Agenda item

            The Director of Development submitted for the Committee’s consideration the undernoted report:

 

“1.0  Relevant Background Information 

 

1.1    This paper is to outline our current non-grant financial support arrangements with organisations who deliver services on our behalf across the city and to seek committee approval to extend the arrangements for 2015/16 in respect of:

 

·        Independently management community Centres

·        Anchor Tenants

·        Service Level Agreement with Play Resource

 

         The report also notes the impact of LGR and proposes related contract extensions.

 

1.2    Current status: Community Services currently supports community development organisations across the city in a number of ways, these include:

 

1.3   The independent community centre model: This facilitates the management arrangements for a number of neighbourhood centres, historically owned by BCC but for which committee have approved a move to community management and associated lease agreements.  These agreements have evolved over a period of time and appear to have been reactive and usually either as an initiative by BCC to address under usage of centres via working in partnership with the local geographical community or as a direct response to community requests.  While the traditional focus of the centres was on sports and recreation activities, input from Community Services staff has supported the development of broader programmes to address community needs.  The range of broad based community programmes varies across each of the independently managed centres, that is, Grosvenor Recreation Centre, Shaftsbury Recreation Centre, Ballymacarrett Recreation Centre, Carrickhill Community Centre, Denmark Street Community Centre and Percy Street Community Centre.

 

         The model comprises a lease agreement with each of the community development organisations with supporting financial resource which is received net of any rent allocation. This financial support is agreed annually by committee report and includes access for groups to our small community grant programme including summer scheme and project grants.  The benefits of the independently managed structure for BCC owned community centres are: 

 

·        greater independence and quicker response to local need.

·        greater opportunities for local people to shape services

·        increased local employment

·        opportunity to access a wider range of grant aid.

·        greater involvement of local people

·        ability to provide services in a more cost effective way than a directly managed facility.

 

1.4    Anchor Tenant support – BCC community centres currently deliver community based services in close association with local community organisations some of whom receive grant support for their own buildings. The Markets Development Agency received revenue grant until 2013 but needed to vacant their premises.  In conversation, it was agreed they should take up office space in the Markets Community Centre as an ‘anchor tenant’.  This arrangement was piloted in 2014 and is currently managed through the centre booking system rather than a formal anchor tenant agreement. The group no longer receive a revenue grant given many of their overhead costs are met by the BCC community centre budget however they continue to receive a small grant to cover other continuing costs such as telephone, insurance, etc. The arrangement has strengthened local relationships and allowed a more targeted delivery programme at the centre and in the locality.  This arrangement has been in place historically with Sandy Row Community Forum and has led to close working relationships in the area.  Neither organisation currently has key holder access although this is being investigated after a request from MDA.

 

1.5    Service Level Agreements – Community Services also has a SLA with Play Resource who recently celebrated their 30th anniversary year and there new status as a charitable social enterprise organisation. Our SLA supports Play Resource to:

 

·        support groups with access to the scrap store and other ‘how to’ resources (quick ideas, recipe cards and on line videos)

·        provide training for those working with children and young people in arts and crafts (e.g. training artists in child protection, dealing with difficult behaviour, working with children with special needs, infant mental health and diversity; arts skills for the sector using workshops for play workers, youth and special needs workers)

·        deliver outreach  programmes (Creative Paths Arts Programme, Arts and Older People Programme, Youth Art Programme and an Early Intervention Arts Programme)

·        support BCC funded summer schemes as a venue for training and the supply of materials

 

1.6    Council funding to Play Resource has provided an opportunity to support strand four of the community development strategy of shared service design and delivery. In the past year an officer led review highlighted areas of community development benefit to Council in supporting Play Resource to further develop their business model as a social enterprise.  It also identified areas for alignment through the SLA to the wider corporate and community development priorities namely:

 

·        Co-ordinate a tailored support package to further progress its social enterprise model for optimum self financing including participation in Economic Development’s social enterprise mentoring programme.

·        Reflecting the learning into the Community Resources toolkit and run a demonstration awareness series with community groups who are considering social enterprise in the community and voluntary sector.  This will allow PRW to highlight their origin, growth and development and raise awareness and inspire other organisations to consider being a social enterprise.

·        Council’s funding supports dedicated service delivery for Belfast members only e.g. subsidising a Belfast membership rate. In turn we encourage the organisation to seek funding from other councils to supplement the membership rate for the rest of the region.

·        A single council corporate membership as part of the SLA (previously a number of services had individual PRW membership costing approximately 2k additional to the SLA)

·        Realise benefits to address Council’s corporate priorities from their innovative recycling model for a low carbon city via recycling affordable resources to support development in local communities and with groups across Belfast aligning more effectively to Council’s other ambitions in addressing the poverty/ deprivation agenda.

 

1.7    New Council 2015: Service convergence has identified a number of assets for which responsibility will transfer to Belfast City Council from Castlereagh and Lisburn. These include 5 directly managed centres from Castlereagh including Cregagh Youth & Community Centre, Clonduff Community Centre, Braniel Community Centre, Tullycarnett Community Centre and Downshire Hall. 

 

         There are also a number of leases and 2 of these include related financial support:

 

                                        I.          Sally Gardens: historical negotiations between Poleglass Community Association and Lisburn City Council have been deferred pending LGR. The organisation is keen to progress the transfer of land and buildings to BCC with a return lease arrangement and officers will continue to explore this ambition and report to committee. In the interim, and to ensure business continuity, Community Services intend to continue the revenue contract with the group. This historical LCC contract provides revenue support of £36,000 for overhead costs in relation to the provision of a ‘satellite’ facility. It is envisaged that any amended arrangement would see the facility move to BCC as an independently managed centre.

 

                                       II.          Fullerton Park Pavilion: the lease will be managed by Parks however Dunmurry Community Association currently deliver community based programmes from the Pavilion and have a standing contract with LCC for £6,500 which supports their core overhead costs.

 

2.      Key Issues

 

2.1    Future support to the sector:  Community Services have a number of models for supporting the sector as outlined above. There are a number of change factors including LGR and changes in the funding environment which will impact on the way in which this support is provided in the future. In preparation for our new power and transferring functions, and to inform provision in the extended boundary area, it is proposed that Community Services develop an outcome based strategy and framework for Community Centre provision  in the city which should include consideration of the most suitable management arrangements. The strategy and framework should be aligned with and inform the council’s future policy and guidance on the transfer of assets to community management and/or ownership.  A separate paper, including a more detailed terms of reference for this proposal, will be presented to committee in April. 

 

         Additionally, it is further proposed that Community Services adopt the following approach:

 

2.2    Retain the independently managed community centre model for 15/16: The managing community organisation receives a financial award from BCC to manage the centre.  The award is paid net of any allocated rent charged by council as previously agreed by the Community and Recreation subcommittee of 7th March 2006.  Each group is monitored bi-annually with funding released on approval of the appropriate monitoring returns. A dedicated officer is assigned to both ensure compliance to all requirements and to provide ongoing community development support. As BCC retains ownership of the buildings, all non minor maintenance is undertaken by BCC Property Care.  This arrangement ensures that each centre/asset is maintained to a high standard and that high quality services are provided whilst allowing the managing group the ability to respond to local need and access external funding to improve both the building and service provision.

 

         Officers suggest this arrangement should apply to the following organisations for April 2015-16:

 

·        Shaftsbury RC – Lower Ormeau Residents Association

·        Grosvenor RC  - Roden Street Community Development Association

·        Ballymacarrett RC – Connswater Community and Leisure Services ltd.

·        Carrickhill CC – Carrickhill Residents Association

·        Denmark Street CC – Denmark Street Community Centre

·        Percy Street CC – Lower Shankill Group Welfare

 

2.3    Review of independently managed centres during 15/16: In order to inform future support, officers will complete a review of the current model and present any recommendations to committee. The review will consider current management arrangements and capacity, outline programme performance and complete a cost-benefit analysis. 

 

2.4    Retain the Service Level Agreement Model: Officers recommend the extension of the current SLA with Play Resource during 15/16 and throughout this period support the organisation to further develop their business model as a social enterprise and support the identified areas for alignment with wider corporate and community development priorities.

 

2.5    Retain the Anchor Tenant Agreement: To retain the arrangement with Sandy Row Community Forum and Markets Development Agency, as well as reviewing the anchor tenant arrangements in place within the transferring facilities with the aim of working towards standardisation of agreements. 

 

3.0    Resource Implications

 

         Financial implications

 

Centre	15/16 Cost
Shaftesbury Recreation Centre	£55,183.00
Grosvenor Recreation Centre	£55,183.00
Ballymacarrett Recreation Centre	£55,183.00
Carrickhill Community Centre	£33,110.00
Denmark Street Community Centre	£20,806.00
Percy St Community Centre	£8,830.00
Sub - total	£228,295.00
Sally Gardens	£36,000
Fullerton Park	£6,500
SLA Play Resource	£31,209
Total requested for approval	£302,004.00

 

4.0    Equality and Good Relations Implications

 

         There are no Equality and Good Relations implications attached to this report

 

 

5.0    Recommendations

 

         Committee is asked to note the contents of this report and agree to:

 

ii       The continuation of current funding arrangements for the Independent Centres 2015/16 with one year extension if required.

iii     The continuation of the Service Level Agreement with Play Resource into 2015/16 with one year extension if required.

iiii    The retention of the anchor tenant arrangement and to review arrangements for the LGR transferring facilities with a view of standardising future agreements.    

ivi    Note the intention to develop an outcome based strategy and framework for community centre provision in the city.”

 

            The Committee adopted the recommendations.