ARDS AND NORTH DOWN BOROUGH COUNCIL...12. Arts Project Grants 2017-2018 (Report attached) 13....

ARDS AND NORTH DOWN BOROUGH COUNCIL

7 December 2017 Dear Sir/Madam You are hereby invited to attend a meeting of the Community and Wellbeing Committee of the Ards and North Down Borough Council which will be held in the Council Chamber, 2 Church Street, Newtownards on Wednesday 13 December 2017 commencing at 7.00 pm. Tea, coffee and sandwiches will be available from 6.00 pm. Yours faithfully Stephen Reid Chief Executive Ards and North Down Borough Council

A G E N D A

1. Apologies

2. Declarations of Interest

3. Community and Wellbeing Budgetary Control Report – October 2017 (Report attached)

4. Q2 Performance Reports

4.1 Environmental Health, Protection and Development (Copy attached) 4.2 Community and Culture (Copy attached) 4.3 Leisure and Amenities (Copy attached)

5. Public Analysts Services (Report attached)

6. Age Friendly Alliance (Report attached)

7. Ards and North Down Sports Forum (Report attached)

8. Community Centre Percentage Utilisation (Report attached)

9. Borough Paddling Pools (Report attached)

10. Rural Partners Basic Services (Report attached)

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11. Arts Multi-Annual Funding 2018-20 (Report attached)

12. Arts Project Grants 2017-2018 (Report attached)

13. Community Development Evaluation 2016-2017 (Report attached)

14. Notice of Motion

14.1 Notice of Motion submitted by Councillor Smart

Ards and North Down’s Big Conversation, and the review of the statistical evidence base, identified mental health as being a growing area of concern affecting more and more people across our Borough. In order to ensure that ‘All people in Ards and North Down enjoy good health and wellbeing’ as per outcome 2 of the Big Plan, we ask the community planning team to liaise with statutory/voluntary partners and relevant others to identify; (1) Current provision of mental health & suicide prevention services available to residents of the borough. (2) Identify potential gaps in local provision of mental health & suicide prevention services. (3) Create a contact list and availability schedule for mental health & suicide prevention services available to residents of the borough.

ITEMS 15-18 ***IN CONFIDENCE***

15. Bangor Cemetery Trees (Report attached)

16. PCSP Minutes (Copy attached)

17. Request for Support from NIW to Designate Portavoe as a Local Nature

Reserve (Report attached)

18. Upper Ballysallagh Reservoir and Cairn Wood Outline Business Case (Report attached)

19. Any Other Notified Business

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MEMBERSHIP OF COMMUNITY AND WELLBEING COMMITTEE (18 MEMBERS)

Alderman Irvine Councillor Edmund Alderman Smith Councillor Kennedy Councillor Adair Councillor Martin Councillor Boyle Councillor McAlpine Councillor Brooks (Chairman) Councillor Menagh Councillor Chambers Councillor Muir Councillor Cooper Councillor Smart Councillor Douglas (Vice-Chairman) Councillor Thompson Councillor Dunne Councillor Woods

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ITEM 3

Ards and North Down Borough Council

Report Classification Unclassified

Council/Committee Community & Wellbeing

Date of Meeting 13 December 2017

Responsible Director Director of Community and Wellbeing

Responsible Head of Service

Head of Finance

Date of Report 30 November 2017

File Reference FIN45

Legislation Section 5 Local Government Finance Act (NI) 2011

Section 75 Compliant Yes ☐ No ☐ Not Applicable ☒

Subject Community & Wellbeing Budgetary Control Report – October 2017

Attachments None

This Community & Wellbeing Budgetary Control Report covers the 7-month period 1 April to 31 October 2017 and is set out on page 3. The net cost of services is showing an under spend of £261,242 (5.4%). Explanation of Variance A Budgetary Control Report by Income and Expenditure for the Directorate is shown on page 4 which analyses the overall favourable variance (£261,242) by expenditure (£496,264 favourable) and income (£235,022 adverse).

Community & Wellbeing Expenditure - £496.3k (6.8%) better than budget to date. This favourable variance is mainly made up of the following: -

1. Community & Wellbeing HQ - £21.4k adverse. Consultancy costs are £9.8k adverse (V4 consultancy in connection with the potential outsourcing of the remainder of Leisure Services. This was not budgeted for). Legal fees are

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£11.4k adverse in respect of Holywood Rugby Club (legacy issue – not budgeted for).

2. Environmental Health - £5.2k adverse. a. Payroll £19.5k adverse mainly due to final payments made to an

employee who retired on ill health grounds at the end of April. b. Mileage is £7.8 favourable year to date. c. Samples analysis is currently £9.1k favourable to date though this is

expected to come back into line with budget as the year progresses. 3. Community & Culture - £264.5k favourable.

a. Payroll £76.1k favourable mainly due to underspends in Community Development (£35.7k), Good Relations (£15.4k), Peace IV (£12.0k) and Arts Development (£5.6k). Vacant posts in these services are to be filled as the year progresses.

b. Community Partnership is £17.5k under budget but this is offset by a similar adverse variance on income – see 6a below.

c. Community Activity & Summer Programmes running costs are £15.4k under budget to date.

d. Peace 4 grant payments are £136.3k under budget to date but this is offset by a similar adverse variance on income – see 6b below.

e. PCSP running costs are £8.7k under budget to date. 4. Leisure & Amenities - £258.4k favourable.

a. Payroll £82.4k favourable which is mainly due to underspends in Parks and Cemeteries. Vacant posts in this service are in the process of being filled.

b. Ards LC (£47.0k), Comber LC (£5.1k) and Portaferry SC (£7.1k) running costs are £59.2k under budget to date.

c. Londonderry Park running costs are £10.8k under budget to date. d. Community Halls/Centres running costs are £20.9k under budget to

date. e. Parks and Cemeteries running costs are £23.5k favourable to date. f. There are a number of small favourable variances to date for other

Leisure services such as Ards Half Marathon £5.3k, Sports & Football Development £9.6k, Bangor Sportsplex £5.7k, Queens Hall £5.7k, Everybody Active programme £13.3k and Countryside Management £4.4k.

Income - £235.0k (9.7%) worse than budget to date. This adverse variance is mainly made up of the following: -

5. Leisure & Amenities - £71.2k adverse. a. Ards LC £64.7k adverse (mainly momentum fitness); Comber LC

£41.2k adverse (momentum fitness £24.1k, tennis and outdoor pitch

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£7.3k), Portaferry Sports Centre £7.6k favourable and Londonderry Park £13.9k favourable. Plans are being formulated to try to boost fitness income at Ards and Comber. These include using a dedicated member of staff to focus on new member sales and a recently appointed Gym Manager will focus on boosting gym membership. The Gym Manager will, also, focus on developing small classes which industry experts believe is a major way of attracting new members.

b. Community Halls income is £10.4k better than budget to date. c. Cemeteries income is £12.6k better than budget to date.

6. Community and Culture - £146.5k adverse. a. Community Partnership is £17.5k adverse but this is offset by a similar

favourable variance on expenditure – see 3b above. b. Peace 4 grant income is £136.3k adverse but this is offset by a similar

favourable variance on project spend – see 3d above. c. Arts Summer Programme is £6.4k better than budget to date.

7. Environmental Health - £17.4k adverse. a. Affordable Warmth grant is £26.8k less than budgeted. Associated

expenditure is being reduced in line with the grant reduction. There are indications that the grant allocation may increase later this year.

b. Food Safety & Food Hygiene Rating grant income is £5.2k better than budget to date.

Note Year to Date

Actual

Year to Date

Budget

Variance Annual

Budget

Variance

£ £ £ £ %

Community & Wellbeing

100 Community & Wellbeing HQ 141,017 119,600 21,417 200,300 17.9

110 Environmental Health 865,943 843,400 22,543 1,489,000 2.7

120 Community and Culture 941,600 1,059,600 (118,000) 1,759,100 11.1

130 Leisure and Amenities 2,660,597 2,847,800 (187,203) 5,036,500 6.6

Totals 4,609,158 4,870,400 (261,242) 8,484,900 5.4

BUDGETARY CONTROL REPORT

By Directorate and Service

Period 7 - October 2017

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RECOMMENDATION It is recommended that the Committee notes this report.

Note Actual Budget Variance Actual Budget Variance

£ £ £

Community & Wellbeing

100 Community & Wellbeing HQ 141,017 119,600 21,417 - - -

110 Environmental Health 1,160,878 1,155,700 5,178 (294,935) (312,300) 17,365

120 Community and Culture 1,346,119 1,610,600 (264,481) (404,519) (551,000) 146,481

130 Leisure and Amenities 4,150,022 4,408,400 (258,378) (1,489,425) (1,560,600) 71,175

Totals 6,798,036 7,294,300 (496,264) (2,188,879) (2,423,900) 235,022

BUDGETARY CONTROL REPORT

By Income and Expenditure

Period 7 - October 2017

Expenditure Income

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ITEM 4.1



Council/Committee Community and Wellbeing


Responsible Director Community and Wellbeing


Head of Environmental Health Protection and Development


File Reference CW22

Legislation The Local Government Act (Northern Ireland) 2014

Section 75 Compliant Yes ☐ No ☐ Other ☐

If other, please add comment below: Not Applicable

Subject Q2 Performance Report – Environmental Health, Protection and Development

Attachments None

Context Members will be aware that Council is required, under the Local Government Act 2014, to have in place arrangements to secure continuous improvement in the exercise of its functions. To fulfil this requirement Council approved the Performance Management Policy and Handbook in October 2015. The Performance Management Handbook outlines the approach to Performance Planning and Management process as:

Community Plan – published every 10-15 years Corporate Plan – published every 4 years (2015-2019 plan in operation) Performance Improvement Plan (PIP) – published annually (2017/18 plan

published 15 June 2017) Service Plan – developed annually (approved April 2017)

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The Corporate Plan 2015-19 sets out 17 objectives for the plan period based on themes of People, Place, Prosperity and Performance. The Council’s 16 Service Plans outline how each respective Service will contribute to the achievement of the Corporate objectives including, but not limited to, any relevant actions identified in the PIP. Reporting approach The Service Plans will be reported to relevant Committees on a quarterly basis as undernoted: Reference Period Reporting Month

Quarter 1 (Q1) April – June September Q2 July – September December Q3 October – December March Q4 January - March June The report for the Second Quarter of 2017/18 is attached. Key points to note:

While the target days for fitness inspections have been missed the DfC target of having all completed within 6 months has been met.

Key achievements:

The department now has a new Data Base Management System which is fully functional due to the hard work of the staff.

Emerging issues:

All transactions within the department are computer based and will be greatly impacted by the new General Data Protection Regulations (GDPR). Several alterations to recording and processing will be required.

Action to be taken:

Change data handling procedures to ensure GDPR compliance. Enter negotiations will our software vendor to ensure full compliance with GDPR.

RECOMMENDATION It is recommended that the Council notes this report.

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Quarterly Performance Report - Environmental Health, Protection and Development

Generated on: 29 November 2017

Last Update 2016/17 Performance Data Traffic Light Icon

PI Short Name Performance Data

Current Value

Performance Data

Current Target

% of High Risk premises inspected 100% 95%

% of High Risk Food premises inspected 100% 100%

Last Update Q1 2017/18 Performance Data Traffic Light Icon


Current Value

Performance Data

Current Target

% spend against budget 103.01% 100%



Current Value

Performance Data

Current Target

% of quarterly targets achieved as determined by Service Level Agreements 100% 100%

% staff attendance 96.41% 95%

% service requests responded to within 2 working days 98% 91%

No. of days taken to issue formal Certificate of Fitness/Notice or Refusal decision on property fitness

(within 60 days)

77% 90%

2.5 Per 1000 population sample rate 177 105

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Performance Data Traffic Light Icon


Current Value

Performance Data

Current Target

% of food businesses with a Food Hygiene Rating <3 improving to a Rating of at least 3 at the time of re-

inspection

93% 70%

% of comments made within 15 working days 94% 90%

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ITEM 4.2.



Council/Committee Community and Culture




Jan Nixey

Date of Report 7 December 2017

File Reference CW22




Subject Quarter 2 Report

Attachments None




The Corporate Plan 2015-19 sets out 17 objectives for the plan period based on themes of People, Place, Prosperity and Performance. The Council’s 16 Service

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Plans outline how each respective Service will contribute to the achievement of the Corporate objectives including, but not limited to, any relevant actions identified in the PIP. Reporting approach The Service Plans will be reported to relevant Committees on a quarterly basis as undernoted: Reference Period Reporting Month

Quarter 1 (Q1) April – June September Q2 July – September December Q3 October – December March Q4 January - March June The report for the first Quarter of 2017/18 is attached. Key points to note:

Almost all targets have been exceeded in Quarter 2

Key achievements:

Participation in Community based programmes is significantly over target, mainly due to summer scheme attendance.

Footfall to North Down Museum, Ards Art Centre and associated Arts and Heritage Programmes has also exceeded expectations

Emerging issues:

Spend against budget is significant under target in Quarter 2 Action to be taken:

Spend against target will be monitored and profiling will be carried out where necessary.


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Quarterly Performance Report - Community and Culture

Generated on: 07 December 2017



Current Value

Performance Data

Current Target

No of individuals participating in Community based programmes 1,351 875

Increase the no. of groups availing of Good Relations support 41 20

% spend against budget 47.32% 100%


Footfall to North Down Museum, Ards Arts Centre and associated Arts and Heritage Programmes 70,155 60,000

Last Update H1 2017/18 Performance Data Traffic Light Icon


Current Value

Performance Data

Current Target

Increase the number of direct engagements with key influencers 104 74

% of respondents who feel arts programmes increase their pride in the Borough 100% 100%

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ITEM 4.3




Date of Meeting 13th December 2017



Head of Leisure and Amenities

Date of Report 30th November 2017

File Reference CW22




Subject Q2 Performance Report – Leisure and Amenities

Attachments None




The Corporate Plan 2015-19 sets out 17 objectives for the plan period based on themes of People, Place, Prosperity and Performance. The Council’s 16 Service

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Plans outline how each respective Service will contribute to the achievement of the Corporate objectives including, but not limited to, any relevant actions identified in the PIP. Reporting approach The Service Plans will be reported to relevant Committees on a quarterly basis as undernoted: Reference Period Reporting Month

Quarter 1 (Q1) April – June September Q2 July – September December Q3 October – December March Q4 January - March June The report for the second Quarter of 2017/18 is attached. Key points to note:

At the end of the 2nd quarter the section is showing an underspend of £249,106 against target.

Council decided to retain leisure service provision in house for the legacy Ards section.

There is still an outstanding health and safety issue against the non-staffing of Community Centres during some bookings.

The New Leisure Centre in Newtownards is being delivered on target against the KPIs.

Utilisation of Community Centres is lower than anticipated. Review of the Local Biodiversity Action Plan has commenced.

Key achievements:

Market House in Portaferry was completed on time and within budget. Ards and Comber Leisure Centres both retained Quest accreditation. Food waste being recycled from leisure centres has improved above target. The Ards and North Down Sport Forum has the highest recorded registration

of Clubs on record. Record numbers of participants at both 10k and half marathon events. We hosted the regional Green Flag award ceremony and received two

additional awards for Ballymenoch Park and Londonderry Park. Groomsport was awarded 2nd place in both “Ulster in Bloom” and “Best Kept”

awards Emerging issues:

Work on preparation for the transferring of the leisure service from William Street site to the New Leisure Centre in Newtownards is progressing.

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Structural transformation within leisure has now commenced following the decision to stay in house with Leisure Ards.

Ongoing contractual interpretation with Northern Communities Leisure Trust regarding North Down Leisure Contract.

Heavy reliance still on agency and casual staff across the services. Service delivery profile is now spread throughout the twelve months following

public realm, adopting of carparks and increase in synthetic sport surfaces leading to more demands during winter months.

Action to be taken:

VAT exemption options for Council leisure provision to be progressed. Future delivery models for the 10k and Half Marathon to be developed. Parks Structural transformation to be completed. Leisure and Community Centres staff and structural transformation to be

progressed.


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Quarterly Performance Report - Leisure and Amenities

Generated on: 30 November 2017

Last Update 2016/17 Performance Data Traffic Light Icon


Current Value

Performance Data

Current Target

Increase number of groups receiving funding 15 9

No. of grant applications received by SD for athletes to represent the Borough through recognised sports

events

151

% customer satisfaction 95% 80%

Number of in-house or external training session for each member of staff 1 1

Steps To Environmental Management (STEM) award retained Yes Yes

Maintain Quest awards for all 4 Leisure sites 4 4

Increase Green Flag awards 2 2

Best Kept Britain in Bloom and any other relevant award that highlights the excellence of the leisure

service offered by the Council

1 1



Current Value

Performance Data

Current Target

No. of coaches/officials listed in the Sports Directory actively pursuing improvement by engaging with the

Sports Development Section

120 113

Number of members of forum 84 82

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Performance Data Traffic Light Icon


Current Value

Performance Data

Current Target

No. of months' slippage against agreed construction programme 0 2

Average time taken to fully respond to Requests for Information (RFIs) 5 8

% increase of people reaching week 4 of the GP referral programme 7% 5%

Install counters and use XN software to measure the number of visitors to a wide range of leisure,

recreation and green space sites across the Borough

500,000

% increase in hall utilisation figures -3.8% 4%

Decrease Net deficit figures (produced by Finance) £2,229,624 £2,478,800

% staff turnover 1.62% 5%


% staff completing PDPs 60% 50%

% Compliance with Health & Safety 91% 90%

Measure all Recycled waste generated from Leisure Centres 36% 62%

Measure all Landfill waste generated from Leisure Centres 51.45% 28%

Measure all Food waste generated from Leisure Centres 12.55% 10%

Measure all Recycled waste generated from Community Centres 0% 20%

Measure all Landfill waste generated from Community Centres 0% 60%

Increase £ income across all in-house indoor leisure sites £977,529 £1,044,100

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ITEM 5







Head of Environmental Health Protection and Development.


File Reference CW61

Legislation Food Safety (NI) Order 1991

Section 75 Compliant Yes ☒ No ☐ Other ☐

If other, please add comment below:

Subject Public Analysts Services

Attachments None

Article 27 (1) of the Food Safety (NI) Order 1991 requires that the Council appoint one or more persons (Public Analyst(s)) to act as Analyst(s) within the district of the Council. Furthermore, the Framework Agreement on Official Feed and Food Controls by Local Authorities, amendment of 5 April 2010, Chapter 2, paragraph 12.8, states that Ards and North Down Borough Council shall ensure that a Food Analyst is appointed to carry out examinations and analyses of food samples. In making these appointments, all relevant legal requirements and Codes of Practice shall be satisfied. Due to staff changes in Public Analyst Scientific Services which has been awarded the contract to provide services, it is necessary to update the appointment of Public Analysts.

The qualifications required by Analysts are set out in the Food Safety (Sampling and Qualifications) Regulations (NI) 2013. The Environmental Health Protection and Development service is satisfied that the following persons, who are employed by

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Public Analyst Scientific Services, fulfil the requirements of the Regulations for appointment as Public Analysts on behalf of the Council.

Ronald Anthony Ennion BSc, MChemA, CChem, FRSC, MIFST Watney Elizabeth Moran MSc, MChemA, CChem, FRSC Duncan Kenelm Arthur BSc, MChemA, CChem, MRSC Nigel Kenneth Payne MSc, MChemA, CChem, MRSC Joanne Hubbard BSc, MChemA, CChem, MRSC Kevin Wardle MSc, MChemA, CChem, MRSC Lilian Emma Jane Downie MChem, MChemA, CChem, MRSC

RECOMMENDATION It is recommended that Council appoints the above persons as Public Analysts to the Council under Article 27 (1) of the Food Safety (NI) Order 1991, effective from 22 December 2017. They replace the list appointed by Council on 29 June 2016.

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ITEM 6







Head of Environmental Health Protection and Development.


File Reference CW29

Legislation N/A



Subject Age Friendly Alliance

Attachments None

Members will recall that on 13th October the Mayor signed a declaration of intent on behalf of the Council to join the World Health Organisation Age Friendly Cities and Communities. The World Health Organization defines an Age-Friendly world as “a place that enables people of all ages to actively participate in community activities. It is a place that treats everyone with respect, regardless of their age. It is a place that makes it easy to stay connected to those around you and those you love. It is a place that helps people stay healthy and active even at the oldest ages. And it is a place that helps those who can no longer look after themselves to live with dignity and enjoyment. Many cities and communities are already taking active steps towards becoming more age-friendly”. (World Health Organization WHO). The requirement of membership of the WHO Global Network of Age Friendly Cities and Communities is to put into action the following steps: Establish mechanisms to involve older people in all stages of the Age-Friendly

process. Develop a baseline assessment of the age-friendliness of Ards and North Down.

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Develop a three year action plan in collaboration with a range of partners and stakeholders.

Identify indicators to monitor progress against the action plan. Continually improve Ards and North Down Council’s age-friendliness. The creation of an Age Friendly Alliance, made up of voluntary, statutory and community representatives will be the driving force behind delivering the above steps. It will consider the requirements of Age Friendly in terms of the eight domains identified by WHO and work in partnership to devise actions to address local need, with strong links to the Community planning Thematic Groups.

The Eight Age Friendly Domains (WHO)

The eight domains are wide ranging, covering everything from Community and Health Services to Transport; Housing to Social Inclusion. Age Friendly is about making the Borough a great place to grow old in, a place of respect, tolerance and inclusivity. It also recognises the need to have longer, active lives that are free from illness and infirmity for as long as possible, including positive mental health and active ageing. In view of the diversity of the domains, and the need to link to the thematic groups of the Community Plan, the Ards and North Down Age Friendly Alliance would benefit greatly from the participation of elected members who are already Champions of the elements that play an integral part in taking the process forward. Therefore whilst the Age Champions have a clear role to play in the Alliance, the contribution of the Diversity Champions and Mental Health Champions would also provide invaluable support and bring additional experience/perspectives.

RECOMMENDATION It is recommended that Council agree that an invitation to attend the Age Friendly Alliance is extended to the current Age Champions, Mental Health Champions and Diversity Champions of the Council and that their attendance is approved should they wish to do so.

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ITEM 7









File Reference SD109

Legislation Recreation and Youth services Order (1986)



Subject Ards and North Down Sports Forum

Attachments Appendix1-Sports Forum Applications for Noting and Approving November 2017 Appendix2-Unsuccessful Sports Forum Grants Applications November 2017

Members will be aware that on the 26th August 2015 Council delegated authority to the Ards and North Down Sports Forum Borough, in order to allow it to administer sports grants funding on behalf of the Council. £25,000 had been allocated within the 2017/2018 revenue budget for this purpose. The Council further authorised the Forum under delegated powers to award grants of up to £250. Grants above £250 still require Council approval. In addition, the Council requested that regular updates are reported to members. During November 2017, the Forum received a total of 41 grant applications; 28 of which were for Travel and Accommodation, 5 were for Equipment, 5 were for coaching, we also had 3 Gold Card Applications.

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A summary of the applications are detailed in the attached Appendix 1 November 2017. A total of 2 of the applications failed to meet the specified criteria. The reasons for the unsuccessful applications are detailed on the attached Appendix 2, Sports Forum Applications Failed November 2017. For information, the annual budget and spend to date on grant categories is as follows: November 2017 Annual Budget Funding Awarded

November 2017 Remaining

Budget

Travel and Accommodation* 13,000.00 2699.80 2234.72

Coaching* 3,000.00 525 2651.25

Equipment * 3,500.00 4805.38 -3190.33

Events 4,000.00 0 1505.49

Seeding 500.00 0 500

Anniversary 1,000.00 0 1000

Gold Cards Issued during the period November 2017 is 3

* The proposed remaining budget for Travel & Accommodation of £2234.72 is based on a proposed award of £2699.80 with withdrawn costs of £660 in this period as listed in Appendix 1(A). The proposed remaining budget for Equipment of £-3190.33

is based on a proposed award of £4805.38. The proposed remaining budget for Coaching of £2651.25 is based on withdrawn costs of £300 in this period as listed in Appendix 1(C). It should be noted that there is an overspend in the equipment funding element of the grant scheme but this can be covered from an underspend in other elements. There will be no impact on overall budgets.

This is clear evidence that the local sporting community are now availing of the Councils scheme in a much more successful manner after a significant programme of promotion and education by the Sport Development Unit. Following a review of the remaining funds and having considered the applications from the same period last year it is anticipated that this fund will be overspent by up to £5,000. It is proposed to transfer the £6,363 of underspend from the Sport Developments capital grants budget into this budget heading to ensure the local sporting communities applications can be met without affecting overall budget requirements. The capital grants scheme is now closed therefore there will be no impact on this scheme if this proposed decision is approved.

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RECOMMENDATION It is recommended that Council approves the attached applications for financial assistance for sporting purposes valued at above £250, and that the applications approved by the forum (valued at below £250) are noted. It is also recommended that any applications which meet the guidelines for the remainder of the year are honoured and that funds are reallocated from the underspend from the Councils capital grant scheme.

Appendix 1 – November 2017 (A)Traveling and Accommodation (for noting)

Name Type of Grant Representing Sport Competition Location Date(s) of Competition

Amount Recommended

Louise Dickson Travel/Accommodation Northern Ireland

Taekwondo Berghem Championships

Oss, Holland 26th November 2017

£120

Lucas McCullough Travel/Accommodation Northern Ireland



£120

Molly McKibben Travel/Accommodation Northern Ireland



£120

Codi Fisher Travel/Accommodation Northern Ireland



£120

Jack Deehan Travel/Accommodation Northern Ireland



£120

William Gilchrist Travel/Accommodation Northern Ireland

Taekwondo Chang Ung Cup Glasgow, Scotland

5th November 2017

£100

Louise Dickson Travel/Accommodation Northern Ireland


5th November 2017

£100

Lucas McCullough Travel/Accommodation Northern Ireland


5th November 2017

£100

Cheryl McCullough Travel/Accommodation Northern Ireland


5th November 2017

£100

Rakia Alouane Travel/Accommodation Northern Ireland


5th November 2017

£100

Codi Fisher Travel/Accommodation Northern Ireland


5th November 2017

£100

Jack Deehan Travel/Accommodation Northern Ireland


5th November 2017

£100

Molly McKibben Travel/Accommodation Northern Ireland


5th November 2017

£100

Ashleigh McVea Travel/Accommodation Northern Ireland


5th November 2017

£100

Josh McVea Travel/Accommodation Northern Ireland


5th November 2017

£100

Ryan Stirling Travel/Accommodation Northern Ireland


5th November 2017

£100

Appendix 1 – November 2017

Luke Stirling Travel/Accommodation Northern Ireland


5th November 2017

£100

Jack Andrews Travel/Accommodation Northern Ireland


5th November 2017

£100

Michael Donnelly Travel/Accommodation Northern Ireland


5th November 2017

£100

NICCA Travel/Accommodation N/A Angling Intro Coaching Course Blanchardstown, Dublin

25th November 2017

£79.80

Jodi Smith Travel/Accommodation Northern Ireland

Athletics British and Irish International Cross Country

Londonderry, Northern Ireland

18th November 2017

£50

Jordan McKeown Travel/Accommodation Ireland Tennis ITF East Africa Junior Circuit

Nairobi, Kenya 18th November – 9th December 2017

£150

Erin McConnell Travel/Accommodation Ireland Triathlon Multi-national European Training Camp

Belgium 28th October – 4th November 2017

£120

Ryan Leathem Travel/Accommodation Northern Ireland

Archery Junior National Indoor Championships

Warwickshire, England

2nd-3rd December 2017

£100

Emil Lazarescu Travel/Accommodation Ulster Surf Kayaking

World Surf Kayaking Championships

Portrush, Northern Ireland

20th-28th October 2017

£50

Sofia Lazarescu Travel/Accommodation Ulster Surf Kayaking

World Surf Kayaking Championships

Portrush, Northern Ireland

20th-28th October 2017

£50

Debbie Matchett Travel/Accommodation Northern Ireland



18th November 2017

£50

Roberta Dunn Travel/Accommodation Northern Ireland



18th November 2017

£50

Appendix 1 – November 2017 A) Withdrawn Travel/Accommodation costs (for noting)

Name Type of Grant Representing Sport Competition Location Date(s) of Competition

Amount Recommended

Amount Withdrawn

Reason withdrawn

Bonnie McCallum

Travel/Accommodation Northern Ireland

Polocrosse Pony Club Home International

Cheshire, England

19th-23rd July 2017

£100 £100 Receipts due 12th October 2017 – not returned

Arthur Griffiths

Travel/Accommodation Northern Ireland

Clay Pigeon Shooting

Home Countries and British Open Championships

Falkirk, Scotland

20th-21st July 2017


Emma Reid Travel/Accommodation Ireland Swimming Slovenian Open Championships

Kranji, Slovenia

3rd-6th August 2017


Courtney Stuart

Travel/Accommodation Ireland Dressage BYRDS Home International

Edinburgh, Scotland

28th -30th July 2017


Matthew Crookshanks

Travel/Accommodation Ireland Hockey EuroHockey Championships

Valencia, Spain

28th August – 3rd September 2017


Alex Buchanan

Travel/Accommodation Ireland Olympic Skeet

Wold Championships

Moscow, Russia

30th August-11th September 2017

£120 £120 Did not attend event


(B) Equipment costs (for approval)

Name of Club Description of Project Funding Description Funding Requested Amount Recommended

Abbey Villa FC Abbey Villa have applied for funding for equipment that will support the development of new sections, help host events and to be used as training equipment.

Junior Soccer Nets Senior Soccer Nets Netting and Supports

£928.84 £928.84

Newtownards Royal British Legion FC

Applied for equipment to help host events and to be used as training equipment. They need full sized football nets to help host local tournaments and fundraisers. It will also provide training as they find it difficult to source pitches due to the down size in the number of pitches.

Harrod 7.32m x 2.44m Senior Aluminium Integral Football Nets This is 2 nets, including 4 uprights, 2 crossbars, 4 sidebars, 4 support nets and 4 wheels.

£3339.98 £1000

Royal North of Ireland Yacht Club

Applied for equipment to enhance the physical literacy for Junior Sections and support the development of new sections. A V equipment will also improve the standard and quality of teaching and coaching.

Projector = £549 Camera = £369.99 Waterproof Case: £11.99 Chrome Cast: £30.00 Firestick: £30.00

£990.98 £990.98

Ards Ladies Hockey Club

Applied for equipment to support the development of their new u15 indoor team and their new u9 section. They hope to improve physical literacy along throughout the junior club too.

Cones/Markers: £134.84 Goalkeeping Equipment: £287.73 Player Protective Equipment: £418.00 Bibs: £30 Hurdles: £14.99 P&P:£50

£935.56 £885.56

Bangor Young Men FC

Applied for High Performance Equipment in the form of Video Analysis. This will aid feedback and improve quality of coaching and in

Performa Sports Ipod App: Coach Package: £598 Cannon Legria Camera: £224 Tripod: £70

£1206.95 £1000


turn the standard of play by the team.

Tripod: £99.95 Camcorder Carry Protective Bag: £15 Ipad: £200

(C) Coaching Grants (for noting)

Name Type of Grant Name of Course Number of Participants

Date(s) of Course

Cost to Club/Individual

Amount Recommended


Coaching Advanced Powerboat Course 1 25th 26th November 2017

£300 £225.


Coaching Specialist Coaching from Olympic Coach Russel McGovern

4 18th &19th November 2017

£400 £150


Coaching Specialist Coaching from Olympic Coach Russel McGovern

4 16th & 17th December 2017

£400 £150

Robyn Corry Coaching Trampolining UKCC Level 2 1 1st October to 5th November 2017

£575 Unsuccessful – See Appendix 2

Aimee Carson Coaching Trampolining UKCC Level 2 1 1st October to 5th November 2017

£575 Unsuccessful – See Appendix 2

(C) Withdrawn Coaching Grants (for noting)

Name Type of Grant Name of Course

Number of Participants

Date(s) of Course Cost to Club/Individual

Amount Recommended

Amount Withdrawn

Reason Withdrawn

Rathgael Gymnastics

Coaching Grant

Level 4 Artistic Gymnastics Coaching Course

1 £300 £300 Receipts due 13th October 2017. Not returned.


Gold Card Grants (for noting)

(No cost to Council or Northern Community Leisure Trust to provide access to facilities) Name Type of

Grant Training Venue Representing Competition Location Date(s) of Competition Decision

Rory Hamilton

Gold Card Queens Leisure Centre

Northern Ireland

Commonwealth Games Australia April 4th – 15th 2018 Awarded

Ben Dempster

Gold Card Sportsplex Aurora

Ulster All Ireland interprovincial Tournament

Dublin, Ireland April 2018 Awarded

Beth Coulter Gold Card Portaferry, Ards Leisure Centre and Aurora

Ireland Irish Girls Stroke play (u18) Northern Ireland

13th April 2018 Awarded

Appendix 2 - Unsuccessful Sports Forum Grants November 2017

Unsuccessful Sports Forum Applications November 2017

During November 2017, X applications submitted failed to meet the specified criteria.

1. Robyn Corry - Requested funding for UKCC Level 2 Coaching – Gymnastics (Trampoline). Unfortunately, the application

failed to meet the specified criteria, as the application was received 20th October 2017 and the course began on the 1st October

2017. This was therefore deemed retrospective.

2. Aimee Carson - Requested funding for UKCC Level 2 Coaching – Gymnastics (Trampoline). Unfortunately, the application

failed to meet the specified criteria, as the application was received 16th October 2017 and the course began on the 1st October

2017. This was therefore deemed retrospective.

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ITEM 8









File Reference CW66

Legislation Recreation and Youth Services (NI) Order 1986

Section 75 Compliant Yes ☐ No ☐ Other ☒


Subject Community Centre percentage utilisation

Attachments Percentage total utilisation figures Aug - Oct 2017

It was agreed that a report producing percentage utilisation of Community Centres be presented to Council on a regular basis. Members will note the lower utilisation figures in August and September 2017. This is attributed to bookings dropping off/ceasing during school holidays. Members will also note the closure period at Market House Portaferry to facilitate completion of the recent restoration project. The management of the Queens Youth Hall at Queens Leisure Complex, Holywood in accordance with Councils decision has now been transferred to the Northern Community Leisure Trust in line with the rest of the facility.

RECOMMENDATION

It is recommended that Council notes this report.

Total Available

Hours Per Site

Total Hours

Booked % Booked

Total Hours

Booked % Booked

Total Hours

Booked % Booked

405Ballygowan Village

Hall 72.00 17.78% 96.50 23.83% 105.50 26.05%

Carrowdore

Community Centre 46.50 11.48% 66.50 16.42% 87.00 21.48%

Comber Adult

Learning Centre 8.50 2.10% 21.50 5.31% 37.50 9.26%

Donaghadee


Glen Community

Centre 110.50 27.28% 51.50 12.72% 116.50 28.77%

Kircubbin


Manor Court

Community Centre 28.00 6.91% 112.50 27.78% 119.00 29.38%Portaferry Market

House 0.00% 37.50 9.26% 38.50 9.51%

Portavogie


West Winds

Community Centre 60.00 14.81% 17.50 4.32% 25.50 6.30%Alderman George

Green 144.00 35.56% 201.00 49.63% 239.00 59.01%

Conlig Community

Centre 102.00 25.19% 104.50 25.80% 110.50 27.28%

Green Road

Community Centre 98.00 24.20% 208.50 51.48% 271.50 67.04%Groomsport

Boathouse 56.50 13.95% 111.50 27.53% 107.00 26.42%

Hamilton Hub


Kilcooley

Community Cente 112.00 27.65% 76.00 18.77% 95.00 23.46%

Marquis Hall 70.50 17.41% 130.50 32.22% 130.00 32.10%

Redburn


Skipperstone

Community Centre 57.50 14.20% 105.50 26.05% 134.00 33.09%Queen's Youth

Hall 37.00 9.14% 35.00 8.64% N/ATotal Utilisation %

(All Centres) 19% 26.13% 32.59%

Sep-17Aug-17 Oct-17

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ITEM 9









File Reference PCA 53

Legislation None

Section 75 Compliant Yes ☐ No ☐ Other ☒


Subject Borough Paddling Pools

Attachments None

The following report is in response to a Notice of Motion tabled at the September 2017 meeting of the Community and Wellbeing Committee regarding the Boroughs paddling pools and ratified at the associated Council meeting in September 2017. The Notice of Motion stated: “That this Council takes a more flexible approach to the filling of the paddling pools in the Borough during periods of good weather, bank holidays and weekends, and to bring back a report.” Members are advised that there are currently two external paddling pool facilities operational in the Borough. These are located in Donaghadee and Groomsport. A third tidal filled paddling pool at Millisle has been non-operational for a number of years due to health and safety concerns and pending an overview of the long-term plan for the Lagoon and paddling pool Beach area in Millisle. This report only relates to the two operational Council managed external paddling pools in Donaghadee and Groomsport.

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Historically, the periods of operation of the facilities have been that Groomsport was filled from beginning of June to end of August to take account of the school holidays and warmer weather, while Donaghadee was operational from Easter until end of September, given that it is adjacent to a playground and there is significant cross over between those Children playing in the playground and the paddling pool associated with a play facility. In the last few years’ weather conditions have been such that there was an increased demand for Groomsport before the beginning of June, and as such it has been suggested that greater flexibility be afforded to Officers in the opening of the facilities. In order to bring a standard approach, it is proposed that both facilities will be initially available from Easter, filling determined by weather conditions, with definite predetermined dates of the first weekend in June until last weekend in September for permanent opening. It is proposed that both Paddling Pools could be opened from Easter weekend until the last weekend in September with minimal impact on resources. This would involve a judgement call based on weather predictions from the week before Easter until the last weekend in May. During this period the pool would be prepared, deep cleaned, filled, inspected and managed during warm periods but may have to be closed, emptied and left safe during colder periods and again a similar opening and closing routine repeated during this period. This will be at the discretion of the Parks Management team and based on the weather predictions and available resources at that time. However, if the weather prediction is positive this function will be prioritised by Staff on the ground. The impact on resources if this proposal is accepted would be that from Easter to June a member of staff would need to inspect Groomsport on a daily basis (Donaghadee is already opened during this period), an additional weekly clean and fill in both pools and potentially some minor operational impact on current resources. It is anticipated these costs can be met from current proposed staffing levels and associated budgets going forward. It is proposed that going forward both Paddling Pools are opened continuously from first weekend in June until the last weekend in September with the additional flexible provision introduced whereby both paddling pools may be opened, pending a decision by Parks Management based on weather and resources, from Easter weekend until last weekend in May, with the understanding that if the weather turns cold again Staff should empty the pools to ensure that the public’s safety is not compromised.

RECOMMENDATION

It is recommended that Council authorises the Park Management team to adopt this flexible approach to the filling of the paddling pools and that additional resources are allocated from within budgets when necessary to facilitate this improved service provision.

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ITEM 10



Council/Committee Community and Wellbeing Committee





File Reference CW71

Legislation N/A

Section 75 Compliant Yes ☒ No ☐ Not Applicable ☐

Subject Rural Partners Basic Services

Attachments Correspondence from Portaferry Community Services Ltd.

In June 2017 Council agreed to provide 5% match funding amounting to £11,511.21 towards the development of an Activity and Recreational Hub under the Rural Partners Basic Services scheme. The total grant awarded by Rural Partners amounted to £172,668.23. Portaferry Community Services have now written to the Council advising that during the development of the project, costs had risen due to unforeseen expenses mainly relating to the need to deal with dry and wet rot in the building being developed. As explained in the letter, this means that the maximum eligible monetary value of the agreed 5% support has now risen to £13,333, which is an increase of £1821.79 over the original approved amount. As part of the fund, requirements an independent Quantity Surveyor has reviewed the associated costs and verified the increase in costs on behalf of Ards and North Down Rural Partnership. Subject to final approval by DAERA, Ards and North Down Rural Partnership will consider this request and should the outcome be positive the Councils 5% contribution could be increased accordingly. This increase can be covered from the remaining approved Community and Wellbeing budget to support Rural Partner Projects.

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RECOMMENDATION

It is recommended that Council approves the additional payment of £1821.79 subject to approval by Ards and North Down Rural Partnership.

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ITEM 11







Head of Community and Culture


File Reference ART 06/18-20

Legislation Recreation and Youth Services Order (1986)



Subject Arts Multi-Annual Funding 2018-20

Attachments None

Arts Grants The Multi-Annual funding application process for 2018-2020 opened on 11 September 2017 with a closing deadline of 31 October 2017. Multi-Annual funding for Arts is used to help arts organisations in the Ards and North Down Borough Council area to carry out their work, and to create programmes which benefit people in the borough. A maximum of £5,000 per application could be applied for, for each financial year. An assessment panel met on Tuesday 21 November 2017 to score the six applications received by the closing date. The panel comprised of the following Elected Member and independent members of the Arts and Heritage Advisory Panel:

Alderman Gibson Robin Masefield Kenneth Irvine

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The panel was facilitated by: Patricia Hamilton, Arts Officer Table 1. Summary of Applications and Panel Recommendations

Name of Organisation Annual

Amount Requested

Amount Recommended by

Panel

Friends of Portaferry Presbyterian Church (PORTICO) £5,000 £4,150

Bangor Drama Festival £4,000 £3,400

Bangor International Choral Festival £5,000 £4,150

Seacourt Print Workshop Ltd £5,000 £4550

Holywood Music Festival £4,500 £3,780

Boom Inc £5,000 £4,000

Total £28,500 £24,030 The panel recommended the awarded listed above. The panel felt that a high standard of applications had been received across a wide range of arts organisations.

RECOMMENDATION

It is recommended that Council approves the six successful applications and awards detailed in table 1 above totaling £24,030 for the Council’s Multi-Annual Funding Programme 2018-2020, which can be met within budget.

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ITEM 12









File Reference ART05/R5 2017

Legislation Recreation and Youth Services Order (1986)



Subject Arts Project Grants 2017-2018

Attachments None

Arts Grants

The fourth round of Arts Projects Grants for 2017-2018 opened for application on the 6th November 2017 with a closing deadline of the 24th November 2017. An assessment panel met on Tuesday 28th November 2017 to score the five applications received by the closing date. The panel comprised of the following Elected Members and independent members of the Arts and Heritage Advisory Panel:

Alderman Gibson Cllr Robinson Robin Maisfield Kenneth Irvine

The panel was facilitated by: Amy McKelvey, Community Arts Development Officer

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A maximum of £1,000 could be applied for each application. The total budget available for Arts Project Grants for the financial year 2017-2018 was £14,100. As a total of £10,695 had been allocated in the first three rounds of funding, £3,405 remained in the budget, to be allocated. The total amount of money applied for by the 3 applications was £4,060. Table 1 below provides a summary of the applications and the recommended awards. Table 1. Summary of Applications and Panel Recommendations

Name of Organisation Requested

Amount Project

Amount Recomm

ended

Friends of Portaferry Presbyterian 1 £1000

Choral workshops and performance

£1000

Friends of Portaferry Presbyterian 2

£1000 3 Opera film screenings with intro

£0

Fibromyalgia Awareness Bangor £560 Art, drama and dance workshop

£560

Positive Futures £1,000 Range of creative workshops £1000

North Down YMCA £1,000 Parent and child art

workshops

£845

Total £4,560

£3,405

Clarification on specific applications:

Friends of Portaferry Presbyterian Church asked for their first application to have priority over their second application. Their second application received the lowest score out of all the applications and therefore it is recommended that they do not receive funding for their second application in this round.

North Down YMCA had a slightly weaker application than the other three applications and therefore they were not funded the full amount that they requested due to lack of available budget.

RECOMMENDATION

It is recommended that Council approves the four successful applications and awards detailed in table 1 above, totaling £3,405 for the Council’s Arts Project Grants 2017-2018.

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ITEM 13








Date of Report 11 December 2017

File Reference CDV 25

Legislation Recreation and Youth Services Order

Section 75 Compliant Yes ☐ No ☐ Not Applicable ☒

Subject Community Development Evaluation 2016/17

Attachments Community Development Evaluation Report 16/17

As Members will be aware, the attached internal evaluation of the Community Development Implementation (2016/2017), was presented to committee for consideration in November 2017. Council agreed that the report be deferred, to allow consultation with the three Networks, namely; North Down Community Network, Ards Community Network and County Down Rural Community Network. Their responses are at appendix 4 & 5 of the community development evaluation report attached. Members will be aware the Councils Community Development Implementation Plan was agreed by Council in January 2016. This followed many months of joint planning meetings involving the 3 Community Networks; Ards Community Network, County Down Rural Network and North Down Community Network, working along-side the Council Community Development Team. The draft Plan was then subject to a comprehensive 8-week public consultation exercise involving more than 750 people, including 7 public meetings across the borough. The analysis of the results found there was broad agreement on the Plan however, as with all public consultations, some groups raised concerns or suggested alternative methods of delivery. Members will also be aware that a cross party

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working group of Members was established to consider the consultations responses along with a number of detailed written submissions along with the draft plan. All views and suggestions were carefully considered, although in some cases they could not be acted upon due to practical, policy or financial reasons. The Community Development Plan has been subject to on-going internal evaluation, following which an independent review will be carried out early in the new year to inform the way forward. The first 10 pages of the evaluation report outline the background of the Implementation Plan. The complexities of developing the agreed Service Implementation Plan should not be under-estimated. Merging differing Community Development models from legacy councils and public consultation has certainly been a challenge. Page’s 10 to 16 provide a narrative for the key actions indicated in appendix 1. 2016/17 has allowed the CD Service Unit to deliver the plan which enables experiential learning which in turn informs future improvements. These improvements are also suggested throughout each work area within the report. As this report has highlighted, many of the key actions have been successfully met. However, the report also explains the difficulties experienced in both the key actions met and those that were not.

RECOMMENDATION It is recommended that the Council notes the attached Community Development Evaluation Report (2016/2017)

Community Development Service Evaluation 2016/2017

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Community Development Service Evaluation 2016 - 2017

Background

As members are aware, The Council worked in partnership with the three local community networks; Ards Community Network (ACN), County Down Rural Community Network (CDRCN) and North Down Community Network, to agree a model for Community Development Service Delivery 2016-2017. The strategic context of the Service Delivery Model focused on: The Department of Social Development in their Urban Regeneration and Policy Framework Document (2013) Ards and North Down Borough Council Corporate Plan (2015-2019) The South East Community Development Networks’ Strategy “Working Together” (2009) The general public and key interested parties were invited to consider and input into the draft proposal as part of an 8-week public engagement process that Council ran between 3 September and 28 October 2015. A total of 775 direct community engagements provided comprehensive and mixed feedback, which recognized the need for ongoing community development services and demonstrated broad support for the identified work areas of: -

Advice, guidance and support for community organisations

Community programmes (on a needs led / partnership basis)

Promote, support and training for local volunteering

Grant aid funding

Encourage community partnerships and collaborative working.

Share good practice and learning

Councils’ community engagement strategy The consultation process involved a number of engagement tools and strategies including online and paper questionnaires, public meetings in each of the seven District Electoral Areas of the Borough and informal meetings with community organisations. The community engagement process also demonstrated broad support for the following identified work areas: Encouraging and recognition for volunteers, simplifying the grant process, improved access / availability of community facilities. This valuable feedback was used to finalise the Community Development Services Delivery 2016-2017 proposal and inform an implementation plan for service delivery as outlined in Appendix 1 of this report.


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It is important to note that the Community Development Service Delivery proposal was a transition plan, developed primarily to harmonise the Councils Community Development Services for 2016-2017. As such, no radical changes to service delivery were proposed at that early stage. It should also be recognised that a progressive approach to Community Development Service delivery will be ongoing, as aspects such as Community Planning which will further shape and add value to service provision. The Council continued to work in partnership with the three community networks to regularly review the implementation of the proposal and plan to ensure the delivery of a service which is equitable, flexible and needs based. CONSIDERATION BY ELECTED MEMBERS As agreed by the Council on 26 January 2016, a Members workshop was convened on 27 January 2016, to fully consider the proposal and detailed implementation plan. Thirteen elected members, representing a broad range of the political parties attended the workshop, which was chaired by the Chair of the Community and Wellbeing Committee. Members considered the operational detail, outputs and budgets that were added to the implementation plan. Written clarification on issues of concern was also considered in detail. In addition, the four written responses received from community organisations during the consultation period, were discussed. Members acknowledged that the service delivery proposal reflected many of the points raised in the written submissions and was based on the evidence and responses provided during the consultation. It was also acknowledged that the proposed community development service would be provided on a more equitable and flexible basis. Members also recognised that the delivery of the Council’s community development services would be further enhanced by the services provided by the three Community Networks Following these detailed discussions Members supported the service delivery proposal.


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CONTEXT OF THE BACKGROUND Ards and North Down Borough Councils came together in April 2015 as part of the “Reform of Local Government”. This amalgamation affected every aspect of the Councils service delivery for the residents of Ards & North Down. The proposal sought to review only one of the many services delivered by the new Council, namely their “Community Development Service” and proposed a way forward, maximising the effectiveness of existing budgets and resources while ensuring, as far as possible, an equitable access to the service while also taking account of levels of deprivation and need. It was recognised that different models of Community Development services were in place from legacy Councils, while a transition period is inevitable one of the long term goals of this proposal is to enable communities to become more self-reliant and sustainable. In addition, the Council’s budget for Community Development and community service delivery was limited and there could be further cuts still to come. The implications of this were not only that the new Council could not just continue with the different Community Development approaches of the two former Councils but it needed to be innovative in order to do as much as possible with the budget available, whilst providing an equitable service across the Borough. Within this context it is also recognised that ultimately Community Development Services would be influenced by the Councils new duty of Community Planning and as such the service would evolve over the next few years. PURPOSE, VISION AND CORE VALUES Ards and North Down Borough Council is committed to working in partnership with the community sector to shape its community development services in order to meet the needs of residents across the Borough. The development of the proposal adopted a unique co-design approach, involving the Council and the South East Community Development Network. Council commissioned Community Places to facilitate a number of focused workshops, which ensured the views and needs of the Networks members and the wider community were considered throughout the process. The strategic context of the proposal, as outlined in Table 1, is set within the strategic aims and priorities of:

The Department of Social Development in their Urban Regeneration and Policy Framework Document (2013)

Ards and North Down Borough Council Corporate Plan (2015-2019)

The South East Community Development Networks’ Strategy “Working Together” (2009) The vision of the Council is that Ards and North Down will be a place to be proud of which is more prosperous, vibrant, healthy, and sustainable and where people enjoy an excellent quality of life. The corporate objectives focus on people, place, prosperity and performance which are to be delivered by:

ensuring that the Council engages with, and supports, all local communities to deliver real social benefits.


4

ensuring the borough’s towns and rural localities are prosperous, vibrant and attractive.

ensuring that we make the very best of the natural, cultural and environmental assets and

ensuring that we take time to understand our customer’s need and manage our people, money and assets effectively.

The Council’s vision and objectives are central to the purpose of this Community Development Service Delivery proposal and implementation plan which is to:

support local communities by providing a needs based community development service

create a more inclusive society where community services and facilities are equitable, and accessible to local communities

enable communities to become more self-reliant and sustainable

improve Council’s services to communities in a manner that ultimately enhances the quality of life for citizen’s

The implementation and delivery of Community Development Services is underpinned by the Council’s core values which are: Progressive – to be proactive, ambitious, innovative, forward thinking and outward looking. Respectful – treat everyone in a fair and equitable manner, respecting diversity and each other’s roles. Integrity – be open, honest, transparent, trustworthy and accountable in our business relationships. Delivery – ensure a “can do” attitude, being passionate about achieving results, performance driven and outcome focused. Excellence – to deliver continuously improving and excellent quality services whilst ensuring value for money The Community Development Services, detailed in this final proposal supports the aims of the Council’s Community and Wellbeing Directorate, namely five evidence based actions which promote peoples wellbeing: Connect, Be Active, Take Notice, Keep Learning and Give.


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Table 1: Strategic context of the proposed model of Community Services Delivery Support

The Department of Social Development in their Urban Regeneration and Policy Framework Document (2013)

Ards and North Down Borough Councils Corporate Plan 2015- 2016

South East Community Development Networks' Strategy “Working Together”

To tackle area- based deprivation To improve linkages between areas of needs and areas of opportunity To develop more cohesive and engaged communities.

Develop more engaged, empowered and integrated communities. Foster a United Community, based on equality of opportunity, the desirability of good relations and reconciliation. Improve health, wellbeing and promote active lifestyles. Increase pride in the borough. Engage, communicate and listen to our residents and customers. Establish and grow productive partnerships.

To provide effective community support and infrastructure to local communities and people To ensure good communication between the three Networks and community groups and with the local councils and all public bodies To create stronger partnerships with statutory service providers for the benefit of local communities To create better linkages between local communities in building a shared future and ensuring effective local input to Community Planning To create greater impact by sharing existing resources and skills and drawing in additional resources To promote the value of community activity and the three Networks To improve each network by drawing on the strengths and best practice of all

DEFINITION OF COMMUNITY DEVELOPMENT Community Development is defined by the Department of Social Development (DSD) “as the process by which we can be better engaged with local people and communities of interest and support their involvement in improving the neighbourhoods and communities they live and work in.”. The process enables people to organise and work together to:

Influence or take decisions about issues that matter to them and affect their lives.

Define needs, issues and solutions for their community.

Take action to help themselves and make a difference.

As referenced, in DSD’s Urban Regeneration & Community Development Policy Framework, (July 2013),


6

the Department acknowledged that a definition of Community Development is a contested one, not just in Northern Ireland. As such the Department sought views about outcomes for the wider population from community development activity rather than specifically on the sector or sectorial infrastructure and whilst there were differences in interpretation in the responses there was also general agreement that the community development process was about people coming together to engage and take forward issues that relate to their communities. COMMUNITY ENGAGEMENT The general public and key interested parties involved in Community Development were invited to input, into the original draft proposal as part of an 8-week community engagement process. The engagement process involved a number of engagement tools and strategies including online and paper questionnaires, public meetings in each of the seven District Electoral Areas of the Borough and informal meetings with community organisations. During the engagement process a total of 775 direct individual engagements were made. The community engagement process generated comprehensive and mixed feedback. The feedback recognised the need for ongoing community development services and demonstrated broad support for the identified work areas. Recognition for volunteers, youth activities and sports / leisure were also highlighted as areas that should be addressed. Other recurring themes focused on simplifying the grant process, access / availability of community facilities and process of charging for usage of council facilities through the grant funding process. Following the community engagement process, the initial proposed work areas were refined and used to inform the implementation plan. PROPOSED SERVICE DELIVERY AND IMPLEMENTATION PLAN The proposed actions of Community Development Service Delivery are outlined in the agreed service implementation plan Appendix 1. The proposed actions and implementation plan have been developed to reflect the feedback from the community engagement process. The actions and implementation plan expands the work areas originally identified in the draft proposal and therefore Community Development service builds on current service provision and includes new initiatives. The plan clearly illustrates the Council’s commitment to providing local communities with a flexible, evidence based service. The implementation plan, importantly, demonstrates ongoing partnership working with local community networks, voluntary and community organisations and statutory agencies. Whilst the proposed actions focus on the Community Development Service Unit (CDSU), cross departmental and collaborative working across Council Departments will be required to deliver the service. The proposal, has been developed to ensure communities across the Borough have equitable access to a range of Community Development support. The proposal provides an innovative model of Community Development support which is flexible and responsive to community needs.


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TIMESCALE This proposal was focused on commencing the implementation of the proposed actions on 1 April 2016, service delivery will be subject to ongoing review during the implementation stage. It is anticipated that the proposal will also provide a foundation for the further development of the best possible Community Development support service beyond 2016. KEY CONSIDERATIONS The following are recognised as key considerations which are relevant to the Ards and North Down Borough Council’s delivery of community development services and which will influence the outworking of this proposal. Sustainability: Creating stronger and more self-sustaining communities is critical to bringing about positive social change. By empowering and enabling communities to implement and sustain local solutions will ensure community needs are addressed in the longer term. Community Consultation: Good consultation and engagement with the community on potential changes to any service delivery, especially if these changes may mean a reduction in services or funding, is an essential part of good Community Development practice. It is best carried out in an open and transparent manner in cooperation with representative community umbrella bodies, such as Community Networks so that the message is better understood and `interpreted` and all possible alternatives will have been considered in advance of public meetings. Community Planning: Community planning is a new responsibility facilitated by the Council in partnership with other statutory organisations. It is about helping public agencies, including the Council, work together with the wider community to plan and deliver better services. The Community Planning process will take a holistic view of the Ards and North Down area by co-ordinating efforts and making sure that Community Planning Partners are working with local people for a common goal of improving all aspects of social, economic and environmental well-being. The Community Plan for the Ards and North Down area will be developed via effective community engagement and evidence based decision making. For the Community Planning process to be a success there will be a requirement, not only for co-ordination and facilitation in the wider community, but also for ‘interpretation’ and ‘management of expectations’ between the Council and the community. THE PARTNERS The three Community Networks in the Ards and North Down area are separate organisations each with its own aims. They are: Ards Community Network, County Down Rural Community Network and North Down Community Network. The Networks agreed to embark on a collaborative journey to maximise the benefits of Community Development for the people of the area under the collective title, `South East Community Development Network`. Their joint strategy, which was developed in 2009, identifies a set of aims and actions to build on the experiences, skills and resources of the three organisations to address identified needs in relation to Community Development, Health and Well-being, Education and Training and ultimately to build sustainable communities. The networks collectively represent hundreds of local


8

community organisations at estate, village and town levels across all of urban and rural Ards & North Down. One of their key aims is to develop programmes and actions to tackle rural and urban deprivation.

The final draft of the Community Development service, as proposed in this paper was jointly designed and has been delivered by Council in partnership with the South East Community Development Network, Together with other relevant voluntary, community and statutory organisations. The implementation plan and actions compliment and add value to the Networks provision.

POTENTIAL CONTRIBUTIONS The Council and the Networks have different things which they, separately or in partnership, contribute to community development across the Council area:

From the Council: The Community Development section of the Council has a budget and staff and programmes for community development. It is acknowledged that other parts of the Council, such as those responsible for community planning, leisure and amenities, events, tourism, regeneration, environmental services, active communities, parks, good relations and community safety also have an impact and therefore a part to play. However, their specific roles are not outlined in this proposals. From the Networks: In addition to direct delivery of community development support to their member groups and the wider community, the Networks also bring an independence to act on behalf of their member groups and to represent their interests and the interests of the wider community in the new Council area. This unique position in the “third sector” is different but complementary to the public sector and allows the Networks to advocate on behalf of local groups, facilitate their engagement with Council and act as trusted interpreters when called upon. They can bring alternative solutions to issues which may arise from any change process including the motivation of increased numbers of volunteers and the potential for raising external funding, thus adding value to the effort of the Council. It is recognised that communities work with a range of community development organisations, therefore where appropriate both the Council and the Networks will work collaboratively with other relevant voluntary and community organisations. INITIATIVE AND EQUALITY It is clear that, across the new Borough, community groups are not all at the same stage of development. Often this may be because some have shown more initiative than others, although it is recognised that they may not all have had the same level of support. While the new Council wishes to treat groups across the Borough with equality, it also wants to encourage initiative and innovation. Therefore, where possible, the Council will support the establishment of new and innovative approaches, especially those with the potential to lever in significant other contributions such as volunteer effort.

CONCLUSION This community development service delivery model has been designed to provide clear strategic direction for the delivery of Council’s Community Development services from 2016.


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Following the community engagement process, the model was refined to inform the implementation plan detailing the operational delivery of the service. The effectiveness of implementation will be monitored and measured on a six monthly basis to ensure the proposed actions address local needs and are fit for purpose. It should be emphasised that aspects such as Community Planning will further shape and add value to community service provision, over time. As such this delivery model will be subject to on-going review, in partnership with the South East Community Development Networks.


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How did we get on? This section should be read in conjunction with Appendix 1 as it provides a narrative for the performance indicated. The Community Development Implementation Plan has nine work areas: -

1. Advice, guidance and support for community organisations: As the background eludes to, it was agreed that the best model for community development was a model that supported communities to identify and tackle their own issues. For this model to be successful it was recognised that different community groups required varying degrees of support to empower them to develop their own communities. The output target was to engage with 100 community organisations. However, this target was established prior to the production of the community register and community guide. When they were produced it highlighted this target was extremely high and potentially unachievable as there were under 90 recognised community organisations within the borough. As a result of their choice we now work with 70 groups on a wide range of issues to ensure they are supported. The Council’s Community Development service understands that support to community groups is more than just advice and guidance, often groups require tangible support such as help with shared safe premises from which to operate. However, the Council must balance this need from the community with the need for sustainable income for the Community Halls. Council previously agreed that every group was given the opportunity to avail of their local community hall, free of charge for 1 monthly meeting. In addition to this, it was agreed that community groups would receive 25% discount on hall bookings. Many groups have existing premises in which to meet and 18 groups currently avail of one free month meeting. Plans are in place to promote this service better in the future. We recognise the council are just one part of successful Community Development and although we regularly meet with other statutory agencies we need to increase meaningful collaboration to tackle social issues within communities. Further Improvements Identified:

Measurements need to be agreed which fairly reflect the support, advice and guidance given. For example, one group with a greater need at the start of their journey may require 10 hours of CDO time, whilst another experienced group may be seeking a simple 5-minute clarification. Currently they are measured as 1 each.

New targets and baselines will need to be approved if new measurements are implemented.

A yearly communication/promotion plan needs developed to advertise various services, such as the free use of community halls for a monthly meeting.

Community Action Plans need developed by relevant public, private and community/voluntary sectors to ensure the needs of a Community are identified and tackled collectively and efficiently.

2. Community programmes: Community Activity Programmes are put in place when a need is identified and are managed and staffed by the Council. These programmes were traditionally delivered in North Down Council and continue today within the merged Councils.


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The programmes were divided into 5 categories; Young People, Older People, Summer Activities, Woman/Men’s and Urban/Rural. In 2016/17 they continued to be delivered across the following North Down Areas: Kilcooley, Rathgill, Conlig, Whitehill, George Green, Hamilton Road Hub, Groomsport and Holywood. The objectives of the community programmes are:

To deliver a range of age appropriate and safe play activities for people which contribute to their

health & wellbeing and personal & social development.

To ensure those involved are provided opportunities to learn new skills, build confidence, express

creativity, develop friendships, have fun and build positive relationships.

To develop programmes which are flexible, affordable and high quality, delivered in partnership

with a range of internal and external partners.

To provide space for issue based groups to meet, in a safe and supportive environment, where

there is an identified wish to be supported.

Provision of programs, delivered across AND Community Halls Network, in an environment and

space which is identified as safe and neutral.

In total, 25 programmes were delivered on a term time basis across the 3 areas. On average 395 people

attend these programmes each week. A full break-down of each activity can be seen in Appendix 2.

Cross-Departmental work within the council continues to improve since the merger. This steady

improvement increases the integration of other Council functions to complement the Community

Development service and vice-versa.

Council summer schemes in 2017 enjoyed another successful year and will be reported on separately.

Further Improvements Identified:

Work is currently ongoing to improve the programmes so that they meet agreed outcomes.

Recognised programmes should be embedded throughout the Borough, where the need is

identified.

CDO’s are working continuously with personnel in each activity to work toward independence,

thus, enabling the Council activities to move where the need is greater.

3a. To promote and support local volunteering: With support from ‘Volunteer Now’ Council have developed a new Volunteer Policy. This was not completed within the reported financial year so further work has been deferred. While not under the new policy, 15 volunteers assisted with various activities. This ‘real-life’ experience of managing volunteers helped inform the new policy. Now that the Council Volunteer Policy has been agreed, plans are being developed to continue to support and develop volunteers. Further Improvements Identified:

Market and recruit an agreed number of volunteers under the new policy to be run as a pilot.


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3b. Training for volunteers: Community Development could not be carried out if it wasn’t for the community groups and the inspirational volunteers that so kindly give up their time. Our Community Development Officers (CDO’s) are in daily contact with community volunteers providing ad-hoc advice in many subjects related to the successful development and running of community groups. However, it was recognised that this should be conducted in a more structured manner to improve its effectiveness. With this in mind a Training Mapping exercise was conducted with the three Community Networks. The specific modules of training were agreed and development of programme is ongoing. When this is finalised the delivery of the programme will be agreed with the networks, to roll it out across the Borough. Further Improvements Identified:

Develop a training tool-kit with agreed modules for community groups and their volunteers.

Agree with the Networks an effective delivery strategy.

Ensure the roll out is needs led.

Support groups recruiting volunteers through the promotion/communications plan.

Recognise community volunteers through a celebration event.

4. Grant aid funding: The Community Development Section award and administer two grant programmes, Community Development Grants and the Community Festivals Fund. Both are available to constituted groups in the community and voluntary sector of Ards and North Down Borough Council. Community Festivals Fund: The Community Festivals Fund (CFF) is jointly provided by the Department for Communities (DfC) and Ards and North Down Borough Council. The fund was established in recognition of the positive contribution that festivals can make to communities and to the local economy. This is match funded by DfC and Council. There are three categories –

Local Festival of up £1,500 for a local community festival that attracts up to 1500 attendees;

Neighbourhood Festival, up to a maximum of £5,000 attracting between 1,501 - 5,000 attendees from neighbouring areas/towns/villages;

Large Scale Festival up to £15,000, at least three days in duration and attracting a minimum of 5000 attendees.


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The table below illustrates some of the statistics of the grant programme in the Year 2016/17

Number of applications 49

Number of groups supported 38

Amount of funding awarded £73,951.25

Number of informal feedback sessions 4

Number of formal appeals 0

Successful application 38

Unsuccessful applications 11

Underspend £6,210.58

Grant workshops – numbers attended 4 workshops

The CFF underspend was due to 12 out of the 38 groups awarded, not spending their full allocation. Emails were issued throughout the year to encourage groups to deliver their projects and submit their claims for the awarded grants in a timely manner. Community Development Grants: The Community Development Grants are funded through the DfC Community Support Programme. The grant programme has two categories -

Running costs – up to £2000, running costs for local community bases, and groups (e.g. stationery, printing, insurance etc.), which aim to improve the quality of life in our communities.

Project costs – up to £1000 - Want to deliver a local project e.g. a defined piece of work, training or a project which is time bound.

The table below illustrates some of the statistics of the grant programme in the Year 2016/17 Some of the applicants who applied for running costs also applied for project costs.

Number applications for both running costs and project costs

64

Number of groups supported for running costs 48

Number of groups supported for project costs 20

Amount of funding awarded £80,945.79

Number of informal feedback sessions 6

Number of formal appeals 1

Unsuccessful applications 29

Underspend £13,909.38

Grant workshops – numbers attended 4 workshops

There were 28 groups that did not spend their full allocation throughout the year. The amounts range from £3.12 to £1474.15. Emails were issued throughout the year to encourage groups to deliver their projects and submit their claims in a timely manner Further Improvements Identified:

The grants enjoyed another successful year and are vital for communities. However, we are constantly seeking feedback to ensure this competitive process is as fair and efficient as possible.


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It is largely agreed that the application forms can be difficult to understand and complete. This often means that more experienced organisations have an advantage. In recognition, 4 work-shops were delivered with 21 groups attending. Increased advertising of these workshops would be essential in the future to educate groups, as well as promoting the CDO’s 1 to 1 support.

Further consultation is required to identify ways to make the criteria and the application process for the grants as ‘user friendly’ as possible.

Consideration will be given to ring fencing funding for Christmas festivals/switch on’s. 5. Encourage community partnerships and collaborative working: The Community Development Service Unit (CDSU) continues to work in partnership with the three networks through Service Level Agreements. North Down Community Network, Ards Community Network and County Down Rural Community Network individually and collectively agreed common ground and developed targets that directly align with the Council Implementation Plan (Appendix 3). Quarterly meetings with each network as well as collective meetings ensure targets are being met. Further Improvements Identified:

Due to the Networks numerous funders; over-laps have been identified. It was agreed going forward that any new targets would be directly measured against the Service Level Agreements to ensure effective partnerships and value for money.

6. Share good practice and learning: As the background explains, 2016/17 was another year where continued strides were made to amalgamate the two Community Development models from legacy Councils. Therefore, it is essential to have the new model agreed and trailed before good practice is shared. CDSU also supported the Networks in a good practice event. The networks share our information with the groups they represent. Further Improvements Identified:

Once we are confident in our model we will showcase it through a good practice / showcasing event which will tie into aim of promoting volunteers.

7. Councils’ community engagement strategy: CDSU promotes its work and other good practice through the Councils borough magazine and regular E-mails put out through the community register which is continually updated and now has over 75 registered groups. Further Improvements Identified:


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New modern ways of improving communications and engagement are being explored, such as social media and a community E-zine.

8. Other Community Services provision CDSU continues to work in partnership with Citizens Advice Ards and North Down through a Service Level Agreement, appointed through a competitive procurement exercise. DfC are the main funder through the CDSU. CAAND funds are released quarterly after a meeting to evaluate targets. The total annual budget for CAAND is £238,875.00. The table below demonstrates CAAND support is essential for many people across the Borough.

Further Improvements Identified:

CANND work across Bangor, Newtownards, Holywood and Portaferry and is heavily reliant on volunteers. A joint effort must be made to increase their outreach capabilities. Especially with the roll out of ‘Universal Credit’ being implemented in May 2018.

Council Provided Budget

£73,500 £0 £110,250 £55,125 Total

Enquiry Type Q1 (No. of Enquiries)

Q2 (No. of Enquiries)



£238,875

Welfare Benefit 2569 1982 2286 2160 8997

Debt 470 402 386 382 1640

Finance 58 51 56 52 217

Housing 168 176 145 139 628

Immigration 24 28 24 22 98

Legal 180 152 127 127 586

Family 116 108 106 90 420

Employment 692 400 366 298 1756

Signposting 104 65 80 27 276

Consumer 84 94 114 93 385

Education 39 31 22 21 113

Health 71 58 40 67 236

Misc. 93 88 128 107 416

Tax 134 53 71 38 296

Travel 47 54 57 45 203

Utilities 14 12 9 12 47

TOTAL 16314


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9. Measurement and Monitoring To enable CDSU to improve across the board it is essential we measure how our services perform. The output measurements across our services as well as our SLA’s and staff appraisals are strong. Various methods have been trialed to evaluate the quality of our services. Work is ongoing to agree on the most accurate tool to evaluate quality. Further Improvements Identified:

Methods to capture Qualitative data need agreed and implemented. Baselines and targets to be established.

Conclusion:

The complexities on developing the agreed Service Implementation Plan should not be under-estimated. Differing CD models from legacy councils and public consultation has certainly been a challenge. However, 2016/17 has allowed the CDSU to deliver the plan which enables experiential learning which in turn informs future improvements. As this report has highlighted many of the key actions have been successfully met. However, the report also explains the difficulties experienced in both the key actions met and those that were not. This evaluation has enabled us to continue with an internal review. The following identified key recommendations should be addressed as part of the review. Key Recommendations:

With the further improvements in mind, continue with an internal review of grants, community activity programmes, community support, SLA’s with the networks and CAAND.

A new model of collaborative working should be developed to ensure identified community needs are tackled efficiently across all 3 sectors to ensure timely outcomes.

Based on the review more meaningful targets should be agreed to ensure quality as well as quantity.

A yearly communication plan should be developed to compliment and promote all aspects of the CDSU and our partners in the community.


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Consultation with the Networks re: 16/17 CD Evaluation. North Down Community Network (Appendix 4). County Down Rural Community Network & Ards Community Network (combined Appendix 5).

APPENDIX 1 Community Development Service Delivery Implementation Plan 2016/2017

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RAG Status: Complete Ongoing Deferred/Unmet

Work Area

Community Development Work Areas

Proposed Implementation / Actions - April 2016

What do we want to achieve? (Indicators / Outputs)

What has been achieved? (Outcomes/Impacts)

Proposed Partners

Further Details Outputs 1 April 2016 – 31 March 2017

Council’s actions achieved

RAG Status

1 Advice, guidance and support for community organisations

Provide advice to community organisations through Council’s and Network Community Development Officers to assist and enable communities to develop and implement community based initiatives, including area based plans. Support community organisations by providing free monthly use of a meeting room in a Council Hall for community meetings. Costs will be met by the Council Provide guidance to community organisations by producing a community guide / directory of information outlining the range of community development support available from Council, Networks, and partner organisations Community Development Officers (CDOs)will represent Council at community group and interagency meetings to provide advice and support

Build and develop relationships with community organisations Provide facilities for Community Groups to meet Communities to be better informed Increase the number of community groups supported Engage, communicate and listen to citizens and customers

More engaged and empowered communities

Council Community Networks Statutory Agencies Voluntary / Community Organisations (VCOs)

4 CDO's providing support to community organisations across the Borough 1 x 2 hour monthly meetings for 100 community organisations Transition venue hire support for 16 groups to Sept 2016 Community guide produced and circulated to 150 voluntary/community organisations (VCOs) and statutory agencies. Online version available. CDO's attend community meetings

Engagement with 100 community organisations Enabling 100 community organisations to meet Guide / Directory produced 150 better informed VCOs Face to face engagement with up to 100 community organisations

70 individual groups met with over the year. 18 groups avail of this on a monthly basis. Creation of the directory is complete. 21: 7 forums 3 times a year.

2 Community programmes (on a needs led / partnership basis)

Design, develop and implement flexible, mobile, targeted and need based Community Programmes for key groups to include: Young People Older People Summer Activities Women’s / Men’s

Better targeted community development resources Increased opportunities for all communities to avail of support

More engaged and empowered communities Enable communities and residents to enjoy a

Council Community Networks Statutory Agencies

Delivery of 25 activity based programmes. To be delivered in conjunction with community organisations based on current provision and need

Increase Community activity programmes by 10% Engage 500 participants in community based initiatives

No change 395 on average attend the activity


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Work Area





Proposed Partners



RAG Status

Urban / Rural Work collaboratively within and across all Council departments to provide relevant community based programmes to include: Leisure/Sports Wellbeing Arts, Crafts and Culture Environmental initiatives

Increased opportunities for groups / individuals to participate in community based, needs led programmes Community Response Programme delivered

better quality of life Improve the health and wellbeing of citizens Contribute to the 5 ways of wellbeing - Give, Connect, Keep Learning, Be Active and Take Notice

Voluntary / Community Organisations

Summer Programmes – 6 summer programmes for 5-12 year olds delivered in 6 locations Redburn, Kilcooley, Rathgill, West Winds, Glen, Portaferry

6 x 3 wk programmes 2 x 3hr daily sessions 96 daily places at each location 576 child places

programs per week. 25 activity programmes delivered. The CDO’s are members of various working group – Staff Consultative Committee Environmental Management system group Redburn Users group Volunteer policy group We also assist with consultations on – Portavogie MUGA PEACE IV Sports Hub – Holywood Safeguarding Sports Development – Everybody Active Glen CC – 21 (pilot scheme) George Green – 92 Kilcooley CC – 68 Portaferry – 19 (pilot Scheme) Redburn CC – 86


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Work Area





Proposed Partners



RAG Status

To develop and implement a community response programme to deal with emerging issues

West Winds CC – 41 (pilot scheme) Total – 357 children occupying 784 child places Deferred until 2017/18

3a To promote and support local volunteering

Develop a Corporate Volunteer Policy which incorporates relevant staff training Develop opportunities for volunteering within Council To host Volunteer Recognition Event Work in collaboration with dedicated Volunteer organisations to promote and support volunteering Promote Volunteer Opportunities across the Borough Develop greater awareness of volunteering

Introduce processes and procedures that support and value the contribution of volunteering across the Council Raise the profile of volunteering in the community Increase the number of people engaging in community volunteering

Increase volunteers’ empowerment leading to more engaged and empowered communities Improve health and wellbeing and promote active lifestyles Contribute to the 5 ways of Wellbeing - Give, Connect, Keep Learning, Be Active and Take Notice.

Council Community Networks Voluntary / Community Organisations

Deliver a Council Volunteer Policy Enable individuals to volunteer in Council Include additional categories for community volunteering within Civic Awards Host Recognition Event for community volunteers Marketing campaign for volunteering in conjunction with leading volunteer organisation e.g., Volunteer Now

Volunteer policy agreed. Training delivered. xx No of Volunteers in Council (tbc) Civic recognition for 2 community representatives Coordinate with Volunteer Now Engage and empower 200 community volunteers

Ongoing policy development 15 Volunteers assist with various activities programmes. Deferred until 2017/18 Ongoing partnership with Volunteer Now Deferred until 2017/18

3b Training for volunteers

Develop a community based Volunteer Training Programme to include for example:

- Governance - Committee Skills

Increased knowledge and skills and capacity of community groups and volunteers

Supporting people to take part in civic life

Council Community Networks

Work in collaboration with community networks to devise a borough wide comprehensive training programme

Deliver 16 training courses with a minimum of 10 attendees


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Work Area





Proposed Partners



RAG Status

- Financial Management

- Project Management

- Safeguarding - Food Hygiene - First Aid - Marshalling

Provide relevant accredited training opportunities Support Community Networks to deliver training.

Support the sustainability of community organisations Increase number of learning opportunities for volunteers Improved accredited learning among communities and volunteers Improvements in quality and coordination of community development activity.

Enhancing employability of volunteers Contribute to the 5 ways of Wellbeing, specifically Keep Learning, Connect and Be Active

Voluntary / Community Organisations

Provide training programmes for community volunteers Procure specialist training provider/s

Upskill 160 community volunteers Agreed training programme with Networks

Training mapping exercise completed with our partners – ACN, NDCN and CDRCN Safeguarding delivered – 3 sessions – 45 attendees Deferred until 2017/18 Training mapping exercise complete.

4 Grant aid funding

Develop a Council wide Corporate Grant Policy include a timeline for funding calls Deliver a series of grant information workshops focusing on the grants application process, administration and claims procedures Provide a rolling programme of funding for community organisations to start up Provide funding to support community identified and led activities:

Develop a consistent Council wide approach to the administration of grant schemes Simplify administration and grant processes Support potential grant applicants Increase the number of successful grant applications Enable and support new / emerging community organisations

More engaged and empowered communities Foster a united community based on equality of opportunity, good relations and reconciliation. Increase the number of residents who feel proud to live in the Borough.

Council Community Development Council Departments Community Networks DSD DCAL Voluntary / Community Organisations

Streamline grant process Simplify grant processes and procedures Deliver grant workshops to community organisations Support new and emerging groups Increase no of community organisations receiving grant support

Deliver 4 grant workshops to 100 community organisations Deliver seeding funding programme Grant support for up to 85 community organisations

Grants policy agreed Ongoing 4 grants workshops delivered – 21 groups attended 1 group availed of the seeding grant – grant open all year. 38 groups supported with festival funding


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Work Area





Proposed Partners



RAG Status

Provide funding for communities to run local festivals through the Community Festival Fund scheme including financial support for commemorative events Provide funding to support running costs and project costs of community organisations through the Community Development Grant scheme Provide financial support for community groups including the compilation/ verification of grant claims Assist communities to identify and apply for other relevant sources of funding To encourage a collaborative strategic approach to securing funding

To support activities generated by communities Support delivery by local community development groups

Support community organisations to identify and apply for other sources of funding Host 2 x "meet the funder" events

1 to 1 face to face support for up to 100 community organisations Assist X Communities to get external funding

48 groups supported through Community Development Grants 28 9 4

5 Encourage community partnerships and collaborative working.

Support community development service delivery by Ards Community Network, County Down Rural Community Network and North Down Community Network (also known as SECDN) Work collaboratively with other relevant voluntary / community support organisations such as EA, NIHE, SEHSCT, YMCA etc

To develop a coordinated approach to community development to maximize impact Partner organisations working together to achieve common objectives Improvements in quality and

Improved partnership working Establish and grow productive partnerships Enable communities and residents to enjoy a better quality of life.

Council Community Networks Statutory Partners Voluntary / Community Organisations

Financial support to community networks providing added value to Council Community Development provision Develop and agree Service Level Agreement with community networks Meet regularly with Community Networks to discuss joint delivery and review implementation of plan

3 community networks supported SLA established 4 progress/review meetings with 3 community networks

3 Networks supported through a Service Level Agreement Quarterly meetings with each Network.


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Work Area





Proposed Partners



RAG Status

Support internal and external collaborative working models that will assist the implementation of community development service delivery Identify and promote suitable collaborative projects

coordination of community development activity CD resources will be deployed to greater effect as a result of improved coordination and planning between agencies

Improved links / multi agency approach with other community support organisations Work collaboratively across Council departments Identify and promote suitable collaborative projects Host 2 x "meet the council" events

6 meetings with voluntary / support organisations Engage 50 community organisations No Target 2

8 9 9 0

6 Share good practice and learning

Design and deliver showcase events across the Borough Work collaboratively with the local Community Development Networks to promote good practice and networking Assist with the marketing and promotion of community initiatives, activities and events

Enable community groups to network, learn from and support each other Increase the sharing / exchange of experiences and information on community development activity Encourage communities to embrace diverse perspectives and avoid reinventing the wheel Strengthening Communities by supporting sharing of good practice, ownership, and partnership

More engaged and empowered communities Enable communities and residents to enjoy a better quality of life. Increase the number of residents who feel proud to live in the Borough

Council Community Networks Statutory Partners Voluntary / community organisations

Enable showcasing of local community organisations at Volunteer Recognition Event Support Community Network events to share good practice Share Good Practice / Information through Community Database Share information through Community Networks

Sharing Good Practice with 200 community volunteers Increase community groups receiving information by 200% Quarterly updates through Network newsletters

0 Quarterly newsletters received from CDRCN Community database which has 100 members. Information added to the Borough magazine. Community directory updated with consent from groups.


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Work Area





Proposed Partners



RAG Status

7 Councils’ community engagement strategy

To contribute to the development and implementation of the Councils community engagement strategy Promote Community Development Services To develop and maintain a community register Support internal and external collaborative working models Ensure linkages and strategic fit with Community Planning

Communications with communities improved To communicate and engage with communities and disseminate information and good practice. Assist sustained community engagement and inform community planning


Council Community Networks Voluntary / community organisations

Produce promotional Community Development campaign Contribute to Borough Magazine Encourage community organisations to register for the Community Register Update the Community Register

Community Engagement Strategy Distribution to 150 voluntary/community/statutory organisations / wider public via Council website Information on Community Services distributed to 64,605 households Increase community groups registered on database to 75 Annual Update of community database

Deferred 17/18 Information included in the Borough Magazine E-mails sent to 160 groups on Community register. Forms readily available on council web-site. 100+ now on the community register. Ongoing

8 Other Community Services provision

Develop and implementation a Community Charter, outlining key principles and responsibilities on how we can work and support each other. Provide financial support for the delivery of local Advice Services for citizen’s & communities across the Borough.

Communications with communities improved Build and develop relationships with community organisations Increased opportunities for groups / individual to avail of high quality, independent advice services



Work collaboratively with Community Networks and Organisations to develop and agree Community Charter Procure the provision of advice services for up to 3 years Aid the promotion of Advice Services through Community Development work

Engage 3 Networks and 100 community organisations Community Charter established Advice service provided in 4 locations Distribution of Advice Service provision to 100 community organisations

Deferred until 2017/18 4 Deferred until 2017/18


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Work Area





Proposed Partners



RAG Status

Monitor Advice Service provision

Quarterly meetings (4) with Advice provider

4

9 Measurement and Monitoring

Six monthly review Measure the impact of community development service provision against agreed outcomes Establish a feedback mechanism to gain maximum benefit of evaluation Collate & analyse quantitative and qualitative data to ensure comprehensive evaluation.

Provide a flexible, responsive service that meets the needs of communities. Provide a Value for Money Service for our ratepayers

More engaged and empowered communities Enable communities and residents to enjoy a better quality of life.


Measured through Service Unit Plan Recording of feedback from service users / community during delivery of services

Achievement of outputs / outcomes Satisfaction level of service users

PIPs with staff completed Deferred until 2017/18 Deferred until 2017/18 Deferred until 2017/18

APPENDIX 2 Activity Programme Breakdown 2016/2017

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Activity Area – Conlig, Rathgill, Whitehill & George Green Name of Club Range of

attendees Social Physical Creative Intellectual Environmental

Conlig Activity Program P1-P7 Age range 5-11

4 - 13 TOTAL ATTENDANCE 250

Access is open to all children regardless of race, religious background, gender, socio-economic background. This allows for a wide range of relationships to grow & develop: between children, parents/carers/guardians and staff team. Choice and (calculated) risk taking are encouraged for the full development of each child and for cultural, social, creative and physical enrichment. Board games, free play.

Organised cooperative games, non-competitive taster sports sessions play in outdoor green space to rear of centre (on site), walks in Wetland, use of local play park, trips (off site). Skipping, ball games (eye/hand coord), multi skills games.

Theme based arts & craft activities, clay work, collage work picked up from outdoor trips/walks, theme dress up nights, junk art projects, cookery: paddy pizza, smoothies, pastries etc

Guide dog awareness, chest, heart & stroke – healthy living awareness, keeping safe,

Make Bat boxes & bat conservation talk, planting seeds, tending & watching them grow, recycling officer/junk art

Ald George Green Activity Program P1 – P7 Age range 5-11


As above

As above

As above

As above

As above


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Green Road Activity Program P1-P7 Age range 5-11


As above

As above

As above

As above

As above

Skipperstone Activity Program P1 – P7 Age Range 5-11

1 – 24 TOTAL ATTENDANCE 511

As above As above

As above

As above

As above

Green Road Senior Youth Group Yr 8- Yr 12 Age range 11-17

0-11 TOTAL ATTENDANCE 87

Provide a safe secure place for young people to drop in, be supported by staff team, encourage and build confidence and self-esteem of young people. Relationship building, personal and social development. Chill out space

Cooperative games, kick about football, dodge ball

Music mixing projects

Safeguarding awareness, internet safety.

Name of club Average attendees Aims and objectives Group Activities Council Support

Ald George Green Senior Citizens Group

3-10 Meeting term time

Originally an independent group, the membership has declined due to old

Dancing, when energy permits. Grocery bingo. Light refreshments. Trip out once per term. Arts and crafts.

Coordinator ensures refreshments are ready for group on arrival. Equipment laid out for activities. Provision of refreshments and grocery bingo prizes.


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age, illness & frailty and death. To maintain a social network for those remaining and too frail to organise independently. To reduce social isolation. To build new relationships. To keep moving. To maintain good spirits. To maintain resilience. To gain some new information.

Occasional chair exercise, energy permitting

Provision of bus and admission costs (where applicable) once per term. Arrangement of speakers for group

International Women at North Down

12-16 Meeting once per month

To maintain social networks. To be a peer to peer support network for women from a range of cultures. To be committed to non- violence and peace building. To explore each other’s cultures in a relaxed and informal manner, utilising a range of mechanisms: art, food, festivals, music and literature. Building resilience.

Arts and crafts Poetry reading Cooking Dancing Music appreciation Peer support and mentoring Gentle physical activities Supporting peace building activities both internal and external to Council Accessing Council programs when available

Space to meet at GGCC Access to arts and crafts store/materials Advice and support from CDO


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Art Club P1-P7 Age range 5-11

3 - 17 Average monies lodged £10.00/wk

All groups and clubs Socially - interact and engage within all age groups. Increase confidence and self-esteem. Share their news of the week take part within team building games before break.

Free play in the adjoining Redburn Playpark. Occasional sports and games

Seasonal work around Easter, Halloween, winter, summer. Increase skill base and knowledge, through the use of textiles, textures. Art in the park Project funded by council

®Bullying Awareness project. ®Recycling Awareness

Using recycled goods for art work. Use of Natural textiles Nature walks – Redburn Woodland

Tuesday Afterschool Club P1-P4 Age range 5-8

3 - 19 Average monies lodged /wk £13.00

As above and including: Cooperative games, board games, Lego

Sports and games: Football / Skipping / Badminton / multi skills joint games

Age appropriate art n craft activities based upon seasonal terms

®Recycling Awareness ®Anti-Bullying project ®Keeping safe project ®Healthy eating

As above including occasional gardening.

Cookery Club P1-P7 Age range 5-11

3 - 20 Average monies lodged/wk £14.00

As above

Free play in the adjoining Redburn Play park. Occasional sports and games.

Using a range of different ingredients, discovering new recipes and sharing information and ideas.

Learning cutlery skills. Food and Hygiene – preparation before cooking / baking. Covering all safety issues surrounding cookery.

Using recycled goods for art work. Use of Natural textiles Nature walks – Redburn Woodland

Name of club Range of attendees Social activities Group Activities Outdoor activities Civic leadership Health and well being

Monday Girls Group 11-16 years

6 - 12

To provide opportunities to build upon their skill base,

Delivering a tuck shop Cooperative games

We are vertigo Clip n climb

Range of discussions /workshops Bullying awareness

Female health workshops and worksheets

Activity Area – Redburn, Holywood

Name of Club Range of attendees

Social Physical Creative Intellectual Environmental


15

Average monies lodged /wk £11.00

confidence and self-esteem via crafts board games, drama Quizzes Art and crafts designed around seasonal time periods. Talent shows / jewellery making and cookery

Devising of rules Team games

Ice skating joined up with Redburn Youth Group Range of sports and games such as: Badminton comps Football Table Tennis Nature walks

Art in the Park Project. Volunteering Commenced work on an Animation Project with University of Ulster

Workshops on drugs /alcohol. Keeping safe – use of social medical and technology Cyber Bullying

Name of club

Average attendees Aims and objectives Group Activities Council Support

Redburn Parent & Toddler Group Registered with the NI Charity Commission

12 – 39 Attend Adults & Children £1.50 per family per session.

Parents and children coming together twice a week. Encouraging parents to gain support from each other and give opportunities to develop parenting skills, whilst providing a shared, respectful environment for all families. Providing opportunities to develop through quality activities and play which provide stimulus for development

Ark Open Farm interactive animal road show Castle Espie Trip – exploring wildlife and their environment Newtownards paddling pool. Kimberdance workshops Funky Monkeys – indoor adventure play area Sports and games fun day for toddlers. Children take part in age appropriate art and craft activities. Musical Time, story time and physical play.

Community Programme Co-ordinator support: Provision of Information and guidance to ensure good governance.

Funding assistance

Assistance in day to day provision.

Support to Committee members

Assisting with Programme planning Accessed funding through grants – running costs and projects grant. Delivery of Music, Movement and Activity Project – delivered over the summer months and ongoing.

55+ Group

Monday Redburn centre Group deliver a lunch club 1-2pm Cost £3.00 pp 16-18 in attendance Group session 2-4pm

To provide recreational and educational activities for all people in the Holywood Area for people over 55 years of age. We aim to build upon confidence, provide support and friendship and stimulation through a wide and varied

Continued partnership working and support with Greg Martin – NDCN Registered with Northern Ireland Charity Commission. Tea Dances Chair aerobics Luncheon Club Entertainment

Community Programme worker assigned to the group over a period of 9 hours per week. Providing assistance in delivery of provision and guidance and information relating to good governance. Assistance in day to day running of the provision. Support to committee members


16

30 Attend cost £1.50pp Tuesday Queens Hall Holywood Town 30 Attend 2-4pm Charge is £1.50/person

programme which meets the needs for all older people.

Trips out to shopping centre and other 55 Plus groups.

Assisting with programme planning. Group apply for financial assistance via council CDG – running costs.

Holywood Shared Town Patch Work Club

Monday 2-4pm Ave attend: 6-8

To provide opportunity for those interested in patchwork to come together in a shared space to learn together and develop friendship.

The Patch Work Group meet on a Wednesday afternoon

Set up of equipment provided by Care taker.

Redburn Youth Group

Thursday Evening Ave attendance 18 Cost/child £1.00

Provide a range of social and development opportunities for young people

A range of developmental opportunities through sports /outdoor and indoor activities, art and crafts and cookery. Currently working on an Animation Project working in partnership with the University of Ulster

2 Community Programme workers assigned to the group over a period of 3 hours each per week. Cover of cost for main hall within Redburn Centre Providing assistance in delivery of provision and guidance and information relating to good governance. Assistance in day to day running of the provision. Support to committee members/programme planning

Holywood Shared Town

4/6directors Holywood Shared Town wishes to establish and sustain mutually working relationships within Holywood and district to enable the creation of a more cohesive shared space. To realise the potential, of community engagement and partnership working through

Culture Night – Coordination of said event including all associated tasks Sports group - Coordination of meetings including all associated tasks regarding their development Holywood connects

Support from Council staff in the delivery of community events such as Culture Night. Attendance at board meetings Providing assistance in delivery of provision and guidance and information relating to good governance. Assistance in day to day running of the provision.


17

continued strategic development of public and community spaces, resources, networks and ideas. To advance conflict resolution and reconciliation, to promote community development and, in particular the promotion of the community.

Coordination of Holywood connects group and all associated activities including Holywood Hub site Advice and expertise re Holywood public Realm /Holwood Masterplan Coordination /support for Redburn Users group meetings A range of work associated with Good relations A range of work associated with shared public space including Redburn Country park

Support to committee members/programme planning

Holywood Residents Association

Committee 6-8 To remain the Best Kept Town in Northern Ireland in the whole of Ireland through investing their time in a range of projects which will “upgrade the town”

To continue to develop work in a joined up way Working to create healthy safe green and public places which promote Holywood as a sustainable vibrant town

Attendance at committee meetings Providing assistance in delivery of provision and guidance and information relating to good governance

Holywood Connects

10 To provide an opportunity for community groups to share information and contribute to developing Holywood in a joined up way.

Development of Holywood Hub. Joint projects.

Providing assistance in delivery of provision and guidance and information relating to good governance Attendance at meetings

Redburn Community Centre Users Group

12 - 14 To provide an opportunity for centre users to become actively involved in the promotion and increased usage of the centre through a partnership model

Sharing of information Discussions regarding ongoing issues Joint decision making Open Day to promote the community centre and enhance group memberships

Community Halls – Johnny and Hanna Secretariat support CD support –Julia/Stephen


18

Activity Area – Kilcooley, Hamilton Road Hub & Groomsport Name of Club Range of

attendees Social Physical Creative Intellectual Environmental

Kilcooley Tuesday Club P1-P7

507 attendee’s over the year. Weekly attendances ranging from 10 -20 young people

All groups and clubs Socially - interact and engage within all age groups. Increase confidence and self-esteem. Share their news of the week take part within team building games before break.

Free play Regular Active Games. Sports and games: Football / Skipping / Badminton / multi skills joint games

Seasonal work around Easter, Halloween, winter, summer. Increase skill base and knowledge, through the use of textiles, textures.

Healthy Eating Social Education

Using recycled goods for art work. Use of Natural textiles

Teeny Weeny Club P1-P4 (CLUB STOPPED AT END OF JUNE2016)

79 attendees between April and June 2016 Attendance ranged from 2-12 over the 10 weeks the club operated.

All groups and clubs Socially - interact and engage within all age groups. Increase confidence and self-esteem. Share their news of the week take part within team building games before break

Free play Regular Active Games. Sports and games: Football / Skipping / Badminton / multi skills joint games

Seasonal work around Easter, Halloween, winter, summer. Increase skill base and knowledge, through the use of textiles, textures

Healthy eating Social Education

Using recycled goods for art work. Use of Natural textiles

Name of club Range of attendees

Social activities

Monday Special Needs Disco Open age range

1553 attendees over the year. Weekly attendance

The disco provides a popular social outlet for people with varying degrees of special needs mainly from the Bangor and Ards area. It has quite a number of attendees from many of the local residential homes but also a reasonable number of non-residential based attendees for whom, anecdotally, parents have indicated this offers a much needed social outlet but also offers a short respite for parents/carers to have some time away from their caring responsibilities.


19

45-60 attendees + carers in addition to this.

Name of club Average attendees

Aims and objectives Group Activities

Kilcooley Tuesday Morning Parent & Toddler Group

144 families attended over the year. Ranging from 3-11 families each week

Parents and children coming together twice a week. Encouraging parents to gain support from each other and give opportunities to develop parenting skills, whilst providing a shared, respectful environment for all families. Providing opportunities to develop through quality activities and play which provide stimulus for development.

Ark Open Farm. Happy Town Children take part in age appropriate art and craft activities. Musical Time, story time and physical play. Parents encouraged to play with and understand the developmental value of play to their child. Kilcooley Women’s Centre facilitate with Health Development staff on a regular basis with baby weighing healthy eating budgeting advice etc.

Name of club Average attendees

Aims and objectives Group Activities Council and other agencies Support

Groomsport Evergreens Maxwell Hall Groomsport 10-18 Attend Thursdays 2-4pm

To provide recreational and educational activities for all people in the Groomsport Area for people over 55 years of age. We aim to build upon confidence, provide support and friendship and stimulation through a wide and varied programme which

Continued partnership working and support with Groomsport Parish Church Greg Martin – NDCN and our own Sports Development section kindly provides Chair aerobics and other age appropriate physical activities Seasonal entertainment Seasonal Arts and Crafts

Council Community Programme worker assigned to the group over a period of 3 hours per week. Groomsport Parish Church cover of cost for the Venue CDO assists with programme planning and delivery costs where agreed (mostly transport).


20

meets the needs for all older people. We hope to address issues of social isolation and loneliness amongst the more elderly residents of Groomsport and its environs

Visits and talks by local dignitaries Trips to Cinema, Town Hall, and Christmas Shopping

APPENDIX 3: Community Networks Targets 2016/2017

11

Work Area



What do we want to achieve (Indicators / Outputs)


Proposed Partners

ANDBC ACTIONS

Outputs 1 April 2016 – 31 March 2017

Ards Development Bureau and Community Network Action


Targets Achieved

County Down Rural Community Network Actions


Targets Achieved

North Down Community Network Actions


Targets Achieved

1 Advice, guidance and support for community organisations

Provide advice to community organisations through Council’s and Network Community Development Officers to assist and enable communities to develop and implement community based initiatives, including area based plans. Support community organisations by providing free monthly use of a meeting room in a Council Hall for community meetings. Costs will be met by the Council Provide guidance to community organisations by producing a

Build and develop relationships with community organisations Provide facilities for Community Groups to meet Communities to be better informed Increase the number of community groups supported Engage, communicate and listen to citizens and customers


Council Community Networks Statutory Agencies Voluntary / Community Organisations (VCOs)

4 CDO's providing support to community organisations across the Borough 1 x 2 hour monthly meetings for 100 community organisations Transition venue hire support for 16 groups to Sept 2016 Community guide produced and circulated to 150 voluntary/community organisations (VCOs) and statutory agencies. Online version available. CDO's attend

Engagement with 100 community organisations Enabling 100 community organisations to meet Guide / Directory produced 150 better informed VCOs Face to face engagement with up to 100 community organisations

2 x CDO’s and 1 Network Officer providing CD support to community organisations across Ards and North Down. Support Community groups to identify needs and implement estate / neighbourhood plans. Joint production of Community Guide with Council and Networks. CDOs will support community groups and facilitate interagency and local

Engagement with 12 community groups. Support to 5 community groups to implement estate / neighbourhood plans. Work with Council and Newtworks to gather data and develop Community Guide / Directory. Daily face to face support provided to 12 community groups.

20 groups supported 6 groups supported to develop review estate/neighbourhood plans Assisted with Council directory and contributed to Local Planning Group directory 20 Groups supported

2 CDO’s each providing 5% time to community organisations across Rural Ards and North Down. Support community grps to identify needs and implement village plans. Joint production of Community Guide with Council and Networks. CDOs will attend community grp mtgs and facilitate interagency and local

Engagement with 10 community grps. Support to 4 community grps to implement village plans. Guide/Directory produced. Face to face support provided to 10

10 Community forums supported involving 130 volunteers 18 groups supported to review / create new village plans Assisted with Council directory Supported 18 groups

Not Met Not Met Not Met Not Met


12

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

community guide / directory of information outlining the range of community development support available from Council, Networks, and partner organisations Community Development Officers (CDOs)will represent Council at community group and interagency meetings to provide advice and support

community meetings

networking meetings.

networking meetings.

community grps.

2 Community programmes (on a needs led / partnership basis)

Design, develop and implement flexible, mobile, targeted and need based Community Programmes for key groups to include: Young People Older People Summer Activities

Better targeted community development resources Increased opportunities for all communities to avail of support Increased opportuniti

More engaged and empowered communities Enable communities and residents to enjoy a better quality of life Improve the health and

Council Community Networks Statutory Agencies Voluntary / Community Organisations

Delivery of 25 activity based programmes. To be delivered in conjunction with community organisations based on current provision and need

Increase Community activity programmes by 10% Engage 500 participants in community based initiatives

Delivery of CD activities, capacity building programmes and networking for all sections of the community with an emphasis on urban estates, men’s

Delivery of 1 x 20 wk, and 1 x 10 wk and 2 network events, encompassing 150 people. 4 towns/ areas supported to participate.

Networking and Celebration Events attended by 420 participants 6 areas supported

Delivery of activity based programmes and networking for older people. Co-ordination of Peninsula Bonfire Programme.

Management of to 2 Senior Gps 1 x 20 wk, and 1 x 10 wk and 2 network events, encompassing 150 people 4 villages supported to

Supported 2 seniors groups involving 3 monthly sessions 4 villages supported t 1 Big Plan Network

Deliver 3 programmes to women from the North Down Area – organising training and confirming facilitators.

Engage 12 women in community based initiatives to: build capacity, improve confidence and increase participation in communi

3 programmes delivered Engaging 32 people Not Met Not Met


13

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

Women’s / Men’s Urban / Rural Work collaboratively within and across all Council departments to provide relevant community based programmes to include: Leisure/Sports Wellbeing Arts, Crafts and Culture Environmental initiatives To develop and implement a community response programme to deal with emerging issues

es for groups / individuals to participate in community based, needs led programmes

wellbeing of citizens Contribute to the 5 ways of wellbeing - Give, Connect, Keep Learning, Be Active and Take Notice

Summer Programmes – 6 summer programmes for 5-12 year olds delivered in 6 locations Redburn, Kilcooley, Rathgill, West Winds, Glen, Portaferry

6 x 3 wk programmes 2 x 3hr daily sessions 96 daily places at each location 576 child places

programmes and 20% areas of MD. Co-ordination of Urban / Rural Estates Bonfire Programme. Co-ordination of networking opportunities, CD /Community Renewal Programmes for urban estates, DCBI Ards, Bangor and Rural groups and festival programmes.

3 DCBI Ards / North Down Networking Events, CD activities and 10 Estate x CD programmes including Family social activity programmes, group development workshops, health and wellbeing programmes. Scrabo, Ballygowan, Killinchy, Bangor Estates, Bowtown, Ards central, West Winds, Beechfield.

6 DCBI events delivered 10 Estate Events held 4 men's health & wellbeing programmes delivered

Co-ordination of networking opportunities for rural communities.

participate. 1 Ards/North Down Rural Network Event and 5 Peninsula Villages mtgs.

Event mtg with 85 reps from 10 groups

Deliver an intergenerational community summer activity. Total of 44 staff days

ty activities. Engage 12 young people and 12 older people in the creation of a DVD to develop learning and relationships.

Alternative activity delivered DVD of NDCN participants created.

3a To promote and support local volunteering

Develop a Corporate Volunteer Policy which incorporates relevant staff training

Introduce processes and procedures that support and value the contributio

Increase volunteers’ empowerment leading to more engaged and empowered communities

Council Community Networks Voluntary / Community

Deliver a Council Volunteer Policy Enable individuals to volunteer in Council

xx No of Volunteers in Council (tbc)

Support community

15 groups supported to

Support community

Support to 10

13 groups supported

Create 1 volunteer promotion and networking events.

Engage 100 volunteers from North Down.

3 volunteer events with 137 attendees from 49 groups


14

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

Develop opportunities for volunteering within Council To host Volunteer Recognition Event Work in collaboration with dedicated Volunteer organisations to promote and support volunteering Promote Volunteer Opportunities across the Borough Develop greater awareness of volunteering

n of volunteering across the Council Raise the profile of volunteering in the community Increase the number of people engaging in community volunteering

Improve health and wellbeing and promote active lifestyles Contribute to the 5 ways of Wellbeing - Give, Connect, Keep Learning, Be Active and Take Notice.

Organisations

Include additional categories for community volunteering within Civic Awards Host Recognition Event for community volunteers Marketing campaign for volunteering in conjunction with leading volunteer organisation eg, Volunteer Now

Civic recognition for 2 community representatives Engage and empower 200 community volunteers

groups to increase voluntary activity and deliver good governance, policies and procedures capacity building training. Raise awareness and support the Council’s volunteering / marketing campaign to increase local participation in community based activities.

Support 12 community groups. 1 network event.

develop plans for additional programmes 1 Community Planning Networking Event held in Feb 2017

groups to recruit volunteers and help with Governance and policies. Raise awareness to support organisations available incl. network to help volunteers.

community groups. 1 network event.

Networking event as above

Produce online information via the creation and dissemination of 40 NDCN ezines to the 400+ distribution list with new items specifically promoting volunteering. Total of 25 staff days

Produce 40 ezines with 150+ new items specifically for volunteers – thus increasing numbers of volunteers and increasing the knowledge, experience and capacity of volunteers across the Borough.

40 ezines issued with 576 news items distributed to 700+ circulation

3b Training for volunteers

Develop a community based Volunteer Training Programme to include for example: Governance Committee

Increased knowledge and skills and capacity of community groups and volunteers Support the

Supporting people to take part in civic life Enhancing employability of volunteers Contribute to the 5 ways of

Council Community Networks Voluntary / Community Organisations

Work in collaboration with community networks to devise a borough wide comprehensive training programme

Deliver 16 training courses with a minimum of 10 attendees

Work in partnership with the Council and Networks to deliver a Borough wide training programme to meet the needs of all sections of

Train 100 participates. Delivery of needs based capacity building programming, including accredited and non-accredited

55 groups trained in accredited and non-accredited training involving 240 individuals. OCN, SIA, Essential Skills, Employability

Work in partnership with the Council and Networks to deliver a Borough wide training programme for community volunteers.

Upskill 30 volunteers from rural areas.

33 volunteers upskilled

Not Met


15

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

Skills Financial Management Project Management Safeguarding Food Hygiene First Aid Marshalling Provide relevant accredited training opportunities Support Community Networks to deliver training.

sustainability of community organisations Increase number of learning opportunities for volunteers Improved accredited learning among communities and volunteers Improvements in quality and coordination of community development activity.

Wellbeing, specifically Keep Learning, Connect and Be Active

Provide training programmes for community volunteers Procure specialist training provider/s

Upskill 160 community volunteers

the community.

skills/ development / group development and employability programmes.

, Child Protection, First Aid, H&S, ESOL

4 Grant aid funding

Develop a Council Wide Corporate Grant Policy include a timeline for funding calls Deliver a series of grant information workshops focusing on the

Develop a consistent Council wide approach to the administration of grant schemes Simplify administra

More engaged and empowered communities Foster a united community based on equality of opportunity, good relations and

Council Community Development Council Departments Community Networks

Streamline grant process Simplify grant processes and procedures Deliver grant

Deliver 4 grant workshops to 100 community organisations

Promote Council funding workshops to the local community groups. Support new groups

Email and provide info to 100+ community groups.

Events / Info circulated to 350 groups/ individuals. Over 6,000 social media hits for events and activities. 450 updates provided

Promote Council funding workshops to local community grps.

Email to 80 community grps.

2 newsletter / ezines issues to 150 groups

Not Met


16

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

grants application process, administration and claims procedures Provide a rolling programme of funding for community organisations to start up Provide funding to support community identified and led activities: Provide funding for communities to run local festivals through the Community Festival Fund scheme including financial support for commemorative events Provide funding to support running costs and project costs of community organisations

tion and grant processes Support potential grant applicants Increase the number of successful grant applications Enable and support new / emerging community organisations To support activities generated by communities Support delivery by local community development groups

reconciliation. Increase the number of residents who feel proud to live in the Borough.

DSD DCAL Voluntary / Community Organisations

workshops to community organisations Support new and emerging groups Increase no of community organisations receiving grant support Support community organisations to identify and apply for other sources of funding Host 2 x "meet the funder" events

Grant support for up to 85 community organisations 1 to 1 face to face support for up to 100 community organisations

setting up to make contact with the Council for Start Up grants. Assist community groups to plan festival and commemorative events and apply for Council funding. Assist community groups to apply for Council CD running costs funding. Assist community groups to comply with LOO for funding i.e. financial and monitoring. Support community groups to become more sustainable and assist in seeking alternative

1 x new group supported. 9 groups supported. 9 groups supported. 9 groups supported and financial policies & procedures group work completed. 12 x groups supported to develop plans for additional programmes, fundraise and source alternative funding.

2 new groups supported - Women's Wellbeing & Arts for All 35 groups supported to plan for festival programmes 8 estate groups supported for season events 20 groups supported to apply for funding As above, 20 groups supported 15 groups supported to apply for

Direct new grps setting up to Council for Start Up grants. Assist community grps to plan festival and commemorative events and apply for Council funding. Assist community grps to apply for Council CD running costs funding. Assist community grps to comply with LOO for funding i.e. financial and monitoring. Support community grps to

1 new grp supported. 5 grps supported. 5 grps supported. 5 grps supported. 2 grps supported.

1 new partnership group supported 5 groups supported to avail of funding 5 groups supported As above 21 micro grants supported avg £1200 Applications of IN-bloom Funding supported

Not Met Not Met Not Met Not Met Not Met


17

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

through the Community Development Grant scheme Provide financial support for community groups including the compilation/ verification of grant claims Assist communities to identify and apply for other relevant sources of funding To encourage a collaborative strategic approach to securing funding

funding and income.

other sources of funding

become more sustainable and assist in seeking alternative funding and income.

5 Encourage community partnerships and collaborative working.

Support community development service delivery by Ards Community Network, County Down Rural Community Network and North Down Community Network (also

To develop a coordinated approach to community development to maximize impact

Improved partnership working Establish and grow productive partnerships Enable communities and

Council Community Networks Statutory Partners Voluntary / Community Organisations

Financial support to community networks providing added value to Council Community Development provision Develop and agree Service

3 community networks supported SLA established

ACN with seek match funding from DFC and PHA and a variety of other funding bodies / trusts to complement Council Funding.

4x funding sources applied to. SLA established 4 review meetings.

Funding secured from PHA, DfC, IFI, SIF SLA in place

CDRCN will continue to seek match funding from DARD and PHA to complement Council Funding. Develop and agree SLA with Council.

2 funding sources applied to. SLA established

Funding secured from DEARA and PHA SLA established

Not Met

Not Met


18

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

known as SECDN) Work collaboratively with other relevant voluntary / community support organisations such as EA, NIHE, SEHSCT, YMCA etc Support internal and external collaborative working models that will assist the implementation of community development service delivery Identify and promote suitable collaborative projects

Partner organisations working together to achieve common objectives Improvements in quality and coordination of community development activity CD resources will be deployed to greater effect as a result of improved coordination and planning between agencies

residents to enjoy a better quality of life.

Level Agreement with community networks Meet regularly with Community Networks to discuss joint delivery and review implementation of plan Improved links / multi agency approach with other community support organisations Host 2 x "meet the council" events Work collaboratively across Council departments

4 progress/review meetings with 3 community networks 6 meetings with voluntary / support organisations Engage 50 community organisations

Develop and agree SLA with council. Meet regularly With Council and Urban / Rural Networks to review and discuss joint delivery of CD plan. Work with community, voluntary and statutory partners to develop joint community projects and attract additional resources to implement collaborative projects.

Organise and support regular project planning meetings with groups and partners to develop suitable programmes.

2 review meetings held Regular meetings with Council to develop programmes

Meet regularly with Council and Urban Networks to review and discuss joint delivery of CD plan.

4 review mtgs.

2 review meetings held Regular meetings with Council to develop programmes

Not Met Not Met

6 Share good practice and learning

Design and deliver showcase events across the Borough

Enable community groups to network, learn from and


Council Community Networks

Enable showcasing of local community organisations at Volunteer

Sharing Good Practice with 200 community volunteers

Deliver joint networking event and support localised networking

1 network event and 6 Urban Estate meetings.

1 networking event and 10 estate CD Networking events delivered

Deliver showcase network event and support localised

1 network event and 5 Peninsula Villages mtgs.

As Above 1 network event attend by 10 groups

Create 1 showcasing and networking event/conference

Sharing good practice with 50 community

Annual BBQ Comm Cafe used as Networking


19

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

Work collaboratively with the local Community Development Networks to promote good practice and networking Assist with the marketing and promotion of community initiatives, activities and events

support each other Increase the sharing / exchange of experiences and information on community development activity Encourage communities to embrace diverse perspectives and avoid reinventing the wheel Strengthening Communities by supporting sharing of good practice, ownership, and partnership

Enable communities and residents to enjoy a better quality of life. Increase the number of residents who feel proud to live in the Borough

Statutory Partners Voluntary / community organisations

Recognition Event Support Community Network events to share good practice Share Good Practice / Information through Community Database Share information through Community Networks

Increase community groups receiving information by 200% Quarterly updates through Network newsletters

between groups. Work with Council and Urban Networks to promote good practice. Promote opportunities for voluntary activity within community groups – i.e. Training, funding, development days, networking, consultations, health information etc.- locally, sub-regionally and with our Networks across NI.

Promote events for Networks / Council as required via email / newsletter. 3 Newsletters per annum to 140 groups and daily emails and social media contact 300+ people.

450 communique / updates provided to 140 groups Electronic updates as above

networking town groups. Work with Council and Urban Networks to promote good practice. Promote opportunities for community groups – i.e. training, funding, networking, consultations, health information, etc., locally and regionally.

Promote events for Networks/Council as required via email/newsletter. 8 newsletters per annum to 150 people and 10 emails to 80 people.

Promoted through newsletters - 4 newsletters issued to 150 groups

for community and voluntary groups. Total of 5 staff days

volunteers.

Space - 45ppl weekly - 9,400 pa attendance

Not Met

7 Councils’ community

To contribute to the development

Communications with communiti

More engaged and

Council

Community Engagement Strategy

Promote and encourage community

Promote via Newsletter x 140 and

As Above 450 communique

Promote and encourage community

Promote via Newsletter

As Above Promoted through


20

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

engagement strategy

and implementation of the Councils community engagement strategy Promote Community Development Services To develop and maintain a community register Support internal and external collaborative working models Ensure linkages and strategic fit with Community Planning

es improved To communicate and engage with communities and disseminate information and good practice. Assist sustained community engagement and inform community planning

empowered communities

Community Networks Voluntary / community organisations

Produce promotional Community Development campaign Contribute to Borough Magazine Encourage community organisations to register for the Community Register Update the Community Register

Distribution to 150 voluntary/community/statutory organisations / wider public via Council website Information on Community Services distributed to 64,605 households Increase community groups registered on database to 75 Annual Update of community database

groups to participate in the Council’s Community Engagement Strategy, including raising awareness of Councils CD services. Facilitate 6 x local community plans within estate / neighbourhood areas and feed into Council Community Planning Big Conversation.

emails to 200 people and x 12 group meetings.

/ updates provided to 140 groups

groups to participate in the Council’s Community Engagement Strategy, including raising awareness of Council’s CD Services.

to 150 people and emails to 80 people and 10 one-to-one mtgs.

newsletters - 4 newsletters issued to 150 groups

Not Met

8 Other Community Services provision

Develop and implementation a Community Charter, outlining key principles and responsibilities on how we can work and support each other. Provide financial

Communications with communities improved Build and develop relationships with community organisations



Work collaboratively with Community Networks and Organisations to develop and agree Community Charter

Engage 3 Networks and 100 community organisations Community Charter established Advice service provided in xx locations Distribution of Advice Service provision to 100

Provide increased opportunities through the Ards Community Network centre and 5 outreach community

Advice Services promoted through ACN & 6 estate groups. Also with communique updates

Participate in the creation of a Community Charter with council Total of 5 staff days

Engage 30 NDCN member groups in consultation to feed into the creation of a community charter.

To partner with ANDBC to move forward


21

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

support for the delivery of local Advice Services for citizen’s & communities across the Borough.

Increased opportunities for groups / individual to avail of high quality, independent advice services

Procure the provision of advice services for up to 3 years Aid the promotion of Advice Services through Community Development work Monitor Advice Service provision

community organisations Quarterly meetings (4) with Advice provider

Hubs for groups / individual to avail of high quality, independent advice services.

9 Measurement and Monitoring

Six monthly review Measure the impact of community development service provision against agreed outcomes Establish a feedback mechanism to gain maximum benefit of evaluation Collate & analyse quantitative and qualitative

Provide a flexible, responsive service that meets the needs of communities. Provide a Value for Money Service for our ratepayers

More engaged and empowered communities Enable communities and residents to enjoy a better quality of life.


Measured through Service Unit Plan Recording of feedback from service users / community during delivery of services

Achievement of outputs / outcomes Satisfaction level of service users

Completion of monitoring and evaluation review report. Collation of qualitative and quantitative information recorded and analysed.

2 x 6 monthly review meetings and 1 report completed, ongoing monitoring and evaluation by Ards Community Network. Equal Opportunities monitoring and feedback forms completed

2 review meetings held with ANDBC

Completion of monitoring and evaluation review report. Collation of qualitative and quantitative information recorded and analysed

2 six monthly review mtgs and 1 report completed, continued service maintained by CDRCN. Section 75 monitoring form completed for all events held. ISO standard

2 review meetings held with ANDBC Monitoring completed

Not Met Not Met


22

Work Area





Proposed Partners

ANDBC ACTIONS




Targets Achieved



Targets Achieved



Targets Achieved

data to ensure comprehensive evaluation.

for all events held.

maintained.


11

ANDBC Community Development Service Delivery Plan 2016-17

Some views from the North Down Community Network in response to the tabled evaluation

The ANDBC Community Development Service Delivery Plan 2016-17 consisted of up to ten elements (depending on which version is considered) which were:

1. Advice, guidance and support for community organisations

2. Community programmes

3. Promote and support volunteering

4. Train volunteers

5. Grant aid

6. Encourage community partnerships and collaborative working

7. Share good practice and learning

8. The council’s community engagement strategy

9. Other community services provision – including a community charter

10. Measurement and monitoring The Green Book (the central government official guide to appraisal and evaluation) explains that an evaluation is a ‘retrospective analysis of a project, programme or policy to assess how successful or otherwise it has been, and what lessons can be learnt for the future’. It ‘examines the outturn of a policy, programme or project against what was expected and is designed to ensure that he lessons learnt are fed back into the decision making process’. Therefore it might be expected that an evaluation would:

Indicate what was done to implement the plan and how well that achieved its aim(s).

Identify to lessons which might be learnt from that to be applied to future work. In line with that this evaluation can be considered to be in two parts: a retrospective section which reviews what was done to implement the plan and a looking forward section with suggestions for what might be done next. The following is a summary of NDCN’s views on these two sections: Did the implementation achieve the aim(s)? These elements which were specified as the plan were actions which the council decided it should take but the plan did not specify clearly what was the purpose/aim they were supposed to achieve. What the plan did indicate was that it was to “support local communities by providing a needs based community development service, create a more inclusive society where community services and facilities are equitable and accessible to local communities, enable communities to become more self-reliant and sustainable, and improve Council’s services to communities in a manner that ultimately enhances the quality of life for citizens”. However these are not desired outcomes expressed in OBA terms and the evaluation does not attempt to assess the extent to which they were achieved and thus how effective the plan has been. If the process of developing the plan had started with agreeing a clear aim and then considered the possible methods, it might have produced something very different.


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As it was there was a list of actions of very varying relevance and or usefulness, many of which were not delivered. Also some of those which were delivered, like grants, could have been delivered more efficiently and effectively, to make a more meaningful impact in communities. The following are some specific comments on the planned actions:

1. Advice, guidance and support for community organisations. Some organisations were helped but the evaluation summary is in parts misleading about the extent to which organisations were actually helped.

2. Community programmes. Other than the original consultation, with which North Down residents (the majority of respondents) had issues, how were these aligned to what communities wanted and needed?

3a. Promote and support volunteering. Other than the celebration event and the other aspects delivered in which volunteers could participate, little appears to have been done. This is therefore more of an indirect outcome rather than planned activity.

3b. Train volunteers. One of the key proposals was to train volunteers in how to complete grant applications – which is not why they volunteer. Should the aim of Sections 1, 2 and 4 instead have been to put in place the provision to facilitate volunteers to help in the way they find most productive and rewarding?

4. Grant aid. Grants were given out – but on the basis, not of community need, consistency or history of previous delivery by the groups applying, but of ability to complete grant applications in the Council’s language.

5. Encourage community partnerships and collaborative working. Again little appears to have been done – apart from a few meetings about collectively creating a directory of training available in different organisations and the SLA discussions with the NDCN - but these were concerned with sharing information and networking, and were not about collaborative working.

6. Share good practice and learning. Here also little appears to have been done, other than the few meetings on training/programmes already taking place in different organisations. Were there any other activities?

7. The council’s community engagement strategy. Did this have any useful effect?

8. Other community services provision – including a community charter. The community charter was not done and, in any case, would not have addressed the lack of trust which we had attempted to highlight as a key factor.

9. Measurement and monitoring. Because of the concerns raised at its introduction there was a suggestion that the plan should be reviewed quarterly. It itself indicated six monthly reviews – but, after nearly 20 months, this is the first review!

Also NDCN believes that some parts of the record presented in the evaluation are very misleading - as the following sample indicates:

NDCN did not agree, as is implied, with the CD service delivery model – and the consultation on it did not produce ‘broad agreement’. Nor during the course of the plan was NDCN ever invited to discuss its delivery with council officers. The only meetings held were just to discuss the SLA contributions. (Therefore in Appendix 1 the green dot against Item 5 ‘Meet regularly with networks to .. review .. plan’ is wrong because this did not happen.)

The network contributions under Service Level Agreements (SLAs) were what the networks said they could do for £10,000 each which could be aligned with actions listed under the plan. They were not actions specifically designed in co-ordination with the overall plan (for example stimulated by it or to address gaps in its delivery) and, at least in


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NDCN’s case, the stipulated SLA actions were limited to what we could reasonably do for £10,000.

Against the Holywood/Redburn 55+ club under ‘Council Support’ the evaluation indicates “group apply for financial assistance via council CDG – running costs” – yet this was the year the council caused the group considerable hardship by rejecting their CDG grant application on the grounds that there was a page missing (which was simple human error and could have been lost after the application was delivered to the council offices). This sort of approach left groups feeling that they were only being ranked and scrutinised by the Council for funding, rather than being supported to deliver needed services via enhanced relationships and communications with council staff and support to help them secure the resources they required to meet genuine needs in their areas.

Appendix 3 indicates what each network indicated it would do under the service level agreement and the extent to which that was done. NDCN was asked what it could do for £10,000 which would be consistent with, and contribute to the implementation of, the plan. Therefore Appendix 3 is wrong to say that the NDCN target was ‘not met’ for the many items for which there was no NDCN target. Incidentally at the end of the year NDCN did list the other things it had done consistent with the plan but outside the service level agreement – however this is not reflected in the evaluation.

Therefore in the retrospective section there are lots of issues (only some of which are identified above) which question both the adequacy of the plan and the review of it. However that is looking back - and NDCN does not want to dwell on that other than to correct the record. In contrast in the looking forward section NDCN believes that there is much that can be build on. What might be done next? The evaluation includes a statement about the Council's vision and the following objectives taken from the approved plan which it says are central to the purpose of the Community Development Service Delivery proposal and implementation plan. As noted above, these objectives are not target outcomes but they could provide a starting point for developing an aim and identifying target outcomes for future plans.

• “support local communities by providing a needs based community development service

• create a more inclusive society where community services and facilities are equitable, and accessible to local communities

• enable communities to become more self-reliant and sustainable

• improve Council's services to communities in a manner that ultimately enhances the quality of life for citizens.”

Then, in the part titled ‘How did we get on?’, the evaluation includes ‘further improvements identified’ for each action which NDCN thinks could provide a good agenda for moving forward. They may be quite general and will not all be easy to achieve but NDCN would be keen to engage in a process of exploring what can be done. NDCN welcomes these suggestions for improvements which it believes are appropriate and necessary. It would wish therefore to participate in and support initiatives to build on them.


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County Down Rural Community Network (CDRCN) & Ards Community Network (ACN) Response: County Down Rural Community Network (CDRCN) & Ards Community Network (ACN) have been very pleased to have been a partner with Ards & North Down Council since the two legacy Councils came together in 2015 and we are grateful for the openness demonstrated by Council Officers as we all strive to harmonise and develop CD services across the new boundaries. The “CD Service evaluation16-17” states in its opening paragraphs that “It was recognised that different models of Community Development services were in place from legacy Councils. While a transition period is inevitable one of the long term goals of this proposal is to enable communities to become more self-reliant and sustainable.”

We endorse this view and have been at pains to stress that community groups within the legacy Ards Borough Council have managed to create and build a community infrastructure with support from the legacy council and especially the 2 community networks, CDRCN & ACN, within tight budgetary constraints. These groups have developed a level of capacity and are encouraged to apply for small grants and use independent fundraising to survive and provide local services on an annual basis. This encourages local ownership and control over their own destiny to some extent. It motivates groups to learn more about alternative ways to address local issues and needs. While this is still not a perfect model we believe that the role of Council and the Networks should be to encourage greater numbers of volunteers and groups to get involved and get trained to play a more active role in their own area. Rural areas in particular are quite used to “paddling their own canoe”. If given the right amount of professional support (from Council & The Networks) they can draw in resources and funding from many sources beyond The local Council. They can also find novel ways to enhance or even replace Statutory services. Great examples of this are “The Friends of Greyabbey” and the “Ards Peninsula Villages Partnership” who have both taken control of gaps in local services and have found creative solutions. Other examples of community in action supported by The Networks would be the NI Housing Executive owned/ community based houses in Scrabo and Beechfield Estates and the community base extensions in 7 urban estates across Ards & North Down funded independently by The Social Investment Fund. With reference to the Implementation Plan and Activity Programme Breakdown in the document we are very aware of the disparity in community development support and expenditure by Ards and North Down Borough Council between North Down and legacy Ards. We would contend that Ards groups are still at a distinct disadvantage and receive less direct support from Council Officers and consequently Council expenditure on CD Support services in Ards is much less than in North Down. However, as stated above, the work of the 2 local networks in providing a high level of support to both urban and rural community groups over many years has built a high level of resilience within community groups in Ards and they are generally well placed to help themselves. We would suggest that reflects well on the consistent and dedicated work of both networks on the ground and is very much value for money in terms of Council financial support provided to them through this programme.


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We have also noted within the Implementation Plan that a number of targets have been unmet or deferred. In particular, the development of a Community Charter and a Community Engagement Strategy as well as some work around volunteering and a Borough wide training programme. We would respectfully suggest to Council that we continue to be actively involved with the Council in taking these actions forward in future and we stand ready to assist Council in their endeavours. We would encourage the Council to continue to develop this CD Service Implementation plan and we are keen to explore new ways to move forward. One possible tool to aid this might be to use “Participatory Budgeting” as a way to get as many groups and volunteers in the one room along with partners such as the PHA, NIHE and the SE Trust with Community Planning engagement. This approach can provide a safe place for groups to discuss new ways of working and relatively small contributions from several partners can generate more efficient delivery of projects and programmes. On behalf of the CDRCN and ACN, we look forward to expanding the ambition of the Community Development Support plans and using all the offices of Council and a range of external resources, we can build on the good work to date and encourage our communities to continue “to step up the plate” and find ways to make life better in Ards & North Down for all our residents, from Early Years to Seniors. Kind regards Nicholas McCrickard Manager County Down Rural Community Network

Ballymote Centre for Community & Business 40 Killough Road

Downpatrick BT306PY

ARDS AND NORTH DOWN BOROUGH COUNCIL...12. Arts Project Grants 2017-2018 (Report attached) 13....

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