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 3 July 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 Chairperson's Business

5 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 5 June 2018 (Pages 1 - 12)

6 Matters Arising

7 Capital Projects Approval (Pages 13 - 78)

8 Update on the Development of a Growth Deal for the Derry/Strabane City Region (Pages 79 - 106)

9 City of Derry Airport - Short Term and Medium Term Funding Proposals (Pages 107 - 136)

10 Prudential Indicators 2018/19 (Pages 137 - 146)

11 Governance Arrangements - Local Community Planning (Pages 147 - 194)

12 Annual Equality Progress Report 2017-18 (Pages 195 - 252)

13 Member Learning and Development (Pages 253 - 268)

14 Encouraging Those With A Disability Into The Workplace (Pages 269 - 270)

15 Absence Management (Pages 271 - 272)

Open for Information

16 Strategic Growth Plan - Participation in Carnegie Trust Embedding Wellbeing in Northern Ireland Project (Pages 273 - 280)

17 North West Regional Development Group Update (Pages 281 - 290)

18 Electoral Office On Line Registration (Pages 291 - 294)

Insert date of Agenda circulation Agenda Item 5

Derry City and Strabane District Council

Open Minutes of Governance and Strategic Planning Committee held in the Council Chamber, Guildhall, Derry on Tuesday 5 June 2018 at 4.00 pm.

Present:- Councillor Hastings (in the Chair), Aldermen Hussey, Kerrigan and Thompson, Councillors Cooper, Fleming, Gallagher, Gardiner, C Kelly, McHugh and McKnight.

In Attendance: Chief Executive (Mr J Kelpie), Lead Finance Officer (Mr A Dallas), Lead Legal Services Officer (Mr P Kingston), Strategic Business Manager (Mrs R Craig) and Committee Services Assistant (Ms N Meehan). ______

GSP97/18 Notice and Summons for Meeting

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

GSP98/18 Member Attendance and Apologies

Apologies for absence were received from Alderman Ramsey and Councillor Tierney.

GSP99/18 Declarations of Members’ Interests

There were no declarations of Members’ interests.

GSP100/18 Deputation – Professor McKenna, Dean, Medical School Development and Mr O’Neill, Provost, Magee College

The Chairperson welcomed Professor McKenna, Dean, Medical School Development, Ulster University and Mr O’Neill, Provost, Magee College to the Meeting to update Members on the Progress of the Graduate Entry Medical School at Ulster University.

Professor McKenna advised Members that the University had submitted an Outline Business Case to the Department of Health for the establishment of a new Northern Ireland Graduate Entry Medical School at the University’s Magee Campus. In parallel, the University had submitted an application to the General Medical Council (GMC) under their New School Programme of Application process. He continued that the ambitious project would see the creation of a

1 Page 1 Graduate Entry Medical School in the North West, offering a Bachelor of Medicine and Bachelor of Surgery medical degree which was unique in this country.

Professor McKenna said working with our partners in the community, in health and social care trusts, in GP federations and in the business sector, Ulster University’s medical school proposal would help to address a number of long term issues relating to population health and wellbeing. He continued that from the severe shortage of GP’s and the challenges of recruiting senior medical staff for hospitals in the North West and beyond, to the rising costs of locums and overtime, access to a new medical school would raise both the volume and quality of available knowledge and skills. He reminded Members that there was cross-party support for the medical school. He stated that considerable work had taken place with the GMC the body responsible for accreditation and educational standards for all new Medical Schools, the process of which had eight stages. He stated that the University’s application was currently at stage 4. Stage 5 would involve the GMC visiting the proposed site. He stated that St. George’s Medical School in London had referred one of their senior staff who had taken up a position with the University. She was working part-time in a general practice in the City and was also assisting the University with the Medical School. The University was also in the process of identifying facilities to provide a bespoke building. He stated that the application submitted to the Department would be rigorously assessed and comments had been received from the Department which were being addressed by the University in conjunction with the Strategic Investment Board.

He referred to the two main issues raised by the Department:

(1) The need to determine a need for additional physicians in the North West.

He stated that the Department were seeking a robust case to justify the need for a medical school in this area. He referred to the review team set up by the Department to oversee the process and offer advice to applicants on which the university was represented. It had been anticipated that the Team would produce their interim report in December 2017 with their final report to be presented in

2 Page 2 March 2018. However, neither had been forthcoming and the deadline date had subsequently passed. He said their report was crucial to the University as it would highlight specific areas of need. He said it had now been suggested that a report would be submitted to their final meeting on June 28.

(2) The need to clearly demonstrate value for money.

Professor McKenna stated that from a value for money perspective Belfast would feature strongly given its existing Medical School at Queen’s University. However, the application was not entirely monetary based and the University were concentrating on monetary and non-monetary issues.

Professor McKenna stated that the GM would welcome the opening of the medical school at the Magee Campus in September 2019. However, this would not be achievable if the required funding was not forthcoming.

Mr O’Neill referred to the fact that the value for money issue had featured significantly in the local media. He also referred to the catalytic nature of the medical school and how this would assist in the development of the University in its entirety. He stated that the University remained steadfast to the expansion of the Magee Campus the first aspect of which would be the medical school.

Mr O’Neill pointed out that the University had four faculties and four Deans all of whom worked under the stewardship of the Vice Chancellor to develop a plan to expand Ulster University, the first part of which would be the development of the medical School. He stated that every effort was being made to ensure that this was granted approval for the Magee Campus which was the preferred location. He referred to the excellent Nursing College and allied health courses currently available at the Magee Campus all of which supported the argument for a Medical School at this site.

Mr O’Neill referred to frustrations regarding the delays in progressing this development however he reiterated the University’s commitment to promoting this and ensuring a successful outcome. He stated that the development of the medical school was intertwined with a potential

3 Page 3 City Growth Deal, in respect of which, work was currently ongoing in terms of preparing a case and lobbying central government. He invited Members’ comments and looked forward to working to ensuring the delivery of the Medical School at the Magee Campus.

Members raised the following issues:

- Expressed concern at the interest expressed by Queen’s University. - Queried if the report being prepared by the Review Team would show clear examples of need within the region? - Referred to the obvious need which existed and to the fact that a number of Consultants at Altnagelvin Hospital were operating evening clinics in order to meet current demand. - Referred to the increasing cost of locum doctors and the savings which could ultimately be derived from the siting of a medical school at the Magee Campus. - Enquired if a site had been agreed for the proposed development? - Expressed concern at suggestions that the development of the medical school was regarded as a precursor to any further development taking place at the Magee Campus. - Queried if it would be worthwhile giving consideration to courses not delivered at Queen’s University which would remove the current obstacle being presented. - Raised concerns regarding the interest being shown by Queen’s University and the impact this would have on the expansion of Magee. - In the event of the application being refused, enquired if it would be possible to advance towards other more appealing courses. - In relation to the expansion of the Magee Campus, expressed concern that in recent years a number of Health Professional Courses had been transferred from Magee to the Coleraine Campus. - Given that the accreditation process was now at stage 5, queried if a site had yet been identified for the proposed development.

Professor McKenna referred to the excellent work carried out by Doctors in Northern Ireland but agreed there were simply not enough. He stated that in working with partners in the community, in health and social care trusts, the GP federation and the business sector, Ulster University’s medical school proposal would help to address a number of long-term issues relating to population health and wellbeing. He

4 Page 4 continued that Northern Ireland was facing an unprecedented medical workforce shortage that would continue to impact negatively on the care of patients, their families and communities. A new medical school would help to ease such challenges and futureproof the health service. He pointed out that currently £17 million of the Western Trust’s budget was spent on locum doctors. He stated that this was an extremely complex situation and referred to the importance of being able to present to the Department the great need which existed for this facility within this region.

Professor McKenna pointed out that temporary accommodation had been identified at the Magee Campus and stated that it would be possible to begin with a temporary site and move to a permanent location further down the line. He stated that work was ongoing with the Strategic Investment Board to consider possible options. He stated that the Magee Campus was the preferred location however, a number of options would be identified.

In relation to Queen’s University, Professor McKenna stated that they currently had 260 students per year and giving them an additional 60 students would not solve the current problems in terms of need. He referred to the number of students who were based in Altnagelvin for placements who tended however, to return to Belfast. He stated that it was hoped to recruit locally and to do this would require placements, fifty percent of which would be within the Western Trust. He referred to the need to create a sense of belonging quoting the 80:20 rule which suggested that eighty per cent of doctors worked within twenty miles of the area in which they had studied.

In terms of space on campus, Mr O’Neill stated that the new Teaching Centre had created a number of options in relation to the relocation of the administrative and academic departments. The agreed twenty new generic teaching areas would enhance existing and future provision. He stated that the Magee Campus was well positioned to take accommodate sixty to one hundred students as early as 2019. He continued that there were various options to be considered however there was one preferred site. He stated that the University was in the process of preparing a Master Plan in respect of the Magee Campus and he was working closely with the four Executive Deans in this regard.

5 Page 5 Mr O’Neill advised that he was making a strong case to have as many allied health courses as possible at the Magee Campus and if the medical school was delayed he would continue to lobby in this regard.

Mr O’Neill referred to the benefits for both the University and the City from the siting of the medical school at the Magee Campus and assured that all steps were being taken to ensure a positive outcome in this regard. He said he felt there were a number of factors which placed the Magee Campus in pole position. He referred to possible advances in the International Studies course and to a new science app. in respect of business and enterprise. He referred to a recent trip to Dalian in China to celebrate a 15 year partnership and a subsequent meeting had been arranged to discuss how this could be developed. He advised that the University had ratified a new programme on artificial intelligence and had held a recruitment programme around data analysis. He concluded that all possible steps were being taken to ensure as broad a curriculum wad delivered at the Magee Campus.

Professor McKenna advised that the proposed medical school for the Magee Campus would not be in competition with Queen’s University and differed from the course currently offered at Queens. He stated that a good relationship existed between Ulster University and Queen’s University and this was not a personal issue. He said the University was working closely with the Department of Health to ensure that approval was granted to the outline business case. He assured that no animosity existed between the Department and the University and both had a similar focus to deliver the best for the North West.

Councillor Cooper stated that the proposed medical school together with the under expansion of the Magee Campus were at the top of his Party’s agenda. He acknowledged that progress had been made in regard to the latter however there was still a considerable amount to be achieved. He said his Party had suggested that whilst pursuing the medical school the University should continue to work towards the delivery of additional courses at the Magee Campus and welcomed the fact that this was being addressed and that the medical school was not being considered in isolation of any other developments. He referred to unnecessary obstacles created by civil servants under the former Stormont Executive and as such expressed little surprise that the long

6 Page 6 awaited report from the review team had not been forthcoming. He referred to the need for continued lobbying to ensure that approval was granted to the siting of a medical school at Magee. In terms of need and value for money he referred to the severe shortage of GP’s and the challenges of recruiting senior medical staff for hospitals in the North West and beyond and referred to the positive impact of a medical school at the Magee Campus on both the University and the region. He stated that gaps still existed to be filled by Queen’s University. He referred to the obvious economic need given the striking economic differences apparent between Derry and Belfast. He referred to the wider lobbying being carried out in relation to siting of the medical school at the Magee Campus through which it was hoped to progress this as far as possible. He said he believed the building blocks were in place and it was now a matter of achieving a consensus of political support regarding the proposed development. He concluded that this was essentially a political decision.

Professor McKenna welcomed Members’ comments. He urged Members to take whatever action possible in pursuance of this objective.

Mr O’Neill stated that there was general agreement regarding the benefits for the University and the region of siting the medical school at the Magee Campus. He referred to the need for a unified voice from this region in favour of the proposal. He anticipated that any action required which might influence a positive outcome would be pursued and the University would remain steadfast in its commitment to the siting of the medical school at the Magee Campus.

Alderman Hussey expressed concern at the potential catalytic impact on the University and the region if the application were refused. He endorsed the work being carried out by the University in relation to the siting of the medical school at the Magee Campus.

The Chairperson thanked Professor McKenna and Mr O’Neill for their address and expressed Council’s support for the proposed development.

Mr O’Neill thanked Members for their support, energy and enthusiasm.

7 Page 7 Open for Decision

Chairperson’s Business

GSP101/18 Congratulations

With the permission of the Chairperson, Alderman Hussey congratulated Councillor Hastings on his election to Chairperson of the Committee and wished him success in his position during the incoming year.

Members from all Parties concurred with the above comments.

GSP102/18 Confirmation of the Open Minutes of the Governance and Strategic Planning Committee held on Tuesday 8 May 2018

The Open Minutes of Meeting held on 8 May 2018 (GSP77/18- GSP94/18) were confirmed and signed by the Chairperson as correct.

GSP103/18 Year End Financial Outturn

The Lead Finance Officer presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was for Members to approve the financial outturn of Derry City and Strabane District Council, including proposed transfers to reserves, for the year ended 31 March 2018.

Councillor Fleming commended and thanked the Lead Finance Officer and his staff for the above report and acknowledged the hard work and efforts involved in the preparation thereof. He welcomed the work carried out by each of the Directorates particularly given the challenges and cuts facing Council at the present time and said this was a remarkable achievement in the midst of such obstacles. He referred to the impact of the flooding incident on homes, businesses and Council property which had been addressed within the context of the report. He expressed his Party’s support for the recommendations contained in the report and agreed with the need to make provision in relation to job evaluations/appeals. He also made reference to monies set aside in respect of works carried out internally and a potential growth deal in moving the City and region forward.

8 Page 8 Councillor Cooper referred to the creation of the new Waste Management post, many of the duties of which dealt with illegal dumping and targeting potential offenders. He anticipated that the successful applicant would deal with the afore-mentioned issues and referred to the subsequent savings to be made from funding this post.

Councillor Gallagher welcomed the report. In terms of efficiency savings he referred to the need to strike a balance and reassure ratepayers particularly given the ongoing increases in the district rate. In this context he questioned the decision to place the surplus of £97k in reserves.

Alderman Hussey referred to two major issues – the aftermath of the flooding and the City Growth Deal both of which he anticipated would be brought to conclusion as soon as possible, particularly in terms of community facilities.

In response to a query from Councillor Gardiner, the Chief Executive explained that it was necessary to have a sum of money held in reserves to cover unforeseen costs/claims and it was felt that the suggested £97,000 would meet such requirements. He stated that in addition the money had been set aside to cover appeals, if required. However, if this was not required these could be reallocated.

Subsequently the Committee

Recommended that Members approve the financial outturn as detailed above, including the proposed transfers to reserves of £3,509k and the remaining surplus of £103k to be carried as a surplus into Councils District Fund.

GSP104/18 Proposal to Develop a New Local Government Resilience Resourcing Model

The Chief Executive presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to seek agreement from Members to endorse a new local government resourcing model for the civil contingencies function.

The Committee

9 Page 9 Recommended that Members note the attached report and agree the proposed way forward, subject to funding. This includes the agreement of a single employing authority and the need for the development of a service level agreement between the employer Council and the other 10 Councils.

GSP105/18 Confirmation of Members to External and Internal Bodies 2018/19

The Chief Executive presented the above report, a copy of which had previously been circulated. He advised that the purpose of the report was to confirm membership of Elected Members on External and Internal Bodies for the year ending June 2019 of for the period specified.

Members accepted the recommendations of the report with the following changes:

CoDA Councillor Reilly to replace Councillor Boyle

IESE Councillor Hastings (as Chairperson of the Committee)

Capital and Corporate Projects Councillor Tierney to replace Planning Group Councillor Boyle

Alderman Hussey referred to the existing membership of the Capital and Corporate Projects Planning Group and enquired if there was provision for observers to this Group.

The Chief Executive advised that there was currently no observer status and pointed out that this was not a decision making Group

Alderman Hussey acknowledged that this was not a decision making Group however it was regarded as an extremely important advisory Group.

10 Page 10 Subsequently the Committee

Recommended that Membership on the External Bodies for the year ending June 2019 be confirmed incorporating the changes to Membership noted.

GSP106/18 Leadership Programme for Elected Members

The Strategic Business Manager presented the above report, a copy of which had previously been circulated. She advised that the purpose of the report was to seek approval and expressions of interest for Members to participate in the NILGA Leadership Programme for Elected Members.

Councillor C Kelly advised that having been discussed by the Member Development Group the previous week it was felt that this Programme would prove extremely positive particularly following the awarding of the Charter Plus. He stated that this provided a wonderful opportunity for Council.

The Committee

Recommended (a) that Councillors O’Reilly and C Kelly be nominated to participate in this course;

(b) that the following condition is applied: If a Member fails to complete the programme, or show satisfactory progress, or fails to sit an examination for some unacceptable reason, the Member would be required to refund the full amount of financial assistance paid by Council in relation to their participating on the programme; and

(c) that the SDLP, DUP and UUP if interested to submit their nominations at the June Council Meeting.

11 Page 11 In response to a query from Alderman Hussey, the Strategic Business Manager confirmed that NILGA had agreed to rotate each of the sessions across all participating Council areas.

Open for Information

GSP107/18 Strategic Growth Partnership

The Strategic Business Manager presented the above report a copy of which had previously been circulated. She advised that the purpose of this report was to provide Members of the Governance and Strategic Planning Committee with an update on the most recent meeting of the Strategic Growth Partnership/Community Planning Partnership – held on Thursday 24 May 2018.

Members noted the content of the report.

12 Page 12 Agenda Item 7 Capital projects approval Officer Presenting: Lead Finance Officer

Author: Lead Finance Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to allocate funds towards a number of capital projects and other corporate priorities within Council’s capital plan following consideration by the Capital Projects and Corporate Programme Planning Group held on 24th April 2018 and 13th June 2018.

2 Background

2.1 The Council has an extensive and very ambitious capital plan as part of its’ overall Strategic Inclusive Growth Plan. The Group met on 24th April 2018 and 13th June 2018 for an update on approved projects progress and to consider further proposals. The Group does not have any decision making powers with any recommendations being subsequently reported to this Committee for approval. Updates and recommendations are now prepared in the form of Committee style reports and these are attached where relevant.

2.2 The capital programme is summarised in separate tables. These are extensive and provide a comprehensive overview and project updates including RAG ratings and have accordingly been distributed separately in excel format to Members providing updates and recommendations in relation to all projects. These tables can be summarised as follows:-

Table 1 Projects completed by new Council- £36.97m of capital projects since inception with £15.77m of this having been secured from external sources. Brandywell Stadium (£7.37m of which £1.16m has been secured from external sources) is also completed although this is currently included in Table 2 pending approval of funding for finalised costs.

Table 2 Projects approved, in progress and fully financed- £40.09m of which £27.87m has been secured from external sources- RAG status provided for all projects. As noted above, this includes Brandywell Stadium which will move to completed once final funding is agreed.

Page 13 2.3 This represents significant investment by the new Council in capital projects across the District. The total value of projects either fully completed or in progress and fully financed is almost £77m of which £43.64m has been secured from external sources representing significant leverage on Council investment.

2.4 This investment has been enabled by Council’s efficiency plan which has realised recurrent savings of over £2m to date and has been reinvested across a number of key areas of growth including loan charge provision for Councils capital plan, festivals and events, community services resourcing and funding with particular emphasis on rural areas, and cultural venues and tourism.

2.5 Beyond this, Council has a range of significant other aspirations in Table 3 to an estimated value in excess of £240m. This report makes a number of recommendations to progress a range of these projects to completion subject to the required external match funding being secured.

3 Key Issues

Available budget

3.1 Following the additional £500k rates investment as part of the recent rates process, Council’s available loan charge budget for financing of major capital projects over a 5 year period is as follows:-

18/19 19/20 20/21 21/22 22/23

Opening Balance 6,188 6,688 6,788 6,788 6,788 New Investment agreed in 1819 500 rates process Leisure Services efficiencies 100 Closing balance 6,688 6,788 6,788 6,788 6,788 Less short term reallocations Local Development Plan (246) (246) (246) Skills (200) (200) (200) Closing Funds Available 6,242 6,342 6,342 6,788 6,788 Commitments

Page 14 Interest Charge 1,978 2,106 2,081 2,033 1,946 MRP Principal Charge 2,348 2,514 2,626 2,702 2,800 Total commitments 4,746 Balance uncommitted 2,041 Allocation to progress strategic (164) leisure proposals to detailed design stage (£2.557m) Revised balance 1,877 uncommitted

3.2 This total budget of £6.788m is in addition to a sum of £1.161m set aside for fleet replacement financing and £1.3m set aside for airport capital financing. A total sum of £9.749m is therefore set aside for capital investment and financing as part of Council’s overall rates which represents a significant 16.65% of Council’s overall budget of £58.541m. This investment has been enabled through the significant savings generated through Council’s efficiency programme.

Table 2 Projects recommendations

3.3 As noted above, in addition to completed projects, Council has projects approved, in progress and fully financed totalling £40.09m of which £27.87m has been secured from external sources. These are summarised in Table 2 which has been circulated separately. The following additional recommendations are now required to fully complete these projects and provide for the ongoing revenue implications of operating and maintaining once completed. Detailed recommendations and associated financial implications are included in Appendix 1 (and the relevant reports (CRG01/18) and are summarised as follows:-

CRG01/18 – Brandywell Stadium- Underwrite additional Council funding of £405k re potential additional costs and adjustment of loan term for 3G pitch

Revenue implications of previously approved projects (Drumahoe Play £28k as per GSP 173/15, SIF pitches projects £25k, SIF play projects £15k, Multi Modal Hub £10k, Interreg greenways £25k, Lincoln Courts Community Centre £5k)- Allocate funding of £107,575 from Council's capital financing provision to fund ongoing revenue costs on completion.

Castle site Castlederg enhancement works - confirmation of £30k funding allocated (GSP 43/18) since last capital report to progress project to completion

Page 15 3.4 These recommendations will require a sum of £173k to be set aside from Council’s remaining capital financing provision and will reduce Council’s overall remaining capital financing budget from £1.877m to £1.704m.

Table 3 projects recommendations

3.5 As noted above, Council has a range of significant other aspirations in Table 3 to an estimated value in excess of £240m. These include a number of strategically significant projects such as Council’s Strategic Leisure aspirations. Following consideration by the Capital and Corporate Projects Planning Group, a number of recommendations are made to progress these projects. Detailed recommendations and associated financial implications are included in Appendix 2 (and the relevant reports (CRG 02/18- CRG17/18)) and are summarised as follows:-

CRG02/18- Top of the Hill Community Centre - Allocate Council capital funding of £1.23m and ongoing revenue implications of £30k and progress project to completion on receipt of DFC letter of offer.

CRG 03/18- Waterside Shared Space - Subject to capital funding being secured from SEUPB, allocate funding of £165k to cover ongoing revenue costs of facility once operational.

Riverine - Confirmation of further funding of £9,990 allocated (ER95/18) to review and update business case. Subject to capital funding being secured from SEUPB, allocate £30K funding to finance ongoing revenue costs of project once operational.

CRG 04/18- Clooney Greenway - Confirmation of £119k funding transferred from Ebrington Greenway project (ER111/18) to progress project to completion. Ringfence funding of £5k per annum to finance ongoing revenue costs once operational.

CRG 05/18- Lettershandoney MUGA - Allocate capital match funding of £51k to progress project to completion subject to successful RDP funding application. Ringfence funding of £5k per annum for ongoing revenue costs once operational.

CRG 06/18- Magheramason and Newtownstewart play projects - Allocate capital funding of £517k to Magheramason Play and £107k to Newtownstewart Play and progress projects to completion subject to securing £201k from Rural Development Programme for Newtownstewart Play. Ringfence further £10k from capital financing provision for ongoing revenue costs once completed.

CRG 07/18- Kilfennan Greenway - Allocate Council funding of £224k from Council's Page 16 capital fund to progress project to completion subject to securing £388K funding from DFC.

CRG 08/18- St Columbs Park Avenue Public Realm (Phase 2) - Allocate Council funding of £119,025 from Council's capital fund to progress project to completion subject to securing £198k funding from DFC.

CRG 09/18- Strathfoyle Greenway - Allocate Council funding of £80,500 from Council's capital fund to progress the acquisition of relevant statutory owned lands.

CRG 10/18- Wooden play park restoration costs - St Columbs Park, Bull Park, Eglinton and Claudy - Allocate Council funding of £56,920 from in-year capital savings to progress projects to completion and set aside £6,875 from Council's capital financing provision to cover ongoing revenue costs.

CRG11/18- Browning Drive Strategic lands acquisition - Transfer Council loan charge funding of £40k from Ebrington Greenway project to purchase relevant lands.

Flooding repair costs Donemana and Plumbridge MUGA's - Confirmation of Council funding of £200k set aside (ER 144 18) to progress projects to completion from within existing funding of £300k set aside for flooding repairs to Council facilities.

CRG12/18- Prehen boathouse access improvement and pontoon - Allocate Council funding of £200k from Council's capital fund to progress access improvement to completion and £280k from Council loan charge provision to progress pontoon to completion subject to £120k funding being secured from Sport NI. Ringfence further £5k from Council's capital financing provision for ongoing revenue costs once completed.

CRG 13/18- Artigarvan pitches - Allocate Council funding of £440k to progress project to completion. Ringfence a further £5k from Council's capital financing provision to fund ongoing revenue costs once completed.

Ballyfatten 3G Pitch - Funding of £80k has previously been set aside in reserves to fund this project to completion. Following completion of in-house design options, three updated options have been identified ranging from £85k to £340k. If the maximum option is selected to progress, this would require further Council funding of £260k with associated additional MRP funding of £31,200 over a 10 year period to be set aside from Council’s remaining loan charge provision plus allowance for revenue costs of circa £5k per annum. It is therefore recommended to allocate further Council funding of £260k to progress project to completion and allocate further £10k from Council's capital financing provision for ongoing revenue costs once completed.

Page 17 CRG14/18- Additional facilities at Melvin Sports Complex (Boxing/ Sports Hall provision- Ringfence Council funding of £600k to progress project to completion subject to £900k funding being secured from Sport NI Multi Facility Fund or other sources. Ringfence further £40k from Council's capital financing provision to fund estimated revenue costs on completion.

CRG 15/18- Melvin Arena upgrade- stand/ spectator provision/ floodlights/ turnstiles - Allocate Council funding of £1.1m to progress project to completion subject to further project development discussions and completion of business case. Ringfence further £10k from Council's capital financing provision re ongoing revenue costs on completion.

CRG 02/18- Galliagh Community Centre)- Ringfence Council funding of £739k to progress project to completion subject to securing DFC funding of £739k. Ringfence further £20k from Council's capital financing provision to fund ongoing revenue costs once completed.

CRG 02/18- Shantallow Community Centre - Ringfence Council funding of £1,191k to progress project to completion subject to securing DFC funding of £1,191k.

Glen Community Centre- Confirmation of £420k Council funds previously allocated to progress project to completion subject to external funding being secured. Ringfence further £10k from Council's capital financing provision to fund ongoing revenue costs once completed.

Brandywell Sports Centre/ Daisyfield- Confirmation of £1.975m Council funds previously allocated to progress project to completion subject to external funding of £2.175m being secured from DFC. £155k of this funding has been used to fund demolition of existing Centre as part of Brandwel project. Ringfence further £40k from Council's capital financing provision to fund ongoing revenue costs once completed.

Ballymac/Hazelbank Community Centre- Ringfence Council funding of £900k to progress project to completion subject to external funding of £900k being secured. Allocate further £20k from Council's capital financing provision to fund ongoing revenue costs once completed.

Culmore Community Centre- Ringfence further Council funding of £850k to progress project to completion subject to external funding of £900k being secured. Allocate further £20k from Council's capital financing provision to fund ongoing revenue costs once completed.

Strabane Public Realm- Continued liaison with DFC/ DFI to secure funding for project.

Page 18 Ringfence funding of £30k from Council's capital financing provision to fund ongoing revenue costs on completion.

CRG 16/18 Vaughan’s Holm Newtownstewart- Greenspace masterplan - Allocate Council funding of £10k to progress design, costing and planning application.

CRG17/18- Coshquin Play provision - Allocate Council funding of £8k to progress design, costing and planning application.

Crematorium - Confirmation of funding of £10k (1/3 share of total cost) allocated (ER108/18) to progress Outline Business Case with other Councils.

3.6 As detailed in Appendix 2, these proposals are funded from Council’s remaining capital financing provision (to fund required loan charges and ongoing revenue implications of projects) and also funding which has been set aside in reserves. It is prudent financial practice to ensure that the revenue implications of projects are provided for before projects are progressed to completion to ensure rates implications are minimised. These recommendations will require a further £1.038m to de set aside from Council’s remaining capital financing provision and will reduce Council’s overall remaining capital financing budget from £1.704m to £666k.

3.7 As summarised in Appendix 2, subject to the relevant external funding being secured and Members approval, this will represent a further capital investment programme of £42.64m. In addition to the £77m investment already secured and progressing, this is a significant additional investment by Council and ensures further progression towards delivery of the projects outlined in the Strategic Inclusive Growth Plan.

3.8 Beyond this, subject to funding, Council is progressing a range of strategic projects which will require significant investment. These include Council’s strategic leisure projects at Templemore and Strabane, Maritime Museum, SCORE site/ Canal Basin, Foyle Street and Queens Quay riverside regeneration projects. Council has already allocated a capital sum of £2.447m to progress the strategic leisure projects to detailed business case and design and it is proposed that the remaining unallocated capital financing provision of £666k is also ringfenced for this purpose- this would facilitate a further capital sum of £10.4m towards these projects.

Page 19 3.9 A significant priority for Council in the upcoming rates proves will be to grow this fund and explore all potential avenues of funding to progress these projects which are already included as part of Council’s City Growth Deal proposals.

3.10 It is also important to acknowledge the impact of Rates Support Grant cuts. To date, Council has lost out on recurrent funding of £290k as a result of cuts to this grant which is critical for the less wealthy Councils. Subject to the revenue implications of further project approvals and project lifespans, this investment could have funded a further £3.5m- £4.5m of Council investment in its’ capital plan. It is therefore critical that Council continues to pressure Central Government to ensure these cuts are reversed.

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

4.1 The detailed financial implications associated with the capital costs, borrowing requirements, funding from reserves and ongoing revenue implications are set out in the relevant project report and summarised in Appendices 1 and 2. In relation to Council’s remaining capital financing provision, remaining funds can be summarised as follows:-

£000 Loan charge/ capital financing provision after additional rates investment 1,877 and before any recommendations in this report Further allocations required to complete Table 2 projects (173) Allocations proposed to progress and complete a range of Table 3 projects (1,038) Remaining unallocated balance to be ringfenced towards major strategic (666) projects and facilitating further capital investment through loans of £10.4m in addition to the £2.447 already set aside to progress Templemore and Strabane Strategic leisure projects

5 Recommendations

5.1 It is recommended that Members approve the allocation of funds towards Council’s Table 2 and Table 3 projects as noted in the report.

5.2 It is recommended that Members ring-fence the remaining unallocated capital financing provision of £666k towards Council’s strategic aspirations.

Background Papers

Appendix 1- Recommendations to complete Table 2 projects

Appendix 2- Table 3 projects recommendations Page 20 CRG 01/18- CRG 17/18- Detailed project reports

Table 1 and Table 2 excel tables circulated seperately

Page 21 This page is intentionally left blank Appendix 1 Recommendations to complete Table 1 and Table 2 projects

Council — MRP associated - — Funds required External funding External funding funding capital Balance to with loan from capital Project- recommendation project Lost Total secured targetted secured,’ be financed Source of funding financing Revenue costs financing provision Bnndywell Stadium- CRGO1/18 undenvrile additional Council lunding of L405k re polenlul add.lional costs arusi adjuslnwnl of Loaflthargfl (10 years- 7.368 1153 5,810 408 65 Dan tress for 30 pact’ ‘ 65 Revenue implications of previously approved projects Drunial:or Play Lltk as per GSP 173/15. SIF pitches projects 1255 SIF play projects 115k, Multi Modal Huh LiCk InIerreg greenways 125k. Lincoln Count Community Centre £Skl o o AllDcale funding ol £107,575 from Councils capital financing provision to fund ongoing revenue costs on completion. 108 108 Castle site Castiedcrg enhancement works 6SP43 18- CPit3l Fund year-end confirmation of 130k funding allocaird to progress project to 30 30 Lump nl:sn outturn 17/18 0 TDTAI FUNDS REQUIRED TO COMPLETE TABLE 1 AND TABLE 2 PROJECTS 7,398 1,153 0 5,840 405 0 65 108 173 Page 23 Page This page is intentionally left blank Appendix 2-Table 3 projects- recommendations

Fund srequi red from Total Capital Balance to be MRP associated with Revenue capital financing Proioct- recommendation project cost Internal funding secured Eaterna I funding targetted Council funding secure d/ financed Source of funding loan financing costs provision rep ef etc Hill Ceesmunity Cent,. 1CR0021t01- Allocate capital tusding at [Slim and ongong revenue implications ol [gob and progress project to coanwietion on receipt or nrC letter of otter 2,319 1,000 59 1.230 Loan charges 25 year 79 30 109 tvanenid. shared Space cR644/itt- Subject to capital funding bong scoured from stupe. ajiocatr fuoding of e ttib to court ongong tesenue costs of laulity once aperationval 6400 5.400 0 Riced ne lttonfltl- Contmsalnon ot lenten fun ding oe [9.990 aitocated to west and update bunions cave Sobject no capital landing tong scooted from SEUPti allocate £301 Capital lund (year. nd laiidiiigtottnanceongmngtevenoecosssolpnogecttenceopetaoronal 7950 7.920 50 10 outturn) 30 10

Cleuney oe..nway [tO 04/it. rRlouoet- contnmaton ot [010k funding transtenned root tbiington Oneenway protect to progress pnqvot to coroplenout. tinqfence funding of Mi [Sbperannumtotinanceorngongrevnnueco’tsounceoperatonal 264 179 0 Leit.nA.ndeney 0400* CR0 Do/ael- Minoan. capital match funding ol Lilt to pnogness 3rigect to coençletton subject to successful tDP funding application tingfrnce fond;ng of 240 [St prranmom lonongongrmernomcosts ortcmoperatsounai laO 9 51 Loantharge010yrar 6 5 tO Magh.nmoo.,n and Mewoewnolewan play project ICtO 06/let- Allocate capital landing of [Silk to Maginenarnason Playand ttOI[ to Nessttntnttewad Play and progress projects to cunaylrtion subied to seconsg [211k rum RDP for Newtownstewad Rap Rrsgfrocelu rlhrr [Ilk from capital financttg provision (or ongong rewnue costs once et-enu*t.ni B15 201 624 Loan changes (15 vearl 54 10 64

Kifeonan Geeenwa lCtGO7/itl- Allocate Council funding 01 [224k from Counols capital Reserves- Capital fund (year bind no Lfttc funding progress prcirct to [univ/eliot solvent to se0000g (torts Oft 612 0 333 224 end outturn 17/la) Page 25 Page 0. Colowbo Park An.nae Public Realm (Pta.. 2) ICR005/ltl- Allocate [manual landing of [519.320 from [manors capital lund to pnogtess ptooect to completion subject to Reserves- Capital fund (year securing (195k funding from OPt 317 0 195 119 end outturn 17/15) 0

Stoathloyl. Greenway -1CR609 131. Allocate Council funding of ff0590 from CounoCs Reserves- Capital fund (year- capital fund to ptuoprms the acqursittun of relevant snaiutwyownmd lands. 61 51 end outturn 17/15) 0

Wooden play park routoettlon coot, - St colombo rank Salt Pack [glisten and (bud5 (CR0 16/lot- Allocate Counol fontdtng of £SlsO2o (mm tn-5eae capital saongs Is progress

prolmus no conopteton and set asde [6.tTh from CounoCs capital financing provision to - cover ongoing rev 0mm costs 57 0 57 In-year capital savings 13/19 7 7

Browning Dim. Sentegk boils aoqshlnlon IcRO ii Jtt- transfer Counol loan change Transfer from e tisting loan landing of [4Db horns tbnngion Oroenwap project to porch asr olmeani lands charges budget approved for 40 40 [bringlon C reenway 0

Fbedot s repair cost, 0 nnema nsa and Plumbeidge MUGAs ER 144 III- Csn[mtaiion of Reserves- Repairs and Council funding of f200ksotaui de to piogress projects to crentedeton from mthioesisiirg Renewa Is fund (year-end funding ol [look sen aside fur ‘waling rnpans no Cuosut tatlittes 200 200 outturn 17/15) nelsen beanhoun. amen brpevvenientand pontoon lcROa2/atl- Allocate control funding of [200k from controls capital fund to progress accessi tprosnment to ronoapietson and t2ftk from Counol loan provision to progness pontoon to change [200k reserves (Capital conpiekon nubiect to [12th funding bring secured from Spud NI ring crc, father [Ok Fund) £250k I tan charge horn [ourcols capital tisanong pnonston tot ougong comae cmsssanrenounplrtnl 600 - 120 480 provision- 25 years 15 5 23 An%goevan piroh.u ICtGlO/ltl. Allocate Counnol funding uf 6440bis progress pnnojrct to cmo’4stniou. Rung tence a (anther LOb horns Councils capital lisanong paovtsion no fund ongrong revenue costs once tonnayirted 440 - 440 Loan charges- 15 year 38 5 43 Ballpfaeneo ic ricoh Atlaann (anther Counol landing of LaaOb to progness pnoject no coaoaptrtion Allocate funlher [Ilk from Councils capital [inanong proossion for ousgong 049 ievrnoe costs once completed so 260 Loan chargei- 10 year 31 10 41 Appendix 2- Table 3 proiectS- recommendations

funds required from Total Capital Batance to be MRP asoooated wilt. Revenue capital finaoximg floject- recommendation project cost Edema I funding secured Eaternal fstpdin targetted Council funding secured! financed Source of funding ban financIng costs poseislon

Athiitiosal litanies at MeKio Sports Complex ftooinoj Sports Hal pronbitea ((IS 14/10l-Rnglroce[m,00lfoogoflbnokeawogresoprooatocotcfet:oneohteiito [900k furors-mg heng secured fran Sport Ni Multi Faa’,ty Fund or other stoats turglenre (500 tonhor 1426 loot Coessof’s cap.14 f.ra’a.ng ponasoto to foal estrouted aneose 00%05 00 orpot.un 900 600 Loan charges-IS year 32 40 72 MolrieAoenaspgrade- .tand/npeflatc.peoedIooIPesmhto/toanutha CROSS/Itt Alacafe Carol lend.ng tOIL Sm to progress prt9ect to rocon srtgect ro torther p00gm sJeoeloptreot dissunsuor, ant conpielsun Sf boaness cane turglerra onset 110k tout Cosnats copoal !ooa000f p005000n em unsong rorenoecoets or, coeooptel,sn 1,100 Loan chaejes- 20 VisE 65 10 9’ Galliagh Community coot,. cR602/tEl. lung fence Counal Condosg ci t7t9 to poogoess posted to comptetm000 ,ob5ra to secunng DFC foiling of /755k Rung fenre tomUef [206 Iran Ca nols capital fuoaosog proust to fund ongang troerue costs tore rtaiwleted 1552 80 739 739 Loan charges- 25 year 47 20 67 tfoaotallow Community (cob. 1L0602/1ll tjrgfeoce (total totdutg of [1.1916 to progteso project to completion ssb1ad to senotog OrC luttd’ng ol 10.191k 2463 80 1,151 1192 Loan charges- 25 year 76 0 76 DItto Commuolty Centre- Corfirnoatiun of 1420k [tonal foods poeoaosiy allocated to progress pro1ect to complenon sob5ert to eotemal funding being scouted Kungiocot further /30k from Councils capital financing pr005uoo to turd ongoong rovesue cost’ completed 1,400 960 420 0 Loan charges- 25 year 10 10 Page 26

tesodpsoll Sport, Centre! Oatoyrvtd - (onfuoonacoo of [1 9/Sm Canal fords pteotatl0

— heated to loge’s posgeci no oompinouon ootjga so ectetsal fundorq of 12 SoSas bong rooted bouts Dtc [1556 of th,s tirJtr. has been tied wfs4 demof: to of cashing Centre as pat of lsaenimrl mmcmi f-sferse setter /425 hoot [moors rapod ‘rating rtosta to heal cengatsg mnenot 000tS tore co.tgdoted. 4,120 2.175 1,945 0 Loan charges- 25 yea, 40 40 tatymacjNaeLack (earnestly Cant,.- taogforse Coast fad rg of 09001 to progressprsg.otocooçletronnoh1.,tsoeoemalfsndingol[goobbn,ngs.o-asea

Xlocate Loiter 0231 Irma Canals aptat trianang pra.iston to turd totang feoem.e (tots mire cmocueled 000 20 220 Loan ctoalseo- 25 year 52 20 72 Calmer. Csta.aMy Centre Bougtence for.he’Cmuoool Vomit.g of 18508 to progtest sara to onto rt a, ,.bted to edemA touting of E5s bekg attired Abate f-nra, (100 110k loom Councils capital canoe0 p’ovtsion to lund crigang ‘entrust ash onCe ntçlelod so 900 050 Loan charges- 25 tear 54 20 74 £trakuoe Poblis Realm Continued I, rico mink IFC ON to tenure loodmog tot ptOtea R:uiqfrsoofosdsogotEtohtsom(sunnlo rsp;tstfindcorgprovisiontolandongoog r000rua costs on conpielu on 6.000 t, 0 0 10 30 TOTAL PROJECTS FUNDED ID COMPLETION SUWECTTD EXTERNAL FUNDING BEING SECURED 41,635 594 30O72 2,252 9,116 576 462 1,036

Allocalionol fuodiogfoedeoigtqd.oelopmeotcona

Vaonhann Helm Newlownasewan- Goecos pate macteoplan ICRG It Itt- Aulocite Coo,uo.l fording 1156 progress cost,sg and planning of to des-wi applicats to 10 10 I p-year ci peal satrigo 18/15 0 Caohquio Play pronofon CeO 17 301 Aluorate [total foodsog of 051 to progress designs .ot it and rlarmninqapphcatmto 2 8 ln—y ear ca pith saotegs 16)19 Crematorium lEtI3IIel Cvnfioosat,m of funding of £106 Il/I this-c of total costl Captial fund (yeor’end a .or.,ota otogsrss a’ efo so Case ant tarocrooho 10 10 outturn) 0

TOTAL DESIGN/ DEVEIOpMIUT COSTSTO PROGRESS TA2LE PROJECTS 3 . 36 0 0 0 28 01 0 0 Title of Report: Officer Presenting:

CRG 01/18 Brandywell Stadium & Dog Director of Environment & Regeneration Track Author:

Head of Capital Development and Building Control

1 Purpose ofReport/Recommendations

1.1 To update Members on the current status of the BrandywellStadium & Dog Track

1.2 To proviskbnallyallocate a maximum additional sum of £405k fLnding to settle the contractor’s and consultants’ final accounts for this project.

2 Background

2.1 This complex and challenging project involvedthe almost entire redevelopment of the former combined football/dog racing stadium and the adjoining showground playing fields. The works included the development of a new 955 seater stand incorporating new changing rooms, media facilities,meeting spaces, safety control centre, along with standing accommodation for 270 spectators. In addition to the stand, the project includes a new synthetic turf pitch, a standalone dog track, the refurbishment of the south-end stand, additional car parking and the replacement of the boundary wallsto the wider Brandywellsite.

3 Key Issues

3.1 Members willrecall that Council has previouslyapproved funding of £5.7m towards this significant project to be financed from loan charges provision (GSP179/16). Council subsequently allocated (HC242/17)a further sum of LuCk for refurbishment works required to the South end stand to be financed from Health and Community revenue budgets.

3.2 Whilethe works are now complete and the stadium opened, Council are still in the process of settling the final accounts for this project with the design consultants and the contractor.

Page 27 3.3 As the works j3rogressed on site, a number of compensation evenft (CE’s)arose. These can be broadly broken down into two categories. The first are associated with the contracted scope of works (i.e.tendered scope of works less value engineering savings) and were the result of additional unforeseeable work having to be undertaken on site, examples included the discovery of contaminated ground on site, additional utility works/charges, additional shoring of deep excavations along the Lonemoor Road boundary to site, enhanced specifications beyond Building Regulation requirements insisted upon FAT/IFA,etc.

3.4 The secondary category of CE’swere the result of changes to the project brief post award on the construction contract and were mainly due to requests for additional work from the projects internal and external stakeholders, examples included a prefab welfare/meeting cabin for dog racing personnel, extra accommodation works for residents along the Southend Stand boundary, a substantial uplift in the scale of refurbishment work carried out to the existing Southend Stand, etc.

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

4.1 The current updated cost position and funding requirements to ensure completion of the project are highlighted in the table below:

Contractor’s Current Council’s Current Estimate Estimate Contract Construction Cost 6,243,409 6,030,264 Post-tender AdditionalCosts 294,354 280,236 Total ConstructionCosts 6,537,763 6,310,500 Other ProjectCosts (including professionalfees) 832,748 778,442 Total Project Costs 7,370,511 7,088,942

Project Funding: DCSDCloan charqes 5,700,000 5,700,000 Grant Aid 1,078,960 1,078,960 DCSDCrevenue budgets 110,000 110,000 Other Funding 76,000 76,000 Total Project Funding 6,964,960 6,964,960

Additional Funding Requirement 405,551 123,982

Page 28

Background

5.1

5

4.2

Total

year

the

Additional

undenrite_(405k)_over_25_years.

MRP

Recommendations

development

capital contractor

Members

anticipated

The

co1st

3G

period

p1rovision

to

final

It

b

additional

negotiating

roposed

Pitch

should

be

loan

requirement

additional

MRP

financing

agreed.

Papers

forms

charges

provisionally

final

required

be

that

to

provision

MRP

(000k)

the

noted

have

a

accounts)

this

budget

funding

significant

final

funding

is

requirement

to

a

summarised

that

maximum

over

required 10

account

finance

allocate

year

in

the

required

a

allocated

a

the

sum

element

10

design

lifespan.

additional

to

with

sum

amount

year

(subject

of

as finance

Page 29 Page

will

up

follows:

to

the

of

period

team

of

to

The

range

£65,120 the

the

is

contractor,

to

£405k

maximum

3G

underwritterj

and

project

settlement

impact

as

development

pitch

from

opposed

officers

to

and

finance

was

of

£124k

element

so

cot

MRP

tFis

of

it

are

over

to

to

is

the

to

along

(000k),

provision

these

enable

a

still

expected

of

a

£406k.

25

final

25

in

with

costs.

year

a

the

design

however

process

65,120

25,920

39,200

£ It

from

that

the

is

final

lifespan.

therefore

additional

the

team

Councils

accounts

of

is

actual

only

The and Page 30 Title of Report: Officer Presenting:

CRG 02/18 Proposed Community Centres Director of Health and Community - Shantallow, Galliagh and TOTH Author:

Head of Community Development and Leisure

1 Purpose of Report/Reommendations

1.1 To update Members on the progress and current status on the proposed Community Centre development programme for Shantallow, Galliagh and TOTH.

1.2 To provisionally allocate (subject to successful funding discussions) a sum of £3,045,591 to finalise the budget allocation for Shantallow, Galliagh and TOTHand the match funding to be requested from the Department from Communities.

2 Background

2.1 Members will recall that Council has secured funding from various bodies which is matched by direct funding from Council in order to procure the professional services of external design teams for various Community Centre projects. This procurement has been completed for the Shantallow, Galliagh and Top of the Hill projects.

2.2 The Department for Communities has been updated on the need for DECmatch funding to enable the community centre projects to proceed to construction with an anticipated support level of at least 50%.

3 Key Issues

3.1 TOTH - Planning approved. Detailed design now agreed with project stakeholders, the project will progress to tender stage upon approval to proceed. Arrangements for land transfer ongoing with respective legal teams but heads of agreement all in place. DfCfunding contribution still dependant on their budget issues being resolved. The total capital cost for TOTHis £2,319,409.16.

Page 31 3.2 Shantallow — Planning application submitted on 16th August following expiry of PAN period. Design of new centre currently on hold while business case updated and additional cost approved. DfCfunding contribution still dependant on their budget issues being resolved. The total capital cost for Shantallow is £2,463,351.91. There is a value engineering proposal to reduce the cost by £160,000, this would involve reducing the floor area.

3.3 Galliagh — Planning application submitted and has received a significant number of objections. Legals surrounding transfer of site from NIHEto Council ongoing. Design progressing is on hold until planning approval is granted. DfCfunding contribution still dependant on their budget issues being resolved. The total capital cost for Galliagh is £1,557,794.19.

4 Financial, Equality, Legal, HR. Improvement and other Implications

4.1 The current updated cost position and fundind requirements to ensure completion of all these projects are highlighted in the table below.

TOTH Shantallow Galliagh Total Total capital cost £2,319,409.16 £2,463,351.91 €1,557,794.19 €6,340,555.26 Minus funding secured to date - DfC - £30,000 £30,000 £60,000 Minus funding secured to date -Northside £50,000 £50,000 £100,000 Development Mthus funding secured to date - DCSDC £89,375 - - £89,375 £249,375 capital cost minus funding to date £2,230,034.10 £2,383,351.91 £1,477,794.19 £6,091,180.10

DfC Match Funding to be secured £1,000,000 £1,191,676 £738,898 £2,930,574 DCSDCFunding to be secured £1,230,034 £1,191,676 — £738,898 £3,160,608

MRP requirement based on 25 year loan 78,722 76,268 47,290 202,280

Ongoing revenue costs 30,000 - 20,000 50,000

Total financing provision to be set aside 108,722 76,268 67,290 252,280

Page 32

Background

5.3

5.2

5.1

4.3

S

4.2

Recommendations

to

financing the

completion

Centre

Members provision,

Members to

Members

It

a

secured Councils

with

DFC

estimate

an

Completion

50%

is

progress

PQQ

estimated

Top

critical

funding

an

expenditure

develdpment

Papers

on

associated

of

to

for

provision

medium

ring-fence

allocate

note

to

the

enable

this t[at

to

subject

of

revenue

cover

for

minimum

completion

Hill

the

all

basis.

the

Top

these

a

these

Community term

loan

updates

MRP

target

to

to

50%

sum

a

programme.

of

implications

enable

DFC

further

the

financial

charge

£3,160,608

projects

projects

requirement

match

of

in

subject

letter

£108,722

on

Hill

this

Shantallow

sum

Centre

the

requirements

Community

funding

financial

will

of plan to

Page 33 Page

is

to

of

progress

of

Offer

progress

£50k

require,

DFC

from

£143,558

of

should

capital/

and

from

£202k

and

being

year.

funding

per

authorise

Council’s

Centre

of

¶ubject

these

to

and

Galliagh

Department

annum

loan

Council’s over

The

from

confirmed.

completion.

ongoing

being

wifl

charges

tender

projects

a

remaining

the

Council’s

to

which

25

Community

be

external

project

secured.

proposed

year

for

secured

process

revenue

funding

will

progress.

It

Conbmunities

lifespan.

remaining

is

capital

need

to

funding

anticipated

Centre

in

Community

has

progress

implications

from

June

to

financing

The

progressed

be

discussions,

capital

Council

projects

2018

current

built

is

to

that

with

of

into the Page 34 CRG 03/18 Waterside Shared Village Officer Presenting: Director of Health and Community

Author: Head of Community Development and Leisure

Purpose of Report/Recommendations

1.1 To seek Members’ approval to appoint contractors for the Waterside Shared Village project at the Clondermott site when a letter of offer is received from SEUPBand Land Lease agreement is completed with Department for Communities.

2 Background

2.1 Members will be aware of the Waterside Shared Village Project application which was submitted to SEUPBunder Peace 1V Shared Spaces and Services for the development of the Clondermott site.

2.2 The proposed development will encompass a central community hub comprising:

• A Community halt which can be transformed into four meeting/training rooms. • A dedicated community meeting room • A community kitchen • A community office and reception area; and • A suite of sports changing rooms

The area immediately surrounding the community hub building will comprise the following sports facilities:

• A 3G Pitch • 1 Grass pitch • 1 Cricket training area; and • 4 tennis courts

2.3 An extensive community usage programme has been developed which includes community education, health and wellbeing, youth, and primary and post primary after school provision. The two communities in the Interface area have jointly agreed the Shared programme of activity.

Page 35 2.4 The application under Shared Spaces and Services was submitted in May 2017. A total of 13 applications were submitted across Northern Ireland at Stage 2 and U of those projects have now been informed that they were unsuccessful. The Waterside Shared Village project and one other project did not receive an unsuccessful response. However SEUPBhave publicly stated that 2 projects have been approved in principal. No formal letter of offer has however been received.

3 Key Issues

3.1 While Council do not currently have the detail of a letter of offer, we do expect the construction period to be challenging and current projections require delivery by Decethiber 2019.

3.2 The Department for Communities have agreed in writing at application stage to provide Council with a long lease. However the lease documents will require to be comrileted. The Department for Communities have indicdted this can be completed quickly following a Letter of Offer for the project.

4 Financial, Equality, Legal, HR. Improvement and other Implications

4.1 The total capital cost of the Waterside Shared Village project is £7.195m. This includes capital costs of £6.4m and revenue costs of £553,333 in relation to revenue costs for Derry Cityand Strabane District Council. Further revenue costs of £243,116 are included in the bid in relation to the delivery of the shared programme of activity. It should also be noted that an additional £SOOkof shared programme resource has already been secured through the local Peace 1V plan.

4.2 The programme capital and revenue costs are funded at 100% by SEUPBand therefore there is no financial implication for Derry City and Strabane District Council at this stage. The long term operational costs have been developed as part of the funding application and revenue funding of £165k will be required to cover the annual running and operational costs of the facility once operational. These are detailed in Appendix 1.

4.3 The land is currently in the ownership of Department for Communities who have agreed to transfer on a long lease to Derry City and Strabane District Council.

4.4 The project is in line with the Outcomes and Actions in the Community Development theme within the Strategic Growth Plan “to develop and animate iconic shared space projects in Strabane/Lifford, Waterside and Top of the Hill areas.”

Page 36 5 Recommendations

5.1 That Members approve he appointment of a contractor for the Waterside Shared Village project following receipt of a Letter of Offer from SEUPSand completion of the lease transfer from Department of Communities.

5.2 Revenue funding of f165k is notionally set aside from Council’s remaining capital financing budget to cover the annual running costs of the facility once operational.

Background Papers

Appendix 1 Ongoing revenue costs breakdown

Page 37 Page 38 Apendix 1 Waterside Village Revenue costs prolecton

Costs Staff costs 108,000 Advertising and marketing 8,000 Training and courses 8,768 Computer maintenance 5,972 Cash collection 4,212 Heat & Light 25,000 Cleaning and materials 2,000 Equipment 2,000 Protective clothing 1,288 Vending machines 1,500 First aid 500 Property maintenance 20,000 Lesiure maintenance 5,000 1g2,240 Income 3G Pitch 18,900 Grass pitch 2,312 Tennis 4,400 Cricket 1,580 27,192

Net cost 165,048

Page 39 Page 40 CRG 04 18 Clooney Greenway Officer presenting: Director of Environment & Regeneration

Author: Parks Development Manager

1 Purpose of Report/Recommendations

To seek Members approval to release capital funds to deliver the Clooney Greenway project following confirmation of funding from Department for Communities (DFC).

2 Background

2.1 Members’ will recall Council’s plans to develop the Clooney Greenway. The scheme has been designed to RIBAStage 4: Technicat Design, with planning permission secured for the scheme and lands transfers are progressing apace.

2.2 The scheme has been costed by Aecom in the sum of £443,002 (md. OB, lands & Professional fees) + VAT.

3 Key Issues

3.1 A funding application and business case was prepared and submitted to DfC in October 2016 and it is pleasing to report that DFChave now agreed to fund £263,423 (83% of the adjusted construction cost). Council have already committed funds of £61,400 to fund the purchase of the land (GSP176/17). The remaining required contribution from Council to secure the DfCfunding is £118,179 bringing Council’s total contribution to £179,579.

DfChave indicated to Council that 50% of the funds must be spent by 31st March 2019 with the remainder by 31st March 2020. It is therefore critical that the project is progressed to ensure that the funding can be drawn down in line with this timeframe.

4 Financial, Equality, Legal, KR and Other Implications

4.1 As noted above, Governance and Strategic Planning committee (October) approved the release of £61,400 in funds to progress with lands transfers from: DfC (nil premium), Habinteg (nil premium), NIHE(fl500) and the Education Authority (60,000).

Page 41 4.2 Match funding in the sum of £118,179 is now required to be made available by Council over the 18/19 and 19/20 financial years n order to secure funds from the DfC.

4.3 Ordinarily, loan charge provision would be required to finance this contribution and, over a 20 year period this would equate to £8,700 MRP per annum being set aside from Councils rdmaining capital financing provision. However, Members will recall that Council has previously allocated a sum of £527,250 in relation to the Ebrington Greenway element of the Multi-modal hub project. It is pleasing to report that DfC have now also agreed to fund £400k towards this project, meaning that Council’s full allocation is no longer required. These funds can therefore be reallocated to the Clooney Greenwjy project without any further impact on Council’s caipital financing provision budget. A further sum of £Sk would require to be set aside br ongoing revenue implications and maintenance costs.

5 Recommendation

5.1 Members are requested to reallocate funds of £118,179 from the previously allocated budget for the Ebrington Greenway project to enable delivery of the Clooney Greenway project following confirmation of DfCfunding.

Background Papers

Page 42 r Total VAT IT Fees Equipment Site Construction = + Land Adjusted O.B. Works works Capital purchase uplift Construction % Costs costs I costs Page 43 Page £481,502÷ £103,500 fees) Devj £31,792 £31,792 N/A N/A £317,918 £41,468 £276,450 N/A 100,000 (10% (10% (15%) VAT Design Prof Page 44 CR6 05 18 Mullabuoy Community Centre and Officer Presenting: Director of Health and MUGA Community

Author: Head of Community Development and Leisure

Purpose of Report/Recommendations

1.1 To request Members approval for an allocation of £51,000 to provide match funding for n application to the Rural Development Programmefor the development of a 3G facility at Mullabuoy Community Centre (Lettershandoney).

2 Backround

2.1 In 2006 a MUGAwith polymeric surface was developed at Mullabuoy Community Centre (Lettershandoney). Officers from Property and Maintenance have carried out an assessment of the current facility and have advised that the facility can no longer be repaired. The facility has therefore been closed from June 2017.

2.2 Officers have submitted an Expression of Interest to the Rural Development Programme in relation to the development of the 3G pitch at Lettershandoney on the site of the existing MUGA. The Expression of Interest has been deemed eligible and it is expected that a call for applications for Capital Works will open in February 2018 and close in April 2018, although there is no guarantee this will be funded.

2.3 This project would reinvigorate an unused space into an exciting multi-functional community event space. The space could be both hired to groups and sports clubs for events and sports activities and used by the community centre for outdoor activities such as summer schemes, community festivals, cultural events, youth engagement programmes, intercommunity activities and get active programmes. The facilities hire fees for the project would bring in sustainable income which can be directed to additional services in this rural community managed Council building. The intention is to extend the existing footprint and introduce a 3G playing surface to make a more versatile, safe and user friendly space. The total project cost is estimated by Environment Directorate at a maximum cost of £240,000 to include a 3G PAstandard specification surface 40 x 30 meters with a 5 meter fence and 8 meter flood lighting. Planning permission will be submitted in early November and is expected to be in place by February in advance of the application to RDP.

3 Key Issues

Page 45 3.1 The original polymeric surface on the MUGAhas reached the end of its useful life and had to be closed in June 2017 following advice from Officers in the Property and Maintenance team.

3.2 It is envisaged that a range of Health and Well Being programmes will be developed incorporating the new 3G facility and the Centre will programme the space with sports and well-being activites.

4 Financial, Equality, Legal, HR. Improvement and other Implications

4.1 In order to progress the development of the 3G Pitch facilities at Mullabuoy Centre an allocation of £51,000 is required to match fund the Rural Development Programme allocation. The total cost of the project is £240,000. The Rural Development Programme grant aid is 75% which will provide £180,000 if successful. Council has currently agreed,to match 5% of the grant funding allocated through

the Basic Services programm which will provide an additional £9,000. The final I deficit of funding which is £51,000 is required from the applicant which in this case will be Council.

4.2 Funding of these costs over a 10 year lifespan would require a sum of £6,200 to be set aside from within Council’s remaining capital financing provision. A further allocation of £Sk should also be set aside to cover ongoing revenue and maintenance costs.

5 Recommendations

5.1 That Members approve an allocation of £51,000 to provide match funding for the development of a 3G facility at Mullabuoy Community Centre subject to funding being secured from the Rural Development Programme and ring-fence £Sk in relation to ongoing revenue costs.

Background Papers

None

Page 46 CRG 06 18 Magheramason & Officer presenting: Director Of Environment & Newtownstewart Play Provision Regeneration Author: Parks Development Manager J 1 Purpose of Report/Recommendation

Capital funding is sought to progress with the development of both (a) Newtownstewart and (b) Magheramason Play Provision.

2 Background

2.1 These project are listed on Counfil’s Capital Review Group list.These project are listed on Council’s Capital Review Group list.

2.2 Both projects were designed in partnership with respective community groups, have been costed and have secured Full Planning Permission. Land acquisitions are progressing well with the NIHEon lands in Mourne Drive for the Newtownstewart.

2.3 An update on both projects was presented to ERCommittee in November 2017. Members agreed that that the two project reports would be considered simultaneously. Following discussion, Members recommended that ‘Council carry out a scoping exercise in relation to the provision of funding for play facilitiesat Magheramason’ (ER238/17).

2.4 Members were advised that no funding is available under the Rural Development Programme for Magheramason, given that it does not meet the programme objectives. However, funding is potentially available for Newtownstewart play provision as this village meets the Rural Development Programme.

2.5 Council has appointed Insight Solutions who are conducting an engagement exercise across all the eligible villages on capital project priorities. It is understood that other projects namely, Shop Front Enhancement Toilet Block Provision, Riverside Lighting Provision are not progressing. There, is some feedback on the suitability of developing Mourne Play area as a ‘shared space’.

Page 47 3 Key Issues

3.1 Council need to progress with the development of play provision at Newtownstewart and Magheramason. Officers are of the opinion that these projects need to be considered in full simultaneously.

3.2 Couhcil Officers have contacted a Landfill Tax funder wh$ previously grant aided £50,000 towards Strathfoyle Play Provision, to ascertain whether they would consider providing funding for Magheramason and Newtownstewart play projects. Unfortunately, no funding is available.

3.3 Magheramason Play Provision costs have been scoped at!£627,000 costs are incluive of capital, design development professional fees and OB @10%). This consist of £517,000 for play provision (which is the key priority) and £110,000 for MUGA.

3.4 Newtownstewart Play Provision costs have been scoped at £308,300 (costs are inclusive of land costs, capital, design development, professional fees and OB @10%). Potential funding of £201,300 could be available from the Rural Development Programme under their strategic project fund. This would be subject to LAGprocesses and a formal letter of offer being secured from DEFRA.This would require Council to make up the shortfall of £107,000.

4 Financial, Equality, Legal, HR and Other Implications

4.1 As highlighted above, the minimum option to progress these projects would be to progress with the Magheramson Play element of £517k and provide funding of £107k for the Newtownstewart play project with a view to securing funds of £201k from the Rural Development Programme. This would require Council to finance a sum of £624k over a 15 year period from its’ remaining loan charges provision, equating to an MRPsum of £54,080 per annum. An annual revenue maintenance budget of £lOk would also be required for maintenance costs associated with these projects.

5 Recommendations

5.1 It is recommended to allocate capital funding of £517k to Magheramason Play and £107k to Newtownstewart Play and progress projects to completion subject to securing £201k from RDPfor Newtownstewart Play. Ringfence further £lOk from capital financing provision for ongoing revenue costs once completed. Background Papers

Page 48 CRG 07 18 Kilfennan Valley Park Officer presenting: Director Of Environment & Greenway Regeneration

Author: Parks Development Manager

1 Purpose of Report/Recommendations

To seek Members approval to release capital funds to support an application to the Department for Communities (DfC)to delivefrthe Kilfennan Valley Park Greenway project.

2 Background

2.1 In line with the Community Plan, it is proposed develop the Kilfennan Greenway Project.

2.2 Aecom were commissioned to Stage E(see attached proposals). Planning has been apporved. The capital project costs have been costed by Aecom in the sum of £450,000 + VAT.

2.3 A Funding Application and Business Case for the Department is currently being assessed for DfCfunding for 2018/2019 and it is hoped that this will shortly be confirmed.

3 Key Issues

3.1 The estimated QS costs are £450,000+ VAT. A 15% OB using the DoF Optimum Bias Estimator for CivilEngineering Projects has been applied resulting in an adjusted construction cost of £515,500. A further 20% has been made for Professional Fees/Surveys and design development. Therefore, the total estimated project cost is £612,000 + VAT.

Page 49 z Financial, Equality, Legal, HR and Other tmplictions

4.1 A DfCfunding application and business case are being finalised for June 2018 for £388125. Assuming that this application is successful, Council funding of is £223,875 required to cover the total project cost (including optimism bias) of £612k. This amount could be funded from Council’s capital fund which was set aside as part of the yearend outturn for 2017/18.

5 Recommendations

5.1 Members are requested to release £223,875 from Council’s capital fund to progress the Kilfennan Valey Park Greenway project to completion subject to the successful outcome of the DfCfunding application.

Background Papers

Page 50 CRG 08 1 St Columbs Park Avenue Officer presenting:Director Of Environment & Public Realm project (Phase 2) Regeneration

Author: Parks Development Manager

1 Purpose of Report/kecommendations

To seek Members approval to release capital funds to support an application to the Department for Communities (DfC)to deliver the St Columbs Park Public Realm (Phase 2) project.

2 Background

2.1 In line with the Community Plan, it is proposed to build on the success the Phase of 1 Public Realm works at St Columbs Park by creating a new park avenue and walled entrance.

2.2 MWA Partnership were commissioned to Stage E.The planning application has been approved. The capital project costs have been costed by McCauley Quantity Surveyors in the sum of £230,000 + VAT.

2.3 A Funding Application and Business Case for the Department is currently being assessed for DfCfunding for 2018/2019.

3 Key Issues

3.1 The estimated QS costs are £230,000 + VAT. A 15% OB using the DoF Optimum Bias Estimator for CivilEngineering Projects has been applied resulting in an adjusted construction cost of £264,500. A further 20% has been made for Professional Fees/Surveys and design development. Therefore, the total estimated project cost is £317,400 + VAT.

4 Financial, Equality, Legal, HR and Other Implications

4.1 A DfCbusiness case is being finalised for June 2018 for £198,375. Assuming that this application is successful, the funds required from Council is £119,025. This amount could be funded from Council’s capital fund which was set aside as part of the year end outturn for 2017/18.

5 Recommendations

Page 51 5.1 Members are requested to release £119,025 from Council’s capital fund to piogress the St Columb’s Park Public Realm (Phase 2) project to completion subject to the successful outcome of the DfCfunding application.

Background Papers

Page 52 CR6 09 18 Strathfoyle Greenway- Lands Officer Presenting: Head of Environment acquisition Author: Parks Development Manager

Ii Purpose of Report/Recommendations

Li To make budgetary provision to acquire lands for the construction of the Strathfoyle Creenway based on LPSassessed premiums.

2 Background

2.1 The Strathfoyle Greenway is on Council’s capital list of projects, and is listed in the Strategic Growth Plan.

2.2 The project full planning permission (A/2012/0430/F) expires on the 17th December 2018. Officer aim to have this application extended by a further 5 years

2.3 Aecom have estimated the construction cost of the greenway to be £1.SSm+ VAT, inclusive of capital costs, professional fees and 06. These costs are based on costs in September 2014. McCauley QS have been engaged to prepare up to date cost estimates.

2.4 Members’ will recall Council’s plans to develop the Strathfoyle Greenway and their endorsement to enter into negotiations with landowners’ in order to acquire lands to construct the greenway.

2.5 The proposed Strathfoyle Greenway traverses lands in the ownership of the DHSS, Oakgrove School, Mr S Devine, Council and the NIHE.

2.6 Officers have been liaising with landowners’, Council’s Legal Services and Land and Property Services (LPS)to assess premiums due.

3 Key Issues

3.1 LPShave assessed the premiums due for the statutory held lands in the combined sum of £80,500. These are summerised as follows:

• Department of Health and Social Services - £40,000

• Oakgrove School - £8,500

Page 53 Northern Ireland Housing Executive - £32,000

3.2 LPShave are currently assessing the premium due for Mr Devine’s lands

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

4.1 LPSapproval of preJniums in the sum of £80,500 is required to progress lands acquisitions. This amount could be funded from Council’s capital fund which was set aside as part of the year-end outturn for 2017/18.

5 Recommendations

5.1 Members approve the allocation of £80,500 from Council’s capital fund for the acquisition of statutory owned lands as outlined above.

Page 54 CRG 10 18 Play park re5toration and ongoing Officer Presenting: monitoring costs Author: Head of Environment

1 Purpose of Report/Recommendations

1.1 To advise Members of actions required to replace and repair timber play equipment installed at various locations across the district.

2 Background

2.1 Members will be award hat Council provide play facilities at many locations 9cross the district. These facilities are well used and form a key component in Counbils play provision on both a local and regional basis.

3 Key Issues

3.1 A number of the installations provided by Council are of timber construction and recent inspections have identified serious structural defects in elements of these installations that require immediate replacement.

3.2 In consideration of the initial internal inspections a specialist in timbers was commissioned to examine all of the play areas with timber equipment. The areas requiring immediate action are located at St Columbs Park, BullPark, Eglington and Claudy.

3.3 There are a number of other play areas containing wooden equipment that are to be inspected in the next number of weeks and it can reasonably be expected that issues will be identified at these facilitiesalso. In addition Members willbe aware of new play areas at Brooke Park and Ballyarnettthat also have wooden play structures installed.

3.4 The report identifies the defects in the equipment and provided recommendations on how to deal with these including remedial works required and replacement for the most severely defective pieces.

3.5 In addition to the above it will be necessary going forward to enhance the maintenance requirements at play areas using wooden equipment with officers recommending that timber specialists also be engaged to undertake a detailed annual inspection of all such equipment annually.

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4.2 Background CRG 11 18 Acquisition of Lands - Officer presenting: Director of Environment & Browning Drive (Plots 24 + 26) Regeneration

Author: Parks Development Manager

1 Purpose of Report/Recommendations

1.1 To seek approval to acquire lands at Browning Drive that have been declared surplus to requirements by the Department for Infrastructure.

2 Background

2.1 ouncil previously purchased lands at Browning Driv (known as plots 23 & 25) in fhe sum of £40,000. These lands strategically adjoin Council’s St Columbs Park and were therefore in the public interest to acquire.

2.2 The lands being offered to Council by way of a public disposal are referred to as Plots 24 + 26. A copy of these lands are attached in Appendix 1.

3 Key Issues

3.1 Plots 24 + 26, again are strategically placed along Council’s Waterside Greenway. In addition, they adjoin the green space to the front of Ebrington located under the Peace Bridge. Members will be aware that it is proposed at some stage that these lands will be transferred to Council as part of the Ebrington transferred to Council.

3.2 The lands to be acquired have been valued by Lands & Property Services in the sum of £40,000. These lands have been valued with development potential as they previously were the site for 2 dwelling that were vested and demolished to make way for the Ti road which did not materialise.

3.3 Should these lands be offered on the open market, they would be sold with development potential, which when developed would have a detrimental impact on the Waterside Greenway from an amenity perspective.

3.4 LSPare pressing Council to make a decision in this regard.

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Author: Director of Health and Community

1 Purpose of Report/Recommendations

1.1 To update Members on the Sport Northern Ireland funding programme which aims to develop outdoor recreatioh infrastructure throughout Northern Ireland.

1.2 To seek approval to submit an application process for the costs of improving access facilities to the River Foyle at Prehen Boat House through the installation of a pontoon.

1.3 To seek approval for the appointment of a design team.

2 Background

2.1 Everybody Active 2020: Outdoor spaces is financed by funds made available through the National Lottery.

2.2 The emphasis of the programme is to encourage people to access the natural environment in responsible and sustainable ways for sport and physical recreation with a particular emphasis on women, over 60 year olds and disabled persons.

2.3 The programme guidance advises that there will be at least 17 new outdoor recreation infrastructure facilities developed and these will be geographically spread across NI. Consequently, there will be at least one new outdoor recreation infrastructure facility within the Derry City and Strabane District Council area.

2.4 Members will be aware that the development of the Prehen Boat House is on Councils Capital list with an overall scheme developed by the legacy Council. In order to maximise outdoor recreation potential, access facilities to the river, boat storage and changing and showering facilities have been prioritised.

3 Key Issues

Page 61 to

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to the of Page 64 Title of Report: Officer presenting: Director of Health and Corn rnuity CR6 13 18 Artigarvan Pitch Development Author: Director of Health and Community

1 Purpose of Report/Recommendations

1.1 To update the Capital Working Group on the Artigarvan pitch development proposal.

1.2 Members to consider the allocation of funds to progress planning approval; design team appointment; and construction works.

2 Background

2.1 The Artigarvan pitch was identified as a legacy project and detailed design and planning approval sought. The project did however not proceed under the legacy Council but remained on the capital programme awaiting the allocation of budget post transfer.

2.2 The Council agreed (G5P266/16) to provide funding of £17,000 to review the designs and submit planning approval.

3 Key Issues

3.1 The proposed works are detailed at Appendix 1, including pitch enhancement, installation of changing rooms and fencing and will have an anticipated life span of 15 years.

3.2 The planning approval for the pitch development has expired and subject to Capital Working Group approval, a new planning application will require to be made. Also the design team appointment has expired and a new service will need to be procured.

3.3 Alternative options have been considered and the key user groups consulted on these:

. Lands adjoining the existing pitch and car park

Page 65 • Lands at Art Road

• Adjacent to Fox Lodge Cricket Club

3.4 The technical options analysis conclusions are that these sites introduce a combination of constraints including for example ownership, topography unsuitabilityJ investment in access and landscaping and floodingj

3.5 The estimated costs of works associated with developing the current site have been calculated as being from £440,000 excluding VATto £550,000 excluding VAT. The final figure will be dependent on the competitiveness of the tender process. Both costs are global and inclusive of construction fees/supervision (10%), charges/surveys/tests (5%) and OB (10%).

4 Financial, Eq1ality, Legal, HR. Improvement and Other Implica1ions

4.1 No external funds are available to progress this project so this will require Council to fund the full balance of £440,000 via a loan charge over 15 years. This will require an MRPsum of £38,133 to be set aside from Council’s remaining loan charges budget.

4.2 Additional revenue costs for maintenance are estimated at £5,000.

5 Recommendation

5.1 Members allocate loan charge provision of £440k to progress Artigarvan pitch development to completion and set aside £Sk from Council’s capital financing provision for ongoing revenue costs.

Background Papers

Appendix 1: Proposed works.

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Author: Head of Community Development & Leisure

1 Purpose of Report/Recommendations

Li To seek Members’ approval for a submission to Sport Northern Ireland’s Multi- Facility Fund towrds the development of a dedicated boxing facility dnd additional sports hall provision at Melvin Sports Complex.

2 Background

I

2.i The three existing clubs within Strabane town have identified a need for a purpose built permanent boxing facility. Currently the clubs use venues which are deemed not fit for purpose due to health and safety issues.

2.2 Consequently, officers have been working with clubs to identify potential opportunities to address the above need by providing a dedicated boxing facility for all local clubs at Melvin Sports Complex.

3 Key Issues

3.i The Sport NI Multi-Facility Fund will prioritise projects that create a Multi-Facility environment (with a mixture of indoor and/or outdoor provision) providing opportunities for community participation.

3.2 The funding programme defines a Multi Sports Hub as “Four or more different sports facility types located on a single site”. These facilities must be able to cater for competitive fixtures within their respective sports.

3.3 Projects must propose sports facilities which align with minimum design criteria set out by Sport Northern Ireland, Sport England or a Governing Body for Sport.

3.4 Officers have identified that the need for improved boxing facilities in the Strabane area and the current facility mix at Melvin Sports Complex provides Council with an opportunity to make a submission to the Multi-Facility Fund.

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5.2 5.3 4.3 Background CRG 15 18 Proposed Upgrading of Melvin Officer Presenting: Director of Health and Arena, Strabane Community

Author: Director of Health and Community

Purpose of Report/Recommendations

1.1 To inform Members of th design scoping report on the potential to upgrade Melvin Football Arena and to seek Members’ comments and to set aside Council funding to fund the project subject to completion of business case and detailed design.

2 Background

2.1 A scoping exercise has been undertaken on the Arena pitch at Melvin in order to increase the capacity of the site and provide facilities compliant with the WA Championship League requirements.

2.2 This proposed development would complement recent developments on the site, including the sports hall, 3G pitch and installation of modular changing units.

3 Key Issues

3.1 Consultation was undertaken by the Design Team with users of the site to identify needs and these are summarised with the RIBAStage 2 Design report (Appendix 1).

3.2 The proposals to meet IFAChampionship League requirements as detailed at Appendix D within the RIBAdesign report include a new stand, spectator toilets, equipment store, turnstiles and flood lighting.

3.3 The upgrade / installation of mechanical and electrical services, civiland structural services would also be required to support this development.

Page 71 3.4 Based on the RIBAStage 2 design report an indicative construction cost of approximately £SlOk (Ex.VAT)will be required to build this development. In addition to the construction cost, officers have estimated that ancillary project development costs and prudent provisions for matters such as, consultant fees, statutory charges, utility charges, surveys/ground investigations, contingency/OB, etc. could result in the global cost for the entire project coming to approximately film.

3.5 The current proposals and cost plans have been developed based on current site measurements and the topographical survey completed in 2006. In order to progress the RIBAStage 3 design process further topographical surveys and site investigations would require to be undertaken and1this would in addition inform I the final cost report.

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

4.1 Indicative development costs of £1.1m have been identified above. Financing of these costs over a 20 year lifespan would require MRP provision of £80,850 to be set aside from Council’s capital financing provision. It is therefore important that other external funding options are also explored. There are also likelyto be ongoing revenue costs associated with operating the additional facilities which have not yet scoped. It is prudent at this stage to ringfence a further sum of LiOk in this regard.

S Recommendations

5.1 Members allocate a sum of £1.lm from Council’s remaining loan charge provision to progress the project to completion subject to completion of business case and detailed design.

5.2 Members ringfence a further £lOk from Council’s capital financing provision for indicative ongoing revenue costs of the new facility.

Background Papers

Appendix 1: RIBAStage 2 Design Report

Page 72 CRC 15 18 Proposed Upgrading of Melvin Officer Presenting: Director of Health and Arena, Strábane Community

Author: Director of Health and Community

Purpose of Report/Recommendations

1.1 To inform Membrs of the design scoping report on the potential to Melvin Football Arena and to seek Members’ comments and to set aside Council funding to fund the project subject to completion of business case and detailed design.

2 Background

2.1 A scoping exercise has been undertaken on the Arena pitch at Melvin in order to increase the capacity of the site and provide facilities compliant with the IFA Championship League requirements.

2.2 This proposed development would complement recent developments on the site, including the sports hall, 3G pitch and installation of modular changing units.

3 Key Issues

3.1 Consultation was undertaken by the Design Team with users of the site to identify needs and these have been developed into a RIBAStage 2 Design report (Appendix 1).

3.2 The proposals to meet IFAChampionship League requirements within the RIBA design report include a new stand, spectator toilets, equipment store, turnstiles and flood lighting.

3.3 The upgrade / installation of mechanical and electrical services, civiland structural services would also be required to support this development.

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5.2 Background CRG 16 18 Vaughan’s HoIm, Officer presenting: Director Of Environment & Newtownstewart - Greens Space Regeneration Masterplan Author: Parks Development Manager

1 Purpose of Report/Recommendation

1.1 Development funding is sought to progress with the design development of for the above mentioned site.

2 Background

2.1 Council has been working with a newly established Steering Group consisting of a number of Community Associations in the Newtown Stewart area.

2.2 Following a presentation to Committee on the planned play provision for Mourne Drive, Members recommended that ‘Council progress with the design development of the Vaughan HoIm lands through the Capital Review Group process’ (ER241/16)

3 Key Issues

3.1 Development funding is sought to progress: designs, costing and a topographic survey. In addition, to submit a planning application in order to progress the above mentioned project.

4 Financial, Equality, Legal, HR and Other Implications

4.1 Development funding in the sum of £8,000-E1O,000 is estimated to be required to fulfil this commission. These costs can be progressed from in-year capital savings and will enable total project costs to be established and potential funding sources to be explored.

5 Recommendations

5.1 Members approve development funding of 110K from in-year capital savings 2018/19 to progress this commission

Background Papers

Page 75 Page 76

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Title of Report: Officer presenting: Update on the development Lead Finance Officer of a Growth Deal for the Author: Lead Finance Officer / Funding Manager Derry~Strabane City Region

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to update members on the progress towards the development of a Growth Deal for the City Region.

2 Background

2.1 In March 2015 the Shadow Council passed a motion seeking a report on the potential impact of a ‘City Deal’ for this Council region and its relevance to and impact upon the One Plan, DCSDC plans and potential Programme for Government commitments.

2.2 In April 2015 letters were sent to the First Minister and the North South Ministerial Council advising of the motion. Letters acknowledging the correspondence were received in May 2015. In January 2016 members were presented with a report outlining the background to City / Growth or Devolution Deals.

2.3 The Inclusive Strategic Growth Plan was launched in November 2017 setting out our ambitious vision for the region, the outcomes we want to achieve and how we believe these outcomes can be achieved and also forming a very strong evidence basis and strong economic argument for investment in the City Region.

2.4 The Plan highlights an investment requirement of £3.4bn (both public and private) between now and 2032 and is completely aligned to the Programme for Government. The Ulster University Economic Policy Centre (UUEPC) has independently tested the impacts and economic forecast of the investment priorities, and their interdependencies and risks which shows that the proposed investment will result in:

 15,100 new jobs reducing unemployment in line with the NI average;  10,000 additional people;  £1.16bn additional GVA, £96m additional tax revenue, and £203m in additional net wages.

2.5 One of the key challenges towards achievement of Council’s Strategic Growth Plan ambitions will be securing the necessary finances, in particular to deliver on the key catalyst projects within the Plan such as the A5, A6, A2 and University Expansion. Page 79 2.6 A City/ Growth Deal is seen as a potential mechanism for unlocking some of this critical funding, particularly given the commitment by the UK Government as part of the Confidence and Supply Agreement to “working with the Executive and other stakeholders to work towards a comprehensive and ambitious set of city deals across Northern Ireland to boost investment and help unlock the full potential of Northern Ireland” and also to “work towards a limited number of Enterprise Zones, subject to proposals demonstrating value for money”.

2.7 City or Growth Deals are primarily focused on specific targeted enabling economic interventions and investment to drive long-term economic growth. Furthermore, deals are fundamentally long-term – traditionally financed over 20 years with a 10 year delivery programme. Importantly, in the context of Northern Ireland, a significant proportion of the public financial investment will be through additional or new monies outside of the Barnett Formula and therefore above and beyond the Northern Ireland block-grant, combined with a greater control over existing local budgets and income such as local retention of business rates or other recurring revenue/income streams.

2.8 The primary focus for this First Phase City Deal has to be on those investment priorities within the plan that present the greatest potential for job creation, leveraging private sector investment and to build the foundations that will support and create opportunities that will contribute the most to sustainable growth and impact on GVA.

2.9 The forecasting already completed by UUEPC for the Strategic Growth Plan has considered the economic impact of removing the key catalyst signature projects (University expansion, A5, A6 and A2) on the outcomes in 2.2 above. This has suggested that Gross Value Added could be £300m lower and employment 50% lower than the full delivery scenario. Unemployment and economic inactivity would also remain above Northern Ireland averages should these key catalyst projects not be delivered.

2.10 Following on from this, alongside completion of the Strategic Growth Plan, extensive further work was carried out by officers in conjunction with the Ulster University Economic Policy Centre (UUEPC) to determine the projects within the Growth Plan with the greatest economic impact and which would provide the greatest payback to Central Government and Treasury.

2.11 The identified projects which represent 50% of the total required investment (both public and private) shows that 78% of the employment increase and 81% of the GVA generated from the overall Growth plan results from these projects. This creates a very strong argument for investment in these projects as part of a City Growth Deal. They also present a very strong case in terms of payback to Central Government in terms of additional tax revenue and reduction in benefits through unemployment. Page 80 2.12 On the basis of this work, in October 2017 members were presented with and endorsed an update report (C312/17) and in January 2018 (GSP9/18) setting out the developments to date and an overview of the prioritised projects through the economic prioritisation process. These projects were subsequently endorsed by the Strategic Growth Partnership and are summarised below:

Investment Priorities – Critical Catalyst Projects:

2.13 Enhancing & Growing our City Economic Enabling Infrastructure The expansion of the University of Ulster at Magee to 9,400 students and North West Regional College

Investment in Research & Innovation Assets

 C-TRIC  Cognitive Analytics Research Lab (CARL) to international scale.  Centre for Advanced Manufacturing & Intelligent Systems Research

Centre Creation of a NW Enterprise / Accelerated Zone

Investment in Skills and Pathways to Employment

Accelerating Business Success and Innovation Fund

2.14 Significantly Enhancing Our External & Internal Connectivity

A5 Western Transport Corridor Upgrade

A6 Derry to Belfast Road Upgrade

A6 Airport Link

A2 Economic Corridor Upgrade

Development of our Airport & Port

Intercity rail connectivity & multi-modal transport hub

Strengthening broadband connectivity

Page 81 2.15 Development of our City & Town Centres & Regionally Significant Economic Sites

City Riverfront regeneration masterplan

Strabane Town Centre masterplan

Ebrington and Fort George

Major Tourism Attractor

2.16 Officers have developed a robust Draft Statement of Intent with these projects forming the basis for our investment priorities.

2.17 Engagement to January 2018

2.18 From October 2017 to January 2018 significant engagement took place with Government, summarised below:

2.19 On Monday 11th December a joint meeting took place at Stormont House with officials from the Northern Ireland Office, Department for Communities and Local Government (London), the Treasury (London), the Department for Finance and Department for the Economy and Council officers led by the Chief Executive. Council officers were also accompanied by representatives from the Ulster University and the Business Community.

2.20 The Chief Executive Presented the officials with an overview of the Strategic Growth Plan and the priorities for the City Region, outlining the key components of our draft Statement of Intent and the evidence-based approach upon which all of the projects have been developed. The Officials were presented, in some detail, with the economic and social benefits of our critical projects and emphasised how developed the proposal from this City Region is.

2.21 Clarification was sought from the relevant officials of the key steps, processes and timeframes to advance our proposals. The immediate next step agreed is a meeting between Council Officers and key Northern Ireland Executive Departments to include the Department of Finance, Department for the Economy, Department of Infrastructure and Department of Communities. This will take place early in the New Year.

2.22 Alongside this, correspondence has been issued to and received from relevant Ministers and these are summarised and attached below:-

Page 82  Appendix 1- Letter from Council to Secretary of State for Communities and Local Government from Council 18th October 2017 advising progress in the development of our proposals and potential consideration as part of Autumn Budget Statement. The same letter was also issued to the Secretary of State for Northern Ireland and the Head of the Northern Ireland Civil Service.

 Appendix 2- Letter to Council from Minister for Local Growth 21st November 2017 acknowledging progress and highlighting willingness to come to the City to discuss our proposals.

 Appendix 3- Letter from Council to Secretary of State for Northern Ireland of 8th December 2017 inviting to the City to address the Strategic Growth Partnership on the issue of a City Growth Deal and requesting a public announcement of Government’s commitment to working with Derry/ Londonderry in parallel with Belfast in the development of a City Growth Deal for this City Region.

 Appendix 4- Letter from Council to Minister for Local Growth of 8th December 2017 inviting to the City to discuss a City Growth Deal and again requesting a public announcement of Government’s commitment to working with Derry/ Londonderry in parallel with Belfast in the development of a City Growth Deal for this City Region.

2.23 A meeting was also been sought with a senior official from the Department for Communities and Local Government. At the time of writing this report, no replies have been received to the Council letters of 8th December 2017.

3 Key Issues

3.1 Following the January Committee report engagement with Government has been ongoing.

3.2 Meetings with Ministers, Elected Members and Officials

3.3 On the 17th January a delegation from the City met with Sajid Javid, the Minister for Communities and Local Government. At this meeting Minister Javid was briefed on the Draft Statement of Intent by the delegation. The delegation included the Mayor Elisha McCallion, MP, Alderman Hay, the Chief Executive and Lead Finance Officer as well as partners from the University of Ulster and the private sectors. At this meeting Minister Javid undertook to discuss the Draft Statement of Intent and the progression of a City Deal for the City Region with his the Cabinet colleagues.

Page 83 3.4 In January 2018, the Head of the Civil Service David Sterling asked Peter May, Permanent Secretary for the Department for Infrastructure to chair an Inter- Departmental Working Group (IDWG) to work in partnership with Council Officials to progress the development of the proposition for a City Deal for the Derry~Londonderry City Region. The Northern Ireland Executive Departments represented are the Department for Infrastructure, Department of Finance, Department for Communities and the Department for the Economy and Council’s core City Deal Team lead by the Chief Executive. Starting in February 2018 the IDWG have now met on four occasions with the next scheduled to take place in the first week of July 2018.

3.5 On the 26th March 2018 Council Officers facilitated a fact finding visit and briefed officials from the Northern Ireland Office, the Treasury and the Department for Communities and Local Government (DCLG) from London on the Draft Statement of Intent. The DCLG and HMT Officials acknowledged that our proposals are significantly advanced and were impressed with our work to date. They recognised that it will help deliver not just on local outcomes, but also on regional outcomes realising significant economic benefits to the City Region and to the wider Northern Ireland economy. However, the DCLG Officials stated that until a formal announcement is made by the UK Government to open and commence negotiations for a Derry~Londonderry City Region Growth Deal they were not in a position to formally appoint officials to work with Council Officers to progress the development City Deal for the Derry~Londonderry City Region.

3.6 In addition to the above there have been a series of ongoing meetings and briefings with party leaders, MPs and MLAs with unanimous support for a deal for the North West.

3.7 Correspondence with Ministers

3.8 In January Karen Bradley, MP was appointed as the new Secretary of State for Northern Ireland followed by the appointment of James Brokenshire as Secretary of State for Housing, Communities and Local Government in April 2018.

3.9 Following from the previous correspondence with Ministers outlined above the following correspondence has taken place since January 2018:

 Appendix 5 – 24th January 2018 letter to Karen Bradley, MP following her appointment as the new Secretary of State for Northern Ireland. The letter expressed Council’s disappointment that as part of the autumn budget no announcement was made to commence negations for Derry/Londonderry deal. The Chief Executive extended an invitation to the SoS to visit the City and requested that the UK Government public announce its commitment to with Derry/Londonderry in parallel with Belfast in the development of City Growth Deal for the City Region.

 Appendix 6 – 12th March 2018 letter to Karen Bradley, SoS for Northern Ireland, again extending an invitation to visit the City and to directly receive a briefing on the Draft StatementPage of Intent84 and again requesting the UK Government to formally announce formal negations for a Derry/Londonderry deal.

 Appendix 7 – 9th May 2018 letter to James Brokenshire, MP, upon his appointment as Secretary of State for the Ministry of Housing Communities and Local Government urging Mr Brokenshire to ensure that Government formally announces that it is now entering into formal negotiations with the Derry~Londonderry City Region to ensure our proposal can be advanced in parallel with the Belfast City Region to provide maximum economic impact for investment across Northern Ireland.

• Appendix 8 – 12th June 2018 – letter to James Brokenshire, Secretary of State for the Ministry of Housing Communities and Local Government following the passing of the motion on 31 May 2018 at a Council meeting calling on the British Government to formally commit to a City Deal for the North West as well as for Belfast.

• 15th June 2018 – the motion on the 31st May also passed that Council write to all Northern Ireland MPs in Westminster to formally request their support demanding urgent progress for a City Deal for the North West. Letters to all NI MPs were sent on 15th June 2018.

• Appendix 9 – 25th June 2018 – letter to the Secretary of State for the Ministry of Housing Communities and Local Government urging the UK Government to formally commit to and announce the opening of formal negotiations for a Derry~Londonderry City Region Deal.

3.10 At the time of writing this report no response to the above correspondence has been received.

3.11 On-going development of the Critical Catalyst Projects & Strategic Outline Case

3.12 In addition to the above work the core City Deal team continue to work with officers from across Council and our partners in Government, the University, the public, private and community sectors to progress the development of our critical catalyst projects. Where appropriate Project Steering Groups have been established for each Catalyst Project with individual Strategic Outlines Cases/Outline Business Cases for the Catalyst Projects being developed. In addition a significant body of supporting work is underway alongside the ongoing refinement of the overarching Strategic Outline Business case for a City Growth Deal for the Derry~Londonderry City Region as these projects develop.

3.13 Members will also be aware that a sum of £200,000 was set aside as part of the year-end outturn 2017/18. It is proposed that £75,000 of this sum be set aside to secure ongoing Strategic InvestmentPage Board 85 (SIB) support for a one year period to progress the City Riverfront Regeneration masterplan to detailed business case stage.

3.14 Although our proposal is significantly advanced it is however now critical that a formal announcement by the UK Government is made to rapidly enter into and conclude negotiations. Decisions around funding sources, governance arrangements, phasing of expenditure and the overall geographic area for the Deal cannot be progressed further until formal negotiations are commenced.

4 Financial and Other Implications

4.1 As noted above, the key challenge is to secure the announcement by the UK Government to begin formal negotiations for a City Region Growth Deal for the Derry~Londonderry City Region.

4.2 As set out above, it is proposed that £75,000 is set aside from the £200,000 fund set aside as part of the year-end outturn, to secure ongoing Strategic Investment Board (SIB) support for a one year period to progress the City Riverfront Regeneration masterplan to detailed business case stage.

5 Recommendations

5.1 Members are asked to endorse the progress made to date in the development of a Growth Deal for the City Region and that Members and Officials continue to pressure the UK Government to provide a formal announcement to open negotiations for a Derry~Londonderry City Region Growth Deal.

Background papers

Appendix 1 Letter to Secretary of State for Communities and Local Government 18th October 2017 (Also sent to Secretary of State for NI and Head of Civil Service)

Appendix 2 Letter from Minister for Local Growth 21st November 2017

Appendix 3 Letter to Secretary of State 8th December 2017

Appendix 4 Letter to Minister for Local Growth 8th December 2017

Appendix 5 Letter to Secretary of State for Northern Ireland 24th January 2018

Appendix 6 Letter to Secretary of State for Northern Ireland 12 March 2018

Appendix 7 Letter to Secretary of State for Housing Communities and Local Government 9th May 2018

Appendix 8 Letter to Letter to the SecretaryPage 86 of State for Housing Communities and Local Government 12th June 2018 Appendix 9 Letter to the Secretary of State for Housing Communities and Local Government 25th June 2018

Page 87 This page is intentionally left blank berry City & Stiabane DsLrict Council Combairte Chathair Dholre & Cheantar an tSratha Sam Deny Cittie & Stthbane Dtrick Cooncil

Our Ree AD/LMcG

18 October 2017

Rt Hon Sajid Javid MP Secretary of State for Communities and LocalGovernment ( 2 Marsham Street London SW1P4DP

Re: City Deal for the Derry/Londonderry City Region of Northern Ireland

Dear Secretary of State Javid,

I am writing in relation to progressing discussions around a CityDealfor the Derry/ Londonderry Cityregion of Northern Ireland. I particularlywelcome the commitment of the UKGovernment as part of the recent Confidence and SupplyAgreement to working with the Executiveand other stakeholders towards a comprehensive and Q ambitious set of city deals across Northern Ireland to boost investment and help unlock the full potential of Northern Ireland and also towards a limited number of Enterprise Zones.

Whilstthis city region faces very particular challenges in relation to economic activity and unemployment we believe we are in a very strong position to present our case for investment Thisfollowsthe publication of our Strategic InclusiveGrowth Plan which has defined the outcomes and actions required to transform our Cityregion. The plan has been developed followingan extensive co-design process with our citizens and other stakeholders, it has been informed by a robust evidence base and the resultant impacts have been economically modelled and tested.

berry Strabane John Kelpie MEng., cEng., MiStructE., MISI - 4 25

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Chief John ‘Jake Berry MP Ministerfor the Northern Powerhouse and Local Growth NO’! Department for 2 1 Department for Communities and Local Communities and Government Local Government Fry Building 2 Marsham Street -. - London SW1P4DF MrJohn Kelpie Derry City & Strabane District Council Tel: 0303 444 3440 98 Strand Road Fax: 020 7035 0018 * Email:jake.berrycommunities.gsi.gov.uk Londonderry County Londonderry www.gov.uk/dclg BT48 7NN Our Ret: 3529874 Your ret: AD/LMcG

t?a jL Thank you for your letter of 18 October to the Rt Hon Sajid Javid MP about a City Deal for

the Derry/Londonderry City Region. I am replying as Ministerfor Local Growth.

The Government has committed to working with key stakeholders to agree a comprehensive and ambitious set of City Deals in Northern Ireland. This Government has been clear that

City Deals must start at the grassroots. I am therefore encouraged to hear about the work that Derry City and Strabane Council are doing to develop a draft statement of intent for a potential City Deal for the Derry/Londonderry City Region.

I understand that Lord Duncan of the Northern Ireland Office has replied to you, indicating that in the first instance itwould be helpful to arrange a meeting with officialsfrom both the

Northern Ireland Office and my Department to discuss your work so far and next steps. I C ouId be very happy to come to Derry/Londonderry to meet with you, to try and achieve

progress in the discussions. Iwould liketo hear from you ifyou feel this would be helpful.

In relation to any reference to a potential City Deal for the Derry/Londonderry City Region in the Budget, as with all Budget decisions this willultimately be a matter for the Chancellor of

the Exchequer to decide upon. I understand that Lord Duncan willbe passing on your suggestion to Her Majesty’s Treasury for consideration.

PageRRY 91MP This page is intentionally left blank Derry City & Strabane DIstrict council combairle Chathalr Dholre & Cheantar an tSratha Báln

Derry Ciftie & Strabane Destrick cooncli Your ref: 3529874

8 December 2017

Jake Berry MP, Minister for the Northern Powerhouse and LocalGrowth Department for Communities and LocalGovernment FryBuilding 2 March Street London SW1P 4DF

Re: City Growth Deal for the Derry/ Londonderry City Region of Northern Ireland

Dear Minister Berry,

Thank you for your letter received 2V November in relation to a CityDeal for the Derry/Londonderry City Region.

Iwould be delighted to welcome you to the Cityat your earliest convenience and feel that a visit would be extremely helpful in order to progress discussions on a CityDeal for the Derry/Londonderry CityRegion.

We are very advanced in our proposals and have developed a draft statement of intent with a very solid evidence base. We will be presenting these proposals to officialsfrom your Department, the Northern 11th Ireland Office and relevant Northern Ireland Executive Departments on Monday December in Belfast. The proposition we have developed is firmly focused on those investment priorities that our analysis shows will have the greatest impact to unlock our economic potential and deliver significant growth.

It was disappointing to hear the Chancellor of the Exchequer, as part of the recent Budget, announcing Governments intention to open negotiations for a Belfast CityDeal but not for a Derry/Londonderry deal, albeit reference was made to Governments commitment to progressing a set of comprehensive CityDeals across Northern Ireland.

Your letter references a reply from Lord Duncan of the Northern Ireland Office.Whilst we have not received this correspondence, a meeting with the relevant officials has now been arranged.

Derry Strabane John Kelpie MEng., CEng., MiStructE., MIEI +44 (0) 2871 253 253 C/o council Offices C/oCouncil Offices Chief Executive chiefexecutive a derrystrabane.com 98 Strand Road 47 Derry Road Derry City and Strabane District Council www.derrystrabane.com Derry Strabane Page 93 Derry City & Council BT48 7NN BT82 8DY Strabane District w ädcsdcouncil Ivery much look forward to our continued engagement and welcoming you to the Cityat your earliest opportunity and this Councilasks that you announce publiclyGovernment’s commitment to working with Derry/ Londonderry in parallel with Belfast in the development of a CityGrowth Deal for this CityRegion.

Yourssincerely,

Executive

Page 94 F

Deny City & Strabane 8 December 2017 District council comhairle Chathair Dholre & James Brokenshire Cheantar an tsratha Balm Secretary of State for Northern Ireland Derry CIttle & Stràbane Stormont House Destrick Cooncil Stormont Estate Belfast BT43SH

Re: CityGrowth Deal for the Derry/ Londonderry City Region of Northern Ireland

Dear Secretary of State Brokenshire,

Further to my previous correspondence of 1gth October 2017, and following resolution of our Councilon 23rd November 2017, I am writing to invite you to address the Strategic Growth Partnership of the Derry Cityand Strabane DistrictCouncil area on the issue of a CityGrowth Deal.

We are very advanced in our proposals and have developed a draft statement of intent with a very solid evidence base. We willbe presenting these proposals to officialsfrom the Northern Ireland Office,the Department for Communities and LocalGovernment, and relevant Northern Ireland Executive Departments 11th on Monday December in Belfast. The proposition we have developed is firmlyfocused on those investment priorities that our analysis shows will have the greatest impact to unlock our economic potential and deliver significant growth.

Jake Berry MP, Minister for LocalGrowth, has also written to us indicating his willingness to come to the Cityto progress discussions and an invitation has been issued accordingly.

It was disappointing to hear the Chancellor of the Exchequer, as part of the recent Budget, announcing Governments intention to open negotiations for a Belfast CityDeal but not for a Derry/Londonderry deal, albeit reference was made to Governments commitment to progressing a set of comprehensive CityDeals across Northern Ireland.

Iwould be delighted to welcome you to the Cityat your earliest convenience and the Councilasks that you announce publiclyGovernment’s commitment to working with Derry/ Londonderry in parallel with Belfast in the development of a CityGrowth Deal for this CityRegion.

Yourssincerely

Kelpie

Derry Straba me John Keipie MEng., CEn9., MiStructE., M1EI +44 (0) 2871 253 253 C/o Council Offices C/oCouncil Offices Chief Executive chief executive ade rryst raba nacom www.derrystrabane.com 98 Strand Road 47 Derry Road Derry City and StrabanePageDistrict 95Council Derry Strabane Derry City & Strabane District Council 8T48 BTS2 SDY 7NN &dcsdcouncii This page is intentionally left blank Deny Cfty & Strabane DistrictCouncil Conhairie Chathair Dholre & Cheantar an tSratha Bäln 24 January 2018 Derry CIUIe & Stràbane DestrickCooncil Karen Bradley Secretary of State for Northern Ireland Stormont House Stormont Estate Belfast BT435H

Dear Secretary of State Bradley,

Re: City Growth Deal for the Derry/ Londonderry City Region of Northern Ireland

I would firstly liketo congratulate you on your recent appointment as Secretary of State for Northern Ireland and I would like to wish you every success in your new role.

This letter follows previous correspondence with the previous Secretary of State Brokenshire on 8’ December 2017 and following resolution of our Council on 23 November 2017, issuing an invitation to address the Strategic Growth Partnership of the Derry City and Strabane District Council area on the issue of a City Growth Deal.

Our Council was very disappointed to hear the Chancellor of the Exchequer, as part of the recent Budget announcing Governments intention to open negotiations for a Belfast City Deal but not for a Derry/Londonderry deal, albeit reference was made to Governments commitment to progressing a set of comprehensive City Deals across Northern Ireland. We are totally supportive and welcome the Belfast City Deal proposals but are very clear that the 2 proposals are complimentary and need to move forward with the same impetus.

We are very advanced in our proposals and have developed a draft statement of intent with a very solid evidence base. We presented these proposals to officialsfrom the Northern Ireland Office,the Department for Communities and LocalGovernment and relevant Northern Ireland Executive Departments on Monday 11°’December in Belfast and subsequently to Minister Javid and Lord Duncan in Westminster on 17th January. The proposition we have developed is firmlyfocused on those investment priorities that our analysis shows willhave the greatest impact to unlock our economic potential and deliver significant growth.

Derry Strabane John Keiple MEng., CEng., MiStructE., MIEI +44 (0) 2871 253 253 do Council Offices C/oCouncil Offices Chief Executive chiefexecutive&derrystrabanecom 98 Strand Road 47 Derry Road Derry City and Strabane District Council www.derrystrabane.com Derry Strabane Page 97 Derry & 8148 7NN Sf82 8DY f City Strabane District Council y c.dcsdcounci( I would be delighted to welcome you to the City at your earliest convenience and the Council asks that you announce publicly Government’s commitment to working with Derry/ Londonderry in parallel with Belfast in the development of a City Growth Deal for this City Region.

Yours sincerely

Kelpie Executive

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James Brokenshire Secretary of State for Communities and LocalGovernment Department for Communities and LocalGovernment 2 Marsham Street London SW1P 4DF

Dear Secretary of State Brokenshire,

Re: City Growth Deal for the Deny? Londonderry City Region of Northern Ireland

I would firstlyliketo congratulate you on your recent appointment and wish you every success in this new role.

Youwillbe aware from your previous role as Secretary of State for Northern Ireland of the advanced and robust proposals that have been developed in relation to a CityGrowth Deal for the Derry/Londonderry CityRegion.The proposition we have developed isfirmly focused on those investment priorftiesthat our analysisshows willhave the greatest impact to unlock our economic potential and deliversignificant growth.

The proposals have been presented to your predecessor MinisterJavid and LordDuncan in Westminster on 17th January followingwhich it was our understanding that these proposals were to be discussed at Cabinet level.We have also had a number of meetings with officialsfrom the Northern Ireland Office,the Department for Communities and Local Government, and relevant Northern Ireland ExecutiveDepartments who have acknowledged the significant progress made and robustness of our proposals. We continue to meet regularlywith relevant Northern Ireland Executiveofficials.

Unfortunately,despite the substantial progress made, further progress is currently challenging due to the fad that Government has not formallyannounced that it has opened negotiations with our CityRegion in relation to a CityDeal.Thi5is a significant challenge, and whilstwe are very supportive of negotiations being announced for a Belfast CityDeal,the 2 proposals are complimentary and need to move forward with the same impetus.

Derry Strabane John KelpIe MEng., cEng., MIStructL, +44 (0)2871 253 253 MIEI chiefexecutive@derrystrabane corn C/c Council Offices C/oCoundl Offices g Strand Road 47 Deny Road Chief Executive Derry Strabane Deny City and Strabane District Council I Derry City & Strabane District Council BT4B 7NN 8T82 8DV Page 101 @dcsdcouncil Council,the Cityand DistrictBusinesscommunity, Higher Education and Strategic Growth Partners would therefore urge you in your new role as Secretary of State for Communities and LocalGovernment to ensure that Government formallyannounces that it is now entering into negotiations with the DerryLondonderiy CityRegionwith immediate effect in order to ensure our proposals can be advanced and developed in parallelwith the BelfastCityRegion proposal and to provide maximum economic impact for investment across Northern Ireland.

I look forward to hearing from you and of course I am availableat any time to meet to discuss the exciting plans for the region.

Yours sincerely

John Kelpie Chief Executive

Page 102 Our Ret TJ

12 June 2018

Mr James Brokenshire MP Secretary of State for Housing, Communities and LocalGovernment Ministryfor Housing, Communities and LocalGovernment 2 Floor, Fry Building 2 Marsham Street London SW1P 4DF

Dear Mr Brokenshire

At a Meeting of Derry City and Strabane District Council held on 31 May 2018, the following Motion was passed:

That this Council supports regionally balanced economic growth and wants everyone to share in the benefits of prosperity.

We will therefore ensure that City Deals prioritise Inclusive Growth and call on the British Government to formally commit to a City Deal for the North West as well as for Belfast and we request that this Council write to all the Northern Ireland MP’s in Westminster to formally request their support demanding urgent progress for a City Deal for the North West

I would appreciate your consideration in this important matter and look forward to receiving your response in relation thereto.

Yours sincerely

John Kelpie Chief Executive

Page 103 This page is intentionally left blank Deny City & Strabane District Councii comhajrie Chathair Dhoire & Cheantar an tSratha Bâin

Derry Ciule & Stràbane Destrick Cooncii

Mr James Brokenshire, MP Secretary of State for Housing, Communities and LocalGovernment Ministryfor Housing, Communities and LocalGovernment 2 Floor, FryBuilding 2 Marsham Street London SW1P4DF

25th June 2018

Dear Mr Brokenshire

Re: City Growth Deal for Derry—Londonderry

I write further to my previous letter of 12 June 2018 regarding a City Growth Deal for the Derry-’Londonderry City Region. Please find attached our updated draft Statement of Intent in advance of the meeting I understand is taking place on Wednesday in Westminster between yourself and LocalRepresentatives.

As you can see, the proposition is well advanced, founded on a robust evidence base, agreed by all City and Regional stakeholders, and is a necessary catalyst for the delivery of the City and Region’s Strategic Inclusive Growth Plan.

Additionally, for quite some time, we have been working with Senior Northern Ireland CivilServants across a number of key Departments to refine and agree the proposal and ensure alignment with Regional policies and strategies, the Programme for Government and Industrial Strategy.

The proposal will help deliver not just on local outcomes. Delivering on regional outcomes it will realise significant economic benefits to the City Region, ergo to the Northern Ireland I national economy. It will raise productivity, increase competitiveness and drive innovation lead inclusivejob creation providing significant GVAuplift.

Derry Strabane John Kelpie MEng.. CEng., MiStructE., +44 (0) 2871 253 253 C/o Council Offices C/oCouncil Offices MIEI chiefexecutive&derrystrabane.com 98 Strand Road 47 Derry Road Chief Executive www.derrystrabane.com Derry Strabane Derry City and Strabane District Council BT48 ST82 F Derry City & Strabane District Council 7NN 8DY Page 105 adcsdcouncil Although this proposal is significantly developed, it cannot advance further without the enga9ement of the Ministry of Housing, Communities and LocalGovernment officialswith a formal commitment by Government to enter into and rapidly conclude negotiations. We therefore seek your urgent assurances that such a formal commitment to commence negotiations for a Derry-Londonderry City Region deal will be given by Government in the coming weeks.

Yours sincerely,

John Kelpie Chief Executive

Page 106 Agenda Item 9

Title of Report: Officer Presenting: Lead Finance Officer

City of Derry Airport short- term and Author: Lead Finance Officer medium-term funding proposals

1 Purpose of Report/Recommendations

1.1 The purpose of this report is for Members to consider and approve short-term and medium term funding proposals for City of Derry (Operations) Limited (CoDA).

2 Background

2.1 A detailed report is attached in Appendix 1 setting out detailed short term and medium term funding proposals for City of Derry (Operations) Limited. This is a very detailed report and will be accompanied by a presentation.

2.2 The key areas covered by the report are as follows:-

 Background and strategic context- the crucial role of CoDA in the wider North West City Region and how the airport contributes to the delivery of priorities outlined in a number of key relevant government strategies (draft Programme for Government, Regional Development Strategy, draft Industrial Strategy for Northern Ireland and the ROI National Development Plan 2040);

 The Strategic Inclusive Growth Plan 2017- 2032- the crucial role of CoDA in the delivery of the required outcomes;

 The Economic benefits of CoDA, in particular the GVA provided to the NI economy;

 History and incorporation of the airport showing the reduction in subsidy since incorporation and the management services currently provided by Regional and City Airports Management (RCAM) to manage the airport operations on behalf of Council. The current contract was procured in 2010 through an EU procurement process and runs until 31st March 2020.

 The significant challenges faced by smaller regional airports and CoDA in particular with new route development significantly impacted by Air Passenger Duty. This contrasts with similar regional airports in Ireland and Scotland with zero APD and significant Government subsidies; Page 107  The current operational position and outlook;

 The medium term vision;

o Regular connectivity to London- currently provided through PSO support and critical to short-term sustainability

o Regular connectivity to a key airport hub in the North of England with international connections - not progressed due to inability to access approved funding

o Regular connectivity to Scotland - currently provided commercially

 The current immediate critical short-term requirement to enable the London PSO to be re-tendered and the airport to remain sustainable beyond May 2019, enabling retention of 110 direct staff, a further 270 jobs through indirect and induced employment, business productivity and tourism, and maintenance of the £14.2 million per annum of GVA the airport provides to the Northern Ireland economy;

 Medium term funding proposal to the UK Government, Northern Ireland Executive and Irish Government post 2021 whilst critical transport infrastructure (A5 and A6) is progressed and completed and roads connectivity to the North West is significantly enhanced.

3 Key Issues- Summary

3.1 In the short term the airport is seeking immediate access to the £2.5 million Route Development Fund set aside by the NI Executive to enable the London Stansted PSO to continue after May 2019.

3.2 There is an urgency attached to this request, in that a tender or renegotiation process needs to be progressed in order to ensure that the London PSO route can continue in operation beyond May 2019. To enable this to be progressed, the required funding must be confirmed by late August/ September 2018. Failure to do so will mean the London route will cease and the airport will no longer be sustainable beyond May 2019.

3.3 The Northern Ireland Executive has made a clear commitment to funding for route development and despite recent correspondence as attached in Appendix 1, this has not yet been released.

Page 108 3.4 With regard to medium to longer term funding post 2021, it is proposed that discussions in relation to sustainability of the Airport are advanced and developed with other key stakeholders, to include the UK Government, Northern Ireland Executive and Irish Government, not only to maintain existing connectivity but to ensure regular connectivity to a key airport hub in the North of England with international connections, for at least a further 5 year period whilst critical transport infrastructure (A5 and A6) is progressed and completed and roads connectivity to the North West is significantly enhanced.

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

4.1 Council currently provides an annual funding operation subsidy of £2.145m and a capital loan charge subsidy of £1.3m. Should the Northern Ireland Executive funding be released and UK Department for Transport funding be confirmed, then, subject to continuity of existing confirmed commercial routes, Council’s subsidy will be sufficient to fund the airport until 31st March 2021 and will provide annual connectivity to 215,000 passengers.

4.2 Given the other significant financial pressures facing Council and the other City and Region growth aspirations which require funding, it is proposed that a reduction in Council subsidy beyond 2021 forms an inherent part of the medium to longer term sustainable funding discussions with Government (s).

4.3 In relation to management support, the current contract is due to expire in March 2020. Consideration must now be given to the most appropriate future needs of the airport with regards to management support and the mechanism/ timeframe to procure this support.

5 Recommendations

5.1 It is proposed that critical engagement continues with relevant officials and Ministers to ensure immediate access to the £2.5 million Route Development Fund set aside by the NI Executive to enable the London Stansted PSO to continue after May 2019.

5.2 It is also proposed that in relation to medium to long term beyond 31st March 2021, discussions are progressed with other key stakeholders, to include the UK Government, Northern Ireland Executive and Irish Government, in relation to securing the balance of funding required over an initial 5 year period post 2021 not only to maintain existing connectivity but to ensure regular connectivity to a key airport hub in the North of England with international connections.

Page 109 5.3 Consideration is now given to the future needs of the Airport with regard to management support beyond March 2020 and the mechanism/ timeframe to procure.

Background Papers

Appendix 1 CODA short term and medium term funding strategy

Appendix 2 Recent correspondence in relation to NI Executive £2.5m Route Development funding

Page 110 DERRY CITY AND STRABANE DISTRICT COUNCIL

CITY OF DERRY AIRPORT: SHORT TERM AND MEDIUM TERM FUNDING PROPOSAL

1 | Page

Page 111 Purpose of Report 1. City of Derry Airport (CoDA) plays, and needs to continue to play, a crucial role in securing accessible and affordable air connectivity for Derry~Londonderry and the wider North West City Region, as well as in enabling the delivery of the ambitious objectives and outcomes in the Strategic Growth Plan 2017-2032 for the Derry City and Strabane District Council (DCSDC) area.

Figure 1: Derry~Londonderry and the North-West City Region

2. This report explains the continuing importance of CoDA and the challenging operating environment facing the Airport. It sets out the current funding arrangements for the Airport and seeks Council approval for an immediate critical short term funding proposal and also a medium term funding strategy as the basis for engagement with other key stakeholders to include the UK Government, Northern Ireland Executive and Irish Government, and to seek their support to enable CoDA to continue to fulfil its vital role in ensuring national and international connectivity for the North West cross border region. Figure 1 above shows the location of the airport in the context of the wider North West cross border region.

2 | Page

Page 112 Background

3. City of Derry Airport, owned by Derry City and Strabane District Council, has been operating commercially since 1978. Located 7 miles (20 minutes from the City centre) it is the main gateway to the North West of Ireland including the cross border catchment area and serves both a thriving business and tourist economy. The airport, working with Ryanair, BMI and TUI currently serves 4 destinations across the UK and Europe and from Autumn 2018 Loganair will operate from CoDA adding a 5th destination. In 2018/19 the airport will handle approximately 220,000 passengers.

4. In the absence of adequate road infrastructure in the North West the airport, given the peripheral location of the Derry~Londonderry city region, has played a key role in maintaining connectivity with the rest of the UK. The Council recognises that significant work is ongoing to upgrade the A5 route to Dublin and the A6 route to Belfast, however these are not scheduled for completion for a minimum of 5 years. The continued operation of CoDA in this minimum interim period is important to ensure regional connectivity is available to provide access for businesses to markets outside of Ireland and access for visitors to our local tourism offering to support continued growth.

Strategic Context

5. The continued operation and development of CoDA sits within a wider strategic context and will deliver on priorities outlined in a number of key relevant government strategies. In relation to the draft Programme for Government Framework 2016-2021 CoDA has the potential to make a substantial and transformative contribution to the following PfG outcomes: We prosper through a strong competitive regionally balanced economy; We have more people working in better jobs; We are a confident, welcoming, outward looking society; We have created a place where people want to live and work, to visit and invest; and We connect people and opportunities through our infrastructure. In particular it contributes to a balanced regional economy by tackling regional infrastructure disparities and deficits enabling the City Region to contribute to the growth of the North West cross border region and Northern Ireland economies.

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Page 113 6. The Regional Development Strategy (RDS) 2035 recognises that: “Londonderry is the focus for economic growth in the North West Region” and the need to strengthen Londonderry as the principal city of the North West and its relationship with Donegal is noted. The need to improve connectivity to enhance the movement of people, goods, energy and information between places is highlighted. It also recognises the need for efficient transport infrastructure for a successful economy and to help promote social inclusion.

7. Economy 2023 - Draft Industrial Strategy for NI gives a commitment towards rebalancing the economy, driving forward private sector growth and jobs and delivering benefits for all. It also recognises that a region’s infrastructure is both a key enabler and a driver for economic growth with investment in our infrastructure seen as being vital to provide physical and digital connectivity. It notes that this connectivity needs to be regionally balanced to ensure a level playing field of opportunity in terms of access to market and the ability to establish and grow businesses across all of NI. Of particular relevance is its commitment to invest in infrastructure to support the growth of Belfast as a regional driver and Londonderry as the driver of the North West.

8. Project Ireland 2040 – National Development Plan (NDP) 2018-2027 - recognizes the importance of the North West and the relationship between Donegal and Derry as a functioning cross border city region. Reference is made to the Fresh Start Agreement, the importance of the North West Strategic Partnership Board and the need for targeted investment in cross border economic infrastructure. Also the role of regional airports is highlighted within the NDP and continued support will be provided by Government under its Regional Airports Programme in recognition of the lack of or inadequate roads infrastructure in parts of the country.

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Page 114 Strategic Inclusive Growth Plan 2017-2032

9. DCSDC’s vision is of ‘a thriving, prosperous and sustainable City and District with equality of opportunity for all1.’ It wants to play a full part in building a strong and vibrant economy for Derry~Londonderry and the broader North-West City Region, with thriving businesses and more and better quality employment opportunities for all, with the region making a full contribution to the economy of Northern Ireland as a whole.

10. In support of this vision, DCSDC launched The Inclusive Strategic Growth Plan 2017-2032 for the district in November 2017, which sets out the way forward for all economic, social and environmental growth and development over the next 15 years. This followed an extensive co- design process involving over 5,000 stakeholders. By 2032, the Plan forecasts that the required investment of £3.4bn will deliver over 15,000 new jobs, 10,000 additional people, £203m additional wages and £1.1bn additional GVA2.

11. City of Derry Airport has a pivotal role to play in enabling this transformation and regeneration – under its environment and regeneration pillar the Council commits to having more integrated, sustainable and accessible transport. A key action highlighted is improved connectivity and frequency of flights from City of Derry Airport to major business hubs as well as the development and sustainability of the Airport. The plan recognises that a highly effective transport infrastructure is vital for the economy and CoDA has an integral role to play in making Derry- Londonderry and the wider North West City Region a more attractive and competitive proposition for inward investors as well as the development and growth of the region’s tourism potential, whilst also delivering economic and social benefits to local communities and the North-West region as a whole. Support from government for City of Derry Airport will help the development of new routes, improve connectivity and boost economic growth for the wider city region by increasing access. The Airport remains an important regional gateway that plays an essential part in the future development of the North West City Region.

1 Derry City and Strabane District’s Inclusive Strategic Growth plan 2017 - 2032 2 Derry City & Strabane District Council - Economic overview and Forecasts – UUEPC 5 | Page

Page 115 Economic Benefits

12. CoDA acts as a catalyst for the local and regional economy, not only by providing air connectivity and tourism benefits, but also as a centre for employment centre in its own right. The Airport supports the local economy by providing jobs for approximately 110 direct staff, a further 70 jobs through indirect and induced employment and a further 200 jobs through catalytic impacts of business productivity and tourism. It also contributes approximately £14.2 million per annum of GVA to the Northern Ireland economy.3

Incorporation and Management of CoDA

13. The airport operated as part of Derry City Council from 1977 until 2010. Much has been done to improve the governance and management of CoDA over recent years. In April 2010, the airport was established as an incorporated company, CoDA Operations Ltd., separating its management from the Council (which continues to own the Airport and is the sole shareholder). DCSDC now owns 100% of the shares in City of Derry Airport (Operations) Limited.

14. CoDA therefore operates under its own Board, with an independent chair. The Board has strengthened the financial and operational management of the airport through the procurement of Regional and City Airports Management (RCAM) to manage its’ airport operations. The current contract was procured in 2010 through an EU procurement process and runs until 31st March 2020. The services provided through this arrangement include operation of the airport on behalf of Council, provision of expert resources (to include financial management of the airport), ensuring the airport remains compliant with all regulations and Civil Aviation Authority licensing, and improving the commerciality of the airport.

3 Figures taken from a recent independently validated study (York Aviation). The Airport contributes £5.6 million of GVA through the catalytic impacts of inbound tourism and business connectivity; and £8.7 million of operational GVA from employment (direct, indirect and induced) at the Airport. 6 | Page

Page 116 Investment in CoDA

15. The Airport operates as a commercial venture but is currently not profitable and accordingly, the Council continues to provide financial support to CoDA in the form of an annual operational subsidy to bridge the gap between income and costs and to offset any losses.

16. The mechanism by which DCSDC provides ongoing support to the airport is generally through the purchase of additional shares (to the approximate value of the loss). The value of this investment is then written down in the accounts of the Council. Council currently provides an annual operational subsidy of £2.145m which is £1.0 million (or 32%) lower than it was in 2010.

17. In addition, DCSDC has built up a loan charge provision of £1.3 million per annum to fund capital expenditure at CoDA. Currently £1.2 million of this provision is used to service loans outstanding of £11.5 million for historic capital investment, which incrementally reduce each year as loans are repaid. Additional capital expenditure will be required at CoDA over the medium term, to continue to ensure facilities and equipment are modernised and meet required safety standards, although the required investment identified in the 5 year capital plan can be accommodated from within the existing £1.3m loan charge provision.

Challenges

18. A number of significant matters have had an impact on the business success of the airport since it was incorporated in 2010 and on its ability to further reduce the annual operational subsidy required from Council.

19. The most significant factor influencing the development of City of Derry Airport (CoDA)’s route network and passenger growth has been Air Passenger Duty (APD). The current level of APD of £13, the highest level anywhere in the world, has had a major impact on the ability of the airport to grow its route network. It is worth noting that only four of the 28 European Union member states levy a form of APD, with most countries understanding the negative drag effect

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Page 117 that APD has on connectivity. The Scottish Government already recognise the economic benefits that smaller regional airports provide and airports in peripheral areas of Scotland currently benefit from zero APD (as well as significant Government subsidies). A significant market distortion was caused by the Irish Government’s decision to scrap their APD entirely, with effect from 1st April 2014.

20. As a result, CoDA, and indeed all Northern Irish airports, are at a competitive disadvantage to ROI airports which have Zero APD. This is acknowledged by Tourism Ireland, the All Island Tourism body, which has seen growth in tourism numbers in the ROI significantly outstrip N. Ireland. This is largely due to a dramatic expansion of airline-routes and passenger numbers in ROI compared with Northern Ireland - with airlines selecting APD-free Dublin and regional ROI airports as their entry point to the island of Ireland, in preference to Northern Ireland’s airports.

21. CoDA’s primary operations has been by low-cost carriers, where the proportion of the ticket price taken up by APD is significant. With average net yields on routes served from CoDA being less than £40, APD at £13 is a significant proportion of the overall ticket price. Low- cost operators cannot simply add APD to their net yield price and pass this onto the customer – they have to absorb the costs, and as such the yield derived by the airline from the route would be less than £27. All airlines cite APD as a major drag on operations from Northern Ireland and CoDA in particular.

22.In addition to this, there have been significant changes in the airline industry. Compared to twenty years ago, when virtually all regional airports had their own based airline, there has been consolidation to a small number of "mega" Low Cost operators such as Ryanair and Easyjet and a small number of Regional Airl ines such as Flybe or Stobart Air. These airlines are extremely risk adverse and have consolidated into larger hubs away from smaller third tier airports. They now require significant support and risk sharing before they will contemplate new routes.

23. The Northern Ireland market as a whole is also a low yield market for airlines and this has

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Page 118 been further exacerbated due to the competition between the 2 Belfast airports. Dublin and other airports in the Republic of Ireland such as Knock have been aggressive in adding capacity and targeting customers from Northern Ireland. As well as the non APD advantage they have also been assisted by more direct route support incentives from the Irish Government than are currently available to CoDA from the UK Government or the Northern Ireland Executive.

24. As a result of these challenges, it is extremely difficult for smaller regional airports like CoDA to attract new airlines and routes and ultimately more challenging to reduce subvention. Government intervention is critical for smaller regional airports, both in the form of funding assistance to and reduction in tax burdens on airlines to attract new routes. As an example, Highlands and Island Airports Limited, in addition to being APD exempt received subsidy from the Scottish Government of £36.45m in the year to 31st March 2017- this represents a subsidy per passenger of £21.98. Passenger numbers at these airports also showed a 15.4% increase in the year to 31st March 2017.

Current operational position and outlook

25. Despite these challenges, CoDA currently operates scheduled flights to the following locations:-

London Stansted (BMI Regional PSO)) – x13 departures per week. Liverpool (Ryanair) – x3 departures per week in summer increasing to 5 in the winter Glasgow (Ryanair) – x4 departures per week Majorca (Thompson) – x9 week summer series.

26. Ryanair have recently announced that they will move their Scottish service from Glasgow to Edinburgh from Winter 2018 with Loganair subsequently announcing that they will continue to provide the Glasgow service. CoDA is forecasting to carry 220,000 passengers in 2018/19.

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Page 119 27. These routes have been performing well in terms of load factor with the Glasgow and Liverpool routes currently operating at 86% and 87% load factors respectively and the BMI London PSO route operating at 74%. For illustration, this compares to the following airlines overall load factor performance noted below: Ryanair: 96% (October 2017) Easyjet: 92.5% (October 2017) FlyBe: 72.5% (Q1 2017/18) Loganair: 64% (2015) Note: operates PSO routes to/from Scottish islands. BMI Regional: 54.4% (2016) Note: operates PSO route to London Stansted.

28. Connectivity and subsidy have been significantly impacted in recent years due to the challenges noted above. In common with other small regional airports across these islands CoDA faces ongoing operational challenges in terms of maintaining a choice of routes to provide all-important connectivity for both “point to point” travellers as well as those seeking connectivity through a transfer hub airport whilst also attempting to put the Airport on a more viable/sustainable financial footing despite high fixed costs.

29. In particular, during November 2014, Ryanair withdrew its Birmingham flight from CoDA for its own commercial reasons - the route handled in excess of 60,000 pax per annum but the Ryanair aircraft were too large for the route and could not economically support a viable daily schedule. In 2016, Ryanair also indicated that the company’s Stansted flight (carrying 99,000 passengers) would be withdrawn by April 2017. Given the importance of continuing direct air connectivity to London to the regional economy, CoDA successfully applied to the UK Department of Transport for the route to be subsidised for two years as a PSO, lasting until May 2019. The UK Government announced that it would provide £3.8 million to fund the route during 2017/18 and 2018/19 with consideration being given to a further 2 years support. Following a successful procurement exercise, this allowed a transition on the Stansted route to the new operator, BMI Regional in May 2017 with only a one month break in the service. Over the last year this PSO has matured into a business friendly service providing two way connectivity to and from London.

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Page 120 30. Like all other airports, CoDA has a high fixed cost base matched to operational and regulatory requirement that could handle significantly higher numbers of passengers. The reduction in income associated with these changes have impacted on the subvention requirement with Council having to provide additional one-off subsidies during these years to enable savings and efficiency proposals to be implemented. In order to secure the UK Department of Transport funding for the PSO route, Council have also had to make a direct 12% contribution of almost £260k per annum. These additional one-off subsidies have been funded from Council reserves and are not sustainable or affordable for Council going forward.

31. Subventions from Council since incorporation are as summarised in the table below:-

Year Notes Baseline rates Additional PSO match Capital loan Total subvention one-off funding provision subvention subvention 2010/11 3,151,794 1,300,000 4,451,794

2011/12 2,410,700 1,300,000 3,710,700

2012/13 2,301,000 1,300,000 3,601,000

2013/14 2,152,000 1,300,000 3,452,000

2014/15 2,145,000 1,300,000 3,445,000

2015/16 Cessation of 2,145,000 369,000 1,300,000 3,814,000 Birmingham route 2016/17 Cost 2,145,000 1,300,000 3,445,000 reduction 2017/18 Cessation of 2,145,000 264,000 259,000 1,300,000 3,968,000 Ryanair Stansted and new PSO 2018/19 2,145,000 260,000 257,000 1,300,000 3,962,000

32. Moving forward, on the basis of existing connectivity, significant further work by the airport management to achieve further cost savings and efficiencies have ensured that the £2.145m subvention will be sufficient going forward from 2019/20 to cover net operating costs with no additional one-off subvention requirements from Council.

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Page 121 33. The critical challenge facing the airport is the funding required to renew the London PSO services from May 2019. The total cost of the PSO is £2.1m per annum with the UK Department of Transport currently providing 88% of this funding. It is likely that this funding will be reduced to 50% from May 2019. Match funding of £1.05m per annum therefore needs to be secured with urgency to enable the London route to continue beyond May 2019. Without Government intervention, Council is not in a position to meet these costs and as such the PSO to London will cease to operate. In addition, without London Stansted service, the airport will no longer be sustainable beyond 2019 with subvention requirements further increasing due to the reduced income and high fixed cost base.

Medium term vision

34. The long-term objectives of both DCSDC and the Board of CoDA are to increase the number of destinations served by CoDA, which in turn will increase the number of passengers using the airport, thereby reducing the operational subsidy requirement. In particular, the medium term strategy for the airport requires the following connectivity:-

o Regular connectivity to London- currently provided through PSO support and critical to short-term sustainability

o Regular connectivity to a key airport hub in the North of England with international connections - not progressed due to inability to access approved funding

o Regular connectivity to Scotland - currently provided commercially

35. In the Fresh Start Agreement of November 20154, the two Governments specifically recognised the investment needs of the North-West region. DCSDC would ask that the need for financial

4 “A Fresh Start: The Stormont Agreement and Implementation Plan”, November 2015. 12 | Page

Page 122 support to sustain CoDA and ensure air connectivity for Derry-Londonderry and the North West City Region is given favourable consideration in this context.

36. Political engagement in late 2016 led to agreement that the Northern Ireland Executive would provide a CoDA-specific Route Development Fund of £2.5 million and Infrastructure Development support funding of £4.5 million. The intention had been that the route development funding would be used to support a Public Service Obligation (PSO) for a service to Birmingham – a key airport hub which would provide wider international connectivity, and would be accompanied by further support from the UK Department of Transport for the London PSO. Whilst the UK Department of Transport funding has materialised, it has not been possible for DCSDC to access any of Northern Ireland Executive funding since the collapse of the Northern Ireland Executive in January 2017.

Critical immediate short-term requirement

37. In the short term the airport is seeking immediate access to the £2.5 million Route Development Fund set aside by the NI Executive to enable the London Stansted PSO to continue after May 2019.

38. Subject to confirmation from the UK Department for Transport, the annual PSO cost (currently £2.1m but subject to tender) would be funded on a 50/50 basis by the NI Executive and UK Department for Transport for a further 2 year period. This proposal assumes continuity of existing confirmed commercial routes and will provide connectivity for 220k passengers for a further 2 year period and annual GVA to the Northern Ireland economy of £14.2m.

39. This would result in the following funding structure for the years 2019/20 and 2020/21:-

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Page 123 Details £ Source Revenue subvention 2,145,000 Council Capital subvention- 1,300,000 Council PSO Costs – estimated subject to 2,100,000 50% DFT, 50% NI Executive tender Total cost £5,545,000 Passengers 215,000 GVA £14.2m

40. The overall proposed cost per passenger of £25.79 compares very favourably to other regions, such as the Highlands and Islands Airports when APD costs are taken into account.

41. There is an urgency attached to this request, in that a tender or renegotiation process needs to be progressed in order to ensure that the London PSO route can continue in operation beyond May 2019. To enable this to be progressed, the required funding must be confirmed by late August/ September 2018. Failure to do so will mean the London route will cease, the subvention requirement will significantly increase and the airport will no longer be sustainable beyond May 2019.

Medium term proposal 2021-2026

42. Council recognises that it will not currently be possible, until Executive powers are restored, to obtain any further commitment from the Northern Ireland Executive beyond the £2.5m route development funding already identified. It is however important that discussions are now advanced and developed with other key stakeholders, to include the UK Government, Northern Ireland Executive and Irish Government, not only to maintain existing connectivity but to ensure regular connectivity to a key airport hub in the North of England with international connections, for at least an initial further 5 year period post 2021 whilst critical transport infrastructure (A5 14 | Page

Page 124 and A6) is progressed and completed and roads connectivity to the North West is significantly enhanced.

43. It is estimated (subject to tender), that the additional connectivity to a key airport hub in the North of England with international connections will require route development support of circa £1m per annum, however, this would provide connectivity for 238,000 passengers with an associated GVA impact per annum of £22.7m. Again, an overall medium term proposed cost per passenger of £26.89 compares very favourably to other regions, such as the Highlands and Islands Airports when APD costs are taken into account.

44. Given the other significant financial pressures facing Council and the City and Region growth aspirations which require funding, it is proposed that a reduction Council subsidy beyond 2021 forms an inherent part of the medium to longer term sustainable funding discussions with Government (s).

45. This will ensure air connectivity for the North-West City Region that includes Donegal and help facilitate delivery of the Strategic Growth Plan priorities and secure the future development and growth of the Airport. It will also deliver on draft PfG outcomes and RDS 2035 and Economy 2030 priorities in relation to balanced regional development particularly in relation to regional transport and economic infrastructure.

46. Similar to the Highlands and Islands, one possible funding mechanism is the relaxation of Air Passenger Duty for smaller regional airports in Northern Ireland. CoDA has submitted a response to HM Treasury’s call for evidence on VAT, Air Passenger Duty and Tourism in this regard. The current full year receipts from Air Passenger Duty (APD) from routes to CoDA are c£1.6m (both ways, and excluding London, which is APD-free). For this relatively small sum of money the negative effects of APD for CODA are immense. APD causes a threat to existing marginal routes; is a barrier to developing new routes; and, as can be seen on the London route, it can lead to the necessary replacement of key routes with PSO, at a disproportionate cost to the receipts from APD. In fact, the imposition of APD which ultimately caused the cessation of the London

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Page 125 Commercial service has resulted in a cost to the public purse through loss of APD and the cost of the PSO of c£3.5mpa.

47. In the Highland and Islands case removal of ADP for the Highlands and Islands region has allowed Inverness Airport to grow exponentially since 2001 from a base of 334k passengers to its current levels of 829k.

Precedents

48. The Welsh Government and the Scottish Executive have been very active in providing funding for airports and air routes which they consider essential in meeting the economic and social needs of their respective jurisdictions. For example:

 The Scottish Government bought Glasgow Prestwick Airport (GPA) for £1 in November 2013. The airport had been incurring annual losses of £2.0 million. The Scottish Government budgeted to loan GPA £25.2 million by end-March 2016. In FY2016-17, the Scottish Government provided £9.6 million of funding to GPA.

 In addition, in the year ended 31 March 2017, subsidies from the Scottish Government to Highlands and Islands Airports Limited, to maintain air connectivity to a range of small airports across the Scottish Highlands and offshore islands, totalled £36.5 million, made up of revenue of £20.2 million and capital of £16.3 million. There are 11 airports in the Highlands and Islands Group. In 2001 passenger numbers at Inverness airport were 343,000 and most recent figures for year ending March 2017 show this having increased to 829,018. This has been assisted through a London Heathrow PSO and new routes to Schiphol. Air Passenger Duty for airports within the Highland and Islands has been abolished since 2000.

 As part of the Inverness and Highland City-Region Deal, the Scottish Government and UK Government recognised the importance of effective air access to the Highland economy and agreed to work with the Highland Council to provide support for Inverness Airport. The

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Page 126 rationale for the support was to develop effective links nationally and internationally to grow tourist and business journeys whilst existing links are maintained.

 The Welsh Government also provide a subsidy through a PSO and operational subvention to a terminal at Valley Airport for an Anglesey to Cardiff PSO. In 2013 this cost c£1.55m for 8,400 passengers – a cost of £184 per passenger and supported 20 jobs generating a GVA of c£290kpa.

 Through its Regional Airports Programme 2015-2019, the Irish Government provides financial support to the regional airports in Donegal, Knock, Kerry and Waterford through a number of schemes – including a CAPEX scheme, an OPEX scheme and a PSO Air Services scheme. Within its National Development Plan the importance of regional airports in providing essential connectivity is recognised particularly in the absence of adequate surface connections.

Recommendations

49. In the short term the airport is seeking immediate access to the £2.5 million Route Development Fund set aside by the NI Executive to enable the London Stansted PSO to continue after May 2019. There is an urgency attached to this request, in that a tender or renegotiation process needs to be progressed in order to ensure that the London PSO route can continue in operation beyond May 2019. To enable this to be progressed, the required funding must be confirmed by late August/ September 2018. Failure to do so will mean the London route will cease and the airport will no longer be sustainable beyond May 2019.

50. With regard to medium to longer term funding post 2021, it is proposed that discussions in relation to sustainability of the Airport are advanced and developed with other key stakeholders, to include the UK Government, Northern Ireland Executive and Irish Government, not only to maintain existing connectivity but to ensure regular connectivity to a key airport hub in the North of England with international connections, for at least a further 5 year period whilst

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Page 127 critical transport infrastructure (A5 and A6) is progressed and completed and roads connectivity to the North West is significantly enhanced.

51. Given the other significant financial pressures facing Council and the other City and Region growth aspirations which require funding, it is proposed that a reduction in Council subsidy beyond 2021 forms an inherent part of the medium to longer term sustainable funding discussions with Government (s).

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Page 128 The Executiveoffice .1 • WWCX’.’L. David Sterling Head of the Civil Service Room FD.34, Stormont Castle Stormont Estate, Belfast BT4 3fl, Northern Ireland Tel: 028 9037 8133 E-mail: hocscexecutiveofflce-ni.gov.uk

Mr John Kelpie Chief Executive Our Ref: C0R134/18 Derry City and Strabane District Council 98 Strand Road Derry BT48 7NN

22 June 2018 Dear John

FUNDING ISSUES AT CITYOF DERRY AIRPORT

Iwrite in response to your letter of 5 June 2018, in which you outlined emerging financial challenges at the City of Derry airport (CoDA). In particular I note the work that the Council and CoDA Board are doing with the Strategic Investment Board (SIB) to develop a medium term plan and funding proposal to drive forward the future development of the airport over the next 5 years. It is important that any consideration of potential financial support mechanisms is made within this wider strategic context.

As you know I warmly welcomed the establishment of a Public Service Obligation between CoDA and London Stansted by the Department for Transport (Dif), reflecting the national policy position which recognises the importance of ensuring regional airports maintain effective connectivity with the capital. I understand that officials in the Department for the Economy (DfE)worked closely with Dif and Derry City & Strabane District Council (DC&SDC) colleagues to develop a Memorandum of Understanding governing the allocation of funds to enable DfE to make payments to the Council, on behalf of Dif.

I have noted the latest position with regard to this route and understand that you are working closely with Dif to clarify the funding arrangements post May 2019. The outcome of these discussions, alongside your ongoing work with SIB, can provide a strong evidentiary basis for future decisions on the funding of the airport. I look forward to seeing the outcome of this work.

INVESTORS ( % Bronze INPEOPLE 4.k_.L” The personal information leg., name, personal email/home postal address) included in your correspondence, which the Executive Office now holds, v/Il be bandied in accordance with data protection legislaton. It v/Il be kept secure and only shared with relevant officials for the purpose of prowding a response. This information willbe retained for no longer than is necessary, and in line with the Departments retention and disposal schedrie Page 129 NI

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of DenyCity &Rnb.,. D{,z* Ca,x. Cfl.ski. 5 June 2018 CMthLrDhIre& ‘wits —‘ ISadi. BMn Dwy Ciwe S Sn)han. Oq.trkt Coc DavidSterling Head of the Northern Ireland CivilService The ExecutiveOffice GD36Stormont Castle Stormont Estate Belfast 3T4 3ff

City of Deny Airport funding

Dear Mr Sterling.

I write further to our recent discussions in relation to the above. lam also aware of the letter of 10th April2018 issued by the Chairman of the Airport Board and your subsequent response of 26th April2018.

Deny Cityand Strabane DistrictCouncilcurrently provides a significant annual funding subsidy to CODAof £3.445m to cover revenue and capital financing costs. Thissignificant investment represents 6% of our entire revenue budgets and reflects the importance of the airport to the economy of our CityRegion.

Followingthe withdrawal of the RyanairStansted service in May 2017, this placed the airport at significant riskof closure. A P50 designation was secured for the London route and, following an EUtender process, SM!were appointed as the new operator for a 2 year period at a cost of £2.lm per annum1funded 88% by DR in London 12% by the Council.Thisadditional Councilcontribution along with the increase in revenue subvention due to lower passenger numbers required Councilto find a sum of Lim (0.5m per annum for a 2 year period) from reserves over and above its’ annual subvention.

Moving forward beyond May 2019, it is anticipated that the support provided by the Department for Transport in London (DEl)towards a renewal of this P50 designated service will reduce from 88% to 50%of the net service cost Thisin effect means that additional funds of £BOOkper annum over and above the current £500k per annum shortfall willneed to be found to ensure the airport remains sustainable beyond May 2019. Derry Cityand Strabane DistrictCouncildoes not have any available reserves to fund beyond its’current maximum baseline level of £3.445 millionafter 2018/19.

Deny Strabana John Keiple MEng., cEng., MlStructL, +44 (0)2871253253 chierexecutiveaderrystrabafle corn do council Offices CfoCouncil Offices MIEI 98 SLrand Road 47 Derry Road Chief Executive Derry Strabane Derry City and Strabane District Counci oerry City & Stratiane District Council 6T48 71*1 9T82 BOY @&sdcouncll Page 131 of

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FUNDING ISSUES AT CITYOF DERRY AIRPORT (CODA)

I write in response to your letter of 10 April 2018 in which you ouUined the emerging financial challenges at the airport. I have noted the work that the CODA Board are doing in relation to future sustainability of the airport including the review of its cost base and the identification of further route development opportunities.

You will be aware that following the announcement of the NI Executive support package for CoDA the Department for Economy (DfE) is working closely with Derry City & Strabane District Council (DC&SDC) to develop an outline business case for further potential route development. Unfortunately, it has not been possible to advance these proposals in the absence of both funding and Ministers.

I warmly welcome the establishment of a Public Service Obligation between CoDA and London Stansted by the Department for Transport (Dif), reflecting the national policy position which recognises the importance of ensuring regional airports maintain effective connectivity with the capital. You will be aware that officials in DfE have worked closely with Dif and DC&SDC to develop a Memorandum of Understanding governing the allocation of funds to enable DfE to make payments to the Council, on behalf of Dif.

In relation to the work you are undertaking with SIB to identify the funding required to support and to drive forward the future development of the airport over the next 5 years, I would be happy to discuss the emerging options, once complete. I would be grateful if you would forward the documentation as soon as it is available. I will ask my office to convene a meeting thereafter with the appropriate officials in Infrastructure, Finance and Economy.

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Thank you for your letter to the Secretary of State on 20 February 2018 regarding Northern Ireland Executive funding for the City of Deny Airport. The Secretary of

State has asked that I respond to you on her behalf and to thank you for your kind words and invitation to fly from City of Derry Airport should travel arrangements allow in the future.

The Secretary of State was pleased to recently visit the North West to meet with a range of partners to discuss and directly view the economic and social challenges within the region. It is clear that the City of Deny Airport is an Important part of the regions connectivity which is important in supporting the North West economy. As you have highlighted, the UK Government has recognised this through it’s the financial support to the Public Service Obligation route to London Stansted.

Turning to the matter of NI Executive funding for the airport, this remains a devolved mailer. It had been the Secretary of State’s sincere hope that the important budgetary and wider strategic economic decisions required to support the Northern Ireland economy would be taken by locally elected politicians In a restored Executive through the setting of its own budget for 2018-19, but this didnot prove to be possible

As you will be aware, the Secretary of State published a Budget Statement on 8 March to deliver the stability and financial clarity that the NI CivilService needs to forward plan and take decisions to protect public services for the financial year 2018- 19 It is a balanced budget, supported by UK Government flexibilities,which reflects where key pressures lie in Northern Ireland and for work to prepare the ground for transformation of services to make services sustainable in the long term It also delivers on the UK GovernmenUs commitment to address NI’sunique circumstances, with £410m of support from the financial annex to the Confidence and Supply Agreement provided This includes funding for investment in infrastructure that will support the wider economy of Northern Ireland.

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ECONOMIC NORTHERN Agenda Item 10

Title of Report: Officer presenting: Lead Finance Officer

Prudential Indicators 2018/19 Author: Lead Finance Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is for Members to approve Prudential Indicators for the 2018/19 year.

2 Background

2.1 The Local Government Finance Act (Northern Ireland) 2011 requires Council to adopt the Chartered Institute of Public Finance and Accountancy (CIPFA) Prudential Code for Capital Finance in Local Authorities. In doing so, the Council is required to set and monitor a series of Prudential Indicators, the key objective of which is to ensure that, within a clear framework, the capital investment plans of the Council are affordable, prudent and sustainable.

2.2 The Council is therefore required to set and monitor a range of indicators under the following headings: -

 Capital Expenditure

 Affordability

 Financial Prudence

 External Debt

 Treasury Management

3 Key Issues

3.1 Capital Development has been identified as a key growth priority for the new Council. From the total revenue raised by Council through rates and rates support grant of £58,540,947, a sum of £9,149,169 (15.63%) is set aside to fund capital expenditure mainly through loan charge provision.

Page 137 3.2 In the first year of the new Council, through this Committee, the following progress has been made in relation to Council's capital programme:-

 Projects completed by new Council- £36.97m of capital projects since inception with £15.77m of this having been secured from external sources.

 Projects approved, in progress and fully financed- £40.09m of which £27.87m has been secured from external sources- RAG status provided for all projects. As noted above, this includes Brandywell Stadium which will move to completed once final funding is agreed.

 Subject to Members approval of the previous capital projects report and relevant external funding being secured, Council will have approved a further capital investment programme of £42.64m (£30m to be secured from external sources).

 Beyond this, subject to funding, Council is progressing a range of strategic projects which will require significant investment. These include Council’s strategic leisure projects at Templemore and Strabane, Maritime Museum, SCORE site/ Canal Basin and Queens Quay riverside regeneration projects. Council has already allocated a capital sum of £2.447m to progress the strategic leisure projects to detailed business case and has a remaining unallocated capital financing provision of £666k which would facilitate a further capital sum of £10.4m towards these projects.

3.3 This investment has been facilitated through Council's efficiency plan.

3.4 As noted above, Council is required on an annual basis to prepare and approve Prudential Indicators. These have been prepared on the basis of the above principles and are attached at Appendix 1 for Members consideration and approval. The key points to note are as follows:-

 Borrowing at 31st March 2016 of £51.98m;

 A proposed authorised limit for external debt of £70m for 2018/19 which is fully affordable within Council's existing loan charge provision.

 All loans are currently fixed rate loans from the Public Works Loans Board which provides extremely advantageous rates to Councils. Fixed rate loans provide funding and forecasting certainty.

Page 138 4 Financial, Equality, Legal, HR and Other Implications

4.1 The indicators as presented are affordable within the Council's loan charge provision.

5 Recommendations

5.1 Members are asked to approve Prudential Indicators for the 2018/19 year as attached in Appendix 1.

Background Papers

Appendix 1 Prudential Indicators 2018/19

Page 139 This page is intentionally left blank APPENDIX 1 DERRY CITY AND STRABANE DISTRICT COUNCIL PRUDENTIAL INDICATORS 2018/2019

Introduction

The Local Government Finance Act (Northern Ireland) 2011 requires Council to adopt the Chartered Institute of Public Finance and Accountancy (CIPFA) Prudential Code for Capital Finance in Local Authorities. In doing so, the Council is required to set and monitor a series of Prudential Indicators, the key objective of which is to ensure that, within a clear framework, the capital investment plans of the Council are affordable, prudent and sustainable.

The Council is required to set and monitor a range of indicators under the following headings: -

 Capital Expenditure  Affordability  Financial Prudence  External Debt  Treasury Management

1. Capital Expenditure Indicators

1.1. Capital Expenditure This indicator is required to inform the Council of capital spending plans for the next three years. It is the duty of a local authority to determine and keep under review the amount that it can afford to allocate to capital expenditure.

The estimates of gross capital expenditure to be incurred are based on the Rates Estimates and the Draft Capital Programme and are summarised below:

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 £ £ £ £ £ Estimated Gross Capital 6,204,145 13,756,965 20,178,750 33,545,054 32,467,846 Expenditure

1.2. Capital Financing Requirement The Capital Financing Requirement measures the Council’s underlying need to borrow for capital purposes. It shows the total estimated capital expenditure that has not been resourced from capital or revenue sources. This requirement will eventually be met by revenue resources through the Minimum Revenue Provision mechanism as part of the Rates Estimates process each year.

The Council can finance capital schemes in a variety of ways including:  the application of capital receipts;  the application of a capital grant;

Page 141  the application of Council Reserves such as the Capital Fund or the Repairs and Renewal Fund;  a direct charge to revenue; and  borrowings.

It is only the latter method that increases the Capital Financing Requirement of the Council.

Estimates of the end of year Capital Financing Requirement for the Council are summarised below:

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 £ £ £ £ £ Estimated Capital 56,184,587 61,228,146 67,340,525 78,275,904 94,535,188 Financing Requirement

2. Affordability Indicators

2.1. Ratio of Financing Costs to Net Revenue Stream This indicator measures the proportion of the Council’s revenue budget that is being allocated to finance capital expenditure. It is the Council’s loan interest payments and Minimum Revenue Provision (MRP) as a percentage of the combined funding streams.

The estimate of financing costs includes current commitments and proposals contained within the capital programme.

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 Estimated % 15.67% 15.40% 15.63% 16.16% 16.66%

2.2. Estimates of Incremental Impact of New Capital Investment decisions on the Rate This is a key affordability indicator that demonstrates the incremental effect of new capital expenditure on the Domestic Rate.

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 Estimated % 0% 0% 0.5% 1% 1%

Page 142 3. Financial Prudence Indicator

3.1. Gross External Borrowing and the Capital Financing Requirement This indicator records the extent that gross external borrowings is less than the capital financing requirement. This is a key indicator of the Council’s prudence in managing its capital expenditure and is designed to ensure that, over the medium term, external borrowing is only for a capital purpose. Estimates of the end of year indicators are as follows:

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 £ £ £ £ £ Estimated Capital 56,184,587 61,228,146 67,340,525 78,275,904 94,535,188 Financing Requirement Gross 51,982,781 53,670,322 59,169,379 64,900,614 78,528,281 Borrowings Under Limit 4,201,806 7,557,824 8,171,146 13,375,290 16,006,907 By:

4. Treasury and External Debt Indicators

4.1. Authorised Limit for External Debt The authorised limit for external debt is required to separately identify external borrowing (gross of investments) and other long term liabilities. The limit provides a maximum figure that the Council could borrow at any given point during a financial year.

The authorised limits are consistent with approved capital investment plans and the Council’s Treasury Management Policy and Practice documents but allow sufficient headroom for unanticipated cash movements.

The limit will be reviewed on an on-going basis during the year. If the authorised limit is liable to be breached at any time, the Chief Finance Officer will either take measures to ensure the limit is not breached, or report to the Council to raise the authorised limit. The limits are proposed as follows:

Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 £ £ £ £ £ Authorised Limit for 86,000,000 86,000,000 70,000,000 80,000,000 95,000,000 External Debt

4.2. Operational Boundary for External Debt This is a key management tool for in-year monitoring and is lower than the Authorised Limit as it is based on an estimate of the most likely level of external borrowing at any point in the year. In comparison, the authorised limit is the maximum allowable level of borrowing that the Council foresees it may need at any stage. The limits are proposed as follows:

Page 143 Prior Yr Current Yr Year +1 Year +2 Year +3 2016/17 2017/18 2018/19 2019/20 2020/21 £ £ £ £ £ Operational Boundary for 84,000,000 84,000,000 68,000,000 78,000,000 93,000,000 External Debt

4.3. Actual External Debt This is a factual indicator showing the Council’s actual external debt at a fixed point in time (31 March).

External Debt Held at Fixed Rates Interest Rate Range 31 March 2017 £52.0m £52.0m 1.49% - 16.25% 31 March 2018 £53.4m £53.4m 1.16% - 16.25%

5. Treasury Management Indicators

There are four treasury prudential indicators the purpose of which is to contain the activity of the treasury function within certain limits thereby managing risk and reducing the risk of an adverse movement in interest rates. However, if these are set too restrictive they will impair the opportunity to reduce financing costs. The indicators are as set out below.

5.1. Compliance with the CIPFA Code of Practice on Treasury Management The application of this code came into effect for the Council on 1 April 2012. Council is confident that its current Treasury Management Policy and Investment Strategy complies with the Code.

5.2. Interest Rate Exposures This indicator considers the risk of changes in interest rates for both borrowings and investments and sets limits which are to be adhered to in relation to borrowing and investing at fixed and variable interest rates.

Derry City and Strabane District Council’s policy is that all borrowing is made at fixed interest rates. This ensures stability in the Rates Estimates and removes any risk from changes in interest rates.

Prior Yr Current Yr Year +1 Year +2 Year +3 Gross Debt 2016/17 2017/18 2018/19 2019/20 2020/21 Fixed Interest 100% 100% 100% 100% 100% Rate Variable 0% 0% 0% 0% 0% Interest Rate

Page 144 Derry City and Strabane District Council’s investments are deemed to be on variable interest rates as their maturity periods are all periods of less than one year.

Gross Prior Yr Current Yr Year +1 Year +2 Year +3 Investment 2016/17 2017/18 2018/19 2019/20 2020/21 Fixed Interest 0% 0% 0% 0% 0% Rate Variable 100% 100% 100% 100% 100% Interest Rate

5.3. Maturity Structure of Fixed Rate Borrowing This indicator discloses the level of debt which will mature in the periods defined below. Ordinarily debt is required only when the need arises in relation to capital expenditure and so it is important that the Council monitors the timing of the drawdown of loans in an attempt to mitigate against any interest rate increases.

Current Year 1718 Year +1 1819 Upper Limit Lower Limit Upper Limit Lower Limit Under 12 months 2% 0% 2% 0% 12 months to 2 years 1% 0% 1% 0% 2 years to 5 years 8% 0% 7% 0% 5 years to 10 years 24% 0% 23% 0% 10 year and above 100% 0% 100% 0%

5.4. Total Principal sums invested for periods longer than 364 days The purpose of this indicator is to contain exposure to the possibility of loss that may arise as a result of the Council having to seek early repayment of sums invested.

Derry City and Strabane District Council do not make any investments that extend beyond 12 months.

Page 145 This page is intentionally left blank Agenda Item 11

Title of Report: Governance Arrangements Officer Presenting: Local Community Planning Author: Head of Community Development & Leisure

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to update Members on the proposed Governance arrangements for the 8 Local Community Planning Growth Parterships.

1.2 To seek Members approval to implement a targeted nomination process in Autumn / Winter 2018 for the establishment of 3 new Local Community Growth Partnership Boards for the Rural DEAs of Sperrin, Derg and Faughan.

1.3 To seek Member’s approval to implement a targeted nomination process in Autumn / Winter 2018 for the expansion of the five existing Neighbourhood Renewal Partnership Boards; (Outer North (Ballyarnett), Outer West (Foyleside), Triax (Moor), Waterside and Strabane Town), to incorporate representatives from wards located within the DEA but outside the Neighbourhood Renewal Boundary area.

2 Background

2.1 Members will recall the appointment of Fearon Consulting, to carry out research, consultation and benchmarking on the future governance arrangements for the 8 Local Community Growth Partnerships. This work has informed the recommendations with regards to the selection and establishment of the most appropriate governance arrangements for the 8 Local Community Growth Partnerships. It is anticipated that these partnership boards will oversee the Local Community Plans for the 7 DEAs and Strabane Town.

2.2 Within the Derry City and Strabane District Council area there are five Neighbourhood Renewal Partnership Boards which have been in operation since 2003. The Neighbourhood Renewal Partnership boards are managed by the Department for Communities. The consultations highlighted that the five existing partnership boards should be expanded upon and utilised for the local community planning process.

Page 147 2.3 The Rural DEAs do not have an equivalent Neighbourhood Renewal structure, therefore, this will mean the establishment of new Local Community Growth Partnerships within the Sperrin, Faughan and Derg DEAs. During the consultation phase in the Rural areas it was highlighted that in the absence of an equivalent Neighbourhood Renewal Programme there would be a need to provide secretariat support to the new Local Community Growth Partnership. To update Members on this element, Council has included provision for secretariat support to the Sperrin, Derg and Faughan DEAs in a recently tendered service level agreement, this SLA will also provide capacity building support and governance training to the 3 Rural DEAs.

2.4 Fearon consulting undertook a level of initial desk research followed by direct consultation with the Interim Chairs for the 8 LCP areas, the 5 NR Partnership Boards, Rural Networks, Department for Communities, DCSDC Officers, DCSDC Party Leaders and Independent Elected Members. Eight resident focused consultations sessions were held across the 7 DEAs and Strabane Town. In addition, Fearon Consulting carried out a benchmarking process encompassing other examples of localised planning within DCSDC and other Councils in Northern Ireland; and those within Ireland and Scotland.

2.5 Newry, Mourne & Down District Council recently managed a similar open call for applications to establish 7 local community partnerships for the seven DEAs of Slieve Gullion, Newry, Crotlieve, The Mournes; Slieve Crood; Downpatrick; and Rowallane. This process was managed with support from Sector Matters, a social enterprise established by the Northern Ireland Council for Voluntary Action (NICVA). NICVA is a membership and representative umbrella body for the Community and Voluntary Sector in Northern Ireland. There are a number of demographical similarities between the Newry, Mourne & Down District Council and the DCSDC area, which would suggest that a comparable process could operate efficiently and effectively.

2.6 Alongside the development of the Governance arrangements for the LCGP boards the local community growth plans have been progressing. Members will recall that the local community planning process commenced with a recruitment and animation programme in December 2015. There were 48 local community planning workshops held across the 8 areas. Specific workshops were held with the Section 75 groupings, as well as 8 resident engagement sessions held across the 8 areas. There were also two workshops held with the Statutory Partners. In addition to this Officers have been meeting with the interim Chairs, NR Strategy Managers, C&V sector, DfC, Rural Networks and the Elected Members.

Page 148 2.7 Feedback received from the consultations process has informed the content of the 8 Local Community Plans. The 8 local plans have been developed in line with the Strategic Growth Plan. It is proposed that the 8 Local Community Growth Plans will be launched by the 8 Local Community Growth Partnership Boards. It is anticipated that the Cluster Village Plans for the Sperrin, Derg and Faughan DEAs will be included as Appendices to the local community growth plans.

3 Key Issues

3.1 The lack of existing structures within the Derg, Faughan; and Sperrin DEA means that there is a requirement to establish entirely new Local Community Growth Partnership Boards. RAPID will provide the secretariat support to the 3 Rural Partnership Boards.

3.2 There is universal agreement that the five existing Neighbourhood Renewal Partnership Boards (Triax (Moor), Outer North (Ballyarnett), Outer West (Foyleside), Waterside and Strabane Town should be built upon as a governance mechanism for the respective Local Community Growth Partnerships in the 5 Urban areas. However, it is acknowledged that this process will require expansion of the existing structures to incorporate representatives from wards located within the DEA but outside the Neighbourhood Renewal boundary area; and in some cases, additional skills and expertise; and representation from traditionally under-represented groups; in additional to the breath of community, cultural and religious perspectives specific to that DEA area.

3.3 It was acknowledged that in advance of any expansion / amendment of existing structures should be prefaced by an audit of each Neighbourhood Renewal Partnership Board from a (i) geographical; (ii) skills; and (iii) representation perspective (Section 75). The findings from the audit will be agreed with DfC, the NR Strategy Managers and DCSDC prior to the open call in Autumn/Winter 2018.

3.4 With regard to the existing Neighbourhood Renewal Partnership Boards, it is proposed that there be a two- year transition period before any of the existing members be replaced. Fearon consulting has communicated this to all of the 5 Neighbourhood Renewal Partnership Boards including the proposed expansion in terms of membership and mandate. This would allow the current membership to have adequate time to consider their continued involvement in the expanded Board; thus establishing the full extent of the additional members required.

Page 149 3.5 It has also been agreed that the creation of new Local Area Growth Partnership Boards, or expansion of the existing Neighbourhood Renewal Partnerships should be managed by an open call for nominations, followed by a robust and transparent assessment process, aligned to a set of published criteria. It is proposed that interested individual’s self – nominate on the basis they can illustrate strong links with a number of community and voluntary organisations within the DEA. Individuals wishing to be considered, will need to confirm they either live or work in the target DEA area.

3.6 The nomination process will be informed by the format and content of the open call documentation utilised by DCSDC to establish its Peace IV Partnership Board. However, it is recommended that Sector Matters (or a similar objective and suitably skilled organisation) performs a role within this process similar to that which the organisation provided for Newry, Mourne & Down District Council i.e. assistance with the co-ordination, sifting and scoring of all nominations received.

3.7 It is proposed that once the nominations process has been agreed, the Open Call information will be uploaded on the website created by DCSDC for the Strategic Growth Plan 2017 - 2032 (www.growderrystrabane.com). The nominations process will be advertised via the Council’s usual communication channels including local print and radio media outlets; the main DCSDC website; and the community planning databases. The Interim Chairs will also work with key community stakeholders to raise awareness of the process within their individual DEA area.

3.8 It is anticipated that the Open Call process would start in Autumn / Winter 2018. Once opened, there will be a two-week period for nominees to submit a response. The two-week period thereafter will be used by the consultants to undertake an initial sifting and scoring process, which will inform an initial recommendations report specific to each DEA.

3.9 It is noted that the Statutory Partners will sit on the Strategic Growth Partnership Board, not all Statutory Partners may have the resource allocation to send a senior officer to each board meeting, however it may be the case that the local statutory representative for the DEA attends the Local Growth Partnership Board meetings. During the consultation phases on the Governance arrangements, all the 8 Local Community Planning areas highlighted the importance of a representative from the Statutory Partners attending the meetings, in the event that the Statutory representative could not attend all the meetings it was proposed that they would attend as and when required to progress particular actions.

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

4.1 There are no financial, Legal or HR implications at this time. Page 150 4.2 Advice will be sought from the Equality Officer with regards to any specific EQIA requirements in relation to the Open Call process.

5 Recommendations

5.1 That Members approve a targeted nomination process to take place in Autumn/Winter 2018 for the establishment of 3 new Local Community Growth Partnership Boards for the Sperrin, Faughan and Derg DEAs.

5.2 That Members approve to implement a targeted nomination process in Autumn / Winter 2018 for the expansion of the five existing Neighbourhood Renewal Partnership Boards (Outer North (Ballyarnett), Outer West (Foyleside), Triax (Moor), Waterside and Strabane Town), to incorporate representatives from wards located within the DEA but outside the Neighbourhood Renewal Boundary area, and in some cases, additional skills and expertise; and representation from traditionally under-represented groups.

Background Papers

Appendix 1 – Copy of the Summary Report of the Be-Spoke Governance Arrangements for 8 Local Community Growth Partnerships

Page 151 This page is intentionally left blank People & Place

A Strategy for Neighbourhood Renewal

Code of Practice and Guiding Principles December 2012

Page 153 XXXXX NEIGHBOURHOOD PARTNERSHIP

CONTENTS

Page No

Introduction 2

1. Name and Status 3

2. Aims and Objectives 3-4

3. Roles and Responsibilities of the Partnership 4-6

4. Roles and Responsibilities of the Department 6-7

5. Representation 8-9

6. Roles and Responsibilities of the Partnership Chair 9-10

7. Roles and Responsibilities of the Partnership Members 10-12

8. Roles and Responsibilities of the DSD representative 12-13

9. Attendance 13-14

10. Roles and Responsibilities of the Strategy Manager/NR co-ordinator 14-15

11. The Functions of the Sub-Groups 15-16

12. Governance and Accountability 16-17

Annex 1 Composition of the xxxx Neighbourhood Partnership 18

Annex 2 Declaration for Partnership Members 19

Annex 3 The Seven Principles in Public Life 20

Annex 4 Statement on Conflict of Interest 21-22

Annex 5 Fraud Awareness 23

1 Page 154 Introduction

The Neighbourhood Renewal Programme aims to reduce the social and economic inequalities which characterise the most deprived areas. It does so by making a long term commitment to communities to work in partnership with them to identify and prioritise needs and co-ordinate interventions designed to address the underlying causes of poverty. When Neighbourhood Renewal Partnerships were established the intention was that they would be representative of local community interests, including faith based organisations, together with appropriate Government Departments, public sector agencies, private sector interest and local elected representatives.

The Department’s Accounting Officer is responsible for approximately £26m of Neighbourhood Renewal spend per year. This funding is administered to Neighbourhoods to take forward those Projects aligned with the strategic objectives of each Partnership’s Action Plan. To ensure the effective use of public funds, this Code of Practice sets out the key principles which will underpin the roles and responsibilities of those involved through the partnerships in the delivery of Neighbourhood Renewal. Compliance with the Code of Practice will be a material consideration in the Department’s appraisal of project applications.

2 Page 155 1. Name and Status

The name of the Partnership shall be the xxxx Neighbourhood Partnership (hereinafter referred to as “the Partnership”), [an unincorporated association], which has been established to manage, develop and oversee the delivery of the Neighbourhood Renewal Strategy in Xxxx.

2. Aims and Objectives

2.1 The Department and Members of the Partnership should have a good working knowledge of the XXXX area and its community and have a vision of how they want xxxx to develop in the future. This vision should reflect the four strategic objectives of the Neighbourhood Renewal Strategy, Community, Social, Economic and Physical renewal.

2.2 The overall aim of the Neighbourhood Partnership shall be to bring together a representative mix for the area comprising of key community, political, statutory and private sectors, to take the lead in local planning, identification and implementation of agreed priorities and actions as set out in the agreed action plans. An official from the Department for Social Development will sit on the Neighbourhood Partnership to discharge the Department’s role in implementing Neighbourhood Renewal.

2.3 The objectives of the Partnership are to manage, develop and oversee the regeneration of xxxxxx to;

i. Ensure that people living in the xxxx Neighbourhood Renewal Area have access to the best possible services and to opportunities which make for a better quality of life, better prospects and the creation of a safer environment for themselves and their families.

3 Page 156 ii. Develop economic activity in the xxxx Neighbourhood Renewal Area and connect the community to the wider economy of xxxx and Northern Ireland.

iii. Develop confident communities that are able and committed to improving the quality of life in the xxxx Neighbourhood Renewal Area.

iv. Improve the environment and image of the xxxx Neighbourhood Renewal Area so that it becomes an attractive place to live and invest in.

3. Roles and Responsibilities of the Partnerships

The Neighbourhood Renewal Programme aims to reduce the social and economic inequalities which characterise the most deprived areas. It does so by making a long term commitment to communities to work in partnership with them to identify and prioritise needs and co-ordinate interventions designed to address the underlying causes of poverty.

3.1 The Neighbourhood Partnership should be representative of local community interests, including voluntary organisations, faith based organisations, together with appropriate Government Departments, public sector agencies, private sector interest and locally elected representatives.

3.2 The Neighbourhood Partnership will be responsible for;

i. Analysing and prioritising the needs of their Neighbourhood Renewal Areas.

ii. Engaging with and consulting local communities to drive and implement Neighbourhood Renewal.

iii. Leading the process in the preparation of an Action Plan.

4 Page 157 iv. Overseeing the implementation of the Action Plan.

v. Reviewing the Action Plan annually to ensure that it reflects the priority needs in the area.

vi. Monitoring and evaluating progress against the priorities in the Action Plan quarterly.

vii. Publicising and building awareness of Neighbourhood Renewal by informing and updating their local communities of progress made on a regular basis.

3.3 The Neighbourhood Partnership will;

i. Develop and agree the Neighbourhood Renewal Action Plan with the Department. The Action Plans must seek to improve the social, economic and environmental conditions of xxxxxx by:

 Identifying evidence based needs,

 detailing and prioritising the needs of the area that are to be met,

 detailing and prioritising the activities to meet that need,

 advising the needs of the area that are to be met, and

 identifying how projects can be best delivered i.e. by statutory, community/voluntary sector and private sector bodies.

ii. Monitor the Action Plan on a quarterly basis against action plan targets and provide an update to the Department.

iii. Review the Action Plan annually and present to the Department for acceptance. In doing so the Partnership will:

5 Page 158  Secure a balanced representation in respect of the Neighbourhood Renewal area.

 Liaise with the Department, other Neighbourhood Partnerships and relevant bodies to ensure the interests of the local community are properly and fully reflected including promoting good community relations and avoiding duplication of services.

 Only make changes to the Code of Practice with the consent of or by instruction of the Department.

 Not have any direct funding responsibilities; the Partnership will focus on identifying local priorities and will work to influence and contribute to the determining of Government spending priorities for their neighbourhoods and act as a vehicle for local planning and implementation.

 Consent to the publication by internet and other media of the details of the Partnership membership to ensure openness and transparency.

4. Roles and Responsibilities of the Department

4.1 The Department for Social Development (DSD) will:

i. Retain responsibility for the development of policy and management of the implementation of the Neighbourhood Renewal Strategy.

ii. Provide strategic direction on matters relating to Neighbourhood Renewal.

iii. In conjunction with Northern Ireland Statistics and Research Agency (NISRA), the Department will ensure that relevant data collection and website development required for the delivery of Neighbourhood Renewal Strategy will be updated and maintained.

6 Page 159 iv. Use its lead responsibility to focus public sector resources and services so as to improve the living conditions of people living in Neighbourhood Renewal areas. This will be achieved through bi-laterals with other Departments and will be a standing agenda item on the Ministerial Group for Neighbourhood Renewal.

v. Produce an Annual Report for each of the Neighbourhood Renewal Partnerships detailing expenditure, activities and progress against outcome indicators.

vi. Support training for Partnership members to develop their skills and knowledge in Neighbourhood Renewal matters, including induction training for new members.

vii. Assess all proposed use of funding; ensuring that Neighbourhood Renewal grant conditions have been met and funds are meeting evidenced need. viii. Ensure that adequate monitoring and evaluation of the Projects is carried out.

ix. Allocate and account for DSD funding to the various providers appointed to take forward the projects, programmes and activities included within the Neighbourhood Action Plans.

x. Assist Partnerships and provide Technical Assistance funding (where applicable) to enable the following:  Preparation, implementation and review of Action Plans  Running costs, secretariat functions (including set-up costs).

xi. Publish and maintain details on partnership membership and Neighbourhood Renewal funded projects via the Department website and other media deemed appropriate.

7 Page 160 5. Representation

5.1 The Partnership must include a broad range of representatives from the local voluntary and community sector (as defined within the Concordat)1, statutory organisations, including schools, private sector, faith based organisations and local elected representatives, each of which for ease of reference will be called ‘member organisations’.

5.2 Where, for legitimate reasons, representation of a sector is not possible, the Partnership must demonstrate to the Department that effective linkages have been made through other means.

5.3 Partnerships should ensure that effective communications are maintained with other strategic partnerships in their area, eg Police and Community Safety Partnerships (PCSPs) and the Children and Young People Strategic Partnership

5.4 Members should be appointed by open, transparent and inclusive means. The Partnership may in light of its work on the Neighbourhood Renewal Action Plan invite additional members to join the partnership or sub groups.

5.5 There should be a balance of representation between the sectors on the Partnership that is representative of the geographic area.

5.6 The partnership should appoint a Chairperson and Vice Chairperson from within its own membership - The nominations for Chairperson and Vice-Chairperson should reflect the sectoral and gender split within the Partnership. Each should hold post for a maximum of two years.

5.7 Details of the composition and “member sectors” of the xxxxxx Neighbourhood Partnership are shown at Annex 1.

1 http://www.dsdni.gov.uk/consultation-concordat-for-relationships-between-govt-vc-sector.pdf

8 Page 161 5.8 Members should have equal voting rights, expert advisors should have no voting rights.

6. Roles and Responsibility of the Partnership Chair

6.1 The Chairperson is responsible for:

i. The overall conduct of each partnership meeting. He/she should ensure that all business is carried out in a structured manner and that all views are heard. Other than in extreme circumstances, every member should be given the opportunity to express a view and have it considered.

ii. Agreeing a conducive date, time, place and agenda for each meeting, evening meetings should be given primary consideration where these would facilitate majority attendance. The timing of meetings has to be consistent with deadlines for the decisions required on the agenda items.

iii. Ensuring that accurate records of meetings are held and ensure that these are available for consideration by the Department, its agents etc and the local community.

iv. Ensuring that all records, minutes of meetings and information relating to the Partnership’s business are retained for a period of not less than 7 years and make any such record available to the Department / its Agents for inspection upon request.

v. Ensuring that meetings have a sufficient number of members present for decisions to be taken. All conflicts of interest should be recorded in the minutes. (See section 9).

9 Page 162 vi. On behalf of the Department, keeping a record of attendance and notifying the Department of any members who are in danger of being disqualified (see Section 9).

vii. Exercising a second or casting vote, when necessary. viii. Ensuring appeals by members against decisions of the Partnership are referred to the Director of the Department for Social Development’s xxxxxx Development Office.

ix. Calling a meeting of the Partnership where it is deemed necessary or advisable to dissolve the Partnership; for which twenty one days notice shall be given and by giving written notice to the Department.

x. Ensuring that each member completes a Membership Declaration on joining the Partnership.

7. Roles and Responsibilities of the Partnership Members

7.1 Members must

i. Sign a declaration confirming that they will comply with the conditions set out in the Partnership’s Code of Practice and Guiding Principles – Annex 2.

ii. Take reasonable steps to ensure that their contribution is genuinely representative of their organisation and/or sector they are from. They are responsible for bringing their knowledge, expertise and experience to the work of the Partnership for the good of the neighbourhood renewal area.

iii. Engage in two-way communications with their organisations and/or sector on key issues being considered by the Partnership so that they can express the views and interests of their organisation and/or sector.

10 Page 163 iv. Undertake to bring any criticisms or concerns they might have about the value, role and functioning of the Partnership to the meeting for discussion, to provide the Partnership with an opportunity to address them.

v. Participate in an honest and open manner. To achieve openness, it is important for members to feel able to share information and express their opinions freely in meetings. Therefore, members will be expected to be responsible when reporting the groups’ discussions to ensure that their reports are accurate and fair to all those present.

vi. Members should treat each other with respect. Aggressive, threatening or abusive behaviour or language will not be tolerated. vii. On occasion keep confidential any information that has not yet been made public and/or is provided in confidence, nor use confidential information for their individual personal advantage or for anyone known to them or to disadvantage or discredit the Partnership or anyone else. viii. Endeavour to make decisions on the basis of consensus. If a matter cannot be agreed by consensus it shall be decided by a majority of votes of the members present. In the case of a stalemate the Chairperson of the meeting shall have a second or casting vote. There will be no proxy voting.

ix. Disclose any potential conflict of interest on joining the Partnership.

x. On an ongoing basis declare any personal or business interests which may, or may be perceived to, influence their judgement when performing their duties as a member of the Partnership. If at a meeting of the Partnership a particular issue arises that could give rise to a potential conflict of interest then the member should disclose their interest and withdraw from any further discussion or consideration of the matter.

11 Page 164 xi. Where receiving remuneration from the Department through their professional engagement in a Neighbourhood Renewal programme or initiative shall withdraw from any meeting, at which his or her own instruction or remuneration, or that of his or her firm, is under discussion by the Neighbourhood Partnership. xii. Immediately inform the Department and Chair of any circumstances which will or may affect the ability of the Partnership/or individual members to carry out its role and responsibilities. xiii. Comply with the equality legislation to the extent that it applies to the Partnership. xiv. Attend and participate in such workshops and training sessions as the Department deems appropriate. xv. Be guided by the Seven Principles in Public Life identified by the Nolan Committee see Annex 3.

8. Roles and Responsibility of the DSD representative

8.1 A Development Office official(s) (as nominated by the Department) will sit on each Partnership as a non-voting member in order to:

i. Provide policy direction in relation to the structure of action plans relevant to the Department’s priorities.

ii. Act as a conduit between the Partnership and Government at a local level, to facilitate communication/exchange of information.

12 Page 165 iii. Update the Partnership as and when required on relevant Departmental policy and Neighbourhood Renewal matters.

iv. Ensure emerging relevant issues are referred back to the Department for early action/resolution to facilitate the ongoing work of the Partnership.

v. Where necessary, escalate issues to more Senior Officers for consideration and advice to the Partnership.

vi. Encourage the full participation of key statutory organisations on the Partnership.

vii. Be instrumental in the Partnership’s identification and determination of priorities for Neighbourhood Renewal.

9. Attendance

9.1 The Neighbourhood Partnership shall hold regular meetings, which shall take place at intervals of no more than three months. A special meeting may be called at any time by the Chairperson or by any two members of the Partnership upon not less than 14 days’ notice being given to the other members of the Partnership of the matters to be discussed.

9.2 The quorum for meetings of the Partnership will be a minimum of XX full members with the condition that at least XX members from each member organisation must be present.

9.3 Any member who fails to attend three consecutive meetings of the full Partnership without reasonable explanation may be disqualified from membership for non- attendance.

13 Page 166 9.4 In such an event the member organisation shall be informed and requested to nominate a replacement member.

9.5 A member may at any time resign by giving not less than one month’s notice in writing to the Partnership. - Any member vacancy arising from a resignation will be referred to the Chairperson to be filled.

9.6 If in exceptional circumstances both the Chairperson and Vice Chairperson are absent from a meeting, then members of the Partnership present shall nominate a Chair for the meeting before any business is transacted.

9.7 The Partnership may, with the consent of the Department, unanimously and for good reason terminate the membership of any individual or member organisation; providing that the individual concerned or the appointed representative of the member organisation concerned (as the case may be) shall have the right to be heard by the Partnership before a final decision is made.

9.8 The Partnership may from time to time invite people to attend and speak at meetings who will not have voting rights.

10. Roles and Responsibilities of the Strategy Manager/NR Co-ordinator

10.1 The Strategy Manager or Neighbourhood Renewal Co-ordinator will:

i. Engage with relevant organisations to identify and develop new service delivery models/projects which will deliver the priorities and outcomes identified in the Action Plan.

ii. Engage with all relevant statutory bodies and non-Government funding bodies to lever in additional funding to deliver on priorities identified within the Action Plan.

14 Page 167 iii. Produce an agreed communications plan which will be reviewed on a regular basis by the Partnership to ensure it is fit for purpose.

iv. Liaise with and provide input to the Department in the production and publication of an annual report of activities undertaken and outcomes achieved by the NRP in April of each year.

v. Meet with DSD representatives quarterly to review activities undertaken and report on progress towards achievement of key targets and outcomes.

vi. Provide secretariat and logistical support to the Chairperson and the Partnership.

vii. Facilitate at least X NRP meetings and X sub groups/working group meetings per year and issue minutes of same at least X working days to NRP in advance of next scheduled meeting or within x days after each Partnership meeting .

11. The Function of the Sub-Groups

11.1 The Partnership will establish sub-groups; these subgroups should be developed around the four strategic objectives of the Neighbourhood Renewal Strategy and must be aligned to the key priorities as detailed in the Action Plans.

11.2 These sub-groups will develop, plan, monitor and review specific themes or projects.

11.3 Terms of Reference have been established for such sub-group including arrangements on roles, responsibilities, meetings and membership of the sub- group. Membership may include external advisors to contribute to the work of the sub-groups as appropriate.

15 Page 168 11.4 All activities carried out by sub-groups will be reported to the next available Partnership meetings. Decisions made by the sub-group, unless otherwise delegated, will be subject to ratification by the Partnership.

12. Governance and Accountability

12.1 Lead Partner

i. The Department is aware that not all Neighbourhood Partnerships are deemed to be a legally constituted body/organisation. In these cases a Lead Partner will be appointed to manage and account for any “Technical Assistance” support provided to the Neighbourhood Partnership. This role may be undertaken by a local statutory agency such as the District Council or a properly constituted community organisation capable of receiving, managing and accounting for public money. For xxxx Neighbourhood Partnership, technical assistance support is currently provided by xxxxx. Any changes to the lead partner arrangements must be ratified by the Neighbourhood Partnership and the basis for the change must be recorded in the notes of the meeting of the Partnership and a Memorandum of Understanding must be agreed between the two parties.

12.2 Sharing of Information

i. All Government Departments, Agencies and other funding bodies may share information on Projects and Programmes to enable them to prevent and detect fraudulent applications and to co-ordinate the processing of complementary applications. Accordingly, information provided by the Partnership on monitoring returns and any other information provided by the Partnership may be stored electronically and may be made available to other Departments/Agencies for the purpose of ensuring the accuracy of information and preventing or detecting crime. Such information may also be placed in the public domain.

16 Page 169 ii. For the purpose of monitoring regularity of meetings and budgeting, the Neighbourhood Partnership will operate on the same financial period as the Department, and shall commence on 1st April each year and end on 31st March each year.

12.3 Fraud and Irregularity

i. The Neighbourhood Partnership shall be aware that the Department is required to adopt and implement policies and practices to safeguard itself against fraud and irregularity. All cases of attempted, suspected or proven fraud shall be reported by the Neighbourhood Partnership to the Department and other relevant authorities as soon as they are discovered, irrespective of the amount involved.

17 Page 170 Annex 1

Composition Of xxxxxx Neighbourhood Partnership (lines to be added as necessary)

Chair Statutory Sector Representation

Community & Voluntary Sector

Faith Sector

Numbers to be determined by Partnership Local Councillor Representation Chair in consultation with the Department

Private Sector Representation

18 Page 171 Annex 2 xxx Neighbourhood Renewal Partnership

D E C L A R A T I O N F O R P A R T N E R S H I P M E M B E R S

I have read and fully understood the details contained within the Code of Practice between the Department for Social Development and xxxx Neighbourhood Partnership.

I agree to comply with the conditions as detailed in these documents and to abide by those principles and procedures in my role as a member of the XXX Neighbourhood Partnership.

Signature: ______

Print Name: ______

Date: ______

19 Page 172 Annex 3

The Seven Principles in Public Life identified by the Nolan Committee

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

- Integrity – holders of public office should not place themselves under any financial or other obligations that might influence them in the performance of their duties;

- Objectivity – In carrying out public business, including making appointments, awarding contracts or recommending individuals / organisation for regards, benefit or grant aid, holders of public office should make choices on merit;

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

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

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

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

20 Page 173 Annex 4

Statement on Conflict of Interest

The Neighbourhood Renewal Partnership will broadly reflect the composition of the area they represent. Members of the Partnership should not allow the impression to be created that they are, or may be, using their position to promote a private or personal interest rather than the general interests of the area.

If a member of the Neighbourhood Renewal Partnership has a private or personal interest in a matter arising at a Partnership meeting, they should disclose it to that meeting, unless it is completely insignificant or an interest that is generally shared with others attending the meeting.

Members of the Neighbourhood Renewal Partnership who have direct financial interest in any project being considered by the Partnership for support as it is aligned to the strategic objectives of the Neighbourhood Action Plan, should declare the nature of the interest. Following such a disclosure, the other members of the group shall discuss and agree whether the declared interest can reasonably be regarded as likely to influence the member in the assessment and discussion of that particular project.

If the members agree that the declared direct pecuniary interest is remote or insignificant and cannot reasonably be regarded as likely to influence the relevant member, the member may proceed to be involved in the assessment and discussion of the project as if no conflict of interest arose.

If members agree that the interest can reasonably be regarded as likely to influence the relevant member, the member will be required to take no part in the assessment and discussion of the project.

The declaration and decision of the members must be recorded in the minutes of the meeting.

21 Page 174 Members of the Neighbourhood Renewal Partnership who have a direct interest which is not a financial interest in any project which is being considered by the Partnership for support as it is aligned to the strategic objectives of the Neighbourhood Action Plan, should declare the nature of the interest. Once the interest is declared, the member may then take part in the assessment and discussion of the as if no conflict of interest arose. The declaration must be recorded in the minutes of the meeting.

Members of the Neighbourhood Renewal Partnership may acquire information that has not yet been made public and/or is confidential. It is a betrayal of trust to breach such confidences. Members must not use confidential information either: (a) for the personal advantage of themselves or anyone known to them; or (b) to disadvantage or discredit of the Neighbourhood Renewal Partnership or any members of it.

The members of the Neighbourhood Renewal Partnership and persons who are otherwise associated with it may from time to time be offered hospitality or tokens of goodwill – for example working lunches may be a proper way of conducting business provided that no extravagance is involved. Similarly, it is reasonable for a member to represent the Partnership at a social function organised by outside persons or bodies. Members are advised to err on the side of caution in such matters. Members will be personally responsible for all decisions connected with the acceptance or offer of gifts or hospitality and for avoiding the risk of damage to public confidence in the Neighbourhood Renewal Partnership.

22 Page 175 Annex 5 Fraud Awareness

The Neighbourhood Partnership requires that all Partnership members, associate members and members of staff to act at all times with honesty and integrity and to safeguard the resources for which they are responsible.

The purpose of this statement is to set out the responsibility of the Neighbourhood Partnership in preventing fraud and the procedures to be followed where fraud is detected or suspected.

Definition:

-deception, bribery, forgery, extortion, corruption, theft, conspiracy, embezzlement, misappropriation, concealment, collusion and false representation

Persons outside as well as inside an organisation can perpetrate fraud and attempted fraud should be treated as seriously as accomplished fraud. Computer fraud is where information technology equipment manipulates programs or data dishonestly, or where the use of an IT system is a material factor in the perpetration of fraud. Theft or fraudulent use of computer time and resources is included in this definition

Responsibility:

If fraud does occur (or is suspected) a vigorous and prompt investigation must be carried out.

The Neighbourhood Partnership should take the appropriate disciplinary and legal action and make any necessary changes to systems and procedures to ensure it will not happen again.

23 Page 176 Neighbourhood Renewal Unit Urban Regeneration Strategy Directorate Department for Social Development 4th Floor Lighthouse Building 1Cromac Place Belfast BT7 2JB

24 Page 177 This page is intentionally left blank Be-spoke Governance Arrangements for 8 Local Area Growth Partnerships SUMMARY REPORT Derry City & Strabane District Council April 2018

Page 179 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018

Table of Contents 1. Introduction and Context...... 3 1.1 Background to the Formation of Local Community Growth Partnerships ...... 3 1.2 Existing Neighbourhood Renewal Governance Structures...... 4 1.3 Assignment Terms of Reference...... 4 1.4 Outputs...... 5 2. Methodology...... 6 2.1 Desk Research...... 6 2.2 Consultation ...... 6 2.2.1 Local Area Growth Partnership Board Interim Chairs ...... 6 2.2.2 Rural Development Organisations...... 6 2.2.3 Department for Communities ...... 6 2.2.4 Derry City & Strabane District Council...... 6 2.2.5 Residents...... 6 2.2.6 Party Leaders and Elected Members...... 7 2.3 Benchmarking...... 7 3. Consultation ...... 7 3.1 Political Party Leaders and Independent Elected Members...... 7 3.2 Local Area Growth Partnerships ...... 7 3.3 Department of Communities...... 8 3.4 Rural Development Organisations...... 9 3.5 District Electoral Area Residents...... 9 3.6 Summary of Consultation Conclusions...... 10 4. Benchmarking...... 12 4.1 Derry City & Strabane District Council...... 12 4.2 Newry, Mourne & Down District Council ...... 12 4.3 Summary Benchmarking Conclusions...... 13 5. Recommendations...... 14 5.1 Membership Configuration ...... 14 5.2 Code of Practice...... 14 5.3 Nomination Process...... 14 5.4 Audit Process ...... 15 5.5 Additional Resource Requirement...... 15 5.6 Proposed Critical Path ...... 16

Page 2 of 16 Page 180 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018

1. Introduction and Context This summary report details the outcome of an initial research, consultation and benchmarking process undertaken by Fearon Consulting, which has informed several recommendations with regard to the selection and establishment of the most appropriate governance arrangements for eight Local Community Growth Partnerships. These Partnerships will oversee the delivery of the local community plans produced for each one of the District Electoral Areas (DEAs) within the Derry City & Strabane District (DCSDC). In 2017, a nominations process was undertaken to establish interim chairs for each of the eight Local Area Growth Partnership Boards.

The content of the eight Local Area Growth Plans produced feeds into the overarching Strategic Growth Plan 2017 - 2032 prepared for the entire District. The implementation of this Plan will be overseen by a Strategic Growth Partnership chaired by the Chief Executive of the Council and comprising members of its senior management team, in addition to high-level representatives from all of the relevant stakeholder organisations including: the Health & Social Care Trusts; NIHE; Invest NI; the PHA; and the EA.

1.1 Background to the Formation of Local Community Growth Partnerships  The Local Government Action (NI) 2014 makes provision for the new duty of community planning on councils and their community planning partners;  The Act provides ‘high level framework for the operation of community planning’, and states that a district council must initiate, and having done so, maintain and facilitate a process known as community planning;  District councils are to have a leadership role in the process and be supported by their community planning partners;  Objectives of local government reform include: ‘bringing decision making closer to communities and citizens, creating a stronger and more effective local democracy and improving service delivery by influencing place shaping and facilitating greater integration’;  Duty of community planning will require councils as lead partners, responsible for making arrangements for community planning in their areas. They will work with statutory bodies and their communities to develop and implement a shared vision for promoting the well-being of an area, community cohesion and improving the quality of life of their citizens;  ‘Community planning is the key over-arching partnership framework helping to co-ordinate other initiatives and partnerships and where necessary, activity to rationalise and simplify a cluttered landscape. It has the ability to improve the connection between national priorities and those at regional, local and neighbourhood levels’;  Duty on councils: the council as lead partner for community planning is responsible for facilitating and managing the process including putting in place appropriate governance and management structures;  Councils must set up a ‘strategic community planning partnership in partnership with their partners’;  The council should actively encourage local people and organisations to become involved in the community planning process, demonstrate the benefits of community planning, how it assists with delivering better outcomes for citizens and more efficient and effective service delivery, and report to them on progress;  Community planning partners were included in the ‘The Local Government (Community Planning Partners) Order 2015, with the following named organisations required to participate in community planning:

Page 3 of 16 Page 181 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018

- The Education and Library Board (relevant to the council area); - The Health & Social Care Trust (relevant to the council area); - Public Health Agency; - Police Service of Northern Ireland; - Fire and Rescue Service; - Northern Ireland Housing Executive; - Invest Northern Ireland; and - Northern Ireland Tourist Board;  Community planning partners are effectively ‘champions’ for the process; responsible for demonstrating the benefits of this collaborative approach to community planning and how it assists with delivering better outcomes for citizens and more efficient and effective service delivery. Partners should also encourage local people and organisations to become involved in the community planning process, which will influence decisions on the direction and policy of local service providers with which they interact; and  The Voluntary and Community Sector is mentioned as part of the community (so should be consulted with as well as wider community in the production of the community plan and monitored by the public-sector partners). The sector is framed as having a ‘crucial role’ to play in improving the quality of life for local communities and their ability to reach the ‘hard to reach’. The Local Government Circular LG 15/15 – Statutory guidance for the operation of community planning’ states in Section 6.3:

‘The local Government Action (NI) 2014 requires the Council and its community planning partners to seek the view of the community, encourage them to express their views and take their views into account in the community planning process. The community planning process includes the production and review of the community plan’.

1.2 Existing Neighbourhood Renewal Governance Structures Within the Derry City & Strabane District, there are five Neighbourhood Renewal Partnership Boards, which have been in operation since 2003. The Neighbourhood Renewal Programme is managed by the Department for Communities (formally Department for Social Development). It is a regeneration programme targeting the top 10% most deprived areas in Northern Ireland as identified by the Noble Multiple Deprivation Measure. Out of the 36 areas selected; the five located within the DCSDC area are: Strabane Town; Ballyarnett (Outer North); Waterside; The Moor (Triax): and Foyleside (Outer West). These Neighbourhood Renewal Partnership Boards are well-functioning entities resourced by the Department of Communities. This resource includes the provision of a Strategy Manager, responsible for the co-ordination of the delivery of the Neighbourhood Renewal Plan and corresponding investment programme for each area. The existence of these Boards presents an opportunity to consider if they can be built upon as governance mechanisms for localised community planning purposes. However, it is important to note that in all cases, the Neighbourhood Renewal areas within the DCSDC area do not align within the DEA boundary areas; and therefore, expansion will be necessary. This situation has formed part of the context for the research and consultation undertaken.

1.3 Assignment Terms of Reference Fearon Consulting was appointed by Derry City and Strabane District Council (the Council / DCSDC) to research potential governance arrangements for the Community Growth Partnerships aligned with

Page 4 of 16 Page 182 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 the DEAs within the District and make related recommendations regarding the most appropriate governance arrangements for each Partnership.

Specifically, the consultant was requested to:

1. Research governance models currently operating within the DCSDC area, both urban and rural, including other Council areas and how they have been implemented; 2. Develop a bespoke model for each of the urban and rural DEAs building on the existing structures that are in place, where these exist; 3. Outline what the bespoke model for each of the urban and rural DEAs will look like; 4. Develop a pack outlining the role, function and duties of the Local Community Growth Partnerships and its members to take forward local community planning, including reporting back mechanisms and any potential capacity building support for representatives; 5. Develop a summary sheet outlining the additional skills/geographical gaps/ Section 75 groups or other groups required on the local Community Growth Partnerships; 6. Outline a process to nominate additional members onto the Local Growth Partnerships; 7. Develop a nomination process to include guidelines, forms and any other information as requested by Council for new members; 8. Manage the nomination process for additional/new members on behalf of Council and provide marketing resources in this regard; and 9. Outline the role of residents as part of the governance models for the Local Growth Partnership Boards, including exploring the need for a resident panel(s) and ensure a Communications model is included.

The Local Community Growth Partnerships covered by this review pertain to the following DEA areas:

 Ballyarnett;  Derg;  Faughan;  Foyleside;  Moor;  Sperrin;  Strabane Town; and  Waterside

1.4 Outputs It was established that the overall assignment should result in the following deliverables:  An initial report detailing the proposed governance arrangement recommended for each Local Community Growth Partnership informed by research and consultation undertaken and individual circumstances; and  Eight individual Local Community Growth Partnership Governance Plans; complete with related action plan implemented in full.

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2. Methodology To undertake the first phase of the assignment, the consultant undertook a level of initial desk research; followed by direct consultation with representatives of each of the eight Local Community Growth Partnerships and other stakeholders. This was in addition to a benchmarking process encompassing other examples of localised planning within DCSDC and other Councils in Northern Ireland; and those within Ireland and Scotland.

2.1 Desk Research The assignment was initiated by a detailed review of each of the Local Area Growth Partnership Plans prepared during the DCSDC community planning process. Other documentation reviewed and considered including the following:

 All other available information pertaining to the DCSDC Community Plan;  A position paper jointly prepared by five the Neighbourhood Renewal Partnership Boards (November 2014), which outlined proposals by which these existing structures might be built upon; and other information subsequently received from the Partnerships; and  The Local Government Act 2014

2.2 Consultation

2.2.1 Local Area Growth Partnership Board Interim Chairs An Interim Chair was appointed for each of the eight Local Community Growth Partnerships in 2017 and the initial consultation process involved all eight of these individuals. In the case of the five Neighbourhood Renewal Partnerships within the District, consultation was also undertaken with the Strategy Manager. In some cases, other members of the Partnership Boards participated in the meetings.

2.2.2 Rural Development Organisations Consultation was undertaken with representatives of rural development organisations including RAPID, Dennett Interchange; and the Rural North West Region Community Network.

2.2.3 Department for Communities A number of meetings were undertaken with representatives from the Department for Communities, North West Development Office. These meetings involved Senior Management and Officers with direct responsibility for the management of the five Neighbourhood Renewal Partnership Boards in the District.

2.2.4 Derry City & Strabane District Council A group discussion was held with a range of DCSDC staff from those Directorates which will have direct input within the delivery of the localised community plans including individuals with responsibility for Community Development; Good Relations; and Children & Young People. A specific Children & Young People consultation event was held, at which a range of children and young people focused stakeholder organisations were in attendance.

2.2.5 Residents Eight resident focused consultation sessions were held across each of the DEA areas during January – February 2018. The format of these sessions was designed to encourage resident feedback on (i) the

Page 6 of 16 Page 184 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 selection process by which the proposed Local Area Growth Partnerships would be formed or in the case of existing structures extended; and (ii) the most effective methods of managing ongoing communication with residents to ensure they remain engaged and informed with regard to the localised community planning process.

2.2.6 Party Leaders and Elected Members Consultation was undertaken with the leaders from those political parties with elected members within DCSDC: the Democratic Unionist Party; Sinn Fein; the Social and Democratic Labour Party; and the Ulster Unionists. The opportunity to engage in the consultation process was also afforded to all the Independent Elected Members, with the majority of these individuals participating in this process.

2.3 Benchmarking To learn from the experience within other areas, localised community planning and development structures in Ireland and Scotland were reviewed and relevant individuals consulted. However, importantly, the experience of DCSDC and other local government organisations in Northern Ireland was also reviewed.

3. Consultation

3.1 Political Party Leaders and Independent Elected Members Consultation was undertaken with the leaders from those political parties with elected members within DCSDC: the Democratic Unionist Party; Sinn Fein; the Social and Democratic Labour Party; and the Ulster Unionists. The opportunity to engage in the consultation process was also afforded to all the Independent Elected Members, with the majority of these participating in the process.

All of the elected representatives consulted were in agreement that an open call for nominations was the preferred way to secure community / resident-based participation within new or existing community planning governance structures and no alternative approaches were proposed. It was suggested during the consultation process that within each DEA, all Elected Members for that specific area should have the opportunity to form part of the proposed Local Area Growth Partnership Board. It was established that these individuals will be required to adhere to the agreed code of conduct, as per all other members i.e. attendance at a minimum number of meetings.

3.2 Local Area Growth Partnerships Related consultation was undertaken initially on an individual DEA basis, with a subsequent joint meeting to achieve collective consensus. During the consultation process, all the Interim Chairs and Strategy Managers consulted agreed that an open call for nominations to establish new Local Area Growth Partnership Boards or expand current Neighbourhood Renewal Boards to adopt this expanded remit, would be the preferred option. To ensure transparency all nominations received should be scored against a set of published criteria.

Given the lack of any existing comparable structures within the rural DEA areas, it was agreed that new Local Area Growth Partnership Boards would be established in Derg; Faughan; and Sperrin. The requirement for additional resources to administer these Boards once operational was acknowledged.

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This function was subsequently included within a tender process for rural development support and capacity building services, managed by DCSDC in March 2018.

There was universal agreement that the five existing Neighbourhood Renewal Partnership Boards (Ballyarnett; Foyleside; Moor; Strabane Town; and Waterside) should be built upon and utilised as community planning vehicles in the form of Local Community Growth Partnership Boards. It was acknowledged that this process will require expansion of the existing structures to incorporate representatives from wards located within the DEA but outside the Neighbourhood Renewal boundary area; and in some cases, additional skills and expertise; and representation from traditionally under- represented groups; in addition to the breadth of community, cultural and religious perspectives specific to that DEA area. As per the rural DEA areas, it was agreed this process should be managed by an open call for nominations, would be scored against a set of published criteria, to ensure transparency. It was acknowledged that in advance of any expansion / amendment of existing structures should be prefaced by an audit of each Neighbourhood Renewal Partnership Board from a (i) geographical; (ii) skills; and (iii) representation perspective (Section 75).

Regarding the Neighbourhood Renewal Partnership Boards, the Strategy Managers confirmed that the secretariat function of the Local Area Growth Partnership Boards could be subsumed within existing administrative processes and would not require any additional resources. It was advised that additional resources may be required for undertaking an expanded communications role.

3.3 Department of Communities A meeting was held with Sharon McCullagh, Manager of the North West Regeneration Office (NWRO), the Department for Communities, with responsibility for oversight of the five Neighbourhood Renewal Partnership Boards in the DCSDC area. This was followed by a collective meeting with all of the Neighbourhood Renewal Managers.

It was acknowledged that consultation was being undertaken at a time when the Department is undertaking a review of the Neighbourhood Renewal Programme. Given the current suspension of the Northern Ireland Executive, the NWRO could not provide any likely timeframe for the completion of this review. On this basis, it was agreed that the current scoping exercise would be undertaken on the basis of existing structures, with any further revisions made as necessary.

It is the over-arching view of the NWRO that the existing Neighbourhood Renewal Partnership Boards should be expanded upon and utilised for community planning purposes. This is for a number of reasons, not least the potential to capitalise upon fifteen years of community development and regeneration experience. However, this is also a concern that any parallel structure created could damage the existing structures and result in two entities working at cross purposes.

There is an acknowledgement that in some Boards, fifteen years of operation have led to complacency regarding the Neighbourhood Renewal Code of Practice. On this basis, the restructuring process would provide an opportunity to refresh operations in areas; for example, representation at a minimum number of meetings in any given year etc.

It was agreed that in order to adopt a wider community planning remit, the existing structures would need to be expanded to incorporate representative from wards outside the Neighbourhood Renewal

Page 8 of 16 Page 186 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 boundary areas. In all cases, this would be preferable to the creation of a parallel structure. It was agreed that this would be best managed by a publicly advertised self-nomination process.

The NWRO has well developed relationships with Neighbourhood Renewal Partnerships and has worked very effectively to regenerate these communities over the years. Therefore, it would welcome continued involvement within the new structures. It was agreed that given the Department’s level of investment in the current structures, it would be important that any revision / amendment to these be discussed with the NWRO in advance of any other stakeholder discussions. Further meetings have taken place to facilitate this input.

3.4 Rural Development Organisations Consultation was undertaken with representatives from RAPID; Dennett Interchange; and Rural North West Community Network. The importance of acknowledging a different set of circumstances for the rural DEAs was emphasised during these meetings. This includes a more dispersed community and voluntary sector, with less capacity than those within urban areas. It was advised that given the larger territories associated with the rural DEAs, what might be an issue in one area, maybe considered less so in another. There is likely to an increased set of logistical considerations for members within rural areas on the basis that: (I) they are likely to have further to travel; and (ii) many may not be paid board members / staff of representative organisations and indeed may hold employment with other organisations; therefore, they are unlikely to be able to facilitate meetings held during working hours.

It was the collective view of the rural development organisations consulted, that the Boards should be configured following the outcome of a publicly advertised open call for nominations. It is important within the rural context that selected individuals can evidence links with a number of different groups or a specific network. While the LAG nomination process was referenced as one model of approach, it was agreed that this process had not been without shortcomings and related lessons should be learned and adopted.

Note: Subsequent to the consultation undertaken to inform this report, DCSDC initiated a tender process to appoint an agency to provide rural development support across the District, as part of a two-year Service Level Agreement (SLA). Included within this SLA is the provision of secretariat support to the Derg, Faughan, and Sperrin Local Area Growth Partnership Boards; as well as capacity building activities and support within rural communities across the District.

3.5 District Electoral Area Residents Eight resident focused consultation sessions were held across each of the DEA areas during January – February 2018. These events were attended by approximately 35 residents and provided an opportunity to ascertain (i) the selection methods for membership of each individual Local Area Growth Partnership Board; and (ii) the best mechanisms for awareness raising and ongoing communication, designed to ensure maximum resident engagement in the process.

All residents consulted were in agreement that an open call for nominations was the preferred way to secure community / resident-based participation within new or existing community planning governance structures and no alternative approaches proposed in this regard. With regard to initial awareness raising and ongoing communication with residents, it was agreed the establishment and maintenance of bi-annual residents’ panels, would be welcome. It was suggested that a highlighted

Page 9 of 16 Page 187 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 version of the plan (similar to the version of the Strategic Growth Plan produced by the Council for children) could be useful. This could be placed in various public buildings within each DEA, including community centres; doctors surgeries; and schools. It was suggested by the majority of residents consulted felt that rather than hold specific consultation events, better engagement would be achieved by the Council fielding officers at key community events throughout the year. This would facilitate communication with a larger number of residents and those less likely to engage in more formal, dedicated communications events.

3.6 Summary of Consultation Conclusions Community Planning Roles and There is a requirement for increased clarity regarding the Responsibilities role of DCSDC within the implementation of the Local Community Growth Plans. Further clarity is required regarding the role of the Local Area Growth Partnership Boards within the community planning process. Legal Status of the Local Area With regard to the constitution of the proposed Growth Partnership Boards Partnership Boards, it was agreed that these were advisory and advocacy focused and on this basis will not be constituted. This view was reinforced on the basis that the Boards would not have any legal or financial liability The establishment of Rural Local The lack of any existing structures within the Derg; Community Growth Partnership Faughan; and Sperrin DEA areas requires the establishment Boards of entirely new Local Community Growth Partnership Boards.

It should be acknowledged that there will be additional challenges to the creation and management of these governance structures within the rural context including: (i) a disperse and under-resourced community and voluntary sector; (ii) additional travel and timing logistics; (iii) a requirement for flexibility given the likely voluntary capacity of Board members.

It was a widely held view amongst those consulted that additional resources would be required for the secretariat function of the requisite Boards. The role of the existing There was universal agreement that the five existing Neighbourhood Renewal Neighbourhood Renewal Partnership Boards (Ballyarnett; Partnership Boards Foyleside; Moor; Strabane Town; and Waterside) should be built upon as a governance mechanism for the respective Local Area Growth Plans.

It was acknowledged that this process will require expansion of the existing structures to incorporate representatives from wards located within the DEA but outside the Neighbourhood Renewal boundary area; and in some cases, additional skills and expertise; and

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representation from traditionally under-represented groups; in addition to the breadth of community, cultural and religious perspectives specific to that DEA area.

The Neighbourhood Renewal Partnership Boards are currently resourced by the Department for Communities; a situation unlikely to change in the immediate future. While it was agreed that the required expansion in remit to include a wider geographical area would not result in any significant requirement for additional resource; the Department of Communities, as the investment maker, should be closely involved in this process.

It was acknowledged that in advance of any expansion / amendment of existing structures should be prefaced by an audit of each Neighbourhood Renewal Partnership Board from a (i) geographical; (ii) skills; and (iii) representation perspective (Section 75). Preferred Nominations Process It was universally agreed that creation of new Local Area Growth Partnership Boards, or expansion of the existing Neighbourhood Renewal Partnerships should be managed by an open call for nominations, followed by a robust and transparent assessment process, aligned to set of published criteria. It is proposed that interested individuals self- nominate on the basis they can illustrate strong links with a number of community and voluntary organisations within the DEA. Individuals wishing to be considered, will need to confirm they either live and or work in the target DEA area. Awareness Raising and Ongoing Regarding initial awareness raising and ongoing Communications communication with residents, it was agreed the establishment and maintenance of bi-annual residents’ panels, would be useful. It was suggested that a highlighted version of the plan (similar to the version of the overarching Strategic Growth Plan produced by the Council for children). This could be placed in central public buildings within each DEA including community centres; doctors surgeries; and schools. It was suggested by the majority of residents consulted that rather than hold specific consultation events, more engagement would be possible if the Council fielded officers at key community events throughout the year as this would facilitate communication with a larger number of residents and those less likely to engage in more formal, dedicated communications events.

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4. Benchmarking The most relevant of the benchmarking undertaken is presented below.

4.1 Derry City & Strabane District Council Along with all other councils in Northern Ireland DCSDC has in place a Peace IV Partnership Board as a mechanism to oversee the effective administration of its Peace IV Action Plan. It is incumbent upon every council to establish this governance structure in a clear and transparent manner. DCSDC managed an open call for membership of its Peace IV Partnership, with applications received being scored using a pre-advertised scoring matrix.

The initial open call was followed by a second to select a member which would represent Children & Young People specifically. In line with the nature of the Peace IV Programme, self-nominees were asked to outline their experience of specific sectors, in addition to general experience of good relations work. The application pack was very detailed in nature and provided a comprehensive explanation of the scoring matrix to be utilised during the application assessment process.

Submitted applications were assessed by representatives from the DCSDC’s Peace Team, with additional support provided by the Human Resources Department. The process operated very effectively. It is noted that the majority of individuals who applied and were not selected were given the opportunity to form part of non-voting sub committees.

This process provides local precedent for an effectively managed open call for Local Area Growth Partnership Board members.

4.2 Newry, Mourne & Down District Council Councils across Northern Ireland have adopted varying approaches to the preparation of the requisite community plans. Most have taken an overarching approach, with a smaller number, including DCSDC, adopting a localised approach, involving the preparation of an individual Local Area Growth Plan for each DEA area within the District.

Another council which adopted this localised approach is Newry, Mourne & Down District Council. There are seven DEAs area within this District: Slieve Gullion; Newry; Crotlieve; The Mournes; Slieve Croob; Downpatrick; and Rowallane. The Council has managed an open call for applications to establish each DEA Forum. This process was managed with support from Sector Matters, a social enterprise established by the Northern Ireland Council for Voluntary Action (NICVA).

NICVA is a membership and representative umbrella body for the Community and Voluntary Sector in Northern Ireland. The organisation established Sector Matters in response to a need identified across the Third Sector for efficient and cost effective human resources and financial management services. Support provided to Newry, Mourne & Down District Council regarding the establishment of the DEA Fora required for localised community planning included:

 Preparation of the self-nomination application form and related pack;

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 Initial sifting of applications received and presentation of subsequent shortlist to representatives of the Council and other stakeholders including elected members;  Co-ordination of the final selection process within input from Council representatives and Elected Members;  Communication with all nominees; either successful or unsuccessful

The feedback received from Damian Brannigan from Newry, Mourne & Down District Council is the process operated efficiently, with the support received from Sector Matters being an important component of this success. In his view this input provided a level of objectively and credibility vitally important in a process of this nature.

The process was managed by Human Resources specialist Louise Foster on behalf of Sector Matters. Ms Foster advised that whilst a scoring matrix had not been utilised within the Newry, Mourne & Down DC nomination, it would be possible to incorporate this within future assignments. She stated that one of the benefits of the process for the Council had been the fact that all nominations were directed to Sectors Matters, providing a level of distance for the Council from the initial receipt and sifting process.

There are a number of demographical similarities between the Newry, Mourne & Down District Council and DCSDC area, which would suggest that a comparable process could operate efficiently and effectively within the latter.

4.3 Summary Benchmarking Conclusions

 The recently managed open call for nominations for the DCSDC Peace IV Partnership sets a local precedent for the process and provides an opportunity to amend existing protocols and documentation accordingly; and

 Newry, Mourne & Down District Council recently managed a comparable open call nominations process for the establishment of DEA for a for localised community planning purposes. This process was managed with support from Sector Matters, a social enterprise established by the Northern Ireland Council for Voluntary Action (NICVA). This input provided a level of objectively and credibility within the process, considered to be key to its success.

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5. Recommendations

5.1 Membership Configuration It is proposed that the membership of each Local Area Growth Partnership Board incorporates two community representatives per ward to ensure to ensure adequate representation at all meetings. On this basis each Board would be configured to comprise the following representatives:

- 2 members from each of the wards within the DEA (approximately 10); - All Elected Members representing that DEA area (approximately 5); - DCSDC Community Relations and Community Development Officers (2); and other technical officers for sporadic input as required; - The Department for Communities; - The Education and Library Board (relevant to the council area); - The Health & Social Care Trust (relevant to the council area); - Public Health Agency; - Health and Social Care Board; - Police Service of Northern Ireland; - Fire and Rescue Service; - Northern Ireland Housing Executive; - Invest Northern Ireland; and - Northern Ireland Tourist Board

This proposed configuration would result in a membership of between 20 - 25 individuals in each Local Area Growth Partnership Board.

5.2 Code of Practice A draft code of practice for the Local Community Growth Partnership Boards has been drawn up for initial review. The content of this Code incorporates principles included within that pertaining to the existing Neighbourhood Renewal Partnership Boards (https://www.communities- ni.gov.uk/articles/resources-neighbourhood-renewal-partnerships), in addition to best practice guidance templates issued by NICVA.

5.3 Nomination Process As outlined, it is recommended that the creation of new Local Area Growth Partnerships, or expansion of the existing Neighbourhood Renewal Partnerships be managed by an open call for nominations, which are subsequently assessed using a pre-established and advertised scoring matrix. Fearon Consulting has prepared an initial draft of the related documentation for review by the Council. It is proposed that interested individuals self-nominate on the basis they can illustrate strong links with a number of community and voluntary organisations within the DEA. Individuals wishing to be considered, will need to confirm they either live and or work in the target DEA area.

This nominations process will be informed by the format and content of the open call documentation utilised by DCSDC to establish its Peace IV Partnership Board. However, it is recommended that Sector Matters (or a similar objective and suitably skilled organisation) performs a role within this process

Page 14 of 16 Page 192 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 similar to that which the organisation provided for Newry, Mourne & Down District Council i.e. assistance with the co-ordination, sifting and scoring of all nominations received.

It is proposed that the once the final draft of the nominations process documentation has been agreed, this be uploaded within a designated area of the dedicated website created by DCSDC for the Strategic Growth Plan 2017 - 2032 (www.growderrystrabane.com). The nominations process will be advertised via the Council’s usual communication channels including local print and radio media outlets; the main DCSDC website; and its community network database (updated regularly). The Interim Chairs will also work with key community stakeholders to raise awareness of the process within their individual DEA area. Once opened, there will be a two-week period for nominees to submit a response. The two-week period thereafter will be used by the consultants to undertake an initial sifting and scoring process, which will inform an initial recommendations report specific to each DEA. This recommendations report will then be presented to key stakeholders including the Interim Chair, Council Officers and Elected Members for approval and subsequent appointment of the successful nominees.

5.4 Audit Process As per feedback consultation feedback, it was recommended that any expansion / amendment of existing structures be prefaced by an audit of each DEA or Neighbourhood Renewal Partnership Board from a (i) geographical; (ii) skills; and (iii) representation perspective (Section 75). This process was undertaken by Fearon Consulting on an individual basis during March / April, with input from the Interim Chair; and the Strategy Manager as appropriate. As the accountable Department for these Boards, the DfC NWRO was also involved in this process. This audit has informed the proposed schedule of requirement for the open call nomination process designed to establish three new structures within Derg; Faughan; and Sperrin; and expand the membership of the current Neighbourhood Renewal Partnership Boards within Ballyarnett; Foyleside; Moor; Strabane Town; and the Waterside.

Note: With regard to the existing Neighbourhood Renewal Partnership Boards, it is proposed that there be a two-year transition period before any of the existing members be replaced. It was deemed important that the consultant communicate the proposed expansion in terms of membership and mandate before any open call for nominations is progressed. This would allow the current membership to have adequate time to consider their continued involvement in the expanded Board; thus establishing the full extent of the additional members required. Related meetings will take place between April 25th – 30th.

5.5 Additional Resource Requirement The Council has included provision for the secretariat function of the rural Local Area Growth Partnership Boards, within a recently tendered service level agreement to provide rural focused development support across Derg, Faughan and Sperrin. However, it is felt there is a need for additional developmental / advocacy type support to ensure that the rural Boards can achieve parity with those based in the urban DEAs, where there are increased levels of capacity and paid workers. As rural members are likely to be participating in a voluntary capacity, it has been suggested that there should be a discrete budget made available for travel expenses. For all the DEAs, it was proposed any

Page 15 of 16 Page 193 Be-spoke Governance Arrangements for Local Area Growth Partnerships Fearon Consulting Ltd April 2018 communications role adopted by the Local Area Partnership Boards would need to be adequately resourced.

5.6 Proposed Critical Path On the basis that the Committee approve the proposed recommendations report, Fearon Consulting proposes launching the proposed open call for nominations in early May and managing this process through conclusion by the end of June; when a final report will be issued to DCSDC.

Page 16 of 16 Page 194 Agenda Item 12

Title of Report: Officer Presenting: Lead Democratic Annual Equality Progress Report 2017-18 Services and Improvement Officer Author: Policy Officer (Equality)

1 Purpose of Report/Recommendations

1.1 To seek Members’ comments and approval in respect of the Council’s Annual Equality Report 2017/18 (Appendix 1).

2 Background

2.1 Council endorsed its Equality Scheme and Disability Action Plan on 22nd January 2015. This was submitted to the Equality Commission for Northern Ireland and approval for the Scheme was finally granted on 24th May 2017.

2.2 As part of the implementation of the statutory duties and commitments contained within the Equality Scheme, Council must submit a progress report to the Equality Commission by 31st August 2018, in accordance with its duties under Section 75 of the Northern Ireland Act and Section 49 of the Disability Discrimination Order. This information is used by the Commission in terms of monitoring implementation of the duties and preparing an overall report on progress.

3 Key Issues

3.1 Derry City and Strabane District Council’s report attached provides information under the following headings: Part A

Section 1: Equality and good relations outcomes, impacts and good practice Section 2: Progress on Equality Scheme commitments and action plans/measures Section 3: Looking forward

Part B

Section 49A of the Disability Discrimination Act 1995 (as amended) and Disability Action Plans.

3.2 The report also highlights initiatives progressed during the reference period such as:

Strategic Work

Page 195  Equality Scheme - The Council’s Equality Scheme was formally approved by the Equality Commission for Northern Ireland on 24th May 2017.

 Inclusive Strategic Growth Plan: Our Community Plan 2017-2032 – Building on the feedback received from the public and stakeholders during the co-design process the Council’s draft Community Plan was launched in June 2017. This plan was made available in Easy Read and Children’s version to ensure that everyone could access details of the commitments made - The versions can be accessed via the links below:-

o http://growderrystrabane.com/wp-content/uploads/2018/06/Final- Childrens-Version.pdf o http://growderrystrabane.com/wp-content/uploads/2018/02/community- plan-easy-read-lores_v3.pdf

 Equality Assurance and Oversight Group - Council have established an Equality assurance and Oversight Group comprising representatives from Section 75 categories, and rural and deprived communities. This group has responsibility for monitoring progress against equality indicators and targets, identifying emerging issues and providing feedback to the Community Planning Partnership. The effectiveness of Council’s approach to ensuring that it delivers on its vision will be kept under review by this group so as to maximise the benefits achieved for as many people as possible.

 Local Development Plan for Derry City and Strabane District Council area - Council have completed the documents to support the work on the first stages of the new Local Development Plan (LDP) for the Council area including the Statement of Community Involvement (SCI) and formal timetable for developing the plan. An Equality Impact Assessment (EQIA) was carried out on the draft Preferred Options Paper (POP) which set out how Council intend to promote equality of opportunity throughout the LDP process.

Employment, Skills and Enterprise

Derry City and Strabane District Council hosted innovative programmes to help prepare local unemployed people for a career or to start up their own business.

- Kickstart to Work – HARTE programme - Kictkstart to Work – Maths and English - Skills Academies - Social Clauses - City Start Up Programme

Page 196 Social Participation Work

 Dementia Initiatives - The heritage and museum service within Derry City and Strabane District Council have developed programmes to promote access and engagement with older people with a particular emphasis on those living with dementia and their carers. These include:-

- “Object Memory Handling” Workshops - Reminiscence workshops with loan boxes - Dementia Champions training

 “Access for All” membership scheme - This pilot scheme is designed to make a trip to an arts and culture venue much more accessible, whilst ensuring that needs of someone with a disability or an older person can be met in advance. 3 venues are part of this pilot in the current reporting period.

Leisure and Sports Provision

 Disability Sports Hub: In terms of facilities for disability, special needs and autism provision the Leisure and Sports Services Section (LSSS) has recently embarked on and achieved the prestigious status of ‘Disability Sports Hub’ for two designated facilities, Foyle Arena in Derry and Melvin Sports Complex in Strabane.

 Everybody Active Programme: This programme focused on increasing participation in sport and physical activities across key life-course transitions (e.g. children moving from primary school to post-primary, young people leaving education, having a family or retiring from work). Particular emphasis was placed on traditionally underrepresented groups which include:-

- Women and girls (specifically aged 14-25) - People with a disability; and - Those living in areas of greatest social need (specifically people living within the top 25% of wards designated by NI Multiple Deprivation Measure Index 2010.

 Disability Training Programme for Leisure Staff: To improve the service delivery for people with a disability Council have invested in training for staff. This included “disability swim teachers course”, deaf awareness training and autism training.

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

Page 197 4.1 There is not deemed to be any financial implications as Section 75 duties were intergrated into job descriptions of all employees within Council not just senior positions with responsibility for policy and service development. All job descriptions have the following duty included – “comply with and actively promote the Council’s policies and procedures on all aspect of equality”.

4.2 Officers from across the organisation have been involved in the delivery of the Equality Action Plan which was embedded in relevant organisational business plans.

4.3 No equality or good relations implications are anticipated as the report is in line with Council’s duties and commitments as set out in Section 75 of Northern Ireland Act (1998) and Council’s Equality Scheme.

5 Recommendations

5.1 That subject to Members’ comments that the Annual Equality Progress Report is approved and submitted to the Equality Commission.

Background Papers

Page 198 Derry City and Strabane District Council

Public Authority Statutory Equality and Good Relations Duties Annual Progress Report 2017-18 Contact:

 Section 75 of the NI Act Name: Kay McIvor 1998 and Equality Scheme Telephone: 028 71 253253 Email: [email protected]

 Section 49A of the As above (double click to open) Disability Discrimination Name: Act 1995 and Disability Action Plan Telephone: Email:

Documents published relating to our Equality Scheme can be found at: http://www.derrystrabane.com/Council/Equality

Signature:

This report has been prepared using a template circulated by the Equality Commission. It presents our progress in fulfilling our statutory equality and good relations duties, and implementing Equality Scheme commitments and Disability Action Plans. This report reflects progress made between April 2017 and March 2018

Page 199 PART A

PART A – Section 75 of the Northern Ireland Act 1998 and Equality Scheme

Section 1: Equality and good relations outcomes, impacts and good practice

1 In 2017-18, please provide examples of key policy/service delivery developments made by the public authority in this reporting period to better promote equality of opportunity and good relations; and the outcomes and improvements achieved. Please relate these to the implementation of your statutory equality and good relations duties and Equality Scheme where appropriate.

Policy Developments Equality Scheme The Council’s Equality Scheme was formally approved by the Equality Commission for Northern Ireland on 24th May 2017. Overall responsibility for the implementation of the Equality Scheme lies with the Chief Executive, however the Lead Democratic Services and Improvement Officer will have a role in relation to the co-ordination of the Scheme which includes, implementing training, consultations, screening and equality impact assessments. Specialist support is provided by the Policy Officer (Equality). Following the approval of the Council’s Equality Scheme, it was included on the Council website at http://www.derrystrabane.com/Council/Equality/Equality-Scheme The Equality Scheme sets out how Derry City and Strabane District Council proposes to fulfil its Section 75 statutory duties and will influence all corporate and departmental plans.

Inclusive Strategic Growth Plan: Our Community Plan 2017-2032 Building on the feedback received from the public and stakeholders during the co-design process where over 5,000 people were involved in helping Council to decide on its outcomes, indicators and actions. A robust, evidence-based approach was also used to inform the work of eight thematic groups and the local area based community planning processes brought together a draft Community Plan which was launched in June 2017. A major campaign of public engagement took place over the summer with an extended 16- week consultation period to allow local people to have their say on the draft Strategic Growth Plan Council wanted to ensure the general public were given sufficient time to participate in the consultation process, given the significant scope of the Community Plan. The general public and key interested parties were invited to provide their views on the content of the draft Strategic Growth Plan through a variety of channels and methods.

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The draft Strategic Growth Plan was published on Derry City and Strabane District Council’s (DCSDC) website. Contact details for further information was also provided. Hard copies of the draft Strategic Growth Plan were also made available in public buildings Council-wide - including Council Offices (Derry and Strabane), statutory partners’ offices, media outlets, political party offices, leisure centres and libraries. A link to an online survey, developed and managed by Derry City and Strabane District Council was also made available on the Council’s website. This provided an easy and structured way for views to be submitted.

Email and postal submissions were also welcomed and details of both methods of submission were outlined on the Community Planning page of the Council’s website and on the back page of the plan.

A series of 16 consultation events as detailed below were also held across the City and District during June 2017. These meetings were held during daytime and evening to encourage a wide participation from carers, those with dependents and those in full time employment.

During this period, a total of 206 responses to the consultation were received. This comprised of 144 people who attended the community consultation events and provided verbal commentary at these meetings, 30 responses via our online survey and 30 written/ email returns were received. 21 responses were individuals, with 39 responding on behalf of a business/organisation. The Inclusive Strategic Growth Plan highlights our vision of: “A thriving, prosperous and sustainable City and District with equality of opportunity for all.” and sets out outcomes and actions in relation to social, economic and environmental well- being.

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Equality and good relations are core elements of the Plan as illustrated in the diagrams above. Our commitment to embedding equality and delivering inclusive outcomes is set out at page 63 of the Plan:

“Equality Assurance & Oversight Group We have made a commitment throughout this Plan of delivering a vision of a thriving, prosperous and sustainable City and District, with equality of opportunity for all.

During our co-design process, we have endeavoured to recognise and address the needs of people of different gender, religious belief, political opinion, sexual orientation, age, racial group, marital status and people with / without dependents and people with / without a disability (Section 75 equality groups), as well as rural and socially deprived communities. We have prepared an Equality Impact Assessment of our Community Plan and specifically sought to identify the key inequalities that currently exist, the correlations to the community plan outcomes and the actions that will directly affect people who experience exclusion / inequality.

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It is recognised, however, that whilst a number of key actions have been identified, it is not possible to incorporate all the actions/future actions that will support our aspirations for equality of opportunity for all, within the strategic Community Plan document. Supporting implementation plans will provide more detail of the programmes and activities that will be advanced to help deliver on our Vision. It is also recognised that embedding equality and delivering inclusive outcomes requires the involvement of stakeholders in the ongoing development of new approaches to monitoring impacts, challenging progress and contributing to finding new ways of accessing opportunities. For this reason, we have established and will continue to develop an Equality Assurance and Oversight Group comprising representatives from Section 75 categories, and rural and deprived communities. This group will have responsibility for monitoring progress against equality indicators and targets, identifying emerging issues and providing feedback to the Community Planning Partnership. The effectiveness of our approach to ensuring that we deliver on our vision will be kept under review so as to maximise the benefits achieved for as many people as possible.”

Local Development Plan for Derry City and Strabane District Council area Council have completed the documents to support the work on the first stages of the new Local Development Plan (LDP) for the Council area including the Statement of Community Involvement (SCI) and formal timetable for developing the plan. Following approval of both documents Council’s Planning Team developed the Preferred Options Paper (POP) which was published on 31st May 2017 and held a 12-week consultation period over summer 2017. The POP provided the basis for consulting with the public and stakeholders on a series of options for dealing with key issues in the Plan area. The POP consultation and engagement took many forms in an effort to reach and encourage all citizens to engage in this significant stage of the Local Development plan preparation. Methods of consultation included public engagement events, advertisements and web-based consultation. An Equality Impact Assessment (EQIA)1 was carried out on the draft POP which set out how Council intend to promote equality of opportunity throughout the LDP process.. In line with Council’s published Statement of Community Involvement, a final public Representations Report will be presented and published in due course (at the time of the Plan Strategy and then at the Local Policies Plan) to advise how the Council has taken the representations into account in the preparation of the Derry City and Strabane District Local Development Plan. In 2017-18, please provide examples of key policy/service delivery developments made by the public authority in this reporting period to better promote equality of opportunity and good relations; and the outcomes and improvements achieved. Please relate these to the implementation of your statutory equality and good relations duties and Equality Scheme where appropriate.

1 http://www.derrystrabane.com/pop#EQIA

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Corporate Plan 2017/18 and Performance Improvement Plan 2017/18

The Council is committed to its mission of delivering “Improved social, economic and environmental outcomes for everyone” and set out its priorities in the Corporate Plan 2017/18 and Performance Improvement Plan 2017/18 document which was agreed by Council on 22nd June 2017.

A copy of the Corporate Plan and Performance Improvement Plan (2017/18) is available on the Council’s website.

Review of Irish and Ulster-Scots Policy and Consultation In July 2017 the Council established a Language Working Group the aim of which was to undertake a full review of the Council policies in respect of Irish and Ulster-Scots. As part of this review process the Council consulted with representative organisations within the Council area to seek views in relation to how best the policies should be implemented going forward. The Language Working Group is currently reviewing the findings of the consultation which identified a number of opportunities for the Council to better promote the Irish and Ulster-Scots language, heritage and culture in the Council area.

Mental Health Charter Council signed up to “Mental health Charter” to create and open and inclusive workplace for staff who may have a mental health issue Approved at Governance and Strategic Planning Committee and ratified at full Council in November 2017

Service Delivery /Initiatives

International Women’s Day

Mayor of Derry City and Strabane District Council, hosted a reception in the Guildhall to celebrate International Women’s Day and mark the 100th Anniversary of the 1918 Representation of People Act – when women first gained the right to vote. All female Councillors, past and present from Derry City Council, Strabane District Council and Derry City & Strabane District Council were invited to the event. Those female Councillors who have passed away were also represented by family members. Tributes were paid at the reception to the families of the first two female Councillors of Derry City Council, Anna Hay and Marlene Jefferson, who were elected in 1977. Marlene Jefferson later became the first female Mayor in 1980.

Cultural and Heritage Initiatives

In the 2017-18 year the Council ran a number of cultural and heritage initiatives:

Island Voices

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In 2017-2018 the Island Voices series focused on the historic genetic, cultural and linguistic relationships which exist between the countries of Northern Europe. Titled: Northern Confluence: Where Celtic and Nordic Worlds Meet, the series featured three free lunchtime lectures exploring the shared bonds of history, culture and language that exist between the Celtic and Nordic nations of Europe, reflecting on our shared heritage and exploring our unique relationships, past and present. Details of the lectures are outlined below along with information on attendees: Lecture Speaker Theme Attendees A Tale of Two Professor Dan Genetic, cultural and linguistic 45 Islands: Ireland, Bradley linkages between Ireland and Iceland and Viking Iceland genetic legacy

Commonalities in Dr Nioclás Mac Island societies and their shared 41 the Literary Cathmhaoil manuscript and literary traditions Traditions of Ireland and Iceland Voices of the North: Professor Connections and divisions Connections and Séamus Mac between the languages of 51 Confluences Mathúna Northern Europe (Irish, Ulster- Scots and the Nordic languages)

Total attendees across all lecture events 137

A total of 137 members of the public attended the 2017/2018 lecture events and feedback from participants was enormously positive, a fact borne out by the large attendance at the lectures. Such was the demand for the 2017/2018 programme that the third and final lecture by Professor Séamus Mac Mathúna ‘Voices of the North: Connections and Confluences’ had to be moved to a larger venue to accommodate the increased audience size.

In terms of the Good Relations impact, the audience for the Island Voices, which has grown steadily year on year, hails from a range of community backgrounds including local residents, visitors to the city, and students from other countries studying in the area. The post-lecture discussions are often vigorous and challenging, with frank but respectful exchanges about the subject matter.

Using the vehicles of language and heritage to explore the concepts of shared history has proved to be very successful and the addition of an educational component for schools, has allowed the project to create a legacy for its endeavours and has sought to create a resource for audiences to have access to the lectures following the event, and for schools to explore some of the subject matter in an age-appropriate manner.

Irish Language Week Irish Language Week (Seachtain na Gaeilge) is an annual event which takes place between 1st and 17th March.

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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. Details are provided below of signature events which were organised by Derry City and Strabane District Council along with a brief summary of community-run events.

‘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 the Year of Irish 2018 a large-scale interactive storytelling event was delivered in the Irish language for children attending Irish medium schools in the Derry and Strabane area entitled Lúcháir Leabhar (The Delight of Books).

‘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. Each child taking part undertook research to explore their personal, emotional and familial connection with the Irish language and selected an object or artefact of personal significance to symbolise their affection with and connection to the language.

The GP Findlay Archive Work is ongoing between the Council and local Ulster-Scots partners to explore the potential to digitise and archive the Ulster-Scots writings of a local Ulster-Scots writer GP Findlay who wrote both in English and in Ulster-Scots. The Council has agreed to set aside funding to digitise a range of collected materials including original manuscripts and newspaper cuttings and has agreed to host a public talk on the writer as part of the popular Tower Talks programme held at the Tower Museum.

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. The Language Quarter was designed to offer a range of taster events for the public to engage with the Irish language.

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. A number of community engagement sessions took place prior to and following the St Patrick’s Day event and feedback in relation to this

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element of the festival has been immensely positive with some suggestions for improvement in terms of the event location having been put forward by event participants.

CultureFuse In December 2017 Derry City and Strabane Council launched CultureFuse – a new Peace IV- funded cross-border and cross-cultural initiative promoting the Ulster-Scots and Irish traditions through music, drama, the arts, language and heritage with an investment totalling £175,000. An inventive and animated two-year programme of activities and events has been designed which will promote cross-traditional engagement through music, drama, art, dance, language and heritage. Key programme areas will include supporting the Walled City Tattoo through a Fringe Festival, showcasing Ulster Scots music and dance and providing opportunities for the development of cross cultural performances and artistic collaboration with the local Irish traditional music sector. Women in Culture will explore and celebrate women’s contribution to cultural expression, and a range of Irish language initiatives will offer opportunities to learn more about the language and its shared heritage. An extensive programme for young people and dialogue sessions for community leaders will also form part of the project.

Post Primary Anti-Prejudice and Training Initiative 775 pupils participated in the project. 336 female – 409 male. 82% Catholic maintained schools, 18% Protestant schools. 100% of participants felt that they now have an increased awareness of all forms of prejudice. Increase in participants who feel they now know more about other cultures and traditions. 100% will take part in future programmes

Primary School Cultural Awareness Initiative 4 workshops were offered to all the Primary and Special Needs schools across the Derry and Strabane District. Places were allocated on a first come first serve basis.

The themes for the workshops were Diwali, Peacebuilding through Music and Identity kit. All schools in the district were contacted and booking forms to be returned.

The Peacebuilding through Music workshop looked at how music making connects people of different cultures, languages, and religions and contributes to peace building.

A workshop was introduced to coincide with Holocaust Memorial Day. Some teachers were apprehensive about this workshop as it is a difficult topic to cover. The facilitator developed the presentation age appropriately and highlighted how the children were made to feel different by wearing a badges. She then asked the pupils how they would feel if they were made to feel different and this opened up the classroom for discussion.

80 workshops were delivered to 26 primary schools reaching 2400 school children ranging from the age of 4 to 11years old.

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Good Relations Grant Aid Scheme 85 applications received (both core and project) totalling £316, 378.34. 46 awards granted totalling £165,352.34. 1 tour of Falls and Shankill roads facilitated for 47 people. 2 Good relations in Sports training sessions were delivered in Strabane Town and Sperrin DEA. 4 Good relations projects were worked up and developed in the Ballyarnett area. 4 Good Relations projects were funded in the Derg DEA A meeting between Clady village, Co Tyrone and the Londonderry Bands forum took place to develop a project. Over 50 people turned up on the evening.

Bonfires and Alternatives The Bonfire Working Group has agreed a draft policy for Regulating Bonfires on Council Land which was approved by Council in May 2017. Good Relations team commissioned Rubicon to undertake a consultation process with communities, statutory partners and elected members to secure cross party agreement on the policy and has worked closely with the Working Group during Q1. GRO’s have worked with PIV staff to secure additional funding for Bonfires/Contested Spaces Initiative which will employ a Community Engagement Officer to work closely with communities that have bonfires on council land. Bespoke action plans will be developed for each area. GRO’s have also drafted terms of reference to engage external, independent expertise to assist the Engagement Officer. Officers continue to engage with local communities to address current bonfire issues.

10 Page 208 PART A 2 Please provide examples of outcomes and/or the impact of equality action plans/ measures in 2017-18 (or append the plan with progress/examples identified).

Derry City and Strabane District Council set out a number of thematic areas In the development of its Equality Action Plan, namely:  Education, Skills and Enterprise  Social Participation (Leisure, Arts and Culture)  Influencing decision making  Crime and Safety Examples of key action measures are detailed below to address/reduce the stated inequalities. Education and Skills/Employment Kickstart – HARTE programme Derry City and Strabane District Council hosted an innovative programme that helps prepare local long term unemployed people for a career in the hospitality, retail and tourism sectors within just five weeks.

The Hospitality and Retail, Tourism Training for Employment course (HARTE) was part of Council’s Kickstart to Work programme and aimed to provide candidates with the qualifications, skills and confidence to successfully apply for jobs in those sectors.

The course aimed to break down the barriers that unemployed people often face in applying for positions in the local job market by offering them pre-employment training to equip them with the necessary skills to make a successful job application. During the course Kickstart offered financial support for expenses such as childcare, travel, subsistence and uniforms.

The course was split into three sections: a vocational training programme at the North West Regional College, an award in employability and a two-week work placement before offering candidates a guaranteed interview with local employers.

As well as providing industry led accredited training and work experience, help and support candidates will also be offered assistance with job searching, CV preparation and interview skills to enhance their chances of securing future employment. Kickstart – Maths and English Derry City and Strabane District Council, in conjunction with the North West Regional College, offered local people the chance to enhance their employability in the space of just 12 weeks by studying towards GCSE equivalent level qualifications in English and Mathematics. The Kickstart Maths and English Course was open to anyone resident in the Council area and prepares students to sit City and Guild Level 1 and 2 exams in the subjects.

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Council officers also acted as mentor, this role included providing one to one tuition for students who may have difficulty with aspects of the courses and providing guidance to candidates who may have been out of a classroom environment for some time. The course was held for one day a week for approximately 12 weeks with three hours of maths classes in the morning and/or three hours of English classes in the afternoon.

A breakdown of beneficiaries from the Kickstart programmes are as follows:-

Reporting Period Numbers 2017- 2018 NewLeavers Starts 2017-2018 in 2017 -2018 Total New Starts 298 Male 218 Reporting Period 2017 - Numbers Into Female 80 2018 work People with a disability 62 Leavers 430 16-24 yrs 93 Male 313 98 25-54 yrs 188 Female 117 28 55+ yrs 17 People with a disability 82 7 16-24 yrs 125 38 25-54 yrs 276 79 55+ yrs 29 9

Social clauses As part of the community plan, Council is committed to attracting billions of pounds worth of investment to affect an improvement in the employment rate within the Council area. This included working with employers, planners, investors and anchor institutions to identify current and future jobs in addition to maximising opportunities from Council’s own investment through its capital works programme. Social clauses have continued to be included in all of Council’s large revenue and capital contracts to ensure contractors provide equality of opportunity in terms of recruitment and access to work particularly among those who are long-term unemployed.

Council Officers assisted younger people (including students) to access training, apprenticeships and employment opportunities. They engaged key groups in employment and interview events and facilitated contact between employers and training providers.

Council also has invested in supporting a pilot project in Brooke Park with the Conservation Volunteers who have residency in the park. The project supports 10-14 unemployed residents tackle employability and mental health issues through horticulture.

Skills Academies

Council has been involved in delivering three employer-led bespoke higher level skills academies in conjunction with the North West Regional College (NWRC) during the 2017- 18 reporting period. These included:-

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 IT Software Fundamentals Academy – This was a great success with 23 students enrolled, 19 completing the course and 19 completing the course and 13 moving into full-time employment, 2 into temporary work and 2 into further education.

 Welding Academy:- 15 students enrolled, 14 completed the course. Of the 14 who completed the course 10 secured employment.

 A second Software Development Academy started towards the end of the reporting period with 20 students enrolled.

City Start Up Programme The City Start Up Programme is an initiative which is jointly delivered by Derry City and Strabane District Council and Belfast City Council since November 2017 until November 2018. It aims to assist the development of new businesses in both Council areas that have the potential to grow and employ staff by providing an enhanced level of support in the form of :

- Tailored one-to-one mentoring support

- Infrastructure to address barriers to business growth

- Increased participants’ awareness of importance of sustainable business practices

- Subvention/support initiatives e.g. support with rent, equipment, marketing etc.

One of the key outputs of the initiative is to recruit 10 new businesses to the Council area. In the reporting period 2017-18 a total of 9 applications have been submitted to Derry City and Strabane District Council with 5 applications having been approved for support. All of the successful applications are new retailers to the Council area. There are still 5 places remaining for the 2018-19 reporting period.

NI Business Start-Up Programme (NIBSUP)

The aim of the NI Business Start-Up Programme (NIBSUP) is to support new business starts within the council area by assisting individuals to develop a business plan. The primary objective of the NIBSUP is job creation. The key outputs for the programme are:

 number of business plans created  number of jobs created

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Enquiries Received from September 2017 to 31st May 2018 Female Entrepreneurship

Female 280 56.91%

Male 212 43.09%

Grand Total 492

Completed Business Plans at from September 2017 – 31st May 2018

Female 136 73.91%

Male 48 26.09%

Grand Total 184

Youth (aged under 25 at time of application)

Over 25 292 78.07%

Under 25 82 21.93%

Grand Total 374

An additional 118 clients declined to give their Date of Birth as this is not a mandatory requirement.

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Social Participation Arts and Culture

Initiative Key Partners Description Numbers Impact

Accessibility of DCSDC (Arts Arts and culture venues 17 audits of Accessibi buildings and Culture have had a completed Arts and lity of Section)/Public accessibility audit cultural arts of Health which have been venues culture Authority funded by DCSDC. Of have been venues (PHA)/Access the 17 venues who carried out will be and Inclusion have been audited 14 improve Officer will be able to apply for d to a new three year ensure funding from DCSDC for physical “Improving Access to barriers Cultural Venues” which for older is capital funding to people make adaptions to are increase participation removed from pan disability and thus community and older potential people. ly improve participa tion rates.

Mayor’s Tea Mayor and Older people from all 250 – 400 Increases Dances staff of DCSDC communities are attendees social invited along to an per event participa afternoon of music and tion of dancing on a monthly older basis people

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Initiative Key Description Numbers Impact Partners “Object DCSDC These are aimed at 54 It is Memory encouraging reminiscence intended Handling” through sensory contact with that this Workshops museum collections, may encouraging participants to encourage comment on feel, smell, age, participatio condition and most n of older importantly if they can share people with any memories in relation to it. arts and Workshops have been on cultural  Second World War activities collections within  The Laurentic, Council.  The Mabel Colhoun collection. Reminiscence DCSDC Boxes of 'memories' contain Groups of It is workshops objects which will help up to 15 intended with loan participants to reminisce and people at that this boxes to appreciate their life stories a time may as a rich resource for avail of encourage themselves, their families and these participatio their communities. n of older The themes of the loan boxes people with are: arts and  Leaving Home, cultural  1950s, activities  At The Seaside, within  Home Life, Council.  Christmas Time,  Rural Life and  Home Life Dementia DCSDC/ Visitor Services Staff have 4 training The aim Champions Alzheimer’s attended dementia champions sessions being to be Society training and some have delivered aware of provided dementia awareness to date – how to treat training to other staff. 3 more people with scheduled Dementia for 2018- when they 19 visit our reporting facilities. period

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Initiative Key Partners Description Numbers Impact Sing Out Loud DCSDC/PHA Facilitators who 30 care The positive Programme and care were procured by settings benefits of music homes and DCSDC/PHA participated in therapy and day centres delivered training the singing are: for older to staff of care programme  provides people homes, day care excellent centres, luncheon cognitive clubs and older stimulation people groups in therapy for the Council area to Dementia delivery of a sing patients out loud project.  helps reduce Staff/volunteers stress & anxiety were trained in the whilst use and potential increasing of the Silver Song energy levels Music Box which  provides an puts the words of inclusive songs onto activity television screen (especially for those who are socially isolated)  provides an inter- generational opportunity (perfect for those in elderly care homes) Access for All DCSDC/PHA The 'Access for all' 32 individuals Remove barriers Scheme membership signed up and for older scheme is designed 130 showing people/people to make a trip to interest with a disability an arts and culture when attending venue much more arts and cultural accessible, whilst venues. ensuring that It also encourages needs of someone participation. with a disability or an older person can be met in advance. 3 venues are part of this pilot.

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Initiative Key Partners Description Numbers Impact Quiet Space DCSDC Council events and Children with Event activities can be sensory Management challenging for kids processing issues Team with sensory have the peace processing issues. and space to calm Costumes, crowds down. Families and unfamiliar can take time out sights and smells and then re-join can all be triggers. the event/activity and enjoy it for Council now longer provide a quiet space at its event venues to make the event accessible and enjoyable for all.

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Everybody Active (EBA) 2020 Programme

Every Body Active 2020 is a four-year lottery funded programme aimed at getting people more active more often through sport and physical activity in Northern Ireland. The LSSS currently employ 8 Full time Sports Coaches to increase quality opportunities for targeted groups to increase participation in sport and physical activities across key life-course transitions (for example children moving from primary school to post-primary, young people leaving education, having a family, or retiring from work) In particular, the focus is on targeting increases in participation among traditionally underrepresented groups which include:  Women and girls (specifically aged 14-25)  People with a disability; and  Those living in areas of greatest social need (specifically people living within the top 25% of wards designated by NI Multiple Deprivation Measure Index 2010)

In the 2017-18 year, this programmed was delivered to 11,000 participants within the LSS, many of the participants have varying degrees of support needs including people with autism, of which staff are trained to deal with and tailor coaching to accommodate these needs. Some examples of these programmes include:  Schools programmes including Knockavoe and Ardnashee Special Schools  EBA Clubs – 50+, Cycling, Teen Fit, and Aqua Fit.  Community programmes including work with care centres e.g Dementia group in Creggan and Learning disability group in Longtower.  Disability Gym Programme – Brooke Park  Disability Summer programmes – Worked alongside Cedar Foundation to integrate children with disabilities include mainstream summer programmes in Foyle Arena this past 2 years. Plans are in place to offer a fully inclusive scheme for young children in Strabane this Summer.

Get Out Get Active (GOGA) Programme The Get Out Get Active Derry City & Strabane programme is a three year programme with delivery partners based across eighteen localities UK wide, supporting disabled and non-disabled people to enjoy being active together. The Get Out Get Active Derry City & Strabane programme provides sports and active recreation opportunities for the community utilising local resources throughout the District Council area. Its aim is to increase the number of people who are able to access and enjoy local opportunities through local authority or independent provision, sports clubs or perhaps volunteering. Council Officers motivate people by tapping into their values and the things that matter most to them. This includes building friendships, maintaining health, having fun and progressing in life. The GOGA programme supports people of all ages and abilities to be active together and live healthier lifestyles. GOGA offers a number of inclusive activities including movement to dance, a walking club, a bike club, various boccia clubs and boxing sessions. We also deliver a monthly inclusive cycle using the disability sport Hub. Many of these programmes have participants with special support needs including people with autism, and again trained staff tailor coaching to accommodate these needs.

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Healthy Towns Initiatives

Healthy Towns which is funded by the Public Health Agency (PHA) as part of the Healthy Towns West Programme is delivered by the LSS to help encourage more people in the district to lead more active lifestyles. These programmes includes a variety of low impact sports and activities including Couch to 5k and Social Cycles which is a beginner cycles for all abilities and fully inclusive.

Leisure and Sports Services Training Programmes It is anticipated that by 2020 LSS will have over ‘1 Million’ paid visits of its Leisure and Sports Facilities, of which some will have specific needs. To aid the service of the deliver and accommodation of these individuals, groups and organisations, Council have invested in training for staff including ‘disability swim teachers course’, deaf awareness training, and autism training. In terms of specific programmes, please see some examples below: Wetside  Bespoke programmes of Autism Swimming Tuition have also been developed across the service which have included exclusive use of swimming pools and high pupil/instructor ratios  Special Educational Needs (SEN) Swim Lessons – rolled out through the tier 1 centres, suitable for children with additional support needs, runs alongside mainstream lessons  Circle of Support – currently hire Foyle Arena to facilitate swim lessons and family sessions  Special Olympics – currently hire Riversdale Leisure Centre & City Baths to facilitate structured sessions  5 active swim instructors have been trained in disability swim instruction to help facilitate programme  1-to-1 swim instruction available in our centres, disability trained coach used where necessary  Active Citizenship funded programmes – coaching and hire of pools facilitated through this programme  Hire of facilities by disability groups – Mencap, Foyle Down Syndrome etc  New to the programme Potens special needs group catering for children with severe behavioural problems. Dryside  A bespoke ‘Sensory Soft Play’ Area has been developed in Melvin sports complex at a cost of over £50,000, with exclusive use access for Autism groups as and when required.  Centres facilitate bookings from disability clubs, NWRC, schools, colleges  Special Olympics programmes running in RLC  EBA targets – disability participant targets within programme, programmes rolled out in community, schools and leisure centres  Healthy Towns - Disability groups funded  EBA Grant Aid – uplift of £11,000 targeting disability groups  PARP programmed for people specifically with disabilities  Close working relationship with GOGA programme – funded by disability NI  Foyle Arena & Melvin Sports Complex designated as disability hubs by Disability NI  Work placements supported through USEL (Ulster Supported Employment Ltd) and Strabane Adult Training Centre  Investment in disability bikes, wheelchairs etc. by Sports Development, used by groups/clubs in Foyle Arena

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Influencing Decision Making

Equality Assurance and Oversight Group Council have made a commitment throughout its Community Plan of delivering a vision of a thriving, prosperous and sustainable City and District, with equality of opportunity for all. During the co-design process, Council have endeavoured to recognise and address the needs of people of different gender, religious belief, political opinion, sexual orientation, age, racial group, marital status and people with / without dependents and people with / without a disability (Section 75 equality groups), as well as rural and socially deprived communities and include actions that will directly affect people who experience exclusion /inequality.

Council have established an Equality assurance and Oversight Group comprising representatives from Section 75 categories, and rural and deprived communities. This group has responsibility for monitoring progress against equality indicators and targets, identifying emerging issues and providing feedback to the Community Planning Partnership. The effectiveness of Council’s approach to ensuring that it delivers on its vision will be kept under review by this group so as to maximise the benefits achieved for as many people as possible.

Local Democracy Week 2nd – 7th October 2017 Local Democracy Week is an annual European-wide campaign that aims, on a national level, to raise young people’s awareness of how local Councils operate. It informs them about opportunities for taking part in local decision-making and, as a result, draws attention to how their involvement in local affairs is crucial in upholding local democracy. The programme included:-

Political Speed Dating Political Speed Dating was a fun and light hearted way for young people to meet and find out more about the role Councillors play in the community and how Councillors represent young people’s rights and views at a local level. It also allows for young people to get a sense of the difficult and important decisions Elected Members have to make.

Young Persons Debate The Young Persons’ ‘Question Time’ type event gave secondary school pupils and young people aged 11 to 18 years the opportunity to meet with local Councillors and discuss the issues that are important to them.

Councillors Go Back to School! This event gave each Councillor a chance to visit schools in their area or ward. It gave Councillors the opportunity to explain to young people their roles and responsibilities and the work that they do in their local area. The event act as a forum for young people to engage with their Councillors in a question and answer session.

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Crime and Safety Initiative Key Description Numbers Impact Safer Homes PCSP Provision of 459 homes in the Contributed to a 32.5% Initiative home safety Council area reduction in domestic audit and fitting fitted with burglaries for 2017/18 in the of additional additional home DCSDC area (133 fewer home safety safety burglaries). equipment for equipment. The victims of crime, majority of the elderly and recipients were vulnerable elderly residents. residents Community PCSP Provision of a In 2017-18 992 Reduced fear or crime among Safety Warden dedicated people attended elderly residents and Scheme Community community contribution to the overall Safety Warden safety initiatives reduction in domestic Service for the delivered by the burglaries especially where educational wardens. The elderly residents are victims precinct, urban wardens also estates and rural completed 48 villages. home visits to Engagement advise residents with older on home security people’s groups precautions. on personal and property safety Neighbourhood PCSP/PSNI/ Neighbourhood There are 42 Reduced fear or crime among Watch N’ghbrhood Watch schemes Neighbourhood elderly residents and Watch as a crime Watch schemes contribution to the overall Coordinator deterrent and to within the reduction in burglaries reduce fear of council area, especially where elderly crime especially covering over residents are victims among elderly 2000 homes. and vulnerable residents International PCSP/PSNI/ An annual event Normally Enhanced awareness of Day for Older Apex to celebrate the attended by keeping property and person People Housing/ contribution our over 100 safe and engagement with Choice elderly residents residents of PSNI and Community Safety Housing have made to the sheltered Wardens. community. accommodation

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3 Has the application of the Equality Scheme commitments resulted in any changes to policy, practice, procedures and/or service delivery areas during the 2017-18 reporting period? (tick one box only)

Yes No (go to Q.4) Not applicable (go to Q.4)

Please provide any details and examples:

Derry City and Strabane District Council’s Equality Scheme was approved by the Equality Commission on 24th May 2017.

3a With regard to the change(s) made to policies, practices or procedures and/or service delivery areas, what difference was made, or will be made, for individuals, i.e. the impact on those according to Section 75 category?

Please provide any details and examples:

3b What aspect of the Equality Scheme prompted or led to the change(s)? (tick all that apply)

As a result of the organisation’s screening of a policy (please give details):

As a result of what was identified through the EQIA and consultation exercise (please give details):

As a result of analysis from monitoring the impact (please give details):

As a result of changes to access to information and services (please specify and give details):

Other (please specify and give details):

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Section 2: Progress on Equality Scheme commitments and action plans/measures

Arrangements for assessing compliance (Model Equality Scheme Chapter 2) 4 Were the Section 75 statutory duties integrated within job descriptions during the 2017- 18 reporting period? (tick one box only) Yes, organisation wide

Yes, some departments/jobs

No, this is not an Equality Scheme commitment

No, this is scheduled for later in the Equality Scheme, or has already been done

Not applicable

Please provide any details and examples:

Recruitment has been limited due to the on-going organisational restructuring following the Review of Public Administration, however Section 75 duties were integrated into job descriptions of all employees within Council not just senior positions with responsibility for policy and service development. All job descriptions have the following duty included:- “Comply with and actively promote the Council’s policies and procedures on all aspects of equality”.

5 Were the Section 75 statutory duties integrated within performance plans during the 2017-18 reporting period? (tick one box only) Yes, organisation wide

Yes, some departments/jobs

No, this is not an Equality Scheme commitment

No, this is scheduled for later in the Equality Scheme, or has already been done

Not applicable

Please provide any details and examples:

The Local Government Act (Northern Ireland) 2014 introduced a duty on council to make arrangements to secure continuous improvement in the exercise of its functions. The council therefore has a statutory obligation (at the beginning of every year) to publish an Improvement Plan setting out the Council’s Improvement Objectives. The Northern Ireland Audit Office are responsible for overseeing the implementation of this duty and

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undertake an examination of the planning process the council uses to derive their improvement objectives. The Improvement Plan is included as part of the council’s corporate plan and are directly aligned to, and cascade from the council’s priorities as informed by the wide reaching consultation process which informed priority outcomes under the pillars of economic, social and environmental wellbeing within its Community Plan –“Inclusive Strategic Growth Plan 2017-2032”.

The Council’s Corporate Plan 2017-18 reflected the vision and Many of the Council services contribute towards achieving more than one of the priority outcomes identified whilst themes such as equality and sustainability cuts across all of the priority outcome areas.

In the 2017-18 reporting period were objectives/ targets/ performance measures relating to the Section 75 statutory duties integrated into corporate plans, strategic planning and/or operational business plans? (tick all that apply)

Yes, through the work to prepare or develop the new corporate plan

X Yes, through organisation wide annual business planning

Yes, in some departments/jobs

No, these are already mainstreamed through the organisation’s ongoing corporate plan

No, the organisation’s planning cycle does not coincide with this 2017-18 report

Not applicable

Please provide any details and examples:

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Derry City and Strabane District City Council have used the engagement from the development process of its community plan “Inclusive Strategic Growth Plan 2017-2032” to help inform the development of its corporate plan and Directorate Delivery plans for 2017/18. A corporate plan was developed which was aligned to the emerging issues identified to date. As it is a community plan the delivery of the “Inclusive Strategic Growth Plan” will be done through partnership with the Strategic Partnership Board. Section 75 statutory duties will be fully integrated into the community plan as a whole and the Council’s own objectives. The overall responsibility for their implementation of Council’s Equality Scheme and its supporting Equality Action Plan lies with the Chief Executive. The Lead Democratic Services and Improvement Officer is responsibility for supporting the appropriate operational implementation of the scheme commitments, however all Directorates and Services have responsibilities for various aspects of Equality Action Plan going forward. The fact that the Lead Democratic Services and Improvement Officer attends all Senior Management Team Meetings and Governance and Strategic Planning Committee ensures that all new/revised policies and services are subjected to the mandatory screening/EQIA process demonstrates the importance of Section 75 in relation to the Council’s Strategic Management and Planning.

Equality action plans/measures

7 Within the 2017-18 reporting period, please indicate the number of:

Actions Actions to 3 Actions ongoing: 11 3 completed: commence:

Please provide any details and examples (in addition to question 2):

See Section 2

8 Please give details of changes or amendments made to the equality action plan/measures during the 2017-18 reporting period (points not identified in an appended plan):

Council’s Equality scheme was only approved on 24th May 2017 so the Equality Action Plan for the 2017-18 year remains unchanged – See Appendix 1

9 In reviewing progress on the equality action plan/action measures during the 2017-18 reporting period, the following have been identified: (tick all that apply)

Continuing action(s), to progress the next stage addressing the known inequality

Action(s) to address the known inequality in a different way

Action(s) to address newly identified inequalities/recently prioritised inequalities

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Measures to address a prioritised inequality have been completed

Arrangements for consulting (Model Equality Scheme Chapter 3)

10 Following the initial notification of consultations, a targeted approach was taken – and consultation with those for whom the issue was of particular relevance: (tick one box only)

All the time Sometimes Never

11 Please provide any details and examples of good practice in consultation during the 2017-18 reporting period, on matters relevant (e.g. the development of a policy that has been screened in) to the need to promote equality of opportunity and/or the desirability of promoting good relations:

Strabane Public Realm Stage 1 Consultation took place with all businesses and residents of the district to get feedback on what people would like to see in their public realm Stage 2 – Preliminary designs were drawn up from the feedback received and displayed in the library. A district wide leaflet drop and advertisements were circulated to all residents and businesses inviting them to view these designs and again provide feedback. Council continued to carry out a further consultation exercise as part of the development of the strategy – this included targeted one-to-one meetings with specific groups including IMTAC (Belfast), RNIB NI (Belfast) and Guide Dogs NI. These groups presented the specific concerns and needs of disabled people including:-  The design of new pavement surfaces and crossings – tactile and blister paving/colour contrasting  The need to ensure that kerb heights are sufficient to deter vehicles overriding footpaths  Insertion of guard rails as a way of defending the corners from parked cars and act as a guidance to crossing points  Street furniture locations standardised to provide clear movement routes  The redesign of street junction to include pedestrian guard rails and designed crossing points Council officers worked closely with groups to incorporate mitigating measures to offset any concerns highlighted – new final drawings were prepared in line with agreed amendments and the final plan was “screened out”.

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Community Plan Derry City and Strabane District Council have involved all stakeholders (employees, partners, customers, citizens, end users) in the design process to help ensure the end plan meets all their needs. The meetings, conversations and workshops provided the information for this Plan. Over 5,000 people were involved in helping Council to decide on its outcomes, indicators and actions. A robust, evidence-based approach was also used to inform the work of eight thematic groups and the local area based community planning processes. Northern Ireland Statistics and Research Agency data, a citizen survey to 1,400 households, engagement with children and young people, focus group research with groups identified as experiencing inequalities in accordance with Section 75 of the Northern Ireland Act, provided us with an evidence base to develop and agree the key actions required to address inequalities and grow our City and District over the next 15 years.

Public invited to have their say on employment programmes and services Derry City and Strabane District Council encouraged anyone involved in employment and training locally to attend one of two events which were hosted by the Department for Communities in March 2018. The Pre Consultation workshops discussed the future shape of employment programmes and services in the Council area to bring these in line with the draft Programme for Government. The purpose of this review is to develop a Work, Health and Wellbeing Framework that will support a fresh suite of programmes and services designed to support people to move into sustainable work.

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12 In the 2017-18 reporting period, given the consultation methods offered, which consultation methods were most frequently used by consultees: (tick all that apply)

Face to face meetings

Focus groups

Written documents with the opportunity to comment in writing

Questionnaires

Information/notification by email with an opportunity to opt in/out of the consultation

Internet discussions

Telephone consultations

Other (please specify):

Please provide any details or examples of the uptake of these methods of consultation in relation to the consultees’ membership of particular Section 75 categories:

In relation to targeting specific groups of people from specific Section 75 Groups officers have found that varying the method of consultation is effective. For example, when consulting on the Strabane Public Realm the officers specifically wanted to have input from disability groups – face to face meetings were arranged to discuss the proposals and then a walk through the area with the group helped to clarify issues. As part of the Council’s commitment to recognise and address the needs of people of different gender, religious belief, political opinion, sexual orientation, age, racial group, marital status and people with / without dependents and people with / without a disability (Section 75 equality groups), as well as rural and socially deprived communities within its Community Plan Council have established an Equality Assurance and Oversight Group comprising representatives from Section 75 categories, and rural and deprived communities. This focus group has the responsibility for monitoring progress against equality indicators and targets, identifying emerging issues and providing feedback to the Community Planning Partnership.

13 Were any awareness-raising activities for consultees undertaken, on the commitments in the Equality Scheme, during the 2017-18 reporting period? (tick one box only)

Yes No Not applicable

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Please provide any details and examples:

The Equality and Assurance and Oversight Group (EAOG) was established as part of scrutiny arrangements for the Strategic Growth Plan 2017-2032. The group, which is made up from representatives from Section 75 categories, as well as rural and deprived communities, are tasked by Council to monitor progress against equality indicators and targets, identifying emerging issues and offering feedback to the Strategic Partnership. As part of the establishment of the Equality Assurance and Oversight Group, the Policy Officer (Equality) gave participants and overview of the Council’s Equality commitments and particularly the process of screening and equality impact assessment. This was preparatory work so that the group were more informed and thus more able to provide meaningful contribution on the EQIA of the “Strategic Growth Plan”.

14 Was the consultation list reviewed during the 2017-18 reporting period? (tick one box only)

Yes No Not applicable – no commitment to review

The review of the consultation list is scheduled for May 2018 to coincide with the requirements of the new General Data Protection Regulations (GDPR).

Arrangements for assessing and consulting on the likely impact of policies (Model Equality Scheme Chapter 4) [Insert link to any web pages where screening templates and/or other reports associated with Equality Scheme commitments are published]

15 Please provide the number of policies screened during the year (as recorded in screening reports):

http://www.derrystrabane.com/Council/Equality/Screening-report-2017-2018 8

16 Please provide the number of assessments that were consulted upon during 2017-18:

2 Policy consultations conducted with screening assessment presented.

Policy consultations conducted with an equality impact assessment (EQIA) 1 presented.

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Consultations for an EQIA alone.

17 Please provide details of the main consultations conducted on an assessment (as described above) or other matters relevant to the Section 75 duties:

Community Plan Derry City and Strabane District Council have involved all stakeholders (employees, partners, customers, citizens, end users) in the design process to help ensure the end plan meets all their needs. The meetings, conversations and workshops provided the information for this Plan. Over 5,000 people were involved in helping Council to decide on its outcomes, indicators and actions. A robust, evidence-based approach was also used to inform the work of eight thematic groups and the local area based community planning processes. Northern Ireland Statistics and Research Agency data, a citizen survey to 1,400 households, engagement with children and young people, focus group research with groups identified as experiencing inequalities in accordance with Section 75 of the Northern Ireland Act, provided us with an evidence base to develop and agree the key actions required to address inequalities and grow our City and District over the next 15 years.

Following the extensive period of engagement with citizens, organisations and businesses Council developed the draft Inclusive Strategic Growth Plan for Derry City & Strabane District. An Equality Impact Assessment was carried out on this document and the consultation process was open until 15th September 2017. Feedback from the consultation informed the final plan. Full details of consultation feedback is online at http://www.growderrystrabane.com/

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18 Were any screening decisions (or equivalent initial assessments of relevance) reviewed following concerns raised by consultees? (tick one box only)

Yes No concerns were No Not raised applicable

Please provide any details and examples:

Arrangements for publishing the results of assessments (Model Equality Scheme Chapter 4)

19 Following decisions on a policy, were the results of any EQIAs published during the 2017- 18 reporting period? (tick one box only)

Yes No Not applicable

Please provide any details and examples:

The consultation feedback and final “inclusive Strategic Growth Plan 2017-2032” is online at http://www.growderrystrabane.com/

Arrangements for monitoring and publishing the results of monitoring (Model Equality Scheme Chapter 4)

20 From the Equality Scheme monitoring arrangements, was there an audit of existing information systems during the 2017-18 reporting period? (tick one box only)

Yes No, already taken place

No, scheduled to take place at a Not applicable later date

Please provide any details:

Council’s Equality Scheme was only approved on 24th May 2017 however an audit of inequalities was prepared during the development stages of the Council’s “Inclusive Strategic Growth Plan 2017-2032”.

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21 In analysing monitoring information gathered, was any action taken to change/review any policies? (tick one box only)

Yes No Not applicable

Please provide any details and examples:

22 Please provide any details or examples of where the monitoring of policies, during the 2017-18 reporting period, has shown changes to differential/adverse impacts previously assessed:

N/A

23 Please provide any details or examples of monitoring that has contributed to the availability of equality and good relations information/data for service delivery planning or policy development:

Council’s Equality Scheme was only approved on 24th May 2017 however an audit of inequalities was prepared during the development stages of the Council’s “Inclusive Strategic Growth Plan 2017-2032” .

Staff Training (Model Equality Scheme Chapter 5)

24 Please report on the activities from the training plan/programme (section 5.4 of the Model Equality Scheme) undertaken during 2017-18, and the extent to which they met the training objectives in the Equality Scheme. Training Provided to Staff

Conducting Formal Investigations Critical Conversations for Middle Managers Competency Based Interview Skills Safeguarding Training on Council Policy Safeguarding Designated Officer Training 2017 Emotional Intelligence Lone Workers Customer Care Dealing with Difficult People Train the Trainer

In addition to the above dementia awareness and Autism Impact sessions have been run for staff. One member of staff has now been trained up to deliver the Dementia

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Awareness session and has delivered this programme free to Community Services within the Council area.

Good Relations Training Programme

The Good Relations Team worked with the Human Resource section to develop a good relations training programme which will Increase awareness and capacity of community sector / Council staff / individuals to deal with Good Relations issues.

Traveller Awareness Training Programme– 16 people attended

Refugee Awareness training – 10 people attended

‘Getting to Know Your Institutions” course delivered by Rural Community Network and OCN accredited Level II – This was attended by 15 participants. The course consisted of 6 sessions over February and March 17 – first and last session base lining and evaluation wrapped around 4 ‘mystery’ visits to various institutions i.e Ancient Order of Hibernians/Londonderry Bands Forum/Ulster Scots Sollus Centre and the GAA. These sessions were held in the organisations premises and consisted of presentations and discussion.

Leisure and Sports Services Training Programmes

It is anticipated that by 2020 LSS will have over ‘1 Million’ paid visits of its Leisure and Sports Facilities, of which some will have specific needs.

To aid the service of the deliver and accommodation of these individuals, groups and organisations, Council have invested in training for staff including ‘disability swim teachers course’, deaf awareness training, and autism training. In terms of specific programmes, please see some examples below: Wetside  Bespoke programmes of Autism Swimming Tuition have also been developed across the service which have included exclusive use of swimming pools and high pupil/instructor ratios  Special Educational Needs (SEN) Swim Lessons – rolled out through the tier 1 centres, suitable for children with additional support needs, runs alongside mainstream lessons  Circle of Support – currently hire Foyle Arena to facilitate swim lessons and family sessions  Special Olympics – currently hire Riversdale Leisure Centre & City Baths to facilitate structured sessions  5 active swim instructors have been trained in disability swim instruction to help facilitate programme  1-to-1 swim instruction available in our centres, disability trained coach used where necessary

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 Active Citizenship funded programmes – coaching and hire of pools facilitated through this programme  Hire of facilities by disability groups – Mencap, Foyle Down Syndrome etc  New to the programme Potens special needs group catering for children with severe behavioural problems. Dryside  A bespoke ‘Sensory Soft Play’ Area has been developed in Melvin sports complex at a cost of over £50,000, with exclusive use access for Autism groups as and when required.  Centres facilitate bookings from disability clubs, NWRC, schools, colleges  Special Olympics programmes running in RLC  EBA targets – disability participant targets within programme, programmes rolled out in community, schools and leisure centres  Healthy Towns - Disability groups funded  EBA Grant Aid – uplift of £11,000 targeting disability groups  PARP programmed for people specifically with disabilities  Close working relationship with GOGA programme – funded by disability NI  Foyle Arena & Melvin Sports Complex designated as disability hubs by Disability NI  Work placements supported through USEL (Ulster Supported Employment Ltd) and Strabane Adult Training Centre  Investment in disability bikes, wheelchairs etc. by Sports Development, used by groups/clubs in Foyle Arena

25 Please provide any examples of relevant training shown to have worked well, in that participants have achieved the necessary skills and knowledge to achieve the stated objectives:

Safeguarding Training Following a review of Council’s Safeguarding Policy (Children and Adults at Risk of Harm) in 2016-17 reporting period the policy team rolled out 15 training sessions in Safeguarding (Children and Vulnerable Adults) to staff across the leisure and visitor attraction facilities harm to raise awareness of their role in recognising abuse, including familiarity with our policy and procedures for the protection of children and adults at risk of harm.

These front-line service areas were prioritised as they could come into contact with the children and adults at risk of harm on a regular basis. Further sessions are being scheduled for the 2018-19 year with staff from Environmental Health, Building Control and City Wardens.

Dementia Awareness Training Derry City and Strabane District Council’s Community Safety Wardens were amongst those front line service staff who completed special training in Dementia awareness, which will assist them in reaching out to all members of the community.

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The training covered areas such as the impact of Dementia on the individual, how to engage and communicate with people affected by Dementia, and understanding the behaviour of individuals affected by Dementia. Council deemed it important that front line staff are fully equipped to deal with all members of our community. The completion of this training enhanced the service being provided to our residents through the scheme.

Public Access to Information and Services (Model Equality Scheme Chapter 6)

26 Please list any examples of where monitoring during 2017-18, across all functions, has resulted in action and improvement in relation to access to information and services:

Monitoring of our how we communicated with the people of Derry City and Strabane District Council during the 2017-18 year have resulted in actions and improvements in ensuring public access to information and services. These included:

Production of Community Plan “Strategic Growth Plan 2017-2032) in alternative formats In response to feedback received from attendees at the Equality Assurance and Oversight Group meeting Council prepared two other versions of the Community Plan. The first was a children’s version where the children and young people could see how their input was used in the development of the plan. The second was an Easy Read version to allow those members of our community who have learning difficulties to see how Council planned to work with others to make the city and district and good place to live and work in.

The versions can be accessed via the links below:- http://growderrystrabane.com/wp-content/uploads/2018/06/Final-Childrens-Version.pdf

http://growderrystrabane.com/wp-content/uploads/2018/02/community-plan-easy-read- lores_v3.pdf

Code of Practice on Producing Information Council have reviewed its Code of Practice on Producing Information to include further clarification and guidance as follows:-

• Clearer instruction now included about alternative ways to put emphasis on words such as using a bolder font weight as underlining should also be avoided as it makes it more difficult for people with a visual impairment to recognise the shape of the words as the underline intersects with the letter descenders (tails of letters like p and g).

• More clarification about colour schemes and consideration now included about needs of people with colour blindness

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• Social media is now being used more by Council to ensure good engagement with residents, better customer service, and wider sharing of information on the services most important to customers. To do this effectively, social media needs to be accessible to all. A section on the promotion of how to make social media more accessible has now been included in the Code of Practice.

• A process in relation to In-House Design has been inserted into the Policy as a further control mechanism to ensure all information emanating from Council is compliant

Training was provided to the marketing and communications team on the updated code of practice.

Code of Practice on Arranging Accessible Events According to NISRA statistics approximately 1 in 5 people in the Council area with disabilities and that is before we consider the needs of the visitors to our area – this forms a significant proportion of the potential audience or customers for Council run events and meetings. People with disabilities can also influence the choices of their families and friends in attending events particularly if they have had a previous bad experience.

Council have now developed a guide to assist staff in organising events and meeting to ensure that access is a priority consideration from the planning stage.

Staff will be made aware that everyone benefits when access is better, including other attendees, people making deliveries, people with heavy baggage, families with young children and those with prams. The Guide covers elements such as:

• Consideration of venue, layout of areas to ensure there was sufficient space,access points, seating areas, quiet space and dedicated drop off point; • Ensuring that the events stewards are trained on how to provide an inclusive • Customer facing service for people of all abilities; • Programme and all related information is accessible • Provision for other support such as assistance dogs.

Awareness training will be rolled out to all marketing and events team and all other relevant officers who are responsible for planning meetings and events.

Sign Language Provision

In 2017-18 there was a notable uptake in the number of staff who sought advice from the policy team on how to make provision of sign language interpreters for events and public meetings.

Staff responsible for the grant aid funding programme also made provision for a member of the community at and one-to-one meeting who had indicated that they had a hearing impairment

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Website Council’s website has the following accessibility tools:-

• Browse Aloud tool • Text size tool • Accessibility policy/statement

Complaints (Model Equality Scheme Chapter 8)

27 How many complaints in relation to the Equality Scheme have been received during 2017-18?

Insert number here: 0

Please provide any details of each complaint raised and outcome:

Section 3: Looking Forward

28 Please indicate when the Equality Scheme is due for review:

2019

29 Are there areas of the Equality Scheme arrangements (screening/consultation/training) your organisation anticipates will be focused upon in the next reporting period? (please provide details) Are there areas of the Equality Scheme arrangements (screening/consultation/training) your organisation anticipates will be focused upon in the next reporting period? (please provide details)

The application of our Equality Scheme arrangements will contribute to addressing these inequalities and removing barriers through training, screening and consultation.

Equality Scheme commitments will be further promoted through the main initiatives planned in the coming year to ensure the authority improves outcomes in terms of equality of opportunity and good relations for individuals from the nine categories covered by Section 75. Council will:-

• Continue to deliver the actions to support the full implementation of Council’s Equality Scheme commitment • Continue to monitor the progress of Council’s Strategic Growth Plan 2017-2032 • Continue to provide training and development around equality, diversity and good relations issues

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 Continue to deliver the actions on the Council’s Disability Action Plan  Identify and target specific disability awareness training e.g. autism; deaf awareness  Deliver International Women’s Day events  Continue to engage with employability partners and increase engagement with underrepresented groups in relation to outreach activity  Roll out awareness of Code of Practice on arranging accessible events  Implement arrangements to ensure that all new/revised policies and service developments are subjected to rural impact assessments as per new legislative obligations under Rural Needs (Northern Ireland) Act 2016.

30 In relation to the advice and services that the Commission offers, what equality and good relations priorities are anticipated over the next (2017-18) reporting period? (please tick any that apply) Employment Goods, facilities and services Legislative changes Organisational changes/ new functions Nothing specific, more of the same Other (please state):

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PART B - Section 49A of the Disability Discrimination Act 1995 (as amended) and Disability Action Plans

1. Number of action measures for this reporting period that have been

7 2 3

Fully achieved Partially achieved Not achieved 2. Please outline below details on all actions that have been fully achieved in the reporting period.

2 (a) Please highlight what public life measures have been achieved to encourage disabled people to participate in public life at National, Page 238 Page Regional and Local levels: Level Public Life Action Measures Outputsi Outcomes / Impactii Localiii Set up Equality Assurance and Oversight 3 meetings held in the 2017/18 year Pan-disability engagement through the EAOG Group (EAOG) to enable people with a disability from new Council area to influence People with a disability have opportunity to voice their Council decision-making concerns and suggest mitigation where necessary in relation to Representative disability groups all Council policies and services Involve people with a disability in the have been involved in consultations planning and predevelopment exercises on Council’s policy and services

Screen all new policies to assess the 100% of new and revised policies Remove barriers for people with a disability when attending significance of the policy on the disability screened for impact on disability arts and cultural venues. duties. duties Council’s proactive approach would ensure that all policies and Review and report on progress of the Annual progress report completed services are accessible and inclusive to people with a disability. Disability Action Plan annually – employee and forwarded to the Equality Increased awareness of employees’s responsibility towards contributions required from their service Commission Council’s compliance and achievements in relation to disability areas duties. This also provides and avenue to share good practice amongst other public authorities.

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2(b) What training action measures were achieved in this reporting period?

Training Action Measures Outputs Outcome / Impact 1 All training action measures are ongoing – See section 3 below 2

2(c) What Positive attitudes action measures in the area of Communications were achieved in this reporting period?

Page 239 Page Communications Action Measure Outputs Outcomes/Impacts

1 Code of Practice on Producing Information reviewed

Code of Practice on Arranging Accessible Events has Improved accessibility to all to Council Ensure that the all requests are met when been prepared for staff – awareness training will be information and opportunities to providing access to information and services rolled out in 2018-2019 reporting period influence decision making Council’s Strategy Growth Plan 2017-2032 has been prepared in a children’s version and an Easy Read version. 2 Access for All Scheme is currently being piloted in the Audit access to communication arrangements Increased awareness and participation of Alley theatre - The 'Access for all' membership scheme for people with a disability (Internally for staff Council events members and externally for members of the is designed to make a trip to an arts and culture venue community) much more comfortable, whilst ensuring that needs of someone with a disability can be met in advance.

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2 (d) What action measures were achieved to ‘encourage others’ to promote the two duties:

Encourage others Action Outputs Outcome / Impact Measures 1 Council, in partnership with the Public Health Agency, hosted a Host and organise one event per special event next week to showcase the work of its Access and year in association with disability Inclusion project to lead the Council area in striving towards Improved accessibility and participation to group(s) becoming autism friendly. arts and cultural venues within the Council The event was held on Wednesday 28th March in Strabane’s Alley area Theatre and celebrated the venues in the Council area who have received the Autism Impact Award. 2 Appoint a Disability Champion at 2 Champions nominated – I from Elected Members and 1 from There is a dedicated point of contact for officer and elected member level to Officers. both staff and residents to raise any issues Page 240 Page progress the disability duties they may have regarding disability Screen all new policies to assess Council’s proactive approach would ensure 3 100% of new and revised policies screened for impact on disability the significance of the policy on the that all policies and services are accessible duties disability duties and inclusive to people with a disability. 2 (e) Please outline any additional action measures that were fully achieved other than those listed in the tables above:

Action Measures fully implemented Outputs Outcomes / Impact (other than Training and specific public life measures) Council began work on new wheelchair friendly play area in 1 This promotes inclusive play between Improve play facilities in Council parks Brooke Park in December 2017. This is due to open in the children with and without a disability - and open spaces to ensure access and Spring. more young people can now avail of the inclusion for children of all abilities The area includes a wheelchair friendly swing, a wheelchair see- state of the art play facilities in the park. saw and carousel and a hexagonal rocking plate 2 Implement a work Council continue to accommodate work placement/shadowing Encourage people with a disability to have placement/shadowing/volunteering opportunities for people with a disability on request increased confidence in the workplace initiative to allow people with a disability to learn about work in Council facilities

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3. Please outline what action measures have been partly achieved as follows:

Action Measures partly achieved Milestones / Outputs Outcomes/Impacts Reasons not fully achieved

1 Involve people with a disability in the April 2018 People with a disability will Council has developed guidance on hosting planning and development stage of events. Onwards contribute to event planning accessible meetings and events – for all Council events awareness sessions not scheduled to be rolled out in the 2018-19 year.- this will ensure full implementation of this Code of Practice 2 Provide induction training to all new New staff are directed to Better services for people with Provide induction training to all new employees on the Council’s Equality the Equality module on a disability - Issues which may employees on the Council’s Equality Scheme and Disability Action Plan Learning Pool – new affect people with a disability Scheme and Disability Action Plan induction process to will be sorted out at the Page 241 Page commence in September earliest possible juncture. 2018 with relevant officers providing overview of significant areas such as Equality Provide equality and disability awareness Equality training for all Increased awareness of Provide equality and disability awareness training for staff and elected members elected members is Employee’s responsibility training for staff and elected members scheduled for July 2018. towards Council’s compliance Equality module on Learning and achievements in relation Pool has been completed by to disability duties some staff – 100% of staff will complete by end of Disability plan period. Autism Impact training has been delivered to frontline staff in leisure, visitor services and the main offices in Strabane and Derry 43 PART B

4. Please outline what action measures have not been achieved and the reasons why.

Action Measures not met Reasons 1 Implement a shadowing initiative to allow people with a No progress due until April 2018 disability to spend a day with Mayor/Deputy Mayor 2 Disability groups meet with elected member disability No progress due until April 2018 champion to discuss areas of concerns 3 Conduct a confidential employee and elected member Structures have not been finalised yet within Derry City and monitoring survey to determine the number of staff and elected Strabane District Council so it was not appropriate to carry out a members with a disability staff survey during this reporting period. Page 242 Page 5. What monitoring tools have been put in place to evaluate the degree to which actions have been effective / develop new opportunities for action?

(a) Qualitative

Feedback from event participants and support groups continue to provide an excellent indicator of the effectiveness of Council’s initiatives

(b) Quantitative

Monitoring levels of participation of people with a disability in Council activities will provide the quantitative data to support continuing with or revising services.

44 PART B

6. As a result of monitoring progress against actions has your organisation either:

. made any revisions to your plan during the reporting period or . taken any additional steps to meet the disability duties which were not outlined in your original disability action plan / any other changes?

No revisions have been made to this plan as the Equality Scheme/Disability Scheme was only approved on 24th May 2018 – monitoring of outworkings of this plan will be carried out in 2018-2019 reporting period

If yes please outline below:

Page 243 Page Revised/Additional Action Measures Performance Indicator Timescale

1 N/A

2

7. Do you intend to make any further revisions to your plan in light of your organisation’s annual review of the plan? If so, please outline proposed changes?

This plan is in its first year of implementation a review at the end of the next reporting period will inform if any revisions are necessary.

45 PART B

i Outputs – defined as act of producing, amount of something produced over a period, processes undertaken to implement the action measure e.g. Undertook 10 training sessions with 100 people at customer service level. ii Outcome / Impact – what specifically and tangibly has changed in making progress towards the duties? What impact can directly be attributed to taking this action? Indicate the results of undertaking this action e.g. Evaluation indicating a tangible shift in attitudes before and after training. iii Local : Situations where people can influence policy decision making at lower impact level e.g. one off consultations, local fora. Page 244 Page

46 PART B

Employment, Skills and Enterprise Appendix 1

Inequality Positive action measures Performance Indicator - Lead Officer Time-scales Monitoring Outcome  Under-representation of  Increase awareness of Derry City Council will Director of Ongoing Analysis on various S75 categories in education and essential skills work with relevant Business and Impact of entrepreneurial activity. programmes and personal stakeholders to deliver Culture Strategic  Perceptions and barriers one-to-one support Inclusive Strategic Growth Plan towards participating in mechanisms Growth Plan 2017-2032 Arts and Culture activities  Increase No.of local people which aims to deliver for all ages needs to be accessing work Economic, Social and addressed to encourage the  Work with representative Environmental

Page 245 Page development of job groups and schools to gain Wellbeing. opportunities in this area. access to Our Young People have  Lack of job opportunities - Older People improved attainment for young people. - Young People (especially levels.  Skill barriers for men, those in care) We have a better skilled women and the young and - Minority Ethnic Groups incl. and educated workforce older people, the long-term Irish Travellers As a North West unemployed and people - Members of the Protestant Learning Region we with a disability Community have increased learning - People with a disability and training  Liaise with potential clients to opportunities collate information on support mechanisms required to enhance their participation (e.g. information in appropriate format, support worker, accessibility of training venue/timing of training etc.) 47 PART B

Inequality Positive action measures Performance Indicator - Lead Officer Time- Monitoring Outcome scales There appears to be a lack of Work with key stakeholders to Recruit at least 10 new Director of March Analysis on underrepresentation in promote the development of businesses to the Council Business and 2019 Impact of entrepreneurial terms for the new businesses in Council area area Culture Strategic Growth following S75 groups that have the potential to grow Plan  Page 246 Page Women and employ staff by providing an  Young People enhanced level of support in the  People with a disability form of : and - Tailored one-to-one  People from minority mentoring support ethnic groups - Infrastructure to address Members of the above groups barriers to business within rural areas suffer growth particular disadvantage in - Increased participants’ terms of provision of awareness of importance opportunity and access to of sustainable business information and services. practices - Subvention/support initiatives e.g. support with rent, equipment, marketing etc.

48 PART B

Social Participation (Leisure, Arts and Culture) Inequality Positive action measures Performance Lead Officer Time-scales Monitoring Indicator - Outcome Page 247 Page

49 PART B

There appears to be unequal Consider what provision exists in Director of Analysis on provision of Leisure services adjoining Council area by both the Improved Health and March 2019 Impact of across the Council area, local council and also private sector opportunities for Communities Strategic particularly in Rural DEAs organisations. people in rural areas Growth Plan There appears to be unequal Put in place a monitoring system to get to improve their provision of pitches across the a greater understanding of usage and physical and mental Council area. need by Section 75 grouping health

Under-representation of particular s75 groups, namely:- Health Inequalities  Women •Increase tailored programmes are reduced Page 248 Page  People with •Increase awareness of concessionary Underrepresented Ongoing Analysis on dependants pricing structure groups have Impact of  People with a disability Ensure timing of activities is accessible opportunity to be Strategic for needs of underrepresented groups more active Growth Plan  Religion/community Explore possibility of providing funding resulting in background/political for Sports-based peace-building improved physical opinion projects for all schools and mental health  Older People

Inequality Positive action measures Performance Lead Officer Time-scales Monitoring Indicator - Outcome

50 PART B

Cultural facilities are being Review programming to cater for all Increased level of Director of April 2017 Service under-used by various section sectors of the community and thus participation Business and onwards monitoring – 75 categories (i.e. men, people encourage participation from under- Culture e.g. No. with a disability, people over represented groups. concessionary 65 years of age) Customer Care training and disability rates availed awareness training to be provided for of all front-line staff in the arts and culture facilities Employ concessionary pricing to promote participation by certain groups.

Page 249 Page “Access for All Scheme” to be piloted No. of people in a Council facility where participants signed up to can advise staff of support/special Access for All requirements they may need to have Scheme in place before attending an event.

 Influencing decision making 51 PART B

Inequality Positive action measures Performance Indicator - Lead Officer Time- Monitoring Outcome scales it would appear that 16-24 Local Democracy Week initiatives Raises young people’s Lead October Citizen’s Survey year olds are the main which allow young people in post awareness of how local Democratic 2017 – grouping who do not believe primary schools to engage with their Councils operate. Services and and they can influence decision- local Councillors and get insight into It informs them about Improvement annually making affecting their local how Council works opportunities for taking Officer thereafter area part in local decision- making and, as a result, draws attention to how their involvement in Page 250 Page Council have established an Equality local affairs is crucial in assurance and Oversight Group upholding local Increased Low educational attainment comprising representatives from democracy. participation and lack of basic skills is Section 75 categories, and rural and rates at Equality prevalent in deprived areas deprived communities. This group is Assurance and and this affects people’s open to all and has responsibility for Oversight group confidence to engage with monitoring progress against equality their community indicators and targets, identifying emerging issues and providing feedback to the Community Planning Partnership.

52 PART B

 Crime and Safety Inequality Positive action measures Performance Indicator Lead Time- Monitoring - Outcome Officer scales Design and deliver communications % increase of people PCSP April 2017 PSNI Crime programme will feel safer in their Manager onwards statistics Engage and consult with local communities community Lack of awareness of role of to identify local concerns in relation to PCSP and its delivery community safety and policing and to invite their contribution to addressing those concerns Fear of Crime highlighted by older people, members of the Raise awareness of safety initiatives

Page 251 Page LGBT community, people with amongst these vulnerable groups a disability Support and promote existing Reduction of youth Lack of policing visibility in Neighbourhood Watch (NHW) schemes crime rural areas and develop new NHW schemes throughout the district.

Lack of Youth Engagement Design and deliver a youth diversionary programme to be delivered at key times in Inappropriate behaviour of hotspot areas throughout the district, using young people at school going tried and tested methods such as cage age sports/music events – This will also help to build a more positive relationship between the police and youth of the council area.

53 This page is intentionally left blank Agenda Item 13

Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Member Learning and Development Author: Democratic Services Officer

1 Purpose of Report/Recommendations

1.1 To seek Members approval for progressing recommendations arising from the Elected Member Development Group.

2 Background

2.1 Council has an Elected Member Development Group whose key purpose is to focus on all matters relating to the learning and development of Members. This group consists of no. 5 Members: Currently, Aldermen M Hamilton, Thompson and Councillors Boyle, C Kelly and O’Reilly. The Group is required to report to Committee on any significant matters and seek Council approval to action.

2.2 Council was awarded the Northern Ireland Charter Plus for Elected Member Development in April 2018 and the post assessment report (Appendix 1) whilst highlighting Council’s many strengths in Member Development, also suggested some further areas of Improvement. The Elected Member Development Group discussed each recommendation in detail and now recommend that Council should commit to all.

2.3 Council have consulted with Members on previous occasions on their preference on the day of the week and the timing of training events. The majority preference has always been a Friday morning. Those Members who have other employment however have requested that the scheduling of Member training events be reviewed to enable them to be able to access more of the training on offer. The Elected Member Development Group have reviewed all Member feedback and now make recommendations for Council approval.

2.5 The Elected Member Development group reviewed its original Terms of Reference and now make recommendations for some amendments which are aimed at improving the work of the Group.

Page 253 3 Key Issues 3.1 Recommendations from the Elected Member Development Charter Plus Assessment

3.1.1 To ensure that Council remains as a leading Council in Member Learning and Development it would be important that Council has identified and commits to areas of improvement thereby ensuring continual progression.

3.1.2 It is the recommendation of the Elected Member Development Group that the following six areas of improvement as identified by the Elected Member Charter Plus assessment panel are progressed by Council:

(i) The Elected Member Development Group shall continue to encourage Member enrolment in the NILGA Leadership Programme for Elected Members. Note - Council has already approved enrolment by up to 5 Members on this course for 2018. (ii) The Council shall continue to commit to Personal Development Planning for all Members and all new Members elected in 2019 shall be provided with the opportunity of a PDP within 6 months of the LG Election. The Elected Member Development Group further recommend that Members re- elected shall complete a PDP once in every 4 - year electoral period (unless an interim review is requested by an individual Member) and first time elected and co- opted Members’ initial PDP’s will be reviewed after 2 years in the first electoral period. (iii) The Elected Member Development Group shall take a lead role in the design, development and implementation of the new Councillor induction in 2019. Once a draft is compiled this shall be taken to Committee for approval. (iv) The Elected Member Development Group shall develop and lead an internal mentoring programme in preparation for providing new Members in 2019 with structured mentor support. The Elected Member Development group have further recommended that each Member of the Group (as appointed in June 2019) will be offered accredited training on being an effective Mentor. Once compiled a draft of the training programme shall be presented to Committee for approval. (v) The Council shall continue to apply the Kirkpatrick model of evaluation to prioritise the impact and value for money of future development activities. (vi) The Elected Member Development Group shall give some consideration to external partner involvement and engagement in the Member Development Programme.

Page 254 This may include participation by relevant external bodies in Council briefings on Council services, programmes or initiatives.

3.2 Review of Scheduling of Members Training Events

3.2.1 The Elected Member Development Group reviewed the feedback from Members in relation to Members preferences for the day and time when training events should be scheduled. This feedback was obtained from various sources; the Training Needs Analysis in 2015 and 2016, the Members Personal Development Plan process in 2017 and the Councillor Satisfaction Survey in 2016 and 2018.

3.2.2 This feedback confirmed that whilst the most popular day and time of training for Members remained a Friday morning; it was noted that this did not suit those Members who had other employment. Therefore, as a means of improving access to Member training opportunities to these particular Members, the Elected Member Development Group recommend the following:

(i) Continue with the current Friday am training session and schedule a second session (where there is adequate interest) on a Monday evening at 6pm for all training events delivered in – house to facilitate Members who have other employment.

(ii) When using external trainers and there is either a cost involved or when the training is provided free of charge but the trainers can only provide one session, then only one training event will be scheduled on a Monday evening at 6pm.

(iii) Every effort will be made to schedule training events evenly across each month of the year (excluding August).

(iv) Whilst the standard location for training events will be the Guildhall, some training events will be scheduled in the Strabane offices (particularly when the majority of attendees are from the Strabane area).

3.3 Amendments to the Terms of Reference for the Elected Member Development Group

3.3.1 As a means to improve the effectiveness of the work of the Elected Member Development Group, the Group recommend the following amendments to the Group’s Terms of Reference:

(i) Section – Membership. Change from annual membership to the following: In an election year, a total of five Members will be appointed as Members of the Group and Membership will remain for the electoral term (where possible).

Page 255 (ii) Add new Section – Chair: The group will appoint a Chair after the Annual General Meeting each year. The position of chair will rotate each year among the Members of the group.

(iii) Section – Reporting: Extend the requirement to circulate Notes of the Elected Member Development Group meetings to Members of the Group, to all Members of Council thereby ensuring that all Members are kept informed of Member Development matters. Also add the facility that any Member may forward any matters for consideration by the Group to the Democratic Services Officer for inclusion on the agenda for the next meeting.

(iv) Section – Frequency of Meetings. Change from five to four meetings per year.

A copy of the amended draft Terms of Reference is attached at Appendix 2.

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

4.1 Any costs incurred in progressing the above recommendations will be covered within the Member training budget.

5 Recommendations

That Members approve the following recommendations:

5.1.1 To progress the no. 6 areas of improvement identified by the Elected Member Development Charter Plus assessment panel and the further associated recommendations by the Elected Member Development Group.

5.12 To continue to schedule in – house Member training events on a Friday morning but to also offer a second session (where there is adequate interest) on a Monday evening at 6pm.

5.1.3 When using external trainers and there is either a cost involved or where the training is provided free of charge and the trainer can only provide one session, then only one training event will be scheduled on a Monday evening at 6pm.

5.1.4 Training events will be scheduled evenly across each month of the year (excluding August recess).

Page 256 5.1.5 To schedule some training events in the Strabane offices.

5.1.6 To approve the amendments to the Terms of Reference for the Elected Member Development Group.

Page 257 This page is intentionally left blank Northern Ireland Charter Plus for Elected Member Development

Derry City and Strabane District Council

Assessment Date: 25th April 2018

Page 259 Derry City and Strabane District Council Northern Ireland Charter Plus for Elected Member Development

Assessment Date: 25th April 2018

Contents Page

Recommendation of the assessment team 01

Assessment 02

Continuous improvement and direction of travel 03

Page 260 Recommendation of the Assessment Team

Derry City and Strabane District Council has met the standard of the Northern Ireland Charter Plus for Elected Member Development and has therefore been awarded Charter Plus status for three years from the 25th April 2018. The council has committed to a process of continuous improvement over the next three years to build on this achievement. The Council is the first in Northern Ireland to be awarded Charter Plus status

The Council will be required to undertake a full re-assessment of continuing progress in three years’ time, April 2021.

Assessment team

. Alderman Stephen Martin, Lisburn and Castlereagh City Council . Diana Stewart, HR and Organisational Development Officer, Lisburn and Castlereagh City Council . Derek McCallan, Chief Executive, Northern Ireland LGA. . Mark Palmer, South East Employers (Lead Assessor) . Fiona Douglas, Development Officer, Northern Ireland LGA

Charter standards

. Commitment to councillor development and support . Strategic approach to councillor development . Learning and development is effective in building capacity

Page 261 1 Assessment

The Charter Plus assessment took place on the 25th April 2018 to determine whether or not the Council met the Charter Plus standard. The assessment was based on an analysis of a portfolio of evidence, a number of interviews with key councillors, officers and a workshop with strategic partner organisations. The assessors’ objectives were to verify the presented evidence and to identify the council’s future plans for continuous improvement to member learning and development.

The evidence presented in the portfolio was drawn from a wide range of sources and was of a very high standard and gave an impressive overall view of member Development activities across the council. The evidence within the portfolio was clearly linked to the relevant Charter standards. The Charter Plus assessment followed a successful Charter assessment that took place on 20th October 2016.

The following people were seen during the assessment visit:

Interviews/workshops:

. Officer Group: Sharon Maxwell (Democratic Services Officer), Karen Henderson (Mayoral and Member Services Officer) and Ellen Cavanagh (Lead Democratic Services and Improvement Officer) and Paula Donnelly (Lead Human Resources Officer) . Mayor: Maoliosa McHugh . Elected Member Development Group: Councillors Darren O’Reilly, Colly Kelly, John Boyle and Alderman Drew Thompson. . Party Group Leaders: Councillors Paul Fleming, Martin Reilly and Alderman Drew Thompson and Derek Hussey. . PDP Group: Councillors Gary Donnelly, Tina Gardiner, Eric McGliney, Patricia Logue and Alderman Derek Hussey and Hilary McClintock . Partner Organisations: Eddie Doherty (Northern Ireland Housing Executive), Pauline Campbell (North West Strategic Growth Partnership), Paul McCracken and Patsy McGonigle (Police and Community Safety Partnership). Colin McColgan, William Lamrock (Derry and Strabane Local Action Group). Jacqueline Mayer (Citizens Advice Bureau)

The legacy Councils Strabane District Council and Derry City Council had both achieved Charter status on the 5th September 2012 and 12th March 2015 and Derry City and Strabane District Council achieved Charter status 20th October 2016. The commitment to the Charter Plus, 30thJanuary 2017 was supported by all political groups and was led by the Elected Member Development Group (EMDG). .

Page 262 2 All councillors interviewed as part of the assessment process spoke of how much they recognised and valued the officer support available to them. Assessors were appreciative of those same officers’ help in organising a well structured and welcoming assessment day.

Continuous Improvement and Direction of Travel

Derry City and Strabane District Council have been successful in meeting the standard of the Charter Plus. The following areas were felt by the assessors to be particular strengths of the Council:

 The Council had demonstrable political and managerial leadership commitment to member development. It was clear that the group leaders, the Mayor and the Elected Member Development Group have played a key role in driving the improvements and key requirements of the Charter Plus standard. The political leadership and management team have committed significant amounts of their own time and resources to champion and support development across the Council. A strong and embedded culture of development was clearly visible within the Council.

 The Council had a well structured and comprehensive three year member development programme (2016-19) that supported strategic objectives and was led by the Elected Member Development Group.

 The Council has a strategic, experienced and highly committed Elected Member Development Group that meets on a quarterly basis. It was clear to the Assessment Team that the approach to development was member led and that the Group had high and visible profile across the Council.

 The Council has a robust commitment to identifying development priorities in 2015 90% of Members completed the Training Needs Analysis and in 2016 there was a 73% response rate. The Council has in 2017/18 introduced a Personal Development Planning programme led by the Development Group. 87% of councillors have undertaken a PDP demonstrating a high level of member engagement in the process. The Elected Member Development Group and councillors participating on the programme articulated the value and benefits of the PDP programme for the Council, Councillor and Community.

 The Council has a strategic corporate commitment to promoting local democracy including opportunities for local schools and colleges to learn about local democracy during European Local Democracy Week, October 2017 and engagement with local schools and colleges. The Council has also facilitated a workshop on the Role of the Councillor to the Youth Council and post 16 students to support successful engagement with the community.

 The member development budget is sustainable, £12,500 per annum and the budget is evaluated to ensure value for money and that it is supporting

Page 263 3 improvement and achieving its objective. The budget is reviewed at every meeting of the Elected Member Development Group.

 The Council led by the Development Group has a proactive and systematic approach to the evaluation of the internal and external impact of member development. The Council utilises the Kirpatrick four level model of evaluation. This involves evaluating Reaction, Learning, Behaviour change and Results/Impact of training and development

 The Corporate Member Learning and Development Programme is clearly linked to the corporate objectives and each training activity must relate to a corporate objective

 The council is committed too sharing learning and all training programmes and development activities are placed within an e-library for use by Members at a later date.

 The Council is focused on internal delivery of member development led by officers that ensures all that development reflects the priorities and culture of the Council. The internal delivery of member development also supports effective member and officer collaboration and constructive relationships.

 The Council has a strong and developing relationship with partner organisations and is flexible in responding to new member development needs e.g. suicide prevention training in response to understanding the reasons for and how to prevent suicide across the local community.

 Assessors’ suggested improvement areas:

The following are areas that the Council should work towards over the next three years. They will act as a focus to take member development forward across the Council along with further improvement areas that the Council itself will identify between now and April 2021 that reflect emerging priorities.

 The Elected Member Development Group should lead a process to support partner involvement and engagement in the member development programme. This could involve partner participation on appropriate member development events and workshops. It could also include partners been consulted on the content of the member development programme and making recommendations and suggestions for member/shared development. Opportunities for informal networking with partners to further develop relationships should be supported and encouraged.

 The Elected Member Development Group and key officers should develop a leadership programme to support collaboration and strategic partnership working. Development needs in respect of collaboration and strategic partnership working should be identified as part of the PDP program,

Page 264 4  The council should continue to commit to Personal Development Planning (PDP) to ensure engagement of “all” councillors and to identify new development priorities. Group leaders should continue to encourage and support participation of all councillors to have access to a personal Development Plan. All new members elected in May 2019 should be provided with the opportunity of a PDP within 6 months following the election.

 The Elected Member Development Group should take a lead role in the design, development and implementation of the new councillor Induction programme to commence in May 2019.

 In preparation for the May 2019 elections each political group should identify members to be trained and supported with the skills to be effective political mentors. A member mentor programme supported by trained mentors should be developed by March 2019.

 The Council led by the Elected Member Development Group should continue to prioritise evaluation using the Kirkpatrick model (four levels of evaluation) and prioritise the impact and value for money of future development activities.

. The Elected Member Development Group should develop lead an internal mentoring programme in preparation for providing new Members in 2019 with structured mentor support.

. To compliment the highly successful internal delivery of member development the Council should also encourage and support lead Members to participate on external development programmes e.g. NILGA Regional Leadership Programme to support specialist knowledge and political leadership development.

Congratulations on achieving the Charter Plus standard!

The Council may use the national elected member development Charter Plus logo.

We look forward to the Council supporting NILGA in promoting the benefits of the Charter Plus to councils across Northern Ireland.

The process of assessment undertaken in the Council may be subject to a quality assurance review by the Local Government Association.

Mark Palmer Development Director, South East Employers For and on behalf of the Assessment Team April 2018

Page 265 5 This page is intentionally left blank Elected Member Development Group Terms of Reference

Background The Council has established an Elected Member Development Group to provide a focus on Member Development. Council acknowledges that the development of its Members is critical to the effective operation of Council business. When Members are continually developed in the skills and knowledge required to undertake their roles, they can make an optimum contribution to the operation of Council and its business.

Objectives of the Group 1. To establish priorities for the Learning and Development of Members, linked to the Council’s Corporate Plan. 2. To approve the annual and subsequent amendments to the Corporate and Personal Learning and Development Plans. 3. To maintain and encourage commitment to the continuous learning and development of all Members and acknowledge the pivotal role which Member Learning and Development plays in the effective operation of Council business. 4. To monitor the application of the Member Learning and Development Policy. 5. To review the effectiveness of Member Learning and Development to identify positive impact. 6. To provide updates to Council and raise pertinent issues on learning and development matters. 7. To strive for best practice and be a leading Council in the area of Member Learning and Development. 8. To ensure effective utilisation of available budget. 9. To ensure that Member Learning and Development is Member led. 10. To ensure and promote accessibility for all Members to Learning and Development opportunities. 11. To demonstrate continuous improvement.

Frequency of meetings The Group will meet a minimum of four times per year.

Membership In an election year, a total of five Members will be appointed as Members of the Group and Membership will remain for the electoral term (where possible). There will be representation from each Political Party and one Independent grouping. The Democratic Services Officer and Mayoral and Member Services Officer will attend all meetings. A

Terms of Reference: Elected Member Development Group Version 1:1 Page 267 representative from the Human Resources Department will attend meetings as and when required.

Chair The group will appoint a chair at its first meeting after the Council meeting each June wherein the nominated members onto the group will be approved.

Quorum The Group will be quorate when at least 3 of the Elected Members are present.

Support to the Group The group will be supported by the Democratic Services Officer and the Mayoral and Member Services Officer and the Human Resources Department as required.

Location of Meetings Meetings will alternate between the Council Offices at Strand Road and Derry Road.

Reporting  Notes from the Elected Member Development Group will be circulated to all Members of Council to ensure they are kept informed of Member Development matters. Reports and updates will be provided to Council on pertinent issues.

Deliverables  Elected Member Training and Development Programme  Elected Member Personal Development Plans  Elected Member Role Descriptions  Evaluation/Improvement Strategy  Member Directory

Terms of Reference: Elected Member Development Group Version 1:1 Page 268 Agenda Item 14

Title of Report: Encouraging those with a Officer Presenting: Lead Human Disability into the Workplace Resources Officer

Author: : Lead Human Resources Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to seek Members approval to endorse the approach outlined to encourage and attract people with a disability into the workplace

2 Background

2.1 The Council has participated in various initiatives including the recent Job Shadow day to offer people with a disability the opportunity to get experience in the workplace.

2.2 We have also worked closely with DESTINED on a pilot WAM (What about Me) project which involved the placement of two people with a learning disability in the Council.

3 Key Issues

3.1 In order to further develop how we encourage and attract people with a disability into the workplace it is planned to carry out research into best practice across other organisations.

3.2 This will also involve liaising and consulting with organisations such as the Equality Commission, Employers Forum for Disability and Disability Action as well as other organisations representing the needs of those with a disability including DESTINED (Empowering People with Learning Disabilities, Promoting Social Inclusion).

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

4.1 There are no Financlial, Equality, Legal or HR implications associated with this report at this stage.

Page 269 5 Recommendations

5.1 It is recommended that Members endorse the approach suggested and a further report will be brought back in due course.

Page 270 Agenda Item 15

Title of Report: Officer Presenting: Lead Human Resources Officer Absence Management Author: : Lead Human Resources Officer

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to provide Members with an update on progress in relation to Absence Management for the year 2017/2018.

1.2 It is recommended that Members note the information presented and endorse the approach outlined to continue to manage absence.

2 Background

2.1 Absence Management and the Health and Wellbeing of staff have been identified as key strategic priorities for Council.

2.2 An action plan has been developed with specific targets which includes Management and Trade Unions working together to address sickness absence and improve health and wellbeing of staff.

2.3 As outlined in a previous report a robust absence monitoring system has been developed which enables us to provide regular and accurate reports.

3 Key Issues

3.1 The absence rate for the Council continues to decrease with a lost time rate of 6.2% for the year 2017/2018. This is a significant reduction from 7.8% in 2015/2016

3.2 This means that the average days lost has decreased from 17 days 2015/2016 to 14 days in 207/2018.

3.3 In addition to the development of a robust monitoring system a number of other measures have been introduced to improve attendance. These include: -

 Absence management is a regular item on the agenda of Senior Leadership team meetings.

Page 271  A new Attendance Policy.

 The HR team work closely with managers to address the absence issues within their sections.

 A commitment to health and wellbeing through the councils BeWell initiative.

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

4.1 It is estimated that the reduction in absence from 7.8% to 6.2% should result in a saving to the Council in the region of £191,000.

5 Recommendations

5.1 It is recommended that Members note the information presented and endorse the approach outlined to continue to manage absence

Page 272 Agenda Item 16

Title of Report: Officer Presenting: Business Support and Strategic Growth Plan – Participation in Change Manager Carnegie Trust Embedding Wellbeing in Author: Strategic Projects Officer Northern Ireland Project

1 Purpose of Report/Recommendations

1.1 The purpose of this report is to update the Committee on the progress on the Strategic Growth Partnerships application to participate in the Carnegie UK Trusts ‘Embedding Wellbeing in Northern Ireland’ project. 1.2 It is recommended that Members note the content of this report and the successful participation of the Derry City and Strabane District Community Planning Partnership/Strategic Growth Partnership in the Carnegie Trust’s Embedding Wellbeing in NI project.

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 In April 2019 the Carnegie Trust sought Expressions of Interest from the 11 Local Authority Community Planning Partnerships to participate in their ‘Embedding Wellbeing in Northern Ireland’ project. The Trust are 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 2.5 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 also be developed to allow Community Planning Partnerships to learn from each other and that of international best practice in addressing similar challenges. The 3 successful 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 273 3 Key Issues

3.1 Following the submission of an Expression of Interest on behalf of the Derry City and Strabane District Strategic Growth Partnership/Community Planning Partnership the Chief Executive of the Carnegie UK Trust issued correspondence to council on 21st May confirming the successful participation of the Partnership in the ‘Embedding Wellbeing in Northern Ireland’ project.

3.2 The letter specifically commended the Partnership on the participation of young people in the development of the plan, stating:

3.3 “The Advisory Group was particularly impressed with the extensive engagement with young people undertaken by your Community Planning Partnership, and as a leader in this area, the Trust would like to discuss further with you the possibility of you offering support to other Community Planning Partnerships to strengthen their own engagement with young people”

3.4 On Tuesday 12th June Carnegie UK Trust formally announced the 3 successful participants in the Embedding Wellbeing in Northern Ireland project (appendix I):

 Armagh City, Banbridge and Craigavon Borough Council;  Derry City and Strabane District Council; and  Lisburn and Castlereagh City Council

3.5 Through the Embedding Wellbeing project the Trust will support theses Community Planning Partnerships to overcome challenges in implementing the Community Plan which they identified as a priorities in their Expressions of Interest. The participants will share the learning from the project with the other Community Planning Partnerships to help improve local wellbeing outcomes across Northern Ireland.

3.6 Key priority areas of focus identified within the Derry City and Strabane District Expression of Interest included 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.

Page 274 3.7 A study visit by the Trust is planned for late August, the purpose of which is provide representatives from the trust an opportunity to visit the council area and meet with members of the Community Planning Partnership/Strategic Growth Partnership and wider community. It is anticipated that this visit will provide the Trust with an opportunity to further understand local experiences in implementing the Community Plan/Strategic Growth Plan and to agree and shape the project going forward.

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

4.1 Council as secretariat to the Community Planning Partnership/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 note the content of this report and the successful participation of the Derry City and Strabane District Community Planning Partnership/Strategic Growth Partnership in the Carnegie Trust’s Embedding Wellbeing in NI project.

Background Papers

Appendices:

I. Press Release – Carnegie UK Trust Embedding Wellbeing in NI Participants Announcement

Page 275 Page 276 Appendix II Press Release - Carnegie UK Trust Embedding Wellbeing in NI Participants Announcement

Press Office

June 12, 2018

Council selected to take part in special Wellbeing project

Derry City and Strabane District Council has been announced as one of three local Councils selected by the Carnegie UK Trust to take part in a special project aimed at supporting and promoting wellbeing through the Community Planning Process.

The Community Planning Partnerships in Derry and Strabane, Armagh City, Banbridge and Craigavon Borough Council and Lisburn & Castlereagh City Council, will all participate in the Embedding Wellbeing in Northern Ireland project, receiving financial and in-kind support from the Trust for the next 2.5 years.

Welcoming the news, Mayor of Derry City and Strabane District Council, Councillor John Boyle, said the support would assist in achieving Derry and Strabane’s Strategic Growth Plan aspiration of local people ‘living long, healthy and fulfilling lives’.

“This investment by the Carnegie UK Trust represents the first significant support for Community Planning and the wellbeing agenda at a local level in Northern Ireland. Derry City and Strabane District Council is delighted to be participating in what will be an exciting and challenging project that will improve the wellbeing of not just the residents of the Derry and Strabane area, but communities right across Northern Ireland.”

Martyn Evans, Chief Executive of the Carnegie UK Trust, said: “I would like to congratulate the three successful Partnerships from Armagh City, Banbridge and Craigavon Borough Council; Derry City and Strabane District Council; and Lisburn and Castlereagh City Council. We look forward to working with the three Community Planning Partnerships until 2020, but also to investing our in-kind resources, support networks, and convening power into improving local wellbeing outcomes for all across Northern Ireland.

“All of the local authorities in Northern Ireland are to be commended for their commitment to Community Planning. It was clear that so much work has gone into ensuring that the Community Plans reflect the local needs and aspirations of the communities they serve.

“Wellbeing is at the heart of every Council’s Community Plans. Through our Embedding Wellbeing in Northern Ireland project we believe we will see real changes not just to the work of the three Council’s which have been successful, but to the everyday lives of each citizen in Northern Ireland as community planning starts to take shape.”

Aideen McGinley, Carnegie UK Trust Board Member and Chair of the new Embedding Wellbeing in Northern Ireland project Advisory Group, added: “Through our Expression of Interest process, the Advisory Group saw some fantastic examples of the spirit of Community Planning in action, and we’re delighted to be able to shine a light on these so that Northern Ireland can lead the way across the UK and Ireland in Community Planning.

“As part of the three year programme, operating from 2018 to 2020, our peer-to-peer support model will allow the participating Community Planning Partnerships to learn from each other and that of international best practice in addressing common themes and similar challenges, and share this with other local authorities in Northern Ireland.

Page 277 Appendix II Press Release - Carnegie UK Trust Embedding Wellbeing in NI Participants Announcement

“This project is not just about Councils, but about making a difference to the lives of citizens through Community Planning. We commend the Councils who have been successful and hope that each Council in Northern Ireland can benefit from sharing experiences and best practice learning.”

Ends

Caption: Mayor of Derry City and Strabane District, Councillor John Boyle, pictured with Strategic Growth Partnership Co-Chair Gavin Killeen on the announcement that Council is among three successful candidates announced as beneficiaries of support from the Carnegie UK Trust.

Notes to Editors

For more information on the project please visit: https://www.carnegieuktrust.org.uk/theme/enabling-wellbeing/ or contact Lauren Pennycook, Senior Policy and Development Officer, at [email protected].

Follow @CarnegieUKTrust and hashtag #NIwellbeing for project updates.

For more info on Wellbeing please visit https://d1ssu070pg2v9i.cloudfront.net/pex/carnegie_uk_trust/2018/06/07092235/Wellbeing- Leaflet-June-2018.pdf

What is wellbeing? Societal wellbeing means everyone having what they need to live well now and in the future. More than health and wealth, it includes having friends and loved ones, the ability to contribute meaningfully to society and the ability to set our own direction and make choices about our own lives. While countries and cultures have some differences in what they think is necessary to

Page 278 Appendix II Press Release - Carnegie UK Trust Embedding Wellbeing in NI Participants Announcement live well, there is a remarkable similarity across developed countries. We all want our citizens to be healthy, wealthy and wise.

Project Advisory Group members, participating in the project in an advisory and personal capacity, as are below:

• Aideen McGinley (Chair) Trustee Carnegie UK Trust • Colm Bradley Director Community Places • Paul Braithwaite Programme Leader Building Change Trust • Siobhan Carey Chief Executive Northern Ireland Statistics and Research Agency • Kieran Donnelly Comptroller and Audit General Northern Ireland Audit Office • Katrina Godfrey Director of the Programme for Government and Executive Support • Northern Ireland Executive • Nancy Hey Director What Works Wellbeing • Helen Johnston Senior Policy Analyst National Economic and Social Council • Derek McCallan Chief Executive Northern Ireland Local Government Association (NILGA) • Majella McCloskey Senior Manager – CES Belfast Office Centre for Effective Services • Pamela McCreedy Local Government Auditor Northern Ireland Audit Office • Joanne McDowell Northern Ireland Director Big Lottery Fund Northern Ireland • Aongus O'Keefe Programme Leader Inspiring Impact NI • Dawn Snape Assistant Director, Wellbeing, Inequalities, Sustainability and Environment (WISE) Division Office for National Statistics • Jennifer Wallace Head of Policy Carnegie UK Trust • Louise Warde-Hunter Deputy Secretary Department for Communities, Northern Ireland Executive

Page 279 This page is intentionally left blank Agenda Item 17

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

1. Purpose of the report / key recommendations

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

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

2. Background.

2.1 In April 2016, Members were advised of the considerable progress made in the establishment of the new Strategic North West Partnership arrangements (GSP 81/16 North West Strategic Partnership Working). The model is Council-led and is founded on a principle of partnership between local and central government with place-making at its core and with a focus on driving regional economic growth and investment, physical and environmental development and social and community cohesion and wellbeing across the North West in particular the Derry City and Strabane District and Donegal County Council areas.

2.2 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. An update in relation to its most recent (December 2017) meeting was provided at the GSP Committee in Jan 2017.

2.3 The work and discussions of the strategic partnership is informed and acted upon by an all-Council group – The North West Regional Development Group – comprising both senior executive officers and Elected Members. The Regional Development Group’s focus is on advancing the three pillars of regional economic growth, regional physical development and regional community and social-wellbeing through engagement with key statutory and sectorial partners across both Council areas and in line with the strategic objectives of each Council area’s Community and Strategic investment plans and priorities. Page 281 2.4 In order to keep Council updated and informed of the progress of these partnerships – minutes and updates from these meetings are routinely presented to Council’s Governance and Strategic Planning Committee.

3. Key issues.

3.1 The minutes of the North West Regional Development Group are approved at each subsequent meeting of the Group. The minutes of the March meeting were approved at the most recent meeting held on the 15th June and are attached at Appendix 1.

3.2 At this meeting, Members received updates on the Strategic North West Partnership issues and activity under the three pillars of economic growth and development, physical and environmental development and social and community cohesion and wellbeing.

3.3 Members are also advised that a further meeting of the North West Strategic Growth Partnership was held on Thursday 28th June 2018 in Letterkenny. At this meeting delegates received presentations on the Irish National Development Plan, Foyle Port, the strategic alliance between Ulster University, Letterkenny Institute of Technology and the North West Regional College. ICLRD also facilitated a discussion in the priorities in preparation for Brexit within the North West City Region.

4. Financial and other implications

4.1 There are no direct financial and/or other implications arising from this report.

5. Key recommendations.

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

Page 282 NORTH WEST REGIONAL DEVELOPMENT GROUP

Minutes of the AGM of the North West Regional Development Group held in CoLab, LYIT, Letterkenny on Friday, 9 March 2018 @ 11.00 am

PRESENT: Derry City & Strabane District Council: Mr John Kelpie (CE) Councillor Gus Hastings (Vice Chair) Councillor Paul Fleming Councillor Maolíosa McHugh Councillor Martin Reilly Councillor Kieran McGuire Ms Karen Phillips Mr Stephen Gillespie

Donegal County Council: Mr Seamus Neely (CE) Councillor Albert Doherty (Chair) Councillor Paul Canning Councillor Bernard McGuinness Councillor Gerry McMonagle Mr Michael McGarvey Mr Liam Ward

In attendance: NWRDG Secretariat: Ms Maureen Doherty Ms Anne McNaught Ms Dara Doherty

It was agreed by members that Item 5 would precede the meeting.

5. Chairperson’s request to receive MP Elisha McCallion re. UU Graduate Entry Medical School Proposal

The Chairman welcomed Elisha McCallion MP and Professor Hugh McKenna, Dean of Medical School Development at UU, who addressed the meeting regarding the current situation with the Graduate Entry Medical School.

Ms McCallion thanked the Chair for the opportunity to present. She outlined that the first phase of the medical school which was planned to come to fruition in September 2019 had been delayed with the Department of Health who are reviewing the overall number of medical school places required in the North. Ms McCallion indicated that there are real concerns that this intervention could delay the process beyond the deadline set by UCAS for student numbers and courses to be finalised ie 24 May 2018.

Ms McCallion stated that there is political agreement across all the parties in the North for this momentous project that needs to be advanced to develop the North West Region and said there needs to be a strong joint civic approach to this problem. She asked that the Departments be advised that this project has the backing of the NWRDG as well as all political parties in the North.

She requested that a letter be sent from this Group to the Permanent Secretary of Health, Mr Richard Pengelly stressing that the group strongly supports the project and wants to see it

1 Page 283 move forward. The letter should be copied to others including An Taoiseach’s Office, the Minister for Health, Richard Sterling and Karen Bradley.

Professor McKenna advised that an outline Business Case had been drafted by SIB and given to Mr Pengelly. Comments have been received back and these are currently being addressed by the partnership. There are 8 stages to the process and the team are now working on Stage 4. They are working with the Medical School in London.

He also advised on the appointment of the Foundation Dean for the Medical School Professor Louise Dubras from Kings College, London, who will commence in June 2018. It is also planned to build a bespoke building along the Foyle with an anticipated intake for September 2019 of 60 students rising to 120 by 2024. The unique selling point is that it is a graduate entry 4 year programme ie a degree in any subject, based in the NW, which will offer a multi-disciplinary education experience.

Professor McKenna outlined difficulties in recruiting medical staff and advised on information he had gathered from hospital managers and GPs in relation to the difficulty in retaining medical staff at consultant level and mid-grade level, as well as the vast amounts of money being spent on locums which last year totalled £40m in NI. Currently there are extensive waiting lists, consultants working overtime and staff shortages, showing this facility is vital to the North West. There is a huge need throughout the region however 85% of current medical students have indicated they would leave the island once qualified.

He outlined Letters of Support already received and the belief that everyone wants this to happen. This will be a game changer for the North West in that eg every £1 of investment will lever £8 into the economy.

Q&A

Councillor McHugh asked about the retention of students and how that would work.

Councillor Reilly said it was great to see progress but the May deadline was a concern. He asked about the purchasing of the curriculum and how that decision was made.

Councillor McMonagle said he was fully supportive of the project however referred to the Medical School which had opened in Letterkenny through SAOLTA linked to Galway University, and what impact this would have on that.

Councillor Paul Canning said that this group works in collaboration and also asked how this would affect the hospital in Letterkenny.

Councillor McGuinness asked if CAWT had been consulted bearing in mind the funding they had recently received.

Mr Kelpie reinforced the offer of support from DC&SDC and Officer Teams to assist in any way possible with the business case and highlighted the importance of demonstrating need and non-detriment to other medical schools. He asked about where the final decision lay. Mr Neely also reiterated the support of the Councils for this proposal.

In response to the questions raised, Professor McHugh advised that Queens University had been approached in relation to partnering however were not supportive and that

2 Page 284 subsequently, St Georges, London were approached. There is no detriment to Queens as it is a different type of Medical School targeting different students.

Letterkenny School had been consulted and had welcomed the proposal as it will meet needs for them and there will be collaboration in a number of areas.

On the retention issue there is an 80/20/20 rule ie 80% of doctors will work for 20 years within 20 miles of where they are educated. This is a Graduate Entry programme with the average age of students being 28, most of whom have already decided to stay in the area by this stage.

There has been consultation with CAWT and Tom Daly, Chairman is on the partnership for the Medical School.

In relation to the final decision, Professor Hughes confirmed that Mr Pengally has indicated that the proposal needs Minister of Health approval, or else a direct rule decision.

Ms McCallion concluded by saying that this is unknown territory and she believed that strategic direction must be given to the Department of Health. There is also an ask of the Irish Government in relation to their focus on the North West in Project 2040 report.

PROPOSED: Councillor McMonagle SECONDED: Councillor Reilly

Action: Letter to Richard Pengelly Permanent Secretary of Health Supporting the Medical School

1. Welcome and Apologies

Councillor Doherty welcomed members to the meeting. He noted apologies as follows:

APOLOGIES Councillor Thomas Kerrigan Mr Alfie Dallas Ms Karen McFarland

2. Nomination of Chair

The outgoing Chair, Councillor Albert Doherty thanked his party for the nomination to the Chair for the past year. He also thanked the Secretariat, his fellow Councillors and both Chief Executives for their assistance during his year of tenure. Councillor Doherty then called for nominations for the post of Chair.

Councillor Martin Reilly PROPOSED Councillor Hastings, and this was SECONDED by Councillor Canning. Councillor Hastings thanked his proposer and seconder and took the Chairman’s seat.

3. Nomination of Vice Chair

Councillor Doherty PROPOSED Councillor McGuinness as Vice Chair, and this was SECONDED by Councillor Hastings. Councillor McGuinness thanked his proposer and seconder and wished Councillor Hastings good luck for his incoming term.

3 Page 285 4. Minutes and Matters arising from the meeting of 24th January 2018

Minutes of the 24th January 2018 were checked for accuracy, and matters arising.

PROPOSED: Councillor McHugh SECONDED: Councillor Canning

Matters Arising - Mr Kelpie advised that the letter to Translink which had been requested at the previous meeting would be forwarded after today’s meeting.

Action: Letter to be forwarded to Translink

5. Item 5 was brought forward to the beginning of the meeting. See above.

6. Strategic NW Partnership Issues

(a) National Planning Framework Project Ireland 2040 – Update

Mr Eunan Quinn from Donegal County Council delivered a presentation on the National Planning Framework Project Ireland 2040 – copies provided to meeting. He referred to the 10 strategic outcomes and priorities of the NDP and the long term framework that sets out how Ireland can move away from the current pattern of development. He added that the North West had been extensively referenced in both the NPF and the NDP as a regional centre and there had been support for the NW City Region approach to planning.

Councillor Hastings welcomed the presentation and in particular the mention of rural as well as urban development.

Mr Neely said the region was in a good place in relation to what the document now provides and the group need to look at the next logical steps to give life to the National Planning Framework. Regional, Economic and Spatial strategies have been devolved to Regional Assemblies and it is envisaged that Counties won’t present individual plans but link up with other regions eg looking at a new Metropolitan area plan which ties into the work proposed by Harvard. Mr Kelpie agreed that it ties into the Economic Modelling work which is ongoing.

(b) NW05/18 Appointment of ICLRD 2018/19

Mr Kelpie advised that the purpose of this report is to consider the continued appointment of ICLRD for the second year from April 2018 to March 2019.

Members were asked to approve the continued appointment of ICLRD to provide strategic support towards implementation of new regional co-operation and development arrangements for the period April 2018 to end March 2019 in line with the outlined baseline work programme anticipated during this period at a cost of £33,274 + vat.

PROPOSED: Councillor Canning SECONDED: Councillor McGuire

4 Page 286 (c) NW06/18 NWRDG Secretariat Costs – for approval

Ms Doherty advised members the purpose of this report was for Members to consider the continued expenditure from the NW Development Fund for Secretariat costs. Members previously approved costs of £133k to cover staff and overhead costs for the period April16-March17 (NW02/16) and £140k for the period April 17-March 18.

Members are asked to approve the Secretariat costs to 31 March 2019 up to £140k.

PROPOSED: Councillor McMonagle SECONDED: Councillor Martin

(d) NW07/18 Financial Monitoring Report and Register of Decisions – for approval

Ms Doherty said that this report was for members to approve the Financial Monitoring Report and Register of Decisions at March 2018. This was a standing item of the Development Group and part of the Governance for the Group.

PROPOSED: Councillor Canning SECONDED: Councillor Fleming

7. Physical and Environmental Development

(a) NW08/18 Harvard Research Proposal – for approval

Ms Phillips advised that the purpose of this report was to seek to appoint the Harvard Graduate School of Design to develop a research project relating to Post Brexit Landscapes of the Irish Northwest at a cost of $350,000. Harvard had submitted their proposal (circulated to the group), subject to satisfying procurement requirements.

Members were asked to approve the proposal put forward by Harvard University, subject to clarification in relation to procurement and for officers to work with Harvard to progress the project.

PROPOSED: Councillor Doherty SECONDED: Councillor McGuinness

(b) NW Multi Modal Hub Update

Councillors McGuire and Hastings declared an interest and left the room.

Ms Phillips provided a verbal update advising that there had been concerns raised by stakeholders on the presentation made to planning and there are queries on the design of the programme. These are currently being addressed and this should be with the Planning Committee by April. This project is funded by SEUPB.

(c) North West Greenways Update

Ms Philips advised members that the formal launch of the project had taken place and had been very well received. Teams are now in place in both Councils and the design team has been appointed. It is intended that there will be a public consultation in terms of routes and there has been some encouragement from landowners already to that. A further update will be given once the consultation has taken place.

5 Page 287 Councillor McMonagle asked if funding was time-bound and if there was a potential for the consultation to delay spend. Ms Phillips confirmed that funding is time-bound however advised that teams are already doing preparatory work, so that they are ready to move forward quickly and this has been built into the process.

Councillor McMonagle said we should be talking about routes and meeting people now. Ms Phillips advised that there was a lot of engagement already and it is very positive to date and added that we have the advantage of a very strong team in place who have dealt with these issues many times in the past and have a lot of experience.

Mr Neely confirmed that the funding is up to 2020/21 with the next 12 months being built in for consultation and design.

(d) Riverine PEACE IV Stage 2 Application Update

Mr Liam Ward informed members that he had received confirmation from SEUPB that the Riverine application had been rejected. This had been a major disappointed for both Councils, particularly as there had been no indication that there was likely to be a negative outcome.

The team had attended a Debrief with SEUPB to get feedback and were advised that the score was 59 out of 100 with the threshold being 60. Thirteen applications made it through to stage 2 and only two have been recommended for funding. SEUPB intended to reopen the call later in the year. There were now a number of options open to Councils ie 1. To seek a review of the decision 2. To submit a new application to the next call 3. Pursue a parallel approach.

Discussion took place on the reasons why this project had not been successful with Councillors asking what could be done. Mr Neely advised that the Appeal Process is difficult with no new information being accepted and suggested that the best opportunity for success would be a new application. SEUPB have also confirmed that they will make consultancy available to Councils in terms of the next call and share information from the economic appraisal, however cannot engage during an Appeal Process.

After consideration it was agreed that a new application would be the most appropriate way forward.

Proposed – Councillor McMonagle Seconded – Councillor McHugh

8. Economic Growth and Development

(a) International Trade Mission 2018 Update

Mr Gillespie provided a verbal update on the preparation for this year’s trade missions to the USA. He advised that there had been a call for businesses to attend both Philadelphia in June and Boston in November 2018. Officers are currently developing marketing support and collateral. A more detailed paper will be provided to the next meeting.

6 Page 288 (b) UU/LYIT/NWRC/Donegal ETB MOU

Ms Doherty presented on the recent signing of the MOU establishing a strategic alliance between Letterkenny Institute, North West Region College, University of Ulster and Donegal Education & Training Board. She advised that over 100 people had attended the very successful event including Minister Bruton TD, Minister for Education & Skills and Minister Joe McHugh TD, Government Chief Whip, Department of An Taoiseach and the welcome was provided by the Mayors of both Councils. A copy of the presentation was distributed to members.

(c) NW09/18 US Trade and Investment Support 2018/19 – for approval

Mr Gillespie presented a report to members to approve expenditure associated with the extension of Pat Bench for a further 3-month period from April – June 2018.

Members were asked to approve expenditure to the value of €15,000 (estimated £10,880) in line with governance and financial arrangements from the NW Development Fund towards the programme of activity outlined.

PROPOSED: Councillor McGuinness SECONDED: Councillor McHugh

(d) NW10/18 An Gorta Exhibition Proposal

Mr Ward advised that an exhibition featuring the largest collection of famine related art work is touring Ireland and is due to come to the North West in January 2019 from Connecticut. An Culturlann in Derry has secured hosting the exhibition subject to funding and a request has been received for support in this respect.

Mr Ward advised that the total cost of bringing the exhibition to Derry is £86,000 and it is proposed to budget between £20,000 and £25,000 towards the cost of the exhibition subject to procurement process and sponsorship rights.

Members were asked to approve the overall budget and officers to negotiate the details with representatives from Cultúrlann.

PROPOSED: Councillor McHugh SECONDED: Councillor Doherty

(e) NW11/18 Cruise Ship Berth Feasibility Study Proposal – for approval

Mr Ward said that following the presentation from Foyle Port at the last meeting, this report was to ask members to approve a budget for a feasibility study into the provision of a dedicated cruise ship berth facility to the value of £20,000.

PROPOSED: Councillor Doherty SECONDED: Councillor Fleming

9. Social and Community Cohesion and Wellbeing Matters Update

There was no discussion under this item.

10. Any Other Business - Date of Next Meeting – the date for the next meeting has been set for Friday, 15 June 2018 at 11.00 am in Catalyst Inc. Derry.

7 Page 289 This page is intentionally left blank Agenda Item 18

Title of Report: Officer Presenting: Lead Democratic Services and Improvement Officer Electoral Office On Line Registration Author: Democratic Services Officer

1.0 Purpose of Report/Recommendations

1.1 To advise Members of a request received from the Electoral Office for Northern Ireland for Council to promote the new online registration on the Council’s website and the implementation of same.

2 Background

2.1 The Chief Electoral Officer for Northern Ireland contacted Council recently advising of the launch of its online registration process which would be effective from 18 June 2018 (copy of letter attached at Appendix 1).

2.2 The CEO requested Council’s assistance in promoting this new service through a link on the Council’s website to the online portal at www.gov.uk/registertovote.; and through a link to a video at https://vimeo.com/275572030.

3 Key Issues 3.1 Council can facilitate this request and details of the on line process can be uploaded onto an appropriate section of the Council’s website.

3.2 In complying with this request, Council will be assisting the EONI in publicising this new service.

3.3 The same request has been submitted to all Council’s in Northern Ireland.

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

4.1 There are no implications associated with complying with this request.

5 Recommendations

5.1 For Members to note the contents of this report.

Page 291 Page 292

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