BIRMINGHAM CITY COUNCIL
CO-ORDINATING OVERVIEW AND SCRUTINY COMMITTEE
FRIDAY, 12 JULY 2019 AT 10:00 HOURS IN COMMITTEE ROOMS 3 & 4, COUNCIL HOUSE, VICTORIA SQUARE, BIRMINGHAM, B1 1BB
A G E N D A
1 NOTICE OF RECORDING/WEBCAST
The Chairman to advise/meeting to note that this meeting will be webcast for live or subsequent broadcast via the Council's Internet site (www.civico.net/birmingham) and that members of the press/public may record and take photographs except where there are confidential or exempt items.
2 APOLOGIES
To receive any apologies.
3 DECLARATIONS OF INTERESTS
Members are reminded that they must declare all relevant pecuniary and non pecuniary interests arising from any business to be discussed at this meeting. If a disclosable pecuniary interest is declared a Member must not speak or take part in that agenda item. Any declarations will be recorded in the minutes of the meeting.
4 ACTION NOTES AND ACTION TRACKER 3 - 12 To confirm the action notes of the meeting held on 14 June 2019 and note any outstanding actions.
5 CHAIR'S ACTIONS
For the Chair to update Committee on any actions taken between meetings.
6 LEADER'S UPDATE 13 - 60 Report of the Leader of the Council.
Page 1 of 98 7 WORK PROGRAMME 61 - 98 For discussion.
8 DATE OF NEXT MEETING
The next meeting is scheduled to take place on Friday, 6 September 2019 at 10:00 hours in Committee Rooms 3 and 4.
9 REQUEST(S) FOR CALL IN/COUNCILLOR CALL FOR ACTION/PETITIONS RECEIVED (IF ANY)
To consider any request for call in/councillor call for action/petitions (if received).
10 OTHER URGENT BUSINESS
To consider any items of business by reason of special circumstances (to be specified) that in the opinion of the Chairman are matters of urgency.
11 AUTHORITY TO CHAIRMAN AND OFFICERS
Chairman to move:-
'In an urgent situation between meetings, the Chairman jointly with the relevant Chief Officer has authority to act on behalf of the Committee'.
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BIRMINGHAM CITY COUNCIL
CO-ORDINATING O&S COMMITTEE – PUBLIC MEETING
1000 hours on Friday 14th June 2019, Committee Rooms 3 & 4 Action Notes
Present: Councillor Carl Rice (Chair) Councillors Tahir Ali, Deirdre Alden, Debbie Clancy, Roger Harmer, Rob Pocock and Kath Scott
Also Present: Councillor Brigid Jones, Deputy Leader Dawn Baxendale, Chief Executive Dawn Hewins, Director of HR Emma Williamson, Head of Scrutiny Services
1. NOTICE OF RECORDING/WEBCAST
The Chair advised that this meeting would be webcast for live or subsequent broadcast via the Council’s Internet site (www.civico.net/birmingham) and that members of the press/public may record and take photographs except where there were confidential or exempt items.
2. APOLOGIES
Apologies were received from Cllrs Sir Albert Bore, Liz Clements, Mariam Khan and Charlotte Hodivala.
3. APPOINTMENT OF CO-ORDINATING OVERVIEW AND SCRUTINY COMMITTEE CHAIR, DEPUTY CHAIR AND MEMBERS
RESOLVED: i. To note the resolution of the City Council appointing the Committee, Chair and Members to serve on the Committee for the period ending with the Annual Meeting of the Council in 2020
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Labour Group: Councillors Tahir Ali, Sir Albert Bore, Liz Clements, Penny Holbrook, Mariam Khan, Rob Pocock, Carl Rice and Kath Scott. Conservative Group: Councillors Deirdre Alden, Debbie Clancy and Charlotte Hodivala. Liberal Democrat Group: Councillor Roger Harmer. ii. To elect Cllr Kath Scott as Deputy Chair for the purposes of substitution for the Chair, if absent, for the period ending with the Annual Meeting of the Council in 2020.
4. DECLARATION OF INTERESTS
None.
5. CO-ORDINATING OVERVIEW AND SCRUTINY COMMITTEE - TERMS OF REFERENCE 2019/20
(See document No 1) RESOLVED: The Terms of Reference were noted.
At this point the Committee agreed to vary the agenda, and take item 8.
8. JNC RE-STRUCTURE UPDATE
(See document No 4) Dawn Baxendale, Chief Executive, was first asked to outline her reflections on the 15 months since her arrival at the City Council. She noted that there was a balance sheet of positives and negatives. The positives included: Member officer relationships feel, look and act differently than in previous years, with better dialogue and relationships between the parties and in particular the three group leaders. The position with regard to the budget has moved significantly, with the first year seen as a stabilisation of the budget as a result of a lot of hard work between members and officers; With regard to JNC appointments, we are now moving into stability with permanent senior appointments; Our relationship with Government has improved, with regular dialogue at many different levels. Areas of improvement within services were highlighted:
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The work between the Children’s Trust and the Council has been critically important, recognising that we have been failing for over 10 years and to have ‘requires improvement’ across the board is an important stepping stone but there is still significant work to do; Prevent work is outstanding and in terms of our education work, this is internationally recognised; Cityserve has been nominated for two MJ awards, both centred around team and commercial work; Our Brum account now has over 108,000 citizens signed up; Our partner relations have strengthened quite significantly and we have created a City Board with our partners, which is an important step to talk about how we work together across the city; We have a new Children’s Strategic Partnership; The relationships around Health and Wellbeing and with the Health Service through the Sustainability and Transformation Partnerships are in a far stronger position; The Community Safety Partnership has stabilised and our relationships with the Police and wider partners are crucially important; Our relationship with business have always been very strong and continue to thrive, in particular how we are working with the Chamber of Commerce around the Clean Air Zone is an important example of that; With regard to the West Midlands Combined Authority, the Council has taken an active role this year and will continue to do so; Birmingham is being asked to take part in LGA peer reviews. However, there are issues not on the positive side, for example: A third section 24 notice is a serious issue and we must continue to strive to show we are in a far better position; Cultural change is needed but is deep-seated and challenging; Industrial relations need to be better; We need to ensure partnerships are working well to achieve greater added value, including being transparent. On the JNC re-structure, an additional document was circulated to the Committee, to give the up-to-date position on senior leadership. In order to be a modern organisation, the council needs to work across the organisation and not just in silos within directorates, to use business intelligence to inform our decisions and to deploy our resources (people and relationships as well as money) more effectively to improve services. The Council will be an organisation which is lean and has fewer layers of management and the JNC re-structure was very much a part of that. When the Chief Executive started there were 51 JNC posts; there are now 41. She inherited a savings target of £660,000 to deliver and the savings secured were £1.1m. In terms of recruitment, as of today, 50% have been external appointments and 50% internal.
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The JNC panel has changed and involves stakeholders, psychometric testing and technical interviews. The vast majority of appointments have been unanimous decisions. The Council is now in phase 2 of the recruitment with a small number of posts to recruit to. Applications for this phase will close on 5th July. The breadth and depth of applicants has been good, with around 20 applicants for most positions. The Council now has stability with permanent appointments in key posts, for example the Chief Finance Officer and Director Children’s Services. Members then asked questions on the following: Full Council declared a climate emergency on Tuesday, and that has to be a responsibility across the organisation; the Chief Executive agreed and will be emphasising that with officers. This will be reflected in the council plan and officer appraisals. Member officer relationships are good in parts, but there are still struggles to get responses in some parts of the organisation or to get response that are accurate; the Chief Executive agreed that this is not perfect but had wanted to reflect the journey that the City Council is on. Members are customers too and that should be reflected. There needs to be a culture change. Neighbourhoods and communities are increasingly affected by health and safety rules, so community groups need support e.g. to run a carnival. The Chief Executive agreed to look at that. The Chief Executive agreed that changes in the waste portfolio is a challenge, and confirmed posts had not been taken out of this area. The independent review was a crucial part of the confidence government would have in the council to move forward, and is likely to be more trusted by members. In Education & Skills, the Assistant Director posts have gone from five to three. It was agreed by members that it was right to bring education and skills together. The Chief Executive noted that in the past, Assistant Directors had been operating at Head of Service level, and Heads of Service at managerial level, so directors’ focus had been spread more thinly as a result. There are major problems in some basic services. The waste function appears several steps down the hierarchy, yet some of our depots are as large as some other authorities. If the review suggests that the service should be placed differently, then that will be taken seriously. The structure chart on the website is being updated and this can be shared with all members, perhaps via the member bulletin; Members suggested that officers are allocated to different geographical areas in key services e.g. housing. The Chief Executive will consider this. Members queried the capacity of JNC to respond to events and special projects and is there sufficient strength in middle managers. The Chief
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Executive responded that this is not about numbers but officers being able to do the job well; that creates capacity. The Chief Executive agreed that job titles are important, should be consistent and “managers” should manage people and/or budgets; There used to be good local district partnerships, and a city this size should have local partnerships. The Chief Executive offered members a briefing on the Community Safety Partnership. RESOLVED: The update was noted.
6. ACTION NOTES AND ACTION TRACKER
(See documents No 2 and 3) RESOLVED: The action notes from the meeting held on 15th April 2019 were agreed. It was further agreed that the Housing and Neighbourhoods O&S Committee should take the lead on waste scrutiny but with Co-ordinating members invited to attend.
7. CHAIRS ACTIONS
The Chair informed the committee about the meetings he had held since his appointment in May, including with the Deputy Leader, Leader, City Solicitor and Chief Executive.
9. DEPUTY LEADER UPDATE
Councillor Brigid Jones outlined the key areas of her portfolio, including: Performance – the outturn report and refreshed council plan is going to Cabinet on 25th June. There have been challenging discussions about how the City Council can improve its performance. The aim is to have a more direct link between how performance is measured and what is in the council plan to better reflect overall change in the city. Transparency – there has been criticism over the number of late reports to Cabinet. There is now a new way of dealing with private reports and that has led to a significant reduction in the amount of time spent in private session. Governance Assurance – with Birmingham Independent Improvement Panel (BIIP) leaving in March, there is a need to continue to assure governance externally. Therefore a model of having non-executive directors is proposed, to bring robust challenge. This is similar to previous models such as with 5
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Children’s’ Services. Areas of focus include good governance and culture change, vulnerable children and adults and risk management. ICT – we are in the midst of bringing back services from Capita, which is currently on track; The Brum account has gone live and waste is going live on this at the end of June; Legal Services – there is a peer review starting next week; Emergency planning – there have been member sessions on this in the last year to support local councillors in their role; Brexit – there was a tremendous amount of work to prepare for the March deadline, which is continuing so that the council is ready for leaving the EU. Customer Services – the focus has shifted from call answering to using the data to fix services and to compare with live experiences. Members then asked questions on the following: The Citizens’ Panel: the Deputy Leader said that this has been used to develop the Brum account and adults social care services, and use could be extended, including for scrutiny work; Waste collection: the Deputy Leader asked that if there were particular areas that members raise it with her. Members expressed concern that whilst the independent waste review was underway, the service was collapsing. Recycling is not being picked up. The green waste service is not working; Risk assessments within Cabinet reports are varying – some are detailed and others not; is the risk assessment toolkit being used across all reports; Member queries now go through BCC enquiries, which is another layer for queries to go through and be chased – does this not simply take more time? The Director will take that to address; It was asked whether citizens could get an external paid service for their waste collection and claim a refund. The Deputy Leader noted that there was additional capacity being brought in to manage missed collections. RESOLVED: The update was noted. Following the Deputy Leader’s item, the committee agreed to vary the agenda and take item 11.
11. PRIORITIES FOR THE YEAR AND WORK PROGRAMME
(See document No 5)
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The Chair outlined his view that the involvement of scrutiny in policy formulation at a much earlier stage is a priority, and one way to work collaboratively with the Executive in the future. In response to questions, the Chair outlined his thoughts on the inquiry into Full Council that had been conducted by the committee last year, but had yet to be finalised. One proposal was to bring forward reports to Full Council, perhaps based on the priority themes, from the Executive along with a scrutiny response. The Chair proposed to hold an informal meeting of the committee to agree the report. A formal response from the Executive was requested. On the proposal to base reports around themes, the Deputy Leader suggested that these could be based around key improvement areas, the council plan’s six priorities, or agreed collaboratively between Scrutiny Chairs/Co-ordinating O&S Committee and the Executive. Members expressed their views, including that reflecting current issues would be of more interest to the council. Other members felt the approach would not work and that scrutiny would be more appropriate, as Full Council meetings tended to be more political, with whips in place. The Chair proposed a further piece of work around customer services, to investigate areas of persistent failure in service delivery. Members responded that there are still issues with the call centre; it is difficult to log a complaint, and telephone calls are not always answered. There seems to be no method of escalation for citizens. It was also proposed to include the wider point around how we engage with citizens – how does the City Council understand the issues and use these to inform services and policy and create a culture of improvement. The committee agreed to continue to monitor performance in the relevant Scrutiny Committees. The Housing and Neighbourhoods O&S Committee will take a lead on Localisation, with Co-ordinating O&S Committee keeping a watching brief on this. A final issue for consideration is late reports, following on from the report to Full Council on Tuesday, to explore how Scrutiny can assist the Executive in managing this. The review of scrutiny will be considered at the next meeting. RESOLVED: The work programme was noted.
10. CALL IN
(See document No 5) Following an introduction by Emma Williamson, Head of Scrutiny Services, members agreed that the guidance for call-in should be amended as set out in the papers with the following addition: 7
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The presumption to be that Cabinet Members, their officers and any councillors who are not members of the committee will leave the room whilst the committee deliberates, with the Chair having discretion to allow them to stay in exceptional circumstances.
12. CO-ORDINATING OVERVIEW AND SCRUTINY COMMITTEE – DATES OF MEETINGS 2019/20
RESOLVED: i. That the committee meets on the following Fridays at 1000 hours in the Council House: 2019: 12 July, 6 September, 4 October, 8 November, 6 December, 2020: 10 January, 7 February, 6 March, 3 April, 8 May. ii. That the Committee approves Friday at 1000 hours as a suitable day and time each week for any additional meetings required to consider 'requests for call in' which may be lodged in respect of Executive decisions.
13. REQUEST(S) FOR CALL IN/COUNCILLOR CALL FOR ACTION/PETITIONS RECEIVED (IF ANY)
None.
14. OTHER URGENT BUSINESS
Cllr Debbie Clancy asked for an update on what was happening following the recent motion to City Council in relation to the Veterans Strategy. The Chair advised that following discussions with Cllr Mike Sharpe, who is the Armed Forces Champion, and with the Lord Mayor’s Office, he will be attending a meeting to pick up that resolution and will report back to Committee. Cllr Clancy requested that Cllr Peter Fowler be involved in any future scrutiny work on this topic and the Chair stated that he would be happy to meet with him to discuss this.
15. AUTHORITY TO CHAIRMAN AND OFFICERS
RESOLVED: In an urgent situation between meetings, the Chairman jointly with the relevant Chief Officer has authority to act on behalf of the Committee ______The meeting ended at 1220 hours.
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CO-ORDINATING O&S COMMITTEE ACTION TRACKER 2019/20 Date Agenda Item Action Notes 09-Nov-18 Corporate Update note on the work of the West Midlands Combined To be scheduled as part of Leader’s update Governance Plan Authority (WMCA), with particular reference to diversity and the (July) leadership Commission, to be provided. 14-Jun-19 JNC Re-structure To circulate structure with names to all councillors To be circulated in a future Councillor Bulletin
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Briefing Note: Co-Ordinating Overview and Scrutiny Committee, 12 July 2019 Update on the work of the Combined Authority
Purpose To provide a summary of the recent work of the Combined Authority, changes in governance and current policy issues. Delivery in 2018/19 – Review of Last Year’s Annual Plan Progress has been made in the last year on the Annual Plan and shared agenda. Some key achievements in the last year (more details in the Annual Review):
Economy. Developed and published the Local Industrial Strategy – the first in the country Housing and Land. Agreed the £350m Housing Deal. Invested £20m to unlock land for regeneration Skills and productivity. Produced a Regional Skills Plan and agreed a Skills Deal with government, including £40m of flexibilities on the Apprenticeship Levy; put 400 people through the Connecting Communities employment support programme (including in Birmingham) Public services. Supported the Homelessness Taskforce and started the Housing First Pilot – in which Birmingham is playing a leading role; Continued to develop the Thrive mental health programme, including Thrive Into Work and Thrive At Work; Established the Inclusive Growth Unit and produced the IG Toolkit Environment. Established an Environment Board and approved an Energy Strategy and started work on a low emissions strategy and action plan with local authorities Transport. Extended half price Swift Travel to all young people 16-18; Agreed and published a common approach to walking and cycling across the WMs; Brought the Midland Metro back in house to enable flexibility on funding of future investment; Published a Congestion Management Plan. The Combined Authority has also set up the Office of Data Analytics and published the first State of the Region report. It has also published its Annual Plan for 2019/20. Governance and portfolios The portfolios for the CA Cabinet members (council Leaders) have been reviewed and Birmingham now has the Transport portfolio, which makes up a big proportion of CA activity. We also secured a second portfolio with Cllr Jones taking on Inclusive Communities, overseeing work on inclusive growth and leadership and the Young CA. The portfolios are now: Deputy Mayor Councillor Bob Sleigh (Solihull) Culture & Digital Councillor Patrick Harley (Dudley) Economy & Innovation Councillor Ian Brookfield (Wolverhampton) Environment, Energy & HS2 Councillor Ian Courts (Solihull) Finance Councillor Bob Sleigh (Solihull)
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Housing & Land Councillor Mike Bird (Walsall) Inclusive Communities Councillor Brigid Jones (Birmingham) Public Service Reform & Social Economy Councillor Yvonne Davies (Sandwell) Skills & Productivity Councillor George Duggins (Coventry) Transport Councillor Ian Ward (Birmingham) Wellbeing Councillor Izzi Seccombe (Warwickshire) Appointments have also been made to all the Boards and Committees as detailed in a report to the Board AGM. Recently the constituent authorities decided not to implement the merger of the West Midlands Fire and Rescue Service and the West Midlands Police Commissioner with the Mayor and CA as previously planned ahead of the Mayoral election in May 2020. These functions will therefore remain separate. Some significant current policy issues
The Board recently approved the next steps on the developing Vision for Bus and the commissioning of a programme of work to explore the benefits and risks of going down a franchising route (as the CA was enabled to do in the first devolution deal).
The AGM received a report on future plans for the Environment portfolio and this was amended to signal our collective declaration of a Climate Emergency. Further work is being done to establish a region wide carbon reduction target and this will include issues to do with a just transition.
The CA will be making a submission to the new PM and Chancellor ahead of the planned Spending Review and Budget. This will include proposals for a more sustainable approach to local authority funding. Its main themes will be “implementing the Local Industrial Strategy”, “a shared vision for public services” and “a Funding Framework that supports delivery”.
One of the issues that the submission will need to address is the continued funding shortfall in the CA’s investment programme, as well as capacity issues in the region for delivery. In some cases the Government has not delivered on agreements – such as the introduction of a Mayoral Business Rate Supplement. Other pressures arise from local decisions (the decision not to raise a Mayoral precept) but these nonetheless arise from the existing pressure on local resources and the Council Tax.
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Co-Ordinating Overview & Scrutiny Committee, 12 July 2019
Update on Greater Birmingham and Solihull Local Enterprise Partnership and the Enterprise Zone
Purpose
To provide a summary of the Local Enterprise Partnership’s (LEP) plans for the year ahead and the progress and future investment plan for the Enterprise Zone.
LEP Annual Delivery Plan 2019/20
Key points from the plan, which can be found here:
Business environment:
Extend business support through an enhanced partnership model and scaling up the Growth Hub Continue to develop access to finance activity Strengthen partnerships with the Department for International Trade Extend business support to businesses outside of existing networks
Ideas
Develop and deliver a pilot innovation programme to support research and development Develop key demonstrators to link university research to businesses Provide capital funding to support market-led innovation Extend the pilot Innovation Enabler
People
Increase sector skills academies and embed skills brokers in the Growth Hub Promote skills take up in growth sectors Promote programmes to increase diversity within businesses Encourage early adoption of new technologies for training Develop a new plan to increase the cohort of learners at NVQ3+
Places and Infrastructure
Complete the survey of strategic employment sites across the West Midlands and identify actions to bring forward sites for development Work with local authorities to develop individual town centre plans Deliver the key recommendations from the LEP housing framework Develop and deliver cultural action toolkit, cultural development cluster fund and cultural action zones.
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Enterprise Zone
Enterprise Zones enable the retention of the future uplift from business rate growth as a result of development. This means that the income stream from those additional business rates can be borrowed against to help finance development.
The Enterprise Zone was formed in 2011 to accelerate growth in the city centre and deliver the Big City Plan through 26 sites and £128m of investment. In 2014 it was updated and extended to 39 sites with £275m of investment. In 2016 the Curzon Masterplan added £587m to the funding from the EZ plus £137m of WMCA funding as part of the HS2 Growth Strategy.
Decisions on the EZ are taken by the LEP Board. The City Council is the accountable body and delivers the borrowing and most capital projects.
Since the launch 208,000sqm of additional floor space has been created, along with 4,264 jobs (however this is below the curve of target performance of 71,796 jobs by 2046). The EZ has been instrumental in unlocking strategic sites such as Paradise and Smithfield and will be crucial to ensuring the full benefit from the investment in HS2.
The Enterprise Zone (EZ) Investment Plan 2019 consolidates the plans for the 2014 City Centre and 2016 Curzon EZs and sets out a further programme of £1bn of investment in three phases:
Accelerating existing programmes – including Paradise, the Westside metro extension, Centenary Square, Snow Hill, Smithfield and the One Station project
Maximising early opportunities from HS2 – various public realm projects around the new Curzon station site
Longer term strategic priorities – East Birmingham and Solihull Metro extension, wider developments in the Curzon Masterplan and the HS2 Interchange.
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Item 8
GREATER BIRMINGHAM AND SOLIHULL LEP BOARD
6th June 2019 ENTERPRISE ZONE INVESTMENT PLAN 2019
1. Purpose
1.1 This paper sets out the content of the Enterprise Zone Investment Plan (2019), including the phased programme, financial principles, governance and reporting.
2. Recommendations
That the Board:
2.1 Approve the Enterprise Zone Investment Plan (2019) attached as Appendix A.
3. Background
3.1 The Enterprise Zone (EZ) was formed in 2011 with the purpose to accelerate development in the City Centre, delivering the strategy of the Big City Plan (2010) and GBSLEP priorities including:
• Improving economic performance and creating jobs;
• Delivering the spatial strategy for growing the City Centre Core by over 25% through five Areas of Transformation, as set out in the Big City Plan;
• Delivering enhanced infrastructure including improvements to public transport and public realm, all focused on attracting inward investment, occupiers, visitors, residents and workers.
3.2 The first EZ Investment Plan was launched in 2012 with a £128m programme of investment. In 2014 the Investment Plan was updated to reflect a longer term investment period up to 2022/23 and a revised £275m infrastructure programme. In 2015 the EZ area was extended from its original 26 sites to 39 sites, covering 113ha. In 2016 the Curzon Investment Plan was launched setting out a £724m programme, consisting of £587m of further EZ funding and £137m of West Midlands Combined Authority (WMCA) resources to maximise the potential of HS2. A further commitment from the EZ of £183m was made to support delivery of the Midland Metro from Digbeth, through East Birmingham, to UK Central. The EZ investment plans are funded through the projected growth in business rates generated within the EZ sites, managed through a financial model.
3.3 Decisions relating to the EZ are taken by the GBSLEP. Birmingham City Council (BCC) is the Accountable Body for the GBSLEP and the EZ. Capital projects are predominantly carried out by BCC (or it could potentially be other organisations), and are funded by BCC borrowing, which is supported by an annual revenue grant from 1
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the EZ. The capital expenditure and the borrowing are therefore BCC’s, with accountability to the EZ through the revenue grant.
Progress
3.4 Since the launch of the EZ in 2011 considerable progress has been made in delivering investment, development and jobs in the City Centre. In total 4,264 jobs and 208,000sqm of new floorspace has been created. To date the EZ has committed over £121m for infrastructure investment which has leveraged £598m of private sector investment. This represents a ratio of 1:5 for public to private sector spend. Table 1 below provides an overview of the outputs achieved to date set against the lifetime targets set out in the EZIP 2019. The targets are based on the forecast economic impact of the EZ by 2045/46 combined with forecasted development activity on EZ sites. The actuals to date have been collated from activity within individual EZ sites. The economic impact of the programme will be reviewed on a regular basis and as part of future EZIP updates. At this stage the number of jobs created has been flagged as ‘Red’, as this only reflects those jobs reported by local businesses in receipt of EZ business rates relief. Future Economic Impact Assessments will define a more accurate achievement.
3.5 The EZ investment has been instrumental in unlocking and accelerating key strategic sites. One of the largest EZ sites is the Paradise development which has seen considerable progress following an initial investment of £87.790m in 2013. All the key highway works and infrastructure preparation work are complete for Phase 1 and its set to deliver 335,000sqft of prime office space with Price Waterhouse Coopers taking occupation of the first building, One Chamberlain Square (150,000sqft,) in mid- 2019. In January 2019 the GBSLEP approved a further investment of £51.277m to deliver Phase 2 and work is already underway to deliver the first building, One Centenary Way, which will be speculatively built to deliver another 275,000 sqft of office space. In total the Paradise scheme will deliver 10,000 jobs and 1.5m sqft of new floorspace.
3.6 Birmingham Smithfield, which is a £1bn redevelopment and the largest single EZ site, will see expansion of the city core creating opportunities for over 300,000sqm of new leisure, retail, cultural and commercial floorspace and 2,000 new homes. As part of developing the earlier EZIP 2014 and to reflect the site’s importance and the benefits it will deliver, funding was allocated to accelerate development, including resources to relocate Wholesale Markets. Birmingham City Council, as the major landowner, has recently procured Lendlease as its development partner and there will now be a period of design and development work over the next 6 months to define the infrastructure requirements and level of EZ investment required. Once complete the EZIP 2019 will be updated and presented to the GBSLEP Board.
3.7 A further £3.3m has contributed towards the delivery of business space supporting the creative and digital sectors, such as the Garrison Data Centre and Innovation Birmingham.
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3.8 The EZ also has a crucial role to play in maximising the impact of HS2 within the region and an initial £1.4m has been approved for design work of the public realm surrounding the HS2 station which will be essential for connectivity and opening up EZ sites. £9m has also been committed to support delivery of the Metro stop within the HS2 Station, as part of the Eastside extension of the Midland Metro. Funding has also been approved for feasibility work to develop schemes for key infrastructure projects, such as the remodelling of Moor Street Queensway and Digbeth High Street, to improve connections and unlock sites.
3.9 In addition to the significant progress in delivering development sites, the EZ has invested £27m to bring forward the Westside extension of the Midland Metro and the redevelopment of Centenary Square; whilst £4m of funding has supported the delivery of improvements to the ring road and the progress of key public realm schemes connecting EZ sites at Snowhill and Birmingham Smithfield.
Table 1 – EZ output achievement since 2011 Achieved to Lifetime Percentage RAG 31 March Target to of Lifetime Status 2019 2046 target EZ Output achieved to 31 March 2019 Number of jobs created 4,264 71,796* 6% Red Number of businesses locating in the EZ 65 240 27% Green Land Developed - (Sqm) ('000) 208 1,100 19% Amber Land reclaimed and made ready (ha) 16 60 27% Green Total Investment (£m) 724 4,096 18% Amber Investment - Public (£m) 126 191 66% Green Investment - Private (£m) 598 3,905 15% Amber Uplift in Business Rates (£m) secured 634 2,172 29% Green EZ Investment Programme Total Amber Expenditure (£m); 127 1,070 12% EZ Investment Programme Amber Capital Expenditure (£m) 121 984 12% EZ Investment Programme Revenue Expenditure (£m) 6 86 7% Amber *Derived EZ Economic Impact Assessment
4. The Enterprise Zone Investment Plan (2019)
4.1 Today the EZ consists of 39 sites covering 113ha of the city centre. With the EZ programme set out across 2 Investment Plans, the EZIP (2014) and the Curzon IP (2016) and a consolidated approach is needed in order to manage the programme and investments. Linked to this has been the comprehensive review of the
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programme including governance, financial principles and model, development phasing, business rates projections and project delivery. The creation of the EZIP 2019 will ensure that there is a clearly defined programme with a robust governance framework in place to deliver the transformational EZ programme now and into the future.
4.2 The EZIP 2019 focuses on a 10-year period over which to manage investment against forecasted income and deliver upon clear priorities. This approach responds to the need to continue the acceleration of major development schemes and infrastructure works that will unlock growth and maximise the potential of HS2. This approach is fully aligned to the Big City Plan, Curzon HS2 Masterplan and HS2 Growth Strategy as well as continuing the delivery of GBSLEP priorities. The EZIP 2019 sets out the 10 year phased investment programme, which has been structured as follows:
• Accelerate delivery of current commitments (Phase 1-2).
• Maximising early opportunities from HS2 (Phase 3-5).
• Longer term strategic priorities (Phase 6-9).
4.3 The EZIP 2019 is attached as Appendix 1 and sets out the overall strategy for the EZ including the detail of each phase and associated projects.
Affordability of the EZIP 2019
4.4 The EZ is forecast to generate in excess £2.1bn from the uplift in business rates over the programme’s lifetime up to 2046. Programme delivery and decision making is based on secured business rates income and as more business rates income is secured, projects within each phase of the EZIP 2019 can be accelerated and business cases developed which would be assessed against the overall affordability of the programme.
4.5 The financial model for the EZ has evolved since its inception to a more sophisticated position. In developing the EZIP 2019, the business rates which are expected to be generated from each EZ site have been reviewed to ensure income projections are robust and in line with the profile of future development, particularly with a number of schemes on-site/completing and creating business rates i.e. Paradise, Snow Hill 3, Arena Central and Beorma. Based on this review there is sufficient funding, including the contingency, to deliver phases 1-3 of the investment programme and full business cases can be developed for each project. Further phases will be brought forward as the level of development on the EZ sites increases and the growth in business rates income is secured.
5. Financial Management
5.1 In 2012 the GBSLEP and Birmingham City Council established a number of financial principles to manage the delivery of the EZ and associated Investment Plans. Over
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the last 12 months a comprehensive review of the EZ programme has been undertaken as set out at 5.4. In particular, a more robust approach to the consideration of business rate income has been taken to manage the financial risks associated with the EZ model. The business rate income from each of the EZ sites has been categorised according to its risk status. This is intended to identify the “secured income” which may reasonably be relied on to support borrowing costs and in EZ financial planning. The categories are as follows:
a) Secured – business rates paid or legally due. b) Committed – where construction is on site or business rates are guaranteed via legal agreement i.e. business rates are deemed to be reasonably secure. c) Other Committed - specifically relates to Commitments on the Paradise redevelopment. A separate category was deemed necessary due to the size and impact of Paradise on the wider EZ Programme £ 158m (Phase 1 only). d) Uncommitted – developments not yet started so business rate income is not secure.
5.2 For reasons of prudence the 2019 EZIP has been modelled on the basis of ‘secured’ business rate income only and ignores the additional business rate income from future planned investments. Additionally the financial model has been developed to include some prudent contingencies around business rate income. As each year progresses it would not be unreasonable to expect the EZ resource base to grow above that currently anticipated. As with all EZ projects the GBSLEP will receive Business Cases and will consider them for approval based on the latest information available around the authority’s prudential borrowing limits and cash affordability.
Developments in business rate forecasting
5.3 Over time business rate income forecasting methodology has developed with the benefit of experience. Improvements include:
• More rigorous forecasting of individual sites with BCC Planning and Business Rates officers. • For prudence, building in longer lead-in times for the actual receipt of business rate income on completed developments , typically 6 months • Only taking into account secured and committed business rate income figures into the Financial Model for affordability assessments (see above and below). • Basing the contingency allowance on the Secured and Committed income only. • Building in 5% deductions into the projected business rate income forecasts every year from 2022/23.
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• In addition to the provisions created for both bad debts and reliefs, a new provision has now been built into the financial model to cover the potential impact of future appeals on business rates income forecasts.
5.4 Following the review of the EZ programme and the more focussed methodology for identifying “secured income” it is now reasonable to review the Financial Principles, which will now be applied as identified below.
• Financial Management/Approval
In deciding on the use of EZ resources the following tests will be considered: o 15% of the business rates income every year is ring fenced for uncertainties and the release of contingency kept under review on an annual basis; o Of the remaining 85% of business rates income, financial commitments through borrowing will be monitored to ensure they are no greater than 65% of the total business rates income; o All borrowing is repaid within the life of the Enterprise Zone; o Interest charges for local authority assets are rolled up to smooth out cost and income cash flows; o All EZ expenditure must comply with Birmingham City Council accounting and debt repayment policies; o Risk Allowances will be made to account for circumstances such as bad debts, appeals, rate relief and future rate rises; o The availability of contingency funding.
• Project Approval
o All project expenditure is supported by individual business cases; o EZ funding approvals for site developments are supported by appropriate legal agreements linked to the business rates uplift; o Birmingham City Council, as the Accountable Body, will ultimately endorse all EZ funding decisions to ensure affordability based on the availability of future business rates income; o Expenditure outside Birmingham will be the responsibility of the relevant local authority.
• Reporting
o Quarterly updates on key indicators and progress will be presented to the GBSLEP Board; o An Annual Report on performance against the EZIP 2019 and a review of the EZIP Programme will be presented to the GBSLEP Board.
Governance Improvements
5.5 In order to learn lessons and avoid repeating the mistakes with projects such as Paradise, a number of improvements have been made to the EZ’s governance.
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5.6 The GBSLEP Board has overall strategic ownership of the EZ and for setting and approving EZ Investment Plans. To continue to deliver upon this transformational programme of investment and ensure the successful outcomes of the EZ, robust governance and programme management will be put in place. This includes financial management and a gateway process that supports effective and affordable investment decisions. The terms of references for each organisation and decision making board are summarised below and in the GBSLEP Assurance Framework.
5.7 Previously, it was agreed that responsibility for programme management and delivery was delegated by the GBSLEP Board to an EZ Executive Sub Board, whilst BCC would undertake the role of Accountable Body and have responsibility for performance management and, in most cases, project delivery. However, it has become clear that that this has resulted in insufficient oversight and transparency, which has meant the GBSLEP Board were not informed on key issues affecting delivery, for example progress with delivering Paradise. In learning the lessons from this the GBSLEP will now be represented on the main Paradise project board to ensure there are clear lines of communication and any issue affecting delivery can be addressed at the earliest stage. These arrangements are now being replicated for the Smithfield project, which is at a much earlier stage in its life cycle and will enable better oversight from the outset. Going forward, all aspects of EZ governance will be aligned with the GBSLEP’s existing assurance arrangements for its other funding programmes, such as the Local Growth Fund.
5.8 The GBSLEP Programme Delivery Board (GBSLEP PDB) will be responsible for programme management, which is charged with ensuring the delivery of the EZ to achieve the objectives of the Strategic Economic Plan. It’s empowered to grant full approval to projects seeking funding of up to £10m and the release of development funding or change requests within this level of delegation. Investment Decisions above this will be the responsibility of the full GBSLEP Board.
5.9 Developing and managing the programme will be led by the GBSLEP through the Executive Team, which will provide secretariat support to the Boards and associated governance requirements. It will co-ordinate all aspects of appraising funding applications and day to day monitoring and performance management of projects and will report to both the GBSLEP PDB and main Board. BCC will continue to provide support for the management of the financial model that provides assurance with business rate forecasting and project affordability to support investment decisions.
5.10 The EZ requires a single statutory body to take on the role of Accountable Body. This Body must be a legal entity, nominated to act on behalf of the GBSLEP for the receipt and investment of business rate growth and uplift within the EZ designation. BCC acts as the Accountable Body on behalf of the GBSLEP Partnership to manage and redistribute the business rate growth and where capital expenditure is to be financed, BCC will facilitate the borrowing. If funding becomes available to support 7
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projects outside the EZ then the relevant local authority will take on responsibility for providing the Accountable Body function for that project.
5.11 Delivery will be led by the organisation responsible for each project, however, it’s recognised that in most cases this will be BCC through its multidisciplinary technical expertise across a range of disciplines, including planning, property, project management and transport/ highways infrastructure.
5.12 The GBSLEP Board will receive quarterly updates which will report on delivery, performance and expenditure. An annual update will also be provided to the board which summarises performance against the EZIP 2019 along with a review of the investment programme.
Prepared for: GBSLEP Board
Prepared by: James Betjemann Head of Enterprise Zone and Curzon Development [email protected]
Appendices A EZIP Investment Plan 2019
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Enterprise Zone Investment plan
May 2019
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Contact
Inclusive Growth Directorate Birmingham City Council
Click: E-mail: [email protected]
Call: Telephone: (0121) 303 2262
Visit: Office: 1 Lancaster Circus Birmingham B4 7DJ
Post: PO Box 28 Birmingham B1 1TU
The City Council will communicate this document in a suitable way to all audiences. In addition to the online and printed documents, requests for the document in alternative formats will be considered on a case by case basis including large print, another language and typetalk.
Plans contained within this document are based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty’s Stationery Office.
© Crown Copyright. Unauthorised reproduction infringes Crown Copyright and may lead to prosecution or civil proceedings. Birmingham City Council. Licence number 100021326, 2019.
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Contents
Foreword 3
Introduction 4
Investment strategy 8
Programme 10
Economic impact 18
Governance and programme delivery 20
Appendices 24
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enterprise zone investment plan / foreword Page 28 of 98 Item 6
Foreword 3
The Enterprise Zone (EZ) has been a huge success enabling the accelerated transformation of the City Centre; one of the region’s most important economic assets. Since its establishment in 2011 the EZ has attracted £598m of private investment, accelerated 208,000sqm of floorspace, delivered 4,264 jobs and secured a range of occupiers such as HSBC, HS2 Ltd and HMRC.
Based on the strategy of the City’s Big City Plan (2010), the EZ demonstrates the commitment of the Greater Birmingham and Solihull Local Enterprise Partnership (GBSLEP) and Birmingham City Council (BCC) to delivering economic growth through innovation and bold decision making. This commitment has been borne out in successive investment plans that have now collectively invested £121m into infrastructure and development schemes across the EZ.
The launch of the Enterprise Zone Investment Plan (EZIP) 2019 is the next bold step in our drive to create the conditions for economic success. Focussing on the period of 2019-2028, it sets out a phased programme of investment for major schemes and infrastructure. This Investment Plan will continue to accelerate development across the EZ including maximising the benefits of HS2 arriving in 2026 and a contribution to delivering the expansion of the Midland Metro Tram Network from the City Centre through East Birmingham to North Solihull and UK Central.
This investment plan now represents a strategy for nearly £1bn of investment by the GBSLEP and BCC, which will unlock and accelerate the delivery for the region of 1.1m sqm of new commercial floorspace, create over 71,000 new jobs, contributing £2.3bn to the economy in GVA per annum and generating in excess of £2.1bn in additional business rates.
The next 10 years will be an historic period for the GBSLEP area and the EZ will be at the forefront of driving economic growth and ensuring the residents and businesses share in the benefits that will be generated.
Tim Pile Councillor Ian Ward Chair, Leader, Greater Birmingham & Solihull LEP Birmingham City Council
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4 Introduction
Established in 2011 the City Centre Enterprise Zone (EZ) now covers 113ha across 39 sites representing the most significant growth opportunities in the city.
The EZ is focussed on early intervention in infrastructure to accelerate growth and unlocking Paradise Development development to deliver the vision of the Big City Plan (BCP) and the GBSLEP priorities for growing the economy and creating jobs.
The next 10 years are a key period for Birmingham and GBSLEP area. The City Centre, as the primary economic asset for the region, is undergoing a dramatic period of transformation as the strategy of growth set out in the BCP is implemented.
The focus of the BCP is the growth of the city centre core through five areas of transformation enabling more commercial floorspace, a diversified leisure and cultural offer, expansion of the learning and knowledge economy and growth of residential.
The arrival of HS2 in 2026 will further accelerate this creating a once in a century opportunity for the region to improve its connectivity and further grow its potential. New Street Station The new high speed rail service will provide radically improved connectivity from Birmingham to London and the key regional centres of Manchester, Leeds, Sheffield and Nottingham.
Plan 2 Big City Plan Areas of Transformation Key Areas of Transformation
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High Speed 2 Station
Birmingham Smithfield
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Alongside HS2, the expansion of the Midland Metro Tram Network from the City Centre through East Birmingham, North Solihull to UK Central, will further enhance the opportunities for new development and job creation.
The EZ is providing a mechanism to accelerate development potential and maximise growth. By utilising the uplift in business rates generated by development and investing it in priority schemes the EZ is a unique tool to drive economic success.
The EZIP 2019 consolidates the two existing investment plans: City Centre EZIP (2014) and the Curzon Investment Plan (2016) with a strategy that focusses on delivering a phased programme of £460m of projects in the period 2019-2028.
The programme will unlock the major growth opportunities by removing barriers to development, creating a supportive environment for investment, job creation and growing the city and regional economy. It will be supported by a set of financial principles by which investment decisions to allocate EZ resources are made and robust governance arrangements to oversee the programme. The key areas for investment will be:
• Strategic site investment.
• Infrastructure.
• Business support.
Plan 1 EZ sites Key EZ sites
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8 Investment strategy
The EZ was established to accelerate economic growth by unlocking development sites and attracting private sector investment. Through investment in infrastructure the EZ is and will continue to address constraints to delivery. This strategy for investment in the EZ is structured into three areas:
Strategic site investment Benefits Interventions Stimulating new development Supporting new development Across the EZ there are key and supporting the viability of brings important social and strategic sites to accommodate sites to make them deliverable economic benefits to Birmingham new growth. The EZ will support a and commercially attractive will and the wider GBSLEP region: range of investments and actions be important to ensuring the EZ including: can deliver jobs and growth for • Additional commercial floorspace the future. This ranges from Grade to meet future occupier demand. • Enabling works to address A office space in prime locations, constraints such as contamination, focused on the corporate sector, • Increased job opportunities. demolition, security and land to affordable flexible space for assembly. newly established creative/digital • Space for new and existing • Provide on-site public companies. In turn this will drive businesses to grow and remain infrastructure to support the creation of business rates competitive. connectivity and accessibility. enabling the GBSLEP to invest in infrastructure in the EZ and beyond. • Uplift in business rates to enable • BCC will also commit to ensuring The EZ will support the provision the delivery of current and future an efficient planning service of appropriate space for new and EZ investments. including simplified planning existing commercial businesses and the use of tools such as alongside new residential and Compulsory Purchase Orders community facilities. where appropriate to enable delivery.
Infrastructure Infrastructure is vital to unlocking sites and connecting businesses to wider markets and enabling access for people. The EZ can unlock growth and attract investment in the city centre through investing in infrastructure. Good connectivity for the efficient movement of people and goods, combined with the quality and safety of the pedestrian environment, supports labour market retention and investor confidence. Social infrastructure is also important to support new neighbourhoods and grow residential populations, attracting and retaining workers.
Benefits Provding high quality infrastructure brings benefits including:
Snow Hill • Improving access and movement.
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• Unlocking sites for development. Benefits Interventions Supporting businesses is essential Investment will be targeted to • Supporting the retention and for maximising the benefits of underpin the Big City Plan and growth of businesses. the EZ and for building on the GBSLEP economic strategy • Increased levels of open space investment made to deliver sites including: and new social and community and infrastructure, especially: facilities. • Support package to attract and • Improving the competitiveness of grow businesses in target sectors. • Health and environmental businesses. benefits including improved air • Financial assistance for local start- quality. • Attracting new business with up and scale-up businesses and growth in priority sectors. social enterprises. • Less congestion and increased levels of walking and cycling. • Targeting overseas markets. • Support for the relocation • Enhancing the quality of the of businesses to maximise environment. • Creating new jobs and development opportunities in the commercial floorspace and an Curzon area. uplift in business rates. Interventions • Workforce training and upskilling. Investment will be focussed on: • Encouraging new business start-ups, scale-ups and social • Programme of global events to • New transport schemes such as enterprises. target investment and markets Metro, Sprint, rail and cycling. and innovative promotional • Improved workforce skills and activities. • New education, community and increased productivity. health facilities.
• New and faster digital technologies to improve communications.
• Improving the public realm to provide safe and attractive routes for walking and cycling and enhanced public spaces.
Business support The EZ will be the focus for significant business investment and activity over the coming decades. Central to the success will be the ability to retain and attract businesses, encourage investment and to position the EZ as a premier business location. The EZ will provide a complementary package of support to businesses looking to invest and grow. City Centre office space
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10 Programme
The EZIP 2019 sets out a £1bn programme of investment. It consolidates the two existing investment plans: City Centre EZIP (2014) and the Curzon Investment Plan (2016) with a strategy that focusses on delivering a defined programme of projects for the period 2019-2028.
The programme will unlock the • Maximising early opportunities major growth opportunities by for HS2 (Phase 3-5). removing barriers to development, creating a supportive environment • Longer term strategic priorities for investment, job creation and (Phase 6-9). growing the city and regional economy. On site investment business cases will be considered outside this Table 1 sets out the phased programme, subject to there being programme. The programme has increased or accelerated business been structured as follows: rate income and delivery of other key outputs. • Accelerating current activity (Phase 1-2).
Programme Timescale Project list Capital spend Total borrowing Cumulative Cumulative phase cost capital spend borrowing cost
1 2013-2024 Current commitments £350,402,158 £515,315,051 £350,402,158 £515,315,051
2 2021-2022 Westside Metro and Phase 1 £4,474,000 £6,407,386 £354,876,158 £521,722,437
3 2019-2026 HS2 Station Environment and Phases 1-2 £59,409,580 £88,036,610 £414,285,738 £609,759,047
4 2019-2023 Digbeth Public Realm Phase 1 High Street and Phases 1-3 £15,500,000 £21,867,308 £429,785,738 £631,626,355
5 2022-2046 Digbeth Public Realm Phase 2 and Phases 1-4 £70,900,000 £106,674,212 £500,685,738 £738,300,567
6 2024-2028 GBSLEP Investment Fund and Phases 1-5 £20,000,000 £27,009,208 £520,685,738 £765,309,775
7 2022-2026 East Birmingham Metro and Phases 1-6 £183,300,000 £254,249,028 £703,985,738 £1,019,558,803
8 2028-2046 Curzon Programme and Phases 1-7 £259,638,953 £259,638,953 £963,624,691 £1,279,197,756
9 2028-2046 HS2 Interchange and Phases 1-8 £20,000,000 £20,000,000 £983,624,691 £1,299,197,756
Total £983,624,691 £1,299,197,756 £983,624,691 £1,299,197,756
NB. Cumulative columns outline increasing values as each new phase amount is added. Table 1 Phased investment programme
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Ultimately this project will deliver Phase 1-2: Accelerating Value space for 11,000 employees and £15.9m Current Activity over 1.5m sqft of new commercial floorspace plus a 250 bed hotel. Timescales Phase 1 It will generate over £400m in Operational in 2019. Paradise business rate income, which not Once complete, the £500m only funds the investments to Paradise development will unlock the scheme but other EZ constitute a landmark development projects. Centenary Square within the region supporting the The redevelopment of Centenary Value Square will provide high-quality transformation of the City Centre £139m with the delivery of high quality public realm and world class setting office, retail and leisure space Timescales to those landmark buildings and alongside a world class urban Phase 1 will complete in 2019, developments around it, such as realm. The surrounding area is Phase 2 in 2024 and Phase 3 by the new Library of Birmingham, undergoing significant change 2029. ICC, Arena Central and Paradise. including the completed state- The Square will not only of the art Library of Birmingham, continue to provide an attractive the redevelopment of Centenary Metro Extension (New Street to environment for existing business Square, arrival of Metro and the Centenary Square) and visitors but its iconic design will Arena Central scheme. To support the integration of attract new visitors to the area and the Westside area with the wider support business investment in the Funding of £87m from the EZ has City Centre Core, the Metro will wider area. already supported the preparation be extended from Birmingham of the site for comprehensive Value New Street to Centenary Square £10.5m development and delivered key linking directly with the major infrastructure improvements developments at Arena Central and Timescales around the scheme and seen PWC Paradise. Completes in 2019. agree to lease the whole of One Chamberlain Square. Further funding of £51.3m, has been approved to accelerate development and deliver Phase 2 of the scheme. This investment will focus primarily on site-wide infrastructure and public realm including works at Centenary Way and the new public square, plus the construction of the hotel and two further office buildings in Phase 2. Investment for Phase 3 will be subject to a further business case to deliver the construction of the final four buildings, public realm and the basement car park.
Paradise development
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Birmingham Smithfield allocated £34m, into one covering Snow Hill 12 The vision, as set out in the a much wider site that will now In 2015 EZ funding was granted Smithfield Masterplan, is to create deliver £1.1bn GDV, 300,000sqm of to support the development of a landmark, sustainable, mixed- floorspace and 2000 homes. The a scheme which proposed to use development including a scale of infrastructure has increased introduce high quality public family leisure hub, supported by accordingly and the City Council, realm improvements and highway retailers, restaurants, hotels, SME Lendlease and GBSLEP are now interventions to local streets and office space, new retail markets developing the relevant business spaces in the Colmore Business and a public spaces as well as a cases to define the overall EZ District. This is linked to emerging residential neighbourhood and investment. proposals to redevelop Snow Hill integrated transport facilities. Station and the Square in front of Value the main entrance. With proposals The scheme will be the largest £150m. developed EZ funding has been single city centre redevelopment allocated for the delivery of public site in the UK and will deliver An FBC is being produced to realm works, to enhance key areas 3000 jobs, 2000 new homes and determine the total EZ investment and improve connections and 300,000sqm of new floorspace for a required. arrival experience for key EZ sites. mix of uses. £1.3m of revenue to support Value EZ investment has helped unlock project development. £2.9m the site through the relocation of the Wholesale Markets and Timescales Timescales BCC, as the major landowner, The site will be delivered in The works will be completed in has appointed Landlease as its a phased approach and the 2022. development partner. The project timescales will be set out in the has evolved since the EZ originally business case. One Station The One Station project will develop proposals to provide an improved passenger transfer between New Street and Moor Street stations and the Birmingham Curzon HS2 Station. This route is the most direct for pedestrians and cyclists between the stations and is currently used by approximately 1.4m rail interchange passengers per annum; this is forecast to nearly double to 2.3m per annum with the arrival of HS2 in 2026.
EZ funding has been allocated for initial feasibility work and proposals will be taken forward in conjunction with plans to remodel Moor Street Queensway to create a high quality public space in front of the new HS2 station and a connection with New Street Station.
Value £0.6m
Timescales The outline business case will be developed in 2020 for the transformation of the space as part of the wider Moor Street Queensway public realm scheme with delivery phased between 2020 and 2026. Birmingham Smithfield
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Southside public realm Former Curzon Station Revenue Projects Recognising the important Located right next to the new 13 interface and connection to the HS2 Curzon Station building, the Business and skills development EZ’s largest site at Smithfield, in Grade 1 listed former Curzon The EZ is developing a Business 2016 approvals were granted to Station building is an important and Skills strategy to attract fund a permanent Traffic Regulation heritage asset that was once the investor occupiers; grow existing order to close part of Ladywell world’s first mainline passenger businesses; accelerate scale up Walk and Hurst Street to through terminus. HS2 and the EZ are jointly of high growing start-ups and traffic, as well as £600,000 of funding the redevelopment of the establish high growth start-ups. funding to develop proposals for building to bring it back into use It seeks to improve economic the public realm works in this area. as a visitor and information centre prosperity by encouraging The Southside Link will provide the for the whole HS2 project, along investment, increasing productivity transformation of the route from with office and educational space and creating jobs. The strategy will New Street Station via Southside for other occupiers. It marks the cover business activity across the 39 to Birmingham Smithfield with the first phase of regeneration activity EZ sites in the city centre and will creation of a safe and attractive linked to HS2 and the Curzon focus on the following sectors: pedestrian and cycle route. The Programme which will create a focal link will extend the highway point and legacy asset for the area. • Business, Professional and improvements to Hill Street and Financial Services. Navigation Street that were Value • Financial Technology. delivered as part of the New Street £2m Station project. The preferred • Creative and Digital Industries. option has been agreed and EZ Timescales funding has been committed to 2021. deliver the scheme.
Value £7m
Timescales 2021.
Enterprise Zone pinch points The A4540 Ring Road provides vital vehicular access to development sites within the EZ, linking the City Core with the main radial routes serving the City and the Strategic Road network. The road suffers from severe traffic congestion, which is projected to increase significantly by virtue of the EZ developments. Therefore significant investment is required to improve capacity at key locations along the Ring Road. The investment is focussed on the following areas: • Bordesley Circus. • Haden Circus. • Ashted Circus. • Holloway Circus.
Value £4m Timescales All works will complete by 2020.
HS2 Station
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Integral to this strategy will Marketing Programme delivery 14 be support for skills as the This package focuses on profile-led Delivering the EZ and its associated development of the EZ and the activity that will communicate and Investment Plans requires a consequential change in the promote the EZ. It will highlight sufficiently resourced team. business make-up and occupational opportunities relating to key The EZ has approved funding profile of the area will result in an propositions and will target top for programme and financial increased demand for particular investment prospects, for both management, project delivery and skills at all levels, attracting highly capital and business relocations, the relevant technical expertise qualified staff and supporting the from strategic geo-markets, to deliver complex infrastructure retention of graduates within the including; London, Europe, projects. City and wider area. Asia, the Middle East and North America. Value The EZ has already approved £10.1m £1.6m for a number of projects To effectively achieve the domestic and global reach required, the Timescales focussed on inward investment Programme support will be in place and relocations, ranging from approach taken will be to adopt an event led strategy - utilising throughout the duration of the EZIP a dedicated sector sales team up to 2028. working on actively securing existing trade platforms and events, to position the EZ within key occupiers into the EZ, to a Curzon project development investment markets, simultaneously relocations team which provides A significant level of project targeting multiple segments of the relocation support and after-care development work is needed to property industry value chain. The for organisations moving to the bring forward projects identified package will also deliver a two- Birmingham area. Alongside within the EZIP 2019 programme. way communications programme this is an Occupier Proposition This includes masterplanning, by profiling the EZ proposition programme to target companies urban design work and other and facilitating communications outside the GBSLEP region that technical studies on key sites across channels in order to manage could consider a move to the EZ. the EZ, including Digbeth and the reactive opportunities. This site of the new Birmingham Curzon programme will also support the Further funding has been HS2 Station. Development work sector sales team in attracting and committed to develop the projects is already underway to develop managing leads. within the strategy. schemes at Moor Street and Value Digbeth. Further funding will be Value £2.1m released as projects come forward £2.5m for approval in line with the EZIP Timescales 2019 phased programme. Timescales Activities will be developed in Projects will be developed in line response to specific opportunities Value with the strategy up to 2028. dependent on the needs of the £2.1m EZ and identified through the EZ Timescales Marketing Strategy. 2028.
Metro in Eastside
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Phase 2 landscaped route and provide a close it for private vehicles, whilst high quality entrance to Digbeth. introducing Sprint and Metro as the 15 Metro Extension (New Street to dominant public transport offer. Centenary Square) Curzon Promenade and Curzon In order to ensure the project Square will be an extension to As part of this work, propopsals delivers the highest quality Eastside City Park; the Promenade for the ‘One Station’ project will infrastructure that compliments will set the Station within a green be progressed. This will see work the public realm at Victoria landscape. The area will be a hive to transform the public realm in Square, Paradise and the of activity that could include a mix and around the tunnel link that transformation of Centenary of retail, office and leisure uses, connects Moor Street Station Square, additional funding of £4.4m which interacts directly with the to New Street Station. This will has been allocated to increase the landscaped Promenade that will provide a high quality link for specification of the works. extend the feel of the Park into the pedestrians and passengers City Centre. Curzon Square will be travelling between the stations. Value a stretched event space into the £4.4m City Park that will form part of the Curzon Metro Stop will see the station welcoming passengers into integration of the Metro network Timescales the area. with the Birmingham Curzon HS2 Operational in 2019 Station which is vital for maximising Moor Street and Station Square the connectivity and benefits of will be a major new ‘gateway’ HS2. The vision is for 2 million Phase 3-5: Maximising Early space to provide the sense of people across the West Midlands Opportunities from HS2 arrival for visitors by HS2 and from to be connected with HS2. The the adjacent Moor Street station. new tram stop is part of the East Phase 3 The proposal will see Station Birmingham extension and will Square linked with the Moor Street have local growth benefits as HS2 Curzon Station public realm Queensway to create an area where direct access to the Metro and HS2 The Curzon Masterplan (2015) pedestrians and transport can will encourage new investment, set out how the arrival of HS2 move efficiently and safely within businesses, homes and jobs. and the growth and regeneration one high quality public space. This opportunities around the terminus will be vital in connecting into the Value station could be unlocked. City Core and creating a seamless Total Funding: £60m Covering 141ha of the City Centre, link into the central business with the area centred on the HS2 district, retail core and interchange Timescales Curzon Station, the strategy of with New Street Station and Moor Design work will complete in 2019 the Masterplan is to deliver a fully Street Station. The intention is with delivery phased within the integrated and connected world to rationalise the road space and period 2021-2026. class station, which will support growth and regeneration for the City Centre and the wider area. EZ funding is allocated to develop and deliver the Big Moves including: • Paternoster Place. • Curzon Promenade and Curzon Square. • Station Square and Moor Street Queensway. • Curzon Station Metro Stop.
Paternoster Place will be the primary gateway to Digbeth between the HS2 Curzon station and the City Core; Paternoster Place will be a pedestrian space that will open up the regeneration potential of Digbeth. Rather than becoming just a functional link, the EZ funding will enable this scheme to become a wide and attractively Eastside Locks
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Phase 4-5 and the scheme will be delivered in This will have significant economic 16 conjunction with the Metro works and social benefits for East Digbeth public realm which will take place in 2020-2026. Birmingham as it will address In order to attract investment and Other interventions will be brought the issue of poor connectivity for maximise the potential of the forward in conjunction with wider residents and businesses and in Curzon area improvements to the schemes to develop sites. turn help tackle the problems of quality of the public realm including high unemployment, low skills, safe and attractive walking and poor health and housing shortages. cycling routes, parks and other Phases 6-9: Longer Term Importantly it will link these outdoor spaces is needed. Key to Strategic Priorities communities to two key economic maximising the impact of HS2 will nodes; Birmingham City Centre be ensuring these connections and Phase 6 and UK Central where the arrival of environments are of the highest HS2 will act as a catalyst for growth. GBSLEP recycling fund quality. The investments in the Metro will Up to £20m of capital funding will help spread the benefits of HS2 be made available to support the The first phase of activity will focus supporting inclusive economic implementation of the Strategic on Digbeth High Street, which is growth. Economic Plan (SEP) and its four dominated by pedestrian barriers strategic priorities. and few crossing points across The EZ Board has committed, six lanes of traffic and is a key subject to a full business case, • Industrial Strategy. investment priority for unlocking to contribute towards the overall growth. Many sites along the road funding package being developed • A world leader in innovation and are underutilised and have not by the West Midlands Combined creativity. benefited from the natural growth Authority. The business case will be of the City Core, leaving pockets of ready in 2020. • Taking full advantage of global activity isolated and with relatively connections. low foot-fall. Value Total Funding: £183m • Stronger conditions for growth. With the opportunity presented by the Birmingham Eastside Timescales This investment is part of the Metro Extension there is a need Operational by 2026. local resources that are aligned to improve the public realm to support the delivery of the SEP landscape, aligned with the Metro vision and growth strategy. Funding integration and other highway and Phase 8 from the EZ will be available public transport requirements. as the business rates income Wider Curzon programme becomes available from 2024/25 Other public realm projects The Curzon Investment Plan, onwards. Therefore this will be will focus on unlocking and launched in 2016, set out a able to support projects which accelerating important programme to unlock growth require funding towards the end development opportunities such and regeneration across the area of the SEP period. The LEP will put as Typhoo Wharf, which is the and maximise the impact of HS2 appropriate arrangements in place largest development opportunity arriving in 2026. The initial focus for the governance of this fund. in the area, with potential for is to deliver the infrastructure required to integrate the station £200m of investment and 1m sqft Value of new floorspace. Other sites £20m with the city centre, including the include Martineau Galleries is a Big Moves outlined in the Curzon prime investment opportunity on Timescale Masterplan. Following this will be the doorstep of the Birmingham 2024-2028. a wider programme of activity will Curzon HS2 Station and with direct include investment to unlock sites, connectivity to the Metro. It has connect economic opportunities, the potential for significant new Phase 7 transport improvements, social commercial and retail floorspace. infrastructure and business support. Metro extension to East Value Birmingham and Solihull Value 4 - Digbeth High Street: £15.5m Beyond the City Centre the plan Total Funding: £257m 5 - Wider interventions: £67m is to further extend the Metro line Total Funding: £82.5m through East Birmingham and Timescales Investment will be available North Solihull to connect with Timescales from 2028 after HS2 becomes UK Central, the HS2 Interchange, The preferred option for the High operational and defined in the next Airport and the NEC. Street will be developed in 2019 EZIP.
enterprise zone investment plan / programme Page 42 of 98 Item 6
Phase 9 17 HS2 interchange The HS2 Interchange station is a strategically important site located close to the NEC and International Airport and forms part of a wider growth area known as UK Central. Development plans for the area led by the UK Central urban regeneration Company (UGC) and in 2017 it launched the UKC Growth Hub and Infrastructure Plan which sets out the growth potential and the infrastructure requirements needed to realise the substantial opportunities. It’s expected that EZ funding will available to support this 30 year plan after 2028 subject to securing the necessary business rates income.
Value Total Funding: £20m
Timescale 2028 onwards.
Custard Factory
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18 Economic impact
The full implementation of the EZIP 2019 will result in a number of major economic growth impacts, which will contribute substantially to the GBSLEP programme for inclusive growth, supporting a wide range of stakeholders within the Greater Birmingham area. It will also produce significant wider social and environmental benefits with the investment programme for the EZ being funded by growth in business rates.
As well as the Council and GBSLEP Wider economic benefits Social and environmental priorities, the programme supports • Over the plan period, it is benefits the West Midlands Combined expected that the investment will • A Large amount of investment Authority’s (WMCA’s) Strategic result in significant increases in will be placed into public realm Economic Plan, with its focus residential floorspace providing improvements and connecting on skills, innovation, transport some 9,500 much-needed economic opportunities, and inward investment. The key residential units for a growing including the green and blue commercial sectors within the EZ population. This will result in infrastructure, which will positively are Business, Professional and important economic benefits, transform the City Centre Financial Services (BPFS), Creative including improved labour environment. Industries and Financial Technology mobility and supply, increased • Jobs created as a result of (Fintech). Growing these sectors will productivity and additional the EZIP will be targeted at maximise growth in jobs, skills and expenditure in the local economy, areas of high deprivation and the wider Birmingham economy. supporting the growth of unemployment. The investment programme will indienous businessess. make an important contribution • Vast improvement in digital to the WMCA target to create an • Alongside the economic benefits, connectivity creating the right additional 500,000 jobs by 2030. a large amount of employment environment for incoming digital businesses. It will deliver tangible economic will be created through supply benefits, including: chains which will benefit • Greater sense of self-esteem and businessess across the GBSLEP ownership for local residents. • The creation of some 71,000 area. gross jobs by 2045/46 providing EZ measures of success essential employment • Greater footfall for local opportunities for the region’s Table 2 below provides data on businesses through the expansion growing population. the performance indicators up of the City Centre and greater to and including March 2019. A • In total almost 36,000 net connectivity between areas. full breakdown of outputs and additional local jobs (28,200 FTE) milestones are set out in Appendix are forecast to be created after 2 and 3. allowing for leakage (jobs taken up by non GBSLEP residents), Measurement Cumulative total Lifetime displacement, deadweight (what (March 2019) would have happened anyway) and supply linkage and income Amount of land developed or multiplier effects. redeveloped (ha) 16ha 60ha • The generation of £2.1bn of net Private sector capital investment £598m £3,905m additional Gross Value Added (GVA) per annum at the GBSLEP New floorspace created (gross internal area in sqm - new and refurbished) 208,000sqm 1,100,000sqm level, once all developments are fully complete and operational. Number of new homes 118 9,345 • Increased productivity through Number of new enterprises 65 240 improvements to infrastructure, skills and agglomeration effects. Jobs created 4,264 71,796 • A range of wider impacts such as EZ investment programme capital expenditure £121m £984m image and cultural benefits. Table 2 EZ measures of success
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19
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20 Governance and programme delivery
To continue to deliver upon this transformational programme of investment and ensure the successful outcomes of the EZ robust governance and programme management will be put in place.
This includes financial management the Strategic Economic Plan. It’s EZ Programme Delivery and a detailed gateway process empowered to grant full approval BCC will lead the delivery of the which supports effective and to projects seeking funding of programme and provide multi- affordable decisions. The terms of up to £10m and the release of disciplinary technical expertise references for each organisation development funding or change across a range of disciplines, and decision making board are requests within this level of including planning, property, summarised belowand in the delegation. project management and transport/ GBSLEP Assurance Framework. highways infrastructure, to develop When EZ funding becomes and deliver the projects outlined in available for other projects outside the Investment Strategy. Roles and Responsibilities Birmingham then the same governance arrangements will Accountable body Greater Birmingham and Solihull apply and BCC, as the Accountable Birmingham City Council acts as Local Enterprise Partnership Body, should also have a role in the Accountable Body on behalf of (GBSLEP) Board any project boards to ensure all the GBSLEP Partnership to manage The GBSLEP Board has overall investments are in accordance and redistribute the business rate strategic ownership of the EZ and with the EZ financial model and to growth from the EZ. Within the for setting and approving the EZ discharge the accountable body EZ, where capital expenditure is Investment Plan. It does this by functions. to be financed, Birmingham City setting an overarching investment Council will facilitate the borrowing. strategy and ensuring that there The Council will calculate the are clear governance, management Programme Management borrowing costs using its existing and delivery arrangements in and Delivery arrangements for recharging costs place. Working with the assurance (i.e. interest and the statutory framework it will consider funding Delivering, developing and requirements for debt repayment). applications for over £10m. managing the programme will be These borrowing costs will be led by both the GBSLEP and BCC. funded from EZ revenue resources Birmingham City Council as the These functions will be supported generated from the additional Accountable Body with resources of £10m to 2028. business rates. Management and redistribution of the business rate growth EZ Programme Management Project development from the EZ requires a single Overall programme management Developing a major capital statutory body from the GBSLEP will be led by the LEP Executive infrastructure programme Partnership to take on the role of Team, which will provide requires significant resource for ‘Accountable Body’. This Body secretariat support to the Boards a range of activity ranging from must be a legal entity, nominated and associated governance masterplanning, urban design to act on behalf of the GBSLEP requirements. It will co-ordinate work, feasibility studies and other for the receipt and investment of all aspects of appraising funding technical services. Development business rate growth and uplift applications and day to day work is already underway on key within the EZ designation. BCC as monitoring and performance sites across the EZ, including the Accountable Body is obliged to management of projects and will Smithfield, Digbeth and the site manage any investments and their report to both the GBSLEP PDB of the new Birmingham Curzon financing. and main Board on a regular basis, HS2 Station. Further work will be providing updates and exception commissioned as projects come Programme Delivery Board reports on each project as well as forward for approval. Where (GBSLEP PDB) managing delivery agreements with appropriate project development The GBSLEP PDB is charged with BCC for each project. funding will be capitalised ensuring the delivery of the EZ within project budgets, however, to help achieve the objectives of resources of £2.1m has been allocated for this work.
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21
Financial Principles Decision making is to now be based on secured business rates The EZIP 2019 has been developed income and as more income only in accordance with the EZ Financial is secured then projects within Strategy approved in September each phase of the EZIP 2019 will 2016. Key to this is a set of financial be accelerated and business cases principles established in 2012 which developed and assessed against govern its management and ensure the overall affordability of the that the financial management programme. of the EZ is robust, and that The financial model for the EZ projected expenditure including has evolved since its inception borrowing and other revenue to a more sophisticated position. based programme expenditure is In developing the EZIP 2019, the affordable. business rates which are expected to be generated from each EZ The development of this site have been reviewed to ensure programme has been linked income projections are accurate with a comprehensive review and in line with the profile of future covering all aspects of programme development, particularly with management including: financial a number of schemes on-site/ principles and model, business completing and creating business rates development phasing, rates i.e. Paradise, Snow Hill 3, programme database, programme Arena Central and 103 Colmore team resources, reporting, due Row. Based on this review phases diligence, governance and 1-3 of the investment programme monitoring. This has informed the are affordable and full business creation of this investment plan cases can be developed for ensuring that there is a deliverable each project. Further phases programme now and into the will be brought forward as the future. level of development on the EZ
Local Enterprise Partnership Birmingham City Council Strategic direction Accountable body
GBSLEP PDB
EZ Programme Management, Delivery Team and support functions
EZ Projects
Figure 1 EZ Governance
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sites increases and the growth in High level risks associated with the Financial management 22 business rates income is secured. management of EZ resources have In deciding on the approval of Each project will be supported been identified, and modelled spend the following tests and by a business case which clearly out through sensitivity testing. measures will be considered: identifies how the projects will The assumed level of business achieve its objectives, deliver rates income for the EZ is highly • 15% of the business rates income the benefits and manage any sensitive to anticipated levels of every year is ring fenced for risk. All funding approvals will be development activity especially if uncertainties and the release of supported by an appropriate legal developments fail to materialise contingency kept under review on agreement which protects the in line with projections. Similarly, an annual basis. interests of the EZ and ensures the increased project costs or increases applicant is responsible for meeting in interest rates on the cost of • Of the remaining 85% of its obligations. borrowing would be detrimental business rates income, financial to affordability and impact on the commitments through borrowing The Financial Strategy for the EZ is overall programme. will be monitored to endeavour predicated on a programme which they remain within 65% of the contains projections for major Following the review of the EZ total business rates income. capital investment, revenue project programme and the more focussed support and the capital financing methodology for forecasting • All borrowing is repaid within implications arising from debt business rates income it is now the life of the Enterprise Zone repayment and also projections for reasonable to review the Financial Programme. the uplift in Business Rate income Principles, which will be applied as across the Programme’s lifetime. identified below. • Interest charges for local authority assets are rolled up to smooth out cost and income cash flows.
• All EZ expenditure must comply with Birmingham City Council accounting and debt repayment policies.
• 9% of gross business rates income is ring fenced to account for circumstances such as bad debts, appeals, rate relief and future rate rises.
• 5% of gross business rate income is ring fenced to mitigate a potential loss of Business Rates income, during Valuation Office Rate Reviews, is incorporated into the EZ model.
• Bi-monthly forecasting of EZ site developments will take place to ensure the Business Rate profiles are accurate and robust.
• The introduction of 6 month lead-in times for the receipt of business rates from completed developments.
• All project officers will be required to sign an EZ code of practice that sets out their responsibilities for delivery of EZ expenditure.
• The availability of contingency funding to support programme Masshouse Square delivery will be reviewed annually.
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Project approval • All project expenditure is 23 supported by individual business cases. Applications for funding will be required to complete a full business case that is compliant with HM Treasury’s Green Book standards.
• EZ funding approvals for site developments are supported by appropriate legal agreements linked to the business rates uplift.
• Birmingham City Council, as the Accountable Body, will ultimately endorse all EZ funding decisions to ensure affordability based on the availability of future business rates income.
• Expenditure outside Birmingham will be the responsibility of the relevant local authority.
Reporting • Quarterly updates on performance will be presented to the GBSLEP Board.
• All minutes of the GBSLEP Board and PDB will be publically available.
Risk register • The programme will take a robust approach to monitoring and managing risks in line with the matrix in Figure 2.
• The GBSLEP Boards will receive risk updates as part of the regular performance reports.
Being part of the EZ means many of the measures to mitigate common risk are already in place, including the financial strategy and HIGH governance arrangements which ensure sound investment decisions are made and the required MEDIUM outcomes are delivered. These and other risks are outlined in the Probability attached Appendix 4. LOW 1. 2. 3. 4. 5. high low Low Medium High Very Very 1.Very low 2.Low 3. Medium 4.High 5.Very high
Impact
Figure 2 Risk matrix
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24 Appendices
Appendix 1 - Funding
Year 1-7 Year 8 Year 9 Year 10 2012-19 2019-20 2020-21 2021-22 £ £ £ £ CAPITAL Strategic site investment Paradise Circus Phase 1, 2 and 3 75,848,315 32,977,748 15,728,528 10,233,241 Birmingham Smithfield (Southern Gateway) 0 0 3,751,395 10,051,833 Birmingham Smithfield Fees 0 450,176 0 0 Former Curzon Station 0 1,500,000 500,000 0 Site Development and Access 3,355,000 2,500,000 0 0 Wider Curzon Programme 0 0 0 0 Infrastructure New Wholesale Markets 10,000,000 0 0 0 Metro Extension New Street to Centenary Square 15,950,000 0 0 4,474,000 Centenary Square 10,550,000 0 0 0 Pinch Points Highway Network 3,520,396 783,474 0 0 Metro Extension to East Birmingham and Solihull 0 0 0 0 One Station 373,909 244,221 0 0 Snow Hill Public Realm 275,000 0 1,693,800 926,200 Southside Public Realm 816,631 187,932 7,028,000 0 HS2 Curzon Station Public Realm 590,420 2,438,242 521,683 1,779,857 Unallocated 0 0 0 0 Digbeth Public Realm 0 1,115,000 3,885,000 6,500,000 GBSLEP Recycling Fund 0 0 0 0 HS2 Interchange Site 0 0 0 0 EZ Management Information System 0 90,000 0 0 CAPITAL PROJECT 121,279,671 42,286,793 33,108,406 33,965,131 REVENUE Business Support Business and Skills Development 0 0 50,000 150,000 Simplified Planning - Graduate 154,735 0 0 0 Digital Connectivity 464,957 0 0 0 Marketing/Strategy 210,630 50,200 60,000 175,000 Investment and Relocations 1,022,611 363,723 33,838 0 Programme Delivery Team 1,884,518 1,621,213 1,621,214 2,033,184 Birmingham Smithfield Development 915,075 0 0 0 Wider Curzon Programme 485,555 65,122 0 0 Connecting Economic Opportunities 391,554 91,994 0 0 Site Development and Acess Rev 87,838 0 0 0 Curzon Project Development 18,000 150,000 200,000 250,000 REVENUE PROJECT 5,635,473 2,342,252 1,965,052 2,608,184 Inflation Allowance 0 58,556 49,126 65,205 REVENUE PROJECT INCLUDING INFLATION ALLOWANCE 5,635,473 2,400,808 2,014,178 2,673,389 TOTAL CAPITAL AND REVENUE PROJECT 126,915,144 44,687,601 35,122,584 36,638,520
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Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Total All Years 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-46 £ £ £ £ £ £ £ £
3,942,257 336,911 0 0 0 0 0 139,067,000 19,905,690 821,193 0 0 0 0 115,469,889 150,000,000 0 0 0 0 0 0 0 450,176 0 0 0 0 0 0 0 2,000,000 0 0 0 0 0 0 0 5,855,000 0 0 0 0 0 0 257,200,000 257,200,000
0 0 0 0 0 0 0 10,000,000 0 0 0 0 0 0 0 20,424,000 0 0 0 0 0 0 0 10,550,000 0 0 0 0 0 0 336,674 4,640,544 48,100,000 46,200,000 44,500,000 44,500,000 0 0 0 183,300,000 0 0 0 0 0 0 0 618,130 0 0 0 0 0 0 0 2,895,000 0 0 0 0 0 0 2,031,870 10,064,433 4,275,857 15,638,236 20,801,535 13,954,170 0 0 0 60,000,000 0 0 0 0 0 0 70,407 70,407 17,400,000 13,400,000 13,400,000 13,400,000 13,400,000 0 3,900,000 86,400,000 0 0 5,000,000 5,000,000 5,000,000 5,000,000 0 20,000,000 0 0 0 0 0 0 20,000,000 20,000,000 0 0 0 0 0 0 0 90,000 93,623,804 76,396,340 83,701,535 76,854,170 18,400,000 5,000,000 399,008,841 983,624,691
250,000 400,000 450,000 450,000 450,000 300,000 19,913,495 22,413,495 0 0 0 0 0 0 0 154,735 0 0 0 0 0 0 0 464,957 300,000 300,000 591,995 200,000 200,000 200,000 5,404,818 7,692,643 0 0 0 0 0 0 0 1,420,172 513,000 513,000 513,000 513,000 513,000 313,000 3,643,000 13,681,129 0 0 0 0 0 0 0 915,075 0 0 0 0 0 0 0 550,677 0 0 0 0 0 0 0 483,548 0 0 0 0 0 0 5,465 93,303 250,000 250,000 250,000 250,000 250,000 250,000 33,701,825 35,819,825 1,313,000 1,463,000 1,804,995 1,413,000 1,413,000 1,063,000 62,668,603 83,689,559 32,825 36,575 45,125 35,325 35,325 26,575 1,566,715 1,951,352 1,345,825 1,499,575 1,850,120 1,448,325 1,448,325 1,089,575 64,235,318 85,640,911 94,969,629 77,895,915 85,551,655 78,302,495 19,848,325 6,089,575 463,244,159 1,069,265,602
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26 Appendix 2 - Forecast and actual outputs
Code Output description Year 1-7 Year 8 Year 9 Year 10 2012-18 2019-20 2020-21 2021-22
1 Land reclaimed and made ready (ha) 16 1 1 2
2 Investment (£m) 724 132 93 88
2a Investment - Public (£m) 126 12 23 16
2b Investment - Private (£m) 598 120 70 72
3 Land developed (sqm) (000) 208 70 35 151
3a Number of homes 118 0 1,278 284
4 Number of businessess locating in the EZ 65 7 8 11
5* Total number of gross jobs created (FTE) 9,258 3,582 4,959 4,461
5a* Number of gross workplace jobs created 6,814 2,483 5,276 5,436
5b* Number of gross workplace jobs created (FTE) 5,141 1,923 4,060 4,179
5c* Number of gross construction jobs person year 5,047 2,034 1,103 346
5d* Number of gross construction jobs person year (FTE) 4,117 1,659 899 282
6 Uplift in Business Rates (£m) per annum 13 7 18 27
7 EZ Investment Programme Total Expenditure (£m) 127 45 35 37
7a EZ Investment Programme Capital Expenditure (£m) 121 42 33 34
7b EZ Investment Programme Revenue Expenditure (£m) 6 2 2 3
8a* Net Additional Gross Value Added (GVA) (£m) - Birmingham once all developments are fully complete and operational 111 47 79 171
8b* Net Additional Gross Value Added (GVA) (£m) - GBSLEP once all developments are fully complete and operational 102 43 72 157
* EZ Impact Assessment
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27
Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Tota target of EZ 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-46 Year 2020-46
0 1 1 4 5 1 28 60
150 106 120 105 133 592 1,853 4,096
10 4 0 0 0 0 0 191
140 102 120 105 133 592 1,853 3,905
40 50 13 39 41 75 378 1,100
59 160 406 273 770 252 5,744 9,345
12 16 15 14 17 4 71 240
4,597 3,173 2,478 4,333 2,943 2,833 29,179 71,796
5,398 3,070 1,814 4,765 3,572 3,248 27,991 69,867
4,161 2,356 1,378 3,732 2,722 2,481 22,039 54,172
535 1,003 1,348 737 271 431 8,754 21,608
436 818 1,100 601 221 352 7,140 17,624
34 38 40 47 53 56 1,839 2,172
95 78 86 78 20 6 463 1,069
94 76 84 77 18 5 399 984
1 1 2 1 1 1 64 86
186 188 109 64 164 123 1,094 2,335
170 172 99 59 150 113 1,001 2,137
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28 Appendix 3 - Key project indicators 2019/2020
Theme/Project Reference 1st Quarter April - June
Strategic Site Investment
Paradise Circus Phases 1, 2 and 3
Curzon Site Enabling Works - Former Curzon Building Contractual documentation completed. Works to start on site.
Birmingham Smithfield
Infrastructure
Metro Extension Centenary Square
Centenary Square Improvements Delivery of lighting columns and installation. Project completion.
Pinch Points - Ashted Circus
Pinch Points - Holloway Circus
Southside Public Realm Public consultation of concept design.
Snow Hill Public Realm Project 1.1 FBC Cabinet Member Approval and work to start on site.
Ladywell Walk (Closure)/Hurst Street TRO
Moor Street Queensway
Curzon Public Realm Outline Business Case approved by GBSLEP.
Curzon Tram Stop
Digbeth High Street
Bussines Support
Programme Delivery Quarterly performance to GBSLEP PMO.
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Appendix 3 - Key project indicators 2019/2020 29
2nd Quarter July - September 3rd Quarter October - December 4th Quarter January - March
Phase 1 - redevelopment of Chamberlain One Chamberlain Square to be Square and associated public realm. completed and available for occupation by PwC. Creation of new car park.
Main refurbishment works complete.
Approval of full delivery streategy and Development partner/investor contract Project end. business case. agreements signed.
Completion of track laying. Testing and Re-opening of Paradise Circus. Tram Completion of public realm. commissioning. service operational.
Opening launch. Project completion report.
Defect correction period completion.
Complete CCTV works and associated BT/ electric supply works.
Outline Business Case approval. Detailed Tenders returned. Construction Full Business Case approval. design develoment. procurement process. Contractor appointed.
Projects 3.1 -3.4 design works complete. Projects 2.1 and 2.2 FBC Cabinet Member Project 2.3 FBC Cabinet Member Approval and work to start on site. Approval.
Completion of remidial works.
Outline Business Case submitted to BCC approval of interim scheme. Options Interim scheme implementation. GBSLEP. appraisal for final scheme.
DAL 5 design complete. Planning Planning application approved. Invitation application submitted. to tender launched.
FBC approval by GBSLEP and BCC. DAL Delivery agreement signed with HS2 and 5 design complete. Planning application WMCA. Invitation to tender launched. submitted.
Preliminary design completed. Consultation on draft FBC. Approval of FBC by GBSLEP and BCC.
Quarterly performance to GBSLEP PMO. Quarterly performance to GBSLEP PMO. Quarterly performance to GBSLEP PMO. Annual Enterprize Zone report.
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30 Appendix 4 - Risk register
Risk Probability Impact
1 Business rates reliefs and appeals exceed the provision provided for, impacting on the Moderate. Moderate. total collectable rates.
2 Business rate collection falls below forecast. Moderate. Moderate.
3 Development fails to materialise in accordance with projections which are vulnerable to Moderate/High. High. wider fluctuations in the economy.
4 Modelled income levels are not sufficient to support LEP projects outside of the EZ. Moderate. High.
5 Key EZ project costs increase due to unforeseen rises in cost or delays. High. High.
6 Short term Treasury rates increase beyond those forecast by Treasury. Moderate. High.
7 Interest from businesses in the EZ does not materialise. Moderate. High.
8 Impact of rating revaluation in 2022 reduces income as there is likely to be downward Moderate. Moderate. pressure on rateable values given the broader economy and property market.
9 Reputational impact of ther GBSLEP on delivering the programme. Moderate. High.
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Appendix 4 - Risk register 31
Mitigation Probability Impact Lead responsibilty
Managed through Financial Reporting System and Low. Low. Programme Delivery Board. contingency allowance. Financial principles reviewed with contingencies increased, resulting in a robust prudent position - January 2019.
To cater for a loss/downturn in overall business rate income, Moderate. Low. Programme Delivery Board. the Accountable Body withholds 15% for all secured business rate income on an annual basis to ensure overall affordability of the programme is maintained.
Investment Plan has categorised the business rates growth Moderate. High. Programme Delivery Board. and a more rigorous management approach has been implemented to align investment decisions with revenue projections. Investment programme financial profile reflects security of revenue income. 15% safety margin also applied to annual EZ income.
Investment Plan has identified the likely date when resources Moderate. High. Programme Delivery Board. could be available for these projects. The availability of this funding will be subject to appropriate Governance arrangements and business case requirements.
Robust assessment of business cases will ensure cost Moderate. High. Programme Delivery Board. estimates are accurate. Budgets managed for wider programme to ensure projects are affordable within available resources.
The City Council applies its treasury management rates Low. High. BCC - Financial Services. to prudential borrowing including the latest projections for future years. On the basis of market knowledge/advice from the money markets, these are adjusted as necessary to provide for the most realistic borrowing rates.
Implementation of marketing/promotions in line with Low. High. Programme Delivery Board. resources identified in Investment Plan.
5% of gross business rate income allocated within the model Moderate. Low. BCC - Financial Services. to mitigate against reduction in business rates received per rates revaluation review.
Monitored by the GBSLEP Executive and managed by the Moderate/Low. High. Programme Delivery Board. Programme Delivery Board.
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Co-ordinating O&S Committee: Work Programme 2019/20 Chair Cllr Carl Rice Deputy Chair Cllr Kath Scott Committee Members: Cllrs: Deirdre Alden, Tahir Ali, Albert Bore, Debbie Clancy, Liz Clements, Roger Harmer, Charlotte Hodivala, Penny Holbrook, Mariam Khan and Rob Pocock Committee Support: Scrutiny Team: Emma Williamson (464 6870) Committee Manager: Marie Reynolds (464 4104)
1 Terms of Reference 1.1 To plan and co-ordinate the work of all the O&S Committees. To fulfil the functions of an O&S Committee as they relate to any policies, services and activities concerning governance (including transparency, regional working and partnerships); citizens (including communications and public engagement); performance; customer services and emergency planning.
2 Meeting Schedule
Date Item Officer contact
14 June 2019 Deputy Leader: update Rose Horsfall, Cabinet Support 10.00 am Officer Committee Room 3&4 JNC re-structure – deferred from April 2019 Dawn Baxendale, Chief Report Deadline: 5 Jun 19 Executive; Dawn Hewins, Director HR
Review of Call-In Procedure Emma Williamson, Head of Scrutiny Services
12 July 2019 Leader of the Council: Priorities, including Rebecca Grant, Cabinet Support 10.00 am Investment in the city Officer Committee Room 3&4 West Midlands Combined Authority
Report Deadline: 3 Jul 19
06 September 2019 To be confirmed: Customer services Emma Williamson, Head of 10.00 am Scrutiny Services Committee Room 3&4 Late reports (following motion to City Council on Emma Williamson, Head of Report Deadline: 28 Aug 1/06/19) Scrutiny Services 19
Co-ordinating Overview & Scrutiny Committee Work Page 0161 of 98Programme, July 2019 Item 7
Date Item Officer contact
04 October 2019 10.00 am Committee Room 3&4
Report Deadline: 25 Sep 19
08 November 2019 10.00 am Committee Room 3&4
Report Deadline: 30 Oct 19
06 December 2019 10.00am Committee Room 3&4
Report Deadline: 27 Nov 19
10 January 2020 Committee Room 3&4
Report Deadline: 31 Dec 19
07 February 2020 Committee Room 3&4
Report Deadline: 29 Jan 20
06 March 2020 Committee Room 3&4
Report Deadline: 26 Feb 20
03 April 2020 Committee Room 3&4
Report Deadline: 25 Mar 20
3 Items to be scheduled Review of Scrutiny – terms of reference to be agreed
Co-ordinating Overview & Scrutiny Committee Work Page 0262 of 98Programme, July 2019 Item 7
4 Other Meetings Informal Meetings 12th July 2019 Informal meeting to discuss draft report for the Full Council inquiry
Call in None scheduled
Petitions None scheduled
Councillor Call for Action requests None scheduled
5 Forward Plan 5.1 Below is an extract of the Forward Plan, detailing those decisions relating to this Committee’s remit. Leader Ref No. Title Proposed Date of Decision 006653/2019 Refresh of Council Plan 30 Jul 19 004101/2017 Enterprise Zone Investment Plan 2019 30 Jul 19 005423/2018 BCC International Strategy 17 Sep 19
Deputy Leader Ref No. Title Proposed Date of Decision 006060/2019 Dollman St – Post Room Options 30 Jul 19 006771/2019 Performance Monitoring, April to May 2019 30 Jul 19
6 Scrutiny Reports to City Council
O&S Committee Report Title Date for Council
Co-ordinating Full Council Meeting September 2019
Health and Social Care Period Poverty November 2019
Co-ordinating Overview & Scrutiny Committee Work Page 0363 of 98Programme, July 2019 Item 7
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Work Outline Customer Services DRAFT Co-ordinating Overview and Scrutiny Committee
Our key question: How can BCC improve the experience of those using council services?
1. How is O&S adding value By focusing on the customer experience and tackling areas of persistent failure, the Committee can assist the City Council to improve services most through this work? affecting citizens.
2. What needs to be done? There would be three elements to this work:
1) The call-centre and councillor enquiries: to understand current performance and identify any areas for improvement What does the evidence tell us about how the call centre operating – call volumes, call types, complaints, comments etc and how matters are escalated if needed; What are some of the issues facing citizens – to identify some case study examples from councillor enquiries to understand the experience of citizens and how this might be improved.
This work would be led by the Co-ordinating O&S Committee – September?
2) Service Delivery: two or three service areas to be identified using data provided by the customer services team (including complaints, councillor queries, performance data etc), which could then be explored in detail to get to the root cause of the problem and therefore identify areas for improvement.
This work could be conducted in two or three half day evidence gathering sessions.
3) Engagement with citizens: to understand how engagement with citizens is currently carried out, both to inform services but also in encouraging participation in decision-making (as highlighted during the inquiry into Full Council, including how a genuinely participative process for policy making could be explored, perhaps on the Highbury Conference model and involving a citizen’s jury, to develop green papers/white papers, facilitating “bottom-up” policy making; and how public questioning of the Executive might be enhanced).
This work would be led by the Co-ordinating O&S Committee.
3. What timescale do we The evidence gathering to take place July to October Final report back to Co-ordinating – November/December 2019 propose to do this in?
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Customer Services DRAFT
Final report back to the Deputy Leader -– November/December 2019 City Council meeting (if required): December 2019
4. What outcomes are we A set of recommendations to the Deputy Leader, possibly to be presented to Full Council. looking to achieve?
5. What is the best way to See above achieve these outcomes and what routes will we use?
Member / Officer Leads
Lead Member: Cllr Carl Rice
Lead Officer: Emma Williamson, Head of Scrutiny Services
Time Frame for Core Phases of the Inquiry
Meetings and evidence- July to October 2019 gathering sessions:
Drafting the report: October/November 2019
Consideration of the draft November 2019 report by the Committee:
8-Day rule: Executive Comment: November 2019
Reporting to the City Council: December 2019
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Commonwealth Games, Culture & Physical Activity O&S Committee: Work Programme 2019/20 Chair: Cllr Marian Khan Deputy Chair: Cllr Alex Aitken Committee Members: Cllrs: Morriam Jan, Ewan Mackey, Zhor Malik, Hendrina Quinnen, Ron Storer and Martin Straker Welds Officer Support: Rose Kiely, Group Overview & Scrutiny Manager (303 1730) Amanda Simcox, Scrutiny Officer (675 8444) Committee Manager: Louisa Nisbett (303 9844)
1 Terms of Reference 1.1 ‘To fulfil the functions of an Overview and Scrutiny Committee as they relate to any policies, services and activities concerning the Commonwealth Games; arts and culture; libraries and museums; sport; events and physical activity’.
2 Priority Issues and Items to be Scheduled 2.1 The following were highlighted at the informal meeting as potential priorities: Commonwealth Games 2022 and site visits (to include how Children in Care are going to be involved). Cycling. Women in Sport.
3 Meeting Schedule 3.1 Below is the list of committee dates and items. However, Members may want to use some of these dates for other things, such as visits and informal briefings etc.
Date, Committee Session / Outcome Officers / Attendees Room 6 Start at 1.30pm
3 July 2019 Meeting to discuss the Work Programme and Neil Carney, Programme Director - priorities. Commonwealth Games; Andrew Slattery, Programme Manager - Commonwealth Games; Symon Easton, Head of Cultural Development and Chris Jordan, AD, Neighbourhoods.
Commonwealth Games, Culture and Physical Activity Page 0167 of 98O&S Committee, July 2019 Item 7
Date, Committee Session / Outcome Officers / Attendees Room 6 Start at 1.30pm
4 September 2019 Commonwealth Games (tbc) Cllr Ian Ward, Leader; Neil Carney, Programme Director - Commonwealth Report Deadline: Games and Andrew Slattery, Programme 26 August 2019 Manager - Commonwealth Games (tbc)
Draft Walking and Cycling Strategy and Alison Kennedy and Andy Middleton (tbc) Infrastructure Plan (tbc)
2 October 2019 Draft Walking and Cycling Strategy and Alison Kennedy and Andy Middleton (tbc) Infrastructure Plan (tbc) Report Deadline: 23 September 2019
6 November 2019 Cllr Jayne Francis, Cabinet Member for Laura Hendry, CSO Education, Skills & Culture Report Deadline: 28 October 2019
4 December 2019
Report Deadline: 25 November 2019
15 January 2020 Committee Room 2
Report Deadline: 6 January 2020
5 February 2020
Report Deadline: 27 January 2020
4 March 2020
Report Deadline: 24 February 2020
1 April 2020 Cabinet Member Update (tbc)
Report Deadline: 23 March 2020
4 Other Meetings
Call in Meetings
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None scheduled
Petitions
None scheduled Councillor Call for Action requests
None scheduled It is suggested that the Committee approves Wednesday at 1.30pm as a suitable day and time each week for any additional meetings required to consider 'requests for call in' which may be lodged in respect of Executive decisions.
5 Report(s) to City Council 5.1 To be agreed.
Date Item
6 Forward Plan for Cabinet Decisions 6.1 The following decisions, extracted from the Cabinet Office Forward Plan of Decisions, are likely to be relevant to the Learning, Culture and Physical Activity O&S Committee’s remit. Leader Proposed Date of Date of ID Number Title Decision Decision 005280/2018 Midlands Art Centre - new lease 30 Jul 19 005423/2018 BCC International Strategy 17 Sep 19 005626/2018 Securing the legacy of the Commonwealth Games Village through 29 Oct 19 InReach 006004/2019 Master Plan for the Alexander Stadium 25 Jun 19 25 Jun 19
Cabinet Member for Education, Skills and Culture Proposed Date of Date of ID Number Title Decision Decision 006618/2019 Commissioning of Arts Activities 2019-20 25 Jun 19 25 Jun 19
6.2 The following are relevant joint decisions made by the Cabinet Member and Chief Officers. Ref No Title Cabinet Member & Lead Officer Date of Decision 006682/2019 Commonwealth Games – Athletes Village Report to the Leader and the Cabinet 6 Jun 19 Member for Finance and Resources jointly with the Director, Inclusive Growth and Chief Finance Officer
Commonwealth Games, Culture and Physical Activity Page 0369 of 98O&S Committee, July 2019 Item 7
Economy & Skills O&S Committee: Draft Work Programme 2019/20 Chair: Cllr Tahir Ali Committee Members: Cllrs John Clancy, Chaman Lal, Simon Morrall, Julien Pritchard, Lou Robson, Lucy Seymour-Smith and Ken Wood
Scrutiny Officers: Rose Kiely (303 1730) & Baseema Begum (303 1668) Officer Support: Committee Manager: Errol Wilson (675 0955)
1 Meeting Schedule
Date What Officer Contact / Attendees
19th June 2019 Smithfield Petition Richard Cowell, Assistant Director, Development/ James Tucker – 1030 hours Petitioner/Cllr Jayne Francis Committee Room 6 Work Programme discussion on key Committee discussion Report deadline: 10th June Economy & Skills issues
10th July 2019 Smithfield Masterplan discussion Cllr Ian Ward, Leader; Waheed Nazir, Strategic Director, **1630 hours** Inclusive Growth Committee Room 6 Janet Kidner, Operations Director, Birmingham Smithfield – Development Report deadline: 28th June (Europe), Lendlease and Adriano Maio, Finance & Commercial Director, New Business – Development (Europe), Lendlease [TBC]
11th September 2019 West Midlands Pension Fund Rachel Brothwood Director of Pensions and Jill Davys, Assistant Director - 1030 hours Investments and Finance, West Committee Room 2 Midlands Pension Fund
Report deadline: 2nd Sept
9th October 2019 Smithfield Masterplan – Community TBC discussion **Venue to be confirmed**
Report deadline: 30th Sept
Economy & Skills O&S Committee Page 0170 of 9810th July 2019 Item 7
Date What Officer Contact / Attendees
6th November 2019 The economic impact of the Clean Air Cabinet Member for Transport & Zone (CAZ) on businesses within the Environment; City Centre Business 1030 hours CAZ area Improvement Districts (Colmore, Committee Room 2 Jewellery Quarter, Retail, Southside and Westside); Chamber of Commerce to be Report deadline: 28th Oct invited
East Birmingham & North Solihull Mark Gamble, Delivery Manager Regeneration Strategy - Update (TBC)
4th December 2019 Cabinet Member for Education, Skills & Cllr Jayne Francis (Laura Hendry, CSO) Culture 1030 hours
Committee Room 2 6 monthly update: Youth Promise Plus TBC programme Report deadline: 25th Nov
29th January 2020 Leader’s portfolio update Cllr Ian Ward, Leader
1030 hours Media & Communication Strategy to Birmingham City Council Committee Room 2 promote opportunities to young people Marketing/Communications (TBC) from deprived communities West Midlands Growth Company (TBC) Report deadline: 20th Jan
26th February 2020 Business Improvement Districts (TBC) TBC
1030 hours Committee Room 2
Report deadline: 17th Feb
25th March 2020 Skills and Employment issues: Visit to TBC South and City College, Digbeth (TBC) 1030 hours Committee Room 2
Report deadline: 16th Mar
22nd April 2020 6 monthly update: Youth Promise Plus TBC programme (TBC) 1030 hours
Committee Room 2
Report deadline: 13th Apr
2 Other Meetings
Call in Meetings
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None scheduled
Careers Advice in Schools Working Group Meetings 4th March 2019, 4.30pm, Room 335, Scrutiny Office 26th March 2019, 4.30pm, Room 335, Scrutiny Office
West Midlands Pension Fund Member Discussion Group 26th March 2019, 10.00am, Room 335, Scrutiny Office
Petitions ‘Park at Smithfield – Petition No:2104’, Wednesday 19th June, 10.30am, Committee Room 6, Council House
Councillor Call for Action requests
None scheduled
It is suggested that the Committee approve Wednesday at 1030 hours as a suitable day and time each week for any additional meetings required to consider 'requests for call in' which may be lodged in respect of Executive decisions.
Contact Officers Rose Kiely, Group Overview and Scrutiny Manager, [email protected] – 0121 303 1730 Baseema Begum, Research & Policy Officer, [email protected] – 0121 303 1668
3 Forward Plan for Cabinet Decisions The following decisions, extracted from the Cabinet Office Forward Plan of Decisions, are likely to be relevant to the Economy & Skills O&S Committee’s remit. Please note this is correct at the time of publication.
Reference Title Portfolio Proposed Date of Decision 004101/2017 Enterprise Zone Investment Plan 2019 Leader 30 Jul 2019
005280/2018 Midlands Art Centre - new lease Leader 30 Jul 2019
006350/2019 Property Investment Strategy Leader 30 Jul 2019
006370/2019 Icknield Port Loop Deed of Variation Leader 30 Jul 2019
Economy & Skills O&S Committee Page 0372 of 9810th July 2019 Item 7
Reference Title Portfolio Proposed Date of Decision 006719/2019 Future Operating Model Consultation for Business Improvement Leader 30 Jul 2019 Districts (BIDs) and other Business Groups
006208/2019 HS2 Curzon Station Public Realm Project Delivery Costs Leader 17 Sep 2019
006426/2019 Property Prospectus - Tenders Leader 17 Sep 2019
006459/2019 Appointment of Development Partner for Leader 17 Sep 2019 Birmingham Smithfield 006461/2019 Public Consultation on the Parking Supplementary Leader 17 Sep 2019 Planning Document 005423/2018 BCC International Strategy Leader 17 Sep 2019
005626/2018 Securing the legacy of the Commonwealth Games Village Leader 29 Oct 2019 through InReach
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Education and Children’s Social Care O&S Committee: Work Programme 2019/20 Chair: Cllr Kath Scott Deputy Chair: Cllr Safia Akhtar Committee Members: Cllrs: Mohammed Aikhlaq, Barbara Dring, Kerry Jenkins, Suzanne Webb and Alex Yip (plus a vacancy) Education Representatives: Omar Hanif, Parent Governor; Adam Hardy, Roman Catholic Diocese; Rabia Shami, Parent Governor and Sarah Smith, Church of England Diocese Officer Support: Rose Kiely, Group Overview & Scrutiny Manager (303 1730) Amanda Simcox, Scrutiny Officer (675 8444) Sarah Stride, Committee Manager (303 0709)
1 Terms of Reference 1.1 To fulfil the functions of an Overview and Scrutiny Committee as they relate to any policies, services and activities concerning schools and education, the Children’s Trust, vulnerable children, corporate parenting and other child social care and safeguarding functions of the council.
2 Priority Issues and Items to be Scheduled 2.1 The following were highlighted as the priority issues: • Adoption and Fostering. • Business Improvement (including complaints, quality assurance, key productivity improvement) – pencilled in for November 2019.
• Children Missing Education / Exclusions. • Children’s Trust (October 2019) and a visit(s) to be arranged. • Child Poverty (pencilled in for February 2020). • Corporate Parenting (July 2019). • Mental Health – update from Forward Thinking Birmingham (January 2020). • School Attainment and School Improvement (October 2019 & pencilled in for March 2020). • Safeguarding (Birmingham Safeguarding Children Partnership September 2019). • School Finance.
Education & Children’s Social Care O&S Committee, Page 0174 of 98July 2019 Item 7
• Special Educational Needs and Disabilities (SEND). To include
o Home to School Transport (Travel Assist, 0-25 Policy, ATG). o School Place Planning and Admissions.
3 Meeting Schedule 3.1 Below is the proposed list of committee dates.
All at 10am in Items Officers / Attendees Committee Room 6
12 June 2019 Informal meeting to discuss the Work Programme and priorities.
10 July 2019 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing: Report Deadline: (Remit and priorities for the year ahead 1 July 2019 2019/20)
Special Educational Needs and Disabilities Paul Senior, Acting AD, SEND (SEND)
To include the response to the DfE call for evidence)
Corporate Parenting Board Update Andy Couldrick, Chief Executive, Children’s Trust; David Stringfellow, Director for Commissioning and Corporate Parenting and Natalie Loon, Corporate Parenting Manager
11 September 2019 Cllr Jayne Francis, Cabinet Member for Laura Hendry, CSO Education, Skills and Culture Report Deadline: 2 September 2019 To include: • Remit and priorities for the year ahead 2019/20. • Strategy regarding academisation / deficit transfers.
SEND (update on SEND to include the Rachel O’Connor, Lead Officer – SEND / Sufficiency of Provision for Children with SEND Assistant Chief Executive for Birmingham and WSoA) and Solihull Sustainability & Transformation Partnership (STP) and Paul Senior, Acting AD, SEND
Birmingham Safeguarding Children’s Board Penny Thompson, Chair of BSCP and Annual Report 2018/19 and launch of Simon Cross, Business Manager Birmingham Safeguarding Children’s Partnership
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All at 10am in Items Officers / Attendees Committee Room 6
Birmingham Against Female Genital Mutilation Detective Inspector Wendy Bird, Chair of (BAFGM) Annual Report 2018/19 – to be BAFGM presented when the BSCP’s Annual Report is presented
9 October 2019 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing Report Deadline: 30 September 2019 Children’s Trust Annual Review Andy Couldrick, CEX, Children’s Trust
SEND Paul Senior, AD, SEND
Exclusions Lisa Fraser, AD, Education and Early Years
School Attainment Dr Tim O’Neill, Director for Education and Skills and Julie Young, AD, Education Backward view of performance for previous Safeguarding academic year. To include: • How well are we doing? • How are we supporting schools? • Where do we need to focus our attention?
13 November 2019 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing
Report Deadline: 4 Business Improvement (including complaints, Dr Tim O’Neill, Director for Education November 2019 quality assurance, key productivity (TBC) improvement) - TBC
11 December 2019 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing
Report Deadline: 2 TBC TBC December 2019
22 January 2020 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing Report Deadline: 13 January 2020 Forward Thinking Birmingham, Birmingham Elaine Kirwan, Associate Director of Women’s and Children’s NHS Foundation Trust Nursing MHS/FTB, Birmingham Women’s and Childrens NHSFT and Erin Docherty Senior Nurse Lead
12 February 2020 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing
Education & Children’s Social Care O&S Committee, Page 0376 of 98July 2019 Item 7
All at 10am in Items Officers / Attendees Committee Room 6
Report Deadline: 3 Update on the Child Poverty Action Forum Councillor John Cotton, Cabinet Member February 2020 (TBC) for Social Inclusion, Community Safety & Equalities; Prof Simon Pemberton, Co- Chair and Suwinder Bains, Cohesion and Partnerships Manager; Marcia Wynter, Cabinet Support Officer
11 March 2020 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing Report Deadline: 2 March 2020 School Attainment (detailed data) and School Dr Tim O’Neill, Director For Education and Improvement (TBC) Skills; Julie Young, AD Education Safeguarding; Tim Boyes, CEX, BEP; Tracy Ruddle, Director of Continuous School Improvement, BEP and Shagufta Anwar, Senior Intelligence Officer
8 April 2020 Cllr Kate Booth, Cabinet Member for Children’s Suman McCartney, CSO Wellbeing
Report Deadline: 30 Cllr Jayne Francis, Cabinet Member for Laura Hendry, CSO March 2020 Education, Skills and Culture (TBC)
Childcare Sufficiency Annual Report (TBC) Sarah Sinclair, AD, Children and Young People Commissioning, Lindsey Trivett, Head of Early Years, Childcare and Children’s Centres and Clare Nankivell, Data, Performance & Information Strategy Manager
4 Other Meetings
Call in Meetings None Scheduled
Petitions None scheduled
Councillor Call for Action requests None scheduled
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5 Report to City Council / Pieces of Work • The Learning, Culture and Physical Activity undertook evidence gathering for the Young People and Mental Health Inquiry. Members have requested an update from Forward Thinking Birmingham on this.
• SEND and Exclusions. • Fostering and Adoption.
6 Outstanding Tracking
Inquiry Outstanding Recommendations Date of Tracking Corporate Parenting R1 – R7 Update rec’d 18 Oct 17 & Update on recommendations due on 17 April 2019 Annual Report 14 Feb 18 4 April 2017 report to City Council R01 - Councillors to commit to at least one activity from the ‘menu of involvement’. This will then be published on the Council’s website. A follow-up survey will be undertaken by the Scrutiny Office in nine months requesting an update from Councillors on this. Responsibility - All Councillors, by April 2017 (Achieved – late).
R02 - The menu of involvement for Councillors is developed into a corporate parenting handbook for Councillors for May 2018. This will include providing Councillors with examples of how they can undertake each task. Responsibility: Cabinet Member for Children, Families and Schools by May 2018 (this was in progress at the last update).
R03 - Training is offered to Councillors in the first couple of weeks of becoming a Councillor. Responsibility: Deputy Leader by May 2018 (in progress at the last update).
R04 - Every children’s home in Birmingham that has a Birmingham child in care is visited by the end of July 2017 and the District Corporate Parent Champions ensure this happens. Responsibility: District Corporate Parent Champions by July 2017 (Not Achieved - Progress Made at the last update).
R05 - Supporting documentation for completing cabinet reports includes a requirement that consideration is given as to any impact of the proposals on children in care. If there are likely impacts, the cabinet report should include this in the body of the report. Responsibility: Cabinet Member for Transparency, Openness and Equality by October 2017 (Achieved).
R06 - The AD, Children in Care Provider Services presents an annual Corporate Parenting Board report to the Schools, Children and Families O&S Committee. Responsibility: Cabinet Member for Children, Families & Schools by Feb 2018 (Annual report received 14 February 2018).
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7 Useful Acronyms ASTI = Assessment and Short Term EHE = Elective Home Education SEN = Special Educational Needs Intervention FGM = Female Genital Mutilation SENAR = SEN Assessment and Review BEP = Birmingham Education SENDIASS = SEND Information, Advice Partnership Key Stage 1(Ages 5-7) Years 1 and 2 and Support Service BSCP = Birmingham Safeguarding Key Stage 2 (Ages 7-11) Years 3, 4, 5 & 6 SENCO = Special Educational Needs Children Partnership Key Stage 3 (Ages 11-14) Years 7, 8 & 9 Coordinator CAFCASS = Child & Family Court Key Stage 4 (Ages 14-16) Years 10 & 11 SEND = Special Educational Needs and Advisory Support Service Disabilities Key Stage 5 (ages 16 – 18) CAMHS = Child and Adolescent SGOs = Special Guardianship Orders Mental Health Services MASH = Multi Agency Safeguarding Hub UASC = Unaccompanied Asylum Seeking CASS = Children’s Advice and NEET = Not in Education, Employment or Children Support Service Training YOT = Youth Offending Team CICC = Children in Care Council NRPF = No Recourse to Public Funds COBS = City of Birmingham School Ofsted = Office for Standards in Education CSE = Child Sexual Exploitation
8 Forward Plan for Cabinet Decisions 8.1 The following decisions, extracted from the Cabinet Office Forward Plan of Decisions, are likely to be relevant to the Education and Children’s Social Care O&S Committee’s remit.
Cabinet Member for Children’s Wellbeing Proposed Date of ID Number Title Date Decision 005639/2018 Options for Next Stage of Early Years Health & Wellbeing Contract 17 Sep 19 006590/2019 Birmingham Children’s Trust Independent Fostering Agency Development - 25 Jun 19 Plan 2019/20 Incorporating Actions Following the Ofsted Inspection of IFA 006601/2019 Decision Called In – Travel Assistance Policy for 0-25 Year Olds in Education - 22 May 19 006605/2019 Youth Justice Strategic Plan 2019/22 25 Jun 19 25 Jun 19
Cabinet Member for Education, Skills and Culture Proposed Date of ID Number Title Date Decision 000232/2015 School Organisation Issues which may include Closures, Amalgamations, 30 Jun 17 Opening of a new school – Standing Item 005068/2019 Home To School Transport – Medium-Term Service Provision Arrangements 22 May 19 22 May 19 006447/2019 Al-Hijrah School Conversion from Voluntary Aided School to Academy Status 25 Jun 19 25 Jun 19 006450/2019 St. Benedict’s Primary School FBC and Contract Award 25 Jun 19 25 Jun 19 006451/2019 Turves Green Girls School FBC and Contract Award 25 Jun 19 25 Jun 19 006537/2019 Surrender of lease 48-68 Stour Street, Ladywood 25 Jun 19 25 Jun 19 006641/2019 Contract Award: Home to School Transport 30 Jul 19 006742/2019 Update on John Willmott Academy Conversion from Community School to - 25 Jun 19 Academy Status 006756/2019 Kings Norton Boys' School Full Business Case and Contract Award 30 Jul 19
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Deputy Leader Proposed Date of ID Number Title Date Decision 006580/2019 Performance Monitoring End of Year Report April 2018 to March 2019 25 Jun 19 25 Jun 19 006771/2019 Performance Monitoring, April to May 2019 30 Jul 19
8.2 The following are relevant joint decisions made by the Cabinet Member and Chief Officers. Ref No Title Cabinet Member & Lead Officer Date of Decision 006666/2019 Revocation of Proposal to Establish a Cabinet Member for Education, Skills 4 Jun 2019 Sixth-Form at Turves Green Boys and Culture & Director of Education & Skills 006669/2019 Proposal to Increase the Number of Pupil Cabinet Member for Education, Skills 4 Jun 2019 Places at The Pines School and Culture & Director of Education & Skills 006730/2019 Proposal to Transfer Oscott Manor School Cabinet Member for Education, Skills and 14 Jun 2019 to a new site Culture & Director for Education & Skills 006732/2019 Proposal to Alter the Age Range to Cabinet Member Education, Skills and 14 Jun 2019 remove Nursery Provision at Gunter Culture & Director for Education & Skills Primary School
Education & Children’s Social Care O&S Committee, Page 0780 of 98July 2019 Item 7
Health and Social Care Overview & Scrutiny Committee 2019/20 Work Programme
Committee Members: Chair: Cllr Rob Pocock
Cllr Mick Brown Cllr Zaheer Khan Cllr Diane Donaldson Cllr Ziaul Islam Cllr Peter Fowler Cllr Paul Tilsley Cllr Mohammed Idrees
Committee Support: Scrutiny Team: Rose Kiely (303 1730) / Gail Sadler (303 1901) Committee Manager: Errol Wilson (675 0955) Schedule of Work
Meeting Committee Agenda Items Officers Date 4th June 2019 Work Programme Workshop Dr Justin Varney, (Informal) Director of Public Public Health Performance Indicators Health; Rebecca Bowley, Head of Adult Social Care Performance Indicators Business Improvement and Support (Adult Draft Quality Accounts Social Care); Maria Gavin, AD, Quality & Improvement, Adult Social Care; David Rose, Performance Management Officer (Adult Social Care); Max Vaughan, Behaviour Service Integration Manager; Adult Social Care; Carol Herbert, Clinical Quality Assurance Programme Manager, BCHC.
18th June 2019 Appointments to Deputy Chair and JHOSCs Send out: 6th June 2019 Minor Surgery and Non Obstetric Ultrasound Services (NOUS) Listening Angela Poulton, Deputy Exercise Chief Officer – Strategic Commissioning & Redesign; Kally Judge, Commissioning Engagement Officer, Sandwell and West Birmingham CCG.
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18th June 2019 Period Poverty – Evidence Gathering Neelam Heera, Founder Send out: of the Charity 6th June 2019 Organisation ‘Cysters’
16th July 2019 Period Poverty – Evidence Gathering Councillor John Cotton, Send out: Cabinet Member for 4th July 2019 Social Inclusion, Community Safety and Equalities.
Dr Justin Varney, Director of Public Health.
Soulla Yiasouma, Joint Head of Youth Services.
Adult Social Care Performance Monitoring Scorecard – End of Year 18/19 Maria Gavin, AD, Quality & Improvement, Adult Social Care; David Rose, Performance Management Officer.
Draft Response to the Day Care Opportunities Consultation Strategy – For Cllr Rob Pocock comment
Enablement Review – Draft Scoping Paper Cllr Rob Pocock
13th August Enablement Review – Evidence Gathering 2019 Send out: 2nd August 2019 3rd Sept 2019 Enablement Review – Evidence Gathering Send out: 23rd August 2019
17th Sept 2019 Cabinet Member for Health and Social Care Update Report Councillor Paulette Send out: Hamilton; Suman 5th Sept 2019 McCartney, Cabinet Support Officer.
Forward Thinking Birmingham Elaine Kirwan, Associate Director of Nursing.
Period Poverty – Draft Report Cllr Rob Pocock 15th Oct 2019 Public Health Green Paper – Feedback from consultation Dr Justin Varney, Send out: Director of Public 3rd Oct 2019 Public Health Grant – Position Paper Health
Dementia Strategy (new) Zoeta Manning, Senior Integration Manager – Frailty, BSol CCG
Enablement Review – Draft Final Report Cllr Rob Pocock
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19th Nov 2019 The Impact of Poor Air Quality on Health – Tracking Report Mark Wolstencroft, Send out: Operations Manager, 7th Nov 2019 Environmental Protection.
Birmingham Substance Misuse Recovery System (CGL) Max Vaughan, Head of Service, Universal and Prevention – Commissioning
Healthwatch Update:- Andy Cave, Chief Healthwatch Strategy Executive, Healthwatch Update on investigations Birmingham New structure
17th Dec 2019 Send out: 5th Dec 2019
21st Jan 2020 Birmingham Community Healthcare NHS Foundation Trust Draft Quality Colin Graham, Send out: Accounts 19/20 - Briefing Associate Director, 9th Jan 2020 Clinical Governance, BCHC.
18th Feb 2020 Birmingham Sexual Health Services – Umbrella (UHB) Max Vaughan, Head of Send out: Service, Universal and 6th Feb 2020 Prevention – Commissioning
17th March 2020 Send out: 5th March 2020
21st April 2020 Send out: 9th April 2020
MUNICIPAL Mental Health Strategy Update Joanne Carney, Director YEAR 2020/21 of Joint Commissioning, BSol CCG
Childhood Obesity – Stocktake Report Dr Justin Varney, Director of Public Health
Mark Wolstencroft, Update on ‘The Effects of Pollution on Health’ Operations Manager, Environmental Protection
Health & Social Care Overview and Scrutiny Committee Page 0383 of 98 Work Programme – July 2019 Item 7
Items to be scheduled in Work Programme Adult Social Care Commissioning Strategy (Graeme Betts) Ageing Well Programme (Graeme Betts) Shared Lives Service Re-design (Graeme Betts) Neighbourhood Networks Programme (Graeme Betts) Tracking of the Suicide Prevention Action Plan. GP Practice Delivery – (Late 2019) o Partnerships (e.g. Modality) o Universal Patient Offer (Karen Helliwell) STP Strategy – Post Engagement Report (Rachel O’Connor) What matters most? Support people want from general practices in Birmingham (Andy Cave, Healthwatch) Update on the New Social Work Model in Birmingham (Pauline Mugridge) (Early new municipal year) Immunisation and Screening Infant Mortality Joint Strategic Needs Analysis (JSNA) – Autumn 2019. Elizabeth Griffiths to advise date. Integrated Care Systems – Paul Jennings Primary Care Networks Specialist Pancreatic and Liver Services University Hospital Coventry and Warwickshire and UHB.
CHAIR & COMMITTEE VISITS Date Organisation Contact
23rd July 2019 Day Centre Visits Sonia Mais-Rose
INQUIRY: Key Question: How can a sustainable supply of free sanitary products be made available to females in educational establishments and council run buildings and, through engagement with our partners, more widely in buildings/venues across the City? Lead Member: Councillor Rob Pocock Lead Officer: Rose Kiely / Gail Sadler Inquiry Members: Councillors Brennan, Brown, Fowler, Islam, Rashid, Tilsley and Webb Evidence Gathering: June and July 2019 Drafting of Report: September 2019 Report to Council: November 2019
Councillor Call for Action requests
Cabinet Forward Plan - Items in the Cabinet Forward Plan that may be of interest to the Committee
Item no. Item Name Proposed date 005730/2018 A Sustainable Solution for the Future of Wellbeing Services and Hubs 30 July 2019 005920/2019 Adult Social Care and Health – Draft Day Opportunity Strategy 29 October 2019 006656/2019 Public Health Budget 17 September 2019
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Joint Birmingham & Sandwell Health Scrutiny Committee Work Members Cllrs Rob Pocock, Mick Brown, Peter Fowler, Ziaul Islam, Paul Tilsley Meeting Date Key Topics Contacts 24th July 2019 @ Update on Review of Solid Tumour Oncology Cancer Services Scott Hancock, 2.00pm Project Lead, Head Birmingham Update on Recommissioning of Gynae-oncology Services. of Operational Performance and Business Management Support, UHB; Cherry West, Chief Transformation Officer, UHB; Toby Lewis, Chief Executive, Sandwell & West Birmingham NHS Trust; Jessamy Kinghorn, Head of Communications & Engagement – Specialised Commissioning, NHS England (Midlands & East of England).
Further update on the Midland Metropolitan Hospital Toby Lewis, Chief Executive, Sandwell Further update on Measures to Reduce A&E Waiting times at Sandwell & West Birmingham and West Birmingham Hospitals NHS Trust.
Health & Social Care Overview and Scrutiny Committee Page 0585 of 98 Work Programme – July 2019 Item 7
Joint Birmingham & Solihull Health Scrutiny Committee Work Members Cllrs Rob Pocock, Diane Donaldson, Peter Fowler, Zaheer Khan, Paul Tilsley Meeting Date Key Topics Contacts 26th June 2019 Financial Savings Plan 2019/20 including:- Phil Johns, Chief @ 6.00pm o Service Redesign Projects - Finance Officer, BSol (Solihull) . What has been reviewed and what is the CCG outcome of that through cost savings?
UHB - Update on UHB Merger including potential changes to trauma, Fiona Alexander, orthopaedic and gynaecology services Director of Communications UHB; Harvir Lawrence, Director of Planning and Performance, BSol CCG
5th September UHB - Potential changes to trauma and orthopaedic and gynaecology Fiona Alexander, 2019 @ 5.00pm services - Update Director of (Birmingham) Communications UHB; Harvir Lawrence, Director of Planning and Performance, BSol CCG
Birmingham and Solihull Mental Health NHS Foundation Trust including:- Roisin Fallon-Williams, o Introduction to new Chief Executive Chief Executive, o Improvements made since CQC inspection carried out in BSMHFT. November 2018. (Report published April 2019).
Urgent Primary Care Service Model Karen Helliwell, o JHOSC to be consulted on draft Service Model Director of o Impact of UTC communications campaign in Solihull Integration; Helen Kelly, Associate Director of Urgent Care and Community, BSol CCG
Clinical Treatment Policies – Evidence based policy harmonisation Rhona Woosey, programme – Phase 3 Network & Commissioning Manager; Ben Panton, Transformation Project Manager, Transformation & Innovation – Arden & GEM CSU; Cherry Shaw, Senior Communications Lead, Arden & GEM CSU.
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December 2019 BSol CCG Financial Plans Paul Athey, Chief (Solihull) o Update on risk to delivery of savings and the impact of this on Finance Officer, BSol 2020/21. CCG
Role of the STP across the Birmingham and Solihull footprint Paul Jennings, System Lead, BSol STP
March 2020 Birmingham and Solihull STP – Joint Public Health Priorities / role STP Dr Justin Varney, DPH (Birmingham) across Birmingham and Solihull – evidence of impact and effectiveness Birmingham and Ruth Tennant DPH Solihull.
TO BE Disinvestment on Savings Plan Paul Athey, Chief SCHEDULED Finance Officer, BSol CCG
Health & Social Care Overview and Scrutiny Committee Page 0787 of 98 Work Programme – July 2019 Item 7
Housing and Neighbourhoods O&S Committee: Work Programme 2019/20 Chair: Councillor Penny Holbrook Deputy Chair: Councillor Mahmood Hussain Committee Members: Councillors Deirdre Alden, Marje Bridle, Roger Harmer, Shabrana Hussain, Mary Locke, Gary Sambrook Officer Support: Scrutiny Team: Emma Williamson (464 6870) and Jayne Bowles (303 4810) Committee Manager: Sarah Stride (303 0709)
1 Meeting Schedule
Date Item Officer Contact / Attendees
4 June 2019 Public Space Protection Orders Rob James, Acting Director, Deadline for reports: 23 May Neighbourhoods/Marcia Wynter, Cabinet Support Officer
Work Programme Discussion Emma Williamson/Jayne Bowles, Scrutiny Office
25 July 2019 Public Space Protection Orders Emma Williamson/Jayne Bowles, Deadline for reports: 16 July Scrutiny Office
HMO’s – Article 4 Direction Uyen-Phan Han, Planning Policy Manager / Cllr McCarthy, Chair of Planning
26 September 2019 Annual Report of the Community Safety Dawn Baxendale, Chair of CSP/Vice Deadline for reports: 17 Partnership Chair of CSP/Cabinet Member for September Social Inclusion, Community Safety and Equalities
Cabinet Member for Street Scene and Parks Jon Lawton, Cabinet Support Officer
Localisation/Local Neighbourhoods TBC Chris Jordan, AD, Neighbourhoods/Marcia Wynter, Cabinet Support Officer
24 October 2019 Performance Monitoring TBC Deadline for reports: 15 October
21 November 2019 Deadline for reports: 12 November
Housing and Neighbourhoods O&S Committee, July Page 0188 of 982019 Item 7
Date Item Officer Contact / Attendees
19 December 2019 Deadline for reports: 10 December
23 January 2020 Performance Monitoring TBC Deadline for reports: 14 January
27 February 2020 Update on Private Rented Sector TBC Deadline for reports: 18 February
26 March 2020 Deadline for reports: 17 March
23 April 2020 Performance Monitoring TBC Deadline for reports: 14 April
2 Items to be programmed 2.1 Community Cohesion Strategy – Update
3 Outstanding Tracking
Inquiry Outstanding Recommendations
4 Other Meetings
Call in Meetings
None scheduled
Petitions
None scheduled
Councillor Call for Action requests
None scheduled
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It is suggested that the Committee approves Thursday at 2.00pm as a suitable day and time each week for any additional meetings required to consider 'requests for call in' which may be lodged in respect of Executive decisions.
5 Forward Plan for Cabinet Decisions The following decisions, extracted from the Cabinet Office Forward Plan of Decisions, are likely to be relevant to the Housing and Neighbourhoods O&S Committee’s remit.
Cabinet Member for Homes and Neighbourhoods
006562/2019 Grenfell Tower 2 Years On 30 July 19
Cabinet Member for Street Scene and Parks
006762/2019 Future Parks Accelerator – Naturally Birmingham 30 July 19
Leader
005626/2018 Securing the Legacy of the Commonwealth Games Village through InReach 29 Oct 19
Housing and Neighbourhoods O&S Committee, July Page 0390 of 982019 Item 7
Resources O&S Committee: Work Programme 2019/20 Chair Councillor Sir Albert Bore Deputy Chair Councillor Lisa Trickett Committee Members: Councillors Muhammad Afzal, David Barrie, Meirion Jenkins, Yvonne Mosquito, Brett O’Reilly and Paul Tilsley Committee Support: Scrutiny Team: Emma Williamson (464 6870) and Jayne Bowles (303 4810) Committee Manager: Marie Reynolds (464 4104)
1 Meeting Schedule
Date Item Officer Contact/Attendees
12 June 2019 Request for Call-In: Disposal of Surplus Properties Waheed Nazir/Kathryn James Deadline for reports: 4 June Financial Outturn 2018/19 Clive Heaphy, Chief Finance Officer
18 July 2019 Request for Call In: Procurement Strategy to Darren Share, AD, Street Deadline for reports: 9 July support the Fleet Replacement Strategy for Waste Scene/Jon Lawton, Cabinet Management Service Support Officer
Financial Monitoring 2019/20 – Month 2 Clive Heaphy, Chief Finance Officer
19 September 2019 Financial Monitoring 2019/20 – Q1(Month 3)/Month Clive Heaphy, Chief Finance Deadline for reports: 10 4 TBC Officer September
17 October 2019 Financial Monitoring 2019/20 – Month 5 Clive Heaphy, Chief Finance Deadline for reports: 8 Officer October
14 November 2019 Financial Monitoring 2019/20 – Month 6 Clive Heaphy, Chief Finance Deadline for reports: 5 Officer November
12 December 2019 Financial Monitoring 2019/20 – Month 7 Clive Heaphy, Chief Finance Deadline for reports: 3 Officer December
16 January 2020 Financial Monitoring 2019/20 – Month 8 Clive Heaphy, Chief Finance Deadline for reports: 7 Officer January
Resources Overview & Scrutiny Committee Work Page 0191 of 98Programme, July 2019 Item 7
Date Item Officer Contact/Attendees
13 February 2020 Financial Monitoring 2019/20 – Month 9 Clive Heaphy, Chief Finance Deadline for reports: 4 Officer February
12 March 2020 Financial Monitoring 2019/20 – Month 10 Clive Heaphy, Chief Finance Deadline for reports: 3 March Officer
9 April 2020 Deadline for reports: 31 March
2 Items to be programmed 2.1 ICT Changes – Impact on City Council 2.2 HR and Equalities – specific areas to be agreed 2.3 Capital Board – approvals and process
3 Other Meetings Call in
12 June 2019 Disposal of Surplus Properties – Brindley Drive Car Park Called in
Petitions
None scheduled
Councillor Call for Action requests
None scheduled
4 Forward Plan for Cabinet Decisions Leader 006757/2019 Financial Monitoring Report Quarter 1 2019/20 30 July 19
Cabinet Member for Finance and Resources 006556/2019 Full Business Case and Award Report for the future delivery of the 30 July 19 Council’s Finance & HR Systems 006612/2019 Extension of Constructing West Midlands Contractor Framework Lots 1- 30 July 19 4 and Lot 7
Resources Overview & Scrutiny Committee Work Page 0292 of 98Programme, July 2019 Item 7
Sustainability & Transport O&S Committee: Work Programme 2019/20 Chair: Cllr Liz Clements Committee Members: Cllrs Muhammad Afzal, Olly Armstrong, Zaker Choudhry, Eddie Freeman, Josh Jones, Julie Johnson and Timothy Huxtable.
Officer Support: Scrutiny Officers: Rose Kiely (303 1730) & Baseema Begum (303 1668) Committee Manager: Louisa Nisbett (303 9844)
1 Meeting Schedule
Date What Officer Contact / Attendees
19th June 2019 (informal) Informal meeting to discuss the Work Kevin Hicks, Assistant Director, Programme with input from Officers (where Highways & Infrastructure; Phil 1400 hours possible) on key Sustainability and Edwards, Assistant Director, Room 329, Council House Transportation issues Transport & Connectivity; Sylvia Broadley, Air Quality Manager; Mel Jones, Head of Transportation & Traffic Service; Uyen-Phan Han, Planning Policy Manager
24th July 2019 Quarterly updates on the A34 Perry Barr Cllr Waseem Zaffar, Cabinet Member infrastructure consultation for Transport & Environment 1000 hours Malcolm Holmes, Executive Director, Committee Room 6 West Midlands Rail Executive Director of Rail, Transport for West Report Deadline: 15th July Midlands Steve McAleavy, TfWM Sandeep Shingadia, TFWM (tbc) Angela Hosford, TfWM (tbc)
18th September 2019 Local Engineering Service re-design (TBC)
1000 hours
Committee Room 6 Tracking – Birmingham Tree Policy Inquiry Report (TBC) Report Deadline: 9th Sept
Sustainability & Transport O&S Committee, Page 0193 of 98 24th July 2019 Item 7
Date What Officer Contact / Attendees
16th October 2019 Cabinet Member for Transport & Cllr Waseem Zaffar (Rose Horsfall, Environment – Priorities & Upcoming work CSO) 1000 hours areas Committee Room 6
Report Deadline: 7th Oct
20th November 2019 1000 hours Committee Room 2
Report Deadline: 11th Nov
18th December 2019 1000 hours Committee Room 2
Report Deadline: 9th Dec
15th January 2020 1000 hours Committee Room 2
Report Deadline: 6th Jan
19th February 2020 1000 hours Committee Room 6
Report Deadline: 10th Feb
18th March 2020 Cabinet Member for Transport & Environment – Annual Report 1000 hours
Committee Room 6 Flood Risk and Management Annual Report
Report Deadline: 9th Mar
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Date What Officer Contact / Attendees
15th April 2020 Update on Birmingham Cycling Revolution and Cycling Infrastructure (TBC) 1000 hours Committee Room 6
Report Deadline: 6th Apr
2 Further work areas of interest/Work to be programmed 2.1 The following items can/will be scheduled into the work programme if members wish to investigate further: First ‘tracking’ report on progress made on the implementation of recommendations made within the Plastic Free Birmingham Inquiry presented to City Council on 11th June 2019 (possibly January 2020). A34 Perry Barr infrastructure consultation – Invite local Cllrs and WMCA to discuss phasing of works, rail station and SPRINT - JULY Traffic Management: Road Safety/Average Speed Cameras/Parking/Communication on events/school crossing patrols/School Streets/Safer Routes to School/Controlled Parking Zones Draft Birmingham Transport Plan – Access to Transport Network including all modes of transport Managing Developments and Events – Transport technology and data/Communication on road closures Climate Change (incl City Councl motion) – Resourcing, impact of CAZ and in relation to specific developments Brum Breathes – Clean Air Strategy (has been consulted on data being analysed before Cabinet Report). Air Quality action plan – to go out to consultation. Network Rail Air Quality action plan. Keeping note of the Government’s actions in relation to Clean Air (possible Clean Air Act later in 2019/early 2020) Re-design of the Local Engineers Service - SEPTEMBER Buses – update on last year’s session and to include bus priority measures/reliability of services/concessionary passes/ consultation in preparation for CAZ Performance indicators – in relation to people’s real life experience on the network
Sustainability & Transport O&S Committee, Page 0395 of 98 24th July 2019 Item 7
3 Other Meetings 3.1 Members have received regular private briefing sessions on the Highways PFI contract. These will be scheduled as agreed by Members at regular intervals.
Call in Meetings
Petitions
None scheduled
Councillor Call for Action requests
None scheduled
It is suggested that the Committee approve Thursday at 1000 hours as a suitable day and time each week for any additional meetings required to consider 'requests for call in' which may be lodged in respect of Executive decisions.
Contact Officers Rose Kiely, Group Overview and Scrutiny Manager, [email protected] – 0121 303 1730 Baseema Begum, Research & Policy Officer, [email protected] – 0121 303 1668
4 Forward Plan for Cabinet Decisions The following decisions, extracted from the Cabinet Office Forward Plan of Decisions, are likely to be relevant to the Sustainability & Transport O&S Committee’s remit. Please note this is correct at the time of publication. Highlighted rows show a change to the previously listed cabinet proposed date.
Reference Title Portfolio Proposed Date of Decision 006457/2019 Clean Air Zone – Charging Order Transport & 25 Jun 2019 Environment 006602/2019 Additional Climate Change Commitments for the Council Transport & 25 Jun 2019 Environment 006640/2019 Highway Maintenance and Management PFI Contract Transport & 25 Jun 2019 Environment 005708/2019 A38(M) Tame Valley Viaduct Strengthening Works – Transport & 30 Jul 2019 Procurement Strategy Environment
Page 0496 of 98 Item 7
006004/2019 Master Plan for the Alexander Stadium Leader 30 Jul 2019 006460/2019 Project Definition Document - City Centre Public Realm Transport & 30 Jul 2019 Revitalisation Environment 006461/2019 Public Consultation on the Parking Supplementary Planning Leader 17 Sep 2019 Document 006208/2019 HS2 Curzon Station Public Realm Project Delivery Costs Leader 17 Sep 2019
005052/2018 Birmingham to Airport Sprint – Project Definition Transport & 17 Sep 2019 Document (PDD) Environment 005053/2018 Sutton Coldfield to Birmingham via Langley Sprint – Transport & 17 Sep 2019 Project Definition Document (PDD) Environment 005054/2018 Walsall to Birmingham Sprint – Project Definition Transport & 17 Sep 2019 Document (PDD) Environment 005491/2018 Digbeth Public Realm Improvements Full Business Transport & 17 Sep 2019 Case Environment 006361/2019 Wharfdale Road Bridge Project Transport & 17 Sep 2019 Environment 005048/2018 Moor Street Queensway Public Realm Improvements Transport & 26 Nov 2019 Outline Business Case Environment
Sustainability & Transport O&S Committee, Page 0597 of 98 24th July 2019 Item 7
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