Agenda and minutes

An apology for inability to attend was reported from Councillor McCabe.

            Councillor Spence declared an interest in Item 8a in so far as he was on the Board of the Ulster Orchestra.

The Committee was advised that Professor Tony Gallagher, Pro-Vice Chancellor, Mr. Niall McShane, President of the Students’ Union, Mr. Kevin Mulhern, Head of Communications and External Affairs and Ms. Jennifer Harbinson, Public Affairs Officer, Queen’s University Belfast, were in attendance to provide a presentation in relation to the University’s Development Plans.

            With the assistance of visual aids, Professor Gallagher outlined the role of the Queen’s University as an anchor institution in Belfast, its ability to make substantial economic impacts on employment and spending patterns and the provision of broader social and environmental benefits to local communities.  He reviewed the results of a Northern Ireland Statistics and Research (NISRA) survey which had indicated that the 3,500 staff employed by the University contributed an annual spend of £24 million in Belfast, its students a £380 million annual spend, whilst its graduates contributed £4.7 billion to the economy of the city.

            Professor Gallagher then outlined the University’s Capital Development Plan 2002-2023, which had resulted in £350 million spend to date and had provided 7,000 jobs in the construction industry through developments such as the Institute of Electronics, Communication and Information Technology (ECIT) and Science Park and the Cancer Research and Cell Biology Centre.  He highlighted the strategic investment priorities over the next 10 years, which would result in further expenditure of £340 million, and emphasised the need to invest in young people through employment opportunities and student experience.  He stated that that could only be enhanced through partnership working with others such as the Council.  He concluded by highlighting the University’s and Council’s shared ambitions in creating an accessible and connected, learning and sustainable city.

            Professor Gallagher then answered a number of questions from the Members, following which the Chairman, on behalf of the Committee, thanked the deputation for attending and they retired from the meeting.

            The Chief Executive emphasised the importance of the Council enhancing its engagement with key stakeholders and anchor institutions, particularly in light of the commencement of the forthcoming community planning function.

Noted.

            The Committee was advised that this item had been withdrawn from the Agenda and would be presented to the next meeting of the Belfast Voluntary Transition Committee.

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.

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.  Whilst it is previously intended that Members final decisions on BIF priorities should be informed by factors such as SIF projects and city and area priorities, it was highlighted to Committee in August that some AWGs were keen to move certain BIF schemes to feasibility stage because of timescale constraints, the level of investment and the need to secure at least 50% funding from other sources.

2.2    Members will therefore recall that a detailed report on BIF was taken to Committee last month which reiterated the objectives of the BIF and its approval process.  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. Members also then agreed last month to move a number of projects as recommended by the South and Shankill Area Working Groups (Lagan, Gilpins and Markets Tunnels – South and St. Andrews Church – Shankill) to Stage 1 (i.e. the development of a Strategic Outline Case).

2.3    Since this meeting the West and East Area Working Groups have also shortlisted a number of emerging BIF proposals. These are outlined in the Table below for Members.

2.4   

            The Group had agreed to recommend to the Committee that initial investigation work be carried out with the Charter NI organisation to identify the outcomes of its Diamond Project and how the Council could assist with its delivery, with a view to providing support under the Intervention Fund.

            The Group had agreed to two additional projects being added to the list of projects to be considered under the Belfast Investment Fund, that is, Lionra Uladh (Radio Fáilte) and Suffolk Community Forum – Integrated Pre-School Development at Teeling’s Green.

            After discussion, the Committee adopted the recommendations as set out in the report and approved the additional projects as outlined by the Director of Property and Projects.

            The Committee was reminded that, in August, 2012, it had agreed to support pilot area integration intervention to address particular problems or take advantage of opportunities which had been identified by the Area Working Groups.  A fund of £100,000 per Area Working Group, with a pro rata amount for the Greater Shankill, had later been established.

            The Director of Property and Projects reported that, to date, there had been expenditure in two of the Groups in regard to integration intervention funding.  The West Area Working Group had identified a need for a broader co-ordinated approach by various agencies in regard to crime and anti-social behaviour issues in the Divis area.  A developed programme of work in that regard was being taken forward by the Director of Health and Environmental Services given her current responsibilities within the Council.

            The South Area Working Group had expended some of its intervention funds in support for retail across four areas of South Belfast and was considering further intervention to support tourism and the economy.  The Director of Development was the lead officer on that given his economic development remit.

            The Director reported that the North Area Working Group had held a special meeting on 17th October to discuss its approach.  The Councillors had viewed anti-social behaviour as one of the biggest issues in North Belfast.  While the Group recognised the nature of the integrationist approach which was being undertaken in the Divis area, the problem was considered to be more widespread in North Belfast with various areas being identified as at risk by the Police Service of Northern Ireland and other agencies due to the crime and anti-social behaviour activity.  Furthermore, the Group was of the opinion that current intervention across the public sector was limited in that regard and believed that practical application of the intervention money on projects such as additional alleygates would be more beneficial.  There was also a view that by undertaking a practical intervention such as that, the Council had a stronger argument to make with other agencies in terms of doing better.

            The Director explained that the Group did not want to use its money as a substitute for the capital programme projects Alleygating Scheme Phase 3 and 4 and had, in some areas such as Glenard, Shore Road and Whitehall, identified streets that would not be included in those Phases.  A number of other streets in other areas such as Ardoyne had also been identified, although the address details had not yet been confirmed.  In addition, the Group wanted to undertake a feasibility study with some of the intervention money to assist the Cavehill Antrim Road Regeneration Group, which currently undertook youth diversionary activity in an area that was not totally suitable for alleygates.

            The number of streets and consequent gates which had been identified by the Group was based on estimated costs which had been provided by staff of the Health and Environmental Services Department with an inbuilt contingency.  Officers had pointed out  ...  view the full minutes text for item 13.

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

            The Committee considered the undernoted report:

“1.0  Relevant background information

1.1    Under the Investment Programme Implementation Plan, agreed by Strategic Policy and Resources Committee in June 2012, SP&R agreed the urgent need for fundamental change in its leisure services, with a focus on delivering better health outcomes and improved value for money. In January 2013, Committee agreed the indicative phasing of capital transformation:

§  Phase 1: Investment Programme (Windsor/Olympia; Andersonstown; Girdwood)

§  Phase 2: Reform of Local Government (e.g. Avoniel; Castlereagh; Lagmore/Poleglass/Colin)

§    Phase 3: One Public Estate(e.g. Ballysillan; Ozone; Shankill; Loughside; Whiterock).  

1.2    At its meeting in June, SP&R set a £105m capital expenditure affordability limit for the Leisure Transformation Programme. The Committee also agreed a capital financing strategy which includes allocating £3.23m of the £6m Belfast Investment Fund annual rates contribution to finance the £38m Olympia and Andersonstown schemes and £2m efficiency savings from the leisure service budgets, deliverable by 1 April 2016.

At August committee, Members agreed the resourcing requirements of the Leisure Transformation Programme, to be funded as non-recurrent costs from reserves and an outline timeframe for decisions.

2.      Key issues

2.1    Information gathering

Over recent months, Members and officers have undertaken a number of good practice visits to a range of leisure providers including Greenwich Leisure Limited (charitable social enterprise company); Glasgow Life ( arms length company operated under charitable status); Greenvale Leisure, Magherafelt (private sector management company); and Northern Community Leisure Trust, North Down (leisure trust with private sector partner).  Further visits and engagements are planned in order to understand the costs and benefits of the fullest range of business models.  This information will be collated for Members’ consideration at Committee in due course.

2.2   Timeline for business model decision

In August, Committee agreed to consider the business case for the business operating model by the end of 2013.  This timeframe is determined by a number of key drivers:

·         Part of the capital financing strategy is dependent upon £2m efficiency savings from leisure service budgets.  In order to ensure that this is in place by 2016, these efficiencies must be derived at the latest in the financial year commencing April 2015 and therefore be included in the estimates planning cycle beginning in September 2014.

·         Construction work will start to commence on three Phase 1 projects in 2014.  Members have stressed the need for transformed services when the centres becoming operational in mid/late-2015.  Human resources planning, including staff learning and development, will require a lead-in period of approximately 12 months.

·         Critically, staff and trade unions understand the need for change in the service and have been briefed by the Chief Executive and Director on the emerging transformation programme.  In order to give employees stability in a period of upheaval and change, it is most important that a timeline for decisions is set out.

As per the resourcing plan agreed by Committee in August  ...  view the full minutes text for item 13a

            The Committee was advised that the Joint Group of the Party Leaders’ Forum and Historic Centenaries Working Group, at its meeting on 18th October, had agreed to accede to a request from SIPTU in relation to laying a wreath at the Staff Memorial Fountain in the courtyard of the City Hall as part of a series of Commemorative events planned by Council workers on the occasion of the 20th Anniversary of the deaths of two Council employees at their place of work.

            The Committee agreed to adjourn the meeting to afford Members the opportunity to partake in the ceremony.

(The Committee adjourned from 11.10 a.m. till 11.30 a.m.)

The Committee considered the undernoted report:

“1.0 Purpose of report

1.1    The purpose of this report is to update Members on the Girdwood Hub project. Member s will be aware that they were informed last month that the Council had received notification from SEUPB that Peace III funding for the delivery of the Girdwood Hub has been approved and that a letter of offer would follow. 

1.2    This Letter of Offer has now been received approving funding to the Girdwood Hub project to a total value of £9,597,249 under ‘Priority 2 -Contributing to a Shared Society- Theme 1 Creating Public Shared Spaces’ of the Peace III programme with Belfast City Council as the Lead Partner for the delivery of the project.

         Key Issues

         Current Status of Submission with SEUPB

2.1    The Director of Property and Projects, accompanied by a Senior Officer from Legal Services, met with representatives of SEUPB on Tuesday 15 October to have initial discussions on the terms and  conditions contained within the Letter of Offer and the requirements placed upon Council for drawing down the funding.

2.2    There are a number of key conditions which have been attached to the Project, these include:

·       A review of the key areas of risk identified in the Economic Appraisal should be initiated within 6 months (this will be undertaken by SEUPB in the form of desk exercise)

·       It is desirable that the housing on the wider site is developed as integrated housing but caveated by the statement that this is a wider policy issue that is outside the control of the Council

·       The Council facilitating SEUPB in carrying out reviews at set intervals to ensure that key milestones have been achieved in relation to planning approval, DSD approval for the masterplan, land transfer, infrastructure and car parking and DEL approval for the BMC relationship

·       Monitoring of projects outputs, outcomes and impacts should continue for a period of at least three years from opening to inform any post project evaluation and understanding of how the shared the facility is in terms of user demographics

·       That the project is commenced within 24 months of the date of the Letter of Offer

·       That there are no substantial changes to the scope/scale of the project as described in the business case

         None of the conditions attached to the Letter of Offer are believed to be ‘show stoppers’.  Work is ongoing with SEUPB in order to ensure that the Letter of Offer can be signed within the designated 6 week period.

2.3    The project lifetime has been defined as a period of 44 months commencing on 1 November, 2011 and completing on 30 June 2015.  Final claim for expenditure must be submitted to SEUPB by 30 September 2015. It should be noted that given the tight timeline there is very little slack in the timescales for delivery or slippage etc.  The construction element of the build will be closely managed by staff from the Project Management Unit.

         Current Status of Design and  ...  view the full minutes text for item 15.

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

“1        Relevant Background Information

1.0          This report provides an update on the Super-connected Belfast project following the completion of the Market Test phase of the Belfast Voucher scheme.

1.2       Members will recall the voucher scheme provides up to £3,000 to a business to enable them to access ultrafast broadband. The market testing phase ran from 1 August 2013 to 30 September 2013 and the target locations for the Market Testing phase included:

·         Cathedral Quarter

·         City East / East Belfast Enterprise

·         Ormeau Business Park

·         Ortus

·         Argyle Business Park

·         North City Business Centre

·     Harbour Estate.

1.3       This report will update members on this and other aspects of the work being carried out by the Super-Connected Belfast project team.

2          Key Issues

2.1       Belfast Voucher Scheme – Market Test Phase Summary

Note: All applications received by the 30 September deadline will continue to be processed right through to the issuing of a voucher and subsequent broadband installations by telecoms suppliers.

2.2       Voucher Scheme Figures – (10 October 2013)

                        Applications:                        228

Approvals:                            114      (4 rejections)

Applications outstanding:   110

Vouchers:                              11

2.3       Distribution of Applications

2.4       Outcomes and Benefits (so far!)

·         The Belfast Voucher scheme received more applications than any other city and puts us on course to be the most successful of all the cities.

·         The success of the Belfast Voucher scheme has led to the Department of Culture Media and Sport (DCMS) using our scheme design and administration processes as the template for all other cities.

·         The Super-connected Belfast team has developed online and back office applications that can be used as the foundation for administration of a citywide scheme.

·         We have received positive feedback from both applicants and telecoms suppliers.

·         Through the market test there is a commitment of up to £400k to provide local businesses with improved high speed broadband connections.

·         Businesses have indicated through their applications that:

o   there will be a growth of up to £20m in the local economy,

o   and improving broadband connectivity will be responsible for the creation of at least 300 jobs in the next 3 years.

·         Local telecoms suppliers were chosen to deliver the majority of broadband connections.

2.5       Completing the Market Test Phase

The Super-connected team will:

·         Conduct a lessons learned/review of phase 1 (at a city and national level)

·         Process all applications through to completion

·         Conduct a survey of applicants

·         Invite case studies from successful applicants

·         Engage suppliers for feedback (local and national level)

2.6       Preparations for City Wide rollout

It is anticipated that the Secretary of State for DCMS will announce the decision on the full rollout of the voucher scheme early in November. If the scheme is approved it will see us opening up the full scheme across the whole of Belfast.

DCMS  ...  view the full minutes text for item 16.

The Committee considered the undernoted report:

                 “1.0     Purpose 

·         The purpose of this report is to:

·         Update Members on the progress to date on the incorporation of social clauses into Council procurement contracts

·         Identify potential ways forward for the management, monitoring and delivery of social clauses across city wide contracts

·         Update Members on activities underway to promote access to procurement opportunities for small businesses

·         Update Members on a series of initiatives around the Procurement Improvement Programme which focus on local spend and efficiency.

2.0       Background

2.1       Investment Programme

As part of the £150 million capital investment within the Investment Programme (IP), Members have asked for consideration to be given to introducing, where appropriate, social clauses into council tenders.  In addition the IP aims to increase Local Spend by 10% to 60% through by 2015 using a range of initiatives.

2.2       Social Clauses

            On 4 July 2012, the Northern Ireland Assembly passed legislation that enables Councils to take account of certain non-commercial matters in the award of public works contracts that were previously considered as ineligible. 

2.3       This change now enables Councils to consider the use of social clauses as contractual conditions, for instance, requiring contractors to provide employment opportunities for the unemployed.  These conditions must be incorporated in such a way that they do not infringe the general principles of EU procurement law and must also ensure that they remain compliant with all equality obligations. 

2.4       Government departments have been working for some time to incorporate social clauses into works and service contracts and some agreement has now been reached on a series of thresholds for the employment of apprentices, work placements and long-term unemployed.  However the Northern Ireland Executive has yet to sign off an agreed approach.  For that reason, practice is still ad-hoc and disjointed across the agencies and departments.

2.5       The Department for Employment and Learning (DEL) has an Employer Engagement Team which assists public sector organisations to implement some employability- related social clause requirements in contracts.  Through this team, contractors are put in contact with DEL appointed training providers to help them source individuals to meet their contractual obligations.  Upon contract completion, DEL can also provide a percentage based verification on individuals placed, to confirm compliance with the contract conditions on social clauses.   The DEL support relates only to work placement opportunities provided through the Steps to Work programme and apprenticeship opportunities provided through the DEL Apprenticeship framework.

2.6       Procurement Improvement Programme Including Local Spend Improvement

A key strand of the Council’s Efficiency and Investment Programme is the effective procurement of Supplies, Works and Services. Procurement is a key efficiency driver which can deliver significant cash savings as well as improved value for money. It also has the opportunity to act as an economic stimulus for the local economy.

2.7       The Procurement Improvement Programme is currently on target with a number of key recommendations either in progress or already having been carried out. See Appendix A for a progress report along with a description of the key  ...  view the full minutes text for item 17.

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 the Annual General Meeting of the National Association of Councillors would be held this year in Belfast from 22nd till 24th November.  The Democratic Services Manager reported that it was normal for the hosting Councils for the aforementioned Annual General Meeting to provide civic hospitality for a reception for delegates, all of whom were from the Local Government sector.  He reported that a request had been received for the Council to host a drinks reception on 22nd November for approximately 40 delegates.  The Lord Mayor had agreed to the use of the Lord Mayor’s Parlour for the reception but that the costs of the provision of the hospitality would need to be met from the Civic Hospitality budget.  It was estimated that the cost of the reception would not exceed £500 and that could be met from within existing revenue budgets.

            The Committee approved the provision of Civic Hospitality for the Annual General Meeting of the National Association of Councillors by way of a drinks reception on 22nd November, 2013.

            The Democratic Services Manager reported further that the aforementioned Annual General Meeting and Conference was designed to be of great value to Councillors at all tiers of Local Government.  The keynote Speaker at the Conference would be Dr. Simon Henig, Leader of Durham County Council, who had led Durham Council through the recent reorganisation of the District and County Councils to form a Unitarian County Council.  The cost per delegate of attending the Conference would be £60 and it was recommended that the Committee authorise the attendance at the Annual General Meeting and Conference of the Chairman, the Deputy Chairman, the Council’s representatives on the National Association of Councillors (Northern Ireland Region), and a representative from each of the Parties on the Council not represented by the aforementioned Members.

            The Committee adopted the recommendation.

            The Democratic Services Manager advised the Committee that the Lord Mayor had agreed, on a personal basis, to be the focus of a photographic project featuring his year in office both from a public and private point of view.  The photographer was Donal McCann, who was a former United Kingdom Young Photographer of the Year and had been awarded a Fellowship with the Royal Photographic Society in 2012, the highest recognition in the profession.  He had previously completed a fourteen month essay featuring the construction of Titanic Belfast.  It was proposed that he would shadow the Lord Mayor throughout his year in office and aimed to include the publishing of images on line and to mounting an exhibition during the Belfast Festival in October, 2014.  In addition to shadowing the Lord Mayor at various public functions and events at which he could freely take photographs on the same basis as any other photographer, he would also attend some private meetings and engagements and the Lord Mayor had given assurance that anyone involved, including staff members and Elected Representatives, would be advised in advance of the purpose of the photographer.  Permission of those being photographed inside the City Hall would be requested prior to any photographs being taken and they would be free to withdraw from any photograph if they so wished.

            He reported further that the Lord Mayor had requested also that Mr. McCann be granted access to one or more full Council meetings for the duration of his tenure in the post rather than having to request permission separately at a future time.  He would not be permitted to move freely around the Chamber during the meetings but would be limited to similar areas which were used by the media when they were given permission to photograph the proceedings and that would be managed by Corporate Communications in the usual way.

            Accordingly, the Committee was requested to:

(i)      note the contents of the report and the commitment to seek permission from participants, including staff, in advance of the photographs being taken or used from private meetings/events; and

(ii)     consider the request from the Lord Mayor to approve the attendance of Mr. Donal McCann at monthly Council meetings for the duration of the current Lord Mayor’s tenure to take photographs, subject to the usual movement restrictions and to take such action as may be determined.

            The Committee noted the information which had been provided and acceded to the request from the Lord Mayor in respect of the photographer’s attendance at Council meetings.

            The Committee noted the minutes of the meeting of the Budget and Transformation Panel of 18th October.

            The Committee approved and adopted the minutes of the meeting of the Audit Panel of 22nd October.

            The Committee agreed to defer consideration of a report regarding a request for funding from the First Steps Early Years Group to enable further information to be obtained.

            The Committee noted that this item had been withdrawn from the Agenda and would be considered by the Committee at a later date.

The Committee considered the undernoted report:

“1.0 Purpose of report

The purpose of this report is to request permission to deviate from Standing Orders and to accede to Standing Order 62a exceptions in relation to contracts by direction of the Council acting on a recommendation of a Chief Officer that the exception is justified in special circumstances. 

2.0    Background

2.1    Members will be aware that Joint Diversity Group at its meeting on 6 September, 2013 considered a report on City Hall Memorabilia which had emerged out of the recommendations of the Equality Impact Assessment on Belfast City Hall:  Promoting a Good and Harmonious Environment and it was agreed that the displays and memorabilia element be added to the Emerging Project list as part of overall City Hall works project.

2.2    It was further agreed that a detailed report be presented to Strategic Policy and Resources Committee in January, 2014 and that a consultant be engaged to develop the narrative and conceptualise the recommendations contained within the Interpretative Design Advice paper (by Victoria Kingston, Independent Advisor).

         This report will develop the Interpretative Design Advice recommendations into a more focused and detailed plan which would feed into an overarching Strategic Outline Case for City Hall to include the further development of the project and the East Wing as a dedicated visitor space, taking into consideration a number of other key issues such as staff accommodation, impact of local government reform, conflicting priorities for use of space already in East Entrance.

2.3    Members are reminded that Joint Diversity Group at its meeting on 6 September, 2013 agreed that the set of principles which had been used for undertaking any Decade of Centenaries work also be adopted when undertaking any work in relation to City Hall memorabilia. 

                3.0    Key Issues

3.1    Given the tight timescale involved it is essential that whoever is appointed is in a position to expedite the work in order that a comprehensive report can be brought to Strategic Policy and Resources Committee in January, 2014.

                3.2    The City Hall Memorabilia project requires the successful consultant to be sympathetic to and very aware of the political sensitivities around memorabilia issues in City Hall. 

                3.3    The successful contractor must demonstrate political sensitivity and a sound understanding of the impact of any changes to City Hall memorabilia will not only in City Hall but also in a wider political context.

                3.4    The successful contactor must also demonstrate that they have a proven track record of working with Belfast City Council in the past on similar types of projects.

                3.5    This approach has been taken on the advice from the Head of Contracts in conjunction with Legal Services.

4.0    Resource Implications

Human

Officers from Property and Projects will work closely with the appointed Contractor in order to ensure that the work is undertaken expeditiously.

Finance

The expected costs associated with undertaking this type of project are in the region of £20,000 (NB budget estimate figures) and will be met from the Feasibility Budget.

Assets  ...  view the full minutes text for item 27.

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

            (With the exception of the Head of Human Resources and the Senior Democratic Services Officer, all members of staff left the meeting whilst this item was under consideration.)

            The Head of Human Resources submitted for the Committee’s consideration the undernoted report:

            “1     Relevant Background Information

1.1   Members will be aware that the Local Government Staff Commission (LGSC) recently issued a Consultation Document on the Procedures for the Recruitment and Selection of Chief Executives in the 11 New Councils.  Belfast City Council’s response on this was agreed by SP&R on 20 September 2013 and sent to the LGSC on 23 September 2013.

1.2   The LGSC is still considering the consultation responses and formal guidance on the Procedures for the Recruitment and Selection of Chief Executives in the 11 New Councils will be issued at the end of October 2013.  The LGSC, however, has

         indicated that the likely timeline for the recruitment and selection of Clerk and Chief Executive in the 11 new councils is as follows:

            2       Key Issues

2.1   Given the potential timeframe for this process, and some of the issues raised in the consultation process about the format of the selection process, it is proposed that representatives from the VTC meet with the Minister to clarify/discuss options for Belfast City Council.

It is proposed that such a conversation should focus on the following key issues:

2.2   Belfast City Council believes it will be necessary to have 11 short listing panels comprising, as set out in the Consultation Document, the Chair of the STC; not less than two and not more than four members of the STC, as appointed by the STC; the Chairperson of the LGSC; and the Chief Executive of the LGSC.  Belfast City Council also recognises that these panel members must be fully trained; however, in the absence of a STC, we need to discuss what the alternative options might be for Belfast.

2.3   The council is keen to ensure that the impact of the public advertisement for its ‘top’ job accurately reflects the nature, scope and scale of the Belfast challenge and would have concerns about how this could be communicated effectively in a single advertisement for all 11 jobs. Also, further discussion would be welcomed around how Members’ views can be incorporated into the process in terms of issues such as where the advert should be placed; its style and content; whether executive search should be used, and what format the job micro-site should take, if there is to be one at all etc?

2.4   The council believes that an assessment centre in accordance with LGSC guidance must be undertaken and it is keen to ensure that the individual priorities, challenges, corporate objectives and ambitions for Belfast are accurately  ...  view the full minutes text for item 29.

The Committee considered the undernoted report:

“1.    Relevant Background Information

1.1    At Council on 1 October 2013, a Notice of Motion was referred under Standing Order 11e to the Strategic Policy and Resources Committee ‘to consider the introduction of a policy which would ensure that no Zero Hours’ Contracts (ZHCs) are ever imposed on Council employees or, within an agreed timescale, by any suppliers who provide agency or other staff services to the Council.’

            1.2    This report defines the use of Zero Hours’ Contracts, explains how ‘casual’ workers currently engaged in the Council are managed; and proposes a policy framework to be developed and considered at a future meeting.

            2.      Key Issues

2.1    By definition, workers on ZHCs only work as and when they are needed by employers and are only paid for the hours they work.  There is no guarantee of work, so no particular number of hours or times of work are specified; instead, workers operate on an ‘on-call’ basis. 

2.2    Workers on ZHCs are entitled to accrue annual leave and to payment when they work. However, they do not have all the same rights as those on traditional employment contracts and they are not entitled to sick pay.  As there is no guaranteed work, and consequently no guaranteed income, mortgages and credit cards can be more difficult obtain if an individual is on a ZHC.  Some ZHCs oblige workers to take the shifts they are offered, others do not.

2.3    Belfast City Council recognises that the use of ZHCs may be open to abuse, i.e. where   individuals are to all intents and purposes employees working an identifiable routine, but engaged under a ZHC and therefore not afforded employment protection. This is an employment practice that Belfast City Council, as a best practice employer, would not wish to follow.

2.4    Belfast City Council does not engage anyone on ZHC; we have a small number of casual workers to cover short-term, ad-hoc or unplanned work; during busy times; or to cover short-term sickness, leave or specialist assignments in its front-line, customer-serving facilities, for example, casual coaches, leisure attendants, receptionists, stage technicians, front of house jobs.

2.5    Belfast City Council’s ‘casual’ workers are recruited in line with the LGSC’s Code of Procedures on Recruitment and Selection Procedures on the basis of merit and paid the same hourly rate of pay in line with that determined by the NJC for Local Government Services plus an additional percentage rate to compensate for untaken annual leave entitlement.  In addition, there is no obligation either on the Council to offer work or on the ‘casual’ worker to accept such work.  The ‘casual’ worker is not subject to any detriment if s/he is unable to accept the work and s/he may also indicate the days and times when s/he will be available for work. 

2.6    The Council will also give as much notice as possible (at least two weeks), where practicable, to enable its ‘casual’ workers to accept the work and it has  ...  view the full minutes text for item 29a

The Committee was advised that the Director of Finance and Resources had, in accordance with the authority delegated to him, authorised the appointments of a number of individuals who were related to existing officers of the Council.

Noted.

The Committee was advised that the former Community and Recreation Committee, at its meeting on 25th October, 2006, had approved the terms and conditions of a Partnership Agreement with the Ulster Orchestra which provided it with a lease for accommodation within the refurbished Ulster Hall.  The lease was for a term of 25 years from 29th May, 2009, at a rent of £36,500 per annum, with the option for the Ulster Orchestra to terminate the Agreement should its funding for operating the premises cease or be reduced.  Subsequently, on 22nd March, 2013, the Ulster Orchestra had received a notification from the Arts Council Northern Ireland that its funding was to be significantly reduced.  The Ulster Orchestra had then served notice on 25th June, 2013 to terminate its Lease and sought to reduce its area of occupation and therefore its accommodation costs.

            A reduced area of occupation totalling approximately 1,468 square feet had now been agreed with the Ulster Orchestra, subject to a rent of £1,298 per month plus service charge.  That was equivalent to the pro-rata rental rate payable under the terminated Lease.  The Ulster Orchestra wished to hold that area under a Licence Agreement until it finalised a new business plan and partnership arrangement with the Council under which it might require a new Lease.  It had indicated that that was due for completion within the near future.  The proposed term of the new Licence Agreement was six months from 25th July, 2013 and month to month thereafter, solely at the discretion of the Council.

            The Committee agreed to grant a temporary Licence Agreement with the Ulster Orchestra for six months and month to month thereafter at the Council’s discretion, subject to a fee of £1,298 per month plus service charge.

            The Committee was advised that the Development Committee, at its meeting on 17th September, 2013, had agreed, in accordance with Standing Order 46, to recommend to the Committee that it authorise the extension of an existing Lease and Licence Agreement with the Scout Association for the use of premises at Courtney Hall, situated on the Cregagh Road, as alternative accommodation for the Loop River Play Centre, for a further 24 month period from 1st November, 2013, at a cost of £190 per week.

            The Committee adopted the recommendation.

            The Committee approved and adopted the minutes of the meeting of the Good Relations Partnership of 14th October.

            The Committee approved and adopted the minutes of the meeting of the Joint Group of the Party Leaders’ Forum and Historic Centenaries Working Group of 18th October.

            The Good Relations Manager advised the Committee that the European Commission encouraged all Member States to make their cities more accessible to people with disabilities and to older people.  The Commission had an Award Scheme which was open to cities with over 50,000 people and provided an opportunity for EU cities to showcase and share their work and plans for accessibility.  Cities were requested to demonstrate their activities and strategies designed to make cities barrier?free and better places to live for everyone.  The Equality and Diversity Officer acted as a liaison officer for the Council’s work on disability and had recently submitted an entry for the Access City Award.

            The Commission had now informed the Council that the European Jury had selected the City of Belfast as a prize winner, although whether the award was for a first, second or third place or simply for a special mention, would not be known until the publication of the official press release by the European Commission on 3rd December, 2013.  Six other European Cities had also been selected.

            The Good Relations Manager reported that an official Award Ceremony and a Conference on Accessibility would be held in Brussels on 3rd and 4th December and the European Commission would meet the costs of travel and accommodation for two representatives from Belfast at the event.  The Commission had recommended that the City delegation be composed of the Lord Mayor of Belfast and the Accessibility Manager (or the person responsible for the disability/accessibility issues in the City administration).  She pointed out that the Lord Mayor would not be available and that the officer with special responsibility for disability issues was the Equality and Diversity Officer who had submitted the entry.

            The Committee congratulated the Good Relations Unit on its achievement and granted authority for two representatives from Belfast to attend the Awards Ceremony and Conference as outlined.

The Committee considered the undernoted report:

“1     Relevant Background Information

1.1    Members will recall the detailed paper in relation to the creation of the Belfast Statutory Transition Committee which was provided to the SP&R / VTC Committee on the 21 June 2013 and subsequently on 9 August 2013.  At both meetings it was agreed that Belfast City Council should ‘defer consideration of a report in relation to the creation of the Belfast Statutory Transition Committee to enable the Minister for the Environment to consider the nominees to the Statutory Transition Committee by Lisburn City and Castlereagh Borough Council’

1.2    Members will be aware that the Environment Minister had issued letters to Belfast City Council, Lisburn City Council and Castlereagh Borough Council in relation to the failure to establish the Belfast Transition Committee in line with the requirement set out in Regulation 3 of the Local Government (Statutory Transition Committees) (Northern Ireland) Regulations 2013.   

1.3    In the letter to Belfast City Council dated 28 August the Environment Minister acknowledged ‘the difficult position which Belfast City Council has been put in by virtue of the decisions of Castlereagh Borough Council and Lisburn City Council in respect of their nominations to the Belfast Statutory Transition Committee’. 

1.4    The Council’s response to the Minister’s letter has been circulated. The response seeks clarification on the departments’ intentions in regards to the nominations to the Belfast Statutory Transition Committee.

2       Key Issues

2.1    Although a formal response has not been received from the Minister, indications are that he will issue a Departmental Direction to the Council in relation to the establishment of the Belfast STC. 

2.2    Also the Department has also recently issued guidance in relation to the expenditure controls for Statutory Transition Committees. The Direction is made under the section 10 of the Local Government (Miscellaneous Provisions) Act (Northern Ireland) 2010, and states that councils may not, without the written consent of the Statutory Transition Committee:

(a)     make any disposal of land, if the consideration for the disposal exceeds £100,000

(b)    enter into any capital contract

i.    under which the consideration payable by the relevant council exceeds £250,000

ii.   which includes a term allowing the consideration payable by the relevant council to be varied;

(c)     enter into any non-capital contract under which the consideration payable by the relevant council exceeds £100,000.

2.3    These expenditure controls mean that the Council cannot enter into contracts which are required, for example, to deliver capital projects, without the consent of the STC. The table below provides examples of contracts which are directly affected by the expenditure control direction.

Capital Grant Funding from third parties

Capital Works Contracts

Sample of supplies and  ...  view the full minutes text for item 38.