Agenda item

City Leadership

1

The Department will take the lead in driving the physical portfolio of the Investment Programme across the city working closely with Departments from across Council to ensure successful delivery of this portfolio.  Over the coming year this will include progressing the projects under the funding streams as detailed in para.1.7. The Department provides an overview of progress, risks, issues and benefits of the programme.

The Director of the department is responsible for the risk management of the programme as a whole.

IP

2

Ensure all Capital Programme projects follow the Stage Approval process for physical projects as agreed by SP&R Committee in March 2013 to enable member to take informed decisions and enable them to focus on delivering the projects which can have maximum benefits and investment return for the City and local areas

-       Stage 3 – Committed Projects – projects which have completed a Full Business Case (FBC) and where approval has been obtained by SP&R to proceed to tender

-       Stage 2 – Uncommitted Projects – project where an Outline Business Case (OBC) is being developed.  If approved these progress to Stage 3

-       Stage 1 – Emerging proposals – proposals which require completion of a Strategic Outline Case (SOC) before they could be considered further by SP&R Committee.  If approved these progress to Stage 2.

IP

3

Ensure the successful delivery of projects under the Council’s Capital Programme including ensuring the monitoring and reporting of progress, risks and issues. 

Stage 3 – Tier 2 – Schemes currently underway (6 projects worth over £40million as at Feb 2014)

• Connswater Connswater Greenway
• Alleygates - Phase 3
• Fleet Replacement Programme
• Marrowbone Pitch
• Community Gardens
• ICT Programme

Stage 3 – Tier 1 – Schemes at tender preparation stage (22 projects worth over £33million as at Feb 2014)

·         Pitches Strategy - 10 projects including 5 new pitches and pavilions and 5 new pavilions at sites across the city

·         MUGA Programme – 3 new builds – Annadale, Clarendon and Springfield Site A

·         Super-Connected Belfast

·         Roselawn - Site Development Section Z

·         Vehicle GPS

·         Route Optimisation

·         Suffolk Playing Fields - New Pavilion

·         Half Moon Lake

·         Drumglass Park

·         Belfast Zoo - Adventures Learning Centre

• Commercial Waste Bin Weighing System

Stage 3 – Tier 0 – Schemes at Risk (9 projects worth nearly £90million as at Feb 2014)

·         Public Bike Share Scheme

·         Belfast Waterfront Exhibition and Conference Centre

·         Girdwood Hub

·         North Foreshore - Green Economy Business Park Infrastructure

·         Innovation Centre

·         Creative Hub

·         Tropical Ravine refurbishment

·         Leisure Transformation Programme - Olympia Regeneration

Whiterock Community Corridor

IP

4

Complete and progress, in conjunction with client departments as appropriate, Outline Business Cases (OBCs) for projects which are at Stage 2 on the Capital Programme (8 projects as at Feb 2014) including the Andersonstown Regeneration

5

Complete and progress, in conjunction with client departments as appropriate, Strategic Outlines Cases (SOCs) for projects which are at Stage 1 on the Capital Programme (20 projects as at Feb 2014)

6

Ensure from April 2014 that any new capital projects complete a project proposal form before being considered by SP&R Committee to be added to the Capital Programme 

7

Ensure ERDF and other externally funded projects are administered correctly to guarantee successful grant compliance and drawdown.  This includes key projects as outlined in the table below.

IP

8

Support the progression of the 19 emerging Belfast Investment Fund proposals through the Stage Approval process to enable Members to take informed decisions.

Work, through project sponsors, with groups who are under consideration for BIF funding to help progress the development of business cases etc... identifying other funding sources.

IP

9

 Work to ensure the successful delivery of the Local Investment Fund (LIF) projects which have been agreed by SP&R Committee

Continue to lead on the due diligence process in relation to LIF.

Work with Area Working Groups (AWGs) on the potential reallocation of LIF funding as necessary.

IP

10.

Manage the feasibility fund to enable work to be undertaken on proposed physical projects (either under the Capital Programme and/or BIF) to bring them to a point where Members can make informed investment decisions.

11

Support the assets/estates and construction related aspect in the review of Phase 1projects of the Leisure Transformation Programme, including the redevelopments of Andersonstown (£19m) and Olympia leisure centres (£19m) and the construction of the Girdwood Community Hub (£9m).  Work closely with Parks & Leisure on progressing the asset related strands of emerging Phases 2 and 3 of the Programme.

IP

12

Carry out planned maintenance in accordance with the maintenance plan

13

Carry out the non-recurrent underspend programme as agreed by SP&R Committee.

14

Manage the delivery of a number of physical projects which are being funded under OFMDFM’s Social Investment Fund (SIF) as agreed by SP&R Committee.

Manage the delivery of a range of economic appraisals and feasibility studies on behalf of DSD.

IP

Environment

9

Continue to capture landfill gas and convert to electricity and manage the ERDF grant application of the Eco Resource Recovery Park at the North Foreshore.

10

Complete phase 2/ 3 of the policy position on contaminated land.

11

Complete the Energy Strategy for the Belfast City Council.

Economy

12

Increase the amount of council expenditure with Belfast based suppliers through the quotation process and increased supplier information events.

IP

13

Support job creation within the city through the delivery of the Council physical projects and via the Council’s Investment property portfolio at Gasworks, Balmoral and Duncrue Estates.

IP

14

Participate on externally led project boards (e.g. Ballysillan Masterplan, New Town Centre for Colin, Shaftesbury Square Development Framework, Royal Exchange, Streets Ahead 2, Student Accommodation etc...etc...

15

Work in conjunction with contractors, to secure social and community benefit clauses in Council contracts where relevant and achievable.

16

Help support the strategic development, in conjunction with relevant partners and internal departments, of major regeneration schemes across the city including University of Ulster, Student Housing and Belfast Rapid Transit.

People & Communities

17

Work with local councillors, communities and end user groups to ensure sustainability of capital investment and benefits realisation

IP

18

Work with the Development Department in assisting the delivery of Renewing the Routes programme.

IP

Improving Our Services

19

Assets and Liabilities – Lead on the detailed due diligence process required on the transfer of assets & liabilities, contracts and projects from:

• Lisburn City Council – 16 assets transferring
• Castlereagh Borough Council – 33 assets transferring
• DSD – over 275 assets, projects and contracts transferring
• DRD – approx. 35 assets transferring

Work is evolving on this as more detail is collected.  Further actions will be required over the coming months.

LGR

20

Develop and implement a programme of work for the transfer of assets and liabilities, projects and contracts from Lisburn City Council, Castlereagh Borough Council and central government departments specifically DSD and DRD off street car parking. 

LGR

21

Ensure links are made from a programming perspective in relation to the transfer of assets, projects and contracts with the other strands of wok under the LGR via the Infrastructure Group.

22

Undertake the work required to ensure the successful completion of the service convergence element of local government reform specifically assets and liabilities, contracts and projects.

LGR

23

Deliver collaborative opportunities which maximises value for money through participation in the local government led ICE Programme.

LGR

24

Implement the Procurement Improvement Plan

25

Implement the security policy of the council

Human Resource Management

26

Support the delivery of the Core Skills management development programme.

Financial Planning

27

Work with Financial Services to help build a robust Capital Financing Strategy in line with Local Government Reform

28

Undertake Capital Assets valuation of the Council’s property portfolio

29

Carry out capital programme forecasting and costing

30

Deliver efficient and effective procurement through directing and supporting procurement activities across the Council.

Information Management

31

Agree and develop a corporate property information system.

32

Further roll out the e-contract management information system.

Policy, Planning & Performance

33

Carry out programme planning, monitoring of the department’s portfolio, and reporting on performance in line with departmental and corporate timetables.

Asset Management

34

Ensure appropriate consideration of Due Diligence of any transfer of assets and liabilities from Central Government into the control of the new council in 2015.

LGR

35

Ensure appropriate consideration of Due Diligence of any transfer of assets and liabilities from Lisburn City Council and Castlereagh Borough Council into the control of the new council in 2015.

LGR

36

Ensure the internal changes are undertaken to ready the Council for the transfer of assets and additional associated responsibilities.

LGR

37

Assist in the development of a Community Transfer Framework.

38

Proactively manage leases and rent reviews of the Council’s Investment property portfolio at the Gasworks, Balmoral and Duncrue and other properties (including market shop units) to maximise the financial return to the Council

39

Manage the acquisition of land and property assets to facilitate delivery of the Council’s investment Programme or for other strategic purposes.  Manage the disposal of surplus land and property within the Council’s portfolio. Continue to manage the corporate landbank

40

Implement the long term Office Accommodation Strategy for the provision of office accommodation on a cost effective basis

LGR

41

Implement the out workings of the council review of fleet management.

Assurance, Governance & Risk

42

Undertake the requirements of the review of governance to ensure the new governance arrangements are ready for April 2015.

LGR

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Amount of money leveraged through physical investment in the City from external funders

£45m

TBA

Amount of money contributed to Belfast Investment Fund through BCC rate

£6m

£2.75

Amount of monies available for investment through BIF by 2015/16

£20m

£20m

Construction capital programme spend against forecasted spend

£11,574,359

TBA

% Committed construction projects progressing in line with project milestones

85%

85%

Amount of monies committed through the BIF

TBA

Amount of monies paid / spent through BIF

% of Planned Maintenance project delivered on time

TBA

TBA

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Income from sale of Electricity from land fill gas

£1m

£0.75m

Total tonnage of carbon dioxide emissions from Council premises

% volume colour print

% volume duplex print

30%

40%

TBA

30%

40%

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

% BCC spend with local suppliers in last complete financial year

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Number of complaints received – Departmental

% Complaints that met response target – Departmental Total

Human Resource Management

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Average number of working days per employee lost due to absence

10

TBA

Financial Planning

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

% variance between actual net revenue expenditure and budgeted net revenue expenditure (in year)

 -2/+1

 -2/+1

% variance between forecast net expenditure and actual net revenue expenditure y/e

/ -2%/+0.5

 -2%/+0.5

% variance between forecast capital expenditure and actual expenditure y/e

+/- 10%

+/- 10%

% Non compliance of Goods Received Notes after invoicing

90%

90%

% Non compliance of Purchase Orders raised on time

70%

75%

Planning & Performance

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

% PIs with valid data

85%

85%

% PIs on target

70%

70%

Assets

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Rental from BCC estates

£5.5m

£7m

Corporate Governance and Risk

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

% agreed H&S recommendations implemented – Dept total           

80%

80%