Agenda and minutes

The minutes of the meeting of 19th May were taken as read and signed as correct.  It was reported that those minutes had been adopted by the Council at its meeting on 1st June.

            No declarations of interest were reported.

            The Information contained in the following six reports is restricted in accordance with Part 1 of Schedule 6 of the Local Government Act (Northern Ireland) 2014

            The Committee considered a report which provided an update in relation to the development and implementation of the £105m leisure assets capital programme.  The report provided details regarding social and community benefit clauses, a supply chain opportunity event and updates on the Andersonstown, Brooke, Avoniel/Templemore and Robinson centres.

            The Committee noted the information which had been provided and, in relation to the Andersonstown temporary car park, agreed that the Council enters into a licence agreement with the landowner for three years for the temporary car park site, with an option to extend to five years and further enters into a Development and Cost Collaboration Agreement with the Department for Infrastructure and the GAA to secure shared apportionment of costs.

            The Director of Finance and Resources submitted a report which presented the financial outturn for the Council for the year ended 31st March, 2017.  It included a reporting pack which contained a summary of the financial indicators and an executive summary.  It also provided a more detailed explanation of each of the relevant indicators and covered the outturn for the year and implications for reserves and the year-end Treasury Management position.

            He reported that the departmental position for the Council was a year-end underspend of £1.915m, of which £1.896m would be used to finance the clawback from the Council by Land and Property Services, with the remaining balance of £19k being added to the Council’s general reserves.

            The Year-end capital financing expenditure was £1.278m below budget, due to slippage in the capital programme.  Accordingly, the Committee was asked to consider the allocation of that balance to specified reserves to fund the expenditure detailed below:

            After discussion, the committee agreed to allocate £1.070m of the capital financing year-end underspend as detailed above.

            The Director reported that that left a balance of £208k and the Committee needed to consider whether if that should be allocated to a number of funding requests which had been received or to general reserves.

Proposal

Moved by Councillor Beattie,

Seconded by Councillor Walsh,

      That the remaining capital underspend of £208k be allocated as follows:

Amendment

Moved by Councillor Long,

Seconded by councillor Hutchison,

      That the remaining capital underspend of £208k be used for the following purposes:

            On a vote by show of hands, two Members voted for the amendment and twelve against and it was declared lost.

Further Amendment

Moved by Councillor Reynolds,

Seconded by Councillor Craig,

      That the remaining capital underspend of £208k be used to meet the following requests for funding:

            On a vote by show of hands, seven Members voted for the amendment and six against and it was declared carried.

            The amendment was put to the Committee as the substantive motion, with seven Members voting for and six against and it was declared carried

            It was noted that the Council, at its meeting on 1st June, had delegated authority to the Committee to make the decision on whether or not to fund the proposal in relation to the Pilot Diversionary Programme and therefore that part of the decision did not require Council ratification.

            The Committee considered a report which provided an update in relation to development proposals at Giant’s Park, North Foreshore.

            After discussion, the Committee noted that:

                    i.     marketing of the Environmental Resource Park on the southern portion of the site was ongoing, with interest shown from various sectors in the cleantech and environmental industry.  Due diligence was currently ongoing also in respect of detailed proposals received from two companies for a proposed pipeline of complimentary renewable energy and waste projects and a further report would be submitted to the Committee on this in due course if it progressed;

                   ii.     following an Expression of Interest marketing process for the proposed Commercial Leisure Led/Mixed Use development on the northern and western portions of the site, nine submissions had been received.   Following the Stage 1 evaluation, it was agreed that eight of these submissions now progress to the more detailed Stage 2 process, with further details being brought back to the Committee following the Stage 2 process;

                 iii.     the film studio development by Belfast Harbour Commissioners had now been completed, with the lease agreement between the Council and BHC in place from 8th June 2017.  The first production to be housed in the new studios had been announced as the Superman prequel, KRYPTON, a series in association with Warner Horizon Scripted Television; and

                 iv.     work was currently underway by the Council’s Economic Development Section, working with Property and Projects, to develop an employment initiatives programme targeted at the various sectors proposed for Giant’s Park. 

            The Committee was reminded that, at its meeting on 19th May, it had adopted the recommendations in a report on the annual updates to the Council Constitution documents.  One of those recommendations was to approve some minor changes to the Council’s Standing Orders.  One of those changes was to amend Standing Order 47 on the Call-In Process.

            The proposed change was recommended due to the receipt of a letter from the Director of the Local Government Policy Division of the Department for Communities. In the letter the Director had advised that, based upon legal advice which the Department had received, the Council should amend its Standing Orders to provide that any decision which is called-in under Section 41(1)(b) of the Local Government Act (NI) 2014 (that is, Community Impact) must be reconsidered by the Council by way of a qualified majority (that is, 80% of members present and voting) regardless of the opinion which was received from the practising Barrister or Solicitor. Previously, the Council’s Standing Orders had required the use of a qualified majority only where the opinion of the Barrister or Solicitor was that the call-in had “merit”.

            In May the Committee had noted that the City Solicitor had sought legal opinion regarding this matter due to a number of concerns that had been raised by a number of local councils regarding the Department’s direction.  Advice had now been received from Senior Counsel which departed from that received from the Department for Communities in that he advised that the best sense that could be made of the relevant legislation currently in place was that qualified majority voting should only be used in circumstances where a decision called-in under Section 41(1)(b) of the Local Government Act (NI) 2014 was found by a practising Barrister or Solicitor to have merit.  Where the opinion is that the merit test has not been met then the reconsideration of the decision should be under the usual rules of simple majority.

            Based upon this advice, it was recommended that the Committee rescind its decision of 19th May in so far as it related to the proposed change to Standing Order 47 and to approve the revised Standing Order.

            The Committee adopted the recommendation.

            The Committee considered a report which provided an update on the inclusion of the Aurora Real Estate Fund (Aurora) in the City Centre Investment Fund (CCIF), including progress made to date, a summary of advice received from KPMG and the planned next steps.

            The Committee delegated authority to the Director of Finance and Resources in relation to progressing further negotiations with Aurora and to agree and issue Heads of Terms based upon the principles laid out in the report.  It agreed also that Aurora could mention in its funding discussions/materials that Belfast City Council had given a conditional commitment to it in terms of a £5m investment as part of CCIF.

            The Chief Executive submitted for the Committee’s consideration an update report on the organisation development.

            After discussion, the Committee agreed:

1.     That, in addition to the Chairperson and Deputy Chairperson (or their nominees), the third elected member from the Strategic Policy and Resources Committee to comprise the selection panel for the post of Strategic Director of Place and Economy be nominated by the Alliance Party;

2.     That the three selection panels to recruit the posts of Operational Director for Planning and Building Control; Operational Director for Economic Development; and Operational Director for City Regeneration in the new Place and Economy Department be constituted by the City Growth and Regeneration and Planning Committees at their next meetings in August 2017, with the outcome of the recruitment exercises being reported back to the Strategic Policy and Resources Committee for noting;

3.     That, in addition to the Chairperson and Deputy Chairperson (or their nominees), the third elected member from the Strategic Policy and Resources Committee to comprise the selection panel for the post of Director of Strategic Development be nominated by the SDLP; and

4.     That the elected members from the Strategic Policy and Resources Committee to comprise the selection panel for the replacement post of Head of Corporate Communications shouldcomprise the Chairperson; the Deputy Chairperson (or their nominees), with the third Member to be nominated by the UUP, along with the Chief Executive or a Council Director and another Council Director, to balance the panel in terms of gender and community background.

            The Director of City and Neighbourhood Services tabled a report which provided an update on the Inter-Agency Bonfire Programme of Work and various work streams.

            The Chief Executive outlined the very difficult situation which the Council faced when dealing with bonfires and that, given what had arisen, she proposed to carry out a full review of the circumstances and actions and the future approaches going forward.

            A lengthy discussion then ensued, during which the Chief Executive and the Director of City and Neighbourhood Services answered a number of questions in relation to the removal and storage of the bonfire material and its subsequent theft from the storage area.

            After further discussion, the Committee agreed:

·        that an investigation and full review, led by the Chief Executive with independent input, would be carried out into the issue of collection and storage of bonfire material, and the future approach to bonfires acrossthe city; and

·        that a report on the contractual position relating to bonfire material retrieval be submitted to a future meeting.

Moved by Councillor McVeigh,

Seconded by Councillor Beattie,

      That any of the pallets which were still held in storage by the Council should not be returned to the bonfire sites and the Council should not store pallets from bonfire sites in the future.

            On a vote by show of hands, eight Members voted for the proposal and six against and it was declared carried.

            The Committee considered the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1       To consider a notice of motion in relation to the Belfast Youth Forum Report on Poverty which, in accordance with standing orders, was referred to the Committee by the Council at its meeting on 1st June.

1.2       This report also contains context information on the Belfast Agenda, which has a focus on inclusive growth and reducing poverty in the city.  It is proposed that Members may wish to consider establishing a Member-led programme to explicitly address the issue of inclusive supported by specifically commissioned evidence to support the development of new policy and strategic approaches to addressing the issue on a city-wide and local basis.  This would form part of the implementation plan for the Belfast Agenda moving forward.  If the Committee agrees a more detailed report will be brought back to a future meeting.

2.0       Recommendations

2.1       The Committee is asked to:

·        Consider the notice of motion and to take such action thereon as may be determined.  

·        Consider establishing a member led programme to focus on the objective of inclusive growth and addressing poverty, supported by commissioned evidence to inform the development of new policy and strategic approaches to addressing the issue on a city-wide and local basis.

3.0       Main report

            Key Issues

3.1       At the meeting of the Council on 1st June, the following notice of motion, which was proposed by Councillor Nicholl and seconded by Councillor Campbell, was, in accordance with Standing Order 13(f), referred to the Committee for consideration:

            “This Council welcomes the publication of the Belfast Youth Forum's research report ‘Poverty: It's not a Choice -Young People's Views of Poverty in Belfast’, notes the recommendations of the report, commits to dispelling myths and stereotypes about poverty and pledges to do everything in our power to eradicate poverty in our City”.

3.2       As Members are aware the Belfast Agenda contains a commitment to promoting inclusive growth in the city which includes reducing levels of economic inequality and poverty.  The draft document states:

3.3       “For Belfast to work we need as many people as possible to contribute to, and benefit from, its success.

            This is why the Belfast Agenda is not just about economic growth but about all the things that make the benefits of growth as inclusive and widespread as possible. We need to address interlocking issues of poverty, economic inactivity, unemployment and underemployment. In particular we need to create jobs and make sure that those most in need of work can get those jobs.

            Inclusive economic growth is about more and better jobs; improving living standards and earnings; offering in-work progression and challenging barriers to employment. As it is about improving life chances, it is something that no one organisation or sector can deliver alone; we must do it together.

            Our priorities for the next four years include making sure that people have the best life chances and best living experience no matter where they are born  ...  view the full minutes text for item 11.

            The Committee was reminded that, at the Council meeting on 1st June, the following notice of motion, which had been proposed by Councillor McVeigh, had been referred, in accordance with standing orders, to the Committee for consideration:

"This Council recognises the huge contribution which the Fire Service has made to the life of the City and the safety of its citizens.  This year sees the 100th anniversary of the Fire Brigades Union (FBU), a Trade Union that represents the rank and file of our brave fire fighters.

In recognition of that milestone, the Council agrees to erect a suitable monument within the City Hall, its grounds or another suitable public space.  The Council will enter into discussions with the FBU about the type and design of an appropriate monument”.

            The motion was seconded by Councillor Reynolds.

            The Committee agreed to establish a Members’ Steering Group and that the motion be considered, in the first instance, by that group with a report on the matter being submitted to the Committee in due course.

            The Committee was advised that, at the meeting of the Council on 1st June, the following notice of motion, which was proposed by Councillor Reynolds and seconded by Councillor Hutchinson, was, in accordance with Standing Order 13(f), referred to the Committee for consideration:

"This Council agrees to become an official sponsor of 'Shrouds of the Somme', a unique art installation intended to mark the centenary of the end of the First World War and to explore the possibilities of workshops with the artist and of an installation/partial installation in Belfast."

            The Committee agreed to establish a Members’ Steering Group and that the motion be considered, in the first instance, by that group with a report on the matter being submitted to the Committee in due course.

            The Committee was reminded that it had agreed to commission a full feasibility study on a City Region Growth Deal (City Deal) at its meeting in December and, following a competitive process, KPMG had now been appointed.  The Organisation had been tasked to provide a detailed evidence base, including forecast modelling, which sets out the rationale, financial construct and benefits (financial and social) of a City Deal. 

            The outline timeline for delivery from KPMG was as follows:

            Throughout the process, there would be ongoing political and stakeholder engagement.  This would include intensive engagement with:

·        Belfast City-Region Councillors and officers;

·        Newry, Mourne and Down, and Derry and Strabane Councillors and officers;

·        NI Assembly representatives;

·        Northern Ireland Office and Taoiseach’s Office/Department for Foreign Affairs;

·        Business sector including large businesses and representative bodies

·        Innovation sector including universities, further education and innovation hubs; and

·        City stakeholders such as the Belfast Harbour Commission; and

·        NI Civil Service departments, notably the Department for Infrastructure; and the Department for Finance.

            A detailed advocacy schedule for the next 12 weeks was being prepared.  The culmination of that process would be formal engagement with the Treasury in late summer/early autumn, in partnership with the NI Executive and relevant councils. 

            Further to the political engagement in the past 6 months at Westminster, Stormont and in Council, an initial narrative paper had been prepared entitled When Belfast Succeeds… Subsequently, a workshop had been held with city partners and included a presentation from the KPMG team on deals elsewhere and the process for securing a deal for Belfast. 

            As a result of that series of discussions, an influencing/position paper had been prepared which sets out more of the detail on a potential City Deal vision, objectives and targets.  It outlines the city-region’s competitive advantages and how we propose to construct a compelling programme of ‘asks’ that would demonstrably build inclusive growth, particularly in preparation for exit from the EU. 

            The purpose of the influencing/position paper was to engage in more meaningful discussions with NI Assembly parties, other local councils and the British and Irish governments.  It would also be presented to the Belfast Agenda’s Economic Forum at its scheduled meeting later this month. 

            The Committee noted the progress to date and agreed to the next steps.

            The Committee considered the following report:

“1.0     Purpose of Report

1.1       To present for agreement the Council’s high level corporate plan for 2017-2021, which will be reviewed annually and the council’s delivery programme for the first year of the plan 2017/18.  Both documents are based upon decisions which Members have taken about city and corporate priorities as part of the process for developing the ‘Belfast Agenda’, Belfast’s first community plan, as well as organisational priorities agreed by Members as part of the financial planning and rate-setting process and committee planning process.  They draw heavily on engagement with the public about improvement priorities and socio economic analysis of the city.  The corporate plan incorporates the council’s improvement plan for 2017/18, which has been produced in accordance with the improvement duty set out within the Local Government Act 2014.

2.0       Recommendations

2.1       The Committee is asked to:

·        approve the council’s Corporate Plan 2017/21 subject to annual review and update and

·        approve the corresponding Programme for Delivery 2017/18

3.0       Main report

            Corporate Plan 2017-21

3.1       The corporate plan is a key governance document, cited in the council’s constitution as the means by which the Strategic Policy & Resources Committee sets the strategic direction of the council.  It sets out what the council wants to achieve for the city and the key priority actions to make this happen. 

3.2       The corporate plan document is the culmination of a range of organisational and city-wide planning led by Members over the last year and builds upon the one-year plan agreed by Members in April 2016.  Since that time, significant work has been undertaken to finalise for consultation the ‘Belfast Agenda’ – Belfast’s first community plan. Members have agreed that the priorities of the organisation should align to those within the Belfast Agenda, which has at its heart the idea of ‘inclusive growth’ for Belfast. 

3.3       Consequently the Corporate Plan focuses largely on the 4 key ‘pillars’ of the Belfast Agenda which aim to take forward programmes of both economic and social progress for the people and communities across the city.  The document also contains a programme related to creating a ‘fit for purpose’ organisation, which includes customer focus, service improvement, organisational development and the efficiency programme.  This also includes reference to the council’s physical programme as this programme will deliver across a wide range of economic, social and environmental outcomes.

3.4       As members will be aware, a significant amount of organisational planning has already taken place, underpinned by an extensive range of consultation and engagement activities, which has provided a strong foundation upon which to finalise the Corporate Plan for 2017/21.  This work has included:

·        The on-going development of the Belfast Agenda, including a wide range of stakeholder engagement events;

·        Planning workshop with the SP&R Committee to which all Members were invited;

·        A survey of 1,500 residents which asked them to consider their priorities for the city;

·        The 2017/18 revenue estimating process and the departmental and service planning assumptions which underpin this;

·        The development of committee  ...  view the full minutes text for item 16.

            The Committee considered the Council’s Annual Performance Report 2016-17, together with a quarter 4 update on the projects and milestones contributing to the achievement of the Council’s corporate improvement objectives as agreed in the 2016-17 Corporate Plan.

            The Committee:

·        noted and approved the Annual Report;

·        noted and approved the quarter 4 corporate performance report for the 2016-17 period; and

·        noted that the process for monitoring and reporting the Corporate Plan objectives was subject to formal audit by the Northern Ireland Audit Office and that the abovementioned reports would be provided as part of the Council’s evidence of compliance with its Performance Improvement duty (Part 12 Local government (NI) Act 2014).

The Committee considered the undernoted report:

“1.0     Purpose of Report or Summary of main Issues

1.1       Belfast is now a member of the Rockefeller Foundation’s 100 Resilient Cities (100RC) program, and, as a member, will receive funding to appoint a Commissioner for Resilience who will champion the development and implementation of a Belfast resilience strategy.

1.2       This senior role, reporting to the Chief Executive, will be fully funded by 100RC for an initial two year period. After this period Belfast City Council and 100RC will carry out a substantial review of the role (to align with the Resilience Strategy’s recommendations) with the intention of creating a revised permanent post within Council.

1.3       The Council, with logistic and recruitment support from 100RC, now wish to begin a global ‘Executive Search’ recruitment process to appoint a suitable candidate for what is likely to be a high profile and demanding role.

1.4       In addition, as part of our 100RC membership, international consultants Ricardo Energy & Environment, have been appointed to develop an evaluation framework to support the wider resilience work program including the work of the Commissioner.  This will begin with a baseline study to be carried out from August 2017 and engagement with a wide spectrum of relevant stakeholders, including Elected Members.

2.0       Recommendations

            The Committee is asked to consider the following:

1.     To give approval to proceed with the Executive Search for Commissioner for Resilience including providing delegated authority to the Chief Executive and/or Deputy Chief Executive to participate, along with 100RC, in the recruitment of the Commissioner.

2.     To note the initiation of the baseline study and the opportunity for Elected Members to engage in the development of the evaluation framework.

3.0       Main report

            Key Issues

3.1      Rockefeller Foundation’s ‘100 Resilient Cities’ programme provides expert support to cities across the world to help them understand and prepare for future social, economic and environmental shocks and stresses. These issues could range from coastal flooding, to mass unemployment, transport issues, social unrest, or infrastructure failure.

3.2       Each participating city is offered access to a global network of resilience experts, practical solutions, service providers, and consultancy partners. 100RC also provides funding for a ‘Commissioner for Resilience’ to work with stakeholders to develop a resilience strategy which will be embedded within wider city planning processes. Locally, the resilience strategy will align closely to the Belfast Agenda’s economic growth outcomes.

3.3       Belfast is now in a position to work with 100RC to recruit the Commissioner for Resilience. This will be a significant strategic role within Council, reporting directly to the Chief Executive. With logistical and expert advice from 100RC in New York, the Council will undertake a global executive search process for the position. It is proposed that, with delegated authority, the Chief Executive (and Deputy Chief Executive) will work with colleagues from 100 Resilience Cities to carry out the recruitment process.

3.4       The post will be fully funded by 100 Resilient Cities for an initial two years. After this period Belfast City Council and 100RC  ...  view the full minutes text for item 17.

            The Committee considered the undernoted report:

“1.0     Purpose of Report or Summary of main Issues

1.1        Members will be aware that the Council manages a substantial physical programme under a range of funding streams.  The purpose of this report is to update Members on the current status of the Programme and the emerging implications for future investment decisions.

2.0       Recommendations

2.1       Members are asked to–

·        note the achievements under the physical programme since the beginning of the Investment Programme in 2012 and to note the scale of the Council’s current Physical Programme which covers over 300 projects worth in excess of £325m 

·        note that the physical programme is one of the most important and high profile programmes delivered by the Council due to its visibility on the ground and the positive reputational impact that it has.  Given this Members have expressed a desire to continue to deliver a substantial physical programme going forward. 

·        note that the capital financing budget will come under pressure of all projects currently in the programme are to be delivered and given this there is a need to review how schemes are prioritised in the context of the Council’s overall affordability limits; alignment with the strategic objectives under the Belfast Agenda and the Corporate Plan and ensure that they are fully cognisant of other assets and ongoing initiatives in an area. To aid this it is therefore proposed that a prioritisation and outcomes framework to help Members make informed, evidence based physical investment decisions is developed and to help ensure that Members can invest in those projects which deliver maximum returns for the city and local areas

·        given the complexity of this area agree that a series of Party Group briefings are undertaken on the Physical Programme and the proposed prioritisation framework 

3.0       Main report

            Key Issues

3.1       Physical Programme – Role as an Enabler for transformational change

            In setting the context within this paper it is important for Members to appreciate from the outset that the Council’s physical programme is not simply about the stand-alone development of new facilities or assets but that all physical projects are an enabler in their own right towards the achievement of the City’s and the Council’s wider strategic objectives under the Belfast Agenda and the Corporate Plan (which the Committee is also considering on the agenda today).

3.2       Physical Programme – Achievements to date and current programme

            Members will be aware that the Council runs a substantial physical programme under a range of funding streams.  In addition to the delivery of our own projects the Council is becoming the delivery agent of choice for external projects across the city

            The Committee considered an update report on the area working and:

            Area Working Group Minutes

·        approved and adopted the minutes of the meetings of the Area Working Groups (AWG) as follows: West AWG 25th May; North AWG  30th May and South AWG 31st May. 

            Local Investment Fund

·        adopted the recommendation of the North AWG which had agreed to recommend to the Committee that the Brantwood and Loughside FC project (NLIF061) be phased into 2 phases, each subject to match funding being secured within 12 months; and

·        noted that the LIF project - NLIF2-19 Women’s Tec, which had previously been approved in principle had been scored, that this project has met the threshold and agreed that this was progressed to due-diligence.

            Future Area Working Update reports

·        noted that, giving the changing nature of the work of the Area Working groups and the move away from a focus on the physical, it was proposed that this report be taken forward by the Director of City and Neighbourhood Services which would help align this with area and neighbourhood planning.

            The Director of Property and Projects submitted for the Committee’s consideration the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1       Members will be aware that the Council is acting as the delivery agent for a range of capital projects on behalf of other organisations including the Executive Office and the Department for Communities.  The purpose of this paper is to update Members on the current status of these projects and to highlight a number of emerging issues in relation to the delivery of the SIF projects.

2.0       Recommendations

2.1       The Committee is asked to note:

·        the projects which the Council has committed to deliver under the Social Investment Fund (SIF) and Urban Villages (UV) on behalf of the Executive Office along with the committed projects under the Building Successful Communities (BSC) on behalf of the Department for Communities as laid out at 3.2-3.5 below

·        that the Council has now been awaiting approval to proceed on a number of the SIF projects which it has signed LOOs to deliver for a number of months and a number of Groups have contacted the Council directly requesting clarification and expressing their frustration at the ongoing delays in the process. Members are asked to note that the Council’s role in respect of these projects is to act as the delivery agent only and that these issues are outside the control of Council.  Members are asked to note that the Council officers have escalated these issues with the Executive Office but it is also proposed that the Council writes to all affected groups updating them on the current status and advising them of the current status and the Council’s role within the process

3.0       Main report

            Key Issues

3.1       Members will be aware that over the past couple of years the Council has been requested to deliver a series of capital projects under a number of externally funded initiatives including the Social Investment Fund (SIF) and Urban Villages (UV) on behalf of the Executive Office together with projects Building Successful Communities (BSC) on behalf of the Department for Communities. In addition the Council is also taking forward a number of other projects on behalf of the Department of Communities. These requests recognise both the successful track record of the Council as a delivery agent for capital projects and also the uniquely placed role of the Council as a civic leader in the city. There are also a sign of confidence in the Council and recognition of the Council’s increasing role in terms of regeneration and community planning role. Letters of offer have been signed for over 40 projects worth approx. £8m

            Department for Communities

            Building Successful Communities

3.2       Committee is asked to note that under the Building Successful Communities initiative the Council has already successfully delivered 14 projects worth nearly £1m under way with works finalising on the remaining bike docking stations at Carlisle Circus and Twin Spires.  In addition the Council is taking forward a range of feasibility studies under  ...  view the full minutes text for item 21.

            Glenburn Methodist Church Hall – New Licence

            The Committee granted approval for the Council to enter into a 2-year licence agreement with Glenburn Methodist Church for use of its Church Hall.

            Benview Community Centre – New Licence

            The Committee agreed to enter into a new 2-year licence agreement with Benview and Ballysillan Avenue Tenants Association for use of Benview Community Centre as a Playcentre.

            Proposed licence from the Department for

            Communities for land at Girdwood

            The Committee agreed to take a licence from the Department for Communities (DfC) for two areas of additional land at Girdwood Park and noted that the Girdwood Hub had recently won the Royal Institute of Chartered Surveyors NI overall Project of the Year award.  The project would now go through to the final award ceremony to be held in London and it was agreed that the Director of Property and Projects (or nominee) be authorised to attend, together with two Councillors from the North Area Working Group.

            Lock Keepers Cottage Visitors Centre – New lease for The Tea Rooms

            The Committee agreed to grant a new 5-year lease to Lawrence Huddleson for the Tea Rooms at Lock Keepers Cottage Visitors Centre.

            Corporation Street off street car park – Licence renewal

            The Committee agreed to the renewal of the 1-year licence with the Department for Infrastructure for the off street car park at Corporation Street.

Cregagh Youth and Community Centre –

New licence for use of School Hall

            The Committee agreed to enter into a new 5-year licence agreement with the Education Authority for the Council’s use of Cregagh Primary School Hall.

Cregagh Youth and Community Centre – New licence to Ulster Rugby for occasional use of overflow car park

            The Committee agreed to enter into a new 11-month licence agreement with Ulster Rugby for their occasional use of the overflow car park adjacent to Cregagh Youth and Community Centre.

            Social Investment Fund Lease Requirements

            The Committee noted the Executive Office requirements in relation to security of tenure issues relating to SIF projects on Council assets and approved:

·        The grant of a 50-year Lease to Westland Community Group for an area of land at the Council’s Waterworks Park.

·        The grant of a minimum 25-year extension of the existing lease to Greenway Women’s Group at No.19 Greenway, Cregagh Road.

·        The grant of a 50-year lease to Walkway Community Association for the land at Finvoy Street.

            The Committee considered the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1       This report provides a summary of the key financial risks facing the Council over the next three years and outlines the approach to the future efficiency programme for 2018/19 – 2019/20.

2.0       Recommendations

2.1       The Committee is asked to

·        note the update on the efficiency programme and that a further report will be brought to Committee in August 2017.

3.0       Main report

            Pay Bill Cost Risks

3.1       The pay settlement for 2016/17 and 2017/18 was 1% increase. At this stage a 1% pay increase is assumed for 2018/19, 2019/20 and 2020/21, although given the current level of inflation the pay claim is expected to be higher than 1% per annum. A management side pay briefing will be held in late July 2017.

3.2       NILGOSC have advised that following the triennial review in 2016, employer contribution rates would increase by 1% in 2017/18, 2018/19 and 2019/20. A 1% increase in 2020/21 has also been assumed.

3.3       The Apprentice Levy remains at 0.5% of the pay bill and the annual increase will therefore be minimal. 

3.4       The impact of increases in the national living wage have not been quantified at this stage.

            Committee Decisions Affecting 2018/19 Estimates

3.5       The following decisions will require growth in the 2018/19 revenue estimates.

·        Additional BCC security staff for city centre office locations (£164,500).

·        Linguistic Diversity (£30,000)

Summary of Employee Costs and Committee Decision Increases

3.6       Table 1: Employee and Committee Decision Cost Increases

            Other Financial Risks

3.7       Other Inflation Increases: Inflation impact on supplies and services contracts including energy and fuel. Current CPI rate 2.9% with forecast of between 2.6% - 2.8% for 2018/19. In addition, the introduction of the National Living Wage is likely to increase the cost of supplies and services as contractors pass on increased costs.

3.8       Central Government Grants: High degree of uncertainty about the current and future central government budgets and the potential impact on the Council.

3.9       Loss of Income: Potential for further reduction in levels of income e.g. decline of the North Foreshore electricity generation.

3.10     Waste Disposal Costs: The Council will face significant year on year increases in waste disposal contracts arising from the arc21 residual waste contract or interim contracts.

3.11     Belfast Agenda: Resource requirements to deliver priorities such as Employability and Skills, Tourism and Events.

3.12     European Capital of Culture: Additional resources required for the build-up of events and support to the ECOC year.

3.13     Capital Investment: The financing of Members capital investment ambitions and emerging large scale projects such as the crematorium and the cemetery provision.

3.14     Whole Life Costing: Additional costs required to operate and maintain new facilities e.g. future replacement programme of new 3G pitches.

            Future Efficiency Programme

3.15     As part of the medium term financial strategy the Committee agreed  ...  view the full minutes text for item 23.

            The Director of Finance and Resources submitted the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1      The end of the financial year is a busy time of year for the Council.  We are required by statute to produce a complex set of draft accounts and accompanying audit and governance related information. 

1.2       The purpose of this paper is twofold;

·        Firstly, to explain to Members the key elements of the ‘year-end’ process and the ‘assurance framework’ that the Council has developed over recent years to help ensure that the Council complies with statutory requirements and Members and senior officers can have effective, ongoing oversight of the Council’s governance and assurance arrangements.  It will also help explain the context of the various reports now being presented to the Strategic Policy and Resources Committee.

·        Secondly, to present the Annual Governance Statement for 2016/17, for consideration and inclusion in the unaudited statement of accounts which will be certified by the Chief Financial Officer by 30 June 2017 and then subject to NIAO audit. The Statement has been considered by the Audit & Risk Panel but must be signed by the Committee Chair.

1.3       The Annual Governance Statement is an important document and it is important that the committee is fully aware of its contents.  The disclosures in the statement are based upon the Council’s corporate risk register and take into consideration the disclosures made by Chief Officers in their individual annual assurance statements.  The Annual Governance Statement also incorporates a summary of the Head of Audit, Governance and Risk Service’s annual assurance statement.

2.0       Recommendations

2.1      The Committee is asked to

·        Note the Council’s Assurance Framework, described in section 3 below.

·        Review the draft Annual Governance Statement for 2016/17 and, in particular, the disclosure of the significant governance issues contained in the statement.

2.2       Following review, the statement will be incorporated into the Council’s unaudited financial statements for 2016/17 and certified by the Chief Financial Officer by 30 June 2017.  It will be subject to review by the LGA (NIAO) as part of their annual audit.

2.3       Following the audit, the Annual Governance Statement, as part of the audited statement of accounts will be approved by the Chair of Strategic Policy and Resources, the Chief Executive and the Deputy Chief Executive and Director of Finance and Resources.

3.0      Main report

3.1       Key Issues

            The Council’s Assurance Framework is summarised at Appendix 1.  It shows how different sources of assurance and related key elements / control measures combine to enable the Council to monitor its governance arrangements and produce the information which enables the Council to prepare their Annual Governance Statement.  The diagram also shows how the Council’s Audit & Risk Panel, the Strategic Policy and Resources Committee and Council provide oversight of these governance arrangements.  The key elements of the framework are described below. 

3.2       Financial Control

            A Financial Report for the y/e 31st March is prepared annually and submitted to the Department for Communities by 30th June.  The Report is then  ...  view the full minutes text for item 24.

The Director of Finance and Resources reminded the Committee that the Audit and Risk Panel was constituted as a working group of the Strategic Policy and Resources Committee.  The purpose of the Panel was to provide an independent assurance on the adequacy of the Council’s risk management framework and associated control environment.  The Panel also oversees the Council’s financial reporting process.  During 2016/17 the Panel met 5 times (including a training session at Belfast Castle).

            The Panel had considered audit plans and issues arising from audit activity, such as the findings, assurance levels and recommendations arising from audit work and the progress being made to implement audit recommendations.  It also received regular updates on:

·        the Council’s financial position, as set out in its financial statements

·        reports from the Council’s external auditors

·        risk management

·        business continuity

·        fraud, financial irregularity and whistleblowing investigations

·        governance related matters

·        financial control

·        health and safety

·        staff attendance.

Minutes of the Meeting of the Audit and Risk Panel

            The Committee approved and adopted the minutes of the meeting of the audit and Risk Panel of 16th June.

            The key assurances that the Panel had received on these were as follows:

·        the Council’s financial statements and annual governance statement, as prepared by the Director of Finance and Resources and his team; this provided a management assurance on the Council’s financial position

·        the audited accounts and the associated external audit annual letters for 2015/16 (providing an opinion on the accounts) and report to those charged with governance (setting out control issues arising from the annual external audit), as prepared and presented by the Northern Ireland Audit Office.  This provided an external assurance on the Council’s financial position for 2015/16. (The accounts for 2016/17 are in the process of being audited).

·        the Head of Audit, Governance and Risk Service’s annual assurance statement on the adequacy and effectiveness of the Council’s risk management, control and governance arrangements, based on the findings of audit work completed throughout the year.

            Where areas for improvement had been identified these had been reported and implementation of agreed recommendations was actively monitored and reported back to the Panel.  The Panel had, on occasions, raised issues where either audit reports had identified significant issues or progress against recommendations had not been satisfactory, with Directors asked, where necessary, to attend the Panel and provide further explanation. The key areas considered during 2016/17 had included planning, waste management and procurement, where relevant Directors and senior managers had attended Panel meetings and provided information on current arrangements and improvement plans.

            The Audit and Risk Panel had also received updates during the year on the Council’s risk management arrangements, including reports on the management of the Council’s key corporate risks.  That process had been supplemented by direct reporting to Committees on their key risks.

            The Committee noted the summary of the work of the Panel during 2016/17.

            The Committee considered the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1       The Audit and Risk Panel is constituted as a working group of the Strategic Policy and Resources Committee.  The purpose of the Panel is to provide an independent assurance on the adequacy of the Council’s risk management framework and associated control environment.  The Panel also oversees the Council’s financial reporting process. 

1.2       The purpose of this report is to provide a summary to Committee of the key issues that have been considered and discussed by the Panel during the 2016/17 financial year, the assurances received and the areas requiring attention and present minutes of the last meeting of the Panel for approval.

2.0       Recommendations

2.1       The Committee is asked to;

·        Note the summary of the work of the Panel during 2016/17 as set out at Section 3 below.

·        Approve the minutes of the Audit & Risk Panel of 13 June 2017.

3.0       Main report

            Summary of the work of the Audit and Risk Panel in 2016/2017

3.1       During 2016/17 the Panel met 5 times (including a training session at Belfast Castle).

3.2       The Panel has considered audit plans and issues arising from audit activity, such as the findings, assurance levels and recommendations arising from audit work and the progress being made to implement audit recommendations.  It also received regular updates on:

·        the Council’s financial position, as set out in its financial statements

·        reports from the Council’s external auditors

·        risk management

·        business continuity

·        fraud, financial irregularity and whistleblowing investigations

·        governance related matters

·        financial control

·        health and safety

·        staff attendance.

3.3       The key assurances that the Panel has received on are as follows:

·        the Council’s financial statements and annual governance statement, as prepared by the Director of Finance and Resources and his team; this provided a management assurance on the Council’s financial position

·        the audited accounts and the associated external audit annual letters for 2015/16 (providing an opinion on the accounts) and report to those charged with governance (setting out control issues arising from the annual external audit), as prepared and presented by the Northern Ireland Audit Office.  This provided an external assurance on the Council’s financial position for 2015/16. (The accounts for 2016/17 are in the process of being audited).

·        the Head of Audit, Governance and Risk Service’s annual assurance statement on the adequacy and effectiveness of the Council’s risk management, control and governance arrangements, based on the findings of audit work completed throughout the year.

3.4       Where areas for improvement have been identified these have been reported and implementation of agreed recommendations is actively monitored and reported back to the Panel.  The Panel has, on occasions, raised issues where either audit reports have identified significant issues or progress against recommendations has not been satisfactory, with Directors asked, where necessary, to attend the Panel and provide further explanation. The key areas considered during 2016/17 have included planning, waste management and procurement, where relevant Directors and senior managers have attended Panel meetings and provided information on current  ...  view the full minutes text for item 25a

            The Committee:

(1)   approved the public advertisement and acceptance of tenders as listed in Appendix 1, table 1, through the Council’s electronic procurement system; and

(2)   grant delegated authority to the appropriate Director, using pre-agreed criteria, to accept the most economic advantageous tender, and allow extensions where contracts were under review as per table 2:

Appendix 1 - Schedule of Tenders for consideration

Table 1 – NEW TENDERS

            The Committee approved and adopted the minutes of the meeting of the Shared City Partnership of 12th June and specifically the following recommendations:

·        To note the contents of the update on the Bonfire and Cultural Expression programme;

·        To approve the recommended approach to developing proposals around future approaches to St Patrick’s Day Celebration grants;

·        To note the dates for Community Relations and Cultural Diversity week and approve the recommendation that Belfast City Council hold an event with partners to mark International Day of Peace on 21 September 2017;

·        To note the contents of the Peace IV update paper and approve the recommendation that the Shared City Partnership hold a workshop to look at future membership before its next meeting in August;

·        To note the Partnership’s decision that it was not in a position to make a recommendation in relation to the request for support from Feile/BSCR because it did not have sufficient information and that Strategic Policy and Resources committee should consider; and

·        To note that the Belfast Health Trust’s Good Relations Strategy was now out for consultation as was the Council’s draft Linguistic Diversity Policy.  

            The Director of City and Neighbourhood Services submitted for the Committee’s consideration the following report:

“1.0     Purpose of Report or Summary of main Issues

1.1        In March 2017, Committee agreed the objectives for the Change Programme as:

·        Integrated city wide and area working in addition to improved delivery of services;

·        Improved focus on customers, partners and relationship management;

·        Increased efficiencies, value for money, employability and skills opportunities;

·        Enhanced political and community engagement; and

·        The creation of a new departmental culture and identity, including future structure.

            Work has been ongoing over recent months, and this report presents progress and next steps to be agreed.

2.0       Recommendations

2.1       The Committee is asked to:

·        Agree the overarching narrative for the developing area management structure.

·        Agree that the Director, supported by Corporate HR/OD, take the appropriate next steps towards implementation, including formal consultation with affected staff and TU representatives.

3.0       Main report

            Key Issues

3.1       An emerging functional diagram is appended to this report, setting out at a high level a direction of travel in relation to the next tier of management supporting the Director and Assistant Directors, to enable the effective management of a department of scale and ensure integrated support for the anticipated area management model.  This includes four ‘portfolios’:

1.     Neighbourhood Services;

2.     City Services;

3.     City Waste Services; and

4.     Support Services.

            Area Working

3.2       In the objectives outlined above, the integration of services is a key driver.  For elected Members, this is particularly important on an area basis, to enable their place-leadership mandate.  In order to meet this, the department, supported by Corporate HR/OD, has been examining the functional implications to organise its services on an area basis.

3.3       The starting point for this has been a core set of assumptions, based on previous discussions with elected representatives, and benchmarking work, on what a ‘model’ Neighbourhood Services Portfolio looks like, namely, that they:

·        Are passionate about outcomes for their area and local neighbourhoods

·        Provide dynamic operational leadership for the area, communicating the vision of neighbourhood regeneration

·        Are a single point for customers (internal/external), by designing professional services from the point-of-view of the customer

·        Stimulate a culture of pride and collaboration, with a ‘figure it out’ attitude amongst their teams to deliver the best for local places, with communities

·        Have the right mix of resources, skills and experience, good data and local intelligence

·        Are well-connected with elected Members, local communities and partners to prioritise and deliver creative, innovative solutions, including making connections and building collaboration with other parts of the city. 

3.4       In terms of the ‘right mix’ of resources, skills and experience, it is imperative that we ensure that a Neighbourhood Services Manager is sufficiently resourced to be effectively responsive, but also balances economies of scale that are value for money, and minimising duplication.  Work is ongoing in relation to the appropriate ‘blend’ of services in that portfolio, but likely to include community safety, community services, neighbourhood regeneration, as well as some elements of local operations.

3.5       The four  ...  view the full minutes text for item 30.

            The Committee was reminded that, at its meeting on 19 May 2017, it had agreed that:

“A report, which provided options on how an independent review of the new operating model could be undertaken, taking into account the contractual position between BCC and GLL, be submitted to a future meeting.  The Active Belfast Board would sign off on the review scope.”

            The Director of City and Neighbourhood Services reported that draft terms of reference had been prepared for consideration by the Active Belfast Board.  In addition, legal advice had been sought in respect of the context for the review of this major services contract, which had specified review points contained within the established contract agreements.

            The terms of reference covered a range of issues raised by the Committee.  He pointed out that, in the discussion, there was an emphasis on the need for an independence from the leisure partnership.  This had ruled out a number of usual contractors for the Council and advice was now being sought from leisure networks to provide a list of recommended consultants with appropriate experience and understanding of the leisure services market.

            The terms of reference are:

1.     Undertake an independent review of the overall performance of the leisure operating model against the Council’s original objectives, the future build programme and other plans as part of the ongoing transformational programme and business transformation process, including comparative analysis with other partnerships potentially UK wide;

2.     Review of the ‘customer journey’, including market demand, marketing, and customer expectations and feedback;

3.     Assess the operational documentation and practice against industry standards and regulations, including but not limited to, normal operating procedures, emergency action plans, pool safety measures, health and safety, and RIDDOR records;

4.     Review employment practices in Belfast leisure services, including treatment of casual staff, pensions, terms and conditions, TUPE legacy, training and development, access to promotions, and trade union relations;

5.     Provide a commentary on the overall state of the partnership and its governance, between the three parties to the contracts.

            It was planned that the appointed consultants would engage with a wide range of stakeholders, including the following: elected representatives; GLL; Council officers; Active Belfast Limited; customers, staff and trade unions in Belfast leisure services.

            It was anticipated that this work would take place over July and August, to report back to the Active Belfast Limited Board and the Committee in September, taking into account that there might be some delays due to holiday arrangements.  Up to £10,000 had been prioritised from existing revenue budgets to commission an external consultant.

            The Committee noted the terms of reference and process for the independent review.

            The Committee approved and adopted the minutes of the meeting of the Budget and Transformation Panel of 15th June.

            The Committee:

1.     approved the revisions to the current access and hospitality criteria as set out in 1.( a and b) below:

a)     where a large event with significant international attendees is booked (which may often involve a bid to bring a specific event or function to Belfast) and is supported by the Belfast Welcome Centre the Committee may at its discretion waive or reduce any room hire charges and/or agree the provision of a civic drinks reception up to a maximum value of £500;

b)     where an educational establishment seeks use of the City Hall prestige rooms the following approach to be applied: -

                                        I.          where an event is organised by a parent/teacher group or other voluntary grouping no room hire charges will be levied and the Committee may at its discretion provide civic hospitality;

                                      II.          where an event is organised and funded by a specific school or college etc. the lower rate of £300 will be applied and the Committee may at its discretion also provide civic hospitality; and

                                    III.          where an event is organised by an umbrella body (e.g. Education and Library Board, major University/College or group of schools/colleges etc.) the standard room hire rates and hospitality criteria will be applied subject always to the Committee’s discretion.

2.     approved the recommendations made in respect of applications received up to June 2017 as set out below:

            The Committee noted the minutes of the meeting of the Active Belfast Board Ltd. of 15th June.

            The Committee was advised that a request has been received from the Royal Institute of British Architects (RIBA) for the use of the Council Chamber in March, 2018 for its Annual General Meeting, which was held in different locations throughout the UK on an annual basis.  In addition to the Council Chamber, the RIBA had requested the use of the Reception Room for lunch for the delegates.   If the Committee was minded to approve the application, then there would be a charge applied for the use of the Reception Room in the amount of £115 for a daytime small-scale event and the Facilities Management Section had confirmed that the use of the Reception Room for this purpose would meet the criteria for the use of the City Hall which had been agreed by the Committee earlier this year.

            The Members would be aware that Committee approval was required for the use of the Council Chamber by an outside body.  Although such approval was rarely sought, the Committee had recently approved such use both for the Queen’s University Students Union and the Belfast Youth Forum.

            The Royal Institute of British Architects (RIBA) was a professional body for architects primarily in the United Kingdom, but also internationally, founded for the advancement of architecture. It currently had 44,000 members.

            The Committee approved the request from the Royal Institute of British Architects for the use of the Council Chamber and the Reception Room for its Annual Meeting in March, 2018.