COMMUNITY RELATIONS COUNCIL

OPERATIONAL PLAN 2016-17

Community Relations Council Operational Plan 2016-17 June 2016

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OVERVIEW

The overall aim of the Community Relations Council Operational Plan (2016-17) is to support the delivery of the Together: Building a United Community (T:BUC) Strategy. To enable Community Relations Council to fulfil this aim the following three strategic objectives have been identified:

1. We will administer funding schemes that build and support good community relationships taking account of and in collaboration with the Department and the recommendations of the Review of Good Relations Funding Report when published.

2. We will ensure effective communication between all relevant sectors and Government to assist in the implementation of the T:BUC Strategy

3. We will ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operates to the highest standard of corporate governance in line with relevant guidance and best practice.

This Business Plan is a working document and will be reviewed to incorporate any required changes as a result of: OFMDFM’s review of staffing in CRC OFMDFM’s review of CRC’s Board and governance. OFMDFM’s review of Good Relations Funding

Community Relations CouncilStrategic Plan 2016-19

Strategic Objectives

Community Relations Council Operational Plan 2016-17 June 2016

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1) Funding

3) Trusted and Effective Public Service & Good

Governance

Support the delivery of the

Together: Building a United

Community (T:BUC) Strategy

2) T:BUC Engagement

& Delivery

Financial statement  

Community Relations Council Budget 2016-2017

Budget Area Budget1. Grant  Schemes administered by CRC (grants

awarded to other bodies)  £1,654,490

2. Development Support Programmes run by CRC   £65,940

3. Staff costs    £878,658

4.   Other costs (including premises and other overheads)

   £245,912

Total   £2,845,000 (including depreciation)

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 1: FundingTo administer funding schemes that build and support good community relationships taking account of and in collaboration with the Department and the recommendations of the Review of Good Relations Funding Report when published. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

1) Provide funding in line with T:BUC priorities (as agreed with the Executive Office)

April 2016- March 2017

i) Deliver funding allocation within agreed tolerance level

ii)Process grant applications to targets/ timescales agreed by the Department

25% of CRC grants to be awarded to projects outside of Belfast and Derry/Londonderry

75% of all CR/CD grant applications processed within 12 weeks of receipt

90% of Core grant applications processed within 16 weeks of closing date for receipt

90% of Media grant applications processed within 12 weeks of receipt

80% Publications grant applications processed within 12 weeks of receipt

98% of in-year grant verification within 8 weeks

98% of total grant

i)Monthly Financial returns monitoring spend completed on time

ii)Monitoring against the agreed targets for grant application processes

TEO funding for 2016-17 will be distributed to locally based groups for delivery of TBUC specific activity.

32 core groups number of community based groups will deliver TBUC focused activity throughout NI.

Between 150-200 community groups will deliver small scale TBUC related activity throughout NI.

100% of funded groups report measureable improvement against the 4 TBUC strategic outcomes.

Positive impact against TBUC outcomes are achieved in disadvantaged areas.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 1: FundingTo administer funding schemes that build and support good community relationships taking account of and in collaboration with the Department and the recommendations of the Review of Good Relations Funding Report when published. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

expenditure verified by 30th April

100% of total grant expenditure verified by 31st May

90% CR/CD recipients to have submitted reports confirming aims and objectives achieved.

100% Core Funded Groups to have submitted reports on implementation of agreed work plan

90% Pathfinder recipients to have submitted reports confirming aims and objectives achieved.

Record the percentage of CRC grants that go to groups in disadvantaged areas

2) Contribute to wider governmental mapping and monitoring of resources and impact

CRC funding map updated and shared with relevant stakeholders as appropriate

Collaborative working will be improved through sharing information on funding with relevant stakeholders

3) In collaboration with September i) In collaboration with the i)CRC participation in CEO Better alignment and

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 1: FundingTo administer funding schemes that build and support good community relationships taking account of and in collaboration with the Department and the recommendations of the Review of Good Relations Funding Report when published. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

the Department implement agreed and relevant recommendations from: -

the OFMDFM Good Relations Review of Funding

the OFMDFM Board and Organisational Review of CRC recommendations

2016 Department revise all grant applications processes and documents to be clearly align with the priority aims and objectives of T:BUC and include an Outcomes Based Accountability Approach (OBA)

ii) Contribute to an agreed project plan for implementation with the Department

Implementation Working Group set up by the Department by April 2016

ii)Contribution to draft project plan identifying specific milestones/ tasks and timescales as agreed with the Department (by Sept 2016)

collaboration will ensure that all grants and funding recipients can demonstrate a contribution to achieving the shared goals and outcomes of T:BUC

Mar 17 iii) Implementation of the agreed Project Plan

iii)Updates as required in relation to implementation and agreed timescales (Mar 17)

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 1: FundingTo administer funding schemes that build and support good community relationships taking account of and in collaboration with the Department and the recommendations of the Review of Good Relations Funding Report when published. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

4) Work with District Council Good Relations Officers to ensure that Good Relations Plans are aligned with T:BUC objectives and an outcome based approach and that Good Relations Plans are an integral part of the statutory community plans and related guidance

i) Meetings and workshops with GROs and other DC personnel, including local representatives, as required and in collaboration, when appropriate, with The Department and ECNI.ii) Monitor content of plans and impact of implementation.Co-ordination with District Council Good Relations Officers on CRC grants (CR/CD, Pathfinder, Media, Publications and Core Grant Schemes)iii) Assistance to The Department with the assessment of all District Council Good Relations Plans for 16/17.

iv) Joint events with District Council Good Relations Officers to highlight issues and promote good practice

i) Development work plan agreed with the Department weekly and delivered

ii) Council workplans reviewed prior to assessment process and updates on progress provided to OFMDFM linked to payment schedule

iii)Councils provided with guidance during preparation and implementation of workplan

iv) Assistance with and attendance at quarterly Shared Learning Fora and annual conference.

District Councils will deliver a range of activities that demonstrate through the DCGRP measureable outcomes against the 4 TBUC themes strategic outcomes.

Councils demonstrate an understanding of TBUC and OBA in the delivery of their GR activities.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 2: T:BUC Engagement and DeliveryWe will ensure effective means of communication between all relevant sectors and Government to assist in the effective implementation of the T:BUC Strategy

Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

5) Provide secretariatfor the T:BUC Engagement Forum

April 2016- March 2017

i) Co-ordinate the arrangements for the meetings of the T:BUC Engagement Forum (min 3 per year)

ii) Produce ‘Master’ list of all invitees to the Forum and update as appropriate

iii) Issues to be discussed and agenda agreed in collaboration with the Forum Chair/ Department

iv) Summary report of each meeting produced by CRC and agreed by the Forum Chair

v) Advice paper produced and agreed by the Forum Chair for submission to Ministers

vi) Review of the T:BUC Engagement Forum to ensure it is fit for purpose

i)Invites issued 6 weeks in advance

ii)May 2016 (draft)

iii)Issue agreed minimum of 2 months priorAgenda issued 1 week prior

iv)Within 1 month of meeting date

v)Within 6 weeks of meeting date

vi) Annual

There will be positive and constructive collaboration and interaction between policy and delivery at local level of TBUC which will encourage a shared sense of common goals.

Stakeholders feel better connected and able to influence effective implementation of TBUC.

Stakeholders are updated on developments and examples of good practice of the delivery of TBUC across the region.

Community stakeholders delivering TBUC focused activity will have a forum to report and reflect on their contribution

Groups delivering TBUC activity to feel less isolated in their work and increase the feeling of achievement for the delivery of a common goal at local level.

Community Relations Council Operational Plan 2016-17 June 2016

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Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

11) Operation of best practices in Governance, Accountability including providing assurance to The Executive Office.

Mar 17 i) Develop and implement plans following the agreed recommendations of the TEO review of CRC Board and Governance structures to deliver a CRC Board to oversee strategic direction and governance arrangements in line with the Review

ii) Provide administrative services to the Board and its sub committees.

iii ) Review and update of Corporate and Financial Policies and Procedures by implementing a register of policies and their review

i) Following agreement with the Department and the Board animplementation plan to be in place and any actions agreed for 2016-17 delivered (Mar 17)

ii) a. Review secretarial procedures for the Board and its sub-committees.b. Following the outcome of the Governance Review draft secretarial procedures for the new board.c. Complete a skills audit of staff serving the board and it sub-committees.d. Review of the form and content of the papers prepared for the board and its sub-committees

iii) a. Provision of all relevant documentation as required for the A&L meetingsb. Timely completion of the ALB

DFAP Director

CRC will demonstrate good governance and oversight of its operations to ensure efficient and effective delivery and accountability to its stakeholders

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

dates

iv) Ensure on-going liaison with the Department’s Sponsor Team

v) Production of draft Business Plan for 2017-18 for consideration by Board and Department

vi) Input into OFMDFM formal review of CRC planned for March 2017

Quarterly Performance Report

iv) Attend and contribute to A&L Meetings

v) Production of 2017-18 Business Plan (draft) in December to allow for agreement by the Department

vi) preparatory work and input as necessary

12) Ensure best practice financial procedures are being developed and followed to ensure robust financial reporting that provides internal management information and external end user assurance.

March 2017 i) Annual report for 15/16 produced.

ii) Review and keep updated Fraud Policy

iii) Any suspected fraud issues to be reported to the Department via the Fraud Investigation and Oversight Group

iv) Manage budget against expenditure and achieve 98.5% consumption

i) Annual Report and Accounts approved without qualification by NIAO

ii) Asset register up to date and shared with Dept

iii) Updated Fraud policy in place and relevant reports to FIOG

iv) Timely and accurately Monthly NDPB Consumption reports;Timely and accurately

DFAP Director

As a public body CRC will demonstrate propriety in its finances to maintain the confidence of stakeholders.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

v) A review and report to the CEO on budgeting, management accounting and management assurance systems for consideration and if applicable implementation during the 17/18 financial year

Monthly cash drawdowns; Timely and accurately Monitoring Round Returns

v)Report delivered by 30th November 2016

13) Ensure robust Internal Audit and Risk Management functions

March 2017 i) Facilitate independent internal and external sources of assurance by agree and facilitating an internal annual audit work plan.

ii) Maintain register to track implementation of all internal and external audit findings/ recommendations

iii) Audit action plan implemented to deal with recommendations emanating from external and internal audits

i) Internal audit plan agreed by the Department Sponsor Team and implemented

ii) Quarterly Assurance statements and Performance Reports produced for the Dept. within deadline.

iii) All risks identified and managed appropriately. Regular updating of risk register distributed to Board and the

DFAP Director

CRC will maintain the confidence of stakeholders services by ensuring that risks associated with its work are identified, removed or minimised.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

iv) Report to Audit and Risk Committee risk register and audit recommendation progress to ARC and Department.

v) A review and report to the CEO on risk management and reporting processes for consideration and if applicable implementation during the 17/18 financial year

Department

iv) Register of audit recommendations updated and reported to Department and updates reported regularly to the Audit and Risk Assurance Committee

v)Report delivered by 30th November 2016

14)Ensure appropriate records are maintained in line with the requirements of a public body and the Information Commission

March 2017 i) Review the streaming of internal electronic and paper filing systems.

ii) Review and upgrade the IT infrastructure, grant management software and external communication tools as appropriate.

i)An implementation plan approved by the CEO plan for the streaming of internal electronic and paper filing systems.

ii)Review and develop a project plan for implementation of the associated business recommendations in relation to –

Grants database web-site maintenance IT infrastructure support

DFAP Director

CRC will be transparent and accountable in the delivery of its services.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

15) Ensure that CRC have the facilities and resources to maximise the delivery of its corporate objectives

March 2017 i)Implementation of the recommendations of the OFMDFM review of CRC staffing

ii)Develop and implement operational plans in relation to staff structure to ensure organisation is fit for purpose (subject to legal requirements and available resources)

iii)Maintain a safe working environment that is compliant health and safety legislation.

iv)Develop an Asset Management Plan including annual review of the adequacy.

v)Input into OFMDFM formal review of CRC planned for March 2017.

vi)Input in the planned CSR during 2016/17

vii)Maintenance of an effective and tested Business Continuity Plan

i)Action plan drafted and agreed with the Board

ii)Draft plan submitted and approved by the F&GP sub - committee

iii)Risk Assessments – reviewed and up to date

iv)Fixed Asset Register reviewed at least once.

v)Agreement with the Department on the terms of reference.

vi)All requested information provided to review.

vii)Business Continuity Plan updated and tested twice per year

DFAP Director

CRC will use its resources effectively, efficiently and safely.

Community Relations Council Operational Plan 2016-17 June 2016

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STRATEGIC OBJECTIVE 3: Trusted and Effective Public Service and Good GovernanceTo ensure the efficient and effective use of allocated resources and public expenditure by ensuring that CRC operate to the highest standard of corporate governance in line with relevant guidance and best practice. Key Objective(What we will do)

Target Date

Key Actions(How we will do it)

Progress - SMART Targets for Monitoring Purposes

Responsibility What difference will it make

following implementation the new ICT support provider agreement

16)Promote equality through service delivery and employment practice

March 2017 i)Appointment of members to the CR Council and staff will reflects fair and equal treatment

ii)Distribution of grants will demonstrates fair and equal treatment

iii)All statutory duty monitoring returns to Eq. Commission NI completed as appropriate.

i)All appointments to Board or staff demonstrate fair and equal treatment.

ii)Open and fair administration of grants schemes

iii)All required reports to ECNI made on time

No successful equality challenges in relation to services or staffing

DFAP Director

As a public body CRC will make a contribution to wider regional aims and objectives for equality.

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