Annual Service Plan 2012/13 and Performance Report

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Nov 21, 2013 (3 years and 11 months ago)

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Annual Departmental Plan

v1



Annual Service Plan
2012/13 and
Performance Report

Economic Development
Section






Derry City Council


Annual Service Plan &

Performance Report v0.1

Page
2






Economic Development Service




Annual
Service Plan
201
2
/1
3 and Performance Report





1

Section One: Foreword


This
is the Plan for 20
1
2
/1
3

for the
Economic
Development Service

of Derry City Council.


This plan helps ensure that our services are accountable, planned and clear, and that our
performance is measured. It also helps us deliver the Council’s mission and stra
tegic
outcomes set out in our Corporate Plan

2011/15
.


It provides an overview of the work that we have undertaken in 2011/12 and provides
details on our improvement objectives for 2012/13 along with how the Economic
Development Section will contribute to the delivery of the Council’s Corporate Plan and
Scorec
ard.


2011/12 saw the delivery of a number of important initiatives, including:




Securing £2.5m of external NITB funding towards the Guildhall Restoration
Project



Securing £1.4m of NITB funding towards the implementation of the Walled City
Lighting Str
ategy and the commencement of the project



The completion of the
Accommodation Audit

& delivery of two sectoral
workshops to support the Council’s UK City of Culture Infrastructure Group



Management & delivery of the NI Rural Development Programme within th
e
DCCA
,

resulting in £1.
09m of
external funding
commitment & investment to
rural projects



The
submission of
three
applications, in conjunction with community partners,
to the Rural Development Programme’s Rural Villages Measure and achieving a
stage I pass



The
successful
completion
of
Digital Derry Phase 1



Closure of the Peace III Phase 1
North West
with 96% spend achieved



The
delivery of economic development initiatives and support to third party
organisations as part of the annual Economic Development Pla
n




The delivery of
a programme of support for those unemployed through the
Kickstart To Work programme


For 2012/13, we have identified a number of improvement objectives and an action
plan which includes:

Annual Service Plan &

Performance Report v0.1

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3




Implementation of

the UK City of Culture and Clipper Business Opportunities
programme



A

review of all 3
rd

Parties funded fro
m the Economic Development budget in
line with
the implementation of an impro
ved monitoring and reporting sys
tem



Enhanced

m
arketing and promotion
of

e
co
nomic d
evelopment activit
i
es to
improve engagement and awareness



Roll out of
£3.9
m

PEACE III
Phase II

for the North West
to 2103.
An additional
£700,000 for a capital legacy programme

secured & £133,000 for the Fleadh
Choil Na Eirean
.



Maximisation of
external funding resources


Full

details are provided in the Improvement plan set out in Section 4 and in our Scorecard
at Appendix 2.






















________________ _______________

Strategic
Director






Head of Service
Annual Service Plan &

Performance Report v0.1

Page
4



2

Section Two: Service Profile /Summary



2.1

Services Provided


The Council’s role in supporting and promoting economic development is a key
priority to make Derry a better

place in which to live, work and do business.

In line wit
h the strategic vision for the City’s

continued
economic growth and
prosperity, as identified in the One Plan and the NI Regional Development Strategy,
Council’s Economic Development activities span across
six ke
y thematic ‘economic
drivers’:




Business & E
nterprise/Inward Investment

-

Business start
-
up and development activities to support the
creation and growth of small to medium
sized
enterprises

-

S
trategic targeting of key sectors to support and increase
inward
investment




Developing People

-

Employability
and skills development by ensuring resident
s

skills
match

the needs of the economy


-

Improving
access
ibility

to employment opportunities

for

those
most
further
from the labour market

-




Tourism Development

-

Delivering and supporting a range of tourism development actions





and initiatives
(infrastructure; product development; policy; visitor



management)
that contribute to grow the tourism economy by 8%




p.
a. in line with the Council’s Tourism Development Strategy




City Centre Economic Renewal

-

Promoting the economic vitality and viability of the City Centre as a



key commercial and retailing location through a series of targeted


interventions t
o include
;

city centre management; physical renewal;


market development
; policy development & implementation





Rural Development

-

Promoting the growth and development of the Council’s rural




economy through maximising external funding
opportunities;



programme delivery and supporting existing rural development

activity




Enabling strategic Policy and infrastructure

-

Maximise
opportunities

for external funding and make

bids

-

Project management of s
ocial, economic and physical
regeneration

programmes

-

Influencing strategic local, national and European policy


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Performance Report v0.1

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5


These economic drivers incorporate the range of activities considered appropriate to
address specific identified needs

within the Derry City Council a
rea

whilst
complementin
g the wider offering at regional and national level
. Under each of
these drivers
as outlined above
are a range of services and activities that the
Economic Development Section will deliver to contribute to the delivery of the
Council’s strategic
themes an
d
objectives

as outlined in the Corporate Plan.


Effective partnership working form
s

a core component of the
activities and
services
provided

by the Econ
omic Development Section.

This

partnership model will seek

to build upon and develop further, relatio
nships with a range of strategic
stakeholders across the public, private and community sectors in ensuring
maximum
delivery and impact.



2.2

Purpose of
S
ervice


To
work in partnership to
promote economic growth

and prosperity

through
im
proved business compe
titiveness

targeted at key sectors,

to create
sustainable

local

employment

opportunities
.


To support individuals through the development of new skills and building of
confidence coupled with up
-
skilling and re
-
skilling of the local workforce on the type
s
of skills that employers will require
d

in the future
.



Developing, influencing and shaping policy
(local, national and European)

that
seeks

to promote the City as a key regional economic capital for the North West of Ireland
along a number of priority t
hematic/sectoral areas


To promote the City’s physical regeneration through the design and delivery of
Council
-
led projects (ie Guildhall Restoration,
Walled City Lighting Strategy,
City
Centre Physical Renewal Scheme) and
financial
support for other key i
nitiatives
including
the Townscape Heritage Initiative and Built Heritage Programme



To
lead in the

C
ity
’s vision as a vibrant and
forward looking R
egional
C
apital,

through developing regional, national and international
initiatives that seek to
maximise
external
funding a
nd investment opportunities.



2.3

Service
P
riorities and
O
bjectives



Within
the overall

policy context, significant
baseline
research
has assisted
Council
to

identify,
prioritise

and address

the

local

needs
,

within each of the

six economic
drivers
.
The service provided by economic Development
therefore
takes co
gn
iz
ance
of

the current challenging economic climate
that
has impacted upon our
neighbourhoods, City Centre and the expansive rural district.



Within this context, t
he Ec
onomic Development service is delivered to ensure
maximum alignment with a number of key
national, regional and local
strategic
policy documents
namely Programme for Government, NI Economic Strategy, NI
Annual Service Plan &

Performance Report v0.1

Page
6


Investment Strategy, NI
Regional Development Strategy,
NI Draft Tourism Strategy
2020,
DSD Neighbourhood Renewal Strategy,
DCC Corporate Plan, The One Plan
,

City Retail Strategy, DCC Tourism Development Strategy, Digital Derry Strategy,
Riverside Masterplan
.


Access to, and max
imising external funding sources
,

such as RDP, PEACE
INTERREG

and other
EU is

fundamental
to
successful
service delivery in a climate
of

dwindl
ing public sector finances
. In addition, influencing future EU structural
funding
post 2013 is a priority

to support the area’s

regeneration and economic
recovery.



High level priorities/objectives
;




To work in partnership

and provide leadership

to

stakeholders in order

achieve the economic development priorities established for the Council area

as identifie
d in the One Plan

as well as contribute to the delivery of the
identified catalytic projects.




To c
onsolidate and strengthen the City’s

designation as the

Regional Capital
for the North West





To maximise

external
funding
& investment
opportunities

to contribute to
economic growth

and prosperity




To d
eliver as lead partner on the catalytic programme of accelerating the
growth of the tourism and cultural economy




To contribute to
a joined
-
up approach to employability to ensure that
individuals ,
including those most disadvantaged can enter, sustain and
progress in the labour market




To capitalise on Council’s
physical
assets as a catalyst for local economic
&
community regeneration, through the design and delivery of
b
espoke

development partnership models that deliver investment &
facilitates

in areas
where there is need




Develop, influence and shape economic development and regeneration
orientated policy at a national, regional and local level.




Maximise the economic develo
pment opportunities arising from UK City of
Culture 2013 within key sectors



2.4

Summary of Resources



2.4.1

The
service
has a net budget
of £
1,
073,100

representing
2.8
% of the
Council’s overall net expenditure budget of £
37,281,900
for

the
201
2
/1
3

year. The majo
rity of the
Service’s

costs relate to
the delivery
Annual Service Plan &

Performance Report v0.1

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7


of economic development orientated projects in terms of direct project
management, provision of match funding to secure external grant
support and financial assistance to third party
organisations

delivering
projects aligned to the main economic driver themes contained in the
annual Economic Development Action Plan
,
and

as indicated by the
table below.



Financial Resources

Budget Description

Last year’s
budget
(
2011/12
)

£

Budget

2012/13


£

Salaries


338,741.97


430,875.16
1

Rent & rates

-

-

Insurances

2,800

2,800

Telephone, stationery, computer
maint
enance
. etc


9634.20


7,300

Training travel Protective clothing

13,331.69

11,500.00

Conferences

247.89

2,000.00

General materials

-

-

New
equipment / Maint
enance

of
equipment

19,633.49

19,000

Publicity & promotion



Recoupment Income

19,000

19,000

Grants



3,700,018


4,
202,311
2

Other (
E
conomic Development

initiatives/activities/projects

which
includes provision of financial support to
3
rd

party organisations delivering
programmes aligned to the annual ED
Action Plan.
)


682,510.76


603,524.84
3

Total

4,785,918

£5,298,311


In relation t
o the Economic Development Service

and the budget outlined
above it incorporate
s

the
following
functions:



Tourism

Development



Social,
E
conomic &
P
hysical Regene
ration

(including City Centre)



Business

Development



Inward Investment



Skills


Kickstart

To Work



Rural Development

Programme



Peace III





1

Increase in salaries is due to a new post of Trade & Inward Investment Officer and associated
increase in existing staff costs

&

additional temporary project staff

2

Increase in grants income is attributed to DETI LED grants

3

Reduction in ‘Other Economic Initiatives…’ is due to increased requirements for match funding.

Annual Service Plan &

Performance Report v0.1

Page
8



The core budget of Economic Development
of £1,
066
,900 11/12
provide
d

by
rates
primarily
supports staff
, running costs and under
.

Other ED
programme commitments
and
funding
to
partners to deliver on our behalf.


Within the context of the annual Economic Development Plan, financial
support is awarded to
a number of partner organisations in the form of
revenue/project support. Many of these organisations rely heavily on funding
through the Economic Development Programme so as to deliver their
services/functions as well as draw down other sources of extern
al funding.
Therefore, the support provided by Council’s Economic Development
Programme to many 3
rd

party organisations
attracts leverage from other
funders. Partnership organisations that received funding from Council’s
Economic
Development

Programme

i
nclude
;

ERNACT
;

C
ity
C
entre
I
nitiative
;

Walled City Partnership, Rural Area
Partnership

in Derry,
Museum of Free
Derry; St.Columb’s Cathedral; St. Augustine’s Church; Apprentice Boys
Memorial Hall Museum; Aras Colmcille
.



Due to the nature of the
activi
ties
/services delivered by the Economic
Development Section
the majority of the
Economic Development
budget
to
deliver on actions, activities and services
is
derived
from external grant aid

of
£
3,700,018 in

2011/12 and projected at £4,202,311 in 2012/13
. This grant aid
is sourced from
the European Social Fund
,
NI
Rural

Development
Programme, DETI

European Sustainable Competitive Programme
,

and
Interreg

IVC
. I
n addition,
as the Peace III secretariat resides

within Economic
Development this

grant aid
is a
lso incorporated

into this

budget
.

This grant
aid includes salaries, overheads and project promoter programme costs.




2.4.2

Currently there are
2
7

staff
within the service, broken down as follows



Workforce Profile

Grade
4

No (& %)

Male

No (& %)

Female

No (&
%)

With a
disability

Total

No. (& %)

Former Manual

-

-

-

-

Scales 1
-
6

1

9

-

10

JM

1

9

-

10

MM and above

2

5

-

7

Totals

4

2
3

-

2
7


2.4.3

An organisational structure for

the
service
is

provided
at

Appendix 1.


2.4.4

In addition, to the above resources, the service also utilises the
physical
assets associated with office accommodation and a mobile
vehicle used to deliver the Kickstart To Work Programme.

In addition,



4

Subject to change in light of Single Status Agreement implem
entation

Annual Service Plan &

Performance Report v0.1

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9


the Economic Development Section has previously deli
vered a £1m
restoration project to the Council’s Old City Fire Station in Hawkin
Street thereby enhancing the value of this physical asset to Council.
Also, the Section rents three units

within the Craft Village
to
accommodate the offices of the

Walled Ci
ty Partnership and City
Centre Initiative



as part of its commitment to th
e City Centre
Economic Renewal.
Council has invested in, and holds a stock of
quality market stalls that are used as part of the Walled City Market to
support market activity and g
enerate footfall within the City Centre.




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Performance Report v0.1

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10


3

Section Three: Strategic Assessment



3.1

Baseline Assessment of Service


Meeting Customer Expectations


The nature of the Economic Development Service is such that its customers
are primarily private, public and

voluntary organisations. There is limited direct
front line customer interfaces as opposed to other services within the Council.


However, there are some initiatives delivered that involve public interaction in
terms of tourism development orientated events & activities (Summer
Animation Programme; Culture Nights; Guildhall Craft Fair; Irish Walled Towns
Weekend) the monthly Walled C
ity Managed Market as well as the labour
market engagement activities centred around the KickStart and ILM initiatives.
The Section will continue to monitor the impact and audience numbers
attached to each of these initiatives as part of its improvement m
anagement
processes.


Notwithstanding

this, the Economic Development Section endeavours to build
and promote partnerships with its ‘customers’ to accelerate economic impacts
within the wider Council area as a destination City and Regional hub. The
ann
ual Economic Development Plan is an articulation of our proposed
partnership activities that seek to deliver on the expectations of our partners
and elected
members
. The

plan incorporates the
economic development
actions as proposed in the Equality Scheme
for Derry City Council 2
0
11
-
2015



Meeting Service Objectives


The following objectives / targets were identified in the Annual Departmental
Plan 2011
-
12. The table below summarises performance and outcomes for
each objective/ action/ target identified:


Objectives

Progress

Driver 1: Business and Enterprise/Inward
Investment


To facilitate the formation and growth of
new business:



Successful completion of Enterprising
Derry programme to March 2012 with all
milestones and outputs exceeded



Successful
completion of Digital Derry to
March 2012 with all milestones and
outputs exceeded



City Of Culture maximizing Business
Opportunities Programme Funded and





Targets exceeded
.
T
erms of
Reference

being drafted for e
valuation to be being
commissioned.


Target exceeded.
Evaluation
commissioned

to infor
m phase 2 2012/13
.

Letter of Offer received March 2012 for
£946,472
. Delivery has commenced on
Annual Service Plan &

Performance Report v0.1

Page
11


Delivery underway


Funded through
ERDF Sustainable Competitiveness




Support emerging actions within
the
regeneration plan to maximise
opportunities and diversify/grow the
local business base



Continued promotion and maintenance
of
www.whatsonderrylondonderry.com

CoC business engagement events, launch
of a pr
ocurement portal and Clipper trade
programme
.

City of Culture, Skills Directorate, Digital
Derry, Eco City

supported.



Website has transferred to City Marketing,
responsibility for business input continues
to be populated by ED staff.


To encourage innovation and improved
productivity foster more collaboration
between our educational facilities and
business community



£2.6M Smart Region Project
(International Connectivity) funded
through INTERREG IVA and underway



Successful completion of

C
-
TRIC
Programme to March 2012 with all
milestones and outputs exceeded



Successful delivery of the CO2FREE
project (Cooperating to Foster
Renewables and Energy Efficiency) to
ensure action plan in place for delivery of
Enterprise elements of the eco
-
city
catalytic project within the Regeneration
Plan









Wireless Mesh opened up to Commercial
Partnership Opportunities






3
Café Scientifique events to be
supported






SEUPB commissioned
EA
complete
,
project

to be presented to Monitoring
Committee

Targets
achieved
.

Final year’s programme
to be i
ssued & Council’s ongoing
underwrite

to project being considered

Consultants have been appointed to draft
Action Plan.

The primary areas of good
practice that meet the aims of Derry’s ‘Eco
city initiative’ include the following;

• Cleaner production in the tourism
industry and its supply chain

• Biomass energy supply chain

• Wider implementation of smart meter
and pilot
ing of smart grid technologies

• Supporting research growth within the
Higher Education sector in Derry

• Supporting electric vehicle pilots in the
area.

Discussions continue with potential
providers & the likelihood of
commercialisation will increase wi
th a
further investment in
extension of
infrastructure for Clipper
.


DCC financial support not required.

To retain existing businesses and jobs
through improved competitiveness



Arrangement for legacy programmes

to
follow the completion of projects that
will cease March 2012.



In place

through the CoC and Clipper
Business Opportunities programme


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Performance Report v0.1

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12




Work in partnership with ERNACT to
promote business development and job
creation in the ICT sector


ERNACT and its
partners have secured
f
our
new projects
:
The Engage proposal
looks at different models of delivering
broadband to rural are
as
-

€1,393,639.69

The E
-
COOP proposal looks at the growth
of social media and how it influences the
delivery of public services and h
ow it is
actually changi
ng the development of a
region.
-

€2,287,784.78

The Medi@Tic project will focus on the
development of ICTs in the medi
a sector
-

€1,828,132

The
TG4

project
will
support the tourism
industry of peripheral regions by
enhancing the
visitors’ experiences in
cultural and natural heritage destinations
with the help of multimo
dal mobile
information services
-

€2,664,848


To encourage and support inward
investment



Continued delivery of Derry Investor
Forum with four meetings held follow
ing
objectives set by investors (electricity
prices, airport expansion, attraction of
talent, attraction of new business,
branding for the city and additional
investment attraction)



Refinement of Sales proposition for
investment to include incorporation o
f
Cost

Modelling

Tools, property search
and quarterly e
-
zine campaign



Implementation of investment related
initiatives including MIPIM, US linkages
and London~Derry Connected with 3
successful inward investment projects
secured




Three meetings held
, all
objectives met.
Forum has been amalgamated with the

Business Forum

established as a new
structure for the delivery of the One Plan




Bespoke cost modelling tool now
availa
ble
,

training provided for staff
,
model
used for supporting sales
proposition
and mark
eting
messages

Seven outgoing trade missions including,
Clipper to South Africa, Golden Bridges,
MIPIM,
3 x Londond
erry

Connections
visits.

5 inward missions hosted. I proj
ect
secured One Stop D
ata
with 25 jobs
created.


Driver 2
-

Developing
People


Kickstart To Work Project

To reduce levels of inactivity and exclusion
from the labour market



400 clients to be caseloaded and
mentored to move them closer to the
labour market







5
91

caseloaded to date (2
6

of which are
rejoins)


Annual Service Plan &

Performance Report v0.1

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13




80% of participants complete the
programme



30% of completers moved
into full
-
time, part
-
time or self
-
employment



20% of completers moved into
further education or training



30% of completers achieve
qualifications



10% of completers moved into
voluntary work



30%
of overall programme
participants
gain qualifications



Deliver 6

sessions of Employability
Training to Participants





50 clients obtain Barriers Funding


73.8
% (4
3
6 participants)


3
5.5
% (1
55

participants)


13.
0
% (5
7

participants)


20
.
4
% (
89

participants)


1.2% (5
participants)


3
8.
3
% (
167

participants)


58 sessions delivered



50 participants


To deliver employment programmes linking
communities to economic opportunity




15 places to be provided on an ILM
programme targeted at the growth
sectors of tourism, digital

& media



4 Job brokerage programmes to be
designed & delivered with employers



Implement 2 new social clause
initiatives






Pilot the development of new
approaches and new initiatives to
labour market engagement linked to
the regeneration activity





33
ILM places secured. 3 participants left
the programme for personal reasons
therefore 30 individuals currently in work
placements.

1 IT programme designed and delivered


4

Job brokerage initiatives

facilitated


on
inclusion of

social clauses in Guildhall
Ph
ase II, Culmore Landfill, Brook
e

Par
k

and North West Regional Sports Campus
projects.

Skills programme for Ebrington with Ilex &
NWRC. Pilot Events Volunteer Programme.
Worldhost
Skills Programme

To ensure training provision meets the needs
of the econom
y



2 industry
-

led programmes to be
designed & delivered



Develop and implement HARTE
Programme



1 essential skills programme to be
delivered




1 x
IT Programme
(
13 completers
x
52
qualifications

x 9 jobs)

2
x
HARTE Programmes

delivered

(38
completers

x 182 qualifications

x 5 jobs
)
1
Basic ICT
(6 partici
p
a
nts)

1 Level 1 ICT
(11 part
i
cipants

ongoing)

1 Level 2 ICT

(11

part
i
cipants

ongoing)

4
x

Level 1 & 2 Numeracy & Literacy

(
33
participants x 35 qualification to date
-
Annual Service Plan &

Performance Report v0.1

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14


ongoing


1 Creative Essential Skil
ls

(
7 completers x
14 qualifications)

To develop and coordinate the infrastructure
to deliver relevant targeted services



Host 2 Social Clause Deliver Forum
meetings









Work in partnership with all of the
employability stakeholders to align
the
existing infrastructure to ensure a
better match between supply and
demand side activities to underpin
the regeneration plan




3 meetings hosted


T
erms of reference

currently being revised to take in service
delivery in line with Programme for
Government, Economic Strategy and
Investment

Strategy.
Response to
Consultation completed on Draft Local
Government Best Value (Exclusion of Non
-
commercial Considerations) Orde
r NI 2011

Hosted (annually) in partnership with DEL



Job & Advice Forum


23
employers/380 vacancies



Employers Seminar involving
approximately 30 + employers


School Employer Connections/Derry City
Council
Industry Connections

Project

-

To continue to w
ork in partnership to
foster school tailor
-
made, curriculum
-
related connections with employers



280 students from 10 schools participated
in either work placements or class study
visits with 20 local
engineering/manufacturing employers


Driver 3
-

Tourism Development



Develop
and Diversify Heritage Products

Development and support for key
community
-
based cultural tourism venues
through enhanced programming/
animation/product development i.e.



Peoples Gallery




St. Columb’s Cathedral




Aras Colmcille




Apprentice Boys Hall/Maiden City
Festival



First Derry Presbyterian Church



Museum of Free Derry




St Augustine’s Church


Develop Tourism Infrastructure

A dedicated programme to support the
maintenance and presentation of tourism


Develop & Diversify Heritage Products:




Provision
of

£
53k

revenue support to
6

cultural tourism venues towards
revenue and animation costs

supporting employment & sustaining
the product offering
.













Develop Tourism
Infrastructure



Ongoing maintenance of cannons




Installation of 9 no.
new tourism signs
Annual Service Plan &

Performance Report v0.1

Page
15


infrastructure assets
including:



City Walls Cannons




Development of Additional Signage














Make Heritage and Arts the
Bedrock for
Tourism Development

Making heritage and arts the bedrock
foundation of our tourism platform and
offering through development of the
following:



Events Strategy




City Walls Animation Programme




Craft Month/Fair




Fleadh Cheoil Advocacy/Bid




Irish Walled Town Day



NI International Ploughing
Championships



Cow Parade NI



Seafood & Soul Attraction (Clipper)



Clipper Continental Market















to support orientation across the
historic city core

& Ebrington

for 2012
season




Design of tourism infrastructure to
support the Guildhall Restoration
Project ie (Tourism Information Point &
Exhibition)




Representation on and contributio
n to
Council’s City of Culture Infrastructure
Group with initial accommodation audit
& options appraisals completed to date
and two sectoral accommodation
workshops delivered






Make
Heritage & Arts

the Bedrock for
Tourism Development



Completion
of basel
ine audit, mapping
and benchmarking as part of a City
Events Strategy (2014
-
2018)




Delivery of a city walls animation
programme providing sixty days of
events/activities including first person
re
-
enactment, drama, music, street
theatre
within key venues and at
outdoor locations.




Delivery of annual November Guildhall
Craft Fair culminating in 5000 visitors
and 55 exhibitors.




Delivery of a two
-
day programme of
events to celebrate Irish Walled Towns
Day in August 2011 attracting 3000
pe
ople




Financial assistance

secured

to deliver
a 3
-
day prestigious international
agricultural event to attract 2000
visitors




Delivery of a four
-
month international
cultural public arts exhibition in City
Centre & implementation of a
dedicated visitor trail




Design of a
specialist themed food
attraction

to be delivered

as part of the
Clipper 2012 event




Design of
a Continental Market event
attracting 40 continental traders over
four days
to be delivered
as part of the
Clipper 2012 event

Annual Service Plan &

Performance Report v0.1

Page
16





Grow from Signature P
roject to Signature
Destination

In line with the DETI Draft Tourism Strategy,
to widen the cultural offer from Signature
Project to Signature Destination.



Rural Tourism RDP co
-
financing



Walled Towns Friendly Circle




Irish Walled Towns Network




Sperrins Tourism





















Develop Evening and Night Economy

Development of evening economy in
conjunction with the arts, culture, food and
beverage sectors and markets. To include:



Evening Economy Initiatives/
Animation/Culture Nights




Implementation & delivery of the
Walled City Lighting Strategy


Create Community Tourism Initiatives

The Tourism Development Strategy and
Regeneration Plan have identified the need



Grow from
Signature
Project to Signature
Destination:


Secured £30k from NITB/Ilex for the
completion of a feasibility and economic
development study for the £6.3m proposed
Maritime Museum
at
Ebrington


Submission of application to NITB Tourism
Development Scheme f
or £1.5m funding
towards the £6.3m Proposed Ebrington
Maritime Museum and achievement of Stage I
Pass as at March 2012


Preparation of business planning and
economic appraisal to secure £2.5m of NITB
funding towards the Guildhall Restoration
Project.


Me
mbership of three regional, national and
international tourism and heritage networks
promoting the following areas rural tourism;
heritage, walled towns


RDP Funding Secured to the combined value
of £280k to support a dedicated Rural Tourism
Officer and co
mmencement of Delivery of a
two
-
year Rural Tourism Marketing Plan
culminating in;

-

Appointment of Rural Tourism Officer

-

Completion of a baseline analysis

-

Commencement & Delivery of
Advertising & PR Campaign

-

Development of Rural Tourism Photo
Image Bank

-

De
velopment of Faughan Valley Brand

-

Commencement of a Rural Tourism
Marketing Strategy




Develop
Evening
& Night
-
time
Economy


Delivery of Culture Nights Programme in
September 2011 delivering a range of indoor
and outdoor events across 45 venues
attract
ing 6,000 visitors


Securing £1.4m of NITB funding for the Walled
City Lighting Strategy and the implementation
of the project.




Community Tourism Initiatives:


Identification of and financial support towards
Annual Service Plan &

Performance Report v0.1

Page
17


to grow community tourism opportunities
and to u
ncover the contemporary history
and journey to peace theme. This will include
support for Community Relations Initiatives



Partnership Initiatives


To develop collaborative projects to create
new product and services opportunities.



Develop UNESCO World
Heritage Bid




Develop Regional Connections




Diaspora Projects

The NW has a unique Diaspora of 9m. 2013 is
designated homecoming year for the NW:



Development of the Derry Donegal
Showcase at Milwaukee Irish fest




Diaspora Connections Programme



Targeting Business Tourism Growth
Opportunities

Develop a 3
-
year Plan with NITB and DVCB to
support the growth of business tourism to
provide a subvention programme jointly
financed by NITB
.



Strategic Project Tourism Strategy Project
Development Fund

Provision of a dedicated budget to support
key actions within the DCC Tourism
Development Strategy under the key themes
to include cultural development, capital
development and funding bid leverage.





community tourism initiatives to support the
delivery of the Triax Community Tourism
Attractions.






Partnership Initiatives




Delivery of 5 x major Public private Sector
Forums and best practice workshops in key
areas including accommodation develop
ment;
product packaging; customer servicing; digital
tourism and new product development.

Ongoing partnership working with key
stakeholders on the development of a Cultural
World Heritage Bid for the City & Region.


Diaspora Projects

Secured £200k to
deliver major Cross Border
US Cultural Diaspora Road
-
show with 40
cultural partners from Derry & Donegal at
Milwaukee Irish Festiv
al, attracting 65m media
reach. The event attracted 150,000 visitors
and 1m web hits.





Ta
rgeting Business Tourism Growth

C
reation and development of

£10k subvention
scheme for 3 years in partnership with DVCB
and NITB to attract major out of state
conferences with minimum 2 night bed stays in
Derry.





Strategy Projects



Creation of Strategic Projects Budget
line, which resulted in leverage of
£200k towards Milwaukee;
assisted in
the

Fleadh Cheoil bid; and
secured
£300k in Rural Tourism Funding.



Driver 4
-

City Centre Economic Renewal


City Centre Physical and
Economic Renewal

Provision of a dedicated budget to
deliver/act as co
-
financing to assist/enable


Physical Improvements works


THI Prope
rties
Paint Scheme


8 Properties completed under
this scheme.

Total value £10k.

Annual Service Plan &

Performance Report v0.1

Page
18


the delivery of identified physical
regeneration and economic initiatives linked
to the City Retail Strategy, Regeneration Plan
and related targeted initiative
s ie. RESTORE,
Foyle Valley Gateway


City Centre Heritage
-
led regeneration

Provision of support through the
employment of project officer & associated
running costs to deliver the Walled City
Partnership’s Phase II Townscape Heritage
Initiative & deliver
£1.66m of HLF grant.


City Centre Management

Core revenue support and associated
accommodation costs to City Centre
Initiative to undertake agreed key
management activities and actions to
promote the vitality and viability of the City
Centre


Managed Marke
t Programme & Continental
Market

Operational costs for provision of speciality
managed market activity in City Centre to
add to existing retailing offer and provide a
commercial platform to participating traders











4 x no. p
roperties undergone regeneration

as

part of the THI
. 12 have been identified for
next year with a target of 6 to be
completed
.




Revenue s
upport provided
to City Centre
Manager to man
a
ge projects including:



Pubwatch



Retail Crime Watch



Rangers



Public Realm Scheme



Street Traders



Purple Flag



Interface Initiatives



Walled Management Group.


10
Scheduled and 7 additional
Walled City
Markets
delivered to support k
ey events
including Jazz Festival; Peace Bridge Launch,
Halloween,
Christ
mas
, St Patricks and Foyle
Days each supporting up to 30 Traders.

Continental Market in May
which secured

50
European Traders.

Driver 5
-

Rural Development


Community
-
based Rural
Development

Provision of core revenue support to RAPID to
undertake designated and agreed rural economic
development activities and actions




NI Rural Development Programme

Supporting the delivery of the NI Rural
Development Programme 2007
-
13 within the
D
erry City Council Area through provision of
additional employment costs for two staff
members


Rural Villages

Gross council contribution (over two years)



Financial s
upport provided to RAPID to

lever in
e
xternal funding for/
manage projects including:



Faughan Valley Landscape Project



Cinergy



Nutrition & Healthy Eating



Sperrins Traditional Craft Centre



Virtual Office


Ongoing management and administration of the
Programme within the DCCA

attracting £1.0m of
external funding for rural projects in the DCCA for
11/12 with £1.5m projected for 12/13.





3
x Village Action Plans completed, 3 Council
-
Annual Service Plan &

Performance Report v0.1

Page
19






Foyle Landscape Heritage Project

Co
-
financing alongside other

two other

NW
Councils (one
-
third contribution) to enable the
Foyle Civic Trust to draw down and
directly
deliver a £100k Foyle Landscape Heritage
Partnership project for the Derry, Strabane and
Limavady Council areas


led applications submitted to the RDP for
£590k each. Stage I Pass achieved and
currently at Economic Appraisal.



Heritage Audit Completed with map and
workshop.

Driver 6
-

Enabling Strategic Policy and
Infrastructure


Strategic Riverside Masterplan

Ded
icated budget to support the
consultation process associated with the
final production of the Riverside Masterplan
and Strategic Environmental Assessment





3 Public information sessions
delivered,

consultation process complete. Document to
be published in May 2012.




Key Achievements and Outcomes




Derry City Council’ Kickstart

to Work nominated and shortlisted finalist for
Business in the Community ‘Local Community Impact Award’ for Social
Clause initiative on the Peace Bridge Project.



Derry City Council (Lead partner) in partnership with Culture Company and
Ilex i
n developed

Integrated Derry~Londonderry Volunteer Strategy/Action
Plan 2012


2020



Department for Employment and Learning


Implemented a Social Clause
Delivery Group modelled on Derry City Council example



Business planning and technical assistance to secure £2.5m o
f NITB funding
towards the Guildhall Restoration Project



Preparation of a s
trategic Accommodation Audit for the DCCA

& Delivery of
two sectoral workshops



Securing £1.4m for the Walled City Lighting S
trategy

& Implementation



Strategic Support & Technical G
uidance to advance the Completion of the
Built Heritage Programme (St. Columb

s Cathedral £2.6m; Aras Colmcille
£1.6; First Derry Church £2.5m; Apprentice Boys Hall £2.7m)



Secured £300k for Rural Tourism Marketing Programme



Securing Stage I approval from
the Northern Ireland Tourist Board’s ‘Tourism
Development Scheme’ for
£1.5m of funding towards the proposed £6.3m
Maritime Museum at Ebrington




Under Enterprising Derry
over 400 participants participated across
the
following programme
s
:
Raising the Bar
,
Social Enterprise Programme
,
Annual Service Plan &

Performance Report v0.1

Page
20


Franchising
,
Green Creativity Awards
,
Online Training Programme
, and the
Fast Forward Awards
.



Under Digital Derry an on
-
line presence has been

created
, work space
established at the Nerve Centre,
a wide range of competitions a
nd
networking
eve
n
ts
for the business community and the schools sector
have
bee
n delivered to animate the sector
.



3.2

Policy and Operational Context


The Economic Development Section works in partnership with many key
stakeholders in the area in order to del
iver the Council’s vision of: ‘“a vibrant,
prosperous region with equality

of opportunity for all”. P
artners include

government organisations Department for Employment & Learning, the Department
Enterprise Trade and Investment, Northern Ireland Tourist
Board, Invest Northern
Ireland, Department of Agriculture and Rural Development, Department for Social
Development, neighbouring Councils, the Chamber of Commerce and the local
Enterprise Agency , the community and voluntary sectors and the private sector.


The legislative context for the work of the section began in 1972 through the

Local
Government Act (Section 115)
, which permitted councils to spend up to ½ pence in
the pound of the rate for any purpose which was in the interest of its district or
inhabitants. However legislative authority to undertake and promote LED was not
awarded until 1992 when councils were given the opportunity to specifically allocate
up to 2p (later increased to 5p) in the pound from rates monies towards “promoting
the econ
om
ic development of its district”

.


A decade later the
Local Government (Miscellaneous Provisions) Bill for 2002

awarded enhanced powers to local authorities to “hold, acquire, and develop land
for economic development purposes” to support the wider rege
neration activity
within their area. The enactment of this bill was accompanied by the repeal of the
1992 bill and the removal of the 5p limit on economic development spend.


However
,

local economic development remains a
discretionary function in Northern

Ireland

with no sustained sources of direct funding from central government. As
such, it is principally resourced from council budgets, with some match funding
coming from external sources (particularly EU funding).

One positive development
for Councils
is the 25% contribution
now
being made by INI towards the DETI LED
programme which will enab
le Council to maximise this fun
ding source

for economic
development initiatives.


The Economic Development Section’s Plan for 2012/13 and beyond will be
designed t
o take account of the existing and emerging policy climate within the
context of Council’s own restructuring as well as the Review of Public
Administration. Given that the RPA arrangements have been confirmed in terms of
Derry and Strabane Councils mergin
g, then greater collaboration through transition
arrangements will be necessary in terms of maximising resources, consolidating
priorities and ensuring impact.
It is anticipated that the RPA
Key policy documents
such as the One Plan, Programme for Governm
ent, the Investment Strategy and the
Annual Service Plan &

Performance Report v0.1

Page
21


Economic Strategy will also shape and influence activities and investment related to
Economic Development.




3.3

Stakeholders and Consultations


The nature of the Economic Development Service is such that it interacts
and
provide
s

leadership to deliver
its

actions and services in partnership
with a range of
key stakeholders

across the public
, private and community sectors

across a number
of fora
.
This interaction
and engagement
takes
many forms.




The establishment of the first Social Clause Delivery Forum in Northern
Ireland
to raise awareness and forge links between Public organisations in
the Construction Industry and sub contractors and the une
mployed by
working directly with contractors to bridge the gap between their needs and
those of the unemployed and;



To develop a range of measures which will assist Public organisations to
include
the social clause

of targeted

recruitment and training, in

all capital
works projects
.



Lead partner in the

Volunteer Strategy Steering Group tasked to develop a
Derry /Londonderry Volunteer Action Plan for 2012
-
2020



Host organisation of the
DCC
Investors Forum

which provides for a Local
two
-
way supportive relatio
nship between locally based investors and Council.



Member of the

Skills Directorate

which sets the direc
tion of skills
development and c
o
-
ordinates

the skills strategy for implementation.



Membership and participation on the NI Local Economic Development
Forum
made up of Economic Development Officers from the NI Councils



Setting up and convening of Tourism Pillar Groups made up of public, private
and community based tourism stakeholders to assist in the delivery of actions
identified within the Council’s T
ourism Development Strategy



I
nviting

applications for fu
nding
, issuing letters of offer which incorporate
target

and the associated ongoing monitoring activity



The design and delivery of programmes of support to key sectors



Hosting two dedicated themed to
urist accommodation seminars themed
around the opportunities connected to UK City of Culture 2013 attracting a
range of stakeholders including accommodation providers, developers,
banking institutions
, public sector funding/regulatory bodies, general publi
c.



Membership of and participation on the Walled City Lighting Strategy Project
Board



Representation on the Board of the Walled City Partnership Ltd at operational
and company administrative level




Membership of and participation on the NIEA convened City

Walls
Management Group



Membership of the INI’s
Derry
Stakeholder
Forum





Annual Service Plan &

Performance Report v0.1

Page
22




Annual Service Plan &

Performance Report v0.1

Page
23


4

Improvemen
t Planning and Performance



4.1

Improvement plan


Corporate Theme /
Priority area/
Scorecard theme

Servicing Our
Customers and
Community


Key Delivery Partners


Outcomes

to be
achieved


Resources Required

With
in
existing
and
new
resources

secured



Area for
improvement

Improvement Activity

Timescale

Indicator(s)
(where
appropriate)

1

Increase numbers
participating in
tourism
initiatives/events by
+15% by Mar 2013
from

130 to 195
events


Enhance marketing and promotion of
events through
the development
of an

annual events calendar, visitor passport
scheme, ambient marketing, PR&
Communications and private sector up
-
sell opportunities.


Attract international events of
scale
and appeal and to support the growth
of existing events




Mar 2013







Mar 2013

+15% by Mar
2013 from
130 to 195
events






As above






2

Increase numbers
participating in
business
initiatives/events by
+15% by Mar 2013
from 240 to 276
events


Enhanced marketing and promotion of
initiatives/events through
a
publically
advertised events schedule, the
development of content for the
What’s
On’ guide

website
, the Oppshop portal,
the City of Culture Co.

and the support
of an external PR agency to
publicise

success
stories.

Mar 2014



+15% by Mar
2013 from
240 to 276
events to 400
in 2014




Provide a ‘One Stop Shop’ for business
to access opportunities for the City of
Culture



staff will
liaise with and co
-
ordinate the activity and requirements
of the City of Culture company and the
Physical Infrastructure Steering Group.
They will also co
-
ordinate other
business support activity in the City
relevant to the City of Culture and
signpost co
mpanies to any other
Mar 2014

500 business
receive
indirect
support

200 business
receive direct
support




Annual Service Plan &

Performance Report v0.1

Page
24


available support. A comprehensive
range of support to businesses will be
provided who want to access the
opportunities of the City of Culture by
making them aware of what these are
and by providing capability support and
training thr
ough enterprise
programmes.



Establish a
new
CRM system

-

A
comprehensive multi functional
database of all the target businesses in
the City with relevant contact details
will be established by bringing together
existing information held by Derry City
Council and their partners. A software
package to managed th
is and enable it
to be continually updated and act as a
customer relationship management
system will be procured. The system
will also be used for direct marketing
and will also record support received by
individual companies. The system will
also be able

to be used to provide
accurate reporting and evaluation of
business participation in DCC
programmes.

March
2013

2700

businesses
registered



Establish a
‘CoC2013BusinessClub’

supported with
a
Business Engagement
Promotion Programme

of
events and
networking
which will highlight City of
Culture opportunities
.

March
201
4

400 events



Deliver a new
‘Get Started for 2013’


Encouraging Start Up (Pre ‘Go For It’)
-

This will in effect be a pre ‘Go For It’
programme and is designed for people
who would like to start a business but
who may not yet have an idea or be
aware of how to go about accessing
support. It is envisaged that the
‘graduates’ of this programme woul
d
either continue with the ‘Go For It’
programme and/or move into accessing
other
enterprise from the service.

March
2014

50 attendees
at awareness
sessions

15 provide
d

with
specialist
advice

10
referred
to
mainstream
programme




Provide a Mentor Bank for Business
Capability Building
-

a bank or panel of
specialist mentors would be
established to provide this level of
March
2014

200
companies
receive
mentor
Annual Service Plan &

Performance Report v0.1

Page
25


support on a need basis. It is
anticipated this could include support
not only mainstream business areas
such as f
inance, sales, strategic
marketing, communications, product
development, human resources but
that there would also be specific
support for businesses in arts and
culture and other City of Culture
related specialist services such as
hospitality, cultural v
enues, specialist
attractions.


support

20
companies
win new
business

10 new
products/ser
vices created



‘2013 Business to Business’
Procurement Programme:



Needs Mapping



IT Procurement Portal



Workshop Training

The project will provide a dedicated
support service to enable SME’s to
access the procurement opportunities
which the City of Culture, Ilex & DCC
will offer.


March
2014

500
companies
access
portal

& support

60 direct
training

So
companies/cl
usters win
new business



Design & Deliver
City of Culture
Specialist Thematic/Sector Support
Programmes

-

These programmes will
each be targeted and specialised for
their sector or theme. It is anticipated
that these will largely consist of 3 full
day workshops or

master
-
classes per
sector exploring sub
-
sector specific
topics and focusing on collaboration,
innovation and new products as
overarching themes

March
2014

150
companies
receive
specialist
support

60
collaboration
s

10 new
products/
ser
vices

60 win new
business




Clipper Trade Programme

-

This is a
unique opportunity for the SME sector
locally to maximise trade links with a 3
of the more relevant stopover ports
which represent the best fit and
prospect by sector and historical
linkages.

March
2013

50 a
ttend
awareness
sessions

20 receive
training/supp
ort

9 export
activation &
visits

3 stopover
Annual Service Plan &

Performance Report v0.1

Page
26


events

3

Ensure that user
satisfaction with
economic
development
initiatives/ events
and
services
is maintained


Continue t
o develop and deliver quality
events/initiatives and monitor and
record user satisfaction via feedback

Ongoing

Satisfaction
maintained

4

Increase
citizen/user/resident
awareness of Wireless
Mesh

Enhanced Marketing and promotion
through the dressing of the City for
Clipper
2012 and
other lead events to
CoC 2013
. Include wireless city
branding as appropriate
.

March
2013

Re
-
launc
h
wireless
branding in
the city


500
window
stickers.
Secure 2
media
features
.


Increase
citizen/user/resident
awareness of
the
Kickstart to Work
Service


Enhanced Marketing and promotion

of
service.
Develop further stakeholder
relationships to pilot new approaches
to employability

March
2013

Increase
d

media
coverage

2
additional
pilot job
brokerage
projects

5.

Deliver 100% of the
actions identified in
the new equality
action plan for
Economic
Development


Establish a baseline of S.75 groups
participating in all ED events


March
2013

Review
recording of
data
mechanisms



Revise &

improve monitoring data
collection methods to incorporate
participation levels by S.75

in
conjunction with Corporate Services


March
2013

Implement
new
comprehensi
ve recording
system



Subject to legislation incorporate social
clauses in all capital work

with
significant spend.



Identify investment opportunities for
business which is primarily focused on
disadvantaged areas.


March
2012




March
2015

Analysis of
Capital
Projects and
employment
impact



Work with Kickstart

programme to
continue targeting the long term
Ongoing

Analysis of
annual
Annual Service Plan &

Performance Report v0.1

Page
27


unemployed and up
-
skill potential
employees for employment
opportunities emanating from City of
Culture Framework.

performance
indicators



Derry City Council will work with
relevant stakeholders to deliver the
Regeneration Plan


One City, One
Plan, One Voice which aims “to deliver
Renewal


Economic, Physical and
Social, building a stronger and more
vibrant economy with increased
prosperity for Our City and Region in
ways, w
hich ensure that opportunities
and benefits from regeneration are
targeted towards the most deprived
groups in our communities”

Jan 2013

Analysis on
Impact of
Regeneration
Plan on
annual basis

6
.

Increase the
participation of at
least two under
-
represente
d groups
















Ensure that all staff complete World
Host
Custo
mer Service
Training


March
2013

All ED staff
trained



Present information in an appropriate
format/manner so as to reach minority
groups


March
2013

Application
of Council
polices

&
procedures

7
.

Undertake Review of
SLAs

Identify areas for action/improvement
in all third party grant recipients


March
2013

Review
completed
.
Implement
actions.

8
.











9
.

Deliver 100% of
economic
development projects

and initiatives

as
presented in Action
Plan to committee
in
time and on budget in
2012/13




Identify project
milestones

Monitor & evaluate
All projects categorised under the
following ED drivers:

1.

Business & Enterprise/Inward

Investment

2.

Developing People

3.

Tourism Development

4.

City Centre Economic Renewal

5.

Rural Development

6.

Enabling strategic Policy and
infrastructure


Resources Required


March
2013

100% of
ED
projects as
outlined in
Action Plan
delivered
in
time and on
budget




Within
current
resources

Annual Service Plan &

Performance Report v0.1

Page
28


each project

Produce regular
progress reports







Corporate Theme /
Priority area /
Scorecard theme

Improving our Processes


Key Delivery Partners



Outcomes to be
achieved

Improved systems for monitoring, reporting and decision
-
making.






Area for
improvement

Improvement Activity

Timescale

Indicator(s)
(where
appropriate)

10

Ensure c
ompliance
with DCC policies on
leave, mileage and
overtime

Take corrective actions when necessary

Ongoing







11
.

Provide all items for
committee no later
that the deadline.


Ensure that all deadline dates for
committee are entered into electronic
diary so that Officers are prompted to
have items prepared.

Send reminder

Ongoing


100% of all
committee
items to be
provided
before
committee
deadline


12

To review and update
Economic
Development’s
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Developing and
Motivating our People
and
Organisational
Effectiveness

Key Delivery Partners


9.
Outcomes to be
achieved

Motivated workforce which has all the skills to deliver improved services.

Resources Required

Within current resources


Annual Departmental Plan

v1



Corporate Theme /
Priority area /
Scorecard theme

Improving our Processes


Key Delivery Partners



Outcomes to be
achieved

Improved
systems for monitoring, reporting and decision
-
making.


Resources Required


Within current resources

1
3
.

Staff Training &
Development

All training and development
highlighted within an employee’s
performance appraisal are completed
/ ongoing at as
identified in the
performance appraisal process



Each member of staff to have
undertaken at least one
development activity each year


March
2013 and
ongoing
thereafter


Appraisal
completed




One
development
activity per
staff

1
4
.

Absence Management


Ac
hieve an
absenteeism rate of
2.5
% or lower
by March
2013






100% of return to work interviews to
be completed within one day of
employee returning to work, effective




100% of formal review meetings to be
completed within one week of
employee returning to work

.




from 1
April 2012





from 1
April 2012

%
absenteeism
rate


% RTW
interviews
completed
within one
day


% formal
reviews
completed
within 1week

Annual Departmental Plan

v1


Corporate Theme /
Priority area/
Scorecard theme

Managing our
Finances
and
Funding and
Resources

Key Delivery
Partners


Outcomes to be
achieved

Maximum access and use of resources

Resources Required



Area for
improvement

Improvement Activity

Timescale

Indicator(s) (where
appropriate)

1
5
.

To ensure for each
financial year that in
overall terms the net
expenditure
outturn
for the Policy Section
does not exceed
rates estimates


There is currently a financial
management system in place in
conjunction with City Treasurers
Department to ensure all
expenditure is in line with income.


T
ake corrective action to address
ov
erspend

Ongoing



Ongoing





% net
exp/budget
/income

















1
6
.

Establish
D
epartmental targets
for sourcing external
funding

Maximise the opportunities from
existing EU Funding partnerships
i.e.

Peace III, the Rural
Development Programme &
ERNACT to Derry City Council

area

2012/13

Increase
external
funding
by 5%



Maximise all
other
funding
opportunities presented available
to council for ED purposes

2012/13

Increase external
funding by 10%


1
7
.


N
o grants to be paid
without a
n

application/request

process/ a service
level agreement
which identifies key
outputs/outcomes
and financial / other
targets, as
appropriate.





Evaluate current system, revise
and standardise, across the
service grant processing
arrangements for 2012/13
onwards


2012/13


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31


18


Reduce number of
miles


From 1 April 2012, reduce by 297
the number of miles claimed ( 3
year average mileage for period
2009/10
-

2011/12 was 2970 per
annum, target reduction 2012/13


297miles


2012
/13






Reduction in miles
claimed

1
9
.

Reduce overtime
costs


Monitor and control to
absolute
minimum to deliver relevant
services
.

However
,

there is
likely to be an increase in the
events profile in the lead
-
up to
and during UK city of Culture
requiring staff input and this
may impact upon overtime
accordingly. Management will
endeavour to ensure that it is
controlled with costs being
absorb
ed within existing
budgets

and new externally
funded programmes
.


2012
/13

% overtime rate









Corporate Theme /
Priority area/
Scorecard theme

Leadership

Key Delivery Partners


Outcomes to be
achieved

Evidence base available and used to shape policy and service delivery

Resources Required

None Required


Area for
improvement

Improvement Activity

Timescale

Indicator(s)
(where
appropriate)

20
.

Leadership on
regional/ local
priorities
-
Consultation
responses



Complete policy papers in response to
consultations by Departments on areas
of significance to Derry City Council
area and North West Region

in relation
to Economic Development


Ongoing

Minimum
six
per annum











Annual Service Plan & Performance Report v0.1

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4.2

Staff Development


4.2.1

Staff from the Section participated in the following development
activities (not an exclusive list):




Grievance Training



Disciplinary Training



Interview & Selection Training



Diversity Training



Rickter Training



Health & Safety
(IOSH)
Training



Train the
Trainer



Volunteer Now Training



Adv Dip in Management Practice



Competency Based Interview Training



Radio Skills Training



Word & Text Processing



Risk Management



Level 4 Advice & Guidance



First Aid for Mental Health



Procurement Training (SEUPB)



CPC T
raining



COSH Training



Systems 2007 (DEL Grants website)



CIPFA Training






4.3

Staff Consultation


All staff in the Corporate Policy Section have been involved in the
development of this Annual Service Plan and Performance Report.






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4.4

Mainstreaming the
Equality and Disability Duties

The Section is committed to the mainstreaming and delivery of the Councils’
Equality Duties and Disability Duties and to assisting other services meet
their statutory obligations.



4.5

Mainstreaming
Sustainable Development


The Corporate Policy Section will continue to contribute to the objectives of
the Sustainable Development Duty which came into effect on 31 March 2007,
in the following ways:




By using recycled materials, by recycling paper, ink cartridges and
promoting
the recycling of materials (Sustainable Consumption and
Production)




Through contributing to the development of regional solutions to waste
management and the effective use of council assets / resources (Natural
Resource Protection and Environmental Enhanc
ement)




Reducing the number of car generated journeys and opting for more
sustainable methods





Through implementing energy conservation initiatives such as switching
off lights and keeping windows closed (Climate Change and Energy).



Please indicate how
the work of the
service

(in the forthcoming year) will
contribute to the objectives of the Sustainable Development Duty which came
into effect on 31 March 2007. Where possible, reference should be made to
the six priority areas identified in the Sustainabl
e Development Strategy:



Sustainable Consumption and Production



Natural Resource Protection and Environmental Enhancement



Sustainable Communities



Climate Change and Energy




Learning and Communication for Sustainable Development



Governance for Sustainable De
velopment




4.6

Risk
Management


In accordance with Council’s corporate finance regulations, the Economic
Development produces an annual risk register across all of its operational
areas. This risk register is reviewed regularly and updated to incorporate
any
changes as and when they arise. In addition, risk management features
prominently as part of project development and implementation with all
relevant risks identified to include mitigating measures. From a financial risk
Annual Service Plan & Performance Report v0.1

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34


management perspective, the S
ection regularly meets with the City Treasurers
Department to monitor, control and minimise
any identified risks.




4.7

Asset Management Planning


In line with the Economic Development Section’s High Level Objectives
identified at the start of this document in terms of capitalising on Council’s
physical assets as a catalyst for local economic & community regeneration. The
Section is committed to del
ivering on projects that seek to capitalise on the
Council’s existing asset base with the view to delivering investment, facilities
and services that meet the needs of particular areas.


Already, the Section has delivered schemes at Oakland Park in Cregg
an with a
total investment value of £5.5m of which £1.3m was invested in an enhanced
community and sporting facility. Also, the Old City Fire Station was regenerated
at a total cost of £1.1m with 50% of this funded through the EU’s Building
Sustainable Pr
osperity Programme. The Section, through its Regeneration Unit,
is currently progressing three further schemes t
hat are aimed at optimising
Council’s land assets at Glen, Corrody Park and also Ballynagard. All three
schemes are at varying stages of pre
-
d
evelopment at present.





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5

Section Five
-

Contacts



Under the Direction of the Director of Development, t
he management contacts within
the Economic Development Section are;


Tina Gillespie





Tony Monaghan

Strategy Manager




Senior Economic Develo
pment Officer

tina.gillespie@derrycity.gov.uk


tony.monaghan@derrycity.gov.uk

02871 365151




02871 376506


Geraldine O’
h
E
ara




Deirdre Harte

ILM

Officer





Tourism Development Officer

geraldine O’hEara@derrycity.gov.uk

Deirdre.harte@derrycity.gov.uk


Mena Kearney




Mary Blake

Job Brokerage Officer



Tourism Development Officer

mena
.kearney@derrycity.go
v.uk


mary.blake@derrycity.gov.uk


Nicola

Gilleece




Shona Campbell

Mentoring & Employment Officer


Regeneration Project Officer

nicky.gilleece@derrycity.gov.uk


shona.campbell@derrycity.gov.uk


Ei
leen Mc Grinder




Elaine Griffin

Mentoring & Employment Officer


Economic Development Project Officer

e
ileen.
McGrinder@derrycity.gov.uk

Elaine.griffin@derrycity.gov.uk


Nicolle Walters




Ronan O’Donnell

A
dministrative Officer



Townscape Heritage Officer

Nicolle.walters@derrycity.gov.uk


ronan.o’donnell@derrycity.gov.uk


Rosalind Young




Susan Mullan

Peace III Programme Manager


RDP Project Officer

Rosalind.young@derrycity.gov.uk


susan.mullan@derrycity.gov.uk


Mary
Claire Kerlin




Una Cooper

Peace III
Project Officer



RDP Business Project Support Officer

Maryclaire.kerlin@derrycity.gov.uk

una.cooper@derrycity.gov.uk


Noelle McGah
e
y




Louise Breslin

Peace III
Project Officer



Economic Development Project Officer

Noelle.mcgahey@derrycity.gov.uk

louise.breslin@derrycity.gov.uk


Paul Mc Philips




Aeidin McCarter

Admi
nistra
tive Officer



Rural Tourism Marketing Officer

Paul.mcphilips@derrycity.go
v.uk


Aeidin.mccarter@derrycity.gov.uk


Deynah

Mc Carron




Bridget Moore

Administrative Assistant



Administrative Officer

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36


Deynah.mccarron@derrycity.gov.uk

bridget.moore@derrycity.gov.uk


Orla

Gray





Rose McGrellis

Clerical Officer




Administrative Assistant

Orla.gray@derrycity.gov.uk


rose.mcgrellis@derrycity.gov.uk








Elizabeth Cunningham







Tourism Project Assistant (temp)







elizabeth.cunnigham@derrycity.gov.uk








Seanna McGuigan







Tourism Project Assistant (temp)







Seanna.mcguigan
@derrycity.gov.uk







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