Agenda and minutes

            Apologies for inability to attend were reported from Alderman M. Campbell and Councillor McCarthy.

            Councillor Mullan declared an interest in respect of Item 3e, Integrated Stadia Regeneration, in so far as she was related to an individual associated with the contractors appointed by the Irish Football Association for the Windsor Park Development; and Councillor Hargey declared an interest in Item 9a, Minutes of Meeting of Good Relations Partnership, in so far as it related to the minute regarding the Update on the Bonfire Management Programme in that she was involved with the Clonard Partnership.

Please note that this item has been withdrawn from the agenda

            The Committee was advised that this item had been withdrawn from the agenda and that the representatives of Queen’s University would be making a presentation to the Committee at a later date.

            The Committee considered the undernoted report:

“1.0  Purpose of Report

1.0          Purpose of Report

1.1    The purpose of this report is to present to Committee the Year 2 implementation plan for the Investment Programme and update Members of communication activities in relation to the programme. 

1.2    The plan has identified 48 key projects. A project brief has been developed each of these projects. This means that for each project:

·         A project manager has been allocated.

·         There is a clear description of the project.

·         Milestones and deliverables have been identified and

·         time lined.

·         Required resources have been assessed.

·         Anticipated outcomes and targets to be achieved have

·         been identified.

1.2    A full listing of the projects including key milestones and timelines for each project has been circulated as part of the table of contents, for ease of reference.  Project Briefs for each project are detailed under the Investment Programme themes.  The full year 2 Operational Delivery Plan has also been circulated for Members’ information.

2.0    Background    

2.1     Following the launch of the Investment Programme in February 2012 officers began a process to develop an internal implementation plan with key milestones identified for year 1.  This plan was presented to Strategic Policy and Resources Committee in June 2012 and has been the key document Chief Officers have used to performance manage the delivery of the programme.  Updates on elements of this plan have been reported to CMT and Committee throughout the year and details of the key achievements were highlighted by Members at both the City Investment Conference and the recent staff briefing. 

2.2    A year 1 update on the progress of the Investment Programme is contained in the Council’s Annual report which is also being considered at this meeting.

3.0    Delivery of Investment Programme Year 2

3.0       Delivery of the Investment Programme Year 2

3.1    Over the past year much work has gone into both the delivery of the key commitments in the Investment Programme as well as building the project and programme management capacity across the organisation.  This has included refining and further developing current frameworks to support the delivery of the Programme including risk management, project management with clearly defined accountability and governance structures.  The year 2 implementation plan is therefore more detailed and covers both revenue and capital projects.  Programme Managers are overseeing the delivery of all projects and providing support to departments in the development of their plans.  In the case of large or complex projects specific project boards have been established with a Chief Officer assigned as Senior Responsible Officer.  Expert advice is also been provided on projects such as Leisure Transformation and Waterfront Hall.  Procedures have been developed and rolled out to help with funding applications such as ERDF to help maximise resources and mitigate against risk.  Regular reports are presented to Chief Officers on the delivery of individual projects together with quarterly reports on the entire programme.  An Oversight Board chaired by the Chief Executive meets on a monthly basis to discuss  ...  view the full minutes text for item 3a

            The Committee considered the undernoted report:

“1.0    Purpose of report

1.1    The Capital Programme is a rolling programme of investment which either improves existing Council facilities or provides new facilities. This report provides an update on –

§    Capital programme - Recent highlights since March 2013

§    proposed recommendations for movement between the Capital Programme stages

§    proposed new emerging projects

2.0    Relevant Background Information

         Capital Programme – Highlights since March 2013

2.1    There has been significant movement on the Capital Programme since its approval by SP&R Committee in March 2013. Many projects have progressed both on the ground and also in the necessary preparatory work required to deliver them. A number of projects have been completed including the £3m upgrade to the Mary Peter’s Track; the Mountain Bike Trail at Barnett Demesne and the new fuel station at Duncrue. Work is due to be completed this month on the £4m upgrades of Dunville and Woodvale Parks and the new Hammer pitch.

2.2    Work is also well underway on the new John Luke Bridge, which is due for completion in August. Phase 1 of the Connswater Community Greenway project restarted in May and work is underway to appoint a contractor for Phase 2 of the works. Work is due to start in July on the relocation of the Belfast Welcome Centre which is due to open later this year. Preparatory work is also well advanced for a wide range of projects including new pitches and changing facilities under Phase 1 of the Pitches Strategy and the new pitch at Marrowbone and design consultants have been appointed for the Waterfront.   Members are asked to note that Corporate Communications are working on a calendar of events to ensure that the media opportunities around each of these projects is maximised.

         Rolling Capital Programme 2013/14 onwards

2.3    Members have agreed that all capital projects must go through a Stage process where decisions on which projects progress are taken by SP&R. This provides assurance as to the level of financial control and will allow Members to properly consider the opportunity costs of approving one capital project over another capital project. Importantly it will also enable Members to focus on delivering the projects which can have maximum benefits and investment return for the city and local areas.

2.4    Members are aware that the Capital Programme (as agreed by Committee on 22nd March 2013) has been reconfigured to reflect the 3 approval stages as agreed –

§Committed projects (Stage 3) - projects which have completed a Full Business Case (FBC) and where approval has been obtained by SP&R to proceed to tender. These projects will either be at the tender preparation stage (Stage 3 – Tier 1), construction stage (Stage 3 – Tier 2) or completed (Stage 3 - Tier 3). 

§Uncommitted projects (Stage 2) –projects where an SOC has been agreed by Committee and work on the project is being progressed through the development of an Outline Business Case  ...  view the full minutes text for item 3b

            Commercial Cultural Leisure

            Development Opportunity

            The Committee was reminded that, at its meeting on 24th August, 2012, it had agreed to proceed with a revised Developers’ Brief for commercial leisure and cultural purposes for a 58 acre site at the North Foreshore, on the basis of a clearly defined end date for the receipt of developers’ submissions containing all the due diligence information required to assess the commercial robustness and financial viability of the proposed scheme.  Following advertisement of the brief, the Council had received one development submission from China Sun Asia Pacific Limited for the construction of a sports and media village concept.

            The Director of Property and Projects reminded the Committee further that the submission had been assessed by an Evaluation Panel which had indicated that the submission was lacking in sufficient detail to be able to demonstrate to the Council that the proposed scheme was commercially sustainable and financially viable.  Subsequently, a report was submitted to the Committee on 22nd March where it had been agreed to grant a two month extension, with a final deadline of 2nd June, for the company to comply with the Council’s request for all the information outlined in the Development Brief, on the basis that that two month period would not be granted on an exclusivity or preferred developer basis.  The company had been advised of the Committee’s decision but the Council did not receive any further information from China Sun Asia Pacific Limited to substantiate its development submission.  On 23rd May, 2013, a representative of the company had confirmed to the Director of Property and Projects that it would not be progressing the sports and media village concept project at the North Foreshore site.

            The Director reported further that the Council had been approached separately by Ms. J. Gilbert of Team Network Limited, which was part of the China Sun Asia Pacific Limited consortium involved in the media village concept.  She had expressed an interest in separately pursuing the development of the media village, comprising sound and production film studios, and was to forward further clarification and details on the proposal, including resources and the proposed project team.  Upon receipt of such clarification detail, legal advice would be sought in relation to the Council progressing any discussions with Team Network Limited on the basis of the Development Brief which had been issued.

            The Committee noted that China Sun Asia Pacific Limited had confirmed that it would not be progressing the sports and media village concept project at the North Foreshore site and noted further the interest which had been expressed by Team Network Limited to separately pursue the development of the media village element and that a further report in this regard would be submitted to the Committee in due course.

            Environmental Resource Park –

            Cleantech Cluster Development

            The Director reminded the Committee that it had, on 20th January, approved the release of a Marketing Prospectus for the disposal of a three acre site for a cleantech biogas renewable energy  ...  view the full minutes text for item 3c

            The Committee considered the undernoted report:

“1       Relevant Background Information

1.1    At its meeting in April 2012, the Strategic Policy & Resources Committee agreed to convene Area Working Groups (AWGs) to support effective ‘place-shaping’ and make recommendations on investment decisions for their local area including the Local Investment Fund (LIF) and the Feasibility Fund. 

1.2    LIF was established to support the delivery of key local regeneration projects in neighbourhoods and as a means for Members to connect with local communities in their area, in preparation for their formal role in community planning under the RPA.  SP&R Committee agreed on 23 March 2012 that there was a minimum level of investment through LIF of no less than £15,000 and unlikely to exceed £250,000 to ensure focus on more local investments and the opportunity for a broad spread of investment across the city.  North, South, East and West AWGs were allocated £1,127,500 each, with a proportionate amount of £490,000 for the Shankill area.

1.3    The Feasibility Fund was established as a ring fenced fund of £500,000 to enable initial feasibility work to be undertaken on proposed projects to bring them to a point where Members could decide if they should be progressed as Capital, Local Investment Fund or Belfast Investment Fund schemes.  SP&R at its meeting on 21st September 2013 agreed the governance arrangements for the Feasibility Fund and agreed that because no proposals were being taken forwarded in the 2012/13 financial year under BIF that each Area working Group would be able to ‘consider and recommend to the Strategic Policy and Resources Committee, a maximum of five Local Investment Fund proposals per area which should proceed to feasibility study stage’.

         Area Working Groups – Updates and progress to date

1.4    The Area Working Groups held their first meetings in June 2012 and each AWG has met on at least a monthly basis since this time. As part of this process, 62 Local Investment Fund project proposals have been recommended for funding by the AWGs and been approved in principle for funding by Strategic Policy & Resources.

1.5    Members will be aware that 20 projects totalling £1.26m received their funding agreements at the LIF event on 16^th May in the City Hall.  A full list of these is attached at Appendix A.  This event was very well attended by the successful groups and received very positive feedback. Due-diligence work is continuing on the other projects and Members, through the Area Working Groups, will be kept up to date of projects which have been through the due diligence process and received funding agreements.

         Election of Chairs

1.6    Members will recall that in April 2013 it was recommended that all Area Working Groups should elect a Chair. Members are asked to note that Area Working Groups have now elected their Chairman as outlined below.

            1.7

2.0    Key Issues  ...  view the full minutes text for item 3d

(Alderman D. Browne to raise.)

            In accordance with Notice on the Agenda, Alderman Browne requested that the Committee consider arranging for a Council photograph of all Elected Members to be taken.  He explained that, rather than arranging for a photo to be taken at the commencement or at the end of the monthly Council meeting, that the Committee consider recommending to the Council that the monthly meeting be adjourned for a period of time in order for the photograph to be taken.

            The Committee agreed to this course of action and noted that matter would be discussed with the Lord Mayor.

            The Committee was advised that a request had been received from the University of Ulster for the Council to nominate four Members to its Community Liaison Forum which it was establishing in order to co-ordinate and focus the existing wide range of community engagement activities and to ensure that the benefits of the new Belfast Campus flowed to the neighbouring disadvantaged communities.

            The Democratic Services Manager reminded the Committee that the Council, following the Local Government elections in May, 2011, had determined through the application of the d’Hondt system of proportionality its representation on a wide range of outside bodies.  On 19th August, 2005, in considering the nomination of a Member to make application to represent the Council on the Drainage Council for Northern Ireland, the Committee had agreed to continue the application of the original d’Hondt process to determine the Party Groupings which would be entitled to appoint nominees to any subsequent invitations of a similar nature which might be received during a Council term.  Accordingly, that system was again applied during that Council term when appointments had been made to the Lyric Theatre Education Advisory Panel and the World Police and Fire Games Special Purpose Vehicle Company.  He pointed out that, under that current system for determining appointments to outside bodies, the next four choices would fall to the Social Democratic and Labour, the Democratic Unionist, the Sinn Féin and the Alliance Parties.

            He explained that the University of Ulster had indicated that, in its opinion, the appointment of Members who represented the communities closest to the campus would best assist in the aims and objectives of the Forum and the Parties were requested to consider that when making nominations of individuals.

            The Committee approved the appointment of one Member from each of the Social Democratic and Labour, the Democratic Unionist, the Sinn Fein and the Alliance Parties to the University of Ulster Liaison Forum.

            The Committee considered the undernoted requests which had been received for the use of the City Hall and the provision of hospitality:

            The Committee was reminded that at the Council meeting on 3rd June Councillor Mallon had requested that a report be submitted to the Committee regarding her suggestion that a civic reception should be held for the Crumlin Star Football Team.  Councillor Mallon had indicated that that team had recently won the treble, winning the league title, the Border Cup and the prestigious Clarence Cup.  That success had not been achieved by any other Amateur Football Club since 1951.  Accordingly, Councillor Mallon had suggested that the Council should mark that achievement by holding an appropriate civic reception.

            The Democratic Services Manager reminded the Committee that similar requests to mark sporting achievement had, in recent years, been accorded a finger buffet type reception.  He pointed out that it might be more appropriate if the Committee established a process for dealing with such requests in the future and suggested that a report in this regard be submitted to a future meeting.

            After discussion, the Committee agreed that the Lord Mayor be requested to hold an appropriate civic reception to mark the achievement of Crumlin Star Football Team.  The Committee agreed further that a report be submitted in due course indicating how any similar requests for hospitality in relation to sporting or arts achievements could be marked by the Council.

            The Committee was advised that the Association of Municipal Authorities of Ireland was holding its annual conference in Clonakilty, County Cork from 12th till 14th September, 2013.  The main theme of the conference would be “Putting the People First” and would examine the mechanisms local government could put in place to maximise service delivery for the citizens.  There would also be conference sessions relating to Local Government Reform and, in particular, the Reform of Local Government in Scotland and the similarities with the proposed Irish structure.

            In accordance with Council policy, it was recommended that the Committee authorise the attendance at the Annual Conference of the Chairman, the Deputy Chairman, the Council’s representatives on the National Association of Councillors, Northern Ireland Region, the Democratic Services Manager (or their nominees) and a representative from each of the Parties on the Council not represented by the aforementioned Members.  The approximate cost per delegate would be £964.

            Moved by Councillor Reynolds,

            Seconded by Councillor Spence,

      That the Committee agrees that it not be represented at the Association of Municipal Authorities of Ireland Annual Conference.

            On a vote by show of hands seven Members voted for the proposal and nine against and it was declared lost.

            Accordingly, the Committee agreed to adopt the recommendation.

            The Committee was advised that a request had been received for the use of the Council Chamber for the Annual General Meeting of the National Association of Councillors which would be held in Belfast from 22nd till 24th November.

            The Democratic Services Manager explained that the Association would like to hold the formal meetings which would take place over that weekend in the Council Chamber.  He pointed out that permission for the use of the Chamber was not a matter which could be dealt with under delegated authority and required the Committee’s approval.

            The Committee approved the use of the Council Chamber for the Annual General Meeting of the National Association of Councillors in November and for the provision of appropriate hospitality.

            The Committee considered the undernoted report:

“1.0  Relevant Background Information

1.1    The Council has recently received the draft ‘Local Government (Statutory Transition Committees) Regulations (Northern Ireland) 2013’ which seeks to move Voluntary Transition Committees onto a statutory footing. A copy of draft Regulations has been circulated for Members information.

1.2    The Regulations set out the procedures to be applied for the creation of the Statutory Transition Committee including the composition and appointment of Members, the functions to be undertaken and the governance within which the STCs will operate. Members should note that the draft Regulations are made under the Provisions of the Local Government (Miscellaneous Provisions) Act (Northern Ireland) 2010. 

1.3    The Regulations were laid in the Assembly on 17th June and are subject to draft affirmative resolution procedure.  They will have to be considered by the Examiner of Statutory Rules, the Environment Committee as well as the Assembly itself.  It is understood that as part of the affirmative resolution process that the Regulations can only be accepted (affirmed) or rejected.

1.4    The table below sets out the anticipated process and timetable to be applied by the Department in taking forward the Regulations.

         It is envisaged that, if there are no material issues raised during this procedure, the Regulations will come into effect at the beginning of July, 2013. The Regulations state that the Statutory Transition Committees shall hold its first meeting within 35 days of the date on which the Regulations come into operation and based on the above timetable would mean August 2013 at the latest.  

         The Regulations state that STCs shall cease to exist 28 calendar days after the local government elections in 2014 which is anticipated for 22 May 2014 (subject to Secretary of State agreement).

2.0    Key Issues

2.1    Membership/Representation on Belfast Statutory Transition

2.1.1The Regulations state that the Belfast Statutory Transition Committee shall consist of not more than 25 councillors comprising of:

·not more than 21 councillors from Belfast City Council;

·two councillors of Castlereagh Borough Council; and

·two councillors of Lisburn City Council.

2.1.2It should be noted that, despite the Minister indicating that he would support the adopted position of Belfast City Council that the appointees from Lisburn City Council and Castlereagh Borough Council should represent those areas transferring to the new Belfast District in 2015, no such  ...  view the full minutes text for item 4g

            (Mr. E. Deeny, Head of Corporate Communications, attended in connection with this item.)

            The Committee noted the contents of a report in relation to the Implementation of Content Management on the Council’s Website which was currently undergoing a major revamp and would be launched on 31st July.

            The Committee was reminded that on an annual basis the Council produced a Corporate Plan which outlined its priority actions for the coming year.  Departmental Plans were developed also which provided details on how those priorities would be delivered through key services and projects.  The previous year the Council had also produced an Investment Programme which outlined the Council’s commitments to developing the City and supporting the local economy up until 2015.  The Council’s Annual Report 2012/13 provided an update on how the organisation had performed across all those plans during 2012/13.

            The Chief Executive outlined the contents of the draft report and indicated that individual Committees had already considered their relevant sections as part of each Department’s Year End Reports. 

            The Committee approved the contents of the Annual Report for 2012/13.

            The Director of Finance and Resources submitted for the Committee’s consideration the undernoted report:

“Relevant Background Information

The purpose of this report is to present to the Audit Panel the Financial Accounts of the council for 2012/13.

The Financial Accounts are an important element of the council’s overall corporate governance framework as they provide assurance to Members and ratepayers on the stewardship of the council’s finances and its financial position.

The Financial Report and accounts for the year ended 31 March 2013, as attached, have been prepared in line with the Code of Practice on Local Authority Accounting in the United Kingdom 2012/13 based on International Financial Reporting Standards and the Department of the Environment Accounts Direction, Circular LG 09/13 dated 12 April 2013.

I can confirm that the Statement of Accounts for the year ended 31 March 2013 has been prepared in the form directed by the Department of the Environment and in my opinion the Statement of Accounts give a true and fair view of the income and expenditure and cash flows for the financial year and the financial position as at the end of the financial year.

Key Issues

Reserves

The credit balance on the District Fund Reserves has increased to £20,614,051 (of which £7,290,376 relates to specified reserves).  The movement on the reserves balance is summarised in Table 1 below:

Table 1: Summary of Reserves Position

District Fund             £20,614,051

      The District Fund Reserves can be used to supplement income and unexpected expenditure in future years.  Of the £20,614,051, £7,290,376 relates to expenditure committed at year-end.

Capital Fund            £17,979,319

The capital fund is made up of the City Investment Fund (£12,979,319).  The fund has been created to support key partnership projects to regenerate Belfast and help lever substantial funds from other sources, and the Local Investment Fund (£5m) to fund smaller local regeneration projects.

Capital Receipts Reserve    £961,791

These are capital receipts which have originated primarily from the sale of assets and which have not yet been used to finance capital expenditure.  This amount relates mainly to the sale of land & buildings at Loop River (£860,000) which has been ring-fenced for the development of the capital scheme ‘Loop River – New Facilities’.

Other Fund Balances and Reserves    £7,395,483

This relates to the Election Reserve (£413,887) which has been set up to smooth the cost of running council elections and a Sinking Fund (£6,981,596) which has been set up to repay the Council’s interest only mortgages.

Capital Programme

In 2012/13 the council committed to a programme to invest £150m in capital projects including £75m in council facilities for local communities, £20m in partnership projects which will contribute to city regeneration, £50m levered from Europe and other sources to provide key economic infrastructure projects  ...  view the full minutes text for item 5c

            The Committee considered the undernoted report:

“1.0    Relevant Background Information

1.1    The Strategic Policy and Resources Committee agreed on 18 June 2010 that:

·     The Council would produce financial reporting packs for the Strategic Policy and Resources Committee and each Standing Committee on a quarterly basis

·     The Budget and Transformation Panel would also receive monthly financial updates if there were any significant issues to report.

1.2    The reporting pack contains a summary dashboard of the financial indicators and an executive summary explaining the financial performance (Appendix 1). It also provides a more detailed explanation of each of the relevant indicators covering outturn for the year, implications for reserves, payment of creditors and recovery of debt. The reporting of procurement compliance to members was introduced as part of the quarterly financial reporting from quarter 1 2012/13.

1.3    The style and layout of the financial reporting pack reflects the discussion and feedback arising from the Members’ financial training at the end of September 2010.

1.4    Central Finance and departmental management teams have worked together to develop the information within the reporting packs.

2.0    Key Issues

2.1    Financial Outturn 2012/13

         The year-end financial position for the Council is an under-spend of £864k (0.7%), which is well within the acceptable variance limit of 3%.

2.2    As in Quarter 3, the key elements of the under-spend relate to savings in employee costs through unfilled posts and restructuring, significant reductions in landfill costs through reduced tonnages and gate fee costs and the deferred introduction of the alternate weekly waste collection service to the inner city. Increased utility costs, above the budgeted levels were incurred, particularly in the Parks and Leisure Department, but this was mainly offset by increased income within Parks and Leisure.

2.3    LPS Rates Finalisation

         The year end outturn as reported by LPS is a positive settlement to BCC of £3.9m. This compares very favourably to the claw back position which the Council experienced in 2011/12 (£259K) and 2010/11 (£3.41m). The vacant rating exercise, led by the Building Control Service, has made a significant contribution to the positive position and the settlement also indicates slight growth in the rate base despite the difficult economic environment.

2.4    Officers will be working with LPS to analyse the detail of the settlement including the reasons for the slight growth, the recurring impact of the additional income generated through the vacancy inspections and the current position regarding the significant outstanding rating appeals. This analysis will inform the assumptions presented to the Strategic Policy and Resources Committee in August 2013 regarding the stability of the rate base and the impact on the high level guidelines for the 2014/15 revenue estimates.

2.5    Capital Financing

         The capital financing budget was fully utilised during the year resulting in all capital expenditure incurred being fully financed

2.6    Reserves Position

         The Belfast Voluntary Transition Committee on the 7 June 2013, recommended that the SP&R Committee approve the establishment of a local reform budget of £2m to support delivery of local government reform. If this  ...  view the full minutes text for item 5d

            The Committee considered the undernoted report:

“1.0    Relevant Background Information

1.1    At its meeting on 1 March 2013 the Strategic Policy and Resources Committee agreed to consider a report on the affordability of the leisure transformation programme. This report provides Members with an overview of the estimated capital expenditure and potential financing options required to deliver leisure transformation.

2.0    Key Issues

2.1    Assumptions

         The emerging leisure financing strategy has been developed in the context of the guiding principles which Members agreed (SP&R 25 January 2013) to use to inform decisions regarding leisure provision. These are:

·  Quality

·  Focus on health and well-being outcomes

·  Value for Money

·  Balanced investment and accessibility

·  Partnership

·  Affordability

         It has therefore been assumed that:

·  The programme will provide balanced investment across the city and that each city quarter will have wet, dry, health and fitness facilities that cater for a diversity of activity.

·  There will be no rates increase to support the financing of the programme.

·  Revenue savings generated from within the leisure budget will form a key element of the financing strategy.

·  The leisure programme will be phased over at least a ten year period.

2.2    Estimated Cost of Leisure Transformation Programme

         Council officers have worked with a leading QS firm, Turner and Townsend to estimate the overall capital cost of transforming the leisure estate. The costs are based on industry baselines and have been benchmarked against recent leisure developments across the UK. The total estimated cost of the leisure transformation programme is £105m. The challenge for the Council will be to secure the financing of the £105m in the context of the assumptions outlined in paragraph 2.1 and our current and future capital commitments and ambitions.

2.3    Current Capital Programme

         At present, the Council allocates £10.1m per year from the district rate to finance capital expenditure. The table below summarises the use of the capital financing budget.

         The table shows that the entire capital finance budget is required to support the current capital programme. The implication for the leisure programme is that there is no capacity within the capital finance budget to support the financing of expenditure on the leisure estate. Members therefore need to consider alternative funding options.

         Required Financing for the Leisure Programme

         If it is assumed that the required £105m will be financed through 25 year loans the total annual financing cost to the Council will be £8.93m. The options for how this money can be raised are outlined below.

         The Belfast Investment Fund is a capital fund set up to support the delivery of partnership projects across the city. Members agreed, as part of the rate setting for 2012/13 an annual allocation of £6m from  ...  view the full minutes text for item 5e

(Councillor Mullan left the meeting whilst this item was under discussion.)

            (Mr. A Hassard, Director of Parks and Leisure, attended in connection with this item.)

            The Committee considered the undernoted report:

“1     Purpose of report

1.1    The key purpose of this paper is to:

·               present initial cost estimates, risks and the procurement approach around the stadium regeneration project at Olympia,

·               update members on partnership agreements and;

·               to recommend a financial package for both stadia regeneration projects at Olympia and Andersonstown.

2       Relevant Background Information

2.1    Significant investment by DCAL and sporting bodies into the Stadium Development Programme fits with the Investment Programme and the strategic review of leisure, presenting major strategic opportunities for the Council to begin a transformation plan linked to the stadium developments. At Windsor Park, this offers the opportunity for regeneration around adjacent Council assets at Olympia. Planning permission for Windsor Park has been granted including an annex to the West stand designated for community benefit. The stadium development is due to begin on site in January 2014.

2.2    Members will be aware of the Strategic Policy & Resources meeting in March 2013, where it was agreed:

·               ‘in principle’ to progress both the Olympia and Andersonstown Leisure Centres to Stage 2 of the Capital Programme to form the first phase of the citywide leisure transformation review, and;

·               to develop regeneration plans in tandem and in conjunction with government departments given the one off strategic opportunity and DCAL community benefit commitment.

2.3    At a special meeting of the Strategic Policy & Resources Committee on 26 April 2013, members were updated on the status of negotiations with IFA regarding relocation of Olympia into the new stadium at Windsor Park. The Committee agreed to relocation only on the basis of a nil rental and agreement on a mutual community benefit arrangement with the IFA.

2.4    Members will also be aware that leave has been granted for a Judicial Review hearing regarding the development at Windsor Park, the dates of which are set as 16 – 18 December 2013.

3       Key Issues

         Windsor / Olympia - Phasing of physical regeneration

3.1    Members’ preference was to move leisure provision into the new stadium; relocate community centre provision into the Village area; redevelopment of the Olympia site to provide a new alignment and replacement for Midgley Park; a new pitch; play provision; some commercial development and new public realm and access to the stadium from Boucher Road.

3.2    DCAL/Linfield and the IFA also favour this option as the Council use of stadium space for leisure in the widest sense meets the sustainable community benefit criteria and it provides a much better setting and access for the new stadium adding to its offer.

3.3    The optimum phasing would be to build the leisure element in the stadium and when that is complete demolish Olympia and redevelop the site as Phase 2. This allows continuity in terms of leisure provision but will mean some temporary loss of pitch provision to both the Council and  ...  view the full minutes text for item 6.

            The Director of Finance and Resources reminded the Committee that the Council was required to produce a complex set of draft accounts for external audit review and, in support of that, to produce an Annual Governance Statement which described the Council’s governance arrangements and the process for monitoring their effectiveness.  He outlined the key elements of the year-end process and the framework which had been developed to ensure that the organisation complied with statutory requirements and so that Members and senior officers had effective, ongoing oversight of the governance and assurance arrangements.

            He provided Members with an Assurance Framework which showed key sources of assurance and the basis upon which that assurance had been provided.  In particular, the Corporate Plan Review update for 2013/14; an annual performance report; the annual Financial Report; an annual Managements Accounts, which was a summary of the accounts showing spend by department, service and function; the quarterly Risk Management report; an updated Code of Governance and Annual Assurance Statement from the Head of Audit, Governance and Risk Services; the quarterly Health and Safety reports and the Annual Governance Statement.

            The Committee noted the information which had been provided and that the Chairman of the Council’s Audit Panel, Alderman Rodgers, had apologised for the fact that he was not available to attend the Committee’s meeting to present the Annual Statement.

            The Committee approved and adopted the minutes of the meeting of the Audit Panel of 11th June.

            The Committee noted the minutes of the meeting of the Budget and Transformation Panel of 13th June.

            The Committee was reminded that the previous year it had agreed a three year corporate plan to cover the period from April, 2012 till March, 2015.  The Corporate Plan and the Investment Programme were the two key strategic planning documents for the organisation which had been agreed and were overseen by the Strategic Policy and Resources Committee.  The Corporate Plan was a high level document which contained both key actions from the Investment programme and other significant corporate projects and programmes.  The Chief Executive pointed out that further detail on the projects and programmes listed in the draft Corporate Plan was contained within the Investment Programme Delivery Plan, the Local Government Reform Programme, Departmental Plans, the capital programme and the documents which had been submitted to the Committee as part of the financial estimating process.

            The Corporate Plan Year 2 update had been drafted around the corporate themes of Leadership, Environment, Economy and People, Communities and Neighbourhoods and Value for money services which had been agreed by the Committee the previous year.

            He outlined the information which was contained the Year 2 draft corporate plan and indicated that the current version of the document would undergo further editing as part of a design and production process and would be checked to ensure ease of understanding, with a summary document then being produced.

            The Committee approved the Draft Corporate Plan 2012-15 Year 2 Update.

            It was reported that, in accordance with Standing Order 55 and the authority delegated to him, the Director of Finance and Resources had authorised the appointment of a number of members of staff who were related to existing officers of the Council.

Noted.

            The Committee considered the undernoted report:

“1     Relevant Background Information

1.1    To advise the Committee of the letter received by the Council on 14 June 2013 from the Minister of the Environment, advising Councils and Voluntary Transition Committees of his intention to use open public competition to appoint the Chief Executives of the 11 new councils.

         The Committee is recommended to direct the Head of Human Resources to bring back a detailed report on this matter to its meeting in August.

1.2    To advise the Committee that the Assistant Chief Executive and Town Solicitor has indicated his intention to leave the service of this Council before the end of this calendar year. It is proposed that the Chief Executive bring recommendations to the Committee at its meeting in August to deal with Mr Quigley’s retirement.

2       Key Issues

2.1    Members are aware that the Local Government Reform will lead to the present 26 district councils in Northern Ireland being reduced to 11.  The Local Government Reform programme is being driven by the Minister of the Environment and the Executive have agreed for the transfer of a package of functions to local government.

2.2    Legislation will be required to implement these changes.  The primary legislation will be a new Local Government Act which is due to be submitted to the Assembly in September.  In the meantime the Minister is anxious to drive forward the Reform programme and has introduced to the Assembly a set of regulations known as The Local Government (Statutory Transition Committees) Regulations (Northern Ireland) 2013, which makes provision for the establishment of statutory transition committees whose duty will be to draft a corporate and business plan for the agreement of the new council, prepare a draft budget for the agreement of the new council and make an appointment to the post of Clerk and Chief Executive of the new council.  The selection and appointment of the Chief Executive must be on merit, on the basis of fair and open competition and must be approved by two-thirds of the majority of the membership of the Statutory Transition Committee.  The appointment must be made in accordance with the provision of Sections 40 and 41 of the 1972 Local Government Act which provides for the appointment to be made in accordance with the procedure prescribed by the Local Government Staff Commission.

2.3    The Minister has written to all councils by letter dated 14 June 2013, setting out the reasons why he has decided to introduce regulations to provide for open recruitment for the posts of Chief Executive for the new councils and a copy of this letter has been circulated.  The letter makes it clear that ‘any current Chief Executive that chooses not to apply for the new post or who is unsuccessful will continue in his/her existing post until 2015.  At that stage he/she may choose to take voluntary severance.’

2.4    The regulations if approved by the Assembly come into effect thereafter.  The Regulations provide that the first meeting of  ...  view the full minutes text for item 8b

            The Committee was reminded that, as part of the City Investment Strategy, it had agreed to co-ordinate the acquisition of lands to enable the Connswater Community Greenway to proceed.  The Committee was advised that an area of land consisting of 0.074 acres adjacent to the entrance to Victoria Park had been identified as being required for the Greenway.  The land was owned by the Northern Ireland Transport Holding Company and, as it formed an integral part of the support to the railway line at that location, that organisation could not dispose of the land outright.  Council officers had therefore agreed, subject to Committee approval, to take out a licence for those lands from the Company to allow the area to be landscaped as part of the project to improve the aesthetics at the entrance to Victoria Park.  The Northern Ireland Transport Holding Company had agreed to grant the licence rent free.

            The Committee granted approval to the acquisition of the lands as outlined by way of licence from the Northern Ireland Transport Holding Company.

            The Committee was advised that the Council owned the land to the rear of Smithfield Market, which the Department for Regional Development Roads Service (and formerly the Department of the Environment) had been operating as a car park since 1990.  The Director of Property and Projects explained that the former Health, Markets and Meat Plant Committee had, in May 1990, agreed to seek car park operators for the open space at the rear of the market and agreed subsequently, at its meeting on 10th December 1990, to enter into a licence agreement with the Department of the Environment.  The Licence Agreement with the Road Service allowed for a review of the licence payment on 1st December each year, with the agreement being terminable by either party by giving three months notice in writing.

            He reported that negotiations had taken place with Land and Property Services, acting for the Road Service, regarding the licence payment for the period from 1st December, 2012.  The fee was based on the gross annual turnover generated by the car park for the twelve month period immediately preceding any review.  The current licence fee was £64,500 per annum.  The proposed licence fee for the year 1st December, 2012 till 30th November, 2013 was £68,000.

            The Committee granted approval to a Licence Fee of £68,000 payable by the Department of Regional Development Roads Service for the Smithfield Car Park for the year commencing 1st December, 2012.

            (Mr. G. Copeland, City Events Manager, attended in connection with this item.)

            The Committee considered the undernoted report

“1     Relevant Background Information

1.1    The purpose of this report:

·         Is to request approval that Officers issue an Expression of Interest Tender for a content provider for the City Hall Big Screen.

·         If Members approve the above process, seek approval from Members to limit content and operations of the City Hall Big Screen to Council projects until a new screen content/management company is appointed. 

1.2    In April 2010 the Strategic Policy & Resources Committee agreed that a 2012 Olympic Inspired Big Screen be positioned in the grounds of City Hall.  The Screen is part of 22 LED systems located across regional capitals and key cities.

1.3    Up until October 2012 the BBC provided an extensive screen management process, which included local BBC NI input.  However, this entire resource has been drastically reduced and means that anyone wishing to relay images on the screen must have these pre-formatted at their own cost.  Plus technical assistance and camera relays must be sourced and paid for by the event organisers.

1.4    These changes mean that the BBC only provide a limited screen operations service, which is managed from its offices in Birmingham, for all twenty-two screens, with zero input from BBC NI.  This limited service will cease in September 2013.  However, in December 2012 the Council agreed to take part in a joint procurement exercise so a new screen content and management organisation could be found.

1.5    Unfortunately this joint procurement exercise has not taken place as the vast majority of the Big Screen UK network are no longer supportive of such a concept.  This means that come September 2013 the screen will have only BBC News 24 showing and there will be no screen content management system in place.

1.6    Given the above Members are being asked to approve that Officers issue an Expression of Interest Tender on behalf of BCC.  If the Council agree to this any appointment will be based on a zero cost to BCC and possibly the creation of an income stream.  If unsuccessful in this process a further report will be taken to Councillors seeking views on the future of the Big Screen.

1.7    Another difficulty, which the BBC position has resulted in, is an increase in workloads for Officers, in regard to programme, editing and managing screen content.  Therefore, the request to limit screen content and operations to Council projects until a potential new screen content/management company is appointed. 

2       Key Issues

2.1    The BBC has been involved as the content and screen management provider since the screen’s inception.  However, as stated above, there has been a rolling reduction in the BBC’s input to this process, which will formally terminate at the end of September 2013.  This is due to BBC budgetary constraints. 

2.2    The resulting affect, in the BBC’s reduction in services, has meant a significant increase in staff resources from the Council’s City Events Unit, who  ...  view the full minutes text for item 9c

            The Committee noted the contents of a report which provided an update in relation to the Council’s Corporate Accommodation Strategy and:

(i)      noted the findings of the Charted Institute of Public Finance and Accounts initial report on an analysis and high level evaluation of the Council’s existing office accommodation stock and that a business case would now be progressed for the delivery of the most appropriate property solution for the Council’s Corporate Accommodation Strategy, with a further report being submitted to the Committee by November, 2013; and

(ii)     in the context of completing the strategic approach to the Accommodation Strategy, noted the current position regarding Clarendon House which might be of interest given its proximity to the Cecil Ward Building and agreed that it be included as an option within the Strategy, with a further report being submitted to the Committee depending upon any developments in relation to its disposal on the open market.

            The Committee noted that this item had been withdrawn from the agenda.

            (Mrs H. Francey, Good Relations Manager, attended in connection with these items.)

In considering the minutes of the meeting of the Good Relations Partnership of 10th June, the Good Relations Manager drew the Committee’s attention to the minute under the heading “Forum for Cities in Transition Conference” and to the decision of the Partnership agreeing, in view of the valuable work which was undertaken by the Forum in striving for peace and reconciliation in troubled cities, that the Strategic Policy and Resources Committee be recommended to make available an appropriate level of funding to assist in that work.

            She indicated that initially only a small payment of £500 would be required and she recommended accordingly.

            The Committee adopted the recommendation.

            Subject to the forgoing amendment, the Committee approved and adopted the minutes of the meeting of the Good Relations Partnership of 10th June.

            The Committee considered the undernoted report:

“Relevant Background Information

         The Committee will be aware that each year since 2009 the Council has considered requests from the Ministry of Defence to fly the Armed Forces Day flag for a week leading up to the Armed Forces Day itself at the end of June.

         In the first three years, 2009, 2010 and 2011, the Council agreed, in accordance with existing Council policy, that the request to fly the Armed Forces flag at the City Hall be acceded to but that the approval be for one day only.

         In 2012, because a request to fly the Armed Forces Flag was not received until June, a Special Meeting of the Council was held on 21 June which agreed to fly the Armed Forces Flag for the period from 25-30 June 2012.

         In 2013, the Strategic Policy & Resources Committee at its meeting on 24 May deferred making a decision on the matter and the Council agreed at its meeting on 3 June that the Armed Forces Flag should fly from 24-29 June 2013.  The Council discussed the possibility of establishing a policy on the flying of flags, other than the Union Flag, as outlined in the Flag EQIA and the Chairman undertook to request that a report in this regard be submitted.

         Key Issues

         It is clear that there has not been a consensus on this matter among the political parties represented on the Council.

         In 2010, at its meeting on 23 April, the Strategic Policy and Resources Committee had determined that that it did not wish to establish a policy position on the Armed Forces Day flag and that each request should be considered annually on an individual basis.

         Members will be aware that last year the Council undertook a major EQIA on its policy on flying the Union Flag and began a 16 week period of consultation on this last June.

         On 22 June 2012, following  the decision of the Council last year to fly the Armed Forces Flag for the 6 day period, the Equality Commission contacted the Council to comment:

         ‘The Equality Commission notes the press reports of the special meeting of the Council last evening, 21 June, to consider the Armed Forces Day Flag. It will be important that the Council monitors any adverse impacts which would assist the Council in any future consideration of such issues.  In circumstances where this issue may recur annually the Council should screen the policy in line with its Equality Scheme commitments.

         The Equality Commission also notes the ongoing EQIA on the display of flags.  It would of course be preferable if the Council’s settled policy on flags extended to such displays so that any proposal is addressed within the settled policy and not separately discussed in this way.’

         The equality screening which was undertaken in respect of the proposal this year reminded the Council of this, stating that:

         ‘It should be noted that, during the EQIA of the policy on the flying  ...  view the full minutes text for item 11a

            The Committee considered the undernoted report

“1     Relevant Background Information

1.1    Belfast is one of 100 cities around the world to be awarded a Smart Cities Challenge grant - worth an estimated $400,000 in consultancy work– which will provide Belfast City Council and its partners with access to some of IBM`s top experts to analyse and recommend ways Belfast can become an even better place in which to live with an improved quality of life.

1.2     Each city has to work on a different city problem.  The key differentiators for Belfast were the issues of ‘segregation’ and ‘persistent deprivation’.

1.3    A team of 5-6 top ‘IBM experts’ from across the globe will spend 3 weeks looking at a key issue for Belfast [from Mon 16 Sept – Fri 04 October]. They will use analytics and predictive modelling to try to address a city problem and provide a roadmap for building on this and enabling better decisions to be made as a city.  This will be vital to the new function of community planning.

1.4    A range of workshops and meetings have been held both internally and with external stakeholders in an attempt to refine the city’s key problem for this project.  The Health sector have been particularly interested to date.

2       Key Issues

2.1    The ‘aspiration beyond segregation’ project proposes to:

·         Focus on 2 small geographical areas with some of the worst health indicators and to examine the statistics / perceptions and underlying issues including the effect of segregation.

·         The two areas suggested are Upper Springfield / Black Mountain and Inner East, including Short Strand; a population size of 10,000 is considered appropriate;

·         Focus either on Cardio Vascular Disease (worst health indicator in Upper Springfield) and/or Mental Health which is a concern in Inner East.  This decision can only be made following an initial review of the data available, which will happen over the summer months;

·         Look at evidence of what works here and elsewhere;

·         Use predictive modelling and some live interactive approaches, including live data created from a social survey using social media;

·         Determine what services are needed in local areas to address locally specific issues;

·         For Whiterock / Black Mountain - attempt to predict what community assets and services would be placed within the Whiterock Community Corridor – Phase 2.

·         For Inner East the link could be made to the potential for new joined health / educations facilities, the review of facilities at Templemore or any another regeneration scheme for the area.

·         Develop a model and a route map for decision-making on dealing with local disadvantage through better provision of services and facilities.

2.2    The route map could ultimately be used to inform the review of Leisure, the provision of community assets and local investment and regeneration decisions.

2.3    It could therefore not just have potential for BCC but also for other organisations investing in and providing services to the city such as Health and social care, education, BRO etc when collaboratively determining the level and type of  ...  view the full minutes text for item 12a

            (Mr. J Mc Grillen, Director of Development, attended in connection with this item.)

            The Committee considered the undernoted report:

“1      Relevant Background Information

1.1     Members will be aware that BCC through the EU unit has been lobbying for 18 months, to maximise the drawdown of the future NI EU Mainstream Funds for the period 2014-2020.  These funding programmes namely: ERDF, ESF, Peace IV, Interreg V and the Rural Development programme, are currently being designed by the relevant NI Government departments and agencies, and will be open to public consultation during the months of July to September 2013. 

1.2     In preparation for the programme design, and within a very tight timescale, the Department of Finance and Personnel has asked the NI Local Government sector to provide a pipeline of project ideas to help shape their thoughts on what could be devolved for Local Government delivery within the various programmes.  This comes as a result of the BCC lobby and in practice, would mean that a notional allocation of the NI EU Funds would be set for Councils. To draw this down, they would then have to develop strategic integrated plans in partnership with stakeholders and within the new Local Government Reform boundaries. 

1.3     To this end, DFP has set a deadline of 30th June 2013 for all councils (hopefully in their post Local Government Reform clusters) to submit project pipelines of indicative activities based on need and results.

2       Key Issues

2.1     On 30 May 2013, the EU unit held a senior officers ‘project brainstorming workshop to generate BCC project ideas and align these to the future NI EU funding criteria.  The workshop provided a contextual overview of Belfast’s economic challenges, and highlighted real need around addressing employability and skills challenges in the city going forward.  The workshop also covered all EU funding opportunities for council within the forthcoming NI EU programmes named above, as well as the Big Lottery and Heritage Lottery Fund. Indeed it was felt at the workshop that a separate ideas workshop should be facilitated by Programme Managers to focus solely on these two non-EU funds.

2.2     A table circulated for the information of the Members with this report sets out the entire range of project ideas aligned to the EU criteria.   Members are asked to note the pipeline ideas as a flavour of what could be Eu funded to support Belfast City Council’s priorities.

2.3     A summary of these ideas is set out below, showing the link to BCC priorities as outlined in the Masterplan, and the European criteria. There are obviously other BCC priorities such as antipoverty and connected city which can be factored into this, but for simplicity sake the table aligns to the Masterplan in the first instance.

         It is important to note that the new European programmes are written around 11 thematic areas, but NI as a region will only be eligible for activities funded under the themes outlined below:

2.4