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Public Document Pack Committee and Members’ Services Section Rd 3 Floor, Adelaide Exchange 24-26 Adelaide Street Belfast BT2 8GD

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Public Document Pack Committee and Members’ Services Section Rd 3 Floor, Adelaide Exchange 24-26 Adelaide Street Belfast BT2 8GD Public Document Pack Committee and Members’ Services Section rd 3 Floor, Adelaide Exchange 24-26 Adelaide Street Belfast BT2 8GD 7th March, 2008 MEETING OF PARKS AND LEISURE COMMITTEE Dear Councillor The above-named Committee will meet in the Council Chamber, 3rd Floor, Adelaide Exchange on Thursday, 13th March, 2008 at 4.30 pm, for the transaction of the business noted below. You are requested to attend. Yours faithfully PETER McNANEY Chief Executive AGENDA: 1. Routine Matters (a) Apologies (b) Minutes 2. Correspondence received from the Minister for Education, Ms C Ruane, MLA in respect of youth provision throughout North Belfast (Pages 1 - 2) 3. Re-naming of Blythefield Open Space (Pages 3 - 4) To consider further the minute of the meeting of 14 th February under the heading “Re-naming of Blythefield Open Space which, at the request of Councillor D Browne, was referred back to the Committee for further consideration by the Council at its meeting on 3 rd March 4. Cricket Delegation In pursuance of the Committee’s decision of 13 th December, to receive a presentation from representatives of the Northern Cricket Union and Woodvale Cricket Club in relation to the provision of cricket facilities throughout Belfast - 2 - 5. Branding for Belfast Zoological Gardens (Pages 5 - 8) 6. Connswater Community Greenway (Pages 9 - 12) 7. Facilities Management Agreements (Pages 13 - 18) 8. Lands at Shore Road Playing Fields (Pages 19 - 24) 9. Tender for the Supply of Fruit and Vegetables at the Belfast Zoological Gardens (Pages 25 - 26) 10. Review of Rent for Parks Dwellings (Pages 27 - 30) 11. City of Belfast Golf Course - Price Increases (Pages 31 - 33) 12. Grove Wellbeing Centre Staffing Structure (Pages 34 - 37) 13. Catering Franchise at Council Leisure Centres (Pages 38 - 41) 14. Lands at Whiterock Close (Pages 42 - 48) 15. Falls Leisure Centre - Reception Cover (Pages 49 - 52) 16. 2012 Olympics - Pre-Olympics Training Camps (Pages 53 - 55) 17. North Belfast Play Forum (Pages 56 - 61) 18. Summer Schemes (Pages 62 - 63) 19. Support for Sport Development Grants and Hospitality Applications (Pages 64 - 69) 20. Acquisition of Land for Burial Provision (Pages 70 - 72) Page 1 Agenda Item 2 Page 2 Page 3 Agenda Item 3 Extract from minutes of – PARKS AND LEISURE COMMITTEE 14TH FEBRUARY, 2008 _____ “Re-naming of Blythefield Open Space The Director reported that correspondence had been received from the Linfield Supporters’ Club and Blackstaff Community Development Association suggesting that, as a suitable memorial to commemorate the former Northern Ireland and Linfield football player, the late Tommy Dickson, the Blythefield Open Space be re-named the Tommy Dickson Park. After discussion, the Committee agreed that a public consultation exercise be undertaken in relation to the re-naming of Blythefield Open Space. In addition, the Committee agreed that a report on the potential approaches to the holding of a public consultation exercise on the matter be submitted to the Committee at the earliest opportunity.” Page 4 BLANK PAGE Page 5 Agenda Item 5 Belfast City Council Report to: Parks and Leisure Committee Subject: Zoo Re-branding Date: 13 March 2008 Reporting Officer: Andrew Hassard, Director of Parks and Leisure Contact Officer: Mark Challis, Zoo Manager Joy Bond, Business Development Officer, Zoo Relevant Background Information The Committee will be aware of the successes of the Zoo in the past year; visitors are up, income is up, we have attracted funding from the Tourist Board for a new entrance and we have won three prestigious external awards. While these successes are the result of a team effort on the part of all staff, there is no doubt that the increased effort placed on the marketing element of the Zoo has been a factor. The Zoo is first and foremost a Belfast City Council facility and it is important that the Council as an organisation receives recognition for that. However, the Zoo itself is also recognised as a brand. The Zoo’s mission is to be the most respected Zoo in the UK and Ireland, both internally and externally. To achieve this, we strive for excellence in: • animal conservation; • education; • visitor facilities and care; and • a fun learning experience. through: • taking part in international breeding programmes to help protect endangered species; • raising awareness of conservation and biodiversity in the natural world; • organising campaigns to raise funds for endangered species and their natural environments; • provision of the best possible care and welfare for our animals; • provision of best possible visitor amenities and customer care, and • delivery of the highest quality environmental education, training and research. Page 6 We undertook a review of the existing brand in 2007, as it was felt that the existing logo – the tiger strips – no longer fully reflected the widening values and ethos of the zoo. Through this process we sought to understand the contemporary role of the zoo with its public and stakeholders. The results of the consultation were incorporated into a new brand. The process of developing a new Branding included: • internal meetings with Zoo stakeholders; • seeking design submissions and presentations from branding consultants; • internal meetings with Corporate Communications; • discussions with the Director of Parks and Leisure; • an all Zoo meeting; and • group discussion forum outside the Zoo at the Friends AGM. Key Issues The Zoo has initiated a re-branding exercise to update its existing and aging brand of the Zoo. It has been developed in conjunction with the new Council identity and the project is supported by Corporate Communications. The process has involved consultation with a wide range of stakeholders. Strategically, this re-brand will enhance the image of the Zoo internally and externally and is connected with the overall mission and vision of the Zoo. Resource Implications Financial £30,000 has been agreed under a quotation for the complete re-brand and includes: • initial concepts, design and development of Zoo identity; • application of design on new stationary suite; • development of Zoo brand guidelines; • design of 11 leaflets and brochures; • design of a advertising suite – including outdoor media channels and ambient media; • all signage for the Zoo; • design and development of the souvenir shop; • exhibition material; and • digital channels – a new website, a e-newsletter, and viral campaign. This cost can be met from existing budgets. Human Resources There are no human resource implications at this time. Page 7 Asset and Other Implications The Zoo brand is consistent is consistent with Council guidelines and will enhance the image of the facility. Recommendations The Committee is asked to note the report and to offer comments on the brand. Key to Abbreviations None. Documents Attached Appendix 1 – Examples of proposed brand. Page 8 BLANK PAGE Page 9 Agenda Item 6 Belfast City Council Report to: Parks and Leisure Committee Subject: Connswater Community Greenway Date: 13 March 2008 Reporting Officer: Andrew Hassard, Director of Parks and Leisure Contact Officer: Gerry Millar, Director of Improvement Relevant Background Information Committee at its meeting of 6 February 2007 had previously agreed to support the Connswater Community Greenway Project’s lottery submission by undertaking to provide in the region of £4m in capital expenditure and to manage and maintain the completed Greenway. The Greenway project was successful in its lottery bid obtaining £23m grant funding. The DSD are also supportive of this project and will provide £3m. In total with the Council’s commitment the project’s total cost is approximately £30m. At a special meeting on 5 February 2008 to which all Council was invited, the Committee received a briefing from the East Belfast Partnership Board regarding the benefits of the Greenway to the people of East Belfast and to the City in general. At the presentation the Director of Improvement also pointed out some of the challenges ahead in delivering a project of this scale, involving a multi partnership approach and a variety of different landowners across the total area of the scheme. Members remained supportive of the Council’s commitment both in terms of the Greenway project itself, the fact that the majority of the Greenway is made up of Council owned open space and the obvious benefit of obtaining a £30m investment in the City for a Council stake of £4m which is a 7¼:1 ratio. This report seeks further Committee endorsement of existing commitments and proposed approaches to addressing the challenges of project delivery. 1 Page 10 Key Issues Legal Agreements The East Belfast Partnership Board need to enter into a legally binding agreement with the Lottery authority. In order to do so a Heads of Agreement between the East Belfast Partnership Board and Belfast City Council setting out our respective responsibilities and undertakings needs to be signed off. Agreements may also be required with other partners such as DSD. Members are asked to note that Legal Services are working up draft documentation and Committee is asked to agree that the Council enter into formal Heads of Agreement to reflect the decisions taken pursuant to this report. Project Management The overall management of the project is complex due to the scale and nature of the scheme itself; the various partners eg East Belfast Partnership Board, Lottery, DSD, Belfast City Council together with their own particular stakeholders and organisational rules and regulations and the multi faceted land ownership issues. Currently the management situation is broadly as follows: there is an overall Project Management Board (PMB) which is a subset of East Belfast Partnership Board for deciding overall approaches and progress. Belfast City Council is represented on this Board by the Director of Improvement as at this stage of the scheme overall project management set up is essential. Reporting to the Project Management Board is the Programme Manager, Wendy Langham, an employee of East Belfast Partnership Board responsible for ensuring everything is co-ordinated and happens.
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