annual performance report 2020/2021

1 April 2020 to 31 March 2021

Annual Performance Report 2020/2021

COVID 19a responsive and

resilient approach

September 2020

Corporate Performance Score Card 2020/21 2Score Card 2020/21 2

1.0 About us 4 1.1IntroductiontoAnnualPerformanceReport2020/2021 6 1.2Demonstratingprogressduringchallengingtimes 8 1.3TheChallengespresentedbyCOVID19 9

2.0 Strategic Planning and Vision 12 2.1OurKeyPrinciples 16

3.0 Ensuring Continuous Improvement 17 3.1InternalAuditandRiskManagement 22

4.0 Corporate Business and Recovery Plan Progress Update 23 4.1Communityneedsidentifiedandsupported 26 4.2 Public Health 31 4.3 Businesses and Town Centres 35 4.4FODCBusinessandServiceContinuity 40

5.0 Monitoring Performance using data 45 5.1StatutoryIndicators 46 5.2 Self Imposed Performance Measures 51

6.0 Financial Overview 2020/21 56

7.0 Rural Proofing our Plans and Policies 59

8.0 How to get involved? 66

CONTENTS

1

Annual Performance Report - 1 April 2020 to 31 March 2021

Self Assessment Performance KeyThekeybelowoutlineshowwehaveevaluatedprogressagainstourobjectives or activities:

Green Objective/Actionachieved/ontrack

Amber Objective/Actionpartiallyachieved/likelytobeachieved

Red Objective/Actionnotachieved/unlikelytobeachieved

White Datanotyetavailable

Progress Overview – Corporate Actions

PerformanceagainstPerformance Indicators or Measuresisevaluatedusingthekeybelow:

Green Performanceindicator/measurehasbeenmaintainedorimprovedsincethepreviousyear

Red Performanceindicator/measurehasdeclinedsincethepreviousyear


Corporate Business and Recovery Plan Actions led and coordinated by:

Number actions/activities Assigned Green Amber Red

Community,HealthandLeisureDirectorate

CH&L 7/35 26/74% 7/20% 2/6%

ChiefExecutivesandCorporateServicesandGovernanceDirectorate

CS&G 7/20 20/100% - -

EnvironmentandPlaceDirectorate EP 4/15 10/67% 5/33% -

RegenerationandPlanningDirectorate RP 9/23 22/96% 1/4% -

Overalltotal: 27/93 78/93 84%

13/93 14%

2/93 2%

Performance Score Card2020/21


2

Self Assessment Performance KeyThekeybelowoutlineshowwehaveevaluatedprogressagainstourobjectives or activities:

Green Objective/Actionachieved/ontrack

Amber Objective/Actionpartiallyachieved/likelytobeachieved

Red Objective/Actionnotachieved/unlikelytobeachieved


Statutory IndicatorsED1: The number of jobs promoted through business start-up activity

Target: 170Achieved: 101

P1: The average processing time of major planning applications Target: 30 weeksAchieved: 58.6 weeks

P2: The average processing time of local planning applications Target: 15 weeksAchieved: 15.6 weeks

P3: The percentage of enforcement cases processed within 39 weeks

Target: 70%Achieved: 56.6%

W1: The percentage of household waste collected by district councils that is sent for recycling (including waste prepared for reuse).

Target: 50% by 2020Achieved: 47.13%*

W2: The amount (tonnage) of biodegradable Local Authority Collected Municipal Waste that is landfilled.

Target: <13,781 tonnesAchieved: 14,410 tonnes *

W3: The amount (tonnage) of Local Authority Collected Municipal Waste Arisings

Baseline 19/20: 55,233 tonnesAchieved: 58,108 tonnes*

*Figuresprovidedarebasedon‘unverified’informationattimeofpublicationbyDepartmentofEnvironmentandRuralAffairs(DEARA);thesefigureswillbeupdatedinnextyear’sAnnualReport2021-2022

Waste Collection Services continued during lockdown


3

SECTION 1.0

About Us

4


Thedistrictisthelargest,geographically,ofthe11Councilareas,howeverithasthesmallestpopulationwith117,337people.Asaresult,thepopulationdensityofapproximately41peopleperkm²isthesparsestinNI.ThisisakeyfeatureoftheregionbutalsoachallengeinrelationtohowtheCouncildeliversservices.

Thedistrictisaplaceofoutstandingnaturalbeauty,withauniquemixoftranquilLakelands,heathercladmountains,ancientboglands,forestparks,historictownsandvillages,andarichculturalheritage.

TheCouncilhasresponsibilityforanumberofstatutoryandregulatoryfunctions,includingtheRegistrationofBirths,Deaths,MarriagesandCivilPartnerships,BuildingControl,Planning,EnvironmentalHealth,OffStreetCarParkingandLicensing.Italsodeliversarangeofother

publicservicesincludingwastemanagementandrecycling,streetcleansing,recreation,sportandleisureservices,themanagementofparks,openspacesandwaterrecreationsites,cultureandartsfacilitiesandevents,tourismandlocaleconomicdevelopmentandregeneration,aswellascommunityandgoodrelationssupport.

FermanaghandOmaghDistrictCouncilcoversanareaof2,829squarekilometresintheSouthwestofNorthernIrelandwhichrepresentsapproximately20%ofthetotallandmassofNorthernIreland.

About us1.0

2,829 squarekilometres

20% ofNIlandmass


5

TheCouncil’sAnnualPerformanceReportisastatutorydocumentrequiredbytheLocalGovernmentAct(NorthernIreland)2014toprovideanoverviewandself-assessmentoftheperformanceoftheCouncilduringthepreviousfinancialyear(1stApril2020until31stMarch2021)againsttheprioritiesitset,utilisingdatatodoso.Inpreviousyears,thiswouldhaveincludedperformanceagainsttheagreedCorporateImprovementPlananditsobjectives.

InMarch2020,lifeasweknowitwasturnedupsidedownduetotheimpactsoftheglobalcoronaviruspandemicandthesubsequentunforeseenandunprecedentedlimitationsonourdailylivesintroducedthroughTheHealthProtection(Coronavirus,Restrictions)Regulations(NorthernIreland)2020.Theimplicationsforcitizens,society,theeconomyandfortheCouncilasanorganisationwassignificantwithclosureofallbutcriticalservices,lockdownandshieldingrestrictions,closuresofschoolsandbusinessesand,mostsignificantly,therisktothehealthofcitizensandpotentiallossoflife.TheCouncil’sEmergencyManagementTeamstoodupon13March2020inresponsetoCOVID19,EmergencyPlans

wereenacted,andtheEmergencyManagementTeamwasactivelyinvolvedinmanagingtherisksidentified.Agilityandflexibilityinapproachwaspromoted.Theeffectsofthepandemicareprojectedtobelonglastingandtoimpactserviceprovisionforsometimetocome.

Likemanyorganisations,theCouncilcompletedanearlyreviewofitsdeliveryplansandbusinesscontinuityplans.Itbecameclearthatadditionalmeasureswereneededtomanagethe pandemic. The Elected Members and Senior ManagementTeamquicklyturnedfromstrategicplanningforthenext10years,todevelopinganewwayofoperatingfortheCouncilthatwasagileandresponsiveinitsapproach.Therewasnoblueprintforthis,butthecollectiveapproachtakenhelpedbuildsharedunderstandingofneed and support for partnership approaches withawiderangeofstatutory,businessandcommunitypartners.Whatbecameimmediatelyclear,wasthattheviruspresentednotjustachallengefortheCouncilbutanopportunitytoembracetransformationalchangeandtheCouncilhasworkedtocapitaliseonthisduringthis period.

Atwo-yearCorporateBusinessandRecoveryPlan2020-2022with27identifiedcrosscuttingactionswasdevelopedtorespondtotheimpactsofthepandemic,bothintermsoftheeffectsontheorganisationandoncommunitiesand businesses across the district. The Council agreedthecontentofthedocumentinNovember2020.ThisdocumentprioritisedtherelevantcomponentscontainedintheCorporatePlan‘DeliveringSustainableChange2020-2024’andaddressedthechallengesthepandemicpresented.Itprovidedcleardirectionandleadershipoutliningtheprioritiesfortheorganisationtosupportcitizensdealingwithlockdowns,extendedperiodsofshieldingandfluctuationsininfectionrates,businessclosures,home-schooling,anddigitalreliance,tonamebut a few.

‘The Council Response to COVID 19’

Introduction to Annual Performance Report 2020-20211.1


6

Inaddition,theDepartmentforCommunitiesprovideddirectionthatcouncilswerenotrequiredtopublishaPerformanceImprovementPlanfor2020-21,inrecognitionthatcouncils’focuswouldbeonemergencyresponseservicedeliveryandperformancerecovery.ThisdocumentwillthereforenotreportonanImprovementPlananditsobjectivesasitdidinpreviousyears,however,itwillreportonprogressoftheCorporateBusinessandRecoveryPlan2020-22inrespectofdeliveryduringthe2021-22financialyear.ItisworthhighlightingthattheCouncilcontinuestoimplementitsstatutoryobligationsandhas

developedaPerformanceImprovementPlan(PIP)for2021-22whichisbasedaroundtheimprovementprioritiesidentifiedinitsCorporatePlan‘DeliveringSustainableChangeTogether2020-2024’andreflectstheimpactsoftheCOVID19pandemic.ThePIPwillbesubjecttoquarterlyprogressreportswhichwillbepresentedtotheCouncil’sRegenerationandCommunityCommitteeandtotheAuditPanelandisavailabletodownloadatFODC-Performance-Improvement-Plan-21-22.pdf(fermanaghomagh.com).TheAnnualReport2021-2022willprovideanupdateontheImprovementPlan2021-2022.

what we will do to support an agendatopositivelyaddressclimatechange,includingpromotionofacirculareconomyethos.

ourdistrictishighlydependentonsmall,local businesses and continuedhighlevelsofentrepreneurship which wewillcontiunuetonurture and support.

worktoaddressthedifficultiespreventingpeoplefromparticipatingfullyinsociety,includingproverty,butalso,eg.limitingfactorsinone’slifesituation(suchasalackofskills),unequallevelsofhealthandwellbeingassociatedwitheconomicdisadvantageanddiscrimination

capitalise on the untapped tourismpotentialinourdistrictandworkinginpartnership so that the districtcanbenefitfromtherewards

Positive Climate Action:

Jobs and the Local Economy:

Tackling Disadvantage:

Developing our Tourism Potential:

inlinewithour‘ActiveTogether’strategyprovideaccessibleandinclusiveopportunitiesforalltoparticipateinphysicalactivityandotherleisureservices.

Promoting and Supporting Health and Wellbeing:

Corporate Improvement Priority Area 2020-24


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1.2 Demonstrating progress during challenging times

TheCouncil’sAnnualReport2020-21isthereforeaverydifferentdocumentfrompreviousyearsandfocusesontheprogressachievedinrespectofdeliveryof:

Progress against the Corporate Business and Recovery Plan 2020 -2022 in year 1st April 2020 until 31st March 2021. Thisdocumentincludes27actionswhicharecrosscuttingacrossallservicedepartmentsandrequiresacollaborativeapproachtodelivery.EachoftheCouncil’sDirectoratesincluding,CommunityHealthandLeisure,CorporateServicesandGovernance,RegenerationandPlanning,andEnvironmentandPlacewereassignedanumberofactionstolead,coordinateandtoreportprogresson,butmostrequiredsupportfromacrosstheorganisation,collectively.ThisdocumentdemonstratestheCouncil’scommitmenttopartnershipworkingandprogressionofenhancedcommunicationbetweenservicesareasduringchallengingtimes.Agilityinapproachwaskeytoitsexecution.Clarityofpurposefacilitatedeffectivedecision-makingutilisingdataandintelligence

Information on how the Council performed against a range of statutory and self-imposed performance indicators/measures AsetofsevenstatutoryindicatorshavebeensetforLocalGovernmentviatheLocalGovernment(PerformanceIndicatorsandStandards)Order(NI)2015.TheserelatetothreeCouncilfunctions,ie,wastemanagement,economicdevelopmentandplanning.Inaddition,theCouncilhasaperformancemanagementframeworkinplacewhichincludesarangeofcorporateandservicelevelperformancemeasurestosupportdeliveryoftheCorporateBusinessandRecoveryPlan2020-2022.Thesearereferredtoas‘self-imposed’performancemeasures.Informationonprogressagainstthisrangeofmeasuresisincludedinthisreportand,wherepossible,performancebenchmarkingprovidedagainstothercouncilsinNorthernIreland.

Financial overview ThefinancialoverviewisasummaryfinancialstatementextractedfromtheauditedaccountsoftheCouncil.TheauditedStatementofAccountswillbeavailableontheCouncilwebsiteby30thSeptember2021atwww.fermanaghomagh.com.

InresponsetotheCOVID19pandemicperformancehasbeensignificantlyimpactedduringthisfinancialyearinallserviceareas,somemorethanothers.Specificinformationonthoseimpactsisincludedthroughoutthisreport.However,thereareanumberofexemplarsdemonstratinghowtheCouncilasanorganisationhasprovidedadditionalservicesandsupportedthoseinmostneedthroughouttheseunprecedentedtimes.

Our work is scrutinised by the Northern Ireland Audit Office and annual Audit Reports will be available to view on our website at www.fermanaghomagh.com

(i)

(ii)

(iii)


8

1.3 The Challenges presented by COVID 19

FEVER

MUSCLEPAIN

HEADACHE

COUGH

DYSPNEA

Coronavirus (CoV) are a large family of viruses that cause illness ranging from the common cold to more severe diseases such as Middle Eastern Respiratory Syndrome (MERS-CoV) and Severe Acute Respiratory Syndrome (SARS-CoV). Coronaviruses are zoonotic, meaning they are transmitted between animals and people.

HUMANCONTACT

AIRTRANSMISSION

CONTAMINATEDOBJECTS

WASHINGHANDS USE MASK

AVOID CONTACTWITH ANIMALS

About

Contagion

Prevention

Coronavirus - what is it?

NoreviewoftheCouncil’sprogressforthisyearwouldbecompletewithoutreflectingtheunprecedentedscaleoftheimpactsoftheCOVID19pandemic.Thetablebelowoutlinestheimpactonourpeople,theeconomyandtheorganisationitselfasat14April2021.

NumberofC19ConfirmedCases:5,798

NumberofC19Deaths:85

ReferralstotheCommunityCoordinationHub:2741

Numberofindividualswhowereadvisedtoshield:5,271

A total of 17,000 food parcels distributed across the district (1275-1300perweekatpeak(May2020)

%ofthoseinreceiptofDfCfoodpackswhoindicatedaneedforongoingsupport:33%

EconomicoutputinNIfellby2.8%in2020,asmeasuredbytheNICompositeEconomicIndex(NECEI)

85%ofallbusinesseshaveusedthefurloughscheme(NI)

Cumulatively,16,000 employmentsinFermanaghandOmaghhavebeenfurloughedsincetheCoronavirusJobsRetentionScheme(CJRS)wasintroduced(therewereover14,000employmentsfurloughedatpeak,or32%ofeligiblejobsasatJuly2020)

C19relatedexpenditure:£838,892(2020/21subjecttoaudit)

NumberofcommunitygroupssupportedforC19activities:67

Emergencyfundingallocated:£130k

230communitygroupssupportedfortheRecoverGrantprogramme

RecoverGrantprogrammefundingallocated:£114,881.68

Table 1: COVID 19 Data sets monitored

Our People Our Economy The Council


9

Table 1: COVID 19 Data sets monitored

Our People Our Economy The Council

Increased demand experienced byfoodbanks:8to10timesincreasein‘normaldemand’reportedbysomefoodbanksduringCovid-19peaks

InFebruary2021,thenumberofemploymentsonthefurloughschemehaddroppedto 5,800,accountingfor13% of eligiblejobs

A total of 16,600 claims havebeenmadetotheSelf-EmploymentIncomeSupportScheme(SEISS),claimingatotalof£43.4m,acrossthe3tranches.(FirstTranche:6,400,£17.8m;SecondTranche:5,600,£13.6m;ThirdTranche:4,600,£12.5m)

58%ofbusinessessurveyedbyFermanaghandOmaghDCwereclosed,withnoonlinebusiness,atpeak

Noofstaffworkingremotely/agileworking:325(ofthe325employees,144employeesarecurrentlyagileworking)

Noofstaffworkingonsite: 327

Noofstafffurloughed: 88(ofthe88furloughedemployees,42employeesareflexiblyfurloughed(therefore46arefullyfurloughed)

19%of businesses surveyed were

closed physically, but providing some services online, at the

height of the pandemic


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Emerging demands Councils were part of the front line in thefightagainstcoronavirus.Preservingessentialservices,supportingvulnerablegroups,andrespondingtohardshipamongstresidentsandbusinesses.TheCouncilcontinuestoactivelyassessemergingnewdemandsthroughthecollationofdataandanalysisasoutlinedinthe‘Table1:COVID19Datasetsmonitored’.Associalrestrictionslift,andlocalhealthcaresystemsseesecondarywavesofdemandthreatentooverwhelmcapacity,itisrecognisedtheCouncilmayneedtocontinuetofocusondeliveringitscoreservicesandwidenitsremittohelppreventextensivevulnerability.

Workforce Staffstartedworkingfromhome,othercriticalandfrontlineworkersquicklyestablishedhowtocontinuetheirrolesinanewsocialdistancingcontextandcriticalserviceswereprovidedby269staffcontinuingtoworkonsite.Managershadtoswiftlyadapttomanagingarangeof front line and remote teams while atthesametimetryingtounderstandandimplementatidalwaveofnewgovernmentguidanceonservicedeliveryandworkingpractices.

Regional vs Local Priorities Itisimportanttorecognisetheresourceimplicationsfortheorganisation,asStormontcontinuestolaunchinitiativesthatlocalCouncilsarerequiredtoadminister.Thereductioninincomegeneratedasaresultofclosuresofarts,leisureandculturalfacilitiescontinues.Thelevellingupagendaandthedisparitiesamongstsomeofourcommunitieshavebeenfurtherhighlightedduringtheseunprecedentedtimesandworktopromotefairnessandimprovedqualityoflifeoutcomesforallourpeopleisapriority.

Responsive to change Asitstandsmanyuncertaintiesaboutthefutureexist.However,seizingpositiveopportunitiestolearnlessonsand capitalise on learned experiences is vitalandtheCouncilisworkingtoensureemergingdemandsaremetanddecisionsaretakentopreparefora‘newnormal’throughitsstrategicplanningprocesses,whicharebecomingmoreinnovativeandagileinapproachtomeetthesedemands.


11

SECTION 2.0

Strategic Planning and Vision

12


Strategic Planning and Vision2.0

CommunityPlanningisastatutorydutyplacedontheCouncilasoutlinedintheLocalGovernmentAct(NorthernIreland)2014whichstatestheCouncilmust‘leadinbringingtogetherpartnerorganisationsincludingstatutory,businessandcommunityandvoluntarysectororganisationsoperatingtoagreeprioritiesfortheDistrict’.TheCommunityPlanforthedistrict,‘FermanaghandOmagh2030’,istheoverarching,outcomesbased,long-termstrategyforthearea,developedthroughaprocessofco-designwiththecommunityandpartners.Itisbasedonathoroughanalysisofthedistrict’sneedsandprioritiesthroughthecollationofrelevantdataandintelligence,supportedwithlocalknowledgethroughparticipativeengagementandconsultationwithitspeople.Furtherinformationonthecommunityplanningprocess,includinga

copyoftheCommunityPlan,isavailableat bit.ly/3uYZvtm.LegislationrequiresthatCouncilsreporttothepublic,publishingon30November,everytwoyears,aStatementofProgressoutliningprogresstowardsthesixidentifiedoutcomes,updatedpopulationindicatordatatrendsandactionsprogressed.TheCouncil’smostrecentStatementofProgresscanbeviewedat http://bit.ly/FO2030StatementOfProgress

Although,asindicatedabove,theCorporatePlan‘DeliveringSustainableChange2020-2024’hasbeenupdatedbytheCorporateBusinessandRecoveryPlan2020–2022totakeaccountoftheimplicationsofthepandemic,thesharedCommunityPlanningandCorporateVisionandtheCouncil’smissionisstillcentraltotheapproachtoperformancemanagementandsupportingrecoveryandissetoutbelow:

“Our Vision is of a welcoming, shared and inclusive Fermanagh and Omagh district, where people and

places are healthy, safe, connected and prosperous, and where our outstanding natural, built and cultural

heritage is cherished and sustainably managed”.


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http://bit.ly/3uYZvtm

http://bit.ly/FO2030StatementOfProgress

Our Mission

“We work in partnership to improve the lives and wellbeing of our communities”

TheCouncilhasdefineditscorepurposeas:

TheCouncilhasaligneditsservicesandactivitiesintheCorporate Business and Recovery Plan 2020- 2022todelivertowardsthethreeidentifiedthemesandsixlong-termoutcomessetoutinthe‘FO 2030 Community Plan’andCorporatePlan‘Delivering Sustainable Change Together 2020-2024’

Theme: Theme: Theme:

Outcome:

Outcome:

Outcome:

People and Communities

Economy, Infrastructure & Skills

Environment

1. OurPeopleareHealthy&Well-Physically,Mentally&Emotionally

2. Olderpeopleleadmoreindependent,engagedandsociallyconnectedlives

3. Ourcommunitiesareinclusive,safe,resilientandempowered

4. Ourpeoplehavethebeststartinlife,withlifelongopportunitiestofulfiltheirpotential

5. Oureconomyisthriving,expandingandoutwardlooking

6. Ouroutstandingandculturallyrichenvironmentischerished,sustainablymanagedandappropriatelyaccessible.


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effectivelyrepresentingtheneedsofourDistrictandallitspeople;buildingstrongleadershipatalllevelsoftheorganisationandusingevidencetodetermine

priorites and focus onwhatmatters

most

achievingexcellence

throughidentifyingnewwaysofworkingto

continouslyimproveservicesanddeliveronourpriorities

Our Values

LeadershipL

Sustainability

Engagement &Involvement

takingdecisionswhichareinthelong-terminterests

ofourdistrictanditspeople,supportingvibranturbanandruralcommunitesandalwaysmindfulof

our resources.

actinginanopenandtransparentmanner,providingclearandaccessibleinformationondecisions and performance

actingwithhonestyandimpartality,treatingallinanequitableandrespectfulmanner

listeningto,understandingandputtingtheevidence-basedneedsofourpeople,acrossoururbanandrural

communites,attheheartofwhatwedotocreatesolution

together

The27CorporateActionsidentifiedintheCorporateBusinessandRecoveryPlan2020-2022havealsobeenlinkedtotheCouncil’sValuesFramework.Leadershipemergedasanareaofhugeimportanceduringthecrisiswithdiverseanddispersedteamsrespondingtodemandsbeyondtheirusualroles,manyredeployedandotherstakingonadditionalduties.TheValuesFrameworkhighlightstheimportanceofpromotingcompassionate,collective,transparentanddecisiveleadershipastheorganisationreconfiguresteams,rethinkshowresourcesaredeployedandreengineerslongstandingpracticesandprocessestomeetnewdemands.OneoftheoutcomesofthiscrisisfortheCouncilismoreemphasisondevelopingbehaviouralandvalues-drivenleadershipandembeddingthisthroughouttheorganisation.AprocesstoembedtheCouncil’svaluesintorecruitment,inductionandlearninganddevelopmentprocessesandpracticeisprogressingandscheduledtobecompletedinDecember2021.

TheCouncilhasalsosoughttoalignitsservicesandactivitieswith15of17relatedSustainableDevelopmentGoalsintheDiagram:OurValues.

TheCouncilhasadoptedthefollowingValuestoguideourbehaviourintheworkplaceandhowwerelatetoourworkcolleagues,ourcustomers,ourcommunitiesandourpartners.

Our Values

IntegrityI

AccountabilityA

InnovationI

S

E


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2.1 Our Key PrinciplesProvidingclarityonhow,asanorganisation,theCouncilwouldrespondduringCOVID19wascritical.TheCouncilagreedfourkeyprinciplestodriveitsdecisionmakingandsupportthosemostinneedduringthecrisisandasitemergedintorecovery,outlinedinthetablebelow‘FermanaghandOmaghkeyprinciplesinthefightagainstCOVID19’.Theseallowedtheorganisationtomoveatspeedandrespondeffectivelytosupportcommunitiesthroughthecrisis,forexample,providingandco-ordinatingsupportforthosewhowereshielding,anddeliveringfoodpackagesandmedicinesthroughtheprocessofanewlyestablishedcommunityhub.

Thecollationofrelevant,robust,andtimelydataonaweeklybasis,wasprioritisedandprogressedanddatatrendsandanalysisreportedtoSeniorManagementonaweeklybasisbytheCouncil’sDataTeam,includingreviewingthetrendsintransmissionrateandtesting.Dailydata reports were prepared and presented to SeniorManagementTeamduringthemonthofAprilandweeklyreportsthereafter.Thesewerecontinuouslymonitoredandreviewed.

Monitoringperformanceoftheagreed27corporateactionsutilisinganoutcomes-basedapproach has been embedded in the culture of theorganisation.PerformanceReportCardsare

inplaceforeachcorporateactionandasuiteofperformancemeasureshavebeendevelopedtoenableprogresstobemonitored,reviewedandwherenecessary,achangeinapproachadoptedtomeetnewandemergingdemands.Thissupportsmonitoringtheeffectivenessofactionsidentifiedintermsoftheirimpactandcontributiontowardsagreedoutcomes,populationindicatorsandcouncilvalues.

AstheCouncilprogressestowardstheendofthelifespanoftheCorporateBusinessandRecoveryPlan2020-22,the‘NIExecutive’sBuildingForward;ConsolidatedCOVID19RecoveryPlan’willbecomecentraltodeterminingandaligningnewapproachestosupportrecoverylocally.ThepriorityistoworkwithGovernment,residents,partners,andbusinessestoensurereducedinfectionrates,aneffectivevaccinationprogrammeisdeliveredandtoleadeconomicrecovery.DuringthesetimestheCouncil’sapproachtostrategicplanninghashadtomoveawayfromtraditionalplansandbecomemoreflexible.Thefast-changingnatureofCOVID19anditsimpactsdemandsadifferentapproach.Instead,wewillbeagile,evidenceled,andresponsiveensuringactionsaresupportingthe people of our district in line with health regulations.

Key Principles How we will deliverSafeguarding public health is our top priority

Wewillalwaysbeguidedbypublichealthadvicetoprotecthealth,safetyandwellbeing

Building resilience in our organisation

Wewillendeavourtoberesilientandsustainableasanorganisationandcontinuetoprovideessentialservicestoourcommunities.

Working with others Collaborationacrosspublic,privateandthecommunity/voluntarysectorisessentialtodeliveringonouragreedoutcomes.

Continual monitoring and review

Thisisavolatilesituationandwewillcontinuetomonitordataandevidencetoensureahighlevelofpreparednessandenableustorespondinatimelyandeffectivemanner.Assuch,thisplanremainsaworkingdocumentandsubjecttoongoingreview.APerformanceReportCardwillbedevelopedforeachCorporateActionandasuiteofperformancemeasureswillbeagreedtoenablemonitoringoftheeffectivenessofactionsintermsoftheirimpactandcontributiontowardsourvaluesandoutcomes;thesewillfollowanOutcomesBasedAccountability(OBA)approach.

Fermanagh and Omagh key principles in the fight against COVID 19


16

SECTION 3.0

Ensuring Continuous Improvement


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‘TheLocalGovernmentAct(NorthernIreland)2014’outlinestherolesandresponsibilitiesofCouncilsandprescribesthatachievingcontinuousimprovementinhowaCouncildeliversitsservicesmustbeprioritised. Anewapproachtomanagingperformancewillbeimplementedfurtherin2021astheCouncilpromotesrecovery.ThisprocesswillhelptheCounciltodetailitsambitionsandexpectationsforcorporateperformanceandhowitproposestocontinuouslyimproveonperformanceyearonyear.

TheCouncil’saccepteddefinitionofimprovementistakenfromthestatutoryguidanceandstatesthat“improvementis…morethanjustquantifiablegainsinserviceoutputorefficiency,ortheinternaleffectivenessofanorganisation.ImprovementforCouncilsshouldmeanactivitythatenhancesthesustainablequalityoflifeandenvironmentforratepayersandcommunities”

ThelegislationstatesthattheCouncil“musthaveregardinparticulartotheneedtoimprovetheexerciseofitsfunctionsintermsof’’:

Ensuring Continuous Improvement3.0

Sustainability Efficiency Innovation

Strategic effectiveness

Service quality

Service availability

Fairness

StrivingtoachievecontinuousimprovementisvitaltohowtheCouncilworkswithitspartnersanddeliversservicesonanongoingbasis.TheexperiencesandlearningfromtheCOVID19pandemichavebeenincorporatedintothisapproachandwhenimplementingtheCorporateBusinessandRecoveryPlan2020-2022.TheCouncilcontinuestoworktodeliverresponsiveservicesintheplacestheyareneededmost,andthiswillbemaximisedfurtherinthefuturethroughintelligencearisingfromutilisationofrobustdataandevidence.

TheCouncilhassystemsandprocessesinplacewhichworkintrinsicallytogethertosupportachievingsuccessandensuringcontinuousimprovement.ItsIntegratedStrategicPlanningFrameworksupportstheCounciltodeliverefficiently,manageoperationalrisks,andalignprogrammeswiththeevolvingdataneedsofthedistrict.Itisacompositereflectionoflong,medium-andshort-termplansacrosstheorganisation(includingtheCorporateBusinessandRecoveryPlan2020-2022)andencouragesacollaborativeapproachtoservicedeliverythatworksfromthebottomupandviceversa.


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TheCouncilhasadoptedthefollowingValuestoguideourbehaviourintheworkplaceandhowwerelatetoourworkcolleagues,ourcustomers,ourcommunitiesandourpartners.

Thelinkagesacrossallplansatstrategic,operationalandindividuallevelsisparamountastheCouncildevelopsaculturethatembodiessharedresponsibilityandsupportseffectivecommunicationatalllevelsoftheorganisation,whilstpromotingtheuseofdataandevidencetodemonstrateneedandtargetedinterventions.

Strategic Planning Framework

• Outcomes-based,overarching(longterm)strategicplanfortheFOdistrictthatisevidence-basedandintelligence-ledacrosssocial,economic,andenvironmentalpillars

• LedbyCouncilwitharangeofstatutory,privateandcommunityandvoluntarypartnersthroughacollaborativeapproach

• Prioritiesmonitoredandreviewedregularly,andreportingarrangementsinplacethroughPerformancereportcardsandassociatedperformancemeasuresona6monthlybasis.

• Alignedtothis,theLocalDevelopmentPlanwillenableshapingplacestomeettheneedsidentified.

• TheCouncil’smedium-termStrategicPlanforaperiodof4years(supportedbyrecoveryplans)

• StrategicprioritiesandactionsreportedthroughtheCouncil’sImprovementandPerformanceManagementprocessesonasix-monthlybasisandreviewedannuallyintheAnnualPerformanceReport.

• EachactionidentifiedissupportedbyPerformanceReportCardsandassociatedperformance measures.

• Council’sAnnualImprovementobjectivessetoutwhatwewilldointheyearaheadtodeliveronourstatutorydutytosecurecontinuousimprovement;toachieveimprovementagainstatleastoneofthesevenspecifiedaspectsofimprovement;andarrangementstodetailthatanystatutoryperformancestandardsaremet.PerformanceisreviewedquarterlyandreportedonannuallythroughtheAnnualPerformanceReport.

• DirectoratePlanswillincorporateServicepriorities.• TheworkthatwillbeundertakenacrossservicestoaddresstheCouncil’sstrategicpriorities.

• Performancereviewanddevelopmentforindividualsandteamswithinserviceareas in place.

• Reviewedtwiceannually.• IndividualStaffPerformanceAppraisalsalignedtocontributetowardstheorganisation’sstatutoryduties,priorities,actions,andidentifiedrelevantperformance report cards.

FO2030 Community Plan

Corporate Plan (Supported

Business Recovery Plan )

Improvement Objectives

Directorate Plans

Individual and/or

team Plans

Mon

itorin

g an

d Re

view


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AhierarchyofstrategiesandplansisinplaceandwillcontinuetoguidetheCouncil’sstrategicpolicydirectionanditsservicedeliveryarrangementsasoutlinedbelowinDiagram:HierarchyofStrategiesand Plans.

Hierarchy of Strategies and Plans

Programme for Government and other Regional Strategies, Plans and Programmes

Our Vision• Whatwewishtoachieveinthefuture• Longtermsharedvisioninplacethrough

CommunityPlan

Mission• FODC’spurpose-whyweexist-whatwedo-

focuses on the present

Outcomes• Thelongtermresultsorgoalswewanttoachieve

(supportedbyperformancemeasureprogresstowardoutcomes)

Supporting Strategies, Plans, ProgrammesEg.EconomicDevelopmentPlan,ICTStrategy,LRSStrategy

Operational Plans CommunityPlanActionPlan,AnnualServiceDeliveryandImprovementPlan(supportedbyperformancemeasureswhichmeasureprogressofservices/programmes)

ResultsUnderpinnedbymeasurementandreportingonprogress,performanceindicatorsandperformancemeasures

Overarching Strategic Direction:Community Plan (Partnership Plan for the district)

and Corporate Plan (FODC strategic priorities and commitments)

Supporting Strategic Plans

Operational Plans

Performance Management

Underpinned by Values and Principles


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Managingandimprovingperformanceisnotsomethingthatshouldbeseenasadditionaltothedayjob.Itiseveryone’sresponsibility,formingpartofeverydayeffectivemanagement,forwardplanningandworkingpracticeineveryareaoftheCouncil.Thisissupportedusingoutcomes-basedaccountabilityperformancemanagementframeworkwhichtheCouncilhasadopted,outlinedinthediagram:OutcomesBasedApproach=ForwardPlanningandEffectiveManagement.

Outcomes Based Approach = Forward Planning and Effective Management.

Independent scrutiny is provided through the Council’s Audit Panel and the Northern Ireland Audit Office.

Informed by Data and

Evidence

Demand Responsive Outcome

PartnershipPerformanceAcountability

Roles & Responsibilities

Managingunderperformance and reconfiguringapproachwherenecessary

Settingsharedandinformedgoals

Communicatingthesegoalsacrossthe

organisationandwithpartners

Monitoringandreportingonprogressandachievements

regularly

Makingsuretheseareprogressedandidentifyingroles

andresponsibilities


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3.1 Internal Audit and Risk Management

TheCouncilhastakenstepstostrengthenitsgovernanceprocessesthisyear,throughtheEmergencyManagementTeaminresponsetoCOVID19,continuedoperationofaTransformationProgrammeandWorkingGroupinsupportinganorganisationalrestructurereview(COFORM)andcontinuationofaBrexitCommittee.

Duringthisperiodofreportingthemostsignificantriskscurrentlyrelatetouncertaintiesindeliveringaneffectiveresponsetothepandemicoutbreak;notoptimisingopportunitiestomitigateagainsttheimpactoftheClimateemergency;theenactmentofCouncildecisions;retaininganappropriateprofileofservicesatthelocalhospitals;anddeliveringaneffectiveresponsetotheimplicationsofEUExit.TheAuditPanelconsidersandapprovesanyupdatestotheassociatedRiskManagementPolicy,considerstheeffectivenessoftheCouncil’sriskmanagementarrangements,andseeksassurancesthatactionhasbeentakenonriskrelatedissuesidentifiedbyExternalandInternalAudit.TheminutesoftheAuditPanelarereportedthroughthePolicyandResourcesCommitteetotheCouncil.

InternalAuditisresponsibleformonitoringthequalityandeffectivenessofsystemsofinternalcontrol.AspartoftheCouncil’ssharedinternalauditservice,theInternalAuditfunctionpresentstheAnnualReportandoverallAssuranceStatementfortheyearended31March2021.TheInternalAuditfunctioncontinuedtooperateduringtheCOVID19pandemicandmetfivetimesduringthefinancialyear.AssuranceAudit

Reports(allofwhichreceivedaSatisfactoryOpinion),anAdvisoryAuditReportandtwoinvestigationreportswerecompleted.

TheassuranceframeworkrequiresDirectorsandHeadsofServicetoconsiderannuallytheadequacyofriskmanagementarrangements,internalcontrolsandwidergovernanceissueswithintheirserviceareas.ItalsoprovidesinformationonthelevelofcompliancewiththevariouselementsoftheCouncil’sGovernanceFramework.TheDirectorsandHeadsofServicesarerequiredtomonitor,andkeepunderreview,theoperationofinternalcontrols,withintheirarea,andtoimplementchanges,wheredeemednecessary.

TheAuditPanelprovidesindependentassurancetotheCouncilontheadequacyoftheCouncil’sriskmanagementframeworkandassociatedcontrolenvironment.ItalsoprovidesindependentscrutinyoftheCouncil’sfinancialandnon-financialperformance.TheAuditPanelmetfivetimesduring2020-21andsatisfactorilydischargeditsprogrammeofworkandissatisfiedthatthegovernancearrangementsinplaceareeffectiveandcontinuetobefitforpurpose.

All these processes combine to ensure that the CouncileffectivelymanagesperformanceandtakesallpossiblestepstomeettheGeneralDutyplacedonittosecurecontinuousimprovementintheexerciseofitsfunctions.TheCouncil’sAnnualReviewofGovernancecanbeviewedontheCouncil’swebsiteatwww.fermanaghomagh.com,alongsidetheauditedaccountsfor2020/21(whichwillbeavailablebythe30thofSeptember2021).

TheCouncilhasresponsibilityforconducting,atleastannually,areviewoftheeffectivenessofitsgovernanceframework,includingthesystemofinternalcontrolandarrangementsforperformancemanagementandimprovement.


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SECTION 4.0

COVID 19 Corporate Business and Recovery Plan Progress Update


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COVID 19 Corporate Business and Recovery Plan Progress Update4.0

AsoutlinedinsectiononeofthisdocumentthedevelopmentandimplementationoftheCouncil’stwoyearCorporateBusinessandRecoveryPlan2020-2022wasprogressedandafocusonprovidingnecessarysupporttocommunitiesinneed,preventingthespreadofinfection,workinginpartnershiptosupportthehealthsector,ensuringcriticalserviceareasincludingwastecollection,burialsandcemeteriesandtheregistrationofbirthsanddeathswasmaintained,aswellasprovidingthenecessaryadviceandsupportforbusinessesandtowncentrestopromoterecoveryandtosupporttheorganisationitselfwasprioritised.ITservicesandHRworkedtirelesslytoprovidesafeandremoteaccesstoenable325stafftoworkfromhomeeffectively.Somefacilitiesincludingleisure,artsandculturalcentresandcommunitycentresclosedandstaffwereredeployedandfurloughedwherenecessary.Capacitybuildingandtraining

toenablestafftoworkvirtuallyonplatformsincludingWebex,Teamsandinsomeincidences,Zoom,wasprogressedatspeed,withFODCthefirstCounciltoholditsGeneralMonthlyCouncilMeetingonline.

TheBusinessandRecoveryPlan2020-2022identified27actionsandwasledandcoordinatedacross the four Directorates in Council: Community,HealthandLeisure,CorporateServicesandGovernance,EnvironmentandPlaceandRegenerationandPlanning.Allactionsrequiredacollaborativeapproachtodeliverywhichenhancedcommunicationamongststaffthroughouttheorganisation.Anupdateofall27actionscanbeviewedonthecouncil’swebsiteatwww.fermanaghomagh.com.Anoverviewofprogressagainstall27actionsusingtheagreedperformanceragstatusidentifiedbelowis outlined in table: Corporate Business and RecoveryPlanActions

InMarch2020,followingtheintroductionofgovernmentrestrictionsandlockdownmeasuresinresponsetothecoronaviruspandemic,theCouncilrapidlyrespondedalongsidestatutoryandcommunityandvoluntaryorganisationstotheunfoldingemergency.


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What we said we would do:

RagStatus

Green Actionachieved/ontracktobeachieved

Amber Actionexperiencingsomeissueswhicharecausingdelays

Red Actionnotachieved/unlikelytobeachieved

Corporate Business and Recovery Plan Actions led and coordinated by:

Number assigned

Number of sub actions Green Amber Red

Community,HealthandLeisureDirectorate 7 35 26/74% 7/20% 2/6%

ChiefExecutivesandCorporateServicesandGovernanceDirectorate 7 20 20/100% - -

EnvironmentandPlaceDirectorate 4 23 10/67% 5/33% -

RegenerationandPlanningDirectorate 9 15 22/96% 1/4% -

Overall 27 93 78/93 84%

13/93 14%

2/93 2%

Anoverviewofeachofthekeypriorityareasidentifiedbelowisoutlinedinthefollowingsections.Someofthechallenges;examplesofservicedeliveryandgoodpractice;keyperformancemeasurestodemonstrateprogressandongoingserviceneedstoaddressemergingdemands,aswellasreferencetolessonslearnedissetoutineachsection.

Priority Area:

Community needs

identified and supported

Supportingindividualsandcommunities.

Priority Area:

Public Health

Preventingandrespondingtoinfection/spread.

Priority Area:

Businesses and Town Centres

Supportingbusinessesand places.

Priority Area:

FODC Business and Service Continuity


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4.1Community needs identified and supported Supporting individuals and communities

TheresponseoflocalcommunitygroupsinFermanaghandOmaghtothecoronavirusemergencyhasdemonstratedtheimmensecontributionthatthecommunityandvoluntarysectormakestolocalplaces.Communityparticipationandsupportisessentialforpromotionofhealthandwellbeing,andwearecertainlymoreawareofthevalueofsocialconnections,neighbourliness,senseofbelonging,andmutualtrustthattheCommunityandVoluntarySectorembodies.Communitieshavedemonstratedtheirresilienceoverrecentmonths.Noteveryonewasequallyimpactedbythepandemic,andthosethatwerealreadydisadvantagedfounditchallengingtomaintainresilienceandparticipateinsocialnetworksinthefaceoftheoutbreak.

4.1.1 Key Challenges Identified

Poor mental health -Thefrequencyandlengthoflockdownscoupledwithshieldingrestrictions,reducedaccesstoservices,limitedsocialcontactandsupportnetworks,withincreasedriskstomental health.

Social isolation and vulnerability-Theimmediacyandscaleofthelockdownimpactedonallaspectsofeverydaylifeandleftmanypeoplefeelingisolatedandvulnerable.ItbecameapparentfromanearlystagethattheurgencyandscaleofsupportandinterventionsrequiredanunparalleledcommunityresponsefromtheCouncil,statutorypartnersandthecommunityandvoluntarysectortosupportthoseexperiencingthegreatestimpactsofthecoronaviruspandemicandrestrictions.

Families overwhelmed-Familieshadtocopewiththestressofquarantineandsocialdistancing.Schoolshutdownsledtohome-schoolingandpostponementofexams.Parentsexperiencedincreasedpressuretoworkfromhome,tokeepjobsandbusinessesrunningaswellastotakecareofschoolingchildrenathomeatthesametime,whilecaregiverresourcesincludinggrandparentsandthewiderfamilywererestricted.

Digital Divide-Asvirtualserviceprovisionbecamethenewnormthedigitaldividewithincommunitiesbecameevenmoreapparent.Poorbroadbandaccess,poordigitalliteracyskills,aswellaslimitedaccesstodevicesbecameevident.

Financial insecurity-Businessclosuresandjobloss,thefurloughschemeandeconomicdeclineincreasedfoodpoverty,fuelpovertyandoverallfinancialstability.Foodbanksexperienceda10-foldincreaseinrequestsforsupport.

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2

3

4

5


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4.1.2

Development of Community HubAcommunityhubwasestablishedandresourcedbyemployeesfromacrosstheCouncilwhowereworkingfromhome.Workingwithpartners,includingthosewithintheWesternHealthandSocialCareTrust,PublicHealthAgency,DfCandAdviceNI,thehubassistedapproximately2,600peoplerequiringsupportincludingaccesstofood,be-friendingservices,andgeneralinformationonlocalsupportavailableacrossamultitudeofareas.Morethan17,000foodparcelsweredeliveredto households across the district. The supportreceivedfromCouncilVolunteersandourpartnersEasilink,FermanaghCommunityTransport,theRedCrossandDAERAwascriticalinensuringthetransportationofparcelstovulnerablehouseholds across the district.

Connecting People through digital platformsSouthWestAgePartnership(SWAP)wasfundedbyFermanaghandOmaghPCSPtorollouta‘Let’sGetConnected’projecttogetolderpeopleonlineusing4Genabled tablets. The tablets wereallocated,withtrainingtosupportparticipantsusingthetabletsandgettingonline.Thetabletshadasimcardlikethatusedformobilephoneswhichmeantusersdidnothavetohavebroadbandintheirhomestoaccesstheinternet.Thepilotprojectmade12tabletsavailablefora3-monthloanperiodtoolderresidentsinthedistrict.OnlinetrainingsupportandseveralonlineclassesforparticipantsfundedthroughPlaceEEandAgeFriendlywerealsoprovidedaspartoftheproject.(PictureofLet’sGetConnectedpacksprovidedcontent).

Grant aid supportThroughout2020/21theDepartmentforCommunitiesallocatedadditionalfundingthroughtheCommunitySupportProgrammetosupporttheCOVIDCommunityResponseacrossthedistrict.ThisfundingwasallocatedbytheCounciltosupportcommunityledandcollaborativepartnershipresponsestoassistthemostvulnerablebecauseofthe pandemic and included a number of targetedinitiativespromotingfinancialinclusion,accesstofood,volunteeringanda‘WarmWellandConnected’fund.TheCouncilworkedcloselywithlocalfoodbanks,conferencesofStVincentDePaul,generalistadviceproviders,thecommunityandvoluntarysector,andothernetworks/supportorganisationstodeliverarangeoffundedprogrammes.

Information Sharing/Building CapacityTheCommunityServicesTeamcollatedinformationas a resource to help people identifylocalsupportincludingforexample,foodprovisionincludingfoodbanks,transportprovidersandcommunitysupportgroupsoperatinginthearea.AteamofCommunityLiaisonOfficersweredeployedtoworkcloselywiththecommunityandvoluntarysectortoensureaccesstoavailablefunding,thedevelopmentofriskassessments,enhancereferralpathways,tosupportself-careandsustainserviceprovision.

Examples of what we did...


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Virtual Service ProvisionServicedeliverywasadaptedwithmeetingsandactivitiesmovingonlinewhichenabledresidentstopartakeinCouncilprogrammesvirtuallybydevelopingandenhancingdigitalengagementusingFacebook,TwitterandYoutube,includinginsightsintothehistoryofthedistrictfromtheMuseumandHeritageService,summerschemes,physicalactivity,community,andartsprogrammes.ResidentsandthosefromfurtherafieldwerealsoabletoenjoyeventssuchastheswitchingonoftheChristmaslightsinOmaghandEnniskillenandthe‘live’programmedeliveredbytheArdhowen Theatre and Strule Arts Centre inconjunctionwithlocalartistswhoperformedlivethroughtheplatformofFacebook.

Supporting older peoplePositiveAgeingMonthisamonth-longcampaignofeventsandactivitiesforolderpeoplethatrecognisesandcelebratesthecontributionolderpeoplemaketotheircommunitiesandthewidersociety.Thisyear,amixtureofactivitiestookplacethat enabled older people to connect bothvirtuallythroughonlineeventsandphysicallywherethiswaspermissiblewithintheCOVID19guidelines.Acomprehensiveprogrammeofeventswasdevelopedthatencouragedolderpeopletotakethefivestepstowell-being;BeActive,Give,Connect,KeepLearningandTakeNotice.


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17,000food parcels delivered to shielded residents across the district

2,621residents supported through the Community Hub

1,561Participants attended coaching

sessions on site with safety regulations implemented

£20,000funding provided to St Vincent

De Paul to provide Fuel Vouchers to support those in fuel poverty

Age Friendly Conference took

place in March 2021 via zoom

and 60 older people attended.

Physical activities and cultural arts and heritage programmes moved online with 240,000 views

Education programmes and on-line resources at Marble Arch Caves and Enniskillen Museum with 719 participants taking part virtually, onsite and through outreach work

Community and Voluntary organisations supported

Community capacity building programme

Christmas Cheer Initiative delivered to 1850 vulnerable older people

Play Strategy approved by Council in January 2020 and initial Play Plan developed for the district to promote outdoor play

Family Focus activities for Summer Schemes, Halloween, Christmas, Seachta na Gaeilge and St Patrick’s Day delivered on-line

Advice Services provided

11,923

clients with benefits advice and financial support

60

£10,579.74grant aid supported 23 groups towards volunteers’ costs

£366,198.55grant aid administered to 188 organisations involved in community response

Community needs identified and

supported

4.1.3 Key performance measures


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‘Thisfoodparcelhasbeenmostwelcomeandhassavedmefromgoingtotheshopsoverthisverydangeroustime’

‘Thankyouforthewellbeingboxes,thekidsweresoexcitedandtherewassomuchinthem’

‘OnlyforthefoodparcelIreceivedtodayIwouldnothavebeenabletofeedmytwochildren’

‘Mytwoteenagersandmyself,wanttoexpresshowthankfulweareforyourkindness.Thefoodwasamazing,andwemadeafewyummydinners.Everythingintheboxwassowellbalanced,fromfreshbreadandfruit.Wewishtoreturnthattrulyamazinggiftwhenwefindourfeet.’

‘Weareallmissingourweeklyexercisesessionsandseeingpeople,thegentleexerciseclassesonaMondaymorningviaZoomareagreatwaytokeepactiveandintouch.Thankyou’

Food Parcel Scheme Participant

Beneficiary of the well-being boxes delivered in partnership with Action Mental Health and CYPSP

Foodbank Client

Food Parcel Scheme Participant

Participant in a virtual activity programme

4.1.4

What our customers said:

What we need to continue to do, and lessons learned …

Community infrastructure - theCommunityandVoluntarysectorplayedakeyroleintheresponsetoCOVID19atalocallevelandhasdemonstratedthevalueofastrongcommunityinfrastructure.Aswerecoverfromthepandemicongoingsupportforthissectorwillbehugelyimportantasnewneedsemergeatalocallevel,particularlyintheruralareasofourdistrictwherepovertyanddeprivationcanbemaskedbythelackofdataandevidence.

Supporting those in need - theconsiderablelevelsofpovertyandsocialisolationwithinourdistrictwillcontinuetoworsenasfurloughcomestoanend,joblossescontinue,andbenefitallowancesarereduced.Itisimportantthatreferralagenciescontinuetoworkacrossorganisationalboundariestodevelopprogrammesandinitiativesthattargetthosemostinneedandprovidelongtermsolutions.

Joined up working - thepandemichighlightedtheimportanceandadvantagesofjoinedupworkingwithotherstatutorybodiesandthecommunityandvoluntarysector.ThispartnershipapproachhasalreadypaiddividendswithprogrammesnowbeingdrawnupanddeliveredjointlywiththeWHSCTandthePublicHealthAgency,inassociationwiththecommunityandvoluntarysector.Whilsttherelationshipsalwaysexisted,thecloseworkingwhichwasrequiredduringthepandemichasshownallstakeholdersthatmorecanbeachievedbycollectivelydeliveringandinvestinginrelationshipbuilding.Thiswillbeasignificantpriorityforcommunity,health,leisure,artsandculturalactivityasweprovidebetterservicestoourcitizensinthefuture.

Adapting delivery - astheregulationschangeandourfacilitiesre-open,manyoftheprogrammesthatworkedwell,andresourcesdevelopedaspartofthevirtualofferingwillcontinueonlinewithina‘blended’approachtoprogrammedelivery.


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4.2 Public Health Preventing and responding to infection/spread

TheCouncil’sEnvironmentalHealthServicehasastatutoryroleacrossarangeoffunctionsincludinghealthandsafety,foodcontrol,publichealth,housing,consumersafetyandenvironmentalprotection.Theservicealsodeliversfunctionsaroundplanninganddevelopmentcontrolandhealthimprovement.


New skills TheEnvironmentalHealthServicehadtoadaptquicklywiththeonsetofCovidtosatisfytheincreaseddemandsofthepublicandbusinesses.Theservicehasalsohadtobeflexibleandagile,workingremotelyfromhomewithablendofoffice-basedsupport,toensureeffectiveandefficientservicedelivery.

Enabling informed decisions Thepastyearhasseensomeofthemostsevererestrictionsmanyofusarelikelytoseeinourlifetime.ThesituationiscontinuallychangingandoneofthemanychallengesfacedbytheEHSistokeepabreastofthelatestchangestoregulationsandguidance,sothatconsistentandcorrectadviceisgiventomembersofthepublicandbusinesseswhocontactthedepartmentlookingforassistance,ortomakeacomplaint.TheCouncilwasdesignatedon25May2020,toenforcecertainprovisionsofTheHealthProtection(Coronavirus,Restrictions)Regulations(NI)2020inconjunctionwiththePSNI.

Increased demand for services Beforethepandemic,muchoftheworkoftheEHSwasproactive/programmed,ie,carryingoutroutineFood/Health&Safetyinspectionswhileabout30-40%wasreactive,dealingwithservicerequests/complaintsetc.TheCovidpandemicincreasedtheemphasisonreactiveworkasbusinessestriedtoadapttothechangingregulationsintroducedbytheNIExecutive.Atthebeginningofthefirstlockdown,theEHSwasinundatedwithqueriesfrombusinessesaboutwhethertheycouldremainopenoriftheyhadtoclose.Therewerealsonumerousqueriesfrombusinessestodetermineiftheycouldremainopeninsomecapacitybyalteringtheirbusinessmodel,asmanywereconcernedfortheirfuturesurvival.ManycomplaintswerealsoreceivedfrommembersofthepublicaboutpotentialcontraventionsofTheHealthProtection(Coronavirus,Restrictions)Regulations(NI)2020.ProactivevisitswerenotpossibleasmanyofthepremisestheEHShaveenforcingauthorityresponsibilityforwereclosed.InitialvisitswerecarriedouttotheessentialretailoutletsthatwerepermittedtoopentoassesshowwelltheCovid-19controls,suchassocialdistancingandhygienemeasures,werebeingimplementedontheground.

Close contact services Asweemergedfromlockdownduringthesummerof2020,theclosecontactservices,eghairdressers,beauticiansetc,werecontactedbyGovernmentDepartmentstoprovideevidencetheyhadadequatecontrolsinplace.Newwaysofworkingbyrequestingevidenceofcomplianceremotely,tominimisetimerequiredonsiteweretrialledquitesuccessfully.Atthattime,somejointvisitswerecarriedoutwiththePSNItoassessconditionsinbarsandhotelsthatwerepermittedtoopen.TheSafetyCertificatesforsportsgroundswereamendedtoreflectchangetotheirsafecapacitiesforspectatorswhentheappropriatesocialdistancingmeasuresarein

1

2

3

4


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place.Inthelatterendof2020,asthenumberofcasesbegantoincreaseinthecommunity,newqueriescameintothedepartment,egtheactionabusinessneedstotakeifamemberofstafftestedpositive.TheEHSactsasanagentonbehalfofthePublicHealthAgency(PHA)forlocalcommunicablediseasecases,egfoodpoisoning/foodborneillnessinvestigations,andtheCouncil’sroleduringthispandemichasbeentofollow-upwithlocalbusinesseswherepositivecaseshavebeenidentified.TheservicehasalsoassistedwithcommunityclustersinidentifyingpotentialsourceslocallyandactingasaconduitforinformationtoandfromthePHA.

Ensuring public protection TheEnvironmentalHealthServicehasaregulatoryroleinconsumerprotectionandduringthepandemic,hassupportedlocalbusinessesproducinghandsanitiserandPPEforconsumeruse,makingsurethattheproductscomplywithlocalmanufacturingstandardsandlegislativerequirementsandthattheproductsplacedonthemarketaresafeandprovidethenecessaryprotectionsbeingclaimed.

4.2.2

Collaborative practiceThroughoutthecourseofthepastyeartheEHShaskeptuptodatewiththeever-changinglandscapeofrestrictionsandrelaxations,throughdailycontactandcommunicationwitharangeofstakeholdersbothinternallyandexternally.TheEnvironmentalHealthprofessionacrossNorthernIrelandusedtheirsupportnetworktomaximumeffectnotonlyprovidinginformationandadvicetocolleaguesinall11Councils,butalsoattendingmeetings,consultingonlegislativechangesandsectorspecificguidanceonbehalfofSOLACEandTheExecutiveOffice.

Internally,thecommunicationchannelswithcolleaguesinEmergencyPlanning,HealthandSafety,CommunityServices,EconomicDevelopmentandrightacrosstheCouncilincludingforexamplecontactswithinstorestoaccessPPE,ITprovision,etchasbeenexcellent.

Skilled staffTheEnvironmentalHealthServicehas,overthepast5years,ensuredthatEnvironmentalHealthOfficersaremultiskilledandaretrainedacrossarangeoffunctions.ThishasprovedinvaluableasthesehighlytrainedOfficershavebeenabletorespondtothechallengesoftheCOVID19pandemicveryquickly.Inaddition,ateamofprincipalandleadofficershaveprovidedexpertadviceandsupportfortheEHOsandhaveprovidedthelinkswithregionalnetworksandotherstakeholderstoensurethatallcurrentinformationiscascadedtotheentireteam.

Arrangementsareinplace,betweenthePSNIandtheCouncil,inrespectofprovisionofadvice,informationandtheenforcementoftheregulationsinthelicensed/hospitalitysector.

Enforcement of legislationTheservicecarriedouttargetedjointvisitswithPSNIcolleaguesinthelicensed/hospitalitysectorandlocalcontactshavebeenestablishedforupdatingoncomplaints/issues with premises etc. TheEnvironmentHealthServicehasalsofocusedresourcesonvariousbusinesssectorsaccordingtotherestrictionsandthegraduatedrelaxations.Wherepossible,theservicehascontactedbusinessesinadvanceoftherelaxationsandanticipatedreopeningofthesectortoadvisethemofanychanges/additionalrequirementstheyneedtohaveinplacetoensurecompliancewiththelegislation.


5


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Service Requests increased by 60% for Environmental Health Services with 2852 requests received

1500on site monitoring visits and inspections of business premises caried out to ensure compliance with health regulations

105virtual visits facilitated for

under 5s in relation to home safety home safety.

130remote Covid assessments

were facilitated with businesses

1200Businesses signed up to the Confidence Marketing Scheme

Pilot project delivered in partnership with Volunteer Support Organisations to promote formal registration and continued opportunities for volunteers involved in the volunteer response

Programme of activities delivered during Positive Aging Month using virtual platforms and direct participation in line with Government Guidelines

Food poverty working across the district set up with foodbanks, advice services and referral agents

Project to upskill older people in the use of technology for recreational and health purposes ‘Let’s Get Connected’ Project provided with telephone training on the use of iPads.

Covid response campaign developed

with 10-point key messaging around 4

themes: Keep Safe: Support local: Stronger Together and Thank you

Public Health


850advice requests for service in relation to COVID 19

98Home energy assessments carried out

24participants took part in virtual Slow Cooker project to promote nutritional awareness

100virtual visits facilitated for clients over 65 in relation to home safety


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4.2.4 What we need to continue to do, and lessons learned …

Promote agility in approach and ensure regional communication processes are robust-Councilsveryoftenthroughoutthispandemichavelearnedofchangestorestrictionsandlegislationwhenithasbeenannouncedviathemedia.ThishasbeenasourceoffrustrationfortheEHSasmanybusinessesandmembersofthepublicwhohavecontactedtheservicehaveexpectedOfficerstoprovideassurance/adviceandguidanceonthesematters.

Continue to support staff-Officershavehadtobuildtheirownpersonalresilienceindealingwithchallengingsituationsandinteractingwithbusinessesandthepublic.Theservicewillensurethatstaffaresuitablytrainedandadheretocontinualprofessionaldevelopmentguidelines,therebyprovidingacompetentworkforcethatiscapableofadaptingtothefuturechallengesofthispandemic.

Timely information provided-TheEHSwillcontinuetoliaisewithcolleaguesandstakeholdersonthemostcurrentrestrictions/relaxationsandprovidethenecessarysupporttolocalbusinessesandthepublicinatimelymanner.

Capitalise on partnership working-Theimportanceofpartnershipworkingwithstatutoryagencies,businessesandthepublichascertainlypaiddividendsinprovidinganeffectivepublichealthresponsetotheCovidcrisis.Thiscollaborationwillprovevitalaswerecover.


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4.3 Businesses and Town Centres Supporting businesses and places

TheFermanaghandOmagheconomyisonewhichislargelyself-containedwithahighnumberofSMEs,upto85%oflocalbusinessesemploylessthan5peoplewithmanyoperatingassoletraders.BusinessSupportisaparticularpriorityforFODCasameansofsupportingandmaintainingSMEsandthehighlevelsofbusinessstart-upandentrepreneurshipinthedistrict.DespitetheunprecedentedgovernmentsupportschemesthathavebeenintroducedsincetheCovid19lockdown,theeconomyhassufferedandbusinessesacrossallsectorshavehadanuphillstruggletosustainbusinessactivity.WhiletheFODCareahasexistingstrengthsinmanufacturing,construction,agri-foodandtourism,therehasalsobeenaneedtoencouragegrowthlocallyinnewandemergingsectors,tosupportbusinessestoadapttheirbusinessmodelsandtoworkwithregionalandsub-regionalpartnerstoidentifynewbusinesssupportapproaches.


Impact on the High Street Restrictionsimposedonalltowncentresmeantthatthevibrancyandfootfallofourtowncentreswasdramaticallyreduced.Theimpactthishashadonbusinessandserviceproviders,theirowners,managers,andstaffhasbeenextensive.Manyadaptedbyintroducinganonlinepresenceandchangesinshoppingpatternshaveaddedtotheexistingchallengesalreadybeingexperiencedbytowncentresandretailersgenerally.

Tourism and hospitality sector has been significantly impacted Itisestimatedthatitwilltakeatleast5yearsforNItourismperformancetoreturntopre-pandemic2019levelsandthereisariskthatsometourismandhospitalitybusinesseswillnotsurvivetheimpactofCovid-19.Thiswillofcourseaddtothelevelsofunemploymentandreducelevelsofspendinthelocaleconomy.

The impact on mental health of business owners Beyondthebusinessitself,thepandemicandrecurrentrestrictionshavenegativelyimpactedmentalhealthandwellbeingofbusinessowners,entrepreneursandtheself-employed.Thisisalsoofsignificanceineconomictermsgiventhepotentialimpactonthewillingnessorabilityofpeopletostartandgrownewbusiness.

EU EXIT Preparation TheuncertaintyanddisruptionarisingfromEUExitandtheintroductionoftheNorthernIrelandProtocolhasbeenanaddedchallengeforlocalbusinesseswhohaverespondedpragmaticallyandpositively.However,theongoingshortagesaffectingthesupplychainanddrivinguppricesiscontinuingtobeachallengealongsidelabourmarketshortages.

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4.3.2

Developed Town Centre Recovery PlansTwoTownCentreRecoveryPlansweredevelopedforEnniskillenandOmaghtowncentreswhichfocusedonfivekeythemes:BusinessSupport,ImprovingUserExperience,EventsandAnimation,MarketingandCommunications,andImprovingourSpacesandPlaces.RegularmeetingsofTownCentreRecoveryGroupsinbothkeyurbancentresareongoingtoinformandmonitorprogressoftheseplans.AnumberofurbancapitalprojectsarealsobeingdeliveredincludinganurbangardeninOmaghandresurfacingoftheButtermarketinEnniskillen.

Retail Heroes Awards competition in the District launchedThisyear,morethananyotheryear,theretailersoftheFermanaghandOmaghDistrict Council area demonstrated tremendous resilienceandresourcefulnessinthewaytheycarriedontheirbusinessesinunprecedentedandextremelychallengingtimes.TheawardsweredevisedasameansofacknowledgingeffortsinensuringthatbusinessesadaptedtonewwaysofservicedeliverybecauseoftherestrictionswhichwereintroducedbytheNorthernIrelandExecutivetohelpcurbthespreadofCOVID19.Businessesacrosstheretailandhospitalitysectortookallprecautionstomaketheshoppingexperienceassafeaspossibleintowns,andvillagesacrossthedistrictforalltheirstaffandcustomers.950businessestookpartinthecompetition.ThewinneroftheRetailHeroesAwardwasFermanaghCottageIndustries,basedinEnniskillen.Therunner-upwasMo’snewsagents,inFintona.Thepositiveimpactbothbusinessesmadetotheirrespectivecommunitiesandtheircommitmenttoensuringthesafetyoftheshoppingexperiencefortheircustomers,oftengoingoverandabovewhatwouldbenormallyexpectedtoensurethatthecustomer’severyneedwasmetwasacknowledged.

Grant funding for businesses and placesDepartmentforCommunitiesandDAERAfundingsupportedtheactionswithintheTownCentreRecoveryPlans.BusinessSupportfundingthroughCOVID19BusinessRecoveryGrantAidsupported151urbanbusinesseswith£240kfundingand121ruralbusinessestothevalueof£177k.AsecondfundingcallwasopenedinApril2021.OtheractionssupportedthroughfundingincludedanewPlaceBrandforOmaghandEnniskillen,capitalprojectstodeliverimprovementworksthatincreaseaccessibilityandencouragewalkingandcycling,thedevelopmentofanurbangardenencouragingtheuseofagreenspaceinanurbancentreandprogressingplanstoenhancethesenseofarrivalwithnewgatewayfeaturesineachurbantown.Intotality,theCouncilwilldeliverfundingofover£1mtosupporttowncentrerecovery.



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Continued to deliver ASPIRE ProgrammeARecoveryPlanwasagreedtoensuretherangeofemployabilitysupportcontinuedtobeavailableandaccessibleduringlockdownandperiodsofsocialrestrictions.ASPIREmovedtraditionalclassroombasedlearningandone-to-onesupporttoremoteprovisionusingonlineplatforms,email,andmobilephoneapplications.Allparticipantswerecontactedtoidentifyindividualcircumstancesandanappropriatelypersonalisedplanofactionwasimplemented.ASPIREdeliveredarangeofonlinequalificationsandskillsdevelopmentsessionsandclassesusingrecordedsessionsonGoogleClassroomaccessibletoparticipants24hoursaday,introducedliveclassesstreamedintoparticipants’homesandremotelysupportedparticipantswithone-to-onejobsearch,interviewskillsandmentoringwhichincludedcognizanceofparticipants’healthandwell-beingneeds.Sociallydistancedlearningwasre-introducedduringperiodswhenrestrictionseased,andahybridblendedapproachimplemented.Thisyearatotalof141participantsfromacrossthedistrictenrolledontheprogrammewith74peoplegainingpaidemploymentandanadditional14progressingtofurtherandhighereducation.76Level1qualificationswereachievedwith90industryspecifictrainingcoursesattended.

ASPIREwasrecognisedbytheOpenCollegeNetworkinthecategoryofAdvancingLearningthroughInnovationwhichrecognisedtheeffortsoftheteamtodeliverlearningduringCovid-19.

Using online platforms to deliver servicesTheCOVID-19lockdownpresentedimmediatechallengesforartsandentertainmentvenuesandprovidersand,withnoclearsignofwhenrestrictionswouldbelifted,thosebusinessesinFermanaghandOmaghfacedmonthsofinactivity,potentiallyimpactingontheirlonger-termsuccessandviability.TheCouncilrecognisedthepotentialofmobilisingthiscommunity,withitshighlevelsofcreativity,organisationalskills,andexperienceofbringingpeopletogetherto support the district and its residents throughtheCOVID-19crisis.Justasimportantly,theCouncilunderstoodculturewouldbeapositiveavenuetorebuildingconfidence,enthusiasm,andsenseofcommunityspiritoncethedistrictlookstowardsrecovery.Therespectiveartsvenuespromotedactivitiesandengagementonline.

Recognition for ‘Enterprising Enniskillen’ EnniskillenwasrecognisedintheprestigiousBankofIrelandBeginTogetherAwards2020asrunner-upinitspopulationcategory,cominginsecondtoBallina,CoMayo.

ThiswasthefirsttimethattheschemewasopentotownsandcitiesinNorthernIrelandwithaprizefundof£180,000across10categoriestheawardsaimedtosupporttownslocallyandacrosstheislandofIrelandastheyrebootandrecoverfromtheimpactofCOVID-19.


37


Enniskillen recognised as ‘Enterprising Town’ in Bank of Ireland Begin Together Awards

Programme of Virtual workshops delivered to support SMEs post EU Exit

422Businesses benefited from webinar support with good

levels of satisfaction reported

151Urban businesses supported

with over £240k Recovery Grant Aid and 121 rural

businesses with over £177k

12Live and Local

@ Lunchtime Music Events in town centres

43tourism businesses

in receipt of mentoring

632Mentoring days delivered with businesses through business support programmes

Village Regeneration Schemes completed in Magheravleely, Drumquin, Dromore and Lisnaskea with investment totalling almost

1250 businesses signed up to the Council’s Covid 19 Confidence Mark initiative which provided advice and guidance on introducing safety measures and adhering to C19 guidance

830k

Virtual Christmas Light Show with

70,000 views and 1000 comments

Businesses and Town Centres

Supporting Businesses and Places

1100Town Centre engagement and data gathering received in August 2020

£137,600funding provided to Fermanagh Lakeland Tourism to promote the district’s tourism product

5m 2mInvestments Continued Investment

+ +Ongoing delivery of Enniskillen Public Realm Scheme with

Facilities at Gortin Glen Forest Park

consultation responses informed the development of 2 Town Centre Recovery

Plans which focuses on 5 key themes: Business Support, Improving User

Experience, Events and Animation, Marketing and Communications, and

Improving our Spaces and Places.

FULLFibre NI project being rolled out across the district

155

EU


38

‘10/10fortheLightShowitwascaptivating.’

ThankyousomuchforsupportingusthroughtheMultimediaSupportProgramme.SomeofourfootageevenmadeitintotherecentExploreOmaghandtheSperrinsTVadonUTVwhichwouldneverhavebeenachievablefor us.

‘Afriendhasachildwithdisabilitiesandthelightshowwassoeasytogoandwatchwithoutissue.’

“Lovedthewebinartoday,plentyoffoodforthoughtanddeliveredinawaythatwaseasytounderstand.Thankyou”.

Christmas Light Show participant

Multimedia Programme participant

Christmas Light Show participant

Yes, You Can webinar attendee

What our customers said:


Building confidence and agility-acrossallsectorsintermsofnavigatingthroughtheCOVID19restrictions,returningtoamorestabletradingenvironment,andensuringthesafetyofworkplacesforemployeesandforcustomersalongsideadaptingtonewwaysofworkingandnewbusinessmodels

Influencing policy and programmes-engagingwithregionalandotherpartnerstowardsthedevelopmentofsupportivepolicyandprogrammeswhichrecognisethatSMEsarethebackboneofourlocalandregionaleconomyandthatthereisaneedtoworkwiththemtoaddressthechallengesofeconomicrecoveryandjobcreation

Delivering investment-workingwithourpartners,includingGovernmentdepartmentsandbodiessuchasInvestNI,TourismNIandtheHighStreetTaskForce,tobringinvestmenttothedistrictintermsofourexistingandnewbusinessesandtoshowcasethedistrictasanattractiveplacetolive,workandinvest.ThroughtheMidSouthWestGrowthDealweaimtoworkinpartnershiptodeliveronourRegionalEconomicStrategywhichfocusesonsuperchargingeconomicgrowthacrosstheFermanaghandOmagh,MidUlsterandArmagh,BanbridgeandCraigavonCouncilareasandtoaddresslongstandingproductivityandinfrastructuralchallenges.

Workforce and skills-overthepastyear,manypeoplehavebeenremovedfromthelabourmarketduetofurloughingandbusinessclosures.Thereisaneedtosupportpeopletore-trainandreturntoworkaswellastoaddresslabourandskillsshortagesinkeysectors.Workingwithgovernmentpartnerstoaddresslong-standingissuessuchasaccesstoaffordablechildcarewillalsobeessentialinre-buildingoureconomy.ThenewLabourMarketPartnershipforthedistrictprovidesanopportunitytoidentifylocalsolutions.


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4.4 FODC Business and Service Continuity

BusinessContinuityPlansaredocumentedproceduresthatguideorganisationstorespond,recover,resumeandrestorethecontinuityofcritical/prioritisedservicesandfunctionsintheeventofanemergencyordisruptiveincident.ThescopeofaBusinessContinuityPlanincludesarrangementsforthelossofstaff,lossofaccommodation/workplace,lossofinformationcommunicationtechnology(includingaccesstodata),andlossofkeysuppliesandsuppliers.CovidhasprovidedanunprecedentedtestofbusinesscontinuityforallorganisationsincludingtheCouncil.Theresponsefromthecouncilandpartnershasbeensignificant.


Continuing to build our online capability securely TheonsetoftheCoronaviruspandemicmeanttheCouncilhadtocompletelychangethewayitoperated.Digitaltransformationwasinstrumentalinensuringthatcitizenscouldaccessservicesatatimewhentheyneededthemmost.TheCouncilmadetremendousstridesinenablinghomeworking,deliveringtransformativechangeswhichpreviouslywouldhavetakenmonthsinamatterofdaysandweeks.Weneedtocontinuetoberesponsivetochangeandtoensurethatwehaveaddressedallrisksintermsofdigitalsafetyandcybersecurityasfaraspossible.

Engaging with and informing staff in a volatile environment Levelsoffearandanxietyassociatedwiththepandemicwereevidentacrosssocietyandalsoinworkforces.Supportingstaffandkeepingtheminformedduringthisperiodonupdatedregulations,plansandpolicieswasparamount.Promotinghealthandsafety,includinggoodmentalhealthandwellbeingacrossallofourteamswasapriority.

Meeting statutory obligations withrestrictionsinplaceandstaffandresourcesstretchedduringthisperioditwasrecognisedthat‘normalserviceprovision’hadtoadaptandthataflexibleapproachwasrequiredinrespectofmeetingallstatutoryobligations.ThisincludedmigratingourCouncilandCommitteemeetingstoanonlineplatformandensuringpublicaccessviaonlinechannels.

Building capacity and skills NewchallengesanddemandsexpectedoftheCouncilduringthesetimesrequirednewapproaches.Ensuringthatstaffhadthecapabilitytorespondeffectivelywasessentialandtherewasaneedtoinvestineffectiveprovisionoftraining,adviceandcommunication.ThiswillalsobeacoreelementoftheCouncil’sapproachtorecovery.

1

2

3

4


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Staying connected with our customersDuring2020-21,theCouncil’sConnectCentres(EnniskillenandOmagh)weremainlyclosedtothepublicduetoCovid-19lockdownrequirementshowever,CustomerServiceAdvisors(CSAs)continuedtoprovidesupportremotelyandinofficefacilitiesinlinewithCovid-19legislationandguidance.AlternativeformsofcommunicationwereintroducedforcustomersincludingWebchatfunctionalityandincreaseduseofemailinfo@fermanaghomagh.com. The Council also has in place a Comments,ComplimentsandComplaintsPolicyandProcedure,throughwhichcustomerscanprovidefeedbackontheirsatisfactionlevelswiththeCouncil’sservicedelivery.Customerscanprovidefeedbackthroughemail,telephone,letter,facetoface,viathewebsiteorFacebook.TheLeisureCentres,ArtsCentresandRegistrationServiceshavespecificcustomersatisfaction/commentsrecordingprocessesinplace.Thefeedbackreceivedfrom all these sources is used to inform servicedeliveryandimprovements.

Ensuring effective management of change and transformationBuildingontheinitialphaseofchangerelatedtolocalgovernmentreform,theCouncilrecognisesthatfurthertransformationalchangeisrequiredwithinspecificserviceareasandtheorganisationgenerallyinthecontextofchangingnational,regionalandlocalprioritiesandtodeliverinpartnershipontheCommunityPlanforthedistrict.Thecurrentfocusofthisworkin2020-21hasbeenanOrganisationalReviewwhichhasprogressedthroughconsultationandisnowmovingintofullimplementationin2021/22.Thisworkissupportedbyaleadershipcapacitybuildingprogrammewhichisindevelopment.TheCouncilrecognisesthatClimateChangerepresentsasignificantchallengeforthefuture.IthasrecentlyagreedaClimateChangeandSustainabilityStrategyandiscurrentlyworkingtodeveloptheActionPlantosupportthiswork.

Measured satisfaction of service provisionFermanaghandOmaghDistrictCouncilconductedasecondResidents’Surveyearlyin2021andwillcontinuetousetheinformationanddataprovidedbytheResidents’Surveytoinformservicedelivery,engagementwithresidentsandserviceusers.Theobjectivesofthesurveyweretwo-fold.TheResidents’Surveyprovideddataagainstarangeofperformanceindicatorsandhelpedtofillgapsinexistingdata,includingdataonissuessuchaswellbeingandcommunicationthatwerenotavailable.Thesurveyprovidedawiderangeofvaluablestatisticaldatawhichcanbeusedasabaselineforgaugingfuturequalityofservicesandserviceusersatisfaction.Theoverallresidents’satisfactionratingfortheCouncilwas84%,anincreaseonthe70%satisfactionlevelrecordedin2017/18.

4.4.2 Examples of what we did...


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Implementation of Key COVID 19 communicationsTheCouncil’sMarketingandCommunicationsStrategysetsouthowtheCouncil’scommunicationsactivitiesaremanagedandaimstoensurethatcommunicationsbetweentheCouncilanditsstakeholdersareplanned,coordinatedandappropriatetointendedaudiences.

KeymessagesremaincurrenthoweverweresupplementedwithinterimCovid-19recoverykeymessagingasfollowssetoutindiagram:Key messages to recovery on page 2.


All Business Continuity Plans updated and accessible on Resilience Direct. A review of the linkages between the BCPs and the Departmental and Corporate Risk Registers was undertaken

100%adherence to legislative requirements for posting/summoning of meetings agenda and associated documentation

100%provision of audio recording of meetings in accordance with legislative requirements

Web Chat function launched on Council website in May 2020 and further Do-It-Online functionality introduced

First council to host

online digital council meeting

Digital Staff Hub created and text

messaging to enhance engagement with staff.

FODC Business and Service Continuity

69remote meeting(s) arranged in accordance with the Local Government (Coronavirus) (Flexibility of District Council Meetings) Regulations (NI) 2020

73Council/Committee meetings serviced.

12COVID Employee Bulletins produced to keep staff informed of emerging changes and challenges

41Informal

meetings held

Financial management focussed on action to mitigate loss of income, control of expenditure and resourcing emergency plan and Covid recovery actions.

89%accuracy of minutes achieved


42

Local Development Plan Consultation

on the Draft Plan Strategy

proposed changes completed

Good Relations Strategy

and online Action Plan for 2021 – 2024 developed

Climate Emergency

declared and Climate Change Strategy developed and agreed

Digital Collaboration and Communication’ Programme delivered by South West College to elected members and officers

Resident’s Survey Completed with the overall residents’ satisfaction rating for the Council 84%, an increase on the 70% satisfaction level recorded in 2017/18.

FULLin year budget review completed for 2020/21 as part of Covid-19 response

93.3%risk assessments of private water

supplies completed

1474births registered

580NEW Instagram followers

789NEW Twitter followers

4,173Facebook page likes with over 8 million combined reach

Increase of

1140deaths registered

268Marriages 2

Civil Partnerships

Review of

Grant Aidprovided to communities and businesses completed

Medium Term Financial Planning fully considered in context of 2021/22 Estimates and rates setting process.

Going concern considerations satisfactorily addressed in 2019/20 audit.


43


Embed Community Planning approaches-buildingontherecentCarnegieReport‘BuildingaWellbeingFrameworkinNI’recommendations,inpartnershipwithGovernmentdepartments,worktocontinuetoembedacommunityplanningapproachintolocalgovernmentplansandpoliciesandprogressthewellbeingframeworkinNI

Digital Capability -astransformativewaystoworkcontinuetodevelopintheworkplaceandflexibilityofapproachcontinues,developaDigitalstrategywhichaddressrisksaroundcybersecurity.

Forward Planning-takeaccountofemergingregionalpolicydirection,e.g.,theNIExecutive’s‘BuildingForward;ConsolidatedCovid19RecoveryPlan’toinformourownplansformovingforwardintotherecoveryphase.

Management of Resources-theCouncilhashadachallengingyearintermsofreducedlevelsofincomeandadditionalcostsarisingfromnewchallenges.Aswemovetowardsrecovery,itisexpectedthattherewillbefiscalpressuresfacingtheeconomyasawholeandpotentiallypressuresonpublicsectorbudgets.Wemustbeefficientandprudentintermsofthemanagementofourbudgetsandourfinancialplanningtoensurethatwecancontinuetoserveourcommunitieseffectively.


44

SECTION 5.0

Monitoring Performance using Data


45

TheperformancemanagementframeworkoftheCouncilisunderpinnedbytheprovisionandinterpretationofintelligencewhichsupportsevidence-baseddecisionmaking.TheCouncil’scommitmenttotheadoptionofevidencebaseddecisionmakinghasbeenkeyindevelopingarobustperformancecultureduringthepandemic;ithasunderpinnedtransparentandsuccessfuldecision-makingprocessesthataretargetedandbenefitthosemostinneedduringthesechallengingtimes.Ithasalsoensuredthatserviceprovisionismonitoredandcontinuouslyimproveduponwherenecessaryandwherenewchallengesemerge.

PerformancemonitoringisessentialtounderstandhowthecouncilisdoinginrelationtoitsindicatorsandperformancemeasuresthathavebeenassignedbyregionalgovernmentandsetbytheCouncilitself.Thefollowingsectionsoutlineprogressagainststatutoryindicatorsandself-imposedperformancemeasuresforthefinancialyear2020/2021.

Monitoring Performance using Data5.0

5.1 Statutory Indicators

UndertheLocalGovernment(PerformanceIndicatorsandStandardsOrder(NorthernIreland)2015,statutoryperformanceindicatorsandstandardshavebeensetaspartoftheperformanceimprovementarrangementsfordistrictcouncils.Performancemeasureshavebeenspecifiedforthefunctionsof:

TheaimofstatutoryindicatorsistopromoteimprovementofservicedeliveryandprovidecomparisonagainstothercouncilsinNI.TheinformationiscurrentlycollatedbytheDepartmentfortheEconomy,DepartmentforInfrastructureandDepartmentforAgriculture,EnvironmentandRuralAffairs,respectivelyandpublishedontheirwebsites.OncereleasedtoCouncil,thisinformationispublishedforcitizensandotherstakeholderstoassessCouncil’sperformanceintheseareas.FermanaghandOmaghDistrictCouncil’sperformanceagainsttheseindicators(progressanddirectionoftravel)isoutlinedinthefollowingtables,alsoincludedisperformancebenchmarkingdataincomparisonwiththeother10CouncilsinNIwhereinformationisavailable.

AspreviouslydiscussedinthisreportthechallengesandrestrictionsintroducedbecauseofCOVID19haveaffectedperformanceacrossallserviceareasandthereforeperformanceagainstindicatorsreflectsthis experience.

Economic Development

Planning Waste Management


46

StatutoryIndicator

2018/19 2019/20 2020/21 RAGSta-tus

Comparison with other CouncilsTarget Actual Target Actual Target Actual

Business start-up activity means the delivery of completed client led business plans under the Department for the Economy Regional Start Initiative or its successor programmes

ED1: The number ofjobspromotedthroughbusinessstart-upactivity

170 170 170 172 170 101 ✗ FODCisrankedJoint10thof11 and 1 of 4 Councils not to meetthistargetduetoCOVID19restrictions.

Performance Analysis:PerformancewasnegativelyimpactedbyCOVID19restrictionsduring2020-2021howeveroverthelifetimeofthisprogrammetheoveralltargettocreate525jobswasexceededwith529jobscreatedintheprogrammeperiod.

An application in the category of major development within the meaning of the Planning [Development Management Regulations (NI) 2015(a)]

P1:Theaverageprocessingtimeofmajorplanningapplications

30 weeks

22 weeks

30 weeks

23.4 weeks

30 weeks

58.6 weeks ✗ FODCisranked

5th out of 11 councils. The averageforallcouncilsis61.4weeks.Noneofthe 11 councils metthe30weektargetsetwithMidand East Antrim theclosestat39.2weeks.

Performance Analysis:ThePlanningservicehascontinuedtooperatehowever,COVID-19hashadimplicationsontheservice’swaysofworkingandtheplanningteamhasrequiredadditionalflexibilityincarryingouttheirduties.Planningpracticeinthetraditionalformhaschangedandstaffareadapting. 4Majorapplicationsreceived,7lessthanlastyear.2issuedwithprocessingtimeof58.6weeks.

40

40

Statutory Indicator

2018/19 2019/20 2020/21 RAG Status

Comparison with other Councils

Target Actual Target Actual Target Actual

Business start-up activity means the delivery of completed client led business plans under the Department for the Economy Regional Start Initiative or its successor programmes ED1: The number of jobs promoted through business start-up activity

170 170 170 172 170 101 FODC is ranked Joint 10th of 11 and 1 of 4 Councils not to meet this target due to COVID 19 restrictions.

Performance Analysis: Performance was negatively impacted by COVID19 restrictions during 2020-2021 however over the lifetime of this programme the overall target to create 525 jobs was exceeded with 529 jobs created in the programme period.

We will improve by: • Provision of business start-up grants (and restart) administered and

implemented, and advice provided • Provide support to businesses on how to successfully adhere to health

regulations and continue to support them to put in place risk assessments and processes where applicable.

• Implement the GO FOR IT programme. An application in the category of major development within the meaning of the Planning [Development Management Regulations (NI) 2015(a)] P1: The average processing time of major planning applications

30 weeks

22 weeks

30 weeks

23.4 weeks

30 weeks

58.6 weeks

FODC is ranked 5th out of 11 councils. The average for all councils is 61.4 weeks. None of the 11 councils met the 30 week target set with Mid and East Antrim the closet at 39.2 weeks.

0

100

200

300

2016/17 2017/18 2018/19 2019/20 2020/21

No

of Jo

bs

Year

ED1: The Number of jobs promoted through business start-up activity

Target Actual

We will improve by:

• Provisionofbusinessstart-upgrants(andrestart)administeredandimplemented,andadviceprovided

• Providesupporttobusinessesonhowtosuccessfullyadheretohealthregulationsandcontinuetosupportthemtoputinplaceriskassessmentsandprocesseswhere applicable.

• ImplementtheGOFORITprogramme.

We will improve by:

• Buildingcapacityofstafftoworkinnewwaysincludingdigitally.

• Newprocessesinplacetoaccessinformationmorerobustlywhilstworkingfrom home.

• ImplementationofCouncil’sDigitalSafeguardingStrategyinsection

41

41

Performance Analysis: The Planning service has continued to operate however, COVID-19 has had implications on the service’s ways of working and the planning team has required additional flexibility in carrying out their duties. Planning practice in the traditional form has changed and staff are adapting. 4 Major applications received, 7 less than last year. 2 issued with processing time of 58.6 weeks.

How we will improve :

• Building capacity of staff to work in new ways including digitally. • New processes in place to access information more robustly whilst

working from home. • Implementation of Council’s Digital Safeguarding Strategy in section

Local applications means an application in the category of local development within the meaning of the Planning (Development Management) Regulations (NI) 2015, and any other applications for approval or consent under the Planning Act (NI) 2011 (or any orders or regulations made under that Act) P2: The average processing time of local planning applications

15 weeks

12.2 weeks

15 weeks

10.6 weeks

15 weeks

15.6 weeks FODC is ranked 4th out of 11 councils. The average for all councils is 17.8. weeks.

Performance Analysis: The processing time for local applications was 15.6 weeks which is just short of the 15-week target.

How we will improve: • Building capacity of staff to work in new ways including digitally. • New processes in place to access information more robustly whilst


050100

2016/17 2017/18 2018/19 2019/20 2020/21

Wee

k

Year

P1: The average processing time of major planning applications

Target Actual

05101520

2016/17 2017/18 2018/19 2019/20 2020/21

Wee

k

Year

P2: The average processing time of local planning applications

Target Actual


47

StatutoryIndicator

2018/19 2019/20 2020/21 RAGSta-tus


Local applications means an application in the category of local development within the meaning of the Planning (Development Management) Regulations (NI) 2015, and any other applications for approval or consent under the Planning Act (NI) 2011 (or any orders or regulations made under that Act)P2:Theaverageprocessingtimeoflocalplanningapplications

15 weeks

12.2 weeks

15 weeks

10.6weeks

15 weeks

15.6weeks ✗ FODCisranked

4th out of 11 councils. The averageforallcouncilsis17.8weeks.

Performance Analysis:Theprocessingtimeforlocalapplicationswas15.6weekswhichisjustshortofthe15-weektarget.

Enforcement cases are investigations into alleged breaches of planning control under Part 5 of the Planning Act (NI) 2011 (or under any orders or regulations made under that Act)

P3:Thepercentageof enforcement cases processedwithin39weeks

70% 84.9% 70% 81.1% 70% 56.6% ✗ FODCisranked10th out of 11 councils. The averageforallother councils is 69.9%.

Performance Analysis:Althoughtheenforcementprocessingtargetof70%ofenforcementcasesbeingclosedin39weekswasnotmet,182caseswereclosed.56.6.%ofcaseswereconcludedin39weekswhichislowerthantheNIaverageof69.9%.

We will improve by:

• Buildingcapacityofstafftoworkinnewwaysincludingdigitally.

• Newprocessesinplacetoaccessinformationmorerobustlywhilstworkingfrom home.

• ImplementationofCouncil’sDigitalSafeguardingStrategyinsection

41

41

Performance Analysis: The Planning service has continued to operate however, COVID-19 has had implications on the service’s ways of working and the planning team has required additional flexibility in carrying out their duties. Planning practice in the traditional form has changed and staff are adapting. 4 Major applications received, 7 less than last year. 2 issued with processing time of 58.6 weeks.

How we will improve :

• Building capacity of staff to work in new ways including digitally. • New processes in place to access information more robustly whilst


Local applications means an application in the category of local development within the meaning of the Planning (Development Management) Regulations (NI) 2015, and any other applications for approval or consent under the Planning Act (NI) 2011 (or any orders or regulations made under that Act) P2: The average processing time of local planning applications

15 weeks

12.2 weeks

15 weeks

10.6 weeks

15 weeks

15.6 weeks FODC is ranked 4th out of 11 councils. The average for all councils is 17.8. weeks.

Performance Analysis: The processing time for local applications was 15.6 weeks which is just short of the 15-week target.

How we will improve: • Building capacity of staff to work in new ways including digitally. • New processes in place to access information more robustly whilst


050100

2016/17 2017/18 2018/19 2019/20 2020/21

Wee

k

Year

P1: The average processing time of major planning applications

Target Actual

05101520

2016/17 2017/18 2018/19 2019/20 2020/21

Wee

k

Year

P2: The average processing time of local planning applications

Target Actual

42

42

Enforcement cases are investigations into alleged breaches of planning control under Part 5 of the Planning Act (NI) 2011 (or under any orders or regulations made under that Act) P3: The percentage of enforcement cases processed within 39 weeks

70% 84.9% 70% 81.1% 70% 56.6% FODC is ranked 10th

out of 11 councils. The average for all other councils is 69.9%.

Performance Analysis: Although the enforcement processing target of 70% of enforcement cases being closed in 39 weeks was not met, 182 cases were closed. 56.6. % of cases were concluded in 39 weeks which is lower than the NI average of 69.9%.

How we will improve: • An enhanced focus on enforcement duties required • Review of current service arrangements to be undertaken

Household waste is as defined in Article 2 of the Waste and Contaminated Land (NI) Order 1997(a) and the Controlled Waste and Duty of Care Regulations (NI) 2013(b) W1: The % of household waste collected by district councils that is sent for recycling (including waste prepared for reuse).

50% by 2020 (FODC target set of min of 1% increase pa)

48.75% 50% by 2020 (FODC target set of min of 1% increase pa)

49.1% 50% by 2020 (FODC target set of min of 1% increase pa)

47.13% This figure has not been validated by the Department

Performance Analysis:

The impact of COVID with closure of sites has caused a decline in the waste recycling figure across all councils, although verified comparative data is not yet available meetings throughout the year between DAERA and other councils have discussed this issue

How we will improve:

40455055

2016/17 2017/18 2018/19 2019/20 2020/21

Percen

tage

Year

W1: The % of household waste collected by district councils that is sent for recycling

(including waste prepared for reuse)

Target Actual

0

50

100

2016/17 2017/18 2018/19 2019/20 2020/21Percen

tage

Year

P3: The percentage of enforcement cases processed within 39 weeks

Target Actual

We will improve by:

• An enhanced focus on enforcement dutiesrequired

• Reviewofcurrentservicearrangementstobeundertaken


48

StatutoryIndicator

2018/19 2019/20 2020/21 RAGSta-tus


Household waste is as defined in Article 2 of the Waste and Contaminated Land (NI) Order 1997(a) and the Controlled Waste and Duty of Care Regulations (NI) 2013(b)

W1:The%ofhousehold waste collectedbydistrictcouncils that is sent forrecycling(includingwaste prepared for reuse).

50%by2020 (FODCtargetsetof min of1%increase pa)

48.75% 50%by2020 (FODCtargetsetof min of1%increase pa)

49.1% 50%by2020 (FODCtargetsetof min of1%increase pa)

47.13% (Thisfigurehasnot been validatedbytheDept.)

FODCisranked4th out of 11 councils. The averageforallcouncilsis17.8weeks.

Performance Analysis:TheimpactofCOVIDwithclosureofsiteshascausedadeclineinthewasterecyclingfigureacrossallcouncils,althoughverifiedcomparativedataisnotyetavailablemeetingsthroughouttheyearbetweenDAERAandothercouncilshavediscussedthisissueregularlyasakeychallengeforthisfinancialyear.

Local Authority collected municipal waste is as defined in section 21 of the Waste and Emissions Trading Act 2003(c)

W2:Theamount(tonnage)ofbiodegradableLocalAuthorityCollectedMunicipalWastethatislandfilled.

< 14,675tonnes

13,677 < 13,781tonnes

13,478 < 13,781 tonnes

14,410 (Thisfigurehasnot been validatedbytheDept.)

n/a

Performance Analysis:AlthoughthishasincreasedinthisfinancialyeartheCouncilisworkingtocloseitslandfillsiteatTullyvar.

We will improve by:

• Therecyclingratehasstabilisedandreturnedtopre-covidlevel.

We will improve by:

• EnsuretheuseofbiodegradablepackagingintheretailandbusinesssectorinFermanaghanOmaghisprogressed.

• Workwiththebusinesssectorandresidentstoreduce food waste.

• PromoteaFermanaghandOmaghcampaigntoreducewasteintheDistrictingeneral.

• DiversiontoRefuseDerivedFuelEnergyRecovery.

• TheNorthernIrelandWasteStrategyisbeingpreparedthroughDAERAwhichwillprovidearoutemapforimprovedrecyclingratesalongwiththeExtendedProducerResponsibilityGuidance.

• AdoptionandimplementationoftheWasteStrategywhenpublishedbyDEARA

• AdherenceandimplementationofactiontosupporttheExtendedProducerResponsibilityGuidance

• MarketingandpromotionofresponsibilitiesthroughpromotionofReduce,Reuse,Recycle.Utilsingsocialmediaplatformsi.eZeroWasteWeek6thSeptember2021inpartnershipwiththeNorthernIrelandResourcesNetwork.


49

StatutoryIndicator

2018/19 2019/20 2020/21 RAGSta-tus


Local Authority collected municipal waste arisings is the total amount of local authority collected municipal waste which has been collected by a district council

W3:Theamount(tonnage)ofLocalAuthorityCollectedMunicipalWasteArisings

n/a 55,931tonnes

n/a 55,233tonnes

n/a 58,108tonnes (Thisfigurehas not been validatedbytheDept.)

✗ n/a.

Performance Analysis:IncreasedlevelsattributedtotheCOVIDStayatHome/WorkfromhomeguidancewithhouseandGarageclearancesandageneralincreaseinoverallwaste.Thetotalwastearisingincreasedby3.9%buttherecyclingrateonlydroppedby1.8%.Wastearisingsisanindeterminantfigureandwemustfulfilourstatutoryobligationtocollectmunicipalwastewithinthedistrict.

We will improve by:

• MarketingandpromotionofresponsibilitiesthroughpromotionofReduce,Reuse,Recycle.Utilsingsocialmediaplatformsi.eZeroWasteWeek6thSeptember 2021 in partnership with the NorthernIrelandResourcesNetwork.


50

PerformancemeasuresrelatedtotheBusinessandRecoveryPlan2020/21havebeengatheredacrossarangeofserviceareasandfunctions.Inadditiontothosemeasures,theCounciliscommittedtopublishingperformanceinformationinrelationtoarangeofcorporateandserviceareasonanannualbasis.

Performancemeasuresaredrawnfromtwosourcesofinformation,ieAPSE(AssociationofPublicServiceExcellence)–denotedbyblacktext;andinternalFODCindicators–denotedbybluetextinthetablebelow.APSEfiguresprovidedremainsubjecttochangeasworkisongoingacrossthesectortoupdatethese.Again,thechallengesexperiencedindeliveringservicesduringthepandemicisreflectedinperformanceandwheretargetshaveobtainedaredragstatusanoteofexplanationisoutlinedunderthetable,alongsidetheperformancemeasurereference.

(NB:±denotesthatinformationisnotdirectlycomparableorn/athatitisnotavailable/applicable)

FODCSelfImposed Performance Measure

2018/19 2019/20 2020/21

RAGStatus

Comment/comparison with other CouncilsTarget Actual Target Actual Target Actual

C1:NetcostofCouncilservicesper head of population

<or=estimatedcost of £316.29

£314.61 <or=estimatedcost of £325.75

£318.99* <or=estimatedcost of £333.77

£321.09* ✔ FODChasthelowest non-domesticrateof 22.125p and the sixth lowest domesticrateof0.3718pfor2020 -2021.

C2:%ofnetexpenditure vbudget(incltransfers)

Withinbudget

99.47% Withinbudget

97.92%* Withinbudget

96.20%* ✔ ±

*allfinancialfiguresarebasedon‘Unaudited’information.

C3:Residents’overallsatisfaction

n/a 70% n/a n/a n/a 84% ±

C4:Averagenumber of workingdaysperemployeelostdueto absence

Nomorethan 10.5 daysperemployee

10.44 days

Improveon previousyear

13.77 Improveon previousyear

9.69 ✔ The latest comparativedataforNILocalGovernmentsectoris13.9dayslastpublished in 2018-19,withFermanaghandOmaghDistrict Council recordingthelowestlevelofsicknessabsence

PSS1.3Numberof Access to Informationrequestsgrantedwithintimeframeas%ofthosereceived

96.5% 93% 95% 92.8% 93% 92% ✗ *See explanatorynote below

5.2 Self Imposed Performance Measures


51


2018/19 2019/20 2020/21

RAGStatus


FN:%ofundisputed creditorinvoicespaid within 10 days

Maintain/ improveon58%

80% Maintain/ improveon80%


80.18%

✔

The latest comparativedataavailableisfor2018/19.FODCranks2nd out of 11 councils

FN:%ofundisputed creditorinvoicespaid within 30 days

Maintain/ improveon87%



94%

✔

n/a

CS(PI)2:Totalnumberofadviceclient contacts

Maintain/ improveon 22,520

31,391 Maintain/ improveon 31,391

24,545 Maintain/ improveon 24,545

11,923

✗

*See explanatorynote below

FI(PI)1:Numberofgrantsandbursaries issued

Maintain/ improveon 543

620(524grants+96bursaries)

Maintain/ improveon620

600(513grants+87bursaries)

Maintain/ improveon600

648grants Nobursaries

✔

±

LRS(PI)1:Numberof customers usingleisurefacilities(indoorand outdoor across4centres)

Maintain/ improveon previousyear

1.86m Maintain/ improveon previousyear

1.95m Maintain/ improveon previousyear

119,270

✗


LRS(PI)2:Levelof customer satisfactionwithLeisureService


89.3% Maintain/ improveon previousyear


NoCustomer satis-factionsurveycomplet-ed due to the servicebeingclosed for most of theyear

✗


PI04aActiveParticipantsinArtseventsper head of population


0.03 Maintain/ improveon previousyear


0.1

✔

n/a

PI04bActiveParticipantsinHeritageeventsper head of population

n/a 0.18 Maintain/ improveon previousyear


0.1

✗

n/a


52


2018/19 2019/20 2020/21

RAGStatus


PI02c%ofbusiness plan applicationsapprovedfora‘businessstart-up’againstnumberofbusiness start-upenquiriesmade within the financialyear

n/a 54.4% Maintain /improve

69.58% Maintain /improve

50.8%

✗

APSE indicate that of 4 councils that submitteddataFODChasranked2nd with the highest61.3%,andaverage51.22%* *See explanatorynote below

BCL(PI)1:%ofdomesticfullplansapplicationsreceivingBuildingControlassessment within 15workingdaysfrom date of receipt

80% 78% 80% 87% 80% 84%

✔

APSE indicate that of 3 councils that submitteddataFODChasachievedthehighestoutputscore with the average69.17%and the lowest 46.22%

BCL(PI)2:%ofnon-domesticfullplansapplicationsreceivingBuildingControlassessment within 35workingdaysfrom receipt

75% 65% 75% 78% 75% 76.86%

✔

APSE indicate that of 5 councils that submitteddataFODCisranked4th with the average72.97%andthehighest84.98%

BCL(PI)5:%oflicensingapplicationsprocessed within60daysfrom receipt of completed applications

80% 89% 80% 86% 80% 89.47%

✔

±

BCL(PI)8:%responsestodogattackswithin1workingday

95% 100% 95% 97% 95% 98.47%

✔

±

BCL(PI)9:AnimalWelfareService-%ofpriority1calls met within 1 workingday

100% 100% 100% 100% 100% 100%

✔

±

PI01b:%ofEnvironmentalHealthservicerequestsresponded to within3days




94%

✔

APSE indicate that of 5 councils that submitteddataFODCranked3rd with the average94.37%and lowest 91.95%.


53


2018/19 2019/20 2020/21

RAGStatus


PI02c:Netcost of 5 core EnvironmentalHealthfunctionsper head of population

Maintain /improve

£7.33 Maintain /improve

£8.87 Maintain /improve

£9.53

✗

APSE indicate that of 5 councils that submitteddataFODCranked5th with the average£7.28and the lowest £4.29. * See explanatorynote below

EH(PI)10:Responsetimestoall communicable disease notificationsfromPHA

100%within 1day(0.5dayfor Ecoli notif’s)

100% 100%within 1day(0.5dayfor Ecoli notif’s)

100% 100%within 1day(0.5dayfor Ecoli notif’s)

100%

✔

n/a

PI07a:LocalAuthorityandCommunityPlaygroundsper1000 children under 14

n/a 4.3 Maintain/improve

4.59 Maintain/improve

4.59

✔

APSE indicate that of 3 councils that submitteddataFODChasachievedthehighestoutputscore with the average2.98and the lowest 1.18

PI09aTidyNIcleanliness index (CI)score

Maintain 75.00 Maintain n/a Maintain n/a n/a

Explanatorynotesforindicatorswhereperformancewasbelowtargetorfellbelowthe2020/21standard:

NumberofAccesstoInformationrequestsgrantedwithintimeframeas%thosereceived:thistargetwasnarrowlymissedduetothecontinuedincreaseinthenumberofrequestsreceived,thecross-cuttingandcomplexnatureofanumberoftherequests,andthedelaysposedbythehomeworkingarrangementsasaresultofCOVID19whichresultedinaninitialreductionintheresponserate.

DuringCOVID19adviceserviceswerenotabletoprogresstribunalsandappealsforclients.Courtserviceswereshutdownandserviceprovisionrestrictedtoprotectstaff.ServicesresumedinlateJuly2020virtually,butinsomecircumstancesthisapproachwasnotsuitableforvulnerableclients.Thishascreatedareducednumberofadviceserviceclientcontactsreflectedintheperformanceabove,butitisprojectedthatthisbacklogwillpresentanincreaseindemandin2021-2022whenservicesarefullyreinstated.

(i)

(ii)

Explanatory notes

PSS1.3

CS(PI)2


54

Thepandemichasbeendevastatingforthefitnessandleisuresectorwithover8monthsofclosureandjust121daysofsuppressedtradingsince25July2020,whichhassignificantlyimpactedthenumberofusersreflectedinthefiguresfor2020-2021.SincereopeningcentresinJuly2020customershaveshowngreatcommitmentandadherencetosafetystandardsandgovernmentoperatingguidance,helpingtoreassureemployeesandthepublicthattheirpool,fitnessclass,orleisurecentre,isasafeplacetoworkinandasafeplacetoexercise.

Inleisureservices,nocustomersatisfactionsurveyswereabletobecarriedoutasserviceswereclosedfor8monthsoutof12monthsoftheyear.Itwillbeakeyfocusinfinancialyear2021-2022toensurecustomersfeelsafeandsatisfiedwithsafetymeasuresputinplaceatallcouncilleisurefacilities.Customerfeedbackwillbecloselymonitoredandwherefeasible,suggestedenhancedinterventionswillbefullysupported.

% of business plan applications approved for a ‘business start-up’ against number of business start-up enquiries made within the financial year-65BusinessPlanscompletedin2020/21.DuetoCOVID19impact,outcomeswerereducedbetweenApril–July2020.TheNorthernIrelandBusinessStartUpProgrammewhichwasa3.5-yearprogrammecompletedon31March2021andoverallprogrammetargetsweretodeliver854BusinessPlans.TheCouncilsuccessfullyachievedthisoveralltargetanddelivered860BusinessPlansoverthelifetimeoftheprogramme.

Netcostof5coreEnvironmentalHealthfunctionsperheadofpopulation.Theincreasedcostsareattributabletoavarietyoffactors;lossofincomeduringthepandemic,alongsidetheneedforanadditionalnumberofstafftosupportimplementationofnewassigneddutiesincludingthesupportprovidedtotheCommunityHub,reopeningofbusinesses,aswellasEUExitimplications.Therearesomeyear-on-yearadditionalcostswhichareimpactingthismeasure.

Active Participation in Heritage events per head of population-ThepandemichashaddevastatingeffectsfortheArtsandheritagesectorwithover8monthsofclosureandjust121daysofsuppressedtrading,despiteonlineplatformsprovidingsomelevelofservicethisneedsfurtherdevelopment.

TidyNIcleanlinessindex(CI)score.TheNorthernIrelandAmenityCouncilBestKeptawardscompetitionwasnotheldin2020or2021duetothepandemic.TheCouncillooksforwardtoparticipatinginfuturecompetitionsandisworkinghardtomaintainthecurrenthighstandardsthathasseenmuchsuccessinpreviousyears.

(iii)

(iv)

(v)

(vi)

(vii)

(viii)

LRS(PI)1

LRS(P)2

PI02c

PI02c:

PI04b

PO19a


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SECTION 6.0

Financial Overview 2020/21


56

TheStatementofAccountsfortheyearended31March2021havebeenpreparedinaformdirectedbytheDepartmentforCommunitiesinaccordancewithRegulations3(7)and(8)oftheLocalGovernment(AccountsandAudit)Regulations(NorthernIreland)2015(theRegulations).TheAuditedStatementofAccountsfortheyearended31March2021willbepublishedontheCouncil’swebsiteby30thSeptember 2021 at https://www.fermanaghomagh.com/your-council/financial-statements/

AsummaryoftheactualIncomeandExpenditurefor2020/21comparedwiththeEstimatesfortheyear,alongsideacopyoftheBalanceSheetisextractedinthetablesbelow:

6.0 Financial Report and Summary Financial Statements 2020/21

2020/21

Actual (£)

Estimated (£)

Variance (£)

Net Income and Expenditure * 34,286,178 36,143,000 (1,806,822)

Transfers to/from Reserves 6,550,000 708,500 5,791,500

Transfers to Reserves (future specified spend) 3,140,443 - 3,140,443

Financing of Capital Expenditure

Minimum Revenue Provision 1,242,763 1,265,000 (22,237)

Loan interest 326,303 335,000 (8,697)

Direct Revenue Financing 1,100,363 700,000 400,363

Total net expenditure to be funded 46,646,050 39,151,500 7,494,550

Central government grant support * 3,839,173 3,053,645 785,528

Rates income 36,942,693 36,097,855 844,838

Covid-19 Related Funding * 6,059,594 - 6,059,594

Total Grant and Rates Income 46,841,460 39,151,500 7,689,960

Surplus for the year 195,410 - 195,410


57

https://www.fermanaghomagh.com/your-council/ financial-statements/

Balance Sheet as at 31 March 2021 31 March 2021

£31 March 2020

£Fixed Assets 133,477,880 131,555,022Intangible Assets 120,000 120,000Investment Properties 8,500,301 6,760,701Long-Term Debtors 1,484,927 668,413LONG-TERM ASSETS 143,583,108 139,104,136Inventories 373,118 389,965Short-Term Debtors 15,342,527 13,136,117Short-Term Investments 4,500,000 7,500,000Cash and Cash Equivalents 20,765,598 12,448,647Assets Held for Sale 595,607 476,507CURRENT ASSETS 41,576,850 33,951,236Bank Overdraft - 1,014,300Short-Term Borrowing 739,093 902,862 Short-Term Creditors 9,330,627 7,167,733Provisions 106,533 96,533CURRENT LIABILITIES 10,176,253 9,181,428Provisions 4,702,389 4,524,167Long-Term Borrowing 4,530,255 5,269,349Other Long-Term Liabilities 59,196,000 42,697,000LONG-TERM LIABILITIES 68,428,644 52,490,516NET ASSETS 106,555,061 111,383,428USABLE RESERVESCapital Receipts Reserve 164,117 154,117Capital Grants Unapplied Account 5,961,671 8,108,725Capital Fund 4,879,256 3,860,228Renewal and Repairs Fund 4,789,177 4,254,737Other Balances and Reserves 11,627,224 5,175,877General Fund 3,987,563 3,792,153

31,409,008 25,345,837USABLE RESERVESCapital Adjustment Account 90,500,434 85,070,551Revaluation Reserve 44,317,801 44,600,734Pensions Reserve (59,196,000) (42,697,000)Capital Receipts Deferred Account 1,539,927 706,269Accumulated Absences Account (1,020,532) (862,573)Provisions Discount Rate Reserve (995,577) (780,390)

75,146,053 86,037,591

NET WORTH 106,555,061 111,383,428


58

SECTION 7.0

Rural Proofing our Plans and Policies


59

FermanaghandOmaghisapredominantlyruraldistrictexceptforthetwomaintownsofEnniskillenandOmagh.

The Council area is home to

withapproximately

117,337 people

70%

7.0 Rural Proofing our Plans and Policies

ofthepopulationlivingin

rural areas

TheCouncilrecognisesthatasignificant%ofitspopulationliveindispersedruralcommunitiesandensuresthatplans,policiesandproceduresdevelopedandimplementedtakeaccountoftheneedsofallits people across urban and rural areas.

What is the Rural Needs Act (Northern Ireland) 2016? TheRuralNeedsAct(NorthernIreland)2016(theAct)cameintooperationforgovernmentdepartmentsanddistrictcouncilson1June2017.TheActrequirespolicymakersandpublicauthoritiestohavedueregardtoruralneedswhendeveloping,adopting,implementing,orrevisingpolicies,strategies,andplans,andwhendesigninganddeliveringpublicservices.

How has the Act supported better outcomes for rural dwellers? TheActhashelpedtofurtherhighlightanddocumenttheCouncil’scommitmentandapproachindeliveringbetteroutcomesforruraldwellers,ensuringthataformalprocessisinplaceindeveloping,adopting,implementing,andrevisingpolicies,strategies,andplans,anddesigninganddeliveringpublicservicesthatconsidersruraldataandevidenceindecisionmakingprocesses.


60

TheActhasencouragedtheneedtofurtherendorsetheCouncil’sevidence-basedapproachandtoreviewdataatlocallevelinruralareas.Thisapproachencouragesconsideringimplicationsofpoliciesandserviceprovisionon,forexample,levelsofdeprivation,socialisolationandorpoorhealthwhichcansometimesbemaskedbythelackofavailabledataatdistrictlevel.Italsohasencouragedengagementwithcommunitiestogainadditionalinformationwheredatagapsmaybepresentandlocalknowledgebeneficial.Theoutcomeisthattailoredpolicies,plans,andservicesaredeliveredandreconfiguredtomeet actual demands.

TheCouncilhasdeliveredtrainingtorelevantstaffacrossalldepartmentstobuildtheircapacityandsupporttheapproachadopted.ResourceshavebeencompiledandmadeavailableontheCouncilIntranettosupportstafftoeffectivelycompleteRuralNeedsImpactAssessments.CommitteeReporttemplatescontinuetoensurethatRuralNeedsareanintegralpartofthesectionwhichoutlinestheresourceimplicationsoftherecommendation.


61

How much did we do? TofulfiltheCouncil’sobligationsunderSection1oftheAct,12RuralNeedsImpactAssessmentshavebeencompletedbyofficerswithinFermanaghandOmaghDistrictCouncilfortheyear2020/2021.Asummaryoftheactivitiesandhowdueregardhasbeenupheldisprovidedbelow,howevertheRuralNeedsAnnualMonitoringReport2020/2021canbeviewedinfullatSustainableDevelopment–Fermanagh&OmaghDistrictCouncilfermanaghomagh.com):

Inrecognitionoftherestrictionsimposedbythelackofbroadbandconnectivity,additionalregardwastakeninrelationtosupportingcommunicationswithemployeeswhowerelikelytobedrivinginruralareasonaregularbasisthroughtheprovisionoftwo-wayradiosandalsothroughtheabilitytocommunicateviatheFusionin-cabRouteOptimisationsoftware.

TheFermanaghandOmaghDistrictCouncilareaisthelargestgeographicalareaofthe11Councilsbuthasthelowestpopulation.TheEstatesStrategyisdesignedtosupportandenableservicedeliveryacrossageographicallylargedistrictwithadispersedpopulation.ThedevelopmentoftheEstatesStrategyislikelytoimpactpositivelyuponpeopleinruralareasbystrivingtoensurethattheirneedsaretakenaccountofandaddressedinthedeliveryofCouncilservices.

PriortothecreationoftheGeoparkDevelopmentPlan,takingcognisanceoftheCouncil’sevidencebasedapproach,consultationtookplacewitharangeofstakeholderstoidentifyneedandinformfuturedirectionandsolutions.Stakeholderengagementincludedrepresentationfrom

Development of Fermanagh and Omagh District Council’s Safe Driving at Work Policy

Development of Fermanagh and Omagh District Council’s Estates Strategy 2020 - 2030

Development of The Marble Arch Caves UNESCO Global Geopark Development Plan

Transport Services or Infrastructure in Rural Areas

Cross-cutting

Cross-cutting

KeyDescription of the activity undertaken by the public authority which is subject to section 1(1) of the Rural Needs Act (NI) 20161.

Describe how the public authority has had due regard to rural needs when developing, adopting, implementing, or revising the policy, strategy or plan or when designing or delivering the public service3.

The rural policy area(s) which the activity relates to2.

1

2

3


62

TheProcedureswillapplyequallywhethertheICTequipmentisinuseinruralorurbanareas.Inrelationtopoorbroadbandconnectivity,theCouncilhaslobbiedconsistentlyforthenecessaryfundingforinfrastructuralimprovementsinthearea.ICTstaffhavebeenabletoimproveconnectivitytotheMarbleArchCavesGlobalGeoparkthroughinvestmentintheinstallationofareliableprivatecircuit.Inrelationtoimprovingconnectivityforstaffworkingfromhome,ICTstaffhaveworkedwithcolleaguesfromFundingandInvestmentonacross-councilconsortiumbidtosuccessfullysecurefundingfromWave3oftheLocalFullFibreNetworkProgramme.

Noruralneedsidentified.Thepolicywillbeimplementedconsistentlyacrossurbanandruralareas of the District.

Noruralneedswereidentified.Thepolicywillbeimplementedconsistentlyacrossurbanandrural areas of the District.

FermanaghandOmaghDistrictCouncilhasconsideredtheneedsofthosepeoplewholiveorworkwithintheruralareasoftheDistrict,particularlyinrelationtoaccesstoservices.ThefirstphaseoftheRe-openingPlanissupportiveofthetwomainretailcentreswithintheDistrict,whichwillalsobenefitpeoplewholiveinruralareaswhoformthecustomerbaseforsuchoutlets.ThenextthreephasesfacilitatetheopeningoftwelvePublicConveniencesinruralareas,whichwillfurthersupportbothruralbusinessesinthoseareas,andthecustomerbase

Revision of Fermanagh and Omagh District Council’s ICT Policies and Procedures for Employees

Revision of Fermanagh and Omagh District Council’s Memorial Benches and Trees Policy

Revision of Fermanagh and Omagh District Council’s Procurement Policy

Development of Fermanagh and Omagh District Council’s Plan to reopen Public Conveniences following their closure during the Covid-19 Pandemic.

Jobs or Employment in Rural Areas

Other: Access to a Council initiative

Cross-cutting

Other: Access to services

4

5

6

7

ruralareasincludinglocalenterpriseandcommunitypartnerships.ThefeedbackreceivedwasusedtoinformandshapetheDevelopmentPlananditsassociatedactions/programmes.OneoftheobjectivesidentifiedwithinthePlaninrelationtotheStakeholderEngagementpillaristoincreasethesenseofownershipofandcommitmenttotheGeoparkbylocalcommunitiesandbusinesses,facilitatingandenablingthemtoleveragesocialandcommercialopportunitiesfromthedesignation.


63

forlocalretailoutlets.Thepotentialforthere-openingoftheremainingPublicConvenienceswillbeactivelymonitored.Anydecisionsmadewillconsiderstaffingavailability,thefeasibilityofensuringsafeoperationsforbothstaffandthepublicwishingtoaccessthesite,andfuturechangestorelevantregionalornationalguidance.

TheCouncilhasconsideredtheneedsofthosepeoplewholiveorworkwithintheruralareasoftheDistrict,particularlyinrelationtoaccesstoservices.

Consequently,thePhasedre-openingplan,facilitatestheopeningoffourruralrecyclingcentreswhichwillallowpeoplefromthenearbyruralcommunitiestoaccesstheservicewithoutbeingdependentonhavingtotraveltoEnniskillenorOmagh.Itisimportanttonotethattheplanisbasedoncurrentguidanceandregulationrelatingtounnecessarytravel.Thepotentialforthere-openingoftheremainingruralrecyclingcentreswillbeactivelymonitored.Anydecisionsmadewillconsiderstaffingavailability,thefeasibilityofensuringsafeoperationsforbothstaffandthepublicwishingtoaccessthesite,includingtrafficmanagementarrangements,andfuturechangestorelevantregionalornationalguidance.

Noruralneedswereidentified.ThePolicywillbeimplementedconsistentlyacrosstheCouncilandshouldnotimpactuponpeopleinruralareasdifferentlytopeoplelivinginurbanareas.

ThedevelopmentofaPlayParkProvisionPlanfortheDistrictaimstoensurethatpeoplelivinginruralareashaveaccesstoopenspaceandplayareasfortheadequatedevelopment,healthandwellbeingofchildrenandyoungpeople,regardlessoftheirphysicalormentalabilities.ThePlanrecognisesthatplayspaceshavethepotentialtoincreasetheopportunityforchildrenandyoungpeopletoconnectwithandbepartofthecommunity,especiallywhereplayfacilitiesareprovidedinareaswhichareopenandaccessibletoeveryone.ThePlanhasbeenthesubjectofwidespreadconsultationandtheCounciliskeentoworkwiththeCommunityandVoluntarySectortoaddressevidence-basedneed.

Development of Fermanagh and Omagh District Council’s Plan to reopen Household Waste Recycling Centres following their closure during the Covid-19 Pandemic (Apr 2020)

Development of Fermanagh and Omagh District Council’s Social Media Policy for Councillors

Feasibility Review and Economic Appraisal of District Play Park Provision

Other: Access to services

Broadband or Mobile Communications in Rural Areas

Cross-cutting

8

9

10


64

Noruralneedswereidentified.ThePolicywillbeimplementedconsistentlyregardlessofwhether the applicant is rural or urban based.

Noruralneedswereidentified.TheStrategyandActionPlanwillbeimplementedconsistentlyregardlessofwhethertheapplicantisruralorurbanbased.

Development of a Fermanagh and Omagh District Council’s Corporate Sponsorship Policy

Development of the Fermanagh and Omagh District Council Events and Festivals Strategy 2020-2025

Cross-cutting

Cross-cutting

11

12


65

ForadditionalinformationonyourCouncil,pleasevisitourwebsite

www.fermanaghomagh.com

FermanaghandOmaghCounciliscommittedtocontinuouslyimprovingitsservicesandlisteningtoitscustomers.Wewelcomeyourcommentsorsuggestionsatanytimeoftheyearonanyserviceareaorpolicydecision.

Youcangetinvolvedandparticipateinconsultationsbeingconductedby,oronbehalfoftheCouncil.MeetingsoftheCouncilanditsCommitteesareopentothepublic,exceptforthosetimeswhensensitiveorconfidentialissuesneedtobediscussed.Orsimplygetintouchandtellusyourissue,concernorwhenwehavedonewell.Welovetohearpositivefeedbacktoo.

In writing: CommunityPlanningTeam:TheGrange,MountjoyRoad,Lisnamallard,Omagh Tyrone,BT797BL UnitedKingdom

For people who are deaf or are hard of hearing: SignVideo-https://www.fermanaghomagh.com/your-council/policies/equality/signvideo/

A Councillor Councillors contact details can be found at www.fermanaghomagh.com/your-council/councillors

Live web chat: Availableonourwebsiteduringofficehours, Mon-Fri,9am-5pm

Telephone: 0300 303 1777

Email: [email protected]

If you have any comments, would like any further information, or would like a copy of this plan in an alternative format please contact us using one of the methods outlined below:

annual performance report 2020/2021

Documents