Self-Assessment Report 2024-25 p6

Performance

Our ambition:

By 2028, we will operate as a single entity, fully embracing the vision of the Reorganisation of Public Administration (RPA 2015).
We will be a sustainable, customer-focused organisation and employer of choice, attracting and retaining the right people with the right skills to deliver our vision for the borough.
We will provide value for money services by building solid foundations, learning from our mistakes and instilling sound governance arrangements.

To achieve this, we will:

Redesign the organisation to work more effectively and efficiently, ensuring financial competence and resilience, delivering social value and offering good value for money services in a sustainable manner.
Develop our key support services to help us achieve our goals, underpinning and enabling us to operate effectively and meet our core, statutory and regulatory obligations.
Continue to work alongside our partners to progress the delivery of the Community Plan and other Council strategies, sharing knowledge, skills and best practice, to create synergy and influence decision-making to achieve the best outcomes for the borough at an affordable cost.
Empower and equip our staff through comprehensive skills development initiatives, fostering a culture of continuous learning, innovation and growth, ultimately enhancing individual and organisational capabilities.
Prioritise employee health and wellbeing, encompassing physical, mental and emotional health, creating an environment where everyone feels valued, motivated and confident, enabling them to thrive personally and professionally.
Invest in our Elected Members, providing them with the required skills and knowledge to effectively govern.
Include stakeholders in our decision-making processes through consultation, communication and engagement, in order to increase satisfaction levels.

Under this pillar:

55% of indicators were achieved or on track (10 of 18),
28% were delayed but progressing (5 of 18), and
17% were not achieved (3 of 18).

What you see:

Measure	Utilisation of technologies to improve service delivery.
Status: On track	We have made strong progress harnessing digital tools to drive efficiency, accuracy and compliance. Processes such as prepayments and recurring journals have been automated, reducing manual effort and improving consistency. The use of an Accounts Payable portal is also being explored, and the automation of invoice processing will soon be rolled out. Staff training has supported the in-house development of systems-based reports, including an automated balance sheet and improved income and expenditure reporting. Self-service reporting for managers is also progressing. Financial management has improved with a new month-end checklist, Finance Workday calendar and enhanced reforecasting, increasing the visibility of actuals versus budgets and supporting more accurate year-end forecasts. Control accounts and workflows have been refined to enhance recurring journals and balance sheet reconciliations. HR and Payroll implementation has commenced, and work is advancing on new Sourcing and Inventory modules. Business process changes are under review to support implementation. Access Management needs have also been identified, with scoping and staff training scheduled.

Measure

Utilisation of technologies to improve service delivery.

Status:

On track

We have made strong progress harnessing digital tools to drive efficiency, accuracy and compliance.

Processes such as prepayments and recurring journals have been automated, reducing manual effort and improving consistency.

The use of an Accounts Payable portal is also being explored, and the automation of invoice processing will soon be rolled out.

Staff training has supported the in-house development of systems-based reports, including an automated balance sheet and improved income and expenditure reporting.

Self-service reporting for managers is also progressing.

Financial management has improved with a new month-end checklist, Finance Workday calendar and enhanced reforecasting, increasing the visibility of actuals versus budgets and supporting more accurate year-end forecasts.

Control accounts and workflows have been refined to enhance recurring journals and balance sheet reconciliations.

HR and Payroll implementation has commenced, and work is advancing on new Sourcing and Inventory modules.

Business process changes are under review to support implementation.

Access Management needs have also been identified, with scoping and staff training scheduled.

Measure	Implementation of the Good Governance Review.
Status: On track	The majority of actions from the Good Governance Review have been completed. The remaining actions are underway, with relevant updates being brought to Elected Members.

Measure

Implementation of the Good Governance Review.

Status:

On track

The majority of actions from the Good Governance Review have been completed.

The remaining actions are underway, with relevant updates being brought to Elected Members.

Measure	Robust budget arrangements and sound financial management.
Status: On track	We continue to strengthen our financial management and budgeting processes. Based on current projections, efforts are underway to increase the General Fund, bringing it closer to the mid-range of the approved target. In light of the current economic climate and rising unexpected costs, this increase is necessary to ensure greater financial stability and to enable us to mitigate unforeseen expenses and financial risks. External borrowing is well within policy limits, and we have made strong progress delivering timely and accurate monthly management accounts. This has improved financial oversight and informed decision-making across the organisation. We have also introduced a forecasting process to provide a more accurate and timelier picture of our financial position, which will support better planning and decision-making. Debt management processes have significantly improved, with the proportion of outstanding debt over 90 days reduced steadily over the year. This reflects the implementation of a revised Debt Management Policy and ongoing collaboration across service areas. Investment activities have been managed in line with Treasury Management parameters. Policy updates were introduced during the year to ensure continued compliance, while also supporting effective cashflow and risk management.

Measure

Robust budget arrangements and sound financial management.

Status:

On track

We continue to strengthen our financial management and budgeting processes.

Based on current projections, efforts are underway to increase the General Fund, bringing it closer to the mid-range of the approved target. In light of the current economic climate and rising unexpected costs, this increase is necessary to ensure greater financial stability and to enable us to mitigate unforeseen expenses and financial risks.

External borrowing is well within policy limits, and we have made strong progress delivering timely and accurate monthly management accounts.

This has improved financial oversight and informed decision-making across the organisation.

We have also introduced a forecasting process to provide a more accurate and timelier picture of our financial position, which will support better planning and decision-making.

Debt management processes have significantly improved, with the proportion of outstanding debt over 90 days reduced steadily over the year.

This reflects the implementation of a revised Debt Management Policy and ongoing collaboration across service areas.

Investment activities have been managed in line with Treasury Management parameters.

Policy updates were introduced during the year to ensure continued compliance, while also supporting effective cashflow and risk management.

Measure	Review and update our Asset Management Strategy by 31 March 2025.
Status: Delayed but progressing	Work is underway, though progress has been slower than expected due to organisational priorities. Engagement with key stakeholders has taken place to ensure alignment and inform the development of the strategy. The review will continue into 2025/26 to allow for a more comprehensive and informed update.

Measure

Review and update our Asset Management Strategy by 31 March 2025.

Status:

Delayed but progressing

Work is underway, though progress has been slower than expected due to organisational priorities.

Engagement with key stakeholders has taken place to ensure alignment and inform the development of the strategy.

The review will continue into 2025/26 to allow for a more comprehensive and informed update.

Measure	Ensure all information requests under Freedom of Information (FOI) and/or Environmental Information Regulations (EIR) are processed within the statutory timeframe of 20 working days.
Status: Not Achieved	Across the year, 92% of requests for information under FOI and/or EIR were processed within the statutory timeframe. Delays were mainly due to the time required to gather comprehensive information, which often involved coordination across multiple service areas. In some instances, additional time was also needed to obtain legal advice, secure appropriate approvals and ensure careful consideration of exemptions in relation to more complex requests.

Measure

Ensure all information requests under Freedom of Information (FOI) and/or Environmental Information Regulations (EIR) are processed within the statutory timeframe of 20 working days.

Status:

Not Achieved

Across the year, 92% of requests for information under FOI and/or EIR were processed within the statutory timeframe.

Delays were mainly due to the time required to gather comprehensive information, which often involved coordination across multiple service areas.

In some instances, additional time was also needed to obtain legal advice, secure appropriate approvals and ensure careful consideration of exemptions in relation to more complex requests.

Measure	Ensure all subject access requests are processed within the statutory timeframe of one calendar month.
Status: Not Achieved	Across the year, 81% of subject access requests were processed within the statutory timeframe. While the target of full compliance was not met, all requests were carefully managed to ensure lawful and accurate disclosure. Where delays occurred, these were primarily due to the need for thorough review and appropriate approvals to safeguard the rights of individuals and uphold data protection standards.

Measure

Ensure all subject access requests are processed within the statutory timeframe of one calendar month.

Status:

Not Achieved

Across the year, 81% of subject access requests were processed within the statutory timeframe.

While the target of full compliance was not met, all requests were carefully managed to ensure lawful and accurate disclosure.

Where delays occurred, these were primarily due to the need for thorough review and appropriate approvals to safeguard the rights of individuals and uphold data protection standards.

Measure	Ensure the Information Commissioner’s Office (ICO) does not issue any decision notices overturning our FOI/EIR decisions.
Status: Achieved	The ICO did not overturn any of our decisions this year.

Measure

Ensure the Information Commissioner’s Office (ICO) does not issue any decision notices overturning our FOI/EIR decisions.

Status:

Achieved

The ICO did not overturn any of our decisions this year.

Measure	Implement changes to ensure effective utilisation of resources within the Corporate and Support Services Directorate.
Status: On track	The restructuring of the Corporate and Support Services Directorate is underway. The primary objective is to ensure the directorate is appropriately resourced to deliver high quality services in an efficient and cost-effective manner. By realigning functions and roles, the restructure will enhance capacity to support other service areas, drive greater value for money and deliver improved outcomes for citizens. Significant progress has been made, with many staff transitioned into their new roles and a number of vacancies advertised.

Measure

Implement changes to ensure effective utilisation of resources within the Corporate and Support Services Directorate.

Status:

On track

The restructuring of the Corporate and Support Services Directorate is underway.

The primary objective is to ensure the directorate is appropriately resourced to deliver high quality services in an efficient and cost-effective manner.

By realigning functions and roles, the restructure will enhance capacity to support other service areas, drive greater value for money and deliver improved outcomes for citizens.

Significant progress has been made, with many staff transitioned into their new roles and a number of vacancies advertised.

Measure	Deliver 10 programmes against the 17 United Nations Sustainable Development Goals (UNSDGs) by 31 March 2025.
Status: On track	We continue to make significant progress in delivering actions aligned with all 17 Goals and the target of 10 programmes has been exceeded. A placement student from Queen’s University Belfast has compiled a comprehensive progress report on our achievements so far.

Measure

Deliver 10 programmes against the 17 United Nations Sustainable Development Goals (UNSDGs) by 31 March 2025.

Status:

On track

We continue to make significant progress in delivering actions aligned with all 17 Goals and the target of 10 programmes has been exceeded.

A placement student from Queen’s University Belfast has compiled a comprehensive progress report on our achievements so far.

Measure	Continue to work in partnership with various community, business and tourism stakeholders to progress various initiatives and support programmes.
Status: On track	This year, we continued to collaborate with a wide range of community, business and tourism stakeholders, including Government departments, the Public Health Agency, the Police Service of Northern Ireland, the Northern Health and Social Care Trust and local groups. Whilst impossible to list all partners, these collaborations have been essential in progressing initiatives that support public health, community cohesion and local business development.

Measure

Continue to work in partnership with various community, business and tourism stakeholders to progress various initiatives and support programmes.

Status:

On track

This year, we continued to collaborate with a wide range of community, business and tourism stakeholders, including Government departments, the Public Health Agency, the Police Service of Northern Ireland, the Northern Health and Social Care Trust and local groups.

Whilst impossible to list all partners, these collaborations have been essential in progressing initiatives that support public health, community cohesion and local business development.

Measure	Ensure at least 1.5 days are spent, per full time equivalent (FTE), on employee learning and development by 31 March 2025.
Status: Achieved	Across the year, 1.57 days were spent per employee on learning and development.

Measure

Ensure at least 1.5 days are spent, per full time equivalent (FTE), on employee learning and development by 31 March 2025.

Status:

Achieved

Across the year, 1.57 days were spent per employee on learning and development.

Measure	Deliver a minimum of 100 training courses to staff by 31 March 2025.
Status: Achieved	Almost 260 individual courses were completed.

Measure

Deliver a minimum of 100 training courses to staff by 31 March 2025.

Status:

Achieved

Almost 260 individual courses were completed.

Measure	Develop action plans based on the results of the ‘Listening to Staff’ survey by 31 March 2025.
Status: Delayed but progressing	A comprehensive strategy will be developed on the completion of the Corporate and Support Services Directorate restructure. The action plans will outline the necessary steps to effectively respond to the survey results.

Measure

Develop action plans based on the results of the ‘Listening to Staff’ survey by 31 March 2025.

Status:

Delayed but progressing

A comprehensive strategy will be developed on the completion of the Corporate and Support Services Directorate restructure.

The action plans will outline the necessary steps to effectively respond to the survey results.

Measure	Develop a Learning and Development Strategy for staff by 31 March 2025.
Status: Delayed but progressing	The development of this strategy will progress on the completion of the Corporate and Support Services Directorate restructure. An Organisational Development and Talent Manager role will lead on the development and implementation of this strategy.

Measure

Develop a Learning and Development Strategy for staff by 31 March 2025.

Status:

Delayed but progressing

The development of this strategy will progress on the completion of the Corporate and Support Services Directorate restructure.

An Organisational Development and Talent Manager role will lead on the development and implementation of this strategy.

Measure	Deliver a minimum of 2 health and wellbeing initiatives for staff by 31 March 2025.
Status: Achieved	We launched several staff health and wellbeing initiatives this year, including World Mental Health Day, Shoctober Week, Hearing Aid Support Services and a StayWell focus on Financial Health. The Corporate and Support Services Directorate restructure includes the creation of an Employee Inclusion and Wellbeing Officer role who will progress health and wellbeing initiatives for staff.

Measure

Deliver a minimum of 2 health and wellbeing initiatives for staff by 31 March 2025.

Status:

Achieved

We launched several staff health and wellbeing initiatives this year, including World Mental Health Day, Shoctober Week, Hearing Aid Support Services and a StayWell focus on Financial Health.

The Corporate and Support Services Directorate restructure includes the creation of an Employee Inclusion and Wellbeing Officer role who will progress health and wellbeing initiatives for staff.

Measure	Ensure annual staff absence levels do not exceed 15 days per Full Time Equivalent (FTE) employee by 31 March 2025.
Status: Not Achieved	Across the year, 17.18 days per employee (FTE) were recorded. A scrutiny panel was established during the year to review sickness absence, with several contributing factors identified. Targeted initiatives have been developed, informed by best practice and recommendations from the Northern Ireland Audit Office, to support staff wellbeing and improve attendance. For more information and analysis, please see Benchmarking section of this report.

Measure

Ensure annual staff absence levels do not exceed 15 days per Full Time Equivalent (FTE) employee by 31 March 2025.

Status:

Not Achieved

Across the year, 17.18 days per employee (FTE) were recorded.

A scrutiny panel was established during the year to review sickness absence, with several contributing factors identified.

Targeted initiatives have been developed, informed by best practice and recommendations from the Northern Ireland Audit Office, to support staff wellbeing and improve attendance.

For more information and analysis, please see Benchmarking section of this report.

Measure	Develop and implement a Learning and Development programme for Elected Members by 31 March 2025.
Status: Delayed but progressing	Significant progress has been made in developing and implementing the Learning and Development programme for Elected Members. Membership of the Councillor Development Charter Sub-Committee has been agreed and the committee held its inaugural meeting in September. Subsequent meetings were held throughout the year. A training needs analysis is under review by Elected Members. The development of the programme will continue into 2025/26.

Measure

Develop and implement a Learning and Development programme for Elected Members by 31 March 2025.

Status:

Delayed but progressing

Significant progress has been made in developing and implementing the Learning and Development programme for Elected Members.

Membership of the Councillor Development Charter Sub-Committee has been agreed and the committee held its inaugural meeting in September.

Subsequent meetings were held throughout the year.

A training needs analysis is under review by Elected Members.

The development of the programme will continue into 2025/26.

Measure	Develop a Consultation and Engagement Strategy to ensure stakeholder involvement in decision-making processes by 31 March 2025.
Status: Delayed but progressing	As part of the ongoing restructure of the Corporate and Support Services Directorate, a new Consultation and Engagement Officer role has been established. This officer will lead on the development of a comprehensive strategy aimed at ensuring our consultation processes are inclusive, transparent and effective, strengthening stakeholder involvement in decision-making.

Measure

Develop a Consultation and Engagement Strategy to ensure stakeholder involvement in decision-making processes by 31 March 2025.

Status:

Delayed but progressing

As part of the ongoing restructure of the Corporate and Support Services Directorate, a new Consultation and Engagement Officer role has been established.

This officer will lead on the development of a comprehensive strategy aimed at ensuring our consultation processes are inclusive, transparent and effective, strengthening stakeholder involvement in decision-making.

Self-Assessment Report 2024-25