Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
12th February. 2016
MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE
Dear Alderman/Councillor,
The above-named Committee will meet in the Lavery Room - City Hall on Friday, 19th February, 2016 at 9.30 am, for the transaction of the business noted below.
You are requested to attend.
Yours faithfully,
SUZANNE WYLIE
Chief Executive
AGENDA:
1. Routine Matters
(a) Apologies
(b) Minutes
(c) Declarations of Interest
(d) Change of Date of Meeting in March (Pages 1 - 2)
2. Restricted Items
(a) North Foreshore Update (Pages 3 - 10)
(b) City Centre Investment Fund (Pages 11 - 16)
(c) Update on Belfast Waterfront and Ulster Hall Limited (Pages 17 - 30)
3. Matters referred back from Council/Notices of Motion
(a) Notice of Motion re School Buses – Response from the Minister (Pages 31 - 34) - 2 - 4. Physical Programme and Asset Management
(a) Capital Programme Update (Pages 35 - 36)
(b) Area Working Update (Pages 37 - 44)
(c) Asset Management (Pages 45 - 52)
5. Finance, Procurement and Performance
(a) Financial Reporting – Quarter 3 2015-16 (Pages 53 - 78)
(b) Contracts for Award (Pages 79 - 82)
(c) Allocation of Special Responsibility Allowance (Pages 83 - 86)
6. Strategic Policy Development
(a) Local Development Plan - Statement of Community Involvement (To Follow)
7. Equality and Good Relations
(a) Good Relations Partnership Meeting (Pages 87 - 100)
(b) Diversity Working Group Meeting (Pages 101 - 108)
(c) Additional information for consideration of the Poppy Sculptures (To Follow)
8. Operational Issues
(a) Minutes of Budget and Transformation Panel Meeting (Pages 109 - 112)
(b) Requests for the use of the City Hall and the provision of Hospitality (Pages 113 - 118)
(c) Consultation on Department of Culture Arts and Leisure’s Sub Regional Stadia Programme for Soccer (Pages 119 - 164)
(d) Environmental Governance in NI - Consultation Response (Pages 165 - 174)
(e) DHSSPS Health and Social Care-Reform and Transformation - Getting The Structures Right Consultation Response (Pages 175 - 184)
9. Attendance at Events
(a) Sustainable Food Cities conference and award event (Pages 185 - 188) - 3 -
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Change of Date of Meeting in March
Date: 19th February, 2016
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 seek the Committee’s approval to change the date of the monthly meeting In March 2016.
2.0 Recommendations
2.1 The Committee is recommended to agree that the monthly meeting in March be rescheduled and held on Tuesday, 22nd March at 9.30a.m.
3.0 Main report
Key Issues
3.1 The Members will recall that the Committee, at its meeting on 18th December 2015, agreed the schedule of meetings for 2016, with the March meeting due to be held on Friday, 18th March.
3.2 In addition, the Committee has also agreed that the Council should lead a city partnership delegation to MIPIM which would take place in France from 14th – 17th March, 2016. A budget of £60,000 had been approved.
3.3 As a delegation of Members and Council officers will be in attendance and will not be returning until 18th March, it is felt that it would be appropriate for the Strategic Policy and Resources Committee meeting scheduled for that day to be rearranged and held on Tuesday, 22nd March.
Financial & Resource Implications 3.4 None.
Equality or Good Relations Implications 3.5 None.
4.0 Appendices – Documents Attached
4.1 None
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Notice of Motion re: School Buses – Response from the Minister
Date: 19th February, 2016
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 the response from the Minister of the Environment in relation to the Council’s Notice of Motion on School Buses.
2.0 Recommendations
2.1 The committee is requested to note the response from the Minister.
3.0 Main report
3.1 Key Issues The Council, at its meeting on 5th January, 2016, passed the following Notice of Motion on School Buses which had been proposed by Councillor Boyle and seconded by Alderman Convery:
3.2 “This Council agrees to write to the Minister for Education and to the Minister for the Environment requesting that they introduce legislation to prevent vehicles from over-taking school buses while the vehicle is stationary and children are getting on to or departing from it.” 3.3 A response from the Minister has been received (Appendix 1) which outlines the measures/regulations the Department of the Environment has introduced to improve safety on school buses, the publicity/education campaign to raise awareness and the teaching resources for use in schools in relation to road safety.
Financial & Resource Implications 3.4 None. Equality or Good Relations Implications 3.5 None.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of response from the Minister of the Environment.
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Capital Programme Update
Date: 19 February 2016
Reporting Officer: Gerry Millar, Director of Finance and Resources Ronan Cregan, Deputy Chief Executive
Contact Officer: Sinead Grimes, Programme Manager
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 The Council’s Capital Programme is a rolling programme of investment which either improves existing Council facilities or provides new facilities.
This report outlines projects recommended to be moved / added on the capital programme The 2016/17 Capital Programme will be presented to the meeting of the Strategic Policy and Resources Committee in March 2016.
2.0 Recommendations
2.1 Members are asked to agree that:
Alleygates – Phase 4 is moved to Stage 3- Committed.
Officers work up a list of the proposed gates for Phase 4 for consideration by the Area Working Groups
After consideration by the Area Working Groups the proposed list is presented to the Strategic Policy and Resources Committee.
Given the above process, the project is held at ‘Stage 3- Tier 0 – Schemes at Risk’ pending confirmation by the Committee of the list of gates for Phase 4. 3.0 Main report Key Issues 3.1 Alleygates Phase 4 – Members will be aware that the Council has delivered to date three phases of the alley gating programme across the city which has seen the installation of over 600 gates. Members are aware that a fourth phase of alley gates has been proposed.
3.2 It is recommended that Alleygates Phase 4 is now moved to Stage 3 – Committed. The Director of Finance and Resources has confirmed that this project is within the affordability limits of the Council and agreed that a maximum of £700,000 be allocated.
3.3 The setting of a maximum budget for this project will allow the final number of gates to be determined and it is recommended that officers now work up a list of the proposed gates. This will be brought back into the Area Working Groups for consideration. The scheme will be held at ‘Stage 3- Tier 0 – Schemes at Risk’ until the location of the gates is agreed by Committee.
3.4 It is further recommended that once the location of the gates has been agreed by Committee 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. Financial and Resources Implications 3.5 Director of Finance and Resources has confirmed that the movement of the project is within the affordability limits of the Council and agreed that a maximum of £700,000 be allocated. Equality or Good Relations Implications 3.6 There are no specific equality or good relations implications
4.0 Appendices – Documents Attached
4.1 None STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Area Working Update
Date: 19 February 2016
Reporting Officer: Gerry Millar, Director of Property & Projects
Contact Officer: Sinead Grimes; Programme Manager
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To provide an update on a number of area related issues for Members consideration.
2.0 Recommendations
2.1 Members are asked to note
The Local Investment Fund proposals as detailed in the report (3.1 and 3.2)
The Request for Council to act as Delivery Agent for other projects in relation to the Social Investment Fund , Building Successful Communities and Urban Villages (3.3 – 3.8).
In relation to Resourcing at a local level the Council is now progressing
- 25 projects under LIF1 - 37 LIF2 projects which have been agreed in principle - Investigating a further 15 projects for their feasibility for funding under LIF2 - Up to 15 projects worth approx £800,000 within the 4 BSC areas - 10 projects under SIF in the Belfast North and Belfast East areas with further letters of offer likely over the coming months
- 2 capital projects in the Colin area together with a range of feasibility studies This is in addition to works that are being progressed on 50 projects under the Capital Programme and 22 projects under BIF. 2.2 Members will appreciate that there is a substantial amount of work in bringing forward. Members are asked to note that resources (Property Sponsors, Project Management and Estates) have been assigned to all projects but that resources are stretched to capacity.
3.0 Main report
KEY ISSUES LIF Updates Projects recommended to be advanced to due-diligence 3.1 Members are asked to note that 2 LIF2 projects which had previously been agreed for in principle funding (WLIF2 –17 - North Belfast Working Men’s Club and WLIF2-18 – Woodvale Cricket Club) have now been scored by officers and both have successfully met the minimum threshold. It is recommended that these projects now proceed to the Due Diligence stage of the LIF process. LIF – arrangements for payments where there is main funding stream by another public body 3.2 In many cases LIF funding is part of a wider cocktail of funding for projects where there is a main funding stream by another public body – e.g. there are a range of boxing club projects which are being supported under LIF where the main proportion of funding is coming from SportNI and LIF is a ‘top-up’ to this funding. For these types of projects Committee is asked to note that it has been agreed that LIF funding is paid directly to the lead funder given the administrative benefit to funders and to groups. This has been agreed with both the groups and following internal discussions with Legal Services and Financial Services. Although the potential to use this mechanism has recently occurred in relation to a number projects working through Sport NI capital funding programmes this could also apply to other programmes such as the Alpha Fund (Groundwork NI). REQUEST FOR COUNCIL TO ACT AS DELIVERY AGENT FOR OTHER PROJECTS 3.3 Members will recall that they were previously updated that the Council has been requested to act as the delivery agent for a range of projects funded under a number of external initiatives including Urban Villages, the Social Investment Fund (SIF) and Building Successful Communities (BSC) These requests recognise both the successful track record of the Council as a delivery agent for capital projects and also the uniquely placed role of the Council as a civic leader in the city. This is a sign of confidence in the Council and recognition of the Council’s increasing role in terms of regeneration and emerging community planning role. Social Investment fund 3.4 Members are asked to note that the Council has received letters of offer from OFMDFM to act as the delivery agent for the Increasing Community Services cluster in North Belfast (3 projects with over £1million of SIF funding – Westland; Arts for All and PIPS) and the Increasing Community Services cluster in East Belfast 3.5 The Council is continuing to work closely with OFMDFM to help progress the other projects where the Council is due to be act as the delivery agent including – St. Comgall’s stand alone capital project in Belfast West and the Lanyon Tunnels and Increasing Community Services cluster in Belfast South. Building Successful Communities 3.6 The Council has received further requests to act as delivery agent for a range of project under the Building Successful Communities initiative as outlined in Table 1 below. Members are asked to agree in principle that the Council acts as the delivery agent for these projects subject to due diligence being undertaken including verification of costs etc 3.7 In total, taking into account the additional projects as above, the Council has been requested to act as the delivery agent for 15 projects under the BSC initiative. An update on the status of these is outlined below. Members will be verbally updated if there is any change from this at Committee (i.e. further contracts received and/or signed)
PROJECT STATUS
Alleygates – Lenadoon/Glencolin (26 Contract for funding signed - project being gates) progressed
Alleygates – Lenadoon/Glencolin (7 Contract for funding signed - project being gates) progressed
Alleygates – Lower Falls (12 gates) Contract for funding signed - project being progressed
Belfast Bikes – Lower Shankill Contract for funding signed - project being progressed
Belfast Bikes- Lower Falls Contract for funding signed - project being progressed
Belfast Bikes – Lower Oldpark Contract for funding signed - project being progressed
EI Scheme – Lower Shankill Contract for funding signed - project being progressed
EI scheme – Tiger’s Bay Contract for funding awaited Floodlighting Dover Street Contract for funding signed - project being progressed
Canoes – Half Moon Lake -Lenadoon Council requested to deliver - Project being confirmed
First Steps – Refurbishment – Council requested to deliver - Project being Lenadoon confirmed
Kids Together – Refurbishment – Council requested to deliver - Project being Lenadoon confirmed
Banner – Raidio Failte site – Lower Council requested to deliver - Project being Falls confirmed
St. Mary’s – Refurbishment – Lower Council requested to deliver - Project being Falls confirmed
LOCA – Refurbishment – Lower Council requested to deliver - Project being Oldpark confirmed
3.8 Urban Villages Members are asked to note that OFMDFM, via SIB, have requested that the Council progress a number of feasibility studies and work is currently underway on these – Cancer Lifeline; Gilpins and Gasworks/Northern Fringe. In addition the Council is also progressing the delivery of two projects within the Colin Urban Village area – Saints Youth Boxing Club and Lagmore Community Association Members are asked to note that officers are happy to provide them with an update/briefing on the progress of any projects which are being funded under external initiatives. 3.9 Resources Members are asked to note that at a local level the Council is now progressing -
- 25 projects under LIF1 - 37 LIF2 projects which have been agreed in principle - Investigating a further 15 projects for their feasibility for funding under LIF2 - Up to 15 projects worth approx £800,000 within the 4 BSC areas - 10 projects under SIF in the Belfast - 2 capital projects in the Colin area This is in addition to works that are being progressed on 50 projects under the Capital Programme and 22 projects under BIF Members will appreciate that there is a substantial amount of work in bringing forward. Members are asked to note that resources (Property Sponsors, Project Management and Estates) have been assigned to all projects but that resources are stretched to capacity. 3.10 FINANCIAL & RESOURCE IMPLICATIONS
Financial – No direct financial implications
Resource - Officers time to deliver projects 3.11 Equality or Good Relations Implications LIF projects are screened as part of the process SIF, BSC and Urban Villages are externally funded initiatives and equality screening is the responsibility of the managing departments.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – Scoring LIF projects
Theme RAG Scores / Projects North Belfast Working Mens Club
WLIF2-17
Affordability -
Feasibility -
Deliverability -
Sustainability -
Overall RAG / Score -
STRATEGIC POLICY & RESOURCES COMMITTEE
Asset Management Subject: (i) Proposed lease to Northern Ireland Electricity at 9-12 Adelaide Street, Belfast (ii) QUB ‘Remediate’ Project – Site Access (iii) Clara Street Playground: Phoenix Natural Gas Installation
Date: 19 February 2016
Reporting Officer: Gerry Millar, Director of Property & Projects Department
Contact Officer: Cathy Reynolds, Estates Manager, Property & Projects Department
√ Is this report restricted? Yes No √ Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 This report has been produced to seek Committee approval for lease and licensing agreements with Northern Ireland Electricity, QUB, and Phoenix Gas as detailed below.
2.0 Recommendations
The Committee is asked to:
(i) Proposed lease to Northern Ireland Electricity at 9-12 Adelaide Street, Belfast 2.1 - grant the required 999 year lease to Northern Ireland Electricity Limited at nominal/nil rent on the site for the Council’s new offices (the proposed location of which is identified in Appendix 1) for the purpose of providing a suitable electricity supply to the completed building currently under construction, subject to detailed terms to be agreed by the Estates Manager and the Town Solicitor.
(ii) QUB ‘Remediate’ Project – Site Access 2.2 - provide authority for the Council to enter into a legal arrangement with Queen’s University to permit authorised personnel to accompany Council staff to the Council’s lands at the North Foreshore and Gasworks sites to undertake site investigative and monitoring work over a period of up to three years (ending on 31 December 2018) subject to suitable terms being agreed between the Queen’s University and the Council and incorporation of these terms in an appropriate legal agreement to be drawn up by the Town Solicitor.
(iii) Clara Street Playground: Phoenix Natural Gas Installation 2.3 - approve the grant of a lease to Phoenix Natural Gas for the area of land shown shaded yellow on the plan attached at Appendix 2.
3.0 Main report
3.1 (i) Proposed lease to Northern Ireland Electricity at 9-12 Adelaide Street, Belfast
3.2 Key Issues Where electricity infrastructure is to be installed on private land, NIE requires a lease from the land owner before they will proceed with any installations. In this case there is a requirement for the installation of suitable electricity infrastructure (sub-station) at the site of the Council’s new offices to provide a suitable electricity supply.
3.3 The proposed installation of this sub-station is essential to development of the new Council offices and in that respect the grant of a lease to NIE is to the Council’s benefit. In such circumstances it is NIE’s normal practice to take such leases at a nil rent and this is the case in this instance.
3.4 Financial & Resource Implications The costs associated with installation of the NIE infrastructure forms part of the capital project currently being undertaken to provide the Council’s new office accommodation. The lease will not provide any rental income to the Council but in the circumstance this is the best price the Council could obtain, given NIE’s monopoly position in provision of the relevant infrastructure.
(ii) QUB ‘Remediate’ Project – Site Access Key Issues 3.5 The Queen’s University Environmental Science and Technology Research Centre, known as the Questor Centre, has secured European Commission funding under the Marie Sklodowska-Curie Actions programme for a project entitled ‘Remediate’. QUB is co- ordinating the project which includes the participation of nine other universities and research organisations in the UK, Ireland, Germany, Denmark and Italy. The Remediate project is scheduled to run from January 2015 to 31 December 2018. The aim of the project is to enhance the career prospects of young researchers by providing them with enhanced scientific and technical knowledge and skills gained through working in a multi- disciplinary business environment.
3.6 As part of the Council’s support for the project, the Council agreed to provide future access to the Council’s land at the North Foreshore, to allow project participants to carry out site investigations and monitoring work with samples being subjected to off-site chemical and other analysis. It is anticipated the project will contribute to the development of technologies to help accelerate the remediation of contaminated sites. These technologies may influence the future management and development of the North Foreshore and Gasworks sites.
3.7 The provision of access to the North Foreshore and Gasworks sites, for those involved in Remediate, will allow them to sample groundwater, leachates and other sources in conjunction with the Council’s Environmental Health personnel who presently carry out necessary environmental monitoring at the two sites. All sampling will be carried out under the control of the Council’s Scientific Unit and will be based upon existing sampling points. All sampling will be in accordance with relevant environmental safety and health and safety procedures.
3.8 The proposed licence agreement between the Council and QUB would define the responsibilities of the parties, deal with insurance and indemnity issues and most importantly provide the Council with access to the research findings.
Financial & Resource Implications 3.9 Personnel from the Council’s Scientific Unit conduct regular environmental and other monitoring across the North Foreshore and Gasworks sites. It is intended that researchers from the Remediate project would on occasions accompany Scientific Unit personnel as they carry out their routine sampling and would then take additional materials relevant to their own sampling requirements. It is not envisaged any additional Council resource would be involved in these routine exercises. Council officers will seek acknowledgement of the Council’s contribution to the project. 3.10 In consideration of the grant of the licence the Council will be provided with the results of research which will provide scientific information regarding ground conditions on parts or all of the two sites and potential development and remediation solutions to historic land contamination.
(iii) Clara Street Playground: Phoenix Natural Gas Installation Key Issues 3.11 In 2006 Phoenix Natural Gas installed a pressure reduction station in Council land at Clara Street playground. PNG assumed the land was owned by Transport NI and as such they purported to exercise their rights pursuant to the Gas Order (NI) 1996. At that time the Council’s fence surrounding the playground was set back from the Council boundary so it was not unreasonable for PNG to assume the land formed part of the footpath.
3.11 Parks redeveloped the Clara street playground in 2014 and constructed a new fence on the Council’s boundary enclosing the PNG installation within the playground. The PNG installation is a critical piece of apparatus which supplies gas to the local area.
3.12 It is considered that the most practical solution is to relocate the fence around the gas installation, have it locked from the general public and lease the area to PNG shaded yellow on the attached plan. Having the installation remain in the play park raises too many issues which cannot be completely mitigated by PNG or BCC. People & Communities Committee at its meeting on the 8th February 2016 approved the proposed grant of a lease for this area to Phoenix Natural Gas.
Financial & Resource Implications 3.13 PNG have agreed to pay for the relocation of the fence and to maintain the area of land shaded yellow on the attached plan. The lease will be granted at a nominal rent to reflect PNG’s maintenance liabilities.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Map showing location of proposed Sub-Station at Adelaide Street.
Appendix 2 - Area of land to be leased to Phoenix Natural Gas at Clara Street Playground. Appendix 1
46
Appendix 2
1
1 a
34 C L A R A S T R E E T
2
Ps
ESS
JO THE MOUNTNESBORO PARK
WARD 2 6
JONESBORO PARK
Playground
0 6
P
Ps 3 4
4 5
Ps
2
5
4 4
Garage Scale 1:400
AO
6 4
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Financial Reporting – Quarter 3 2015/16
Date: 19 February 2016
Reporting Officer: Ronan Cregan; Director of Finance and Resources
Contact Officer: Mark McBride, Head of Finance and Performance
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 This report presents the quarter 3 financial position for the Council including a forecast of the year end outturn. It includes a reporting pack which contains a summary of the financial indicators and an executive summary (Appendix 1). It also provides a more detailed explanation of each of the relevant indicators and the forecast outturn for the year.
2.0 Recommendations
2.1 Members are asked to note the report.
3.0 Main report
Current and Forecast Financial Position 2015/16
3.1 The financial position for Quarter 3 is a net departmental under-spend of £1,568k (1.6%). The forecast year-end departmental position is an under-spend of £459k (0.4%), which is well within the acceptable variance limit of 3%.
3.2 This includes £405k which was allocated to the City Wide Tribunal Service (SP&R, 30 January 2015 - £175k) and Community and Capacity Grants (SP&R, 20 March 2015 - £230k).
3.3 The main reasons for the departmental under-spend relate to the receipt of additional income from planning fees, as well in year savings in fuel costs arising from reduction in fuel prices and employee costs savings arising mainly from vacant posts.
Rates Finalisation 3.3 The District Rate forecast by Land and Property Services at quarter 3 is a positive settlement of £369k. However as result of the ongoing analysis and review work undertaken with LPS, especially on the areas of income and losses, the forecast has been reassessed to a favourable outturn of £1.5m.
Capital Projects
3.4 Capital expenditure for 2015/16 as part of the capital programme is forecast at £56m with the main change in planned capital programme expenditure for 2015/16 being the commencement of the Council’s Accommodation Project.
3.5 The Summary Dashboard, on page 2 of the attached performance report, has been updated to include the forecast expenditure on other capital programme expenditure areas including Non-Recurring Projects (£1,094k), Works funded by the LTP efficiencies (£553k), the Feasibility Fund (£108k) and the leisure projects in the new boundary areas (£1,644k).
3.6 Committed expenditure approved by the Committee on Belfast Investment Fund projects is £4.66m, with a further £5.0m committed on LIF 1 projects and £2.49m committed on LIF 2 projects.
Capital Financing
3.7 The summary dashboard has also been updated to provide analysis of the annual capital financing budget. Actual capital financing expenditure is forecast to £1.38m below budget by the year end due to slippage in the leisure investment programme.
Forecast Reserves Position
3.8 The balance of general reserves, based on the departmental forecast and the LPS forecast rates finalisation, is estimated to be £12.4m. Specified reserves are forecast to reduce to £5.69m after allowing for planned expenditure from the specified reserves and the allocation for 2016/17 non recurrent expenditure agreed by the Committee in November 2015.
Forecast Balances
3.9 Departmental Under-spend: The forecast year end departmental position is an under- spend of £459k. As the forecast departmental under-spend of £459k represents only 0.4% of budgeted of net expenditure it is recommended that this balance is not considered for reallocation.
3.10 Rates Finalisation: The quarter 3 forecast year end rates position is a positive settlement of £1.5m. The Committee agreed at its meeting on the 20 November 2016 that this amount should be allocated to fund additional non-recurrent expenditure (Appendix 2). 3.11 The capital financing budget is forecast to be under-spent by £1.38m. The Committee agreed at its meeting on the 20 November 2016 that £1.3m of this amount should be allocated to fund additional non-recurrent expenditure (Appendix 2).
4.0 Appendices – Documents Attached
4.1 Appendix 1: Quarter 3 Performance Report Appendix 2: Non Recurrent Expenditure - SP&R Committee Report 20 November 2015
Strategic Policy and Resources Committee
Quarterly Finance Report
Report Period: Quarter 3, 2015-2016
Dashboard - Quarter 3, 2015-2016 Page Revenue Section 3, 5
7
Reserves Statement
8, 9
Capital Section
10-11
12-13
14
15
Capital Financing Section
16
Committee Net Revenue Expenditure: Year to Date Position
The Quarter 3 position for Belfast City Council is an under spend of £1,796k or 1.8% of the net budget.
This under spend is reduced by £228k as a result of the approved committee decision to allocate £405k of in-year under spends to Community Grants and the Tribunal Service giving a year to date under spend of £1,568k (1.6%).
The Strategic Policy and Resources committee is under budget by £112k, which is 0.4% of the Committee budget. This under spend is mainly due to vacant posts arising from staff turnover
The People and Communities committee is under spent by £1,360k which is 2.4% of the Committee budget.
The key drivers to the net under spend position include: • Neighbourhood and Development Services is £485k below budget. This includes vacant posts and posts under review as part of the establishment of the new department. In addition hired and contracted services linked to programmes of path and trees works are under spent although this work is on schedule to be completed by the year end. • Cleansing Services is £243k below budget mostly due to reduced fuel costs resulting from reduced fuel prices. • The Environmental Health Service is reporting a net under spend of £300k, largely due to vacant posts and the receipt of additional government grant income. • The Parks and Cemeteries service is £249k under budget due to additional income of £169k and savings on premises costs.
These under spends have helped offset an over spend of £219k in Leisure Services, arising from historic compensation claims and premises insurance costs.
The City Growth and Regeneration Committee budget is over spent by £172k, or 1.6% of the Committee’s net revenue budget
The key drivers to this net position are: • Parks Estates including Belfast Castle and Malone House are overspent by £73k largely due to a shortfall in income. • The Zoo is over spent by £119k as income from Zoo admissions is £28k below target and
employee related expenditure is £92k over budget. Members should note that a Zoo Improvement Report was submitted to the City Growth and Regeneration Committee on 13th January outlining proposals for a £300k reduction in the Zoo subsidy over the next three years.
The Planning Committee is under spent by £495k, which is 41.9% of the Committee budget, arising from additional income of £569k in Belfast Planning Service offset by additional spend of £161k on advertising.
Committee Net Revenue Expenditure: Forecast for Year End
The Quarter 3 forecast for Belfast City Council is an under spend of £864k or 0.7% of the net budget.
As reported in previous quarters £405k of this under spend has been allocated to the City Wide Tribunal Service (£175k) and Community and Capacity Grants (£230k) leaving an unallocated under spend of £459k (0.4%) at Quarter 3.
The Strategic Policy and Resources Committee has a Quarter 3 forecast over spend of £172k or 0.5% of the Committee’s net budget. The over spend is due to the loss of electricity income at the North Foreshore, offset by savings in employee costs.
People and Communities Committee has a Quarter 3 forecast under spend of £1,055k or 1.4% of the Committee’s net budget.
The main drivers to this forecast are: • The Cleansing Service is forecast to be £362k below budget, principally due to reduced fuel costs of £240k. • The Environmental Health Service is forecast to be £516k below budget, principally due to savings from vacant posts and the receipt of additional government grant income. • Neighbourhood and Development Services is forecast to be £239k under budget, mainly due to vacant posts. • These under spends will help offset a forecast over spend of £160k in Leisure Services, arising from historic compensation claims and insurance costs.
It is forecast that the City Growth and Regeneration Committee budget will be over spent by £98k or 0.7% of its budgeted expenditure at year end.
The main drivers to this forecast are: • A forecasted under spend of £168k in Economic Initiatives & International Development Service, this relates to income received within the Markets Unit for additional stallage in St Georges Market and reduced expenditure on project / programme costs. • An anticipated over spend of £100k at the Zoo. This is dependent on performance from an early Easter and implementation of the Improvement Plan.
• Parks Estates are forecast to be overspent by £100k as the current franchise agreement remains under review and the interim arrangements may result in an income shortfall.
The Planning and Licensing Committees have a Quarter 3 forecast under spend of £80k or 4.8% of the Committee’s net budget.
The main driver to this net under spend position is • Additional income of £440k in the Belfast Planning Service. However additional advertising (£250k) and staff costs have been incurred which will reduce the forecast under spend to £80k.
District Rate Forecast Variance for Year End
The chart below shows the quarterly rate income forecast as received from Land and Property Services (LPS) in previous years, together with the quarterly forecast for the current year.
The District Rate year end outturn, as forecast by LPS at Quarter 3, is a favourable outturn of £369k. This is an increase of £37k from the previous Quarter 2 forecast. DOE (LGPD) have also indicated that there will be a favourable variance in the de-rating grant of £74k.
Members will be aware that officers work closely with LPS to monitor performance, and review income and losses. In particular, significant drivers to the year end forecast such as outstanding appeals and non-domestic vacant rating are be scrutinised.
As a result of the most recent meeting with LPS, the forecast has been reassessed to a favourable outturn £1.5m, including the de-rating grant.
Movement on Reserves
The Council’s total reserves balance at 31/03/2015 was £22.03m. This included specified balances of £9.78m. Specified Reserves balances at the end of Quarter 3 are :
Specified Reserve Opening Balance Qtr 3 Forecast as at 1st April 15 balance £ £ £ Boxing Strategy 406,813 287,163 200,000 Tall Ships 2015 /16 989,039 111,514 0 Area Pilots 248,523 228,970 0 Pipe Band Championships 105,787 164,092 162,787 Renewing the Routes 284,000 284,000 284,000 Advice Centre 139,242 0 0 LGR Fund 494,383 488,863 486,383 Leisure Fund 311,497 311,497 0 VR and Pensions 1,100,000 1,100,000 482,000 Non Recurring Expenditure 15/16 5,701,740 3,263,917 1,238,288 Non Recurring Expenditure 16/17 2,838,161 Total £9,781,024 £6,240,017 £5,691,620
At Quarter 3 the forecast is a favourable rate settlement of £1.5m and a favourable capital financing variance of £1.38m. These amounts were set aside to fund non-recurrent revenue costs in 16/17 by the Strategic Policy and Resources Committee in November 2015.
A Departmental net revenue under spend of £459k is forecast for the year end after the allocation of monies to the Community Grants (£230k) and Tribunal Service (£175k).
The application of specified reserves and the funding of voluntary redundancy and pension costs together with the above movements will result in a forecast reserves balance of £18.1m at the year end, of which £5.7m will be specified. This will leave a balance of £12.4m in general reserves.
Belfast City Council – Committee Summary Movement on Reserves Actuals Annual Plan Forecast Forecast Plan YTD YTD Variance YTD % 2015/2016 for Y/E at Variance % Committee £000s £000s £000s Variance £000s P9 £000s £000s Variance Strategic Policy and Resources 27,609 27,497 (112) (0.4)% 36,969 37,141 172 0.5% People and Communities 57,529 56,169 (1,360) (2.4)% 75,566 74,511 (1,055) (1.4)% City Growth and Regeneration 10,808 10,980 172 1.6% 14,732 14,831 98 0.7% Planning and Licensing 1,180 685 (495) (41.9)% 1,681 1,601 (80) (4.8)% Total 97,126 95,331 (1,796) (1.8)% 128,948 128,084 (864) (0.7)% Approved committee decisions 22 8 405
Total (459)
RESERVES WORKINGS Capital Financing 1,381 Specified Reserves movements (4,089) Year End Departmental Forecast 459
Rates Income 1,500
Contribution to Election Fund (150)
Compensation Claims (200) Balance sheet adjustments 16 Creation of Non Recurrent 16/17 (2,838)
Forecast Movement on Reserves for current year (3,921)
Analysis of Forecast Reserves Balance Opening Balance Reserves 22,028 Movement in Reserves (3,921) Total Reserves 18,107 Specified Reserves Balance 5,692 Closing Balance General Reserves 12,415
Annual Capital Programme
Annual Capital Programme The Shadow Strategic Policy & Resources Committee, 30 January 2015, agreed a programme of net expenditure for 2015/16 of £39.63m. This includes expenditure on committed projects, £39.55m and uncommitted projects, £75k.
In the nine months to 31 December 2015 the Council has incurred net expenditure of £36.79m. Forecast outturn for the year is £56.61m, which is £16.98m more than previously anticipated.
Expenditure for the year on Stage 3 Committed projects and Stage 2 is outlined below:
Stage 3: Committed Projects The Council has incurred £28.68m expenditure on the committed projects. The main areas of expenditure are: • Belfast Waterfront Exhibition and Conference Centre - £7.78m • Connswater Community Greenway - £5.35m • Pitches Strategy - £4.17m • Innovation Centre - £2.57m • North Foreshore - £2.11m
Forecast expenditure for Stage 3 committed projects for the year ending 31 March 2016 is £47.04m. It should be noted that £90k of this forecast relates to Tier 0 schemes progressing at risk. These are schemes still awaiting letters of offer from funders, but need to be progressed to tender preparation stage in order to meet tight funding deadlines, or schemes with outstanding issues to be resolved.
Stage 2 Projects The Council has incurred £30k expenditure on uncommitted projects to 31 December 2015. There is a programme of expenditure of £95k for these projects until 31 March 2016. However, these schemes will only move to tender stage upon approval from the Strategic Policy & Resources Committee and Council.
Other Projects The Council has incurred £8.07m on other schemes to 31 December 2015. There is a programme of expenditure of £9.47m for these projects until 31 March 2016. The main area of expenditure is the new Council Accommodation project.
External Funding The 2015/16 Capital Programme includes 17 projects that are part funded by external organisations.
In the nine months to 31 December 2015, the Council has claimed/received £26.08m from these external funders. The main areas of funding are: • Belfast Waterfront Exhibition and Conference Centre - £13.73m • Girdwood Hub - £5.30m • Innovation Centre - £2.82m • North Foreshore - Green Economy Business Park Infrastructure - £2.59m
Other Capital Programmes
Other Capital Programmes
Feasibility £250k from the capital financing budget has been ring-fenced to provide a Feasibility Fund in 2015/16.
The Feasibility Fund enables initial feasibility work to be undertaken on proposed projects to bring them to a point where Members can decide if they should be progressed. The fund can be used for Local Investment Fund, Capital Programme or Belfast Investment Fund proposals.
As at 31 December 2015, the Council has committed £108k to the feasibility fund with £74k of this having been paid out. £9k relates to LIF Feasibility, £76k relates to the Capital Programme Feasibility, and £23k relates to BIF Feasibility
Leisure - New Boundary The Shadow Strategic Policy and Resources Committee, 30 January 2015, agreed to ring fence £2m of the additional income from the new rate base for investment in the leisure estate in the new boundary area. The Council has incurred £107k on these projects to 31 December 2015. The forecast expenditure for 2015/16 is £1.64m.
The main areas of forecasted expenditure are:
Location £ Playground Replacements 690,000 Prince Regent Road Depot 480,000 Sally Gardens 300,000
LTP Efficiencies The Shadow Strategic Policy and Resources Committee, 30 January 2015, agreed to allocate
£765k of Year 1 Leisure savings to non-recurring planned maintenance works of the leisure estate. The Council has incurred £153k on these projects to 31 December 2015. The forecast expenditure for 2015/16 is £553k.
The main areas of forecasted expenditure are: Location Work needed £ Shankill Leisure Centre Fascia and boiler replacement 199,090 and fire system upgrade Brook Activity Centre Replacement fire system, 93,500 windows and ceilings Ozone / Tennis Centre Boiler replacement, shower 79,000 and roof repairs
Non-Recurring Capital Projects A planned programme of works amounting to £955k has been agreed for 2015/16.
The Council has incurred £331k of expenditure on non-recurring projects as at 31 December 2015. The forecast expenditure for 2015/16 is £1.09m.
The main areas of forecasted expenditure are:
Location Work needed £ New Office Accommodation Desks 140,000 Various Playgrounds Playground Refurbishment 130,000 Various Pitches Pitch Drainage 125,000 Templemore Baths Roof repairs 104,830 Tropical Ravine Activity costs 100,000
Various Parks Parks refurbishment 74,000
Belfast Investment
Belfast Investment Fund
The Council has established a Belfast Investment Fund (BIF) which is designed to support partnership projects across the city. The Strategic Policy & Resources Committee on 24 April 2015 agreed that there is £22m available under BIF and to ensure that there is balanced investment across the four city quadrants in terms of the overall allocation.
As at 31 December 2015, there are four committed projects totalling £4.66m investment. The Council has incurred £62k expenditure on these projects to 31 December 2015. There are also nine uncommitted projects and ten emerging projects. These projects will only become committed projects upon approval from the Strategic Policy & Resources Committee and Council.
The BIF contributions for each of the four committed projects are:
Project BIF Contribution £ Lagan Gateway at Stranmillis 2,150,000 Lionra Uladh (Raidió Fáilte) 950,000 Davitts GAC 1,000,000 Willowfield Parish Church 560,000
Local Investment Funds (LIF 1 and LIF 2)
Local Investment Fund
LIF 1 An integral part of the Investment Programme was the establishment of a £5m Local Investment Fund (LIF) which was designed to support the delivery of key local regeneration projects in neighbourhoods and as a means for Members to connect with local communities in their area. This was in preparation for their formal role in community planning under the Reform of Local Government.
As at 31 December 2015, 70 projects worth £5m have been approved in principle, of which 61 projects worth £4.35m have been through the Council’s rigorous due-diligence process.
Funding worth £2.98m has been paid out to 52 groups across the Council area, including Ballysillan Community Forum, Windsor Women’s Centre, Short Strand Community Centre, Greater Turf Lodge Residents’ Association, and West Belfast Orange Hall.
Due-diligence work is continuing on the other projects which have been approved in principle and officers are working closely with the groups to ensure all necessary information is being forwarded to the Council.
LIF 2 Given the success of the original LIF it was agreed at Shadow SP&R in March 2015 that a LIF 2 would be established and £4m will be allocated to AWGs for this on a proportional basis as below:
Area LIF Allocation £ North 800,000 South 800,000 East 1,200,000 West 1,200,000
As at 31 December 2015, 34 projects worth £2.50m have been approved in principle.
Central Finance: Capital Finance Forecast for Year End
The Capital Finances are the monies required to support the capital expenditure in the current year and previous years.
The Capital Financing Budget for 2015/16 has been set at £16.99m to meet the financing cost of the Council’s Capital Programme. The forecast for this budget is an under spend of £1.38m.
This budget will be used to finance five main areas of expenditure, namely:-
• Recurring financing costs of existing and transferred loans • Financing costs of committed schemes • Financing costs of uncommitted schemes • Feasibility work • Non recurring schemes
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Non Recurrent Expenditure Requirements for 2016/17
Date: 20 November 2015
Reporting Officer: Ronan Cregan; Director of Finance and Resources
Contact Officer: Mark McBride, Head of Finance and Performance
Is this report restricted? Yes No Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 This report presents the non-recurrent expenditure requirements for 2016/17 and makes recommendations as to how these can be financed. As this expenditure only relates to money which is needed in 2016/17 it is not appropriate to be included as part of the revenue estimates and rates setting process. 2.0 Recommendations 2.1 Members are asked to agree the allocation of £2,838,161 for 2016/17 from the balances outlined in Table 2 to fund the non-recurring expenditure summarised in Table 1 and detailed in paragraphs 3.2 to 3.18 below. 3.0 Key Issues 3.1 The revenue estimates process has identified £2,838,161 of one-off expenditure requirements for 2016/17. These are summarised in Table 1 below, with the detail of each category included in paragraphs 3.2 to 3.18 below.
Table 1 Non Recurrent Expenditure requirement 2016/17
Temporary Employees £1,206,161 Projects £1,632,000 Total £2,838,161 Temporary Employees
3.2 Legal Services – Two Posts (Temporary Solicitors): One of these posts is required to support the establishment of development agreements. This is being proposed on a temporary basis to test the potential for self financing of this arrangement in the future. The second post is required to for conveyancing work relating to transferring assets and the increase and complexity of the Council’s capital investment projects.
3.3 Planning Service – Three Posts (Technical Support Officer, Enforcement Officer and Business Support Officer): The current structure of the Planning Service was developed in advance of the transfer from the DOE. The structure will need revisited once the Planning operations have bedded in and the local development planning function is fully established. It is therefore proposed that these posts should only be on a temporary basis.
3.4 Planning Service Administration – Three Full Time Equivalent Posts (Part Time Receptionist/Admin and Business Support Clerk): These temporary posts reflect the current Robinson Centre staff who have been assigned to provide admin support to the Planning Service. It is proposed that these temporary positions should continue in 2016/17
3.5 Development – Three Posts (Grants Officer and Two Grants Assistants): These posts support the Central Grants Unit in providing a corporate approach to the receipt, assessment and payment of grants to external organisations. It is proposed to extend the current posts pending a review of the centralised grants unit.
3.6 Health and Environmental Services – One Post (Project Manager, Off Street Car Parking): This temporary post was created at the transfer of off street car parking to the Council. The convergence work and contract management associated with the car parks will continue during 2016/17 and the extension of this temporary post is therefore required.
3.7 Property and Projects – Three Posts (Capital Claims Accountant and two Claims Senior Business Support Officers): These temporary posts provide a claims service to ensure compliance with the regulations and requirements of external funding providers for grant funded capital schemes including SEUPB funded projects. Given the schemes in progress and the risk of financial penalties for non-compliance, an extension of these temporary posts is required in 2016/17.
3.8 Property and Projects – One Post (Estates Surveyor): This temporary post provides support to the estates unit with particular responsibilities associated with assets transferred to the Council through local government reform. This work will continue in 2016/17 and an extension of the temporary post is required. 3.9 Property and Projects – Seven Posts (Facilities Apprenticeships): The seven temporary apprenticeship positions were established as part of the Investment Programme and this will allow the scheme to continue in 2016/17.
Projects
3.10 Place Positioning: £50,000 of costs for the set up costs of place positioning which is about attracting investors, tourists and students to the city.
3.11 All Ireland Irish dancing Championships: The £250,000 of financial support which was approved by Council on the 13 October 2010 to secure the delivery of the All Ireland Irish Dancing Championships at the Waterfront Hall from the 28 October to the 6 November 2016.
3.12 Royal Scottish Pipe Bands Championships: This is the £180,000 of financial support approved by Council on the 30 January 2015 to ensure the delivery of the Royal Scottish Pipe Band Championships at Stormont on the 11 June 2016.
3.13 Employment and Skills: £100,000 of activities to support the development of an in-house agency arrangement which will lead to reduced agency costs and support the development of a Council employability scheme.
3.14 Subvention Scheme: £130,000 as the Council’s contribution to the conference convention scheme which is administered by the Visit Belfast. The subvention scheme will be of particular benefit to new Waterfront Exhibition Centre. This subvention will be become self-financing as part of the Waterfront’s business and financial plan.
3.15 Community Development Grants: This requirement is for the continuation of the £635,000 of non recurrent community development grant funding in 2016/17. This consists of £405,000 approved by Council in February 2015 to provide for the transferring communities from Lisburn and Castlereagh and the further £230,000 for capacity and community building grants approved by Council in April 2015.
3.16 Belfast Bike Hire Scheme: This involves £22,000 of funding to enable a further marketing campaign for the Bike Hire Scheme in order to increase usage and income levels.
3.17 Diversity Events: This will provide £125,000 support for the programme to celebrate the 1916 Easter Rising which is being organised by the Belfast 2016 Committee which is chaired by the former councillor Tom Hartley. It is also proposed to provide £125,000 to develop and deliver a Council led civic programme to celebrate the centenary of the Battle of Somme. 3.18 Defibrillators: This funding of £15,000 will provide Automatic External Defibrillators at Council sites and is the subject of a separate report to this Committee.
Sources of Funding
3.19 Table 2 below shows the forecast level of funding which should be available from 2015/16 resources as reported to the Committee in the separate quarter 2 financial report. It is recommended that these balances are allocated to cover the £2,838,161 of non-recurrent costs summarised in Table 1 above. Table 2 Funding Available for Non Recurrent Expenditure
2015/16 Forecast Rates APP £1,500,000 2015/16 Forecast Capital Financing Under-Spend £1,380,000 2015/16 Non Recurring Balance £192,208 Total £3,072,208
Financial & Resource Implications
3.20 Finance implications as detailed in the report Equality or Good Relations Implications
3.21 None
4.0 Appendices – Documents Attached
4.1 None STRATEGIC POLICY AND RESOURCES COMMITTEE
Subject: Contracts for Award
Date: 19 February 2016 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
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report
1.1 The purpose of this report is to: Seek approval from Members to the advancement and award of the tenders as outlined in Appendix 1 in accordance with the Scheme of Delegation. 2.0 Recommendations
2.1 It is recommended that Members: 1. Approve the public advertisement and acceptance of tenders as listed in Appendix 1 Table 1, through the Council’s electronic procurement system. 2. Grant delegated authority to the appropriate Director, using pre-agreed criteria, the most economically advantageous tender, and allow month by month extensions where contracts are under review. 3. Agree to accede to Standing Orders 62 (a) exceptions in relation to contracts by direction of the council acting on a recommendation of a Chief Officer that the exception is justified in special circumstances for the appointment of a consultant to support the alignment of the Belfast Rapid Transit scheme with the emerging city narrative as per table 2. 4. Approve the award of contracts outlined in Appendix 1 that has been carried out by Arc21 on behalf of the Council as per table 4. 3.0 Main report Key Issues 3.1 Section 2.5 of the Council’s Scheme of Delegation outlines that under Standing Order 60(a) any contract that exceeds the statutory amount (currently £30,000) needs to be made under the Corporate Seal. Under Standing Order 51(b) the Corporate Seal can only be affixed when there is a resolution of the Council.
3.2 The tenders submitted for approval in Appendix 1 have been forwarded by Departments for approval. Departments have been required to provide assurance that provision for the expenditure has either been made within their departmental budgets or approval has been sought from the Director of Finance and Resources that this expenditure has been provided for within a corporate budget.
3.3 As part of this process, Departments have also provided assurance that appropriate resources are available within their departments in order to effectively administer and management any contract(s).
3.4 In accordance with Standing Orders these tenders shall comply with the relevant requirements of national legislation and European directives and be overseen by Corporate Procurement Services.
3.5 This report relates to corporate as well as departmental supplies and services only. The procurement of services and works contracts relating to the capital procurement is dealt with under the Capital Programme reports in accordance with the approved stage approval process.
Financial & Resource Implications 3.6 The financial resources for these contracts will be met within the current departmental budgets and the proposed departmental estimates process which are taken forward through the rate setting process.
Equality or Good Relations Implications 3.7 No specific equality or good relations implications.
4.0 Appendices - Documents Attached 4.1 Appendix 1 - Appendix 1 – Contracts For Award, Schedule of tenders for consideration Appendix 1 - Schedule of tenders for consideration
Table 1 - New tenders
Title of tender Senior Responsible Proposed contract duration Officer
Provision of dog kennelling facilities and Siobhan Toland 2 years with option to extend related services for a further 2 Specialist lead with commercial assistance Jill Minne 6 months and negotiations in relation to employment support contracts Provision of a collections options report Nigel Grimshaw 1 year including TEEP assessment Electrical installation at City Hall Gerry Millar 3 months HAVC at City Hall Gerry Millar 3 months MTC for repair and maintenance of Gerry Millar 1 year with option to extend electrical services for a further 2 Minor electrical installations Gerry Millar 1 year MTC for building repair and maintenance Gerry Millar 1 year with option to extend for a further 2 MTC for roller shutter doors Gerry Millar 1 year with option to extend for a further 2 Supply and delivery of uniforms Gerry Millar 1 year with option to extend for a further 2 Supply and delivery of footwear and gloves Gerry Millar 1 year with option to extend for a further 2 Provision of pest control for Parks Rose Crozier 1 year with option to extend for a further 2 Supply and delivery of play equipment Rose Crozier 1 year with option to extend for a further 2
Table 2 - Tenders justified by special circumstances
Title of tender Senior Responsible Proposed contract duration Officer
Appointment of a consultant to support the Donal Durkan 3 months emerging city narrative with the alignment of the Belfast Rapid Transit scheme
Table 3 - Tenders for extension of contract period on a month by month basis
Title of tender Director Responsible
Tender for provision of toilet hygiene and floor care services Gerry Millar Tender for provision of catering franchise at Belfast Castle and Rose Crozier Malone House Tender for recycling/treatment of various Council waste streams Nigel Grimshaw Table 4 – Tenders awarded by Arc21 on behalf of the Council
Title of tender Senior Responsible Proposed contract duration Officer
Tender for the provision of a dry material Nigel Grimshaw 1 year with the option to recovering facility renew for a further 12 months STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Allocation of Special Responsibility Allowance
Date: 19th February, 2016
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Stephen McCrory, Democratic Services Manager
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To consider a change in the allocation of Special Responsibility Allowance.
2.0 Recommendations
2.1 The Committee is recommended to adopt the new Special Responsibility Allowance allocation with effect from 1st March, 2016 (Appendix 1).
3.0 Main report
3.1 Key Issues
3.1.1 The Council has agreed to establish the Belfast Waterfront and Ulster Hall Ltd Shareholders’ Committee and this will be effective from 1st March, 2016.
3.1.2 Members will recall that the Council had previously agreed how the Special Responsibility Allowance (SRA) should be distributed to take account of those positions within the Council that attracted additional responsibility, such as the Chairpersons and the Deputy Chairpersons of the Standing Committees and Party Officers. With the establishment of this additional Standing Committee, the allocation of the Special Responsibility Allowance requires to be reviewed.
3.1.3 Given that it is expected that the Belfast Waterfront and Ulster Hall Ltd Shareholders’ Committee will only meet every other month, it is recommended that the SRA payable for the Chairperson of that Committee should be set at the same level as that for a Deputy Chairperson of one of the other Standing Committees (which meet monthly) and that the SRA payable to the Deputy Chairperson of that Committee should be set at 50% of the Chairperson’s allowance.
3.2 Financial & Resource Implications
3.2.1 None, as the Council will not be exceeding the overall total of £108,000 available under the Payments to Councillors Regulations.
3.3 Equality or Good Relations Implications
3.3.1 There are not any equality or good relations considerations associated with this report.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – New allocation of the Special Responsibility Allowance. Appendix 1
Alternative Suggestion
Allocation of Special Responsibility Allowance – With Additional Belfast Waterfront and Ulster Hall Ltd Shareholders ‘Committee
Chairpersons and Deputy Chairpersons
Position Allowance Number of posts Total Chairpersons £6,580 5 £32,900 Deputy Chairpersons £3,300 5 £16,500 Chair BW&UH Cttee £3,300 1 £3,300 Dep Chair BW&UH Cttee £1,650 1 £1,650 Total £54,350
Political Party Officers Party Officer Basic Allocation £3,300 Remainder allocated to Political Party Leaders £188.59 per Member of the Party
Position Number of Allocation Allocation Basic Total Members per party per Party Allocation Member Strength
SF Party Leader 19 £188.59 £3,583.21 £3,300 £6,883.21
SF Deputy Leader £3,300 £3,300
SF Secretary £3,300 £3,300
DUP Party Leader 13 £188.59 £2,451.67 £3,300 £5,751.67
DUP Deputy Leader £3,300 £3,300
DUP Secretary £3,300 £3,300
Alliance Party Leader 8 £188.59 £1,508.72 £3,300 £4,808.72
Alliance Deputy Leader £3,300 £3,300
UUP Party Leader 7 £188.59 £1,320.13 £3,300 £4,620.13
UUP Deputy Leader £3,300 £3,300
SDLP Party Leader 7 £188.59 £1,320.13 £3,300 £4,620.13
SDLP Deputy Leader £3,300 £3,300
PUP Party Leader 3 £188.59 £565.77 £3,300 £3,865.77
57 £42,900 £53,649.63
Total £107,999.63
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Good Relations Partnership Meeting – 8th February 2016
Date: 19th February 2016
Reporting Officer: Nicola Lane, Good Relations Manager
Contact Officer: Margaret Higgins, Senior Good Relations Officer
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to report to committee on the key issues discussed at the Good Relations Partnership meeting held on 8th February 2016.
2.0 Recommendations
2.1 That the Strategic Policy and Resources Committee approve the minutes and the recommendations from the Good Relations Partnership Meeting held on 8th February 2016. 3.0 Main report
Key Issues
3.1 The Good Relations Partnership is a Working Group of the Strategic Policy and Resources Committee which consists of Elected members and representatives from various sectors across the city. The minutes from the Partnership are brought before the Committee for approval on a monthly basis.
3.2 The key issues on the agenda at the February meeting were: Update on the Bonfire Management Programme Update on Peace IV Update on Interfaces Funding Good Relations Action Plan 2016/2017 Refugee Resettlement Update Review of Good Relations Partnership
3.4 More details regarding the above issues and recommendations are included in the minutes of the meeting
Financial & Resource Implications 3.5 All expenditure is contained within existing budgets.
Equality or Good Relations Implications 3.6 The recommendations of the Partnership promote the work of the Council in promoting good relations and will enhance equality and good relations impacts.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of the minutes of the Good Relations Partnership of 8th February 2016. GOOD RELATIONS PARTNERSHIP
MONDAY, 8th FEBRUARY 2016
MEETING OF THE GOOD RELATIONS PARTNERSHIP
Members present: Councillor Kyle (Chairperson); and Councillors Attwood, Bradshaw, Johnston, Walsh and Sandford.
External Members: Ms. O. Barron, Belfast Health and Social Care Trust; Mr. S. Brennan, Voluntary/Community Sector; Ms. A. Chada, Voluntary/Community Sector; Mr. K. Gibson, Church of Ireland; Mrs. M Marken, Catholic Church Mr. M. O’Donnell, Department of Social Development; and Mr. P. Scott, Catholic Church.
In attendance: Mrs. M. Higgins, Senior Good Relations Officer; Ms. N. Lane, Good Relations Manager; Mr. S. Lavery, Programme Manager; Mr. I. May, Peace IV Manager; Mrs. S. Toland, Lead Operations Officer/Head of Environmental Health; and Mrs. S. Steele, Democratic Services Officer.
Apologies
An apology was reported on behalf of Mr. P. Mackel.
Minutes
The minutes of the meeting of 11th January were taken as read and signed as correct.
Declarations of Interest
No declarations of interest were reported.
Update on Bonfire Management Programme
The Programme Manager reminded the Partnership that, at its meeting on 9th November, the Members had made a recommendation to the Strategic Policy and Resources Committee that council officers would continue their work on reviewing the Bonfire Programme and also consider the immediate next steps for the delivery of the 2016 Programme, this had subsequently been ratified by the Council.
He advised that it had also been agreed that, in order to progress this work, officers could seek external support. He reported in that regard, Dr Jonny Byrne, University of Ulster, had been appointed and over the past two months had been working with officers to organise facilitated meetings with a number of stakeholders to
80 Good Relations Partnership, Monday 8th February, 2016
look at mechanisms for any future Programme that the Council might deliver. The Members were asked to note that the scope of the review had been limited due to financial and time constraints but had specifically focused on a number of consultation sessions with Elected Members, the Good Relations Partnership, community groups, external stakeholders and senior council officers.
The Members were advised that this work had just been completed and Dr. J. Byrne was in attendance. Dr. J Byrne then presented his findings to the Partnership which outlined a number of key findings from the review and a range of issues for Members to consider.
The Partnership was asked to note that the work on reducing issues at bonfires with the help of any programme, was complex and it was important that any significant changes to the programme should be carried out in a step by step process over a number of years. It was suggested that the Partnership should give consideration to some changes being made to the programme for 2016, with further changes taking place over a medium to longer term, ensuring that the Partnership, local communities and Elected Members were involved in deciding the pace of change.
Dr. Byrne then addressed a number of questions which had been put to him by the Members and left the meeting.
Following consideration, the Partnership agreed to recommend to the Strategic Policy and Resources Committee that:
1. it approves the delivery of a Bonfire Programme for 2016, and officers proceed to make the necessary proposed small changes as discussed at the meeting to the 2016 Programme, to include the development of consistent monitoring procedures, change of name to Bonfire Programme and the funding of specific Good Relations and Community Safety outcomes as part of the scope of the work; and 2. officers would commission a suitable external consultant to work with the Partnership and the various groups involved with the programme to reach clarity on the future of work on bonfires, giving consideration to the wider Good Relations implications.
Update on Peace IV
The Partnership considered the undernoted report.
“1.0 Purpose of Report or Summary of main Issues
1.1 To update the Partnership on the Draft PEACE IV Local Action Plan following revision in line with the guidelines issued by SEUPB in December 2015; to consider the process for public consultation on the Draft Plan prior to submission to SEUPB and to provide Members with further information on the Shared Education Priority of the Programme.
81 Good Relations Partnership, Monday 8th February, 2016
2.0 Recommendations
2.1 Members are asked to approve the following:
that information on the thematic priorities and objectives of the Plan and revised financial allocations are included in the draft Plan to be published for public consultation;
that a working group of Partnership Members supported by Council officers convenes to further consider the outline draft Plan and consider responses received during the consultation process.
3.0 Main report
Key Issues
3.1 The new PEACE cross-border programme has been developed under the EU’s thematic objective of promoting social inclusion, combating poverty and discrimination. The Programme is designed to promote social and economic stability in the Northern Ireland and the Border Counties, in particular through actions to promote cohesion between communities. The Managing Authority for the new Programme is the Special EU Programmes Body (SEUPB).
3.2 The European Commission approved the content of the PEACE IV Programme on 30th November 2015 and the SEUPB held a half day pre-application workshop for the Councils in Northern Ireland and the border region of Ireland on 3rd December 2015. Draft guidance on developing the local action plan was also circulated at this meeting to local authorities.
3.3 The Programme was formally launched on 22nd January 2016 at the Skainos Centre in Belfast by Minister for Finance & Personnel Mervyn Storey MLA and Brendan Howlin TD, Minister for Public Expenditure and Reform in the Irish Government. A copy of the citizens summary of the Programme made available at the launch is attached as an appendix to this report for reference.
3.4 Members will be aware that the Good Relations Unit has taken the lead in developing a draft plan focussing on the priority areas of Children & Young People; Shared Spaces and Services and Building Positive Relations at the local
82 Good Relations Partnership, Monday 8th February, 2016
level. This draft outline plan was submitted to the Good Relations Partnership in June 2015 and subsequently included in papers for the Strategic Policy & Resources Committee. The draft outline plan has now been revised to take account of the guidance issued by SEUPB in December and the indicative financial allocations under each of the priority themes.
3.5 Significant revisions include:
Greater focus on engagement and co-design with stakeholders of interventions. Scoping up of programme outlines to reflect the indicative financial allocations under each priority. Designing an approach to develop a signature ‘civic space’ under the Shared Spaces & Services Priority to complement the work on regenerating interfaces and the City Centre Regeneration Framework and in line with the guidance from SEUPB. Inclusion of cultural programming for example, along the Creative Legacies model successfully developed under the PEACE III programme. Revision of the Local Area Networks model to reflect the focus on key target groups specified in the guidance issued by SEUPB. It is proposed that suitable networks are identified on a geographic and thematic basis reflecting the SEUPB guidance. Revision of the proposed community sports programme to ensure alignment with the Everybody Active 2020 Strategy and National Stadia proposals.
3.6 In addition to the overarching objectives previously considered by the Partnership a number of specific outcomes to be achieved have also been suggested for inclusion in the draft Plan. These outcomes relate to benefits for individuals participating on programmes and would reflect the desired improvement in knowledge and skills; attitudes; behaviour and circumstances. They include:
1. Knowledge of citizenship expectations (rights and responsibilities); 2. A sense of joint ownership of shared spaces; 3. Greater confidence in travelling across the city to access services/opportunities; 4. Increased sense of belonging to the city; 5. Enhanced employability.
Engagement & Co-Design
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3.7 It is proposed that Programmes are effectively co-designed with local communities wherever practicable through intensive engagement and facilitation. Programmes will involve extensive engagement with a focus on reaching the most marginalised individuals and communities. The PEACE IV Programme also seeks to support groups particularly impacted by the legacy of the conflict such as victims and survivors and those communities with low social capital as well as those identifiable groups and networks dealing with specific legacy issues such as young and older people, women, the faith community, those suffering from physical or mental disability arising from the legacy of violence, ex-prisoners, displaced persons and former members of the security forces.
3.8 In all cases programmes and projects are required to be inclusive in nature and should ensure meaningful, purposeful and sustained contact between people of different backgrounds and which have the capacity to change attitudes and behaviour. Initiatives should evidence a direct commitment to tackling real and complex issues such as sectarianism and racism.
3.9 A comprehensive Monitoring & Evaluation Framework is being developed based upon the key objectives of the Belfast Plan and the specific results to be achieved by the Programme as detailed in the overall PEACE IV Programme summary.
Delivery & Governance Arrangements
3.10 It is anticipated that the GRP will continue to be the principal Partnership structure for administration of the Plan and that a Programme Board will be established to oversee the management and implementation of the various programmes.
3.11 In keeping with the strategic nature of the Programme, delivery will be by Council as Lead Partner with scope for delivery of programmes by statutory partners or competent suppliers identified following a competitive procurement process.
3.12 To assist organisations to prepare for potential opportunities arising under the Plan, capacity building workshops on how to respond to quotation and tender exercises are being run in conjunction with Council’s Economic Development Unit. Information on these
84 Good Relations Partnership, Monday 8th February, 2016
workshops will be targeted at organisations within the community and voluntary sector.
85 Good Relations Partnership, Monday 8th February, 2016
Timescale
3.13 While there has been no further details on the timetable for the official call for applications, an estimated timetable is as follows:
Submission of Stage 1 application By May 2016
Notification of outcome of stage 1 Within 8 weeks of receipt of application
Submission of Stage 2 Business plan 6 weeks after Steering Committee
Assessment period for Stage 2 Business plans Within 22 weeks and issue of Letter of Offer
3.14 The above timeline would mean that in the event of a successful application Council would be in receipt of a Letter of Offer by the end of 2016 with project delivery to commence any time after this point. Any work undertaken in the interim would be at risk.
3.15 Given the above the timescale for delivery of the Plan is now anticipated as April 2017 to December 2021.
Consultation
3.16 In line with the inclusive consultation process required for development of the Plan it is proposed that a public consultation is conducted on the Belfast PEACE IV Plan outline. Given the likely timetable for formal applications it is proposed that the public consultation will run until April with a summary of responses brought to the Partnership in May.
3.17 Preliminary consultation is also underway with key stakeholders such as Belfast Health Trust, NI Housing Executive, OFMDFM, Community Relations Council and the Strategic Investment Board, to ensure that the planned programmes will align with complementary existing and planned initiatives
86 Good Relations Partnership, Monday 8th February, 2016
3.18 A number of public meetings will also be held as part of the consultation process along with meetings with key consultative groups such as the Equality Consultative Form, women’s sector etc.
3.19 It is further proposed that a sub-group of the Partnership convenes to further consider the Draft Plan and to consider responses arising from the consultation as they are received.
Collaborative Approach with other Local Authorities
3.20 Council has been approached by a number of other local authorities to discuss their approach to developing their own Action plans and we are exploring options around how to work best with other local authority areas, particularly the Lisburn and Castlereagh and Antrim and Newtownabbey districts. Staff from the Good Relations Unit have convened meeting in Belfast with staff from other authorities to discuss the process and share information/ approaches. We would also seek to identify the potential for significant cross border co-operation as required by the Programme.
Shared Education Priority
3.21 This priority of the PEACE IV Programme seeks to provide direct, sustained curriculum based contact between pupils and teachers from all backgrounds through collaboration between schools from different sectors to promote good relations and enhance children’s skills and attitudes so they can contribute to a cohesive society. It will not be delivered through the mechanism of the Local Action Plans delivered by Local Authorities.
3.22 The priority will seek to work with 350 schools and aims to have over 2,000 teachers trained to enhance their capacity to facilitate shared education and over 144,000 participants engaged in shared education activities. The priority will focus on working with those schools that have not traditionally been involved in integrated education initiatives. Further information is included in the Citizens Summary of the Programme attached as an appendix to this report.
3.23 Notwithstanding the above it is anticipated that programmes under the Belfast Local Action Plan would still retain the potential to engage with primary and post primary schools as was the case under the old Programme.
87 Good Relations Partnership, Monday 8th February, 2016
Financial & Resource Implications
3.24 The indicative financial allocations for the priority areas within the Local Action Plan are as follows:
Children & Young People € 3,535,804.00
Shared Spaces € 5,974,224.00
Building Positive Relations € 7,315,262.00
3.25 Technical Assistance for administration of the Plan including staffing, audit, monitoring, communications and evaluation will also be eligible under the Programme. It is anticipated that the technical assistance budget will be approximately 15% of the overall final allocation. This is in line with technical assistance expenditure under the former PEACE Programme and is well within the 25% cap specified by SEUPB.
Equality or Good Relations Implications
3.26 The aim of the Local Action Plan will be to promote good relations; therefore this has positive good relations implications.”
The Peace Programme Manager highlighted the various aspects of the report and circulated for the Partnership’s consideration a revised Consultation Document.
Following discussion, the Partnership adopted the recommendations as set out within the report.
Interfaces – Application to the Department Of Justice (DOJ)
The Good Relations Manager updated the Partnership on the Council’s bid for funding to the Department of Justice through the auspices of the OFMdFM strategy, ‘Together: Building a United Community’ (T:BUC). She reminded the Members that the Council was currently in receipt of some in year funding from the Department of Justice and that that had been used to cover the salaries of two fixed term staff posts, dedicated to interface working, within the Good Relations Unit until March 2016. She advised that in light of potential additional monies being made available to support interface working through the ‘Fresh Start’ agreement (£60 million over 5 years) the DoJ had invited relevant Councils to submit a further bid for funding from 2016/17 until 2019/20.
88 Good Relations Partnership, Monday 8th February, 2016
The Partnership was asked to note that the bid for funding to the DoJ focused on the development and delivery of area-specific good relations programmes and associated small-scale environmental improvement/creative legacy schemes, at up to 7 interface sites across Belfast. The Members were advised that the bid also included costs for a number of potential capital projects – these alongside any emerging projects from the Internal Officers Group would be circulated to the Partnership and through the Council’s Area working groups for discussion in advance of decisions through the Committee structure. It also included the potential for additional staff in order to ensure that the proposed outcomes could be achieved.
Following consideration, the Partnership agreed to recommend to the Strategic Policy and Resources Committee the approval of the 2016/2020 outline funding bid to the Department of Justice committee, noting the caveat within the bid that any emerging Council initiatives would be subject to full political approval through the Council’s Committee structures.
Good Relations Action Plan 2016/17
The Senior Good Relations Officer reminded the Members that, each year, the Council submits an annual Action Plan to the Office of the First Minister and Deputy First Minister (OFMdFM) in order to draw down funding for the Good Relations work of the Council. The Action Plan would be 75% funded by OFMdFM, while the remaining 25% would be included in the Council’s 2016/17 budget. She explained that correspondence had been received advising that the Action Plan must be submitted by 26th February in order to be scored and assessed. She reminded the Members that, as they had indicated that they would welcome greater involvement in the development of the Action Plan, an Action Plan Review meeting had been held in January and the issues which had been identified at that meeting had since been incorporated into the proposed Action Plan. She advised that the Programme bid to OFMDFM totalled £643, 776, with £482,832 being requested from OFMDFM. The Council had made provision to support good relations activity within the estimates for 2016/17.
The Partnership agreed to recommend to the Strategic Policy and Resources Committee that it approves the Good Relations Action Plan 2016/2017 for submission to OFMdFM. 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 OFMdFM and that the Partnership would be notified of any changes in the final approved Action Plan at a later date.
Refugee Resettlement Update
The Partnership was advised that, on 15th December, 11 families made up of 51 Syrian refugees had arrived in Belfast under the Vulnerable Persons Relocation (VPR) Scheme. The Good Relations Manager reported that the families had been placed in temporary accommodation following a short stay in a welcome centre.
The Good Relations Manager reminded the Members that the Department of Social Development, which chaired the operational planning group, had appointed a delivery partner to support the resettlement process, that consortium included Bryson
89 Good Relations Partnership, Monday 8th February, 2016
Intercultural as the lead partner, Red Cross, Barnardos, Extern and the Law Centre. She reported that the delivery partner had noted that the resettlement process was going well, key workers from Barnardos and Extern had been supporting the families to settle into their new communities and helped them to access wider services, including health, education, sure start programmes, language classes and the service of family hubs.
The Partnership was informed that a debrief of the planning and initial arrival process had been carried out by the Council’s Emergency Planning Team in order to capture the learning and to help inform future plans to resettle further Syrian refugees under the VPR scheme. It was noted that the Department for Social Development was also undertaking a comprehensive review of the overall planning and resettlement process, including the experiences of the Syrian families who arrived in December.
In addition, the Good Relations Unit had established a number of actions on how it could support the long-term integration and inclusion of refugees in the City and would continue to tie in with the delivery partner to support work being undertaken by the key workers. The Good Relations Manager advised that the Unit had also organised a workshop on the 4th February for practitioners working with refuges/asylum seekers which had looked at the resettlement models used in other countries.
She concluded by advising that, whilst there was no exact figures set by the Executive, Northern Ireland was expected to receive further Syrian refugees on a phased basis under the VPR scheme who would be resettled in areas across Northern Ireland.
The Partnership noted the information which had been provided.
Review of the Good Relations Partnership
The Good Relations Manager advised the Partnership that an update report on the proposed review of the Good Relations Partnership would be being brought to a future meeting.
Chairperson
90
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Diversity Working Group Meeting – 5th February 2016
Date: 19th February 2016
Reporting Officer: Nicola Lane, Good Relations Manager
Contact Officer: Nicola Lane, Good Relations Manager
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to report to committee on the key issues discussed at the Diversity Working Group meeting held on 5th February 2016.
2.0 Recommendations
2.1 That the Strategic Policy and Resources Committee approve the minutes and the recommendations from the Diversity Working Group meeting held on 5th February 2016 including the recommendation to host the series of three public lectures proposed by Cumann Chluain Ard in the City Hall, in March 2016, subject to availability and provide support up to £600 from the Good Relations budget towards the cost of speakers’ fees and light refreshments. 3.0 Main report
Key Issues
3.1 The Diversity Working Group is a Working Group of the Strategic Policy and Resources Committee which consists of 2 Elected members from each of the political parties. The minutes from the Diversity Working Group are brought before the Committee for approval
3.2 The key issues discussed at the February meeting were: o ABF The Soldiers' Charity - Centenary of the Battle of the Somme Event o Hosting of Poppy Sculptures o Decade of Centenaries 2016 Programme - Update o Belfast Blitz - Update on NI War Memorial Committee Meeting o The Queen's 90th Birthday Beacon o Request from Cumann Chluain Ard
3.3 More details regarding the above issues and recommendations are included in the attached minutes.
Financial & Resource Implications 3.4 All costs are contained within existing budgets
Equality or Good Relations Implications The recommendations of the Working Group are aimed at assisting the work of the 3.5 Council in promoting good relations to enhance equality and good relations impacts.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Copy of the minutes of the Diversity Working Group of 5th February 2016 MEETING OF DIVERSITY WORKING GROUP
Friday, 5th February, 2016
Members present: Councillor Dudgeon (Chairperson); Aldermen Kingston and Rodgers; and Councillors Beattie, Hussey, Long.
Also attended: Councillors Convery and Ó Donnghaile.
In attendance: Mrs. S. Wylie, Chief Executive; Ms. N. Lane, Good Relations Manager; Mr. S. McCrory, Democratic Services Manager; Ms. S. Robinson, Lord Mayor’s Personal Assistant Mr. D. Robinson, Good Relations Officer; Miss. K. Treanor, Lead Communicator; and Miss. E. McGoldrick, Democratic Services Officer.
Apologies
Apologies were reported on behalf of Councillors McAllister and McVeigh.
Minutes
The minutes of the meeting of 3rd December were taken as read and signed as correct.
Declarations of Interest
No declarations of interest were reported.
ABF The Soldiers' Charity - Centenary of the Battle of the Somme Event
The Democratic Services Manager outlined that correspondence had been received from ABF The Soldiers’ Charity concerning an event to be held in the Belfast Waterfront Hall on 7th May to commemorate the centenary of the Battle of the Somme. He advised that representatives of Council had been invited to attend the event which would take the form of a ‘Parting Glass’ concert, at a cost of £38 per person, which could be met from within existing budgets.
The Working Group approved the attendance of the Chairperson and the Deputy Chairperson of the Strategic Policy and Resources Committee, the Chairperson of the Diversity Working Group and one representative from each Party or their nominees at the ‘Parting Glass’ concert on 7th May.
Hosting of Poppy Sculptures
The Democratic Services Manager advised the Working Group that information had been received from the Department of Culture, Arts and Leisure concerning an
1 Meeting of Diversity Working Group, Friday, 5th February, 2016
initiative by the 14-18 Now organisation (the UK’s official arts programme for the First World War centenary) inviting expressions of interest from across the UK to host the iconic ceramic poppy sculptures ‘Wave’ and ‘Weeping Windows’ in 2017.
He pointed out that the sculptures would be from the installation ‘Blood Swept Lands and Seas’ by Tom Piper which was originally hosted at HM Tower of London in Autumn, 2014. He reported that the Council could express an interest to host the ‘Wave’ and ‘Weeping Windows’ sculptures in 2017, however, each location would receive only one of the sculptures to exhibit.
He highlighted that Expressions of Interest to host either of the sculptures must be submitted no later than 29th February, to be considered by the selection panel, in consultation with the Historic Royal Palaces and other stakeholders.
During discussion, the Good Relations Manager advised that the 14-18 Now organisation required 24 hour physical security and suggested that, from the information available to host the ‘Wave’ or ‘Weeping Windows’ sculptures, the costs for managing them in location would be approximately £80,000 and £30,000 respectively, if they were to be located at the City Hall for a 6 month period.
It was also reported that if the Council’s Expression of Interest was unsuccessful in 2017, the Council could re-submit the application in 2018, and that the hosting of the exhibition would not intend to override pre-planned events at the City Hall, however, the dates and duration could not be confirmed until the selection process was completed.
The Working Group agreed to submit an expression of interest in hosting the Wave’ and ‘Weeping Windows’ sculptures at the City Hall in 2017 and, if unsuccessful, to make a further submission for 2018, subject to a report being submitted to Strategic Policy and Resources Committee detailing the financial costings and options for the exhibition regarding duration, size, location, the potential of external funding and possible visitor numbers.
The Working Group also noted that it was recommended that the Strategic Policy and Resources Committee be advised that the decision contained within the minutes of the Diversity Working Group in relation to this item should not be subject to the Call-In process as there would not be sufficient time available to await the completion of that process before the deadline for the submission.
Decade of Centenaries 2016 Programme - Update
With the permission of the Chairperson, the Good Relations Manager tabled the ‘Programme for Decade of Centenaries 2016’ document which summarised the development of the planned exhibitions and the proposed programme of events to be delivered by the Council throughout 2016.
She reminded the Working Group that, at its meeting on 3rd December, 2015, it had agreed to the civic programme of events to be delivered over the course of 2016, beginning with the launch of the Council’s Decade of Centenaries exhibition on 7th March. She outlined that, subsequent to
2 Meeting of Diversity Working Group, Friday, 5th February, 2016
this programme being approved, it was now proposed to add the following two events which could be accommodated through existing budgets:-
1. Inspiring Ireland Collection Days. (14th May, 2016 at PRONI) Inspiring Ireland is an initiative which seeks to digitise artefacts from all perspectives concerned with 1916 into a legacy project which will be held on the Inspiring Ireland website: www.inspiring-ireland.ie In order to include a wide diversity of artefacts from a range of perspectives, it is desired to hold a Collection Day in Belfast. It is proposed that this would take place at PRONI on Saturday the 14th May.
2. Conference: Belfast, a hundred years on from 1916; how do we make a Fresh Start? (3rd November, 2016 at City Hall) To bring together key stakeholders to look at how we can ‘bow to the past, but not be bound by it’. It is proposed that the conference would take place on the 3rd November in City Hall as the 1916 commemorations draw to a close.
During discussion, the Group noted that a range of speakers and events had been planned throughout 2016 and that the Programme would be promoted in various ways, including the Council’s website.
After discussion, the Working Group approved the addition of the two events as outlined to the Decade of Centenaries 2016 Programme.
Belfast Blitz - Update on NI War Memorial Committee Meeting
The Working Group considered the following report:-
“1.0 Purpose of Report or Summary of main Issues
1.1 To update members on the correspondence from the Northern Ireland War Memorial regarding the proposal on a permanent memorial to the Blitz.
2.0 Recommendations
2.1 That Members of the Diversity Working Group consider the correspondence received from NI War Memorial (NIWM) regarding funding a permanent Blitz memorial in the grounds of Belfast City Hall.
3.0 Main report
Key Issues
3.1 Members are reminded that the Council, at its meeting on 2nd November 2015, had agreed that it would seek to erect a smaller scale memorial within the grounds of City Hall and
3 Meeting of Diversity Working Group, Friday, 5th February, 2016
that Officers would seek to discuss the feasibility of external funders such as the Northern Ireland War Memorial, contributing to the costs associated with the erection of such a memorial within the grounds of City Hall.
3.2 Members will recall that a number of options had been discussed including a small size replica of a current sculpture or a commemorative stone placed in the Cenotaph.
3.3 The NIWM had written to the Chief Executive advising Council that they had begun exploring costs for a permanent memorial at City Hall, subject to Council facilitating and supporting the bureaucratic requirements. Subsequently, it was agreed that officers would meet with the NIWM officers to discuss the options around NIWM funding a permanent memorial in the grounds of Belfast City Hall. The Good Relations Manager and Head of Facilities Management met with NIWM officers on 14 January to discuss possible options for the proposed memorial on the basis of the Council’s agreement to erect a smaller scale memorial as previously discussed.
3.4 However, at the meeting and in correspondence to the Chief Executive, the NIWM has confirmed that they would deem that a full size memorial is required and that the previously discussed replica of the mother and child sculpture is not workable. The letter outlines the following:
The NIWM is prepared to fund 50% – 75% of the total cost of the memorial, up to a maximum of £100,000. This contribution is subject to legal determination and approval around the Association’s powers and they are waiting on a definitive response. The council would be required to provide the remaining funding, either through its own budgets or through other funding streams. The council would be required to manage the tendering, consultation and installation aspects of the project. NIWM will provide their historical and contextual expertise advice on the briefing design stages and will be require clarification from the council on the size and position of the sculpture. The NIWM has indicated that, if necessary, it would be acceptable to delay commencement of the project if the council wishes to pledge the funds in the 2017/18 financial year.
Financial & Resource Implications
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Currently, there is no budget set aside for the erection of such a memorial.
Equality or Good Relations Implications
The matter of a memorial would need to be considered in accordance with the Council’s overall policy on Memorabilia in the City Hall which has been subject to screening.”
The Working Group agreed that a report be submitted detailing the options available regarding the various proposals currently under consideration for the Belfast Blitz Commemoration, including potential costings of a large scale permanent memorial.
The Working Group also noted that the mapping of key sites using commemorative wall plaques would be unveiled on 15th April, and that an opening ceremony at one of the sites had been planned, to which Members would be invited.
The Queen's 90th Birthday Beacon
It was reported that correspondence had been received from Mr. B. Peek, Pageant Master to The Queens 90th Birthday Beacons, requesting that the Council mark Her Majesty’s 90th birthday by the lighting of a beacon.
The Working Group was advised that the beacon lighting was proposed to take place in the early evening of the 21st April, and that the Queen would be lighting a Principal Beacon in London, followed by Beacons being lit at different locations throughout the UK.
During discussion, it was reported that the Council had previously participated in the 70th Anniversary VE Day Beacon’s celebrations in May, 2015 and that the beacon from this event could be re-used.
After discussion, the Working Group agreed that the Council participate in the tribute to mark the Queens 90th birthday by the lighting of a beacon in the grounds of the City Hall and that an appropriate event would also be organised.
Request from Cumann Chluain Ard
The Good Relations Manager advised the Group that correspondence had been received from Cumann Chluain Ard advising that the organisation wished to organise three public lectures in City Hall to coincide with Seachtain na Gaeilge.
She explained that Seachtain na Gaeilge was a festival that runs from 1st – 17th March every year. The aim of the lectures, as well as coinciding with Seachtain na Gaeilge, was to promote awareness of the linguistic diversity of the City. She advised that the proposed dates and themes of the lectures were as follows:-
The Orange Order and the Irish Language, Mr J. Jackson – 8th March;
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The Irish Language in East Belfast , Dr. G. McCoy – 9th March; and; Patrick Pearse, the Educationalist, Mr. S. ÓDonnghaile – 10th March.
During discussion, the Working Group noted that the series of lectures was separate from the funding related to the Decade of Centenaries for 1916.
After discussion, the Working Group agreed to host the series of three public lectures proposed by Cumann Chluain Ard in the City Hall, in March 2016, subject to availability. The Group also agreed to support the costs of speakers’ fees and light refreshments, of up to £600 from the Good Relations budget.
Chairperson
6 Minutes of Budget and Transformation Panel Meeting 11th February 2016 Attendance
Members: Councillor Declan Boyle (chair) Alderman Pat Convery Councillor Billy Hutchinson Councillor Deirdre Hargey (for Cllr McVeigh) Alderman Brian Kingston Councillor Michael Long Alderman Jim Rodgers (for Alderman D Browne)
Apologies: Councillor J McVeigh, Alderman D Browne
Officers: Suzanne Wylie, Chief Executive Ronan Cregan, Deputy Chief Executive and Director of Finance and Resources Gerry Millar, Director of Property and Projects Jill Minne, Director of Organisational Development John Walsh, Town Solicitor Phil Williams, Director of Planning and Place Mark McBride, Head of Finance and Performance Emer Husbands, Strategic Performance Manager
1. Governance – Amendments to Standing Orders Notices of Motion The Chief Executive reminded the panel that officers had been asked to review the council’s approach to Notices of Motion and a short paper which outlined a number of options was circulated. Members requested that officers develop some criteria around this for the next meeting and also asked if the options paper could be circulated electronically so they could discuss it with their party groups.
Special Responsibility Allowances The Director of Finance and Resources outlined to the panel proposed changes to the allocation of the members special responsibility allowance to take account of the chair and deputy chair of the new Waterfront Hall Committee. The panel agreed to the proposals which would be considered by SP&R committee in February. Memorabilia Project The Town Solicitor referred the panel to previous correspondence from him on outstanding issues in relation to the memorabilia project. Some members had not received the information and it was agreed that it would be re-circulated and members would feedback on the issues and meet as a group to discuss this if necessary.
2. City Centre Investment Fund The Chief Executive updated the panel on the proposals relating to the use of some of the City Centre Investment Fund which would be presented to SP&R at its February meeting. She highlighted that the use of this fund was a new way of working for the council and therefore the types of decisions members needed to take in relation to this fund were also new. The panel acknowledged this and requested that information relating to risk and due diligence should be provided.
3. North Foreshore The Chief Executive updated members on a report which was being drafted on the North Foreshore for February SP&R. A number of panel members expressed concern that the North Foreshore Steering Group had not met to discuss this due to time constraints and it was agreed that regular meetings of the group should be set up in advance to avoid this situation occurring in the future.
4. MIPIM The report on MIPIM which was considered by the February City Growth and Regeneration Committee was circulated to the panel for information. It was highlighted that a local investment event would be held on 25th February 2016.
5. Quarter 3 Finance Report The Director of Finance and Resources outlined to the panel the council’s quarter 3 financial position and year end forecast for 2015 / 16. The members agreed the proposal not to re-allocate any forecast under spend (which is minimal). A number of members referred to the recent rate setting process and requested that discussions on the proposed efficiency programme start in March to allow members time to consider any proposals in full.
6. Planning applications The Director of Planning and Place informed the panel of the applications that were being presented to the Planning Committee in February. He also provided an update on the planning applications that had been approved by the Council since April. He agreed to circulate this to the panel including maps so that members could see where the major developments were in the city.
7. Voluntary Redundancy The Director of Organisational Development informed the panel that the targeted savings from the first round of voluntary redundancies will be achieved. This had been done with the agreement of the trade unions and those staff who were being released would finish by 31 March 2016. All staff who had applied had been written to updating them on the process which would be ongoing and feed into the new efficiency programme.
8. AOB Arc 21 The Town Solicitor updated the panel on the situation with Arc 21’s appeal to the PAC. A report on this would be brought to SP&R in March.
Commemoration 2016 The Chief Executive updated the panel on the arrangements on the evening events in relation to the 2016 Commemorations.
Events The Director of Finance and Resources outlined to members proposals that the officers were working through to support a possible MTV event in the city. A report on these proposals will be brought to committee in March.
Leisure Estate The Director of Finance and Resources updated the panel on the progress being made on the leisure development programme. He asked that members agree to hold a workshop on the proposed specifications for the new centres with a view to taking a high level report to SP&R for agreement in March.
STRATEGIC POLICY AND RESOURCES COMMITTEE
Requests for the use of the City Hall and the provision of Subject: Hospitality
Date: Friday, 19th February, 2016
Reporting Officer: Mr. Stephen McCrory, Democratic Services Manager
Contact Officer: Mr. Stephen McCrory, Democratic Services Manager
Is this report restricted? Yes No √ √ Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 Members will recall that the Committee, at its meeting on 26th September, 2003, agreed to the criteria which would be used to assess requests from external organisations for the use of the City Hall and the provision of hospitality. Subsequently the Committee at its meeting on 7th August, 2009, further amended the criteria so as to incorporate the new Key Themes as identified in the Council’s Corporate Plan.
2.0 Recommendations 2.1 The Committee is asked to approve the recommendations as set out in the Appendix.
3.0 Main report 3.1 Key Issues 3.1.1 The revised criteria have been applied to each of the requests contained within the appendix and recommendations have been made to the Committee on this basis. 3.2 Financial and Resource Implications 3.2.1 Provision has been made in the revenue estimates for hospitality. 3.3 Equality or Good Relations Implications 3.3.1 Not applicable 4.0 Appendices – Documents Attached – Schedule of Applications
Appendix 1
Organisation/ Event/Date - Number Request Comments Recommendation Body of Delegates/Guests
Centre for Secure Conference Banquet The use of the City Delegates will be staying in The use of the City Information for the International Hall and the accommodation in Belfast Hall and the Technologies Symposium for ICS provision of and the Conference will take provision of and SCADA Cyber hospitality in the place within the city. hospitality in the Security Research, form of a drinks form of wine and ICS-CSR2016 reception This event would contribute to soft drinks the Council’s Key Theme of 24th August, 2016 ‘City Leadership – Strong, Approximate cost Fair, Together’. £400 Approximately 80attending
European Congress Gala Dinner The use of the City Delegates will be staying in The use of the City Association of Hall and the accommodation in Belfast Hall and the Hospital 29th September, 2017 provision of and the Congress will take provision of Managers Approximately 400 hospitality in the place within the city. hospitality in the attending form of a drinks form of wine and reception This event would contribute to soft drinks the Council’s Key Theme of ‘City Leadership – Strong, Approximate cost Fair, Together’. £500
Newstart Presentation and The use of the This event will recognise the The use of the City Education Centre Celebration of City Hall and achievements of the students Hall and provision Achievement Night provision of of all ages from this cross- of hospitality in the hospitality in the community organisation. It form of tea/coffee 27th April, 2016 form of tea/coffee will provide the opportunity to and biscuits and biscuits celebrate the hard work of the Approximately 100 Approximate cost attending students during the past year, many of whom are from areas £250 of great social deprivation and need. This event would contribute to the Council’s Key Theme of ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’ and in addition would contribute to the Council’s thematic area of Children and Young People.
NI4Kids Limited Ni4Kids Family The use of the This event will recognise the The use of the City Awards 2016 City Hall and individuals and companies Hall and provision provision of who constantly strive to of hospitality in the 27th June, 2016 hospitality in the improve the lives of families form of tea/coffee Approximately 250 form of tea/coffee with young children. Among and biscuits attending and biscuits the awards presented will be: Family Visitor Attraction of the Approximate cost Year; Primary School £625 Teacher of the Year; Family Support Organisation of the Year; and Family Event of the Year. The individual family member award categories are an opportunity to recognise outstanding achievements in overcoming adversity and dedication by individuals to their families. This event would contribute to the Council’s Key Theme of ‘City leadership, strong, fair and together’ and ‘Better support for people and communities’ and in addition would contribute to the Council’s thematic area of Children and Young People.
Ulster Branch Belfast City ITF Junior The use of the City The Ulster Branch of Tennis The use of the City Tennis Ireland Tournament 2016 Hall Ireland recently received a Hall Celebratory Event grant from the Council’s Development Department to 27th July, 2016 provide hospitality in the City Approximately 205 Hall. This event will celebrate attending the achievements of their junior members throughout the past year and promote Belfast regionally and internationally in terms of sport and tourism. Approximately 130 athletes and their families will be travelling from across Europe and the USA and will be staying in accommodation within the city for up to 6 nights. This event will contribute to the Council’s Key Themes of ‘City leadership – Strong, Fair, Together’, Better Care for Belfast’s Environment’, Better Opportunities for Success Across the City’ and ‘Better Support for People and Communities’.
Northern Ireland 125th Anniversary The use of the This event will celebrate the The use of the City Football League Dinner City Hall and the 125th anniversary of the Hall and the provision of Northern Ireland Football provision of 7th May, 2016 hospitality in the League and will acknowledge hospitality in the Approximately 350 form of a drinks its contribution to the City. form of a drinks attending reception The event will highlight the reception work of the league in promoting football as an Approximate cost opportunity to build bridges £500 and bring people together. Through its various programmes it encourages healthy eating and is involved in various charitable endeavours. This event would contribute to the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’ and ‘Better opportunities for success across the city’.
Ulster Journals Ulster Tatler 50th The use of the This event will celebrate the The use of the City Limited Anniversary Awards City Hall and the 50th Anniversary of the Ulster Hall and the 2016 provision of Tatler and its contribution to provision of hospitality in the highlighting the City’s civic hospitality in the 15th September, form of a drinks dignitaries through extensive form of wine and 2016 reception coverage of their wok in its soft drinks pages. Approximately 360 Approximate cost attending The awards ceremony will £500 recognise those individuals who have excelled in their chosen field and will acknowledge those individuals who have demonstrated significant achievement in categories such as Business Man/ Woman of the Year, Arts Personality of the Year and Hotelier/Publican of the Year. The event will also pay tribute to an individual by way of the ‘Lifetime Achievement Award’ previous receipients have been Michael Longley, Barry McGuigan, Dame Mary Peters, Sir James Galway, Brian Friel, Phil Coulter, Gloria Hunniford and Terri Hooley. This event would contribute to the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’ and ‘Better opportunities for success across the city’.
Arellian Arellian Association The use of the This event will seek to The use of the City Association Centenary Gala Ball City Hall and the celebrate the centenary of the Hall and the provision of Arellian Association and will provision of 12th May, 2017 hospitality in the acknowledge its contribution hospitality in the Approximately 100 form of a drinks to the City through its form of a drinks attending reception charitable work, its support reception for the Arellian Nursery School (the first of its kind in Approximate cost Ireland) and funding of £500 bursaries for students in the City. This event would contribute to the Council’s Key Themes of ‘City Leadership – Strong, Fair, Together’ and ‘Better opportunities for success across the city’.
Royal British 25th Anniversary The use of the This event will celebrate the The use of the City Legion Celebration City Hall and the 25th anniversary of the Hall and the provision of civic veterans’ association and provision of 24th June, 2017 hospitality in the recognise the hospitality in the Approximately 350 form of a drinks accomplishments of the form of a drinks attending reception organisation and of its reception membership. Approximate cost Approximately 100 members £500 and their families will be staying in accommodation within the city for two nights. This event will contribute to the Council’s Key Themes of ‘Better Support for Belfast’s Environment’ and ‘Better Support for People and Communities’.
STRATEGIC POLICY AND RESOURCES COMMITTEE
Subject: Consultation on Department of Culture Arts and Leisure’s Sub Regional Stadia Programme for Soccer Date: 19 February 2016 Reporting Officer: Ronan Cregan, Deputy Chief Executive and Director of Finance and Resources Contact Officer: Caroline Wilson, Neighbourhood and Development Manager
x Is this report restricted? Yes No
x Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to make Members aware of the Department of Culture Arts and Leisure’s (DCAL) consultation on the Sub-regional stadia programme for soccer and to seek Members’ approval of the Council’s draft response – Appendix 1. 2.0 Recommendations 2.1 Members are ask to consider the draft response and approve its submission to the Department of Culture Arts and Leisure, subject to any comments or amendment provided, with the proviso that the response is subject to full Council approval at its meeting in March 2016. 3.0 Key Issues 3.1 Background In 2011, the Northern Ireland Executive endorsed an investment of circa £36 million for the proposal that the remaining football stadia development at sub-regional level should be taken forward as a priority area of spend in the next comprehensive spending review period. At this time, the Executive agreed to : “...meet the strategic needs of football including those outlined in the Irish Football Association’s paper entitled “Strategic Facility Need” (March 2011). 3.2 DCAL are currently undertaking a consultation on their Sub-regional stadia programme for soccer and the consultation closes on the 22 February 2016. A copy of the consultation document is attached at Appendix 2 and the key points are outlined below. The rationale for investment in the Sub Regional Stadia Programme arises from: The Executive’s Programme for Government (PFG), building specifically on the PFG commitment to develop sports stadia;
Individual clubs and/or sporting bodies not having the financial resources to make the scale of investment needed;
Achieving the positive externalities of increased participation in sport and physical recreation and improved sporting performances, through the provision of quality, accessible places for sport as set out in Sports Matters the Northern Ireland Strategy for Sport and Physical Recreation 2009 – 2019; and A requirement to ensure compliance with safety legislation, and the need to address comfort and amenities of stadia.
3.3 Summary of the consultation document The proposed programme has a £36m budget over 5 strands as outlined below. There is a 20% partnership funding required for applications within all strands.
Strand 1: Safe Stadia (£10m) Development of safe stadia for high level competition Earmarked for redevelopment of the Oval with Glentoran FC Venue must be capable of hosting fixtures of 6,000-8,000 capacity
Strand 2: Significant Sub-Regional Stadia (£17m) Provide stadia that can offer quality football and community facilities to bring in revenues to club tenants to make football more sustainable Designated venues only and must be capable of hosting fixtures of 5,000 capacity IFA affiliated club or venue in NI hosting IFA, NIFL or UEFA fixtures Maximum award £3m
Strand 3: IFA Championship Clubs (£3m) Provide safety provision at soccer venues not designated under the Safety of Sports Grounds (NI) Order Maximum award £500,000 IFA affiliated club or venue in NI hosting IFA, NIFL or UEFA fixtures
Strand 4: National Training Centre (£3m) Creation of a purpose built flagship National Training Centre to nurture local talent Maximum award £3m and minimum site requirement is 20 acres Strand 5: Intermediate and Junior Football (£3m) (single high quality facility) Funding via targeted programmes in partnership with councils, schools, colleges to deliver key sporting centres in local communities at intermediate and junior level Maximum award £3m There must be a partnership working agreement between the venue owner and IFA member club(s) 3.4 Draft response A copy of the draft response to the consultation is attached as Appendix 1 and a summary of the key issues are outlined below. As the closing date for responses is prior to the March Council meeting it is proposed that the response, subject to any comments or amendments from Members, be submitted with the caveat that it is still subject to ratification at the full Council meeting. 3.5 The response states that the Council welcomes the programme and believes that its strategic objectives (as laid out at 5.2 of the consultation document) can help the Council achieve its own objectives as laid out in the Corporate Plan, and in particular, the investment under the Leisure Transformation Programme and the Playing Pitches Strategy. However several implementation issues have been identified and Council has asked for early dialogue with the Department to discuss how these can be addressed and the impact of the programme maximised. 3.6 Financial & Resource Implications At this point it is not possible to quantify what, if any, financial implications this programme may have for the Council. Clarification around match funding will be sought from the Department and Committee will be updated as required.
3.7 Asset and Other Implications At this point it is not possible to quantify what the impact on Council assets will be but it is likely that clubs who currently use Council facilities will make applications to this programme and this will have an impact on Council assets. Committee will be kept updated and appropriate authority sought where required.
3.8 Equality or Good Relations Implications There are no relevant equality considerations associated with the delivery of the programme for the Council at this time. DCAL has completed an equality screening exercise. 4.0 Appendices 4.1 Appendix 1: Council’s draft response to consultation Appendix 2: Department of Culture, Arts and Leisure – Consultation document
Appendix 1
Belfast City Council’s response to consultation on the sub regional stadia programme for soccer
Belfast City Council welcomes the opportunity to comment on the Department of Culture, Arts & Leisure’s (DCAL) draft sub regional stadia programme for soccer. There is significant strategic fit between the Department’s objectives for the programme, and the Council’s corporate objectives including our commitment to:
serve and represent citizens and communities and to ensure the provision of the best possible, value for money services for local people, communities and businesses. provide and grow strong, fair and trusted leadership for the city to drive growth and provide opportunities for citizens. work with those who want to improve the competitiveness of the city and to improve life for people and communities.
Through the Belfast Agenda, we want to work with our partners to deliver change in the city and deliver economic, social and environmental benefits.
The Council through its Playing Pitches Strategy (2011-2021) is committed to making sure that future pitch provision meets the needs of the city and is protected for future generations. The aim of the strategy is to improve health and wellbeing in Belfast by providing adequate outdoor sports facilities and, working with partners, seek to maximise the provision and use of safe, accessible and quality outdoor leisure facilities.
Under the Council’s Leisure Transformation Programme, we have committed to a £105m investment in sports and leisure facilities in the city. This includes a new leisure facility at Olympia, connected to the Department’s investment in the Windsor stadium development.
We would particularly welcome discussion on potential co-investment in the proposed Regional Training Centre. The Council has secured its financing package and there are concrete opportunities to be examined in terms of match funding and optimising the investment on both the part of the Department and the Council.
We also welcome the emphasis on developing safer and more family orientated facilities, increasing participation levels, developing shared sustainable facilities and promoting equality and tackling poverty and social exclusion. There are a number of key principles for the Council’s Leisure Transformation Programme, which chime with the Department’s Programme, namely:
Focus on health and well-being outcomes: work with others to improve the health of the population by enabling more people to be more active, more often; More than sport: contribute to wider social, environmental and economic regeneration outcomes, linked to the Council’s emerging community plan; and Partnership: flexible to maximise strategic opportunities in the city, working collaboratively.
We believe that the Council and the Department should seek to maximise the synergies between their respective implementation programmes where possible, so as to create the maximum benefit for both the city and the region. For example as part of the Windsor stadium investment, the Department, Council and the Irish Football Association to have developed an innovative community benefits partnership to sustain the legacy of the physical investment. This aims to develop and maintain Windsor as a safe and shared space, with a variety of programmes over a ten year period to promote volunteering, good relations and physical activity.
Specific implementation issues
In the consultation document, it highlights a number of implementation issues upon which we would welcome early dialogue with the Department to explore how these could be addressed and to maximise the impact of this programme. These issues are outlined below:
1. In relation to Strand 1, the safety at Sports Grounds awards of up to £500K will likely prompt applications from clubs on Council sites to seek relevant tenure and there may also be opportunities that result in clubs seeking land from the Council. The Council will in due course develop policy positions on both these issues and it would be useful to have discussions with Department to help us inform these.
2. Under Strand 4, the consultation document refers to the potential redevelopment of the Oval as being suitable for delivery of the National Training Centre. Whilst we warmly welcome the indication to locate the National Training Centre in Belfast, we would need discussion on incorporating King George V Playing Fields, as there may be potential issues.
One of these is in relation to the delivery of title to a third party on this land as there is a Deed of Dedication with Fields in Trust on this site. Whilst this may not be insurmountable, the options around transfer would have to be investigated and we would welcome a discussion with DCAL around this. The site has also been considered as a potential location for a new Waste Water Pumping Station for East Belfast and there is potential that part of the site would be used for a new road junction as part of the Titanic Quarter development. Again discussions would be required with the relevant bodies to discuss these plans and potential impacts on the redevelopment of this site.
To emphasise, the Council strongly believes that it could be advantageous for the city to be the home of the National Training Centre, given its population density, health inequalities, and better overall connectivity and accessibility for participants and clubs. To enable this investment, we would suggest that joint work between the Department and the Council is required to identify a viable, suitable and available site for approximately 20 acres.
3. In relation to Strand 5, there are several intermediate and junior clubs who currently use Belfast City Council facilities. Clarity is required around who the Department expects the applicant to be for this strand – will it be the club using the facility; or the facility owner? It highlights the need to provide the 20% match funding. The Council does have several funding streams that could potentially link in with the Department’s programme. It would be helpful to discuss with the Department the availability of Council funding within the life of this programme and to ensure that if it is club’s who are expected to be the applicant, that expectations are effectively managed and met.
4. The consultation document outlines that the projects must be completed by March 2018. Based on our experience of delivering capital build programmes we would have concerns that this is not a sufficiently long time period in which to develop bigger construction projects from a standing start in 2016. We would estimate that design, planning, procurement and construction could take two years and this is on the assumption that the applicant already has security of tenure. Land issues could stretch this out considerably, and the grant application process would also add to the timeframe. We would suggest therefore that March 2018 is optimistic and that the deadline for completion should be extended.
5. The consultation document highlights that applicants will be expected to demonstrate ownership of the venue under a lease with a minimum of 10 or 20 years unexpired (depending on nature of works and amount of grant). Whilst security of tenure is clearly an important issue, Belfast City Council would suggest that funding is granted on the basis that either security of tenure is already in place or there is a firm commitment/evidence that security of tenure will be granted upon the award of any grant money e.g. an Agreement for Lease or similar.
Many organisations and land owners will not wish to enter into any leasing arrangement or acquisition for disposal of assets in advance of grant money being made available. In the absence of funding, the assets may represent a liability to particular groups and it may be inadvisable both on the part of the group and also the land owner to enter into any long term leasing arrangement in the absence of funding which could be key to the sustainability of the asset.
6. We would also suggest that Annex 1: Irish Football Association “Strategic Facility Need” (March 2011) would need to be revisited as there have been developments in relation to some of the sites referenced in it over the intervening period. Notably, the document refers to Giant’s Park in North Belfast. The Council would point out that areas of this site on the North Foreshore are currently being developed including a 30 acre Cleantech Hub.
Discussions are ongoing re the further development of the site. There is still a possibility that part of the site may become available for development for leisure use but no position has been agreed at this point. We are also aware that there are ongoing discussions around other potential stadia developments across the city and the document may need to be updated in the future to reflect these.
Conclusion In summary, the Council broadly supports the objectives of the sub regional stadia programme and look forward to working with the Department to bring forward these investments in the city.
DCAL SUB-REGIONAL STADIA PROGRAMME for SOCCER
Meeting the Stragetic Needs of Soccer
Consultation Document
Publication Date: 30 November 2015 Closing Date for Responses: 22 February 2016
TRIM Ref: DC1/15/64846 CONTENTS 1. General Information
2. Department of Culture, Arts & Leisure – Background
3. Sub-Regional Stadia Programme for Soccer - Background
4. State Aid
5. What are the programme aims and objectives?
6. What are the programme strands?
7. Who is eligible to apply?
8. How will applications be assessed?
9. What type of projects are eligible?
10. What are project management requirements?
11. Will development costs be awarded?
12 When will Final Letter of Offer be issued?
13. How will the programme be managed?
14. How to respond?
15. Freedom of Information Act 2000
Annex 1: Irish Football Association “Strategic Facility Need”. (March 2011)
TRIM Ref: DC1/15/64846 Annex 2: Sub-Regional Stadia Programme – Consultation Response Form
TRIM Ref: DC1/15/64846 1.0 General Information
Thank you for your interest in responding to this consultation.
This consultation document and response form can be downloaded from the Department’s website at www.dcalni.gov.uk/consultation. It is also available from the Department at the address given below or by calling 028 9051 5053.
Should you require the document in a format such as Braille, audio-tape or large print please contact us at the email address or phone number below.
There is no requirement to respond to all of the questions in the consultation questionnaire.
This document may be made available in alternative formats.
Please contact us to discuss your requirements.
Stadia Branch Department of Culture, Arts and Leisure Causeway Exchange 1-7 Bedford Street Belfast BT2 7EG Telephone: 028 9051 5053 E-mail [email protected]
TRIM Ref: DC1/15/64846 2.0 Department of Culture, Arts & Leisure – Background
The Department of Culture, Arts and Leisure (DCAL) is one of 12 Northern Ireland Departments and is responsible for arts and creativity, museums, libraries, sport, inland waterways and inland fisheries, linguistic diversity, archives, and for advising on National Lottery distribution.
Through culture, arts and leisure DCAL and its arm’s-length bodies deliver innovative programmes aimed at improving the economy and the environment; enhancing education, health and wellbeing; and promoting social inclusion across society.
All of DCAL’s activities support the overarching Departmental objective of promoting equality, tackling poverty and social exclusion. This is underlined in the DCAL Mission Statement.
The DCAL mission is:
“To promote social and economic equality, and to tackle poverty and social exclusion, through systematically promoting a sustainable economic model and proactively targeting meaningful resources at sectors of greatest inequality, within areas of greatest objective need, in the wider context of effectively developing tangible opportunities and measurable outcomes for securing excellence and equality across culture, arts and leisure, and a confident, creative, informed and healthy society in this part of Ireland.”
TRIM Ref: DC1/15/64846 3.0 Sub-Regional Stadia Programme for Soccer - Background
On the 10 March 2011, the Executive endorsed an investment of circa £36 million for the proposal of the then Minister of Culture, Arts and Leisure Nelson McCausland that the remaining football stadia development at sub regional level should be taken forward as a priority area of spend in the next CSR period. The Executive agreed to:
“… meet the strategic needs of football including those as outlined in the Irish Football Association’s paper entitled “Strategic Facility Need” (dated March 2011)
The rationale for investment in the Sub-Regional Stadia Programme arises from:
The Executive’s Programme for Government (PfG), building specifically on the PfG Commitment to develop sports stadia;
Individual clubs and/or Sporting Bodies not having the financial resources to make the scale of investment needed;
Achieving the positive externalities of increased participation in sport and physical recreation and improved sporting performances, through the provision of quality, accessible places for sport, as set out in Sports Matters; and
A requirement to ensure compliance with safety legislation, and the need to address comfort and amenities of stadia.
TRIM Ref: DC1/15/64846 4. State Aid
State aid may be present whenever state resources are used to provide assistance that gives organisations that are engaged in economic activity (i.e. an undertaking) an advantage over others. State aid can distort competition, which in turn can be harmful to consumers and companies in the European Union (EU).
The European Commission has developed a series of State aid rules to minimise distortions in competition and promote a level playing field between Member States.
Until 2012, sports infrastructure was not caught by the State aid rules. However, following the judgment of the General Court in Leipzig/Halle1, the European Commission advised that the financing of any type of infrastructure (excluding infrastructure related to security, safety, etc.) that is later commercially exploited may involve State aid.
DCAL’s initial assessment of the Sub-Regional Stadium Programme for Soccer is that State aid is almost certainly present in Strands 1 – 3 and may be possible in Strands 4 and 5.
If State aid is present in any of the projects supported under the Sub-Regional Soccer Programme, this will be provided in accordance with the conditions and the limits set out for ‘investment aid’ in Article 55 of the General Block Exemption Regulation (GBER) - Commission Regulation (EU) No 651/2014.
A full version of the GBER can be found at http://eur-lex.europa.eu/legal- content/EN/TXT/PDF/?uri=CELEX:32014R0651&from=EN.
The GBER provides State aid cover for investment aid measures for sport and multifunctional recreational infrastructures that fulfil the conditions laid down in the GBER.
In particular it should be noted that to fall within the scope of the GBER details the sport infrastructure shall not be used exclusively by a single professional sport user
1 Joined Cases T-443/08 and T-455/08 Flughafen Freistaat Sachsen and others v Commission, EU:T:2011:117. TRIM Ref: DC1/15/64846 and the use of the sport infrastructure by other professional or non-professional sport users shall annually account for at least 20% of time capacity.
TRIM Ref: DC1/15/64846 5.0 What are the programme aims and objectives?
5.1 Programme Aims
DCAL aims to develop a funding programme specifically targeted at addressing the strategic needs of football including those as outlined in the Irish Football Association’s Facilities Strategy (March 2011). A copy of the IFA Facilities Strategy is at Annex A for information.
5.2 Programme Objectives
The strategic objectives of the programme are:
i. To contribute to addressing the stadium needs of soccer at the sub- regional level;
ii. To contribute to addressing the low and dwindling attendance at games through the provision of improved facilities;
iii. To improve the viability and sustainability of soccer at the sub-regional level;
iv. To assist in developing safer and more family orientated facilities;
v. To contribute to achieving the increased participation levels anticipated in Sports Matters and to wider government policies and initiatives through health benefits, infrastructure development, neighbourhood renewal, social inclusion and the promotion of a cohesive and socially inclusive society;
vi. To develop shared sustainable facilities and maximise the scope for ground sharing; and
vii. To contribute to promoting equality and tackling poverty and social exclusion.
TRIM Ref: DC1/15/64846 TRIM Ref: DC1/15/64846 6.0 What are the proposed programme strands?
In order to align the programme with the IFA Facilities Strategy (March 2011), DCAL has provisionally designed the Sub-Regional Stadia programme into five distinct strands.
Strand 1: Safe Stadia (IFA Facilities Strategy specifies the redevelopment of The Oval in partnership with Glentoran FC)
Purpose: To provide funding towards the achievement of safe stadia. The stadium should be suitable for hosting high level competition matches with a moderate capacity level of 6,000 to 8,000 persons.
Budget: A budget of circa £10 million will be made available for this strand.
Maximum Award: The maximum award available is up to £10 million.
Partnership Funding: A minimum of 20% partnership funding is required.
Strand 2: Significant Sub-Regional Stadia (Designated Venues only)
Purpose: To provide sub-regional stadia which can sit at the hub of key communities and can offer quality football facilities and community facilities which bring revenues into the club tenants, thus making football in these areas more sustainable. A Challenge Fund principle will apply.
Budget: A budget of circa £17 million will be made available for this strand.
Maximum Award: The maximum award available is up to £3 million.
Partnership Funding: A minimum of 20% partnership funding is required.
Strand 3: IFA Championship Clubs (Venues not designated under the Safety at Sports Grounds (NI) Order)
TRIM Ref: DC1/15/64846 Purpose: To provide funding to improve safety provision at soccer venues. A Challenge Fund principle will apply.
Budget: A budget of circa £3 million will be made available for this strand.
Maximum Award: The maximum award available is up to £500,000.
Partnership Funding: A minimum of 20% partnership funding is required.
Stand 4: National Training Centre
Purpose: To provide funding towards the creation of a purpose built flagship National Training Centre to support current talent and nurture future generations.
Budget: A budget of circa £3 million will be made available for this strand.
Maximum Award: The maximum award available is up to £3 million.
Partnership Funding: A minimum of 20% partnership funding is required.
Strand 5: Intermediate and Junior Football (A single high quality facility)
Purpose: To provide funding via targeted programmes, in partnerships with the local councils and schools/colleges, in order to deliver key sporting centres in local communities at an intermediate and junior level.
Budget: A budget of circa £3 million will be made available for this strand.
Maximum Award: The maximum award available is up to £3 million.
Partnership Funding: A minimum of 20% partnership funding is required.
TRIM Ref: DC1/15/64846 7.0 Who is eligible to apply?
Applicant organisations must meet the following core and strand specific eligibility criteria.
7.1 Core Eligibility Criteria
Ownership/Security of Tenure: Applicants must be able to demonstrate ownership of the venue by means of the deeds (Freehold Ownership) or a lease (Leasehold) providing for a minimum of 10 or 21 years security of tenure (depending on the scope of works/value of award).
Properly Constituted: Applicants must be able to demonstrate that they are properly constituted by means of a Constitution or Memorandum & Articles of Association, which provide for equality of opportunity, not for profit, child protection, and management input from users.
Viability & Solvency: Applicants must be viable and solvent. In the absence of operational viability only applicants who can meet the security of tenure requirements will be deemed eligible.
Venue Located in the North of Ireland: The venue must be located in the north of Ireland and the project must, in the main, benefit the inhabitants of the north of Ireland.
7.2 Strand Specific Eligibility Criteria
Strand 1 o Potential Capacity The venue must be capable of hosting fixtures of 6,000 – 8,000 capacity. Any venue capable of hosting a 5,000 capacity must be designated under Safety at Sports Ground legislation.
Strand 2 o Potential Capacity
TRIM Ref: DC1/15/64846 The venue must be capable of hosting fixtures of 5,000 capacity. Any venue capable of hosting a 5,000 capacity must be designated under Safety at Sports Ground legislation.
o Location & Fixtures Applicant must be an IFA affiliated club or non IFA affiliated club with grounds located in the north of Ireland and who host either: NIFL, IFA, UEFA or Football League of Ireland fixtures.
Strand 3 o Location & Fixtures Applicant must be an IFA affiliated club or non IFA affiliated club with grounds located in the north of Ireland and who host either: NIFL, IFA, UEFA or Football League of Ireland fixtures.
Strand 4 o Size of Site The minimum requirement for the proposed site for development for the National Training Centre is 20 acres.
Strand 5 o Partnership Working There must be a partnership working agreement between the venue owner and IFA member club(s) (excluding NIFL affiliated club).
TRIM Ref: DC1/15/64846 8.0 What types of projects are eligible?
For a project to be considered eligible applicants must clearly demonstrate the following:
The proposed project must be a capital project, which for the purposes of this programme is defined as expenditure associated with the purchase, improvement, construction or creation of an asset and includes any costs directly incurred in this process.
The project must be fit for purpose, well designed and of high quality.
The project is viable in terms of the capital funding package required.
The project will be for the benefit of the soccer fraternity in the north of Ireland.
The proposed project will improve facility provision at soccer venues as per the IFA Facilities Strategy of March 2011.
The applicant organisation has not committed itself by purchase, contract or other binding agreement, before receiving an offer of award and permission to proceed from DCAL.
The proposed project builds on existing resources and is in addition to existing or planned investment by statutory bodies or the owner of the facility.
The project cannot be a replacement or upgrade to a project which has previously been funded through public sector investment and which is still within the economic life span of the asset – 21 years for buildings and 10 years for pitches.
TRIM Ref: DC1/15/64846 9.0 How will applications be assessed?
9.1 Assessment Criteria
The following assessment criteria will be used to assess applications.
Facility Need - applicants must identify the need for the project in terms of infrastructure, health & safety, spectator numbers and legislative requirements.
Financing - applicants must be able to demonstrate financial need, partnership funding, operational viability and solvency and sustainability.
Sports Development Plan - the applicant must submit a sports development plan detailing partnership working including sharing of grounds and other facilities and also joint partnerships with other clubs, schools, local authorities, other sports and community groups and demonstrating a clear need for the project in relation to the objectives of the programme.
Project’s Integration with overall Plan for Venue - Clubs should have an overall plan for the venue compatible with the projected number of spectators expected to attend fixtures, and to meet legal and competition requirements. Therefore applicants should be able to demonstrate how their proposed project integrates into the overall plan for the venue.
Technical Feasibility - applicants must demonstrate that their proposed project is technically feasible at the venue and illustrate that they have also considered planning issues (if applicable).
Management Experience - applicants will be asked to identify their project team members (including proposed roles and responsibilities), and provide details of the skills, expertise and experience for each team member.
TRIM Ref: DC1/15/64846 9.2 Scoring
The following assessment criteria will be used to score applications.
Assessment Criteria Assessment Score (%) Strand Strand Strand Strand Strand 1 2 3 4 5 1 Facility Need 35% 35% 35% TBC 35% 2 Financing 25% 25% 25% TBC 25% 3 Sports Development 15% 15% 15% TBC 30% (including ground share) 4 Project’s Integration with Overall 10% 10% 10% TBC N/A Plan for the Venue 5 Technical Feasibility 10% 10% 10% TBC 5% 6 Management Experience 5% 5% 5% TBC 5%
Projects attaining a score of less than 50% will be immediately rejected on the basis that they do not adequately meet the requirements of the programme.
Projects attaining a score of greater than 50% will then be ranked according to the score attained. Once the available budget has been allocated, those projects having attained a score of greater than 50% but where the budget has been exhausted, will be deemed to have a lower priority than those ranked above them and will not proceed to Stage II at this time. These applicants will be informed that they have been put on a reserve list which may be used should any of the successful clubs withdraw from the process or additional budget becomes available.
Applicants who attain a score of greater than 50%, and have been ranked at a position where there is likely to be sufficient budget, will receive a Letter of Intent with associated Project Management Requirements (PMRs).
TRIM Ref: DC1/15/64846 10.0 What are project management requirements?
Applicants who attain a score of greater than 50%, and have been ranked at a position where there is likely to be sufficient budget, will receive a Letter of Intent with associated Project Management Requirements (PMRs).
Applicants will be required to complete a set of time bound PMRs to help them deliver the project within the programme timescale (i.e. all projects must be completed by March 2018). Applicants who fail to address the PMRs within the timescales set will not receive a formal letter of offer.
Project Management Requirements will include (but are not limited to) the following:
Completion and Approval of a Business Case Procurement of Integrated Consultant Team (ICT) Statutory Approvals Security of Tenure Procurement of Integrated Supply Team (IST) Partnership Funding Updating of Business Case (to reflect actual costs)
TRIM Ref: DC1/15/64846 11.0 Will development costs be awarded?
In order to ensure applicants satisfactorily address the PMRs, DCAL will fund reasonable development costs in relation to the procurement and appointment of an Integrated Supply Team and a Business Case Consultant (if applicable).
Relevant procurement advice and guidance will be provided. All procurement exercises must comply with NI Public Procurement Policy and DCAL advice. Applicants must not enter into any contract for services unless they have obtained formal approval from DCAL
A condition of funding will be that grant recipients must engage with CPD (DCAL’s CoPE) on the development of the Outline Business Case particularly in terms of cost and programme estimates.
The Executive has a commitment to the inclusion of social clauses in contracts and DCAL will ensure that strong social clauses targets will be contained within the procurement contract. While the minister welcomes any advice from CPD in this regard, all decisions will rest with the minister.
Grant recipients must retain all project documentation relating to procurements, competitions and payments and ensure it is kept for a period of 7 years after final payment of grant or such other date as DCAL may advise. All project documentation must be made available to DCAL upon request.
A development cost letter of offer will be issued covering the approved development costs.
TRIM Ref: DC1/15/64846 12.0 When will Final Letter of Offer be issued?
Once DCAL are satisfied that all project management requirements have been satisfactorily addressed the final Letter of Offer will be issued.
Upon receipt of the signed Form of Acceptance DCAL will issue formal permission to proceed.
At this stage the contract notice may be issued and construction can commence on site.
TRIM Ref: DC1/15/64846 13.0 How will the programme be managed?
The programme will be delivered by DCAL. It is envisaged that DCAL and IFA will develop a Programme Steering Group to oversee the delivery of the Sub-Regional Programme for Soccer. All final investment decisions and monetary awards will be made by the DCAL Minister.
TRIM Ref: DC1/15/64846 14.0 How to respond?
The consultation process will commence on Monday 30th November 2015 and finish on Monday 22 February 2016.
Responses are requested online, however they can also be sent either by email or post, as detailed below:
E-mail: [email protected]
Post: Stadium Branch Department of Culture, Arts and Leisure Causeway Exchange 1-7 Bedford Street Belfast BT2 7EG
The deadline for receipt of responses is 5:00 pm on Monday 22 February 2016.
Should you have any enquiries please send them to [email protected] or telephone 028 9051 5053.
This consultation document and response form can be downloaded from the Department’s website at www.dcalni.gov.uk/consultation . It is also available from the Department at the address given above or by calling 028 9051 5053.
Should you require the document in a format such as Braille, audio-tape or large print please contact us at the email address or phone number above.
There is no requirement to respond to all of the questions in the consultation questionnaire.
What happens next?
Following the closing date for the consultation, all responses will be considered along with any other available evidence to help finalise the policy and application process for the Sub-Regional Stadia Programme for Soccer in advance of the programme being formally launched.
TRIM Ref: DC1/15/64846 15.0 Freedom of Information Act 2000 – Confidentiality of Consultation Responses
Information provided in response to this consultation, including personal information, may be subject to publication or disclosure in accordance with the Freedom of Information Act 2000(FOIA).
If you want information that you provide to be treated as confidential, please be aware that, under the FOIA, there is a statutory Code of Practice with which public authorities must comply and which deals, amongst other things, with obligations of confidence.
In view of this, it would be helpful if you could explain to us why you regard the information you have provided as confidential. If we receive a request for disclosure of the information we will take full account of your explanation, but we cannot give an assurance that confidentiality can be maintained in all circumstances. An automatic confidentiality disclaimer generated by your IT system will not, of itself, be regarded as binding on the Department.
For further information about confidentiality of responses, please contact the Information Commissioner’s Office or see website at:
www.ico.org.uk
Data Protection DCAL will handle any personal data you provide in accordance with the Data Protection Act 1998.
TRIM Ref: DC1/15/64846 Annex 1: Irish Football Association “Strategic Facility Need”. (March 2011)
March 2011 Version 1.5
Strategic Facility Need (excluding national stadium) Background The IFA Facilities Strategy (April 2009) outlines the key areas of facility need for Football within Northern Ireland, and, without costings, seeks to identify the prioritisation of these. The Strategy itself is currently under review to take account of projects implemented via the SNI Stadia Safety Programme and IFA Soccer Strategy, Floodlighting Improvement and Football Turf programmes and to recognise the potential funding and partnership support which presently exists.
It is important to note however that this remains a working document only and that full integration into any revised IFA Facilities Strategy document would require the formal approval of the IFA Executive Board.
The areas identified are:
1. Safe stadia
The Oval is arguably the least fit-for-purpose stadium we have for senior football in Northern Ireland at the moment. The only recent upgrade which this stadium has benefitted from involving public money was the provision of new floodlights in 2009.
The IFA would recommend that redevelopment of The Oval should take place in partnership with Glentoran FC; the stadium should be suitable for hosting high level competition matches with a moderate capacity level of 6,000 to 8,000 persons. The venue would meet all appropriate, UEFA, IFA, Red Guide and DDA requirements whilst providing a suitably equipped facility for all media and broadcast partners.
In order to ensure viability and sustainability it is anticipated that all available commercial and public sector revenue opportunities would be integrated into the facility.
Dependent upon the development opportunity at any such site the potential would exist to combine this facility with the development of a National Training Centre (see point 4 below). However, it is possible that space constraints and other developments (for example Giant’s Park in north Belfast) could suggest that these are maintained as separate projects.
TRIM Ref: DC1/15/64846 Anticipated cost: £10M
2. Significant sub-regional stadia
There is a clear need to provide sub-regional stadia which can sit at the hub of key communities and can offer both quality football facilities, and community facilities which bring revenues into the club tenants, thus making football in these areas more sustainable. Likely developments in these significant sub-regional stadia would include spectator accommodation, club rooms which could be rented out to community and/or business groups to bolster revenue, and 3G pitches (for competition and/or playing) which would also be revenue generators.
The strategic, rather than tactical, facility development of a small number of clubs in Northern Ireland which are designated under the Safety at Sports Grounds (NI) Order would deliver significant rather than piecemeal investment into venues facing both challenge and opportunity. As an example, we are aware that Crusaders are at an advanced stage of planning and whether they opt for a refurbishment of Seaview or a new stadium on the North Foreshore, it is likely that a figure in the region of £3m would be required.
Associated works at selected venues appropriately identified is anticipated in would be in the areas of safe and secure spectator accommodations, changing provision for players and officials, floodlighting, disabled persons provision, playing surfaces (including the provision of 3G football turf) and media/hospitality areas. All investments would be designed to make the clubs more inclusive, sustainable and connected in to their local communities. A ‘Challenge Fund’ principle would be applied in this area to ensure that fairness is achieved. Anticipated cost: £17M
3. IFA Championship Clubs (not designated under the Safety at Sports Grounds (NI) Order) Thirteen football grounds in Northern Ireland are designated under the Safety at Sports Grounds (NI) Order. Other smaller grounds have not been able to avail of recent funding streams which have focused on safety. Nevertheless, work is needed at several of these smaller grounds to improve the venues in respect of general health and safety, and also to ensure that such clubs have the equitable opportunity for promotion to the highest level of the domestic game.
In this respect the IFA recognises that these clubs need to develop themselves as clubs, rather than in a single team mentality, and in this regard the IFA would wish to implement club development procedures, in line with SNI Clubmark and Kitemark schemes, to capacity build within such clubs in order to fully integrate these clubs into their local communities and thereby giving greater confidence and assurance to investors.
The required improvements are in the areas of spectator provision (up to 500 seats and a similar amount of covered standing places), floodlighting (300lux), toilet provision, disabled persons provision, changing provision for players and officials and playing surfaces (including the provision of 3G football turf).
In order to ensure appropriate investment, in line with principles of viability and sustainability, it is anticipated that ‘Challenge Fund’ principles would be applied in line with guidance from SNI.
TRIM Ref: DC1/15/64846 Anticipated cost: £3M
4. National Training Centre
A flagship National Football Centre is a crucial component of the IFA’s strategy to qualify for a major tournament by supporting the cream of Northern Irish football ability. Such a facility should be built specific to the needs of players, coaches, medical and sports science personnel.
Such a facility would support fully the player pathways developed through grassroots and excellence programmes which are fully integrated into local communities and schools. As indicated (in point 1 above) this facility could be combined with The Oval redevelopment which would reduce capital investment (but these projects could well be de-linked based on space availability and other developments).
The combined facility should include: - two 3G pitches £1.25M - two high quality natural grass pitches £0.40M - rehabilitation area and conditioning suite £0.5M - lecture facilities £0.25M - changing facilities £0.6M
Consideration would also be given to partnership with a hotel chain in order to provide accommodations for players and support staff as it is recognised that dedicated facilities in this respect may not be cost efficient. It may well be that the best stand alone location for this project would be as part of the proposed Giant’s Park development in north Belfast, and could be complementary to Crusaders’ plans to move their stadium there or alternatively as part of the proposed Oval development. Anticipated cost: £3M
5. Intermediate and Junior Football
The football family is predominately made of clubs from the Intermediate and Junior ranks, numbering around 900, and whilst recognising that these clubs play an important part in the sporting culture of Northern Ireland it is unrealistic to seek to support any sizeable number of such clubs in facility development.
The IFA feel that this level of the game should be supported via targeted programmes, in partnerships with local councils and schools/colleges, in order to deliver key sporting centres in local communities.
Again the IFA would wish to capacity build within such partner clubs and organisations and seek to understand further the constitutional issues prevalent at this level of the game to develop and support local clubs rather than individual teams.
It is however considered appropriate to invest in a single high quality facility which could deliver multi club and community usage via the provision of several football turf pitches and minimum associated support accommodations on a single site.
TRIM Ref: DC1/15/64846 The information contained within the SNI ‘Active Places Research Report 2009’ could be utilised as a core indicator of facility need and be implemented in conjunction with local Council and/or SNI support.
The facility could also serve as a regional training centre for the development of elite players, complementing the national training facility noted in point 5 above. Anticipated cost: £3M
TRIM Ref: DC1/15/64846 Annex 2: Sub Regional Stadia Programme – Consultation Response Form
DCAL SUB-REGIONAL STADIA PROGRAMME for SOCCER
Meeting the Stragetic Needs of Soccer
Consultation Response Form
Publication Date: 30 November 2015 Closing Date for Responses: 22 February 2016
TRIM Ref: DC1/15/64846 Questions for Consideration
The Department of Culture, Arts & Leisure is seeking views on its draft Sub- Regional Stadia Programme for Soccer.
We would welcome your comments on any aspect of the draft programme.
PROGRAMME
Q1. Do you agree with the decision to invest in soccer?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions as to what the money should be invested in?
Yes No
Please provide your suggestions:
Q2. Do you agree with the proposal to funding 5 separate strands in the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 Q3. Do you agree with the 20% partnership funding requirement for all projects?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q4. Do you agree with the assessment criteria?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 STRAND 1 – SAFE STADIA (IFA Facilities Strategy specifies the redevelopment of The Oval in partnership with Glentoran Football Club)
Q5. Do you agree with the proposal to invest in Safe Stadia? Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q6. Do you agree with the budget allocated to this strand of the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 STRAND 2 – SIGNIFICANT SUB REGIONAL STADIA (Designated Venues Only)
Q7. Do you agree with the proposal to invest in significant Sub-Regional Stadia (Designated Venues only)?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q8. Do you agree with the budget allocated to this strand of the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 STRAND 3 – IFA CHAMPIONSHIP CLUBS (Venues not designated under Safety at Sports Ground NI Order)
Q9. Do you agree with the proposal to invest in IFA Championship Clubs (not designated under Safety at Sports Ground NI Order)?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q10. Do you agree with the budget allocated to this strand of the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 STRAND 4 – NATIONAL TRAINING CENTRE
Q11. Do you agree with the proposal to invest in a National Training Centre?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q12. Do you agree with the budget allocated to this strand of the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 STRAND 5 – INTERMEDIATE AND JUNIOR FOOTBALL (A single high quality facility)
Q13. Do you agree with the proposal to invest in a single high quality facility for Intermediate and Junior Football?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
Q14. Do you agree with the budget allocated to this strand of the programme?
Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree
Please provide your views:
Do you have any alternative suggestions?
Yes No
Please provide your suggestions:
TRIM Ref: DC1/15/64846 GENERAL Q15: Please provide any other comments on any aspect of the draft programme? Please provide any additional comments:
TRIM Ref: DC1/15/64846 CONSULTATION RESPONSES & FREEDOM OF INFORMATION
All responses will be treated as public and the Department will usually publish a summary of responses following the completion of the consultation process. If you would prefer your response to be treated as confidential, please let us know, stating your reasons clearly.
Q16: Do you want your response to be treated as confidential? Yes No
If ‘YES’ please state clearly your reasons for requesting confidentiality:
If we are asked to disclose responses under freedom of information legislation, we will take any requests for confidentiality into account. However, confidentiality cannot be guaranteed.
We will handle appropriately any personal data you provide in accordance with the Data Protection Act 1998.
For further information about confidentiality of responses, please contact the Information Commissioner’s Office or see website
PERSONAL INFORMATION
Q17: Are you responding as an individual or on behalf of an organisation?
Individual (if ticked, go to Q18) Organisation (if ticked, go to Q19)
Q18: What is your Postcode?
Q19 What is the Postcode of your organisation?
Q20: What is the name of your organisation?
Thank you for taking the time to participate in this public consultation.
TRIM Ref: DC1/15/64846 Please return completed responses to [email protected] or to DCAL Stadia Team, Level 8, Causeway Exchange, 1-7 Bedford St, Belfast, BT2 7EG
TRIM Ref: DC1/15/64846 STRATEGIC POLICY AND RESOURCES COMMITTEE
Subject: Discussion Document on Environmental Governance in NI
19 February 2016 Date: Nigel Grimshaw, Director of City and Neighbourhood Reporting Officer: Services
Tim Walker, Head of Waste Management Contact Officer: Jennifer Stephens, Compliance and Research Officer
X Is this report restricted? Yes No
Is the decision eligible for Call-in? X Yes No
1.0 Purpose of Report or Summary of main Issues 1.1 To update the Committee on proposals from the Department of the Environment (DoE) contained within the “Environmental Governance in Northern Ireland” consultation and to present a draft response for the Council.
2.0 Recommendations
2.1 The Committee is requested to: consider the options for future environmental governance and regulation outlined in this consultation exercise and; agree the draft response on behalf of the Council which recognises that Option B for the establishment of an independent environment agency is the most promising at this time. 3.0 Main report
Environmental Governance in Northern Ireland Discussion Document
3.1 The Do E last sought the views of key stakeholders on the issue of environmental governance in August 2011. At this time, although most respondents were in favour of creating an independent environmental protection agency, the political support for such a change was not there. Instead the Northern Ireland Environment Agency (NIEA) continued as an executive function of the DoE and a review was undertaken resulting in a programme of initiatives and reforms.
3.2 Late last year, Minister Durkan made it clear that he supports the formation of an independent environment agency and believes that the time is right to reopen this debate particularly in light of central government restructuring which is due to be conducted in 2016. The Consultation opened on 30 November 2015. The full consultation can be found at: https://www.doeni.gov.uk/consultations/environmental-governance-discussion-paper
3.3 It is expected that in 2016 most of the DoE functions will transfer to the new Department of Agriculture, Environment & Rural Affairs (DAERA) and the Department of Infrastructure & Communities. The consultation paper highlights four main drivers which could prompt a change in the environmental governance arrangements for NI:
Environmental Justice 3.4 To ensure that the principles of social justice, equality and a healthy environment for all are delivered. The paper cites that health and wellbeing are linked to the environment in which people live and the lifestyles that they lead. It proposes that statutory powers available to an independent environment agency could be used to ensure that no social group should suffer a disproportionate burden of poor environmental conditions and that, where possible, the quality of life of communities is enhanced.
The Economy 3.5 To ensure that the NI economy continues to emerge successfully from the recession, it will be necessary to promote technologies, sectors and industries which can thrive. The paper highlights the need to work more effectively within constrained resources in order to protect and enhance the environment. It suggests that an independent environment agency would be able to deliver an improved environmental regulation regime more attractive to business and, in doing so, positively contribute in delivering a better economy.
Expectations and Opportunities of Devolution 3.6 The paper recognises that a high quality environment is an important factor in encouraging investment, boosting tourism and improving the quality of life for everyone. It highlights that people expect the Assembly to provide strong leadership on the environment and to provide a high standard of environmental governance and recognises that the proposed reorganisation of the Executive represents an opportunity to review current arrangements and ensure that the most effective governance arrangements are put in place.
Collaborations with Other Jurisdictions 3.7 Most environmental issues are of a trans-boundary nature and many have a global scope that can only be addressed effectively through international co-operation. As one of six priority areas in the United Nations Environment Programme, environmental governance is described as promoting informed decision-making to enhance global and regional environmental cooperation. Environmental protection is now established as a key area of co-operation under the North South Ministerial Council arrangements. The British-Irish Council has also included the environment in its list of priorities to examine and develop policies for co-operation. The paper identifies benefits of a shared approach with England, Ireland, Scotland and Wales such as improving local environmental expertise and a consistent approach to environmental regulation and enforcement across the jurisdictions.
Benefits 3.8 The paper suggests that an independent Environment Agency in NI would contribute the following benefits: Positive impacts on greenhouse gas emissions, environmental quality, sustainability and economic competitiveness. Greater flexibility to make the changes necessary to speed up decisions and actions. An increase in NI’s environmental credentials. A catalyst for bringing about behavioural change. A degree of protection from future financial constraints. Opportunities to raise income Better regulation principles moving environmental regulation away from the political arena. Management of activities against clear performance metrics and tailored funding to reflect the level of activity. The potential to recover the full costs of regulatory activity from sources such as charging schemes, costs for licences, permits etc. 3.9 The comments and proposals contributed by officers in various parts of the Council indicate that there is technical merit in the Council supporting the formation of an independent Environment Agency for NI. The appended draft response outlines the preferred option for the Council and includes some additional issues for consideration by the DoE.
Options 3.10 Four options are presented regarding the formation of an independent environment agency for NI.
3.11 Option A : Maintaining the Status Quo An internal restructuring of the NIEA is underway and will likely become part of the new Departments of Agriculture, Environment and Rural Affairs (DAERA) but there would be no further action. This is expected to be the lowest cost option.
3.12 Option B: NIEA functions to transfer to an independent environment agency. This would allow powers to be exercised in a transparent and accountable manner but certain functions would be unsuitable for transfer because they are associated with core DoE functions.
3.13 Option C: Full reorganisation of the NIEA’s remit including the transfer of significant responsibilities from other Departments. This would separate policy-making from regulation and provide more comprehensive protection of the environment. Given the potential costs involved, it may prove difficult to achieve in the short to medium term.
3.14 Option D: Create a regulation-oriented independent environmental protection agency with a regulatory/enforcement role, and with policy-making remaining with the government. This new organisation would be primarily funded by grant-in-aid from the DOE, with any shortfall being raised through the retention of application fees, inspection fees and cost recovery from enforcement.
3.15 Resource Implications There are no resource implications for the Council arising from this report. Primary legislation will be required in order to establish a new agency, to set out the powers and functions of the new agency; and to set out general financial arrangement. A transition from employment in the DOE to employment in a new independent agency is likely to have an impact on staff and they may have concerns over pay, job security, pension and terms and conditions. In most cases, the Transfer of Undertakings (Protection of Employment) Regulations (TUPE) will apply.
3.16 Financial Implications There are no financial implications for the Council arising from this report. All new scenarios (B, C and D) would involve significant set up costs (up to £3.2m) and annual running costs (up to £4m). Option B would have the lowest establishment costs, with Option D (regulation-oriented) costing slightly more and Option C (full reorganisation) slightly more again. In light of the current austerity programme, and concerns about the financial stability of any agency, Option B is the most promising option at this time.
3.17 Equality Implications There are no equality implications associated with the response to this consultation. However any equality issues arising following a decision about the chosen option will be considered in due course.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – Draft Council response to the DOE Discussion Document on “Environmental Governance in NI”.
Appendix 1
Draft response on the DOE Discussion Document on “Environmental Governance in NI”.
The Council welcomes the opportunity to respond to the discussion document on “Environmental Governance in NI”.
The Council is broadly in support of the creation of an independent environment protection agency for NI as it believes that clear and consistent enforced environmental standards and efficient regulatory processes are essential to sustaining and improving quality of life for all people living in, working in and visiting NI.
The Council however would like to take this opportunity to highlight that, in the past, there have been issues in engaging with the NIEA when the Council has been acting as a Developer and it is likely that the Council would caveat its support for an independent environment protection agency if its reconfiguration resulted in further difficulties or restrictions which increased difficulty in delivering development projects.
It is the Council’s considered opinion that the NIEA could contribute more fully by focusing on working with the DOE to ensure that an effective legislation framework is introduced to manage environmental matters.
A particular example which is of relevance for the Council presently is the matter of contaminated land and the current situation which it now finds itself in where significant portions of the Waste & Contaminated Land Order have not yet commenced, but from which the NIEA have tried to manage the current situation “through the back door” as a consultee responding to either the DOE Planning Service or councils on relevant applications.
Returning specifically to the Discussion Document, the Council considers that an independent Agency could rationalise environmental tasks and prioritise their management in order to protect people, wildlife, eco-systems and our environment and this could potentially be achieved more efficiently within an independent Agency when compared with the present system. The Council recognises that while environmental issues are increasing in both intensity and awareness, the economic climate is also changing. This is being demonstrated by Governments which are increasingly aware that improving the natural environment and growing the economy are not mutually exclusive and that a healthy and productive environment is essential to future prosperity. A reorganisation of current environmental regulation to create an independent Agency could also enable implementation of “Better Regulation” principles and result in an overall more efficient and effective, streamlined system. In such a circumstance, the Council would request that consideration also be given to ensuring that quicker decision-making and more timely responses were forthcoming. In addition to its responsibilities as a regulator protecting NI’s environment, an independent Agency could play an important educational and improvement role in highlighting the importance of environmental protection and in promoting the economic and social benefits associated with preserving, protecting and improving our environment. Better environmental regulation not only supports jobs and contributes to sustainable development but can also add value to the NI economy particularly, for example, through tourism – locally and beyond. The core proposal within the discussion document is to establish an independent Agency but only for the natural environment. Notwithstanding the proposals within the current NICS Restructuring Programme, the Council considers that if regulation of the natural and built environments is separated, it could differentially diminish the effectiveness of the protection and management of the built environment, just at a time when economic development is increasing. Good governance could mitigate development risk to NI’s built heritage to maximise long-term social and economic benefit, while also enhancing NI’s historic past. Furthermore, this separation is likely to reduce protection of the natural environment by weakening the Agency’s appreciation of historical context in decision- making.
Similarly, NI’s urban landscape is largely overlooked in the discussion document even though its importance is acknowledged in sections 3.1 and 3.9. The Council would draw attention to the “poor environments particularly in urban areas (where the majority of people live and/or spend their time)” which it believes cannot be seen purely in terms of pollution but should include the built fabric which makes up towns and cities. It is increasingly recognised that a mix of buildings of all periods is part of encouraging and developing the “sense of place” referenced in 3.9. Urban areas contain large areas which are extremely important to the natural ecosystem, primarily private gardens and public parks, plus luminal areas of undeveloped space. All these have to be seen and managed in the context of built structures and could not be regulated as “natural environment” with taking into account built structures and human design and, in this regard, the Council is not in favour of the current proposals to reposition regulation of the built environment to the Department for Communities.
Otherwise, the discussion document proposes four options: Option A: An internal restructuring of the NIEA Option B: All current NIEA functions transfer to an independent Agency Option C: Full reorganisation Option D: A regulation-focused independent Environmental Protection Agency
The Council considers that at this time, with the various pressures facing NI, Option B is the most realistic option and that the creation of an independent Agency would bring NI in line with good practice for environmental governance, along with not only our neighbouring jurisdictions but also with the rest of Europe. Every other jurisdiction in Great Britain, Ireland and Europe has some form of independent environment body involved in governance and/or regulation. Over the years, this approach has demonstrated the advantages of separating the roles and responsibilities of central government departments responsible for environmental matters from those responsible for implementing protection and regulatory responsibilities.
In NI, independence in environmental governance would enable decision-making to be made without undue political influence and that the environment is more consistently regulated. Bringing NI in line with its neighbouring jurisdictions should also make it easier for the environmental agencies to work together in developing and adapting best available practices.
Independence in environmental governance should also create greater trust both from the public and those being regulated. In 2013, the Mills report was commissioned by the DOE to investigate the illegal dumping of almost one million tonnes of waste in Mobuoy, County Londonderry. This highlighted serious problems across the waste sector in NI and, given the scale of these problems, it recommended a series of steps to ensure that a regulatory system was established that both the public and the waste and other industries in NI could have confidence in.
As an example of the types of issues facing some of the regulated sectors, the Mills report highlighted that waste management in NI risks being exposed to criminal infiltration. It emphasised that the punishment for illegal waste activities rarely fits the crime, making the waste industry attractive and vulnerable to criminals who can profit with relative impunity. The report recognised that dealing with the consequences of waste crime is costly and unsustainable for NI as well as highlighting that a more efficient and effective regulatory strategy is needed to prevent abuse and criminality in the first place through better inspection and enforcement to deter criminals entering the industry.
A further point worth raising is that the levels of fines being issued in the NI courts for environmental offences are rarely high and neither reflect the seriousness of the offences committed, nor act a sufficient deterrent. This latter point was covered in a recent report (ENDS Report 478, December 2014) which identified that fines for environmental crime in NI are not effective and have fallen as a deterrent in comparison to England and Wales where tough new sentencing guidelines have been introduced.
Since July 2014, new Sentencing Council guidelines have been used by the courts in England and Wales to sentence offending individuals and organisations and the range of fines now in place has increased and proportionality applied to ensure that regulation of the environment increases in importance and profile. In NI, an independent Agency would benefit from adopting the same approach although in-house expertise would be needed to determine between serious intentional non-compliances and accidental breaches. The paper highlights that a tactical approach to deter and disrupt environmentally damaging activity by organisations and individuals would be recommended. Higher fines for non-compliance could be used to as an effective deterrent without the need to increase administrative burdens and this approach would create a fairer system, better reflecting the “polluter pays” principle.
Inversely, those complying with environmental standards should face reduced costs. Under 4.6 of the consultation document, there is reference to “recover full costs of its regulatory activity from sources such as charging schemes, costs for licences, permits etc” but, given the number of Council premises inspected by the NIEA presently, we would welcome greater detail on how this proposal may apply in practice.
The Council would consider it unrealistic to simply increase charges for those organisations already complying with environmental regulations and standards and that any changes to the fees/charging mechanism needs to be balanced on the basis of minimising the burden borne by businesses and SMEs. Given the costs that many organisations are currently facing, for example technical competence under the Duty of Care Regulations, budgets for many within the waste industry are under pressure and there would be concerns if compliant organisations were to be the main focus for cost recovery for any Agency budgetary shortfalls. In addition, if too high, the costs involved could act as a barrier for start-ups entering the waste industry.
A potential solution could be for the Department of Justice to work with the DOE/DAERA to introduce and apply the new Sentencing Council guidelines mentioned above and ensure that any proceeds of crime were appropriately re-apportioned to the Agency. The costs of an independent Agency could be offset against the full direct and indirect benefits that the environment provides, including products such as food and water, regulation of floods, soil erosion and non material benefits such as recreational activities. Further revenue could be generated for the Agency if the operating model used by the DHSSPS in supporting the Regulatory and Quality Improvement Agency (RQIA) was followed to undertake specific investigations above the regulatory function.
Over the past decade, environmental protection in NI has changed as different approaches were tried. This is again likely to move with the creation of DAERA. As the Mills report highlighted above, the Regulatory Service in the NIEA should change in order to become more integrated and adaptive but, in order to achieve this, sufficient resources need recruited and retained to ensure that regulation can match the scale of the challenge, especially in waste in NI which was identified as “underperforming”.
The opportunity now exists to redefine the role of the NIEA as independent from DAERA but whichever governance option is chosen, the new Agency must be properly resourced in terms of finance, staff and expertise. Under the current VES, the Council would recommend that any independent environment protection agency introduces appropriate succession planning to ensure that disruption to service delivery is kept to a minimum. Also, as per the RQIA, an independent Agency could provide independent and scientifically-based advice to decision makers and the political process on a specific chargeable basis, and such an agency could provide a valuable consultee function. As the DOE currently has responsibility for both policy and regulation, this is not currently possible.
The discussion document covers a range of prospective areas which the NIEA has responsibility for but the Council is aware that there are other aspects of regulation which would benefit from being considered in any review of purpose. For example, although there is reference to Ecosystem Management as one of the priority areas within the United Nations Environment Programme, the present document makes little reference to ecosystem services. The Council would consider that whichever option is ultimately selected, it must focus on managing ecosystems rather than focusing on issues (i.e. the consequences of mis-management of our ecosystems) as this will fundamentally lead to resource and time inefficiency with reduced environmental benefits by being reactive as opposed to proactive.
In light of the technical consideration of the options presented, the Council would favour a full re- organisation of the NIEA – Option C but we appreciate that this may prove difficult to deliver within the current economic and political climate. Consequently, a regulatory-oriented independent Agency – Option B, would be the next best option and is likely to prove more feasible at this time.
All the options presented would involve additional set-up costs as well as on-going running costs and, given the comments above, establishing the key functions of this agency would need to be identified and consulted upon as part of the necessary legislative process which should also allow for future transitions to enable further reorganisations as the NI environment changes which may led to Option C in the longer-term. STRATEGIC POLICY & RESOURCES COMMITTEE
DHSSPS Health and Social Care: Reform and Transformation - Getting Subject: The Structures Right Consultation Response Date: 19 February 2016 Reporting Officer: Suzanne Wylie, Chief Executive Contact Officer: Sharon McNicholl, Strategic Planning and Policy Manager
X Is this report restricted? Yes No X Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report 1.1 The purpose of the report is to: Update Members on the Department of Health, Social Services and Public Safety’s (DHSSPS) consultation on the administrative structures for Health and Social Care in Northern Ireland and seek their approval for the attached high level response which has been submitted to the department subject to Committee approval. The report also makes a proposal in respect of taking forward Cllr Attwood’s previous notice of motion in respect of health scrutiny.
2.0 Recommendations 2.1 Members are asked to: Consider and approve the response to the consultation. Consider and approve the recommendation that a proposal is put to the People and Communities Committee that it invite the Department of Health, Social Services and Public Safety’s and the Belfast Health and Social Care Trust to a special meeting to discuss issues such as accountability and transparency in the light of proposed structural changes and the council’s role in community planning and improving well- being in the city.
3.0 Key issues 3.1 On 4 November 2015, following the Donaldson Report and DHSSPS’s Review of Commissioning, the Health Minister, Simon Hamilton MLA, announced his intention to reform the administrative structures for Health and Social Care in Northern Ireland to “make them more streamlined and reduce complexity”. The consultation on the reform of the HSC structures was launched on 15 December 2015. The consultation document is based mainly upon the findings of Sir Liam Donaldson’s report, “The Right Time, the Right Place” and the Department’s own review of commissioning.
3.2 As part of the reform work, it is proposed that the Health and Social Care Board should cease to exist in its current form and its functions should transfer either to the Department, the Public Health Agency, or to the Health and Social Care Trusts.
3.3 The letter states that the intention is to “create a system where the Department has firmer, more strategic control of the Health and Social Care system, where the Public Health Agency continues to focus on early intervention and prevention and where Health and Social Care Trusts are given greater operational freedom and flexibility in terms of the services they provide to their communities.”
3.4 To facilitate the consultation process, DHSSPS developed a response template which included 7 specific questions seeking feedback on the Minister’s recommendations. Officers have provided a high level response which covers the following key points: health and social care is a complex system which faces a number of challenges; reducing health inequalities and improving health outcomes for citizens is a key issue for elected Members and an emerging priority within the Belfast Agenda (the city’s community plan); The council is increasingly taking an outcomes-based approach in the way it plans services, programmes and investment and is supportive of approaches that ensure health planning focuses on patient needs and outcomes rather than structures; Belfast City Council is committed to work in partnership to address the issue of health inequalities and its complex determinants. 3.5 The eight week consultation closed at 5pm on 12 February 2016, consequently officers have forwarded the attached response to the Department with the caveat that it is subject to ratification by the SP&R Committee and the Council. Notice of Motion – Health Scrutiny Committee 3.6 At the Shadow Council meeting of 9th September 2014, Cllr Attwood moved a notice of motion that the council...”notes with deep concern the potential cuts facing the health service which will affect the most vulnerable sections of our community and which may put people’s lives at risk. The Shadow Council recognises the dedication of our health service workers in hospitals, in the community and in social care and who provide excellent services to patients in difficult financial circumstances. Accordingly, the Shadow Council agrees to consider the establishment of a Health Scrutiny Committee in Belfast to monitor and scrutinise the impact of health service cuts and to engage with the Belfast Health and Social Services Trust, health unions and health professionals to protect the health service in Belfast”. 3.7 This issue was referred to the Shadow Strategic Policy and Resources Committee for consideration and it was agreed that a further report would be brought back to Committee on this issue. 3.8 As Members are aware, tacking health inequalities and improving health outcomes are key elements of the emerging Belfast Agenda. As the Belfast Agenda is finalised it will be important for Members to engage with community planning partners in order to determine the best approach to ensuring health outcomes for the city are achieved and the governance around this. This process will gain momentum in the coming months as the Belfast Agenda is finalised and plans for delivery are put in place; however, developments such as the proposed of Health and Social Care Structures provide an important opportunity for focused engagement with health bodies around Members’ desire to improve health and well-being and issues such as ensuring accountability and transparency in future structures. The engagement would also be helpful in building relationships for the multi-agency approach required to tackle the many factors that limit health and well-being for people in Belfast. The complex structures for Community Planning are still being worked through and both the People and Communities Committee and the City Growth and Regeneration Committee are now regularly meeting with other service providers in the city as part of a more joined up approach. It is therefore proposed that as a first step a report is brought to the People and Communities Committee, asking the committee to invite representatives of the Department of HSSPS and the Belfast Health and Social Care Trust to a special meeting to discuss these issues and consider the most effective approach to future engagement and collaboration.
3.9 Financial Implications There are no specific financial or resource implications.
3.10 Equality and Good Relations Implications There are no specific equality or good relations implications.
4.0 Appendices – Documents Attached 4.1 Appendix 1 - Completed consultation response template Appendix 1
ANSWERS TO CONSULTATION QUESTIONS – BCC RESPONSE IN BOLD
I. LESS RED TAPE
“The administration of Health and Social Care suffers from a common Northern Ireland public sector problem. It is too big. It is too bureaucratic and it doesn’t deliver best value.”
There is a perception that the current administrative structures carry too much complexity and have too many layers of authority. Those working within the system feel that the number of stages in decision making, often involving several bodies, can slow things up and may make the whole system less responsive. This has caused some frustrations among staff and managers across the system, many of whom feel the emphasis has been placed more on transactions rather than enabling transformation.
Q. Do you agree that there is too much complexity in the current system and that it is not working to its optimum capacity?
Belfast City Council recognises the dedication of our health service workers in hospitals, in the community and in social care and who provide excellent services to patients in difficult financial circumstances. Belfast City Council has identified the need to reduce health inequalities and improve health outcomes as one of the key priorities within its emerging community plan – “the Belfast Agenda”. Fit for purpose health structures will be vital to delivering better health outcomes, as will a system that works effectively in partnership to address the complex determinants of health and ensure that there is effective early intervention and prevention. The council is increasingly taking an outcomes-based approach in the way it plans services, programmes and investment and is supportive of approaches and systems that ensure health planning focuses on patient needs and outcomes rather than structures. An effective system should: be responsive to the needs of patients; bring clarity to accountability and responsibility across the various organizations; ensure strong and effective communication across the various part of the system, including effective engagement with stakeholders and have the well-being of local people and communities as its key focus. Appendix 1
II. MORE RESPONSIVE TO INNOVATION
“Essentially it has been a model that controls and constrains, rather than one that supports an exceptionally talented and committed group of professionals to achieve the best possible outcomes for the people of Northern Ireland.”
The Review of Commissioning identified that the complexity of the current structures may have had a negative impact on reform and innovation by making it more difficult to implement meaningful change.
We need to achieve a more sustainable balance between overall strategic direction and operational practice. We believe the proposed reforms would enable the HSC to focus more on care delivery and reform, rather than getting caught up with oversight and process. Removing a layer of bureaucracy would also help to speed up decision making and allow the overall system to become more responsive.
Q. Do you share the Minister’s view that the system needs to be better at enabling and supporting innovation?
Q. Would reduced bureaucracy in terms of HSC structures allow the system to respond more quickly to changing demands?
The challenges facing the health sector and the complexity of the issues to be addressed mean that enabling innovation and improvement should be a key focus of reform. This is particularly true given the pace of change in medical treatments and technologies. The council welcomes consideration of innovative approaches which empower patients and staff to play an active role in improving health outcomes. This innovation must take place in a way that ensures safe and high quality service provision. Innovation also has a role to play in respect of early intervention and prevention. Keeping people well for longer is a shared leadership challenge; the determinants of health include a wide range of social, economic and environmental factors. Community planning provides an additional opportunity for innovation in achieving health outcomes, particularly at a partnership level and it is important that the reforms allow the system to take full advantage of this opportunity.
III. ACCOUNTABILITY AND PERFORMANCE MANAGEMENT Appendix 1
“Our work must be focused on meaningful improvements, supporting Trusts in achieving their performance targets and taking a lead on transformation and driving innovation. Above everything else, it is about driving delivery.
I want to see the Department being much more active in ensuring that reforms are implemented, that issues are addressed when they arise, that services are delivered consistently, and that Trusts are more directly accountable to the Minister.”
Sir Liam Donaldson’s review pointed to a lack of clarity around accountability in health and social care in Northern Ireland. This point was also made in the Review of Commissioning. It was felt that the existing lines of accountability across the various HSC bodies are blurred – for example, while the HSCB is accountable for performance and financial breakeven across the HSC, Trusts are ultimately accountable to the Permanent Secretary of the Department. There was a sense that the HSC needs to clarify roles, responsibilities and lines of accountability.
Q. Will bringing performance management into the Department help to improve lines of accountability?
The council welcomes attempts to improve accountability and transparency. As mentioned previously, the council has been moving to an outcomes-based approach to planning and measuring and managing performance. It is important that performance measures are focused on what matters to local people and what will make a difference to improving health outcomes. The council would welcome the opportunity to engage with the Department further on the role that community planning can play in ensuring a shared approach to the achievement of health outcomes and the role of performance management in this context.
IV. COMMISSIONING & PLANNING
“The review highlights that our commissioning model isn’t as effective as we need it to be.”
“What I am signaling is an end to the current way we commission healthcare in Northern Ireland.”
The concept of a commissioner/provider split within Health and Social Care is associated with a desire to improve performance by increasing competition between providers. However, the Review of Commissioning found that the experience here in Northern Ireland Appendix 1
has been that there is little real competition between healthcare providers, with LCGs tending to commission services primarily from their local Trust.
Furthermore, Donaldson believed that the population of Northern Ireland is too small to justify the complexity of a full healthcare commissioning system. He concluded that we have created a system where we have the complexity of commissioning without the benefits of the most sophisticated commissioning models.
Q. The Donaldson report and the Department’s Review of Commissioning both concluded that a full, competitive commissioning process is too complex and transactional for an area as small as Northern Ireland. Do you agree?
“I want our Trusts to be responsible for the planning of care in their areas and have the operational independence to deliver it.”
It is proposed that Trusts should take on responsibility for planning the bulk of health and social care services delivered in Northern Ireland. This should strengthen operational independence, simplify and streamline the existing system significantly and allow us to build on our existing strength – integration of health and social care. It should also help create a stronger sense of a single HSC, working together, and provide more scope for professional engagement, leadership and reform. Importantly, this will mean that Trusts will be responsible for assessing and meeting the health and social care needs of people in their area.
Moving away from a regional structure with a separate commissioning function to Trust-led planning for local services will necessitate changes at a local level, including ending the role of LCGs. But work will need to continue to better integrate services – including ensuring a strong voice for primary and community care, service users and the third sector.
Q. Do you agree that Trusts are best placed to assess local needs and should therefore have a greater level of responsibility and autonomy for planning services in their area?
No response.
V. NEW STRUCTURES
“I…propose that we close down the Health and Social Care Board. I believe we no longer need a standalone organisation like the Board.”
“I want to see the Department take firmer, strategic control of our Health and Social Care system.”
“I will retain a Public Health Agency that renews its focus on early intervention and prevention.” Appendix 1
“My proposals would mean that many of the Board’s existing functions, and staff, would revert back to the Department. Some would move to the new Public Health Agency, whilst others, especially those in respect of planning for need, will move to our Trusts.”
It is proposed that at a regional level Northern Ireland should move away from a structure with a separate performance management and commissioning function. Instead, the responsibility for performance and financial management should be brought into the Department. This would focus lines of accountability, clarify the currently somewhat confused perception of leadership within the system, and would create the right conditions for a genuinely strategic approach to driving performance, planning and reform.
It is likely that this approach would see the current functions of the HSC Board go either to the Department, the PHA or Trusts. Further detailed work will of course be needed to consider the finer details of how these revised structures would operate. This would include where functions would sit most effectively and how changes should be implemented. Legislation will be necessary for some major structural changes but it may be possible to carry out some smaller reforms more quickly.
This is a substantial set of changes for the HSC to make – which must be accompanied by a shift in culture and practice as we move to a system focussed on greater autonomy and accountability. Nonetheless, we believe the approach to be one that is deliverable. We understand that this may initially be unsettling for those currently working in the system, however the Department will make every effort to ensure there is full engagement with HSC bodies and staff throughout this process.
Q. Do you agree that these are the right structural changes to make to streamline and simplify the Health and Social Care system?
No response.
STRATEGIC POLICY & RESOURCES COMMITTEE
Subject: Sustainable Food Cities conference and award event
Date: 19 February 2016
Reporting Officer: Jill Minne , Director of Organisational Development
Contact Officer: Clare McKeown, Sustainable Development Manager
x Is this report restricted? Yes No x Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To advise Members of an invitation to attend the Sustainable Food Cities conference and award event on 21 March at University of Liverpool and to note the potential PR opportunities of Belfast being recognised as a Sustainable Food City (and links to the Year of Food and Drink 2016).
2.0 Recommendations
2.1 Committee is required to consider the invitation and to agree that the Lord Mayor, Deputy Lord Mayor or High Sheriff, depending on diary commitments along with a nominated lead officer attends the award ceremony on 21 March.
3.0 Main report
3.1 The Belfast Food Network (BFN) is a collaborative forum working to develop Belfast as a recognised Sustainable Food City. The network successfully competed with 25 other cities to become one of six UK pilot Sustainable Food Cities to focus activity on the six areas below and over the three year pilot win an award for the city’s food achievements denoting it as a progressive Sustainable Food City. 3.2 The objectives include: . Tackling food poverty, diet-related ill-health and access to affordable healthy food; . Promoting healthy and sustainable food to the public; . Building community food knowledge, skills, resources and projects; . Promoting a vibrant and diverse sustainable food economy; . Transforming catering and food procurement; . Reducing waste and the ecological footprint of the food system.
3.3 The bid document submitted in relation to Belfast being recognised as a Sustainable Food City contains references to over 90 initiatives ongoing in Belfast and many references to Belfast City’s Council role in leading supporting and implementing the activities including:
Reducing Food Waste, BCC’s support for waste reduction includes . Initiation of a food waste collection scheme to 92,000 households . Bring Home Box waste reduction scheme for restaurants . 335 waste education and promotion visits to schools and community groups . BCC’s support for the Love Food Hate Waste campaign . Promotion of home and community composting through compost awareness week . Council passing a motion supporting local MEPS to lobby for the introduction of food waste legislation to supermarkets
Tackling Food Poverty, diet related ill health and access to affordable healthy food . Support and involvement in the Food Poverty in BFN workstream . Support for the research and publication of the Enough is Enough food poverty report . Our work on adopting and promoting the Living Wage initiative . Support for the Healthwise GP referral scheme . Promotion of Active Travel Plans and community cycle and walking paths . Partnership with Belfast Healthy City, part of the WHO network.
Promoting a diverse food economy BCC’s support for various retail, tourism, and food related economic development activities including; . Belfast Restaurant Week and Taste and Dine food demonstrations . Organisation of Focus on Food conference 2015 . Support for St George’s Food Market which attracts 600,000 visitors a year. . Promotion of ethnic food through Belfast Mela and various Visit Belfast events
Building Community Food knowledge and skills . Provision of allotments . Development of Belfast City Councils Growing communities strategy . Provision of 13 new community gardens in the city . Partnership with Conservation Volunteers to support expertise and training
Sustainable Food Cities Conference and Awards event 3.4 The annual Sustainable Food Cities Conference is a free event hosted by the University of Liverpool on 21/22 March 2016 and the associated awards event will be hosted on the evening of 21 March with at least 33 cities having representation at the ceremony. As Belfast Food Network has been nominated for an award, Belfast City Council has been invited to receive any award that may be presented to the city.
3.5 This nomination has the potential for positive PR as highlights the Council’s activities to address social, economic and environmental issues such as food poverty and reducing waste. It also highlights the role of the sustainable food movement and its contribution to the Year of Food and Drink 2016.
Financial & Resource Implications 3.6 Attendance at both the award ceremony and the conference is free; however resources will be required for overnight accommodation for the two nominated attendees at the awards event.
Equality or Good Relations Implications 3.7 There are no Equality and Good Relations implications associated with this recommendation. 4.0 Appendices – Documents Attached 4.1 None