Document Pack Committee and Members’ Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
4th December, 2009
MEETING OF DEVELOPMENT COMMITTEE
Dear Councillor
The above-named Committee will meet in the Lavery Room (Room G05), City Hall on Wednesday, 9th December, 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
2. Economic Development Unit Update: East Belfast Mission - Request for Funding (Pages 1 - 4)
To consider further the minute of the meeting of 11 th November under the heading “Economic Development Unit Update: East Belfast Mission – Request for Funding” which, at the request of Councillor McKenzie, was referred back to the Committee by the Council at its meeting on 1 st December.
3. Appointment of the Director of Development (Pages 5 - 6)
4. Belfast City Centre Management Presentation (Pages 7 - 100)
5. Gasworks Northern Fringe (Pages 101 - 106)
- 2 - 6. Tall Ships 2009 Post Event Report (Pages 107 - 146)
7. Annual Titanic and Maritime Events for 2010 (Pages 147 - 154)
8. Draft Plan for State of the City (Pages 155 - 160)
9. Consultation on the Utility Regulator's Forward Action Plan (Pages 161 - 174)
10. Sprucefield Public Inquiry (Pages 175 - 176)
11. Department for Social Development's Area Advice Centre Locations Consultation
(report to follow)
12. Advice Services - Debt Relief Volunteer Training Proposal (Pages 177 - 182)
13. Department for Social Development Advice Funding (Pages 183 - 186)
14. Community Development Project Grants (Pages 187 - 192)
15. Tourism Update (Pages 193 - 202)
16. Culture and Arts Update (Pages 203 - 206)
17. Economic Development Unit Update (Pages 207 - 212)
18. European Unit Update (Pages 213 - 214)
19. Markets Unit Update (Pages 215 - 222)
Page 1 Agenda Item 2
Extract from minutes of –
DEVELOPMENT COMMITTEE
11th NOVEMBER, 2009
____
“Economic Development Unit Update
......
East Belfast Mission – Request for Funding
The Committee considered the undernoted report:
“Relevant Background Information
At the April 2009 Development Committee, Members agreed to provide match funding to four organisations which had been successful in securing financial assistance through the European Social Fund (ESF). These organisations were East Belfast Mission, North Belfast Partnership, Women into Business and Training for Women Network. The approval granted was to provide funding for the 2009/10 financial year only and, as a condition of the funding, the four groups were not to request any further money from the Council in connection with the 2010/2011 aspect of their ESF projects.
Recently, East Belfast Mission has written to the Council seeking match funding of £52,509 to further support the Work 4 U project in the 2010/2011 financial year.
Key Issues
East Belfast Mission, through the Stepping Stone Project, currently delivers the Work 4 U project, funded by ESF and match- funded by the Council. The aim of this programme is to work with unemployed individuals in East Belfast, including those deemed economically inactive, and assist them to find employment.
When Members agreed in April 2009 to co-finance support for all four projects, it was agreed that as a condition of the year two funding, all groups in receipt of match funding must not request further money from the Council in connection with the 2010/2011 aspect of their ESF projects. This condition was written into all four separate Funding Agreements - all of which were signed by the individual parties and returned for the Council’s official seal of approval.
Whilst the Work 4 U project is worthy, it is for the reason noted above, that the Development Department has not made provision in its revenue estimates for 2010/11 for groups participating in European Social Fund Projects. Page 2
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The Council believes it is imperative there is a more strategic, co-ordinated approach to tackling the skills and employability needs of its residents and is currently taking steps to address this issue. In response to this, Members agreed in December 2008 to a proposal to open discussions with Department for Employment and Learning (DEL) and other key skills and employability partners in order to develop an agreed strategy for our City.
Members are advised that the Council convened a Belfast Employability and Skills Board in May 2009, including representatives from Central and Local Government, Universities, Colleges, sector skills councils, trade bodies and the local community. Since this group first formed, regular meetings have taken place and a ‘Belfast Employability & Skills Action Plan’ is currently in development which will help address current and future needs facing our City. This document is expected to be finalised in January 2010 and is intended to help shape the Council’s future role in employability and skills related activity – in particular advancing joint activity with key partners and stakeholders in responding to the economic downturn.
Members are asked to note that if financial assistance is offered to the Work 4 U project it is likely we will be asked to support other ESF projects that we are currently financing, including Local Employment Access Partnership (LEAP), Women into Business and Training for Women Network. Members are also reminded that there are 47 ESF projects in total in the Belfast area and we cannot rule out the possibility that some of these projects would not approach us for year three funding.
Members should also be aware that, given that ESF activity is funded by the EU, any agreement to co-finance these projects will preclude the draw-down of monies from the Department of Enterprise, Trade and Investment (DETI) (i.e. the money for co-financing will have to come from rates monies only).
Resource Implications
The budget for the Work 4 U project over a 12 month period would be £52,059.
Recommendation
It is recommended this proposal is not funded given the lack of funding within Council and the decision taken by Members in April 2009 – that is, groups in receipt of match funding must not request further money from the Council in connection with the 2010/2011 aspect of their ESF projects. In addition, agreeing to co-finance the Work 4 U project for one further year would adversely affect other activity planned, most notably, that of the Belfast Employability and Skills Board. Page 3
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Decision Tracking
No decision tracking required if recommendation is accepted.”
The Committee agreed, in view of its decision of 20th April, not to provide funding in the 2010/2011 financial year to the East Belfast Mission in connection with its Work 4 U project.”
Page 4
BLANK PAGE Page 5 Agenda Item 3
Belfast City Council
Report to: Development Committee
Subject: Appointment to the Post of Director of Development
Date: 9 December 2009
Reporting Officer: Peter McNaney, Chief Executive
Relevant Background Information
At its meeting on 12, August 2009, the Development committee granted approval to recruit the post of Director of Development.
The post was publicly advertised on 24 September 2009 for three weeks with a closing date of 15, October 2009.
Key Issues
40 applications were received and, following short-listing on 20 October 2009; preliminary interviews held over 4 days between 22 October and 2 November 2009; assessment centre on 10 November 2009; and final interview on 19 November 2009, the selection panel unanimously recommended the appointment of Mr John McGrillen, the present Chief Executive of Down District Council, on the appropriate point of the salary band £85,133 - £97,283 per annum.
Mr McGrillen has indicated he will accept the post but will need to give three month’s notice to his current employers. He is therefore scheduled to start with the Council on 1 March 2010. An induction programme is being developed for him, which will include meetings with the Chair of the committee and party groups.
Recommendations
Committee is asked to note the appointment of Mr John McGrillen to the post of Director of Development.
Page 6
BLANK PAGE Page 7 Agenda Item 4
Belfast City Council
Report to: Development Committee
Subject: Belfast City Centre Management Company Presentation
Date: 9 December 2009
Reporting Officer: Shirley McCay, Acting Director of Development, ext 3459
Contact Officer: Lisa Toland, Economic Development Manager, ext 3427
Relevant Background Information At a meeting of the Development Committee on 16 January 2008, Members agreed to core fund Belfast City Centre Management Company (BCCM) £190,000 per year for two years commencing April 2008.
Key Issues The work of BCCM covers three areas:
− Delivering BCCM city centre services BCCM delivers its own services, which add value to the city centre, examples include - City Centre Representatives, Café Culture Operating Agreements, City Beat Policing, Radio link, City Safe Crimewatch scheme and City Dressing, including the city’s Festive Lighting − Facilitating and assisting in the delivery of funders’ City Centre Initiatives BCCM work ‘on the street’ (when requested and as directed) to assist with initiatives such as the Belfast Business Awards, Evening Economy, Independent Retail Support, City Centre Performance Measurement, Belfast in Bloom, Waste Management, Streets Ahead and the reStore initiative. − Direct liaison with City Centre Businesses BCCM provide strong communication links between the private sector businesses in the city centre and central and local government, leading to increased private sector funding of city centre initiatives and marketing.
April 2008 to March 2010 The BCCM Board has indicated to the Chair and Deputy Chair of Committee, appreciation of Council’s funding of £190,000 per annum during the financial years 2008/2009 and 2009/2010.
Page 8
BCCM report that these have been two very successful years, with the company’s business plans being delivered in full, save only a few projects which are delayed due to circumstances beyond the control of BCCM.
Copies of the BCCM Performance Reports for 2008/2009 and the first three quarters of 2009/2010 are contained in Appendix 1a and 1b. It is particularly noteworthy that during these two years BCCM has been able to use its core funding to leverage increased funding for specific c ity centre projects from other sources, increasing from £381,000 in 2007/2008 to:
− £710,000 in 2008/2009 − £590,000 in 2009/2010 (budgeted)
The above figures include: − A substantial rise in funding obtained from retailers towards Belfast Visitor and Convention Bureau’s (BVCB) marketing campaign for the city, rising from a previous annual high of £15,000, to £50,000 per annum in both of these two years. − £60,000 investment in new festive lights for the city provided by Belfast Chamber of Trade and Commerce
Members are also asked to note that during these two funding years BCCM has successfully engaged with issues which were not originally tabled in their business plans, these include: − Bringing together the three membership organisations for public hire taxi drivers in the city into one forum, and agreeing a ‘Taxi Forum Agenda’ which is now being progressed with DoE and DRD Roads Service. This has led to a positive working relationship with the drivers. Early benefits included a marshaled and ‘agreed fare’ taxi service to the Tall Ships event. − Chairing the work of Orangefest and Belfast Chamber of Trade & Commerce in respect to delivering shop opening, city dressing and on-street animation Delivery of the high profile Retail NI 2009 conference on behalf of Belfast Chamber of Trade & Commerce, which reinforced Belfast as Northern Ireland’s primary shopping destination and successfully highlighted the private sectors strong feelings regarding the ‘Town Centre First’ lobby with Northern Ireland Executive Ministers. − Under the Chamber’s new President, harnessing some £100,000 each year towards a Belfast Chamber of Trade & Commerce Promotional Campaign. − At Council’s request, provision of support to retailers in other areas of the city to deliver local Festive Lighting projects. Appendix 2 contains a draft Business Plan for the period 2010 to 2013, which includes a detailed action plan for the first year, 2010/2011. The BCCM Board wish to consider any recommendations or requests from the Development Committee before finalising and publishing this Business Plan.
The BCCM Board recognize and state within the Business Plan that the plan may need to be reviewed with core funders after the implementation of the Review of Public Administration. Page 9
The Business Plan sets specific performance targets for each of BCCM’s ‘Activity Groups’ of: 1. Urban Management 2. Safer City 3. Character & Style 4. Economic Activity. The attention of Members is drawn to the strategic objectives set-out in section 6 of the plan, and the specific targets set-out in the 2010/2011 Action Plan. The Business Plan includes financial projections, and the BCCM Board is not seeking any rise in funding from Council.
Resource Implications Belfast City Centre Management Company is seeking confirmation of £190,000 per annum core funding for two years, to be reviewed annually, commencing April 2010.
Recommendations It is recommended that Members note the details of the BCCM Performance Reports for work to date and the Business Plan for 2010-2013. It is further recommended that committee approve annual funding for BCCM of £190,000 per year for two years, subject to annual review, commencing April 2010 and subject to activities and targets being met.
Documents Attached Appendix 1a - BCCM Performance Report for 2008/2009 Appendix 1b - BCCM Performance Reports for first three quarters of 2009/2010 Appendix 2 - Draft Business Plan for the period 2010 to 2013
Decision Tracking Subject to Committee approval of the recommendation to fund BCCM, an appropriate legal agreement will be drawn up between BCCM and BCC to allow for monitoring and allocation of funding. Timeline: April 2010 Reporting Officer: Lisa Toland
Key to Abbreviations BCCM – Belfast City Centre Management BVCB – Belfast Visitor and Convention Bureau DoE- Department of the Environment DRD- Department for Regional Development
Page 10
BLANK PAGE Performance Report 2008/09 Appendix 1a
5A. STRATEGIC BUSINESS COMMUNICATIONS
ACTION DESCRIPTION DATE TARGET STATUS REMARKS
Customer Relations Respond to membership Ongoing Count queries received 38 queries received Management CRM queries
Members satisfactions Complete. Positive rating of 7/10 in mid-year feedback received from Business Survey Chamber members Monthly direct mail shot Ongoing 12 mail shots / e-zines 13 mail shots and 5 e- / e-zine to all members, zines complete advising members of city centre initiatives and events 3 editions of members March, August, November 3 editions x 6,000 copies 2 editions complete Due to current economic magazines City Business – 2008 distributed climate advertising to Page 11 distribution 6,000 cover cost of 3 edition proved unsuccessful. Members satisfaction Complete. Positive rating of 7/10 in mid-year feedback received from Business Survey Chamber members On-line business support March 2009 10% uplift on hits on Uplift of 291% services. Upgrade BCCM 2007/08 year end website statistics March 2009 Members satisfactions Complete. Positive rating of 7/10 in mid-year feedback received from Business Survey Chamber members Delivery specified May 2008 Branded membership Membership Package BCCM/BCTC Membership package launched designed and currently package under production. The new package will be launched during the first quarter (Apr – June). Increase BCCM/BCTC March 2009 20% Uplift on 2007/08 10% uplift under difficult membership base year end statistics economic climate Investigate ‘Bluetooth’ March 2009 Cost/benefit report Research Complete Negative response messaging in the City delivered to BCCM Board received from city centre
Centre businesses.
Belfast Chamber of 6 x Chamber Council B-monthly 6 x meetings delivered 6 meetings delivered Trade and Commerce meetings per annum & sub groups, as appropriate
Arranging AGM June 2008 AGM delivered Complete Retail Forum 2 Retail Forums Held 1st Qtr 120 Attendees Complete – 1 st Qtr (Membership drawn from multiple and independent 4th Qtr Briefing delivered on: Complete – 4 th Qtr retailers in Belfast) § Evening Economy § Streets Ahead public realm works § North West Quarter Masterplanning § South West Quarter Masterplanning
§ North East Quarter Page 12 Roll-Out § City Council events § City Beat roll-out § Juvenile Retail Crime reduction initiative Developer Forum 1 Development Forum September 2008 40 Attendees Developers Forum (Membership drawn from delivered rescheduled to 1 st developers, commercial Briefing delivered on: Quarter 09/10. and retail property § Considerate agents and owners Contractors scheme § North and South West Quarter Masterplanning § Private Sector buy-in to Brighter Belfast § Royal Exchange § Public Realm Works § Adopt a frontage § ‘Percent for Art’ Action Groups Co-ordination of Bi-monthly meetings Action Plan and key 5 meetings delivered to Aimed at delivering the public/private action performance indicators date for each group BCCM Operating Plan. groups: for each of the Action These groups engage key Groups developed. public and private sector 5 x Urban Management (Attached breakdown)
stakeholders to deliver 5 x Character & Style city centre initiatives 5 x Economic Activity 5 x Safer City Area Focus Groups Co-ordination of groups March 2009 § 2 x meetings delivered 8 meetings delivered to These groups were set up in each area date. to improve the trading 2 x High Street § Public and Private 3 meetings moved to 1 st environment within each (23.09.08 & 03.03.09) stakeholders represented quarter. of their geographical 2 x Fountain § Increasing attendance areas by developing Street/Castle Street figures action plans for (30.09.08 & 24.03.09) § Specific improvement improvement 2 x Donegall Place/Royal initiatives commenced Avenue § Percentage delivery of (16.09.08 & 12.02.09) agreed improvements 2 x Ann Street/Victoria Square (25.06.08 & 28.10.08) 2 x North Street (19.08.08 & 03.02.09) 2 x Blackstaff Area
(08.07.08 & 14.10.08) Page 13 Belfast Awards Table Sales June – Nov 2008 § 450 tickets to be sold 442 tickets sold
Awards/Trophies § Trophies to be Complete produced with Thanksgiving Beacon design
Awards Ceremony § Entertainment Complete Planning § Décor § Catering § After Party § Staging § Technical Support § On Screen Visuals § Script § Branding § Programmes/table plans/networking plans § VIP tables / place cards
Awards Media Pack § Awards media pack to Complete
all sponsors
City Centre Engagement with City April 2008 • Roll-out of NSPCC Complete – ongoing Neighbourhood Centre Interest ‘Safe Child’ scheme with Outreach Groups specifically retail members related to young people, homelessness • Agree with Data required complete. and people with September 2008 Shopmobility specific Attempting to source disabilities. performance indicators funding for publication. for accessibility.
September 2008 § Commencement of Scheme policy being Juvenile Crimewatch modified by PSNI scheme
March 2009 § Baseline then On hold by PSNI percentage decrease in retail crime by juveniles
Page 14 March 2009 § Number of first time On hold by PSNI juveniles reoffending
March 2009 § Diversity Training for On hold due to new PSNI all BCCM staff training policies.
March 2009 § 50% increase in number of shops Scheme not taken up by participating in ‘Child retailers Safe’
March 2009 § Influence statutory bodies to deliver a Ongoing joined-up process for assisting ‘rough sleepers’
5B. URBAN MANAGEMENT ACTIONS – 3 RD QUARTER
ACTION DESCRIPTION LEAD AGENCIES DATE TARGET STATUS REMARKS City Centre Business Liaison BCCM Ongoing 12 x monthly reports Complete Inspections Officers interagency 52 x weekly reports reports to BCC / DSD / DRD / PSNI Satisfaction rating of 7/10 on year end Business Survey Trade Waste & Public Liaise between BCCM with BCC & March 2009 § Improved Working with BCC and Waste businesses and Waste Private Sector presentation of trade Private sector Collection services to Waste Companies waste towards implementing improve presentation § Measure BCC a pilot scheme to and collection of satisfaction rating on improve waste trade waste in the year end Business management.
City Centre Survey Page 15 § Collection of 95% of trade waste by 11am Addressing discarded BCC & BCCM Sept 2008 § Build cleaning Awaiting DOE legal chewing gum and policy into ‘Café branch approval. cigarette butts Culture’ code of conduct § Investigate how else BCCM could assist BCC to reduce these particular difficult littering issues Investigate potential BCC & BCCM March 2009 Feasibility report to Cannot identify of a Separated Waste BCC’s Head pf Waste suitable city centre Facility in the city Management site. centre Business Undertake business BCCM On-going Facilitate Ongoing for city Liaison & liaison with member with BCTC communications and centre developments Co-ordination businesses to: inter-agency planning in respect to: § Facilitate § Victoria Square Complete
excellent inter- build agency § Fountain House Complete communication refurbishment and problem § Queens Buildings Complete solving / § Bedford House Complete complaints handling during city centre developments.
§ Encourage BCCM On-going § Streets Ahead roll- Ongoing weekly businesses to with BCTC out communication participate in meetings, monthly City Centre maintenance Cleanliness and meetings and Accessibility management initiatives meetings
§ SWQ Ongoing Page 16 Masterplanning § NWQ Ongoing Masterplanning
Meet targets specified against each initiative
2 x Retail Forums Complete 2nd in 4 th Quarter
2 x Developer Forums 1 Developer Forum will be delivered
2 x Area Focus Group 9 meetings delivered meetings in each to date.
Remaining 3 to be delivered in 1at quarter. Public Realm Streets Ahead DSD with support of Ongoing Delivery of Business Ongoing weekly project: roll-out of DRD, BCCM, BCTC, Communications communication area’s 1 and 3 BCC, MD UK, Private Strategy via Area meetings to reduce Partners Focus Groups, Retail disruption
Forums and Developer Forums Ongoing Briefing sessions as Ongoing necessary in partnership with DSD on disruption issues Ongoing Ongoing business Ongoing liaison to reduce disruption during Phase One of the Streets Ahead project
Area 1 Area 2 Area 3 Evaluation on Conduct post event / BCCM April 2008 § St Patrick’s Day Complete behalf of City activity surveys as June 2008 § Lord Mayor’s Complete Centre requested by BCC / Carnival Stakeholder DSD / BCTC March 2009 § Public cleanliness Complete Page 17 and accessibility perception surveys of 200 business and 500 members of public on Belfast city centre. September 2008 § Anti Clutter Audit Complete
ACCESSIBILITY ISSUES
ACTION DESCRIPTION LEAD AGENCIES DATE TARGET STATUS REMARKS Pedestrian Flow Café Culture (tables BCCM with DSD, September 2008 Develop and publish Complete subject and chairs on BCC and DRD voluntary ‘Code of to pavements) scheme Conduct’ for café owners DOE Legal Departments
March 2009 20 cafes participating in Awaiting DOE Legal scheme Branch approval.
Coach Access Investigate Coach BCCM with DRD, Sept 2008 Report options to the Data collated and Parking options for the Translink, BCC. BCCM Board report produced.
city centre Report given to the Board at next meeting. Access Facilities and Promote access BCCM with DRD, June 2008 Investigate most Bi-monthly Services facilities Translink effective means of meetings with DRD distributing access to identify traffic channel information management issues Park and Ride September 2008 Launch Park and Ride Complete promotion promotion Parking Information November 2008 Launch Parking Complete Information by 1 November 2008 Improved Access for Audit of city centre BCCM/Shopmobility September 2008 Produce survey report Data required People retail sector with complete. compliance with Shopmobility/Disability Attempting to Disability Action source funding for Discrimination Act 1995 application. Anti-Clutter Aduits Undertake Anti-Clutter BCCM supported by September 2008 2 x Audit complete Complete Page 18 Audits DRD/Disability Actions identified Action/Shopmobilit y/BCC
5C. CHARACTER & STYLE ACTIONS – 3 RD QUARTER
ACTION DESCRIPTION LEAD AGENCIES DATE TARGET STATUS REMARKS City Dressing Festive Feature BCCM with Sep 2008 Achieve financial £50k sourced from Installation . Manage BCC contribution from 20 BCTC the supply, installation new businesses for £20k sourced from and maintenance of Christmas 2008 BCC festive lighting in £30k sourced from Belfast City Centre DSD
Jun -Dec 2008 Manage supply Complete contract
Inspect features daily Complete during festive season
Page 19 Achieve 24 hour Complete maximum repair time on all faults
Install new additional Complete features in the following geographical areas § Dublin Road § Chichester Street § Adelaide Street § Bedford Street § Howard Street § Wellington Place § Queen Street § Castle Street § Gresham Street § Ann Street § Church Lane § Arthur Street § Chapel Lane § Donegall Place
§ Royal Avenue § King Street Festive Window BCCM Nov – Dec 2008 75 Businesses 71 participants Competition to Participating encourage retailers to invest in footfall generating Christmas Window displays. Three categories: Multiple Retailer, Independent Retailer and Shopping Centre / Mall / Arcade.
BCCM Sept 2008 Identify ground floor Complete Vacant Window shop frontages vacant Information/Art for over six months Initiative
March 2009 Investigate potential Page 20 for using these windows for the display of city information or art and report to BCCM Board BCCM March 2009 6 Banner Dressing 4 banner promotions City Banner Dressing Promotions complete. Severe Initiative Undertaken. difficulties obtaining Rds Service approval for banner campaigns.
Belfast in Bloom BCCM March 2009 20 business joining Complete Encourage landlords Belfast in Bloom and tenants to Complete Castle Street compliment roll-out of premises to be new public realm by particularly enhancing their encouraged to take premises through part participating in Belfast in Bloom
Street Trading Stalls BCC with BCCM, March 2009 Provide direct Complete DSD and DRD consultation on stall design
Liaise with Business Complete Members to assist with wider consultation
Strategy for Public Reinforce the city as BCCM, DCAL, DSD, June 2008 Recruit Cathedral Complete Art the culture and arts BCC, Arts Council, Quarter capital of Northern Private Partners Ireland through: June 2008 Form Cathedral Complete Quarter stakeholder Providing a lead in the group city centre and Cathedral Quarter September 2008 Investigate Complete (part of the strong opportunity for a University / city program of public
centre / Cathedral performances in the Page 21 Quarter / Laganside city centre axis) March 2009 Investigate Complete ‘designated’ and managed busking locations
March 2009 Assist BCC with Ongoing planning for an open air/crafts market Research & propose BCCM, DCAL, DSD, March 2009 Leverage private Ongoing suitable sites for BCC, Arts Council, sector funding to public art in new Ewart Properties, compliment public developments Private Partners funds for city centre -Public Realm public art projects North East Quarter South West Quarter Provide vehicle for Titanic Quarter joint public/private sector funding applications Utility Box Scheme BCCM September 2008 Identify two gable Complete sites within city
centre that could be mural painting City Centre North East Quarter DSD with assistance Ongoing Cathedral Quarter Ongoing Developments of BCC, DRD, BCCM, Development BCTC and Manager to Developers encourage multi- sector engagement and buy-in
Provide Ongoing communications link to business, arts and voluntary sector organisations in the area through the Cathedral Quarter stakeholder group
Briefing sessions as Ongoing Page 22 necessary in partnership with DSD
Ongoing business Ongoing liaison to reduce disruption during roll-out North West Quarter DSD, with Provide Ongoing and South West assistance of BCC, communications link Quarter DRD, BCCM, BCTC to private sector Masterplanning and Developers organisations in the area.
Consultation and Ongoing Briefing sessions as necessary in partnership with DSD
Ongoing business Ongoing liaison. Shop Frontage BCCM with DSD, March 2009 § 20 shops On hold Delays with Streets Facelift Scheme BCC and BCTC participating in Ahead completion. ‘Streets Ahead’ Area
1 § 20 Expressions of Intent ‘Streets Ahead’ Area 3
5D. ECONOMIC ACTIVITY ACTIONS – 3 RD QUARTER
ACTION DESCRIPTION LEAD AGENCIES DATE TARGET STATUS REMARKS Independent Retail Assist BCC in role-out BCC assisted by June 2008 10 businesses signed Complete Assistance of Independent Retail BCCM up in phase 2 Training initiative 10 businesses signed Ongoing up in phase 3 Communicate Insert press articles BCCM 1 x Estates Gazette – Board ratified EAAG Partnership Messages agreed by 3 core monthly publication decision not to funders proceed due to 2 x BURA magazine financial implications. Page 23 3 x Retail Week Magazines only prepared to offer 1 x Business Eye paid for advertising.
1 x Ulster Business
1 x Corporate NI
Footfall Track Footfall BCCM June / September / Quarterly report Camera supplied has Measure, analyse and December / March failed to deliver report on footfall Statistical report fed accurate counts. counts to into annual Counts now being public/private sector Healthcheck and obtained from stakeholders Benchmarking report retailers. Provide evidence for Retail Gap Analysis BCCM September 2008 Analysis report BCTC decision not to the promotion of completed undertake full Retail Floor Space Healthcheck & Target brands Benchmarking report . identified Update KPI’s only. Retail Gap analysis now being conducted as part of BCC Retail
Study. Publish a Retail BCCM with BCTC, September 2008 Distribution channels BCC advised that Opportunity & BCC and DSD identified work is to be Investment Guide completed by the March 2009 Guide produced Development Department Attend investor shows BCCM, BCTC, BCC Nov 2008 Satisfaction rating Complete incluing BCSC, Mapic & and DSD Feb 2009 through post event in association with evaluation with core funding partners funders Independent Retail Survey needs of BCCM & BCTC September 2008 Needs analysis Complete Support independent retailers completed in Belfast City Centre March 2009 Twice annual Complete ‘mystery shop’ of 5 multiple and 5 independent retailers
Page 24 In partnership with November 2008 Updated guide BCC to advise if BCC produce updated produced funding is available ‘Belfast Loves to publish revised Shopping’ guide Press launched guide focusing on
Funders retail led regeneration strategy
BCTC Independent retail members Evening Economy To support BCC’s BCC, BCTC and Ongoing § Chair Evening Ongoing To create a healthy Evening Economy BCCM Economy Steering balance of mixed initiative Group meetings users and an § Promote at Area Ongoing environment in Meetings for which all ages may businesses enjoy the city centre § Quarterly mail Ongoing shots to all members § Update businesses Ongoing at 2 Retail Forums § Lobby multiple Ongoing retailers at
national level through ATCM Key Cities network § Identify barriers to Ongoing a ‘Shutters-up’ initiative and report to BCCM Board § New initiatives Ongoing identified where appropriate
Children & Young Engage with children & BCCM with BCC September 2008 Carry out customer Interactive workshop People Young People as survey amongst this organised for early significant portion of population group to new financial year. city centre population establish their needs Representatives and desires in the include, BCTC, BCC city centre Community Service Team, BCC Youth
Council and young Page 25 people that frequent Lanyon Place and city Hall. Legislation & Policy Represent business BCCM & BCTC March 2009 Provide Ongoing members (and core representation as funders upon request) required in matters relating to: § City Centre Masterplanning § Protection of city centre from out of town shopping developments § Phasing of retail development § Business Improvement Districts § Independent Retails / Clon Cities
5E. SAFER CITY ACTIONS – 3 RD QUARTER
ACTION DESCRIPTION LEAD AGENCIES DATE TARGET STATUS REMARKS Crimewatch Initiative Operation of a city BCCM with PSNI & June 2009 § 10% reduction in On target. Year end centre retail crime Retailers stock loss June 2009. network § Measure number of ‘first time’ shop lifters re-offending § 10% increase in number of retailers participating Information for Introduction of a BCCM assisted by June 2008 Poster in 50 retail Complete migrants to city language poster PSNI and Retailers outlets stating retailer’s ‘Shop
Lifting’ policy in Page 26 multiple languages Junvenile Introduce new BCCM with PSNI, September 2008 • Scheme launched Schemes policy being Crimewatch voluntary scheme for Youth Justice • 50 retailers modified by PSNI children and young Agency, Challenge participating people caught ‘first for Youth, BCC and • Percentage time’ shoplifting Retailers reduction in stock loss • Number of ‘first time’ juvenile shop lifters re- offending
Child Safe Introduce Safe Child BCCM with NSPCC, • Production of Negative response scheme to coordinate assisted by PSNI and Safe Child from retailers. action around ‘lost Retailers literature Scheme to be children’ in city • 50% increase in reinvestigated. centre number of retailers participating in scheme Retail Radiolink Provision of existing BCCM Ongoing • 10% increase in Zone 1 - 155 radio network linking March 2009 membership Zone 1a - 8 retailers in Belfast Zone 2 – 39
with each other and PSNI Publink Provision of existing #BCCM Ongoing • 20% increase in Zone 3 - 84 Evening Economy time March 2009 membership radio system linking pubs and clubs with each other and PSNI City Centre Policing BCCM and BCTC BCCM and BCTC On-going Evaluation by BCC Group disband by BCC project to provide with PSNI March 2009 ASB Group jointly CEO and PSNI dedicated City Centre chaired by the BCC Beat Policing through a Chief Executive & SLA with the PSNI ACC Duncan McCausland
2008/9: § Illegal Street Ongoing Trading 0% Incidence § 10% reduction in Ongoing
ASB & Page 27 environmental issues § 1500 retail visits 635 Retail Visits § Traffics issues: DRD completed Establish baseline survey report one of No. of vehicles reported in pedestrian precincts between 11am and 6pm by Sep 2008 § 10% reduction in Survey of pedestrian No. of vehicles areas 3 rd & 4 th reported in quarter pedestrian precincts between 11am and 6pm by PSCO’s not Sep in second half achievable by PSNI. of year Funding not provided § Achieve funding by Police Board for 6 PCSO’s (£120,000.00) Victoria Sq-complete
§ Negotiate and PSNI unable to complete SLA’s for provide City Centre new City Centre Beat resources for Beat areas (e.g. other areas. Victoria Square, Other areas have not Gasworks Business committed funding Park and Cathedral for city centre beat Quarter) resource at this time. Emergency Contact BCCM to manage BCCM with DSD, Ongoing Weekly monitoring of Complete Point Emergency Contact PSNI and BCC system by CCR Team Point systems New branding at ECP Complete points to link with BCC’s ‘Get Home Safe’ campaign NBIS Management of the BCCM with PSNI Ongoing Belfast information Complete
National Business updated to NBIS Page 28 Information System, a weekly crime pattern analysis system throughout GB. Input data from Belfast Safer City Initiatives and produce
Deliver reports for BCCM with PSNI June, September, Quarterly Complete core funders December, March Benchmarking reports benchmarking Belfast issued to core funders against other UK cities and members with regard to crime quarterly. and perception of crime.
Emergency Planning Support BCC’s work to BCC March 2009 Facilitate Retail BCC lead initiative. prevent/reduce Training Seminar Awaiting request to disruption in the event assist once funding of a major incident has been agreed.
7. OUTLINE FINANCIAL STATEMENTS 2008/9
2008/09 2009/10 Actual Projected Income BCC 190,000 190,000 DSD 140,000 140,000 BCTC/BCCM Membership/Radiolink/Crimewatch & Private Sector 182,715 157,000 Funding Community Safety Partnership/NIO Crimewatch Rollout/BAND 47,812 60,500 City Beat Initiative 181,651 55,000 Other Project Funding 190,653 75,000 Misc Income 30,392 Total Income 963,223 677,500
Operating Costs Salaries 206,133 184,770
Rent/Rates/Electricity 42,978 42,000 Page 29 Telephone 8,576 7,500 Insurance 2,156 2,750 Postage and Stationery 17,022 18,000 Office Equipment Rental & Purchases 17,869 7,000 Audit/Accountancy 16,032 15,000 Professional Fees 20,000 8,000 Conference Fees 31,020 5,000 Chairman’s Costs 6,086 6,000 Printing/Photography 2,216 1,500 Equipment Repairs/Maintenance 5,968 3,500 Other Operating Costs 43,414 20,000 Total Operating Costs 419,470 321,020 BCTC Project costs 18,679 27,600 Cathedral Quarter 42,873 40,464 City Dressing & Performances 21,544 City Safe Initiative/NIO Crimewatch Rollout/BAND 113,132 135,892 City Beat Initiative 152,150 55,000 Festive Lighting 79,960 50,000 Health check, Evaluations & Appraisals 10,522 10,000 Footfall/Website/Homesafe/Mag etc 7,940 10,000 Other Project Costs 100,742 10,000 Total Project Spend 547,542 338,957
Surplus/(Deficit) (3789) 17,523
8. CORPORATE GOVERNANCE
To ensure that the delivery of the business plan is in line with public sector accountability requirements, Belfast City Centre Management Company will provide ‘open book’ accounting, independent assurance through the Finance & Audit Committee (formed on the recommendation of BCC Internal Audit Section), and the highest possible levels of performance reporting, in terms of:
§ delivery of the strategic business plan by the City Centre Management Company to its key funders, Belfast City Council, the Department for Social Development and the private sector; § Changes to city centre performance measured against baseline information, (established in the annual City Centre Health check & Benchmarking Report). § public sector audit requirements, in particular compliance with the internal audit practices adopted by BCC and DSD; § Robust and transparent financial reporting.
Corporate Governance
ACTION TARGET DATE MEASURED BY STATUS
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BCCM Board Operation 6 x Board Meeting per Ongoing Finance & Audit Committee 6 meetings delivered annum
Finance & Audit Committee Operation 6 x Finance & Audit Ongoing BCC Internal Audit Section 6 meetings delivered Committee meetings per annum
External Systems Audit & Completion of external and internal 31 st March 2009 Completion of internal and Audit complete Procedures audit external audit in line with best practice and company law requirements
Performance Report 2009/10 Appendix 1b
5A. STRATEGIC BUSINESS COMMUNICATIONS
ACTION TARGET DATE MEASURED BY STATUS REMARKS
Customer Relations Monthly direct mail shot / e-zine to all Ongoing • 12 mail shots / e-zines 8 mail shots to date Management CRM members, advising members on city • Members satisfaction rating of centre initiatives and events 8/10 by survey
Produce City Newsletter to include Ongoing • Distribute quarterly Moved to 2 nd qtr to KPI’s quarterly snapshot accommodate ‘Schools Edition’ newsletter to tackle juvenile theft in conjunction with PSNI. Awaiting NIO approval. 3 editions of members magazines City March, • 3 editions x 6000 copies 2nd edition distributed Page 31 Business – distribution 6000 August, distributed 24.09.09 November • Members satisfaction rating of 8/10 by survey Organising Chamber Activities as On-going Monitoring by Finance & Audit 11/08/09 Belfast Chamber of documented in the BCCM/ Chamber Committee Trade & Commerce Council Strategic Alliance including: -
6x Chamber Council meetings per Bi-Monthly 6 x meetings delivered 2 meetings held in 2 nd annum & sub groups as appropriate qtr Retail Forum 2 Retail Forums Held 2nd Quarter • 120 Attendees 2nd Qtr – 01/10/09 4th Quarter • Briefings delivered on: o Evening Economy o Streets Ahead public realm and reStore works o City centre master planning o City Council initiatives and events
Retail N.I. 09 Annual Retail N.I. 09 conference September § 250 delegates attending § 176 delegates Conference 2009 § 4 sponsorships delivered attended To reinforce the importance of retailers § 5 exhibitors § 1 sponsor secured to the economic competitiveness of the § Satisfaction rating of delegates § 7 exhibitors region secured § 61% of delegates To confirm Belfast’s position as the attended made a leading retail location in Northern provisional booking for Ireland Retail NI 2010
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ACTION TARGET DATE MEASURED BY STATUS REMARKS
July – September Action Groups Co-ordination of public/private action Quarterly Action Plan and Key Established to deliver groups: - meetings Performance Indicators for 08/07/09 – CSAG the BCCM Operating each of the Action Groups 21/07/09 – SCAG Plan. These groups 4x Urban Management developed and presented in 28/07/09 – UMAG engage key public and 4x Character & Style Section 5. 04/08/09 - EAAG private sector 4x Economic Activity stakeholders to deliver 4x Safer City city centre initiatives
8.7.09 – North Street Area Focus Groups Co-ordination of Groups By March • 2 x meetings delivered in 4.8.09 – Donegall Place \ These groups were set 2010 each area Royal Avenue up to improve the 2 x High Street • Public and Private 23.09.09 –Blackstaff Square trading environment 2 x Fountain Street/Castle Street Area stakeholders represented 24.9.09 – North Street within each of their 2 x Donegall Place/Royal Avenue • Increasing attendance geographical areas by 2 x Ann St/Victoria Square
figures Page 33 developing action plans 2 x North Street • Specific improvement for improvement. 2 x Blackstaff Area initiatives commenced • Percentage delivery of agreed improvements
Belfast Awards Belfast Awards Project Aug 2009
Business Sponsorship Breakfast Sept 2009 No. of sponsors retained 21/09/09 – successful event with 5 categories sold
Business and Public Sector Sponsors Oct 2009 No. of sponsors retained Ongoing Secured
Official Launch Oct 2009 Satisfaction rating by entrants Preparation of event in and sponsors progress
Critical Path for event management Aug 2009 Complete complete
Business Recruitment Undertaken Nov-Feb No. of award entries achieved
Mystery Shopping Competitions Jan 2010 Page 34 Complete
Judging process for paper based Jan 2010 applications complete (CIM, CBI, Media, Business Panel)
Staging/Running Order etc complete Mar 2010
Belfast Awards Gala Ceremony April 2010 Satisfaction rating by sample of attendees
5B. Belfast City Centre Action Plan 2009/10 - Urban Management
ACTION DESCRIPTION LEAD DATE TARGETS STATUS REMARKS AGENCIES Maintenance & Cleansing – Cleaner Issues City Centre Business Liaison Officer BCCM April 2009 § Establish baseline Complete Inspections interagency reports to rating from relevant Weekly & monthly BCC \ DSD \ DRD \ PSNI \ agencies monitoring reports Adshel. distributed to key agencies § BCCM to evaluate benefit of independent city centre inspections to relevant agencies § 12 x Monthly Reports § 50 x Weekly Reports Trade Waste Liaise between businesses and BCCM with BCC & July 2009 § Establish a % baseline July ’09 – 62% uplift & Waste Collection services to Private Sector uplift before 11am or identified Public Waste improve presentation and collection Waste after 6pm. Page 35 of trade waste in City Centre Companies § Prepare paper on pilot July – Paper presented to study UMAG on pilot study Business Undertake business liaison Liaison & with member businesses to: Co-ordination § Facilitate excellent inter- BCCM March § Meet targets specified agency communication and with BCTC 2010 against each initiative problem solving / complaints handling during city centre developments. - Weekly communication § Streets Ahead meetings & distribution of Project Newsletter
§ reStore roll-out - Meetings ongoing to implement action plans § City centre Masterplanning § Utility Works - Distribution of information ongoing § Private sector - Distribution of developments information ongoing Public Realm Streets Ahead project : roll-out DSD with support Mar 2010 Completion dates of Area’s 1, 2 and 3 of BCCM, BCTC, ▪ Area 1 – April 2010 Weekly communication • Delivery of Business BCC, Farrans, § Ann St /Cornmarket meetings & weekly Communications Strategy via NIE, DRD & § Arthur St/ Arthur Sq Newsletter distributed to o Weekly Communications Private Partners § Arthur Place /Castle all businesses in Area 1, 2 meetings & distribution of Lane & 3 update Newsletters; o Area Focus Groups; ▪ Area 2 - Jan 2011 o Retail Forums; and § Castle Junction o Publications. § Donegall Place • Briefing sessions as necessary in partnership with DSD on ▪ Area 3 – April 2010 disruption issues • Fountain St/Castle • Ongoing business liaison to St reduce disruption during the • College St / Queen ‘Streets Ahead’ project St
reStore Project Page 36 • Delivery of Action Plans for DSD with support March Completion dates Ongoing Castle Street & North Street of BCCM, BCTC, 2010 • Oversee income and spending BCC, DRD Private ▪ Castle Street Mar 2010 - Action Plans budget for both projects Partners ▪ North Street Mar 2010 incorporating budgets • Communications Strategy via agreed with DSD o Stakeholder meetings; o Area Focus Groups; o Retail Forums and o Publications. • Briefing sessions as necessary in partnership with DSD Evaluation on Conduct post event \ activity BCCM Apr 2009 • St Patrick’s Day Survey complete behalf of City surveys as requested by BCC \ Apr 2009 • Trade Waste Baseline Survey complete Centre DSD \ BCTC Survey Stakeholders June 2009 • restore project pre- Survey complete perception surveys June 2009 • Rapid Transit Business Survey ongoing Survey May 2009 • Orangefest Traders Survey complete survey May 2009 • 2009 Xmas opening Survey complete initiative
May 2009 • Belfast In Bloom survey Survey complete June 2009 • Lord Mayor’s Carnival Survey complete Jul 2009 • 12 th July Celebrations Survey Complete July 2009 • Shopping Festival Survey Complete Aug 2009 • Tall Ships Event Survey Complete Aug 2009 • Meal Deal Survey Complete
Sep 2009 • Anti clutter audits Locations to be agreed by & To be carried out at 2 UMAG in Oct 2009 March locations in city centre 2010 Accessibility Issues
Pedestrian Café Culture (tables and chairs BCCM with DSD, Sept 2009 • Roll out of Café MoU agreed with all Flow on pavements) Scheme PSNI, DOE Culture statutory agencies Sept. BCC,DRD & private ‘Memorandum of ‘09 partners Understanding’
Page 37 Coach Access Investigate Coach Parking BCCM with DRD, Sept 2009 § Present coach option options for City Centre Translink, BCC, report to DRD & key § Carry out Feasibility DOE stakeholders. study/Options Report on Planning provision for Coach Parking in city centre § Group to agree remit of research i.e. on street/off street provision and facilities which may be needed
Access Promote access facilities Facilities § Distribution traffic awareness and Services BCCM with DRD, Jun • Deliver report to Research ongoing information Translink 2009 DRD on most - leaflets effective means of - editorials distributing access - publications information
Anti-Clutter Undertake Anti-Clutter Audits BCCM supported Sept 2009 & § 2 x Audit Locations to be agreed by Audits by DRD / BCC / March 2010 complete/Actions UMAG in Oct 2009 Disability Action/ identified Shopmobility/
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5C. Belfast City Centre Action Plan 2008/9 – Character & Style
ACTION DESCRIPTION LEAD DATE TARGETS STATUS REMARKS AGENCIES Public Realm Urban Form BCCM, with Sep 2009 § Support best practice in Deferred to 4 th Qtr Cathedral Qtr Steering assistance of construction Group to co-ordinate Forum DSD, BCC, in 4 th Qtr BCTC, DRD, § Developers’ Forum and to promote Developers - Belfast’s unique identity - Re-use of existing buildings - Best practice (Glasgow)
• To encourage debate on - Future trends - new design - Advocate ‘Percent for Art’ - Tall Buildings
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Master Planning DSD, with § Consultation and briefing Ongoing submission of • Cathedral Quarterassistance of BCCM, BCC, sessions as necessary in consultation documents to • New Regional Library BCTC, DRD, partnership with DSD DSD • North East Quarter and and private sector • North West Quarter Developers • South West Quarter § Provide communications • St Anne’s Square link to private sector • UU City Development businesses and • Westside organisations to reduce disruption
§ Respond to public realm consultation documents
§ Research best practice on Public realm
Belfast Streets Ahead Project DSD, with March § Promote positive aspects Weekly communication • Area 1 assistance of 2010 of public realm meetings • Area 2 BCCM, BCC, investment during • Area 3 BCTC, DRD, economic downturn and Private Sector § Consultation and briefing Distribution of weekly sessions as necessary in ‘Week Ahead’ Newsletter to partnership with DSD all businesses in Area 1, 2 & and private sector 3
§ Provide communications Response made re concerns link to private sector raised by the business businesses and community organisations to reduce disruption
§ 52 weekly Meetings arranged as and communication / when necessary Page 40 coordination meetings
§ Weekly Newsletter to all Complete businesses in streets undergoing work
§ Identify initiatives to reduce negative impact on business sector Tall Ship Initiative (on - Promotional activities street entertainment \ meal \ initiatives & coffee deals \ shuttle bus to event \ vouchers in BT)
- Branding Tall Ships & Summer in the City Street Banners throughout city centre - Belfast in Bloom \ interim soft-scape initiatives - Festive Lighting - Animate empty premises
§ Identify promotional Support DSD in Launch of initiatives to celebrate Spirit of Belfast artwork – successes \ completed Sept ‘09 streets
Markets /Street Trading Stalls BCC with § Support ‘Summer BCCM, DSD Sundays’ programme in Cathedral Quarter and DRD
§ Provide direct Feedback provided to BCC consultation on proposed in 2008 following BCC stall design, product lines proposals – no progress to and locations date BCCM with Mar 2010 § 6 Banner Dressing 1st Qtr - 2 banner City Banner Dressing Initiative Promotions Undertaken campaigns secured Manage advertising and DRD promotional campaigns on ND 2 Qtr Cross Street Banners &
3 Banner campaigns Page 41 Lamp post Banners secured
Tall Ships Banners, Summer in the City Banners § Promote banners and Belfast Festival at designation \ promotion Queens of specific areas: - Cathedral Quarter - Castle Street - North Street - part of reStore project - part of reStore project § Identify blockages to promotional initiatives and work with statutory agencies and business community to resolve operational issues Festive Feature BCCM and Jun – 09 § Tender contract for Call for quotations issued Installation. BCTC with Dec festive lighting by August September 2009 Manage the supply, BCC 2009 2009 Installation and maintenance of festive lighting in Belfast • Manage supply contract City Centre
§ Inspect features daily during festive season
§ Inspect features quarterly in storage
§ Achieve 24 hour maximum repair time on all faults § Install new additional features as per funding Page 42
Action Description Lead Date Targets Agencies Cultural Cathedral Quarter Steering DSD, with Mar 2010 § Support Cathedral On-going, Participation Group assistance of BCCM, BCC, Quarter Steering Group in the BCTC, DRD, to develop and presentation to Action City Centre and implement a 5 year Group planned for 13 Developers Strategic Vision and October Development Plan - Encourage statutory adoption of the plan
§ Position Cathedral On-going plans for Quarter as the cultural Developer’s Forum in hub for Belfast. Oct/Nov - encourage multi-sector engagement and buy-in
- Explore mutual benefit Page 43 between retail core and cultural quarter through enhanced quality-of-life, branding and tourism -Successful participation of - Provide communications 80 businesses and link to business, arts an organizations in Culture voluntary sector Night Belfast - piloted organisations Cathedral Quarter.
§ Support short-term CQSG -On-going Market actions in Cathedral consultation, survey to be Quarter such as: completed in Oct. - Summer Sundays in Cathedral Quarter Post-event Culture Night - Culture Night Belfast, report being collated. 25th September 2009.
§ Establish Cathedral On-going joint initiative to Quarter as the pilot to address increasing roll out policies city dereliction in Garfield Street centre wide - Management of public Joint initiative to address
space, art & events management issues - Suitable sites for public art - pilot City Centre Public Art Strategy Public Art BCCM with Mar § Provide vehicle for joint Submission to Arts Council DSD, BCC, Arts 2010 public/private sector NI submitted Sept 2009 re Council, funding applications production of art work for Ewart Fountain Street Properties, & Private Partners reStore Project DSD, with Mar 2010 § Provide communications Complete • Castle Street \ King Street assistance of link to private sector and • North Street BCCM, BCC, community groups in the BCTC, DRD, area and Private Sector Aug 2009 § Assist business to Complete compile business plans Page 44 § Encourage best practice
§ Reduce decline in area and increase economic activity Vacant Premises and BCCM with Mar 2010 § Animate empty buildings Meetings held August & Windows DSD, BCC & Sept with PLACE, Arts in private Business, property agents & partners Developers to develop a § Act as a vehicle to memorandum of facilitate effective Understanding. communication between Arts Groups and Property Ongoing Developers
§ Maintain database of Complete vacant shops / frontages
Belfast City Centre Action Plan 2009/10 – Economic Activity
ACTION DESCRIPTION LEAD DATE TARGETS AGENCIES Independent Assist BCC in role-out of Independent BCC March • 10 Businesses signed- There are currently no BCC may reinstate this Retail Retail Training initiative assisted by 2010 up in phase 2 Retail Therapy programmes scheme in the next Assistance BCCM • 10 Businesses running at the moment financial year. • signed-up in phase 3 Communicate Produce summary fact sheet of Retail BCCM April Distribute A summary of the Business Copies of this report are city centre Health check & Benchmarking report. 2009 and Public reports was available to members upon performance amalgamated and request. circulated. City Centre Drive footfall in Belfast City Centre BCCM Secure £25k private sector Promotional through: contribution to BVCB city Campaign marketing campaign Marketing via BVCB Festive Lighting Secure £25k private sector contribution to purchase Page 45 new festive lighting On Street Animation – activities April § Radio Roadshow Tall Ships Initiative (on A post-event report is in may include: 2009 – § Community Circus street entertainment) draft form and will be March Performances available to members upon (tied to special dates, such as 2010 § Busking Competitions – Tall Ships & Summer in the completion. Valentines Day, Mothers Day etc) Strum in the Sun and City Street Banners Busk til Dusk throughout city centre § Taxi Driver of the Year Competition § Bus Driver of the Year Competition § May Street Festival § Spring Flower Market § Pavements chalk sketches § Graffiti art § Outdoor cinema Shutters Up § Encourage participants to sign up to the ‘Open Shutters’ initiative Footfall Research technology for external BCCM Research various methods ‘Springboard’ has installed a Currently collecting footfall
footfall counts and technology to provide camera at M&S in Donegall figures from a number of accurate city centre footfall Place. A quotation to install key city centre stores and counts. a second camera at Boots is shopping centres. forthcoming. Promotion of Attend investor show MAPIC in BCCM, Nov § Satisfaction rating BCCM confirmed to attend Retail Floor association with funding partners. BCTC, 2009 through post event the event from 18-20 Nov Space BCC, DSD evaluation with core 09 in Cannes, France. funders
§ Obtain 8 expressions of interest from retailers
Evening To support BCC’s Evening Economy BCC, BCTC, Ongoing § Chair Evening Economy Economy initiative BCCM Steering Group meetings To create a healthy balance of § Promote at Area On the agenda for the mixed users and Meetings for businesses Business Forum on 1-10-09 an environment in which all ages § Update businesses at 2 The next Business Forum Page 46 enjoy the city Business Forums will take place in the Grand centre after 6pm Opera House on 1-10-09
§ Lobby multiple retailers at national level through ATCM Key Cities network § Identify barriers to a ‘Shutters-up’ BCTC initiative and report to BCCM Board § New initiatives identified where appropriate
Legislation & Represent business members (and BCCM, Mar Provide representation as Lobbying has been made on Policy core funders upon request) in matters BCTC 2010 required behalf of: relating to: -The Belfast Wheel § City Centre Masterplanning -The Aurora Development § Protection of city centre from out of -Sprucefield town shopping developments -Titanic Quarter Office § Location of National Stadium Space § Phasing of retail development § Business Improvement Districts
§ Independent Retail / Clone Cities
Children & Engage with Children & Young BCCM with Sept • Carry-out Customer Young People People as significant portion of City BCC 2009 Survey amongst this Centre population population group to establish their needs and desires in City Centre
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5E. Belfast City Centre Action Plan 2009/10 – Safer City
ACTION DESCRIPTION LEAD DATE TARGETS STATUS REMARKS AGENCIES Safety Issues
Crimewatch Operation of a city BCCM with March 2010 • Maintain average reduction in stock loss Ongoing New Stock Loss Data Initiative centre retail crime PSNI & sheets will be distributed network Retailers with each monthly update of images • Measure number of ‘first time’ shop lifters Ongoing Roll out Retail BCCM, June 2009 re-offending Crimewatch across NIO, PSNI, • 3% increase in number of retailers 1 shop has closed down Northern Ireland NIATCM participating 1 shop left thru non- payment
10 shops have joined Page 48
September § Install NIBS in 6 police districts, including Awaiting NIO response 2009 training § Establish network system across N.I. § Set up administration systems by 6 districts § Select and recruit Retail Crimewatch Co- Ordinator Roll out of Roll out of BAND BCCM/PSNI March 2010 • 40 members participating Still in pilot scheme until Post survey to take place BAND (Belfast Against Jan 2010 Feb 2010 Nightime Disorder) across Belfast Information Language poster BCCM June 2009 • 3% increase in participants Completed for migrants stating retailer’s assisted by to city ‘Shop Lifting’ policy PSNI & in multiple Retailers languages
Juvenile Introduce new BCCM with • Scheme launched Still on hold with CLC. BCCM and PSNI have Crimewatch voluntary scheme PSNI, • 5 retailers participating developed a School for children and Youth • Percentage reduction in stock loss Edition newsletter to be young people Justice • Number of ‘first time’ juvenile shop lifters distributed to 41,000 caught ‘first time’ Agency, re-offending pupils in Oct 2009
shoplifting Challenge for Youth, BCC and Retailers Late Night Introduction of Late § Lobby DOE for legislation/policy Still with DOE and DRD Taxi Night Taxi scheme to § Agree routes Roads Provision clear revellers in the § Launch scheme city centre after § Establish baseline of patronage midnight
Retail Provision of existing BCCM Ongoing 3% increase in membership 6 shops left ( 1 closed All radios are being Radiolink radio network linking March 2010 down) checked by BCCM retailers in Belfast 8 shops have joined with each other and PSNI Publink Provision of existing BCCM Ongoing 10% increase in membership Ongoing All radios are being Evening Economy March 2010 checked by BCCM time radio system linking pubs and Page 49 clubs with each other and PSNI City Centre BCCM and BCTC BCTC and On-going Value for money initiatives Policing project to provide BCCM with March 2010 dedicated City Centre PSNI 2009/10: Beat Policing through § Illegal Street Trading 0% Incidence Complete a SLA with the PSNI § Amendment of Year 5 SLA to incorporate reference to the PSNI established baseline resource during retail hours To be finalised with PSNI § Incorporate City Centre and Victoria Square No longer valid – Vic Sq requirements into a single SLA has left scheme § Focus City Centre Beat activity towards Incorporated into SLA for member’s issues and referring these issues Year 5 to the city centre ASB Strategic Group for Meeting with elected resolution. members – Sept 2009 § Lobby Policing Board N.I. for PCSO funding Letter sent Sept 2009 Emergency BCCM to manage BCCM with On-going • Weekly Monitoring and recording of System Ongoing Contact Emergency Contact DSD, PSNI by Operations Team Points Point systems and BCC
NBIS Management of the BCCM with Ongoing • Belfast information updated to NBIS weekly Ongoing National Business PSNI Information System, • Quarterly Benchmarking reports issued to Ongoing Quarterly reports are a crime pattern June, core funders and members quarterly. brought to RCW ID Group analysis system September, for discussion throughout GB. December, Input data from March Belfast Safer City Initiatives and produce reports.
Deliver reports for core funders benchmarking Belfast against other UK cities with regard to crime and perception of crime. Emergency Support BCC’s work BCC Mar 2010 • Facilitate Retail Training Seminars On hold - new co-ordinator Page 50 Planning to prevent/reduce • Assist BCC as requested appointed by BCC. disruption in the Meeting Sept ’09 to discuss event of a major how to progress. incident Rough Influence statutory BCCM, Mar 2010 Engagement of key stakeholders achieved Sept 2009 – meeting with Sleepers bodies to deliver a PSNI, elected members to raise joined-up process for NIHE, profile & champion cause. assisting ‘rough Health Meeting with key agencies sleepers’ and chronic Services set for Oct 2009. alcoholics.
CORPORATE GOVERNANCE
ACTION TARGET DATE MEASURED BY STATUS REMARKS
BCCM Board Operation 6 x Board Ongoing Finance & Audit Committee 3 meetings taken place to Meeting per annum date
Finance & Audit Operation 4 x Finance & Ongoing BCC Internal Audit Section 2 meetings taken place to date Committee Audit Committee meetings per annum
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BLANK PAGE
Page 53 Appendix 2
Draft Business Plan
2010-2013
A strategic direction for Belfast city centre
Belfast City Centre Management Company A strategic direct
Page 54
Contents
1 INTRODUCTION & BACKGROUND
2 ROLE OF BCCM
3 VISION STATEMENT
4 GUIDING PRINCIPLES
5 KEY STRATEGIC ISSUES FOR BELFAST CITY CENTRE UP TO 2015
6 MISSION STATEMENT & KEY STRATEGIC AIMS & OBJECTIVES
7 ACTION PLAN
8 DELIVERY MECHANISM
Appendix I Financials 2010-2013 Appendix II Building on success of 2006 - 2009
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1. Introduction & Background
1 Introduction & Background
Belfast is the Capital City of Northern Ireland and the second largest city in the whole of Ireland. The city centre has a unique role to play within this context as its economic health and vitality is a major determinant of the economic health not just of the Belfast urban area, but also of the whole of the Northern Ireland region.
The city has experienced a decline in traditional manufacturing industries, offset to some extent by a considerable increase in service sector employment.
The city has seen significant population decline since the early 1970’s from 416,000 to 267,000 in 2008, although the rate of decline has slowed in recent years reflecting an improved quality of life in the city.
During the last ten years there has been considerable growth in economic activity and a reduction in unemployment, with Northern Ireland being the UK’s fastest growing region during that 1990s so that today Belfast displays a renewed optimism. There is a belief in the city that there is now a ‘window of opportunity’ for Belfast to shine. The political developments of recent years have also provided a favourable climate for further regeneration and development.
Since the autumn of 2008 Belfast has been impacted by the world-wide economic recession. Major retail schemes in the development pipeline have slowed. Equally, retailers in the city centre have adopted a cautious stance with budgets being managed extremely tightly. This has seen a reduction in trading hours, a reduced ability to contribute to city centre ‘place making’ initiatives and a restricted development of the evening economy.
It is anticipated by many economic forecasters that the public sector will now enter its own period of economic constraint. With a cut in the Northern Ireland ‘block grant’ from Westminster expected, perhaps in the region of £400m, the city must now plan for a period of reduced public spending. Leveraging public/private sector finances in this economic environment will be crucial. BCCM will endeavour to maximise the opportunities to encourage and stimulate partnership funding of city centre initiatives.
While working to emerge from recession, Northern Ireland will also experience the implementation of the Review of Public Administration, with many governance responsibilities being returned to Local Authority control. This will have an important impact on BCCM’s relationship with its public sector funders.
This Strategic Business Plan has been developed, incorporating a one year Action Plan, for Belfast City Centre Management Company (BCCM) taking account of the needs of city centre in the period to 2013. It has been developed in conjunction with our partners Belfast City Council, (BCC), the Department for Social Development (DSD) and Belfast Chamber of Trade & Commerce. We have taken into account the views and aspirations of city centre users, including businesses, residents and visitors and have included the results of the latest annual Healthcheck and Benchmarking Survey results.
The plan recognises that there are a wide number of public and private sector agencies and stakeholders already operating in the city centre. It is recognised that this plan should be reviewed once new governance structures are in place after the full implementation of the Review of Public Administration. The management company does not in any way seek to duplicate their activity but rather to provide a co-ordination mechanism to maximise the economic and social benefit of the city centre for all the citizens of the city and for the Northern Ireland region. The BCCM Board has recognised that the city centre faces increasing competition from within Page 56 Northern Ireland, from other cities throughout the UK and the Republic of Ireland and that this will continue to challenge Belfast’s ambition to be recognised as a major European regional capital.
800,000 sq ft of additional retail space has been delivered since the writing of BCCM’s last 3 year Business Plan in 2006, and there is planned development of a further 700,000 sq ft in North East Quarter, (Cathedral Way / Royal Avenue, Donegall Quay, completion of Lanyon Place) and the North West Quarter (CastleCourt). These retail opportunities, coupled with the redevelopment of the Titanic Quarter will start to expand the existing city centre. Additionally, BCCM has been pleased to respond to requests to assist in areas such as the Gasworks Business Park, and retail clusters on the Lisburn Road, Bloomfield Avenue and Belmont Road. Consequently the Board recognises the need to consider realignment of the geographical boundary in line with our partners’ needs. We propose to focus on core business in the main shopping and office area, as identified by BMAP, but also respond to requests for assistance from trading and business groups in the Belfast City Council area.
The BCCM Board has adopted guiding principles to ensure that the organisation is customer driven, striving for innovative practices and that it is focused on timely delivery and strong partnership working between the public and private sectors.
William McGivern, Chairman, Belfast City Centre Management Company “The City remains the William Humphrey, Chairman, economic engine for Development Committee, Northern Ireland and the Belfast City Council future strength and vibrancy of it’s economy is vital to the Jackie Johnston, Director well being for all of Northern City Centre Regeneration Directorate Ireland.” BMAP Department for Social Development
John Moore, President, Belfast Chamber of Trade &Commerce
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2 The Role of BCCM
Working as an operational vehicle for BCC, DSD, and Belfast Chamber of Trade & Commerce, we will act as an enabler, facilitator and coordinator of services in Belfast city centre.
BCCM will provide a vehicle for the public and private sector to determine and deliver an agreed city centre agenda on strategic issues and to “add value” to the work of the major public sector service agencies.
BCCM will deliver additional services into Belfast city centre, on behalf of its core funders, which contribute in a measurable way to a cleaner, safer, more attractive and more accessible city.
BCCM will engage in city centre issues through:
• Delivering BCCM city centre services: BCCM will deliver direct services, which add value to the city centre.
• Facilitating and assisting in the delivery of our funders’ City Centre initiatives: BCCM will work ‘on the street’ (when requested and as directed) to assist with Belfast City Council, Department for Social Development and Belfast Chamber of Trade & Commerce in the delivery of agreed initiatives.
• Direct liaison with City Centre Businesses: BCCM will provide strong communication links between the private sector businesses in the city centre and central and local government.
CCM will provide strong communication links between the Belfast Chamber and central and local
BCCM will be
3 Vision 4
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3 Vision Statement for Belfast City Centre
“ A vibrant, exciting, cosmopolitan city centre with its unique character and style that puts people at its heart”
Picture of Belfast City Hall here
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4 Guiding Principles 2010/1013
The BCCM Board has adopted the following guiding principles for this strategic business plan.
“People at its Heart” “Design Excellence” We have recognised that Belfast has an We will capitalise on the historic opportunity to grow the number of people legacy within Belfast city centre by living, working and visiting the city centre. Promoting quality in design and The rationale for this focus is the need to materials for city centre buildings. increase the vibrancy and vitality of public spaces.
“Rapid Delivery” We recognise that the city centre faces a significant challenge in terms of competition with other locations. BCCM will provide a quick reaction vehicle in order to best capitalise on development opportunities in Belfast city centre.
“Innovation” We will seek to adopt best working practice to position Belfast city centre as a major European Capital “Open and Transparent Partnership Working” We will maximise public/private sector Participation in developing and funding city centre initiatives.
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5 Key Issues Facing Belfast City Centre to 2015
The interrelationship between the economic performance of Northern Ireland and of Belfast is demonstrated by the high percentage of inward investment within Belfast, with 50% of foreign owned businesses located within the city. Belfast also remains the administration capital with over 70% of all public sector employment located here and more than half of the top ten Northern Ireland companies being sited here. The city centre has a critical role to play within this context; however it continues to face a number of key challenges and opportunities outlined here.
Belfast City Centre The Belfast Metropolitan Area Plan and BCC Development Dept. Business Plans PHOTOGRAPH OF recognise that the traditional city centre TITANIC QUARTER retail core must be joined up more fully with the Laganside area. In the draft Belfast Metropolitan Area Plan a 91.11 hectare site was zoned for mixed-use development including employment and industry. With the new commercial, cultural and residential development under construction in Cathedral Quarter, the residential and commercial development at Donegall Quay and the progressing development in Titanic Quarter, it is important that there is the widest consultation and agreement in respect of the delineation and definition of the city centre. This will impact on the future role and remit of BCCM.
Opportunities for Further Retail Development In the UK-wide survey from OMIS Research entitled ‘Britain’s Best Cities’ there is an evaluation of 28 of the UK’s largest cities and these are ranked according to their attraction as a business location which includes retailing. Belfast features in tier 1, ahead of Newcastle and Bristol. Belfast is ranked as the number 1 retail destination in Northern Ireland by Verdict, Management Horizons and CACI Consulting. Each of these pieces of research also identify that there is strong retail investor demand in Belfast, and in particular, that there is an opportunity for retail inward investment by European brands not currently represented in the city. Notably, DSD identified demand and floor space capacity for two major retail led schemes and two new department stores in Belfast in addition to Victoria Square, representing a total potential retail development of up to 1.2 million sq ft in the period to 2015. This does not take account of retail development plans for the Titanic Quarter area. Belfast has not been immune from the massive world economic downturn which has prevailed since 2008 and which is forecast to continue throughout 2010. This has resulted in challenging times for the retail sector. Due to constraints on bank lending, major physical regeneration schemes within the city face difficulties and possible delays. The city centre is also facing the challenges from an increasing number of vacant shop premises. BCCM, with 75% of BCTC members being retailers, is ideally positioned to deliver initiatives designed to improve the retailing environment including innovative actions to address the challenges of vacant retail premises.
The Role of the Retail Sector The substantial retail development in Belfast over the past 5 years has brought significant advantages to the city. The completion and opening of the 800,000 sq. ft. Victoria Centre in 2008 was perceived as a ‘Vote of Confidence’ in Belfast. The retail sector is a major provider of employment opportunities. In Belfast total retail employment is estimated at 36,500 and the annual contribution for public services through rates is estimated at £35m. In the coming years the challenge for the retail sector is to secure appropriate government funding to provide high quality training for retail employees.
Page 61 RETAIL DEVELOPMENT SITES – BELFAST CITY CENTRE RETAIL CORE
(Designated Area by BMAP) (With ‘Quarters’ and shopping centres identified)
MAP HERE SIT - BELFAST CITY E
DEVELOPMENT SITES 1. Royal Exchange 2. Castlecourt Extension 3. Donegall Quay 4. Bedford Street 5. Lincoln Centre 6. Meridan Plaza 7. College Court 8. The Gallery 9. North West Quarter 10. North East Quarter DEVELOPMENT SITES 8maintaining the public realm
Public Private Sector Partnership The management of Belfast City Centre is complex. In statutory terms Belfast City Council (BCC) has responsibility for environmental health, street cleansing and waste management, economic development, tourism promotion and some other minor functions. The Department of Social Development (DSD) has responsibility for urban regeneration and maintaining the public realm while the Department of Regional Development (DRD) through the Roads Service has responsibility for traffic and road and pavement maintenance. The Department of Environment (DoE) is the planning authority in terms of planning control, while the strategic planning for the development and the region is the responsibility of DRD. It was in this context that BCCM was established in 2000 as a public/private partnership with core funding provided by BCC, DSD and the Belfast Chamber of Trade and Commerce (BCTC)with the following mission statement;
‘BCCM will seek to make Belfast City Centre an area of excellence for retail business, arts and culture, leisure and entertainment and to provide a clean, safe, accessible and attractive environment for all its users and visitors.’
An important facet of BCCM’s role is its relationship with Belfast Chamber of Trade & Commerce, with whom it has a strategic alliance. The Chamber nominates 3 Directors to serve on the BCCM Board and there is a Service Level Agreement between BCTC and BCCM for the provision of a wide range of financial and administrative services including membership development and servicing. BCCM will continue to promote synergy and integration of its private sector partner and the public sector partners to maximize the contribution made by all stakeholders to the development of a vibrant city centre. Page 62 Out-of-Town & Other Regional Centres Over the last fifteen years, the retailing sector in Belfast has faced increasing challenges from out- of-town retail centres. These challenges continue with the current planning application for a major retail development at Sprucefield. In the commercial property sector, Titanic Quarter Limited is seeking a major planning ‘change of use’ from residential to office use. In both cases BCCM is in the forefront of representations to safeguard the primacy of the city centre.
City Centre Regeneration The policy objectives of the DSD’s inner city regeneration strategy are to promote and implement a comprehensive approach to tackling social, economic and physical regeneration. The DSD’s statutory regeneration authority derives from Part V11 of the Planning (NI) Order which provides the legislative basis for comprehensive development schemes, land acquisition and disposal of land, and the extinguishment of rights of way. Under the Social Need (NI) Order 1986, DSD is enabled to provide financial assistance to projects in areas of social need and undertaking environmental improvement schemes. Through these statutory powers, DSD can assist in the assembly and vesting of lands for the purpose of comprehensive development. BCCM welcomes DSD’s proposals for the regeneration of the North West Quarter and the Westside regeneration, both of which lie within the designated city centre area. BCCM will facilitate and assist the Department in the implementation of these proposals.
Public Realm It was widely recognised that the central area of the city was in clear need of substantial works to create an improved city environment for residents and visitors to Belfast. This need was recognised by DSD with the launch the Belfast Streets Ahead project. A contract for Phase 1 of this project, with a value of £28 million, was commenced in 2007 and is due to complete by May 2011. This has posed significant challenges for BCCM, which has succeeded in providing effective liaison between the technical aspects of the project and the trading needs of city centre businesses. BCCM will continue to assist in co-ordination and communication activities that ensure continued partnership working.
Culture and Leisure Belfast is widely recognized as having a vibrant and revitalized cultural life. In the city centre there has been a surge of development including increased cultural activity in the Cathedral Quarter. With the aid of funding from DSD, BCCM has hosted the position of Cathedral Quarter Development Manager to develop a 5 year CQ Development Strategy. This will seek to formulate an agreed framework for future development of the area. BCCM will continue to offer assistance to secure public and private sector investment in this important area of the city centre.
Public Administration The implementation of the Review of Public Administration in May 2011 will pose substantial challenges and opportunities for BCCM. Under the Review there will be a transfer of functions from central government departments to the re-organised Belfast City Council. The Review will assist in addressing the challenges of the currently fragmented delivery arrangements for urban regeneration, economic development, community development and promotion of the city. The following responsibilities will transfer from central government departments to Belfast City Council;
Planning *local development plan functions *development control *planning enforcement.
Local Roads Functions *Pedestrian permits *Alley Gating *Permitting events on local roads *Off-street parking *On street car parking enforcement
Urban Regeneration Page 63 *area based regeneration (such as neighbourhood renewal) *Urban regeneration *town and city centre regeneration *community development *support for voluntary and community sector *Living Over the Shops Initiative
Housing functions *Housing repair *Demolition notices
Economic Development and tourism functions *Enhanced Economic Development functions *Enhanced local tourism functions *Enhanced role in prioritising local sports activities
Community planning
Some of these changes will impact on the relationship between BCCM and the Council and where appropriate, efforts will be made to facilitate the transfer.
BCCM will work with its core funders to review this Business Plan after the full implementation of the new governance structures in May 2011.
Belfast City Centre as a Regional Driver The role of city centres as key drivers for the economic health of regions has been recognised throughout the UK and internationally by the growth in city centre management and urban regeneration companies and partnerships. Throughout the UK these partnerships leverage significant private sector investment to accompany public sector funding, driving cities and there regions forward.
There is strong evidence of the role of Belfast City Centre as a major economic engine for Northern Ireland region as documented in the following key policy documents, which were considered in the development of this Belfast City Centre Strategic Action Plan 2010-2013.
• Northern Ireland Regional Development • Belfast: State of the City, (Belfast City Council); Strategy 2015, (Department for Regional Development; • Belfast City Centre Regeneration Policy Statement; (Department for Social • Belfast Metropolitan Area Plan 2015, Development); (draft) Department of Planning; • City Centre Master Plans, • Belfast Metropolitan Transport Plan (Department for Social Development). 2005, (Department for Regional Business Plan Development); A strategic direction for Belfast city centre
Page 64 6 Mission Statement Strategic Aims & Objectives
BCCM will deliver additional services into Belfast city centre, on behalf of its core funders, which contribute in a measurable way to a cleaner, safer and more accessible city. STRATEGIC AIMS 2006/09
Strategic Objectives 2010/13
1. Urban Management § Maintain Cleaning Index of 70 or higher § 2% annual improvement in perceptions of Urban Management § On-going close liaison with businesses on Public Realm Works § 2% annual improvement in stakeholder assessment of BCCM’s evaluation and monitoring work § 50 business operating Café Culture Memorandum of Understanding § Implementation of effective city centre traffic enforcement
2. Safer City § 2% annual reduction in city centre crime statistics § 2% annual improvement in Perception of Safety in city centre § 5% reduction in incidents of Anti-Social Behaviour in city centre § Secure multi-agency funding for City Centre Beat Initiative
3. Character & Style § 6 annual City Centre Dressing campaigns § Annual private sector investment in new Festive Lighting stock § Introduction of designated and managed Busking sites, with 2 annual Busking Competitions § Dressing of development sites and vacant retail windows § Cathedral Quarter § Facilitate the work of the Cathedral Quarter Steering Group and the employment of the DSD funded Cathedral Quarter Development Manager § Sustain area as cultural hub, § Extend participation in Culture Night event
4. Economic Activity § 40 business annually assisted to develop Business Continuity Plans § 20 Independent Retailers introduced annually to BCC’s Retail Support Programme § 5% annual rise in Belfast Chamber of Trade & Commerce Membership § Production of Quarterly and Annual City Centre Key Performance Indicator information § £25k annual private sector investment in Festive Lighting stock § £25k annual private sector contribution to BVCB Marketing Campaigns § Delivery of annual Retail NI conference and progress key issues identified § Delivery of initiatives to fill, or dress, vacant units.
Strategic Objectives 2006/09
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Action Plan 2010-2011
Page 66 BUSINESS COMMUNICATIONS
ACTION TARGET DATE MEASURED BY
Customer Relations Respond to membership queries Ongoing • Count queries received Management CRM • Members satisfaction rating of 8/10 by survey
Monthly direct mail shot / e-zine to all Ongoing • 12 mail shots / e-zines members, advising members on city • Members satisfaction rating centre initiatives. of 8/10 by survey
Produce Quarterly KPI Snapshot Ongoing • Distribute quarterly
4 editions of City Business magazine May, • 4 editions x 7500 copies distribution 7500 September, distributed December, • Satisfaction rating of 8/10 February by survey On-line business support services March 2010 • Measure baseline Upgrade BCCM and BCTC websites satisfaction rating by survey
Deliver specified BCTC Membership March 2010 • Roll out of enhanced BCTC package membership package
Increase BCTC membership base. March 2010 • 10% increase in membership
Investigate ‘Bluetooth’ messaging in City March 2010 • Launch of Bluetooth Centre messaging service Page 67
Belfast Chamber of Organise Chamber activities as On-going Monitoring by Finance & Audit Trade & Commerce documented in the BCCM / Chamber Committee Strategic Alliance including: -
• 6x Chamber Council meetings per Bi-Monthly 6 x meetings delivered annum & sub groups as appropriate
• Chamber AGM June 2010 AGM delivered
Businesses Forum 2 x Businesses Forums 2nd Quarter • 120 Attendees (Membership drawn 4th Quarter • Briefings delivered on: from multiple and o Evening Economy independent retailers o Streets Ahead public in Belfast) realm works and reStore o City centre master planning o City Council initiatives and events
Retail N.I. 2010 Annual Retail N.I. 09 conference September § 200 delegates attending Conference 2010 § 4 sponsorships delivered To reinforce the importance of retailers § 5 exhibitors to the economic competitiveness of the § Delegate satisfaction rating region of 8/10
To confirm Belfast’s position as the leading retail location in Northern Ireland
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ACTION TARGET DATE MEASURED BY
Action Groups Established to deliver Co-ordination of public/private action Quarterly Action Plan and Key the BCCM Operating groups: - meetings Performance Indicators for Plan. These groups each of the Action Groups engage key public and 4x Urban Management developed and presented in private sector 4x Character & Style Section 5. stakeholders to deliver 4x Economic Activity city centre initiatives 4x Safer City
Area Focus Groups Co-ordination of Groups These groups were set By March • 2 x meetings delivered in up to improve the 2 x High Street 2011 each area trading environment 2 x Fountain Street/Castle Street Area • Public and Private within each of their 2 x Donegall Place/Royal Avenue stakeholders represented geographical areas by 2 x Ann St/Victoria Square • Increasing attendance developing bespoke 2 x North Street figures action plans for 2 x Blackstaff Area • Specific improvement improvement. initiatives commenced • Percentage delivery of agreed improvements
Belfast Awards Business Sponsorship Breakfast May 2010
Business and Public Sector Sponsors May 2010 No. of sponsors retained Secured
Official Launch June 2010
Multi-sectoral Organising Panel June 2010 Appointed
Critical Path for event management June 2010 complete
Business Recruitment Undertaken September No. of award entries achieved 2010
Mystery Shopping Competitions December Complete 2010
Speakers Secured & Briefed January 2011
Judging process for paper based January applications complete (CIM, CBI, Media, 2011 Business Panel) February 2011 Staging/Running Order etc complete
February Satisfaction rating by sample of Belfast Awards Gala Ceremony 2011 attendees
April 2011
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ACTION TARGET DATE MEASURED BY
City Centre Engagement with City Centre Interest March 2011 • Satisfaction rating by BCC Neighborhood Groups specifically related to young Youth Forum Outreach people.
Diversity training for all BCCM staff September • % of staff completing Agree with Shopmobility specific 2010 training performance indicators for accessibility.
Draw statutory bodies into a joined-up process for assisting ‘rough sleepers’ and March 2011 • Engagement of key chronic alcoholics. stakeholders achieved
Page 70 City Centre Action Plan 2010/2011 Urban Management
The issues of city centre cleanliness and accessibility for all citizens are fundamental for day-to-day shoppers, visitors, destination marketing, tourism and inward investment. Whilst statutory responsibility for street cleaning is the responsibility of Belfast City Council, other agencies, including DRD Roads Services and DSD have responsibilities in the maintenance of public realm, street furniture and some public spaces. Belfast City Council has also recognised the importance of engaging city centre businesses in the delivery of a cleaner city, given the potential negative impact of presentation of trade waste, location of euro bins and littering by retail and leisure customers.
Stakeholders on the Urban Management Action Group BCCM has drawn together representatives from the following agencies to work collaboratively on the Urban Management Action Group:
§ BCC Director of Health & Environmental § Belfast Chamber, including representatives of Services, (Chair); BIFFA Waste Services, WH Smith and § DSD, Belfast City Centre Regeneration independent retailers; Directorate; § Castlecourt § DRD Roads Service; § Northern Ireland Transport Holding Company § PSNI § DOE Planning Service; § West Belfast Taxi Association § Disability Action § ShopMobility
Belfast City Centre Managements Role in Urban Management The public and private sector stakeholders represented on the Urban Management Group have agreed that they will work collaboratively to promote enhanced urban management broadly in three ways:
• Engaging with businesses and service providers to improve the maintenance and cleanliness in Belfast city centre, • Traffic Management into within the city centre, and • Addressing access barriers in the City Centre.
BCCM’s baseline data in the area of urban management has been provided by Belfast City Council cleanliness indices.
Strategic Objectives 2010/11
Maintenance & Cleaning • Maintain Urban Management standards as measured by BCC and Tidy NI cleansing indices (70 being 2009/10 rating) To maintain a minimum city centre cleanliness index of 70 or higher • 2% Improvement in perceptions of Urban Management by the business community and the general public as measured against 2007 Health check and Benchmarking baseline (90% & 82% respectively) § Work with public and private waste providers to deliver a collection service before 11am and after 6pm in areas 1, 2 and 3 of the Belfast Streets Ahead Phase 1.
Public Realm & Business Liaison § Co-ordinate Public/Private sector communications by undertaking weekly Communication/information meetings on revitalisation projects such as:- o Belfast Streets Ahead; o reStore projects; & o Bank Square regeneration. Page 71
§ Facilitate inter- agency communication and problem solving / complaints handling during city centre developments to minimize disruption. § Provide interface between the business and government sectors for the roll-out of revitalisation and animation projects in Belfast City Centre. § Undertake 2 anti-clutter audits to improve accessibility and streetscape.
Evaluation & Monitoring § 5% increase in benefit rating of independent city centre inspections presented to relevant agencies; and § Undertake surveys & research to track success of events; perceptions of initiatives; and inform decision making process.
Accessibility § Rapid Transport Strategy: facilitate BCTC lobby DRD to incorporate recommendations of survey of businesses on Rapid Transit proposals § Roll-out of Café Culture MoU to 50 participating businesses § Monitoring Traffic Management into and within the city centre § Improve and address accessibility into and within the city centre by lobbying for improved signage; adoption of BMTP & more effective management of Blue Badge system.
BCCM will play its part in contributing towards the City Centre Strategic Objectives in 2010/11 by undertaking the activities detailed in the attached City Centre Action Plan. Page 72 Urban Management
Action Description Lead Agencies Date Targets
Maintenance & Cleansing – Cleaner Issues City Centre Business Liaison Officer BCCM April 2011 § 5% increase in benefit Inspections interagency reports to rating of independent BCC / DSD / DRD / PSNI city centre inspections /Adshel. to relevant agencies § BCCM to evaluate benefit of independent city centre March § Satisfaction rating of inspections to relevant 2011 8/10 on year end agencies Business Survey § 12 x Monthly Reports § 50 x Weekly Reports Trade Waste Liaise between businesses and BCCM with BCC & March § Work with public and & Waste Collection services to Private Sector 2011 private waste providers Public Waste improve presentation and collection Waste to deliver a collection of trade waste in City Centre Companies service before 11am and after 6pm in Area 1, 2 and 3 of BSA Phase 1.
UMAG sub committee (BCTC, BCC, BCTC, BCCM, BCC, Sep 2010 § Presentation of findings BCCM, DRD) to focus on general DRD of the sub committee to urban management issues UMAG § Improved presentation of trade waste
Addressing littering BCC & BCCM March § Assist BCC to reduce 2010 littering as directed Business Undertake business liaison Liaison & with member businesses to: Co-ordination § Facilitate excellent inter- BCCM March § Meet targets specified agency communication and with BCTC 2011 against each initiative problem solving / complaints handling during city centre developments. § Streets Ahead Project § reStore roll-out § Animation of Bank Square § City centre Masterplanning § Utility Works § Private sector developments
§ Encourage businesses to BCCM March Deliver: participate in City Centre with BCTC 2011 § Regular Traffic Cleanliness and Accessibility Management Meetings initiatives § 2 x Retail Forums § 2 x Area Focus Group meetings per area Page 73 Public Realm Streets Ahead project : roll-out DSD with support Mar 2011 Completion dates of Area’s 1, 2 and 3 of BCCM, BCTC, ▪ Area 1 – April 2010 • Delivery of Business BCC, Farrans, § Ann St /Cornmarket Communications Strategy via NIE, DRD & § Arthur St/ Arthur Sq o Weekly Communications Private Partners § Arthur Place /Castle meetings & distribution of Lane update Newsletters; o Area Focus Groups; ▪ Area 2 - Jan 2011 o Retail Forums; and § Castle Junction o Publications. § Donegall Place • Briefing sessions as necessary in partnership with DSD on ▪ Area 3 – April 2010 disruption issues § Fountain St/Castle St • Ongoing business liaison to § College St / Queen St reduce disruption during the ‘Streets Ahead’ project
Flyposting BCC with support Mar 2011 • 5 venues signed-up to Agree an action plan with of BCCM, BCTC, action plan venues/promoters to deliver DSD, Private reduced Flyposting Partners
reStore Project DSD with support May 2010 Completion dates • Delivery of Action Plans for of, BCCM, DRD, Castle Street & North Street Private Partners ▪ Castle Street May 2010 • Oversee income and spending ▪ North Street May 2010 budget for both projects • Communications Strategy via o Stakeholder meetings; o Area Focus Groups; o Retail Forums and o Publications. • Briefing sessions as necessary in partnership with DSD Evaluation on Conduct post event / activity BCCM • St Patrick’s Day behalf of City surveys as requested by BCC • Trade Waste Survey Centre /DSD / BCTC • reStore post project Stakeholders perception surveys • 2010 Christmas opening initiative • Belfast In Bloom survey • Lord Mayor’s Carnival • 12 th July Orangefest Celebrations - businesses survey • Anti clutter audits to be carried out at 2 locations in city centre • Culture Night • Bank Square post project survey • Christmas Lights Switch- on • Retail Sales Tracker • Public Realm Strategy post perception surveys • Trade Waste Comparative Survey • Perception surveys of 200 businesses and 500 members of public on Belfast City Centre issues. • BCTC Members’ survey Page 74 Accessibility Issues
Pedestrian Café Culture (tables and chairs BCCM with DRD, • Roll out Flow on pavements) Scheme DSD, PSNI, DOE ‘Memorandum of BCC & private Understanding’ partners § Increase participation to 50 businesses
Access Promote access facilities Facilities and Services § Traffic Management into and BCCM with CCB, • Monitor traffic during within the city centre DSD, DRD, BSA project Translink § Distribution of traffic awareness information BCCM with DRD, • Deliver report to - leaflets Translink DRD on most - editorials effective means of - publications distributing access information
• Annual Launch of Christmas Parking Information / Leaflet by November § Identify and agree signage needs BCCM & BCTC • Lobby DRD for improved car parking management & directional signage BMAP / BMTP § Adoption of strategic policies BCTC with BCCM • Lobby key stakeholders for adoption of consensus issues re BMTP / BMAP Rapid Transport BCTC with BCCM • Lobby key stakeholders to incorporate recommendations of Rapid Transit businesses survey
• Present options report to key stakeholders Improved Audit of city centre retail sector BCCM/ Disability March 2010 § Publish audit findings Access compliance with Disability Action / DRD/ § Lobby Disability for People Discrimination Act 1995 Shopmobility Interest Groups / with DRD for a more Disabilities effective management of blue badge system.
Anti-Clutter Undertake Anti-Clutter Audits BCCM supported § 2 x Audits Audits by DRD /Disability complete/Actions Action/BCC / identified Shopmobility
Page 75 Emerging Issues Page 76 City Centre Action Plan 2010/2011 Safer City
Whilst responsibility for community safety rests with PSNI and other statutory agencies, including Belfast City Council administered Community Safety Partnership, these statutory providers have recognised the importance of engaging the private sector in service delivery. Consequently the issues of a safer Belfast remain a key priority for BCCM with activity in this area managed by the Safer City Action Group.
Stakeholders on the Safer City Action Group
BCCM has drawn together representatives from the following agencies to work collaboratively on the Safer City Action Group:
§ Belfast City Council § Westfield Shopping Towns Centre § Northern Ireland Office, (Community Safety Management; Unit); § Victoria Square Centre Management § Belfast Community Safety Partnership; § Department of Regional Development § Police Service of Northern Ireland; § Odyssey § Department for Social Development § Federation of Retail Licensing Trade § Belfast City Council § Multiple and Independent Retailers § Translink and other transport providers
BCCM’s Role in City Safety The public and private sector stakeholders represented on the Safer City Action Group have agreed that they will work collaboratively to promote enhanced safety through:
Coordinating and developing BCCM’s existing crime reduction initiatives such as: • Retail Crimewatch Exclusion Order scheme • City Centre Beat Policing • Retail Radiolink and Publink • Emergency Contact Points • BAND (Belfast Against Nightime Disorder) at Odyssey
Introducing new crime reduction initiatives such as: • A juvenile Crimewatch retail theft scheme • A Youth Support Initiative • Late Night ‘Shared Taxi’ scheme • Roll out of BAND across Belfast
Supporting our core funders’ safety initiatives as requested and directed in 2010/2011, including:
• Belfast City Council’s ‘Get Home Safe’ campaign • Belfast City Council’s Antisocial Behaviour Strategic Group • Belfast City Council’s Community Safety Partnership
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Performance in previous period, 2006/2009
2006 – 2009
2005 2006/07 2007/08 2008/09 2009/10 (Baseline) Total Recorded Crimes 9,270 9,049 8,950 8,807 8,631 Shoppers Perceptions of Safety 49% 50% 52% 54% + 2% Business Perceptions of Safety 30% 31% 32% 33% + 2% - Personal Business Perceptions of Safety 33% 34% 35% 36% + 2% – Business
Baseline Source: PSNI & City Centre Health Check & Benchmarking
Strategic Objectives 2010/11
• 2% Improvement in crime statistics as measured against Health check & Benchmarking indicators • 2% Improvement in perceptions of safety by the business community as measured by the 2005 Health check & Benchmarking Report • 2% Improvement in perceptions of safety by the general public as measured by the 2005 Health check & Benchmarking Report
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Safer City
ACTION DESCRIPTION LEAD DATE TARGETS AGENCIES Safety Initiatives
Retail Operation of a city centre retail BCCM with March 2011 • Maintain average reduction Crimewatch crime network PSNI & in stock loss Retailers • Measure number of ‘first time’ shop lifters • 3% increase in number of retailers participating
NIO funded roll-out Retail BCCM for June 2010 § Install NIBS in 6 police Crimewatch across Northern NIO, with districts, including training Ireland PSNI, § Establish network system NIATCM across N.I. September § Set up administration 2010 systems x 6 districts
BCCM, June 2010 § Confirm protocols with Introduce juveniles to existing PSNI and PSNI that juvenile images operation with images retailers can be released to the retailers Roll out of Roll out of BAND (Belfast Against BCCM/PSNI March 2011 • 40 members participating BAND Nightime Disorder) across Belfast Youth Introduce new voluntary BCCM with September • Scheme launched Support scheme for children and PSNI, 2010 • 5 retailers participating Initiative young people caught ‘first Youth • Percentage reduction in time’ shoplifting Justice stock loss Agency, • Reduce number of ‘first Challenge time’ juvenile shop lifters for Youth, BCC and Retailers Late Night Introduction of Late Night Taxi BCCM with Ongoing § Lobby DOE for Taxi scheme to clear revellers in the BCSP, PSNI legislation/policy Provision city centre after midnight and DOE § Agree routes § Launch scheme § Establish baseline of patronage Retail Provision of existing radio BCCM Ongoing 5% increase in membership Radiolink network linking retailers in Belfast March 2011 with each other and PSNI Publink Provision of existing Evening BCCM Ongoing 5% increase in membership Economy time radio system March 2011 linking pubs and clubs with each other and PSNI
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City Centre BCCM and BCTC project to BCTC and On-going § Carry-out Economic Impact Policing provide dedicated City Centre BCCM with March 2011 Assessment Beat Policing through a SLA with PSNI the PSNI: § Illegal Street Trading 0% Incidence § Maintain high interaction with businesses though continued § 5% annual reduction in Business Liaison incidents of Anti-Social § Work with agencies and Behaviour statutory bodies to provide social care and support for § 5% reduction in reports of vulnerable citizens traffic blocking public § Increased patrols to manage transport traffic disruption during BSA § Amend Year 6 SLA to § 8/10 Satisfaction rating by incorporate multi-agency BCTC members funding with representation on Steering Group § Lobby Chief Constable for PCSO funding
Secure 3 year multi-agency Funding Package for scheme
Emergency BCCM to manage Emergency BCCM with On-going • Weekly Monitoring and Contact Contact Point systems DSD, PSNI recording of system by Points and BCC Operations Team
NBIS Management of the National BCCM with Ongoing • Belfast information updated Business Information System, a PSNI to NBIS weekly crime pattern analysis system throughout GB. Input data from Belfast Safer City Initiatives and produce reports.
Deliver reports for core funders June, • Quarterly Benchmarking benchmarking Belfast against September, reports issued to core other UK cities with regard to December, funders and members crime and perception of crime. March quarterly. Emergency Support BCC’s work to BCC Mar 2011 • Facilitate Retail Training Planning prevent/reduce disruption in the Seminars event of a major incident • Assist BCC as requested Rough Influence statutory bodies to BCCM, Mar 2011 Formal engagement of key Sleepers deliver a joined-up process for PSNI, stakeholders through: assisting ‘rough sleepers’ and NIHE, § Delivery of structured care chronic alcoholics. Health programme Services § Support of City Centre Beat Police scheme (1 st responders)
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City Centre Action Plan 2010/2011 Character and Style
Like all capital cities, there is a need in Belfast to identify a unique character and style that will promote city living and attract visitors to the city. While BCCM does not have any direct responsibility or powers in urban regeneration, it will seek to engage the private sector in the following:
1. Public Realm § Masterplanning work. On behalf of DSD to engage business members in the consultation process; § Promote best practice; & § Engage with private sector to minimise disruption.
2. Revitalisation Projects § Belfast Streets Ahead § reStore. Assist in the production of ‘street business plans’. § Bank Square. Work with key stakeholders to engage animation projects. § Vacant premises. Work with landlords and agents to ‘dress’ vacant property. § City dressing.
3. Inter-agency Lobbying § Undertake advocacy role by stimulating agreed agenda & § Identify blockages.
Overarching City Centre Strategic Objectives 2010/2011
• Existing Belfast Product: Work with others to identify and preserve existing Belfast Character & Style; & • Product Development: Work with others to identify and introduce best practice to enhance Belfast’s Character & Style.
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BCCM’S Role in 2010/11
BCCM will play its part in contributing towards the City Centre Strategic Objectives by undertaking the activities detailed in the attached City Centre Action Plan.
The BCCM Board has identified where BCCM is the lead agency in these programmes, and where BCCM is adding value to the work of our core funders
Each of the actions outlined will be co-ordinated by BCCM and supported by a range of stakeholders which will include:
§ Belfast Chamber of Trade & Commerce § Belfast City Council § Belfast Civic Trust § Cathedral Quarter Steering Group § DCAL § DRD Roads Service § DSD Belfast City Centre Regeneration Directorate § Hamilton Architects § HEARTH Housing Association § NIHE § PLACE § Robinson McIlwaine Architects § The Boyd Partnership § The Paul Hogarth Company § Translink § Ulster Architectural Heritage Society § WDR & RT Taggart § Westfield CastleCourt § William Ewart Properties Page 82
Character and Style
ACTION DESCRIPTION LEAD DATE TARGETS AGENCIES Public Realm Urban Form BCCM, with § Support best practice in assistance of construction DSD, BCC, BCTC, DRD, § Promote: and - Belfast’s unique identity Developers - Re-use of existing buildings - Best practice (via Designers’ Forum)
• To encourage debate on - Future trends - new design - Advocate ‘Percent for Art’ - Tall Buildings Master Planning DSD, with § Consultation and briefing • Cathedral Quarterassistance of BCCM, BCC, sessions as necessary in • New Regional Library BCTC, DRD, partnership with DSD • North East Quarter and and private sector • North West Quarter Developers • South West Quarter § Provide communications • Sprucefield Development link to private sector • St Anne’s Square businesses and • Titanic Quarter organisations to reduce • UU City Development disruption • Westside § Respond to public realm consultation documents
§ Research best practice on Public realm Belfast Streets Ahead Project Area 1, Area 2, and Area 3 DSD, with assistance of March § 52 weekly § Promote positive aspects of BCCM, BCC, 2011 communication/coordinat public realm investment during BCTC, DRD, ion meetings economic downturn Farrans, Translink, NIE § Consultation and briefing and other sessions as necessary in Private Sector partnership with DSD and partners private sector
§ Provide communications link to On-going § Weekly Newsletter to all private sector businesses and businesses in streets organisations to reduce undergoing work disruption
§ Identify initiatives to reduce On-going Direct % of each City negative impact on business Dressing initiative to affected sector streets: - Promotional activities \ § Banner campaigns initiatives § Festive lighting - Branding - Belfast in Bloom \ interim Promote Belfast in Bloom soft-scape initiatives heavily in affected streets - Festive Lighting - Animate empty premises Page 83
§ Identify promotional initiatives March Obtain assistance from DSD to celebrate successes \ 2011 & Farrans to cover costs of completed dressing for ‘street parties’. streets
§ Areas 1 & 3: March Satisfaction rating of 8/10 by - Post perception surveys 2011 business in project streets - Business monitoring
§ Traffic management monitoring On-going Quarterly reports issued to PSNI and Roads Service Public Space City centre parks and squares BCCM, with assistance of DSD, BCC, § Establish Memorandum of BCTC, DRD, § 50 premises signed up to Understanding for management private sector, MoU of Café Culture in city centre churches and • Identify operational difficulties developers § Resolve as needed and work with statutory agencies and business community to resolve operational issues
• Bank Square. Develop events § Annual programme of 6 calendar for the area events Markets /Street Trading Stalls BCC with § Provide direct BCCM, DSD consultation on proposed and DRD stall design, product lines and locations Revitalisation BCCM with March 6 Banner Dressing City Banner Dressing Initiative 2011 Promotions Undertaken Manage advertising and DRD, BCC and
promotional campaigns on BVCB § Promote banners Cross Street Banners & designation \ promotion Lamp post Banners of specific areas:
- Cathedral Quarter § Identify blockages to promotional - Castle Street initiatives and work with - North Street statutory agencies and - Bank Square business community to resolve - Belfast Streets Ahead operational issues areas 1, 2 &3
Festive Feature BCCM and December § Achieve financial Installation. BCTC with 2011 contribution of £25k from Manage the supply, BCC businesses for new stock Installation and maintenance for Christmas 2010 of festive lighting in Belfast City Centre § Achieve 24 hour maximum repair time on § Tender contract for festive all faults lighting by August 2013 § Satisfaction rating of • Manage supply contract 8/10 by business survey
§ Inspect features daily during festive season
§ Inspect features quarterly in Page 84
Action Description Lead Date Targets Agencies Belfast in Bloom . BCC supported § 10% increase of business Encourage Landlords and September by BCCM and joining Belfast in Bloom tenants to complement roll- 2010 by 2011 out of new public realm by Private Sector
enhancing their premises through participating in § Encourage take up scheme through reStore project Public Art BCCM with March § Monitoring public art Provide vehicle for joint DSD, BCC, Arts 2011 installations in Areas 1, 2 public/private sector funding Council, & 3 of Belfast Streets applications Ewart Ahead project. Properties, & Private Partners On Street Animation BCCM with September § Designated busking sites § Investigate ‘designated’ and 2010 agreed with DRD Roads BCC, DSD managed ‘busking’ locations Service and BCC and DRD
§ Promote 2 x annual busking March § 10% annual increase in competitions 2011 competition participation reStore Project § Provide communications link to DSD, with Street Business Plans private sector and community assistance of complete for: groups in the area BCCM, BCC, BCTC, DRD, September • Castle Street \ King § Assist business to compile and 2010 Street business plans private sector March • North Street § Encourage best practice 2011 March • Roll out project to other § Reduce decline in area and 2011 parts of the city (lower increase economic activity North Street area).
§ Provide assistance with the March • Satisfaction rating of delivery of projects 2011 8/10 by businesses in scheme
Vacant Premises and Windows § Animate empty buildings BCCM with March § Deliver DSD, BCC, 2011 animation/dressing to § Act as a vehicle to facilitate PLACE, Arts & 10 vacant properties effective communication Business and between Arts Groups and private Property Developers partners
§ Maintain database of vacant shops / frontages
Utility Box Scheme Act as a vehicle to BCCM with March § Refurbish existing facilitate effective communication private 2011 painted utility boxes between Arts Groups and Utility partners which have been Companies vandalised § Paint new utility boxes in BSA Phase 1 areas
Page 85 Inter-agency Advocacy Role BCTC with § Lobby key groups Lobbying BCCM, - MAG DCAL, DSD, - RSUA BCC, Arts - New Belfast Group Council, § Stimulate / encourage Ewart speed of decision-making Properties, regarding Private - RPA Partners - Protection of new public realm
City Centre Action Plan 2006/7 Page 86 City Centre Action Plan 2010/2011 Economic Activity
BCCM, through its public / private partnership structure, is committed to assisting our core funders in their efforts to increase economic performance in Belfast city centre, and maintain Belfast’s unique position as the major economic driver for the whole Northern Ireland region.
Overarching City Centre Strategic Objectives 2010/2013 /11: § Encourage § and promote footfall within Belfast city centre; § Assist in the objective of increasing retail sales; § Contribute to improving the average ‘dwell time’ in the city centre of visitors and shoppers; § Maintain a database of vacant units within the city centre to measure occupancy levels; § Establish a profile of commodity within the city centre and develop a ‘needs analysis’ to identify potential business types required. § Prioritise and protect the independent retail sector; § Promote retail offers and civic events; § Assist BCC in improving participation of retailers in extended opening hours; § Organise and deliver workshops in the management of energy consumption, therefore reducing overheads; § Devise and deliver a pilot scheme to improve the standard of customer service within the retail and service sector; § Assist BCC in the delivery of Business Continuity Management workshops: § Delivery of the BCTC Promotional Campaign; § Delivery of the Retail NI Conference; § Research and implement external footfall counters at key locations; § 5% increase in BCTC membership; § Assist BCTC to lobby on issues which may affect the prosperity of Belfast city centre. Page 87
BCCM’s Role in 2010/11
Economic Summarised Targets 2006-10 BCCM will play a pivotal role in contributing to
Belfast city centre strategic objectives in 2009/10 by undertaking the activities detailed 05 05 06/07 07/08 08/09 09/10 in the attached City Centre Action Plan.
Average Economic Activity Action Group Members Footfall 2010/11 are made up of representatives 806 818 846 888 888 of the following organisations: (Donegall Place) • Argos % • Bank of England Increase - +1.5% +3.5% +5% 0% • Belfast City Council in Footfall • Belfast Visitor & Convention Bureau • Botanic Inns • BTW Shiells • Gino Casuals • Grand Opera House • Jermon Developments • Surf Mountain • DSD Belfast City Centre Directorate
Economic Activity
Page 88 ACTION DESCRIPTION LEAD DATE TARGETS AGENCI ES Business Sector Independent Retail Support BCC March • 10 Businesses signed- Assistance Assist BCC in roll-out of Independent assisted 2011 up in phase 2 Retail Support programme by BCCM • 10 Businesses • signed-up in phase 3 Business Continuity Planning BCC On-going • Deliver 2 workshops Assist BCC in raising awareness of the Assisted with 20 businesses importance of being prepared in the By BCCM each event of disruption to normal trading • Assist attending conditions. businesses to devise a Continuity Management Plan
Reducing Business Overheads BCCM March • Reduce energy bills of Liaise with the Energy Saving Trust EST 2011 city centre businesses (EST) in the delivery of advice and guidance to businesses in the improved management of energy consumption.
Retail NI Conference BCTC Sept • Deliver 1 day Deliver 2nd annual regional retail with 2010 conference with: conference , addressing key regional BCCM o Internationally issues that impact Belfast business recognised key- note speakers o 200 + delegates • Delegate satisfaction rating of 8/10 • Facilitate agreed follow-up actions BCTC Membership Benefits BCCM for March • 5% increase in BCTC Roll-out new BCTC Membership BCTC 2011 membership Package. • Satisfaction rating of 8/10 in Members Develop specific BCTC benefits for survey business services members. • Increase private sector representation on Activity Groups
Communicate Belfast Retail Health check & BCCM Jan 2010 Research: city centre Benchmarking Report updating and and • Business (200) performance highlighting results on economic Key BCTC • Public (500) Performance Indicators. Perception Surveys March 2010 Analyse results and publish findings. March Produce summary fact sheet of Retail 2010 Summary factsheet Health check & Benchmarking report. published
Footfall Measurement BCCM March • Source private sector Procure updated footfall measuring 2011 funding to procure technology for Belfast city centre to measurement system include bespoke analysis and reporting for Belfast city centre • Analyse patterns of footfall to identify areas of attention and improvement
Page 89 City Centre Marketing via BVCB BCCM Secure £25k private Promotional with sector contribution to Campaign BCTC BVCB city marketing campaign Festive Lighting Secure £25k private sector contribution to purchase new festive lighting On Street Animation – activities to April 2010 • 5% increase in include: – March participants for 2011 existing projects § Radio Roadshows • Public satisfaction § Community Circus Performances rating of 8/10 § Busking Competitions – Strum in minimum for each the Sun and Busk til Dusk activity § Taxi Driver of the Year Competition § Bus Driver of the Year Competition § May Street Festival § Pavements chalk sketches Outdoor cinema
(tied to special dates, such as Valentine’s Day, Mothers Day etc) Best Dressed Window § 5% increase in Competitions participation • Halloween • Christmas • Valentine’s Day
Retail Offers / Incentives BCCM Monthly • Deliver 2 voucher for BCTC mail-out promotional offer Facilitate retailer activity to deliver co- supplements in ordinated programme of retail offers regional press and incentives. • Deliver 2 ‘Meal Deal’ campaigns
Page 90 Promotion of Attend investor show MAPIC in BCCM, Nov 2010 § Satisfaction rating Retail Floor association with funding partners. BCTC, through post event Space BCC, evaluation with core DSD funders
§ Obtain 5 expressions of interest from retailers not presently located in Belfast Monitor and record information on BCCM Weekly/ • Quarterly statistical vacancy rates within Belfast city centre Quarterly report produced and produce a quarterly statistical report. • Compile a database of business types BCC March • Full inventory of within the city centre. with 2011 business types within BCCM Belfast city centre • Identify specific business types that • List of target would improve the city centre offer businesses
o Evening To support BCC’s Evening Economy BCC, Ongoing § Chair Evening Economy Economy initiative BCTC, Steering Group To create a BCCM meetings healthy balance of § Promote at Area mixed users and Meetings for an environment in businesses which all ages § Update businesses at 2 enjoy the city Retail Forums centre after 6pm § Lobby multiple retailers at national level through ATCM Key Cities network § Identify barriers to a ‘Shutters-up’ BCTC initiative and report to BCCM Board § New initiatives identified where appropriate
Legislation & Represent business members (and BCCM, Mar 2010 Provide representation as Policy core funders upon request) in matters BCTC required relating to: § City Centre Masterplanning § Conduct research and § Protection of city centre from out of prepare indicative town shopping developments Buisness Improvement § Location of National Stadium District portfolio for the § Phasing of retail development city centre. § Business Improvement Districts § Independent Retail / Clone Cities
Children & Engage with Children & Young BCCM Sept 2008 • Carry-out Customer Young People People as significant portion of City with Survey amongst this Centre population BCC population group to establish their needs and desires in City Centre Mar 2009 • Engage Members with above survey results and identify opportunities for youth engagement in city centre economy. Report to BCCM Page 91
Retail & Commercial 1. Delivery Mechanisms
Financial Resourcing
The delivery of this Strategic Business Plan for Belfast City Centre requires significant financial commitment by its key strategic partners, in particular Belfast City Council, the Department for Social Development and the Belfast Chamber of Trade & Commerce. This commitment is imperative if the partnership is to deliver its programmes and projects in the period up to March 2013.
BCCM has based its annual assumptions for the period 20010/13 on the levels of contribution in Appendix 1.
Board Structure & Action Groups
The BCCM Board will comprise a Chairman, representatives from BCC, DSD, DRD, BCTC, Translink, property developers and from the retail sector. Its relationship with the Chamber Council is outlined below. M Structure
Overall Board/Action Group Structures
BCCM BOARD Comprising representatives of BCC, DSD, Belfast Chamber
City Centre Manager & Staff
Urban Safer City Character & Economic Management Action Group Style Action Activity Action Action Group Group Group
Cathedral Quarter Steering Group
STAFFING STRUCTURE
City Centre Manager
Andrew Irvine
Membership Operations City Safe Officer Business Support Cathedral Quarter Officer Manager Manager Development (BCTC funded) Manager Page 92 Geraldine Duggan Tom Smith Nicola Evans (DSD funded) Martina Connolly Patricia Freedman
Asst. Operations PSNI City Retail Crimewatch Accounts Officer Manager Centre Beat Co-ordinator (inc. Business Liaison) Con. Alan Marchini (NIO funded) Con. Paul Wilson Keith Patton Michael Denny David Dornan
Business Liaison Business Liaison Events Co- Admin Assistant Officer Officer ordinator (BCTC funded) Martin Ramsey Peter Mann Eimear Michelle Corr McCracken Page 93
The Belfast City Centre Management team is led by the City Centre Manager, and comprises:
• Operations Manager, Assistant Operations Manger, 3 Business Liaison Officers, Promotions Coordinator and 2 City Centre Beat Police Officers
• Business Support Manager, Accounts Officer, Administrative Assistant
• City Safe Officer
• Membership Development Officer
• Cathedral Quarter Development Manager
The BCCM team is responsible for:
• Delivery of objectives, plans and projects set out by the Board in the company’s Business Plan
• Monitoring and evaluating projects and initiatives encompassed by the Corporate plan;
• Management of the company’s resources;
• Developing strategic partnerships;
• Managing projects within set timeframes and budgets;
• Servicing the Board, Committees and working groups;
• Contributing to the Promotional Activity and promotion of Belfast city centre;
• Fundraising and promoting the work of BCCM and its partners
• Operational issues related to the Strategic Alliance with the BCTC;
• Supporting the BCTC President and Council of the BCTC
Performance Reporting
In order to ensure that the delivery of the business plan on time and within budget, and in line with public sector accountability requirements, the City Centre Manager will:
• Provide BCC and DSD with Quarterly Performance Reports:
• Provide Management Accounts to the BCCM Finance & Audit Committee in advance of each meeting of the BCCM Board.
• Evaluate city centre performance measured against baseline information, (established in the annual City Centre Healthcheck & Benchmarking Report).
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• Adopt and ensure compliance with the financial and human resource procedures of Belfast City Council.
• As Company Secretary will ensure that BCCM abides by all relevant companies legislation, including ensuring that an annual Audit is performed and Financial Statements are presented for BCCM Board approval in timely manner.
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Corporate Governance
To ensure that the delivery of the business plan is in line with public sector accountability requirements, Belfast City Centre Management Company will provide ‘open book’ accounting, independent assurance through the Finance & Audit Committee (formed on the recommendation of BCC Internal Audit Section), and the highest possible levels of performance reporting, in terms of:
§ Delivery of the strategic business plan by the City Centre Management company to its key funders, Belfast City Council, the Department for Social Development and the private sector;
§ Changes to city centre performance measured against baseline information, (established in the annual City Centre Health check & Benchmarking Report).
§ public sector audit requirements, in particular compliance with the internal audit practices adopted by BCC and DSD;
§ Robust and transparent financial reporting.
ACTION TARGET DATE MEASURED BY
BCCM Board Operation 6 x Board Meeting per annum Ongoing Finance & Audit Committee
Finance & Audit Operation 4 x Finance & Audit Committee Ongoing BCC Internal Audit Section Committee meetings per annum
External Systems Audit Completion of external and internal audit 31 st March Completion of internal and & Procedures 2010 external audit in line with best practice and company law requirements
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Appendix 1 Financial Forecasts 2010-13
2010/11 2011/12 2010/13 Projected Forecast £ Forecast £ Income BCC 190,000 190,000 190,000 DSD 140,000 140,000 140,000 BCTC/BCCM Membership, Private 237,000 248,850 261,293 Sector & Other Business Funding Other Public Sector Business 50,000 52,500 55,125 Community Safety Partnership 60,500 63,525 66,701 Belfast Business Awards Funding Total Income 677,500 694,875 713,119
Operating Costs Salaries 195,522 201,387 207,429 Rent/Rates/Electricity 43,260 44,558 45,895 Telephone 7,725 7,957 8,195 Insurance 3,500 3,605 3,713 Postage and Stationery 18,540 19,096 19,669 Office Equipment Rental & Purchases 7,210 7,426 7,650 Audit/Accountancy 15,450 15,914 16,391 Professional Fees 8,240 8,487 8,742 Conference Fees 5,150 5,305 5,464 Chairman’s Costs 6,180 6,365 6,556 Other Operating Costs 23,750 21,523 21,318 Total Operating Costs 336,527 346,623 357,022
Project Spend 4 Key Objectives 10,300 10,609 10,927 Strategic Alliance Projects 75,078 77,630 78,259 City Dressing & Performances City Safe Initiative 143,386 147,688 152,119 Festive Lighting 51,500 53,045 54,636 Healthcheck, Evaluations & Appraisals 10,300 10,609 10,927 Cathedral Quarter 41,678 42,928 44,216 Footfall/Website/Homesafe/Mag etc 10,300 10,609 10,927 Total Project Spend 352,542 363,118 374,011
SURPLUS/(DEFICIT) 431.00 134.00 86.00
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Appendix II – Building on Success:
Review of Business Plan 2006/2009 Appendix II - Building on Success: During the last three years BCCM has added significant value, and delivered substantial benefits, to Belfast City Centre. These include:
Supporting the Business Sector in Belfast
• Harnessed private sector business participation in 4 main Activity Groups, Urban Management, Safer City, Character & Style and Economic Activity;
• Delivered a weekly Streets Ahead Communication Working Group which has supported the business sector through the unavoidable by significant disruption caused during these major public realm works.
• Development and delivery of a new Membership Benefits Package for Belfast Chamber of Trade & Commerce;
• Realised £250k annual private sector revenue stream;
• Belfast Business Awards delivered with over 350 businesses participating annually;
• Delivered 2 City Wide Business Forums each year directly linked businesses to core funders initiatives.
• Regular Area Business Forums developed and delivered in Ann Street / Corn Market / Arthur Street, Fountain Street & College Street, Donegall Place / Royal Avenue / High Street ; Blackstaff Square / Bedford Street / Dublin Road
• Provided essential support to BCC Evening Economy Officer to achieve significant extended opening hours moving from 1 to 3 late-night shopping evening per week;
• Organised 6 annual networking events to build key relationships.
• Re-branding of the “City Business” publication – a self-funding business magazine by BCCM which promotes city centre initiatives, new business ventures, and provides a forum for discussion. The magazine has a distribution of circa 8,000 to key public and private sector stakeholders throughout Northern Ireland;
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Urban Management
• Worked with Castle Street and North Street businesses to develop and submit Business Plans for DSD reStore project.
• Problem solving for businesses in a Streets Ahead and other public realm works areas.
• Weekly City Centre health and safety inspections and reporting to relevant agencies.
• Liaised with businesses and BCC to achieve 62% collection of trade waste inside 6pm to 11am restricted access times to city centre.
• Developed and delivered Café Culture working agreement for on-street tables and chairs achieving buy-in of government departments and agencies.
• Minimised rough sleeping and associated on-street drinking through funding and management of the City Centre Beat Police Scheme.
• Delivered post event surveys for all major city centre events.
Safer City
• Secured £270,000 funding for provision of City Centre Beat Police Scheme . Managed deliver of scheme with PSNI on behalf of BCTC.
• Developed and launch pilot of Belfast Against Nighttime Disorder (BAND), an exclusion scheme for those causing crime or serious nuisance in the evening economy.
• Increased retailer membership of Retail Crimewatch , an exclusion scheme for those caught shop lifting. This scheme is saving some £1.6m of retail stock annually.
• Provided city centre retailers with ‘Language Packs’ in 13 languages, for use with foreign nationals caught shoplifting.
• Established and distributed School Contact Pack to all retailers, including uniform recognition artwork, to help combat truancy.
• Submitted project proposal to DoE Licensing for marshaled Late Night Taxi-Share scheme, designed to clear revelers from city centre between Midnight and 3am.
• On-going delivery of the City Centre Radiolink Network , placing city centre businesses in constant contact with each other and PSNI
• Rebranding and on-going monitoring and maintenance of City Centre Emergency Contact Points.
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Character & Style
• Delivered consultation forums for businesses within boundaries of each DSD Master Plan
• Secured £60,000 private sector funding for new Festive Lighting stock . Managed the annual installation, maintenance and storage of Belfast City Centre’s Festive Lighting.
• Successfully promoted business buy-in to ‘Belfast in Bloom’ scheme.
• Facilitated and collated business feedback on proposed design for Street Trading Stalls.
• Secured funding for and delivered 6 city centre Banner Campaigns each year to dress the city centre.
• Brought together a Developers’ forum promoting the protection of Belfast unique built environment and the re-use of existing buildings.
• Negotiated the membership and Terms of Reference for the Cathedral Quarter Steering Group , and provided an employment vehicle for the DSD funded Cathedral Quarter Development Manager.
• Delivery of Culture Night in the Cathedral Quarter.
• Provided vehicle for major city centre Public Art funding applications.
Economic Activity Group
• £60,000 contribution secured from retailers to BVCB Marketing Campaigns
• £50,000 private sector funding obtained for purchase new Festive Lighting
• Major BCTC promotional campaigns developed and delivered including on-street animation and regional press retail marketing supplements.
• 30 city centre Independent Retailers introduced to BCC Retail Therapy training
• Publication of annual Healthcheck and Benchmark Reports, providing Key Performance Indicator trends for Belfast City Centre.
• Retail NI 09 delivered with the Executive Chairman of Marks & Spencer, the First Minister, the Minister for Social Development, the Presidents of 5 regional Chambers of Trade, and almost 200 delegates. Key regional issues affecting the performance of Belfast identified and progressed through BCTC.
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BLANK PAGE Page 101 Agenda Item 5
Belfast City Council
Report to: Development Committee
Subject: Gasworks Northern Fringe
Date: 9 December 2009
Reporting Officer: Shirley McCay Acting Director of Development ext 3459
Contact Officer: Pamela Davison, Estates Surveyor, ext 3506
Relevant Background Information
An integrated design team led by Consarc Design Group has been working since May 2008 on the preparation of an outline planning application for the Northern Fringe site which covers 6.7 acres of gross developable land, the last phase of the Gasworks Estate. Members received a presentation from Consarc Design Group on 11 November 2009 outlining the development proposals for this significant regeneration site. Members have received a copy of the Gasworks Planning Statement detailing the development proposals.
Key Issues
Land Uses Through discussions between the design team, the Council, the statutory consultees, and the neighbouring community, a Masterplan has evolved developed in cognisance of planning, transport, environment and contextual considerations. Five development sub- plot parcels have emerged to be identified in the presentation as sites A, B, C, D and E. A key objective of the plan is to ensure each parcel made a significant and individual contribution to the overall Gasworks complex.
Sites A and B bounded by Cromac Street and Raphael Street are designated as Gateway sites in the draft Belfast Metropolitan Area Plan, occupying a pivotal landmark site and focal point on an arterial route into the City centre. Urban design guidance and discussions at the Dbmap (draft Belfast Metropolitan Plan) Inquiry indicated acceptable height ranges of between six and nine storeys. The buildings on site will accommodate offices and a carefully designed setback along Raphael Street addresses the relationship with the three existing dwellings.
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Site C is at the rear of the existing hotel and will accommodate an extension to the Radisson Hotel. Members agreed at Committee of 16 January 2008 to officers entering into negotiations with Inislyn, the developers of the Radisson SAS Hotel, in a one to one deal in order to maximise the potential of sites C and D. It is envisaged that this development block will evolve in a similar design to the existing hotel. It will accommodate bedrooms, meeting/function rooms and conference facilities. Site D accommodates an office development and multi-storey car-park for 300 plus relocated spaces.
The Estates Management Unit in the Core Improvement Team are leading negotiations with Inislyn. Land and Property Services (LP&S) have confirmed that Inislyn are best placed to realise the fullest potential of sites C and D through greater density of development by building adjacent to the existing hotel. Heads of terms are under negotiation between BCC and Inislyn and LP&S are instructed to confirm that any agreement between the parties brought before Members provides best value to the Council.
Site E is located adjacent to the River Lagan and the Halifax building and has a distinct context. The development opportunity inspired the creation of an iconic river-front building with office use in two distinct structures interlinked into a high quality design. This layout and siting has been carefully designed to respect the existing residential properties on McAuley Street.
The Northern Ireland Electricity (NIE) site adjoining the Northern Fringe Lands remains on the market, however, in the current economic climate NIE are in no rush to sell. The Northern Fringe lands have been designed to ensure that in the future BCC may be in a position to influence the development on this site. Contamination-Part III of the Waste and Contaminated Land (Northern Ireland) Order 1997, the enactment of which is impending, outlines the regulatory regime under which land and water contamination issues in Northern Ireland are assessed and managed. Discussions with the Northern Ireland Environment Agency have triggered a series of actions as a result of the proposed planning submission.
−−− A preliminary risk assessment of the site's historic usage to highlight potential contaminant sources and potential human health and environmental risks. −−− Intrusive site investigation works. −−− A quantitative contamination assessment.
Current emerging issues show that the subsoils are heavily impacted with contaminants throughout the soil profile with the most concentrated contaminants located within the top 6.0metres below ground level. Whilst a detailed risk assessment and detailed remedial strategy will be required, direct engagement with NIEA by BCC has begun to ascertain our statutory responsibility under legislation as yet to be enacted and also any retrospective liability for the existing Gasworks Estate.
Community Gain The Asset Management Group is considering what options if any are available to BCC to provide” payback” to the local community from completion of the Gasworks Estate. Until the costs and liabilities of BCC are fully known in relation to the contamination issue no decision can yet be reached. However, if Members are satisfied with the development proposals as outlined by Consarc Design Group in their presentation, further engagement with the adjoining residents, Market Development Association and Donegall Pass Community Group will take place.
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Resource Implications
Financial A provisional asset valuation for the Gasworks Northern Fringe Lands of £6 million per acre at 1 April 2009.
Recommendations
1. Members are asked to approve the development proposals for the Gasworks Northern Fringe Lands as presented by Consarc Design Group . 2. Members are asked to approve further engagement with adjoining residents, the Markets Development Association and the Donegall Pass Community Group on the development proposals. 3. Members are also asked to note the contamination issue and that a further report will be brought back to Committee. Legal Services will be meeting with NIEA to discuss the impacts of the yet to be enacted Part III of the Waste and Contaminated Land (Northern Ireland) Order 1997 on the development of the Gasworks Northern Fringe Lands.
Decision Tracking
Following approval by Committee of the development proposals and resolution of the contaminated land and community issues, an outline planning application will be submitted to Planning Service for the Gasworks Northern Fringe Lands.
Timeline: April 2010 Reporting Officer: Shirley McCay
Key to Abbreviations
Dbmap - draft Belfast Metropolitan Area Plan BCC - Belfast City Council MDA - Markets Development Association LP&S – Land & Property Services
Document Attached
Map of Gasworks Northern Fringe
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Page 105
APPENDIX 1 Page 106 Page 107 Agenda Item 6
Belfast City Council
Report to: Development Committee
Subject: Tall Ships 2009 Post Event Report
Date: 9 December 2009
Reporting Officer: Tim Husbands, Acting Director of Development ext 1400
Contact Officer: Gerry Copeland, City Events Manager ext. 3412
Relevant Background Information
In September 2007 Members agreed to support the hosting of the Tall Ships Atlantic Challenge Race in Belfast in August 2009 at a cost to the Council of approximately £1.1m. In addition, one fixed term contract member of staff was appointed and the City Council's Events Unit led on the delivery of the project via a Special Purposes Vehicle (SPV) established to oversee the event. Two members of the Development Committee were nominated to become Directors of 'Belfast Tall Ships 2009 Ltd', a company established by the SPV.
The Tall Ships Races are organised by Sail Training International (STI). The host port however, is responsible for the public celebratory aspect of the visit, and for ensuring that crews are provided with a significant social programme.
It was anticipated that over the four days of the Tall Ships visit, from 13 to 16 August, if the weather conditions proved favourable, as many as 400,000 could be expected to visit Belfast,. In order to deliver the event a new marina was built, this investment has left a lasting legacy for other harbour based events such as the Council’s highly successful Maritime Festival. The cost of hosting the event was significant, £2.4m, however the economic return was expected to be unprecedented for Belfast.
This report will highlight the significant economic and legacy benefits generated by the Tall Ships and summarise the successful delivery of the Tall Ships by the Events Unit.
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Key Issues Governance The structure and processes put in place to deliver the Tall Ships, the largest event the City has ever hosted, proved successful. The project was overseen by a special Assurance Board comprising the Chief Executives of Belfast City Council and Belfast Harbour Commissioners and risk managed by the Audit, Governance and Risk Services Section of BCC. The Council introduced and established best practice processes within the delivery mechanism. This resulted in the City Events Unit acquiring additional knowledge and demonstrating a high quality service delivery. Project Delivery The City Events Unit and its many partners have gained significant skills, industry knowledge and experience through the delivery of the Tall Ships event. The standards established by the City Events Unit have the potential to have a positive influence on any future bids for large scale events such as the World Police and Firefighter Games. Budget Information Undoubtedly the biggest challenge of the project management was delivering the event on budget within an economic climate which almost diminished the prospect of commercial sector support. DCAL, DETI and DSD made a joint contribution of £1m which almost matching Belfast City Council’s £1.1m contribution to the project. The division of monies within the project resulted in the majority of central government funding being used for the development of a marine infrastructure system within Abercorn Basin. Belfast City Councils contribution was allocated to the delivery and promotion of the event. The final event expenditure budget was in the region of £2.4m.
Event Benefits - Approximately three quarters of a million people attended some element of the Tall Ships - Almost half a million people attended the Belfast celebrations. - Almost a quarter of a million out-of-state visitors attended the event. - Economic impact to Belfast is in excess of £15 million. - The economic impact survey attached as appendix 1 does not include spend from the audiences around Belfast Lough during the Parade of Sail, nor the many thousands who visited the early arrivals of the ships in other ports around Northern Ireland. If these regional figures are included the figure would be closer to £17 million. - 94% of visitors rated the event positively - 89% stated that the event had met or exceeded their expectations - Half the respondents came in a family units - Almost all respondents agreed that events such as these encourage people come to Belfast, and that there should be more events like Tall Ships in Belfast. - The event would in actual terms have sustained 902 jobs for Belfast and Northern Ireland. - A physical legacy in terms of the new marine infrastructure within Abercorn Basin, will be used for future marine based events . - Considering the poor weather conditions, these figures and results are a measure of the overwhelming success of the event.
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Resource Implications The staging of any international event requires a high level of support funding, however, Members are asked to note that for every £1 invested by the City, an additional £15 was generated for the local economy. Members are also asked to note that STI have already suggested to Belfast that there will be an opportunity to bid for a North Sea Race in 2015. It is anticipated that a similar level of investment as in 2009 would be required of BCC.
In total the event cost £2.4million, with income streams coming from BCC, NITB, DCAL and DSD. Additional revenue was generated from commercial sponsorship and by concessions such the Continental Market, the fun fairs and exhibition areas. In total the overall incomes were £2.4million, so providing a balanced end of event budget.
Recommendations
Members are asked to note the contents of the report and the Tall Ships economic impact report. Members are also asked to agree in principal, subject to a detailed report and appropriate approvals, that Belfast enters the bidding process to host the Tall Ships Race in the future.
Decision Tracking
Further to agreement in principal for Belfast to enter the bidding process for a future Tall Ships Race, a detailed report is brought to committee to update members on the bid process with regard to Belfast staging this event in 2015.
Time frame: August 2010 Reporting Officer: Tim Husbands
Documents Attached
Appendix 1 – Tall Ships Economic Impact Report
Abbreviations
BCC – Belfast City Council SPV - Special Purposes Vehicle NITB – Northern Ireland Tourist Board DCAL – Department of Culture, Arts & Leisure DSD – Department of Social Development
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Belfast City Council Tourism Monitor Events Evaluation TALL SHIPS ATLANTIC CHALLENGE Page 111 AUGUST 2009 BACKGROUND & METHODOLOGY
Millward Brown Ulster have conducted the Belfast Tourism Monitor since 2002. The project examines visitor numbers, the visitor profile and the economic impact of tourism to the Belfast City Council area.
The Belfast Tourism Monitor encompasses a suite of different surveys including a visitor survey, accommodation monitor, conference delegate survey, business visitor survey and events economic monitoring. The data derived from the surveys Page 112 is used to model the impact of tourism in Belfast across the full year in order to calculate the net economic benefit of the industry to the city.
Each year the events economic monitor measures visitor profiles, spend & attitudes at key events run by Belfast City Council culminating in calculation of total economic impact of each event.
Typically 8-10 events are covered across the course of one calendar year. BACKGROUND & METHODOLOGY
The events monitor is conducted via a face to face interview methodology, with recourse to conduct a proportion a post event telephone interviews where UHVSRQGHQWVGRQ¶WKDYHWLPHWRSDUWLFLSDWHLQDPLQXWHLQWHUYLHZDWWKHHYHQW
The fieldwork for the Belfast Tall Ships 2009 event was conducted between Thursday 13th and Sunday 16th August.
We employed a random sampling method with every nth person passing a Page 113 designated point being approached for interview. On each day 5 Millward Brown interviewers were in attendance interviewing at a number of locations across the Belfast event site.
The majority of interviews were conducted face to face on site, with a small proportion being conducted post event via telephone. All post event interviewing was conducted within three working days of close of event.
We interviewed a total of 413 respondents. All fieldwork complied fully with the Market Research Society ethical Code Of Conduct. EXECUTIVE SUMMARY
Visitors from Greater Belfast spent on average £11.87 during their visit. In the case of visitors from elsewhere in Northern Ireland average spend was £13.92 per head. 2XWRIVWDWHYLVLWRUV¶VSHQGSHUKHDGZDVPXFKKLJKHUDW
The gross level of spending in Belfast associated with the event is estimated at over £8.3 million.
Net additional expenditure in Belfast, that is the expenditure associated with the Page 114 visitors who would not have come to Belfast had the event not been staged is estimated at over £8 million.
Allowing for the direct and indirect expenditure generated as a result of this net additional expenditure the total estimated economic impact to Belfast of the Belfast Tall Ships event is over £14.5 million. These being the monies brought to the City as a direct result of staging the Belfast event.
In addition to this out of state attendees who came to Belfast specifically for the Tall Ships event spent almost £300,000 outside Belfast. Taking into account indirect and induced expenditure we estimate the total economic impact of the Belfast centric element of the Tall Ships event to be in excess of £15 million. EXECUTIVE SUMMARY
Visitors to the Belfast Tall Ships 2009 event were most likely to be from an ABC1 background and aged 35-54. Visitors were most likely to be attending as a family. Over a third (35%) of those visiting the Belfast event were from Greater Belfast. More than half (51%) were from the rest of Northern Ireland whilst 8% were from outside Northern Ireland. Less than a third (30%) of visitors to the Belfast Tall Ships 2009 event had visited
the Maritime Festival previously. Page 115 Advertising was the most popular source of information about the Belfast Tall Ships 2009 event; Almost all respondents (96%) saw or heard some advertising for the event. The most frequently mentioned media medium cited as source information on the event was television (79%). More than four fifths (85%) of those who visited the Belfast Tall Ships 2009 event would not have visited Belfast that day had the event not been staged. EXECUTIVE SUMMARY
Regarding the rating of the Belfast Tall Ships 2009 event by those who attended: 94% of visitors rated the event positively (6+)and 83% rated it very positively (8+). 89% stated that the event had met or exceeded their expectations 88% would recommend attending a similar event such as the Belfast Maritime Festival to family and friends. 85% intend to revisit a similar event such as the Belfast Maritime Festival in the Page 116 future.
More than two fifths (41%) of respondents could not think of any improvement that could be made to the Belfast Tall Ships 2009 event.
More than two thirds (68%) of respondents participated in no further activity whilst in Belfast for the Tall Ships event. The most popular additional activities were eating out (21%) and shopping (15%).
The most popular attraction the Belfast event site was the ships (59%). ANALYSIS OF SAMPLE (Base: All respondents - 413)
Individual 9%
16-34 26% 30% 48% Couple 27% Male 49% 50% 62% ABC1
35-54 13% 44% 35% Party of friends Page 117
Female 51% 52% 49% 50% Family 35% C2DE 38% 55+ 29% Tour group 1% Attendees NI Population Attendees NI Population AttendeesNI Population NI Population
The Belfast Tall Ships 2009 event attracted almost an exactly even proportion of males and females (49% / 51%). In terms of socio-economic group the event attracted a larger proportion of respondents from an ABC1 background (62%). In terms of age the event was most attractive to the 35-54 age group (44%). Those visiting the event were most likely to be attending as a family (49%). COUNTRY OF ORIGIN OF EVENT ATTENDEES [ Base: All Respondents - 413 ]
Out of State Visitors, 8% Belfast resident, 35%
Antrim 17%
Down 17% Page 118 Republic of Armagh 7% 3% Ireland L'derry 4%
Tyrone 3% NI Residents, Rest of Greater England 3% 51% Belfast, 6% Fermanagh 2% Scotland 1%
Over a third (35%) of those attending were Belfast City Council residents and a further 6% came from the outer Belfast area. Greater Belfast accounting therefore for two fifths (41%) of visitors. Half of visitors were from elsewhere in Northern Ireland (51%), principally from the rest of County Antrim(17%) and the rest of County Down (17%) Under 1 in 10 (8%) who attended the event were from outside Northern Ireland (primarily from Great Britain and Rep. of Ireland). MAIN REASON FOR TRIP TO BELFAST [ Base: All Respondents - 413 ]
To attend Tall Ships event 98% Page 119 To do paid work/ on business 1%
Something else 1%
The vast majority of attendees (98%) to the Belfast event site stated that the Tall Ships were their main reason for visiting Belfast. OTHER ACTIVITIES PARTICIPATED IN TODAY [ Base: All Respondents ± 413 ]
Nothing further 68%
Eating out 21%
Shopping 15%
Visiting another attraction 4% Page 120
Visiting friends & relatives 4%
Going to a show/ concert 1%
Working/ on business 1%
Something else 1%
More than two thirds (68%) of those attending Belfast Tall Ships 2009 event did not take in (or plan to take in) any other activity in Belfast that day. Of those who did participate in another activity the most popular activities were eating out (21%) and shopping (15%) PREVIOUS ATTENDANCE AT MARITIME FESTIVAL [ Base: All Respondents ± 413 ]
Age: 16-34 22% Yes, 30% 35-54 27% 55+ 42%
Class: ABC1 25%
C2DE 37% Page 121 Origin Of Visitor:
Northern Ireland 32% No, 70% Greater Belfast 35% Rest of NI 29% Out of state 12%
Less than a third of those attending the event (30%) had previously attended the Belfast Maritime Festival. Previous attendance was highest amongst those aged 55+ (42%). HEARD OR SAW ADVERTISING FOR THE EVENT [ Base: All Respondents ± 413 ]
No, 4% Page 122
Yes, 96%
Advertising in media formed the major communications platform for the Belfast Tall Ships 2009 event with 96% of those who attended the event having seen or heard the event advertised. SOURCES OF INFORMATION ABOUT TALL SHIPS EVENT [ Base: All respondents± 413 ]
TV 79% NI papers 22% Radio 21% Posters/ signs for it 15%
Other web site 4% Billboard 9% Radio Ulster 7% B'fast T'graph 15% Gotobelfast.com 2% Bus-stop / bus 1% Cool fm 5% News Letter 4% Belfast City Council website 2% advert Page 123 u105 3% Daily Mirror 2% Other papers 2% Poster 1% Tourist information / guide 2% Downtown 3% Irish News 1% Other 2% Told about it by family and friends 2% Regional Citybeat 1% Weekly 1% Something else 7% 'RQ¶WNQRZ 1% cant recall Other 1% Other 2%
The main sources of information on the event were TV (79%), NI papers (22%), Radio (21%) and posters / signs (15%). ATTRACTIONS ATTENDED AT EVENT [ Base: All Respondents ± 413 ]
Ships 59% Craft Marquee 28% Fun Fairs 23% SS Nomadic 20% Titanic Drawing Offices 18% Live music at Custom House Square* 18%
Family Fun Zone 13% Page 124 Boat Tours 12% Fireworks 11% BBC Events 11% Uk Strongest Man 11% Lagan Watersports 4% All Irish Open Arm Wrestling Championships 4% Thompson Pumphouse 3% Something else 11%
The most popular attraction at the Belfast Tall Ships 2009 event was the ships themselves with almost three fifths (59%) stating that they had or were planning to visit the ships. Other popular attractions were the Craft Marquee (28%), Fun Fairs (23%) and the SS Nomadic (20%). *NB: the figure for Live Music may be inflated due to confusion with other free music events in the immediate vicinity of Custom House Square. RATING OF EVENT Min=1 & Max=10
Total 8.62 Gender 1 - Extremely poor 0% Male 8.41 2 0% Female 8.81
3 1% Age: 16-34 8.44 4 1% 35-54 8.64 5 2% 55+ 8.75 Page 125
6 1% SEG: ABC1 8.50 7 10% C2DE 8.81 8 23% Origin Of Visitor: Northern Ireland 8.62 9 26% Greater Belfast 8.46 10 - Extremely good 34% Rest of NI 8.76 Out of state 8.56
The overall rating of the Belfast Tall Ships 2009 event was very positive with an average rating of 8.62 out of a possible 10. Females and those from a C2DE background were most impressed with the event. RATING OF EVENT
Rating of Tall Ships 2009 Event Rating of Previous Similar Event ± Actual Rating of Maritime Festival [ Base: All respondents ± 413 ] Maritime Festival (2008) [ Base: Previously attended± 124 ] [ Base: All respondents ± 100 ]
1 - Extremely poor 0% 1 - Extremely poor 0% Extremely poor 1 0%
2 0% 2 1% 2 0%
3 1% 3 1% 3 0% Page 126 4 1% 4 1% 4 0%
5 2% 5 6% 5 4%
6 1% 6 12% 6 4%
7 10% 7 22% 7 17%
8 23% 8 13% 8 35%
9 26% 9 15% 9 18%
10 - Extremely good 34% 10 - Extremely good 18% Extremely good 10 22% Average 8.62 Average 7.72 Average 8.25
Those who attended the Belfast Tall Ships 2009 event rated it more positively (8.62) compared to their previous visit to the Maritime Festival (7.72). Moreover the actual average rating of the Belfast Maritime Festival in 2008 was lower than the average rating of the Belfast Tall Ships 2009 event. WHAT COULD HAVE BEEN DONE TO IMPROVE THIS EVENT [ Base: All Respondents - 413 ] Nothing 41% More public transport 11% More banners & signs to tell you it is on 7% Boarding / matting on ground at Continental Market 7% More on site info 5% Better crowd control 4% Better informed staff & stewarding 4% Better parking facilities 4% More efficient easing of traffic congestion 4% Access to toilet facilties 4% Better access to Ships 4% Page 127 Less expensive 3% More activities for children 3% More description and information provided 3% More live music 3% More Seating 2% More info about Titanic & Belfast Martime Heritage 2% More Bins 1% More Shelter 1% More interactive elements 1% More publicity 1% Two fifths of respondents (41%) could not think of any More on street entertainment 1% improvement that could have been made to the Belfast Tall Ships Better variety of catering / food vendors provided 1% 2009 event. All one location 1% Key suggested improvements to the Belfast Tall Ships 2009 More disabled faciltiies 1% event were to have more public transport (11%), more banners & Don't know 4% signs to tell you its on (7%), and to have boarding / matting on Something else 7% grass at Continental Market (7%). ADDITIONALITY ± Alternate activities had event not been staged [ Base: All Respondents - 413 ] Gone Gone somewhere somwhere else in else outside Belfast, 15% Greater Belfast 79% Belfast, 15%
Rest of NI 89% Page 128
Stayed at home, 70%
Out of state 82%
Had Belfast Tall Ships 2009 event not been staged, over 3 in 20 (15%) would have gone somewhere else in Belfast on the day. The same proportion (15%) would have gone somewhere else outside Belfast whilst 7 in 10 (70%) would have stayed at home. Thus the spend accrued by the 85% who would have stayed at home or gone somewhere outside Belfast can be regarded as the additionality brought about specifically by this event. ALTERNATE ACTIVITIES IF EVENT HAD NOT BEEN STAGED [ Base: All who would not have stayed at home n=125 ]
Visiting another attraction 35%
Shopping 34%
Eating out 14%
Working/ on business 11% Page 129 Visiting friends & relatives 9%
Going to a sporting event 4%
Going to a show/ concert 2%
Something else 10%
Of those who stated they would not have stayed at home a third (35%) anticipated that they would have visited another attraction. Shopping was another popular option (34%). WHETHER TALL SHIPS EVENT FULFILLED EXPECTATIONS [ Base: All Respondents - 413] %
Exceeded expectation 39 40 45 39 37 35 46 41 Page 130
Met expectation 49 50 52 51 53 47 42 46
Fell below 8 10 6 7 9 7 9 6 expectation 2 2 3 3 3 4 4 'RQ¶WNQRZ 4 Total Male Female 16-34 35-54 55+ ABC1 C2DE
Almost 9 in 10 (89%) of visitors to the Belfast Tall Ships 2009 event stated that the event met or exceeded their expectations. Females and C2DE respondents were most impressed with the event. Less than 1 in 10 (8%) were not impressed with the event, it having fallen short of their expectations. INTENTIONS TO REVISIT SIMILAR EVENT ± e.g. MARITIME FESTIVAL [ Base: All Respondents ± 413 ] %
46 Definitely 61 64 61 61 58 64 69 Page 131
36
Very likely 24 25 23 24 25 22 16
13 Quite likely 10 9 10 8 11 10 9 Not sure 10 0 2 2 3 2 1 3 3 2 2 2 1 3 Quite unlikely 1 1 1 2 1 1 1 1 Very unlikely Total Male Female 16-34 35-54 55+ ABC1 C2DE Definitely not More than four fifths (85%) of visitors to the Belfast Tall Ships 2009 event stated that they would definitely or very likely revisit a similar event such as the Maritime Festival on another occasion. A further 10% stated that they would be quite likely to revisit the event.
Overall 95% visitors left with a positive intention to return to a future similar event such as the Maritime Festival. Females and those aged 16-34 were most likely to be strongly keen to revisit a similar event on a future occasion. WHETHER WOULD RECOMMEND OTHERS TO VISIT SIMILAR EVENT ± e.g. MARITIME FESTIVAL [ Base: All Respondents ± 413 ] %
58 Definitely 66 65 65 66 65 66 71 Page 132
26 Very likely 23 23 22 21 25 22 20
Quite likely 14 9 7 10 8 6 10 7 Not sure 0 1 1 1 2 1 1 1 12 12 1 2 1 1 1 Quite unlikely 1 1 1 1 1 Very unlikely Total Male Female 16-34 35-54 55+ ABC1 C2DE Definitely not Almost 9 in 10 (88%) visitors to the Belfast Tall Ships 2009 event stated that they would definitely or very likely recommend family and friends visit a similar event. Added to this were a further 9% indicating that they would be quite likely to recommend attending the event to others. In effect 97% visitors left the event as advocates. Females and those aged 16-34 were most likely to be the strongest advocates of the event. DO EVENTS LIKE TALL SHIPS ENCOURAGE PEOPLE TO COME TO BELFAST [ Base: All Respondents - 413 ] %
Strongly agree 85 83 83 79 82 87 89 86 Page 133
Agree 20 15 17 17 18 12 10 13 Neither agree 1 1 1 nor disagree Disagree Total Male Female 16-34 35-54 55+ ABC1 C2DE
Almost all (401/413) visitors to the Belfast Tall Ships 2009 event were of the opinion that events such as these encourage people to visit Belfast. AGREEMENT THAT THERE SHOULD BE MORE EVENTS LIKE TALL SHIPS IN BELFAST [ Base: All Respondents - 413] %
Strongly
agree Page 134 84 88 83 86 88 88 86 86
Agree 11 12 10 12 8 14 11 11 2 1 2 2 Neither agree 3 3 1 nor disagree Disagree
There was almost universal agreement that there should be more events like the Tall Ships 2009 in Belfast, with 97% of respondents agreeing with this statement. AWARENESS & ATTITUDE TO PROPOSALS FOR A PURPOSE BUILT TITANIC ATTRACTION [ Base: All Respondents ± 413 ]
AWARENESS LIKELIHOOD OF VISITING
No, 20%
Definitely 64 Page 135
Very likely 22 Yes, 79% Quite likely 9 4 Not sure 1 Quite unlikely
Almost four fifths (79%) of those attending the Belfast Tall Ships 2009 event expressed an awareness of the proposed Titanic attraction. 95% of attendees expressed some likelihood of visiting the said attraction. METHOD OF TRANSPORT [ Base: All Respondents - 413 ]
Private car 36%
Car + Park & Ride 25%
Train 10%
Ulsterbus / Goldline 9% Page 136
Metro Bus 8%
By foot 5%
Taxi 4%
Something else 3%
Private car was the most popular method of transport used to travel to the Belfast Tall Ship 2009 event; more than a third (36%) used their car for transport. Second most popular mode of transport was the park & ride facility (25%). PARK & RIDE VALUE FOR MONEY [ Base: All those who had used park & ride facility- 102 ]
Very good value for money
83 Page 137
Quite good value for money 13 3 Neither good nor poor value for money 1 'RQ¶WNQRZ
The vast majority (96%) of those who had used the park & ride facility stated that they felt it was good value for money. USED PUBLIC TRANSPORT LAST 3 MONTHS [ Base: All Respondents ± 413 ]
Age: 16-34 47% 35-54 33%
Yes, 43% 55+ 55% Class:
ABC1 39% Page 138 C2DE 50%
Origin Of Visitor: Northern Ireland 45% No, 56% Greater Belfast 53% Rest of NI 39% Out of state 21%
Over two fifths (43%) of attendees had used some form of public in the previous three months. Those aged 55+ and C2DE respondents were most likely to be users. TRANSPORT SERVICE USED LAST 3 MONTHS [ Base: All who had used public transport in the last three months ± 179 ]
Metro Bus 58%
Ulsterbus / Goldliner 54% Page 139
NI Raliways 42%
Other 4%
Almost three fifths (58%) of those who had used public transport in the last 3 months had used a Metro Bus, whilst over half (54%) had used an Ulsterbus or Goldliner service. Around two fifths (42%) had used a NI Railways service. $:$5(1(662)%(/)$67µ%¶%5$1',1* [ Base: All Respondents - 413 ]
Age: 16-34 47%
Yes, 41% 35-54 33% 55+ 55% Class: Page 140
ABC1 39% C2DE 50% Origin Of Visitor:
No, 58% Northern Ireland 45% Greater Belfast 53% Rest of NI 39% Out of state 21%
2QO\WZRILIWKV RIUHVSRQGHQWVZHUHDZDUHRIWKH%HOIDVWµ%¶%UDQGLQJ Those aged 55+ and those from Greater Belfast were more likely to be aware of the brand. :+(5(6((1%(/)$67µ%¶%5$1',1* >%DVH $OODZDUHRIµ%¶EUDQGLQJ± 169 ]
On a poster/billboard 56%
On TV 29%
In a Newspaper 5% Page 141 In a magazine 5%
Other 9%
Dont know 5%
7KHPDMRULW\RIWKRVHUHVSRQGHQWVZKRZHUHDZDUHRIWKHµ%¶EUDQGVDZLWRQDSRVWHURUELOOERDUG whilst almost 3 in 10 (29%) saw it on TV. ,035(66,212)µ%¶%5$1',1* >%DVH $OODZDUHRIµ%¶EUDQGLQJ± 169 ]
'RQ¶WNQRZ Dislike, 11% 1%
Like, 51% Page 142
Neither like nor dislike, 38%
$URXQGKDOI RIWKRVHUHVSRQGHQWV ZKRDZDUHRIWKHQHZEUDQG VWDWHGWKDWWKH\OLNHWKHµ%¶ branding . 2YHUDWKLUGZHUHµRQWKHIHQFH¶VWDWLQJWKDWWKH\QHLWKHUOLNHGQRUGLVOLNHGWKHEUDQG SUHIHUUHGQRWWRJLYHDQRSLQLRQDQVZHULQJµGRQ¶WNQRZ¶± whilst 1 in 10 (11%) stated a dislike for the B Brand. VISITOR NUMBERS & AVERAGE SPEND IN BELFAST
Total Belfast Rest of NI Out of State
Estimated Attendees 500,000 203,390 256,659 39,952
Spend per person
Accommodation £0.00 £0.00 15.81
Eating out £5.31 £6.49 £18.36 Page 143 Shopping £2.55 £4.00 £14.30
Entertainment £2.31 £1.54 £5.34
Transport £1.70 £1.88 £4.73
Total £11.87 £13.92 £58.54
Belfast City Council estimates that there were a total of 500,000 visitors to the Belfast Tall Ships 2009 event. Those surveyed were asked to estimate what they and their party would spend on that day in 5 categories as illustrated above. These expenditures have been averaged and adjusted to reflect an average spend per person. TOTAL ESTIMATED SPEND IN BELFAST ASSOCIATED WITH BELFAST EVENT
Total Belfast Rest of NI Out of State
Estimated Attendees 500,000 203,390 256,659 39,952
Total Estimated Spend
Accommodation £631,438 £0.00 £0.00 £631,438
Eating out £3,479,895 £1,079,514 £1,666,934 £733,447 Page 144
Shopping £2,117,042 £518,425 £1,027,144 £571,473
Entertainment £1,078,869 £470,384 £395,341 £213,144
Transport £1,017,853 £345,928 £482,757 £189,169
Total Direct Spend £8,325,098 £2,414,251 £3,572,176 £2,338,671
Using these averages of spend per person within each market sector we can be calculate that the total direct spend associated with the Belfast Tall Ships 2009 event was over £8.3million. . ESTIMATED ADDITIONALITY SPEND IN BELFAST ASSOCIATED WITH BELFAST EVENT
Total Belfast Rest of NI Out of State Estimated Attendees 422,518 161,017 228,814 32,688 Total Estimated Spend Accommodation £1,611,780 £0.00 £0.00 £1,611,780 Eating out £3,008,770 £856,472 £1,603,980 £548,318 Shopping £1,741,651 £411,967 £960,383 £369,301
Entertainment £909,999 £395,372 £390,693 £123,935 Page 145 Transport £804,802 £220,596 £447,862 £136,345 Net Additional Expenditure £8,077,002 £1,884,406 £3,402,917 £2,789,678 Indirect & Induced Expenditure (0.8 multiplier) £6,461,602 Total Estimated Economic Impact £14,538,603
In order to estimate the element of additionality derived from staging the event, it is necessary to adjust the base to include only those that would not otherwise have visited Belfast, that is to say if the event had not been staged they would have either stayed at home or gone somewhere else in Northern Ireland. This brings the estimated number of attendees down to 422,518. Taking into account the average spend per person of these visitors who would otherwise not have visited Belfast, the net additional expenditure brought about by the event is estimated to have been over £8 million. Finally applying a multiplier effect of 0.8 to the net additional expenditure we can estimate the indirect and induced expenditure, that is taking into account the goods and services purchased by those supplying services to those attending the event and in turn the goods and services purchased by those in the employment of those benefiting from direct and indirect expenditure. Taking all this into account the total estimated economic impact to Belfast of this event was over £14.5 million. ADDITIONAL (OUT OF STATE) SPEND OUTSIDE BELFAST
Out of state Spend Out of state Spend Outside Belfast - Total out of state in Belfast where Tall Ships was main reason additional Spend (Additionality) for visit in NI
Estimated Attendees 32,688 33,898 32,688
Total Estimated Spend Accommodation £1,611,780 £25,943 £1,637,722
Eating out £548,318 £94,304 £642,622 Page 146 Shopping £369,301 £62,954 £432,255 Entertainment £123,935 £50,975 £174,910 Transport £136,345 £63,923 £200,267 Net Additional Expenditure £2,789,678 £298,098 £3,087,776
Indirect & Induced Expenditure (0.8 multiplier) £2,231,743 £238,478 £2,470,221
Total Estimated Economic Impact £5,021,421 £536,576 £5,557,996 $OORXWRIVWDWHUHVSRQGHQWVZKR¶VPDLQUHDVRQIRUYLVLWLQJ1RUWKHUQ,UHODQGZDVWRYLVLWWKH%HOIDVW7DOO6KLSV event were asked what they spent outside Belfast. These expenditures have been averaged and adjusted to reflect an average spend per person and grossed up to the relevant proportion of out of state visitors. Using these averages of spend per person within each market sector and applying a multiplier to account for indirect and induced spend we can be calculate that the total economic impact of the Belfast Tall Ships 2009 event out side Belfast was more than £500,000. Therefore the total out of state additional contribution to Northern Ireland was in excess of £5 million, and the total economic impact of the Belfast centric element of the Tall Ships event is estimated to be in excess of £15 million. Page 147 Agenda Item 7
Belfast City Council
Report to: Development Committee
Subject: Annual Titanic and Maritime Events for 2010
Date: 9 December 2009
Reporting Officer: Tim Husbands, Acting Director of Development, ext 1400
Contact Officer: Gerry Copeland, City Events Manager, ext 3412
Relevant Background Information Over the last 15 years Belfast City Council has developed an annual programme of events. These events span the calendar year from St Patrick’s Day Concert and Parade in the Spring to the Christmas Lights concert and include major sporting events. The events in 2009 attracted over 1 million people (1,346,227) generating up to £17,697,504 additional economic activity for Belfast. These figures do not include the Christmas Events Programme in 2009. In 2009/10 the return on the Council’s investment was just under £6.80 for every £1 of the City’s finances. The events programme has also attracted on average 7% of out-of-state visitors adding to the vibrancy and cultural activity of Belfast. The programme also operates as an attraction to local citizens and ratepayers providing large-scale free public events to the City with extensive positive media coverage, while receiving an approval rating of nearly 90% from the public for the entire year’s programme of activities.
The purpose of this report is to request permission to stage two elements of the annual event programme – Titanic Made in Belfast (12 March to 11 April) and the Belfast Titanic Maritime Festival (4 to 6 June).
Key Issues Event Statistics and Economic Returns
Titanic Made in Belfast Festival 2009 - In 2009 the Titanic Made in Belfast event attracted 32,500 people. Almost 2,000 people attended the variety of tours throughout the weekends in March and April and the Festival week. Feedback from this Festival has continued to indicate a huge interest in the Titanic topic and that people want to see more Titanic related events and information in the City. The total estimated economic impact of the event was almost £1.2million. This confirms the economic rationale for the event to be repeated and developed in the lead up to the centenary in 2012.
Page 148
Belfast Titanic Maritime Festival 2010 - Members are asked to note that this event did not take place in 2009 due to the Tall Ships Festival. However, over the three years that the event has been held it has attracted audiences in excess of 50,000 people annually and generates £600,000 of additional economic activity, yearly, for the local economy.
On average 12,000 of all attendees come from outside Northern Ireland. The 2008 Festival, leading up to the 2009 Tall Ships event, provided a platform for Belfast to celebrate and promote its maritime heritage. The Festival is acknowledged as a vital tool in encouraging the Tall Ships event to return to Belfast in the near future (possibly 2015), while providing a marketing tool to attract visitors and entertain our City’s citizens.
Resource Implications Financial Appendix 1 indicates a breakdown on the overall costs on both these events. The total cost of the Titanic Made in Belfast event being £100,000, and the Belfast Titanic Maritime Festival being £300,000. Members are asked to note that these costs are indicative and are subject to approval of the Department’s final budgets for 2010/11. The total economic return on this investment is an approximate £1.8m, which equates to a £4.50 return for every £1.00 invested by the Council.
Recommendations Members are requested to approve the hosting of the annual Titanic Made in Belfast Festival and the Belfast Titanic Maritime Festival in 2010.
Decision Tracking
Officers will monitor funding and evaluate outcomes of the events and bring post-project details as part of the Department’s annual review. These outcomes will be presented to Members as part of the City Events Unit key performance indicators. Timeline: By the end of the 2010/2011 financial year Reporting Officer : G Copeland
Documents Attached
Appendix 1 – Budgetary breakdown of both events Appendix 2 – Marketing leaflets
Page 149
Appendix 1
Titanic Made in Belfast Festival
Titanic 2010 Budget
Description Cost
Titanic - Designed and Built in Belfast Exhibition £30,925.00
City Hall Festival £24,200.00
Marketing £27,431.00
Tours £4,844.00
Other inc’ insurance, hire of artefacts £9,600.00
Contingency £3,000.00
Total Expenditure £100,00.00
Belfast Titanic Maritime Festival
Maritime Festival 2010
Description Cost
Ships £130,500.00
Marquees, Production, PA, Staging, Lighting, £78,636.00 Transport
Entertainment £40,814.00
Marketing £40,354.00
Contingency £9,696.00
Total Expenditure £300,000.00
Page 150
Appendix 2 Belfast Maritime Festival for 2008 and Titanic Made in Belfast Festival 2009 Marketing Material
Page 151 Page 152
Page 153
Page 154
BLANK PAGE Page 155 Agenda Item 8
Belfast City Council
Report to: Development Committee
Subject: Draft Plan for State of the City
Date: 09 December 2009
Reporting Officer: Shirley McCay Acting Director of Development, ext. 3459
Contact Officer: Barbary Cook, Policy and Business Development Manager, ext. 3620
Relevant Background Information
Committee will be aware of the successful State of the City series of conferences organised by the Development Department. After the last conference of the current series, in May 2008, the Policy and Business Development Unit (PBDU) commissioned Lestas Consulting to undertake a review of the initiative. In summary, the review stated that the State of the City programme has been: 'a very successful way of bringing together key individuals and organisations to reflect on the needs and development of the City'. Nearly all (94%) of key stakeholders stated that their impression of the SOC events was either excellent or good. The review also stated that there were some areas for improvement, with the main ones being: - The business sector could be more presented; - The State of the City should be an engagement mechanism with two-way stream communication. - Cost efficiency could be improved; This report describes a proposal to refresh State of the City as a key BCC product and how recommendations for improvement in the review will be addressed.
Page 156
Key Issues 1. Purpose of the SOC
PBDU notes that the purpose of the SOC is to:
- Maintain BCC’s leadership role in development areas, particularly urban regen eration (economic, physical, social and cultural) - Share knowledge and propagate intellectual capital - Influence evidence-based decision making - Improve internal and external relationships by increasing networking between Members, BCC officers and external stakeholders - Influence the agenda about issues affecting the future of the City (and community planning) and complex public policy issues - Serve as a mechanism to initiate action and a catalyst challenge to community planning, leading to joint knowledge/expertise and joint understanding and synergy - Raise profile of BCC as a dynamic, learning organisation
2. Why we need the State of the City initiative
By refreshing the State of the City initiative, BCC would show strong leadership as there are no other organisations with a sole Belfast focus covering so many cross-cutting issues. BCC needs State of the City to continue to grow capacity, knowledge, understanding, skills and consensus for future joint or synergetic/integrated action subsequent to on-going institutional changes e.g. RPA.
Belfast needs a platform for a high level debate on the future development of the City, covering all the challenging aspects of social, economic, cultural and physical development. The City also needs a regular networking mechanism through which those who work on improving the City can share ideas and knowledge. To achieve its purpose however, the SOC initiative would need to have more frequent and effective ways of communicating.
BCC and its Development Department are in the best position to offer that for the following reasons:
- Its work is Belfast focused - Its work covers all key aspects of City development - It has overarching knowledge and expertise - It has access to high level speakers and experts - A dedicated budget
3. State of the City Brand
As State of the City is already a very recognisable initiative and it exists as such in other cities in the UK and USA, it is recommended that the City maintain the name but redesign and refresh the brand. This is a lower cost alternative to developing an entirely new brand.
4. State of the City Products
Different multiple products would be used to reach the stakeholders, achieve the maximum impact and ensure a more value for money approach:
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- 8 Seminars over two years : Over one year BCC would hold four quarterly seasonal seminars that would take place in City Hall as it is the civic centre of Belfast with the best public access. Each event would take place at 5.00 pm and would last for up to an hour and a half. The seminars would have a Member making the opening address and welcome which would bring the initiative into a closer relationship with Members. Speakers would be balanced between local, national and international figures, covering a series of interwoven topics. The seminars would provide opportunities for debate but also foster networking, enabling connections to be made and future projects and initiatives to be developed. - Publications: Four Development Briefs : .After every quarterly seminar PDBU would publish a Development Brief on the topic covered, starting with Spring 2010. This Brief would be made available to members, BCC staff and external stakeholders. One major research paper – PBDU proposes to publish one research paper per year on one of the main topical subjects, e.g. Recovery from Recession in Belfast. This could be done in partnership with one of the think tanks, e.g. The Work Foundation. Magazines – City Matters and Intercom would be used to communicate the information both internally and externally. - Web Page: The Council’s website will be regularly updated to ensure that stakeholders are well informed. A Facebook page would also be set up to serve as an online portal for information on the upcoming events, sharing ideas, documents and feedback on the events. - One-to-ones : Meetings would be organised with some internal officers, Members and external stakeholders to raise the profile of the events, attract co-hosting opportunities and support the development of future projects & initiatives; and - Email: Stakeholders would be notified by email of the upcoming events and the change of direction for SOC. The invites and RSVPs would also be sent by email again a low cost, environmentally friendly option compared to previous conference expenses.
5. Suggested State of the City Theme for 2010
It is proposed to focus the first year of SOC on the how Belfast is recovering from the recession from different development points of view i.e. business, social, cultural, physical and environmental. The seminar series could be entitled “Belfast Bounces Back”.
This theme would attract the business sector whose presence at SOC has effectively decreased over the years. A business champion could be chair for some of the events.
The (1 st ) Spring seminar would be opened by a key note speaker with a wide ranging city development and renaissance/growth expertise, such as Daniel M Rooney, US Ambassador to Ireland or Councillor Steven Purcell from Glasgow City Council.
The (2 nd ) Summer seminar would focus on increased poverty and social exclusion as an impact of the recession. Potential speakers would be Margaret Ledwith, professor of Community Development and Soci al Justice at the University of Cumbria and Mae Shaw, University of Edinburgh.
The (3 rd ) Autumn event could focus on Belfast as a Cultural City and the challenges recession has placed on its cultural assets.
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The (4 th ) Winter event could focus more on the physical aspect of the recession in Belfast , the launch of the Belfast Masterplan.
Using this approach the seminars would cover all three important aspects of the City development, economic, social and physical and still remain very topical.
Other topics are proposed for the SOC events during its second year under the auspices of renaissance of the City after the recession:
- Community development (co-hosting with CFNI) - Community planning (BCC leading the way) - Skills (co-hosting with Belfast Metropolitan College) - Transport and connectivity (co-hosting with DOE/DRD)
The Development Department Managers’ Team and Unit Managers’ Forum would be involved in the selection of topics and speakers – it is proposed that SOC would be a regular agenda item.
6. Actions to progress State of the City:
- Update SOC website - Update and create SOC master database - pass it around Departmental Sections and Units for additional inputs - Hire a design company to refresh the brand and produce low cost banners, stands, templates and stationery material which would be used for every seminar/event – in line with agreement with Corporate Communications’ protocol and guidelines - Hire an event management company to organise seminars – this will reduce the administration burden on officers who could focus their effort on production of the development briefs and the research paper - Book venue and hire speakers - Set up a Facebook page - in agreement with Corporate Communications
7. Evaluation and monitoring Regular evaluation sheets would be used to assess the success of each event and publication. There will be a particular focus on the degree to which the events have led to the development of future projects and initiatives. After the first year of operation, in October 2010, PBDU pr oposes to undertake an evaluation of the initiative in order to gain an insight into the overall success of SOC and whether changes need to be made.
Resource Implications - The Development Department has already allocated an existing budget of £30,000 to cover one year's spend in 2010, to cover the costs of all events and the production of research documents and development briefs. The second year of the project will require a further £30,000. - Compared to the last SOC series where £30,000 delivered one annual conference, the new SOC series will (with the same budget) deliver 4 events, 4 Development Briefs and one research paper. Co-hosting will be encouraged to reduce the costs of delivery and organisational burden.
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Recommendations
Members are asked to approve the proposed process for State of the City OC and the allocation of £30,000 for the second year of the project, subject to the 2010/2011 Revenue Estimates being agreed.
Decision Tracking
Further to approval, the first seasonal State of the City Seminar will take place in March 2010.
Time line: March 2010 Reporting Officer: Barbary Cooke
Key Abbreviations
SOC – State of the City
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BLANK PAGE Page 161 Agenda Item 9
Belfast City Council
Report to: Development Committee
Subject: Proposed Council’s Response to the Utility Regulator’s Consultation
Date: 9 December 2009
Reporting Officer: Shirley McCay Acting Director of Development ext 3459
Contact Officer: Barbary Cook, Policy and Business Development Manager, ext 3620 and Susan Quail, Giants Park Manager.
Relevant Background Information The Utility Regulator has asked the Council to comment on their draft Forward Work Programme for 2010-11. The Regulator protects consumers through regulation and scrutiny of Northern Ireland’s gas, electricity and water providers. The Regulator’s strategic priorities are:
− Protecting consumers by ensuring utility monopolies act efficiently. − Environmental sustainability and security of supply. − Protecting vulnerable consumers. − Boosting competition in wholesale and retail sectors. − Harmonising energy markets and use of infrastructure. − Evolving the regulatory framework. − Their own organisational development.
The Forward Work Programme sets out how these priorities will be addressed in 2010-11 and also gives an indication of activities into 2013.
The Council’s response to the draft FWP has to be submitted by 12.00 noon on 20th January 2010.
Additional information is available from the Utility Regulator’s website: http://www.niaur.gov.uk/news/view/utility_regulator_publishes_its_draft_forward_work_ plan_2010_11_for_consult
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Key Issues The activities outlined in the draft programme fall under the following strategic themes:
− the protection of consumers through effective regulation of monopoly utility companies by applying their regulatory scrutiny to drive efficiencies and promote enhanced level of services (e.g. through Guaranteed Standards of Service). They propose to enhance their regulatory framework through a broadly based review of price control methodologies; − promoting sustainability and security through working with utility companies to take account of environmental impact of the services they provide (e.g. requiring NI Water to report on carbon emissions) and assessing options for optimising the existing energy infrastructure; − protecting vulnerable customers by implementing a Social Action Plan (the Council has already been consulted on this part of the plan) and contributing to wider Governmental initiatives, as appropriate, on fuel poverty; − advancing retail and wholesale competition by removing barriers to potential entrants and reviewing existing arrangements to promote value for consumers (e.g. by reviewing the long-term contracts of electricity generating units); − harmonizing arrangements to deliver benefits for Northern Ireland consumers (e.g. the potential arising from Common Arrangements for Gas on the island of Ireland); − a greater focus on the potential for exercising competition powers and the need to take account of the wider European legislative context; − developing as an organisation by enhancing human resources policies and processes and taking the opportunities to deliver on specific governance areas.
There are specific elements within the draft programme that may impact on the Council and especially its activities in the North Foreshore Landfill Gas Electricity Generation Scheme. It is proposed that the Council sends the following response.
“The North Foreshore is generating renewable electricity for export which is eligible for the Levy Exemption Certificate (LEC), the Northern Ireland Renewable Obligation Certificate (NIROC), and the Renewable Energy Guarantees of Origin (REGO). The Council therefore welcomes the Utility Regulator’s priorities to work with the Department of Enterprise, Trade and Investment (DETI) and the Office of Gas and Electricity Markets (OFGEM) to ensure that the existing schemes NIROC, LEC and REGO continue to operate smoothly alongside the Single Electricity Market (SEM) mechanisms ensuring the efficient administration of the schemes.
The North Foreshore Landfill Gas Electricity Generation Scheme also generates renewable heat. The Council would therefore support the proposal for the Utility Regulator to work with DETI to help develop policies and potential incentives in relation to renewable heat in NI.
The Council notes that the Utility Regulator is proposing to review the regulatory framework with a view to facilitating private network development and connections wherever appropriate. Again the Council supports this, as it may be of some relevance to the North Foreshore site. In particular, there may be an opportunity to sell electricity and heat directly to businesses in the North Foreshore site.
The Council also notes and approves the commitment to deliver the Social Action Plan. We refer you to our previous consultation response to the specific elements of the Social Action Plan. (Appendix 1.)
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Resource Implications Financial No immediate financial implications identified. Longer-term there may be implications for selling electricity from the North Foreshore site.
Recommendations
The Committee is asked to agree the consultation response proposed in this report.
Decision Tracking
1. Further to approval, the consultation response will be submitted by 12.00 noon on 20th January 2010. No further updates will be submitted to the committee.
Time line: 20 January 2010 Reporting Officer: Barbary Cooke
Key to Abbreviations DETI - Department of Enterprise, Trade and Investment LEC - Levy Exemption Certificate NIROC - the Northern Ireland Renewable Obligation Certificate OFGEM - Office of Gas and Electricity Markets REGO - Renewable Energy Guarantees of Origin SEM - Single Electricity Market
Documents Attached Appendix 1: Strategic Policy & Resources Committee “Northern Ireland Authority for Utility Regulation – Consultation on its Social Action Plan 2009-2014” Friday 20 February 2009
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Belfast City Council
Report to: Strategic Policy & Resources Committee Subject: Northern Ireland Authority for Utility Regulation – Consultation on its Social Action Plan 2009-2014 Date: Friday 20 th February 2009 Reporting Officer: Gerry Millar, Director of Improvement, ext 6217 Contact Officer: Patricia Flynn, Strategic Planning and Policy Officer, ext 6204
Relevant Background Information Purpose To bring to the attention of Members, a consultation by the Northern Ireland Authority for Utility Regulation (the Utility Regulator) on its proposed Social Action Plan 2009 - 2014 and to present for approval a draft response to this consultation. Background The Utility Regulator is responsible for the regulation of gas, electricity and, more recently, water. It has a statutory duty to protect utility customers and must have due regard for vulnerable customers. It had previously produced a Social Action Plan in 2003 to help it to fulfil this obligation, but when it became responsible for water in 2007 the Utility Regulator felt that this unique cross-cutting remit provided a new opportunity to bring forward a co-ordinated strategy for the protection of vulnerable utility customers. The Utility Regulator now wishes to consult on its new draft Social Action Plan. The consultation document sets out its proposed future work and explains how it has interpreted its duty to protect utility customers and how it defined ‘vulnerable customers’. However, as the Assembly has not yet made a decision on the introduction of water charges, the document focuses in the first instance on gas and electricity.
Summary of the Consultation
Defining the Problem The legislation states that the Utility Regulator must have due regard for vulnerable customers, in particular those who are disabled or chronically sick, of pensionable age, on low income, or who live in rural areas. However, the Utility Regulator is not limited to these groups and proposes to define a vulnerable utility customer as a household with one or more of the following characteristics:
• Poor Health – household includes a chronically sick individual. • Disability – household includes an individual with a disability. • Ethnic Background – household does not include an adult with a sufficient grasp of English. • Financial Insecurity – household on a low income. In addition, the utility Regulator identified two intensifiers i.e. factors which do not in themselves make utility customers vulnerable but when combined with the above characteristics, multiply vulnerability. These are: • Age (elderly or under 16) and Rurality
Protecting Vulnerable Customers – Special Services Standard gas and electricity licences contain special provisions for pensioners, chronically sick or disabled customers; the utility regulator is responsible for monitoring and ensuring compliance. NI Water and NIE offer special priority reconnection and alternative supply services in the event of disruptions for people with specific medical needs, but there is currently no emergency critical care policies offered by the gas suppliers. The
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Utility Regulator has requested feedback on what extent and for what type of condition emergency gas provision may be necessary. In terms of special needs, the Utility Regulator has also highlighted the need for information to be provided in other languages (NIE is the only utility supplier that currently provides this service) and plans to investigate an appropriate way forward in this regard.
Protecting Vulnerable Customers – Financial Vulnerability Fuel and Water Poverty Northern Ireland does not compare favourably with the rest of the UK in terms of fuel poverty rates (and water poverty rates if / when water charging takes effect). The most recent estimates of fuel poverty in Northern Ireland are from 2006, when the rate was reported as 34% compared to 12%, 23% and 21% in England, Scotland and Wales respectively. There is a commonly held view that the rate is now likely to be in excess of 40%, given the increase in energy prices experienced since 2006. Research carried out by the Independent Water Review Panel indicated that potential water poverty rates in Northern Ireland (upon the introduction of these charges) would be in the region of 14-15%, or with the implementation of the proposed affordability tariff, around 10%. This compares to a water poverty rate of 7.9% in England and Wales (in 2004/05).
In the consultation document the Utility Regulator suggests that fuel poverty has three root causes: (i) low income (ii) poor energy efficiency (iii) high energy prices. As the Utility Regulator has no power to affect the people’s incomes, it states that this issue will not feature in its future action plan. However, it has committed to testing the feasibility of introducing social tariffs (as recommended by the NI Fuel Poverty Taskforce) and will issue a consultation on this in early 2009.
Payment Methods, Debt and Debt Recovery The Utility Regulator states that in order to help avoid debt, it is important that customers are offered a wide variety of payment methods. According to the document the main utility providers (NIE, Phoenix & Firmus) offer a range of payment options including: direct debit; cash payments at post offices, banks or paypoint outlets, and / or pre-payment meters. In terms of recovering debt, each utility company operates different policies. The Utility Regulator therefore plans to investigate the potential for encouraging all of the energy companies to operate to an agreed best practice standard. Customers who get into debt are encouraged to contact their supplier to discuss options including the option of a pre-payment meter. As the help lines offered by the energy companies are perceived to be premium rate numbers, it is also suggested that local or free phone numbers might improve uptake of advice and assistance.
Pre-Payment Meters In terms of avoiding debt, energy suppliers feel that the pre-payment (or pay as you use) option is ideal as there is currently no premium for pre-payment and it can help customers with budgeting and also encourage energy efficiency. However, according to research by the Utility Regulator and the Consumer Council, many utility customers thought that pre-payment meters were charged at a higher rate and/or were only available to customers who had got into debt. Northern Ireland pre-payment customers, unlike other parts of GB, do not currently pay a more expensive tariff. This decision was taken voluntarily by the utility providers, but in the event of further competition, new entrants would be free to offer payment structures of their choice. In GB pre-payment customers were the last group to benefit from competition because the meters tended to be installed to recover debt and/or were expensive to service. However, it is suggested that that this may not be an issue here due to the investment in newer technology and the level of take-up of key-pad meters. Nevertheless, the greatest discounts are available to those who pay by direct debit, a practice which is considered unfair as it penalises those who might not have a bank account and those living in rented accommodation as landlords tend to install pre-payment meters. Many consumers felt that the maximum discount should be available to everyone who settles in full and on time regardless of payment method. The Utility Regulator has discussed with the energy companies the benefits of “smart” metering, which has the potential to help all customers by giving better information on usage and related costs, and will undertake a cost benefit analysis to determine a smart metering implementation policy.
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Self-Disconnection Self-disconnection happens when a pre-payment meter customer runs out of money (and emergency credit) and is cut-off from their electricity or gas supply. This will never become an issue in relation to water as self- disconnection will not be possible. Utility suppliers have a licence obligation not to disconnect vulnerable customers during the winter months, but this policy only applies to credit customers. As suppliers cannot identify in real-time when a household has self-disconnected, in theory, vulnerable customers using a pre- payment option could be disconnected. Research by the Consumer Council in 2006 indicated that most households that self-disconnect do so for reasons other than financial hardship such as temporary absence or forgetting to top-up. However, the research also identified a small but significant number of customers who are vulnerable to self-disconnection because of their financial circumstances. It is likely that the number affected by this problem has and will grow, given the credit crunch and increase in energy prices since the research was conducted.
The Social Action Plan and Forward Work Plan The Social Action Plan (SAP) has two main strands - the first focuses on the provision of special services for utility customers who may need additional assistance e.g pensioners, chronically sick or disabled customers; whilst the second focuses on financial vulnerability. The SAP will be reviewed in 2012-13. This will include a review of each utility supplier’s compliance with licence conditions and codes of practice and the voluntary initiatives undertaken to help vulnerable customers. The SAP includes a forward work plan, summarised at appendix 1, under the following themes:
• Reducing Financial Vulnerability • Providing Special Services • Improving Energy Efficiency and Water Efficiency • Working with others • Raising Awareness One of the proposed key areas of work is in relation to market redesign and ‘growing the gas network’. The gas industry in NI has grown steadily from a zero base ten years ago, but around 70% of NI homes still use heating oil as the primary source of fuel. The Utility Regulator believes there would be significant benefits to households switching to gas (unlike the oil industry the gas industry is regulated; it has lower carbon emissions and less fuel delivery vehicles; and new connections generate greater economies of scale). The Utility Regulator is therefore working with DETI on options to accelerate gas roll-out. The Utility Regulator met with a range of stakeholders when developing its SAP. Some suggestions did not make it into the work plan because they were outside the scope of the Utility Regulator’s statutory remit. These included suggestions relating to regulating the home heating oil industry; promoting micro-generation heat; bulk buying/ brokering and establishing a utilities trust fund. Other issues raised by stakeholders at these meetings are being considered, either by the Utility Regulator or the NI Energy Task Force such as tackling fuel poverty in a holistic and co-ordinated manner, and identifying better mechanism for effectively identifying those most in need/ at risk, which is being examined by a subgroup of the Fuel Poverty Taskforce.
Equality The Utility Regulator has carried out initial equality screening and has determined that, as the plan is targeted at specific groups to improve equality of opportunity, only positive impacts were found and therefore it would not be subject to an Equality Impact Assessment. However, respondents are asked to comment on this and this decision may be reassessed depending on the feedback received.
The full consultation document can be accessed at http://ofreg.nics.gov.uk/05%20January%202009.htm The deadline for response is 21 st March 2009.
Resource Implications N/a
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Recommendations The Strategic Policy & Resources Committee is asked to note the content of the report and to approve the attached response to the consultation document and to approve its submission to the Utility Regulator.
Abbreviations SAP – Social Action Plan; EEL – Energy Efficiency Levy
Documents Attached APPENDIX 1: Summary of action – Social Action Plan and Forward Work Plan APPENDIX 2: Draft Belfast City Council Response
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APPENDIX 1
THE UTILITY REGULATORY - SOCIAL ACTION PLAN AND FORWARD WORK PLAN
SUMMARY OF ACTIONS
1. Reducing Financial Vulnerability
Market redesign • Continue to monitor the Single Electricity Market (SEM) • Growing the gas network – work on Common Arrangements for Gas (CAG)
Corporate refinancing • Review the benefits and current operation of the mutualisation model and implement roll-out of the mutualisation model to other utility assets in N. Ireland if appropriate
Encouraging • Continue to encourage competition in the retail electricity and gas markets competition • Consider options to accelerate the growth of the gas industry in NI
Price controls • Continue to ensure only efficient utility prices are charged to consumers through applying effective price controls.
Metering (energy • Review gas pre-payment meter limits and issue for public consultation in 2009 suppliers only) • Complete cost- benefit work on smart meters and implement if appropriate
Social tariffs • Develop a social tariffs scoping document for electricity Scoping document issue for consultation and present framework to be brought to Government in early 2009 • Subject to Government decision, implement policy, as appropriate
Helping customers in • Work with suppliers to consider introducing harmonized policies on debt debt management • Implement changes, if appropriate, and monitor compliance with policy 2. Providing Special Services
• Monitor and ensure compliance with special provisions in the licences and codes of practice (gas and electricity) • Ensure NI Water develops and complies with suitable codes of practice as and when appropriate • Consider requirement for provision of information in alternative languages 3. Improving Energy Efficiency and Water Efficiency
• Issue a decision paper on the future of the Energy Efficiency Levy EEL in early 2009. • Monitor compliance of NI Water’s duty to promote water efficiency. • Review and monitor progress against NI Water’s leakage targets (could include financial penalties). 4. Working with others
• Continue to participate in the Inter-Departmental Group on Fuel Poverty and the NI Fuel Poverty Advisory Group. • Continue to work closely with DETI on energy matters including its Strategic Energy Framework (SEF). • Consider the implications of the NI Fuel Poverty Advisory Taskforce report (delivered its report to the Minister in July 2008 and awaiting consideration by the Executive). 5. Raising Awareness
• Establish a panel of experts from academia, industry and government to provide advice on fuel and water poverty • Undertaking further research to help inform our social action agenda.
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APPENDIX 2
DRAFT BELFAST CITY COUNCIL RESPONSE
THE NORTHERN IRELAND AUTHORITY FOR UTILITY REGULATION - CONSULTATION : “SOCAIL ACTION PLAN 2009 - 2014” BELFAST CITY COUNCIL RESPONSE Belfast City Council welcomes the opportunity to comment on the consultation issued by Northern Ireland Authority for Utility Regulation regarding its proposed Social Action Plan and forward work plan.
The Council is committed to working in partnership to improve the quality of life and well-being of all people living in Belfast. Our key strategic themes include “Better care for people and communities” and “Better care for the environment”. The focus in the consultation document on fuel poverty and fuel and energy efficiency clearly reflect the priorities of the Council and we commend your efforts in this area.
CONSULTATION QUESTIONS :
Q1. Respondents are asked to comment on the impact of this paper with regard to equality of opportunity and Good Relations Whilst Belfast City Council accepts that the Social Action Plan will have positive impacts for vulnerable customers, it is important that the proposed definition does not exclude or disadvantage particular S.75 groups. Although poverty is a universal issue; research shows that certain groups may be at more risk, such as older people and single parent families. The Utility Regulator should therefore be mindful of the potential effect and impact, particularly with regards financial vulnerability, that the proposed SAP may have on specific groups.
Q.2 Respondents are asked their views as to whether we have considered all the characteristics that may contribute to or intensify vulnerability A major feature of the current economic decline is the level of both public and private debt. Whilst the Utility Regulator is obligated to have due regard to specific categories of vulnerable customers it is not clear that this encompasses people experiencing severe difficulties through substantial or prolonged personal debt. The consultation confirms that the Regulator is not limited in relation to the groups of vulnerable customers so it may still be appropriate for this category to be profiled for inclusion.
Although dwelling age would not normally make utility customers vulnerable it could be identified as an “intensifier”. Pre 1919 dwellings are almost exclusively of solid wall construction. They tend to have higher thermal conductivity than modern cavity wall or timber frame dwellings and are more difficult and costly to insulate.
Q3. Respondents are asked to what extent they believe critical care provision could be improved. In particular respondents are asked to what extent similar emergency provisions in the event of a disruption to supply are required for gas (please detail specific improvements and in particular details of medical conditions or life saving medical equipment that require a constant supply of gas). Special licence provisions prohibit the disconnection of supply to elderly, disabled or chronically ill customers in the winter months. These categories seem somewhat limiting considering the potential ill health effects on children and infants in particular. Any disconnection of supply could have serious health implications. Belfast City Council suggests that consideration should be given to ensuring that the licence provisions reflect and be consistent with Northern Ireland Water Special Provisions regarding a policy of no domestic disconnections.
The lack of clarity or information regarding critical care services reliant on gas supplies highlights a serious knowledge gap. The Utility Regulator should investigate options for researching this issue and should not be reliant on responses to this consultation.
Q4. Respondents are asked to comment on whether they believe all customers have sufficient access to different payment methods offered by the utility suppliers. Respondents should list the barriers they perceive as preventing some vulnerable customers from accessing all payment methods The results of the NIE “For your Benefit” programme pilot clearly demonstrates the extent to which vulnerable people are failing to maximise their income. Therefore, in seeking to protect financially
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vulnerable customers the Regulator should encourage suppliers to work with others to maximise the uptake of benefits. For example, access to benefits (A2B), www.a2b.org.uk , is a not-for-profit organisation working to improve benefit uptake for older people. It uses a free and anonymous on-line benefit calculator to check an individual’s entitlement.
The Northern Ireland Energy Efficiency Level (EEL) should be extended to allow organisations, other than licensed electricity suppliers, to compete for levy funding. (Belfast City Council has already included this point in its response to the EEL’s Strategic and Operational Review 2008).
The introduction of social tariffs should be a government priority in addressing fuel poverty. The DSD Proposed Consultation document should therefore be available as early as possible to give the minister the opportunity to take this forward and, if possible, to implement the policy before next winter. Belfast City Council would however caution against the “rising block” element due to the acknowledged potential adverse affects on vulnerable individuals.
Many older people do not have bank accounts and are more comfortable saving up and paying cash for goods and commodities. Belfast City Council is currently piloting a Fuel Stamps savings scheme for domestic fuel oil targeted primarily at older people. Essentially oil users can purchase £5 stamps from specified outlets and then build up credit which can be used as payment or part payment for oil. These schemes have proved very popular in other district council areas and, whilst not necessarily directly transferable to the purchase of gas, electricity or water, this approach could be developed to fit with these utilities. Older people should be provided with an option that clearly resonates with their more traditional approach to paying bills.
Q5. Respondents are asked to consider what measures, if any, need to be taken to ensure that pre- payment customers benefit equally from the introduction of retail competition in Northern Ireland Within the current economic climate it is probable that more people will wish to utilise the prepayment option. Although it may have initially been seen primarily for debt recovery it would be inappropriate to view it exclusively in that light today. Whilst new entrants to the gas and electricity sectors are free to introduce their own payment structures the Regulator still has a role to protect the interests of the consumer and to have regard to specific categories of customer including the elderly and people on low incomes. It is not clear within the document, whether the Regulator could, if required, compel utility companies to ensure prepayment customers are not charged a premium. Assurances would also be sought that customers, particularly prepayment customers, would be able to move freely to different payment methods.
Q6. Respondents are asked to comment on the merits of a harmonized approach in relation to helping vulnerable customers to avoid debt & to manage their way out of debt Belfast City Council would agree that the Utility Regulator should actively investigate the potential for encouraging utility companies to harmonise their approach to debt recovery. Other areas in terms of harmonisation that merit further consideration include:
• Prepaid envelopes / Freepost - NIE provide freepost envelopes for their customers to pay their bills. Phoenix Gas does not.
• Help Lines using 0845 numbers - 0845 numbers are perceived as being the same as local rate numbers. However, whilst they are not premium rate numbers they are considerably more expensive than local rate numbers. They are very expensive to phone from mobile phones (are not included in free minutes) and are also very expensive to phone from call boxes.
Q7. The Utility Regulator acknowledges the concerns of stakeholders around self-disconnections. Respondents are asked to comment on what should be done to prevent vulnerable customers self- disconnecting for reasons of financial hardship Self disconnection due to financial circumstances could have very serious consequences, particularly for vulnerable individuals. The special provisions required for licences for gas suppliers include retention of a list of vulnerable individuals. However, Belfast City Council suggests that this list should be extended to include vulnerable customers generally so that those on low income or who are in serious debt are not omitted. This is particularly important when prices are rising dramatically or over a prolonged period, as consumers may have budgeted for a certain amount of usage from a certain level of prepayment, and then
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may find they do not have extra cash to pay for increased fuel costs which may led to self disconnection.
Further detailed consideration and research into potential viable options for enabling utility companies to become aware of the self disconnection, or possibility for self disconnection, for vulnerable customers with special needs is required.
It is also essential that consumers are not vulnerable to self disconnection when they have problems trying to get complaints resolved with the utility company.
Q8. Respondents are asked to comment on what measures should be undertaken to raise awareness, and which organisation(s) should take the lead on these measures. The joint research undertaken by the Consumer Council and the Utility Regulator provides a useful insight into the issues facing utility customers and of their general perceptions and awareness of the steps and services available to help with both fuel efficiency and fuel poverty. The Utility Regulator recognises that there is scope to improve awareness and the uptake of services; and this is to be commended. However, as highlighted in the Consumer Council report, it is important that whatever channels are used, that the information reaches those who are potentially vulnerable and arguably more in need of these services, such as people who live in rented accommodation or in low income households and who, according to the research are less likely to be aware of what is available.
It appears that the central issue with respect to gas and electricity relates to fuel poverty. The Department for Social Development (DSD) is responsible for facilitating efforts to address fuel poverty and in particular to raise awareness and promote the availability of services and schemes to help vulnerable people. Whilst suppliers should also have a role, it is more difficult to see how they can be encouraged to target vulnerable people without a statutory obligation or financial stimulus. Although local councils do not have a specific statutory duty or obligation to address fuel poverty; many are already seeking to assist people through, for example, the Fuel Stamps schemes. Local councils are well placed to assume a lead role with regard to promotion and awareness raising, particularly given their established engagement mechanisms with local communities and the developing responsibilities with regard to community planning and the proposed additional power of well being.
It is stated that “improving energy efficiency has been the primary focus of the fuel poverty strategy” and that “the Utility Regulator encourages the utility providers to educate and inform their customers about energy efficiency”. In order to do this effectively, customers must receive regular information regarding their usage and cost. Quarterly meter readings and quarterly bills for all customers (whether prepayment, direct debit, etc) would help customers be better informed and encourage them to be more energy efficient. It would also show them much sooner if they are overpaying or are falling into arrears and just how much their gas/ electricity is costing.
The Council’s Consumer Advice Centre provides free specialist advice to consumers and traders in Belfast on a range of consumer issues. Increasingly, the Consumer Advice Centre has received a number of enquiries regarding utility companies, particularly in relation to payment methods. One major issue that causes particular problems for Phoenix Gas consumers, who try to be financially aware and manage their budgets by paying by direct debit so their bills are spread over the year, is that Phoenix Gas does not read the meter for another 12 months or in some cases even longer. This means that they do not monitor if the Direct Debit payment is too much or too little; which can subsequently have a significant impact on consumers and particularly vulnerable customers. For example:
(i) Pensioners - one of whom was disabled found they had arrears of £547. Their direct debit payments had been £38 - £41 per month, but Phoenix Gas wanted to increase this to £103 per month. Their actual usage was about £56 per month.
(ii) Single parent new baby - had been paying by direct debit but because the meter had not been read for 17 months, she built up arrears of £447. She had been paying £31 per month which was subsequently increased to £39 per month. However, her actual usage was £54. Phoenix Gas now wants her to pay £80 per month to clear her arrears.
(iii) Pensioner – Phoenix Gas kept changing the amount of direct debit she paid monthly including reducing the monthly amount. She now has arrears of £1000.
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(iv) Pensioner – paid by direct debit, Phoenix Gas did not read the meter but kept increasing the direct debit amount from £40 up to £90 and then to £124. Eventually after reading his meter his direct debit was reduced to £20 per month.
(v) Consumer has a gas fire but doesn’t use much gas. The direct debit payments increased from £5.99 per month to £11 and are now £13 per month. He has paid over £90 in payments but has only used about £30 worth of gas. However, Phoenix Gas won’t reduce the amount of payments.
Phoenix Gas may offer quarterly meter reading as a special arrangement. In contrast, NIE tries to read meters on a quarterly basis and send out quarterly bills to all customers. This practice helps ensure that consumers are more aware of their energy usage and the likely costs and are thereby more able to budget accordingly. The Regulator must ensure that utility companies who offer direct debit payment methods have proper and timely systems in place to accurately measure and estimate usage and cost.
Utility companies must also ensure that they take payments as arranged. The Consumer Advice Centre has found that some utility customers have ended up in arrears or else incurred bank charges because the company had not taken the direct payment as planned or on the agreed date. The Consumer Advice Centre has also found that problems can arise when a consumer is moving house and has overpaid, either on a meter or by direct debit, and subsequently encounters difficulties when trying to get a refund.
Q.9 Respondents are asked to comment on whether there are any other key issues that should be considered During the current recession, in particular, there is an imperative on government and regulators to consider options for reducing financial vulnerability. Assisting those on low income to maximise their benefit entitlement is important, however, improved energy efficiency will have the dual impact of addressing fuel poverty whilst reducing carbon emissions. Broadening access to the EEL should provide more opportunities for the introduction of energy efficiency measures.
Pre-payment Meter Considerations Whilst the utility companies suggest that pre-payment meters help customers budget because as they can see how much they are spending, in practice it is often harder for consumers to see what they are actually getting for their money as the billing system is not open and transparent nor easily understood. Based on the experience of many visitors to the Consumer Advice Centre, there is a lot of confusion over what consumers actually got for the amount of money they have spent. It is also appears very easy for the company to alter what customers are getting for the money they actually pay. In one case where the price had gone down the customer thought they were still being charged at the old rate. In other cases, consumers found they were getting fewer units one week for their money than they had the week before although the price was not supposed to have changed. In such circumstances it is only the very observant consumer who might notice when something is actually wrong.
In addition, whilst prepayment may help with budgeting; this is not the same as being energy aware / energy efficient. In addition, prepayment meters do not help customers budget when it gets very cold and they need extra heat but they do not have the money to pay for their higher usage.
The Home Heating Oil Market and LPG Market There are still many customers in Northern Ireland using these types of energy but there is no regulation of these industries. Whilst it is recognised that is not part of the Regulator’s statutory remit, consideration of how this might be encouraged voluntarily or achieved in practice should still nevertheless be considered.
Q10. Respondents are asked to comment on this future work plan The work plan addresses the principal areas for action; however, the current financial crisis has created an urgency that may not have initially informed the development of the plan. The aspiration to reduce financial vulnerability will be seriously compromised by collapsing markets, increasing unemployment and unplanned personal debt. This should place an imperative on the Regulator and partner organisations to accelerate delivery of this element of the plan in particular by, if necessary, reprioritising other elements.
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Page 175 Agenda Item 10
Belfast City Council
Report to: Development Committee
Subject: Sprucefield Public Inquiry
Date: 9 December 2009
Reporting Officer: Shirley McCay Acting Director of Development ext 3459
Contact Officer: Keith Sutherland, Planning & Transport Policy Manager ext 3578
Relevant Background Information
In August 2008, Sprucefield Centre Ltd submitted a revised application for a significant retail development (including John Lewis Partnership) at Sprucefield. The proposed scheme will comprise: a John Lewis Department Store of 22,300 m² (covering four floors); 19 individual retail units with a total area of 22,500 m² (no more than four of the units to be less than 250 m² and the majority more than 500 m ²); and 7 food units totalling 1,580 m².
The Council submitted an objection to the Planning Appeals Commission (PAC) reiterating the previously articulated position that the application would be considered contrary to both the current (RDS) and the proposed planning policies (BMAP) by virtue of the adverse implications for the existing retail centres and the future regeneration of Belfast and other adjoining centres.
The Department of Environment requested the Planning Appeals Commission to conduct an Article 31 Public Inquiry for the purpose of considering the implication arising from the Sprucefield Centre Ltd application. The inquiry date was set for Monday, 30 November 2009 at Park House, Great Victoria Street. In advance of the Public Inquiry, the Council submitted a statement of case to the PAC on Friday 18 September 2009. Following the exchange of the statements of case in the following week, the Council prepared a rebuttal commenting on the other parties’ cases which was scheduled to be submitted to the PAC by Friday, 23 October 2009.
The approach to preparation and participation in the public inquiry utilised internal resources supported by Dr Tony Quinn, the retail planning expert previously commissioned by the Council to provide specialist evidence.
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Key Issues
On the 26th October, the Planning Appeals Commission notified objectors that the applicant Sprucefield Centre Ltd had not complied with Regulation 15 (2A) of the Planning (Environmental Impact Assessment) Regulations (NI) 1993. The applicant did not submit the required information on the Environmental Impact Assessment within the 3 month period and it appeared that there was no written agreement between the applicant and the Department to extend the time period to submit the further information beyond the 3 months specified in Regulation 15(2A). The PAC assumed that this would result in the application being deemed refused in March 2009 therefore the Commission would have no statutory authority to consider it at a public Inquiry.
The Department of the Environment stated that they were seeking legal advice on the status of the application but, due to the uncertainty, the Planning Appeals Commission decided to notify objectors of the postponement of the Inquiry and the arrangements for the submission of the rebuttals. The Commission also stated that if the Courts determined that the application remains live, the Inquiry process would be re-activated by the Commission at a later date.
It should be noted that Sprucefield Centre Ltd resubmitted the same application (reference W/C 2/11/09) on 27 October. The Department has declared the application Article 31 and formally written to all objectors and consultees in relation to the resubmitted application. The Council was required to resubmit the letter of objection prior to the deadline 1 December 2009 and did so. The Council’s previous letter of objection, statement of case and rebuttal statement remain relevant as the details of the application remain unchanged.
Resource Implications The provision of specialist retail planning assistance for the Sprucefield Public Enquiry has been estimated to cost £8,000. A payment of £6,349 has been made for external retail planning expertise in relation to the preparation and submission of the statement of case and the preparation of the rebuttal statement.
Recommendations
Members are requested to:
1. note the postponement of the Sprucefield Public Enquiry and the Council’s resubmission of the objection to the Sprucefield Centre Ltd application - Reference W/C 2/11/09
Key Abbreviations
PAC – Planning Appeals Commission RDS – Regional Development Strategy
Page 177 Agenda Item 12
Belfast City Council
Report to: Development Committee
Subject: Advice Services - Debt Relief Volunteer training proposal
Date: 9 December 2009
Reporting Officer: Tim Husbands Acting Director of Development ext. 1400
Contact Officer: Catherine Taggart, Community Development Manager ext 3525
Relevant Background Information
The current ongoing economic downturn and resultant uncertainty facing many households has resulted in an increase in the numbers of people accessing the services of advice agencies particularly, but not exclusively, in relation to debt and money advice services. The advice sector is experiencing difficulties in responding to this increased demand.
The Belfast advice consortia have indicated that their capacity to address this matter is severely restricted because of the limited numbers of trained volunteers available to deal with these enquires. This issue was discussed at the BCC Economic Downturn Steering Group and the Group considered the potential to source additional training of debt relief volunteers as a way to support the people of Belfast in the present economic situation.
The Council has since received a request from Citizens Advice Belfast (CAB) for financial support for its proposal to increase the capacity of the Belfast advice consortia by providing a debt training programme for an additional 30 volunteers across the City. The proposal entitled ‘Recession & Advice: Building Capacity to meet Increased Demands’, covers the costs associated with two training courses targeting approximately 15 volunteers per course.
CAB indicate the training will increase the capacity of advice organisations to assist in clearing the present back log of volunteer applicants. The training will also increase the capacity of CAB and their partners in the advice consortia across the City to cope with the expected demand in 2010.
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The listed targeted outcomes of this investment are:
- Enhanced skills, proactive citizenship and future employability for course participants - A minimum of 6,600 additional client contacts enabling support for an additional 12,000 enquires in the twelve months following completion of the training - Generation of additional income of £8,000 - £10,000 per client via the additional benefits secured. This will result in additional benefits of £250,000 to the local economy - Leverage of £13.63 for each pound invested - Further client support via referral to money advice specialists - Reinforcement of the partnership working model within the Belfast advice consortia
It is proposed the training should be delivered across two programmes in the period up to April 2010. CAB indicates they have already made contact with partners in other consortia to gauge demand.
Key Issues
Officer assessment would suggest that this training resource will enhance the advice organisations/consortia to meet and sustain their capacity in meeting the increased demand for advice on debt relief.
From discussion with DSD, officers are aware that CAB NI has submitted a regional volunteer training proposal to the Voluntary & Community Unit. At time of writing no decision had been taken. In discussion with CAB NI, they indicate this regional proposal is restricted to CAB providers and, in their assessment, there is sufficient demand within the City to support both programmes. Officers have requested further information from DSD personnel.
In advance of securing funds, CAB would be challenged to detail mechanisms to ensure equal access and benefits across all five advice consortia.
Resource Implications Resources are available within the existing Community Chest Grant Programme budget.
Recommendations
Members are asked to approve financial support for CAB up to a maximum of £20,000 to coordinate and enable the training of an additional 30 advice services volunteers from across the 5 Belfast advice Consortia.
Decision Tracking
Further to agreement Committee will be updated on the progress of the training initiative.
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Timeline: March 2010 Reporting Officer : Catherine Taggart
Key Abbreviations CAB – Citizens Advice Belfast DSD – Department of Social Development CAB NI – Citizens Advice Bureau, Northern Ireland.
Documents Attached
Appendix 1: CAB programme proposal
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Recession and Advice: Building Capacity to Meet Increased Demands
Citizens Advice Belfast wishes to put forward a proposal to increase the capacity of the organization and the wider advice sector in the city to increase capacity in order to meet the rising demand for services in the city arising out of the recession. We would welcome any support that the City Council may be able to provide by way of the Economic Downturn sub committee to address these issues.
Our ability to meet the demand from the public is hampered by the lack of spaces available on Citizens Advice NI Accredited Training Programme. Often we have only one place available per bureau on the programme. The delays in getting people trained are leading to potential advisers dropping out, reducing our capacity to deal with the public, and in the medium term having negative consequences for the wider community by restricting access to training, work experience, active citizenship and limiting future access to employment and education. We are also aware that many of our partners in delivering advice provision across the city would welcome an opportunity to increase their own capacity through the training of their own volunteers.
Aim Addressing training and capacity issues arising in Citizens Advice Belfast and the wider advice sector in Belfast through training an additional 30 volunteers to meet demand.
We would request that Belfast city council consider funding two ATP training courses for approximately 15 volunteers per course. Whilst this would cost in the region of £22,000 we believe that it would give us the ability to significantly clear the backlog of volunteer applicants, and greatly increase the capacity of our service and that of our partners in advice consortia across the city to deliver advice services in 2010 and beyond
Outcomes
This would have positive multiplier effects on local communities in terms of enhanced skills, pro-active citizenship and future employability for the participants on these courses. We would also estimate that these volunteers will collectively deal with a minimum of 6600 additional client contacts and circa 12,000 enquiries in the 12 month period following completion of training.
We believe that each volunteer trained will on a conservative estimate generate a further £8-10,000 pounds per annum in additional income generated for clients through additional benefits gained and lump sum payments for clients. This would bring approximately £250,000 to £300,000 of additional benefit to the local economy, or 13.63 for each pound invested.
Clients in debt will also receive additional support through initial advice and the ability to make appropriate referrals to money advice specialists funded by DETI and other funders across the city. The advice sector in the city will benefit from increased co-operation and partnership working, which will have longer term advantages as we look to respond to the DSD advice strategy. Page 182
COSTINGS - BELFAST ATP 2009/10
Cost per ATP per course Days day Total 13 days room hire x 2 courses 26 175 4,550.00 14 days direct delivery x 2 courses 28 130.00 3,640.00 Update of materials 2 130.00 260.00 Prep for course (1.5 hours per delivery day) 5.6 130.00 728.00 Admin prep (2 hours/delivery day) 8 117.00 936.00 OCN course admin 1 166.79 166.79 Assessment ( 6 hours/30 x portfolio) 24 130.00 3,120.00 Moderation (2 days per course x 2 courses)4 4 186.79 747.14 Moderation (2 days per course x 2 courses)4 4 £130.00 520.00 Materials (2000 sheets/course) 2 160.00 320.00 OCN Student registrations 2 courses x 15 students 30 40.00 1,200.00 Hire of Computer suite 2 250.00 500.00
Financial Management: CANI 0.75 £127.00 £95.25 TOTAL COST PER Year 16,783.18 VAT @ 15% 2,517.45 Sub TOTAL 19300.63 CABelfast co-ordination 500.00 Volunteer Travel and Subsistence 26 £90 2,340 TOTAL £22,140.63
Timescale If possible we would like to complete this within the following timetable
Course 1: Dec09 /Jan- March 2010 Course 2: March-April 2010
We have already being in contact with the members of the North Belfast Advice Partnership, Ballynafeigh, EBIAC , CWA and the West Belfast Advice Forum and have had several positive responses where they would wish to avail of such an opportunity i.e. The Vine, LNBCC etc as well as the demand for take up within Citizens advice Belfast’s own offices.
We trust the council will find merit in our proposal. Thank you for your consideration.
Mick McAtavey Citizens Advice Belfast Page 183 Agenda Item 13
Belfast City Council
Report to: Development Committee
Subject: DSD Advice Funding
Date: 9th December 2009
Reporting Officer: Tim Husbands, Interim Director of Development ext. 3470
Contact Officer: Catherine Taggart, Community Development Manager, ext 3525
Relevant Background Information
The current ongoing economic downturn and resultant uncertainty facing many households has resulted in an increase in the numbers of people accessing the services of advice agencies particularly, but not exclusively, in relation to debt and money advice services. The advice sector is experiencing difficulties in responding to this increased demand.
Following considerable lobbying from both the advice providers and Local Government the Department for Social Development has just announced an additional £500,000 for local advice services across Northern Ireland, of which £167,096.00 is offered to Belfast City Council. The Council has not been asked to provide any match funding support. If the Council accepts the offer of additional resources, this will bring the total financial support for Advice Services in Belfast to £992,727.00.
DSD Council Combined Advice Contribution Total Grant Original Advice Grant/Contributions £469,902 £355,729 £825,631 Additional Advice Grant November 2009* £167,096 £0 £167,096 Total £636,998 £355,729 £992,727
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The additional funding may be spent to enhance the existing voluntary advice provision in Belfast in order to meet the increased demand on the service at this time of recession.
The additional DSD grant is conditional on the utilisation of the full funds by recipient organisations within the current financial year, ending 31 March 2010.
Key Issues Given the limited time-frame in which the additional available funds can be expended (approx 3 months), systems will need to be developed to ensure any funds available are distributed and made available to service providers as soon as possible.
In order to work within the dictated timeframe, while also maintaining adherence to the current BCC model for Advice & Information Services Support, officers would suggest that any agreed take up of DSD funds is administered via the consortia model.
1. Allocation of available additional funds. The time-frame will not permit any competition for resources outside the model or indeed any significant reallocation of funding ratios between consortia or within the consortium partners. It is therefore proposed to allocate the additional resources to the 5 advice consortia on a pro rata basis against the agreed deprivation-weighted population formulae.
This will ensure consistency with the 2009/10 BCC standard Advice grant and the BCC/DSD Advice supplementary grant.
Consortium % of total £
North 27.33 45,667.33 South 13.51 22,574.67 East 16.82 28,105.55 West 32.34 54,038.84 City Centre 10.00 16,709.61
Total 100% £167,096.00
2. Application Process Officers will invite Advice Consortia to submit proposals on how they will utilise the potential available additional funding allocation to enhance their current advice services provision. A generic application pro-forma will be developed requesting information on detailed budget; additional provision, performance indicators, targeted additional outcomes, etc. Applicants will be asked to note specific activity to address the increase in demand due to the current economic downturn and increased outreach provision.
Officers will work with Legal Services to design and issue funding contracts within current corporate procedure.
3. Monitoring As per current arrangements, all successful consortia will submit monitoring returns to report progress against stipulated targets.
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Resource Implications
Other than human resources, there are no additional financial implications for BCC.
Recommendations It is recommended that the extra DSD funding for advice services is accepted and distributed to the Advice consortiums/groups in the same way as the existing Advice funding.
Decision Tracking
Following approval by Committee the Community Development Manager will implement to ensure uptake and expenditure of additional funds by 31 st March 2010.
Timeframe: April 2010 Reporting Officer: Catherine Taggart
Key Abbreviations DSD – Department of Social Development BCC - Belfast City Council
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Belfast City Council
Report to: Development Committee
Subject: Community Development Project Grants
Date: 9 December 2009
Reporting Officer: Tim Husbands Acting Director of Development ext 1400
Contact Officer: Catherine Taggart, Community Development Manager ext. 3525
Relevant Background Information
The Grant Aid Policy ‘A Guide to Grant Aid for Community Organisations’ was agreed by Council in January 2004. One of the six grant types contained within the Policy is a Community Development Project Grant which allows an award of up to £500 for small scale community projects that contribute to the overarching aim of building the capacity of local people. Specifically projects which:
- Develop the programme of a community building - Enable new community groups to become established - Contribute to the organisational costs of community projects - Support training courses for Committees/Volunteers
At the Client Services Committee 18 June 2002, it was agreed that the maximum amount which could be approved to a Community Group in any financial year under the delegated authority of the Director was £500. In order to allow Christmas Community Chest applications in the same annual period to be approved under delegated authority, it is therefore necessary to bring all Community Development Project Grant proposed allocations to Committee for approval.
Applications for Project Grants are invited twice a year in March and in October. The Development Committee of 10 June 2009 approved an allocation of £41,250 within this grant aid category in relation to applications received 1 March 2009.
This paper makes recommendations for those applications received in October 2009.
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Key Issues
A total of 46 Project Grant applications were received by the submission date of 1 October 2009. Forty two have been recommended and the proposed allocations have a cumulative total amount of £20,714.64. These are listed at Appendix 1.
Four applications are recommended for rejection for the reasons listed at Appendix 2.
Grants have been assessed within current agreed eligibility criteria and there are no equality or environmental implications.
It is intended that, where possible, Development staff will offer support to those groups not recommended for funding. This support will assist them in improving practice when reapplying for grant aid support at a later stage.
Resource Implications Funding to the amount of £20,715 is available within the current grant aid budget in regard to this grant category. No additional staff resources are required other than those normally deployed in the administration and assessment of this grant category.
Recommendations
Members are requested to approve the recommendations in respect of Community Development Project Grants as attached at Appendix A and B.
Decision Tracking
Further to approval the Community Development Project Grants will be paid as recommended.
Timeline: 18 January 2010 Contact Officer: Catherine Taggart
Documents Attached
Appendix 1: List of all Project Grant Applications Appendix 2: Applications not recommended for grants.
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APPENDIX 1: Recommendations for Grant Approval
GROUP NAME APP NO REQUESTED RECOMMENDED
NORTH Ben Madigan Historical Society 1381 £479.64 £479.64 Carrickhill Residents Association N/A £500.00 £500.00 Donegall Park Avenue Senior C.Club 1357 £500.00 £500.00 Duncairn Senior Citizens Club 1387 £500.00 £500.00 Jennymount Community Association 1382 £500.00 £500.00 Cliftonville Community Centre 1368 £500.00 £500.00 Midland Art Club 1358 £500.00 £500.00 Midland Senior Citizens 1359 £500.00 £500.00 New Lodge Arts 1389 £500.00 £500.00 North Belfast Women’s Initiative 1378 £500.00 £500.00 Sailortown Regeneration Group 1361 £500.00 £500.00 Shore Crescent Football Club 1374 £500.00 £500.00 Small Steps Adult Education Group 1385 £500.00 £500.00 Women’s Arts & Crafts 1383 £500.00 £500.00 Sub Total £6,979.64 £6,979.64
SOUTH An Droichead Afterschools 1379 £500.00 £500.00 Bellwood Seniors 1356 £500.00 £500.00 Haven Victims Support Group 1367 £600.00 £500.00 Ravenhill Women’s Group 1363 £504.00 £500.00 LORAG N/A £500.00 £500.00 Sandy Row Residents Association 1376 £5,691.00 £500.00 South Belfast Malecare 1377 £600.00 £500.00 Sub Total £8,895.00 £3,500
EAST Ardcarn Residents 1366 £500.00 £500.00 Avoniel Over 50’s Club 1362 £500.00 £500.00 Belfast East Seniors Forum 1353 £500.00 £500.00 Belfast Evergreens 1350 £335.00 £335.00 Civil Service Retirement Fellowship 1364 £500.00 £500.00 Hilltop & Glenluce Trust 1351 £500.00 £400.00 Old Belmont School Preservation Trust 1369 £500.00 £500.00 Walkway Community Association 1373 £500.00 £500.00 Wandsworth Community Association 1360 £500.00 £500.00 Sub Total £4,335.00 £4,235.00
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WEST An Munia Tober 1386 £500.00 £500.00 Conway Pensioners Group 1370 £500.00 £500.00 Cumnann Chulain Ard 1391 £500.00 £500.00 Glencolin Residents Group 1372 £500.00 £500.00 Habinteg Seniors Group 1352 £500.00 £500.00 Highfield Mother & Toddler 1375 £500.00 £500.00 Lower Shankill Community Association 1355 £500.00 £500.00 Royal Irish Rangers Veterans Club 1392 £500.00 £500.00 Springfield Charitable Association 1384 £500.00 £500.00 St. James Community Forum 1388 £500.00 £500.00 Upper Springfield Safer Neighbourhood P. 1390 £500.00 £500.00 Denmark Street C.C. N/A £500.00 £500.00
Sub Total £6,000 £6,000
GRAND TOTAL £26,209.64 £20,714.64
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APPENDIX 2 RECOMMENDATION FOR GRANT REFUSAL No election of Committee. No evidence Antrim Road Regeneration 1380 of financial systems. Management Committee structure – majority are nominees i.e. not Joanmount Open Door Ltd 1371 elected. Application incomplete Silver Threads 1354 Cullingtree Senior Group 1365 Application incomplete
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Page 193 Agenda Item 15
Belfast City Council
Report to: Development Committee
Subject: Tourism Update
Date: 9 December 2009
Reporting Officer: Shirley McCay, Acting Director of Development, ext 3459
Contact Officer: Kerrie Sweeney, Tourism, Culture and Arts Manager, ext 3586
Relevant Background Information
The Tourism update comprises the following:
1. Belfast Integrated Strategic Tourism Framework 2. Belfast Tourism Monitor 3. Tourism Innovation Fund 4. City Hall Tourist Information Point 5. Sister Cities International Conference 29 July to 1 August 2009 6. Blue Plaques
Key Issues
1. Belfast Integrated Strategic Tourism Framework Members will be aware that Belfast City Council and the Northern Ireland Tourist Board are working in partnership to produce an Integrated Strategic Tourism Framework for Belfast. Tourism consultants, TTC, were commissioned to consult with key stakeholders, conduct a benchmarking and best practice exercise with other cities of a similar size and tourism offer as Belfast and produce a draft strategic framework for tourism development and marketing for the next 5 years. The study is now in final draft format for discussion by Members of the Development Committee.
The Belfast Integrated Strategic Tourism Framework is a partnership approach between Belfast City Council and the Northern Ireland Tourist Board. A steering group of representatives from both organisations and BVCB have been managing the process. It is important that the recommendations within the draft framework are now presented through the appropriate structures within both organisations, before going out to wider consultation. A request is made to hold a special Development Committee in January 2010 to brief Members fully on progress to date.
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Resource Implications There are no immediate resource implications with this request. However if approved, the Framework will assist Belfast City Council to prioritise and direct financial resources over the next 5 years.
Recommendations It is recommended that Members agree to receive a presentation on the draft Belfast Integrated Strategic Tourism Framework at a special meeting in January 2010.
Decision Tracking Further to approval that a Special meeting of the Development Committee be arranged Timeframe: January 2010 Reporting Officer: Kerrie Sweeney
2. Belfast Tourism Monitor Members were updated at the November Committee 2009 that the current three year contract with Millward Brown Ulster will come to an end in December 2009 and gave approval to initiate the tendering process for a new research consultancy to undertake the survey work for the period 2010 – 2013.
Subsequent discussion with procurement has outlined a three month procurement process and approval is sought to extend Millward Brown Ulster’s contract up to the end of March 2010.
The methodology of the Belfast Tourism Monitor includes conducting surveys with visitors to Belfast throughout the year. This research provides information in the number of visitors to the city, why they came, where they were from and how much they spent. The surveys are done on a month by month basis. The current contract with Millward Brown Ulster will undertake this research up to the end of December 2009. Due to the lengthy procurement process, the new contract for research will not be awarded until the end of March 2010 and therefore it is recommended that the current Millward Brown Ulster contract be extended to cover this period.
Resource Implications The costs over the period January – March will be a maximum of £15,000 and is included within existing Departmental budgets.
Recommendation It is recommended that Members agree to extend the current Belfast Tourism Monitor contract until the new contract is awarded at the end of March 2010.
Decision Tracking No decision tracking required if recommendation is accepted
3. Tourism Innovation Fund At the September Committee meeting, Members were updated on BCC’s applications to NITB’s Tourism Innovation Fund. NITB received 110 applications in total from across Northern Ireland and has shortlisted 37 to the next stage of the process, including four proposals from BCC: - Music Tourism - Literary Tourism - Delight in the Twilight (Food Tourism and City Animation) and
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- Sundays .
BCC has prepared business plans for each project which are now being appraised by NITB. NITB have indicated that, if projects are successful, they will receive letters of offer in December 2009, however full spend and implementation is required by end of March 2010.
The Tourism Innovation Fund will provide financial assistance for non-capital projects such as creative interpretation initiatives and innovative presentation and showcasing of Northern Ireland’s tourism offerings. The Fund aims to enhance the growth, quality, competitiveness and sustainability of tourism in Northern Ireland by stimulating product development and improving the visitor experience.
BCC's four projects shortlisted under the programme, worth £653,000 are now being appraised by NITB. A breakdown of costs is attached as Appendix 1. Members should note that the costs associated with these projects have been revised since the September 2009 report after discussions with NITB on eligibility of activity.
An additional £26,000 has been secured from DARD for the Delight on the Twilight project to support Belfast based catering and restaurant sector to use Northern Ireland produce.
Resource Implications If BCC is successful in being awarded this funding, BCC’s £191,000 match funding will come from existing Departmental Budgets. This activity had been planned for regardless of NITB support. NITB funding will provide an opportunity to deliver larger scale / greater impact projects.
The Tourism Innovation Fund has slipped a month from initial timelines discussed with NITB. The delivery of the projects by end of the March 2010 is challenging however staff resources will be realigned accordingly.
Recommendation It is recommended that Members note the content of the report and agree that the four projects proceed.
Decision Tracking Further to approval and when NITB Letters of Offers are received, Members will be updated on any changes to the projects.
Timescale: January 2010 Officer: Kerrie Sweeney ext 3586
4. City Hall Tourist Information Point At the September Committee, Members agreed that the possibility of locating a Tourism Information Point within the City Hall be pursued and that Council officials continue to assist the staff from the Belfast Visitor and Convention Centre to examine possible ground floor locations for the Belfast Welcome Centre, the current lease of which expires in July 2010.
Officers have met with Facilities Management regarding the opportunity to establish an information point at the City Hall. At present the most suitable location is the ‘reception hall’ at the front entrance to the City Hall (on right hand side). Working together with Facilities Management, the space can be designed to promote BCC facilities and the wider tourism product and services, including:
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- Mainly interactive using 2 x 32" screens - Limited multi-lingual facility - Visitor information on the principal BCC attractions e.g. City Hall. Waterfront/Ulster Halls, The Zoo, Belfast Castle/Malone House, Parks - Services information would include details such as the opening times of leisure centres, recycling centres etc. - A 'What’s On' facility would include details about upcoming events organised by BCC, this facility could be updated electronically by the Events Unit who organise these events
Capital fit out can be funded from existing City Hall refurbishment budget.
It would be important that the facility complements the role of the Belfast Welcome Centre and adds to the experience of the City Hall.
Resource Requirements This space can either be a manned or unmanned facility. BVCB has looked at the option of the facility being manned for the key summer months (June – September) during City Hall opening times. The cost would be £7,500 per annum for one member of staff reporting to the Belfast Welcome Centre plus staff, equipment and design costs of £5,000. These would be additional costs and would need to be met from the 2010/2011 Development Departmental budget. There may be an opportunity for the Belfast Welcome Centre to be relocated even closer to the City Hall at ground floor premsies in the vicinty of Donegall Place/Donegall Square which may reduced the need for a manned facility.
Recommendations It is recommended that Members agree to establishing an all year information point at the ‘reception hall’ at the front entrance the City Hall and that it is staffed on a trial basis between June to September 2010. Once the relocation of the Belfast Welcome Centre is agreed, the staffing of the information point will be reviewed.
Decision Tracking Information Point to be opened for summer 2010
Date: May 2010 Contact: Kerrie Sweeney ext 3586
5. Sister Cities International Conference 29 July to 1 August 2009 Members will be aware that Belfast City Council has a Conference Subvention Policy which is utilised to secure and support national and international conferences to Belfast and to build the City’s profile as a conference destination. Belfast was successful in securing the Sister Cities International (SCI) Annual Conference at the Waterfront Hall and Europa Hotel from 29 July to 1 August 2009. This was the first time the event was held outside the United States
Members, at a Development Committee Meeting on 11 March 2009, approved a subvention of £23,000 for the Sister Cities International Conference. The bid was supported by the Belfast Visitor and Convention Bureau (BVCB), Tourism Ireland, the Northern Ireland Tourist Board, the Northern Ireland Bureau in Washington DC, Armagh and Down Tourism Consortium, other Councils and the Regional Tourism Consortiums in Northern Ireland. An organising committee was set up to manage the conference in Belfast comprising Belfast City Council, Armagh and Down Tourism, North Down Borough Council, BVCB, Northern Ireland Tourist Board, US Consulate
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and Tourism Ireland.
The contribution by the Council to bring the Sister Cities International Conference to Belfast assisted with a range of support functions, including the provision of conference technical support such as weblab, marketing of the Conference in NI, ROI & Europe to recruit delegates, provision of delegate conference materials, volunteers and volunteer co-ordinators and signage.
In total, there were over 800 visitors to Northern Ireland as a result of the Conference – many spending their 2 week summer vacation here. Over 20 countries were represented and almost 100 accompanying persons attended the Social Events at the Conference. Over 200 delegates attended the corresponding Youth Conference which took place in the Queen’s University.
Among the delegates were elected and appointed city officials, senior business executives – including a number of high powered financiers, venture capitalists, entrepreneurs and investors – and representatives from the education, community and voluntary sectors. The Conference generated the equivalent of 4,500 bed nights for hotels in and around Belfast which generated an economic impact of £1,164,800.00
Resource Requirements None
Recommendations It is recommended that Members note the update of this report.
Decision Tracking No decision tracking required.
6. Blue Plaques Members are reminded that, at the Tourism and Promotion of Belfast Sub-Committee in August 2003, approval was given for the development of a number of cultural tourism product initiatives, one of which included the development of Blue Plaques. The Ulster History Circle is the only body that erects Blue Plaques and is run by volunteers in Northern Ireland.
The production of Blue Plaques aims to celebrate and highlight past citizens of note which in turn will add to the visitor experience in Belfast. It also encourages the distribution of both domestic and out-of-state visitors throughout the City and creates a critical mass of activities for the visitor to experience in Belfast.
The Ulster History Circle has identified the next phase of Blue Plaques to be erected and is seeking financial support from Belfast City Council. The Ulster History Circle has identified eight plaques for erection:
- James Bryce (Viscount Bryce of Dechmount), Academic and Diplomat - Sir Joseph Larmour, Academic and Politician - Thomas Russell, United Irishman and Librarian - Mercy Hunter, Calligrapher and Designer - Francis Joy, Newspaper Proprietor and Entrepreneur - Patrick Neill and James Blow, Printers - William Rodgers, Broadcaster and Poet and - The Maritime Club, Birth of the Blues in Belfast.
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Appendix 2 provides a brief biography and potential sites for these requests.
The Ulster History Circle is requesting financial support from BCC, there is a cost of £700 per Plaque.
Resource Requirements The fincancial implications of this request is £5600. It is anticpated that costs would be spread over the 2009/10 and 2010/2011 periods. Costs incurred in this fincancial period are included in the existing Tourism, Culture and Arts Unit budget.
Recommendations It is recommended that Members approve the request for financial support from the Ulster History Circle.
Decision Tracking No decision tracking required if recommendation is approved.
Documents Attached
Appendix 1: Tourism Innovation Fund Figures Appendix 2: Blue Plaques
Key to Abbreviations NITB Northern Ireland Tourist Board DARD Department of Agriculture and Rural Development DCAL Department of Culture, Arts and Leisure TIF Tourism Innovation Fund
Appendix 1
Belfast City Council Applications to NITB Tourism Innovation Fund 2009/2010
Breakdown is as follows:
Total Funding Source NITB BCC Other Sundays 164,000 123,000 41,000* - To support and build on the full Sunday Action Plan approved by Development Committee in June 2008. To increase the Sunday cultural tourism offer and coordinate product development with the cultural tourism sector, particularly between the hours of 9.30am and 1pm, in particular opening of venues, street animation, Art Tourism, Christian Heritage, Creative Tourism, Family Tourism and Music Tourism.
Evening – delight in twilight 136,000 60,000 50,000* 26,000
“Delight in the Twilight” – the umbrella title for a product portfolio of tactical packages, events and promotions to Page 199 grow the evening and weekend economy, animate the city during key dates/times and raise the prominence of our unique culinary product to improve the visitor experience.
Literary 158,000 113,000 45,000 - To support and build on the Literary Tourism Strategy approved by Development Committee in June 2009. The story of our literary heritage will be brought to life, it will create new found self-awareness of people and place and promote our modern culture, characters and writers, poets and playwrights on the world stage. Based on leading Case Studies from the UK’s Centre for Tourism and Cultural Change such as ‘Developing the Potential of Literary Tourism’ this will include: 1. The Development of Literary Tours and Trails 2. A Literary application for mobile devices 3. Increasing Literary Events and Programming 4. Effective e-marketing of Literary Tourism
Music 196,500 126,500 65,000* 5,000 To support and build on the Music Tourism Strategy approved by Development Committee in May 2008. ‘Take a trip through Belfast’s musical history’ will bring our musical heritage to life, will create new found self-awareness of people and place and promote our modern culture, characters and artists on the world stage. 1. Research and development to extend the contemporary music exhibition to form a celebration of our greatest artists and serve as a focal point for contemporary music in Northern Ireland. This would include interpretative style and audio content for five themed areas and working with Oh Yeah Music Centre to ensure transference of visual style to other interpretative elements. 2. An immersive and interactive online exhibition, content for Music Mobile Application and development of an online community. Using the model www.britishmusicexperience.com as a case study. Belfastmusic.org will be expanded to create a new online interactive museum of popular music (sourced on the Oh Yeah Music Exhibition). 3. Development of music and animation programmes to bring our musical story to life and invigorate existing visitor experiences.
Total 654,500 422,500 201,000 31,000
*Also includes funding from across Department including Creative Industries and Waterfront Hall
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Appendix 2
Blue Plaques for approval by Development Committee December 2009
BRYCE, JAMES 1838-1922 James Bryce was born in Belfast and became Viscount Bryce of Dechmount. He was educated in Glasgow and at Trinity College, Oxford, and was elected to a fellowship in Oriel College. He began publishing in 1864 with his book The Holy Roman Empire and was called to the Bar at Lincoln's Inn. He was appointed Regius Professor of Civil Law at Oxford and British Ambassador to the USA and published many travel books: Transcaucasia and Ararat; South Africa; South America as well as Modern Democracies; Studies in History and Jurisprudence and Studies in Contemporary Biography . He resigned his professorship and entered parliament as a Liberal. When he died in 1922 he had been President of the Board of Trade, Under-Secretary for Foreign Affairs, Chief Secretary for Ireland, had received honorary degrees from thirty-three universities and belonged to thirty-five learned societies. His travels were world-wide, and the British Museum Catalogue contains ninety-two entries under his name. He was awarded the Order of Merit. The latter years of his life were spent in helping to establish the League of Nations.
LARMOR, JOSEPH 1857-1942 Joseph Larmor was born at Magheragall, County Antrim, and was educated at the Royal Belfast Academical Institution, Queen's College, Belfast, and St John's College, Cambridge. He was appointed Professor of Natural Philosophy at Queen's College, Galway, in 1880, but returned to St John's five years later as a lecturer in Mathematics. He was appointed Lucasian Professor of Mathematics in Cambridge in 1903, the chair once occupied by Sir Isaac Newton. He published a book, Aether and Matter in 1900, and it is for this that he is remembered, as well as for the formula for radiation of energy from an accelerated electron, and for an explanation of the effect of a magnetic field in splitting the lines of the spectrum into multiple lines. He was elected Fellow of the Royal Society in 1892 and became its Secretary, having earlier received the Society's Royal Medal and the Copley Medal. In 1909 he was knighted and became Unionist Member of Parliament for the University of Cambridge for eleven years from 1911. He was given the freedom of the city of Belfast and many honorary degrees. He died in Holywood, County Down.
RUSSELL, THOMAS 1767-1803 Thomas Russell was born in Betsborough, Kilshanick, County Cork. He served in the Army and was posted to Belfast. From 1794 to 1796 he was Librarian of the Linen Hall Library and contributed to the Northern Star . He took an active part in the organisation of the United Irish Society, and in 1796 he was arrested and deported, but was liberated in 1802. He met Robert Emmet in Paris and went to Ulster hoping to provoke a rising, but failed. He was arrested in Dublin and hanged in Downpatrick. He was known as 'the man from God knows where', the title of a ballad written about him by Florence Wilson of Bangor, County Down in 1918.
BIGGER, FRANCIS JOSEPH 1863-1926 Francis Joseph Bigger was born in Belfast and was educated at Royal Belfast Academical Institution, of which his grandfather was a founder. Though he began to practise as a solicitor in 1888, he was devoted to the study of Irish archaeology and Ulster history. He revived the Ulster Journal of Archaeology and restored many ruined castles and churches. A member of the Royal Irish Academy, he believed in the worth of Irish culture, especially folk music and song, and he advocated learning the Irish language. He was elected Fellow of the Royal Society of Antiquaries of Ireland and produced a series of pamphlets: Irish Penal Crosses; The Ulster Land Page 202
War of 1770 ; and The Northern Leaders of 98 . In 1924 he edited Ulster Dialect Words and Phrases . His private library of three thousand volumes was given to the Belfast Public Library. A selection of his work, Articles and Sketches , was published a year after his death.
HUNTER, MERCY 1910-1989 Mercy Hunter was born in Belfast. When she was four years old, she travelled on the Trans-Siberian Railway, to China, where she spent her childhood in Manchuria. She was educated in Toronto and the Belfast Royal Academy. From 1927 to 1929 she studies art at the Belfast College of Art, and at the Royal College of Art, London from 1930 to 1933. Her special interest was calligraphy. She returned to Belfast in 1937. She taught art in Dungannon High School for Girls, Banbridge Academy, Armagh High School and Victoria College, Belfast, where she was head of the art department from 1947 until her retirement in 1970. As well as illuminated addresses and other calligraphic commissions, she lectured and broadcast extensively on art. She also designed costumes for the theatre, opera and ballet, and illustrated books. She was a member of the Royal Ulster Academy, and served as its president, and was founder member of the Ulster Society of Women Artists. She was awarded the MBE in 1970. Her work is in the Ulster Museum collection.
JOY, FRANCIS 1697-1790 Francis Joy was born in Belfast and in 1737, founded the Belfast Newsletter which is now the oldest newspaper in Ireland. In 1745 he resigned the newspaper to his sons and started a mill at Randalstown, County Antrim. He was the first paper-maker in Ulster.
RODGERS, WILLIAM ROBERT 1909-1969 W. R. Rodgers was born in Belfast and was educated at Queen's University, Belfast. He served in Loughgall, County Armagh, as Presbyterian minister from 1934 to 1946. Awake and Other Poems appeared in 1941. He joined the BBC in 1946 as a scriptwriter and producer for the Third Programme. He collaborated with Louis MacNeice in the unpublished The Character of Ireland. In 1951 he was elected to the Irish Academy of Letters, and in 1952 produced his second collection of poetry, Europa and the Bull. From 1967 to 1969 he was Poet - in - Residence at Pitzer College, Clairmont, California, where he died.
NEILL, PATRICK AND BLOW, JAMES The Blow family were a Dynasty of printers, paper makers, book sellers and stationers. James Blow (1676-1759) with his brother-in-law Patrick Neill came from Scotland and started Belfast’s first printing business in 1694. When Neill died in 1705, Blow carried on the business with his son Daniel Blow. He became established as Belfast’s foremost stationer, printer and publisher, issuing mostly theological works.
MARITIME CLUB The Maritime Hotel Rhythm and Blues Club was opened in April 1964 by Van Morrison. The Maritime Club was a classic dimly lit club and was the ideal breeding ground for the tough uncompromising R&B and blues played by Them and their contemporaries. It was the first Blues club in Belfast and is an important part of Belfast’s musical history.
Page 203 Agenda Item 16
Belfast City Council
Report to: Development Committee
Subject: Culture and Arts Update
Date: 9 December 2009
Reporting Officer: Shirley McCay, Acting Director of Development ext 3459
Contact Officer: Kerrie Sweeney, Tourism, Culture and Arts Manager, ext 3586
Relevant Background Information
The Culture and Arts update comprises the following
1. 1613 Symposium 2. Community Festivals Fund 3. Lyric Theatre
Key Issues
1. 1613 Symposium
A request to hold a symposium looking at the commemoration of Belfast’s 1613 charter was agreed by the Committee on 13 May. This event was held on 4 November in the Ulster Hall where a distinguished panel of speakers and contributors shared knowledge of the role of history in contemporary society, Liverpool’s 800 celebrations, the 2007 celebrations in Jamestown, Virginia and the archaeological context and meaning of Plantation in its widest context. Dr. Duncan Morrow, Director of the Community Relations Council, also contributed. The event was facilitated by William Crawley of the BBC. The audience contained a number of important scholars and a diverse range of members of the public.
The 1613 Symposium was widely regarded as a success and the process used commended, in particular by the American visitors.
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There was general agreement by all those who attended the at the Ulster Hall that - the anniversary of the charter was important; - people were interested and wanted to learn more about the period, but also felt that they should have been made aware of some if the issues at school; - it was shared history, that needed to be looked at holistically and in context.
Recommendations: It is recommended that M embers note the success of the event and agree that a small internal working group be set-up to look at further possible actions. This group should include representation from the Good Relations Unit. External consultation and engagement should be continued.
Resource implications: None at present.
Decision Tracking: No decision tracking required.
2. Community Festivals Fund
In September the Department of Culture, Arts and Leisure reported an underspend in their Community Festivals Fund and offered Councils an opportunity to an express an interest in accessing this funding. An additional £8,213 was secured and matched by BCC (approved by Committee on 16 September); the additional funding was £16,426.
The Community Festivals Fund has been split over 4 tranches in the 2009/2010. The final tranche was advertised in October 2009 for festivals taking place during January to March 2010. The additional funding of £16,426 was included in this tranche increasing the funding from £29,140 to £45,566. This has now been fully committed.
Resource implications: Members approved match funding DCAL’s additional monies at the September 2009 Committee Meeting. An additional £8,213 was secured from existing Departmental budget.
Recommendations: It is recommended that Members note the update
Decision Tracking: No decision tracking required.
3. Lyric Theatre
The Lyric is the only full-time producing theatre in Northern Ireland. The original venue opened in 1968 and closed in January 2008 as it was no longer fit for purpose. The new theatre, part-funded by the Council, is due to open in 2011 and will be a landmark building developed by Award-winning architects O’Donnell & Tuomey. At the Council meeting on December 2007 the Lyric Theatre was awarded £1.25 million towards its capital development through the Cultural Legacy Fund.
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The cost of the capital project is £17.8 million, of which over 95% has already been raised, with the aim to source the final 5% whilst the Theatre is being built. It is notable that nearly £4 million of the total has been raised from private funds/non public agencies. Since being awarded the grant, the Lyric has been liaising with Belfast City Council and has provided updates on a regular basis.
Ciaran McAuley, Chief Executive of the Lyric Theatre has now requested an opportunity to present to the Development Committee to bring Members up to date with plans and demonstrate how the Lyric Theatre can support the Council in delivering our objectives.
Resource Implications: There are no resource implications at present
Recommendations: It is recommended that the Committee agree to receive a presentation from the Lyric Theatre, date to be agreed by the Chairman.
Decision Tracking: Further to agreement that an invitation be issued to Ciaran McAuley to present to the Committee. Timeline: January 2010 Reporting Officer: Kerrie Sweeny
Key to Abbreviations
BCC: Belfast City Council DCAL: Department of Culture, Arts and Leisure
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Page 207 Agenda Item 17
Belfast City Council
Report to: Development Committee
Subject: Economic Development Unit Update
Date: 9 December 2009
Reporting Officer: Shirley McCay, Acting Director of Development, ext 3459
Contact Officer: Lisa Toland, Economic Development Manager, ext 3427
Relevant Background Information The Economic Development Unit Update covers the following subjects:
1. North Belfast Partnership – Request for Funding 2. Collaborative Marketing Campaigns for Trader Groups 3. South by Southwest 2010 – Creative Industries 4. Cities of the Isles Conference 5. Committee Site Visits 6. Request for presentation by British Telecom (BT) 7. Update on review of Local Economic Development Plan
Key Issues 1. North Belfast Partnership – Request for Funding In April 2009 Members agreed to provide match funding for year two of a three year project to four organisations who had been successful in securing financial assistance through the European Social Fund (ESF). These organisations were East Belfast Mission, North Belfast Partnership, Women into Business and Training for Women Network. This funding is for the 2009/10 financial year only and, as a condition of the funding, the four groups had to agree that they would not request any further money from Council in connection with the 2010/2011 aspect of their ESF projects.
North Belfast Partnership has recently requested that Council reconsiders the decision it took in April and to provide ESF match funding to the Local Employment Access Partnership (LEAP) project in the 2010/2011 financial year. Members are reminded that a similar proposal from East Belfast Mission was considered at Development Committee in November 2009 and at this meeting it was agreed that match funding would not be provided for East Belfast Mission’s ESF funded, Work4U project.
North Belfast Partnership currently delivers LEAP, a collaborative group of agencies Page 208
from public, private and community sectors working to reduce barriers to employment and increase access to jobs for unemployed and economically inactive residents of North Belfast. The project was funded for year one and year two was also granted on condition that the organisation did not request support for year three. This condition was written into the funding agreements for LEAP and the other three organisations that had been successful in attracting year two support from Belfast City Council. For this reason the Development Department has not made provision in its revenue estimates for 2010/11 for groups participating in ESF projects.
One key reason is that recent research has identified a significant lack of coordination in respect of this field and the Development Committee has previously agreed that it is important not to add to this. As previously reported to the Committee, the Council is currently working with a collaborative grouping of public and private agencies as well as colleges and universities in the city in order to develop an agreed plan of action. This work is due to complete in January 2010 and it is anticipated that this will identify the most appropriate types of intervention for those agencies involved.
Members are asked to note that LEAP is one of 47 ESF projects operating in Belfast. Agreeing to support this project could mean that we are open to requests from these other projects who are finding it difficult to identify match funding in the current climate.
Members should also be aware that, given that ESF activity is funded by the EU, any agreement to co-finance these projects will preclude the draw-down of monies from the Department of Enterprise, Trade and Investment (i.e. the money for co-financing will have to come from rates monies only).
Resource Implications The public match funding required for LEAP in 2010/11 is £45,957.
Recommendations It is recommended this proposal is not funded given that no provision has been made within initial estimates and also given the previous decision by Members in April 2009 that groups in receipt of match funding must not request further money from Council in connection with the 2010/2011 aspect of their ESF projects.
Decision Tracking Subject to Committee approval of the recommendation LEAP will be advised of the decision by letter. Timeline: January 2010 Reporting Officer: Lisa Toland
2. Collaborative Marketing Campaigns for Trader Groups At the August 2009 meeting of Development Committee, Members agreed to continue development of Belfast’s independent retail sector and to offer support to local trader groups to develop collaborative marketing campaigns to raise the profile of their retail offerings and increase footfall in their respective areas.
Through the development of collaborative marketing campaigns, the Council wishes to provide support to independent retailers by making potential clients aware of their unique retail offerings, within a limited budget. Campaigns will be aimed at promoting the clusters of independent retail businesses that exist across Belfast and improving recognition of the importance of the independent retail sector in the city. Marketing support may take the form of the design and publication of maps/leaflets which market a local retail district, the introduction of customer loyalty schemes, advertising banners or the production of business supplements, depending on the specific needs of the Page 209
local area.
It is proposed that, in this financial year, the support is focused on trader groups in West Belfast, Greater Shankill, Lisburn Road, parts of East Belfast and the city centre. Trader groups will be encouraged to work collaboratively to maximise the value of any award.
Resource Implications No specific resource implications. At the May 2009 meeting of Development Committee a budget of £120,000 was approved as part of the Departmental Business Plan to support independent retail in the City. In August 2009 £30,000 of this budget was approved by Committee to develop collaborative marketing campaigns with local trader groups.
Recommendations It is recommended that Members note the content of the report and approve the proposal to implement collaborative marketing campaigns in West Belfast; Greater Shankill; Lisburn Road, parts of East Belfast and the city centre.
Decision Tracking No decision tracking required if recommendation is accepted .
3. South by Southwest 2010 – Creative Industries Members will be aware that at the Development Committee of 14 May 2008 Members agreed to support Council participation at the South by Southwest Music and Media Conference for 2009 and 2010. South By South West (SXSW) remains the key US showcasing, deal striking, networking and media forum for the international media industry and attendance at the event remains a key priority for all of those interested in the business of media and creativity.
Participation at SXSW in 2008 and 2009 generated over $500,000 of new business for participants and profiled Belfast as a creative city to the global entertainment industry.
Given the contacts built up in the two previous years, it is considered that there is merit in examining the wider support infrastructure for the creative industries in Austin and to look at how this might be transferred to Belfast. In light of this, it is proposed that a civic itinerary be added to the business trip.
In addition to attendance at the Belfast SXSW music showcase and the Belfast/Austin business networking event, meetings will be organised with a range of key contacts in areas of interest, including the following:
− Kevin Johns, Director of Economic Development, City of Austin − Dave Porter, Senior VP/Economic Development, Austin Chamber of Commerce − Jim Butler, Music, Film and Technology Industries Development, City of Austin − Governor Rick Perry, Texas Music Office − Vincent Kitch, Cultural Arts Programme Manager, City of Austin
In order to maximise the impact of this visit and to raise its profile, it is proposed that the Chair and Deputy Chair of Development Committee (or nominees), Head of Economic Initiatives, Creative Industries Officer, Assistant Tourism, Culture and Arts Manager (or nominees) attend SXSW in 2010.
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Resource Implications No additional resources required. £40,000 approved by Development Committee in May 2008.
Recommendations It is recommended that Members agree to attendance at the event by the Chair and Deputy Chair (or nominees), Head of Economic Initiatives, Creative Industries Officer, Assistant Tourism, Culture and Arts Manager (or nominees). Decision Tracking Post event feedback report to be presented to Committee by June 2010
Time line: August 2010 Reporting Officer: Lisa Toland
4. Cities of the Isles Conference The ‘Cities of the Isles’ (COTI) Partnership is a small network of six City Councils in the UK and Ireland (Belfast, Cardiff, Dublin, Edinburgh, Glasgow and Liverpool). Since 2000 these cities have come together annually to share urban regeneration experiences, develop joint projects and establish a co-ordinated approach to issues of strategic importance.
In October 2009 Council representatives attended the annual COTI conference in Edinburgh, visiting the BioQuarter Development, and harbour development, and contributed to a presentation session on “Managing the Imp act of the Recession”. Belfast was proposed as host city for next year’s conference.
Given that the cities in the COTI network take turns at hosting the event, it is proposed that next year’s COTI conference is hosted in Belfast on 25 and 26 October 2010 . Approximately 30 representatives from all COTI partners are expected to attend. The two day event will include a welcome lunch, tour of Belfast regeneration sites, civic dinner at City Hall, individual Council presentations and the COTI Annual General Meeting.
Resource Implications It is anticipated that the costs associated with hosting the event will not exceed £3,000.
Recommendations It is recommended that Members approve the proposal to host the COTI conference in Belfast in October 2010 and agree a budget of £3,000 towards the hosting of this event.
Decision Tracking Subject to Committee approval of the recommendation a report will be presented to Committee outlining a proposed programme for the event. Timeline: May 2010 Reporting Officer: Lisa Toland
5. Committee Site Visits Members will be aware at Development Committee of 11 November 2009 it was agreed that, as part of a process of relationship building with the local business community, Members would undertake a programme of company site visits to Port of Belfast, Stena, George Best Belfast City Airport, Belfast International Airport and the Northern Ireland Science Park.
In order to ensure maximum benefit from and attendance at these visits, it is recommended they be held over two days as opposed to one visit per month. It is Page 211
proposed the visits to Port of Belfast, Stena, George Best Belfast City Airport, Belfast International Airport and the Northern Ireland Science Park take place during February/March or April, and between 10:00am and 4:00pm. Members will be given a minimum of six weeks notice of the date and times of these meetings.
Resource Implications Minor expenditure in connection with the hire of a small coach and the provision of refreshments which can be met from within existing budgets.
Recommendations It is recommended that Members note the content of the report and agree to the proposed course of action.
Decision Tracking No decision tracking required if recommendation is accepted.
6. Request for presentation by BT Members may be aware that BT has recently invested in superfast Broadband which is now available in the Belfast City Council area. The company has made a request to make a presentation at a future meeting of the Development Committee to give an overview of the infrastructure and its potential impact on businesses. Greater Belfast – incorporating mainly the Belfast and Lisburn City Council areas – will be one of 29 pilot areas across the UK to benefit from BT’s new superfast broadband. It will allow residential users to watch films, play games or work with complex graphics at the same time. From a business perspective, the infrastructure will enable companies to utilise more complex and leading edge technologies and applications, thereby underpinning the further growth of the digital and creative sectors in the city.
Resource Implications None.
Recommendations It is recommended that Members agree to receive a presentation from BT at an upcoming meeting of the Development Committee.
Decision Tracking Subject to Committee agreement, BT be invited to present at a future meeting of the Committee. Timeline: March 2010 Reporting Officer: Lisa Toland
7. Update on review of Local Economic Development Plan Members will be aware that, at the September 2009 meeting of the Development, it was agreed that the current LED plan be revised and that a programme of structured discussions with key partners take place.
A number of meetings have now been organised. This will involve small businesses, organisations involved in business development support, council officers from a range of departments, large businesses and developers. As agreed at the October 2009 meeting of the Development Committee, party briefings will also take place and these will be organised early in 2010 before a report on the proposed strategy and associated resourcing issues is brought back to Committee.
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Resource implications No specific resources required for the review of the plan. Resource commitments for proposed activities within the plan will be met from existing Council and external funding sources.
Decision Tracking A draft of the plan will be brought back to a future meeting of the Development Committee. Time frame: March 2010 Reporting Officer: Shirley McCay
Key to Abbreviations COTI –Cities of the Isles ESF – European Social Fund LEAP – Local Employment Access Partnership SXSW – South By South West NIMIC – Northern Ireland Music Industry Commission
Page 213 Agenda Item 18
Belfast City Council
Report to: Development Committee
Subject: Brussels
Date: 9 December 2009
Reporting Officer: Shirley McCay Acting Director of Development ext 3459
Contact Officer: Laura Leonard European Manager ext. 3577
Relevant Background Information
Members will be aware that the new European Parliament has been in place since the June elections of 2009 and will cover the period 2009-2013. Northern Ireland as a region of Europe is represented at the European Parliament by three MEPs, namely Bairbre de Brun, Jim Nicholson and Diane Dodds.
Key Issues On 27 January 2010 the Parliament will hold an event entitled “Cities 4 Europe” in partnership with the Parliament Urban Inter Group and Eurocities. This is an important opportunity for city elected representatives to engage in direct dialogue with MEPs in relation to the already initiated negotiations around future funding and urban policy for regions and cities post 2013.
At the recent Eurocities AGM attended by the Chair of Development, cities were encouraged by the network to attend this MEP event to mobilise and champion the city agenda particularly in a time when future European funding will be limited and increasingly focused on central and eastern Europe.
On 28 January, the Belfast Visitor and Convention Bureau will host a Belfast Tourism Showcase in the new office premises of the NI Executive Bureau in Brussels. The aim of this event is to maximise the opportunity of having such a high level gathering in Brussels for the MEP and cities event. The BVCB has invited Belfast City Council through the Chair of Development to jointly host a showcasing and promotional evening and OFMDFM has agreed to offer the use of the new NIEB premises.
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Resource Implications
Estimated costing: Return flights Belfast to Brussels: 400.00 Accommodation x two nights 200.00 Subsistence x two full days 150.00
Total estimated cost per person £750.00
Resources are available within the European Unit's showcase budget 2009-2010
Recommendations
Members are requested to approve the attendance of the Chair and Deputy Chair of Development, the Head of Economic Initiatives and the European Manager or their nominees at the MEP “Cities 4 Europe” event to be held in Brussels on 27 January and to co-host the Belfast tourism promotional event on 28 January 2010.
Decision Tracking
Further to approval, the Chair of Development and the European Manager (or their nominees), will attend the Cities 4 Europe event and the Belfast Tourism Showcase in Brussels. Timeline: January 2010 Reporting Officer: Laura Leonard
Key Abbreviations
MEP: Member of the European Parliament
Page 215 Agenda Item 19
Belfast City Council
Report to: Development Committee
Subject: Markets Unit Update
Date: 9 December 2009
Reporting Officer: Shirley McCay Acting Director of Development ext 3459
Contact Officer: Ian Carmichael Markets Development Officer ext 3522
Relevant Background Information
The Markets Unit is reporting on four issues: 1. A proposal for a Sunday Market in St George's 2. Request for a privately operated Sunday market 3. Unit lettings at Smithfield 4. Rent free period request.
Key Issues 1. Proposal for Sunday Market in St George’s.
Members will be aware that at the September Development Committee Members were made aware of a request by St George's Market traders for a Sunday Market in St George's Market. Members requested the Markets Development Officer (MDO) to come back with further information, including possible funding to assist in the operation of this market.
The MDO has investigated this request and has been informed by the Tourism, Culture & Arts Manager that there could be funding available from the Northern Ireland Tourist Board (NITB) from their Tourism Innovation Fund for 2010 - 2011, this is a competitive process where funding is requested but not guaranteed.
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As previously mentioned in September, a Sunday Market in St George's would have to be covered by overtime at an approximate cost of £1550 per week. The MDO has met with the Market's staff regarding the possibility of working a regular Sunday. Only two out of the seven markets staff have indicated they would be willing to work on a Sunday. This limited number of staff would cause long term operational issues. The MDO met with the NMTF (National Market Traders Federation) and requested that the NMTF Committee, or one of their members, gather a written list of traders who would definitely be interested in the Sunday market. This list would enable the MDO to calculate what the Sunday Market might cost and if it could be fully 'self sufficient', as previously stated by NMTF Committee. To date no written list of traders has been received, although there have been 70 verbal indications of interest.
Resource Implications : Approximate staffing costs of £1550 per week. Some funding may be available through a NITB funding application.
Recommendation : That Committee agree that the MDO investigate further the costs involved for staffing the proposed Sunday Market and confirm the number of interested traders.
Decision Tracking : Further to agreement that investigation that the MDO undertakes a further feasibility study with regard to the Sunday Market and reports back to Committee with the results. Time Frame: February 2010. Reporting Officer: Shirley McCay
2. Request for Privately Operated Sunday Market.
A request has been made by a local business man, Mr Bob Kearney, for permission to operate a Sunday Market as a private concern in the old Balmoral Fruit Market, South Belfast (see appendix 1). His intention is to operate a traditional style market with the addition of a mini car boot sale. At present this site is vacant and would require permission from Council to operate a market. Mr Kearney has no background in operating markets but feels his business background would be sufficient in making this enterprise a success. Mr Kearney has agreed that while the debate for a Sunday Market in St George's is ongoing he would not pursue his proposal. Under the Markets Charter, Belfast City Council own the rights to any markets within Belfast and would have to give permission for anyone wanting to operate any market.
Recommendation : That Committee note the information provided.
Decision Tracker : None
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3.Unit Lettings at Smithfield Market
The Development Committee at its meeting on 22 September 1999 granted authority for the Director of Development, in consultation with the Chairman of the Development Committee, to approve the terms of future lettings, subject to those terms being reported retrospectively, to the Development Committee.
Unit 20 – Smithfield Market – Travel Agency for Holiday Homes
Tenant: Mr Steve Gorman, 21 Walnut Road Larne BT 40 2WE
Unit Size: 150 Sq Ft Ground Floor
Terms: £190.00 per Month
Resources : Income to Council of £190.00 per month
Recommendation : That Committee note the terms of the letting in Smithfield, set out above.
Decision Tracking : There is no decision tracking associated with this item.
4. Request for Rent Free period.
Mr Adam Fullarton-Healey who leases Unit 6 St George's Market has requested a one quarter rent free period for his unit, (Appendix 2). Mr Fullarton-Healey benefited from a previous rent reduction, which was applied to all St George’s units due to difficulty in letting the units after the refurbishment works. A considerable amount of new office developments have been occupied since this reduction. Presently BCC receives approx £5.5.M from Estates in rental income, if this request is granted it would have a 'knock on' effect on all the BCC property portfolio, as any tenant could request a similar reduction. Mr Fullarton-Healey considers that the Council could offer all tenants a one month rent free period at the end of five years tenancy. Mr Fullarton– Healey is concerned that the Market only opens on Friday and Saturday, when he commenced trading he believed that the number of trading days would increase, however, Mr Fullarton-Healey does not open his shop unit on Saturdays. Resource Implications : If agreed a loss to the Council of £3187.59, with the potential for much higher loss. Recommendation : It is recommended that Committee agree to no changes to Mr Fullarton-Healey's rent and that no rent-free period be granted. Decision Tracking : Following agreement not to pursue the request for a rent free period that a letter be sent informing Mr Fullarton-Healey of the decision.
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Key Abbreviations NMTF - National Market Traders Federation BCC - Belfast City Council NITB - Northern Ireland Tourist Board MDO - Markets Development Officer
Documents Attached Appendix 1. Copy of Mr Kearney’s letters Appendix 2. Copy of Mr Fullarton-Healy’s request
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APPENDIX 2
Subject: Re request for 'rent free' period
Dear Pamela, Further to our discussions I would like to formally request that the Belfast City Council, our landlord, consider offering our business a rent-free period. This would be a one-off gesture of good will to help a small business in Belfast to continue trading as it has done for over 5 years at St George’s market. Our business is under considerable pressure at present, due to many issues, but the most prevalent being the unresolved issue of ‘Category M’ payment, which means we have not received all monies owed to us by the Department of Health; this issue of compensation currently resides with the High Court. In addition, we are under a great deal of pressure from the Ulster Bank who are not supporting us during this tough economic period, but instead imposing tough financial restrictions and penalties on our business. All of this information we have taken to our local MP Alasdair McDonnell who has offered his support to help wherever possible. Belfast City Council does an outstanding job of promoting their support for local small businesses; we are offering them the opportunity to support ours in this extremely difficult financial climate. Regards Adam Fullarton-Healey Fullarton Pharmacy St George’s Market
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