Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
18th November, 2015
MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE
Dear Alderman/Councillor,
The above-named Committee will meet in the Lavery Room - City Hall on Friday, 20th November, 2015 at 9.30 am, for the transaction of the business noted below.
You are requested to attend.
Yours faithfully,
SUZANNE WYLIE
Chief Executive
AGENDA:
1. Routine Matters
(a) Apologies
(b) Minutes
(c) Declarations of Interest
2. Restricted Items
(a) Waterfront Hall - Steps Towards Implementation (Pages 1 - 38)
(b) City Centre Regeneration Investment Fund (Pages 39 - 44)
3. Matters referred back from Council/Notices of Motion
(a) Notice of Motion re: Energy Transition (Pages 45 - 46)
(b) Arrangements for Council-operated, charged car parks during the Christmas period (Pages 47 - 52) - 2 - (c) Notice of Motion re: Animal Cruelty - Response from the Minister (Pages 53 - 56)
(d) Hope Beacon Day Support Centre - Responses from the Trust and the Minister for Health (Pages 57 - 62)
4. Governance
(a) Freedom of the City for the Nursing Service in Belfast (Pages 63 - 66)
5. Finance, Procurement and Performance
(a) Financial Reporting – Quarter 2 2015/16 (Pages 67 - 70)
(b) Restricted - Non Recurrent Expenditure 2016/17 (Pages 71 - 74)
(c) Restricted - Rate Setting 2016-17 (Pages 75 - 82)
(d) Rockefeller 100 Resilient Cities programme (Pages 83 - 86)
(e) Contracts for Award (Pages 87 - 90)
(f) Councils Approach to Reserving Specified Contracts for Specific Groups (Pages 91 - 114)
6. Physical Programme and Asset Management
(a) Area Working Update (Pages 115 - 120)
(b) Asset Management (Pages 121 - 132)
(c) Advertising Opportunities on Council Land Property Assets (Pages 133 - 138)
(d) Peace IV Update (Pages 139 - 144)
7. Equality and Good Relations
(a) Good Relations Partnership Meeting – 9th November 2015 (Pages 145 - 156)
(b) Diversity Working Group Meeting – 12th November 2015 (Pages 157 - 162)
8. Operational Issues
(a) City Hall Management (Pages 163 - 168)
(b) NILGA – Developing a Programme for Local Government (Pages 169 - 186)
(c) Minutes of Budget and Transformation Panel Meeting (Pages 187 - 188)
(d) Provision of Defibrillators (Pages 189 - 200)
(e) Volunteering Policy (Pages 201 - 204) - 3 - (f) Requests for the use of the City Hall and the provision of Hospitality (Pages 205 - 210)
9. Issues Raise in Advance by Members
(a) Audio Recording of Planning Committee Meetings - Councillor Long
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Notice of Motion re: Energy Transition
Date: 20th November, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Jim Hanna, Senior Democratic Services Officer
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 To consider a notice of motion in relation to Energy Transition which, in accordance with standing orders, was referred to the Committee by the Council at its meeting on 2nd November 2015.
2.0 Recommendations
2.1 The Committee is requested to consider the notice of motion and to take such action thereon as may be determined.
3.0 Main report
3.1 Key Issues At the meeting of the Council on 2nd November, it was proposed by Councillor R. Browne and seconded by Councillor Heading, that: “This Council:
recognises the serious challenges presented by climate change but also the significant economic benefits which are created through the development of an energy efficient economy; believes that the council must take a lead in planning for an energy transition and for energy transition to be a central aspect of the Belfast Agenda and all corporate planning documents;
agrees to become fossil fuel free by 2050 and to set an interim target date for the city to become carbon neutral; and
agrees to implement an energy transition action plan which includes a timeline of actions to be taken and policies to be implemented by the council to support renewable energy generation and energy demand reduction in Belfast.”
Financial & Resource Implications 3.2 None Equality or Good Relations Implications 3.3 None 4.0 Appendices – Documents Attached
4.1 None STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Arrangements for Council-operated, charged car parks during the Christmas period Date: 20th November 2015 Reporting Siobhan Toland, Lead Operations Officer, Health & Environmental Services Officer: Contact Officer: Damien Connolly, Environmental Health Manager
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report 1.1 Following discussion at Council, officers were asked to explore the costs and implications of making Council-operated car parks free-of-charge at additional times over the Christmas period. This report provides Members with a number of options and associated costs for further consideration. 2.0 Recommendations 2.1 Members are asked to: I. Consider the options outlined in 3.4 and determine which they wish to approve. II. Approve the use of Ormeau Avenue car park at weekends over the same Christmas period for public parking, free of charge. III. Approve the erection of signage to promote the Christmas parking initiative. IV. Note that the Bankmore Street and Smithfield car parks that are normally closed on Sunday will be open on Sundays from 1300 -1800 to accommodate the additional Christmas period demand.
3.0 Main report 3.1 Members will be aware that, as part of Local Government Reform, 30 off-street car parks transferred from the Department of Regional Development (DRD) to Council on 1st April 2015.
3.2 17 of these car parks charge for use and they provide 1481 spaces (see Appendix 1). Parking rates and chargeable hours vary across sites; however all are free on Sundays and while the majority are free after 6pm a small number charge until 9pm on certain nights.
3.3 The extended Christmas retail period runs from 27th November 2015 (Black Friday) until 3rd January 2016; and it was previously decided by the Transition Committee (9th December 2014) that car parks will be free of charge on 25th & 26th December 2015 and 1st January 2016.
3.4 Two options, in line with the primary retail period, have therefore been costed using income figures from the DRD for December 2014:
Options Estimated cost 1. Free parking all day Saturday and after 6pm on Thursdays; £36000 Saturday 28th November to Saturday 2nd January inclusive. OR 2. Free parking all day Saturday and after 6pm on Monday-Friday. £40600 Friday 27 November to Saturday 2nd January inclusive. 3.5 Members will also be aware that the Council operates a staff car park on Ormeau Avenue with 105 spaces used for staff parking. It is recommended that although this car park is for staff use it could also be made available for public parking at weekends over the above limited period to facilitate this initiative. 4.0 Key issues 4.1 There will be a need for considerable promotion of this initiative through the Council’s website, media channels and social media. However, as there is still limited awareness of the Council’s ownership of these car parks it is suggested that signage is erected on the sites to raise awareness. Initial estimates for this are £3,000.
5.0 Financial & Resource Implications 5.1 Members should note that the loss of planned income over this period will have an impact on the year end position and will need to be accommodated within the overall council budget.
6.0 Equality or Good Relations Implications 6.1 None
7.0 Appendices 7.1 Appendix 1 - List of charged car parks, Belfast Appendix 2 - Details of extended shop opening hours, Belfast APPENDIX 1 - CHARGED OF STREET CAR PARKS OWNED BY BELFAST CITY COUNCIL
Car park Charged hours Spaces
Ashdale Street 8am – 6pm; (Monday-Saturday) 90
Bankmore Street 8am – 6pm; (Monday-Saturday) 46
Charlotte Street 8am – 6pm; (Monday -Saturday) 90
Corporation Square 8am – 6pm; (Monday-Saturday) 193
Corporation Street 8am – 6pm; (Monday-Saturday) 124
Cromac Street 8am – 6pm; (Monday-Saturday) 104
Dunbar Street 8am – 6pm; (Monday-Saturday) 34
Exchange Street 8am – 6pm; (Monday-Saturday) 48
Fredrick Street 8am - 6pm (Monday - Saturday) 134
Hope Street North 8am – 9pm; (Monday-Saturday) 41
Kent Street 8am – 6pm; (Monday-Saturday) 68
Little Donegall Street 8am – 6pm; (Monday-Saturday) 109
Little Victoria Street 8am – 9pm; (Monday-Saturday) 88
Marlborough Avenue 8am – 6pm;(Monday-Saturday) 36
Smithfield, Winetavern Street 8am – 6.00pm;(Monday -Wednesday 109 and Friday -Saturday) 8am – 9pm (Thurs)
Station Street 8am – 6pm; (Monday-Saturday) 114
York Street 8am – 6pm; (Monday-Saturday) 53
TOTAL 1481
APPENDIX 2 - CHRISTMAS SHOPPING HOURS, BELFASTC CITY CENTRE
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Notice of Motion re: Animal Cruelty – Response from the Minister
Date: 20th November, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Jim Hanna, Senior Democratic Services Officer
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 To bring the Committee’s attention a response which has been received from the Minister of Agriculture and Rural Development regarding the Council’s notice of motion on Animal Cruelty. 2.0 Recommendations
2.1 The Committee is asked to consider the response and take such action as it may determine. 3.0 Main report
Key Issues 3.1 The Council, at its meeting on 1st October, passed the following notice of motion, which had been moved by Councillor R. Browne and seconded by Alderman Kingston:
“That this Council regards cruelty against animals as a despicable crime; believes that more could be done to protect animals from cruelty and prevent reoffending. Therefore, this Council calls on the Minister for Justice to work with the Minister for Agriculture and Rural Development and local councils to make it compulsory that those convicted of animal cruelty be prohibited from owning animals for a minimum period of time, establish and place those convicted of animal cruelty on a central register and outlaw the transferring of any animals to anyone on this register.”
3.2 A response (attached at Appendix 1) has been received from the Minister which outlines her views on the proposals which had been raised in the Council’s motion.
Financial & Resource Implications 3.3 None. Equality or Good Relations Implications 3.4 None. 4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of response from the Minister of Agriculture and Rural Development.
STRATEGIC POLICY & RESOURCES COMMITTEE
Hope Beacon Day Support Centre – Responses from the Trust and the Subject: Minister for Health
Date: 20th November, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Jim Hanna, Senior Democratic Services Officer
Is this report restricted? Yes No x z
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 To advise the Committee of responses which have been received from the Minister for Health, Social Services and Public Safety and the Chief Executive of the South Eastern Health and social Care Trust in relation to the council’s resolution on the Hope Beacon Day Support Centre.
2.0 Recommendations
2.1 The Committee is asked to consider the responses and take such action as it may determine.
3.0 Main report
Key Issues 3.1 At its meeting on 1st October, the Council received a presentation from representatives of the Hope Beacon Day Support Centre who were seeking the Council’s support for a campaign to prevent the closure of the Centre, which provides mental health services within the Collin area.
3.2 Following the presentation, the Council passed the following resolution which had been proposed by Councillor Magennis and Seconded by Councillor Kyle: “That the Council agrees to support the campaign to retain the services provided by the Hope Beacon Day Support Centre within the Collin area and, to that end, undertakes to write to the Chief Executive of the South Eastern Health and Social Care Trust requesting that the Trust agree to maintain funding for the Centre and to write also to the Health Minister requesting that adequate mental health provision be maintained within the City.”
3.3 A response (Appendix 1) has been received from the Chief Executive of the Trust in which he outlines the Trust’s objectives for the Colin Community with regard to mental health services and also proposals for the modernisation of Hope House which it will discuss with service users and local representatives when it is in a firm position to consider viable solutions.
3.4 In addition, correspondence (Appendix 2) has been received from the Health Minister in which he outlines the mental health services provision in Belfast.
Financial & Resource Implications 3.5 None.
Equality or Good Relations Implications 3.6 None. 4.0 Appendices – Documents Attached
4.1 Appendix 1 - Response from the Chief Executive of the South Eastern Health and Social Care Trust. Appendix 2 - Response from the Health Minister.
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Freedom of the City for the Nursing Service in Belfast
Date: 20th November, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Stephen McCrory, Democratic Services Manager
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To consider a proposal that the Council award the Freedom of the City to the Nursing Service in Belfast and to the Royal College of Nursing on their behalf.
1.2 To approve a procedure for considering future requests for the award of the Freedom of the City.
2.0 Recommendations
2.1 The Committee is recommended to:
1. approve the process for considering future requests for the award of the Freedom of the City, set out in paragraph 3.1.3 2. agree to award the Freedom of the City to the Nursing Service in Belfast and to the Royal College of Nursing on their behalf and that a Special Meeting of the Council be convened at 6.00pm on Tuesday, 1st December, 2015, immediately prior to the monthly Council meeting for that purpose. 3.0 Main report
3.1 Key Issues
3.1.1 Until this year, the legislation governing the award of the Freedom of the City was the Local Government (Modification of Borough Charters) Order (Northern Ireland) 1973. This required a special meeting of the Council to be called with a minimum of 10 days notice to consider a motion to award the Freedom and such a motion was required to attract at least 2/3 support of the total number of Members.
3.1.2 The Local Government (Modification of Borough Charters) Order (Northern Ireland) 1973 has been revoked by the Local Government (Transitional, Incidental, Consequential and Supplemental Provisions) Regulations (Northern Ireland) 2015. The rules are now much simpler. The award can be agreed by the Council by way of a special resolution by a simple majority vote and there is not any need for 10 days notice of the meeting to be given.
3.1.3 Although the new legislation does not require a 2/3 majority of the Council to support a proposal to award the Freedom of the City. It is recommended that the Council continues with the procedure which is currently in place for dealing with future requests. As the highest award that the Council can bestow upon an individual or organisation the Freedom of the City should not be seen as something which is divisive but rather should seek to unite the Council and, ideally, the Council should be unanimously supportive of the award. Accordingly, the Committee is recommended to approve the following process for future proposals:
When a request is received from a Member of Council or a member of the public for the Freedom of the City to be conferred, the Democratic Services Manager will liaise with the Party Leaders on the Council to ascertain the level of support which the proposal would have. Once the level of support is known, a report will be submitted in the first instance to the Budget and Transformation Panel so that an informal discussion of the proposal can take place and any minor issues resolved. If there is at least 2/3 of the whole number of Members (40 Member) supportive of the proposal then the Chief Executive will contact the proposed recipient to ask if they would be amenable to accepting the award should the Council offer it. If there is a positive response, a report will be submitted to the next available meeting of the Strategic Policy and Resources Committee recommending that the award be made and requesting it to set a date for a meeting of the Council to formally consider the proposal.
3.1.4 Members have also requested that a further review into the overall protocols in relation to awarding the Freedom of the City is undertaken with a view to updating the council’s policy. This should include examples from other councils and possible criteria for recommending the award. A report on this will be brought back to a future meeting.
3.1.5 Councillor McVeigh has submitted to the Chief Executive a request that the Council consider awarding the Freedom of the City to the Nursing Service in Belfast and to the Royal College of Nursing on their behalf.
3.1.6 Councillor McVeigh’s draft motion on the matter reads “This council wishes to honour the contribution of our nurses to the lives of the citizens of Belfast. Over many decades our nurses have served the citizens of Belfast without fear or favour. During the most difficult days of our conflict, our nurses cared for every citizen regardless of circumstances, of religious or political belief. Consequently this council wishes to award the Freedom of our City to the nurses of Belfast and to the Royal College of Nursing on their behalf. It is our hope that working with the RCN a single day in the year will be identified when every citizen of Belfast, including this council, will thank our hard working nurses for the care they provide all year round. We hope that this 'Nurses Day' will become a popular opportunity for every citizen to express their thanks to these exceptional individuals, who often go well above and beyond what they are paid to do. On behalf of every single citizen we want to thank each of you, our nurses, for the exceptional care and attention you provide every single day of the year.”
3.1.7 In accordance with existing Council policy on the award of the Freedom of the City, the views of the Party Groups on the Council have been sought as to whether or not they would be supportive of such a suggestion. Parties have responded and there is support for the award to be made, although there may be discussion among parties on the wording of the formal motion.
3.1.8 Accordingly, the Committee is recommended to agree to award the Freedom of the City to the Nursing Service in Belfast and to the Royal College of Nursing on their behalf and that a Special Meeting of the Council be convened at 6.00pm on Tuesday, 1st December, 2015, immediately prior to the monthly Council meeting for that purpose.
3.2 Financial Implications
3.2.1 The cost of the award of the Freedom of the City can vary depending upon the nature and scale of any civic event which is organised to recognise the award. If the proposed civic event for the Nursing Service in Belfast is similar to previous events then the costs should be in the region of £40,000 - £50,000 and this could be met from within existing budgets in the current financial year.
3.2.2 If the proposed civic event is to be held in the next financial year then the Committee will need to consider making resources available within the Civic Hospitality budget.
3.3 Other implications
3.3.1 Members should also note that consideration must be given to the timing of this event, its nature and the staffing resources needed to deliver it, bearing in mind potential other initiatives that are likely to result in large scale events in the months of April and May and the additional large scale council events programmed for post March up to 1 July.
3.4 Equality or Good Relations Implications
There are not any equality or good relations considerations associated with this report.
4.0 Appendices – Documents Attached 4.1 None STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Financial Reporting – Quarter 2 2015/16
Date: 20 November 2015
Reporting Officer: Ronan Cregan; Director of Finance and Resources
Contact Officer: Mark McBride, Head of Finance and Performance
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report
1.1 This report presents the quarter 2 financial position for the Council including a forecast of the year end outturn. It includes a reporting pack which contains a summary of the financial indicators and an executive summary (Appendix 1). It also provides a more detailed explanation of each of the relevant indicators and the forecast outturn for the year.
2.0 Recommendations
2.1 Members are asked to note the non recurrent resources available outlined in Table 1 which will be considered in the separate report on Non Recurrent Funding Requirements at this meeting.
3.0 Main report
Current and Forecast Financial Position 2015/16
3.1 The financial position for Quarter 2 is a net departmental under-spend of £1,628k (2.5%). The forecast year-end departmental position is an under-spend of £308k (0.2%), which is well within the acceptable variance limit of 3%.
3.2 This includes £405k which was allocated to the City Wide Tribunal Service (SP&R, 30 January 2015 - £175k) and Community and Capacity Grants (SP&R, 20 March 2015 - £230k). 3.3 The main reasons for the departmental under-spend relate to the receipt of additional income from planning fees, rent reviews and digital services as well in year savings in employee costs arising mainly from vacant posts.
Rates Finalisation
3.4 The District Rate forecast by Land and Property Services at quarter 2 is a positive settlement of £332k. However as result of the ongoing analysis and review work undertaken with LPS, especially on the areas of income and losses, the forecast has been reassessed to a favourable outturn of £1.5m.
Capital Projects
3.5 Capital expenditure for 2015/16 as part of the capital programme is forecast at £49.7m, with the main change in planned capital programme expenditure for 2015/16 being the commencement of the Council’s Accommodation Project.
3.6 The Summary Dashboard, on page 2 of the attached performance report, has been updated to include the forecast expenditure on other capital programme expenditure areas including Non-Recurring Projects (£1,035k), Works funded by the LTP efficiencies (£659k), the Feasibility Fund (£87k) and the leisure projects in the new boundary areas (£1,652k).
3.7 Committed expenditure approved by the Committee on Belfast Investment Fund projects is £4.66m, with a further £4.88m committed on LIF 1 projects and £1.34m committed on LIF 2 projects.
Capital Financing
3.8 The summary dashboard has also been updated to provide analysis of the annual capital financing budget. Actual capital financing expenditure is forecast to £1.38m below budget by the year end due to slippage in the leisure investment programme.
Forecast Reserves Position
3.9 The balance of general reserves, based on the departmental forecast and the LPS forecast rates finalisation, is estimated to be £15.08m. The planned expenditure from specified reserves is forecast to reduce the specified reserve balances to £1.32m, with £192k of this balance, relating to the balance of non recurrent expenditure, being available for allocation to other non-recurring works or for transfer to general reserves.
Forecast Balances Available for Non-Recurrent Purposes
3.10 Departmental Under-spend: The forecast year end departmental position is an under- spend of £308k. As the forecast departmental under-spend of £308k represents only 0.2% of budgeted of net expenditure it is recommended that this balance is not considered for reallocation.
3.11 Rates Finalisation: The quarter 2 forecast year end rates position is a positive settlement of £1.5m. This balance of £1.5m could be considered by the Committee for re- allocation to fund additional non-recurrent expenditure.
3.12 The capital financing budget is forecast to be under-spent by £1.38m. This balance of £1.38m could be considered by the Committee for re-allocation to fund additional non-recurrent expenditure.
3.13 Specified reserve balances are forecast to be reduced to £1.32m at the year end. This includes a balance of £192k of non recurrent expenditure. This balance of £192k could be considered by the Committee for re-allocation to fund other non-recurrent expenditure requirements.
3.14 Table 1 summarises the non recurrent resources which will be considered for reallocation in the separate committee paper “Non recurrent Funding Requirements 2016/17”. Table 1 Funding Available for Non Recurrent Expenditure
2015/16 Forecast Rates APP £1,500,000 2015/16 Forecast Capital Financing Under-Spend £1,380,000 2015/16 Non Recurring Balance £192,208 Total £3,072,208
Financial & Resource Implications 3.15 Finance implications as detailed in the report Equality or Good Relations Implications 3.16 None
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Quarter 2 Performance Report
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Rockefeller ‘100 Resilient’ Cities programme
Date: 20 November 2015
Reporting Officer: Ronan Cregan, Director of Finance and Resources
Contact Officer: Paul Gribben, Digital Services Deborah Colville, Digital Portfolio manager Mark McCann, Business Research and Development manager
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues At the Strategic Policy and Resources meeting in August, Members agreed to prepare a Belfast bid to the Rockefeller Foundation’s 100 Resilient Cities programme. This offers up to $1 million of support over two years to cities to help them prepare for future shocks and stresses. The programme funds a Chief Resilience Officer (CRO) (and supporting staff) whose role would be to work with city stakeholders to identify and tackle inter-related issues of economic, social and environmental resilience. Online applications to the programme must be submitted via the programme’s website by 24 November. This paper provides a short background to the programme and the proposed approach to the Belfast application.
2.0 Recommendations Members are asked to:
Note the objectives of the 100 Resilient Cities programme
To agree to an online application on the basis outlined in this paper.
3.0 Main report Key Issues The Rockefeller Foundation’s ‘100 Resilient Cities’ is a worldwide programme that provides up to $1 million of support to cities to help them understand and prepare for future social, economic and environmental shocks and stresses. This could be anything from coastal flooding, to mass unemployment, social unrest, or infrastructure failure. Seventy cities are already part of the programme (including Glasgow, Bristol and London) and applications are now open for the final tranche of thirty.
Rockefeller will work with each successful city to fund a Chief Resilience Officer (and additional support) for two years from autumn 2016. They will also provide expertise for the development of the resilience strategy including access to a global network, practical solutions, service providers, and partners.
In considering each application Rockefeller will seek evidence that the CRO will have the opportunity to inform the city’s long term planning. Members will note that the programme’s objectives and timeline align well with the development of the Belfast Agenda and the Local Development Plan. Thus it could prove to be a very useful resource with which to think differently about some of the city’s serious challenges and to begin to develop initiatives to tackle them. Members should also note that in other cities the concept of ‘smart cities’ and ‘city resilience’ are closely interconnected. It is accepted that much of the diagnostic work on shocks and stresses needs to draw on data analytics and predictive modelling. It is therefore likely that the Rockefeller resource will also contribute the Council’s thinking on a smart city roadmap.
The Belfast application Each application is built around four shocks and four stresses which each city believes to be most significant to their particular circumstances. (‘Shocks’ are defined as significant unexpected events that can have a long term impact while ‘stresses’ are chronic, ongoing challenges that undermine the city’s long term success.) Rockefeller have provided a long list to choose from and, following a workshop with emergency planning and other stakeholders, officers have identified the following as the most significant shocks: coastal flooding, riot/civil unrest, city infrastructure failure, and cyber-attack. And the four most significant stresses: political instability/sectarian violence; lack of social cohesion; over reliance on the public sector and ageing urban /infrastructure.
The rest of the application process is based around how well-prepared the city is to address these and, based on past experiences, what their likely impact might be. The process encourages a city to think about how the CRO would draw on existing resources, networks and strategies to begin thinking about all of these in a more integrated fashion. Officers are suggesting that the application should be based on a narrative about Belfast emerging from post-conflict arrangements and seeking to transform city leadership and partnership working in order to secure the city’s long term economic and social success. Financial & Resource Implications Resources for the application phase were identified within the existing Superconnected Belfast budget.
Equality or Good Relations Implications Equality and good relations implications, in relation to this policy, are still under consideration. Further updates will be sent to the Equality and Diversity Officer in due course.
4.0 Appendices – Documents Attached 4.1 None
STRATEGIC POLICY AND RESOURCES COMMITTEE
Subject: Contracts for Award
Date: 20 November 2015 Ronan Cregan, Deputy Chief Executive and Director Finance and Reporting Officer: Resources Gerry Millar, Director of Property and Projects
Contact Officer: Donal Rogan, Head of Contracts
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report
1.1 The purpose of this report is to: Seek approval from Members to the advancement and award of the tenders as outlined in Appendix 1 in accordance with the Scheme of Delegation. 2.0 Recommendations
2.1 It is recommended that Members: 1. Approve the public advertisement and acceptance of tenders as listed in Appendix 1 Table 1, through the Council’s electronic procurement system 2. Grant delegated authority to the appropriate Director using pre-agreed criteria the most economically advantageous tender and allow month by month extensions where contracts are under review. 3.0 Main report Key Issues 3.1 Section 2.5 of the Council’s Scheme of Delegation outlines that under Standing Order 60(a) any contract that exceeds the statutory amount (currently £30,000) needs to be made under the Corporate Seal. Under Standing Order 51(b) the Corporate Seal can only be affixed when there is a resolution of the Council. 3.2 The tenders submitted for approval in Appendix 1 have been forwarded by Departments for approval. Departments have been required to provide assurance that provision for the expenditure has either been made within their departmental budgets or approval has been sought from the Director of Finance and Resources that this expenditure has been provided for within a corporate budget.
3.3 As part of this process, Departments have also provided assurance that appropriate resources are available within their departments in order to effectively administer and management any contract(s).
3.4 In accordance with Standing Orders these tenders shall comply with the relevant requirements of national legislation and European directives and be overseen by Corporate Procurement Services.
3.5 This report relates to corporate as well as departmental supplies and services only. The procurement of services and works contracts relating to the capital procurement is dealt with under the Capital Programme reports in accordance with the approved stage approval process.
Financial & Resource Implications 3.6 The financial resources for these contracts will be met within the current departmental budgets and the proposed departmental estimates process which are taken forward through the rate setting process.
Equality or Good Relations Implications 3.7 No specific equality or good relations implications.
4.0 Appendices - Documents Attached
4.1 Appendix 1 – Contracts For Award, Schedule of tenders for consideration Appendix 1 - Schedule of tenders for consideration
Table 1 - New tenders
Title of tender Senior Responsible Proposed contract duration Officer
Tender for the supply and maintenance of Rose Crozier One year plus two planted containers for Parks
Tender for Bitumen Macadam including Rose Crozier One year plus three Small Civil Engineering Works
Tender for procurement expertise to form Suzanne Wylie One year with monthly a framework/call-off contract for City extensions until the Centre Regeneration completion of the project
Permission for an umbrella approach for a Donal Durkin Various periods series of tenders to support the new Waterfront Conference and Exhibition Centre and Ulster Hall council owned company **
** Subject to meeting governance and budgetary approval
Tenders for extension of contract period on a month by month basis
Title of tender Director Responsible
Tender for maintenance of hanging baskets Rose Crozier
Tender for hire of grounds maintenance machinery with operator Rose Crozier
Tender for control of invasive species Rose Crozier
Tender for supply and delivery of high quality bedding plants Rose Crozier
Tender for supply and installation of summer plants and containers Rose Crozier
Tender for provision of a minibus/coach service (with driver) Gerry Miller
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Council’s Approach to Reserving Specified Contracts for Specific Groups
Date: 20 November 2015
Reporting Officer: Gerry Millar, Director of Property and Projects
Contact Officer: Donal Rogan, Head Of Contracts
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues 1.1 Following a Notice of Motion in September 2015, the purpose of this report is to seek member’s permission to adopt an interim position with respect to reserving specific contracts for specific groups. This is will be until we can evaluate the outcome of a pilot study and give consideration to the Assembly’s review of Social Clauses in government contracts. 2.0 Recommendations 2.1 It is recommended that members Agree, as an interim position, to screen contracts for an opportunity to reserve specified contracts for specific groups, within the confines of the legislative framework; and Agree that Corporate Procurement Services, conduct a pilot in respect of the application of this new legislative opportunity and evaluate its impact with a view to incorporate it within the emergent Social Clauses Policy. 3.0 Main report Background 3.1 On the 26 February 2015 the Public Contracts Regulations (2006) were amended to reflect the latest EU Directive. As a result the provisions within the legislation were broadened to permit contracts to be reserved for specified groups which have a social value outcome. Previously the legislation only catered for groups whose employees had more than 50% representation with a disability. 3.2 On the 18 September 2015 a notice of motion was put before Council by Councillor Attwood, seconded by Councillor Kyle, regarding the use of Article 20 of the new EU Public Contracts Directives (2014/24/EU). The motion, which is attached, recognises that in line with our draft Corporate Procurement Strategy objectives, contracting authorities are permitted to reserve participation in specific tender competitions;
“to specified group’s such as mutual’s and social enterprises which operate supported factories, businesses or employments programmes for the disabled and disadvantaged persons”.
3.3 Members should note that the council awaits guidance from the Cabinet Office in respect of all aspects of the new legislation including the definition of “disadvantaged person” which at this juncture is still open to interpretation.
Key Issues 3.4 Members will be aware that the council’s emergent Social Clause Policy was presented to SP&R on 24 April 2015 and was referred back at the subsequent council meeting. On the 22 May 2015 the committee agreed to defer consideration of the matter for a period of one month and that the Minister of the Department of Culture Arts & Leisure (DCAL) would be requested to meet with an all-Party deputation from the council to discuss Social Clauses. Democratic Services wrote to DCAL but have not received a response. However, council officers have been engaging with Strategic Investment Board (SIB) who are leading a review of Social Value in government contracts for the Northern Ireland Assembly. The findings and recommendation from this review were presented to the Procurement Board on the 5th November 2015 and an update report will be brought back to members in December.
3.5 The council continues to use the draft policy (Appendix 2) to include social clauses within both Supplies and Service and Works contracts. Currently the council uses Construction Federation Industry (CIFNI) social clauses which have been agreed with the construction industry and are part of the emergent Social Clause Policy. However, the interim adoption of Article 20 would allow Corporate Procurement Services to test an opportunistic contract against the criteria and, if appropriate, reconfigure the emergent Social Clause Policy.
3.6 The use of Article 20 would facilitate a review to the approach that the council undertakes to social value in contracts by broadening the scope of the use of social clauses, this may result in positive social and economic outcomes for Belfast.
3.7 Consideration of the selection of any contract to be reserved will be subject to council approval and incorporated within the SP&R standard contract award report.
Financial Implications 3.8 None Equality or Good Relations Implications 3.9 None 4.0 Appendices – Documents Attached 4.1 Appendix 1 Notice of Motion - Procurement Strategy Appendix 2 Revised Draft Social Clause Policy
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Notice of Motion – Procurement Strategy
Date: Friday, 18th September, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Jim Hanna, Senior Democratic Services Officer
Is this report restricted? Yes No X
Yes No Is the decision eligible for Call-in? X
1.0 Purpose of Report or Summary of main Issues
1.1 To consider a notice of motion in relation to a Procurement Strategy.
2.0 Recommendation
2.1 The Committee is requested to consider the notice of motion and to take such action thereon as may be determined.
3.0 Main report
3.1 At the meeting of the Council on 1st September, it was proposed by Councillor Attwood and seconded by Councillor Kyle, that:
“The Council notes the positive impact that our draft procurement strategy, if adopted following consultation, will have on suppliers. Under Article 20 of the new EU Procurement Directive, contracting authorities are permitted to reserve the right to participate in tender competitions for specified contracts to specific groups, such as mutuals and social enterprises, which operate supported factories, businesses, or employment programs for disabled and disadvantaged persons.
This provision provides an opportunity for the Council to support this sector and enhance the work already done in building social capital, and can be achieved by pro- actively screening all tenders to identify contracts for supplies and services where a reservation could be applied. Therefore, the Council agrees to assess how Article 20 could be applied to future procurements with an end to furthering our commitment to building social value in how it designs and commissions its services and procurement of supplies.”
3.2 In accordance with Standing Orders the Motion was referred to the Committee by the Council.
3.3 Financial & Resource Implications None.
3.4 Equality or Good Relations Implications None. 4.0 Appendices – Documents Attached
4.1 None Appendix 1 - Social Clauses update and policy adoption - Revised Draft Social Clause Policy
BELFAST CITY COUNCIL
Policy on the use of Social Clauses in Council Contracts
Page 87 INTRODUCTION
1.1 The Council is committed to generating, through its commissioning and procurement activities, positive outcomes for Belfast and the people of Belfast. We will do this by ensuring that, where practicable, the money we spend on procuring goods, works and services benefits the people, the communities and the economy of Belfast. To achieve this, this document sets out the Council's policy on the use of social clauses in Council contracts.
1.2 Social clauses are clauses added to contracts that are intended to result in benefits to the wider community. The benefits can be social, economic and/or environmental in nature and are intended to be in addition to the benefits secured by the provision of the goods, works or services themselves.
1.3 The decisions made by directors, service commissioners, procurement officers and managers within the Council can have key implications for the sustainability of business and the growth of jobs and wealth within the Belfast area. In addition to the very significant annual investment in the purchase of supplies and services, the Council also makes significant capital investment in infrastructure. Our goal is to ensure that this public spending reaps maximum local economic, social and environmental benefit.
2 CONTEXT AND BACKGROUND
2.1 The incorporation of social clauses into contracts procured by the public sector has been gathering momentum since 2010. In part this has been facilitated by a change in the legislation relating to purchasing. The use of social clauses to deliver significant social and economic benefits is also a key commitment of the NI Executive's Programme for Government 2011-2015.
2.2 The Council is committed to the use of social clauses to increase the economic social, and environmental benefit of its procurement spend. This commitment is shown in our Investment Programme and our Procurement Strategy.
2.3 Our Investment Programme for 2012 – 2015 contains the following actions to:
- introduce the use of social clauses in our tenders which will aim to give opportunities to access the labour market for the long term unemployed [and other disadvantaged and underrepresented groups such as young people, women (in construction), people who have a disability, or minority ethnics];
- look at how community benefit clauses can be secured in contracts – for example securing the use of facilities for community use; and
- work with partners on the Belfast Social Clause Delivery Forum, ensuring that government contracts contain appropriate social clauses to support employment and apprenticeship opportunities that can be easily managed and monitored.
2.4 Our Procurement Strategy aims to “manage and maximise the potential of the Council’s procurement spend to support the local economy and environment.” It stresses the need to get best value from our purchasing and to develop formalised process for the inclusion of social clauses into our contracts.
Page 88 2.5 In addition, Local Government Reform increases the powers available to the Council especially with regard to regeneration and planning. This presents further opportunities to incorporate social clauses into our procurement process.
2.6 On the 19 th June 2014 the Council approved a motion to address economic hardship in our communities due to unemployment and welfare changes. The motion stated that Council would aim to increase the opportunities for real jobs and apprenticeships especially for the long-term (greater than 12 months) unemployed. This policy will support this motion and the Council’s wider economic strategy via appropriate social clauses that meet the necessary legal requirements for the duration of appropriate contracts.
2.7 Consequently, by means of this policy, we will exploit the potential of the Council's spending power to harness extra economic, social and environmental benefit for local people and communities by ensuring that appropriate social clauses are always considered in accordance within the agreed criteria.
3 THE LEGISLATIVE FRAMEWORK
3.1 The Local Government Best Value (Exclusion of Non-commercial Considerations) Order (Northern Ireland) 2012 1 enabled district Councils to take account of certain matters in the award of public contracts that were previously considered to be non- commercial considerations. Such matters include the terms and conditions of employment of a contractor's workforce and the conduct of contractors or their workers in industrial disputes.
3.2 The relaxation represented by the Order potentially makes it easier for the Council to integrate social considerations and social clauses into its contracts. However, some constraints do remain because of the requirements of EU procurement law. There is an inherent tension between the desire to promote the local economy by boosting procurement spend with local businesses and the obligations deriving from EU procurement law, the aim of which is to open up the EU market so that contractors throughout the EU can freely access and compete for opportunities in other member states. Restricting opportunities so that only local contractors can bid for contracts, for example, would be illegal under EU procurement law.
3.3 In summary, EU procurement law permits the inclusion of social and environmental requirements as contract conditions, provided those conditions are compatible with EU law and are indicated in the contract notice and contract documents. 2
4 THE AIMS OF THE POLICY
4.1 The aims of this policy are as follows:
4.1.1 to ensure that directors, commissioners, Council officers and all those engaged in procurement activity consider the opportunity to embed social considerations in a prospective purchase at the outset of the procurement process;
1 This 2012 Order was made by the DOE under powers conferred by Section 2 of the Local Government (Best Value) Act 2002. The Best Value Act 2002 will be repealed in April 2015 as its provisions have now been re-enacted within the Local Government Act 2014 and a new Order will be provided by the DOE. 2 Regulation 39 of the Public Contracts Regulations 2006
Page 89 4.1.2 to engage with the market and so encourage suppliers to include as much social value within contracts as possible; 3
4.1.3 to ensure that, wherever possible, appropriate social clauses are included in all Council contracts; and
4.1.4 to ensure that every pound spent on public service provision and procuring goods, works and services reaps maximum economic, social and environmental value and benefit, ultimately resulting in an improved quality of life in Belfast and its communities.
4.2 More broadly, the policy is intended to provide a solid foundation for the inclusion of social clauses in all appropriate Council contracts. To inform staff across the Council, particularly those involved in commissioning, when and how to assess the suitability of, integrate (where appropriate), manage and monitor social clauses in Council contracts.
5 WHO IS THE POLICY AIMED AT?
5.1 The policy is aimed at staff across the Council but particularly those with responsibility for making, influencing or sanctioning investment or spending decisions. It is aimed at directors, service commissioners, procurement managers, procurement officers, and contract managers. The policy is also intended to influence contractors so that they are better able to accommodate social clauses and to identify ways in which they can increase the economic, social and environmental value of their work.
5.2 A separate guidance note for staff on how to implement and monitor social clauses sits alongside this policy.
6 WHAT OUTPUTS ARE WE SEEKING TO ACHIEVE?
We aim to provide additional outputs that are germane to the main contract. Examples include:
• creating employments opportunities for disadvantaged and underrepresented groups such as the long term unemployed (defined as those being unemployed/economically inactive for a minimum of 12 months), young people, women, people who have a disability, or minority ethnics;
• providing work placements and skills development for young people;
• sustaining/creating apprenticeships;
• promoting essential skills amongst suppliers existing workforce;
• providing paid placement opportunities for students on a University or College of Further and Higher course;
3 Please note, officers must still clearly state what they require as the outputs from contracts. The aim of this statement is to encourage suppliers to start to think of ways to add social value that are above and beyond what the Council directly requires and that officers may have thought of. In effect, we hope to encourage innovation.
Page 90 • delivering supply chain events to increase accessibility to supply chain opportunities for SMEs, micro-businesses and social enterprises;
• engagement with local schools/community groups to promote enterprise or careers in key sectors;
• delivering environmental improvements such as waste minimisation and/or recycling schemes, carbon reduction, CEEQUAL or BREEAM etc.
• identifying and delivering relevant community focused projects.
• identifying and delivering other contributory social benefits that are complementary to the main contract.
When drafting a contract specification, officers should consider the above outputs as objectives of the contract.
In summary, our procurement activity needs to consider how we can better design contracts and use social clauses to achieve better outcomes in line with the Council’s strategies, how we deliver long-term improvement in the effectiveness of services and other activities; and increase value for money and social value by placing social, environmental and economic outcomes at the heart of commissioning.
7 WHAT TYPES OF CONTRACT ARE APPROPRIATE TO THE POLICY?
7.1 The scope of this policy does not extend to leases or grants. Instead, it relates specifically to contracts let by the Council for goods, works and services. This includes a very broad range of contracts and will cover construction contracts, facility management contracts, and contracts for the purchase of goods. Every time the need for such a contract arises, an assessment of the potential to incorporate social clauses into that contract should be undertaken.
7.2 Factors to be considered include the nature of the purchase (goods/works/services) and the expertise of the potential providers/suppliers; the value of the contract; the size of the contract and the duration or term. Straightforward supply contracts, for example, may not be able to accommodate skills, training or employment opportunities but such requirements should be capable of being included in contracts for works and services .
7.3 A flowchart is included in the accompanying guidance note for staff to help determine when a contract should be considered for the inclusion of social clauses.
8 WHAT TYPES OF CLAUSES ARE APPROPRIATE?
8.1 There are constraints around the inclusion of social clauses in public contracts. These derive from EU procurement law. For example, it is not permissible to include in a public contract a clause obligating a contractor to employ only local labour. Nor is it permissible to confine the opportunity to bid for Council contracts to only local firms. When specifying the contract, officers should always be mindful of their
Page 91 other legal obligations for example, ensuring that there is not unlawful direct or indirect discrimination against any particular section of the community. 4
8.2 Some key points to remember are set out below:
• Don't include clauses that exclude non-local firms or labour as this is illegal under current European legislation. Instead, think of ways that you can encourage local firms and labour to apply for our contracts;
• Don’t think of Social clauses as directly creating jobs (the overall contract is responsible for creating work and hence employment) but rather as a way of encouraging underrepresented groups to apply for job opportunities.
• Do think about the use of social clauses early on and what the procurement process can achieve. You should try to weave social considerations into the investment decision, business case and procurement notices;
• Do calibrate the clauses to the contract - for example, there is generally no point in including employment-related clauses in contracts for the procurement of goods ;
• Do refer to the accompanying guidance, the example clauses included in Appendix 2 and the Benefits Realisation model in Appendix 3 to identify clauses that may be appropriate;
• Do refer to the Equality Screening of this policy, which is contained in the Appendix, to gain a better understanding of how clauses could help underrepresented groups and consider equality screening your procurement contract;
• Don't randomly employ social clauses in contracts unsuited to their inclusion, social clauses need to be practical and realistic ;
• Do get the message out to suppliers that sustainable procurement is important to the Council - there will be better buy-in from suppliers who will come to see the inclusion of social clauses in Council contracts as a matter of course;
• Don’t include social clauses in the evaluation criteria, when included they should be a non-optional part of the specification; 5
• Do ensure a level playing field for contractors bidding for contracts that include social clauses.
• Do seek further advice if you have any queries about the use of social clauses. In particular, talk to the Equality Unit and the Economic Development Unit about employability, apprenticeships and training clauses, and the Environmental Health team about environmental
4 See page 82 of the Equality Commission guidance and, more generally, Section 75 of the Northern Ireland Act 1998 and Article 75(1) of the Fair Employment and Treatment (NI) Order. 5 Once the Council has gained more experience in the use of social clauses, it will review this decision and clauses may become part of the assessment criteria.
Page 92 clauses. They will be able to arrange further support for example from DEL for employability clauses.
Also remember that the process must not become a box ticking exercise and should focus on outcomes. Social clauses need to be administratively efficient. It costs money to provide social and community benefits. This should be recognised.
9 WHEN SHOULD THE POLICY BE CONSIDERED?
9.1 The consideration of the opportunities for including social clauses in contracts must become embedded within the Council’s purchasing process. A determination of what social benefits can be derived from a particular contract should be as much a part of the procurement process as drafting the specification.
9.2 In order to successfully secure social benefit through the commissioning and procurement process, social benefit needs to be thought about as early as possible in the process. Ideally it should form part of the decision to invest. There needs to be real internal buy-in from key stakeholders within the Council to driving additional social value out of the procurement process.
9.3 In short, this policy should be considered every time a decision is made to spend money on the procurement of goods, services or works. As a minimum, contracts with a minimum labour value of £250,000 and contract duration of at least 6 months are to be screened for the inclusion of social clauses, in line with the guidance produced by the Construction Industry Forum for Northern Ireland (CIFNI). Where appropriate, multiple contracts should be considered in terms of the totality of their combined value.
10 MONITORING SOCIAL CLAUSES
10.1 To ensure the use of social clauses is effective and delivering the desired outcomes, clauses need to be monitored and reported. Monitoring needs to be appropriate to the size of the contract and the type of social clause. Consideration needs to be given to how non-compliance will be addressed. Further details are included in the accompanying guidance for officers. The results will be reported through the Council’s existing performance management framework.
10.2 The non-delivery of social clauses should be considered a breach of contract. The officer responsible for the contract should first aim to manage the delivery of social clauses in the same way that they manage all other contract requirements. That is, the contract should be managed so that it delivers the agreed outputs. If a breach in contract does occur, then the officer managing the contract must seek advice from the Council’s Legal experts as soon as possible. 6
6 The best approach to dealing with the non-delivery of social clauses is still being developed (April 2015). Officers should continue to work with the Council’s legal experts and monitor best practice to find the best approach to dealing with non-compliance.
Page 93
Example Social Clauses 7
This list will be amended and added to as the Council increases its experience in the use of social clauses and in light of any reviews and updates by Central Procurement Directorate (CPD), the Strategic Investment Board and the Construction Industry Forum for Northern Ireland (CIFNI). Economic Requirements • The Contractor lists and publicises opportunities available within the supply chain on the Contractor 's web-site and/or where appropriate, in the local press and/or through appropriate industry bodies such as the CEF, CBI and IOD . • Within four weeks of the commencement of the contract the Contractor notifies the Project Manager of the sub contract and supply chain opportunities, the expected timescale for opportunities and the minimum eligibility requirements suppliers will be required to fulfil. • The Contractor is required to participate in at least one supplier information day, to be facilitated by Belfast City Council. Events will be developed in consultation with The Contractor however participation is likely to include a presentation on upcoming opportunities and one to one engagement with attendees. Events will be specifically targeted towards small businesses, social enterprises, voluntary and community organisations . • The Contractor supplies the Project Manager with details and web links to information published on the Contractor ’s Website for inclusion in the ISNI tracking Database. • The Contractor complies with the Code of Practice for Government Construction Clients and their Supply Chains. See _Code_Of_Practice_For_Government_Construction_Clients_And_Their_Supply Chains • The Employer requires the Contractor and the supply chain sign an agreement with the Employer to meet the Fair Payment commitments set out in the ‘Fair Payment’ Charter. (See Appendix A of the Code of Practice for Government Construction Practice .) The Contractor will also comply, as part of the Charter agreement, with the following supply chain practice requirements:-
Payment to supply chain to be a standing item on the agenda for project meetings; To provide the Project Manager with contact details for all supply chain members; To provide a report to the Project Manager on payments made to these supply chain members at each project meeting; and Any sub-contracts entered into by the Contractor for the completion of this contract shall include a requirement that, on the request of the Project Manager , the sub-contractor will report to the Project Manager on the moneys due to, and the payments received by the subcontractor from the Contractor . The report shall include an explanation for any moneys withheld by the Contractor . The content and format of the report shall be agreed in advance with the Project Manager .
• The Project Manager will carry out periodic checks with subcontractors on the payment performance of the Contractor .
7 For more information, see “Proposal for promoting equality and sustainable development by sustainable procurement in construction - Sustainability requirements, guidance & model contract clauses” by the CIFNI - sustainability task group (September 2012).
Page 94 • The Contractor procures the works to achieve the Best Value for Money for the Employer representing the optimum combination of Price and Quality (or fitness and purpose) over the lifecycle of the works while contributing to the wider Government objectives on Economic, Social and Environmental Sustainability. The Contractor uses Whole Life Value studies and Whole Life Costing techniques and methods to support the decision making process to achieve of Best value for Money. • The Contractor provides access to accounts (as part of the open book process) to allow timeliness of payments to subcontractors and suppliers to be verified.
Social Requirements • A) The Contractor submits an Employment Plan 8 to the Employer within four weeks of the starting date setting out the Contractor’s plans, procedures and programme for providing opportunities for the unemployed, apprentices, students and trainees as set out in the Works Information. In particular, this will show how the Contactor will ensure opportunities are adequately communicated to disadvantaged and underrepresented groups such as the long term unemployed, young people, women, people who have a disability, or minority ethnics, so that they are positively encouraged to apply. • B) The Contractor will be required to liaise with Belfast City Council, DEL and/or any organisations identified by Council to agree the approach for the communication and promotion of employment, student, placement and apprenticeship opportunities provided through this contract. Promotion of these opportunities will be delivered in association with Belfast City Council, DEL and/or any organisations identified by Council to ensure that appropriate channels ( jobcentreonline as a minimum) are used to reach the disadvantaged and underrepresented groups. • C) In discussion with BCC and DEL (See B) above), the contractor may need to provide capacity building opportunities for the disadvantaged and underrepresented groups. For example, recruitment workshops and events targeted at these groups. Where possible locations and times that are accessible, neutral or shared spaces will be used for these activities. It is expected that expert advice will be sought to ensure these workshops are accessibility . • For appropriate contracts, actively involve service users at an early stage in the design, delivery and evaluation of services that are delivered to the public.
Opportunities for the Unemployed 9 (Figures will be calculated based on labour value of the contract – every £250k of labour value equates to 13 employment weeks.)
• The Contractor either directly or through its supply chain provides XXXXX paid employment weeks for the long term unemployed (defined as those who have been unemployed for 12 months or more). The Contractor is required to liaise with Belfast City Council, DEL and/or any organisations identified by Council to promote employment and apprenticeship opportunities provided through this contract. • The Contractor must ensure that the employment opportunities provide meaningful work experience, development and marketable skills which will enhance the person’s skill set for continued and future employment. It is the ambition of the Employer that employment opportunities should be sustainable, where possible.
8 Where possible, this should be made a requirement of the tender process. E.G. to be considered for the tender, the contractor must outline their recruitment plan. 9 Ensure that the assessment of contract labour values are accurate and note that clarity may be required on employment related clauses where an employer is making redundancies.
Page 95 • In the event than an unemployed participant commences the employment but withdraws or is removed before completing the employment opportunity, the Contractor arranges for a replacement unless the completion date of the contract is within two months. • The Contractor provides:- An update at monthly intervals on the number of participant weeks delivered within the Contractor’s Sustainability Project Report using Table A of Contractors’ Sustainability Project Report. • The Contractor will recruit a minimum of [xx%] of its new recruits required to deliver this contract from among the long term unemployed.
Apprentices • Five percent (5%) of the Contractor’s workforce (if the Contractor has 20 or more employees) are employed on formally recognised paid apprenticeships. • Five percent (5%) of the workforce of each first tier Subcontractor (with 20 or more employees) are employed on formally recognised paid apprenticeships. • A paid apprenticeship is one that is recognised within the DEL ApprenticeshipsNI programme e.g. Level 2 framework apprentices or Level 3 framework apprentices or a similar scheme. • The Contractor provides:- Within four weeks of the starting date, a list of apprentices using Table B within the Contractor’s Sustainability Project Report; and Within four weeks of the starting date, evidence (e.g. PAYE printout) of the number of people employed by the Contractor and each first tier Subcontractor (with 20 or more employees) and records the data using Table B within the Contractor’s Sustainability Project Report. an update at monthly intervals on the number of apprentices and individuals employed by the Contractor and each first tier Subcontractor (with 20 or more employees) using Table B within the Contractor’s Sustainability Project Report. • If at any time before the Completion Date the proportion of apprentices drops below the five percent (5%) requirement the Contractor submits to the Project Manager an apprentice recruitment plan and implements this plan promptly to ensure that the requirement set out in the Works Information is achieved. • The Contractor must ensure that the employment opportunities provide meaningful work providing experience, development and marketable skills which will enhance the person’s skill set for continued and future employment. It is the ambition of the Employer that employment opportunities should be sustainable, where possible.
Student Work Placements (Figures will be calculated on labour value, between £2-5million – 40 student placement weeks, £5 million plus 80 student placement weeks.) • The Contractor provides XXXX person weeks of paid placement opportunities for students on a University or College of Further and Higher course. • In the event than a student commences the employment opportunity but withdraws or is removed before completing the required number of weeks, the Contractor arranges for a replacement participant unless the completion date of the contract is within two months. • The Contractor must ensure that the employment opportunities provide meaningful work providing experience, development and marketable skills which will enhance the person’s skill set for continued and future employment. It is the ambition of the Employer that employment opportunities should be sustainable, where possible.
Page 96 • The Contractor provides at monthly intervals, an update on the number of student weeks actually delivered using Table C within the Contractor’s Sustainability Project Report.
Trainees (Figures will be calculated based on labour value, every £500k of labour value equates to 8 TFS weeks.) • The Contractor either directly, or through its supply chain, provides XXXXX person weeks of work placement for Training for Success (TFS) trainees ( or similar ) through the Department for Employment and Learning (DEL) contracted training suppliers or equivalent. • The Contractor is required to liaise with Belfast City Council, DEL and/or any organisations identified by Council to promote placement opportunities and to arrange TFS placements. • In the event that a TFS trainee commences the work placement, but withdraws or is removed from the placement before the required number of weeks has been completed, the Contractor arranges for a replacement TFS trainee unless the total number of person-week placements yet to be delivered under the contract is less than 2 weeks. • The Contractor provides the TFS trainee in conjunction with their training supplier with relevant work experience, training and development which will enhance their opportunities for future employment. • The Contractor provides an update at monthly intervals on the number of TFS participant weeks actually delivered using Table D within the ContractorRs Sustainability Project Report.
Essential Skills • The Contractor and supply chain will provide opportunities for all employees to develop essential skills through, for example, the promotion of the DEL Essential Skills Programme.
Equality of Opportunity 10 To promote equality in the workplace. • The Contractor shall comply with Section 75 of the Northern Ireland Act 1998 and all applicable fair employment, equality of treatment and anti-discrimination legislation, including in particular, the Employment (Northern Ireland) Order 2002, the Fair Employment and Treatment (Northern Ireland) Order 1998, the Sex Discrimination (Northern Ireland) Order 1976 and 1988, the Employment Equality (Sexual Orientation) Regulations (Northern Ireland) 2003, the Equal Pay Act (Northern Ireland) 1970, the Disability Discrimination Act 1995, Disability Discrimination (NI) Order 2006, the Race Relations (Northern Ireland) Order 1997, the Employment Relations (Northern Ireland) Order 1999, and the Employment Rights (Northern Ireland) Order 1996; and shall use his best endeavours to ensure that in his employment policies and practices and in the delivery of the services required of the Contractor under this agreement he has due regard to the need to promote equality of treatment and opportunity between:
persons of different religious beliefs or political opinions; men and women or married and unmarried persons;
10 These clauses should be considered compulsory in any contracts where social clauses are used. If they cannot be included, the reasons must be highlighted and explained in the tender approval committee paper.
Page 97 persons with and without dependants (including women who are pregnant or on maternity leave and man on paternity leave); persons of different racial groups (within the meaning of the Race Relations Northern Ireland) Order 1997); persons with and without a disability (within the meaning of the Disability Discrimination Act 1995 and the Disability Discrimination (NI) Order 2006) including the need to make reasonable adjustments during the recruitment process and in employment; persons of different ages; and persons of differing sexual orientation.
• The Contractor is required to ensure the observance of the provisions of the above clause by all servants, agents, employees, consultants and sub-contractors of the Contractor . • The contractor will support schemes to promote equality in the industry such as “Women in Construction NI” http://www.citbni.org.uk/Women-in-Construction-(1).aspx or other relevant programme. • The Contractor will be required to liaise with Belfast City Council, and/or any organisations identified by Council to agree the approach to meet the equality of opportunity requirements. Within 4 weeks of appointment the Contractor will provide an Equality Action Plan setting out how they will address equality related matters. The detail of this action plan will be scalable depending on the size of the contract and based on advice from Council staff. For example smaller contracts will require a written acknowledgement and pledge to deliver the commitments in the Council’s Equality Scheme. Larger contracts will require an Equality Assessment and action plan to address the results of the assessment in accordance with protocol agreed with the council. • The Contractor provides:- An update at monthly intervals that meets the section 75 requirements for equality, good relations and disability monitoring. Good relations • Promoting equality and good relations are key to improving the quality of life for everyone in the city. We want to make sure that fairness, equality and respect are at the heart of everything we do. These values are central to all of our activities. In Northern Ireland, divisions still exist between different parts of the community. Many of our citizens continue to live parallel lives, with some communities still separated by physical barriers. Building relationships across communities is central to good relations, with work continuing to create a better future for people within these neighbourhoods. In recent years, we've welcomed new people from other countries who have made Belfast their home. This diversity has enriched our culture and contributed to our prosperity. The Contractor must ensure that the work site and other activities, such as recruitment events, are conducted in a manner that is respectful and welcoming to all members of our community and so helps to promote good relations. Neutral or shared spaces should be used where possible. • The Contractor will be required to liaise with Belfast City Council, and/or any organisations identified by Council to agree the approach to meet the good relations requirements.
Respect for People To promote Respect for People.
Page 98 • The Contractor and supply chain agree to comply with the requirements of the 'Respect for People (RfP) – Code of Good Working Health and Safety Practices' incorporating the 'Code of practice for Industrial Relations and Health and Safety'. Compliance with this Code will include payment of operatives in accordance with the industry Working Rules Agreements For link see:- http://www.strategicforum.org.uk/pdf/codeofpractice.pdf • The Contractor will calculate the Constructing Excellence Key Performance Indicators on Respect for People and report the KPIs to the Employer
Health & Safety - BuildSafe-NI To promote best practice in Health and Safety. • The requirements are contained within Works Information Volume 3B - “Safety, Health and Welfare”
Waste Minimisation and Management • The Contractor is required to implement where possible cost-effective methods of good practice waste minimisation during the design of the project and thereafter during construction. As a minimum, the Contractor should: Identify appropriate methods of waste minimisation in design before detailed design commences and report to the Project Manager on the economic and practical implications of adopting these methods during the development of the design. Agree with the Project Manager which methods of waste minimisation to implement at the appropriate design stage and demonstrate how the methods have been incorporated into the design. Include a list of measures within the Site Waste Management Plan to minimise waste from on-site operations (for example, damage, theft etc) and demonstrate how these measures have been implemented. The Site Waste Management Plan is to be implemented in all construction site activities in line with good practice published by Waste & Resources Action Programme (WRAP). The Plan is required to set a target for waste reduction and recovery. It is expected that this target will be set to better the current waste bench mark for project type as published in: www.smartwaste.co.uk/benchmarking.jsp unless otherwise agreed with the Employer. • The Contractor is also required to meet specified minimum waste recovery rates for the waste streams with the largest cost-effective recovery potential (to be known as 'selected Quick Wins'). The Contractor is required to identify and agree with the Project Manager/Employer's Agent the key opportunities for Quick Wins on the project and set minimum recovery rates to be achieved. Specifically, the Contractor's responsibility (in association with his trade sub-Contractors and waste management Contractors where appropriate) shall be to:- Identify, and continually review as the pre-construction design develops, the waste streams with the largest potential and estimate likely recovery rates to be adopted for the project: Agree with the Project Manager/Employer's Agent before the commencement of construction those waste streams that will provide the most significant opportunities for cost-effective recovery (to be known as 'selected Quick Wins') and the minimum recovery rates to be adopted for the project; Meet the agreed minimum recovery rates for the selected Quick Wins unless otherwise agreed in writing by the Client:
Page 99 Measure waste arising during the works and compare with the minimum recovery rates set for the project and then report these findings to the Project Manager (in a form to be agreed) every four weeks at project meetings including the measures to be implemented to meet the minimum recovery rates if actual recovery is below target; and Appoint trade sub-contractors and waste management Contractors with the same liability as under the Employer's Requirements to meet minimum recovery rates (where applicable) and to support the Contractor to measure, monitor and report actual waste during the works. • To assist the effective delivery of the above requirements, the Contractor should develop and implement a Site Waste Management Plan (SWMP) to achieve good practice waste management on the project. Specific Contractor responsibilities will be to:- Provide and agree a methodology with the Project Manager before detailed design commences regarding how the SWMP will be developed and implemented with specific reference to the constraints of the project, the management of these constraints, their supply chain, programme of key steps and reviewing performance. This should take into account good practice guidance published by WRAP and other organisations. Develop the SWMP as the design progresses in accordance with the agreed methodology for completion prior to construction commencing. A copy of the completed SWMP should be provided to the Employer's Agent prior to construction commencing; Implement the SWMP during construction in accordance with the agreed methodology; and Ensure compliance of all appointed trade sub-contractors and waste management Contractors with the legal requirements under the Duty of Care regulations and take all reasonable actions as appropriate for non-compliance. • For some approved uses of Greenfield soil as outlined in NIEA’s Regulatory Position Statement ‘Guidance on the Regulation of Greenfield Soil in Construction and Development’ such as road and verge construction, landscaping and sustainable drainage systems, waste controls may not be applied. However, in order to benefit from the regulatory position, the producer or receiver of the soil must:- Complete and sign the declaration form at Appendix 2 of the Regulatory Position Statement or Submit a declaration form on line at www.ni- environment.gov.uk/apply_online.htm
Recycling and Reuse of Construction Materials • As a minimum outcome, at least 10% [or as otherwise stated in A06/210] of the total value of materials used in the construction project derives from recycled and re-used content in the products and materials selected. (* see below) The Contractor must also demonstrate that the most cost effective cost-neutral opportunities to increase the value of materials deriving from recycled and re-used content (i.e. the relevant Quick Wins) have been identified and implemented, and that targeted improvements made in the total recycled content above "baseline practice" for the project have been quantified. • Tools and resources for evaluating recycled content and identifying Quick Wins with minimum effort are available from www.wrap.org.uk/construction • Wherever technically and commercially feasible, the Contractor's specification should require the use of products with recycled content that equals or exceeds the 'good' practice performance for that component.
Page 100 • Where the Contractor considers that the use of materials with higher recycled content for identified Quick Wins may be unachievable or that there is an additional cost in meeting this level, the Contractor must contact the Project Manager during the design development period with supporting information which states:- Identified Quick Wins (e.g. as indicated by the WRAP tools) The reasons for selecting not all of the identified Quick Wins or for pursuing levels of recycled content value below "good practice" for the identified Quick Wins, identifying cost, programme and / or quality issues resulting in this decision. • The Contractor must identify the minimum value for the recycled content in each of the selected Quick Wins. The Contractor must ensure that all corresponding materials achieve the required recycled content value, and retain evidence of their use through the collation of invoices and manufacturers' data. This information is to be made available to the Project Manager within five working days upon request. • At the end of the project, the Contractor must report to the Sustainability Auditor (or Project Manager, if designated) the improvement made in the total recycled content above "baseline practice" for the project and the estimated outcome for total recycled content by value. • The value of materials deriving from recycled content on a project may be calculated using the following summation across all the products and materials used: (quantity of product A) x (cost of product A) x (% recycled content by mass of product A). *Recycled content is the proportion, by mass, of recycled materials in a product, excluding waste material (such as process scrap) reutilised within the same process that generated it - see ISO14021 for a formal definition. Where a product or material is reused (e.g. is removed and replaced or moved to another location), then it is credited at 100% reused content by value. The cost of a product is the unit delivered price for the materials, excluding installation costs. • The Contractor is to calculate and report the recycled content as an environmental Key Performance Indicator.
Environmental Assessment • The Contractor and supply chain shall work to achieve a CEEQUAL or BREEAM rating of "Excellent" and "Very Good", or equivalent, for new build and refurbishment projects, respectively. • The Contractor is to Construct the works in accordance with the BREEAM rating achieved during the Design Stage and obtain from the BREEAM assessor/authority a certificate certifying the works, as built, comply with the design intent and BREEAM Rating achieved at Design Stage.
Reduction in Energy, Water Consumption and Carbon Emissions • The Contractor is to comply (where applicable) with the minimum mandatory specifications and if possible with the best practice specifications of Defra’s ‘Government’s Buying Standards’. See: http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/index.htm
Page 101 Benefits Realisation Model
When specifying clauses in contracts, you might find the Benefits Realisation Model, as used by Property and Projects (P&P), will help. Contact the P&P Strategic Programme Manager for more information. An overview of the approach is shown below.
How we will Planning for How we will What we want know we have Success achieve to achieve achieved (Benefits (Projects, (Outcomes) (Measurements Realisation activities) KPIs) Planning)
Identify benefits to provide arguments for investments Manage demand on limited budgets Plan realisation through Focus on high impact and high priority benefits to maximise use of resources joined up working Deliver service improvements - not just buildings/policies/IT systems Align delivery with business needs Think wider than cash savings: time release, staff motivation, customer satisfaction, and priorities community wellbeing Identify changes supporting benefits realisation Evaluate to demonstrate Eliminate silos between success departments and teams Shared responsibility across Know that you have achieved 1. Identify government/Statutory, what you set out to do Community and Voluntary sectors. Measure impact to determine Avoid duplication of work what is worth the effort and Appoint Benefits Owner(s) to what isn’t, now and in future ensure benefits are delivered, projects monitored and measured Share lessons learned Share success Benefits Management Execute plans Facilitate and manage change Keep stakeholders involved Review progress Provide training and education Monitor progress against benefits Communicate, communicate, baselined before change started communicate Identify where benefits are not being realised and take remedial actions Update benefits strategy and outline benefit realisation plan included in business case
Page 102
Equality Screening
To be attached once the required Equality Rescreening process has been completed.
Page 103 This page is intentionally left blank STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Area Working Update
Date: 20 November 2015
Reporting Officer: Gerry Millar; Director of Property & Projects
Contact Officer: Sinead Grimes; Programme Manager
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 At its meeting in April 2012, the SP&R Committee agreed to convene Area Working Groups (AWGs) to support effective ‘place-shaping’ and make recommendations on investment decisions for their local area including LIF and BIF. Given the unique role that they played in allowing Members to shape their local areas it was agreed that AWGs would be reconvened as part of the new Council. The latest round of AWGs has taken place and the recommendations emerging are outlined below
2.0 Recommendations
2.1 Members are asked to – Local Investment Fund proposals –
agree the recommended proposals as set out in 3.1 below from the North AWG in relation to the Local Investment Fund 1. Members are asked to note that the Basement and Brantwood & Loughside FC proposals are subject to these projects going through the LIF process with the project being assessed against the prioritisation matrix – the results of this assessment will be reported back to the next AWG and Committee. All projects will be subject to the full due-diligence process agreed for LIF projects. Members are also asked to note that the Midland Boxing Club (NLIF011) which was previously agreed has been withdrawn with the money being reallocated.
agree the recommended proposals from the North AWG for funding under LIF 2 – Cavehill Bowling club and St. Mary’s Nursery School which have been scored (see Appendix 1) – subject to Committee approval it is recommended these are moved forward to due-diligence
note that a number of other LIF2 projects have also been proposed by the North AWG – the feasibility of these emerging proposals is being examined by officers from the Property & Projects Department and their eligibility for assistance will be reported back to future North AWG meeting
agree the recommended project from the South AWG for funding under LIF 2 - Holylands Area Improvement Initiative. Members are asked to note that this proposal is subject to the project being assessed against the prioritisation matrix.
3.0 Main report
KEY ISSUES AREA WORKING GROUP UPDATES
NORTH AWG 3.1 LIF Recommendations - The North AWG at its meeting on 28th October, while agreeing to the need for a dedicated planning session, made the following recommendations for the consideration of the SP&R Committee in relation to their Local Investment Fund (I & II)
Ref No Project £ Amount
LIF 1
NLIF071 Marrowbone Sacred Heart Parochial Hall £100,372
NLIF017 Basement Youth Club ** £24,000 – towards a wider project
NLIF061 Brantwood and Loughside FC ** £100,000 – reallocated money from NLIF011
**Members are asked to note that these proposals are subject to these projects going through the LIF process with the project being assessed against the prioritisation matrix – the results of this assessment will be reported back to the next AWG and Committee. All projects will be subject to the full due-diligence process agreed for LIF projects
LIF 2 In addition the North AWG discussed a number of proposals in relation to LIF 2 allocations. The projects listed below have been scored and are ready, subject to Committee agreement, to be progressed to due-diligence.
LIF 2 NLIF2-01 Cavehill Bowling Club ** £100,000
NLIF2-02 Woodland at St. Mary’s Nursery School ** £33,200
TOTAL £133,200
In addition to the two projects above a number of other LIF2 projects were also proposed by the North AWG – the feasibility of these emerging proposals is being examined by officers from the Property & Projects Department and their eligibility for assistance will be reported back to future North AWG meeting to allow members to make informed recommendations for funding before being brought to the SP&R Committee.
3.2 SOUTH AWG LIF2 Recommendations- The South AWG at its meeting on 19th October 2015, made the following recommendation for in principle funding for the consideration of the SP&R Committee in relation to their Local Investment Fund 2 monies –
LIF 2
SLIF2-07 Holylands Area Improvement Initiative ** £80,000
3.3 FINANCIAL & RESOURCE IMPLICATIONS
Financial - £4m has been allocated to LIF 2.
AWG (A) TOTAL LIF2 (B) AMOUNT (C) PROPOSALS (D) PROJECTED AMOUNT ALLOCATION ALLOCATED IN THIS REPORT ALLOCATION REMAINING TO DATE (B+C) (A-D) North £800,000 £0 £133,200 £133,200 £666,800
South £800,000 £412,000 £80,000 £492,000 £308,000
East £1,200,000 £245,000 £0 £245,000 £955,000
West £1,200,000 £1,144,000 £0 £1,144,000 £56,000
Resource - Officers will be required to help work up LIF projects.
Equality or Good Relations Implications 3.4 LIF has been equality screened.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – Scoring LIF projects
Theme RAG Scores / Projects St Mary's Marrowbone Cavehill Nursery: Parochial Hall Bowling Club Woodland
NLIF071 NLIF2-01 NLIF2-02
Affordability - - -
Feasibility - - -
Deliverability - - -
Sustainability - - -
Overall RAG / Score - - -
STRATEGIC POLICY & RESOURCES COMMITTEE
Asset Management: Subject: (i) Deed of Dedication: Belmont Park (ii) Licence Agreement: Renewal of JC Decaux Advertising Hoarding Boucher Road
Date: 20 November 2015
Reporting Officer: Gerry Millar - Director of Property & Projects Department
Contact Officer: Cathy Reynolds – Estates Manager, Property & Projects Department
Is this report restricted? Yes No √
Is the decision eligible for Call-in? Yes √ No
1.0 Purpose of Report or Summary of main Issues
(i) Deed of Dedication Belmont Park
1.1 At its meeting on 16 October 2014 the former Parks & Leisure Committee agreed to enter into a Deed to dedicate a substantial part of Belmont Park as part of the Fields in Trust Centenary initiative. The extent of the land to be included in the Deed is shown outlined red on Appendix 1 and totals approximately 26.64 acres.
1.2 Through its website Fields in Trust (FIT) provides information and toolkits and promotes community events to be held on ‘dedicated’ spaces around the UK. The Deed in respect of Belmont Park would also require retention of the land as a public park. It also requires FIT’s interest to be registered at Registry of Deeds.
1.3 The proposed Deed of Dedication is between the Council and the National Playing Fields Association, operating as Fields in Trust. The Deed does not contain any provision for payments or funding to the Council at any stage. However the Deed does contain provisions which, if the Council wished to dispose of any of the ‘dedicated’ land, would require the Council to provide a replacement site of equivalent or larger size and with equivalent or better facilities, in the same catchment and as accessible to the public as the portion of land being disposed of. The Council would also be required to apply whatever proceeds of the disposal price as are necessary to achieve these objectives. In addition the Council would be required to enter into a similar Deed of Dedication in respect of the replacement site.
(ii) Licence Agreement: Renewal of JC Decaux Advertising Hoarding Boucher Road
BCC has been contacted by JC Decaux to request a renewal of their current Licence Agreement in respect of an advertising hoarding located at Boucher Road Industrial Estate. The existing Licence terminated on 31st December 2011 and has continued on a rolling basis since that date.
2.0 Recommendations
(i) Deed of Dedication Belmont Park
1.1 In accordance with the wishes of the Parks & Leisure Committee of 16 October 2014, Committee is recommended to proceed with completion of a Deed of Dedication with Fields in Trust in respect of the identified land at Belmont Park (Appendix 1) subject to the approval of the Strategic Policy & Resources Committee and the Department of the Environment.
(ii) Licence Agreement: Renewal of JC Decaux Advertising Hoarding Boucher Road
1.2 Members are asked to agree to the renewal of Licence Agreement to David Allen Holdings Ltd, T/a JC Decaux for a period of 5 years at a revised rent of £22,000 per annum in Years 1 & 2 and with a rent review at Year 3.
3.0 Main report
(i) Deed of Dedication Belmont Park
Key Issues 1.1 In view of the provisions contained in the proposed Deed of Dedication, it is considered that entering into the Deed would place a substantial restriction on the land. The imposition of this restriction in itself represents a diminution of the Council’s legal interest in the land and thereby represents disposal of part of the Council’s interest in the land. 1.2 The provisions related to disposal of land are contained in Local Government Act (NI) 1972 and include an obligation upon the Council not to dispose of any interest in land at less than ‘best price’ without first obtaining approval from the Department of the Environment. In connection with this the Council sought a valuation from Land and Property Services. LPS have now reported that the loss of value to the Council arising from entering into the Deed of Dedication is represented by the sum of £130,000. This reflects the difference between the ‘before’ value of the land based on the Council’s unrestricted title to the site (and taking into account Planning restraints) versus the ‘after’ value with the additional restrictions on use imposed by the Deed of Dedication. This sum will now be included as part of a submission to DOE seeking approval to enter into the Deed.
1.3 The boundaries of the Deed of Dedication have been drawn in a way so as not to include the car park that is leased to CIMYS, the car park located on Belmont Road and the allotments.
Financial & Resource Implications 1.4 No income receivable and no expenditure incurred as a direct result of entering into the proposed Deed of Dedication.
Human Resources 1.5 Resources in Legal Services and Estates Management Unit have been involved in considering the contents of the proposed Deed and researching title etc.
Asset and Other Implications 1.6 The proposed Deed would affect almost the entirety of Belmont Park. In arriving at the proposed area for inclusion in the Deed care has been taken to try and avoid any currently known areas where the requirements of the Deed could conflict with other legal obligations or circumstances. The Deed would underpin the use of the dedicated space for public recreational purposes.
Equality or Good Relations Implications 1.7 There are no equality or good relations issues associated with this report.
(ii) Licence Agreement: Renewal of JC Decaux Advertising Hoarding Boucher Road Key Issues 1.8 The Council has an existing Licence Agreement with JC Decaux for an advertising hoarding on Boucher Road. This agreement was for a 5 year period commencing 1st January 2007 at a rent of £20,000 per annum. The Licence has continued on a rolling basis following the expiry of the initial term on 31st December 2011.
1.9 The existing advertising hoarding comprises a back to back prismatic panel. JC Decaux is proposing to convert the current format to back to back Premiere Light box format. The rationale behind the change is mainly connected to the age of the existing panels and problems in sourcing parts for the units. The proposed format will display one advertisement at a time and JC Decaux is of the view that they will be more aesthetically pleasing than the existing format.
1.10 The proposed conversion to Light box format will require a planning application. JC Decaux will be responsible for making an application for same. Consent for the Licence Agreement will be strictly conditional on JC Decaux having the appropriate consents in place. A map of the location is included in Appendix 3.
1.11 Based on comparable rental levels for advertising hoardings BCC have negotiated an increase in rent to £22,000 pa Years 1 & 2 and rent review at Year 3. Under the terms of the Licence Agreement, JC Decaux will be responsible for the maintenance and repair of the advertising hoarding. They will also be responsible for rates and any other charges becoming payable in respect of the hoardings.
Financial & Resource Implications 1.12 BCC will benefit from a rental income of £22,000 per annum with the potential for a further rental increase at Year 3. JC Decaux will pay the Council’s Legal & Estates fees in connection with this matter. Staff resources from the Estates Management Unit & Legal Services will be required to complete all agreements.
Equality or Good Relations Implications 1.13 There are no equality or good relations considerations attached to the decisions required in this report 4.0 Appendices – Documents Attached
4.1 (i) Deed of Dedication Belmont Park
Appendix 1 – Extent of land covered by proposed Deed of Dedication (outlined red). Appendix 2 – Extract from the minute of the former Parks & Leisure Committee dated 16 October 2014.
(ii) Licence Agreement: Renewal of JC Decaux Advertising Hoarding Boucher Road
Appendix 3 – Image of proposed advertising hoarding
Appendix 1
Appendix 2
Appendix 3
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Advertising Opportunities on Council Land & Property Assets
Date: 20 November 2015
Reporting Officer: Gerry Millar, Director of Property & Projects
Contact Officer: Cathy Reynolds, Estates Manager
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 Belfast City Council has a wide portfolio of land and property assets across the Belfast electoral area. To date these assets have been utilised on an ad-hoc basis for the location of advertising hoardings.
1.2 The purpose of this report is to seek approval for BCC to conduct a market testing exercise by inviting expressions of interest from advertising companies to utilise the Council’s assets for advertising in return for an income stream.
2.0 Recommendations
2.1 Members are asked to approve the proposal to carry out a market testing exercise in relation to be use of Council assets for commercial advertising. This is on the basis that this initial marketing exercise would not bind the Council into accepting any offers received and on completion of this process a further report will be brought to committee on the outcome of the market testing exercise and proposed next steps. 3.0 Main report
3.1 A recent approach has been made to the Council by an advertising company who are seeking to expand their advertising opportunities on Council land & property assets. However, rather than dealing with individual site requests, the opportunity exists to consider a wider range of Council land and property assets with a view to ascertaining their suitability as advertising locations capable of providing a revenue stream for the Council, as well as reducing the current Council advertising budget. The Council currently receives an income from car park advertising billboards at 4 car parks which transferred under LGR, and which amount to £7,000 per annum. In addition, the Council receives a rent of £20,000 per annum for an advertising billboard at Boucher Road. A separate report seeking approval to a renewal of the Boucher Road advertising Licence for 5 years at an increased rent of £22,000 per annum is also being presented to this Committee. It should be noted that the nature of this particular advertising hoarding will be a lightbox facility which differs to the normal billboards and commands a much higher rental.
3.2 Enclosed is an initial schedule of Council sites which may have potential as advertising locations subject to planning. This schedule includes sites identified in an initial recce undertaken by an advertising company on behalf of the Council in 2011, as well as a number of sites identified by the advertising company who has recently approached the Council and which form the basis of their recent proposal. A number of potential sites were identified by this company and their approach in identifying sites was to consider proximity to main arterial routes; ascertain if commercially viable and whether planning permission would be likely. Depending on the locations various formats including 48 sheet, 96 sheet billboards or banner locations may be suitable.
3.3 It should be noted that the schedule does not, at this stage, include assets that transferred as part of LGR. However the intention is to include those sites included in the schedule as part of a Phase 1 market testing exercise and if it proves successful then we could consider further additional sites including those transferred as part of LGR, as well as the DSD assets that may transfer at a later date. It will be noted that certain assets on the enclosed schedule include leisure assets operated by GLL. The position in relation to any income generation arising from the location of advertising hoardings at these locations will need to be checked in line with the leisure contract. GLL have however indicated support for this proposal as BCC may be able to negotiate an agreement with the advertising company which would enable BCC/GLL to better promote leisure services.
3.4 If this proposal is to be taken forward, it is proposed that the use of the sites would be regulated by a Licence Agreement, which would provide for a rent increase after a specified period. It would also contain terms and conditions in relation to the nature of advertising; termination in the event of non compliance or if the Council required the land.
3.5 The advertising company who recently contacted the Council indicated rents in the region of £1,450 to £1,750 per annum for the various sites identified by them. Evidence suggests however there may be scope for some increase in these figures but the exact rents will not be known until the sites are marketed. The proposed rents assume that the cost of construction and all other costs (including rates and illumination costs) are borne by the advertising company.
3.6 Whilst the likely rental returns are not particularly high, any additional rental income from advertising will supplement the Council’s existing rental return from its leased assets which is currently circa £6.75m per annum, thereby contributing further to keeping the rate low.
3.7 It should be noted that the marketing exercise would not bind the Council into accepting any offers received; it would simply test the market, ascertain the level of financial return being offered as well as the nature, size and exact location of the proposed advertising and the Council could thereafter decide whether or not they wish to proceed.
4.0 Financial Implications
4.1 BCC will benefit from an increase in rental income, the exact amount unknown until the expressions of interest are received. This will be brought back to Committee in due course.
4.2 Staff resources from the Estates Management Unit & Legal Services will be required to complete and manage any Licence agreements subsequently agreed as a result of this exercise.
5.0 Appendices – Documents Attached
5.1 Appendix 1 – Advertising Opportunities on Council Land & Assets – Schedule of Sample Assets to be marketed
Appendix 1
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Peace IV Update
Date: 20 November 2015
Reporting Officer: Gerry Millar; Director of Property & Projects
Contact Officer: Laura Leonard, European and International Manager
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To update Committee on the Peace IV Programme 2014-2020 in order to clarify direction on the way forward.
1.2 The Peace IV Programme (2014-2020) will be focused on supporting social and economic regeneration in Northern Ireland and the border counties of Ireland, by building peaceful societies. The operational programme which sets the parameters for the activity that can be supported has not yet been approved by the European Commission, although this is likely to take place before the end of the year. In addition to council-led Peace plans (likely to attract €2-3 million in Belfast over the period), there is a measure for Shared Spaces and Services which can support larger projects, including capital schemes. While the available budget is unclear at this point, it is understood that it may be between €50 and €70 million. Funding of up to 100% may be available (subject to match funding support from government departments), but it is likely that this will be 85% match funded, with project promoters expected to find 15%.
1.3 The existing agreed Council position in relation to the capital funding strand was to submit an application relating to the ‘Cultural Corridor’ along Donegall Street/Clifton Street and a proposal with the University of Ulster has been worked up, although it may be limited in terms of meeting eligible criteria. However there are also a number of potential competing applications described later in this report and agreement is required on how the Committee wishes to proceed should the Peace IV programme open as expected before the end of the year and it has been suggested in the West Area Working Group that two submissions should be made. 1.4 Members are asked to note that it is likely that only ONE capital project in Belfast will be supported, subject to competition from elsewhere. To be successful projects must align closely with the criteria and be capable of delivery by 2020. This is a very restrictive timetable taking account of economic appraisal, business planning, community consultation requirements as well as the normal design, planning, procurement and build schedules associated with any capital project. There is also likely to be a capital commitment of 15% plus delivery management risk and longer term running costs.
2.0 Recommendations
2.1 Members are asked to select which projects they would like to receive more information on and an outline business case for these projects can then be considered at the next meeting.
3.0 Main report KEY ISSUES 3.1 As outlined in 1.4 above, given the geographical coverage of the Peace IV programme, and the fact that there is only a limited amount of funding available, it is likely that only one Belfast- based project will be supported. Members are asked to note that officers are aware of a range of organisations that are seeking Peace IV funding for a range of large-scale revenue and capital projects and a number of these have been shared with the Council. Members should note that the detail on these projects varies significantly and, in many instances, is very limited. A brief overview of key initiatives is as follows: 3.2 Belfast Story Cultural Hub Proposed development of a shared cultural space within the city centre as a home for the ‘Belfast Story’. Shared cultural centre with open space / museum / story / film & creative centre/ community outreach etc - venue to be confirmed. This proposal would align with the Peace IV criteria, particularly around shared space. Match funding for the proposal could be realised from the City Centre Investment Fund 3.3 Ulster University educational outreach project (EPOCH project) This is a proposed civic and educational outreach initiative, focused on exploiting new technologies. The initiative builds on the move of UU to the city centre, and takes account of the very low skills levels of the communities adjacent to the new development. From a peace and reconciliation context, the programme is designed to address the challenges of: Educational under-achievement generally Low participation in the post-16 education sector Barriers to shared education Soft-landing into the ’shared’ educational spaces of higher education at Ulster University. The civic programme will inspire opportunities for cross-community working, educational liaison and student voluntary work, as well as a shared-space approach to work and study placements with schools, communities and businesses. The programme also envisages links and exchange opportunities across Belfast as well as with other inner city communities of the UK and Ireland, and selected post-conflict societies from around the world. Delivery would take place in what would be considered neutral locations and may include Carlisle Memorial Church, Girdwood Hub, Crumlin Road Gaol and other community facilities. The ultimate outcome the development of a learning culture in this part of the city and the transformation of the skills levels among young and old residents of this part of the city. 3.4 Black Mountain Shared Space - £7-11 million required The project will deliver a new youth/community facility at the Finlay’s Factory site at the foot of Black Mountain, in an interface are at Springfield/Ballygomartin Road. The project is at stage one in the BIF process, and has an economic appraisal in place. Belfast City Council has recently purchased the site to aid in this development, with the possibility of including local enterprise/business units, childcare facilities, outdoor education, community facilities and allotments. 3.5 Shankill Women’s Centre Rebuild- £3.5million required In order to meet the increasing needs of its service, the SWC seeks to build a new Women’s centre in Lanark Way to create a shared space for women on this interface with a whole range of peace building programmes to address common women’s issues. The proposed facility will allow the Centre to expand all of its areas of community support services, including teaching, community rooms, leisure facilities, cafe, childcare and after school provision, ensuring the centre becomes a resource for the city as a whole. The NI Housing Executive is supportive of this proposal and agreed to resource the technical support required to submit a planning application. The feasibility study, business development plan and economic appraisal are all complete, funded by DSD. 3.6 PSNI Community Outreach facility at New Forge Lane- £6-7.3 million required This bid, led by the PSNI, aims to open up a shared space community leisure and sports facility in its Newforge Lane premises, given that many local sports clubs and community organisations require use of more sports facilities. The aim is to completely re develop the site with 3G football pitch, a new indoor hockey pitch, 2 new 5-aside synthetic pitches, a new bowling green, changing room pavilion and social area, conferee and community spacers, community gym, improved grass rugby and GAA pitches, now office, social and access areas. 3.7 Andrews Mill Redevelopment- £- TBC The Mill lies strategically between the Falls and Shankill Road and the current owners have indicated their desire to relocate. The project aims to purchase and develop the site as an economic, regeneration and shared community space, opening up the Peace line and creating a shared community and business space. This will include Grade A office space, a cultural business hub, housing and business units. 3.8 Belfast Metropolitan College- £TBC The College has a draft business case for creating an extension to the Springvale E3 campus and to redevelop the Castlereagh Campus in East Belfast. Details will be available in coming weeks. 3.9 Colin Glen Forest Park Development - £6million required The Colin Glen Trust has a number of development priorities for which they would seek Peace IV funding. The first project would be to create a State of the art Outdoor adventure centre at the Colin Glen Forest Park site, incorporating a residential centre, an interactive heritage centre, outdoor education programme, showers, catering and parking facilities and secure public realm. A second priority for Colin Glen is to develop 2 covered 3G pitches on site which can be commenced immediately. A third is the development of an Alpine Coaster ride, the fourth, the development of Downhill Mountain Biking Slopes and Pump trail and finally the development of a permanent Camp site at the Forest Park. 3.10 Members will appreciate that many of these development proposals are speculative and some are more progressed than others. Similarly, some may require input (staff time, financial match funding) from the council while others will not. Therefore, council officers have not made any assessment of the relevant merits of these proposals at this stage. However, if the Council is making a financial contribution towards certain schemes this will need to be an assessed against other capital priorities and also the project’s contribution to the Belfast Agenda, alignment with key council objectives etc. Next steps 3.11 Members are asked to select which projects they would like to receive more information on and an outline business case for these projects can then be considered at the next meeting. 3.12 FINANCIAL & RESOURCE IMPLICATIONS Financial - The budget for the Shared Spaces and Services measure on the Peace Programme is not yet defined but is likely to be between €50-70 million and will probably support 3-4 major projects (i.e. around €15-20 million per project). Resource - Officers will be required to help work up a Peace IV application If successful, any new facility will have ongoing running and maintenance costs. Equality or Good Relations Implications No specific equality or good relations implications – no detailed analysis of individual projects ideas undertaken at this stage.
4.0 Appendices – Documents Attached
4.1 None
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Good Relations Partnership Meeting – 9th November 2015
Date: 20th November 2015
Reporting Officer: Nicola Lane, Good Relations Manager
Contact Officer: Margaret Higgins, Senior Good Relations Officer
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to report to committee on the key issues discussed at the Good Relations Partnership meeting held on 9th November 2015.
2.0 Recommendations
2.1 That the Strategic Policy and Resources Committee approve the minutes and the recommendations from the Good Relations Partnership Meeting held on 9th November 2015. 3.0 Main report
Key Issues
3.1 The Good Relations Partnership is a Working Group of the Strategic Policy and Resources Committee which consists of Elected members and representatives from various sectors across the city. The minutes from the Partnership are brought before the Committee for approval on a monthly basis.
3.2 The key issues on the agenda at the November meeting were:
Presentation from the Northern Ireland Strategic Migration Partnership Update on the Bonfire Management Programme Report from review of the Good Relations Partnership Workshop Good Relations Action Plan 16/17 Update on Peace IV Challenges on Interfaces Update on Refugee Resettlement Cultural Expression Proposal Screening Outcome Report May-September 2015 Request regarding Christmas Events
3.3 More details regarding the above issues and recommendations are included in the minutes of the meeting
Financial & Resource Implications 3.4 All expenditure is contained within existing budgets.
3.5 Equality or Good Relations Implications The recommendations of the Partnership promote the work of the Council in promoting good relations and will enhance equality and good relations impacts. 4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of the minutes of the Good Relations Partnership of 9th November 2015 GOOD RELATIONS PARTNERSHIP
MONDAY, 9th NOVEMBER 2015
MEETING OF THE GOOD RELATIONS PARTNERSHIP
Members present: Councillor Kyle (Chairperson) and Councillors Attwood, Bradshaw, Johnston, Sandford and Walsh.
External Members: Ms. O. Barron, Belfast Health and Social Care Trust; Rev. L. Carroll, Presbyterian Church; Mr. K. Gibson, Church of Ireland; Mrs. M. Marken, Catholic Church; and Mr. M. O’Donnell, Department for Social Development. Mr. P. Scott, Catholic Church
In attendance: Ms. N. Lane, Good Relations Manager; Mrs. M. Higgins, Senior Good Relations Officer; Mr. S. Lavery, Programme Manager; Mr. I. May, Peace IV Manager Mrs. S. Steele, Democratic Services Officer.
Apologies
Apologies were reported on behalf of Mr. S. Brennan, Mrs. J. Hawthorne and Mr. P Mackel.
Minutes
The minutes of the meeting of 5th October were taken as read and signed as correct.
Declaration of Interest
There were no declarations of interest.
Presentation from NI Strategic Migration Partnership
The Good Relations Manager reminded the Partnership that, at its meeting on 14th September, it had agreed that a representative from the NI Strategic Migration Partnership (NISMP) be invited to present to the Partnership to discuss it’s work in relation to migrants, refugees and asylum seekers. It was reported that Ms. M Kerr was in attendance and she was welcomed to the meeting.
Ms. Kerr advised that the Northern Ireland Strategic Migration Partnership provided a regional advisory, developmental and consultative function in relation to migration and reported that it worked across all levels of government in Northern Ireland, with public, private and third sector stakeholders and with the five main political parties.
58 Good Relations Partnership, Monday 5th October, 2015
She advised the Members of its key objectives and highlighted its key achievements to date, which included the production of distinct profiles of the migrant communities within each of the 11 new council areas in order to help inform council strategy and planning, and the delivery of its rationale and draft action plan for a Refugee Integration Strategy which had positively influenced the (draft) Racial Equality Strategy. She drew the Members’ attention to the Belfast Profile, highlighting that 11,885 residents of Belfast spoke a language other than English or Irish as their main language, with 18% not able to speak English well or at all and outlined the implications which this could ultimately have on the Northern Ireland economy, community planning and community cohesion.
Ms. Kerr concluded her presentation by identifying council priorities and opportunities and advised the Members that the NISMP was currently developing its website, which would allow the public to be kept informed of its ongoing work.
The Partnership noted the information which had been provided.
Update on Bonfire Management Programme
The Programme Manager reminded the Partnership that, at its meeting on 5th October, the Members had made a recommendation to the Strategic Policy and Resources Committee that 13 groups which had participated in the Bonfire Management Programme had breached the guidelines and were therefore recommended to pay retention fees. This recommendation had been upheld and was ratified by the Council on 2nd November. It was also agreed, in line with the BMP framework, that, following the Strategic Policy and Resources meeting on the 23rd October, a process would commence, giving those organisations which had been penalised an opportunity to appeal against the decision.
The Programme Manager reported that, as agreed at the previous Partnership meeting, the Appeals Panel had been made up of three Members from the Partnership, namely the Chairperson, the Deputy Chairperson and an independent member of the Partnership. The Panel had met on 5th November and representatives of 11 of the organisations which had been awarded penalties had attended to appeal their penalty. A copy of the appeal outcome report was circulated for Members’ perusal.
During discussion, a Member suggested that some of the organisations would find it difficult to pay the penalties imposed and suggested that these could be deducted from next year’s award. The Programme Manager stated that, under the terms of this year’s programme, this would not be possible, however he indicated that the criteria for next year’s Programme was currently being reviewed and that this may be something to consider as part of the overall review. He reported that following completion of the 2014/2015 Bonfire Management Appeals process, the Good Relations Unit would engage with groups involved with the Bonfire Programme this year. The Members were asked to note that officers would be using the service of external support to progress this work, and confirmed that there was adequate provision within the budget. The Programme Manager also advised the Partnership that a review workshop with the Strategic Bonfire Interagency Group had taken place on the 6th November, and that the priorities identified by that group would help to inform the future strategic approach to
59 Good Relations Partnership, Monday 5th October, 2015
the range of issues associated with bonfires. The findings and options emerging from the various conversations would be collated into an options paper which would be tabled at the January 2016 meeting of the Good Relations Partnership for further consideration.
The Partnership agreed to recommend to the Strategic Policy and Resources Committee that the proposed penalties, as outlined, be endorsed and allocated to the following organisations:
Bonfire Management Programme 2015 Appeal Panel Recommendation Summary
No Group Bonfire Location Non Adherence Appeal Panel to Guideline Recommendation (See Key Below) £ 1 Dunmurry Community Dunmurry Carpark A £50 Association 2 Cluan Place/Stormont Cluan Place A £150 Street Residents Association 3 South Belfast Posnett Street Car Park A £150 Alternatives 4 Suffolk Community Kells Ave A £50 Forum 5 Lower Glencairn ACT Lower Glencairn A £50
6 Lower Oldpark Beechnut St B £200 Community Association 7 Lower Shankill on Hopewell Cres C £75 behalf of Denmark Street 8 Castlereagh CCF – Farmhurst Green A £100 Braniel
9 Castlereagh CCF – Cregagh Estate A £200 Cregagh Estate 10 Castlereagh CCF – Milltown Estate A £50 Milltown
11 Tigersbay & Hogarth Street B £50 Mountcollyer 12 Pitt Park Pitt Park A £250
13 Belfast South Days Hotel Carpark – A £150 Community Resource Wellwood St
Total Retention Recommended by the panel £1,525
60 Good Relations Partnership, Monday 5th October, 2015
Guideline Key Target Potential Retention fee The burning of any flag, emblem, posters, effigies or A any other symbol that may cause offence is not 20% up to £300 permitted. Groups must work closely with local bonfire builders and statutory partners to prevent this. B Tyres and toxic materials should not be collected or 20% up to £300 burnt on the bonfire and materials should be restricted to wood. C Groups should refrain from the displaying of 5% up to £75 paramilitary trappings and paramilitary flags on or in the vicinity of the bonfire site or any activities associated with this programme.
Review of the Good Relations Partnership Workshop
The Good Relations Manager reminded the Members that at its last meeting, held on 5th October, discussions had taken place around the outcome of a workshop which had been held on 10th August to consider the future role and approach of the Good Relations Partnership. At that meeting, she had drawn the Partnership’s attention to a report which had been produced by the independent facilitator, which had summarised the main issues arising from the workshop. It had been agreed by those in attendance at the workshop that the Partnership should review and, where necessary, refine the document and that it would be beneficial also to obtain the views of relevant senior officers, with final recommendations being presented in due course to the Strategic Policy and Resources Committee for approval.
At the Partnership’s meeting on 5th October, the Members had made a number of further suggestions, including the need for the Partnership to be more proactive and to promote a culture of learning and development. It had also been suggested that a group, comprising of a small number of internal and external Members should be established to ensure the early involvement of the Partnership in issues which would eventually be presented to it for consideration.
The Good Relations Manager advised that, in response to this, it was proposed that ‘task and finish’ groups would be established, with those groups inviting relevant individuals with expertise for input, where required. The recommendations arising from those groups would then be brought to the Partnership for further consideration.
The Good Relations Manager advised that officers had suggested that groups be established to consider the following matters:
development of the Good Relations Actions Plan; the Peace IV Local Action Plan; addressing root causes of division – taking into account the prominence which improving community relations is given within the Belfast Agenda; and interaction with faith communities.
61 Good Relations Partnership, Monday 5th October, 2015
In addition to this, it had been suggested that Members might also wish to consider inviting the officers responsible for the development of the Belfast Agenda to a future meeting of the Partnership, to enable further input around its development and implementation and to seek ways in which the process could be ongoing.
The Partnership was advised that a paper had been circulated to the Chief Officers Group outlining the proposal outlined above and how it could play a more proactive role in advising the Council on good relations issues. It was noted that this paper would advocate the need for more engagement with the Corporate Management Team and the Strategic Policy and Resources Committee. Chief Officers had noted the paper and had suggested that the Chair and Vice Chair of the Partnership be invited to meet with the Chief Officer team.
In conclusion, the Members were also asked to note that senior officers had recently undertaken a review of the structure and governance of other equality and diversity related groups in the Council. Dr. J. Kremer had assisted with that review and Members were advised that any proposals would be developed over the next few weeks to establish how links with external groups could be further developed and how the Council’s equality framework could be enhanced. The Good Relations Manager advised that a report on this matter would be presented to the Partnership in due course.
The Partnership noted the contents of the report and agreed that the relevant officers responsible for the development of the Belfast Agenda should be invited to a future meeting of the Good Relations Partnership.
Good Relations Action Plan 2016/2017
The Good Relations Manager reminded Members that it was a requirement of the Good Relations Unit to submit the District Council Good Relations Programme Action Plan (DCGRP) 2016/2017 to the Office of the First Minister and Deputy First Minister (OFMDFM) for approval in February 2016. She reported that the action plan would be submitted based on the level of resources provided in 2015/2016 but, ultimately, it would be dependent on the level of funding received from OFMDFM.
The Good Relations Manager advised Members that the action plan should adopt an outcomes-based approach and focus on delivering change in specific areas. She reminded Members that the recent review of the Good Relations Partnership had highlighted a desire for the Partnership to be more involved in developing such approaches. It was therefore suggested that a small task and finish group be established, comprising of at least two Members of the Good Relations Partnership and Good Relations officers, who would work together to contribute to the development of the DCGRP Action Plan. The Good Relations Manager sought nominations and requested that any Member wishing to be involved should contact her directly. Ms. O. Barren advised that she would be willing to sit on such a task group.
The Good Relations Manager highlighted that in previous years there had been a substantial allocation within the DCGRP Action Plan for grant funding, however, this might need to be reduced this year dependent on available resources. She then
62 Good Relations Partnership, Monday 5th October, 2015
reminded the Members that the Good Relations small grants fund had opened for applications on 27th October, 2015, with a closing date of 8th January, 2016 and reported that recommendations for funding awards would be brought to the Partnership for approval in February 2016.
The Members noted that the Council was currently working on setting the estimates for the 2016/2017 financial year which would include the 25% Council contribution to the DCGRP Action Plan, however, it was unlikely that agreement on the level of the 75% OFMDFM contribution would be provided until April 2016.
In addition the Partnership recommended to the Strategic Policy and Resources Committee that a small task and finish group, consisting of at least two Members of the Good Relations Partnership, be established to contribute to the development of the DCGRP Action Plan.
Update on Peace IV
The Peace Programme Manager advised the Partnership that the Draft Peace Programme had been approved by the Northern Ireland Executive in October and had been forwarded to the European Commission for formal adoption. It was anticipated that this Programme would be available within the next few weeks. He reported that the Special EU Programmes Body (SEUPB) would then issue formal guidance to Local Authorities on developing a Local Action Plan and hold information sessions on the priorities to be addressed, namely Children and Young People, Shared Spaces and Building Positive Relations.
The Partnership was reminded that, at its meeting on 8th June, it had considered a draft outline of the Action Plan. It was agreed that the Members would be invited to a session to consider the work done to date, with further updates to be brought to the Partnership once more information had been received from SEUPB.
Challenges on Interfaces
The Good Relations Manager provided Members with an update on the current challenges regarding interface working. She referred particularly to the fact that the Council did not own any of the barriers within Belfast which therefore made it difficult for the Council to assume a leadership role around barrier transformation and removal. The Members were reminded that the Interfaces Internal Officer Group had been working to establish Council priorities based on service delivery demands on interface sites. She highlighted that there would be a need to align priorities with regard to interfaces, so that a Council-wide programme of work could be agreed. In addition to this, there was also a need to ensure that interface working would be linked to the new function of Community Planning. She advised that the suggested approach (coordinated through the Internal Officers Group) would be to prioritise sites for Council led interventions by using an outcome based approach to identifying sites which would be brought before Members.
The Partnership recommended to the Strategic Policy and Resources Committee that it noted the approach of the Interfaces Internal Officer Group in developing options for a Council approach to interface working.
63 Good Relations Partnership, Monday 5th October, 2015
Update on Refugee Resettlement
The Partnership was reminded that, at its last meeting, it had been provided with an update on the work which had been undertaken since the Council had, on 7th September, passed a motion identifying ways in which it could assist in addressing the Humanitarian Crisis in Europe and that it had agreed that it should receive monthly updates on the matter.
The Good Relations Manager advised the Partnership that the Vulnerable Persons Relocation Scheme was the only formal resettlement response under which Northern Ireland could receive refugees and explained that it would resettle displaced Syrians currently living in Turkey, Jordan and Lebanon. The Partnership was advised that the following two groups had been established in order to try and progress the necessary arrangements:
a Strategic Planning Group led by OFMDFM to coordinate the response of the Executive Departments and agencies and to consider the strategic issues and locals implications; and an Operations Planning Group led by the Department for Social Development (DSD) to consider and address the practical steps that would need to be taken to meet the immediate and longer term needs of those who may arrive.
In addition, the Council had established its own internal working group to ensure that it considered how their processes and resources could be engaged to add value to the resettlement on a medium and long term basis. The Good Relations Manager advised that an action plan was currently being developed to ascertain how the Council could support those local communities that would be called upon to host refugees.
The Partnership was advised that officials at a briefing to the OFMDFM, held on 21st October, had indicated that Northern Ireland could receive between 50 – 100 people before the end of 2015, with further people coming in on a phased basis. It was also reported that geographical locations for resettlement were still to be finalised, however, it was reported that the Operation Group were looking at 1 or 2 areas for resettlement, rather than dispersing those that arrive. It was noted that the operational group would identify locations based on a combination of factors, including the availability and capacity of key public services, housing, education, health provision, capacity in relation to employment, levels of crime and community infrastructure. However, Members were advised that the situation was very fluid and was subject to change. Noted.
Cultural Expression Proposal
The Good Relations Manager reported that, following the implementation of the Bonfire Management Programme (BMP) 2015, there had been a number of issues raised in terms of the negative media coverage of bonfires, health and safety concerns and cultural expression. The Good Relations Manager explained that, in an attempt to
64 Good Relations Partnership, Monday 5th October, 2015
address those issues, the Good Relations Unit was seeking to develop a process that would improve engagement between the Protestant/Unionist and Loyalist (P/U/L) community, the Council and other statutory partners to assist in the delivery of appropriate frameworks and programmes which would have safe and positive cultural celebrations as a core component.
The Partnership was advised that, in order to ensure that the process was undertaken in a sensitive manner, and that people became involved, it was being suggested that it considers the creation of an initial ‘think tank’. The Good Relations Manager explained that this group would be made up of representatives from the P/U/L community who could advise on the best way forward, and could also include representatives from a range of partners. It was noted that there was £3,000 available to support this work through the existing Good Relations budget, and that an additional £7,000 could be sourced from other existing budgets within the Council.
Following a number of questions from Members, the Partnership agreed to defer consideration of this matter and that the Good Relations Manager would submit a more detailed report on the proposals to a future meeting of the Partnership.
Equality Screening Outcome Report - May to September 2015
The Good Relations Manager advised the Members that the Equality Scheme outlined how the Council proposed to fulfil its statutory duties under Section 75. She reminded Members that the Council had given a commitment to apply a screening methodology to all new and revised policies; screen identified policies which were likely to have an impact on equality of opportunity or good relations and identify the impact of the policy as major, minor or none. She explained that, upon completion of the screening process, the screening template was signed off and approved by the senior manager responsible for the policy. The templates were then collated into a Screening Outcome Report and published quarterly on the Council’s website.
The Partnership noted the Screening Outcome Report for the period from May to September 2015.
Christmas ‘Goodwill’ Events – Small Scale Grants`
The Good Relations Manager reported that every year a number of requests were received for financial assistance from groups living on interfaces to assist in the hosting of cross-community Christmas events during December. She reported that a request had been received from the TASCIT (Twaddell/Ardoyne/Shankill Communities in Transition) group, seeking funding towards their annual cross-community Christmas event. She advised that it was anticipated that other groups which had availed of funding last year might approach the Partnership with similar requests and she sought delegated authority for the Lead Operations Manager to award an amount of £250 to each suitable scheme, with a maximum of £1000 in total.
The Partnership agreed to recommend to the Strategic Policy and Resources Committee, that approval be granted for TASCIT to receive a contribution of up to £250
65 Good Relations Partnership, Monday 5th October, 2015
towards their annual cross community Christmas event and that, should similar requests be received, an amount of £250 be awarded under the scheme of delegated authority up to a maximum of £1000 in total.
Chairperson
66
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Diversity Working Group Meeting – 12th November 2015
Date: 20th November 2015
Reporting Officer: Nicola Lane, Good Relations Manager
Contact Officer: Nicola Lane, Good Relations Manager
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to report to committee on the key issues discussed at the Diversity Working Group meeting held on 12th November 2015.
2.0 Recommendations
2.1 That the Strategic Policy and Resources Committee approve the minutes and the recommendations from the Diversity Working Group meeting held on 12th November 2015.
3.0 Main report
Key Issues
3.1 The Diversity Working Group is a Working Group of the Strategic Policy and Resources Committee which consists of 2 Elected members from each of the political parties. The minutes from the Diversity Working Group are brought before the Committee for approval
3.2 The key issues discussed at the November meeting were: Request for the Use of City Hall- Libraries NI Belfast Blitz Commemorations HMS Caroline/Battle of Jutland More details regarding the above issues and recommendations are included in the attached minutes.
Financial & Resource Implications All costs are contained within existing budgets
Equality or Good Relations Implications The recommendations of the Working Group are aimed at assisting the work of the Council in promoting good relations to enhance equality and good relations impacts.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of the minutes of the Diversity Working Group of 12th November 2015 MEETING OF DIVERSITY WORKING GROUP
Thursday, 12th November, 2015
Members present: Councillor Dudgeon (Chairperson); Alderman Kingston; Councillors Convery, Corr Johnston, Hutchinson, Long and McAllister.
Also attended: Councillor Ó Donnghaile.
In attendance: Mr. R. Cregan, Director of Finance and Resources; Ms. N. Lane, Good Relations Manager; Mr. J. Hanna, Senior Democratic Services Officer; Ms. S. Robinson, Lord Mayor’s Personal Assistant; and Mr. B. Flynn, Democratic Services Officer.
Minutes
The minutes of the meeting of 8th October were taken as read and signed as correct.
William McFadzean V.C.
In considering the minutes of the meeting of 8th October, the Group was informed that the People and Communities Committee, at its meeting on 10th November, had deferred consideration of the request that a commemorative stone be erected to William McFadzean V.C. within the Cregagh Road/Cregagh Park area. It was reported that that deferral had been to enable further consultation to be undertaken.
Noted.
Declarations of Interest
No declarations of interest were reported.
Request from Libraries NI
The Group was informed that Libraries NI had been liaising with the Council on the development of its programme to mark the Decade of Centenaries. The Good Relations Manager reported that the Director of Libraries NI had met recently with the Chief Executive to discuss a project entitled, ‘Two Cities, One Book’. The project would seek to bring together people from Dublin and Belfast to explore certain aspects of the Decade of Centenaries, a key part of which would include visits to the Central Library, the City Hall and the Linen Hall Library.
It was reported that a request had been received by the Council to host a lunch in the City Hall for participants on that project, which would be followed by a tour of the building and the 1916 Exhibition, which would be in open by that stage. It was noted that the costs for the lunch would be met by Libraries NI.
1 Meeting of Diversity Working Group, Thursday, 12th November, 2015
The Group agreed to recommend to the Strategic Policy and Resources Committee that it accede to the request for the use of the City Hall.
Belfast Blitz – Commemorations
The Group considered a report which provided an update on the preparations for the commemoration of the 75th anniversary of the Belfast Blitz, which would occur in April, 2016.
The Good Relations Manager reminded Members that, at its meeting on 8th October, they had requested that officers would examine the feasibility of the Council hosting an additional event on Friday, 15th April. She pointed out that the lawn area and most of the rooms in the City Hall would be unavailable on that night. However, she recommended that a public seminar, which would be hosted by Dr. Brian Barton, be held in ‘The Bobbin’ area on 15th April and undertook to provide further clarification on the numbers which could be accommodated at that event. It was pointed out that the cost for the additional event would be approximately £1,500.
She reported also that, as requested, arrangements would be put in place for a spotlight and an air raid siren to be operated from within the City Hall grounds on the evening of 15th April, and that the names of the blitz victims would be displayed on the Big Screen to coincide with this.
In addition, the Working Group was informed that the Council was engaged in discussions with representatives of the Northern Ireland War Memorial regarding its aim to erect an appropriate monument in the City to the victims of the blitz, a report in this regard would be submitted to a future meeting. In addition, discussions were continuing with the Department for Social Development regarding a blitz memorial being incorporated within the Belfast Streets Ahead project, Phase 3 of which would include the redevelopment of particular areas of the City which had been destroyed during the blitz.
The Working Group noted the information which had been provided and agreed to host the additional event on 15th April, as outlined.
HMS Caroline – Civic Lunch
The Group was informed that the Council had received a request to host a civic lunch in order to mark the opening of HMS Caroline as a tourist attraction. The civic lunch, if approved, would take place in the City Hall on 31st May, 2016, and be themed ‘the Irish Sailor’ to coincide with the centenary of the Battle of Jutland, in which the vessel had participated.
The Group agreed to recommend to the Strategic Policy and Resources Committee that it accede to the request to host the civic dinner as outlined, with the associated expenditure to be met from within the Council’s civic hospitality budget for 2016/2017.
2 Meeting of Diversity Working Group, Thursday, 12th November, 2015
Spanish Civil War – Commemorative Window
The Working Group noted an update on the preparations for the unveiling ceremony for the Spanish Civil War Commemorative Window, which would take place on 24th November.
Chairperson
3
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: City Hall Management Issues
Date: November 2015
Reporting Officer: Gerry Millar, Director of Property & Projects
Contact Officer: George Wright, Head of Facilities Management
x Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 At its meeting of 20th March 2015 the Shadow Strategic Policy & Resources Committee agreed a number of actions in relation to the management of the City Hall. The following report provides an update on these actions and seeks the necessary approvals or endorsements as appropriate.
1.2 (a) Main doors – pilot week-end opening The Committee will recall that at its meeting of March 2015 it was agreed that the main doors of the City Hall would be opened at weekends for a trial period of approx. 3 months and the results reported back for a final decision as to whether or not to make this a permanent position. The Civic HQ Unit has monitored attendance both on organised BCC tours and in terms of general visitors to the building, and the results are set out below:- The graph opposite relates to Saturday opening. The initial 9 weeks are based 1.3 on the old approach (i.e. main doors closed & 2 tours per day) which generated an average of 65 participants per day. In late June public tours increased to 4 per day (doors still closed) which increased the average per day to 102 and, finally, the most recent period of the trial opening with 4 tours per day which increased participation to an average of 154 per day. The opening of the main doors has clearly therefore been 1.4 beneficial on Saturdays. The graph opposite illustrates the position for Sundays. There is no comparative data from earlier in the year or from previous years because tours have not previously been offered on Sundays at all. These figures show an average of 114 participants per day attending tours who previously would not have had the opportunity to do so. Clearly, therefore, the Sunday opening has also increased the number of tour participants.
1.5 It must of course be borne in mind that these are the high-season months and that attendance will fall off proportionately in the winter months, but even so the trial period does demonstrate a beneficial effect in terms of numbers attended.
1.6 In terms of total footfall of all types in the building at the weekends there is unfortunately no comparative information available as these figures have not previously been gathered. However since mid-July 2015 our Security staff have attempted to accurately record footfall using simple manual ‘clickers’ so these figures can provide a general guide only. This analysis shows a total visitor count of 10,745 over a 9-week period on Saturdays and 7,434 visitors on Sundays. This produces an average of 2,019 visitors to the building each weekend, 20% of whom take one of the organised tours. Given the lack of comparative data it is not possible to say with any certainty what impact the opening of the main doors has had on these casual visitor figures but the numbers are certainly encouraging.
1.7 Overall, therefore, it does appear that the opening of the main City Hall doors on Saturdays and Sundays has had a beneficial impact on visitor and tour numbers. In addition, the decision to proceed with the Exhibition Area project now means that weekend opening will be routine once the facility is operational, and so the Committee may be minded to make the current approach permanent in the light of all of the above. 1.8 (b) Charging for commercial tours The Committee had previously decided that, while no charges would be levied to members of the public for scheduled tours, a charge would be introduced for tours booked by commercial operators. The Civic HQ Unit has therefore been developing the proposed charging levels and providing the necessary financial infrastructure (credit-card readers etc) in order to give effect to this decision. It is proposed that charges to commercial operators should be introduced w.e.f 1st January 2016 on the following basis:- such charges NOT to be based on a per-head basis but on a group basis (to minimise the administration involved); groups of 1-25 persons would be charged £50 per group; groups of 26-50 would be charged £100 per group; all charges to be payable either in advance or on the day prior to the commencement of the tour (i.e. no invoicing in arrears will be permitted); charges to be applicable to all commercial groups, including those who may already have placed bookings for 2015/16.
1.9 (c) Donations box While rejecting the imposition of charges for public tour users, the Committee had previously indicated its approval of the proposal to place a donations box at the conclusion of the tour route. This will be implemented from 1st January 2016, and the proceeds will be used to enhance services to visitors to the new Exhibition Area.
1.10 (d) Ad hoc exhibitions in the East entrance Members will be aware that the layout of the new Exhibition Area will take in the East entrance area. It should therefore be pointed out that once the new facility is operational it will be very difficult to continue to host individual exhibitions in this area.
1.11 This is for a variety of reasons, most notably (a) this area will be a holding area for people moving around the new Exhibition Area, (b) it may well be the case that a drop-off facility for headsets will be located here, (c) there are health & safety implications in having floor- mounted exhibitions in a location with such high anticipated footfall and (d) these ad hoc exhibitions are often not of a professional standard and could detract from the wider exhibition itself.
1.12 The Committee’s view on the curtailment or removal of the facility to host independent exhibitions in this area is therefore sought. 2.0 Decisions required & Recommendations
2.1 In terms of the various City Hall-related issues the Committee is requested to:-
a) agree to open the main doors of the City Hall on Saturdays and Sundays on a permanent basis;
b) endorse the commencement of charging for commercial tours on the basis set out herein;
c) endorse the introduction of a donation box approach;
d) indicate a position on the use of the East entrance area for hosting independent exhibitions.
3.0 Main report
3.1 Key Issues
The key issues in respect of this report are:-
1. Permanent changes to the opening & closing arrangements at City Hall at weekends, the introduction of charging for commercial tour groups and the introduction of a donations box.
2. The previous decisions in respect of charging for large-scale commercial-type functions and the introduction of a once-in-three-years rule are being applied where appropriate.
3.2 Financial & Resource Implications Charging for commercial tours will generate additional income which will assist in defraying the cost of providing free public tours.
3.3 Equality or Good Relations Implications There are no direct equality implication in respect of this report.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – decisions of the Shadow Strategic Policy & Resources Committee – March 2015 Appendix 1
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: NILGA – Developing a Programme for Local Government Date: 20 November 2015 Reporting Officer Suzanne Wylie, Chief Executive Contact Officer: Kevin Heaney, Programme Manager Russell Connelly, Programme Support Officer
X Is this report restricted? Yes No
Is the decision eligible for Call-in? Yes X No
1.0 PURPOSE OF THE REPORT or SUMMARY OF MAIN ISSUES 1.1 The purpose of this report is to update and seek the views of Members on a recent consultation exercise commenced by the Northern Ireland Local Government Association (NILGA) in relation to the creation of a ‘Programme for Local Government’. Feedback from councils has been sought by 31 Dec 2015. 2.0 RECOMMENDATIONS 2.1 Members are asked to: (i) consider the proposals set out within this report including the consultation document attached at Appendix 1; (ii) consider and comment upon the draft Council response as set out in Appendix 2; (iii) agree that the response, subject to revisions made by Members, be submitted to NILGA; (iv) agree that the Council proactively seek to engage and influence the development of the next NI Executive Programme of Government and Investment Plans from a Belfast perspective. (v) note that, in line with previous discussions by Members, expert assistance is being commissioned to create evidence-based proposals that articulate the case for a Belfast city- region approach and help to develop the proposition for a “City Deal” or investment package for Belfast. This support has been planned for within current budgets and forms a vital part of Member’s influencing strategy in respect of the Programme for Government. 3.0 MAIN REPORT 3.1 Following discussions at a recent meeting of the regional Partnership Panel, NILGA undertook to develop, in liaison with councils, a ‘Programme for Local Government’ for the period 2016-2020. The intention would be that this would complement and help influence the development of the next NI Executive Programme for Government (PfG) and associated investment priorities. It is also intended that this would help strengthen the central and local government relationship and create an environment that supports and enables joint delivery of shared outcomes. 4.0 KEY ISSUES
4.1 In summary, the draft document seeks to present a consensus view of local government in terms of:
(a) Greater devolution and transfer of additional responsibilities (page 3) (b) Sets out ten specific asks that local government would seek NI Executive to include in the next PfG (pages 3-4) as set out below:- 1. Introducing a power to enable the pooling of budgets by departments, public bodies and councils to facilitate the implementation of community plans and achievement of agreed outcomes by Mar ‘17; 2. To monitor progress of the impending review of the NI Code of Conduct for Councillors 3. A new Civil Contingencies Bill – recognising the co-ordination role of councils in emerging planning activity; and ring-fencing funding for emergency planning & climate adaption measures by Jan ‘17. 4. Commitment from DFP to work with Treasury to return ‘ring fenced’ Landfill Tax revenue directly to NI councils for investment in waste management infrastructure by December 2016. 5. To devolve powers and funding for skills and employment support to councils, by March 2017, albeit regionally policy co-ordinated, in partnership with higher education colleges, to accompany the devolution of local economic development and regeneration, so that investment decisions can be based directly on what local economies and local businesses need in terms of future and present workforces to create jobs. 6. To give councils in Northern Ireland the same traffic management powers similar to Wales and other regions, by December 2016, in order to reduce the costs, emissions and disruption from congestion and to assist in covering the costs of air quality monitoring requirements. 7. To include an elected member from each council on the Board of the new Education Authority by November 2016. (To be cross-referenced with ‘specific ask’ 5). 8. To develop an agreed, shared, cross-governmental, outcome-focused performance management and improvement system by September 2017 – so can we can improve together. 9. To develop a new Northern Ireland European Regional Forum, by March 2016, led by OFMDFM on behalf of regional government, and co-ordinated through NILGA within local government, to optimise knowledge and investment of Structural and Non-Structural Funds available through EU. 10. To develop, by December 2016, more effective governance structures at regional, national and Brussels levels to influence EU Policy and Investment Priorities between now and 2020 – in order to develop a locally driven approach in this area of policy. (c) Seeks to establish a set of Guiding Principles which, it is suggested, should underpin the future central-local government relationship and partnership working (Page 5) (d) Requests engagement from all NI Executive departments with councils prior to making financial decisions that will have an impact on local government (page 5) (e) Requests that the next PfG commits government departments to engage fully in the council-led community planning process, including pooling resources, to deliver measured outcomes (pg 6)
Belfast City Council Response
4.2 In reviewing the proposals as set out it would be difficult to argue against the general thrust of the document in terms of Councils seeking to taking on responsibility for additional powers/functions over a period as well as seeking to refocus and rebalance the central and local government relationship. 4.3 In responding it is suggested, however, that the Council outline a number of strategic ‘asks’ from the NI Executive which would enable local government, and Belfast in particular, to explore and build upon the recent successes of other jurisdictions in terms of the focus on localism; with greater devolution of powers, resources and decision-making which is evolving at pace. These include:
(i) Devolution to Cities Recognition of the role of cities as economic drivers and creating regionally prosperity and growth - devolution to cities agenda progressing rapidly in other city-regions. Growing trend towards place-based devolution packages which involves the devolution of powers and budgets alongside new innovative policy, legislative and a fiscal regime which is empowering cities and local authorities to develop their area, improve local services, and boost the local economy. Cities such as Manchester, Liverpool, Leeds, Sheffield, and Glasgow have been able to unlock the development potential of city-regions, deliver critical city infrastructure and help rebalance the local economy through innovation and job creation. They are also making a significant contribution to enhancing regional and national competitiveness and prosperity. If cities are to pursue effective local regeneration and economic strategies and further contribute to regional and national growth and prosperity they require greater control and flexibility on how regional policies and programmes are delivered locally. There must be a willingness and ability for local and central government to work together to develop new approaches to delivering outcomes for government and ratepayers and significantly stimulate economic growth and job creation (e.g. localisation of skills and employment programmes).
(ii) New Funding Models and Greater Fiscal Flexibility Ensuring that the appropriate policy and legislative regime is in place to enable local and/or central government to develop proposals and secure necessary resources to deliver critical city infrastructure projects and support economic growth. Again, consideration should be given to the developments in other areas in relation to the creation of Regional and Local Growth Funds and City Deals. Such initiatives provide cities and city-regions access to specific funding packages to invest in key growth drivers, provide critical city infrastructure, deliver key regeneration and development schemes, and support specific programmes such as e.g. skills, employability and business start-up.
4.4 (iii) Transfer of Regeneration Powers In responding to NILGA, the Council will also wish to highlight the need for the NI Executive to bring effect to the timely transfer of regeneration powers to local government in the event of non- transfer in April 2016 as intended. This should be a key commitment within the new PfG. Members will be aware that the Council is actively exploring what contingency arrangements could be put in place, in the event of non-transfer, which would enable it to undertake development powers on behalf of Department for Social Development and access associated funding. As instructed by Committee, a request to meet a cross-party deputation has been submitted to the Social Development Minister, Mervyn Storey, MLA.
Belfast City Council Approach 4.5 In addition to responding to NILGA’s consultation, it is essential that the Council seeks to directly influence and shape the forthcoming NI Executive’s Programme for Government as this will set out the investment plans and priorities for the city-region over the next 4years. The intention would be that there is a focused and concerted engagement and lobbying campaign which seeks to create momentum and gather support among city stakeholders, politicians, and the NI Executive around the specific Belfast proposition or ‘ask’. 4.6 In this context, it is important that the role of Belfast as the economic driver and gateway to the region is acknowledged and finds a strong footing in the PfG and any associated investment plans which emerge. It is equally as important that the ambitions and priorities of Members, as set out within the City Centre Regeneration and Investment Strategy, also find expression in the new PfG. 4.7 Furthermore, the reform and restructuring of central government currently underway including the creation of the new Department for Communities, Department for Economy and Department for Infrastructure, presents a real opportunity to redefine the Councils relationship with central government and create an environment that encourages co-production and supports joint delivery of shared priorities and outcomes. 4.8 As referred to above, Belfast should advocate for greater placed-based devolution, with additional powers and ability to access funding to deliver key city priorities. It will be important that we establish a clear understanding of the current and evolving devolution deals in other city-regions and identify the additional flexibility, freedoms and powers which are currently missing in Belfast and Northern Ireland and examine how these may be brought forward it deemed appropriate. 4.9 Members have highlighted this issue before and making this argument effectively is key to securing the delivery of the City Centre Regeneration and Investment Strategy, the “Making it Happen” city commitments and driving forward economic growth and improved social outcomes. In June, the committee agreed that evidence-based proposals should be developed that articulate the case and benefits of a Belfast city-region approach and support the proposition for a “City Deal”. Expert support is being commissioned to build this evidence and to assist in articulating Belfast’s case, in line with the approach taken by other cities that have been successful in securing additional powers and funding. This support has been planned for within current budgets and will form a vital part of Members’ influencing strategy in respect of the Programme for Government.
5.0 Financial & Resource Implications 5.1 There are no Financial and Human Resource implications attached to this report.
6.0 Equality or Good Relations Implications
6.1 There are no Equality or Good Relations implications contained within this report.
7.0 Appendices – Documents Attached 7.1 Appendix 1 - NILGA consultation document – draft Programme for Local Government Appendix 2 - Draft Belfast City Council response.
Consultation: Developing a Programme for Local Government 2016 – 2020
NILGA are inviting councils to respond to the questions outlined in this consultation, and to provide any other comments that they wish to add by 31st December 2015 to Claire Bradley at the NILGA offices ([email protected]). A summary of the questions are provided on the final page.
Introduction
With the reform of local government, the impending review of the NI Assembly, looming Assembly elections and the forthcoming publication of the Programme for Government for NI, local authorities in Northern Ireland have a once-in-a-generation opportunity to work collectively as a sector to improve the governance, economy and quality of public services for our citizens.
The forthcoming NI Executive’s Programme for Government (PfG) will set out the plans and priorities for Northern Ireland as a region for the next Assembly mandate. Notwithstanding the current political uncertainty and the potential to return to direct rule, no incoming Executive should ignore the significant role that councils and local communities can play in the future successes of Northern Ireland. Indeed, it is a distinct possibility that councils may be the only locally elected political forums available for decision-making in Northern Ireland, should the Assembly be suspended.
NILGA, in conjunction with the 11 new councils, and following discussions at the last Partnership Panel meeting, has agreed to develop a Programme for Local Government 2016 – 2020, setting out why and how the two spheres of government can and should work together, with shared goals and a collective purpose - whilst ensuring that councils quite clearly retain their independence.
Developing a contemporary local government for Northern Ireland
The services and powers provided by councils have now been augmented by council-led community planning, development planning and management, enhanced economic development responsibilities, the power of general competence and soon, by regeneration/ enhanced community development responsibilities. These welcome and vital strategic additions will transform councils’ ability to improve the lives and experience of their local people, businesses and visitors to their areas, and the quality of the areas as a whole.
NILGA views the recent reforms as just the first phase in the development of a stronger, modern local government in Northern Ireland.
The public expects efficiency at all times and is keen for a ‘citizen led’ normalisation of government structures and service provision, to suit the requirements of local people,
1 communities and economies. For this to happen, NILGA asserts that there must be more devolution of powers and resources to councils to enable them to better deliver for local people.
It is clearly understood that cost benefit analyses will be a necessary part of any redesign, as will taking an outcomes-based approach which fully considers the involvement of local communities and the impact of services across Northern Ireland.
For ease of reference, NILGA has listed a suite of services, considered to be the completion of the first phase of local government’s contemporary development in Northern Ireland (i.e. post 1st April 2015).
Powers, Functions and Duties Pre 2015 2015 Reform Gains Leisure and recreation Waste Management General Power of Competence Parks and open spaces Economic Development Partnership Panel Food Safety & Standards Tourism development Community Planning Pollution control Community Relations Planning Building control Emergency Planning Economic development + Welfare of animals Museums & Art Galleries Off street car parking Dog control Street naming & cleansing Performance Improvement Community centres Consumer safety Museums & Art Galleries + Rural Development Policing & Community Partnerships Safety Partnerships
2016 – Reform continues... Licensing Markets and Fairs Urban and Rural Regeneration Public Conveniences Culture and Arts Community development + Burial grounds & Advice services + crematoria (Key: + enhanced powers)
Representative Role Education and Library Boards (to 2015) Education Authority(post-2015) Local HSC Commissioning Groups Housing Council Consultative Role Health and Social Care Trusts Transport NI Power NI, NI Water and other utilities Post Office
NILGA recommends that strategic discussion should take place within the sector in relation to the strengthening of contemporary local government.
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Such discussion should include the consideration of potential enhanced responsibilities as follows:
European Programmes Local roads and transport including planning of local bus and ferry services Maintenance of the public realm Economic development including co-ordinating skills development Housing and the built environment Libraries, arts, culture and sport Community relations Environmental services, including conservation of natural and built heritage Fishery harbours Other services carried out in partnership with or on behalf of departments and other bodies e.g. certain health promotion and protection functions.
Devolution of powers and functions such as these to councils is happening in neighbouring jurisdictions and across Europe. Is this something we should be exploring?
NILGA would be keen to hear the views of councils in relation to the list of suggested ‘potential enhanced responsibilities’ outlined above. Are there any other functions that we should consider discussing? Are there any of the functions listed above that you feel are not suitable to be devolved to local councils?
Specific Asks 2016 – 2020
Furthermore, NILGA offers, for councils’ consideration, a number of more ‘specific asks’ – issues that we would press the NI Executive to include in its next Programme for Government. NILGA asserts that these ‘asks’ are prerequisites for councils to deliver solutions for government.
1. A power to enable effective pooling of budgets by departments, public bodies and councils to facilitate the implementation of community plans and the achievement of agreed outcomes by March 2017.
2. To monitor the progress of the impending review of the NI Code of Conduct for Councillors.
3. A new Civil Contingencies Bill, recognising the local co-ordination role of councils in emergency planning activity; and ring-fencing funding for emergency planning and climate adaptation measures by January 2017.
4. Commitment from DFP to work with Treasury to return ‘ring fenced’ Landfill Tax revenue directly to Northern Ireland councils for investment in waste management infrastructure by December 2016.
3
In England, councils approach the Department for Environment, Food and Rural Affairs to request a share of the revenue raised, with the Treasury deciding whether money should go back into local authority budgets.
5. To devolve powers and funding for skills and employment support to councils, by March 2017, albeit regionally policy co-ordinated, in partnership with higher education colleges, to accompany the devolution of local economic development and regeneration, so that investment decisions can be based directly on what local economies and local businesses need in terms of future and present workforces to create jobs.
6. To give councils in Northern Ireland the same traffic management powers similar to Wales and other regions, by December 2016, in order to reduce the costs, emissions and disruption from congestion and to assist in covering the costs of air quality monitoring requirements.
7. To include an elected member from each council on the Board of the new Education Authority by November 2016. (To be cross-referenced with ‘specific ask’ 5).
8. To develop an agreed, shared, cross-governmental, outcome-focused performance management and improvement system by September 2017 – so can we can improve together.
9. To develop a new Northern Ireland European Regional Forum, by March 2016, led by OFMDFM on behalf of regional government, and co-ordinated through NILGA within local government, to optimise knowledge and investment of Structural and Non-Structural Funds available through the EU.
10. To develop, by December 2016, more effective governance structures at regional, national and Brussels levels to influence EU Policy and Investment Priorities between now and 2020 – in order to develop a locally driven approach in this area of policy.
NILGA would be keen to hear the views of councils in relation to the list of suggested ’10 specific asks’ outlined above. Is there anything else that should be included? Are there any ‘asks’ listed above that should not be included?
Delivering Better
Improving, innovative, high quality public services must be an aim of both spheres of government in Northern Ireland, as well as to ensure that duplication and over-administration are eliminated. It is likely that we will soon face alterations to the Barnett Formula, which will require all of NI government to work in a more joined-up way with fewer grants and a smaller national subsidy.
So, we are all expected to do more, better, with less. Longer term financial planning is vital.
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Councils shouldn’t be expected to provide services on the basis of annual grants or rates forecasting, without all the required data and related facts from departments.
NILGA is seeking a commitment from all NI Executive departments to engage with councils prior to making financial decisions that have an impact on community planning and related council budgets, within a time frame that acknowledges your fiscal budgeting and rate-setting timetable. This needs to be more than a paper consultation exercise.
NILGA would be keen to hear the views of councils in relation to NILGA seeking a commitment from all NI Executive departments to engage with councils, prior to making financial decisions that will have an impact on local councils.
Guiding Principles
Enabling partnership through agreed principles and resources makes for better delivery. NILGA would assert that the following guiding principles are fundamental to the effectiveness of central – local government partnership working and to the Programmes for Government and Local Government.
Guiding Principles
Collaborative working and joint accountability The relationship between regional and local government is based on mutual respect and partnership Sustainable finance and investment Financial decisions are taken sub-regionally/locally through a council led community planning approach Simplified regulation, audit and bureaucracy Greater accountability and integration, less micro-management by regional government , more customer-aligned services Community involvement Local needs/identified priorities aligned with government targets Public sector improvement Two tier delivery platform for public sector services and their improvement Protection of local democracy Political and administrative commitment to the principles of the EU Charter of Local Self-Government Strengthening local democracy Uniting and profiling local government , putting local democracy at the heart of our future Strong councils and councillors Both spheres of government to be equal and empowered Hard work with clear intent To develop understanding and support for democracy
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NILGA would be keen to hear the views of councils in relation to the proposed ‘Guiding Principles’ outlined above. Are they acceptable and should any be added or taken away?
An outcomes-based approach
NILGA asserts that we need a Programme for Government that fully recognises the roles of councils. There are many examples of how the work of councils contributes to achieving government outcomes, and which would be more effective if there was more integration of central-local efforts.
It is necessary to have a Programme for Government that commits departments to engage fully in the council-led community planning process, including the pooling of resources to have specific, single, easily measured outcomes.
NILGA would be keen to hear the views of councils in relation to NILGA lobbying the NI Executive to ensure that the next Programme for Government includes local government as a key partner and that the PfG core targets are outcomes focused.
NILGA would invite councils to respond to the questions outlined above, and to provide any other comments that they wish to add by 31st December 2015 to Claire Bradley at the NILGA offices ([email protected]).
Please contact Derek McCallan (T: 028 9079 8979 E: [email protected]) if your council would like any further information or a presentation on the proposals contained within this consultation.
Next Steps
Following receipt of responses from local authorities, NILGA intends to develop a framework Programme for Local Government in early 2016 which will be used to:
Recast the relationship between NI assembly and local government, in doing so focusing delivery of co-ordinated local services and a stronger economy.
Deliver a two-tier genuinely integrated government approach to meet local needs through a co-designed council led community planning process, delivered by a regional growth framework around agreed partnership working principles and actions.
Grow stronger and cohesive communities, targeting investment and knowledge where needed most.
Allow for greater control on local spending priorities and to allocate funding as councils (in partnership with communities) see fit, giving them greater fiscal autonomy.
6
Influence the allocation and the delivery of sub-regional spending, as a formal part of the next Programme for Government in Northern Ireland.
Create new public service partnership opportunities with the NI Executive, private and ‘third’ sectors, bringing better services to local places across all of Northern Ireland, for the next ten years.
NILGA is committed to supporting councils in this work by representing local government on regionally and nationally significant policy issues, to develop (if appropriate/ possible) consensus positions, facilitating engagement with government on regionally and nationally significant issues through the building of constructive working relationships. In council responses to NILGA’s previous consultation on reconstituting NILGA, councils were keen that NILGA should invest time and effort in developing targeted campaigns to maximise outcomes for local government and the citizen. We hope that the development of a Programme for Local Government is testimony to this, which maximises outcomes for local councils and local communities.
Summary of Key Questions
1. Devolution of powers and functions such as these to councils are happening in neighbouring jurisdictions and across Europe. Is this something we should be exploring? NILGA would be keen to hear the views of councils in relation to the list of suggested ‘potential enhanced responsibilities’ outlined above. Are there any other functions that we should consider discussing? Are there any of the functions listed above that you feel are not suitable to be devolved?
2. NILGA would be keen to hear the views of councils in relation to the list of suggested ’10 specific asks’ outlined in the consultation document. Is there anything else that should be included? Are there any ‘asks’ listed above that should not be included?
3. NILGA would be keen to hear the views of councils in relation to NILGA seeking a commitment from all departments to engage with councils; prior to making financial decisions that has an impact on council budgets.
4. NILGA would be keen to hear the views of councils in relation to the proposed ‘Guiding Principles’ outlined in the consultation document. Are they acceptable and should any be added or taken away?
5. NILGA would be keen to hear the views of councils in relation to NILGA lobbying the NI Executive to ensure that the next Programme for Government includes local government as a key partner and that the PfG core targets are outcomes focused.
NILGA would invite councils to respond to the questions outlined above, and to provide any other comments that they wish to add by 31st December 2015 to Claire Bradley ([email protected])
7
RESPONSE NORTHERN IRELAND LOCAL GOVERNMENT ASSOCIATION DEVELOPING A PROGRAMME FOR LOCAL GOVERNMENT 2016-2020
Belfast City Council (the Council) welcomes the opportunity to respond to the consultation outlining proposals for the development of a Programme for Local Government 2016-2020. This consultation report had been considered by the Council’s Strategic Policy and Resources (SP&R) Committee at its meeting on 20 November with the following corporate response agreed. This response was ratified by Full Council on 1 December 2015.
GENERAL COMMENTS The Council believe that that this is an important and timely piece of work given the new local government landscape emerging within Northern Ireland with the creation of the 11 larger councils, and the transfer of important new place-shaping functions. It also presents a real opportunity for local government to coalesce and create a common agenda which helps inform, influence and shape key central government policies and strategies including, for example, the new emerging Programme for Government. Councils clearly have a key role in helping to develop and define emerging priorities, objectives and outcomes of the new Programme for Government. It is also important to recognise the enhanced delivery role of councils in supporting this process. This is even more pertinent given the role of local government in leading/facilitating community planning, their enhanced role in supporting economic development and the fact that councils are now the planning authority. Together, these package of functions means that councils are in a better position to take a more holistic and integrated approach to shaping their local areas; further enhancing the social, economic, environment and physical wellbeing of their locality and making real and sustainable improvements for everyone. The Programme for Local Government should therefore support and compliment the emerging NI Executive’s Programme for Government and provide a coherent manifesto for the delivery of ‘Whole Government’ priorities in Northern Ireland.
SPECIFIC COMMENTS
Set out below are some specific comments which the Council would commend be considered in any revised Programme for Local Government’ to emerge.
1. New Public Sector Landscape (page 1)
It is important to recognise that the previous Programme for Government was produced in the context of 26 councils and before the reform of local government had taken place in Northern Ireland.
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The local government reforms that came into effect in April 2015 has significantly shifted the role of local government in Northern Ireland towards one of active place-shaping. Under the new arrangements there are now 11 larger councils who have greater responsibility for important powers such as spatial planning, off-street car parks, local economic development and tourism.
Importantly, councils have a new statutory duty of Community Planning and the General Power of Competence. The powers and obligations to undertake community planning will provide a framework within which Councils, departments, statutory bodies and other relevant agencies and sectors can work together to develop and implement a shared vision for promoting the economic, social and environmental well-being of their area. The General Power of Competence is an important step in enabling councils to act in its own interest and to develop innovative approaches to addressing pressing social and economic issues in its area.
As a consequence of these reforms, councils have more responsibility for delivery of key public services, have larger rates bases and greater access to financial resources (including wider borrowing powers than central government) – all of which enables local authorities to innovate and deliver better value in the use of rate payers’ money.
It is imperative that the new Programme for Government articulates the historic “step change” in the positioning and role of local government in Northern Ireland. Such a major shift in the relationship between central and local government should be “the key defining characteristic” of the emerging Programme for Government and how it differentiates itself from its predecessors.
Furthermore, the reform and restructuring of central government currently underway including the creation of the new Department for Communities, Department for Economy and Department for Infrastructure, presents a real opportunity to redefine the central and local government relationship and create an environment that supports and enables joint delivery of shared outcomes.
2. Specific Asks 2016-2020 (page 3-4)
Having secured local government reform, it is vital that the next Programme for Government clearly articulates the specific actions and measures which will need to be taken over the next few years to fully realise the benefits to be gained from this keenly awaited reform.
The Council believes that the recent local government reform should be seen as the first phase in the development of a stronger, more efficient and modern local government – as was intention of the vision for the reform of Local Government in Northern Ireland...
....“The new councils will be stronger, more efficient and will deliver more effective services. They will be citizen focused, responding to the needs, aspirations and concerns of their communities. In partnership with others, they will guide the future development of their areas”.
The Council would commend that the NI Executive seek to explore and bring forward similar measures as those introduced successfully in England, Scotland and Wales over the past few years to further devolve powers, resources and decision making to local authorities with a focus on localism and place-based devolution which is evolving at pace. These include:
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(i) Devolution to Cities
Recognition of the role of cities as economic drivers and creating regionally prosperity and growth - devolution to cities agenda progressing rapidly in other city-regions.
Growing trend towards place-based devolution packages which involves the devolution of powers and budgets alongside new innovative policy, legislative and a fiscal regime which is empowering cities and local authorities to develop their area, improve local services, and boost the local economy.
Cities such as Manchester, Liverpool, Leeds, Sheffield, and Glasgow have been able to unlock the development potential of city-regions, deliver critical city infrastructure and help rebalance the local economy through innovation and job creation. They are also making a significant contribution to enhancing regional and national competitiveness and prosperity.
If cities are to pursue effective local regeneration and economic strategies and further contribute to regional and national growth and prosperity they require greater control and flexibility on how regional policies and programmes are delivered locally. There must be a willingness and ability for local and central government to work together to develop new approaches to delivering outcomes for government and ratepayers and significantly stimulate economic growth and job creation (e.g. localisation of skills and employment programmes).
(ii) New Funding Models and Greater Fiscal Flexibility
Ensuring that the appropriate policy and legislative regime is in place to enable local and/or central government to develop proposals and secure necessary resources to deliver critical city infrastructure projects and support economic growth.
Again, consideration should be given to the developments in other areas in relation to the creation of Regional and Local Growth Funds and City Deals. Such initiatives provide cities and city-regions access to specific funding packages to invest in key growth drivers, provide critical city infrastructure, deliver key regeneration and development schemes, and support specific programmes such as e.g. skills, employability and business start-up.
(iii) Transfer of Regeneration Powers
In the event that the transfer of regeneration and community development powers to councils does not happen in April 2016 as intended, the new PfG should contain a firm commitment from the NI Executive to bring effect to the timely transfer of these powers.
3. Guiding Principles (page 5)
The Council broadly welcomes the inclusion of Guiding Principles as set out within the document, however would suggest that consideration be given to the possibly of combining a number of the proposed principles pertaining to „Local Democracy‟
The Council would suggest that the following Guiding Principle be extended as set out below...
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...... “Collaborative working and joint accountability” - The Council would commend that the relationship between central and local government should be inclusive and where possible a co- production approach should be adopted.
The Council also believe that there is a need for appropriate accountability arrangements to be put in place around the emerging PfG and the delivery of defined outcomes. This should set out the reciprocal relationship between central and local government in the context of community planning and the enhanced delivery role of councils.
The Council would also suggest that an additional Guiding Principle be included...
....“Fostering innovation to deliver social outcomes – mobilise innovation to support economic growth and prosperity whilst generating social and public value” Today’s social challenges are numerous, complex, and urgent. To address these challenges, the role of technology is critical as is taking a multidisciplinary approach that is dynamic and involves multilateral collaboration among different stakeholders. There is a need for an evolutionary approach, involving central and local government as well as the private sector, to solve problems by applying technology while attaching importance to social and public value. There are business opportunities and synergies to be exploited by better integrating social challenges at the core of innovation activities. Social challenges have a strong mobilising effect, which would allow unprecedented gathering of competences and resources, beyond institutions, sectors and disciplines boundaries.
An Outcomes-Based Approach (page 6)
The Council welcomes the stated intention of the NI Executive that the new PfG will be outcome- based. The Council would suggest that this can be best brought about through adopting a whole system approach (cross-departmental/sectoral) to identifying outcomes and co-designing solutions to address the social, economic and environmental problems faced across NI and improving people’s wellbeing and quality of life.
Integrate and align key strategic processes and both a regional and local level to deliver economic social and environmental wellbeing outcomes. It’s about co-producing priories and outcomes and joint delivery and shared accountability. The governance arrangements between central and local government need to be reconsidered and redefined.
It is imperative that local government is enlisted at the drafting stages of emerging policy proposals to input into the process in advance of any ‘formal consultation’. Councils must seek to work in partnership with central government to develop and define the emerging priorities, objectives and outcomes of the new PfG and Investment Strategy NI (ISNI)
If you have any queries or would like to discuss any of the points raised above please feel free to contact Kevin Heaney on [email protected]
4 | P a g e
Minutes of Budget and Transformation Panel Meeting 12th November 2015 Attendance
Members: Councillor Declan Boyle (chair) Alderman Brian Kingston Councillor Billy Hutchinson Alderman Pat Convery Councillor Michael Long Councillor Niall O’Donnghaila (for Cllr MvVeigh)
Apologies: Councillor J McVeigh, Alderman Davy Browne
Officers: Suzanne Wylie, Chief Executive Ronan Cregan, Deputy Chief Executive and Director of Finance and Resources Gerry Millar, Director of Property and Projects Jill Minne, Director of Organisational Development Emer Husbands, Strategic Performance Manager
1. Quarter 2 Finance Report The Director of Finance and Resources outlined to the Panel the financial position of the Council at the end of quarter 2 and discussed the in year re-allocations that would be recommended to the Strategic Policy and Resources Committee (SP&R). He also outlined the projected year end figure which was forecast to come in within the agreed budget.
2. Revenue Estimates 2016/17 The Director of Finance and Resources update the Panel on the progress in the preparation of the revenue estimates for 2016/17. Following November’s SP&R meeting Party Group Briefings would take place to provide the members with the detailed information on the estimates with a further report back to Committee in December. The members discussed the need to communicate the council’s position when the rate was agreed and in particular to explain the regional rate position as well noting that this was outside the council’s control.
3. Waterfront The Panel noted that following the council decision on 2nd November 2015 the report on the Waterfront Hall would be considered again at SP&R this month. Party Group Briefings had already been offered to any parties that wanted to discuss it further.
4. Resettlement of Refugees The Chief Executive updated the Panel on the work to support refugee resettlement in Northern Ireland. Two groups have been established to take this forward: Strategic Planning Group led by OFMDFM to coordinate the response of the Executive Departments and agencies to consider the strategic issues and local implications Operational Planning Group led by DSD to consider and address the practical steps that will need to be taken to meet the immediate and longer term needs of those who may arrive. Members highlighted the need to ensure that any refugees are welcomed to Belfast through perhaps an event with the Lord Mayor
5. Planning Applications The Chief Executive informed the panel of the applications that were being presented to the Planning Committee in October.
6. Peace IV The Director of Property and Projects outlined the contents of a report which would be presented to committee which contained a number of possible projects which the council may be eligible for funding under Peace IV. The committee would be asked its view on which, if any, it would like to progress should the Peace IV Programme open as expected before the end of the year. STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Provision of Defibrillators Date: 20 November 2015 Reporting Officer: Ronan Cregan, Director of Finance and Resources and Deputy Chief Executive Contact Officer: Tara Higgins, Acting Corporate Health and Safety Manager Andrew Harrison, Head of Audit, Governance and Risk Services (AGRS)
√ Is this report restricted? Yes No
√ Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 At the Council meeting in July 2015 Councillor Garrett moved a notice of motion regarding the Provision of Defibrillators. The details of the motion are attached at Appendix 1. The matter was then referred to the Strategic Policy and Resources Committee for consideration in September, when the Committee agreed that the Council’s Corporate Health & Safety Unit would undertake an exercise to consider what sites Automatic External Defibrillators (AEDs) could be provided at and would report back to Committee on the results of this exercise.
1.2 The purpose of this report is therefore to advise Members of the outcome of the above review and to make recommendations for future deployment of AEDs.
2.0 Recommendations
2.1 The Committee is asked to:
1. Approve the extension of provision of ‘workplace’ based AEDs to three further sites - Belfast Castle, Malone House and the Zoo, with provision of appropriate training to be provided to Council staff at these locations.
2. Regarding community based deployment:
a) Approve the deployment of mobile AEDs to one of the Council’s Safer Neighbourhood Officer (SNO) teams and one of the Council’s Park Warden teams for a trial period of six months b) Consider whether the Council should deploy Public Access Defibrillators (PADs) to 4 of the Council’s major parks for a trial period of one year – Victoria, Falls, Waterworks and Boucher Playing Fields. Actual deployment would be subject to identification / confirmation of suitable, safe locations for installation of PADs that satisfy legal and health and safety considerations c) Invite Northern Ireland Ambulance Service officials to address Members at a future date on the NI Resuscitation Strategy and its implications for Belfast.
3.0 Main report
3.1 This section of the report provides information on: AEDs and their link to the ‘chain of survival’ (3.2) the statutory and legal position regarding AEDs and the approach taken by other councils (3.3) current workplace based deployment of AEDs and related proposals (3.4) current community based deployment of AEDs, recent developments regarding regional strategy and related proposals for piloting / trialling deployment (3.5)
3.2 AEDs
3.2.1 An Automatic External Defibrillators (AED) is a portable electronic device that automatically diagnoses life-threatening sudden cardiac arrest (SCA) in a patient and is able to treat them through defibrillation. Defibrillation is one of the four links in the ‘chain of survival’ - a series of actions that improve person’s chances of surviving cardiac arrest. The four links are: early recognition early cardio-pulmonary resuscitation (CPR – chest compressions / breaths) early defibrillation post resuscitation care.
3.2.2 There are a number of different providers and types of AED but essentially they all do the same thing: Analyse the victim’s heart rhythm Determine if a shock is required Provide voice and/or visual prompts to assist the rescuer.
3.2.3 AEDs are designed to be used by laypersons that have preferably been trained in their use. However, an AED can be used safely and effectively without previous training, although the user is likely to have to administer CPR and therefore would need to be trained / able to do this as well.
3.3 Statutory & Legal Position and Approach of Other Councils
3.3.1 There is currently no statutory duty for Belfast City Council to provide AEDs. However, where the Council does provide these, there are important legal, maintenance and other issues that need to be considered.
3.3.2 Legal Services have advised that provision of the equipment itself does not necessarily infer a duty of care on the Council towards those persons upon whom the device would be used. However, if it did, liability would be in respect of any damage or injury caused as a result of its use and not that it had failed to resuscitate a victim. However, both AEDs and PADs provided in a workplace, whether externally or within a building, are work equipment and are therefore subject to the relevant regulations.
3.3.3 Legal Services have further advised that, if a PAD is vandalised, and the individual involved sustained injury, such an act would be unlikely to recover compensation on the basis that their injury was sustained as a result of a criminal act. However, a member of the public sustaining an injury as a result of accessing a PAD that had been subjected to vandalism may be able to recover compensation in the event that they were able to establish that the Council had no adequate system of inspection or maintenance, or if they were to demonstrate that the Council had not taken adequate steps to protect the device. In the latter case it would be necessary to demonstrate that the PAD, in terms of design and construction, is of a specification that meets current market standards and any regulatory requirements.
3.3.4 Legal Services have stated that it is therefore advisable that training is provided for staff and that maintenance and calibration of the device is in accordance with the manufacturer’s guidelines. Clearly the circumstances are such that within a park the device may be used by anyone, but the Town Solicitor did not take the view that this will attract any liability for the Council but indicated that, if PADs are to be installed within parks, it would be advisable that they are at locations that are very visible and, where possible, observable through CCTV.
3.3.5 The above advice and related considerations go some way to explain why, historically, both Belfast City Council and most councils have either not installed Public Access Defibrillators (PADs) or have only deployed these on a limited basis. We have undertaken benchmarking with a number of local authorities Newcastle-Upon-Tyne, Liverpool, Glasgow, Manchester and, locally, Lisburn & Castlereagh City Council and Ards & North Down Borough Council. These councils were selected to give a broad view of how similar sized and neighbouring Councils have dealt with this issue. We found that:
Lisburn & Castlereagh City Council was the only council that have a PAD; this is located in Wallace Park; In all the other councils only workplace-based AEDs are provided that are operated by trained staff ; None of the councils appeared to have a deployment policy and Most (with the exception of the local councils) seem to have targeted schools and main public buildings for deployment.
3.4 Current Workplace based deployment of AEDs
3.4.1 The Council has installed AEDs at a number of workplaces, principally those with high footfall where the risk of out of hospital cardiac arrest is highest. These are listed at Appendix 2 and include leisure centres operated by GLL.
3.4.2 We have reviewed the provision of workplace based AEDs and recommend extending this provision to three further sites - Belfast Castle, Malone House and the Zoo with provision of appropriate training to Council staff at these locations. These AEDs can, of course, be used by / on members of the public in these locations. 3.5 Community based deployment of AEDs, Regional Resuscitation Strategy and Related Proposals
3.5.1 The community based deployment of AEDs at locations where there are very few or no Council staff available to operate them (such as sporting pavilions and community centres) and oversee the condition / working order of the devices, presents significant challenges, as set out at 3.3 (above). At present, deployment is restricted to major events. All events run by the City Events Sections, for example, Tall Ships and Monster Mash have Event Management Plans that incorporate First Aid arrangements. These events are attended by St John’s Ambulance who have AEDs.
3.5.2 Similarly, the three major events run by the Parks Department; the Spring & Autumn Fairs & Rose Week, also have Event Management Plans that incorporate First Aid arrangements and have St John’s Ambulance in attendance too.
3.5.3 In 2014 the Department of Health, Social Services and Public Safety published a community resuscitation strategy for Northern Ireland, which can be accessed on-line at http://www.dhsspsni.gov.uk/community-resuscitation-strategy.pdf. This Strategy recognises the need to take measures improve survival rates for those suffering an out of hospital cardiac arrest, drawing upon learning from countries around the world. The Strategy articulates a number of objectives including ‘improving the availability of, and access to, the AEDs that are in place across Northern Ireland’. The Northern Ireland Ambulance Service (NIAS) has been tasked with producing public information / guidance on AEDs (provision / accessibility), assessing the feasibility and potential value of establishing a register of AEDs and looking at ways / models of improving public access defibrillation.
3.5.4 The Strategy clearly recognises the importance of a co-ordinated approach to deployment of AEDs and training. In this context it is important that the Council’s approach to this issue of AEDs, particularly Public Access Defibrillators (PADs), is carefully considered and we do not implement changes that do not complement the regional strategy. It is considered that it may be beneficial to invite the Northern Ireland Ambulance Service officials to address Members at a future date on the NI Resuscitation Strategy and its implications for Belfast.
3.5.5 Members may be aware of a recently announced fundraising campaign by the Henderson group (SPAR / EUROSPAR / VIVO shops) to raise money for PADs to be installed at their shops across Northern Ireland. The Henderson Group has liaised with the Department of Health / NI Ambulance Service on this initiative and it illustrates the importance of a co- ordinated approach, in that these devices will be installed in community stalls which may be close to Council premises / land.
3.5.6 In considering all of the above issues, in terms of community based deployment of AEDs, it is considered that it would be more appropriate to initially undertake trial exercises of the community-based deployment of AED and the following are proposed
Deployment of a mobile AED to one of the Council’s Safer Neighbourhood Officer teams for a trial period of six months and Deployment of a mobile AED to one of the Council’s Park Warden Teams for a trial period of six months.
(These officers would not act in the capacity of a ‘First Response’ provider but would be able, following appropriate training, to deploy an AED should they come across a case of sudden cardiac arrest).
3.5.7 Further, consideration could also be given to deploying Public Access Defibrillators (PADs) to 4 of the Council’s major parks for a trial period of one year: Victoria, Falls, Waterworks and Boucher Playing Fields. Actual deployment would be subject to identification / confirmation of suitable, safe locations for installation of PADs that satisfy legal and health and safety considerations.
3.6 Equality or Good Relations Implications
3.6.1 The Council’s Good Relations Unit who have advised that proposals for extending the deployment of AEDs will have a positive effect on the Health & Wellbeing of people who work, live and visit Belfast and that this is a positive equality action.
3.7 Financial Implications
3.7.1 Council officers have sought, without entering into any financial commitment, quotes for the supply of AEDs (of the same specification of those already used within Council); indicative unit cost for an AEDs is £1,200 plus £150 for a wall mounted cabinet. For PADs the cost (including a wall mounted external heated cabinet with key pad access) is £1,495.
3.7.2 Therefore, the cost of purchasing AEDs for Belfast Castle, Malone House and Zoo would be approximately £4,050; and the cost to supply two AEDs (no wall mounted cabinet) to be trialled by mobile teams would be £2,400. The cost to supply four PADs in parks is approximately £5,980, giving a total purchase cost of approximately £12,430. Please note that, at this point in time, we are unable to provide costs for the installation of these PADs until location and site surveys have been undertaken.
3.7.3 In addition to the above, there would be the additional cost of battery changes and pad replacement (roughly every 4 years) which would be approximately £450 (for 9 devices).
3.7.4 Training to operate AEDs using in-house qualified trainers from the Corporate Health and safety Unit would cost approximately £10 per head for the participant’s certification and a time commitment of 6 hours; the in-house training certifies the students for three years. Please note that since September 2015 the Council’s Corporate Health& Safety Unit has training an additional 49 staff as AED operators.
3.7.5 There are no additional staff payments for AED operators. Consultation with the Council’s Insurance provider has not indicated any additional insurance costs.
3.7.6 If approved the costs (approx £15,000) will be met from in year reallocations.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Notice of Motion Appendix 2 - Current Workplace based AED Deployment
Appendix 1 - Notice of Motion
In recognising the importance of this strategy and this council’s commitment to help improve the health and well-being of citizens across the city, this Council agrees to:
• review, and, where appropriate, remedy its provision of defibrillators across its entire public estate to ensure no gaps exist in adequate service provision. This needs to include our public parks, community centres, leisure facilities and areas of high public footfall;
• undertake a programme of training for staff who have daily contact with the public in the use of Defibrillators and CPR; and
• the Lord Mayor in his civic leadership role being requested to bring together charities and campaign groups working in this field along with BCCM (Belfast City Centre Management) and other key stakeholders to shape an action plan for adequate provision of PADs (Publicly Accessed Defibrillators) in city centre locations alongside provision in shopping centres and highly populated workplaces.”
Appendix 2 - CURRENT WORKPLACE BASED DEPLOYMENT OF AEDs
Premises / Site Adelaide Exchange Cecil Ward Building City Hall Ulster Hall Waterfront Hall Andersonstown Leisure Centre Avoniel Leisure Centre Ballysillan Leisure Centre Shankill Leisure Centre Falls Leisure Centre Loughside Recreation Centre Ozone Leisure Centre (in Ormeau Park) Olympia Leisure Centre Whiterock Leisure Centre Grove Wellbeing Centre Digital Services Gloucester St Lanyon Building Duncrue Complex St George’s Market Smithfield Market Roselawn Crematorium
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Notice of Motion - Volunteering Policy
Date: 20 November 2015
Reporting Officer: Jill Minne Director of Organisational Development
Contact Officer: Karen Russell, HR and Organisational Development Manager
x Is this report restricted? Yes No x Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 This report is in response to a Notice of Motion by Councillor Tim Attwood. The motion requested the development of a volunteer policy to enable staff to take part in a wide range of voluntary opportunities in the local community and to support events associated with Belfast City Council and was referred to Strategic Policy and Resources Committee on 15 June 2015. 2.0 Recommendations 2.1 Committee is asked to approve the implementation of a far-reaching structured approach to the development of a Corporate Social Responsibility strategy which will incorporate the Council’s approach to employee volunteering.
3.0 Main report
Key Issues
3.1 Belfast City Council does not currently have a formal employer supported volunteering (ESV) policy in place. The Council does, however, make a commitment to employees volunteering on a case by case basis through the appropriate committee/management approval process.
3.2 Following Councillor Attwood’s Notice of Motion benchmarking with a number of other councils and private and public sector organisations has taken place and this has indicated that many organisations align their volunteering policy to their corporate aims and objectives and link it to their Corporate Social Responsibility strategy.
3.3 Research also highlighted a number of issues and complexities relating to the implementation of a volunteering policy. The main issues include:
Time Cost Criteria Selection and; Resources
3.4 In addition, the introduction of any new employee policy in BCC needs to be considered in the context of the council’s considerable organisational change programme and within the current and future financial constraints.
3.5 Notwithstanding that, it is important to note that research also indicated significant business benefits to be derived from employee volunteering including improved corporate profile, staff recruitment and retention and enhanced customer relations; it should be noted however that any framework and subsequent policy developed will need to be compliant with the General Powers of Competence.
3.6 It is clear that the development of a staff/corporate volunteering policy and associated framework will require significant considerations in relation a range of issues including governance arrangements, ensuring the volunteering opportunities fit the overall aims and objectives of the council and ensuring volunteer organisations are aligned with the interests and policies of BCC. Robust and stringent procedures will need to be developed to ensure the fair and equitable management of any scheme that is implemented and consideration must be given to the appropriate management of the potential financial implications.
Proposed approach 3.7 While BCC does not have a formal Corporate Social Responsibility strategy, there are already a number of ongoing initiatives that support corporate social responsibility and one of the themes of our agreed Health and Well Being Strategy is ‘Better Relationships’ within which the council has made a commitment to encouraging good communication and creating opportunities for employees to build stronger social networks at work and at home.
3.8 It is proposed therefore that the council’s approach should be to develop an integrated Corporate Social Responsibility (CSR) strategy which will include volunteering as a key element.
3. 9 This will however take some time to develop (given the complexities, issues and organisational and financial context) and will involve staff from across the Council and each of the Council’s trade unions. Members would of course be updated on the progress of this work.
Financial & Resource Implications 3.10 The development and implementation of a CSR strategy and associated framework will require input from officers across the council.
Equality or Good Relations Implications 3.11 None at this stage. Equality will be considered as part of the development of the strategy.
4.0 Appendices – Documents Attached 4.1 None
STRATEGIC POLICY AND RESOURCES COMMITTEE
Requests for the use of the City Hall and the provision of Subject: Hospitality
Date: Friday, 20th November, 2015
Reporting Officer: Mr. Stephen McCrory, Democratic Services Manager
Contact Officer: Mr. Stephen McCrory, Democratic Services Manager
Is this report restricted? Yes No √ √ Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 Members will recall that the Committee, at its meeting on 26th September, 2003, agreed to the criteria which would be used to assess requests from external organisations for the use of the City Hall and the provision of hospitality. Subsequently the Committee at its meeting on 7th August, 2009, further amended the criteria so as to incorporate the new Key Themes as identified in the Council’s Corporate Plan.
2.0 Recommendations 2.1 The Committee is asked to approve the recommendations as set out in the Appendix.
3.0 Main report 3.1 Key Issues 3.1.1 The revised criteria have been applied to each of the requests contained within the appendix and recommendations have been made to the Committee on this basis. 3.2 Financial and Resource Implications 3.2.1 Provision has been made in the revenue estimates for hospitality. 3.3 Equality or Good Relations Implications 3.3.1 Not applicable 4.0 Appendices – Documents Attached – Schedule of Applications
Appendix
Organisation/ Event/Date - Number Request Comments Recommendation Body of Delegates/Guests
Association of 2016 Belfast Surgical The use of the City Delegates will be staying in The use of the City Surgeons of Week Congress – Hall and the accommodation in Belfast Hall and the Great Britain and Council Dinner provision of and the Congress will take provision of Ireland hospitality in the place within the city. hospitality in the 10th May, 2016 form of a drinks form of wine and reception This event would contribute to soft drinks Approximately 80 the Council’s Key Theme of attending ‘City Leadership – Strong, Approximate cost Fair, Together’. £400
British Annual Conference The use of the City Delegates will be staying in The use of the City Psychological Welcome Reception Hall and the accommodation in Belfast Hall and the Society provision of and the Congress will take provision of Developmental 14th September, 2016 hospitality in the place within the city. hospitality in the Section Approximately 300 form of a drinks form of wine and reception This event would contribute to soft drinks attending the Council’s Key Theme of ‘City Leadership – Strong, Approximate cost Fair, Together’. £500
Centre of Health-Enhancing The use of the City Delegates will be staying in The use of the City Excellence for Physical Activity Hall and the accommodation in Belfast Hall and the Public Health Conference Dinner provision of and the Congress will take provision of Northern Ireland hospitality in the place within the city. hospitality in the 29th September, 2016 form of a drinks form of wine and reception This event would contribute to soft drinks Approximately 300 the Council’s Key Theme of attending ‘City Leadership – Strong, Approximate cost Fair, Together’. £500
British Division of Belfast Pathology 2017 The use of the City Delegates will be staying in The use of the City the International – Welcome Reception Hall and the accommodation in Belfast Hall and the Academy of provision of and the Conference will take provision of Pathology and 20th June, 2017 hospitality in the place within the city. hospitality in the the Pathological form of a drinks form of wine and Approximately 250 This event would contribute to Society of Great attending reception soft drinks Britain and the Council’s Key Theme of Ireland ‘City Leadership – Strong, Approximate cost Fair, Together’. £500
International International The use of the City Delegates will be staying in The use of the City Pragmatics Pragmatics Hall and the accommodation in Belfast Hall and the Association Association 2017 provision of and the Conference will take provision of Conference Welcome hospitality in the place within the city. hospitality in the Reception form of a drinks form of wine and reception This event would contribute to soft drinks 16th July, 2017 the Council’s Key Theme of ‘City Leadership – Strong, Approximate cost Approximately 600 Fair, Together’. £500 attending
Clubs for Young 75th Anniversary The use of the City This event will celebrate the The use of the City People (Northern Celebration Hall and the 75th Anniversary of the Hall and the Ireland) provision of registration of this youth provision of 10th February, 2016 hospitality in the organisation, the majority of hospitality in the Approximately 100 form of tea, coffee whose membership is based form of tea, coffee attending and biscuits in the Greater Belfast Area. It and biscuits will feature an awards presentation to the young Approximate cost people recognising their £250 achievements and acknowledge the projects which enable them to gain a sense of success and accomplishment. This event would contribute to the Council’s Key Themes of ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’ and in addition would contribute to the Council’s thematic area of Children and Young People.
Queen’s 50th Anniversary Gala The use of the City This event will celebrate the The use of the City Architecture Dinner Hall 50th Anniversary of the Hall Society Society. It will highlight the 14th March, 2016 work undertaken by members Approximately 300 of the Society and their attending continued contribution to the fabric of the City through its landmark buildings. This event would contribute to the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’ and ‘Better Support for People and Communities’.
Northern Ireland Northern Ireland The use of the City This event will celebrate the The use of the City Football Writers Football Writers Hall and the work of the Association Hall and the Association Association Annual provision of through all aspects of the provision of Awards Dinner – 50th hospitality in the media. Local Journalists hospitality in the Anniversary form of a drinks have been delivering stories form of wine and reception which reflect all that is good soft drinks 9th May, 2016 about Belfast and their sporting heroes, whether they Approximate cost Approximately 400 £500 attending be a community trophy winning team or the National team qualifying for the European Championships. This year will be the 50th Anniversary of the Awards which reward local footballers, managers, coaches and unsung heroes. It will provide the opportunity to showcase City Hall to a wide range of footballing greats and VIP guests from across the United Kingdom This event would contribute to the Council’s Key Theme of ‘City Leadership – Strong, Fair, Together’ and of ‘Better support for people and communities’.
Falls Youth Falls Youth Awards The use of the City This event aims to highlight The use of the City Providers Hall and the the achievements of young Hall and the 22nd February, 2016 provision of people in the city and to provision of Approximately 250 hospitality in the promote the talent which hospitality in the attending form of tea, coffee exists among the award form of tea, coffee and biscuits recipients. and biscuits This event would contribute to Approximate cost the Council’s Key Themes of £625 ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’ and in addition would contribute to the Council’s thematic area of Children and Young People.
Action Awards Luncheon The use of the City This event seeks to accredit The use of the City Renewables 2016 Hall and the individuals and organisations Hall and the Association provision of for their commitment to provision of 31st March, 2016 hospitality in the sustainable energy projects hospitality in the Approximately 150 form of a drinks while participating in the form of wine and attending reception development and growth of soft drinks the “green” industry. Approximate cost This event would contribute to £500 the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’ and ‘Better care for Belfast’s environment’.
Castlereagh Footballer of the Year The use of the City This cross-community event The use of the City Glentoran Awards Dinner Hall and the will provide the opportunity to Hall and the Supporters Club provision of celebrate the recipients of provision of 19th May, 2017 hospitality in the major awards in football. hospitality in the Approximately 400 form of a drinks Awards such as Footballer of form of wine and attending reception the Year and Young soft drinks Footballer of the Year will be presented together with the Approximate cost Malcolm Brodie Lifetime £500 Achievement trophy which will acknowledge services to the local game. This event would contribute to the Council’s Key Themes of ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’.
Voice of Young #Care Day 2016 The use of the City This event will provide the The use of the City People in Care Hall and the opportunity to tell the positive Hall and the 19th February, 2016 provision of untold story of and by provision of Approximately 300 hospitality in the children in care while raising hospitality in the attending form of a drinks awareness and celebrating form of a drinks reception these children across the reception United Kingdom. Approximate cost This event would contribute to £500 the Council’s Key Themes of ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’ and in addition would contribute to the Council’s thematic area of Children and Young People.
Northern Ireland Celebration of Ugadi The use of the City The Telugu Association The use of the City Telugu (New Year) Hall and the represents the community Hall and the Association provision of from the southern states of provision of 9th April, 2016 hospitality in the India. This event will promote hospitality in the Approximately 400 form of tea, coffee their cultural diversity while form of tea, coffee attending and biscuits encouraging social inclusion and biscuits and assist in forging closer relationships between the Approximate cost community and the citizens of £1,000 Belfast. It will provide support to all age groups and will offer the opportunity for its members to become involved in many programmes with the aim of making Belfast a safer City to live in, This event would contribute to the Council’s key themes ‘City Leadership - strong, fair, together’ and of ‘Better support for people and communities’.
British Heart British Heart The use of the City This event will highlight the The use of the City Foundation Foundation Northern Hall and the invaluable contribution made Hall and the Northern Ireland Ireland Supporters’ provision of by the organisation’s provision of Event hospitality in the volunteers throughout the hospitality in the form of a pre-dinner past year and will recognise form of wine and 16th May, 2016 drinks reception the time, skills, expertise and soft drinks knowledge given in support. Approximately 150 Approximate cost attending The event will culminate in a dinner to celebrate the 50th £500 anniversary of the invention of the defibrillator by Royal Victoria Hospital Professor Frank Pantridge. This event will contribute to the Council’s Key Theme of ‘Better Support for People and Communities’