Agenda and minutes

            An apology for inability to attend was reported from Alderman Newton.

            No declarations of interest were reported.

            The Committee considered the undernoted report:

“1           Purpose of Report

1.1                 The purpose of this report is to present to Committee the half year update report on year 2 of    the Investment Programme.

2             Background

2.1          At their meeting in June Members approved the year 2 implementation plan for the Investment Programme.  This report provided project briefs detailing milestones and actions for all the key projects and it is this document that Chief Officers use to performance manage the delivery of the Investment Programme.  A key aspect of the performance management arrangements is regular reporting to Committee and over the past few months members have received updates on a number of individual projects as well as details of spend and approvals within the capital programme.  The Committee will receive a further detailed capital programme update and stage approval report at this meeting which should be considered in conjunction with this report. 

2.2          This report now sets out the half year update on all the key projects in the Investment Programme. 

3             Delivery of the Investment Programme

               Year 2 – Key Highlights

3.1          The Investment Programme has projects and commitments across the four strands of Physical Investment; Economy; People, Communities and Neighbourhoods; and Value for Money.  Details on the progress of all the physical projects (capital programme and LIF projects) have been circulated. The key highlights are listed below.

3.2          Physical Programme

3.2.1        In the Investment Programme we committed to investing £75 million in council facilities for local communities

·        £20 million in partnership projects which will contribute to city regeneration

·        £50 million levered from Europe and other sources to provide key economic infrastructure projects; and

·        £5 million in smaller local regeneration projects

To date we have levered in a £29 m with the total due to be levered in above target at nearly £70million. A list of all schemes where funding has been agreed in principle and /or secured have been circulated.

Capital Programme

3.2.2        Significant progress has been made in the delivery of the physical development element of the Investment Programme since June 2013.  This has included completion on a wide range of projects  including –

·        the opening of the £3m upgrade at Mary Peter’s Track which included a new eight-lane track, a revamped field events area and spectators stand. The new track, the same as the one laid in the Olympic stadium in London, now meets the highest international standards for athletic events

·        the opening of £4million refurbishments at Dunville and Woodvale Parks, which were match funded by the DSD.  The refurbishments included a new 3g pitch and changing accommodation, new play areas, new paths, fencing and artwork

·        the installation of the new £200,000 John Luke Bridge in Clement Wilson Park which was officially opened on 15th November

·        the development of the £487,000 Mountain Bike Trail at Barnett’s Demesne in partnership with SportNI and Lagan Rural Partnership

·        the £470,000 new pitch at the Hammer Complex which was developed in partnership with SportNI

·        In addition work is  ...  view the full minutes text for item 2a

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

“1.0         Relevant Background Information 

               Role of the Area Working Groups

1.1          Members are aware that the Area Working Groups (AWGs) were established last year as a means of connecting Members to local areas in preparation for their role in community planning under the Reform of Local Government. In governance terms, the AWGs were established to have an advisory role, informing the implementation of the Investment Programme.  It was agreed that the AWGs would have no delegated authority and no budget.

1.2          Since this time, the AWGs have played an integral role in recommending investment decisions for their areas in terms of the Local Investment Fund, the Feasibility Fund and Local Interventions Funds to the SP&R Committee. It was also previously agreed at SP&R last November that the AWGs would play a central part in the decisions related to the Belfast Investment Fund (BIF) given their knowledge of local areas and projects.

1.3          This report should be read in conjunction with the ‘Investment Programme Half Year Update’ report which is also on the agenda at today’s Committee. Members are asked to note Property & Projects is happy to facilitate site visits for Members/Party Groups to any of the Council physical projects (including those funded under the Capital Programme and LIF) as they may help inform future investment decisions under BIF.  

2.0          Key issues

               Belfast Investment Fund – Update

2.1          Members will be aware the Belfast Investment Fund (previously the City Investment Fund) was established to enable the Council to take a lead role and work in partnership to deliver key investment projects across the city.  Members have been updated at Committee in September and October on the objectives of the BIF and its approval processes. These are reattached at Appendix 1 and 2 respectively for Members’ interest. This approval process reflects the Stage Approval process that SP& R has previously agreed that all Council capital projects must go through whereby decisions on which projects progress are taken by SP&R Committee in its role as the Council’s investment decision maker. The first stage of this process is the development of a Strategic Outline Case (SOC) which will test the four abilities of the projects – i.e. feasibility, deliverability, affordability, sustainability.

2.2          The SP&R Committee has already agreed recommendations from the South, East, West and Shankill Area Working Groups in relation to BIF.  Since this meeting the North Area Working Group has also shortlisted a number of emerging BIF proposals. These are outlined in the Table below for Members.

2.3         

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

            The Committee was reminded that it had agreed previously the urgent need for fundamental change in its Leisure Services, with a focus on delivering better health outcomes and improved value for money.  In a report which had been considered by the Committee in March, 2013, three potential business delivery models had been outlined:

·     transformed in-house direct service operator;

·     non-profit distributing organisation (NPDO); and

·     private sector partnership.

            The in-house “status quo” option had been ruled out as a result of an agreement to seek £2 million efficiency savings from the Leisure Service budgets, which was to be delivered by 1st April, 2016.  That had been agreed by the Committee in June when it had set a £105 million capital expenditure affordability limit for the Leisure Transformation Programme.  The Committee was advised that work was now underway to develop the three business model options, with the intention that the report thereon being submitted to the Committee in December in order that it could specify a preferred business operating model.  The options report would provide information on the costs, benefits and sustainability of the three delivery models.

            The Director of Parks and Leisure explained that, in order to inform the Committee’s decision on the preferred business model, a number of strategic criteria had been prepared so that Members could examine the three models and assess which delivery model offered the most potential for delivering the political ambitions for the Leisure Transformation Programme.

            The strategic criteria would be used as a framework for discussions at a workshop to be held on 6th December.  At that workshop, external consultants would outline the detail of the three options under consideration and support Members to select their preferred option.  The objectives of the workshop were:

·        to examine future business model options for delivering leisure services in Belfast;

·        to identify a preferred business model for presentation to the Strategic Policy and Resources Committee for its decision; and

·        to understand the legal implications of the decision and a route map for implementation.

            An additional session would also be held on the evening of 5th December.  Those events would inform the formal recommendation to the Strategic Policy and Resources Committee on 13th December.  He pointed out that all Members of the Committee and the Parks and Leisure Committee would be invited to attend.

            The Committee agreed to the holding of the workshop and additional session and noted the strategic criteria.

            The Committee considered the undernoted report:

“1.0         Relevant Background Information 

1.1          Members will be aware that we are now in the midst of the Local Government Reform (LGR), with key decisions having been made in regards to the timing of elections to Shadow Councils and the transfer of new functions and powers to the Council. The Local Government Bill, which will bring about significant governance and operational changes for local government, is currently making its way through the NI Executive. Members should note the following key milestones :

·        Inaugural meeting of Belfast Statutory Transition Committee on 10 December 2013

·        Shadow Council elections 22 May 2014

·        New Council operational 1 April 2015

1.2          In 2015 the Council will be responsible for planning, regeneration and community planning on behalf of the city and at the same time the city’s boundary will be extended; welcoming around 56,000 people, 22,000 households and 1,000 businesses into the new Belfast.  This is a once in a generation transformation programme and we have under 200 days remaining until elections to the Shadow Council and just over 500 days to deliver the foundations for the new Council becoming operational and delivering the new functions and powers.

2.0          Key Issues 

2.1          Members will be aware that Local Government Reform represents the biggest change to impact upon the Council since 1972 and is a highly complex programme of work with many uncertainties and inter-dependencies. This report attempts to articulate a recommended approach to the delivery this programme and the resources required to support this. 

2.2          Members will appreciate that the LGR work is being taken forward alongside maintaining current business as usual, the delivery of the £150m Investment Programme, the £105m Leisure Transformation Programme, and the £20m Efficiency Programme.

               What does the LGR programme of work involve?

2.3          In a simplified form, the following sets out what the Council needs to do to deliver the LGR programme and ensure the organisation is in a state of readiness to manage the change.

·       Get the Statutory Transition Committee (STC) up and running

·       Decide on what governance arrangements will work best for the new Council

·       Recruit the new Chief Executive

·       Work out how best, within financial limits, to deliver services to the areas moving in from Castlereagh and Lisburn councils

·       Transfer people and assets from Castlereagh and Lisburn councils

·       Develop a physical programme of projects for the new areas transferring

·       Consider the impact of Leisure Transformation Programme for those areas transferring

·       Agree a rates convergence scheme for transferring ratepayers

·       Communications and engagement with new ratepayers

·       Transfer of money, people and assets from central government attached to the new functions and powers

·       Be in a position to deliver transferring services from central government e.g. planning and regeneration

·       Work out how best for the city the new powers of planning, regeneration and community planning will be exercised

·       Run the elections in May 2014 

·       Develop and implement a major capacity building programme for Members

·        Assess the impact of all of these on the new organisation in  ...  view the full minutes text for item 3a

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

“1     Relevant Background Information

1.1 There are a number of strands of work being taken forward at present to prepare for the transfer of several new functions to the Council as part of the Local Government Reform (LGR) programme.  A number of these functions are closely related including urban regeneration and community development, statutory planning and local economic development responsibilities.  The introduction of the new Community Planning framework will also be a significant factor when considering a future regeneration policy development.

1.2 Initial work has focussed on developing a baseline position for these functions insofar as the information that can be verified at this stage.  This has begun to identify some of the key strategic issues which need to be given focused consideration in moving towards transfer.  In relation to urban regeneration, this includes the need to effectively balance business continuity at point of transfer on 1st April 2015 with the opportunity to deliver a ‘transformed’ and integrated place shaping agenda over the longer-term (i.e. from 2017).

1.3    The transfer of a range of functions as part of LGR, including responsibilities for regeneration and statutory planning, offers an unprecedented opportunity for the Council to address these challenges in a more co-ordinated and productive way.  The Council will be able to lead the development and implementation of localised policies which stimulate investment, create jobs and support sustainable growth in the local economy. As a result the new Council will be able to pro-actively influence investment, tourism, development and regeneration across the city.

2       Key Issues

2.1 The Department of the Environment expect each of the 11 new Councils, as part of their new statutory planning function, to develop and adopt new local Development Plans for their area by 2017.  Development Plans apply regional policies at the local level, setting out the policy framework and land use proposals that will be used to guide development decisions within the local area.

2.2 The statutory planning policy context for Belfast will be set out in the Belfast Metropolitan Area Plan (BMAP), which is due to be published before the transfer of the planning functions in 2015.  This new BMAP, on adoption, will formally replace the existing Belfast Urban Area Plan 2001 as the statutory Development Plan for the City.  Although yet to be adopted, the significant delay in formally approving BMAP means that it is already dated.

2.3 Whilst many of the localised neighbourhood-level policies may still be considered relevant, the economic circumstances have changed significantly since BMAP policy was drafted. It is therefore recognised that those elements of the plan relating to the City Centre in particular are in need of review and policies revised to account for the economic downturn, changes to consumer patterns, the high level of vacant properties and take account of emerging projects planned for the city such as the relocation of the University of Ulster.

2.4 As a result of the LGR the Council will have  ...  view the full minutes text for item 3b

            The Committee noted the minutes of the meeting of the Budget and Transformation Panel of 15th November.

            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. It also provides a more detailed explanation of each of the relevant indicators covering outturn for the quarter, payment of creditors, recovery of debt and procurement compliance.

2.0    Key Issues

2.1    Current and Forecast financial Position 2013/14

         The financial position for Quarter 2 is a net departmental under-spend of £911k (1.5%). The forecast year end departmental position is an under-spend of £644k (0.5%) which is well within the acceptable variance limit of 3%. Members should note that the forecast includes cover for the committed funding of £250k for the NI Hospice.

2.2    Capital Financing

         The capital financing budget is £10.14m. This budget is forecast to break even and will be used to finance the capital programme and feasibility work to support the Investment Programme. A detailed half year capital programme report is included on the agenda.

2.3    Rate Income

         The quarter 1 forecast by LPS was that BCC would have a favourable outturn of £1.m. The quarter 2 forecast was initially set at £900k favourable, but this has recently been adjusted to £395k favourable, following the settlement of a major rating appeal.

2.4    Reserves

         The general reserves balance at the start of the financial year was £13.3m. Based on the forecast movements included in this report general reserves are expected to be just over £13m at the end of the financial year.

2.5    Investment Programme

         Committed expenditure approved by the Strategic Policy and Resources Committee for the 3 year Capital Programme stands at £43.753m, leaving £31.247m of schemes within the 3 year programme at the uncommitted or emerging project stage. A half year investment programme update report is included on the agenda.

2.6    Committed expenditure on LIF projects currently stands at £5m. At the end of quarter 2, actual expenditure was £297k and 33 of the recommended projects, totalling £2.062m, have progressed through the due-diligence process.

2.7    The amount of levered external funding for the Investment Programme which has been agreed in principal is £69.905m, with £19.053m of these funds confirmed through letters of offer.

2.8    Actual capital expenditure for the period was £3.5m, while non-recurring expenditure was £0.4m.

2.9    Other Financial Indicators

         The percentage of average for debt under 90 days old increased during the quarter to 57.3% which was below the target of 65%. However the overall debt reduced from £3.8m to £3.4m during the quarter.

2.10   The average number of creditors paid within 28 days for quarter 2 was 78.3%, compared to a target of 80%

3.0    Resource Implications

3.1    The forecast year  ...  view the full minutes text for item 4b

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

“1       Relevant Background Information

1.1    This report provides an update for Members on the development of the 2014/15 revenue estimates, in line with the summary of the rate setting process for 2014/15 outlined in Table 1 below.

2       Key Issues

2.1    The report is presented in the context of the commitment given by Members, as part of the Investment Programme, that the Council would set a district rate at no more than the rate of inflation. The Consumer Prices Index (CPI) annual inflation stands at 2.2 per cent in October 2013, and is forecast by the Bank of England to be around 2.0% in 2014.

2.2    Departmental Estimates – This is the money required by departments to deliver services and typically covers expenditure on headings such as salaries, supplies and services. The departments have all completed their estimates for 2014/15 and the outcome is that an increase of £1,295,800 (1.00%) is required for 2014/15.

2.3    This increase comprises of the net effect of the following factors:

·      Departments will incur £3m of uncontrollable costs as summarised in table 2 below. This includes provision of a central budget to cover the potential for a 1% pay rise.

·      £1.7m of planned savings have been removed from budgets as part of the Council’s efficiency programme.

Table 2: Uncontrollable Costs

            Capital Expenditure Plans

2.4    Capital Programme: This is used to pay for enhancements to existing council assets or for the provision of new assets owned by the council. The capital programme is financed through an annual budget of £10.14m and this budget is sufficient to meet the spending plans included in the council’s investment programme and therefore no increase to the capital financing budget is required for 2014/15.

2.5    Leisure Capital Transformation Financing: This will be used to pay the £38m for the first phase of Leisure capital investment in Olympia and Andersonstown. The annual financing budget of £3.23m has been provided through the agreed transfer from the annual Belfast Investment Fund contribution meaning that no increase is required for 2014/15. 

2.6    Belfast Investment Fund: This is used to finance investment package schemes for non-council assets. The current annual contribution to the fund of £2.77m will ensure that £20m of Belfast Investment Funding is available by 2014/15. There is therefore no requirement to increase the current level of contribution to the Belfast Investment Fund during 2014/15.

2.7    Local Investment Fund – This is used to fund neighbourhood capital projects for non-council assets. The £5m fund has been fully financed and there is therefore no requirement to make additional contributions through the district rate during 2014/15.

2.8    Reserves – The council’s general reserves position at the year end is forecast to be at least £13m by the end of 2013/14. Given the uncertainty surrounding the financial  ...  view the full minutes text for item 4c

            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 –

§  proposed recommendations for movement between the Capital Programme stages

§  projects requiring additional resources and/or approval to go to tender

§  proposals in relation to next steps for the Capital Programme including the potential for the placing of a moratorium on any new  

         This report should be read in conjunction with the ‘Investment Programme – Half Year Update’ report which is also on the agenda at today’s meeting as this contains an update and photos of capital projects which have been completed or which are underway/planned.  As highlighted the Property & Projects department is happy to arrange site visits for Members/ Party Groups to Council funded capital project (capital programme, LIF and emerging BIF). 

2.0    Relevant Background Information

         Rolling Capital Programme 2013/14 onwards

2.1    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.

2.2    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. There are 4 Tiers under this Stage including –

§  Project which are completed (Stage 3 - Tier 3);

§  Projects which are at construction stage (Stage 3 – Tier 2);

§  Projects at tender preparation stage (Stage 3 – Tier 1) or

§    Schemes at risk (Stage 3 – Tier 0) – which are normally schemes seeking external funding and are still awaiting letters of offer (LOO) (i.e. ERDF applications) but that need to be progressed to tender preparation stage in order to meet tight funding deadlines or projects which have outstanding project issues to resolve.  Members are asked to note that no construction contracts will be awarded on these projects until a LOO is in place or that any other outstanding issues have been resolved

§Uncommitted projects (Stage 2) –projects where a Strategic Outline Case (SOC) has been agreed by Committee and work on the project is being progressed through the development of an Outline Business Case (OBC), but they have not yet been developed to a stage where permission could be sought from SP&R to proceed to tender. 

§   Emerging proposals (Stage 1) –proposals which require completion of an SOC before they could be considered further  ...  view the full minutes text for item 4d

            The Committee considered a report which provided an update on the value-for-money review of security arrangements for the Council.

            After discussion, the Committee granted approval for:

(i)      the Head of Facilities Management, in conjunction with Corporate Human Resources, to undertake a trawl for expressions of interest in voluntary redundancy among the employees likely to be affected by the review of Security in order to ascertain the number of employees who might wish to be released on a voluntary basis; and

(ii)     the Director of Finance and Resources and the Director of Property and Projects to provide a further update to Members in relation to Security as part of their monthly Party Briefing sessions which were scheduled for November and December.

            The Committee was advised that the undernoted requests for the use of the City Hall and the provision of hospitality had been received:

            The Committee was advised that advance notification had been received in relation to the Local Authorities Members’ Association Spring Seminar which would be held in Monaghan on Friday, 31st January and Saturday, 1st February, 2014.

            The Democratic Services Manager reported that the theme of the seminar and details of the keynote speakers were still being finalised and details were not available at this stage.  He pointed out that the Council had been represented at the Association’s events for a number of years and participants had felt their attendance provided them with a valuable opportunity to meet with Local Government representatives from throughout Ireland to discuss issues of mutual interest and concern.  The total cost per delegate attending would be £540.

            The Committee authorised the attendance at the Local Authorities Members’ Association Autumn Seminar 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 of each of the Parties on the Council not represented by the aforementioned Members.

            The Committee was advised that correspondence had been received from the Somme Association enquiring if the Council would wish to be represented on the 2014 Pilgrimage to the Somme from 20th June until 2nd July, 2014.  The Somme Pilgrimage, to mark the 98th Anniversary of the Battle, would follow the route taken by both the 36th (UIster) and 16th (Irish) Divisions during their service in the First World War.  Services of Commemoration would be held in both Thiepval and Guillemont, in addition to attendance at the Last Post Ceremony at the Menin Gate, Ypres.  The cost per delegate attending the tour would be approximately £600 per person.

            The Committee approved the attendance on the tour of a representative of each of the Political Parties on the Council and the Chief Executive (or his nominee) and authorised the payment of the appropriate travel and subsistence allowances in connection therewith.

            The Committee agreed further that officers investigate the possibility of the Council making alternative arrangements for attendance at the 2014 Somme Pilgrimage.

            The Committee was advised that notice had been received in relation to the Northern Ireland Local Government Association Annual Conference and Exhibition to be held in La Mon House Hotel on 27th February, 2014. 

            The Democratic Services Manager reported that the Council was usually represented at the conference each year and that the event would focus on “Local Councils – Democracy, Civic Pride and Sustainable Development”.  In addition to the Annual Conference, the Northern Ireland Local Government Awards for 2013 would be held at the event.  Should the Council be included in the list of finalists for the awards, it would receive two free tickets for that part of the event.  The cost of attendance at the Conference, Exhibition and Awards Ceremony was £168 per person and a 5% discount would apply to any bookings made by the end of November.

            The Committee approved the attendance at the Annual Conference, Exhibition Awards Ceremony of the Chairman, the Deputy Chairman, the Council’s representatives on the Northern Ireland Local Government Association and the Chief Officers (or their nominees).

            (Mrs. J. Minne, Head of Human Resources, attended in connection with these items.)

(With the exception of the Head of Human Resources, the Head of Finance and Performance and the Senior Democratic Services Officer, all other officers left the meeting whilst this item was under discussion.)

            The Head of Human Resources submitted for the Committee’s consideration a report in relation to the recruitment and selection of the Chief Executive for the new Council.

            She pointed out that the purpose of the report was threefold:

·        to update the Members on the recruitment and selection arrangements to appoint the Chief Executives of the 11 new Councils;

·        to advise Members on the remuneration recommendations from the Joint National Council (JNC) on the salary bands for the 11 new Chief Executive posts and the existing Chief Executives in respect of their additional workload on Local Government Reform and the JNC recommendations; and

·        to make proposals regarding the release of the existing Chief Executive through the Review of Public Administration Staff Severance Scheme for Local Government given the time frame to recruit a new Chief Executive for Belfast City Council.

            The Head of Human Resources outlined the main aspects of the report and, after discussion, the Committee:

(i)    noted the arrangements for the appointment of the new Chief Executives and that a report on the matter would be submitted to the first meeting of the Belfast Statutory Transition Committee on 10th December, 2013;

(ii)    agreed to award the current Chief Executive three increments for significant additional duties on Local Government Reform as set out in the JNC circular of 18th November, 2013, with an effective date of 1st March, 2012;

(iii)   agreed to adopt the Review of Public Administration Severance Scheme, as recommended by the Local Government Reform Joint Forum, for Belfast City Council’s Chief Executive, using 31st March, 2015 as the effective date for calculation purposes;

(iv)   agreed that, given the timeframe for appointing the new Chief Executive and Belfast City Council’s “one-off” particular circumstances an earlier release date for the current Chief Executive (depending on the appointment date and handover period of the new Chief Executive).  That would reduce the overlap period of two Chief Executives being in post at the same time and thereby alleviate the significant potential for confusion and organisational disruption in the run up to the new Council coming into place; and

(v)   agreed also to make the necessary personal loss of earnings compensatory payment to the current Chief Executive for each month of his early release allowing him to be released from Council at a mutually agreed date while achieving efficiencies of approximately £6,800 per month.

            With the exception of the Senior Democratic Services Officer, all Members of staff left the meeting whilst this item was under discussion.)

            The Committee was reminded that the Town Solicitor and Assistant Chief Executive had retired on 31st October, 2013.  At its meeting on 20th September the Committee had agreed that the two main functions of his role – the provision of the legal function for Belfast City Council, that is, the Town Solicitor element and the day to day management of the Chief Executive’s Department, that is, the Assistant Chief Executive element, would be covered on an interim basis by payment of honoraria to appropriate officers.

            The Committee had agreed that the Legal Services Manager would undertake the higher-level additional duties associated with the role of interim Town Solicitor and that expressions of interest would be sought from relevant officers within the department to undertake the duties associated with the role of interim Chief Executive.  The Committee had agreed further that, should more than one officer express an interest in that role, a merit based selection process would take place in accordance with the principles of the Local Government Staff Commission’s Code of Practice on Recruitment and Selection.

            The Committee was advised that two officers had expressed an interest in the role and there would be a merit-based selection process, that is, structured interview.  The Selection Panel should comprise the Chairman of the Strategic Policy and Resources Committee (or his nominee), the Deputy Chairman (or his nominee), and an Elected Member from another Political Party, the Chief Executive and a Director.  The Selection Panel must comprise men and women and be representative of both main communities in Northern Ireland.

            The Committee agreed that the Chairman (or his nominee) and the Deputy Chairman (or his nominee) be appointed to the Selection Panel to appoint the interim role of Assistant Chief Executive.

            Moved by Councillor Jones,

            Seconded by Councillor Hendron,

      That Councillor Hendron be appointed as the third Member of the Selection Panel.

Amendment

            Moved by Councillor Attwood,

            Seconded by Councillor Mullan,

      That Councillor McCarthy be appointed as the third Member of the Selection Panel.

            On a vote by show of hands nine Members voted for the amendment and nine against.  As there was an equality of votes, the Chairman exercised his second and casting vote against the amendment and it was accordingly declared lost.

            The Committee accordingly agreed that Councillor Hendron be appointed as the third Member of the Selection Panel to appoint the interim role of Assistant Chief Executive.

            The Committee considered the undernoted report:

“1       Relevant Background Information

1.1    Members will be aware that the Civic HQ Unit manages the reception and telephonist staff in a number of council properties, and also manages the City Hall public and private tour service, liaises with function organisers in relation to civic and non-civic functions in the City Hall and provides a ‘client’ role for most city-centre council properties.

1.2    Members will also be aware that the Property & Projects Department is in the process of carrying out service reviews on most aspects of its current operations, with a view to improving services and identifying efficiencies where possible. Reviews of the Procurement, Security, Project Management, Fleet Management, Business Support and Property Maintenance units have already been carried out in this regard.

1.3    The Civic HQ unit has not been reviewed from a structural or functional perspective in the last ten years, and it is the department’s belief that the current structure, functional arrangements and existing job descriptions have become outdated and unfit for purpose. This has become more evident since the re-opening of the City Hall in 2009 and the changes in its business environment, most notably:-

·       a sustained 40% increase in tours & tourists;

·       a sustained 22% increase in civic and non-civic functions;

·       the requirement to provide reception cover in additional buildings such as Adelaide exchange;

·       an enhanced ‘client’ role in terms of the upkeep,  maintenance and servicing of the council’s principal civic buildings;

·       new ‘client’ responsibilities for the Duncrue and ISB/Seymour House sites from 2013/14 onwards;

·       new responsibilities in terms of managing access-control systems and a potential increase in the incidence of such systems;

·       increasing use of the East exhibition space and the City Hall grounds;

·       increased workload in tours, access control and aspects of functions work are being covered via agency and or overtime arrangements;

·       potential additional responsibilities for new city-centre council accommodation and enhanced memorabilia and tour offerings;   and

·       the transfer of telephony responsibilities to Digital Services.

1.4    Consequently, permission for a structural review was sought and granted by CMT in June 2012. The review was carried out in-house with Corporate HR support , and the review’s findings and recommendations were endorsed by CMT in November 2013. However the review’s recommendations require the approval of the Committee under the current Scheme of Delegation.

1.5    The structure proposed (see Appendix 1) recognizes the changes in the unit’s business environment in terms of increases in tours and tourists, increases in the scale and scope of function-management activity and liaison needed and the increasing requirements in terms of the use of access-control systems etc.

1.6    The structure consists of 2 main strands, with the public-facing tours and functions work comprising one strand and the largely internal civic services (reception, telephony, access-control, handyperson etc) comprising the other, with both strands co-operating to deliver the ‘client’ role at variety of sites (now incl. both ISB & Duncrue).

1.7    The review also recognizes that the job descriptions, duties and rostering arrangements in relation specifically to Reception  ...  view the full minutes text for item 6c

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

“1       Relevant Background Information

1.1    Members will be aware that the Property Maintenance Unit delivers planned and reactive maintenance to all council properties, using a mix of in-house and externally-contracted resources.

1.2    Members may also be aware that the scope of statutory duties affecting council properties continues to increase across a wide range of disciplines, most notably legionella monitoring & remedial works, management of asbestos, disability-access provisions, fixed wiring, emergency lighting and portable appliance testing etc.

1.3    This increased statutory regulation is in addition to the provisions of the Corporate Manslaughter Act 2007, which members will be aware has already been used to prosecute councils which have failed to meet statutory standards.

1.4    The council’s responsibilities in relation to statutory compliance continue to grow as projects come to completion under the Investment Programme and other capital initiatives (and of course there is the potential for a significant increase in properties transferred under the Local Government Reform process).

1.5    In addition, the whole area of property maintenance is an inherently risky environment and the management of health & safety on-site is an increasing concern. Many of the projects carried out by the unit will, because of their scale and scope, trigger the provisions of the updated Construction Design & Management Regulations 2007 (CDM) in terms of site-specific health & safety plans, and of course the development of detailed, site-specific risk assessments is increasingly necessary, not least to protect the organization against personal injury and/or employers’ liability litigation.

1.6    Currently a single post-holder is responsible for the planning and management of the inspection and remedial works regime for all compliance-related work, while the CDM and other health& safety aspects are delivered on a scheme by scheme basis by project managers so far as possible. It is felt that this situation must now be rationalised and improved through the introduction of 2 new dedicated posts to the unit’s structure. The creation of these posts has been endorsed at CMT but the current Scheme of Delegation requires that Committee approval be obtained as they are new posts.

1.7    The first proposed post is that of Maintenance Officer (Safety); this post-holder’s role will be to manage and co-ordinate all CDM, risk assessments and other health & safety work across the unit. The second post is that of Maintenance Assistant (Compliance), and the post-holder’s role will be to assist the Maintenance Officer (Compliance) to manage the increasing compliance workload in order to minimise risk to the council.

1.8    In terms of management of these posts it is proposed to make changes to the current management reporting lines within the unit. Given the synergies and similarities between many of the compliance and health & safety elements of the work, it is proposed that both of the new posts will report to the Maintenance Officer (Compliance) and that this post be re-named Compliance & Safety Officer. In addition, it is proposed that the post of Technical Assistant which currently reports to  ...  view the full minutes text for item 6d

            The Committee was advised that the Parks and Leisure Committee, at its meeting on 14th November, had approved the letting of first floor offices at the Stables, Sir Thomas and Lady Dixon Park, subject, in accordance with Standing Orders 46 and 60, to the approval of the Strategic Policy and Resources Committee.

            The Committee granted the approval sought. 

            It was reported that, in accordance with the authority delegated to him, the Director of Property and Projects had let the following units at Smithfield Market:

·        Unit 23 – James Connolly, 4 Hillview Court, Belfast, at a cost of £165 per month for the purpose of the sale of electronic cigarette kits and accessories;

·        Unit 1 – Toufik Tismelane, 35 Ashley Avenue, Belfast, at a cost of £155 per month as a phone repair shop;

·        Unit 13/14 – James Gilliland, 4 Oranmore Drive, Belfast, at a cost of £750 per month for the retailing of antiques and collectible toys;

·        Unit 35 – Patricia Moore, 68 Sunnyside Street, Belfast and Leanne Hill, 16 The Boulevard, Belfast, at a cost of £420 per month for use as a nail bar;

·        Unit 22 – Wayne Kerr, 79 Eastway, Newtownabbey, at a cost of £165 per month for bespoke mounted and personalised prints; and

·        Unit 21 – Jacqueline Maxwell and Paul Wigham, 65 Glenbank Drive, Belfast, at a cost of £250 per month for use as a home brew store.

Noted.

            The Committee was reminded that, at its meeting on 21st September, 2011, it had approved the lease of an area of land at Linen Gardens to NI Water for the installation of an underground combined sewer chamber.

            The Director of Property and Projects reported that NI Water now required a power supply for the pump at the new underground combined sewer chamber and, to facilitate its request, NIE required the Council to complete a standard Wayleave Agreement for approximately 6 metres of low voltage underground cable on the Council’s land to supply the NI Water pillar at Linen Gardens.

            The Committee granted the approval of a wayleave to NIE for a low voltage cable at Linen Gardens.

            The Committee was advised that a request had been received from Invest NI to hold its Board meeting in the City Hall on 19th February, 2014.  It was part of a move to hold the organisation’s Board meetings outside of its headquarters and at key locations across Northern Ireland.

            Invest NI had requested the use of the Reception Hall, as well as one Committee Room, to host a networking lunch from 12.00 p.m. till 2.00 p.m. and the Board meeting from 2.00 p.m. till 4.00 p.m. on that date.  Attendees at the lunch event would include twelve Board members, twelve executive leaders and up to 60 guests.  An invitation to the lunch would be extended to the Elected Members.

            The Committee approved the use of the rooms at the City Hall by Invest NI on 19th February, 2014.

            The Committee was advised that the General Register Office was part of the Northern Ireland Statistics and Research Agency, which was an agency of the Department of Finance and Personnel, and was responsible for the administration and control of the civil registration of births, adoptions, deaths, marriages and civil partnerships.

            The Director of Property and Projects reported that legislation provided that each Local Government district shall be a registration district and registration was undertaken by Council staff on Council premises.  In 1977 the Council and the General Register Office had entered into an agreement in respect of the use of offices at the City Hall and the former General Purposes and Finance Committee had agreed to recover the costs relating to the Council’s provision of the service and use of offices.  Those costs included rental for the accommodation, which comprised offices, a ceremony room and a parking space, together with recovery of rates, heating, cleaning and other costs.

            Since the date of the initial agreement, costs had been recovered quarterly and rent reviews had been undertaken by the Land and Property Services agency every five years.  At its meeting on 19th November, 2010, the Committee had considered a report which outlined some changes which the General Register Office had made to the service.  In addition, other changes had occurred regarding which costs were recovered and the Memorandum of Understanding sought to regularise the changes which were already in effect.

            The Committee noted that a new Memorandum of Understanding had been drawn up between the Council and the General Register Office in respect of the use of the accommodation in the City Hall to include changes to the rent and cost recovery and to record amendments in practice since the initial agreement in 1977.

            The Committee considered the undernoted report:

 “1       Relevant Background Information

1.1    Members will be aware that the Council has previously agreed in 2007 that part of the North Foreshore, the closed Dargan Road waste landfill site, should be developed for waste management purposes.

1.2    The Development Committee had previously agreed on the 18 March 2004 to permit the south east area of the North Foreshore, to be developed for waste management facilities required by the Council and Arc21 under its Waste Management Plan. Approval was granted to allow the organics waste service operator procured by Arc21 to develop an 8.55 acre site for an In-Vessel organic composting facility, subject to the terms being agreed by the Development Department and a Legal Agreement being prepared by Legal Services.

1.3    Arc21 entered into a 25 year organics waste service contract with NWP Ltd (Natural World Product Ltd) in 2008. The organics service contract required the service operator to build an In-Vessel organic composting facility to process all of the Arc21 Councils’ organic waste at the North Foreshore site.

1.4    On the 23rd December 2008 Arc21 entered into a 25 year Agreement to Lease with the Council for an 8.55 acre site at the North Foreshore.  It committed Arc21 to obtain full planning consent for the facility and all building works to be completed by 23rd December 2013.  The terms of this Agreement provided that when Arc21 secured planning consent, the service operator (NWP Ltd) would take possession of the site as a tenant at will and would be responsible for completing the building works by 23rd December 2013. On completion of the building work, it was agreed that the Council would grant a 25 year lease to Arc21 who would then sub lease the site to NWP Ltd.

1.5    The agreed rent set out in the Agreement to Lease was £128,000pa or £15,000 per acre per annum based on market rental evidence at that time. It was agreed that the rent would be reviewed every five years from the commencement of the lease.

2       Key Issues

2.1   The existing Agreement to Lease will expire on 23rd December 2013.   This Agreement required Arc21 to submit a planning application within two years (later extended to three years) of signing the agreement, and provided a three build period, with a lease being granted on completion of these building works.  However, it has not been possible to submit this planning application within the set timeframe due to the complexity of the information that they have had to provide up front to the DOE because of the nature of the site.

2.2   Whilst a planning application has not been submitted to date Arc 21 has however been in pre planning discussions (PAD process) with Planning Service and key statutory consultees since 2008.  A number of environmental statements, site investigations and assessment reports had to be prepared to satisfy Planning Service and key statutory consultees.  Delays have been due in part to site specific challenges, NIEA requirements  ...  view the full minutes text for item 7f

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

            The Committee approved and adopted the minutes of the meeting of the Good Relations Partnership of 11th November and approved the following:

      The decision of the Partnership to request that funding of £8,000 be made available to appoint an independent external organisation to undertake Good Relations audits and action plans from 2014 till 2017.

            (Mrs. S. Wylie, Director of Health and Environmental Services, attended in connection with these items.)

            The Committee considered the undernoted report:

“1       Relevant Background Information

1.1    Innovation is central to economic growth and business competitiveness, and is at the heart of the Europe 2020 strategy. The European Union has set itself the goal of becoming an ‘Innovation Union’.

         Through its research and innovation and regional policies, the EU has been promoting smart and sustainable urban development. The next EU research and innovation programme, Horizon 2020, will run from 2014 to 2020. It will concentrate more than ever on funding the whole 'innovation chain', from scientific breakthrough to close-to-market development. Future EU regional funding will also focus more on research and innovation, for instance building research infrastructure.

1.2    European Capital of Innovation Award

         The European Capital of Innovation Award will reward the city which is building the best ‘innovation ecosystem’, connecting citizens, public organisations, academia, and business. Given that 68% of the EU population now lives in urban areas, it is these areas that will contribute the most to making Europe more innovative. Cities foster innovation in their own provision of services, but the key is to create the right environment for others to innovate and to allow the public and private spheres to connect.

         An independent panel of experts will select the winner in spring 2014, with the city chosen receiving €500000 towards scaling up its efforts. The deadline for applications is 3 December 2013.

         Cities will be judged both on initiatives and achievements until now, as well as their future ideas to enhance innovative capacity. They will have to demonstrate that they are following a comprehensive strategy that is:

·    Innovative - in terms of concepts, processes and tools.

·    Inspiring – with the aim of attracting talent, funding, investment and citizens' involvement and engagement.

·    Integrated – demonstrating links with the goals of the Europe 2020 strategy, namely smart, sustainable and inclusive growth across Europe.

·    Interactive - building a community for innovation within the city and with other cities.

         The award is for cities with over 100 000 inhabitants and for initiatives that have been running since at least 1 January 2010.

2       Key Issues

2.1    Belfast City Council was asked to take the lead by the European Health Alliance to coordinate stakeholders across the city to apply for the award and prize. In order for the partnership to be eligible for consideration, the Lord Mayor must sign the application agreeing to city involvement in the project.

         Concept of the application

2.2    The focus of the award will be to use digital technology to improve the quality of life of our older citizens.

2.3    BCC and its stakeholders have recognised the opportunities of embracing and exploiting digital technology. Investment to date has been targeted to deliver the digital infrastructure and technologies that will enhance the lives of its citizens.

2.4    This focus is already paying dividends – Belfast is one of the most connected cities in the European Union. Proactive investment from both the public and private sector means that the city has one of  ...  view the full minutes text for item 9a

The Committee considered the undernoted report:

“1     Relevant Background Information

         Belfast was first designated to the WHO European Healthy Cities Network in 1988 and the city has been a key member since that time. Belfast Healthy Cities, which operates through a Board of Directors from various statutory and voluntary agencies and a small staff team, has worked over the past five phases of the initiative to place health and wellbeing on the policy agenda of all agencies within the city; to create an intersectoral approach across sectors; and to promote understanding and action to address inequity in health throughout the city.

         Belfast Healthy Cities ( BHC) has therefore played, and continues to play, an important part in assisting the Council to meet its corporate priorities, particularly in helping it make the linkages between health, improving quality of life and inequalities and enhances the Council’s civic leadership role in this area.  The role is all the more important given the additional responsibilities that will be within the remit of Council during the Phase VI (2014-2019) period.  BHC also supports work programmes within the Belfast Strategic Partnership and leads the work on Regeneration & Healthy Urban Environments and actively contributes to the Healthy Ageing Strategic Partnership and to the Active Belfast/Active Travel group. 

         Another key element in the success of the Healthy Cities approach is the added Benefits that cities can attain from being able to network with other cities internationally.  BHC is very successful in bringing expert speakers to build knowledge within the city on key health and equity issues.  The coming together of different perspectives and approaches on common themes can significantly enhance initiatives for health improvement and can often help reinforce confidence in an approach being adopted within a city. 

         The Head of Environmental Health is currently a member of the Belfast Healthy Cities Board of Directors. The Chair of the Health and Environmental Services Committee is considered to be the lead politician representing Belfast at the European business meetings. The Council is also one of the core funders of the organisation and its programmes.  Other funders are Public Heath Agency, Northern Ireland Housing Executive and Belfast Health & Social Care Trust. 

2       Key Issues

         The WHO Healthy Cities Network will come to an end in 2013 and Phase VI of the Network will operate from 2014 – 2019.  Dr Eddie Rooney, Chief Executive, Public Health Agency has indicated support for the city applying for membership to the WHO Phase VI Healthy Cities Network.  The first stage of making the application is to submit a letter of ‘expression of interest’ to WHO.  This is submitted on behalf of Belfast by Dr Eddie Rooney and the Lord Mayor.  

         Dr Agis Tsouros, will be in Belfast on 28/29 November 2013 and it is planned that the ‘expression of interest letter’ will be presented to Dr Tsouros by the Lord Mayor and Dr Rooney at Belfast Healthy Cities 25th Anniversary event on 29th November.  On receipt of this, WHO will make the  ...  view the full minutes text for item 9b

            The Committee noted the contents of a report which provided an update in relation to Emergency Planning matters and agreed that a regular schedule of meetings should be established for the Council’s Emergency and Severe Weather Working Group and that updates of the work of that Group should be submitted periodically to the five Area Working Groups.

      The decision of the Partnership to make available funding of up to £400 for hospitality associated with the opening of the St. Malachy’s Youth Centre, which had obtained funding of £70,000 through the Council’s Local Investment Fund.