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ROADS SERVICE CONSULTANCY

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ROADS SERVICE CONSULTANCY Powered By Docstoc
					                DERRY CITY COUNCIL



                         DRAFT
                      CORPORATE PLAN




                            June 2002




This document is produced in 12 pitch Sans Serif for ease of reading
and is available in other formats, upon request.
                                                              CONTENTS
Foreword From Mayor ........................................................................................................................ 1

Introduction from Town Clerk and Chief Executive .................................................................... 2

1.      A Profile of Derry City Council and Area .............................................................................. 3
     1.1    PROFILE OF AREA ...................................................................................................................... 3
     1.2    THE COUNCIL ............................................................................................................................. 5
     1.3    SERVICES AND RESOURCES.................................................................................................... 11
2.      Mission, Values and Principles............................................................................................. 16
     2.1    THE COUNCIL‟S MISSION ......................................................................................................... 16
     2.2    THE COUNCIL‟S VALUES AND PRINCIPLES .............................................................................. 17
3.      The Councils Strategy – The Corporate Plan 2002-2005 ................................................ 18
     3.1    INTRODUCTION ......................................................................................................................... 18
     3.2    STRATEGIC ISSUES .................................................................................................................. 20
     3.3    STRATEGIC THEMES, AIMS AND OBJECTIVES ......................................................................... 21
4.      Actions and Resource Commitments ................................................................................. 25

5.      Managing the Corporate Plan ............................................................................................... 33
     5.1    MANAGING THE CORPORATE PLAN ......................................................................................... 33
     5.2    MONITORING FRAMEWORK ...................................................................................................... 33
     5.3    EVALUATION FRAMEWORK ...................................................................................................... 33



Appendices

Appendix 1 Socio-Economic Profile
Appendix 2 Departmental Functions & Responsibilities
Appendix 3 Best Value Review Summary – Years 2 and 3

Figures

Figure 1                 Unemployment Rates in DCC and NI Jan 1996 – Sept 2000
Figure 2                 Economic Activity Rates 1999
Figure 3                 Committee Structure Chart
Figure 4                 Management Structure
Figure 5                 Breakdown of Budgeted Council Net Expenditure by
                         Department 2002/2003
Figure 6                 Sources of Funding 2002/3
Figure 7                 Budget Allocation 2002/3

Tables

Table 1                  Population by Age – Mid Year Estimates 2000
Table 2                  Departmental Services
Table 3                  Budget Allocation
Table 4                  Capital Programme 2002/2003
Table 5                  Sources of Funding
Derry city council - draft corporate plan 2002-2005




Foreword From Mayor
Much has been done in recent years to enhance the quality of life of citizens
in the Council and surrounding areas through partnerships involving the
community, the private and public sectors and regional and international
bodies.

This plan reflects the aspirations and objectives of the Council over the
coming years and our Mission of “Improving the quality of the life in our
District and Region”.

It provides a corporate context for Council decisions and establishes an
understanding of priority objectives, themes and actions. The plan takes into
account the many challenges that lie ahead and reflects the Council‟s
commitment to playing a central role in improving the quality of life in our
district and region.

Through the Corporate Plan, the Council has identified a series of core
themes: leadership, developing our community, communications and
accountability, valuing members and staff, services and resource
management. These themes ensure that the Council moves forward in
partnership to meet the economic, political, cultural, social, and environmental
challenges that lie ahead for the district and region. The themes also
represent key areas of work for the Council and are presented along with a
series of practical measures that underpin change in these areas.

The process of delivering the Corporate Plan will enhance the organisation‟s
effectiveness in achieving our Mission, meeting the needs of our community
and promoting our commitment to valuing people, raising standards and
creating opportunities in our district and region.




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Introduction from Town Clerk and Chief Executive
This is the first Corporate Plan of Derry City Council, and I believe it lays the
foundations for the future development of the Council and as such the City
and Region.

I believe the Council at this time is facing many challenges and opportunities,
but through the teamwork of Members and our skilled and experienced
workforce and other strategic partnership arrangements we are well placed to
overcome such challenges and develop the opportunities, ensuring we make
substantial advances towards the achievement of our mission – “Improving
the quality of life in our District and Region”.

This Corporate Plan was developed following a series of workshops with
Members, Officers and Trade Unions. During the workshops the Council
undertook an analysis of its current position in the internal and external
environment in which it operates. The outcome of this analysis was the
identification of assumptions that underpinned the development of key
strategic themes, aims, objectives and actions. This was followed by
consultation with a wide range of key stakeholders.

The Corporate Plan builds upon our previous work on Best Value and our
strategies and achievements at local and regional level. In addition to
outlining the Council‟s plans over the next three years, this document will also
inform the community of the role the Council undertakes and the services it
provides and help the community to understand the approach Council will
take in addressing the challenges and opportunities that lie ahead.

Consultation with the wider community is important to the Council and we
welcome your views on this Corporate Plan.

I hope you find this plan both interesting and informative.




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1.    A Profile of Derry City Council and Area
1.1   Profile of Area

      Derry City Council‟s five district electoral areas, comprising 30 electoral
      wards, are situated between the Sperrin Mountains and the Donegal
      Hills, with the City itself straddling the River Foyle. Recognised as the
      regional city of the North West of Ireland, Derry is the second largest
      city in Northern Ireland and the fourth largest on the island of Ireland.

      Besides being an important centre within the Council area, the City
      plays a wider role within the North West of Ireland. Its hinterland
      includes the neighbouring Districts of Strabane, Limavady and parts of
      Donegal and the population of this wider North Western region is
      approximately 300,000.

      Derry City Council is one of the largest of the twenty-six District
      Councils in Northern Ireland, serving a population in excess of
      100,000, of which an estimated 85,000 live within the urban area
      making the City the largest centre of urban population outside Belfast.

      Derry has been one of the fastest growing settlements in Northern
      Ireland over the past three decades (between 1971 and 1998 the city‟s
      population grew by 24.6% compared to 9.9% for Northern Ireland as a
      whole). According to the mid-year estimates for the year 2000, the
      population of the Derry City Council Local Government District has
      grown by approximately 12% since 1991 from 95, 371 to 106,900 and
      it is anticipated that the population of the area will rise to almost
      113,000 by 2011. (A Socio-Economic Profile of Derry City Council
      Area Can be found in Appendix I).

             Table 1: Population by Age – Mid Year Estimates 2000
              Age          Derry                Northern Ireland
                           No.           %      No.         %
              0-14         27,896        26     381,468     22
              15-29        26,480        25     364,273     21
              30-49        28,993        27     473,669     28
              50-64        13,806        13     257,288     15
              65+          9,756         9      221,077     13
              Total        106,900       100    1,697,775 99*
              Source: Northern Ireland Statistics Research Agency
            * Figures do not total due to rounding

      The area suffers from a persistent development gap evidenced by
      the difference between the regional and local unemployment rates.

      Increasing economic exclusion is also a concern. The true level of
      employment need in the Derry City Council area is masked by the



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    “hidden unemployment”, with local levels of economic activity being
    significantly lower than the average rate for Northern Ireland.

                                                                                                        Unemployment Rates in DCC and NI
                                                                                                          January 1996 - September 2000
                                              16




                                                                                                                                                                                                           DCC                              NI



                                              12
                            % unemployed




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                               Figure 1
    Unemployment Rates in DCC and NI Jan 1996 – September 2000


    Concentration of deprivation is evidence of uneven opportunities for
    participation in the benefits of economic development. Derry was
    ranked second most deprived Local Authority Area in Northern Ireland
    (out of 26), in the Nobel Index of Deprivation.

    Figure 2: Economic Activity Rates 1999


                                                           Economic Activity Rates                                                                                                                    The area has traditionally been
                                                                   1999
                                                                                                                                                                                                      dependant upon its strong
                     80
                                                                                                                                                                                                      manufacturing base with significant
                     75
                                                                                                                                                                                                      emphasis on textiles and clothing.
                                                                                                                                                                                                      However, investment from a
                     70
                                                                                                                                                                                                      number of multi-national firms has
        Percentage




                                                                                                                                                                                                      resulted in diversification of the
                     65                                                                                                                                                                               sector into chemicals and computer
                                                                                                                                                                                                      products. Furthermore, recent
                     60
                                                                                                                                                                                                      growth in service sector
                                                                                                                                                                                                      employment reflects the City‟s
                     55

                            DCC                                                  NI                                 UK                                                                                increasingly important role as the
                                                                                                                                                                                                      main commercial and administrative
                                                                                                                                                                                                      centre for the region.




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1.2   The Council

1.2.1 History

      Derry City Council was established under the Local Government Act
      (NI) 1972. It is a corporate body consisting of 30 Councillors. The
      Chief Executive heads the Council‟s workforce of approximately 550
      staff to ensure the Council‟s functions are efficiently managed and
      executed.

1.2.2 Roles

      The Council has four primary roles:

         Service provision
          - Council carrying out its functions and services

         A development role
          - Acting as an initiator/enabler/facilitator on social,economic and
            environmental initiatives

         A representative role
          - Elected members represent the Council on various Boards and
          other bodies.

         A consultative role
          - Represents electorate on Central Government issues such as
          planning, water, roads and housing.

1.2.2 Political Composition of Derry City Council Elected
      Members
      Derry City Council is made up of 30 elected members (Councillors),
      elected every four years, serving in wards, grouped into the following
      five District Electoral Areas:
         Cityside;
         Northland;
         Rural;
         Shantallow; and
         Waterside.

      The Political Composition of Derry City Council Elected Members as
      elected in May 2001 is:




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      Social Democratic and Labour Party (SDLP)                            14

      Sinn Fein (SF)                                                       10

      Democratic Unionist Party (DUP)                                       4

      Ulster Unionist Party (UUP)                                           2

      TOTAL                                                                30


A full list of elected members within each party is given below:

List of Elected Members

         Name                                                      Party

         Councillor     Peter           Anderson                   SF
         Councillor     Mary            Bradley                    SDLP
         Alderman       Gregory         Campbell                   DUP
         Councillor     Sean            Carr                       SDLP
         Councillor     Jim             Clifford                   SDLP
         Councillor     Thomas          Conway                     SDLP
         Councillor     Annie           Courtney                   SDLP
         Councillor     Cathal          Crumley                    SF
         Councillor     Gerard          Diver                      SDLP
         Councillor     Lynn            Fleming                    SF
         Councillor     Paul            Fleming                    SF
         Councillor     Shaun           Gallagher                  SDLP
         Alderman       Mildred         Garfield                   DUP
         Alderman       Mary            Hamilton                   UUP
         Councillor     Ernie           Hamilton                   UUP
         Councillor     Tony            Hasson                     SF
         Alderman       William         Hay                        DUP
         Councillor     John            Kerr                       SDLP
         Councillor     Gerry           Maclochlainn               SF
         Councillor     Kathleen        McCloskey                  SDLP
         Councillor     Marie           McDaid                     SDLP
         Councillor     Jim             McKeever                   SDLP
         Councillor     Maeve           McLaughlin                 SF
         Alderman       Joe             Miller                     DUP
         Councillor     William         O‟Connell                  SDLP
         Councillor     Barney          O‟Hagan                    SF
         Councillor     Gearold         OhEara                     SF
         Councillor     William         Page                       SF
         Councillor     Helen           Quigley                    SDLP
         Councillor     Pat             Ramsey                     SDLP




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1.2.3 Committee Structures within Derry City Council
        There are five Standing Committees in Derry City Council under which all of the activities of the Council are grouped with
        the exception of staff and airport matters. The Staff Committee and City of Derry Airport Committee report directly to the
        Council. These Committees are illustrated in the following diagram.

        Figure 3: Committee Structure Chart

                                                                   Council
                                                                  30 Elected
                                                                   Members

                                                          Town Clerk & Chief Executive



               Recreation & Leisure     Policy & Resources         Planning          Environmental         City Marketing
                   Committee                Committee             Committee            Services              Committee
                                                                                      Committee

    Staff Committee                                                                                                  Airport Committee




In addition to the Standing Committees there are a number of Sub-Committees/Working Groups that report to the Standing
Committees.




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1.2.4 Council Departmental Structures

        There are a total of eight Council Departments:

             Town Clerk and Chief Executive‟s Department;
             City Engineer‟s Department;
             City Treasurer‟s Department;
             City Secretary and Solicitor‟s Department;
             Recreation and Leisure Department;
             City Marketing Department;
             Environmental Health Department; and
             Building Control Department.

          Figure 4: Management Structure

                                                     Town Clerk & Chief Executive




                                                                             Chief                                   Director of
    Director of         City        City Secretary          Chief                      City Engineer and Deputy
                                                                            Building                                    City
    Recreation       Treasurer       & Solicitor        Environmental                    Town Clerk and Chief
                                                                            Control                                  Marketing
    & Leisure                                           Health Officer                         Executive
                                                                             Officer

        The operations of the Council are managed by the Town Clerk and Chief Executive who acts as principal advisor to the
        Council and directs its various Departments through the Management Team documented in Figure 4 above.




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    The members of the Management Team are appended below:


                           Name                                                 Job Title
     Cathal Logue, MA,BD, BCL, MILAM                      Town Clerk & Chief Executive

     Anthony McGurk, BSc, MSc, Ceng, MICE, FIHT, MIWM     City Engineer/Deputy Town Clerk & Chief Executive
     Joseph Campbell, FCMA, MSc                           City Treasurer
     John Meehan, DipPH, MIEH                             Chief Environmental Health Officer
     Gerard Henry, BSc (Hons) DHS                         Director of City Marketing
     Damien McMahon, LLB                                  City Secretary & Solicitor
     Robert White                                         Chief Building Control Officer
     James Sanderson, MA, DMS, BEd (Hons), MILAM          Director of Recreation & Leisure




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1.2.5 Key Services Provided by Departments
     Each Council Department undertakes a number of key services as summarised below. Further information on Department‟s
     functions and responsibilities is included in Appendix 2.
     Table 2: Department Services
      Town Clerk and Chief Executive’s               City Secretary and Solicitor’s              City Engineer’s Department            Environmental Health Department
      Department                                     Department
                                                      Various corporate administration            Waste Management                    Food Control and Infectious
         Policy Advice to Elected Members             services                                    Refuse Collection                    Diseases
         Corporate Management                        Legal Services                              Street Cleansing                    Environmental and Consumer
                                                      Committee Administration
         Personnel Services                                                                       Waste Disposal                       Protection
                                                      Facilities Management of Premier
         Councillor‟s Expenditure                                                                 Grounds Maintenance                 Health and Safety at Work
                                                        Civic Buildings
         NW Region Cross Border Group                Various Licensing and Regulatory            Cemeteries                          Foyle Regional Energy Agency
         Mayoral Duties                                Functions                                  Project Management                  Home Safety
         Emergency Co-ordination Role                District Registration of Births, Deaths     Environmental Awareness and         Planning Consultations
         Equality Duties                               & Marriages                                 Development                         Dog Control
         Corporate Planning                          Members Services                           Lishally Livestock Market            Public Health Protection
                                                      Liaison with Planning Service              Central Stores/Depot                 Pollution Control
                                                      Processing of Property Certificate
                                                                                                  Public Toilets
                                                        Applications
                                                      District Policing Partnership              Travelling Peoples Sites
                                                                                                  City of Derry Airport*
      Recreation and Leisure Department              City Treasurer’s Department                 City Marketing Department             Building Control Department

       Leisure Facilities                               Financial Services                     Marketing of City                       Building Regulations
       Play Areas                                       Treasury Management                    Economic Development                    Property Enquiries
       Community Services                               Financial Planning and Control         Tourism Development                     Building Advisory Services
       Visual Arts                                      Internal Audit                         Cruise Initiative                       Fire Safety Advice
       Performing Arts                                  Information Technology                 Marketing and Communications            Access to Buildings for Disabled
       Museums                                            Management
       Community Relations
       Festivals
       Sports Development
       Women‟s Issues
       Parks and Open Spaces Development
       Community Safety
     *City of Derry Airport is placed within the City Engineer‟s Department in his capacity as Deputy Town Clerk and Chief Executive




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1.3     Services and Resources

        The Council has stated as a strategic aim to seek to achieve
        excellence in the delivery of services by securing and managing
        resources and developing effective processes and structures to deliver
        the Council‟s Mission. This aim will be achieved, in part through the
        allocation of our overall budget to specific services, our capital
        programme, and the setting of the District Rate.

1.3.1 Derry City Council Budget

        The total budgeted net expenditure for Derry City Council, for the year
        2002/2003 is £19,884,500. This budget is allocated between the eight
        Council Departments on the following basis:

             Figure 5: Breakdown of Budgeted Council Net Expenditure by
                               Department 2002/2003




                               Town Clerk and      City Secretary and
                               Chief Executive's        Solicitor's
                                 £1,265,600            £1,394,400

              City Marketing
               £1,333,000
                                                                   City Treasurer's
                                                                      £600,600
      Recreation and
         Leisure                                                Environmental
       £6,447,900                                                   Health
                                                                  £1,051,000
                                                     Building Control
                                 City Engineer's
                                                         £62,200
                                   £7,729,800




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     Details of the 2002/3 budget allocations for some of the Council‟s key
     services are given in the following table:

     Table 3: Budget Allocation
                                                                     £
      Leisure Services                                            1,943,100
      Community Services                                          1,132,100
      Recreation, Parks & Open Spaces                             1,839,800
      Tourism                                                     1,722,700
      Cultural Facilities                                           870,700
      Refuse Collection                                           1,332,200
      Refuse Disposal                                             1,337,800
      Street Cleansing                                            1,509,300
      Environmental Health                                          953,900
      Burial Grounds and Crematorium                                329,200
      Public Conveniences                                           130,100
      Building Regulations                                           62,200
      Control of Dogs                                                97,100
      City of Derry Airport                                       1,155,800
      Economic Development                                          651,200




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1.3.2 Capital Programme
     The Council invests in the future through its Capital Programme. A
     breakdown of the Capital Expenditure planned to take place during
     2002/3 is given below: :

                Table 4: Capital Programme 2002/2003

                                                                        £
      Culmore Landfill Site – Closure Plan Phase 1                    675,000
      Duncastle Road Landfill Site – Closure Plan                     580,000
      Templemore Sports Complex Refurbishment                         426,200
      Templemore Athletics Track/Parklands Development                150,000
      Lisnagelvin Leisure Centre Refurbishment                        317,800
      Bull Park Development                                           270,000
      Marianus/Glen Park Development                                  125,000
      Playareas Development                                           100,000
      Top of the Hill Park Completion                                  40,000
      Airport Railway Control Project                                 125,000
      Airport Security/Information Systems                             85,000
      Tower Museum Equipment Refurbishment Phase 1                    100,000
      City Cemetery Extension                                         100,000
      Refuse Collection Vehicles/Equipment                            360,000
      Street Cleansing Vehicles                                        60,000
      Grounds Maintenance Equipment                                    96,500
      Air Conditioning Units VCB Building                              60,000
      Air Quality Monitoring Equipment                                 63,000
      Environmental Health Vehicles                                    30,000

      Total Capital Expenditure 2002/2003                           3,763,500

     Council is also planning to undertake major expenditure on recycling
     projects during 2002/2003, funding for which will initially be provided by
     the Department of the Environment.

     It is envisaged the Council‟s investment in Waste Management and in
     the City of Derry Airport will undoubtedly have an increasing impact on
     the Council‟s budget during this decade.




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1.3.3 Sources of Funding
     The main source of funding for the Council comes from the District
     Rate on properties in the area. However, as shown by the following
     diagram, the Council will also receive grants from the General Grant
     and Service Income/Grants. Funding for the Council‟s activities also
     comes from the Council‟s reserves:

             Table 5: Sources of Funding

                                                   £
              Rates                        17,501,000
              General Grant                2,124,679
              Service Income/Grants        5,384,000
              Reserves                     258,821

              TOTAL                        25,268,500


                     Figure 6: Sources of Funding 2002/3

              Service                                    Reserves
              Income/                                      1%
               Grants
                21%
                                                                   Rates
                     General                                      Income
                      Grant                                         70%
                       8%




     The Regional and District Rate
     Property Rates are levied in Northern Ireland to fund regional and local
     public services provided by Central Government and District Councils.
     There are two parts to the Rate demand issued to householders and
     businesses – Regional Rate and District Rate. The Department of
     Finance and Personnel strike Regional Rates for services such as
     education, personal social services, roads, water, and sewerage.
     District Rates are struck by a District Council to meet its own
     expenditure on services.




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     Rate Collection
     District and Regional Rates are both collected by the Rate Collection
     Agency.

     The local office is:

     Orchard House, Foyle Street, Derry;
     Telephone Number: 02871 319900.

     The product of the District Rates is paid over to each Council monthly.

     Property Valuations

     Each householder and business is required to pay rates based on a
     property valuation, which is calculated by the Valuation and Lands
     Agency.

     Rates bills are calculated by multiplying the Net Annual Value (NAV) of
     the property by the “rate-in-the-pound”.

     Domestic and Commercial Properties – Rates for 2002/3

     The District Rates for domestic and commercial properties in the Derry
     City Council area for 2002/3 are set at 137.10 pence and 21.94 pence
     respectively (4.97% increase on previous year).




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2.    Mission, Values and Principles
2.1   The Council’s Mission
      The mission of Derry City Council is:

      “Improving the quality of life in our District and Region”

2.1.1 Assumptions
      The implementation of this Corporate Plan will contribute to improving
      the quality of life in our District and Region. Council has made several
      assumptions that underpin the development and implementation of the
      plan during the three-year period 2002 – 2005. The assumptions are
      based on a view of the environment in which the Council operates, and
      is likely to operate in, during the three-year planning period and
      encompass the following factors:
         Political Environment;
         Economic Environment;
         Sociological Environment;
         Technical Environment; and
         Internal Environment of the Council.

      Based on an assessment of the environment within which the Council
      operates, the following assumptions have been made:
         Changes to local government as a result of the Review of Public
          Administration are expected, however, it is not anticipated that any
          changes will be implemented during the 2002-2005 Corporate
          Planning period;
         The level of funding which is available to Council over the next
          three years will remain constant;
         Stakeholder expectations of services provided by the Council will
          continue to grow over time;
         Without Council leadership, whilst the local population will continue
          to increase over the period of the plan, economic, social and
          cultural opportunities may not be fully exploited.
         The Council will continue to have, as its primary asset, a suitably
          qualified and stable workforce;
         The Corporate Plan will cover the period 2002-2005;
         Derry is the Regional City of the North West; and
         The Corporate Planning process has support from within the
          Council.



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2.2   The Council’s Values and Principles
      The Council has identified a number of Values and Principles which
      have been taken into consideration in establishing our Mission and
      Strategic Themes and which will underpin all decision-making.

      In pursuing its mission, of improving the quality of life in our District
      Region, the Council is wholeheartedly committed to fulfilling its equality
      duties and to targeting social need and in so doing will seek to promote
      the following values and principles:

2.2.1 Valuing People

      By encouraging:      - Communication
                           - Consultation
                           - Participation
                           - Partnership

      Promoting fairness
      and equity through: - Accessibility
                          - Transparency
                          - Accountability
                          - Adaptability
                          - Equality
                          - Inclusiveness
                          - Integrity

2.2.2 Raising Standards
      In performance by: - Improving efficiency
                         - Increasing effectiveness
                         - Achieving sustainability
                         - Ensuring value for money

      In motivation by:    - Promoting professionalism
                           - Providing training
                           - Facilitating innovation
                           - Encouraging ownership

2.2.3 Creating Opportunities

      For developing:      - Community awareness
                           - Our employees
                           - Economic advancement
                           - Environmental enhancement
                           - Recreational activity
                           - Cultural pursuits, and
                           - Regional strengths


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3.    The Councils Strategy – The Corporate Plan 2002-
      2005
3.1   Introduction
      In identifying key strategic themes for actions, the Council established
      a working group representative of Members, Staff and Trade Unions.
      This group undertook an analysis of the internal and external
      environment of the Council having identified main internal strengths
      and weaknesses and the external opportunities and threats. Details of
      this SWOT (strengths, weaknesses, opportunities and threats) analysis
      are contained in the following paragraphs.

      Strengths

      There was a view amongst stakeholders that post devolution
      democracy is a key strength of the Council. The Council is well
      represented with strong cross-party cohesiveness and an increasing
      willingness to cross political boundaries. Councillors‟ integrity is
      appreciated, as is their understanding of local issues and their support
      for the concept of partnership working.

      The Council has a highly qualified, professional and stable workforce
      with strong partnership working between Members and staff and
      management and trade unions. The Council also has a good working
      relationship/networking with the wider Derry City Council area
      community.

      In addition, the Council has strong leadership and a strong public
      profile with solid cross-border and international links. It is responsive
      to issues through offering high quality, open and accountable service
      delivery and recognising the need for change through strategic thinking
      and vision within the Council.

      Weaknesses

      Lack of a Corporate Plan has stretched the resources of the Council,
      which was already working within financial constraints resulting in an
      inability to meet increasing stakeholder expectations.

      Whilst the Council experiences a low turnover of staff, it is faced with
      high absenteeism rates in some areas.

      There were views that Council departments work in isolation resulting
      in an inflexible organisational structure, poor and ineffective
      communication processes which in turn leads to a re-active rather than
      pro-active Council when responding to many issues. Internal and


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     external communication needs improved with greater promotion, of not
     only the Council‟s role and the services it provides, but what it does
     well.

     Opportunities

     There is an opportunity for the Council to consolidate its position as the
     Regional City of the North West, as identified in the Regional
     Development Strategy for Northern Ireland primarily through the
     Review of Public Administration and through partnership working with
     the wider Derry City Council area community and its cross-border
     partnerships.

     The Council area has a young and growing population and the
     education population is certain to grow with the potential expansion of
     the University of Ulster at their Magee Campus based in the heart of
     the city.

     Development of the City‟s image may be enhanced through cultural
     development and the riverside strategy and the trend towards
     sustainability could be strengthened through the development of
     infrastructure.

     In addition, the local economy benefits from:

           Its proven record as a strategic employment location for the
            North West,
           Its significant higher and further education resource,
           Its improving physical infrastructure including the development
            of community infrastructure within disadvantaged
            neighbourhoods and the development of tourism attractions,
           The local community‟s strong sense of pride in the City, and
           The City‟s key economic role within the wider North West
            region.

     Threats

     The Review of Public Administration (Northern Ireland) and exclusion
     from the National Spatial Strategy (Republic of Ireland) threatens to
     dilute the region‟s “capital” status. The peripherality of the region,
     weak economic infrastructure, unemployment and cross-border
     competition in terms of non-Euro status are all threats to the Council.




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     3.2 Strategic Issues
     Strategic issues facing the Council during the Corporate Planning period
     2002-2005 are issues which we must tackle in order that Council can
     work to continually improve the quality of life in the District and Region.
     Based on the strengths, weaknesses, opportunities and threats analysis
     and consultation, the Council has identified key strategic issues that,
     directly or indirectly, could influence the direction of Council over the
     Corporate Planning period. These strategic issues are:




               Partnerships                                        The Review of
                                                                      Public
                                        City Image                 Administration


                  External
                  Funding                                           Economic
                                        Legislative                Development
                                         Changes

                 Targeting
                New Social                                          Resource
                   Need                                            Management
                                       Infrastructure
                                       Development
                Community
                 Stability/
                 Relations                                         Demographic
                                      Regional Status                Change

             Customer Focus
             (meeting needs/
               expectations
                                        Communication               Committee
                                     (internal & external          Structure and
                                                        Technol      Decision
                Sustainabilit                           ogy
                y – Agenda
                     21
                                       Equality and               Civic Leadership
                                      Inclusiveness

              Management
               of Change
               (capacity/                                            Cultural
                                     Internal Working              Development
                                        Processes
                                      (efficiency and
                                       effectiveness
                                                                    Political
                                      improvements)
                                                                   Uncertainty
                                                                    (North &
                 Technology
                                                                     South)




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3.3   Strategic Themes, Aims and Objectives

3.3.1 Introduction

      Having determined the potential influences from the internal and
      external environments in which the Council operates, five strategic
      themes were identified, with corresponding strategic aims and
      objectives pertaining to each theme. Through these themes the
      Council will target actions and resources during the Corporate Planning
      period in pursuing its mission of improving the quality of life in the
      District and Region.

      Targets have also been set for each of these strategic themes based
      on current performance and best practice.

3.3.2 Theme One: Leadership

      The role of local and regional leadership is about the strategic
      advancement of the City and wider region through taking the lead in
      effectively lobbying on and introducing policies and strategies with
      respect to infrastructural, economic, social, environmental and cultural
      development. The legislative environment in which the Council
      operates is continually changing and as such the Council will position
      itself and develop in a way that allows it to move forward embracing
      change for the good of the District and Region.

      Strategic Aim

      To provide effective and proactive leadership that meets the needs and
      addresses the aspirations of the City, its District and Region.

      Target

      To show, by the end of the Corporate Plan period that 55% of
      residents are satisfied with the Council‟s achievement of this strategic
      aim.

      Strategic Objectives

         To commit to strengthen the Council‟s leadership role in the
          community and region over the Corporate Planning period.
         To build the confidence of our community through accountable
          leadership.




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3.3.3 Theme Two: Developing Our Community
     Under the theme of Developing Our Community, Council will strive to
     ensure that environmental, economic, social and cultural policies are
     integrated to create a sustainable, equitable and prosperous District
     and Region. This will involve creating appropriate partnerships in order
     that the Council can take advantage of emerging and new
     opportunities and are equipped to face demanding challenges.

     Strategic Aim

     Derry City Council will strive to create a sustainable, equitable and
     prosperous district and region.

     Target

     To show, by the end of the Corporate Plan period that 60% of
     residents are satisfied with the Council‟s achievement of this strategic
     aim.

     Strategic Objectives

        To create the economic, cultural, community and environmental
         conditions that will maximise the opportunities for the District and
         Region while continuing to improve service delivery.
        To secure the sustainable infrastructure development and
         environment which reinforces our position as the Regional City and
         Capital of the North West .
        To develop further the District and Region through cross-sectoral,
         local, national and international partnerships.


3.3.4 Theme Three: Communication and Accountability
     Communication and Accountability refers to internal and external flows
     of information of the organisation. Internally, the flow of information is
     between Members of the Council, management and staff within each
     Department and between Departments. Externally, the information flow
     is between Council and the wider community, and vice versa, in order
     that Council may continuously improve service delivery and equality of
     opportunity. Improvements in the efficiency and effectiveness of these
     communication processes can be enabled through improvements in
     information technology and other mechanisms.




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     Strategic Aim

     To communicate effectively between all stakeholders through
     processes and mechanisms, which are accessible and transparent.

     Target

     To show, by the end of the Corporate Plan period that 55% of
     residents are satisfied with the Council‟s achievement of this strategic
     aim.


     Strategic Objectives

        To improve the understanding and awareness of Council business
         through an integrated communications strategy.
        To market effectively the Council‟s services and the City, District
         and Region.
        To enhance the local and international profile of the city as a vibrant
         regional centre.



3.3.5 Theme Four: Valuing Members and Staff

     The Council‟s primary assets are its members and staff and as such it
     will continue to support and develop these resources to ensure
     continuous improvement in the delivery of Council services. This
     requires the Council to be supportive, encourage vision and innovation,
     to acknowledge the contribution of members and staff and to create a
     harmonious working environment while continually treating members
     and staff in an equitable and fair manner.

     Strategic Aim

     To maximise the potential of the individual to improve their
     performance and that of the organisation in the delivery of the
     Council‟s Mission.

     Target
     To show, by the end of the Corporate Plan period that 60% of
     members and staff are satisfied with the Council‟s achievement of this
     strategic aim.




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     Strategic Objectives
        To develop, motivate and manage staff as the primary resource.
        To reassess the current member and staff procedures and policies
         by December 2002 and to implement these consistently across
         Departments over the Corporate Planning period.


3.3.6 Theme Five: Services and Resource Management
     It is vital that the internal financial arrangements and the administering
     of the organisation‟s assets are managed to ensure that value for
     money is achieved for ratepayers. It is also essential that the internal
     working arrangements of the Council are adequate and allow for
     improvements in the efficiency and effectiveness of the workings of the
     Council and the delivery of its services. Partnership is a key
     component in improving the quality of life of citizens and therefore a
     goal of the Council is effective partnership working to secure external
     funding for the delivery of strategic initiatives, programmes or projects
     that might not otherwise have been possible.

     Strategic Aim

     To seek to achieve excellence in the delivery of services by securing
     and managing resources and developing effective processes and
     structures to deliver the Council‟s Mission.

     Target

     To show, by the end of the Corporate Plan period that 65% of
     residents are satisfied with the Council‟s achievement of this strategic
     aim.

     Strategic Objectives
        To be a good practice organisation in service delivery over the
         Corporate Planning period to ensure value for money is achieved.
        To make more effective and efficient decision-making processes
         within Council.




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4.   Actions and Resource Commitments
     In working towards achieving our Mission: “ Improving the quality of life in our District and Region”, the Council has
     dedicated resources to the provision of statutory services such as refuse collection, building control and environmental
     health and to additional services aimed at specific improvements in the quality of life of our citizens such as economic
     development, environmental enhancement, cultural services and community development.

     Resources have also been allocated to the Strategic Action Plan (detailed on the following pages), which identifies specific
     activities under each of the strategic themes. These activities will be actioned so as to achieve our strategic objectives,
     targets and mission.

     Resources in the financial year 2002/03 have been allocated as follows:


                                           Figure 7: Budget Allocation 2002/3


                                                                                Strategic Action
                                                                                      Plan
                                                                                      10%




                                Quality of Life
                                                                                     Statutory
                                  Services
                                                                                     Services
                                    67%
                                                                                       23%




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     The Strategic Action Plan is broken down under the strategic themes of:

          Leadership;
          Developing Our Community;
          Communication and Accountability
          Valuing Members and Staff; and
          Services and Resource Management.


     This action plan not only identifies key work which will be undertaken but also the target timescales for completion, the
     progress review periods and indicative budget allocations for the financial year 2002/3. All resource allocations will be
     reviewed annually and we will work towards presenting a budget for each strategic theme.

     A lead officer from the Council‟s Management Team has also been identified for each activity in the action plan. This officer
     will be responsible for providing information on progress and facilitating achievement.




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         Theme One: Leadership

Actions for Leadership:                                                                                 Timescales            Lead            Indicative
                                                                                                          Review                              Resources
                                                                                                                                                (£’000)
1. To establish a Local Civic Forum by the end of the Corporate Planning period.                         Quarterly     Town Clerk & Chief          5
                                                                                                                          Executive

2. To examine the Council‟s role within existing partnership arrangements by December 2003.            December 2003     City Secretary &         4
                                                                                                                             Solicitor

3. To maximise the Council‟s leadership role in the North West by actively participating in and          Quarterly     Town Clerk & Chief        27
   influencing the Review of Public Administration throughout the Corporate Planning period.                              Executive

4. To champion the implementation of the Corporate Plan and the annual monitoring and evaluation          Ongoing      Town Clerk & Chief        17
   of the Plan.                                                                                                           Executive

5. To monitor and influence the implementation of the Regional Strategic Framework – (Shaping our         Ongoing      Town Clerk & Chief        16
   Future) and the National Spatial Strategy (RoI‟s equivalent to Shaping our Future) thus achieving                      Executive
   lead regional status.

6. To establish, support and manage a Shadow Youth Council by October 2002.                            October 2002         Director              5
                                                                                                                       Recreation & Leisure

7. To establish a training programme for civic leadership by April 2003.                                 April 2003    Town Clerk & Chief         5
                                                                                                                          Executive

8. To support the Local Strategy Partnership in the development of an Integrated Local Strategy.         Quarterly     Town Clerk & Chief         6
                                                                                                                          Executive

9. To lobby Government to secure the necessary infrastructure to support the delivery of Council          Ongoing      Town Clerk & Chief        88
     strategies.                                                                                                          Executive




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Theme Two: Developing Our Community
Actions for Developing Our Community                                                                          Timescales              Lead             Indicative
                                                                                                                Review                                 Resources
                                                                                                                                                         (£’000)
1. To adopt a Waste Management Plan for the Region by July 2002 and achieve 25% recycling targets              July 2002          City Engineer            147
   by July 2005 and continue to implement closure of landfill sites during the Corporate Planning period.      July 2003

2. To produce a Community Support Plan by July 2002.                                                           July 2002       Director Recreation &      15
                                                                                                                                      Leisure
                                                                 st
3. To implement an Economic Development Action Plan from 1 April 2002, with delivery over the                Ongoing and           Director City          356
   Corporate Planning period.                                                                               Review Quarterly        Marketing

4. To implement Council‟s new Grant Aid Policy with effect from 1 July 2002.                                   July 2002       Director Recreation &       9
                                                                                                                                      Leisure

5. To update a Cultural Strategy by September 2002 and to implement its recommendations through             September 2002     Director Recreation &      18
   the Corporate Planning period.                                                                                                     Leisure

6. To continue to implement and monitor the Equality Scheme on a year-to-year basis.                         March 2003/4        City Secretary &         61
                                                                                                                                     Solicitor

7. To initiate the refurbishment externally and internally of the Guildhall Civic Headquarters by March       March 2005          City Engineer            0
   2005 (subject to ongoing Public Inquiry).

8. To ensure that remaining development opportunities and riverside development be properly                 December 2004         City Engineer            5
   integrated by 2004.

9. To assist the growth and development of the Education Sector through infrastructure within the               Ongoing            Director City           3
   Corporate Planning period.                                                                                                       Marketing

10. To develop partnerships and work towards the establishment of a Board to increase the airports              Ongoing           City Engineer           82
    regional role and to reduce the subvention to Derry City Airport throughout the Corporate Planning
    period.




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Actions for Developing Our Community                                                                    Timescales             Lead           Indicative
                                                                                                          Review                              Resources
                                                                                                                                                (£’000)
                                                                                                                           Director City
11. To deliver the City Centre Strategy within the Corporate Planning period.                             Quarterly         Marketing            120

12. To establish an Inter-departmental Advisory Team of officers to advise Elected Members vis-à-vis   September 2002    City Secretary &         9
    the role and function of the various partnerships by September 2002.                                                     Solicitor

13. To implement the Council‟s Environmental Strategy within the Corporate Planning period.               Quarterly     Chief Environmental      59
                                                                                                                           Health Officer

14. To establish, in line with legislation, an effective District Policing Partnership .                  Quarterly      City Secretary &        52
                                                                                                                             Solicitor




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Theme Three: Communication and Accountability
Actions for Communication and Accountability:                                                              Timescales           Lead         Indicative
                                                                                                             Review                          Resources
                                                                                                                                               (£’000)
1. To review annually the targets set by the Communications Strategy.                                       Annually       Town Clerk &          14
                                                                                                                          Chief Executive

2. To prepare an Internal Communications Programme to share information and raise awareness within       September 2002    Director City        22
   the Council by September 2002.                                                                                           Marketing

3. (a) To complete a training programme for Members with regard to communication skills and methods        March 2003     City Secretary &       8
   by March 2003.                                                                                                             Solicitor
   (b)To complete a training programme for staff with regard to communication skills and methods by        March 2004      Town Clerk &         16
   March 2004.                                                                                                            Chief Executive

4. To review, in line with the ICT Strategy, the communication needs of the Council with respect to e-   December 2002    City Treasurer        25
   Government by December 2002.

5. To prepare a rolling publicity programme on the achievements of Council over the Corporate Planning      Ongoing        Director City        47
   period.                                                                                                                  Marketing

6. To undertake a Marketing Plan on an annual basis highlighting Council‟s functions and activities.        Annually       Director City        23
                                                                                                                            Marketing

7. To review the Council‟s consultation needs and implement a Strategic Consultation Plan by October      October 2002     Town Clerk &         31
   2002.                                                                                                                  Chief Executive

8. To agree and resource an integrated image and profile for the City by 2003.                             March 2003      Director City        60
                                                                                                                            Marketing

9. To develop a process for the development of international relationships and to put the necessary      December 2003     Director City         5
   resources in place by the end of 2003.                                                                                   Marketing

10. To continue to develop the Council‟s Local Equality Consultative Forum throughout the Corporate         Ongoing       City Secretary &       3
    Planning Period.                                                                                                          Solicitor




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Theme Four: Valuing Members and Staff

Actions for Valuing Members and Staff:                                                                      Timescales           Lead          Indicative
                                                                                                              Review                           Resources
                                                                                                                                                 (£’000)

 1. To implement a comprehensive and systematic training and development programme over the                   Ongoing        Town Clerk &         78
    Corporate Planning period.                                                                                              Chief Executive

 2. To carry out an audit of knowledge, skills and experience of Members and staff by September 2002.      September 2002    Town Clerk &         19
                                                                                                                            Chief Executive

 3. To implement arrangements for intra/inter department working and secondments by June 2002.               June 2002       Town Clerk &          7
                                                                                                                            Chief Executive

 4. (a)To develop policies that will promote the well being of Members throughout the Corporate Planning      Ongoing       City Secretary &      85
    period.                                                                                                                     Solicitor

     (b) To develop policies that will promote the well being of staff throughout the Corporate Planning      Ongoing        Town Clerk &         37
     period.                                                                                                                Chief Executive

 5. To produce an employee handbook by March 2003 .                                                          March 2003      Town Clerk &          4
                                                                                                                            Chief Executive

 6. To update the members handbook by March 2003.                                                            March 2003     City Secretary &       1
                                                                                                                                Solicitor

 7. To reduce staff absenteeism to 5% by March 2004 through an agreed comprehensive package of               March 2004      Town Clerk &         32
    measures.                                                                                                               Chief Executive




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Theme Five: Services and Resource Management

Actions for Services and Resource Management:                                                            Timescales           Lead           Indicative
                                                                                                           Review                            Resources
                                                                                                                                               (£’000)

1. To conduct an audit of capital assets (fit-for-purpose) by June 2003.                                  June 2003       City Treasurer        21

2. To conduct an audit of human resources by December 2002.                                             December 2002     Town Clerk &          19
                                                                                                                         Chief Executive

3. To introduce a transparent and accountable business planning and performance management                 Annually       Town Clerk &          45
   approach to the implementation of the Corporate Plan during the Corporate Planning period.                            Chief Executive

4. To develop a procurement strategy by December 2002 (includes e-procurement).                         December 2002     City Treasurer        20

5. To develop a strategy to identify and maximise all sources of funding by December 2002.              December 2002     City Treasurer        20

6. To prioritise the allocation of funding to agreed Council led initiatives throughout the Corporate      Annually         Director             8
   Planning period in line with the Council grant policy where appropriate.                                               Recreation &
                                                                                                                            Leisure

7. To develop a strategy to address e-Government and the electronic delivery of services by March        March 2003      Chief Building         154
   2003.                                                                                                                 Control Officer

8. To review Committee and decision-making processes (and procedures) in order to streamline             March 2003     City Secretary and      13
   decision-making.                                                                                                           Solicitor

9. To continue to undertake a service review programme with a view to improving performance over           Ongoing        Town Clerk &          76
   the Corporate Planning period.                                                                                        Chief Executive

10. To implement the Council‟s Risk Management Strategy throughout the Corporate Planning period.          Ongoing        City Treasurer        49




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5.    Managing the Corporate Plan
5.1   Managing the Corporate Plan
      The management of the Corporate Plan is the responsibility of the Policy
      and Resources Committee, ensuring that the plan is implemented on time
      and within budget. It is the responsibility of this committee to ensure that
      monitoring and evaluation of the Corporate Plan is undertaken and any
      difficulties or opportunities identified during this process are addressed, in
      order that the Council continually works to improve the quality of life for the
      District and Region. The framework for monitoring and evaluation of the
      Corporate Plan is highlighted in the following sections.

5.2   Monitoring Framework
      Monitoring of the Corporate Plan will be carried out on a quarterly basis
      and will be undertaken by the lead person responsible for the specific
      actions under each strategic theme. The lead person will provide
      information to the Policy and Resources Committee to include the extent
      to which actions have been achieved, the actual timescales and actual
      cost compared with what was planned for. This will allow Council to
      reprioritise actions and resources where necessary to ensure the full and
      successful implementation of the Corporate Plan.

5.3   Evaluation Framework
      The evaluation, review and reporting of the performance of the Council‟s
      strategic objectives and action plan will be undertaken annually by the
      Policy and Resources Committee on behalf of the Council. The evaluation
      will seek to determine the efficiency and effectiveness of the Corporate
      Plan during the year as well as value for money achieved for the citizens
      of the Council area. This Committee will also set in place an evaluation
      methodology to establish the achievement of the five key targets identified
      in the Corporate Plan.

      In order to facilitate the delivery, monitoring and evaluation of the
      Corporate Plan, Council Departments will be required to produce annual
      business plans, based on the needs of the District and Region, highlighting
      the main aims and objectives of the Department for the forthcoming year
      and include action plans and budget allocations to meet the targets
      identified in the Corporate Plan.




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     Each Council Department will at the end of each year of the corporate
     planning period produce an annual report, that will contribute to the
     Council‟s Annual Report and Corporate Plan Update, and which will detail
     the extent to which planned outcomes were achieved and the actions
     taken to address any gaps identified during the process. The production of
     each annual departmental business plan, action plans and annual report is
     the responsibility of the Head of Department.




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                                                                       Appendix 1


Introduction
A range of statistics obtained from the Census Office and the Department of
Enterprise, Trade and Investment have been analysed to determine a socio-
economic profile of the Derry City Council Area.

Statistics for Northern Ireland are primarily contained in the Census (1991) and
where possible these have been supplemented with central government
statistics, such as the latest unemployment statistics.

Population
The population of Derry City Council at the 1991 Census was 95,371 of which the
greatest proportion of the population (30%) are aged between 0–14, 6% higher
than the Northern Ireland population as a whole. 24% are aged 30 – 49 in the
Derry City Council area, 1% lower than the Northern Ireland population. 21% of
the Derry population are fifty years old or above, 6% less than the Northern
Ireland population as a whole. Full details are shown in the table below.

Population by Age –1991
 Age            Derry                              Northern Ireland
                No.               %                No.              %
 0-14           28,308            30               385,275          24
 15-29          24,511            26               375,940          24
 30-49          23,025            24               400,602          25
 50-64          11,092            12               216,967          14
 65+            8,435             9                199,052          13
 Total          95,371            101*             1,577,836        100
Source: Census 1991

* Figures do not total 100 due to rounding

The most recent statistics available since the 1991 Census are „ mid year
estimates‟ which are an approximate estimate of population figures for the
various areas of Northern Ireland. According to these statistics the population of
Derry has grown by approximately 12% since 1991 – higher than the 8% rate of
growth for the Northern Ireland population as a whole. In contrast to the results of
the 1991 Census where the 0-14 age group represented the greatest proportion
of Derry‟s population at 30%, the latest statistics indicate that the greatest
proportion of the Derry population (27%) is now aged between 30-49. This
statistic reflects the trend for the Northern Ireland population as a whole with 28%
aged between 30-49. Full details are shown in the table overleaf.




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Population by Age – Mid Year Estimates 2000
 Age             Derry                        Northern Ireland
                 No.              %           No.              %
 0-14            27,896           26          381,468          22
 15-29           26,480           25          364,273          21
 30-49           28,993           27          473,669          28
 50-64           13,806           13          257,288          15
 65+             9,756            9           221,077          13
 Total           106,900          100         1,697,775        99*
Source: Northern Ireland Statistics Research Agency
* Figures do not total due to rounding


Religion
The 1991 census shows that over two thirds of the population in Derry City
Council area (69%) are categorised as being from the Catholic tradition which is
31% higher than the Northern Ireland percentage of Catholics which is 38%.
21% of the population in Derry are from the Protestant tradition, 7% have no
religion or did not state their religion and the remaining 3% fall under Other
Religions.

Religion – 1991
 Religion              Derry                        Northern Ireland
                       No.           %              No.           %
 Protestant            19,895        21             675,688       42
 Catholic              66,260        69             605,639       38
 Other*                2,629         3              122,448       8
 None/Not Stated       6,587         7              174,061       11
 Total                 95,371        100            1,577,836     99**
 Source: Census 1991
*Other religions include Baptist, Elim Church,       Pentecostal, Brethren and
Reformed Presbyterian
**Percentage is less than 100 due to rounding


Economic Activity

In 1991 Derry had 65,297 persons aged 16 years old and over. Of these 58%
were economically active and the remaining 42% were economically inactive.
Derry holds the same level of economic activity as Northern Ireland as a whole.
Details are shown in the table overleaf.




36              Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



Economic Activity – 1991
                       Derry                         Northern Ireland
                       No.            %              No.           %
 % Econ. Active        37,909         58             682,020       58
 % Econ. Inactive      27,388         42             485,918       42
 Total 16 years & 65,297              100            1,167,938     100
 over
Source: Census 1991

The most recent statistics available regarding economic activity since the 1991
Census are found in the Northern Ireland Labour Force Survey Local Area
Database 1999. The Database provides an approximate estimate of figures
regarding economically active/ inactive persons for the various areas of Northern
Ireland. According to these statistics the number of persons aged 16 years and
over in Derry has grown by approximately 13% since 1991 - nearly twice the rate
of growth for the Northern Ireland population as a whole.

In 1999 Derry had approximately 74,000 persons aged 16 years old and over. Of
these 57% were economically active similar to 58% in 1991. Derry has
decreased its level of economic activity from 1991 to lower than that of Northern
Ireland as a whole, which has 60% of the population aged 16 and over who are
economically active. Details are shown in the table below.

Economic Activity –1999

                        Derry                        Northern Ireland
                        No.           %              No.           %
 Economically. Active   42,000        57              749,000      60
 Economically.          33,000        45              501,000      40
 Inactive
 Total 16 years & over 74,000*        102*     1,250,000     100
Source: Northern Ireland Labour Force Survey Local Area Database
*Figures do not tally due to rounding


Unemployment

In February 2002 there were 4,486 persons over the age of 16 unemployed in
Derry. This represents 11% of the economically active population. In Northern
Ireland as a whole the number of people unemployed represents a slightly lower
percentage of the economically active population (5%), as shown in the following
table.




37              Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



Unemployment as a % of the Economically Active Population – February 2002
                            Derry                    N. Ireland
 Total unemployed           4,486                    37,829
 %     of   econ.   active 11                        5
 population
Source: Department of Enterprise, Trade and Investment


Unemployment by Duration

At February 2002, 33% of those unemployed in Derry were long term
unemployed, significantly higher than the 28% of those in Northern Ireland who
were long term unemployed. Full details are given in the table below.

Unemployment by Duration in Derry and Northern Ireland, February 2002
                  Up to 1 year            Over 1 year
                  No.         %           No.           %          Total
 Derry            3,009       67          1.477         33         4,486
 Northern Ireland 27,097      72          10,732        28         37,829
Source: Department of Enterprise, Trade and Investment

Unemployment by Age and Duration

In February 2002 the highest proportion of unemployment in Derry and Northern
Ireland fell in the 16 – 29 age range, (42% and 38% respectively). Details are
shown in the table below.

Unemployment by Age and Duration , February 2002
                16-29             30-49           50+
                Up to Over 1 Up to Over 1 Up to                 Over 1 Total
                1 yr.   yr.       1 yr.   yr.     1 yr.         yr.
 Derry          1,886   232       902     852     221           393    4,486
 Northern       14,388 1,734      9,636   5,679   3,073         3,319  37,829
 Ireland
Source: Department of Enterprise, Trade and Investment


Skills of the Unemployed

The normal occupation of those unemployed in Derry City Council at September
2001 is in the construction and labouring trade (27%). Employment in the
construction and labouring trade is also the most sought after occupation by the
unemployed at September 2001 (27%), as shown in the following table.




38              Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



Skills of the Unemployed - Derry City Council – September 2001
 Occupation                 Derry City Council
                            Usual Occupation        Sought Occupation

 Construction & Labouring  1,233                   1,235
 Food & Catering           580                     606
 Agriculture               72                      81
 Business & Clerical       312                     381
 Transport                 271                     299
 Sales                     326                     441
 Health                    151                     203
 Skilled                   197                     225
 Teaching                  138                     130
 Law                       70                      91
 Computing                 187                     192
 Managerial                58                      85
 Clothing                  110                     89
 Engineering               42                      40
 Miscellaneous             227                     286
 Other/NK                  632                     222
 Total                     4,606                   4,606
Source: Department of Enterprise, Trade and Investment

Deprivation

In order to demonstrate the levels of deprivation in the Derry City Council area
information has been drawn from the Noble Report „Measures of Deprivation in
Northern Ireland‟ (June 2001). This report uses the approach of domains of
deprivation whereby each domain represents a distinct dimension of deprivation.
The Domain Deprivation Measures are combined into an overall Multiple
Deprivation Measure.

Each domain in the Multiple Deprivation Measure and its purpose is described
below.

Income Deprivation

The purpose of this domain is to capture the extent of income deprivation in an
area and includes indicators such as:

Adults and children in Income Support households (DSD, August 1999); and

Adults and children in Disability Working Allowance households.

Employment Deprivation

This domain seeks to measure enforced exclusion from the world of work and
has a number of indicators including:


39              Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



Unemployment claimant counts of those aged under 60 (average of four quarterly
extracts) (DETNI); and

Incapacity Benefit recipients aged under 60 (August 1999).

Health Deprivation and Disability

The Health Deprivation and Disability domain identifies areas with people whose
quality of life is impaired by poor health and/or disability or whose life is cut short
by premature death and includes:

Standardised Mortality Ratios for men and women are ages under 75 (NISRA,
1995 to 1999); and

Drugs prescribed for depression or anxiety (CSA, August 2000).

Education, Skills and Training Deprivation

The central purpose of the Education Domain is to measure in as consistent a
way as possible the key educational characteristics of the local area that might
contribute to the overall level of deprivation and disadvantage. Indicators under
this domain include:

        Working age adults with no qualifications (1996-1999 aggregated LFSLA
         data at LGD level modified to wards); and
        Proportions of Years 11 and 12 pupils not in a grammar school (1999
         School Census, DE).

Geographical Access to Services

The purpose of this domain is to measure the extent to which people have poor
geographical access to certain key services and includes such indicators as:

        to a post office (General Post Office Counters, August 2000); and
        access to a library (Education and Library Boards, November 2000).

Social Environment

This domain seeks to measure deprivation in the social environment. Indicators
about crime and local area problems have been combined to measure local
conditions that reduce the quality of life and includes such measures as:

Recorded offences relating to burglary in a dwelling, common assault, criminal
damage etc. (data from RUC, 1998/99 and 1999/2000).

Housing Stress

The Housing Stress domain seeks to identify areas of unsatisfactory housing by
using indicators of „housing stress‟. This conceptualisation of the Housing


40                Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


Domain considers the condition of the housing itself, rather than the status of the
occupants and includes such indicators as:

Housing in disrepair (1996 Northern Ireland House Condition Survey); and
Houses without central heating (1996 Northern Ireland House Condition Survey).

The overall Multiple Deprivation Measure describes the ward by combining
information from all seven domains: Income, Employment, Health, Education,
Access, Social Environment and Housing. The bigger the Multiple Deprivation
Measure, the more deprived the ward. The most deprived ward according to the
Multiple Deprivation Measure is assigned a rank of 1, and the least deprived
ward, a rank of 566.




41              Regional City and capital Of The North West
         Derry city council - draft corporate plan 2002-2005
         Table Eleven: Multiple Deprivation Measures




                                                                                                                                                                      Rank of Health Domain
                                                                Income Domain Score




                                                                                                                                                                                                                                 Access Domain Score




                                                                                                                                                                                                                                                                                             Environment Domain
                                                                                                                                                Health Domain Score
                                                                                                       Employment Domain




                                                                                                                           Rank of Employment
                                          Deprivation Measure
                   Multiple Deprivation




                                                                                                                                                                                                                                                                        Social Environment
                                                                                                                                                                                                             Rank of Education




                                                                                                                                                                                                                                                                                                                                 Rank of Housing
                                          Rank of Multiple




                                                                                      Rank of Income




                                                                                                                                                                                                                                                       Rank of Access
                   Measure Score




                                                                                                                                                                                                                                                                                             Rank of Social
                                                                                                                                                                                              Domain Score




                                                                                                                                                                                                                                                                        Domain Score




                                                                                                                                                                                                                                                                                                                  Domain Score
Ward Name




                                                                                                                                                                                              Education




                                                                                                                                                                                                                                                                                                                  Housing
                                          Domain




                                                                                      Domain




                                                                                                                           Domain




                                                                                                                                                                                                             Domain




                                                                                                                                                                                                                                                       Domain




                                                                                                                                                                                                                                                                                                                                 Domain
                                                                                                       Score
Altnagelvin        9.55                   439                   16.62                 441              10.81               359                  .00                   278                     -.48           394                 -.44                  379              .07                  256                  .19            537
Ballynashallog     13.02                  381                   18.96                 406              11.24               338                  .75                   85                      -1.69          543                 -.42                  372              -.14                 316                  .20            522
Banagher           28.07                  153                   35.10                 158              14.15               184                  .00                   277                     .60            146                 1.38                  25               -.39                 378                  .23            395
Beechwood          43.92                  52                    49.70                 37               19.20               38                   1.12                  44                      .54            160                 -1.17                 526              .13                  238                  .25            343
Brandywell         70.95                  6                     69.15                 1                22.50               12                   1.74                  11                      1.96           11                  -.90                  493              .56                  136                  .20            498
Carn Hill          44.55                  49                    52.28                 29               17.27               80                   1.15                  42                      .96            79                  -.36                  353              .32                  181                  .21            476
Caw                36.78                  88                    39.66                 106              18.23               52                   .87                   66                      .44            184                 -.27                  325              .81                  94                   .19            531
Claudy             26.23                  170                   29.18                 239              15.87               115                  .31                   172                     .23            221                 .99                   77               -.20                 331                  .21            490
Clondermot         32.47                  117                   40.45                 102              18.01               57                   .51                   122                     .31            207                 -1.03                 513              .29                  191                  .21            473
Corrody            43.29                  58                    46.37                 61               18.17               54                   .83                   72                      .98            78                  .19                   235              .86                  87                   .24            268
Creggan Central    56.05                  22                    60.92                 11               20.97               25                   1.22                  33                      1.32           48                  -.72                  455              .06                  265                  .24            352
Creggan South      63.36                  13                    66.13                 5                21.28               20                   1.60                  18                      1.76           22                  -.65                  436              .03                  273                  .23            377
Crevagh        &   28.88                  147                   42.12                 88               15.75               122                  .39                   152                     .07            260                 .04                   252              .08                  255                  .20            528
Springtown
Culmore            29.48                  142                   41.37                 92               14.68               157                  .46                   136                     .40            191                 .27                   225              .28                  193                  .23            418
Ebrington          28.37                  151                   32.00                 191              16.05               107                  .88                   64                      -.30           358                 -1.38                 540              1.27                 39                   .28            215
Eglinton           14.13                  364                   20.56                 379              12.33               273                  .19                   210                     -.42           380                 .36                   204              -.30                 354                  .20            499
Enagh              31.26                  125                   37.30                 134              17.71               66                   .60                   103                     -.09           309                 .35                   208              .20                  220                  .21            492
Faughan            22.73                  223                   27.41                 265              14.84               145                  .37                   159                     .15            241                 .38                   200              .15                  231                  .21            469
Glen               46.16                  42                    49.29                 41               21.24               22                   .88                   63                      .63            140                 -.80                  477              .58                  132                  .24            356
Lisnagelvin        18.90                  275                   25.80                 294              15.21               137                  .07                   253                     .09            257                 -.99                  503              .44                  152                  .18            545
New Buildings      19.04                  272                   25.87                 293              14.28               176                  .28                   177                     -.24           342                 .23                   231              -.03                 282                  .22            456
Pennyburn          13.29                  379                   24.05                 326              13.26               234                  .01                   272                     -1.46          534                 -.55                  416              .53                  141                  .21            479
Rosemount          46.14                  43                    45.95                 63               21.26               21                   1.20                  36                      .69            124                 -1.27                 534              .58                  131                  .25            322
St. Peter‟s        60.18                  17                    66.31                 4                19.95               32                   1.16                  41                      1.77           19                  -.41                  369              .10                  246                  .23            426
Shantallow East    55.29                  23                    63.89                 6                17.31               77                   1.41                  24                      1.71           24                  -.55                  418              .21                  214                  .20            515
Shantallow West    53.11                  27                    58.43                 15               15.91               111                  1.69                  14                      1.47           33                  -.04                  271              1.10                 55                   .20            518
Strand             40.55                  65                    38.30                 122              19.22               37                   1.35                  29                      .14            244                 -1.78                 562              1.75                 9                    .23            378
The Diamond        61.50                  15                    55.92                 20               29.91               1                    1.37                  27                      .58            149                 -1.49                 547              1.61                 16                   .25            310
Victoria           58.29                  18                    57.77                 17               23.59               8                    .81                   75                      1.02           74                  -1.29                 535              1.92                 2                    .22            465
Westland           50.16                  31                    48.36                 45               23.40               10                   1.20                  37                      .71            118                 -1.48                 546              .32                  182                  .23            429



         (Data Source: Measures of Deprivation in Northern Ireland, June 2001)
         Note: The above report is based on the ward boundaries in place at the time of 1991 Census and some may now have changed.


         42                                                                                                                                                                       Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



As can be seen from the above table the most highly deprived ward in Derry,
with a ranking of 6 for Multiple Deprivation Measure domain is Brandywell,
with Altnagelvin attaining the best ranking of 439 out of the total of the 566
wards in Northern Ireland. It should be noted that there are also pockets of
high deprivation within a number of wards.

With regard to the individual domains, Derry as a whole ranked poorly.
Brandywell ranked 1st in the income deprivation domain, 11 th in the health
domain and 11th in the education domain out of the 566 wards in Northern
Ireland, with The Diamond ranking 1st in the employment domain.

Rank of access domain shows quite positive rankings for all of the wards of
Derry, with nine of the thirty wards ranking over 500, six ranking 400 or
above, five ranking over 300, eight over 200 and the remaining two ranked
below 200.

The aim of the Extent measure is to portray how widespread high levels of
deprivation are in a Local Government District (LGD). The measure only
includes LGD‟s that contains wards, which fall within the top ten percent of
the most deprived wards in Northern Ireland. As can be seen from the table
below Derry exhibits extremely high levels of deprivation at ward level, with
twenty of the thirty wards in Derry within the top 10% of most deprived wards
in Northern Ireland.


Table Twelve: Extent of Ward Deprivation
       Ward Name                Extent Score                   Rank of Extent
       Altnagelvin              .00                            136
       Ballynashallog           .00                            136
       Banagher                 .00                            136
       Beechwood                44.85                          42
       Brandywell               100.00                         1
       Carn Hill                .00                            136
       Caw                      20.27                          93
       Claudy                   .00                            136
       Clondermot               33.70                          57
       Corrody                  54.07                          32
       Creggan Central          100.00                         1
       Creggan South            100.00                         1
       Crevagh and Springtown   28.12                          71
       Culmore                  20.89                          89
       Ebrington                .00                            136
       Eglinton                 .00                            136
       Enagh                    36.89                          52
       Faughan                  18.00                          99
       Glen                     38.13                          51
       Lisnagelvin              .00                            136
       New Buildings            .00                            136
       Pennyburn                .00                            136


43          Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


       Rosemount                   53.75                    34
       St. Peter‟s                 100.00                   1
       Shantallow East             100.00                   1
       Shantallow West             62.37                    27
       Strand                      53.82                    33
       The Diamond                 100.00                   1
       Victoria                    100.00                   1
       Westland                    100.00                   1

(Data Source: Measures of Deprivation in Northern Ireland, June 2001)

Note: The above report is based on the ward boundaries in place at the time
of 1991 Census and some may now have changed.




44          Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


                                                           Appendix 2
ABOUT THE           TOWN      CLERK     AND     CHIEF     EXECUTIVE'S
DEPARTMENT


The Town Clerk and Chief Executive is responsible for the
management and operations of Derry City Council. He reports to the
Council at its monthly meeting and works with a team of officers to
deliver the services of Derry City Council.

He is also the principal advisor to the Council and the Mayor, and
with the Mayor he ensures that the Council fulfils its role of Civic
Leadership. In addition, the Town Clerk’s office processes the
Mayor’s programme and events.

In view of the Mayor’s busy schedule, it is essential that each
invitation is put in writing at least two weeks before the date of the
event. If necessary a member of staff from the Town Clerk’s office
will contact the relevant organisers and discuss the event in more
detail.

The Council is currently preparing its Corporate Plan for the period
2002-2005. This document will set out the Council's mission and
strategic aims and actions for the next three years.

The department employs 15 staff and will manage a budget of
£1,265,600 for the year 2002-2003. Projects/initiatives that will be
undertaken by the department over the next 12 months include:

        Implementation of the Corporate Plan

        Development of a business planning and performance
         management framework

        Implementation of the Equality and Best Value duties

        Lobbying on infrastructure and other issues of district and
         regional significance

        Develop a focus on increasing opportunities for female
         employees

        Development of policies to promote well-being of staff

        Implement arrangements for intra/inter department working
         and secondments

        Produce an employee handbook

        Conduct an audit of human resources and knowledge, skills
         and experience of staff


45            Regional City and capital Of The North West
 Derry city council - draft corporate plan 2002-2005


         To complete a training programme for staff with regard to
          communication skills and methods

         Introduce systems for management of attendance


 SERVICES PROVIDED BY THE TOWN CLERK AND CHIEF
 EXECUTIVE'S DEPARTMENT


 Corporate Management - The Town Clerk and Chief Executive is
 responsible for the management and operations of Derry City
 Council through the Council's Management team.
                           Management Team
                   Town Clerk and Chief Executive
                                    |
                                 City
                               Engineer
            City                                                Chief
  City              Director of Deputy Director       Chief
         Secretary                                             Building
Treasure            Recreation Town      of City Environmental
             &                                                 Control
    r               & Leisure Clerk & Marketing Health Officer
          Solicitor                                            Officer
                                 Chief
                               Executive


 The chart above shows the Corporate Management Team in Derry
 City Council. Each officer is responsible for a range of functions and
 has a considerable amount of delegated authority and
 responsibility. Chief Officers report to the Town Clerk and Chief
 Executive, who is leader of the Corporate Team.

 Personnel - This section of the department promotes equality of
 opportunity, fair employment and fair participation throughout the
 workforce and addresses human resource needs both at strategic
 (corporate) and operational (departmental) levels. This includes
 recruitment and selection; training and development;
 industrial/employee relations; management services and employee
 support services. In addition this section provides business support
 in the co ordination and implementation of Council's Corporate Plan
 and Equality Scheme.

 North West Region Cross Border Group - The Town Clerk and
 Chief Executive's department is responsible for the administration
 of the North West Region Cross Border Group which is made up of
 Derry City Council, Strabane District Council, Limavady Borough
 Council and Donegal County Council.



 46            Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


STANDARDS TO BE EXPECTED

        Efficient and effective management and operation of Derry
         City Council

        Provision of support that enables Council to fulfil its role in
         civic leadership

        Successful implementation of the Equality and Best Value
         duties, the Council's Corporate Plan and district/regional
         initiatives


CONTACT
Town Clerk and Chief Executive
Mr Cathal Logue, MA, BD, BCL, MILAM
Tel. 028 7137 6507
Fax. 028 7126 5448
Email - townclerk@derrycity.gov.uk




47            Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005



ABOUT THE CITY ENGINEER'S DEPARTMENT
The City Engineer's Department supports the management structure
and committees of Derry City Council with the provision, co-
ordination and administration of technical and environmental
services in accordance with relevant government legislation.

The City Engineer's Department further provides quality services to
the public in an economic and effective manner, and reviews and
revises, if necessary, corporate policy in harmony with the
Management Team.

The City Engineer in his position as Deputy Town Clerk is also
responsible for the City of Derry Airport.

The department employs 160 staff and will manage a budget of
£7,729,800 for the year 2002-2003. Projects/initiatives that the
department will undertake over the next 12 months include:-

        Implementation of North West Waste Management Plan

        Establishment and construction of 9 new Waste Recycling
         Centres at Culmore, Ballymagroarty, Creggan, Park,
         Newbuildings, Lettershandoney, Strathfoyle and Tullyally

        Disability access to Council facilities

        Templemore and Lisnagelvin Leisure centres - upgrading of
         changing facilities

        Cycling paths

        Prehen Changing Pavillion

        Access to the countryside - upgrading of pathways

        Armada Exhibition

        Extension to City Cemetery

        Glenowen Hydro-scheme


SERVICES PROVIDED BY CITY ENGINEER'S DEPARTMENT
Refuse Collection - Council is responsible for the collection of
domestic refuse, bulky refuse and commercial refuse.
Street Cleansing - The Council provides street cleansing for the
Derry District
Ground Maintenance - The Council also provides a grounds
maintenance service for parks and open spaces in the Derry


48            Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


District
Waste Disposal/Landfill Management - Council currently
provides and manages one Landfill site and 5 Civic
Amenity/recycling sites in the DCC area.
Waste Management Strategy - The Council is involved in the
development of a Waste Management Strategy in the district. This
is in association with the North West Waste Management Team.
Enforcement - Officers within the department are responsible for
the enforcement of legislation with regard to abandoned cars,
indiscriminate dumping and dog fouling.
Management of Travelling People Sites - Council currently
manages 2 sites in the DCC area
Environmental Campaigns - The Council undertakes ongoing
educational projects and campaigns that seek to raise the
awareness of local citizens in terms of environmental
issues/policies
Cemetery Provision/Management - Council provides and
manages 8 cemeteries within the DCC area
Maintenance of Lisahally Livestock Market
Management of Public Toilets - Council manages 4 automatic
and 2 attended toilet facilities in the DCC area
City of Derry Airport - The City of Derry Airport provides a
regional facility for the North-West and had over 199,500
passengers using the facility in 2001.
Provision of Cycle Paths/Walkways - The Council provides a
maintenance service for cycle paths and walkways in the DCC
Design and Project Management - The department designs and
manages Capital Projects for Council
Property Management - This department is responsible for the
management and maintenance of Council buildings
Administration Services - General administration service that
supports the external and internal functions of the department
Street Furniture - Council provides and maintains street and road
signage, bus shelters, litter bins, city centre tourism finger post
signs and hanging baskets in the Derry City Council area.
Street Name and Property Numbering - Services developers,
solicitors etc
Stores Management - The department is responsible for the
management of stores for all Council departments
Mechanical/Electrical Maintenance Service - The department
is responsible for the maintenance of all mechanical and electrical
facilities used by Council departments
Vechicle Fleet Management - The department is also



49        Regional City and capital Of The North West
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responsible for the management and maintenance of all Council
Vehicles
Energy Efficiency Schemes - Energy saving schemes carried out
within the Council's departments.

STANDARDS TO BE EXPECTED
        Quality service that incorporates appropriate safety
         standards

        Regular, efficient programmed services

        Prompt replies to all queries

        Friendly, caring service


CONTACT
City Engineer and Deputy Town Clerk and Chief Executive
Anthony McGurk, BSc, MSc, C.Eng, MICE, FIHT, MIWM
Tel: 028 7137 6534
Fax: 028 7136 3569
Email: cityeng@derrycity.gov.uk




50           Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005




 ABOUT THE BUILDING CONTROL DEPARTMENT
 The Building Control Department is responsible for ensuring that
 buildings, when erected, are safe, energy-efficient and easily
 accessible to users, including those who suffer from disabilities.
 The Department does this through the enforcement of the
 Northern Ireland Building Regulations. Some inspections of
 premises in connection with the issue of Entertainment Licenses
 are also carried out by the Department.

 The department employs 17 staff and will manage a budget of
 £562,200(£62,200 net after deduction of fee income) for the
 year 2002-2003. The following services are provided by the
 department:-


 SERVICES        PROVIDED        BY     BUILDING         CONTROL
 DEPARTMENT
 Examination of plans - submitted under the Building
 Regulations
 Inspection of building work
 Regularisation Certificates - retrospective approval of work
 Information & advice (Building Regulations) - Information
 provided on any aspect of a building regulations application
 Information & advice (Technical conditions of
 Entertainment licences) - Advice provided on fire safety
 aspects of design for premises that require a licence for public
 entertainment
 Property Certificates

 STANDARDS TO BE EXPECTED
        Reply to applicants within 21 days of receipt of Building
         Regulations applications

        Same day site inspections made when requests received
         before 10am

        Telephone requests/queries responded to at any time
         during normal working hours

        Flexibility in meetings with Building Control officers (on-
         site, Council offices, applicants office)



51          Regional City and capital Of The North West
Derry city council - draft corporate plan 2002-2005


        Specialist advice on fire safety aspects of designs for
         buildings



 CONTACT
 Chief Building Control Officer
 Mr Robert White
 Tel: 028 7137 6521
 Fax: 028 7126 0749
 Email: rwhite@derrycity.gov.uk
 Website: Extensive information about Building Control
 Services and the Building Regulations can be obtained
 from www.buildingcontrol.org




52          Regional City and capital Of The North West
      Derry city council - draft corporate plan 2002-2005



ABOUT THE CITY SECRETARY AND SOLICITOR'S DEPARTMENT
The Department provides core corporate, administrative and legal services
to the Council. This is achieved through quality professional advice,
representation and management, having regard to statutory requirements,
agreed policies and procedures and resources available, thereby seeking to
contribute to achievement of the Council's vision.

The department employs 28 staff and will manage a budget of £1,394,400
for the year 2002-2003. Projects/initiatives that are to be undertaken by
the department over the next 12 months include:
      Drawing up Performance Improvement Plan for the following
       departmental services:

           o   Legal Services

           o   Licensing

      Implementing a new regime for street trading pursant to the Street
       Trading Act (NI) 2002

      Staff Development Programme

SERVICES PROVIDED               BY   CITY   SECRETARY    &   SOLICITOR'S
DEPARTMENT
Legal Services
Committee Administration

Facilities Management of Premier Civic Buildings

Various Licencing and Regulatory Functions
District Registration of Births, Deaths and Marriages
Members' Services
Liaison with Planning Service
Processing of Property Certificates
Elections
Various Corporate Administrative Services
District Policing Partnership




 STANDARDS TO BE EXPECTED



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     All correspondence and enquiries from individuals, outside bodies
      and their legal representative dealt with in an efficient, prompt
      and friendly manner

     All licence applications and queries dealt with in an efficient
      manner that meets statutory requirements

     All complaints from members of the public will receive a response
      on the same day

     All visitors to, patrons and users of the Guildhall and the Council
      Offices will be received with courtesy, care and consideration



CONTACT

City Secretary and Solicitor
Damien McMahon LLB
Tel: 028 7137 6514
Fax: 028 7136 8536
Email: legal@derrycity.gov.uk




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 ABOUT THE ENVIRONMENTAL HEALTH DEPARTMENT
 The Environmental Health Department aims to facilitate the
 provision of a cleaner, safer and healthier place to live and
 work, and the development of a more responsible and aware
 public, conscious of the health and environmental impacts
 associated with behaviour and lifestyle.

 The department employs 28 staff and will manage a budget of
 £1,051,000 for the year 2002-2003. Projects/initiatives that will
 be undertaken by the department within the next twelve months
 include:
        Stage 2 Air Quality Review and Assessment

        Health & Safety Information and Advice Centre at Central
         Library, Foyle Street

        Seminars: Forklift Truck Safety

        European Week of Health and Safety

        Under Age Smoking

        Health Promoting Schools Award

 SERVICES PROVIDED             BY   ENVIRONMENTAL        HEALTH
 DEPARTMENT
 Food Control/Infectious Diseases Team - Inspects all food
 premises; investigates all food complaints; provides education &
 training for food handlers; samples foods for analysis; provides
 support to WHSSB on food poisoning outbreaks and certain
 infectious diseases.
 Health & Safety/Consumer Safety Team - Enforces H & S
 legislation; investigates accidents; provides Health and Safety,
 Home Safety and Consumer Safety advisory service; deals with
 alerts regarding unsafe Consumer goods.
 Pollution Control Team - Deals with complaints regarding air
 pollution and commercial and industrial noise pollution: monitors
 air pollution, swimming pools and environmental radiation;
 provides advice on a wide spectrum of environmental matters;
 authorises and regulates industries capable of causing air
 pollution.
 Public Health Protection Team - Responds to complaints
 regarding dogs, pests, public health nuisances, domestic noise
 complaints & illegal evictions.




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 STANDARDS TO BE EXPECTED

         Inspections of food premises in accordance with Food
          Standards Agency Codes of Practice

         Health and Safety inspections in accordance with Health
          and Safety Local Authority Unit recommendations

         Response to complaints and other notifications/ alerts
          within nationally agreed timescales

         Response to planning consultations within the time
          specified by the Local Planning Office

         Procurement of a minimum of 250 chemical and 200
          bacterial food samples per year

         Immediate response to complaints of attacks by dogs on
          people or livestock


     CONTACT

     Chief Environmental Health Officer
     John Meehan, DipEH, MCIEH
     Tel: 028 7137 6509
     Fax: 028 7126 6009
     Email: John.Meehan@derrycity.gov.uk




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 ABOUT THE RECREATION AND LEISURE DEPARTMENT
 The Recreation and Leisure Department is committed to
 providing opportunities for all of those living, working and
 visiting in the Council area to enjoy quality leisure facilities and
 programmes. The Department also encourages the growth of
 community involvement and development.

 The department currently employs 150 staff and will manage a
 budget of £6,447,900 for the year 2002-2003. Current initiatives
 that will be undertaken by the department in the year 2002-
 2003 include:
        The development of the Cultural Strategy

        A strategic review of Leisure Services

        The Review of Grant Aid Policy

        The provision of a community support plan


 SERVICES PROVIDED BY THE RECREATION & LEISURE
 DEPARTMENT


 Leisure Centres - The Council provides and manages six
 leisure centres within the Derry City Council area. These
 include: Brooke Park, Templemore Sports Complex, City
 Swimming Baths, Lisnagelvin Leisure Centre, Brandywell Sports
 Centre and St. Columb's Park. It encourages participation in
 sporting and recreational activities.
 Visual Arts - The Council also has an extensive Visual Arts
 facility, which is housed in the Orchard Gallery. It also supports
 the development of new work throughout the City.
 Performing Arts - The Council provides funding to support a
 range of performing arts initiatives.


 Heritage and Museums - The Council provides and manages
 five Museums and Heritage Centres within the Derry Area which
 include, The Tower Museum, The Harbour Museum, The
 Workhouse Museum, Amelia Earhart Centre and Foyle Valley
 Railway Museum. In addition it provides advice on matters of
 historical interest and will continue to develop the heritage
 product to include interpretative presentations on Emigration,
 Transport and recognition of the Walled City on a world
 platform.



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 Community Development - The Council provides resources
 that develop and support programmes that empower the
 community and voluntary sector in the Derry City Council Area.
 These include programmes such as Sports Development,
 Community Relations, Women's Programme, Community
 Development and Arts in the community.
 Festivals and Events - The Council provides and promotes
 Festivals and special events each year. These include the St.
 Patrick's Day Festival, Halloween Festival, Walled City Festival,
 City of Derry Jazz and Big Band Festival and sporting events of a
 national and international nature.
 Parks and Open Spaces - The Council provides and maintains
 a network of parks and open spaces throughout the Council
 area.

 STANDARDS TO BE EXPECTED

        The provision and management of leisure and sports
         facilities and a network of parks and open spaces within
         the Council area

        The organisation and encouragement of usage of cultural
         and heritage facilities in the area

        The provision of community sports and arts programmes
 The encouragement of self-sufficiency in local voluntary groups
 and the support of community effort by Grant Aid



 CONTACT
 Director of Recreation and Leisure
 Mr Jim Sanderson
 Tel: 028 7137 6528
 Fax: 028 7137 0080
 Email: recreation@derrycity.gov.uk




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 ABOUT THE CITY TREASURER'S DEPARTMENT
 The Department aims to provide an efficient, effective and
 economic service to Council and its associated organisations, i.e.
 Derry Investment Initiative, Derry Visitor and Convention
 Bureau and Local Strategy Partnership, in accordance with
 statutory requirements and approved professional standards. In
 this manner Council expenditure is properly monitored and
 controlled and gives value for money and accountability.

 The department employs 22 staff and will manage a budget of
 £600,600 for the year 2002-2003. The projects/initiatives that
 will be undertaken by the department over the next year
 include:-
        The implementation of a new financial system and payroll
         system,

        A centralised purchasing system

        A new fixed assets system

        Counter Fraud and Corruption Policy

        Risk Management Strategy


 SERVICES PROVIDED             BY    THE   CITY    TREASURER'S
 DEPARTMENT


 Financial Services - Provision of financial services for
 Councillors, Employees and suppliers
 Treasury Management - Management of short-term and long-
 term cash flows for Council
 Financial Planning & Control - Management Accounting
 Function
 Information Technology Management - Management and
 support of IT systems for all departments
 Internal Audit - Audit and advisory function
 Insurance and Risk Management - Including claims handling
 and investigations




 STANDARDS TO BE EXPECTED



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        An efficient and effective financial service for Council and
         staff in accordance with professional standards and
         statutory requirements.

        A steadfast management information system that
         facilitates the regular monitoring of Council expenditure,
         ensuring value for money for ratepayers

        Rates estimates prepared annually on the basis of Council
         Policy for each service, in order to fix the District Rate for
         the incoming year

        Statutory accounts prepared annually in accordance with
         SORP "Code of Practice on Local Authority Accounting in
         the United Kingdom 2000"

 CONTACT


 City Treasurer
 Mr Joe Campbell FCMA, MSC
 Tel: 028 7137 6526
 Fax: 028 7126 0359
 Email: finance@derrycity.gov.uk




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 ABOUT THE CITY MARKETING DEPARTMENT

 The City Marketing Department develops and delivers quality
 services to enhance the City's role as the Regional Centre for the
 North West, through strengthening links between the City and
 it's regional hinterland, creating opportunities for economic
 advancement and through promoting awareness ot the area's
 achievements and it's local, regional and international strengths.

 The Department has a corporate role providing marketing and
 communication services to other Council Departments and
 assisting in developing and maintaining the external perceptions
 of the City Council as a dynamic, efficient, caring and effective
 local authority.

 The department employs 22 staff and will manage a budget of
 £1,333,000 for the year 2002-2003. Projects/initiatives that will
 be undertaken by the department over the next 12 months
 include:
        Corporate Marketing Strategy

        Communications Strategy

        City Marketing Strategy

        Regional Marketing Strategy

        Walled City Cultural Trail

        North West Business Information Portal

        Implementation of a £4.6 million Economic Development
         Action Plan

        Development of a prospectus to promote the Walled City
         as a centre for creative industries

 The department works with four strategic Partnership
 Organisations, which include the following organisations:

        Local Strategy Partnership

        Economic Development Advisory Panel

        Derry Investment Initiative

        Derry Visitor & Convention Bureau

        City Centre Initiative



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        Higher and Further Education Partnership

        Walled City Partnership

        ACCORD - EQUAL Programme

        BusinessInformationPoint.com

        ERNACT EEIG

 SERVICES PROVIDED                 BY   THE   CITY     MARKETING
 DEPARTMENT
   Marketing & Communications - Provides a range of
 marketing and communication services and initiatives that
 facilitate the promotion of Derry City at local, national and
 international levels. This service also develops marketing and
 communication programmes that promote Derry City Council.
  Economic Development - Develops the role, influence and
 impact of Council in the field of Economic Development through:

        the initiation, implementation and monitoring of Council's
         Economic Development Strategy and Action Plan;

        the initiation, implementation and monitoring of Council's
         Tourism Development Strategy and Action Plan;

        the development of programmes and partnerships for the
         promotion of Inward Investment, Small Business
         Development, Tourism Development, and Urban and Rural
         Regeneration;

        the management of local development initiatives and other
         EU programmes

        the provision of advice and information, and advising on
         Council's policy on economic and local development issues


 STANDARDS TO BE EXPECTED

        The provision of a marketing and communications service
         to other Council Departments that will assist in the
         development and maintenance of first-class external
         perceptions of Derry City Council

        Proactive encouragement of inward investment and
         economic development in the City Council area

        Development and implementation of ongoing tourism
         programmes that encourage visitors who come to stay


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         longer and return more often

        The provision of an efficient marketing and communication
         service that will ensure that the city, its attractions and
         facilities are effectively promoted on a local, national and
         international level



 CONTACT
 Director of City Marketing
 Gerard Henry, BSc (Hons), DHS
 Tel. 028 7137 6503
 Fax. 028 7126 4858
 Email - citymarket@derrycity.gov.uk




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                                                                    Appendix 3
                                   Best Value
What is Best Value?

Best Value is a review methodology which the Council used over the last 3
years to examine and make improvements in its services. This approach
which took into consideration issues such as efficiency, economy efficiency,
equality and the environment is based on four elements namely: -

       COMPARE – how do others provide the service is there anything we can
        learn from this?

        CHALLENGE – why and how we provide services

       CONSULT – what do the public and users think of the service and how it
        can be improved

        COMPETE – by providing cost efficient, quality services.


The Review Programme
In Year One of our Best Value programme, we examined seven services and
reported the results of our reviews in our publication:

“Improving Our Services: Best Value Corporate Improvement Plan 2000-
2001”.

During the period 2000-2002 we have reviewed a further 23 services namely:

       Environmental Health
       Economic Development
       City Treasurer‟s Department (Financial and Risk Management Services)
       Corporate Management
       Personnel Services
       Marketing and Public Relations
       Corporate Administration
       Council Offices
       Recreation and Leisure Administration
       Community Services
       City Engineer‟s Administration
       Central Stores
       Brookhall Nursery
       Pennyburn Depot Security Services
       Building Control
       Design and Project Management
       Street Furniture Services


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    Environmental Promotions and Awareness
    Registration of Births, Deaths and Marriages
    Plant and Mechanical Maintenance
    Electrical Maintenance
    Guildhall

One other service – the City of Derry Airport, was also independently
reviewed during this period.


The Review Process

Service reviews were carried out by the relevant Chief Officers and Service
Managers in conjunction with the Council‟s Best Value Co-ordination Group,
the Council‟s Best Value Sub-Committee and the relevant standing
Committees of the Council.

Both the sub-committee and the Co-ordination Group provide a robust
challenge to the service ensuring that all issues were examined as part of the
review. Targets and Action plans were also produced to implement the
recommendations of each review and deliver improved performance.

Key Action Plan Elements
Arising out of each Best Value Review an action plan (over a 5 year period)
was prepared, setting out what we are going to do to achieve our targets. An
example of a key action in each of these service plans is set out below:

Service                          Key Action Plan Elements

Financial Services                 Produce Abstract of Accounts by 30th
                                   June each year by ensuring quicker
                                   closure of Financial Systems after 31st
                                   March each year

Insurance/Risk                     Develop a Risk Management Strategy
Management Services

Marketing and                     Finalise Corporate Marketing and
Communications                    Communications Plan

Economic Development               Publish 5 year strategy and action plan

Sports Development                    Develop a Recreation and Leisure
                                  Strategy


Community Services                 Review grant aid policies and procedures




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Personnel Services               Develop and introduce, where practicable
                                 mechanism to provide opportunities for
                                 staff to broaden their experience

Corporate Administration         Improve procedures for Council and
                                 Committee meetings

Council Offices                  Provide training in communication with
                                 people with a physical / learning disability

Corporate Management             Prepare a Corporate Plan for the Council
                                 for the period 2002-2005

City Engineer‟s                  Introduce new I.T. facilities / tools
Administration

Pennyburn Stores                 Introduce arrangements for outsourcing /
                                 Just-In-Time stock supply systems

Environmental Health             Achieve Environmental Management and
                                 Audit Scheme (EMAS) accreditation

Brookhall Nursery                Close nursery facility

Pennyburn Depot Security          Review of arrangements regarding Mayor
Services                         / Deputy Mayor engagements

Design and Project               Establish policy and procedures on
Management                       tendering, appointment of consultants,
                                 complaints, client feedback and financial
                                 management

Street Furniture Services        Explore and develop public private
                                 sponsorship for street furniture services

Building Control                     Introduce system for electronic
                                 submissions of Building Regulations
                                 applications

Environmental Promotion          Ensure all schools get visit / presentation
and awareness                    on yearly basis

Plant and Mechanical             Design contactor inspection process
Maintenance and Electrical
Maintenance

Registration of Births           Implement electronic / card payments
Deaths and Marriages                  systems

Guildhall                        Refurbishment of facility including review
                                 of access arrangements


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Monitoring Performance

A key element of improving services is monitoring how we perform. Derry
City Council recognises the importance of monitoring our services on a
regular basis and is setting up systems to collect information using
Performance Indicators

What are Performance Indicators?

Performance Indicators are measures that are set either by ourselves or the
Department of Environment. They are monitored to ensure that we provide
services that are efficient, accessible, of good quality and which meet our
customers needs and the Council‟s objectives.

What is our Current Performance?

Each year we publish Performance Indicators for those services which were
subject to the Compulsory Competitive Tender process under the „Service
First‟ initiative (formerly Citizen‟s Charter).

‘Service First’ Indicators for the financial year 1999/2000.
 We:
  Collected domestic refuse from approximately 37,458 properties weekly
    and commercial refuse from approximately 936 premises at a net cost
    £25.94 per head of population for domestic properties and a surplus of
    £11.78 for commercial premises.
  Missed 88 household waste collections per 100,000 collections
  Put 100% of missed collections right by the end of the next working day
  Spent a net cost per head of populations of £10.74 on street cleansing
    activities
  We maintained 294 hectares of parks and open spaces at a net cost of
    £5.10 per head of population

In addition, the Council has a number of „General Health‟ Indicators which
help provide an overview of our services and how well we are performing

Performance Indicator       1997/8          1998/9        1999/2000           2000/1

Net cost of Council
Services per head of       £149 .78        £158.80          £159.72           £162.17
population
Level of resident                                             65%               75%
satisfaction with                                          fairly/very       fairly/very
Council Services                                            satisfied         satisfied
% working days lost
due to absenteeism          6.85%           7.71%           7.59%              6.6%




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5.94
    per head of population for domestic properties and a surplus of £11.78 for
    commercial premises.
  Missed 88 household waste collections per 100,000 collections
  Put 100% of missed collections right by the end of the next working day
  Spent a net cost per head of populations of £10.74 on street cleansing
    activities
  We maintained 294 hectares of parks and open spaces at a net cost of
    £5.10 per head of population

In addition, the Council has a number of „General Health‟ Indicators which help
provide an overview of our services and how well we are performing

Performance Indicator        1997/8           1998/9         1999/2000             2000/1

Net cost of Council
Services per head of        £149 .78         £158.80          £159.72             £162.17
population
Level of resident                                                65%                 75%
satisfaction with                                             fairly/very         fairly/very
Council Services                                               satisfied           satisfied
% working days lost
due to absenteeism           6.85%            7.71%            7.59%                6.6%


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