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Strategic Policy and Resources Committee

Friday, 19th June, 2015

MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE

Members present: Councillor Boyle (Chairperson); Aldermen Convery, Kingston, Rodgers and Stalford;

Councillors S. Corr, Ó Donnghaile, B. Groves, Haire, Hargey, Hutchinson, Jones, McCabe and McVeigh.

In attendance: Mrs. S. Wylie, Chief Executive; Mr. R. Cregan, Director of Finance and Resources; Mr. G. Millar, Director of Property and Projects; Mrs. J. Minne, Director of Organisational Development; Mr. J. McGrillen, Director of Development; Mr. S. McCrory, Democratic Services Manager; and Mr. J. Hanna, Senior Democratic Services Officer.

Apologies Apologies for inability to attend were reported from Alderman Browne and Councillors Clarke, Kennedy, Long and McNamee.

Declarations of Interest No declarations of interest were reported.

Minutes The minutes of the meeting of 22nd May were taken as read and signed as correct. It was reported that those minutes had been adopted by the Council at its meeting on 1st June.

Restricted Items The information contained in the following two reports is restricted in accordance with Part 1 of Schedule 6 of the Local Government Act (NI) 2014. Belfast Waterfront Conference and Exhibition Centre – Next Steps It was reported that correspondence had been received from the Belfast City Council Trade Union Group requesting that the Committee receive a deputation from the Council’s Trade Union Co-ordinators and representatives of the Trade Unions in relation to the Waterfront Hall. The representatives were admitted to the meeting and

Strategic Policy and Resources Committee,


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welcomed by the Chairman on behalf of the Committee, which was advised that Mr. G. Ó Fachtna would be addressing the Committee on behalf of the deputation. Mr. Ó Fachtna outlined the Unions position in relation to the Waterfront Hall and the Ulster Hall which was that they were supportive of an enhanced in-house model. He expressed the view that there needed to be more consultation in relation to staffing structures and that it was the view of the Unions that this had been lacking so far in the process, but that in more recent times this had improved. He pointed out that the new model required more responsive, flexible staff and it was the view of the Unions that the Council already had those staff in place. He advised that two of the Trade Unions who had members working at the Belfast Waterfront Hall would be balloting its members regarding industrial action later that day, with a third commencing the process the following week. In conclusion, he expressed the view that the staff felt as if they had been left out of the process and he, on behalf of the Trade Unions, sought assurances that consultations with the staff and the Trade Unions would continue with the management of the Council. The deputation thanked the Committee for receiving them and they retired from the meeting. The Chief Executive reminded the Committee that, at its meeting on 24th April, it had considered the options appraisal which had been conducted by RSM McClure Watters. The Committee had agreed that the next stages of business model option development should be confined to two models: an enhanced in-house; and a Council-owned company. The Chief Executive explained that work was now underway to prepare comprehensive business cases for both models, taking into consideration the various financial, human resources and governance implications and associated risks. A comparative analysis of the two business cases, based on the goals and capabilities outlined in the report, would be presented to the Committee in August for its consideration on the optimal model for the operation of the new Belfast Waterfront Conference and Exhibition Centre. She outlined the main aspects of a report which included the conference market analysis, the business planning and comparative analysis, the strategic goals, the required capabilities against which the two governance models required to be appraised, the role of the Ulster Hall and the human resource implications. After discussion, it was recommended that the Committee agrees to:

1. approve the required capabilities for the purposes of a Belfast Waterfront Conference and Exhibition Centre five year strategy;

2. approve that the Ulster Hall is integrated into the business planning

for both the transformed in-house model and the Council-owned model;

3. note the human resource issues and the on-going engagement with

the Trade Unions Group;



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4. approve the implementation of the Voluntary Redundancy Scheme for potentially affected staff in accordance with agreed Council procedures;

5. note the critical decision pathway and authorise officers to take

necessary actions to enable the Committee to take decisions in a fully informed and timely manner;

6. authorise officers to prepare an equality and consultation framework;

and 7. agree the decision made on this matter is not subject to call-in as it is

deemed to be a decision where an unreasonable delay could be prejudicial to the Council’s or the public’s interests under Standing Order 47(a) 2 (c).

The Committee adopted the recommendations. Organisational Development Programme The Committee noted the contents of a report which provided an update in relation to the interim arrangements for the management of the functions currently within the Development Department. Following agreement by the Committee the previous month, the Committee noted that the Council would now proceed with a solution through Invest NI in the form of an interim secondment arrangement.

Finance/Procurement and Performance Financial Reporting – Quarter 4 2014/15 The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 This report presents the financial outturn for the Council for

the year ended 31 March 2015. It includes a reporting pack which contains a summary of the financial indicators and an executive summary (Appendix 1). It also provides a more detailed explanation of each of the relevant indicators and covers the outturn for the year, implications for reserves, payment of creditors and recovery of debt.

2.0 Recommendations 2.1 Members are asked to note the report and the associated

financial reporting pack.



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3.0 Main report Financial Outturn 2014/15 3.1 The year-end departmental position for the Council is an

under-spend of £1.06m (0.9%), which is well within the acceptable variance limit of 3%.

3.2 As at the half year, the main reasons for the net expenditure

variance relate to the receipt of additional external income by Building Control and Digital Services, as well as savings in pension costs due to slippage in planned changes to the NIGOSC pension scheme from April 2014 to April 2015, partly offset by increased waste disposal costs.

LPS Rates Finalisation 3.3 The year-end outturn as reported by LPS is a positive

settlement to BCC of £4.66m. The main reason for the positive settlement was a reduction in the estimated losses on the collectable rate together with slight growth in the domestic rate base. The reduced loss on collection was due to bad debt write off being below anticipated levels.

Capital Financing 3.4 Capital financing expenditure was £246k below budget, due

to slippage in planned capital projects requiring financing during the year.

Capital Expenditure 3.5 In the twelve months to 31 March 2015 the Council incurred

net expenditure of £16.53m on capital schemes. In addition £13.47m of levered monies was also spent on capital schemes during the year bringing the gross capital expenditure to £30m for 2014/15. Non-recurring project expenditure was £2.14m against a budget of £1.35m, with the over spend due to work carried over from the 2013/14 programme and the playground refurbishment programme.

Investment programme 3.6 Committed expenditure approved by the Strategic Policy and

Resources Committee for the 3 year Capital Programme stands at £23.17m, leaving £51.83m of schemes within the 3 year programme at the uncommitted or emerging project stage. The amount of levered external funding for the Investment Programme which has been agreed in principal



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increased to £71.08m at the year-end, with £59.86m of these funds confirmed through letters of offer. Local Investment Fund (LIF)

3.7 Committed expenditure on LIF 1 projects at the year-end

totals £4.9m, leaving a balance of £0.1k.

Belfast Investment Fund, Local Investment Fund (LIF) Phase 2 and City Centre Investment Fund (CCIF).

3.8 At the 31 March 2015 the Belfast Investment Fund (BIF) stood

at £24.5m. The Shadow Strategic Policy and Resources Committee agreed in March 2015 to allocate £4m from the year end BIF balance to support a second phase LIF and a further £3.5m to be used to pay for the site for the new Council accommodation. In April 2015, the Strategic Policy and Resources Committee also agreed that the remaining balance of the BIF (£18.77m including capital receipts due) should be used to support the establishment of a City Centre Investment Fund (CCIF) and that the recurrent rates contribution of £2.77m should be used as capital financing to support BIF projects. This will provide up to £20m and with additional capital receipts of £2.2m due to be received, £22m would be available under BIF.

Reserves Position 3.9 The opening balance of Specified Reserves at the start of

2014/15 was £7.3m and General Reserves of £13.6m. At the end of 2014/15, the Council had Specified Reserves of £9.8m and General Reserves of £12.3m.

3.10 The following table shows the movements in General

Reserves at the year end.

Table 1: Movement in General Reserves

£k

Available Balances

Departmental Under-spend (1,062)

Net Capital Financing Under-spend (246)

Rates Finalisation (4,656)

Total Available Balances (5,964)

Balances Applied

Landfill Closure Fund 1,600

Non Recurrent Expenditure 5,702

Reduction in General Reserves 1,338



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Landfill Closure Fund

3.11 The Waste and Contaminated Land (NI) Order 1997 and the Pollution Prevention and Control Regulations (NI) 2003, require the Council to make adequate financial provision for the capping, aftercare and monitoring costs of the former Dargan Road Landfill Site. The Northern Ireland Environment Agency (NIEA) is required to enforce the financial provision requirements of the legislation and the NIEA Financial Provision Policy defines the costs which, must be provided for, to cover the next 25 year period. These costs are independently assessed on an annual basis and any adjustment required to the Landfill Closure Fund must be made at the year-end prior to the audit of the Council’s financial statements.

3.12 The independent report of the estimated landfill closure

costs for 2014/15 increased the estimated costs of closure by £1.6m to £7.6m. This required the allocation of £1.6m of additional finance to the Landfill Closure Fund at the year end.

Non Recurrent Expenditure Allocation 3.13 In January 2015 the Shadow Strategic Policy and Resources

Committee agreed to ring fence the departmental under-spend and the positive rates settlement to finance £5.7m of non recurrent expenditure in order to support the leisure transformation programme and the one off costs of local government reform. The year-end position includes the allocation of the £5.7m to a specified reserve to finance this expenditure in 2015/16.

3.14 Details of the Specified Reserves at the year-end are

included in Appendix 1. Impact of 2014/15 on 2015/16 Financial Position 3.15 In January 2015, prior to the receipt of the revised Landfill

Closure valuation, it was anticipated that surplus year balances would be available to fund the allocations approved by Committee for the City Wide Tribunal Representative Service (£175k), three month funding for Wave Organisation and Belfast for Peace Consortium (£109k) and additional Capacity and Community (Buildings) Grants 2015/16 (£230k). However, given the impact of the Landfill Closure Fund contribution, the funding for these groups and initiatives will have to be met from the reallocation of 2015/16 finances.



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This will be considered in more detail as part of the Quarter 1 2015/16 finance report.

Other Financial Indicators 3.16 69.2% of debt was collected within 30 days which was above

the target of 60.0% while debt under 90 days old represented 57.1% of total debt as compared to the target of 65.0%.

3.17 The average number of creditors paid within 28 days for

2014/15 was 85.9% which is below the 90.0% target. Treasury Management 3.18 The year-end Treasury Management report is included as

Appendix 2.” The Committee noted the information which had been provided. Development of the Council’s Medium Term Financial Plan 2016/17 – 2018/19 The Director of Finance and Resources submitted for the Committee’s consideration the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 This report provides a summary of the key financial factors

which influence the development of the Council Medium Term Financial Plan for 2016/17 – 2018/19.

2.0 Recommendations 2.1 Members are asked to note the report.

3.0 Main report Current Financial Position 3.1 In 2015/16 the new Council set its first budget and district rate.

Robust financial planning has enabled the Council to:

• Set a district rate at zero for the third year in a row.

• Deliver over £20m of cash savings.

• Finance the smooth delivery of service convergence, asset transfer and the transfer of powers and functions from central government.

• Establish the following investment funds:

− Belfast Investment Fund - £22m



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− Local Investment Fund - £9m (£5m + £4m)

− City Centre Investment Fund - £18.7m.

• Invest in capital priorities through:

− £10.8m annual capital financing

− £71m of external capital funds

− £105m leisure capital investment

− £2m boundary convergence quick wins, for example, playgrounds.

• Maintain reserves at a reasonable level:

− General reserves - £12.3m

− Specified reserves - £9.8m.

• Deliver the Council’s revenue budgets within 1% variance.

Council Medium Term Financial Plan for 2016/17 – 2018/19 3.2 The aims of a medium term financial plan are to maximise

available resources and to align them to the Council’s spending priorities. From paragraph 3.1 above, it is clear that the Council is in a strong financial position to deliver its current priorities. One of the key responsibilities, however, of the Strategic Policy and Resources Committee is to ensure the medium term financial sustainability of the organisation.

3.3 The new Council is currently establishing itself in the context

of the first round of local government reforms and is also preparing to meet the challenge of taking on regeneration powers from 1 April 2016. Through the development of the Belfast Agenda a re-imagined ambition for the city and a new set of priorities at city and neighbourhood levels are beginning to emerge. At the same time there are growing financial pressures on business as usual service delivery.

3.4 All of this means that the Committee will now need to consider

a significant set of financial challenges in the context of a high degree of uncertainty and complexity. These challenges include:

• Waste Disposal Costs - The Council will face significant year on year increases in waste disposal costs as the arc21 residual waste contract and interim arrangements become operational.

• Transfer of Urban Regeneration and Community Development from DSD - There will be a significant shortfall in funding transferring from the Department for Social Development (DSD) to the Council for city centre regeneration, neighbourhood regeneration, neighbourhood renewal, programme support for the community and voluntary sectors and the



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maintenance of assets, and in particular the Lagan Weir. (A separate report is included in the Agenda).

• Belfast Agenda - resources to deliver priorities such as Employability and Skills, Tourism and Events.

• Planning and Car Parking - Reviewing the first year operation of the planning and car parking operations and budget assumptions for the new services.

• Capital Investment – Members have already indicated that they want to further their capital investment ambitions and there are number of emerging large scale projects, such as the crematorium and cemetery provision, which currently are not financed.

• Organisational Development - the cost of implementing new departmental structures.

• Running Costs – the upward pressure on costs such as pay settlements and pensions and the need to deliver further cash savings.

• Central Government Budgets – there is a high degree of uncertainty about the current and future budgets and the potential impact on the Council.

3.5 In order to support the Committee face these challenges,

officers have begun to quantify the financial risks and a detailed report will be brought back to the Committee in August in tandem with the Quarter 1 Finance Report.”

The Committee noted the contents of the report. Annual Report from the Audit and Risk Panel The Committee noted the contents of the Annual Report from the Audit and Risk Panel and approved and adopted the minutes of the meeting of the Panel of 8th June, 2015. Belfast City Council Financial Report 2014/15 The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues The purpose of this report is to present to Committee for

approval, the Financial Statements of the Council, including the Annual Governance Statement, for the period ending 31 March 2015.

The Financial Accounts are an important element of the

council’s overall corporate governance framework as they provide assurance to Members and ratepayers on the



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stewardship of the council’s finances and its financial position.

The Financial Report and accounts for the year ended

31 March 2015, as attached at Appendix 1, have been prepared in line with the Code of Practice on Local Authority Accounting in the United Kingdom 2014/15 based on International Financial Reporting Standards and the Department of the Environment Accounts Direction, Circular LG 12/15 dated 31 March 2015.

I can confirm that the Statement of Accounts for the year

ended 31 March 2015 has been prepared in the form directed by the Department of the Environment and in my opinion the Statement of Accounts give a true and fair view of the income and expenditure and cash flows for the financial year and the financial position as at the end of the financial year.

2.0 Recommendations That the Committee approves the Council’s Financial

Statements and incorporated Annual Governance Statement for the year ended 31 March 2015.

3.0 Main report Key Issues Reserves The credit balance on the General Fund has increased to

£22,027,605 (of which £9,781,751 relates to specified reserves). The movement on the reserves balance is summarised in Table 1 below:

Table 1: Summary of Reserves Position

Opening Balance £20.9m In year movement in reserves £ 1.1m Closing Balance £22.0m Specified Reserves at year end £ 9.8m Balance Available £12.2m



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General Fund £22,027,605 The General Fund Reserves can be used to supplement

income and unexpected expenditure in future years. Of the £22,027,605, £9,781,751 relates to expenditure committed at year-end.

Capital Fund £27,589,083 The capital Fund is made up of the Belfast Investment Fund

(£24,504,919). The fund has been created to support key partnership projects to regenerate Belfast and help lever substantial funds from other sources, and the Local Investment Fund (£3,084,164) to fund smaller local regeneration projects.

Capital Receipts Reserve £1,243,065 These are capital receipts which have originated primarily from

the sale of assets and which have not yet been used to finance capital expenditure. This amount relates mainly to the sale of land & buildings at Loop River (£860,000).

Other Fund Balances and Reserves £9,176,865 This relates to the Election Reserve (£2,898) which has been

set up to smooth the cost of running council elections and a Sinking Fund (£9,173,967) which has been set up to repay interest only loans relating to housing stock that transferred to the NIHE. The NIHE currently pay principal and interest on these loans to BCC, with the sinking fund being to repay the principal on maturity.

Provisions – Landfill Closure The Waste and Contaminated Land (NI) Order 1997 and the

Pollution Prevention and Control Regulations (NI) 2003, require the Council to make adequate financial provision for the capping, aftercare and monitoring costs of the former Dargan Road Landfill Site. The Northern Ireland Environment Agency (NIEA) is required to enforce the financial provision requirements of the legislation and the NIEA Financial Provision Policy defines the costs which, must be provided for, to cover the next 25 year period. These costs are independently assessed on an annual basis and any adjustment required to the Landfill Closure Fund must be made at the year-end prior to the audit of the Council’s financial statements



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The independent report of the estimated landfill closure costs

for 2014/15 increased the estimated costs of closure by £1.6m to £7.6m. This required the allocation of £1.6m of additional finance to the Landfill Closure Fund at the year end

Debt The overall level of trade debtors had decreased steadily over

the previous 6 years, reducing from £10m at 31 March 2008 to £3.4m at 31 March 2015. . An analysis of trade debtors, inclusive of VAT, for the last two years is shown below:

31 March 2015 31 March 2014

Less than three months £2,042,328 £2,339,223

Three to one year £735,445 £538,543

More than one year £586,491 £854,286

Total £3,364,264 £3,732,052

Creditors The Department of the Environment has set councils a target

of paying invoices within 30 days. During the year the council paid 63,071 invoices totalling £124,619,673

The average time taken to pay creditor invoices was 23 days

for the year ended 31 March 2015. The Council paid 39,297 invoices within 10 days, 55,182

invoices within 30 days, and 7,889 invoices outside of 30 days. The council endeavours to process invoices as quickly as

possible and has an improvement plan to support this process. Payment timescales are also monitored and reported to the Strategic Policy & Resources Committee on a regular basis.

Annual Governance Statement (AGS) The Financial Statements include the Statutory Transition

Committee’s Annual Governance Statement (AGS) for the year 2014/15, which has been prepared in line with the Accounts Directive provided by Department of the Environment (DOE), NIAO guidance and is consistent with the principles of the CIPFA/SOLACE Framework ‘Delivering Good Governance in Local Government’. Specifically the AGS sets out:



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• scope of responsibility of the Council in relation to governance

• the purpose of the governance framework

• the governance framework in place

• review of effectiveness of the governance framework

• significant governance issues to be disclosed. The AGS is approved by the Chair of the Strategic Policy and

Resources and the Director of Finance and Resources. It is subject to review by the LGA (NIAO) as part of their annual audit.

Financial & Resource Implications None Equality or Good Relations Implications None.”

The Committee approved the Council’s Financial Statements and incorporated Annual Governance Statement for the year ended 31st March, 2015. The Committee agreed also that, whilst the Council reserves were adequate, it would not wish them to drop below the current level. Belfast City Shadow Council Statement of Accounts for the period ended 31st March, 2015 The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues The purpose of this report is to present to the Committee for

approval, the Financial Statements of the Shadow Council, including the Annual Governance Statement, for the period ended 31 March 2015.

The Financial Statements are an important element of the

council’s overall corporate governance framework as they provide assurance to Members and ratepayers on the stewardship of the Shadow Council’s finances and its financial position.

The Financial Statements for the period ended 31 March 2015,

as attached at Appendix 1, have been prepared in line with the Code of Practice on Local Authority Accounting in the United Kingdom 2014/15 based on International Financial Reporting



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Standards and the Department of the Environment Accounts Direction, Circular LG 13/15.

I can confirm that the Statement of Accounts for the period

ended 31 March 2015 has been prepared in the form directed by the Department of the Environment and in my opinion the Statement of Accounts give a true and fair view of the income and expenditure and cash flows for the financial year and the financial position as at the end of the financial year.

2.0 Recommendations That the Committee approves the Shadow Council’s Financial

Statements and incorporated Annual Governance Statement for the year ended 31 March 2015.

3.0 Main report Key Issues During the period to 31 March 2015 the Shadow Council

incurred costs of £982,763 and received income from the Department of the Environment of £875,185 and Belfast City Council of £107,578.











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Financial & Resource Implications None Equality or Good Relations Implications None”

The Committee approved the Shadow Council’s Financial Statement and incorporated Annual Governance Statement for the year ended 31st March, 2015. Belfast City Council Statutory Transition Committee Financial Statements for the period ended 19th June, 2014 The Director of Finance and Resources submitted for the Committee’s consideration the undernoted report:

“1.0 Purpose of Report or Summary of main Issues The purpose of this report is to present to the Committee for

approval, the Financial Statements of the Statutory Transition Committee, including the Annual Governance Statement, for the period ended 19 June 2014.

The Financial Statements are an important element of the

council’s overall corporate governance framework as they provide assurance to Members and ratepayers on the stewardship of the Statutory Transition Committee’s finances and its financial position.

The Financial Statements for the period ended 19 June 2014,

as attached at Appendix 1, have been prepared in line with the Code of Practice on Local Authority Accounting in the United Kingdom 2014/15 based on International Financial Reporting Standards and the Department of the Environment Accounts Direction, Circular LG 01/15.

I can confirm that the Statement of Accounts for the period

ended 19 June 2014 has been prepared in the form directed by the Department of the Environment and in my opinion the Statement of Accounts give a true and fair view of the income and expenditure and cash flows for the financial year and the financial position as at the end of the financial year.



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2.0 Recommendations That the Committee approves the Statutory Transition

Committee’s Financial Statements and incorporated Annual Governance Statement for the period ended 19 June 2014.

3.0 Main report Key Issues During the period to 19 June 2014 the Statutory Transition

Committee incurred costs of £639,787 and received income from Belfast City Council of £639,787. Of these costs £636,546 related to election expenditure.









Financial & Resource Implications None Equality or Good Relations Implications None.”



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The Committee approved the Statutory Transition Committee’s Financial Statements and incorporated Annual Governance Statement for the period ending 19th June, 2014. Belfast City Council Discretionary Policies under the Local Government Pension Scheme and other Compensation Regulations The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 The LGPS (NI) Regulations 2014 implemented a number of

changes the local government pension scheme, including:

• Moving to a defined benefit career average scheme.

• Changing the accrual rate from 1/60th of final salary to 1/49th of career average salary for calculation of pension.

• Moving normal pension age from 65 to the state pension Age (minimum 65)

• Including non contractual overtime and additional hours as pensionable pay and

• Increasing contribution employee rates 1.2 To comply with the changes to scheme, Employers must

formulate, publish and submit a copy of their Statement of policy to the Northern Ireland Local Government Officers Scheme Committee (NILGOSC) by the 31 July 2015.

1.3 To assist with this process, NILGOSC have provided a

standard report and templates for presentation to and approval by Elected Members, which considers the discretions available under the LGPS 2014 and 2009 regulations as well as other compensation regulations. The attached report (Appendix 1) and Tables (Appendix 2 & 3) are based on the templates provided by NILGOSC. A copy of the Council’s existing early termination of employment discretionary compensation arrangements has also been included as Appendix 4.

1.4 These discretions are considered under the following

headings:

• Discretions to be exercised under the LGPS (NI) 2015.

• Discretions to be exercised for scheme members who left active membership between 1 April 2009 and 31 March 2015.



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• Discretions to be exercised from 1 April 2015 for scheme members who left active service between 1 February 2003 and 31 March 2009.

• Discretions to be exercised from 1 April 2015 in relation to scheme members who left active membership before 1 February 2003.

• Discretions to be exercised under the LG (Early Termination of Employment) (Discretionary Compensation) Regulations (NI) 2007.

• Discretions to be exercised under the LG (Early Termination of Employment) (Discretionary Compensation) Regulations (NI) 2003

1.5 The attached report and appendices present the recommended

discretionary pension and compensation policies for Belfast City Council.

1.6 Appendices 1, 2 and 3 attached use the NILGOSC report and

templates and have been populated with the recommended Belfast City Council discretion.

1.7 There are 20 recommended discretions presented in the

appendices with 17 of these discretions resulting in no change to the current BCC discretion. The reasons for the 3 new discretions are outlined below:

1.8 The three new discretions relate to Compensatory Added

Years (CAY) pensions. The changes to Council’s pension scheme compensatory payments policy in November 2007 removed this discretion. Therefore the following there discretions will only apply to CAY pensions awarded before 2007.

1.9 Table F, Section 1 This discretion enables the abatement of a CAY pension where

a former employee, in receipt of the pension, is re-employed. It should be noted that such a circumstance has not occurred within Belfast City Council and it would only apply to a former employee who retired before 2007, and received a CAY pension and was re-employed by the Council.

1.10 Table F Section 2 This discretion allows the Council to apportion any surviving

spouse’s or civil partner’s CAY pension, where the deceased person is survived by more than one spouse or civil partner.



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1.11 Table F Section 3 This discretion allows a spouse’s or civil partner’s CAY

pension to continue to be paid if the spouse or civil partner of a person who ceased employment before 1 February 2003 remarries, enters into a civil partnership or cohabits after 1 February 2003.

2.0 Recommendations Members are asked to approve the recommendations in

paragraph 2.0 of the report attached as Appendix 1.

Appendix 1

1.0 Purpose of Report or Summary of main Issues 1.1 This report makes recommendations for Belfast City Council

policies on discretions to be exercised:

(i) under the LGPS Regulations (Northern Ireland) 2014 from 1 April 2015 in respect of members of the Career Average Revalued Earnings (CARE) scheme,

(ii) under earlier LGPS Regulations (Northern Ireland) in respect of members of the LGPS who left prior to 1 April 2015, and

(iii) under the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007 and earlier compensation regulations.

2.0 Recommendations The Strategic Policy and Resources Committee is asked:

(i) to approve the policies on the discretions to be exercised under the LGPS Regulations in relation to those employees who are active scheme members after 31 March 2015 and members who cease active membership after 31 March 2015, as set out in the table at Appendix 2, and

(ii) to approve the policies on the discretions to be

exercised under the LGPS Regulations in relation to those scheme members who left prior to 1 April 2015, as set out in the table at Appendix 3, and



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(iii) to approve the policies on the discretions to be exercised under the Discretionary Compensation Regulations, as set out in the table at Appendix 3.

3.0 Main report Key Issues 3.1 In March 2011, the Independent Public Service Pensions

Commission, chaired by Lord Hutton, published its final report of the review of public service pensions. The report made clear that change was needed to “make public service pension schemes simpler and more transparent, fairer to those on low and moderate earnings”.

3.2 As a result, it was decided that the Local Government

Pension Scheme (LGPS) in Northern Ireland should be reformed so that, from 1 April 2015, benefits accrue on a Career Average Revalued Earnings (CARE) basis rather than on a final salary basis.

3.3 The provisions of the CARE scheme, together with the

protections for members’ accrued pre 1 April 2015 final salary pension rights, are contained in the Local Government Pension Scheme Regulations (Northern Ireland) 2014 and the Local Government Pension Scheme (Amendment and Transitional Provisions) Regulations (Northern Ireland) 2014.

3.4 As a result of the changes, Belfast City Council is required to

formulate, publish and send to the Northern Ireland Local Government Officers' Superannuation Committee by no later than 31 July 2015 a written Statement of Policy on certain discretions under the LGPS which Belfast City Council has the power to exercise on and from 1 April 2015 in relation to members of the CARE scheme.

3.5 Belfast City Council is also required to (or where there is no

requirement, is recommended to) formulate, publish and keep under review a Statement of Policy on certain other discretions it may exercise:

(i) under earlier LGPS Regulations in relation to

members of the LGPS who left prior to 1 April 2015, and

(ii) under the Discretionary Compensation Regulations 2003 and 2007 in relation to employees who are, or are eligible to be, members of the LGPS.



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3.6 Any amended policy under paragraph 5(i) above must be published and sent to the Northern Ireland Local Government Officers' Superannuation Committee within one month of the date the revisions to the policy were made.

3.7 Any amended policy under the paragraph 5(ii) above must be

published and, in the case of a change to the policy under the Discretionary Compensation Regulations 2003, it must be published within one month of the decision to amend the policy.

3.8 Overall, Belfast City Council is:

(i) required to formulate, publish and keep under review a written Statement of Policy on certain discretions in accordance with:

− regulation 66 of the Local Government Pension Scheme Regulations (Northern Ireland) 2014,

− paragraph 2(2) of Schedule 3 to the Local Government Pension Scheme (Amendment and Transitional Provisions) Regulations (Northern Ireland) 2014,

− regulation 62 of the Local Government Pension Scheme (Administration) Regulations (Northern Ireland) 2009 (in respect of leavers between 1 April 2009 and 31 March 2015), and

− regulation 108 of the Local Government Pension Scheme Regulations (Northern Ireland) 2002 (in respect of leavers between 1 February 2003 and 31 March 2009);

(i) recommended to formulate, publish and keep

under review a written Statement of Policy on one discretion under the Local Government Pension Scheme Regulations (Northern Ireland) 2000 (in respect of leavers before 1 February 2003);

(ii) required to formulate, publish and keep under

review a written Statement of Policy on certain discretions in accordance with regulation 6 of the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007, effective from 1 October 2006; and



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(iii) required to formulate, publish and keep under review a written Statement of Policy on certain discretions in accordance with regulation 25 of the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2003, operative from 24 March 2003 for terminations of employment on redundancy or efficiency grounds that occurred prior to 1 April 2007.

3.9 In formulating and reviewing its policies under the LGPS

Regulations referred to in paragraphs 8(i) and (ii) above Belfast City Council is required to consider whether and to what extent the policy might lead to a serious loss of confidence in the public service.

3.10 In formulating and reviewing its policies under the

Discretionary Compensation Regulations referred to in paragraphs 8(iii) and (iv) above Belfast City Council:

(i) is required to have regard to the extent to which

the exercise of its discretionary powers (in accordance with the policy), unless properly limited, could lead to a serious loss of confidence in the public service, and

(ii) must be satisfied that the policy is workable, affordable and reasonable having regard to the foreseeable costs.

Consultation 3.11 Belfast City Council is not required to consult with the

recognised trade unions when it intends to adopt new, or change existing, discretionary policies. However, it was considered appropriate to give advance notification to the recognised trade unions that this report would be considered by the Strategic Policy and Resources Committee.

Effective date of policies 3.12 The policies on discretions to be exercised under the LGPS

Regulations (Northern Ireland) 2014 take immediate effect from the date Belfast City Council agrees the policies, or from 1 April 2015 (if later). Any change to the policies on existing discretions to be exercised under the LGPS Regulations in respect of pre 1 April 2015 leavers take immediate effect from the date Belfast City Council agrees the policies.



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3.13 Any change to the discretions exercised under the Discretionary Compensation Regulations 2003 or the Discretionary Compensation Regulations 2007 cannot take effect until one month after the Belfast City Council publishes a statement of its amended policy.

Non-fettering of discretions 3.14 The recommendations contained within this report, if

approved, will form Belfast City Council’s policies on pension and compensation discretions. It should be noted that:

• the policies will confer no contractual rights

• subject to paragraphs 3.12 and 13.13, Belfast City Council will retain the right to change the policies at any time without prior notice or consultation, and

• only the policy which is current at the time a relevant event occurs to an employee / scheme member will be the one applied to that employee / member.

3.15 Financial & Resource Implications None 3.16 Equality or Good Relations Implications None”

The Committee adopted the recommendations. Contracts for Award The Committee approved the public advertisement of the following tenders and delegated authority to the appropriate Director, using pre-agreed criteria, to accept the most economically advantageous tender and allow month-by-month extensions for contracts under review:



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Appendix 1 - Schedule of tenders for consideration Title of tender Director Responsible

Proposed contract duration

Estates services framework contract Gerry Millar Three years

Analysis and reporting of Radio-nuclides in food and environmental materials sampled by Councils in N Ireland

Siobhan Toland Three years

Hire of glass collection vehicles Siobhan Toland One year plus one

Collection and treatment of rigid plastics Siobhan Toland Three years

Provision of service to control pest birds at Waste Transfer Station

Siobhan Toland Four years

Supply and delivery of animal feed to the Zoo Rose Crozier One year plus two

MTC for air conditioning Gerry Millar One year plus two

MTC for kitchen extract canopy clean Gerry Millar One year plus two

MTC for glazing Gerry Millar One year plus two

Refurbishment of lifts at Cecil Ward Building Gerry Millar Six months

Replacement of boilers at Ballysillan Leisure Centre; Ozone Tennis Centre and Shankill Leisure Centre

Gerry Millar Four months

Supply of light fittings at Cecil Ward Building Gerry Millar Two months

Mechanical refurbishment at Henry Jones playing fields

Gerry Millar Two months

New gas heating at Clonduff community centre

Gerry Millar Two months

Replacement of cladding at Shankill Leisure Centre

Gerry Millar Three months

Supply of plumbing materials Gerry Millar One year plus two

Supply of playground maintenance equipment Gerry Millar One year plus two

Review of Governance, Risks and Opportunities in Procurement

Gerry Millar Six months

Commercial support for Waterfront Hall John McGrillen Six months

Lagan Canal – Request for Support from the Lagan Canal Trust The Committee considered the undernoted report:



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“1.0 Purpose of Report 1.1 The purpose of the report is to update the Committee on a

request for funding from the Lagan Canal Trust and to advise on implications of acceding to the funding request.

2.0 Recommendations 2.1 Members are asked to:

− Consider the request for financial assistance in the order of £37,963.20 for 2015/16, £42,281.80 in 2016/17 and £42,563.84 2017/18

− Note that the Development Department had taken account of a funding requirement in the region of £17,000 for the current year and that there is therefore a deficit of almost £21,000 which will need to be found from other sources if this funding request is to be met

− Note the decision from the 10 June City Growth and Regeneration Committee to accede to the request for the financial assistance in the order of £37,963.20 for 2015/16, £42,281.80 in 2016/17 and £42,563.84 2017/18 subject to the submission of a business case from the Lagan Canal Trust and subject to the SP&R Committee being able to identify funding to meet the deficit.

3.0 Key issues 3.1 In November 2006, Members approved the establishment of

the Lagan Canal Restoration Trust, a not-for-profit company limited by guarantee with charitable status. The main purpose of the Trust was to work towards re-opening the canal from Belfast to Lough Neagh.

3.2 The Trust currently represents core funding bodies and key interest groups including; Belfast City Council, Lisburn and Castlereagh City Council, Armagh City, Banbridge & Craigavon Borough Council and the Department of Culture Arts and Leisure (DCAL). Other Trust stakeholders include Northern Ireland Environment Agency (NIEA), Department of Social Development (DSD), Inland Waterways Association of Ireland (IWAI), Countryside Access and Activities Network (CAAN), Ulster Waterways Group (UWG) and Lagan Valley Regional Park.



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3.3 At the December 2014 meeting of the Council’s Development Committee, Members agreed to provide one-off costs of £4,652.31 towards the costs of relocating the Lagan Canal Restoration Trust’s offices from the Lough Neagh Discovery Centre to Lisburn.

3.4 Financial support from the relevant councils has traditionally

been calculated based on the length of canal which lies within their area. In 2013-14 this was 18% of the canal amounting to £17,341 of funding for Belfast. Following the boundary changes, 22% of the boundary now sits within the Belfast City Council area.

3.5 In addition to the expanded area, the Lagan Canal Trust

recently developed a new business plan and proposed a significant upscaling of staff overheads and costs (move to 3 ½ staff from the current 2 staff). The result of this change was a request to the City Growth and Regeneration Committee in April 2015 for a three year funding package from Belfast City Council amounting to £37,963.20 for 2015/16, £42,281.80 in 2016/17 and £42,563.84 2017/18. The 2015/16 request represents an increase of more than 100% on the previous year’s contribution. A decision on this request was deferred to allow the Trust to attend a future committee meeting to discuss in detail its request for financial assistance. Subsequently, the Chief Executive of the Lagan Canal Trust presented the case for funding to the City Growth and Regeneration Committee on 10 June 2015.

3.6 At that meeting it was confirmed that:

− Lisburn and Castlereagh City Council has confirmed its contribution of £60,000 (based on 35% of navigation miles managed)

− DCAL’s financial contribution has decreased by 11% from the previous year’s contribution

− NIEA funding has not yet been confirmed (seeking 15% of budget, up from 10%)

− Armagh, Banbridge and Craigavon have not yet made a decision on the funding request (seeking 8% from them, the same as previously).

3.7 A business case prepared by Trust staff is included as

Appendix 1. The business case proposes an enhanced staffing profile for the organisation in order to deliver on some key priority projects to progress the re-opening of the canal. It assumes a significant uplift in the financial commitment to cover core costs. There are no project costs



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included in the budget: these will have to be sourced from other funders, where appropriate.

3.8 Members will be aware that the Council has prioritised the

work on the Lagan as part of the Investment Programme and some progress has been made in securing resources to re-open the lock within the Council boundary. This work is being carried out directly by the Council. The long lead-in time for this work means that the Lagan does not feature as a priority scheme within the year 1 plan for the integrated tourism strategy.

3.9 At the City Growth and Regeneration Committee meeting on

10 June, Members asked for consideration of which activities could be deleted in order to find the resources for the additional uplift requested by the Lagan Canal Trust. Having reviewed the budget estimates, there are a number of projects that could be stopped or scaled back. These include:

− Support for the development of a screen tourism attraction. Funding of £15,000 has been set aside within the Tourism, Culture and Arts Unit budget to research the scope and value of a potential tourist attraction, based on the success of recent film and television productions based in the city. This work has not yet commenced, although there has been some engagement with partners to review the terms of reference for the work

− Support for a tailored tourism leadership skills programme. This was identified as a key priority in the Tourism Strategy. It is aimed at supporting 12-15 local tourism industry providers to develop their leadership skills and capacity within the city. A partner programme with other cities including Cardiff, Bled in Slovenia and Bilbao is currently being developed and a funding package is being assembled with a number of local partners

− Reduction in the scope of the tourism research budget: at present, around £60,000 is spent on monitoring tourism numbers and gathering details on spend, preferred locations, modes of travel, satisfaction levels, willingness to return etc. This could be scaled back to some extent.

3.10 Equality or Good Relations Implications There are currently no equality or good relations

implications.



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3.11 Financial Implications The Lagan Canal Trust has requested a financial contribution

of £37,963.20 for 2015/16, £42,281.80 in 2016/17 and £42,563.84 2017/18. At present, there is only £17,000 within the Development Department budgets to cover the costs.”

The Committee was informed that there was no money in the current budgets to pay the request for additional financial assistance in the sum of almost £21,000. In addition, the funding which had been requested for 2016/17 and 2017/18 needed to be considered in the context of the rate setting process during those years. After discussion, the Committee noted that the Development Department had taken account of a funding requirement in the region of £17,000 for the current year and agreed that it would not provide any additional funding.

Governance Appointment of Members to the Greater Shankill and West Belfast Partnership Boards The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 To consider the appointment of Members to the Greater

Shankill and West Belfast Partnership Boards. 2.0 Recommendations

2.1 The Committee is requested to consider the options set out

in the report and to make appointments to the Greater Shankill and West Belfast Partnership Boards.

3.0 Main report 3.1 Key Issues 3.1.1 The Committee, at its meeting on 24th May, made decisions

with regard to the appointment of Members to the North Belfast, South Belfast and East Belfast Partnership Boards but deferred consideration of appointments to the Greater Shankill and West Belfast Boards to allow for further discussion between the political parties.

3.1.2 The District Electoral Areas have been redrawn and the

Committee needs to decide how best to nominate



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representatives to the 2 remaining Boards so that they have an affiliation with the local area.

3.1.3 The Committee is recommended to adopt the Quota

Greatest Remainder system of proportionality, which the Council has already adopted for the appointment of Members to the Standing Committees, to determine the party representation to the Boards as set out below.

3.2 West Belfast Partnership Board (8 Members) and Greater

Shankill Partnership Board (6 Members) 3.2.1 The redrawing of the DEAs for the new Council has a

particularly significant affect in the West and Greater Shankill areas of the city and, similarly, with the consideration of the appointment of Members to the West Belfast and Greater Shankill Partnership Boards.

3.2.2 The area covered by the Greater Shankill Partnership Board

encompasses the greater Shankill area as well as parts of the Oldpark area. The new Court DEA by contrast covers the greater Shankill area as well as parts of the Lower Falls area. It is therefore very difficult to identify DEAs which are coterminous with the area covered by the Board.

3.2.3 Previously, the membership of the West Belfast Board was

drawn from the former DEAs of Lower Falls and Upper Falls and the membership of the Greater Shankill Board from the Court DEA plus any Unionist Members from the Oldpark DEA. However, the boundaries of the new DEAs of Black Mountain, Collin, Court and Oldpark could now all be viewed as representing both the West Belfast and the Greater Shankill areas. The committee could look at appointing representatives in a number of different ways. Four options are set out below:

3.3 Option 1 3.3.1 The Committee may decide to appoint the representatives

to the West Belfast Board from the Black Mountain and the Collin DEAs and to appoint the representatives to the Greater Shankill Partnership from the Court DEA. This would be a change from how the Council had previously made the appointments and would mean that the part of the Oldpark DEA covered by the Greater Shankill Partnership would not have any representation. If this option is chosen it would provide for the following representation:



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3.3.2 West Belfast Partnership Board (8 Members) The strengths of the Parties in the Black Mountain and

Collin District Electoral Areas is set out below, together with the number of places which the Parties would be entitled to on the Board based upon the strict application of proportionality.

Party Number of Members Representation

SF 10 (6.15) 6+0=6

SDLP 2 (1.23) 1+0=1

PBPA 1 (0.61) 0+1=1

13 8

3.3.3 Greater Shankill Partnership Board (6 Members) The strengths of the parties in the Court DEA is set out

below, together with the number of places which the Parties would be entitled to on the Board based upon the strict application of proportionality.


DUP 2 (1.99) 1+1=2

SF 2 (1.99) 1+1=2

PUP 1 (0.99) 0+1=1

TUV 1 (0.99) 0+1=1

6 6

3.4 Option 2 3.4.1 The Committee may decide to appoint the representatives

to the West Belfast Board from the Black Mountain and the Collin DEAs and to appoint the representatives to the Greater Shankill Partnership from the Court DEA (4 Members), together with the 2 Unionist Members from the Oldpark DEA (Councillors Corr-Johnston and McKee) as had been agreed by the former Council. If this option is chosen it would provide for the following representation:

3.4.2 West Belfast Partnership Board (8 Members) The strengths of the Parties in the Black Mountain and

Collin District Electoral Areas is set out below, together with the number of places which the Parties would be entitled to on the Board based upon the strict application of proportionality.



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SF 10 (6.15) 6+0=6

SDLP 2 (1.23) 1+0=1

PBPA 1 (0.61) 0+1=1

13 8

3.4.3 Greater Shankill Partnership Board (6 Members - 4 from

Court DEA and 2 Unionist Members from Oldpark DEA) The strengths of the parties in the Court DEA are set out

below.


DUP 2 (1.33 )1+0=1

SF 2 (1.33) 1+0=1

PUP 1 (0.67) 0+1=1

TUV 1 (0.67) 0+1=1

6 4

3.4.4 The 2 Unionist Members from the Oldpark DEA (Councillors

Corr-Johnston and McKee) would be added to the 4 representatives from Court DEA to make up the 6 representatives required.

3.5 Option 3 3.5.1 The Committee may decide to group the representation on

the West Belfast Partnership Board and the Greater Shankill Partnership together and consider this in relation to the party strengths between the 3 DEAs of Black Mountain, Collin and Court. This would be a change from how the Council had previously made the appointments and would mean that the part of the Oldpark DEA covered by the Greater Shankill Partnership would not have any representation. This would give the following outcome:

West Belfast Partnership Board (6 Members) and Greater

Shankill Partnership Board (8 Members)


SF 12 (8.84) 9

DUP 2 (1.47) 1

SDLP 2 (1.47) 1

PUP 1 (0.74) 1

TUV 1 (0.74) 1

PBPA 1 (0.74) 1

19 14



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3.5.3 If the Committee decides to agree to option 3, then it would

be a matter for political agreement between the parties concerned as to how to split the representation between the 2 Partnership Boards.

3.6 Option 4 3.6.1 None of the previous options may be viewed as suitable by

the parties concerned. As there is not any legislative requirement on the Council to make the appointments to the Partnership Boards based upon any system of proportionality, there is scope for agreement between the parties concerned to come up with a different solution.

3.7 Financial & Resource Implications There are not any financial considerations associated with

this report. 3.8 Equality or Good Relations Implications As the recommendations are based largely upon

established systems of proportionality set out in the Local Government Act (NI) 2014, there are not any equality or good relations considerations associated with this report.”

After discussion, it was Moved by Alderman Kingston, Seconded by Councillor Haire,

That the Committee agrees to appoint six Members to the Greater Shankill Partnership, comprising three DUP, two PUP and one TUV representatives.

Amendment

Moved by Councillor McVeigh, Seconded by Councillor Ó Donnghaile,

That the Committee agrees to adopt Option 2, that is:

the West Belfast Partnership Board (8 Members) comprising Sinn Féin (6), People Before Profit (1) and SDLP (1); and the Greater Shankill Partnership Board (6 Members) comprising DUP (2), PUP (2), Sinn Féin (1) and TUV (1).



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On a vote by show of hands eight Members voted for the amendment and four against and it was declared carried. The amendment was put as the substantive motion, with eight Members voting for and two against and it was passed.

Belfast Agenda Building Agreements on the Belfast Agenda The Chief Executive submitted for the Committee’s consideration the undernoted report:

“1.0 Purpose of Report or Summary of main Issues To update Members on the ‘Belfast Conversation’ events and

to outline the next stage of the programme which seeks to turn emerging consensus on the Belfast Agenda into a series of firm commitments by government departments, agencies, and other relevant partners. This work aims to establish the Belfast Agenda as a basis for ongoing decision-making and accountability to support Members’ place-leadership role in the city.

The proposed programme of work will also support Members,

through their Area Working Groups, to create and manage ‘locality plans’ within each AWG area. The development and management of these small-scale plans will use the Outcomes-Based Accountability (OBA) approach already adopted for the Belfast Agenda, and test and build on the Council’s capacity for partnership-based area-based planning.

2.0 Recommendations Members are asked to note the emerging findings of the

Belfast Conversation

• Note the programme of work required to build agreements towards the first Belfast community plan from April 2016

• Agree to the development of locality plans as recommended by the Area Working Groups

3.0 Main report Key Issues When it is endorsed in April 2016, the Belfast Agenda will set

out a shared long term vision for Belfast and establish a



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number of ‘social and economic outcomes’ for citizens up to 2030. The Agenda will also identify the critical medium term priorities and associated partner actions and commitments that are needed in order to achieve these longer term outcomes. These outcomes, actions and commitments will support the strategic leadership and accountability role of Members.

The Belfast Conversation To support the development of the Agenda, April’s SP&R

Committee agreed to the citywide ‘Belfast Conversation’, which sought to engage our residents and partners on their ideas for a common vision, outcomes and priorities. Engagement activities included public workshops during May in each quadrant of the city; a public event for Section 75 representatives at City Hall; an ongoing social media campaign; and an online questionnaire.

The public response was extremely positive with over

300 participants attending the public events and over 300 submissions to the online questionnaire. There was strong Member participation at many of the events – including a well-received video message from our Party Leaders. There were also substantial contributions from many of our partners representing schools, government departments, and the third sector.

The response of participants was overwhelmingly positive with

each workshop generating a wealth of ideas to help shape the Belfast Agenda draft framework. There were many recurring themes and ideas. These included ideas around enhancing the city’s public transport infrastructure; the need for greater co-ordination and support for the economy, skills and employability; addressing issues of community relations, social and health inequalities; making the most of our physically compact city and enhancing the city’s links to our surrounding natural environment. There were repeated calls for stronger civic participation and engagement and about finding ways to support greater individual fulfilment and self-empowerment.

While the main engagement activities have now ended there

have been a number of requests from groups and individuals for Council to support additional follow-up workshops. Officers are now liaising with groups to support their contributions to this first stage of the Conversation.

Strategic

Officers have now begun a detailed analysis of the engagement material, and will be workiover the summer to develop a draft outcomes framework for Members and community planning partners to consider in late summer.

Further ongoing engagement sessions will be organised

including specific sessions in the new areas. Building agreements on the Belfast Agenda As Members will recall, the Belfast Agenda process has two

main strands –and outcomes framework aimed at 2030. And a more immediate series of medium term priorities, accommitments up to 2020. The diagram below illustrates the relationship between these long term ‘population’ outcomes and the medium term priorities:

As previously agreed by Committee, officers are now

beginning parallel work with our communiton this second strand outcomes into a series of commitments on medium term priorities. This will also use the outcomes based approach to



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Officers have now begun a detailed analysis of the engagement material, and will be working with our partners over the summer to develop a draft outcomes framework for Members and community planning partners to consider in late

Further ongoing engagement sessions will be organised including specific sessions in the new areas.

ing agreements on the Belfast Agenda

As Members will recall, the Belfast Agenda process has two – the development of a citywide, long term vision

and outcomes framework aimed at 2030. And a more immediate series of medium term priorities, actions and commitments up to 2020. The diagram below illustrates the relationship between these long term ‘population’ outcomes and the medium term priorities:

As previously agreed by Committee, officers are now beginning parallel work with our community planning partners on this second strand - to turn emerging consensus on outcomes into a series of commitments on medium term priorities. This will also use the outcomes based approach to

Officers have now begun a detailed analysis of the ng with our partners

over the summer to develop a draft outcomes framework for Members and community planning partners to consider in late

Further ongoing engagement sessions will be organised

As Members will recall, the Belfast Agenda process has two the development of a citywide, long term vision

and outcomes framework aimed at 2030. And a more tions and

commitments up to 2020. The diagram below illustrates the relationship between these long term ‘population’ outcomes

As previously agreed by Committee, officers are now y planning partners

to turn emerging consensus on outcomes into a series of commitments on medium term priorities. This will also use the outcomes based approach to



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identify and agree medium term priorities, baselines, indicators, partners, and actions.

Locality plans April’s Committee also agreed that, in addition to the citywide

outcomes framework, the Council should also use an outcomes based approach to test locality planning as part of the Belfast Agenda process. In doing so, Members agreed that this would test the suitability of using Outcomes Based Accountability (OBA) as a tool for delivering a focused locality plan with our local stakeholders. At the same time it would also take forward a number of the recommendations from last year’s IBM Smarter City report which encouraged better integrated interventions in parts of west and inner east.

Each Area Working Group has now agreed to develop and

implement its own small-scale locality plan supported through the re-alignment of council officer time with a degree of external facilitation. The AWGs also agreed the to a number of planning workshop sessions per area which would be held in August / September to set the agenda for AWGs going forward and as a first step towards the development of local area plans. In addition members had also agreed that a more detailed approach to OBA would be tested in inner East Belfast and the Whiterock area with local partners.

Financial & Resource Implications This next programme phase of the Belfast Agenda is included

within current Council resources. Equality or Good Relations Implications Equality and good relations implications, in relation to this

policy, are still under consideration. Further updates will be sent to the Equality and Diversity Officer in due course.”

The Committee adopted the recommendations. Update on Proposals to Support City Growth and Development The Committee considered the undernoted report:

“1.0 Purpose of report 1.1 The purpose of this report is to update Members on the overall

approach to economic growth proposals for Belfast and



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demonstrate how a number of key strands of work are progressing and complement each other.

1.2 The Belfast Agenda focuses on the need for the city to

position itself as the economic driver for the region and there are a number of pieces of work at varying stages of development that will be critical in helping to progress this aspiration. These include:

- Draft City Centre Regeneration Strategy and

Investment Plan - Draft Integrated Economic Development Framework - Draft Employability and Skills Framework - Integrated Tourism Strategy - International Relations Framework.

1.3 In addition some early work is being taken forward on:

- Place positioning – a prospectus for marketing Belfast and identifying its unique selling points

- A plan for ‘Going to Market’ – i.e. how and where should Belfast present its investment and development prospectus, including the potential to present itself at MIPIM

- New partnership structures for city leadership, including the establishment of a Belfast MLAs and MPs Group and a senior civil servants group, as well as a stakeholder forum for marketing the city and various new relationships with the private sector.

1.4 Work is also beginning on developing proposals for Belfast to

join the Core Cities network and negotiations around the possibility of a city deal for Belfast.

1.5 Collectively, these work streams will:

- Clearly define the role of Belfast as the economic driver

- Articulate the key messages about what the city has to offer

- Develop a shared narrative to support investment - Quantify the scale of Belfast’s impact in the wider

region - Identify priority projects that will help address some

of the key challenges associated with supporting inclusive economic growth

- Communicate this message and profile the city on an international stage



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- Identify what is unique about the Belfast offer and consider how this can translate into a city prospectus for investment.

- Create a different relationship with the Northern Ireland Assembly and with the private sector

- Change the future funding potential for the city, including looking at alternative forms of financing and new funding streams.

1.6 Elected representatives will need to be closely involved in

shaping this work and the new arrangements. A paper on the proposed future governance arrangements will be brought back at a later date.

1.7 While the Council has new powers and a clear political

ambition to lead the city development agenda, it does have to be recognised that it still has limited levers and resources with which to support that activity. There has been a recent drive towards devolution of power and resources to cities in other parts of the UK, starting with the City Deals initiatives. Belfast’s current reliance on partner collaboration and central government buy-in place a significant brake on the ability of the Council to move forward with some flexibility and to deliver on the ambition created by these strategy pieces. Consideration needs to be given to whether it is appropriate to build the case for similar devolution to Belfast and, if so, what are the critical steps needed to make this happen


- Note the progress on all the related pieces of work: the city centre regeneration framework, the place positioning strategy and the integrated economic development framework etc.

- Note and consider the issues raised at 3.14 and note that further reports will be brought back on how each aspect can be addressed in moving forward on these areas of work

- Note that ongoing work with partners will continue and that a further report on governance and the role of Members will be brought back for consideration and decision

- Agree that evidence-based proposals should be developed to articulate the case for Belfast as a ‘core city’ and to help make a bid for a city deal.



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3.0 Main report 3.1 City Centre Regeneration Strategy and Investment Plan The plan provides an up- to-date vision that bridges the gaps

in existing policies and plans and provides a strategic context for the city’s emerging regeneration activity for the next 10-15 years. It addresses thematic challenges for the city, including harnessing the city’s large scale development projects such as Royal Exchange; the Translink Transport Hub; the potential BBC relocation; and Ulster University Greater Belfast Development and their potential as catalysts for city regeneration. It also identifies five special action areas where there is a pressing need for action and where intensive local plans should be developed.

3.2 Following the Shadow Strategic Policy and Resources

Committee’s approval to go to public consultation in December 2014, a consultation exercise ran from January to the end of May 2015. 50 responses were received from a range of organisations and party briefings are scheduled throughout June to provide feedback and agree the way forward. Plans are also underway to engage specifically with the surrounding inner city communities to ensure buy-in to the delivery phase. The final strategy will be brought through Committee in August with a view that the Strategy can be launched at a Council conference event in September.

3.3 Work is ongoing to look at funding and delivery models and to

identify the resources necessary to deliver on the ambition. Elected members have agreed to a capital investment fund to help lever some key initiatives alongside other partners. Officers are continuing to engage on an ongoing basis with the relevant strategic partners on key city projects including North East Quarter and Royal Exchange; the Translink Transport Hub; the potential BBC relocation; Grade A office space and Northside.

3.4 Place Positioning Recognising the prominence of cities in attracting investment

and tourists and the need to profile the city in an increasingly competitive global market, the Development Committee agreed to the commissioning of a Place Positioning Strategy for Belfast in September 2014.

3.5 The Council appointed Thinkingplace in January 2015 and

established a steering group on a task and finish basis to



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agree the shared city narrative and place positioning strategy for the city. The steering group comprises investment, university and tourism partners, representing the key organisations and communities with an interest in the city’s economic development. The aim of this work is to: ‘Develop an integrated place positioning strategy for Belfast that creates a framework within which all those involved in marketing and developing the city can operate and add value to other city marketing activities’.

3.6 Following initial engagement with over 100 interested parties

through a series of key stakeholder interviews, focus groups and visioning workshops, the consultancy team is currently working on a city narrative that can be shared across investment, tourism and education sectors to help position Belfast internationally. A specific workshop will be organised with Members to share the work to date and to inform the city narrative and themes which will highlight Belfast’s unique stories and selling points. To date this has referenced themes such as the story of Titanic and our route to peace.

3.7 Following this engagement, the next step will be to consider

how the strategy can be delivered. Based on evidence from other cities, a ‘Place Board’ has been established to take forward key projects and dedicated resources have been set aside to implement the narrative and place strategy. Initial thinking proposes some form of Place Board for Belfast which would include the private sector. This should align to the Belfast Agenda; providing the outward focus for the City agenda.

3.8 Draft Integrated Economic Development Framework The draft Economic Development Framework has been in

development for some time. It is a joint Belfast City Council-Invest NI framework that aims to identify the broad areas of focus and potential to support city growth in the coming years. It reflects the emerging City Centre Regeneration Strategy, focusing on the infrastructure requirements to support business growth, as well as considering issues such as skills demand and supply (further developed through the employability and skills framework) and priority business growth sectors.

3.9 A key element of this framework is the need to increase the

number of indigenous businesses in Belfast and to improve business competitiveness and productivity. There will be an increasing role for Belfast City Council in this field, following the transfer of economic development functions in April 2015.



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Planning and feasibility work is already under way to look at what shape new support programmes should take and the findings of this will, along with the Draft Integrated Economic Development Framework, be presented to the City Growth and Regeneration Committee in August.

3.10 Integrated Tourism Strategy The Integrated Tourism Strategy was approved by the

Strategic Policy and Resources Committee in May 2015 following a 12 week consultation process. This strategy was developed in tandem with the City Centre Regeneration Strategy and Investment Plan and the key driver is the commitment to double the value of tourism by 2020 to a total of £870million annually. Progress with the strategy and delivery plan will be reported to and considered by the City Growth and Regeneration Committee throughout the duration of the strategy.

3.11 Issues to consider While all of these strategies are helping move some way

towards the ambition of developing a shared city narrative and delivery on that issue, each has their respective challenges. These are also a number of common elements that will require careful consideration and these include:

3.12 Governance, Partnership and Management Arrangements

- The council alone cannot be the delivery agent and in most instances the Council has no statutory delivery function or responsibility therefore partnership is essential

- There are a number of emerging governance structures for these individual pieces of work: consideration needs to be given to the most appropriate governance structures at implementation and delivery stage in order to avoid duplication and ensure transparency

- The role of the private sector will be critical in moving some of these key schemes forward – consideration will need to be given to how their voice can be articulated in the governance arrangements and how their support can be levered

- There is a danger of duplication or confusion among residents and partners – consideration needs to be given to what outcomes we expect and how these various elements of work relate to and support one another.



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3.13 Financing and Resources

- A new financing approach will be required to move these activities forward: this may include identifying new funding sources and developing new financing mechanisms with partner institutions, as traditional resources are reduced

- There is an urgent need to consider the resource requirements necessary to move these elements forward: while the council may not always have a delivery role, it has a clear convening, management and strategic coordination role to play. It will be important to ensure that the council can line up its own programmes and initiatives and those of organisations to whom it provides funding, in order to ensure that all are pulling in the same direction.

3.14 Delivery and implementation

- Consideration will need to be given to securing partner and member engagement during the implementation stage, as well as the wider governance arrangements to support decision-making. This needs to factor in the need for flexibility of approach which can be difficult to achieve in the public sector

- New policy approaches focusing on increasing devolution of resources and powers at a city level are becoming increasingly important. Given the constraints of the current way of working, it will be important to consider how Belfast can make the case for a ‘City Deal’ – in the context of challenges within the regional administration and an historical reticence to recognise the value of the city to the wider region

- There is an increasing expectation by external organisations to look to the Council in relation to city growth and development issues. If there is no coherent proposition with supporting activity – or if there are confused messages being presented – there could be a reputational risk to the organisation

- Consideration will need to be given to how all of these ‘knit’ together and to ensure that the messages in each are mutually supportive. This may include consideration of whether there are still elements of work that are outstanding and that will have to be developed in order to ensure that we have the full picture of need, opportunity and potential.



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3.15 Resource implications Resource implications are being considered on a plan-by-plan

basis at present. It will be important to consider opportunities for synergies and to look at new forms of funding, outside of traditional sources.

3.16 Equality and Good Relations Implications All plans are subject to equality screening.”

The Committee adopted the recommendations. Draft Corporate Consultation and Engagement Framework The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues To present for approval a draft council consultation &

engagement framework and to agree next steps for its further development and implementation. The framework is intended to help council meet its new duty to consult by providing a clear and consistent framework that will guide engagement practice and improve quality and cost-effectiveness.

Subject to agreements at Committee, an action plan to support

the development and implementation of the corporate framework will be brought to committee for further approval and then issued for public consultation.

Draft consultation & engagement guidance for officers

involved in physical projects is also attached for information. This guidance is for internal use and, as part of the proposed next steps it is recommended that it is piloted over the next 6 months before becoming part of the formal corporate toolkit. A summary of the guidance for external use will also be published.

The corporate framework will provide a broad policy context

for all consultation and engagement activity undertaken by council. However, specific requirements to consult as part of the Planning Act (NI) 2011, including the Statement of Community Involvement will be developed in line with statutory guidance and legislation. Therefore, although the corporate principles will provide a good practice foundation; the legislative requirements relating to spatial planning or other regulatory and enforcement procedures will take



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precedence. The guidance outlined in the document and supporting toolkit will exclude any instance where there is already a defined statutory process for consultation.

2.0 Recommendations Members are asked to:

1. Approve the high level policy and principles as set out in the draft Council consultation & engagement framework (attached at Appendix 1).

2. Approve the approach outlined under next steps Appendix 2), including the:

(i) Research and development of proposals to support the ongoing Belfast Conversation e.g. research into mechanisms for civic engagement at city and local area level (proposals will be brought to the committee for approval),

(ii) The development of the supporting infrastructure including development of a corporate toolkit and potential ICT solutions for managing and communicating consultation & engagement; and -

(iii) more specifically the piloting of officer guidance for consultation & engagement physical projects (attached at Appendix 3)

(iv) Aligning the emerging corporate consultation & engagement framework and supporting mechanisms to the statutory and regulatory processes of planning, including the Statement of Community Involvement

(v) Formal consultation on the corporate consultation & engagement Framework engagement; and

(vi) The production of user friendly guidance leaflets for members of the public including on guidance for physical projects

3.0 Main report Consultation & Engagement Members have consistently underlined the need for the council

to have effective consultation and engagement processes in place to support service improvement and the delivery of outcomes at a city and local level. Local government reform has also placed a number of new duties on the council with respect to Community Planning, the Improvement Duty and the



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transfer of planning, including the statement of community involvement. The council also needs to prepare for regeneration and local area planning which will require greater engagement and collaboration with local communities

In order to take forward this work it is proposed that the

council establishes a clear framework and guiding principles for consultation & engagement which can guide the establishment of effective internal arrangements and mechanisms.

(a) Establishing a Corporate Framework

The purpose of creating a corporate framework is to set clear

principles and standards for consultation & engagement. This will provide a consistent and good practice platform for council consultation & engagement activity thereby helping to ensure our engagement is meaningful, cost effective and commensurate to need and scale (i.e. fit for purpose) and meets legislative requirements; and it will also clarify to residents and partners what they can expect from the council in terms of consultation & engagement.

During the recent Belfast Conversation, which has been

particularly well received, many comments and suggestions were made about the need for council to ensure and build effective community engagement. The draft framework, attached at Appendix 1, includes a proposed formal Belfast City Council consultation & engagement Charter which will set out publically our commitment to consult and engage.

(b) Support and Guidance Arrangements ( Next Steps)

Subject to approval, the council framework will set the

overarching standards and principles for council consultation & engagement. However, to enable council to meet these standards, and to build on the momentum to the Belfast Conversation, further work will be required to develop appropriate support mechanisms and processes such as the development of civic or area forums. A summary of the key developmental areas of work is attached at Appendix 2. Subject to a general endorsement by Members, a detailed draft implementation plan, including options and costs, will be developed and brought to Committee for approval.

Members will be aware that the Council has a major physical

programme which includes both large scale new builds and redevelopments as well as smaller local projects. Although different in scale, these projects can all be complex, high risk



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and politically sensitive. Effective consultation & engagement is essential in order to improve communications and minimise risk, obtain wider community support, meet section 75 commitments and provide for more sustainable decision making. Officer guidance on consultation & engagement for physical projects has therefore been developed to provide a step by step guide to ensure that consultation & engagement is effectively programmed and managed within the project management cycle of our capital programme (see Appendix 3). It is recommended that this be piloted over the next six months. Following the pilot, the process will be communicated the public and will then form part of the corporate toolkit that is currently being developed.

Financial & Resource Implication Resources will be required to develop and deliver this

framework, including for example; the creation of forums and to establish an internal system with external online interface to better manage and communicate our consultation and engagement especially in relation to our new regeneration and planning functions. Officer support will assessed as part of the ongoing OD work with detailed options and costs will therefore be worked up and brought to Committee for approval. In the meantime, Members are asked to endorse the indicative outline approach and to authorise the development of a draft implementation plan for consideration by Members in due course.

Equality or Good Relations Implications There are no direct equality implications arising from this

report. All documents will be equality screened in line with the council’s equality and good relations processes and appropriate action taken.”

The Committee adopted the recommendations and noted that copies of the Appendices referred to therein were available on the Council’s website. Horizon 2020 OpenIT4Change The Committee was advised that the Council had been invited to be a partner in a consortium which was being led by the University of Ulster and which was seeking approximately €4 million to support a three-year project entitled “OpenIT4Change”. The project aimed to support city authorities to find better ways to gather, manage and analyse information about their city in ways that could help deliver more effective and efficient services. A project team, led by urban data experts from across Europe, would



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look at how other cities had taken this approach. They would then adapt the best ideas and test them, with the support of local SMEs, in five ‘pilot’ cities including Belfast. The closing date for applications was 28th May, 2015 and due to the tight timescale, Council officers had agreed in principle to the Council’s involvement in the project, subject to the decision of the Committee and endorsement by the Council. A decision on the project was expected from the European Commission in early Autumn, 2015 and, if successful, would commence in December, 2015 for three years. The Committee agreed to the Council’s involvement as a pilot city in the project, subject to the project’s approval by the European Commission and to receive a follow-up report on detailed plans of the project in early Autumn, 2015. Fast Track to Innovation Pilot The Committee was advised also that the Council had been invited to be a partner in a consortium that was submitting a bid under the ‘Fast Track to Innovation’ to demonstrate an advanced Building Energy Management System with the goal of improving building efficiency and reducing CO2 emissions. The proposed location for the Belfast demonstration was the Cecil Ward Building. The Committee agreed that the Council accept the invitation to be a partner in the consortium which was submitting a bid on the above management pilot schemes. Transfer of DSD Urban Regeneration and Community Development Budgets The Committee considered the undernoted report:

“1.0 PURPOSE OF THE REPORT or SUMMARY OF MAIN ISSUES

The purpose of this report is provide Members with an

update on the transfer of Urban Regeneration and Community Development (URCD) powers, and associated budgets, from the Department of Social Development (DSD) to Council in April 2016, and to seek Members’ views on how the transferring budget is to be managed by the Council.

2.0 RECOMMENDATIONS Members are ask to consider and agree:

(i) that the transition period for the integration and alignment of transferring DSD URCD powers and budget be managed by the Council over a two-year period (i.e. April 2016to April 2018);



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(ii) that the current level of DSD funding allocated in support of revenue grants schemes (i.e. Tackling Disadvantage and Community Development components) be sustained, insofar is possible within affordability limits, during this transition period ( up until April18);

(iii) that the physical budget allocation be realigned in support of sustaining the revenue grants during the transition period, however, with the caveat that some further consideration be given to the need to allocate a portion of budget towards asset related costs.

(iv) agree that both the Laganside/Weir and staff budget allocations be ringfenced, subject to a further detailed costing paper being brought back to Committee in Autumn 2015 in-line with the Council’s budget development and estimates process.

(v) Consider and agree the extension of the Council’s Community Development Grant Programme commitments until 31 March 2017; with the potential for a further extension until March 2018, in-line with the transition period proposed for DSD grants.

3.0 MAIN REPORT 3.1 In April 2016, Belfast City Council will become the

regeneration authority for the city and will inherit additional powers and budgets from the DSD. This role includes an enhanced responsibility for supporting community development work and responsibility for leading both citywide strategic urban regeneration and smaller scale area-focused neighbourhood regeneration activity. This will also include developing and delivering the successor programme to Neighbourhood Renewal and the associated allocation of a substantive grant funding package.

3.2 Members will be aware that the enabling legislation (i.e.

Regeneration Bill) which will bring affect to the transfer of DSD powers and budgets is currently being debated within the NI Assembly. Clearly the transfer of regeneration powers, aligned with planning and community planning, presents a real opportunity for the Council to shape the future development and growth of the city and its neighbourhoods. It will also provide another lever to help deliver Members ambitions and outcome priorities emerging in context of the Belfast Agenda and other Council policies and programmes.



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4.0 KEY ISSUES 4.1 Budget Allocation 4.1.1 Members will be aware that there has been ongoing

engagement and dialogue between the Council and DSD, at both political and senior officer level, over past months regarding the funding shortfall projected at point of transfer and the associated impact upon the Council’s ability to sustain programmes and capital investment within and across the city.

4.1.2 In April 15, a report had been brought to SP&R Committee

outlining the final DSD budget allocation to transfer to the Council in April 2016. Table 1 below provides a summary of DSD budget allocation transferring to Belfast in April 2016 benchmarked against the current 2015/16 in-year DSD spend (See Appendix 1 for further detail).

4.1.3 It is clear that there will be a significant budget deficit

transferring to the Council in April 2016. If considered against the average annual spend by DSD in Belfast over the last 3-5 years, the funding deficit is even greater

4.2 Revenue Grant Funding Components In terms of revenue grant funding, Members will be aware

that a large portion of the current DSD budget is allocated

DSD (15/16) EXPENDITURE

BCC Budget Allocation

DSD's Projected Expenditure (2015/16)

BCC Budget Allocation (April 2016)

Surplus/Deficit compared to DSD 15/16 budget

Tackling Disadvantage Component £10,433,867

£7,644,000 -£2,789,867

Community Development Component £1,875,180 £1,768,000 -£107,180

Physical Regeneration Component £6,200,000 £4,745,000 -£1,455,000

Laganside Component £1,950,000 £2,112,000 +£162,000

Staffing and GAE Costs £1,452,000

£1,452,000 0

GRAND TOTAL £21,911,047 £17,721,000 -£4,190,047



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towards tackling disadvantage and supporting community development across the city. This currently supports core funding programmes including neighbourhood renewal, community investment fund and community support programme; which currently supports community and voluntary organisations across the city to deliver essential support services in local communities.

4.2.2 It is important to recognise the large legacy developed by

DSD in terms of investment in URCD within and across the city. This funding supports the annual contracts supporting over 400 full time jobs in the community and voluntary sector across the city as well as a substantial area-based partnership structure that includes 14 neighbourhood renewal partnerships and five area partnership boards.

4.2.3 Whilst the level of funding for such programmes had been

reduced by DSD as part of efficiency cuts, the projected budget for the 2015/16 is in access of £12m. This presents a funding gap of £2.9m (approx) including:

• Tackling Neighbourhood Renewal >£2,789,867

• Community Development Component > -£107,180

4.2.4 In order to facilitate an effective change management

process and enable the Council to work with the Community and Voluntary Sector to develop capacity in-line with any new policy framework or delivery model which may be brought forward, Members had previously agreed a two-staged transfer process as set out below.

(i) Transition (up until April 2017) – ensuring

service continuity and maintaining delivery of established programmes within affordability limits

(ii) Transformation (up until and beyond April 2017) – creating of new approach and delivery models for urban regeneration and community development within the City.

4.2.5 For this reason, it is proposed that the transition period,

referred to above, be extended up until April 2018 with the associated level of current DSD grant funding (2015/16) being retained, insofar as possible during this period. Extending the transition period would bring the following benefits (i) provide stability to those organisations and programmes that are delivering essential support services



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at a local level; (ii) allow for the necessary level of engagement to take place community and voluntary sector and other key stakeholders to develop capacity in-line with the significant change process required; and (iii) ensure policy alignment with the Council’s community plan, Belfast Agenda and associated outcomes framework which will emerge.

4.2.6 Affordability In terms of affordability, this could be achieved if Members

agree to realign the DSD physical budget allocation in support of the revenue grant components for the transition period. Such a decision should be considered in the context that the Council is currently delivering a significant physical/capital programme as referred to below.

4.3 Belfast City Council’s Community Support Grant

Programme 4.3.1 It is important to recognise that the DSD budget

transferring also includes £1.4m funding towards the Council’s own £2.5m Community Development Grants Programme which covers General Advice Grants, Capacity Building Grants and Revenue Grants for Community Buildings.

4.3.2 In preparation for the transfer of Urban Regeneration and

Community Development in April 2015, and to align with ‘transition’ and ‘transformation’ Council held an open call for its three Community Development Grant streams in June 2014. As part of this process applicants were invited to submit proposals for a 2 year period (2015-2017) and were assessed on that basis. However, as the transfer of regeneration powers was delayed until 2016, and the associated financial support package was not yet agreed, contracts could only be issued for one year until March 2016.

4.3.3 Members will recall that approximately £750k was provided

on a non-recurrent basis to top-up the Council Community Development Grant Programme and also technical assistance support funding in 15/16. This funding will end in March 2016. Members will need to decide if this funding should be retained from the DSD funding allocation for the transition period

4.3.4 In-line with the suggested approach set out above and

transition period proposed for DSD Grant Schemes, it is



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recommended that current contracts awarded be extended until 31 March 2017; with the potential for a further extension until March 2018, subject to a review of performance and further consideration at committee at a later date. It is also recommended that those organisations which received funding and technical assistance for 2015/16, pending successful completion of capacity development requirements, should be awarded the lower level band for a grant and offered a contract for the same duration.

4.4 Physical/Capital Programme 4.4.1 Members will be fully aware that the Council has already a

substantive capital/physical regeneration programme in place with a portfolio of funding streams available to deliver projects, of varying scale and value, across this city including within neighbourhoods and the city centre. These include, for example, £105m Leisure Transformation Programme; £22m Belfast Investment Fund to support partnership projects; £18.7m City Centre Investment Fund; a £4m Local investment Fund (Phase 2) to support neighbourhood investment; and a significant capital and maintenance programmes focused on creating and/or enhancing council owned assets and facilities.

4.4.2 Members will appreciate the lead in time required and

associated resource requirements to take forward physical/capital schemes from inception through to delivery are substantive. It is important to recognise that the organisational capacity is already stretched albeit there are established processes and governance arrangements already in place to inform the prioritisation of projects and the allocation of resources to support delivery.

4.4.3 For these reasons, Members are asked to consider and

agree to the realignment of the transferring funding attached to the DSD ‘physical component’ towards the revenue grant programmes. There may be an element of this funding required to support identified assets maintenance costs (both non-recurrent and recurrent). Again this will be brought back to Committee as part of the budget estimates process in early Autumn.

4.5 Laganside/Weir & Staff Costs 4.5.1 Officers are currently undertaking detailed analysis of the

actual costs associated with both the Laganside and staffing elements of the DSD budget allocation in terms of



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actual requirements. It is proposed that both budgets are protected subject to a further detailed report, including options around funding, being brought back for the consideration of the Committee as part of the estimates setting process in early Autumn 2015.

4.5.2 Whilst £2.59m budget has been allocated for Laganside,

initial estimates by officers would suggest that there is a significant funding shortfall in terms of e.g. £1.7 (approx) annual maintenance costs; £3.5m requirement in 2016/17 for dredging the Weir and an annual £750K contribution towards a sinking fund. The sinking fund is required for the seven yearly dredging and replacement of the rams every ten years.

4.5.3 Council officers are undertaking an independent

assessment and verification of all costs (e.g. operational, staffing, maintenance, systems, legal etc) associated with transfer of Laganside/Weir. A more detailed report outlining projected costs and potential options around funding will be brought back to Committee in Aug/Sept 15 in-line with Council’s budget estimating process. In parallel, the Council will continue to proactively engage with and lobby both DSD and NI Executive to address the identified funding shortfall and also to seek necessary assurances and legal protections in event of a catastrophic issue arises with the Weir post transfer.

5.0 Financial & Resource Implications 5.1 There will be obvious Financial and Human Resource

implications attached to the transfer of Urban Regeneration and Community Development powers to the Council and the reduction in DSD budget allocations. Clearly future service delivery plans will need to be developed within the context of affordability and further detailed reports on the financial implications of transfer will be brought back to Committee in due course.

6.0 Equality or Good Relations Implications 6.1 Development of new policies and/or service delivery

models will be subject to equality screening and, where required, EQIA process.”

The Committee adopted the recommendations.



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Draft Belfast Employability and Skills Framework The Committee was reminded that the Council had been working with the Centre for Local Economic Strategies (CLES) to develop a framework for action on employability and skills issues. A draft framework had now been developed and it identified a number of areas of focus and suggested a number of headline targets based on skills attainment and employment rate increases in order to focus action and measure the impact of agreed initiatives. The Director of Development reported that the framework suggested that, in order to ensure all activities were focused on building skills levels and generating greater alignment between skills demand and supply, a series of targets should be established. Suggested targets were:

• to increase employment rate in the City to at least 72% by 2025 (current rate was 57.6%). That would mean moving an estimated 17,500 Belfast residents into work over 10 years – 1,750 per year;

• to reduce the proportion of the working age population with no

qualifications from the 2012 baseline of 23% to between 9% and12% by 2025. That meant reducing the number of people with no formal qualifications by around 22,000;

• to increase the proportion of the working age population with level

two qualifications and above from the 2012 baseline of 64% to between 76% and 79% by 2025. That would mean providing 40,000 additional people with qualifications at level 2 or above; and

• to increase the proportion of the working age population with level 4

qualifications and above from the 2012 baseline of 28% to between 37% and 39% by 2025. That would mean up to 30,000 additional people with level 4 qualifications and above.

The Director reported that the next stage of the process was to consider how the framework could be moved towards implementation, in conjunction with a number of key partners. While the Council had ambitions and a significant political commitment to address the issue, it had very limited resources at this point in time. It was therefore critical that Members gave careful consideration in future to how our resources are used most effectively to deliver on the ambitious targets and to encourage partners to commit to collaboration in the long-term. Partners had suggested that they see the Council playing a pivotal role in both the co-ordination of governance and the co-ordination of delivery. To do that would require the commitment of dedicated resources to broker those partnerships and to convene parties around the key challenges. As part of the formal process of securing buy-in to the framework and ensuring that it was focused on the relevant priorities to make a difference in this complex environment, it was proposed that a 12 week public consultation exercise was undertaken. In that period, officers would continue to engage with partners in order to



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maintain some momentum in the process. There were also opportunities to host a number of focused engagement events with a range of partners, such as the Belfast Strategic Partnership to raise awareness of the proposals and to ensure buy-in to the process. Following the consultation process, the final draft framework would be presented to the Committee for approval. The Committee noted the draft Employability and Skills Strategy 2015-2025, and agreed that the draft framework be issued for public consultation. Requests for Match Funding for ESF Projects The Committee considered the undernoted report:

“1.0 Purpose of Report 1.1 The purpose of the report is to:

− Update Members on the current position with regard to the European Social Fund (ESF) focusing in particular on the requests for match funding

− Make recommendations as to how the Council might respond to the requests for match funding for ESF activity.


− Note the requests for match funding from project promoters to support European Social Fund and skill development initiatives

− Consider the options presented to support progress on the ESF and other employability and skills programmes

− Identify their preferred approach to progress these match funding requests and enable project delivery to get under way.

3.0 Key issues 3.1 Members will be aware that the European Social Fund (ESF),

managed by the Department for Employment and Learning (DEL), supports projects that aim to reduce economic inactivity and increase workforce skills. Projects are focused on a range of target groups, including the long-term unemployed, young people not in education, training or employment and those with disabilities.



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3.2 Successful projects attract funding of up to 65% of the total project costs, with project promoters expected to source the remaining 35% from other sources. Projects were advised on 26 March 2015 whether or not they were successful in their application. Successful ESF projects were given three months to secure match funding. DEL have confirmed that, if projects cannot provide details of match funding by end June 2015, their letter of offer may be withdrawn and DEL will provide an offer of funding to the next project in rank order.

3.3 Prior to the submission of ESF funding applications on

9 January 2015, 19 organisations contacted the Council regarding match funding. Of those, only eight were awarded ESF funding, across nine projects. These are:

3.4

− Belfast Metropolitan College

− LEMIS partnership

− Now Project

− Prince’s Trust

− Springboard

− Women in Business

− Women’s Tec

− Workforce Training Service (submitted two successful projects).

3.45 The total budget for the nine successful projects across the

three year delivery period is approximately £25.7million with Council match funding requests of £2.38million or just over £700,000 annually. Some of these projects identified the Council as their only match funder – albeit that we gave no formal commitment to provide funding at the time of application. Others identified a cocktail of match funders from the public and private sectors or from their own resources.

3.6 In addition to those who approached the Council in advance

of making the application, we are aware of a number of projects that have subsequently approached officers or Councillors to explore whether match funding might be available. These are Shankill Women’s Centre (seeking £83,000 match funding), Enterprise Agency network (final match funding request to be confirmed), Access Centre NI and Lenadoon Community Forum. The Lenadoon project did approach the Council before making the application but it was not successful in attracting ESF funding. However the organisation is now seeking to carry on planned delivery at a reduced level and has asked the Council to make a match funding contribution (Council match funding of £50,000



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towards an overall project costs of £62,000 requested). Taking account of these additional requests, the total amount of match funding from the Council across all of the projects is in excess of £900,000.

3.7 Details of each of the projects, including the match funding

requests, are attached as Appendix 1. These figures are based on indicative amounts requested at the time of project submission. Changes in circumstances mean that the match funding situation is extremely fluid, as public sector partners are still awaiting final confirmation of available budgets and the partners themselves seek to confirm the position with their respective match funders. This could mean that the actual participant numbers and outputs may change as projects scale back, given that they are unlikely to be able to access the levels of match funding set out in their application to DEL.

3.8 At the previous meeting of the SP&R Committee in May 2015,

Members were advised that ESF projects could only provide training up to level 1. This is equivalent to GCSEs at level D-G. One of the key targets set out in the draft employability and skills framework (separate report) is to increase the percentage of the Belfast population achieving level 2 and above. This is generally the minimum standard required by any employer – and is in line with wider DEL policy. The rationale for limiting ESF provision to level 1 only is that FE colleges and other providers are funded to provide level 2 qualifications. Therefore the employment targets set by the project – although generally modest – may prove difficult to achieve as a result of the ESF interventions alone. It is likely that participants will have to be signposted to other provision.

3.9 Taking account of the limited impact that the ESF projects in

their own right might have, yet cognisant of the need to maintain local provision to address the very localised employability challenges across the city, there is an argument that the Council should set aside some of its budget to support a small number of ESF projects for the current financial year, with progress reviewed at the end of that period – when there should be some progress on the implementation of the employability and skills framework. This funding could help build and maintain momentum around the employability and skills framework and pump prime some early wins within that framework. Without any resources for this work, it will be difficult for the Council to convince other partners to become involved in collaborative



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activity and this will present an additional challenge in terms of securing buy-in to the framework.

3.10 Addressing the city’s employability and skills challenges and

creating new jobs is a central feature of the emerging Belfast Agenda and regularly features among the top priorities when community and resident engagement activity takes place. This has been confirmed through the recent Belfast Conversation exercise. The early engagement on the employability and skills framework has confirmed partner interest in looking at this challenge from a collective perspective, with the role of the Council identified as critical in brokering partnerships and coordinating delivery. However there is a need to commit dedicated resources to progress this important area of work, both in terms of staff resources and some financial resource allocation. Otherwise, there is a risk that progress on the strategic framework will be impacted and the Council role will be reduced to part-funding a number of locally-based schemes.

3.11 Taking account of these issues, it is suggested that there are

three options for Members to consider with regard to the requests for ESF match funding:

− Option 1: Retain all of the available budget (£240,000) for use towards projects identified within the Employability and Skills Framework (public consultation to commence Summer 2015) and achieve some early wins to secure partnership buy-in

− Option 2: Give all of those seeking match funding a nominal allocation of £20,000 towards their project costs in order to ensure that there is at least some match funding available so that they can draw down their ESF resources. This funding would be guaranteed for one year only. It would use up almost all of the available funding

− Option 3: Provide the match funding requested to those organisations that – without the Belfast City Council funding – may not proceed or whose viability may be in jeopardy. This would provide sufficient resources to make the projects functional and, given the late starting date (likely to be end Summer 2015) should mean that they can operate at full capacity for the remaining period (to end March 2016). This funding would be guaranteed for one year only. Under this option, £62,000 would also be retained to help the Council



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make some progress on the employability and skills framework.

3.12 Under Option 1, the Council would retain all of the available

budget (£240,000) for use towards projects identified within the Employability and Skills Framework (public consultation to commence Summer 2015) and achieve some early wins to secure partnership buy-in. This would enable a dedicated staff resource to be directed towards this area of work and would also support the development of a number of early wins projects. These might include:

3.13

− Support for level 2+ training for adult learners – providing a progression routes for those taking part in ESF programmes and other entry level training, to maximise their opportunities of finding employment

− Graduate Employment Programme – focused on graduates who are underemployed – particularly in service sector roles (principally hospitality and retail). Programmes to be developed in conjunction with employers in key growth sectors, focusing on the generic skills required by the sector, with the company then providing company-specific training, once the graduate is recruited. This would free up roles for those with lower skills levels and provide opportunities to consider upskilling initiatives with targeted employers

− Development of a model to support the management of social clauses – including work placements, employment opportunities and apprenticeship opportunities. This could be done with other public sector partners to encourage economies of scale. It would need to be linked into other employability support provision across the city.

− Under option 2, all projects seeking funding would be given £20,000 towards their costs. This would enable them to draw down some of their ESF funding. However – given the variances in scale across the projects – this may have a greater or lesser impact on the individual projects. For some projects, the amount may be so marginal that it will make little or no difference to the scale of the overall activity or the viability of the project.



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3.14 Under option 3, funding would be allocated to a number of targeted projects using the following approach:

− Investment is focused on those projects that – without Council intervention – will not progress

− Consideration is given only to those projects that engaged with the Council in advance of project submission and those that have been successful in levering the ESF monies

− Funding is allocated for one year only – with a commitment to review overall Council resources for employability to support the delivery of the employability and skills framework

− Match funding is provided to ensure that the project can proceed as planned

3.15 On that basis, it is proposed that match funding is provided

as follows: 3.16

− Belfast Metropolitan College – no match funding to be provided on the basis that the college should be able to secure resources from its own sources or from the private sector

− LEMIS partnership – no match funding to be provided on the basis that the partnership has secured some match funding from DEL (albeit at around 30% of its original request) along with a small amount of match funding from OFMdFM and amount requested from the Council would not be possible within the available budget

− Now Project – no match funding to be provided on the that the Council contribution will make only a negligible impact on the overall scheme

− Prince’s Trust – no match funding to be provided on the basis that the Prince’s Trust is endeavouring to secure match funding from its own and other sources and amount requested from the Council would not be possible within the available budget

− Springboard – match funding to be provided as requested (£74,035) given that there is also some in-kind support to be provided through Council HR section

− Women in Business – match funding as requested (£20,000) to be provided on the basis that the project will still remain functional at this level, and the target area extends beyond the Belfast City Council boundary



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− Women’s Tec – match funding to be provided as requested (£45,000), on the basis that the project will still remain functional at this level and that it has been able to draw in additional match funding from other sources

− Workforce Training Service – match funding to be provided as requested for one project ie Path 2 Employment (£39,000). No match funding to be provided for Get Connected on the basis that Workforce is likely to secure some match funding from DEL that will now enable them to deliver their activities.

3.17 Given that the match funding is provided in arrears on the

basis of actual expenditure, it is proposed that the funding will be ringfenced from the current year’s budget to pay the final match funding amount. The likely date for payment will be May/June 2016.

3.18 Should Members agree to Options 2 or 3, given that ESF

projects have been asked to confirm that they will accept their Letter of Offer by 30 June 2015, Members are asked to agree to confirmation in principle being provided to the relevant project promoters that the Council match funding has been agreed. This will be subject to Council ratification. Council officers will inform DEL officials of these decisions as appropriate.

3.19 Depending upon the option selected by Members, any

remaining monies would be used to progress a number of priority actions within the employability and skills framework including:

− Development of a model to support the management of social clauses

− Support for level 2+ training for adult learners

− Graduate Employment Programme

− Economic inactivity pilots to aligns with the emerging economic inactivity strategy from DEL and DETI.

Equality and Good Relations Implications All projects will be equality screened by DEL and the

employability and skills framework has also been equality screened.



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Financial Implications Costs associated with supporting these applications will be

met from the £240,000 available in the 15/16 financial year.” After discussion, the Committee agreed to provide match funding for the following projects: LEMIS partnership £80,000 Springboard £35,000 Women in Business £15,000 Women’s Tec £35,000 Workforce Training Service – Path 2 Employment £25,000 Shankill Women’s Centre £25,000 Lenadoon Community Forum £25,000 The Committee agreed also that:

(i) as the match funding would be required to be paid in arrears that the above-mentioned funding be ringfenced;

(ii) officers write to the organisations to advise them of the funding

which they would be receiving, indicating that it would be subject to Council ratification;

(iii) the decision made on this matter would not be subject to call-in as it

was deemed to be a decision where an unreasonable delay could be prejudicial to the Council’s or the public’s interests under Standing Order 47(a) 2 (c); and

(iv) consideration be given to how similar funding could be provided in

years 2 and 3 of the above projects so that it could be built into the budgets during consideration of the revenue estimates.

Physical Programme and Asset Management

Capital Programme Update The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 The Council’s Capital Programme is a rolling programme of

investment which either improves existing Council facilities or provides new facilities. The rolling programme was approved by the Shadow SP&R Committee in January 2015. This report outlines –



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• highlights of current status of projects under the Programme

• proposed movements and projects to be added to the capital programme – leisure transformation projects and Anglers Cabin at the Waterworks

• specific project updates – Public Bike Share Scheme

2.0 Recommendations 2.1 Members are asked to – General

• note the update on and photos of (see Appendix 1) Capital Programme projects as outlined in 3.1 and that the Property & Projects Department is happy to arrange site visits for Members/ Party Groups to any capital programme project

Proposed movements and new project proposals to be

added

• agree to progress the leisure transformation projects (Robinson, Brook, Avoniel, Templemore, Girdwood) from ‘Stage 1- Emerging’ to ‘Stage 2- Uncommitted’ on the Capital Programme to allow these to be fully worked up . Members will be aware that additional monies were allocated to Andersonstown which is currently at Stage 2 on the Capital Programme

• agree if they wish the Anglers Cabin proposal in the Waterworks as recommended by the People and Communities Committee to be added as a

Stage 1 – Emerging project Capital Programme Project Updates

Public Bike Share Scheme

• Phase 1 proposed extension - note that it was previously agreed that Phase 1 of the bike share scheme would cover the core city centre area (as designated in BMAP) and that if sufficient funds were available Queens University and parts of Titanic Quarter could also be included in the Phase 1 network (see map at Appendix 2).



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Resources are available through contingency provision to extend the network to the additional locations previously discussed and Members are asked to agree that these are progressed on the basis of there being no additional capital costs to Council. Members are asked to note that discussions are ongoing with Queens and Titanic towards a contribution to the local installation costs and to resolve the required lease or access arrangements for these locations. Members are asked to note that there is an associated revenue cost of extending the scheme (approx. £6k per annum per location) however additional capacity will have a positive contribution on the overall running costs by increasing usage and attracting additional membership with the associated subscription and usage income

• Phase 2 proposals – note that officers are exploring options for extending the bike scheme through a 2nd phase and that further details on locations and potential costs will be brought back to Committee in due course. A number of organisations have expressed their willingness to contribute towards the capital costs of this expansion and officers are progressing these discussions

3.0 Main report Key Issues 3.1 The Council’s rolling Capital Programme is a significant

programme with over £150m of projects recently completed or currently underway. Photographs of projects are attached at Appendix 1 and the Property & Projects Department is happy to arrange site visits for Members/ Party Groups to any Council funded capital project. Key highlights include -

Projects recently completed

• the Belfast Bike Share Scheme which has seen the installation of 30 bike docking stations and 300 bikes across the city centre. The Scheme was formally launched on 27th April and has been extremely well received - In the first week of operation performance has exceeded that for the London and Glasgow schemes by achieving an average use of 2.48 rentals per day and there were



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over 4486 individual registered users by the third week of operation.

Projects currently on the ground

• EU Funded projects including - the £29.5million extension to the Waterfront to provide dedicated conference and exhibition facilities; the £11.7m Girdwood Hub which is due to be completed in the Autumn, the new Innovation Centre at Forthriver and work commenced on site at the start of June at the North Foreshore

• the new Council accommodation in Adelaide Street where demolition works have commenced on the existing building

• the £1.7m 3G pitch at Cliftonville; the pitch at Woodlands and the pavilions at Dixon and Waterworks as part of the £15m pitches strategy

• Phase 2 of the Connswater Community Greenway; upgrade and refurbishment at Drumglass Park and Half Moon Lake and extensions at Roselawn

• Super-Connected – 1034 applications have been received for connection vouchers

Projects at tender preparation stage

• Preparatory work is continuing on a wide range of projects including the remaining sites under the pitches strategy at Musgrave, Victoria, Ballysillan, Ormeau, Cherryvale and Falls; the £3.7m upgrade of the Tropical Ravine and the Whiterock Community Corridor

Proposed movements and new projects to be added to the Capital Programme

3.2 Members have previously agreed that all capital projects

must go through a 3 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.

Proposed movements - Projects recommended to move up

a Stage



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3.3 In April Members agreed the notional cost design limits for the projects under the Leisure Transformation Programme – Brook; Avoniel; Robinson; Templemore and Girdwood. It is proposed that these are moved from Stage 1- Emerging projects to Stage 2 – Uncommitted on the Capital Programme to allow these to be fully worked up. Members will be aware that additional monies were allocated to Andersonstown which is currently at Stage 2 on the Capital Programme. Work is continuing on the Leisure Programme and an update report will be taken to August SP&R Committee.

Projects recommended to be added to the Capital

Programme 3.4 It is proposed that the following project is added to the

Capital Programme at Stage 1 – Emerging Projects. These projects require the completion of a Strategic Outline Case (SOC) before they are progressed. Members will acknowledge that there is increasing demand on the Council to deliver projects within increasingly scarce financial resources. This will have implications on future project delivery and will necessitate prioritisation of projects under the capital programme. Members are therefore asked to take this into consideration when making investment decisions around projects.

Proposed

Project

Overview Proposed

through

Anglers Cabin –

Waterworks

Proposal by the Fishermen’s Group at the Waterworks

Park, for the provision of an electrical supply to the

Angler’s Cabin, together with the request for

accessible toilet facilities at the Park

People and

Communities

Committee

Members also agreed last month that the Annadale and

Clarendon projects (which were formerly under the MUGA programme) would be added as emerging projects onto the Capital Programme.

Project Updates Public Bike Share Scheme 3.5 As outlined in 3.1 above Phase 1 of the Belfast Public Bike

Share Scheme was launched at the end of April. Capital funding of £1.1m for Phase 1 was secured from DRD which covered 30 docking stations and 300 bikes. The Council is responsible for the ongoing running costs of the scheme and any future expansion costs. Committee had previously



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agreed that Phase 1 of the scheme would cover the core city centre area (as designated in BMAP) and that if sufficient resources were available Queens University and parts of Titanic Quarter could also be included in the Phase 1 network (see Appendix 2 for proposed locations).

3.6 The design and construction of the network of the 30

docking station has now been completed. Due the lengthy process of obtaining the necessary approvals for the siting of each docking station it was not possible to install additional stations at Titanic Quarter / Queens before the launch of the scheme, however there is an additional capacity available in terms of equipment and bikes that provides the flexibility to respond to operational issues during the scheme establishment. This would be sufficient to extend the scheme into the additional areas previously agreed by Council i.e. Queens University area and Titanic Quarter (BMC/ Titanic Belfast) at significantly reduced cost. Officers are currently in discussions with landowners and local organisations to secure a potential contribution to address the full installation costs.

3.7 Members are asked to note that there is an associated

revenue cost of extending the scheme (approx. £6k per annum per station) however any additional capacity should have a positive impact on the overall running costs as this will help increase usage and attract additional memberships with the associated subscription and usage charges income.

Proposals for future phases 3.8 Members will recall that when the Bike Share Scheme was

first proposed it was suggested that the scheme should be extended to other parts of the city including the Crumlin Road Gaol, Royal Victoria Hospital/Gaeltacht Quarter and Holywood Arches. However it was agreed that Phase 1 would cover the core city centre area and that future phases would be dependent on evaluating the success of the first phase together with securing the additional capital and revenue monies necessary to support any extension.

3.9 The Bike Share Scheme has proved extremely popular since

its launch. As a result of the early take up and success there is already a high demand in certain areas causing pressure on the docking stations (i.e. Botanic Avenue and Bradbury Place). Extra capacity would also appear to be needed at the docking stations at Mays Meadow servicing Central Station and Alfred Street/Linenhall Street office



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areas. The Council has also received a number of requests, from Members, the public and organisations including the Belfast Health Trust and the Harbour Commissioners, to expand the scheme beyond the Phase 1 core network. In addition a number of large companies have approached the Council seeking to buy corporate memberships covering a number of staff.

3.10 Members are asked to note therefore that officers are

currently looking at options for extension of the bike scheme and that further details on this will be brought back to Committee in due course. A number of organisations have indicated a willingness to contribute to the expansion costs and officers are progressing these discussions. Members are asked to note however that the pressure on the scheme arising from the initial success and demand for additional provision requires balanced provision to ensure an adequate supply of stations and bikes to maintain an operational network and ensure sustained success over the coming months/years.

Capital Programme – communications update 3.11 Members are asked to note the activity undertaken in April,

May and early June in relation to the capital programme and the wider Investment Programme. Highlights include:

• 12 press releases issued in relation to Investment Programme projects* which generated 76 articles in local/regional/national/international media. Projects included:

• launch and ongoing success of Belfast bikes;

• start of work on Environmental Resource Park at Giant’s Park;

• sod cutting of 4G pitch at Sally Gardens Community Centre;

• additional £1.8 million investment into play park facilities;

• ‘return on investment’ at Belfast Waterfront Conference and Exhibition Centre, linked to the securing of Royal College of Nursing Congress for 2018;

• improvements delivered through Renewing the Routes programme;

• specific procurement opportunities for local suppliers; and

• purchase and start of work on new office accommodation at Clarendon House



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* These figures do not cover Leisure Transformation Programme projects, for example, Robinson Centre and Olympia Leisure Centre, which also gained media interest in this period.

• Eight page spread in City Matters magazine (w/c 30 March 2015), reaching 183,000 residents (including the extended boundary) and using case studies with ‘real people’ to highlight key messages around jobs, overall investment, money levered in, etc

• High profile projects like Belfast bikes and Giant’s Park boosted traffic to belfastcity.gov.uk/investment, as well as their own individual web pages. Key messages around the Investment Programme are also regularly promoted on the homepage, which attracted an average of over 148,000 visitors during this period.

• Social media is crucial in disseminating information about projects and their outcomes, as they are delivered - for example, sharing diversion details for Connswater Community Greenway works or highlighting plans to refurbish play parks. Twitter now has 46,129 followers and Facebook posts reach almost 43,000 users per week.

• Branded signage is being installed at high visibility points within schemes now underway at Giant’s Park, Innovation Centre and Sally Gardens 4G pitch, maintaining the consistent approach which has been adopted for all capital investment works.

• Internal communications continues to focus on the cross-departmental nature of projects, highlighting staff involvement with regular articles in Intercom, Team Brief, Interlink and TV screens in frontline locations, as well as the Chief Executive’s blog

• Assistance provided to project teams to develop communications plans, plan out community engagement activity and maintain publicity requirements, as laid out by individual project funders, for example, ERDF, Invest NI and Tourism NI

3.12 Upcoming activity is currently being planned for the

following projects and initiatives:

• art appointment for CS Lewis civic square at Holywood Arches, through Phase 2 of the Connswater Community Greenway (June/July);



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• community engagement programme and work starting at Innovation Centre (TBC);

• update on construction work and initial programming at Girdwood Hub (July);

• unveiling of first boxing sculpture (August). 3.13 Financial & Resource Implications Leisure Transformation Programme – The notional design

costs limits for individual projects were agreed by Committee in April 2015 as part of the £105m leisure transformation programme. Resourcing for the programme is currently being explored and a further paper will be brought back

Anglers Cabin at the Waterworks – Proposed Stage 1 – Emerging project. Financial implications to be worked up via the SOC

Public Bike Share Scheme – Phase 1 – The proposed docking stations at Titanic Quarter and Queens University were originally agreed as part of Phase 1 if sufficient funds could become available. Officers are progressing discussion with local landowners and determine if additional funding can be secured which would allow the extension to these areas to be delivered at no additional cost.

Public Bike Share Scheme – Potential future phases – note that officers are exploring options for the extension of the bike share scheme and are exploring options with partners to secure funding for an extension

Resources – Ongoing resources in terms of project operation

Equality or Good Relations Implications All capital projects are screened as part of the stage

approval process.” The Committee adopted the recommendations in relation to the proposed movements and new proposals to be added to the Capital Programme. With regard to the Belfast Bike Share Scheme Phase 1 proposed extension, it was agreed to extend the scheme to the Titanic and Queen’s areas; that officers proactively seek to identify sites for additional docking stations in the South, East, North and West of the City; and continue discussions with the Belfast Health Trust to ascertain whether docking stations could be established in the local hospitals. It was agreed also that letters be sent to residents in the East of the City, before and after the Council’s judicial review, to explain the position with regard to the Robinson Centre; and that officers continue to investigate options for leisure provision in



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East Belfast, including the possibility of a pop up pool, and a report be submitted to a future meeting. City Centre Investment Fund (CCIF) The Committee was reminded that, at its meeting on 24th April, it had agreed to establish a City Centre Investment Fund to support the Belfast City Centre: Regeneration Investment Plans. This had included:

• the establishment of an £18.7 million fund allocated from the existing Belfast Investment Fund;

• that all investment decisions relating to the Fund were to be agreed

by the Strategic Policy and Resources Committee and supported by a detailed due diligence process;

• that the decision making process would be supported by a Belfast

City Centre Investment Advisory Panel chaired by the Council’s Chief Executive;

• that work would be undertaken on the development of investment

principles, the range of interventions which could be included in the fund, State Aid considerations and the operational arrangements for the Fund.

The Director reported that officers from Finance and Legal Services were progressing work on the development of the operational and due diligence arrangements to support the CCIF, including the consideration of State Aid, and Investment Pricing decisions. A report would be presented to the Committee in August, 2015, which would outline recommendations for the scope of initiative to be included in the Fund, the decision-making and due diligence process and the requirements for compliance with State Aid regulations. To ensure that the maximum benefit was obtained from individual CCIF decisions, it would necessary to establish a set of high level Investment Principles around which the assessment and due diligence process would be designed. The proposed Investment Principles for the CCIF are as follows:

• the project should make a significant impact on the City Centre economy in terms of “gross value added” and job creation.

• the project should make positive and net contribution to the business rates income received by Belfast City Council.

In addition, where the projects involved loan funding then:

• the project owner must demonstrate that traditional forms of finance have been sought for the project and have been unachievable (for example, sufficient bank loan).

• the project owner must provide a level of security deemed adequate by Belfast City Council.



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• the quantum of funding from the CCIF must be less than 50% of total project cost.

• proposals would be assessed in the context of the City Centre Regeneration and Investment Strategy.

The Committee approved the Investment Fund principles.

Belfast Investment Fund (BIF) – Update The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 The Council has established a Belfast Investment Fund which

is designed to support partnership projects across the city. There is £22m available under BIF and in April Members reaffirmed the role of the SP&R Committee as the investment decision maker in relation to BIF to ensure that decisions are taken on a city wide basis; that there is balanced investment across the four city quadrants in terms of the overall £22m BIF allocation and that decisions are taken in the context of other physical investment. There is a finite amount of resources available and it will therefore not be possible for all the proposed BIF projects to be delivered.

The May SP&R Committee agreed that BIF and the outcome of

the assessment against the 4 investment ‘abilities’ which guide all capital projects (see Appendix 1) would be taken into the next round of the AWGs so that Members can go through projects in detail. This happened at the last round of AWGs and a set of recommendations in relation to BIF projects emerging from these discussions and the ongoing work on projects is set out below.

2.0 Recommendations 2.1 On the basis of the SP&R decision in May the four AWGs have

now reconsidered the BIF projects proposed in their areas and also discussed potential new schemes. Given the discussions at the AWGS, the potential economic, social and environmental benefits of projects and the ongoing work to date by both the project promoters and officers the following is recommended in relation to BIF projects –



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PROJECT STATUS RECOMMENDATION

Raidió Fáilte Funding due diligence completed

EA completed

Funding secured from Ciste- £375,000

Funding being sought from DCAL-£425,000

Move to Committed subject to planning being obtained and confirmation of DCAL match funding

£950,000 BIF contribution

Council to deliver

Davitts GAC Funding due diligence completed

EA completed

Funding secured from BCC £750k Schools Programme - £150,000

Currently in for planning

Move to Committed subject to planning being obtained

£1million BIF contribution

Council to deliver

Willowfield Parish Hall

Funding due diligence completed

EA completed

Funding secured from the Church - £300,000

In principle funding commitment from Department of Education (£240,000) and private trust (£50K)

Proposed own delivery

Move to Committed subject to confirmation of DE and private match funding

£560,000 BIF contribution

St. Comgall’s Funding due diligence completed - outstanding issues

Funding (£3.5m) sought from SIF - EA currently underway but not yet signed off and SIF funding not secured

Work ongoing with Falls Community Council and OFMDFM - Business plan and designs being worked up

Hold at Stage 2 until the outcome of the EA currently underway by OFMDFM

Level of BIF funding contingent on SIF funding level

St. Mary’s Funding due diligence completed - outstanding issues

Was originally to be match funded by DSD however DSD have confirmed that this will not be committed

Hold at Stage 2 – scope of project being looked at due to loss of DSD funding. BIF financial contribution to be confirmed

Lanyon Tunnels Funding due diligence underway - outstanding issues to be resolved

Funding (£1.4m) sought from SIF - EA currently underway but not yet signed off and SIF funding not secured

Work ongoing with Markets Development Association and OFMDFM

Planning secured but land assembly issues to be resolved

Move to Stage 2 - outcome of EA process and SIF funding to be confirmed and land assembly issues are resolved.

Level of BIF funding contingent on SIF funding level

Cancer Lifeline Funding due diligence underway

No other funding sought/secured

Move to Stage 2 – BIF funding requirement to be confirmed and Group to present to future AWG

Grace Women’s Centre

Funding due diligence underway


Move to Stage 2 – BIF funding requirement to be confirmed and Group to present to future AWG



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Gilpins Funding due diligence underway – outstanding issues

Major affordability issue

Building still privately owned

Ongoing sustainability - Capacity work currently underway with DTNI funded via the Council


Move to Stage 2 - Funding requirement to be confirmed

Ownership issues to be resolved

Bloomfield Community Association



Projects costs to be tested

Move to Stage 2 – Project costs to be firmed up and BIF funding requirement to be confirmed

Strand Arts Centre



Projects costs to be tested

Move to Stage 2 – Project costs to be firmed up and BIF funding requirement to be confirmed

H&W Welders Club

Funding due diligence to start

Project added in late March


Council asset

Move to Stage 2 – Scope of project and funding requirement to be confirmed. Impact of council owned asset to be assessed.

2.2 In addition to the above the AWGs also recommended

− South AWG – adding Bredagh GAC as an Emerging project at Stage 1

− West AWG – Council to take a lead role in helping to scope and further develop a community project in the Glencairn area

− North AWG – AWG and Council officers to meet the project promoters of Malgrove before agreeing next steps

2.3 The AWGs are also keen to undertake some planning sessions

for their areas in the context of the developing Belfast Agenda and outcomes framework to better direct current and future investments decisions from various budget lines in terms of making bigger, better more relevant impact over issues affecting various parts of the city.

3.0 Main report KEY ISSUES 3.1 Before the most recent round of AWGs there were 23 current

BIF project proposals. The Lagan Gateway is the only project which is currently approved as a Stage 3 – Committed project. 2 projects (St. Comgall’s and St. Mary’s CBS) are currently in Stage 2 and were moved by Committee due to their state of readiness and/or their potential match funding ability however



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it is understood that the scope of the St. Mary’s project has now changed.

AWG UPDATE AND RECOMMENDATIONS A background to BIF and the outcomes of the assessment

were presented to the recent round of AWGs in the last week of May/first week of June. It was highlighted to Members that the BIF assessment was based on the most up to date information officers had on projects and that the costs outlined were heavily caveated as these are based on high level Stage 1 information and they have not been tested by the Council. Members at the AWGs had an opportunity to probe projects in detail and ask further questions on projects. On the basis of the discussions at the AWGS, the potential economic, social and environmental benefits of projects and the ongoing work to date by both the project promoters and officers the recommendations as laid out at 2.1 above are proposed for Committee.

An number of additional projects/proposals were also put

forward by AWGs

• South AWG – adding Bredagh GAC as an Emerging project at Stage 1

• West AWG – Council to take a lead role in helping to scope and further develop a community project in the Glencairn area

• North AWG – AWG and Council officers to meet the project promoters of Malgrove before agreeing next steps

If Members agree the recommendations as in 2.1 and 2.2 above

this means that there will 4 Committed projects; 9 Uncommitted projects and 10 Emerging projects – see Appendix 2 for further details on proposals

NEXT STEPS 3.2 If Members agree the above recommendations these projects

will now be worked up in greater detail and officers will work closely with the project promoters to further develop projects as required including the projects to be added, to further develop the stage 2 proposals to bring them to a point where investment decisions can be taken and resolve any outstanding issues in relation to Stage 3 projects.



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3.3 Financial & Resource Implications

• Financial - £22m is available for under the Belfast Investment Fund. With the agreement of the BIF allocation of £2.15m to the Lagan Gateway this means there is approx. £20m left under BIF. The final decisions on which BIF projects are supported will be taken by SP&R as the Council’s investment decision maker and in line with the principle of balanced investment across the city’s 4 quadrants.

• Resource - Officers will be required to help work up projects to bring them to a point where Members can take informed investment decisions. Further resources may be required from a project management, estates, legal and financial perspective dependent on how projects are delivered

Equality or Good Relations Implications Any changes to BIF will need to be rescreened.”

The Committee adopted the recommendations. Area Working Groups – Update The Director of Property and Projects submitted for the Committee’s consideration the undernoted report:

“1.0 Purpose of Report or Summary of main Issues 1.1 At its meeting in April 2012, the SP&R Committee agreed to

convene Area Working Groups (AWGs) to support effective ‘place-shaping’ and make recommendations on investment decisions for their local area including LIF and BIF. The AWGs met on a monthly basis from this time and have an advisory role. Given the unique role that they played in allowing Members to shape their local areas it was agreed that AWGs would be reconvened as part of the new Council. At the Shadow SP&R Committee in February Members agreed the boundaries for four new area working groups as below

− North– Castle and Oldpark (2 DEAs)

− South– Botanic and Balmoral (2 DEAs)

− East - Titanic; Ormiston and Lisnasharragh (3 DEAs)



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− West - Court; Black Mountain and Colin- (3 DEAs) The new AWGs all held their first meetings in the last week of

May/first week of June. The main item of discussion was in relation to the BIF projects (see separate report on the agenda for discussion today) but each AWG also agreed to hold a series of workshops in order to begin their area planning process. In addition this report contains an update on LIF and LIF 2.

2.0 Recommendations 2.1 Members are asked to – Election of Chairs

• note that the following Chairs have been elected for the North, East and West AWGs. South elected an interim Chair for their initial meeting

North Alderman Gareth McKee

West Councillor Bill Groves

East Councillor Tom Haire

Area Working Group Planning Sessions and links to OBA

pilots

• agree that facilitated planning sessions for each Area Working Group are set up for August/September as a first step towards the development of local area plans linking with the ongoing work on the Belfast Agenda and the outcomes framework and the work with Party Group Leaders

• note that two Outcome Based Accountability (OBA) pilots will also be taken forward over the next 12 months in Whiterock and inner East Belfast which will look at ways to bring partners together to agree outcomes and shared ways of making decisions about local interventions. These locality plans will align to the emerging outcomes of the Belfast Agenda but will reflect very localised priorities. Further work will also be undertaken with North and South AWGs to identify potential pilots in these areas

Local Investment Fund

• note the success of the LIF programme with over which has seen 68 local neighbourhood projects receive funding in principle with 27projects worth



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£1.6m already completed; 18 projects (worth nearly £1.3m) currently on the ground with another 11 at tender preparation stage. To date £4.88m has been committed

• note that a lessons learnt on the original LIF programme has been carried out by officers which shows a number of key lessons including that it has been successful in helping to regenerate local communities and has been a model internally for cross departmental working. However it has also highlighted that the sustainability of LIF projects and the ongoing revenue streams required to support these needs to be looked at more thoroughly in any future programme

• note that a number of LIF documents will be produced to help Members -

• a LIF case studies document for Members and the public – this document will be ready in time for the event which is planned for the new Council launch

• a LIF guidance pack for Members outlining how a project proposal is taken forward from concept through to monitoring

• note that in the most recent round of AWGs a number of other potential LIF projects were proposed by AWGs (South AWG – Sandy Row Community Forum and North – Basement and Cavehill). Officers are following upon these and they will be considered at the next round of AWGs

Local Investment Fund (2)

• note that it is recommended that the focus of LIF 2 should be on funding capital projects and that these are aligned with the emerging priorities agreed by the AWGs through the planning process

3.0 Main report KEY ISSUES 3.1 ELECTION OF CHAIRS Members are asked to note that the North, East and West

AWGs elected the following Councillors to chair the working group meetings. South AWG elected an interim chair for their first meeting



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North Alderman Gareth McKee

West Councillor Bill Groves

East Councillor Tom Haire

3.2 AREA WORKING GROUP PLANNING SESSIONS AND LINKS

TO OBA PILOTS As part of the AWGs, Members were presented with physical

portfolio updates and noted that there is a lot of work taking place across the city in terms of physical development. However it was highlighted that the impact of ongoing revenue programmes and funding, including the impact of the transfer of neighbourhood renewal, also needs to be taken into consideration as a physical project can be a catalyst for an area but it needs associated programming to make it work. Members also agreed that there was a need to look at other initiatives happening in local areas – e.g. links to Urban Villages, Building Successful Communities pilots, SIF projects etc. The AWGs therefore agreed the need for a number of planning workshop sessions per area and it was agreed that these would be held in August/September to start to set the agenda for the AWGs going forward and as a first step towards the development of local area plans.

OBA approach and local OBA pilots Linked to this, Members had also agreed in April that a

targeted, outcomes-based accountability approach to locality planning should also be tested as part of the Belfast Agenda process to understand causes, priorities and effective intervention at the very local level. Two local Outcome Based Accountability (OBA) pilots will be taken forward over the next 12 months in Whiterock and inner East Belfast. The pilots will look at ways to bring partners together to agree outcomes and shared ways of making decisions about local interventions and will include discussion on the analysis of statistics, joined up services and different ways of engaging with the community on outcomes and issues. It is intended that these locality plans will align to the emerging outcomes of the Belfast Agenda but will reflect very localised priorities. Further work will also be undertaken with North and South AWGs to identify potential pilots in these areas

3.3 LOCAL INVESTMENT FUND – UPDATE The original £5m LIF programme was established in 2012 to

support the delivery of key local regeneration projects in neighbourhoods and as a means for Members to connect



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with local communities in their area, in preparation for their formal role in community planning under the LGR. North, South, East and West AWGs were allocated £1,127,500 each, with a proportionate amount of £490,000 for the Shankill area.

LIF has been extremely successful to date with 68 projects

agreed in principle worth £4,875,628 (98% of the £5m LIF fund). The current status of these overall and per area is broken down below. Further details on all LIF projects is attached at Appendix 1.

STAGE PROJECTS AMOUNT

Completed 27 projects (38%) £1,629,849

Currently on the ground 18 projects (27%) £1,289,500

At tender preparation stage 13 projects (19%) £1,368,279

Not through due-diligence 10 projects (16%) £588,000

Unallocated (all North) £124,372

£5,000,000

Project details

NORTH

£1,127,500

23 projects approved in principle - £1,003,128 in total

Remaining allocation - £124,372

6 completed - £246,628

6 projects on the ground - £222,500

3 at tender preparation stage - £216,000

8 not yet through due-diligence - £318,000

SOUTH

£1,127,500

12 projects approved in principle -

Remaining allocation - £0




EAST

£1,127,500




1 project on the ground - £250,000



WEST

£1,127,500








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SHANKILL

£490,000






(Detailed breakdowns at Appendix A)

• There are 10 projects which are still not through the due-diligence process (these include the projects which were recently agreed in North which been scored and are currently being assessed as part of the DD process). Officers are continuing to work closely with the groups to try to progress these however it is likely for a number of reasons (including lack of match funding and sustainability issues) that a number of these projects may not get through the due-diligence process

• It should also be noted that some of the projects which have gone through DD and are at tender preparation stage are dependent on receiving match funding and/or have a number of other outstanding issues and there is still a risk that these may not progress

• The average value of a LIF project to date is £71,700 (North - £43,614; South- £93,958; East - £140,938; West - £66,324 and Shankill - £61,250)

• The average time that it has taken to get a project through the due diligence process is nearly 10 months

Projects funded and benefits

• An analysis of the 68 projects funded or recommended for funding to date have fallen into a number of key categories



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• Robust monitoring of all the completed LIF projects is currently underway and this will continue as projects complete

LIF - Lessons learned The previous AWGs embraced the outward-facing nature of

LIF, as a mechanism to proactively and directly engage with their local areas. This is in line with the terms of reference for the AWGs, as agreed by SP&R, to act as community advocates to identify local priorities, support effective ‘place-shaping’ and to facilitate community engagement and communications activities with a wide range of groups regarding investment in local areas. Members will be aware that LIF was a new funding stream for the Council and as such there are many lessons that can be taken from the process which should be taken forward to inform the new round of LIF funding. A lessons learnt has been undertaken by officers and some of the key findings are outlined below

• Regenerating local communities – although LIF was designed to fund capital projects much of the learning that has been developed as part of the programme has been the associated social and community benefits of a project i.e. the development of a community garden is not just about addressing visual dereliction in an area but it is also about enhancing community spirit, improving wellbeing and providing volunteering/skill development opportunities for local people. In this way LIF has helped to deliver on the Council’s overall corporate and Belfast Agenda

15

32

6

10

2 3

0

5

10

15

20

25

30

35

New

community

facility

Refurbished

community

facility

Community

Garden

Open Space Tourism Trail Advice Centre



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objectives i.e. health and wellbeing, economic development etc

• Model for cross departmental working - robust processes and procedures with regard to project approval, funding agreements, monitoring/evaluation and payments were put in place for LIF and every LIF project that was approved in principle was subject to a rigorous due-diligence process which was taken forward by the LIF Due Diligence Group (who provides overall programme governance) which was made up of officers from across the Council – this process has proved to be effective and provides a model for the one Council approach. Each project was also assigned a project sponsor who acted as a central point of contact for the Group throughout the process

• Sustainability - More consideration needs to be given to the sustainability of the LIF projects and the ongoing revenue streams required to run these facilities. This will become even more important given the continued pressure on budgets internally and the future impact of the transfer of DSD functions to the Council in terms of revenue spend.

Members are asked to note that it is planned that a LIF case

studies document will be produced over the summer for Members and the general public outlining projects funded and showing the impact local communities – this document will be ready in time for the event which is planned for the new Council launch in September/October. It is also proposed that a LIF guidance pack for Members outlining how a project proposal is taken forward from concept through assessment, due diligence, delivery and monitoring in order to illustrate the types of projects that may be possible to deliver and those which may require further development before consideration is developed.

LOCAL INVESTMENT FUND 2 Given the success of the original LIF it was agreed in March

that a LIF 2 would be established and £4m will be allocated to AWGs for this on a proportional basis as below –

NORTH – Castle & Oldpark DEAs £800,000 (2 DEAs)

SOUTH – Botanic & Balmoral DEAs £800,000 (2 DEAs)

EAST - Titanic; Ormiston & Lisnasharragh DEAs £1,200,000 (3 DEAs)

WEST - Court; Black Mountain & Collin DEAs £1,200,000 (3 DEAs)



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When the LIF 2 programme was proposed it was highlighted

that it could potentially be used by AWGs to fund both capital and revenue projects. However it is proposed that LIF 2 should focus solely on funding capital projects. There are a number of reasons for this

− to help build on the success of LIF 1 and as a continued means to regenerate local neighbourhoods

− DSD capital monies will no longer exist to support local projects. Members will be aware that the at the point of transfer there will be a significant budget deficit transferring to the Council when benchmarked against the current DSD 2015/16 budget allocation in Belfast and that Members are being asked to consider realigning the DSD physical budget allocation in support of the revenue grant components for the transition period. Focusing LIF2 on capital will help ensure that the Council can continue to deliver smaller local neighbourhood projects

− That there is already significant revenue spend in areas and that this needs to be looked at in terms of the wider area plans to ensure that the benefits of any revenue spend in areas is maximised

3.8 Financial & Resource Implications

• Financial - £5million was allocated to LIF and 98% of this has been committed. £4m has been allocated to LIF 2.

• Resource - Officers will be required to help work up LIF projects

Equality or Good Relations Implications There are no equality or good relations implications.”

The Committee adopted the recommendations. Asset Management Update The Committee considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues

(i) Licence Agreement at Gilnahirk Park



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Belfast City Council took control of Gilnahirk Park on 1 April 2015 from the former Castlereagh Borough Council (CBC). Prior to 1 April 2015 CBC had agreed to installation of a small children’s play area within Gilnahirk Park. Lisburn Castlereagh City Council (LCCC) now wish to proceed with the installation of the playground and a Licence Agreement with LCCC is considered an appropriate legal arrangement to ensure delivery to an agreed specification and the appropriate transfer of responsibility for the completed playground to Belfast City Council. The specification is currently being reviewed by Parks and Leisure Department (Landscape Planning).

(ii) Agricultural Land Lettings

At its meeting on 22 May 2015 Committee approved the terms of lettings at a number of Council sites to parties and at prices contained in an Appendix to the report. Following submission of the report two of the successful parties withdrew their interest. This affected four of the sites previously approved and led to Parks and Leisure Department contacting relevant under-bidders at each of the four sites with a view to achieving agreement on letting to the remaining next highest bidder. This process resulted in the Revised Highest Bids and Revised Highest Bidders shown in Appendix 4 to this report.

(iii) Land at Annadale Embankment, Grant of Licence to

Eglinton Developments Ltd To seek Committee approval for the grant of a licence on a 0.111 acre plot of land at the Annadale Embankment from Belfast City Council to Eglinton Developments Ltd.

2.0 Recommendations

(i) Licence Agreement at Gilnahirk Park Committee is recommended to authorise the grant of a Licence Agreement to Lisburn Castlereagh City Council, for a period of approximately 6 weeks, to allow LCCC to install a small play area in accordance with the specification, to include seating and signage as previously agreed by Castlereagh Borough Council, subject to completion of a review of the specification by Parks and Leisure Department and subject to a Licence Agreement to be prepared by the Town Solicitor on terms agreed by the Estates Manager.



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(ii) Agricultural Land Lettings

Committee is recommended to approve the grant of three year seasonal agreements for the grazing of land, or cutting of hay, to the parties shown as Revised Highest Bidder in Appendix 4 on the basis of the Revised Highest Bids referred to in Appendix 4 and subject to the parties entering into appropriate legal agreements as prepared by the Town Solicitor.

(iii) Land at Annadale Embankment - Grant of Licence to

Eglinton Developments Ltd. That the Committee grant approval of a licence from the Council to Eglinton Developments Ltd on terms and conditions previously agrees with the Council.

3.0 Main report

(i) Licence Agreement at Gilnahirk Park Key Issues The Erin Thompson Memorial Trust was set up by the parents

of Erin Thompson following her death at the age of 2 while on a family holiday. Construction of the play area was to be entirely funded by the Erin Thompson Memorial Trust and a tender for the works was approved by CBC at its meeting on 18 December 2014. CBC had at its meeting on 26 June 2014 also agreed that the playground be named after Erin Thompson. Extracts from the CBC minutes have been circulated. Construction of the playground is scheduled to take approximately 6 weeks and will be carried out by contractor’s employed by Lisburn Castlereagh City Council. LCCC will fully finance the construction from funds they receive from the Erin Thompson Memorial Trust. Parks and Leisure Department (Landscape Planning) are currently reviewing the play area specification. The terms of the proposed Licence Agreement will create a contractual arrangement between Belfast City Council and LCCC to construct agreed facilities and thereafter hand them over to Belfast City Council care. Planning Permission for the play area was granted on 20 May 2015. There are no contractual obligations upon Belfast City Council to maintain the facility.

Financial & Resource Implications No capital expenditure required from Belfast City Council in

connection with construction of the play area.



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Equality or Good Relations Implications There are no equality or good relations issues associated with

this report.

(ii) Agricultural Land Lettings Key Issues The minute of the Strategic Policy and Resources Committee

of 22 May 2015 sets out a rationale relating to the proposed land lettings. This rationale is not affected by the revised proposals, subject to the Committee’s acceptance of the revised financial implications at each of the affected sites and the overall financial implications referred to below.

Financial & Resource Implications The total financial bids for the three years 2014/15, 2015/16 and

2016/17, across all nine sites, as approved by Committee on 22 May 2015 was £56,309.56. In the previous three year cycle the total for all of these sites was £21,058. The withdrawal of two of the parties and contact with under-bidders has resulted in a revised total of £41,839.56 for the forthcoming three year period.

Equality or Good Relations Implications There are no equality or good relations issues associated with

this report.

(iii) Land at Annadale Embankment -Grant of Licence to Eglinton Developments Ltd.

Key Issues At its meeting in April 2015, Council ratified the Shadow

SP&R’s recommendation of 20 March to grant Enlander Ltd a 2 year licence on a 0.111 acre site on the Annadale Embankment, subject to a fee of £2,750 pa. The current licence to Carvill Construction (in administration) will be terminated subject to payment of licence fee up to the date of termination.Use of the site will be restricted to builders compound to be used in conjunction with an adjoining partially completed building site which was to be transferred from the administrators to Enlander Ltd. Solicitors acting for the administrators have recently advised that the site will not be transferred to Enlander Ltd but to Eglinton Developments Ltd, a newly formed sister company having the same Director,



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Secretary and address of Enlander Ltd but operating as a separate entity. The administrators have requested that the licence be granted to Eglinton Developments Ltd on the understanding that all other terms and conditions remain unchanged.

Financial and Resource Implications. Financial Termination of the licence to Carvill Construction (in

administration) and grant of a licence to Eglinton Developments Ltd will regulate the current position.

Human Resources. Staff resources from the Estates Management Unit and Legal

Services will be required to complete the process. Equality or Good relations Implications. None.”

The Committee adopted the recommendations.

Equality and Good Relations

Minutes of the Meeting of the Diversity Working Group The Committee approved and adopted the minutes of the meeting of the Diversity working Group of 5th June and adopted the recommendations in relations to the following: Decade of Centenaries 2016 The recommendation of the Group that the Strategic Policy and Resources Committee:

• note that due to the reduction in funding from OFMDFM, the total cost of the Exhibition would be £50,000 as opposed to £75,000. That would be made up of £35,000 from the Council and £15,000 from OFMDFM via the District’s Councils Good Relations Programme;

• note that no match funding from OFMDFM for events and activities was received for the said events through the District Councils Good Relations Programme and only the Councils approved budget of £27,000 would be used for these events;

• agree the two Civic Events for the Easter Rising and Somme in 2016 as previously agreed by the Council, be held on 8th April and 24th June respectively.



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Belfast Blitz

The recommendations of the Group that the Strategy Policy and Resources Committee agree to:

• investigate the feasibility of mapping a trail of market key sites telling the story of the Blitz and noting its impact across the City, including the possibility of linking this with the DSD Streets Ahead Programme; and

• explore the hosting of events such as tours talks across the City to commemorate the Belfast Blitz – 75th anniversary based on key locations which could include an event at the City Hall and require the identification of a specific budget.

Minutes of the Meeting of the Good Relations Partnership The Committee approved and adopted the minutes of the meeting of Good Relations Partnership of 19th June and adopted the recommendations in relation to the following: International Day of Peace The recommendation of the Partnership to the Strategic Policy and Resources Committee that it approves the proposal to organise an event with the First Citizens and young people from Belfast and Derry/Londonderry and the holding of the event during the day in the City hall on 21st September 2015 to mark International Peace Day. Letter of Variance re: Good Relations Action Plan 15/16 The Partnership had noted the additional allocation of £89,000 from OFMDFM and had recommended to the Strategic Policy and Resources Committee that it approve amendments to the Good Relations Action Plan in the form of £60,000 towards Tranche 2 Good Relations Funding and £29,000 to programme costs as set out below:

• Children and Young People - £3,000 • Our Shared Community - £10,000 • Our Safe Community - £6,000 • Our Cultural Expression - £10,000

Operational Issues

City Hall – Access at Weekends The Committee was reminded that it had long been the Council’s practice not to have the City Hall’s main front doors open on Saturdays. However, quite recently several Members, members of staff, visitors and members of the public and also the Bobbin franchisee had raised the issue and suggested it might be useful to have the doors open on a Saturday from a visitor and tourist point of view. The building was of



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course open in all other respects, including the operation of the Bobbin and the registration of births/deaths and the cemeteries office, and the rear and the East entrances were open also. In considering this matter, the Committee would also be aware that it might be the case that the proposed new Exhibition Area would be operational on Saturdays, so that it would be necessary to have the front doors open to facilitate visitors once the new area was up and running in any event. The Head of Property and Projects reported that, in light of all of the above, the Security Unit of the Facilities Management section had therefore reviewed the position in terms of feasibility and cost. It had been determined that it would in fact be possible to open the front doors for a period of time each Saturday without causing a significant additional security risk or a need for additional cover or staffing cost. If the Committee was minded to change the current position and open the front doors that could be done with immediate effect. It would involve having the doors open between the hours 10.00am and 4.00pm to align with the Bobbin opening hours. Some Members had also been keen on Sunday opening. It was suggested that a trial of one tour on a Sunday should be organised for 3 months over the summer to test resource consequences. Consequently a decision must now be taken in respect of the position going forward. In terms of options, the Committee might wish to decide to:

a) continue with the long standing current arrangement ( that is to keep the front doors closed on Saturdays and Sundays); or

b) modify the arrangements and routinely have the front doors open from 10.00am to 4.00pm each Saturday; or

c) initiate a trial period of Saturday opening in order to allow a full assessment of the implications of such a change before taking any final decision; and

d) give a view on Sunday opening.

After discussion the, Committee agreed to extend the opening of the City Hall front doors on Saturdays and Sundays from 10.00am to 4.00pm for a trial period of 3 months and for a trial tour to be held on Sundays during that period.

Council Response to the Northern Ireland Fire and Rescue Service Consultation on Proposed Changes to Response to Automatic Fire Alarms

The Committee was advised that the Northern Ireland Fire and Rescue Service (NIFRS) had issued a consultation document regarding the proposed changes to the way it would respond to automatic fire alarm actuations. From 2000 until 2014 the NIFRS had attended 37,256 calls to automatic fire actuations (AFAs). Over 98% of those were false alarms. To address the impact of that, the Fire and Rescue Service had developed a new protocol which changed the way it responded to AFAs and it was currently consulting with stakeholders which may be affected. A copy of the Council’s response is set out hereunder:



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“Appendix 2 – Belfast City Council response to NIFRS Consultation on Automatic Alarm Actuation Protocol

1. Do you have any particular need, experience, issue or priority in relation to the NIFRS Automatic Fire Alarm (AFA) Actuation Protocol? Belfast City Council response: The Council is responsible for over 200 properties in the City of Belfast. Our property portfolio ranges from major public buildings such as City Hall, the Waterfront and Ulster Halls down to community and play centres and sports pavilions. Different operating arrangements and hours are in place for the different buildings and the proposed protocol presents significant issues for the council. We have already introduced the checking protocol for some of our buildings and it does not appear to present any great problems. We do however have approximately 60 premises such as Sports pavilions, bowling pavilions, public conveniences and service yards which are unmanned and will present a problem in a number of ways: (1) Difficulty and considerable delay in supplying a physical presence to check building (2) Cost of overtime to cover week-ends and bank holidays to achieve the above (3) Potential for extensive damage due to this delay and the resulting cost of repair or rebuild (4) Taking staff away from other duties e.g. enforcement duties, to carry out this task. There could be a problem with our Community Centre / Play Centres in that we have limited staffing levels and taking a member of staff away to check, possibly a remote area, could have an adverse effect on the evacuation of user groups e.g. elderly or very young. In addition these premises, which number approximately 25, are unmanned between 17:00hrs and 18:00hrs. We will need to introduce different procedures for our monitoring station for weekdays 09:00hrs to 18:00hrs, 18:00hrs to 09:00hrs, and for weekends / bank holidays. We would seek clarification as to whether the protocol applies to weekends and bank holidays. Some concerns have been raised by staff ref personal safety in checking some areas for fire as previous advice from Fire Service was ‘Get out, Stay out and Get the Fire Brigade out’. This issue can



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be overcome with training but again, that will be an additional cost to train at least half of our 2,500 + staff. In addition, the protocol could cause difficulty at Belfast Castle in that there are seven floors and a number of areas that would be difficult to access / investigate if the alarm is activated. This process could increase the safety risk to nominated officers. Again, we could seek exemption for this building.

We would also highlight that this protocol is being proposed at a time when Council resources are being significantly stretched. The proposals place an additional operational and resourcing requirement on the Council.

2. As a result of the NIFRS Automatic Fire Alarm (AFA) Actuation Protocol, do you envisage any differential impacts, either positive, or negative, for staff, the organisation and the community as a whole? (When answering think about the equality categories – Age, Gender, Religion, Political Opinion, Marital Status, Dependents Status, Disability, Ethnicity, Sexual Orientation) Belfast City Council response: If the protocol is implemented it will fall to the Council to implement adequate arrangements in place to ensure the appropriate systems are put in place to respond to fire alarm activations. If the council is unable to do this, for operational or financial reasons, there could be potential implications for the staff / members of the public using council premises, including, potentially section 75 groups. However, it will not be possible to fully assess this until (a) we are clear as to whether the protocol is to be implemented (b) we are clear as to the NIFRS position on exemptions (c) we have considered the practical implementation of changes to operational arrangements. 3. What changes to the NIFRS Automatic Fire Alarm (AFA) Actuation Protocol would you propose – if any? What additional measures would you suggest to ensure that the NIFRS Automatic Fire Alarm (AFA) Actuation Protocol would promote equality, fairness and good relations?



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Belfast City Council response: See earlier comments on exemptions 4. Any further comments? Comments should be forwarded to Group Commander Lloyd Crawford for both consideration (impact on the protocol) and feedback: Belfast City Council response: We would like to seek an exemption from the protocol for those buildings / premises which are unmanned as the cost of employing additional staff would be excessive and if additional staff are not employed the potential cost for loss of buildings or severe damage to them would be disastrous.”

The Committee approved the draft response. Belfast Healthy Cities: Shaping Healthier Places for Children: a Call for Action – Consultation Response The Director of Development submitted for the Committee’s consideration a report which provided a draft consultation response in relation to the Belfast Healthier Cities: Shaping Healthier Places for Children consultation exercise. A copy of the Council’s proposed response is set out hereunder:

“Appendix 2: Provisional response to Consultation Document ‘Shaping Healthier Places for Children – A Call to Action’

1. Background Belfast City Council is committed to making Belfast a better

place for all residents and especially children and young people. Belfast is one of the youngest cities in the UK and they are one of its most important assets.

2. General response The Council welcomes the opportunity to respond to this

draft framework and call for action and is pleased to note that the document is intended as ‘a starting point’ and the actions are designed to ‘inspire further discussion’. This is particularly pertinent given the Council’s new community



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planning process and the draft City centre Regeneration strategy and Investment Plan which has recently been consulted on.

2.2 Children have an important role in shaping our city and it is

important that their views and experiences are considered in the future development and success of Belfast. We welcome the consultation that Belfast Healthy Cities undertook with children and young people to develop this framework. The council believes that the overall approach is positive and is supportive of the proposals to engage all sections of the community, particularly given the Council’s support for Age Friendly status for Belfast.

2.3 There are strong alignments with the work of the Council

through our core service delivery as well as the community planning process, and in a number of key strategies such as the City Centre Regeneration Strategy & Investment Plan, the Sports Development Strategy and the Age Friendly Belfast Plan 2014-17, as referenced within the document. The Council also delivers certain services specifically for children. Through our play service we ensure that children in more deprived areas have access to play as per UN Convention on the Rights of Child and children are often engaged through our community centres. The Council is also responsible for the Youth Forum, which includes young people from across Belfast to help us make better decisions about the city.

2.4 The Council places emphasis on involving young people in

decision making. The Youth Forum serves as a consultation forum and also encourages citizenship by supporting young people to reach their potential by enabling them to participate and take on an active role in politics. For example our current Youth Forum has identified a number of priorities to focus their efforts in this term, one of which is shared space in the city centre (actual built environment). While children were involved in development of this framework, the Council would encourage engagement with the Youth Forum and those aged 16-24years who can bring their experience and insight to this work, particularly in terms of supporting the development of shared space in the city centre.

2.5 In general we welcome the focus on children and young

people that this framework brings. Council’s Children and Young People unit is testing the development of an outcomes focused approach to the design of services which are relevant to both the age and need of the child or young person. For example, the Youth Forum has now been



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recruited with an outcomes focus and we will map the progress of the individual young person throughout their membership and the Children & Young peoples Service will measure and evaluate the difference made to children and young people’s lives, enabling children and young people to be:

− aspiring, assertive, empowered, enterprising and active citizens, and;

− believe Belfast is where they are equal, safe and prosperous and enjoy it as a place to play, study, work, live and visit: ‘a place to be’.

2.6 The production of this framework coincides with the Council

embarking on its first community planning process and gaining new planning powers in 2015 and regeneration powers in 2016 as a result of Local Government Reform. This will create a more coherent environment to develop the city

2.7 The proposal to develop outcomes in the framework is

welcomed as the Council has adopted an outcomes based approach to drive future decision making and especially community planning process (the Belfast Agenda). This will set out the vision for Belfast in 2030 while also establishing a number of associated ‘outcomes’ for our citizens. The Belfast Agenda will identify medium term priorities for achieving these outcomes and set out a series of agreed actions for both the Council and our partners that will address these priorities over the next four years. There are synergies that could be made between the development of outcomes for this draft framework and the Belfast Agenda and Council would seek to ensure that these synergies are maximised as the process evolves.

2.8 Based on the consultation for the Belfast Agenda to date, the

emerging focus on the economy, educational attainment, skills and employability have been particularly welcomed. Councillors also highlighted the need to emphasise further wellbeing outcomes associated with health, reducing inequality, poverty, sustainable development and creating shared space.

2.8 In addition to the Belfast Conversation events, Council will

also be using a variety of mechanisms to ensure as wide an input to this process as possible such as a social media campaign to ensure engagement by young people, use of the Council website and online engagement as well as providing online support for organisations that wish to stage their own ‘Belfast Conversation’ events.



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2.9 The Council agrees that Belfast has to become greener, safer, cleaner and more family friendly. The draft City Centre Regeneration Strategy and Investment Plan highlights this through its policy objectives which will guide future development and the views of young people were taken into account in the plan’s development.

2.10 It is worth highlighting one of the key projects in the City

centre Regeneration Strategy as a prime opportunity to transform the city for children and young people - the relocation of Ulster University to the city. This project and surrounding area has been identified as a special action area that will require more detailed attention. A Campus Regeneration plan is being developed which includes objectives to raise educational and employment ambitions in the area and this would provide a real opportunity and focus for additional efforts to engage children and young people in the city centre.

2.11 The Council’s Investment Programme has delivered many

projects which benefit children and young people such as a range of 3G pitches and new play areas. The council is committed to providing quality green areas, open space and safety.

2.12 In addition, the Council is also working with partners to

develop a draft Employability and Skills framework 2015-2025. The importance of employability and employment is referenced within the consultation document in the following ways:

− spatial planning and good urban design can help improve health outcomes in significant ways which includes improving access to jobs, education and services by promoting mixed use neighbourhoods;

− differential access to good housing, employment, education and training, open space and affordable, nutritious food is a key element of health inequalities between areas and population groups;

− the built and natural environment that forms the backcloth to our lives is also an important determinant of health. This is particularly so for population groups disadvantaged by relative poverty, unemployment, low status and disability; and

− 7% of children in Belfast live in households with no one in employment.

2.13 Multiple sources of disadvantage i.e. low incomes, low skills

and lack of qualifications have the potential to combine together to create long term inequalities affecting



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households with children. The draft Skills and Employability Framework 2015-2015 aims to provide residents with the skills and opportunities they need to succeed. Of particular relevance to the needs of children, both in developing their own career and skills to equip them for work and in the broader context – their families, the strategy highlights the following key challenges associated with employability and skills:

− In 2012, 23% of the total working age population in Belfast had no qualifications and in some parts of Belfast there are neighbourhoods where less than 10% of the resident population has any form of qualification.

− 68,000 Belfast residents are classed as economically inactive (30.8%). Many of this inactive population are lower skilled and therefore less likely to be employed;

− Careers advice and access to work experience opportunities is limited. However, DEL is developing a Careers Advice Strategy for Northern Ireland;

− Family cultures around schooling, education and the world of work impacts on employability and aspirations. This has knock on effects for the ability to tackle the cycle of decline in some neighbourhoods, and for people to move into even the lowest levels of employment opportunity.

2.14 This emerging framework recognises the need to provide a

rounded and whole-life package of entry and lower level skills development and provision. A series of objectives have been set out in the framework and are linked to a number of defined interventions such as:

− working collaboratively with DEL and DE to influence the attainment and attitudes of schools and further education providers; and

− creating a cultural shift in aspirations through engaging families with complex needs.

2.15 While this framework is still evolving it will require a broad

range of partners to ensure progress such as schools, colleges and those working with young people. The Shaping Healthier Places for Children Framework would support this approach.

2.16 The Council’s Sport Development Strategy will form an

important lever through its development of sports, active and healthy lifestyles and the use of parks and open spaces. The key actions under the development of sports in which council can contribute are:



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− Providing access to schools and children during numerous events we run throughout the year

− Running organised play programmes with the support of clubs and community groups to encourage the use of existing space and help improve the health of children in the city. This would also help engage the children and give ownership to various open spaces available.

− Improving access and standard of pitches across the city in partnership with sports clubs who have a management agreement with us.

− The Council works with clubs/schools to improve access to green space/playing fields when not in use.

− Supporting pop up events to engage children in play/sport

− The council promotes walking/cycling to school as a mode of transport, support organisations such as Sustrans and schools to make this a viable option for children

− supporting a demonstration project seeking to improve access by foot and bike to open spaces, parks & schools through bike week and the rest of the year.

− Developing partnerships with Belfast Bikes to increase and expand use of bikes within city centre.

− The Council provides funding (support 4 sports) to local groups and clubs to deliver programmes that will help achieve these goals.

2.17 The document makes a number of references to green and

open spaces. It is important to note that Belfast has blue flag infrastructure and that children have the right to be consulted on its development and use.

2.18 Overall the actions within the Shaping Healthier Places for

Children framework aligns with Council plans which aims to:

− Building effective partnerships

− Building the voice of children and young people in the city and encouraging their engagement/participation

− Developing the city to create shared welcoming spaces

− Ensuring that Belfast has the right facilities in the right places

− Supporting schools and third-level institutions

− Raising the profile of sport and physical activity

− Promoting health and physical activity. 2.19 We recognise that a wide range of groups are focused on

creating a positive impact for children and young people



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which can create a complex working environment. It is it is therefore crucial that organisations take the opportunity to work collaboratively to maximise and sustain our collective impact and resource.

Specific comments on the action plan 2.20 In terms of the draft action plan; we have the following

specific comments: Theme 1: Engaging and Empowering Children There is a strong link between the theme of engagement and

addressing poverty and social exclusion which could be strengthened.

The action to the develop a resource for use in primary

schools to support children’s learning and understanding of spatial planning and its effects on people’s lives and health; however there is potential that this could be broadened to be used in other settings such as community settings, sports facilities etc. It is also suggested that this resource is tested with both the planning professionals and children to ensure that it is effective with a view to it becoming more widely used/accepted in time.

Theme 2: Creating Healthier Places and Supportive

Environments Clean and safe environments are central to improving the

quality of life for all. The cleanliness of local neighbourhoods is a key priority for the Council and it is worth noting that the Council continuously monitors and benchmarks the levels of street cleanliness in Belfast. The Council deploys a citywide approach to street cleanliness the proposed study identifying the links between place and children’s health in Belfast may identify a range of actions not simply related to improving cleanliness. The Council would therefore suggest rewording this action to reference improving children’s health and place quality rather than specifying cleanliness alone.

In summary, the three broad themes seem very relevant

however the promotion of education and/or learning within some of this space would be beneficial for children within the city.”

The Committee approved the draft response.



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Minutes of the Meeting of the Budget and Transformation Panel The Committee approved and adopted the minutes of the meeting of the Budget and Transformation Panel of 11th June. Requests for the Use of the City Hall and the Provision Hospitality The Committee considered the undernoted requests for the use of the City Hall and the provision of hospitality.

Appendix 1

Organisation/ Body

Event/Date - Number of Delegates/Guests

Request Comments Recommendation

University of Ulster

Welcome Reception for the 17th European Conference on Knowledge Management

31st August, 2016

Approximately 150 attending

The use of the City Hall and the provision of hospitality in the form of a drinks reception.

This prestigious conference will focus on knowledge management, innovation and entrepreneurship in SMEs, public administration and charitable organisations, and will bring together leading academics and practitioners from around the world.

The conference will attract up to 150 delegates staying 2-3 nights in accommodation within the city.

This event will contribute to the Council’s Key Themes of ‘Better Opportunities for Success across the City’ and ‘Better Services – Listening and Delivering’.

The use of the City Hall and the provision of hospitality in the form of wine and soft drinks

Approximate cost £500

Queen’s University Belfast

Welcome Reception for ‘Modern Studies in Property Law’ Conference

5th April, 2016


The Use of the City Hall

This will be the first time this established conference has been held outside of England. It will attract submissions from national and international research academics and help to promote Belfast‘s education and legal sectors on a world stage.




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The conference will attract approximately 80 delegates staying in accommodation within the city for an average of 3 nights.

This event will contribute to the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’, Better Success for Opportunities across the City’.

Ulster Branch Tennis Ireland

Belfast City Irish Tennis Federation Junior Tournament 2015 Celebratory Event

29th July, 2015


The use of the City Hall.

The Ulster Branch of Tennis Ireland recently received a grant from the Council’s Development Department to provide hospitality in the City Hall. This event will celebrate the achievements of their junior members throughout the past year and promote Belfast regionally and internationally in terms of sport and tourism.

Approximately 130 athletes and their families will be travelling from across Europe and the USA and will be staying in accommodation within the city for up to 6 nights.

This event will contribute to the Council’s Key Themes of ‘City leadership – Strong, Fair, Together’, Better Care for Belfast’s Environment’, Better Opportunities for Success Across the City’ and ‘Better Support for People and Communities’.

The use of the City Hall.

H&J Martin (Part of Lagan Construction Group)

H&J Martin – 175 Year Celebration


This event will celebrate the 175 year history of the company and its many achievements, including building the City Hall, the Grand Opera House Stranmillis College and the Ulster Museum.

Approximately 20 guests from across the UK will be




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staying in accommodation within the city for the night of the event.

This event will contribute to the Council’s Key Theme of ‘Better Opportunities for Success across the City’

Proteus NI (on behalf of the Department for Education and Learning)

Launch of Northern Ireland European Social Fund Programme 2014-2020

2nd October, 2015



This event, organised on behalf of the Department for Employment and Learning, will launch the European Social Fund Programme 2014-2020. Interested members of the public and community and voluntary organisations will be invited in to the City Hall and be presented with information on funding streams available through the programme

This event would contribute to the Council’s Key Theme of ‘Better Support for People and Communities’


Volunteer Now Launch of Befriending Services Directory

1st November, 2015


The use of the City Hall and the provision of hospitality in the form of tea, coffee and biscuits

This event will launch the Belfast Befriending Network’s directory of befriending services. Over 25 organisations from the community/volunteer sector will be invited to attend and will be given support to set up befriending services. The event will help to signpost these services and share good practice information.

This event would contribute to the Council’s Key Themes of ‘Better Support for People and Communities’ and ‘Better Services – Listening & Delivering’



Ulster Farmers’ Union

Ulster Farmers’ Union Annual Dinner

1st April, 2016


The use of the City Hall and the provision of hospitality in the form of a drinks reception

This event will highlight the agrifood industry as Northern Ireland’s most successful, driving the local economy and help to promote 2016 as the ‘Year of Food’, aimed at the tourist market

The use of the City Hall and the provision of hospitality in the form of wine and soft drinks

Approximate cost



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Approximately 25 attendees will be staying in accommodation within the city for a minimum of 2 nights, and other attendees will stay for one night.

This event will contribute to the Council’s Key Theme of ‘Better Opportunities for Success across the City’

£500

Orangefest Launch of the 2015 Orangefest Event

10th July, 2015



The event is to launch the 2015 Orangefest celebrations on 12th July, 2015.

The event will contribute to the Council’s Key Theme of City Leadership - strong, fair, together through the ongoing programme of Cultural and Fun activities as provided on the 12th July annually over this last seven years. The Orangefest event is organised in collaboration with Belfast City Council, Belfast City Centre Management and the Chamber of Commerce and the Council has already approved the use of the City Hall and grounds for the event on 12th July.



The Committee adopted the recommendations. World Elder Abuse Awareness Day The Committee was reminded that the Shadow Council, at its meeting on 9th February, had considered the following notice of motion which had been moved by Councillor Convery and seconded by Councillor Jones:

“Belfast District Council believes that Belfast’s senior citizens are valued members of society and that it is our collective responsibility to ensure they live safely and with dignity. Abuse of older people is a tragedy inflicted on vulnerable seniors and an ever-increasing problem in today’s society that



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crosses all socio-economic boundaries. Combating abuse of older people will help improve the quality of life for all seniors and will allow them to continue to live as independently as possible and contribute to the life and vibrancy of Belfast. Belfast’s seniors are guaranteed that they will be treated with respect and dignity to enable them to continue to serve as leaders, mentors, volunteers and important and active members of this community. We are all responsible for building safer communities for Belfast’s seniors. The well-being of Belfast’s seniors is in the interest of all and further adds to the well-being of Belfast’s communities. Accordingly, this Council requests that the Lord Mayor proclaims Monday, 15th June, 2015 as ‘Elder Abuse Awareness Day’ and encourages all Belfast’s residents to recognise and celebrate the accomplishments of our seniors.”

The Committee was advised that Council Officers would continue to support the Council’s Age Friendly Belfast Action Plan and that on 17th June, 2015 the Deputy Lord Mayor had signed the International Network for the Prevention of Elder Abuse (INPEA) Declaration.

Noted.

Issued Raised in Advance by Members

Internal Stress Audit In accordance with notice on the agenda, Councillor Corr Johnston addressed the Committee and requested it to consider having a Stress Audit of the Council undertaken. The Committee agreed that a report on the matter be submitted to a future meeting. Amendments to Standing Orders The Committee agreed that a request to amend Standing Orders, which had been submitted by Councillor Hussey, be referred in the first instance to the Budget and Transformation Panel.

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