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

14th August, 2017

MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE

Dear Alderman/Councillor,

The above-named Committee will meet in the Lavery Room - City Hall on Friday, 18th August, 2017 at 9.30 am, for the transaction of the business noted below.

You are requested to attend.

Yours faithfully,

SUZANNE WYLIE

Chief Executive

AGENDA:

1. Routine Matters

(a) Apologies

(b) Minutes

(c) Declarations of Interest

2. Restricted Items

(a) Development of the Council's Medium Term Financial Plan 2018/19 - 2020/21 and the Rate Setting Process for 2018/19 (Pages 1 - 4)

(b) Proposed re-structuring/transfer of the Fleet Management Unit (Pages 5 - 16)

(c) Happy Christmas and Nollaig Shona Signage – City Hall (Pages 17 - 22)

(d) Asset Management (Pages 23 - 26)

3. Strategic Issues/Belfast Agenda - 2 - (a) Addressing Inequalities through Lifelong Learning - Belfast Strategic Partnership Application to UNESCO Global Network of Learning Cities (BSP) (Pages 27 - 64)

4. Physical Programme and Asset Management

(a) Capital Programme Update – Proposed movements/additions (Pages 65 - 70)

(b) Leisure Transformation Programme: Assets Update (Pages 71 - 76)

(c) Area Working Update (Pages 77 - 106)

5. Finance, Procurement and Performance

(a) Financial Reporting – Quarter 1 2017/18 (Pages 107 - 126)

(b) Efficiency Programme 2018/19 – 2019/20 (Pages 127 - 130)

(c) Contracts for Award Update (Pages 131 - 138)

6. Equality and Good Relations

(a) Shared City Partnership (Pages 139 - 158)

7. Operational Issues

(a) European Local Democracy Week - EurVoice 2017 (Pages 159 - 162)

(b) Minutes of Historic Working Group (Pages 163 - 168)

(c) Minutes of Budget and Transformation Panel (Pages 169 - 172)

(d) Minutes of Active Belfast Board Limited

(e) Requests for use of the City Hall and the Provision of Hospitality (Pages 173 - 176)

8. Issues Raise in Advance by Members

(a) Council Photograph - Alderman Browne to raise

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Proposed re-structuring/transfer of the Fleet Management Unit

Date: 18th August 2017

Reporting Officer: Gerry Millar, Director of Property & Projects

Contact Officer: George Wright, Head of Facilities Management

Restricted Reports

Is this report restricted? Yes X No

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision X Some time in the future Never

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 Members will be aware that the Fleet Management Unit is part of the Facilities Management Section, which currently forms part of the Property & Projects Department. The Fleet Unit procures, manages, maintains, repairs and disposes of all of the vehicles comprising the council’s fleet (currently 379 assets, valued at nearly £12m).

1.2 The Fleet Unit provides an in-house work-force to carry out the servicing, maintenance and repair of the council’s fleet assets, based in Duncrue Complex. All HGV and LGV maintenance is carried out in-house, although the unit makes regular use of the private sector for specific types of work, most notably warranty or specialist work, and may also use the private sector on an occasional basis at times of peak service demand due to pressure of work arising in respect of important and high-profile public services such as domestic refuse collection and street cleansing etc where work is often time-critical.

This paper has been tabled on foot of the ‘Update on Organisational Design’ paper adopted 1.3 by the Committee at its meeting of 19th May 2017. Members will also be aware that the Committee has already committed to a substantial efficiency programme in respect of rate- borne revenue expenditure for the next 2 financial years in order to assist in resourcing other council priorities. This report seeks to assist in the delivery of these overall efficiency targets while at the same time providing necessary operational and service improvements within the Fleet Unit, prior to its transfer to the City & Neighbourhood Services Department.

2.0 Recommendations 2.1 The Committee is recommended to:- (a) approve the transfer of the Fleet Management Unit to the City & Neighbourhood Services Department on the basis of an effective date no later than 1st April 2018. (b) approve the revised Fleet staffing structure as set out in Appendix 1 together with the necessary changes set out at 3.10 below, and authorise the Director of Property & Projects to proceed to implementation; (c) agree to receive a further report by the Director of City & Neighbourhood Services later in the year in respect of the proposed integration of the Fleet Management Unit into the City & Neighbourhood Services departmental structure.

3.0 Main report 3.1 On foot of the agreed efficiency programme, it was decided to seek submissions from suitably qualified and experienced consultants to carry out a full operational review of the Fleet unit. Following a public procurement exercise AECOM Ltd were appointed to carry out the review. The terms of reference for the review were as follows:-

3.2 “to carry out a review of the current fleet management & maintenance operations and to make recommendations for the development of a service which is demonstrably cost- effective and properly configured to meet the existing and likely future demands placed upon it”.

3.3 The AECOM team carried out a quite detailed and lengthy analysis of the Unit both on-site and from the desk-top, and produced their final report and recommendations in January 2017. These were first presented to a group of Chief Officers for initial feedback, and staff and trades unions were then briefed in relation to the proposed changes and an opportunity for consultation provided. 3.4 It is worthy of note that, although the terms of reference for this review did include the potential for full or part-externalisation of the work of the Unit, AECOM have concluded that there are enough positive aspects of the current service to justify its retention in-house on essentially the same basis as at present (i.e. in-house operation with occasional use of the private sector in specific circumstances as needed) and not to consider any of the various forms of externalization, but with some important and necessary changes needed in order to streamline structures, improve statutory compliance and reduce costs. This remains a positive outcome for the Unit and for those staff keen to remain within the Unit.

3.5 The AECOM report was quite detailed, but in essence the following broad recommendations have been made to the council:-

3.6 a) consideration should be given to re-locating the Fleet Unit within the City & Neighbourhood Services Department, given that Cleansing Services is the unit’s principal user and presents obvious operational synergies between the two services, and also because of the opportunities it presents to greatly improve the council’s compliance with the Goods Vehicles (Licensing of Operators) Act (Northern Ireland) 2010; b) As BCC is paying a premium to carry out this work in-house compared to best estimates of private-sector costs the following improvements need to be made; I. the current management structure is not optimal and needs to be rationalised; II. productivity is less than other comparator public-sector services in GB; III. there is a need to revise FMU staffing structures (and also to remove under- used vehicles) in order to realise some significant potential cost savings.

3.7 It should first be acknowledged that, at its meeting of 19th May 2017 the Committee had, quite independently of the AECOM recommendation above, already received a recommendation relating to the transfer of the Fleet Management Unit from the Property & Projects Department to the City & Neighbourhood Services Department arising from the ongoing corporate re-structuring exercise as set out in the ‘Update on Organizational Design’ paper referred to above. The Committee is therefore requested to formally approve this transfer to occur no later than 1st April 2018 on foot of liaison between the departments.

3.8 However, in order to achieve the other recommended improvements identified by AECOM (i.e. better alignment with N.I. O-Licensing legislation, improved productivity, better shift management etc) the unit’s structures will now have to be addressed. Consultations with staff and their representatives have been taking place for some time in relation to structural options, and a final model which complies with all of the AECOM recommendations has now been developed and discussed in detail with staff and their trade union representatives as set out in 3.12 below. The existing and proposed new structures are set out for review in Appendix 1.

3.9 It can be seen from these that a modest nett reduction in overall staffing levels of 4 posts is proposed. In nearly all cases the necessary changes could be made on the basis of existing applications for voluntary redundancy already received from staff. This may not necessarily apply to all of the changes however, and in such cases the standard council change- management procedures would apply. The main changes proposed are:-

3.10  the deletion of 2 posts of Assistant Manager (one currently filled on a temporary basis) and their replacement with a single, more senior Technical Workshop Manager post managing all aspects of the day-to-day operations of the Fleet workshops;  the deletion of the post of Occupational Road Risk Manager and the delivery of this function from within a re-structured City & Neighbourhood Services department;  the reduction in Fleet Technician (Fitter) posts from 12 to 10;  the creation of an additional post of Auto-Electrician;  the deletion of 2 posts of Bodywork Technician (sheet-metal worker);  the deletion of 1 post of Vehicle Washer/Labourer;  the creation of 2 new posts of Workshop Assistant;  the extension of the temporary arrangements in respect of the Fleet Manager post until 31st March 2018 (to be reviewed by City & Neighbourhood Services post-transfer).

3.11 Overall, a staffing structure revised in line with the AECOM recommendations could yield cost reductions of at least £191,513 incl. employer’s on-costs and also provide the increases in efficiency and improved legislative compliance identified in the consultants’ report.

3.12 It should also be noted that, as part of the overall change-management process and on foot of the council’s employability initiatives, it would be possible to make offers of permanent employment to 2 apprentice Fleet Technicians who will imminently complete their training if the recommendations set out herein are approved by the Committee.

Industrial Relations and consultative position 3.13 With regard to liaison with the various trades unions represented within the Fleet Unit there has been very considerable consultative effort over an extended period. As a result, the UNITE, GMB and NIPSA unions have all indicated their agreement with the proposals in writing (see Appendix 2). 3.14 None of the trades unions with members in the Fleet Unit have raised any objections to the proposals and all are content to proceed on the basis outlined herein.

3.15 In addition, all change management will be carried out in line with all subsisting BCC policies and procedures following application of the council’s standard change-management procedure.

3.16 The Committee will be aware that, where a re-structuring is proposed, the standard approach is to seek the Committee’s approval for a management-preferred position, to then commence consultations on the proposals with the relevant trades unions and subsequently to bring a final report incorporating any changes made on foot of consultation to the Committee.

3.17 However, on the basis of the very high levels of trade union consultation and endorsement as set out above and the trade union endorsement of the proposals set out in Appendix 2, the Committee is requested to approve the proposed revised structure and to authorize the Director of Property & Projects to proceed to implementation immediately, without the need for further consultative work.

3.18 The Committee’s agreement is also sought to grant approval for the Director of the City & Neighbourhood Services Department to bring a further report to committee in Sept/Oct 2017 outlining how the Fleet Management Structure and associated support services can best be integrated into the City & Neighbourhood Services Department to support the objectives of that Department’s change programme.

Key Issues

3.19 The key issues are as follows:- 1. responsibility for the management of the Fleet Management Unit is to be transferred to the City & Neighbourhood Services Department no later than 1st April 2018; 2. the existing Fleet workshop structures need to be modified as set out above, in order to achieve the full range of benefits set out in the AECOM report; 3. it is intended to seek to achieve the necessary changes to structures on a voluntary basis wherever possible, and to apply the council’s standard protections and management processes if this proves not to be possible in any specific case. Financial & Resource Implications

3.20 If agreement to change structures is obtained there will be implications in terms of employee numbers and structures; however all changes would either be on a purely voluntary basis or managed via the application of the council’s standard change-management processes.

3.21 In financial terms there would be a saving of £191,513 per annum (excluding the initial cost of VR etc). The VR costs would be met from the existing budget for corporate VR releases as previously approved by the Committee.

3.22 The recommendations presented within this report address the main recommendations contained in the AECOM report, while still providing some inherent flexibility to support any future structural changes proposed as part of the City & Neighbourhood Services Department wider change programme post-transfer.

Equality or Good Relations Implications 3.23 There are no direct good relations or equality implications arising from this report.

4.0 Appendices – Documents Attached

Appendix 1 - Current & proposed staffing structures – Fleet Management Unit

Appendix 2 – Outcomes of trade union consultative discussions APPENDIX 1 FLEET MANAGEMENT UNIT

EXISTING STRUCTURE

30 posts

PROPOSED STRUCTURE

26 posts City & Neighbourhood Services

APPENDIX 2

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Happy Christmas & Nollaig Shona Signage – City Hall

Date: 18th August 2017

Reporting Officer: Gerry Millar, Director of Property & Projects

Contact Officer: George Wright, Head of Facilities Management

Restricted Reports

Is this report restricted? Yes X No

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision X Some time in the future Never

Call-in

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

1.0 Purpose of Report or Summary of Main Issues 1.1 To obtain the Committee’s guidance in respect of the Christmas dressing of the City Hall in future years with regard to the replacement and possible re-location of an Irish-language ‘Nollaig Shona Duit’ sign to the front façade of the City Hall.

2.0 Decision(s) required and recommendations 2.1 The Committee is asked to  Decide whether or not to replace the ‘Nollaig Shona’ sign in 2017, and if so to provide guidance on the Christmas signagea and location of the signs.

3.0 Main report 3.1 Members will be aware that, in 2012, the Committee approved the erection of an Irish- language Christmas sign on the East façade of the City Hall, and this sign has now been in place for 5 years. The original sign was made available to the council at no cost and has served its purpose to date, but is becoming difficult to use given its overall poor condition. The sign is however in need of replacement as soon as possible, and in 2015 it was necessary to fit new rope-lights to the sign to keep it operational at a cost of over £1,000. 3.2 A new sign of this size/type would cost approx. £12,000 - £15,000, and in addition to the associated costs of a sign the issue of the optimal placement of any new sign has been 3.3 raised. Officers have been asked to assess the feasibility of erecting any new sign on the front façade rather than in the East area as at present.

The Property Maintenance unit has therefore reviewed the site and the available options appear to be as follows:- 3.4

 Option 1 - Procure a replacement ‘Nollaig Shona’ sign of the same dimensions as the existing one and erect it on the existing location on the East façade (using existing fixing points & power connections etc) – approx. cost £12,000 - £15,000);  Option 2 - retain the existing large ‘Happy Christmas Belfast’ sign and complement it with one sign on each end column of the front façade east and west, i.e. one ‘Happy Christmas Belfast’ sign and one ‘Nollaig Shona’ sign – cost per sign would be approx. £12,000 - £15,000 each (i.e. £24K-£30K in total);  Option 3 - commission a completely new sign incorporating both English and Irish text on a single large sign and use it to replace the existing ‘Happy Christmas Belfast’ sign – approx. cost £25,000 - £30,000.  Option 4 – similar to option 2, except having Nollaig Shona in one end column and Blythe Yuletide on the other

NB; these options are illustrated in Appendix 1

3.5 As indicated above, the existing ‘Nollaig Shona’ sign could probably be procured and erected in time for the upcoming Christmas 2017 season if the necessary decisions are taken promptly.

3.6 The Committee’s view on the desirability of replacing the existing ‘Nollaig Shona’ sign and the optimal placement of any such replacement sign are therefore sought.

It should be noted that further changes to the Christmas lighting around Donegall Square 3.7 will be required as the City Branding changes away from the Belfast ‘B’. 3.8 Key Issues The key issues are as follows:- a) does the Committee wish to replace the existing ‘Nollaig Shona’ sign with a new version;

b) if so, ought the new sign be affixed to the East façade as at present or should it be erected on the front façade; c) if it is to be erected on the front façade should this be on the basis of two separate signs being erected on the east and west end columns of the building or should a large new, integrated sign in both languages be commissioned for the centre of the front façade.

3.9 Financial & Resource Implications The various options around the replacement and potential re-location of the ‘Nollaig Shona’ sign are set out above, and range from approx. £12,000 - £30,000 in total. This work would be funded through the annual non-recurring maintenance spend. It should be noted that there is the possibility of financial assistance from Foras Na Gaelige should the decision to replace the sign be taken.

3.10 Equality or Good Relations Implications If changes are to be decided upon in relation to the front façade signage it is likely that such changes will need to be subjected to an EQIA screening exercise, although it is anticipated that the matter would be screened out.

4.0 Appendices – Documents Attached

Appendix 1 – Illustration of options

Appendix 1 Option Two: retain existing large ‘Happy Christmas Belfast’ sign and complement with 2 additional signs of equal dimensions on the east and west sides, bearing the messages ‘Happy Christmas’ and ‘Nollaig Shona’.

Option Three: replace existing central sign with a larger version bearing both the messages ‘Happy Christmas Belfast’ and ‘Nollaig Shona’

Option One; continue with existing approach of providing a ‘Happy Christmas Belfast’ sign and a ‘Nollaig Shona’ sign on the East façade only (this would require the replacement of the existing Nollaig Shona sign due to its current condition)

NB; fonts, design & layout etc are purely for illustration and do not reflect any final products. Detailed designs will be agreed beforehand.

STRATEGIC POLICY & RESOURCES COMMITTEE

Addressing Inequalities through Lifelong Learning – Belfast Strategic Partnership Application to UNESCO Global Network of Learning Cities Subject: (BSP)

Date: 18 August 2017 Nigel Grimshaw, Director of City & Neighbourhood Services & Donal Reporting Officer: Durkan, Director of Development Andrew Steenson, Project Development Senior Officer & Ruth Rea, Contact Officer: Assistant Economic Development Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

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: - Update members on work undertaken to date to support the development of Belfast as a Learning City; - Provide background information on the UNESCO Global Network of Learning Cities; and - Seek endorsement to submit a proposal, for Belfast to join the UNESCO Global Network of Learning Cities, as part of the city’s efforts to grow the economy, reduce inequalities and create opportunities for all. 2.0 Recommendations 2.1 The Committee is asked to: - Note the information provided; and - Agree to Belfast joining the UNESCO Global Network of Learning Cities. An application to join the UNESCO Global Network of Learning Cities will require the signature of the Lord Mayor. 3.0 Main Report 3.1 Key Issues Across the city health, education and economic inequalities continue to impact and restrict the potential of many people and communities. Notably this is most evident in life expectancy levels with those who are most deprived expected to have a lower life expectancy of up to 10 years. Action to address such inequalities requires collaborative approaches across a range of determinants including education, employment, community living and access to services and opportunities.

3.2 The Belfast Agenda recognises that ‘working and learning’ is vital to economic, social and environmental well-being by supporting the economy, building good relations, empowering people to reach their potential and developing a more inclusive society. The principles of learning are fundamental to tackling some of Belfast’s persistent societal-inequalities such as health, educational attainment and well-being. The inclusive growth focus of the Belfast Agenda is about improving the economy and ensuring the benefits of this are felt by everyone across the city, leaving no one behind. To tackle inequalities and ensure individuals can reap the benefits of economic growth, a joined up approach will be required across a range of stakeholders. Learning is one mechanism through which inequalities can be addressed and individual’s life prospects can be improved. It can help improve well-being by developing emotional resilience, create access to more and better jobs through skills development and support educational attainment across all ages. Reflecting the importance of learning it has a key role in the four priority themes of the Belfast Agenda: Growing the Economy, Living Here, Working & Learning and City Development. Targets and key work streams focused upon the importance of learning have been reflected across the Belfast Agenda.

3.3 Belfast Strategic Partnership (BSP) have identified Lifelong Learning as one of its five strategic priorities to address life inequalities, recognising the connection between educational attainment, learning opportunities and life inequalities, and the extent to which family, community and environmental influences impact learning opportunities, particularly within population groups facing the highest level of deprivation.

3.4 To take this strategic priority forward, BSP established a Lifelong Learning group, which includes representation from a range of statutory and community stakeholders including Council, Belfast Health and Social Care Trust, Education Authority, Catholic Controlled Maintained Schools, Queen’s University Belfast, Ashton Community Trust, Belfast Metropolitan College, GEMS NI, Department for the Economy and Department for Communities. The focus for this group is to: - advocate for strategic approaches which maximise the role and potential of lifelong learning in addressing life inequalities in Belfast; - encourage innovation in lifelong learning practice through developing flagship examples and using BSP to influence change.

3.5 In February 2015, BSP launched the ‘Belfast a Learning City’ strategic document, including a Learning Charter for Belfast, (see appendix 1) which sets out a vision of Belfast where learning is used as a positive force to expand and enhance life chances for all citizens in Belfast. The aim of the publication was to ensure that all Belfast citizens have equal access to learning opportunities, creating conditions for a better quality of life for everyone in the city.

3.6 ‘Belfast a Learning City’ is based on the EU definition of learning, recognising the breadth of learning activity across personal, social, civic and employment related reasons for learning. The Lifelong Learning Group also developed the following four key messages to promote a broader understanding and awareness of the wider benefits of learning:  Learning through education: Learning is the foundation for life. Education and training give us opportunities to shape our future.  Learning for and in work: Learning creates routes to work. It generates opportunities, develops our careers and strengthens our communities and city.  Learning for life: Learning changes our lives for the better. Everyday there is the chance to learn something new.  Learning to live together: Learning brings us together. It develops respect and understanding about and within our communities.

3.7 The BSP has identified an opportunity to further the work of the Life Long Learning Group and to develop Belfast’s status as a Learning City by becoming a member of the UNESCO Institute for Lifelong Learning (UIL) Global Network of Learning Cities (GNLC). UIL is a non- profit international institute, it undertakes research, capacity building, networking and publication of lifelong learning with a focus on adult and continuing education, literacy and non formal basic education.

3.8 Developed to promote lifelong learning in urban communities UIL sets out six areas of focus which reflect the major building blocks of a learning city. It includes key features for each of these areas and possible indicators on progress. The six areas of focus are: - Inclusive learning in the education system; - Revitalised learning in families and communities - Effective learning for and in the workplace - Extended use of modern learning technologies - Enhances quality and excellence in learning - A vibrant culture of learning throughout life

3.9 The benefits associated with being a member of the GNLC include: - Being part of a dynamic network - Connecting with other learning cities with common interests, tackling similar issues and envisioning similar development agendas and links to a network of experts and professionals specializing in the field of lifelong learning for sustainable development; - Receiving guidance and support - Accessing tools and strategies for developing learning cities, insights into best practice from the latest research and practice; - City recognition – Belfast would enjoy global recoigition of its efforts to create a learning city and showcase the good practice that exists in the city. In addition Belfast would have the opportunity to apply for the biennial UNESCO Leaning City Award in 2018.

3.10 Cities which have embraced the concept of Lifelong Learning for All have seen significant improvements in terms of public health, economic growth, reduction in crime and increases in democratic participation. Current membership includes only 2 cities in Great Britain (Bristol and Swansea) and 2 in Republic of Ireland (Cork and Limerick); therefore Belfast would be the first city in the region to become a member.

3.11 An application to join the UNESCO Global Network of Learning Cities (GNLC) cannot proceed without the support of Council. Once the Council confirms its support for the application, the following steps will be undertaken by BSP: - Complete the application form for submission to Council to be signed by the Lord Mayor; (appendix 2) - Join the UNESCO GNLC; there are no fees for joining nor obligations on length of membership. - Refocus the role and remit of the Lifelong Learning Group in the context of a revised action plan for developing a learning city; - Develop a Learning City Plan to create a framework for collective action incorporating existing initiatives and key actions to use learning to address inequalities.

3.12 It is a requirement of UNESCO that the Learning City Plan must align to the following themes: - Individual empowerment and social cohesion - Economic development and cultural prosperity - Sustainable development Currently many organisations in the city contribute to these outcomes, it is therefore expected that rather than create a suite of new initiatives the plan will encompass existing activity of BSP co-sponsors and its stakeholders. The creation of a Learning City Plan will provide a means through which to better connect this work up and facilitate more collaboration and cooperation in the city. The Learning City Plan will also align to the outcomes of the Belfast Agenda and key city priorities, including employment, inclusive growth and enhanced collaborative synergies across partners, including links to ‘Making Life Better – 10 year Public Health Strategy’ and the new Draft Programme for Government.

3.13 The BSP through its relevant structures including the Executive Programme Group (EPG) and the Lifelong Learning Group will lead the completion of the UNESCO application, development of the Learning City Plan and its management. BSP’s co-sponsors Belfast City Council, Public Health Agency (PHA) and Belfast Health and Social Care Trust (BHSCT) will be required to contribute towards the development of the Learning City Plan through existing activities. Examples of the work currently being undertaken by BSP’s co-sponsors to be featured in the Learning Plan are included within Appendix 3.

3.14 All partners within BSP’s Lifelong Learning group have indicated their willingness to contribute relevant organisational actions to the Learning City Plan. An example of this is the Department of the Economy’s development of the Unique Learner Number which will allow tracking of learners across different providers and across their lifespan.

Financial & Resource Implications 3.15 There are no financial or resource implications attached to this report. The application process, development of the Learning City Plan including its management will be led by staff within the Belfast Health Development Unit. Under current working arrangements for BSP, Belfast Health and Social Care Trust continue to provide staff resource (1 FTE Project Development Officer) which currently supports this area of work. Further support is also provided by the PHA to support the activities of the Lifelong Learning Group.

Equality or Good Relations Implications 3.16 There are no equality or good relations implications attached to this report. Any future Learning City Plan would be developed in consultation with the Equality & Diversity Officers. 4.0 Appendices – Documents Attached Appendix 1: Belfast a Learning City (BSP) Appendix 2: UNESCO Global Network of Learning Cities application form Appendix 3: BSP Co-sponsors examples of existing activity

Belfast a Learning City

A Learning Charter for Belfast

Putting people at the heart of learning

Focusing on Life Inequalities

Belfast a Learning City

A Learning Charter for Belfast Putting people at the heart of learning

Focusing on Life Inequalities Our Vision

Belfast is a city where learning is valued in all its forms and promoted as a force for improved personal, social, civic and economic change in the city. All citizens of Belfast have equal access to Lifelong Learning opportunities, creating conditions for a better quality of life for everyone in the city. Contents

Foreword by Belfast Strategic Partnership Co-Chairs 5 Introduction by the Chairperson of the Lifelong Learning Thematic Group 6

Lifelong Learning Thematic Group: Key areas of work 8 A Strategic Framework for Lifelong Learning in Belfast 9 The Learning Charter for Belfast 12 Belfast Works - a key demonstration of the Learning Charter in practice 14 Communications Plan 16

Research 17 Making a Difference 17 Leadership and Governance 18 Links across the Belfast Strategic Partnership 19

Appendices 22 Appendix 1: Belfast Strategic Partnership (BSP) 23 Appendix 2: BSP – Central Priority 24

Contact Details 25 “…all learning activity undertaken throughout life with the aim of improving knowledge, skills and competence within a personal, civic, social and/or employment related perspective.”

4 Foreword by Belfast Strategic Partnership Co-Chairs

As Belfast Strategic Partnership (BSP) We welcome the development of the Learning Co-Chairs we are delighted to launch this Charter which underpins the aspirations and strategy document ‘Belfast a Learning City, actions needed to develop Belfast as a produced by the BSP’s Lifelong Learning Learning City. Thematic Group. We will ask our partners in BSP to sign up to We believe Lifelong Learning plays a powerful this Charter and thereby commit to a set of role in creating a more equal, just and guiding principles and actions which will inclusive society and we endorse the vision of establish Belfast as a city with a strong and Belfast as a Learning City for all citizens. vibrant culture of learning. Learning is much more than a route to We will build on the partnerships that exist employment, and it is significant that this across the city, and we will harness our strategy is built on the EU definition of collective knowledge, experience, skills, learning which is: creativity and resources to achieve our vision. “…all learning activity undertaken Everyone will have a part to play. throughout life with the aim of improving knowledge, skills and competence within a personal, civic, social and/or employment related perspective.” Dr Eddie Rooney Lifelong Learning can transform cities and Chief Executive Officer citizens in many ways. Cities with a strong Public Health Agency learning imperative have proven to be more Co-Chair, Belfast Strategic Partnership successful in economic, social and cultural terms. Learning helps harness and foster a stronger sense of belonging for citizens in Belfast, and builds community cohesion. It fosters ownership and loyalty to the city itself. We endorse the vision of Belfast as a Learning City for citizens of all ages and from all social Suzanne Wylie and cultural backgrounds. We wish to raise Chief Executive Officer the aspirations of citizens and in particular Belfast City Council those of our citizens who face multiple Co-Chair, Belfast Strategic Partnership barriers in accessing learning, whether these are caused by poor health, lack of confidence, childcare access, poor support networks, or through poverty, racism, prejudice and discrimination. Lifelong Learning needs to be tailored to the needs of all. Dr Michael McBride Chief Executive Officer In raising aspirations, by removing barriers Belfast Healt