Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
7th December, 2015
MEETING OF PEOPLE AND COMMUNITIES COMMITTEE
Dear Alderman/Councillor,
The above-named Committee will meet in the Lavery Room - City Hall on Tuesday, 8th December, 2015 at 4.30 pm, 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) Dates and time of Committee Meetings 2016 (Pages 1 - 2)
(e) Request to present to Committee - Christians Against Poverty (Pages 3 - 4)
(f) Request to present to Committee - Age Sector Platform (Pages 5 - 6)
2. Matters referred back from Council/Notices of Motion
(a) Motion - Support for the Homeless (Pages 7 - 8)
(b) Motion - Deposits for Private Tenancies (Pages 9 - 10)# - 2 - 3. Presentations
(a) Northern Ireland Housing Executive (Homelessness, cavity wall insulation & affordable warmth) (Pages 11 - 50)
(b) Braniel Community Group
4. Committee/Strategic Issues
(a) Strategic Cemetery and Crematorium Development - Update (Pages 51 - 62)
(b) Children and Young People - Update (Pages 63 - 76)
5. Physical Programme and Asset Management
(a) Review of Grass Pitch Allocation (Pages 77 - 80)
(b) Outdoor Classroom - Alexandra Park (Pages 81 - 88)
6. Finance, Procurement and Asset Management
(a) Parks Events - Small Grants Scheme (Pages 89 - 92)
(b) Community Development Grant Programme 2016/17 (Pages 93 - 96)
7. Operational Issues
(a) Amateur Boxing Strategy - Update (Pages 97 - 100)
(b) Use of Sports Pavilions by Stakeholders (Pages 101 - 104)
(c) Proposed New Street Names (Pages 105 - 106)
(d) Proposed Naming of CS Lewis Square (Pages 107 - 110)
(e) Policy Review Dual Language - Court of Appeal Hearing Update (Pages 111 - 196)
(f) 'Live Here Love Here' Campaign (Pages 197 - 212)
(g) Winter Warmth Packs - Update (Pages 213 - 216)
(h) Volunteer Charter - Update (Pages 217 - 220)
8. Request for use of BCC Premises
(a) Barnett Demesne (Pages 221 - 224)
(b) Cregagh Youth and Community Centre Car Park (Pages 225 - 230) PEOPLE AND COMMUNITIES COMMITTEE
Subject: Schedule of Meetings 2016
Date: 8th December, 2015
Reporting Officer: Miss. E. McGoldrick, Democratic Services Officer. Ext. 6307
Contact Officer: Miss. E. McGoldrick, Democratic Services Officer. Ext. 6307
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
To advise the Committee of the dates and times of the meetings of the People and Communities Committee during 2016.
2.0 Recommendations
The Committee is requested to approve the schedule of meetings for the People and Communities Committee during 2016.
3.0 Main report
3.1 Key Issues Members will be aware that the monthly meeting of the People and Communities Committee is normally held at 4.30 p.m. on the 2nd Tuesday of each month.
However, due to holiday periods and the timing of the monthly Council meetings and, in order to assist with the decision-making process, it has been necessary on occasions to move some of the meetings to later in the month. Accordingly, the following dates have been identified for meetings of the People and Communities Committee for the period from January to December, 2016:
Tuesday, 12th January
Tuesday, 9th February
Tuesday, 8th March
Tuesday, 12th April
Tuesday, 10th May
Tuesday, 7th June
No meeting in July
Tuesday, 9th August
Tuesday, 13th September
Tuesday, 11th October
Tuesday, 8th November
Tuesday, 6th December
(All meetings will commence at 4.30 p.m.)
3.2 Financial & Resource Implications None associated with this report.
3.3 Equality or Good Relations Implications None associated with this report.
4.0 Appendices – Documents Attached
None associated with this report. PEOPLE AND COMMUNITIES COMMITTEE
Subject: Christians Against Poverty - Deputation Request
Date: 8th December, 2015
Reporting Officer: Eilish McGoldrick, Democratic Services Officer
Contact Officer: Eilish McGoldrick, 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
To invite representatives of the Christians Against Poverty (CAP), a national charity, to attend a future meeting of the Committee, to provide information on the Debt Centre, Job Clubs and Release Group services they provide and to raise awareness of the work of CAP in Belfast.
2.0 Recommendations
The Committee is requested to consider whether it would wish to invite Christians Against Poverty to present to the Committee at its meeting on 9th February, 2016.
3.0 Main report
Key Issues It is proposed that the presentation will provide the Committee with an outline of the organisation and its work, which would include: Raising awareness of the work of CAP in Belfast; Information regarding the network of local Debt Centres, Job Clubs and Release Groups; The linking of CAP's services to those of the council; and The refer and signpost services available. The presentation will allow Members to obtain further information from the Christians Against Poverty Charity and will provide the opportunity to discuss the information provided, directly with the representatives attending the Committee.
Financial & Resource Implications None Equality or Good Relations Implications None
4.0 Appendices – Documents Attached
None PEOPLE AND COMMUNITIES COMMITTEE
Subject: Pensioners Parliament 2016 - Deputation Request
Date: 8th December, 2015
Reporting Officer: Eilish McGoldrick, Democratic Services Officer
Contact Officer: Eilish McGoldrick, 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
To invite representatives of the Age Sector Platform to attend the next meeting of the Committee, to present its Belfast City Pensioners Parliament 2016 proposal and request for funding.
2.0 Recommendations
The Committee is requested to consider whether it would wish to invite the Age Sector Platform to present its proposal to the Committee at its meeting on 12th January, 2016.
3.0 Main report
Key Issues It is proposed that the presentation will provide the Committee with an outline of the proposal, to include information on: NI Pensioners Parliament; NIPP Successes; How the NIPP supports older people; Strengths of NIPP Model; Belfast City Pensioners Parliament 2016 Proposal for the City Hall; and Initial Funding Request (in the region of £3k) – to cover the cost of the venue, catering on the day, conference materials and transport costs.
The presentation will allow Members to consider the Age Sector Platform proposal and funding request to assist with the Pensioners Parliament event and will provide the opportunity to raise any issues within the proposal directly with the representatives attending the Committee.
Financial & Resource Implications None Equality or Good Relations Implications None
4.0 Appendices – Documents Attached
None PEOPLE AND COMMUNITIES COMMITTEE
Subject: Motion: Support for the Homeless
Date: 8th December, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Eilish McGoldrick, 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
To consider a notice of motion which proposes supporting the homeless this winter by scoping out available Council premises that may be made available for evening and overnight accommodation for Belfast’s rough sleepers. In accordance with standing orders, this item was referred to the Committee by the Council at its meeting on 1st December.
2.0 Recommendations
To Committee is requested to consider the notice of motion and to take such action thereon as may be determined.
3.0 Main report
At the meeting of the Council on 1st December, it was proposed by Councillor Ó Donnghaile and seconded by Councillor McDonough-Brown, that:
"This Council will dedicate itself to tackle the plight of the homeless this winter by scoping out available Council premises that may be made available for evening and overnight accommodation for our city's rough sleepers. We will engage all relevant Council departments on this matter, including the Lord Mayor's Office, and act as convener to ensure all relevant Government Departments with legal responsibilities are round the table as a matter of urgency to make the necessary physical and financial resources ready. We will also work with charities, the community/voluntary sectors and private companies to ensure the proper human resources and management is in place for this purpose."
3.1 Key Issues None.
3.2 Financial & Resource Implications To be determined.
3.3 Equality or Good Relations Implications None.
4.0 Appendices – Documents Attached
None. PEOPLE AND COMMUNITIES COMMITTEE
Subject: Motion: Deposits for Private Tenancies
Date: 8th December, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager
Contact Officer: Eilish McGoldrick, 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
To consider a notice of motion which proposes that the Council agrees to write to the Minister for Social Development to redress the legislation regarding Deposits for Private Tenancies as a matter of urgency. In accordance with standing orders, this item was referred to the Committee by the Council at its meeting on 1st December.
2.0 Recommendations
To Committee is requested to consider the notice of motion and to take such action thereon as may be determined.
3.0 Main report
At the meeting of the Council on 1st December, it was proposed by Councillor Mullan and seconded by Councillor Alderman Convery, that:
“This Council notes that the Department for Social Development introduced legislation from 1st April 2013 in relation to deposits paid in connection with Private Tenancies. From that date, landlords must protect deposits in a Tenancy Deposit Scheme within 14 days of receipt and make sure it remains protected in an approved scheme for the length of a tenancy.
During the course of an investigation, a Council solicitor determined that the wording of the legislation does not make the breach of the legislation a continuing offence. This means that a case must be brought in front of the courts within six months of the offence occurring. Unfortunately, many tenants do not discover that their landlord didn’t secure their deposit until they are leaving the property, which would normally be 12 months after paying the deposit. This effectively means that the only redress for tenants is through the civil courts.
Accordingly, the Council agrees to write to the Minister for Social Development urging that this flaw in the legislation is redressed as a matter of urgency and that the scheme is brought into line with England, Scotland and Wales in that there is 30 days from the receipt of the deposit for landlords to comply.”
3.1 Key Issues None.
3.2 Financial & Resource Implications To be determined.
3.3 Equality or Good Relations Implications None.
4.0 Appendices – Documents Attached
None. HOMELESSNESS STRATEGY for Northern Ireland 2012-2017 Contents
INTRODUCTION 4
CHAIRMAN’S FOREWORD 5
EXECUTIVE SUMMARY 7
Chapter 1 - BACKGROUND TO THE HOMELESSNESS STRATEGY 9
Chapter 2 - THE NATURE AND EXTENT OF HOMELESSNESS 11
Chapter 3 - STRATEGIC OBJECTIVES 15
Appendix 1 STATISTICS 28
Appendix 2 FINANCIAL INVESTMENT 33
Appendix 3 List of respondents to the Homelessness Strategy consultation process 34
Appendix 4 Housing (Amendment) Act Northern Ireland 2010 35
Appendix 5 ETHOS- European Typology of Homelessness 37
Appendix 6 Progress in implementing the 2002 Homelessness Strategy 39 Introduction
The “draft” Homelessness Strategy 2012-17 (Incorporating a review of the 2002 Homelessness Strategy) was published in May 2011. It was sent to a variety of consultees as well as being available on the Housing Executive’s web site (www.nihe.gov.uk) for downloading. The strategy focuses on progress made in homelessness services since publication of the 2002 strategy and highlights the steps necessary to continue this improvement.
The consultation ran for 12 weeks from 25th May to 17th August 2011. The Housing Executive is grateful to the Council for the Homeless for organising a consultation event which took place on 15th June and to those organisations that took the time to respond. A meeting of the Promoting Social Inclusion (PSI) Homelessness Partnership chaired by the Deputy Secretary of the Department for Social Development held on 1st November 2011 gave further feedback on the Strategy which is included in the body of the report. A list of those who responded to the consultation exercise is recorded in Appendix 3.
The Housing Executive will undertake to publish the consultation responses on the Housing Executive website.
4
If this document is not in a format that suits your needs, please contact us and we can discuss alternative arrangements. Foreword
The Housing Executive is the Regional Strategic Housing Authority for Northern Ireland and has statutory responsibility for responding to homelessness in accordance with the Housing (NI) Order 1988 as amended. The Department for Social Development (DSD) is the sponsoring department for the Housing Executive and works closely with the Housing Executive in the direction of social housing policy in Northern Ireland.
The first Homelessness Strategy – “Making a Difference to People’s Lives” – was published in 2002. The strategy contained 25 recommendations aimed at improving services to homeless households. Since then, significant progress has been made in the implementation of the recommendations which has resulted in improvements in temporary accommodation, homelessness services and preventative initiatives. Success has been due, in no small measure, to the many examples of joint working involving our statutory and voluntary sector partners.
The introduction of Supporting People services in 2003 had a considerable impact, particularly in the delivery of support services in temporary accommodation projects, but also through the establishment of a network of floating support services aimed at sustaining tenancies and preventing homelessness. 5 The Housing (Amendment) Act (Northern Ireland) 2010 placed a duty on the Housing Executive to formulate and publish a homelessness strategy. An extensive range of agencies are obliged to take into account the homelessness strategy in the exercise of their own functions and these agencies are recorded in Appendix 4.
Homelessness continues to be a significant challenge in Northern Ireland and a problem that afflicts the lives of many of our citizens. There are numerous reasons for homelessness; family dispute, breakdown in living arrangements, addiction, mental ill heath, debt and tenancy breakdown and so on. The effect of homelessness impacts on individual lives for years and this influence goes beyond the immediate lack of accommodation. It impedes an individual’s health, financial and social well being. For this reason, no one organisation or agency can address these issues in isolation. There is now a greater need than ever to respond to homelessness in a coordinated multi agency approach as required in the legislation and for each partner to contribute their expertise and resources to promote social inclusion. The Housing Executive has been responding to homelessness for 22 years and in that time has developed considerable experience and expertise. With the publication of the first Homelessness Strategy in 2002 and the introduction of Supporting People in 2003 substantial progress has been achieved in how homelessness is managed.
However, at this time of economic uncertainty and the financial environment in which all services are operating there is an opportunity to be more creative and to consider new approaches on how to respond to homelessness.
This strategy builds upon the progress made in implementing the recommendations contained within the 2002 Homelessness Strategy. It highlights the context within which the new strategic direction will be developed and provides the basis for the production of a robust implementation plan which is the next stage of the process.
6 Dr John McPeake Brian Rowntree Chief Executive Chairman Executive Summary
The Homelessness Strategy 2012-17 sets out our strategy for tackling homelessness over the next five years and establishes the guiding principles for the development and delivery of homelessness services. At this time of economic uncertainty and financial constraints it is more important than ever that homelessness services are appropriate, timely and effective.
Vision The aim of this homelessness strategy is that long term homelessness and rough sleeping is eliminated across Northern Ireland by 2020.
The strategy aims to ensure: • The risk of a person becoming homeless will be minimised through effective preventative measures. • Through enhanced inter agency co-operation, services to the most vulnerable homeless households will be improved.
With the focus on homelessness prevention and early intervention the Housing Executive aims to reduce levels of homelessness over the course of this strategy and lay the groundwork for our vision to eliminate long term homelessness.
Strategic objectives The strategy has four strategic objectives; 7 1. To place homelessness prevention at the forefront of service delivery; 2. To reduce the length of time households and individuals experience homelessness by improving access to affordable housing; 3. To remove the need to sleep rough; 4. To improve services to vulnerable homeless households and individuals.
An Integrated Strategy Although the Housing Executive has statutory responsibility for the assessment of homelessness and the delivery of homelessness services an effective response to homelessness requires an integrated strategy. Housing providers will have a central role to play, however tackling homelessness in all its dimensions will require the collaboration of a wide range of partners from the statutory, voluntary and community sectors. For the vision to ‘eliminate long term homelessness and rough sleeping’ to be realised it will be necessary for relevant organisations to work together to deliver housing, employment, health, financial support and welfare services to those who experience homelessness. The Department for Social Development, through the Promoting Social Inclusion Partnership will be the vehicle by which the strategy will be progressed and monitored so that an integrated response to homelessness is delivered. The current terms of reference of the “Promoting Social Inclusion Partnership; are:
“ To consider how government departments, agencies, and non departmental public bodies can best work together to firstly, ensure that the risk of homelessness is reduced and secondly, that the full range of appropriate services is available to those who find themselves homeless so that they can make the choices required to play a full part in society”.1
A list of performance indicators will be used to monitor progress in implementing the strategy. These will be detailed in an implementation plan to be developed following publication of the strategy. Progress on the strategy implementation will be monitored under the auspices of the Promoting Social Inclusion Partnership. It should be noted also that there is a wider european dimension to the strategy which will be detailed later in the background to the strategy.
8
1 A Strategy to promote the social inclusion of homeless people, and those at risk of becoming homeless, in Northern Ireland Department for Social Development (2007) CHAPTER 1 Background to the Homelessness Strategy
Promoting Social Inclusion Partnership Given the current economic situation it is likely that serious pressure will be brought to bear on the ability to maintain the current level of investment. In addition, impending Housing Benefit cuts and difficulties in the employment market are likely to place more households at risk of homelessness. It is therefore, all the more important that all organisations involved in tackling homelessness work together to achieve the best possible outcomes for those who are homeless. The Promoting Social Inclusion Partnership is best placed to coordinate homeless services.
The Promoting Social Inclusion Partnership is an inter-departmental, cross-sectoral working group and was established by the Department for Social Development in 2004 to promote the social inclusion of homeless people. In July 2007 the PSI working group published a, “strategy to promote the social inclusion of homeless people, and those at risk of becoming homeless in Northern Ireland”. Following this, inter agency sub-groups were formed to promote the improvement of services and access to existing services including health and employment. The interagency groups have now been restructured to support the four objectives of the homelessness strategy.
It is anticipated that under the auspices of the DSD, the Promoting Social Inclusion Partnership will become the vehicle by which inter-agency co-operation in relation 9 to homelessness will be discharged.
Great Britain Context The development of this strategy is set in the context of Central Government’s commitment to tackle homelessness by working in partnership with the voluntary sector, government departments and other housing providers. This approach was developed following the publication of legislation in 2002 which signalled a more proactive approach to homelessness prevention. More recently in July 2011 the Minister for Housing and Local Government, published a plan to tackle rough sleeping entitled “A Vision to end rough sleeping: “No Second Night Out nationwide”. This plan came from the Ministerial Working Group on Homelessness, comprising of a number of government departments with responsibility for Health, Criminal Justice, Education and Work & Pensions. These Departments came together to co-ordinate policies and strategies targeted at this vulnerable group and are committed to addressing the underlying causes of homelessness and social disadvantage by tackling issues of poverty, equality and social justice.
A range of commitments have been developed to accompany the plan. These commitments revolve around, getting people off the streets by rolling out the London initiative of ” No Second Night Out” nationally, by helping people to access healthcare and specialist services for people with dual diagnosis problems. Other commitments include, helping people into work and reducing bureaucratic burdens by lessening the red tape impact on charities and voluntary sector organisations. In addition the Government is committed to increasing local control over investment in services and will devolve responsibility for tackling homelessness.
In Northern Ireland, the Housing Executive invests almost £36m per annum in homelessness services. This includes Supporting People investment, Housing Benefit, payment for homelessness services and administrative costs. (See Appendix 2 Financial Investment in Homeless Services)
The European Dimension In March 2010 the European Union Council of Ministers issued a directive to member states to develop integrated homelessness strategies. Following this, the jury of the International Conference on Homelessness in December 2010 issued guidelines to assist in the development of homelessness strategies. In September 2011 the European Parliament adopted the resolution calling for an EU Homelessness Strategy. In essence it directed that national strategies should concentrate on the following areas; • The prevention of homelessness; • A reduction in its duration; • A reduction in the most severe forms of homelessness; 10 • Improvement in the quality of services for homeless people; • Access to affordable housing.
The European model for tackling homelessness is distinctive from that used in most parts of UK. 2”There is the shift from using shelters and transitional accommodation as the predominant solution to homelessness towards increasing access to permanent housing and increasing the capacity for both prevention and the provision of adequate floating support to people in their homes on the basis of need”. 3Research is available which provides strong evidence that a ‘housing led’ approach which places homeless persons directly into permanent accommodation with ‘wrap around services’ is successful in reducing homelessness and promoting social inclusion. This European model will have strategic relevance in the way homelessness services are delivered in Northern Ireland. It is also intended to develop a measurement framework for homelessness and housing.
2 European Consensus Conference on Homelessness: Policy Recommendations of the Jury (2011) 3 Atherton, I: McNaughton Nicholls, C: ‘Housing First’ as a means of addressing multiple needs and homelessness (2008) European Journal of Homelessness CHAPTER 2 The nature and extent of homelessness
Statutory Homeless The legislation governing homelessness in Northern Ireland is contained in the Housing (Northern Ireland) Order 1988 as amended, which came into force in April 1989. The order places a statutory duty on the Northern Ireland Housing Executive to provide temporary and/or permanent accommodation for certain groups of homeless persons, depending upon the assessment of each person’s case. Those who satisfy the tests of:- • Eligibility • Homelessness • Priority Need • Unintentionally homeless are considered to have Full Duty Application Status (FDA) as they have met all the statutory criteria as defined in the legislation. For those not entitled to FDA status there is a statutory duty to provide advice and assistance.
A comprehensive homelessness assessment covers eligibility, which looks at an individual’s eligibility for housing assistance. Actual or threatened with homelessness assessments consider whether an applicant has nowhere to live in the United Kingdom or elsewhere for a range of reasons. Priority need establishes a person’s vulnerability over a range of reasons and intentionality looks at the actions or omissions which may have contributed to their homelessness. 11
Broadening the definition of homelessness The statutory definition of homelessness is rather narrow and does not capture the various forms of homelessness or its complex nature. The statutory definition throws little light on the different entry routes into homelessness or exits (pathways). FEANTSA, the European Federation of National Organisations working with the homeless has provided a ‘European Typology of Homelessness’ known by the acronym ETHOS and calls for it to be used as a common framework definition of homelessness at EU level. The ETHOS definition classifies people who are homeless according to their living or ‘home’ situation. The four categories or concepts of homelessness are: • Rooflessness • Houselessness • Insecure housing • Inadequate housing
These conceptual categories can be further divided into 13 operational categories (Appendix 5) and used in a strategic way to measure the extent of homelessness and to develop, monitor and evaluate policy. Homeless Trends Homelessness has been increasing since the early nineties. Between 2005/06 and 2009/10 the numbers leveled off only to see a significant increase in 2010/11 when 20,158 households presented as homeless. This increase, due in part to the current economic situation will have an adverse effect in the years to come. The percentage of households accepted as full duty applicants (FDA) has remained constant at around 50% (this compares to 64% for Scotland, 45% for England and 44% for Wales).
Using the 2009/10 homelessness statistics the percentage of households accepted as homeless in Northern Ireland is 1.47% of all households which is similar to Scotland (1.56%) but significantly greater than England and Wales (0.19% and 0.45% respectively).
This may reflect differences in the interpretation of statutory responsibilities in England and Wales (GB statistics obtained from the Department for Communities and Local Government, Scottish Government and Welsh Assembly web sites).
In keeping with other jurisdictions within the UK, family and relationship breakdown continues to be the main reason for being accepted as homeless, accounting for 31% of the total in 2004/05 and 28% in 2010/11. Significantly, the numbers 12 accepted as homeless due to current accommodation being unreasonable increased from 1,837 (22%) in 2004/05 to 2,644 (25%) in 2010/11. This is due principally to the ageing population and difficulties older people have in continuing to maintain properties which may have been the family home for a considerable number of years. Questions arise as to whether these households should be assisted through the Common Selection Scheme as opposed to homelessness legislation, particularly since many do not wish to avail of temporary accommodation. This issue will be considered as part of a wider review of the Common Selection Scheme due for completion in 2012.
The loss of rented accommodation (including private sector) accounted for 17% of total acceptances in 2007/08 reducing to 11% in 2010/11. Conversely, the number of households who lost their homes due to difficulties with mortgage payments increased from 87 in 2003/04 to 200 in 2010/11. There has been a significant increase in the numbers of households accepted as full duty homeless applicants following release from institutions, including prisons. This is almost certainly due to the introduction of the housing and homelessness advice service in prisons, which now includes those who, hitherto, would have been homeless on release. There has been a significant reduction in homelessness due to intimidation, which is a reflection on the progress that has been made at a political level in Northern Ireland. Almost 447 households were accepted as statutorily homeless due to sectarian or paramilitary intimidation in 2004/05 and this has reduced by 24% to approximately 361 in 2010/11. The nature of homelessness Although the above statistics show the actual numbers presenting as homeless they do not highlight the changing nature of the homeless population which includes ex-offenders, young people, older people, those leaving care and migrant workers. Increasing numbers have mental health and addiction problems and other complex needs and require intensive support. Single person households account for 53% of all households presenting as homeless, of which 67% are single males between the ages of 16 and 59. In contrast, however, singles only account for 38% of those qualifying for full duty status.
4Robust longitudinal research has highlighted the dynamic nature of homelessness with the majority both entering and exiting homelessness relatively speedily. In broad terms, three sub-sets of the homeless population have been identified: • Transitional homelessness, that is those who enter the process and are promptly assessed and rehoused and do not return to being homeless. • Episodic homelessness (repeat homelessness), brought about by changes in circumstances or events. • Chronic homelessness, this tends to be long term users of emergency services, particularly rough sleepers.5
In general the issues relating to the transitional homeless are relatively easier to address. For the majority in this category “homelessness” will be a one off event 13 and they will exit homelessness on a permanent basis. Some will require floating support services to help them sustain their tenancies. The time taken to rehouse those in the transitional homelessness category will largely be dependent on the demand for housing in the applicant’s areas of choice.
The other two homeless categories can pose significant challenges. People in these categories tend to have complex needs and their stay in temporary accommodation will depend on the complexity of their support needs and the availability of suitable permanent accommodation. Dividing the homeless population into the three categories is valuable in terms of policy development as the three forms of homelessness will require different policy interventions and housing pathways to exit from homelessness.
4 European Consensus Conference on Homelessness; Policy Recommendations of the Jury (2011) 5 Housing and Homeless Policies in Europe: lessons from research Feantsa (2010) Pathways in and out of homelessness
Statutory System
Homeless at home Housing Homeless ? Priority need ? Intentionally ? Executive Temporary accommodation Housing Breakdown Suitable Hostel System permanent accommodation
Supported Rough Hostel Move On Sleepers Housing
Hidden homeless
Overcrowding, sofa surfing, concealed households
The above diagram shows the ‘pathways in and out of homelessness’. One important aspect is the ‘hidden homeless’ which often receives little attention. 14 The ‘hidden homeless’ is a shorthand term which refers to the less visible homeless who are not on the street and remain unknown to housing providers and are not registered on housing waiting lists. The hidden homeless include those living in overcrowded housing, those staying with family and friends (sofa surfing) because of a lack of accommodation and those about to be evicted from their accommodation and have no where else to live. The important point here is that today’s hidden homeless can become tomorrow’s rough sleepers and if homelessness is to be prevented rather than managed then the issue of hidden homelessness needs to be addressed.
CHAPTER 3 Strategic objectives
STRATEGIC OBJECTIVE 1 - TO PLACE HOMELESSNESS PREVENTION AT THE FOREFRONT OF SERVICE DELIVERY Policies at European, national and local levels emphasise the need for preventative services to be at the heart of homelessness strategies. Homelessness is often not the result of a single event but another step in a pathway or “career” with earlier stages. This is important for it provides opportunities for putting in place measures to prevent homelessness from occurring and alleviating the trauma that often results. Preventative measures can be categorised under three broad headings: Early Intervention, Pre Crisis Intervention and Preventing Repeat Homelessness.
Early intervention This includes identifying all the risk factors and coordinating services to address the individual’s problems. This will involve understanding and acknowledging the multi faceted nature of homelessness and the inherent risk of social exclusion. Given the nature of homelessness, vulnerable individuals are likely to have multiple needs and therefore early intervention and assessment of needs is key to preventing or reducing the effects of homelessness.
Homelessness policies and interventions should be evidence based and this means collecting data that takes into account the multidimensional nature of homelessness. Such data will not be that easy to collect and will come from a variety of sources held by various agencies, however having comprehensive data will be 15 necessary to inform and provide a baseline to evaluate the success of the strategy.
Early intervention via multi needs assessment is a primary example of cross sectoral working to tailor the provision of services for vulnerable individuals. The holistic assessment of a vulnerable person’s needs leads to more targeted interventions.
What we will do:
• Collect and analyse data for all the ETHOS homeless categories by 2012/13; • Measure the extent of hidden homelessness by 2012/13; • Prevent repeat homelessness through Multi Agency Intervention. To be initiated by 2012/13 and fully operational by 2014/15; • Produce an assessment framework to provide holistic assessment services outside of Belfast by Health & Social Services, to be in place and rolled out across all areas by 2014/15.
Pre- Crisis Intervention This includes responding to known triggers/factors or events and helping people by providing services to those on the verge of a housing crisis. Advice & assistance Considerable importance is attached to the provision of effective advice and assistance. The Housing (Amendment) Act (NI) 2010 places an additional statutory responsibility on the Housing Executive to provide appropriate advice and assistance on homelessness and homelessness prevention. In addition the Department for Social Development has set out guidance on the pro active approach the Housing Executive should take in the provision of advice and information. However, on occasion there is the need for the provision of expert advice on complex and legal proceedings. In response to this the Housing Executive will consider the development of formal referral arrangements with specialist advice agencies to accept such referrals. The provision of advice in all formats including web based advice and traditional advice centres are vital resources to assist individuals in a housing crisis and over many years advice has been provided by the Housing Executive and other statutory and voluntary agencies.
The introduction of the “advice in prisons” initiative has been one of the successes of the 2002 Homelessness Strategy. Therefore, the new Homelessness Strategy supports the further development of advice provision within prisons.
What we will do:
• Provide comprehensive housing and homelessness advice services to all 16 who require it, free of charge, to be fully in place by 2013/14. • Provide pre-release housing advice, including tenancy sustainment to all prisoners, to be fully available by 2013/14 at all prisons/ detention centres. • Enhance partnership working amongst the core agencies in relation to young people leaving the juvenile justice system, to be in place by 2013/14.
Preventing repeat homelessness This includes providing services which help people who have previously been homeless to develop their capacity to access the resources they need to maintain their tenancies.
Tenancy Sustainment Research carried out in Scotland by Hal Pawson6 et al which reads across to Northern Ireland states that the “largest scale and most effective form of homelessness prevention is support to help vulnerable council tenants to retain tenancies”. The term vulnerable should be interpreted widely and include all those requiring support to maintain a tenancy. Tenancy Sustainment is not however a stand alone strategy but depends on the effectiveness of other strategies such as the Financial Inclusion Strategy, Housing Related Support Strategy, Community Safety Strategy and others.
6 Pawson, H; Davidson,E: Evaluation of Homeless Prevention Activities in Scotland (2007) Scottish Executive As part of on going support services the Housing Executive will introduce Tenancy Support Assessments for all new Housing Executive tenants which will incorporate a financial health check and the identification of other support needs. Tenants with support needs will be sign posted to floating support services and other organisations to obtain the support required.
Floating Support Services Floating support services are important to help people sustain their tenancies. Floating support can be grouped under two categories, Generic or Specialist. Generic support deals specifically with crisis intervention and focuses on low level preventive work. It typically covers such matters as: debt advice, budgeting and daily living skills etc. Specialist support is sometimes required for those with complex needs, mental illness, addictions etc. The type of support tenants typically require is generic and for relatively short periods of time to stabilise their tenancy.
Floating Support Services can play an important role in the resettlement process for those individuals moving from supported housing to living independently. Floating Support services will have an important role in the development of ‘housing led’ responses to homelessness.
Homelessness prevention in the community The Strategy recognises the value of supporting communities to find solutions to local problems. This is equally true in the area of homelessness, where 17 community awareness and training of local networks can have a positive impact on homelessness presentations and repeat homelessness.
What we will do:
• Introduce Tenancy Support Assessments to help Housing Executive tenants to sustain their tenancies, to be in place by 2013/14. • Develop peer support networks that can provide support to Housing Executive tenants to help them sustain their tenancies, to be in place by 2013/14. • Develop a referral mechanism to enable the provision of floating support services to vulnerable individuals in the private rented sector, to be in place by 2013/14. • Examine family mediation/family intervention programmes as a means to help young people sustain Housing Executive tenancies, to be completed by 2014/15. STRATEGIC OBJECTIVE 2 - TO REDUCE THE LENGTH OF TIME HOUSEHOLDS EXPERIENCE HOMELESSNESS BY IMPROVING ACCESS TO AFFORDABLE HOUSING To reduce the time people experience homelessness, it is important to consider the various housing options that are available to those who become homeless. In relation to temporary accommodation this will include hostel accommodation and single lets. Permanent accommodation options will include owner occupation, social housing and the private rented sector.
In considering hostel accommodation a distinction needs to be made between emergency and transitional accommodation. Emergency accommodation is used on a short term basis to prevent a crisis. The purpose of transitional accommodation is to help people recuperate sufficiently in order to move into more independent settings. 7Transitional accommodation should therefore be “places of change” and provide access to a range of services including employment, vocational training, further education and recreation. No one should remain in transitional accommodation any longer than they need to, otherwise the cycle of homelessness can be entrenched. The stay in transitional housing should therefore be “time limited” which emphasises the importance of exit pathways and support plans to prepare those living in transitional housing for a move to more settled accommodation. 18 The current portfolio of temporary accommodation in response to homelessness has been developed taking account of local homelessness trends, special needs and the need to provide self contained accommodation where possible. Arguably there will always be the need for emergency and transitional accommodation however the emphasis should be on reducing the time spent there and a renewed focus on pathways out of homelessness and preparing people for independent living.
TEMPORARY ACCOMMODATION While there have been noteworthy advances in terms of the number, type and quality of temporary solutions to homelessness, there are continued concerns over the amount of time individuals remain in temporary housing situations.
At present the Housing Executive has access to the following temporary accommodation: • 20 Housing Executive hostels • 70 voluntary sector hostels • Access to over 800 private single let properties.
The length of stay in temporary accommodation is largely dependent on the length of time it takes to access permanent housing. The average length of stay is currently 46 weeks.
7 Communities and Local Government Places of Change- Tackling homelessness through the hostels capital improvement programme (2006) Although significant improvements have been made in temporary accommodation since 2002, in coming years, a number of issues must be addressed: • Ensuring the correct balance between supported and self contained private sector accommodation. Evidence suggests some homeless households who could live independently with lower level floating support are inappropriately placed in higher cost supported accommodation. • Ensuring that each resident has a support plan that deals not only with securing accommodation but other lifestyle issues. • Ensuring there are few barriers to accessing hostel accommodation and exclusion policies are reasonable and only used in very exceptional circumstances. • Ensuring private sector temporary accommodation is a cost-effective solution. Evidence suggests that increased efficiencies may be achieved by re-advertising in the open market.
The Homelessness Strategy provides the opportunity to engage with Supporting People colleagues and temporary accommodation providers to complete a fundamental review of the temporary accommodation portfolio and to develop plans for the delivery of a cost effective response which balances the need for supported and unsupported accommodation. The review will set requirements for the removal of restrictive practices in relation to access and evictions. 19 The impact of welfare reform and the review of temporary accommodation Whilst further research will be undertaken in order to fully understand the impact of welfare reform, it is apparent that there is likely to be significant movement within the Housing Sector as tenants and providers adjust to the impact of the changes.
The introduction of the shared room rate of Housing Benefit in January 2012 for single people between the ages of 25 and under 35 is likely to have a sizeable impact and may potentially increase demand on the social sector and lead to a downturn in private sector rentals other than for Houses in Multiple Occupation (HMOs). The inevitable knock on effect will be that this household type will be less likely to seek housing in the private sector and those that do will be confined to houses in multiple occupation (HMOs). In addition, this Housing Benefit change might also have significant impact on the use of and demand for temporary accommodation hostels, as individuals within the age 25 and under 35 seek to adjust to the revised regulations. It should be noted that individuals in temporary accommodation will be exempt from the Housing Benefit restrictions, provided they have been resident in a hostel for at least three months. This has the potential to not only result in an increased demand for hostels but also a reluctance to “move on” which could lead to the consequential silting up of bed spaces. What we will do:
• Develop “Pathway Models” to enable appropriate homeless households to move from temporary accommodation to longer term housing, to be in place by 2013/14. • Undertake a fundamental review of the current temporary accommodation portfolio with regard to its strategic relevance, financial viability and access criteria, to be completed by 2014/15. • Examine the “Housing Led” model to consider its applicability to Northern Ireland, to be completed by 2015/16. • Reduce the average length of time in temporary accommodation from 46 weeks to 40 weeks over the life span of the strategy.
PERMANENT ACCOMMODATION Despite the fall in house prices brought about by the global recession, home ownership is not a realistic immediate option for those seeking to be housed in the social housing sector. The Social Housing Development Programme has delivered 5,000 new homes in the past 3 years and the Programme for Government sets a target to deliver 8,000 social and affordable homes in the lifetime of the current Assembly. In that context 2,500 new build dwellings will be required each year to 20 address housing need. Although this will be insufficient to keep pace with increasing waiting lists for social housing, relets in this sector (5,367 Housing Executive relets 2010/11) will make a vital contribution towards meeting the accommodation needs of homeless households.
Annual Total - Northern Ireland Housing Waiting List 2007 2008 2009 2010 2011 Total 36,182 39,675 38,923 38,120 39,891
Annual Total in Housing Stress (30 points are more which include Homeless Full Duty Applicants) – Northern Ireland Housing Waiting List 2007 2008 2009 2010 2011 Total 19,703 21,361 20,481 19,716 20,967
Annual Allocations to Social Sector housing- Housing Executive & Housing Associations 2007 2008 2009 2010 2011 Total 7,772 7,289 8,132 9,192 8,070 In relation to the private rented sector there needs to be specific support for those who are vulnerable to ensure they can access and sustain accommodation. The Department for Social Development’s Strategy for the Private Rented Sector (“Building Sound Foundations”), which was published in March 2010, stated that work would be undertaken to scope and address the needs of the most vulnerable individuals and families in securing and sustaining private sector tenancies. The Housing Executive is working with the Department to develop such a scheme which will draw on the strengths and merits of rent deposit guarantee schemes (including SmartMove). Rent deposit guarantee schemes exist, albeit in limited locations. Existing providers emphasise that their success is largely due to the support provided to landlords and tenants in the management of tenancies. This support provides landlords with the incentive to make properties available at or around Local Housing Allowance levels. In relation to the provision of tenancy support, discussions are underway with Supporting People colleagues in relation to the use of existing floating support services to meet this requirement. To make greater use of the private rented sector ‘move on’ processes from temporary accommodation will require links to Personal Housing Plans.
However, there are concerns about the potential of the Private Rented Sector to “offer greater choice in meeting housing need, particularly for those people who traditionally look to the social sector for housing”8 .These concerns include the proposed changes in the Welfare Reform agenda and coupled with the economic downturn, there may be a significant impact on the ability of a number of key 21 groups to access affordable and appropriate housing. Further concerns include: • Increased competition in the private rented sector from those in employment who cannot access a mortgage. This comes on top of the aforementioned shortage in the social housing supply. • Problems with Housing Benefit shortfalls that may result in increased repossessions across all rented tenures, and thus increased homelessness presentations. • The extension of the single room rent to those under 35 years of age will place strain on the existing range of Houses in Multiple Occupation (HMOs) and additional assessment services to ensure appropriate sharing arrangements.
To help ameliorate the worst affects of the welfare reforms government should give consideration to increasing the funding for Discretionary Housing Payment and other funding streams similar to Great Britain, to be targeted at those struggling to meet their rental obligations and who are facing eviction by their landlords. What we will do: • Examine how Welfare Reform impacts on homelessness, to be undertaken by 2012/13. • Introduce a Northern Ireland wide Private Rented Sector Access Scheme, to be in place by 2014/15.
8 DSD; Building Sound Foundations – A Strategy for the Private Rented Sector. Consultation document (2009) STRATEGIC OBJECTIVE 3 - REMOVE THE NEED TO SLEEP ROUGH Rough sleeping represents the severest form of homelessness. In Northern Ireland the propensity to rough sleep is confined largely to Belfast and to a much lesser extent Londonderry.
Rough Sleepers tend to live on the fringes of society and by definition their routines are usually chaotic and troubled. They are vulnerable to homelessness and include people who misuse alcohol and drugs, people with mental health problems, people leaving prison or other institutions and people who have experienced family or relationship breakdown including domestic violence. Dual diagnosis is an increasing problem among rough sleepers as many people tend to have mental illness and alcohol abuse problems. Given the nature of these conditions rough sleepers require intensive services.
Using the Department for Communities & Local Government’s guidance on counting rough sleepers, fewer than 10 individuals rough sleep in Belfast on a given night, not including a number of foreign nationals who sleep rough on a regular basis. There are, however, up to 100 individuals who could sleep rough regularly if appropriate services were not provided. In Londonderry the problem is largely confined to street drinking although, again, without appropriate services, there is the capacity for this to become a rough sleeping problem. Appropriate services can vary, based on the locational circumstances, however there are core services 22 that are common to all locations, street outreach support services, access to crisis accommodation, comprehensive assessment and the development of a continuum of services from crisis accommodation to move on and through to resettlement.
Rough Sleepers
Belfast Whereas the number of individuals sleeping rough in Belfast on a given night is small (normally under 10) there are many more who have the propensity to do so if Street Outreach and allied rough sleeping services were not in place.
Whereas the continuum of services has enhanced the response to rough sleeping and street drinking in Belfast, improvements are still required to track individuals through the continuum and to identify those who repeatedly access accommodation through the street outreach services. In addition, whereas links exist with health services particularly in relation to nursing care both in the day centre and in temporary accommodation establishments, improved access to the recently formed drugs and alcohol co-coordinating team in Belfast will enhance the chances of successful rehabilitation. Given that street outreach and daytime services have now been in operation for a number of years, the effectiveness and strategic relevance of these services was recently evaluated by Deloitte MCS. The consultants’ reported very positively on street outreach and drop in centre services. Derry/Londonderry The implementation of the rough sleeper strategy in the city is being progressed over 4 key stages comprising: Stage 1 Project Initiation and Provider Engagement Stages 2/3 Service Design and Specification/Service realignment Stage 4 Analyses of Outcomes and Evaluation Report
Stage 1 of implementation has been completed. This included the establishment of interim crisis arrangements to accommodate those who were identified as sleeping rough. Stage 2 is the implementation of the key preparation stage for achieving service realignment. Stage 3 which will apply the agreed service changes at an operational level. This will ensure that every service working with the street population is operating in a clearly defined role within the service continuum and is delivering effective interventions for service users. Both stages should be completed by 2013/14.
Throughout the implementation of the strategy the key objectives of the implementation plan will continue to be delivered within the context of collaborative working with key providers and local stakeholders. This will be achieved through the work of the Good Practice Focus Group and the Multi- agency Project Steering Group. This structure provides overall direction and ensures inclusivity and active input into the implementation of the strategy at a local level. 23 What we will do: • Evaluate existing services and information sharing arrangements in relation to the needs of those with alcohol addictions, to be completed by 2013/14. • Agree service changes to ensure effective interventions, to be in place by 2013/14. • Consider a “Housing led” model as an alternative to one providing a continuum of services, to be undertaken by 2013/14. • Produce a new Belfast Rough Sleepers Strategy to be available by 2014/15. Addiction Services In the past 18 months the Public Health Agency (PHA) which was established in 2009 as part of the Health Reforms, took over the role of overseeing the work of the area health based drug and alcohol teams (DACTS). The PHA has emphasised the need to work in close partnership with everyone involved in tackling the issues around drugs and alcohol misuse. The Agency is currently developing, commissioning and raising awareness of appropriate services and how to access them. What we want to do: • Develop a mechanism which will enable all agencies to refer their clients to addiction services, to be introduced by 2014/2015. STRATEGIC OBJECTIVE 4 - TO IMPROVE SERVICES TO VULNERABLE HOMELESS HOUSEHOLDS AND INDIVIDUALS A range of particularly vulnerable households are at risk of becoming socially excluded as a result of their circumstances. In extreme situations this can lead to rough sleeping. It is essential, therefore, that services for these households are continually reviewed. The term vulnerable is not fully defined in legislation however the legislation envisages that vulnerability can arise because of factors that are not expressly provided for in statute. Recent case law advises that “the test of vulnerability is not whether a person would have greater difficulty in finding a home but whether he would be at greater risk of harm while homeless than an ordinary person”9. It is for this reason that consideration should be given to an applicant’s individual circumstances. The following are highlighted as “targeted services” commissioned to address particular needs and include services to victims of domestic violence, sexual and violent offenders, women offenders, migrant workers, rural homelessness and young people leaving care. These services are discussed in more detail below.
Services in response to domestic violence The “Tackling Violence at Home” strategy which was published in October 2005 by the DHSS&PS is an interagency approach to tackling domestic violence. The ultimate aim of the strategy is to put in place all practical measures towards the 24 elimination of domestic violence and abuse. One outcome of the “Tackling Violence” Strategy was the introduction of the MARAC process; this is a case conferencing multi agency approach established to respond to domestic violence. An option within MARAC is Sanctuary scheme option, which helps to maintain victims of domestic violence in their homes. One of the aims of this Homelessness Strategy is to assist all relevant agencies in achieving that goal.
What we will do: • Continue to provide support for the Domestic Violence helpline service. • Support the MARAC process through the provision of accommodation and advice services.(Multi Agency Risk Assessment Conference). • Roll out of the Sanctuary Scheme as a MARAC option across Northern Ireland, to be in place by 2013/14. • Review refuge provision by 2014/15.
Services in response to sexual and violent offenders Extensive research has clearly shown that stable housing arrangements and effective monitoring are key to minimising the risks posed by sexual and violent offenders. Stable accommodation contributes both to the successful rehabilitation of the offender (and to minimising the risk of homelessness) and to the protection of the community in which that person lives. There remains a number of difficulties
9 Case law – Hall v Wandsworth LBC facing ex-offenders including hostel restriction policies and the need for intensive support. Organisations such as Extern and Northern Ireland Association for the care and resettlement of offenders (NIACRO) have important roles in working collaboratively with Probation Services in ensuring that appropriate accommodation and support is available to this group. The Sex Offenders’ Accommodation Strategy10, however, highlights a number of weaknesses in current systems leading to difficulties in accessing both temporary and permanent accommodation. The recommendations and action plan accompanying this strategy will address these weaknesses and identify those agencies responsible for the delivery of solutions.
What we will do: • Seek the contribution of all appropriate agencies to the pre and post release risk management process, to be agreed and in place by 2015/16. • Introduce a case management approach for agencies to enable those deemed appropriate to make the transition to permanent accommodation taking account of risk assessment and management, to be in place by 2015/16. • Developing appropriate accommodation solutions for high risk offenders, to be in place by 2015/16. 25 Services in response to women offenders In October 2010 the Department of Justice in Northern Ireland published its strategy for the provision of appropriate services for women offenders entitled “Women’s Offending Behaviour in Northern Ireland: A Strategy to Manage Women Offenders And Those Vulnerable to Offending Behaviour 2010 – 2013”. The Housing Executive will assist the Probation Board for Northern Ireland to examine the scale, nature and need to determine a reasonable response to this issue. The Probation Board for Northern Ireland is currently developing an accommodation strategy for all types of ex offenders. It is therefore necessary that all agencies and organisations assist in the development of this strategy.
What we will do: • Undertake research and an analysis of the need for a bespoke accommodation facility for women offenders, to be completed by 2012/13. • Assist the PBNI in the implementation of their Accommodation Strategy for ex offenders.
10 The sex offenders’ accommodation strategy was developed under the auspices of Public Protection Arrangements for Northern Ireland – Strategic Management Board to address access to suitable and sustainable accommodation for this client group. Services in response to migrant workers/persons from abroad
Good relations On 27th July 2010 the Government published its new Programme for Cohesion, Sharing and Integration (CSI). The main focus of the policy is to tackle sectarianism, racism and hate crimes and promote cohesion, sharing and integration for all sections of society. Race relations The aim of Race Relations Policies is to ensure that all Black and Minority Ethnic (BME) people in Northern Ireland can enjoy full and fair access to services and to promote good relations between and within ethnic groups and communities. Race Relations work comes under 5 broad themes. • Mainstreaming • Racial harassment and intimidation • Promoting Black and Minority Ethnic social inclusion • Community participation and development • Migrant worker issues
What we will do: 26 • Identify the specific needs, including the housing needs of the BME groups and consider options for improvements to existing services by 2013/14.
Services in response to rural homelessness The homelessness strategy is dedicated to ensuring equality of service provision across Northern Ireland and acknowledges the particular problems associated with rural homelessness and accessing both temporary and permanent accommodation. 11 The rural action plan 2009/10 – 2012/2013 under the section, “supporting independent living” sets out how improvements to homeless services are to be achieved.
What we will do: • Produce Homeless Action Plans setting out how homelessness services to rural communities can be improved, to be implemented from 2012/13. • Measure the extent of rural homelessness including the number of households and individuals presenting as homeless in rural locations, to be initiated by 2014/15.
Services in response to youth homelessness The PSI Youth Homelessness Sub Group was established in 2008 and was tasked with, inter alia, coordinating a detailed regional analysis of the nature and scale of youth homelessness. The analysis, carried out by the Council for the Homeless
11 NIHE Rural Action Plan 2009/10-2012/13. (NI), focused on routes into homelessness, presenting needs and experiences in accessing front line services and support. Dissemination of the study’s findings reinforced the need for collaborative working and also identified weaknesses in the provision of appropriate supported and move on accommodation, information gathering systems, intervention practices and access to work, education and training.
In 2010, building upon current joint working developments, the Strategic Regional Reference Group on “Meeting the Accommodation and Support Needs of Young People Aged 16 and 17 who are Leaving Care or Homeless” was formed. This group, which is co-chaired by the Regional Health and Social Care Board and the Housing Executive, comprises representatives from health, housing (including Supporting People) and the voluntary sector. The group aims to drive and inform integrated service planning to meet the accommodation and support needs of these young people and has produced a clear work plan which includes:
• monitoring the implementation of Good Practice Guidance and associated local protocols; • the development of service models of accommodation and support which will address compliance with best practice standards and regulations; and • the development of a common system for information gathering across the Housing Executive and Health & Social Care Trusts which aims to track needs 27 and provide the relevant data required for future planning.
Whereas significant progress has clearly been made in the development of an inter- agency approach to planning, commissioning and delivery of appropriate services for those young people who are homeless or at risk of homelessness, the findings from the Council for the Homeless research demonstrate that much more needs to be done to ensure that the wider needs of young people are more effectively met.
What we will do:
• Relevant agencies will set out their contribution to the development of preventative programmes that aim to reduce homelessness for this client group, to be undertaken by 2012/13. • Review investment in current prevention programmes and initiatives and ensure resources are targeted at those young people most at risk and demonstrate improved outcomes, to be undertaken by 2014/15. • Review existing joint working arrangements, with particular reference to the delivery of information, assessment and support services, to be undertaken 2014/15. • Relevant agencies will set out their contribution to the development of a continuum of suitable supported accommodation services, which support clear and flexible pathways to independence, to be undertaken by 2014/15. Appendices
Appendix 1 - STATISTICS
The Statutory Homeless Statistics 2004/2011.
Tables of those presenting and accepted as homeless by household type. Year Presenting as homeless Accepted as statutorily homeless % ALL PRESENTERS & ACCEPTANCES 2004/05 17362 8470 49% 2006/07 21013 9744 46% 2008/09 18076 8934 49% 2010/11 20158 10443 52% SINGLE 16-17 YR OLD PRESENTERS & ACCEPTANCES 2004/05 500 184 37% 2006/07 465 146 31% 2008/09 346 134 39% 2010/11 420 165 39% SINGLE 18-25 YR OLD PRESENTERS & ACCEPTANCES 28 2004/05 3213 899 28% 2006/07 3708 951 26% 2008/09 3389 980 29% 2010/11 3961 1276 32% SINGLE 26-59 YR OLD PRESENTERS & ACCEPTANCES 2004/05 5286 1898 36% 2006/07 6219 2121 34% 2008/09 5406 2059 38% 2010/11 6333 2513 40% ALL FAMILY PRESENTERS & ACCEPTANCES 2004/05 6534 4027 62% 2006/07 8202 5058 62% 2008/09 6959 4253 61% 2010/11 7351 4793 65% ELDERLY PRESENTERS & ACCEPTANCES 2004/05 1793 1462 82% 2006/07 2419 1468 61% 2008/09 1920 1508 79% 2010/11 2093 1696 81% Homelessness acceptances by reason 2004/05 to 2010/11 REASONS 2004/05 2006/07 2008/09 2010/11 Sharing breakdown/family 1,638 2,004 1,976 1,995 breakdown Marital/relationship 968 979 914 954 breakdown Domestic violence 611 645 698 829 Loss of rented 1,010 1,419 1,069 1,200 accommodation No accommodation in NI 594 635 568 614 Intimidation 447 385 288 361 Accommodation not 1,837 2,355 2,134 2,644 reasonable Release from hospital/prison/ 180 149 189 226 other institution Fire/flood/other 73 57 110 169 Mortgage default 77 114 121 200 Bomb/fire/civil unrest 60 29 33 25 Neighbourhood harassment 707 641 555 854 29 Other 268 332 279 372 TOTAL 8,470 9,744 8,934 10,443 Presenters & Acceptances
25000 All Acceptances
20000 All Presenters
15000
10000
5000
0 2004-05 2006-07 2008-09 2010-11
16-17 Yr Old Presenters & Acceptances
600 Single 16-17 Yr Old Acceptances 500 Single 16-17 Yr Old Presenters 400 30 300 200
100
0 2004-05 2006-07 2008-09 2010-11
Single 18-25 Yr Old Presenters & Acceptances
4500 Single 18-25 Yr 4000 Old Acceptances Single 18-25 Yr 3500 Old Presenters 3000 2500 2000 1500 1000 500 0 2004-05 2006-07 2008-09 2010-11 Single 26-59 Yr Old Presenters & Acceptances
7000 Single 26-59 Yr Old Acceptances 6000 Single 26-59 Yr Old Presenters 5000
4000
3000
2000
1000
0 2004-05 2006-07 2008-09 2010-11
Family Presenters & Acceptances
9000 Family Acceptances 8000 7000 Family Presenters 6000 5000 4000 31 3000 2000 1000 0 2004-05 2006-07 2008-09 2010-11
Elderly Presenters & Acceptances
3000 Elderly Acceptances 2500 Elderly Presenters 2000
1500
1000
500
0 2004-05 2006-07 2008-09 2010-11 Acceptance Reasons 2004-05
12% 8% Other Intimidation 19% 1% 1% Neighbourhood No Accommodation 1% Harassment 2% In NI Bomb/Fire/ Loss Of Rented Civil Unrest Accommodation
11% Mortgage Default Domestic Violence 23% Fire/Flood/Other Marital/relationship Breakdown 7% Release From Sharing Breakdown/ Hospital etc. Family Breakdown 5% 12% Accommodation 7% Not reasonable
Acceptance Reasons 2010-11
4% Other Intimidation 8% 4% Other Intimidation 8% 19% 0% 19% 0% Neighbourhood 2% Neighbourhood NoNo Accommodation Accommodation 2%2% Harassment In NI 2% Harassment In NI 2% 2% Bomb/Fire/ LossLoss Of Of Rented Rented Bomb/Fire/ Accommodation CivilCivil Unrest Unrest Accommodation 9% 9% Domestic Violence MortgageMortgage Default Default Domestic Violence
Fire/Flood/Other Marital/relationshipMarital/relationship Fire/Flood/Other Breakdown 32 26% 8% Breakdown 26% 8% ReleaseRelease From From Sharing Breakdown/ Hospital etc. Sharing Breakdown/ Hospital etc. FamilyFamily Breakdown Breakdown 11% Accommodation 11% Accommodation 3% 6% Not reasonable 3% 6% Not reasonable Appendix 2 - FINANCIAL INVESTMENT
From 2003 in excess of £200m has been spent in the provision of homelessness temporary accommodation services, additional homelessness assistance for applicants and for specific funding to the Voluntary Sector to response to our homelessness duties under the Housing (Northern Ireland) 1988 Order. This amount also includes the funding provided through Supporting People from 2003 but does not include the amount of Housing Benefit paid in respect of applicants who self refer to temporary accommodation.
Financial investment in homelessness services (revenue) from 2003 Temporary Homelessness Voluntary Supporting Leased Totals Accom. Services Sector People Properties Provision Funding Housing Furniture Homelessness Floating Private Benefit, Storage, Taxi, Services Support for Sector Top Up and exceptional homelessness emergency Supporting homelessness projects & accom. People costs schemes costs 2003/ 19m 800k 1.1m - - 20.9m 2004 33 2004/ 21.5m 807k 1.3m 308K - 23.9m 2005 2005/ 24.4m 890k 1.6m 543K - 27.4m 2006 2006/ 24.6m 1.03m 2.0m 587K - 28.2m 2007 2007/ 26.6m 1.1m 2.2m 1.1m - 31m 2008 2008/ 28.6m 1.04m 2.3m 1.3m 790k 34m 2009 2009/ 30.6m 870k 2.3m 1.32m 815k 35.9m 2010 2010/ 30.7m 920k 2.2m 1.35m 955k 36.1m 2011 Appendix 3 – LIST OF RESPONDENTS TO THE HOMELESSNESS STRATEGY CONSULTATION PROCESS.
On the 15th June 2011, the Housing Executive held a homelessness strategy consultation workshop. The responses from the workshop were compiled and collated by the Council for the Homeless on behalf of the Housing Executive. Over 80 people attended the workshop representing 39 organisations. In addition to the collective response we had additional responses from the following organisations:
• Ark Housing Association • Belfast Healthy Cities • Council for the Homeless • Department for Social Development • Extern • The Housing Council • Housing Rights Service • Mulholland Aftercare Services •CRO NIA • NICVA 34 • Parents Advice Centre • Probation Board for Northern Ireland • Rural Community Network • Shelter Northern Ireland • Simon Community Northern Ireland • Supporting Communities NI • Women’s Aid
These responses will be made available on the NIHE website. Appendix 4 - HOUSING (AMENDMENT) ACT NORTHERN IRELAND 2010
Homelessness strategy
The Housing (Amendment) Act (Northern Ireland) 2010
Duty of Executive to formulate a homelessness strategy 6A. (1) The Executive may formulate and publish a homelessness strategy.
(2) The Regional Agency and the Regional Board shall give such assistance in connection with the exercise of the power under paragraph (1) as the Executive may reasonably require.
(3) The Executive shall exercise that power so as to ensure that the first homelessness strategy is published within the period of 12 months beginning with the day on which section 1 of the Housing (Amendment) Act (Northern Ireland) 2010 comes into operation.
(4) The Executive shall exercise that power so as to ensure that a new homelessness strategy is published within the period of 5 years beginning with the day on which its last homelessness strategy was published. 35 (5) The following shall take the homelessness strategy into account in the exercise of their functions: (a) the Executive; (b) the Regional Board; (c) Health and Social Care Trusts; (d) Education and Library boards; (e) registered housing associations; (f) district councils; (g) the Secretary of State (in relation to any function exercisable in connection with prisons in Northern Ireland); (h) the Probation Board for Northern Ireland; (i) the Department of Education; (j) the Department for Employment and Learning; (k) the Department of Health, Social Services and Public Safety; (l) the Department for Social Development.
(6) Nothing in paragraph (5) affects any duty or requirement arising apart from this Article. Homelessness strategy 6B. (1) For the purposes of this Order “homelessness strategy” means a strategy for (a) preventing homelessness in Northern Ireland; (b) securing that sufficient accommodation is and will be available for people in Northern Ireland who are or may become homeless; (c) securing the satisfactory provision of advice and assistance for people in Northern Ireland - (i) who are or may become homeless; or (ii) who have been homeless and need advice and assistance to prevent them becoming homeless again.
(2) A homelessness strategy may include specific objectives to be pursued, and specific action planned to be taken, in the course of the exercise of— (a) the functions of the Executive; (b) the functions of the Regional Board; or (c) the functions of Health and Social Care Trusts.
(3) A homelessness strategy may also include provision relating to specific action which the Executive expects to be taken— (a) by any statutory body with functions (not being functions mentioned in 36 paragraph (2)) which are capable of contributing to the achievement of any of the objectives mentioned in paragraph (1); or (b) by any voluntary organisation or other person whose activities are capable of contributing to the achievement of any of those objectives. Appendix 5 12 ETHOS –THE EUROPEAN TYPOLOGY OF HOMELESSNESS AND HOUSING EXCLUSION
Operational Living Situation Generic Definition ROOFLESSNESS 1 People Public Spaces or Living in the streets or living External Spaces public spaces, without rough. a shelter that can be defined as living quarters. 2 People in Emergency Night Shelter People with no usual Accommodation. place of residence who make use of overnight shelters, low threshold shelter. HOUSELESS 3 People in Homeless Hostel Where the period of stay accommodation for the Temporary is intended to be short homeless. Accommodation term. Transitional Supported Accommodation 37 4 People in Women’s Women’s Shelter Women accommodated Shelter. Accommodation due to experience of domestic violence and where the period of stay is intended to be short term. 5 People in Temporary Immigrants in accommodation for accommodation/ reception or short term immigrants. Reception Centres accommodation due to Migrant workers their immigration status. accommodation 6 People due to Penal Institutions No housing prior to be released from Medical Institutions release. Stay longer than institutions. Children’s Institutions/ needed due to lack of homes housing; No housing identified (18th Birthday). 7 People receiving longer Residential care Long Stay term support (due to for older homeless accommodation homelessness) people Supported with care for formerly Accommodation for homeless people formerly homeless (normally more than a people year).
12 FEANTSA European Federation of National Associations Working with the Homeless INSECURE 8 People living Temporarily with family/ Living in conventional in insecure friends; housing but not the accommodation. No legal (Sub) tenancy; usual or place of Illegal occupation of residence due to lack land. of housing. Occupation of dwelling with no legal tenancy, illegal occupation of a dwelling. Occupation of land with no legal rights. 9 People living under Legal orders enforced Where orders for threat of eviction. (Rented). eviction are operative. Re-possession orders Where mortgage has (Owned). legal order to re- possession. 10 People living under Police recorded Where police action is threat of violence. incidents. taken to ensure place of safety for victims of domestic violence. 38 INADEQUATE 11 People living in Mobile Homes; Not intended as place temporary or non Non-Conventional of residence. Makeshift conventional structures. building Temporary shelter, shack or shanty Structures. Semi-permanent structure or cabin. 12 People living in unfit Occupied dwelling unfit Defined as unfit for housing. for habitation. habitation by national legislation or building regulations. 13 People living in extreme Highest national norm Defined as exceeding overcrowding. of overcrowding. national density standard for floor-space or useable rooms.
NOTE - Short stay is defined as normally less than one year, long stay is defined as more than one year.
This definition is compatible with the Census definition as recommended by the UNECE/EUROSTAT report (2006). Appendix 6- MAIN ACHIEVEMENTS SINCE 2002
The 2002 Strategy contained 25 recommendations designed to improve homelessness services in Northern Ireland. The following is a summary of the main achievements since the previous strategy. Accommodation Over 1,000 additional units of supported accommodation have been provided; An additional 700 units of self contained private sector accommodation have been provided; The target of ceasing the use of bed and breakfast type accommodation except in emergencies has been achieved; Almost 10,000 units of social rented sector accommodation have been provided since 2003/04; Rent deposit guarantee schemes have been introduced in Belfast and L’Derry; Over 48,000 homeless households have been permanently rehoused in the social rented sector since 2003/4. Assessment A Multi Disciplinary Homeless Support Team has been developed in Belfast. Rough Sleeping 39 Belfast and Londonderry Rough Sleepers’ Strategies has been developed leading to: • Enhanced Street Outreach Services • The provision of additional emergency bed facilities • The provision of a “Wet Hostel” facility (Belfast) • Improved links to health services.
Targeted Services The development of a sex offenders’ accommodation strategy; The development of a protocol for dealing with vulnerable young people; The provision of a range of services to assist victims of domestic violence; The introduction of improved services for foreign nationals.
Prevention The development of localised advice services for homelessness presenters; The production of localised information for rural households; The provision of on-line housing and homelessness advice facilities; The introduction of a network of floating support services; The development of a Community Safety Strategy to tackle anti social behaviour; The introduction of education advice services; The provision of a housing and homelessness advice service in prisons. 40 April 2012
www.nihe.gov.uk
HR 361/03/12 PEOPLE AND COMMUNITIES COMMITTEE
Subject: Update on Strategic Cemetery and Crematorium Development
Date: 8th December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks and Leisure
Contact Officer: Claire Sullivan, Policy and Business Development Unit 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
Members will be aware that at its meeting in August 2015 the People and Communities Committee agreed that a Strategic Cemeteries and Crematorium Working Group be established to include a representative from each political party.
The purpose of this report is to report to committee on the key issues discussed at the Strategic Cemeteries and Crematorium Working Group meetings held on 5 and 18 November 2015. 2.0 Recommendations
That the People and Communities Committee approve the minutes and the recommendations from the Strategic Cemeteries and Crematorium Working Group meetings held on 5th and 18th November 2015 as outlined below.
Meeting of 5 November 2015: After discussion, the Group agreed to the following recommendations:
1) To note the contents of this report and that the Value Management Workshop would take place on Wednesday, 18th November at 4.30pm; 2) To recommend to the People and Communities Committee the following, that it: Agree to the draft memorial management policy and Belfast code of safe working practice; Agree that if cremated remains are not collected within 16 weeks the Council would scatter them in the Garden of Remembrance; and Agree to the process for distributing the money from recycled metals as outlined in this report, which would be reviewed after two years;
3) Approve the Terms of Reference for the Working Group as set in the Minutes.
Meeting of 18 November 2015: After discussion, the Group agreed to recommend to the People and Communities Committee:
1) The values used for the assessment of the list of options of future cremation facilities; 2) That the four shortlisted options, as outlined below, would be further developed through the economic appraisal process 2.1 Scheme including extension and refurbishment of existing crematorium at Roselawn to provide two chapels at the current crematorium building;
2.2 Totally new two chapel facility (on the Roselawn site) and review of how to make use of the existing crematorium building;
2.3 Hybrid option of a new single chapel crematorium on the Roselawn site and refurbishment of existing crematorium building to continue use as a crematorium; and
2.4 Totally new two chapel facility on a yet to be identified site (not at Roselawn) and review of how to make use of the existing crematorium building at Roselawn.
3) That a traffic assessment would be undertaken at Roselawn to inform the feasibility of some of the options. 3.0 Main Report
3.1 The Strategic Cemeteries and Crematorium Working Group is a Working Group of the People and Communities Committee which consists of an Elected member from each of the political parties. 3.2 The minutes from the Strategic Cemeteries and Crematorium Working Group are brought before the Committee for approval.
3.3 The key issues discussed at the 5th November meeting were: Election of a Chair. Agreement of Terms of Reference. The findings of the consultation on: o The draft memorial management policy and Belfast code of safe working practice; o Changes to the policy on how long we hold cremated remains for; and o The distribution of money received from recycled metals. The Value Management Workshop relating to the options around future cremation facilities.
3.4 More details regarding the above issues and recommendations are included in the minutes for this meeting which are attached as Appendix 1.
3.5 The key issues discussed at the 18th November meeting were: The Value Management Process that had been used for the assessment of the long list of options of future cremation facilities. The four shortlisted options that it is proposed are further developed through the economic appraisal process. The requirement for a traffic assessment to be undertaken at Roselawn to inform the feasibility of some of the options.
3.6 More details regarding the above issues and recommendations are included in the minutes for this meeting which are attached as Appendix 2.
Financial & Resource Implications 3.7 The development of a new cemetery and the redevelopment of the crematorium are currently Stage I emerging projects in the Council’s capital programme. Based on previous experience it is estimated that the cost of the traffic assessment would be in the region of £10,000 and this can be met through existing departmental budgets.
There are no asset implications at this stage although the final phases of the project will inevitably increase the Council’s land ownership and associated liabilities.
Equality or Good Relations Implications 3.8 There are currently no equality or good relation implications however this will continue to be reviewed as the project is developed.
4.0 Appendices – Documents Attached
4.1 Appendix 1 – Copy of the Minutes of the Strategic Cemeteries and Crematorium Working Group’s meeting on 5th November 2015 Appendix 2 – Copy of the Minutes of the Strategic Cemeteries and Crematorium Working Group’s meeting on 18th November 2015 MEETING OF STRATEGIC CEMETERIES AND CREMATORIUM WORKING GROUP
Minutes of the Meeting of Thursday, 5th November, 2015
Members present: Alderman Rodgers (Chairperson); Councillors McCabe and Sandford.
In attendance: Mr R. Cregan, Director of Finance and Resources; Mrs. R. Crozier, Assistant Director of Parks and Leisure; Mrs. S. Toland, Lead Operations Officer/ Head of Environmental Health; Mrs S. Kalke, Project Sponsor Officer; Mrs. C. Sullivan, Policy and Business Development Unit Manager; Mr. N. Brennan, Assistant Project Manager; and Miss. E. McGoldrick, Democratic Services Officer.
Apologies
Apologies were reported on behalf of Councillors Kyle and O’Neill.
Declarations of Interest
No declarations of interest were reported.
Election of Chairperson
Moved by Councillor Sandford, Seconded by Councillor McCabe and
Resolved – that Alderman Rodgers be elected as Chairperson of the Strategic Cemeteries and Crematorium Working Group.
Terms of Reference
The Committee was reminded that, at the meeting of the People and Communities Committee on 11th August, as part of its consideration of the burial policy review and the economic appraisal of future cremation facilities, it had agreed to the establishment of an All-Party Working Group comprising of Members of the Committee.
With the permission of the Chairperson, the Assistant Director advised the Committee that, in order for the Working Group to commence work, it was necessary for the Committee to agree the Terms of Reference for the Group.
Accordingly, she tabled for the Committee’s approval the undernoted suggested Terms of Reference:
1 Strategic Cemeteries and Crematorium Working Group, Thursday, 5th November, 2015
To support cemetery and crematorium development and improvement of bereavement services for Belfast through:
consideration of evidence/reports in order to advise on issues and inform options around future provision;
providing strategic direction and input into the city’s framework for cemetery and crematorium development;
making recommendations to the relevant Committee regarding cemetery and crematorium development; and
acting as a communication channel to Party Groups and to other Councillors in general and ensure that the facts of issues around cemetery and crematorium development are fully understood.
The Committee approved the Terms of Reference for the Working Group as set out.
Strategic Cemetery and Crematorium Development – Update
The Policy and Business Development Unit Manager outlined the contents of the report which gave an overview of the council’s approach to cemetery and crematorium development.
She reminded the Group that the People and Communities Committee had agreed to the revised burial policy (a copy of which was available on Modern.gov) and that the consultants were currently undertaking the next stage of the process. She explained that the original list of sites, together with the Dundrod site would be assessed to see if they were potentially suitable based on the revised size along with any other potentially suitable sites that were previously ruled out.
She explained that the public consultation exercise on the proposed changes to the bereavement services policy had been completed on 16th October regarding the following three areas:
1) A new memorial management policy and Belfast code of memorial safe working practice (a copy available on modern.gov); 2) Changes to the policy on how long we hold cremated remains; and 3) The distribution of money received from recycled metals.
She advised that a total of 16 responses had been received and there had been a strong consensus around the new memorial management policy and Belfast code of memorial safe working practice. She pointed out that the main queries were regarding how the Council would ensure that this would be enforced and how ‘rogue’ memorial sculptors would be dealt with. She explained further that an information session had been planned with memorial sculptors to outline the new policy and process.
The Policy and Business Development Unit Manager explained that, in relation to how long the Council should hold cremated remains that are not collected, over half of the
2 Strategic Cemeteries and Crematorium Working Group, Thursday, 5th November, 2015 respondents felt that eight weeks was too short, therefore, the recommendation to the Group was that the period could be doubled to 16 weeks, and the remains would then be scattered in the Garden of Remembrance.
In regards to the distribution of money received from recycled metals, she pointed out that, when arranging a cremation, families or the next of kin would be asked to nominate a bereavement-related charity. She advised that, twice a year, this information would be collated and the two most nominated charities would be selected to receive this money. She explained that, to ensure fairness, the same charity would not receive the donation more than once in two years and that if a charity that had previously received money was one of the two nominated, the next charity on the list would be selected as the recipient.
The Director reminded the Group that the Council had undertook an economic appraisal around the options for future cremation facilities and the initial findings were presented to the Members of the People and Communities Committee at a workshop in June. He informed the Group that this would be followed up with a Value Management Workshop for the Working Group at its meeting on 18th November so that the options could be developed further. The four potential options to be discussed were the refurbishment and extension of the existing Roselawn Crematorium; a new build at Roselawn Cemetery; a new building, together with the refurbishment of the existing Roselawn Crematorium; or a new build on a new site.
During discussion, the Group discussed a range of issues which included:
Ensuring fairness regarding the process for donating to bereavement-related charities; Operational and performance issues of the current service; Car parking capacity at the current site; The availability of potential sites already identified; The accessibility of any new site and the need for another entrance or exit at the current site; The option of a temporary structure to hold services on site; and Noise control while any building work would take place.
After discussion, the Group agreed to the following recommendations:
1) To note the contents of this report and that the Value Management Workshop would take place on Wednesday, 18th November at 4.30pm;
2) To recommend to the People and Communities Committee the following, that it:
Agree to the draft memorial management policy and Belfast code of safe working practice;
Agree that if cremated remains are not collected within 16 weeks the Council would scatter them in the Garden of Remembrance; and
3 Strategic Cemeteries and Crematorium Working Group, Thursday, 5th November, 2015
Agree to the process for distributing the money from recycled metals as outlined in this report, which would be reviewed after two years;
The Group further agreed that a report be submitted to the Working Group on the number and nature of complaints of the current bereavement services, along with remedial action taken and that a site visit to Roselawn Cemetery and Crematorium and the potential site at Dundrod would be arranged in due course.
Chairperson
4 MEETING OF STRATEGIC CEMETERIES AND CREMATORIUM WORKING GROUP
VALUE MANAGEMENT WORKSHOP
Minutes of the Meeting of Wednesday, 18th November, 2015
Members present: Alderman Rodgers (Chairperson); Councillors McCabe, O’Neill and Sandford.
In attendance: Mrs. R. Crozier, Assistant Director of Parks and Leisure; Miss S. Kalke, Project Sponsor Officer; Mrs. C. Sullivan, Policy and Business Development Unit Manager; Mrs Jacqui Wilson, Business Manager Mr. N. Brennan, Assistant Project Manager; and Miss. E. McGoldrick, Democratic Services Officer.
Apologies
Apologies were reported on behalf of Councillor Kyle.
Declarations of Interest
No declarations of interest were reported.
Presentation
The Assistant Director reminded the Group that the Parks and Leisure Department was currently undertaking an economic appraisal around the options for the future cremation facilities and that the initial findings had been presented at a Members workshop in June.
She advised that the purpose of the current workshop was to present the key values that had been used to assist with the short listing of the Crematorium development options, along with the four shortlisted options that had been proposed in the assessment to be further developed through the economic appraisal process.
The Chairperson welcomed to the meeting Mr. M. McFadden from the Public and Corporate Economic Consultants (PACEC) and Mrs. B. O’Loan and Mrs. P. Lavery from AECOM.
Mr. McFadden provided an overview of the initial findings of the economic appraisal of the crematorium facilities which included details of the current use of the crematorium, the planned future demand and supply of the cremation facilities along with the level and accessibility of alternative provision outside of Belfast.
Mrs. O’Loan outlined the Value Management process which had been followed in shortlisting the options for the future of cremation facilities in Belfast. 1 Strategic Cemeteries and Crematorium Working Group, Wednesday, 18th November, 2015
She explained that, as part of the economic appraisal process, a long list of options had been developed (copy available on Modern.gov) and that a workshop including officers and various consultants had taken place to refine the list. She advised that a list of value drivers (copy available on Modern.gov) had been considered to assist with scoring each option and as a result of this exercise the following value drivers had been agreed:
1. Dignity/ Sensitivity 2. Staff Well-being 3. Ability to Meet Demand 4. Maintain Continuity of Service 5. Future proofing 6. Functionality 7. Reputation 8. Robustness 9. Minimal Impact due to Construction 10. Programme Delivery 11. Aesthetics 12. Loss of Burial Ground
Mrs. Lavery informed the Group that each of the identified design options on the list had been scored against the aforementioned value drivers resulting in the following four options for perusal:
2.1 - Scheme including extension and refurbishment of existing crematorium at Roselawn to provide two chapels at the current crematorium building;
3.1 - Totally new two chapel facility (on the Roselawn site) and review of how to make use of the existing crematorium building;
3.3 - Hybrid option of a new single chapel crematorium on the Roselawn site and refurbishment of existing crematorium building to continue use as a crematorium; and
4.1 - Totally new two chapel facility on a yet to be identified site (not at Roselawn) and review of how to make use of the existing crematorium building at Roselawn.
The Chairperson thanked the consultants for attending and the Group noted the information which had been provided.
Future Cremation Facilities
The Assistant Director explained that, subject to Committee approval, the next step in the process would be to further develop the four shortlisted options highlighted, by means of the economic appraisal process. She informed the Group that the findings would then be submitted to the Working Group for discussion, in the New Year, to identify the preferred option for final development of a delivery programme.
After discussion, the Group agreed to recommend to the People and Communities Committee:
2 Strategic Cemeteries and Crematorium Working Group, Wednesday, 18th November, 2015
1) the values used for the assessment of the list of options of future cremation facilities;
2) that the four shortlisted options, as outlined, would be further developed through the economic appraisal process; and
3) that a traffic assessment would be undertaken at Roselawn to inform the feasibility of some of the options.
Date of next meeting
Thursday, 10th December at 4.30pm - Bereavement Services Improvement Programme
Chairperson
3
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Children and Young People - update
Date: 8 December 2015
Reporting Officer: Cate Taggart, Community Development Manager
Contact Officer: Elaine Black, Children and young People 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 the report is to present an update on key developments in the external CYP environment and reflect on Council’s progress in delivering better outcomes for Children and Young People (CYP).
1.2 The paper presents the main developments in the external CYP environment mainly the: Children’s Services Co-operation Bill; Regional Children and Young People Strategic Partnership (CYPSP) extended action plan up to 2017, and; Safeguarding Board Northern Ireland mandatory audit It covers the anticipated impact on Council business and recommends additional action as part of Council’s agreed CYP outcomes framework implementation plan in order to continue to position Council as a key partner for city wide CYP integrated services with the forthcoming legislation and requirements. 2.0 Recommendations 2.1 Members are asked to i. note the main developments in the paper, ii. consider recommendations to improve ongoing implementation of CYP outcomes internally and externally, and iii. agree to seek/confirm Party nominations for CYP Political Champions.
3.0 Main report 3.1 Key Issues This report presents the main developments in the CYP external environment and considers the key related issues for Council. These are: 3.2 i. Children’s Services Co-operation Bill This Private Members’ Bill has received full party support for imminent Royal assent. (See Appendix 1). Council is a named partner as a ‘children’s authority’ and as such is required to co-operate when contributing to the wellbeing of CYP (up to 18 years) which is managed through a regularly reviewed regional CYP strategy. Taking key direction from the United Nations Convention on the Rights of the Child (UNCRC) the Bill expects children, young people and their parents, along with other relevant persons, to express their views before the strategy is laid down. Along with a duty to co-operate, there is permission for government departments and other named partners to pool budgets and share resources. Although the detail of implementation is not recorded, there are a number of opportunities this Bill presents for Council, most notably this enabling of pooled budgets. 3.3 Pooled budgets: Pooled budgets are expected to provide a platform to support greater co-ordination of services: this is an area which elected members have already promoted. The Bill provides an opportunity for Council, if it so wishes, to test pooled resources in a controlled way in order to gauge impact as the community planning process evolves. The pooled budgets may provide an opportunity for Council to create greater value from its investment rather than separate commissioning, grant aid provision or the roll out of services in the Belfast. 3.4 Improving Wellbeing The final version of the Bill places wellbeing as the overarching purpose and articulates the following 8 contributory areas: physical and mental health; the enjoyment of play and leisure; learning and achievement; living in safety and with stability; economic and environmental well-being; the making by them of a positive contribution to society; living in a society which respects their rights; living in a society in which equality of opportunity and good relations are promoted between persons who share a relevant characteristic and persons who do not share that characteristic. This aligns with Council’s agreed outcome to promote the wellbeing of citizens. Officers welcome the revisions to the Bill and would note the clear alignment with Council’s ambition as civic leaders that ‘every child should reach their potential and that Belfast is the place to be to do it’. 3.5 ii. CYPSP revised action plan 2014-17 The strategic management of the CYP agenda regionally is through CYPSP, sponsored by Department of Health. With changes to government departments, the onset of the Bill and the next Programme for Government, the CYPSP are revising their action plan in order to inform business up to 2017. Members are currently considering the draft plan which indicates it will continue to use existing structures to focus on the most in need and to intervene at the earliest stage by integrating outcomes based accountability performance management. The definition of early intervention, as agreed in the original plan, still stands and is: “Early Intervention is intervening early and as soon as possible to tackle problems emerging for children, young people and their families or with a population at risk of developing problems. Early intervention may occur at any point of a child’s life” (CYPSP Plan 2011-2014) Officers would note the need for any new plan to be sufficiently flexible to support arrangements at a city and local level. For example, the CYPSP’s Belfast Outcomes Group reflects the Belfast Health and Social Care Trust boundary however this is not contiguous with local government boundaries. This presents challenges to articulating a single picture of the needs and performance in the city. Although there are interactive maps to support this work, officers believe that Council’s own CYP statistical profile is more user friendly. Also, the revised action plan does not clearly reference the local political context, for example, the new duty in relation to community planning or the impact of the planned transfer of urban regeneration and community development. The CYP agenda would benefit from an increased opportunity for local political engagement in order to support understanding, influence and accountability in order to align funding and resources to ensure the best outcomes for CYP in the city. If agreed, officers will continue to reflect these issues in the future children’s strategy and related action plans. 3.6 iii. Safeguarding In October the regional Safeguarding Board also revisited its action plan. As a Belfast Safeguarding Panel member, Council is supporting a number of priorities led by our partners including Northern Ireland Care Day in 19 February 2016 which is part of a five nation celebration. The event, which will be held in the City Hall, will be prefaced by a breakfast hosted by the Lord Mayor for children in care and their carers. Council is required to complete an annual mandatory audit which measures continuous improvement and provides assurance of accountability at all organisational levels. Responses capture progress across a number of work streams, for example, procuring services whether its contract, commission or grant aid; training and recruitment of staff and volunteers and engagement of CYP in development of relevant services. 3.7 Council’s CYP outcomes progress Council is in year 2 of a 3 year implementation plan of its CYP outcomes framework. As noted above, the framework is reflective of the approach articulated by the new Children’s Services Co-operation Bill. During this first year, the framework and approach has been tested within the CYP unit services of Play and Young People. It is anticipated the Youth Forum will be a successful demonstration of a measurable CYP outcomes based service by June 2016. Through application of the model, we capture the individual ambition and the progress that each YF member achieves across 7 competencies. The model also allows us to measure progress in the delivery of the YF agreed campaigns which support other young people in the city. Year 2 is underway and has a number of cross council pilots emerging, for example, the CYP unit manager is supporting the Good Relations Unit to design their CYP services against the BCC outcomes framework. Property and Projects along with Corporate HR’s diversity team have expressed interest in an awareness session in order to inform their business planning and practice. The model will be beneficial as a framework to co- ordinate a collaborative response to ensure Belfast is a child/family/all ages friendly city. We are also using the model in our work with external stakeholders to inform future programming of the Girdwood Youth Space.
Year 3 will focus on capturing the learning from the pilot activity to inform a training plan and information sessions across council which will enable the CYP outcomes approach to become ‘business as usual’ when designing CYP services. The CYP outcomes framework and toolkit, aligned to the wider Belfast Agenda, should provide a platform which sets the principles, quality standards and evidence base to inform future decision making of where best to invest resources for the greatest impact on children and young people in the city. It will also frame the external engagement to support this conversation. 3.8 Active engagement of CYP The Youth Forum is a well established, active engagement model within Council which over the past 2 years has increasingly connected with other young people and representatives in the city. The engagement areas are progressed via their campaigns which directly link to the CYP outcomes. This is most recently evidenced in the ‘sofa push’ they researched, designed and delivered. This was supported by the Lord Mayor, Simon Community and other key partners working with homeless young people. In the past 2 years the Youth Forum has actively connected to other young people organisations particularly NI Commissioner for Children and Young People (NICCY) and National Children’s Bureau (NCB) and invited in a range of organisations in their induction period to learn of issues affecting other young people before agreeing the Youth Forum priorities. This model is sound and will be repeated for the next Youth Forum that will be recruited for June 2016. Members are aware that young people aged 13-17 years are recruited to the Forum from each DEA for a 2 year period. The recruitment practice was improved for the current youth forum who all welcomed the use of Taster sessions to give an idea of what it is like to be a member. In reviewing ongoing practice, officers suggest that we can further strengthen the process and improve both accessibility and representation if we revise current representation per DEA to 3 young people (previously 4) thus offering 5 spaces to address any under representation of Section 75 groups. We would also suggest a limit of five young people to return from the current youth forum to support continuity. As part the CYP engagement plan, a priority is to more effectively link with children’s organisations providing services, campaigning or lobbying for children under 13 years. Part of this plan will included joint outcomes workshops and the development of referral arrangements to support better prioritisation of resources. The UNCRC definition of a child is up to 18 years and the definition of youth is up to 24 years. Council CYP services are primarily in support of those aged 4-18 years, however, there has been growth over the past years for support in early intervention (under 4 years) and youth employability (over 18 years). Council may wish to confirm these definitions in the future in particular to inform the nature and range of methods which support effective engagement for each age/ transition stage of life. Tips on engaging CYP are included in the staff toolkit. 3.9 Political CYP champions (formerly known as Youth champions) Due to changes in representation, not all political parties currently have named CYP champions. The influence of Champions has been instrumental on shaping both the outcomes framework and related activities. Parties are therefore invited to name a representative. Once nominations are confirmed, the CYP manager will follow up to arrange support meetings.
Finance and Resource Implications 3.10 None
Equality or Good Relations Implications 3.11 There are no equality or good relations implications.
4.0 Appendices – Documents Attached
4.1 Appendix 1: Children’s Services Co-operation Bill and explanatory and financial memorandum. This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
Children’s Services Co-operation Bill ______
EXPLANATORY AND FINANCIAL MEMORANDUM
INTRODUCTION
1. This Explanatory and Financial Memorandum has been prepared on behalf of Mr Steven Agnew (“the Member”) in order to assist the reader of the Bill and to help inform debate on it. It does not form part of the Bill and has not been endorsed by the Assembly.
2. The Memorandum should be read in conjunction with the Bill. It is not, and is not meant to be, a comprehensive description of the Bill so, where a clause or part of a clause or schedule does not seem to require an explanation or comment, none is given.
BACKGROUND AND POLICY OBJECTIVES
3. In 2002 the Westminster Government commissioned Lord Laming to undertake a major inquiry following the tragic death of Victoria Climbié. The inquiry identified a lack of co-operation as a factor which contributed to the failure of the Government in their duties. The Westminster Government’s response was the Children Act 2004, which overhauled children’s services in England and Wales. Sections 10 and 25 of that Act introduced a statutory duty on local authorities to promote co-operation with their relevant partners.
4. In Northern Ireland, a duty to co-operate to safeguard at-risk children was introduced in the Safeguarding Board Act (Northern Ireland) 2011. Nevertheless, Lord Laming’s recommendations made clear that child protection could not be separated from policies to improve children’s lives as a whole.
5. Northern Ireland has some of the highest levels of child poverty in the UK and 21% of children live in persistent child poverty, which is double the rate for GB. Poor outcomes for children in NI, in spite of the higher level of government spending per person when compared to GB, suggests that an opportunity exists to improve the current governance model of children’s services. This view is shared by those organisations working within the children’s sector.
6. Evidence shows that integrated working does bring about changes that can be expected to increase effectiveness in practice, which are likely to lead to better outcomes.1 There
1 Page 9 Integrated Working: a Review of the Evidence Children’s Workforce Development Council 2010 http://dera.ioe.ac.uk/3674/
1 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
is presently no requirement for departments or public bodies to co-operate with each other on the issue of children’s services. The objective of a statutory duty to co-operate, is to ensure that departments work together to devise and implement cross-cutting strategies. The intention is to improve outcomes for children by supporting, enhancing and encouraging co-operation, to ensure that children’s services are most integrated from the point of view of the recipient.
7. Inadequate integration of children’s services in Northern Ireland has been repeatedly identified by a wide range of organisations, many of which have made recommendations for stronger legislation to require those responsible for children’s services in Northern Ireland to co-operate. These include the four Area Children and Young People’s Committees (ACYPCs) in 2008 (now superseded by the Children & Young People’s Strategic Partnership); the Northern Ireland Commissioner for Children and Young People (NICCY) and Queen’s University Belfast (QUB) in 2011 in their report into ‘Barriers to Effective Government Delivery for Children in Northern Ireland’; the umbrella group Children in Northern Ireland (CiNI); and the OFMDFM Committee in its 2008 inquiry into child poverty.
8. It is widely acknowledged that the lives of children and families cannot be compartmentalised in a way that coincides with the responsibilities of individual departments and public bodies. Greater levels of co-operation will make the delivery of children’s services more effective and efficient by: ensuring that statutory bodies take responsibility for those children who have difficulty accessing services as a result of perceived gaps in service provision; supporting government departments and statutory bodies to tackle shared problems in a more coherent fashion; motivating departments and statutory bodies to identify services which are duplicated or where over-provision exists and to reallocate resources more efficiently; encouraging departments and statutory bodies to devise and implement more co- ordinated, and therefore more effective, strategies and plans for children; mainstreaming collaboration through the use of reciprocal requirements for departments and statutory bodies co-operate with one another and with children’s service providers; and requiring departments and statutory bodies to self-assess and report on the efficiency and effectiveness of co-operation and what opportunities exist to improve collaboration and outcomes.
9. The Member has raised the problems associated with integration in children’s services and the need for a duty to co-operate through public statements, media interviews, by tabling Assembly Questions, by supporting events at Parliament Buildings and through participation at the All Party Group for Children and Young People. The relevant Assembly Questions can be viewed on the Northern Ireland Assembly website via the AIMS portal, at http://aims.niassembly.gov.uk/mlas/search.aspx
2 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
CONSULTATION
10. The Member carried out a twelve-week consultation on the policies behind the Bill in Spring 2012. The consultation document was sent to approximately 200 organisations and all Assembly Members and Northern Ireland Members of Parliament. A total of 26 responses were received. Every respondent supported the principles of the Bill and the introduction of a statutory duty to co-operate on children’s services.
11. Of those respondents who directly answered the relevant questions: every respondent stated that the introduction of a duty to co-operate would make co-operation more likely; every respondent stated that there was presently a lack of collaboration within government in relation to children’s services; every respondent stated that greater collaboration between government departments and agencies would improve the outcomes for children and young people; every respondent expressed strong support for an enabling power to pool budgets; some respondents highlighted that they considered an enabling power to pool budgets absolutely essential; and every respondent stated that there was currently insufficient co-operation in planning, commissioning and delivering children’s services and in the pooling of budgets.
OPTIONS CONSIDERED
12. In developing this legislation, the Member considered the following options:
13. Option 1 – to retain the present legislative framework for children and young people’s services under The Children (Northern Ireland) Order 1995. Co-operation would continue to depend on the adherence of the organisations to policy guidance and the good will of organisations involved. The legal competence for departments to pool budgets and share resources would remain ambiguous.
14. Option 2 – to introduce the Children’s Services Co-Operation Bill, which would enact a statutory duty to co-operate thereby legally requiring departments to work together and for those public bodies currently on the Children and Young People’s Strategic Partnership to work together. The Bill would enact the Executives agreed six high level outcomes for children in legislation and require departments to further these outcomes. The Bill would establish new review and reporting mechanisms which would require departments and public bodies to assess the efficiency and effectiveness of their services for children and, when opportunities exist, to enhance co-operation. The Bill would also contain an enabling power authorising departments to pool budgets and share resources.
15. The response to the Member’s consultation was unanimously in favour of introducing a statutory duty to co-operate and introducing legislative provisions to enable departments to pool budgets. In addition, academic research, which has become
3 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
available since the Member developed an initial proposal on this subject, has strengthened the case for a statutory duty to co-operate. Case studies detailed in the consultation responses provided additional evidence of existing problems.
16. The Member is not aware of any proposal by the Executive to review children’s legislation and to introduce the provisions outlined in this Bill. England, Wales and Scotland have all already enacted a statutory duty to co-operate and this Bill will bring Northern Ireland closer into line with legislation elsewhere. Responses to Assembly Questions have revealed that legislation does not exist to enable departments to pool budgets. Moreover, departments provided conflicting responses as to whether they presently jointly commission services. This legislation would clarify the legal competence of departments to pool budgets and set a legal framework which encourages departments to consider such initiatives. For these reasons, the Member concluded that a Bill was necessary.
OVERVIEW
17. The Bill requires departments and statutory bodies to co-operate with one another and with other children’s services providers to improve the well-being of children and young persons. ‘Well-being’ is defined drawing on language used in the Children’s Strategy (A ten-year strategy for children and young people in Northern Ireland 2006- 2016). The strategy is put on a statutory footing with a requirement that it contain outcomes, actions, measure and timelines as well as a requirement that children and young persons, parents and guardians and children’s representatives, be consulted.
18. The Bill also contains an enabling power which will permit departments and statutory bodies to pool their budgets and share resources for the purposes of fulfilling their duties. This can improve co-operation, as it will facilitate the provision of joint services, helping to avoid duplication and to improve co-ordination. It would also facilitate the provision of services which would otherwise not be provided by any department or body acting alone. Pooled budgets will also create opportunities for early intervention and preventative spending as it will enable departments to fund services outside of their statutory remit, which may be a more effective means of meeting their own statutory responsibilities.
19. The Bill consists of eleven clauses. It was substantially amended at Consideration Stage, during which the Member in charge of the Bill opposed all but one of the original clauses and proposed amendments replacing and adding to the opposed provisions. Clause 4 of the Bill as introduced, dealing with children’s and young people’s services plans, was removed and the amendment to replace that clause was not moved.
20. Five amendments were made at Further Consideration Stage, refining definitions; adding regulation-making powers related to the pooling of budgets and sharing of resources; bringing forward the first reporting date; and requiring the Executive to take account of that report in preparing a Programme for Government.
4 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
COMMENTARY ON CLAUSES
A commentary on the provisions follows below. No comment is made where the wording is self-explanatory.
Clause 1: Well-being of children and young persons
Clause 1 acts as a purpose clause, making clear that the Bill is designed to improve the well-being of children and young persons. It also defines the key concept of “well- being”, drawing on language used in the Children’s Strategy and the Northern Ireland Act 1998. In addition, subsection (3) stipulates that in interpreting “well-being” regard must be had to the United Nations Convention on the Rights of the Child.
Subsections (5) and (6) allow the Office of the First Minister and deputy First Minister (OFMdFM) to modify the meaning of “well-being” by means of subordinate legislation which would have to be approved by the Assembly.
Clause 2: Co-operation to improve well-being
Clause 2 requires all “children’s authorities” (defined as Departments and other key statutory bodies) to co-operate with one another and with “other children’s services providers” (defined in clause 9) in the exercise of any functions which may contribute to the well-being of children. The Executive is obliged to make arrangements to promote such co-operation and the children’s authorities must co-operate with the Executive in that task.
Clause 3: Children and young persons strategy
Clause 3 imposes a statutory obligation on the Executive to adopt and maintain a children and young persons strategy to improve the well-being of children and young persons. The strategy must include the outcomes to be achieved, as well as the actions that will be taken, the measures to be used to assess progress and the timeline within which the outcomes should be achieved. The Executive must consult children and young persons, parents and guardians and children’s representative bodies in preparing the strategy. The clause also sets out the procedure for publishing, amending or replacing the strategy.
Clause 4: Sharing of resources and pooling of funds
Clause 4 is an enabling power allowing the pooling of budgets and sharing of resources with a view to co-operating under the Act and could be used, for example, to support actions contained in the strategy.
Clause 5: Report on the operation of this Act
Clause 5 requires the Executive to prepare and publish a report on actions taken by the Executive and departments towards achieving the outcomes set out in the strategy; the progress achieved; the extent to which children’s authorities and other children’s
5 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
services providers have co-operated with one another and pooled budgets and resources; and how the well-being of children and young persons has improved. The report must also identify opportunities for further co-operation, other ways in which well-being could be improved and any resulting revisions required to the strategy. The first report must be published within eighteen months of the first children’s strategy being published; reports thereafter are required at intervals of no more than three years.
Children’s authorities are required to co-operate with the Executive in preparing the report and OFMdFM must lay a copy of the report before the Assembly.
Clause 6: Programme for government
In preparing a programme for government, the Executive is required, by clause 6, to take account of the most recent report under clause 5.
Clause 7: Guidance
Under clause 7, OFMdFM may publish guidance on the Act, to which the children’s authorities must have regard.
Clause 8: Regulations relating to section 4
Clause 8 gives the Department of Finance and Personnel the power to make regulations governing the children’s authorities’ use of the powers, under section 4, to pool budgets and share resources.
Clause 9: Interpretation
This clause defines children and young people largely in accordance with the definition in the Commissioner for Children and Young People (Northern Ireland) Order 2003, to ensure that this legislation mirrors existing legislative definitions of children and young people. It also defines “children’s authority”, “children’s service” and “other children’s service provider” for the purposes of the Bill.
Clause 10: Commencement
Under clause 10, the Act will become law from the day after it receives Royal Assent and the first strategy must be published within 12 months of that date.
FINANCIAL EFFECTS OF THE BILL
21. The Bill is intended to underpin, and enhance co-operation around, the Children’s Strategy (A ten year strategy for children and young people in Northern Ireland 2006- 2016). However, it will have cost implications for children’s authorities (listed in clause 9). Those costs may include, but may not be limited to, transitional, implementation and running costs arising from the general duty to co-operate under clause 2, and the reporting requirement under clause 5: for example, administration, IT and staff training costs relating to the development, operation and delivery of new
6 NIA Bill 44/11-16 EFM REVISED
This Memorandum refers to the Children’s Services Co-operation Bill as amended at Further Consideration Stage in the Northern Ireland Assembly on 19 October 2015 (Bill 44/11-16)
policies, procedures, guidance, as well as recording and reporting systems. Similarly, administration of the shared resources and pooling funds under clause 4 may have cost implications relating to administration, IT and staff training.
22. The purpose of this bill is to improve the efficiency and effectiveness of children’s services. The intention is that greater levels of co-operation would improve efficiency and enable public bodies to provide enhanced outputs with a given level of expenditure. Greater levels of co-operation will also ensure that greater proportions of expenditure are allocated to outputs which are more effective in furthering the achievement of the specified outcomes. It is anticipated that after an initial transition period the effect of the Bill would be to save costs through greater administrative efficiency.
HUMAN RIGHTS ISSUES
23. The consultation was sent to the Human Rights Commission and the Equality Commission in the spring of 2011. Neither organisation raised any concerns in relation to its compliance with human rights or equality law.
24. The Bill is intended to enhance services to children and young people and to be consistent with promoting human rights and equality.
LEGISLATIVE COMPETENCE
25. The Member in charge of the Bill, Mr Steven Agnew, had made the following statement under Standing Order 30:
“In my view the Children’s Services Co-operation Bill would be within the legislative competence of the Northern Ireland Assembly.”
7 NIA Bill 44/11-16 EFM REVISED
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Review of Grass Pitch Allocation
Date: 8 December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks and Leisure
Contact Officer: Claire Sullivan, Policy and Business Development Unit 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 The purpose of this report is to update Members on the situation in relation to the allocation of the grass soccer pitch in the Waterworks (Westland end) and the process that will be undertaken to review the allocation of grass pitches.
2.0 Recommendations Members are asked to note The update provided in relation to the allocation of the grass soccer pitch in the Waterworks (Westland end) and the process that will be undertaken to review the allocation of grass pitches. That it is anticipated that the review will commence in early January and the recommendations will be brought to this Committee in April 2016.
3.0 Main report
3.1 Members will be aware that a paper was brought to the August meeting of the People and Communities Committee regarding an issue over several requests for the use of the pitch in the Waterworks (Westland end). It was agreed that officers would meet with stakeholders to reach a mutual agreement on the use of the Westland pitch. It was also agreed ‘that a review would be undertaken in respect of the allocation of playing pitches, in consultation with the Belfast Leagues, ready for implementation by June 2016, in due course.’ 3.2 Officers have met with league secretaries and representatives of various teams who wish to use the pitch in the Waterworks. It was agreed unanimously by all teams that a ground sharing arrangement should be in place and that one of the weeks should be used by a Westland team. As all teams wished to use the alternative week there was no consensus reached. There were suggestions on the process for allocation such as an expression of interest based on agreed criteria.
3.3 The current soccer pitches allocation policy was approved by Committee in September 2003 and involves the Council allocating 66 grass soccer pitches to nine Leagues at the start of the season. The leagues are then responsible for allocating the pitches to their teams for Saturday and Sunday matches in the winter season. The one exception to this is the Down Area Winter Football League (DAWFL) who declined to comply with the Council’s policy and pitches were therefore allocated directly to two of their teams, due to LGR this has now increased to five teams.
3.4 Due to a number of changes as outlined below it may now be an opportune time to review our process: o the introduction of Local Government Reform which resulted in an increase in the number of teams and pitches; o general under usage of pitches identified within the previous season; o requests received for use of pitches from Leagues outside of Belfast; and o we are receiving competing requests for recently upgraded facilities such as the new pitch in the Waterworks (Westland end).
3.5 Officers are currently in the propose of procuring consultancy support to undertake a review using the following staged approach:
Stage 1a – Supply and demand analysis This stage will include consultation with relevant stakeholders including leagues and governing bodies and will analyse the demand for our grass pitches from all users.
Stage 1b – Appraisal of management options This stage will look at the various options that are available for the allocation of our pitches and include the cost and resource implications for the Council for both the allocation of soccer pitches and the subsequent management of fixtures throughout the season.
Stage 2 – Recommendation of option and process to be used for allocation Using the findings of stages 1a and 1b a recommendation will be made around the preferred option for the allocation of pitches. It will also provide a process of how the allocation should work including criteria that should be applied: if there is more than one request for a site/pitch; where there is spare capacity; where there is under usage of pitches during the season and where there is displacement as a result of the closure of facilities.
It is anticipated that the review will commence in early January and the recommendations will be brought to this Committee in April 2016. It is also proposed that information sessions would be held during May 20l6 with key stakeholders to present the preferred option and to ask for their comments on the implementation and management process.
Financial & Resource Implications. Based on previous experience it is estimated that the cost of the consultancy support would be in the region of £5,000 -£7,000 and this can be met through existing departmental budgets.
Equality or Good Relations Implications The policy will be screened in line with the Council’s process and the consultant will be asked to provide a preliminary equality screening to identify any potential differential impacts and possible mitigating action and also any potential good relations impacts. An EQIA was also carried out on the Playing Pitches Strategy which is the overarching strategy to which this piece of work relates. 4.0 Appendices – Documents Attached None
PEOPLE AND COMMUNITIES
ALEXANDRA PARK OUTDOOR CLASSROOM
Subject: Outdoor Classroom in Alexandra Park
Date: 08 December 2015
Reporting Officer: Rose Crozier Assistant Director of Parks and Leisure
Contact Officer: Fintan Grant, City Parks 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
Members may be aware that the Alexandra Park Steering Group was established as a stakeholder advisory group to deliver the Peace III funded “Reconciling Communities through Regeneration” programme in Alexandra Park and that they have worked with the Council on regeneration projects within the park.
The Steering Group has proposed the development of an outdoor classroom in the park, located in an area that sits behind the interface barrier, between the fence and the recycling yard, which is not currently accessible to members of the public. The creation of the outdoor classroom will require the reduction or removal of a section of the interface barrier.
The proposal was presented to the North Area Working Group on Monday 23 November 2015.
The purpose of this report is to inform Members of the proposed project and to seek approval to undertake a public consultation exercise in relation to it.
The proposed consultation and engagement framework can be found at Appendix 2 2.0 Recommendations
Members are asked to approve the carrying out of a public consultation exercise on the development of an outdoor classroom in Alexandra Park.
3.0 Main report
Background The Alexandra Park steering group was established as a stakeholder advisory group to deliver the Peace III funded “Reconciling Communities through Regeneration” programme in Alexandra Park. The programme was developed and managed by Groundwork NI and had 4 key objectives: To develop key skills for peace and create opportunities for inter-group dialogue, cross community relationship building and networking; To work strategically with the Peace III clusters; To build positive relationships at a local level in order to achieve positive change; and To begin to address contested physical space issues with the aim of regenerating physical spaces and removing physical manifestations of segregation.
Participation for the steering group has been widely encouraged and sought and the main participants to date have been: Belfast City Council; Groundwork NI; North Belfast Community Development & Transition Group; Intercomm; PSNI; North Belfast interface Network ; Challenge for Youth; Department of Justice; Newlodge Arts; Youth Justice agency; and Non-affiliated residents from Parkside, Dunmore, Newington, Castleton, Mountcollyer and Camberwell Terrace. Successes to date are regeneration works within the park that include a nature trail, installation of seating, interpretive panels on history and wildlife in the park, the development of a picnic area and the installation of fishing stands. Full refurbishment of the two playgrounds and the installation of an outdoor gym. A programme of successful events has been delivered in the park, the most significant in September 2011 to mark the opening of the gate installed within the interface barrier.
A report was commissioned by the Council and completed by J Harrison in February 2014 which made a number of recommendations to the Council on the future of the Steering Group and its role in the continued development of Alexandra Park.
Council officers continue to work closely with the steering group to ensure continued development and improvements within Alexandra Park. This includes working closely with the Police Service NI to ensure that any incidents or reports of anti-social behaviour are swiftly dealt with.
Proposed project The Steering Group has requested that the Council consider the development of an outdoor classroom within the park. The area that has been suggested currently sits between the fence and the recycling yard as outlined by the hashed area in Appendix 1. The area is approximately 80m x 80m in size and currently is not accessible to members of the public. This is considered as ‘dead’ space and access would be required through the interface barrier. The area of barrier which is to be removed is also outlined in Appendix 1.
The key stakeholders who are represented on the Steering Group are eager to see the area evolve in to a shared space and initial feedback from local schools and community organisations is that they are keen to re-landscape the area to include an outdoor classroom.
At this stage detailed designs for the outdoor classroom have not yet been developed and further consultation and engagement needs to be carried out on what it should look like. Based on early discussions and projects elsewhere it is likely to include: Bird feeding stations and bird nesting boxes An area for growing food Wildflower sections Mini beast hotels Hedgehog houses A wildlife pond Classroom effect tables and chairs.
Funding Members should note that there is currently no budget available for the creation of the outdoor classroom and that until a detailed design is developed we are not in a position to estimate the cost. The Department of Justice will pay for the cost of removing the section of the interface barrier but at this point they are not in the position to provide any further funding to this project. There is potential for us to seek funding from other sources such as OFMDFM’s Together Building a United Community or Peace IV.
Consultation Recognising the sensitivities in the project, it is proposed that a public consultation exercise be undertaken. This would involve consulting with key stakeholders in the area and local residents through the holding of several public meetings. These would be independently facilitated and be held at different times and locations to maximise attendance. The meetings would be advertised through the Council’s normal communications channels and posters would be put up in the park and other venues in the area. Where applicable one to one meetings would be held with organisations such as the local schools and those whose premises are situated directly beside the park.
In addition, it is proposed that the consultation is an opportunity to review and refresh the terms of reference for the Steering Group, as per the recommendation from the Harrison report in 2014. This would be an opportunity to re-connect with local residents and re- vitalise the broader plan for the park, in-keeping with the Council’s standards for community engagement and outreach work. Members of the public and stakeholders would be asked for their views on the role of the group and their vision for the park, as well as build confidence and ensure sustained good relations in the neighbourhoods adjacent to the park.
The independent consultant would be expected to deliver a report, outlining: Feedback on the development of the park to date; Emerging priorities for the Council to consider in its planning cycle with the Steering Group; Options on community engagement in the park; and A position on the outdoor classroom, and any mitigating actions.
Following this, a report would be brought to the North Area Working Group for its consideration, and then to the People and Communities Committee.
Financial & Resource Implications Based on previous experience a maximum of £6,000 has been set aside from existing departmental resources for the carrying out of the public consultation exercise.
There is currently no budget available for the creation of the outdoor classroom and at this stage we are not in a position to estimate the cost.
Equality or Good Relations Implications The consultation on the development of an outdoor classroom in Alexandra Park will be undertaken in line with the Council’s Equality Scheme.
4.0 Appendices – Documents Attached
Appendix 1 – Map of the area
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Appendix7 '1'
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ESS A L E X A N D R A P A R K A V E N U E
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PEOPLE AND COMMUNITIES COMMITTEE
Subject: Parks Events Small Grants Scheme – Recommendations for Funding
Date: 8 December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks & Leisure
Contact Officer: Agnes McNulty, Open Spaces & Active Living 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
The purpose of the report is to inform Members of the decision taken by the Assistant Director of Parks & Leisure, under delegated authority regarding the applications received in Tranche 2 for events taking place in parks between 1 October 2015 and 31 March 2016.
2.0 Recommendations
It is recommended that the Committee note the contents of the report. 3.0 Main report
Key Issues The applications were assessed according to the criteria and full details of the applications received and the grant awards are presented in Appendix 1. There were 19 applications received, 8 were awarded funding from the remaining budget and 11 applications were unsuccessful.
An Independent Assessment Panel chaired by the Open Spaces & Active Living Manager and three other Officers independent from the Open Spaces & Active Living Unit (OS&AL) reviewed a sample of the applications (20%), were satisfied with the scoring and application of the criteria for the grants and approved the recommendations for awards. The Central Grants Unit will continue the administration of the grant through notification to unsuccessful applicants, drafting and distribution of Letters of Offer, holding workshops for grant awarded applicants, facilitation of payments and monitoring of all awards, including financial verification visits.
Financial & Resource Implications The total budget for 2015/16 is £115,000. Tranche 1 - £103,644.70 and Tranche 2 - £11,355.30. The scheme is managed by staff from the OS&AL Unit and the Community Park Managers and Outreach Officers are responsible for liaising with the groups.
Equality or Good Relations Implications There are no known equality and good relation implications. 4.0 Appendices – Documents Attached
Appendix 1 - List of Applications & Grants, Tranche 2, 2015/16 Appendix 1 - List of Applications & Grants, Tranche 2, 2015/16 Project No. Organisation Project Name
3635 The Conservation Volunteers TCV's Big Green Weekend 3697 Taughmonagh Community Taughmonagh Easter Family Fun Day Forum 3606 The Conservation Volunteers Growing Communities Celebration 3615 New Lodge Arts North Belfast Magical Festival 3601 Féile an Phobail Draiocht Children's Art Festival 3649 St James Community Forum Rodney to Turf Spooky Treasure Hunt 3723 Markets Development MDA Spring Park Celebration Association 3904 Greater Village Regeneration South West Belfast Community Trust Challenge Event Unsuccessful Applications Project Organisation Project Name No. 3629 Parkgate Community The Easter BBQ Association 3647 Cultúrlann McAdam Ó Fiaich Belfast Buns & Baps Tea Party
3521 Ligoniel Family Centre Teddy Bears Picnic
3890 Inner East Youth Project St Patrick in the Park
3644 Suffolk Community Forum Suffolk Park Party
3715 Lagan Village Youth & Movie in the Park Community Centre 3764 Northern Ireland Telugu Indian Telugu New Year Celebrations Association(NITA)
3742 Knocknagoney Community Parklife 15 Centre Management Committee 3800 Ardoyne Fleadh Project Hallowe'en at the Marrowbone
3233 Philippines Unified Support South Belfast Christmas Lantern Organisation Parade 3607 Upper Springfield Resource Sport and Fun in the Park Centre Appendix 1 - List of Applications & Grants, Tranche 2, 2015/16 Venue Date Amount Amount Awarded Requested Ormeau Park 04/10/15 £3,000.00 £2,555.00 Taughmonagh Playground 25/03/16 £2,181.00 £1,759.00
Musgrave Park 15/10/15 £1,540.00 £445.00 Waterworks 28/10/15 & 29/10/15 £3,000.00 £2,000.00 Falls Park 26th-30th Oct 2015 £3,000.00 £3,000.00 Falls Park 24/10/15 £990.00 £374.00 Stewart Street Playground 26/03/16 £1,280.00 £611.15
Blythefield Park 26/03/16 £3,000.00 £611.15
Unsuccessful Applications Venue Date Amount Reason Requested King George V Playing 26/03/16 £180.00 Budget fully Fields allocated Dunville Park 27/03/16 £1,975.00 Budget fully allocated Ligoniel Park 15/08/16 £1,650.00 Did not meet pass mark Orangefield Playing Fields 17/03/16 £2,925.00 Did not meet pass mark Carnamore Park 03/10/15 £3,000.00 Event not during park opening hours Ormeau Park 19/03/16 £2,508.00 Require cinema licence Ormeau Park 27/03/16 £4,000.00 Event not during park opening hours Knocknagoney Park 29th Oct & 15th Dec £2,960.00 Event not during 2015 park opening hours Marrowbone Millennium 29/10/15 £3,000.00 Received £3k in Park Tranche 1 Botanic Gardens 19/12/15 £3,000.00 Withdrawn
Sliabh Dubh 1/9/15 £2,500.00 Not a Council site PEOPLE AND COMMUNITIES COMMITTEE
Subject: Community Development Grants Programme 2016/17
Date: 8/12/15 Ronan Cregan: Director of Finance and Deputy Chief Executive Reporting Officer: Catherine Taggart – Community Development Manager Contact Officer: Clare Mullen – Community Resources Unit Manager
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to obtain approval from members for a one year extension of the 15/16 large grants awarded under the Community Development Grant Programme.
1.2 The budget for the current contracts is made up of the following sources of funding, including; £1,404,000 from the Department for Social Development under the Community Support Programme, £1,050,483.00 from Council and an additional investment of £635,523 from Council in 15/16.
2.0 Recommendations The committee is requested to approve the following;
(i) To extend the current large grant contracts for a further one year period up to the 31st March subject to a review and submission of the 16/17 programme.
3.0 Main report
3.1 Key Issues Members were advised in an update report on the Transfer of Urban Regeneration and Community Development in June 2015 that the DSD budget transferring included £1.4million funding towards the Council’s own £2.5 million Community Development Grants Programme which covers General Advice Grants, Capacity Building Grants and Revenue Grants for Community Buildings. In preparation for the transfer of Urban Regeneration and Community Development in April 2015, and to align with transition and transformation, Council held an open call for the three large Community Development Grants in June 2014. As part of the process applicants were invited to submit proposals for a 2 year period (2015- 2017) and were assessed on that basis. However, as the transfer of regeneration powers was delayed until 2016, and the associated financial support package was not yet agreed, contracts could only be awarded for a one year period up to March 2016.
3.2 In order to facilitate effective engagement with the sector and to enable timely notification to groups in line with the Public Account Committee’s “Code of Conduct and Addressing Bureaucracy report in Grant Making” which was launched earlier this year, it is recommended that current contracts should now be extended until 31 March 2017. The extension would be subject to a review of performance and the submission of a programme for 16/17.
3.3 Officers also recommend that those organisations which failed to meet the grant threshold and who Council agreed to fund for a one year period are offered the same contract extension.
3.4 Any decision to extend would facilitate funding for 29 Capacity Building grants, 82 Revenue for Community Buildings grants, and support the 5 Generalist Advice Consortia. Project and summer scheme grants would be subject to an open call for applications.
3.5 The proposal to extend these 3 large grants is subject to Council receiving the same level of grant income of £1,404,000 from the DSD Community Support Programme 16/17 given the postponement of the Transfer of Regeneration and Community Development.
Financial & Resource Implications 4.0 The additional resource required from Council to extend the existing grants for 2016/17 is £635,523.00. This was agreed by the Strategic Policy &Resources Committee meeting on 20th November 2015.
5.0 Equality or Good Relations Implications There are no equality or Good Relations implications 6.0 Appendices – Documents Attached
6.1 None
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Update on the Amateur Boxing Strategy
Date: 8 December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks and Leisure
Contact Officer: Claire Sullivan, Policy and Business Development Unit 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 purpose of this report is to provide Members with an update on ‘the eligibility of clubs which were affiliated to the Northern Ireland Boxing Association, as opposed to the Irish Amateur Boxing Association, to apply for funding under the Council’s Amateur Boxing Strategy’ as requested at the November Council meeting. 2.0 Recommendations
2.1 Members are asked to note the update provided.
3.0 Main report 3.1 As advised in the October 2015 report to the People and Communities Committee, a process has begun to establish a governing body for boxing in Northern Ireland. Boxing is currently governed on an all island basis and the recognised governing body is the Irish Amateur Boxing association (IABA) based in Dublin. The Northern Ireland Boxing Association (NIBA) has now been established as a separate entity and whilst it is not yet a recognised governing body several clubs have now affiliated with it.
3.2 The total fund allocated to the Amateur Boxing Strategy is £200K per annum for a three year period. Under the strategy there is only one fund to which clubs can directly apply for funding. This is the ‘Start up Fund’ of £10k per annum which newly established boxing clubs can apply for a grant of £2,500. One of the criteria as agreed by Council is that the club must ‘be established as a boxing club (not Mixed Martial Arts (MMA) or other activities) and be working towards IABA or Nation GB recognition’. As the NIBA is not currently a recognised governing body, newly established clubs which are affiliated to them are not currently eligible to apply for this funding.
3.3 A key element of the Boxing Strategy is the promotion of boxing across the city through events such as the Belfast Day of Boxing and Try it events. Clubs that take part in events such as these will be reimbursed for expenses such as facility hire and coaching time. The Council will only use clubs that are affiliated to a recognised governing body and where possible clubs that have ‘Clubmark’. Affiliation to a recognised governing body gives the Council assurance that a club is operating to a high standard and that they have the correct policies and procedures in place around areas such as: Health and safety Child protection Governance and management Coach education and vetting Training and vetting of volunteers
This is particularly important in a high impact sport such as boxing to ensure that any risk of injury is mitigated. Affiliation to a recognised governing body also gives us assurance that the correct insurance is in place which is important if we are to use a club and/or its coaches for an event that is open to the public.
3.4 Coach education and development is one of the key strategic challenges of the Strategy and the Council has funded a number of coaching courses. Generic courses such as child protection and first aid are open to coaches from any club including those affiliated to the NIBA. However boxing specific qualifications such as Level 1 and 2 have to be delivered through a governing body that is recognised by the AIBA (International Boxing Association) and currently the only body recognised to deliver these courses in Northern Ireland is the IABA.
3.5 Club support and development is another key strategic challenge and one of the key actions under this was the introduction of a Sports Development Officer and two community based boxing coaches. The Sports Development Officer works with all boxing clubs across the city irrespective of affiliation advising and assisting as required around issues such as Club Development Plans, good governance and funding.
The Council has also recently commissioned a boxing club development support programme which will be offered to 15 clubs on a first come first serve basis. This will provide a mix of training sessions on topics including funding, facility development, event management and governance and 1-1 mentoring support for clubs on areas they have identified for development. This programme will be open to all clubs across the city whether affiliated to the IABA or NIBA. If demand exceeds the number of places available we will explore the potential of rolling it out again in the next financial year.
3.6 There are other Belfast City Council grants available including a range of Support for Sport grants. The eligibility criteria for both the large and small development grants is that an organisation must: Be a club or a constituted community group with a current membership affiliated to a governing body that is recognised by Sport NI or Belfast City Council (National Governing Bodies are not eligible to apply).
Financial & Resource Implications. 3.7 £200,000 per year for a period of 3 years was agreed for the implementation of the strategy.
Equality or Good Relations Implications 3.8 The strategy has been equality screened in line with the Council’s equality process. The screening showed that there were potential adverse impacts on a number of groups including females and people with a disability and mitigating actions were added to the strategy.
4.0 Appendices – Documents Attached
4.1 None
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Use of sports pavilions by stakeholders – Tullycarnet Park, Victoria Park and Orangefield Park
Date: 8 December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks and Leisure
Contact Officer: Stephen Stockman, City Park Manager East
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
Following the transfer of Tullycarnet Park under LGR in April 2015 it has been established that a number of groups / clubs use this facility, these were namely: TAGIT Boxing Club Gilnahirk Men’s Bowling Club Gilnahirk Ladies’ Bowling Club Gilnahirk Bowling Veteran’s Club Royal British Legion, Tullycarnet Branch These groups had an informal key holding arrangement with Castlereagh Borough Council.
In addition to this a request has been received from East Belfast Partnership for key holding and free use of the pavilions at Orangefield and Victoria Parks for community events and initiatives.
The purpose of this report is to seek permission to formalise these arrangements. 2.0 Recommendations
It is recommended that permission is given to formalise key holding arrangements by means of a legal agreement with appropriate terms of use with the groups using Tullycarnet Pavilion.
It is also recommended that East Belfast Partnership be granted free use of the Orangefield and Victoria Park Pavilions.
3.0 Main report As stated in the purpose of report, permission is being requested to formalise the key holding for the groups using the pavilions as outlined above.
In addition to this a request has been received from East Belfast Partnership who are partners with Belfast City Council on the Connswater Greenway Project to use the pavilions at Orangefield and Victoria park as venues for a range of community initiatives some of which will be undertaken in partnership with the Parks outreach team.
While the pavilions are not normally staffed it is hoped that key holding arrangements could be put in place to support better use of the facilities – i.e. that these partners will open and close the facilities in line with the club / user requirements, under a legal agreement with the Council,
To ensure there are no double bookings the departments Outdoor Leisure Unit will handle all bookings. Groups at Tullycarnet are paying customers and will continue to pay for all such bookings.
Because of the nature of the use of the pavilions at Orangefield and Victoria the request from East Belfast Partnership is based on free use.
Key Issues There may be cost to the council for additional electric and water which would be covered within the parks operational budget.
There is also likely to be some additional staff monitoring and planning implications which will be accommodated through our normal management process.
As part of the key holding arrangement, users will receive an induction in relation to all health and safety issues related to the management of the pavilion as well as requirements for safeguarding children, young people and vulnerable adults. Key holders will be required to sign up to a binding legal agreement, outlining their responsibilities.
4.0 Appendices
None
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Proposal for naming of streets
Date: 8th December, 2015
Reporting Officer: Trevor Martin, Head of Building Control
Contact Officer: Roisin Adams, Business Coordinator
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 an application for the naming of new streets in the City and the continuation of an existing street in the City.
2.0 Recommendations
2.1 Based on the information presented the Committee is required to make a recommendation in respect of the applications for new street names in the City. The Committee may either: Grant the applications, or Refuse the applications and request that the applicant submits another name for consideration. 3.0 Main report
Key Issues 3.1 The power for the Council to name streets is contained in Article 11 of the Local Government (Miscellaneous Provisions) (NI) Order 1995.
3.2 Members are asked to consider the following applications for naming new streets in the City. The application particulars are in order and the Royal Mail has no objections to the proposed names. The proposed new names are not contained in the Council’s Streets Register and do not duplicate existing approved street names in the City. Proposed Name Location Applicant Harberton Park Gardens Off Harberton Park, BT9 Dimensions Architects Harberton Crescent Off Harberton Park, BT9 Dimensions Architects Harberton Green Off Harberton Park, BT9 Dimensions Architects
Proposed Name Location Applicant Harberton Lane Off Harberton Park, BT9 Dimensions Architects Harberton Square Off Harberton Park, BT9 Dimensions Architects Glenalina Court Off Glenalina Road, BT12 Apex Housing
3.3 Dimensions Architects have advised that Harberton was proposed as the new streets are located off Harberton Park and the developer wishes to retain the name “Harberton” for the entire development.
3.4 Apex Housing have proposed Glenalina Court as a new street name. Their second and third choice is Glenalina Place and Glenalina Avenue respectively. They have advised that the proposed names are in keeping with the local geography of the area.
Financial & Resource Implications 3.5 There are no Financial, Human Resources, Assets and other implications in this report.
Equality or Good Relations Implications 3.6 There are no direct Equality implications. 4.0 Appendices
4.1 None PEOPLE AND COMMUNITIES COMMITTEE
Subject: Proposed Naming of CS Lewis Square
Date: 8 December 2015
Reporting Officer: Rose Crozier, Assistant Director of Parks and Leisure
Contact Officer: Eiméar Vance, Project Sponsor
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 be aware that the Connswater Community Greenway (CCG) is a 9km linear park along the course of the Connswater, Knock and Loop Rivers in East Belfast that is currently being delivered by the Council as part of our Investment Programme. The £32million scheme was developed by EastSide Partnership (previously EBP) and is funded by the Big Lottery Fund, Department for Social Development (DSD) and Belfast City Council.
1.2 At the urban heart of the CCG at Holywood Arches adjacent to the Newtownards Road - a civic square is being constructed which will be capable of hosting outdoor performances, markets and local celebrations. The square is being themed in honour of the locally born author C.S Lewis and will be home to a series of public art pieces inspired by his classic children’s novel – The Lion, the Witch and the Wardrobe.
1.3 The purpose of this paper is to gain Committee approval for the proposal to name this new local landmark the ‘C.S. Lewis Square Civic Square’.
2.0 Recommendations 2.1 Following consideration of this report the Committee is asked to agree the proposal to name the civic square being constructed at Holywood Arches as part of CCG - the ‘C.S. Lewis Civic Square’.
3.0 Main report 3.1 The CCG will create a 9km linear parkland through East Belfast which will reacquaint the river with the surrounding communities by creating a vibrant, safe and accessible open and green spaces for leisure, recreation and community events and activities. In line with the project, DRD’s Rivers Agency is taking forward a £11million Flood Alleviation Scheme to provide increased protection to properties and businesses near the river courses that are at risk from river and tidal flooding.
3.2 As part of the CCG a civic square is under construction at Holywood Arches off Newtownards Road - adjacent to the Arches Health Centre, the Holywood Arches Library and the new EastSide Visitor Centre. As well as being utilised daily by local people – the civic square will create an event space capable of hosting outdoor performances, markets and local celebrations.
3.3 Although the majority of the site of the square is still owned by DRD Transport NI and under Council management through a formal agreement with them - this is with the view that Council will purchase it at a time in the future when they are a position to dispose of it (i.e. post BMAP judicial review).
3.4 It is proposed to name the new local landmark the ‘C.S. Lewis Civic Square’ in honour of the locally born author. This name also reflects the C.S Lewis theme of the square, and a series of six new sculptures inspired by his classic children’s novel – The Lion, the Witch and the Wardrobe that were recently commissioned for this location. This artwork is due to be installed on the civic square’s completion mid 2016 and will compliment ‘the Searcher’ - a bronze recreation of Narnia’s famous Wardrobe that is already located there.
Council’s Renaming policy 3.5 At a meeting in August 2008 Council’s Parks and Leisure Committee agreed a policy framework for managing requests to (re)name parks and leisure facilities. Although this policy does not apply in this instance as the majority of the square is not in Council ownership – the proposal to name it the ‘C.S. Lewis Civic Square’ is in line with the policy’s agreed criteria, in so far as the author C.S. Lewis: made a “significant contribution” to the life of the area and City; lived within the locality and District Electoral Area; and is deceased for more than five years.
In line with Council’s policy - the name ‘C.S. Lewis Civic Square’ - both provides a ‘sense of 3.6 place’ for local people, and as aforementioned, marks the ‘historical significance of the area’ by honouring the local author, and contextualising the existing and new Narnia themed CCG artwork that it will be home to.
4.0 Resource Implications Financial & Resource Implications 4.1 None
Equality or Good Relations Implications 4.2 There are no equality or good relations implications attached to this report.
5.0 Key to Abbreviations 5.1 CCG – Connswater Community Greenway EBP – East Belfast Partnership BMAP – Belfast Metropolitan Area Plan 2015 DSD - Department for Social Development DRD - Department of Regional Development
6.0 Appendices – Documents Attached
6.1 None
PEOPLE AND COMMUNITIES COMMITTEE
Update on the Court of Appeal Hearing and the Application to Erect a Subject: Dual Language Street Sign at Ballymurphy Drive
Date: 8th December 2015
Reporting Officer: Trevor Martin, Head of Building Control
Contact Officer: Stephen Hewitt, Building Control Manager
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of report or summary of main issues
1.1 To update the Committee on the recent Court of Appeal hearing in relation to the application for the erection of a dual language street sign at Ballymurphy Drive. The Committee is also asked to determine this application.
2.0 Recommendations
2.1 That the Committee:
note the determinations made in both the legal proceedings connected with this application, and consider whether to exercise its discretion on the application to erect a second street nameplate in Irish at Ballymurphy Drive.
3.0 Main report
Background 3.1 An application was received on 23 May 2013 from Glór na Móna to erect a second street nameplate at Ballymurphy Drive, showing the name of the street expressed in a language other than English. The second language was Irish. The Council’s Street Naming Policy requires two thirds of the persons on the street appearing on the electoral register to respond in favour of the application. However, the policy does permit the Council to depart from that policy in exceptional circumstances.
3.2 Despite the extension of the time within which responses could be submitted, the applicant failed to meet that threshold. No exceptional circumstances were provided by the applicant as to why the Council should depart from its Policy and the application was not placed before Committee for recommendation for approval.
3.3 Subsequently a resident of Ballymurphy Drive, Ms Eileen Reid, of 13 Ballymurphy Drive (the Applicant), judicially reviewed that decision. That judicial review primarily sought to challenge the validity of the Council’s Policy itself. This case was subsequently heard on 5th September and 10th November 2014 before Mr Justice Horner.
3.4 The decision of Mr Justice Horner was delivered on 4th December 2014 and a copy of this Judgment is attached at Appendix 1. As appears from that Judgement, the Judicial Review failed on each of the five grounds advanced.
3.5 The decision was reported to the Heath Environmental Services Committee in January 2015 (Appendix 2).
3.6 Ms Reid then sought to appeal the decision of Mr Justice Horner to the Court of Appeal. The appeal was opened before the Court of Appeal on 17th November 2015.
3.7 In the early exchanges at the hearing it became clear that a key consideration for the Court was the discretion which exists within the policy. Although it was accepted by the appellant that this application had not received the required support, the appellant asserted that exceptional circumstances existed in this application and the Council should consider exercising its discretion to depart from the policy.
3.8 The Council’s case – accepted by Mr Justice Horner – was that, as the policy operates, the Head of Building Control considered in the first instance whether there were exceptional circumstances which warranted an application which does not meet the usual requirements of the policy being put before the then Health and Environmental Services Committee (‘the Committee’) in order for it to consider whether it wished to depart from the policy. In this case, no such purported exceptional circumstances had been raised at the time of the application – although the appellant’s lawyers raised a number of matters in the course of the judicial review proceedings themselves which they claimed amounted to such exceptional circumstances.
3.9 However, given that the Council accepted that it had a discretion to depart from the policy but that the Council had not at any time, in advance of the proceedings brought by the appellant, considered the issues belatedly raised by her as a basis for it departing from the policy, the Court of Appeal questioned whether it would be more appropriate, at this juncture, for the matter to be sent back to the Committee for consideration of those issues now.
3.10 After consideration and consultation Council officers agreed to the application being referred to Committee to allow consideration of the exceptional circumstances now relied upon by the appellant. The appellant was agreeable to this course of action and the appeal was therefore disposed of on this basis, without further order and without costs.
3.11 This means that the judgement of Mr Justice Horner dated 4 December 2014, dismissing the challenge to the policy and to the purported refusal by the Council to consider the proposal to erect an Irish language name-plate at Ballymurphy Drive, remains in place.
3.12 The decision in this case will hopefully reassure the Council, not only in relation to the process it carried out in this decision but also in the legality of its policy especially in accordance with its obligations under the European Charter for Regional or Minority Languages.
Key Issues 3.13 The power for the Council to consider applications to erect a second street nameplate in a language other than English is contained in Article 11 of the Local Government (Miscellaneous Provisions) (NI) Order 1995.
3.14 The subject application relates to Ballymurphy Drive, Belfast and it is to erect a second street nameplate showing the name of the street in Irish – which is Céide Bhaile Uí Mhurchú. The Application was lodged by Glór na Móna.
3.15 The translation was authenticated by Queens University, the approved translator for Belfast City Council. 3.16 In accordance with the Council’s policy for the erection of dual language street signs surveys of all persons appearing on the Electoral Register for the above street were carried out.
Survey outcome 3.17 52 people (57%) are in favour of the erection of a second street nameplate; 1 person was not in favour and 39 people (43%) did not respond to the survey. It is worth noting that this survey was carried out over 2 years ago and therefore Officers are concerned that these figures may not represent the current views of the residents.
3.18 The Council’s policy on the erection of a second street nameplate requires that at least two thirds (66.6%) of the people surveyed must be in favour of the proposal to erect a second street sign in a language other than English. There is however discretion within the policy to dispense with its requirements where the applicant can demonstrate that exceptional circumstances exist which would warrant departure from the policy.
3.19 The circumstances which were relied upon by Ms Reid were as follows:
1) The survey carried out demonstrated clear support for the above proposal. 2) The Council is now aware, if it was not before, that Ballymurphy Drive derives its name from the Irish language townland name of Baile Uí Mhurchú. 3) The Council is now aware, if it was not before, that there is widespread use of and popular support for the Irish language in this area and that such is recognised as part of the council’s tourism strategy for the city. 4) The council has an obligation to promote the use of Irish in public life under the European Charter for Regional and Minority Languages.”
3.20 The Head of Building Control has also written to Ms Reid (Appendix 3)asking her to submit the exceptional circumstances upon which she wishes the Council to exercise its discretion in respect of this particular application. At the time of writing this report no further circumstances have been provided by Ms Reid.
3.21 In relation to the circumstances set out at point 1, Members are referred to the decision of Mr Justice Horner and in particular paragraphs 32-34. Points 2, 3 and 4 are broadly discussed in paragraphs 35-41 of the Judgement. 3.22 The tourism strategy which was referred to is understood to be the ‘Integrated Strategic Framework for Belfast Tourism 2010-2014’ as a skeleton argument lodged on behalf of Ms Reid stated that this street is in the Gaeltacht Quarter as described in that document. A copy of the framework is attached as Appendix 4 to this report and Members are referred to page 12 of the document. Members are advised that this street was not in the original boundary as established by the Dutton Report under the Framework (Appendix 5) but is within the Extended Gaeltacht Quarter Boundary that was agreed by Council on 1 November 2012.(Appendix 6)
3.23 The Committee is therefore requested to consider whether the circumstances which are set out above are such that it wishes to dispense with the requirement for the applicant to demonstrate that two thirds of those surveyed were in favour of the proposal.
Financial & Resource Implications 3.24 There is a cost of approximately £250 covering the cost of the manufacturing and erection of the dual language street signs. The cost for these street signs has been allowed for in the current budget.
Equality or Good Relations Implications 3.25 There are no direct Equality implications.
4.0 Appendices
4.1 Appendix 1 - Judgement of Mr Justice Horner Appendix 2 - Health & Environmental Services Committee Report of January 2015 Appendix 3 - Letter to Eileen Reid from Head of Building Control Appendix 4 - Integrated Strategic Framework for Belfast Tourism 2010-2014 Appendix 5 - Report to Development Committee 18 September 2012 Appendix 6 - Minutes of Meeting of Council 1 November 2012
Meeting of Pre April-2015 Health and Environmental Services Committee, Wednesday, 7th January, 2015 4.30 pm (Item 6.)
Minutes:
Result of Judicial Review re: Application for a Dual-Language Street Sign at Ballymurphy Drive
(Ms. N. Largey, Solicitor, attended in connection with this item.)
The Head of Building Control informed the Members that the power for the Council to consider applications to erect a second street nameplate in a language other than English was contained within Article 11 of the Local Government (Miscellaneous Provisions) (Northern Ireland) Order 1995. He explained that, in accordance with the Council’s policy for the erection of dual-language street signs, a survey of all persons appearing on the Electoral Register for that street, together with tenants or owners of commercial properties, was required to be undertaken. At least 66.6% of those surveyed would be required to be in favour of the proposal before the application could be placed before the Committee for approval.
He reminded the Committee that, at its meeting on 6th August, 2014, it had been advised that, following an unsuccessful application by a resident of Ballymurphy Drive to have an Irish language sign erected in that street, the applicant had applied for a Judicial Review against both the decision and the Council’s policy in relation to Dual?Language street signs. He explained that the figure of 66.6% of those surveyed in the street had not been attained and therefore the application had not been presented to the Committee.
He reported that the Judicial Review had been heard on 5th September and 10th November 2014 before Mr Justice Horner and had been based on the following five grounds:
(“Ground 1”)
The refusal of the Council to consider the proposal to erect an Irish language Street name plate at Ballymurphy Drive was ultra vires, because the respondent fettered its discretion in applying the policy in such a way as to prevent due consideration being given to the particular circumstances of this application.
(“Ground 2”)
The Council’s dual language street sign policy is unlawful because it requires two-thirds or more of the occupiers appearing on the Electoral Register to indicate that they are in favour of the proposal to erect a second language street sign and /or because it deems those who do not reply to the proposal as not being in favour of it and/ or set the level of expressions of approval at the same threshold as that formally required to change the street name. (“Ground 3”)
The terms of the policy are inconsistent with the terms of Article 11 of the 1995 Order, insofar as Article 11 requires the respondent to have regard to the views expressed by the occupier, whereas the policy allows those who do not respond to be considered to have expressed opposition to it.
(“Ground 4”)
The policy is inconsistent with the council’s commitment to act in accordance with it’s obligations under the European Charter for regional or minority languages, and in particular the Charter obligation under 10(2)(g) to the use of adoption of traditional and correct forms of place-names in regional or minority languages.
(“Ground 5”)
The policy was ultra vires as it was an attempt to re-enact the substantive terms of (the repealed) Section 21 of the Public Health Amendment Act 1907, where no such legislative power exists.
He informed the Committee that Mr Justice Horner had, on 4th December, 2014, delivered his decision and had found that the Council’s decision making process had been lawful and that the applicant’s challenge had failed on each of the aforementioned five grounds. In particular he had determined that, as a general proposition, international treaties or agreements which had not been incorporated into national laws, were not enforceable. He had determined also that a public authority could not be obliged to treat itself as bound to act in compliance with an international obligation and that, even where it does so, the Courts would adopt a very light-touch review which would not extend to ruling on the meaning or effect of the international treaty.
The Head of Building Control reported that an order for costs had been made in favour of the Council, however, as the applicant was in receipt of legal aid, the order could not be enforced without further leave of the court.
The Committee noted the information which had been provided and noted that a copy of Mr Justice Horner’s decision could be viewed on the Mod.gov site.
Final Draft
BELFAST TOURISM: GATEWAY TO THE FUTURE
An Integrated Strategic Framework for
Belfast Tourism 20010 -2014
Page 1 of 45 BELFAST: A LEADING CITY TOURISM DESTINATION AND GATEWAY
In recent years, Belfast has built up a reputation as an international destination for city tourism visits. It has also become a key gateway for tourists visiting Northern Ireland and the whole of the island of Ireland. Latest figures suggest that visits to the city are worth up to £451m per year for the local economy, supporting 10,000 jobs in the Greater Belfast area. In 2009, the city attracted 1.7m staying visits, 7.6m day visits and 64,000 cruise passengers (and crew).
To build on the momentum achieved so far, the priority now is to raise Belfast’s tourism to a higher level. It has the potential to offer much more to visitors and to attract them in much greater numbers. By doing this, tourism will make an even greater contribution to the local and wider economies and enhance the benefits it generates for businesses, citizens and communities.
Belfast has seen much change in the last 10 years. Its economy has blossomed and its physical appearance has been reshaped in many parts. It is now better placed to perform its role as Northern Ireland’s regional driver than has been the case at any time in its post industrial history. With this up-turn in fortunes, Belfast has renewed confidence as a business hub and as a contemporary urban visitor experience.
Earlier in 2009, the City Council referred to this period of change as being the ‘rebirth’ of Belfast. With reference to a series of public investment projects, including the refurbishment of City Hall, Ulster Museum and Ulster Hall and the prospect of the £97m investment into Titanic Belfast, the Lord Mayor declared that the city had experienced “a year like no other...” and that Belfast is a “vibrant city full of opportunity, inspiring enterprise, creativity and change....”. This is a confident statement of what the city now represents and shows the enthusiasm with which it is looking to its future.
The confidence of the city covers all its parts including the ‘outer areas’ where tourism has grown in the most challenging circumstances. The West Belfast Festival has developed into international significance and many tourists take the opportunity to visit places that are steeped in recent history. Local information points such as An Culturlann in West Belfast or the Spectrum Centre in the Greater Shankill area are providing a sign posting service for visitors seeking local, authentic experiences. East Belfast has been successful in attracting significant investment into Titanic Quarter and the Connswater Greenway project which will open up new spaces and unlock much of Belfast’s rich heritage and local stories, from shipbuilding to rope and linen making. Queen’s Quarter and the new Lyric Theatre support South Belfast to showcase some of Belfast’s finest cultural talent whilst North Belfast continues to attract over 200,000 visitors to Belfast Zoo year on year with a range of potential projects in the pipeline to encourage day trippers to stay longer in the local area.
It is important that the city ensures that citizens across all parts will share in the success that development will bring. Tourism, like all major components of public and economic policy, has a role to play in enabling these benefits to reach communities across the city. This is reflected throughout the proposals contained in this strategy.
Page 2 of 45 THE BELFAST BRAND
This is an exciting time for Belfast and Northern Ireland where major research projects throughout 2008 and 2009 have developed a new city and regional brands. Both brands lie at the heart of this strategy. The Belfast Brand communicates that we are a dynamic city with a big personality, proud of our heritage, vibrant, energetic, providing a vivid memorable experience. This study provides the framework for Belfast’s tourism sector; public, private and voluntary to deliver the brand experience and position Belfast within the top twenty city destinations in Europe.
The Belfast Brand Proposition is of a city in which ‘A unique history and a future full of promise have come together to create a city bursting with energy and optimism’.
The core values of the brand are: . A dynamic city with a big personality between the mountains and the sea . A city proud of its heritage... is alive with possibilities and open to change ... vibrant, energetic and exciting . The people of Belfast provide a welcome which is not just warm, but genuine and generous, inviting anyone and everyone to join in . Belfast provides a vivid and memorable experience with new things to discover every time you visit The motivating appeals of the brand are: heritage & culture, authenticity, welcoming people, distinctive character, relaxed style, discovery, natural countryside, water and urban environments.
The Northern Ireland brand harmonises with the Belfast proposition. Its core message is: ‘Northern Ireland Confidently Moving On’. It is supported by the twin themes of: ‘Experience our Awakening’ and ‘Uncover Our Stories’. The appeals presented are of a dynamic changing destination with an underlying interesting and compelling history and traditions – shared with engaging people. The core values – like the Belfast brand – are based on: discovery, character, people and heritage. Tourism Ireland’s brand used overseas for Belfast and Northern Ireland is also in harmony – ‘The island of unique character and characters’.
Thus, the brand promises and characteristics all revolve around experiences, people, character, authenticity and discovery.
This strategic framework ensures that the appeals of the brands motivate all aspects of tourism development, servicing and marketing. Without such a focus then investment may not deliver relevant products or services that meet the promises of the brands and associated marketing. The Belfast brand key motivational appeals of heritage & culture, authenticity, welcoming people, distinctive character point to the reality that culture in all its many aspects must lie at the heart of the tourism framework if the brand promise is to be delivered. THE VISION
Page 3 of 45 This is an integrated framework between Belfast City Council and the Northern Ireland Tourist Board. Our vision for this document is to work together in delivering our brand promise to our visitors;
Belfast, working in partnership, will deliver the authentic European city experience by developing and co-ordinating our cultural, natural and commercial assets to attract a greater number of visitors to the city and maximise the economic benefits for Belfast and Northern Ireland.
In elaborating upon this vision, Belfast will:
develop a strong reputation as a vibrant capital city with unique and exciting experiences that, once visited and enjoyed, will compel return visits time and time again; spread the economic benefits of tourism across the whole city; offer a broader range of access services – air, sea, road and rail; consolidate its position as a welcoming gateway for tourists to Northern Ireland and the island as a whole; enhance its position as a business tourism destination; stage a consistent annual programme of events and festivals – including a major high quality one each year and especially those that are unique to Belfast; possess much improved services and facilities, including easier means of moving around; more accommodation options; and an upgraded array of shopping, catering and entertainment facilities; and offer all with a distinctive Belfast flavour, in an environment of attractive and ambient urban and natural spaces.
It is emphasised that the Vision for tourism in the city is underpinned by Belfast City Council and NITB’s commitment to sustainability. This means sustainability in terms of the environment, of the economy and of the people. Sustainable tourism is defined as a process which meets the needs of the present tourists and host communities whilst protecting and enhancing needs in the future. This principle lies at the heart of this Framework.
Page 4 of 45 THE CURRENT VISITOR EXPERIENCE
While a high proportion of incoming staying visitors to Belfast are on business trips (28%) or on a visit to friends and relatives (28%), those coming for leisure purposes (holidays or short breaks) have shown the greatest growth in recent years (now 60%) Visitors are attracted by Belfast’s culture and heritage and its current novelty appeal as a city on the way up. The successes and shortcomings of the current visitor experience, as identified by visitor surveys, consultations, workshops and comparisons with other cities can be summarised as follows:
Strengths Weaknesses Association with Titanic Story Existing attractions (incl. City Hall, Ulster Museum, Belfast Zoo, Needs more things to do and see – to build on Belfast’s Belfast Castle, Crown Bar, Queen’s, Botanic Gardens, St George’s own distinctiveness Market, St Anne’s Cathedral, Stormont, W5) Public places and streetscapes are not consistent in City Centre shopping and independent retail product in quality neighbourhood areas Location of the Belfast Welcome Centre Odyssey Complex Lack of café culture Tours – by bus, black taxi and walking – often linked to recent history City presentation – needs further investment – banners, Conflict resolution experience public art etc Range of hotel provision Restricted range of eating out options + price and value Historic Built Environment The Belfast Welcome Centre Potential Shortage of B&Bs, guest houses, boutique hotels and aparthotels Interaction with locals – their friendliness Poor transport links between attractions and tourist facilities Nightlife and traditional entertainment Limited street entertainment and animation Transport links to Outer Areas Festivals and events (including concerts and performances e.g. Féile No integrated conference and exhibition facilities an Phobail, Ulster Orchestra at the Ulster Hall) Wide range of culture and art Only accommodation rated for quality standards Customer service could be improved Parks and Green Spaces/Open Spaces Lack of co-ordinated approach between tourism and arts Natural highlights such as Cavehill sectors Accessibility by sea, air and rail Perception that July and Sundays remain closed to visitors (often not reality) – need more open at Easter Still relatively new up and coming city to visit – Lonely Planet listing Marketing and promotion – too many messages – needs more co-ordination Opportunities Threats
Belfast Brand Air and sea routes reducing Titanic Quarter Regeneration Business Travel is falling Connswater Community Greenway Security and safety perceptions Belfast Story - waiting to be told, including our history, music, culture Expensive compared to other destinations e.g. hotel rates and industrial heritage at peak times Range of development opportunities e.g. Crumlin Road Goal, Floral Racial and sectarian violence Hall, Carlisle Memorial Methodist Church New buildings and development not developed to architectural excellence Cultural Quarters including Gaeltacht Quarter, Cathedral Quarter, Shankill Quarter Greater Accessibility to cultural events and programmes New developments in music and literary tourism Maritime Heritage and Titanic Signature Attraction Packaging products (e.g. events, restaurant/entertainment deal) Number of free experiences Family and Friends, Belfast Diaspora New technology to access information and purchase goods Events and Festivals including opportunities around cultural festivals e.g. Feile and Orangefest Rapide Transport System
There has been great momentum in undertaking significant projects that will benefit tourism. Recent projects completed or due for completion soon include or in the Ulster Hall reopening (March 2009); the Tall Ships (2009); City Hall refurbishment (2009); Ulster Museum reopening (2009); St Anne’s Square and the MAC (2011); the Lyric Theatre (2011); The Titanic Signature Project and associated developments (2012); the Gaeltacht and other quarters; as well as
Page 5 of 45 current improvements to street environments. There is a good hotel base for the city which is still expanding and good orientation for the visitor. It is a compact city and the current ‘streets ahead’ project is improving the fabric of the city centre.
Investment planned or under way in the city centre by both the public and private sectors amounts to some £1billion of projects. Outside the inner city area a further £0.7billion is also at planning or implementation stage.
All of these will undoubtedly boost the city’s tourism appeal but more is needed. The Belfast Brand, 2008 concluded “A unique history and a future full of promise have come together to create a city bursting with energy and optimism”. The time to build upon that brand proposition is now.
Page 6 of 45 CHALLENGES & OPPORTUNITIES
If Belfast is to compete effectively with other European cities, the challenge is to adopt an innovative approach which provides a unique and satisfying visitor experience, appealing to selected source markets throughout the year. Hence, Belfast will differentiate itself from being simply another place to visit and become a compelling city destination and gateway.
The main challenges or risks perceivable at this time to the future growth scenarios for Belfast tourism are:
Economic Uncertainty & Downturn – the severe recession of 2008/9 appears to be easing and the prospects for the next five years are much brighter than they appeared a year ago. However there is still uncertainty and travel across the world has suffered and continues to do so. One positive comes from much increased domestic market activity and ROI short breaks. The GB market remains challenging.
Investment – Private Sector – the economic crisis severely affected most banks and lending remains constrained. The length of this constraint is not known, but it is certain that lending conditions will remain tighter than ever before and private investment must inevitably suffer. It may take several years before confidence for further new hotel investment reappears;
Investment – Public Sector – the downturn has impacted here too but there is confidence in continuing investment in key tourism related projects;
Increased competition – as ever, this remains a threat to future growth if Belfast falls behind its competitors. Most, however, are likely to be operating under similar constraints to Belfast, at least for some years;
Restricted access – this is a threat that is emerging as direct air route access to Belfast from major European destinations is reduced, 2010 seeing Ryanair announcing its withdrawal from George Best Belfast City Airport in 2010. This impacts on Belfast’s Gateway role;
Exchange Rates – Belfast’s retail sector benefitted in recent years from increased numbers of shopping visitors from across the border due to Sterling’s decline against the Euro. However, the downside was that the number of GB visitors to Ireland fell and this impacted negatively on the holiday visitors to Northern Ireland who may have entered through ROI. Although Sterling has now regained value against the Euro the number of GB visitors to ROI continues to fall significantly which will impact on Northern Ireland too. The rise of Sterling (coupled with the planned VAT increase for January 2011) will impact negatively on ROI shopping visitor numbers;
Image – Belfast’s new image as a major tourism city recommended in every guide must be maintained and confirmed. Incidents of unrest or violence that undermine this hard-won image could do enormous damage to the attractiveness of the city as a major tourism destination. Images of riots in July 2010 were viewed around the world due to ‘24 hour rolling news’.
Other Risks – air travel suffered dramatically in April/May 2010 due to the eruption of the new Eyjafjallajökull volcano in Iceland. Flights to Belfast suffered and visitor numbers fell as they did all over the UK and Ireland. Hopefully such disruptions will be rare in the future but the event illustrates the ‘out of the blue’ events that can adversely impact tourism.
Page 7 of 45 MOTIVATION, MARKETS AND TARGETS
Motivation
The motivations to visit cities are many and complex, reflecting the diverse interests and segmentation of the market for travel. While ‘culture and sightseeing’ is frequently cited as the main motivation for urban visits, and might well be the primary appeal for many, not all visitors would regard themselves as cultural tourists. The motivation to visit city destinations can range from general sightseeing to attending an event to going shopping, depending on the consumer’s needs at a particular time. Research would suggest that successful cities not only project a range of both heritage and living cultural attractions, including some of iconic status, but also meet the tourist’s expectations on a set of essential facilities and attractions integral to a city visit. In summary:
For some visitors, culture is the prime reason for Popular city tourism destinations often have travel, while for others the appeal is more to do iconic features or landmarks that visitors with the ambiance, ‘decor’, ‘atmosphere’ and associate with them. Towers and viewpoints authenticity of the city - especially the cultural (including wheels and higher ground) are also a heritage. The intangible elements of culture, common feature of the attractions on offer to city including lifestyle and creative industries, are tourists. becoming increasingly important in distinguishing between cities and providing The most popular activities undertaken by city reasons to visit. In both cases, culture plays an visitors during their trips are sightseeing important, but very different role. (including tours) and visiting places / objects of interest, followed by sauntering about and A large number of city trippers do not see enjoying the atmosphere, eating and drinking themselves as (city) cultural tourists. Research and shopping. would suggest that only about one in four city tourists rate culture as their prime motivator, The most important traditional cultural activity for city but much more are actually involved in cultural tourists is visiting museums and galleries. activities while on a city trip. Although there are some differences which seem to relate to differing interpretation of cultural activities. For some cities, the concept of the creative city, Research has shown that there is a disparity linking the traditional cultural attractions, services between those who say that they are motivated by and heritage with the creative industries such as culture and museum visits and those that actually do media and entertainment, design, architecture and visit them. Considerably fewer visitors take part in a fashion, is of particular appeal in attracting visitors. cultural visit during their trip than those who say they Creative tourism – visitors participate in will do so. experiences with local communities. It is also clear that visits to events, such as arts Cultural (mega) events and festivals offer performances and festivals are important in the interesting opportunities for city destinations activity mix for various niches within the overall in attracting both first time and repeat visitors. travel market.
With the increasing globalization and mass Attendance at theatres during city trips tends to production leading to greater uniformity worldwide, be much lower, because of the problems the value of authenticity and distinctiveness is associated with obtaining tickets and language increasingly appealing to potential visitors. barriers. Uniqueness is a key objective for any city that wants to promote itself as a tourist destination, especially in the face of growing competition.
Page 8 of 45 Belfast enjoys a vibrant mainstream and alternative arts scene, comprising contemporary, traditional and popular cultural production. Belfast is a city of poets, writers, painters, visual artists and dramatists, many using the medium of the Irish Language or Ulster Scots. The idea of discovery is appealing to the visitor. The challenge for Belfast is to make visible what already exists under the surface of the city’s life. There is a need to harness the sum of the parts of the city; which means:
Maximise the effectiveness and accessibility of existing infrastructure Maximise enjoyment and appreciation of home grown arts and cultural product Support and Increase levels and quality of programming output
Markets
City tourism in Western Europe is forecast to continue to expand at a rate faster than the overall travel market, at least in the short to mid-term. The best prospects for Belfast tourism will continue to be the people who holiday in the island of Ireland as ‘sightseers and culture seekers’, those who come for business reasons, those taking short breaks and those on day visits. The main sources and prospects are
Source Markets Prospects Great Britain For the foreseeable future, it will continue to be the largest source of staying visits to Belfast (for leisure, business, and conferences). Holiday visitors to Northern Ireland fell by nearly 40% in 2009 reflecting the fall in ROI from GB. The ‘staycation’ effect in GB does not include a Northern Ireland benefit. Republic of Ireland Overnight visitor volumes doubled in 2009 (influenced by the weakness of sterling against the euro). For the first time the ROI market has overtaken the GB market, respectively accounting for 52% and 32% of overnight visitors. There is scope for this market to reach its full potential as a source of staying visits to Belfast even with the current rise in Sterling. The best prospects are people in pre and post family life stages. Northern Ireland The domestic market will continue to be important, particularly for day trips with 77% of the total 7.6 million day trip market coming from Northern Ireland residents.(the number of indigenous overnight visitors decreased by 30% in 2009 but the net spend grew by 19%) . The main purposes will continue to be shopping, personal and professional visits, attendance at events, entertainment, etc. Europe Selective markets in mainland Europe with direct air access to Belfast offer a new opportunity to attract increasing numbers of city break and gateway tourists to the city while an opportunity exists in attracting more visitors on a trip to Ireland to include a stay in Belfast. Investment in further development of the European source markets should be undertaken in line with the establishment of viable and sustained air services on selected routes. Other Overseas Belfast also has the potential to attract more visitors from North America and other long-haul markets. While an opportunity exists in attracting more visitors to include a stay in Belfast as part of an island of Ireland and/or Northern Ireland touring trip, expansion of direct air services would considerably boost the potential.
Page 9 of 45 Targets
Sustained growth in Belfast tourism will depend on a sharper focus on those market segments which offer the best potential. Such a targeted approach will secure the best return on marketing investment. The growth targets proposed for Belfast tourism, for staying visitors over the next 5 years, are:
Growth Targets 2008 Low Medium High No. % No. % No. % No. Total Overnight 1.6M 20 1.92M 30 2.08M 40 2.24M Visitors Holiday Visitors 0.5M 40 0.71M 50 0.77 M 60 0.82M Nights 5.1M 10 5.6M 15 5.85M 20 6.1M Spend £201M 10 £231M 15 £245M 20 £261M
In 2009, Belfast had 1.7 million overnight visitors. They contributed over 3.9 million bed-nights in the city, and £245m to the economy.
High growth from this baseline, for staying visitors, over the next five years would mean:
a 40% increase in overnight visitors to 2.38 million, a 20% increase in bed-nights to 4.7 million, and a 20% increase in spend to £294 million.
The level of growth achieved will depend on the recovery rate of the world economy, but the tourism Framework and the actions outlined within it in it are based on achieving these growth targets. These targets will be reviewed annually.
The levels of growth achieved will depend upon the recovery rate of the world economy and the potential changes to the competitive position of Belfast and Northern Ireland. The targets are based on a detailed analysis. The spend targets include an increased spend per visit which is an important target for Northern Ireland tourism overall. This plan and subsequent actions are based on achieving the high end targets.
Targets still to be agreed with DETI/NITB as requested as part of the Belfast City Council’s response to the Northern Ireland Tourism Strategy 2020. Targets to be reviewed once DETI strategy is finalised.
Page 10 of 45
THE TOURISM SPATIAL DIMENSION
A city’s spatial configuration and qualities are key factors in how it is experienced and enjoyed by visitors. City tourism experiences are more than a collection of attractions, events, entertainment and shopping. They are a product of the totality of the urban experience. This includes the quality and character of the physical landscape, the vibrancy of the cultural environment and the presentation of the City as an accessible and connected place. In this way, the City is more than the sum of its parts for both the visitor and citizen.
By looking at tourism in the City from a spatial perspective, its structure in terms of ‘place’ can be understood and built upon. The shaping of the physical environment, both built and natural, contributes to the celebration of the City’s heritage. It also represents the City’s sense of expression, values and confidence and says something about contemporary life-style and aspirations for the future.
In Belfast, the visitor experience can be enhanced and is directly affected by a number of key spatial principles:
The quality, variety and vitality of public spaces such as The ease with which visitors are able to move streets and squares and the degree of shared ‘public life’ around the city, either walking, cycling or by that is created; public transport;
Access to and use of natural assets such as the River The emphasis and importance placed upon the Lagan and the Belfast Hills; quality and distinctiveness of new urban interventions both in terms of buildings and Access to and presentation of the city’s built heritage in public spaces; the form of buildings of architectural and historical significance and areas of visually and historically The degree to which different parts of the city important townscape value – Belfast City Centre is a are successfully connected by safe, attractive conservation area and this must be developed and visually interesting public spaces and sensitively; access corridors e.g. the River Lagan; and
The degree to which the city’s local distinctiveness is The degree to which environmental conserved and nurtured, including visual landmarks and sustainability is nurtured by projects such as the viewing points; North Foreshore, Connswater Greenway and the creation of ‘green’ connections between neighbourhoods across the City
Visitor surveys and other sources suggest that one of the principal shortcomings in Belfast’s visitor experience is the level of quality and appeal of public spaces and streetscapes. This is combined with issues around street cleanliness, public transport provision and street animation and entertainment. It paints the picture of a city which lacks the kind of environment expected in great European cities. Improvements have been brought about in recent years by the ‘Streets Ahead’ programme, the urban riverside public realm improvements at Lanyon Place and along the Lagan. Unprecedented levels of investment have taken place in new developments such as Victoria Square and St Anne’s Square and the emergence of locations such as the Queens and Cathedral Quarters as unique and attractive ‘character areas’. Nevertheless, it is apparent that there is still much that Belfast has to do in order to build on recent investment to improve its physical environment and put it, at least, on a par with other great cities across Europe. Such improvements of the physical environment must embrace the whole city and not just the central areas.
Page 11 of 45 Tourism Areas (‘Place Destinations’)
In order to gain a better appreciation of the city tourism offer, Belfast is considered as a series of tourism clusters which are described here as Tourism Place Destinations. These represent areas within the city where there is, or there is planned to be, a concentration of tourist related activity e.g. attractions, services, restaurants, cultural venues, viewing points.
These areas include established parts of the city offer as well as those that are still emerging as tourist areas.
The Lagan River-Maritime Corridor – the waterfront Belfast Hills featuring West Belfast, Belfast Castle has already seen significant change over the last and Zoological Garden- Belfast Hills are a huge asset decade. Future developments include the City Quay’s for the city and strategic over-view is required through a Project, Carville’s Development, linkages between partnership of key stakeholders led by Belfast Hills Titanic Quarter and the City Centre via new bridges, Partnership, National Trust and Belfast City Council. development of the river itself and its towpath for leisure and recreation – linking Belfast to Lisburn and beyond. There is now major access to the Hills and Divis and The waterfront requires animation, events, and Black Mountain providing for the first time easy access to interpretation. the dramatic overviews of the whole City. This draws visitors through West or North Belfast and therefore City Centre – an attractive heritage/ conservation area provides a basis for future growth in those areas. Wildlife with good quality retail. Investment in infrastructure such on the Hills remains an undiscovered tourism asset. as Victoria Square has greatly added to the product offering as well as new hotel development.. The The Castle is a great asset in a number of ways. The Waterfront, Ulster Hall and Grand Opera House remain grounds are beautiful and provide easy access to walks excellent event venues. Investment into the evening leading further up the hills. The situation provides one of economy and Sundays product is paying dividends, the best view points across the City. The zoo is one of although Belfast cannot be complacent - there is now a the most successful tourism attractions in Belfast. There need to look at the night time economy, café culture, is an opportunity to combine the zoo experience with the food tourism, city centre based events, street animation. location and terrain. A study is currently being prepared Plans for the Rapid Transport will help provide greater to assess the future of the Floral Hall which could be a linkages to and from the City Centre. City Hall provides significant tourism attribute for Belfast and will review a an excellent visitor attraction – probably a key weakness range of commercial options including café facilities, is that there are no other visitor attractions in the core meeting space and even hotel potential. Cave Hill itself area. needs to be more accessible.
Queens Quarter – Featuring Queen’s University, Botanic One of the main access routes to Belfast Castle and Gardens (1829). The Palm House (1839), The Tropical Belfast Zoo is via the Shore Road/Fortwilliam which links Ravine (1889), new Lyric Theatre to open in 2011, Ulster a number of key tourism assets and opportunities Museum, Crescent Arts Centre re opened, Queen’s Film together; Jennymount Mill – one of the last surviving flax Theatre. Annual Belfast Festival at Queen’s – due to spinning mills, built in the 1890s to designs by John celebrate its 50th Anniversary in 2012. Range of things to Lanyon; North Belfast Orange Memorial Hall, built after do including bars, clubs and restaurants. Lively student World War I in part as a memorial; Seaview – the upper scene. Need to look at how all attractors can work section has a souterrain, probably originally within an together. Iron Age ring fort provides excellent views across the Lough and City; The Fort at Fortwilliam - lozenge Gaeltacht Quarter – this area offers much to those who shaped earth fort in excellent condition; Fortwilliam Park have an interest in the local community, people and has original 1860s gates at either end It provides a link places that have shaped local history. ‘Belfast dates back from the Shore Road, using a route which passes close to an ancient fort which once controlled the ford across by the sites listed, up to the Antrim Road and thence to the River Lagan. The name of the City derives from the Belfast Castle and McArt’s Fort. Gaelic Béal Feirste: The mouth of the Sandbank. Nowhere is this historical legacy more potent and vibrant Also an important asset to be included in this destination than along the Falls Road where the Irish Language has is the Waterworks on the Antrim Road. flourished, igniting a range of 21st century cultural experiences. This area is the City’s Gaeltacht Quarter. North Belfast Cultural Corridor is home to some of the Lying between the City Centre and Andersonstown, the City’s most historic and interesting buildings. This Gaeltacht Quarter includes the historic Fall’s district. The destination focuses on the development of the Crumlin Falls Road / Bóthar na bhFál surges its way through the Road Gaol and Court House as tourism drivers for the Quarter; its side streets and green spaces, tributaries area but also includes the opportunity of developing high infusing this great cultural gateway with its character and quality public realm and environmental improvements
Page 12 of 45 vibrancy. Built on traditional strengths of Irish language along a corridor from Cathedral Quarter to Crumlin Road and culture the Quarter is a must see Belfast tourist and Gaol, linked by a series of stepping stones that provide arts experience. The Quarter represents a new vibrant access to a rich and diverse cultural experience at key set of voices in the city. A location for imagination, sites including Clifton Orange Hall, Indian Community initiative and achievement. Centre and Carlisle Memorial Methodist Church through interpretative exhibitions. Community inspired public art The Shankill Quarter - The Shankill’s history goes back will feature heavily along the route creating iconic focal two millennia, when an ancient track, rising out of points at areas previously linked to conflict e.g. Westlink marshland (now downtown Belfast) connected counties bridge. The overall project will be underpinned by an Down and Antrim. On this track, likely trodden by St. annual programme of high profile multi-cultural and Patrick, the first Christian settlement in this part of shared events. County Antrim was founded in 455 AD. (Shankill, or Sean Cill in Irish, means Old Church). The ancient Cathedral Quarter - this area is already a prominent Shankill Graveyard in which the original church stood tourism destination for Belfast and the Cathedral Quarter can still be visited today. The Shankill was also at the Steering Group is in the process of completing a strategy heart of Belfast’s linen industry – “Irish Linen” and two of for the future development and management of the area. the original mills, though no longer operational, stand It is the cultural focal point for Belfast housing the Belfast nearby on the Crumlin Road and at Conway Street. Circus School, The Black Box, numerous galleries, Memory of the recent conflict is never far away as restaurants and cafes. Home to the Cathedral Quarter witnessed by the memorials to those who died in the Festivals, Festival of Fools, Culture Night as well as St area; the dozens of paramilitary, political, cultural and Anne’s Cathedral. The area is currently undergoing community murals and the ever-present “peace walls” significant investment with St Anne’s Square development incorporating the new Ramada Encore which still snake through the area, the longest of which Hotel as well as the new MAC, which when opened in in Cupar Way, is being transformed into an outdoor 2012 will be a state of the art theatre, and contemporary gallery of world class art works. Newly opened Tourist art gallery. There is also ongoing investment from the Information Point at Spectrum Centre in 2010. University of Ulster. The area hosts the 5 star Merchant Hotel which reflects excellent reuse of an historic building Lisburn Road There are more than 200 independent businesses on the Road and a wide and varied choice of Titanic Quarter- We need to plan approaches across restaurants, coffee shops and wine bars. The road has time to manage the period between now and 2012. The over 50 clothing independent stores offering more than current situation certainly does not translate into a Place 600 individual labels dedicated to fashion for ladies, Destination, in terms of physical environment, access gents and children. The road has an active Business and visibility of the heritage story, clearly linked to the Association that have been lobbying for additional ‘building site’ situation. The issues of what the Titanic support from stakeholders to help the development and brand/product actually represents need to be resolved. marketing of the road. The Independent sector has been Signage needs to be adaptable to the current fluid public under pressure from increasing rent and rates, falling realm. HMS Caroline and Nomadic are major footfall and a fall in consumer spending. This has opportunities however costly. The schooner Result could resulted in businesses closing down and the increase of add another dimension to the array of ships coupled with vacant units. The increase of vacant units have fuelled related industrial heritage. The H & W HQ is an authentic low footfall and spend as well as impacting on the look asset which needs to be maintained to ensure the Titanic and atmosphere of the road. Place Destination realising its true potential. More could be made of the Harland and Wolf Cranes which are an iconic landmark for the city (similar cranes on the Clyde in Glasgow become viewing towers for the city. From a number of directions, the relationship with East Belfast needs to be addressed, as well as with the wider City.
The Connswater Greenway – is an opportunity to unveil key aspects of the Belfast Story e.g. Conn O’Neill and the mystery of his vanished castle. The Castlereagh Hills are another potential gateway and view point, a connection to the south and east, part of the important Lagan corridor. Need to explore links to CS Lewis. At the other end, the Lower Newtownards Road and surrounding areas have potential, but are currently problematic and could impact on Titanic Quarter. There should be a focus on open spaces linked to the Greenway.
Page 13 of 45 Consideration of Belfast’s main existing and potential tourism areas in this way helps to identify gaps in service and product provision and highlight issues in relation to connectivity. Insight is also gained into how the whole city offer might be presented to the visitor by way of a series of inter-connected destinations.
To do this, a series of actions will be required throughout the term of this framework document;
1. Identify key partners and stakeholders 2. Audit each Tourism Place Destination with an agreed template 3. Agree distinctive role in overall Belfast offer including role in telling the Belfast Story and community tourism 4. Identify key actions with partners/stakeholders for implementation 5. Map connectivity / linkages between each destination e.g. public transport, bridges (e.g. bridge linking Titanic Quarter to City Centre / Cathedral Quarter), visitor experiences/ guided tours, common product development opportunities e.g. events, music tourism as well as public realm opportunities e.g. link between Crumlin Road Gaol and the Cathedral Quarter via North Belfast Cultural Corridor – high profile public realm development of Crumlin Road and Carlisle Circus.
Page 14 of 45 Page 15 of 45 Page 16 of 45
Page 17 of 45 Page 18 of 45 In order to make more of and enhance the city’s spatial qualities the following approach is recommended:
1. Establish Titanic Quarter as a world class waterfront 2. Work to establish the River Lagan as a principal visitor destination which aspires to the highest standards ‘thoroughfare’ through the city, linking the Lagan Valley, of urban design, sustainable transport, architecture and the City Centre and the Harbour/Titanic Quarter while ‘place-making’ and which has excellent and well executed encouraging Lagan Canal restoration. connections to the City Centre. Maximising authentic heritage such as the Harland and Wolff Drawing offices as well as iconic landmarks such as Samson and Goliath Cranes. 3. Develop the network of Tourism Areas (Place 4. Ensure Belfast City Centre is one the principal centres in Destinations) across Belfast through informing future the UK and Ireland with a range of quality facilities and investment decisions, nurturing the uniqueness and offer services, and a safe, vibrant and animated public realm. in each area and presenting to the visitor the wide variety of ‘places’ to visit in the City. 5. Enhance the city’s public spaces, improving connectivity 6. Promote investment in a sustainable city-wide public between attractions, facilities and city destinations transport system building upon the proposed Guided Bus (including the city’s outer neighbourhoods) by investment Network and existing services, connecting attractions and in key locations. See Page 15. facilities across the City which are becoming all the more widespread and potentially disparate. 7. Drive up urban quality across the City to achieve ever 8. Develop a City-wide ‘Greenways’ Strategy based on higher standards of design, and establish a ‘Design improving connections between City neighbourhoods and Panel’ to assess major strategic projects (e.g. the type of to and from the City Centre. remit exercised by the Commission for Architecture and the Built Environment - CABE - in England) and a City Conservation Forum to promote the best care of Belfast’s built and natural heritage assets.
Page 19 of 45 PRODUCT DEVELOPMENT
Following consideration of the market opportunities, the outcomes of the consultation process, the spatial dimension and comparisons with other cities, key product development actions for achieving the vision have been divided into three categories:
Visionary Drivers These are the six main projects that will help to lead and drive tourism towards achieving the vision. They will greatly enhance the city’s distinctiveness and uniqueness and inspire potential visitors to take the trip and enjoy the experience. In many instances these are regional drivers with an impact well beyond Belfast.
Development Levers These are essential to developing tourism but are not simply capital development projects. They embrace a far wider range of subjects – they can provide the ‘feel’ of the city to the visitor and often the spirit.
Infrastructure, Services and Environment These are the necessary components needed to make the city work effectively as a tourism destination and as a place to live and work. They will ensure that the basic services and facilities are provided to a standard and quality that fully complements the vision.
The following diagram demonstrates how Product Development relates to the Tourism Place Destinations. It is recognised that not all Tourism Place Destinations across the city will physically have a visionary driver, they will all have the opportunity to connect to the visionary drivers as they will benefit the entire city. Likewise, whilst they will require information and promotion at a local level, the destinations will be integrated into the wider city marketing and communications plan to promote Belfast as a City Destination. Tourism Place Destinations must offer a range of development levers and high quality infrastructure and services.
City Visionary Drivers
Visitor Information
Development Tourism Infrastructure Levers Place and Services Destinations
City Marketing and Communications
Page 20 of 45 VISIONARY DRIVERS
One of the six is well advanced but the others need much work to be done to take them forward: Visionary Drivers: Description Contribution and Impact
Maritime Heritage & Titanic Signature Project This iconic attraction will create new levels of This major new visitor attraction which will be the focus of uniqueness and appeal for Belfast and associated developments in Titanic Quarter is regarded as Northern Ireland. It will also encourage other the lynchpin of Belfast’s tourism growth aiming to provide an investment and support other businesses and integrated destination experience. It will have state-of-the-art maritime attractions in the area. It is a £97m displays on the story of the Titanic and Belfast’s industrial, project which aims to attract some 400,000 shipbuilding and maritime history. visitors per annum, of which around 150,000 The Signature Project will be a catalyst to the whole theme will be from outside Northern Ireland. It will of the maritime heritage of the city embracing icons such as support 600 jobs during its construction and SS Nomadic, Thompson Dock and H&W Drawing Offices. 165 permanently in the centre and its Due to the level of investment and ability to act as a associated facilities. It will generate £30m significant attractor, Maritime Heritage and Titanic Quarter annually for the economy. must be broader than Titanic Quarter and reference to other It is essential that it is not an isolated parts of the City, e.g. city cemetery or Clifton Street ‘attraction’ divorced from its maritime and Cemetery where industrial fathers of the city are buried or industrial context and physically isolated as a possible joint publications and other events e.g. linking the development from the rest of the city. various quarters together. Mention of people who worked and built the ship linking into areas across East Belfast etc.
Outputs Required: Deliver new visitor attraction by 2012 Ensure Titanic Quarter is developed as a Tourism Place Destination offering a quality visitor experience incorporating H&W cranes, drawing offices, Thompson Dock, Abercorn Basin, SS Nomadic, Lagan Legacy. Prepare a wider maritime heritage strategy linking into North Belfast and Titanic Quarter Explore opportunity of retaining HMS Caroline in Belfast and linking with Nomadic and Result.
Crumlin Road Gaol This also has the potential to become a unique Guided tours of the Gaol, available on a seasonal basis experience and source of discovery for visitors since 2007, have demonstrated its potential for further to Belfast. It will act as a magnet to attract development as a significant new visitor attraction. However, people out of the city centre and to help spread it needs a sensitive and innovative approach to ensure iconic tourism into less traditional areas. It is status. Parts of it also have the potential to tell ‘The Belfast physically linked to the old Courthouse which Story’, perhaps concentrating on the social side in a way that offers a significant tourism opportunity if the complements other visitor attractions. Took out reference to building can be restored. Together they could connecting Shankill and West Belfast help transform that part of the Crumlin Road into a new tourism hub and a gateway to outer Outputs Required: parts of the city. A multi dimensional visitor experience incorporating the Gaol and Courthouse focusing on the Belfast It will contribute to the Vision by adding to the Story / local characters range of things to see in the city. It has unique stories to tell and already has proven appeal.
Page 21 of 45 Belfast Hills Towers and viewpoints are frequent features of Gateways include West and North Belfast, including city tourism. Promoting and providing Belfast Zoo innovative access to the Belfast Hills will add to Improved accessibility and the opening of the National Trust the unique range of experiences on offer. It will Centre on Divis Mountain mean that spectacular views of the also help to spread the benefits of tourism by city are now open to all. The priority now is to promote these encouraging more visits to other parts of the as an attraction linked to the facilities and access now city and increase length of stay. provided and to use their unique viewpoints as a means of The newly accessible Divis and Black Mountain bringing visitors through and into West and North Belfast. walking routes are relatively unknown still and There is a real opportunity to develop the Western Spine have the potential to become ‘must visit’ city (Falls Road/Gaeltacht Quarter) and Belfast Zoo as gateways attractors. to hills.To achieve the area’s full potential as a visitor Scope for tours and guides for the Hills is of attraction, however, innovative access options should be strong potential. investigated.
Actions Required: Promote the Hills as a Belfast’s viewpoint attraction. Examine feasibility of innovative access options including tours and guides Maximise tourism opportunity of Belfast Zoo
The River Lagan The river’s role as a medium for connecting The river is the spine of Belfast and has a major role as a places of activity and interest is of great means of connecting key riverside sites. This includes importance. It can attract new levels of use providing linkages between Titanic Quarter and other key which, in turn, will encourage further developments which might include a re-opened Belfast development. The river is also the link that ties Marina, a Conference & Exhibition Centre and international in with Titanic Quarter and the development of hotel developments. maritime heritage.
There also needs to be greater activity on the Lagan and its It can link in turn into the old Lagan Canal riverbanks linking into the local communities who have lived through restored locks and in help open up the on the banks of the River Lagan for years. This will be Lagan Valley to increased tourism use. This in assisted by more tour boat activity but also by developing, turn may lead to further long distance canal through time, the link between Belfast Lough, Titanic Quarter linkages providing a major canal and river and the Lagan Canal. This will require two major investment network. projects, at least, involving new locks at Lagan Weir and at, and beyond, the Stranmillis Gateway. The attraction of Belfast to visiting craft will be enhanced by the provision of marina facilities. The visionary investment in Titanic Quarter should initiate a chain reaction of development along the river. The provision Significant capital investments will open up this of good river and riverbank connections is a priority. Cycling largely unused resource in the centre of the city and walking along the river will have a widespread appeal. and create a reinvigorated feature of interest Links to Titanic Quarter, Queens Quarter and the City Centre and activity for locals and visitors. will help develop a destination approach.
Actions Required: Analyse existing and proposed land uses and spaces and produce a comprehensive plan that shows how the Waterfront can be developed, linked and promoted as a key area for visitors Pursue initiatives to increase activity on the river (e.g. more access points and moorings); Develop the Lagan Canal locks and linkages; Provide a marina on the sea side of the weir. The Belfast Story To reflect the heritage, culture, urban design,
Page 22 of 45 This is a thread which should run through all that is done to tradition and community and peace and develop tourism – to reflect the brand values of the city. It reconciliation in the city. Conflict resolution can should embrace: be a focus. Heritage – the story of the city through the ages – its people, The tourism product should reflect this spirit of its buildings, its conflicts the city and ensure that it has a uniquely Tradition & Community – the legacy of the city’s recent Belfast character. Losing this essence will history needs to be accessible to visitors mean that Belfast may simply be seen as To include the character and characters of Belfast and cross ‘another’ regional city. cutting our cultural offering. This is where we belong, edgy, different, cool etc. This also presents an opportunity to embrace our culture and identity.
Actions Required: Identify innovative ways to communicate the Belfast Story across the City and at key strategic locations
Conference and Exhibition Centre There is a need for new or extended integrated conference Belfast’s conference business is currently worth and exhibition facilities in the city, in response to growing £6m - £7m per year to the local economy. competition and certain current deficiencies (e.g. lack of Since its opening in 1997, the Waterfront Hall dedicated exhibition space). has generated £10 for every £1 spent on its Significant work has already been undertaken to identify operating costs. New investment will help to possible solutions to this product gap. This will include improve competitive advantage and secure the looking at the potential of sites such as Maysfield. With benefits of conference business to Belfast Dublin’s new conference centre opening in 2010, there is tourism. now an urgent need to review options and potential delivery with a view to plugging Belfast’s infrastructure weaknesses This project will contribute to the Vision by within the next 3-5 years if not before. consolidating Belfast’s position as a business tourism destination. Actions Required: Examine opportunities for private sector solutions to space requirements; Alternatively, carry out long-term development and feasibility study; Back up with a Business Tourism Strategy at national and Belfast levels (if required).
Page 23 of 45 DEVELOPMENT LEVERS
Development Levers: Description Contribution and Impact The Essence of Belfast To reflect the heritage, culture, This is a thread which should run through all that is done to urban design, tradition and develop tourism – to reflect the brand values of the city. It should community and peace and embrace: reconciliation in the city. The tourism Heritage – the story of the city through the ages including famous product should reflect this spirit of people the city and ensure that it has a The Cultural Offer – the unique culture and arts of the city made uniquely Belfast character. Losing accessible to visitors this essence will mean that Belfast Tradition & Community – the legacy of the city’s recent history may simply be seen as ‘another’ needs to be accessible to visitors regional city.
Actions Required: Maintain a high standard and a variety of product that will encourage repeat visits Continue to develop access to culture and art programmes including Theatre Support for the concept of developing a Festival Feel around key traditional events; Ensure a welcome to all and marketable ‘products’.
Product Development Belfast City Council has made considerable investments in It is essential that there is developing a range of ‘new product’ for visitors including: Hard continuous investment in consumer Hat Tours, 72 Hours, CS Lewis Tours, Belfast Bred and Late research to identify new consumer Night Art Tours. Areas across the City have followed suit e.g. trends as well as competitor West Awakes tours. It is vital that this work continues to offerings, to allow Belfast to make ensure that Belfast has a competitive edge and visitors can informed decisions on product easily access new and exciting experiences across the city. development and investment.
These initiatives also allow interaction with local suppliers many of whom do not necessarily see themselves as tourism providers – who are supported through programming, networking clustering and packaging initiatives.
New and emerging products that are a high – medium priority include: Music Tourism; Literary Tourism; Family Tourism; Creative Tourism; Food Tourism; Roots Tourism Living History A key action will be to conduct appropriate market research to identify those products that will have the greatest return.
Page 24 of 45 City wide Presentation and Design Initiatives Great cities are planned, nurtured, cared for and altered with pride Belfast tourism needs an approach and passion. This translates into how visitors experience them. that recognises these vital aspects Cities are also a series of connected places that give them which will consolidate the feel or distinctiveness and character. Some of these places are essence of the city, its history, animated, lively, fun and well-dressed. They encourage visitors to culture and new vibrancy. This must move around and enjoy different experiences. The presentation of reinforce a uniquely Belfast Belfast to its citizens and visitors must address these issues. character – as reflected in the city Current improvements to public streets and spaces will help brand. This is an important part of considerably but the programme must be extended beyond these the Vision. commitments. Urban Design enhances the sense of place and gives a distinctive feel to Belfast. Belfast’s award winning visitor signage schemes must be kept up to date and standards maintained.
Actions Required: Continue development of public/open spaces, greenways and public art to consistent standards Maintain & continuously improve signage across the city Underpin improvements with an awareness and civic pride campaign Establish a City Design Panel to advise on specific projects and oversee design competitions. Maintain a high standard of street furniture and dressing. Adopt a more effective response to litter, graffiti and general lack of cleanliness Enhance street entertainment through incentives and an annual festival or competition
Sports Tourism Sports facilities will attract some Many cities benefit from large sporting events. International international events but is likely to standard sports facilities are essential for the city to attract top have a supportive rather than a quality events such as athletics. Improved stadia, a new major impact on achieving the velodrome, basketball/volleyball centre and tennis centre are Vision. important requirements. Gaelic football at Casement Park, Key sports facilities for cycling, Association football at Windsor Park, Rugby at Ravenhill and Ice tennis, basketball and volleyball will Hockey Games in the Odyssey are all opportunities to promote add to Belfast’s attractiveness for and package weekend breaks. international sport.
Actions Required: Upgrade of existing stadia by the three main sporting bodies Accept national stadium as a long-term project Decision by DCAL and BCC following a consultants report on location options Continue to work towards improving and packaging the range of key sports facilities in Belfast.
Page 25 of 45 Events Potential economic benefit and Belfast hosts spectacular events such as the World Cross Country image development must be key Championships, the World Amateur Boxing Championships, considerations in future planning for European Pipeband Championships, The World Irish Dancing major events. Championships, Tall Ships Race and the forthcoming World Fire & Police Games. A continual events programme is essential but a As well as generating economic balance must be struck to ensure regularity of repeatable benefits, events also contribute to significant events against costly one-offs. the Vision by increasing the reasons For example the West Belfast Festival provides an annual, to visit to Belfast, especially for homegrown, yet international event for the city. There is a need to unique experiences. develop events linked to Belfast’s distinctiveness e.g. Culture Night initiated in September 2009 was success worthy of repeating. The City Carnival offers potential to showcase Belfast’s rich cultural offer. Events often provide a catalyst for innovative tourism developments and should be used as a platform to pilot tourism/visitor initiatives in the city e.g. city branded visitor welcome programmes. Actions Required: Support for the objectives of the City Events Unit: (1) to deliver a programme of annual events, including one major high quality event each year; and (2) to increase the innovative nature of events by developing three by 2013 that are unique to Belfast and which can be seen as signature events for the city Harmonise BCC events Strategy with NITB’s new events approach. Maximise the Titanic and London Olympics 2012 opportunity with a high quality annual events programme throughout the city starting in 2011.
Green and Open Spaces Green and open spaces provide City parks and open spaces where locals and visitors can relax attractions in themselves to visitors are key features of urban tourism and Belfast offers plenty through and enhance the city experience. the city parks, Bog Meadows and Belfast Hills. In particular, the The North Foreshore Giant’s Park North Foreshore Giant’s Park presents an opportunity to expand as currently proposed would be a green spaces. Current proposals for this reclaimed land include major asset for the citizens of public art, walkways, cycleways, viewing towers, an education Belfast. Its wildlife appeal should be centre, eco-friendly pavilion, bird hides, play areas, festival space, highlighted. To reach iconic status pitches and recycling projects. and to achieve higher impact as a key element of what attracts visitors Actions Required: to the city needs more careful Carry out further analysis of how to realise the North Foreshore consideration and definition. Giant’s Park site’s potential to provide an iconic attraction with international appeal and distinctiveness; Keep green spaces at the forefront of development planning; Maximise tourism use of city parks.
Page 26 of 45 Tourism in the Community Visits to the outer areas where Belfast is unique in having a tourism product in its outer areas that community tourism is focused add to is linked to the city’s recent history. This is the focus of tourism the tapestry of things to experience related to recent conflict and conflict resolution, although there are and help to spread the benefits of opportunities to showcase community art, community events and tourism when visitors actually stop sport to visitors. Work to extend the appeal and to engage with there. Meeting the locals and a visitors at a local level is important. Support, therefore, is given to distinctive Belfast flavour are the new tourism services and activities in these outer areas (e.g. essence of the outer areas and, as peace wall art; local information centres; tourism such, they contribute significantly to entrepreneurship; and working with tour guides). Much of this will the Vision. be captured through the Tourism Place Destinations. Actions Required: Implementation of the Outer Areas Strategy within the context of Tourism Place Destinations and beyond. Encourage innovative opportunities for visitors to interact at a local level Explore opportunity to tell the story of famous people from different parts of the city
Business Tourism In addition to the key Visionary Driver – a new or extended Belfast needs to ensure that the city integrated Conference & Exhibition Centre – Belfast must continue works for the business visitor. to work smart in order to compete with other city destinations. To Belfast needs to be a connected city ensure business tourism remains at consistent levels on the short offering a range of distinct venues, to medium term as new facilities are developed we offer value for high quality accommodation and money, distinctive experiences and have the ability to respond dining experiences. All of these promptly to opportunities in the market place. taken together provide a healthy rewarding environment for business Action Required: tourism. Increase the City’s subvention fund to attract conferences as a priority; City wide itineraries to be developed Maximise the return from all conferences to the city; to promote al parts of the City to Further develop the concept of the city conference planner; delegates. Examine new opportunities for incentive venues; Develop high quality experiences suitable for delegates and partners; Develop a strategy to turn business delegates into leisure visitors.
Page 27 of 45 INFRASTRUCTURE, SERVICES AND ENVIRONMENT
Infrastructure, Services and Environment: Description Contribution and Impact
Destination and Gateway - Air and Sea Services Access services have a critical role. Achieving Improved access to the city is essential if it is to attract the Vision depends on attracting more visitors. more visits from international markets and if Belfast is to realise its Gateway potential. Air and sea access from GB Continued and successful access is comprehensive but mainland Europe air routes have had improvements will strengthen the Gateway role a difficult time. It may be necessary to incentivise access to of Belfast even further. key European markets.
Actions Required: Ensure key European markets have direct air access. Examine opportunities for new air route development via marketing support initiative driven by central government. Encourage investment by sea carriers. Promote better rail-bus connectivity and more on-line rail booking.
Internal Transport and Movement Belfast is a relatively small city with much of its There has been recent progress in encouraging visitors to tourism assets within walking distance of each use public transport to and within the city. The growth in other. However, ease of movement and sightseeing tours, including Bus Tours and West Belfast attractive routes are essential if visitors are to Taxis Tours has also had a major impact. BCC has get the most out of what it offers, as expected promoted a range of walking trails and cycling can also by the Vision. contribute to connectivity. However, further improvement in Opportunities for movement along the river connecting various parts of the city, including the Tourism using it to connect places of interest would Place Destinations is essential – connectivity is the key. have great tourism appeal.
Actions Required: Ensure that the new Rapid Transport System and other initiatives provide efficient links between visitor attractions and facilities and service outer areas of the city for tourism benefit; Promote and implement connectivity improvements in accordance with the Spatial Plan; Provide better connections between Tourism Place Destinations and key attractions; Investigate use of river as a traffic artery.
Page 28 of 45 Infrastructure, Services and Environment: Description Contribution and Impact
Visitor Facilities and Services The need for new and improved attractions has already Ensuring a high quality, range and standard of been addressed. The city must offer a full range of services and facilities is essential to making services for visitors, including a higher profile and efficient sure that visitors have a comfortable and Welcome Centre with a comprehensive range of facilities memorable experience in Belfast. and services. The private sector must deliver services such as tours, guides, and hire in a professional way.
DCAL may in the future plan for a National Art Gallery which also presents an infrastructural opportunity, which Belfast should bid for it if opportunity presents itself. More significant in the short term is the opportunity presented by Belfast Central Library which will undergo significant investment which should complement potential tourism uses.
Actions Required: Ensure provision of a world class Welcome Centre that reflects the Gateway role of the city; Encourage private sector tourism services of a high standard including pubs and restaurants; Explore opportunities of developing a Quality Stamp linked to Belfast Brand; Ensure signage is maintained and upgraded where necessary Explore opportunities presented by redevelopment of Belfast Central Library Bid for DCAL’s National Art Gallery if opportunity arises
Tourist Accommodation The needs analysis carried out for Future accommodation priorities for the City are to spread accommodation in the city indicates a the supply wider across the whole urban area and to meet requirement of 850 new rooms if the target of the changing demands for apart-hotels, boutique hotels and 20% increase in nights is achieved by 2013. guesthouses. Lower growth of 15% or 10% means Belfast has experienced substantial growth in hotel rooms requirements of 471 or 129 additional rooms. in the past five years and currently there is a pause with the Source markets will help determine the economic downturn. Further growth will depend on accommodation type. For example, European improved economic conditions. visitors to Ireland have a preference for Guest House/B&B accommodation. The current Actions Required: market pause means forecasts of need are on Encouraging developments that respond to known gaps hold. and locational deficiencies (e.g. outside the city centre). Monitoring the demand for new rooms on an ongoing basis.
Page 29 of 45 Infrastructure, Services and Environment: Description Contribution and Impact
Evening and Sunday Economy A thriving evening and Sunday economy is Extended retail hours, a café culture and a fun environment essential to a successful tourism destination give a feel to a city that encourages visitors and adds to and should ripple out from the City Centre to their enjoyment. Restaurants, pubs and all food outlets other parts of the city. should be memorable visitor experiences day and night and all weekend. The café culture must be developed in a safe environment and with the cultural sector providing reasons for visitors and locals alike to share and enjoy a thriving pulsating city. Night time economy needs further emphasis and development to ensure a safe well regulated environment.
Actions Required: Support the Evening Economy initiative and explore Night Time Economy initiatives Encourage more Sunday opening. Develop the café culture with cultural sector support including lobbying for legislative changes Support existing markets and identify gaps in provision Retailing Nearly half of all visitors to the city do some Belfast has had a golden period of retail development. shopping in the centre. It is, therefore, an However, even more development is essential for the city important asset for tourism. It is also a major centre, including Royal Exchange, which will transform a motivator of day trips, particularly for cross- run-down part of the centre, and other projects that will border visitors. encourage speciality and independent traders. Independent traders can help provide a retail offer unique to Belfast and Independent retailers add to a City’s help to differentiate it from other destinations. The Tourism authenticity. Place Destinations in the city can be enhanced through the retail offer differentiating them from other places.
Actions Required: Support the Royal Exchange proposals; Help to identify other opportunities for development across the city, especially for tourism-related retailing (e.g. speciality traders, more authentic experiences).
Page 30 of 45 MARKETING
The ambitions of the strategic framework can only be met if a successful marketing strategy and plan are implemented. Such a plan will evolve and change over time to respond to prevailing circumstances relating to access, exchange rates, products, accommodation supply and market demands.
The Marketing Context – this is the environment in which the marketing of the city – and its tourism development – will take place in the next five years and on. It is a context which at the moment provides major challenges in continuing the growth path of recent years as the economies of the world struggle and tourism numbers fall everywhere. Contextual factors also include a marketing revolution driven by continuously evolving information technology and web based platforms. Traditional marketing of tourism is fast been replaced by new techniques and channels forcing destinations to quickly adapt to change. Also of significance is the growing dominance of low cost carriers that provide a range of air services on a point to point basis, opening and closing routes with alacrity. This too shapes the marketing approaches taken and the ability to react swiftly to new opportunities.
The longer term marketing objectives of this strategic framework are:
To communicate the vision and the brand strengths to the key markets; To position Belfast as a ‘must visit’ city in Ireland - to experience its unique appeal, character and heritage; To place Belfast as a leading business tourism destination with top quality facilities for conferences and exhibitions; To ensure that Belfast is associated with top class events and entertainment and as a lively and fun year-round destination; To portray Belfast as a convenient and welcoming Gateway to the island of Ireland and a practical tourism base; To promote the Port of Belfast as an alternative ‘marquee’ port for cruise tourism to Ireland.
These objectives need to be disseminated and shared through the marketing and communications strategies and plans of all the partners, with the Belfast brand integrated into the message. New and improved tourism products and visitor experiences coming on stream will provide valuable opportunities to communicate a steady flow of inspiring reasons to visit, thereby ensuring a continuing air of excitement and promise.
Tourism marketing also contributes to the wider projection of the city’s image which in turn enhances investment prospects and the greater economy. Events marketing, in particular, can add great value through image enhancement.
Page 31 of 45 The competitive advantages and marketing challenges for Belfast currently include:
Competitive Advantages Marketing Challenges A city in transformation - continuing Range of European cities vying for market share novelty/curiosity factor Achieving stand out in a crowded marketplace Major transformational projects Choosing & prioritising best opportunities across Currency value markets & segments Authentic feel of a major international city Scale of tourism industry in short term Calendar of events Achieving partnership buy-in to maximise Titanic Quarter & heritage effectiveness of marketing budgets Vibrant city reputation Maintenance of price advantage BVCB – mature public/private partnership Changing air access Belfast Brand Range of agencies with responsibility for Tourism potential of all of the city beyond the marketing Belfast City Centre Concerns over safety & security Good and improving access Port facilities & maritime links for cruise tourism
Setting Priorities
This pyramid illustrates the comparative value of different types of visitor to an urban destination. Business visitors have highest spend per day and per visit. They are followed in sequence down through different types down to day- visitors. A destination will therefore improve spend patterns by focusing on those segments which can contribute the most to the city’s economy. Leisure tourism for Belfast is best if all of vacation nights are spent locally followed by the benefit from acting as a Gateway. All island leisure tourism will take third place although length of stay can determine exact benefit. Where possible - marketing and sales strategies should be aligned with the pyramid. This will depend on the product on offer and the ability to target the most appropriate market segments effectively and efficiently. This will be influenced by access and accommodation and the changing market trends such as the increase in short city breaks.
For Belfast, the marketing approach is also set in the context of Tourism Ireland’s international marketing focus and NITB’s approach to marketing within the island of Ireland.
Page 32 of 45 Urban Spend Pyramid
The initial marketing strategy should focus on best prospect markets. The key aims are:
. Increase the number, length of stay and spend of visitors attracted to the city for short leisure breaks and destination-specific visits, including festivals and events. . Expand the number of conferences and meetings, commensurate with facilities and capacity. . Penetrate the ROI & GB markets to attract more visitors and more bednights. . Maintain and grow the level of Northern Ireland stay-over visitors while continuing to grow the number of day visits, including cruise visits. . Expand the short break market from key European metropolitan areas with direct air access. . Expand the city’s share of overseas touring visitors to Northern Ireland/island of Ireland, including achieving greater success in attracting gateway visitor traffic via Belfast ports of entry from Britain, mainland Europe, North America and further afield.
Different market elements need different approaches.
Business Tourism Business tourism is a special focus for market development, targeted at the MICE ( Meetings, Incentive, Conference and Exhibitions) segments and Associations. While improved conference and exhibition facilities are a priority objective, they may not be realised in the short term. In the meantime, business tourism offers a particular opportunity based on the attractive strengths provided by the range of hotels, particularly those with conference facilities. Key marketing needs to improve Belfast’s competitiveness include: A conference development fund to help to compete for conferences; Development of Belfast Business Ambassador Programme; Maximising opportunities from secured conferences i.e. number of delegates, length of stay, partner programmes and repeat leisure trips A focus on quality standards and services; ‘Luxury Belfast’ programme aimed at the incentive market.
Destination Leisure Tourism This market has grown substantially in the past five years. It is city tourism based and dominated by short breaks. Most value stems from the visitor using the city as a base to explore. It may however form part of an all island visit where a gateway in ROI has been used. Key marketing needs to increase competitiveness are: Wide range of keenly priced accommodation; Wide range of attractive tourism product on offer; Easy access from all key markets; Effective communication to the market through all media channels; Stability.
Page 33 of 45 Gateway Leisure This is in effect a subset of destination leisure tourism but has better value to the economy as gateway visitors are more likely to stay longer and have a higher spend than those who enter through the ROI air and seaports. The essential element of gateway traffic is good air and sea connections. Competitiveness can be increased through: Frequent and competitive sea routes to GB; A comprehensive range of air services to major GB cities; Frequent air services to main European target markets – city pairs; Scheduled air services to USA and Canada. Co-operative and consistent marketing between Belfast/Carriers/Tourism Ireland
All Island Touring There is still excellent growth potential in claiming an increased share of the all island touring market for leisure visitors. Northern Ireland and Belfast have still an opportunity for increasing the volume and value of this business. Key marketing needs to improve Belfast’s competitiveness include: Good communication of the product on offer and its quality and accessibility; Continuing liaison with tour operators, media commentators and through social and other new media; Clear communication of the brand and its desirability; Communication of the value message; Communication of the ease of visiting and of a welcome for all; Agree approach and budget with Tourism Ireland/NITB.
VFR – Visiting Friends & Relatives This market had been the backbone of much of Belfast’s tourism business for many years and still provides valuable stable business. It is a market that cannot be targeted except through improving knowledge of new tourism attractions, easy access – particularly low fares access and easily accessible information. Key marketing needs to improve Belfast’s competitiveness include: Good communication of the product on offer and its quality and accessibility; Communication of the brand appeal to both locals and their overseas extended families and friends; Wide range of good value air and sea fares; Wide range of access routes from traditional VFR markets – GB, USA, Canada and some other long haul; Communication of Belfast being a fun ‘happening’ place; Maximise PR opportunities around events and in particular 2012 as well as other key anniversaries.
Page 34 of 45 Cruise Tourism Belfast has made dramatic progress in cruise tourism in the past decade. The cruise tourism focus in the next three years – when the industry is consolidating in cold water cruising around the British Isles – is to: Maintain service standards and keep costs to cruise lines and passengers low; Maintain industry contacts; Continue promotion at current levels; Maximise spend opportunities from secured cruise market to Belfast; Investment in cruise infrastructure.
The completion of the Titanic Signature Project will provide a major reason to visit for cruise ships in 2012. New product is essential for cruise ship continuity each year and this links closely into the ambition of the strategic framework.
Day Trips Like VFR the day trip market – almost entirely from Northern Ireland and ROI – is promoted through focused communications. The day visitor will be motivated to either shop, attend and event or visit an attraction. The ROI market focuses largely on shopping at the moment because of the currency benefit in doing so. All have a potential for conversion into overnight saying visitors depending on the length of journey undertaken. The market requirements relating to day tripping focus on: Communication of the value message to the ROI market; Communication of ongoing opportunities and range of shopping available; Communication of events and of attractions; Clear value for money themes and practical pointers re parking, rail/bus services etc.
The initial marketing strategy should focus on best prospect markets. The key aims are: . Increase the number, length of stay and spend of visitors attracted to the city for short leisure breaks and destination-specific visits, including festivals and events. . Expand the number of conferences and meetings, commensurate with facilities and capacity. . Penetrate the ROI & GB markets to attract more visitors and more bednights. . Maintain and grow the level of Northern Ireland stay-over visitors while continuing to grow the number of day visits, including cruise visits. . Expand the short break market from key European metropolitan areas with direct air access. . Expand the city’s share of overseas touring visitors to Northern Ireland/island of Ireland, including achieving greater success in attracting gateway visitor traffic via Belfast ports of entry from Britain, mainland Europe, North America and further afield.
Page 35 of 45 The market segments that can bring best return for Belfast are examined below:
Market Best Volume/Value Characteristics Priority Prospect Segments Northern Day Trips 2008 Day Trip Those furtherest from High - for bread Ireland City Breaks – market valued at Belfast will stay overnight and butter Events £130m overshadows particularly after events; market other domestic Meetings business markets. essential; Day trips - shopping and event led. RoI Day Trips; Core Market A growing and easily High - to take City Breaks; Potential 0.4m accessible market attracted advantage of Affinity interested in visiting by shopping and currency currency Groups Northern Ireland. value. Corporate Meetings strength; Corporate In 2008 worth some driven by industry. Meetings £70m VFR; GB City breaks; 24m holiday trips to Business links give a solid High – BVCB can Gateway non sun market base. Extensive air get across a holidays destinations. and sea connections value message – Affinity 3 out of 4 interested provide high potential. better value than Groups; in visiting Ireland. Reasons to visit still needed ROI for GB MICE1 GB market in 2008 – value message from market. Need to VFR worth £150m. BVCB. work closely with Northern Ireland needs to Tourism Ireland. be on rotation for UK associations Europe Gateway Germany – Markets to Ireland Medium – access Tourists; Outbound market of increasingly short break becoming Island of 10m holiday trips by driven therefore restricted through Ireland tour air; almost 3 out of 4 connections critical. These key markets itineraries; interested in Ireland; have reduced. France & Increasing City Breaks France - Outbound Germany have greatest reliance on ROI market 17m holiday Ireland potential. Belfast gateways trips by air; over 2 Welcome Centre reports out of 3 interested in strong Italian and Spanish Ireland. market – additional Worth some £14m in research required on 2008. European Markets for Belfast Long-haul Island of North America worth Gateway connections from High – linked to Ireland Tour £28m to Belfast in USA and Canada – those Gateways & all Itineraries 2008 (10% of total where tourists arrive in island tours. Gateway value of incoming Belfast to begin a Northern Titanic Signature Tourists; tourism) and Rest of or All Ireland holiday Project will be a VFR World some £7m. key driver Affinity Groups.
1 MICE – Meetings, Incentive, Conference and Exhibition
Page 36 of 45 Communication
Themed Communications
Successful communications for a tourism destination often involve a Big Idea that grabs the imagination of the potential visitor and often encourages repeat visits. These Big Ideas are presented as themes that run for a period of time – usually a year – and which provide a consistent message that gives clear inspiration and motivation to the potential visitor and a call to action.
For Belfast this is an important communication message and one which has some urgency. This is because 2012 looms – Titanic year - when the centenary of the loss of this iconic vessel is noted through the opening of the Titanic Signature Project. To engage thoroughly on an international basis with the travel industry preliminary information for that year and its key events will be needed in 2010. Such an approach ensured maximum international exposure and the ability to provide a range of events and ‘happenings’ that can bring in new visitors over a sustained period of time. NITB is currently leading on a Titanic Marketing and Communications Plan which will require support from a range of stakeholders.
Ideally Belfast can develop an ongoing series of themes years or seasons so that there is continuous presence in the media and continuously refreshed reasons to visit.
2013 is the 400th Anniversary of the City’s Charter and this too presents a major opportunity to create a themed year with a series of specials events. There is a need to engage widely across the city on what themes are significant and which can bear the ‘weight’ of a yearlong series of events. BCC must lead the work in preparing the ground through quality analysis and then bring together key partners who will buy in to the themed message.
The adoption of a themed approach helps ensure ongoing success from Public Relations as a constant supply of news stories is available to the media across the world.
New Approaches to Communication
As traditional marketing methods for tourism decrease in importance, there is an opportunity to communicate Belfast’s Brand, and the improved products and services evolving from this strategy, in a highly cost-effective way through e-tourism. Current channels of communication such as direct consumer marketing, media publicity, consumer promotions and fairs and traditional brochures, whilst still important, will become of much less significance than on-line material.
The future balance of traditional publications versus on-line downloadable material must be kept under review. Traditional print will not disappear completely but can be scaled down significantly while TICs, for example, can print off material or have it available through self-help sites. However, some print material is essential as it can, through skilful design and quality print, have
Page 37 of 45 a greater impact in convincing a potential visitor to take a trip. Each piece of Belfast print must be critically reviewed to find the balance.
BVCB’s on-line presence must reflect the Belfast Brand and its strengths while linking closely with the Northern Ireland and Ireland brands. The range of products, services and experiences on offer must be shown to have the uniqueness, distinctiveness, variety and quality that will motivate people to make the visit.
The industry providers must, in turn, have comprehensive on-line material and product offers through both their own sites and key on-line agencies such as Expedia or Travelocity or Orbitz. Securing coverage of Belfast by travel partners and intermediaries will form an important strand of the city’s marketing strategy. Plans must ensure that it is readily available to consumers in all target markets.
Belfast must also develop its own database of customers so that a valuable stock of contacts is available that may be used for e-marketing purposes. This Customer Relationship Management (CRM) is essential in developing communication and e-marketing.
But this is not enough – there is much more to do in new media. Belfast is under-served on the social web and with now a customer-to-customer (c2c) marketplace; there is an opportunity for public, private and social economy sectors to encourage interaction and exchange of information online.
Belfast is a young dynamic city but this is not mirrored in its online profile on Facebook, YouTube, Flickr and Twitter. There is an absence of RSS feeds, social bookmarks, blogs and podcasts linked to destination sites. All of these add to the dynamism of the city and its attraction as a vibrant destination. All can focus on proving that Belfast is ‘bursting with energy and enthusiasm’ and offers ‘distinct, varied and quality experiences’.
It is the linkages into and through on-line and new media which are increasingly critical for Belfast and Northern Ireland and much future focus will be placed on getting a high profile and effective presence – not just from promotional bodies but from every tourism business, from past visitors and from commentators, journalists and bloggers.
Page 38 of 45 VISITOR SERVICING AND MANAGEMENT
In 2008, 7.1 million visitor trips were made to Belfast. Visitor servicing and management is a key priority for the city to ensure it fulfils the Belfast brand promise of being a warm, vibrant and welcoming city.
Visitor servicing and management successes to date include;
Belfast Welcome Centre: opened in 1999, Belfast’s flagship TIC welcomes over 310,000 visitors and generates an income of £907,315 per annum; Gateway Tourist Information Centres at the George Best Belfast City Airport and Belfast International Airport; Award winning visitor signage scheme across the city centre.
Whilst Belfast has invested considerably in these areas and this is reflected in the high customer satisfaction of information provision and signage across the city, the direct relationship the city develops with the visitor will create a competitive edge.
Objectives
The future visitor servicing and management objectives for Belfast are:
1. To increase visitor spend in Belfast; 2. To provide visitors with a seamless Belfast experience; 3. To ensure front line services offer consistent high quality customer care; 4. To be at the forefront of technology in meeting visitor requirements.
Page 39 of 45 Visitor Information Services
The Belfast Welcome Centre, currently located on first floor premises in the city centre, provides a focal point for visitors to Belfast, offering ticketing, retail, accommodation bookings as well as general information on Belfast and Northern Ireland. The two tourist information desks at the George Best Belfast City Airport and the Belfast International Airport offer visitors a welcome on arrival. Across the city, there are also visitor information points at Queen’s University of Belfast, Spectrum Centre, Shankill and An Culturlann in West Belfast as well as a range of visitor attractions, restaurants and hotels that have the potential to provide information to the visitor. Advances in technology offer new ways of presenting information to visitors with the ability to download relevant localised information at the click of a button. Belfast needs to offer a balance of physical information provision which reinforces the welcome of the city with electronic information provision, ensuring visitors can access relevant information in the format they want through the medium they want.
Key priorities:
Belfast Welcome Centre should be relocated to central, ground floor location to maximise footfall. Services at all tourist information centres/points should be reviewed in line with visitor requirements; A network of visitor servicing points to be developed across the city linking to Tourism Place Destinations; A renewed focus on auditing, collating and presentation of relevant and up to date information on Belfast’s tourism product; Establish an ICT working group of representatives from NITB, BVCB, BCC and other relevant industry members with aims.
Visitor Management Services
Belfast must ensure that visitors have a seamless experience in the city. Using public transport, booking concerts, taking a tour or dining out should be effortless. Belfast must be prepared for peak periods when cruise ships are berthed and international conferences are in the city.
Key priorities include
Develop an online 3 – 5 year city planner for the industry tracking conferences, events and key developments; Launch a Belfast Pass for attraction entrance, restaurant deals and special discounted tours; Work with the Industry to develop more Belfast specific packages; Develop personal tourism greeter opportunities during peak periods; Develop a Belfast Brand customer care initiative aimed at those who have a direct contact with the visitor including regular networking / ambassador type initiatives to improve two way communications on what visitors are looking for and what they think of the city.
Page 40 of 45 Visitor Orientation
Belfast’s current pedestrian signage provision is excellent in relation to interpretation and orientation. Traffic is directed via white on brown tourism signage and again, there have been considerable improvements in this area over the last number of years, including white on brown motorway signage for Belfast Zoo. As new products develop, signage must be constantly updated.
Key priorities include
Preparation of new round of applications to NITB and Roads Service for brown signs (to reflect new attractions/ facilities and change in circumstances) and to identify requirements for more interpretative signing across tourism place destinations; Further consideration with Roads Service of the case for brown signing the BWC (which attracts over 300,000 visitors) and other key attractions on and from the motorways and key access routes into Belfast.
Quality Strategy
Providing quality experiences is at the heart of the vision for Belfast tourism. Quality assurance and standards are key elements of delivering such experiences and hence the strategy recognises the opportunity for BCC’s Tourism Unit to act as a one-stop-shop to direct city businesses to appropriate training and quality solutions. This also aligns with NITB’s quality strategy.
The following programmes are at the core of quality assurance and standards delivery and are keys to success:
Who? What?
Future Skills Action Group (FSAG) for FSAG Action Plan 2009 -Themes of skills provision, Hospitality and Tourism sector attractiveness & co-ordination, communication Workforce Development Forums set up by Identify skill needs of local economy and strategic DEL + 6 Regional Colleges response needed from training providers People 1st Sector Qualifications Strategy Ten priority areas Blueprint for Action 2008-09 Belfast City Council Harte Project DEL – People 1st Junior Chefs Academy
Improving quality requires a wide range of stakeholders to sign up to an agreed agenda for action. An immediate requirement is to establish a Hospitality and Tourism Forum for Belfast with a specific remit on quality and skills. It will need meaningful private sector representation and participation. Tourism is a people-based industry and aspiring to deliver consistent high class experiences is dependent on positioning it as a valued career option.
NITB and Belfast City Council are committed to achieving World Class Standards. The challenge is how to best implement a tourism quality mandate. Quality is linked to consumer trust. The potential first-time visitor is well informed, increasingly using social networking media to make
Page 41 of 45 holiday choices. The Belfast Brand still has the potential to influence destination choice but the delivery promise - the quality of the visitor experience - is under scrutiny.
Northern Ireland has a certification scheme for tourist accommodation which is legally based and is currently being updated. This process ensures that all tourist accommodation meets minimum standards. NITB is now in the process of also introducing a new voluntary quality development and grading scheme for all types of tourism accommodation from hotels to B&Bs. The AA is a partner in the project and it mirrors best practice in GB. With Belfast the leading accommodation resource in Northern Ireland, co-operation in the successful introduction and coverage of this new scheme is essential in ensuring world class standards. Communications and training initiatives with providers in Belfast will be essential. NITB also is committed to introducing voluntary quality development and ratings schemes across the tourism product including visitor attractions. This too will help ensure that the Belfast product meets standards that underpin the vision. The scheme will be rolled out over a period of time. The successful implementation of these schemes in Belfast is a top priority.
Any future skills development initiatives in Belfast need to be: enterprise led; available locally; incorporating flexible learning; fit for purpose and aligned to the Belfast brand and NITB’s quality standards. The need is to focus on a ‘can do’ mindset that will continue to attract new and repeat visitors to Belfast. There are a number of agencies with an interest in the development of tourism in the City but an initial requirement is to streamline access to information on tourism training, skills, quality and standards. The BCC Tourism Unit is well positioned to take up this role.
Page 42 of 45 MONITORING AND RESEARCH
Successful implementation of a major strategy requires constant effective monitoring to ensure that both momentum and direction are being maintained. Doing so requires focused research and reliable data to ensure that an accurate reflection of what is happening on the ground is available to those charged with strategic oversight.
The Belfast Tourism Monitor (BTM) provides the basis of most tourism data for the city covering both staying visitors and day visitors. This provides data measurement that equals that of comparative cities in the UK and Europe. The model used to prepare the data is both complex and multi-faceted. NITB also produces tourism data for Belfast, excluding day visitor estimates.
There are some discrepancies between the two sets of data, with BTM consistently recording greater levels of visitation and expenditure than NITB. It is recommended that Belfast City Council and NITB work together to harmonise the data. In addition, several detailed recommendations are proposed on methodology which would enhance the quality of the data, including encouraging the accommodation sector to provide consistent occupancy data.
The presentation of BTM data can also be made more effective for monitoring purposes through the following:
Provide time series data showing trends over a five year period; Provide all year on year changes – for total visits, visitor nights and expenditure; Provide a full breakdown of visitors by Purpose of Visit – Day Visitor, Holiday, Business, VFR, Other; Provide a full breakdown of origin of visitors preferably showing Purpose of Visit.
This data enhancement will make monitoring easier and more effective.
In addition to enhanced statistical data, other areas in need of focus relate to visitor satisfaction, impact of marketing and monitoring of development. The cost effectiveness of undertaking this independently for Belfast is an issue. NITB undertakes Visitor Attitude Surveys every two years which examine visitor satisfaction and the most cost effective approach may be to co-ordinate and share with Belfast City Council. Similarly monitoring of effectiveness of marketing expenditure by BVCB should be a built-in process to every campaign. Development monitoring is the easiest to undertake through a process of twice-yearly examination of progress in the attractions, accommodation, services and related sectors.
Together these actions will provide a thorough base of research so that progress may be accurately monitored.
Page 43 of 45 MANAGEMENT & CO-ORDINATION
Tourism growth in the way envisaged in this strategic framework will not be achieved without a concerted effort to make it happen. This requires two strands of action – implementation and engagement. Both should be tackled simultaneously and given a high priority by those who can facilitate change and prioritise investment.
Following the Review of Public Administration, Belfast City Council will have an enhanced range of functions, giving it a greater direct influence in shaping city development for tourism. This is a welcome change.
Three recommendations are presented here relating to high level co-ordination and overseeing, the tourism delivery body and day-to-day focus.
High Level Co-ordination – it is recommended that a Tourism Co-ordinating Group, chaired by the Lord Mayor or Chair of Development be established to oversee the implementation of the Strategy. It should meet no more than twice per year and should be focused at Chair, CE and senior civil servant level. The Group will receive progress reports on every aspect of the Strategy and take action where necessary to refocus and free up blockages. It will issue progress reports and provide media comment to ensure that tourism in Belfast maintains a high profile and to keep pressure on delivery against targets. The Group could be formed from BCC, NITB, BVCB, DETI, DRD, DSD, DCAL, DEL, Translink, NMNI, Sport NI, BHC and airports – with opportunities to have other sectors and interests represented. It will be important to ensure the Local Tourism Place Destinations feed into this structure.
Tourism Delivery Body – as part of the review process, four options were examined for a tourism delivery body for Belfast. These were delivery by:
a) the national tourist board; b) the city council; c) a trans-industry marketing organisation; d) a partnership.
The four models were examined in detail and the firm conclusion was that a partnership organisation focused on tourism provides the most effective structure for Belfast especially for marketing and visitor servicing. This reflects many European models and is considered best practice. It is recommended that Belfast Visitor & Convention Bureau maintains its current role and that Belfast City Council continues to lead on tourism development.
Day- to-Day Focus – while the high level committee can realistically meet twice per year, this alone will not keep pressure on delivery of the strategy. It is recommended, therefore, that a Strategy Implementation Team of officials is established which will be charged with servicing the Tourism Co-ordinating Group and keeping track of all aspects of the strategy; giving early warning of issues arising; providing linkages at officer level within the framework of agencies and departments; and creating a network of committed individuals well-versed in the strategy and its vision.
It is recommended that Belfast City Council chairs this Officer’s Team which will have in its core membership BVCB, NITB and DETI. Ideally, all contributing Government Departments and agencies should be members but a more practical approach may involve attendance on a
Page 44 of 45 project or need basis. The Group should meet at least five times per year and report to the Tourism Co-ordinating Group. The skill will be in adding value rather than being seen to be simply a reporting group – through a problem solving and action orientated approach.
At a micro level, within Belfast City Council, there are many departments and units which have a role to play in delivering this strategic framework – Parks and Leisure including Belfast Zoo, Events, Waterfront Hall, Ulster Hall, Environmental Health, Building control, Creative Industries and Economic Development, Planning and Transport, Policy and Projects and so on. With the RPA there is a renewed focus on efficiency and working smarter. A key role for BCC’s Tourism Unit will be to combine the resources across the council to work towards fulfilling the vision set out within this document.
LEADERSHIP
The delivery of an effective strategy requires the engagement and involvement of the private sector throughout the city and region if the brand promises are to be realised. Tourism is currently receiving a high profile and, therefore, there is a danger in simply providing more industry meetings or newsletters exhorting greater efforts. It is recommended that BVCB builds on its private sector membership to address specific issues that are essential in providing a top class visitor experience. Meeting wear-out is an issue with the private sector and consideration should be given to virtual forums/ industry intranet. These should include:
Tourism Quality Forum – giving feedback on quality issues and recommending strategies to overcome them – this may cover staffing, training, infrastructure; Customer Contact Forum – as detailed under Visitor Servicing; ICT Forum – as detailed under Visitor Servicing.
The inspiration to the industry must come from the top and therefore the Lord Mayor’s bi-annual reports, following the Tourism Co-ordination Group meetings will act as a rationale for media appearances and debate. As Belfast’s private sector forms the bulk of the Northern Ireland tourism industry, careful orchestration with NITB is necessary to ensure that there is a flow of information and challenges that are regular but non repetitive.
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Belfast City Council
Report to: Development Committee
Subject: Gaeltacht Quarter
Date: 18 September 2012
Reporting Officer: John McGrillen, Director of Development, ext 3470
Contact Officer: Shirley McCay, Head of Economic Initiatives, ext 6370
1 Relevant Background Information 1.1 At its meeting on 18 May 2012, the Strategic Policy & Resources Committee agreed that in line with a previous decision by the Development Committee regarding city dressing, hoardings and signs relating to the delivery of the Investment Programme projects in the Gaeltacht Quarter should be bi-lingual and printed in both the Irish and English languages.
1.2 As work on the Investment Programme is now underway, it is necessary for the Council to define its understanding of the boundary of the Gaeltacht Quarter.
2 Key Issues 2.1 There have been several studies completed on the Gaeltacht Quarter and a number of boundaries identified.
2.2 In 2010, Deloitte were commissioned by An Cheathru Ghealtachta Teo (ACGT) and the Department of Culture Arts and Leisure (DCAL) to prepare plans for the development of Belfast’s Gaeltacht Quarter and to progress recommendations made in the 2004 Dutton report. This report outlines the different boundary options.
2.3 The Plans expand the original boundary delineation of the Dutton Report to create a wider area, together with a core, identifying eleven differing zones and their neighbourhoods having recognisable roles and objectives within a greater Gaeltacht Quarter Area.
2.4 The Deloitte report states that the physical hub of the Gaeltacht Quarter is concentrated on an area around one square mile, with its focal point on the Falls and is bisected by the Falls Road, which provides the arterial route connecting Belfast City Centre to the wider West Belfast area.
136303 2.5 In addition it defines the greater Gaeltacht Quarter boundary as:
“that area bounded on its western edge by the Kennedy Way and Monagh By- Pass, continuing onto its Northern boundary at a line following the Upper Springfield and Springfield Roads on both sides as far as Springfield Park and continuing on one side on the Country-bound lane until its junction with Lanark Way. Then following the ‘peace line’ to connect with the start of its Eastern Boundary at Divis Street / John Street Boundary and from there to a Southern Boundary line running from Durham Street / Grosvenor Road on one side of road on its city-bound lane only until Grosvenor Road’s junction with the M1 Motorway and then following the city-bound Lane of the Motorway as far as its junction with Kennedy Way.”
2.6 Appendix 1 shows how the geographic area of the Gaeltacht Quarter as defined by Deloitte along with the original boundary as defined by the Dutton report.
3 Resource Implications 3.1 There are no immediate resource costs associated with this consultation response.
4 Equality and Good Relations Considerations 4.1 There are no equality and good relations considerations associated with this response.
5 Recommendations 5.1 Members are asked to provide guidance on which boundary option Belfast City Council should use to determine the provision of bilingual signage in the Gaeltacht Quarter.
6 Decision Tracking Further to approval the response will be sent to An Cheathru Ghealtachta
Timeframe: October 2013 Reporting Officer: John McGrillen
7 Key to Abbreviations ACGT - An Cheathru Ghealtachta Teo DCAL – Department of Culture Arts and Leisure
8 Documents Attached Appendix 1 shows how the geographic area of the Gaeltacht Quarter is defined within this plan and the Dutton report.
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Council
MONTHLY MEETING OF BELFAST CITY COUNCIL
Held in the City Hall on Thursday, 1st November, 2012 at 6.30 p.m., pursuant to Notice.
Members present: The Right Honourable the Lord Mayor (Alderman Robinson) (Chairman); the Deputy Lord Mayor (Councillor Cunningham); the High Sheriff (Alderman Campbell); Aldermen Ekin, Humphrey, McCoubrey, R. Newton, R. Patterson, Rodgers, Smyth, Stalford and Stoker; and Councillors Attwood, Austin, M. E. Campbell, Convery, Corr, Curran, Garrett, Groves, Haire, Hanna, Hartley, Hendron, Hussey, Jones, Keenan, Kelly, Kingston, Kyle, Lavery, Mac Giolla Mhín, Mallon, Maskey, McCabe, McCarthy, McKee, McNamee, McVeigh, Mullan, A. Newton, Ó Donnghaile, Ó Muilleoir, O’Neill, L. Patterson, Reynolds, Spence and Thompson.
Mr. David Black
The Right Honourable the Lord Mayor (Alderman Robinson) referred to the murder that day of Mr. David Black, who had been a member of the Northern Ireland Prison Service, and, on behalf of the Council, he extended to Mr. Black’s family circle his condolences and deepest sympathy.
The Council stood in silence for one minute as a mark of respect for Mr. Black.
Hurricane Sandy
With the permission of the Lord Mayor (Alderman Robinson), Alderman Newton referred to the extensive damage which had been caused to large parts of the eastern seaboard of the United States and, in particular, to New York City by Hurricane Sandy.
The Council agreed that the Lord Mayor would, on behalf of the Council, forward a letter to the Mayor of New York, Mr. Michael Bloomberg, expressing the City’s empathy for the citizens of New York.
Reading of Scriptures
In accordance with Standing Order 9, the Lord Mayor read a passage from the Scriptures.
Summons
The Chief Executive submitted the summons convening the meeting.
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Apologies
Apologies were reported from Alderman Browne and Councillors Hargey and Webb.
Minutes
Moved by the Right Honourable the Lord Mayor (Alderman Robinson), Seconded by Alderman Stalford and
Resolved – That the minutes of the proceedings of the monthly meeting of the Council of 1st October be taken as read and signed as correct.
Change of Membership on Outside Body
The Chief Executive reported that notification had been received from Sinn Féin indicating that it wished Councillor Corr to replace Councillor Ó Muilleoir on the Board of the Belfast Marathon Company.
The Council approved the aforementioned change.
Office of High Sheriff for 2013
The Chief Executive reported that the High Sheriff (Alderman Campbell) had received from the Northern Ireland Office a letter inviting her, in accordance with normal practice, to submit to the Secretary of State the names of three persons suitable for the appointment of the High Sheriff of Belfast for the year 2013.
The Council agreed to submit one name only for appointment to the Office of High Sheriff and, accordingly, the Lord Mayor invited nominations from the Council.
Councillor Kingston was proposed by Alderman Humphrey and seconded by Alderman Rodgers, while Councillor McNamee was proposed by Councillor Hendron and seconded by Alderman Ekin.
On a vote by show of hands twenty Members voted for Councillor Kingston and five for Councillor McNamee.
Accordingly, it was agreed that Councillor Kingston be nominated to the Northern Ireland Office for appointment to the Office of High Sheriff for the City of Belfast for the year 2013.
Strategic Policy and Resources and Voluntary Transition Committees
Moved by Councillor McKee, Seconded by Alderman Stalford,
That the minutes of the proceedings of the Strategic Policy and Resources Committee of 19th October and the Voluntary Transition Committee of 5th October be approved and adopted.
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Amendment
Operation Banner – Consultation
Moved by Councillor Reynolds, Seconded by Alderman Patterson,
That that decision of the Strategic Policy and Resources Committee of 19th October under the heading “Operation Banner – Consultation” be rejected and accordingly the Council agrees that the memorial to the servicemen and women within the City Hall and its grounds should take the form of the following:
(i) the modification of the existing Ulster Defence Regiment window in the City Hall to include the “Conspicuous Gallantry Cross” which was awarded by Her Majesty the Queen in 2006; and
(ii) the placing of a granite bench with the inscription “Placed here to honour the service and sacrifice of the men and women of Her Majesty’s Forces during Operation Banner 1969-2007” in the Garden of Remembrance at the City Hall,
subject to such provision being considered as part of the overall Equality Impact Assessment in the City Hall.
On a vote by show of hands twenty-five Members voted for the amendment and twenty-three against and it was accordingly declared carried.
Adoption of Minutes
Subject to the foregoing amendment, the minutes of the proceedings the Strategic Policy and Resources Committee of 19th October and the Voluntary Transition Committee of 5th October were approved and adopted.
Parks and Leisure Committee
Moved by Councillor McCabe, Seconded by Councillor Ó Donnghaile and
Resolved – That the minutes of the proceedings of the Parks and Leisure Committee of 11th October be approved and adopted.
Development Committee
Moved by Alderman Stalford, Seconded by Councillor McKee,
That the minutes of the proceedings of the Development Committee of 2nd and 16th October be approved and adopted.
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Amendment
Gaeltacht Quarter Boundary
Moved by Councillor Reynolds, Seconded by Councillor Spence,
“That the decision of the Development Committee of 2 nd October under the heading “Gaeltacht Quarter Boundary” be amended to provide that consideration of the identification of the boundary be deferred until such times as a full Equality Screening Process on the erection of signage within the Gaeltacht Quarter is carried out.”
A division on the amendment was demanded. A poll having been taken, there voted for it eighteen Members, viz., The Right Honourable the Lord Mayor (Alderman Robinson); the High Sheriff (Alderman Campbell), Aldermen Humphrey, R. Newton, R. Patterson, Rodgers, Stalford and Stoker; and Councillors Haire, Hussey, Kingston, Kyle, McKee, A. Newton, L. Patterson, Reynolds, Spence and Thompson; and against it twenty-eight Members, viz., the Deputy Lord Mayor (Councillor Cunningham); Alderman Ekin and Councillors Attwood, Austin, M. E. Campbell, Convery, Corr, Curran, Garrett, Groves, Hanna, Hartley, Hendron, Jones, Keenan, Kelly, Lavery, Mac Giolla Mhín, Mallon, Maskey, McCabe, McCarthy, McNamee, McVeigh, Mullan, Ó Donnghaile, Ó Muilleoir and O’Neill.
The amendment was accordingly declared lost.
Adoption of Minutes
The minutes of the proceedings of the Development Committee of 2nd and 16th October were thereupon approved and adopted.
Health and Environmental Services Committee
Moved by Councillor McCarthy, Seconded by Councillor Haire,
That the minutes of the proceedings of the Health and Environmental Services Committee of 3rd October be approved and adopted.
Proposed Enhancements to Projects to Address Ruinous and Dilapidated Buildings
At the request of Councillor Keenan, the Council agreed to the amendment of the decision of the Committee of 3rd October under the above-mentioned heading to provide that a letter be sent to the Minister for the Environment outlining the extent of dilapidation in Belfast and pointing out that if further financial assistance could be made available to the Council, then a greater number of properties could be dealt with by staff who were experienced in this area of work and calling upon the Minister to consider bidding for money for such a programme through the current monitoring round.
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Adoption of Minutes
Subject to the foregoing amendment, the minutes of the proceedings of the Health and Environmental Services Committee of 3rd October were approved and adopted.
Licensing Committee
Moved by Councillor Ekin, Seconded by Councillor O’Neill and
Resolved – That the minutes of the proceedings of the Licensing Committee of 17th and 22nd October, omitting those matters in respect of which the Council had delegated its powers to the Committee, be approved and adopted.
Town Planning Committee
Moved by Councillor L. Patterson, Seconded by Councillor Lavery and
Resolved - That the minutes of the proceedings of the Town Planning Committee of 4th and 18th October, omitting those matters in respect of which the Council had delegated its powers to the Committee, be approved and adopted.
Notices of Motion
Age Sector Platform's - Silver Saver Campaign
In accordance with Notice on the Agenda, Councillor Kelly proposed:
“This Council recognises the concerns of the older population in meeting their weekly grocery bills; acknowledges that older people spend a higher proportion on food than any other age group and supports Age Sector Platform’s call to food retailers to introduce a pensioners’ ‘Discount Day’ to help older shoppers cope with the rising cost of living and enable them to maintain a balanced and healthy diet.”
The Motion was seconded by Alderman Rodgers.
After discussion, the Motion was put to the meeting and passed unanimously.
Antrim Ladies’ Gaelic Football Team
In accordance with Notice on the Agenda, Councillor Mallon proposed:
“This Council wishes to express its congratulations to the Antrim Ladies’ Gaelic Football Team who won the TG4 All-Ireland Ladies’ Junior Football Championship on 7th October. Many of the players live in Belfast and their achievement has brought great credit to the City. This Council requests that the Strategic Policy and Resources Committee give consideration as to how this achievement should best be marked.”
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The Motion was seconded by Councillor Ó Donnghaile.
Prior to the Notice of Motion being considered, the Lord Mayor (Alderman Robinson) reminded the Council that Standing Order 11(e) specified that, if the subject of any Motion of which notice had been given came under the province of any Committee, it would, upon being moved and seconded, stand referred without discussion to that Committee, or to such other Committee as the Council may determine for consideration.
Accordingly, the Lord Mayor indicated that the Motion would be referred to the Strategic Policy and Resources Committee without debate.
Online Rates Receipt
In accordance with Notice on the Agenda, Councillor Hussey proposed:
“This Council is committed to transparency in how it spends ratepayers’ money. Every ratepayer has the right to know what we spend their money on. This Council believes that the principle of transparency is meaningless unless we present our published financial information in a way which is accessible and relevant to ratepayers. To this end, we will provide an online service to every ratepayer which will show them, in a comprehensible way, the services and capital projects on which their money is spent. This breakdown will include the pro-rata monetary share of their own rates bill spent on these items alongside the total amount spent by this Council. A comprehensive breakdown of the costs of delivering those services and capital projects will be contained within that breakdown.”
The Motion was seconded by Alderman Stalford.
Prior to the Notice of Motion being considered, the Lord Mayor (Alderman Robinson) reminded the Council that Standing Order 11(e) specified that, if the subject of any Motion of which notice had been given came under the province of any Committee, it would, upon being moved and seconded, stand referred without discussion to that Committee, or to such other Committee as the Council may determine for consideration.
Accordingly, the Lord Mayor indicated that the Motion would be referred to the Strategic Policy and Resources Committee without debate.
Welfare Reform
In the absence of Councillor Hargey and with the permission of the Lord Mayor (Alderman Robinson), Councillor O’ Neill proposed:
“This Council rejects the welfare cuts agenda and austerity policies being pursued at Westminster which are targeted at the most vulnerable and disadvantaged in our society and which will create significant
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hardship and difficulties for many individuals and families living in already socially disadvantaged Unionist and Nationalist communities. This Council calls upon the Assembly to amend the Welfare Reform Bill consistent with the specific circumstances and needs of people living in the north of Ireland and to work together to ensure that the most vulnerable in our society are protected.”
The Motion was seconded by Councillor Maskey.
Amendment
Moved by Councillor Attwood, Seconded by Councillor Hendron,
That the Notice of Motion proposed by Councillor O'Neill and seconded by Councillor Maskey be replaced with the following:
“In recognition that the Welfare Reform Bill will have a significant negative impact on those people in greatest need in Belfast, this Council calls upon the Department for Social Development to provide additional resources, in this year and recurring years, to support front line advice agencies. The Council agrees to look at what additional support it can provide to front line advice agencies to support citizens affected by the economic downturn and the welfare reform changes.”
The Council agreed to consider the amendment as the Substantive Motion and it was passed unanimously.
Paediatric Congenital Cardiac Services
In accordance with Notice on the Agenda, Councillor Groves proposed:
“This Council calls on the Minister for Health, Social Services and Public Safety to reassure parents that the future service model for paediatric congenital cardiac services will prioritise the needs of their children; and further calls on the Minister to explore fully an all-island solution with his counterpart, Dr James Reilly.”
The Motion was seconded by Alderman Stalford.
After discussion, the Motion was put to the meeting and passed unanimously.
Lord Mayor Chairman
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PEOPLE AND COMMUNITIES COMMITTEE
Subject: Live Here Love Here Campaign
Date: 8th December 2015
Reporting Officer: Sam Skimin Head of Cleansing Services
Contact Officer: Caroline Briggs, Community Awareness 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 inform members on the progress of the Live Here Love Here Campaign (LHLH) to date and to propose further support for the campaign.
2.0 Recommendations
2.1 Members are asked to; (i) note the progress made with the LHLH campaign to date and the benefits in collaborating in a wider behavioural change campaign. (ii) commit to Belfast City Council continuing to support the campaign for a further year during 2016/17 at a maximum level of £41,000 from within the existing Cleansing Services anti-litter campaign budget, following a review of the project at each year end. This will ensure that the campaign still meets with the aims of the Belfast Agenda. Funding will also be dependent on other contributors maintaining funding at levels which make the programme viable.
3.0 Main report
Key Issues
3.1 At a meeting of the Health and Environmental Services Committee on 6th February 2013 (see Appendix 1), a report was considered relating to the Council committing funding to the proposed Civic Pride Programme. Committee agreed to commit £41,000 of the Council’s existing anti-litter campaign budget to the project for 3 years, subject to appropriate funding from the Public Health Agency (PHA) and others. On 7th August 2013 the Committee was updated and advised that the funding from the (PHA) had been removed, thus delaying the project. Committee agreed that the Council would continue to support the campaign for 2014/15 and 2015/16.
3.2 The “Civic Pride Programme” has subsequently been re-branded as “Live Here Love Here” and has been developed by a partnership of organisations including Keep Northern Ireland Beautiful (formally Keep Northern Ireland Tidy), the Department of the Environment, Tourism Northern Ireland and local Councils. There are advantages to the Council in contributing to a collaborative approach to behaviour change campaigns. Previously the Council has developed and paid for its own TV Ad campaign but as the Ads were shown regionally all Council areas received the benefit. In this collaborative approach funding for the campaign is also being provided by other Councils and the DoE. In addition the small grants scheme is a new approach and community and other groups within Belfast have benefited directly from this approach. Details are attached in Appendix 2.
3.3 The programme is made up of three elements; a media campaign, a volunteering support programme and a small grants scheme.
3.4 In year one (2014/15), 12 councils supported the programme: . Antrim Borough Council . Ards Borough Council . Ballymena Borough Council . Belfast City Council . Carrickfergus Borough Council . Dungannon and South Tyrone Borough Council . Fermanagh District Council . Larne Borough Council . Limavady Borough Council . Newry and Mourne District Council . Newtownabbey Borough Council . Strabane District Council
3.5 The aims of the LHLH programme are:
. To create a movement in the Northern Ireland community focused around the concept of Civic Pride; . To effect behavioural change in the public and business community through the promotion of Civic Pride; . To improve the quality of the built and natural environments in Northern Ireland; . To continuously improve street and beach cleanliness in Northern Ireland; . To promote and support local volunteers and volunteer networks to lead Civic Pride initiatives in their local areas; . To increase opportunities for volunteering in Civic Pride Initiatives; . To encouraging a sense of “active communities” / local activism in Northern Ireland; . To create a sense of ownership among local communities and individuals in waste reduction, waste management and recycling, use of green space; . To promote public health through increased community engagement and community involvement in local and regional communities; and . To encourage tourism through increasing the aesthetic appeal of the Northern Ireland landscape.
3.6 The LHLH Programme is managed by Keep Northern Ireland Beautiful. The small grants scheme was launched in September 2014 and the media campaign commenced in January 2015.
3.7 As well as an anti-littering message, the campaign also aims to improve the local environment by encouraging people to take action in their local communities through volunteering activities. The campaign consisted of local outdoor, bus and press advertising as well as Northern Ireland wide TV advertising and digital activity. within the participating Council areas
3.8 The LHLH small grant scheme was administrated by Northern Ireland Environment Link. 42 projects were supported throughout the 12 council areas participating in the programme. Ten groups in Belfast made successful applications being awarded a total of £18,860. A list of successful groups is outlined in Appendix 2
3.9 Millward Brown Ulster was commissioned to undertake quantitative research into the effectiveness of the small grant scheme. There was unanimous agreement across all groups interviewed that the funded projects helped to instil a feeling of civic pride among local people. These projects helped to make positive changes in the areas and in turn encouraged people to be more aware of the environment around them and to take pride and responsibility in their local areas.
3.10 With regards to the project’s progress, Live Here Love Here has engaged 94,542 volunteers to date, during 2015/16. Therefore the project is expected to exceed its target in this area by the end of year 3.
3.11 Year 2 of the campaign is underway, 2015/16; the total funding is £238,000.
Local Councils’ Support £148,000.00
Tourism Northern Ireland £20,000.00
DOE - Grant Funding £70,000.00
3.12 The current tranche of the Small Grants Scheme was launched in September 2015; successful applicants will be announced shortly. The media schedule for the advertising campaign is being implemented. Evaluation of the effectiveness of the advertising will be undertaken at the end of year 2.
3.13 The original Committee report had agreed 3 years funding, the commencement of the project was delayed by a year. It is recommended that the council supports funding for an additional year 2016/17 at £41,000 if the project continues to meet the priorities and aims of the Council as outlined in the Belfast Agenda. This will also be on the proviso that all other contributors continue to fund the project to a level which makes the project viable.
Financial & Resource Implications 3.14 The cost of the council’s contribution of £41,000 would be met from within the existing Cleansing Services anti-litter campaign budget for 2016/17, revenue estimates permitting; there would be no additional resource implications to the council. Equality or Good Relations Implications 3.15 There are no equality or good relations implications in this report
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Health and environmental Services Committee minutes 6th February 2013. Appendix 2 - List of successful LHLH Small Grant Scheme applicants.
Appendix 1
Civic Pride Programme
Meeting of Pre April-2015 Health and Environmental Services Committee, Wednesday, 6th February, 2013 4.30 pm (Item 6.)
Minutes:
The Head of Cleansing Services submitted, for the Committee’s consideration, the undernoted report:
1 Relevant Background Information
1.1 The Civic Pride programme emerged as an outline proposal in November 2011 following agreement from the Public Health Agency (PHA)/Local Government Project Steering Group, to develop a regional, strategic programme on the theme of civic pride. The programme was to have a number of elements that would improve health and wellbeing by enhancing the environment and social conditions of communities. Fundamentally the proposal was designed to support the development of a large scale, regional, strategic programme that was consistent with the emerging community planning agenda, including the theme of volunteering, and which would meet shared ambitions of councils and the Public Health Agency.
1.2 A Project Team was formed, made up of representatives from PHA, Tidy Northern Ireland, Council Clusters, DOE and Volunteer Now, to develop the project concept. Tidy Northern Ireland, a local environmental charity was appointed as the deliverer of the programme.
1.3 In November, 2012, the Minister A. Attwood MLA, Environment Minister, wrote to all councils outlining his support for the programme and committing £390,000 to the initiative over the next three years.
1.4 The Public Health Agency has proposed £200,000 p.a. for a three year period, although this level of funding has still to be finalised. Such funding will be dependent on the support and contribution of the councils. Each council has been requested to financially contribute to the programme, proportionate to its population. Belfast has been requested to contribute £41,000 p.a over three years through a service level agreement with Tidy Northern Ireland. Tidy NI has also written directly to Elected Members giving a short summary of the project.
1.5 If full funding is committed by the DoE, the PHA and all councils, the total value of the proposed project is £1.8 million over 3 three years. However as stated earlier the level of funding from the PHA and Council’s has not yet been finalised.
2 Key Issues
2.1 Though still in the developmental stage, the Civic Pride Programme proposes to support a three pronged approach to improving health and well–being by enhancing the environment and social conditions of communities through:
1. Regional Public Information Campaign – the campaign will highlight the benefits to communities and businesses of keeping our public and neighbourhood spaces tidy and litter free. In addition it will focus on the themes of civic pride, community cohesion, individual responsibility and highlight the benefits for local people to become actively involved in improving their local environment;
2. Volunteering – building capacity within councils to facilitate volunteering by individuals/groups to actively improve the environmental quality of their communities;
3. “Menu of Opportunities” – this will be developed for local communities and councils to select from, to address their needs e.g. to support volunteering this may include; clean-ups, improving the aesthetic appearance of derelict buildings, development and maintenance of green spaces. Small grants will be available to community and volunteer groups to address the costs of interventions in their local areas under the “menu of services”.
Project Aims
2.2 The aims of the proposed Civic Pride Programme are:
· to create a movement in the Northern Ireland community focused around the concept of Civic Pride;
· to effect behavioural change in the public and business community through the promotion of Civic Pride;
· to improve the quality of the built and natural environments in Northern Ireland;
· to continuously improve street and beach cleanliness in Northern Ireland;
· to promote and support local volunteers and volunteer networks to lead Civic Pride initiatives in their local areas;
· to increase opportunities for volunteering in Civic Pride Initiatives;
· to encouraging a sense of ‘active communities’ / local activism in Northern Ireland;
· To create a sense of ownership among local communities and individuals in waste reduction, waste management and recycling, use of green space; and
· To promote public health through increased community engagement and community involvement in local and regional communities
2.3 The regional public information campaign strand of the Civic Pride Programme would complement the council’s local anti litter campaign which has been demonstrated to have brought about a reduction in individuals stated littering behaviour. The level of proposed funding would enable a substantial campaign to be delivered in terms of regional marketing for Northern Ireland.
2.4 The programme would build on Cleansing Service’s current success at engaging volunteers whereby we facilitated 2,683 volunteers in community cleanups in 2011/2012. It would further develop good quality volunteering opportunities
including intergenerational opportunities and employer supported volunteering, developing increased capacity for individuals to seek and secure paid work.
2.5 Participating councils will benefit from a small grants scheme to support community volunteering projects within their council area, the proposed value of which will be half the council’s own funding contribution to the Civic Pride Programme.
2.6 The programme proposes to bring a change in mind-sets in the general population, bringing about the behavioural change needed to reduce littering – resulting in potential street cleaning savings whilst simultaneously enhancing the experience of tourists, assisting inward investment decisions and improving local environmental quality for all.
Governance
2.7 It is proposed that the programme would be managed by a committee comprising of members of Tidy Northern Ireland Board, DOE, PHA and two council representatives, this structure is still be to confirmed.
3 Resource Implications
3.1 The cost of the council’s contribution is £41,000 for year one and would be met from the existing Cleansing Services anti litter campaign budget for 2013/2014. There would be no additional resource implications to the council.
4 Recommendations
The Committee is requested to
1. agree, in principle, to contribute £41,000 to the Civic Pride Programme for year one, dependant on confirmation of the PHA and other council funding levels making the programme viable and Council officers drawing up a satisfactory service level agreement which meets all procurement and legal requirements; and
2. agree that the programme be incorporated into the Health and Environmental Service’s Departmental Plan and budgets in years 2 and 3.”
The Committee adopted the recommendations within the report.
Appendix 2
Belfast City Council based projects funded by LHLH Small Grants scheme 2014/15 Project Organisation Project Title Amount Project Description Code Awarded BF-002 West Belfast Falls Women's £4,400 Project seeks to transform an area Partnership Centre Community of the Centre into an Board Garden environmentally friendly space with: raised herb beds, vegetable and fruit beds, hanging baskets, compost bins and seating. Volunteers for delivering the project will be drawn from women and children who work and avail of the centres services. Linked to WBPB overall area plan. The project will improve environmental awareness, experience of the local community in growing their own produce and eating healthily through training workshops, and civic pride in area. BF-010 Duncairn Growing Our £1,480 Project seeks to develop existing Community Community community garden, including, Gardens growing vegetables, planters and hanging baskets and renting raised beds by expanding involvement of local volunteers to develop further projects with community involvement. An event focused on school Children attending Currie Primary School - including creation of raised beds on schools grounds and two garden events (Halloween and Christmas) and come dine with me event (November) will enable local residents to assist in garden and take plants, vegetables home - improving environmental awareness and health. BF-013 St Gerard’s St Gerard's Chicks £1,200 Project seeks to develop existing Special community garden, to include scope School for raising a dozen Chickens on privately owned land (consent granted from landowners - grahams) 2 by 10 metres. Project requires chicken house, secure feeders and feed. Responsibility for chickens would fall upon pupils and caretakers during holiday periods. DARD Agri College have provided advice on animal husbandry required and Belfast Education and Library Board for health and safety. Also links to Duke of Edinburgh award students credit. BF-015 Skegoniel Skegoniel and £900 The Project seeks to improve the and Glandore Glandore Common local environment by transforming Common Purpose derelict interface space. Volunteers Purpose #givepeasachance will use local community garden to plant flowers and vegetables. It is hoped this will improve the aesthetic value of the area and also improve community relations and civic pride. BF-017 The Growing in Grove £835 Project seeks to improve existing Conservation environmental green space - Grove Volunteers Community Garden - run by a group consisting of TCV, Belfast City Council and community Volunteers. Additional raised beds will prevent problems with weeds. Also heritage varieties of vegetables and wider range of flowers will be planted. The group intends to increase volunteer numbers to 25 regular and 100 casual volunteers by Jan 2015. Project will be promoted using social media and help promote sustainability and civic pride in Belfast. BF-022 Horn Drive The Many Hands £1,200 Project seeks to remove litter Youth Drop in Project attributed to anti-social behaviour in Project community centre grounds to ensure area is safe for play, youth and pensioner groups to enjoy and improve the environment/civic pride in the area. The project will also create planting boxes for vegetable and flowers. Have engaged and received support from local politicians and residents, and PSNI. Five local groups will assist in the clean-up. BF-023 Live Holy Holy Family £1,640 Project seeks to develop a school Family, Love Primary School garden to enable learning in the Holy Family outdoors, enrich the school grounds and local community. Staff, children and parents will benefit from the project. The eco schools coordinator and eco schools council children/ parents taking lead in the project. BF-024 Cavehill North Belfast £2,000 Project seeks to develop an Primary Children's allotment on school grounds and School PTA Allotment Project run regular gardening classes and planting/maintenance sessions. Envisage this will improve students’ view of nature and healthy eating. Will link project with other local schools and Cavehill Conservation Society. Volunteers will be provided by PTA. BF-025 Suffolk and Suffolk River Path £926 Project seeks to purchase Lenadoon Improvement equipment to enable to group to Interface Scheme make environmental improvements Group to the Suffolk River Path through the Peace Walls Programme together with Belfast City Council and NIHE to Improve the area for the benefit of the community. The River Path is over grown and pathways are poor and make it difficult for the community to make good use of the area. The project will be community led. BF-028 West Belfast Green Teens £4,250 Project seeks to purchase seeds, Partnership bulbs, shrubs and trees for "Green Board and Teens" community group who Green Teens intend to plant at Half Moon Lake and other parks should there be surplus - including edible walkway at Half Moon Lake. Volunteers will be drawn from local community with a focus on teenagers. Guidance for planting and growing will be provided by Belfast City Council. The project intends to improve the aesthetic, environmental and community pride in the area.
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Winter Warmth Packs - Update
Date: 8th December 2015
Reporting Officer: Siobhan Toland, Head of Environmental Health / Lead Operations Officer HESD
Contact Officer: Stephen Leonard, Environmental Health 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 report provides an update to Members on the work the Council and other partners are proposing in relation to the provision of Winter Warmth Packs for vulnerable households in the city. 2.0 Recommendations 2.1 It is asked that the Committee notes the contents of the report and agrees the proposals for the use of its own stock.
3.0 Key Issues 3.1 Over the past 3 years the Council and the Public Health Agency (PHA) have provided over 3000 winter warmth packs to vulnerable households in the City. This report provides an update to Members for consideration on the plans for the provision of packs for the coming winter.
3.2 The PHA through Healthy Ageing Strategic Partnership (HASP) will link with ‘Engage with Age’ to procure and distribute packs to those over 65’s most at risk.
3.3 As was the case in previous years, the PHA are funding children’s packs (£10k) and have asked the Council to procure them on their behalf. The packs are to be distributed by the various local SureStart centres, who will also be responsible for identifying those families
eligible for assistance. Details of the various Surestart programmes are provided in Appendix 1.
3.4 The Council also has a number of packs in reserve. It is proposed these are used to support vulnerable adults or groups and to assist the Council’s response in the event of an exceptional cold spell.
3.5 Listed below are the criteria proposed to determine eligibility for a pack. These were agreed last December by the Council’s All Party Emergency and Severe Weather Working Group and it is proposed that these will be applied again this year. The same criteria are applied to the distribution of packs referred to in 3.2 above. An individual must ;
1. Be experiencing fuel poverty 2. NOT have received one from a different source 3. Be an Older Person (aged 65+) 4. Adult with under-lying health problem or cold-related illness that makes them vulnerable in the cold e.g. Asthma, Stroke etc.
Financial & Resource Implications 3.6 Costs associated with the delivery of the Council’s air quality duties have been estimated and provisions are accounted for within existing budget estimates.
Equality or Good Relations Implications 3.7 There are no relevant equality considerations associated with the delivery of the strategy. 4.0 Appendices – Documents Attached
4.1 Appendix 1 – Surestart Groups
Appendix 1
Winter Warmth Packs for Children Winter Warmth Packs for children are being distributed through the Sure Start groups as listed below.
Coordinator - Roisin McCooey 02890 553965
Name of Sure Telephone Contact Person Start Project Number Beechmount [email protected] Co-ordinator: Penny Blackie River Ambrose 028 9031 9634 Centre Clan Mór Co-ordinator: Tina Gregory [email protected] Maureen Sheehan Admin: Grainne McLarnon / 028 9032 7755 Healthy Kelly Ann Nolan Living Centre Co-ordinator: Geraldine [email protected] East Belfast O’Regan 124 Albertbridge Admin: Kathy Moore / Cara 028 9096 3399 Road McAreavey
Glenbrook Co-ordinator: Caroline [email protected] Glenbrook Milligan 028 9071 2266 Surestart Admin: Mary Brennan Contact: Mairead Gilmartin Outer West Admin: Azadeh Eizadi [email protected] 028 9030 7640 Belfast
Saol Úr Co-ordinator: Seana Talbot [email protected] 028 9032 4870 Top of the Rock Admin: Aisling Heath Shankill Co-ordinator: Irene Cooke [email protected] 028 9087 4000 Alessie Centre Admin: Wendy Dollin Co-ordinator: Mandy [email protected] Briggs S.M.I.L.E. 02895042771 Admin: Pauline Houston / Olive McConvey Co-ordinator: Joy Poots [email protected] South Belfast 028 9094 2525 Admin: Karina Rivero
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Volunteering Charter Update report
Date: 8th December 20185 Ronan Cregan: Director of Finance and Deputy Chief Executive Reporting Officer: Catherine Taggart – Community Development Manager Contact Officer: Clare Mullen – Community Resources Unit Manager
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report
1.1 The purpose of this report is to provide an update for members on the Volunteer Charter action plan and to support the development of a Council Volunteer policy which will underpin engagement with Council service managers and set the strategic direction of Council with regard to volunteering over the next 2 years.
2.0 Recommendations
2.1 The committee is requested to: i. note the progress with the implementation of the Volunteer Charter. ii. agree the development of a Volunteering Policy for Council.
3.0 Main report
3.1 Summary of main issues Belfast City Council currently offers volunteering opportunities across a range of departments which bring many benefits to both the individuals involved and to Council. The Volunteering Strategy for Northern Ireland describes volunteering as “the commitment of time and energy, for the benefit of society and the community, the environment or individuals outside (or in addition to) one’s immediate family. It is undertaken freely and by choice, without concern or financial gain.” 3.2 The opportunities Council currently offer cut across a number of departments notably: Development, Parks and Leisure, and Health & Environmental Services. Volunteers are involved in supporting our community centre programmes, our play service, through our summer scheme programmes and through the Belfast youth Forum. Additionally, volunteers support our parks and open spaces and complement the work of Zoo staff through carrying out surveys and environmental work. They enable Council to offer summer scheme opportunities to a greater number of young people than would be possible without them. Within the Development department alone Council benefitted from 69,953 volunteer hours during 2014/15.
3.3 Belfast City Council also recognises and celebrates the value of volunteers through a number of award programmes. These include - Policing and Community Safety Partnership Youth Awards - Belfast Sports Awards, and - The Age-friendly Belfast Older Volunteer Awards.
3.4 Belfast City Council has also been involved in supporting the training and development of volunteers through, for example, World Host training for World Police and Fire Games volunteers and Keeping Children Safe safeguarding training. We also engage with higher level education institutions such as Queen’s University and Belfast Metropolitan College at events as a platform for engagement and promotion of our volunteering opportunities to students.
3.5 Following committee approval in March 2015, Community Services worked in partnership with Volunteer Now to develop a Volunteering Charter for council. The Charter is a formal document that sets out the rights and responsibilities of volunteers and the organisation. It supports greater recognition of volunteers and volunteering within Council and provides a clear basis from which to build on our current practice. It will also aid the roll out a corporate volunteering policy and guidance for the effective involvement and management of volunteers.
3.6 Volunteer Charter A cross-departmental task and finish group, supported by Volunteer Now, has been established to develop an implementation plan which will embed the Charter principles in the practice of those departments involving volunteers. 3.7 In September 2015 the group undertook a scoping exercise across the relevant Council departments. The purpose of the exercise was to identify the extent of volunteer involvement across council and the type of roles being provided. The recommendation from this exercise highlighted the need for Council to develop a Council policy on Volunteering which will enable strategic direction and enable consistency in approach to managing and recruiting volunteers.
3.8 It was agreed by the departmental groups that the current Volunteering Framework developed by Community Services should form the basis for a corporate Policy. We have completed an initial review of this framework and plan to complete the draft Policy for presentation to Strategic Policy & Resource Committee in early 2016.
3.10 Following completion of the corporate policy, a one year action plan will be developed to support implementation and the development of associated procedures. It is planned to launch the Policy in April 2016 with a review in March 2017.
3.11 Financial & Resource Implications None 3.12 Equality or Good Relations Implications There are no equality or Good Relations implications 4.0 Appendices – Documents Attached
4.1 None
PEOPLE AND COMMUNITIES COMMITTEE
Subject: Request for use of premises- Barnett Demesne.
Date: 8 December 2015
Reporting Officer: Rose Crozier
Contact Officer: Brian McKinley, Events 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
The Committee is asked to note that the Council received a request from County Grand Orange Lodge of Belfast for use of Parks premises on 12 July 2016 (see Appendix 1). The event will require the closure of all or a substantial proportion of the facility.
The Committee is reminded that in 2004 the Council received a request, for the first time, from the County Grand Lodge of Belfast to hold the 12th July Demonstration event at Barnett Demesne.
The Committee is reminded that all previous requests from the Lodge for the use of this facility have been approved.
2.0 Recommendations
It is recommended that the Committee accede to the request from the County Grand Lodge for the use of Barnett Demesne on the 12th July 2016, subject to an appropriate legal agreement being prepared by the Town Solicitor. 3.0 Main report
Key Issues As indicated earlier, the event has been held at Barnett Demesne since 2005. The Council has worked closely with the Grand Lodge to ensure that the venue has facilitated the holding of a satisfactory event.
The main concern is that the site be vacated as quickly as possible and be left in the same state as prior to use, given that Malone House and the grounds are heavily used by others. The County Grand Lodge has undertaken to ensure that litter is removed and that any physical damage to the site is repaired to its original condition.
Financial & Resource Implications There is no finance or resource implication. The appropriate legal agreements will be entered into in respect of issues such as damage to property, health and safety and a bond of £2,000 will be required from the County Grand Lodge.
Human There are no additional human resource implications.
Asset and Other Implications There is no significant impact on the asset.
Equality or Good Relations Implications There are no known implications.
4.0 Appendices – Documents Attached
Appendix 1 – Letter from County Grand Orange Lodge of Belfast, dated 25 October 2015.
PEOPLE & COMMUNITIES COMMITTEE AGENDA ITEM
Request from Ulster Rugby to enter into a licence with BCC for Subject: occasional use of the overflow car park at Cregagh Youth and Community Centre
Date: 8 December 2015
Reporting Officer: Cate Taggart, Community Development Manager x 3525
Contact Officer: Cathy Reynolds, Estates Manager x 3493
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 BCC has been approached by Ulster Rugby to request that BCC enters into a licence with them in respect of occasional use of the overflow car park that is located at Cregagh Youth and Community Centre. The overflow car park is shown outlined in red on the attached map at Appendix 1 and provides space to park approximately 30 vehicles.
2.0 Recommendations
2.1 Members are asked to recommend to the Strategic Policy and Resources Committee the occasional use of the overflow car park by way of a licence agreement to Ulster Rugby, subject to detailed terms to be agreed by the Estates Manager and Legal Services.
3.0 Main report
Key Issues 3.1 This asset was transferred to BCC from Castlereagh Borough Council (CBC) on 1 April 2015, as part of Local Government Reform. It comprises a Community Centre, a small Astro turf pitch and associated on site car parking. 3.2 Ulster Rugby’s Kingspan Stadium is located in close proximity to Cregagh Youth and Community Centre. On busy match nights car parking provision in the immediate vicinity of the Kingspan Stadium is in short supply and in an attempt to address this issue Ulster Rugby had previously entered into an informal arrangement with the former CBC in respect of the use of the overflow car park at Cregagh Youth and Community Centre. CBC permitted Ulster Rugby to use the overflow car park as a staff car parking facility on specific dates during the rugby playing season.
3.3 This arrangement between Ulster Rugby and the former CBC was never formalised and BCC now wishes to enter into a formal licence agreement with Ulster Rugby in respect of same.
3.4 The overflow car park is fenced off from the main car park at Cregagh Youth and Community Centre and is accessed via North Bank / Dennet End.
3.5 Ulster Rugby requires the use of the overflow car park on specific match dates only. It is to be used by Ulster Rugby staff members only. It has been agreed that Ulster Rugby is to be responsible for controlling the access to the overflow car park and also for securing the car park at the end of each period of use.
3.6 The overflow car park is not currently used on a regular basis by users of Cregagh Youth and Community Centre, as there is another main car park located immediately next to the overflow car park. The Community Centre Manager has confirmed that the occasional use of the overflow car park by Ulster Rugby will not interfere with the day to day operations at the Community Centre, nor will it have an adverse effect on other car park users at the Community Centre, who are still able to make use of the main car park on the site.
3.7 Under the previous informal arrangement with the former CBC Ulster Rugby paid a fee of £ 250 per day for the use of the overflow car park. The Estates Unit has had a discussion with a representative from Ulster Rugby who has indicated its willingness to enter into a licence for an initial period of 9 months ( representing the length of the rugby playing season) paying £250 for each day’s use of the overflow car park. At the end of the initial 9 month licence period both parties would have the opportunity to assess the initial arrangement and renew the licence fee and licence period for a longer term, if so required. It is anticipated that Ulster Rugby will use the overflow car park on approximately 20 separate days during the current rugby playing season.
3.8 Financial & Resource Implications BCC will benefit from a rental income of £250 on each day that Ulster Rugby uses the overflow car park, should the occasional licence to Ulster Rugby be put in place.
3.9 Asset and Other Implications Staff Resource from the Estates Unit and Legal Services will prepare the licence agreement.
4.0 Appendices – Documents Attached
Appendix 1: Location Map
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