31 May 2018

Chairman: Alderman A G Ewart MBE Vice-Chairman: Councillor A P Ewing Aldermen: W J Dillon MBE, D Drysdale, W A Leathem, S Martin Councillors: J Baird, S Carson, J Gallen, A Givan, A Grehan, U Mackin, T Mitchell, A Redpath and S Skillen

Ex Officio The Right Worshipful the Mayor, Councillor T Morrow Deputy Mayor, Councillor H Legge

The Monthly Meeting of the Development Committee will be held in the Island Civic Centre, The Island, , on Wednesday, 6 June 2018 at 7.00 pm for the transaction of business on the undernoted Agenda.

You are requested to attend.

DR THERESA DONALDSON Chief Executive Lisburn & Castlereagh City Council Agenda

1 Apologies

2 Declarations of Interest

3 Minutes - Meeting of the Committee held on 2 May 2018 (copy attached)

4 Report by Director of Service Transformation

4.1 Report by Principal Planning Officer 4.1.1 New Tree Consent form and TPO Information for Publication on Council Website 4.1.2 Response to Armagh, & Craigavon Borough Council Preferred Options Paper Items for Noting 4.1.3 Update on Review of Local Development Plan Work Programme 4.1.4 Tree Preservation Order (Provisional) Governors Road

4.2 Report by Community Planning Manager 4.2.1 The Commissioner for Older People (COPNI) 4.2.2 CLEAR Programme Items for Noting 4.2.3 Community Plan Action Plan 4.2.4 University of Ulster Community Fellowship 4.2.5 Carnegie UK Trust Embedding Wellbeing in

4.3 Report by Head of Economic Development 4.3.1 Inward Investment Activity London 4.3.2 Meeting with Chinese Delegation to Explore Investment and Trade Opportunities in Foshan, China - Liverpool, June 2018 4.3.3 MIPIM and Investment Events 2018/2019 4.3.4 Made in Lisburn Castlereagh 4.3.5 Northern Ireland Chamber of Commerce – President’s Annual Lunch and President’s Banquet 2018 4.3.6 Local Government Transferring Functions Proposed Pilot Initiative – Youth Entrepreneurship 4.3.7 DfC Urban Regeneration Project: Environmental Improvements 4.3.8 Holiday World Dublin 4.3.9 NI Tourism Awards 4.3.10 NI Food and Drink 2019 4.3.11 NI Tourist Guide Familiarisation Trip 4.3.12 Evaluation of EU Erasmus+ Age Friendly Communities Project 4.3.13 EU Erasmus+ Age Friendly Communities Project Partner Meetings

4.3.14 EU Erasmus+ Showcase Events – Mainstreaming Student Entrepreneurship Project & Regional Apprenticeship Alliances for SMEs Project 4.3.15 International Trade Development Programme 2018-2019 4.3.16 European Union: ERDF Investment for Growth and Jobs Programme (2014- 2020) – Update Report 4.3.17 European Union: ERDF Investment for Growth and Jobs Programme (2014- 2020) – Economic Appraisal 4.3.18 Review of Lisburn Castlereagh City Council’s Good Governance Scheme for Third Party Organisations 4.3.19 North East Economic Corridor Proposal – Request for Council Nominee 4.3.20 Shopfront Improvement Grant Scheme: Update and Next Phase

Item for Noting 4.3.21 Rural Village Regeneration 4.3.21.1 Update Information

4.3.22 MJ Local Government Awards: Best Council Services Team Nomination Celebration Event 4.3.23 Northern Ireland Business Start Up Programme (NIBSUP) 4.3.24 Property Agents Forum

4.4 Department for Infrastructure 4.4.1 Proposed ‘No Waiting at any Time’ Restrictions – Clonevin Park, Lisburn 4.4 2 Speed Limit – B178 Hillsborough Road,

Items for Noting 4.5 Department for Infrastructure 4.5.1 The Pond Park Road and Beanstown Road, Lisburn (Stopping Up) Order (NI) 2018 4.5.2 Abandonment of Public Rights of Way at Carnreagh, Lisburn 4.5.3 The Station Road, Moira (Abandonment) Order (NI) 2018 4.5.4 The Hillsborough Road, Moneyreagh (Abandonment and Stopping Up) Order (NI) 2018 4.6 Department for Infrastructure: Roadway Adoption Certificates 4.7 Budget Report

5. Confidential Business –“In Committee”

Members are requested to go to the Confidential Folder to access the Development Committee confidential report.

Confidential Report by Director of Service Transformation

5.1 Lisburn Square Market – Negotiations with Marcol (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information))

5.2 Region City Deal: Project Cost Validation (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)) 5.3 Bridge Street Regeneration Proposal (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)) 5.4 Review of CCTV Service – Update (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) Items for Noting 5.5 Lisburn Linkages Public Realm Scheme: Integrated Supply Team – Tender Report (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)) 5.6 Rural Village Regeneration – Destroyers Tribute Garden: Tender Report (Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)) 5.7 Rolling Year Absence Figures for the Service Transformation Department (Confidential due to containing information which is likely to reveal the identity of an Individual(s))

6. Any other Business

oooOOOooo

To: Members of Lisburn & Castlereagh City Council

DC 02/05/2018 LISBURN & CASTLEREAGH CITY COUNCIL

Minutes of the proceedings of the Development Committee Meeting of Lisburn & Castlereagh City Council held in the Island Civic Centre, Lisburn, BT27 4RL on Wednesday, 2 May 2018 at 7.11 pm

PRESENT: Alderman A G Ewart MBE, Chairman

Deputy Mayor, Councillor H Legge

Aldermen W J Dillon MBE, D Drysdale and W A Leathem

Councillors J Baird, S Carson, A P Ewing, J Gallen, A Givan, A Grehan, U Mackin, T Mitchell and A Redpath

IN ATTENDANCE: Lisburn & Castlereagh City Council

Director of Service Transformation Planning Manager Principal Planning Officer Head of Economic Development Community Planning Manager Member Services Officer

Commencement of Meeting

The Chairman, Alderman A G Ewart, welcomed Members to the May meeting of the Development Committee and apologised for the lateness in the commencement of the meeting which had been occasioned due to the previous meeting of the Environmental Services Committee having overran.

The Chairman proceeded to outline the evacuation procedures in the case of an emergency.

The Chairman reminded everyone to ensure mobile phones were turned off or on silent mode for the duration of the meeting and stated that should any Member require to leave the meeting to notify the Members Services Officer in order that their departure could be recorded accurately in the minutes.

1. Apologies

It was agreed to accept an apology for non-attendance at the meeting on behalf of Alderman S Martin and Councillor S Skillen.

The Deputy Mayor, Councillor H Legge, had indicated that she would be attending a Mayoral engagement that evening on behalf of The Right Worshipful the Mayor and that would be arriving late to the meeting.

444

DC 02/05/2018 2. Declarations of Interest

The Chairman invited Members to declare any Conflicts of Interest they might have in relation to the business of the meeting and reminded them of the requirement that they complete Declaration of Interest forms in this regard, which had been provided at the meeting.

Councillor A P Ewing declared an interest in Item 4.4 Review of the Provision of the Public Space CCTV System in Lisburn and Castlereagh City Council: Update in view of his membership of the Board of LCAC.

Councillor A Givan declared an interest in Item 4.4 Review of the Provision of the Public Space CCTV System in Lisburn and Castlereagh City Council: Update in view of his membership of the Board of LCAC.

3. Minutes

It was agreed that the Minutes of the meeting of Committee held on 12 April 2018, as adopted by the Council at its meeting on 24 April 2018 be confirmed and signed.

Confidential Business

It was agreed that item 5 on the agenda, Confidential Business, be considered at that point in the meeting in order to accommodate Officers who were in attendance.

4. Confidential Report by the Director of Service Transformation

It was proposed by Alderman W J Dillon, seconded by Councillor A Redpath, and agreed that the Confidential report and recommendations of the Director of Service Transformation be adopted subject to any decisions recorded below.

The Chairman, Alderman A G Ewart, advised that the business in the confidential report was required to be considered “In Committee” due to the following reasons:

4.1 European Social Fund (ESF) – Annual Council Match Funding Contribution Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)

4.2 Staffing - Confidential due to containing information likely to reveal the identity of an individual.

4.3 Barbour Playground Land – Approach from Sloan Street Presbyterian Church Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)

445

DC 02/05/2018

4. Confidential Report by the Director of Service Transformation

4.4 Review of the Provision of the Public Space CCTV System in Lisburn and Castlereagh City Council: Update - Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)

4.5 Lisburn Market – Negotiations with the Marcol Group - Confidential due to containing information relating to the financial or business affairs of any particular organisation(s) concerned (including the Council holding that information)

4.6 Members’ Training - Confidential due to information likely to reveal the identity of an Individual

4.7 Rolling Year Absence Figures for the Service Transformation Department Confidential due to containing information which is likely to reveal the identity of an individual

It was proposed by Alderman W A Leathem, seconded by Councillor A Redpath, and agreed that the Confidential Business be considered “In Committee” in the absence of press or members of the public.

“In Committee”

Items for Decision

4.1 European Social Fund (ESF) – Annual Council Match Funding Contribution

The Director of Service Transformation reminded the Committee that the ESF fund was managed by the Department for Economy (DfE) and provided funding to enhance and extend employment opportunities, in particular, for those groups at a disadvantage in the labour market who were unemployed, including long-term unemployed, or economically inactive. The Council had committed to providing an annual match funding contribution in total of £100,000 per annum over a 4 year period to project (s) that were successful under the second tranche of the European Social Fund (ESF) 2014 – 2020.

The Director advised that the public call for applications had closed on Friday 16 March 2018. The applications that had been received by the Council had been scored and ranked by Council Officials according to criteria agreed by the Development Committee in November 2017. The scoring criteria had been detailed in the Director’s report, together with the outcome of the scoring exercise and a recommendation thereon.

The Committee had been circulated with a report outlining an ESF Match Funding Appeals procedure based on the Cultural & Community Services Appeals Procedure previously adopted by the Council.

446

DC 02/05/2018

4.1 European Social Fund (ESF) – Annual Council Match Funding Contribution (Cont’d)

It was proposed by Councillor A Redpath, seconded by Councillor A Grehan, and agreed to recommend that: a) the Director’s report on the annual Council match funding Contributions in respect of the European Social Fund be noted, b) the Council award the ESF grant of £100,000 per annum for a four year period to Stepping Stones NI being the highest ranking application received subject to an economic appraisal being completed which would be brought before the Committee in June 2018 for approval, and c) the ESF Match Funding Appeals procedure, based on the Cultural & Community Services Appeals Procedure previously adopted by the Council, be agreed.

4.2 Staffing

The Director of Service Transformation outlined in his report the decisions of the Council in February 2018 and March 2018 in relation to fixed term contracts and current vacant positions within the Planning Unit.

The Director also discussed the requirement of a full time statistician within the Council on a fixed term basis, and responded to questions from the Committee regarding the proposal for a full time statistician.

Councillor J Baird entered the meeting at 7.17 pm.

It was proposed by Alderman W J Dillon, seconded by Councillor U Mackin, and agreed to recommend that the Director’s recommendations in relation to two fixed term contracts and current vacant positions within the Planning Unit, and also a further two-year fixed term full-time post within the Council, be approved, subject to approval by the Corporate Services Committee, where appropriate.

4.3 Barbour Playground Land – Approach from Sloan Street Presbyterian Church

The Director of Service Transformation reminded the Committee that the Council owned the former Barbour Playground land adjacent to Union Bridge in Lisburn City Centre and that through the development of the Laganbank Quarter Development Framework this area had been identified for potential future development and plans could include a community/leisure use as part of the wider mixed-use scheme.

The Director outlined the nature of discussions between the Council and Sloan Street Presbyterian Church, which was located alongside this now unused green space, regarding options on the land that they own around the church and the potential to expand the hall provision on that site with associated parking.

447

DC 02/05/2018 4.3 Barbour Playground Land – Approach from Sloan Street Presbyterian Church (Cont’d)

It was proposed by Councillor U Mackin, seconded by Councillor A P Ewing, and agreed to recommend that the Council commences formal discussions with Sloan Street Presbyterian Church regarding future developments and options on the land owned by Sloan Street Presbyterian Church, including the potential to expand the hall provision on that site and how the former Barbour Playground site might facilitate their proposed development.

It was noted that a full site assessment and valuation for the Council owned site would be carried out as there would be a number of issues to be considered, to enable any future discussions to be appropriately informed.

4.4 Review of the Provision of the Public Space CCTV System in Lisburn and Castlereagh City Council: Update

Councillors A P Ewing and A Givan left the meeting during consideration of the above item of business, having declared an interest in view of their membership of the Board of Lisburn Commerce Against Crime (7.25 pm).

Following on from the decision of the Committee in March 2018 to agree the proposed Action Plan associated with the Review of CCTV Services the Committee had been furnished with an update report developed in partnership with Lisburn Commerce Against Crime which outlined the delivery of the agreed actions within the plan.

A discussion ensued during which the Director of Service Transformation and the Head of Economic Development responded to questions from Councillor A Grehan, Alderman D Drysdale and Councillor J Baird regarding the agreed action plan.

Councillor A Redpath left the meeting at 7.47 pm and returned again at 7.51 pm.

It was proposed by Councillor A Grehan, seconded by Alderman D Drysdale, and agreed to recommend that the Director’s recommendations, as outlined in the report circulated, be agreed.

It was noted that a wider update report would be provided to Committee in June 2018 on the delivery of the agreed three months of activity, and that further reports would be brought to both the Development Committee and the Corporate Services Committee at a future date in relation to the future management of the CCTV project within the Council.

4.5 Lisburn Market – Negotiations with the Marcol Group

The Director of Service Transformation updated the Committee on the activities that had taken place in recent weeks regarding the on-going negotiations with the owners of Lisburn Square, The Marcol Group.

448

DC 02/05/2018 4.5 Lisburn Market – Negotiations with the Marcol Group (Cont’d)

The Director and Head of Economic Development responded to questions from Councillor A Grehan in connection with the ongoing issues.

It was noted that a further update report would be provided to Members in June 2018.

It was agreed that the Director’s update report on the on-going negotiations with The Marcol Group be noted.

4.6 Members’ Training

The Deputy Mayor, Councillor H Legge, entered the meeting during consideration of this item of business.

The Director of Service Transformation reported that the Council was in receipt of correspondence from the Local Government Standard Commission (LGSC) in relation to protocol around decision making at Planning Committee meetings. The Commissioner had asked the Council to “review its processes to ensure that Members do not participate in decision-making on the Planning Committee without have completed the mandatory training.”

The Director advised that further consideration was being given to the implications of the Commissioner’s advice in view of the Council’s previous decision that no Council training shall be mandatory.

It was proposed by Councillor A Redpath, seconded by Councillor A Givan, and agreed to recommend that the issue of mandatory training be considered by the Party Group Leaders Forum.

Councillor U Mackin reminded the Committee that the Council had written to the LGSC with a number of questions six months ago and that the Council was still awaiting a response. It was proposed by Councillor U Mackin, seconded by Councillor J Gallen, and agreed to recommend that the Council writes again to the Commissioner in this regard.

4.7 Rolling Year Absence Figures for the Service Transformation Department

The Committee had been furnished with, and noted the content of, a table showing rolling year absence figures for the Service Transformation Department to 31 March 2018 together with a table showing the monthly absence figures.

It was proposed by Councillor A Grehan, seconded by Councillor T Mitchell, and agreed to come out of Committee and normal business was resumed.

Resumption of Normal Business

449

DC 02/05/2018 5. Report by the Director of Service Transformation

It was proposed by Councillor J Baird, seconded by Councillor A P Ewing, and agreed that the report and recommendations of the Director of Service Transformation be agreed subject to any decisions recorded below.

5.1 Report by Principal Planning Officer (LDP)

It was proposed by Councillor T Mitchell, seconded by Councillor A P Ewing, and agreed that the recommendations of the Principal Planning Officer be agreed subject to any decisions recorded below.

5.1.1 Presentation by William Orbinson QC at EPLANI Event ‘Possibilities and Pitfalls of Local Development Plans’

The Principal Planning Officer (LDP) reported that an event had been held by Environmental and Planning Law Northern Ireland (EPLANI) on 26th March 2018 in relation to the Local Development Plan. The main speaker had been William Orbinson QC. A copy of Mr Orbinson’s presentation had been circulated to the Committee.

The Principal Planning Officer discussed the issues raised by Mr Orbinson which included the following, it being noted that these points included specific detail regarding designations/boundary lines that should be brought forward and mapped at Plan Strategy beyond those details set out in Departmental Development Plan Practice Notes 7 and 8.

- the importance of early engagement was critical, referring in particular to developers who wished to have their land included in the LDP

- the importance of SEA to the LDP which historically had brought Plans in NI to a standstill owing to legal challenges. The assessment of alternatives for each policy was particularly important to minimise risk of challenge. This placed considerable burden on the Planning Authority.

- Soundness being critical change to the new process as an attempt to move away from the objection based approach. Huge risks were attached to a Plan if found to be unsound, including costs and further delay/uncertainty.

- the role of the Development Plan in decision making, Councillors as decision-makers will be required to consider the Plan holistically and give it favourable consideration.

- the return of prematurity in decision making decisions during draft Plan stage, particularly contentious where they were not in accordance with the draft.

It was agreed that the content of the presentation by Mr William Orbinson at the EPANI event on 26 March 2018 be noted.

The Director advised that a further update on the above-mentioned points of protocol and process would be considered at the Planning Committee also.

450

DC 02/05/2018 5.1.2 Report on Section 76 Agreements and Engagement with other Councils through Heads of Planning Meeting

The Principal Planning Officer (LDP) reminded the Committee that a report on a Joined-up Framework for the establishment of a Policy Framework which informed the use, application and delivery of Section 76 Agreements had been prepared for the Chief Executive to share at the next meeting of the SOLACE group which had been held on Wednesday, 11 April 2018. A copy of the report had been circulated to the Committee.

The Principal Planning Officer (LDP) reported that this issue had been discussed with Heads of Planning at their Working Group held on 13 April 2018, it being noted that the policy for Section 76 agreements would be included in the Council’s draft Plan Strategy and therefore early engagement and agreement between Councils was critical in this regard.

The Principal Planning Officer (LDP) advised that the Committee would be kept updated on the outcome of discussion on this matter.

It was agreed that the report on Section 76 Agreements be noted.

5.1.3 Update on Metropolitan Area Spatial Working Group

The Principal Planning Officer (LDP) reported that the third meeting of the Metropolitan Area Spatial Working Group had been held on Friday, 13 April 2018. The meeting had been hosted by Ards and North Borough Council and attended by all member Councils, DfI, statutory bodies and other interested parties.

Members noted from the Principal Planning Officer’s (LDP) report a number of matters in relation to housing, employment and transport that had been discussed at the above- mentioned meeting of the MASWG, the minutes of which would follow in due course.

It was agreed that the update on the MSWG meeting be noted.

5.1.4 Response to Director’s Letter to DfI (Transport Strategy Division)

The Principal Planning Officer (LDP) reported that the Director of Service Transformation had written to DfI Transport Strategy Division on 26 March 2018 requesting specific information in the form of four specific questions pertaining to the Local Development Plan (LDP) and Associated Transport Strategy/Plan, and that a response had been received from Mr Stephen Wood, Transport Strategy Division on 17 April 2018. A copy of the response from the Department had been circulated to the Committee.

The Principal Planning Officer (LDP) advised that in his response Mr Wood initially had provided the context for his response to the questions posed; namely,

451

DC 02/05/2018 5.1.4 Response to Director’s Letter to DfI (Transport Strategy Division) (Cont’d)

“Councils’ Local Development Plans and the Department’s Transport Plans must be developed in an integrated fashion in order to meet common aims…. and, this can only be achieved if we share information and seek to work together through what is a complex and demanding area. The Plan Strategy / Transport Strategy stage is critical in setting general direction and expectation regarding likely infrastructure improvements by the different modes of transport.”

The Director put on record that there had been significant slippage in bringing forward the Draft Plan Strategy due to a number of challenges and complex issues.

Councillor A Redpath also acknowledged that the Principal Planning Officer was progressing a complex and difficult piece of work and stated that he would support any resource to ensure the Draft Plan Strategy was successful.

Alderman D Drysdale left the meeting at 8.21 pm and returned at 8.24 pm.

In response to questions from Councillor J Baird, the Director and the Principal Planning Officer elaborated on the difficulties around the issue of challenges from neighbouring councils.

It was agreed that the response from the DfI and the willingness of the writer to provide any further clarification on the matters contained therein be noted.

The Head of Planning and the Principal Planning Officer left the meeting at 8.26 pm.

5.2 Report by Community Planning Manager

It was proposed by Councillor A Givan, seconded by Councillor U Mackin, and agreed that the report and recommendations of the Community Planning Manager be adopted subject to any decisions recorded below.

Items for Decision

5.2.1 Pre-Consultation Event on Work, Health and Wellbeing Framework

The Community Planning Manager outlined that Department for Communities (DfC) had recognised that there was a need to improve the services it delivered to help people to access the jobs market, and advised that consultation would be carried out later in the year to gather views on what changes were needed. In the first instance the Department was proposing to hold a series of pre-consultation meetings in each local government area to get a feel for what the main issues were likely to be.

The Community Planning Manager advised that DfC had asked the Council to host a half- day workshop in early to mid-May with a targeted audience to include all Members, MLAs, local employers, the community and voluntary sector, SERC, LEO, Inspire and the

452

DC 02/05/2018 5.2.1 Pre-Consultation Event on Work, Health and Wellbeing Framework (Cont’d) community planning partners. The information gathered would help to inform the draft policy developed for the consultation later in the year. It was noted that DfC would cover the cost of the room hire and hospitality.

The Committee was advised that the date for the above-mentioned workshop had been confirmed for Monday, 14 May from 9.00 am-1.00 pm, to which all Members of Council had been invited to attend, and that the Chairman of the Committee had agreed to speak at the commencement of the workshop.

The Community Planning Manager confirmed that the invitations had gone out via email in recent days and agreed to check that this had been done in view of one Member having not yet received an invite.

The Committee had been furnished with a copy of a paper on the current employment statistics which would be available also at the above-mentioned workshop.

It was agreed to recommend that the proposed pre-consultation workshop by DfI in the Island Civic Centre be approved, with any budget required being be met from within Community Planning.

5.2.2 Recent Statistical Reports

The Committee had been furnished with a series of recent statistical reports prepared by the Council’s statistician. The Community Planning Manager advised that the information contained within the reports would be useful for all services in the Council and externally for our Community Planning partners and the community and voluntary sectors.

It was agreed to recommend that the content of the statistical reports be noted and that the reports be made available on the Council’s website.

Items for Noting

5.2.3 Embedding Wellbeing in Northern Ireland

The Community Planning Manager reported that the Carnegie UK Trust had launched a new project Embedding Wellbeing in Northern Ireland, for which Councils were being asked to submit an expression of interest. The Community Planning Manager referred to the Carnegie Roundtable on Measuring Wellbeing in Northern Ireland which had contributed to the development of the wellbeing outcomes approach in the draft Programme for Government. The Trust was keen to continue its work in Northern Ireland and believed that working with stakeholders at Local Government level presented a significant opportunity to support us to bridge the gap between the aspirations for Northern Ireland and the outcomes for local people. 453

DC 02/05/2018 5.2.3 Embedding Wellbeing in Northern Ireland (Cont’d)

The Trust’s new project would offer significant financial and in-kind support for up to three Community Planning Partnerships in Northern Ireland to implement a local wellbeing outcomes approach. The project would support the participating Community Planning Partnerships to overcome challenges which they had identified as a priority, and help to align their work with draft Programme for Government outcomes framework.

The Community Planning Manager advised that as part of a three year programme, a peer-to-peer support model would be developed to allow the Community Planning Partnerships to learn from each other and that of international best practice in addressing similar challenges, and to share this with other Local Authorities in Northern Ireland and beyond.

It was noted that the Council had submitted an expression of interest on behalf of the Lisburn and Castlereagh Community Planning Partnership in advance of the deadline on 30 April 2018 and that further information would be brought back to Development Committee as the process continued.

The Director commended the Community Planning Manager for having submitted the expression of interest to the Carnegie UK Trust at short notice, having only received the notification 7 days prior to the deadline of 30 April 2018.

It was agreed that the expression of interest to the Carnegie UK Trust’s Embedding Wellbeing in Northern Ireland project be noted.

5.2.4 Invitation to Meet NISRA re NUTS

The Community Planning Manager advised that official statistics in Europe were gathered to match geographical boundaries, known as NUTS (Nomenclature of Territorial Units). In Northern Ireland up until now there had been five NUTS areas, comprising groups of Council areas. In response to Local Government reform in Northern Ireland the Lisburn & Castlereagh NUTS boundaries had been redrawn to reflect the eleven councils which would allow for easier and truer comparisons to be made.

The Committee had been furnished with a paper outlining the history of the NUTS geography and the latest position.

The Community Planning Manager advised that from 1 May 2018 there would be a legal gateway in place that enabled different administrative data sources to be linked. The significance of this was that it would provide vital insights into the social and economic well-being of Council populations. There were many other possibilities that could support the community planning process and the underpinning evidence landscape.

454

DC 02/05/2018 5.2.4 Invitation to Meet NISRA re NUTS (Cont’d)

This was complex work which all Councils could potentially benefit from but it would require planning and some resources. In the longer term it had the potential to provide a new generation of social and economic outcomes that would enable Councils to gain deeper insight into ‘who benefits’ within their population catchment areas.

It was noted that in the first instance NISRA would meet the Director of Service Transformation and the Community Planning Manager to discuss these issues and to work on the next steps, and that the Committee would be kept informed of the progress.

It was agreed that the invitation to meet NISRA to discuss changes in geographical boundaries be noted.

5.2.5 Youth Council Update

It was agreed, at the request of Alderman W A Leathem, that an update on the progress of the Youth Council be brought to the next meeting of the Committee.

The Community Planning Manager left the meeting at 8.30 pm.

5.3 Report by Head of Economic Development

It was proposed by Councillor A Redpath, seconded by Alderman W J Dillon, and agreed that the report and recommendations of the Head of Economic Development be adopted subject to any decisions recorded below.

Items for Decision

5.3.1 Ulster Aviation Society 50th Anniversary Dinner – Sponsorship Request

Councillor A Grehan left the meeting during consideration of this item (8.33 pm).

The Head of Economic Development reported that the Ulster Aviation Society was celebrating its 50th anniversary. With this in mind a celebration event being organised by the Ulster Aviation Society was taking place on Saturday, 29 September 2018 at Lagan Valley Island. Correspondence from the organisers had been received with a request for sponsorship.

A paper outlining a number of options had been circulated to the Committee from Gold level at £1,500, Silver at £750, and Associate levels at smaller amounts.

The Head of Economic Development reminded the Committee that within the Council’s Tourism Development Strategy one of the focus areas was to Collaborate, by working in partnership with private, public and community partners. The Strategy states further ‘to build on the success of the Ulster Aviation Society and the Eikon Centre already located at Balmoral Park’. 455

DC 02/05/2018 5.3.1 Ulster Aviation Society 50th Anniversary Dinner – Sponsorship Request (Cont’d)

It was proposed by Alderman W J Dillon, seconded by Councillor A Givan, and agreed to recommend that the sum of £1,500 being the Gold Option, be approved which provided the best value for money and extensive PR coverage leading up to the event and post event. Also, with the Gold Option the Council would receive a complimentary table for 10 at the anniversary dinner.

5.3.2 2018 British Open - Carnoustie The Head of Economic Development reminded the Committee that in July 2016, Lisburn & Castlereagh City Council had agreed to send two Visitor Information Centre staff to the European Football Championships in Paris to help promote and encourage the visitor offering in Northern Ireland, and Greater Belfast.

Following the successful promotion of Greater Belfast and Northern Ireland in Paris, and with the British Open Golf Championships coming to in July 2019, Tourism NI was looking to explore the availability of staff to attend this years’ British Open at Carnoustie, Scotland. It was noted that staff would be tasked to represent and sell Northern Ireland as a visitor destination. Tourism NI had agreed to cover the costs of any travel and accommodation for staff. Therefore the cost to Council would be Officer time at the golf championship, plus any additional subsistence expenses.

It was proposed by Councillor A Redpath, seconded by Councillor T Mitchell, and agreed to recommend that the Committee approves the attendance of two Visitor Information Centre staff at the 2018 British Open golf championships and that a new piece of collateral literature be designed to showcase not only the strong golf offer in the Council area, but also additional visitor information and ideas for other things to do when staying in LCCC.

5.3.3 City Centre Management Team – MJ Local Government Awards

The Head of Economic Development reported that the MJ Local Government Achievement Awards recognised the best Local Government services and personnel. This was an excellent opportunity to promote and benchmark best practice amongst fellow Local Authority colleagues.

The Head of Economic Development reported that the Council’s City Centre Management team had been successful in being shortlisted as a finalist in the Best Council Services Team. This was an excellent outcome for the team after development and delivery of a range of successful initiatives since the function had been established in 2015.

It was noted that the winners of the awards would be announced at a Gala Dinner in the Hilton Hotel, Park Lane, London on 27 June 2018.

It was proposed by Alderman W J Dillon, seconded by Alderman W A Leathem, and agreed to recommend that the Council be represented at the Gala Dinner & Awards Ceremony for the MJ Local Government Awards by the Chairman and/or Vice-Chairman of the Committee, or their nominees, and relevant officers. 456

DC 02/05/2018

5.3.4 Belfast Regional Tourism Partnership

The Head of Economic Development reminded the Committee that at the May 2016 Development Committee it had been agreed that the ‘Council supports Belfast Regional Tourism Partnership for three years subject to meeting all annual targets and subject to the availability of annual budgets.’

The Committee had been furnished with a copy of the full evaluation for the Service Level Agreement between LCCC and Visit Belfast for the year 2017/2018 with all targets/ objectives met.

It was noted that within the new LCCC Tourism Strategy it was recommended that the Council continues to work with Visit Belfast, and further explores other opportunities to strengthen the relationship. Certain parts of the Council area had strong linkages with the Belfast tourism market, and would benefit from the promotions and marketing of the Regional Tourism Partnership.

It was also noted that Lisburn Castlereagh’s Vision for Tourism 2018 -2022 had been launched at a joint event between Council and Historic Royal Palaces at Tower of London on Tuesday 17 April 2018.

It was agreed to recommend that the Regional Tourism Partnership evaluation for 2017/ 2018 be noted and that Belfast Regional Tourism Partnership be supported for a further 12 months.

Items for Noting

5.3.5. Moira Speciality Food Fair 2018

The Head of Economic Development reminded the Committee that in November 2017 the Committee had agreed to the delivery of the Moira Speciality Food Fair for the fourth year. The event had grown from the pilot in 2015 and was very popular with over 5,600 visitors attending in 2017. The Committee had agreed to support the event with a budget for August 2018 of £23,000. With these funds the Council would be able to attract more traders, secure a larger marquee and better targeted marketing that would draw more visitors. Associated with this it was proposed that officers explore the issue of creating a brand for the Lisburn & Castlereagh area and its food offering which will be reported back to Members. The Head of Economic Development also advised that Tourism Development had applied for funding from Northern Ireland Regional Food Programme 2018-2019 from the Department of Agriculture, Environment and Rural Affairs and had been successful in securing up to £7,875 financial assistance. This grant funding would therefore reduce the Council cost of staging the 2018 event.

It was agreed that the report on the Moira Speciality Food Fair be noted.

457

DC 02/05/2018 5.3.6 WorldHost

The Head of Economic Development reminded the Committee that the Hillsborough Tourism Master Plan had been completed in November 2015, and as part of this an Action Plan had been provided as a ‘road map’ for Officers to progress projects in the village and surrounding Hillsborough area.

Working in partnership with Tourism NI, seven WorldHost training workshops had been delivered. Almost 90 people, all working in Hillsborough village, had completed the course during January to March 2018. Funding of £2,500 from Council had been agreed at the Development Committee in October 2017, and a further £2,750 from Tourism NI had been provided to deliver the programme. It was noted that some 13 businesses in the village also had attained WorldHost Business recognition.

The Head of Economic Development advised that the training was so well supported that another session had been organised. The Graduation Ceremony on 22 March had been well attended with representation from most businesses, Hillsborough Old Guard in uniform, Historic Royal Palace staff and the Chairman of Development Committee.

It was agreed that the success of the WorldHost customer service programme as part of the Hillsborough Tourism Master Plan be noted.

5.3.7 Northern Ireland Rural Development Programme 2014 – 2020 Article 60 Good Governance Audit

The Head of Economic Development reported that the Department of Agriculture, Environment & Rural Affairs (DAERA) had undertaken an Article 60 Good Governance Audit of the delivery of the Northern Ireland Rural Development Programme 2014 – 2020 by Lagan Rural Partnership Local Action Group (LAG), supported by the Council.

The subsequent Article 60 report had revealed no significant findings, with the Council’s LAG having been awarded a reduced risk rating from High to Medium, which would lead to a reduction of DAERA led audits of project grant applicant files from 100% to 75%.

It was agreed that the outcome of the Article 60 Good Governance Audit on the Lagan Rural Partnership, Local Action Group (LAG) be noted.

5.3.8 City Centre Events Programme, April to October 2018

The Head of Economic Development reminded the Committee that the Council’s City Centre Management team continued to organise and deliver a varied programme of events in Lisburn City Centre.

The Committee had been furnished with, and noted the content of, a copy of the City Centre Events Programme that would run from April to October 2018, which included a showing of the upcoming Royal Wedding on the Big Screen; partnership events such as the Health & Wellbeing Day; a Wallace High School Concert alongside the return of popular events such as Housty’s Tea Dances and Purple Turnip Autumn Festival.

458

DC 02/05/2018

5.3.9 Report on Investment Promotion Events, London, April 2018

The Committee had been furnished with an update report on the following two key investment and networking events which the Council recently hosted in London. a) a high level networking evening to celebrate the Council’s Tourism vision and Corporate Plan, hosted in the Tower of London in partnership with Historic Royal Palaces on 17 April 2018 b) the Council’s annual investment and networking event in the Palaces of Westminster and launch of the newly published Lisburn Castlereagh Investment Guide on 18 April 2018.

The Head of Economic Development reported that feedback to date from those attending had indicated that both events had been a tremendous success, and combined with a schedule of pre-arranged meetings in London with key contacts, both before and after the events, had resulted in a number of key opportunities and new contacts which Council Officers were following up on, and would arrange a further debrief for both Officers and Elected Members.

The Committee had been furnished with a copy of a positive letter from the Head of Hillsborough Castle in relation to the success of the two events.

It was agreed that the update report on the successful investment and business events in London in April 2018 be noted.

5.3.10 Agents & Developers Forum, Inaugural Meeting 8.00 am 23 May 2018, Chestnut Suite, Lagan Valley Island

The Head of Economic Development reminded the Committee that as part of the Council’s overall investment programme, and to encourage regeneration and realisation of the City Centre Master plan, it had been agreed that a property agents & developers forum would be established.

Hosted by the Chairman of the Development Committee, it was proposed that the first meeting of the Forum would take place on 23 May 2018. It was envisaged that the Forum would take place as a breakfast meeting, with breakfast served at 8.00 am and formal proceedings commencing at 8.30am.

It was noted that local and national agents would be invited to participate in the Forum, as well as key developers and other property and investment stakeholders, with future meetings scheduled to take place every six months.

It was agreed that the update on the Agents and Developers Forum inaugural meeting on 23 May 2018 be noted.

459

DC 02/05/2018 5.3.11 Northern Ireland Rural Development Programme 2014 – 2020 Update The Head of Economic Development reminded the Committee that the Council was contracted via a service level agreement to Lagan Rural Partnership Local Action Group (LAG) which required the Council to provide administrative support to the LAG to deliver an overall project fund of £2,647,600 to businesses and voluntary organisations within the rural areas of the Council and rural areas of Belfast City Council. The Committee noted from the Head of Economic Development’s report a number of projects that the Council had assisted the LAG with and those projects that the Council would assist within the next 12 months. It was agreed that the update report on the Northern Ireland Rural Development Programme 2014-2020 be noted.

5.3.12 Northern Ireland Business Start Up Programme (NIBSUP) Update Report

The Committee had been furnished with and noted the content of a summary report providing an update on the first seven months of programme delivery under NIBSUP from September 2017 – March 2018.

It was noted that in addition this report provided an update on Lisburn & Castlereagh City Council’s statutory job targets which had been achieved through delivery of NIBSUP and interim provision of business start activity from 1 April 2017 – 31 March 2018 in the Lisburn & Castlereagh City Council area. As part of the restructure of Local Government in 2015, each of the new Super Councils had been given annual statutory job targets by the Department for the Economy (DfE), which were linked to new business start-up activity. The Head of Economic Development reported that Lisburn & Castlereagh City Council’s statutory target of 85 had been exceeded, with 96 new jobs promoted.

It was agreed that the Committee notes the NIBSUP update report and the successful achievement of the Council’s annual statutory job target.

5.3.13 Lisburn Linkages Public Realm Scheme The Head of Economic Development reminded the Committee that the Lisburn Linkages Public Realm Scheme had been progressing with the IST procurement process currently being finalised. The conclusion of this process was expected within the next week and would see the appointment of a contractor to carry out the capital works. It was expected works would commence on site in August 2018. The Head of Economic Development advised that following appointment of the contractor some PR activity would be arranged to communicate details of the overall scheme to the Community.

It was noted that the work by utilities companies, including NIE, BT and NI Water, within Lisburn City Centre to upgrade their own infrastructure was still ongoing with this expected to be completed in July 2018.

460

DC 02/05/2018 5.3.13 Lisburn Linkages Public Realm Scheme (Cont’d) A further update report outlining the full tender process would be presented to the Development Committee meeting in June 2018.

It was agreed to recommend that the update on the Lisburn Linkages Public Realm Scheme be noted.

Verbal Item

5.3.14 Balmoral Show 2018

The Head of Economic Development advised that invitations had been issued to the Committee to the Balmoral Show Chairman’s Drinks Reception on Wednesday 16 May 2018 at 3.00 pm.

5. Report by the Director of Service Transformation (Continued)

5.4 Correspondence received from the Department for Infrastructure

5.4.1 Provision of an Accessible/Disabled Parking Bay at 40 Sloan Street, Lisburn

The Committee had been furnished with a copy of correspondence dated 24 April 2018 from the Department for Infrastructure, Eastern Division, regarding the provision of an accessible/disabled parking bay at 40 Sloan Street.

It was agreed to recommend that the proposal by the Department in connection with the provision of an accessible/Disabled Parking Bay at 40 Sloan Street, Lisburn, be noted, there being no comments from Members present at the meeting.

Items for Noting

5.5 Department for Infrastructure: Roadway Adoption Certificates . The Committee had been furnished with, and noted the content of, a copy of a Roadway Adoption Certificate for the Magheralave area.

5.6 Risk Registers

The Committee had been furnished with, and noted the content of, the quarterly updated Risk Registers for Community Planning, Economic Development, Development Management, Local Development Plan and Service Transformation.

461

DC 02/05/2018 5.7 Budget Report

The Director of Service Transformation reported that due to year-end adjustments, the Summary Budget Report for the Service Transformation Department would not be available until the accounts had been finalised. It was noted that the budget position at the year-end would be brought to the Committee at its meeting in June 2018.

Additional Report by the Director of Service Transformation

Item for Decision

5.8 Invitation from the European Commission, Europe Day Reception 9 May 2018 Titanic Hotel, Belfast

It was proposed by Councillor A Redpath, seconded by Councillor T Mitchell, and agreed that the Council be not represented at the Europe Day Reception on 9 May 2018.

Councillor J Gallen left the meeting at 8.39 pm.

6. Any Other Business

6.1 Bow Street, Lisburn – Lack of Restrictions for Vehicular Access Councillor S Carson

Councillor S Carson raised a concern on having witnessed at lunchtime recently a commercial van driving up Bow Street and completing a u-turn before leaving again. This incident had taken place after the stipulated loading time for vehicles in Bow Street in a pedestrian-zone.

The Head of Economic Development agreed to raise the issue of lack of restrictions for vehicular access in Bow Street with the PSNI and report back to the Committee in due course.

There being no further business the meeting terminated at 8.41 pm.

______Mayor/Chairman

462

LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF THE DEVELOPMENT COMMITTEE – 6 JUNE 2018

REPORT BY MR DONAL ROGAN, DIRECTOR OF SERVICE TRANSFORMATION

PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ consideration a number of recommendations specifically relating to the operation of the Council.

The following decisions are required:

1. To consider the Report by the Principal Planning Officer 2. To consider the Report by the Community Planning Manager 3. To consider the Report by the Head of Economic Development 4. To consider correspondence from Department for Infrastructure regarding: 4.1 Proposed ‘No Waiting at Any Time’ restrictions – Clonevin Park, Lisburn 4.2 Speed limit change – B178 Hillsborough Road, Moneyreagh 5. To note correspondence from Department for Infrastructure regarding: 5.1 Pond Park Road and Beanstown Road, Lisburn (Stopping-Up) Order 5.2 Abandonment of Public Rights-of-Way at Carnreagh, Lisburn 5.3 Hillsborough Road, Moneyreaghy (Abandonment and Stopping-Up) Order 5.4 Station Road, Moira (Abandonment) Order 6. To note Roadway Adoption Certificates 7. To note information regarding the budget report for Service Transformation

ITEMS FOR DECISION

1. REPORT BY MS LOIS JACKSON, PRINCIPAL PLANNING OFFICER (LDP)

Attached at APPENDIX 1 is a report from the Principal Planning Officer (LDP) in respect of items under her remit.

Recommendation

It is recommended that the Committee considers the items in the Report by the Principal Planning Officer (LDP) and agrees the recommendations therein.

2. REPORT BY MRS CATHARINE McWHIRTER, COMMUNITY PLANNING MANAGER

Attached at APPENDIX 2 is a report from the Community Planning Manager in respect of items under her remit.

Recommendation

It is recommended that the Committee considers the items in the Report by the Community Planning Manager and agrees the recommendations therein.

3. REPORT BY MR PAUL McCORMICK, HEAD OF ECONOMIC DEVELOPMENT

Attached at APPENDIX 3 is a report from the Head of Economic Development in respect of items under his remit.

Recommendation

It is recommended that the Committee considers the items in the Report by the Head of Development and agrees the recommendations therein.

4. DEPARTMENT FOR INFRASTRUCTURE

4.1 PROPOSED ‘NO WAITING AT ANY TIME’ RESTRICTIONS – CLONEVIN PARK, LISBURN

Attached at APPENDIX 4 is correspondence received from the Department for Infrastructure, Eastern Division, regarding proposed ‘No Waiting At Any Time’ restrictions at Clonevin Park, Lisburn.

Recommendation

It is recommended that the Committee considers this information.

4.2 SPEED LIMIT – B178 HILLSBOROUGH ROAD, MONEYREAGH

Attached at APPENDIX 5 is correspondence received from the Department for Infrastructure, Eastern Division, regarding change of speed limit on the B178 Hillsborough Road, Moneyreagh, due to housing development.

Recommendation

It is recommended that the Committee considers this information.

ITEMS FOR NOTING

5. DEPARTMENT FOR INFRASTRUCTURE

5.1 THE POND PARK ROAD AND BEANSTOWN ROAD, LISBURN (STOPPING- UP) ORDER (NI) 2018

Attached at APPENDIX 6 is correspondence received from the Department for Infrastructure, regarding the publishing of information relating to the above.

Recommendation

It is recommended that the Committee notes this information.

5.2 ABANDONMENT OF PUBLIC RIGHTS-OF-WAY AT CARNREAGH, LISBURN

Attached at APPENDIX 7 is correspondence received from the Department for Infrastructure, regarding the publishing of information relating to the above.

Recommendation

It is recommended that the Committee notes this information.

5.3 THE STATION ROAD, MOIRA (ABANDONMENT) ORDER (NI) 2018

Attached at APPENDIX 8 is correspondence received from the Department for Infrastructure, enclosing statutory rule and associated map in relation to the above.

Recommendation

It is recommended that the Committee notes this information.

5.4 THE HILLSBOROUGH ROAD, MONEYREAGH (ABANDONMENT AND STOPPING-UP) ORDER (NI) 2018

Attached at APPENDIX 9 is correspondence received from the Department for Infrastructure, enclosing statutory rule and notice.

Recommendation

It is recommended that the Committee notes this information.

6. DEPARTMENT FOR INFRASTRUCTURE: ROADWAY ADOPTION CERTIFICATES

Attached at APPENDIX 10(a), APPENDIX 10(b), APPENDIX 10(c) and APPENDIX 10(d) are copies of Roadway Adoption Certificates for the following areas: • Hawtree Park • Old Dundonald Road & Wanstead Road • Ballantine Gardens • Millreagh Drive and Avenue

Recommendation

It is recommended that the Committee note this information.

7. BUDGET REPORT

Attached at APPENDIX 11 for the information of Members is a copy of the summary Budget Report for Service Transformation for the year to 31 March 2019 as at 30 April 2018.

Recommendation

It is recommended that Members note this information.

DONAL ROGAN DIRECTOR OF SERVICE TRANSFORMATION 29 May 2018 APPENDIX 1 LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF THE DEVELOPMENT COMMITTEE – 6 June 2018

REPORT BY MS LOIS JACKSON, PRINCIPAL PLANNING OFFICER (LDP)

PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ information a number of recommendations relating to the Local Development Plan (LDP).

The following decisions are required:

To consider the following items relating to the preparation of the Council’s Local Development Plan and Plan Strategy:-

1. To approve New Tree Consent form and TPO information for publication on Council website. 2. To approve response to Armagh City, Banbridge & Craigavion Borough Council Preferred Options Paper. 3. To note update on review of Local Development Plan Work Programme. 4. To note the Provisional Tree preservation Order (TPO) Governors Road, Lisburn.

ITEMS FOR DECISION

1. NEW TREE CONSENT FORM AND TPO INFORMATION FOR PUBLICATION ON COUNCIL WEBSITE

The Council values the importance of trees in our local environment and are committed to their protection. This is aligned to the Council’s priorities in terms of ‘Place and Environment’ to create a positive place to live, work and visit and preserve the natural environment for the future.

The Council has responsibility for the making and enforcing of Tree Preservation Orders (TPOs). TPOs may be used to protect trees, groups of trees or woodlands, which add to the character and appearance of an area. As such a TPO provides statutory protection for trees specified in any order.

A new ‘Tree Consent Form’ is provided which allows the public to make a formal request to the Council in relation to these matters. The additional TPO information is to inform the public in relation to TPOs, consent to carry out works to protected trees, dead or dying trees and finally trees in conservation areas. These two documents (see APPENDIX 1LDP and APPENDIX 2LDP) will be uploaded to the Council’s website following Members’ approval.

RECOMMENDATION

Members are requested to consider and approve the uploading of the documents to the Council’s website.

2. RESPONSE TO ARMAGH BANBRIDGE & CRAIGAVON BOROUGH COUNCIL PREFERRED OPTIONS PAPER

The Council welcomes the opportunity to provide comment on the production of the Preferred Options Paper (POP) published by Armagh City, Banbridge and Craigavon Borough Council (ABC) in March 2018.

The Strategic Objectives of the POP are identified under three main pillars of sustainable development - Social, Economic and Environment.

This Council is fully supportive of establishing close working relationships with neighbouring Councils on cross-cutting issues and in addition broadly supports:- • the approach adopted towards housing allocation • the review of employment land and its future deliverability within the plan period • the need for balanced communities via social/affordable housing strategies

Officials on behalf of the Council have provided brief comment on the other options provided in the POP under the differing themes (see APPENDIX 3LDP)

It specifically notes ABC Council are intending to retain existing operational policies and review others to tailor those to meet the specific needs of the Borough Council, this is in line with this Council’s approach.

RECOMMENDATION

Members are requested to consider and approve the response to the POP published by Armagh City, Banbridge and Craigavon Borough Council.

ITEMS FOR NOTING

3. UPDATE ON REVIEW OF LOCAL DEVELOPMENT PLAN WORK PROGRAMME

The purpose of this review (previously presented in March 2018) is to update Members on the progress of the Local Development Plan focusing on work completed and proposed work primarily focused on the Plan Strategy.

It will review LDP Post Preferred Options (Quarter 2-4 2017) a) Consideration of responses to Preferred Options Paper (POP) b) Preparation of Public Consultation Report on the POP c) Review and development of Planning Policy

Proposed programme of LDP Works (Quarter 1 2018 to Quarter 1 2019) a) Preparation of the Plan Strategy b) Studies underway c) Tenders in progress d) Other areas of research

Proposed work post publication of the draft Plan Strategy 2019 onwards a) Publication of PS b) Representations to PS c) Presentation of Plan Strategy for Independent examination

Members will be fully informed at each stage of the LDP process with the final decision on when to submit the Plan Strategy for IE resting with them upon being content with the PS document and the accompanying evidence based documents.

Members are requested to note the detailed report of the LDP Work Programme at APPENDIX 4LDP.

RECOMMENDATION

Members are requested to note the detailed report contained within the appendix.

4. TREE PRESERVATION ORDER (PROVISIONAL) GOVERNORS ROAD

A request was received from TNI in relation to the disposal of lands at the junction of Governors Road and Hillsborough Road. The site was subsequently surveyed by an arboriculturist on behalf of the Council, as it was recognised the high amenity value that this site currently provides within the City Centre. Of the 20 trees surveyed on the site 9 are deemed worthy of TPO protection.

Following review and consideration of this survey, it was recognised that the said trees offered significant amenity value at this location. Therefore in line with legislation a provisional TPO was issued on 8th May 2018. Land owners and neighbours have been informed and a notice placed on the site for the provisional TPO period of 6 months. Any representations received during this period will be considered prior to confirmation of the TPO. Details regarding the provisional TPO provided at APPENDIX 5LDP and APPENDIX 6LDP.

RECOMMENDATION

Members are asked to note the following provisional TPO on the said lands at Governors Road.

LOIS JACKSON PRINCIPAL PLANNING OFFICER (LDP) 29 May 2018

APPENDIX 1LDP

APPENDIX 2LDP

Trees within Lisburn & Castlereagh City Council

Trees can often act as landmark features in our local areas. They make an important contribution to the environment, creating a varied, interesting and attractive landscape.

The Council values the importance of trees in our local environment and are committed to their protection. This is acknowledged through the Council’s priorities in its Corporate Plan for 2015/2017 in terms of ‘Place and Environment’ which include priority to ‘create a positive place to live, work and visit and preserve the natural environment for the future’.

Tree Preservation Orders (TPOs)

There are over 60 TPOs within the Lisburn & Castlereagh City Council Area which provide statutory protection for those trees specified in the order.

The Council is responsible for the making and enforcing of these Tree Preservation Orders (TPOs). TPOs may be used to protect trees, groups of trees or woodlands, which add to the character and appearance of an area.

It is a criminal offence to cut down, top, lop, uproot, wilfully destroy or damage a tree in a manner likely to destroy it, without the Council’s consent, and, on summary conviction you could be fined up to £100,000 (and on conviction on indictment, to an unlimited fine). In determining the fine, the Court may take into account any financial benefit which appears likely to have accrued as a result of the offence. It will also be the duty of the landowner to plant replacement trees of appropriate size and species in the same location as soon as reasonably possible.

The Council will consider the imposition of TPOs for the purpose of:

• Protecting trees, considered to be of special value in terms of amenity, history or rarity, which may or may not be under threat.

• Ensuring the continuance of woodland areas which may be felled with Council consent, by securing the replanting of trees, where this is considered necessary.

Anyone can write to the Planning Office making a request for a TPO. A request should include details of the location of the trees and reasons why a TPO should be made. Factors of relevance might include, exceptional landscape/townscape value, particular importance in terms of location/setting, rare species or historical/wildlife significance.

There are two ways of imposing a TPO:

1. The Council may give notice of its intention to make a TPO to the owner and occupiers of the land, who have 28 days from the date of notice in which to comment. Any comments received, will be taken into account and a decision reached on whether or not the order should be confirmed. The order does not take effect until it has been confirmed by the Council.

2. Alternatively, the Council may make a Provisional TPO, which takes effect immediately on the date specified, providing protection for the trees. A Provisional TPO may be used in situations where the Council considers the existence of the trees to be under immediate threat. Comments may still be made within 28 days from the date of notice and will be taken into account before the Council decides if the TPO is to be confirmed. A Provisional TPO must however, be confirmed within 6 months of the date of the order, otherwise the protection afforded to the trees expires.

General guidance on Tree Preservation Orders is provided in the information leaflet; ‘Tree Preservation Orders – A Guide to Protected Trees’ which is available on the Northern Ireland Planning Portal website www.planningni.gov.uk

Consent for carrying out work to protected trees

Further to imposition of a TPO the landowner remains responsible for the trees, their condition and any liability in relation to any damage they may cause.

If you wish to cut down or carry out works to protected trees, protected through TPO or Planning Condition you must first seek the Council’s consent to do so.

An application for consent must be made in writing to the Planning Office, specifying:

• type of trees concerned, quoting the tree tag no if known; • exact location of trees on a suitably scaled map; • precise nature of the work requested; • why this work is required.

Prior to submitting this information it is advisable to seek the advice of a qualified arboriculturist who will be carrying out the work if consent is granted.

The Council will consider the application and may grant approval subject to condition or refuse consent.

Please forward your request to:

The Planning Office Civic Headquarters Lagan Valley Island Lisburn BT27 4RL

Anyone can apply for consent. However if consent is granted, it does not confer any legal right to carry out the work and the applicant should make sure any necessary permission is obtained from the owner of the tree(s).

Dead or Dying Trees

In circumstances where a tree is dead, dying or dangerous and/ or poses imminent danger, the landowner must inform the Council immediately of works and submit relevant evidence such as an arboriculturists report, photographs etc. (separate consent is not required). The landowner will be required to replant with trees of appropriate size and species, in the same location as soon as reasonably possible.

A dead or dying tree however may provide a habitat for plants and wildlife protected under the Wildlife Order (NI) 1985. Trees with hollows or crevices, for example, provide important natural sites for many protected species. Anyone proposing to carry out works to trees containing protected plants and wildlife, should first consult the Department of Agriculture, Environment & Rural Affairs (DAERA).

Trees in a Conservation Area

Trees in a conservation area are automatically protected as if a TPO was in place. However, in a conservation area, anyone proposing to carry out works on the trees, must serve on the Council six weeks notice of the intended works.

The notice should contain sufficient information to identify the trees, details of the proposed works and reasons. The Council has six weeks in which to respond. Work should not commence until the Council has commented, or the six weeks has expired, whichever takes place first. If the work specified in the written notice of intent is not completed within two years of the date of this notice, a further notice will need to be submitted before proceeding.

If the Council considers the proposed works should not be carried out, a formal TPO will be imposed.

Trees in relation to Development

New development close to trees can have a direct impact on the health of the tree. The Council will take into consideration the risk to trees when assessing planning applications.

When submitting a planning application information to support the retention of trees on site should include as a minimum:

• clear identification of all trees on site, TPO trees to be numbered in accordance with the order; • Root Protection Area (RPA) to be clearly identified; • provision of a health and condition survey of existing trees; • outline of appropriate protection measures to ensure retention and long term maintenance of trees during construction; • detailed planting plan to ensure continuance of tree cover.

Guidance on the protection of trees is set out in ‘Trees & development – A Guide to Best Practice’ which is available on the Northern Ireland Planning Portal website www.planningni.gov.uk

APPENDIX 3LDP

Date: 15 May 2018

Principal Planning Officer Armagh City, Banbridge & Craigavon Borough Council Planning Department Bridgewater House 23a Road Banbridge BT32 4AX

Dear Ms Stoops

RESPONSE TO ARMAGH CITY, BANBRIDGE & CRAIGAVON BOROUGH COUNCIL’S LOCAL DEVELOPMENT PLAN CONSULTATION ON PREFERRED OPTIONS PAPER

I refer to the publication of your new Local Development Plan Preferred Options Paper March 2018 and thank you for the opportunity to comment.

As you are aware Lisburn & Castlereagh City Council published its Preferred Options Paper on 30 March for an 8 week consultation period up to Thursday 25 May 2017. As a neighbouring Council, we wish to provide the following comments.

Lisburn & Castlereagh City Council notes your POP Introduction (Section 1), Policy Context (Section 2), Borough Profile (Section 3) and Vision, Overarching Principles and Strategic Objectives (Section 4).

It is appreciated that your POP has identified the neighbouring council areas under your Borough profile as there are a number of cross-boundaries issues and no one council can be isolated. It is noted that engagement is on-going with neighbouring councils to ensure that cross-cutting issues are identified and can be appropriately dealt with through the LDP process. In this regard, we will continue to meet with you and our other neighbouring Councils on a regular basis.

It is noted that you have divided your Strategic Objectives under three pillars of sustainable development (social, economic and environment).

Spatial Growth Strategy

Settlement Hierarchy It is noted that the Main Settlements are (hub settlements of Armagh City, Banbridge and Craigavon Urban Area which includes , Central Craigavon and ) followed by 6 local towns, 29 villages and 67 small settlements. – including the new settlements proposed. Preferred Option SGS 1A is therefore noted.

Housing Allocation The Council would broadly support this approach in projecting the HGI figure published by DfI from 14,400 to 19,850 to 2030 but it is a suggestion that it may be more appropriate to align your Plan with a 15 year period (e.g. 2018 to 2033).

It is noted that the precise number of dwellings that will be allocated to each settlement will take account the size of the settlement, the availability of services and facilities, the level of committed housing and its environmental capacity for development.

It is noted that you recognise that the projected HGI includes the rural area outside settlements.

Option SGS 2A: Focus housing growth on the Hubs. It is noted that you are directing the majority of any allocation to the Main Hubs consistent with the RDS regional policy direction. We welcome the drive to focus housing growth on the places with better infrastructure and access to services in a sustainable approach and at the same time not ignoring the smaller settlements or wider rural area.

The alternative options appear to have based future allocation of housing percentages on the existing households and populations at 2011 to hubs, local towns, villages and small settlements and the rural area.

We welcome your reference on page 44 to the RDS that 60% of all new housing should be located on appropriate ‘brownfield sites’ within the urban footprints of settlements greater than 5,000 population. It would have been useful to see which settlements these relate to and to show the existing population numbers in the settlements.

It may have been also useful here to have emphasised the importance of carrying out an Urban Capacity Study and identifying land remaining and the importance that windfall land could have to meeting this housing need and also some discussion around density of housing in the settlements and how this will influence land supply.

Economic Development Lands Allocation We support having an adequate supply of land to facilitate sustainable economic growth. This land should be in the right places with larger populations and beside good infrastructure, both road and rail links. We welcome Preferred Option SGS 3A and that you are proposing a review of employment land (page 49) and will consider the deliverability of currently undeveloped zoned employment lands through contacting owners to see if they are willing to release their lands over the Plan Period.

Social Theme

Urban Housing Page 55 states that 19,850 new housing units are required over the Plan Period (April 2015 – December 2030). This appears to be more than the HGI projection which would be 1,108 housing units per year. Over a 15 year period this would equate to 16,620. We fully support the need for social/affordable housing for achieving balanced communities. We also support quality housing, energy efficiency, accessibility/movement, open space, the provision of facilities/services, sustainable drainage and residential mix in housing layout as per Preferred Option SOC 1A.

Rural Housing The Preferred Option SOC 2A appears to be consistent with the SPPS on rural housing and this policy review will be tailored to local need and is therefore supported.

Design and Place Making In the SPPS there is a ‘Core Principle’ for Good Design and Positive Place Making. An opportunity therefore may exist to have Policy relating to good design in the Plan Strategy. We support the need for better design and place making and the criteria based approach is also supported. Advertisements and signage can also have a positive or negative impact on the area and this is identified as an issue in your POP. Preferred Option SOC 3A is therefore supported.

Open Space, Sport and Outdoor Recreation It is noted that there are 186 ha of outdoor recreation space and a further 173ha of sports pitches within the Council area. We support the Preferred Option SOC 4A to have a presumption against the loss of existing open space and your intention to review the potential surplus of open space within NIHE housing estates in line with PPS 8 i.e. in instances where there may be the opportunity for substantial community benefit in appropriate redevelopment of under used and difficult to manage areas.

We also support the Preferred Option SOC 5A to introduce a tailored approach for play park provision within housing developments that goes further than the provisions within OS2 of PPS 8. It is noted that this may require the provision of more than one playground offering increased accessibility and potential MUGAs to meet the needs of older children.

Community and Cultural Facilities It is noted there is a wide range of community and cultural facilities within the Borough and we support the Preferred Option SOC 6A to identify and protect sites where a firm proposal is in place and to bring forward a criteria based policy for development proposals which will address the inconsistencies across the four existing Area Plans.

Developer Contributions We welcome your recommendation that the LDP include policies on the use of planning agreements in certain circumstances which can have a positive impact on an area, such as infrastructural improvements, provision of community facilities etc.

Economic Theme

Economic Development – Urban Preferred Option ECN 1A is supported as it is in line with current policy direction. It is noted that the Council intend to carry out a full review of all land currently zoned for economic development to assess their continued suitability for economic development and to potentially identify new economic development sites within areas of social deprivation.

Preferred Option ECN 2A is supported as it is in line with current policy by promoting a sequential approach for Class B1 Business Uses.

Preferred Option ECN 3A is supported as it considers how the LDP will identify suitable lands for start-up and grow-on businesses within existing settlements as well as vacant buildings where the last use was an economic development use. Economic Development – Rural It is noted that Preferred Option ECN 4A is in line with the existing policy led approach but tailored to meet local circumstances whilst ensuring that the need for development is balanced against environmental and amenity issues whilst protecting the existing tourism asset. This approach is supported.

Town Centres and Retailing Preferred Option ECN 5A is supported as it seeks to identify a new consistent approach to identifying a hierarchy of centres that is absent from the four existing Development Plans. However you may wish to consider the need or purpose for identifying village centres (Table 7.2) as the SPPS only advises designating City, Town, District and Local Centres.

Preferred Option ECN 6A is supported as it introduces a consistent approach across the Borough in reviewing and identifying Town Centre Boundaries and Primary Retail Cores.

Preferred Option ECN 7A is supported as it is in line with existing policy and seeks to broaden the offer of town centres in order to become inclusive, vibrant and distinctive locations to visit during the day, evening and night time.

Preferred Option ECN 8A is supported as it seeks to adopt a sequential approach towards office development and is in line with current policy.

Preferred Option ECN 9A is supported as it seeks to review the existing Development Opportunity Sites and identify new ones, providing a consistent approach across the Borough.

Tourism It is noted that the Council intend to bring forward tourism policies that are in line with PPS 16 and to build on unique tourism projects that may be within the rural area. It is welcomed that such proposals will be required to demonstrate the exceptional benefit to the tourism industry and therefore Preferred Option ECN 10A is supported.

Minerals Development Preferred Option ECN 11A is supported as it seeks to identify Mineral Safeguarding Zones and Areas of Mineral Constraint in line with current policy. It is noted that both of these proposals will be supported by new Development Management policies to manage proposals within Areas of Constraint and Safeguarding Zones. Infrastructure, Telecommunications and Utilities Preferred Option ECN 12A is supported as it aims to bring forward a criteria based policy by updating the current policy to take account of changes in technology and remove the reference to BPEO in relation to waste management.

Transportation Preferred Option ECN 13A which proposes bringing forward an approach that is in line with current policy but tailored to local needs is supported.

Preferred Option ECN 14A which seeks to identify and safeguard Key Strategic Road Improvement Schemes in line with the Regional Strategic Transport Network Plan (2015) is supported.

Preferred Option ECN 15A which seeks to identify and protect disused transport routes in line with current policy is supported.

Preferred Option ECN 16A which seeks to protect existing and proposed Park & Ride sites and safeguard potential new Park & Ride / Park & Share is supported.

Preferred Option ECN 17A is supported as it aims to promote active travel networks and sustainable transport through related LDP policies such as Urban Housing, Open Space, Design & Place Making, Landscape and Greenways.

Preferred Option ECN 18A which proposes to identify and protect Greenways to connect people and places and encourage active travel is supported.

Environment Theme

Built Heritage and Archaeology Preferred Option ENV 1A is supported as it is in line with current policy and aims to protect, conserve and enhance the Borough’s built and archaeological assets and also review existing and identify new areas / designations. Natural Heritage Preferred Option ENV 2A which aims to carry forward policy in line with existing provisions for protecting and enhancing international, national and local nature conservation sites is supported.

Preferred Option ENV 3A which aims to protect and enhance local nature conservation designations, review the existing designations and identify new ones as appropriate is supported.

Landscape Preferred Option 4A is supported as it seeks to identify Areas of High Scenic Value or Special Countryside Areas and to protect these sensitive landscapes from unsuitable development.

Preferred Option ENV 5A which intends to apply a consistent approach to the designation of LLPA’s across the Council area and consider new areas for LLPA designation is supported.

Preferred Option ENV 6A is supported as it introduces a consistent approach to the designation of Urban & Rural Landscape Wedges across the Council area and aims to protect the setting, landscape features and character of the settlements from inappropriate development.

Flood Risk and Drainage Preferred Option ENV 7A is supported as it adopts the precautionary approach to development within areas of flood risk in line with current policy.

Preferred Option ENV 8A is supported as this will bring forward policy for the use of Sustainable Drainage Systems that goes further than the current policy in PPS 15 FLD 3.

Renewable Energy Preferred Option ENV 9A is supported as it is line with current policy on renewable energy development and also identifies areas of sensitive landscape where such development may be unsuitable.

Waste Management Preferred Option ENV 10A is supported as it seeks to bring forward an approach that updates but is in line with current waste management policy but also seeks to tailor to meet the specific needs of the Council area.

Planning Policy It is noted that your Council intend to retain existing operational policies and review some policies with a view to developing up to date tailored policies to meet the needs of the area.

Thank you again for the opportunity to comment on you POP and we wish you every success in the next stage of your Local Development Plan.

Yours sincerely

Lois Jackson Principal Planning Officer LDP

APPENDIX 4LDP

REVIEW OF LOCAL DEVELOPMENT PLAN 2017 WITH PROPOSED WORK SCHEDULE 2018 ONWARDS. 1 Purpose The purpose of this report is to update members on the recent developments regarding the preparation of the Council’s Local Development Plan and the proposed time-frame encompassing the proposed Plan programme over the next 15 months. 2 Summary This report is in three main sections. Its initial focus considers retrospectively the period April 2017 to April 2018 and the out-workings of the Council’s Preferred Options Paper (POP). This section includes the consideration of representations to the POP and the report preparation of those responses with its presentation to members and subsequent publication. Also covered in this section was the approach employed to reviewing the current planning policies. The second section covers the ongoing work being undertaken to facilitate the preparation of the Plan Strategy. Its focus is on the evidential base and the soundness of the Plan Strategy. The final section outlines the future work which will be required upon production of the Plan Strategy.

3 Review of LDP Post Preferred Options (Quarter 2-4 2017) a) Consideration of responses to Preferred Options Paper (POP) The Local Development Plan Preferred Options Paper (POP) was launched at Hillsborough Castle on 30th March 2017. The publication of this POP had been agreed at a Special Committee meeting held on 23rd Feb 2017. The POP set out six strategic objectives broken down into key issues with options and reasons provided. The POP was published in hard copy and uploaded to the Councils website. The consultation period for responses ran from the 30th March 2017 to 25th May 2017. Responses could be submitted via on online survey available on the Councils website. A Preferred Options Response Form was also available on the Council’s website. 181 responses where received to the POP in various formats and covering all aspects of the POP. The responses came from a diverse range of interested parties. All responses were logged onto a data base (Citizen-Space) during the 2 and 3 quarters of 2017 for consideration and future reference. A series of meetings were held with statutory consultees, non-statutory consultees and the stakeholder group prior to the launch date. Post the launch of the POP, 8 drop-in sessions were organised across the Council area. Display Exhibitions, web-links and social media was used to publicise the POP promoting active engagement with the public. This stage of the LDP process has now been completed.

b) Preparation of Public Consultation Report on the POP A total of 181 responses were received to the Public Consultation Report. After due consideration of all responses a final report which summarised the responses was prepared. This report was presented to members at a Special Committee meeting held on 25th Sept 2017. The report is structured in line with the layout of the POP and the questions posed. Comments on the Sustainability Appraisal (SA) Interim Report and the Equality Impact Assessment Screening from the POP where also provided. The Public Consultation Report highlighted the feed-back provided for each of the strategic objectives and key issues. It further provided a summary of the responses to each of the preferred options included within the POP. All comments/responses will be taken into account during the preparation of the next stage of the Local Development Plan (Plan Strategy stage). This stage of the LDP process has been completed.

c) Review and development of Planning Policy Members agreed at Committee on 6th September 2017 to hold a series of Workshops in the final quarter of 2017 focussing on the existing planning policies which would cease to have effect on adoption of the Plan Strategy. In total 4 Workshops where held, the first three primarily focusing on groupings of related and inter-related planning policies. The Members were briefed on each planning policy area and then the individual detailed policies contained within each relevant Planning Policy Statement relevant to that policy area. Information was also provided in relation to any associated policies in the RDS, dBmap and the SPPS. Time was then given to facilitate round table discussions with feed-back received from Members. A recommendation on the approach for each policy was agreed. In the final Workshop, Members were presented with the recommendations from the previous workshops either to retain/re-word/remove/create any new policies. This was fully debated in an open forum with again consensus being reached on how to progress this area of the Local Development Plan. Any policy alterations require full consideration with a detailed evidence base gathered to support any proposed recommendations or alterations. This is an ongoing piece of work and any proposed alterations or amendments to policy, in addition to any new policy, will be presented to Members for their consideration and approval with an evidential basis provided. . 4 Proposed programme of LDP Works (Quarter 1 2018 to Quarter 1 2019) a) Preparation of the Plan Strategy The drafting of the Plan strategy has commenced taking into consideration the responses to the POP, Planning Policy Workshops, Council strategies and other independent reports (noted below). During January and February a series of meetings with statutory consultees and the Stakeholder Group was conducted providing opportunity for further information and guidance informing the Plan Strategy. These meetings will continue as and when required throughout the drafting of the Plan Strategy document. This document (PS) will be influenced by a multitude of variables over this period. It is however the intention to have the Plan Strategy in draft form by end of quarter three of 2018. The remaining quarter of 2018 will allow for editing and re-drafting of the Strategy as other pieces of work feed into the evidential base. It is the intention to present this document to members by end of the year and to publish by the end of the first quarter of 2019. In addition to the detail outlined above, a review of the LDP Timetable is required to more accurately reflect the proposed timeframes, which is then submitted to and agreed with Central Government and the Planning Appeals Commission prior to publishing. This revised timetable will be agreed with members prior to submission to the PAC. • Independent expert advice forming the evidence base is currently being collated to inform the production of the Plan Strategy. Retail study: Consultant Ove Arup and Partners Ltd in association with Roderick MacLean Associates Ltd were appointed to carry out a Retail Capacity Study and Health Checks for the Council area. All survey work in connection with this study and the associated Health Check have been carried out. The consultants provided draft reports which have been subsequently revised. These revisions have been discussed and the consultants are making final amendments to the documents. Members will be kept fully informed once the final drafts has been agreed with the consultant. The two documents will provide the evidence informing the Plan strategy on the strategic nature of retailing within the entire Council area. This piece of work is nearing completion being envisaged to be complete by end of quarter two. Urban Capacity Study: Consultants Ove Arup and Partners Limited have been appointed to carry out an Urban Capacity Study for the Council area, including an assessment of housing and employment. The consultants have provided officials with a presentation of their initial findings. The Council have subsequently provided additional information and feedback with several other matters having been clarified to facilitate this piece of work. The study is critical in providing the evidence pertaining to the current urban capacity of the Council area, hence informing the emerging Plan Strategy on potential growth and possible locations for such identified growth. Draft documents are being exchanged and revised. This piece of work is ongoing completion is envisaged by end of quarter two. Office Capacity Study: Consultants HAA Design Limited have been appointed to carry out an Office study for the Council area. The initial inception/debrief meeting has taken place with HAA. They are currently collecting the raw data required for the study. A workshop of local interested professionals was also convened in May to seek local views and opinions. This piece of work is at the initial stages and members will be kept fully appraised of the study as it progresses. It is envisaged to have this study completed by late quarter 3. Transportation Strategy: The preparation of the Transport Strategy covering the Council area falls under the remit of the Department for Infrastructure and therefore outside the immediate control of LCCC. The Department indicated it had appointed consultants and a draft Transport Strategy would be published at the end of the first quarter. Officers are in regular correspondence and roundtable meetings are being held as required with DFI (next scheduled meeting is in June) attempting to apply pressure on a definitive timeframe of the production of this strategy. It was envisaged this strategy would be produced by the middle of quarter 2 but there has been slippage for DFI. Officers are actively working with the Department, promoting and encouraging the strategic needs/requirements of the Council area. Officials are also acutely aware of its reliance on the Department to produce the Transport Strategy which is fit for purpose. This transport strategy will have a statutory consultation period with the final document envisaged to be published by the end of the fourth quarter. The Council has no control over the Transport Strategy time-table but it will be presented to members at the earliest opportunity. The Transport Strategy is complementary to the overall production of the LDP. It informs, supports and facilitates the potential growth envisaged by the Council and is expressed spatially via the Plan Strategy. Members will be kept fully updated on the progress of this strategy. Next steps: Two tender documents have additionally been prepared which are critical to the evidence base:- 1 The first is to provide independent advice with an assessment of projected population growth and subsequently reviewing the housing growth indicators (HGI). This is a critical piece of evidence informing the projected housing requirements over the plan period. 2 The second tender is to undertake a comprehensive review of the Landscape Character Areas (LCAs) as identified in the Northern Ireland Landscape Character Assessment 2000 covering the council area. This review will inform any landscape issues which may arise such as defining boundaries for example areas of outstanding natural beauty and any redefining of existing boundaries. Subsequent areas of work which will need to be undertaken to provide an evidential base may include:- • Review of open space provision (internal) • Production of Section 76 Framework Document • Other areas as they become identifiable this list is not exhaustive. Inter-related Council strategies • LCCC Car-Parking Strategy • West Lisburn Development Framework • Lisburn City Centre Master Plan • Tourism strategy • Community Plan Whilst these inter-related Council strategies are pieces of work not being undertaken under the specific direction of the LDP, they will be critical in providing an evidence base to inform policy formulation and the Plan strategy. The LDP team actively participates and informs all the above strategies insuring continuity across the council in relation to wider council objectives. Sustainability Appraisal: Running in tandem with the production of the Plan Strategy will be the Sustainability Assessment. This is the assessment of alternatives of the draft Plan Strategy with the principle of making the production of the Plan Strategy sound. An Equality Impact Assessment (EQIA) and a Habitats Regulations Assessment (HRA) will be prepared commencing in quarter two. These are statutory requirements in the production of any LDP. These will accompany the draft Plan Strategy and will be presented to committee in conjunction with the Plan Strategy document. The fourth quarter of 2018 will revolve around the redrafting of the Plan Strategy with the aim of publication of the Plan Strategy by end of quarter one of 2019. This will include pre-consultation with all appropriate bodies prior to publication. This stage of the LDP process will include the official launch of the Plan Strategy; consultation with consultation bodies and those identified under the SCI; public advertisement and press release; publication by hard copy and on the Council’s web-site; public notice indicating how to response to the Plan Strategy and locations where it can be viewed.

5 Proposed work post publication of the draft Plan Strategy The work in the second quarter of 2019 will flow naturally from the publication of the Plan Strategy. Arranging public meetings across the entire Council area, engaging with community and S75 groups. Making all representations available and notifying any consultation bodies or person in relation to the availability of said representations.

6 Presentation of Plan Strategy for Independent examination The preparation and subsequent presentation of the PS for IE is a legislative requirement under the Planning Act (Northern Ireland) 2011. Part 2 of the Planning Act (Northern Ireland) 2011 sets out the general requirements for local development plans. Section 10 (2) states that the Council (LCCC) must not submit unless 10 (b) it thinks the document is ready for independent examination. Section 10 (6) outlines the purpose of the independent examination (a) Whether it satisfies the requirements of sections 7 and 8, as the case may be, sections 7 and 9, and any other regulations relating to the preparation of development plan documents. (b) Whether it is sound.

The Council’s current draft PS timeframe is to publish the draft PS in the first quarter of 2019. Following the statutory consultation periods the Council will submit the required documents under section 20 of the Planning (Local Development Plan) Regulations (NI) 2015. This is envisaged as being during the 3rd quarter 2019. Upon submission of the said documents the Department in line with section 10 (4) will cause on Independent Examination to be carried out. The commencement date for the IE and its duration is not fixed but could be reasoned to be early 2020. Members will be fully informed at each stage of the LDP process with the final decision on when to submit the draft PS for IE resting with them upon being content with the soundness of the draft PS document and the accompanying evidence based documents.

7 Recommendations It is recommended that the committee notes the following: • Notes the completed work in quarters 2-4 of 2017. • Notes the ongoing studies being conducted in relation to the preparation of the Plan Strategy (quarters 1-4 of 2018). • Notes the additional evidence base (such as an examination of the HGI methodology and review of LCAs) required. • Considers the inter-dependencies of other Council strategies and frameworks. • Notes the dependency on DfI to produce a Transport Strategy. • Notes the time-frame proposed going forward which will be amended and reflected in the revision to the LDP Timetable.

APPENDIX 5LDP

APPENDIX 6LDP Tree Survey Schedule

Client LCCC Surveyor R. Dumican Site Lands adjacent to Governor's Road, Date 14/12/17 Lisburn

Tree Species Age Ht. Condition Observations Recommendations Works Suitability no. Class (m) Priority for TPO

Crown lift lower branches to clear 1 Picea abies SM 15 Good Healthy stem. Well balanced crown. Garage to North garage roof by 2m Low Yes

Multi-stem from base. Significant deadwood throughout crown. Garage to Reduce Eastern stems by 5m to 2 Salix alba JUV 10 Fair East ground level Low No

3 Salix alba JUV 10 Fair Healthy stem. Small percentage of deadwood through crown. Multi-stem tree No works required n/a No

4 Salix alba JUV 8 Fair Multi-stem. Crown weighted to North No works required n/a No

Quercus Multi-stemmed from 1m. Ivy around base of stem. Crown is well balanced. 5 robur SM 18 Good Small percentage of Major DW through crown No works required n/a Yes

Key to Survey Tree No. - Reference number of tree surveyed - corresponds to number on tag and/or plan Age Class - JUV= Juvenile(in first 1/3 of life expectancy). SM= semi-mature(in middle 1/3 of life expectancy). M = Mature ( in final 1/3 of life expectancy). OM= Over Mature (becoming decrepit) Condition - Good - Tree with minor defects not requiring urgent works. Fair - Tree with significant defects possibly requiring remedial works. Poor - Tree with significant defects requiring substantial works or felling to make safe Works Priority - High - Works required as soon as can be practically arranged to make safe. Mod - Works required within 42 days. Low - Works required of the lowest urgency and may be done if budget allows Inspection Frequency - Recommended frequency of inspection for particular trees based on current physiological and structural conditions and proximity to targets. It does not account for major unforeseen events such as severe storms or adjacent contruction/excavation. Further advice should be sought if such events cause concern for the owner. Common Recommendations for Remedial Works C.L. - Crown Lift - removal of branches to a specified height including epicormic growth. C.T. - Crown Thin -removal of crossing, broken or dead branches plus the removal of superfluous live growth to admit light, reduce weight and lessen wind resistance to a prescribed percentage of the crown. C.R. - Crown Reduce - reducing the overall dimensions by pruning to suitable growing points by a prescribed % of the crown or by length of branch to be removed . To include the removal of Major DW, crossing and broken branches. C.P. - Complete Prune - a combination of crown reducing, thinning and lifting by a prescribed % of crown volume . To include the removal of Major DW, crossing and broken branches. Common Arboricultural Terms OH - Overhanging Major DW – Deadwood of a size or position that would represent a hazard if shed Attenuated – Slender, elongated. A tree or stem that has been/ is suppressed by its neighbours and has extended seeking light. Bark Inclusion – bark of adjacent parts of the trees usually at compression forks where bark is in face to face contact, representing a structural weakness. Overextended Limbs/Branches – similar to attenuated trees/stems where a limb/branch has extended noticeably further than the rest of the tree’s canopy to the point where its lever arm may put excessive force on its attachment. Tree Species Age Ht. Condition Observations Recommendations Works Inspection no. Class (m) Priority Frequency

Amassed layering stems. Crossing co-dominant stems at 5m. Possible cavity at 6 Tilia cordata SM 16 Fair 5m No works required n/a No

Quercus Twin stem from base. Large cavity in base of both stems. Major DW around Remove and stump grind to 6 inches 7 robur JUV 16 Poor lower stems below ground level Mod No

Quercus n/a 8 robur JUV 16 Good Crown balanced to West. Healthy stem No works required Yes

Fagus Lower branches are over extended. Healthy stem. Crown balanced slightly to n/a 9 sylvatica JUV 10 Good South East No works recommended Yes

Acer n/a pseudo- 10 platanus JUV 8 Good Stem healthy. Co-dominant multi-stem from 1m. Well balanced crown. No works required No

Stem healthy. Ivy around lower and mid stem. Major DW throughout crown. n/a 11 Tilia cordata M 35 Fair Over-extended branches in lower/mid crown No works required Yes

12 Tilia cordata SM 20 Good Amassed layering around base. Crown is well balanced No works required n/a

Acer n/a pseudo- Crown weighted to South. Multi-stemmed from base. Healthy stem and 13 platanus JUV 9 Good crown No works required No

Multi-stemmed from base. Crown well balanced. Low branch to North has n/a 14 Salix alba JUV 8 Fair stress fracture present No works required No

Pinuas Cavity in stem by 1m. Pruning wounds around mid stem. Crown is well n/a 15 sylvestris JUV 12 Fair balanced. Holly tree growing from base No works required Yes

Acer n/a pseudo- Large epicormic growth to North at base of stem. Stem is healthy. Well 16 platanus SM 21 Good balanced crown No works recommended Yes

Amassed layering stems around base and mid stem. Well balanced crown. n/a 17 Tilia cordata M 28 Fair Small percentage of Major DW through crown No works required Yes Tree Species Age Ht. Condition Observations Recommendations Works Inspection no. Class (m) Priority Frequency

Acer n/a pseudo- 18 platanus JUV 9 Good Twin stem at base. Crown is well balanced No works required No

Betula n/a 19 pendula JUV 11 Good Ivy around stem. Healthy stem and well balanced crown No works required No

Reduce by 5m from branch tips, only Quercus Healthy stem. Branch failures to North on lower branches. Branches becoming Southern branches (towards 20 robur M 28 Fair over-extended, especially towards the South over Governor's Road. Governor's Road) Low Yes

APPENDIX 2

LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF THE DEVELOPMENT COMMITTEE – 6 JUNE 2018

REPORT BY MRS CATHARINE McWHIRTER, COMMUNITY PLANNING MANAGER

PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ consideration a number of recommendations specifically relating to the Community Planning and its associated projects.

The following decisions are required:

1. To approve the further investigation of potential Dementia Awareness training with the Alzheimer’s Society and the Council’s HR Unit. 2. To approve involvement in a potential project with year 8 pupils in Lisburn and Castlereagh. 3. To note the draft agenda for the launch of the Community Plan Action Plan. 4. To note the recruitment and appointment of a Community Fellow for Lisburn and Castlereagh and the links to the University for support with a range of projects as necessary. 5. To note the successful bid for the Carnegie UK Trust Embedding Wellbeing in Northern Ireland.

ITEMS FOR DECISION

1. THE COMMISSIONER FOR OLDER PEOPLE (COPNI)

At a recent meeting with COPNI, the Director of Service Transformation, the Director of Leisure and Community Wellbeing and the Community Planning Manager, it was discussed that there is a need for all agencies to promote awareness surrounding the needs of older people, and particularly in Lisburn and Castlereagh given our demographic. It was highlighted that COPNI can assist in engagement exercises for the delivery of public services which include older people and can also investigate public bodies where there is an alleged failure to provide adequately.

A number of suggestions were discussed on how to make this Council more ‘older people friendly’ and COPNI has offered to be a critical friend providing third party endorsement of our processes, whether it is engagement or policy development. Some of the discussion also centred on providing Dementia Awareness training, particularly for front line staff in the first instance, rolling out to all staff and then to local businesses who would have the option to hold an Age Friendly or Older Person Friendly charter. The Alzheimer’s Society is able to provide some of this training, including ‘train the trainer’ training free of charge. It is suggested therefore that these possibilities are examined further with the Alzheimer’s Society and the Council’s HR Unit.

Recommendation

It is recommended that the Members approve the further investigation of potential training with the Alzheimer’s Society and The Council’s HR Unit.

2. CLEAR PROGRAMME

The CLEAR (Community Learning Environmental Awareness Responsibility) Programme was generated in Ards and North Down Borough Council (ANDBC) based on the facilities available at the RADAR (Risk Avoidance Danger Awareness Resource) Centre in Belfast. A number of departments worked collaboratively to design an educational initiative aimed at year 8 pupils on the issues of most concern to their local residents. This included dog fouling/safety, littering, household recycling, sustainability, bio-diversity and good citizenship. The programme that was developed by RADAR to address these topics is now available for other interested parties.

ANDBC funded the project using £50,000 of the Recycling Community Investment Fund (RCIF) and was held over three weeks. 1413 young people participated from 12 of the 14 schools across their area. Evidence shows a 92% increase in knowledge among the pupils. Part of the programme was to follow up with the families of year 8 pupils to encourage them to sign an Environmental Family Pledge and for every one returned, the schools received a bursary to support their commitment to the environment.

It is acknowledged that there is a resource implication for officers to liaise with schools, to arrange the bookings and transport and keep records of the achievements. However, having spoken to other service areas in the Council it is clear that this project could help to achieve a number of outcomes in the Community Plan and Corporate Plan.

The project has been discussed at CMT and the budget could be met across all Departments. Therefore, Members are asked to consider rolling out a similar project in Lisburn and Castlereagh bearing in mind that to show sustainable results it would need to be replicated year on year with successive year 8 pupils. It has the potential to become a very valuable part of the Council’s overall package of measures to promote and sustain protection of both the local and wider environments. It is estimated that the cost would be about £30,000 if there are no bursaries and about £50,000 with bursaries.

Recommendation

It is recommended that Members approve this potential project and approves it for the year 8 pupils in Lisburn and Castlereagh.

ITEMS FOR NOTING

3. COMMUNITY PLAN ACTION PLAN

The Community Plan Action Plan was submitted to the Department for Communities (DfC) for approval after it had been ratified at the Strategic Community Planning Partnership in March 2018. DfC has confirmed that it is content with the detail in the Action Plan as there were representatives from DfC involved the whole way through the process and the necessary endorsement has been ongoing.

A launch of the Action Plan has been arranged for 11 June in the Island Hall from 1.00 pm - 3.30 pm to which everyone who has ever been involved in the process has been invited, as well as all the MLAs and MPs who serve this Council area. The draft agenda is attached at APPENDIX 1CP for your information. DfC has asked for a participative role at the event to celebrate our success and to promote the importance of community planning more widely.

Recommendation

It is recommended that the Members note the draft agenda for the launch of the Community Plan Action Plan.

4. UNIVERSITY OF ULSTER COMMUNITY FELLOWSHIP

The Ulster University is keen to work in partnership with local Councils to launch the Community Fellowship programme. The programme will work with 11 ‘fellows’ from the third sector and representatives from the University to engage in professional development and to contribute to the design of community-based education focussing on local needs. Potential fellows will apply for the position and one from each Council area will be selected based on the quality of the application submitted. Attached at APPENDIX 2CP is the draft job description and person specification. It is envisaged that fellows will be in post by September 2018.

The University is also offering a mentoring service where academics and students will partner the Council on a range of projects such as research, support for vulnerable groups such as children in care partnered with the social work department, murals and craft projects in schools with the art department, speech and language projects with the speech therapy department and locality planning with the town planning department.

Recommendation

It is recommended the Members note the recruitment and appointment of a Community Fellow for Lisburn and Castlereagh and the links to the University for support with a range of projects as necessary.

5. CARNEGIE UK TRUST EMBEDDING WELLBEING IN NORTHERN IRELAND

Members will recall that a report was brought to last month’s Committee about the Carnegie UK Trust Embedding Wellbeing in Northern Ireland programme. The Trust is keen to continue its work in Northern Ireland and believes that working with stakeholders at local government level presents a significant opportunity to support us to bridge the gap between the aspirations for Northern Ireland and the outcomes for local people.

The Council received notification that our Expression of Interest submitted on behalf of the Community Planning Partnership was successful. The letter of offer is attached at APPENDIX 3CP. Members should note the embargo until 5 June 2018.

Recommendation

To note the successful bid for the Carnegie UK Trust Embedding Wellbeing in Northern Ireland.

CATHARINE McWHIRTER COMMUNITY PLANNING MANAGER 29 May 2018 APPENDIX 1CP

Lisburn and Castlereagh Community Planning Partnership

11 June 2018 1.00 – 3.30 pm Island Hall, Lagan Valley Island, Lisburn

Agenda 1.00 Light Lunch on arrival

1.30 Welcome and Introductions Alderman Leathem, Chair of the SCPP

1.35 Community Planning – The Story So Far Dr Theresa Donaldson, Chief Executive, LCCC

1.45 Partnership Working - Speeches by Community Advocates Mayor Community representatives DfC

2.50 Closing Comments Alderman Leathem, Chair of the SCPP

3.00 Networking, tea, coffee and fruit

3.30 Close

APPENDIX 2CP

APPENDIX 3CP

LISBURN & CASTLEREAGH CITY COUNCIL

MEETING OF THE DEVELOPMENT COMMITTEE – 6th June 2018

REPORT BY MR PAUL MCCORMICK, HEAD OF ECONOMIC DEVELOPMENT

The purpose of this report is to set out for Members’ consideration a number of recommendations specifically relating to the operation of the Council.

The following decisions are required:

1. To consider the way forward with regard to Inward Investment Activity London 2. To agree that the Council accepts the invitation to meet with with the Deputy Head of Foshan Council of International Trade, the Technology Bureau and Head of Chamber of Commerce whilst attending the World Economic Forum for FDI in Liverpool, UK 3. To agree that the Chair and Vice-Chair attend the Investment Events 18/19 4. To agree to work in partnership with Lisburn Area Learning Communities with regard to ‘Made in Lisburn Castlereagh’ 5. To agree to become supporting sponsor for the Northern Ireland Chamber President’s Banquet in 2018 at a total cost of £6000 + VAT 6. To agree to Young Enterprise NI carrying out Pilot initiatives at an agreed budget of £22,000 7. To agree to the delivery of the proposed Lisburn City Centre Pocket Park and Environmental Improvements Project, and to agree to a contribution of £30,000 to be made by the Council 8. To agree to Lisburn and Castlereagh City Council having a presence at HolidayWorld Dublin in 2019 at a cost of £1,536 + vat 9. To agree retrospectively for a table of 10 x people be purchased at the 2018 NI Tourism Awards at a cost of £650+vat 10. To agree to the Chair and/or Vice Chair and appropriate Officers attending the 2019 Food and Drink Events 11. To agree to contribute £250 towards lunch costs for the NITGA familiarisation trip on 22nd September 12. To agree to meet the £7,426 shortfall in funding to meet the full costs of contracting RSM UK in relation to EU ERASMUS and Age Friendly Communities Project 13. To agree attendance at the EU ERASMUS and Age Friendly Communities project partner meetings 14. To agree to the national showcase of the Mainstreaming Student Entrepreneurship project and the Regional Apprenticeship Alliances for SMEs project be held at Lagan Valley Island on Friday 24th August and be hosted by the Chair and Vice-Chair of the Development Committee 15. To agree to the International Trade Development Programme and individual programme budgets 16. To review the options presented and to make a decision around the best way the ERDF projects should be resourced internally should they be successful in securing ERDF Funding 17. To agree to the Economic Appraisal for match funding for the Council led ERDF applications 18. To agree to commission a review of the Council’s Good Governance Scheme at a maximum cost of £3,000 19. To agree to nominate Officer/s from the Economic Development Unit to represent the Council on the new North Eastern Economic Corridor Steering Group 20. To note the success of the Shopfront Improvement Grant Scheme to date and to agree to the Council submitting a request to the Department for Communities for £50,000 to enable the scheme to be extended to meet current demand 21.1 To note the update on the regeneration projects being delivered through the NI Rural Development Programme

22. To note the date of the City Centre Management Celebration event taking place on Tuesday 19th June 2018 from 1.30 – 2.30pm 23. To note the contents of the Northern Ireland Business Start Up Programme update report 24. To note a further Property Agents Forum meeting in November 2018 and to note that proposals are being developed for a future Developer’s Forum

ITEMS FOR DECISION

1. INWARD INVESTMENT ACTIVITY LONDON

Committee Members will recall that a number of events were held in London in April 2018 as part of the Council’s Inward Investment Programme. Highlights from the ‘Treasured Opportunities’ Dinner at the Tower of London and the ‘Invest Lisburn Castlereagh Networking event’ at Westminster are included in APPENDIX 1 ED.

The Council’s Food and Drink Development Programme which consisted of 8 participants co-incided with both of these events. A detailed evaluation report of the trade mission to London is included in Appendix 1ED.

An update on this investment promotion activity was provided to those Members that participated in the various London based meetings and events on the 8th May. This debrief outlined initial wins, together with short term and long term leads as a result of hosting these events and additional meetings in London.

One of the significant short term leads identified was through UKTelehealth, a major GB Health Company UK who, following the events in London, have decided to work with Inspire Business Centre to host their next meditech conference in La Mon Hotel & Country Club, a first for Northern Ireland. As a direct output of the Westminster event, it is proposed that the Council sponsors the development of this local conference at a total cost of £3,000 through the ‘Invest Lisburn Castlereagh’ brand, with input into the project steering committee from the Economic Development Unit and Tourism Development staff. A detailed report will be presented at the September meeting of the Development Committee to confirm the date of the conference and outline the conference schedule and attendees in more detail, as well as anticipated economic impacts.

Appendix 1ED also outlines a number of addional investment promotion initiatives which, following discussion with the Corporation of London, includes an option for the Council to host the next GB based inward investment networking event at the Mansion House, official residence of the Lord Mayor of London or other prestigious venue in London in Spring 2019 with an ‘Invest Lisburn Castlereagh Networking event’ at Westminster every other year, ie 2020.

It has been suggested that opportuntiites exist for similar project activity to take place in Dublin in the years following 2020 and further reports will be presented in this regard in due course.

Recommendation

It is recommended that the Committee reviews the contents of the appendix and considers the proposed way forward as outlined above. It is further recommended that the Committee agrees to suport the UKTelehealth meditech conference up to a maximum of £3,000 in terms of sponsorship.

2. MEETING WITH CHINESE DELEGATION TO EXPLORE INVESTMENT AND TRADE OPPORTUNITIES IN FOSHAN, CHINA - LIVERPOOL, JUNE 2018

Following the Council’s successful meeting in London with locally based Chinese Consultant China Connections and China Holidays, the largest and longest running tour operator in the UK, an invite has been extended to the Council to meet with the Deputy Head of Foshan Council of International Trade, the Technology Bureau and Head of Chamber of Commerce at the World Economic Forum for FDI, Liverpool on the 12th June.

A report is attached at APPENDIX 2 ED to identify the potential for inward investment, with particular interest in Lisburn Castlereagh’s tourism, hotel and leisure offering. Once these commercial links have been built, the case for an accompanying trade mission to the City of Foshan will be presented as part of the Council’s overall trade development programme.

Recommendation

It is recommended the Council accepts the invitation to meet with with the Deputy Head of Foshan Council of International Trade, the Technology Bureau and Head of Chamber of Commerce whilst attending the World Economic Forum for FDI in Liverpool, UK.

It is recommended the Chairman and Vice Chairman of the Development Committee attend this meeting, along with appropriate officer representation.

3. MIPIM AND INVESTMENT EVENTS 2018/2019

MIPIM UK is promoted as the UK’s premier property exhibition, and the Council agreed to attend this exhibition for the third time in 2017 as an opportunity to promote investment opportunities in Lisburn Castlereagh.

Despite the 2017 event proving to be a useful platform to engage with potential investment contacts, benefiting from sharing best practice with representatives from other Local Authorities and Government Agencies, it was noted in December 2017’s report to the Development Committee that there have been less delegates year on year attending. Therefore Officers are of the opinion that it may be the case that other exhibitions and conferences could deliver similar or better outputs than MIPIM UK.

To this end, officers have investigated other opportunities to exhibit/attend MIPIM UK and alternative exhibitions in 2018 with detailed costings and comparisons attached at APPENDIX 3 ED.

As the Council continues to showcase Lisburn Castlereagh as a strategic location for doing business and to maximise the Economic Development Unit’s budget, it is proposed to attend the following trade shows in Summer/Autumn 2018 as delegates in the first instance:

• World Economic Forum for FDI, Liverpool, 11th-13th June 2018 • Completely Retail Marketplace, London, UK, 24th September 2018 • Expo Real in Munich, Germany 8th-10th October 2018 • MIPIM, London, UK, 17th-18th October 2018

This will allow the Council to research the most advantageous shows and to explore the potential to fund an enhanced Council presence at these exhibitions in the following year (2019/2020).

Recommendation

It is recommended that the Chairman and Vice Chairman of the Committee attends these events in the first instance, along with appropriate officer representation and that the Council organises individual meetings around the events mentioned above to maximise attendance and generate further leads.

4. MADE IN LISBURN CASTLEREAGH

Following the success of the first ‘Made in Lisburn Castlereagh’ event, which took place on 13th June 2017 it was agreed at a meeting of the Development Committee on the 6th September 2017 that the Council would:

• co-ordinate a ‘Made in Lisburn & Castlereagh’ event in 2018, with some revising of the event to reflect key lessons learned and recommendations made by the participating companies, and • act as the main sponsor of the event at a total cost of £15,000, with match funding sourced from participating companies and sponsorship.

Since then the Council has been approached by the local Lisburn Area Learning Communities to assist with funding their annual STEM schools conference which attracts 800+ local secondary school pupils. The Lisburn Area Learning Communities is an initiative established by the Department for Education whereby all post primary schools in Lisburn work together thorugh a forum of school principles to share resources and facilities between their students to ensure access to as wide a range of curriculum opportunities as possible. They have also indicated that they have a network of contacts in schools across the Council area which includes Castlereagh, as well as neighbouring Councils.

Given one of the key objectives of the ‘Made in Lisburn Castlereagh’ event is to engage with local schools to promote local career opportunities, it is proposed to work with Learning Communities to host a larger ‘Made in Lisburn Castlereagh’ exhibition linking in with all local post primary schools, and neighbouring Council schools, as well as STEM based skills, in order to attract an older school audience who are approaching employment.

It is therefore proposed to host a larger scale ‘Made in Lisburn Castlereagh’ event on Wednesday 24th October at Lagan Valley LeisurePlex, with an enhanced budget of an additional £5,000 (therefore a total budget of £20,000 is proposed) to support the integration of the Lisburn Area Learning Communities STEM event.

Recommendation

It is recommended that Members agree to work in partnership with Lisburn Area Learning Communities to increase the number of schools participating in ‘Made in Lisburn Castlereagh’ through integration of the planned STEM event with an additonal budget of £5,000 as outlined.

5. NORTHERN IRELAND CHAMBER OF COMMERCE – PRESIDENT’S ANNUAL LUNCH AND PRESIDENT’S BANQUET 2018

It was agreed at the meeting of the Council in May 2017 that the Council would become a Corporate Member of the Northern Ireland Chamber of Commerce to maximise networking and investment opportunities as part of the Council’s overall inward investment programme.

To support the Council’s current membership and relationship with the Chamber, it is proposed that the Chairman and Vice Chairman of the Development Committee, along with the Chief Executive accept the Chamber’s invitation to the President’s Annual Lunch on the 15th June at a cost of £60 per person + VAT. This lunch with Andrew Neil, BBC Broadcaster and media guru, will be an opportunity for the Council to engage with key commercial stakeholders across the region of Northern Ireland, whilst showcasing the Council as a premier investment location.

Also presented in May 2017 was a summary of additional high profile sponsorship options (attached at APPENDIX 4 ED) with the opportunity for the Council to put forward to be a supporting sponsor once again for the next Northern Ireland Chamber Presidents Banquet, which takes place at the Belfast Waterfront in November 2018 at a total cost of £6,000 + VAT. It is proposed that the Chairman and Vice Chairman of the Development Committee again host the table at the event which is part of the overall sponsorship package, with invited guests and business associates.

Recommendation

It is recommended that the Chairman and Vice Chairman of the Development Committee, along with Chief Executive, accept the Chamber’s invitation to the Presidents Annual Lunch on the 15th June 2018 at a cost of £60 per person + VAT.

It is recommended that the Council agrees to become supporting sponsor for the Northern Ireland Chamber Presidents Banquet in November 2018, at a total cost of £6,000 +VAT.

6. LOCAL GOVERNMENT TRANSFERRING FUNCTIONS PROPOSED PILOT INITIATIVE – YOUTH ENTREPRENEURSHIP

Following on from the transfer of economic development powers and budget from regional to local government in April 2015, it was agreed that the Council would develop a number of pilot business support initiatives specifically focused on the following marginalised groups: • Female Entrepreneurship • Youth Entrepreneurship • Social Enterprise

The aim is to stimulate interest and demand in these target groups throughout the Council area, as well as increasing the number of local residents engaging in entrepreneurial activities. The Council has been actively engaging with the relevant stakeholders to reach these target groups and develop projects which most meet their specific needs.

In order to reach out to both primary and post primary sectors within the Lisburn and Castlereagh City Council area the Council has been in discussions with Young Enterprise NI to develop tailor made options for Youth Entrepreneurship activity support.

Young Enterprise NI (YENI) is Northern Ireland’s foremost enterprise and entrepreneurship education charity, developing skills for life and work with young people aged 4-25. Young Enterprise programmes are based on the principle of learning by doing to develop skills needed for life and work, such as teamwork, communications, decision making, and creativity. The aim is to inspire young people to consider business start-up as a potential career pathway, and to make connections between skills and employability. The Proposed Pilot will deliver a Digital Youth Programme and a Global Entrepreneurship Week Event aimed at Primary Schools as outlined in APPENDIX 5 ED.

Recommendation

It is recommended that Young Enterprise NI carry out the Pilot Initiatives as detailed in the appendix at an agreed budget of £22,000.

7. DFC URBAN REGENERATION PROJECT: ENVIRONMENTAL IMPROVEMENTS

A regeneration project is proposed which would involve the improvement of vacant sites and back lands across the City Centre to improve the attractiveness of some approaches and pedestrian routes. This would further strengthen the work that is due to commence on the Lisburn Linkages Public Realm Scheme which will upgrade the main streetscapes across the same area.

One aspect of the project includes potential for a ‘pocket park’ type area within a vacant site at an agreed location in the City Centre which would be a ‘meanwhile’ use until development might take place in the future but would also drive footfall and increase dwell times in that area. Other elements include the installation of professional artwork on walls in areas such as Haslem’s Lane and Graham Gardens and the improvement of sites on the approach to the City Centre at Union Bridge.

The Department for Communities (DfC) have agreed to consider a funding bid for 50% of the total cost of the work which is estimated to be £68,000. Subject to Committee approval it is the intention to submit an application to DfC for £34,000 with a contribution of £34,000 being provided by the Council.

Recommendation

It is recommended that Members agree to the delivery of the proposed Lisburn City Centre Pocket Park and Environmental Improvements Project. It is further agreed that a contribution of £34,000 is made by the Council and a funding request is submitted to DfC for the remaining £34,000 required for the project.

8. HOLIDAY WORLD DUBLIN

Members will recall that Holiday World Dublin, took place at the RDS from 26th to 28th January 2018. The Show was attended by the Chairman Alderman Allan Ewart and Vice Chairman, Councillor Andrew Ewing and Tourism Development Officer, Veronica Kearney.

Holiday World Dublin is the only show where you can meet over 900 travel professionals from around the world and 40,000 visitors. It is also a great opportunity to network with tour operators bringing inbound traffic to Ireland. 2018 saw the return of the popular holiday at home section, that Lisburn and Castlereagh City Council attended as part of Visit Belfast stand.

This year Visit Belfast, the Council’s Regional Tourism Partnership, and other local Council’s including Mid and East Antrim, attended the Show to promote their destinations and areas to new audiences. Conversations with colleagues in tourism in these areas stated it was an excellent route to markets at reasonable costs.

The cost for a stand starts at £1,292 for a 2 x 2 metre stand or £1,536 for 2 x 3 metre stand plus vat. This includes divider walls, carpet, lighting (two spots), stand cleaning, name panel, catalogue entry, night security and services of the Press Office.

It may be appropriate to share a stand with Historic Royal Palaces in the context of the Hillsborough Tourism Masterplan and officers will investigate this opportunity and provide a further report to the Committee if appropriate.

Recommendation

It is recommended that the Council takes a stand at Holiday World Dublin at a cost of £1,536 plus vat at 2019 HolidayWorld Dublin. It is further recommended that the Chairman and Vice-Chairman attend plus two officers.

9. NI TOURISM AWARDS

The annual NI Tourism Awards were staged at the Europa Hotel, Belfast on Thursday 24 May, 2018. Correspondence for the ticket sales to attend the event were released after the May Development Committee, and the Chairman therefore took the decision to take a table at the event, with a report to be brought to June’s Committee meeting.

Three businesses from Lisburn & Castlereagh City Council area, were shortlisted for an award including Ulster Grand Prix, Streamvale Open Farm, and Parsons Nose.

• The Tourism Entrepreneur of the Year title was awarded to Chris Wilson from Streamvale Open Farm. • Parsons Nose in Hillsborough were commended in Northern Ireland Food and Drink Experience of the Year. • Ulster Grand Prix were commended in the Best International Experience.

The cost for a table of ten is £650 + VAT.

Recommendation

It is recommended that Committee agrees retrospectively for a table of ten people be purchased at the 2018 NI Tourism Awards at a cost of £650 + VAT.

10. NI FOOD AND DRINK 2019

Members will recall that at the March Development Committee the Lisburn & Castlereagh Food and Drink, Branding and Events’ Campaign 2019 report was noted. It was also agreed to develop a programme of activity to market and promote the existing portfolio of food and drink events, and organise a one off celebration event at the end of summer 2019.

Officers have been in discussion with third party event organisers to explore options for branding and promotion of the existing portfolio of events within the Council area. From the recently launched LCCC Tourism Strategy 2018 - 2022 growing the speciality food sector and establishing the area as a culinary destination is considered a priority.

Examples of best practice were also listed in the report, with a recommendation for LCCC representatives to attend BELFEAST, Belfast over 23-25 March 2018, and the Big Grill, Dublin on 16–19 August 2018. This would form part of the idea generation for a new Food and Drink celebration event in LCCC at end of summer 2019.

Attached as APPENDIX 6 ED is a report from the Councils Tourism Supervisor who attended BELFEAST, on 25 March 2018, with a number of observations for consideration.

Tourism Officers have also been looking at other best practice Food and Drink events for Council to attend as attached at APPENDIX 7 ED including:

• Sea Food Festival, 11 August 2018, 12 noon – 5pm • Urban Orchard, Food & Cider Markets – Afternoon food market, 23 September, 2018, Armagh, 12noon to 5pm • A Taste of West Cork, 7 – 16 September 2018 • The Big Grill, Herbert Park, Dublin, 16-19 August, 2018

Whilst Lisburn & Castlereagh already has a strong Food and Drink offering, it would appear on first impressions that most events are working on their own to market and promote their wares. It may be more beneficial if the event organisers were part of a collective brand that could be used across all Food and Drink related events and initiatives.

Some of the above listed events seem to be successfully pooling resources to promote the whole area, developing events that create the platform for local suppliers to showcase their product and in return attract visitors with overnight stays, and associated tourism revenue. For example, A Taste of West Cork Food Festival has developed a one week itinerary of events that expands year on year with new concepts such as chef displays, book launches, farmers markets, food trails, activity tourism, and tasting sessions. This model may be something worth exploring as part of an end of summer 2019 Food and Drink event in LCCC.

The cost per member to attend the Portavogie Sea Food Festival, and Urban Orchard, Food & Cider Markets is based only on Members’ Travel Allowance. The cost per Member to attend the Taste of West Cork, based on one night’s accommodation, is £503.40 + actual subsistence incurred (see APPENDIX 7(a)ED). The cost per Member to attend the Big Grill, Dublin, based on one night’s accommodation is £438.69 plus actual subsistence incurred (see APPENDIX 7(b)ED). These costs will be met from £10,000 set aside from the Tourism Development budgets to build up the LCCC Food and Drink programme. The use of consultants may also be required to develop the marketing and publicity plan for the LCCC campaign that will also be accommodated within the agreed budget.

Recommendation

It is recommended that Committee agrees to the Chairman and/ or Vice Chairman and/or officer representation at each of the above listed events.

11. NI TOURIST GUIDE FAMILIARISATION TRIP

Correspondence, as attached at APPENDIX 8 ED, has been received from NI Tourist Guide Association (NITGA) seeking to visit Lisburn & Castlereagh as part of a familiarisation trip on Saturday 22 September.

NITGA was formed in 1992 to represent NI’s professional guides – all full members are Blue Badge Guides or National Guides accredited by the Institute of Tourist Guiding in London or Failte Ireland. Full members are qualified for Coaching, Walking, Religious and Site-specific tours.

The NITGA guides are employed as coach guides and will be escorting coach parties from cruise ships and other local, national and international tour operators to Hillsborough Castle (reopening this summer). The guides are keen to learn what else Lisburn & Castlereagh area has to offer in terms of tourism/visitor experiences.

A proposed itinerary has been developed by local guide Alan Clarke, with a request for Council to make a small contribution towards the overall costs of the familiarisation trip. Total cost is expected to be £675, with a request for Council to contribute £250 to cover the coach hire or lunch costs. The familiarisation trip will ultimately assist the Blue Badge Guides to help promote the City of Lisburn and Castlereagh with better knowledge and awareness of the tourism product offering.

Recommendation

It is recommended that the Committee agree to contribute £250 towards the lunch costs of the NITGA familiarisation trip on 22 September, building stronger links with the NI Tourist Guide Association.

12. EVALUATION OF EU ERASMUS + AGE FRIENDLY COMMUNITIES PROJECT

Members are reminded that in August 2017 the Council received a letter of offer for €297,735 (£270,787) under the EU Erasmus+ Programme to deliver a project entitled ‘Age Friendly Communities’. The project aims to support SMEs, Retailers and Service Delivery Agents to improve product/service delivery that better meets the needs of older people. The project will be delivered within the Council area and in tandem in designated areas within Denmark, Poland, Spain and Republic of Ireland.

Key outputs will include the development of a baseline needs analysis report, a digital skills online training resource focusing on marketing in particular, training on the development of new products and services for the over 55s and the creation of a collaborative online forum that will allow exchange of good practice.

Whilst the Council will manage the administration of the grant of €297,735 (£270,787), the actual proportion of the grant awarded directly to the Council to deliver the project locally is €57,766 (circa £52,500).

As part of the funding contract the Council is obliged to contract a third party to undertake a mid-term evaluation and final evaluation of the impact of the project outcomes. Members should note that after a procurement exercise RSM UK were selected to undertake this assignment at a cost of £14,000. The Erasmus + grant contribution towards this cost will be £6,574. It is therefore proposed that the Council meets the £7,426 shortfall in funding in order to meet overall grant contractual obligations.

Recommendation

It is recommended that the Council meets the £7,426 shortfall in funding to meet the full costs (£14,000) of contracting RSM UK to undertake a mid-term evaluation and final evaluation of the aforementioned Age Friendly Communities project.

13. EU ERASMUS+ AGE FRIENDLY COMMUNITIES PROJECT PARTNER MEETINGS

Members should note that a requirement of EU Erasmus + Age Friendly Communities project outlined in the previous item of this report is to host and attend partnership meetings to discuss programme progress against identified targets and identify new actions to be taken on a biannual basis.

The duration of the meetings will be short and will primarily involve each partner providing feedback for each element of work that they are responsible, for and agreeing adjustments to work schedules going forward.

The EU Erasmus+ programme will only fund staff attendance at these meetings as they are operational in nature and relate to project management discussions. It is anticipated that there will be a role for Elected Members at the Programme Launch or Programme Completion stages, and further reports will be provided to the Committee in this regard.

The following Partnership meetings have been scheduled for the duration of the programme:

October 2018 – Szczecin, Poland February 2019 – Galway, Republic of Ireland June 2019 – Andalusia, Spain

Recommendation

It is recommended that the Committee agrees officer attendance from the Rural Development Team at all the aforementioned partnership meetings linked to progression of the EU Erasmus+ funded Age Friendly Communities project.

14. EU ERASMUS+ SHOWCASE EVENTS – MAINSTREAMING STUDENT ENTREPRENEURSHIP PROJECT & REGIONAL APPRENTICESHIP ALLIANCES FOR SMEs PROJECT

Members are reminded that in September 2016 the Council received a letter of offer for €220,688 (circa £193,416) under the EU Erasmus+ Programme to deliver a project entitled ‘MASTER’ – Mainstreaming Student Entrepreneurship. The project aims to work with vocational training delivery agents to increase the opportunities for students to learn practical skills linked to running their own business, and thus promote enterprise across the Council area.

Whilst the Council will manage the administration of the grant of €220,688 (£193,416), the actual proportion of the grant awarded directly to the Council to deliver the project locally is €55,712 (circa £47,600). The Council will work in partnership with other similar delivery agents based in Denmark, Holland, Republic of Ireland and Spain in order to share best practice.

Members should also note that the Council also received a second letter of offer in September 2016 for €48,314 (circa £41,400) under the EU Erasmus+ Programme to deliver a project entitled ‘RAISE’ – Regional Apprenticeship Alliances for SMEs. The project will aim to increase the capacity of local SMEs to improve apprenticeship uptake.

It is proposed that up to 15 businesses will be assisted to complete an assessment/self-evaluation of their business and explore the benefits of employing apprenticeships to their organisation, gain a better understanding of the steps required to become an apprentice employer and gain the skills required to manage the apprenticeship process from recruitment to on the job training and supervision, quality control and administration. The Council will also work in partnership with other similar delivery agents based in Poland, Spain, Holland and France in order to share best practice.

Members should further note that an EU showcase event to promote the Mainstreaming Entrepreneurship project will be held in Brussels on Tuesday 12 June 2018 and that another EU Showcase event to promote the Regional Apprenticeship Alliances for SMEs project will be held in Brussels on Wednesday 20 June 2018.

As part of a further contractual obligation it is proposed that the national showcase of both projects is held on Friday 24 August 2018 at Lagan Valley Island and is hosted by the Chairman and Vice Chairman of the Development Committee. It is envisaged that invites will be circulated to local enterprise support organisations and representatives from the Further and Higher Education Sector in particular, Members of the Development Committee and NI Members of the European Parliament (MEPs).

Recommendation

It is recommended that the national showcase of the Mainstreaming Student Entrepreneurship project and the Regional Apprenticeship Alliances for SMEs project is held on Friday 24 August 2018 at Lagan Valley Island as outlined above.

15. INTERNATIONAL TRADE DEVELOPMENT PROGRAMME 2018-19

Members will be aware of the Council led International Trade Development Programme and its key role in supporting and encouraging local companies to explore new international markets. The overall aim of these Council led programmes is to identify local companies that have the potential to develop new export sales and progress to further support from Invest Northern Ireland where appropriate.

The potential exists for strengthening Lisburn Castlereagh SME growth through increased international trade as well as maximising opportunities post Brexit. Building on the success of the 2017-18 Trade Programme, the 2018-19 Programme will create more awareness about international trade as an essential component to achieving economic development.

A number of key geographic locations have been identified as having the potential to gain new customers and profitable new markets, ranging from GB, the Netherlands, China and Canada.

A full report detailing a proposed programme of international trade activity is attached in APPENDIX 9 ED.

It is recommended that the Committee agrees support for the International Trade Development Programme as outlined in the appendix.

Recommendation

It is recommended that the Committee agrees the attached International Trade Development Programme and individual programme budgets as outlined in the appendix.

16. EUROPEAN UNION: ERDF INVESTMENT FOR GROWTH AND JOBS PROGRAMME (2014-2020) – UPDATE REPORT

Members will recall a report which was brought to the Development Committee on 12th April 2018 which provided an overview of the EU ERDF funding stream, the Investment for Growth & Jobs Programme (2014-2020), and it was agreed that the Council should seek to maximise this drawdown where possible.

To this end the Economic Development Unit has developed, and is continuing to develop, a number of new business development projects to draw down as much as possible of the available £1.41 million of ERDF match funding for the Lisburn & Castlereagh City Council area. Members should note that all applications need to be submitted by June 2018 in order to be assessed by Invest NI.

The report also outlined the enhanced administrative and monitoring requirements which come with administering the ERDF Funding, and it was agreed that a report would be brought to a future meeting of the Committee outlining options for internal staff resources which need to be allocated to the overall ERDF programme management and administration should the projects be successful, to ensure successful delivery and conditions of funding from Invest NI are met.

APPENDIX 10 ED sets out a number of options as to how the ERDF funded project could be resourced by the Council once delivery of the projects commences.

A further report will be brought to Committee once the total number of successful projects are known.

Recommendation

It is recommended that the Committee reviews the options as presented in the appendix and makes a decision as to the best way the ERDF projects should be resourced internally should they be successful in securing ERDF Funding.

17. EUROPEAN UNION: ERDF INVESTMENT FOR GROWTH AND JOBS PROGRAMME (2014-2020) –ECONOMIC APPRAISAL

At the meeting of the Development Committee in April, Members agreed to match fund the EU ERDF Investment for Growth & Jobs Programme (2014- 2020) up a maximum of £392,514 for Council led ERDF applications (current and new) put forward by the Economic Development Unit to Invest NI for funding under the EU Investment for Growth & Jobs Programme 2014-2020, for activity to 31st December 2022, and subject to a positive Economic Appraisal.

Attached at APPENDIX 11 ED is a copy of an Economic Appraisal which has been prepared in accordance with the Council’s Accounting Policy and which has been approved through the Council’s Financial Services.

Recommendation

It is recommended that the Committee agrees the attached positive Economic Appraisal for match funding for Council led ERDF applications (current and new) put forward by the Economic Development Unit to Invest NI for funding under the EU Investment for Growth & Jobs Programme 2014-2020, for activity to 31st December 2022.

18. REVIEW OF LISBURN CASTLEREAGH CITY COUNCIL’S GOOD GOVERNANCE SCHEME FOR THIRD PARTY ORGANISATIONS

Members will be aware that the Economic Development Unit has a protocol in place to seek to ensure that good corporate governance is adhered to in the delivery of Council funded Economic Development projects, in particular those which are delivered through 3rd party delivery agents and not for profit organisations.

Given that the scheme was developed a number of years ago, is proposed that the Good Governance Scheme for Third Parties is now updated. To this end professional advice will be procured to review the current governance policies and procedures and to make recommendations for strengthening governance. In particular, consideration should be given to making the implementation of good governance in Council funded projects a condition of the Letter of Offer on projects led by 3rd party and not for profit delivery agents, thereby minimising the risk to the Council when funding future projects.

It is estimated that this piece of work will cost in the region of £3,000.

Recommendation

It is recommended that the Committee agree to commission a review of the Councils Good Governance Scheme as detailed above at a maximum cost of £3,000.

19. NORTH EAST ECONOMIC CORRDIOR PROPOSAL – REQUEST FOR COUNCIL NOMINEE

The Council has been approached by Belfast City Council to nominate an appropriate Officer from the Economic Development Unit to represent the Council on a new Steering Group which is being established to develop and deliver a conference with a focus on economic opportunities along the North Eastern Economic Corridor. The Steering Group will also work to identify and develop collaborative projects which have economic and strategic merit to be delivered in collaboration with Councils along the corridor.

Belfast City Council has commenced discussions with other Councils from along the North Eastern Economic Corridor and, as well as the proposed conference which is being planned for October / November 2018, there is also a study being developed into a potential High Speed Rail Project between Belfast and Dublin that Arup are completing (draft document due beginning of June).

Dublin City Council have suggested the need for a collective study to analyse the real economic opportunities along the corridor and to potentially frame the content of the planned conference. The indicative timescale for agreeing and completing the North Eastern Economic Corridor Study is 4 months. The strategic context to this is provided by the Irish National Development Plan 2040 and the Belfast Region City Deal.

The study partners are to involve Professor Brian MacCraith from DCU and a counterpart within Ulster University. Such a study creates a great opportunity to the entire North Eastern Economic Corridor between Dublin and Belfast, although the geographical boundary of this corridor will need to be established early in the study by DCU/UU.

Recommendation

It is recommended that the Committee agrees to nominate an appropriate officer from the Economic Development Unit to represent the Council on a new Steering Group which is being established to develop and deliver a conference with a focus on economic opportunities along the North Eastern Economic Corridor.

20. SHOPFRONT IMPROVEMENT GRANT SCHEME: UPDATE AND NEXT PHASE

Members will be aware that a Council wide Shopfront Improvement Grant Scheme was delivered during the last financial year. This was supported with a contribution from the Department for Communities (DfC) through Urban Regeneration. This has been a very successful scheme with 96 property and/or business owners receiving support to carry out improvements to their premises. This included signage, window upgrades, building repairs.

Attached at APPENDIX 12 ED is a summary on the delivery of the Shopfront Improvement Grant Scheme to date which includes before and after pictures demonstrating the positive visual impact of the work.

At a recent meeting with DfC officials they advised that there was an opportunity to bid for further funding to extend the current scheme. There are currently expressions of interest submitted through the scheme with a works value of £110,000 which could progress if additional funding was made available. The value of the grant contribution is set at 70% so a need for £77,000 has been identified. DfC have advised that they can consider a contribution of £50,000 depending on a contribution from Council of £27,000 being agreed.

Given the success of the current scheme it is suggested that the Council agree to contribute £27,000 to the extension with a request made to DfC for the remaining £50,000 required to meet the current demands.

Recommendation

It is recommended that Members note the success of the Shopfront Improvement Grant Scheme to date and agree to the Council submitting a request to the Department for Communities for £50,000 to enable the scheme to be extended to meet current demand.

ITEMS FOR NOTING

21. RURAL VILLAGE REGENERATION

21.1 Update information

Members are aware that a programme of regeneration being delivered with support from the NI Rural Development Programme: Rural Village Renewal Theme is currently progressing. Attached at APPENDIX 13 ED is a full update including timelines on the projects being delivered across the five villages involved in the scheme.

In summary, work continues on site in the villages of and Stoneyford on significant environmental improvement projects. Within the village of Dromara the delivery of the Dromara Destroyers Tribute Garden is due to take place during the coming months. Final plans have also been developed for the second project in Dromara based at the Lagan Park site.

A masterplan concept has been developed along with the community in Aghalee and projects prioritised for progression through to delivery. In Glenavy plans are progressing on the development of an environmental improvement scheme in the centre of the village.

Recommendation

It is recommended that Members note the update on the regeneration projects being delivered through the NI Rural Development Programme:

22. MJ LOCAL GOVERNMENT AWARDS: BEST COUNCIL SERVICES TEAM NOMINATION – CELEBRATION EVENT

As reported previously the Council’s City Centre Management team has been shortlisted in the category ‘Best Council Services Team’ in the MJ Local Government Awards with the official awards ceremony due to take place at the end of June 2018.

In light of the success of being shortlisted in these UK wide awards which are highly regarded across the Local Government sector, a proposal has been made to host a celebration event. This will provide an opportunity to showcase the work of the team, and also the wider Council, that is delivered in support of the City Centre.

Given the Council’s work over the past two years to develop the Lisburn City Centre Stakeholder Partnership, it is proposed this event would involve all City Centre stakeholders being invited along to a drop in reception on Tuesday 19th June 2018 from 1.00pm to 3.00pm in Market Square, Lisburn.

Recommendation

It is recommended that Members note the date of the City Centre Management Award Nomination Celebration event taking place on Tuesday 19th June 2018 from 1.00pm – 3.00pm.

23. NORTHERN IRELAND BUSINESS START UP PROGRAMME (NIBSUP)

Attached at APPENDIX 15 ED is an update report on the Northern Ireland Business Start Up Programme (NIBSUP). Members should note the Council’s performance against jobs promoted for the first month of the new financial year.

Recommendation

It is recommended that the Committee notes the contents of the NIBSUP update report.

24. PROPERTY AGENTS’ FORUM

Members will recall that as part of the Council’s Inward Investment Programme, and to support regeneration and realisation of the City Centre Masterplan, it was agreed that a Property Agents’ forum would be established.

The first meeting of the Forum took place on the 23rd May at Lagan Valley Island. Up to 20 local and national agents participated in the Forum to help inform local decision making, and to identify and service new inward investment enquiries into the City.

The Property Forum will act as a platform to share information on key investment and regeneration initiatives such as the City Centre Masterplan, the Local Development Plan and the recently published Lisburn Castlereagh Investment Guide to which agents were asked to continue to contribute opportunity sites. Agents were able to share with the Council their knowledge of the latest property data and investment trends in the Lisburn Castlereagh area whilst providing input in a workshop format on the potential for City Centre mixed use developments (office, retail and residential).

Members should note that officers are also looking at how a Developers’ Forum could be brought forward, with appropriate report to Committee in due course.

Recommendation

It is recommened that this Property Agents’ Forum will be followed up with a further meeting in November 2018 with Members noting that proposals are being developed for a future Developers’ Forum, with an appropriate report to Committee brought forward in due course.

PAUL McCORMICK HEAD OF ECONOMIC DEVELOPMENT 30 May 2018 APPENDIX 1ED

Inward Investment Programme – Evaluation of London April 2018

Members will recall that a number of events were held in London in April 2018 as part of the Council’s Inward Investment Programme. Outputs are documented below:

Tues 17th April, Treasured Opportunities at the Tower of London

• Up to 90 guests in attendance • One-off event showcasing the unique partnership between LCCC and Historic Royal Palaces prior to the re-opening of Hillsborough Castle in July 2018 • Platform for presenting the LCCC Tourism Development Vision and LCCC Corporate Plan • Key contacts were introduced to the Chief Executive, Chairman of the Development Committee, the Rt Worshipful Mayor of LCCC along with Committee members • Menu showcased local food and drink produce with ingredients receiving positive feedback

Wed 18th April, Invest Lisburn Castlereagh at Parliament Buildings, Westminster

• Record attendance with over 200 delegates • 4th successful LCCC at Westminster investment and networking event presenting the new Lisburn Castlereagh Investment Guide • 2018 event built upon the success of the previous event and was a further step up from last year. • Provided advice on key messages targeted at a GB /London audience. • Supported key meetings before event • Key contacts were introduced to the Rt. Hon. Sir , the Chief Executive, Chairman of the Development Committee, the Rt. Worshipful Mayor of LCCC along with Committee members • Feedback from NI and GB attendees was very positive with potential leads established • Excellent media coverage – pre event, during the event and after the event, local, national and in key publications, positioning the Council as Northern Ireland’s ’best- connected’ and ‘business friendly’ investment location.

There was a detailed programme of meetings as part of the Council’s visit to London in April.

The following provides an overview of some of the discussions and meetings with potential investors which the Economic Development Unit will bring forward as part of a detailed report to the Development Committee in June 2018.

INITIAL WINS

• City of London Corporation to provide a venue and guest speaker at a future LCCC inward investment event in London focused on financial and tech sectors. • Medical firm has secured a deal for their product to be trialed following discussions at Westminster Networking event. • Medical firm met with a client at the event who are now putting in place a commercialisation strategy for the US market. • Major GB Health Company UKTelehealth to host conference in La Mon Hotel & Country Club • Carnbrooke Meats have been listed as specialist supplier for Moving Venue who provide catering services to Tower of London, Hampton Court Palace, the Banqueting House, Kensington Palace, Kew Palace and Hillsborough Castle. • As of May 2018, local company Advance Engineering secured orders in excess of £100k as result of meeting a GB supplier at Westminster in 2017

SHORT-TERM LEADS

• Property consultant who specialise in retirement/extra care housing are interested in establishing links with leading medical company and its new elderly care products. • Medical firm has had numerous video calls for 5G since Westminster Networking event.

LONG-TERM LEADS

• Property Consultant with strong links to a major UK property fund and developer who specialise in hotel developments has expressed an interest in visiting the area to identify sites that the Council has earmarked as being suitable for hotel development. • Funder very interested to hear plans for the City Centre hotel accommodation and sourcing investment to meet the current financial gap to enable these projects to go forward • A real estate capital advisory firm, offering its clients independent advice across the capital structure is interested in visiting LCCC to learn more about its portfolio. One of their clients is a major hotel group. • Technology Services company has expressed an interest in north south broadband linkages which would include the Lisburn Castlereagh area. • Alternative Investments Group who are active in funding development builds is interested in meeting LCCC to discuss developing outside of Dublin. • Tech company has expressed an interest in building a datacentre or partnering with similar organisation to facilitate this • Opportunity for one of China’s largest inbound tour operaters to establish holiday tour packages bringing Chinese visitors to Lisburn Castlereagh • Senior Adviser in Investment is interested in a follow up visit to Lisburn Castlereagh • A real estate fund management firm (one of the world's largest property investors) is interested in a follow up visit to Lisburn Castlereagh • Follow up with financial services company as well as leading transport organisation has also been requested

Food and Drink Trade Development Programme

• Facilitated over 50 meetings between food and drink participants and prospective buyers, agents and distributers over the course of the 4 day trade mission • Included exhibition space at Primrose Hill Market on Sat 21st April under the branding of ‘Made in Lisburn Castlereagh’ • Projected order value of £100k+

Meeting Outcomes and Programme Participant comments

Abernethy Butter

• Bayley & Sage - Listed and order placed

• Dugart & Daughters - Order secured • Mount St Deli - Order secured

• Core by Claire Smith – Secured listing

• Melrose & Morgan - Good opportunity to work when they re-vamp when their store is rearranged

Brambleberry Jams

• Dugart & Daughters - Order secured

• Mount St Deli - Order secured

• Partridges – Secured listing

• Melrose & Morgan - Hopeful of doing business when they rearrange the shop

“This was an extremely worthwhile visit for my business in terms of both visiting the delicatessens in London to get orders and to see the competition from other artisan food producers that sell in London. In terms of trends in style, flavours, packaging it was very valuable to be in these top London independent stores that are not available for viewing online like the top department store are.”

Carnbrooke Meats

• Moving Venues Catering Co - Listed as specialist supplier who provide catering services to Tower of London, Hampton Court Palace, the Banqueting House, Kensington Palace, Kew Palace and Hillsborough Castle.

Freebird Tea

Trade Solutions International - Ongoing discussions with possible route to hotels etc valued at £10 – 18k per customer

Dugart & Daughters – Possible lead

Partridges - Hopeful – In discussions

Melrose & Morgan - Hopeful of doing business value £3-4k/yr

“The trade visit was a great opportunity for us as a small business in Northern Ireland to be able to meet with these UK buyers we would never have got in front of by ourselves. I think the experience gained in invaluable and will stand us in good stead for further ‘meet the buyer’ events.I would like to also extend my thanks to LCCC, Deidre, Helen and the other organisers for doing such a great job and for giving us the opportunity to be part of the London Trade Visit.”

Hilden Brewery

• Beer Boutique - Opportunity once distribution is secured

• Drink of Fulham - Opportunity once distribution is secured • Utobeer - Opportunity once distribution is secured. Has offered to host launch of beers to London market

• Bottle Shop - Interested in new beers – could be worth £30k/yr

• Royal Mile Whiskies - Interested, and opens opportunity for Edinburgh market

• Real Ale - Potential route to M&S with annual value of £10k

“I gathered a much better understanding of the craft beer market. How the logistics work, the various niches within the craft beer segment, and a range of further contacts with distributors to follow up. The visits where great for understanding the market in much greater depth.”

PRM

• Bid Foods - Ongoing discussions – Potential to do business with desserts

• Trade Solutions International - In discussions re: desserts

• KSM - Potential with subsidiary restaurant business, Roosters

• Kentas Foods - Potential for desserts and other brands

• Crown Foods Ltd - In discussions

• Ennaco Foods - Had factory visit and could be a very good opportunity

“Generally speaking I found the trade visit useful for understanding the market better. From the visit I think we will be better equipped to form our strategy and understand what areas we need to focus on/ change to achieve our objectives.”

Pure Roast Coffee

• KSM - Have invited Managing Director to complete site visit in Lisburn

• Montine Foods - Ongoing discussions

“The visit was about gaining contacts and building relationships, which we achieved.”

Superchip Sauces

• Bid Foods - Ongoing discussions • KSM - Developing halal versions – Has invited Managing Director to complete site visit in Lisburn • Kentas Foods – ongoing discussions • Montine Foods – ongoing discussions • Ennaco Foods - Completed factory visit and could be a very good opportunity – possible value £50k/yr

“The trade visit was a good exercise in gathering information on the Greater London market, particularly in relation to Halal suitable & Pack size.”

PR

Press Coverage

Newsletter/Belfast Telegraph/Ulster Star/Irish News

Upcoming Features

Ambition NI – full page May / June issue

Ulster Tatler DPS June issue

Spread in Farm Week by F&D critic Sam Butler

Property Week – Ireland Supplement August full page to co-incide with LCCC Property Forum on the 23rd May

BBC to film on the 23rd May showcasing the tourism potential of Hillsborough Castle with potential regional BBCTV, radio and online coverage

Video footage: https://www.facebook.com/LisburnCastlereagh/videos/1755539161180096/

Next Steps

• Thank you emails issued with event video footage and contact details enclosed for the Invest Lisburn Castlereagh Team should attendees want to explore doing business in the area • Initial meetings and visits with possible GB leads to be lined up • All success stories & leads generated to be captured and issued to local press • Researching new inward investment conferences and trade exhibitions in Europe, GB and RoI • For Members to feed into June Committee report with leads or any other feedback by the 18th May

Proposed Inward Investment Activity

• Given the inward investment budget, it is proposed to attend trade shows/conferences in Autumn 2018 as a delegate in the first instance and then exhibitor at Expo Real in Munich, Germany and Completely Retail Marketplace in London/Dublin to build upon worthwhile leads and create new links. • LCCC inward investment event at Mansion House, official residence of the Lord Mayor of London or other prestigious venue in London proposed for Spring 2019.

Lessons Learned & Recommendation

• The Council learned it was invaluable having a dedicated investment resource based in London which led to an increase in number of attendees through Catalina Consulting’s network of London contacts. It is therefore recommended to procure a consultant for future GB & London based activity. • The Food and Drink Trade Programme was a successful mission and complimented the Council’s other investment activity in London. It is therefore recommended the Council repeats the programme in London, perhaps expanding the sectoral focus from food and drink and opening out to other businesses. • Following discussions with City of London Corporation, it is recommened to work with the governing body to develop a new business relationship event in 2019 in London. • Given the scale of inward investment activity by the Council, it is recommended to host the Invest Lisburn Castlereagh Networking event at Westminster every other year, meaning the next event will take place in April 2020. • Explore opportunities for investment promotion in Dublin in 2020.

APPENDIX 2ED

Meeting to explore investment and trade opportunities in Foshan, China

1) Foshan City

Foshan covers an area of 3800 square Kilometres in the centre of Pearl River Delta, consist of 5 districts with a population 7.35million

Foshan has one of the most important industrial centres in China

2017 GDP 950 billion RMB (currently £1 = 8.7RMB) with over 60% of GDP generated by industrial sectors

Foshan has a strong private sector and wealthy population

Home of many world top 500 companies with key sectors include: Ceramic and building material, textile and soft furnishing, furniture, lighting, plastic ware, electrical home appliance, aluminium and stainless steel fabrication.

2) Opportunities for companies in Lisburn and Castlereagh

Foshan manufacturers for example are transforming to highly automatic, more efficient and higher value industries. They are hungry for advance technology, new methods and new products and designs. There are many opportunities for export and inward investment. For example MIDEA electrical home appliance just completed the multi billion pound acquisition of German robotic equipment company KUKA last year.

Foshan City is building its own airport, which is going to be a main hub for south west region of China with work starting later this year.

On top of the 3 underground lines in construction, there are 5 more in the planning and hope to start work this year.

Foshan has a strong private sector with a strong appetite for western services and products, there are opportunities for UK made consumer products and services.

Products made in Foshan area are in better quality compare to many other Chinese regions, which makes it a good area to source from. It also has a strong export trading sector, many companies can help to consolidate orders and provide one stop shop service.

3) Key contacts which can be tapped into include: Foshan People’s Congress

Vice president of Foshan Nonggong Democratic party, Mrs Li, a member of standing committee of Foshan People’s Congress, large network within the city power circle.

Chamber of Commerce Foshan

This organisation manages and liaises with private owned businesses for the government and has expressed an interest to host a Council led trade mission.

Foshan City Foreign Affairs Board

The Department looks after connections with foreign countries and helps to build relationship with people and governments of other regions in the world.

Foshan Council for Promotion of International Trade

President Yan, has expressed an interest to support a Council led trade mission to Foshan

Gaoming District of Foshan

This district is a newly developed area with the highest concentration of factories with a new airport located here. Deputy Mayor of Gaoming District of Foshan, Mr Ye, is in charge of the district’s trade development and inward investment.

APPENDIX 3ED

MIPIM AND INVESTMENT EVENTS 2018/2019 APPENDIX OTHER OPTIONS REAL EXPO WORLD FORUM FOR FDI COMPLETELY RETAIL JOINT EXHIBITOR REAL EXPO ALTERNATIVES TO MIPIM DELEGATE MARKETPLACE DELEGATE REAL EXPO DELEGATE MIPIM LONDON DELEGATE TOTAL COST TO ATTEND MIPIM FRANCE DELEGATE UK&IRELAND STAND FULL EXHIBITOR MIPIM EXHIBITOR London, United Location Liverpool, London, United Kingdom Munich, Germany London, United Kingdom Cannes, France Munich, Germany Munich, Germany Kingdom Dates 11TH-13TH JUNE 2018 24TH SEPTEMBER 2018 8TH-10TH OCTOBER 2018 17TH-18TH OCTOBER 2018 12-15TH MARCH 2019 8TH-10TH OCTOBER 2018 8TH-10TH OCTOBER 2018 17TH-18TH OCTOBER

With more than 200 events (across 9 days) in total,delegates have access to speakers such as Wayne Hemingway MBE, Aston Martin CEO, former Chief Executive of Tesco & Former International hub for 2,003 Foreign Policy Advisor to the International hub for 2,003 International hub for 2,003 exhibitor companies with a Prime Minister. exhibitor companies with a exhibitor companies with a focus on office, hotel, retail Featuring a festival incubator, focus on office, hotel, retail focus on office, hotel, retail and logistics real estate as TED style talks from leading and logistics real estate as and logistics real estate as well as residential business minds, an innovation Westfield, Transport for well as residential properties Over 1,500 attendees each day. well as residential properties properties for institutional Over 1,500 attendees hub and brokered business London, Network for Rail, InTU for institutional investors 180+ experts over 55+ International property event for institutional investors investors each day. 180+ experts meetings to make new deals and Cushman & Wakefield keynotes, panels and with 24,000 attendees across over 55+ keynotes, Information happen. attended last year's show workshops. the 4 days. panels and workshops. Approx. number of delegates/participants 6,000 5,000 41,775 3,200 24,000 41,775 41,775 3200 10 add. passes 8 add. passes 10 add. passes Stand £0.00 £0.00 £0.00 £0.00 £0.00 £10,000.00 £9,040.00 £9,954.00 Stand Design £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £7,848.90 £7,848.90 Networking reception/catering £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £1,593.66 £1,593.66 Passes (based on 4 attendees) £400.00 £1,980.00 £1,704.00 £1,196.00 £7,000.00 £2,500.00 £2,000.00 £880.00 Travel/Accommodation £1,800.00 £1,800.00 £1,800.00 £1,800.00 £1,800.00 £5,400.00 £5,400.00 £5,400.00 Photography £0.00 £0.00 £0.00 £0.00 £0.00 £750.00 £750.00 £750.00 Video £0.00 £0.00 £0.00 £0.00 £0.00 £1,049.48 £1,049.48 £1,049.48 Additional PR £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £1,850.00 £1,850.00 Promotional Merchandise £0.00 £0.00 £0.00 £0.00 £0.00 £2,500.00 £2,500.00 £2,500.00 Consultancy support for meetings £3,250.00 £3,250.00 £3,250.00 £3,250.00 £3,250.00 £3,250.00 £3,250.00 £3,250.00 Other (invitations, pitching slot, stand product etc) £0.00 £0.00 £0.00 £0.00 0 0 0 £5,440.40 TOTAL £5,450.00 £7,030.00 £6,754.00 £6,246.00 £25,480.00 £12,050.00 £25,449.48 £35,282.04 £40,516.44

INWARD INVESTMENT EVENTS PROPOSAL Interrogate database for each event Target and approach key delegates prior to each event to promote opportunities in hotel, leisure, retail, office and industrial as part of the Lisburn Castlereagh Investment Guide Schedule of meetings around each of the events with a minimum of 10 new leads identified APPENDIX 4ED

NORTHERN IRELAND CHAMBER OF

COMMERCE AND INDUSTRY

SPONSORSHIP

OPPORTUNITIES 2018

www.northernirelandchamber.com

SPONSORSHIP OVERVIEW Northern Ireland Chamber of Commerce and Industry (NI Chamber) is a high profile organisation with the ability to promote its partners brand and their objectives widely. We have sponsorship opportunities available to suit all budgets across a range of events including our prestigious President’s Banquet and our stand out Annual Networking Conference and Business Showcase. Through our sponsorship opportunities, your brand will be promoted to a corporate audience, as well as sent to our 17,000 contacts (businesses from all sectors and sizes and key influencers) via a series of dedicated e-zines. There will be PR and media coverage via media, social media, the NI Chamber website and email. The events will also be featured in Ambition Magazine (NI Chamber’s business magazine with a distribution 5,000 printed copies) and the wider business press.

The potential sponsorship opportunities currently available to the end of 2018 are detailed below:

1. Learn Grow Excel Conference Supporting Sponsor £6,000 + VAT 2. NI Chamber Annual Lunch Supporting Sponsor £5,000 + VAT 3. NI Chamber Annual Lunch Drinks Reception Sponsor £1,500 + VAT 4. Networking Conference & Business Showcase Headline Sponsor £10,000 + VAT 5. Networking Conference & Business Showcase Supporting Sponsor £5,000 + VAT 6. NI Chamber President’s Banquet Supporting Sponsor £6,000 + VAT 7. NI Chamber President’s Banquet Drinks Reception Sponsor £4,000 + VAT

ABOUT NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY NI Chamber is an award winning, quality assured, customer focused membership organisation with over 230 years commitment to the Northern Ireland economy. It is a well-known network for business with a membership of 1,200 companies representing over 100,000 employees. It includes corporates, SMEs and micro-businesses with membership coming across every sector from manufacturing to agri-foods, services to retail and the professions.

The role of NI Chamber is to enable members to grow their businesses locally and internationally and drive the development of the economy. NI Chamber is committed to building a private sector global network that is cohesive and works alongside Government to grow export. As an accredited member of British Chambers of Commerce, member of the British Irish Chamber, International Chambers of Commerce and World Chambers Federation, NI Chamber is linked to the world wide Chamber network.

As a key player in the Northern Ireland business support continuum, NI Chamber also has a portfolio of services to help members enhance their brand, build networks, learn from others, grow their business and export their products and services. With a high media profile, NI Chamber is also well connected in Government, has a wide range of key influencers as well as a strong Board and Council.

AVAILABLE SPONSORSHIP OPPORTUNITIES

OPTION 1 – LEARN GROW EXCEL CONFERENCE SUPPORTING SPONSOR This proposal outlines the opportunity currently available for supporting sponsorship of the Learn Grow Excel export themed Conference, taking place in Belfast in April 2018. The Learn Grow Excel Conference is a collaborative conference to encourage export growth in Northern Ireland.

This conference is an unmissable event for businesses who aspire to grow and trade internationally. The practical half-day of seminars and workshops will give tangible advice to exporters, as well as connect businesses with representatives from the worldwide Chambers of Commerce.

Aimed at businesses of all sizes and sectors, with learning streams for both new and more established exporters, the day will have a strong practical focus. Delegates can look forward to a wide choice of informative workshops, lively panel discussions with businesses from both the goods and services sectors and inspiring talks from pioneering exporters. There will also be plenty of time for networking with fellow exporters and international Chambers of Commerce representing a wide range of overseas markets.

Background The Department for the Economy’s Export Matters strategy has outlined targets to increase the value of export sales by 33% of the 2014 baseline and the number of companies with sales outside Northern Ireland by 19%, equating to 14,000 exporting businesses by 2020. Achievement of these targets is linked to the ‘Escalator’ model of support which maps interventions to the experience level of business.

In response to Export Matters, and to contribute to the achievement of the ambitious targets, NI Chamber has developed Learn Grow Excel, a dynamic and powerful new suite of initiatives to support companies at every stage in the escalator continuum. We are doing this in partnership with select organisations that share our ambition to support the development of the Northern Ireland economy.

The portfolio of services recognises the commitment from the private sector to assist local companies to scale-up and maximise business growth and export opportunities.

Aimed at businesses of all sizes and sectors, it will provide tangible advice for exporters and growth focused businesses, as well as connecting delegates with representatives from the worldwide Chambers of Commerce and overseas market representatives.

With new challenges ahead for 2018 and beyond, NI Chamber is taking its support for business to the next level and is inviting companies to Learn Grow Excel.

Key elements of the conference include: LEARN from inspirational exporting companies and experts in the many facets of exporting, including access to finance, e- commerce, logistics and international payments. GROW your business through networking, discovering new export destinations, and by getting the practical advice that you need to succeed. EXCEL IN EXPORT by meeting trusted Chamber representatives from across the globe, who will give frank advice and explain the opportunities in their markets.

The headline sponsor for this export themed conference is Ulster Carpets.

Benefits . Prominent logo presence as a supporting sponsor in PR and on all conference communication material including: invitations, website, newsletters etc. . Prominent logo presence at the conference, attended by a strong business audience . The opportunity for one of your senior representatives to participate in a panel session at the conference, where appropriate . Media coverage guaranteed in Ambition Magazine (distribution 5,000) and company name will be included in all press releases and editorial regarding the conference pre, during and post-event . Branding on Twitter feed, webpages and through all social media activity . Potential for NI wide press coverage . Platform to build powerful networks with public and private sector leaders . Included in key photography with guest speakers

Cost The cost to come on board as a supporting sponsor at the Learn Grow Excel Conference is £6,000 + VAT

OPTION 2 – ANNUAL LUNCH SUPPORTING SPONSOR The NI Chamber Annual Lunch is a well-attended corporate lunch which always attracts a top class audience from business and Government, with 400+ attendees every year.

Previous keynote speakers have included Formula 1 racer, Eddie Irvine, former NI Goalkeeping legend, Pat Jennings OBE, Champion Jockey, AP McCoy, NI National Football Team Manager, Michael O’Neill, Manager Tyrone Senior Inter-County, Mickey Harte and Director of Rugby at Ulster Rugby, Les Kiss. The 2018 Annual Lunch will feature a keynote speaker of equal calibre.

The event is due to take place at Belfast City Hall in June 2018.

Benefits . Prominent logo presence as a supporting sponsor in PR and on all event communication material including: invitations, website, newsletters etc. . Prominent logo presence at the event, in terms of event branding, menus, included on large screens, table plans etc. as well as thanked in the President’s speech . A top class audience consisting of Northern Ireland Government officials, business leaders and decision makers . Media coverage guaranteed in Ambition Magazine (distribution 5,000) and company name will be included in all press releases and editorial regarding the conference pre, during and post-event . Branding on Twitter feed, webpages and through all social media activity . Potential for NI wide press coverage . Platform to build powerful networks with public and private sector leaders . 1 x Complimentary table at the event to seat 10 guests . 1 x Place at a VIP table . Included in key photography with other VIP guests and speakers . You and your guests invited to a VIP reception

Cost The cost to come on board as a supporting sponsor at the Annual Lunch is £5,000 + VAT

OPTION 3 – ANNUAL LUNCH DRINKS RECEPTION SPONSOR

Benefits . Prominent logo presence as a drinks reception sponsor in PR and on all event communication material including: invitations, website, newsletters etc. . Prominent logo presence in the drinks reception area . Media coverage guaranteed in Ambition magazine (distribution 5,000) and company name will be included in all press releases and editorial regarding the event pre, during and post-event . Potential for NI wide press coverage . Platform to build powerful networks with public and private sector leaders . 1 x Place at a VIP table . Included in key photography with other VIP guests and speakers

Cost The cost to come on board as a drinks reception sponsor at the Annual Lunch is £1,500 + VAT

OPTION 4 – NETWORKING CONFERENCE & BUSINESS SHOWCASE HEADLINE SPONSOR The NI Chamber Annual Networking Conference and Business Showcase is the largest conference of its kind in Northern Ireland, attracting approximately 1000 attendees from business. Over 100 companies will be participating in the business showcase, exhibiting their products and services as part of a buzzing marketplace in the spectacular, authentic surroundings of St. George’s Market, Belfast.

The conference will feature an inspirational keynote speech by a high profile business leader. The 2017 guest speaker was Gori Yahaya, Head of Training at Digital Garage from Google and the 2018 conference will feature a speaker of the same prestige and calibre. There will also be a facilitated networking and break out zone along with themed panel sessions taking place throughout the day with industry experts.

The conference is due to take place at St. George’s Market, Belfast in September 2018.

Benefits . Excellent profile and speaking opportunity for one of your senior representatives to address a significant audience of business delegates . Prominent logo presence as the Conference Headline Sponsor in all PR pre and post event (including a PR launch); and on all event communication material including dedicated e-zines, flyers, website, media etc. . The opportunity for one of your senior representatives to sit on a panel session, where relevant . Branding on Twitter feed, webpages and through all social media activity . Prominent logo presence at the conference in terms of backdrop, event branding, delegate packs, name badges, marketing material, presentation slides etc. . Senior representative participation in conference photography with keynote speaker . Complimentary exhibition stand at the conference to promote your products and services . Media coverage guaranteed in NI Chamber’s Ambition Magazine (distribution 5,000) with company name included in any editorial . Potential for NI wide press coverage. The 2017 conference received significant coverage pre and post event . Platform to build powerful networks with public and private sector leaders

Cost The cost to come on board as headline sponsor at the Networking Conference is £10,000 + VAT

OPTION 5 – NETWORKING CONFERENCE & BUSINESS SHOWCASE SUPPORTING SPONSOR

Benefits . Prominent logo presence as a conference supporting sponsor in all PR pre and post event (including a PR launch); and on all event communication material including dedicated e-zines, flyers, website, media etc. . The opportunity for one of your senior representatives to sit on a panel session, where relevant . Branding on Twitter feed, webpages and through all social media activity . Strong branding presence at the conference in terms of backdrop, event branding, marketing material, presentation slides, etc. . Senior representative participation in conference photography with keynote speaker . Complimentary exhibition stand at the conference to promote your products and services . Media coverage guaranteed in NI Chamber’s Ambition Magazine (distribution 5,000) with company name included in any editorial . Potential for NI wide press coverage . Platform to build powerful networks with public and private sector leaders

Cost

The cost to come on board as supporting sponsor at the Networking Conference is £5,000 + VAT

OPTION 6 – PRESIDENT’S BANQUET SUPPORTING SPONSOR The President’s Banquet is the pinnacle of NI Chamber’s programme of events. It is a prestigious and well attended black tie dinner, which generally attracts in excess of 750 guests from the business community and local Government. There will be a keynote speech as well as a senior Government address. Previous keynote speakers have included Alastair Campbell, Jeremy Paxman, James Nesbitt and Top Gear’s Richard Hammond. The 2018 Banquet will feature a keynote speaker of equal calibre and will take place at Belfast Waterfront in November 2018.

Guests will include key decision makers and employers of all sizes and sectors as well as high profile Government representatives. The President’s Banquet features an exclusive VIP drinks reception for invited guests of the NI Chamber and those of our sponsors and our patrons. This includes high profile government officials, leading business representatives and the key note speaker.

Benefits . Prominent logo presence as a supporting sponsor in PR and on all event communication material including: invitations, website, newsletters etc. . Prominent logo presence at the event, in terms of event branding, menus, included on large screens, table plans etc. as well as thanked in the President’s speech . A top class audience consisting of Northern Ireland Government officials, business leaders and decision makers . Media coverage guaranteed in Ambition Magazine (distribution 5,000) and company name will be included in all press releases and editorial regarding the conference pre, during and post . Branding on Twitter feed, webpages and through all social media activity . Potential for NI wide press coverage

. Platform to build powerful networks with public and private sector leaders . 1 x Complimentary table at the event to seat 10 guests . 1 x Place at a VIP table . Included in key photography with other VIP guests and speakers . You and your guests invited to a VIP reception

Cost The cost to come on board as a supporting sponsor at the President’s Banquet is £6,000 + VAT

OPTION 7 – PRESIDENT’S BANQUET DRINKS RECEPTION SPONSOR

Benefits . Logo presence as drinks reception sponsor on all event communication material including: invitations, website, newsletters etc. . Logo presence on event branding including: menus, large screens, set branding, table plans etc. as well as thanked in the President’s speech . A top class audience consisting of Northern Ireland Government officials, business leaders and decision makers . Media coverage in Ambition Magazine (distribution 5,000) and company name included in press releases and editorial regarding the conference pre, during and afterwards . Branding on Twitter feed, webpages and through all social media activity . Potential for NI wide press coverage . Platform to build powerful networks with public and private sector leaders . Complimentary seats at the event for 2 guests . Included in key photography with other VIP guests and speakers . You and your guests invited to the VIP reception

Cost The cost to come on board as a drinks reception sponsor at the President’s Banquet is £4,000 + VAT

EVENT SPONSOR FEEDBACK The feedback received from sponsors and partners has been exceptional. Please find some comments below:

“The speaker line up was excellent and it was well “Each event just gets better and more innovative and I organised with an excellent calibre crowd. for one cannot wait to see what you do next, you are all Congratulations on a truly wonderful event. The certainly playing a huge role in removing the stuffy momentum behind The Chamber is tangible and image of these business type events.” clear for all to see.”

“A huge thank you for the amazing, ground breaking “What a spectacular business event! Our brand event – totally different. Who said business was presence was fantastic and execution on the evening boring!? We were truly delighted with our on all fronts was just perfect which made the sponsorship, thanks to the entire team.” networking experience with our customers wonderful.”

“We had a great day and we all agree that it was a fantastic event. The feedback has been great, so roll on next year.”

FOR FURTHER INFORMATION, PLEASE CONTACT: Northern Ireland Chamber of Commerce and Industry Catherine Crilly, Project Manager [email protected] 028 9089 4095

APPENDIX 5ED

Digital Youth Programme This proposal is based on a series of Industry Masterclass events to support careers awareness in Post Primary schools, with a focus on Council growth sectors, namely Digital Innovation as a key growth sector. The Digital Youth Programme will be run across the Council area, to target Post Primary schools and engage up to 500 young people from Year 10-12 year groups. The students will learn more about the skills needed in the Digital Industry, drawing on local Digital Ambassadors as keynote speakers. Digital Youth Programme This proposal is based on a series of Industry Masterclass events to support careers awareness in Post Primary schools, with a focus on Council growth sectors, namely Digital Innovation as a key growth sector. The Digital Youth Programme will be run across the Council area, to target Post Primary schools and engage up to 500 young people from Year 10-12 year groups.

This new innovative programme that will not only encourage and cultivate a digital enterprise culture in the region but also enable secondary schools to develop a stronger foundation in digital skills. Digital Youth will improve students’ knowledge and understanding of digital technology and widen their career prospects beyond traditional sectors.

Students with strong interests and aptitudes in entrepreneurship will be encouraged to explore the idea of setting up a digital business of their own in the future. Teams from schools will pitch their digital project to a panel of experts at a showcase event which will also celebrate the achievements of all participants.

The students will learn more about the skills needed in the Digital Industry, drawing on local Digital Ambassadors as keynote speakers. An important aspect of the Digital Youth Programme is providing students with different pathways, allowing them to develop their interest in the digital sector. A final celebration event will then be held at the Council to celebrate the achievements of the students. The cost to deliver the Programme as outlined is £20,000 which incorporates the purchase of necessary digital equipment for the programme. Global Entrepreneurship Week Global Entrepreneurship Week will take place between 12 and 18 November 2018. Global Entrepreneurship Week (GEW) is a worldwide initiative which takes place each year and is used as a medium to enable organisations to raise the profile of entrepreneurship in their area. A GEW Masterclass will provide an energised one-day challenge which brings together students from several schools to work together. The format will set the students with a business challenge, they will work with business mentors to develop their business plan, including marketing and finances of the project, before pitching these ideas to a ‘Dragon’s Den’ style panel from the business community. Due to the large number of Primary schools, these can be run as half day sessions over 2-days The outline costs of £2,000 will allow for the project to be delivered over 2 days, engaging with 400+ Primary School students across the Council area.

APPENDIX 6ED

Report on Visit to “Belfeast” Event – Saturday 24th March 2018

Promotion of the Event:

The Belfeast event was promoted during the lead-up to the event on various websites including the Belfast City Council website, DiscoverNI, VisitBelfast, NI Good Food, Destination QC (the Cathedral Quarter’s dedicated site) as well as many of the city’s establishments’ own sites and social media channels.

Belfast City Council also produced a 19 page event programme, detailing every aspect of the event, arranged in sections from the individual traders at the Artisan Food Market to the Family Events, from the local chefs taking part in the Food Theatre at the MAC to the various foodie Workshops, Tours & Talks. Many local establishments contributed to the programme of events by providing special Festival Menus, special themed cocktails, tasting sessions etc.

Experience of the Event

On arrival at St Anne’s Cathedral, where the Artisan Food Market was located, the stalls were visible both at Buoy Park and Writers’ Square, however there could have been some signage/flags/banners to indicate what the event was. To a visitor arriving without prior knowledge of the event it would not have been obvious it was part of the Belfeast event. There was an Information Point, which was unmanned and had a supply of the event programmes and some visitor feedback forms, though this marquee was not prominent and was placed at the back of the market. An improvement to the visitor experience would be to have event branding placed at the entry points of both squares and the Information Point at the front along with the branding.

The traders were very much locally based, with Northern Irish farms selling their meat products and local suppliers of chutneys, sweet treats and breads etc. Street Food played a big part in Writer’s Square, with food producers such as Linen Hill Street Kitchen, Pheasants Hill Farm Kitchen, Street Dog’s Street Food and Hatch Coffee all serving local street food & drink.

Basic entertainment was provided with a live jazz band, and there was a large area of space between stalls with picnic tables well positioned. The organisers had drafted a security company to oversee the bar area where brewers such as Hilden and Whitewater had a pop-up bar and this was run very well and had a family-friendly atmosphere inside and outside the marquee.

Small separate or localised events were taking place all around the Cathedral Quarter in various venues, for example in the courtyard of the new Bullitt Hotel there was an event called “Bite the Bullitt” where some of the hotel’s local food & drink suppliers showcased their produce (cheese maker, Jawbox Gin, Boundary Brewing etc) and invited visitors to sample. Whitewater Brewery from held a pop-up craft beer bar inside the Northern Whig, 2Taps Spanish Tapas restaurant had a special menu and live music, as well as children’s Spanish lessons in the afternoon, and “Mike’s Fancy Cheese Company” held a craft beer & cheese tasting session in The Black Box. Some events were ticketed and some were free, details of which were in the event programme.

A common theme was the dog-friendly atmosphere in most of the areas, including some establishments which were taking part in “dog-friendly tours”. The Dirty Onion for example provided a dog menu with various food & drink options for dogs, and provided bowls etc. This attracted a lot of interest from dog owners and some of these had booked the dog-friendly tour. In the MAC, the theatre ran a whole day of live food theatre, where chefs revealed secrets behind some of their favourite dishes. These chefs were not limited to the Belfast City area, as chefs such as Steven Jeffers, Danny Millar and Jilly & Simon Dougan were taking part.

Throughout the market event there were food-themed street entertainers, dressed as chefs and playing mandolin etc, posing for photographs with children, and the food tours were led by guides dressed as chefs.

Another observation was that the ticketed events did seem very expensive, for example the dog- friendly tour was £40 for a ticket, honey tasting was £25, a “brew better coffee at home” class was £45 in Established Coffee. This may be reflective of the artisan produce involved and the costs associated with such events, but if this were to be replicated I would suggest a lower price point for ticketed events. The MAC theatre sessions were much more reasonable at £10 per session.

The Belfeast event then carried on into the evening with various restaurants and bars both in and outside of Cathedral Quarter adopting special menus for the weekend evenings.

APPENDIX 7ED

Proposed Best Practice Food & Drink events

• Portavogie Sea Food Festival

11 August 2018, 12 noon – 5pm

Situated around the harbour, the event will celebrate Portavogie’s rich fishing heritage with a programme of cookery demonstrations and fish-based activities. This is a superb family day with splendid seafood produce supplied by the local community, cookery demos, maritime themed activities, fun for the little ones and so much more.

The harbour and fishing industry will be the backdrop for the Portavogie Seafood Festival with local seafood at its heart, a fishing-themed street theatre, storytelling and competitions, plus much more.

Activities on the day include chef demonstrations, net-mending demonstration, RNLI displays, Ulster Wildlife displays, storytelling, tastings, artisan food producers, food- themed family fun.

For more information phone Ards Visitor Information Centre on 028 9128 6846, or visit www.visitardsandnorthdown.com

• Urban Orchard, Food & Cider Markets – Afternoon food market

23 September, 2018, Armagh, 12noon to 5pm

An Urban Orchard, Food and Cider Market in The Shambles Yard, Armagh is at the heart of the Festival providing gastro experiences and food adventures. The Orchard Bar offers amazing live music; take a chair in the Cocktail lounge for a deluxe food experience and explore the artisan market. There will be amazing things to do so plan to spend some time to eat and drink your fill.

• A taste of West Cork.

7 – 16 September 2018

THE FESTIVAL

A Taste of West Cork Food Festival is an annual, ten day September event that celebrates not only West Cork's unique food culture, but also the people and land that produce that food. A pure joy to the senses, the festival is a culinary adventure through the dramatic backdrop of 36 local towns, villages and 8 islands; stretching from the sandy beaches of Inchydoney, to the splintered landscape of the Beara peninsula and reaching out into the Wild Atlantic Ocean through the scattered islands off Roaring Water Bay.

While West Cork's rich bounty is available to enjoy all year round, the festival itself - created by local people - treats visitors to more than 230 events; bringing them right into the heart of what West Cork and its culture is all about, through face to face encounters with pioneering food producers and organic farmhouses, enjoying food in many different ways from foraging to market stalls and a rare opportunity to experience food, crafted by world renowned guest chefs, in unique venues from stately homes and castles to distilleries that open exclusively for the festival.

In 2017, West Cork was awarded Number 1 Foodie Destination of Ireland by the Restaurant's Association of Ireland and in 2016, A Taste of West Cork Food Festival won Chambers Ireland's Festival of the Year.

The full programme for 2018 will be available to download on this website from Wednesday 4th July. In the meantime, last year's brochure is available.

• The Big Grill, Herbert Park, Dublin.

16-19 August, 2018

Europe’s largest BBQ Festival. The Festival celebrates the art of cooking with fire & smoke bringing chefs, cooks and pitmasters from Ireland, UK and further along with over 20,000 visitors to smell, taste, discover and learn about all kinds of barbecuing, grilling, smoking, vegetables, meats, delicacies and drinks.

Over 20 restaurants join for the weekend, with the only rule being they must cook with live fire using natural charcoal and wood only; no gas or electricity. Cue competitive fire pit builds in the lead up to the festival and plenty of theatre over the weekend. This year’s fire-filled line up, curated by pitmaster & festival co-founder Andy Noonan, has a distinct international street food vibe with New York, London, Buenos Aires and Birmingham all represented.

These best practice visits will then form the basis for market research towards branding and marketing the LCCC portfolio of 2019 Food and Drink events. Furthermore, attendance will help shape ideas/ concepts for the creation of a new celebration event in the Council area at the end of summer 2019. APPENDIX 7(a)

A Taste of West Cork

7 – 16 September 2018

ESTIMATED COST

(MEMBER’S ATTENDANCE Based on one overnight – 2 days duration)

Mileage from Lisburn to Cork (516 miles return) £335.40

Accommodation for 1 night £160.00 (Estimated)

Actuals + £4 per day £ 8.00

£503.40

+ Actual Subsistence incurred

*Based on Local Government recommended worldwide subsistence rates for Ireland elsewhere. APPENDIX 7(b)ED

The Big Grill Herbert Park, Dublin

16 – 19 August 2018

ESTIMATED COST

(MEMBER’S ATTENDANCE Based on one overnight – 2 days duration)

Entry Fee £17.44 (€20.00)

Mileage from Lisburn to Dublin (195 miles return) £126.75

Accommodation at the Herbert Park Hotel £157.00 (1 night)

Residuals (ref Subsistence) Day 1 (24 hours) £ 99.00 Day 2 (over 5 hours) £ 38.50

£438.69

Based on Local Government recommended worldwide subsistence rates for Ireland - Dublin. APPENDIX 8ED

From: ALAN CLARKE [mailto:[email protected]] Sent: 15 May 2018 00:24 To: Andrew Kennedy Cc: [email protected] Subject: Northern Ireland Tourist Guide Association - Familiarisation Visit to Lisburn - 22nd September 2018

Andrew

Further to our recent conversation here is the preliminary background information about the proposed visit to Lisburn by members of the Northern Ireland Tourist Guide Association (NITGA).

What is NITGA ? Our organisation was established in 1992 to represent Northern Ireland's professional guides - all full members are Blue Badge Guides or National Guides accredited by the Institute of Tourist Guiding in London or Failte Ireland. Full members are qualified for Coach, Walking, Religious and Site-specific tours. Our members are fantastic ambassadors for Northern Ireland and are recognised experts in key subject areas. NITGA can also provide a wide range of foreign language guides and all members undertake continuous professional development (CPD) to maintain their skills and knowledge base.

Why come to Lisburn in 2018? Back in February 2017 NITGA organised a Familiarisation (FAM) Trip to Hillsborough to learn about the exciting plans presented by Historic Royal Palaces for Hillsborough Castle and Estate, and also took the opportunity to experience the Hillsborough Village Walking Tour.

Many of NITGA guides are employed as coach guides and will be escorting coach parties from cruise ships and other local, national and international tour operators to Hillsborough Castle (reopening this summer) and to the overall visitor experience including the Castle gardens from next year. The guides are therefore keen to learn what else Lisburn area has to offer in terms of tourism / visitor experiences. As guides are very busy over the main summer tourist season they tend to organise familarisation visits in the shoulder season, hence the proposed date for the visit to Lisburn in Saturday 22nd September.

Proposed Programme for Lisburn Visit 10.00am Arrive at R-Space Gallery Castle Street - Pre-view of exhibition by international artist Dutch Artist Christien Meindertsma, ahead of their opening show as part of Linen Biennale N Ireland. Overview of Linen Biennale N Ireland 2018 and International Conference (partially supported by LCCC). Tea & Coffee & Scones / Tray-bakes on arrival. 11.00am Walk from R-Space Gallery via Lisburn Cathedral to the Irish Linen Centre and LIsburn Museum Overview of museum services and introduction to Sir Richard Wallace Exhibition 12.30pm - Coach to Hilden Brewery Lunch, accompanied by talk and demonstration of Hilden Ale Brewery 2.30pm - Coach to the Ulster Aviation Society Collection at The Maze Long Kesh site. Guided tour of aviation museum collection by UAS volunteers, with time to explore the heritage aircraft and other artefacts. 4.00pm - End - Coach departs for return to Belfast.

Indicative cost for the FAM trip - assuming 25 Guides participating 1. Coach Hire - Pick-up at Queen's university Belfast - to Lisburn City Centre, Hilden Brewery, UAS and back to Belfast - say £250 2. Tea & Coffee at R-Space Gallery - 25 X £4.00 each - say £100 3. Lunch at Hilden Brewery - £10 X £25 each - say £250 4. Charitable donation to Ulster Aviation Society - 25 X £3 each = say £75 Total estimated cost for the day = Say £675

Support sought from Lisburn & Castlereagh City Council In-Kind contribution 1. Paul Allister, Senior Curator at the Irish Linen Centre and Lisburn Museum (Or one of his team) to welcome group and promote their offering. 2. Margaret and Chris at Lisburn Visitor Information Centre to co-ordinate brochure / information pack - and welcome guides at R-Space Gallery. Financial 3. A contribution towards the overall cost of the visit amounting to say £250 to cover either coach hire or lunch ?

Conclusion NITGA would welcome LCCC support for this Familiaristion Day as they believe that this activity fits within the recently launched Lisburn & Castlereagh Council Tourism Strategy. However, more importantly this group of Tourist Guides can add value by helping to promote the City of Lisburn & Castlereagh to local, national and international tour operators, thus contributing to further tourism development and economic growth of the city area. We look forward to your response in due course and will be happy to work out the practical details of any support offered, upon approval in principle by Council Committee and due process.

Regards

Alan

Alan Clarke Blue Badge Tourist Guide On behalf of NITGA

Mobile 07808718765

CC Petra Hermann NITGA FAM Trip Co-ordinator

APPENDIX 9ED

LCCC INTERNATIONAL TRADE DEVELOPMENT PROGRAMME 2018-19

Introduction As the world becomes more globalised and digital, the potential for Lisburn Castlereagh companies to reach outside Northern Ireland to new customers and profitable new markets has never been greater. This report sets out a number of proposed programmes and initiatives which will comprise the Councils international trade programme for 2018-2019. The International Trade Programme outlined will aim to bolster Lisburn Castlereagh’s export promotion efforts and support companies to develop new trade links in GB and other global markets. Companies will benefit from tailored support and advice on how to start exporting or how to increase the amount of goods and services they sell overseas, and crucially will aim to maximise opportunities arising out of Brexit.

Exporting Support The LCCC International Trade and Development Programme will enable companies to diversify their sales portfolios and to withstand changes in their domestic economies. Those businesses new to exporting as well as the more seasoned export businesses will be guided through the export process, provided with connections and potential partnerships as well as provided with relevant information and training to make exporting a successful component of their sales agenda. This bespoke support will include: • Market research • Sales prospecting in new market and identification of possible business partners • Country and sector advice and guidance • Pre export training and workshops • Organisation of trade visit and support during these overseas visits • Preparation for exhibitions and events • Signposting and links to Invest NI support

Key Geographic Locations and Planned Opportunities: Trade Visits to Great Britain (GB): The Council recently developed a highly successful dedicated Food & Drink trade programme to GB in April 2018. It is planned to build upon the success of this, and to ensure local companies benefit from the ‘bring it home’ trend which has arisen on the back of Brexit. This is where large GB firms, quite often requiring niche products and services to be developed, and who would have previously sourced suppliers from across Europe, are now focusing on identifying new suppliers based in the UK. These trade visits will offer a unique opportunity to new and existing exporters to develop their sales potential in the GB marketplace. Key to this programme will be the opportunity to new potential exporters to take the initial supportive steps in extending their networks, developing new sales leads and doing business outside of Northern Ireland. It is anticipated that where opportunities arise, these market visits will correspond with large scale trade shows such as ‘The Advanced Manufacturing Trade Show’ in the NEC in Birmingham. The indicative cost of the programme is as follows: • GB Trade Programme – £29,950 • Civic delegation (including an officer) would ideally accompany the businesses in order to meet with key industry and civic representatives and attend relevant networking events at a total cost of up to £5,000 Members should note that discussions are underway with Invest NI to work with the Council to develop a joint pilot trade initiative to GB for local companies. To this end a further report will be brought to the Committee should this project be developed, additional funding is secured or further market opportunities are identified. Atlanta Inbound Trade Visit: Following the successful Civic delegation from the Council to Atlanta and Berrien County in May 2017, a follow-up Trade Mission to Atlanta took place in October 2017. This was delivered by OCO Global with a total of 6 local companies completing the programme. See attached at APPENDIX 9(a) an initial market evaluation report with feedback from the participating companies. As a direct result of these excellent partnering links made with Berrien County, discussions are ongoing with the Council and Berrien Chamber of Commerce to develop an inbound trade mission to Lisburn Castlereagh which is expected to take place in 2019. The Council will work with Berrein Chamber of Commerce and their appointed export consultant to develop an itinerary of meetings for companies from Berrien County to ensure Lisburn and Castlereagh companies are best placed to capitalise of any new market opportunities from the visit. The estimated budget for hospitability and hosting of this visit would be up to £3,000.

China Investment & Trade Links Exploration: Building on the momentum and links with the Councils investment programme, and seeking to widen trade opportunities for local companies, research is being undertaken into the potential for developing civic and trade links with the China as follows: 1. Following on from the Councils recent investment events in London, excellent links have been developed with local Chinese consultancy firm China Connections and China Holidays, one of China largest tour operators who have expressed an interest in working with the Council to promote tourism opportunities in the LCCC area in China. A visit by China Holidays to Lisburn Castlereagh is planned for July 2018.

2. China Connections are also working with the Council to explore the potential to develop civic links with the City of Foshan in China in order to promote investment and trade opportunities. To this end Council representatives have been invited to meet with key international trade representatives from Foshan who will be in the UK later this month on the 12th June with the Foshan Council of International Trade to kick start discussions. (Members should note Item 2 in the June Report for further detail of this key meeting). In order take this multi-sectoral trade mission forward, it is envisaged that a number of meetings, events and research will initially be undertaken to ascertain demand, gauge market potential and potential partners. Estimated budget for this pre-visit research, meetings and collaboration is up to £4,000.

Central & Eastern Europe Trade Visits and NI-NL Society: The Netherlands and Central & Eastern Europe Trade Visits have remained a key part of the export support offering of the Council for over 10 years. In January 2017, a total of 5 companies participated in a trade visit to Amsterdam with 28 planned meetings taking place over the 2-day visit. The Post evaluation report indicates potential for up to £2.7million in new sales opportunities from this visit. As with a number of the trade visits to the Netherlands, the January 2017 trade visit coincided with affording business participants the opportunity to attend the 11th NI-NL Trade & Export Society Dinner in Amsterdam, where participating businesses got the opportunity to meet potential business partners and make new business contacts in the Dutch market. The Council’s Trade Mission to Poland was launched in the third quarter of 2017 and culminated in a Market Visit to Warsaw from 19th – 22nd November 2017. Delivered by Northern Ireland Trade Consultants (NITC), 5 companies (6 participants) commenced the programme. In market meetings with buyers, potential suppliers, manufacturers and intermediaries were planned in advance of the visit. All the companies who made the market visit have confirmed that they have developed clear business opportunities with Poland since returning to Northern Ireland. From initial participant feedback new trade opportunities of at least £680,000 have been identified as having the potential to be generated from the programme. A copy of the Post Market Visit Evaluation Report is attached at APPENDIX 9(b).

Northern Ireland – Netherlands Trade and Export Society (NI-NL) Founded by Lisburn & Castlereagh City Council (LCCC), Invest Northern Ireland (Invest NI) and Northern Ireland Trade Consultants (NITC) and established in 2006, the Northern Ireland - Netherlands Trade and Export Society (NI-NL) is a forum and platform for companies and professionals active in trade between Northern Ireland and the Netherlands. Over the years’ this network has supported and enabled opportunities in trade, enterprise and investment for businesses across a variety of sectors. The cost of these programmes are as follows: • Netherlands and Central & Eastern Europe Trade Programme – £29,950 for each trade programme, with a total of 6 companies per programme, with a planned 3 day market visit in January 2019. • Civic delegation (including an officer) would ideally accompany the businesses in order to meet with key industry and civic representatives and attend relevant networking events at a total cost of up to £5,000 • Up to €7,000 contribution to the NI-NL Trade Society for 2019 and an annual trade dinner held in the Netherlands, with the Chairman and Vice Chairman of the Development Committee, along with nominated Council Officers to attend.

Canada Trade Mission: In 2013, Lisburn City Council embarked on the Go Canada trade visit in partnership with Invest NI. This was jointly funded by the Council and Invest NI with a total of 6 local companies participating and a number of leads and follow-up opportunities identified at that time. Given the recent press coverage and commitment from the Canadian Prime Minister to negotiate trade relations with the UK post Brexit, a viable opportunity now exists for the Council to once again consider Canada as a possible trade destination. This proposed trade mission will act as a catalyst for collaboration and expansion of Lisburn Castlereagh local businesses into Canada. Invest NI have an office in Canada and notes its importance as a key market for Northern Ireland companies, both as a trading partner for companies selling locally produced goods and services and as a source of inward investment. Over recent years, Canada has seen key growth in sectors including aerospace, ICT, automotive, food ad life science. The cost of this programmes is as follows: • Canada Trade Programme – £29,950 for up to 6 companies • Civic delegation (including an officer) would ideally accompany the businesses in order to meet with key industry and civic representatives and attend relevant networking events at a total cost of up to £7,000 The Economic Development Unit will also explore the potential to work again with Invest NI on this international initiative. APPENDIX 9(a)

Lisburn and Castlereagh City Council

Mission to Atlanta Report

May 2018 Lisburn and Castlereagh City Council

Business proposal contents

A. Introduction ...... 2 B. Support Overview ...... 4 C. Delivery against the Terms of Reference ...... 20 D. Conclusions ...... 22 E. Appendix ...... 24

i Lisburn and Castlereagh City Council

A. Introduction

OCO were commissioned to support Lisburn and Castlereagh City Council Area for a mission to Atlanta. The overall aim of the mission was to “organise and deliver a Trade Export Programme to Atlanta for the Lisburn and Castlereagh City Council area”.

The mission was conceived following a successful inbound visit by representatives from Berrien County Chamber of Commerce & Development Authority, Georgia, USA, to Lisburn & Castlereagh (LCCC) in June 2016. Further in May 2017, LCCC participated in a Civic visit to Berrien County to further develop proposals for developing a strategic partnership between the two regions, promote both civic and economic linkages, and with the aim of facilitating a dedicated trade mission for 6 local businesses, to Berrien County and Atlanta in October 2017. Thus, the mission to Atlanta was created to:

• Assess and promote the potential and benefit of scoping out and developing a longer term strategic partnership between Lisburn & Castlereagh City Council and Berrien County with a focus on embedding civic and economic linkages between the two regions. • Development of a dedicated trade development visit to Atlanta by representatives from local companies in the Lisburn & Castlereagh City Council area, with a programme of sales prospecting and in-market company matching. 1. Terms of reference

The project had the following aims and objectives: • The contract must be operated by a lead consultant who will act as sole point of contact for Lisburn & Castlereagh City Council in this contract. Any organisation may establish a consortium to meet the requirements of the contract. • The Council wish to procure an appropriate delivery agent to support in marketing sales prospecting and matching for local businesses who participate on the trade mission. • The Atlanta Trade Export Programme will provide customised, focused and specialist sales prospecting and matching for the needs of 6 companies based within the Lisburn and Castlereagh City Council area.

2

Lisburn and Castlereagh City Council

• It will provide participants with the ability to engage with buyers, pitch their products and services effectively and grow their business through increased export sales.

Through the Programme, businesses will be supported through an information session, one-to-one preparation support, sales prospecting and the development of individual meeting itineraries.

Project Outputs

The key outputs for the Programme included: 1. Recruitment of 6 businesses participating on the trade visit. 2. To deliver a structured trade programme, facilitate and lead the trade visit. 3. To provide a minimum number of days per business for itinerary planning, as well as pre, during and post visit support. 4. Host and facilitate an information session with LCCC. 5. Research and prospect individual meeting opportunities for each participant in Atlanta – it is anticipated to deliver a minimum of 6 individual meetings per company. Tenderers should demonstrate how their approach will be structured allowing for flexibility to account for individual participant needs. 6. Develop and individual market itinerary for each participant – this will include travel times and arrangements between meetings, where applicable. 7. To liaise with key economic stakeholders to arrange 1 group networking opportunity – this should not impact on the 1-1 meeting time for each company. 8. Accompany the group on the market visit. 9. Actively signpost participating businesses to other business support organisations for further learning opportunities, for example State Agencies. 10. To provide a full evaluation report on completion of the programme, including data relative to the aims and objectives of the company and the start and evidence on whether they were achieved by the end of the programme. The evaluation will provide details of the actual outputs, outcomes and progress against targets set for the Programme. 11. To report to Council 6 months post project completion on participants’ ongoing engagement in Atlanta & Berrien County as a result of participating on the trade visit.

3

Lisburn and Castlereagh City Council

2. Pre-Mission Detail

Recruitment of the companies to attend

Recruitment of the companies to attend the mission was managed by Lisburn & Castlereagh City Council and Caroline Diamond Consulting who provided detailed profiles of each of the companies attending. These profiles can be found in the appendix section.

Information session

OCO delivered an information session that was led by its CEO Mark O’Connell. The session sought to inform mission attendees on: • Doing business in the US • Opportunities in Atlanta, Georgia • Advice and feedback on sales pitches • General information on Atlanta • General discussion points

Mark also brought his own experiences in doing business in the US and Atlanta in particular to the session. This provided a more personal experience to the client companies.

The session was well received by all attendees and provided a solid base of information for the businesses attending the mission. OCO provided feedback to each of the companies following the one-to-one session with Mark O’Connell. B. Support Overview

High Level Support Overview

OCO was tasked with setting 6 individual new business introductions for each client for the Atlanta mission. Based on the stages of each company OCO tried to ensure that the mission would provide as much of a solid base as possible, for the companies to build upon in the future.

4

Lisburn and Castlereagh City Council

OCO were also tasked with facilitating a number of multiplier meetings with key government and economic development agencies in Atlanta for the participating companies, these included meetings with Metro Atlanta Chamber of Commerce and the British American Business Council.

In addition, OCO were tasked with organizing a business networking event for participating LCCC businesses, in order for them to meet with local business networks and chamber of commerce’s in Atlanta, as well as any other key stakeholders as deemed appropriate. Representatives from Berrien County Chamber of Commerce also attended the networking event and presented to the LCCC businesses.

For many of the companies on the mission, this was a learning exercise to better understand the nature of the US market and the specific opportunities for their product or service. OCO leveraged its market expertise as well as feedback generated from outreach to provide tailored advice on go-to-market strategy for each company.

In terms of number of introductions, OCO were able to provide the following:

Number of Company Introductions BD Meetings Connected Care 12 6 Incredible

Computers 10 4 EMS 7 5 Marturion 5 5 RMS 11 6 McGreevy Cancelled Cancelled

1. Connected Care – Deepak Samson

Set up in 2016, Connected Care Solutions (CCS) specialises in developing and deploying smart hubs for healthcare to support. The company has 3 products Ethel, Paula and Sidney which cover the elderly, paediatric and stroke health subsectors respectively.

While Connected Care has 3 products, only Ethel was ready for market for the Atlanta mission. Paula and Sidney currently are currently in the prototype stage.

Stage of export ready

5

Lisburn and Castlereagh City Council

Prior to the mission, Connected Care had no firm export experience. However, its product Ethel has been trialed in Montana, USA through a family relative. There has also been academic approval from an Institute in Melbourne for the Sidney platform to promote wellbeing. Aside from this, Connected Care had little or no export experience.

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for Connected Care primarily with care companies and organisations, in order to identify potential new customers and research the US as a new export market.

Target Clients

Connected Care was keen to meet with potential organisations that would benefit from its multiple solutions Ethel, Paula and Sidney:

• Ethel: The primary target for Ethel was elderly care home or home care companies. Those that require engagement with elderly people. Connected Care wanted to also meet with Health Insurance companies. The justification was that Ethel helps reduce costs for medication and as such can be a strong benefit for Health Insurers covering the cost of medical expenses.

• Paula: The primary target for Paula was hospitals with neo-natal or pediatric care or a children’s hospital. Connected was also happy to white label Paula to charities similar to that of Tiny Life in the UK.

• Sidney: While the product was not 100% ready for market, Connected Care was keen to meet with potential clients so it can target when market ready. Sidney’s targets would primarily be stroke hospitals that would benefit from the approved games to help with rehabilitation.

Beyond product specific applications, Connected Care was also happy to meet with

• Resellers. This would be a company that specializes in healthcare technology reselling in the US. Those with strong contacts in the industry that can provide a solid representation across all three products.

• OCO agreed it would also identify cluster/sector multiplier organisations to meet with in order to help Connected Care better understand the current US industry position via experts.

6

Lisburn and Castlereagh City Council

Client Support

Connected Care wanted to introduce 3 products into the market as part of this mission. However only one product was 100% market ready at the point of the Atlanta Trade Mission.

Due to this, OCO introduced Connected Care to care homes and care service providers that would benefit from deploying its elderly care solution. Further, OCO provided an introduction to a potential end to end technological company that would help resell Connected Care’s products in the US.

Key Outputs

In total OCO introduced Connected Care to 12 companies and organisations, including 6 specific business development opportunities. These meetings produced the following outputs:

• Potential Order – 4 Seasons Home Care really liked Ethel and discussed placing an order. The current status of these has yet to be confirmed by Connected Care.

• Qualified Prospect – Connected Care had positive discussions with Kindred at Home, the biggest US provider of medical, rehab and palliative care services from the home. The contact person was to discuss the solution with the management team internally and revert to Connected Care.

• Potential Partner – The Director of Healthcare Sales at Southwestern Communications attended the meeting with CC to explore a reseller agreement.

• University tie-up – Connected Care met with Emory University School of medicine which specialises in Alzheimer’s care and serve to support families and sufferers as well as providing treatment

• Berrien County also made an introduction to the local hospital in Berrien County to assess the potential for Paula.

Key Client Feedback

Information session

7

Lisburn and Castlereagh City Council

Connected Care felt in general the information session was very helpful for general awareness of how to do business. In particular, Mark’s input on focusing on the numbers and commercials, rather than the story was useful.

One to One Meetings

Connected Care was happy with the majority of the meetings. In particular, it highlighted Kindred Home and Emory University. However Connected Care was particularly impressed with the meetings with 4 Seasons Home Care and South Western Communications. Deepak deemed these to be exactly the new business contacts the company was looking to target. Beyond these, Connected Care found the meeting with Lenbrook had less potential than the contacts detailed above.

Multiplier Meetings and Networking Event

In general, Connected Care found the multiplier meetings and networking event to be useful as insight into the market. However the company stated it had a preference to building in more one to one meetings.

General Feedback

Connected Care was generally happy with the mission. The company suggested in future missions, the targets are provided with hard copy invites for the networking event, to formalise the introduction to their target companies at the end of the meeting.

Next Steps for Connected Care

Connected Care had a positive first-time experience exporting and first time doing business in the US. One of the key drivers for this success was getting in front of the buyer and building a relationship, a key factor for success in the US.

Moving forward, Connected Care should consider the following:

• Undertaking another mission to the US to follow up with current opportunities and maintain relationships or build new contacts

• This mission should encompass Atlanta and other areas where its products would be in demand. This could be life science hubs such as Boston

• Look to establish a distributor relationship so Connected Care’s products can be purchased and serviced in-market

8

Lisburn and Castlereagh City Council

2. Embedded Monitoring Systems (EMS) – Paul McClean

EMS is an engineering business who design and manufacture a range of instruments for power utilities and critical power users. Set up in 2003 and employing 5 members of staff, its recent turnover figures were £1.55m.

State of Export Ready

EMS had worked previously with OCO to assess and target the US market for the first time. This was the first stage of exporting where the opportunity was assessed, alongside with of the identification of partners and end users in the US.

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for EMS in order to identify new distribution agreements with manufacturers.

Target Clients

The following companies were the target clients for EMS:

• ‘In-Market’ contacts that can support EMS sales to Electric Utilities.

• Electric Utilities directly to demonstrate EMS solutions

The most direct route to market for EMS is to work with Manufacturers’ Representatives for the Electrical Utilities. OCO had identified the leading Manufacturer’s Reps for the Georgia region and has reached out to ascertain their interest in speaking with EMS. With the prospective market visit, OCO planned to approach these Reps again, presenting to opportunity to meet EMS face-to-face to see a demonstration of the EMS solutions.

OCO would also develop a list of contacts in Georgia that might be able to assist in supporting EMS entry into the market. This list would include contacts that may be able to assist EMS directly, such as Engineering Services for Transmission & Distribution systems. However, the list would also include contacts that OCO can use to fact-find and gain introduction to Manufacturers Reps and the Utilities responsible for T&D.

A secondary objective was to arrange for EMS to meet directly with Utilities to demonstrate the EMS solution and cost savings. A list of Utilities would be created and potential contacts identified, to set up meetings for the EMS market visit.

9

Lisburn and Castlereagh City Council

The following summarizes electric utilities in Georgia by type:

• Investor-Owned Electric Utility: Georgia Power (Southern Company)

• Member-Owned (Electric Cooperative): Georgia has 42 electric cooperatives.

• Municipally-Owned/ Publicly-Owned Utilities: Georgia has 52 municipally- or publicly-owned electric systems in the state.

• Other: 1 Federal; 1 Municipal Marketing; 1 Political Subdivision; 1 Generation & Transmission Cooperative

• Tennessee Valley Authority in Georgia

• OCO would work with EMS to identify the right Utilities to approach, as well as appropriate contacts.

Client Support

Due to the nature of the product, there is a limited prospect pool of potential manufacturers reps.

EMS asked OCO to focus on a shortlist of companies from a previous list built by OCO, which Paul prioritised 1 to 4. A number of these companies responded that they were not interested to meet with EMS as they stock competitor products. OCO did however secure three meetings from this shortlist as well as a meeting with Irish executives in an engineering consulting firm GDS, who provided friendly local market expertise.

Key Outputs

• Distribution partnership agreement – EPE Solutions came down from Kentucky to meet with EMS following initial phone conversations. They agreed to progress signing up as a reseller for EMS.

• EPS – Although Paul had ranked these a priority 3, it transpired that they were not a good fit as they do not supply the Power Companies.

• OCO is continuing to support EMS in the US. EMS is currently considering attending a trade show in the US to build out from the securing of a manufacturing representative.

10

Lisburn and Castlereagh City Council

Key Client Feedback Information session

Paul found the session with Mark interesting, however as an experienced exporter, he felt the benefit would have been better felt by the early stage exporters of the mission group.

One to One Meetings

Paul felt some of the meetings could have been more relevant, however OCO is working with EMS pro-bono to rectify and identify further contacts in the market.

Multiplier Meetings and Networking Event

In general Paul found the multiplier meetings and networking event useful and interesting. In particular he was impressed with the work of Berrien County and their support outlined to establish a US base for EMS in Berrien County if this was an option for EMS in the future. 3. McGreevy Engineering – Aaron McGreevy

McGreevy Engineering offer a range of CNC machining capability from 3 to 5 axis with bed sizes up to 3 metres enabling them to produce quality machined parts in aluminum, stainless steel, copper, brass, Invar, titanium and mild steel.

Stage of Export Ready

McGreevy Engineering has had good success in exports prior to the Atlanta mission. In 2016, the company’s exports accounted for 42% of its revenue, which is primarily in the Scandinavian region.

In the US, McGreevy previously undertook a mission to Atlanta around 6 years ago. While they found good connections were made, no firm business was won.

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for McGreevy Engineering primarily with Aerospace companies and MRO’s for partnerships.

Target Clients

11

Lisburn and Castlereagh City Council

McGreevy Engineering (McGreevy) is keen to meet with the following types of companies:

1. Aerospace: This was primary target company and the main target for the US market for McGreevy. McGreevy wanted to ideally meet with Tier 3 aerospace suppliers. Any organization in the tier 3 space that would require CNC solution for its operations.

2. Energy/ Power: McGreevy wanted to also meet with power companies that feed into the oil and gas supply chain. An example of a strong current client is Howden. McGreevy has the ability to provide casting and machining, polishing and dying fan blades for this industry.

3. CNC Machining: McGreevy wanted to also meet with similar sized CNC manufacturers in the area to discuss a potential partnership. The ideal partner would be one that works mainly in the aerospace industry and can complement McGreevy engineering’s client base.

4. OCO would also identify cluster/sector multiplier organisations to meet with in order to help McGreevy better understand the current US industry position via experts.

Client Support

McGreevy Engineering had to pull out of the mission due to a significant order which meant their focus changed back to Europe.

Despite this, OCO provided McGreevy with a list build and qualified the market with an overview of pricing for CNC machining companies in the US. This information provided a justification for McGreevy that served to inform their future strategy for the US.

Recommendations for McGreevy

McGreevy is an experienced exporter and knows how to business internationally. There is a potential opportunity for McGreevy in the US given the strength of the aerospace sector. However, if better opportunities are found in Europe, it would be best to build on these opportunities before targeting the US.

Should the company wish to continue to assess the US, McGreevy usually attends the Farnborough Airshow and would be a good point to have initial discussions with US companies at the show to discuss the opportunity.

12

Lisburn and Castlereagh City Council

4. Incredible Computers – Aaron Kanengoni

Set up in 2015, Incredible Computers is a wholesale IT Distributor, supplying a suite of Computer Hardware, spares, peripheral and components. Incredible Computers Inc. has also recently been approved as a registered entity in the USA.

Stage of Export Ready

Due to its trading model, Incredible Computers had 100% exports sales, despite only trading for a short period of time. While Incredible Computers had success with export orders, these were through international order portals and thus, traditional export activity of building relationships and acquiring new customers was new territory for the company.

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for Incredible Computers primarily with organizations that require a large IT infrastructure.

Target Clients

Incredible Computers was keen to meet with the following types of companies:

1. Any large organization that requires a large IT infrastructure or network in order to operate. This included Governmental organizations or private companies such as retail (Home Depot), Aerospace (BAE) or soft services companies such as office based professional services.

2. Resellers: Incredible Computers wanted to meet with IT Distributors or Brokers that would sell directly into these large organisations.

3. OCO would also identify cluster/sector multiplier organisations to meet with in order to help Incredible Computers better understand the current US industry position via experts.

Client Support

Incredible Computers is an early stage company that wanted to use the mission primarily to learn more about the market opportunity for their solution as well as to meet with potential new partners.

13

Lisburn and Castlereagh City Council

The company has limited marketing material and a value proposition that needs refinement, however it does have an interesting operating model.

Incredible Computers met with 3 potential partners and a number of multipliers that all provided significant value to the company. During the review meeting, Aaron stated his satisfaction with the mission and his intention to return to Atlanta in 2018 for a period of time.

Key Outputs

In total OCO introduced Incredible Computers to 10 organisations and companies, with 4 specific business development opportunities. These meetings produced the following outputs:

• Partnerships – Aaron had very positive meetings with Integris Applied, Inteleca and Abacus solutions all of whom understood his offer and discussed collaboration in-market.

• LLC restructuring – Aaron had set up an entity in Delaware but it was not serving his needs for clients. The meeting with Frazer & Deeter was invaluable to IC as they provided clear instructions for what he was doing wrong and what considerations he needed to take on board.

• Establishing in Atlanta – Aaron benefitted from meeting with Metro Atlanta as he looks for support in setting up temporarily or permanently in Atlanta in 2018.

• As a result of the mission, IC confirmed that Atlanta was the place to further its US market ambitions.

Key Client Feedback

Information session

Aaron found the information session quite useful with Mark. In particular he liked the insight on doing business in the US vs. Europe and felt it was a good pre-mission brief.

One to One Meetings

Aaron was particularly happy with his meetings with Integris Applied, Inteleca and Abacus solutions which he felt provided potential business opportunities. He felt his other meetings provided a solid base of learning of doing business in the US.

14

Lisburn and Castlereagh City Council

Multiplier Meetings and Networking Event

Aaron found the multiplier meetings and networking event very helpful during the mission. He felt they informed him on general practice in the US. Aaron particularly highlighted that the meeting with Frazer and Deeter was interesting, as he was able to reassess his initial approach to the US.

General Feedback

Aaron was very positive about the mission to Atlanta. He felt that in general he has returned better informed on the market and has tangible business opportunities.

Next Steps for Incredible Computers

Incredible Computers had a good experience of traditional exports and noted in conversations since the mission that it has a change of focus for the US. However recently, it has independently signed an agreement with Ingram Micro for the US. Ingram Micro is one of the worlds largest distributors of technology parts. The potential value of this to Incredible Computers is unknown as it was outside of the mission.

With this change, Incredible Computers should undertake another mission to the US to build relationships and focus on traditional export activity to support its export focused sales model. 5. Retail Merchandising Solutions (RMS)(NI) Kieran Allmark

RMS was set up in 2005 in Newport, South Wales, due to identifying a gap in the market to supply experienced and trained retail workforce, through an outsourced model to retailers. The staff are employed permanently by RMS and outsourced as and when required by retailers.

They set up their Northern Ireland operations in 2012 to support growth into NI and ROI. There are currently 130 employees within the NI operations.

The entire business generated a £14.2m turnover in its last financial year, £1.75m of which was generated through its NI / ROI operations.

Stage of Export Ready

Prior to the Atlanta mission RMS had no experience in exporting. It had a desire to research the potential to replicate its business model for retail into the US.

15

Lisburn and Castlereagh City Council

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for RMS primarily with retail companies during the mission.

Target Clients

RMS was keen to meet with potential organisations that would benefit from its solution. The primary target clients were:

1. Retail companies: These include US wide retail companies headquartered in Atlanta such as Health and Beauty stores and DIY outlets such as Home Depot. This is the primary target of the mission.

2. Retail Banks: Based on the RMS new POS solution, it had an interest in engaging with retail consumer banks in the region. Primarily those that had a focus on brick and mortar footprint, rather than online banking.

3. Staffing Agencies: RMS wanted to also meet with staffing agencies to support its operations longer term in the US.

4. OCO would also identify cluster/sector multiplier organisations to meet with in order to help RMS better understand the current US industry position via experts. In particular organisations that can provide insight into apprenticeship programs in the US.

Client Support

RMS was initially seeking to meet with retailers as this is their key customer in the UK and had expressed desire that the majority of its meetings should be large players in this field.

OCO’s retail specialist Orion Kelly, from experience and initial retailer outreach, informed Kieran Allmark that the merchandising market in the US is different from the UK. Orion suggested shifting the focus to concentrate on brands and to tweak the value proposition from pure outsourced personnel to promoting the technology platform.

Due to location and client availability, Kieran had a number of phone meetings in place of face to face.

Key Outputs

16

Lisburn and Castlereagh City Council

In total, OCO introduced RMS to 11 companies and organisations, including 5 specific business development meetings. These meetings produced the following outputs:

• US Strategy – RMS now has a clear go-to-market strategy should it wish to develop the US market. The focus on technology and on logistics give RMS an accessible way into the US.

• Potential Prospects – RMS resonated with Aryzta, Pickled Pink and Oliver Bentleys. These brands offer potential business opportunities for RMS should it progress in the market.

• Strong networks – Both Teresa Finley and Julie Jones are great connections for RMS who have committed to make introductions that will further their development in the market.

• TAS – OCO committed to supporting RMS with a TAS plus additional time should it wish to do so.

Key Client Feedback

Soon after the mission Kieran Allmark left RMS. This has left a gap of reporting to gain a real understanding of his thoughts from the mission.

OCO tried to reach him, but found it unsuccessful. OCO are currently engaging with Margaret McKergan, the RMS Regional Manager for Ireland to ensure a complete transfer of knowledge where possible.

Despite the above, through our conversations during the mission, Kieran was very pleased with the consultative approach taken. He was impressed with the advice of moving from retailers to brands as targets and the differences on doing business between Europe and the US.

Next Steps for RMS

As mentioned above, shortly after the mission, Kieran Allmark of RMS left the company without providing a handover. Moving forward, if RMS would like to target the US, it should focus on changing its model to match the US market and consider a second mission. Networking and connections are vital in the retail industry, particularly in the US. However RMS may consider to refocus its export activity to a region where its model can be more easily replicated. This would require some research to understand which markets would be similar to that of the UK, and thus make entry easier.

17

Lisburn and Castlereagh City Council

6. Marturion – Andrew Barr

Set up in 2001, Marturion Electronics specialise in electronic circuit technology and embedded software. Marturion is an independent team of over 30 experienced people, comprising of engineers, quality managers, technical workshop staff, administrative officers and a marketing team.

Due to diary clashes, Marturion was unable to travel during the mission dates. OCO worked directly with Marturion’s Atlanta representative throughout the project to secure longer term leads.

Stage of Export Ready

Marturion was one of the most experienced exporters on the Atlanta mission. The company currently accounts 34% of its revenue to exports and already has a distributor in the Atlanta region. Further, Andrew Barr, Managing Director, regularly travels to Atlanta to build on Marturion’s export strategy and his experience in this market provided a useful source of information and advice for other participating companies.

Objective

The primary objective was to set up a target of up to 6 meetings across 3 days for Marturion primarily with medical device companies.

Target Clients

Marturion was keen to meet with medical device companies in the Atlanta area to support its current operations in the area. Marturion currently has a representative in the Atlanta area and wanted to support in driving development opportunities in the medical devices sector. Marturion wanted to also meet with incubator hubs and University start up organisations.

OCO would also identify cluster/sector multiplier organisations to meet with in order to help Marturion better understand the current US industry position via experts.

Key Client Feedback

OCO has engaged with Marturion’s representative in the US who has expressed that he is happy with the support provided. Ace stated that MedTech Georgia was a company that was not on his radar at all and has the potential for a significant order in terms of volume of 1.4 million units, with a potential for $42,000 order.

18

Lisburn and Castlereagh City Council

Key Outputs

OCO were able to introduce Marturion to 5 business development opportunities to their US distributor. These produced the following outputs:

• Potential order – Marturion met with NeoMed in January and had a following up meeting in March. Marturion has been asked to quote for a fairly large order of small sized, 2 million units

• Qualified Prospect – Marturion had previous connections with Sanuwave but the discussion ended. OCO connected Marturion with Sanuwave’s VP operations and R&D which allowed a new entry into the company, with discussions ongoing

• Market Understanding – Marturion was connected with NeoMed’s Head of Quality Compliance who gave a solid understanding of purchasing behaviours of US companies to Irish/ British products

• Better Network – OCO connected Marturion with the head of Metro Atlanta Chamber who is providing an introduction to Maco Pharma, a US pharma giant.

Next Steps for Marturion

Marturion has had good success in the Atlanta region and should continue its strategy of combining an in-market representative, alongside regular visits from its Managing Director. However, to grow the US market, Marturion should look to other regions where its solution can bring value. These regions could include life sciences hubs such as Boston or California. 7. Networking Event

OCO organised a networking reception at the exceptional Ritz Carlton hotel in downtown Atlanta for over 30 guests. OCO was responsible for all logistics, invitations and management of the event. Prior to the reception, OCO also organised a boardroom for the meeting with Berrien County and the LCCC delegates.

The quality of the venue was matched with the quality of guest, with over 30 people representing key networks, associations and multipliers in Atlanta. Guest organisations included DIT Atlanta, Metro Atlanta, Irish Atlanta Business network, Jones Walker, Frazier & Deeter and Georgia DED. Berrien County also attended the reception and invited 3 more attendees to the reception.

19

Lisburn and Castlereagh City Council

The objectives of a reception are to enable great networking opportunities for the delegation and to promote the brand of the delegation, in this case LCCC. Both of these objectives were successfully met with this reception. In addition, OCO organized a photographer so that the reception could be promoted both locally and nationally as an opportunity to raise the profile of LCCC as a prime location for inward investment and to showcase the participating companies

Key Output

As a result of the reception, the Economic Development Manager from LCCC was invited to attend a meeting with the British Consulate General, Jeremy Pilmore-Bedford, and the International Trade Advisor, Ian Stewart at the Consulate the next day to discuss the Councils plans for future trade missions and business linkages to Atlanta. 8. Review Meeting

Following the mission which took place in October 2017, LCCC hosted OCO Global and the participant delegate companies to a review meeting in the Civic Centre in Lisburn. This meeting was attended by all who went on the mission, except Kieran Allmark of RMS, whose colleague attended in his place.

The review meeting was an honest catch up and reviewed the mission with all parties. It was a great opportunity for the company delegates and LCCC to express what they thought worked, and where improvements could be made. The feedback from this session has been reflected throughout the Client Support section. C. Delivery against the Terms of Reference

In conclusion, this mission was a success against the project outputs as below:

1. Recruitment of 6 businesses participating on the trade visit.

Completed by Diamond Consulting.

20

Lisburn and Castlereagh City Council

2. To deliver a structured trade programme, facilitate and lead the trade visit.

Lead by Colin McCullagh, Director of OCO Global.

3. To provide a minimum number of days per business for itinerary planning, as well as pre, during and post visit support.

Each company provided a total of 30 consulting hours, as evidenced in the vouch submissions

4. Host and facilitate an information session with LCCC.

Delivered by OCO and lead by CEO Mark O’Connell

5. Research and prospect individual meeting opportunities for each participant in Atlanta – it is anticipated to deliver a minimum of 6 individual meetings per company. Tenderers should demonstrate how their approach will be structured allowing for flexibility to account for individual participant needs.

Delivered as evidenced by submissions of itineraries.

6. Develop and individual market itinerary for each participant – this will include travel times and arrangements between meetings, where applicable.

Delivered as evidenced by submissions of itineraries.

7. To liaise with key economic stakeholders to arrange 1 group networking opportunity – this should not impact on the 1-1 meeting time for each company.

Engaged with Berrien and organized a networking event with key economic and business stakeholders in Atlanta.

8. Accompany the group on the market visit.

Led by Colin McCullagh, Director of OCO Global.

9. Actively signpost participating businesses to other business support organisations for further learning opportunities, for example State Agencies.

Provided introductions to a number of multipliers, as evidenced by company itineraries.

21

Lisburn and Castlereagh City Council

10. To provide a full evaluation report on completion of the programme, including data relative to the aims and objectives of the company and the start and evidence on whether they were achieved by the end of the programme. The evaluation will provide details of the actual outputs, outcomes and progress against targets set for the programme.

Evidenced by this report.

11. To report to Council 6 months post project completion on participants’ ongoing engagement in Atlanta & Berrien County as a result of participating on the trade visit.

Engaging with companies where possible to discover how they have been progressing. Where responses have been provided, they have been fed through this report. D. Conclusions

This was a challenging project that has ultimately delivered strong results for LCCC and its participating companies. While there have been potential tangible results in terms of fixed proposals, like that seen with Marturion’s potential order of $42,000, others have registered export wins with longer term development, in the case of a distribution agreement of EMS.

It is likely that LCCC will shortly be able to announce export wins and new partnership agreements as a direct result of the missions. One company also committed to returning to Atlanta for 2-3 months in 2018 and to establishing its US entity in Atlanta. OCO is following up with each company to assess the stages of export success. All the companies came away in a much better position in respect of the US market than when they arrived.

In addition, LCCC now has an awareness and a solid network of contacts in Atlanta that it can leverage for future missions. The reception also cemented LCCC’s civic relationship with Berrien County which was another important aspect of the mission. The mission was also delivered in line with budget.

The mission can therefore be viewed as a success. The mission, however, was not without challenges and it would be remiss not to highlight these to support learning for future missions.

22

Lisburn and Castlereagh City Council

Learnings from this Mission

One of the key learnings is company selection and mission expectation. Unfortunately two of the strongest companies did not participate on the mission. Three of the remaining companies have not exported before and have limited resources to strategically pursue the US market. In some cases the value proposition and marketing collateral were also not developed enough to make a real impact on potential customers. This makes outreach particularly challenging and has an impact on what the realistic objectives for a mission should be. Instead of customer acquisition, the emphasis should be on learning and on meetings that help them better understand the market opportunity.

For OCO, one of the key learnings is to have in place a better business continuity plan in the case of staff illness and subsequent resourcing challenges. Further, the importance of a final Quality Assurance process has been recognized by OCO, which has implemented the project management software TeamUp to be used as the “one source of truth” for its missions moving forward.

Recommendations

From the learnings of this mission and based on our own experience we would make the following recommendations:

Recruitment

A more strategic approach to recruitment to focus on companies that have good experience in exporting. Those that are ready to, or are already exporting will have a much better experience as they can engage much more fruitfully with the target companies. This also provides a higher chance of success when looking for business development opportunities.

Sector Focused Missions

LCCC could consider a sector focused mission that could be tailored around a trade show in a target market. Trade shows are not only a good way to meet multiple targets, but also allow multiple types of meetings to happen simultaneously. E.g. business development, multipliers, technological discussions etc. Further, well selected trade shows allow for companies to travel outside of the event to meet with companies in the local areas, further improving the added value for companies attending missions.

Location

23

Lisburn and Castlereagh City Council

While LCCC’s previous Civic linkages with Berrien provided an obvious choice for a mission to Georgia and Atlanta, it is not necessarily the best choice for LCCC’s companies. Moving forward, focusing a mission around the strengths of the sectors in the Council area and matching them to international locations that specialize in these clusters, would potentially provide a much more successful mission as there would be obvious business synergies.

Further, targeting locations outside of the US and in the EU, would be worth considering, as UK based companies look to safeguard their customers and business interests in the EU. E. Appendix

The following profiles were provided by Diamond Consulting upon recruitment of the companies for the mission.

24

Export Diagnostic and Prospect Report

Connected Care Solutions

Export Diagnostic and Prospect Report

Contents Section 1: Company Background ...... 2 1.1 Contact Details ...... 2 1.2 General Background ...... 2 Section 2: Product Overview ...... 2 2.1 Product Overview ...... 2 Section 3: Current Customers & Markets ...... 4 3.1 Current Markets & Customers ...... 4 3.2 Suitability for Export ...... 4 Section 4: Sales and Marketing Activity ...... 5 4.1 Sales Success ...... 5 4.2 Marketing Materials...... 5 Section 5: USA Export Knowledge ...... 5 5.1 Experience of US Market ...... 5 5.2 Optimum Route to Market ...... 6 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 6 6.1 Objectives for Participation on Trade Visit ...... 6 6.2 Research requirements ...... 7 6.3 Target Market ...... 7 Section 7: Summary ...... 8

1

Export Diagnostic and Prospect Report

Section 1: Company Background

1.1 Contact Details

Deepak Samson Connected Care Solutions Unit 25 Lisburn Enterprise Organisation, Lisburn, BT28 2BP E: [email protected] T: 02892528083 M: 07841977559 W: http://www.myethel.co.uk/

1.2 General Background

Set up in 2016, Connected Care Solutions (CCS) specialises in developing and deploying smart hubs for healthcare to support care in a few areas – elderly, paediatric and stroke patients.

The owner, Deepak Samson comes from a health services manager background and understands gaps in the aftercare support for a range of patient needs.

There are currently 2 members of staff + 6 software developers (contractors)

Recent Annual Turnover accounted for £85,000

Section 2: Product Overview

2.1 Product Overview

Connected Care Solutions has 3 products (1 is live and 2 are in development)

1. #Ethel, the Elderlycare smart hub is an elderly friendly smart hub designed for those who live on their own and have never used computers, tablets, smartphones, before. Key USP’s: - • Perfect companion to aid independent living • Easy to use tablet, large buttons, no log in

2

Export Diagnostic and Prospect Report

• Video calling • Medication reminders • Check in button and call me requests • Reduces isolation • Allow for medication management, medication reminders, remote health support • Ability to add bespoke content relevant to the person and their conditions • All managed remotely by family and carers from any computer, tablet or smartphone.

They are currently working on the next two products; both will be market ready in Autumn 2017.

2. #Paula, the paediatric Smart Hub, is a web based specialist device that will be used in acute Neo-natal and paediatric units to help parents watch their baby through a secure application. PAULA will be a 10-inch tablet with built in rotating camera. Paula will help clinician and Parent communication through an easy to use and secure messaging system. Further, Staff can video call mum and dad (mum and dad can then add others such as grandparents, etc to join the video call). Paula will be ready for market by Autumn ‘17and demo versions are now available. Key USP’s: - • Video hub that can help with bonding (between parents and child in neo-natal unit) • Ease’s communication between clinicians and parents • Improves staff efficiency • Parents and ward staff can send quick messages to each other ensuring better co- ordination of care.

3. #Sidney, the Stroke Care Hub, is a specialist large touch screen device for post stroke rehabilitation. Sidney will include a range of social features designed to reduce social isolation and loneliness among stroke patients and will help them connect with wider family and friends (Features such as video calling, photo sharing, medication prompts, calendar features, exercises, etc.). #SIDNEY, will also include a range of built-in remote therapies including games for upper limb rehabilitation, virtual video based speech therapy, games for speech therapy and occupational therapy, etc. There will be a demo version of Sidney ready for Autumn ’17. Key USP’s: - • Reduced rehabilitation costs • Reduce social isolation • Upper limb physio exercises

All data is stored in an Amazon Web Services (AWS) Datacentre.

3

Export Diagnostic and Prospect Report

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

The products are currently available within NI and the UK within the Healthcare /Social Care / Elderly Care sectors.

To date 80% of sales are NI, 20% into Scotland.

Ethel has been purchased by the Belfast Trust in NI for a pilot scheme. 4 of 5 NI Health Trusts are also keen to pilot the system. There is currently a proposal outstanding at present with the Health Service for a contract worth £0.25m.

Others include Shetland Islands, UK Hospice and a pilot with the Telecare Housing Association.

Paula has been well received with NHS staff here in Northern Ireland and NHS England are keen to pilot it in the autumn of 2017 (In NI - Belfast sick children’s Hospital, Antrim Area Hospital, Daisy Hill Hospital are awaiting to trail the system at present, as well as, The Vanguard Project in the Midlands). The Charity Tiny Life have given very positive feedback on the product. This pilot evidence will be ready for Autumn ‘17

3.2 Suitability for Export

The products are suitable for deployment in export markets and product trialling to date has been very positive. There is a small trial for Ethel in Montana, USA (through a family relative based there). Feedback has been very positive, although Deepak is aware that given he is NI based, perception that it isn’t a US based product may prove a challenge.

4

Export Diagnostic and Prospect Report

Section 4: Sales and Marketing Activity

4.1 Sales Success

Whilst sales are in their infancy, feedback to date has been positive and there are a number of strong pilot opportunities in the pipeline, and an outstanding proposal for £0.25m.

4.2 Marketing Materials

Connected Care Solutions does not have an umbrella company website as such but is planning to develop product based websites around the 3 products – http://www.myethel.co.uk/ is live, the others are in development.

PDF brochures are available for Ethel and Paula.

Section 5: USA Export Knowledge

5.1 Experience of US Market

Whilst experience within the US market is limited, there is a small trial for Ethel in Montana.

In addition to that, some desk research has been carried out into the Georgia State Aging Population and list of care homes in Georgia – these will be emailed on separately. These will be useful for Ethel and Sidney products.

CCS are aware that Atlanta falls within the stroke belt of USA with a 20% higher prevalence of strokes and stroke related deaths than the national US average, and smart devices such as #SIDNEY will be invaluable for rehabilitation of stroke patients. CCS are aware that there is a Cleveland Clinic who employs an Irish based company to carry out their care calls to their patients.

CCS are also aware that the US does not have an equivalent to Paula, what is available is a small screen with a login that parents can watch their baby. The difference with Paula is the fact that it is managed by staff which should be a key selling point, aside from the much-added functionality.

For #PAULA and #SIDNEY, there appears to be no like for like competition that delivers a full solution for neo-natal units or for stroke rehabilitation respectively in the US.

US based competitors include Grand Care and Grand Pad for Ethel.

5

Export Diagnostic and Prospect Report

https://www.grandcare.com/ https://www.grandpad.net/

5.2 Optimum Route to Market

CCS are aware that there are a significant number of options and routes to market available to them based on the user base. A sample of these include

• Hospitals • Neo-natal units • Health insurance companies • Charities - Could be potential resellers • Stroke Clinics • Distributors who trade in these sectors

CCS are open to exploring all avenues and are open to white branding the product and allowing the customer to brand as their own. CCS are keen to seek input from the in-market consultants as to the best initial inroads for exploring routes to market.

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

• Understand most optimum route(s) for entry into the US market initially • Introductions to potential clients – See 6.3 • The company is willing to fund a number of units as pilots to help US stakeholders use and understand the benefits of #PAULA and #SIDNEY. • Opportunity to demonstrate products and raise profile • Ideally, identify if there are some small pilot opportunities within target groupings.

6

Export Diagnostic and Prospect Report

6.2 Research requirements

• Are there central buying groups in the US for stroke healthcare – who are the actual buyers? In the UK, these are CCG’s Clinical Commissioning Groups. • What are the connections from the stroke unit into community rehab – are these insurance companies or is the target hospital groups? • Would CCS have more success pitching as US based products – if so support to identify suitable partners. • Support to tease out route to market options – can white label or sell software as a license. • Tease out pricing models o Current pricing models as follows o £2 per day usage for end user o £50 per month for hospital

6.3 Target Market

CCS have a number of targets across each of their product areas: -

Ethel – CCS are interested to bring this product to the US, but are aware of increased competition for this type of product. Ideally keen to push Paula and Sidney as they feel there is more uniqueness with these products.

• Retirement homes • Home care agencies • Sheltered living schemes • Nursing Homes • Dementia units

Paula

• Hospitals • Neo-natal units • Health insurance companies • Neo-Natal charities

Sidney

• Acute stroke units • Private rehab clinics • Rehab units attached to hospitals • Community rehab

7

Export Diagnostic and Prospect Report

CCS are also open to exploring Healthcare IT distributors, Resellers etc.

Section 7: Summary

CCS are open to exploring both the Berrien County and Atlanta region for their visit. They have a strong set of healthcare technology products. They are aware there are multiple routes to market and are keen to seek specialist input from our in-market consultants as to optimum inroads at this early stage.

Of importance to note:

• Deepak is in contact with Lynn? From Invest NI who looks after Health and Life Sciences in Boston. Deepak also met a US based consultant called ?? at INI’s recent Expo. He is keen to extend this trip and visit Boston after Atlanta. • Ideally requires 2 hours per meeting to fully explain products – is this feasible?

Pre – Visit Support

• Review of case study materials provided by Deepak • Deepak to prepare PDF of Sidney • Website development for Paula and Sidney & possibly Connected Care Solutions • Share brief with Berrien County and In-Market Consultants for further follow up • Review of marketing materials • Prepare relevant company presentations for US based meetings • Liaise with Berrien and In-Market Consultants to seek to understand if a Connected Care Solutions website is required or are the product based websites sufficient? • Tease out pricing models

8

Export Diagnostic and Prospect Report

Embedded Monitoring Systems Ltd

Export Diagnostic and Prospect Report

Contents Section 1: Company Background ...... 2 1.1 Contact Details ...... 2 1.2 General Background ...... 2 Section 2: Product & Service Overview ...... 2 2.1 Product & Service Overview ...... 2 2.2 Key USPs ...... 3 Section 3: Current Customers & Markets ...... 3 3.1 Current Markets & Customers ...... 3 Section 4: Sales and Marketing Activity ...... 4 4.1 Sales Success ...... 4 4.2 Marketing Materials...... 4 Section 5: USA Export Knowledge ...... 4 5.1 Experience of US Market ...... 4 5.2 Optimum Route to Market ...... 4 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 5 6.1 Objectives for Participation on Trade Visit ...... 5 6.2 Research requirements ...... 5 6.3 Target Market ...... 5 Section 7: Summary ...... 5

1

Export Diagnostic and Prospect Report

Section 1: Company Background

1.1 Contact Details

Paul McClean Embedded Monitoring Systems (eMS) Suite 103, LEO Enterprise Crescent LISBURN BT28 2BP E: [email protected] T: 02892 670248 M: 07590984509 W: www.emsni.com

1.2 General Background

eMS are an engineering business who design and manufacture a range of instruments for power utilities and critical power users. Set up in 2003 and employing 5 members of staff, its recent turnover figures were £1.55m.

Section 2: Product & Service Overview

2.1 Product & Service Overview

eMS design and manufacture a range of instruments for power utilities and critical power users. These are used to monitor the electricity grid and each instrument provides a range of functions. They are used for generation, transmission, renewables (wind, solar, biomass etc.), distribution and low voltage. Each monitor gathers data, analyses it and emails formatted reports directly to users and other systems. This allows the system operators to make decisions which saves operating costs, extends plant lifetime, improves end customer’s quality of service and ensures that the network is operating within the agreed standards.

2

Export Diagnostic and Prospect Report

The instruments are based around the core product sub.net, this is a web enabled, multi-functional substation monitoring system incorporating wide ranging monitoring and recording functionality for use in the electricity supply industry and industrial plants.

The instruments range in price from £3.5k - £8k.

2.2 Key USPs

• It will significantly reduce engineering fault analysis time • Assist in network improvements • Aid fault location • Help reduce customer minutes lost (SAIDI) • Both installation costs and time are greatly reduced due to its very compact size.

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

The core markets are UK and Ireland and supply the 6 9 main power utilities in NI, Republic of Ireland, England, Scotland and Wales. Some exploratory inroads have been made into mainland Europe through distributors.

Due to the complexity of the products it is important that distributors have the ability to sell and support the product pre-and post-sale.

They supply products into a range of sectors including: -

• Generation • Renewables • Transmission • Low Voltage • Distribution • Industrial

Competitors in the transmission high voltage end include:- Ametek, Qualitrol, GE, Schneider Electric; Siemens and ABB. There is less competition in the distribution low voltage end of the market and this is where they are keen to explore new sales opportunities.

3

Export Diagnostic and Prospect Report

Section 4: Sales and Marketing Activity

4.1 Sales Success

Sales have grown through reputation and good repeat business. They are on a number of frameworks with UK and Irish power utilities which can last for a period of 3-5 years.

4.2 Marketing Materials

The website is the main marketing tool, accompanied by PDF brochures.

Section 5: USA Export Knowledge

5.1 Experience of US Market

The transmission utilities are well served with long standing suppliers. There are more distribution utilities with larger numbers of substations. This is their most successful sector in UK so will be the primary target for USA.

3 members of staff at eMS have previously worked for a similar company based in USA.

The company has already contracted OCO Global to undertake some research and fact finding into the market for them – they have recently been working with Matt Whitely in OCO and ideally would like to continue with him in this project. Matt now has a good understanding of their target market and can hit the ground running as such due to his understanding of their offering and desired profile of distributor – manufacturing rep.

5.2 Optimum Route to Market

The optimum route is via a distributor who can carry their products without any other competing products and have the ability to support in-market.

4

Export Diagnostic and Prospect Report

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

• Gauge if there is real market opportunity for eMS to supply into the US utilities sector • Understand most optimum route(s) for entry into the US market • Understand the utilities sector – key players, distributors / manufacturing reps • Introductions to potential manufacturing reps

6.2 Research requirements

• Understand the utilities sector – key players, distributors • Understand the typical commissions expected by distributors • Understand typical distributor agreements for this market

6.3 Target Market

• To meet with distributors who can offer pre-sale and post-sale support.

Section 7: Summary

Embedded Monitoring Systems have commenced some research and fact finding into the market through OCO Global already, they are keen to build on this initial work and hone in on targeting and speaking to relevant distributors / manufacturing reps, with a view to meeting those with most potential in October.

Pre – Visit Support & Actions

• Share brief with Berrien County and In-Market Consultants for further follow up • Agree specifics of support desired through OCO Global • Prepare company presentations for market visit

For note:

Paul is in the Netherlands week commencing 9th October and is unavailable that week to travel.

5

Export Diagnostic and Prospect Report

Incredible Computers Ltd

Export Diagnostic and Prospect Report

Contents Section 1: Company Background ...... 2 1.1 Contact Details ...... 2 1.2 General Background ...... 2 Section 2: Product & Service Overview ...... 2 2.1 Product & Service Overview ...... 2 2.2 Key USP’s ...... 3 Section 3: Current Customers & Markets ...... 3 3.1 Current Markets & Customers ...... 3 Section 4: Sales and Marketing Activity ...... 4 4.1 Sales Success ...... 4 4.2 Marketing Materials...... 4 Section 5: USA Export Knowledge ...... 4 5.1 Experience of US Market ...... 4 5.2 Optimum Route to Market ...... 5 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 5 6.1 Objectives for Participation on Trade Visit ...... 5 6.2 Research requirements ...... 5 6.3 Target Market ...... 5 Section 7: Summary ...... 6

1

Export Diagnostic and Prospect Report

Section 1: Company Background

1.1 Contact Details

Aaron L Kanengoni Incredible Computers 386 Upper Ballynahinch Road Lisburn BT27 6XL E: [email protected] T: 074158 18074 W: www.incrediblecomputers.co.uk

1.2 General Background

Set up in 2015, Incredible Computers is a wholesale IT Distributor, supplying a suite of Computer Hardware, spares, peripheral and components. Incredible Computers Inc. has also recently been approved as a registered entity in the USA.

There are currently 5 members of staff.

The most recent turnover figures equate to £53k (trading for 1 month only in the last financial year, 100% export sales. However, its important to note that within the last 6 months of trading they have revenues of over £500k and could have reached over £2m, but faced challenges in meeting larger orders due to limited funding initially.

Section 2: Product & Service Overview

2.1 Product & Service Overview

Incredible Computers have developed a website which offers a number of components

1. It has a computers parts database with a purchasing functionality

2. Allows data to be submitted through portals

2

Export Diagnostic and Prospect Report

Incredible Computers subscribe to a number of large purchasing portals and respond to bids through these to win business.

Examples of portals which the company have been accepted onto include Brokerbin.com, Coupa.com, Ariba.com, Vroozi.com and Perfect.com – there is a rigorous process involved to be accepted as a supplier onto these procurement portals.

They have also been approached by Kmart to provide their electronic products but it is a very rigorous process to become approved and will be one for the future.

Incredible Computers bid for work through these portals and then work with a network of distribution partners on the ground for delivery.

They have a vast number of competitors, for example there are over 3,000 competitors on Brokerbin alone, 90% of which are Canadian and US based.

2.2 Key USP’s

• High level of smart technology within database engine on webstore that enables company to see who is supplying who creating an competitive advantage. • Ability to become a supplier on a number of large procurement portals creating vast opportunities for bidding • Offers good margins to end user

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

The main customer base is public sector organisations and medium to large businesses. They sell into a range of global markets

Markets % of sales by region Europe 60 Asia 5 North America 20 Middle East & Africa 15

Examples of customers include:-

• Paypal

3

Export Diagnostic and Prospect Report

• Interpress • Ingram Micro

Section 4: Sales and Marketing Activity

4.1 Sales Success

Incredible Computers have been able to demonstrate in a short space of time their ability to operate effectively and successfully in a global marketplace and become approved suppliers on a number of high profile procurement portals.

4.2 Marketing Materials

Marketing materials are limited at present.

Aaron is currently preparing business cards, PDF brochure and an infographic.

Section 5: USA Export Knowledge

5.1 Experience of US Market

Incredible Computers have already made good inroads into the US market.

• Won tender for Orlando Airport to supply specialised keyboard stands • Supplied a range of US public bodies – Orlando Aviation Authority; Nassau and Pittsburg Councils • Currently have been approved by 15 states in the USA for procurement.

Whilst detailed research has not been carried out into the full market potential in the US, they currently sell via USA based market places where they have access to 12,000 potential clients and have successfully done business with over 100 clients. Whilst they have strong competition, Aaron feels this can be mitigated by better sourcing strategies.

4

Export Diagnostic and Prospect Report

5.2 Optimum Route to Market

As an export company with a client base in the USA it will be beneficial for Incredible Computers to understand the wholesale IT Distribution market as a whole, but equally look at meeting distribution partners in the USA as this will reduce sourcing costs.

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

• Understand most optimum route(s) for entry into the US market initially • Introductions to potential clients and distribution partners • Understand the wholesale IT Distribution market as a whole, but equally look at meeting distribution partners in the USA as this will reduce sourcing costs.

6.2 Research requirements

• Keen to understand how their smaller US based suppliers get stock – are they using the same distributors as them • How do Incredible Computers reach the end users – Government Bodies, Large Businesses • Who are the key distributors? • Understanding the process of tax certification across the various States – Incredible Computers is registered in Delaware where you do not need a tax cert. Aaron is keen to understand how to get tax certs for other states which is required for buying goods in other States. • What are the main procurement platforms in the US? • Where do they access relevant tenders state wide rather than country wide?

6.3 Target Market

Incredible Computers are keen to meet with IT Distributors / Brokers. They must hold stock or have access to stock within one working day. They must also have countrywide access.

5

Export Diagnostic and Prospect Report

It would be also useful to meet with a selection of end users, whilst most rely on procurement portals, they can invite you on these platforms f they are keen to use your service. For example if Incredible Computers met Atlanta Council and are keen to use our service, they can invite them onto their preferred procurement portal.

Aaron to review Ariba and analyse end users and suggest some end users for the in-market consultants to target

Aaron to send names of specific IT distributors he is keen to meet in US – this will be a mix of large and some small as long as they have been approved by the manufacturers

Section 7: Summary

Incredible Computers have successfully made some inroads into the US market in a short space of time. They are keen to build upon this initial success and really seek to understand the broader market opportunities. They are conscious of their size and capacity to fund certain bids; therefore, it is critical that they meet distributors of the right size and fit to support their growth plans into the US market.

Pre – Visit Support & Actions

• Review of marketing materials - PDF brochure and an infographic • Aaron to review Ariba and analyse end users and suggest some end users for the in-market consultants to target • Aaron to send names of specific IT distributors he is keen to meet in US – this will be a mix of large and some small as long as they have been approved by the manufacturers. • Share brief with Berrien County and In-Market Consultants for further follow up • Prepare relevant company presentations for US based meetings

6

Export Diagnostic and Prospect Report

Marturion Electronics Ltd

Export Diagnostic and Prospect Report

Contents Preamble – Project Background ...... 2 Section 1: Company Background ...... 3 1.1 Contact Details ...... 3 1.2 General Background ...... 3 Section 2: Product & Service Overview ...... 4 2.1 Product & Service Overview ...... 4 2.2 Key USP’s ...... 5 Section 3: Current Customers & Markets ...... 5 3.1 Current Markets & Customers ...... 5 Section 4: Sales and Marketing Activity ...... 5 4.1 Sales Success ...... 5 4.2 Marketing Materials...... 5 Section 5: USA Export Knowledge ...... 6 5.1 Experience of US Market ...... 6 5.2 Optimum Route to Market ...... 6 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 7 6.1 Objectives for Participation on Trade Visit ...... 7 6.2 Research requirements ...... 7 6.3 Target Market ...... 7 Section 7: Summary ...... 8

1

Export Diagnostic and Prospect Report

Preamble – Project Background

Following a successful inbound visit by representatives from Berrien County Chamber of Commerce & Development Authority, Georgia, USA, to Lisburn & Castlereagh in June 2016, discussions have been ongoing between the Economic Development Unit within LCCC and the Berrien County Chamber of Commerce in relation to:

• The potential and benefit of scoping out and developing a longer term strategic partnership between Lisburn & Castlereagh City Council and Berrien County with a focus on embedding civic and economic linkages between the two regions. • Development of a dedicated trade development visit to Atlanta by representatives from local companies in the Lisburn & Castlereagh City Council area, with a programme of sales prospecting and in-market company matching.

The Council participated on a Civic visit to Berrien County in May 2017 to further develop proposals for developing a strategic partnership between the two regions, promote both civic and economic linkages, and with the aim of facilitating a dedicated trade mission for 6 local businesses, to Berrien County and Atlanta in October 2017.

Support is on offer to participating businesses from 2 organisations: -

1) Berrien County Chamber of Commerce & Development Authority, Georgia, USA

Contact is Crissy Staley Executive Director 229-686-5123 (office) 229-686-4735 (cell) [email protected]

Chrissy will receive each company report and assess if there is a potential fit with any companies within Berrien County, as well as, sharing with her counterparts in bordering counties. Depending on each project brief, she can provide some support and direction on route to market, overview of potential opportunities with her region. She will then make introductions with the aim of commencing engagement between both parties. She is actively providing this service on behalf of a number of LCCC businesses at present.

2) OCO Global – appointed in-market consultants to support lead generation within the Atlanta region. Their role is to work with each business to provide a number of consultancy days per business to research and prospect new leads and set up a meeting itinerary for the market visit. (This approach will be tweaked for Marturion given they will already have meetings set up for this visit.)

2

Export Diagnostic and Prospect Report

They have also been tasked to facilitate and host a networking event during the visit on one of the evenings. Key Contacts will be forwarded after initial project set up meeting on Friday 21 July.

Section 1: Company Background

1.1 Contact Details

Dr. Andrew Barr Marturion Electronics Ltd Knockmore Hill Business Park 9 Ferguson Drive Lisburn, BT28 2EX T: 028 9266 8882 M: 07711 043283 E: [email protected] W: http://www.marturion.co.uk/

For travel arrangements please liaise directly with Jill Tennyson in Marturion, [email protected]

US Based Office & Contact Please Insert US company contact details and details for Ace Edwards

1.2 General Background

Set up in 2001, Marturion Electronics specialise in electronic circuit technology and embedded software. Marturion is an independent team of over 30 experienced people, comprising of engineers, quality managers, technical workshop staff, administrative officers and a marketing team. They have been certified as compliant with ISO9001 and ISO13485 since 2003.

Marturion offers excellence in design of the latest electronic circuit technology and associated embedded software – this is also now supplemented with extensive workshop services for prototyping and testing together with a small MDD compliant production facility within which they can manufacture small batches of product for clients.

Turnover within the last financial year was £860k, 34% of which was generated from export markets.

3

Export Diagnostic and Prospect Report

Section 2: Product & Service Overview

2.1 Product & Service Overview

Marturion provide advanced electronic design services, they manage projects for a wide range of clients, small, medium and large. They work with clients to achieve the market launch of new products. These activities can include idea generation, refining its specification, designing to that specification, verifying the design by building a working prototype, qualifying the product for regulatory approval and finally transitioning the product into mass production in the client’s factory or in a contract manufacturer appointed by the client.

They offer the following services: -

Design Capabilities

Whilst Marturion Electronics primary design capabilities is electronic circuitry and software for medical devices, these capabilities are transferable across many sectors, examples including consumer products and telecoms. Their main strength is their ability to transfer knowledge from one field of experience to another.

Product Prototyping

To support the verification of their design output, they have created extensive in-house workshop capability, producing working prototypes within hours, providing vital feedback to the design process. Marturion can also supply initial production of most products for clients to accelerate their route to market and revenue.

Manufacturing Consultancy

They work extensively with a number of vendors and manufacturers in China and Korea and can offer introductions for high volume cost effective manufacture. Marturion can manage part or all of the overseas vendor relationship.

Regulatory Approvals Management

Marturion have supported many clients through the process of obtaining regulatory approval for their products. This includes on-site product support at external laboratory test facilities as well as provision of regulatory approved documentation.

4

Export Diagnostic and Prospect Report

2.2 Key USP’s

• Highly innovative business • Experience and skilled workforce • Proven track record of bringing products to market • Ability to offer their services across all sizes of business • Seen as a valuable and integral part of the manufacturing team

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

Sales are currently generated across GB, NI & US, accounting for 24%; 42% and 34% respectively.

They have a strong reputation within the medical device sector but can and do offer their services to all sectors requiring electronic product design input.

Examples of customers include: -

• Smith & Nephew • Vitalograph • Ambicare • The Gro Company • Dimplex • Randox

Section 4: Sales and Marketing Activity

4.1 Sales Success

Sales have grown through reputation and good repeat business. Whilst marketing tools are important, their main sales success has been through face to face meetings and demonstration of key services.

4.2 Marketing Materials

The website is the main marketing tool – the business ethos is to meet face to face to sell their services and offering.

5

Export Diagnostic and Prospect Report

Section 5: USA Export Knowledge

5.1 Experience of US Market

Marturion have been active in the US market for the last 18 months and feedback has been extremely positive to date, US sales now account for 34% of turnover.

The business is fully incorporated in the US and they have one member of staff on the ground – Ace Edwards. Ace Edwards has extensive experience within the engineering sector. Ace is fulfilling a sales role in terms of raising Marturion’s profile, making contact with potential customers and organising meetings for Andy to attend alongside him. Andy is in market approximately 6-7 times annually. Ace then acts as the local contact beyond initial meetings and is progressing leads in between visits. This process is working well at the moment.

They have 5-6 active customers at present (2 of which are Rainin & Ulthera) and 10 projects in the pipeline. The biggest opportunity at present is with the Coulter Group, they have advised Marturion that there is not a similar supplier in the US offering their services – Marturion are now their partner for any product development projects and there are 3 projects on-going with them at present. Other leads include Plasma Surgical.

Their geographic spread at present is around Tennessee, Alabama, Tampa, Atlanta.

Given the diversity of the business offering, a simple analysis of the market and competition is difficult – US customers have confirmed there is no comparable organisation - however they are aware that many companies will carry out this design functionality in-house.

5.2 Optimum Route to Market

Marturion are aware that they have only touched a very small percentage of the market at this stage and are keen to continue growth in this market in a structured and manageable format.

6

Export Diagnostic and Prospect Report

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

Due to the level of activity already taking place within the US and the number of existing and potential projects in the pipeline, Andy will be using the October visit to follow up on existing contacts. However, he is keen to utilise the services of Berrien County (if appropriate) and OCO Global to further enhance the lead generation carried out by Ace Edwards. He is keen for OCO Global to liaise directly with Ace in times of providing further matching opportunities – Ace can then follow up on these leads, with the view of Andy visiting these contacts on his next visit.

6.2 Research requirements

• Andy and Ace to tease out specifics of what they would like OCO Global to focus on, either in terms of research, lead generation, geographic specifics, sectors etc. • Whilst Marturion are strong within the medical device market, their services are transferrable across many sectors and would be keen to explore these opportunities

6.3 Target Market

• To be finalised by Andy and Ace

7

Export Diagnostic and Prospect Report

Section 7: Summary

Marturion have made some very strong and impressive inroads into the US market in the last 18 months. Their services have been well received. Andy is aware that there are many more opportunities, and is keen to avail of the support through this project to further enhance his knowledge of the market and identify further new opportunities.

Pre – Visit Support & Actions

• Share brief with Berrien County and In-Market Consultants for further follow up • Agree specifics of support desired through OCO Global

For note:

Andy normally travels to the US on the Delta flight out of Dublin at 11am Sunday, arriving in Atlanta Monday afternoon. Returns Friday evening.

Andy to email desired dates for October travel.

8

Export Diagnostic and Prospect Report

McGreevy Engineering

Export Diagnostic and Prospect Report

Contents Section 1: Company Background ...... 2 1.1 Contact Details ...... 2 1.2 General Background ...... 2 Section 2: Product & Service Overview ...... 2 2.1 Product & Service Overview ...... 2 2.2 Key USP’s ...... 3 Section 3: Current Customers & Markets ...... 3 3.1 Current Markets & Customers ...... 3 Section 4: Sales and Marketing Activity ...... 4 4.1 Sales Success ...... 4 4.2 Marketing Materials...... 4 4.3 Competition ...... 4 Section 5: USA Export Knowledge ...... 4 5.1 Experience of US Market ...... 4 5.2 Optimum Route to Market ...... 4 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 5 6.1 Objectives for Participation on Trade Visit ...... 5 6.2 Research requirements ...... 5 6.3 Target Market ...... 5 Section 7: Summary ...... 5

1

Export Diagnostic and Prospect Report

Section 1: Company Background

1.1 Contact Details

Aaron McGreevy McGreevy Engineering Maryland Industrial Estate Road BT236BL T: 02890448755 M: 07740 510910 E: [email protected] W: www.mcgreevyengineering.co.uk

1.2 General Background

Set up in 1980, McGreevy Engineering offer a range of CNC machining capability.

The business today employs 12 staff and year end turnover in 2016 was £752k, 42% of which was export.

Section 2: Product & Service Overview

2.1 Product & Service Overview

They offer a range of CNC machining capability from 3 to 5 axis with bed sizes up to 3 metres enabling them to produce quality machined parts in aluminium, stainless steel, copper, brass, Invar, titanium and mild steel.

They can offer clients the full spectrum of precision CNC machining, including turning, milling, assembly and light fabrication.

2

Export Diagnostic and Prospect Report

2.2 Key USP’s

• Ability to produce larger components – up to 3 metres in milling • Investment in axis 5 machinery • AS9001 certified – aircraft specification standard • SC21 programme – Bronze award certified

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

McGreevy service a number of key sectors: -

• Aerospace accounts for 25% of sales – supplying aircraft seat parts, bushes and pins. • Power Generation – 42% of sales- all of which is export to Denmark and Sweden • Pharmaceutical, Oil & Gas, Automotive, Agriculture – collectively 33% of sales

Examples of aerospace customers include: -

• BE Aerospace now Rockwell Collins • Thales Air Defence • Thompsons • Bombardier

McGreevy Engineering are Tier 3 / 4 supplying into the aerospace sector.

Other customers include Howden Power

3

Export Diagnostic and Prospect Report

Section 4: Sales and Marketing Activity

4.1 Sales Success

McGreevy Engineering has a strong and repeat customer base, work is won largely through opportunities to quote – price and delivery times are key factors.

McGreevy Engineering are also active in attending trade shows and, aerospace shows – those attended within the last 18 months include: - Farnborough; Toulouse; Hamburg; Munich; Paris Air Show and Dublin.

4.2 Marketing Materials

The website is the main marketing tool, supported by hard copy brochures and a company presentation.

4.3 Competition

Their main competition locally is Marlborough Engineering – they are active in the USA supplying into the aerospace sector. http://www.marlborough-eng.com/

There are many other smaller CNC operations but Marlborough would be their main competitor.

Section 5: USA Export Knowledge

5.1 Experience of US Market

McGreevy Engineering have no experience of the US market to date and are keen to use this programme to explore and research the viability of them being able to do business in the US. Their main interest is within the aerospace sector but are open to exploring other avenues if these were presented.

5.2 Optimum Route to Market

McGreevy Engineering are keen to explore the potential of accessing the aerospace supply chain through tier 2-3 suppliers

4

Export Diagnostic and Prospect Report

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

• Gauge if there is real market opportunity for McGreevy to supply into the US – aerospace and other sector opportunities • Understand most optimum route(s) for entry into the US market • Understand the aerospace sector – key players, supply chain set up • Introductions to potential aerospace supply chain companies

6.2 Research requirements

• Understand the aerospace sector – key players, supply chain • Understand the hourly rates of local competitors – McGreevy charge £50 per hour / £70 per hr for Axis 5. • Is SC21 a recognised aerospace standard in the US?

6.3 Target Market

McGreevy Engineering are keen to meet supply chain companies within the aerospace sector.

They are also keen to see if there is an opportunity to meet with Baker Hughes within the oil and gas sector. McGreevy supplied drilling parts in the past for them via Pressco in Dublin.

Section 7: Summary Whilst the US market is an unknown to McGreevy Engineering, they have demonstrated capacity to export in Europe and have strong credentials within the aerospace sector. Whilst this is the sector of most interest to explore, they are open to advice from the in-market consultants and Berrien County as to other potential opportunities.

Pre – Visit Support & Actions

• Share brief with Berrien County and In-Market Consultants for further follow up • Prepare relevant company presentations for US based meetings • For Note – Aaron attending Munich Aerospace Show with INI 23-27 October so can’t travel on these dates.

5

Export Diagnostic and Prospect Report

RMS – The Retail People

Export Diagnostic and Prospect Report

Contents Section 1: Company Background ...... 2 1.1 Contact Details ...... 2 1.2 General Background ...... 2 Section 2: Service Overview ...... 3 2.1 Service Overview ...... 3 2.2 USP’s ...... 3 Section 3: Current Customers & Markets ...... 4 3.1 Current Markets & Customers ...... 4 3.2 Suitability for Export ...... 4 Section 4: Sales and Marketing Activity ...... 5 4.1 Sales Success ...... 5 4.2 Marketing Materials...... 5 Section 5: USA Export Knowledge ...... 5 5.1 Experience of US Market ...... 5 5.2 Optimum Route to Market ...... 5 Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit ...... 6 6.1 Objectives for Participation on Trade Visit ...... 6 6.2 Research requirements ...... 6 6.3 Target Market ...... 6 Section 7: Summary ...... 7

1

Export Diagnostic and Prospect Report

Section 1: Company Background

1.1 Contact Details

Kieran Allmark – Business Development Manager RMS – The Retail People Colvin House, Inspire Business Park, Carrowreagh Road, Belfast, BT16 1QT E: [email protected] T: 02895217721 M: 07702796405 W: www.rms.uk.com

1.2 General Background

RMS was set up in 2005 in Newport, South Wales, due to identifying a gap in the market to supply experienced and trained retail workforce, through an outsourced model to retailers. The staff are employed permanently by RMS and outsourced as and when required by retailers.

They set up their Northern Ireland operations in 2012 to support growth into NI and ROI. There are currently 130 employees within the NI operations.

The entire business generated a £14.2m turnover in its last financial year, £1.75m of which was generated through its NI / ROI operations.

The NI operations has developed through a 2.5 year relationship with Inspire Business Centre, whereby they have developed employment and training Academy models to support specific retailer needs. These courses run for 4 weeks and staff are trained in merchandising, logistics and warehousing with certified qualifications. RMS then employ at the end of the course and outsource to their customer base, offering demand led employment opportunities. This has been supported through the Department of the Communities, supporting the long term unemployed into employment.

2

Export Diagnostic and Prospect Report

Section 2: Service Overview

2.1 Service Overview

RMS is a leading retail support supplier throughout the UK and Ireland. Supplying outsourced retail staffing solutions throughout the sector to shops, warehouses and distribution operations.

Services include:

• Merchandising – 80% of operations • Installation support • POS Installation • Range Reviews • Project Management • Supply chain and distribution support • End-to-end support solutions • New store openings • Store conversion & revamp

2.2 USP’s

The RMS model offers a range of benefits to its customers

• Retail specialists • Low risk staffing model • Offering highly skilled and trained workforce with specific retail skills • Large workforce, creating capacity to supply • Ability to react quickly and respond to client needs • Consultancy support for end to end solutions • Offer an ethical and fully transparent recruitment offering • Support a demand led model placing jobs across the full supply chain • Team led support

3

Export Diagnostic and Prospect Report

Section 3: Current Customers & Markets

3.1 Current Markets & Customers

88% of business is within the mainland UK, 8% in NI, 4% in ROI. RMS can support large and smaller retailers alike, although large retailers are the mainstay of the business. Key clients include: -

• Wallgreens Boots Alliance • Tesco • Asda • B&Q - NI • Sainsburys • Argos • COOP • Woodies DIY - ROI • Lloyds Pharmacy • Nisa

Examples of projects, include a refit of B&Q stores in NI; Boots – fit out of 600 UK stores. Further case studies to be supplied by Kieran.

3.2 Suitability for Export

RMS believe that their service offering and existing client base can be replicated into other export markets, and can leverage upon large scale projects with Asda and Boots to generate interest within the US market. They have proven they can move “off island” from the UK to offer their services into NI and ROI.

4

Export Diagnostic and Prospect Report

Section 4: Sales and Marketing Activity

4.1 Sales Success

RMS have a good retention rate with key clients. They tender for Tesco work on an annual basis. There is a consultancy aspect to this work, service level agreements are set in place and timeframes for delivery.

They are one of four key merchandising players within the UK, other providers include: - OSC and Momentum.

4.2 Marketing Materials

RMS have a standard company presentation and A5 brochures presenting their service offering. The website is also present www.rms.uk.com this is currently being revamped.

Section 5: USA Export Knowledge

5.1 Experience of US Market

RMS have not carried out any detailed research into the US market to date, but do feel the US is slightly behind the UK in terms of retail shift, for example discount stores such as Lidl are only moving into the US now. RMS believe this may create an opportunity for them to explore the shift in retail development and share their experiences within the UK market.

Kieran is also a past employee of RGIS (http://www.rgis.com/) who are active in the USA market and therefore believe that the USA is open to exploring the outsourcing retail employee model.

5.2 Optimum Route to Market

With a significant amount of retail development throughout the US, RMS would be well positioned to support with a unique proposition currently servicing some of the largest retailers in Europe.

At this point, prior to any detailed fact finding, RMS are keen to replicate a growth model similar to that undertaken within NI. At present, they have grown an employment base in NI from zero in 2012 to over 130 currently. They have done this through providing a unique proposition with LEA Inspire

5

Export Diagnostic and Prospect Report

Business Centre (IBC) appointed as a strategic training partner for our business. They would anticipate replicating this model in the US, initially within a finite geographic area to prove concept of services and follow a similar expansion model to our NI development. They would also look to continue their strategic training partnership with IBC within the US. This would also give them an opportunity to support employment and up-skilling within the local area, with a majority of the current workforce having come from unemployment.

RMS would commit to employing a locally based manager based in the US to roll out any initiatives.

Section 6: Prospecting Brief for Berrien & Atlanta Trade Visit

6.1 Objectives for Participation on Trade Visit

• Understand most optimum route(s) for entry into the US market initially for merchandising services. • Introductions to potential clients – large retailers • Opportunity to demonstrate services and raise profile • Opportunity to further understand legislation and employment laws within the area. • Ideally, identify if there is a small pilot opportunity with a retailer on one site

6.2 Research requirements

• Understand presence of local competition • Understand size of retail base – what are the key prominent stores • Glean information of employment legislation – this will be useful to have in advance of meetings to be fully briefed. • Understand if there are any Government support mechanisms to support labour employment

6.3 Target Market

RMS are keen to target the larger players within the retail sector with multiple locations, examples of these will include: -

• Home Depot • Walmart / Asda

6

Export Diagnostic and Prospect Report

• Boots Alliance • Walgreens

Key contacts within these organisations: -

• Procurement • Store Development Teams • Properties Department

Section 7: Summary

RMS are open to exploring both the Berrien County and Atlanta region for their visit. They have a strong track record with impressive multiple retailers. They are keen to explore the opportunity for bringing their NI partnership and expertise into the US market and are keen to understand how this model might work within the US. (See separate case study for more detail.)

Ideally, they would be keen to offer a small pilot scheme with a retailer within one of their stores to demonstrate capacity and expertise.

Pre – Visit Support

• Kieran to prepare some case study materials • Share brief with Berrien County and In-Market Consultants for further follow up • Review of marketing materials • Prepare relevant company presentations for US based meetings

7

APPENDIX 9(b)

Poland Outlook Programme 2017

Post Market Visit Feedback Report

Prepared by:

Northern Ireland Trade Consultants Beethovenstraat 176 1077JX Amsterdam The Netherlands

Pole Position Program Report page 1 Pole Position Programme Post Visit Report

Northern Ireland Trade Consultants (NITC) launched the programme in the 3rd quarter of 2017.

The following 5 companies (6 participants) were recruited for the programme.

Ashvale Landscapes Edward Herron / William Herron Fix a Gym Richard Wallace * Micon Conor Farnan Mushroom Machine Alan Edwards Smiley Monroe Morgan Walker

Research was carried out for each individual company, the results of which were shared with the companies at the pre-market visit training session.

On Wednesday before the mission, the participants received their itineraries and were waved off by Alderman Allan Ewart (MBE).

Pole Position Program Report page 2 Lisburn and Castlereagh City Council’s Pole Position programme culminated in the Market Visit to the Warsaw from 19th – 22nd November 2017, led by Patricia Mallon.

*Missing from the photo in Warsaw is Richard Wallace of Fix A Gym who was unable to make the market visit in November due to a pending operation.

A post visit report was posted in the news section of NITC’s website. http://nitc.eu/wp/?page_id=166

The Ulster Star published the Council’s press release. https://www.lisburntoday.co.uk/news/business/local-firms-put-themselves-in-pole-position-to-secure- new-business-1-8281397

Pole Position Program Report page 3 Summary of 2017 Programme ‘Pole Position’ feedback

Objectives for each company are provided below together with project summaries based on completed evaluation forms from each of the companies. Where applicable companies have also indicated the level of expected new business which can be generated.

In total, 14 meetings were planned by NITC in advance of the visit, with all meetings taking place. Companies averaged 2.8 meetings over the 2-day visit period and on average scored the meetings 8.6 out of 10 in terms of suitability.

Meetings were held throughout the Poland with OEM’s, buyers, potential suppliers, intermediaries and partners.

All the companies who made the market visit have developed clear business opportunities with the Poland since returning to Northern Ireland.

100% of companies were satisfied that their individual objectives have been met by the programme and are grateful to Lisburn & Castlereagh City Council for the opportunity to participate.

100% of companies felt that the programme offered value for money and delivered beyond their expectations.

From participant feedback new trade opportunities of at least £680,000 (up to several millions – see page 14*) can be generated from the programme.

Within 3 months of the programme Smiley Monroe were visited at their Lisburn facility by a key new Polish prospect who placed an initial order for £ 12,000. Smiley Monroe expect this company will become an important new client in the months and years to come.

The participants who returned an evaluation provided a quotation as a reference on the Poland Trade Development programme which can be used for future recruitment.

“Smiley Monroe’s experience of Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme was positive as it gave us a good idea of the Polish market opportunity and it was very helpful to be supported by the local consultants especially the brief before starting meetings.”

“Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme was very informative and interesting for Ashvale Landscapes. We would recommend the trip to any other business owner.”

“Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme quickly found Micon new partners in an unfamiliar market that could have taken years to build without them”.

“Lisburn & Castlereagh City Council’s Trade Development Programme to Poland was a great insight into the realisation that businesses are all essentially the same, no matter where you are, so if you have a successful product or service at home, then do not be afraid to try exporting this abroad. The Mushroom Machine Co. found the programme was extremely helpful and would recommend it to anyone seeking to export.”

Pole Position Program Report page 4 Company Micon Distribution Ltd. Name Conor Farnan Address 1a Hallstown Road, Ballinderry Upper, Lisburn, BT28 2NE W www.micon-dist.com E [email protected] T +44 28 9262 0880 M +44 7467 942890

Short Profile Micon Distribution Ltd is a leading trade-only distributor of fireplaces, stoves, fires and related accessories throughout the UK and Ireland.

Micon provide a platform through which over 30 leading manufacturers distribute their products.

• Electric Fires • Fireplaces • Flue Pipes • Stoves • Spares and accessories

Brands include Arada, ACR, Thorma, Dimplex, Verine, Kholangaz, GMS Surrounds, V-TEC, Evonic and more.

With three sales representatives on the road covering the UK & Ireland and a dedicated customer service and telesales team, Micon offers a high level of service and after sales support.

Objectives • To research Polish manufacturers of gas fires and multi fuel (steel) stoves.

• To provide a shortlist of manufacturers with name, short profile, website and location.

• Multi fuel stoves can be standard products as well as a Micon design (to be provided).

• Arrange a meeting at the AKOS www.akosfire.com factory close to Warsaw.

• To contact companies by phone, following up by forwarding Polish language profile.

• To arrange appointments with interested parties during market visit – w/c 20th Nov 2017.

Pole Position Program Report page 5 Meeting Overview

Individual Meeting 1 Company Name: Unico Polskie Kominki Host Name Waldemar Wuczynski Function Owner Suitability of company prior to meeting (please colour with 1 2 3 4 5 6 7 8 9 10 10 denoting highest score) Comments on Host well informed and had a translator ready for our meeting. Products company and supplied by this company are ahead of the standards here in Ireland. I meeting expect that the market here will develop in this direction when Ecodesign standards are applied to market leading products here. This company would be a good choice for a new range of Ecodesign boiler stoves. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Have exchanged email with host with regards to function, specification and prices. Estimated level of I expect to do business with this company in the next 2 years of between potential business £40-50,000 per year. Depending on the changes that happen in the Irish which could be market place in the coming years we could possibly reach a turnover of developed £300,000 per year.

Individual Meeting 2 Company Name: Kratki Host Name Patryk Menert Function Export Sales Manager Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Very professional organisation with well recognised brand name in the company and European wood burning stove market. Extensive range of products meeting relevant to my market and my needs. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Currently exchanging emails relating to prices of goods I am interested in buying. Estimated level of Depending on prices and exclusivity I expect we could possibly build a potential business turnover of £250,000 per year with Kratki. which could be developed

Pole Position Program Report page 6 Individual Meeting 3 Company Name: Hitze Host Name Dawid Woronowicz Function Sales Manager Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Good company with owner, sales manager and technical engineer company and present. All spoke good English. They have no products that I would like meeting to buy right now. They do not have production capacity available right now to produce a product specifically for Micon. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed No action planned for near future. May buy some of the standard models they produce at a later date. Estimated level of Possible £40,000 per year potential business which could be developed

Individual Meeting 4 Company Name: Akos Host Name Albert Sasson Function Owner Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on This company supplies a good product but it comes at a high price. The company and price is too high for a product and brand name that is not already meeting established in the European market. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed No action planned for near future. May buy some of the standard models they produce at a later date. Estimated level of Don’t plan to do business with this company unless they reduce their potential business prices. which could be developed

Pole Position Program Report page 7 Action Plan

Key Market Findings identified during Market Visit 1. Few multifuel stoves produced in Poland

2. Excellent standard of wood burning stoves produced here

3. Castings and moulds are expensive compared to Chinese factories

Key opportunities identified during Market Visit 1. Steel wood burning stoves 2. Clean burning boiler stoves 3. Biofuel fireplaces

Priority of Companies Met during Market Visit / Potential Partnerships 1. Kratki

2. Unico

3. Hitze

Strategy for the Poland ? Exclusive Partnership, Multiple Partnerships ? Depending on prices I hope to arrange an exclusivity agreement with Kratki. They already supply to some retail showrooms in Ireland so I expect they will need to visit our site before agreeing to supply Micon exclusively in Ireland. We are confident Kratki will be see Micon as being a good choice of distributor for the island of Ireland.

Need to take time to speak to customers about changes in boiler stove legislation before committing to Unico.

Short-Term Actions & Communication Required. Assuming prices are acceptable – order sample stoves, install in our showroom and test – create customer price list - invite key customers to see samples operating – offer discounts to encourage showroom displays.

Interest in Hosting a Visit for Polish partner to Northern Ireland? Who and when? Hope to have Kratki visit here in Spring 2018 so that we are ready to stock their products before our winter season.

Additional Assistance Required? None

Pole Position Program Report page 8 General Programme Comments

Please comment on the following general aspects of the visit to Poland :

Meetings - type, number, quality and relevance Happy with choice of meetings, distance between meetings and optimizing my time in Poland.

NITC training, matchmaking, support Process was carried out smoothly from start to finish. Information presented quickly and all relevant. I look forward to having an opportunity to make use of the service for other European countries.

Hotel, travel arrangements, length of visit One hotel was not as I would have preferred but it’s location was perfect and I spent no time researching the hotels available in the area so I have no complaints.

The 3 most positive aspects / results of the week for you 1. We have begun the process of looking for a European partner that can take over some of the production that we are having delays with from our Chinese partners.

2. We have found an excellent company and brand that would fit in well with our product range.

3. Confident we have a better understanding of the likely direction of our industry in the coming years.

Value of potential new business arising from the visit (in GBP or Euro) £500,000 per year potential.

Does the programme (GBP 600 incl. flight, airport transfer, accommodation, training, and consultancy) represent good value for money? Yes.

Please provide a comment / quote of your experience of the programme, which may be used for future programme recruitment: “Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme quickly found us new partners in an unfamiliar market that could have taken years to build without them”.

Pole Position Program Report page 9 Company Business Software & Systems

T/ A Mushroom Machine Co Name Alan Edwards Address 12A Altona Road East, Balris Industrial Estate Lisburn BT27 5QB W www.mushroommachine.co.uk E [email protected] / [email protected] T +44 28 9263 9594 M +44 7785 960172

Short Profile Mushroom Machine is an innovative, reliable and effective tool designed to reduce labour costs in the picking of Mushrooms.

It speeds up picking by more than 100%.

The machine cuts and distributes the mushrooms in punnets, normally 330 grammes however alterations can be made for different sizes.

The Mushroom Machine is designed to fit in with existing infrastructure. It is light, mobile and can run under its own power for 10+ hours. The Machine is operated by one person.

The mushroom picker speeds up the process by 200%, increasing productivity by increasing pickings per hour per man.

The final prototype of the Mushroom Machine is currently being built and a patent has been applied for.

Objectives

• Research companies in the target market based on criteria specified:

• To get a feel for the market potential for mushroom picking machinery in Poland.

• To identify companies involved in growing mushrooms in Poland.

• To identify agents / distributors selling related mushroom machinery and equipment in Poland.

• To contact companies by phone, following up by forwarding Polish language profile with client company marketing materials/ brochure

• To arrange appointments with interested parties during market visit – w/c 20th Nov 2017.

Pole Position Program Report page 10 Meeting Overview

Individual Meeting 1 Company Name: Agro Projects Host Name Michal Ressel Function See if we could develop a distributor relationship Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Company was involved in building mushroom farms and we have a company and possibility in working with them to develop either their lifts for our meeting machines and or they are able to manufacture lifts specifically for our machines. Not sure how far we want to go in this area but it was a valuable meeting to see what could happen and what options were available. If we know the options we can arrive at better decisions and results. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Will follow up but action depends on the more suitable clients we met Estimated level of Not sure, depends on the other clients. potential business which could be developed

Individual Meeting 2 Company Name: Hajduk Host Name Wojciech Hajduk Function Show and sell machines Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Excellent candidate in every way. Was on the phone prior to leaving company and Poland asking what he has to do to get the machines over, how much meeting would it take, when could we do it, does he need to buy a machine, etc. Potential for big business. He gave us every available assistance and showed us around farm. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Need to ask a few queries, email him today and get an agreement on a machine or machine to get over there and produce an action plan for going forward. Estimated level of Could be 300+ machines plus he works with numerous other smaller potential business farms so there is possibility of £millions of exports. which could be developed

Pole Position Program Report page 11 Individual Meeting 3 Company Name: Okechamp SA Host Name Roman Frak Function Sell Machines Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Very professional company and very big. Was extended every courtesy company and and listened very attentively to all I had to say and had very extensive meeting discussions were had. Meeting was much longer than expected and took me to see their plant. Have asked for a proposal to be put together for end of week and they will put it to the board on Monday. Money was discussed and they had no problem with anything we discussed. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Do proposal, amend proposal if required and sell machines. Estimated level of Could be 300+ machines plus. potential business which could be developed

Individual Meeting 4 Company Name: Bat Forum Host Name Tadeusz Trejnowski Function See if we could develop a distributor relationship Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Good meeting and very keen to get involved. Unfortunately, he didn’t company and speak English and I didn’t speak Polish. Not sure if what I was answering meeting was directly related to question as Answer was short and Questions were very long in Polish, but not in English. Wanted Sole Distributorship for product and don’t feel that would be in our best interest at this time especially with the language difficulties. Will investigate further but the problem was the quality of the previous meetings left Bat Forum at a serious disadvantage. Has many contacts but could be a referral partner. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Will forward some information and was wanting a non-disclosure. Estimated level of At this point I don’t think we could really do business but could be potential business beneficial as a referral partner and get some commissions. which could be developed

Pole Position Program Report page 12 Action Plan

Key Market Findings identified during Market Visit 1. Certainly, big business potential and have a need for our product 2. Very professional companies 3. Loads of travel involved but don’t need to see to many clients to have a significant market share

Key opportunities identified during Market Visit 1. We can get direct to the big companies and if that works out we will easily get to the rest 2. Our machine doesn’t need to be as sophisticated for part of this market 3. The market here likes our approach and have same problems as everywhere else 4. We have no competition yet

Priority of Companies Met during Market Visit / Potential Partnerships 1. Reduce wages 2. They want something that works easily 3. They like the idea of total control of data and production figures 4. Cost is not a big importance in discussions at least 5. They like the idea of “partnerships”

Strategy for Poland? Exclusive Partnership, Multiple Partnerships? (e.g. Exclusive Partnership, Multiple Partnerships, Direct Selling, Direct Sourcing?) We believe at this stage we will sell direct as some of the companies require 300+ machines and it would be easier to get feedback direct and initially we would have to do the work anyway.

Short-Term Actions & Communication Required. Do proposals Get machines sold and on-site Make some changes for specific requirements

Date for next visit to Poland? Month / Year Dec 2017 / Jan 2018

Interest in Hosting a Visit for Polish partner to Northern Ireland? Who and when? The 2 big customers we met said they would be happy to come to Ireland to see machines in action but they seem to have decided to maybe move on instead of waiting. We will do whatever needs to be done

Additional Assistance Required? We may require more help but we will ascertain that in next few weeks

Additional Assistance Required? I would be interested in any assistance offered.

Pole Position Program Report page 13 General Programme Comments

Please comment on the following general aspects of the visit to Poland:

Meetings - type, number, quality and relevance Meeting arranged were excellent and matched the brief.

NITC training, matchmaking, support We thought the help and support was excellent.

Hotel, travel arrangements, length of visit Everything was well done but in hindsight I should have moved nearer to my first visits on Sunday as travelling was extensive.

The 3 most positive aspects / results of the week for you 1. Potential customers 2. Confirmed that there was a growing need for our product 3. That big companies were impressed with what we have done

Value of potential new business arising from the visit (in GBP or Euro) Not sure but it could be anything from £100K+ to several millions in £s* - see summary

Does the programme (GBP 600 incl. flight, airport transfer, accommodation, training, and consultancy) represent good value for money? For £600 we feel it was it was definitely value for us.

Please provide a comment / quote of your experience of the programme, which may be used for future programme recruitment:

“Lisburn & Castlereagh City Council’s Trade Development Programme to Poland was a great insight into the realisation that businesses are all essentially the same, no matter where you are, so if you have a successful product or service at home, then do not be afraid to try exporting this abroad. We found the programme was extremely helpful and would recommend it to anyone seeking to export.”

Pole Position Program Report page 14 Company Ashvale Landscapes Name Edward Herron / William Herron Address 11 Old Ballynahinch Road, Bailliesmills, Lisburn, BT27 5PE T +44 2892 638099 M +44 7889 352808 W www.ashvalelandscapes.co.uk E [email protected]

Short Profile Ashvale Landscapes has flourished to become one of Ireland’s leading landscaping companies and a member of the Association of Landscape Contractors of Ireland.

Ashvale offers a wide-range of hard and soft landscaping services to local authority and other public and private sector clients, including:

• grounds maintenance • hard landscaping • specialist weed control • design and planting of new sites • refurbishment of existing grounds • landscape construction services • winter maintenance • tree services

Also operate a farm based shop.

Objectives • Research companies in the target market based on criteria specified:

• To identify companies involved in supplying kiln dried logs (Beech, ash, oak or other hard woods.)

• To contact and arrange meeting with company based in Elblag supplying logs.

• To make enquiries regarding delivery by lorry or container.

• To source other relevant wooden products for a landscaping or trading business.

• To contact companies by phone, following up by forwarding Polish language profile with client company marketing materials/ brochure

• To arrange appointments with interested parties during market visit – w/c 20th Nov 2017.

Pole Position Program Report page 15 Meeting Overview

Individual Meeting 1 Company Name: Kamil Morawski Host Name Kamil Morawski Function Suitability of company prior to meeting (please colour with 1 2 3 4 5 6 7 8 9 10 10 denoting highest score) Comments on Firewood and Logs. Small supplier company and No kiln dried logs meeting Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed None. Estimated level of Potential if kiln dried wood was available. potential business which could be developed

Individual Meeting 2 Company Name: Drew-Kom Sklad Host Name Mr. Wojciech chrostek Function Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Log Supplier. Large supplier but no kiln dried logs. company and meeting Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed None. Estimated level of If had kiln would consider. potential business which could be developed

Pole Position Program Report page 16 Individual Meeting 3 Company Name: TARTAK Host Name Mr. Wladyslaw Drzymalski Function Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on To view log factory. company and 1hr meeting went very well. May well do business with this company. meeting Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed May do business in the new year. Estimated level of potential business which could be developed

Pole Position Program Report page 17 Action Plan

Priority of Companies Met during Market Visit / Potential Partnerships

1. Tartak sigma

Strategy for Poland ? Exclusive Partnership, Multiple Partnerships? Direct Sourcing

Short-Term Actions & Communication Required. Translator required.

Date for next visit to Poland? N/A.

Interest in Hosting a Visit for partner to Northern Ireland? Who and when? N/A.

Additional Assistance Required? N/A.

General Programme Comments

Please comment on the following general aspects of the visit to Poland:

Meetings - type, number, quality and relevance All helpful meetings.

NITC training, matchmaking, support Excellent.

Hotel, travel arrangements, length of visit Very good.

The 3 most positive aspects / results of the week for you 1. Importance of meeting client 2. Seeing the raw product 3. Logistical information

Value of potential new business arising from the visit (in GBP or Euro) £80,000.

Does the programme (GBP 600 incl. flight, airport transfer, accommodation, training, and consultancy) represent good value for money? Very good value for money.

Please provide a comment / quote of your experience of the programme, which may be used for future programme recruitment:

“Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme was very informative and interesting for Ashvale Landscapes. We would recommend the trip to any other business owner.”

Pole Position Program Report page 18 Company Smiley Monroe Name Anna Gamper / Chris Monroe / Morgan Walker Address Ferguson Drive, Knockmore Hill Industrial Park T +44 28 92 673 777 M +43 664 5281491 (+44 7879 604825) W www.smileymonroe.com E [email protected] , [email protected]

Short Profile Manufacturer of high quality wear resistant rubber products for conveyors and screens in the bulk handling industries.

Leading global producer of Endless Conveyor Belts and Custom Rubber Parts for the materials processing equipment manufacturing sectors - crushing, screening, recycling, washing, environmental, bulk material handling and road construction

Objectives • To identify market potential for selling high quality endless Conveyor Belts to OEMs in Poland.

• Research companies in the target market based on criteria specified: Material handling manufacturers, OEMs who use rubber conveyors e.g. (mobile) screeners, crushers, recycling machines, shredding machines, biomass etc).

• To contact companies by phone, following up by forwarding Polish language profile with client company marketing materials/ brochure

• To include visit to Pronan in Narew with whom Smiley Monroe have contact.

• To arrange appointments with interested parties during market visit – w/c 20th Nov 2017.

• NB Originally Anna Gamper was due to participate but had to pull out due to an ankle injury so Chris Monroe attended the training sessions and Morgan Walker participated in the market visit.

Pole Position Program Report page 19 Meeting Overview Individual Meeting 1 Company Name: Makrusz S.A. Host Name Mr Jozef Dorawa Function Sales of Smiley Monroe Products Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Meeting was good Mr Dorawa took me for a tour of the production facility. company and Unfortunately, there was no leads as Mr Dorawa believed I was there to meeting buy his products and also had the option of becoming partners / buying the business in the near future. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Email Mr Dorawa after I had a meeting with directors and let him know if there was any potential business. Estimated level of Very low. potential business which could be developed

Individual Meeting 2 Company Name: Makrum Project Management Host Name Mr Jan Borodo, Mr Dariusz Modrzynski, Mr Tomasz Rachuba Function Sales of Smiley Monroe Products Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Good company with owner, sales manager and technical engineer company and present. All spoke good English. They have no products that I would like meeting to buy right now. They do not have production capacity available right now to produce a product specifically for Micon. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Follow up with standard pricing for the products the company is most likely interested in. Estimated level of Unsure as orders will be based per each project. potential business which could be developed

Pole Position Program Report page 20 Individual Meeting 3 Company Name: Krozmet Host Name Dawid Dabrowski Function Sales of Smiley Monroe Products Suitability of company prior to meeting (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Comments on Itinerary stated customer supplies 80% of Terex spares but when talking company and to Dawid he stated that they buy 80% of their products from ‘T-Rex’ (not meeting Terex !).

Meeting with Dawid went very well and he knew a lot about Smiley Monroe and received good feedback from my presentation. Dawid then explained the background of his company and took me for a tour of the production facility. We discussed all products of interest which we will provide prices for. Suitability of company following visit (please colour with 10 1 2 3 4 5 6 7 8 9 10 denoting highest score) Action points agreed Pricelist for all products of interest. Exclusivity agreement for North East area of Poland (Dawid to provide boundaries). Estimated level of Dawid gave some estimated figures of material usage and is to follow up potential business with more accurate figures. which could be developed Dawid has visited Lisburn and placed an initial order for £12,000 of products. Smiley expect Krozmet to become a recurring customer.

Pole Position Program Report page 21 Action Plan

Key Market Findings identified during Market Visit 1. 3 main suppliers of conveyor products and vulcanizing in Poland 2. 2 OEM companies highlighted (1 we are currently involved with)

Key opportunities identified during Market Visit 1. Potential business with Krozmet and Makrum 2. Krozmet will provide contacts from 2 other major companies.

Priority of Companies Met during Market Visit / Potential Partnerships 1. Krozmet 2. Makrum Project Management

Strategy for Poland? Exclusive Partnership, Multiple Partnerships? Multiple Partnerships.

Short-Term Actions & Communication Required. Provide pricelists for potential customers and wait for feedback.

Date for next visit to Poland? Smiley Monroe have indicated an interest in participating in Invest NI’s Trade Mission to Poland anc Czech Republic in June 2018.

Interest in Hosting a Visit for Polish partner to Northern Ireland? Who and when? Dawid from Krozmet travels to Galway, Ireland 2/3 times a year and we can organize a site visit when Dawid is in the country. Inward visit took place in Q1 2018.

Additional Assistance Required? No.

Pole Position Program Report page 22 General Programme Comments

Please comment on the following general aspects of the visit to Poland:

Meetings - type, number, quality and relevance Two meetings with very positive feedback which we are working on with both customers.

NITC training, matchmaking, support The first meeting was the only concern I had because the host believed I was there to buy his product. Both other meeting where well organized with both hosts clear on what our aim was in Poland.

Hotel, travel arrangements, length of visit Accommodation was very good with meeting times well arranged to allow for reasonable travel times. The length of the visit was good, there are more potential customers in the south and northwest but would be best to organize a visit for another trip due to the distance to travel.

The 3 most positive aspects / results of the week for you 1. Customers gave very positive feedback on the quality of the presentation 2. Clear understanding of the Polish market and where to visit if we organize another trip 3. 2 companies showed very high interest in a quality product rather than the cheapest which.

Value of potential new business arising from the visit (in GBP or Euro) Not aware of the figures as yet.

Does the programme (GBP 600 incl. flight, airport transfer, accommodation, training, and consultancy) represent good value for money? Yes, I think the package was good value for money.

Please provide a comment / quote of your experience of the programme, which may be used for future programme recruitment:

“Smiley Monroe’s experience of Lisburn & Castlereagh City Council’s Pole Position Trade Development Programme was positive as it gave us a good idea of the Polish market opportunity and it was very helpful to be supported by the local consultants especially the brief before starting meetings.”

Pole Position Program Report page 23 Company Fix a Gym Name Richard Wallace Address Office 1, 17 Altona Road, Lisburn, BT27 5QB T 800 334 5755 - Option 3 M +44 7825 991395 W http://fixagym.co.uk E [email protected]

Short Profile Fix a Gym Ltd is the largest wholesaler / distributor, retailer and service agent of fitness equipment, boxing equipment and rubber flooring in Ireland, and one of the largest in the UK.

Fix a Gym is the sole distribution agent in Ireland for the following global brands: • Landice – American • Iron Gym – American • York – Canadian • Water Rower – American • BBE – British • Inspire Fitness – American • Champions Ladder

Fix a Gym is the sole distribution agent in the UK and Ireland for the following european brands: • Care Fitness – French • Flow Fitness – Dutch • Granuflex – Dutch

Fix a Gym is the sole distribution agent in Slovakia & Hungary for the following brands: • Landice – American – hand made in USA • Care Fitness – French • Flow Fitness – Dutch (not Hungary) • Granuflex – Dutch • York Barbell - Canadian

Objectives • To identify market potential for fitness equipment and rubber gym flooring in Poland.

• Research companies in the target market based on criteria specified:

• Gym Equipment retailers (higher priority), wholesalers and service companies. • E-shops are of interest as well, but they should have own showroom. • Specialist flooring contactors and flooring wholesalers

• To contact companies by phone, following up by forwarding Polish language profile with client company marketing materials/ brochure.

• To arrange introductions with interested parties for a market visit to take place at a later date.

Pole Position Program Report page 24 Project Overview

Based on the project brief prepared for Fix a Gym, the NITC consultant in Poland conducted market research into companies involved in distribution of professional gym / fitness equipment and flooring with focus on product lines complementing the Landice and Granuflex brands.

The primary sources of information included our proprietary company databases, major internet portals, sector-specific associations, sector-specific trade fairs and the consultant’s own market knowledge.

26 companies were contacted by phone and the consultant spoke to the relevant person – e.g. general manager, purchasing manager, MD etc. were open to receiving more information about Fix a Gym.

Positive responses

Four (4) companies indicated an interest in meeting/partnership opportunity with Fix a Gym. The companies are listed in alphabetical order.

• Del Sport Sp. z o.o.

• Eurosport Fitness

• Soltex

• Technomex Sp. z o.o.

Detailed company profiles of all prospective partners interested in meeting in November are provided below and to Fix a Gym who were unable to attend during the market visit dates.

Pole Position Program Report page 25 COMPANY PROFILES

Del Sport Sp. z o.o.

ul. Warszawska 33 05-082 Blizne Łaszczynskiego (near Warsaw) COMPANY Tel. +48 22 350 94 20 22

www.delsport.pl

Ms. Anna Obrebowska Owner, Deputy CEO CONTACT PERSON Email: [email protected]

Del Sport is a distributor of professional strength training equipment and cardio and fitness equipment for sports and rehabilitation clubs.

The company is an exclusive representative of the following brands: PAVIGYM, TRUE FITNESS, BH FITNESS, TKO, VISION and HORIZON FITNESS. PROFILE Del Sport’s clientele includes investors, instructors, doctors, hotel owners, architects and also individual clients.

Their most important clients are Legia Warszawa football club, Medical Centre Enel-Med and a chain of fitness clubs by the name of Holmes Place.

Year of establishment 2004

Ownership structure Limited liability company – Ms. Anna Obrebowska (98%)

Number of employees 10

Turnover 2015: EUR 1.9 million 2014: EUR 2.0 million 2013: EUR 2.0 million

Mrs. Obrebowska is interested in meeting with a Fix-a-Gym’s representative. Treadmills would be the main point of interest. She has NITC Comment asked if Fix-a-Gym keeps stock in continental Europe and what are the prices of such equipment.

th The meeting was initially confirmed for November 20 .

S

Pole Position Program Report page 26

Eurosport Fitness

ul. Poludniowa 12 78-600 Walcz COMPANY Tel. +48 692 698 386

www.eurosport-fitness.pl

Mr. Pawel Szczepaniak Owner CONTACT PERSON Mobile tel. +48 692 698 386

Email: [email protected]

Eurosport Fitness is an importer and distributor of gym and fitness equipment. They deliver a wide range of equipment for professional gyms and fitness clubs, outdoor gyms and individual clients.

Their product offer includes cardio, strength and free weights equipment, fitness PROFILE accessories, CrossFit and functional training equipment. In addition, the company offers gym lockers and fitness furniture.

Cooperates with the following producers: TRUE (USA), Firstdegreefitness (Australia), Eurosport-fitness (Sweden), DKN- Technology (Belgium).

Year of establishment 2006

Ownership structure Sole proprietorship

Number of employees 6

Turnover n/a

Mr. Szczepaniak was curious about the presented offer. He may be potentially interested in concrete discussions related to both categories NITC Comment with stronger emphasis on flooring. He was willing to travel into Warsaw in order to meet with Richard from Fix a Gym.

Pole Position Program Report page 27

SOLTEX

ul. Jana Sliwki 86 44-100 Gliwice COMPANY Tel. +48 32 332 74 50

www.soltex.pl

Mr. Milosz Serafin Owner CONTACT PERSON Mobile tel. +48 514 415 242

Email: [email protected]

Soltex is an importer and distributor of professional fitness equipment. The company also designs and manufactures saunas.

Soltex also offers services, such as diagnostics of fitness equipment, exchange of PROFILE drive belts, equipment repair and maintenance, warranty and post warranty services.

Cooperates with Precor, Technogym and LifeFitness. Since 2015 Soltex is an exclusive representative of the FF brand in Poland.

Year of establishment 2002

Ownership structure Sole proprietorship

Number of employees n/a

Turnover n/a

Mr. Serafin was mostly interested in equipment especially in used and refurbished machines - in his opinion, this category would be the most NITC Comment interesting for potential cooperation. He mentioned that competition in fitness flooring is fierce, especially from local suppliers. Quite promising contact.

Pole Position Program Report page 28

Technomex Sp. z o.o.

ul. Szparagowa 15 44-141 Gliwice COMPANY Tel. +48 32 231 6660

www.technomex.pl

Mr. Janusz Franczyk CEO, Owner CONTACT PERSON Mobile tel. +48 694 48 31 15

Email:[email protected]

Other contact persons Ms. Aleksandra Kazubowska

Technomex is a manufacturer and key Polish distributor of rehabilitation and fitness equipment supplying hospitals, rehabilitation centres, fitness clubs and private therapists. Produces equipment for hydrotherapy and physiotherapy. PROFILE Technomex works in accordance with ISO 9001 and ISO 13485 standrads.

In addition, the company has a service department that provides customer service around the country.

Year of establishment 1987

Ownership structure Limited liability company

Number of employees 20

Turnover 2013: EUR 6.2 million 2012: EUR 7.3 million 2011: EUR 7.2 million

Mr. Franczyk was open to having a more in-depth discussion about both equipment and flooring as there is potential room in Technomex’s portfolio NITC Comment to have alternative suppliers. He suggested to have an introductory meeting.

Pole Position Program Report page 29 Pending responses – Two (2) companies had not provided a final statement by the date of the report.

Athletic 24 / Go Fit https://athletic24.pl/

Matmarco www.matmarco.pl

Negative responses – Twenty (20) companies rejected the offer or were not found to be sufficiently relevant and qualified to present significant potential for the client.

AB Fitness www.abfitness.pl

Abisal http://abisal.pl

Atepaa www.atepaa.com.pl

Athletic Shop http://athleticshop.com.pl

BUGLO www.buglo.pl

Finner https://finnerpolska.com

Fitness 4 you www.fitness4you.pl/

Insportline https://www.e-insportline.pl

ITP http://itpsa.pl

JOHNSON HEALTH http://pl.matrixfitness.com/pl/

Lord http://lord4sport.pl

Marbo Sport http://www.marbo-sport.pl/contact-pol.html

Master Sport http://mastersport.com.pl/start/en

Perferct Fitness www.perfectfitness.pl

Presto www.sklep-presto.pl

Rekomat www.rekomat-sport.pl

Sort-Shop www.sport-shop.pl

SuperSerwis www.superserwis.org/index.html

TOP GYM www.top-gym.pl

Witmax / Fitness Shop www.fitness.shop.pl

Pole Position Program Report page 30 Relevant Trade Shows

Go Fitness Show 18-20 May 2018 http://goactiveshow.pl/

Ptak Warsaw Expo (Nadarzyn near Warsaw) Go Active Show is one of the largest fitness and strength sports exhibitions in Poland. The event promotes an active and healthy lifestyle, and its pillars are: fitness, bodybuilding, running, extreme sports and martial arts. Its last edition attracted 178 exhibitors and over 28,000 visitors.

FIWE 21-23 September 2018 http://fiwe.pl/en/

EXPO XXI WARSAW (in Warsaw) International Fitness & Wellness Fair is the most dynamically developing trade event in Central and Eastern Europe. 2017 edition: 214 exhibitors, 4 exhibition halls, over 23,000 visitors. International business platform FIWE EXPERTS, bodybuilding competitions FIWE BODYBUILDING, cross fit competition FIWE CROSS CHAMPION, International Street Workout Championships as well as conferences, discussions and trainings with the biggest sport stars from Poland and Europe.

Pole Position Program Report page 31 APPENDIX 10ED

EUROPEAN UNION: ERDF INVESTMENT FOR GROWTH AND JOBS PROGRAMME (2014-2020) – UPDATE REPORT RESOURCES FOR DELIVERY

Attached at Appendix 10(a) is a breakdown of the previous successful Council ERDF initiatives under the last round of ERDF Building Sustainable Competitiveness Programme 2007-2013. Members should note the total amount of funding secured £1,331,909 against total project spend of £1,819,479 and the key letter of offer outputs which had to be met in order to draw down this funding for local business development support (1,160 direct business interventions, with many more businesses attending local business entrepreneur networking events).

Members will recall that in order to deliver this enhanced programme of business development between 2007-2013, the Council appointed two additional Economic Development Officers on Fixed term Contracts, one to manage the Evolution II Programme, and one to manage the Generate Programme. The other initiatives outlined were delivered by the existing Economic Development Unit staff with support from the Rural Development Team.

Attached at Appendix 10(b) is an update on current and proposed ERDF applications which are in the pipeline for Lisburn & Castlereagh. Members will note that should all of the current funding applications for this round of ERDF be successful, (with total funding applied for in the region of £1,277,397, against a total budget of up to £2,093,322, and required direct business intervention for 1,377 local businesses, as well as enhanced monitoring and administrative requirements), this will equate to the need for an enhanced staff resource in the Economic Development Unit between 2019-2022 should the Council decide to continue to deliver all of the economic development projects as currently funded in the 2018-2019 Economic Development budget estimates. For example the SME Employment Growth Programme alone will work with 550 local businesses, and will require a dedicated resource to manage the project, as will the Digital Innovation platform which aims to support a total of 253 businesses.

Given this situation the following two options for delivery have been identified to help resource the new ERDF programme should all of the projects currently applied for be successful:

1. Given the EU funding expertise that has been built up across the Unit, this additional work could possibly be absorbed within the Economic Development Unit in the context of a potential restructure (subject to the emerging Departmental structure) depending upon the success of the ERDF bids submitted and the run out of the current Rural Development Programme and other associated EU funded programmes towards the end of 2018-2019.

2. The Council can reduce the number of projects currently being delivered as part of the current budget estimates. This could mean that the current Investment & Trade programme, as well as Entrepreneurship and Skills initiatives would be scaled back, or indeed suspended in order to reallocate projects across the existing Economic Development Officers in order to deliver the ERDF programme between 2018-2022.

A further report will be brought to Committee once the total number of successful new ERDF projects are known to allow Members to consider these options in full.

APPENDIX 10(a)

EU PROGRAMME FOR SUSTAINABLE COMPETITIVENESS 2007-2013

KEY PROJECT DELIVERABLES AND BUDGETS

LoO Issued by: Project Title Date of LoO Total Total Investment Total Output (Headline KPI) Assistance Invest NI Evolution II Jun-13 228,759 305,012 244 Businesses Engaged/167 Business Mentoring

Invest NI Renewable Industry Supplier Development Jun-13 173,862 231,816 Recruit 60 Businesses x2 Cohorts (Generate) Invest NI Accessing Europe Jul-13 94,356 125,808 24 Businesses Recruited x2 Cohorts/2 Market Visits Invest NI Competitive Edge 93,476 131,835 36 Companies Recruited DETI Competitive Edge 1 54,600 109200 14 Companies Recruited Invest NI Enterprise Improvement Plan II Oct-13 99,381 132,508 Deliver 26 Entrep/Female Entrep. Network Events/16 Businesses Recruited to Lisburn Future Industries/Recuit 40 Graduate Participants Invest NI International Competitiveness Programme Oct-12 139,500 186,000 36 Companies Recruited - Netherlands + Central & Eastern Europe

TOTAL Budget 883,934 1,222,179 APPENDIX 10b

TABLE WITH CURRENT STATUS OF ERDF PROJECTS AND INDICATIVE BUDGETS

PROJECT ERDF INVEST LCCC TOTAL JOBS CURRENT (60%) NI (20%) 100% TARGET STATUS (20%)

NIBSUP 243,483 81,161 81,161 405,805 525 Letter of Offer (2017-2022) issued, project started 4th Sept 2017

SME 315,468 105,156 105,156 525,780 432 Project at INI EMPLOYMENT Final Case work GROWTH stage. MENTORING Council match PROGRAMME funding secured (2018-2023) subject to appraisal June 2018. .

DIGITAL 174,369 58,123 58,123 290,616 290 Initial Project INNOVATION Scoping PROGRAMME application (2018-2022) stage with INI.

COLLABORATIVE 37,768 14,085 14,085 65,938.50 84 Scoping COUNCIL document PROCUREMENT submitted to PROGRAMME Invest NI (2018-2022) (LCCC, Mid & East Antrim, Antrim & )

HIGH GROWTH 210,000 70,000 70,000 350,000 350 Scoping START UP document PROGRAMME submitted to Invest NI

Scoping SOCIAL document ENTREPRISE 150,240 50,080 50,080 250,400 250 submitted to PROGRAMME Invest NI

Scoping COLLABORATIVE 53,269 17,756 17,756 88,783 50 document SALES submitted to INNOVATION Invest NI PROGRAMME (LCCC, Mid & East Antrim, Antrim & Newtownabbey)

PROPOSED 92,800 23,200 23,200 116,000 150 Scoping EXTENSION TO document NIBSUP submitted to (2021-2022) Invest NI

TOTAL 1,277,397 419,561 419,561 2,093,322 2,131

Members should note that:

The Project budgets outlined above which haven’t been approved are subject to change as the final programme and expenditure profiles are finalised with Invest NI. Officers are also assessing whether there are any additional potential collaborative business development initiatives which can be developed in order to apply for the remaining £143,628 of ERDF funding allocated to the Lisburn Castlereagh Council area. ED

Important Note: All the boxes in this form can be expanded and the size of the box bears no relation to the amount of information required. Sufficient information should be included in each box. If any assistance is required in filling in this form please contact Financial Services Department.

1. Introduction

Please provide a brief introduction/background to the proposed programme or project.

Under the EU Investment for Growth & Jobs Programme 2014-2020, Lisburn & Castlereagh City Council has been allocated €1,591,548 of funding (which equates to circa £1,421,025 in sterling) to match fund Local Economic Development activity delivered through local Councils in Northern Ireland up to 31st December 2022. See attached Appendix 11a which outlines the ERDF allocations for the 11 super Councils across N. Ireland.

To date the Economic Development Unit has developed or is in the process of developing a number of business development projects to maximise as much of the ERDF match funding as possible for the Lisburn & Castlereagh City Council area.

The Department for the Economy (DfE) is responsible for the funding which is administered by Invest Northern Ireland (INI). Each local Council has been given a nominal match funding allocation from ERDF which will be match funded by Councils and where relevant Invest NI (see attached Appendix 1 the breakdown of ERDF funding by individual Council area).

The 2014 – 2020 ERDF Investment for Growth and Jobs Programme for NI represents a support package of €513m. It has been put in place to address a number of key development issues in NI, with the issue most relevant for this application “To address low levels of business growth, and comparatively few high growth companies, and to increase employment levels”.

The priority 2 Axis is To Enhance the Competitiveness of SME’s. Under this axis there are 2 key objectives: -

1) Increase the number of High Growth SME’s in NI – target of 1,300 by 2023

2) Increase employment in NI micro and small businesses – target of 333-339,000 by 2023

In order to maximise the Council ERDF allocation of €1,591,548 (£1,421,025 sterling), Council match funding of up to a maximum of £473,675 (20%) against a total maximum gross spend of up to £2,368,375 for Council led ERDF applications (current and new) will be required to support projects put forward by the Economic Development Unit to Invest NI for funding under the EU Investment for Growth & Jobs Programme 2014-2020, for activity to 31st December 2022.

The Northern Ireland Business Start Up Programme (NIBSUP) has already secured Council match funding of £81,162, therefore this appraisal proforma is for the allocation of projects being delivered by LCCC under the ERDF programme with a total maximum match funding requirement of £392,513 for LCCC.

In order to maximise this funding, LCCC are developing and aim to deliver a number of strategic business development initiatives which include the projects details below: 1. Northern Ireland Business Start Programme (NIBSUP) – this programme supports new business entrepreneurs.

2. SME Employment Growth Programme – this project will offer local businesses a wide range of generic and specialist mentoring support. The project will support 550 businesses over a three and a half year period.

3. Digital Innovation Programme – this programme will assist 270 local businesses to transform their business operations through maximising the use of digital technology in their business, increasing efficiency and competitiveness.

4. Collaborative Council Procurement Programme – this collaborative programme will support 15 local companies from the Lisburn & Castlereagh City Council area per year for three and a half years to streamline their approach and develop new skills in public sector procurement, both locally, in the ROI and GB, and win new contracts.

5. Collaborative Council Sales Innovation Programme - this collaborative programme will support 20 local companies from the LCCC area per year through the implementation of an innovation audit, and development of feasibility studies or prototyping for the development of new products and services, and signposting to further support from Invest NI (eg innovation Vouchers, R&D assistance.)

6. LCCC High Growth Programme – this initiative will support 100 potential high growth start-up businesses who have completed the NIBSUP and who are able to demonstrate capacity to grow and develop their export potential.

5. New business development initiatives developed collaboratively to support innovation, high growth and export development.

The table attached at Appendix 2 sets out the current status and actual or indicative budgets for each of these ERDF business development initiatives as well as the anticipated job creation targets.

2. Strategic Context

Explain the strategic relevance of the proposed, programme or project. For example, the particular strategic aims and objectives to which it will contribute should be highlighted, and an explanation of how it is expected to contribute to them should be given

Reference should be made to relevant statutes, strategy or policy documents e.g. DRD Corporate Plan, Regional Transport Strategy, Belfast Metropolitan Transport Plan, Regional Development Strategy, DoE Corporate Plan, Health and Safety legislation, Disability Discrimination Act, The Roads (NI) Order 1980, Transport (Amendment) Act (NI) 1971, Planning (NI) Order 1991, Road Traffic (NI) Order 1981, etc.

The proposed programmes being delivered by LCCC through the ERDF Investment for Growth and Jobs Programme achieves a sound strategic fit with the relevant policies and strategies as follows:

Council/Departmental objectives/need being addressed include:

1 Maximise the economic contribution into the Council area and grow the rates base through supporting new business and new job creation.

2 Enhance Business Development and investment promotion by profiling the area as a place to set up and run a business.

3 Support local businesses to improve their capacity, skills and knowledge to grow their business.

4. Addressing Key Economic indicators in the LCCC Community Plan.

Northern Ireland has a range of developmental needs:-

1) To increase Research and Development activity and business expenditure on Research and Development

2) To address low levels of business growth, and comparatively few high growth companies, and to increase employment levels

3) To address historic failures in the provision of risk capital and an over-reliance on bank financing for Small and Medium Enterprises (SMEs)

Invest NI Business Strategy 2017 – 2021 High level goals of the new strategy include: - • Support 30-40,000 additional jobs • Increase business expenditure on R&D by £160-200m • Support customers to increase sales by £3.2-£4.2m • Focus on supporting High Potential Start Ups – these are typically pre- revenue but with the potential to scale quickly to turnover of £1m per year within 3 years.

The LCCC programmes aims to target companies who can feed into this pipeline by supporting those within a lower turnover threshold but will potential to scale. These programmes will help contribute to the achievement of Invest NI targets contained with the new strategy, such as job creation targets, to the growth of new sales & exports and promotion of innovation, as well as, leading to a better skilled work force within SME’s as a result of programme participation.

Export Matters DETI published Export Matters in March 2016 stating that promoting external sales / exports is a key priority for the Programme for Government and sets a target of increasing the value of sales outside NI by 33% by 2020. Growing external sales and exporting can help address the challenge that NI isn’t producing as much wealth per worker as other UK regions. The NI Economic Strategy export vision highlights “An economy characterized by a sustainable and growing private sector, where a greater number of companies compete in global markets and there is growing employment and prosperity for all.” The Strategy acknowledges that NI must encourage these small businesses to enter new markets regionally, nationally and internationally. This programme will encourage these companies to become more involved in high-value activities, to grow and develop capacity, to be more competitive, to employ more people and to add more value to the local economy. The Export Matters document presents two models for all support organisations to use as a tool for collaborative working:- Export Pathway and Support Escalator. LCCC propose to use these models through their own export initiatives and will support companies to develop through the Export Pathway as outlined in Action 12 under New Activities in Export Matters. Action 15 outlines developing a range of export start initiatives focusing on international and export start initiatives into ROI and GB – Again LCCC is aiming to fulfil elements of action 15 through its planned export promotion.

Department of the Economy Industrial Strategy The Department of the Economy draft consultation for an industrial strategy for NI vision is “To be a globally competitive economy that works for everyone”, it includes 5 pillars for growth:-

1. ACCELERATING INNOVATION AND RESEARCH 2. ENHANCING EDUCATION, SKILLS AND EMPLOYABILITY 3. DRIVING INCLUSIVE, SUSTAINABLE GROWTH 4. SUCCEEDING IN GLOBAL MARKETS 5. BUILDING THE BEST ECONOMIC INFRASTRUCTURE

THE NORTHERN IRELAND ECONOMY: 2017–2030 MILESTONES

By 2021 • Created 50,000 new jobs across Northern Ireland • Made Northern Ireland the No. 1 FDI destination outside London • Helped 18,000 economically inactive people get back into work

By 2025 • 380,000 qualifications at level 3 and above • Grown the value of sales outside Northern Ireland by 80% • DOUBLED the amount spent here by tourists from outside Northern Ireland

By 2030 • Grown Private Sector output by 35% creating 80,000 jobs. • Put NI in the top 3 most competitive small advanced economies • Created 80,000 jobs in the knowledge Economy • Increased the annual spend on R&D to £1.5bn

Catalyst Inc 2016 Knowledge Economy Report The 2016 Headlines of the document reported :- • Almost 10% of the NI economy depends on the knowledge economy • 1 in 11 people are employed directly or indirectly by the knowledge economy • Knowledge economy workers earn 1.5 times the average wage

In 2016 the following statistics show the most up to date NI knowledge economy figures • 39,499 jobs created • 6,000 R&D jobs • 2,950 business stocks • 130 Merger and Acquisition activity • 435 business starts • £99m value of research grants and contracts • 82% of knowledge economy sales are done outside NI • 70% of exports are outside the EU • £5BN Knowledge Economy sales • Northern Ireland’s economy is the 2nd fastest growing out of 12 UK regions

Export income The knowledge economy generates significant income from sales outside NI, helping to grow the economy and create highly skilled, well paid and highly productive employment opportunities. Widespread wealth The majority of knowledge economy firms are located in and around the cities and along motorway corridors, but there is also a spread across rural areas, providing employment opportunities and helping to promote regional growth. (This supports the LCCC West Lisburn Development Framework April outlined below). The spill- over effect also generates an additional job in the wider economy for every knowledge economy job – in shops, trades, logistics and restaurants. The Knowledge Economy Index demonstrates that NI has one of the fastest growing in the UK and is ranked 11th of the UK regions. The most recent data shows that NI moved down the regional rankings in seven of the indicators and improved in seven others.

Rebalancing the economy The Knowledge Economy will be important in helping to rebalance the NI economy. Growing a larger private sector is important, however, growing a highly productive and externally oriented private sector should be the ultimate goal, generating wealth from outside, creating sustainable jobs with high wages and disposable income that can be spent locally. Increased economic activity will result in a deeper and broader tax base, which can then be used to fund public services.

3-5% of LCCC employment comes from the Knowledge Economy, whilst these suite of programmes are not solely directed at the Knowledge Economy, it is envisaged that there will be a targeted effort made within this area.

West Lisburn Development Framework April 2015

The West Lisburn area encompasses key parcels of land and employment zones including:- • Sprucefield Regional Shopping Centre • Maze Long Kesh Development • Knockmore and Lissue Industrial Estates • Blaris area This framework sets out to develop a co-ordinated strategy for its major assets to attract investors and increase economic development within the area. There is a recognition of the unique spatial offering of the West Lisburn area, as it is the meeting point of the Belfast / Dublin economic corridor and the East / West transport corridor. Potential exists to grow the workspace offering at greenfield space at Blaris and Maze sites.

The West Lisburn Development zone has a concentration of low tech light manufacturing firms which needs to benefit from enhanced investment in research, development and innovation.

The Business Environment There are a number of key sectors (including Life and Health Sciences, Agri‐food, Advanced Materials and Advanced Engineering) in which Northern Ireland has a distinct advantage and in which there is a significant potential for growth. As of 2013, there were 4,300 active VAT registered businesses in LCCC, There is employment concentration within LCCC in construction, retail and distribution, manufacturing and public administration. There is however a significant under representation in the target sectors identified in the Northern Ireland Economic Strategy of Agri‐foods, advanced materials, advanced engineering and life and health sciences. We would hope to address this deficit through these programmes, as well as, through the wider Council economic and land use agenda.

Lisburn & Castlereagh City Council Corporate Plan 2018-2022 ‘Our Plan for Growth & Connecting’

The Councils Corporate Plan 2018/2022 presents a number of strategic themes which set out how the Council will move forward over the next four years. Strategic Theme number 2 is the Economy, with a key outcome of ‘we will benefit from a growing and vibrant economy’. Corporate priorities are as follows:

1. Promote an ambitious investment programme prioritising key infrastructure projects to attract new employer and grow the prosperity of the Council area. 2. Engage with local, regional, national and international organisations, businesses and partners to access funding opportunities, increase employment and drive sustainable economic growth in our urban and rural areas. 3. Build on our reputation as a place to visit, promoting the natural and historic assets of our city, towns, villages and countryside to attract greater numbers of international and national tourists. 4. Help education and training providers to equip our local workforce with the right skills to secure employment or start a business.

Lisburn & Castlereagh Community Plan

In May 2017 the Lisburn and Castlereagh Community Planning Partnership launched its first Community Plan which brought together many who are involved in delivering public services and the community to develop and implement a shared vision for promoting social, economic and environmental well-being for everyone who lives and works in Lisburn and Castlereagh. The Plan identifies five themes and associated outcomes which reflect the needs and aspirations of our citizens, including the Theme and actions linked to the economy set out below: • Everyone benefits from a vibrant economy - Action 2.1: Start-Ups • Everyone benefits from a vibrant economy - Action 2.2: Business Growth

Lisburn & Castlereagh City Council Economic Development Action Plan

The LCCC Programmes will take into account all of the above priorities across Central Government, and will encourage business growth and a significant level of job creation, through a range of business development and growth support programmes. The Council will utilise its excellent links and reputation for delivering on LED initiatives for the local business sector to ensure the key programme objectives are achieved.

3. Assessment of Need

Use this section to establish that expenditure is needed. The proposed service provision or financial assistance needs to be justified and the following points should be considered:

• Where appropriate, details should be given of deficiencies in current services, or in the assets or other resources used to deliver them. If possible you should try and quantify the problem.

• Relevant projections of the future nature, and levels, of demand for services over time should be provided and be suitably quantified.

• These future projections should be set in context by providing historical evidence of the development of need e.g. data for the past three to five years.

• If this is recurrent funding or a recurring project please use the results from the evaluation of the last scheme to inform the assessment of need and detail here what improvements, if any, are being proposed compared to the last round of funding.

• What are the implications of not going ahead with this project?

• Would this project go ahead, even if reduced in scope, in the absence of funding from the Department?

What gaps does the programmes address?

These suite of programmes aims to address a wide range of economic gaps which are outlined in detail below.

How were these gaps identified? Socioeconomic research commissioned by LCCC and undertaken by Oxford Economics published its findings in June 2015. This research outlines key economic trends locally which have identified the need for this public sector intervention at a local level. The points 1-6 below provide a summary of the Oxford Economics research in terms of need and support required.

1. Gaps in Business Support Provision • The Council has significant experience in designing and delivering local business support programmes, and as a result of direct engagement with local businesses it is easy to see where the gaps lie in current provision through a number of agencies as the Council usually ends up trying to assist these businesses where we can. Business require that one to one hands on support, and knowledge and links into other providers which the Council led programmes provide. As a result these programmes can often act as a conduit through to Invest NI. • As of 2013, there were 4,300 active VAT registered businesses in LCCC, there are many businesses within this segment that will not be eligible for Invest NI support which the Council will be targeting as part of this support programme. Invest NI have supported 499 businesses during 2011 – 2016. The Council has invested significant resources in developing a new up to date local business directory which will be used to identify local businesses to participate. • This programme will offer support to those businesses who are not currently eligible for Invest NI support. It will also support to the priorities outlined in Export Matters in supporting companies through the Export Pathway and Support Escalator to support these businesses to the stage where they may become eligible for Invest NI mainstream support.

2. Need to address the Low Value Sectoral Structure of the Local Economy • The local economy is dependent on public sector, health and the low value wholesale and retail sector for employment. • LCCC is under represented in higher value added exporting professional services sector. • Both of these factors allude to the fact that job creation is likely to remain a strong challenge for LCCC. Around 1 in 5 jobs will be in the retail sector. • Almost half of the registered businesses are in construction, agriculture, retail and professional services. • Of the top 10 specialist sectors in LCCC, 6 are within manufacturing. The top 10 include:- 1) Manufacture of other rubber products 2) Manufacture of other parts and accessories for motor vehicles 3) Manufacture of soft drinks 4) Manufacture of doors and windows of metal 5) Justice and judicial activities 6) Defence activities 7) Wholesale of metals 8) Manufacture of builders ware of plastic 9) Wholesale of mining, construction and civil engineering machinery 10) Manufacture of other plastic products. • The LCCC programmes plans to target higher value added businesses to increase prospects of job creation. The programmes will provide a flexible approach to sectors which may apply for support.

3. Unemployment Levels • Strong pre-recession employment growth was dependent on construction and retail which led to decline in unemployment. Though, job losses over the recession brought employment levels back to those in late 90’s. • Over the next decade, 1,500 jobs will be created in construction, professional and administrative service sectors. Labour market recovery is likely to be fairly modest with employment levels rising by just 2% between 2014 and 2024. • LCCC accounts for 7.1% of NI’s total economic output. In 2014 LCCC’s GVA was £2.1bn. The GVA per job is LCCC is £33,450 and is slightly lower than the NI average, this difference is driven by the relative lack of employment in activity in high value added sectors such as information and communication, financial and insurance activities. • Key sectors driving employment growth in LCCC over the next decade will be information & communication, administrative and professional services. These sectors will form part of our recruitment process for the programme. • The vast majority of companies within LCCC are SME’s, therefore SME employment growth is a key driver to wider job creation, and the impacting of each SME recruiting just one extra employee would be far greater than a single company creating even a substantial number of new jobs in the area. – This is a key goal of LCCC through this programme to encourage wide spread job creation across all SME’s through its support interventions.

4. Long Term Unemployment • Long-term unemployment has risen by almost 20% in the last 6 years in LCCC, which is consistent with the overall unemployment trend. The Council area has the second lowest rate of long-term unemployment which is currently at 45.8%.

5. Skills • The LCCC skills profile is one of its key strengths. A highly educated labour force allows for improved export potential, increased productivity and a demand for more jobs. • There is a need to improve the mismatch between skills of school leavers and those required by employers. • The proportion of residents with no formal qualifications is lower than any Council area in NI. • This is a key USP of the area and a strong pull for investors. The challenge for LCCC in its programme delivery is to ensure this skilled labour force is utilized within the local value added business sector.

6. Wages • As of 2014, LCCC’s workplace wages were the 4th highest in the region, from a business perspective that means a cheaper location for labour than Belfast, therefore increasing LCCC’s competitive position.

Historical Evidence

Lisburn and Castlereagh City Council (LCCC) commissioned PACEC Ltd to conduct a Post Programme Evaluation of the Evolution II (Lisburn & Castlereagh) Programme. The evaluation covers the period June 2013 to June 2015.The Lisburn Programme aimed to offer support to at least 244 growth orientated local businesses. Concluding evaluation comments of relevance to support justification and strategic fit to the new programme include:-

• All programme activity targets were achieved. Of particular note is the large amount of businesses attracted to the programme (570 in total) which demonstrates the obvious demand for a business support programme of this type in the LCCC area and/or the Councils effectiveness in raising awareness of the programme. • The programme had a target of creating 13 new jobs – 35 were created. Data sourced from the online survey of programme participants indicated that, of the 25% of participants which responded, 35 jobs were created or safeguarded - the actual level of impact across all programme participants is likely to be significantly higher than this. Given the total programme expenditure of £230,627, this equates to c. £6,600 per job. PACEC estimate that the actual number of jobs created or safeguarded across all programme participants is significantly higher than 35, therefore, the cost per job created or protected would be less than £6,600 and therefore this programme represents good value for money.

Mentoring Benefits

A large of amount of research already exists which highlights how the one to one business mentoring process can have a number of benefits in a business. Mentor support will not only address the issue at hand such as improving work flow in a manufacturing situation. It will also have additional benefits to the business such as: • Improved staff knowledge of the overall business and giving them a better idea of how the business works • Development of inter employee relationships • Retention of employees in the business by making them feel engaged • Increase the productivity of the staff and of the business • Develop the skills of the staff • Brings new external perspectives to the company.

A report produced by the University of Ulster, The Contribution of Small Businesses to Northern Ireland, 2015 describes significant underperformance in the Northern Ireland SME sector in terms of business survival rate which is reported as having been in sharp decline over the last number of years. This report provides analysis of FSB’s 2015 survey of 200 SME owners across Northern Ireland. The survey identifies a wide range of obstacles to SME performance including

• ‘cash flow/ getting paid’ 48 per cent, • ‘profit taxes: corporation / VAT’ 46 per cent, • ‘competition’ 44 per cent, • ‘business rates’ 43 per cent, • ‘cost of marketing / promotion’ 41 per cent, • ‘compliance and regulations’ 38 per cent, • ‘employment taxes’ 36 per cent, • ‘energy costs’ 35 per cent and • ‘Availability of skilled support’ 35 per cent. • 9% of respondents had no awareness of where to go for business support indicating ‘further work should be conducted to improve SME awareness of useful sources of support.’

Conclusions - Overall these findings clearly indicate that the SME sector in Northern Ireland is underperforming and only reach a fraction of its potential for economic growth and job creation. There is a clear need to improve SME performance in Northern Ireland in terms of job creation, business growth and business survival. There is also a clear need for support across a wide range of areas/obstacles and there is a need to create better awareness of the supports available.

The proposed LCCC Programmes address all of these needs by providing a comprehensive selection of supports as well as engaging directly with businesses to ensure their awareness of the support available and to ensure they are focusing on the support most beneficial to the growth or survival of their business

Implications of not going ahead

Currently there are no other sources of external funding available to deliver a suite of programmes of this scale for the LCCC business base. If this suite of programmes is not funded by the Council, the Council would lose access to up to £1,421,025 of EU funding to support local economic development and job creation, as well as £473,675 of match funding from .

Some of the planned activity could go ahead however this would be on a much- reduced scale and would be solely funded by LCCC, with no match funding from Invest NI or EU funds.

4. Objectives, Targets and Constraints

In this section the overall objectives of the proposal should be set out. Targets should also be identified to enable an evaluation of the extent to which objectives have/have not been achieved. Targets need to be well defined in order to aid with evaluating the project. Finally, a series of constraints should be identified to ensure that anything which could impede the successful delivery of the project can be considered at this stage.

4.1 Objectives

The following questions may help to set suitable objectives:

• What are we trying to achieve? What are our objectives? What would constitute a successful outcome or set of outcomes? • Have similar objectives been set in other contexts that could be adapted? • Are our objectives consistent with strategic aims and objectives as set out, for example, in the council’s service agreements? • Are our objectives defined to reflect outcomes e.g. improved health, crime reduction or enhanced sustainable economic growth; rather than the outputs e.g. operations, prosecutions or job placements, which will be the focus of particular projects?

For further information on identifying the objectives and targets please go to http://eag.dfpni.gov.uk/steps/step3.htm

Please identify the objective(s) in the table below.

Table 4.1: Objectives Objective(s)

Maximise the economic contribution into the Council area and grow the rates base through supporting new business and new job creation. Enhance Business Development and investment promotion by profiling the area as a place to set up and run a business Support local businesses to improve their capacity, skills and knowledge to grow their business. Addressing Key Economic indicators in the LCCC Community Plan. Overall the delivery of the full suite of programmes will primarily create jobs and provide a range of mechanisms to support business growth. This in turn will impact positively upon local economic development growth, creating a stronger private sector and creating new job opportunities.

4.2 Targets

It is extremely important that a series of targets are included below. It is important to set out how objectives are measured. The following questions may help to set suitable targets:

• How might our objectives and outcomes be measured? • Are our objectives defined in such a way that progress toward meeting them can be monitored? • What factors are critical to success? • What SMART (Specific, Measurable, Achievable, Relevant, Time bound) targets can we then set? What targets do we need to meet?

Please identify targets in the table below.

Table 4.2: Targets Targets

To have drawn down the full EU allocation of funding available to LCCC - £1,421,025 To have drawn down 20% match funding successfully from Invest NI To deliver and create jobs at a cost of £1,000 per job To develop and pilot a new performance measurement and evaluation tool to measure key outputs across the programmes To deliver a minimum of 5 large scale business development initiatives. To have created 2,368 jobs by 2022 within the LCCC area.

4.3 Constraints

Important constraints upon the proposals should be explained. These may be technical, legal, financial or political in nature, or they may have to do with timing or location.

Please identify constraints in the table below.

Table 4.3: Constraints Constraints

Failure to achieve Council funding: Lisburn and Castlereagh City Council applies a robust analytical procedure to the financing of projects, particularly of this scale. The appropriate mechanisms must be applied, including this appraisal, and a final Council decision taken thereafter. The proposed timescale applied to seek the necessary Council approvals to secure the Council funding and to deliver the project is acceptable, so this will offset the stated risk. Over running on costs: It is critical that the programme budgets are adhered to during the implementation of the project - the Council will ensure strict monitoring controls will be in place. Failure to deliver on key performance indicators: The project will be subject to stringent monitoring procedures throughout its duration and delivery, with any issues identified at an early stage, and appropriate action taken at that time to mitigate this risk. Failure to deliver the suite of economic development projects: Through the project tender process the Council will ensure that the delivery agents have scored against pre-determined criteria in relation to their experience and previous project examples. The delivery agents will be closely monitored throughout the project to ensure all project targets are being met. Failure to deliver on job creation targets: Ensuring that businesses with genuine job creation potential are recruited on to the programmes will be critical in ensuring this objective is met. Once these companies are on board, it is important to understand the business’s needs and type of mentoring that will be most effective in ensuring business growth can be achieved. It is essential that they are getting the appropriately focused support that will enable businesses to grow and create jobs. Achieving this requires an in depth and tailored mentoring approach to each assignment to support capacity building for job creation. Saturation - This refers to the risk that the projects meets the overall demand in the Council area within the project lifetime and recruitment falls off to a degree that the projects will not meet its targets. This is considered extremely unlikely given the strong and ongoing demand for business support and the number of businesses in the Council area that would be suitable for support. However, in order to mitigate this risk further an interim evaluation will be carried out after 2.5 years of the programmes that will review progress and allow for the reduction of the activity if saturation is an issue.

N.B. do not be restricted by the number of rows in the tables above. It is important to add or remove rows in order to identify all factors relevant to the circumstances of your particular project.

5. Identification of options

It is useful to begin by identifying a 'long list' of options, containing all the initial ideas about possible solutions. This should include not only the conventional solutions, but also any more innovative suggestions, however outlandish they may at first appear.

The options selected for in-depth appraisal should include a baseline or benchmark option. This will usually be the "status quo" option, representing the genuine minimum input necessary to maintain services at, or as close as possible to, their current level.

Alternatives to the status quo are referred to as the 'do-something' options. These should generally cover a range of levels of provision, for example, from 'minimum acceptable provision' to the highest standards of provision. They could reflect variations in the scale, content, timing and location of services.

For further information on this section, go to http://eag.dfpni.gov.uk/steps/step4.htm. The link also provides examples of strategic and operational options and gives a flavour for the information to be considered when designing options.

Give each option a title and provide a short description of the option. Make sure you have at least identified the status quo and one other viable option. Any other option that has been identified can be rejected but an explanation as to why you rejected the option should be given.

Status Quo: Do Nothing

This option assumes no business support activity would take place This option would not meet any of the objectives detailed previously. No other organisation would have the resources to develop and deliver business support initiatives of this proposed scale to improve capacity, skills and knowledge for business growth. This Option is retained as a baseline.

As per HMT Green Book, this option must be brought forward for further analysis

Option 1: The Council delivers the proposed suite of business development initiatives with Council funding only.

This option allows for Council to deliver some business support activity but on a much-reduced scale, therefore not meeting the full objectives detailed previously or creating the number of jobs proposed. This delivery would not reach the same level of businesses and therefore would present much less impact overall on business growth and competitiveness.

The number of direct businesses interventions supported per programme with council funding only over the same timeframe would be as follows:

Mentoring Programme 60 businesses

Sales development 30 businesses

Export Development trade missions with 36 businesses

Procurement programme 30 businesses

Innovation Programme 24 businesses

Reject? Yes x No

If yes please explain why?

Option 2: The Council delivers the proposed programme of business development activity with match funding sourced from the EU Investment for Growth & Jobs Programme and Invest NI.

This option allows Council to deliver an enhanced suite of proposed business development initiatives and allow match funding to enable the full objectives to be met and number of jobs created. This will enable the Council to support larger number of local businesses and will have much more impact on the local economy. Based upon current scoping documents submitted this Option will allow the Council to support in the region of 1035 direct interventions with individual businesses.

Reject? Yes xNo

If yes please explain why?

Important note: This pro forma includes four options above, please add additional options if required. This document is protected; therefore, if it is necessary to include additional options for your project, please contact Financial Services Department who will assist you with this procedure.

6. Assessment of Monetary Costs and Benefits

6.1 Monetary Costs and Benefits

Appraisals should account for all the costs and benefits to NI and UK residents, (i.e. consider the total costs of the project not just the cost to the Council). Examples of the costs are:

• Capital cost of carrying work out (e.g. new building, new equipment). • Cost of contract • Researchers • Transport Costs • In-house cost of managing the project • Overheads (e.g. electricity, rent, etc)

For each option you have brought forward from the previous section identify a detailed breakdown of the costs and the benefits (revenue) in the tables below.

Please provide details above each table about how the cost and benefits were estimated (i.e. the assumptions).

STATUS QUO

Assumptions for Status Quo

If no Business Development activity is undertaken there will be no associated costs.

Table 6.1: Status Quo Monetary Costs and Benefits Status Quo Costs and Year 1 Year 2 Year 3 Year 4 Benefits 2019 2020 2021 2022 Capital Costs

Total Capital Cost

Total Recurrent Cost

Total Cost (A)

Benefits

Total Benefits (B) Total Costs (A- B)* * A negative total denotes a total benefit

OPTION 1

Assumptions for Option 1

The Council delivers the proposed suite of business development initiatives with Council funding only.

This option allows for Council to deliver some business support activity but on a much-reduced scale, therefore not meeting the full objectives detailed previously or creating the number of jobs proposed. This delivery would not reach the same level of businesses and therefore would present much less impact overall on business growth and competitiveness.

There would be in the region of 400 direct businesses interventions supported per business development programme based upon current levels of council funding, over the same timeframe 2019-2022, with an indicative breakdown as follows: Business mentoring 210 businesses - £131,513

Sales development 30 businesses – £40,000

Export Development trade missions with 63 businesses - £150,000

Procurement programme 30 businesses - £30,000

Innovation Programme 24 businesses - £20,000

Social Enterprise Programme 43 - £20,000

The total Council only funding equates to a total of £392,513 based upon the required amount of Council match funding required for the new ERDF programme.

Table 6.2: Option 1 Monetary Costs and Benefits Option 1 Costs and Year 1 Year 2 Year 3 Year 4 Benefits 2019 2020 2021 2022 Capital Costs

Total Capital Cost Recurrent Costs LCCC Business £112,147 £112,147 £112,147 £56,073 Development

Total Recurrent £112,147 £112,147 £112,147 £56,073 Cost

Total Cost (A) £112,147 £112,147 £112,147 £56,073

Benefits

Total Benefits 0 0 0 0 (B)

Total Costs (A- £112,147 £112,147 £112,147 £56,073 B)* * A negative total denotes a total benefit

OPTION 2

Assumptions for Option 2

The Council delivers the proposed indicative programme of business development activity with match funding sourced from the EU Investment for Growth & Jobs Programme and Invest NI subject to all approvals being secured from Invest NI.

In order to maximise the remaining Council ERDF allocation, Council match funding of up to a maximum of £392,513 is required.

This will enable the Council to support larger number of local businesses and will have much more impact on the local economy. Based upon current scoping documents submitted this Option will allow the Council to support in the region of 1035 direct interventions with individual businesses.

See attached Appendix 2 which provides an overview of the current proposed new business development initiatives and indicative budgets for Option 2.

Table 6.3: Option 2 Monetary Costs and Benefits Option 2 Costs and Year 1 Year 2 Year 3 Year 4 Benefits 2019 2020 2021 2022 Capital Costs

Total Capital Cost Recurrent Costs LCCC Business £147,400 £726,067 £726,067 £363,034 Development

Total Recurrent £147,400 £726,067 £726,067 £363,034 Cost

Total Cost (A) £147,400 £726,067 £726,067 £363,034

Invest NI Funding £29,480 £145,213 £145,213 £72,607 ERDF IGJ £88,440 £435,641 £435,641 £217,820 Programme

Total Benefits £117,920 £580,854 £580,854 £290,427 (B)

Total Costs (A- £29,480 £145,213 £145,213 £72,607 B)* * A negative total denotes a total benefit

6.2 Optimism Bias

Optimism Bias refers to the demonstrated, systematic tendency for project appraisers to be overly optimistic; it can only be applied to capital costs.

Do any of the options have capital costs that have been estimated and therefore you are uncertain about?

Yes xNo

If you answered yes then you need to carry out an optimism bias adjustment. To do this you need to follow the following link http://www.hm- treasury.gov.uk/media/D/B/GreenBook_optimism_bias.pdf . If further clarification is required please contact Economics Branch for assistance.

6.3 Net Present Value

Appraisals should generally include, for each option, a calculation of its Net Present Value (NPV). This is the name given to the sum of the discounted benefits of an option less the sum of its discounted costs, all discounted to the same base date. Where the sum of discounted costs exceeds that of the discounted benefits, the net figure may be referred to as the Net Present Cost (NPC). Q1. Is the expected economic life of the project expected to be greater than 3 years?

Yes xNo

Q2. Are you trying to compare an option with a high capital cost and to an option with low initial capital cost but high recurrent costs?

Yes xNo

If you answered yes to the two questions then you are required to complete NPC calculation. DFP have templates for completing these can be found at http://eag.dfpni.gov.uk/npc-calculator.xls and further guidance to the completion of NPCs can be found at http://eag.dfpni.gov.uk/appendices/appendix7.htm. Economics Branch can also assist with NPV calculations.

Remember that optimism bias adjustments must be made prior to NPV calculations and included in the NPV calculations.

7. Assessment on Non-Monetary Costs and Benefits

In many assessments there are non-monetary impacts such as environmental, social or health effects that can not be valued cost-effectively. There are two main techniques to illustrate how options compare regarding factors that are not expressed in monetary values

a) Impact Statement

In essence, it consists of a table summarising the impact of each option upon each non monetary benefit.

b) The weighted scoring method

This involves assigning numerical weights to each factor to reflect its comparative importance, scoring the performance of each option against each factor on a numerical scale and calculating a ‘weighted score’ for each option.

The weighted scoring method is more detailed and is particularly useful when the monetary costs of options are similar and there are minor variations in non-monetary benefits. This pro forma includes an impact statement table but if it is felt necessary to complete a weighted scoring exercise please contact Economics Branch for assistance. Further information regarding non-monetary costs and benefits can be found at http://eag.dfpni.gov.uk/steps/step7.htm.

To complete the table below follow these steps:

1. Identify the non-monetary benefits in the benefit column; 2. For each of the non-monetary benefits identified give each option an impact rating using the key below the table and the drop-down lists; and 3. Assess the overall non-monetary benefit of each option.

Table 7.1: Non-Monetary Costs and Benefits Benefit Status Quo Option 1 Option 2 Maximise the \ + ++ economic contribution into the Council area and grow the rates base through supporting new business and new job creation. Enhance \ + ++ Business Development and investment promotion by profiling the area as a place to set up and run a business. Support local \ + ++ businesses to improve their capacity, skills and knowledge to grow their business Ability to meet - + ++ performance indicators

\ + ++ Overall

KEY -- - \ + ++

highly negative no impact positive highly negative positive

Please give a short narrative explaining the non-monetary rankings given to each option.

Status Quo Ranking: 3rd Ranking

If the proposed project didn’t proceed then the growth of economic development within LCCC would remain sub-optimal; this may threaten overall business growth, export, job creation and ability to complete with surrounding cities in NI. Lisburn & Castlereagh would lag further behind its NI counterparts in terms of profile, economic impact, and contribution to the NI economy as a whole.

Option 1 Ranking: 2nd Ranking

The proposed project will have a positive impact on some the anticipated benefits listed above, however support to businesses would be delivered on a much-reduced scale. This would mean that businesses within the LCCC area would not have access to the same support on offer in other areas of NI, therefore reducing their capacity to expand, grow, export and create new jobs to the same level.

Based upon the cost per job conversion rate set as part of the EU Investment for Growth & Jobs Programme of £1000 per job, this agreed budget would create 392 jobs.

Option 2 Ranking: First

The proposed project will have a highly positive impact on all the anticipated benefits listed above. This level of funding would allow Lisburn & Castlereagh City Council to maximise this important external funding stream to deliver a much enhanced package of business support and enable LCCC businesses to access extensive support to allow expansion and job creation.

Based upon the cost per job conversion rate set as part of the EU Investment for Growth & Jobs Programme of £1000 per job this agreed budget would create 2,368 jobs.

8. Assessment of Risk

A vital first step in the analysis is to identify and analyse the important risks and uncertainties relevant to the case, and to show how they compare under each option. This risk analysis should help inform the adjustments for optimism bias and identification of risk management and mitigation measures.

It is good practice to summarise the relevant information in a table, called a ‘Risk Log’ or ‘Risk Register’, which identifies each relevant risk and compares how it impacts upon each option.

For further guidance on completing this section please go to http://eag.dfpni.gov.uk/steps/step6.htm

Please use the table below to complete an assessment of the risks of each option.

Table 8.1: Risk Assessment

Impact Likelihood of risk Mitigation measure of risk Risk

(H/M/L) (H/M/L) SQ Opt Opt 1 2 Failure to M L M M Lisburn and Castlereagh City Council achieve applies a robust analytical procedure to Council the financing of projects, particularly of funding this scale. The appropriate mechanisms must be applied, including this appraisal, and a final Council decision taken thereafter. The proposed timescale applied to seek the necessary Council approvals to secure the Council funding and to deliver the project is acceptable, so this will offset the stated risk. Over L N/ L L It is critical that the cost structure running A identified as part of the tender process on costs is adhered to during the implementation of the project. Nonetheless stringent cost controls, will be required and to address this the Council will ensure strict monitoring controls will be in place. Failure to M H M L The project will be subject to stringent deliver on monitoring procedures throughout its key duration and delivery, with any issues performa identified at an early stage, and nce appropriate action taken at that time to mitigate this risk. indicators Failure to M H M L Through the project tender process the deliver the Council will ensure that the delivery suite of agents have scored against pre- economic determined criteria in relation to their developm experience and previous project ent examples. The delivery agents will be projects: closely monitored throughout the project to ensure all project targets are being met. Failure to M H M M Ensuring that businesses with genuine deliver on job creation potential are recruited on to job the programmes will be critical in creation ensuring this objective is met. Once targets: these companies are on board, it is important to understand the business’s needs and type of mentoring that will be most effective in ensuring business growth can be achieved. It is essential that they are getting the appropriately focused support that will enable businesses to grow and create jobs. Achieving this requires an in depth and tailored mentoring approach to each assignment to support capacity building for job creation. Saturation M N/ L M This refers to the risk that the projects A meets the overall demand in the Council area within the project lifetime and recruitment falls off to a degree that the projects will not meet its targets. This is considered extremely unlikely given the strong and ongoing demand for business support and the number of businesses in the Council area that would be suitable for support. However, in order to mitigate this risk further an interim evaluation will be carried out after 2.5 years of the programmes that will review progress and allow for the reduction of the activity if saturation is an issue. Overall Risk H M L/M

Key: H - high M - medium L - low NA – Not Applicable

9. Preferred Option

It is important to include a section which draws together the main findings and conclusions of the appraisal. Please use the table below to summarise the main results for each option.

Table 9.1: Summary of Results

Summary Status Quo Option 1 Option 2

Total Capital Cost £ 0 0 0

Net Present Cost £ 0 0 0 Average Annual Net Recurrent Cost £ 0 £98,128.50 £98,128.50

Non-Monetary \ + ++ Benefits Ranking

Risk Assessment H M L/M

Please explain in more detail the choice of preferred option and why it was chosen.

Option 2 with a proposed Council match funding contribution of £392,513 is preferred to support the proposed delivery of indicative business support initiatives as outlined in this appraisal. This option will enable LCCC to maximise the Council full ERDF allocation of €1,591,548 (£1,421,025 sterling), with an overall Council match funding of up to a maximum of £473,675 which includes the match funding for the Northern Ireland Business Start programme which is already approved. This match funding is against a total maximum gross spend of up to £2,368,375 for Council led ERDF applications (current and new) and will be required to support projects put forward by the Economic Development Unit to Invest NI for funding under the EU Investment for Growth & Jobs Programme 2014-2020, for activity to 31st December 2022.

This option will provide maximum impact in terms of project delivery, business support and job creation and table 6.3 outlines the benefits impacts in terms of availing of external funding support to boost project delivery and on balance Option 2 is recommended as the Preferred Option.

10. Displacement

Displacement relates to the extent to which the proposed activity under this project will affect similar activity in another area, either in a positive or negative way. That is, will some other similar activity be replaced as a consequence of this project? Ideally, displacement should be minimized. This is particularly relevant for councils given the impending changes under RPA. Councils are encouraged to look beyond their current boundaries to ensure that their proposal will not be displacing activity elsewhere.

Is it likely that displacement could occur with this project?

Yes xNo

If yes, please give more details in the box below

This project does not displace any other economic development activity that may be undertaken by the Council or any of its key stakeholders but rather provides an enhanced level of support to businesses.

11. Additionality

Additionality refers to the net impact of the project over and above what would have happened if the project did not go ahead. In other words, it refers to the extent to which the project would have gone ahead without public sector support. Additionality may be partial. For example, without assistance the project may have been carried out later, a smaller scale, lower standard of quality or carried out in a location of lower priority.

Would the project have gone ahead in any form, without public sector support?

Yes xNo

If yes, please give more details in the box below

12. Financing of Preferred Option

If this is less than 100% please complete the table below.

Table 12.1: Financing Funding % funding Funding secured. If no at what stage of Organisation negotiations are you Yes/No at? Invest NI 20% No Initial project scoping and applications stage EU IGJ 60% No Initial project scoping and applications stage LCCC 20% No Approval subject to Economic Appraisal 100%

13. Management, Monitoring and Post Project Evaluation

Business cases should explain the proposed management arrangements for the proposal. A brief statement of how the project will be managed should be provided e.g. formal reports, completion of timesheets, meetings.

Where another organisation is to be the managing authority, a statement of the project management capabilities of that organisation should be provided.

The primary Project Management responsibility will lie with the Head of Economic Development who will report to the Council’s Development Committee. The Council through the Economic Development Unit and Development Committee will monitor the project on the basis of structured annual review reporting. The project will also be externally monitored by Invest NI and the Department for Employment.

Appraisals should generally include a monitoring and evaluation plan. This should provide details of:

• Who will be responsible for monitoring and evaluation (the organisation, division, post, individual(s)); • Who needs to be consulted. This is important when you have a large number of stakeholders; • What factors (e.g. costs, outputs, outcomes) will be monitored and evaluated, and how this will be done; • What staff and other resources will be required; • When evaluation will be undertaken (the intervals at which monitoring will occur, and the completion dates for evaluations); and • How the results will be disseminated, including identification of the target audience.

Monitoring and evaluation – Paul McCormick, Head of Economic Development will have responsibility for this, with annual reports brought before the Development Committee.

The project will be monitored on a quarterly basis in line with Council policy. The Economic Development Officer overseeing the project will be responsible for the collection of information from participating businesses to inform progress against targets e.g. increase in turnover arising from project activity, mentoring meetings undertaken etc. Payment of funds to delivery agents and external bodies, on a quarterly basis, will be based on the submission of approved and successful monitoring data. The officer will feed these updates into the Economic Development Manager who provides reporting updates into Council and its elected members. An interim evaluation will be carried out by an external contractor at the midway point of the programme.

The project will be evaluated in keeping with Invest NI’s advice and requirements. The performance of the projects against its SMART objectives and identified targets will be assessed from the monitoring information gathered during the course of the project.

There are a number of proposed evaluation steps to be taken:-

Internal monitoring LCCC council staff will monitor and review the project on a quarterly basis through analysing data on the MIS – this data will then feed into the broader Council community and corporate plans and monitoring of KPI’s.

Contract Holders The contract holders will provide quarterly updates against progress and keep their MIS up to date with all detail. These reports will be provided to the Council. These quarterly reports will continue on a quarterly basis until 12 months after project completion, and a final project evaluation will be carried out by December 2023.

External Evaluation LCCC will appoint an external evaluator to review the project at the 2.5 year interim phase, as well as, carry out a full post project review upon project completion.

The implementation of the interim and final evaluations will be the responsibility of the Economic Development Manager in charge of overseeing the project.

14. Equality

Has this policy been screened and (depending on the screening outcome decision) consideration given to undertaking an Equality Impact Assessment (EQIA)? Yes

Note that policy in the context of Section 75 covers all the ways in which a public authority carries out or proposes to carry out its functions relating to NI. Policies include unwritten as well as written policies.

If further information or clarification is required please contact the Equality Officer.

APPENDIX 11(a)

EUROPEAN UNION: ERDF INVESTMENT FOR GROWTH AND JOBS PROGRAMME (2014-2020) LED NOMINAL COUNCIL ALLOCATIONS Small enterprise - all enterprises employing fewer than 50 persons and whose annual turnover and/or annual balance sheet total does not exceed EUR 10 million

Proportion of working Proportion New Local Government age of NI Small Proposed Districts population Enterprises Average allocation NORTHERN IRELAND €18,000,000 Antrim and Newtownabbey 7.6% 5.5% 6.6% €1,179,227 Armagh, Banbridge and Craigavon 11.4% 12.0% 11.7% €2,099,120 Belfast 15.2% 12.1% 13.7% €2,464,941 Causeway Coast and Glens 7.5% 8.4% 8.0% €1,434,140 Derry and 8.4% 6.7% 7.6% €1,361,038 Fermanagh and 6.4% 11.1% 8.8% €1,578,340

Lisburn and Castlereagh 10.2% 7.5% 8.8% €1,591,548 Mid and East Antrim 7.3% 6.9% 7.1% €1,279,314 Mid Ulster 8.0% 12.1% 10.1% €1,815,314 , and Down 9.6% 11.0% 10.3% €1,854,613 North Down and Ards 8.3% 6.6% 7.5% €1,342,407

APPENDIX 12ED

SHOPFRONT IMPROVEMENT GRANT SCHEME

The Shopfront Improvement Grant Scheme was delivered by the Council’s City Centre Management team and included the areas of Lisburn City Centre and the two commercial centres of Dundonald and . Following a successful application to the Department for Communities and receipt of a funding offer in November 2017 the City Centre Officer worked to promote the scheme; encourage applications and assisted with the applicants through the procurement process to meet the conditions of the grant award.

In addition the Council’s Conservation Officer provided advice to those property owners that have properties located within the Conservation Area of Lisburn City Centre and any applicants that required planning approval.

Total Investment £281,660

Property Owner Contributions £86,000

DFC Contribution £145,000

LCCC Contribution £50,000

Number of Properties Included 96 across Lisburn City Centre, Dundonald and Carryduff.

This demonstrates a strong uptake on the scheme with good leverage from the private sector. The Council have received very positive feedback from the property owners and businesses involved in the scheme with some quoting increased business because of the improvements made. Another property owner has confirmed he was able to secure a new tenant for his property when the Council offered a grant contribution towards the signage costs.

It is clear from the visiting the areas the positive visual impact that the scheme has made and in particular within Lisburn City Centre.

Below are some before and after photographs which demonstrate the type of work carried out and the impact.

BEFORE AFTER

PROPOSED EXTENSION During the scheme not all proposed works were able to meet the delivery timelines set so did not progress to receive a full offer of grant. They have not since carried out their work but still had a desire to do so, particularly if they can avail of any financial contribution through a grant scheme.

To this end, the Council currently holds expressions of interest from property owners with works to the value of some £110,000 which would see a grant allocation of up to £77,000. Therefore it is proposed that a request is made to DfC for an extension to the current shopfront scheme with a contribution from the Department of up to £50,000. It is further proposed that the Council contribute the remaining £27,000. This suggestion has been positively received by the Department given the success of delivery and uptake on the scheme to date. If agreed by the Council an application for funding will be submitted to DfC. APPENDIX 13ED Rural Village Renewal Programme

Following on from the completion of a Village renewal scoping study, Members of the Council’s Development Committee were advised at their meeting in March 2016 that the following 5 villages were being taken forward for funding consideration under the Village Renewal Scheme as part of the Council’s pending application(s) to Priority 6 of the NI Rural Development Programme 2014–2020 (NIRDP 2014–2020);

1. Aghalee

2. Dromara

3. Drumbo

4. Glenavy

5. Stoneyford

ARUP Consultancy were appointed in July 2016 to facilitate the delivery of a Village Renewal Plan for each individual village. The plans were developed through socio economic research, visits to the villages, stakeholder workshops and public consultations.

Initial consultation took place with village familiarisation visits and community stakeholder meetings taking place in each individual village. Potential projects were identified through discussions with local community groups and village representatives and these projects were included in a draft Village Renewal Action Plan.

The draft plans highlighting potential projects were then presented at a series of Public Consultation events in each village held in September 2016, in addition the plans were available for review on the Council’s website. Hard copies of the plans were also left in Community Halls and central locations within each village. The events were well attended in most of the villages and a high level of questionnaires were returned across all areas.

Following agreement by the Council in May 2017 to support the proposed projects as outlined the Council’s Regeneration team have worked to develop the programme of works across all of the villages.

Feedback from the community and key stakeholders was considered throughout the process, leading to discussions regarding the feasibility and deliverability of each project. As a result plans have been drawn up and projects and initiatives have been taken forward that will have a positive impact on each of the villages and be in the best position to apply for available funding.

Aghalee

Following further consultations with the community in Aghalee to prioritise projects a high level Masterplan summarising the projects was produced to increase the understanding of how each project proposed integrated with the others in terms of improving access and increasing the positive impact.

An integrated consultant team has now been appointed to develop the following projects to full detailed plan stage; achieve any approvals needed and prepare tender documentation to appoint a contractor to deliver the projects.

1. CREATING A WELCOMING VILLAGE CENTRE Improvements are proposed at the green space areas adjacent to the road carriageway in front of the BT substation on Lurgan Road. BT have agreed that they are in a position to negotiate a lease agreement with the Council to enable the works to be carried out with the Council maintaining the area in the near future to meet the requirements of the grant award should it be successful.

Plans include the installation of a footpath along the Lurgan Road to connect residential areas safely to facilities along with road including a children’s day nursery and a residential home.

The installation of planting and trees through the core of the village is also planned to soften the streetscape and assist with calming of traffic speeds and reduce opportunities for nuisance parking.

2. ACCESS TO THE LAGAN NAVIGATION Working in partnership with DfI Inland Waterways Unit improvements are proposed to signage and the entrance to the Lagan Navigation, in particular the towpath accessed from Soldierstown Road.

3. PLAY PARK AND PLAYING FIELD IMPROVEMENTS It is proposed that a path is installed around the Council’s football pitch in the centre of the village to provide a much desired off road walking route.

While final costs have to be developed and agreed it is still expected that these will be in the region of £200,000 with an application for £150,000 made through the NI Rural Development Programme.

Dromara

There are two main projects being delivered in the village of Dromara. These are the Dromara Destroyers Tribute Garden and Improvements to Community Facilities at Lagan Park

1 DROMARA DESTROYERS TRIBUTE GARDEN

This garden area will provide a tribute to the renowned motorbike racers known as the Dromara Destroyers. It includes the installation of 4 x bronze busts representing the racers which will sit on stone plinths within an improved setting in the centre of the village.

Following a successful application to the NI Rural Development Programme a funding offer has been received for £77,708 towards the total costs of the scheme. The contractor has been appointed to deliver this project with work due to take place over the summer months.

2 IMPROVED ACCESS TO COMMUNITY FACILITIES and RECREATIONAL AND LEISURE FACILITIES This project has been developed in partnership with a number of stakeholders within the village. It will include the installation of a pump track for bikes; improvements to the kickabout area; creation of a dedicated path to connect the school with the main entrance; new signage; adult gym equipment and outdoor wildlife and learning areas.

It is planned that this project will be developed over the summer months with an application made to the NI Rural Development Programme for support in early Autumn 2018 and delivery of the project through the Winter months.

Drumbo

The project being delivered through the programme in Drumbo is an environmental improvement scheme in the village centre, creating an improved setting for the historic pump, upgraded lighting and paving. Additional parking is also being created on Drumhill Road and within Titterington Gardens.

Funding of £150,000 was secured through the NI Rural Development Programme to deliver this project. Work is ongoing in the delivery of this scheme with the contractor currently on site. Following on from the discovery of an undocumented NIE cable work was delayed in one area of the street as NIE need to carry out works. With this completed it is expected that work will be completed by the end of June 2018.

Glenavy

Within Glenavy village a number of projects were considered but became unfeasible to deliver through the programme. This included a proposal for a new community hub which is now being progressed through an alternative route within the Council.

Through consultation the Community agreed that the priority project from the Action Plan for Glenavy should be environmental improvements in the centre of the village to improve pedestrian movements and safety; calm traffic flows and improve the setting of the war memorial.

An integrated consultant team will be appointed in the coming weeks to develop the project to full detailed plan stage; achieve any approvals needed and prepare tender documentation to appoint a contractor to deliver the projects. Following this an application will be made to the NI Rural Development Programme for £150,000 to contribute to the overall estimated cost of £200,000.

Stoneyford

Within the village of Stoneyford two main projects are being progressed. These include aesthetic improvements across the village centre and an enhanced entrance to the reservoir.

1 AESTHETIC IMPROVEMENTS

A contractor is currently on site in Stoneyford delivering these improvements. They include installation of adult gym equipment adjacent to the play park; pavement repairs; painting of fences, walls and properties along the main carriageway. The work proposed will cost £49,000 with a contribution of £28,000 from the NI Rural Development Programme having been secured.

A further element of work is proposed with the upgrading of a significant wall in the centre of the village. Following receipt of permissions it is proposed that this will form part of a separate procurement exercise and a new application to the NI Rural Development Programme for a funding contribution.

2 RESERVOIR LEISURE AND RECREATION PROJECT

A project to improve the entrance to the reservoir is planned that will include an upgraded pedestrian access; new gateway; provision of picnic tables and improved open space. NI Water have agreed to consider a request from the Council for an access licence to enable the works to be carried out with the Council committed to carrying out maintenance over the coming number of years to meet the requirements of the grant aware should it be successful.

It is proposed that following agreement from NI Water on the provision of the licence an application will be made to the NI Rural Development Programme to secure the funding contribution.

SUMMARY OF PROJECTS – NIRDP RURAL VILLAGE GRANTS

Aghalee £150,000 proposed

Dromara £78,000 secured £72,000 proposed Drumbo £150,000 secured Glenavy £150,000 proposed Stoneyford £28,000 secured £20,000 proposed

NORTHERN IRELAND BUSINESS START UP PROGRAMME (NIBSUP) Development Committee Report June 2018 APPENDIX 15ED

1. NIBSUP Delivery Team The Delivery Team for the Programme is now in place: Programme Manager –Glenny Whitley has left to take up a new post. An ITQ for the position of Interim Manager has been sent out to 8 consultants with a return date of 4th June 2018 with an appointment being made on June 11th.

2. Programme Delivery: Delivery is now progressing well following a slow start in the early months of the programme. In the first eight months of the programme (Sep 17 – Apr 18), NIBSUP has delivered 1,633 business plans promoting 1004 jobs; 3% ahead of target. For the financial year Apr 17 – Mar 18, which included NIBSUP (Aug 17 – Mar 18) and the interim programme (Apr 17 – Jul 17), 2,582 Business plans were delivered promoting 1,752 jobs; 7.8% above target. The number of jobs promoted for the Lisburn and Castlereagh City Council area for the 18/19 financial year is 96; 13% above the PfG target figure of 85 – see table at the end of this briefing document.

3. Marketing Marketing activity continued throughout March and April which ensured a high level of enquiries. Marketing surveys have shown that the ‘Go For It’ brand is recognised as being a Council led programme. This is further demonstrated in the high percentage of enquiries being made directly to local enterprise agencies. The regional campaign is supported by local advertising on billboards, bus shelters, print media and a leaflet campaign. Most council areas are running local campaigns to mark the 100th business plan in their region. This includes LCCC who hope to have associated marketing activity in June.

4. Enquiry Handling Teleperformance Ltd are providing an excellent service, handling approximately 300 enquiries per month. There are additional enquiries made through Local Enterprise Agencies and Council Economic Development Offices. Total enquires are in excess of 600 per month.

5. Management Information System The MIS is now fully operational. Additional training has been arranged for Council users and Business Advisors. Guidance notes have been prepared for council users to ensure robust reporting.

The system continues to support programme activity and facilitates ongoing programme management of key programme targets.

6. Statutory Job Creation Under the Transfer of Functions, local Councils are now responsible for fulfilling Statutory Job Creation targets. Achievement of these targets are closely linked to the NI Business Start Up Programme. The table overleaf presents an overview of LCCC’s performance during the 2017 – 2018 Financial Year.

Page 1 of 2

NORTHERN IRELAND BUSINESS START UP PROGRAMME (NIBSUP) Development Committee Report June 2018

The Statutory Job Target for LCCC in 2017 – 2018 was 85. As can be seen, this target was over- achieved through delivery of the Council’s interim business start-up programme and NIBSUP delivery to the end of March 2018. April 2018 figures show that LCCC are ahead of target in the first month of the financial year having promoted 12 jobs against a target of seven which is 14% of the yearly target. In month one LCCC are performing ahead of all other councils with Newry Mourne & Down and Mid & East Antrim at 12% of target.

Statutory Job Creation: 2017 – 2018 Business Plans Delivered Jobs Promoted*

Interim Programme - 47 36 Apr 2017 to Aug 2017

New Programme - 99 60 Sep 2017 to Mar 2018 Total 146 96 *RSI Conversion rate = 0.75762 & NIBSUP Conversion rate = 0.61472

Page 2 of 2

APPENDIX 4

APPENDIX 5

APPENDIX 6

APPENDIX 7

APPENDIX 8

APPENDIX 9

APPENDIX 10(a)

APPENDIX 10(b)

APPENDIX 10(c)

APPENDIX 10(d)

APPENDIX 11 Service Transformation Payroll / Non Payroll / Income 09/05/2018 Summary Report

Current Annual YTD Actual Exp/ YTD COMM Total Variance to Remaining Act/Comm Budget Budget Inc Act/Comm Date Budget Payroll

Development 117,291 1,367,030 114,700 97,977 19,314 117,291 2,591 1,249,739 Community Planning 10,178 104,070 8,672 8,949 1,229 10,178 1,505 93,892 Planning 95,139 1,211,668 101,969 88,465 6,674 95,139 -6,830 1,116,529 Local Development Planning 21,303 333,082 28,093 21,303 0 21,303 -6,790 311,779 243,911 3,015,850 253,434 216,694 27,217 243,911 -9,524 2,771,939

Non Payroll

Development 443,291 4,091,190 683,164 -362,053 805,344 443,291 -239,873 3,647,899 Community Planning 3,091 75,750 6,312 -2,419 5,510 3,091 -3,221 72,659 Planning 38,748 28,500 35,662 -26,914 65,662 38,748 3,086 -10,248 Local Development Planning 2,993 369,200 2,755 -2,079 5,072 2,993 238 366,207 488,123 4,564,640 727,893 -393,465 881,588 488,123 -239,770 4,076,517

Income

Development -274,144 -2,880,030 -425,495 -276,200 2,056 -274,144 151,351 -2,605,886 Community Planning -3,800 -66,400 -5,533 -3,800 0 -3,800 1,733 -62,600 Planning -195,523 -2,079,000 -258,916 -195,880 357 -195,523 63,393 -1,883,477 Local Development Planning 0 0 0 0 0 0 0 0 -473,467 -5,025,430 -689,944 -475,880 2,413 -473,467 216,478 -4,551,963

Service Transformation 258,567 2,555,060 291,383 -652,651 911,218 258,567 -32,816 2,296,493 LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF THE DEVELOPMENT COMMITTEE – 6 JUNE 2018

ADDITIONAL REPORT BY THE DIRECTOR OF SERVICE TRANSFORMATION

PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ consideration a number of recommendations specifically relating to the operation of the Council.

The following decisions are required:

1. To consider information regarding the Heathrow Logistics HUB 2. To note information regarding the outcome of Interreg North West Europe Programme- Support for Social Entrepreneurs (SuNSE)

ITEM FOR DECISION

1. HEATHROW LOGISTICS HUB

Attached at APPENDIX 1 is a copy of an email from Anne Donaghy, Chief Executive of Mid & East Antrim Borough Council, in relation to a proposal to host a dinner for representatives from Heathrow when they are in Northern Ireland for the Heathrow Business Summit on the 20th June in Belfast.

She proposes that the dinner be hosted by Mid & East Antrim Council on the 19th June as an opportunity to present the potential for a Single Northern Ireland Proposition for the Heathrow Logistics Hub.

Members should note APPENDIX 2 which is a presentation which was given by Mid & East Antrim Borough Council at a recent workshop, and which provides an overview of the Single Northern Ireland Proposition - the agreed scope of works on behalf of the participating councils and key next steps.

Participating Councils have been asked for a contribution to the dinner on the 19th June, as well as providing a list of key invitees from their respective areas.

Recommendation

It is recommended that the Committee notes the attached Appendices and considers the most appropriate course of action.

ITEM FOR NOTING

2. OUTCOME OF INTERREG NORTH WEST EUROPE PROGRAMME – SUPPORT FOR SOCIAL ENTREPRENEURS – (SuNSE)

Members should note that the Council has been offered grant of €173,182.20 over a 3.25 year programme period (September 2018 – December 2021) to develop an INTERREG North West Europe Programme being led by the Highlands & Islands Enterprise.

The proposal outlined in APPENDIX 3 aims to increase social entrepreneurship opportunities within the Council area by piloting a range of diverse business support models.

The Council will have the opportunity to partner with economic development organisations from France, Holland, Switzerland and the Republic of Ireland as part of an overall grant offer of €2,976,163.14 to be shared amongst all partners.

The investment of €173,182.20 will constitute 60% of the proposed costs to deliver the programme within the Council area. To secure this funding the Council would be obliged to match fund the remaining 40% (€115,454.80) of the proposed costs totalling €288,637 as follows:

September 18 – March 2019 – €17,762 April 2019 – March 2020 – €35,524 April 2020 – March 2021 – €35,524 April 2021 – December 2021 – €26,644.80

The total investment of €288,637 will consist of €109,380 salary costs and €179,257 for related administration, travel and project related capital investments.

It is envisaged that the Council will be expected to consider signing the terms and conditions of grant (yet to be received) by the date of the meeting of full Council in July 2018 whereby it is also expected that an internal financial appraisal of the potential €115,454.80 Council investment will also be considered for approval.

RECOMMENDATION It is recommended that the Members note the above.

DONAL ROGAN DIRECTOR OF SERVICE TRANSFORMATION 6 June 2018 APPENDIX 1

From: Jayne Logan [mailto:[email protected]] On Behalf Of Anne Donaghy Sent: 31 May 2018 16:24 To: Suzanne Wylie; Jacqui Dixon; Theresa Donaldson; Roger Wilson Cc: Olga Murtagh; Majella McAlister; John Greer; Donal Rogan; Linda Williams; Tracy Hegarty; Ursula OLoughlin Subject: Heathrow Hub Next Steps - 19 June 2018 Importance: High

Dear Colleague

Thank you for your attendance at the joint Council Heathrow Hub Workshop on Friday 25 May 2018 at the Mid and East Antrim Borough Council offices. I have attached a briefing from the workshop which highlights the next steps for the potential Heathrow Hub proposition. I had previously proposed that Mid and East Antrim Borough Council would host a dinner for the Heathrow Hub Delegation Team on 19 June 2018. This was scheduled to be a closing session from the site visits, however as you are aware the final site visits will now take place at the MJM Group site on 5 June and the Mid and East Antrim and Antrim and Newtownabbey sites on 6 June. I have been working with the Heathrow Hub Delegation Team, led by Maia Jani, and I have been advised that she and her team will be returning to Belfast on 19 June to participate in the Heathrow Summit on Wednesday 20 June. As agreed on Friday this is the best time to have the Potential Single Northern Ireland Proposition which we are devising, to be presented to the Heathrow Hub Delegation Team. I intend to invite the leaders of each of the political parties, site owners and key stakeholders including Invest NI, the NI Chamber of Commerce, the Universities and Regional Colleges, Manufacturing NI and the Permanent Secretaries of Infrastructure and the Economy. I would ask that each Council contribute to the cost of the dinner for their local MP’s, nominated Elected Members, Chief Executives, Directors and Officers as the proposed dinner looks to have in the region of 50-60 invited guests. As a guidance Mid and East Antrim and Antrim and Newtownabbey are inviting 7 of our Elected Members who have an oversight role as part of our joint bid. I trust that you find this to be acceptable, and would ask that you confirm you are happy with this before Monday 4 June 2018 with a list of your invitees that you would like to be included on the guest list. It is my intention to have the dinner invite issued by Monday 4 June 2018. Should you require anything further, please do not hesitate to contact me. Kind regards Anne

T: 028 2563 5033/4 W: www.midandeastantrim.gov.uk Mid & East Antrim Borough Council The Braid, 1 – 29 Bridge Street, , Co Antrim, BT43 5EJ

Heathrow Hub APPENDIX 2 Emerging Discovery Workshop

Anne Donaghy Chief Executive 25 May 2018 Context – Heathrow Logistics Hubs

• Heathrow committed to locate 4 Logistics Hubs across the UK to support off-site construction • Intended to spread economic benefits of expansion to communities across the country – 60% of procurement spend to be outside London • Logistics Hubs will be used to: – Deliver efficient & affordable expansion – Enable quicker delivery of the Heathrow expansion project (& unblock benefits sooner) – Create a platform for excellence in sustainability – Deliver economic benefits across the whole country • Hub criteria at EoI stage – Suitable infrastructure from the location to Heathrow – Strong SME supplier ecosystem . . . & supporting skills-base – Political support – Sites per se Councils Agreed Scope of Works • Investigate and Appraise the 6 Sites for synergy and integration - consider if other partners might be drawn in • Consult all Stakeholders • Assess the competitive context – Northern Ireland’s USPs vis-a-vis competitor territories in the UK • Map the supply chain - engage the NI Supply Chain • Identify suitable methodology/strategic approach for a single bid proposition • Produce a feasibility of a single bid with multiple sites • Engage essential commercial and strategic partnerships • Determine most suitable bid design model for PQQ • Present the Approach and Bid Model for NI partners to agree/approve • Evidence the Capacity and Capability of a NI Single Bid Six Implications for NI at this starting stage

• Multiple competing sites from NI simply not viable – coordinated approach needed • How do we make a virtue of distance – hard thinking around our USP • NI boundary with Single Market – can we make a virtue of this • Evident private sector leadership a central requirement – MJM, others? • Not yet clear what exactly Heathrow needs – as such, in-built flexibility in site/offer in response needed • We likely need to fold into bid(s) from major Construction Primes – bid tactics need thinking through

Heathrow Airport Expansion: A Logistics Hub for Northern Ireland Next Steps • SDG – Simon Pringle meeting All Site Owners & Council Leads – 1st June 2018 – Site Visit by SDG Team to Northforeshore, Silverwood Business Park and MJM Shackleton Barracks – 6th June – Completion of Site Visits – BIA, Global Point & Michelin – Meeting with Invest NI & NI Chamber of Commerce and Industry

• 19th June 2018 – Heathrow Delegation Dinner hosted by Mid and East Antrim Borough Council to present Emerging NI Proposition

• Each Council meeting to brief their MP’s in advance of 19th June Forward Timetable • Summer 2018 –Parliament approves National Policy Statement for Airports – paving way for Heathrow for planning applications for expansion

• Now - Q2 2018 – Site visits expected to conclude

• Mar 2020 – Expected date of Development Consent Order (DCO) submission by Heathrow

• Sept 2021 – Anticipated date of securing DCO for new runway

• Nov 2021 – PQQ for Logistics Hubs to conclude

• 2022 – Targeted construction start date of Heathrow expansion APPENDIX 3