, SE cross functional support services (HC7)
Page 23 Page Page 177 Page 3.2 Outcome Improvement Objective - To help people to adopt and develop healthy lifestyles through increased participation in high quality leisure, sport and healthy living activities
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 physical and mental health. Related strategic actions which informed the development of the Directorate’s performance improvement objective include: Develop new regional sport and leisure facilities at Templemore in Derry City and in Strabane Deliver a programme of sports based development to include an extensively refurbished Brandywell Stadium and Melvin sports Arena Build the capacity of local sports and recreational clubs to become more sustainable and encourage higher levels of participation and proficiency in sport and recreational activities
17 Deliver a sports and physical activities programme to promote greater activity by people with a disability, women, girls, older people and those living in areas of higher social need
The key focus areas for health and well-being improvement will be to deliver leisure, sport and healthy living activities to address 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
An analysis of population and health indicators for the Council area illustrates the health status of the area: Page 178 Page
Page 24 Page Projections up to 2037 show an ageing population which peaks at 150,525, with an additional 12,000 over 70’s and 5,400 fewer under 19’s 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
The NISRA continuous household survey 2015/16 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: 44% of residents had participated in sport within the last 12 months; this is however lower than the NI average of 53% 47% of residents who engaged in sport and physical activity participated at least once a week
18 At a NI level the rate of participation between deprived and non-deprived areas varies from 46% in the most deprived and increases to 65% in less deprived areas 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 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 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%); Page 25 Page Page 179 Page 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 27% of DCSDC respondents do not spend any time per week on moderate intensity aerobic activities ( eg. 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 (eg. jogging/running, games of single tennis, football. rugby, hockey, martial arts etc), whereas 31% spend 30 minutes or more on these activities.
The 5 year evaluation of the Active Communities sports development programme supported jointly by Sport NI and DCSDC identified: 10,295 unique participants were involved in the programme 2014/15 21.3% of the consortia’s population and 22.5% of participants are in the most deprived cohort compared to 9.1% nationally
19 64.8% of participants came from the super output areas falling within the 3 highest populations, compared to 28.8% of NI’s population The compelling body of research which demonstrates the value of sport and physical activity is articulated in summary by the Chief Medical Officer recommendations for exercise. 75 mins or more of vigorous activity or a combination of both moderate and vigorous activity per week is recommended. However the NI health survey (2013) identified that only 53% met recommended levels. Of those 73% reported participation in moderate intensity aerobic activities and 40% in vigorous intensity activities.
Why we have decided to keep this as an improvement objective for 2018/19
The baseline health and participation indicators suggests that the overall situation remains 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 Page 180 Page
Page 26 Page 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. The Council commitment to doing so includes the development of strategic leisure provision within the West bank of Derry and in Strabane with the development of new leisure centre facilities valued at circa 50m and the development of sports and healthy living activity. A design team for has been appointed with the business case, initial design phase and planning application to complete by summer 2018.
The sports facility strategy is complete and a playing pitch strategy underway, to provide the basis for facility improvements and new developments in partnership with statutory/governing bodies and the voluntary sports sector.
User visits across all Council Leisure sites are on target to reach circa 918,000 in 2017/18. Whilst future targets will reflect an uplift in user visits there is a compelling argument for establishing a focused approach on assessing the impact on the general health and wellbeing of participants. A number of Council led programmes have been established through partnership funding with Sport NI, to include Everybody Active 2020, Get Out Get Active Disability programme, Physical activity referral programme which have in built cyclical monitoring arrangements to establish. These initiatives provide for pilot activities to address sedentary
20 behaviours with participation based programmes, initiatives for specific health related conditions such as obesity and chronic heart disease through GP referral; and family support programmes involving diet, nutrition and exercise. A number of evaluation studies in respect of these have been completed highlighting the health and wellbeing benefits to be gained through physical activity. A partnership has been developed with Macmillan cancer and The WHSCT to deliver a physical activity programme for cancer patients and this has commenced recently.
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 2-3 years.
Target Outcomes and achievements for 2017/18 Page 27 Page Page 181 Page Peace 1V Shared Space Stage 2 Business Case Completed for Waterside Shared Village at former Clondermott school site and shared space funding application for circa £6.9 undergoing final assessment Leisure user visitor numbers (paid visits) at 918, 000 visits per year (Closure of Brandywell facility impacted on this). Everybody Active targets of 12,000 participants per year for targeted programmes achieved and registered on database. 470 participants for Physical Activity Referral Programme (PARP) targeting designated special populations with roll out across 3 Tier 1 leisure centre sites and pre and post assessments undertaken. Design team appointment for leisure centres in Strabane and at Templemore in place £120,000 secured from Sport NI for Prehen Pontoon Development Daisyfield/Brandywell Sports Centre Development design team appointments underway 2 SIF Pitch Projects (Leafair and Corrody Road) ready to commence Brandywell Stadium reopened following £7m investment Melvin 3G Pitch with investment of £1.2m due to complete April 2018; arena pitch temporary changing facilities £70k in place Initial design concept developed for Melvin Multi-Sport Hub Development completed Delivery of 6 seasonal District Wide sports camps with 250 participants. Roll-out of Athlete Support Membership with 60 memberships allocated and 14 bursaries awarded.
21 Delivery of ‘Get out Get Active’ Disability Programme with 1100 participant opportunities created. McMillan sports co ordinator for the Move More programme appointed Peace 1V sports development programme developed 3,000 children participating in structured swimming programme
What actions are we taking to make a difference in 2018-2019
Business case completion, planning submission and detailed design for leisure centres in Strabane and at Templemore in place Completion of key construction projects: Melvin 3G pitch, Leafair and Corrody Road Pitches
Waterside Shared Village, Prehen Pontoon, Brandywell/Daisyfield facility projects advanced to design stage completion
Page 182 Page and funding packages secured Page 28 Page Develop a sport, physical activity and wellbeing plan Increased Leisure service user out turn figures to 950,000 paid visits Everybody Active target of 12,000 participants achieved Deliver Get out Get Active Disability Programme with a minimum of 640 participant places created Engage 450 participants for Physical Activity Referral programme (PARPS) and use pre and post assessment measurement model across at least 2 other initiatives Deliver Healthy Towns programme Deliver McMillan Move More Support Programme –100 participants Roll out of Peace 4 Sports Development Programme Cross Border Sports Development Programme developed and funding secured £250k Delivery of 6 seasonal District Wide sports camps with 250 participants. 3,000 children participating in structured swimming programme Roll-out of Athlete Support Membership with 60 memberships allocated and 14 bursaries awarded. Delivery of ‘Get out Get Active’ Disability Programme with 1100 participant opportunities created.
22 Undertake 1,000 person survey to establish user/non user views on new leisure development and inform design processes for new facilities 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 Healthy towns programme delivered with xxx participants
How will we measure progress Performance will be measured through: leisure centre access data – numbers participating; numbers of visits per 1,000 population membership databases for key facilities – numbers participating/ age /gender/ behaviour patterns customer satisfaction surveys – quality of activity, behaviour patterns, areas for improvement, frequency of activity participation in monitoring and evaluation processes to include entry and exit surveys for PARPS programme and 2 other Page 29 Page Page 183 Page targeted programmes Sport and Leisure APSE key performance indicators Scheduled baseline reviews for residents survey (2019/20); NISRA household survey; Department for Health Reviews
3.3 Mainstreaming the Equality and Disability Duties
The Directorate will support the Council’s commitment to promoting equality and opportunity as outlined in Section 75 of the NI Act 1998. This will account for people of different religious belief, political opinion, racial group, age, marital status, sexual orientation, gender and people with and without a disability and people with and without dependants as specifically is outlined in the equality scheme:
23 All policies will be screened and Equality Impact assessments undertaken as required. Policy considerations in 2018/19 include the sports facilities strategy, pricing policy; local community plans; children and young people action plan; sport, leisure and outdoor recreation strategy; PCSP plan. Through our programme of activities and in particular good relations we will engage with those of different religious backgrounds, political opinion, racial groups, ages and the LGBT community. A good relations working group and ethnic minority forum will be supported as key mechanisms for engaging with, providing information to and consulting with these groups. The promotion of good relations week will provide a high level corporate focus on this activity. The disability scheme places a duty on public authorities when carrying out their function to have regard to the need to promote positive attitudes towards disabled people and encourage participation by disabled people in public life. Due consideration will be given to the needs of the disabled and there will be targeted programme interventions within the
Page 184 Page leisure and sports programmes and actions to support inclusion and engagement in consultation events. Facility planning Page 30 Page for new developments accounts for the needs of those with disabilities and ensuring service provision addresses issues raised through the disability forum.
3.4 Improvement Delivery Plan
In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2018/19.
Karen McFarland – Director of Health and Community (DHC) Barry O'Hagan – Head of Community Development and Leisure (HCDL) Seamus Donaghy – Head of Health and Community Wellbeing (HHCW)
24 Improvement Delivery Plan - Community Development & Leisure
Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer 1 To help people to adopt and develop Develop a sport, physical activity and wellbeing March HCDL healthy lifestyles through increased plan 2019 participation in high quality leisure, sport and healthy living activities (HC1) Deliver Healthy Towns programme March HCDL 2019 Deliver McMillan Move More Support Programme March HCDL –100 participants 2019
Roll out of Peace 4 Sports Development March HCDL Page 31 Page Page 185 Page Programme 2019
Cross Border Sports Development Programme March HCDL developed and funding secured £250k 2019
Delivery of 6 seasonal District Wide sports camps March HCDL with 250 participants. 2019
Roll-out of Athlete Support Membership with 60 March HCDL memberships allocated and 14 bursaries awarded. 2019
Delivery of ‘Get out Get Active’ Disability March HCDL Programme with 1100 participant opportunities 2019 created.
25 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer
Undertake 1,000 person survey to establish March HCDL user/non user views on new leisure development 2019 and inform design processes for new facilities
Implement a user survey at leisure centres to March HCDL include both customer satisfaction and focused 2019 impact of health benefits
3,000 children participating in structured March HCDL Page 186 Page
Page 32 Page swimming programme 2019
Waterside Shared Village contractor to be March DHC / appointed. 2019 HCDL
Progress design and development of Council’s March DHC Strategic Community Centre Investment 2019 Programme Ballymagoarty/Hazelbank to Design Stage 2 Top of the Hill to Design Stage 4 Gallaigh CC to Design Stage 4 Shantallow CC to Design Stage 4 Culmore CC to Design Stage 2 Lincoln Courts construction work completed Glenview CC to Concept Design
26 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Increase leisure user visitor numbers (paid visits) to March HCDL 950,000 visits per year. 2019
Achieve Everybody Active targets of 12,000 March HCDL participants per year for targeted programmes. 2019
Achieve 450 participation completion rate for March HCDL Physical Activity Referral Programme (PARP) 2019 targeting designated special populations.
Lead business case planning and design process March DHC/ Page 33 Page Page 187 Page for: 2019 HCDL 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 2 SIF Pitch Projects (Leafair and Corrody Road) contract completion.
Progress Construction work with new Melvin 3G June 2018 DHC/ Pitch facilities to be operational by June 2018. HCDL
Progress Melvin Multi-Sport Hub Development to March DHC/ Design Stage 2 and identify funding opportunities. 2019 HCDL
27 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Delivery of 3 District Wide sports camps. September DHC/ 2018 HCDL
Deliver a District wide Physical Activity Referral March HCDL Programme (PARP) Model at x3 Tier 1 sites to 450 2019 participants.
Roll-out of Athlete Support Membership March HCDL 2019 Page 188 Page
Page 34 Page Delivery of ‘Get Out Get Active’ Disability March HCDL Programme to 640 participants. 2019
Undertake a customer satisfaction survey March HCDL 2019 Undertake a monitoring study of participants in March HCDL the Physical Activity Referral programme (PARPS) 2019 and two other targeted programmes 2 To increase participation in local planning, Finalise and launch of 8 Local Growth Plans June 2018 DHC/ engagement and communication processes HCDL by developing collaboration processes Establishment of 8 LCP Governance structures. June 2018 HCDL (HC2) Tailored governance arrangements for CYP theme June 2018 HCDL within LCP Governance Arrangement to take account of existing Locality Planning Structures
28 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer
Support the Western Areas Outcome Group March HCDL (WAOG) to align the CYP theme within the 2019 Strategic Growth Plan with the existing WAOG Plan 2017-2020.
Deliver PCSP Action Plan for 2018/19 with the following outcomes: - Provide PCSP support to community based March HCDL forums 2019 - Provide a PSCP Small Project Support Fund for June 2018 HCDL Page 35 Page Page 189 Page each of the 8 Local Community Planning areas.
To improve community confidence in policing by March HCDL delivering joint awareness/engagement activities 2019 with PSNI through the following activities: - Road Safety Initiatives - Retail Safety Initiatives - Marking Initiatives – Bikes/trailers/farm equipment - Joint anti-burglary awareness campaigns - PCSP Policing Committee Meetings, Support Local Community Safety Forums - Monthly Concern Hub Meetings.
29 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Deliver 5 District Wide Sports Forum meetings: February HCDL 2019
L&S Pricing Policy EQIA, ongoing consultation and January HCDL annual reviews. 2019
Leisure and Sport Customer Satisfaction Surveys March HCDL Completed. 2019
3 Improve services for Children and Young Lead the PEACE IV Youth Council steering group, December HCDL Page 190 Page
Page 36 Page People (CYP) by embedding a Child Rights using a youth leadership approach to shape the 2018 based approach across partnership structures for the PEACE IV Youth Council. structures; creating formal structures and informal opportunities where CYP can be Establish the PEACE IV District Wide Youth Council; March HCDL supported to be involved in decisions to include youth training, development of youth 2019 which affect them. (HC3) manifesto and cross border youth exchange.
Deliver the Child Rights Partner Programme in December HCDL partnership with the WAOG and Unicef, to include; 2018 Discovery phase Development and delivery
Develop and Deliver a PCSP small project support March HCDL programme with a focus on youth engagement 2019 promoting respect for the law and for each other.
30 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Refer Children and Young people to EBA March HCDL Programmes – summer camps & leisure centre 2019 usage statistics which include learn to swim programmes, gymnastics and a variety of children/youth initiatives.
4 To create opportunities to improve, extend Implement the Good Relations Action Plan. March HCDL and maximise access to facilities and 2019 services which deliver increased safety and cohesion within the community (HC4) Implement the Council’s bonfire action plan. March HCDL 2019 Page 37 Page Page 191 Page
Deliver a £200,000 Good Relations Grant Aid March HCDL Programme. 2019
Deliver the Community Safety Warden Programme March HCDL around reducing Anti-Social Behaviour (ASB) and 2019 its impact on our community.
Enhance home protection for victims of crime, March HCDL elderly and vulnerable residents. 2019
Manage the CCTV contract and enhance the CCTV March HCDL footprint for the city and district. 2019
31 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer 5 Establish innovative practices which Provide Community Development and Good March HCDL develop more sustainable and resilient Relations Support to the 8 local community 2019 communities and increase the capacity to planning areas through the allocation of engage rural, disengaged and excluded Community Development Co-ordinators and Good communities (HC5) Relations Officers.
Provide additional community development April 2019 HCDL support to the 3 Rural DEA’s through the appointment of a Rural Support Service Contract Page 192 Page
Page 38 Page Completion of the Community Playgroup premises March HCDL at Plumbridge and progress work towards the 2019 establishment of additional community provision for the Plumbridge Area as highlighted in the Community Centre Review.
Progress Strathfoyle project with the Education September HCDL Authority and Community representatives. 2019
Progress with the development of community March HCDL development provision at Springhill as highlighted 2019 in the Community Centre review.
Allocate £214,500 Community Support Fund Grant April 2018 HCDL Aid funding to 8 Local Community Planning areas.
32 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Deliver a Community Venues Fund (£215,500) to April 2018 HCDL fund 22 community facilities.
Allocate £718,299 to Advice Services Programme April 2018 HCDL to deliver generalist Advice Services in the Council area.
Carry out a quality control audit on all funded January HCDL advice providers. 2019
Sports Grant Aid funding of £160,040 to be June 2018 HCDL Page 39 Page Page 193 Page allocated groups/clubs Subject to Sport NI investment.
6 Increase the cost effectiveness and Achieve ISO 18001 at all Council Owned March HCDL corporate compliance of services (HC7) Community Facilities and Leisure Sites. 2019
Secure match funding from a range of partners to September HCDL ensure delivery of the PCSP Action Plan, co- 2018 finance CCTV and the Community Safety Wardens.
Achievement of L&S net budget of £5,767,894 March HCDL 2019 Implementation of L&S Pricing Policy September HCDL 2018
33 Improvement Delivery Plan - Health & Community Wellbeing
Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer 7 Promote health, safety and well-being, and Continue to promote/support and participate in March HHCW safeguard the environment by supporting range of health and wellbeing initiatives linked to 2019 communities and businesses collaborative actions identified within the Strategic Growth Plan (2017-2032), Health 2020 and the Making Life Better Strategy (2013-2023).
Develop Community Crisis Intervention Service. June 2019 HHCW Page 194 Page Page 40 Page Work with partners to improve housing standards March HHCW including those in the private rented sector. 2019
Support the local economy and businesses March HHCW through clear advice, guidance & good regulation. 2019
Work with stakeholders to monitor, manage and March HHCW Improve Local Air Quality. 2019
Promote and support responsible dog ownership March HHCW through the balanced use of education and 2019 enforcement initiatives supported by Dog Control Orders.
34 Ref Directorate Outcome/ Service Key Activities Target Lead Improvement Objective Date Officer Provide a quality statutory functions promoting March HHCW compliance through risk based inspection and 2019 sampling programmes and where necessary carry put enforcement activities in accordance with statutory provisions and council policies.
Provide high quality and accessible registration March HHCW services within legislative framework and Council 2019 policies.
Continue to support businesses, community, March HHCW Page 41 Page Page 195 Page voluntary groups, charitable groups and 2019 commercial event promoters ensuring they maximise their potential without negatively impacting on the social, economic and environmental benefits to the Council area.
Contribute to the development of the Local March HHCW Development Plan and respond to planning 2019 consultations to ensure sustainable development.
35 3.5 Measures of Success and Performance
During 2018/19, we will be continue to work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2018/19.
The APSE Performance Indicators for Environmental Health are attached at Appendix B.
Outcome / Service Performance Measure/Indicator – Community 2016/17 2017/18 2018/19 Improvement Development & Leisure Performance Performance Target Objective Page 196 Page
Page 42 Page Reference HC1 Increase Leisure user visitor numbers (paid visits) by 32,200 917,735 917,735 (TBC 950,000 visits per year. at 31.03.18) HC1 Achieve Everybody Active targets of 12,000 participants per 10,158 12,000 (TBC 12,000 year for targeted programmes. by Sport NI) HC1 Achieve 450 participation completion rate for Physical Activity 408 450 450 Referral Programme (PARP) targeting designated special populations. HC1 Complete Council Pitches Strategy 75% Complete Complete by Complete by July 2017 Sept 2018 HC1 Sport and Physical Activity Plan developed Complete by Sept 2018
36 Outcome / Service Performance Measure/Indicator – Health & Community 2016/17 2017/18 2018/19 Improvement Wellbeing Performance Performance Target Objective Reference HC6 Participate in the Health and Wellbeing Outcome Delivery N/A N/A Meet 4 times Partnership and facilitate and support any partnership per year groups and / or agency, to deliver on the collaborative actions identified.
Demonstrate commitment to address ill health and poor N/A N/A 1 initiative for wellbeing through multi-agency working by working each priority towards the goals of the WHO European Healthy Cities area. Page 43 Page Page 197 Page Network and the Copenhagen Consensus.
Lead and Provide direction of the Civic Forum to achieve agreed actions associated with alcohol/drugs/mental health/emotional wellbeing and homelessness- o At least 2 Civic Forum (Alcohol,Drugs,Mental Health, 2 2 2 Emotional Wellbeing and Homelessness) meetings/year
Continue to promote/support and participate in range of health and wellbeing initiatives linked to Making Life Better Strategy:- . Home Safety 7 8 8
37 . Affordable Warmth . Smoke Free/Tobacco Control . Air Quality N/A 1 1 . Nutrition . Obesity/Health at Work N/A 2 2 . Home Accident Prevention 47 events 24 events 25 events participated in participated participated in in
N/A Steering Action plan Work towards obtaining Compassionate Communities Cities group delivered Charter-develop and support the 13 social changes within established Page 198 Page the action plan
Page 44 Page and action plan developed
Working group Action Plan in Action plan Deliver actions relating to Health Impact Study area established place delivered
Achieve the targets set by HSENI/DC Joint Strategy to help 50% inspection Target - 50% Target of 50% reduce accidents and ill health within specific service target inspections; inspections sectors/activities. achieved achieved 82.4% inspections
Implementation of a Community Toilet Scheme N/A Scheme Community agreed Toilet
38 Scheme Launched
Increase focus on Food Standards as a result of Food Fraud- o Alcohol Sampling in Licensed Premises 20 15 15 o No of premises inspected for Food Safety 474 433 426 o Participate in Allergen Compliance Initiative-Number N/A 270 300 of FS focused inspections
Develop Community Crisis Intervention Service
Commit to the procurement of a Community Crisis Working group Procurement Pilot Crisis Intervention Service through a co-design and funding established, of CCIS Intervention Page 45 Page Page 199 Page process. Terms of initiated Service in Reference place agreed
Work with partners to improve housing standards including those in the private rented sector
Provide regulation and education in relation to private Ongoing Ongoing Ongoing rented sector including the preparation for the transfer of HMO’s from NIHE to Council in 2019.
o No of houses inspected under the PTO legislation 42 31 50 o HMO transfer process complete N/A Process Process underway complete by March 2019
39 Deliver affordable warmth scheme and promote other schemes to reduce fuel poverty within district.
Support the local economy and businesses through clear advice, guidance & good regulation
Ensure new food, health and safety and consumer N/A 100% 100% protection businesses receive advice and guidance upon registration.
Undertake at least one training initiative for construction 2 1 2 products/consumer products. Page 200 Page Page 46 Page Produce at least one guidance document to be used by 1 1 1 business and/or consumer with an emphasis on supporting minority communities.
Promote high standard of health and safety and well- being at public events by encouraging event organisers/promoters to implement good practice- o No of meetings attended 24 15 12
Provide Port Health Service and Develop Service plan Service Service Service Plan available on available on completed. request request Become Corporate
40 member of APHA. Arrange ship inspection training for staff. Work with stakeholders to monitor, manage and Improve Local Air Quality.
Improve Local Air Quality through continuance of Local (NO2 Levels (NO2 Levels Air Quality Monitoring/Action Plan and inspect as PfG as PfG permitted Industrial Installations enforced by Council – N/A indicator) indicator) o 1 initiative N/A 1 1 Page 47 Page Page 201 Page o 5 Air Quality Monitoring Stations and diffusion 5 5 4 tube network maintained (24 sites) o Air Quality Action Plan /Progress reports N/A 1 1 o PPC Inspections 81% 94% 100%
Promote and support responsible dog ownership
Investigate straying complaints 100% 100% 100%
Implement rehoming policy 75% 100% Review and Update policy Dog attacks investigated within 1 day 100% 100% 100%
41 Dog Control Orders created by cross departmental/multi- Dog control Cross Create 3 Dog agency working group (Fouling on departmental Control lands) working Orders implemented group established Education talks – Schools/Community Groups 26 30 30
Increase number of new dog licences 20% increase 20% increase 20% increase (7029) (8162)
Animal Welfare – 100% compliance with SLA Deliver on workplan targets that meet the Animal Welfare 100% 100% 100% Page 202 Page
Page 48 Page Project Board Strategy Objectives
Improve response times to planning applications:- o 15 days response time for local applications 33% 43% 100%
Provide a quality statutory function promoting compliance through risk based inspection and sampling programmes and where necessary carry put enforcement activities in accordance with statutory provisions and council policies. 100% of programmed high risk premises inspected 100% (FH) 100% 100% 33% (PPC) 66% (PPC) 100% 87% (H&S/CP) 91%(H&S/CP) 100% 80% of service requests responded to within 3 working 92% 85% 88% days
42 Adhere to targets set out in the following Service Level Agreements with statutory partners: DfC Affordable Warmth 100% 100% 100%
DfC Landlord Register 100% 100% 100%
PHA – Home Safety 100% 100% 100%
PHA Tobacco Control/Smoke Free 100% 100% 100%
Page 49 Page NIHE – Housing Benefit & Housing Fitness Page 203 Page N/A 100% 100%
NIEA – Drinking Water Inspectorate N/A 100% 100%
DoJ – Storage of fireworks and explosives N/A 100% 100%
Work in partnership with HSENI through the joint strategy and with other regulators and stakeholders to implement sports ground safety legislation o Deliver joint initiatives in at least 50% of planned More than 50% 82.4% 50% premises visits. o Renew sports ground safety certificates 100% 100% 100% annually.
43 o Undertake a minimum of 2 during performance 5 4 4 inspections of designated/regulated sports grounds 1 2 1 o Undertake at least one contingency planning exercise with the sports grounds and the emergency services
Consumer Safety – Participate in market surveillance and test purchase exercises:
14 premises 13 premises 25% of Page 204 Page o Undertake test purchase exercise in at least 25%
Page 50 Page premises of premises offering the use of sunbeds
o Market surveillance exercise targeting at least 8 premises 0 50% premises 50% of premises providing selected products
Food Safety/Nutrition/Infectious Disease Control - Ensure the continued operation of the Mandatory FHRS in a fair, consistent and transparent manner:-
% of FHRS notifications sent out within 14 days 92% 94% 100% % of revisits undertaken 100% 100% 100% No. of consistency exercises undertaken 2 2 2
44 Provide high quality and accessible registration services within legislative framework and Council policies.
The publication of a new guide to the Registration of 100% 100% 100% Marriage and Civil Partnership: o Number of local businesses making application for 12 8 8 Approved Venue status o Service Delivery and Customer feedback from 100% 100% 100% Funeral Director and bereaved family
Continue to support businesses, community groups, charitable groups and commercial event promoters ensuring they maximise their potential without negatively Page 51 Page Page 205 Page impacting on the social, economic and environmental benefits to the Council area.
Develop and implement an entertainment licensing N/A Service Area Policy policy reviewed and approved improvement plan in place. Policy and Fees agreed
Implement new Pavement Café Legislative N/A Policy and Policy requirements. Fees agreed implemented
Implement Road Closure Legislative requirements N/A Policy and Policy Fees agreed Implemented
45 Develop and Implement Street Trading Policy N/A Service Area Policy reviewed and Implemented improvement plan in place
Develop and Implement Amusement Permit Policy N/A Service Area Policy reviewed and approved improvement plan in place Implement proactive planned inspection and During N/A Service Area Planned Page 206 Page Performance Inspection programme (Entertainment,
Page 52 Page reviewed and Inspection Petroleum, Places of Marriages, Amusement ,Street improvement Programme Trading, Societies & Lotteries) plan in place
Review management rules and licence conditions N/A 100% Review complete Hold monthly multi-agency/Joint Licencing Meetings 12 12 12 Safety Advisory Group 12 12 12 Contribute to the development of the Local Development Plan and respond to planning consultations to ensure sustainable development.
46 Engage with DfI and Environment and Regeneration Directorate on strategic planning and the development of the Local Development Plan:- 1 2 o No. of meetings attended re Local Development Plan o Develop guidance for EH staff and specific guidance N/A 1 for applicants and agents Improve response times to planning:- 33% 43% 100% o 15 days response time for local applications
Section Four: Risk Management
4.1 Risk Registers Page 53 Page Page 207 Page
The Risk Registers for Community Development and Leisure and Health and Community Wellbeing are attached at Appendix C and Appendix D.
Section Five: Contacts
Director
Karen McFarland – Director of Health and Community Lorraine Shields – PA to Director of Health and Community Email: [email protected] Email: [email protected] Work Direct Line: 028 71 381 319 Tel No. 028 71 253 253 ext 4291 or 6401 Work Mobile No: 07912 120 850 Work Direct Line: 028 71 381 319
47 Heads of Services Barry O’Hagan – Head of Community Development and Leisure Seamus Donaghy – Head of Health and Community Email: [email protected] Email: [email protected] Tel No. 028 71 253 253 ext 6912 Tel No. 028 71 253 253 ext 4440 or 6702 Work Mobile: 07709 457 730 Work Mobile: 07824469500
Hazel Best Caroline McKittrick Business Services Officer Business Services Officer Email: [email protected] Email: [email protected] Tel No. 028 71 253 253 ext 6989 Tel No. 028 71 253 253 ext 4441 or 6952 Service Managers (Community Development and Leisure) Principal Officers (Health and Community Wellbeing) Page 208 Page
Page 54 Page Paul Tamati – Service Manager – Leisure and Sport Food Control and Infectious Diseases Email: [email protected] Genevieve McWilliams Telephone: 028 7138 2672 M: 07812148870 Email: [email protected] Tel No. 028 71 253 253 ext 6930 M: 07713068551 Susan Mullan – Service Manager – Community Development Email: [email protected] Environmental Protection & Neighbourhoods Telephone: 028 71 253 253 ext 6928 M: 07801967636 Paul McSwiggan Email: [email protected] Dermot Harrigan – Service Manager - PCSP Tel No. 028 71 253 253 ext 6971 M: 07713068550 Email: [email protected] Tel No. 028 71 253 253 ext 6763 M:07734580487 Health & Safety and Consumer Protection Barry Doherty Community Services - Good Relations, Grant Aid, Advice Services, Email: [email protected] Children and Young People Tel No. 028 71 253 253 ext 6963 M:07713068552 Patrick O’Doherty Community Development Officer
48 Email: [email protected] Licensing & Public Events Safety Tel No. 028 71 253 253 ext 4386 M: 07802505098 Danny Meenan Email: [email protected] Community Services- Local Community Planning, Community Tel No. 028 71 253 253 ext 6869 M: 07740637305 Centres Teresa Bradley Health, Housing and Public Conveniences Community Development Officer Alan Haire Email: [email protected] Email: [email protected] Tel No. 028 71 253 253 ext 6949 M:07706820926 Tel No. 028 71 253 253 ext 4446 M: 07801105544
PCSP Dog Control & Port Health Vanessa Russell Enda Cummins PCSP Officer Email: [email protected] Page 55 Page Page 209 Page Email: [email protected] Tel No. 028 71 253 253 ext 6973 M: 07736213167 Tel No. 028 71 253 253 ext 4231 M: 07841927733 Registrar Sports & Leisure Michelle Duddy Rachel McCay Email: [email protected] Leisure Quality Assurance Officer Tel No. 028 71 253 253 ext 8270 Email [email protected] Tel No. 028 71 253 253 ext 3705 or 8454
Steve Setterfield Area Manager – Leisure (Foyle Arena) Email: [email protected] Tel No. 028 7137 6555 M: 07753427831
49 Cathy Farren Area Manager – Leisure (Templemore Sports Complex) Email: [email protected] Tel No. 028 7128 9200 M: 07709457703
James Moore Area Manager – Leisure (Riversdale / Melvin) Email: [email protected] Tel No 028 71 253 253 ext 3222 M: 07925891724
Sports Development Ryan Porter Page 210 Page
Page 56 Page Sports Development Manager Email: [email protected] Tel No. 028 71 253 253 ext 4343
Aiden Lynch Sports Development Manager Email: [email protected] Tel No. 028 71 253 253 ext 4395 M: 07736056700
Ryan Deighan Sports Development Manager Email: [email protected] Tel No. 028 71 253 253 ext 8458 M: 07841370077
50 Directorate Delivery Plan 2018/19 Environment & Regeneration Directorate Page 17 Page Page 211 Page
Derry City and Strabane District Council
1
Contents
Section One: Directorate Profile/Summary 1.1 Purpose of Directorate 1.2 Services Provided 1.3 Summary of Resources Section Two: Achievements 2017/18 2.1 Highlights
Page 212 Page 2.2 Progress Update Page 18 Page Section Three: Improvement Planning and Service Delivery 3.1 2018/19 Directorate Improvement Objectives 3.2 Outcome Improvement Objective 3.3 Mainstreaming the Equality and Disability Duties 3.4 Improvement Delivery Plan 3.5 Measures of Success and Performance Section Four: Risk Management 4.1 Risk Register Section Four: Contacts Text in purple is for guidance / prompt purposes only. It should be removed from the document (inc footer).
2 [Environment & Regeneration]
Service Delivery Plan 2018/19
1 Section One: Directorate Profile / Summary
1.1 Purpose of Directorate
The Environment & Regeneration Directorate plays a key role in the delivery of the inclusive Strategic Growth Plan. The teams lead in strategies that will lead to the outcomes that we live sustainably, protecting and enhancing the environment and we connect people and opportunities through infrastructure. Page 19 Page Page 213 Page
The Directorate leads on the development of the Local Development Plan which will contribute to the development of sustainable communities and to meet housing need. The Directorate also leads on the design and management of green spaces, on encouraging stronger environmental stewardship and on valuing and enhancing our environment and our built and natural heritage assets.
The Directorate also leads on pulling stakeholders together to ensure that we have a secure and affordable energy supply, that we move towards a zero waste circular economy and that we have more integrated, sustainable and accessible transport.
3 1.2 Services Provided
Regeneration Planning Heritage led regeneration projects, streetscape Developing LDP implementing public realm Development management improvements, regeneration Planning enforcement Capital Development & master planning Building Control Project management, civil & structural engineering, architectural, cost engineering, arboricultural and landscape Environment architectural design, process Waste management, refuse building control applications, Environment collection, street cleansing, advise on dangerous cemeteries and burials, parks and play Page 214 Page structures, enforce energy & Page 20 Page area development and monitor performance of building Regeneration countryside access, fleet and property regulations management
An appendix outlining all services provided by the Directorate is attached.
1.3 Summary of Resources
Financial Resources
1.3.1 The Directorate has a net budget of £22,452,000 representing 38.35% of the Council’s overall net expenditure budget of £58,540,947 for the 2018/19 fiscal year. This £22,452,000 is broken down by function as follows –
4 Strategic Management of Environment & Urban and Rural EnvironmentCapital Project Service Team , Building Control, £183,900, Regeneration, [VALUE], Regeneration, £232,400, Administration,[VALUE], [PERCENTAGE] £431,400, 1% [PERCENTAGE] 1% 2% Planning,Parks £965,700, Development, 4% Refuse Collection, £1,015,300, 5% £2,735,600, 12%
Cemeteries, £707,900, 3%
Grounds Maintenance, Page 21 Page Page 215 Page £1,849,900, 8% [CATEGORY NAME], Street Cleaning , [VALUE], [PERCENTAGE] £3,356,800, 15% Waste Services & Recycling, £9,111,600, 41%
Environment & Regeneration Directorate 2018-19 Net Budget
5 Staff and Other Resources
1.3.2 The directorate has more than 400 officers as detailed below:
Director and Support – 2 Planning and Regeneration – 40 Capital Development & Building Control – 40 (including 1 agency) Environment – 344 (including 6 agency) Regeneration – 4
2 Section Two: Achievements 2017/18 Page 216 Page Page 22 Page 2.1 Highlights
6 The newly opened £5.7m Brooke Park achieved a number of accolades including:
Being shortlisted for a National Association of Public Sector Excellence Award for Best Housing, Regeneration or New Build Initiative.
Being highly commended at the Royal Institute of Chartered Surveyors Awards for Community Benefit
Being awarded a Green Flag Award by Keep NI Beautiful.
Opening of the new £520k play park at Strathfoyle.
Completion of £400k of public realm works at St Columb’s Park House. Page 23 Page Page 217 Page Completion of two play parks at Brandywell (£700k) and Ballyarnett (£600k) and the commencement of £2m worth of works on site at play parks in Kilfennan and Ballymagroarty.
Completion of construction of new £7m football stadium and separate dog track at Brandywell.
Roll out and promotion of food waste collection service. At present more than 80% of households have a food waste collection service and plans are in place to ensure the service is rolled out to the remaining households by the end of May 2018.
Completion of Gransha Greenway Phase 4 through the Gransha Estate. Officers are currently working with WHSCT to extend this route beyond the Gransha Estate.
Planning permission secured for £1.2m worth of greenways at Clooney and Kilfennan
7 Recruitment of officer team and appointment of Design Team to take forward the €18m North West Greenways project – 46.5km of greenway across 3 cross border routes.
Progressed the Climate Project in conjunction with project partners – the acronym stands for Community Led Initiative Managing and Transforming the Environment with the project supporting the regions' readiness for anticipated climate change.
Awarded Britain in Bloom Gold Award, awarded Best Kept City in Northern Ireland at Best Kept Awards, awarded winner in City category of Ulster in Bloom Awards.
Appointment of the Council’s first District-wide Built Heritage Officer as part of the joint heritage development 3-year pilot initiative between Council and DfC Historic Environment Division Page 218 Page Page 24 Page Planning permission secured in respect of the proposed Ballynagard Social Housing & Community Regeneration Project
On-site commencement of final 3 heritage-led regeneration capital projects as part of the Walled City Townscape Heritage Initiative (THI)
Preparation & submission of €8.5m Riverine funding application to the SEUPB’s PEACE IV ‘Shared Spaces’ measure for a proposed community district park in Strabane & Lifford
Completion of the shopfront enhancement scheme ‘ReStore’ on Clooney Terrace & Strand Road, and the submission of a £250k Revitalisation shopfront enhancement scheme for Strabane town centre
Awarded Active Travel Workplace of the Year at the UK Healthy Streets Awards.
Adopted Zero Waste Strategy in conjunction with Zero Waste North West.
8 Upgraded Christmas lights in Donemana, Sion Mills and Newtownstewart.
The team worked with two rural communities in Victoria Bridge and Magheramason to enter the Pride of Place Awards. Victoria Bridge were awarded a Pride of Place Award.
In the 11 months to the end of February 2018, the Building Control section received applications with a construction value in the region of £166 million.
An increase of 24% in planning decisions issued, a 29% increase in approved applications with an overall approval rate of 96.2%.
Local Development Plan (LDP) – the LDP Preferred Papers Option (POP) was published in May 2017 followed by a Page 25 Page Page 219 Page consultation period from June to August 2017.
Approved and issued the highest number of Major residential developments in Northern Ireland, 6 so far in the first two quarters of this year 2017/18 and 9 which was the highest in NI for last year, culminating to a total of 1078 dwelling units, 835 Social and 243 Private. Many of these are also accompanied by legal planning agreements securing comprehensive development and facilitating associated infrastructure and open space in order to deliver sustainable communities. The EU Improve pilot project continues successfully to offer enhanced engagement opportunities for stakeholders, statutory consultees and wider public to input into the LDP and expanded /integrated the program this year into Development Management function.
The ‘Best Place in Northern Ireland Award’ was received from Royal Town Planning Institute for Derry/Londonderry for historic core Peace Bridge and Ebrington.
9 2.2 Progress Update
The Directorate improvement objective for 2017/18 was that we will protect and enhance the environment through creating and supporting a culture of environmental stewardship.
This improvement objective relates directly to the Strategic Growth Plan objective that we live sustainably protecting and enhancing the environment. During the year we significantly increased levels of household recycling from 40.5% to 45% and reduced the amount of waste sent to landfill. We continued to develop a more integrated and effective planning and building control system and supported the provision of quality housing in sustainable urban and rural neighbourhoods. We improved the opportunity for active travel and modal shift by progressing a number of greenway projects including the Clooney Greenway and the North West
Page 220 Page Greenways Project. We increased the opportunity for outdoor play by delivery of 5 new play parks. We supported a large number Page 26 Page of communities by the substantial refurbishment of three existing community centres, developing designs for a further six new centres and by engaging in environmental stewardship through community clean-ups and environmental improvements schemes.
Colavent Report attached as Appendix ??
3 Section Three: Improvement Planning and Performance
The Directorate has set a number of improvement objectives for 2018/19 which aim to bring about improvement in one or more of the following improvement criteria:
Strategic effectiveness (SE) Service quality (SQ)
10 Service availability (SA) Fairness (F) Sustainability (S) Efficiency ( E) Innovation. (I)
These improvement objectives may relate to improving the quality of life of our citizens (outcome improvements) and/or service improvements that will help bring about the delivery of more effective, quality and customer focussed services.
An overview of these objectives and the work we will be undertaking in 2018/19 is set out in paragraphs 3.1 – 3.3 below, under the headings of: Page 27 Page Page 221 Page 2018/19 Directorate Improvement Objectives Outcome Improvement Objective Mainstreaming the Equality and Disability Duties
Details of how we will deliver these commitments and monitor and measure progress/success are set out in paragraphs 3.4 and 3.5.
3.1 2018/19 Directorate Improvement Objectives
An overview of the outcome and/or service improvement objectives and how they relate to the Community/Corporate Plan is set out in the tables below.
Physical and Environmental Regeneration: We will protect and enhance the environment through creating and supporting a culture of environmental stewardship.
Planning
11 Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria ** Physical and Environmental Regeneration Local DM team to improve processing time for 17/18 of 18.4 weeks SA, SQ, E – We live sustainably protecting and (Q2) to less than 15 weeks to meet statutory KPI target for non- enhancing the environment. legacy local planning applications. Reduction of 100% of remaining legacy Local cases. Physical and Environmental Regeneration Major Strategic DM team to improve processing time for SA, SE, SQ, E – We live sustainably protecting and applications during 17/18 of 49.6 weeks (Q2) towards meeting 30 enhancing the environment. week major Statutory KPI target for non-legacy major applications. Reduction of 50% reduction in legacy housing applications (21 Page 222 Page
Page 28 Page remaining). Physical and Environmental Regeneration Enforcement team to reduction in number of cases open from 273 SA, SQ, E - We live sustainably protecting and to less than 200 in 6 months and improve time of closures by 3% enhancing the environment. from 68% (in Q2) to over 70% of enforcement cases to be closed within 39 weeks to meet the statutory KPI target. Our Local Development Plan contributes Subsequent to publishing the LDP Preferred Options Paper (POP) in SE, SQ, SA, I, F to the development of sustainable May 2017, the draft LDP Plan Strategy (PS) will be published in communities and to meet planning needs Autumn 2018.
Capital Development & Building Control
Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria **
12 Physical & Environmental Development of a maritime themed museum at Ebrington. SE, SQ, I Regeneration/Tourism, Arts and Culture - We live in the cultural destination of choice Physical & Environmental Regeneration - Progress development of regionally significant regeneration sites. SE, SQ, SA, S We live sustainably protecting the environment Physical & Environmental Regeneration - Design and deliver high quality public realm scheme in Strabane SE, SQ, S We live sustainably protecting the town centre. environment Physical & Environmental Regeneration – Develop parks and green spaces. SQ, SA We live sustainably protecting the environment Page 29 Page Page 223 Page Infrastructure, Energy, Waste, Transport & Development of multimodal transport hub, including integration SE, SA, S, I Water - we connect people and with city and region greenway network. opportunities through our infrastructure Infrastructure, Energy, Waste, Transport & Promote a modal shift away from cars to sustainable travel. SE, SA, S Water - we connect people and opportunities through our infrastructure Infrastructure, Energy, Waste, Transport & Development a strategy to reduce energy use through sustainable, SE, S, I Water - we have a secure and affordable energy efficient projects. energy supply Health & Wellbeing - we live long healthy Develop new regional sport and leisure facilities in Derry and SE, SQ, SA, S, I and fulfilling lives Strabane.
Environment
13 Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria ** Physical & Environmental Regeneration – Enhancement of the natural environment through biodiversity SE,S,I we live sustainably protecting and action planning and landscape scale conservation projects to enhancing the environment protect and enhance natural environmental asset Physical & Environmental Regeneration – Support the implementation of the Urban Villages Programme in SA,SQ,F,S we have stronger environmental the Bogside, Fountain and Bishop Street areas to foster positive stewardship community identities, build community capacity and improve the physical environment of the area. Infrastructure, Energy, Waste, Transport & Promote a modal shift away from the use of the private car towards Water – we connect people and sustainable travel including the use of cycling and walking through Page 224 Page
Page 30 Page opportunity through infrastructure the development of our greenways Infrastructure, Energy, Waste, Transport & Ensure an integrated approach to waste management and SE, S, E, I Water – we have moved towards a zero developing a circular economy approach waste circular economy
Regeneration
Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria ** Physical & Environmental Regeneration – Develop a heritage/conservation-led masterplan for Sion Mills and SE, S we live sustainably protecting and other design frameworks for other settlements enhancing the environment
14 Physical & Environmental Regeneration - Protect & promote our natural and built heritage assets SE, SQ, S, E, I we live sustainably protecting and enhancing the environment Physical & Environmental Regeneration - Progress the development of regionally significant regeneration SE, S we live sustainably protecting and sites enhancing the environment Physical & Environmental Regeneration - Deliver major local area-based regeneration projects SE, SQ, S, E we live sustainably protecting and enhancing the environment Physical & Environmental Regeneration - Support the implementation of the Urban Villages Programme SE, S, F we live sustainably protecting and enhancing the environment Physical & Environmental Regeneration - Provide quality social housing in sustainable urban & rural SE, SQ, SA, F, S, Page 31 Page Page 225 Page we live sustainably protecting and neighbourhoods E enhancing the environment
3.2 Outcome Improvement Objective
We will protect and enhance the environment through creating and supporting a culture of environmental stewardship.
Strategy Map: How we will deliver our Outcome Improvement Objective
15 Heritage Led Heritage Regeneration Partnership Masterplan for Sion Mills Zero Waste Circulat Economy Progress LDP Strategy
Regeneration Plan Climate Change for Canal Basin Strategy Regeneration Site, Strabane Page 226 Page Page 32 Page We will protect and enhance the environment through Green Biodiversity Action Infrastructure Plan creating and Plan supporting a culture of environmental stewardship
3.3 Mainstreaming the Equality and Disability Duties
The Directorate is committed to mainstreaming equality and its disability duties.
The Directorate is committed to fulfilling its Section 75 and Disability Duties and promoting equality of opportunity and good relations.
16 Equality impact screening and impact assessment processes will be undertaken as appropriate.
3.4 Improvement Delivery Plan
In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2018/19.
We will protect and enhance the environment through creating and supporting a culture of environmental stewardship. All actions below contribute to the delivery of the overall improvement objective. Page 33 Page Page 227 Page Capital Development & Building Control
Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer 1 Development of a maritime themed Complete the technical design of the £10m March Francis museum at Ebrington maritime museum at Ebrington as a stand out 2019 Morrison nationally significant cultural and learning attraction. 2 Progress development of regionally Develop a regionally significant regeneration March Francis significant regeneration sites masterplan for the Canal Basin site in Strabane, in 2019 Morrison conjunction with the completion of the developed design and contribute to the completion of the business case for a new £15 strategic leisure facility for the town as the initial significant investment at this site.
17 3 Design and deliver high quality public realm Protecting and enhancing the built environment of March Francis scheme in Strabane town centre Strabane Town centre by the technical design of a 2019 Morrison £4m high quality, flexible public realm scheme to tender stage. 4 Develop parks and green spaces Protecting and enhancing the natural environment March Francis of our parks and green spaces by the completing 2019 Morrison the construction of three high quality district play parks at Ballymagroaty, Kilfennan & Drumahoe, Derry, with a cost of approximately £3m. 5 Development of multimodal transport hub, Create integrated, sustainable and accessible March Francis including integration with city and region transport infrastructure and promote modal shift 2019 Morrison greenway network with the commencement of the construction of the Page 228 Page
Page 34 Page £500k extension of the Waterside greenway from Ebrington to the new £27m North West Multimodal Hub in Derry. 6 Promote a modal shift away from cars to Develop the technical design of three new cross- March Francis sustainable travel border greenways between Derry-Buncrana, Derry- 2019 Morrison Muff & Strabane-Lifford, totalling 46km in length and costing €18m. 7 Development a strategy to reduce energy Participate and collaborate on a range of March Francis use through sustainable, energy efficient innovative pan-European energy efficiency 2019 Morrison project. programmes, including the piloting of pilot projects within our Council area. 8 Develop new regional sport and leisure Contribute to the creation of £50m worth of new March Francis facilities in Derry and Strabane regional sport and leisure facilities at Templemore, 2019 Morrison Derry and Canal basin site in Strabane by the
18 compilation of business case and developed designs.
Regeneration
Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer 1 Develop a heritage/conservation-led Appointment of external consultancy team and March Tony masterplan for Sion Mills and other design completion of masterplan 2019 Monaghan frameworks for other settlements 2 Develop a heritage/conservation-led Provision of technical assistance to the Rural March Tony masterplan for Sion Mills and regeneration Development Programme Team in the completion 2019 Monaghan Page 35 Page Page 229 Page frameworks for other settlements of village cluster plans for the Council’s rural area 3 Protect & promote our natural and built As part of the Council’s Built Heritage March Tony heritage assets Development pilot initiative (in conjunction with 2019 Monaghan HED), identification of actions to support the delivery of a District-wide Built Heritage Plan 4 Protect & promote our natural and built Secure Stage I approval & development of a Stage March Tony heritage assets II proposal for the HLF Townscape Heritage (TH) 2019 Monaghan funding for the delivery of a heritage-led physical regeneration capital scheme for Derry City Centre 5 Protect & promote our natural and built Design & secure funding for a heritage-led March Tony heritage assets shopfront enhancement scheme for 2019 Monaghan Newtonstewart conservation area 6 Protect & promote our natural and built Design, coordinate and deliver an international October Tony heritage assets heritage regeneration conference focussing on the 2018 Monaghan
19 historic walled city in conjunction with Inner City Trust 7 Protect & promote our natural and built Design and secure funding for a conservation-led March Tony heritage assets environmental improvement scheme for the 2019 Monaghan Bishop Street Car Park 8 Protect & promote our natural and built Design and secure funding for the restoration of March Tony heritage assets the City Walls Plinth Project 2019 Monaghan 9 Progress the development of regionally Completion of a business and technical feasibility March Tony significant regeneration sites study to identify regeneration and development 2019 Monaghan options for the Strabane Canal Basin site 10 Deliver major local area-based regeneration Produce a public realm plan for the environs March Tony projects adjacent to the multi-modal transport hub at Duke 2019 Monaghan Page 230 Page
Page 36 Page Street 11 Deliver major local area-based regeneration Produce a regeneration masterplan for the former March Tony projects Faughan Valley School site at Drumahoe 2019 Monaghan 12 Support the implementation of the Urban Continued coordination with the Urban Villages March Tony Villages Programme Reference Group & Coordinators in the delivery of 2019 Monaghan the actions identified for the UV area 13 Support the implementation of the Urban Design and secure funding for the delivery of an March Tony Villages Programme urban regeneration ‘Revitalisation’ scheme for 2019 Monaghan Abercorn Road 14 Provide quality social housing in Continued coordination in the March Tony sustainable urban & rural neighbourhoods design/development of major social 2019 Monaghan housing/community capital regeneration projects at Ballynagard, The Glen and Rathmor Road
Planning
20 Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer 1 Local Development Management: Improve Implement new staffing structure. March Maura Fox processing time by 18% of current year to Identify key timelines for project management 2019 date figure of 18.4 weeks (Q2) to less than of legacy cases and 12 month plus. 15 weeks to meet statutory KPI target for Weekly PM meetings with SPOs and monthly non-legacy local planning applications. Group Meetings with Senior Officers Reduction of 100% of legacy local Use of traffic light report to identify key applications (10 remaining). processing timelines. Commence implementation of Improvement Review Processes including stakeholder engagement. Page 37 Page Page 231 Page 2 Implement new staffing structure. March Maura Fox Major/Strategic Development Management: Weekly PM meetings SPO’s and Monthly Group 2019 Improve processing time by 20% of current Meetings with Senior Officers. year to date of 49.6 weeks (Q2) towards Use of traffic light report to identify key meeting 30 week major Statutory KPI target processing timelines and review Quarterly for non-legacy major applications. A Project Plans. reduction of 50% legacy applications (21 Commence implementation of Improvement remaining). Review Processes including Stakeholder engagement. 3 Local Development Plan: Subsequent to the LDP Project Management in Place – Mar-Aug Maura Fox published LDP Preferred Options Paper monthly/weekly meetings, governance 2018 (POP) in May 2017, the draft LDP Plan meetings, member input sessions, stakeholder Strategy (PS) will be published in Autumn sessions (internal & external), consultancy 2018. studies, draft the LDP Plan Strategy (PS)
21 Sustainability, Appraisal, EQIA, Rural Proofing June–Sept Approval by Planning Committee and Council Sept-Nov Publish LDP Plan Strategy (PS) Oct-Dec Public Consultation on Draft LDP PS Jan-Mar 2019 4 Enforcement: Reduction in number of cases Identify cases over 39 weeks and implement September Maura Fox open from 273 to less than 200 in 6 weekly PM meetings with SPO for targeted 2018 months. Improve closure times by 3% from reduction and review quarterly Project Plans 68% (in Q2) to over 70% of enforcement with senior officers. cases to be closed within 39 weeks to meet Monthly Group Meetings with senior officers the statutory KPI target. Caseload management.
Page 232 Page Environment Page 38 Page
Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Lead Improvement Objective Date Officer 1 Promote a modal shift away from the use of Advance the development of the Transport Hub. March Conor the private car towards sustainable travel. Progress with the procurement of a municipal 2019 Canning public bike hire scheme, active travel programme, advance development of the cross border greenway project. 2 Ensure an integrated approach to waste Engage with stakeholders to establish a Zero March Conor management and developing a circular Waste Forum to progress key actions within the 2019 Canning economy approach strategy. Take forward the Circular Economy agenda locally.
22 3 Enhancement of the natural environment Promote and enhance the biodiversity of the March Conor district through community engagement 2019 Canning initiatives, environmental projects such as habitat creation. Progress the Green Infrastructure Plan
4 Deliver major local area-based regeneration Progress development of the Top of the Hill March Conor projects. Masterplan, progress with works at Drumahoe 2019 Canning District Park and progress the St Columb’s Pk masterplan in consultation with local communities. Review and submit Riverine Project 5 Support the implementation of the Urban Advance projects in the Bogside, Fountain and Conor Villages Programme Bishop St Areas Canning Page 39 Page Page 233 Page
3.5 Measures of Success and Performance
During 2018/19, we will be continue to work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2018/19.
Capital Development & Building Control
Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Reference
23 Total number of applications processed by Building Control 3822 4514 Demand led
Value of capital projects completed £15,750,000 £13,570,000 £12,000,000
Planning
Outcome / Service Performance Measure/Indicator 2016/17 2017/18 2018/19 Improvement Performance Performance Target Objective Year to date ( Quarter 3 ) Reference 1 Statutory KPI: processing of local planning applications – 15 Legacy Legacy Meet Page 234 Page
Page 40 Page weeks. included 114.6 included 16.8 Statutory 15 Departmental KPI: improvement of processing time by 18%. weeks weeks week target Council 16.2 Council 16.2 for Council weeks weeks only 2 Statutory KPI: processing of major planning applications – 30 Legacy 376.8 Legacy 54.2 Improve to weeks. weeks weeks 34 weeks for Departmental KPI: improvement of processing time by 20%. Council 46.2 Council 42.3 Council only weeks weeks 3 Draft LDP Plan Strategy agreed by Planning Committee and full None None Oct/Dec 2018 Council. Draft LDP Plan Strategy published. None None Jan/March Draft LDP PS Sustainability, Appraisal, EQIA and Rural Proofing None None 2019 Reports published. Sept /Nov 2018
24 4 Statutory KPI: closure of enforcement open cases by 39 weeks. 75.9% cases Met 70.0% at To improve Departmental KPI: improvement of 3%. closed in 30 Quarter 3 the 70% weeks. closure target 5 Number of local and major planning applications recorded. Demand Led
Environment
Outcome / Service Improvement Objective Reference Performance Measure/Indicator 2016/17 2017/18 2018/19 Performance Performance Target
Ensure an integrated approach to Reduce the volume of Biodegradable waste to 13,242 Not yet 19,093 waste management and landfill (61.82%) available Page 41 Page Page 235 Page developing a circular economy approach Ensure an integrated approach to % of household waste recycled and composted 40.5% 45%* 50%** waste management and developing a circular economy approach Ensure an integrated approach to % of streets achieving grade B or above 88% 90% 85% waste management and developing a circular economy approach Promote a modal shift away from Km of greenway completed. cars to active travel *estimated – validated data not available **2020 target
25 Appendix 1 provides details of the performance measures we have identified for all our services, along with the targets for 2018/19.
4 Risk Management
4.1 Risk Register A copy of the Directorate’s Risk Register has been attached as Appendix …...
5 Section Four - Contacts Page 236 Page
Page 42 Page Senior Management
Karen Phillips, Director of Environment & Regeneration. Email: [email protected] Tel No. 028 71 253253.
Conor Canning, Head of Environment. Email: [email protected] Tel No. 028 71 253253.
Maura Fox, Head of Planning. Email: [email protected] Tel No. 028 71 376580.
Frank Morrison, Head of Capital Development & Building Control. Email [email protected] Tel No. 028 71 253253.
Environmental Services
Nicola Doherty, Waste Services Manager. Email: [email protected] Tel No. 028 71 253253.
Colin Kennedy, Parks Development Manager. Email: [email protected] Tel No. 028 71 253253.
Danny McCartney, Grounds Maintenance Manager. Email: [email protected] Tel No. 028 71 355997.
26 John Quinn, Principal Supervisor. Email: [email protected] Tel No. 028 71 253253.
Eddie Nutter, Principal Supervisor. Email: [email protected] Tel No. 028 71 253253.
Liam Donnelly, Principal Supervisor. Email: [email protected] Tel No. 028 71 253253.
Planning
Suzanne McCracken, Development Management Principal Planning Officer. Email: [email protected] Tel No. 028 71376522.
Proinsias McCaughey, Development Plan Principal Planning Officer. Email: [email protected] Tel No. 028 71376522. Page 43 Page Page 237 Page Andree McNee, Acting Principal Planning Officer. Email: [email protected] Tel No. 028 71376522.
Capital Development and Building Control
Joanne Benison, Civil/Structural Engineer. Email: [email protected] Tel No. 028 71253253.
Jim Gallagher, Senior Project Manager. Email: [email protected] Tel No. 028 71253253.
Gerard Quinn, Civil/Structural Engineer. Email: [email protected] Tel No. 028 71253253.
David Glenn, Principal Building Control Officer. Email: [email protected] Tel No. 028 71253253.
Damian McMurray, Principal Building Control Officer. Email: [email protected] Tel No. 028 71253253.
George Meenan, Principal Building Control Officer. Email: [email protected] Tel No. 028 71253253.
27 Leo Strawbridge, Energy Manager. Email: [email protected] Tel No. 028 71253253.
Regeneration
Tony Monaghan, Regeneration Manager, Email: [email protected] Tel No. 028 71253253. Page 238 Page Page 44 Page
28 Directorate Delivery Plan 2018/19 Business & Culture Page 17 Page Page 239 Page
Derry City and Strabane District Council
0 To ensure consistency of approach and accessibility for users, please adhere to this template
Contents
Section One: Directorate Profile/Summary 1.1 Purpose of Directorate 1.2 Services Provided 1.3 Summary of Resources Section Two: Achievements 2017/18 2.1 Highlights
Page 240 Page 2.2 Progress Update Page 18 Page Section Three: Improvement Planning and Service Delivery 3.1 2018/19 Directorate Improvement Objectives 3.2 Outcome Improvement Objective 3.3 Mainstreaming the Equality and Disability Duties 3.4 Improvement Delivery Plan 3.5 Measures of Success and Performance Section Four: Risk Management 4.1 Risk Register Section Four: Contacts
1 [Business & Culture]
Service Delivery Plan 2018/19
1 Section One: Directorate Profile / Summary
1.1 Purpose of Directorate
Leading and delivering on the primary objectives of job creation, business support, skills enhancement, inward investment and economic regeneration in partnership with other Directorates and relevant local, regional, cross-border and national partners and in line with the Inclusive Strategic Growth Plan. Driving rural development across all sections and functions of Council providing equality of opportunity throughout the new Page 19 Page Page 241 Page Council area for the benefit of all local communities and businesses Harnessing the potential of the transferring functions, powers and assets from Department of Economy, Infrastructure and Communities to promote entrepreneurship, enterprise, growth, and prosperity across the City and Region Effectively and proactively promote Council’s vision, values, strategic objectives and campaigns internally and externally through delivery of bespoke marketing campaigns, including design and content of promotional literature and digital media platforms. Drive the visitor and tourism economy of the North West by exploiting the regenerative, cultural and economic benefits of tourism and promoting and marketing the City and Region through the development of festivals and events for both local and international audiences, high quality visitor attractions, services and experiences. Develop Arts and Culture throughout the City and Region in partnership with established and emerging cultural organisations as primary drivers of social, cultural and economic regeneration and well-being. Manage, interpret and promote the history and heritage of the Council region by delivering world class visitor experiences through our Museum and Visitor attractions, education and learning programmes and provision of an Archive and Genealogy Service.
2 1.2 Services Provided
Rural Development Economic City & Regional Development Investment & & Job Creation Opportunity
Business Peace Support & Programme Engagement
Employment, Page 242 Page Skills & Digital Services Page 20 Page Business Training
3 Toursim Festivals Arts and and Events Culture
Museum Marketing Culture and Visitor Services Page 21 Page Page 243 Page
Economic Development & Job Creation
Regional Start Initiative. Delivery of Integrated Economic Development Strategy. Promoting the economic viability and vitality of key locational areas within the Council boundary through a series of targeted interventions to include: CCI, Market Development.
Rural Development
Promoting the growth and development of the Council’s rural economy through maximizing the Rural Development Programme 2014-2020 and supporting existing rural development activity.
4 Business Support & Engagement
Development and delivery of a Derry City & Strabane Business Development service aimed at supporting existing businesses and entrepreneurs and the growth SME’s. Development of a range of initiatives aimed at making Derry City and Strabane the No.1 place in N Ireland to do business.
Employment, Skills & Training
Employability and skills development by ensuring resident skills match the needs of the economy.
Page 244 Page Improving accessibility to employment opportunities for those most further from the labour market. Page 22 Page
City & Regional Investment & Opportunity
Strategic targeting of key sectors to support and increase inward investment. Development of a NW Regional Investment Proposition Off-Street Car Parking PEACE Programme Digital Services.
5 Marketing
Strategic Marketing Planning, Campaign Development and Delivery (including media planning and buying, audience research, evaluation) Design/Publication and Graphic Design (including brand development and management) Social Media and Digital Engagement (including content development, platform and reputation management, website updates) Management of the Marketing and Communications campaign for the NI Business Start Up Programme (NIBSUP).
Tourism
Delivery of the Tourism Strategy and servicing of the Strategic Tourism Partnership for implementation Page 23 Page Page 245 Page Strategic Tourism Development including engagement with statutory partners and industry Drive product development and specialist support for capital visitor attraction development programmes Development and delivery of the Heritage Animation & Visitor Servicing Grant Aid Source and maximise funding opportunities to support tourism development activities through the delivery of EU projects Delivery of three keynote food events, Legenderry Food Festival, Slow Food Festival & Taste Our Best Food Conference Facilitate Visitor Information Centre’s directly at the Alley Arts & Conference Centre, Strabane and via a Service Level Agreement with Visit Derry.
Museum and Heritage Service
Management and development of facilities including: the Guildhall, Tower Museum, Harbour House, Foyle Valley Railway Museum and the Pennyburn Museum Collections Store. Delivery of Museum Exhibitions & Events Programme including learning, education and outreach programme
6 Curatorial, Archive and Genealogy Service Collections management and conservation Provide visitor Information and Visitor Tours Private & Corporate Events, and Civil Ceremonies Capital projects that include the Tower Refurbishment, Maritime Museum Project, Foyle Valley Railway site and Waterloo Place Support for the Mayor, Council Chamber meetings and political parties Support the delivery of the wider Arts & Culture and Tourism strategies.
Arts and Culture Page 246 Page Page 24 Page Strategic development of the Arts & Culture sector within DCSDC including engagement with statutory partners and local stakeholder organisations and practitioners Roll out of the Arts & Culture Strategy and servicing of the co-delivery mechanism for implementation Management of the Alley Arts & Conference Centre including Strabane Visitor Information Service Delivery of the Arts Development and Access & Inclusion functions of Council aimed at reducing barriers to participation in the arts by our citizens including those from the pan disability community Design and delivery of the Cultural Grant Aid programmes for Council Delivery of key note arts & cultural events including Culture Night and Disability Awareness day and support for arts and culture content within wider civic events programme.
Festivals and Events
Delivery of Councils Major Events and civic event programme
7 Management and administration of the Headline Events fund (£166,000) supporting high level external events Management and administration of Community Festival Fund (£120,000) Assist delivery of mayoral and corporate events programme Develop and implement a Festival and Events Strategy Develop the skills and capacity for both internal staff and look at the development of the skills externally in the wider events community.
1.3 Summary of Resources
Financial Resources
1.3.1 The Business Department has a net budget of £1,305.600 representing 2.23% of the Council’s overall net expenditure budget Page 25 Page Page 247 Page of £58,540.947 for the 2018/19 year. A breakdown of these resources by service area is provided in the diagram below:
8 Business
213,200
50,200 Strategy and Management Business Support & Growth 572,600 460,400 Employment & Opportunity PEACE Digital Services 572,600 -667,200 Off-Street Parking Page 248 Page
Page 26 Page 458,900
The Culture Department has a net budget of £6,300,900 representing 10.76% of the Council’s overall net expenditure budget of £58,540,947 for the 2018/19 year. A breakdown of these resources by service area is provided in the diagram below:
9 Culture
1,083.40
£1,742.50 Festivals & Events Arts & Culture £1296.90 Tourism MSVS 1,742.40 Marketing
1296.9 Page 27 Page Page 249 Page 435.7
10 1.3.2 Staff and Other Resources
Business Support & Growth Employment & Training Business Development Manager x 1 Skills Manager x 1 Business Officers x 2 Skills Officers x 2 BIDS officer x 1 KSTW Admin Officer x 1 Markets Development Officer x 1 Admin Officer x 1
Investment & Opportunity Peace Programme Investment Manager x 1 PEACE Programme Manager x 1 Page 250 Page
Page 28 Page Investment Officer x 1 Peace Project Officer x 2 Car Parks Support Officer x 1 Peace Admin/Finance Officer x 1 Car Parks Admin Officer x 1
Rural Development Programme Digital Services Rural Development Programme Manager x 1 Digital Services Manager x 1 Rural Development Project Officer x 3 Web and Systems Development Officer x 1 Rural Development Admin x 2 Senior Digital Services Support Officer x 1 Digital Services Support Officer x 4 Web Assistant x 1
Marketing Museum and Heritage Service Marketing Manager (MM) x 1 Museum & Visitor Services Mger (MHSM) x 1 Archivist x 1 Marketing Officers x 5 Maritime Museum Coordinator x 1 Collections Assistant x 1 Design & Publications Officer x 1 Curator x 1 Visitor Services Officer x 1
11 Graphic Design Officer x 1 Administrative Assistant x 1 TSA Team Leader x 2 Digital & Social Media Officer x 1 Education Officer x 1 TSAs x 12 NIBSUP Marketing Officer x 1 Education Assistant x 1 CSA Team Leader x 2 Administrative Assistant x 2 Cleaner Supervisor x 1 CSAs x 10 Learning & Engagement Officer x 1 (funded) Collections & Engagement Assistant x 1 (AB) Technician x 1 Cleaners x 5 Approx. 50 volunteers, placements and casuals
Festival and Events Tourism Festival and Events Manager (FEM) x 1 Tourism Manager (TM) x 1 NICHE Tourism Officer x 1 Event Co-ordinators x 4 Tourism Project Officer x 1 Peace Tourism Officer x 1 Page 29 Page Page 251 Page Event Safety Officer x 2 Rural Tourism Project Officer x 1 Rural Projects Officer x 1 Event Administrator Grant Aid x 1 Marine Tourism Officer x 1
Arts and Culture Arts and Culture Manager (ACM) x 1 Marketing and Audience Development Officer x 1 Arts Development Officer x 3 Theatre Technical Officer x 1 Access and Inclusion Officer x 1 Administrative Assistant x 2 Visitor Information Centre/Box Office x 3 Venue Operations Manager x 1 Cleaner/Caretaker (PT) X 2 Casual Duty Officers and Front of House Staff x 44
12 Technical Theatre x 2
Facilities Alley Arts and Conference Centre Guildhall Tower Museum Harbour House Pennyburn Stores Foyle Valley Railway Museum – leased currently to Destined Amelia Earhart Buildings Page 252 Page Page 30 Page 2 Section Two: Achievements 2017/18
2.1 Highlights
Economic Development & Job Creation
79 jobs promoted (up to Jan18) re. Northern Ireland Business Start Up Programme 141 FT; 7 PT jobs promoted (up to Jan18) re. Business Boost Social Enterprise NI - Highly Commended in Council of the Year Category Delivery of Enterprise Week 2017(6th – 10th March) - 18 Events - Over 700 Attendees - 96% of respondents rated Enterprise Week as excellent or good Delivery of Fashion Fest 2017 (14th October) - Over 350 attendees - 40% uplift on 2016
13 - 23 designers participating Delivery of Christmas Market (14th -17th Dec) - 29 traders - 83,913 visitors to the Guildhall Square over duration of the Christmas Market, this represents an increase of 38% from the previous weeks (51,695) footfall statistics - The busiest day of the Market was Saturday 16th December with 28,791 people through Guildhall Square, this was also the first day of performances from Bjorn the Bear Christmas Business Programme - 55 business participants re. Rural Towns/ 12 Days of Christmas business promotion initiatives Strabane BID – Over 80 businesses signed up to participate in the Strabane Gift Card initiative Designer Start Up Programme - 10 no. designer showcasing at London Fashion Week Page 31 Page Page 253 Page Launched City Start Programme.
City & Regional Investment & Opportunity
Council leading Ireland Northwest Trade and Investment Mission to Boston, Massachusetts and Philadelphia in partnership with Donegal County Council Developing export potential of 8 local companies DCSDC area having secured their participation in the trade mission to City of Boston Regional investment proposition for Ireland Northwest enhanced and supporting collateral refreshed in collaboration with Donegal County Council Secured Memorandum of Understanding with City of Boston Hosting first official Chinese government visit to City by Dalian and subsequent proposal by Dalianto establish friendly city relationship
14 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 2018 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.
Rural Development
Rural Business Investment Scheme - opening of Call 2 & 3 and approval of 15 grants totaling £888,127, creating 53.5 FTE new jobs Rural Basic Services Scheme - opening of targeted Call 1 & 2 and approval of 12 grants totaling £94,777 (Call 1 to date) Page 254 Page
Page 32 Page Village Renewal Scheme – completion of scoping study, selection of 13 settlements for capital support and commencement of 15 cluster village plans to cover all 49 rural settlements in the Council area Rural Broadband Scheme – mapping of current Broadband coverage and speed as well as best practice visit to Finland Rural Cooperation Scheme - completion of scoping study for Ulster-Ireland section of the International Appalachian Trail (Derry-Strabane as lead partner) and feasibility study for Rivers Access & Recreation Project (Causeway Coast & Glens as lead partner) Total of 36 pre-application/procurement workshops for potential applicants (580 attendees) Total of 35 other animation events (360 attendees) under Village Renewal and Cooperation schemes Marketing and promotional activity comprising 7 advert campaigns and 7 press and social media campaigns; and Recruitment of additional members to the Wider LAG, first annual general meeting of Derry & Strabane Rural Partnership and preparation of first annual report.
Employment, Skills & Training
Delivery of the ESF Kickstart to Work project year 3 x engaged 356 participants Designed, delivered and joint funded with NWRC Software Fundamentals course with 8 ICT companies x 20 participants;
15 Designed, delivered and joint funded with NWRC Welding Academy with 8 companies x 15 participants Funded with NWRC a Neighbourhood Renewal programme of vocational training – engaged 240particiapnts The roll out of the World Host Food Ambassador programme in conjunction with Tourism NI for the food sector x 96 participants The rollout of the Worldhost principals of Customer Service in conjunction with Tourism NI for 60 x Translink Metro Staff and 14 x post primary schools One PfG public consultation events hosted on behalf of DfC Annual hosting of jobs fair with DEL’s Jobs & Benefits Office x 637 attendees & 32 employers Acted as Secretariat to Education & Skills Delivery Partnership established to deliver on Strategic Growth Plan Delivery of UNISECO Learning Cities Workshop. Page 33 Page Page 255 Page PEACE Programme
June 2017 Securing of Letter of offer for £6,205,204 from the Special EU Programmes Body Launch 21st June 2017 (First participating council to launch programme) attended by 200+ participants from across council services and community and voluntary sector and representing a wide range of geographies and identities Design, development and delivery of a web based expression of interest and application process for PEACE IV Small Grants Design, development and delivery of an electronic, i-Pad/App based equality monitoring and baseline attitudinal evaluation system for the PEACE IV local programme. Sharing of this system with other councils through the PEACE IV Managers Forum Issue of 12 Letters of offer for grants to value of £394,255 Issue of 12 Service Level Agreements (3 under Building Positive Relations totaling £582,799; 5 under Children and Young People totaling £1,107,250; 4 under Shared Spaces and Services totaling £1,130,054) with council led service areas across different directorates and service areas. A total of £2,820,103 for PEACE IV Programmes delivered by council
16 Issue of 13 Tendered contracts (4 under Shared Spaces and services to value of £739,272; and 9 under Building Positive Relations to the value of £1,201,643) worth a total of £1,949,914 to the local community and voluntary sector Submission of financial claims 1-7 to SEUPB and completion of financial forecasting/profiling for duration and value of entire PEACE IV programme Submission of 1st Annual Equality Return in January 2018 October 2017 and January 2018 submission of further bids to SEUPB for a total value of £796,316 20th – 22nd November Invitation by SEUPB to exhibit at the European Parliament in Brussels. Event attended by Commissioner Cretu, MEPS’s, Irish and UK Ambassadorial Representation 29th November Invitation by SEUPB to speak at the Peace Monitoring Committee (Overarching national and EU body overseeing the implementation of the PEACE IV Programme) st Page 256 Page 1 March 2018 Delivery of the first PEACE IV local programme networking event with all funded projects Page 34 Page Establishment of Communications systems including monthly e-bulletins (280 subscribers) and bi-annual magazine (1500 distributed) Creation of 14 new jobs (6 within council and 8 within local community and voluntary sector) through PEACE IV programme.
Digital Services
Expanded current IP telephony system to smaller out centres reducing call costs between sites, making council more connected Rationalised all phone lines producing efficiencies in telecoms costs New server, San and DR project hardware installed and servers all moved over Initiated Airport Hardware refresh project Server uptime 98%
17 Network uptime 98% Review of Council Website and Systems Initiated.
Marketing
Delivered of a full range of marketing services (design, marketing campaigns, social media) to over 22 council services and cross cutting projects across 3 directorates Designed, developed and delivered marketing campaigns for over 17 festivals and events Successful completion of the Digital Marketing campaign for the NIBSUP. Recruited dedicated marketing officer starting April 2018 together with initiation and roll out of the full regional marketing and communications campaign on behalf of 11 Councils Completed Interreg NPA Programme Project – IMPROVE, generating €70,000 funding for the department Page 35 Page Page 257 Page Worked on European Capital of Culture Bid.
Tourism
Developed Tourism Strategy for the region and established Tourism Strategic Group to support with implementation Developed Food & Drink Strategy & Action plan for the region and established a Strategic Food Group to support with implementation Secured two new funded projects, Peace Tourism £318,805 and SAFER €192,280.00 (Interreg AA) which in total the tourism team delivered 5 European funded projects totaling €1,217,626.20 to support marine, food, slow adventure, seafood sector and conflict/peace tourism development Secured £50k external funding to support delivery of 3 food events attracting 40,000 visitors and average hotel occupancy of 89%
18 Appointment of dedicated Peace Tourism Officer under the Peace Tourism Project Secured £39k to deliver collaborative heritage project which will compliment EYCH18 & Walls Alive 400 Programme 13 new rural tourism products developed and launched, delivered marketing campaign achieving £321k AVE Supported Sperrins Future Search work to develop action plan for the AONB.
Museum and Visitor Services
Achieved 2% increase in Visitor numbers to Guildhall and Tower Museum Agreed the 5year strategy for the Service Delivery of Laurentic and Mabel Colhoun exhibitions
Page 258 Page Delivery of 5 key events, including the first Organ Festival Page 36 Page Successful HLF Round 2 funding of £2.8m for the Maritime Museum Project Formal launch of the Speeches, Strikes and Struggles and creation of website Tower Museum accreditation complete Delivery of reminiscence programme and dementia awareness training Secured liquor license for the Guildhall until 2020.
Arts and Culture
Securing of Quest accreditation, Disability Equality Charter of excellence, Autism Friendly Venue status for the Alley Arts & Conference Centre Completion of the Alley 5year Strategy Securing additional £158,245 from external funders to supplement delivery of the Access Improvement Programme for Cultural Venues
19 Completion of 24 disability access audits for DCSDC cultural venues 15,000 participants in pan disability programme activities across DCSDC 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 and European Day of Persons with Disabilities Launch of DCSDC bid to be an Autism Friendly City and District.
Festival and Events
Delivery of 18 tier one events including the largest ever Halloween, City of Derry Jazz Festival, Strabane Lifford Half Marathon, Waterside Half Marathon and Summer Jamm Events Page 37 Page Page 259 Page Achieved the Best Tourism/ Event Initiative Award from the UTV Business Eye Awards for Halloween in Derry Made 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 32 events funding Increased the amount of business engagement and private sector involved in council core events Coordinated 10 individual mentoring sessions for event organisers with Association of Festival and Events Ireland Organised as part of Enterprise week Festival and Event Financial Management which had 20 attendees across Derry and Strabane.
20 2.2 Progress Update
C.BU1718.13 Develop & deliver business support NIBSUP (Pre Start) ERDF/ INI funding secured programmes targeted at pre-start, and programme delivery agent (Enterprise NI) start-up and growth enterprises appointed. Business Boost (Start-Up and Growth) ERDF/ INI funding secured and delivery agent (Full Circle) appointed C.BU1718.13.01 Deliver NI Business Start Up 214 Business Plans 214 Business plans delivered Programme (Pre-Start) 140 jobs promoted 140 Jobs
Page 260 Page C.BU1718.14 Develop Customer Centred Service Social media platforms established Page 38 Page Delivery Model Business website updated C.BU1718.14.01 Provide in person client managed 95 direct 1:1 meetings with local businesses service (up to Jan18) C.BU1718.14.02 Development of business CRM to Business support portal live manage interaction with business community C.BU1718.15 Develop business networking and Business Engagement Event (FMF/ Business promotional opportunities Boost launch) held in the Guildhall 19th September Xmas Business Engagement Event – Friday 15th December
21 C.BU1718.15.01 Deliver Enterprise Week 2018 EW2018 scheduled to take place on 5th -9th Programme March 2018 – over 20 events scheduled to date C.BU1718.15.02 Deliver Fashion Fest 2018 Programme FashionFest 2018 scheduled for Saturday 13th October C.BU1718.16 Develop specialist mini programmes City Start Programme to delivered between aimed at developing capability and January 18 to December 18 encouraging collaboration between £10k Business Start-Up Challenge launched in participating businesses Dec17 Social Enterprise/ Innovation Seed Fund Comp. launched Feb.18 C.BU1718.16.01 Deliver series of one to few Social Enterprise Means Business Programme Page 39 Page Page 261 Page workshops focusing on keys sectors to commence in March 2018 as identified in IES C.BU1718.17 Promote council led business InterTrade Ireland Procurement workshop re. opportunities re. Events/ Procurement Construction – held 23rd Feb 2018, Innovation Centre
Go-2-Tender two-day workshop held
March 28th April 11th
C.BU1718.18 Facilitate Trading Opportunities Walled City Market – 30+ trading opportunities per month (February – December)
22 Strabane Market – 12+ trading opportunities per month (February-December) 30 + trading opportunities at Winterland Xmas Market 30+ trading opportunities at Strabane Xmas Fayre
C.BU1718.18.01 Monthly Walled City Market 10 Walled City Markets (April – March18)
C.BU1718.18.02 Develop market offering for Strabane 8 Strabane Markets (April – March18) Page 262 Page
Page 40 Page C.BU1718.19 Provide accessible, needs driven 43 Companies engaged in/ received one to business support that is tailored to one mentoring business requirements 873 mentoring hours allocated to date (180 days)
C.BU1718.20 Development & delivery of the BID Action Plan 2017/18 developed Strabane BID Action Plan 1 large scale event delivered Merchant services contract delivered Gift voucher scheme delivered (over 80 business participating) Xmas marketing campaign delivered Business cost saving initiatives currently being scoped Welcome Theme re. town centre safety currently being scoped
23 C.BU1718.20.01 Deliver Events and Marketing Xmas Market (Derry) delivered Collateral for Xmas Campaign Xmas Market (Strabane) delivered Rural Towns Xmas Campaign re. Business Promotions delivered – 23 participating businesses 12 days of Xmas Campaign – 22 participating businesses Wonder Windows Business Trail – 10 business participating
C.BU1718.21 Deliver Collaborative Growth Fashion & Textiles Scoping Study developed, Programme for Fashion: Design & and delivered by March 2018. Manufacture Forum NI Page 41 Page Page 263 Page
C.BU1718.22 Intervention Programmes targeting Full Fibre Networks funding application for SME’s in Priority Sectors business voucher scheme submitted Digital Cities application submitted – unsuccessful ERDF/ INI Digital project scoping document submitted (Feb18); full application to be submitted (April 19) C.BU1718.23 Work with local banks and key System of referrals put in place business support partners including NWRC, UU and Invest NI etc. to develop pipeline of complementary business support.
24 C.BU1718.23.01 Establish Business Engagement Panel Business Boost Business Engagement panel to determine the portfolio of support established that should be provided to businesses Operating agreements signed off by all and by whom. partners 3 meetings held to date (up to Feb18) C.BU1718.23.02 Develop Business Support Directory 20 contributors Business Support Directory completed detailing Business Support Services & 39 contributors Business Network & Advisory Services. Page 264 Page
Page 42 Page C.BU1617.03 Lead and Deliver on Derry & International Markets 4 Strabane’s Investment Strategy. Activated (Boston, Birmingham/Alabama and Philadelphia)
FDI Strategy delivered in 1 Boston in conjunction with Donegal County Council
Marketing collateral developed to promote the 1 DCSD city region – brochure, video
577
25 No. of followers @InvestDCSDC 1
Marketing collateral developed to promote the Ireland NW region – brochure, website, video, Done inforgraphic
Host Inward Investment 6 Visits
C.BU1617.07 Build and Maintain a Vibrant Global No. of diaspora ezines 3 Page 43 Page Page 265 Page Diaspora Community, Connected to published Derry & Strabane Database of diaspora 1 contacts developed
No. of diaspora events 2
Deliver programmes designed to Develop portfolio of client 1 support new, emerging and companies (domestic and established enterprises in key priority overseas) growth sectors Recruitment of 5 companies in DCSD to participate in the Boston Mass. Trade Mission 8
26 Pre-mission assistance programme delivered for participating companies in Mission 1 C.BU1617.08 Develop Regional Value Proposition Investment prospectus for 1 Identifying region’s key strengths. Invest DCSD
Sector-specific value propositions developed in response to inward 5
Page 266 Page investment opportunities Page 44 Page
Deliver Rural Development Develop and roll out all 36 workshops Programme - Implement five year elements of the Rural 4 calls opened intervention programme to support Development Programme £1,028,841 funding allocated businesses, services, village renewal (RDP) 2014-2020 across the and broadband in rural districts. 29 Letters of Offer Council area: Projected job creation = 53.5 FTE new jobs Deliver programme of rural animation events (information sessions and pre-funding workshops) to promote RDP and support potential applicants.
27 Open Funding Calls for Rural Business Investment and Rural Basic Services schemes. Deliver Letters of Offer for Business Investment Scheme, Rural Basic Services and Village Renewal. Scope potential Rural Broadband community Page 45 Page Page 267 Page pilot scheme. Scope and develop joint cooperation project for the International Appalachian Trail as lead partner for 6 Council areas.
Lead on the City’s employability KSTW agenda to ensure that the skills of the No.’s into employment 99 region meet the needs of industry No’s into FE & HE now and in the future. (C.BU1617.10) Education 49 No’s of qualifications obtained 388
28 No’s Case loaded 356
C.BU1718.25.01 Meet all final requirements for SEUPB Letter of offer received and accepted Peace 1v Letter of Offer C.BU1718.25.02 Bid for and secure any outstanding Modification Request (‘Re-bid’) for BPR and Peace IV 4.1 monies available to SSS themes submitted via eMS for SEUPB DCSDC deadline 9th October 2017. Modification Request (‘Re-bid’) for CYP submitted via eMS for SEUPB deadline 16th February. Follow up Page 268 Page
Page 46 Page queries from SEUPB/TEO responded to. Outcome anticipated March 2018 for BPR and SSS; June 2018 for CYP. Timescale for response from SEUPB was extended so PEACE IV Service area can only measure submission of the bid but has no control over date funding may be awarded by SEUPB.
C.BU1718.25.03 Recruitment of Peace IV Secretariat Complete. Team of 4 staff in place. Staff and Programme delivery staff C.BU1718.25.04 Initiate 10 major tendered delivery Contracted: Patriarchy, Interfaces (3 lots), programmes Waterside Shared Village, Decades of Commemoration, Train the Trainers, Cross- cultural; Minority Inclusion (4 lots), Unheard /Valued Voices, Marginalised Youth.
29 C.BU1718.25.05 Initiate 1 Grant Aid Programme Application forms and guidance notes designed and approved. Website design contracted (July 2017) Website operational. Public Ad September 2017, 28 EOI’s received. Closed 20th October 2017. Assessment and ratification of decisions completed Dec 2017. Letters issued Dec 2018. Verification checks and review processes completed.
C.BU1718.25.06 Sustain Peace IV Board and Steering Ongoing every quarter Groups Page 47 Page Page 269 Page C.BU1718.25.07 Ensure quarterly targets for claims Ongoing. eMS system checked. First seven and financial drawdown from SEUPB claims up to December 2017 submitted. are met Pending payment.
C.BU1718.25.08 Establish a monitoring and evaluation Baseline evaluation and monitoring forms in system for Peace IV place and translated into 3 additional languages. Reviewed for Equality returns and data protection. Monitoring and Evaluation system in place and fully operational. Training provided to all projects.
C.BU1718.26.01 Tender delivery of Interface All 3 lots successfully contracted. Work on Investment Programme across 3 the ground now active. Procurement designated urban interfaces complete.
30 C.BU1718.26.02 Initiated delivery of 3 council led All 3 project now contracted with Service shared space initiatives: Castlederg, Level Agreements in place and ready to St. Columb’s Park, Riverine in begin. (July) Planning permission secured partnership with Council Services St.Columb’s Park project. Tenders secured for programme side of Castlederg and St. Columb’s Park projects.
C.BU1718.26.03 Initiated delivery of a Bonfires Service Level agreement in place with Programme in partnership with Community Services. Recruitment of Community Services Section Engagement Officer complete. Post holder in post. Work ongoing. Page 270 Page Page 48 Page
Server, san and DR systems Complete Implementation Roll out of Unified Communications SLT Complete
Culture C.CU1718.01 Develop marketing campaigns Marketing Campaigns developed including including branding and operational branding and operational protocols for protocols for each service area Planning, Capital Development, Waste including Planning, Capital Management, Business Development, Rural Development, Waste Management, Development, Leisure, Tourism, Museum and Business Development, Rural Visitor Services and Environmental Health. Development, Leisure, Tourism,
31 Museums & Visitor Services and Environmental Health C.CU1718.02 Improve Service Delivery and Create Work Flow Systems and Protocols Efficiencies in Marketing implemented using Trello and other tools. Invoices processed within 3-5 days. Restructure of marketing officer projects completed and ongoing. Introduced monthly marketing officer workshop, Ongoing bulk buying, strategic media planning and discounts procedure along with tracking discounted value in place. Page 49 Page Page 271 Page C.CU1718.03 Deliver Marketing Campaigns for Campaigns designed and delivered for all Festivals and Events Council led events.
C.CU1718.04 Place Brand Developed and Implemented To include brand Terms of reference developed and proposal guidelines, digital tools and scoped to be presented for approval and integrated place brand services (e.g. development in coming months. central what's on portal) C.CU1718.05 Carry out a Media Consumption Audit Review of media consumption of day audiences within the Council Area Under development with Democratic Services. and key audiences outside the Council Area e.g. diaspora
32 C.CU1718.06 Deliver Council Web Services Ongoing development led by Digital Services with marketing team now supporting content generation and development. Provision of Enhanced Online Delivery Ongoing development across all campaigns. for Council Services Marketing officers have web access to edit Web Development for the Delivery of their own campaign sections and working Online Marketing Campaigns and Sub with Digital Services team to develop web Sites sections accordingly.
C.CU1718.07 Develop Marketing Campaigns for Marketing campaigns for all strategic projects Council's Strategic Projects including Strategic and Local Growth Plan,
Page 272 Page Brandywell redevelopment, European Capital Page 50 Page of Culture and Year of Youth.
C.CU1718.08 Development and application of the New spring city branding scheme being Corporate Brand. Development and developed. Temporary signage schemes application of DC&SDC Corporate developed for Templemore and Brandywell. Brand across all corporate output. Other corporate branding requirements are on an ongoing basis.
C.CU1718.09 Provide Design Service for Council and including procurement of Completed. external design support and print via Ongoing, training and presentations to be the annual tender where required. rolled out across Council Implement a Design Service Protocol and Guidelines
33 C.CU1718.10 Complete interim digital marketing campaign for NIBSUP Digital Marketing Plan. Development of content strategy Completed Provide monthly reports and attend Group Meetings
C.CU1718.11 Implementation of the Marketing Phase one of media activity now complete Campaign across all 11 Councils for and second burst of activity in development. the three year NIBSUP programme. Local marketing activities increasing in required Council areas. Dedicated marketing officer starting in April 18. Page 51 Page Page 273 Page
C.CU1718.12 Delivery of Core Programme of Tier 1 City of Derry Jazz and Big Band Festival, Events Strabane Half Marathon, NW Angling Fair, Summer Jam, Waterside Half Marathon, Sperrins Walking Festival, Culture Night, Halloween, Autumn Harvest festival, Craft Fair, Christmas Switch On/Festive Time, Wild Water Event (N'stewart), St Patrick's Day Spring Carnival, Ubuntu, Mayors Tea Dances , Plan for the Foyle Maritime Festival 2018 C.CU1718.13 Manage and administer Community Develop, assess, award, administer and Festivals Fund manage the allocation of the CF fund
34 C.CU1718.14 Implement Festivals and Events Strategy 50% complete – progress made
C.CU1718.15 Manage and Administer Tier 2 Event Develop, assess, award, administer and Fund for 2017/18 in line with manage the allocation of the Tier 2 Events Community Planning Outcomes Funding £218,00 estimated 11 Projects, complete C.CU1718.16 Develop Skills capacity for both staff and external Organisations. Complete
C.CU1718.17 Increase the number of programmed Page 274 Page
Page 52 Page activity organised by wider business and community representatives Complete during our core events.
C.CU1718.18 Become More Cost Efficient - Events Continually examine cost saving in production and Festivals so that this could be reinvested in event programme budgets C.CU1718.19 Benchmark against other regions Through both desk and primary research namely Belfast, Liverpool, Lyon (SQ, methods benchmark against these areas E, I) across Programme Content, Event Production, Production costs/ efficiencies and Staffing Event Safety C.CU1718.20 Develop content across all Ensure that this content is implemented programmes that will help showcase across all events
35 world cultures and ethnic minority cultures.
C.CU1718.21 Establishment of a Tourism Delivery Partnership to oversee the implementation of the Tourism Established membership and meet quarterly community Planning actions and act as an industry voice and lobby group.
C.CU1718.22 Development of A New Tourism Complete Strategy and alignment of agreed Strategy 2020 in Partnership with Key actions to Corporate Service Plan & Move to Tourism Stakeholders. delivery. Page 53 Page Page 275 Page
C.CU1718.23 Delivery of an Industry Conferences delivered/secured Support/Business Engagement International Association of Suicide Programme Prevention
Annual Business Tourism Conference Contribution to Connect 17 Conference Support Programme Pre-bid Support - Euro Velo & Cycle Tourism Conference 2018 On-going – EU project running until April 2018 Digital International co-op marketing campaign secured with Tourism Ireland Rural Product Development & 2 events attended with tour operators Business Support Programme to Slow Adventure Magazine published
36 develop Slow Adventure Tourism and support SME’ to extend market reach
C.CU1718.24 Supporting the Agri-Food Tourism Taste Our Best conference delivered – Industry and Providing a Legacy to Pitching, Producing, Promoting Provenance – Year of Food & Drink 2016. Funding secured from TNI. Deliver food related events and Additional Funding secured, Slow Food secure external funding to support Festival 2018, Legenderry Food Festival 2019, with the delivery of each. Strategic Food Group meeting facilitated, project partner meeting attended
Page 276 Page On-going, EU project funning until
Page 54 Page Action Plan developed for approval by JS. September 2020. Food & Drink Strategy in development Engaging with local SMEs to help Recommendations actioned build innovation capacity through interregional learning events and Food & Drink Strategy being developed local partners. Development & delivery of regional food innovation Food Strategic Group and Network action plan for Council area. established and being maintained to increase communication Independent evaluation of councils Year of Food & Drink 2016 Monthly meetings with FoodOvation Centre programme which made as key partner recommendations.
37 C.CU1718.25 Delivery of a Rural Tourism Progress made on International Appalachian Programme Trail, RDP programme and Targets and outputs. Support the development of the International Appalachian Walking Progress made on Rural Tourism Scheme, Trail through the Rural Development review, management & promotion for the Co-Operation Programme/other requirements of the Sperrins (AONB) through initiatives. a Sperrins future search exercise.
Progress made on new rural and existing visitor trails and routes, Sperrins Cycle and scenic driving routes. Page 55 Page Page 277 Page C.CU1718.26 Development of Marine Tourism Cool Routes programme delivered, cruise NW Opportunities & Promotion of the & Malin Waters, Moorlough and Lough Ash. Use of the District’s Waterways Moved to support the development for water based recreation development along the River Foyle through the Rural Development Co-Operation Programme (River Bann/Foyle Initiative in Partnerships with Causeway Coast & Glens LAG)
C.CU1718.27 Capitalise on Walled City as Key Destination Driver Scoped plans for Walls Alive 400,
38 C.CU1718.28 Provision of support for tourism & visitor attraction capital projects. Company appointed to update business case Support with the relocation of the Update currently underway. Tourist Information Centre to Waterloo Place. Attended monthly steering group meetings Best practice research presented to working Support development of an group. International Maritime Museum in Ebrington by 2019. Scope potential funding support. Support with delivery of Page 278 Page On-going discussions with funders and Page 56 Page redevelopment of Templemore political representation to secure support. Complex as a major visitor attraction by 202.0
C.CU1718.29 Development and Delivery of a PEACE Recruitment and induction of Peace Tourism Tourism Programme Officer
Ongoing funded project to 2020 Project launched 15th Dec Community tourism approach programme to developing ‘local Stakeholder Engagement with community tourism’ (as in tourism from across tourism/culture, mainstream tourism, local community, Northern Ireland education and good relations. and border counties). To engage with wider community based organisations Baseline Analysis & Audit of Community, Cultural & Historical Tourism
39 to develop and explore their peace 21 people appointed to Project Steering tourism offering. Group C.CU1718.30 Improve access and increase Progress made on: Improving the website participation and engagement in the access to our archives, collections and Museum Services. genealogy information.
Update and extend the information on our educational website.
Holding monthly workshops or lectures to improve awareness and educate our citizens and visitors on our collections, archives and genealogy. Page 57 Page Page 279 Page
Rolling out of Reminiscence Programme in the District.
C.CU1718.31 Implementation of 5 Year Museum Progress made on Implementing the Strategy and Visitors Services Strategy Action Plan for 2017/18 and Review.
C.CU1718.32 Develop the Maritime Museum 4 project boards and 4 steering groups held Capital Project in Ebrington 1 marketing sub group held Coordinate the project board and Branding approved and decision expected steering group and sub groups to from Clore Duffield deliver a high quality project Wolfson to be submitted 1st March 2018 as planning approval now in place.
40 Secure capital funding for the project On-going discussions with major funders to and deliver the project on time secure public sector investment and attempting to address issues from wider political issues. C.CU1718.33 Develop and implement an Event 2 Exhibitions, 5 Major Events and create a bi- Programme annual Education Programme
C.CU1718.34.01 Improve Visitor numbers and income Achieve a minimum 4 stars in Trip Advisor, and maintain a high level of customer maintain TNI 4star grading for the Guildhall satisfaction and Tower and develop customer surveys for Achieve a minimum of 4 stars in Trip them. Enhance visitor experience and Page 280 Page Advisor interpretation in the Guildhall (guide book) Page 58 Page Work delayed in the Tower due to maintenance issues. Free entrance to partial section of Tower C.CU1718.35 Improve the Efficiency and Shelving installed in former Ulster Bank Effectiveness of the Service building Conduct an annual audit of the civic Preparation of civic collection to be moved treasures and installed Maintain Museum Accreditation for Accreditation approved and adopted by the Tower Museum Council Achieve Museum Accreditation for Gathering of further information ongoing the Guildhall Not progressed Improve and update all internal Operating procedures complete procedures (operational manual) and Training plan to be delivered conduct training needs analysis
41 C.CU1718.36 Work in partnership with Destined to Curator attended quarterly meeting develop the Foyle Valley Railway Collection checks conducted monthly Building Curator member of the Destined project attend Quarterly Operational board to deliver HLF funded programme to Meetings advise on interpretation and oversee Monitor funding applications to restoration of the Meenglas train conserve the Railway collection Museum team helping with schools programme with Destined C.CU1718.37 Scope out the potential MVS Manager and Curator attended meeting redevelopment of the Tower Museum with NMNI at Ulster American Folk Park in Develop Partnership Opportunity with October Page 59 Page Page 281 Page the National Museums NI Agreed to establish quarterly meetings Research Funding Options Working on maritime collections Ongoing research on funding options linked to EYCH and link with Council strategies C.CU1718.38 Delivery of the co designed Arts & Delivery of Arts & Culture Strategy based on Culture Strategy (2017 -2022) successful Co Design process A&C strategy in final draft stage C.CU1718.39 Design, establishment and servicing of co delivery mechanism charged Co Delivery mechanism to be defined in final with implementing the Arts & Culture agreed A&C strategy Strategy (2017-2022) C.CU1718.40 Ongoing delivery of the Cultural Objective progress - project delivery on Participation (formerly called Access schedule against the agreed project plan.
42 and Inclusion) Programme based on The Access for All Scheme is activated in 5 PHA LoO arts and culture venues: Roll out of Access for all Scheme Millennium Forum (275) across Cultural Venues in DCSDC The Alley Theatre (30) Roll Out of Disability Charter Mark The Waterside Theatre (TBC) Status for Arts and Cultural Venues An Culturlann Scheme commenced the scheme pre-Christmas. The Playhouse Theatre have just received equipment.
DCSDC has secured additional external support to supplement the Accessible venue Page 282 Page
Page 60 Page grant aid programme which will support 12 venues with access for all scheme forming part of impact monitoring for each. Project on schedule. ADF has held a relaunch to rebrand as: University of Atypical on Thursday 5th April. They now have an employee in place to drive forward the disability charter status programme and have committed to working with DCSDC’s Access and Inclusion project in a collaborative and collective manner to support arts and culture venues to achieve disability charter standard. This is anticipated to happen throughout 2018/2019 with a total
43 of 25 venues working to achieve Disability Charter recognition. C.CU1718.41 Delivery of Youth Arts Development Successful delivery as per ACNI challenge Programme aligned with the Year of fund proposal Youth initiative (Challenge Fund Halloween/ Castlederg & Christmas events Programme) complete and St Patrick’s Day programming C.CU1718.42 Delivery of a Festivals Engagement Successful delivery as per ACNI challenge Programme aligned with corporate fund proposal festival activity (Challenge Fund Halloween/ Castlederg & Christmas events Initiative) complete and St Patrick’s Day programming. C.CU1718.43 Delivery of strategic audience development programme engaging Page 61 Page Page 283 Page DCSDC arts & cultural organisations Programme start postponed as audience (Challenge Fund Programme) development identified as a key cross border Successful delivery as per ACNI opportunity within A&C strategy process. challenge fund proposal Planning meetings held with Donegal CC to Securing of participant organisations scope potential for NW wide audience to include Cultural Venues and development baseline survey. Production Companies; Museums and Heritage Organisations; Visual Arts & Crafts; and Festivals & Events Delivery of a Visual Arts Residency Delivery of a Visual Arts Residency Programme Programme aimed at developing the C.CU1718.44 Successful Delivery as per ACNI exhibition infrastructure within DCSDC and Challenge Fund Proposal leveraging private sector investment in the arts (Challenge Fund Programme)
44 Creation of 4 new spaces for the Project underway and on schedule exhibition of high quality contemporary art Delivery of the 2017/18 Cultural Successful Roll Out of 2017/18 Programme, C.CU1718.45 Venues Fund complete Return on Investment Report for the Compilation of impact report based on C.CU1718.46 2016/17 Cultural Venues Fund 2016/17 Cultural Venues Fund, complete Delivery and initiation of the 5 year Strategy for the Alley Arts & C.CU1718.47 Conference Centre in line with Completion of Programme Community Planning priority Page 284 Page
Page 62 Page outcomes Revision of the Millennium Forum Completion of Programme, Exercise complete C.CU1718.48 SLA in line with Community Planning and to be put to Council for approval. priority outcomes Continued roll out of the CRM and Integration of shared CRM/ Ticketing Solution Ticketing Solution across Cultural within Alley, Guildhall, Tower Museum and Services. Visit Derry C.CU1718.49 Service issues were not resolved so contract with supplier terminated. Procurement for alternative solution initiated. Facilitate progression of Carnival Design and Approval of MoU between NWCI Initiative into sustainable model and DCSDC C.CU1718.50 supporting festival development Exercise complete and to be put to Council across DCSDC for approval.
45 Deliver and Strengthen the Arts Programme in partnership with Arts Design and delivery of programme in C.CU1718.51 & Business focused on developing partnership with Arts and Business private sector investment in the Complete DCSDC arts & culture sector. Implementation of continuous Objective progress – complete improvement models for front line The ADF is currently under restructuring and service delivery. the Alley are waiting on the newly revised Securing of Disability Equality Charter paperwork in order to complete the process. of excellence and of Autism Friendly Quest Accreditation secured on 8th Venue status for the Alley Arts & November 2017. C.CU1718.52 Conference Centre Awaiting final score for TNI accreditation Securing TNI and Quest Accreditation Complete. Approximately 5,840 people Page 63 Page Page 285 Page for Alley Arts Centre attended the event, an increase of 109% on 2016. There were 38 participating organisations and approximately 180 artists and practitioners involved in a diverse Culture Night Programme Delivery of Older People Programme Objective progress – complete (Arts & Older Peoples funded Delivery of Music to your ears to 2 areas Programme) Derry and Strabane to 60 men over 55yr+ to Successful delivery as per ANCI improve their health and wellbeing. C.CU1718.54 ARTS& Older peoples funding Project complete Targeting difficult to engage Although the ACNI project we have had participants- i.e. Males success. It makes us aware that there is a The current funded project will huge need for programme to help these complete on 25th Jan but we groups.
46 continue into a second round of Project would be complete at the end of funding January but it will continue for a further 16 weeks until May 18 as we have received further funding. Therefore project ongoing but on target. Page 286 Page Page 64 Page
3 Section Three: Improvement Planning and Performance
3.1 2018/19 Directorate Improvement Objectives
An overview of the outcome and/or service improvement objectives and how they relate to the Community/Corporate Plan is set out in the table below.
Community/Corporate Directorate Outcome / Service Link to Plan Objective Improvement Objective 2018/19 Improvement Criteria **
47 We are more entrepreneurial, creative Deliver business support programmes targeted at pre- SE, SQ, SA,I and business ready and have grown our start, start-up and growth enterprises. Business base. Deliver Rural Development Programme.
We are more specialised and innovative Strengthen the local business base by assisting businesses to SE, SQ, SA,I and have competitive advantage. become more competitive in indigenous and export markets Promote business growth and innovation. Deliver Rural Development Programme.
Meaningful and rewarding employment Develop compelling business cases and support packages for SE, SQ, SA,I is available to everyone. FDI and develop our international connections to drive growth and investment. Page 65 Page Page 287 Page
Maximise job creation and investment opportunities in our City SE, SQ, SA,I and Town Centres, regionally significant regeneration sites and rural areas.
Our economy is better connected and Support the City Growth Deal proposition for the City Region. SE, SQ, SA,I more prosperous Deliver Rural Development Programme. Develop a SMART Cities Framework and Action Plan.
We have a better skilled and educated Deliver an integrated approach to employment, skills & training workforce Develop a strategy to promote the importance of professional and technical pathways
48 Improve skills and employability to ensure that the skills of the region meet the needs of industry now and in the future.
As a North West Learning Region we Work towards securing UNESCO Learning City & Region have increased training and learning Increase industry engagement in the area of careers advice and opportunities. guidance Support the growth of further & higher education provision Support the City Growth Deal proposition for the City & Region
We are better skilled and educated Lead on coordinating and implementing the education and skills actions identified in the Strategic Growth Plan Page 288 Page
Page 66 Page Social Wellbeing (Strategic Community Peace IV team will deliver on measure 4.1 of the Peace SE, F, S, I Plan) Outcome 1 We live in a shared, programme to develop and deliver programmes to promote equal and safe community. peace and reconciliation and cultural inclusion under three Principal Action: Promote greater themes of Children and Young People, Shared Spaces and integration and inclusion within and Services, Building Positive Relations. between communities of place and of interest. Social Wellbeing (Strategic Community With specific reference to interfaces and contested spaces and SE, F, S, I Plan) Outcome 1 We live in a shared, to the re-bid submitted for shared spaces, as well as other equal and safe community. programmes under the Shared Spaces and Services theme, the Principal Action: Create safer Peace IV team will continue to deliver on measure 4.1 of the Communities Peace programme. Under the Building Positive Relations theme the PEACE IV Programme will deliver a specific anti- prejudice/anti-hate public campaign.
49 Council’s Corporate Value: The PEACE IV Team will ensure that it adopts a unified Council SE, SQ One new unified Council with the needs approach in all areas of its work. Specifically, it will ensure that of local communities and businesses at Board and Steering Group meetings are rotated across the the core of what we do. Derry~Londonderry and Strabane areas. In conducting public meetings relevant to its service delivery it will ensure a wide range of geographical locations are used as relevant.
Council’s Corporate Values: The PEACE IV Service will ensure high quality service provision SE, SQ, F, I A centre of excellence and innovation to maximise the opportunity provided by PEACE IV European with a clear focus on outcomes and funding. It will do this by engaging with elected members, delivery. statutory agencies and social partners on its Board and Steering Working in partnership with statutory Groups as well as with the wider public and community and and community sectors to achieve voluntary sector or other organisations as relevant. It will Page 67 Page Page 289 Page economic, social and environmental ensure clear codes of practice, conflict of interest policies are in regeneration. place and that relevant training and development is coordinated to ensure effective, ethical and purposeful service Driven forward by effective and ethical delivery. It will continue to communicate effectively with leadership and highly motivated and relevant stakeholders through publication of monthly e- valued staff who have clear sense of bulletins and bi-annual printed newsletters. We will continue to purpose and place. share best practice with other council areas where applicable and learn from the best practice of others where applicable through the PEACE IV Managers Forum.
Council’s Corporate Value: The PEACE IV Service will ensure that it is aware of the Rural SE, SQ, SA Balancing urban and rural needs. Needs Act. It will ensure that urban and rural needs are adequately represented in a balanced way within our thematic work plans and in how services are geographically delivered. It
50 will continue to link with the Rural Development Programme where applicable.
Council’s Corporate Value: The PEACE IV Team will ensure that success is communicated SE, SQ Committed to clear and timely through a networking events across its programme, liaison with communication and celebrating our the marketing and press teams within council, production of achievements. monthly e-newsletters and press releases throughout the duration of the programme.
Develop a comprehensive Tourism T1 Delivery of Tourism Strategy (Outcomes T2-6, M2, M6, MVS SE, SQ, F, E, I strategy and action plan and establish a 1-8) Tourism Delivery Partnership to oversee FE3 Implement Festival and Events Strategy (AC 1-13, FE 1-11) its implementation and the related Page 290 Page
Page 68 Page Community Planning actions and act as an industry voice and lobby group. Develop a comprehensive Arts and AC1 Delivery of the co-designed Arts & Culture Strategy (AC1- SE, SQ, F, E, I Culture strategy and action plan and 13, FE 1-11) establish an Arts and Culture delivery partnership to co-deliver its implementation and the related Community Planning actions and act as an industry voice and lobby group ensuring a focus on growing participation, developing audiences, strengthening the sector, valuing our cultural heritage, supporting our practitioners and improving the
51 economic vitality and health and wellbeing of our citizens. In conjunction with the Tourism and FE3 Implement Festival and Events Strategy SE, SQ, E, I, F, S Arts & Culture strategies develop an ambitious festival and events strategy, sustain and grow the existing festival and events programme, develop capacity, capability and secure events of international appeal and develop signature events around key themes and designations. Secure international designations T1 Delivery of Tourism Strategy SE, SQ, E, I, F, S building on the legacy of City of Culture FE3 Implement Festival and Events Strategy Page 69 Page Page 291 Page 2013. AC1 Delivery of the co-designed Arts & Culture Strategy Develop and promote our heritage T2 Deliver Capital programme to enhance visitor experience of SE, I, S, SQ assets - in particular managing the the Walled City (T1, FE3, AC1) Walled City to realise its full potential to T3 Develop the Walled City Experience the standard of a world heritage site - through capital investment, preservation and a marketing programme. Expand and develop the Walled City Signature Project including Phase 2 of the Lighting Strategy to encompass new attractions. Develop and promote the use of the T6 Development of Marine Tourism Opportunities and District’s waterways and in particular the Promotion of the Use of the District’s Waterways River Foyle as a tourism attraction.
52 Scope the potential of a regional T1 Delivery of Tourism Strategy SE, I gallery/museum hub being located in AC1 Delivery of the co-designed Arts & Culture Strategy the City with relevant partners Develop a maritime museum and MVS Develop the Maritime Museum and Archive Project SE, I archive at Ebrington. T1 Delivery of Tourism Strategy
Develop a regionally significant, family T1 Delivery of Tourism Strategy SE, I friendly wet weather attraction as part of Council’s new leisure estate. Support the arts and cultural ecosystem AC1 Delivery of the co-designed Arts & Culture Strategy SE, to become sustainable through new revenue opportunities including Page 292 Page
Page 70 Page additional investment and commercial activity. Develop and deliver an Access and AC3 Ongoing delivery of the PHA funded Access and Inclusion SE, I Inclusion Programme in partnership programme with the Public Health Agency encouraging participation and engagement, promoting intercultural diversity, wellbeing and promoting accessible cultural experiences. Drive capital investment in visitor T1 Delivery of Tourism Strategy SQ, SA, E, S , I, SE orientation and infrastructure via securing new visitor destination premises with state of the art digital visitor services; and improve
53 accessibility and the development of community tourism initiatives Support the development of key T1 Delivery of Tourism Strategy SE, I tourism, arts, heritage and cultural capital projects, that will have a significant impact on the delivery of the Tourism and Arts & Culture strategies including the completion of a scoping exercise on the feasibility of a signify cant major new iconic tourism/visitor attraction. Create and support local, national and AC1 Delivery of the co-designed Arts & Culture Strategy SE, I, SQ international cultural exchanges and Page 71 Page Page 293 Page collaboration.
3.2 Outcome Improvement Objective
This improvement objective relates directly to the Strategic Growth Plan objective and is designed to ensure that we are better skilled and educated with a strong, competitive entrepreneurial and innovative economy and live in the cultural destination of choice. This was a key theme that emerged during the significant engagement process carried out as part of the development of the Strategic Growth Plan.
54 FDI Investment Activity
Business Rural Boost Programme Programme
Job Creations Economic NW Page 294 Page Activity NIBSUP
Page 72 Page Partnership
Tourism, Festivals & Arts & Events Culture
3.3 Mainstreaming the Equality and Disability Duties
The Directorate will support the Council’s commitment to promoting equality and opportunity as outlined in Section 75 of the NI Act 1998. This will account for people of different religious belief, political opinion, racial group, age, marital status, sexual
55 orientation, gender and people with and without a disability and people with and without dependants as specifically is outlined in the equality scheme:
All policies will be screened and Equality Impact assessments undertaken as required Through our Events Programme we will engage with those of different religious backgrounds, political opinion, racial groups, ages and the LGBT community The disability scheme places a duty on public authorities when carrying out their function to have regard to the need to promote positive attitudes towards disabled people and encourage participation by disabled people in public life. Due consideration will be given to the needs of the disabled and there will be targeted programme interventions within our services. Facility planning for new developments accounts for the needs of those with disabilities and ensuring service provision addresses issues raised through the disability forum, this includes the Cultural Participation Programme. Page 73 Page Page 295 Page
3.4 Improvement Delivery Plan
In order to deliver our Directorate outcome and/or service improvement objectives we have identified a number of key activities, as set out below. These actions represent part of the work that will be progressed by the Directorate during 2018/19.
56 Ref Directorate Outcome/ Service Key Activities/Actions/Sub-actions/milestones Target Date Lead Improvement Objective Officer 1 Deliver business support programmes Deliver NIBSUP (Pre-Start) Mar 19 BDM targeted at pre-start, start-up and growth Deliver Business Boost Programme (Start-Up and enterprises Growth)
2 Develop Customer Centered service Facilitate direct 1:1 meetings with local SME’s Mar 19 BDM delivery model re.
3 Develop business networking and Deliver Business Engagement Events Mar 19 BDM promotional opportunities Deliver Enterprise Week Programme Page 296 Page
Page 74 Page 4 Promote council led business Deliver Meet the Buyer Event Mar 19 BDM opportunities re. Procurement Deliver Procurement Workshops
5 Develop specialist mini programmes Deliver City Start Programme Dec 19 BDM aimed at developing capability and Deliver Designer Business Start-Up Programme Feb 19 encouraging collaboration between Deliver £10k Business Start-Up Challenge Mar 19 participating businesses
6 Facilitate trading opportunities Deliver monthly Walled City Market Mar 19 BDM Deliver monthly Strabane Market Facilitate trading opportunities at events including: Foyle Maritime Festival; Halloween; Summer Jamm, Waterside Half Marathon; Strabane Christmas Fayre; Strabane Christmas Switch On; Winterland Market (Derry)
57 7 Generate referrals to other business Business referrals to Invest NI Mar 19 BDM support agencies/ partners Business referrals to Business Boost Engagement Panel members 8 Provide accessible, needs driven business Provide 1:1 mentoring Mar19 BDM support that is tailored to business requirements
9 Deliver Strabane BID Action Plan Deliver Entertainment Programme of events re. - - BDM Christmas Fayre; Dec 19 St. Patricks Day; Mar 19 Summer Jamm June 19 Page 75 Page Page 297 Page Deliver Christmas 2018 Marketing Campaign Dec 19
Develop initiatives to encourage passing visitors/ Mar 19 tourists to stop off in Strabane re. - Welcome Signage - Hanging baskets - Make Strabane the first Dementia, Age Aware and Autism friendly town in NI
Improve Town Centre Safety re. Erect security gates at Castle Street/ John Wesley Street; Deliver additional CCTV Coverage
58 10 Intervention Programmes targeting SME’s Secure funding re. Transform Digital Aug 18 BDM in Priority Sectors Opportunities Programme
Secure funding re. Full Fibre Networks Business June 18 Voucher Scheme Programme 11 Lead and deliver on the Investment Develop and enhance the Ireland Northwest Mar 19 IM Strategy for Derry City and Strabane investment proposition as a gateway location to District to attract quality inward UK, Ireland and EU markets investment to the City Region Develop value propositions for priority sectors
Develop international relations framework to Page 298 Page
Page 76 Page promote Derry City and Strabane internationally together with partners and local stakeholders in key markets including fostering foster Sister Cities relationships
Activate key national and international markets - East Coast USA, China, Dublin and City of London Identify FDI leads and secure visits to region Develop and deliver Landing Service Programme
12 Promote engagement with existing Host quarterly Investor’s Forum providing after- Mar 19 IM overseas investors in the City Region care and ongoing support to existing overseas companies operating
Develop Business Ambassador’s Programme
59
Provide in person client managed services
13 Develop the export development Recruitment of min 6 companies operating in Nov 18 IM potential of local business to sell outside DCSDC to participate in each of the Philadelphia NI in key markets and Boston trade missions
Secure in-market services to provide market intelligence and bespoke sales prospecting services
Develop and deliver pre-mission assistance programme Page 77 Page Page 299 Page Secure 5 meetings with qualified sales leads for each participant
14 Raise profile of the DCSD region and Develop and deliver marketing strategy Mar 19 IM promote regionally and globally Develop associated marketing collateral to promote the city region’s investment proposition Increase social media engagement and audience reach across various platforms
Develop Invest DCSDC website
60 15 Build and maintain a vibrant global Deliver quarterly e-zine and online platform Mar 19 IM diaspora community connected to DCSDC Deliver diaspora events programme
Work with stakeholders to build diaspora network in key markets; East Coast USA, London and Dublin
Develop database of diaspora contacts
16 Scope City Growth Deal Investment in Support development of business cases for city Mar 19 IM City Region’s Research and Innovation region’s research and innovation assets; Page 300 Page
Page 78 Page Assets developing C-TRIC as NI centre of research in health and life sciences, development of the Centre for Advanced Manufacturing and growing CARL (Cognitive Analytics Research Lab) to international scale
17 Deliver Rural Development Programme Deliver programme of rural animation (30 Mar 2019 RDM workshops) and marketing (5 campaigns)
Open 2 calls (Rural Business Investment Call 5 & Rural Basic Services Large Grants) Complete 15 cluster village plans and scope/progress 13 Village Renewal capital projects
61 Submit International Appalachian Trail joint cooperation project application and progress second cross-border project
Allocate £1.2 million, 30 Letters of Offer, supporting job creation of 45 FTE new jobs 18 Provide support and where necessary lead Support the delivery of ESF Projects Mar 19 SM on projects to include work experience and up skilling to embed employability Host ESF local Forum skills for those entering the labour market, the long term unemployed and economically inactive. 19 Support the development of shared Provide support to the secondary school sector Mar 19 SM Page 79 Page Page 301 Page /education models. and other stakeholders to secure funding from the Shared Education Campuses Programme
Facilitate a multi-agency collaborative approach to explore a shared education model for the city & district
20 Engage with stakeholders to explore the Establish a working Group and secure resources 31 Mar SM potential of advancing membership of to progress UNESCO Learning Cities 21 Promote school employer engagement Promote and facilitate the formation of 31 Mar SM partnerships and positive relationships between individual schools and colleges and employers
62 through the implementation of the Business Youth Charter
22 Promote the Apprenticeship NI model Work with stakeholders to Implement Vocational 31 Mar SM Educational Programmes for young people aged 14-18 at risk of disengaging (schools based pre- apprenticeship programme)
Lobby for the model to be incentivised to increase take –up
Deliver a local digital marketing campaign Page 302 Page Page 80 Page 23 Work with key stakeholders to secure the Continued support and lobbying for the SM expansion of Magee & increased expansion of Ulster University at Magee and numbers in NWRC increased numbers at NWRC
24 Provide support and where necessary Enabling Employment: 31 Mar SM lead on actions identified in the Skills Facilitate the development of a Skills Action plan 2015-2018 Escalation Model to provide qualifications from NVQ Level 1 upwards and identify progression routes for all participants
Co-design new labour market interventions with the DfC
63 Review the current social clause policy in all DCSDC procurement.
Developing Workforce Capacity: Continue to identify and deliver with partners sectoral job brokerage skills models to meet business needs
Developing Management & Leadership Capacity: Raise awareness to maximise the take up to the region of the existing suite of skills programmes Page 81 Page Page 303 Page Planning Future Skills: Facilitate the development of local sub regional responses to mainstream provision Co-ordinate and facilitate the development and delivery of local, national and EU funded programmes across the City to address skills and education needs Avail of labour market intelligence with the Community planning support team to review, analyse and forecast skills supply and demand trends. Support the establishment of collaborative networks
64 25 Scope City Growth Deal critical catalyst Projects to be scoped: Apprenticeship Hub, 31 Mar SM projects – investment in skills and Intermediate Labour Market Programme, pathways to employment Integrated Work and Health Programme Skills Academies.
26 Lead on co-ordinating and implementing Continue to act as secretariat to the Education & 31 Mar SM the education and skills actions identified Skills Delivery Partnership in the Strategic Growth Plan Continue to develop work plan
27 Project Management Work Plan Sustain Peace IV Board and Steering Groups Bi-Monthly PPM Page 304 Page
Page 82 Page Ensure quarterly targets for claims and financial Quarterly drawdown and audit requirements from SEUPB are met
Secure any outstanding Peace IV 4.1 monies July 2018 available to DCSDC through successful ‘re-bid’ outcome
Establish end of project monitoring and Sept 2018 evaluation system for Peace IV
Ensure ongoing compliance with Health and Ongoing Safety Requirements
65 Ensure ongoing compliance with Data-protection Ongoing requirements Ongoing Ensure ongoing equality monitoring and submit Equality Monitoring Return to SEUPB for calendar Ongoing/Jan year. 2018
28 Communications Work-plan Minutes of Board Meetings posted onto website Bi-monthly monthly
Maintain online sign up to monthly E-newsletter Monthly in partnership with DCSDC marketing Page 83 Page Page 305 Page Issue basic monthly E-newsletter Monthly
Deliver a bi-annual printed project focused April 18 and newsletter to celebrate progress and achievement October 18 issued to all relevant key stakeholders.
Continue a social media presence via council’s marketing team Ongoing
Ensure all reports/publications carry appropriate disclaimer and reference to the funding as Ongoing detailed in the SEUPB’s Publicity & Marketing Toolkit.
66 Issuing of a minimum of two press releases Ongoing annually with photographs in accordance with the SEUPB’s Publicity & Marketing Toolkit.
Finalise and distribute SEUPB Mandatory Promotional Poster once final funded figure is Aug 18 known to comply with SEUPB requirement ‘Creation and placement of a temporary billboard, permanent plaque or poster readily visible to the public in accordance with the SEUPB’s Publicity & Marketing Toolkit. Page 306 Page
Page 84 Page 29 Children and Young People Thematic Ongoing project management of the following Ongoing PPM Work-plan (including progress reporting and financial claims) to ensure delivery proceeding according to contract: 3.2 Marginalised Youth (Wellbeing) 3.3 Youth Participation and Democracy 3.4 Youth Leaders and Citizenship 3.6 Pilot Youth Zone
Once re-bid (modification request) is confirmed progress the following: 3.7 Cross-Community Youth Programme Aug 18 (Re-bid) Nov 18 - Tender Initiated Dec 18 - Tender Awarded (3 lots) Aug 18
67 - PIV Project Officer allocated to ensure Nov 18 delivery proceeding according to contract. Dec 18 3.8 Cross-Community Children’s Programme (Re-bid) - Tender Initiated - Tender Awarded (3 lots) - PIV Project Officer allocated to ensure delivery proceeding according to contract.
30 Shared Spaces and Services Thematic Ongoing project management of the following Ongoing PPM Work-plan (including progress reporting and financial claims) to ensure delivery proceeding according to contract: Page 85 Page Page 307 Page 4.1a Shared Space: Castlederg 4.1b Shared Space: St. Columb’s Park House 4.1c Shared Space: Waterside Shared Village 4.2 Natural Connections: Peace Tourism 4.3 Interface Investment Programme (3 lots) 4.4 Contested Space: Bonfires Once re-bid (modification request) is confirmed progress the following: 4.5 Shared Space Tendered Programme (Re- May 18 bid) – Tender Initiated (4 Lots) Aug 18 Tender Awarded (4 lots) Sept 18
PIV Project Officer allocated to ensure delivery proceeding according to contract.
68 31 Building Positive Relations Thematic Ongoing project management of the following Ongoing PPM Work-plan (including progress reporting and financial claims) to ensure delivery proceeding according to contract: 5.1 One Community 5.2a Cross-Cultural Strategic Initiative 5.2b Riverine 5.2c Sport 5.3 Decade of Commemorations 5.4 Unheard Voices 5.5 Patriarchy 5.6a BME/Minority Inclusion Page 308 Page
Page 86 Page 5.6b Small Grants 5.7a Youth/Schools Train the Trainers 5.7b Marginalised Young Adults
Issue of further outstanding tenders: Aug 18 Cross-Cultural – social/business economy Aug 18 support Minority Inclusion – advice services June 18
Small Grants – decision on underspend once re- bid/modification request response is known.
32 Develop SMART Cities Framework and Work with DCMS on the roll out of the Local Full Mar 19 DSM Action Plan Fibre Project
69 Install LoRa LPWAN network in conjunction with Mar 19 INI and UU to facilitate IoT projects.
Work with Strabane Town Forum on expansion of Mar 19 Public Wi-Fi network.
Continue to participate in the rural development Mar 19 plan on delivery of broadband and other services to rural areas in the council area with clear plan
33 Develop Internal Systems Integration Plan Deliver Integration of HR/Finance/Payroll Mar 19 DSM Systems. Mar 19 Page 87 Page Page 309 Page Complete Upgrade of Agresso System Mar 19 Scope out development of Council-wide CRM. 34 Develop Web Customer Improvement Review current Website and develop ToR for new Mar 19 W&SM Plan Council website.
Complete a review of online services offered by Mar 19 Council Departments. Mar 19 Improve efficiency of website content management and delivery. 35 Deliver marketing services for Council Develop marketing campaigns including branding Mar 19 MM services and cross cutting projects across and operational protocols for each Council service 3 directorates area; including Planning, Capital Development,
70 Environment, Business, Tourism, Museums & Visitor Services, Community Development & Leisure, Health & Community. 36 Deliver marketing campaigns for Festival Develop and deliver marketing plans for festivals Mar19 MM & Events and events Develop and implement research and evaluation 37 Improve service delivery and create Work flow systems Mar 19 MM efficiencies Targeted media planning and volume discounts Branding toolkits Messaging toolkits and planning templates Group workshops and information sessions 38 Create and implement a bi-annual Undertake procurement for distribution and print. Mar 19 MM Page 310 Page
Page 88 Page Council Magazine Draft story board and design concepts Devise publication and circulation schedule Internal design, content creation and proofing 39 Increase digital & social media innovation Increasing the digital & social media activities Mar 19 MM across all marketing campaigns within marketing campaigns along with utilising to enhance all areas of online user behaviour across 3 directorates. 40 Development and implementation of a To include brand guidelines, digital tools and Mar 19 MM Destination Brand integrated place brand services 41 Development and application of the Development & application of DC&SDC Mar 19 MM corporate brand Corporate Brand across all corporate output & services: Corporate output, stationery, internal communications Advertising, exhibition and branded items
71 Fleet/Livery Corporate signage and dressing scheme Boundary Signage Car park Signage Amenity Centres Parks & Cemeteries Leisure Uniforms/apparel
42 Provide design service for Council and Provide an in house design service and Mar 19 MM external design procurement of external design support and print via the annual tender Page 89 Page Page 311 Page Implement a design service protocol and guidelines.
43 Management of the marketing & Development and delivery of regional and local Mar 19 MM communications campaign for the marketing and communication campaigns. NIBSUP Providing monthly reports and attending group meetings.
44 Delivery of the Tourism Strategy (2018 - Deliver and monitor progress of Tourism Strategy Ongoing TM 2025) in partnership with strategic partners
45 Deliver capital programme to enhance Support development of Maritime Museum Mar 19 TM visitor experience of the Walled City Scope major new tourism attraction
72 Support development of family friendly wet weather attraction
Relocation of Visitor Information Centre to Waterloo Place
46 Develop the Walled City Experience Design & manage ‘Heritage Animation and Visitor Mar 19 TM Servicing’ fund
Develop collaborative heritage product
Develop and deliver capacity building programme Page 312 Page
Page 90 Page for the heritage sector
Secure external funding to deliver Walls Alive 400 programme
Develop and implement signage strategy and associated international messaging to enhance the Walled City where the WAW meets the CCR Deliver Peace Tourism project
47 Develop the Food and Drink Experience Launch & Roll out of Food & Drink Strategy Mar 19 TM
Secure funding and deliver 2 food events
Secure funding and deliver 1 food conference
73 Deliver EU food projects – NICHE & SAFER
48 Develop Rural Tourism Product Support the Sperrins Future Search process and Mar 19 TM deliver agreed actions
Support the development of the International Appalachian Walking Trail through the Rural Development Co-Operation Programme/other initiatives
Scope projects and submit to Rural Tourism Scheme Page 91 Page Page 313 Page Maintenance, development and promotion of existing /new rural based visitor trails and routes Deliver Slow Adventure in Northern Territories Project to April 2018
Scope 2nd phase of project to support product development
49 Development of Marine Tourism Deliver Cool Routes EU funded project June 2018 TM Opportunities & Promotion of the Use of Scope 2nd phase – Cool Route Circuit Mar 19 the District’s Waterways Investigate opportunities for additional development at Moorlough & Lough Ash Support the development for water based recreation development along the River Foyle
74 through the Rural Development Co-Operation Programme
50 Implementation of the 5 year MVS Deliver the actions outlined for 2018/19 and Mar 19 MHSM strategy review
51 Develop the Maritime Museum and Co-ordination of meetings Mar 19 MHSM Archive capital project Manager Research funding options and secure identified funding streams
Roll-out the brand identity and toolkit Page 314 Page Page 92 Page Maintain project programme and deliver on time
52 Delivery of the exhibitions and events Delivery of exhibitions and events in-house and Mar 19 MHSM programme across the Council area and team
Collaborate with heritage venues access other museum collections Develop and deliver bi-annual learning programme
53 Improve visitor numbers to the Guildhall Increase visitor numbers to each venue by 5% Mar 19 MHSM and Tower Museum Increase number of participants in programme Increase participation in exhibitions, events and learning
75 54 Improve service effectiveness Maintain Tower Museum accreditation Mar 19 MHSM Curator Achieve accreditation for the Guildhall Archivist
Increase access to collections through programme, outreach and digitisation
Achieve Archive accreditation
Carry out visitor surveys
Review venue hire and pricing policy Review retail strategy Page 93 Page Page 315 Page 55 Continue partnership with Destined to Attend quarterly meetings alongside inspection Mar 19 MHSM develop FVR and care of collections Curator
Progress any funding applications re collections
56 Review of re-development of the Tower Scope out options for the Tower Museum Mar 19 MHSM Museum Research funding options
Co-ordinate with the community plan objectives
57 Continue staff development and delivery Produce annual training plan Mar 19 MHSM of volunteer programme Carry out annual appraisals
76 Develop the MVS volunteer and placement programme 58 Delivery of the co designed Arts & Delivery of Arts & Culture Strategy developed Ongoing ACM Culture Strategy (2017 -2022) through Co Design process
59 Servicing of co delivery mechanism Establishment and servicing of co delivery Ongoing ACM charged with implementing the Arts & mechanism between DCSDC and cultural partners Culture Strategy (2018-2023) 60 Ongoing delivery of the PHA funded Delivery based on programme agreed with the Ongoing AIC Access and Inclusion programme PHA Page 316 Page
Page 94 Page 61 Ongoing delivery of the ACNI funded Delivery based on programme agreed with the Ongoing until ACM/ADO Challenge Programme ACNI and including audience development, visual June 2018 s arts, festivals and youth engagement projects
62 Delivery of the cultural grant aid Delivery, monitoring and reporting on the cultural Ongoing ACM programmes and SLA arrangements with grant aid programmes (including Cultural Venues Millennium Forum and Access Improvement Programmes) and SLA arrangements.
63 Ongoing delivery of the 5 year strategy Delivery based upon the identified objectives and Ongoing ACM/VO for the Alley Arts & Conference Centre action plan within the strategy M
64 Implementation of continuous Maintaining for the Alley: Disability Equality Ongoing VOM improvement models for front line service Charter of excellence, Autism Friendly Venue delivery. status, Quest Accreditation, TNI accreditation
77 65 Delivery of Culture Night 2017/18 Completion of programmes Oct 2018 ACM/ADO programme and Disability Awareness Day s/AIC 66 Delivery of cross border audience DCSDC / DCC partnership project designed to Mar 19 ACM development pilot inform future potential Creative Europe application
67 Delivery of ACNI Arts & Older People Delivery based on programme agreed with the Aug 18 ADO Project ACNI
68 Public Artwork Maintenance Establishment of agreed H&S and maintenance Sept 18 ACM/ADO regime for DCSDC public artwork s Page 95 Page Page 317 Page 69 Year of Youth Contribution of A&C team to the development of Mar 19 A&C and the YoY programme F&E team
70 Festival Support Ongoing support for external festivals including Mar 19 ADOs/AIC Ubuntu and TADA 71 Delivery of Core Programme of Tier 1 NW Angling Fair, City of Derry Jazz Festival, Mar 19 FEM and Events Strabane Lifford half Marathon, Summer Jamm, Team Foyle Maritime Festival, Waterside Half Marathon, Sperrins Killeter Walking Festival, Culture Night, Halloween Derry and Strabane, Autumn Harvest Festival, Craft Fair, Christmas Switch On Derry and Strabane, Festive time Programme, Wild Water Event (N’stewart), St Patricks Day Spring carnival Derry and Strabane, Ubuntu, Mayors Tea Dances,
78 72 Manage and administer Community Develop, assess, award, administer and manage Mar 19 FEM Festival Fund the allocation of Community Festivals Fund £120,000
73 Manage and administer Headline Events Develop, assess, award, administer and manage Mar 19 FEM Fund the allocation of Headline Events fund £218,000 estimated 8 projects
74 Implement a Festival and Events Strategy Set up of Strategy Sessions for staff and awaiting Mar 19 FEM including cost analysis and benchmarking results of Tourism and Arts and Culture Strategy for next stage development Page 318 Page Page 96 Page 75 Develop skills and capacity for both staff Organised group training in the following areas, Mar 19 FEM and and external organisations in event Event Control, CCTV, Event Health and Safety, Event management and delivery External – Radio training, Financial Management, Safety Events Mentoring across Officers 76 Development of an extensive staff list for Jobs and rates approved through unions and Apr 18 FEM and events working council. HR
77 Increase the number of programmed Increase in business and private sector Ongoing F&E Team activity organised by wider business and engagement and programme development across community reps during core events council core events.
78 Develop content across all programmes Engage and manage multi-cultural content across Ongoing Event Co- that will help showcase world cultures and core council events. Work with ethnic minority ordinators ethnic minority cultures. and community groups re content development.
79
Page 97 Page Page 319 Page
80 3.5 Measures of Success and Performance
During 2018/19, we will be continuing to work to establish baseline and benchmarking information in order to promote continuous improvement. The following performance indicators/measures and targets have been identified for 2018/19.
Outcome / Service Improvement Objective Performance Measure/Indicator 2016/17 2017/18 2018/19 Reference Performance Performance Target
Deliver NIBSUP (Pre-Start) Number of business plans 244 214 214 Page 320 Page
Page 98 Page Deliver Business Boost Number of Jobs created 140 140 140 Programme (Start-Up and Number of Jobs Created N/A 272 Jobs 130 Jobs Growth) Promoted Promoted
Deliver City Start No. of programme participants N/A - 10 Programme No. of programme participants 10 10 Deliver Designer Business Start-Up Programme No. applications 23 25 Deliver £10k Business Start-Up Challenge Deliver monthly Walled No. of Markets 8 10 11 City Market No. of traders 22 29 30
Deliver monthly Strabane No. of Markets 8 9 Market No. of traders 12 15
81 No. of event based Markets 5 6 Facilitate trading No. trading opportunities per event opportunities at events - Foyle Maritime Festival; including: - Halloween; - Summer Jamm, - 30 - Strabane Christmas Fayre; 29 30 - Strabane Christmas Switch On; 12 15 - Winterland Market (Derry) 22 25 10 15 29 35
Business referrals to Invest No. referrals 11 10 Page 99 Page Page 321 Page NI No. of referrals 11 10 Business referrals to Business Boost Engagement Panel members Provide 1:1 mentoring No. of businesses receiving mentoring 43 (up to Jan 120 No. mentoring days 2018) 350 116 days (up to Jan 2018)
National and International markets activated 4 4 5 (Boston, Philadelphia, New York, China, City of London)
82 Investor’s Forum Meetings hosted 4 4 4
No. of local companies recruited onto trade 5 7 10 mission programme 2018 (Boston and Philadelphia)
No. of diaspora ezines issued 1 3 4
Number of animation events/workshops 14 workshops 36 workshops 30 workshops Number of calls and funding allocated 2 calls opened 4 calls opened 2 calls
Page 100 322 Page Page £322,869 £1,028,841 £1.2 million funding funding funding allocated allocated allocated 9 Letters of 29 Letters of 30 Letters of Offer Offer Offer Match fund 3 ESF Projects 3 3 3
Host 4 Local ESF Forum Meetings 5 2 4 Establish a Learning City/Region Working Group N/A N/A 1 Deliver a local digital apprenticeship marketing N/A N/A 1 campaign No of social clause initiatives 4 4 4 Scope 4 City Growth Deal skills projects N/A N/A 4
83 Number of formal participants (cumulative from 0 169 1500 1st April 2016 – 30th June 2021) in the PEACE IV participants Programme who have completed baseline evaluation and monitoring. (2060 CYP, 1548 BPR, SSS 1260 = 4868 total by 30th June 2021) % of projected spend submitted in claims to 100% TBC 100% of SEUPB for the current financial year. £1,558,492 (2016/17 £64,466.80; 2017/18 £746,072.67; 2018/19 £1,558,492.52; 2019/20 ££2,040,755.44; 2020/21 £1,816,938.24; 2021/22 £522,604.84)
M2 Deliver marketing Attendee numbers 395,686 290,769 +5% Page 101 323 Page Page campaigns for Festival & (additional to 77% avg Events Hotel Occupancy Average 77% avg FMF figures 80% avg M5 Increase digital & Increase social media reach & engagement 676,000 +5% +10% social media innovation across all marketing Website views 1,532,018 1,840,104 +20% campaigns M9 Management of the marketing & Number of enquiries (call centre and website) n/a n/a 8,400 communications campaign generated as a direct results of the marketing & for the NIBSUP communications campaign T4 Develop the Food and Number of local businesses supported by food events 66 107 120 Drink Experience Number of Visitors attended food events 47 50 55,000
84 T2 Develop the Walled City Number of visitors to heritage venues supported 99,655 106,000 147,000 Experience by heritage animation fund MVS4 Total number of visitors to the Guildhall 335,430 345,734 +3% +5% Total number of visitors to the Tower Museum 23,065 22,648 +1.8% Total number of participants in Museum & Visitor Service programme of exhibitions, events and activities FE1 Delivery of Core Total number of attendees 395,686 258,600 (no 42,000 Programme of Tier 1 clipper in this Events Total Number of Participants 8,052 year)
FE2 Increase the number of Total number of private/community enterprise 457/273 452/272 (no 500/300 Page 102 324 Page Page externally programmed providing programme content clipper) during core events AC3 Increase Number of cultural venues with disability charter 0 6 21 mark status AC6 Increase Total footfall – Alley 90,450 95,393 95,393 AC6 Increase Total audience - Alley 16,884 20,936 21,000 AC5 Increase Total Footfall – Cultural Venues 6,701 TBC 7,000 AC5 Increase Total audience – Cultural Venues 679,967 TBC 700,000 AC8 Increase Culture Night Venue Participation 25 40 45 AC8 Increase Culture Night Audience Figures 2813 5840 7000 AC3 Increase Culture participation from pan disability 12,000 15,000 17,000 community in arts and culture activity AC3 Increase Access for All membership scheme in arts and 3 5 8 culture venues
85 4 Risk Management
4.1 Risk Register
A copy of the Directorate’s Risk Register has been attached as Appendix 1.
5 Section Four - Contacts
Stephen Gillespie Director of Business & Culture Page 103 325 Page Page [email protected] Ext. 6900
Kevin O’Connor Head of Business [email protected] Ext: 6992
Aeidin McCarter Head of Culture [email protected] Ext 6945
86 Louise Breslin Business Development Manager (BDM) [email protected] Ext: 6916
Tina Gillespie Skills Manager (SM) [email protected] Ext: 6655
Rosalind Young Investment Manager (IM) [email protected] Ext: 6662
Page 104 326 Page Page Sue Divin PEACE Programme Manager (PPM) [email protected] Ext: 8218
Deirdre Harte Rural Development Manager (RDM) [email protected] Ext: 6948
Paul Jackson Digital Services Manager (DSM) [email protected] Ext: 6610
Colm Begley Web and Systems Development Manager (W&SDM) [email protected] Ext 6630
87 Jennie Peoples Marketing Manager (MM) [email protected] Ext 6720
Michelle Murray / Margaret Edwards Visitor Services Manager (VSM) [email protected] Ext. 8306 [email protected] Page 105 327 Page Page Jennifer O’Donnell Tourism Manager (Acting) (TM) [email protected] Ext 6924
John Kerr Arts and Culture Manager (ACM) [email protected] Est 4225
Jacqueline Whoriskey Festival and Events Manager (FEM) [email protected] Ext 6926
88 This page is intentionally left blank
Page 328 Agenda Item 11
Title of Report: Officer Presenting: Lead Human Resources Officer Interim Negotiating and Consultation Forum for Local Government Author: Lead Human Resources Officer
1. Purpose of Report/Recommendations
1.1 The purpose of the report is to seek Members approval to endorse the attached draft operating framework for a regional Interim Negotiating and Consultation Forum for Local Government. (Appendix 1)
2. Background
2.2. In April 2015 the Local Government Reform Joint Forum was dissolved by the then Minister for the Environment and responsibility was delegated to the Local Government Staff Commission to consider appropriate negotiating and consultation arrangements for the Local Government in Northern Ireland going forward.
2.3. The Labour Relations Agency have been facilitating discussions between Management Side and Trade Union Side and 8 Northern Ireland Councils have indicated a willingness to take part in discussions about a regional approach to the consultation and negotiation on certain employee relations matters.
3. Key Issues
3.1 To date facilitated meetings have taken place attended by Management representatives and Trade Union representatives and a draft framework has been developed.
4. Financial, Equality, Legal, HR, Improvement and other Implications
4.1 There are no financial implications associated with this report.
5. Recommendations
Page 329 5.1 It is recommended that Members endorse the draft Operating Framework and grant approval for the Lead Human Resources Officer to participate in the Regional Forum.
Background Papers
Interim Negotiating and Consultation Forum for Local Government (Appendix 1).
Page 330 INTERIM NEGOTIATING and CONSULTATION FORUM For LOCAL GOVERNMENT
AGREED OPERATING FRAMEWORK
Spring 2018
Page 331 CONTEXT FOR THE INTERIM NEGOTIATING AND CONSULTATION
FORUM
1. Following the creation of 11 new Councils in 2015 discussions have been held involving a number of Councils, the Local Government Staff Commission, the Labour Relations Agency and the 4 main unions in Local Government to explore the possibility to agreeing a negotiating framework to deal with a number of key priority issues on a collective basis.
2. The Councils which have expressed an interest in exploring this concept further are listed in Appendix 3. It is noted that other Councils may voluntarily agree to being included at a later stage. The unions involved are also listed alphabetically in Appendix 3.
3. In January 2018 an initial informal meeting examined the potential for such a forum, considered in broad terms the benefits of such an approach, including a number of issues which may be suitable for joint discussion and possible agreement.
4. It is recognised that technically the Northern Ireland Joint Council for Local Government Services (NIJC) and the Joint Negotiating Committee for Chief Executives of Local Authorities in Northern Ireland (JNC) remain in place, although all sides recognised that their effectiveness and relevance over recent years could be improved.
5. The level of joint discussion and engagement between Local Councils and Unions outside of the Local Government Reform Joint Forum (LGRJF) has been minimal, with all discussions now taking place at local level. It is recognised that this often replicates work across many Councils, with repetitive debates and attempts to resolve difficulties.
1 Page 332 6. In an effort to explore whether there were issues of mutual concern which could be considered on a collective basis it was agreed to initiate a process to contemplate setting up a forum to examine this in more detail.
7. It is important to emphasise that it is recognised by all sides involved in this process that the terms and conditions of Local Government employees are determined through National Joint Council negotiations and agreements and that nothing agreed in this local Interim Negotiating and Consultation Forum can in any way undermine those agreed NJC terms and conditions. It is recognised that a number of employees transferred to Councils under TUPE and the terms and conditions of those staff are therefore protected by TUPE legislation.
8. A list of those issues which may benefit from joint discussion and a collective agreed way forward is contained in Appendix 4.
9. It is accepted that the work of the Interim Negotiating and Consultation Forum will not in any way undermine the work undertaken on an ongoing basis at local level.
10. It is agreed that the Interim Negotiating and Consultation Forum will be revisited after 12 months to ensure its effectiveness, consider improvements and develop, if appropriate, a more formalised arrangement.
11. It is also acknowledged that the work of the Forum will adhere to Section 75 obligations, relevant Public Service Commission Principles and all LGRJF agreed policies which remain appropriate.
REMIT OF THE INTERIM NEGOTIATING AND CONSULTATION FORUM
12. The remit of the Interim Negotiating and Consultation Forum is outlined below:-
2 Page 333 Consider the issues listed at Appendix 4 with a view to exploring the possibility of reaching joint agreements which may apply across the Councils which are involved in the Interim Negotiating and Consultation Forum;
Consider HR policies on a collective basis with a view to reaching agreement. (See Appendix 4).
Consider any other issues which may be jointly agreed as the work of the Forum develops.
SCOPE
13. The Scope of the Interim Negotiating and Consultation Forum extends to all staff employed in Local Government covered by the participating Councils at this point, the 4 named unions and any further staff who may be transferred to Local Government in those participating Councils during the lifetime of the Forum.
VALUES
14. There is agreement from all sides that a commitment to industrial relations principles are firmly rooted in the process of reaching agreements.
The following values will underpin the working relationship between the members of the Interim Negotiating and Consultation Forum:-
Mutual trust, honesty and respect Openness and transparency in communications Recognising and valuing the contribution of all partners Timely access and sharing of information Consensus, collaboration and inclusion with the aim of reaching agreed joint positions, where possible
3 Page 334 Maximising employment security Full commitment to good employment practice The right of stakeholders on each side to be involved, informed and consulted
OPERATING FRAMEWORK AND OPERATING ARRANGEMENTS
15. The Operating Framework and Operating Arrangements are outlined fully in Appendix 1 and Appendix 2 respectively.
COMPOSITION
16. It is acknowledged that in order to facilitate trust and relationship building an interim arrangement will apply in an effort to achieve maximum success and create the positive conditions for the consideration of broadening the remit and scope of the Forum.
17. In the interim the Forum will be chaired, at least in the initial period, by a representative of the Labour Relations Agency.
18. At this stage the Management Side will be represented by HR Managers from each of the participating Councils and representatives of the Solace Group, up to a maximum of 10 people.
19. At this stage Trade Union Side will consist of 2 representatives from each of the 4 unions.
REVIEW OF INTERIM NEGOTIATING AND CONSULTATION FORUM
20. A review of the operation of the Interim Negotiating and Consultation Forum will be carried out 12 months after its first meeting. This review will include the terms of reference, remit, scope, composition, effectiveness, participants, the
4 Page 335 potential to develop agreed dispute arrangements and any shortfalls in the operation of the Forum in the preceding 12 months.
5 Page 336 APPENDIX 1 – OPERATING FRAMEWORK
RULES AND PROTOCOLS
All Members of the Interim Negotiating and Consultation Forum
21. The role of the representatives of each side is to ensure that the views of their constituent members are effectively presented in negotiations and discussions and where agreement is reached to ensure that this is implemented by all parties concerned.
22. Each side shall appoint a Side Lead and a deputy from amongst their respective Interim Negotiating and Consultation Forum members.
23. The Trade Union Side shall have 4 Joint Secretaries, one from each union and the Lead Trade Union Side Secretary shall be from the largest union. The 4 Joint Secretaries shall work closely together on all issues to ensure that the collective voice of Trade Union Side is maintained at all times.
24. The Side Leads role is to ensure timely responses to documents, agree minutes after consultation with respective colleagues, and agree agenda items for future meetings following consultation with colleagues.
25. Any agreed communications issued jointly will be signed by each of the 4 Trade Union Joint Secretaries as well as the appropriate Management Side representative(s).
26. The Lead Trade Union Side Secretary may, with the agreement of the other Joint Secretaries, issue correspondence on behalf of the 4 unions, representing a single voice
6 Page 337 SUBSTITUTES
27. Any member may be represented at meetings of the Interim Negotiating and Consultation Forum by a substitute with full powers, provided that substitute has been properly appointed and notified to the 2 Side Leads, subject to the numbers outlined under “Composition” in the main document.
SUB-GROUPS
28. The Interim Negotiating and Consultation Forum may establish sub-groups as required. These sub-groups will report to the Interim Negotiating and Consultation Forum. Management Side will be entitled to up to 4 members in any sub-group. Each union will have one member each, entitled to attend.
29. The quorum for sub-groups shall be 2 from each side.
30. From time to time it may be agreed that individuals with specialist knowledge attend sub group meetings who are not members of the Interim Negotiating and Consultation Forum, provided they serve only in a consultative capacity.
VACANCIES
31. Each side shall be responsible for appointing new members for any vacancies which may arise.
CONFLICTS OF INTEREST
32. It is not anticipated that conflicts of interest will arise, but where it does, the individual member has a personal responsibility to declare that and take appropriate action. The 2 Side Leads shall be consulted as necessary.
7 Page 338 AGREEMENTS
33. As the work of the Interim Negotiating and Consultation Forum develops it is anticipated that greater clarity shall be required on what happens when agreement on a particular issue is reached. Individual Unions will need to agree their own positions before a collective union position is adopted. In the initial stages Joint Agreements reached shall be categorised in one of the following ways:-
(i) Guidelines to be issued to the participating Councils as good practice;
(ii) Interim agreement reached, subject to individual Council deliberation and approval;
(iii) Interim agreement reached, with a clear joint recommendation supporting its adoption from the Interim Negotiating and Consultation Forum included for Council agreement.
34. In the period ahead further consideration will be given to drawing up a set of proposals for Councils to consider, which would empower Council officials to reach agreement at the Negotiating Forum, within certain parameters, without the need to seek Council agreement in each and every occasion.
DISAGREEMENTS
35. In the absence of agreement on any particular issue this would be referred back for local consultation within each Council.
36. It is envisaged that over time there will be a need to consider this issue in more detail in the context of a more formal and permanent Negotiating Forum.
8 Page 339 APPENDIX 2 – OPERATING ARRANGEMENTS
INDEPENDENT FACILITATOR/CHAIRPERSON
37. The Interim Negotiating and Consultation Forum shall be chaired, at least in the initial stages by a representative from the Labour Relations Agency.
38. It is envisaged that the Chairperson will facilitate effective and efficient use of time allocated to meetings. They will also foster and encourage positive engagement from all sides, in line with good industrial relations practice.
39. Should any issues of dispute arise the Chairperson may seek to engage with the Side Leads in an effort to resolve the situation.
40. This arrangement shall continue until such times that an alternative has been jointly agreed by all sides.
SECRETARIAT
41. The situation regarding a secretariat shall not be determined at this stage, but may form part of the discussion as the Interim Negotiating and Consultation Forum develops or at the review stage as it is recognised that resourcing is an important consideration.
42. In the meantime each side shall be responsible through the Side Leads for agreeing agenda items, issuing the agenda, arranging dates for meetings and issuing papers for discussion.
43. Agreement will be reached at the initial meeting of the Interim Negotiating and Consultation Forum in respect of the arrangements for taking minutes and circulating agreed action points at meetings. It was agreed that approaches would be made to the Local Government Staff Commission to explore the possibility of obtaining administrative assistance in the short term.
9 Page 340 44. A schedule of meetings will be agreed at the initial meeting of the Interim Negotiating and Consultation Forum to cover the first 6/12 months(?).
QUORUM
45. As there will be no formal voting at this stage within the Interim Negotiating and Consultation Forum the issue of a quorum is more a question of a sensible approach to business. On that basis a quorum will consist of at least 50% of unions being present and 50% of Councils represented.
SIDE MEETINGS
46. Side meetings shall be facilitated prior to the main Interim Negotiating and Consultation Forum meetings and any sub-group meetings which may be arranged.
CONDUCT AT MEETINGS
47. Meetings will be conducted at all times in a courteous and professional manner. Even when robust exchanges may occur from time to time these will always be conducted in a respectful way. The Chairperson shall have the authority to intervene, as he or she sees fit and may discuss any matter with the Side Leads if so desired.
DISCLOSURE OF INFORMATION
48. Disclosure of information will, as a minimum, be in accordance with the Labour Relations Agency’s Code of Practice on Disclosure of Information to Trade Unions for Collective Bargaining Purposes issued in November 2006.
10 Page 341 DECISIONS
49. All decisions of the Interim Negotiating and Consultation Forum will be issued to each constituent group, signed by the appropriate Leads, clearly outlining the status of the agreement or decision made.
EXPENSES
50. Except where otherwise agreed by the Interim Negotiating and Consultation Forum, each Side shall be responsible for their own expenses. Should local representatives attend the Interim Negotiating and Consultation Forum or any of the sub-groups the usual agreed local arrangements will apply.
11 Page 342 APPENDIX 3
PARTICIPATING COUNCILS (IN ALPHABETICAL ORDER)*
Ards and North Down Armagh, Banbridge and Craigavon Causeway Coast and Glens Derry City and Strabane Fermanagh and Omagh Lisburn and Castlereagh Mid Ulster Newry, Mourne and Down
* This list may be added to at a later point
TRADE UNIONS INVOLVED (IN ALPHABETICAL ORDER)
GMB NIPSA SIPTU UNITE
12 Page 343 APPENDIX 4
ISSUES TO BE CONSIDERED BY INTERIM NEGOTIATING AND
CONSULTATION FORUM
1. Job Evaluation
The nature of discussions would include consideration of and agreement on:-
a) Local conventions b) A consistent approach to dealing with job evaluations (including individual requests); and c) Job Evaluation Appeals mechanism
2. Local Government Reform issues including TUPE
Discussions would involve consideration of how Councils progress differences in terms and conditions and other ongoing Local Government Reform issues e.g. the status of previous LGR guidance documents and circulars such as vacancy control, filling posts procedure etc.
3. Employment Policies
Development of model employment policies and model Local Industrial Relations Frameworks for implementation locally within Councils
4. Government Policies
Developing a representative response to Government consultations on behalf of the respective organsiations.
* Other issues may be included as the work of the Forum develops
13 Page 344 Agenda Item 12
Title of Report: Officer Presenting: Lead Human Resources Officer Workplace Alcohol and Drugs Policy Author: Lead Human Resources Officer
1. Purpose of Report/Recommendations
1.1 The purpose of the report is to seek Members approval for the adoption of a new Workplace Alcohol and Drugs Policy.
2. Background
2.1 Derry City and Strabane District Council is committed to providing a safe and healthy work environment for its employees. It requires employees to be responsible for their own health and safety and the health and safety of others.
2.2. The Council also aims to actively promote the health and wellbeing of its employees and will provide health information and support through its BeWell initiative which focuses on the physical, mental, and social wellbeing of employees.
2.3. The misuse of alcohol and drugs can lead to significant costs and risks in terms of accidents, sickness absence and impaired performance.
3. Key Issues
3.1 The policy defines the roles and responsibilities for all employees in relation to alcohol and drugs. It also provides a framework for employees to seek support for an alcohol or drugs related problem. It provides guidance for managers to support an employee in addressing such a problem and where required, to appropriately manage unsatisfactory conduct, performance or attendance where alcohol and drugs is a contributing factor.
3.2 The policy also includes the opportunity for with Cause Alcohol and Drugs Testing which may be conducted if a manager is suspicious that an employee has reported for duty under the influence of alcohol or drugs.
3.2 A programme of training on the Policy for Line Managers and awareness sessions for all employees will follow. Page 345 4. Financial, Equality, Legal, HR, Improvement and other Implications
4.1 It is estimated that the financial implications associated with this policy are in the region of £2,000. This includes costs associated with training and the With Cause Testing.
4.2 The Policy has been screened out for equality purposes.
5. Recommendations
5.1 It is recommended that Members consider and adopt the Workplace Alcohol and Drugs Policy.
Background Papers
Workplace Alcohol and Drugs Policy (Appendix 1)
Page 346 WORKPLACE ALCOHOL AND DRUGS POLICY
1. Purpose
1.1 Derry City and Strabane District Council is committed to providing a safe and healthy work environment for its employees. It requires employees to be responsible for their own health and safety and the health and safety of others.
1.2 The Council also aims to actively promote the health and wellbeing of its employees and will provide health information and support through its BeWell initiative which focuses on the physical, mental, and social wellbeing of employees.
1.3 The misuse of alcohol and drugs can lead to significant costs and risks in terms of accidents, sickness absence and impaired performance.
1.4 The policy defines the roles and responsibilities for all employees in relation to alcohol and drugs. It also provides a framework for employees to seek support for an alcohol or drugs related problem. It provides guidance for managers to support an employee in addressing such a problem and where required, to appropriately manage unsatisfactory conduct, performance or attendance where alcohol and drugs is a contributing factor.
2. Scope
This policy applies to all employees of the Council including agency workers, casual workers and volunteers. It also extends where relevant to contractors who are carrying out work on behalf of Council.
3. Roles and Responsibilities
3.1 Employees
Employees must be familiar with and comply with this policy at all times. Failure to comply with any aspect of the policy may result in disciplinary action.
Page 347 Employees should be aware of their responsibilities under the Council’s Code of Conduct policy to maintain conduct of the highest standard such that public confidence in their integrity is sustained. They must not engage in any activity outside work which could have the potential to bring the Council into disrepute.
Employees must ensure they do not report for work under the influence of alcohol or drugs.
Employees must not consume alcohol or drugs while at work including during rest or meal breaks or if away from work premises. In exceptional circumstances the Chief Executive may approve the consumption of alcohol at corporate functions.
Employees are reminded that dealing in or possession of illegal drugs is a criminal offence and will be reported to the PSNI. The employee will also be dealt with under the Council’s Disciplinary Procedure.
Employees should avail of opportunities to increase their awareness of the effects of alcohol and drugs on their work and health. These are available through the Council’s BeWell initiative.
Employees are encouraged to seek help if they are concerned about their own alcohol consumption or drug misuse. Support can be accessed through Occupational Health via Human Resources, the line manager or directly to an outside agency.
Employees should check whether any drug(s) they are taking as prescribed by a medical practitioner or otherwise may affect their performance, conduct and/or attendance. If they are unsure, they should seek medical advice from their GP. They should also inform their line manager who may request further advice from Occupational Health. Employees are not obliged to disclose to their manager the actual medical condition being treated.
Employees should raise with their line manager or Human Resources their concerns about a colleague whom they believe may require assistance or advice about their use of alcohol and/or drugs. Employees must report concerns about a colleague where there is an impact on their health or ability to carry out their duties or they are a health and safety risk to themselves or others.
Employees suspected of alcohol or drugs misuse will be expected to co- operate with management. This may include testing and/or a referral to
2 Page 348 attend Occupational Health. Failure to co-operate may result in action being initiated based on the information and facts available.
3.2 Managers Roles and Responsibilities
Managers must be familiar with the policy and take appropriate action when required.
Managers must familiarise themselves with the evidence, symptoms and behaviours associated with alcohol/drug misuse (appendix 1)
Managers must act sensitively and in a confidential manner as far as is legitimately and legally possible when discussing drug and alcohol related problems with employees.
Managers must seek advice from Human Resources who may contact the Occupational Health service.
Managers must maintain records and retain information in relation to any incidents involving misuse of alcohol or drugs. This information will contribute to future decisions on management processes which may be appropriate in dealing with the problem.
Managers must advise the employee that they are implementing this policy and provide them with a copy for their information.
Managers must explain that the Council will make every reasonable effort to provide assistance, advice and treatment where appropriate.
Managers are required to be aware of the legal considerations/obligations surrounding drugs and alcohol at work, especially the duty to provide a safe workplace (appendix 2)
Managers are expected to set a good example to employees by their conduct and compliance with the policy.
Managers should ensure that employees understand what is expected of them under the policy.
Managers should be alert to and monitor changes in performance and attendance, sickness and accident patterns and intervene early where an employee’s behaviour shows signs of alcohol or drug misuse. Where appropriate they should contact Human Resources for assistance and advice.
3 Page 349 Managers should liaise with Human Resources in relation to initiating disciplinary action when appropriate.
Managers must ensure that they seek authorisation from Human Resources and a relevant Director or Head of Service before progressing testing.
3.3 Human Resources Roles and Responsibilities
The Human Resources section will:
Ensure new employees as part of the induction process are made aware of and understand the requirements of the policy.
Provide awareness sessions for employees on the Workplace Alcohol and Drugs policy.
Provide advice and guidance to managers in dealing with matters related to alcohol and drug misuse.
Provide appropriate training for managers to ensure effective implementation of the policy.
Make referrals to the Council’s Occupational Health Service when appropriate.
Signpost employees to relevant agencies and support services where they can seek help on alcohol and drug related matters.
Act as key contact with the external provider carrying out testing.
Review policy and procedures annually, in agreement with Trade Unions, to evaluate effectiveness.
4. Employee affected by alcohol or drugs while on duty
If there are reasonable grounds to believe that an employee is affected by alcohol or drugs when reporting for, or whilst on duty, the manager should express his/her concerns to the employee.
4 Page 350 Where it is believed that an employee is affected by alcohol or drugs, the employee must not be permitted to continue to work. This will involve them being suspended from duty.
Prior to leaving the workplace the employee may be subject to testing in order to substantiate, or refute the allegation that the employee is unfit for work.
The manager should advise the employee that they must not drive. The manager in exercising judgment and duty of care should make appropriate arrangements for the employee to be taken home.
Following detailed investigations and discussions with the employee when he/she returns to work disciplinary action may be initiated.
Careful consideration will be given as to whether this is a one-off incident or linked to an ongoing alcohol or drugs problem where it may be necessary to apply the guidance outlined in Section 5.
5 Employee with an alcohol or drug related problem which affects his/her work
Where there are reasonable grounds to believe that an employee’s ability to carry out his/her job is affected by alcohol or drugs, the manager should meet the employee at the earliest opportunity. The meeting should explain the reasons for the concern and begin to investigate the cause of the problem (guidelines for interviewing an employee who appears to be affected by alcohol or drugs in the workplace is attached in appendix 3)
Managers should maintain records of discussions with employees and retain information in relation to performance and/or conduct where there is cause to believe an employee may have a problem with alcohol or drugs. This information will contribute to future decisions regarding the outcome of treatment or whether other management processes may be appropriate in dealing with the problem.
Where it is deemed that the employee may have an ongoing problem which is related to alcohol or drugs, the manager should seek advice from Human Resources who will refer the employee to the Council’s Occupational Health service. The employee’s agreement for this referral should be obtained, however this is not essential. Employees are expected to comply with any referral for professional assessment and/or treatment deemed appropriate by
5 Page 351 Occupational Health. The employee will be expected to give their consent to progress reports from their treatment provider being sent to Occupational Health.
To assist in the assessment of the employee’s condition, Occupational Health may need to carry out appropriate tests to enable them to provide an informed report to the Council. This will be done in accordance with good Occupational Health practice and legal requirements.
The employee must also be advised that he/she may be subject to testing.
6. With Cause Alcohol and Drugs Testing
6.1 With Cause Alcohol and Drugs Testing may be conducted if a manager is suspicious that an employee is currently under the influence of alcohol or drugs. Before testing is carried out this must be authorised by a Director or Head of Service and a senior Human Resources professional, unless in exceptional circumstances where this is not practicable.
6.2 Testing may be conducted in the following circumstances. - Abnormal behaviour (appendix 1) - Discovery or possession of alcohol, drugs or associated paraphernalia. - Signs of current intoxication - A workplace incident, accident or complaint.
If a testing process is invoked the employee will continue to be supervised and will remain within a private area deemed suitable for testing.
6.3 The Council will appoint an external provider to manage the testing process. However the initial test will be carried out by an appropriately trained Council Officer who will explain the process to the employee and obtain their written consent. Testing may be carried out for alcohol, drugs or both if deemed appropriate. Failure to co-operate may result in action being initiated based on the information and facts available.
6.4 An employee may be accompanied by a work colleague or trade union representative during testing. However, if it is not reasonably possible for the nominated representative to be present testing will still continue. The Tester will carry out the testing in line with the external provider’s guidelines.
6.5 If the initial testing provides positive results the manager should advise the employee that they must not drive. The manager in exercising judgment and
6 Page 352 duty of care should make appropriate arrangements for the employee to be taken home.
6.6 Following detailed investigations and discussions with the employee when he/she returns to work disciplinary action may be initiated.
6.7 Careful consideration will be given as to whether this is a one-off incident or linked to an ongoing alcohol or drugs problem where it may be necessary to apply the guidance outlined in Section 5.
7. Return to Work
Where the employee has undertaken treatment, a return to work can be facilitated after Occupational Health has advised of fitness. Any return to work will be conditional on the employee complying with the policy, agreeing to any appropriate treatment and review, and all outstanding issues having been addressed. A timetable on method of review and monitoring should be discussed with Occupational Health and agreed with the employee. This should form a condition of his/her return. The review will be for an agreed period not exceeding 6 months whether or not there has been a return to work. During this time, the employee’s compliance and progress will be monitored. Employees are encouraged to avail of the treatment and support available. Derry City and Strabane District Council acknowledges that relapse is a possibility; should this happen intervention and referral to Occupational Health will be applied immediately.
It should be noted that any absence/treatment associated with an alcohol or drugs problem will be regarded as sick leave and the employee will be paid in accordance with the Council’s sick pay scheme.
8. Disciplinary Action
In seeking to apply this policy, there may be circumstances when disciplinary action will be necessary. Where appropriate, any issues arising from this policy, including the level of co-operation from the employee will be taken into consideration in the application of the Disciplinary Procedure. Employees are therefore encouraged to co-operate with this policy at all stages.
9. Confidentiality/Data Protection/Privacy Impact Assessment ???
7 Page 353 Council will comply fully with its obligations under the GDPR and other relevant legislation pertaining to the safe handling, storage, retention and disclosure of information.
10. Review
This procedure will be reviewed in 12 months and, if necessary, revised in consultation with recognised Trade Unions.
8 Page 354 Agenda Item 13
Title of Report: Officer presenting: Lead Democratic Services & Improvement Officer Findings of Councillor Satisfaction Survey 2018 Author: Democratic Services Officer
1 Purpose of Report/Recommendations
1.1 To brief Members on the findings of the Councillor Satisfaction Survey 2018 and obtain approval for the associated Action Plan.
2 Background
2.1 In line with Council's ongoing commitment to provide high quality services and continual improvement, surveys are issued in many sections within Council to ascertain customer satisfaction levels with the services provided by Council and to identify areas of improvement.
2.2 An annual survey was issued to Members on areas of support provided and the findings are attached (Appendix 1).
2.3 Arising from the findings of the survey, an action plan has been compiled to achieve improvements on the support services provided to Members by the Democratic Services and Improvement Unit (DSIU) (Appendix 2).
3 Key Issues
3.1 Of the total 40 Members, 36 Members completed the survey; this equates to an 90% return rate.
3.2 The following performance indicator was listed within the DSIU Service Delivery Plan 2017/2018 - 85% Elected Members satisfaction with Member support and development activities (inc. Committee Servicing, Mod Gov., Member Support and Learning and Development). The actual level of overall average satisfaction achieved was 100%. (Specific ratings against each area of support are provided in the Findings Report attached).
3.3 The feedback received was generally very positive and constructive.
Page 355 3.4 The areas of improvement which relate to the services provided by the DSIU and
which were raised by more than one Member have been Included in the attached action plan.
3.5 Areas of improvement which are not within the responsibility of the DSIU have been forwarded to the relevant Officer for action - these include:
- Heating and acoustics in the Guildhall Chamber.
- Review of the number and subject matter of Motions accepted at Council.
- Internet Access in Members Room in Strabane offices.
- Eliminating overspill noise from Main Hall in Guildhall into Chamber when meetings are taking place.
4 Financial, Equality, Legal, HR and Other Implications
4.1 All improvements identified and included in the draft Action Plan can be accommodated with existing budget allocation.
5 Recommendations
5.1 To note the findings of the Councillor Satisfaction Survey 2018.
5.2 To approve the Action List arising from the areas of improvement identified from these findings.
Page 356 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
Findings of Councillor Satisfaction Survey 2018
Councillor Participation: No 36 Surveys returned – 90% return rate.
DSIU Performance Target: DSIU Service Plan Target – 85% of Elected Members satisfied with Member Support and Development Activities.
Page 357 Page Average Satisfaction Rating based on returns – 100% Level of Satisfaction across all Areas of Support Assessed Area of Support Members Satisfied or Very Satisfied Committee Servicing 100% Mod Gov 100% Member Support 100% Learning & Development 100%
Communication & Queries 97% Technical Support 100%
1 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
Levels of Satisfaction
Committee Servicing Very Satisfied No Opinion Dissatisfied Very Satisfied Dissatisfied The adequacy of the advance notice period for circulation 64% 36% of the Meeting Packs for meetings. The format and level of details of Officer Reports to 44% 56% Council meetings. The procedure for submitting and processing Motions. 53% 39% 8%
The format of Minutes of Council meetings. 53% 47%
The procedure for receiving presentations/deputations to 50% 41% 3% 6%
Page 358 Page Council. The Council Chamber in the Guildhall (including heating, 38% 50% 6% 6% lighting and catering provision). The Council Chamber at Derry Road (including heating, 38% 53% 6% 3% lighting and catering provision). Please rate your overall satisfaction with the Committee 66% 34% Servicing Function. Modern Gov. Very Satisfied No Opinion Dissatisfied Very Satisfied Dissatisfied The notification process for meetings i.e. the E-mail 55% 39% 6% notification from Modern Gov.
The format of the Meeting Pack. 56% 44%
The Supplement Meeting pack (for late/new items) 50% 47% 3%
The accessibility of the Mod.Gov App. 50% 50%
Please rate your overall satisfaction with the Modern Gov. 56% 44% system for the circulation and provision of Meeting papers.
2 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
Modern Gov Strongly Agree No Opinion Disagree Strongly Agree Disagree I require further training on accessing the complete 14% 19% 25% 28% 14% functionality of Mod Gov
List any additional documents that would be beneficial to Standing Orders make available to Members in the Electronic Library in Meeting calendar Mod Gov
Very Satisfied No Opinion Dissatisfied Very Webcasting of the Council Meeting Satisfied Dissatisfied Page 359 Page The webcasting of Council Meetings. 42% 47% 11%
Strongly Agree No Opinion Disagree Strongly Agree Disagree I regularly access the Webcast of the Council Meeting 19% 33% 17% 17% 14%
The webcasting of the Council meeting is a valuable tool to promote transparency in Council business and should 53% 39% 8% be continued.
3 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
Very Satisfied No Opinion Dissatisfied Very Member Support Satisfied Dissatisfied
The organisation of Conferences/Seminars 50% 39% 8% 3%
The processing of mileage and other financial claims 53% 19% 25%
The Corporate Diary facility 42% 42% 13% 3%
Assistance and Responsiveness of Staff to Member 67% 33% requests. Page 360 Page
Please rate your overall satisfaction with Member Support 78% 22% Services.
Very Satisfied No Opinion Dissatisfied Very Learning and Development Satisfied Dissatisfied
The identification of Learning and Development Needs 47% 50% 3%
Learning and development needs are adequately addressed 50% 47% 3%
The level of support provided in meeting all your learning and development needs. 50% 50%
The scheduling of Learning and Development activities. 42% 44% 8% 6%
4 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
The relevancy of Learning and Development activities. 48% 44% 8%
The volume of learning and development activities. 50% 44% 6%
Please rate your overall satisfaction with Member Learning and Development Services 58% 42%
Communication and Queries Very Satisfied No Opinion Dissatisfied Very Satisfied Dissatisfied Response time from the switchboard in answering your Page 361 Page call. 50% 47% 3%
Your call being answered by the correct Officer/Department. 53% 44% 3%
Your call is answered politely and professionally. 67% 33%
Response time from Officers returning your calls and messages. 28% 69% 3%
Information received from Officers is timely, relevant and helpful. 31% 69%
Please rate your overall satisfaction with the Communication to Members and response to queries. 33% 64% 3%
5 Derry City and Strabane District Council Councillor Satisfaction Survey Appendix 1
Technology Support Very Satisfied No Opinion Dissatisfied Very Satisfied Dissatisfied Adequacy and level of training provided to you on the operation of your device and other IT packages. 47% 47% 6%
Responses to requests for IT assistance. 47% 50% 3%
The level and availability of IT assistance at Council meetings. 47% 44% 6% 3%
Please rate your overall satisfaction with the Technology Page 362 Page Support provided to Members. 58% 42%
6 Appendix 2 Action Plan from Councillor Satisfaction Survey 2018 Support Area Area of Improvement Officer Responsible May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Member Services Provide access for Members to Members Calendar ICT/MMSO Mod Gov Provide training on accessing all functionality of Mod Gov; device functionality and access to the webcast. DSO/ICT Learning & Development Review the scheduling of training events to make make more accessible for Members who have other employment. DSO/MMSO Issue Post Evaluation Forms no later than 2 months after the event MMSO Communication Educate staff on corporate Telephone Etiquette ICSO Establish a mechanism for monitoring correspondence/email response times ICSO Page 363 Page This page is intentionally left blank Agenda Item 14
Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Reimbursement of Data Registration Fees Author: As above
1 Purpose of Report/Recommendations
1.1 To advise Members’ of the information received from the Department of Communities regarding the reimbursement of data registration fees.
2 Background
2.1 In December 2017, the ICO wrote to each Elected Member advising that every data controller who is processing personal information is required to register with the ICO unless exempt. Registration is a legal requirement.
2.2 The ICO also highlighted that Councillors who process personal data electronically, are usually required to register as they deal with constituency casework and respond to issues raised by their ward members and residents. They decide how personal data is processed and handled while they are carrying out their duties as elected representatives. There is a clear distinction between this type of processing to that done as part of the council’s statutory function which will be covered by the council’s data protection registration, for example when a councillor sits on a council committee. Further guidance for elected members can be found on the website www.ico.org.uk
2.3 Prior to determining Council’s position on this issue, advice was sought from the Department of Communities.
2.4 At the April Council meeting, an Elected Member sought clarification in respect of the Council’s position on the reimbursement of data registration fees and the advice that Council had sought.
3 Key Issues
3.1 The Department for Communities has advised that the Local Government Finance Act (Northern Ireland) 2011 Sections 31 to 36 and Local Government (Payment to Councillors) Regulations (Northern Ireland) 2012 set out the legal framework for payments to councillors. There is no provision therein to allow a council to reimburse councillors for annual registration fees. Page 365 3.2 The council has not sought its own legal opinion on the ability of the council to pay the fees on behalf of councillors and the Council’s Lead Legal Services Officer has advised that in the absence of advice to the contrary, Department for Communities guidance should be followed.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 There are no direct implications associated with this report
5 Recommendations
5.1 That Members note this report.
Background Papers
Page 366 Agenda Item 15
Title of Report: Officer Presenting: Lead Human Resources Officer Job Shadow Day Author: Lead Human Resources Officer
1. Purpose of Report/Recommendations
1.1 The purpose of this report is to update Members on a Job Shadow Day which took place on 25 April 2018.
2. Background
2.1 The Job Shadow Day initiative was developed by the Irish Association of Supported in Employment in 2008. It aims to bring together people with disabilities, employers and Supported Employment organisations to raise awareness and highlight the positive contribution disabled people and people from disadvantage situations make to the workforce.
3. Key Issues
3.1 The Council provided opportunities for 6 individuals to shadow employees at Skeoge Depot, City Cemetery, Brooke Park Leisure Centre and the Business and Culture sections.
4. Financial, Equality, Legal, HR, Improvement and other Implications
4.1 There are no financial implications associated with this report.
5. Recommendations
5.1 It is recommended that Members note Council’s participation in the Job Shadow Day
Background Papers
Page 367 This page is intentionally left blank Agenda Item 16
Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Irish Language Week 2018 Author: Policy Officer (Irish Language)
1 Purpose of Report/Recommendations
1.1 To update Members on the success of events which took place as part of Irish Language Week 2018 in the Derry City and Strabane District Council area.
2 Background
2.1 Irish Language Week (Seachtain na Gaeilge) is an annual event which takes place between 1st and 17th March. The festival was established by Conradh na Gaeilge in 1903 and has evolved into an international celebration of Irish language and culture. The festival, the aim of which is to encourage communities to organise events and activities which celebrate the Irish language, is now sponsored by the Irish Language Agency – Foras na Gaeilge. This year has also been designated Bliain na Gaeilge (The Year of the Irish Language) by Conradh na Gaeilge, a year- long celebration of the revival of the Irish language over the past 125 years.
2.2 Each year, in the lead-up to the festival, Derry City and Strabane District Council works with a range of partners within the Irish language community to create a shared programme of events to celebrate Irish language week. The programme combines both Council-run events and additional events run by groups, schools and organisations within the local community. Most of these events are resourced voluntarily without financial support although in recent years, Conradh na Gaeilge has established a limited support fund offering small grants of up to a maximum of €250 for eligible applicants.
2.3 Whilst Derry City and Strabane District Council does not have a dedicated budget for the festival, in-kind support is made available. This year, the Mayor made additional monies available for Irish Language Week events, and details of these events are provided later in this report.
Page 369 2.4 A number of organisations worked collaboratively to create the Irish Language Week programme including, but not restricted to: local Irish language organisations such as Cultúrlann Uí Chanáin (Derry) and Conradh na Gaeilge (Strabane); Ulster University; Irish medium schools; English medium schools in which Irish is taught as a subject; sporting organisations such as the GAA; and indeed Derry City and Strabane District Council.
2.5 Details are provided below of signature events which were organized by Derry City and Strabane District Council:
‘Lúcháir Leabhar’ (The Delight of Books) – Mayor’s Initiative to celebrate Irish Language Week, World Book Day and the Year of Irish 2018: To celebrate Irish Language Week 2018, World Book Day and indeed the Year of Irish 2018, the Mayor of Derry City and Strabane District, Councillor Maolíosa McHugh hosted an interactive storytelling event in the Irish language for children attending Irish medium schools in the Derry and Strabane area entitled Lúcháir Leabhar (The Delight of Books). A total of 98 pre-school children and 108 primary school children attended the event and the feedback from schools was enormously positive.
‘Insintí na nDéantán’ (The Story of Things) Schools Exhibition: Derry City and Strabane District Council partnered with St Mary’s College in Derry and Coláiste Feirste in Belfast to develop and deliver Insintí na nDéantán (The Story of Things), an Irish language research project which culminated in the creation of an exhibition featuring artefacts and submissions in the written word by participating schools. The exhibition remains open at St Mary’s College until May 2018.
St Patrick’s Day Spring Carnival - Language Quarter: As part of the Council’s efforts to launch the inaugural St Patrick’s Day Spring Carnival celebrations in Strabane, the Council worked closely with a range of Irish language organisations in the Strabane area, including Conradh na Gaeilge and Gaelscoil Uí Dhochartaigh to programme a day-long schedule of Irish language events at Castle Place in the town. Over 250 members of the public visited the Language Quarter which formed part of a wider cultural offering on the day including stalls from a range of resident minority ethnic communities living in the Council area
2.6 The Irish language community in the Derry and Strabane area also collaborated to create a range of events to support and celebrate Irish Language Week, a very brief summary of which is provided below:
Festival launch events held at locations in both Derry and Strabane; World Book Day events held in local Irish medium schools; Irish language coffee mornings in support of Macmillan Cancer; BBC Radio Ulster live broadcast from the Alley Theatre in Strabane; Page 370 Language Planning Conference held at Cultúrlann Uí Chanáin, Derry; Two-day Irish language literature symposium held at Ulster University; Pop-Up Gaeltacht events held in both Derry and Strabane; Irish language and cultural events held in local schools.
3 Key Issues
3.1 Irish Language Week represents a unique opportunity for the community to celebrate the Irish language each year. It provides a seasonal focal point for the language and illustrates the positive dividend which can be gained from collaboration, partnership working and sharing resources.
4 Financial, Equality, Legal, HR, Improvement and other Implications
4.1 None identified
5 Recommendations
5.1 That Members note the success of this year’s programme of events and the significant role played by volunteers and other stakeholders.
Background Papers
Page 371 This page is intentionally left blank