Agenda and minutes

            In the absence of the Chairman and the Deputy Chairman, it was agreed that Councillor Hartley take the Chair.

            Apologies for inability to attend were reported from Councillors Attwood, W. Browne, McCarthy and Newton.

            The minutes of the meetings of 4th and 18th February were taken as read and signed as correct.  It was reported that those minutes had been adopted by the Council at its meeting on 1st March, subject to:

·         the rejection of the decision of 4th February under the heading “Local Area Based Initiatives - Underspend Proposals” in so far as it related to the proposals for South Belfast, the Council accordingly agreed that £25,000 be allocated to South Belfast for a retail-led marketing campaign to increase footfall, attract people to the area and provide for a distinct marketing initiative.  Of that sum, £12,500 be set aside to support the initiative proposed by the Lisburn Road Business Association and the remaining £12,500 be used to focus on the other established areas of Botanic Avenue, Sandy Row, Stranmillis Road, Ormeau Road and Donegall Pass.  That portion to be delivered in conjunction with the Belfast Visitor and Convention Bureau and representatives from the areas, including Elected Members.

(The Deputy Chairman, Councillor J. Rodgers, in the Chair.)

            The Committee considered the undernoted report:

“1.0       RELEVANT BACKGROUND INFORMATION

1.1       Members will be aware of the ongoing work in regards to developing a local government led ‘Improvement, Collaboration and Efficiency (ICE) Programme’ which seeks to identify and examine potential collaborative opportunities which may exist to support service improvement or drive out efficiencies in delivery.  As previously agreed by Committee, Council officers have been engaged in these discussions to explore the potential opportunities for the Council as part of its wider efficiency programme which has already recognised collaboration as one approach.

1.2       Although initially developed as a counter argument to the proposed establishment of a centralised Business Services Organisation, the ICE programme seeks to reflect the vacuum created by the suspension of RPA in June 2010, and the increasingly challenging financial environment in which Councils now find themselves. The stated aim of the programme is to reduce the financial burden on ratepayers and to make the Sector more efficient through identifying, sharing and implementing opportunities for improvement and efficiency via collaboration.

2.0       KEY ISSUES

2.1       This work has now culminated in the development of a ‘Case for Change’ report, which seeks to engage the sector in discussions on potential improvement opportunities.  The report summarises the initial scoping work completed under the ICE workstreams.  Identified priorities will be subject to a more robust assessment following the consultation process. At this stage, the figures contained within the report are indicative rather than definitive

2.2       A series of specific questions have been posed as part of the consultation exercise and Councils are required to respond by 8th March 2011.  The Case for Change consultation document sets out proposals and seeks the views of councils on a number of key areas including:

(1)    The proposed I.C.E. framework detailing the best practice guidance and toolkits designed to support long-term improvement, collaboration and efficiency within and across Councils.

(2)    The potential scope of opportunities across the Sector arising from improvement, collaboration and efficiency.

(3)    The potential range of efficiency savings achievable through the I.C.E. programme

(4)    A possible roadmap for implementation and the potential investment costs required.

(5)    Proposed operating principles for a governance structure to take forward and support the programme.

            An Executive Summary of the ICE Case for Change document has been circulated and copies of the full report (266 pages) can be made available to Members if they so wish.

2.3       Following consultation, the prioritised improvement opportunities identified will be subject to more detailed evaluation and comparison through development of robust business cases progressed through the longer term ICE Programme.

2.4       The opportunity areas analysed for the purposes of this Case for Change relate to the following business and service areas:

·         Customer Facing Services - covering approximately 70% of front line services, ie, leisure, parks and recreation, waste collection, waste disposal, environmental health and building control

·         Support Services - focused on finance, legal, insurance and asset management

·         Human Resources - focused on occupational health services; recruitment issues;  ...  view the full minutes text for item 2a

            The Committee considered the undernoted report:

“1.0       Relevant Background Information

1.1       Even though it is not the planning or regeneration authority there is no doubt that the Council has through the utilisation of its resources and assets played an important role in shaping the face of Belfast over the past decade and with its continued commitment to investing in the City and the services which it provides it can continue to substantially contribute to the overall development of the city. Some examples of the Council’s contribution include:

-     the Waterfront Hall which anchored private sector investment in Layon Place, the Hilton and BT tower;

-     St George’s Market which brings welcomed vitality to that area of the city at weekends;

-     the award winning regeneration of the Gasworks which has resulted in £160million of private sector investment in the City and the creation of 4,000 jobs;

-     the revitilisation of historic buildings such as the City Hall, Ulster Hall, Albert Clock and a number of Gasworks buildings to help retain some of the city’s character;

-     the Belfast Welcome Centre which anchored the city’s tourism offering; and created a successful partnership relationship with NITB and the private sector;

-     the award winning redevelopment of the Falls Swim Centre  and the ground breaking multi-purpose Grove Well Being Centre;

-     upgrades of various community centres and leisure facilities including multi-use games areas (MUGAs);

-     four state of the art recycling facilities;

-     a number of land disposals for social housing; and

-     environmental enhancements along a number of arterial routes within the city.

            Members’ Direction on City leadership

1.3       At the recent workshop on the new Corporate Plan for the period 2011-2015, Members set out a clear ambition for the Council in moving into its new electoral term; stating the need for strong city leadership and the willingness to work in partnership/form strategic alliances to ensure the continued investment in the City during this period of austerity and to secure necessary resources to make things happen, with a greater focus on delivery. Members raised a number of strategic questions which can be paraphrased as follows:

·         What is the cluster of projects which the Council wishes to prioritise and focus its efforts in supporting delivery across the City?

·         How do we innovate to maximise the potential investment/funding in the City?

·         How can we lobby for resources?

·         Who are the Council’s key strategic partners at home and abroad?

·         How can we most effectively influence to Belfast’s advantage?

2.0       Key Issues

            What is the Challenge?

2.1       There is no doubt that the current economic climate and budgetary pressures (cutbacks) facing the entire public sector within Northern Ireland will have an adverse impact upon the future level of investment within the City.  The Council’s response to the NI departmental budget proposals set out Member’s concerns across a number of key areas which have the potential to threaten investment in the City.  Members also picked this up as part of the recent Ministerial  ...  view the full minutes text for item 2b

            The Committee granted authority for the commencement of a tendering exercise and delegated authority to the Director of Property and Projects, in accordance with the Scheme of Delegation, to accept the most advantageous tender received in respect of the supply and delivery of mechanical sweeper brushes for a period of one year, with the option to extend the contract for a further two years.  The estimated annual value of the contract was £100,000.

            The Committee agreed to defer consideration of a report in relation to the Council’s annual subscription Northern Ireland Local Government Association’s to enable a paper providing a value-for-money analysis of the benefits the Council received from the Association to be forwarded to the Party Groups and, if appropriate, for a cross-party delegation to meet with representatives of the Association.

            The Committee was reminded that the Council had highlighted the need for effective relationships to be developed with other cities in Northern Ireland, with a view to establishing a common city agenda which could find expression in Regional/European policies and resource plans.  Since early 2010, Derry City Council had been exploring the potential for establishing a dedicated European resource based on the success of Belfast City Council’s European Unit, which had been established in 2003.  To that end, the European Unit had played an increased advisory role for Derry City Council and more recently Newry City and Donegal County Councils.  Derry City Council was now considering establishing formally a European Unit and, in the meantime, the ILEX Urban Regeneration Company had approached the Council with a secondment request.

            The Chief Executive reported that the request was for the secondment of the Council’s European Manager for a period of three till six months.  The purpose of the secondment would be to work with ILEX to develop a European Union resourcing strategy to help deliver the newly developed ILEX Regeneration Plan for Derry.  At the same time, the European Manager would give primary focus on her work for the Council to contribute to Belfast’s emerging resource plan.

            The Chief Executive explained that this provided a real opportunity for the Council and the City of Derry/Londonderry and their stakeholders to work together to develop a shared urban resource strategy and to lobby jointly for a strong European urban dimension within future structural funds programmes post 2013.  It would be the first time that the two urban centres of Northern Ireland would come together to address urban challenges and maximise the potential to secure what European funding remained for Northern Ireland.  ILEX had requested that the European Manager be seconded on a ratio of a 3:2 day week-about basis in Derry for a preliminary three-month period, with a possible three month extension, subject to review.  The Company would cover all related gross staff costs and expenses.  The Manager would report monthly to the Director of ILEX and the Council’s Director of Development to monitor progress and mutual benefit.  If the Council was minded to approve the request, all the necessary legal and administrative arrangements would be investigated and put in place.

            After discussion, the Committee approved the secondment of the European Manager to the ILEX Urban Regeneration Company for a maximum period of six months commencing on 1st April, 2011, with a review to be undertaken after three months.

            It was reported that, in accordance with Standing Order 55 and the authority delegated to her, the Director of Finance and Resources had authorised the appointment of an individual who was related to an existing officer of the Council.

Noted.

            The Committee considered the undernoted report:

“Relevant Background Information

1.1       The Department for Social Development held a public consultation from 13 January 2011 to 23 February 2011 on proposals for a new ‘Concordat’ between the voluntary and community sectors (VCS) and the NI government.

            The Concordat replaces a ‘Compact’ between government and the sector endorsed by the Executive in 2000. In 2008 the Minister for Social Development acknowledged that a policy gap existed in the Executive, and in the Assembly, in respect of the relationship with the sector and the need to fill it appropriately.

            It was agreed that the best approach would be to develop a new Concordat between Government and the voluntary and community sector supported by a programme of agreed actions and commitments.

            The draft Concordat describes the ‘shared vision of Government and the Voluntary and Community Sector is to work together as social partners to build a participative, peaceful, equitable and inclusive community in Northern Ireland.’

            It outlines a series of shared values and principles between the CVS and Government. And It defines a set of specific commitments identifying key activities is the most appropriate implementation and control mechanism. The commitments are there to ensure the effective delivery of significant elements of the concordat.

            A copy of the draft is available at: www.dsdni.gov.uk/consultation-concordat.htm

            Belfast City Council did not receive a direct invitation from DSD to contribute to the consultation and officers only became aware of it informally on 10 February. Officers have since approached DSD who extended their deadline for submissions to 3 March 2011.

Key Issues

2.1       •     While the Concordat focuses specifically on the relationship between the VCS and central government, officers are concerned that there is no direct reference to the role of local government in the draft.

·         Local government’s current relationship with the sector is considerable. We not only offer advice, support and funding to the sector through the work of the Community Services section, but we also have a large number of linkages to the sector through the work of many of our other council services and units. And, under forthcoming local government reforms, it is apparent that these relationships are only likely to grow over the next few years.

·         In particular, our work on a future model for Community Development; our emerging approaches to Community Planning and community engagement, our support for Neighbourhood Renewal, will have a significant impact on the relationship between the statutory sector and the CVS.

·         It is important and constructive that these relationships between central government, the CVS and local government is recognised within the Concordat and that local government is formally involved in the implementation arrangements.

Resource Implications

3.1       There are no resource costs associated with this consultation response.

Equality and Good Relations Considerations

4.1       None for Belfast City Council.

Recommendations

            The Committee is asked to :

5.1       •  Consider the contents of the draft response

5.2       •  Agree to its submission to DSD with the proviso that it will be subject  ...  view the full minutes text for item 5a

            The Committee considered the undernoted report:

“1        Relevant Background Information

1.1       The Council has received a request from Mr Alastair Hamilton, Chief Executive of Invest NI, to use the City Hall to host the Invest NI Staff Conference for a half?day on Monday, 23 May, 2011.

1.2       This event aims to provide a platform for the Board and senior management of Invest NI to highlight to staff the achievements of the organisation, the positive impact that Invest NI has had on the economy, and to recognise the value of their work.  The event will also provide an opportunity for the aims and objectives of Invest NI for the forthcoming year to be outlined to staff.

2          Key Issues

2.1       Invest NI’s purpose is to improve the NI economy through business development. It seeks to do this by supporting new businesses, by helping existing business to grow through a focus on innovation and export development, by attracting high quality inward investment and by stimulating a culture of entrepreneurship.

2.2       Since its formation in 2002, Invest NI has made over 3,350 offers of support to businesses in the Belfast area, with £352m of support offered towards projects which planned to invest over £1.85bn.  Inward investors alone have created over 10,500 new jobs and safeguarded a further 3,300 in Belfast and over 2,750 new business starts have been supported.

2.3       Key sectors in Northern Ireland such as Financial Services, Business Services, Technology and the Creative Industries are beginning to grow.  These sectors, many of which are concentrated around the Greater Belfast area, also offer considerable opportunity for the growth of both locally and internationally owned businesses.  Furthermore, the Greater Belfast area is historically the prime location of choice for inward investors and it is important that Invest NI and Belfast City Council work closely to project the benefits of the region to prospective investors and to maximise the growth potential of our local business base.

2.4       Invest NI is undertaking a significant change management programme to ensure that its support and services are available to the widest possible business base, including many businesses and sectors which would traditionally sit outside its client bank.  Through this change management programme, Invest NI is actively working to establish much closer working relationships with all those involved in supporting economic development, including Belfast City Council.

2.5       The Council is currently reviewing its economic development activities and is working with external stakeholders, including Invest NI, to develop an agreed city-wide approach to increasing Belfast's economic competitiveness.  This will result in the development and delivery of a new Integrated Economic Strategy and the Belfast Masterplan 

2.6       Furthermore, as resources become increasingly scarce and the need for economic growth becomes more pressing, our relationship with key stakeholders, such as Invest NI, will become more important.  In essence we will need to ensure that our work and priorities for Belfast both influence and complement the work of Invest NI.

2.7       This event would also provide an opportunity for  ...  view the full minutes text for item 6a