(Public Pack)Combined Pack Agenda Supplement for Strategic Policy And

Combined Pack

Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS

16th February, 2017

MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE

Dear Alderman/Councillor,

The above-named Committee will meet in the Lavery Room - City Hall on Friday, 17th February, 2017 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

2. Restricted Items

(a) City Centre investment Fund (Pages 1 - 18)

(b) Capital of Culture (Pages 19 - 26)

(d) Leisure Transformation Programme- Assets Update (Pages 49 - 58)

(e) Giant’s Park, North Foreshore (Pages 59 - 64) - 2 - 3. Matters referred back from Council/Notices of Motion

(a) Notice of Motion - Donations to Political Parties – Response (Pages 65 - 68)

(b) Notice of Motion - Renewal Heat Incentive Scheme - Response (Pages 69 - 72)

4. Governance

(a) Consultation on a Revision of the Northern Ireland Local Government Code of Conduct (Pages 79 - 138)

5. Physical Programme and Asset Management

(a) Capital Programme Update (Pages 139 - 144)

(b) Area Working Update (Pages 145 - 204)

(d) Belfast Wi-Fi Update (Pages 211 - 218)

6. Finance, Procurement and Performance

(a) Contracts for Award (Pages 219 - 222)

(b) Belfast City Council discretionary policies under the Local Government Pension Scheme (Northern Ireland) Regulations and other related Regulations (Pages 223 - 244)

7. Equality and Good Relations

(a) Minutes of Meeting of Shared City Partnership (Pages 245 - 264)

(b) Review and purpose of the Diversity Working Group (Pages 265 - 268)

8. Operational Issues

(a) Volunteering Policy (Pages 273 - 280)

(b) IT Equipment Package (Pages 281 - 286)

(d) Minutes of Meeting of Budget and Transformation Panel February 2017 (Pages 305 - 308)

(e) Minutes of Elected Members Development Working Group (Pages 309 - 312) - 3 - (f) Request for the Use of the Council Chamber (Pages 313 - 314)

(g) Request for the Use of City Hall (Pages 315 - 318)

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Notice of Motion : Donations to Political Parties – Response from the Secretary of State

Date: 17th February, 2017

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 No X

1.0 Purpose of Report/Summary of Main Issues

1.1 To consider the response from the Secretary of State in relation to the Council’s Motion on Donations to Political Parties.

2.0 Recommendation

2.1 The Committee is asked to;  Note the response and take any such action as may be determined.

3.0 Main Report

Key Issues 3.1 The Council, at its meeting on 3rd January, passed the following motion on Donations to Political Parties, which had been proposed by Councillor Nicholl and seconded by Councillor

Councillor McDonough-Brown:

"This Council notes a motion passed in March, 2016, regarding the transparency of donations made to political parties, recognises the importance which the citizens of Belfast place on being able to trust their Elected Representatives to work for the common good, further recognises the corrupting influence which money can have on the political decision- making process and considers it unacceptable that donations to political parties continue to remain secret in Northern Ireland.

The Council notes correspondence which was received from the previous Secretary of State, dated 5th April, 2016, stating that the time was not appropriate to move to full transparency, however, given current low levels of public confidence in transparency of Government, it calls on the new Secretary of State to immediately lift the exemption to reveal all declared donations to political parties since January 2014 and calls also on all political parties to voluntarily publish donations from this time." 3.2 A response has now been received on behalf of the Secretary of State, a copy of which is attached. The response welcomes the Council’s motion and confirms that the Secretary of State wrote to Northern Ireland’s political parties earlier in January inviting their views on moving to full transparency and stating his desire to progress the matter.

3.3 Financial and Resource Implications None

3.4 Equality or Good Relations Implications None 4.0 Appendices - Documents Attached

Appendix 1 - Response from the Secretary of State

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Notice of Motion : Renewable Heat Incentive Scheme – Response from the Secretary of State

Date: 17th February, 2017

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 No X

1.0 Purpose of Report/Summary of Main Issues

1.1 To consider the response from the Secretary of State in relation to the Council’s Motion on the Renewable Heat Incentive Scheme.

2.0 Recommendation

2.1 The Committee is asked to;  Note the response and take any such action as may be determined.

3.0 Main Report

Key Issues

3.1 The Council, at its meeting on 3rd January, passed the following motion on the Renewable Heat Incentive Scheme, which had been proposed by Alderman Ruth Patterson and seconded by Councillor Heading:

“This Council notes the serious public concern amongst our constituents in relation to financial squander around the Renewable Heat Incentive Scheme.

The Council agrees to write to the Secretary of State, as public representatives, highlighting the huge public interest in relation to this matter and, accordingly, requests that he initiates a full public inquiry, pursuant to his discretion contained within Section 1 of the Inquiries Act 2005.

The Council agrees also to write to the Joint First Minister, Arlene Foster, expressing our 3.2 belief, as a Council, that she should step aside pending a full public inquiry into this extraordinarily serious matter and the allegations of corruption which have been made by a former Government Minister from her own Party.”

A response has now been received on behalf of the Secretary of State, a copy of which is 3.3 attached. The response affirms the Secretary of State’s view that the Renewable Heat Incentive Scheme is a devolved matter and that it should be the subject of an independent inquiry established by the devolved institutions. The Secretary of State has welcomed the establishment of such an inquiry and considers it to be an important step in building confidence in the institutions.

The response states also that the Secretary of State is encouraging full co-operation with the 3.4 inquiry and hopes that it will quickly and effectively establish the facts around the Scheme. It adds that the UK Government will do everything in its power to support the inquiry.

Financial and Resource Implications 3.5 None

Equality or Good Relations Implications 3.6 None

4.0 Appendices - Documents Attached

Appendix 1 - Response from the Secretary of State

STRATEGIC POLICY AND RESOURCES COMMITTEE

Subject: Notice of Motion : Concessionary Travel Pass – Responses from the Minister for Infrastructure/Minister for Finance

Date: 17th February, 2017

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 No X

1.0 Purpose of Report/Summary of Main Issues

1.1 To consider the responses from the Minister for Infrastructure and the Minister for Finance in relation to the Council’s motion on the Concessionary Travel Pass.

2.0 Recommendation

2.1 The Committee is asked to;  Note the responses and take any such action as may be determined.

3.0 Main Report

Key Issues

3.1 The Council, at its meeting on 3rd January, passed the following motion on the Concessionary Travel Pass, which had been proposed by Councillor Heading and seconded by Councillor McCusker:

"This Council notes the recent establishment of the Smart Pass Equality Campaign, endorses its call for the full fare concessionary travel pass to be issued to all people who are unable to drive for medical reasons and agrees to write to the Minister for Infrastructure and the Minister for Finance urging them to implement this extension as soon as possible."

3.2 Responses have now been received from both Ministers, copies of which are attached (Appendix 1 & 2). Minister Hazzard states that, currently, anyone who has had a driving licence refused or revoked on medical grounds can avail of a half fare travel concession and points out that everyone in Northern Ireland can avail of full fare concessionary travel once they reach the age of 60. The Minister adds that, whilst he is sympathetic towards extending the Concessionary Fares Scheme to provide full fare concessionary travel for those people who are under the age of 60 and are unable to drive on medical grounds, there are already numerous competing priorities for resources across his Department. As such, any extension to the concessionary fares scheme could not be considered at this time.

3.3 Minister Ó Muilleoir reiterates the comments which have been made by the Minister for Infrastructure, that a person who has had a driving licence refused or revoked on medical grounds can avail of a half fare travel concession and that everyone in Northern Ireland can avail of full fare concessionary travel once they reach the age of 60. He concludes by recommending that the Council should, in future, liaise with the Minister for Infrastructure around the concessionary fares scheme, as that issue falls within his area of responsibility.

Financial and Resource Implications 3.4 None

3.5 Equality or Good Relations Implications None

4.0 Documents Attached

Appendix 1 - Responses from the Minister for Infrastructure and the Appendix 2 – Response from the Minister for Finance

STRATEGIC POLICY & RESOURCES COMMITTEE

Consultation on a Revision of the Northern Ireland Local Government Subject: Code of Conduct

Date: 17th February, 2017

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Stephen McCrory, Democratic Services 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 To consider a draft response to the consultation on a revision of the Northern Ireland Local Government Code of Conduct for Councillors.

2.0 Recommendations

2.1 The Committee is asked to;  Approve the submission of the draft response to the consultation as set out in Appendix 3.

3.0 Main report

3.1 Key Issues

The Department for Communities have issued a consultation document (Appendix 1) in relation to some limited revisions to the Northern Ireland Local Government Code of Conduct for Councillors. Responses to the consultation are to be submitted by 28th February, 2017.

Essentially, the proposed revisions fall into two categories: 3.2 Amendments to Part 3 – The Principles 1. It is proposed that the Principles of Conduct should be amended to better reflect the content and wording of the MLA code. 2. The current principle of “Public Duty” has been removed and has been added as an additional rule under Part 4 of the code. 3. Paragraph 3.2 of the code is amended to clarify that the Principles are now considered to be aspirational not enforceable on their own, in line with the MLA code.

3.3 Amendments to Part 8 – Decision-Making

Part 8 of the code has been amended to clarify that Rules 8.1(a) to (h) will apply to all Council decisions and that, in addition, Rules 8.1(i) to (l) will apply only to quasi-judicial decisions (for example planning and licensing) and to decisions on making appointments and the awarding of contracts. A copy of the updated revised code is attached at Appendix 2. The draft Council response welcomes these amendments to the code.

3.4 Financial & Resource Implications None associated with this report.

3.5 Equality or Good Relations Implications None associated with this report.

4.0 Appendices – Documents Attached

Appendix 1 - Consultation on a Revision of the Northern Ireland Local Government Code of Conduct.

Appendix 2 - Revised Northern Ireland Local Government Code of Conduct.

Appendix 3 – Draft Council response to the consultation.

Appendix 3

Draft Response to the Review of the Northern Ireland Local Government Code of Conduct for Councillors

Question 1

Belfast City Council agrees that all public representatives in Northern Ireland should be held to the same level of ethics with regard to behaviour in public office and therefore supports the changes to the proposed Principles contained in the Councillors’ Code, to bring them into line with those contained in the MLA Code.

Question 2

Belfast City Council supports the recommendation to make the current Principle of “Public Duty” an enforceable rule under the Councillors’ Code.

Question 3

Belfast City Council agrees that all public representatives in Northern Ireland should be held to the same level of ethics with regard to behaviour in public office and therefore supports the changes to the Councillors’ Code, to make the Principles aspirational rather than enforceable, in line with those contained in the MLA Code.

Question 4

Belfast City Council supports this recommendation in that it these rules relating to decision-making should apply to all decisions taken by Councillors in meetings or when reaching decisions regarding the business of the Council.

Question 5

Belfast City Council supports this recommendation in that it these rules relating to decision-making should only apply to quasi-judicial decisions, decisions in making appointments and decisions on awarding contracts. The Council believes that the proposed changes will assist Councillors in being clear when the more onerous rules regarding lobbying or advocating for a certain position should apply.

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Capital Programme Update

Date: 17 February 2017

Reporting Officer: Ronan Cregan, Deputy Chief Executive Gerry Millar, Director of Finance and Resources

Contact Officer: Sinead Grimes, Programme 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 Council’s Capital Programme is a rolling programme of investment which either improves existing Council facilities or provides new Council facilities. This report outlines highlights of current status of projects under the Programme; projects recommended to be moved/added to the Capital Programme and a number of project updates.

2.0 Recommendations

2.1 The Committee is asked to; General

 Note the update in relation to the Capital Programme as outlined in 3.1 and that the Property & Projects Department is happy to arrange site visits for Members/ Party Groups to any capital project (see 3.1) . Proposed movements on/additions to the Capital Programme . Agree that the City Cemetery – Permanent Memorial to mark Plot Z1 project is moved to Stage 3- Committed on the Capital Programme with a maximum budget of £50,000 to be allocated (see 3.3). The Director of Finance & Resources has confirmed that this is within the affordability limits of the Council. Members are also asked to agree that the necessary procurement processes (including the invitation of tenders and/or the use of appropriate ‘framework’ arrangements) be initiated as required with contracts to be awarded on the basis of most economically advantageous tenders received and full commitment to deliver. . Agree that the following projects are moved to Stage 2 - Uncommitted on the Capital Programme – in addition to the ongoing works to create a new exhibition space on the ground floor of the City Hall these projects will help to provide a seamless experience for visitors both inside and outside the City Hall . City Hall West Wing - Outdoor Space including the Cenotaph – Upgrade and Enhancements – OBC to be worked up and brought back to the Diversity Group and Committee for further consideration (see 3.6) . City Hall – Additional toilet provision, Changing Places Facility and Family Room - OBC to be worked up and brought back to Committee for further consideration (see 3.7) . Agree that the following project is added to the Capital Programme as Stage 1 – Emerging Project - Berlin Wall Installation - SOC to be worked up and brought back to Committee for further consideration (see 3.8)

3.0 Main report

Key Issues 3.1 The Council’s rolling Capital Programme is a significant programme with over £185m of projects recently completed or currently underway. Members are asked to note the updates under the Capital Programme since the last update report in June.

Projects recently completed/in final stages of completion

 the new £21.7m leisure facility at Olympia which opened in January 2017 Projects currently on the ground

 Phase 2 of the £40million Connswater Community Greenway

 the £3.7million upgrade of the Tropical Ravine – it is anticipated that works will be completed early in 2017

 2nd phase of the works at Olympia which will include the demolition of the existing centre which is well underway and the creation of the new Boulevard and playground and works to the pitches

 City Hall Works to create the new dedicated exhibition and visitor space which is due to open to the public in May Projects at tender preparation stage

 Preparatory work is continuing on a wide range of projects including the remaining sites under the pitches strategy (Cherryvale and Falls), alleygating phase 4 with the installation of the gates due to commence in the summer, works at Skegoneil and Falls Park, Cathedral Gardens and the HLF bid for City Cemetery Proposed movements on/additions to the Capital Programme 3.2 Members have previously agreed that all capital projects must go through a 3 Stage process where decisions on which projects progress are taken by SP&R. Members are asked to agree to the following movements on the Capital Programme.

Move to Stage 3 – Committed

Project Overview Cost

City Cemetery – Memorial to permanently mark PlotZ1 in the City Maximum of Permanent Memorial to Cemetery. This project has emerged out of the Falls £50,000 mark Plot Z1 Park Masterplan and has been requested to be added via the Strategic Cemetery and Crematorium Working Group

3.3 City Cemetery – Permanent Memorial to mark Plot Z1 – Members will recall that there has been a request for a permanent memorial to mark plot Z1 in the City Cemetery and the many babies that are buried within it. Members will appreciate that this is a sensitive and emotive issue and it should be noted that while there are no headstones or memorials in the plot there is a record of every baby buried. A public consultation has been undertaken which found overwhelming support for the installation of a permanent memorial. The Strategic Cemetery and Crematorium Development Working Group have requested that this project is progressed as quickly as possible given the age of the women whose babies are buried in the plot and that this is delivered in the short term. It was agreed in August 16 that this project was moved to Stage 2 – Uncommitted on the programme. An OBC for this project has now been worked up and it is recommended that that this project is now moved to Stage 3 – Committed on the Capital Programme with a maximum budget of £50,000. The Director of Finance & Resources has confirmed that these projects are within the affordability limits of the Council 3.4 In addition Members are asked to agree that the necessary procurement processes (including the invitation of tenders and/or the use of appropriate ‘framework’ arrangements) be initiated with contracts to be awarded on the basis of most economically advantageous tenders received and full commitment to deliver for the above projects as required. Move to Stage 2 – Uncommitted 3.5 Members will be aware that works are currently underway on the development of the new Exhibition Area in the City Hall which is due to open on the ground floor in May 2017. This will represent a significant enhancement of the building’s tourism offer and is projected to attract more than 70,000 visitors annually. Members are asked to note that there are two City Hall projects which are recommended to be moved to Stage 2- Uncommitted on the Capital Programme which, in addition to the works above, will help to provide a seamless experience for visitors both inside and outside the City Hall therefore adding to the overall experience of the city’s key civic building and focal point. Members will however appreciate the limitations of the City Hall as a listed building and the need to ensure that any new facilities/upgrades are sympathetic to the building’s overall usage and design and this is being considered as part of the Stage Approval process.

Project Project overview Proposed Stage

City Hall Provision of a Changing Places facility, Family Room and Stage 2- additional toilet provision Uncommitted

City Hall Upgrade and Improvements - West Wing Outdoor Space Stage 2- including the Cenotaph Uncommitted

City Hall projects 3.6 Outdoor Space including the Cenotaph –– Upgrades and improvements - Members will be aware that in 2012 the outdoor space at the East Entrance of the City Hall was significantly enhanced and upgraded. Coupled with the ongoing internal works this leaves the space outside the West Wing (which includes the Cenotaph) and the surrounding area to be upgraded. The area currently suffers from poor drainage, a number of the paving stones are no longer in good repair and a number of health and safety improvements are required. It is envisaged that the improvements will include drainage works, the installation of a new gate, paving and services (electrical), the provision of permanent ramps and softening the overall area with planting. The area will also be a key focal point for the end of World War 1 commemorations in 2018. Members are asked to agree that this project is now moved to Stage 2- Uncommitted on the Capital Programme to allow the full detail, design and costings to be worked up. It is also recommended that these are brought to the Diversity Working Group as it is appreciated this group is discussing many aspects of content in the grounds of City Hall. 3.7 Additional Public Toilet provision including Changing Places and Family Room Members are already aware that the public toilets in the City Hall are under considerable pressure and at busy times can become extremely congested. There are no purpose built facilities for people with disabilities and the Council has frequently been requested to look at the potential of providing a Changing Places facility within the City Hall. In addition requests have also come forward in relation to the creation of a family room reflecting the Council’s commitment to the Public Health Agency’s Breastfeeding Welcome Here scheme and baby changing facilities accessible for males and females. Members are asked to agree that this project is now moved to Stage 2- Uncommitted on the Capital Programme to allow the full detail, design and costings to be worked up. It is also recommended that these are brought to the Women’s Steering Group for further discussion. Add to Capital Programme as Stage 1 – Emerging Project 3.8 Berlin Wall – Installation – the Council has been gifted a section of Berlin wall by the Senatskanzlerei Berlin. The piece measures 3.6 metres high by 2.1 metres wide and weighs 3 tonnes approximately. The installation of the section forms part of the Tourism Action plan which has been agreed by the City Growth and Regeneration Committee. It is recommended that this project is added to the Capital Programme with the options for the installation and interpretation worked up as part of the SOC with further detail to be brought back to the Committee in due course for consideration. At this stage there is no commitment to invest. 3.9 Financial & Resource Implications Financial –The Director of Finance and Resources has confirmed that the City Cemetery project which is recommended to move to Stage 3 (see 3.3) is within the affordability limits Costs for the other projects will be worked up as part of the Stage Approval process and brought back to Committee for further discussion before any decision to invest. Resources – Resources from Property & Projects and appropriate departments in working up proposals in conjunction with groups. Equality or Good Relations Implications 3.10 All capital projects are screened as part of the stage approval process

4.0 Appendices – Documents Attached

None

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Area Working Update

Date: 17 February 2017

Reporting Officer: Gerry Millar; Director of Property & Projects

Contact Officer: Sinead Grimes; Programme 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 To update Members on a number of area related issues for Members’ consideration.

2.0 Recommendations

2.1 Members are asked to: AWG minutes

 Approve the most recent round of Area Working Group (AWG) Minutes (South – 23rd January; West – 26th January; North – 26th January; and East – 2nd February) as attached at Appendix 1. Local Investment Fund

 agree the recommended proposals as set out in 3.2 below from the South, North and East AWG in relation to the Local Investment Fund 1 and 2.

 note the LIF project (Section 3.3) which was previously been approved in principle which has been scored and has met the minimum threshold. Members are asked to agree that this is progressed to due-diligence (Appendix 2)

3.0 Main report

KEY ISSUES AREA WORKING GROUP UPDATES 3.1 Members agreed in June 2016 that the Area Working Group minutes would be taken into the SP&R Committee for approval going forward in line with the Council’s commitment to openness and transparency and to ensure a consistent approach with other Member-led Working Groups. Members are asked to approve the most recent round of AWG Minutes (South – 23rd January; West – 26th January; North – 26th January; and East – 2nd February) as attached at Appendix 1. LOCAL INVESTMENT FUND UPDATE

3.2 SOUTH AWG – Members have been previously advised that the South AWG at its special meeting on the 25th May in relation to the discussion on Alleygating Phase 4 had proposed that ‘once South Belfast’s allocation of £140,000 under Phase IV had been reached, the remaining cost be met from the Local Investment Fund, subject to officers confirming that the installation of alley gates complied with the requirements of that Fund”. Officers subsequently advised the South AWG that alleygates are Council assets. As such they could not be funded under LIF and could only be taken forward under the Capital Programme and that the South AWG could consider de-committing the amount required to fund the additional gates from their LIF monies and that the gates could then be taken forward under the Capital Programme (funded by the decommitted LIF monies). This was proposed by the South AWG and agreed by Committee in August 2016. The South AWG was presented with an update on Alleygates Phase 4 at its meeting on 23 January and agreed to de-commit its remaining LIF1 and LIF2 budget (£47,900 in total) to fund the additional alleygates. EAST AWG – The East AWG at its meeting on 2 February agreed to allocate an additional £20,000 towards Towell House (ELIF2-03), giving it a total allocation of £95,000.

Ref No Project £ Amount Recommendation from AWG

ELIF2-03 Towell House Additional Underspend to be transferred from ELIF008 – Walkway Community Association

NORTH AWG – The North AWG, at its meeting on 26th January, made the following recommendations for the consideration of the SP&R Committee in relation to their LIF

Ref No Project £ Amount Recommendation from AWG

NLIF2-08 Seaview Primary School £40,000 To be withdrawn from the LIF programme with the monies to be re-allocated in the North AWG

NLIF2-18 Holy Family Parish Church* £15,000 In principle funding

NLIF2-19 Women’s Tec* £31,667 In principle funding

NLIF073/ Jennymount Church £40,000 Additional allocation to NLIF073 which had NLIF2-20 previously received £24k

Re-allocation from NLIF2-08 - Seaview

*Members are asked to note that this proposal is subject to going through the LIF process with the project being assessed against the prioritisation matrix – the results of this assessment will be reported back to a future AWG and Committee. All projects will be subject to the full due-diligence process agreed for LIF projects Projects recommended to proceed to due-diligence 3.3 Members are asked to note that 1 LIF2 project which had previously been agreed for in principle funding (WLIF2- MMA Regional Centre of Excellence (Whiterock) has now been scored by officers (see Appendix 2) and has successfully met the minimum threshold. It is recommended that these projects now proceed to the Due Diligence stage of the LIF process BELFAST INVESTMENT FUND 3.4 EAST AWG – In January 2016, as part of the rates setting process, it was agreed that £5m would be ringfenced to support BIF projects in the areas of Lisburn and Castlereagh which transferred across under LGR with the monies to be shared equally as these areas had not had an opportunity to have any BIF projects considered. £2m of this allocation was ringfenced to projects in the Outer East and a number of projects have been put forward for consideration by the AWG. The East AWG has therefore agreed to commission an options appraisal which will help enable the relative prioritisation of the emerging projects and fully test their feasibility. 3.5 ALLEYGATES PHASE 4 All AWGs received an update on the progress of phase 4 of the Alleygates programme which included notice of technical and legal issues associated with prioritised gates. Members agreed a way forward on a list of reserve gates and agreed to continued engagement with the Safer City Manager. A report detailing the final list of gates will be brought to a future meeting of the Strategic Policy and Resources Committee. 3.6 FINANCIAL & RESOURCE IMPLICATIONS

 Financial – LIF1 - £5million and LIF2 - £4million

 Resource - Officers time to deliver projects. 3.7 Equality or Good Relations Implications No implications

4.0 Appendices – Documents attached

Appendix 1 – Minutes of the Area Working Groups (South – 23rd January; West – 26th January; North – 26th January; and East – 2nd February) Appendix 2 – LIF RAG status

South Belfast Area Working Group

Monday, 23rd January, 2017

MEETING OF SOUTH BELFAST AREA WORKING GROUP

Members present: Councillor Dudgeon (Chairperson); and Councillors Boyle, Craig, Hargey, McAteer, Nicholl and Reynolds.

In attendance: Mrs. R. Crozier, Assistant Director, City and Neighbourhood Services; Mr. D. Rogan, Head of Contracts; and Mr. H. Downey, Democratic Services Officer.

Minutes

The minutes of the meeting of 19th December were approved.

Declarations of Interest

Councillor Boyle declared an interest in that he owned a number of properties within the Botanic District Electoral Area, which he represented on the Council.

Deputation – Moonstone Street / Mowhan Street

(Ms. A. Allen, Safer City Manager, attended in connection with this item and the subsequent item.)

The Working Group was reminded that, at its meeting on 19th December, it had agreed that representatives of the residents of Moonstone Street and Mowhan Street be invited to attend its meeting in January to discuss their concerns around antisocial behaviour in that area and the potential for alleygates to be installed.

Accordingly, Mr. C. Carser, Ms. C. Holywood and Ms. C. McAreavey, all of whom were residents of Moonstone Street, were welcomed by the Chairperson.

The representatives informed the Working Group that the residents of Moonstone Street and Mowhan Street experienced significant levels of anti-social behaviour, including fly tipping, dog fouling, graffiti, burglary and drugs-related issues. Those problems had increased noticeably over the years as alleygates had been erected in other streets nearby. They pointed out that some sections of the fencing leading to the adjacent railway line had been damaged or were missing, which often provided those seeking to engage in anti-social activities with easy access to the unsecured entries located to the rear of properties. They urged the Working Group to consider erecting alleygates in Moonstone Street and Mowhan Street, which had proven to be effective elsewhere, and to bring to Translink’s attention the need to secure the fencing between the railway line and residents’ properties. The representatives concluded by thanking those Members of the Working Group who had assisted them to date.

During discussion, the Safer City Manager confirmed that, whilst Transport NI had confirmed that the entries to which the representatives had referred were unadopted, the Council could, if it was able to demonstrate clear evidence of need, initiate the process for the erection of alleygates.

The Assistant Director pointed out that it was possible for residents, over a period of time, to assume control of an entry which had been proven to be unadopted and highlighted the work which had been undertaken by local residents to enhance Wildflower alley in the Holylands area of the City, once it had been secured by alleygates. She suggested that, should the Working Group agree to erect alleygates in Moonstone Street and Mowhan Street, officers from the Council’s Parks Outreach Service could work with local residents to deliver a similar project and involve in that process some participants in the Wildflower alley initiative.

The Working Group agreed that the Safer City Manager should raise with Translink the issue around the defective fencing and the representatives were informed that their request for alleygates to be installed in Moonstone Street and Mowhan Street would be discussed later in the meeting, whilst a report on Phase IV of the Council’s alleygating scheme was being considered.

The representatives thanked the Working Group for receiving them and left the meeting.

Update on Phase IV of the Council’s Alleygating Scheme

The Working Group considered the following report:

“1.0 Purpose

1.1 The purpose of this report is to:

 provide the Area Working Group with an update on the progress of Phase 4 Alleygates  highlight any technical and legal issues associated with Phase 4 Alleygates  provide up to date information on spend against allocated budget  agree a way forward on a list of reserve gates  highlight any remaining issues and  provide the Area Working Group with an update on the next steps.

2.0 Background

2.1 As part of Phase 4 Alleygates (Capital Programme), South Belfast was allocated a budget of £140,000 (60 gates approximately)

2.2 South Belfast Area Working Group also allocated £47,900 from its Local Investment Fund Budget (LIF2) to install additional gates (20 Gates approximately)

2.3 Therefore, the total available budget for the installation of alleygates, as part of Phase 4 in South Belfast is £187,900.

3.0 Key Issues

Update on Progress to Date

3.1 The required statutory consultation is complete (particularly Transport NI) and no issues were identified)

3.2 Site surveys (including detailed measurements) have been undertaken

3.3 Pre-consultation with affected properties has been completed and all consultation responses have been scrutinised by Legal Services

3.4 Draft Road Traffic Orders have been prepared ready for advertising for 30 days from 27 January 2017 (as required by the Clean Neighbourhoods Act). This stage is classed as the formal consultation stage.

Technical and Legal Issues

3.4 As a result of the site surveys and pre-consultation with affected properties, a number of technical and legal issues have been identified (detailed below). These issues only affect a small number of proposed alleygates for South Belfast and will not be included in the initial Road Traffic Order (based on legal advice).

 Disability Discrimination Legislation: A small number of proposed gate locations are very narrow and the minimum gate size produced to date by Council’s contractor will not meet the legal minimum opening in the gate of 800mm (835mm is recommended as best practice. Officers are working with the contractor to ascertain if a bespoke gating solution can be provided for these locations ensuring Council meets its legal obligations under the Disability Discrimination Act.

 Community Gates: A small number of proposed gate locations are replacements for existing gates erected by the Community. There are number of due diligence issues (focussing primarily on Council’s liability) which required resolution. Resolution of these issues will require further professional technical input and consultation with the affected properties.

 Site Suitability: One proposed gate location requires additional work by NIHE to be able to fully secure the affected alleyway. Officers are working

to secure commitment from NIHE to carry out this work asap. A further number of gates at Wellesley Park and Wellesley Avenue require further investigation to establish if the proposed gates will actually secure the alleyway as access to the alleyway can also be made through gaps in a number of individual private property’s back boundaries (semi-detached).

 Consultation: The pre consultation stage identified a legal objection regarding land ownership affecting a small number of proposed gate locations at Ulsterville Avenue, Mount Prospect Park, Ulsterville Place and Ulsterville Drive

Gate Location No. of Issue Potential for Gates Resolution Affected

To the rear of 9- 8 Proposed gate Officers working 129 Wellesley locations very with manufacturers Avenue and to the narrow and to ascertain if a side of 27, 29, 35, current gate bespoke gating 37, 87, 113 and specification will solution can be 115 Wellesley not meet legal found. Avenue minimum (DDA) To the rear of 206 3 Existing Further technical – 216 Tate’s community gates input and Avenue and to the in place and consultation with rear of 2-78 Council due affected properties Olympia Drive diligence is to take place to required before enable resolution gates can proceed To the rear of 9-31 5 Additional work is Officers working to Upper Stanfield St required by NIHE secure commitment and 8-26 Eliza St to make these from NIHE to Close and to the proposed gate progress additional rear of 41-61 location suitable works required to Upper Stanfield St enable gate and 34-54 Eliza St installation Close To the rear of 40- 3 Objection Legal Services to 64 Ulsterville received as part resolve before gate Avenue, 2-40 of pre can proceed Mount Prospect consultation Park and 1-11 highlighting Ulsterville Place potential land and to the side of ownership 12 Ulsterville Drive dispute and 1 and 11 Ulsterville Place To the rear of 19- 2 The alleyway Further investigation 83 Wellington cannot be is required to Park, 18-104 secured (by ascertain if the Wellesley Avenue alleygates) in its alleyway can be

and to the side of current form due secured in co- 18, 104 and 106 to alternative operation with Wellesley Avenue access along the property owners. alleyway from private properties

Updated spend against available Budget

3.5 As detailed above, South Belfast has a total available budget of £187,900 for the installation of alleygates as part of Phase 4.

3.6 If all proposed alleygates proceed South Belfast will spend £170,000 (including proposed gate locations where issues remain to be resolved)

3.7 If all proposed alleygates proceed apart from the gate locations where issues remain to be resolved (as detailed above), South Belfast will spend £128,900

3.8 Therefore £17,900 remains of South Belfast’s overall budget allocation if all proposed gates are installed (including proposed gate locations where issues remain to be resolved)

Reserve Gates

3.9 As South Belfast has an underspend in its overall budget allocation, Members may wish to consider the installation of further gates.

3.10 A number of Members will be aware that high levels of representation have been received from residents of Moonstone St and Mowhan St suggesting they should be included in Phase 4 Alleygates.

3.11 To assist Members, Officers have established no land ownership issues with gates in Moonstone St and Mowhan St and have provided approximate costs for installation of alleygates at these locations.

Gate No. of Street Name Total Price Group Gates A 3 Mowhan St £8,648.40 B 4 Moonstone St £11,531.20 C 2 Moonstone St £5,765.60 D 1 Moonstone St £2,882.80 E 1 Moonstone St £2,882.80 TOTAL 11 £31,710.81

3.12 Members may wish to consider the inclusion of some alleygates in Mowhan St and Moonstone St from their remaining budget of £17,900

3.13 Members may also wish to consider that should any further savings be available or should any of the issues associated with alleygate locations identified at point 3.4 remain unresolvable, the associated budget could be allocated to installing further alleygates in Mowhan St and Moonstone St as detailed above.

Remaining Issues

3.14 Members should be aware that the pre-consultation responses have generally been at a low level for Phase 4 and Officers will be working in the background to supplement this with additional evidence of crime and anti-social behaviour around the proposed gate locations.

3.15 Members should be further aware that the Clean Neighbourhoods and Environment Act (NI) 2011 requires that sufficient evidence of crime and anti-social behaviour should be established before alleygating can proceed.

Next Steps

3.16 Members are advised that the key next steps are:

 Advertisement of the draft Road Traffic Order for South Belfast (30 days from 27 January 2017) as the formal consultation stage  Legal scrutiny in respect of formal consultation responses  Subject to legal approval, submission of the final Road Traffic Order for South Belfast to SP&R end March 2017. This provides the legal basis for alleygates to be installed at the named locations  April 2017 onwards: manufacture and installation of alleygates. Further details on the manufacture and installation stages will be provided to Members at a future Area Working Group.

4.0 Resource Implication

4.1 £700,000 of Capital Programme funding has already been allocated for the delivery of Alleygates Phase 4.

4.2 £140,000 of this capital funding was allocated to South Belfast

4.3 South Belfast Area Working Group further allocated £47,900 from LIF2 giving a total available budget of £187,900.

5.0 Equality and Good Relations Implications 5.0 Equality and Good Relations 5.1 There are no equality or good relations implications at this stage; however, this will be reviewed on an ongoing basis as key decisions are taken.

6.0 Recommendations

6.1 The Working Group is requested to:

 consider the contents of the report;

 consider the installation of some alleygates at Mowhan Street and Moonstone Street with the remaining budget of £17,900; and

 consider creating a reserve list from the remaining gates at Mowhan Street and Moonstone Street, should further budget become available from efficiencies.”

The Working Group gave consideration firstly to the list of eighty alleygates which it had agreed to progress at its special meeting on 25th May, 2016 and agreed that:

i. the three proposed alleygates to the rear of 40-46 Ulsterville Avenue, 2-40 Mount Prospect Park and 1-11 Ulsterville Place and to the side of 12 Ulsterville Drive and 1-11 Ulsterville Place, as set out within the table under 3.4 of the report, be removed, on the basis that a significant legal issue had been identified; and

ii. the two proposed alleygates to the rear of 19-83 Wellington Park, 18-104 Wellesley Avenue and to the side of 18, 104 and 106 Wellesley Avenue, as set out within the table under 3.4 of the report, be removed, on the basis that the site survey had revealed significant site suitability issues.

The Working Group then considered locations which had been identified since the special meeting by Members and through other sources and agreed to create a reserve list, with priority being afforded as follows:

1. Gate Groups A (3) and B (4), as set out within paragraph 3.11 of the report;

2. Jameson Street/Raby Street/St. Jude’s Crescent (4), on the basis that the discussions with other parties in that area, which had been raised initially at the special meeting, had yet to secure match funding, although efforts would continue;

3. Gate Groups C (2), D (1) and E (1), as set out within paragraph 3.11 of the report; and

4. University Street (2), as requested by Councillor Boyle.

The Working Group agreed that the seventy-five gates on the initial list should be funded using both the £140,000 which had been allocated to South Belfast under Phase IV of the Council’s Alleygating Scheme and the £47,900 which was still available under the Local Investment Fund and that officers should utilise any of that funding which remained to work through the reserve list in the order of priority set out above.

The Working Group noted that the aforementioned decisions would require approval by the Strategic Policy and Resources Committee on 17th February and that it would receive regular updates as the scheme progressed. It endorsed also the suggestion which had been made earlier in the meeting by the Assistant Director that officers should, if required, assist the residents of Moonstone Street/Mowhan Street in delivering an initiative similar to that in Wildflower Alley.

Update on TBUC Funding Bid

(Ms. N. Lane, Good Relations Manager, and Ms. M. Hand, Good Relations Officer, attended in connection with this item.)

The Good Relations Manager reminded the Working Group that the Department of Justice was responsible for overseeing the interface headline action, as set out within the Executive Office’s Together: Building a United Community strategy. That action was being overseen by a Programme Board, which included representation from key Executive departments, councils and statutory agencies. She explained that the Department of Justice had allocated funding towards the physical removal of barriers at interface sites and that the Council’s Good Relations Unit had received £28,000 to undertake small pieces of work across the City. Funding was allocated currently only on a yearly cycle and officers were examining a small number of priority sites across the City which could potentially be included within a bid for funding for 2017/2018.

She reported that there were only two interface sites in the South of the City, both of which were owned by the Northern Ireland Housing Executive, and could not, therefore, be included within the Council’s bid. Good Relations officers had now provided each of the working groups with an update on interface working and with information on potential sites which could be included within a funding bid for 2017/2018.

The Working Group noted the information which had been provided.

River Terrace Land Licence Agreement

(Mr. R. Rice, City Parks Manager, and Ms. S. Barkley, Community Parks Outreach Manager, attended in connection with this item.)

The Working Group was reminded that, in 2011, each of the four areas of the City had been allocated capital funding of £50,000 to deliver a programme of community initiatives, including community gardens. The Council had, subsequently, entered into an agreement with the Department for Communities to obtain a licence for a plot of land at River Terrace, to be developed as a community garden, with the remaining £20,000 from South Belfast’s fund having been allocated to the project.

The City Parks Manager reported that the land at River Terrace had been found to be contaminated and that the Department for Communities had indicated that it was unable to fund the works required to decontaminate the site. Accordingly, the People and Communities Committee, at its meeting on 13th September, 2016, had recommended

that the licence be surrendered and that the South Belfast Area Working Group consider other projects which might benefit from the £20,000 funding which was once again available.

He informed the Members that residents of River Terrace and the surrounding streets had been invited to complete a survey, with a view to determining if they were still interested in developing a community garden and, if so, to choose between two potential new sites, one being beside River Terrace and the other facing onto Kinallen Street. 86% of those residents who had responded had indicated a willingness to participate in the initiative and had been in favour of developing the land beside River Terrace.

After discussion, the Working Group noted the decision of the People and Communities Committee, recommending that the original site at River Terrace be surrendered to the Department for Communities, and agreed that the £20,000 which had been allocated for a community garden there be used for a similar project at a new location beside River Terrace.

Update on Local Investment Fund Projects

The Working Group considered the following report:

“1. Local Investment Fund

Through the Local Investment Fund (LIF), members committed their allocation of £1,127,500 initially to 12 projects. Of this total, seven projects have been completed (Stage 5). Of the remaining five projects, two (Taughmonagh Community Forum and Finaghy Bridge) remain at stage 1; Annadale/Haywood Residents Association) are at stage 3; Belfast South Community Resources have progressed to stage 4 and is currently being delivered. The Women’s Aid project is also at stage 4 but there are some minor works yet to be finished. A more detailed progress update on all projects has been circulated to the Working Group.

TOTAL LIF ALLOCATION AMOUNT ALLOCATED TO AMOUNT REMAINING DATE £1,127,500 £1,083,600 £43,900*

.2. Local Investment Fund 2

Given the success of the original LIF it was agreed in March 2015 that a £4m LIF2 would be established and allocated to Area Working Groups (AWGs) on a proportional basis. The South Belfast AWG, consisting of two District Electoral Areas (Balmoral and Botanic) was allocated a total of £0.8m. The table below shows the total allocation to date and the remaining balance.

TOTAL LIF2 AMOUNT ALLOCATED TO AMOUNT REMAINING ALLOCATION DATE

£800,000 £796,000 £4,000*

Members have committed their allocation thus far to 11 projects. Two of the projects currently remain at stage 1; one project is at stage 2, five projects are at stage 3, two projects are at stage 4 and one project has completed and is at stage 5.

Since the last meeting the project at Sandy Row Community Forum has progressed to stage 4 and the purchase of the building is underway. A more detailed progress update on all projects has been circulated to the Working Group.

* Members agreed to make no further LIF decisions until the exact prices for the additional alley-gates are known. The Safer City Manager is due to present final costings at the January meeting which will enable the group to make a decision on the remaining LIF and LIF2 balance.

3. Recommendation

The Working Group is requested to:

 note the update to all LIF and LIF2 projects being delivered in South Belfast; and  confirm the amount of LIF and LIF2 budget to be decommitted in order to cover the cost of alleygates.”

The Working Group noted the update on the LIF1 and LIF2 projects and, as had been suggested earlier in the meeting, agreed to decommit the remaining £43,900 from LIF1 and the remaining £4,000 from LIF2 and allocate both amounts towards the erection of alleygates in South Belfast, to be taken forward under the Capital Programme.

Olympia Leisure Centre

The Working Group noted that the official opening of the new Olympia Leisure Centre would take place on the following morning and congratulated all those officers from across the Council on the success of the project.

Urban Villages Initiative

The Head of Contracts provided a brief update on the progress of the Urban Villages Initiative and undertook to circulate to the Working Group details of the proposed approach to the public consultation exercise to be undertaken in February on those projects being funded under the initiative.

Noted.

Social Innovation – Challenge Programme

(Mr. S. Lavery, Programme Manager, attended in connection with this item.)

“1.0 Purpose of Report/Summary of Main Issues

To provide members with an update on Social Innovation Challenge Programme to be delivered in the locality planning areas.

2.0 Recommendation

To seek approval on the funding process for successful innovative projects within locality planning areas.

3.0 Main Report

Key Issues

Belfast City Council agreed to do Locality Planning pilots to test how Community Planning might be applied at the local area level and to help inform future neighbourhood working. Currently, there are four locality planning projects being delivered across Belfast as follows:

1. Whiterock 2. Inner East 3. Belvoir and Milltown 4. New Lodge

As approved by Council in October 2016, further locality planning will be developed in the Duncairn Area of Belfast once resources become available.

‘Belfast Social Innovation’ Model

In exploring how to transform and improve the way we plan and deliver services at both city and local level, we are seeking to test and adopt new socially innovative tools and techniques. We want to find better ways of working at the local level, particularly in how we can work with residents, members and partners to co-design and deliver more effective solutions to issues and to explore how potential innovative projects could be scaled across other areas of the city.

To support this work, in August 2016, the Council agreed to commission the Young Foundation to work with officers to develop a ‘social innovation model’ for working at the local level to test this approach in the locality planning areas. The term ‘social innovation’ refers to new ideas or ways of working that aim to fulfil unmet social needs or tackle social problems. The unique selling point of this work is that these

ideas are developed by local people in partnership with others to improve the lives of people in their community.

By working in partnership with the Young Foundation, we are hoping to develop collaborative working between local people, groups and organisations in the private, voluntary, community and public sectors to create innovative projects to try to address those problems that have been identified as part of the work within the locality planning areas.

It is envisaged that a ‘Belfast Social Innovation model’ would:

 Test new ways for the Council to work directly with residents and partners to co-design and deliver innovation projects at a local level in a new and different way to address issues;  Build skills and capabilities within local communities;  Provide learning with regards to how we deliver services in partnership with residents, members and partners at a local area.

Social Innovation Challenge Programme Process

As part of this model, a Challenge Programme will be implemented with the proposal that in each locality planning area up to four projects will be recommended for funding so they can be delivered within the area to start to address issues identified through the locality planning process.

Successful projects will receive a small amount of financial support (maximum £15,000) from the Challenge Programme to allow them to be delivered / scaled to see if they have potential to become self-sustainable and / or can be scaled and replicated elsewhere.

For the purposes of this report we want to outline to members the high level process being undertaken to work with residents to develop projects, and to seek approval on members’ involvement in recommending funding is awarded to the successful projects.

Stages

Prior to the start of the Challenge Programme process, officers will have already undertaken significant engagement in the local areas with residents, community organisations and other stakeholders to identify the key priorities that they want to focus on.

Whilst each area will be unique and this programme will be flexible in the approach we take, it is proposed that the following stage process will be followed:

1. Ethnographic research 2. Generation of potential innovations 3. Initial Project Proposal 4. Accelerator Programme Enrolment 5. Completion of Accelerator Programme / Application for funding 6. Decision Panel Recommendation (two stage) 7. Due diligence 8. Council approval 9. Funding awarded (Letter of Offer) 10. Implementation 11. Ongoing impact assessment

The above represents a high level summary of the process from initial generating of ideas until innovative projects are being implemented.

Decision Panels

An important aspect of the above process is choosing which projects will be recommended for funding. In each area, it is anticipated that a number of innovative ideas generated by local residents and partners will participate in the Accelerator Programme.

This programme, through a series of tailored workshops, will offer social innovation support and assistance to develop initial ideas to the stage where they each have a business model and plan for how they can become sustainable.

On completion of the Accelerator Programme we are proposing that a maximum of four projects will be funded in each area up to £15,000. However, as there may be more than four projects which are eligible to apply for funding, i.e. have successfully completed the Accelerator Programme, it is recommended that decision panels are established to make recommendations on which projects receive funding.

To ensure local elected members are involved in the decision- making process we are proposing that there is a two-stage localised ‘Dragon’s Den’-type process to score potential projects. It is proposed that each group will be required to pitch their project idea in two stages, as follows:

1. Independent Panel

Final members are to be agreed but suggested members could include experts in the field of innovation such as:

i. Building Change Trust (Social Innovation Team) ii. Innovate UK iii. Private Sector iv. NIHE (Social Enterprise Team)

2. Local DEA Elected members Panel Chaired by BCC Officer(s)

We are proposing that there will be an overall % score awarded to each project with the following weighting being apportioned to each panel

1. Independent panel – 75% 2. Local DEA elected members panel – 25%

Final recommendations on projects to be funded will be brought back to the Area Working Groups, seeking approval to proceed to SP&R and Council for ratification.

It should be noted that this funding will not be awarded through an open call, it will be restricted to those projects that involve local residents and are developed by those who have been involved in the locality planning process and have successfully completed the Accelerator Programme.

Furthermore, those projects that are not successful will receive ongoing support in relation to availing of other opportunities for funding and further capacity-building support to enable them to scale ideas.

Financial and Resource Implications

Resourcing for this project is already included in budget estimates

Equality or Good Relations Implications

Equality and good relations implications will be taken into consideration in relation to the social innovation model.”

During discussion, a Member referred to the proposed membership of the independent panel and stated that it should include more local people and organisations with expertise in social innovation.

In response, the Programme Manager pointed out that elements of the programme had yet to be finalised, including the membership of the independent panel, and confirmed that the views of the Member would be taken into account during that process.

The Working Group endorsed the process for the selection and funding of projects, as set out within the report, and agreed to undertake a tour of the Belvoir and Milltown areas to view relevant assets and to meet with key stakeholders.

Other Business

Shaftesbury Square

At the request of the Chairperson, the Working Group agreed that a letter be forwarded to the Department for Infrastructure requesting improvements to the lighting in Shaftesbury Square, including for pedestrians, and that officers contact the owners of the former public toilets on Shaftesbury Square/Dublin Road, with a view to having the fencing/hoardings around them removed.

Request to Address the Working Group

The Working Group was informed that a request had been received from Mr. R. Feeney, Head of Public Engagement, Queen’s University, to provide it with details of the University’s contribution to the Belfast agenda.

The Working Group agreed that Mr. Feeney be invited to attend a future meeting.

Local Area Briefing Events

The Working Group was informed that a twelve week consultation exercise would commence on 26th January on a Preferred Options Paper, which had been formulated as part of the Local Development Plan process. Area-based events would be held in each of the four areas of the City, as part of that consultation, with the event for South Belfast commencing at 6.30 p.m. on Thursday, 2nd February in the Olympia Leisure Centre.

Noted.

Date of Next Meeting

The Working Group noted that its next meeting would take place at 4.30 p.m. on Monday, 27th February.

Chairperson

North Belfast Area Working Group

Thursday, 26th January, 2017

NORTH BELFAST AREA WORKING GROUP

Members present: Councillor McCabe (Chairperson); Aldermen Convery and Spence; Councillors Corr-Johnston, McAllister, McCusker, and Magee.

In attendance: Mr. N. Grimshaw, Director of City and Neighbourhood Services; Mr. G. Millar, Director of Property and Projects; Mrs. R. Crozier, Assistant Director of City and Neighbourhood Services; Mr. D. Rogan, Head of Contracts; Mr. G. Dickson, Policy Analyst; and Miss E. McGoldrick, Democratic Services Officer.

Apologies

Apologies were reported on behalf of The Deputy Lord Mayor, Councillor Campbell, Aldermen L. Patterson and McKee, and Councillor Clarke.

Minutes

The minutes of the meeting of 8th December were agreed as an accurate record of proceedings.

Declaration of Interest

Councillor Corr Johnston declared an interest in so far as her employment was linked to North Belfast Alternatives, who are part funded by Urban Villages.

Decision Tracker

The Director of Property and Projects explained that the Decision Tracker document had been emailed to Members before the meeting and provided the Working Group with a brief overview of actions since the last meeting held on 8th December.

Noted.

Local Investment Fund Update

The Director of Property and Projects provided an overview of the report which included an update on the progress of those projects which had yet to be completed under the Local Investment Funds (LIF phase 1 and LIF phase 2).

He advised that there were three projects remaining which required further information to be provided by the project organisations so that feasibility assessments could be completed.

During discussion, it was noted that the proposed Seaview Primary School project was unviable due to an issue with the lease, therefore the Working Group agreed that the £40,000 for that project be reallocated to the existing proposal at Jennymount Church.

The Working Group agreed also that the following proposals be submitted to the Strategic Policy and Resources Committee for approval:-

LIF 2 Proposal Originally Up to £ Proposed By Holy Family Parish Church Hall Cllr McAllister £15,000

Women’s Tec Cllr McAllister £31,667

The Working Group also agreed that it would receive LIF funding updates every 2 months.

Urban Villages Consultation - Update

With permission of the Chairperson, the Assistant Director welcomed to the meeting Ms. K. McCarthy representing Urban Villages and tabled a report on the proposed approach to the public consultation on a number of projects funded by the Urban Villages Initiative.

The Assistant Director provided an overview of the continued partnership with Urban Villages to develop and progress the projects with the Council acting as client and delivery partner. She advised that design teams had been commissioned to develop proposals for four public/playgrounds under the Urban Villages Initiative throughout Northern Ireland: Rev Robert Bradford Memorial Playground; Colin Urban Park and Play Park, Ballysillan Park and Marrowbone Millennium Park. She highlighted that Urban Villages had also funded initial site investigations at a Northern Ireland Housing Executive site in Sandy Row with a view to future design development.

She advised that the design work for the projects was due to be completed by 31st March and outlined the proposed approach to the public consultation on the aforementioned projects and that a consultation framework had been established to ensure that the Council’s draft public engagement policies and toolkit were implemented fully into the consultation process.

The Working Group noted the contents of the report and that there were no current plans for a project in the Castle District Electoral Area.

Phase IV Alleygating Scheme - Update

(Ms. A. Allen, Safer City Manager, attended the Working Group in connection with this item.)

The Working Group considered the following report:

“1.0 Purpose

1.1 The purpose of this report is to:

- provide the Area Working Group with an update on the progress of Phase 4 Alleygates - highlight any technical and legal issues associated with Phase 4 Alleygates - provide up to date information on spend against allocated budget - to agree a way forward on a list of reserve gates - highlight any remaining issues - provide the Area Working Group with an update on the next steps

2.0 Background

2.1 As part of Phase 4 Alleygates (Capital Programme) North Belfast was allocated a budget of £140,000 (60 gates approximately)

3.0 Key Issues

Update on Progress to Date

3.1 The required statutory consultation is complete (particularly Transport NI) and no issues were identified aside from those detailed below.

3.2 Site surveys (including detailed measurements) have been undertaken

3.3 Pre-consultation with affected properties has been completed and all consultation responses have been scrutinised by Legal Services

3.4 Draft Road Traffic Orders have been prepared ready for advertising for 30 days from 27 January 2017 (as required by

the Clean Neighbourhoods Act). This stage is classed as the formal consultation stage.

Technical and Legal Issues

3.5 As a result of the site surveys and pre-consultation with affected properties, a number of technical and legal issues have been identified (detailed below). These issues only affect a small number of proposed alleygates for North Belfast and will not be included in the initial Road Traffic Order (based on legal advice).

 Walkways: Gate locations at Jamaica Road and Havana Gardens are classed as ‘walkways’ and not ‘alleyways’ by Transport NI. They will not give permission for gating these locations until the land owner NIHE goes through the formal process of abandoning these locations at ‘walkways’.  Consultation: The pre consultation stage identified high levels of objections to gates at 115-201 Alexander Park Avenue and no consultation response for gates at Brookvale Drive.

Gate Location No. of Issue Potential for Gates Resolution Affected To the side and rear of 2-40 4 Existing Further technical Clifton Crescent, 1-45 Manor community input and Street, 1-3 Harcourt Drive gates in consultation with and 68-78 Cliftonville Road place and affected To the side and rear of 4-54 2 Council due properties to take Manor Street diligence is place to enable To the rear of 1-17 Cliftonville 1 required resolution Street and 119-123 before gates Cliftonville Road and to the can proceed side of 1 Cliftonville Street To the rear of 24-54 Glantane 2 Drive, 3 and 5 Skegoniel Avenue, 535-549 Antrim Road and 2-6 Glandore Gardens and to the side of 2 Glandore Gardens and 52 Glantane Drive To the rear of 2-18 Jamaica 2 Way and to the side of 18 Jamaica Way

To the rear of 276-292 1 Limestone Road and to the side of 34 Oceanic Avenue To the rear of 2-40 Victoria 4 Gardens, 183-205 Cavehill Road, 2 and 4 Charnwood Avenue and 5-11 Inver Avenue and to the side of 2 and 40 Victoria Gardens To the side of 16 and 18 2 These Formal request Jamaica Road locations are has already been To the side of 2 Jamaica 2 legally sent to NIHE who Road and 25 Havana classed as own this land to Gardens ‘walkways’. commence To the rear of 26-38 2 Transport NI formal Pinkerton Walk and 2-14 will not give abandonment of Bruslee Way and to the side permission at the ‘walkways’ to of 32 and 34 Pinkerton Walk present to allow alleygating and 6 and 8 Bruslee Way proceed with to proceed. gates These gates cannot proceed until this process is complete To the rear of 31-51 Brookhill 2 No Further Avenue and to the side of 2 consultation consultation work Brookvale Avenue responses required before received these gates can proceed To the rear of 115-201 2 High Detail of Alexandra Park Avenue numbers of objections need objections to be worked received through to try and find solution before these gates can proceed

Updated spend against available budget

3.6 As detailed above, North Belfast has a total available budget of £140,000 for the installation of alleygates as part of Phase 4.

3.7 If all proposed alleygates proceed North Belfast will spend £129,000 (including proposed gate locations where issues remain to be resolved)

3.8 Therefore £11,000 remains of North Belfast’s overall budget allocation if all proposed gates are installed (including proposed gate locations where issues remain to be resolved)

Reserve Gates

3.9 North Belfast Area Working Group has not previously agreed a reserve list of gates and Members may wish to consider the creation of a reserve list.

3.10 The current approximate budget available for reserve gates is £11,000 (5 gates approximately)

3.11 Members may wish to create a reserve list (in order of priority) of proposed gate locations that Officers can work through (in order of priority) from the current available underspends and any further efficiencies achieved.

Remaining Issues

3.12 Members should be aware that the pre-consultation responses have generally been at a low level for Phase 4 and Officers will be working in the background to supplement this with additional evidence of crime and anti-social behaviour around the proposed gate locations

3.13 Members should be further aware that the Clean Neighbourhoods and Environment Act (NI) 2011 requires that sufficient evidence of crime and anti-social behaviour should be established before alleygating can proceed.

Next Steps

3.14 Members are advised that the key next steps are:

 Advertisement of the draft Road Traffic Order for North Belfast (30 days from 27 January 2017) as the formal consultation stage  Legal scrutiny in respect of formal consultation responses  Subject to legal approval, submission of the final Road Traffic Order for North Belfast to SP&R end March 2017. This provides the legal basis for alleygates to be installed at the named locations  April 2017 onwards: manufacture and installation of alleygates. Further details on the manufacture and installation stages will be provided to Members at a future Area Working Group.

4.0 Resource Implications

4.1 £700,000 of Capital Programme funding has already been allocated for the delivery of Alleygates Phase 4.

4.2 £140,000 of this capital funding was allocated to North Belfast

5.0 Equality and good Relations Implications

5.1 There are no equality or good relations implications at this stage; however, this will be reviewed on an ongoing basis as key decisions are taken.

6.0 Recommendations

6.1 Councillors are requested to:

 Consider the contents of the report  Consider the creation of a North Belfast reserve list (in order of priority) and delegate Officers the authority to work through this reserve list from top to bottom using available underspends.”

During discussion, Members questioned the potential for the Northern Ireland Housing Executive (NIHE) to raise a license that might supersede the need for the formal abandonment of the ‘walkways’ to implement alleygates and suggested that a meeting with representatives from NIHE and Transport NI would be helpful to resolve this.

After discussion, it was agreed that the Safer City Manager would email the Members of the Working Group with sites for potential gates to put on the reserve list and that a list of adopted alleyways would be provided to the Working Group, so that the potential for alley clean ups could be established.

Alexandra Park Consultation

(Mr. J. McVey, Consultant, representing Blueprint, and Ms. E. Black, Policy and Business Development Officer, attended the Working Group in connection with this item.)

The Assistant Director provided an update on the Alexandra Park Consultation and Community Engagement Process. She advised that the consultants had held a number of activities such as:

 Individual meetings with a range of key stakeholders on the general development of the park, emerging priorities and the relevant community engagement/ representation to complete the task;  A City and Neighbourhood Services staff team meeting onsite to consider a one council approach to the management of the park, its maintenance, community use and outreach, safety and good relations; and  A combined facilitation workshop, which took place on 11th January, 2017 in Grove Bowling pavilion, for all stakeholders to consider the development of the park together.

Mr. McVey highlighted that the facilitated workshop had identified a shared vision for a safe and welcoming, well used and maintained park. He advised that there was a consensus to continue to work together with the Council on a plan for the park.

The Assistant Director suggested that the independent consultant continue to facilitate such Workshops, and meetings would continue internally to develop the approach to the park management and related services and monitor the progress of workshops. During discussion, one Member suggested that invitation to the Workshops be extended to representatives from Tigers’ Bay.

In regards to potential actions and initiatives to include in the park, it was reported that New Lodge Arts, which was applying for Alpha Funding for an Arts Sculpture Trail in Alexandra Park, had requested a letter of support to submit with its application by 23rd February.

During discussion, some Members highlighted their disappointment of being notified of this request at short notice by the group, and the importance of being kept up to date with such proposals.

After discussion, the Working Group noted the contents of the report and agreed that a letter of support, in principle, be sent to New Lodge Arts Centre, by the Director of City and Neighbourhood Services, subject to further information being provided on the proposal and further consideration at the appropriate Committee.

Locality Planning and Social Innovation Fund - Update

The Working Group considered the following report:

“1.0 Purpose of Report or Summary of main Issues

To provide members with an update on Social Innovation Challenge Programme to be delivered in the locality planning areas.

2.0 Recommendations

 To seek approval on the funding process for successful innovative projects within locality planning areas

3.0 Main report

Key Issues

1. Whiterock 2. Inner East 3. Belvoir & Milltown 4. New Lodge

As approved by Council in October 2016 further locality planning will be developed in the Duncairn Area of Belfast once resources become available.

‘Belfast Social Innovation’ model

To support this work, in August 2016, Council agreed to commission the Young Foundation to work with officers to develop a ‘social innovation model’ for working at the local level to test this approach in the locality planning areas. The term ‘social innovation’ refers to new ideas or ways of working that aim to fulfil unmet social needs or tackle social problems. The unique selling point of this work is that these ideas are developed by local people in partnership with others to improve the lives of people in their community.

By working in partnership with the Young Foundation we are hoping to develop collaborative working between local people, groups and organisations in the private, voluntary, community and public sectors to create innovative projects to try to address those problems that have been identified as part of the work within the locality planning areas.

It is envisaged that a ‘Belfast Social Innovation model’ would:

 Test new ways for the Council to work directly with residents and partners to co-design and deliver innovation projects at a local level in a new and different way to address issues;  Build skills and capabilities within local communities;  Provide learning with regards to how we deliver services in partnership with residents, members and partners at a local area.

Social Innovation Challenge Programme Process

Stages

While each area will be unique and this programme will be flexible in the approach we take it is proposed that the following stage process will be followed:

The above represents a high level summary of the process from initial generating of ideas until innovative projects are being implemented.

Decision Panels

1. Independent Panel – Final members are to be agreed but suggested members could include experts in the field of innovation such as;

i. Building Change Trust (Social Innovation Team) ii. Innovate UK iii. Private Sector iv. NIHE (Social Enterprise Team)

2. Local DEA Elected members Panel Chaired by BCC Officer(s)

We are proposing that there will be an overall % score awarded to each project with the following weighting being apportioned to each panel

1. Independent panel – 75% 2. Local DEA elected members panel – 25%

Final recommendations on projects to be funded will be brought back to the Area Working Groups, seeking approval to proceed to SP&R and Council for ratification.

Financial & Resource Implications

Resourcing for this project is already included in budget estimates

Equality or Good Relations Implications

Equality and good relations implications will be taken into consideration in relation to the social innovation model.”

During discussion, the Programme Manager highlighted that the potential to include Sailortown in the area, for the purpose of the project, had been raised by residents.

After discussion, the Working Group endorsed the process for the selection and funding of the innovation projects, as set out within the report.

The Working Group also agreed that a time line be provided to the Group regarding when the locality planning would be developed in the Duncairn area and Tigers Bay area, once resources became available.

Discussion on Future Actions and Progress of the Area Working Group

(Ms. C. Wilson, Neighbourhood and Development Manager, attended the Working Group in connection with this item.)

The Neighbourhood and Development Manager advised that, following on from the Working Group Workshop held in September, 2016, further work plans for the Group would be submitted for consideration, together with an outline of the Committee Work Plans and how they were linked to the North area of the City.

She also advised that feedback would be provided on the Belfast Agenda event locations in the North of the City.

Noted.

Future Agenda Items

The Working Group also noted the following future deputations and agenda items:

 BIF Update;  Information sessions on Inner North Belfast Projects;  Belfast Hills;  Zoo Update ;  Harbour Commissioner Update; and  Yorkgate Interchange Update.

Chairperson

West Belfast Area Working Group

Thursday, 26th January, 2017

MEETING OF WEST BELFAST AREA WORKING GROUP

Members present: Councillor Magennis (Chairperson); and Councillors, Attwood, Austin, Beattie, Bell, Collins, Garrett, Heading, Hutchinson, McConville, O’Hara and Walsh.

In attendance: Mr. G. Millar, Director Property and Projects; Mrs Rose Crozier, Assistant Director; Mr. D. Rogan, Head of Contracts; Mrs A Allen, Safer City Manager; Mr. S. Lavery, Programme Manager; Mr. C. McCabrey, Economic Development Manager; Mr. G. Dickson, Policy and Performance Analyst; and Mrs. S. Steele, Democratic Services Officer.

Apologies

An apology was received on behalf of Councillor McVeigh.

Minutes

The minutes of the meeting of 24th November were agreed as an accurate record of proceedings.

Declarations of Interest

No declarations of interest were reported.

Outstanding Actions – Decision Tracker

Following a query from a Member in regard to the Minister for Infrastructure having instructed the department’s officials to call in the planning application in respect of the new development at Casement Park, it was agreed that the Development Planning and Policy Manager would be invited to a future meeting of the Working Group to take the Members through the planning process that would be applied in this instance.

Update on Phase IV Alleygating Scheme

(Mrs. A. Allen, Safer City Manager attended in connection with this item.)

The Members considered the undernoted report:

“1.0 Purpose

1.1 The purpose of this report is to:

 provide the Area Working Group with an update on the progress of Phase 4 Alleygates  highlight any technical and legal issues associated with Phase 4 Alleygates  provide up to date information on spend against allocated budget  to agree a way forward on a list of reserve gates  highlight any remaining issues  provide the Area Working Group with an update on the next steps

2.0 Background

2.1 As part of Phase 4 Alleygates (Capital Programme) West Belfast was allocated a budget of £210,000 (89 gates approximately)

3.0 Key issues.0 Key issues Update on Progress to Date

3.1 The required statutory consultation is complete (particularly Transport NI) and issues arising from this are detailed below.

3.2 Site surveys (including detailed measurements) have been undertaken

3.3 Pre-consultation with affected properties has been completed and all consultation responses have been scrutinised by Legal Services

Technical and Legal Issues

3.4 As a result of the site surveys and pre-consultation with affected properties, a number of technical and legal issues have been identified (detailed below). These issues affect a

significant number of proposed alleygates for West Belfast and will not be included in the initial Road Traffic Order (based on legal advice).

 Community Gates: A large number of proposed gate locations are replacements for existing gates erected by the Community. There are number of due diligence issues (focussing primarily on Council’s liability and legal responsibilities) which require resolution. Resolution of these issues will require further professional technical input and consultation with the affected properties.

 Walkways/Roads: The proposed gate location at Westrock Gardens/Westrock Park is classed a ‘walkway’ and not an ‘alleyway’ by Transport NI. There is also no reasonable alternative access in that area. Transport NI are therefore unwilling to give permission to install alleygates at this stage. Additionally, the proposed gate location at 51 Beechview Park is classed by Transport NI as a ‘road’ and they are therefore also unwilling to give permission to install alleygates.

3.5 Members should be aware that due to the significant number of ‘community gates’ being placed in West Belfast as part of Phase 4 Alleygates, and the associated issues which are delaying progression, only 11 of the 89 proposed alleygates are proceeding in the first Road Traffic Order. Subject to resolution of the associated issues with replacement of the ‘community gates’ a mop up Road Traffic Order is planned later in the year.

Updated spend against available budget

3.6 As detailed above, West Belfast has a total available budget of £210,000 for the installation of alleygates as part of Phase 4

3.7 If all proposed alleygates proceed West Belfast will spend £182,000 (including proposed gate locations where issues detailed above remain to be resolved)

3.8 Therefore £28,000 remains of West Belfast’s overall budget allocation if all proposed gates are installed (including proposed gate locations where issues remain to be resolved)

Reserve Gates

3.9 West Belfast Area Working Group previously agreed that the reserve list of gates should be comprised of gate locations in the Collin area

3.10 The current approximate budget available for reserve gates is £28,000 (13 gates approximately)

3.11 Officers will therefore work with Members from the Collin area to finalise the reserve list locations that can be gated from the available underspend (£28,000) and any further efficiencies achieved.

3.12 West Belfast Area Working Group will be advised at a future date when this list is finalised.

Remaining Issues

3.13 Members should be aware that the pre-consultation responses have generally been at a low level for Phase 4 and Officers will be working in the background to supplement this with additional evidence of crime and anti-social behaviour around the proposed gate locations

3.14 Members should be further aware that the Clean Neighbourhoods and Environment Act (NI) 2011 requires that sufficient evidence of crime and anti-social behaviour should be established before alleygating can proceed.

Next Steps

3.15 Members are advised that the key next steps are:

 Advertisement of the draft Road Traffic Order for West Belfast (30 days from 27 January 2017) as the formal consultation stage  Legal scrutiny in respect of formal consultation responses  Subject to legal approval, submission of the final Road Traffic Order for West Belfast to SP&R end March 2017. This provides the legal basis for alleygates to be installed at the named locations  April 2017 onwards: manufacture and installation of alleygates. Further details on the manufacture and installation stages will be provided to Members at a future Area Working Group.

4.0 Resources Implications

4.1 £700,000 of Capital Programme funding has already been allocated for the delivery of Alleygates Phase 4.

4.2 £210,000 of this capital funding was allocated to West Belfast

5.0 Equality and Good Relations Implications

5.1 There are no equality or good relations implications at this stage; however, this will be reviewed on an ongoing basis as key decisions are taken.

6.0 Recommendations

6.1 Councillors are requested to:

 Consider the contents of the report  Agree to receive an update on the final list of gates to be installed as part of the reserve list at a future meeting.”

Following a query the Safer City Manager advised that, whilst a significant number of the proposed alleygates would not be progressed at this stage, officers were committed to resolving the requests where technical and legal issues had been identified and she agreed to discuss the outstanding issues with the Council’s legal services section.

The Working Group requested that the Safer City Manager would raise with Urban Villages the possibility of them assisting with additional/replacement alleygates in the Colin area should they have any funding remaining.

A Member requested that officers consider undertaking consultation in the St James area and agreed that Elected Members would, where possible, assist with this process.

The Working Group:

 agreed that officers would liaise with the Elected Members from the Colin area in order to establish a list of proposed gates which could be selected from the reserve list in order to spend the estimated remaining budget of £28,000;  noted that the Draft Road Traffic Orders would be advertised for 30 days from 27th January 2017 (as required by the Clean Neighbourhoods Act); and  noted that an update report on the final list of gates to be progressed/installed would be submitted to a future meeting.

Urban Villages Consultation - Update

The Chairperson welcomed to the meeting Ms. J. McCarthy representing Urban Villages. With permission of the Chairperson, the Assistant Director tabled a report on the proposed approach to the public consultation on a number of projects funded by the Urban Villages Initiative.

She advised that the design work for the projects was due to be completed by 31st March and outlined the proposed approach to the public consultation on the five aforementioned projects and that a consultation framework had been established to ensure that the Council’s draft public engagement policies and toolkit were implemented fully into the consultation process.

The Working Group welcomed the update report and advised Ms. McCarthy that the Council would be keen to work with Urban Villages to progress a number of outstanding alleygates in the Colin area should there be any funding remaining.

Innovation Factory Update

The Economic Development Manager provide the Working Group with a status update on the Innovation Factory since it had opened in October 2016. This included detailed performance updates in respect of the occupancy rates at the new facility, details regarding the sectors from which the tenants originated, the tenants employability and skills, an update in respect of business growth and innovation services which were provided for occupants of the facility, foreign direct investment to the facility, marketing promotions, social regeneration and details regarding the overall management of the facility.

The Members noted the following facts:

Occupancy:

 62 enquiries, 49 qualified, 34 viewings, 14 licenses;  11.1% occupancy (3,890 sq ft of Net lettable area of 35,000 sq ft);  that Belfast City Council’s first funding occupancy related target was to achieve 55% occupancy by 31st December 2018; and  no customers had left the centre.

The Economic Development Manager concluded his presentation by advising that an annual performance review would be completed by the Council in April 2017 to assess performance in the 2016/17 financial year and an annual service plan would also be developed for delivery April 2017 – March 2018.

The Director for Property and Projects reported that, at a meeting of the Strategic Policy and Resources Committee held earlier in the day, the Committee had approved the redrafting of the Shared Space element of the PEACE IV local action plan which included progressing the Springfield Road interface.

Following a query, the Economic Development Manager confirmed that he would continue to liaise with Invest NI in respect of securing Foreign Direct Investment.

Noted.

Locality Planning and Young Foundation Social Innovation Fund

(Mr. S. Lavery, Programme Manager, attended in connection with this item.)

The Working Group considered the following report:

“1.0 Purpose of Report or Summary of main Issues

To provide members with an update on Social Innovation Challenge Programme to be delivered in the locality planning areas.

2.0 Recommendations

 To seek approval on the funding process for successful innovative projects within locality planning areas

3.0 Main report

Key Issues

1. Whiterock 2. Inner East 3. Belvoir & Milltown 4. New Lodge

As approved by Council in October 2016 further locality planning will be developed in the Duncairn Area of Belfast once resources become available.

‘Belfast Social Innovation’ model

term ‘social innovation’ refers to new ideas or ways of working that aim to fulfil unmet social needs or tackle social problems. The unique selling point of this work is that these ideas are developed by local people in partnership with others to improve the lives of people in their community.

It is envisaged that a ‘Belfast Social Innovation model’ would:

Social Innovation Challenge Programme Process

Stages

While each area will be unique and this programme will be flexible in the approach we take it is proposed that the following stage process will be followed:

The above represents a high level summary of the process from initial generating of ideas until innovative projects are being implemented.

Decision Panels

1. Independent Panel – Final members are to be agreed but suggested members could include experts in the field of innovation such as;

i. Building Change Trust (Social Innovation Team) ii. Innovate UK iii. Private Sector iv. NIHE (Social Enterprise Team)

2. Local DEA Elected members Panel

Chaired by BCC Officer(s)

We are proposing that there will be an overall % score awarded to each project with the following weighting being apportioned to each panel

1. Independent panel – 75% 2. Local DEA elected members panel – 25%

Final recommendations on projects to be funded will be brought back to the Area Working Groups, seeking approval to proceed to SP&R and Council for ratification.

Financial & Resource Implications

Resourcing for this project is already included in budget estimates

Equality or Good Relations Implications

Equality and good relations implications will be taken into consideration in relation to the social innovation model.”

The Working Group endorsed the process for the selection and funding of projects, as set out within the report.

Update in respect of Falls Park Gate Lodge

The Director of Property and Projects advised that a refurbishment of the Gate Lodge building was a proposal within the Falls Park Masterplan, however, the proposed project currently had no Council resources allocated to it.

The Director reported that the allocation of resources needed to be identified in terms of whether the Council wished to refurbish just the Gate Lodge or also to relocate

the service yard at the same time. He also added that consideration needed to be given to the long term liability and running costs.

The Working Group was advised that an alternative option existed which was to place the building on the open market, in either an unrefurbished state, or as a refurbished building.

Following consideration the Working Group agreed that the refurbishment of the Gate Lodge, in conjunction with the relocation of the Service Yard, would be considered as a priority project for advancing on the list of emerging capital projects and agreed also that a report should be submitted to a future meeting of the People and Communities Committee for its consideration.

Belfast Investment Fund

The Director of Property and Projects provided the Members with a brief overview on the current status of the BIF projects and highlighted the projects that had been recommended to be moved through the stage approval process/added to the BIF list.

Noted.

Leisure Transformation Programme

The Assistant Director advised the Working Group that, subject to a positive planning decision, it was envisaged that construction of the new leisure facility at Andersonstown would commence at the start of August 2017. In order to allow sufficient time to demolish the existing centre and prepare the site for construction it was proposed that it would close on 28th May. The officer advised that it was anticipated that the construction of the new centre would take around 24 months to complete, with the new facility opening in late summer 2019.

The Assistant Director then provided the Working Group with a comprehensive update on the proposed measures that would be put in place to provide continuity of provision which included the relocation of the various users to their nearest suitable alternative venue/centre. She stressed that a full communications and engagement plan was being drawn up around the business continuity arrangements and that officers would ensure that it was well publicised in the centre, surrounding area and via Facebook/social media etc.

The Working Group noted the proposed timetable for the closure of the existing Andersonstown Leisure Centre and the proposed measures that would be put in place to ensure continuity of provision for the current centre users.

Future Agenda Items

The Working Group was advised that local area information sessions had been arranged during January and February to brief the local communities on the Belfast Agenda, the Local Development Plan, City Centre Investment and local investments through LIF and BIF. The Members were asked to note that the West event would be held on 13th February from 2.00 – 4.00 p.m. in the Innovation Factory and they were encouraged to attend.

It was suggested that a joint meeting of the North Area Working Group and the West Area Working Group could be convened to discuss the Belfast Hills and that the Belfast Hills Partnership would be invited to present to this meeting.

At the request of a Member is was agreed that the Colin Glen Forest Park would be added as a future agenda item.

Date of Next Meetings

The Working Group noted the following schedule of meetings and that it would meet at 4.30 p.m. on those dates:

Thursday, 23rd February; Thursday, 23rd March; and Thursday, 27th April.

Chairperson

East Belfast Area Working Group

Thursday, 2nd February, 2017

MEETING OF EAST BELFAST AREA WORKING GROUP

Members present: Alderman Haire (Chairperson); Aldermen McGimpsey, Rodgers and Sandford; and Councillors Armitage, Copeland, Dorrian, Graham, Hussey, Johnston, Kyle, Milne, Newton and O’Donnell.

In attendance: Mr. G. Millar, Director of Property and Projects; Mr. N. Grimshaw, Director of City and Neighbourhood Services; Mr. D. Rogan, Head of Contracts; Mrs L. McLornan, Democratic Services Officer.

Apologies

Apologies for inability to attend were reported from Councillors Howard, Long and O’Neill.

Minutes

The Working Group agreed that the minutes of the meeting of 5th January, 2017, were an accurate record of proceedings.

Declarations of Interest

No declarations of interest were recorded.

Local Investment Fund

The Director of Property and Projects provided the Working Group with an overview of the current projects under Phases 1 and 2 of the Local Investment Fund (LIF). Under Phase 1, he advised the Members that they had committed their allocation of £1,127,500 to eight projects, of which seven had been completed. The Members were advised that the Walkway Community Association project was now at final account stage and that there was an underspend of £15,598, which was available for re-allocation by the Area Working Group.

Under Phase 2 of LIF, through which the East AWG had been allocated £1.2million, the Director provided the Working Group with an overview of how the Working Group had proposed to allocate funding under LIF2 as follows:

40  3 projects were at Stage 1 and had received an initial letter of offer in principle;  2 projects were at Stage 2 and were working towards due diligence;  5 projects were at Stage 3, having passed due diligence and were preparing for construction; and  2 projects were currently being delivered;

He advised the Working Group that it had allocated £1,141,589 of the £1.2million through LIF2 to date, with £58,411 still to be allocated. The Members were also advised that the tender for the Towell House project had been completed and that the revised estimates for the work was £91,178 whereas the Working Group had allocated £75,000 towards it. A number of Members stated that they felt the Towell House project was a valuable community project

After discussion, the Working Group: 1. agreed to allocate an additional £20,000 towards Towell House, giving it a total allocation of £95,000; 2. agreed that discussions would continue with St. Christopher’s Church and that an update on the project would be submitted to a future meeting; and 3. noted that the project promoter had changed from St. Matthew’s Football Club to St. Matthew’s Sports and Social Club.

Belfast Investment Fund (Outer East)

The Director of Property and Projects provided the Working Group with an update on the Stage 1 – Emerging projects for the ringfenced £2million for the Outer East area, namely TAGIT Boxing Club, the Hanwood Trust and Braniel Church.

The Director also outlined that there were two other emerging projects for the outer east area, including a schools community project and a proposal from Castlereagh Presbyterian Church.

The Working Group agreed that the outdoor gym proposal from Our Lady and St. Patrick’s College Knock be considered in conjunction with the schools community project for the Lisnasharragh and Ormiston areas.

After discussion, the Working Group agreed to allocate £15,000-20,000 towards an options appraisal to determine the most feasible projects. The Director confirmed that an update on the study would be submitted to a future meeting.

Leisure Transformation Programme – Templemore Baths

(Mr. R. Cregan, Director of Finance and Resources, attended in connection with this item).

The Working Group considered the undernoted report:

“1.0 Purpose

41 The purpose of this report is to provide Members with an update on the next steps in progressing the Templemore Baths Restoration project, including:  A proposed approach for developing long term management arrangements for the new facility with Templemore Users Trust;  Governance arrangements and the role of Templemore Users Trust in developing the project – including consideration of funding technical assistance for the Users Trust;  An update on the critical dates for progressing the Project;

2.0 Background

In June 2016, Council submitted an application to the Heritage Lottery Fund’s enterprise scheme to secure £5m funding towards the restoration of Templemore Baths as part of an estimated £16.8m project. HLF advised the Council in September 2016 that the project successfully passed through their round 1 assessment and allocated £380,000 funding to contribute towards developing the project further in advance of submitting a round 2 application, which is currently programmed to be submitted in April 2018.

Our proposal is to restore the existing building to its former glory and develop an extension on the adjacent former hospital site. In summary our plans include the following:

1. Retain the original entrances to ensure the historic legibility of the building retains its importance and provide roughly 30% of the building for interpretation; 2. Develop a spa facility within the existing building and retain the existing pool; 3. Develop a new 25m, 6 lane pool and an 80 station gym on the adjacent hospital site; 4. Develop a café which will operate from the courtyard in the middle of the existing building and offer other enterprise opportunities from the former caretakers house; 5. Retain as much as possible of the original fabric and features of the existing building.

Templemore Users Trust has managed the baths, with a Council subsidy, since 1983 with their lease due to expire in June 2019. New management arrangements will be agreed during the project development phase and implemented in the months leading up to the opening of the new facility. During construction, which is programmed to commence in August 2019, the building contractor will take ownership of the building and wider site.

42 3.0 Proposed approach for developing long term management arrangements for the new facility

One of the critical requirements during the development phase will be to develop a robust management model for the new facility, ensuring that it is sustainable and achieves the community and economic benefits outlined in the application to HLF.

Templemore Users Trust are recognised as having played a crucial role in keeping the building open over the last 30 years and are important to its future. Therefore, subject to Members approval, it is envisaged that a service delivery contract approach is taken forward with the Users Trust for the long term management and operation of Templemore Baths. A new contractual relationship with the Users Trust will set out the Council’s requirements and performance measures for the Users’ Trust to deliver outcomes in line with the objectives of the Leisure Transformation Programme.

During the development phase the Council are required by HLF to complete a Development Appraisal, Economic Appraisal and Business Plan with the costs to be met from the Development Grant. These will be used to help inform Members decisions for developing the project and to support capacity building by establishing clear guidance for the Users Trust. The Business Plan will outline specific measures for the Users Trust that will be needed to ensure the long term sustainability of the new facility. A draft Terms of Reference for the Business Plan is attached at Appendix 1 and will be completed in advance of submitting a round 2 application to HLF, which is programmed to be submitted in April 2018.

The Users Trust will be expected to follow the recommendations outlined in the business plan and a range of organisational, legal and financial health checks will be carried out, prior to entering a new contractual relationship, to ensure that a robust and sustainable management model is in place for the new facility.

4.0 Project governance and the role of Templemore Users Trust

A proposed governance structure for delivering the project is attached at Appendix 2. This includes the establishment of a Project Board to oversee the delivery of the project, which is a key requirement of the Heritage Lottery Fund. In addition, the project will report through the Leisure Transformation Programme Board to the SP&R Committee and Council, which is consistent with the governance arrangements already in place for the Robinson Centre, Andersonstown and Brook Activity Centre developments.

43 Templemore Users Trust, as the proposed service delivery partner, will have representation on the Project Board and Project Delivery Group. However, the Council will have ultimate decision making authority. In summary the Users Trust’s role in progressing the project is envisaged to include:  Supporting the development of physical and interpretive designs;  Supporting consultation and engagement;  Supporting the development and implementation of a Management and Maintenance Plan;  Carrying out a range of activities outlined in the Activity Plan;  Capacity building and implementing the recommendations outlined in the Business Plan;  Recruitment, training & development of staff and volunteers.

Further work will be undertaken to clearly set out roles, responsibilities and accountability for the governance arrangements.

The Users Trust have identified the need for additional leisure and technical expertise to feed into the design development process and it is proposed that the Council fund technical assistance to act on the Users Trust’s behalf in this respect. The costs for this post will be met from the Leisure Mobilisation Budget.

5.0 Timeline and critical dates for progressing the project

Date Milestone

January 2017 Permission to start received from HLF

January -May Procurement of capital and interpretive 2017 design teams

March 2017 Long-term management approach is agreed by Council (as outlined above)

July 2017 – Estates/Legal/TUT prepare new February management agreement 2018

July 2017 Acquire adjacent former hospital site from DfC

April 2017- Development Phase Activities & HLF March 2018 Engagement *

April 2018 Submit round 2 application

44 August 2018 – Planning approval process March 2019

June 2019 TUT’s existing lease expires

August 2019 – Construction August 2021

July – Implementation of new management September arrangements 2021

October 2021 Opening of new facility

*Development phase activities include – delivering a consultation & engagement plan; preparing physical designs; developing interpretive designs; Development Appraisal to include EA and Business Plan; Conservation Management Plan; Interpretive Plan; Activity Statement; Management & Maintenance Plan; Develop round 2 application.

6.0 Recommendation

Members of the East Area Working Group are asked to:

1. Consider the proposed approach to developing long term management arrangements as outlined above; 2. Note the governance arrangements for the project, the role of TUT and consider funding technical assistance for the Users Trust; 3. Note the critical dates for progressing the project.”

The Working Group adopted the recommendations and agreed that a report on the progress with the Robinson Centre would be submitted to a future meeting.

Alleygates Phase IV Update

(Ms. A. Allen, Safer City Manager, attended the Working Group in connection with this item.)

The Working Group considered the undernoted report:

“1.0 Purpose

1.1 The purpose of this report is to:

45  to agree a way forward on a list of reserve gates  highlight any remaining issues  provide the Area Working Group with an update on the next steps

2.0 Background

2.1 As part of Phase 4 Alleygates (Capital Programme) East Belfast was allocated a budget of £210,000 (89 gates approximately) 3.0 Key issues 3.0 Key Issues

Update on Progress to Date

3.1 The required statutory consultation is complete (particularly Transport NI) and no issues were identified aside from those detailed below.

3.2 Site surveys (including detailed measurements) have been undertaken

3.3 Pre-consultation with affected properties has been completed and all consultation responses have been scrutinised by Legal Services

Technical and Legal Issues

3.4 As a result of the site surveys and pre-consultation with affected properties, a number of technical and legal issues have been identified (detailed below). These issues only affect a small number of proposed alleygates for East Belfast and will not be included in the initial Road Traffic Order (based on legal advice).

 Walkways: Proposed gate locations at Merok Crescent and Carnamena Avenue are classed as ‘walkways’ and not ‘alleyways’ by Transport NI. They will not give permission for gating these locations.

 Consultation: The pre consultation stage identified a significant objection in relation to the alleygates proposed at Park Avenue.

 Disability Discrimination Legislation: Proposed gate locations at Thorndyke Street and Albertbridge Road are very narrow and the minimum gate size produced

46 to date by Council’s contractor will not meet the legal minimum opening in the gate of 800mm (835mm is recommended as best practice). Officers are working with the contractor to ascertain if a bespoke gating solution can be provided for these locations ensuring Council meets its legal obligations under the Disability Discrimination Act.

Gate Location No. of Gates Issue Potential for Affected Resolution To the rear of 10- 2 Proposed gate Officers working 36 Thorndyke locations with Street and 189-223 narrow and manufacturers Albertbridge Road current gate to ascertain if a spec. will not bespoke gating meet legal solution can be minimum found. (DDA) To the side of 34- 2 These locations No further 36 Merok Crescent are legally action can be To the side of 49 2 classed as taken. These Carnamena ‘walkways’. gates cannot Avenue and Transport NI proceed. Glenburn Gospel will not give Hall permission for these gates To the rear of 9 - 3 Significant Officers working 39 Park Avenue objection through details and to the side of received of objection to 9, 23, 25 and 39 see if resolution Park Avenue can be achieved

Updated spend against available budget

3.5 As detailed above, East Belfast has a total available budget of £210,000 for the installation of alleygates as part of Phase 4.

3.6 If all proposed alleygates proceed (aside from Merok Crescent and Carnamena Avenue) East Belfast AWG will spend £155,000 (including proposed gate locations where issues remain to be resolved).

3.7 Therefore £55,000 remains of East Belfast’s overall budget allocation if all proposed gates are installed (including proposed gate locations where issues remain to be resolved)

Reserve Gates

3.9 East Belfast Area Working Group previously agreed (June 2016) that its reserve list of gates would be comprised of the streets identified using PSNI crime and anti-social behaviour statistics. The gate locations (identified using PSNI statistics)

47 highlighted below have already been included in Phase 4. Those gate locations not highlighted now comprise the reserve list.

High High count High Street Number Gating count ASB Burglary Incident of gates requests Y/N Y/N Y/N required N N Y Ravensdale 2 1 Court N N Y Lord Street 6 3 N N Y Templemore 4 1 Street N N Y Avoniel Road 2 2 N N Y Hyndford 12 0 Street N N Y Greenville 6 2 Road N N Y Clara Avenue 4 2 N N Y Hollycroft 4 3 Avenue N N Y Melrose 2 3 Avenue N N Y Woodcot 4 2 Avenue NN Y Bramcote 4 2 Street NN Y Kensington 4 1 Avenue NN Y Glenbrook 4 1 Avenue NN Y Lichfield 4 1 Avenue NN Y Dunraven 12 0 Avenue NN Y Moorgate 3 0 Street NN Y Moorfield 3 0 Street NN Y Crystal 3 0 Street NN Y Beechwood 3 0 Street NN Y Chobham 3 0 Street

3.10 The current approximate budget available for reserve gates is £55,000 (25 gates approximately)

48 3.11 Members may recall that it was agreed by East Belfast Area Working Group in September 2016, that four gates in Short Strand would be added to the reserve list (Harper St and Madrid St).

3.12 Further requests have been received from Elected Members in recent months to add Rosebery Road to the reserve list.

3.13 Members are asked to delegate authority to Officers to work through (in order of priority as identified below) the East Belfast reserve list up to budget remaining of £55,000 (including any further efficiencies achieved).

 Harper St  Madrid St  Rosebery Road  High Need List above based on PSNI statistics

Remaining Issues

Next Steps

3.16 Members are advised that the key next steps are:

 Advertisement of the draft Road Traffic Order for East Belfast (30 days from 27 January 2017) as the formal consultation stage  Legal scrutiny in respect of formal consultation responses  Subject to legal approval, submission of the final Road Traffic Order for East Belfast to SP&R end March 2017. This provides the legal basis for alleygates to be installed at the named locations  April 2017 onwards: manufacture and installation of alleygates. Further details on the manufacture and installation stages will be provided to Members at a future Area Working Group.

4.0 Resource Implications

49 4.1 £700,000 of Capital Programme funding has already been allocated for the delivery of Alleygates Phase 4.

4.2 £210,000 of this capital funding was allocated to East Belfast

5.0 Equality and good Relations Implications

5.1 There are no equality or good relations implications at this stage; however, this will be reviewed on an ongoing basis as key decisions are taken.

6.0 Recommendations 6.1 Councillors are requested to:

 Consider the contents of the report  Finalise the East Belfast reserve list (in order of priority) and delegate Officers the authority to work through this reserve list from top to bottom using available underspends.”

After discussion, during which a number of Members made further suggestions of potential locations for alleygates, it was agreed that Members should provide the specific locations to the Safer City Manager over the next two weeks and agreed that a report would be submitted to the next meeting detailing the final reserve list of streets.

In response to a Member’s question, the Safer City Manager advised the Members that the gates would likely begin to be manufactured from April 2017, pending approval from the Strategic Policy and Resources Committee.

Locality Planning – Social Innovation Challenge Programme

(Mr. S. Lavery, Programme Manager, attended the Working Group in connection with this item.)

The Working Group considered the following report:

“1.0 Purpose of Report/Summary of Main Issues

To provide members with an update on Social Innovation Challenge Programme to be delivered in the locality planning areas.

2.0 Recommendation

To seek approval on the funding process for successful innovative projects within locality planning areas.

3.0 Main Report

Key Issues

5. Whiterock 6. Inner East 7. Belvoir & Milltown 8. New Lodge

As approved by Council in October 2016, further locality planning will be developed in the Duncairn Area of Belfast once resources become available.

‘Belfast Social Innovation’ Model

It is envisaged that a ‘Belfast Social Innovation model’ would:

 Provide learning with regards to how we deliver services in partnership with residents, members and partners at a local area.

Social Innovation Challenge Programme Process

Stages

Whilst each area will be unique and this programme will be flexible in the approach we take, it is proposed that the following stage process will be followed:

12. Ethnographic research 13. Generation of potential innovations 14. Initial Project Proposal 15. Accelerator Programme Enrolment 16. Completion of Accelerator Programme / Application for funding 17. Decision Panel Recommendation (two stage) 18. Due diligence 19. Council approval 20. Funding awarded (Letter of Offer) 21. Implementation 22. Ongoing impact assessment

The above represents a high level summary of the process from initial generating of ideas until innovative projects are being implemented.

Decision Panels

3. Independent Panel

Final members are to be agreed but suggested members could include experts in the field of innovation such as:

v. Building Change Trust (Social Innovation Team) vi. Innovate UK vii. Private Sector viii. NIHE (Social Enterprise Team)

4. Local DEA Elected members Panel Chaired by BCC Officer(s)

We are proposing that there will be an overall % score awarded to each project with the following weighting being apportioned to each panel

3. Independent panel – 75% 4. Local DEA elected members panel – 25%

Final recommendations on projects to be funded will be brought back to the Area Working Groups, seeking approval to proceed to SP&R and Council for ratification.

It should be noted that this funding will not be awarded through an open call, it will be restricted to those projects that

involve local residents and are developed by those who have been involved in the locality planning process and have successfully completed the Accelerator Programme.

Financial and Resource Implications

Resourcing for this project is already included in budget estimates

Equality or Good Relations Implications

Equality and good relations implications will be taken into consideration in relation to the social innovation model.”

In response to a Member’s question, the Programme Manager agreed to provide updates on the work to the Working Group at a future meeting.

The Working Group adopted the recommendations.

Correspondence

The Working Group noted correspondence from Willowfield Bowling Club and agreed that officers should engage with the Club to ascertain what assistance it was requesting from the Area Working Group.

At the request of a Member, the Group also agreed that the Director of City and Neighbourhood Services should consider whether the Support for Sport scheme would be able to assist the Club.

Date of Next meeting

The Working Group noted that the next scheduled meeting would coincide with Polling Day, 2nd March, 2017, and agreed to reschedule the meeting to Monday, 13th March, at 4.00 pm.

Chairperson

Theme RAG Scores / Projects MMA Regional Centre of Excellence (Whiterock)

WLIF2-14

Affordability -

Feasibility -

Deliverability -

Sustainabliity -

Overall RAG / Score -

STRATEGIC POLICY & RESOURCES COMMITTEE

Asset Management: Subject: i) Belfast Bike Scheme ii) River Terrace – Surrender of Licence

Date: 17 February 2017

Reporting Officer: Gerry Millar, Director of Property & Projects Department

Contact Officer: Cathy Reynolds, Estates Manager, Property & Projects Department

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 seek approval from Members to asset related disposal, acquisition and lease matters. 2.0 Recommendations

2.1 (i) Belfast Bike Scheme Committee is recommended to grant approval for the Council to enter into the appropriate land access, licences or similar legal arrangements in respect of the bike docking stations previously agreed by the Council and any future docking stations subject to any reports as required, being brought to Committee in respect of the funding arrangements.

2.2 (ii) River Terrace – Surrender of Licence Committee is recommended to approve a decision by the People and Communities Committee at its meeting on 13th September 2016 to surrender a plot of land at River Terrace to the Department of Communities (DFC) by way of a 3 month written notice.

3.0 Main report

3.1 (i) Belfast Bike Scheme Key Issues Members will be aware that approval has previously been given for installation of a number of externally funded bike docking stations across the City. These are now operational and the scheme is to be extended with the availability of external funding from the Building Successful Communities (BSC) and Urban Villages programmes.

3.2 Members will be aware that reports were brought to Committee on 22 January 2016 and 19 August 2016 in relation to the bike docking stations funded under BSC and Urban Villages Programme.

3.3 The Council is now in a position to enter into land access and licence / legal arrangements with landowners in respect of the agreed sites. Further sites are to be identified for expansion as part of the Urban Villages Programme and other funding streams and Committee is therefore recommended to grant approval for the Council to enter into the appropriate land access and licence/legal agreements for and future docking stations subject to any reports as required being brought in Committee in respect of the funding arrangements.

3.4 Finance and Resource Implications A Council approved funding package is in place with the Dept for Communities under the BSC Programme and there is provisional agreement with OFMDFM for funding under the Urban Villages Programme.

3.5 (ii) River Terrace – Surrender of Licence Key Issues Members are reminded of a decision taken by the SP&R Committee at its meeting on 21st August 2015 to grant approval for the Council to enter into a Licence Agreement with the Department for Communities (formerly the Department for Social Development) on a 0.46 acre plot of land to the rear of River Terrace. The land was required for the development of a local community led garden and the licence took effect on 16th November 2015.

3.6 A capital fund of £20,000 was made available to the South Belfast Working Group to contribute towards the cost of providing the community garden. Following concerns regarding possible contamination of the site a subsequent consultant’s report highlighted pockets of contamination and remedial measures were costed between £160,000 and £440,000.

At its meeting on 13 September 2016, the People & Communities Committee accepted the 3.7 conclusion of Officers that the site was unsuitable for a community garden. The Committee agreed that, subject to satisfactory engagement with local stakeholder groups and the South Area Working Group and with the approval of the Strategic Policy & Resources Committee, the licence should be surrendered to the Department for Communities.

At its meeting on 23 January 2017, the South Belfast Area Working Group agreed to 3.8 surrender the licence and the £20,000 which had been allocated for a community garden be used for a similar project at a new location beside River Terrace.

Financial & Resource Implications The surrender of the Licence will result in a saving of a £440 per annum licence fee. 3.9

4.0 Appendices – Documents Attached

Appendix 1 – Extract from the South Belfast Area Working Group meeting dated 23rd January 2017. Abbreviations

BSC – Building Successful Communities DFC – Department for Communities

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Belfast Wi-Fi Update

Date: 17 February 2017

Reporting Officer: Ronan Cregan, Director of Finance & Resources

Contact Officer: Paul Gribben, Head of Digital Services

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 This report provides an overview of Phase 1 of the Belfast Wi-Fi project (Public Buildings) and an update on the implementation of Phase 2 (City Centre Wi-Fi).

2.0 Recommendations

2.1 The Committee is asked to;  Note the contents of the report.

3.0 Main report

3.1 Belfast Wi-Fi – Phase 1 Phase 1 of the Belfast Wi-Fi project delivered the installation of free Wi-Fi in 107 public buildings across the city. (See Appendix 1 for full locations list). Belfast Wi-Fi is proving to be extremely popular with the public, particularly in the City Hall and St George’s Market, and figures show a 5% growth in users accessing the service month on month.

In 2016 675,046 unique users accessed the Belfast Wi-Fi service in public buildings, transferring 230 Terabytes of data, and in December 2016 we saw the service hit a landmark one million users.

The chart below shows the steady growth of the Belfast Wi-Fi service since its roll out in April 2015.

3.2 Phase 2 – Outdoor Wi-Fi Phase 2 aims to build on the success of our free Public Buildings Wi-Fi, and extends the Belfast Wi-Fi service outdoors into the City Centre through the installation of a further 74 Wireless Access Points. The map below shows the areas that will be covered within the city centre when installation of the 4 remaining access points is completed.

The service is already proving to be really popular and without any publicity has attracted an impressive number of users. On average over 5000 people are using outdoor Wi-Fi on a daily basis.

A public launch of the Belfast Wi-Fi service will take place following the installation of the remaining access points.

3.2 Solar Powered Charging Stations In October 2016 the Strategic Policy and Resources committee recommended a pilot of 2 Solar Powered charging stations in the grounds of the City Hall. Installation of the charging points took place in January following the removal of the Christmas market. Based on feedback received on the Council’s Facebook page it looks likely that the charging units will prove to be popular with the public.

3.3 Financial & Resource Implications The contract for Belfast Wi-Fi, both indoor and outdoor, will run to the end of March 2019 and can be extended for a further 6 years if required. All of the on-going resources required to ensure support and maintenance of the Belfast Wi-Fi service are funded through existing revenue budgets.

3.4 The contract is also set up to allow further investment which could see the service extended into additional areas.

3.5 Equality or Good Relations Implications None 4.0 Appendices – Documents Attached

Appendix 1: Belfast WiFi Locations Appendix 1: Belfast Wi-Fi Locations

Current list Note 21 Linenhall Street Alderman Tommy Patton Memorial Park (bowling pavilion) Alderman Tommy Patton Memorial Park (changing pavilion) Andersonstown Leisure Centre Ardoyne Community Centre Avoniel Leisure Centre Avoniel Play Centre Ballysillan Leisure Centre Ballysillan Play Centre Ballysillan Playing Fields (bowling pavilion) Belfast Castle Belfast City Cemetery (site office) Belfast City Centre *Outdoor area Belfast City Hall Belfast Coroners Court Belfast Zoo Belvoir Activity Centre Blanchflower Playing Fields (sports pavilion) Blythfield multi-use games area (changing pavilion) Botanic Gardens (bowling pavilion) Boucher Road Playing Fields (sports pavilion) Braniel Community Centre Brook Activity Centre and Playing Fields Carrickhill Community Centre Cecil Ward Building Cherryvale Playing Fields (sports pavilion) City Of Belfast Golf Course (clubhouse) City Of Belfast Playing Fields (sports pavilion) Clarendon Park Playing Fields (changing pavilion) Clonduff Drive Community Centre Colin Mini Hub *Partner building Concorde Community Centre Cregagh Youth and Community Centre CS Lewis Square *Partner outdoor area Dee Street Community Centre Denmark Street Community Centre Divis Community Centre Donegall Pass Community Centre Downshire Community Hall Duncairn Community Centre Dundonald Cemetery (site office) Falls Leisure Centre Falls Park (bowling/camogie pavilion) Finaghy Community Centre Girdwood Community Hub Glen Road Community Centre Greenway Women's Centre Grosvenor Community Centre Grove Playing Fields (bowling pavilion) Grove Playing Fields (sports pavilion) Grove Wellbeing Centre Half Moon Lake (education centre) Hammer Community Centre Hammer Playing Fields (sports pavilion) Henry Jones Playing Fields and Pavilion Highfield Community Centre Horn Drive Community Centre Indoor Tennis Centre and Ozone Complex Inverary Community Centre King George V Playing Fields (sports pavilion) Knocknagoney Community Centre Lagan Lookout Centre *Partner building Laganside Courts *Partner building Ligoniel Community Centre Loop River Play Centre Loughside Recreation Centre Malone House Markets Community Centre Mary Peters Athletics House Mary Peters Athletics Track (sports pavilion) Morton Community Centre Musgrave Park (bowling pavilion) North Queen Street Community centre North Queen Street Playcentre Northern Ireland Housing Executive - Belfast Grants *Partner building Office Northern Ireland Housing Executive - Belfast Regional *Partner building Office Northern Ireland Housing Executive - Dairy Farm Office *Partner building Northern Ireland Housing Executive - Shankill Office *Partner building Northern Ireland Housing Executive - The Housing *Partner building Centre Olympia Leisure Centre Orangefield Park Playing Fields (bowling pavilion) Orangefield Park Playing Fields (sports pavilion) Ormeau Park (Ormeau bowling pavilion) Ormeau Park (Ravenhill bowling pavilion) Percy Street Community Centre Roselawn Crematorium and site office Royal Courts of Justice *Partner building Sandy Row Community Centre Shaftesbury Community Centre Shankill Leisure Centre Shore Road Playing Fields (changing pavilion) Sir Thomas and Lady Dixon Park (The Stables) Smithfield Market St George's Market Suffolk Community Centre Suffolk Playing Fields (changing pavilion) Suffolk Playing Fields Sports Pavilion Tullycarnet Community Centre Tullycarnet Park (bowling pavilion) Ulidia Playing Fields (sports pavilion) Ulster Hall Victoria Park (bowling pavilion) Waterworks (social pavilion) Wedderburn Park (sports pavilion) Whiterock Community Centre Whiterock Leisure Centre Woodvale Community Centre Woodvale Park (bowling pavilion) Woodvale Park (sports pavilion)

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Contracts for Award

Date: 17 February 2017

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 The Committee is asked to:  Approve the public advertisement and acceptance of tenders as listed in Appendix 1, table 1, through the Council’s electronic procurement system  Grant delegated authority to the appropriate Director, using pre-agreed criteria the most economically advantageous tender, and allow extensions where contracts are under review as per table 2.

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.

As part of this process, Departments have also provided assurance that appropriate 3.3 resources are available within their departments in order to effectively administer and management any contract(s).

In accordance with Standing Orders these tenders shall comply with the relevant 3.4 requirements of national legislation and European directives and be overseen by Corporate Procurement Services.

This report relates to corporate as well as departmental supplies and services only. The 3.5 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

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 Proposed contract duration Responsible Officer Tender for provision of porterage/storage services G Millar 3 years plus option to renew for a further 2 years

Tender for development for Phase 1 of a public Nuala Gallagher 12 – 14 months from realm design scheme appointment to submission of planning application

Tender for development of a work programme to Nuala Gallagher 18-24 months assess the viability of a new visitor attraction for Belfast

Table 2 – Contracts for extension of contract period

Title of tender Director Proposed extension Responsible

Reception, treatment and recycling of mechanical Nigel Grimshaw Month by month until new street sweepings contract is in place

STRATEGIC POLICY & RESOURCES COMMITTEE

Belfast City Council discretionary policies under the Local Government Subject: Pension Scheme (Northern Ireland) Regulations and other related Regulations

Date: 17 February 2017 Ronan Cregan, Director of Finance and Resources and Deputy Chief Reporting Officer: Executive

Contact Officer: Mark McBride, Head of Finance and Performance

Is this report restricted? Yes No X

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report

1.1 To seek approval for amendments to the Council’s Discretionary Pension Policies as required the Local Government Pension Scheme (Amendment) Regulations (Northern Ireland) 2016.

1.2 This report makes recommendations for Belfast City Council policies on discretions to be exercised:  under the LGPS Regulations (Northern Ireland) 2014 from 1 April 2015 in respect of members of the Career Average Revalued Earnings (CARE) scheme,  under earlier LGPS Regulations (Northern Ireland) in respect of members of the LGPS who left prior to 1 April 2015, and  under the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007 and earlier compensation regulations.

2.0 Recommendations

2.1 The Committee is asked to:  to approve the policies on the discretions to be exercised under the LGPS Regulations in relation to those employees who are active scheme members after 31 March 2015 and members who cease active membership after 31 March 2015, as set out in the table at Appendix 1 and  to approve the policies on the discretions to be exercised under the LGPS Regulations in relation to those scheme members who left prior to 1 April 2015, as set out in the tables at Appendix 2, and  to approve the policies on the discretions to be exercised under the Discretionary Compensation Regulations, as set out in the tables at Appendix 2.

3.0 Main report

3.1 On 16 November 2007 the Strategic Policy and Resources Committee agreed the discretionary policies Belfast City Council would operate under the provisions of the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007.

3.2 On the 19 June 2015 the Strategic Policy and Resources Committee agreed the discretionary policies Belfast City Council would operate in relation to the Local Government Pension Scheme Regulations applicable at that time.

3.3 In March 2011, the Independent Public Service Pensions Commission, chaired by Lord Hutton, published its final report of the review of public service pensions. The report made clear that change was needed to “make public service pension schemes simpler and more transparent, fairer to those on low and moderate earnings”.

3.4 As a result, it was decided that the Local Government Pension Scheme (LGPS) in Northern Ireland should be reformed so that, from 1 April 2015, benefits accrue on a Career Average Revalued Earnings (CARE) basis rather than on a final salary basis.

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

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

3.7 Belfast City Council is also required to (or where there is no requirement, is recommended to) formulate, publish and keep under review a Statement of Policy on certain other discretions it may exercise:

i. under earlier LGPS Regulations in relation to members of the LGPS who left prior to 1 April 2015, and ii. under the Discretionary Compensation Regulations 2003 and 2007 in relation to employees who are, or are eligible to be, members of the LGPS.

3.8 Any amended policy under paragraph 3.7(i) above must be published and sent to the Northern Ireland Local Government Officers' Superannuation Committee within one month of the date the revisions to the policy were made.

3.9 Any amended policy under the paragraph 3.7(ii) above must be published and, in the case of a change to the policy under the Discretionary Compensation Regulations 2003, it must be published within one month of the decision to amend the policy.

3.10 Overall, Belfast City Council is:

i. required to formulate, publish and keep under review a written Statement of Policy on certain discretions in accordance with:  regulation 66 of the Local Government Pension Scheme Regulations (Northern Ireland) 2014,  paragraph 2(2) of Schedule 3 to the Local Government Pension Scheme (Amendment and Transitional Provisions) Regulations (Northern Ireland) 2014,  regulation 62 of the Local Government Pension Scheme (Administration) Regulations (Northern Ireland) 2009 (in respect of leavers between 1 April 2009 and 31 March 2015), and  regulation 108 of the Local Government Pension Scheme Regulations (Northern Ireland) 2002 (in respect of leavers between 1 February 2003 and 31 March 2009)

i. recommended to formulate, publish and keep under review a written Statement of Policy on one discretion under the Local Government Pension Scheme Regulations (Northern Ireland) 2000 (in respect of leavers before 1 February 2003); ii. required to formulate, publish and keep under review a written Statement of Policy on certain discretions in accordance with regulation 6 of the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007, effective from 1 October 2006; and iii. required to formulate, publish and keep under review a written Statement of Policy on certain discretions in accordance with regulation 25 of the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2003, operative from 24 March 2003 for terminations of employment on redundancy or efficiency grounds that occurred prior to 1 April 2007.

3.11 In formulating and reviewing its policies under the LGPS Regulations referred to in paragraphs 3.10 (i) and (ii) above Belfast City Council is required to consider whether and to what extent the policy might lead to a serious loss of confidence in the public service.

3.12 In formulating and reviewing its policies under the Discretionary Compensation Regulations referred to in paragraphs 3.10 (iii) and (iv) above Belfast City Council: a. is required to have regard to the extent to which the exercise of its discretionary powers (in accordance with the policy), unless properly limited, could lead to a serious loss of confidence in the public service, and b. must be satisfied that the policy is workable, affordable and reasonable having regard to the foreseeable costs.

Consultation 3.13 Belfast City Council is not required to consult with the recognised trade unions when it intends to adopt new, or change existing, discretionary policies. However, it was considered appropriate to give advance notification to the recognised trade unions that this report would be considered by the Strategic Policy and Resources Committee.

Effective Date of Policies 3.14 The policies on discretions to be exercised under the LGPS Regulations (Northern Ireland) 2014 take immediate effect from the date Belfast City Council agrees the policies, or from 1 April 2015 (if later). Any change to the policies on existing discretions to be exercised under the LGPS Regulations in respect of pre 1 April 2015 leavers take immediate effect from the date Belfast City Council agrees the policies.

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

Non-fettering of Discretions 3.16 The recommendations contained within this report, if approved, will form Belfast City Council policies on pension and compensation discretions. It should be noted that:  the policies will confer no contractual rights

 subject to paragraphs 3.14 and 3.15 Belfast City Council will retain the right to change the policies at any time without prior notice or consultation and

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

3.17 Financial & Resource Implications There are no financial implications associated with this report.

3.18 Equality or Good Relations Implications There are no equality or good relations implications associated with this report

4.0 Appendices – Documents Attached

Appendix 1 – Policies on the discretions to be exercised under the LGPS Regulations in relation to those employees who are active scheme members after the 31 March 2015 and members who cease active membership after the 31 March 2015

Appendix 2 – Policies on the discretions to be exercised under the LGPS Regulations in relation to those scheme members who left prior to 1 April 2015 and Policies on the discretions to be exercised under the Disciplinary Compensation Regulations

Appendix 1

Policies on the discretions to be exercised under the LGPS Regulations in relation to those employees who are active scheme members after the 31 March 2015 and members who cease active membership after 31 March 2015.

Table A: Discretions to be exercised on and after 1 April 2015 under the Belfast City Council policy LGPS Regulations (Northern Ireland) 2014 in relation to active scheme members and members who cease active membership after 31 March 2015.

1. Whether, at full cost to Belfast City Council, to grant extra annual pension Belfast City Council will only make use of the discretion to of up to £6,578 (figure at 1 April 2016) to an active scheme member or (a) grant extra annual pension up to £6,578 (figure at 1 within 6 months of leaving to a member who is dismissed by reason of April 2016) to an active scheme member where the redundancy or business efficiency or whose employment is terminated by Council deems it is absolutely necessary as an mutual consent on the grounds of business efficiency. inducement to attract an employee who has specialist skills and experience the Council needs, (No change to existing BCC discretion) or where it is deemed absolutely necessary to induce an employee with specialist skills and experience not to leave or (b)where an active scheme member or within 6 months of leaving to a member who is dismissed by reason of redundancy or business efficiency or whose employment is terminated by mutual consent on the grounds of efficiency, having considered the view of the employee, to make an award of extra annual pension up to £6,578 (figure at 1 April 2016) that is actuarially equivalent to the lump sum payment that the Council would otherwise have made to the employee under the Council’s compensation arrangements.

Each case will be considered on the merits of the financial and / or operational business case put forward.

Page 1 of 8 Appendix 1 2. Whether, where an active scheme member wishes to purchase extra Belfast City Council will not make use of the discretion to annual pension of up to £6578 (figure at 1 April 2016) by making voluntary contribute towards the cost of purchasing extra Additional Pension Contributions (APCs), Belfast City Council will pension via a Shared Cost Additional Pension Contribution voluntarily contribute towards the cost of purchasing that extra pension Scheme (SCAPC). via a Shared Cost Additional Pension Contribution (SCAPC).

(No change to existing BCC discretion)

3. Whether to permit flexible retirement for staff aged 55 or over who, with Flexible retirement the agreement of Belfast City Council reduce their working hours or grade Belfast City council will not agree to flexible retirement and, if so, as part of the agreement: except in circumstances where Belfast City Council considers it is in its financial or operational interests to do - whether, in addition to the benefits the member has accrued prior to 1 so. Each case April 2009 (which the member must draw if flexible retirement is - will be considered on the merits of the financial and / or agreed), to permit the member to choose to draw operational business case put forward, - will set out whether, in addition to any pre 1 April 2009  all, part or none of the pension benefits they accrued after 31 March benefits, the member will be permitted, as part of the 2009 and before 1 April 2015, and / or flexible retirement agreement, to take a) all, some or none of their 1 April 2009 to 31 March  all, part or none of the pension benefits they accrued after 31 March 2015 benefits, and /or 2015, and b) all, some or none of their post 31 March 2015 benefits, and - whether to waive, in whole or in part , any actuarial reduction which - will require the approval of the appropriate Director and would otherwise be applied to the benefits taken on flexible retirement the Director of Finance and Resources before Normal Pension Age (NPA) 1. - Requests, for a current or new post, must reflect a minimum reduction of 20% in hours or a minimum (No change to existing BCC discretion) reduction of one full grade

1 Normal pension age (NPA) means the member’s normal pension age under the 2015 Scheme which is linked to the member’s State Pension Age (SPA) but with a minimum of age 65. State Pension Age is currently age 65 for men. State Pension Age for women is currently being increased to be equalised with that for men and will reach 65 by November 2018. The State Pension Age will then increase to 66 for both men and women from December 2018 to October 2020. Under current legislation the State Pension Age is due to rise to 67 between 2026 and 2028 and to 68 between 2044 and 2046. However, the government has announced plans to link rises in the State Pension Age above age 67 to increases in life expectancy.

Page 2 of 8 Appendix 1 - Employees will only be allowed one flexible retirement request. However, the Council reserves the discretion to consider one further request for flexible retirement on its own merits and based on the need to deliver services effectively and efficiently together with the financial implications of granting the application.

Waiver of any actuarial reduction on flexible retirement Where flexible retirement is agreed, the benefits payable will be subject to any actuarial reduction applicable under the Local Government Pension Scheme Regulations (Northern Ireland) 2014 and the Local Government Pension Scheme (Amendment and Transitional Provisions) Regulations (Northern Ireland) 2014. Belfast City Council will only waive any such reduction, in whole or in part, where it considers it is in its financial or operational interests to do so. Each case will be considered on the merits of the financial and / or operational business case put forward and will require the approval of the Director of Finance and Resources.

4. Whether, as the 85 year rule does not (other than on flexible retirement – Belfast City Council will not agree to switch the 85 year see 3 above) automatically apply to members who would otherwise be rule on in full where members choose to voluntarily draw subject to it and who choose to voluntarily draw their benefits on or after their benefits on or after age 55 and before age 60 except age 55 and before age 60, to switch the 85 year rule back on in full for in circumstances where Belfast City Council considers it is such members. in its financial or operational interests to do so. Each case  Will be considered on the merits of the financial and / or operational business case put forward, and (No change to existing BCC discretion)  Will require the approval of the Director of Finance and Resources

Page 3 of 8 Appendix 1

5. For active members voluntarily retiring on or after age 55 and before Belfast City Council will not agree Normal Pension Age who elect under regulation 31(5) of the LGPS Regulations (Northern Ireland) 2014 to immediately draw benefits, and for - to waive on compassionate grounds any reduction deferred members who elect under regulation 31(5) of the LGPS on pre 1 April 2015 benefits for Group 3 or 4 Regulations (Northern Ireland) 2014 to draw benefits (other than on ill members, on pre 1 April 2016 benefits for Group 1 health grounds) on or after age 55 and before Normal Pension Age, and members, or on pre 1 April 2020 benefits for Group who: 2 members, and / or - to waive in whole or in part on any grounds any - were not members of the LGPS before 1 October 2006 [Group 4 reduction on post 31 March 2015 benefits for Group members], whether to: 3 or 4 members, on post 31 March 2016 benefits for Group 1 members, or on post 31 March 2020 o waive on compassionate grounds, any actuarial reduction that benefits for Group 2 members would otherwise be applied to benefits, if any, accrued before 1 April 2015, and / or o waive, in whole or in part (on any grounds), any actuarial where members choose to voluntarily draw their benefits reduction that would otherwise be applied to benefits accrued on or after age 55 and before Normal Pension Age except after 31 March 2015 in circumstances where Belfast City Council considers it is in its financial or operational interests to do so or there are 2 - were members of the LGPS before 1 October 2006 and will be 60 or compelling compassionate reasons for doing so. more on 31 March 2016 [Group 1 members], whether to: Each case o waive on compassionate grounds, any actuarial reduction that would otherwise be applied to benefits accrued before 1 April - will be considered on the merits of the financial and 2016, and / or / or operational business case put forward, or o waive, in whole or in part (on any grounds), any actuarial - will be considered on the merits of the reduction that would otherwise be applied to benefits accrued compassionate case put forward, and after 31 March 2016 - will require the approval of the appropriate Director and the Director of Finance and Resources including, where the reduction is only to be waved 2 There is no definition in the Regulations of “compassionate grounds”. However, one could take the view that, for example, releasing benefits because the member is short of funds / out of work would not be appropriate (as the pension scheme is not a social security scheme); whereas, for example, releasing benefits because the member has had to give up work to look after orphaned grandchildren would clearly be a case where an employer might wish to exercise compassion.

Page 4 of 8 Appendix 1 - were members of the LGPS before 1 October 2006 and will not be 60 in part, approval for the amount of reduction to be or more on 31 March 2016 and will not attain age 60 between 1 April waived 2016 and 31 March 2020 [Group 3 members], whether to:

o waive on compassionate grounds, any actuarial reduction that would otherwise be applied to benefits accrued before 1 April 2015, and / or o waive, in whole or in part (on any grounds), any actuarial reduction that would otherwise be applied to benefits accrued after 31 March 2015

- were members of the LGPS before 1 October 2006 and will not be 60 or more on 31 March 2016 but will attain age 60 between 1 April 2016 and 31 March 2020 [Group 2 members], whether to:

o waive on compassionate grounds, any actuarial reduction that would otherwise be applied to benefits accrued before 1 April 2020, and / or o waive, in whole or in part (on any grounds), any actuarial reduction that would otherwise be applied to benefits accrued after 31 March 2020

(No change to existing BCC discretion)

6. Whether, how much, and in what circumstances to contribute to a shared- Belfast City Council does not intend to establish a Shared cost Additional Voluntary Contribution (SCAVC) arrangement entered into Cost Additional Voluntary Contributions Scheme at this on or after 1 April 2015 and whether, how much, and in what time. circumstances to continue to contribute to any shared cost Additional Voluntary Contribution (SCAVC) arrangement entered into before 1 April 2015.

(No change to existing BCC discretion)

Page 5 of 8 Appendix 1 7. Whether to extend the 12 month time limit within which a scheme Belfast City Council will only extend the 12 month time member who has a deferred LGPS benefit in Northern Ireland following limit within which a scheme member who has a deferred the cessation of employment (may elect to have the deferred benefits LGPS benefit in Northern Ireland following the cessation of aggregated with their new LGPS employment (or ongoing concurrent employment may elect to have the deferred benefits LGPS employment) if the member has not made an election aggregate aggregated with their new LGPS employment OR, within 12 months of commencing membership of the LGPS in the new Belfast City Council will only extend the 12 month time employment limit within which a scheme member who has a deferred LGPS benefit in Northern Ireland following the cessation of Whether to extend the 12 month time limit within which a scheme concurrent employment may elect not to have the deferred member who has a deferred LGPS benefit in Northern Ireland following benefits aggregated with their ongoing concurrent LGPS the cessation of a concurrent employment may elect not to have the employment: deferred benefits aggregated with their ongoing concurrent LGPS employment if the member has not made an election to retain separate a) where Belfast City Council agrees that the benefits within 12 months of ceasing the concurrent. available evidence indicates the member had not been informed of the 12 month time limit due to maladministration;

(Updated existing BCC discretion) b) where Belfast City Council agrees that the available evidence indicates the member had made an election within 12 months of joining the LGPS but the election was not received by the Northern Ireland Local Government Officers' Superannuation Committee (e.g. the election form was lost in the post); or

c) where the member has pre 1 April 2015 membership and Belfast City Council agrees the available evidence indicates that, due to maladministration, the member had not been informed of the implications of having benefits aggregated and would, in consequence, suffer a detriment to their pension benefits (for example, where member’s whole-time equivalent pensionable pay on commencing with Belfast City

Page 6 of 8 Appendix 1 Council is, in real terms after allowing for inflation, significantly less than the whole-time equivalent pensionable pay upon which the deferred benefits were calculated). 8. How the pension contribution band/rate to which an employee is to be Belfast City Council will allocate employees to pension allocated on joining the Scheme, and at each subsequent April, will be contribution bands/rates based on their pensionable pay in determined and the circumstances in which, following a material change each pay period. to the terms and conditions of a member’s employment which affects the member’s pensionable pay in the course of a Scheme year (1 April to 31 This will cover March), the pension contribution band/rate to which an employee has been allocated will be reviewed.  allocating a member to a contribution rate on 1 April  allocating a member to a contribution rate on joining (No change to existing BCC discretion) the Scheme (after 1 April)  reallocating a member to a new contribution rate during a Scheme year (1 April to 31 March) following a material change to the terms and conditions of a member’s employment which affects the member’s pensionable pay (e.g. on promotion, demotion, re-grading, variation to a member’s contractual hours, a change of job, or a move from a casual to a post with contractual hours)  reallocating a member to a new contribution rate each 1 April. 9. Whether or not, when calculating assumed pensionable pay when a In assessing Assumed Pensionable Pay (APP) Belfast member is: City Council will not, other than in exceptional - on reduced contractual pay or no pay on due to sickness or injury, or circumstances, include in the calculation any ‘regular lump - absent during ordinary maternity, paternity or adoption leave or sum payments’ in which case the decision to include the during paid additional maternity, paternity or adoption leave, or ‘regular lump sum payment’ will be subject to the approval - absent on reserve forces service leave, or of the Director of Finance and Resources - retires with a Tier 1 or Tier 2 ill health pension, or - dies in service to include in the calculation the amount of any ‘regular lump sum payment’ received by the member in the 12 months preceding the date the absence began or the ill health retirement or death occurred.

Page 7 of 8 Appendix 1

(No change to existing BCC discretion)

10. Whether to allow an active member longer than 30 days following return Belfast City Council will only extend the 30 day deadline to work after a period of absence with permission (not due to illness, where Belfast City Council agrees that the available child-related leave or reserve forces service leave) to decide to apply to evidence indicates the member had not been informed of cover the lost pension through an Additional Pension Contract. the 30 day time limit due to maladministration.

(New Discretion)

Page 8 of 8 Appendix 2

Policies on the discretions to be exercised under the LGPS Regulations in relation to those scheme members who left prior to 1 April 2015 and Policies on the discretions to be exercised under the Discretionary Compensation Regulations

Table B: Discretions to be exercised on and after 1 April 2015 Belfast City Council policy under the LGPS Regulations in relation to scheme members who ceased active membership between 1 April 2009 and 31 March 2015

1. Whether, on compassionate grounds, to waive any actuarial Belfast City Council will consider an application to waive, on reduction that would normally be applied to deferred benefits compassionate grounds1, any actuarial reduction that would which are paid before age 65. normally be applied to deferred benefits which are paid before age 65. Each case will be considered on its merits and will be subject to (No change to existing BCC discretion) the approval of the Director of Finance and Resources.

Normal pension age (NPA) means the member’s normal pension age under the 2015 Scheme which is linked to the member’s State Pension Age (SPA) but with a minimum of age 65. State Pension Age is currently age 65 for men. State Pension Age for women is currently being increased to be equalised with that for men and will reach 65 by November 2018. The State Pension Age will then increase to 66 for both men and women from December 2018 to October 2020. Under current legislation the State Pension Age is due to rise to 67 between 2026 and 2028 and to 68 between 2044 and 2046. However, the government has announced plans to link rises in the State Pension Age above age 67 to increases in life expectancy.

Page 1 of 7 Appendix 2 Table C: Discretions to be exercised on and after 1 April 2015 Belfast City Council policy under the LGPS Regulations in relation to scheme members who ceased active membership between 1 February 2003 and 31 March 2009

1. Whether, on compassionate grounds2, to waive any actuarial Belfast City Council will consider an application to waive, on reduction that would normally be applied to deferred benefits compassionate grounds, any actuarial reduction that would which are paid before age 65. normally be applied to deferred benefits which are paid before age 65. Each case will be considered on its merits and will be subject to (No change to existing BCC discretion) the approval of the Director of Finance and Resources.

Table D: Discretions to be exercised on and after 1 April 2015 Belfast City Council policy under the LGPS Regulations in relation to scheme members who ceased active membership before 1 February 2003

1. Whether, with the agreement of the Northern Ireland Local Where a former scheme member who left the scheme before 1 Government Officers' Superannuation Committee, to grant February 2003 requests early release of deferred benefits on or applications for the early payment of deferred pension benefits after age 50 and before age 65 on compassionate grounds, the on or after age 503 and before age 65 on compassionate case will be considered on its merits and will be subject to the grounds. approval of the Director of Finance and Resources.

(No change to existing BCC discretion)

2 There is no definition in the Regulations of “compassionate grounds”. However, one could take the view that, for example, waiving a reduction because the member is short of funds / out of work would not be appropriate (as the pension scheme is not a social security scheme); whereas, for example, releasing benefits because the member has had to give up work to look after orphaned grandchildren would clearly be a case where an employer might wish to exercise compassion.

3 It should be noted that benefits paid on or after age 50 and before age 55 will be subject to an unauthorised payments charge under the Finance Act 2004 and, where applicable, an unauthorised payments surcharge under that Act, but there would be no Scheme sanction charge.

Page 2 of 7 Appendix 2

Table E: Discretions to be exercised under the Local Belfast City Council policy Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2007

1. Whether to base a redundancy payment on an employee’s Any redundancy payment will be calculated on an employee’s actual weeks’ pay where this exceeds the statutory week’s pay actual week’s pay and not limited to the statutory weeks’ pay limit limit of, currently, £470 per week (as at 6 April 2014). where pay exceeds that limit.

(No change to existing BCC discretion) Continuous local government service, as defined under the Redundancy Payments (Continuity of Employment in Local Government, etc.) (Modification) Order (Northern Ireland) 1999, will be taken into account in the calculation of redundancy payments.

2. Whether to make a termination payment (inclusive of any Redundant staff will receive a termination payment (to incorporate redundancy payment) of up to a maximum of 104 weeks’ pay to redundancy pay) calculated using the statutory redundancy employees whose employment is terminated on the grounds of payment formula but based on actual pay, enhanced by a multiplier redundancy or efficiency of the service. of 2.2

(No change to existing BCC discretion) A termination payment will be paid to employees whose employment is terminated on the grounds of efficiency of the service calculated using the statutory redundancy payment formula but based on actual pay, enhanced by a multiplier of 1.2

Page 3 of 7 Appendix 2

Table F: Discretions to be exercised under the Local Belfast City Council policy Government (Early Termination of Employment) (Discretionary Compensation) Regulations (Northern Ireland) 2003

1. How a person's annual compensatory added years pension is to Belfast City Council will, during any period of re-employment in local be abated during, and following the cessation of, any period of government (see note below), abate a person's annual re-employment by an employer who offers membership of the compensatory added years’ payment by the 'excess' if the LGPS to its employees, regardless of whether or not the aggregate of: employee chooses to join the LGPS (except where the employer is an Admitted Body, in which case abatement only applies if the - the annual compensation, and person is in, or eligible to be in, the LGPS in the new - the annual pension from the LGPS, and employment). - the annual rate of pay from the new employment

(No change to existing BCC discretion) exceeds the pay the person would have received from the employment in respect of which the compensatory added years were granted, based on the annual rate of pay at the date of ceasing the former employment as increased by the relevant cost of living increases (i.e. as increased by the rate at which an ‘official pension’ is increased under the Pensions (Increase) Act 1971). Index.

Where compensatory added years were awarded on or after 24 March 2003, Belfast City Council will reduce a person's annual compensatory added years’ payment following the cessation of a period of re-employment in local government (see note below) to the extent necessary to secure that if:

- the period of compensatory added years granted in respect of the former employment,

plus

Page 4 of 7 Appendix 2 - the period of membership the person has accrued in the LGPS (or would have accrued had he / she joined the scheme when first eligible to do so) during the period of re-employment in local government, counted at its part-time length, if the person was part-time,

exceeds

- the period of membership the person would have accrued during the period from the cessation of the former employment until age 65 on the assumption that he / she had continued in that former employment to age 65 (again counted at its part- time length if the person was part-time at the date of cessation of the former employment),

then

- the annual pension and lump sum from the first job combined with the annual pension and lump sum from the second job (based on the assumption that the employee joined the LGPS when first eligible to do so), plus the annual compensation and lump sum compensation, shall not in aggregate exceed the pension and lump sum the person would have achieved if he / she had remained in the first job through to age 65.

Where there is an excess, the annual compensation will be reduced by the excess pension and, if the annual compensation is not reduced to nil, the amount of the remaining (reduced) basic annual compensation will then be suspended until the excess lump sum (if any) is recovered.

In calculating whether or not, in aggregate, the annual pension and lump sum from the first job, plus the annual pension and lump sum

Page 5 of 7 Appendix 2 (if any) from the second job (based on the assumption that the employee joined the LGPS at the first opportunity), plus the annual compensation and lump sum compensation, exceeds the pension and lump sum the person would have achieved if he/she had remained in the first job through to age 65 it will be necessary to compare: a) the actual LGPS pre 1 April 2009 1/80th pension and 3/80ths lump sum, plus the actual LGPS post 31 March 2009 1/60th pension (ignoring any commutation for a lump sum), plus the actual 1/80th annual compensation and 3/80ths lump sum compensation, with b) the 1/80th LGPS pension and 3/80ths lump sum the member would have achieved in their first job to 31 March 2009, plus the 1/60th LGPS pension the member would have achieved in their first job (ignoring any potential commutation for a lump sum), if the member had stayed in the first job through to age 65.

In determining the benefits the employee could have achieved had he / she remained in the first employment through to age 65 it will be necessary to determine the pensionable pay to be used in the calculation. For this purpose, the pensionable pay figure used in the calculation of the pension benefits in the first job will be used as brought up to date by increasing it in line with the Pensions Increase (Review) Orders.

If a person has been awarded more than one previous period of compensatory added years, e.g. as a result of being made redundant more than once, the abatement / claw back provisions are modified. In such a case, the rules under the former Local Government (Discretionary Payments) Regulations (Northern Ireland) 2001 will be applied where a person ceases a period of re- employment in local government and has previously been granted more than one period of compensatory added years, but using the

Page 6 of 7 Appendix 2 pay in the first job as increased in line with inflation (i.e. ignoring regulations 17(5)(a)(ii), 17(6) and 17(7) of the Local Government (Discretionary Payments) Regulations (Northern Ireland) 2001.

Where compensatory added years were awarded before 24 March 2003 Belfast City Council will reduce a person's annual compensatory added years’ payment following the cessation of a period of re-employment in local government (see note below) in accordance with the Local Government (Discretionary Payments) Regulations (Northern Ireland) 2001.

Note: 'local government' means employment with an employer who offers membership of the LGPS to its employees, regardless of whether or not the employee chooses to join the LGPS (except where the employer is an Admitted Body). Technically, an employee of an Admitted Body (i.e. a body that has applied to the administering authority to allow its employees to join the LGPS and has entered into a formal admission agreement) is only employed in 'local government' if he / she is a member of the LGPS. 2. How any surviving spouse's or civil partner’s annual Belfast City Council will apportion any surviving spouse's or civil compensatory added years pension is to be apportioned where partner’s annual compensatory added years pension where the the deceased person is survived by more than one spouse or deceased person is survived by more than one spouse or civil civil partner. partner in such proportions as, at its sole discretion, it sees fit (No change to existing BCC discretion) (based on the merits of the individual cases).

3. Whether, if the spouse or civil partner of a person who ceased If the spouse or civil partner of a person who ceased employment employment before 1 February 2003 remarries, enters into a before 1 February 2003 remarries, enters into a new civil civil partnership or cohabits after 1 February 2003, the normal partnership or cohabits after 1 February 2003, the normal annual annual compensation suspension rules will be disapplied i.e. the compensation suspension rules will be disapplied i.e. the spouse’s spouse’s or civil partner’s annual compensatory added years or civil partner’s annual compensatory added years pension will pension will continue to be paid. continue to be paid. (No change to existing discretion)

Page 7 of 7

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Shared City Partnership Meeting – 13th February 2017

Date: 17th February 2017

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 Shared City Partnership meeting held on 13th February 2017. 2.0 Recommendations

2.1 That the Strategic Policy and Resources Committee approve the minutes from the Shared City Partnership Meeting held on 13th February 2017 including the following recommendations: That the Strategic Policy and Resources Committee:  approve the recommended option and additions contained within the Shared City minutes in respect of the Bonfire Programme 2017.  approve the Good Relations Action Plan 2017/2018 for submission to The Executive Office;  approve the use of delegated authority to approve grants administered by the Good Relations Unit and also to issue Letters of Offer to successful applicants at risk if necessary;  note the opportunity for a potential application to the DoJ for Interface Working for 2017/18 funded through the T:BUC;  agree that any potential projects or themes of work, including the suggestions from the Area Working Groups would be brought forward through the Shared City Partnership Workshop which would be held on 21st February; and  note that the timescale of submission to the DoJ is likely to be the end of February 2017 and that political approval was required;  note that funding of up to £5,000 is to be awarded to the groups meeting the criteria through the Good Relations Programme  note that St. Patrick’s FC is to erect a mural at 43 New Lodge Road on a wall which is currently used for anti-community and negative political graffiti.  note that North Belfast Alternatives is to support a reimaging project in the Ballysillan Road area that aims to address issues of demarcation in the local community.

3.0 Main report

Key Issues 3.1 The Shared City Partnership (formerly known as 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 January meeting were:  Presentation on the Local Development Plan;  Update on Peace IV;  Update on the Bonfire Programme;  Good Relations Action Plan 2017/18;  Good Relations grants 2017/18;  Response to the Commission on Flags, Identity and Culture and Tradition;  Update on T;BUC DOJ Funding 2017/18Consultation on the Belfast Agenda;  Update on the Mural Transformation Programme;  Date for Workshop on the Belfast Agenda

More details regarding the above issues and recommendations are included in the minutes of the meeting on 13th February attached to this report.

Financial & Resource Implications 3.3 The draft Good Relations Action Plan which will be submitted to TEO to deliver the District Council Good Relations Programme 17/18 includes £230,000 to support the Good Relations Small Grants Programme. This is in line with allocations in previous plans for small grants funding. The Planned Intervention Resource which is funded 100% by TEO is usually in the region of £100,000. Allocations to both funding streams will be in line with these amounts. However, confirmation of funding for the programmes are usually received in late April/May and therefore, Letters of Offer for the Good Relations and Planned Intervention would be awarded at risk. All other recommendations are covered through existing budgets.

Equality or Good Relations Implications 3.4 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 Copy of the minutes of the Shared City Partnership of 13th February 2017.

SHARED CITY PARTNERSHIP

MONDAY, 13th FEBRUARY, 2017

MEETING OF SHARED CITY PARTNERSHIP

Members present: Councillor Kyle (Chairperson); Alderman Sandford and Councillors Attwood, Johnston, Nicholl and Walsh.

External Members: Mrs. O. Barron, Belfast Health and Social Care Trust; Mr. S. Brennan, Voluntary/Community Sector; Mr. K. Gibson, Church of Ireland; Mr. P. Mackel, Belfast and District Trades Union Council; and

Mr. P. Scott, Catholic Church.

In attendance: Mrs. R. Crozier, Assistant Director; Ms. N. Lane, Good Relations Manager; Mrs. M. Higgins, Senior Good Relations Officer; Mr. I May, Peace Programme Manager; and Mrs. S. Steele, Democratic Services Officer.

Apologies

Apologies were reported on behalf of Mrs. A. Chada, Mrs. J. Hawthorne, Mrs. M. Marken and Mrs. G. Duggan.

Minutes

The minutes of the meeting of 9th January were taken as read and signed as correct.

Declarations of Interest

Mr. S. Brennan declared an interest in that he was undertaking some temporary employment with the Housing Executive.

Update on the Bonfire Programme

The Partnership considered the following report:

“1.0 Purpose of Report or Summary of main Issues

To ask Members to consider the option presented in relation to the 2017 good relations approach to bonfires and agree that this be recommended to the Strategic Policy and Resources committee for approval. This option has been developed in line with the principles agreed by the Partnership in November 2016 and is based on feedback from elected members, stakeholders and participating groups.

77 Shared City Partnership, Monday, 13th February, 2017

2.0 Recommendations

2.1 That members of the Shared City Partnership consider the option presented and agree that this be recommended to the Strategic Policy and Resources committee for approval.

3.0 Main Report

Belfast City Council Approach to Bonfires

Background

3.1 The Good Relations approach to bonfires is only one of seven workstreams that aims to address some of the challenges emanating from bonfires including community safety, good relations, environmental and cleansing issues. Other Council units and statutory partners are leading on addressing those issues that are relevant to their own particular area of expertise.

3.2 Crucially, all of these units and partners are working together on a programme of work which is being delivered on a collaborative basis. Thematically, these workstreams include:

 Interagency approaches  Good Relations ‘Bonfire Programme’  Develop consultation framework for cultural expression activities  Beacons and creative approaches  Enforcement and cleansing (tyres)  Priority site delivery plans  Area engagement and operational delivery

Bonfire Programme Review

Background

3.3 Council has delivered a good relations led programme to support the better management of 11 July bonfires and the provision of alternative activities to 8th August bonfires for over 13 years. There has been substantial progress in engagement with hard to reach groups and tackling environmental, community safety and good relations issues over this time.

The Good Relations Unit has engaged in consultation over the past two years with elected members, participating groups and other partners on how to develop the current programme.

78 Shared City Partnership, Monday, 13th February, 2017

Much of the feedback identified the fact that current approach has reached a transition point and that change should be introduced.

3.4 At the November 2016 meeting of the Shared City Partnership, members agreed 8 principles / guidance which should be used in developing options for 2017 approach. These principles have been used to inform the emerging options and vision for the programme.

 Agree a vision for the Programme – This should reflect support for safe, positive, inclusive forms of celebration.  Change the name of the programme from Bonfire programme to reflect the vision.  Support the use of beacons and other creative forms of cultural expression where possible  Offer support for the positive expression of culture within the PUL community through a capacity building programme that includes area cultural networks  Introduce indicators which are separated from the burning of flags and emblems on 11 July  Recognise that the issues addressed by groups associated with August bonfires are not related to good relations outcomes and should be supported accordingly.  Recognise that the wider issue of bonfires and cultural celebration is a complex issue. A further set of principles should be developed that will underpin all activity funded through this programme (a similar approach was used to agree principles for Decade of Centenaries commemorations).  Recognise that cultural celebrations operate with different levels of support and participation in communities. An approach should be developed to measure levels of support and engage with residents.

Future Vision

3.5 The suggested vision for 2017, which is in line with the Belfast agenda is as follows:

Belfast is a welcoming, safe, fair and inclusive city for all. Belfast is a place which supports positive, respectful expressions of culture that value diversity and encourage participation.

The long term approach should provide a funding resource for community celebrations that promote positive cultural expression or that promote shared cultural space. Groups

79 Shared City Partnership, Monday, 13th February, 2017

that have accessed funding through the bonfire programme would still access this resource.

Emerging option

3.6 Members will note that developing an agreed approach to bonfires is a sensitive issue and the following option has been developed to provide an approach that will have widespread political support. The Shared City Partnership has stated its desire to inform the development of approaches to contentious issues and the approach to bonfires provides an opportunity to do this.

3.7 The option to cease delivery of a good relations approach is not recommended as all evidence suggests there is a strong need for a good relations programme that provides support to develop positive expressions of culture within PUL communities. The need for engagement with this section of the community was reiterated in the findings of the recently completed good relations audit.

3.8 The option to deliver as usual with no change risks reputational damage as Council has engaged a range of stakeholders through different exercises to seek recommendations in relation to future delivery. All of the feedback has indicated a need for change and points to the fact that the programme is in a period of transition. There is an onus on Council to take this opportunity to lead a change in approach.

3.9 Option for 2017 Approach – should include the following elements as standard:

 Promote the use of beacons, which will be delivered in line with an agreed selection criteria and on an area basis, where possible  Provide support for the positive expression of culture within the Unionist and Loyalist community through a capacity building, training and awareness raising programme.  The programme should adopt an Outcomes Based Accountability (OBA) approach with identified outcomes and indicators. These should include: Increase in the % of participants who respect and understand the culture of another background, increase in the % of participants who think that their cultural identity is respected by society  Support creative approaches to expression of culture within Unionist and Loyalist communities, this should include use of art forms.

80 Shared City Partnership, Monday, 13th February, 2017

 Support networking forums which bring groups from all communities together to raise awareness of cultural diversity, deliver training and support positive change  August groups should be supported through other resources within the City & Neighbourhood Services Department.  The programme should be renamed – Bonfire and cultural expression programme

3.10 In addition, it is recommended that the following approach should be agreed in relation to programme grant aid:

 Provide a total resource of up to £1,750 to 35 groups. There would be an initial grant of £1,250 for a community event or festival activity. £875 would be paid to groups initially.  An additional incentive of £500 would be made available for activity from July – March for groups that met the guidelines of the programme.  Groups will agree to meet the guidelines of the programme in relation to accessing training and having sites that are free of tyres, flags and paramilitary displays.  If groups fail to meet this criteria they will be ineligible to participate in the 2018 scheme. It is recommended that a review panel, composed of members of the Shared City Partnership should review the involvement of groups in the programme and how they have met the good relations outcomes.

Pros

 Includes incentive to participate in programme and promote positive behavior  Supports cultural expression over a longer period than the summer months  Clear promotion of good relations outcomes

Cons

 Challenging to monitor sites after 8pm on 11 July  High level of administration  Reduction in initial value of funding available

Policy Context

Members will note that the above option will operate alongside the development of policy from the pieces of work below:

81 Shared City Partnership, Monday, 13th February, 2017

 Community Relations Council is commissioning a scoping exercise on bonfires with SOLACE – this work hopes to identify common approaches and issues in relation to bonfires across all council areas in NI.  Commission on Flags, Identity, Culture and Tradition – the Commission will produce a report by December 2017 which will include recommendations in relation to issues of direct relevance to this programme.  Programme for Government – the outcomes that relate to the programme for government are being developed. At present, the indicator in relation to reconciliation is % the population who believe their cultural identity is respected by society. This is of direct relevance to this area of work.

Financial & Resource Implications

3.10 To date no budget has been finalised. However, an initial provision of 156k has been made though officers are still negotiating and working with partners to obtain funding. Both suggested options can be delivered within this budget.

NIHE have secured an additional £50,000 which they are using to develop additional bonfire beacons that may be available for use through the current programme. NIHE have also advised that they will provide the current funding of 35k in addition to the beacon resource.

If there are a large number of applications to participate in the programme, officers will update the Shared City Partnership and consider reallocation of the programme budget to support the participation of new groups.

Equality or Good Relations Implications

3.11 The Bonfire Programme aims to promote the positive celebration of culture which will have a positive impact on good relations. This is a sensitive issue and the detail of any agreed programme will have to be equality screened.”

The Senior Good Relations Officer reminded the Partnership that it had previously agreed that it would develop a medium to long term strategy to implement changes to the Bonfire Programme and she proceeded to outline the proposed options for the 2017 Bonfire Programme.

The Chairperson advised the Partnership that correspondence had been received from another Member with suggested additions to the options for the 2017 programme and the Senior Good Relations Officer proceeded to outline these.

The Members considered the proposed options in conjunction with the suggested recommendations and additions. Following consideration the Partnership recommended

82 Shared City Partnership, Monday, 13th February, 2017 to the Strategic Policy and Resources Committee that the options as outlined in the report be approved.

The Partnership recommended also that the three suggested additions be included as follows:

1. the review panel should be comprised of Members of the Shared City Partnership and include representation from the Independent Members and Elected Members. It was suggested that the review panel membership would be the Chairperson, Vice Chairperson and an Independent Member of the Shared City Partnership. 2. a process would be created to recognise best practice in cultural programmes and events amongst participating groups; and 3. a complementary process would be developed for hard to reach groups that were not currently in a position to sign up to the aims of the programme. This approach would operate through an expression of interest and would provide an opportunity to develop knowledge and skills particularly amongst young people.

Presentation on the Local Development Plan

(The Urban Development Officer, Urban Design Officer and Senior Planning Officer attended in connection with this item).

The Partnership was advised that the Council was responsible for developing a Local Development Plan (LDP) for Belfast. This involved working with local people to create a clear vision of how the Council area could be developed and give consideration as to what it might look like in years to come.

The Partnership was advised that a Preferred Options Paper (POP) had been prepared as part of the LDP process. It was intended to promote debate on issues of strategic significance which might influence the preparation of the new LDP and was also viewed as a key opportunity for the public to shape the future plan.

It was reported that the POP summary paper outlined four strategic aims for growth and development in Belfast for the period to 2035 linked to the aspirations within the Belfast Agenda (copies of the POP Summary Document were circulated at the meeting).

The Partnership was informed that a twelve week consultation exercise on the POP had commenced on 26th January and closed for responses on 20th April. Given that the POP aimed to promote debate on strategic issues which would influence and shape future development in Belfast, the Partnership Members were encouraged to participate in the consultation exercise, and they were also asked to promote awareness of it. The Partnership was advised that more information in respect of the LDP and the POP was available on the Council’s website here and that the consultation document was available for access here.

Several Members reiterated the importance of good relations, community relations and diversity within the emerging LDP and it was suggested that the LDP be added to the agenda for the forthcoming workshop on the Belfast Agenda. The Good

83 Shared City Partnership, Monday, 13th February, 2017

Relations Manager advised that it was proposed to hold this immediately following the March meeting of the Shared City Partnership and confirmed that officers would be in contact to confirm the details.

Update on Peace IV

The Partnership considered the following report:

“1.0 Purpose of Report or Summary of main Issues

1.1 To update the Partnership on the application for funding for a Belfast Local Action Plan under the PEACE IV Programme.

2.0 Recommendations

2.1 Members are asked note the revised timescale for the Stage 2 bid and reworked approach to the Shared Space theme.

3.0 Background

3.1 Council submitted an application for funding for a Local Action Plan for Belfast under the PEACE IV Programme focusing on three key themes of Children & Young People; Shared Spaces & Services and Building Positive Relations. The bid is for approximately €17 million to be delivered from 2017 to 2021. The bid was submitted to the Special EU Programmes Body (SEUPB). Council’s initial bid was approved by the PEACE IV Steering Committee (with an initial score of 72%) and Council submitted a more detailed Stage 2 application in September.

4.0 Key Issues

4.1 SEUPB has now indicated that due to the significant financial allocation for the Belfast bid the assessment process requires additional levels of scrutiny and assurance before the Plan can be presented to the PEACE IV Steering Committee. The Belfast Plan has an allocation of €17 million, more than twice the amount of the next largest Plan (Derry & Strabane).

4.2 The assessment process for the Belfast Plan requires approval by the accountable central government departments as well as SEUPB. Given the additional requests for information and clarification from SEUPB it is anticipated that the assessment and approval process will now be completed within 3-4 months of submission.

4.3 Council staff are now progressing this with SEUPB and specialist consultancy support to ensure completion of the assessment process and timely implementation of the Plan.

84 Shared City Partnership, Monday, 13th February, 2017

4.4 The original Plan timetable envisaged work commencing in the 17/18 financial year so it is anticipated that the revised timescale should not unduly impact upon the delivery of programmes under the Plan.

Shared Space Theme - Key Issues

4.5 The proposal as submitted included scope for infrastructure/ capital works as well as programming costs. The exact locations for the proposed signature civic space and satellite environmental improvement schemes were to be identified in Phase 1 of the works which was planned to run until September 2018. Criteria for selection included as a minimum feasibility; deliverability; sustainability and affordability of proposals along with contribution to the specific PEACE IV Programme objectives and desired results; transformational potential, quality of design and value for money. Completion of all activity under the theme was anticipated by December 2021.

4.6 SEUPB has now requested additional detail on the Shared Space element of the proposed Local Action Plan for Belfast including identification of target locations for the proposed capital element with a redrafted bid to be submitted to them by the end of January. SEUPB have indicated that they expect target locations to have a clear and demonstrable peace and reconciliation focus in line with the criteria detailed above and expect the Belfast Plan to target significant interface areas.

4.7 Senior Officers were briefed on feedback from SEUPB on the application in January and discussed options around further development of the Shared Space proposal. It was agreed that the methodology and approach as outlined in the bid were still relevant and appropriate but that the identification of target locations for the proposed capital element would need to be accelerated to meet SEUPB’s timetable and requirement for up front identification of specific locations.

4.8 In discussion of the options consideration was paid to a number of capital schemes at varying stages of development that are seeking funding. However given the call criteria as outlined above significant potential was identified for the focus of delivery to be put on the Springfield Road interface which remains the longest physical barrier in the city. The approach would involve developing a corridor of shared space via key locations at Springfield Dam, Paisley Park and the Invest NI land on the former Mackie’s site.

85 Shared City Partnership, Monday, 13th February, 2017

4.9 Activity under the Shared Space theme would focus on creating and improving linkages between, and increasing usage of, significant assets within the area, promoting shared space within the particular local context as well as complementing existing and proposed new developments in the area. This approach would be reflected in the allocation of programming and capital works undertaken under this theme.

Other Areas of the City

4.10 In addition to this signature proposal resources would also be deployed under this theme to explore developing similar approaches in other significant areas of the city, e.g. Girdwood, Cultural Corridor, City Centre Gateway sites etc to work with local communities on identifying and planning for other shared spaces and their long term management, programming and sustainability, building upon the existing assets and relationships in the area.

4.11 Areas to be prioritised for involvement would be those that are continuing to deal with legacy issues arising from the conflict and suffering from high levels of social deprivation including poverty, low educational attainment, barriers to improved employability and increased economic activity, mental health and wellbeing issues and disability.

Programming

4.12 Throughout the engagement and design stages and in the identification and agreement on principles of shared space specific consideration will be paid to the impact of parades; flags, emblems, graffiti and other related issues upon successful design and creation of shared spaces as well as the ongoing programming and management of shared spaces. This will be done through creative use of planning scenarios; visioning and other techniques to facilitate discussion. The same approach will apply to the linked satellite spaces developed under this theme.

4.13 Communities would be assisted to build local capacity in terms of action planning, animating and managing shared spaces and would provide an opportunity to link in with Council’s approach to community asset transfer.

4.14 Activities would involve

 Support for technical assistance for visioning and planning purposes.

86 Shared City Partnership, Monday, 13th February, 2017

 Regular knowledge exchange and best practice events so that learning can be shared across the city and to identify potential for innovation and collaborative work.  Agreement of Shared Space Principles and identification of Environmental Improvement locations and civic space site.  Diversity Awareness/ Good Relations training/ events  Animation/ Placemaking Events/ site tours  Scenario Planning/ Visioning/ Discussion & Debate Support for technical assistance for Design/ Programming/ Management/ Sustainability.  Initial Draft Designs/ Concept - EI Schemes  Development of Good Relations Toolkit and Guide for shared spaces  Ongoing Evaluation

The approach as outlined above has been considered by members of the Strategic Policy & Resources Committee and ratified by Council at its February meeting.

4.15 Financial & Resource Implications

100% funding is available under the PEACE IV Action Plan for supported activities deemed eligible and compliant by the Managing Authority.

5. Equality & Good Relations Implications

5.1 The Plan’s design and implementation is intended to help promote equality of opportunity and good relations within the city so the Plan has been screened out on the basis that the screening exercise identified major positive impacts across Section 75 grounds which are considered as impacts that would help to promote equality of opportunity and good relations.”

The Partnership was informed that Mr Isaac May, Peace Programme Manager, would be leaving the Council at the end of February.

The Chairperson, on behalf of the Partnership, thanked Mr. May for the contribution which he had made during his thirteen years with the Council and wished him every success in his new role.

The Partnership noted the revised timescale for the Stage 2 bid and the reworked approach to the Shared Space theme.

Good Relations Action Plan 2017/18

87 Shared City Partnership, Monday, 13th February, 2017

The Good Relations Manager reminded the Members that, each year, the Council submitted an annual Action Plan to The Executive Office (TEO) based on the good relations audit in order to draw down funding for the Good Relations work of the Council. The Action Plan would be 75% funded by TEO, while the remaining 25% had been included in the Council’s 2017/18 budget. She explained that correspondence had been received advising that the Action Plan must be submitted by 27th February in order to be scored and assessed.

She advised that the format of the action plan submissions had been revised by TEO and this allowed for easier management and reporting of projects, particularly in relation to the achievement of outcomes. The District Council’s Good Relations Programme (DCGRP) used an Outcomes Based Accountability (OBA) approach which allowed for complementarity with the emerging Belfast Agenda.

She reminded the Partnership that it had indicated that it would welcome greater involvement in the development of the Action Plan and this had been facilitated through various engagement opportunities that had been provided in the development of the recent good relations audit and codesign of the Plan. She advised that the Programme bid to TEO totalled £680,000, with £510,000 being requested from TEO. The Council had made provision to support good relations activity within the estimates for 2017/18.

The Partnership agreed to recommend to the Strategic Policy and Resources Committee that it approves the Good Relations Action Plan 2017/2018 for submission to TEO. The Partnership also noted that the Action Plan submission would be subject to alteration and amendment during the assessing and scoring process which would be undertaken by TEO and that the Partnership would be notified of any changes in the final approved Action Plan at a later date.

Good Relations Grants 2017/18

The Good Relations Manager reported that, by the closing date, a total of 49 applications for the Good Relations Small Grants Fund had been received, requesting a total of £295,000. Forty-seven applications, seeking a total of £183,000 from the Planned Intervention Fund, had been received also.

The officer advised that the budget for the Planned Intervention Fund originated from The Executive Office (TEO). It was funded 100% by the TEO and was administered on their behalf by the Good Relations Unit. The Good Relations Small Grant Fund reflected the Together: Building a United Community Strategy and was co-funded by TEO (75%) and Belfast City Council (25%) through the District Council Good Relations Programme.

The Good Relations Officer pointed out that it was unlikely that the Council would receive a letter of offer from TEO by April and, with the projects due to commence at the beginning of April, the Council was in a position where it would have to issue Letters of Offer at risk. She advised that the Council had received a commissioning letter from TEO, which confirmed that the letter of offer for the programme would be issued early in the financial year. Accordingly, she recommended that, in order to support the delivery of the good relations programmes in local communities from the beginning of April, the

88 Shared City Partnership, Monday, 13th February, 2017

Partnership recommend to the Strategic Policy and Resources Committee that the Letter of Officer could be issued at risk once the awards had been approved.

She also advised the Partnership that the issue as to how grants should be administered had been identified in the recent good relations audit and a move towards delegated authority had been recommended. She reported that officers were requesting that the Partnership recommend the use of delegated authority for all grants administered by the Good Relations Units. The Director of City and Neighbourhood Services would be required to approve the grant awards under delegated authority and a paper listing the awards would be submitted to the earliest Shared City Partnership meeting for notation.

The Partnership agreed to recommend to the Strategic Policy and Resources Committee that it approves the use of delegated authority for grants administered by the Good Relations Unit and also to issue Letters of Offer to successful applicants at risk if necessary.

Response to the Commission on Flags, Identity, Culture and Tradition

The Partnership was reminded that, representatives from the Commission on Flags, Identity, Culture and Tradition, had made a presentation to the Shared City Partnership at its meeting held on 5th December 2016. At this meeting, the Commission had outlined its role, process of engagement and the timescale for the Commission to report back to the Executive.

The Partnership had subsequently agreed to forward the relevant information to the Commission to assist with its works but agreed that this would not be a formal submission but would consist of outcomes/information gathered from previous relevant Council evaluations and workshop events.

The Good Relations Manager drew the Members’ attention to the proposed correspondence and following consideration the Shared City Partnership agreed the correspondence as a response to the current engagement being undertaken by the Commission on Flags, Identity, Culture and Tradition.

Update on T:BUC DOJ Funding 2017/18

The Good Relations Manager updated the Partnership on the invitation from the Department of Justice (DoJ) to submit an application for funding regarding interface working within the Council for 2017/18.

She reminded the Members that the Council was currently availing of a £28,000 funding contribution from the DoJ managed T:BUC/Fresh Start monies for 2016/17. She reported that the funding was being used to deliver work around interfaces that supported the T:BUC headline action on barrier removal and included the delivery of a workshop with the Shared City Partnership on interface working within the Council and technical assistance towards the Council-supported application for funding by the Black Mountain Shared Space group to SEUPB (under PIV) for the development of the Finlay’s site as a shared space.

89 Shared City Partnership, Monday, 13th February, 2017

She reported that the Council’s Interfaces Internal Officer group had identified a shortlist of 7 priority interface sites that could benefit from good relations-led interventions, and officers had been attending the Council’s Area Working Groups to advise them of the T:BUC funding opportunity for 2017/18 and to seek agreement on the priority shortlist of sites.

The Partnership noted that the Executive Office and the Department of Justice were keen that the Council would avail of T:BUC/Fresh Start funding opportunities for 2017/18 (managed by DoJ).

The Good Relations Manager highlighted that there was no definite criteria re: the T:BUC funding and also that there was a series of constraints with regard to the potential funding stream, including the following:

 funding was allocated on an annual basis which restricted what could be planned and delivered within one year: and  decision on funding bids would not be provided until after the June monitoring round (therefore monies would not be received until July at the earliest, which would leave a delivery period of only 7- 9 months).

The officer also asked the Partnership to note that due to the Council’s lack of ownership of interface/security barriers in the City, it would be challenging to deliver any small-scale environmental or art-led projects at interfaces.

The Partnership noted that the Director of City and Neighbourhood Services had forwarded correspondence to the DoJ relaying these concerns, whilst also confirming the Council’s interest in working in partnership to try and address interface issues.

The Partnership was reminded that a workshop had been arranged on Tuesday 21st February to looks at interface working within the Council. It was anticipated that this workshop, subject to political approval, could provide a forum where potential projects and themes for the application for 2017/18 could be considered, along with the suggestions from the Area Working Groups.

The Partnership:

 noted the opportunity for a potential application to the DoJ for Interface Working for 2017/18 funded through the T:BUC;  agreed that any potential projects or themes of work, including the suggestions from the Area Working Groups would be brought forward through the Shared City Partnership Workshop which would be held on 21st February; and  noted that the timescale of submission to the DoJ was likely to be the end of February 2017 and that political approval was required.

90 Shared City Partnership, Monday, 13th February, 2017

Update on the Mural Transformation Programme

The Partnership considered the following report:

“1.0 Purpose of Report or Summary of main Issues

1.1 To update members of the Shared City Partnership on the Mural Transformation Programme.

2.0 Recommendations

2.1 That Members recommend to the Strategic & Policy Resources Committee that funding of up to £5,000 be awarded to the following groups.

 St. Patrick’s FC to erect a mural at 43 New Lodge Road on a wall which is currently used for anti-community and negative political graffiti.  North Belfast Alternatives to support a reimaging project in the Ballysillan Road area that aims to address issues of demarcation in the local community.

3.0 Main report

Key Issues

3.1 Members will recall that it had allocated up to £20,000 towards a mural transformation programme at its meeting on the 11th April, under the theme Our Safe Community, within the current Good Relations Action Plan.

3.2 At its meeting in October, the Partnership approved funding for one project which had been successful under the open application process which had been undertaken with regard to this programme. In addition, Members had requested that officers report back with proposals to reallocate the remaining budget within this overall programme.

3.3 At its November meeting the Partnership awarded up to £5,000 towards the removal and transformation of a UVF mural in East Belfast as well as £2,900 from this programme towards repairs to an art piece on Northumberland Street. There is therefore around £7,000 remaining within this overall budget. There is an additional underspend of £3,000 in the overall good relations budget, this leaves an overall total of £10,000 which officers are requesting be allocated to the two projects below.

91 Shared City Partnership, Monday, 13th February, 2017

3.4 The wall at New Lodge Road is a focal point for graffiti which is perceived by the local community as offensive and at times aggressive. The opportunity to replace this with a positive image is consistent with the criteria of the overall Mural Transformation Programme that was previously agreed by Members. A copy of the proposed image is attached in Appendix 1.

3.5 The Mural Transformation Programme sits within the Safe Community theme of the Good Relations action plan and aims to address the need to reduce physical markings.

3.6 In seeking alternative proposals officers were approached by North Belfast Alternatives who have developed a project that will support the use of hanging baskets rather than flags in the Ballysillan area of north Belfast. This project will meet the need of reducing physical markings and is an innovative approach that, if successful, could be modelled in other areas.

Financial & Resource Implications

3.7 Funding to carry out this work is available through existing resources. Permission has been received by the Council from the home owner and a suitable sporting image of the local club has been developed which would meet the criteria for replacement, as detailed below. The GR Unit will work with Belfast City Council, Parks section and Transport NI in relation to the erection and maintenance of the flower baskets.

Equality or Good Relations Implications

3.8 This area of work is part of the overall District Council Good Relations Programme, which seeks to promote good relations.”

The Partnership adopted the recommendations.

Date for Workshop on the Belfast Agenda and Local Development Plan

The Partnership agreed that a workshop on the Belfast Agenda and, as agreed earlier in the meeting, Local Development Plan would be held immediately following the March meeting of the Shared City Partnership.

Chairperson

92 STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Review and purpose of the Diversity Working Group

Date: 17th February 2017

Reporting Officer: Suzanne Wylie, Chief Executive Nicola Lane, Good Relations Manager Contact Officer: David Robinson, 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 For Members to agree the future and purpose of the Diversity Working Group.

2.0 Recommendations 2.1 The Committee is asked to:  Consider the background to the Working Group, as set out in this report, consider the options regarding its future and purpose, and decide on which option meets the current needs of the Council.

3.0 Main report Key Issues 3.1 Members will know that at an earlier meeting of the Diversity Working Group, some Members sought some clarification on the role of the group and its current purpose. Officers undertook to report back on this issue with options for the future and purpose of the Working Group.

3.2 Members will be aware that in 2011 the Historic Centenaries Working Group (HCWG) was established to support Members in considering how to navigate our way through the impending Decade of Centenaries that was about to begin. The Membership consisted of the Elected Members on the Good Relations Partnership (GRP) as well as an additional party nominee. The purpose of the group was to provide a space to discuss potentially sensitive and divisive issues in relation to the Decade of Centenaries, within a small group setting. It was to be separate to the GRP so as to be for elected Members only. The GRP has 16 external members and it was felt that space was needed for the political parties to have their own space to explore the issues that were coming down the line in relation to the Decade of Centenaries.

3.3 Throughout 2011, the HCWG considered numerous items in relation to the Decade of Centenaries, agreed a series of Principles under which the Decade would operate and also agreed on an outline chronology of events to be commemorated.

3.4 The group reported into the Strategic Policy and Resources Committee and any resource allocation for events and activities was agreed at the SP+R stage.

3.5 In January 2012, it was agreed that the Party Group Leaders would meet with the HCWG over a defined period of time to undertake a wider exploration on the development of a more comprehensive Council Diversity Strategy. This Group was called the Joint Diversity Working Group. At that stage, the purpose of this was to undertake an intensive series of workshops to generate maximum consensus on a range of sensitive impending issues such as: - The Queens Diamond Jubilee celebrations - The Equality Impact Assessment on the flying of the Union Flag over City Hall - The Equality Impact Assessment on memorabilia and displays within City Hall - Further work around the Decade of Centenaries - The marking of Operation Banner - Language issues

3.6 This group again reported up to SP&R and considered much of what has now been agreed in relation to the Decade of Centenaries programme and the City Hall Memorabilia project, both of which are now under way.

3.7 During most of 2014, the group did not meet, due to many factors including elections, Local Government Reform and changes in personnel. However in late 2014, throughout 2015 and this year there have been regular meetings of what is now simply referred to as the Diversity Working Group. 3.8 In this latter period, the Working Group has continued to support officers on the Decade of Centenaries programme along with other commemoration type events. However, the Working Group has also become the focal point for a variety of additional requests for commemorative activity including stained glass windows and other commemorations such as the Blitz, statues and other matters.

3.9 Members have expressed a desire that there needs to be a refocus on the decade of centenaries and highly sensitive issues facing the Council and the City with adequate time allowed for discussion. They also expressed the view that the representation on the current DWG does not necessarily allow this to happen effectively.

Options for the future of the Working Group 3.10 Option 1: Continue with the Diversity Working Group in its current format, as a way of providing a space into which Members can raise issues to do with commemorations, historic issues and other related topics. Option 2: That the resource intensive and highly sensitive areas facing Council and the City be discussed in the Party Leaders’ Group and then taken to SP&R for a decision. Option 3: That the Diversity Working Group is brought to a conclusion and a historic Belfast working group is established to prioritise historic events and related issues. This would mean it would move away from a Good Relations focus. Good Relations would be discussed by Party Leaders and SP&R.

Financial and Resource Implications 3.11 There are no financial or resource implications as a result of the contents within this report, however a space for Members to locate requests for additional commemorative activity will need to be clarified. This should be factored into the wider review of commemorations that will be developed in the near future.

Equality or Good Relations Implications 3.12 The purpose of this report is to deem whether it is necessary to continue with the Diversity Working Group and as such is a structural issue. There are no Equality or Good Relations implications as a result of this report. If anything it is a sign of strength that dealing with difficult issues can be achieved within existing Council structures.

4.0 Appendices – Documents Attached None

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Northern Ireland Equality & Diversity Gala and Awards 2017

Date: 17 February 2017

Reporting Officers: John Walsh, Town Solicitor; Jill Minne, Director of Organisational Development

Contact Officer: Lorraine Dennis, Equality & Diversity 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 seek approval to purchase tickets for the Northern Ireland Equality & Diversity Gala and Awards 2017, due to be held in the City Hall on Friday, 31st March 2017. Belfast City Council has been short listed for an award to be presented at the event.

2.0 Recommendations

2.1 The Committee is asked to:  Note the Council’s short listing  Approve the attendance of nominees at this event (maximum of ten)

3.0 Main report

3.1 Background The inaugural Legal-Island Northern Ireland Equality and Diversity Gala and Awards are due to be held in the City Hall on Friday, 31st March 2017. The Council submitted an application for the accompanying award, which will be will be presented to the outstanding organisations who are pioneering new standards of equality and diversity practices and driving the diversity agenda in Northern Ireland. This year the focus of the award competition will be on ethnicity, nationality and race. The three award categories are the private sector (SMEs and large employers); charity/not-for-profit; and the public sector.

3.2 Key Issues The Council has been short-listed for the public sector award, following the successful submission of the application form. Our application provided an insight into the range of services and policy initiatives we provide to promote equality and diversity, including examples from Legal and Democratic Services; HR/OD; Tourism, Culture and Arts; Community Services; Community Safety and the Good Relations Unit. Assessment continued with an interview on 20th January 2017, attended by Catherine Christy, HR Manager, Nicola Lane, Good Relations Manager and Lorraine Dennis, Equality and Diversity Officer. The winner will be announced at the Legal-Island Northern Ireland Equality and Diversity Gala and Awards, due to be held in the City Hall on Friday, 31st March 2017.

3.3 Permission is sought for the Council to purchase tickets for the event. The following options are available:

i. Cost of one table (ten places) is £1000 + VAT (£100 per ticket + VAT). ii. Individual tickets are available at a cost of £120 + VAT.

3.4 It is recommended that event attendance reflects the areas of work submitted in the application, main party attendance and officers.

1. Committee/Partnership Chairs (or Vice-Chair)  Cllr John Hussey, Chair of Strategic SP&R  Cllr Matt Garrett, Chair of People & Communities Committee (Community Services and Community Safety)  Cllr Aileen Graham, Chair of City Growth Committee (Tourism, Culture and Arts)  Cllr John Kyle, Chair of Shared City Partnership (Good Relations) 2. Two further Elected Members should be nominated to reflect attendance of all the main parties at the event. 3. Relevant Officers involved in the application should also be considered for attendance, up to a maximum of four. 3.5 Financial & Resource Implications As detailed at 3.3.and 3.4 the total cost will not exceed £1,000 + VAT which will be from within the existing budget.

3.6 Equality or Good Relations Implications This will support and highlight our commitment to equality and good relations.

4.0 Appendices – Documents Attached

4.1 None

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Volunteering Policy report

Date: 17 February 2017 Nigel Grimshaw, Director City & Neighbourhood Services Department Reporting Officer: Cate Taggart, Community Development Manager Contact Officer: Clare Mullen, Community Resources Unit 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 present for Members approval the attached Corporate Volunteer Policy (Appendix 1) which, alongside our previously agreed Volunteer Charter, strengthens our recognition of volunteers and volunteering within Council and sets out the strategic direction with regard to volunteering for the organisation.

2.0 Recommendations

2.1 The Committee is asked to:  Formally adopt the Corporate Volunteer Policy attached at Appendix 1.  Note the approach and time-frame for the development of corporate procedures to support corporate implementation of the policy

3.0 Main report Key Issues 3.1 The Council currently offers volunteering opportunities across a range of services, the majority of which are now located in the City and Neighbourhood Services Department. Involving volunteers brings many benefits to both the individual involved and to Council. The Volunteering Strategy for Northern Ireland describes volunteering as “the commitment of time and energy, for the benefit of society and the community, the environment or individuals outside (or in addition to) one’s immediate family. It is undertaken freely and by choice, without concern or financial gain.”

3.2 Community Services currently has a Volunteering Framework that outlines its intentions towards its own directly recruited and managed volunteers. Given the involvement of volunteers by other services and sections, and as part of the process to embed the principles in the Volunteering Charter, a cross-departmental working group has drafted the Volunteering Policy which sets out Council’s commitment to volunteering for the organisation. The policy will be supported and implemented by the development of robust procedures which will be developed as part of a cross service task and finish group action plan. To ensure best practice, this work will be supported by Volunteer Now.

Volunteer Charter 3.3 Following the agreement by Members to the Volunteer Charter a cross-departmental task and finish group (lead by Community Services in partnership with Volunteer Now) was established to develop an implementation plan in order to embed the Charter principles in the practice of those services involving volunteers.

3.4 In September 2015, the group undertook a scoping exercise to identify the extent of volunteer involvement across Council departments and the type of volunteer roles being provided. The recommendation from this exercise highlighted the need for Council to develop a Council policy on Volunteering which will give strategic direction and enable consistency in our approach to managing and recruiting volunteers.

3.5 It was agreed by the officer working group that the current Community Services Volunteering Procedures and Practice manual should form a base-line from which to develop the corporate policy. An initial review of this framework has been completed, and alongside a robust Health check by Volunteer Now, this has informed the development.

3.6 The draft policy covers: . Vision and Values for volunteering within council . Volunteer Roles . Recruitment and Selection of volunteers . Management of Volunteers . Record-Keeping . Insurance . Expenses, and . Training

3.7 Following approval, an implementation plan will be rolled out by the task and finish group on the development of appropriate and robust corporate procedures.

3.8 It is intended that the staff guide on volunteering recently developed by Community Services will be used as a basis for the development of procedures as part of the policy implementation plan.

Financial & Resource Implications 3.9 Any financial resources associated with the policy development will be met within service budgets.

Equality or Good Relations Implications 3.10 There are no equality or Good Relations implications

4.0 Appendices – Documents Attached Appendix 1: Corporate Volunteer Policy

Belfast City Council Volunteer Policy 2016

Volunteering underpins the life of the city of Belfast in youth work, sports clubs, faith based groups, events, older people’s work, community and environmental groups and much more. There is a long tradition of Belfast City Council supporting volunteering and involving its citizens in the work of the Council as volunteers. Volunteering in Belfast is about people choosing to give time to others and their communities so making the city a better place to live. This policy recognises and supports volunteering and works to enhance the positive contribution it has in reducing inequality and strengthening bonds between people across the City.

In producing this policy Belfast City Council seeks to create an enabling and facilitating environment for volunteering within the Council in order to improve the quality of volunteering.

While the Council plays a key role in building community capacity and providing civic leadership this policy is about volunteers involved directly by Belfast City Council. Further work is planned to enhance the Council’s role as an enabler of volunteering in partnership with other organisations.

Volunteering is defined as “the commitment of time and energy, for the benefit of society and the community, the environment, or individuals outside (or in addition to) one’s immediate family. It is unpaid and undertaken freely and by choice’.1

This policy development is an opportunity for Belfast City Council to reaffirm our vision for volunteer support, improve our practice and work in partnership with colleagues to extend this approach across the Council. It also outlines the principles on which the relationship between a volunteer and Belfast City Council is based.

1 Introduction 1.1 The volunteering relationship is based on trust and involves no obligations associated with employment. No payment, other than the reimbursement of agreed out-of-pocket expenses is made.

1.2 Belfast City Council involves volunteers in its work. Volunteers add value to the work of paid staff and play an important role in delivery of the Belfast Agenda. Volunteering should be a mutually beneficial experience with the organisation, volunteers and service users all benefiting.

1.3 Individuals will be volunteering in an organisation that is committed to equal opportunities and diversity. This commitment is reflected throughout the organisation’s policies and practices.

1.4 This policy and associated procedures are designed to embed good volunteering practice and contribute to its consistent application across the Council.

1.5 By providing a positive, high quality volunteering experience, Belfast City Council will be better placed to attract, involve and retain volunteers.

1.6 Volunteers involved with Belfast City Council have a direct impact on the life of the city as well as supporting the delivery of the Belfast Agenda through:

 Delivery of programmes for children and young people;  Delivery of older people’s services;  Community based activity;  The arts;  Sport and Leisure activities;

1 “Join In, Get Involved: Build a Better Future. The Volunteering Strategy and Action Plan for Northern Ireland”, Department for Social Development, March 2012 1  Parks and the environment ;  Events

2 Vision and Values 2.1 As already noted, Volunteering is defined as “the commitment of time and energy, for the benefit of society and the community, the environment, or individuals outside (or in addition to) one’s immediate family. It is unpaid and undertaken freely and by choice’.2

2.2 Belfast City Council values volunteer involvement in its work as an expression of active citizenship. We recognise the integral role volunteering plays in delivery of the Belfast Agenda through supporting Living Here, Working and Learning, City Development and to a lesser extent Business Development.

2.3 We support and encourage volunteering that builds connected, cohesive, competitive and confident communities.

2.4 Belfast City Council values the involvement of volunteers in our work as they help reflect the interests, needs and resources of the communities we serve. Volunteers bring a unique perspective; they are part of our team, with a distinctive but complementary role alongside paid staff. Involving volunteers enables us to enhance the benefits we can offer to citizens.

2.5 We value volunteering across the community and recognise the important contribution volunteers make to all aspects of community life as well as the many vital services which they deliver. As a funder of community and voluntary sector organisations we seek to encourage a local environment which supports volunteering to grow.

2.6 Volunteering is a mutually beneficial experience. Belfast City Council benefits from the skills, experience and enthusiasm of volunteers. In turn we believe that volunteers should gain personal benefits, such as improved health and wellbeing and skills development from their volunteering experience. We are committed to managing volunteers in a way that ensures the needs of both parties are met.

2.7 Belfast City Council strives to be a diverse and inclusive organisation operating within a diverse and inclusive city. As part of this we are committed to ensuring equality of access to high quality volunteer opportunities and equality of treatment for our volunteers in all our policies and practices.

3 Volunteer Roles 3.1 Belfast City Council offers a range of roles for volunteers that bring added value to our work. Volunteers are involved at appropriate levels in roles which complement, but never substitute, the work of paid Council staff.

3.2 The role or task of the volunteer is identified prior to the placement of an individual at a given location. All volunteers are provided with a written role description, outlining the purpose, tasks and main expectations of their role. This role is reviewed with their immediate supervisor at least once a year.

3.3 Volunteers will not be asked to fulfil the roles of paid staff in times of industrial action. They may continue with their regular tasks but will not be asked to undertake additional duties.

4 Recruitment and Selection of Volunteers 4.1 Belfast City Council is committed to making volunteering an inclusive process in which people from diverse backgrounds and with diverse skills can participate. We wish to see all sections of the community represented amongst our volunteers. Volunteering opportunities

2 “Join In, Get Involved: Build a Better Future. The Volunteering Strategy and Action Plan for Northern Ireland”, Department for Social Development, March 2012 2 are widely promoted, and we will endeavour to make recruitment and selection materials available in formats accessible to any individual or group, upon request. We aim to review the make-up of our volunteers on a yearly basis to identify and target any under-represented groups.

4.2 Belfast City Council implements a fair, effective and open system in the recruitment and selection of volunteers and treats all information collected in this process confidentially. The acceptance of a volunteer is made on merit, the sole selection criterion being the individual’s suitability to carry out agreed tasks.

4.3 All potential volunteers must complete the appropriate recruitment and selection process for the role they are applying for. Due to the range of roles available within Council this will vary but may include a registration form, a matching meeting, a reference check and a criminal records check in line with Access NI Guidelines.

4.4 The recruitment and selection process is conducted by an appropriately briefed/trained staff member and aims to ensure both parties give and receive sufficient information to assess whether the volunteering opportunities available match the potential volunteer’s interests, skills, qualities and needs.

5 Management of Volunteers 5.1 All volunteers will be managed in line with Belfast City Council’s volunteer management procedures. Belfast City Council aims to reflect the voluntary nature of its relationship with volunteers in all our policies and procedures for managing their involvement. This will involve the following:

. A written letter of welcome which outlines the expectations and responsibilities of both the volunteer and Belfast City Council. . An induction which will begin prior to commencing their voluntary work and continue as required during the settling in period. For one off and short term volunteer role opportunities induction should take place prior to the volunteer beginning the actual volunteer role. o All relevant health & safety training will be provided before a volunteer begins their role. . Appropriate written information on relevant legislation, organisational policies and codes of behaviour. Volunteers will need to provide written confirmation of receipt of this information. . All volunteers are allocated a named member of staff as their supervisor with an alternative identified should the designated supervisor be unavailable. This person will provide day to day guidance on any issue related to the voluntary work. . For longer term roles, there will be a settling in/taster period, the length of which will depend on the nature and hours of the voluntary work. Volunteers are given additional support during this period ending in a review meeting between the volunteer and his/her supervisor to ensure both parties are satisfied with the arrangements. . Regular support to and supervision of the volunteer. The frequency, duration and format of this support and supervision are agreed between the volunteer and his/her supervisor at the end of the settling in/taster period. . The volunteer’s designated supervisor will deal with minor complaints or issues about or by volunteers or their work through the council’s volunteer management support and supervision procedures in the first instance. . However we recognise our duty to protect the well-being and interests of our volunteers, staff and service users and therefore operate a formal complaints procedure in the case of more serious complaints. In the case of particularly serious offences, as specified in the Code of Conduct, for example inappropriate physical restraint, this process may be bypassed and/or the subject of the complaint asked to leave. Where a criminal offence is suspected the matter will be handed over to the police. 3 . Belfast City Council will gather feedback and opinions from volunteers in appropriate ways and on a regular basis. . Provision of adequate and appropriate facilities, equipment and resources to enable volunteers to fulfil their roles.

Record Keeping 5.2 In order to effectively monitor the work carried out by volunteers and how they are managed, a personal file is maintained for all volunteers. This will include contact details and other relevant personal information, the initial application forms, details of the recruitment and selection process, agreements made, hours worked, records of supervision, training undertaken and complaints or grievances received or made. Some of this information and other relevant information may also be recorded in computerised records. All such information is treated in accordance with the Data Protection Act (1998) and volunteers are entitled to inspect all such information pertaining to them. Some information in relation to volunteering may be subject to Freedom of Information.

Insurance 5.3 Belfast City Council will ensure that appropriate insurance is in place to cover the activities of volunteers whilst carrying out their voluntary role as agreed with their volunteer supervisor and recorded in the written role description. Drivers should, however, check with their own insurance company to ensure they are adequately covered whilst using their cars in connection with their voluntary work

5.4 Belfast City Council reimburses volunteers' agreed out of pocket expenses following the Council’s procedure for volunteer expenses. This will require claims to be submitted on a standard Expenses Claim Form and accompanied by proof of expenditure. Full details of rates and methods for claiming will be given at induction.

5.5 Belfast City Council staff required to recruit, select and manage volunteers will be provided with the necessary training.

6 Training 6.1 Belfast City Council is committed to encouraging volunteers to improve their personal and professional effectiveness in order to fulfil their potential.

6.2 In addition to induction training, volunteers and their supervisors will agree appropriate training that is relevant to their voluntary role. All requests will be subject to available funding.

7 Monitoring & Review of the Policy 7.1 This policy is regularly monitored and reviewed on an annual basis to ensure it reflects the nature of volunteering within Belfast City Council and any legislative requirements.

4 STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Members IT Equipment Package

Date: 17 February 2017

Reporting Officer: Ronan Cregan, Director of Finance & Resources

Contact Officer: Paul Gribben, Head of Digital Services

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 This report revisits the IT Equipment package currently on offer to Members in the context of the Council’s recent acquisition of Office 365.

2.0 Recommendations

2.1 The Committee is asked to agree to the following:

Recommendation 1: To provide a HP Elite x2 (or equivalent) as the hybrid device of choice for members.

Recommendation 2: To standardise the models of smartphones supported. Members will be provided with the option of choosing an iPhone 7 (128 Gb) or a Samsung Galaxy S7 in April 2017.

Recommendation 3: Removal of a separate camera from the IT equipment package as it is included with the Smartphone provided.

Recommendation 4: Removal of an external hard drive from the IT Equipment package as Office 365 will provide 1Tb of personal storage when OneDrive for Business is implemented. Recommendation 5: To provide a wireless printer for home use.

3.0 Main report

3.1 The Strategic Policy and Resources Committee, at its meeting on 15 April 2011, agreed to the standardisation of the IT equipment provided to Members. At the time, this delivered an annual efficiency of £13,000 and for a period resulted in a decrease in the resources required to support the varied IT estate.

3.2 The current IT equipment package for members includes:

 Desktop PC & Monitor or Laptop, Monitor, Docking station, Laptop case & lock;  All-in-one printer, scanner and fax machine;  500GB External hard drive;  Blackberry;  Digital Camera (for those Members who do not require a Blackberry);  Members were also supplied with iPads in October 2012

3.3 However, since 2011 the range of IT equipment supplied to Members has become increasingly more diverse as we aim to ensure Members can access information flexibly and from any location.

3.4 To ensure the Council continues to remain at the forefront of advances in technology, Digital Services entered into a Microsoft Enterprise Agreement. This provides access to the rich features of Office 365 which have the potential to deliver a more social, mobile, accessible and information-driven work environment.

3.5 Use of the BCC Office 365 account will provide access to all of the productivity features and benefits of Office 365. Some of the benefits include:

 The ability to install Office on 5 devices and phones,  Exchange Online including provision of a 50 GB mailbox per user, 500 times the current limit,  Skype for Business to connect with other Skype for Business users via instant message (IM), voice calls, and video calls, and letting people know your availability with your online status.  OneDrive for Business providing each user with 1 TB of personal cloud storage (4000 times the current limit for ‘My Documents’) that can be accessed from anywhere and syncs with a PC/Laptop for offline access.

3.6 Digital Services is recommending the provision of HP Elite x2s (or equivalent) as a powerful lightweight portable device that can be used as either a notebook or a tablet. This provides the required level of mobility alongside business grade warranty and support and will replace the need for a separate laptop and iPad.

One of the biggest issues for Members in relation to the management of their iPads is the co-ordination of multiple accounts. This includes windows accounts, Apple ids, email credentials and logon to personal apps. Moving to the HP Elite x2 will simplify business access through a centralised Windows account.

Recommendation 1: To provide a HP Elite x2 (or equivalent) as the hybrid device of choice for members. Which will result in iPads no longer being required.

3.7 9 different makes and models of smartphones are currently supported. We are proposing to rationalise the number of supported smartphones and are recommending the provision of either an iPhone 7 (128 Gb) or a Samsung Galaxy S7 to cover smartphone requirements for the remainder of Members’ term of office.

Smartphone replacement is bound by in year revenue budget constraints, this means that Members’ smartphones will be replaced in April 2017 in line with revenue estimates.

Recommendation 2: To standardise the models of smartphones supported. Members will be provided with the option of choosing an iPhone 7 (128 Gb) or a Samsung Galaxy S7 in April 2017.

3.8 The quality of cameras that come with Smart Phones removes the requirement to provide a separate camera.

Recommendation 3: The provision of a separate camera should be removed from the IT equipment package, as it is included with the Smart phone provided.

3.9 The requirement for external storage devices has been removed as Office 365 comes with 1Tb of cloud-based personal storage.

Recommendation 4: An external hard drive should no longer be provided.

3.10 A wireless printer will be supplied for home use. Printing is also supported through the provision of printing facilities in all of the Party Rooms.

Recommendation 5: A wireless printer will be provided for home use

*Note: A wireless printer has already been supplied to the majority of members.

3.11 Financial & Resource Implications

The proposed option will save £565 per Member.

The replacement of smartphones is bound by in year revenue budget constraints; this means that Members’ smartphones will be replaced in April 2017 in line with revenue estimates

3.12 Next Steps The roll out of the new ICT Equipment Package, if agreed, will begin in March 2017. An installation schedule will be drawn up with officers from Democratic Services.

Several options for training will be available including:  Familiarisation on handover of equipment  Scheduled drop-in clinics  1-2-1 sessions

3.13 Equality or Good Relations Implications

None

4.0 Appendices – Documents Attached

Appendix 1: Office 365 Features

Office Pro Plus  The ability to install Office on 5 devices - PCs or Macs, tablets (Windows, iPad, & Android), and phones.  Office apps  Improved user interface and touchscreen integration  PDF editing  Improved collaboration and document sharing  Integration with SharePoint and OneDrive for Business

Exchange Online  Access to email from Outlook or from a web browser using the Outlook Web App.  Provision of a 50 GB mailbox per user, 500 times the current limit.  Archive and legal hold capabilities, plus unlimited storage, for compliance needs.  Data loss prevention (DLP) policies and policy tips that educate users for additional compliance enforcement in email.

Skype for Business  Hosting online meetings with audio and video using one-click screen sharing and HD video conferencing.  Connecting with other Skype for Business users via instant message (IM), voice calls, and video calls, and letting people know your availability with your online status.

OneDrive for Business  OneDrive for Business provides each user with 1 TB of personal cloud storage that can be accessed from anywhere and that syncs with a PC/Laptop for offline access.  The ability to easily share documents with others inside and outside the organisation controlling who can see and edit each file.  Access to documents from different devices (PC, laptop, tablet or phone).  Ability to share large files.  Documents protected even if a device is lost.

SharePoint Online  Enabling easy access and sharing of documents with SharePoint Online with both internal and external users.

Security and Business Continuity  Rights Management Services enabling restricted access to documents and email for specific people and the ability to prevent anyone else from viewing or editing these documents, even if they are sent outside the organisation.  Provision of geographic-redundancy (Data centres in Dublin and Amsterdam),  Accredited security, Office 365 now holds the UK Government’s “OFFICIAL” level of security accreditation. OFFICIAL includes most public-sector data, and will usually include the kinds of data that were previously UNCLASSIFIED, RESTRICTED, or CONFIDENTIAL.

ACTIVE BELFAST LIMITED BOARD

Monday, 16th January, 2017

MEETING OF ACTIVE BELFAST LIMITED BOARD

(Held in the Lavery Room, City Hall)

Attendees

Directors: Mr. J. McGuigan (Chairperson) Councillor Boyle Councillor Corr Mr. P. Boyle Mr. J. Higgins Ms. K. McCullough Mr. M. McGarrity Mr. N. Mitchell Mr. K. O’Doherty Mr. R. Stewart Mr. G. Walls and Mr. C. Webster.

Officers: Mrs. R. Crozier, Assistant Director City and Neighbourhood Services; Mr. N. Munnis, Partnership Manager; and Mr. H. Downey, Democratic Services Officer.

GLL: Mr. G. Kirk, Regional Director and Mr. G. Holland, Partnership Manager.

Welcome

The Chairperson welcomed Councillor Corr, who had replaced Councillor McAteer, and Mr. O’Doherty, the Northern Ireland Public Service Alliance’s representative, to their first meeting.

Apologies

Apologies were reported on behalf of Councillor Long and Mr. Kirkwood.

Minutes

The minutes of the meeting of 5th December were approved.

Matters Arising

Hire Charges for Council Pitches

The Assistant Director informed the Board that the People and Communities Committee, at its meeting on 6th December, had recommended that the cost of hire of the Council’s 3G pitches should be reduced by 25%. The Committee had agreed also that its

1 proposal should be brought to the attention of the Strategic Policy and Resources Committee for a decision, given its potential impact upon the overall rate setting process.

She reported that the Strategic Policy and Resources Committee was due to discuss the implications of the proposed reduction at its meeting on 20th January, as part of its overall consideration of the Revenue Estimates and District Rate for 2017/2018 and that the Board would, in due course, be advised of the outcome of that meeting.

Mr. Kirk informed the Board that the proposed reduction in the cost of hire for 3G pitches had the potential to reduce GLL’s annual income by approximately £50,000.

The Board noted the information which had been provided.

Companies Register/Articles of Association

The Partnership Manager informed the Board that the process of updating the information held by Companies House on the Active Belfast Limited Board and of amending its Articles of Association, to reflect the recent increase in the membership of the Board and changes in its personnel, was ongoing.

Noted.

Declarations of Interest

Mr. Mitchell declared an interest in that he was a volunteer coach with St. Brigid’s GAC and a volunteer with the City of Belfast Swimming Club, which required discussions periodically with GLL around the use of Council facilities and resources.

Update on Performance and Contract Compliance

(Prior to this item being considered, the Partnership Manager circulated a revised version of the KPI Balanced Scorecard, a copy of which had been placed on the Sharepoint facility.)

The Board considered the following report which provided information on GLL’s performance and compliance for the third quarter of 2016/2017:

“1.0 PURPOSE OF REPORT

1.1 To confirm receipt from GLL and present the Board with details of the Quarter 3 2016/2017 performance and contract compliance report.

2.0 RECOMMENDATIONS

2.1 The Board is requested to consider the content of the Quarter 3 2016/2017 performance and contract compliance report.

2.2 The Board is requested also to formally record receipt and approve the report for the purposes of demonstrating contract compliance.

2 3.0 MAIN REPORT

3.1 The service contract requires that GLL provides the Board with written quarterly service reports.

3.2 The information contained within this report has been supplied by GLL and GLL representatives will be in attendance to present the report and to respond to any questions from board members.

3.3 Executive Summary

3.3.1 Overall performance has been positive within quarter three, with targets achieved across the business driven by growth in centre throughput and occupation.

3.3.2 Key Successes in Q3 2016/2017

3.3.2.1 GLL Belfast were successful winners of the ‘Consumer facing brand’ category at the Social Enterprise NI Awards

3.3.2.2 Funding has been agreed to support the recruitment of Healthwise Facilitators on fixed term contracts until March 2017 to support current service standards and develop existing programme

3.3.2.3 On Saturday 15th October the Girdwood Community Hub hosted a Day of Paralympic Sport in partnership with Disability Sport NI and Sport NI. The event involved a series of taster activities throughout the day including Wheelchair Tennis, Badminton, Wheelchair Athletics, Table Tennis, Gymnastics, frame Football and Power chair Football. It was also a welcoming home for the Paralympians from Team Ireland and Team GB including GSF ambassador Michael McKillop

3.3.2.4 GLL was selected to run a new pilot scheme with the Public Health Agency to test newly developed Healthwise Regional database prior to the launch in April 2017

3.3.2.5 An agreement is in place with Swim Ireland to deliver the ‘Swim a Mile’ initiative across Belfast pools in 2017. This is a 10 week programme from 9th Jan 2017 in all 8 pools culminating on the ‘swim a mile’ event at the new Olympia on Thursday 23rd March 2017

3.3.2.6 The first Belfast Club Games was successfully held at the Girdwood Community Hub on Friday 11th November with 70 participants aged over 55+ years of age

3.3.2.7 The New Olympia Leisure Centre was successfully handed over from Belfast City Council to GLL on Wednesday 30th November

3 3.3.2.8 The President of Columbia, Juan Manuel Santos visited the Girdwood Community Hub on Thursday 3rd November as part of a state visit to NI. He met with staff and local community forum members on the development and symbolism of Girdwood as a shared space

3.3.2.9 Bethany Firth, who won 4 medals (3 Gold and 1 Silver) at the Rio 2016 Paralympics visited the Wheel Active Club at Belvoir Activity Centre on Tuesday 22nd November which is run in partnership with Disability Sport NI. 20 regular participants of the Wheel Active club enjoyed some coaching and guidance from Bethany

3.3.2.10 Better and Girdwood Community Hub won best brand at the prestigious 2016 Aisling Awards

3.3.2.11 The GLL Staff Communications day was held on 19th December and was delivered by the local team at the movie house cinema in Belfast. All centres across the city closed to allow 220 staff to attend alongside the local client team, ABL Board, TU and local stakeholders. All of the material was produced 'by the staff for the staff' and delivered through videos. The majority of staff attended a social event immediately afterwards, with informal positive feedback about the event

3.3.2.12 A partnership has been developed with Women In Sport & Physical Activity (WISPA) to deliver 10 week funded ‘Active Women’s’ Programme to increase female participation and centre prospects. Programme will commence Jan 2017

3.3.2.13 The New Olympia Leisure Centre opened to the public between 27th and 31st December for free taster sessions and to provide an opportunity for existing members to use the new facility. The soft opening of the centre will be from Monday 2nd January and the official launch will be on Tuesday 24th January

3.3.3 Challenges

3.3.3.1 A TU meeting was held on 17th October to agree the resourcing approach for the recruitment of the New Olympia Leisure Centre

3.3.3.2 There has been a total of 50 Olympia staff meetings between August to December, these can be broken down as 24 one to ones, 1 full staff meetings, 4 x meetings by designation e.g. CSA meeting or lifeguard meeting, and 8 x feedback and 13 redeployment meetings

3.3.3.3 Pay proposals have been finalised and sent to the TU on 6th December. Proposals have been jointly recommended by TU officials and for them to consult with their staff in January and with the aim to put these proposals out to ballot

4 3.3.3.4 Sickness absence remains a challenge across the city and a renewed focus is planned for 2017

3.3.4 KPI Quarter 3 commentary, year to date statement and year end projections.

3.3.4.1 Swim School Membership Data Capture

The table below provides an overview of swim school performance between April and December 2016

The numbers of cancellations in swim school membership in December is as anticipated and based on seasonal trends this will increase moving into Q4 in early 2017

Month Numbers Net Growth April 2518 May 2562 44 June 2469 -93 July 2476 7 August 2626 150 September 2794 168 October 2737 -57 November 2771 34 December 2636 -135

3.3.4.2 Pre Paid Health and Fitness Membership

Health and Fitness memberships have declined at end of Q3 but industry trends demonstrate that there is a higher level of cancellations over the latter period of Q3 along a lower level of sales. Hence the overall lower quarterly figure is not unexpected. In contrast industry trends support the anticipation that Q4 (January – March) will show the highest quarterly sales in any given year.

3.3.4.3 Income

At the time of writing, financial data (including income) was not available for December, due to proximity to the quarter end. However based upon the revenue figures received for October and November, financial performance is on track with budgets and centres remain in a strong position for year end. When data is available an updated report and KPI scorecard will be distributed to members and posted on SharePoint.

5 3.3.4.4 Centre Throughput and Participation

The Quarter 3 KPI balanced scorecard spreadsheet, in the approved format, has been circulated to the Board.

3.3.4.5 Any other KPI highlight

The Quarter 3 KPI balanced scorecard spreadsheet, in the approved format, has been circulated to the Board.

3.4 The following format and content is as set out in Clause 38.2.1 and Schedule 19 of the service contract:

3.4.1 Performance

The Quarter 3 KPI balanced scorecard spreadsheet, in the approved format, has been circulated to the Board.

3.4.2 Usage Statistics

As above in 3.4.1

3.4.3 Consumables Log

A consumables log has been agreed with GLL. The log records and retains a schedule of all ‘signed over’ equipment write offs/disposals and replacements items. The existence, format and content of the log are now confirmed as part of the year end performance and contract compliance report.

The log is required as all equipment transferred to GLL at commencement of the contract period together with any replacement items remains in Council ownership. All such equipment would transfer back to Council at the end or termination of the contract.

The consumables log is not required as part of the standard reporting schedule but must be maintained and be available for inspection on request. The existence and content of the log will be checked once in each financial year and confirmed within the year end performance and contract compliance report.

3.4.4 Cleaning and Maintenance

3.4.4.1 Cleaning

BCC completed the scheduled twenty eight facility inspections in Q3. Centre inspections are designed to specifically evaluate facility management in terms of cleaning, maintenance and Health and Safety.

6 Consistent with previous quarterly inspections, GLL are in receipt of all inspection reports and a continuous improvement action plan is in place. Q2 inspections identified improvements in standards with many of the issues identified in Q1 being successfully addressed. This improvement has continued through Q3 resulting in Andersonstown and Avoniel Leisure Centres moving up into the category 2 (top middle, see below) rating.

Where identified, deep cleans have been completed with some high level work ongoing. A review and update of cleaning matrices has been undertaken in all centres to ensure high standards are maintained. GLL and BCC are in agreement that standards are improving across the estate.

Action plans have been developed and are being implemented for any area’s which are still below the required standard.

In order to track performance and identify best practice centres are evaluated and categorised within the following performance categories. This has proved to be an effective way to focus attention on continuous improvement.

Category 1  High standards TOP  Evidence of effective NOPs.  Minimal improvements required Category 2  Reasonable standards TOP MIDDLE  Evidence of consistent and substantially effective NOPs  Some detail improvements required Category 3  Below required standard in a limited BOTTOM MIDDLE number of areas  Evidence of consistent NOP’s but ineffective in some areas  Improvements required to meet reasonable standard Category 4  Failing to meet required standards BOTTOM  Substantial improvement required  Some evidence of NOP’s but generally ineffective

Following the substantial improvements reported in Q2 there has been further positive movement in Q3. Two centres (Andersonstown and Avoniel) improved and moved up in the category ratings while no centres moved down.

No centres are now in the bottom Category 4 rating. Only three centres, Ballysillan, Grove and Loughside, remain in the middle bottom category 3.

GLL has successfully revised centre cleaning and maintenance regimes and refocused management attention onto facility management. The positive impact of these

7 changes indicates that it is realistic to expect that all centres will move into the top two categories in the coming months.

3.4.4.2 Internal and External Maintenance Schedule

Centre inspections are conducted as set out in 3.4.4.1 above. These include a visual assessment of building maintenance purely from an aesthetic/customer perspective. Professional/technical inspections form part of a comprehensive annual programme delivered by BCC property maintenance section.

All centres have a monthly maintenance plan which includes Planned Preventative Maintenance (PPM) works carried out by Belfast City Council.

For reactive work centres will raise the relevant Purchase Orders through locally approved contractors, or where relevant to Belfast City Council.

GLL provide quarterly and YTD maintenance expenditure as soon as of the quarterly property maintenance management meetings between GLL and the BCC facility maintenance section.

Minor maintenance work relating to the fabric of the buildings and in particular redecoration contributes significantly to the aesthetics of the facilities and ultimately to the customer experience.

Throughout Q2 and Q3 GLL has delivered substantial redecoration programmes across the estate with extensive/high impact work completed in Avoniel, Andersonstown, Shankill, Falls and Brooke.

3.4.5 Damage to Facilities and/or Assets

Excluding normal minor operational damage/breakdowns and sporadic acts of vandalism arising from anti-social behaviour there has been no major damage to facilities or assets in Q 3 2016/2017.

For the purposes of this report, we have defined major damage as something that results in a temporary or long term interruption to service. For example, the closure of an entire centre or a key facility or service area within a centre (Pool, gym, main hall, etc).

 Avoniel: Squash court closed from 10.11.16 - Present : Roof leak  Avoniel: Millennium Suite closed for 2 weeks from 05.12.16 – Essential Maintenance

8  Avoniel: Spa closed - 2 weeks – Water management remedial actions  Shankill: Spa closed – 2 weeks – water management remedial actions  Shankill: Fitness Suite 28th November – 2nd December – Painting and decoration

Facility and service issues are a routine agenda item at fortnightly update meetings between GLL and BCC. All service interruptions are reported as they arise directly to the Partnership Manager

3.4.6 Utility Consumption

As below in 3.4.10 and in the appendix which has been circulated.

3.4.7 Staffing and Sub Contractor Update

As above in 3.3.2.1 and in the appendix which has been circulated.

3.4.9 Health and Safety

Health and Safety incident statistics are reported in the appendix which has been forwarded to the Board.

Health and Safety observations and related file/administration reviews form part of the quarterly centre site inspections.

The Partnership Manager liaises directly with the BCC corporate H&S section to ensure that GLL H&S policies and practices are aligned to those of BCC.

Health and Safety files including, COSHH registers, risk assessment files, emergency action plans, etc. are routinely reviewed during site inspections.

3.4.10 Environmental Concerns

Utility consumption specifically for Gas, Electricity and Water are embedded within the KPI scorecard. Year on Year reduction has been agreed as a target and is reported in the appendix which has been circulated.

The Partnership Manager continues to work with BCC Environmental Services to establish robust and meaningful measures for water management. These may take some time to agree and will probably result in new waste management protocols and measurement tools. We do not anticipate having these measures in place before the end of 2016/2017.

9 3.4.11 Catering External catering contracts remain in place in Andersonstown, Avoniel and Grove Leisure Centres. As reported in Q2, the new Olympia Centre café is being operated directly by GLL under their own ‘Coffee Corner’ brand. Coffee Corner is an established and successful operation at other GLL sites throughout GB. The Olympia café is the first GLL Coffee Corner operation in Belfast. No additional updates or variances since Q1 report. 3.4.12 Marketing

October Over 60’s Working with  Develop  Local Club Games partner and relationships Press/media sporting bodies with local  Social providing a day sporting Media sporting and bodies  Radio and social activities  Actively Television targeted at 60+ encourage features regular  Better physical Website activity for  Cross over 60 promotion demographic with local  To promote partners and and public communicate bodies wider social, environmental and economic regeneration outcomes November Olympia Pre sales for  Launch series  Local Pre Sales flagship new of pre sale Press/media Olympia activity to  External promote Advertising January  Radio opening of  Digital new Olympia Advertising  Launch  Social programme to Media add 2000+  Better members to Website Belfast  Cross portfolio promotion  Extend 5 star with local service at 3 partners star prices to and public premium new bodies centre  To maximise income

10 generation opportunities December GLL Staff Staff  Staff  Local Communica communication engagement Press/media tions Day reviewing and under Better  Social celebrating People pillar Media 2016  Recognise and  Better achievements. reward staff Website Event attended achievement in  Cross by all members 2016 promotion of staff  Review with local challenges and partners opportunities and public for 2017 bodies  Staff Intranet

3.4.13 The information required pursuant to clause 31.6.3 (Whistleblowing)

Within the period 01 July 2016 – 30 September 2016 no disclosures were made.

3.4.14 Compliance with the Equality Requirements

GLL is contractually obliged to comply with BCC strategic policy in relation to Equality.

Any policy review or significant service changes proposed by GLL are subject to BCC equality screening and potentially full EQIA.

There has been no equality related issues reported arising from normal operational procedures (NOPs) in Q3 or year to date in 2016/2017. Any such issues would be identified through the agreed three stage complaints handling process and would have been brought to the attention of BCC, by the complainant, as part of that process.

The Partnership Manager works closely with the BCC Equality Section to ensure that the leisure operation is consistent with BCC strategic policy. The leisure service, although directly managed by GLL, is included within the BCC annual equality returns and reports. The Partnership Manager is currently working towards developing an assurance statement to demonstrate that GLL is wholly compliant/consistent with BCC strategic policies in relation to equality matters. Statements relating to policy and working practice alignment (including equality) between GLL and BCC have been added to the annual contract compliance calendar.”

11 At the request of the Board, the Partnership Manager and the GLL representatives provided clarification on a number of areas contained within the report, primarily around cleanliness standards, health and safety, sickness absence levels and the recruitment and training of staff for the new Olympia Leisure Centre.

Following discussion, the Board acknowledged receipt of the Performance and Compliance report for the third quarter of 2016/2017 and the associated findings.

Update on New Olympia Leisure Centre

The Board considered the following report:

“1.0 Purpose of Report

1.1 To provide Board members with a progress update on the mobilisation and opening of the New Olympia Leisure Centre

2.0 Recommendation

2.1 Board is requested to note the information below.

3.0 Main Report

3.1 Timeline to Opening

3.1.1 The New Olympia Leisure Centre opened for free taster sessions between 27th and 31st December 2016.

3.1.2 These taster sessions were facilitated within the swimming pool, main hall, spa, and the fitness centre to generate awareness within the local community and to promote the centre to new users over the festive period

3.1.3 During the taster sessions, local swimming clubs were provided with free access to continue with their training which all formed part of the aquatics engagement meetings facilitated by GLL prior to the Christmas and New Year period

3.14 Over 500 people attended the free taster sessions over the Festive period

3.1.5 The feedback from customers has been exceptional and some customers have commented that the ‘facilities are brilliant’, ‘we have got the centre right’ and ‘early access to the centre at 6 am is fantastic’

3.1.6 Access to the new leisure centre will be via Boucher Road and the newly surfaced car park. This temporary access will be in- situ until late 2017, when a new Olympia Boulevard will be introduced allowing pedestrian access from the main road directly into the centre

12 3.1.7 Between 2nd and 22nd January 2017, the centre will undergo a soft opening, allowing the staff to continue to mobilise, train and test all facets of the centre operation prior to the full opening on Monday 23rd January

3.1.8 During the soft opening phase, the centre will facilitate normal access to new and existing fitness centre members, re- introduce the Better Swim School, continue to operate public access to family and fitness swimming, main hall sports bookings and provide trial sessions within the Better Spa Experience.

3.1.9 The centre will open and operate a full programme from Monday 23rd January between 6 am and 10 pm on Monday to Friday and between 8 am and 5pm on weekends

3.1.10 The Better Coffee Corner will launch fully on Monday 23rd January and the Better Spa Experience will open on Monday 30th January 2017

3.2 Staffing

3.2.1 All key senior management and supervisory positons have been successfully recruited

3.2.2 The centre has full time vacancies for 2 x lifeguards, 2 x customer service advisors and 2 x part time Spa therapists.

3.2.3 These positions are currently at interview stage and will be appointed by week commencing 30th January

3.2.4 In the interim, the customer service advisors and lifeguard positions have been supported by other Belfast leisure centres and additional support has been provided by other UK based GLL leisure centres

3.2.5 To support the new Better Spa Experience and Better Coffee Corner openings GLL have provided additional support from experienced UK based staff. This additional temporary staff resource will support the Belfast teams and assist with these key product launches

3.3 Product Update

Health and Fitness

3.3.1 The top floor level of the fitness centre comprises of heavier resistance, free weights and functional equipment and has fantastic space for instructor led group training.

3.3.2 The group cycling studio is the most advanced in Belfast and has 30 of the most modern bikes with cutting edge and innovative technology. Each bike can store member’s data,

13 heart rate and work rate so they can monitor progress each time they visit and attend a class

3.3.3 The first floor level of the fitness centre house all of the cardiovascular and fixed resistance equipment and a designated area for stretching and functional training

3.3.4 All of this equipment with the exception of the treadmills is self powered and therefore supports our green agenda in creating a sustainable building for the future

3.3.5 The centre has sold over 120 membership sales since the centre opened in December and with transferring 750 existing members is well on course to achieve its 1,000 member target by the end of January 2017

Better Spa Experience

3.3.6 The Better Spa Experience consists of 3 treatment rooms with the latest equipment from which our trained spa therapists will deliver a wide range of relaxation and beauty treatments 3.3.7 The Spa consists of a spa pool, ice room, sauna, steam, sanarium, a monsoon and rain shower and heated Hamman relaxation beds

3.3.8 Sessions are three hours in length and are restricted to 25 people per session. The spa will have operational hours of 11am – 8pm between Monday and Friday and 10am – 4pm at weekends

3.3.9 Please see below for a selection of images of the Better Spa Experience

Better Coffee Corner

3.3.10 The Better Coffee Corner is a GLL brand introduced into a number of its centres in 2015

3.3.11 As a not for profit social enterprise GLL are committed to providing locally and ethically sourced products

3.3.12 All paper products used at the Better Coffee Corner are made from recycled materials, the bottled water is supplied by Belu, also a social enterprise who donate 100% of their profits to Water Aid

3.3.13 Each time a customer purchases a hot drink from Better Coffee Corner, GLL will donate 2p of the cost to the GLL Sports Foundation (GSF).

3.3.14 The GSF is the largest independent athlete support programme in the United Kingdom helping athletes across the country to reach their potential and achieve sporting success

14 3.3.15 Please see below for a selection of images of the Better Coffee Corner

3.4 Marketing and Branding

3.4.1 To note that there has been a spend of £50,000 for the launch of the New Olympia pre-sale and marketing strategy (£35,000 – BCC & £15,000 – GLL)

3.4.2 It was aimed at developing a suite of marketing materials to reflect a premium product and effectively engage the target market

3.4.3 This marketing and branding was aimed at successfully identifying and targeting affluent, young professional as a key target market demographic in line with the catchment area

3.4.4 Internally the branding and signage is bright and vibrant in keeping with its innovative and forward thinking look and feel.”

After discussion, during which Mr. Kirk confirmed that GLL was working to ensure that a longstanding aqua aerobics session could continue to take place within the new Olympia Leisure Centre, the Board noted the information which had been provided. The Board noted also that the Lord Mayor would officially open the facility on Tuesday, 24th January and that an invitation would be forwarded to all Directors.

Policy Alignment and Operating Procedures

The Partnership Manager informed the Board that, in accordance with the partnership agreement documentation, Active Belfast Limited was required to ensure that GLL’s operating policies and procedures were aligned to those of the Council. He reported that, following a review of that documentation, it was recommended that compliance and policy alignment assurance statements should be submitted on an annual basis to the Board in relation to six policies, namely, Equality and Good Relations, Health and Safety (including Safeguarding), HR Policy and Operating Procedures, Memorandum of Understanding for Support in Emergencies, PSNI/Council Protocol for Managing Public Safety and the Belfast Brand Platform.

He explained that it was proposed that the aforementioned policy areas be included within the current annual contract compliance calendar, with each being subject to a monitoring review process, to be undertaken in conjunction with the relevant Council Department/Section. A compliance assurance statement would then be formulated for submission to the Active Belfast Limited Board. He drew the Board’s attention to the following pilot programme which had been drafted and pointed out that it might be necessary to adjust the programme to allow for variations in the complexity of the policy areas:

Quarterly Policy and Operating Procedure Pilot Timeframe Schedule

Quarter 1  Health and Safety Q1 2017/2018 (including Safeguarding)

15 Quarter 2  Human Resources Q2 2017/2018

 Belfast Brand Platform

Quarter 3  MoU for Emergency Q3 2017/2018 Support

 PSNI/BCC Protocol for Managing Public Safety

Quarter 4  Equality and Good Q4 2016/2017 Relations

The Board approved the process for the reporting of the compliance and policy alignment assurance statements for the six policy areas, as outlined, and noted that reference to flags and emblems would be included within the general review of equality and good relations policy alignment, in the context of shared and harmonious spaces.

Update on Review of Active Belfast Limited Business Plan

The Board was reminded that, at its meeting on 5th December, it had agreed an outline plan for the review of the current Active Belfast Limited business plan. The Board had agreed also that a Working Group should be established to oversee the development of the new plan and that its work be co-ordinated by the Partnership Manager.

The Partnership Manager explained that it had been the intention to convene the initial meeting of the Working Group by 31st December, following which draft sections of the plan would be circulated for review. However, due to other priorities, including the preparation for opening of the new Olympia Leisure Centre, that had not been possible. He reported that an outline document, setting out initial drafts of the introductory sections of the new business plan, was being prepared and that it would be circulated to the Working Group in advance of its first meeting, which was now scheduled for 25th January.

The business plan would be developed in 3 – 4 stages and meetings of the Working Group were planned for January, February and early March. Draft sections of the plan would be circulated to the Board for comment after each meeting and it was envisaged that the final draft of the business plan would be ready for approval by the Board at its next scheduled meeting on 21st March, with a view to making a recommendation to the Strategic Policy and Resources Committee.

The Board noted the information which had been provided and that there was still an opportunity for additional Directors to participate in the Working Group.

Update on the Aquatics Strategy

The Partnership Manager informed the Board that a draft discussion document, outlining options for the completion of the first four sections of the Belfast-wide Aquatics Strategy, namely, the Introduction, Vision Statement, Strategic Principles and Executive Summary, had, on 22nd December, been circulated to the Aquatics Working Group for consideration.

16 He reported that draft wording for the Introduction and the Executive Summary sections of the Strategy would be presented to the Working Group for consideration at its meeting on 26th January. The Working Group would, at that meeting, seek to develop also the Vision Statement and Strategic Principles sections, based upon the responses which had been received on the draft discussion document. He reminded the Board that, at its meeting on 5th December, it had agreed that stakeholder consultation should feature prominently and at an early stage within the Strategy development work plan and confirmed that the Vision Statement and Strategic Principles would, upon being considered by the Board at its meeting on 21st March, form the basis of the first round of stakeholder consultations. He outlined the process for the development of the Strategy and the associated consultation over subsequent months, which would culminate in the final document being presented on 18th September to the Board for approval.

Noted.

Other Business

Induction Training

The Board noted that induction training would be provided in advance of its next meeting for the benefit of those Directors who had been unable to attend the initial session and that further training on specific aspects of the Board’s work was being planned.

Date of Next Meeting

The Board noted that its next meeting would take place at 4.30 p.m. on Tuesday, 21st March in the Grove Wellbeing Centre.

Chairperson

Minutes of Budget and Transformation Panel Meeting 10 February 2017 Attendance

Members: Councillor Hussey (Chair) Alderman Pat Convery Councillor Billy Hutchinson Councillor Michael Long Councillor Jim McVeigh Councillor Lee Reynolds Alderman Jim Rodgers (for Ald D Browne)

Apologies: Alderman Browne

Officers: Suzanne Wylie, Chief Executive Ronan Cregan, Deputy Chief Executive and Director of Finance and Resources John Walsh, Town Solicitor Emer Husbands, Strategic Performance Manager (secretariat)

In attendance for 6 Rose Crozier, Assistant Director City and Neighbourhood Services Margaret Higgins, Senior Good Relations Officer

1. Finance a. Quarter 3 Position The Director of Finance and Resources outlined the quarter 3 financial position which would be presented to Strategic Policy and Resources (SP&R) Committee in February. He recommended a number of re-allocations of underspend including the previously agreed support for the shortfall in the community development grant programme. b. City Centre Investment Fund The Chief Executive referred to a report on the City Centre Investment Fund that had been discussed by the City Growth and Regeneration Committee. She reminded members that decisions relating allocation of the fund need to be approved by SP&R and that a further report would be brought on this to the committee in February.

2. Belfast Visitor Attraction The Chief Executive updated Members on the ongoing development of proposals for a new visitor attraction for Belfast City Centre. She highlighted the importance of the project to the regeneration of the city and outlined the next steps in taking the project forward and a proposed programme of work. Members discussed the project and were keen to see proposals and design concepts for the attraction and to engage further in the process.

3. Capital of Culture The Chief Executive referred to a report which had been discussed by the City Growth and Regeneration Committee relating to an update on capital of culture. It was agreed that this report would be considered further by the SP&R Committee at their February meeting.

4. NOM - Tourism Offer Consultation on Licensing Hours The Town Solicitor circulated a paper which provided an update on a previous Notice of Motion moved by Councillor McVeigh, regarding the importance of tourism to the City’s economy and the need to modernise the current licensing regimes. He outlined to the panel the proposed next steps and specifically requested approval for officers to carry out targeted consultation with representatives from the local tourism and hospitality sector, licensing industry and statutory bodies. The Members discussed the need to ensure that this goes beyond licensing laws but also includes the changes that need to happen to make the city a more attractive tourism offer. The Town Solicitor agreed to circulate an outline of the consultation to members of the panel.

5. Planning Update The Chief Executive informed the panel of the applications that were being presented to the Planning Committee this month. She also updated them on the recent announcement in relation to proposed development at Royal Exchange adding that the developers have asked to present the proposals to the City Growth and Regeneration Committee.

6. Bonfire Management Programme (R Crozier and M Higgins also attended in relation to this item) The Assistant Director of City and Neighbourhood Services outlined to Members the content of a report which would be considered by the Good Relations Panel on the future proposals for the Bonfire Management Programme. The members discussed the proposed options and the challenges in increasing participation on the programme.

7. AOB Councillor McVeigh asked that the ongoing work on the revision to the Irish Language Policy is taken into committee for consideration. Councillor Long referred to a broader piece of work on a Language Policy for the council and suggested that this also be taken into consideration. Members agreed to discuss it at the next Budget Panel meeting with work on revisions to the current policy date circulated in advance.

MEETING OF ELECTED MEMBER DEVELOPMENT WORKING GROUP

Minutes of the meeting of Tuesday, 7th February, 2017

Members present: Councillor Graham (Chairperson); Alderman Rodgers.

In attendance: Ms. J. Minne, Director of Organisational Development; Mr. J. Walsh, City Solicitor; Ms. S. Williams; Programme Manager; Ms. C. Christy, Human Resources Manager; Ms. L. Rogan, Principal Human Resources / Organisational Development Advisor; and Miss. E. McGoldrick, Democratic Services Officer.

Apologies

No apologies were reported.

Minutes

The minutes of the meeting of 21st November were taken as read and signed as correct.

Declarations of Interest

No declarations of interest were reported.

Members' Portal – Update

The City Solicitor provided Members with an update regarding the development of the Members’ Portal, which included the key issues, proposed design, content of the portal, and impending actions of the project.

He reminded the Working Group that the following three issues had been prioritised by Members:

 They were unable to easily find relevant information (key contacts and documents) both inside and outside the council;  They felt swamped with council-related information (size of committee report packs, emails, phone calls, voice mails); and  They wished to be able to resolve issues raised by constituents more easily.

He suggested that it would be helpful to carry out a pilot with a small group of Members at the end of March/beginning of April 2017 to gain feedback to make sure that the Portal was easy to use and the content was useful. He advised that the feedback would then be used to make enhancements to the layout, design and content.

1 Meeting of Elected Member Development Working Group Tuesday, 7th February, 2017

The Working Group agreed that Party Group Leaders would be asked to nominate a participant for the pilot of the Members’ Portal system.

Member Development Action Plan - Revised Personal Development Planning Process

The Principal Human Resources and Organisational Development Advisor outlined the contents of the report regarding the draft revised Personal Development Planning (PDP) Process, together with the PDP budget spend analysis, and the suggested list of facilitators to be invited to be included on call-off list for Member PDP facilitation..

She advised the Group that the planned approach to the process development involved seven steps, under the following themes:

1. A self-assessment exercise; 2. Independently facilitated, PDP discussion (optional); 3. Training Needs Analysis; 4. Modular Members’ Capacity Building Programme; 5. Individual Member requests for learning and development; 6. Individual Members notified of the outcome of request; and 7. Evaluation and feedback from Members.

She also reminded the Working Group that the Strategic Policy and Resources Committee, at its meeting on 20th January, had agreed that the Elected Members’ PDP budget be reduced by £22,000, with a limit of £730 per Member.

She advised that the types of development activities that should be included in the PDP process and supported by the PDP budget for relevant subjects would be as follows:

 Conferences, seminars, workshops  Best practice visits  One to one coaching, mentoring or tailored training and development sessions  Accredited training  Party group development activities

She suggested that the following subject matters should not be included in the PDP process and supported by the PDP budget:

 Were linked to members personal profession or occupation or for further progression within their respective personal profession or occupation;  Directly support party political objectives or positions; and  Had tenuous links to the elected member role(s)

The Working Group noted the contents of the report and agreed to:

 the draft PDP approach, as set out in Appendix One, and for this to be issued to all members to obtain their feedback;

2 Meeting of Elected Member Development Working Group Tuesday, 7th February, 2017

 the list of suggested types of development activities and suggested subject matters that should be included in the PDP process and supported by the PDP budget; and  the list of independent facilitators to be included on the call-off list for PDP facilitation.

Member Development Action Plan – Update

The Human Resources Manager provided an overview on the implementation of the Member Development Action Plan which included an outline of the following seven projects:

1. Participate in a pilot exercise to evaluate and provide feedback on the prototype Members’ Portal prior to its roll out to all Members; 2. Develop new role profiles that reflect the developing role of the Elected Member in the Council and the delivery of the Belfast Agenda; 3. Revise the Political Skills Framework to make it bespoke to the Council and aligned to the agreed Member profiles; 4. Review and embed the personal development planning (PDP) process; 5. Agree on the appropriate development mechanisms and improvements for 2016-2017 and incorporate within a forward focussed Member capacity building action plan; 6. Develop an evaluation process for measuring the impact of Member development initiatives and programmes; and 7. On completion of the agreed projects, give consideration to establishing an Elected Member Steering Group to take forward an agreed Member development plan for the future.

She confirmed that the projects were on target and the following Member training activities had taken place since November, 2016:

 Welfare Reform;  Planning Committee Continuing Development Programme; and  QUB – Next Generation Leadership Programme.

She advised that the following training development activities were planned for February to April, 2017:

 Information Governance training – 9th and 28th February with an pilot e-learning module, which would be available for Members from April;  Planning Committee continuing development programme – February/March;  Women Leaders Programme – March;  Equality training – 7th and 20th April; and  Dementia Awareness Training.

She highlighted that given the interest which members had shown in accessing e- learning, additional areas or topics for pilot modules could also be developed.

Noted.

3 Meeting of Elected Member Development Working Group Tuesday, 7th February, 2017

Future Work - Capacity Building Plan and Governance Arrangements

The Director of Organisational Development advised that the Working Group had completed the main elements of the scheduled tasks which included:

 input in to the continued development of the Member Portal;  development of a suite of Elected Member Role Profiles and the Members’ Knowledge and Skills Framework; and  agreement of the independent facilitated aspect of the revised Personal Development Planning process.

She highlighted that a high level Member Capacity Building Action Plan was yet to be developed for 2017-2018 along with an accompanying evaluation process for measuring the impact of member development initiatives and programmes. She advised that it was being designed specifically to take account and anticipate the emerging development themes which would be needed by Members to deliver the desired outcomes of the Belfast Agenda and the knowledge, skills and qualities identified in the agreed Members’ Knowledge and Skills Framework and Member Role Profiles.

She suggested that, on completion of the projects, the Working Group recommend to the Strategic Policy and Resources Committee a preferred option for future governance arrangements to progress future member development work streams.

She outlined that possible options included to stand down the Elected Member Development Working Group and:

1. Request the Budget and Transformation Panel to consider future member development work and make recommendations to the Strategic Policy and Resources Committee; 2. Have member development work directly considered by Strategic Policy and Resources Committee; or 3. Establish an Elected Member Development Steering Group to oversee member development work streams.

After discussion, the Working Group agreed to recommend to the Strategic Policy and Resources Committee that, on completion of the work assigned to the Working Group, that future member development work and requests be submitted to the Budget and Transformation Panel for consideration, in the first instance, subject to the endorsement of the Strategic Policy and Resources Committee.

The Working Group also noted the contents of the report and agreed to a final meeting on 8th March to approve the revised PDP process, the high level member capacity building action plan and a report to confirm future governance arrangements.

Chairperson

4 STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Request for the use of the Council Chamber

Date: 17th February, 2017

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 request from the President of the Queen’s University Belfast Students’ Union (QUBSU) to hold a meeting of the QUBSU Council in the Council Chamber, City Hall on Thursday, 6th April at 6.00p.m.

2.0 Recommendations

2.1 The Committee is asked to;  Accede to the request.

3.0 Main report

Key Issues 3.1 A request has been received from the President of the QUBSU to hold a meeting of the Student Council in the Council Chamber, City Hall.

3.2 The Students’ Union Council is the governing body of Queen’s Students’ Union. It meets seven times per year and its membership consists of 112 students (Councillors), elected from across the student population in Queen’s University. The Council debates and approves Students’ Union policies, approves changes to the Rules of the Union, receives reports from Union committees and is responsible for democratic accountability of elected student officers. 3.3 It is expected that approximately 55 Councillors will be in attendance at the meeting scheduled for 6th April 2016. Meetings usually commence at 6.00pm and last for a maximum of three hours. The duration of the meeting can be flexible to meet scheduling requirements. The meetings are open to Queen’s students to attend and speak. The media and members of the general public may only attend with the consent of the Students’ Union Council. The Students’ Union Marketing team ‘live Tweet’ the event.

3.4 If there are any members of Belfast City Council, or staff members of the Council who wish to attend and observe any of the meeting, The Students’ Union will gladly offer an invitation.

3.5 The use of the Council Chamber for events other than the monthly Council meetings requires the approval of the Strategic Policy and Resources Committee.

3.6 Financial & Resource Implications None.

3.7 Equality or Good Relations Implications None.

4.0 Appendices – Documents Attached

None. STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Requests for the use of the City Hall

Date: Friday, 17th February, 2017

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Stephen McCrory, Democratic Services 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 Members will recall that the Committee, at its meeting on 6th January, 2017, agreed to revised criteria which would be used to assess requests from external organisations for the use of the City Hall, and to the introduction of charges, with the exception of those received from recognised local community or voluntary sector groups

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 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 None

3.3 Equality or Good Relations Implications Not applicable

4.0 Appendices – Documents Attached

Appendix 1 - Schedule of Applications

Appendix 1

Organisation/ Event/Date - Number Request Comments Charge to be Recommendation Body of Delegates/Guests applied

Belfast Central Looking Forward to the The use of the This event will No charge to be Approve Mission Future - Volunteer and City Hall recognise the applied. This is an Awards Event contribution made by event organised by volunteers over the recognised local 14th September, 2017 past year, highlighting community or Approximately 100 past successes and voluntary sector attending acknowledging the group for non-profit difference made to and non-political peoples’ lives by the purposes volunteers. This is an event organised by recognised local community or voluntary sector groups for non- profit and non-political purposes

British Institute Northern Ireland The use of the This event seeks to Non-commercial Approve of Cleaning Cleaning Operative of City Hall acknowledge the vital daytime rate - £115 Science (N.I. the Year Awards role of cleaners across Branch) various industries in 7th September, 2017 Northern Ireland. Approximately 50 The event will also aim attending to recognise those individuals who have been nominated within their respective industries for undertaking their duties to a high standard.

Flax Trust Flax Trust Inter- The use of the This event will provide No charge to be Approve Community School City Hall schools across North applied. This is an Choirs Award (FISCA) Belfast the opportunity event organised by to showcase their recognised local 14th December, 2017 intercommunity choirs community or Approximately 550 and to promote music voluntary sector attending and song as a neutral group for non-profit means of and non-political communication, and its purposes ability to change perceptions and eliminate community tensions and religious prejudices. This event will culminate in the presentation of the award for best choir. This is an event organised by recognised local community or voluntary sector groups for non- profit and non-political purposes

Open Arts Open Arts at 25! The use of the This event will No charge to be Approve City Hall celebrate the 25th applied. This is an 2nd November, 2017 anniversary of Open event organised by Approximately 200 Arts working with recognised local attending people with and without community or disabilities, engaging voluntary sector together in high quality group for non-profit arts activities which and non-political promote creativity, purposes increase artistic excellence, and nurture and encourage participants to achieve beyond expectations. This is an event designed to celebrate or commemorate a notable achievement or significant anniversary (25, 50, 100 years, etc.) by an organisation or body with close links to the city or province; This is an event organised by recognised local community or voluntary sector groups for non- profit and non-political purposes