The performance of Northern Ireland’s planning system
The role of the planning system is to regulate the development and use of land, in the public interest. Currently, the Planning Service administers most of the functions involved in this process, but many are due to be devolved to local Councils from 2011, following the recommendations of the Review of Public Administration.
Our examination will focus primarily on the performance of the Planning Service in meeting its key objectives, the key factors influencing that performance and the actions taken by Planning Service to improve it. In doing so, we will take into account the important role played by stakeholders such as District Councils, the Planning Appeals Commission and other statutory bodies.
We aim to publish in 2009.
Contact:
Eddie Bradley (Director)
Tel: 028 9025 1011; Email: eddie.bradley@niauditoffice.gov.uk
Ursula Moyna (Audit Manager)
Tel: 90251010; Email: ursula.moyna@niauditoffice.gov.uk
Campsie Industrial Units
In late 1991 and early 1992, the Industrial Development Board (IDB) entered into 25 year leasing agreements for two 10,000 square feet industrial units located at Campsie Business Park, with the objective of finding client companies to occupy these. However the units have never been occupied.
This short report will examine areas such as; the rationale for acquiring the units; the appraisal and approval process; whether sufficient and timely action was taken to let the units, and how IDB and Invest NI addressed the maintenance issues and protected their commercial interests.
We aim to publish in early 2009.
Contact:
Kieran Donnelly (Deputy C&AG)
Tel: 028 9025 1107, Email: kieran.donnelly@niauditoffice.gov.uk
Alan Orme (Audit Manager)
Tel: 028 9025 1136, Email: alan.orme@niauditoffice.gov.uk
Synergy e-business incubator
Synergy was created in 2000 by SCL, a company jointly owned by Fujitsu Ltd and the University of Ulster. Its objective was to create a world-class ICT business incubation unit in West Belfast, which would nurture businesses to the stage where they would exit the incubator and trade independently. Between 2000 and 2003, Synergy received government funding of £1.3 million, mainly from the Department of Enterprise, Trade and Investment (DETI).
The Industrial Research and Technology Unit (IRTU) was responsible for appraising and monitoring the project. In December 2006, SCL ceased trading due to deteriorating financial performance and Synergy ceased operations. Our report will examine the appraisal and monitoring of Synergy to establish if there are any lessons to be learnt and evaluate the extent to which project outcomes have delivered value for money.
We aim to publish in early 2009.
Contact:
Kieran Donnelly (Deputy C&AG)
Tel: 028 9025 1107, Email kieran.donnelly@niauditoffice.gov.uk
Alan Orme (Audit Manager)
Tel :(028 9025 1136), E Mail alan.orme@niauditoffice.gov.uk
CORE
CORE was a multi-council local economic development organisation in the North East region of Northern Ireland. It was funded mainly by constituent councils and by the Department of Trade Enterprise and Investment through European Union monies.
Drawing on the work of local government internal audit and of the Local Government Auditor, our review will examine financial and management controls around CORE. It will also consider central government monitoring and control arrangements over economic development grant payments to councils. There are potential lessons from this review for bodies that either receive or distribute EU funding, bodies with an oversight and challenge role, bodies in partnership arrangements and third party organisations.
We aim to publish in 2009.
Contact
Robert Hutcheson (Director)
Tel: 028 9025 1024; Email: robert.hutcheson@niauditoffice.gov.uk
Jacqueline O’Brien (Audit Manager)
Tel: 028 9025 1056; Email: jacqueline.obrien@niauditoffice.gov.uk
Improving Adult Literacy and Numeracy
Research has shown that almost 1 in 4 people of working age in Northern Ireland perform at the lowest levels of literacy competency. This means that they may be unable to read or understand signs, or check whether they have received the correct change when shopping. In response to these findings, the Department for Employment and Learning launched the Essential Skills for Living Strategy in October 2002. This aims to promote the benefits of improving the skills of reading, writing and maths, improve the quality of teaching in literacy and numeracy, and ensure that there is flexible and accessible provision in a wide range of settings.
Our report will examine:
- The scale of the problem in Northern Ireland
- Implementation of the Strategy
- What the Department is doing to widen participation
- Costs and achievements.
We expect to publish this report in 2009.
Contact:
Robert Hutcheson (Director)
Tel: 028 9025 1024; Email: robert.hutcheson@niauditoffice.gov.uk
Jacqueline O'Brien (Audit Manager)
Tel: 028 9025 1056; Email: jacqueline.obrien@niauditoffice.gov.uk
Resettlement of Long-stay Patients from Learning Disability Hospitals
Attitudes to, and services for, people with learning disabilities have changed significantly over the years. This change in attitudes, coupled with concern about the quality of care provided in long-stay hospitals, has led to a desire, across the United Kingdom (UK), to resettle those with learning disabilities into the community and close these hospitals to long-stay patients.
Patients in learning disability hospitals face significant barriers to social and economic participation in the community. Resettlement is intended to promote independence and increases choice, control and inclusion in the community. Despite the desire to provide long-term care for people with a learning disability within the community rather than in hospital, in Northern Ireland a substantial number of patients have yet to be resettled. At 31 March 2008, over 300 learning disability patients remained in long-stay hospitals. Over two thirds of these were in Muckamore Abbey Hospital.
Our report examines the Department of Health, Social Services and Public Safety’s management of the resettlement process in terms of: the strategic commitment to resettlement and the adequacy of funding; the extent to which the resettlement needs of long-stay patients are being met through the provision of appropriate resettlement options; and the experiences of those resettled and the quality of the outcome.
We intend to publish the report in early 2009.
Contact:
Sean McKay(Director)
Tel: (028 9025 1075), Email sean.mckay@niauditoffice.gov.uk
Clare Dornan (Audit Manager)
Tel: (028 9025 1035), Email clare.dornan@niauditoffice.gov.uk
Education
The Management of Substitution Cover for Teachers:
Follow-up
The education system depends heavily on substitute teachers providing cover for absence amongst permanent teaching staff. These absences arise principally from short and long term sickness, from maternity and adoption leave and from the demands of in-service teacher training. Some absence cover is also due to unfilled permanent teaching posts.
The subject of substitution cover for teachers in Northern Ireland has been examined previously by the Westminster PAC. In its report, published in June 2003, the PAC concluded that there was: a lack of review of substitute teaching; inadequate control over the premature retirement of teachers; and ineffective management of teachers' sickness absence.
The costs of substitution cover have risen significantly. In 2000/01 the cost in Northern Ireland was £38m: by 2006/07 the cost was £52m, a gross increase of 63% (i.e. before inflation).
The follow-up study will evaluate the progress made by the Department of Education, the employing authorities and schools in addressing the issues raised by the Audit Office and the Westminster PAC.
We intend to publish the report in early 2009.
Contact:
Sean McKay(Director)
Tel: (028 9025 1075), Email sean.mckay@niauditoffice.gov.uk
Managing Behaviour in Schools
Taxpayers and parents expect the school system to provide a learning environment where pupils feel safe, both physically and psychologically. The absence of such conditions is likely to have long-term impacts, both on the disruptive pupils and other pupils. Without proper support at school, patterns of challenging behaviour can continue into later life and lead to difficulties interacting and behaving in society.
In 1998, the Department of Education (Department) launched its Promoting and Sustaining Good Behaviour Strategy (the 1998 Behaviour Strategy). The Strategy’s aim was to “provide a coherent and consistent approach, throughout the education sector, to promoting good behaviour in school, beginning in the classroom with appropriate and targeted support for teachers and pupils.”
A survey produced prior to the launch of the 1998 Behaviour Strategy indicated that up to over 100,000 pupils (35 per cent) in Northern Ireland schools were disruptive in class. The purpose of our review is to assess the extent to which the Department’s Behaviour Strategy is fostering a safe learning environment—one in which pupils behave in a socially responsible manner and feel secure to engage in learning, safe from bullying and intimidation.
This Report will not be published in Spring 2009 as initially anticipated. NIAO has agreed with the Department that a study to be undertaken by the Education and Training Inspectorate will provide guidance for the school system in this area.
Contact:
Sean McKay(Director)
Tel: (028 9025 1075), Email sean.mckay@niauditoffice.gov.uk
Clare Dornan (Audit Manager)
Tel: (028 9025 1035), Email clare.dornan@niauditoffice.gov.uk