Document Pack Committee and Members’ Services Section rd 3 Floor, Adelaide Exchange 24-26 Adelaide Street Belfast BT2 8GD
26 th February, 2009
MEETING OF HEALTH AND ENVIRONMENTAL SERVICES COMMITTEE
Dear Councillor,
The above-named Committee will meet in the Council Chamber, 3rd Floor, Adelaide Exchange on Wednesday, 4th March, 2009 at 4.30 pm, for the transaction of the business noted below.
You are requested to attend.
Yours faithfully
PETER McNANEY
Chief Executive
AGENDA:
1. Routine Matters
(a) Apologies
(b) Minutes
Minutes of the meeting of 4 th February
2. Directorate
(a) Media Coverage (Pages 1 - 4)
3. Building Control
(a) Energy Performance Certificate Enforcement (Pages 5 - 8)
(b) Building Control Convention 2009 (Pages 9 - 10)
(c) Applications for the Erection of Dual-Language Street Signs (Pages 11 - 12)
(d) Naming of Street (Pages 13 - 14)
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4. Environmental Health
(a) Appointment to Local Government Emergency Management Group's Radiation Monitoring Co-ordinating Committee (Pages 15 - 18)
(b) Employment of Hate Crime Officer (Pages 19 - 116)
(c) Tackling Health Inequalities Conference (Pages 117 - 122)
(d) Response Plan for Suicide Clusters (Pages 123 - 132)
5. Waste Management
(a) Tender for the Collection and Recycling of Mixed Timber from Recycling Centres (Pages 133 - 134)
(b) Acceptance of Clays and Soils at the Former Dargan Road Landfill Site (Pages 135 - 138)
(c) Chartered Institution of Wastes Management Conference (Pages 139 - 144)
Page 1 Agenda Item 2a
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Media Coverage
Date: 4th March, 2009
Reporting Officer: Mr William Francey, Director of Health & Environmental Services, ext 3260
Contact Officer: Ms Joanne Lowry, Media Relations Officer, ext 6270
Relevant Background Information
Members agreed that a quarterly report on media coverage would be brought to committee to keep members up to date on current issues.
Key Issues
A report on media coverage for the period December 2008 – February 2009 has been appended to this report.
Recommendation
Members are asked to note the report.
Document Attached
Report on media coverage for the period December,2008 – February, 2009.
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Council-generated media coverage
Eleven press releases have been issued since December, highlighting several Department initiatives.
Our Get Home Safe Christmas campaign attracted a lot of media attention and a very successful launch was held in the Northern Whig. We continue to highlight our partnership working with the PSNI and other agencies on the Get Home Safe campaign throughout the year, and more PR is planned around the St Patrick’s Day celebrations, particularly aimed at students in the Holyland area.
The Holyland wardens scheme and the roaming wardens continue to have a very positive profile in the media and many of the local papers have covered the community ‘exit’ events, providing feedback from residents.
Our fortnightly ‘Safer Belfast’ campaign still runs in the four editions of the Community Telegraph and provides an opportunity to profile some of the work carried out by our community safety team and Community Safety Partnership to tackle anti-social behaviour.
This year’s Young People Awards have been launched and an awards ceremony will be held at the Waterfront Hall in March, with PR planned around the event.
We generated some media coverage of the ‘Dragons Den’ competition for schools which is part of the council’s ‘Litter - get a grip!’ anti-litter campaign. More coverage of the campaign is planned in the coming weeks with primary schools having just signed up to the Lord Mayor’s Big Cleanup Challenge which will be happening across Belfast.
Our recycling campaign continues to generate a lot of media interest with the Christmas ‘treecycling’ campaign being well covered. We did some very positive PR around the success of our food waste collection trial and the boost to recycling rates, as well as the introduction of new recycling facilities at Glentoran FC and Queen’s Elms. We have also been working proactively with local community newspapers to identify any problems with changes to bin collections etc, where the food waste trial has been rolled out, and are working to identify opportunities for articles.
A cookery workshop aimed at Chinese chefs to promote healthier options for takeaways was recently held at Belfast Metropolitan College and generated some press interest, with more coverage expected. The masterclass was organised by the council and was hosted by celebrity chef Nancy Lam.
The suspension of the entertainments licence at Whites Tavern was covered widely by the media. An agreed statement was issued following the Licensing Committee decision.
There was a lot of media coverage of the death of Ashley Cunningham at our landfill site. An agreed statement was issued to the Press following the outcome of the court case.
Statistics
There were 79 press enquiries between December 08 and February 09 directly related to the work of the Department. This accounted for around a fifth (22%) of the total number of enquiries (360) dealt with by the Media Relations office for the same period.
Other coverage
There has been some coverage of plans for the runway extension at Belfast City Airport and the council’s call for a public local inquiry.
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Our consultation on the North Foreshore regarding Arc 21 proposals for an EfW facility has generated some media coverage already and more is expected over coming weeks with the public consultation now underway.
Dog fouling has been highlighted in some of the local newspapers and we are working with reporters to highlight messages of responsible dog ownership. We are also planning some positive publicity around the council’s purchase of four FIDO machines to tackle the problem of dog litter in the city – this has already received some very positive coverage.
Cllr Lavery worked with our Building Control Service to highlight problems with loft conversions carried out by rogue builders in the North Belfast News.
There was quite a bit of coverage about an underage disco held at the Odyssey which is being investigated by our Environmental Health and Building Control teams.
There have been some reports in the media about safety at sports grounds and we have responded appropriately to the media regarding council’s role in health and safety.
Page 5 Agenda Item 3a
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Proposed One Year Pilot Scheme - Energy Performance Certificate Enforcement
Date: 4th March, 2009
Reporting Officer: Mr. Trevor Martin, Head of Building Control, ext 2450
Contact Officer: Mr. Donal Rogan, Building Control Manager, ext 2460
Relevant Background Information
Members will recall that at its meeting of 4 June 2008 the Committee recommended in principle that the Council becomes the enforcing body for the Energy Performance of Buildings (Certificates and Inspections) Regulations (Northern Ireland) 2008: Energy Performance Certification Scheme. The Committee also agreed that the Building Control Service work with the Department of Finance and Personnel (DFP) in agreeing the framework for how this scheme would be administered. This recommendation was subsequently ratified by full Council.
The DFP in conjunction with Building Control Officers from across Northern Ireland, including Belfast, has drawn up and agreed a draft memorandum of understanding in relation to how these regulations should be enforced.
Key Issues
It has been agreed with the DFP that there will be no cost burden for the Councils in taking on this enforcement role. The degree of funding which will be allocated by the DFP is yet to be finalised but indications are that the allocation of funding would enable the employment of three/four building control surveyors to work with government, businesses and the general public in assisting them to comply with the legislation.
Furthermore there will be a budget established for promotional and educational activity. Additionally the DFP in the memorandum of understanding has committed to indemnify the council in whose area the enforcement activity takes place against any associated legal costs.
Following discussions with the representative forums for Building Control across Northern Ireland it was agreed there are many unknowns as to the possible implications of this legislation. For example, parts of the legislation were phased in prior to the current economic climate. The construction industry and property market Page 6
have changed significantly since it was first proposed that the enforcement of these regulations be delegated to Councils.
Consequently it has been agreed with DFP representatives that enforcement powers be transferred initially on a one year pilot scheme. This is designed to ensure the implications of enforcing these regulations are fully understood by all before entering into a permanent agreement.
Having considered several options it was also agreed the most efficient way to manage this project would be to appoint one Council as the employing authority for all of Northern Ireland. Members may recall that this is a similar approach to that which was adopted when Tobacco Regulations were initially introduced. On that occasion Omagh District Council was to be the employing authority.
The purpose of this report is to seek permission from the Committee to enable the Building Control Service on behalf of the Council to express an interest to be the employing authority for the one year pilot study scheme in relation to the EPC regulations. This role would be predicated upon agreement with the other councils and DFP in relation to the draft enforcement protocol.
Given its size and the density of its built environment the greater Belfast region will require the most intense concentration of effort to promote and ensure compliance with the legislative requirements set out in these regulations. Therefore it is logical that Belfast City Council be considered as the employing authority for Northern Ireland.
A further report will be submitted to Committee seeking approval of any draft agreement between the councils and the DFP. This report will outline the exact nature and implications of any agreement and will be subject to approval by our Legal Services Department.
Having consulted with our Human Resources Section, the creation of any temporary posts, with funding, would be approved under the Scheme of Delegation; relevant job descriptions for such posts would be evaluated in accordance with council procedures; the posts would be trawled as development opportunities for building control staff within the 26 councils; and legal agreements would be drafted to ensure consistency of terms and conditions of employment. The Trade Unions would also be consulted in respect of this initiative. Given the current redeployments happening within the Service and the home working arrangements already in place there would be sufficient office accommodation to facilitate any additional staff.
Such an initiative will provide an opportunity for further redeployment of Building Control Staff to mitigate the effects of a decrease in income for the Service.
Resource Implications
There are no financial implications as the DFP are proposing to fund all the employment, promotion, educational and legal costs associated with this pilot study. With the current proposal for the redeployment of Building Control staff there will be no implications in respect of additional office accommodation.
There are Human Resources implications in that three/four staff will be dedicated to carrying out this function. However, this will give the Service the opportunity in Page 7
conjunction with the other councils to redeploy resources to this fully funded activity. In doing this the net expenditure of Building Control has the potential to be further reduced.
Recommendation
The Committee is recommended to:
• Agree that the Council expresses an interest in becoming an employing authority for the proposed one year pilot with regards to the enforcement of EPCs.
Abbreviations
DFP - Department of Finance and Personnel Northern Ireland. EPC - Energy Performance Certificates.
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BLANK PAGE Page 9 Agenda Item 3b
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Building Control Convention 2009
Date: 4th March, 2009
Reporting Officer: Mr. Trevor Martin, Head of Building Control, ext 2450
Contact Officer: Mr. Donal Rogan, Building Control Manager, ext 2460
Relevant Background Information
Members will be aware that the Northern Ireland Group Building Control Committee seeks to ensure consistency of interpretation and co-ordination of the building regulations across the twenty five councils (except Belfast City Council) within Northern Ireland. They achieve this by the formation of Group Structures, where the twenty five councils are divided into five group areas. Each Group area has a Committee of Officers and Elected Members representative of those respective councils and they meet both individually, and collectively as a Northern Ireland Forum.
While Belfast is not part of the Group structure provided for in legislation, the Members may recall an invitation for them to participate in the Northern Ireland Group Forum to ensure wider cooperation between all councils. The Head of Building Control and the Chair and Deputy Chair of the Committee are the representatives of the Council on this forum.
Members will be aware that two of the key outputs from the Northern Ireland Group Forum are an annual study tour followed by a joint member-officer annual convention. A principal reason for holding an annual convention is to debate current issues of concern and disseminate the learning from the study tour to a wider audience of both members and officers.
Key Issues
Hosting of Event
Each of the five groups has now taken it in turn to host the annual Building Control convention. At the Northern Ireland Building Control Committee meeting held on 23 January 2009 it was proposed that this year’s convention be hosted by Belfast City Council, subject to Council approval.
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Capacity Building It is important that the members and officers attend these events for the purposes of increasing knowledge and awareness of built environment issues. The convention provides this development opportunity. By common consensus the last two conferences hosted in Kiladeas and Limavady respectively have been highly successful in engaging both members and officers around pertinent issues.
The annual study tour, which is organised by the Group Committee usually guides the theme of the convention and members will recollect the last two conventions were based upon sustainability. Should the study tour proceed it is envisaged that the learning attained from the study tour can be effectively disseminated through a convention being held.
Costs It has been customary practice that this event is run on a non-profit basis. The delegate’s fee covers the costs of the venue, catering, guest speaker fees and associated overheads.
We are acutely aware of the harsh economic climate that all councils and the industry are currently dealing with therefore the planning of any event will take account of this.
Convention Venue Normal practice is that the host council or group of councils would locate the venue for the convention within their respective area. Should the members consider it appropriate this year’s convention will be held in Belfast and will bring benefits to our local economy.
Resource Implications
There are no financial implications. Conventions are based on a self financing model by charging a delegate fee for attendance. In the unlikely event of the delegate numbers not being as anticipated the Northern Ireland Building Control Executive Committee will subsidise the event from existing resources.
There are no Human Resources, Assets or other implications to this report apart from the officer's time involved in setting up and hosting the event. This resource will be absorbed under the current budgetary proposals for customer and stakeholder engagement.
Recommendation
The Committee is requested to authorise the Head of Building Control to co-ordinate and host the Building Control Convention 2009 in Belfast on behalf of the Council.
Page 11 Agenda Item 3c
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Applications for the Erection of Dual-Language Street Signs
Date: 4th March, 2009
Reporting Officer: Mr Trevor Martin, Head of Building Control, ext 2450
Contact Officer: Mr John Cassidy, Business Support Manager, ext 2422
Relevant Background Information
The power for the Council to consider applications to erect a second street nameplate in a language other than English, is contained in Article 11 of the Local Government (Miscellaneous Provisions) (NI) Order 1995.
Applications have been received to erect a second street nameplate at Islandbawn Street, Brighton Street, Islandbawn Drive and Nansen Street, showing the name of the street expressed in a language other than English. The second language is Irish.
The translations were authenticated by Queens University, the approved translator for Belfast City Council.
In accordance with the Council’s policy for the erection of dual language street signs, surveys of all persons appearing on the Electoral Register for the above streets, were carried out and the following responses were received:
Islandbawn Street, BT12
23 (77%) are in favour of the erection of a second street nameplate 7 people (23%) did not respond to the survey
Brighton Street, BT12
11 people (85%) are in favour of the erection of a second street nameplate 2 people (15%) did not respond to the survey
Islandbawn Drive, BT12
9 people (75%) are in favour of the erection of a second street nameplate 3 people (25%) did not respond to the survey
Nansen Street, BT12
27 people (71%) are in favour of the erection of a second street nameplate 11 people (29%) did not respond to the survey
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The Council’s policy on the erection of a second street nameplate requires that at least two thirds (66.6%) of the people surveyed must be in favour of the proposal to erect a second street sign in a language other than English.
Key Issues
To consider the following applications for dual language street signs for existing street names within the City.
English Name Non-English Location Applicant Persons Name Surveyed
Islandbawn Sráid an Oileáin Off Falls Councillor 30 Street Bháin Road, BT12 Michael Browne
Brighton Sráid Brighton Off Falls Councillor 13 Street Road, BT12 Michael Browne
Nansen Street Sráid Nansen Off Falls Councillor 38 Road, BT12 Michael Browne
Islandbawn Céide an Oileáin Off Falls Councillor 12 Drive Bháin Road, BT12 Michael Browne
The application particulars are in order and the Royal Mail has no objections to the proposed dual language street signs.
Resource Implications
There is a cost of £600.00 covering the manufacturing and erection of these dual language street signs. The cost of this service has been allowed for in the current budget. There will be additional human resource or asset implications.
Recommendation
As more than two thirds of the total numbers of persons surveyed in each street are in favour of the proposal to erect a second street nameplate in Irish at the above locations, the Committee is recommended to approve these applications.
Page 13 Agenda Item 3d
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Naming of Street
Date: 4th March, 2009
Reporting Officer: Mr Trevor Martin, Head of Building Control, ext 2450
Contact Officer: Mr John Cassidy, Business Support Manager, ext 2422
Relevant Background Information
The power for the Council to name streets is contained in Article 11 of the Local Government (Miscellaneous Provisions) (NI) Order 1995.
Key Issues
To consider the following application for the naming of a new street in the City.
Proposed Name Location Applicant
Mill Race Off Monagh By Pass, BT11 Consarc Architects
The application particulars are in order and the Royal Mail has no objections to the proposed name. The proposed new name is not contained in the Council’s Streets Register and does not duplicate existing approved street names in the City.
Resource Implications
There are no financial, human resources or assets and other implications in this report.
Recommendations
Based on the information presented, the Committee may either:
• Grant the applications, or
• Refuse the application and request the applicant to submit another name for consideration.
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Page 15 Agenda Item 4a
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Appointment to Local Government Emergency Management Group Radiation Monitoring Co-ordinating Committee
Date: 4th March, 2009
Reporting Officer: Mrs. Suzanne Wylie, Head of Environmental Health, ext 3281
Contact Officer: Mrs. Heather Armstrong Principal Environmental Health Officer, ext 3314
Relevant Background Information
In 1984 coastal district councils in Northern Ireland began monitoring radioactivity in the marine environment as a consequence of public concern about radioactive discharges from the nuclear fuel reprocessing plant at Sellafield into the Irish Sea.
Following the accident at Chernobyl in 1986, which resulted in the release of airborne radionuclides, this monitoring programme was extended beyond the marine environment to cover fresh water and terrestrial samples. This monitoring helps to provide background information over a period of time so that any fluctuations in the radioactive content of environmental materials derived from man-made or artificial sources can be quickly identified and appropriate action taken.
Results show that very small levels of man–made radionuclides have been identified in many of the samples examined, although none of the levels found is expected to be hazardous to the public. The concentrations found represent a tiny fraction of the national regulatory (cautionary) limits of radiation dose to members of the public. The maximum dose likely to be experienced by an adult living in Northern Ireland, derived from artificial sources of radioactivity, is low and within expected natural variations.
The overall trend in the levels for most man-made radioactive contamination has been progressively downward since the 1980’s. Page 16
Key Issues
In 1988 the Northern Ireland Radiation Working Party recommended that a Joint Radiation Committee be formed, comprising representatives from Belfast and the 4 regional Environmental Health Groupings. It comprised Environmental Health Officers (EHOs) representing each Group area and Belfast together with an EHO from the Department of the Environment. This Group later evolved to form the current Northern Ireland Radiation Monitoring Group.
The Group recognised the importance of dialogue between Officers and elected representatives and recommended the formation of a Member/Officer Steering Group for Northern Ireland. Consequently the Northern Ireland Radiation Monitoring Co-ordinating Committee was formed in 1989. It comprised of 5 full members, to be District Councillors and 5 advisory members to be Chief Environmental Health Officers/Heads of Environmental Health or their nominees.
Over time this Committee lapsed but it is now intended to reconvene this body as a new radiation sub group of Local Government Emergency Management Group (LGEMG) which oversees wider emergency planning arrangements. It is intended that once reinstated, the Group will be a voice for Local Government on radiation matters and a mechanism for promoting related issues. The Group is not an official body and therefore it is deemed appropriate for the Health and Environmental Services Committee to nominate an Elected Representative.
Resource Implications
Appointment would require attendance at approximately 3 meetings per year in Northern Ireland. Therefore the main costs associated with this will be Officer and Member time and mileage.
Recommendation
The Committee is asked to nominate the Chairman or his nominee to attend meetings of the Radiation Sub Group of LGEMG along with the Principal Environmental Health Officer (Environmental Protection Unit).
Key to Abbreviations/Glossary of Terms
EHO Environmental Health Officer
LGEMG Local Government Emergency Management Group
Nuclide A species of atom characterised by the number of protons and neutrons and, in some cases, by the energy state of the nucleus.
Radiation The process of emitting energy as waves or particles
Radioactivity The property of radionuclides of spontaneously emitting ionising radiation normally associated with nuclear decay to another nuclide
Document Attached
LGEMG Radiation Monitoring Co-ordinating Committee Terms of Reference
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LGEMG RADIATION MONITORING CO-ORDINATING COMMITTEE
Terms of Reference
1. There shall be established in Northern Ireland a Committee entitled “LGEMG Radiation Monitoring Co-ordinating Committee”, hereinafter referred to as “the Committee”.
2. The Committee shall be composed of
a) five full members who shall be district councillors; and b) five advisory members who shall be Chief Administrative Environmental Health Officers or their nominees.
3. One of the five full members shall be appointed by Belfast City Council and one shall be appointed by each of the four Public Health Committees, hereinafter referred to as “the appointing bodies”.
4. The full members of the Committee shall serve for four years, but shall cease to be members of the Committee
a) if they cease to be district councillors; or b) if their appointment is revoked.
5. Upon a person ceasing to be a member of the Committee in accordance with the provisions of Clause 4 of this scheme, the appropriate appointing body shall appoint a replacement who shall serve for the remainder of the term of the original member.
6. The Committee
a) shall appoint a chairman from among its members; and b) may appoint an honorary secretary.
7. In respect of any expenditure so incurred, each appointing body shall contribute one fifth of the total.
8. At meetings of the Committee all members may contribute to discussions but only full members shall be entitled to vote.
9. It shall be the function of the Committee
a) to appoint from its membership an elected councillor to represent the Committee at meetings with outside bodies as required
b) to appoint such officers as shall be required to undertake the work of the Committee and any Technical Panel of Officers as may be required.
c) to undertake such other duties as shall be accorded to it by LGEMG.
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Page 19 Agenda Item 4b
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Employment of Hate Crime Officer
Date: 4th March, 2009
Reporting Officer: Mrs. Suzanne Wylie, Head of Environmental Health, ext 3281
Contact Officer: Mr. Richard McLernon, Community Safety Co-ordinator, ext 3324
Relevant Background Information
Under the auspices of the first Belfast Community Safety Strategy 2005-2008, the Belfast Community Safety Partnership (BCSP) and the Council’s Good Relations Unit worked in partnership to deliver the Diversity Project to promote community cohesion and good relations and to reduce levels of hate crime in the city.
The Committee will be aware that a new Safer Belfast Plan 2009-2011, has been developed and will be launched during March 2009. The new plan is based on four themes – Addressing Anti-social Behaviour, Helping Belfast Feel Safer, Dealing with Hate Crime, and Reducing Alcohol Fuelled Violent Crime.
Within the Hate Crime theme there are five projects, namely:
• Tension Monitoring; • Media Engagement; • Training and Engagement; • Awareness Raising; • Hate Crime Convention.
Tension Monitoring This is a process whereby various networks are used to alert agencies at an early stage to rising levels of community tension so that they can ensure rapid and targeted interventions. This process is based on good practice from England and Wales and is recommended by the Home Office as a technique for developing understanding and preventing tensions that can lead to hate crime, increased feelings of fear and breakdown of community cohesion.
Media Engagement This project will focus on working with the media to ensure more responsible reporting of the issue of hate crime and that positive stories are also generated on a regular basis.
Hate Crime Training and Engagement Programme This project will involve the development a programme of training targeted at communities, to help address attitudes and misconceptions that can lead to Hate Crime.
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Hate Crime Awareness Campaign The Awareness Raising project will develop Anti Hate Crime messages that will be displayed / conveyed at venues/events frequented by young people and young adults, in both community and social settings. For example, Anti Hate Crime sponsorship of particular Disc jockeys (DJs) who will promote an Anti Hate Crime message at various events throughout the city.
Hate Crime Convention This annual event will build on the success of our inaugural Hate Crime Convention that was held in September 2008 and will be used to engage with various groups and partners to determine issues around Hate Crime and the impact of our projects and plans. It will also be an opportunity to look at best practice elsewhere and how that could be adapted for Belfast.
These projects were developed following extensive consultation with groups dealing with Hate Crime in Belfast and are being taken forward by a Hate Crime sub group of the BCSP. The group consists of representatives from groups covering issues of disability, race, sectarianism, sexual orientation, and faith, as well as statutory representatives from PSNI, NIHE, and Belfast City Council Good Relations Unit (which is fully supportive of the plan).
Key Issues
To support the implementation of the above Hate Crime projects it is proposed by the BCSP that a Hate Crime Officer be employed within Belfast City Council’s Community Safety Team for a two year period, using the NIO’s funding package for CSP programme work, supplemented by a contribution from the NIHE and specific Hate Crime funding from the NIO.
This Officer will spend 60% of their time implementing the Tension Monitoring Project and 40% on the other Hate Crime Projects. Their duties will include liaising with key partners such as Belfast City Council Good Relations Unit, PSNI, NIHE, Community Relations Council, NICEM, and Chinese Welfare Association. A key element of their job will be to build relationships with community representatives, through Area Partnership Boards, Belfast Conflict Resolution Consortium, South Belfast Roundtable, and others as appropriate and to support and monitor progress in the introduction of tension monitoring to Belfast.
It is intended that the Officer should be appointed on a two year fixed term contract to cover the same period as the Safer Belfast Plan (2009 – 2011). A full job description is currently under development and this will be sent to the Business Improvement Service for grading before being advertised.
Funding – Tension Monitoring/Hate Crime Officer (2 years) BCSP £50,000 (from NIO allocation for programme work) NIHE £25,000 (to be confirmed) NIO Community Safety Unit £25,000 (to be confirmed)
The post is being subjected to the Council’s vacancy vetting processes.
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Resource Implications
Financial This post will be funded from external contributions. The main bulk of the funding will come from the Community Safety Partnership’s allocation for programme funding and negotiations are well underway to secure the remainder of the funding from NIHE and from the NIO directly. These partner agencies need assurances that the Council will employ the officer on behalf of the CSP before providing final commitments.
The only costs to the Council will be provision of office space, equipment and line management. This has been allowed for in the Revenue Estimates for 2009/2010.
Recommendations
It is recommended that the Committee:
• notes the planned activities for dealing with hate crime
• agrees to the appointment of a Hate Crime Officer on a two year fixed term basis, subject to funding being made available by the CSP, NIO and NIHE.
Abbreviations
NICEM – Northern Ireland Council for Ethnic Minorities BCSP – Belfast Community Safety Partnership NIHE – Northern Ireland Housing Executive PSNI – Police Service of Northern Ireland
Documents Attached
Appendix 1 - Safer Belfast Plan 2009-2011 Appendix 2 - Tension Monitoring briefing note
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Page 23 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Safer Belfast 2009/2011
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 1 - Page 24 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Safer Belfast
Index Introduction to Safer Belfast …3 Belfast Community Safety Partnership …5 The Safer Belfast Process …6 Communities at the heart of a Safer Belfast …7 Awareness of Safer Belfast …8 Measuring progress towards a Safer Belfast …9 Our approach to a Safer Belfast …10 The Safer Belfast Action Plan 2009/2011 …11 Tackle antisocial behaviour Funded by Belfast Community Safety Partnership …12 Delivered in partnership …20 Core contributing work …24 Reduce alcohol fuelled violent crime Funded by Belfast Community Safety Partnership …27 Delivered in partnership …44 Core contributing work …45 Deal with hate crime Funded by Belfast Community Safety Partnership …46 Delivered in partnership …55 Core contributing work …56 Help Belfast feel safer Funded by Belfast Community Safety Partnership …57 Delivered in partnership …71 Core contributing work …73 Investment in a Safer Belfast …74
Appendices Safer Belfast Strategic Assessment; executive summary …77 Belfast Community Safety Partnership Membership List …79 The Safer Belfast Structures …83 The Roles of the Safer Belfast Structures …84 Community Engagement Principles …85 Current “map” of community engagement structures …87 Descriptions of success; Safer Belfast Aims …88
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 2 - Page 25 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Introduction to Safer Belfast
“Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime; and help Belfast feel safer” Belfast Community Safety Partnership, 2008
Belfast Community Safety Partnership decided to focus on four issues after reviewing statistics and considering community consultations from 2007. The consultations included Belfast City Council’s public consultation and the Safer City Research which was commissioned jointly by Belfast Community Safety Partnership and Belfast District Policing Partnership.
The issues which are the Safer Belfast themes are antisocial behaviour; alcohol fuelled violent crime; fear of crime and hate crime. (Appendix i; the executive summary of the Safer Belfast Strategic Assessment for more detail)
Creating a safer city is clearly a priority issue for the public. As a result of our previous success Belfast Community Safety Partnership has the relationships and the experience to significantly contribute towards developing a Safer Belfast.
The landscape for the public sector is changing and preparation for community planning is challenging us to take a more holistic approach to developing a Safer Belfast. The development of the new Regional Agency for Public Health and Social Well Being and the subsequent localisation of this at a district council level will significantly change the commissioning and delivery of health and social care in Belfast; and the new education and skills authority will have implications for the formal and informal education of our young people and for their progression into work.
Therefore we have designed this process to widen participation in the planning and sustainability of our work. We work with over fifty organisations and groups from across the city.
Our commitment to community engagement, as we develop a Safer Belfast will ensure that we continue to grow and support more people to work together.
In central government community safety sits with the Northern Ireland Office, but is likely to fall into the new Department of Criminal Justice within the Office of the First Minister and Deputy First Minister on its devolution to The Northern Ireland Assembly at Stormont.
The ministerial review of the future for Community Safety Partnerships and District Policing Partnerships is likely to have an impact during the review of public administration. However in recognition of the need for closer working between both partnerships there has been significant representation from the
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 3 - Page 26 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______various structures with Belfast District Policing Partnership throughout the Safer Belfast Process.
These changes bring with them more challenges and opportunities, but our process is laying the foundations for a sustainable and effective mechanism which can continue to develop a Safer Belfast.
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 4 - Page 27 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Belfast Community Safety Partnership
Belfast Community Safety Partnership is a vibrant and ambitious partnership, committed to working together to develop a Safer Belfast; so much so that it decided to attempt a “community planning” approach.
For us, the community planning approach means that Belfast City Council acts as the civic leader, and we work with different agencies and sectors to plan how we deliver services together in a way that complements each organisation’s core business.
The partnership gains its political legitimacy through all party group representation from Belfast City Council and is accountable through the Health and Environmental Services Committee. Belfast City Council has been working internally to build the capacity of the council to continue to lead on the development of a Safer Belfast.
Most statutory agencies participate in the community safety partnership with a drive to find practical solutions. The community sector is represented through area partnership boards and along with the representatives from the voluntary sector, ensures the community is at the heart of community safety.
The strategic tier has five main functions; to be responsible for achieving a Safer Belfast and to provide leadership and political legitimacy to the process. They must also embed community safety in their organisation; to connect the process and the partnership to community planning, the review of public administration, and the devolution of policing and justice to the NI Assembly at Stormont; these last two functions require that members of the strategic tier lobby, advocate and influence other structures and processes to develop a Safer Belfast.
The operational tier is responsible for coordinating the thematic and tasking parts of the process to deliver on a Safer Belfast to escalate to the strategic tier. They also ensure that community engagement is embedded across the process.
To capture and maintain this energy and commitment Belfast Community Safety Partnership will review the structures and process around direct representation by revisiting the Partnership Agreement in 2009.
The current membership list is detailed in appendix ii with the structure in appendix iii and roles in appendix iv.
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The Safer Belfast Process
This is the “community planning approach” by which partner organisations and stakeholders cooperate to develop a Safer Belfast. The process operates through a number of mechanisms but is designed to be sustainable, relevant and adaptable to allow us to focus on developing a Safer Belfast that people can see and feel. Please see appendix iii for the structures and appendix iv for the roles of these structures.
The Safer Belfast Process has many strands to it including the political legitimacy and strategic leadership provided by the strategic tier and the coordination and delivery of solutions by the operational tier.
The Safer Belfast themes were set and taken forward by interagency, intersectoral, city wide thematic groups. The thematic groups will assess how we tackle antisocial behaviour, reduce alcohol fuelled violent crime, deal with hate crime and help Belfast feel safer and then develop new interventions and solutions when we need them.
The last community safety plan was inflexible and we were unable to respond to emerging issues. This time we have developed a tasking process. The tasking group has been designed to allow us to react and respond to emerging issues by using the existing resources of partner organisations and by working better together. In addition, a small resource from the NIO indicative allocation has been ring fenced to fund other actions required by the tasking group.
The sustainability and adaptability of this process comes from our investment in a Safer Belfast Analyst to provide relevant and contemporary information about community safety issues; and the development of mature performance management systems to measure and deliver continual improvement.
Safer Belfast encompasses much more than Belfast Community Safety Partnership has taken into consideration before. In addition to the delivery of partnership funded projects it reflects other projects delivered in partnership by members, but which are not directly funded by the CSP; and the core work of partner organisations.
To succeed as an interagency intersectoral process which is committed to developing a Safer Belfast, it must challenge partners, create better ways of working together and bring added value to current activity; as well as show innovation to meet new and increasing demands.
Safer Belfast is the process by which we can realise our ambition of evidence based, effective collaborative working to help Belfast be safer and feel safer.
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Communities at the heart of a Safer Belfast
Belfast Community Safety Partnership has adopted a range of community engagement principles which guide our engagement from consultation to partnership delivery of services and interventions. Please see appendix v for more detail.
To keep communities at the heart of community safety, each of the thematic groups is responsible for hearing what is said through community engagement in relation to antisocial behaviour; alcohol fuelled violent crime; hate crime; and feeling safer.
As with all Safer Belfast endeavours, the partnership will utilise the community engagement structures which currently exist like Belfast District Policing Partnership, the Health Action Zone, Neighbourhood Renewal Partnerships and the Housing Executive’s community involvement framework. This will allow us to bring community safety into other agendas across the city.
The community safety partnership’s community engagement subgroup has oversight of this work and is currently working through the practicalities of mapping and linking with structures that will achieve this aspiration to keep communities at the heart of a Safer Belfast. Appendix vi shows the initial mapping of community networks that the community safety team works with directly; the final map will reflect the community engagement processes of partner organisations as well.
It is anticipated that the map will be complete by the end of March 2009.
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Awareness of Safer Belfast
Communication Belfast Community Safety Partnership will build and maintain relationships with the public by working with the media, for example with articles in Belfast City Council’s City Matters magazine and the Community Telegraph’s Safer Belfast series.
In addition we will communicate and engage with the wider voluntary and community sector across the city by publishing quarterly Safer Belfast news sheets and an annual report as well as maintaining our website at www.belfastcity.gov.uk/saferbelfast
The Safer Belfast plan contains a number of awareness raising projects and these will be coordinated by the Communication and Information Officer to ensure clear consistent messages are delivered.
Marketing/Publicity This new approach to developing a Safer Belfast demands clear communication; clear communication requires an appropriate marketing/publicity policy.
We will endeavour to work with marketing teams of partner organisations to develop and agree how we present the body of work that is Safer Belfast and the composite projects.
It is important that the agreed marketing/publicity approach is utilised through out our community engagement work to reassure the public that the community safety partnership is working together in a joined up fashion and that our relationship with them is being fed into a bigger movement to develop a Safer Belfast.
It is anticipated that this agreed approach is implemented from April 2009, as per the “go live date” for projects.
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Measuring progress towards a Safer Belfast
Belfast Community Safety Partnership has developed a performance management system to measure and deliver continual improvement.
The four thematic groups act as interagency, intersectoral, city wide forums that will measure our progress towards the aims for a Safer Belfast (appendix vii). Having determined what success looks like for each aim; they will regularly determine our status and track our progress over time.
In determining how close we are to achieving the Safer Belfast aims, the thematic groups will have statistical analysis reports. These analysis reports will reflect information from partner organisations; however progress can be partly reflected by comparing 2007 data and 2011 data from recorded police figures and the results of research carried out by Belfast City Council and Safer City. Using these measures our Safer Belfast targets are to reduce the level of recorded antisocial behaviour by 15% by 2011; to achieve a 5% reduction in alcohol fuelled violent crime by 2011; to have 5% fewer recorded incidents of hate crime by 2011 and for 5% more people to report that they feel safer in their area in 2011 than they did in 2007.
Independent monitoring/evaluation forms as well as self assessments from community safety projects will form part of the progress deliberations. We will move towards all Safer Belfast projects completing monitoring forms and utilising core evaluation questions so information from all relevant projects can be included and compared.
Thematic groups will also take into consideration what they are hearing through the community engagement processes; the knowledge of their organisations and their professional judgement.
The thematic groups will drive continual improvement by utilising the tasking process to respond to emerging issues with existing resources; or as a key stakeholder group they will develop new interventions.
The four reports for the tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime; and help Belfast feel safer thematic groups will be collated into one Safer Belfast performance management report by the operational tier. This will be presented to the Strategic Tier of Belfast Community Safety Partnership and published on line.
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Our Approach to a Safer Belfast
Safer Belfast focuses on four themes; to tackle antisocial behaviour, reduce alcohol fuelled violent crime, deal with hate crime and help Belfast feel safer.
To achieve these, we will deliver the Safer Belfast Action Plan 2009/2011 which reflects work funded by the Community Safety Partnership, work delivered in partnership by members but funded from elsewhere and the core work of member organisations.
To tackle antisocial behaviour we will focus on developing more localised (north, south, east and west basis), community led interventions which are better coordinated.
The plan builds on the interagency forums with structures that engage communities in identifying and delivering prevention as well as working together to respond to antisocial behaviour.
To reduce alcohol fuelled violent crime we will invest in a range of projects which target the inappropriate supply and promote the proper use of alcohol, on strengthening current initiatives and industry standards. Much of the work will be managed through the Get Home Safe Partnership, and the antisocial behaviour structures detailed above.
To deal with hate crimes we will work closely with Belfast City Council’s Good Relations Team however we will focus on preventing and dealing with hate crimes and their impact, as opposed to their motivations.
When we think of hate crime we often think of those motivated by racism, disability and sexual orientation. However it is important to note that 65% of incidents within the hate crime categorisation are motivated by sectarianism.
This action plan recognises that the work of the other three groups will contribute to help Belfast feel safer, but that further activity needs to be delivered with this express purpose in mind.
However Safer Belfast is more than even this; it is about influencing other agendas, policies and strategies which have an impact on helping Belfast be safer and feel safer, not just in 2009, 2010 and 2011; but in the future as well. To action this, the strategic tier will develop, agree and deliver an influencing strategy.
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The Safer Belfast Action Plan 2009/2011
Each Safer Belfast Thematic Group went through a process of identifying and prioritising projects which best suited the needs and answered the problem profiles identified by the Safer Belfast Analyst.
These have been reviewed by the Community Safety Partnership’s Operational Tier to ensure complementarity and cohesion into one Safer Belfast Plan 2009/2011.
Section one provides more detail about each project that the community safety partnership intends to fund from its allocation from the NIO’s Community Safety Unit.
The second section reflects work that is delivered through joint working by members, but is not funded directly by the community safety partnership.
Both of these sections contain “work in progress” which will be populated with information as it becomes available; particularly in relation to financial contributions and in-kind resources from partners.
Section three indicates some of the core work of partner organisations and how it contributes to developing a Safer Belfast. The information about projects and programmes in this section are provided directly from partners; as more information becomes available it will be added to this section.
It is clear that this document is fluid and developing. As the discussions and negotiations between members and within member organisations result in confirmed commitments this document will be updated.
Our intention is to launch a public facing Safer Belfast 2009/11 Plan in early 2009.
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Tackle Antisocial Behaviour
Section one – projects funded by Belfast Community Safety Partnership to tackle antisocial behaviour
Project title: Antisocial behaviour fora
Project Description: The purpose of the anti social behaviour fora is to bring statutory agencies together to share information and develop responses to individuals involved in local anti-social behaviour. The fora have representation form the Belfast City Council, NIHE, PSNI and the Youth Justice Agency.
There are four fora operating throughout the city, North, South, East, and West. The local community are not members of the ASB fora so funding is required to: x Raise awareness of the role of the ASB fora and the protocol to which they work within. x Develop opportunities for local communities to feed information into the fora to ensure that there is a community perspective in relations to problems which have been identified x Develop an effective mechanism of engagement to ensure that the for a are effective in tackling problems of anti-social behaviour
This process will be led by BCC ASB officers
Risk: High Expectations from communities
Milestones: Project milestones Due Date City wide awareness raising sessions on the roles of the April 09 - ongoing ASB fora Development of community engagement mechanisms April 09 - ongoing to inform ASB for a of community issues Highlight good practice models of engagement April 09 - ongoing
Outputs: x 5% increase of ASB incidents reported to the fora x 10. community groups linking with their local forum x 25 groups accessing awareness sessions
Outcomes: 1 Better communication between ASB fora and the local community 2. Co-ordinated approach to reduce ASB 3. Increased understanding of the role of fora
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4. Increased confidence of community dealing with local ASB fora
Lead Partner: Belfast City Council
Other Partners: Name Contribution NIHE Attendance at 4 ASB Fora Youth Justice Agency Attendance at 4 ASB Fora PSNI Attendance at 4 ASB Fora Probation Board participate as required
Full project costs: £20,000 BCSP £14,000
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Project title: Youth Outreach
Project Description: Provide project/programme cost for outreach youth workers to work with young people throughout the city.
The appointed organisation will seek to engage young people in activities that will deter them from being involved in anti-social behaviour, hate crime; alcohol fuelled violent crime and helps the young people feel safer. . Risk: Appointment of an organisation that can deliver city wide
Milestones: Project Milestones Due date Tender published February 09 Appoint organisation April 09 Clarify tasking/targeting process and the role of the May 2009 project Compile map of services that will be linked to May 2009 Develop and distribute promotional materials May 2009 Annual work plans developed and submitted June 2009/ June 2010 Annual report submitted January 2010 /January 2011
Outputs: x 50 young people engaged with the team each year x 25 young people taking advantage of further opportunities each year x 10 new relationships built between young people and their wider community or other groups of young people each year x At least one story will be run in the local press for each area throughout the year
Outcomes: 1. Reduction in antisocial behaviour identified through the Safer Belfast tasking report 2. More difficult to reach young people can become engaged, empowered and supported to change their behaviour and access opportunities 3. Opportunities for young people to express their concern about their communities 4. Inform young people of their responsibilities 5. Support young people to understand and fulfil their potential 6. Better connected youth and communities
Lead Partner: BCC - Community safety team Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Delivery partner to be appointed
Other Partners: Name Contribution BELB Attend tasking meetings YJA Support diversionary intervention Alternatives Support outreach CRJI Support outreach work NIFRS Support diversionary Intervention
Full project costs: £120 000 BCSP £70, 000 BCC £50, 000
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Project title: Community Safety Small Grants
Project Description: The Community Safety Small Grants programme is run twice a year and offers support to community groups to help them to (1) Tackle anti-social behaviour (2) Reduce alcohol fuelled violent crime (3) Deal with hate crime (4) Help Belfast feel safer
Grants of £1,000 will enable groups to provide a range of projects that will support them to deliver a range of diverse and innovative activities that make their neighbourhoods safer.
A good practice booklet will be produced for circulation throughout the city. The booklet will provide information on the different initiatives that communities are currently delivering.
Risk: Repeat service delivery which has been successful vs. expectation for continual development
Milestones: Project milestones Due date Appoint consultant for initial assessment of grants April20 09 Advertise 1st round of funding in local paper May 2009 Initial assessment of grants June 2009 Final assessment July 2009 Presentation of cheques July 2009 Advertise 2nd round of funding September 2009 Initial assessment October 2009 Final assessment October 2009 Presentation of cheques November 2009 Evaluation Report of 1st and 2nd rounds March 2010 Advertise 3rd round of funding May 2010 Initial assessment of grants June 2010 Final assessment July 2010 Presentation of cheques July 2010 Advertise 4th round of funding September 2010 Initial assessment October 2010 Final assessment October 2010 Presentation of cheques November 2010 Evaluation report of 3rd and 4th rounds February 2011 Relaunch Community Safety Small grants booklet February 2011
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Outputs: x 100 Community groups availing of small grants x 100 Community safety programmes being delivered in communities x Production of community safety small grants booklet x 500 small grants booklets distributed
Outcomes: 1. Projects responding to safer Belfast themes 2. Local solutions to local problems 3. Communities feeling safer 4. Confidents communities
Lead Partner: BCC – community safety team
Other Partners: Name Contribution Area partnership boards promote grants amongst members PSNI Assessment panel Women’s Aid Assessment panel Shankill Partnership Assessment panel NIO Assessment panel
Full project costs: £140,000 BCSP £100,000 BCC £40,000
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Project title: Youth Inclusion
Project Description: Develop professional youth work skills within communities and empower young people to deliver projects which help their neighbourhoods feel safer; tackle antisocial behaviour; reduce alcohol fuelled violent crime; or deal with hate crime.
The aim of the project is to deliver accredited courses to increase professional youth work skills within communities; specifically ¾ Introduction to Youth Work ¾ Programme Development
Deliver a small grants programme targeting successful participants of the OCN accredited course to ensure that young people have a resource to complement their learning
Administer small grants to target the four community safety themes of: ¾ Helping Belfast feel safer ¾ Tackling anti-social behaviour ¾ Reducing alcohol fuelled violent crime ¾ Dealing with hate crime
Risk: Ensuring that the learning is utilised in communities
Milestones: Project Milestones Due date Tender and selection process for appointment of April 2009 organisation to deliver project Promotional materials agreed May 2009 Recruit participants June 2009 Intake of students September 09 Graduations May 2010 Small grants September 2009 – March 2011 Recruit participants May 2010 Intake of students September 2010 Graduation March 2011
Outputs: x 40 participants on the courses each year x 10 participants accessing small grants x Resulting work spread across the four themes, a minimum of 10% in each category x 20% of small grants issued by city area (N/S/E/W)
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x Positive evaluations of the small grant work x Press coverage at each graduation
Outcomes: 1. Confident young people equipped with learning and a resourced to deliver local solutions for local problems. 2. Positive image of young people 3. Projects to deal with safer Belfast Themes 4. Skilled young people working in local communities
Lead Partner: BCC - Community safety team Delivery partner to be appointed
Other Partners: Name Contribution Community groups Identifying potential participants Supporting future activity
Full project costs: £70,000 BCSP £50,000
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Tackle Antisocial Behaviour
Section two – projects/programmes which are jointly delivered by members of Belfast Community Safety Partnership to tackle antisocial behaviour
Title/Total Description Resource Source Wardens Field four teams of community safety confirm BCC wardens across Belfast, with a floating confirm DSD team for a higher level interventions confirm PSNI confirm NIHE Risk approach NIFRS Expectations from communities and confirm NIO partners confirm QUB £1,600,000 Tackling Applying the learning from the Safer 600 000 BCC - parks antisocial Neighbourhood Project, Belfast City tbc. behaviour at Council’s Parks and Leisure Department council sites is proactively working in partnership to and venues tackle antisocial behaviour.
£600 000 Risks Ensuring this work ties into the overall Safer Belfast work Parenting Support and consider the work Belfast confirm Belfast Trust and early Trust is doing to map, understand and approach DSD years support parenting and early years interventions interventions Alley gates Erect gates at alley ways to prevent 500 000 BCC antisocial behaviour, criminal damage, tbc burglary, fly tipping and to help people feel approach DSD safer confirm NIO
£1,000,000 Risk Need to coordinate the proposed regional alley gate scheme to deliver added value for Belfast Citizenship Partners work together to ensure that all In kind PSNI – education schools have access to and take up In kind CASE citizenship education NIFRS
Risks Participation in education is voluntary Environment Support the development of Via small BCC – al Projects environmental improvements that will help grants cleansing reduce environmental antisocial behaviour
Risk Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Need to better understand the existing structures e.g. the interagency graffiti group Key Ensure that there is coordinated 24 000 BCC antisocial communication in relation to antisocial behaviour behaviour messages campaign Risk Through the Communication and Information Officer; must be easy for the public to understand and use £24,000 Tailored Coordinate the use of individually tailored confirm NIHE individual programmes for people involved in confirm Belfast Trust programmes repeat/serious antisocial behaviour 20 000 BCC for problem approach PSNI people Risk approach DSD Too difficult to coordinate the commissioning of these programmes, resulting in less resources invested in them Integrated The initiative offers a new model of Belfast services for partnership working at local level in which Health Children and schools, together with all the relevant local Action Zone Young agencies and local people play an integral People role.
Local Implementation Action Groups (LIAGs) are designing and delivering the work programme in N&W Belfast.
Each LIAG is building its own platform of support services to focus on the greatest social and educational needs identified in its area. Services will be delivered that will demonstrate direct benefit and obtain real and measurable results.
Ultimately the purpose will be to change how services are developed and delivered in order to improve outcomes for children.
Key areas of work identified are: Family support/early years Youth development (including co- ordination and support to specialist interventions requiring complex inputs – drugs and alcohol, teenage pregnancy,
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suicide etc.) Educational development Parent To increase parents involvement in Belfast Support various aspects of school life. Health Project To increase understanding of the role Action Zone parents play in their children's education. To improve relations between the school and parents. To improve literacy and numeracy to develop interventions to meet the needs of children experiencing difficulties. To highlight models of good practice Greater To provide effective, practical responses Greater Shankill to local community safety concerns via Shankill Community partnership working between community Community Safety workers, inhabitants and statutory Safety Network authorities. Network West Belfast To develop a statutory/ community Ni Housing Community partnership approach to addressing crime, Executive Safety the fear of crime and ASB in Greater West Forum Belfast Upper To provide a joined up approach to Springfield addressing the complex needs of the Safer Greater Ballymurphy community, with Neighbourho particular reference to tackling ASB ods Forum Child Safety Child safety project aims to highlight the Translink Project dangers presented to children, Translink Metro staff and the community in general through misuse or attacks on public transport. It also highlights the safety issues associated with public transport when used by children.
Attacks on Translink staff and vehicles are an all too common occurrence in Belfast and beyond. This has resulted in injury, malicious damage, disrupted services and compromised customer confidence in Public Transport as a safe means of travelling. The initiative has formed positive alliances with stake holder groups such as PSNI, Fire &Rescue and Ambulances demonstrated through safety campaigns such as the B Safe and Essential Services Safety Group.
West Belfast has a history of not fully
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supporting its local police. Community Safety officers who co-ordinate the Safety Bus have been instrumental in forging partnerships with local community groups to reduce crime and anti-social behaviour.
There are 3 strands to the imitative namely; Educational programmes delivered in schools, and communities, Diversionary activities and opportunities Restorative approach through formal youth conference approach, and informal approach in conjunction with schools and community groups. Neighbourho To provide a localised service which Staff BCC od Officers meets community housing and council Staff NIHE needs in relation to the environment and antisocial behaviour.
Assisting APAC provides an Assessment of NIACRO People and reintegration needs, agrees a Plan and NIHE Communities Coordinates resources relevant to meet ASB Forums (APAC) the needs identified.
Its purpose is to assist the person(s) desist from involvement in antisocial behaviour in the framework of a positive, supportive approach to resolving difficulties.
It offers a casework approach with a focus on the family and the community. EDACT The Eastern Drugs and Alcohol Co- EDACT ordination Team (EDACT) is a multi- agency partnership with responsibility for implementing the New Strategic Direction for Alcohol and Drugs for Northern Ireland at a local level.
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Tackle Antisocial Behaviour
Section three – other projects/programmes which contribute to tackling antisocial behaviour
This table has been populated with information provided by partners in response to the community safety questionnaire.
Lead Partner Project/programme title Belfast City Council Night Time Noise Service
To deal with noise complaints from both commercial/domestic premises and construction work. To enforce Pollution Control NI order 1978 and the Noise Act 1986
Reactive service, hotline number, 5 night time noise officers on a rota basis working working 20.00 to 4.00
Victim Support Supporting People Affected by Crime
Provide a high standard of Practical and Emotional Support to people affected by Crime.
Support people affected by crime in their community and in Court. Support people through the Criminal Injuries compensation process.
NI Housing Executive Neighbourhood Warden Service
There are approximately 14 neighbourhood wardens working across the 5 Housing Executive District offices located in Belfast.
The wardens provide an on site service to address housing and environmental management issues as well as being the first point of contact in reporting ASB.
Wardens also have an important role to play in developing a strong Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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community infrastructure.
NI Housing Executive Housing Executive Mediation Service
When a report of ASB has been investigated and deemed appropriate for mediation, both parties are offered (and agree) the provision of an independent and impartial mediation service.
NI Housing Executive Mediation and Community Support Programme (MACS)
When a reported case of ASB in the Shankill area has been determined as appropriate for mediation, both parties will be offered the choice of the NIHE service or the Northern Ireland Alternatives(NIA)model.
If the NIA model is agreed then the case will be referred to NIA. During the mediation process, if additional support is needed then, with the agreement of the NIHE, NIA will deliver a range of services including mentoring, drug and alcohol referrals etc. NI Housing Executive Assisting People and Communities (APAC)
When the Housing Executive determines that an Acceptable Behaviour Contract (ABC) is the most appropriate solution to addressing a specific case of ASB, the individual concerned is offered a voluntary referral to the APAC programme.
If accepted he/ she will be mentored for a period of up to 6 months and will develop a tailored action plan to address their needs (alcohol or drug abuse issues, parenting skills, benefit
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entitlement, employability, educational needs etc.) NIACRO Children and Parent Support (CAPS)
Individual young people are referred to the project through a range of agencies including PSNI, Social Services, Education etc. The project will engage the young person and the family in a programme of work aimed at addressing concerns. Each programme will be tailored to meet the needs of the individual and family referred.
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Reduce Alcohol Fuelled Violent Crime
Section one – projects funded by Belfast Community Safety Partnership to reduce alcohol fuelled violent crime
Project title: Off Licence Work
Project Description: This project will continue the successful work to engage with off licences across Belfast in order to encourage signing up to a voluntary code of practice and the associated training and support for staff members.
The project will help to reduce the amount of alcohol being supplied to underage drinkers and cut down on antisocial behaviour and alcohol fuelled violent crime
This project will be further strengthen by the new powers of test purchasing that the PSNI will be able to bring into operation
Risk: Non participation by off licenses
Milestones:
Project milestones Due Date Initiation of training programme April 09 Year two of training programme March 2010 Evaluation of training programme March 2011 Ongoing engagement with off licences re code of April 2009 – March practice 2011 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Two year training programme in place x 60 off licence staff undergoing training 2009 x 60 off licence staff undergoing training 2010 x 110 off licences signed up to code of practice by March 2010
Outcomes: 1. Off licence staff aware of regulations and available support 2. Reduction in levels of ASB 3. Reduction in levels of alcohol fuelled violent crime 4. Reduction in reports of on street underage drinking 5. Numbers of posters/leaflets displayed in off-licences
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Lead Partner: BCC – community safety team Federation of Retail Licensed Trade
Other Partners: Name Contribution PSNI Steering Group and Enforcement Community groups Feedback
Full project costs: £20,000 BCSP £20,000 PSNI/BCC: staff in kind support
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Project title: Transport project
Project Description: The transport project will operate a number of routes across the city from managed taxi ranks at Shaftsbury Square and a number of other locations in the city. Each taxi will take a number of people for a set fee per person.
This will allow people accessing the night time economy to leave the area promptly and safely, thus reducing the likelihood of alcohol fuelled violent crime.
Risk: Requires DOE permission to proceed Number of people who do not want to share a taxi – an appropriate protocol to be developed
Milestones: Project milestones Due Date Extension of pilot transport project agreed and April 09 implemented Identification of phase two location June 2009 Initiation of phase two of the transport project Sept 2009 Interim evaluation March 2010 Evaluation of project Jan 2011 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Record and analysis of numbers using taxi service x Extension of pilot taxi service x Taxi marshals employed x Additional 40 taxis covering 10 routes
Outcomes: 1. 50% awareness of project amongst users of the night time economy 2. 10% reduction in numbers of revellers on street at closing time 3. 5% increase in feelings of safety amongst users of the night time economy
Lead Partner: BCCM – Tom Smith West Belfast Black Taxi Association
Other Partners: Name Contribution PSNI Support and steering group Taxi firms Steering group Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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BCC Steering group Door supervisors of local venues Signposting Vintners forums Feedback on progress
Full project costs: £20, 000 BCSP £20,000 Sponsorship £20, 000
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Project title: Joint enforcement
Project Description: A project aimed at reducing underage/on street drinking and related antisocial behaviour in local communities.
Working closely with the PSNI high visibility operations are organised on a weekly basis where Council and Police Officers patrol known underage drinking hotspots confiscating alcohol and reporting offenders through the appropriate channels such as the Youth Diversion Officer PSNI.
The project will also target one off events (as appropriate) to target underage/on street drinking e.g. Clubland.
The aims of the joint enforcement work is to: x Reduce underage drinking and related antisocial behaviour; x Enforce alcohol bye-laws; x Respond to complaints from general public in relation to known drinking hotspots; x Support off-licences in tackling underage drinking;
Risk: Subject to initial review
Milestones: Project milestones Due Date Initiation of Joint Enforcement Review findings April 2009 Yearly calendar major events developed April 2009 Annual review of progress March 2010 Evaluation of joint enforcement March 2011 Quarterly monitoring forms completed April 2009 – March 2011 Develop training pack for staff June 2009
Outputs: x Annual calendar of joint enforcement x 5% increase in units of alcohol seized x 5 % increase in warning letters issued x Enforcement measures taken x Established a mechanism for communication and feedback to and from community and police
Outcomes: 1. Improved partnership working between Belfast City Council and PSNI 2. Year one establish baselines for recording outcomes 3. Year 2 Reduced levels of on street and underage drinking
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4. Year 2 Reduced levels of alcohol fuelled violent crime 5. Improved feelings of safety
Lead Partner: BCC – community safety team PSNI
Other Partners: Name Contribution PSNI joint patrols Communities ensure two way flow of information
Full project costs: £40,000 BCSP £20,000 PSNI In kind support BCC In kind support NIO Potential support to be agreed
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Project title: Safe spaces
Project Description: Based on the findings of ongoing research into safe spaces related to the night time economy, this project will pilot the development of safer physical spaces to reduce alcohol fuelled violent crime by influencing longer term planning decisions.
The project will also identify areas which are obvious for this type of activity e.g. Odyssey and coordinate practical improvements.
Risk: Long term planning is difficult to influence
Milestones: Project milestones Due Date Safe Spaces steering group to assess research findings April 2009 and develop actions Develop pilot plan and oversee implementation July 2009 Evaluate pilot and identify future actions July 2010 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Steering group in place x Safe Spaces pilot identified x Safe Spaces pilot implemented x Safe Spaces pilot evaluated
Outcomes: 1. 5% reduction in incidents of alcohol fuelled violent crime through pilot initiative
Lead Partner: BCCM
Other Partners: Name Contribution PSNI Steering group DSD Steering group Belfast Trust Advice
Full project costs: £60,000 BCSP £20,000 BCC £20,000
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Project title: Vintners Work
Project Description: This project will build upon existing good practice and support the development of Vintners’ forums across Belfast and the training of bar staff on appropriate legislation
Vintners’ forums are made up of representatives from BCC, PSNI and licensees. Their aim is to reduce alcohol related ASB & alcohol related crime, create a more vibrant safer city in which to socialise & entertain in keeping with the good reputation of the city. The Forums help to improve relationships between Regulatory Bodies and Licensees and will also link into local communities in relation to issues arising from licensed premises.
x Vintners’ Forums will assist with educating and informing owners and staff on various subjects such as changes in licensing laws
x The Forums will help to highlight current issues and trends and react to them appropriately, e.g. increase in assaults, underage drinking
x The Forums will assist analysis and reaction to local crime stats
Risk: Ensure good communication between Vintners Forums and Licensed Premises Group
Milestones: Project milestones Due Date Establishment and support for Vintners Forums in all April 09 – March policing districts of Belfast 2011 Bar staff training April 09 – March 2010 Bar staff training April 10 – March 2011 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Vintners’ Forums established and meeting regularly x Progress reports developed x Training for 60 bar staff per year
Outcomes: 1. Improved relationships between regulatory bodies and licensees 2. Reduced levels of alcohol fuelled violent crime 3. Greater awareness of support available to licensees
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Lead Partner: PSNI – Vintners Forums FRLT – Bar staff training
Other Partners: Name Contribution Belfast City Council Steering group Licensed Trade Steering group
Full project costs: £5 000 BCSP £5,000 In kind support
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Project title: SOS Satellite Service
Project Description: The SOS Satellite Service will allow for an extension of the highly visible and successful SOS Bus Project that is currently located at Shaftesbury Square in South Belfast.
The Satellite Service will operate from a yet to be agreed secondary position, to be determined by a project steering group. The project will allow for the development of an SOS Satellite Minibus that will be supported by trained volunteers and paramedic support when appropriate.
The SOS Satellite will act as a signposting and referral service for users of the night time economy, whilst supporting those at risk of perpetrating or being victims of alcohol fuelled violence
Risk: Appropriate Service Level Agreement and training in place
Milestones: Project milestones Due Date Steering group established April 2009 Service Level Agreement completed and agreed by April 2009 partners Minibus kitted out June 2009 Location agreed June 2009 Volunteers trained August 2009 Project evaluated March 2010 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Steering group established x Service Level Agreement completed x Minibus complete x 40 volunteers trained in first aid x Volunteer code of conduct in place
Outcomes: 1. Reduced levels of alcohol fuelled violent crime at SOS Satellite location 2. 5% increase in referrals from the SOS Satellite service 3. 1% reduction in numbers accessing Accident and Emergency Services for alcohol related injuries 4. Increased feelings of safety amongst those using the night time economy
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Lead Partner: SOS Bus
Other Partners: Name Contribution NI Ambulance Service Steering group GHS Partnership Steering group
Full project costs: £tbc BCSP £20,000 SOS Bus £5,000
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Project title: Get Home Safe Marketing Campaign
Project Description: The Get Home Safe Marketing Campaign currently runs several campaigns annually in order to improve awareness of safety and to reduce alcohol fuelled violent crime.
This project will extend the existing campaign over the period 2009-2011.
The current messages will be refreshed or continued as appropriate and the locations of the relevant mediums reviewed in order to best target the campaign
Risk: Campaign to be effectively targeted
Milestones: Project milestones Due Date St. Patrick’s Campaign March/April 2009 Book all sites for 2009-2010 campaign May 2009 End of term campaign June 2009 Start of term campaign Sept/Oct 2009 Launch Christmas campaign December 2009 Evaluate campaign and plan new tender January 2010 St. Patrick’s Campaign March/April 2010 Advertise for new tender June 2010 End of term campaign June 2010 Appoint new tender September 2010 Start of term campaign Sept/Oct 2010 Launch Christmas campaign December 2010 St. Patrick’s campaign March 2011 Ongoing quarterly returns April 2009 – March 2011
Outputs: x Existing marketing campaign reviewed and run at key times of the year and targeted when alcohol fuelled violent crime increases e.g. Christmas x Annual evaluation produced and presented to GHS Partnership
Outcomes: 1. 5% reduction in assaults associated with the night time economy 2. 5% increase in feelings of safety amongst those participating in the night time economy in Belfast
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Lead Partner: BCC Community Safety
Other Partners: Name Contribution Get Home Safe Partnership Steering group PSNI Resource NIO CSU Resource BCC Resource
Full project costs: £180, 000 BCSP £60,000 BCC £30,000 PSNI £30,000 NIO - tbc
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Project title: Parental awareness campaign
Project Description: The Parental Awareness Campaign will build on the successful ‘Ur Ma, Ur Da’ campaign conducted in 2007/2008. Based on the outcome of an ongoing evaluation the campaign will be refreshed and targeted at appropriate areas and age groups.
We will develop a steering group incorporating various family support organisations who shall advise on the most appropriate message and referral mechanisms.
A website will be developed to signpost parents who need support on to relevant agencies.
Risk: Some actions dependent on outcome of evaluation Not enough parents access website/services
Milestones: Project milestones Due Date Evaluation Review April 2009 Other milestones to be agreed based on evaluation Ongoing Review membership of steering group and partners June 2009 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Fully skilled up parental advice services x Parents accessing support services x Evaluation recommendations adopted x Marketing campaign extended based on evaluation findings x Identification of other partners and their ongoing participation x Increased partnership between CSP/CSU/EDACT x 10% increase against baseline of number of hits to website
Outcomes: 1. Parents better educated on skills around underage drinking 2. Parents supported to deal with incidents of underage drinking 3. Improved communication between participating parents and young people 4. Reduction in anti-social behaviour and violent crime
Lead Partner: Davis Turkington EDACT
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Other Partners: Name Contribution NIO CSU Resource Get Home Safe Partnership Steering group
Full project costs: £74,000 BCSP £20,000 EDACT £54,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Belfast Against Night-Time Disorder
Project Description: The BAND project has been piloted at the Odyssey Entertainment Complex in 2008/2009 and between 2009 and 2011 we will sustain this initiative and roll it out across Belfast.
The project allows licensed premises to share information on offenders so that a common approach can be developed to tackling anti social behaviour and alcohol fuelled violent crime, including restricting access across a wide range of premises.
Risk: Managing expectations
Milestones: Project milestones Due Date Review pilot findings April 2009 Sustain initial phase of the BAND project at the Odyssey June 2009 Implement phase two of the BAND rollout in South September 2009 Belfast Implement phase three of the BAND rollout across March 2010 Belfast Ongoing quarterly returns July 2009 – March 2011
Outputs: x Phase one BAND sustained x Phase two BAND implemented x Phase three BAND implemented x Promotional materials produced and distributed x Effective links to the Vintners Forums across Belfast x 12 BAND members receive familiarisation training per year x Evaluation
Outcomes: 1. 5% decrease in assaults across BAND by April 2011 2. 5% increase in feelings of safety amongst public attending BAND venues by April 2011
Lead Partner: Belfast City Centre Management Tom Smith
Other Partners: Name Contribution Get Home Safe Partnership Steering group
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Full project costs: £tbc BCSP £20,000 Sponsorship £10,000
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Reduce Alcohol Fuelled Violent Crime
Section two – projects/programmes which are jointly delivered by members of Belfast Community Safety Partnership reduce alcohol fuelled violent crime
Title/Total Description Resources Source Licensed •To work with Licensed premises at an Building BCC Premises group early intervention stage to sort out control, issues in an informal and formal health and manner as appropriate. safety, •To facilitate a tailored response to legal and identified problem premises bringing to Safer City bear both Council and PSNI powers in staff a coordinated fashion. Licensing PSNI •In particular the group will consider Officers the small number of premises which present difficulties in relation to violence and alcohol related antisocial behaviour to both the police and council independently. •Through this joint approach and discussion with the licensee a meaningful plan, with clear targets, will be drawn up aimed at improving the problem premises. Where the necessary improvements fail to be made coordinated enforcement action will then be considered and may ensue. •To provide a forum where liquor and entertainment licence applications can be considered by all parties, any relevant matters brought to light and an agreed, co-ordinated response to those applications formulated.
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Reduce Alcohol Fuelled Violent Crime
Section three – other projects/programmes which contribute to reducing alcohol fuelled violent crime
This table has been populated with information provided by partners in response to the community safety questionnaire.
Lead Partner Project/programme title Belfast City Council Building Control
Building Control inspections of licensed premises to ensure compliance with entertainment licence conditions Belfast City Council Health and Safety
Inspections to ensure licensed premises are run with due regard to health and safety of staff
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Deal with Hate Crime
Section one – projects funded by Belfast Community Safety Partnership to deal with hate crime
Project title: Tension monitoring
Project Description: This project will facilitate the development of a tension monitoring process in Belfast that will complement ongoing work by bodies such as NIHE, PSNI, Community Relations Council, Interface Working Group and South Belfast Roundtable.
The specific concern is to prevent or minimise the risk of disorder, fear of crime, insecurity, illegal or criminal activity, damage, violence and loss of life which can occur when tensions are heightened. Public bodies have general and specific duties with regard to the safety and well-being of communities and to promoting good race relations. Disorder on any significant scale will severely damage the local reputation and could result in the curtailing of investment in jobs, housing and employment.
The project will fund the employment of a coordinator who will develop procedures for gathering and analysing information and the responses to reduce tensions where they are identified. Development of the steering group shall also be supported through ongoing training and developing links to Home Office good practice and tension monitoring groups/trainers from other parts of the UK
Risk: Ensuring linkage to other groups such as Community Safety Tasking and Interface Working Group
Milestones: Project milestones Due Date Tension Monitoring Coordinator employed May 2009 Tension Monitoring group meeting May 2009 Action plan agreed May 2009 developing links to communities and agencies June 2009 – Dec 2009 Tension Monitoring group meeting Aug 2009 Tension Monitoring group meeting Nov 2009 Tension Monitoring group meeting – interim evaluation Feb 2010 Tension Monitoring group meeting May 2010 Tension Monitoring group meeting Aug 2010 Tension Monitoring group meeting Nov 2010 Evaluation and review meeting Feb 2011
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Ongoing quarterly returns completed April 2009 – March 2011
Outputs: x Communication strategy x Coordinator employed x Structure identified x Processes and procedures in place x Two year plan x Evaluation
Outcomes: 1. Reduction in tensions in identified hotspots/Belfast 2. 2% Reduction in incidents of hate crime 3. Increased confidence in reporting 4. Communities better equipped to challenge behaviours and perceptions
Lead Partner: BCC Community Safety
Other Partners: Name Contribution BCC Good Relations Potential resource CRC Potential resource NIHE Potential resource PSNI Potential resource OFMDFM Potential resource NICEM Steering group South Belfast Roundtable Steering group COSO Steering group Disability Action Steering group Faith based groups Steering group Hate Crime Thematic Group
Full project costs: £100,000 BCSP £50,000 NIHE £10,000 PSNI £10,000 OFMDFM £20,000 CRC £10,000
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Project title: Hate Crime Awareness Campaign
Project Description: The Hate Crime Awareness Campaign will promote a joined up approach to reporting hate crime and challenging hate motivated crimes.
This will be achieved through the development of a brand, such as Be Against Hate Crime, the hosting of an annual event (to link to the Hate Crime Convention) targeted at young people in Belfast, and to disseminate information about what hate crime is and why it should not be tolerated
Risk: Ensure linkage across relevant agencies and groups and their campaigns The campaign needs to be relevant to young people
Milestones: Project milestones Due Date Subgroup meeting May 2009 Identify venue, guest May 2009 Development of a brand/Strapline June 2009 Promotion of event July 2009 Hate Crime Event linked with Hate Crime Convention Sept 2009 Subgroup meeting to evaluate Oct 2009 Focus groups evaluation Oct 2009 Hate Crime Event linked with Hate Crime Convention Sept 2010 Subgroup meeting to evaluate Oct 2010 Focus groups evaluation Oct 2010
Outputs: x Subgroup established x 2 Hate Crime Events x Brand developed and promoted x 200 young people engaged via the Event x 4 Focus groups over two years
Outcomes: 1. Increase in awareness of hate crime amongst focus group members and event attendees 2. 5% increase in reporting of hate crime 3. 5% reduction in incidents of hate crime 4. 5% increase in feelings of safety for those participating
Lead Partner: BCC/NIHE/PSNI
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Other Partners: Hate Crime Thematic Group Youth organisations BCC Corporate Communications
Full project costs: £70,000 BCSP £18,000 NIHE £10,000 PSNI £10,000
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Project title: Hate Crime training and engagement programme
Project Description: The Hate Crime Training and Engagement Project shall develop a tailored package of training that can be delivered when requested or required.
Hate Crime incorporates issues around sexual orientation, race, disability, faith, and sectarianism. A pool of trainers will be developed who will deliver this training by geography and age group.
There will be a youth focus with emphasis on engaging with schools, youth clubs and young offenders.
Risk: Ensuring that the training package deals with hate crime Needs to compliment other training in this sector
Milestones: Project milestones Due Date Subgroup meeting to finalise training programme April 2009 Training programme developed May 2009 Year one training programme initiated June 2009 Subgroup review Jan 2010 Year two training programme initiated June 2010 Subgroup review Jan 2011 Quarterly monitoring forms completed April 2009 – March 2011
Outputs: x Audit of existing training x Identification of target audience, including hard to reach groups and individuals x Tailored, multi layered training package developed x 40 trainers trained by the project end x 3 subgroup meetings x Evaluation of training x 40 groups/250 individuals trained
Outcomes: 1. 10% increase in awareness of hate crime amongst participants 2. 80% of trainers go on to train at least one group
Lead Partner: South Belfast Roundtable/BCC Good Relations
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Other Partners: Hate Crime Thematic Group members YJA has a programme that can be delivered where groups of young people are identified as participating in hate motivated antisocial behaviour/crimes Others as identified
Full project costs: £100,000 BCSP £45,000 BCC Good Relations £20,000 NIHE £5,000 PSNI £5,000
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Project title: Hate Crime Convention
Project Description: Building on the success of the 2008 Hate Crime Convention we will run an annual event that will allow for engagement with key stakeholders in the field of Hate Crime.
We will use the event to get feedback on our plans and progress, and review emerging issues in Belfast. The event shall be structured with a guest speaker, inputs from key partners, and workshops and discussion across the five themes – disability, race, faith, sexual orientation and sectarianism
Risk: Ensure link to Awareness Project and Media Engagement Project
Milestones: Project milestones Due Date Planning meeting – promotion, media, guest, format May 2009 Planning meeting – promotion, media, guest, format July 2009 Final planning meeting August 2009 Hate Crime Convention Sept 2009 Review meeting Oct 2009 Planning meeting – promotion, media, guest, format May 2010 Planning meeting – promotion, media, guest, format July 2010 Final planning meeting August 2010 Hate Crime Convention Sept 2010 Review meeting Oct 2010
Outputs: x 2 Hate Crime Conventions x 10 Workshops x 12 Media appearances x 6 Planning meetings x 2 Review meetings
Outcomes: 1. Increased engagement across Hate Crime groupings 2. Increased engagement and coordination between relevant agencies 3. Feedback and consultation mechanisms for Hate Crime Thematic Group 4. Increased feelings of safety amongst participants and more widely via media 5. Increased reporting of hate crime incidents
Lead Partner: BCC Community Safety/BCC Good Relations/NIHE/PSNI
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Other Partners: Hate Crime Thematic Group members
Full project costs: £10,000 BCSP £2,000 NIHE £2,000 PSNI £2,000 BCC Good Relations £2,000
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Project title: Media Engagement
Project Description: The Media Engagement Project will allow for a lunch meeting with key members of the media to discuss Hate Crime and their perceptions of its reporting and the role of the media. We will appoint a champion within the media who will work with us to advise and act as a link to colleagues. We will host similar focus groups as and when required, with an initial linkage to the Annual Hate Crime Convention. We will seek to invite a guest speaker from Leicester Mercury to discuss their experiences
Risk: Encourage media to play a lead role in this Ensure management of project via Hate Crime Thematic Group
Milestones: Project milestones Due Date Initiate contact with media April 2009 Initiate contact with Leicester Mercury June 2009 Plan media discussion format July 2009 Media lunchtime discussion and agree next steps for Sept 2009 year two
Outputs: x 1 Media discussion workshop x 3 Meetings with key contacts x 1 Media engagement plan x 1 Media champion appointed x 1 Communication/contact list x Potential media training to 20 community representatives per year
Outcomes: 1. Increased awareness of Hate Crime amongst the public 2. Increased engagement with media around the issue of Hate Crime
Lead Partner: BCC (Good Relations/Corporate Communications/Community Safety)
Other Partners: Media Hate Crime Thematic Group
Full project costs: BCC/NIHE/PSNI in kind
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Deal with Hate Crime
Section two – projects/programmes which are jointly delivered by members of Belfast Community Safety Partnership deal with hate crime
Title/Total Description Resource Source Media engagement Develop relationships and Corporate BCC contacts within the media that communication will allow a meaningful team response and support sensitive reporting of hate crime
Risk Working with the media Hate Incident The Initiative is a partnership N.I. Housing Practical Action arrangement between the Executive Initiative (HIPA) NIHE, PSNI and the NIO who PSNI fund the initiative. NIO
In circumstances were it has been confirmed that an individual or family have been the subject of a Hate Crime attack, the Housing Executive will arrange for enhanced home secure measures to be fitted including locks, bolts, and bulk head lighting.
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Deal with Hate Crime
Section three – other projects/programmes which contribute to dealing with hate crime
This table has been populated with information provided by partners in response to the community safety questionnaire.
Lead Partner Project/programme title Chinese Welfare Association Community Safety Chinese Project
Support victims of racial incidents and harassment - Work with statutory, voluntary and private organisations on an inter-agency approach to develop community safety initiatives.
Victim Support and racial monitoring services.
Advice and Support on community safety issues.
Work in partnership with PSNI, NIPB, DPP, CSP and other community safety initiatives. - develop good practice for minority ethnic groups in community safety issues.
Consult with Chinese members on community safety issues.
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Help Belfast Feel Safer
Section one – projects funded by Belfast Community Safety Partnership to help Belfast feel safer
Project title: Information and communication Officer
Project Description: This officer will develop a communication plan with key messages, generate good news stories, and promote good practice through a variety of communication methods. Quarterly community news sheets will be produced and distributed across the sector.
The officer will be proactive in liaising with the local press and will engage with CSP members to ensure that joint messages are communicated to the local press if and when required.
The officer will be the link with BCC corporate communication and the main contact for the BCC web editor.
The officer will promote the work of the CSP and liaise with the thematic groups on a quarterly basis in relation to communication around the themes of ASB, alcohol fuelled related crime, and hate crime.
The information officer will be the point of contact for all communication issues and will ensure that all community safety campaigns are co-ordinated and informed.
Risk: Very high volume of work Lack of control over media responses to critical incidents
Milestones: Project Milestone Due Date Recruitment and appointment of April 09 communication officer Development of communication plan September 09 Establish media group September 09 Quarterly meetings with media group Ongoing Quarterly meetings with thematic Ongoing groups Development of joint campaigns Ongoing Provide articles for CityMatters Ongoing Produce quarterly information Ongoing booklets on the work of the CSP Review thematic group Ongoing Quarterly
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Outputs: x Appointment of communication officer x CSP communication plan x Establishment of a media group x 6 meeting of media group x Increase joint campaigns
Outcomes: 1. Positive/ balance media coverage 2. Better relationships with the local media 3. Improve awareness of services 4. Positive relationships with stakeholders 5. Stronger relationships with communication departments of CSP partners organisations 6. Increased feelings of safety
Lead Partner: Belfast City Council Officer: Elaine McWilliams Tel: 02890320202 Ext 3393 [email protected]
Other Partners: Name Contribution NIHE Attendance at media group Victim support Attendance at media group PSNI Attendance at media group BCC Corporate communication Attendance at media group
Full project costs: £80,000 CSP contribution £80,000 In kind support from BCC
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Project title: Youth Awards
Project Description: The awards are given to young people for excellence in addressing community safety at a local level. They can be awarded to individuals or groups in recognition of their work in making their communities safer. Awards will be distributed between north, south, east and west Belfast to ensure that activities from across the city are recognised.
Each category includes a gold (£500) silver (£250) or bronze (certificate) award. The prize money is awarded to the organisation that the young person has worked with, and can be used by the young person to continue their community safety work.
The awards are in partnership with the Thomas Devlin Trust and the BCC Youth Forum.
Nominations can be made by community workers, youth leaders, school teachers, Councillors, MLA’s or anyone who has directly benefited from the community activity.
An awards night is held to celebrate the success of the young people with local personalities and senior officials presenting awards
Risk: Ensuring that partners nominate young people and that a high enough media presence is achieved
Milestones: Project milestone Due Date Meet with Youth Panel April 09 Approach CSP partners to get additional April 09 sponsorship for awards Review publicity material and application packs Aug 09 Launch youth awards Oct 09 Score applications Jan 10 Awards Night March 10 Process payments of awards March 10 Meet with Youth Panel April 10 Approach CSP partners to get additional April 10 sponsorships for awards Review publicity material and application packs Aug 10 Launch youth awards Oct 10 Score applications Jan 11 Awards Night March 11
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Outputs: x 10% Increase of nominations to the awards x 2 High profile award events x 12 Media articles on the positive work of young people x 2 additional awards funded by CSP members x 16 resourced activities for young to continue community safety work
Outcomes: 1. Acknowledgement of the work of young people in making their communities safer 2. Improved perceptions of young people 3. Increase confidence of the young people who have been nominated. 4. Greater awareness of the positive work of young people in addressing community safety issues.
Lead Partner: Belfast City Council Officer: Elaine McWilliams Tel 02890320202 Ext 3393 [email protected]
Other Partners: Name Contribution Thomas Devlin Trust Awards Panel Belfast City Council Youth Forum Awards Panel
Full project costs: £50,000 CSP Contribution £25,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Community Safety Good Practice
Project Description: This project will seek to promote community safety practices throughout the city by holding a series of events around the safer Belfast themes. Good practice events will (1) Allow for the exchange of ideas (2) Explore learning (3) Celebrate and promote success (4) Facilitate networking between local communities and CSP members (5) Provide an arena for discussion
The events will be held in the 5 local Partnership areas; this will culminate in a good practice conference in 2011.
The thematic groups will provide information on good practice learning models from Belfast, Ireland and the UK.
Communities will be able to access information on all the Safer Belfast themes.
This project will link with the CSP community engagement process
Risk: Coordination of events- ensuring that there is linkage with other local events that are running locally.
Milestones: Project Milestone Due Date Good practice event North Belfast May 2009 Good practice event East Belfast September 20 09 Good practice event West Belfast November 2009 Good practice event South Belfast January 2010 Establish working group for community conference January 2010 Organise good practice conference September 2010 Deliver good practice event February 2011 Evaluation March 2011
Outputs: x 5 Good practice events x 1 community good practice conference x Distribution of good practice information guides x Evaluation report
Outcomes: 1. Improved understanding of community safety and the role of communities in solutions Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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2. More informed communities with a greater understanding of how to challenge and deal effectively with community safety issues 3. Stronger inter-community relations developed and strengthened 4. Confident communities
Lead Partner: Belfast City Council Denise Smith Community Safety Co-ordinator Tel 028 90320202 Ext 3570 E-mail Address [email protected]
Other Partners: Name Contribution All CSP Members Good practice models
Full project costs: £50,000 CSP Contribution £20,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Training and information
Project Description: Belfast Community Safety Partnership has developed an introduction to community safety course in partnership with Belfast Metropolitan College. The course is twenty weeks long and is open to community volunteers, workers and people who work in the community safety field.
The course is designed to provide a comprehensive introduction to contemporary developments and best practice within the field of community safety, it covers a wide range of topics from what is community safety, understanding crime and anti-social behaviour as well as models and principles for effective community safety practices, to name just a few. Under the Safer Belfast plan we will continue to support this learning opportunity.
In addition, a tailored Community Safety Course will be developed to provide informal training to local communities as and when the need arises around the Safer Belfast themes.. Short courses will be delivered in the community and will seek to aid and inform communities’ to address specific community safety issues. BCC Anti-social Behaviour officers will identify communities who may benefit from training
Risk: What people will do with new skills? Recruitment and selection for the BMC Community safety course Barriers to education Density of the sector
Milestones: Project Milestone Due Date Raise awareness of BMC course availability throughout April 09 Belfast Develop localised Community safety Course around the 4 May 09 safer Belfast themes Deliver localised training throughout the city Sept 09 – March 11 Deliver Community Safety BMC course Nov 09 Community safety team to provide support/mentor those who have completed course to develop community safety initiatives April 09 Raise awareness of BMC course availability throughout April 09 Belfast Deliver Community Safety BMC course Nov 10 Community safety team to provide support/mentor those March 11 who have completed course to develop community safety initiatives Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Outputs: x 2 community safety courses with BMC x 4 tailored community safety courses around the safer Belfast themes x 4 tailored courses
Outcomes: 1. Educated and informed communities and individuals 2. Increased Capacity of individuals and communities to deliver community safety initiatives 3. Increased confidence in approaching statutory agencies 4. Better understanding of community safety structures
Lead Partner: Belfast Metropolitan College Course Co-ordinator: Kevin McKeaveney Tel 028 90265471 [email protected]
Other Partners: Belfast City Council
Full project costs: £60,000 CSP Contribution: £35,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Research on fear of crime
Project Description: Funding will enable the Safer Belfast thematic group to identify key individuals to consult with in relation to incidents in their areas.
This research will capture unreported incidents, identify what it is that makes people fearful and subsequently change their behaviour
The aim is to capture information which is not readily available from statistics, and is based on good practice from Manchester – Jill Dando institute.
This project will link with the CSP community engagement process
Risk: Getting the right key individuals
Milestones: Project Milestones Date Due Thematic group, PSNI &SNAP to meet to agree April 2009 neighbourhood boundaries Agree detailed work plan May 2009 Establish Key Individual Network Oct 2009 Appoint Consultant to carry questionnaire Oct 2009 Carry out Questionnaire March 2010 Presentation of baseline information June 2010 Presentation of information findings to thematic groups September 2010 Engage with key individual Networks Ongoing
Outputs: x Agreed Boundaries x Completed questionnaires x Key Individual Network x Baseline information x 5 Localised reports
Outcomes: 1. Established networks for engagement with local communities 2. Targeting information to specific needs of local neighbourhoods
Lead Partner: Belfast City Council Ellie Macbeth Tel 02890320202 E-mail [email protected]
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Other Partners: Name Contribution PSNI Attend meetings/ agree boundaries SNAP Team Attend meetings/agree boundaries Local Communities Contribute to Key Individual Networks
Full project costs: £15,000 CSP Contribution: £15,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Belfast Good Morning Project
Project Description: Good morning projects are a support mechanism for older and vulnerable people within communities to check on their health and wellbeing and provide advice and support on a range of issues, including community safety.
The projects provide a daily telephone call and an emergency alert service if the call is not answered as well as providing telephone support, enabling users to share worries and concerns and connecting them with the local community and other services.
Three groups are currently working together to develop a more co-ordinated and sustainable approach to good morning projects in Belfast. - Good Morning Ballysillian - Lagan Village Home Safety Project - Good Morning West Belfast
The three projects propose to work in partnership to provide a core Good Morning service across Belfast targeting older vulnerable members.
Belfast CSP is one of a number of agencies proposing to support this initiative. In addition to financial contribution, Belfast CSP will provide the central co-ordinating and accounting role for the Belfast Good Morning projects
Risk: Securing Funding from other partners Maintaining joint working between projects
Milestones: Project Milestone Due Date Establish steering group to oversee the April 2009 Belfast project Develop Service Level Agreement with the 3 May 2009 projects Deliver Good Morning Call service April 2009 - March 2010
Recruit & train additional staff September 2009
Promote service in additional target May 2009 - November 2009 neighbourhood renewal areas Hold at least 4 community/information March 2010 sessions
Outputs x Good Morning scheme operational in 11 neighbourhood renewal areas Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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x 50. older people benefiting from telephone alert service x % clients from Neighbourhood Renewal Areas x % clients participating in events x 5 community events held x 10 information sessions held x 25 volunteers sustained
Outcomes: 1. Increased access to other services (signposting) 2. % people who feel safer in their own homes 3. % people feeling less isolated 4. Improved feelings of health and social wellbeing
Lead Partner: BCSP
Other Partners: Name Contribution Good Morning Ballysillian operator Lagan Village Home Safety Project operator Good Morning West Belfast operatot BRO funder Belfast Health & Social Care Trust TBC Atlantic Philanthropies TBC
Full project costs: £800,000 BCSP £10, 000 NIO capital equipment BRO 50% of running costs
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Project title: Intergenerational Project
Project Description: This project will support the development of intergenerational work within Belfast.
Previous CSP funding has employed an intergenerational Coordinator (part- time) to take forward recommendations from the Beth Johnston foundation report, engage with stakeholders and support the mainstreaming of intergenerational practice in Belfast and Northern Ireland. This funding will cease March 2009.
Two proposals are currently being explored by the steering committee- one will look at a National development Officer, two part-time development officers and administration support. If this proposal is successful Belfast CSP will fund the development workers time for work only in Belfast.
The other option will be the appointment of one development officer for Belfast alone.
All decisions are with the steering committee at present
Risk: Need to incorporate the work around the sustainability of intergenerational work. Other funding to be secured
Milestones: Project Milestones Date Due Appointment of officer September 09 Produce detailed plan of works September 09 Advertisement of small grants programme October 09 Assessment of grants October 09 Grant Awards November 09 Delivery of intergenerational programme November 09 – March 11 Evaluation of Intergenerational projects March 11
Outputs: x Appointment of a full time Intergenerational development officer for Belfast x 10 intergenerational projects being delivered throughout the city x 100 young people benefiting from practices x 100 Older people benefiting from intergenerational practices
Outcomes: 1. Increased number of young and older people becoming involved in intergenerational work Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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2. Positive integrated projects that increase generation contact Better understanding and improved relationship between young people and older people
Lead Partner: Intergenerational Steering Committee
Other Partners: Name Contribution Volunteer Services Bureau Attend steering committee Belfast City Council Youth Forum Attend steering committee Age Concern Attend steering committee
Full project costs: £118,000 CSP Contribution: £10,000
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Help Belfast Feel Safer
Section two – projects/programmes which are jointly delivered by members of Belfast Community Safety Partnership help Belfast feel safer
Title Description Resource Source Sign posting Develop a method of Staff time BCSP communication and information Partner orgs that allows us to signpost individuals and organisations to services supplied by other partners e.g. victim support, women’s aid, niacro, engage with age etc.
Risk Reliant on partners providing the information and maintaining it appropriately Neighbourhood To develop new neighbourhood 8 000 NIO/PSNI/NI Watch watch schemes across the city Salary for PB and sustain existing schemes. development PSNI Development officer in post until officer June 2010. Match and overheads BCC £60,000 Risk 2 000 PSNI Loose the development officer 5 000 BCC Freeze on investment from Community Safety Partnership and DPP To bring partners together to approach BCC CCTV consider future development of a PSNI Community Safety CCTV System DSD in Belfast NIO
Risk Needs a high level strategic driver and considerable investment Safety of To promote awareness of a range Belfast City Seniors of safety issues for older people. Council Topics include, Road Safety, PSNI Crime Prevention, Home Safety NIFRS AGE Risk Concern Developing the message and DPP difficulty in getting consistent level of speakers Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Youth Support To address the imbalance of BCCM Initiative reporting juvenile shoplifting to YJA adult shoplifting without police intervention.
100% of 1st timer juvenile shoplifters are policed at present while only 67% of adults are policed.
This project will help keep young people out of the criminal justice system
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Help Belfast Feel Safer
Section three – other projects/programmes which contribute to helping Belfast feel safer
This table has been populated with information provided by partners in response to the community safety questionnaire.
Lead Partner Project/programme title Belfast YMCA Youth Programmes
To enable personal and social development of young people in Belfast encouraging them to become peer influencers for a healthy lifestyle and community involvement. Victim Support Belfast City Council Community Services
Support and energise communities to become stronger and more confident in order to develop an active, safe and welcoming city now and for future generations.
We operate 22 Community and 6 play centres through which we deliver centre programmes aiming to support the local communities.
We also provide Grant Aid to over 100 community groups/organisations
We work with other departments and sections both to enhance their work and to develop projects.
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Investment in a Safer Belfast
Cash resources Tackle antisocial behaviour Indicative allocation (NIO) spend for 09/11 is £234,000 Other funding: £610 000 (£500,000 of which is subject to economic appraisal)
Reduce alcohol fuelled violent crime Indicative allocation (NIO) for 09/11 is £195,000 Other funding: £104 000
Deal with hate crime Indicative allocation (NIO) for 09/11 is £117,000 Other funding: £6 000
Help people feel safer Indicative allocation (NIO) for 09/11 is £195,000 Other funding d: £15 000
The remaining indicative allocation (NIO) £38,949 will be controlled by the Safer Belfast Tasking Group; bringing a small amount of added resource to achieve the four Safer Belfast priorities across the City.
Partner Contributions Contributions of cash resources which can be “pooled” towards developing a Safer Belfast are reflected as far as they are confirmed; and will be updated as this formalised.
Belfast City Council has allocated resources towards the delivery of this plan for 2008/2009; these estimates have to be formally approved by the council as part of the organisational planning cycle.
The police service is currently identifying possible ways to contribute cash resources to Safer Belfast and the work they have helped identify and plan. However this is a new challenge that the organisation will work through over the next number of months.
The Northern Ireland Housing Executive has been a committed partner in developing a Safer Belfast for a number of years and they are identifying cash resources on a project specific basis.
Neighbourhood Renewal has identified a number of initiatives across the areas which are pertinent to the Safer Belfast plan; as such the DSD’s Belfast Regeneration Office is identifying cash resources to be invested in a number of projects across the city.
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Many of the other partner members are able to commit staff resources but have relatively small, localised budgets. As the projects are delivered across the city the area managers will be able to identify contributions that they can make to the work.
Over the life of this plan, the community safety team will keep a record of the contributions made by all partners, so that at the end we can quantify cash resources directed into a Safer Belfast.
Staff resources Belfast City Council leads the development of a Safer Belfast and as such houses the community safety team. The team is currently being restructured so that there is one manager with four community safety coordinators. Each coordinator will have responsibility for an area (north, south east and west) as well as a Safer Belfast theme. They will be responsible for supporting their thematic group and associated projects as well as communities within their area with assistance from an antisocial behaviour officer and project officers.
Belfast District Policing Partnership’s staff team is established with one DPP Manager; two DPP Officers and an administrative support officer.
Belfast City Council also employs an Antisocial Behaviour Coordinator through the Parks and Leisure Department to deliver it’s Safer Neighbourhood Project.
The PSNI have dedicated a full time police sergeant to the community safety team to facilitate better working between both organisations.
Community safety partnership member organisations invest significant staff resources in the delivery of their core services which contribute to a Safer Belfast and in projects which are delivered in partnership.
In addition the member organisations participate in the various meeting, on a city wide basis through partnership meetings and thematic groups as well as working with communities in their geographical area. One of the future challenges relates to rationalising the number of meetings that members are expected to attend.
The aim is to have enough meetings that people feel engaged, listened to and empowered in the pursuit of a Safer Belfast; that we can ensure cooperative joint up action; but balanced so that partners are able to deliver the work and meet the commitments which are expected.
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Appendices
I. Safer Belfast Strategic Assessment; executive summary
II. Belfast Community Safety Partnership Membership List
III. The Safer Belfast Structures
IV. The Roles of the Safer Belfast Structures
V. Community Engagement Principles
VI. Current “map” of structures to facilitate community engagement
VII. Descriptions of success; Safer Belfast Aims
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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I. Safer Belfast Strategic Assessment; executive summary
Tackle Antisocial Behaviour x Antisocial Behaviour is a significant problem for Belfast. x PSNI dealt with over 23,000 antisocial behaviour incidents between 01/08/2007 and 31/07/2008 in Belfast1. x Belfast City Council dealt with over 8,000 antisocial behaviour incidents between 01/08/2007 and 31/07/2008. x Antisocial Behaviour negatively impacts on feelings of safety. x On average, there was one antisocial behaviour incident reported to PSNI per 11.5 people living in Belfast (based on 2001 Census2. x A comparison of 2006/2007 and 2007/2008 PSNI figures for antisocial behaviour shows a 4.5% increase3. x The main causes of antisocial behaviour in Belfast, as identified by the Thematic Group, are alcohol, youths and a lack of cohesive approach to tackle it.
Reduce Alcohol Fuelled Violent Crime x Two thirds of alcohol-related assaults were within or in the vicinity of licensed premises based on PSNI information4. x Alcohol fuelled violence creates a negative image of the city centre. x Alcohol fuelled violence is a particular problem at weekends. x The main causes of alcohol fuelled violence in Belfast have been identified by the Thematic Group as excessive alcohol consumption, certain licensed premises, closing times and the lack of public transport which results in a large number of people gathered in the city centre at the same time.
Deal with Hate Crime x Sectarian crimes accounted for around two thirds of all reported hate crime to PSNI5. Sectarian hate crimes are a particular problem at interface areas. x There was one racist incident reported for every 10 people from non- white ethnic groups, based on the 2001 Census6. x Hate Crime affects a small percentage of the population but it targets the most vulnerable. x Dealing with all types of Hate Crime will assist in supporting a peaceful society and help make people feel safe.
1 http://www.psni.police.uk/monthly_asb_statistics__final_2007-08_.pdf 2 http://www.nisra.gov.uk/ 3 http://www.psni.police.uk/monthly_asb_statistics__final_2007-08_.pdf 4 This information has been sourced from operational police databases and is subject to amendment or update. 5 http://www.psni.police.uk/3._hate_incidents_and_crimes-4.pdf 6 http://www.nisra.gov.uk/ Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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x The main causes of hate crime in Belfast have been identified, by the Thematic Group, as lack of understanding/intolerance, changing population and vulnerable groups.
Help Belfast Feel Safer x According to the Ipsos MORI Safer City Consultation in Belfast7, around 75% of Belfast residents feel safe in their local area. x The Belfast City Council Residents’ Survey 20078 found that 96% of respondents felt safe in their local area during the day however this dropped to 63% at night-time. x The DPP Survey found that almost two thirds of respondents feel safe in their local community9. x 23% of residents said that they feel less safe than 3 years ago according to the Safer City Consultation in Belfast. x 42% of residents do not go into the city centre at night because they do not feel safe there, according to the Safer City Consultation in Belfast. x The 2007 Belfast City Council Residents’ Survey found that 82% of respondents feel safe in the city centre during the day however this drops to 29% at night. More than two fifths of respondents feel unsafe in the city centre at night. x Visible policing, activities for teenagers and a reduced level of crime were the main areas which required improvement, according to the Safer City Consultation in Belfast.
7 Ipsos MORI Safer City Consultation in Belfast is available on request from the Community Safety Team, Belfast City Council, Cecil Ward Building, 4 – 10 Linenhall Street, Belfast, BT2 8BP. 8 See http://www.belfastcity.gov.uk/citymatters/pdf/spring08.pdf for further information. 9 This figure has been calculated using the DPP Survey results for East, North, South and West Belfast and is an indication. http://www.districtpolicing.com/ Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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II. Belfast Community Safety Partnership Membership List
Strategic Operational Tackle Reduce Deal Help Tier Tier antisocial alcohol with Belfast behaviour fuelled hate feel violent crime safer crime Belfast City Councillors Alliance Party: Cllr. Naomi Long * Page 101 Democratic Unionist Party: Cllr. Robin Newton * Progressive Unionist Party: Cllr. John Kyle * Social Democratic Labour Party: Cllr Pat Convery * Sinn Fein: Cllr. Conor Maskey * Ulster Unionist Party: Cllr. Jim Rodgers *
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Statutory Sector Belfast City Council (BCC) * * * * * * Belfast District Policing Partnership (DPP) * * * * Belfast Health and Social Care Trust (Belfast Trust) * * * * * Belfast Regeneration Office
(BRO) * * * * * Page 102 Eastern Drug &Alcohol Coordination Team (EDACT) * * Eastern Health and Social Services Board (EHSSB) * Health Action Zone (HAZ) * * * Northern Ireland Fire and Rescue Service (NIFRS) * * * * * Northern Ireland Housing Executive (NIHE) * * * * * * Police Service of Northern Ireland (PSNI) * * * * * * Probation Board of Northern Ireland (PBNI) * * * * *
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Youth Justice Agency (YJA) * * * * *
Community Sector Belfast Area Partnership Boards (BAPS) * * * * East Belfast Area Partnership Board * *
North Belfast Area Partnership Board * * Page 103 Shankill Area Partnership Board * South Belfast Area Partnership Board * * West Belfast Area Partnership Board * *
Voluntary Sector Engage with Age * *
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Institute for Conflict Research * Northern Ireland Association for the Care and Resettlement of Offenders * * * (NIACRO) Victim Support * * * * * * Women’s Aid * * Page 104 Business Sector Belfast City Centre Management * * * * Business in the Community * Translink * * *
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III. The Safer Belfast Structure:
Safer Belfast Strategic Structure
Safer Belfast Operational Structure
Safer Belfast Safer Belfast Safer Belfast Safer Belfast Tackle Reduce Alcohol Deal with Help Belfast Antisocial Fuelled Violent Hate Crime Feel Safer Behaviour Crime Thematic Thematic Thematic Thematic Group Group Group Group
Safer Belfast Tasking Group
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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IV. The Roles of the Safer Belfast Structures
Strategic Tier x Provide leadership and bring political legitimacy to the Safer Belfast Process x Lobby, advocate and influence other structures and processes to develop a Safer Belfast x Be responsible for achieving a Safer Belfast x Embed a genuine commitment to a Safer Belfast within their organisation x Connect the Safer Belfast Process to community planning, the review of public administration, local government and the NI Assembly at Stormont
Operational Tier x Ensure the delivery of a Safer Belfast x Coordinate the work of the thematic and tasking groups x Ensure that community engagement is embedded across the Safer Belfast Process x Escalate issues to and to take direction from the strategic tier
Safer Belfast Thematic Groups x Become the interagency, intersectoral, city wide forum x Measure progress towards the aims for a Safer Belfast x Develop new Safer Belfast projects x Engage communities by listening and working together x Escalate issues to and to take direction from the operational tier
Safer Belfast Tasking Group x Hear Safer Belfast Tactical Assessments and tweak existing resources to respond to emerging safer Belfast issues x Highlight to thematic groups where there is a need that cannot be met within existing resource
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V Community Engagement Principles
Clarity of Purpose We will clearly outline why the engagement is occurring, and its context, in order to plan and resource an effective process clarifying who should be involved, why, how and for what end result
Involvement and Inclusiveness We will identify and involve the people and organisations who have an interest in the focus of engagement, in order to address issues that impact most on local communities. We are committed to making appropriate use of available engagement methods, and involving not just the “usual suspects”
Communication We believe that community engagement is primarily about communication, the two-way process of providing accurate and timely information and demonstrating that feedback is being heard.
Support for Participation We will identify and overcome any barriers to involvement and actively develop the skills, knowledge and confidence of all the participants.
Planning We will gather evidence of the needs and available resources and use this evidence to agree the purpose, scope and timescale of the engagement and actions to be taken
Flexibility and Responsiveness We believe that engagement plans have to be flexible during the course of a process; timetables may change, comments may require change, different communities will respond to different techniques, and the political environment may change
Working with others We will work effectively with all those who are key stakeholders in the process. We will reach out to socially excluded communities and groups, such as people with disabilities, ethnic minorities and young people
Monitoring and evaluation – Outcome orientated We will monitor and evaluate whether the engagement achieves its purposes, engaging with communities in ways that lead to meaningful and tangible outcomes in terms of significant improvements to services and people’s quality of life
Openness and commitment to change We believe that where existing practice is shown to be poor, all agencies should be open to changing their practice in order to improve service delivery
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- 85 - Page 108 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Commitment by Government We believe that community engagement works best when a process has the support, backing and engagement of Government Departments
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 86 - Page 109 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
VI. Current “map” of community engagement structures
This page is being constructed and will reflect engagement methods utilised by partner organisations and in thematic processes.
East East Belfast Area Partnership Board East Belfast District Policing Partnership Sub-group East Belfast Community Development Association Inner East Forum
West West Belfast Area Partnership Board West Belfast District Policing Partnership Sub-group CRJI Falls Community Council St. Mary’s College, Student Union Upper Springfield Safer Neighbourhoods Project West Belfast Community Safety Forum/Community Confidence Forum
North North Belfast Area Partnership Board North Belfast District Policing Partnership Sub-group Ardoyne Association CARR – Cavehill and Antrim Road Regeneration Community Empowerment Partnerships Intercomm
Shankill Shankill Area Partnership Board Alternatives FASA – Forum Against Substance Abuse and Suicide Shankill Community Safety Network
South South Belfast Area Partnership Board South Belfast District Policing Partnership Sub-group Belfast Holyland Regeneration Trust City Centre Management – City Safe Group Greater Village Regeneration Trust Holylands PACT – Partners and Communities Together Lower Ormeau Residents Action group QUB, BMC, UU Student Unions Sandy Row Community Forum Stranmillis Residents Association
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 87 - Page 110 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
VII. Descriptions of success; Safer Belfast Aims
Tackle antisocial behaviour Antisocial behaviour prevented and dealt with through early intervention, communication and community led programmes We want to support the creation of a Belfast where communities, residents and visitors are free from the fear of anti social behaviour. Young people will have desirable alternatives to anti social behaviour and be part of the process of identifying these. There will be a reduction in areas that are affected by anti social behaviour.
Confident communities with skills and awareness to identify tackle and reduce antisocial behaviour using a collaborative approach Communities and individuals in Belfast will be aware of the role of the various agencies and partners who are working to reduce anti social behaviour. Leadership will be given around the issue of anti social behaviour by those with responsibility, and communities will be supported when they wish to address the issue.
Positive prompt responses for victims and the vulnerable In Belfast victims of anti social behaviour and those at risk of anti social behaviour will feel more confident because services respond more quickly and people have greater awareness of the support available. Individuals who have been victims of anti social behaviour will be made aware of action taken to address their issues.
Informed balanced and proportionate partnership responses to antisocial behaviour In Belfast there will be clear partnership processes in place to tackle anti social behaviour. These processes will allow us to take a graduated, flexible and easy to understand approach to dealing with the problems of the people of Belfast. People in Belfast will have a better understanding of how the criminal justice and local government systems work when responding to anti social behaviour.
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 88 - Page 111 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Reduce alcohol fuelled violent crime Belfast is a safer place to live, to visit, work and socialise in A sensible, sociable drinking culture where people are visiting Belfast and agencies are effectively working together. Licensing trade signed up and adhering to a comprehensive code of practice.
Progress towards a Zero tolerance approach to alcohol fuelled violent crime Agencies effectively working together in enforcement, communicating actions, with a decreased number of alcohol fuelled violent crime.
Appropriate victim support Victims supported, referred, reassured, signposted and accessing accessible services and agencies as appropriate.
Intervention mechanisms and treatment pathways Communities, agencies and businesses working proactively and reactively together, delivering localised strategies, whilst referring and supporting people in the prevention and suitable and adequate treatment of alcohol abuse.
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 89 - Page 112 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Deal with hate crime Zero tolerance approach by everyone to hate crime: Belfast will embrace all sections of our community so that everyone can enjoy living and working in our city equally. Communities and individuals in Belfast will be confident and able to challenge hate crime and inappropriate behaviour when it occurs. Interventions will be implemented that will deter young people from developing the attitudes that lead to hate crime.
Communities that are confident educated and have an awareness of hate crime All communities and individuals in Belfast will be more aware and tolerant of the various cultures and races that form our city. Belfast will host events that will support integration and learning across cultures, groups and communities. People will be made aware of good practice and supported in adopting it. All communities and individuals will be better able and more confident to report incidents of hate crime.
Joined up strategic approach to prevent and tackle hate crime There will be a partnership based strategy to deal with hate crime in Belfast that reflects the needs of all relevant stakeholders. Reporting hate crime will be made easier for all those affected by it and we will encourage everyone to use the available mechanisms. We will work towards a better understanding of hate crime within agencies and the development of clear working arrangements between partners by using service level agreements and appointing single points of contact where possible.
Good relationships with the media In Belfast we shall work closely with the media to ensure that a balanced approach is taken when reporting incidents of hate crime and addressing issues within communities affected by hate crime. We will work in partnership with groups that represent various mediums and those representing groups affected by hate crime, to develop joint responses in relation to hate crime. There will be champions within various sectors who will support us in tackling hate crime.
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
- 90 - Page 113 “Our vision is to listen to local issues and bring about a Safer Belfast by working together to tackle antisocial behaviour; reduce alcohol fuelled violent crime; deal with hate crime and help Belfast feel safer” Belfast Community Safety Partnership 2008 ______
Help Belfast feel safer Belfast perceived to be a safe place to live, work or visit Belfast is a vibrant community, of all ages, with increased visitor footfall, sustainable communities, visibility of people, more frequent and accessible transport systems with an overall feel good factor.
Confident communities with good communication, education and awareness to help people feel safe Belfast communities are accessing and engaging with services and organisations, across communities and sectors, with strong neighbour relations and a strong sense of pride.
A city centre which is attractive to all A bright (24hr) vibrant, clean city with accessible services promoted for all.
Accessible transport methods that enable people to feel safe A strong, frequent and accessible pubic and private transport system with an increased number of people visiting and moving around Belfast
Clean neighbourhoods which are accessible and encourage pride and respect Clean neighbourhoods and environments, which are accessible to all with pride and respect.
Safer Belfast adopted by Belfast Community Safety Partnership on 18th December 2008
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Appendix 2
Briefing Note on Tension Monitoring Project
Background
A tension monitoring workshop was attended by various attendees at the Conflict Transformation Project study visit to Leicester in February 2008
The tension monitoring process allows a group of partners to collate information from community level and frontline services, analyse and assess the information based on established tools, and introduce interventions that prevent the escalation of the tensions that can lead to Hate Crime, Interface Violence, and Fear of Crime.
This process will give an upwind indication of rising tensions, and create the opportunity to develop joined up, strategic approaches to tension across Belfast.
The workshop was hosted by an organisation called ICOCO (Institute for Community Cohesion) and was delivered by Linden Rowley, an associate of ICOCO, who developed the model in partnership with the Metropolitan Police. The model has since been circulated to Local Authorities in England and Wales with the recommendation that they adopt it to support community cohesion. In England and Wales Crime and Reduction Partnerships have been the overarching body that the tension monitoring group feeds into
The Hate Crime Convention 2008 (hosted by Belfast Community Safety Partnership and Belfast City Council Good Relations) included a workshop on tension monitoring that was facilitated by Belfast Community Safety Partnership, with input from Linden Rowley. A series of next steps were agreed by those in attendance (PSNI, NIHE, OFMDFM, South Belfast Roundtable, etc) that would begin with senior buy in for the process
Subsequently Belfast Community Safety Partnership has held informal discussions with Community Relations Council, OFMDFM, NIHE, Belfast City Council Good Relations, and NIO Community Safety Unit to secure buy in and support for the project
Current plans
The introduction of tension monitoring to Belfast is now a key element of Belfast Community Safety Partnership’s Safer Belfast Plan 2009-2011
A series of milestones have been developed by the Hate Crime Thematic Group for the implementation of the project
Key partners
NIHE, NIO Community Safety Unit, OFMDFM, PSNI, South Belfast Roundtable, NICEM, Chinese Welfare Association, Disability Action, Community Relations Council, Belfast City Council Good Relations Unit
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Cost
BCSP £50,000 NIHE £25,000 (TBC) NIO CSU £25,000 (TBC)
Next steps
th • March 10 2009 – Linden Rowley to address Chief Execs meeting to gain senior support
• Late March/Early April 2009 – Introduction and training workshop with input from Linden Rowley and Metropolitan Police
• April/May 2009 – establishment of tension monitoring group
• May/June 2009 – employment of Hate Crime Officer
• September 2009 – Review and training workshop with input from Linden Rowley and Metropolitan Police
• March 2010 – Review and training workshop as above to monitor progress and tackle issues
Contact
Richard McLernon [email protected] Page 117 Agenda Item 4c
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Tackling Health Inequalities Conference
Date: 4th March, 2009
Reporting Officer: Mrs. Suzanne Wylie, Head of Environmental Health, ext 3281
Contact Officer: Mrs. Suzanne Wylie, Head of Environmental Health, ext 3281
Relevant Background Information
Many people in the city of Belfast suffer from inequalities in health linked to areas of deprivation, access to jobs, poor educational attainment, the quality of housing and social exclusion. The Council has agreed to develop a healthier city plan as a key aspect of its current corporate plan and it is likely that it will play a significant role in reducing health inequalities as part of the new joint working arrangements between the new Public Health Agency and the Council.
It is clear that there is a need to build an understanding within the council of the concept of health inequalities and what can be done to address these by working in partnership with others. There is now a considerable body of national and international evidence in this area along with many examples of good practice as to what can be done to address the problem.
Key Issues
A key conference on the topic of health inequalities is being held in London on 12 th May (programme attached). This programme includes many eminent speakers including the Minister of State for Public Health and Professor Sir Michael Marmot, University College, London. Topics include government policy on health inequalities, methods to deal with these inequalities and practical case studies from other local authorities.
Given the plans for close joint working between the new Public Health Agency and the Council and to bring four local Elected Representatives onto the new Belfast Local Commissioning Group, it is considered that both the Head of Environmental Health and the Chair of the Committee or their nominees should attend the conference.
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Resource Implications
Financial The Delegate fee is approximately £270 per person Flights per person are approximately £85 No accommodation is needed.
Total cost for two delegates is £710. This has been allowed for in the Revenue Estimates for 2009/2010.
Recommendation
It is recommended that the Committee agrees to the Chairman or his nominee attending the conference along with the Head of Environmental Health.
Document Attached
Conference Flyer
Page 119 Page 120 Page 121 Page 122 Page 123 Agenda Item 4d
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Response Plan for Suicide Clusters
Date: 4th March, 2009
Reporting Officer: Mrs. Suzanne Wylie, Head of Environmental Health, ext 3281
Contact Officer: Mr. Tom Crossan, Principal Environmental Health Officer, ext 3276
Relevant Background Information
The Council has agreed that the creation of both a healthier and a safer city are key priorities within its current corporate plan. This role not only relates to service delivery but also to the Council’s civic leadership responsibility in bringing together agencies and communities to plan more effectively together and also to respond to emerging problems in a collective way.
Suicide is a recognised problem within the city with a greater prevalence in North and West Belfast primarily among young men. This problem led to the government introducing a Suicide Prevention Strategy, ‘Protecting Life’, in 2006. This strategy advocates the use of innovative and comprehensive local multi-sectoral approaches to help reduce the problem.
One of the key patterns that has been shown to emerge with some suicides is the development of small ‘clusters’ where a number of people take their own lives in a small geographic area over a relatively short timeframe. In these cases there is some evidence to suggest that one suicide can become a catalyst for others. This is an issue that both the communities and the various statutory agencies are extremely concerned about and there is a clear need for closer monitoring of the problem and a more joined up and rapid response from these agencies and the community themselves.
Key Issues
In response to the concerns about suicide rates in areas of the city, Council officers have been working with the Belfast Health and Social Services Board, the Belfast Health and Social Care Trust, the Health Acton Zone, Investing for Health, the PSNI and the community sector to develop a Community Response Plan to Potential Clustering of Suicides. A draft of this plan is included in the Appendix, but this is still likely to be subject to some change.
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The plan aims to provide a co-ordinated approach to enable early detection of possible suicide clusters, with the desired outcome of preventing further suicides and supporting those individuals at risk and their families and friends through a timely and co-ordinated response from all sectors. The plan also aims to ensure that better information is gathered and that the effectiveness of responses in each case is reviewed and evaluated and improvements made where necessary.
It is intended that the plan will operate as follows:
• The Trust will monitor statistics, numbers and locations of suicides; • A multi-sectoral City Co-ordinating Committee, involving the Council will meet on a regular basis to review the data, review good practice and responses to incidents and also to carry out test exercises on the community response plan. • In response to incidents a Local Co-ordinating Committee will start to put the response plan into action; • The response plan will include identifying those at risk, as well as family and friends and others who may be affected and providing support to them; • There will also be an agreed approach to working with the media, including the nomination of a trained media spokesperson; • It may be necessary to provide facilities in the community, such as the use of a community centre to assist in supporting those affected; • The local group will hold daily de-briefing sessions to ensure the response remains appropriate; • A list of key contact points for the responding agencies, community organisations and community representatives is under development as part of the plan.
It is intended that the plan will be finalised by April 2009.
Resource Implications
Financial None in terms of developing the plan. Other implications during implementation include the provision of council facilities etc, but the cost should be minimal.
Human Further development and implementation of the plan can be met within the current establishment.
Recommendations
It is recommended that the Committee notes the progress made with the development of the response plan for dealing with potential clusters of suicide and agrees the involvement of officers from the Environmental Health Service in taking this forward.
Document Attached
Draft Community Response Plan to Potential Clustering of Suicides
Page 125 By virtue of paragraph(s) 3 of the Council’s Policy on the Publication of Committee Reports on the Internet.
Document is Restricted Page 133 Agenda Item 5a
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Tender for the Collection and Recycling of Mixed Timber from Recycling Centres
Date: 4th March, 2009
Reporting Officer: Mr. Tim Walker, Head of Waste Management, Ext 3311
Contact Officer: Mr. Jim Shields, Waste Manager (Education, Contracts & Operations), Ext 3338
Relevant Background Information
The Council currently has a number of mixed timber waste containers at its Recycling Centres. The separate collection of these materials is in line with the Council’s aim to divert as much of the biodegradable municipal waste (BMW) element of municipal solid waste (MSW) as possible from landfill in order to meet its Northern Ireland Landfill Allowance Scheme (NILAS) targets and comply with the EC Landfill Directive.
An increase in the range of materials collected at the Recycling Centres has created a better public awareness of the environmental impact of waste. This has helped achieve a significant increase in the recycling rate within the Council.
The existing contract for the collection and recycling of mixed timber waste commenced on 1 December 2006 for a period of three years. This contract is now due for renewal.
Key Issues
The contract for the collection and recycling of mixed waste timber diverts around 3,500 tonnes of BMW from landfill each year. In order to maintain the continuous provision of this service, a new tendering exercise is now required. Given the expected value of this contract, this will be subject to an OJEU Procurement Process.
The existing contract will terminate on 30 November, 2009.
The contract period will be for an initial 1 year period with the option for renewal on a yearly basis thereafter, for a further two years, subject to satisfactory performance.
There are no relevant equality considerations.
A Quality/Price ratio of 40/60 will be applied for evaluating the tender and scored against the stated evaluation criteria:
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• Cost • Service delivery – including response times • Experience and ability to work in partnership • Environmental Management/Impact • Health & Safety • Technical capacity • Technical capability
Resource Implications
Financial The estimated annual cost of this service, based on historical data when over 3,700 tonnes of mixed waste is diverted from landfill, is in the region of £154,000. For this tonnage, the avoided disposal costs to landfill would be approximately £235,000 which is exclusive of any transportation costs.
This represents a saving of around £80,000 should the material be sent to landfill.
The cost of the service has been included in the Service’s revenue budgets for 2009/10.
Human Resources There are no human resources issues associated with this service.
Asset and Other Implications The provision of this service will assist the Council in meeting both its NILAS and EC Landfill Directive targets by diverting around 3,500 tonnes of timber (BMW) waste from landfill
Recommendation
In line with the evaluation criteria listed and quality/price ratio listed above, the Committee is requested to approve the commencement of a tendering exercise for the collection and recycling of mixed waste timber service from the Council’s Recycling Centres.
Key to Abbreviations
BMW – Biodegradable municipal waste MSW – Municipal solid waste NILAS – Northern Ireland Landfill Allowance Scheme OJEU – Official Journal of the European Union.
Documents Attached
There are no documents attached to this report.
Page 135 Agenda Item 5b
Belfast City Council
Report to: Health and Environmental Services Committee
Subject: Acceptance of Clays and Soils at the former Dargan Road Landfill Site
Date: 4th March, 2009
Reporting Officer: Mr. Tim Walker, Head of Waste Management, ext 3311
Contact Officer: Mr. Laurence McQuoid, Waste Manager (Dargan Road), ext 3342
Relevant Background Information
Delegated authority was granted to the Director of Health and Environmental Services, in October 2004 to accept inactive materials suitable for use as a capping layer at Dargan Road landfill site. It was agreed that the Committee would receive a half yearly update of materials procured for these capping operations.
The contractors list (see attached appendix) sets out the tonnages accepted and the income derived for the period August, 2008 – January, 2009.
Key Issues
The sourcing of suitable clays and soils is essential to enable the completion of the capping and site restoration works in a timely manner by 2011 and to ensure compliance with the Site Closure Plan (SCP). Since last August, the capping programme (phase H) is being completed by an outside contractor in order to complete the works within the timescale outlined in the SCP. There are currently two Plant Operators employed at the former landfill site and, as most of the operations are now undertaken by the contractor, there is limited work available for these staff beyond the stockpiling of the clays and soils. The Service is currently in discussion regarding future options for these staff.
The capping tender placed an onus on the contractor to secure appropriate quantities of clays and soils to complete the capping works. The contractor identifies sources of clays and soils which are then tested for suitability for the capping works. Recent changes to the landfill tax regime and the need to secure adequate supplies of clays and soils, means that the Council now does not charge for the receipt of suitable materials. The only revenue now being generated from the former landfill site is from the clays and soils from the Belfast Sewers project which the Council continues to accept under contract at a rate of £2.00 per tonne. This is the last source of income for the site and it is predicted that it will finish by this December.
As of January 2009, 25 hectares (62 acres) of the former landfill site remain uncapped. Approximately 875,000 tonnes of restoration materials (50/50 clays and soils) will be Page 136 required to complete this programme of works. There are sufficient stocks of clays on- site to complete the current Phase H contract. In the current economic situation, however, there is a limited source of suitable clays arising from the construction industry.
If sufficient quantities of suitable clays cannot be sourced to complete the programme of works, other means of providing a protective liner including the installation of a Geosynthetic Capping Liner (GCL) will need to be considered by the Council. This could be up to 50% more expensive than installing a clay cap, but it is a readily available product.
The current capping contract for the 11 hectares (27 acres) scheduled for completion in 2008/2009 commenced last summer and is scheduled to be completed within the year. Two subsequent phases will complete the remaining 21 hectares (58 acres) and are due for completion in 2009/2010 and 2010/2011.
A staged handover protocol between the Waste Management Service and Economic Initiatives is currently being developed in order to transfer ownership and responsibility to the Development Department for future works once sections of the former landfill site are capped and completed.
During the six month period August 2008 – January 2009, 148,876 tonnes of clays and soils were accepted at the site. This generated an income of £360,493.93 for the Council.
Resource Implications
Financial
The estimated income from the supply of clays and soils to Dargan Road is included in the Revenue Estimates. On completion of the Belfast Sewers project at the end of this year, clays and soils will no longer provide a source of income for the Council.
Human Resources
There are no Human Resource implications.
Asset and Other Implications
None.
Recommendation
Members are asked to note the report along with the updated list of contractors contained in the attached appendix.
Key to Abbreviations
SCP – Site Closure Plan GCL – Geosynthetic Clay Liner
Document Attached
List of Contractors depositing clays and soils at the former Dargan Road landfill site, August 2008- January 2009.
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Belfast City Council
Report to: Health & Environmental Services Committee
Subject: Chartered Institution of Wastes Management Conference
Date: 4th March, 2008
Reporting Officer: Mr. Tim Walker, Head of Waste Management, ext 3311
Contact Officer: Mr. Tim Walker, Head of Waste Management, ext 3311
Relevant Background Information
Every two or three years, the Chartered Institution of Wastes Management (CIWM) holds a two day conference in Northern Ireland. This is regarded as the premier local event for waste management where individuals from all aspects of the industry can convene and keep abreast of developments in the field. Over the last number of years, Belfast City Council has sent a delegation and speakers, when requested, to these events. This year the conference, called “ No time to waste – delivering the strategy ”, is being held in the Slieve Donard Hotel in Newcastle on 29-30 April. This conference has also incorporated the CIWM AGM into the programme at the close of Day 1 on the Wednesday evening.
The conference recognises that we stand at a crucial time in the implementation of the Department of the Environment’s Northern Ireland Waste Management Strategy and the supporting Waste Plans. The world has changed beyond recognition due to the impact of the credit crunch and it affects us all in different ways, including our ability to finance and deliver waste management services and facilities. A recent National Audit Report warned that progress has been slow in the delivery of new waste treatment facilities necessary to meet the 2010-2013 diversion targets. As a consequence, it could leave the UK open to the possibility of fines being levied by the European Commission. Northern Ireland will undoubtedly carry its share of the burden, if we fail to meet our targets.
The conference will seek not only to provide an overview of progress to date, but to identify lessons to be learned and key areas where further action will be required. A consistent theme within this is effective communication and the role it plays in building confidence with the public and all other stakeholders. The conference also looks forward with speakers considering the implications of the Review of Public Administration (RPA) and the potential impact of carbon reduction measures.
The exhibition which is being held alongside the conference will provide an opportunity for contractors and suppliers to display their waste management services and demonstrate their technology capabilities.
This conference will be the last one that CIWM (NI) will organise under the current administrative arrangements of 26 councils.
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Key Issues
This conference and exhibition presents both Members and officers with the opportunity to hear of local developments and to network with colleagues in what is a fast moving and rapidly changing industry sector.
Resource Implications
Financial
The conference rate for Member organisations is £247.50 + VAT (£284.63), and there is a further 10% discount for “ early bird ” bookings for bookings made before 27 March meaning that before VAT the Council would pay £221.75 per delegate. The costs of attending the conference per delegate are estimated as follows: Travel - £50.00 (approx. mileage rate) Conference fee – £221.75 (early bird rate) Accommodation - £105 + VAT (Slieve Donard room rate) Visits to the exhibition are free.
Recommendations
In view of the importance of waste management to the Council, the Committee may wish to consider authorising a cross party delegation (i.e. Chairman and Deputy Chairman plus a Member from each party not represented by the Chairman or Deputy Chairman) to attend this event.
Additionally, the Committee is requested to approve the attendance of the Director of Health & Environmental Services, the Head of Waste Management and the Head of Cleansing Services (or their nominees).
The costs of attending this conference and exhibition can be met from the Service’s 2008/2009 Revenue Estimates.
Key to Abbreviations
CIWM – Chartered Institution of Wastes Management RPA – Review of Public Administration
Document Attached
Conference Brochure
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