Measuring the Performance of NI Water
The Water Reform process which the created Northern Ireland Water as a government owned company and set up a system of economic regulation, is intended to deliver a step change in performance and efficiency. This is one of the largest transformation projects in the public sector. Its success has the potential not just to improve this vital area of infrastructure, but it also has major implications for the budgets of the Executive and all households in the region.
This report seeks to establish the benchmarks for Northern Ireland Water’s performance at an early stage in the process, bringing together performance information on the key areas of service delivery such as: drinking water quality; the environmental impact of sewage discharges; leakage; and customer service areas such as low pressure, supply interruptions and sewer flooding. The report will examine each of these areas in detail, analysing performance over time and benchmarking with the rest of the UK industry using key performance indicators.
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 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 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
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 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