Agenda and minutes

            Apologies for inability to attend were reported from Alderman Campbell and Councillors McCabe and McCarthy.

            Councillor McVeigh declared an interest in item 3(e) Leisure Transformation Programme, in that he was employed by SIPTU.

            The Director of Finance and Resources submitted for the Committee’s consideration 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 3 is a net departmental under-spend of £1.3m (1.5%). The forecast year end departmental position is an under-spend of £646k (0.5%) which after the reallocation of £275k to fund the ‘Christmas in Belfast Campaign’ agreed by the Committee on the 15 November 2013, provides a Committee level under spend of £371k (0.3%)

2.2    The main factors leading to the year-end under spend are the receipt of additional income in the Building Control Services arising from building notices, regularisation certificates, property certificates and LPS work together with in year employee cost savings arising from slippage in the recruitment for vacant posts.

2.3    Rate Income

         The Land and Property Service (LPS) are forecasting a positive settlement of £416k for the Council which compares to the Quarter 1 forecast of £900k and the Quarter 2 forecast of £395k. This would result in an overall revenue surplus for the Council of £787k at the year-end.

2.4    Reserves

         The general reserves balance at the start of the financial year was £13.3m. Based on the forecast movements, including the allocation of £1.15m to the Leisure Transformation Programme as agreed by Committee on the 23 August 2013, general reserves are expected to be £12.8m at the end of the financial year.

         Investment Programme

2.5    Committed expenditure approved by the Strategic Policy and Resources Committee for the 3 year Capital Programme stands at £39.4m, leaving £35.6m of schemes within the 3 year programme at the uncommitted or emerging project stage.  

2.6    Committed expenditure on LIF projects currently stands at £4.8m with actual expenditure of £571k incurred at the end of quarter 3.

2.7    The amount of levered external funding for the Investment Programme which has been agreed in principal is £69.9m, with £29.5m of these funds confirmed through letters of offer at the end of quarter 3. Members will be aware that the Council has recently received two further letters of offer relating to the Waterfront Hall Exhibition and Conference Centre and the Tropical Ravine which has increased the confirmed amount of levered external funding to £50.4m.

2.8    Actual capital expenditure for the period was £4.9m, while non-recurring expenditure was £669k.

         Other Financial Indicators

2.9    The percentage of average for debt under 90  ...  view the full minutes text for item 2a

            The Committee was advised that the Local Government Finance Act (Northern Ireland) 2011 required the Council to adopt the Chartered Institute of Public Finance and Accountancy (CIPFA) Prudential Code for Finance in Local Authorities.  In so doing, the Council was required to agree a minimum revenue provision policy annually and set and monitor a series of Prudential Indicators, the key objectives of which were to ensure that, within a clear framework, the capital investment plans of the Council were affordable, prudent and sustainable.

            At the meeting of the Strategic Policy and Resources Committee on 9th December, 2011, the Committee had approved the Council’s Treasury Management Policy which was based on the CIPFA Treasury Management Code of Practice.  The Treasury Management Policy required that a Treasury Management Strategy be presented to the Committee on an annual basis and that it was supported by a mid-year and year end treasury management reports.

            The Director explained that the comparison of “Gross Borrowing” to “Capital Financing Requirement (CFR)” was the main indicator of prudence when considering the proposed capital investment plans of the Council.  Estimated gross borrowing should not exceed the CFR for the current year plus two years.  The Council’s estimated gross borrowing position was comfortably within the CFR in the medium term.  Therefore, the Director of Finance and Resources considered the estimated levels of gross borrowing as being prudent.  The estimated financial costs for capital expenditure as a percentage of the estimated net revenue stream for the Council, based on the medium term financial plan, and the incremental impact on the rates of the Investment Programme, illustrated that, in the medium term, financing costs would represent 8.81% of the Council’s net running costs.  On that basis, the Director was satisfied also that the level of capital expenditure was affordable.

            The Finance Act required the Council to set an affordable borrowing limit, related to gross debt.  The Prudential Code defined that affordable limit as the “Authorised Borrowing Limit” and gross borrowing must not exceed that limit.  He recommended that the Committee approve an Authorised Borrowing Limit for the Council of £119 million.

            The Committee agreed that the Authorised Borrowing Limit for the Council be £119 million, approved the Treasury Management Strategy for 2014/15 and the Minimum Revenue Provision Policy Statement.

            The Committee was advised that a request for financial assistance had been received from the Harlandic Male Voice Choir towards the cost of representing Belfast and Northern Ireland at the “Voices of the Commonwealth” concert in the Glasgow Royal Concert Hall on 1st June to celebrate the Commonwealth Games in Glasgow.  As well as being part of the massed male voice choir consisting of choirs from Scotland and several Commonwealth countries, the Harlandic Male Voice Choir would also sing two pieces of their own at the concert.

            The Director of Finance and Resources explained that, under Section 37 of the Local Government Finance Act (Northern Ireland) 2011, the Council had a discretion to consider exceptional requests for financial assistance.  A small, special expenditure budget (Grants and Subscriptions) within the Finance and Resources Department made provision for such requests providing:

·        the Council had the statutory authority to make such payments; and

·        assistance was not available from the remit of another Committee.

            He pointed out that the request for funding met the criteria previously agreed by the Committee and it was recommended a contribution of £3,000 be made.

            Accordingly, it was

      Resolved – That expenditure of £3,000 in respect of the aforementioned event be approved under Section 37 of the Local Government Finance Act (Northern Ireland) 2011, it being the opinion of the Committee that the expenditure would be in the interest of, and would bring direct benefit to, the District and its inhabitants of the District, with the Committee being satisfied that the direct benefits so accruing would be commensurate with the payment to be made.

            The committee considered a report in relation to the procurement of Waste Treatment Facilities via arc21 which had been leading on the process to secure waste treatment infrastructure, including a modern mechanical biological treatment facility (MBT) and a modern energy-from-waste facility (EFW) on behalf of its 11 constituent councils.  The report outlined the current position in relation to the preferred site and the Department of the Environment’s responses to requests from the Committee and arc21 regarding its views on the project.  It also outlined the Bidder’s request to councils to demonstrate commitment to the continuation of the process by agreeing to a limited contingent liability.

            arc21 was recommending that the Council make provision in its accounts for its share of the potential £1million contingent liability based on a pro rata of population amongst participating councils, in respect of a contribution towards the Bidder’s vouched expenses to be incurred in the course of its ongoing participation in the competitive dialogue procedure in accordance with the principles of the counter proposal.

            The Committee agreed to adopt the recommendation which had been made by arc21.

            The Committee approved the commencement of tendering exercises and delegated authority to the Director of Property and Projects, in accordance with the Scheme of Delegation, to accept the most advantageous tenders received in respect of the following:

            The Committee granted authority also for the current contracts for the aforementioned items to be extended for an initial three month period, if required, and thereafter on a monthly basis until the new contracts had been awarded.

            The Committee noted the minutes of the meeting of the Budget and Transformation Panel of 14th February.

The Committee considered the undernoted report:

“1.0     Purpose of report

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

·        an update on the Capital Programme 13/14 which was presented to Committee on 24th March 2013

·        proposed recommendations for movement between the Capital Programme stages

·        specific project updates

·        an update on the capital financing for 2014/2015

2.0       Relevant Background Information

            Update on 2013/14 Capital Programme

2.1       Significant progress has been made in the delivery of the capital programme since it was agreed by SP&R Committee last March. Details of the current status and photographs of projects have been circulated. The Property & Projects department is happy to arrange site visits for Members/ Party Groups to Council funded capital project. 

2.2       Key highlights since the last quarterly report in November include -  

·        the successful relocation of the Belfast Welcome Centre to Donegal Square which opened in December 2013.  This £1.8million project was part funded by the ERDF

·        literally moving a river under Phase 1 of the £4m Connswater Community Greenway project with the realignment of Knock River in Orangefield Park at the end of January

·        the roll-out of Phase 3 of the Alleygating Programme with the majority of the gates to be installed across the city by the end of March

·        Super-Connected Belfast - the launch of the full voucher scheme on 14th Feb

·        MUGA programme - refurbishment work is well underway on a number of sites including Willowbank and New Lodge

      Capital Programme

2.3       Members have agreed that all capital projects must go through a three 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.

      KEY ISSUES

      Capital Programme – Proposed movements - Projects recommended to move up a Stage

      Proposed movements from ‘Stage 1 – Emerging’ to ‘Stage 2 – Uncommitted’

2.4Members are asked to consider if they wish to progress the projects as outlined in Table 1 below from ‘Stage 1- Emerging project’ to ‘Stage 2- Uncommitted’ under the Capital Programme.  A Strategic Outline Case (SOC) has been completed for each of these which has examined (i) Background to the project; (2) Feasibility; (3) Affordability; (4) Deliverability and Sustainability.  Members are asked to note that at SOC level the affordability of a project is only examined at a high level and this is tested and challenged further during Stages 2 and 3.

            The Director of Health and Environmental Services submitted for the Committee’s consideration the undernoted report:

“1.0    Purpose

1.1      To update Members on the preparations for community planning presented to the Belfast Statutory Transition Committee on 15th January 2014. 

1.2      To outline the role of elected Members in leading this process, including the potential role of the Area Working Groups during 2014.

2.0      Background

2.1      On 15th January 2014, the Statutory Transition Committee agreed a one-year work programme to help ensure the council is prepared for the Duty of community planning (a copy of the STC report has been circulated). The action plan reflects non statutory guidance which has been issued by the DoE in the ‘Community Planning Foundation Programme’ and has four key strands:

i.                 Start to develop the city vision and long-term objectives

ii.               Develop an approach to community planning at the local level

iii.              Develop the right governance, structures and accountability frameworks

iv.              Ensure effective communications and build capacity to support community planning

2.2      Further information about each of these strands is set out in the remainder of this report.

3.0      Role of Elected Members

3.1      Members are the democratically elected leadership at the heart of the community planning process. They will lead the development of a long-term vision and priorities for Belfast and its neighbourhoods. They will drive engagement and partnership-working to ensure that change is substantive; that decisions by council and its partners are informed by the broad range of views of local people; and need is balance against realistic resourcing and deliverability.

3.3      Members will also need to have an oversight role to ensure that progress is monitored and that agreed actions are delivered, even by other agencies.

3.4      Because of the central role of Members, the STC has agreed to hold a Community Planning workshop, to which other Members of Council will be invited, to create a shared understanding of the community planning process and to co-design a process that fits the Belfast context.  The focus of the workshop will be to examine the practicalities associated with Members’ new leadership role in the process.  The workshop will be held on 4th March at 5.00pm and will be facilitated by Neil McInroy from the Centre for Local Economic Strategies.

3.5      The current cross-party working group on community planning (with two Members from each party) has been leading the Council’s emerging approach to date.  As the process of developing the community plan continues, this group will meet stakeholders and experts to help develop recommendations for the STC and SP&R.  Some of the recommendations emerging from the group are contained in this report. 

4.0      Community Planning and Belfast ­–  city vision and outcomes 

4.1      The new functions and powers being transferred to councils in 2015 will enable BCC to take a lead role in shaping the future of the City, through growing the economy, spatial planning and addressing social problems. The community planning framework for Belfast will need to provide a joined up approach to  ...  view the full minutes text for item 3b

            The Committee considered the undernoted report:

“1.0    Relevant Background Information 

1.1    Members are aware that are a number of major changes facing both the Council and the wider local government sector currently including –

·        the reform of local government and the enhanced roles and responsibilities in addition to the extended boundaries including the

§  transfer of regeneration powers and associated assets and projects from DSD

§  transfer of statutory planning powers from DoE

§  emerging statutory community planning duty which will be at a city, thematic and area level

·        the emerging Social Investment Fund (SIF) projects

·        the emerging Leisure Transformation Programme (LTP)

         Together with the continued implementation of the Council’s Investment Programme, all of the above provide a great opportunity for Members to make a real difference to the economic, social and environmental wellbeing of Belfast, particularly in terms of physical investment decisions. However Members are aware that there are limited financial resources and Members need to properly consider the opportunity costs of approving one project over another project. Members also agreed last month to a continued zero rates increase which will increase pressure on the Council to deliver more with less. The SP&R Committee, as the Council’s investment decision maker, has a responsibility to focus on delivering the projects which can have maximum benefits and investment return for the city and local areas. This raises a number of key issues and hard decisions for Members in terms project prioritisation.

1.2    Members are aware that since their inception the AWGs have played an integral role in recommending investment decisions for their areas in terms of LIF and Local Interventions to the SP&R Committee. It was also previously agreed at SP&R in November 2012 that the AWGs would play a central part in recommending decisions related to the Belfast Investment Fund (BIF) given their knowledge of local areas and to date 19 of these have been recommended to progress to Stage 1 - Feasibility.  However the final decisions on what projects to invest in under BIF lies with the SP&R Committee.

1.3    However given the challenges and opportunities outlined above Members agreed last month that a detailed report on the current status of BIF projects particularly in regard to match funding be brought back to the February Committee. In order to develop an overall investment picture and to help Members with the emerging community planning process this paper also gives Members an update on the Council’s other funding streams including the Capital Programme and the Local Investment Fund together with the emerging Social Investment Fund (SIF) proposals and the assets and projects which are transferring in from DSD/DRD and other areas under the LGR.

2.0    Current status – physical projects

2.2    Members are aware that in addition to BIF there are also a number of other funding streams in terms of physical investment projects within the Council. However due to the LGR the Council can no longer plan in the context of its current funding streams but  ...  view the full minutes text for item 3c

            The Committee was reminded that, in March, 2011, the Social Investment Fund had been announced by the Northern Ireland Executive as a means to tackle poverty, unemployment and dereliction through community-led interventions of a significant scale.  The programme, led by the Office of the First Minister and Deputy First Minister, was delivered through strategic areas plans.  In September, 2012, initial steering groups were established comprising four voluntary/community and four political representatives to co-ordinate the development of the Area Plan.  A Council officer representative attended also with observer status.  Area plans had since been developed with the ten priority areas identified.  Now that the priorities were known, the Office of the First Minister and Deputy First Minister wished to finalise full membership of the area steering groups by appointing four statutory and two business representatives, prior to moving into project delivery later in 2014.

            In January, 2014, the Council had received correspondence from the First Minister and Deputy First Minister asking for senior members of the organisation to be nominated to one of the each of the four area steering groups.  It was required that those names be forwarded to the Department by the end of January.

            The Chief Executive reported that the officers nominated to the Office of the First Minister and Deputy First Minister were those who had previously sat on the steering groups in an observer capacity and were as follows:

            Gerry Millar – Belfast North

            Andrew Hassard – Belfast South

            John McGrillen – Belfast East

            Suzanne Wylie – Belfast West

            The role of the steering groups would be to oversee progress in the delivery of the area plan and review needs and issues during the first phase of the Social Investment Fund, which would run until March, 2016.

            The Committee noted the information which had been provided.

(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       At its meeting in January, the Committee agreed to reconsider the preferred business model at its next meeting, to allow the Trade Union Group additional time to prepare its proposals for a transformed in house option.

         In order to leave all options on the table, the Committee further agreed at risk to grant authority to officers to take the necessary steps for the creation of a non-profit distributing organisation and to facilitate formal consultation with staff and trade unions to include the development of a series of protections for transferring staff.

2.0Key issues

2.1An ‘in principle’ decision

      The professional analysis and advice is that the only model that will deliver the required £2m savings by 2016 is the non-profit distributing organisation.  Previous Committee reports have been appended to this short update report, setting out the options and analysis.

      Members are now being asked to consider the information contained in the report and appendices, and to indicate the Committee’s preferred ‘in principle’ business model option for the delivery of leisure services in Belfast, as the non-profit distributing organisation, which of course will be subject to consideration under Best Value and Equality legislation.

2.2Work to date

      Since January, preliminary work has been undertaken at risk to establish the non-profit distributing organisation (NPDO) structures with legal advisors.  Work is also underway to develop the contract specification and business plan.  This will include drafting health and well-being outcomes, asset management arrangements and customer service standards for discussion with Members.

      As part of this, specialist legal advice has been taken which sets out a pragmatic procurement route. The Council also needs to be fully cognisant of its responsibilities under the Local Government (Best Value) Act (Northern Ireland) 2002, and ensure that it fulfils its obligations under the Act.  A more detailed report setting out these issues and consultation process will be brought to Committee, consequent to its ‘in principle’ decision, to be integrated with the EQIA consultation.

      The current timeline is to bring a final decision to Committee in June 2014, including a proposed contractual agreement with the new trust, outline business plan and draft financial agreement.  This will also include the necessary due diligence reports to give Members the appropriate assurances in relation to legal, financial and equality issues. 

2.3    Consultation and engagement with staff and trade unions

         Committee and management have consistently, from the start of consultations in September 2013, committed to working with the trade unions to examine the options for leisure, including an in-house model.  The TUs have been provided with information to support the development of their proposals; the key issue being the deliverability of the required savings by April 2016. 

         Correspondence with the trade unions, which sets out the engagement with them since September, has been circulated.

         Also circulated for Members’ information is the Director’s response to the Trade Unions’ report  ...  view the full minutes text for item 3e

            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 reminded that, at a recent meeting, the Chairman had suggested that it might be appreciated by the Political Parties on the Council if the meetings of Committees and Working Groups, including the meetings of the Policing and Community Safety Partnership and the several Party Briefings, were to be cancelled during the month of May to allow the politicians to concentrate on the forthcoming European Parliament and Local Council elections.

            The Democratic Services Manager reported that the Party Leaders had been spoken to on their views over the past few weeks and the general view was that it would be helpful and that they would support the idea.  He circulated for the information of the Members the scheduled meetings which were due to take place during May and which would be affected if the Committee supported a proposal to cancel them.  Essentially, the last meeting to take place before the elections would be the full Council meeting of 1st May.

            He pointed out that, if the Committee agreed to the suggestion, then for the month of May the Chief Executive, in consultation with the Party Leaders, the Chairman of the Strategic Policy and Resources Committee and appropriate Committee Chairmen, would exercise a general delegated authority to take any urgent decisions which were routinely set in place during the recess month of July each year.  In addition, if the proposal was supported by the Committee, a report would be presented to each of the other Standing Committees requesting that they agree to cancel their meetings and any meetings of Working Groups established by those Committees during the month of May.  It would be necessary also for a similar report to be considered by the Policing and Community Safety Partnership and by the Belfast Statutory Transition Committee which was scheduled to meet on 14th May.

            The Committee agreed to the cancellation of its meetings in May, together with any Working Groups and Area Working Groups which had been established by it, and for delegated authority to be extended to the Chief Executive for that month in consultation with Party Leaders, the Chairman of the Strategic Policy and Resources Committee and the appropriate Committee Chairman.

            The Committee was reminded that, at its meeting on 24th January, it had agreed that a report on the policy of attendance of Members at ‘Members Association’ events, such as the Association of Municipal Authorities of Ireland and the National Association of Councillors be submitted for consideration.

            The Democratic Services Manager reported that consideration of attendance at those types of events previously fell under the remit of the former Members’ Sub?Committee.  That Sub-Committee, at its meeting on 15th October, 2001, had agreed a policy that all reports submitted to it on conferences and seminars should specify that at least one representative from each of the Party Groups on the Council be authorised to attend.

            Following the abolition of the Members Sub-Committee in 2007, all reports relating to Members’ Association events had been submitted directly to the Strategic Policy Resources Committee and, in accordance with Council Policy, the recommendation of one member from each party or, in some instances, such as the National Association of Councillors events, the Members who represented the Council on the association, continued to be applied.

            The Committee agreed that an options paper in relation to the attendance of Members at all conferences and seminars be submitted for its consideration in due course.

            The Committee considered the undernoted report:

“1.0    Purpose

1.1      The purpose of this report is to set out for Members the proposed interim staffing arrangements following a review of the Lord Mayor’s Unit.

2.0      Background

2.1      A comprehensive review of the Lord Mayor’s Unit, was conducted primarily because of the changing nature of the Lord Mayor’s role and it’s office and the significant number of additional hours being worked by staff in the unit over a long period.

           The objectives of the review were :

·        to create a ‘fit for purpose’ service and staffing structure  to ensure delivery of future needs in the changing civic and corporate environment;

·        to enhance and maintain the high quality service to the Lord Mayor, Deputy Lord Mayor and High Sheriff and to mitigate against risk within the environment;

·        to address long standing excessive working hours issues within the unit.

2.2      Two previous Lord Mayors and the current Lord Mayor of Belfast and all members of staff in the unit were consulted as part of the review.

2.3      The current organisation structure consists of an establishment of seven full time permanent staff and one temporary member of staff.

3.0      Key Issues

3.1      Civic Leadership

Belfast is changing as a city with increasing recognition being given to the council as a civic leader, this combined with local government reform, the delivery of the Investment Programme and an increase in public expectations has had a significant impact on the Lord Mayor’s role and that of the unit.

A change in focus over the years has resulted in the Lord Mayor’s unit taking a wider approach with its staff building closer working relationships with departments across the council, in particular the Chief Executive’s support unit, the City Events and the Economic Development teams.

3.2      Working hours

For the past few years staff have been working a significant number of additional hours and have been carrying-over an increased amount of annual leave; there are long standing high levels of flexi leave, overtime and time off in lieu leave and members of staff  regularly take work home.

3.3      Staffing/Roles & Responsibilities

The roles and responsibilities within the unit have become somewhat blurred and this is primarily due to the dynamic and demanding environment together with a significant increase in workload. This increased work and tight deadlines means the work on projects and events has become more re-active rather than pro-active and planned.

Information gathered as part of the review demonstrated that the service has delivered a significant number of events over the past number of years with the Lord Mayor’s Principal Officer in particular spending an increasing amount of time  working with civic dignitaries and providing advice on events such as the visit of President Obama and the hosting of the ‘Freedom of the City’ events dedicated to Dame Mary Peters and Van Morrison.

The review also highlighted that there was some duplication of work and that senior officers were becoming involved in day to day operational issues resulting in less  ...  view the full minutes text for item 5a

            The Assistant Chief Executive/Head of Human Resources submitted for the Committee’s the consideration the undernoted report:

“1.0  Purpose

1.1   The purpose of this report is to advise elected members of the arrangements to ensure the effective management of agency workers and to seek agreement to extend Standing Order 55 to agency workers. 

2.0   Relevant Background Information

2.1   An essential element of the Council’s efficiency agenda is to reduce the long term use of and over dependency on agency workers. A framework for the effective management  and use of employment agency services was therefore developed and communicated to  all Council departments.

2.2   Closely linked to this is the Council’s commitment to deliver two hundred job opportunities as part of the Investment Programme.    Work has been ongoing to reduce dependency on agency workers and where possible, realign resources to deliver direct employment   opportunities.  Thirty-five permanent Business Support Clerk (BSC) posts have been created with a comparable reduction in the use of agency BSCs. A new generic job of Mobile Facilities Attendant in Parks and Leisure has also been developed, creating up to twenty-six new posts and direct employment in these roles will bring about a considerable reduction in the use of agency workers. Work will continue to focus on the reduction in the use of agency workers as well as exploring how levels of overtime can be reduced to deliver even more direct employment opportunities.

2.3   Recently, some concerns regarding the requisitioning of agency workers and the appropriate management of long term agency workers have been highlighted.  

3.0   Key Issues

         The following work has therefore been completed:

3.1   The framework for managing the use of employment agency services has been updated and communicated across departments.  It is attached at Appendix One. The updated framework includes tighter controls around the requisitioning of agency workers and the appropriate management and support of long term agency workers when applying for council jobs.

3.2   To ensure a continued focus on efficiency through effective management of agency workers and to help bring about improvement, corporate Human Resources has set up regular compliance meetings with departments to ensure that the framework is being adhered to, i.e. that authorisation and requisitioning protocols are being followed.   Analysis will also include the duration of assignments and departments will also be asked to justify long term use.  The monitoring approach being implemented by corporate Human Resources will be similar to that implemented to reduce levels of sickness absence.

3.3   While efforts continue to reduce the number of agency workers in the council, there will always be a need, for operational reasons, to have these type of resources. Clear processes and procedures for fair, equitable and appropriate requisitioning of agency workers is essential. Such a process has therefore been made explicit in the updated framework for managing the use of agency services and each council department has been advised accordingly. 

3.4   It is also proposed that the Council’s Standing Order (SO) 55 be extended to include the engagement of agency resources.  This protocol  ...  view the full minutes text for item 5b

            The Committee was reminded that at the Council meeting on 3rd February, the undernoted Notice of Motion had been proposed by Councillor Hanna and seconded by Councillor Mullan:

“This Council:

·        Notes that many households in Belfast, including a high portion of those in work, are currently experiencing poverty;

·        Contends that people working full-time should be able to afford housing costs, essential utilities and food bills;

·        Agrees that the introduction of the minimum wage has been a step forward but that at its current level it is inadequate for many with financial responsibilities;

·        Acknowledges that it is our responsibility as a major employer as well as to our ratepayers to seek to reduce poverty and inequality; and

·        Notes that approximately 1% of council employees are paid below a 'Living Wage', currently set at £7.65 per hour, a sum independently set as the level above which an earner can live adequately and with dignity in today's society. 

The Council therefore agrees:

1.   To become a Living Wage employer, in consultation with staff and their representatives, and to revise upwards payment to those employees currently receiving below the living wage level;

2.   To include a commitment to include the living wage in all new employment contracts;

3.   To review the extent to which the Council’s Living Wage policy might be able to be applied to currently contracted-out services or as each contract comes up for renewal;

4.   To encourage other employers in Belfast to adopt a similar anti low-pay policy for their staff;

5.   To review the ratio between the lowest and the higher paid council officers; and

6.   To ensure that the appropriate Council Committee receives reports on progress towards the above at least annually, and initially by April 2014.”

            In accordance with Standing Order 11(e), the motion had stood referred without discussion to the Committee.

            The Committee agreed that a report on the matter be submitted for its consideration in due course.

            The Committee considered the undernoted report:

“1  Relevant Background Information

1.1    One of the key projects in the Council’s Efficiency is the development and implementation of an accommodation strategy which rationalises the City Centre office accommodation for the Council freeing up leased accommodation for use by the private sector in support of the Council’s City Financing Strategy and realising potential capital receipts on surplus BCC buildings. The strategy will also aim to establish accommodation facilitates modern ways of working in to office environment.

1.2    The majority of the Council’s city centre staff (1,142 staff) are currently accommodated in four locations - City Hall, Cecil Ward Building, Adelaide Exchange and Lanyon Place, with the latter two buildings leased from private landlords. This accommodation is augmented by the ISB Building, Wellington Place (CAC), Dunbar Link and Maysfield LDC. The accommodation at Duncrue Complex is currently excluded from the accommodation strategy given its ongoing operational requirement. The associated annual rent and rates accommodation costs for currently leased city centre premises is £1,034,950.

1.3    There is an opportunity for the Council to exercise lease break options in both Adelaide Exchange (September 2017) and Lanyon Place (January 2017) at no financial penalty to exercise the options. Should these break options not be utilised Council’s tenure will automatically extend to the end of the Lease terms; August 2022 and November 2020 respectively.

1.4    The Accommodation Group was re-established by the Strategic Policy & Resources Committee, on the 24 September 2010 to review existing accommodation commitments and consider the future accommodation needs of the Council.

1.5    The Strategic Policy & Resources Committee of 8^th June 2012 agreed that an Economic Appraisal and Options Report should be undertaken in respect of the Council’s office accommodation in order to recommend a way forward for development of a Corporate Accommodation Strategy for the Council. CIPFA Property was appointed to provide an initial analysis of the Council’s existing office accommodation and provide high level recommendations.

1.6    The high level CIPFA Property evaluation identified a ‘workstyle solution’ based on modern ways of working that could potentially provide the optimal outcome for the Council. However, it was not considered that such a solution could universally be implemented with any degree of success given the existing nature, range and provision of services across the Council. It was recognised that this solution may not fit services and Strategic Policy & Resources Committee on 21 June 2013 agreed to pursue an ‘estates solution’ that embodies the principles of best practice of workspace provision and where suitable to develop and employ more modern ways of working tailored to suit service delivery.

1.7    A market site search of currently available property was concluded on behalf of the Council in October 2013 by CBRE estate agents who identified a list of 14 potential locations. This site search concluded there were no options available of sufficient size in suburban locations to facilitate a totally decentralised approach to the Council’s eventual accommodation solution.

1.8    Deloitte were appointed to undertake the Economic Appraisal  ...  view the full minutes text for item 6a

            The Committee was reminded that a European Regional Development Fund application had been submitted to develop an Innovation Centre at Springfield to act as a catalyst for the wider regeneration of the Forthriver Business Park.  There were three main aspects to the project, that is, the build, community engagement and the operator model.  There had been extensive community engagement and a wide range of different community groups had been consulted.  The operator manual was currently being looked at and specialist skills had been contracted to help inform the specification.  A design and build contract was being used for the build and a planning application was due to be submitted in May, 2014.

            The Director of Property and Projects explained that the development would be located on part of the Forthriver Business Park.  That site was owned by Invest NI and was an interface location in one of the most deprived areas of the City.  The Innovation Centre would be situated on 2.1 acres of a 12 acres site and the anticipation was that that would act as a catalyst to help bring forward development of the wider site.

            The estates management teams from both the Council and Invest NI, together with Legal Services and Invest NI’s solicitors, had been in discussions to transfer the Invest NI land to the Council, subject to receipt of a letter of offer and the approval processes of each organisation.  The Council’s Estate Unit had been negotiating with Invest NI’s agent and had agreed a consideration for the site, subject to the Committee’s approval.  In addition, Officers had been working with the respective solicitors to draft the terms of the Agreement for the Lease and the 999 year lease which would transfer the site to council ownership on completion of the development, subject to funding and approval.

            The Director stated that the procedure for land transfer required the Council to pay Invest NI a 10% deposit for the site upon signing the Agreement for Lease and with an 18 month timeframe to build the Innovation Centre, in receipt of planning and approval of the plans as specifications by Invest NI.  In order to meet the funding timescale for vouched expenditure on 31st December, 2015, the Centre build programme showed an anticipated completion of November, 2015.  Once the building had been completed, in accordance with the plans and specifications, the Council will pay the remaining 90% of the consideration to Invest NI and the ownership of the land would be transferred to the Council by way of a 999 year lease.  The consideration with Invest NI had been agreed at £150,000 for a total site area of 2.131 acres.

            He pointed out that the business parks site had been subject to a Requisition Order from the Department of Justice to divert parades through the estate roads and paths.  Whilst the site had been undeveloped, that had provided the Police Service of Northern Ireland with a public safety and public order solution.  Discussion had taken place with  ...  view the full minutes text for item 6b

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

            The Committee considered the undernoted report:

“1.0  Purpose of report

1.1    Members will be aware that under the Council’s Investment Programme a number of schemes designed to enhance the city’s economic infrastructure were proposed.  One of these schemes is the creation of a Creative Hub.  This scheme is subject to ERDF funding and is currently a ‘Stage 3 – Tier 0 Scheme’ (Schemes at Risk) on the Council’s Capital Programme.  A letter of offer has not yet been received for the project however Committee agreed in June 2013 that this should be progressed to tender stage due to the tight funding timescales for EU projects.  

1.2    The purpose of this report is to seek Committee approval to proceed now with the acquisition of a building at 19-21 Donegall Street in the Cathedral Quarter for the Council’s Creative Hub. Members are asked to note however that this is still subject to a LOO being received.

2.0    Relevant Background Information

2.1    On 22nd February 2013 following a feasibility study into the viability of a Creative Hub SP&R gave approval for the project to be explored in more detail work on the project and to make an application for funding from ERDF to cover some of the costs associated with the development. 

2.2    On 19th April 2013, Committee approved a report outlining the preferred location for the development of a Creative Hub as Cathedral Quarter/Inner North Belfast and noted that further work would be undertaken to identify an appropriate site. Members of the SP&R and Development Committees were updated June 2013 that potential locations included options in Donegall Street and near Smithfield.

2.3    On 21st June 2013, as part of a wider update on capital schemes, approval was granted by the SP&R Committee to undertake preparatory work on the tendering for the Hub in order to meet the funding deadline of 31st Dec 2015. Committee further agreed on 19th Nov 2013 to incur expenditure up to £150K towards design/development activity, to ensure that funding deadlines could be met based on the potential acquisition of an existing building for refurbishment.

2.4    A comprehensive property search has been undertaken to identify available properties within the Cathedral Quarter/Inner North area meeting key criteria. Twenty commercial agents and landowners in the area were contacted and a long list of 25 properties in the area were considered.   Key criteria were set to evaluate the long list including:

·        Size

·        Location

·        Refurbishment potential within funding timescale and budget

·        Ability to purchase or for long lease

·        Proximity to new University development;

·        Proximity to DSD Managed Workspace Buildings and potential for further expansion. (The DSD Managed Workspace Buildings are to transfer to the Council in 2015 under LGR).

2.5    It is worth noting that whilst many properties were available on the basis of a short term lease they were not available for either purchase or by way of a longer term lease.  ...  view the full minutes text for item 6c

            The Committee considered the undernoted report:

“1     Relevant Background Information

(i)       Request to acquire land at Hannahstown Hill

1.1   The Council owns circa 6 acres of land at Hannahstown Hill, as shown on the attached plan. Mr C Finnegan, the occupier of an adjoining property, has recently written to the Director of Property & Projects expressing an interest in acquiring either a portion or all of the Council’s land holding at Hannahstown Hill. He has indicated that it would be his intention to cease his current use of his adjoining land (sale of diesel and other household fuels) and to seek planning permission for land fronting Hannahstown Hill to be developed as retail units whilst the remainder of the land would provide grazing for horses he owns and trains.

1.2    In connection with his business of fuel sales Mr Finnegan had, until recently, taken illegal occupation of a Right of Way at this location which also involved a substantial encroachment onto other Council owned land. The matter was only recently resolved following lengthy contested legal proceedings between the Council and Mr Finnegan in the High Court to prevent Mr Finnegan’s continued illegal occupation and ensure the Council’s land was not misused. The current use undertaken by Mr Finnegan at his land has deemed planning permission by passage of time and is immune from enforcement action.

1.3    The background to the Council’s acquisition of this land has also involved litigation actions between BCC, Mr Finnegan and the previous landowner. .

            (ii)      Glen Road Development Framework

1.4    Members will be aware that a Glen Road Development Framework (also known as Glen10), led by DSD with BCC representation, was launched last year by DSD following the culmination of almost two years of cross statutory engagement and public and private consultation.  It is worth noting the Framework subject area   includes the land at Hannahstown Hill also referenced in this Committee report.  

1.5    The Framework included a proposed Action Plan and proposed that a ‘Delivery Executive’ would act as a forum for considering the actions within the Framework Action Plan and act as a mechanism for engagement between developers, landowners and statutory bodies in relation to the future development of the lands within the subject area.   

2       Key Issues

            (i)    Hannahstown Hill

2.1    The Council recently had a planning assessment undertaken in respect of the Council’s 6 acre land holding which concluded that whilst in the short-term there may be some limited development potential this will be restricted by the current planning policy (PPS 21) for the area which would constrain development to tourism (draft PPS 16), outdoor sport/recreation (PPS 8) and renewable energy projects (PPS 18). Development is further restricted by dBMAP which has included the lands in a Rural Landscape Wedge and as such any development proposals may have to demonstrate a site-specific need. The planning assessment also confirmed the medium to longer term development potential being significantly enhanced if it were to be included within the Development Limit. Indeed  ...  view the full minutes text for item 6d

            The Committee was reminded that the governance arrangements for the ILLUMINATE Project, which it had approved in February, 2013, had limited access to the new ILLUMINATE LED lighting facilities to:

            (a)  charities nominated by our Civic Office Bearers;

            (b)  events organised or supported by the Council;

            (c)  an agreed schedule of additional days.

            Any request which did not fall into those categories required the approval of the Committee.

            World Autism Awareness Day

            The Director of Property and Projects reported that a request had been received recently from the Parent’s Education as Autism Therapists (PEAT) to have the City Hall illuminated in a blue colour on 2nd April, 2014 to mark World Autism Awareness Day.  He pointed out that World Autism Awareness Day not only raised awareness of that condition but also help to raise funds for research and to provide support for people living and caring for someone with that lifelong condition.

            The Committee agreed to accede to the request.

Belfast Giants

            The Director report that, subsequent to the report having been issued, he had received a request from the Right Honourable the Lord Mayor (Councillor Ó Muilleoir) that the Committee consider lighting up the City Hall later in the evening in recognition of them winning the ice hockey Elite League the previous Sunday in the colours of the Belfast Giants and he recommended accordingly.

            The Committee adopted the recommendation.

            The Committee approved and adopted the minutes of the meeting of the Good Relations Partnership of 10th February and approved the following:

Review of Good Relations Partnership

            The decision of the Partnership to request that funding of £3,000 be made available for the hiring of the independent consultants to undertake the review of the Good Relations Partnership.

            Opening of the Sam Thompson Bridge

            Authority for expenditure of a sum of approximately £800 to enable the hosting of a small reception, together with the staging of a number of short scenes from Sam Thompson’s plays, to mark the opening of the Sam Thompson Bridge which linked the Airport Road with the Victoria Park as part of the Connswater Community Greenway.

            The Committee was advised that correspondence had been received from the Soldiers Charity requesting that the Council consider reserving places at an event in the Waterfront Hall on 8th March entitled ‘The Great War Commemoration Concert’.  The charity provided lifetime support to serving and retired soldiers and their families.

            The Director of Health and Environmental Services reported that the Great War Commemoration concert would be an event to mark the 100th anniversary of the outbreak of World War I.  It would be hosted by UTV’s Paul Clarke and would feature the band, bugle, pipes and drums of the Royal Irish Regiment, plus a number of other artists.  The event would specifically commemorate the contribution of the whole of Ireland during World War I and as such there would be a wide representation from across the island at the event.  Tickets for the event cost £29 each and the cost of attendance could be met from within an existing revenue budgets.

            The Committee agreed to reserve eight places at the concert for the Chairman and Deputy Chairman of the Committee (or their nominees) and one member from each of the Parties on the Council.  The Committee agreed also that any commemoration of events in relation to the Great War be submitted (where time allowed) in the first instance to the Joint Group of the Party Leaders’ Forum and the Historic Centenaries Working Group.

            The Committee was reminded that, at its meeting on 25th April, 2012, it had approved and adopted the minutes of the Good Relations Partnership of 3rd April and adopted the recommendations in respect of the tenders for the delivery for the Peace III Phase II Interfaces Programme. 

            The Director of Health and Environmental Services explained that a key component of the aforementioned programme was to work closely with local communities to develop an inclusive community approach to the regeneration of the communities living at interfaces.  Through that inclusive approach fourteen barriers, located at Duncairn Gardens, Flax Street, Torrens Crescent, Lower Falls/Shankill and Whitewell, had been identified as areas in which the programme could deliver small-scale environmental works decided upon by local communities following consultation.  The Director pointed out that one of the proposals identified following consultation with the communities living in those interface areas included the introduction of art works which reflected the local history and heritage of the area.  However, to deliver those art works the Council would be required to enter into a licence agreement with the owners of the properties to which the art works would be attached.

            The Committee approved the entering into a licence agreement with the owners of the properties to which the art works, which were agreed through community consultation, were to be attached in order to allow this aspect of the PEACE III Phase II Interfaces Programme to proceed.

            The Committee considered the undernoted report and approved the comments as set out in the draft response:

“1     Relevant Background Information

1.1    In Belfast 19% of the population is over 60 and this is expected to rise to 36% by 2050. Whilst population aging is seen as major success of the 20th century it is also recognised as one of our greatest challenges.  We must continue to improve our City’s services and structures to ensure the City is accessible to all and to meet the needs of a growing population of older people with a wide range of abilities.

 1.2   The Council has identified older people as a priority within its current corporate plan and in March 2012 the Lord Mayor signed a declaration formally committing Belfast to become a World Health Organisation (WHO) Age-friendly City. This effectively commits the City to a continuous improvement cycle, involving older people, of planning, implementation and evaluation to better meet the needs of an aging population.  A three year action plan and progress report must be submitted to WHO for review at the start and end of the process respectively.

1.3    Since then the Council has been working collaboratively within the Belfast Strategic Partnership (BSP) and specifically it’s Healthy Ageing Strategic Partnership (HASP) to honour that commitment and has produced a draft 3 year plan

 1.4   The Council’s All Party Reference Group on Older People, currently chaired by Councillor Bernie Kelly, directs and oversees this work programme on behalf of the council.

2       Key Issues

2.1    Over the last 18 months, Council officers under the direction of the All Party Reference Group on Older People have worked collaboratively within BSP and HASP to:

1.     See Belfast become the first city in Northern Ireland to join into the World Health Organisation's Global Network of Age-friendly Cities.

2.     Establish mechanisms to involve older people throughout the Age-friendly process and carry out extensive consultations with a wide range of older people to establish how age friendly they perceive the city to be and what they would like to see improved  under the eight Age Friendly domains;

3.     Compile key statistical data and create an Age-friendly Belfast profile which is easily available on the NINIS websitehttp://www.ninis2.nisra.gov.uk/public/Home.aspx.

4.     Hold a number of joint workshops with older people, service providers and key stakeholders, using the baseline assessment of older people’s perceptions and the statistical data, to develop a vision for Age Friendly Belfast, key priorities for improvement and actions planned over the next three years. 

2.2    The Draft 3 Year Age-friendly Belfast Plan (attached Appendix 1) was issued by BSP for consultation on 8th January 2014. The proposed vision is that ‘Belfast will be a city where older people live life to the full

2.3    The plans builds on the wide range of projects the Council already delivers targeted at older people to reduce isolation and encourage healthy, active ageing. Examples include, four Winter Warmth Clinics, Older Peoples Arts Festival in the Waterfront Hall, tea dances in  ...  view the full minutes text for item 8a