Document Pack
Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
th Friday, 8 April, 2011
MEETING OF PARKS AND LEISURE COMMITTEE
Dear Councillor,
The above-named Committee will meet in the Lavery Room (Room G05), City Hall on Thursday, 14th April, 2011 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
2. Review of Roselawn Crematorium (Pages 1 - 6)
3. Parks and Leisure Departmental Plan (Pages 7 - 38)
4. Pitches Strategy (Pages 39 - 44)
5. Budget Implications of Cemeteries and Crematorium Charges (Pages 45 - 46)
6. Whiterock Close Rent (Pages 47 - 54)
7. Land at Lenadoon Millennium Park (Pages 55 - 66)
8. Transfer of Land at Belmont Park (Pages 67 - 70)
9. Gallagher Bowling Green (Pages 71 - 76)
10. Grove Community Garden Project (Pages 77 - 78)
- 2 - 11. Concerts at Ormeau Park (Pages 79 - 84)
12. Refurbishment of Dunville and Woodvale Parks (Pages 85 - 98)
13. Suffolk Playing Fields (Pages 99 - 102)
14. Alexandra Park (Pages 103 - 116)
15. Summer Intervention Programme (Pages 117 - 118)
16. Mary Peters' Track (Pages 119 - 122)
17. Heritage Lottery Fund Consultation Response (Pages 123 - 130)
18. Dinner in the Sky (Pages 131 - 138)
19. Epizootic Depot (Pages 139 - 142)
20. Belfast Hills Partnership Funding (Pages 143 - 150)
21. Woodvale Park Cultural Celebrations (Pages 151 - 154)
22. Enchanted Garden Belfast Fesitval (Pages 155 - 158)
23. Institute of Cemetery and Crematorium Management Request (Pages 159 - 162)
24. World Transplant Games (Pages 163 - 164)
25. Sustrans Fundraising Request (Pages 165 - 166)
26. Support for Sport (Pages 167 - 176)
To : The Chairman and Members of the Parks and Leisure Committee Page 1 Agenda Item 2
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Parks and Leisure Improvement Programme - Review of Roselawn Crematorium
Date: 14 April 2011
Reporting Officer: Rose Crozier, Head of Parks and Leisure
Contact Officer: Norman Neill, Principal Consultant
1. Relevant Background Information
Members will be aware that this report was considered by the Parks and Leisure Committee at its meeting on 10 March 2011 at which time Members agreed to defer it for one month to allow for party group briefings regarding the issues and recommendations contained within the report. Party group briefings were delivered as requested over the previous month.
The City of Belfast Crematorium currently provides cremation services to both residents and non-residents of Belfast and is the only crematorium in operation in Northern Ireland.
The number of cremations has been steadily increasing for the past number of years with cremations in Northern Ireland now accounting for 18% of total deaths (74% in the rest of the UK).
Currently the crematorium is operating at full capacity and it is anticipated that the number of people choosing cremation will continue to rise in the future.
Accordingly, as part of the Parks and Leisure improvement programme, the HR/Organisational Development unit together with staff and management have undertaken an operational review of the crematorium. The Institute of Cemeteries and Crematoria Management (ICCM) has been used during this review to provide technical advice and assurance.
It is evident as the crematorium has now reached maximum capacity that current working arrangements need to be addressed.
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Current operating arrangements • The crematorium operates Monday to Friday 9.00am to 3.30pm and Saturday 9.00am to 11.30am • There can be up to an eight day wait for cremation.
Current staffing establishment The operational strand of the crematorium consists of: • 1 x Crematorium Supervisor, Scale 5 plus contractual overtime and weekend enhancement • 3 x Crematorium Technicians, Scale 4 plus contractual overtime and weekend enhancement.
In order to meet current operational requirements, staff are required to work regular overtime and agency staff are used to supplement permanent staffing levels (see table below for historical figures).
08/09 09/10 10/11 (projected up to period 12) Overtime Cost £20,250 £25,310 £21,135 Agency Cost £39,725 £32,615 £38,692 Total £59,975 £57,925 £59,827
In addition, regular operational support is provided by Cemetery Operatives.
2. Key Issues
• Staff and management have raised concerns that the current working arrangements are inefficient, impractical and risk impacting negatively upon service delivery. • Support provided by Cemetery Operatives was initially introduced as a temporary arrangement. However, due to the volume of assistance required, it is now causing a strain on their service delivery and the situation is becoming untenable. • A major area of concern is the length of waiting time for cremations. This is largely due to insufficient capacity for any additional cremations based on the current staffing levels and the number of slots available per day. • Consideration must also be given to increasing future demand for cremations including the potential increase in revenue.
Key findings • It is evident that the current staffing establishment of four is totally inadequate to meet the demands of the crematorium • Analysis of historical information i.e. agency, overtime spend and cemetery operative cover, shows that, if current operating arrangements continue, there is an immediate need to increase staff at technician level. • Throughout the review, it became apparent that all major stakeholders, including staff agreed that additional cremation slots should be made available providing an improved service / more choice to customers. • Whilst Saturday is not treated as a full working day, it has been clearly Page 3
established that there is the demand for additional slots on Saturdays. • A work study exercise was conducted to assess the impact of extending the opening hours of the crematorium (potential revenue and impact on future staffing levels) • Based on current capacity and potential increase in demand, it is anticipated that, if opening hours were to be extended to Monday to Friday 8.30am to 5.30pm and Saturday 8.30am to 2.30pm there would be capacity for an additional 1650 cremations per year (an increase of 50%)
• Increasing capacity by 50% will bring additional income to the service. There is a need for significant ongoing investment and additional funds will help to offset some of the cost. Prudent estimates anticipate the following increases:
Financial Year Income 2011/12* £125,000 2012/13 £300,000 2013/14 £400,000 *Based on changes being implemented by period 6 of the financial year 2011/12 and assuming growth in demand based on current analysis of market.
Proposals Crematorium Supervisor • The role of the crematorium supervisor has evolved and should now be revised to fully reflect the day to day operational accountability and responsibility for the crematorium. • It is the responsibility of the supervisor to ensure the efficient and effective day to day management of the crematorium ensuring that all operational policies and procedures are in place and are adhered to. • It is therefore proposed that this post be re graded to SO2 to reflect the higher level of duties and responsibilities and is re – titled to crematorium officer. Crematorium Technician • The current job descriptions of the crematorium technicians should also be revised to include additional duties and responsibilities associated with the opening and closing of the building, meeting and dealing with the bereaved and funeral directors and making operational decisions as and when required. • It is therefore proposed that these posts are re graded to Scale 6 and re – titled to senior crematorium technician to better reflect the duties and responsibilities. Current Staffing establishment • The crematorium currently has a heavy reliance on agency staff, goodwill from permanent staff to work overtime and also the use of cemetery operatives. • Furthermore, these current arrangements do not provide a consistency in the level of service being provided. • It is therefore proposed to increase the number of senior crematorium technician by one thereby eliminating the year on year cost of overtime and Page 4
agency. Opening Hours • Given the bereavement culture in Northern Ireland whereby funerals and cremations generally happen within three days, the current waiting time of up to eight days can cause additional distress to bereaved families. • It is proposed to extend the opening hours to Monday to Friday 8.30am to 5.30pm and Saturday 8.30am to 2.30 pm to help reduce waiting times and increase choice, resulting in a substantially higher standard of service delivery. • If Members agree to extending opening hours the lack of external lighting will be an issue at the site. The Property and Projects department has been asked to assess lighting needs and provide recommendations and estimated costs. Recommendations will be brought to committee at a later date. Future staffing establishment • The extension of the operating hours will have a knock on effect on the staffing numbers. • A detailed analysis of additional cremation slots has indicated that additional staff will be required to ensure the effective and efficient operation of the crematorium, whilst enhancing the level of customer service to all stakeholders, including bereaved families, members of the public and funeral directors. It is therefore proposed that, if the council decides to proceed with an extension to the current opening hours, an additional four technicians will be required.
These proposals will lead to a considerable enhancement to the important front line service that has been under significant pressure in recent times.
3. Financial Implications
Changes to current staffing establishment The financial impact of : - Re-designation of the crematorium supervisor and the crematorium technicians is £27,000 - One additional post at Scale 6 is £31,000 (this includes on costs and potential costs of staff working on a shift pattern) - This will be met by the anticipated reduction in overtime and agency (£59,827 for 2010/11 as stated in overtime and agency table)
Changes to future staffing structures The cost of increasing the number of crematorium technicians (Scale 4) by four is £100,000. It is anticipated that in the first year of implementation (the last 6 months of 2011/12) revenue will increase by £125,000. This will cover the full year cost of the additional four posts, plus allow for additional reinvestment into the crematorium to further improve the service.
Human Resources Consultation will continue with all relevant stakeholders including HR, trade unions and staff to develop an implementation plan which is fully in accordance with all HR policies and procedures. However Committee should note that all parties have been consulted throughout this process to date and are in Page 5
agreement with the recommendations contained in the review thus presenting a joint agreed position.
Further work will continue with staff and management to develop appropriate job descriptions and shift patterns. It is acknowledged that all affected post holders will be required to sign and agree amended job descriptions to take account of changes in reporting lines and agree to the a working rota that meets the proposed business needs.
Asset and Other Implications The proposals outlined present an opportunity to contribute to future capital investment in crematoria and cemetery facilities.
4. Equality and Good Relations Implications
There are no equality or good relations implications.
5. Recommendations
Committee is asked to approve the following proposals as outlined within the report: • Re-designate the posts of crematorium supervisor to Crematorium Officer (SO 2) and crematorium technicians to Senior Crematorium Technicians (scale 6) to better reflect the additional duties and responsibilities • Increase the establishment of senior crematorium technicians by one to cope with current demand • Extend the hours of opening for the crematorium to 8.30am – 17.30pm Monday to Friday, and Saturday 8.30am to 14.30pm • As a result of the extended opening hours increase the number of crematorium technicians by four.
6. Decision Tracking
The Head of Parks and Leisure will be responsible for implementation of structural and operational changes by end of September 2011.
7. Key to Abbreviations
ICCM: Institute of Cemetery and Crematorium Management
8. Documents Attached
None.
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Draft Park and Leisure Departmental Plan 2011/12
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Emer Boyle, Policy and Business Development Manager Karen Anderson-Gillespie, Policy and Business Development Officer
1 Relevant Background Information
1.1 The purpose of this report is to present Members with the proposed 2011/12 Parks and Leisure departmental plan for approval by committee.
1.2 Members will be aware that departmental estimates were considered on 7 January 2011 by Strategic Policy and Resources Committee alongside key actions for 2011/12 for each department. These were subsequently agreed by council at its meeting in February.
1.3 Since then, chief officers have been finalising their departmental plans based on these approved estimates and actions and this report presents, at Appendix 1, the final draft of the departmental plan for the Parks and Leisure Department.
1.4 The plan, once approved by committee, will also provide chief officers with the delegated authority to deliver the key actions contained in the plan subject to regular monitoring and reporting to both COMT and committee.
2 Key Issues
2.1 The content of the plan reflects the key supporting actions identified through the corporate plan.
2.2 The appended plan for the Parks and Leisure Department sets out: - the key achievements from 2010/11 - the key actions within the corporate plan that the department has - responsibility for delivering in 2011/12 Page 8
- key departmental actions in 2011/12 - the departments key performance indicators for 2011/12 - financial information relating to the estimates for 2011/12.
2.3 The plan provides a mechanism to enable committee and senior managers to performance manage the key work of the department in line with the corporate plan. It should also assist managers and officers in the department to make decisions and allocate resources in line with the agreed objectives and activities.
2.4 The Parks and Leisure Department will provide regular updates to committee on the progress of their plans and key work as part of the performance management framework previously agreed by Members.
2.5 Members should note that in a number of instances performance targets for the indicators listed have still to be included. This is because services are awaiting year-end out-turn figures to make target setting as accurate as possible. The missing targets will be brought back to committee as part of the first quarterly performance management report of 2011/12.
3 Resource Implications
3.1 Financial Section 9.0 (page 22) outlines the department’s budgeted net expenditure for 2011/12. Section 4.0 highlights some of the internal and external financial changes facing the department in the year ahead
3.2 Human Resources Delivery of most of the programmes and projects planned for the year ahead will require dedicated officer time and should be recorded and reflected within annual service plans, area plans and separate unit/centre level plans.
4 Equality and Good Relations Implications
There are none at this stage.
5 Recommendations
Members are asked to: (i) review the draft departmental plan proposed for 2011/12 and comment or suggest amendment as appropriate. (ii) agree the draft departmental plan 2011/12 (subject to any amendments agreed).
6 Decision Tracking
A six monthly update report will be provided to Members in October 2011.
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7. Key to abbreviations
None.
8. Documents attached
Appendix 1: Parks and Leisure departmental plan final draft.
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Contents Page
1.0 Background 1 - 2
2.0 Purpose, vision and values 3 - 4
3.0 Strategic themes 5
4.0 Changes in internal and external environment 6 - 7
5.0 Departmental structure and assets 8 - 9
6.0 Key achievements 2010/11 10 - 14
7.0 Key actions for 2011/12 15 - 20
8.0 Key performance indicators 2011/12 21 - 22
9.0 Financial Information 23
10.0 Monitoring and review arrangements 24
11.0 Committee membership 25 Page 13
1.0 Background
1.1 The corporate plan embodies what the council intends to achieve. It sets out Members’ ambitions for the city and their commitment to improving the quality of life for everyone who lives in, works in and visits the city. It is based upon an assessment of need in the city, the views of residents on what the council’s priorities should be and a commitment to strong political and executive leadership.
1.2 Whilst the corporate plan focuses on issues which cut across council departments it also reflects the importance of the quality of the vital services that are provided on a daily basis.
1.3 The corporate value creation map (VCM) is a performance management framework which is used to implement the corporate planning process and encourage services to work together across the council to improve quality of life and the different elements that contribute to this aim.
Belfast City Council VCM
The Council, working with communities and stakeholders, takes a lead role in improving quality of life now and for future generations for the people of Belfast by making the city and its neighbourhoods better places to live in, work in, invest in and visit.
Engaged and Active Communities Cleaner & Greener Stimulate and Support Economic Growth People feel safer
Cultural and People are Healthier Zero Waste direct Tourism to landfill Experience Younger and Older People Regeneration and High Quality Urban Growing the Rate Dealing with & Local Base Environment Emergencies
Environment Economy People and Communities Better leadership - strong, fair, together Better services - listening and delivering
Organisation Fit to Lead and Serve
Health and Environmental Services VCM 2009/10 Figure 1: Corporate VCM
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1.4 This departmental plan describes how the Parks and Leisure Department’s purpose, vision, values, objectives, activities and KPIs for the year 2011/12 complement those outlined in the corporate plan. This plan is the basis for management of the Department by Committee and senior management. It highlights the alignment and linkages between departmental activities and the corporate plan.
1.5 The Council’s Scheme of Delegation (Part 2, Section 2.6) gives authority to the Director to “implement those actions, initiatives and events which are planned for the relevant forthcoming year provided that the Departmental Plan has been approved by Committee prior to any decision being taken.” For the 2011-12 period, the Director of Parks and Leisure intends to use this authority to implement all the activities outlined in section 7 (Pg 17-21) and as well as any additional related activities. In particular the Director intends to use delegated authority to;-
(i) Implement those actions derived from the improvement programme; (ii) Authorise unforeseen or reactive events in any parks or leisure facility; (iii) Engage any relevant consultancy expertise required to deliver the actions outlined in Section 7 of the plan subject to adherence to the Council’s procurement protocols and the necessary budgetary allocation having been made; (iv) Set nominal entrance fees or charges or waive fees for the Department’s activities or events in those cases where an appropriate case has been made – e.g summer schemes and interface programmes. (v) Approve charitable collections and fund raising activities of partner organisations who contribute to the achievement of the council’s vision and objectives in Parks and Leisure facilities.
1.6 Progress update reports will be submitted to the Parks and Leisure Committee quarterly which will be generated from the corporate performance management system - CorVu.
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2.0 Purpose, vision and values
2.1 Our department’s purpose is:
To work with people across Belfast and its neighbourhoods to create an active, healthy and vibrant city.
The work of the department is reflected in the VCM below, which clearly reflects how we contribute to the objectives of the council:
Departmental VCM
We will work with people across Belfast and its neighbourhoods to create an active, healthy and vibrant city
Cleaner & Cultural and Engaged and Active Greener Tourism Experience Communities - - Contribute to the city - Engage with local people Maintain and develop visitor experience by parks and open spaces to create a wide range of promoting the areas of community programmes - Reduce the tourism, culture and environmental impact of heritage internal departmental activities People feel safer - Reduce the number of ASB incidents and make people Regeneration and feel safer High Quality Urban Growing the Rate & Local Base Environment - Maintain and enhance People are Healthier - Manage, protect and neighbourhood - Provide programmes and promote parks and open attractiveness and activities to engage and spaces economic regeneration educate people to at a local level participate and become more active Environment Economy People and Communities Better leadership - strong, fair, together Better services - listening and delivering
Organisation Fit to Lead and Serve
Figure 2: Departmental VCM
2.2 Our vision is:
The people in Belfast will be active and healthy and everyone will use leisure, parks and open space facilities across the city. They will participate in local events and play an active part in community life.
We will have pride in our work and be passionate about our purpose. The city and its neighbourhoods will be attractive and vibrant places to live in, work in and visit. We will continue to engage with local people and partners to make sure that people are offered the best possible facilities and services in a safe environment.
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We will protect the natural environment of Belfast and educate people on the importance of a green city. With our partners, we will work hard to connect the city and integrate our services. The range and quality of our facilities and services will be accessible and valued by citizens and visitors alike. Those who use our services and participate in programmes and events will be very satisfied with their experience.
We will be flexible and efficient. We will prioritise community involvement, customer focus and value for money. We will strive to understand the city and identify innovative possibilities and creative solutions to deliver excellent services.
We are about people, places and possibilities.
2.3 The council’s values are central to the way in which we work. As a council, we will:
x Focus on the needs of customers, have a ‘can-do’ attitude, be problem solvers; x Provide value for money and improve services; x Work together; x Respect each other, be fair, promote equality and good relations; x Act sustainably; x Ensure the highest standards of health and safety; and x Value our employees.
2.4 We fully subscribe to the council’s values and in particular we will adhere to the values outlined below. These values will underpin everything we do:
We are proud, passionate and professional:
Values What we mean
Proud Having pride in our work, the city and our environment. Being open and transparent and developing trust by doing what we promise. Having a ‘can do’ attitude and being empowered to deliver.
Passionate Being positive, active and helpful in working things out. Celebrating success and promoting our achievements. Treating each other with respect and dignity.
Professional Learning and developing as employees. Being willing to accept responsibility for our work and performance. Communicating openly about expectations and decisions taken.
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3.0 Strategic themes
3.1 The corporate VCM defines six strategic themes. These were chosen as priorities for the council in the context of a wider analysis of need in the city, the views of the public, and the statutory and strategic challenges and opportunities that are likely to impact on the council over the next three years. The themes are:
x City leadership – strong, fair, together
x Better opportunity for success across the city
x Better care for Belfast’s environment
x Better support for people and communities
x Better services – listening and delivering
x Better value for money – a can-do, accountable, efficient council
3.2 The last of these themes underpins all of the council’s work, and is further defined by the following strategic elements within the VCM:
x Corporate human resource management x Corporate financial planning x Corporate information management x Corporate planning and performance x Corporate communication and engagement x Corporate assets x Corporate governance and risk
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4.0 Changes in internal and external environment
The Parks and Leisure department is one of the largest departments within the council and will experience significant internal and external changes in 2011/12. We have developed a flexible and adaptable approach to manage the ongoing changes. A summary of the key changes in the year ahead are outlined below:
4.1 Internal changes
The financial environment x Increasing pressure on current budget allocation x Need to improve links between financial and business planning x Improving efficiency and value for money (VFM) x Need to maximise commercial income set against the external environment x Succession planning, voluntary redundancy (VR) and associated costs x Recommendations from the Improvement, Collaboration and Efficiencies working group and the Organisation Development panel.
Strategic focus x Increasing focus on a strategic approach to service delivery, for example through the emerging Active Belfast and Open Spaces, Pitches, and Allotments and Community Gardens strategies x Further developments in thematic working x Progress in strategic partnership working, delivering projects on an inter- departmental basis and with the Belfast Health Development Unit
Departmental improvement and structural change x Managing change and influencing behavioural and cultural change x Keeping staff, management and trade unions informed, involved and engaged x Maintaining service delivery following VR x Re-organising operational management and planning processes to include new and expanding areas of responsibility for example the Connswater Community Greenway and the North Foreshore x Increased community and customer focus brought about through the departmental improvement programme
4.2 External changes
The financial environment x The ever-tightening financial environment including limited capital investments x Focus on public spending and providing VFM and efficient services x Growing expectations among citizens and visitors
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Strategic focus x Improvements in strategic partnership working, such as the education sector, the Public Health Agency, sports governing bodies and the Community and Voluntary sector
Election year x Local government elections in May
Increased Central government focus on health and wellbeing x Central government policy focus on promoting active, healthy lifestyles and tackling obesity
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5.0 Departmental structure and assets
5.1 The Parks and Leisure department is responsible for approximately 20% of the council’s annual expenditure. The department is responsible for parks and leisure centre provision, leisure and sports development, conservation, landscaping, Malone House and Belfast Castle, crematorium and cemetery services, Belfast Zoological Gardens, events and extensive partnership working.
The department employs 813 staff, or 636.49 FTEs (full time equivalent, as many staff are part-time or casual employees).
The organisation chart below is the high level outline of the structure operating within the department:
Director of Parks and Leisure
Head of Parks and Leisure
Leisure Parks and Policy and Business Services Cemeteries Business Support Services Development Unit
Figure 3: Departmental Structure
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5.2 Departmental assets
Our departmental assets are spread across the city and the majority of our staff are based in outlying areas either in our leisure centres, parks, pavilions, depots, and open spaces i.e. Malone House, Belfast Castle, crematorium and cemetery services and Belfast Zoological Gardens. A map of current Parks and Leisure assets are shown below in Figure 4.
Figure 4: Departmental assets
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6.0 Key achievements 2010/11
Set against a background of ongoing change and increasing pressure on financial resources, the department has made significant progress on a number of activities in the last year. Among other achievements, the department has:
6.1 City leadership
Key achievements x Successfully delivered the Peace III funded Cultural Diversity in Sport programme, in partnership with Belfast Community Sport Development Network (BCSDN) x Developed draft Playing Pitches strategy and commenced consultation x Secured capital funding for enhancing playing pitches and the Mary Peters track x Successfully delivered the Peace III funded Cultural Diversity in Sport project “Our SPACE” programme x Continued working with Members and partners to develop an agreed approach to the Active Belfast and Open Spaces Strategy.
6.2 Better care for Belfast’s environment
Key achievements x Successfully implemented green flag management practices in our parks x Maintained the city’s tree database and conducted citywide health and condition surveys for trees x Developed a draft Countryside Recreation Plan x Commenced a dog park pilot programme within Orangefield Park x Delivered the Watch this Space environmental education programme, engaging almost 700 primary school children x Took part in over 90 international breeding programmes for endangered animals x Contributed to the development of the council’s Sustainable Development strategy through the Sustainable Development Steering group x Completed the first round funding application for the development of the Tropical Ravine and Botanic Gardens x Contributed to corporate environmental and recycling initiatives x Implemented year four of the Local Biodiversity Action Plan x Developed internal processes for the maintenance and management of invasive species
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6.3 Better opportunities for success across the city
Key achievements x Aligned departmental policy with regeneration and development priorities in the city x Ensured ongoing success in the development of heritage trails x Belfast Zoological Gardens recorded its highest ever monthly visitor numbers in August 2010, with over 70,000 visitors having a ’zooper’ day during this month x Commenced review of the business model for Belfast Zoological Gardens x Contributed to the council’s strategic approach to integrated tourism x We had 180,000 visitors to Belfast Castle and Malone House and hosted over 1000 events and functions
6.4 Better support for people and communities
Key achievements x Began construction on the Peace III funded Bridges Urban Sports Park x Funded 26 organisations through the parks events small grant scheme, helping to deliver events for over 38,000 attendees across 23 of our parks x Funded 138 local clubs and 23 different sports a total of £189,233 through the Support for Sport grant scheme including allocation of the following: o £70,000 on large development grants o £88,233 on small development grants o £31,000 on hospitality. x Commenced a review of the Support for Sport scheme x Developed a Friends Group policy and application process for small-scale financial assistance x Successfully delivered the Safer Neighbourhood Antisocial Behaviour Programme x Developed a youth participation initiative entitled ‘People in Parks’ as part of the wider approach to reducing antisocial behaviour in hotspot areas x Support a range of community initiatives, such as Hallowe’en lantern parades in Falls and Waterworks parks as part of the Safer Neighbourhood ASB Programme x Funded, facilitated and organised a varied range of indoor and outdoor events, such as the primary schools cross-country, parks family fun days and health open days in leisure centres x Delivered a wide variety of indoor and outdoor programmes and activities, including a range of taster sessions and the Euro Sport Health Day with a total of 7,700 participants attending x A total number of 14,938 participants registered for the summer scheme programme across all Leisure Centres an increase of 9% from last year x A suite of policies related to events and associated management handbooks/ guidance and forms have been completed and implemented. x Developed an Active Belfast Consortium Business Plan 2010/15 and commenced associated actions
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x Developed a departmental Participation Plan to encourage people to engage in more active lifestyles, and delivered the Healthy Families programme x Provided free Boost membership for 200 people living in areas of high deprivation x Extended theTeenage Kicks, Healthwise and Cardiac Rehab programmes x Received 1400 referrals for our Healthwise scheme; an increase of 40% on 2009 x Held 300 fitness classes a week at our 10 leisure centres x Successfully completed, with funding from Sport NI, the redevelopment of the main hall at Shankill Leisure Centre and associated centre programme. x Delivered an ‘Active Belfast’ conference, attended by 180 people x Established the ‘Are you fit for it?’ personal development through sport programme x Participated in the Active Communities programme with partners x Assisted local clubs in working towards Clubmark accreditation x Developed Coach Education programme, including a comprehensive training programme x Operated a regular bus service to Roselawn Cemetery for older people x Designed and built three Peace III funded community gardens at Lenadoon, Glenbank and Suffolk and participated in associated conferences
6.5 Better services
Key achievements x Developed a departmental customer improvement plan x Provided for 1056 burials and 2731 cremations x Successfully achieved Green Flag Award accreditation in two of our parks (Musgrave Park (achieved) and Cavehill Country Park (retained)) and applied for accreditation for Falls Park, Ormeau Park, Roselawn Cemetery, Botanic Gardens and Barnett Demesne x Completed planning applications for Dunville and Woodvale development programmes with full planning approval pending x Continued to play a key role in the development of the Connswater Community Greenway and assumed management and maintenance role x Developed an inspection process for pathways x Launched the online burial records search facility
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6.7 Better value for money
Key achievements
Human Resources x Implemented the attendance policy and introduced training for relevant staff across the department x Rolled out a consistent PDP approach across the department x Completed the review of business support and trialled a business support pilot in leisure centres x Implemented the parks operational review and commenced recruitment process x Commenced the leisure services operational review x Produced an IIP action plan across the department x Provided a leadership development course for managers involved in the departmental improvement programme x Initiated a health and safety pilot in parks in relation to how we react and record health and safety issues at external sites
Finance x Reviewed fees and charges across the department to identify new income opportunities x Commenced year one review of the departmental funding strategy x Completed a review of the financial management processes and improved the provision and timeliness of information to budget holders x Contributed to the corporate review of fees and charges x Reviewed cemeteries and cremation fees x Began the process of improving the link between financial estimates and business plans
Information Management x Upgraded the TLMS system x Trained staff in use of the new corporate CRM system for recording antisocial behaviour x Completed an audit of HR and finance information, as part of a wider departmental information audit. x Ongoing development of quarterly Corvu KPI reports and contribute to the development of the corporate business intelligence tool (Qlikview) x Developed an electronic events database to record, analyse and evaluate departmental events and programmes x Initiated a business process re-engineering (BPR) exercise in relation to the leisure management system (Indoor and Outdoor)
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Policy, Planning and Performance x Developed, collated, monitored and reviewed a suite of departmental KPIs x Successfully managed, monitored and reviewed the departmental and business planning approach x Established a departmental performance and planning taskgroup
Communication and Engagement x Commenced a review of the departmental approach to consultation and engagement x A communications plan was developed and implemented for communication on the departmental improvement programme and a staff newsletter was developed to support this x Undertaken a departmental review of marketing and communications x Migrated external websites for Belfast Castle and Malone House into corporate site x Reinforced mechanisms for consultation and engagement with trade unions through service and departmental forums and reviewed effectiveness
Assets x Implemented and trained relevant staff on the gateway process for capital projects x Contributed to the development of the council’s asset management plan x Managed the ongoing development of the new cemetery and crematorium project
Governance and Risk x Reviewed the department’s business continuity plans x Developed a departmental incident reporting protocol x Reviewed the department’s management practices in relation to data protection x Commissioned an audit of overtime and agency compliance and justification by the Council’s Audit, Governance and Risk Service. x Maintained a departmental risk register and associated risk management plans
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7.0 Key actions for 2011/12
The department’s key actions have been defined against the background of the VCM. Each key activity has a relationship with one or more of the themes described in the departmental VCM.
7.1 City leadership
Key actions
x Agree the next steps in the development of the new Active Belfast and Open Spaces (ABOS) strategy and commence delivery of year one actions x Deliver year one actions in the pitches strategy o Complete public consultation o Complete the prioritisation of sites/ facilities for development o Commence design and build on prioritised projects (subject to political agreement) x Develop and deliver a robust plan for the development of cemetery and crematorium provision in Belfast x Work in partnership to develop strategic capital enhancement and programming projects including: o Upgrading and regenerating Mary Peters Track in order to facilitate the 2013 police and fire fighter games o Sourcing funding for the re-development of the Tropical Ravine in Botanic Gardens and the Floral Hall in Belfast Zoological Gardens o Develop strategic relationships with schools re recreational facilities o Make arrangements for the management and maintenance of phase one of the Connswater Community Greenway o Complete the Dunville and Woodvale park development programme and commence development works subject to agreement on funding
7.2 Better care for Belfast’s environment
Key actions
x Complete a Green Flag standard site assessment across the department’s parks and open spaces x Apply for the Green Flag Award for three additional sites x Carry out a review of departmental environmental management processes x Protect, promote and enhance the existing asset portfolio and integrate with capital enhancement projects
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7.3 Better opportunities for success across the city
Key actions x Develop an annual programme and plan of parks and leisure focused citywide events
x Improve parks and open spaces by developing with local communities and partners local area programmes linked to capital enhancement projects at Connswater Community Greenway, Dunville Park and Woodvale Park.
x Contribute to the delivery of the Integrated Strategic Framework for Belfast Tourism.
7.4 Better support for people and communities
Key actions x Develop a plan to facilitate the delivery a range of programmes and activities with local communities x Develop and deliver the Safer Neighbourhood Antisocial Behaviour plan and Programme x Deliver and evaluate the Presence in Parks pilot x Deliver phase two of the People in Parks (youth) initiative with Challenge Youth x Deliver improvements in dog services and dog control in our parks x Together with the Belfast Health Development Unit and other partners develop an Active Belfast Partnership to develop and deliver year one actions for a more active Belfast. x Develop programmes to increase participation in connection with 2012 Olympics to maximise the Olympic legacy x Complete and launch the new Urban Sports Park and deliver associated sports development activities x Agree and implement an allotment and community garden strategy together with the Belfast Health Development Unit and the Public Health Agency (PHA) x Deliver a range of health and wellbeing programmes and activities including: o Parent and toddler swim classes o Make a splash swim programme o Summer schemes o Healthwise exercise referral scheme o Cardiac rehabilitation (Phase 4) programme o Work for health
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o Health for life scheme o Activ8 programme o Healthy families o Watch this space programme o Toddler to teenager programme and programmes for seniors and women
7.5 Better services
Key actions x Improve the customer experience at Parks and Leisure venues by: o Developing and implementing a customer improvement plan o Implementing further service improvement pilots and programmes o Through operational reviews identifying and delivering improvements and efficiencies in our services x Agree and implement the revised business model for Belfast Zoological Gardens x Review, agree and implement a new business model for Malone House and Belfast Castle x Continue to work with partners to develop and implement an improved model of community engagement to co-produce outcomes in the city’s neighbourhoods x Improve service provision and support for allotments and community gardens across the city
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7.6 Better value for money
Key actions Human Resources
x Ensure compliance and review effectiveness of corporate HR strategies, policies and procedures: o Attendance policy o Vacancy control o Health and safety x Roll out consistent PDP process throughout the department with linkages to a training database for the department x Participate in the process for obtaining corporate IIP – implementing systems and processes ensuring the department can achieve IIP standards x As part the departmental improvement programme, carry out structural reviews and manage change.
Finance
x Undertake financial training as part of the roll-out of integrated financial planning and reporting system x Adhere to corporate processes and development of financial planning, management and control and review effectiveness x Revise the Boost membership scheme and review the Boost pricing scheme x Identify opportunities and implement initiatives to maximise income x Implement recommendations arising from a review of departmental grant schemes x Secure and manage funding from external sources for major initiatives, including: o Peace III (i.e. Belfast peace plan phase 2) o DSD (BRO) o Heritage Lottery Funding (i.e. Heritage grants, parks for people) x Seek opportunities to source corporate sponsorship
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Information Management x Implement and review corporate information management systems, including: o Clockwise o TLMS o CorVu o Clikview o SRM x Adhere to corporate complaints procedure and FOI legislation and ensure clear audit trails of same x Review and implement recommendations from information asset register x Review and improve the use of IT systems in the department including Business Process Re-engineering (BPR) of current processes x Implement the CRM system for ASB incidents and review its effectiveness
Policy, Planning and Performance x Manage, monitor and review the departmental planning approach and improve the link between financial estimates and business plans x Hold quarterly DMT performance meetings with senior managers to monitor and review departmental priorities and financial management x Design and pilot a framework to capture, monitor and evaluate social outcomes for a relating to the achievement of the our departmental vision and objectives
Communication and Engagement x Develop and deliver the departmental marketing and communications strategy to best promote the work of the department x Deliver the internal communications plan to support internal communication x Develop and implement a departmental consultation and engagement framework aligned to the corporate approach x As part of the improvement programme, prioritise online transactions within available budgets and system functionality
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Assets x Ensure that recommendations from the asset management strategy are implemented and contribute to the development of the council’s asset management plan x With Property and Projects Department, commission a condition survey of departmental buildings and structures and prioritise capital needs in a strategic capital plan which includes a building or asset upgrade programme
Governance and Risk x Complete and monitor the departmental risk register and risk management plans and integrate into business planning process x Implement agreed audit recommendations (where applicable)
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8.0 Key Performance Indicators (KPIs) 2011/ 12
The following departmental KPIs will be used to measure and monitor departmental progress and success:
The department has developed the following set of KPIs for collection, monitoring and reporting (via the performance management system - CorVu) throughout the 2011/12 financial year. Where applicable and available target data has been provided quarterly and annually. Baseline data is still to be established for some of the KPIs outlined below.
The indicators outlined below will be monitored quarterly by the DMT and will be reported on a quarterly basis to Chief Officer Management Team (COMT) and the Parks and Leisure Committee.
8.1 Better Care for Belfast’s Environment
Annual Target x No. of parks and green spaces that have attained green 3 flag accreditation x Average green flag score across parks and open spaces Establish baseline x % of waste recycled Establish baseline x Energy consumption expressed in gigajoules per hour per TBC sq metre (Parks and Leisure Department)
8.2 Better Opportunities for Success across the city
Annual Target x No. of visitors to the zoo 300,0003
8.3 Better Support for People and Communities
Annual Target x % of users who use leisure centres twice + per week TBC x No. of people who use/ visit our leisure facilities TBC x Participation levels at events TBC x No. of reported ASB incidents TBC
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8.4 Better Services
Annual Target x Programme Participation levels (outreach and health) Establish baseline
8.5 Better Value for Money
Human Resources Annual Target
x Average number of working days per employee lost due to TBA absence (measured against agreed targets)
0 x Variance between actual direct employee costs and budget 0 x Variance between actual Staff Number and agreed establishment
Financial Planning Annual Target
x % Variance between net expenditure and budget +1 / -3% x % Variance between planned net expenditure and forecasted net expenditure +1 / -3%
x % Variance between planned capital expenditure and planned forecasted expenditure for the current year + 1 / -3%
x % Variation between forecast outturn at period 6 and actual outturn at period 12 + 1 / -1%
x Total net cost per user (indoor & outdoor leisure, Belfast Establish baseline zoo) x Ratio of income to expenditure (Parks and Leisure 1: 0.28 Department) x Total net cost per ratepayer £93.60
Corporate Policy, Planning & Performance Annual Target
x % PIs with valid data collected and reported upon 85%
x % PIs on target TBA *
(*Target to be confirmed at year end)
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9.0 Financial Information
The Parks and Leisure Department manages 20% of the council’s annual budget, totalling a budgeted net expenditure of £22,940,266. Employee costs account for 65% of this expenditure.
Main Items of Estimated Expenditure 2011/12
Net Expenditure Estimated Net 2010/11 Expenditure 2011/12
Leisure 8,287,520 8,193,619
Parks and Cemeteries 11,916,101 12,381,227
Parks and Leisure Directorate 2,097,253 2,365,420
Total 22,300,874 22,940,266
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10.0 Monitoring and review arrangements
The council has introduced an integrated performance management system - CorVu that enables regular, up-to-date reporting to be undertaken at corporate, departmental and service level.
A number of KPIs and projects have been identified as corporately significant and are contained in the corporate plan. They will be reported on a quarterly basis to COMT to ensure ongoing management of the key priorities.
The Director of Parks and Leisure has the responsibility of monitoring, reporting and reviewing the progress of KPIs and projects within the departmental plan to the Parks and Leisure Committee (quarterly), Chief Officers’ Management Team (COMT) (quarterly) and the Departmental Management Team (DMT) (weekly).
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11.0 Committee membership
The Parks and Leisure Committee is responsible for the key decision-making and direction of the department. The Members of the Parks and Leisure Committee are:
Chairman Councillor Peter O’Reilly
Deputy Chairman Councillor Tom Hartley
The Deputy Lord Mayor Councillor William Humphrey Councillor Christopher Stalford The High Sheriff Councillor Ian Adamson Councillor David Browne Councillor Steven Corr Councillor Tom Ekin Councillor John Kyle Councillor Nichola Mallon Councillor Conor Maskey Councillor Gerard McCabe Councillor Patrick McCarthy Councillor Margaret McKenzie Councillor Jim McVeigh Councillor Caoimhín Mac Giolla Mhín Councillor Lydia Patterson Councillor Gavin Robinson Councillor Jim Rodgers Councillor Bob Stoker
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This page is intentionally left blank Page 39 Agenda Item 4
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Playing Pitches Strategy
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Claire Sullivan, Policy and Business Development Officer
1. Relevant Background Information
1.1 Members are aware of the ongoing process to develop a playing pitches strategy and as part of this a number of reports have been considered by committee. The latest of these was the special meeting of the committee on 21 March 2011. An extract from the minutes is set out below:
“Arising from discussion, Members expressed the following concerns: • the Cliftonville playing fields and other facilities located in the North of the City had not been included within the list of viable sites for the delivery of phase 1; and • that it appeared that adequate provision had not be made for the future development of cricket and junior and ladies football provision. In addition, several Members sought further information in relation to the matrix which had been utilised to score each viable site for development. After discussion, the Committee: (i) noted that action plans would be developed for the delivery of objectives 1 and 2 contained within the report; (ii) agreed that the weightings associated with the prioritisation matrix be amended as follows: - Need 30% - Proximity 10% - External Funding 20% - Partnership 10% - Intensification of use 20% - Reputational Risk 10%; and (iii) agreed to defer consideration of the prioritised lists for pitches and training facilities to enable further information to be obtained.”
Since the special committee officers have been working to address these concerns and the information requested is detailed in the following sections. Page 40
2 Key Issues
2.1 Juvenile provision Members queried the provision that is currently being made for juveniles, in particular junior soccer, and whether it was meeting the need across the city.
An analysis of current usage shows that 6 youth soccer leagues are allocated a total of 66 pitches across the city on Saturday mornings for their matches. A total of 5 pitches are used on Sundays for junior soccer. The teams that make up the junior soccer leagues range in age from under 10s up to under 18s. Five GAA clubs book pitches at Cherryvale, Boucher and Cliftonville for juvenile matches and one rugby club use a pitch at Cherryvale for its junior team. These pitches are not allocated and are booked on a first come basis.
Currently juvenile games for all sports are played on the full size pitches and the leagues/clubs mark out smaller areas with cones if this is required. The leagues have not requested that the council mark out pitches for junior games. The council currently provide smaller portable posts at Cherryvale; and a request has also been made for smaller portable posts at Boucher Road and this is currently being considered.
Consideration could be given to converting several full size pitches into junior soccer pitches; there are several pitches that are not currently used by senior leagues (one at Boucher Road and one at Strangford Avenue) or only on an occasional basis (four at Victoria Park). If this option was considered the impact on older teams would need to be considered further. There would also be a financial impact if this option was chosen as it is unlikely that senior leagues would chose to play on junior pitches resulting in a lose of income.
It is recommended that further work be carried out in relation to this issue including an examination of best practice from elsewhere.
2.2 Cliftonville Playing Fields
At the special meeting on the 21 March 2011 Members expressed concerns that the Cliftonville Playing Fields and other facilities located in the north of the city had not been included within the list of viable sites for delivery in phase 1 of the strategy.
Members will be aware that the Council’s agreed position regarding the development of Bunscoil Bhean Mhadagain at the Cliftonwille Playing Fields was decided by the Community and Recreation (Parks and Cemeteries Sub-Committee) on 6 February 2007. The Sub-Committee agreed to proceed with the sale of the land to the Bunscoil, a site of some 1.3 acres and agreed to proceed with a grant of rights to the Bunscoil in respect of just over half an acre to facilitate the development of shared car-parking. The Page 41
funding for the sale of the site was to be provided by the Department of Education for Northern Ireland. The Sub-Committee also agreed to the development of a new GAA pitch on the remaining land behind the school which would be part-funded by the sale of the site.
The Department of Education informed the Bunscoil in 2010 that the economic appraisal had been approved and that the preferred option is for a replacement school on the basis outlined above. However the Department have not to date given an indication as to when it would be in a position to fund the school development.
Following the discussion at the special meeting on 21 March 2011, the Director contacted the Deputy Secretary in the Department of Education and has subsequently written to the Department to seek clarification of the current position. To date no response has been received from the Department.
The Director has also met with representatives of the Bunscoil and the two GAA clubs that currently use the playing fields to explore the options regarding the site. They have undertaken to write to the Council outlining their joint position.
Officers have also identified a range of possible scenarios regarding pitch development on the site and have been assessing them against the prioritisation matrix. Until clarification is received from the Department of Education, the Bunscoil and the GAA clubs it is not possible to provide Members with sufficient information to review the position regarding the Cliftonville Playing Fields.
2.3 Partnership Opportunities Members will be aware that in the second phase of the implementation of the strategy the council wishes to work in partnership with other organisations in the provision of playing pitches. The council is currently exploring the possibility of developing Memoranda of Understandings with both BELB and CCMC which would include a requirement for consultation between all partners on any capital expenditure on new facilities including playing pitches or leisure facilities. Work will continue on this in conjunction with the Director of Property and Projects and a report will be brought forward in due course.
2.4 Prioritisation – pitches At the special committee meeting in March 2011, Members requested the detail behind the scores that each site was given following the application of the prioritisation matrix; this has now being circulated to all Members of the Parks and Leisure Committee.
It was proposed that any capital development of pitches would follow the priority list, in priority order (and would involve not less than 5 sites) subject to consideration of “deliverability” issues or obstacles which could potentially hinder development of the site. Page 42
The sites which are chosen for a new or upgraded 3G pitch development will also have provision made for the necessary ancillary features such as sufficient changing facilities, flood lighting and fencing.
Members should note that the GAA have confirmed that they allow 3G pitches to be used for both training and competitive matches.
Members are also advised that the council has been holding ongoing discussions with the GAA re potential partnerships, including funding for the development of pitches and the GAA have provided the council with outline proposals for developments at Woodlands and Cherryvale Playing Fields. These will have to be assessed in some detail. If as a result of partnership funding additional money becomes available from the £10 million allocation in the capital programme, it is the intention that this money would be used to develop sites additional to the five that have been initially prioritised.
2.5 Cricket pitches The draft strategy provides for the installation of cricket squares at two sites. Subject to Committee agreement it is proposed that an additional cricket square would be installed at the City of Belfast Playing Fields and that the current cricket square at Blanchflower be upgraded. This would bring the total number of cricket squares that the council provide up to five; three at City of Belfast Playing Fields and one each at Blanchflower and Grove Playing Fields (two of which are synthetic wickets).
2.6 Changing Facilities An upgrade of existing changing facilities is also planned in the first phase of implementation of the playing pitches strategy. The upgrade will involve 4 sites (at an estimate of approx £300K each) and it is proposed that the sites will be chosen from the following: Ballysillan – new facility Blanchflower – upgrade to existing facilities Dixon - upgrade to existing facilities Musgrave Park – new facility Victoria – upgrade to existing facilities Waterworks (Westlands) – new facility Wedderburn – upgrade to existing facilities
The criteria outlined in the prioritisation matrix are not appropriate when applied to the investment decisions required for changing facilities. Instead this list is based on information regarding condition at existing changing facilities given the intention to provide adequate changing at any new pitch site.
Members should note that this list is subject to the final decision that is taken on which sites will be chosen for pitch development and therefore may change. Page 43
2.7 Next Steps Subject to committee and Council approval of the capital investment proposals the next stage in the process is the second phase of public consultation. This will focus on the local impact of the development of sites as agreed by council.
Members agreed at the special meeting in December 2010 that the public consultation exercise will involve a series of meetings with key stakeholders and users and that these will be independently facilitated. The consultation papers will also be available to download from the website and information on the second phase of the consultation will be sent out to all those people on our mailing list.
3 Resource Implications
Financial £10 million has been allocated in the capital programme for the implementation of the playing pitches strategy in the period 2011-2014
Human Resources No additional human resources known at this time.
Asset and Other Implications None at this stage although the implementation of the strategy may have implications on the number and type of playing pitches provided by the council.
4 Equality and Good Relations Implications
Policy Arc Ltd has been appointed to externally verify the equality dimensions to the development of the strategy. Their feedback is that the process to date is in line with the statutory guidance. They continue to offer advice and feedback to the council throughout the consultation and EQIA process.
5 Recommendations
Not all of the information and clarification requested by Members at the Special Meeting on 21 March 2011 is yet available. Members are asked to note the progress to date and agree that final recommendations will be reported to the Committee at its June meeting.
6 Decision Tracking
A report outlining a final recommendation will be brought to committee in June 2011 by the Director of Parks and Leisure.
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7 Key to Abbreviations
GAA: Gaelic Athletic Association BELB: Belfast Education and Library Board CCMS: Council for Catholic Maintained Schools EQIA: Equality Impact Assessment
8. Documents attached
None.
Page 45 Agenda Item 5
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Cemetery/Crematorium Charges
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Jacqui Wilson, Business Manager
1. Relevant Background Information
Members will recall the report presented in February on the review of fees and charges for burials and cremations which was agreed at council on 1 March.
The charges for burial and cremation services are normally reviewed in January along with the department’s other fees and charges. A 5% increase has currently been allowed for in the 2011/12 estimates.
2. Key Issues
At February Parks and Leisure committee Members agreed that: (i) in relation to the provision of new graves for Belfast residents, option 1 be adopted, that is, no price increase (ii) in relation to the provision of new graves for non – Belfast residents, option 2 be adopted, that is a 5% increase; (iii) in relation to those cremation charges applicable to Belfast residents, option 1 be adopted, that is, no price increase (iv) in relation to those cremation charges applicable to non-Belfast residents, that a 10% increase by levied each year over the next four year period; and (v) a review be undertaken over the next six months in respect of all charges levied in connection to the council’s provision of cemeteries and cremation services.
The above decision has implications in relation to the budgeted estimated provision for 2011/12 for the service as they do not provide for an inflationary increase in costs to the service or generate the level of income estimated.
3. Resource implications
Financial The analysis of the current levels of demand by residents and non residents indicates a potential loss of income in relation to burials is £24,000. However as Page 46
61% of current users of the crematorium are non residents with the 10% increase in charges agreed there is the potential to gain approximately £10,000. The net loss in relation the charges set would be £14,000 approximately. Again these figures are subject to demand and are based on the trends experienced in 2010/11 year to date.
4. Equality and good relations implications
An equality impact assessment of the scale of charges within the service was previously carried out and all issues were addressed at that time. No changes have been made to the principles underpinning their rationale.
5. Recommendations
Members are asked to note the contents of the report.
6. Decision Tracking
New pricing schedule implemented from 1 April 2011 as per the recommendation adopted to be carried out by the Business Manager and reflected in the estimates going forward where applicable.
7. Key to abbreviations
None.
8. Documents Attached
None.
Page 47 Agenda Item 6
Belfast City council
Report to: Parks and Leisure Committee
Subject: Arrears of Rent and Rent Reviews at Whiterock Close
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Cathy Reynolds, Estates Manager, Property and Projects Department
1. Relevant Background Information
1.1 By a 99 year lease dated 29 December 1995 the council leased approximately 0.3 hectares (0.74 acres) of land at Whiterock Close to the “trustees of Blackmountain Irish Medium School”. Four named trustees signed the lease. Some time in early 2005 the school moved to another site and in June 2006 because of anti-social behaviour on the site, the site was cleared of buildings and levelled. The site has remained undeveloped since.
1.2 At a meeting on 19 June 2009 the Strategic Policy and Resources Committee provided authority for the council to accept surrender of the 99 year lease from the school trustees. The Committee also agreed to defer a decision on the pursuance of arrears. Following this, council officers prepared a Deed of Surrender for signature by the trustees. The completed Deed of Surrender was returned to the council on 14 January 2011. As a result, control of the site has now been returned to the council.
1.3 Arrears of Rent Historically the school paid rent quarterly on demand but around the time the school moved to a new location, and vacated the site at Whiterock Close, regular payments came to an end. The last regular payment was made for the period up to 30 August 2005. Since then the only payments received were in April and June 2008 to cover three periods in 2006. No payments have been made since.
1.4 Around the time the school moved off site, two of the four school trustees (who were developing an adjoining site with social housing) approached the council to seek variation and extension of the lease to allow elements of commercially orientated development on the site. Under the auspices of the then Head of Recreation and Community Development, discussions on the future of the site ensued with school representatives. During this period the council sought, and were provided with, assurances regarding the payment of
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arrears of rent, including: i) Letter dated 9 June 2006 from the school Principal stating the trustees will abide by the conditions of the lease. ii) At meeting on 18 July 2006, school representatives (including one trustee) agreed arrears would be settled shortly. iii) At meeting on 16 November 2006, school representatives agreed to forward a letter setting out proposals for clearance of arrears. iv) Letter dated 16 January 2008 from one of trustees saying the trustees have agreed to pay outstanding rent arrears. v) Letter dated 25 November 2008 from the school Principal saying that some outstanding invoices had been passed for payment.
1.5 In view of the continuing non-payment of rent and other issues, a report was brought to Parks and Leisure Committee in March 2008 in relation to the trustees request for conversion of the their leasehold interest to an unrestricted freehold interest. The report also highlighted potential for termination of the lease and recovery of the site and potential reference to the Lands Tribunal in relation to the outstanding rent review. The matter was deferred for further information. In June 2008 a similar report was brought to Parks and Leisure Committee and was deferred for a further legal opinion.
1.6 In a letter dated 11 March 2009, two of the four school trustees, confirmed they wished to surrender their interest in the 1995 lease. Following this a report was presented to the Strategic Policy and Resources Committee in June 2009. This sought authority on two matters. Firstly acceptance of the surrender, subject to completion of an appropriate legal agreement and secondly to seek authority to pursue arrears up to the date on which the trustees first indicated in writing that they would surrender the lease (i.e. by letter dated 11 March 2009). Committee agreed to accept the surrender of the lease and deferred a decision on pursuing arrears to enable further information to be obtained.
1.7 Since the SP&R decision of June 2009, Legal Services and Estates Management Unit, with the assistance of community representatives, have endeavoured to arrange completion of the formal Deed of Surrender. This has proved a long and difficult process, mainly on account of the uncertain whereabouts of one of the four trustees (the Deed required the signatures of all four trustees named in the original 1995 lease). As mentioned at the commencement of this report the completed Deed of Surrender has only recently been received.
1.8 Rent Reviews The initial market rent under the 1995 was £3,325 per annum. The lease provided for reviews of rent every five years. The first Rent Review fell due on 1 December 1999 and was agreed with the school Principal at £6,500 per annum. The second review with effect from 1 December 2004 was triggered by Estates Management Unit on 29 December 2004, at which time a proposed revised rental level of £9250 per annum was proposed to the school. With the other issues prevalent at that time, the school did not engage in any negotiations or indicate a level of rent they would be prepared to pay. In light of this, the reports to the Parks and Leisure Committee in March and June 2008 (referred to above) included a request for authority to Page 49
refer (if necessary) the matter to the Lands Tribunal for decision on the level of revised rent. Committee deferred consideration of these matters. The next reference to Committee in March 2009 sought direction only on the core issues of lease surrender and collection of arrears.
1.9 While Rent Review is an important issue with financial implications for the parties to the lease, the extent of the financial implications are to a large degree influenced by the date up to which Committee decide to pursue Arrears of Rent.
2. Key Issues
2.1 Arrears of Rent i) Rent paid regularly up until 30 August 2005. ii) The only payments since 2005 were made in April and June 2008 specifically to cover three quarterly invoices from March, June and August 2006. iii) Assurances were provided by school representatives in 2006 and in 2008 that arrears would be dealt with. iv) By letter dated 11 March 2009 the two trustees who had been in discussions regarding future development of the site agreed to surrender their interest in the 1995 lease. v) Formal Deed of Surrender, signed by all four trustees, received on 14 January 2011. Advice obtained from Legal Services is that all four trustees are individually and collectively liable for rental payments. While the financial capacity of the trustees to pay arrears is not known, it is likely the ability of some trustees to make payment, will be greater than that of others.
2.2 Rent Reviews The date up to which Committee decide to pursue Arrears of Rent will have a considerable influence on the financial impact of Rent Review(s) upon the trustees. In view of this it is proposed to leave the matter of Rent Review for further discussion with the school trustees following the Committee’s decision regarding the date to which Arrears of Rent are to be pursued.
3. Resource Implications
3.1 Financial Implications
Arrears of Rent Rent is a debt owed and the council is obliged to pursue this to seek the best settlement available. Committee’s view on the date up to which the council should seek to recover payment are set out as Options 1 to 7 below. Each quarterly invoice is for a sum of £1,625.
Option 1. Seek payment up to completion of the Deed of Surrender, 14 January 2011. The amount due up to this date is £29,983.87.
Option 2. Seek payment up to the date when the initial Deed of Surrender, signed by three of the four trustees was received (19 March 2010). The amount due up to this date was £23,081.93. Page 50
Option 3. Seek payment up to the date the Strategic Policy and Resources Committee authorised surrender of the lease, 19 June 2009. The apportioned amount due up to this date is £19,301.27
Option 4. Seek payment up to the date of the letter from two of the trustees (the two who had been involved in discussions with the council regarding potential commercial development of the site) indicating their willingness to surrender the lease, 11 March 2009. The apportioned amount due up to this date is £17,525.49.
Option 5. Seek payment of any invoices which pre-date the date the last payment made to the council. This is on the basis that the making of payments was a clear indication of the acceptance of responsibility by the school for the site. The last payment was made on 6 June 2008 and the outstanding amount due at this date is £12,566.62.
Option 6. Seek payments for amounts up to the date the site was cleared of school buildings. It is believed this was in the week commencing 12 June 2006. The total amount outstanding as at 12 June 2006 is £3,250.
Option 7. Seek payment up to the date the school left the site for their new premises. This is believed to be circa the end of January 2005. Amounts outstanding up to this date are £nil.
In summary: 3.1 Option 1. Rent up to 14 January 2011 - £29,983.87. Option 2. Rent up to 19 March 2010 - £23,081.93. Option 3. Rent up to 19 June 2009 - £19,301.27. Option 4. Rent up to 11 March 2009 - £17,525.49. Option 5. Rent up to 6 June 2008 - £12.566.62. Option 6. Rent up to 12 June 2006 - £3,250. Option 7. Rent up to 31 January 2005 - £nil.
None of the proposed settlement dates referred to in the above Options 3.2 would be curtailed by the operation of the Limitation Act 1980 (referred to as the ‘Statute of Limitations’). Legal Services advice is that Members will be acting within their powers in determining which ever date Members consider reasonable.
Following discussions with one of the trustees on 14 March 2011 it was 3.4 agreed he would make a written submission for consideration by Committee. This may be available for tabling at Committee.
Rent Reviews 3.5 Financial implications related to Rent Review(s) to be reported to a future meeting of Committee following further discussion/negotiation with the school trustees.
Human Resources Implications: 3.6 Resources in Central Transactions Unit will be required to seek payment up to whatever date and for whatever amounts Committee determine are appropriate. Any difficulties in obtaining payments up to the designated date Page 51
could involve Legal Service resource in an effort to recover arrears due. Further negotiation of rent reviews would draw primarily on Estates Management resource.
Asset and Other Implications 3.7 The continuing non-payment of rent combined with the difficulties in obtaining surrender of the lease have now been brought to an end by completion of the Deed of Surrender and consequent recovery of the site for council use. The asset is now available for the potential benefit of the local Community and users of the adjoining council facilities.
4. Equality and Good Relations Considerations
4.1 No known equality or good relations considerations.
5. Recommendations
5.1 Recommendations on the two issues i) Arrears of Rent; and ii) Rent Review; are set out separately below. Members are recommended to provide relevant authority on each of these separately.
5.2 i) Arrears of Rent. The site was leased for 99 years for school purposes. Around the time the site was vacated by the school, two of the trustees entered discussions with the council to seek an extension of the term of the lease and widen the terms of the lease to facilitate elements of commercial development. During this period regular payments of rent ceased, although the council received assurances from the school Principal and the relevant two trustees regarding payment of arrears. The most recent letter suggesting arrears would be paid is dated 16 January 2008. A subsequent letter dated 25 November 2008 said that some outstanding invoices would be passed for payment, but gave no undertaking as to which invoices or how much of the arrears would be cleared. In view of the various assurances it is considered the council seek payment of arrears up to the date on which a letter was received from the two relevant trustees confirming their intention to surrender their interest in the lease (i.e. letter dated 11 March 2009). Option 4 is therefore recommended for Committee approval subject to the further approval of the Strategic Policy and Resources Committee in accordance with Standing Orders 46 and 60.
ii) Rent Review Members are asked to note that further discussions between officers and the 5.3 trustees regarding the Rent Review(s) will be initiated following the Committee’s decision on the principal issue of Arrears of Rent and that a further report will be brought to Committee within two months to update members on progress regarding Rent Review.
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6. Decision Tracking
Director of Parks and Leisure to liaise with the Director of Property and Projects with a view to bringing the matter of arrears to the Strategic Policy and Resources Committee within two months of the ratification by full council of the decision of this Parks and Leisure Committee. Director of Parks and Leisure to liaise with Director of Property and Projects to bring a report on Rent Review(s) to the Parks and Leisure Committee within two months.
7. Key to Abbreviations
SP&R Committee – Strategic Policy and Resources Committee
8. Documents Attached
Appendix 1: Map showing (outlined red) the extent of the area formerly leased to Blackmountain Irish Medium School.
Page 53 Page 54
This page is intentionally left blank Page 55 Agenda Item 7
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Land at Lenadoon Millennium Park
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Cathy Reynolds, Estates Manager, Property and Projects Department
1. Relevant Background Information
1.1 In early March 2011 the council were approached by the architect acting for Lenadoon Community Forum (LCF), representatives of Lenadoon Community Forum (LCF) and Suffolk and Lenadoon Interface Group (SLIG) regarding the proposed construction of changing accommodation on Housing Executive land (outlined red on Appendix 1) which lies between council owned sites at Horn Drive Community Centre (shaded blue on Appendix 1) and Lenadoon Millennium Park (shaded green on Appendix 1). The area outlined red is being purchased by LCF from the Northern Ireland Housing Executive (NIHE).
1.2 It is understood LCF are developing changing accommodation for players using the nearby pitches at Lenadoon Millennium Park. The construction of the changing accommodation is being funded by Sport NI. As part of the grant conditions Sport NI had required LCF to spend a substantial proportion of the grant aid this current financial year (i.e. before 31 March 2011). Council officers were informed that failure to spend the relevant grant aid within this timescale would put the entire project at risk. Sport NI has however now relaxed this requirement to allow LCF to obtain good title to the necessary lands, provided this is in place before mid-June 2011. LCF currently have a facility management agreement with the council in relation to operation of Lenadoon Millennium Park.
1.3 Following the approach from LCF it was discovered that the forum wished to use portions of council owned land to facilitate the construction of changing accommodation for which they already had planning permission. In essence the building, as designed, was too big for the site which LCF were purchasing from the Housing Executive and LCF required additional land to allow construction to proceed. Council officers from Community Services (Development Department) and Parks and Leisure Department have considered the various proposals from LCF. Input was also provided by the Estates Management Unit and the council’s Security Manager. It was considered that the least detrimental solution in relation to the council’s Page 56
existing land holdings would be to permit development into part of Lenadoon Millennium Park to facilitate the construction of the LCF changing accommodation. This solution, together with some additional security measures along the roof of the new building, were seen as going a long way towards eliminating any additional risks to the site security of the council’s adjoining Horn Drive Community Centre. The total incursion into the Lenadoon Millennium Park site is a strip measuring approximately 1.85 metres wide by approximately 23 metres long, which LCF would need to purchase/lease from the Council to accommodate part of the footprint of the new building.
1.4 Following discussions with the architect and contractor, in relation to proposed temporary use of council land as a contractor’s compound, the architect and contractor sought a working width of 3 metres of the park (this is in addition to the strip referred to in the previous paragraph). Officers considered this was on the limit of what was acceptable given the proximity to the council’s adjoining playground at Lenadoon Millennium Park.
2. Key Issues
2.1 Lenadoon Community Forum is seeking to purchase a 1.85 metre wide strip of council land measuring approximately 43.32 square metres (outlined blue on Appendix 2 attached). At this stage a disposal price has yet to be agreed, however a sale price of approximately £1200 in respect of the aforementioned 43.32 square metres is considered to reflect the level of market for this type of use (on basis of the agreed purchase price for the sale of adjoining land from NIHE to LCF).
2.2 At a meeting on 28 March 2011 with LCF representatives they indicated that no further funds are available to allow them to the acquire the relevant land at market value and they are seeking to acquire the land free of charge. As the land is to be used for purposes which the council can support under powers conferred on the council by the Recreation and Youth Services (NI) Order 1986, Articles 10(a) and (c), Legal Services advice is that the council is at liberty to dispose of the land at less than ‘best price’ without seeking Department of the Environment approval.
2.3 The above mentioned land area to be disposed of to LCF, is held by the council on a 10,000 year lease from the Northern Ireland Housing Executive and the council is required to seek Housing Executive approval to any disposal. The Housing Executive will also require the council to make a payment to them for release of a covenant which restricts use of the site to ‘Informal Open Space’. The payment for release of the covenant (to allow community use/changing accommodation on this small part of the site) has been assessed by the District Valuer (acting for NIHE) at £1000.
The land at Lenadoon Millennium Park is also held subject to a Deed of 2.4 Dedication between the council and The Millennium Commission. This Deed requires the council to seek Millennium Commission approval (now administered by the Big Lottery Fund) to any leasing or sale of land and to any change of use of the land. Council officers have contacted The Millennium Commission and have obtained informal approval to the proposed disposal. This approval remains subject to formalisation via a legal Deed of Page 57
Variation. It is understood the Millennium Commission will not seek any repayment of grant aid.
The terms of the proposed temporary Licence Agreement for a contractor’s 2.5 compound are currently being agreed with the contractor Moss Construction (NI) Limited for a 4.85 metre wide strip of council land (i.e. the 1.85 metres which LCF propose to purchase plus a further 3 metres working width, as hatched blue on Appendix 3). Terms include payment of a weekly Licence Fee.
In summary: i) Members are asked to consider disposal of approximately 43.32 square metres of land at Lenadoon Millennium Park to Lenadoon Community Forum. Disposal of the land to be by way of a 99 year lease with use of the land restricted to ‘community use and changing accommodation only’. These terms need to be, and are, consistent with the terms under which LCF will hold the land on which the main part of the changing accommodation will be located. Members may wish to consider whether to dispose of this land on a basis similar to the adjoining land being acquired by LCF, or to dispose of the land free of charge based on the Council’s ability to do so under the Recreation and Youth Services (NI) Order 1986. That is, at approximately £1200, or alternatively, at Nil value. ii) Members are asked to note that various formal approvals from the Housing Executive need to be obtained prior to any disposal to LCF. In relation to the relaxation of the restriction on use of the land to allow its use as a community building / changing accommodation, the District Valuer has assessed the value payable by the council to the Housing Executive at £1000. iii) Members are asked to note that any proposed disposal to LCF will require Millennium Commission approval via a formal Deed of Variation. iv) Members are asked to consider the grant of a temporary Licence Agreement to Moss Construction (NI) Limited, during the construction of the changing accommodation, subject to detailed terms being agreed by the Estates Manager.
Summarising i) and ii) above the Housing Executive will charge the sum of £1000 to allow use of 43.32 square metres of Lenadoon Millennium Park for community use/changing accommodation. The council has the option of selling LCF the land at market value (£1200) or at £Nil. This would allow a number of financial outcomes for the council.
Option 1. BCC charge LCF market value for land £1200 Council bear costs for release of covenant (£1000) Net positive financial benefit to Council £ 200
Option 2. BCC charge LCF nil value for land £ 000 LCF bear Council costs for release of covenant £ 000
Net cost to Council £ Nil Option 3. BCC charge LCF nil value for land £ 000 Council bear costs for release of covenant (£1000) Net cost to Council (£1000) Page 58
3. Resource Implications
3.1 Financial In terms of the proposed disposal of land to LCF, none of the financial outcomes referred to above involve significant amounts of money, ranging from a net financial gain to the council of £200 (Option 1) to a net financial loss to the council of £1000 (Option 3). However, a sum of £1000 will be payable to NIHE for the release of the restrictive covenant and in the event that this is not recouped from LCF it should be noted that there is currently no identified budget allocation for this in the Parks and Leisure budget.
In accordance with usual practice it is proposed to charge the contractor a weekly fee for grant of the proposed Licence Agreement. The purpose of the fee is designed to encourage the contractor not to remain on the site for any longer than is necessary and to help defray the council’s legal and other expenses in relation to provision of the Licence Agreement. It also recognises the potential cost savings to the contractor that provision of this additional working width provides.
3.2 Human Resources No additional human resources required. Resources from Parks and Leisure Department, Estates Management Unit and Legal Services have been and will be required, to reach agreement on terms with LCF and with the various external agencies (NIHE and Millennium Commission).
3.3 Asset and Other Implications The provision of changing accommodation at Lenadoon Millennium Park may assist in underpinning the longer term sustainability of the playing pitches on the site. The proposed transactions would result in loss of a small area of the site from the immediate control of the council but may cement community involvement in the site. This positive outcome is contingent upon the LCF being able to sustain the facility in the longer term.
4. Equality and Good Relations Considerations
4.1 No known equality or good relations issues although Lenadoon Community Forum (LCF) are engaged as part of the Suffolk Lenadoon Interface Group (SLIG). Information is currently being sought from LCF in relation to Section 75 compliance.
5. Recommendations
5.1 Members are recommended to authorise the disposal of a portion of Lenadoon Millennium Park (approximately 43.32 square metres outlined blue on the attached Appendix 2) to Lenadoon Community Forum on a 99 year lease at nil value with the Council recouping the costs of relaxation of the NIHE restrictive covenant on the land, from Lenadoon Community Forum (Option 2 above) at a net cost to the council of £nil, subject to the approval of the Strategic Policy and Resources Committee in accordance with Standing Orders 46 and 60 and appropriate legal agreements to be compiled, or approved by, the Town Solicitor and Assistant Chief Page 59
Executive. The disposal of the land will be subject to funding from Sport NI to facilitate the development of the proposed changing accommodation.
5.2 Members are further recommended to provide approval to the Grant of Licence Agreement to Moss Construction (NI) Limited to facilitate the construction of changing accommodation for Lenadoon Community Forum, for a period of 26 weeks (and week to week thereafter up to a maximum of 52 weeks) with the Licence to cover all insurance and reinstatement issues, at a Licence Fee of £50 per week, for approximately 123.3 square metres, hatched blue on the attached Appendix 3. Grant of Licence also to be subject to Lenadoon Community Forum taking primary responsibility for liaising with the local community in relation to any issues arising from the construction project.
6. Decision Tracking
Director of Parks and Leisure to liaise with Director of Property and Projects in relation to agreement on terms of disposal with LCF, various third party approvals and reference of the disposal to Strategic Policy and Resources Committee at the earliest opportunity.
7. Key to Abbreviations
LCF: Lenadoon Community Forum SLIG: Suffolk Lenadoon Interface Group Housing Executive, or, NIHE: Northern Ireland Housing Executive
8. Documents Attached
Appendix 1: Map showing land being acquired by LCF from NIHE outlined red. Horn Drive Community Centre site is shaded blue and Lenadoon Millennium Park is shaded green.
Appendix 2: Map showing land area of approximately 43 square metres (outlined blue) for proposed disposal to Lenadoon Community Forum.
Appendix 3: Map showing land area of approximately 123 square metres (hatched blue) for proposed temporary Licence Agreement to Moss Construction (NI) Limited.
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10
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Transfer of land at Belmont Park to Strathearn School
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Stephen Stockman, City Park Manager (Area East)
1.0 Relevant Background Information
1.1 At its meeting on 27 November 2006, the former Community and Recreation (Parks and Cemeteries Services) Sub-Committee received a presentation from representatives of Strathearn School, at which the school’s representatives outlined proposals to redevelop an area of 2.66 acres of parkland at Belmont Park to provide sporting facilities as part of a large re- development project at the school. The sub-committee agreed in principle to the transfer of the land to Strathearn School.
1.2 The final conditions as well as the price (£350,000) for the land disposal was subsequently reported to the Strategic Policy and Resources Committee on 24 September 2010. The land transferred to Strathearn School on 25 February 2011 and the accompanying public use agreement provides for ensured use of the new sports facilities by the wider community. Whilst the council was not legally required to engage in public consultation regarding the disposal of the land, the planning application made by the school would have been open to consultation.
1.3 Following the land acquisition, approximately 250 trees were felled by contractors appointed by the school within the transferred parkland area, resulting in concern amongst local residents and park users regarding the loss of trees and wet wildflower meadow habitats and the possible disturbance of wildlife. As far as the council has been made aware, no prior consultation was undertaken by the school with residents and park users regarding the felling of trees and a number of complaints have been directed towards the council in this regard.
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2.0 Key Issues
2.1 The area of parkland has been fenced off however the temporary perimeter fence currently extends into land remaining in the council’s possession for health and safety reasons. The council has sought assurances from the school’s contractor that an outlying (and dormant) badger sett will remain undisturbed, and that the NI Environment Agency is requested to oversee any work in this area. A small number of trees have been felled beyond the agreed boundary in Belmont Park.
2.2 Arising from the issues surrounding the land transfer, local residents have formed a new Friends Group (Friends of Belmont Park), and are now working positively with departmental officers to become formally constituted in line with the department’s Friends Group policy.
2.3 The council has agreed to facilitate an open meeting on Monday 23 May 2011 so that all interested parties have an opportunity to involve themselves in the work of the new group, and so that new committee members may be elected and a draft constitution agreed and adopted.
2.4 Departmental officers will be working with the new group to develop a plan which will mitigate the impact of the transfer of land to the school . This may include the examination of the other areas in the park where a wildflower meadow or wetland could be re-established and also sympathetic tree planting. This will be discussed actively with the friends group prior to agreement on any proposals. Officers will also be working with the group to identify opportunities for new events in Belmont Park.
3.0 Resource Implications
3.1 Financial A small financial outlay may be required to enhance the remaining park environment to compensate for some of the features that have been lost, and this will be allocated from within the existing park maintenance budget. The new Friends Group, once constituted, will receive financial support from the Council in line with the Friends Group policy.
3.2 Human Resources Further input from departmental officers will be required to provide the new Friends Group with adequate support on an ongoing basis.
3.3 Asset and other implications The development of additional playing pitch provision, arising from the potential development of a hockey pitch on the transferred land, will impact on community facility usage and will be considered within the context of the council’s emerging Playing Pitch Strategy.
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4.0 Equality and Good Relations Implications
4.1 No equality or good relations implications are anticipated.
5.0 Recommendations
5.1 The Committee is requested to note the content of the report.
6.0 Decision Tracking
6.1 Officer responsible: Head of Parks and Leisure. Further reports regarding the progress of the developing Friends Group at Belmont Park will be brought before the committee as required.
7.0 Key to Abbreviations
None.
8.0 Documents Attached
None.
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Gallagher Bowling Club
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Celine Dunlop, Estates Management Unit Stephen Walker, Parks and Cemeteries
1 Relevant Background Information
1.1 The committee is asked to note that the former Gallagher’s factory site, located off Severn Street, was sold to Anglo Irish Properties Ltd in 2000. Anglo Irish Properties Ltd has redeveloped most of the site for residential accommodation i.e. houses and apartments, with associated parking and landscaping. The existing bowling green, which formed part of the original Gallagher’s site, was retained by Anglo Irish Properties Ltd and leased to the Gallagher Bowling Club. Prior to the redevelopment of the site, access to the bowling club was through the former factory site. However, owing to the redevelopment of the site, access was no longer possible both during construction and on subsequent completion.
1.2 Access to the bowling club is clearly a matter for the bowling club and their landlords, Anglo Irish Properties Ltd, and as such should have been dealt with as part of the planning application for the redevelopment of the former factory site.
1.3 The bowling club however continued to require access for delivery vehicles and a limited number of member’s cars and following the sale of the former Gallagher’s factory site the club took access over the area outlined red on the plan attached at Appendix 1. The land is owned by Belfast City Council and is known as the Black Path. The Black Path will form part of the Connswater Community Greenway providing the linkage between the Holywood Arches and Mersey Street.
1.4 Council officers involved with the issue of land assembly for the Connswater Community Greenway have been in contact with the bowling club committee in early 2009 with a view to establishing the extent of any agreement between the club and the council. It would appear that Page 72
following some discussions between the club, council officers and local political representatives there was an informal arrangement which enabled the club access to the laneway. There is however nothing in writing to support this or any legal agreement in place. While it would appear that there has been a casual arrangement between the club and the council this should not have been seen as a permanent arrangement. Any such arrangement would require committee approval and this has not been sought.
1.5 The Department for Regional Development is in the process of acquiring the area of land shaded yellow on the attached plan at Appendix’1’ from Anglo Irish Properties under a blight notice with respect to the Connswater Link and Holywood Arches Bypass Road Protection Corridor. In an effort to assist the club, council officers have facilitated a meeting between DRD and the bowling club to discuss the possibility of the club acquiring an access over the blighted lands once the purchase had been completed. However, the cost of creating an access over the lands being acquired by DRD might be prohibitive for the club. The date of the acquisition by DRD cannot be confirmed at this time.
1.6 Officers have contacted the club’s landlords, Anglo Irish Properties Ltd, to seek their co-operation in provision of an appropriate access for the club but they are unwilling to engage with council officials on this matter at this time.
1.7 The bowling club has a reducing membership and the proposal to permanently close access to the club premises might have a detrimental impact on the club. The Committee may therefore be of a mind to establish an easement which would permit essential deliveries to be made to the club such as heating oil. This would however require an appropriate legal agreement to be put in place.
2 Key Issues
2.1 The committee is asked to note the following: • The Gallagher Bowling Club currently use a piece of land owned by the council, the Black Path which is located off Severn Street for vehicular and pedestrian access to their leased premises. • Members will be aware that the construction of the Connswater Community Greenway started in March 2011 and the section of council land from Mersey Street to Severn Street is due to be handed over to the contractor on 20 December 2011. • there is currently vehicular access along the Black Path to the bowling club however upon completion of the works as part of the Connswater Community Greenway project it is intended that there will be increased pedestrian and cycle use by the general public and clearly this would not be compatible with vehicular use; • Discussions to date have failed to reach an accommodation; • The council now need to take the necessary steps to control the ongoing vehicular use of the Black Path by bowling club members Page 73
and associated service vehicles. • The bowling club has not established that they were given permission to use Council land to access their premises nor have they used the land for sufficient time to establish any sort of right of way over the lands.
Council officers would propose to write to the bowling club secretary giving the club a specific period, of say three months, after which access to the club will be restricted to essential deliveries on giving an appropriate period of notice to the council and in line with an appropriate legal agreement prepared through Legal Services.
3 Resource Implications
None.
4 Equality and Good Relations Implications
4.1 The Connswater Community Greenway will have a positive impact in terms of equality of opportunity and good relations.
5 Recommendations
5.1 It is recommended that the committee grant approval for officials to write to the Secretary of the Bowling Club instructing the club to make alternative arrangements for vehicular access to the club within three months of the date of the letter, after such time the council will only allow access for essential deliveries and on receipt of due notice from the club and upon the entering into of an appropriate legal agreement.
6 Decision Tracking
A further report will be brought to the committee by the Principal Parks and Cemeteries Development Manager in August 2011 to provide an update on the matter.
7. Key to abbreviations
None.
8 Documents Attached
Plan at Appendix 1
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Belfast City Council Report to: Parks and Leisure Committee
Subject: Proposed Community Garden in Grove Park
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Paula Irvine, Community Parks Outreach Manager
1.0 Relevant Background Information
1.1 The council received an initial interest from the Friends of Grove Park in July 2010 to establish a community garden within Grove Park. Since that time there have been a series of meetings with the friends group and other stakeholders to develop the idea and to establish its deliverability.
1.2 The friends group have since partnered with Groundwork NI to assist them in bringing the community garden to fruition.
2.0 Key Issues
2.1 The Friends of Grove Park have been in existence since January 2009 and have delivered many events and activities in the park such as tea dances in the bowling pavilion and family festivals in the park to encourage active participation thus increasing the health and wellbeing of park users. The friends group have secured many funding grants to assist with the delivery of events, activities and initiatives in Grove Park.
2.2 The friends of Grove Park have identified a community garden project for the following reasons: • encourages community involvement and participation through the medium of growing fruit and vegetables; • promotes health and wellbeing; • encourages physical activity; • raises awareness of healthy eating; • provides home grown sustainable food; • promotes shared space; and • addresses and tackles health related illness.
2.3 The friends of Grove Park have been working with Groundwork NI to address several key issues when considering a community garden project: • supply and demand; Page 78
• sustainability; • identifying a suitable and secure area in the park for the garden; • access to essential facilities such as water and shelter; • drawing up landscape plans and costs; and • designing a project plan for delivery and a community plan for inclusion and participation.
2.4 If the friends group is successful in their application to the Alpha fund the community garden will be managed in accordance with the developing community garden and allotment strategy.
3.0 Resource Implications
3.1 The group is currently working on an application that will be submitted in June 2011 to the Alpha Fund.
3.2 The total amount applied for is £50,000 and the council must contribute 10% of the amount received.
4.0 Equality and Good Relations Implications
4.1 The community garden will promote shared space and links will be made with participants at other gardens throughout the city to promote and share good practice.
4.2 The garden will be developed and enjoyed by everyone from the community and will provide opportunities for both cross community and intergenerational working.
5.0 Recommendations
5.1 It is recommended that the committee: 1. Agree to support the Friends of Grove application to the Alpha programme to secure the funds to be able to develop a community garden in Grove Park. 2. Give approval for the construction of the community garden within the identified area of Grove Park.
6.0 Decision Tracking
Community Parks Outreach Manager to communicate the decision of the Committee to Friends of Grove.
7.0 Key to Abbreviations
None
8.0 Documents Attached None.
Page 79 Agenda Item 11
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Concerts at Ormeau Park, August 2011
Date: 14 April 2011
Reporting Officer: Rose Crozier, Head of Parks and Leisure
Contact Officer: Stephen Stockman, City Parks Manager
1 Relevant Background Information
1.1 The Committee is asked to note that the council has received a request for the use of the summer soccer playing fields in Ormeau Park for Vital Festival concerts in August 2011, with an audience of approximately 35,000 people per day, from Denis Desmond, of MCD Productions, Park Road, Dunlaoghaire, Co Dublin.
2 Key Issues
2.1 The key issues for the committee to consider are: 1. The council wishes to promote the use of its parks and open spaces and where appropriate will permit the use of these facilities for large events and concerts. 2. In this particular instance the council has received a request for a minimum of 2 and a maximum of 3 concerts between 22 - 26 August 2011, each based on a 35,000 capacity each show. 3. The concert promoter is aware of the normal charges applied for concerts i.e. £2 per person for the first 11,000 and £3 for each person thereafter. For 3 concerts with a maximum of 35,000 people attending the potential fee would be £304,000. However on this occasion the promoter has offered the council the sum of £20,000 per show day, giving an income of £40,000 for the minimum 2 shows and £60,000 for the 3 shows. 4. The committee should be aware that another promoter has accepted the charges outlined in paragraph 3 this year and permission was granted accordingly for a concert in Botanic Gardens in June 2011. These charges have been paid previously for an event at the North Foreshore and there is a need for the council to act in a consistent way in setting out the terms and conditions for hiring of land. 5. The concert promoter is aware of the need for the payment of a Bond of Intent of £10,000 which must be completed prior to Page 80
confirmation that the venue shall be available. 6. A bond of reinstatement for £40,000 shall be paid prior to the event taking place and be part of the legal agreement. 7. The promoter has indicated that alcohol will be sold at the concerts. 8. The park will remain open as usual during the concerts as a ten foot high fence erected on the boundary of the concert area, shall demarcate the event. 9. The operational management of the event by the promoter shall require the exclusive use of the Ozone car park from 22 - 26 August 2011 and partial use in the remaining period of 13 – 31 August 2011. This would have significant impact on the operation of the Ozone Centre. The loss of income is estimated at approximately £6,000. 10. The promoter has confirmed that the park and Ormeau Embankment would be cleansed from litter during and after each event by a hired service provider at his expense. 11. The event would be subject to the preparation of an event management plan which would cover all aspects of management including health and safety, access and shall comply with the current events policy. 12. The events will adhere to the requirements of the entertainment licence. 13. The genre of the music will be compatible with the locality. 14. A legal agreement shall be prepared by Legal Services. 15. Consultation shall be conducted by the concert promoter with local stakeholders such as local residents, local commercial operators, etc. 16. The promoter will ensure adequate care for the occupants of the dwelling within Ormeau park; 17. Some soccer bookings may have to be deferred to alternative locations during the concert period. 18. MCD Promotions were granted the use of Ormeau Park for a concert last year for 2 nights between 14 – 26 August 2010 which did not take place. A bond of intent of £4,000 was to be paid at the time, however MCD have so far failed to pay this bond. The outstanding bond of intent figure must be paid as a precondition to approval of a concert.
3 Resource Implications
3.1 Financial A bond of intent of £10,000 must be paid to the council before approval is given for this event. Also the promoter must pay the outstanding bond of intent of £4,000 from last year before approval is finalised. The fee stated by the council shall be paid prior to the event taking place and be part of the legal agreement. There is an estimated potential loss of income to the Ozone Tennis Arena of approximately £6,000 during the time the car park will be closed.
3.2 Human Resources There may be overtime required by staff to assist with the management of the proposed event which would need to be met from the fee charged. Page 81
3.3 Asset and Other Implications The promoter shall ensure a minimal impact on council property and they shall provide a bond of reinstatement of £40,000 prior to the event as part of the legal agreement.
4 Equality and Good Relations Considerations
4.1 There are no equality implications.
5 Recommendations
5.1 It is recommended that committee grants permission for MCD to hold the proposed event at Ormeau Park on agreement of the payment of the normal charges applied for concerts i.e. £2 per person for the first 11,000 people and £3 for each person thereafter and provided that (i) the event organiser meeting all statutory requirements including licensing agreements. (ii) the payment of the outstanding bond of intent of £4,000 from last year and the proposed Bond of Intent figure for this year of £10,000 (iii) the timely payment of the Bond of Reinstatement of £40,000 (iv) the event organiser resolving all operational issues to the council’s satisfaction (v) an appropriate legal agreement being completed and agreed by Legal Services.
6. Decision Tracking
All actions will be completed by the City Parks Manager (East) by September 2011.
7. Key to abbreviations
None.
8. Documents Attached
Appendix 1: Letter of request from Turlough McShane on behalf of Denis Desmond, MCD Productions dated 22/3/11 and email request from Denis Desmond on behalf of MCD Productions dated 7/4/11.
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Refurbishment of Dunville and Woodvale Parks
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Stephen Walker, Principal Parks and Cemeteries Development Manager
1 Relevant Background Information
1.1 The committee will recall that it has received a series of update reports over the past number of years regarding the refurbishment of Dunville Park and Woodvale Park. These two parks were selected for refurbishment as part of the parks improvement agenda in conjunction with the Belfast Regeneration Office (BRO) neighbourhood renewal work
1.2 At its meeting on 15 October 2009 the Parks and Leisure Committee agreed to commend the proposals for the refurbishment of Woodvale and Dunville Parks to the Strategic Policy and Resources Committee for advancement to the ‘committed’ section of the capital programme.
1.3 Subsequently at its meeting on 19 February 2010, the Strategic Policy and Resources Committee agreed to advance the proposals subject to budget limits and £1m match funding being provided by the Department for Social Development (DSD) for each park.
1.4 The current position is that the proposals for both schemes are currently with the Planning Service and a decision from the Department for Social Development (Belfast Regeneration Office) regarding matched funding was announced on 24 March 2011.
1.5 Economic appraisals have been carried out on behalf of the Department for Social Development (Belfast Regeneration Office) and the recommended options are as follows:
Dunville Park: Option 2
Woodvale Park: Option 4a
An extract from the economic appraisals which sets out the options 1.6 considered is attached as Appendix 1 (Dunville Park) and Appendix 2
(Woodvale). A illustration of the proposed preferred options is attached as
Appendix 3 (Dunville Park) and Appendix 4 (Woodvale Park) Page 86
1.7 The project programme anticipates invitation of tenders in September 2011 to enable work to commence towards the end of 2011.
2 Key Issues
2.1 The recommendations of the economic appraisal are little changed from the outline proposals but as part of the gates process the committee must confirm the recommended proposals from a service perspective.
3 Resource Implications
3.1 Financial There are no additional financial implications; provision of £1m to be funded by loan has been made for each of these proposals in the capital programme.
Human Resources 3.2 There are no additional human resource implications
Asset and Other Implications 3.3 The undertaking of the works will enhance the quality of life for residents of the surrounding area.
4 Equality and Good Relations Considerations
None.
5 Recommendations
5.1 It is recommended that the committee agree to proceed with the refurbishment of the both the Woodvale and Dunville parks on the basis of the option recommended in the economic appraisal and to commend this decision to the Strategic Policy and Resources Committee.
6 Decision Tracking
Quarterly reports will be brought to committee to provide an update on the progress in respect of the two proposals.
Key to Abbreviations
SP&R: Strategic Policy and Resources Committee BRO: Belfast Regeneration Office DSD: Department of Social Development
Documents Attached
Appendix 1: options from economic appraisal (Dunville Park) Appendix 2 options from economic appraisal (Woodvale Park) Appendix 3: Illustration of preferred option for Dunville Park Appendix 4:illustration of preferred option for Woodvale Park
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This page is intentionally left blank Page 97 VERSION Date Asphalt Footpaths Small Unit Paving Large unit paving Existing Trees Proposed Tree Planting Park Boundary Proposed Low Shrub Planting Proposed Hedge Planting KEY DRAWING No. Checked CHECKED BY Drawn By Belfast City Council Woodvale Park Redevelopment Masterplan Option B
CLIENT PROJECT TITLE DRAWN BY Ballygomartin Road Ballygomartin Park Entrance DATE Tiered Seating
Plug-in-Path N/S Dec 2010 VJH DRAFT SCALE Landscape Planning 24-26 Adelaide St., & Development Unit 3rd Floor Adelaide Exchange, Belfast, BT2 8GD Upper Terrace floodlighting. Multi-Sports Pitch 60m x 30m Seven-a-side
polymeric sports pitch with Woodvale Park Redevelopment Park Woodvale Lower Terrace Area Outdoor Exercise Access Gate Access gate to community garden to be open during daytime. with new tree planting. planting to be supplemented Existing mature boundary tree Toddlers Garden Changing Rooms Pavilion Ver. Amendment low shrub understorey Multi-stem tree plantation with Grove Garden Store Community Garden Grass Terraces Existing Service Road Allotments
Allotment gardens, average plot size 3m x10m. Area to include composting facilities and small friut tree growing area. 'Tesco' Site 'Tesco' Park Entrance Wildflower meadow with mown grass walkways.Picnic tables and seats to be provided at suitable locations. Community Garden with new tree planting. Existing mature boundary tree planting to be supplemented area as part of a sustainable urban drainage system. Possible creation of pond/wetland Pond Access Gate Access gate to community garden to be open during daytime. Football Pitches 90m x 53m Realigned grass football pitches Football Pitches Realigned grass football pitches 90m x 53m Grass Terraces
Woodvale Road Childrens Playground Existing playground to be refurbished. Park Entrance Existing Toilets Existing Bowling Green Page 98
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Suffolk Playing Fields
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Stephen Walker, Principal Parks and Cemeteries Development Manager
1. Relevant Background Information
The committee will recall that at its meeting on 10 March 2011 it agreed to change the recommendation of the report regarding Suffolk playing fields and to accede to the request from the Suffolk football club to refurbish one of the disused pitches at the facility. In order to provide the necessary direction to officers this report sets out the background to the request together with the policy and legislative context for the decision.
Members are reminded that Suffolk playing fields are currently managed in part by Suffolk football club under a facilities management agreement. There are 5 pitches on the site, 2 of which are unused and require refurbishment and drainage. There are no plans at this time to undertake this work.
Members are aware of ongoing discussions regarding the draft pitches strategy.
Council officers have, at the request of the football club, met with its representatives to discuss its development proposals. The football club plays an important role within the small community housed within the Suffolk estate and wishes to further support and contribute to that community through making the best use of its resources and the surrounding facilities. The club itself has aspirations for its own future development and its ambition to play at a higher level.
To support these aims the club has prepared a preliminary development proposal which contains two phases: • Phase 1 relates to the refurbishment of one of the two unused pitches to bring it into use; the cost of this would be met through a grant for Page 100
£30,700 from the Alpha programme which is administered through Groundwork NI. In addition, the club would, at its own expense, erect perimeter and spectator fencing and undertake additional work regarding access. It should be noted that the pitch would not be available for use until the start of the 2012/2013 season. Members are asked that the club would request preferential use of this pitch, in line with the facilities management agreement, when it becomes playable. • Phase 2 of the proposal relates to the construction of additional changing facilities, this would be on land adjacent to the pitch, and would be in addition to the existing changing facilities; it is our understanding that the new facility would primarily be for the use of the club and its opponent teams, although at this time there is little detail available. The provision of this facility would require significant external funding; it is likely to require security of tenure as part of the terms and conditions of the funding and it would require the necessary statutory approvals, planning, building control etc. The exact implications for the council, if any, are not known.
The current position is that the club has received conditional approval from Groundwork NI in respect of their application for funding to refurbish the pitch as outlined as part of Phase 1. Unlike other funding bodies there is no specific requirement from Entrust as regards security of tenure. Groundwork NI has informed us that 5 years is normally a sufficient period. The club has asked for a 7 year agreement, however, in order to be consistent with other agreements and previous legal advice it is proposed that the 5 year period be applied.
In relation to Phase 2, proposals are at a concept stage and there has been no significant progress towards obtaining the necessary approvals or seeking of funding. The Committee is therefore asked to note that at some point the Club may return with a further request for land to facilitate the construction of additional changing facilities.
2. Key Issues
There are a number of issues emerging from this proposals which the committee should take into account when considering its view on this: • The ongoing discussions regarding the draft pitches strategy; it is important that the strategy provide a framework within decisions regarding playing field provision should be considered. • Officers from Property and Projects are currently working up a disposal policy which will be agreed through Strategic Policy and Resources Committee. One of the key issues is the need to be consistent and transparent in matters relating to disposal. This may include the need to seek expressions of interest to ensure that other interested parties have been given an opportunity to benefit from any council decision to dispose of land in support of its wider objectives. However, on the basis that there is an existing facilities management agreement in place; that the club has already secured funding; and that this is not a disposal; we can proceed with the request. Any agreement in relation Page 101
to this request will require the retention of an element of public use. • The committee is reminded that where a lease is considered be the most appropriate form of agreement a premium/rent is normally paid, as is the case with other such leases or terms of disposal. • The committee will be aware that the leasing of any land within larger council facilities might constrain future development options. • The current proposal from Suffolk FC will increase the net provision of playing fields by 1 pitch through bringing an used pitched, in need of refurbishment, back into use again. • The works will be carried out at no financial cost to the council. • The club clearly has aspirations to play at a higher level, therefore the club will be ultimately aiming to establish a standalone facility within the wider playing field provision.
3. Resource Implications
Financial Implications The proposals will be totally funded through external funding with any short fall matched by Suffolk football club.
Human Resource Implications There are no additional human resource implications
Asset and other implications The proposal will increase the availability of pitches for general booking.
4. Equality and Good Relations Implications
None.
5. Recommendations
It is recommended that the committee agree: 1. to enter into an appropriate management arrangement with Suffolk football club for a period of 5 years in respect of the use of the agreed pitch on condition that the refurbishment works are satisfactorily completed and that the necessary statutory approvals have been obtained; 2. that the council will not contribute to any short fall in capital funding; 3. that the club will, at its own expense, undertake the management and maintenance of the pitch and its ancillary fencing etc; 4. that the decision to enter into an agreement regarding the use of the pitch does not commit the council to any similar agreement in respect of any future request for additional land;
6. Decision Tracking A further report will be brought to the committee in August 2011 by the Principal Parks and Cemeteries Development Manager to provide an update on progress. Page 102
Key to Abbreviations
None.
Documents Attached
None.
Page 103 Agenda Item 14
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Alexandra Park
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Ricky Rice, City Park Manager
1. Relevant Background Information
In late 2008, Groundwork NI (GWNI) was awarded £998,000 through the EU Peace III Programme under the Building Positive Relations at a Local Level. The overall programme is operational across Northern Ireland as well as counties Cavan, Leitrim and Donegal and aims to reduce sectarianism and racism through regeneration.
The programme, entitled ‘Reconciling Communities Through Regeneration’, runs until August 2011. Developed and managed by GWNI, it has 4 key objectives: 1. to develop key skills for peace and create opportunities for inter- group dialogue, cross community relationship building and networking; 2. to work strategically with the Peace III clusters; 3. to build positive relationships at the local level in order to achieve positive change; and 4. to begin to address contested physical space issues with the aim of regenerating physical spaces and removing the physical manifestations of segregation.
As part of this regional programme, GWNI proposed Alexandra Park as a specific project. This was done following consultation with representatives from the Tiger’s Bay, Mountcollyer, Parkside and Newington areas as well as some preliminary discussion with council officers.
This is in addition to ongoing council and departmental project work around the park such as the People in Parks youth intervention work through the Park Manager and antisocial behaviour programme. It also complements other ongoing work by the council in relation to good Page 104
relations, community safety and the proposals within the Neighbourhood Renewal Action Plan for the area and dovetails with proposals that the council is developing regarding the planning and promotion of shared space in the city.
A steering group was developed in 2009 that expanded the number of community representatives interested in working to improve usage and develop regeneration proposals for the Park. Regeneration proposals have been developed by this steering group which also has representation from Belfast City Council, Department of Justice, OFMDFM and the PSNI. The regeneration proposals were approved at the meeting of the Parks and Leisure Committee meeting on 11 November 2010.
Alongside ongoing discussion and dialogue with the community representatives, GWNI also conducted a survey to gauge residents’ opinions on enhancing access at the existing peace line and the side entrance to the park at Alexandra Park Avenue.
It has been proposed that there would be a negotiated opening and closing time of 9am – 3pm Monday to Friday on a pilot basis. There was unanimous support for these proposals from within the steering group and various community groups and residents completed the survey during February and early March 2011.
2. Key Issues
To move this forward a survey was carried out by Groundwork NI in February 2011 and the consultation results are attached as Appendix 1.
The following are extracts from the consultation results: • “The results show that 71% of targeted residents completed the survey door to door. • In relation to the first question asked, of those that completed the survey 135 or 92% of respondents highlighted that they would like to see increased access on a pilot basis at the interface wall while only 4 % or 6 respondents would not like to see access enhanced at this site. The remaining 1% responded that they were ‘Not sure’. • In relation to the second question asked, of those that completed the survey 130 or 91.5% of respondents highlighted that they would like to see increased access at Alexandra Park Avenue while only 5 % or 7 respondents would not like to see access enhanced at this site. The remaining 3.5% responded that they were ‘didn’t know’ or were ‘not worried’.
The Department for Justice (DOJ) would be willing to meet the cost of purchasing and installing a gate within the wall structure. This could remain ‘locked’ until such time as the communities feel sufficiently confident to pilot ‘opening hours’.
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The DOJ is the owner of the wall and can take action to make any alterations to the wall as desired however the preference would be that this is done in line with council and community knowledge and support.
3. Resource Implications
Financial Implications The cost of the acquisition and installation of the gate will be met by NIO.
Human Resources There are no additional human resource implications, the opening and closing can be accommodated within existing work schedules.
4. Equality and Good Relations Implications
The Alexandra Park project has been developed with the full involvement of the good relations team, local communities and all relevant stakeholders and is completely in line with the council’s responsibilities in this area.
5. Recommendations
It is recommended that the committee agree to the proposed installation of a gate in the wall during the forthcoming summer period to enable the proposed pilot regarding access to be undertaken.
6. Decision Tracking
Officer responsible: City Park Manager Decision of the committee to be communicated by May 2011.
7. Key to Abbreviations
GWNI - Groundwork NI RCTR – Reconciling Communities through Regeneration
8. Documents Attached
Appendix 1:Copy of the Groundwork NI Alexandra Park Consultation Appendix 2: Outline map of Alexandra Park
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Alexandra Park Consultation
Door to door survey of residents living around the perimeter of Alexandra Park in relation to increasing access at the interface wall and along Alexandra Park Avenue
This document contains a summary of the results from the community survey of residents living around Alexandra Park in relation to proposed increased access at both the interface wall and Alexandra Park Avenue.
March 2011
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Alexandra Park
RCTR Programme Background:
This area was proposed following some initial discussions with Belfast City Council (Andrew Hassard & Hazel Francey) and representatives from the Tigers Bay / Mountcollyer and Parkside / Newington communities.
Funding for the RCTR Programme was secured in late 2008 and an initial report was th submitted and approved by Parks & Leisure Committee on 11 June 2009 for GWNI to work alongside local community representative and relevant stakeholders in the development of regeneration proposals for Alexandra Park.
RCTR is ‘a strategic regional programme aimed at improving tolerance and acting as a catalyst for reducing sectarianism & racism. It aims to achieve this by involving local community & statutory agencies in regenerating local areas, which will eliminate or reduce displays of sectarian and racial aggression.’
RCTR is scheduled to run from October 2008 to August 2011, and has four key objectives:
• To develop ‘key skills for peace’ & create opportunities for inter-group dialogue, cross community relationship building and networking • To work strategically with the Peace III clusters • To build positive relationships at the local level in order to achieve positive change • To begin to address contested physical space issues with the aim of regenerating physical spaces & removing the physical manifestations of segregation
Key anticipated outputs are:
• A ‘shared space’ strategy
Survey Report March 2011 Page 2
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• Networking • Development of a skills audit & delivery of training / mentoring • An ‘iconic’ environmental improvement
Leading to the following outcomes:
• Communities, service providers & elected representatives working together to encourage integrated actions and promote shared space & shared services • Communities able to take advantage of future opportunities • Reduced marginalisation & polarisation • Reduced levels of sectarianism & racism • Enhanced skills & experience
Since October 2008 RCTR focus has been on engaging with the communities surrounding Alexandra Park, with the aim of improving community relations, building skills and encouraging cross community dialogue around common concerns.
The budget includes up to £50k per area for physical regeneration works, which address the overall aim of the programme. In the Alexandra Park area this may provide the opportunity for investment & regeneration within the park itself. The local community have since secured a further £50,000 capital funding from the Alpha Programme towards their regeneration proposals.
The RCTR Programme in Alexandra Park has been progressed in partnership with the key statutory bodies namely Belfast City Council, NI Housing Executive, and the PSNI, as well as local political representatives, community activists, local schools and residents.
Alexandra Park Project Background:
Groundwork NI has worked alongside a working Group that Belfast City Council had been working alongside in relation to Alexandra Park. A Steering Group was developed in 2009 that expanded the number of community representatives interested in working to improve usage and develop regeneration proposals for the Park.
Survey Report March 2011 Page 3
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In November 2009 the Steering Group came together and developed a Terms of Reference for working together to improve Alexandra Park through a community development and cross community approach.
Survey Report March 2011 Page 4
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Survey Background:
Groundwork NI has been working alongside a range of voluntary and community groups and residents living around Alexandra Park, North Belfast through a Programme called Reconciling Communities through Regeneration. Regeneration proposals have been developed by this Steering Group which also has representation from Belfast City Council, Department of Justice, OFMDFM and the PSNI. The regeneration proposals have been approved by Belfast City Council and are being detailed before completion on site within the next few months.
Through ongoing discussion and dialogue with the community representatives it was felt that a survey should be conducted to gauge resident’s opinions on enhancing access at the existing peace line and the side entrance to the park at Alexandra Park Avenue. It has been proposed that there would be a negotiated opening and closing tome of 9am – 3pm Monday to Friday on a pilot basis. There was unanimous support for these proposals from within the Steering Group and it was felt that the timing was right now to seek broader opinion from those residents living directly around the perimeter of the Park.
Methodology:
A survey was developed by the members of the Steering Group to then undertake a door to door survey of those residents living around the Park. Various community groups and residents completed the survey during February and early March 2011 and th the completed surveys were returned to Groundwork on the 8 March for analysis. A copy of the survey undertaken is attached.
Results:
The following results highlight the responses from those residents who were available and completed the survey during February and early March 2011. A total of 200 surveys were printed for the door to door survey. A total of 142 completed surveys were collected door to door and the following streets were targeted:
• Alexandra Park Avenue • Jellicoe Avenue
Survey Report March 2011 Page 5
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• Skegionel Avenue • Mountcollyer Street • Mountcollyer Avenue • Gainsborough Drive • Deacon Street • Mountcollyer Street • Crosscollyer Street • Parkmount Street • Seaview Close • Clanchattan Street • Parkside Gardens • Parkend Street • Camberwell Terrace • Castleton Gardens • Deleware Building • Jubilee Avenue
The following results indicate the feedback from those households that completed the survey door to door:
Q1: Residents were asked the following question:
A proposed pilot scheme has been put forward for the installation of a gate at the existing peace line situated in Alexandra Park. It is proposed that there would be a negotiated opening and closing time (9am - 3pm Monday to Friday).
Would you agree with this pilot proposal?
Yes No
135 6
One person highlighted that they were ‘Not sure’.
Q2: Residents were then asked the following question:
Survey Report March 2011 Page 6
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Would you like to see the side entrance at Alexandra Park Avenue (opposite Dunmore) reopened on a trial basis?
Yes No
130 7
Five respondents highlighted that they were either ‘Didn’t know’ or were ‘Not worried’.
Conclusions:
The results show that 71% of targeted residents completed the survey door to door.
In relation to the first question asked, of those that completed the survey 135 or 92% of respondents highlighted that they would like to see increased access on a pilot basis at the interface wall while only 4 % or 6 respondents would not like to see access enhanced at this site. The remaining 1% responded that they were ‘Not sure’.
In relation to the second question asked, of those that completed the survey 130 or 91.5% of respondents highlighted that they would like to see increased access at Alexandra Park Avenue while only 5 % or 7 respondents would not like to see access enhanced at this site. The remaining 3.5% responded that they were ‘didn’t know’ or were ‘not worried’.
Survey Report March 2011 Page 7
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Summer Intervention Programme – Concessionary Access to Leisure Centres
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
1. Relevant Background Information
Since 2005 the council has approved free access to leisure centres by participants of the Summer Intervention Programme during the period 1 July – 30 September. This access was subject to availability and the programme being responsible for any additional staff costs incurred by the council. Permission was also granted to requests received from other bona fide interface groups in the city for similar use of facilities.
2. Key Issues
The evaluation process in respect of the Summer Intervention Programme 2010 confirmed positive feedback from participant community groups regarding free access to leisure centres in terms of enhancement of their capacity to deliver the programme.
Verbal confirmation has been given by OFMDFM that funding for a Summer Intervention Programme 2011 will be provided however the exact amount of funding is to be confirmed. The Good Relations partnership board has given approval to proceed with the programme subject to receipt of the official letter of offer.
3. Resource Implications
Financial It is estimated that last year, offering the free access cost the council in the region of £200. It is not expected that potential take up in 2011 will be significantly greater than that of 2010.
Human Resource Any additional staff costs to be covered by programme funding.
Asset and other implications None. Page 118
4. Equality and Good Relations Implications
This programme will assist in easing tensions at key dates over the summer period and will have a positive effect on good relations in the city.
5. Recommendations
It is recommended that Members agree that, as in previous years: a. The programme is granted free use of council leisure centres during the period 1 July – 30 September 2011, subject to availability and receipt of the letter of offer from OFMDFM. b. Requests received from other bona fide interface groups in the city are granted similar use of facilities.
6. Decision Tracking
Officer responsible: Acting Leisure Services Manager. Actions to be completed by June 2011.
7. Key to Abbreviations
None.
8. Documents Attached
None.
Page 119 Agenda Item 16
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Development of Mary Peters Track
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Stephen Walker, Principal Parks and Cemeteries Development Manager
1 Relevant Background Information
1.1 The Committee is reminded that the development of the Mary Peters Track (MPT) has been under consideration for a number of years. At its special meeting on 9 February 2011 council agreed to undertake the development of the Mary Peters track and agreed that it be included within the capital programme.
1.2 Prior to the above decision, at the meeting of Strategic Policy and Resources (SP&R) Committee on 22 October 2010 it had been agreed that in order to be ready for the forthcoming World Police and Fire Games in August 2013 that the Mary Peters Track would need to be upgraded to include an 8 lane track, spectator stand and associated works. SP&R also agreed that officers would undertake some preliminary works in advance of the council approval for the scheme as part of the rate setting process.
1.3 An economic appraisal (EA) has been completed and it is now necessary to seek agreement from the Parks and Leisure Committee to proceed with the recommended option, from a service perspective, and to make an appropriate recommendation to SP&R.
2 Key Issues
2.1 The economic appraisal set out the project aims and objectives as: 1. Provision of a modern athletics/sporting facility for the Greater Belfast area and Northern Ireland as a whole; 2. Development of an athletics venue that will provide the basis for attracting UK and international athletic events to Northern Ireland; 3. Provision of a facility that will maximise the number of spectators Page 120
who attend events at MPT; 4. Development of a facility that will complement the wider offering at the adjacent Queen’s University Playing Fields (‘The Dub’); 5. Development of a venue that will facilitate the World Police and fire Games in August 2013
2.2 The EA has been completed in accordance with DFPNI guidance and includes a strategic context; an assessment of need and the range of monetary and non monetary costs and benefits. A copy of the EA is available upon request.
2.3 The options considered were: Option 1 – Do Nothing Option 2 – Do minimum Option 3 – New 6 lane standard specification track Option 4a – New 8 lane standard specification track Option 4b – New 8 lane standard specification track and spectator stand Option 5a – New 8 lane IAAF specification track Option 5b – New 8 lane IAAF specification track and spectator stand
3 options have been selected for consideration: 2.5 • Option 1 would result in closure of the track and this would likely happen by the end of 2011, however, clearly this would not meet the objectives as set in the EA and is therefore not recommended. • Option 3 would meet some of the objectives; however, the EA 2.6 concludes that 6 lane facilities do not tend to attract events. Therefore, option 3 would support the delivery of an athletics training facility but would not have the potential to attract events to the city and would not be able to host the athletics element of the World Police and Fire Games. The capital cost of option 3 is estimated in the region of £1.1m. 2.7 • Option 5b meets all of the objectives, would provide a high quality facility and excellent training facilities and would have the potential to attract events to the city. The capital cost of option 5b is estimated in the region of £3m. This is the option recommended in the EA.
2.8 The key issue for committee to consider is whether it wishes to proceed with the development of the MPT in line with recommended option 5b as outlined above, to enable a recommendation to be made to the Strategic Policy and Resources Committee.
3 Resource Implications
3.1 Financial Provision of £3m, to be funded by loan, has been made for this proposal
in the capital programme.
In addition, the committee is asked to note the potential increase in
revenue costs associated with the recommended option arising from the
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enhancement of the track, the spectator stand and the increased focus on attracting events to the facility. To support this it will be necessary to appoint a marketing and promotions officer and to allocate a budget to support his/her work. The total cost of this is likely to be in the region of £75,000 for the first three years, this would be reviewed annually. At present the MPT is managed through a facilities management agreement by Northern Ireland Athletics. It is intended that a revised agreement be prepared, to incorporate a strong marketing and promotions element and that officers seek expressions of interest from interested service providers in the Spring of 2012 in line with the committee’s decision from March
2011. 3.2 Human Resources On the basis that the additional marketing and promotions element will be undertaken externally as part of a wider management agreement, i.e. the marketing resource will be recruited through the service provider; there will be no additional human resource implications. 3.3 Asset and other implications The delivery of option 5b would considerably enhance the facility and create a high quality venue for aspiring local athletes. It would help to heighten the profile of the city within the sporting world.
4 Equality Implications
4.1 None.
5 Recommendations
5.1 It is recommended that the committee agree, from a service perspective, to proceed with the development of the Mary Peters Track on the basis of option 5b above, i.e. to provide a new 8 lane IAAF specification track with a spectator stand and associated works, and to commend this decision to Strategic Policy and Resources Committee for delivery in time for the 2013 Games.
6. Decision Tracking
A further report will be presented by the Principal Parks and Cemeteries Development Manager to committee in September 2011 to provide an update on progress.
7. Key to Abbreviations MPT: Mary Peters Track SP&R: Strategic Policy and Resources Committee EA: Economic Appraisal DFPNI: Department of Finance and Personnel NI IAAF International Amateur Athletics Federation
8. Documents attached None. Page 122
Page 123 Agenda Item 17
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Shaping The Future – Consultation on The Heritage Lottery Fund’s Strategic Framework 2013-2019
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Ian Nuttall, Project Officer
1 Relevant Background Information
1.1 In February 2011, the council received an invitation from Heritage Lottery Fund (HLF) to submit an on-line response to their consultation “Shaping The Future – Consultation on The Heritage Lottery Fund’s Strategic Framework 2013-2019”. HLF is seeking responses by 26 April 2011.
1.2 It was agreed that the Parks and Leisure Department would coordinate preparation of a response on behalf of the council. The Policy and Business Development Unit has prepared a draft response following a request for input from relevant officers across the council.
2 Key Issues
2.1 The aim of the consultation is to seek views on HLF’s proposed strategic framework from 2013 onwards. Full details of the consultation are available at http://www.hlf.org.uk/consultation2011.
2.2 In summary, the consultation asks for views and comments in three sections:
1. “Our Strategic Framework and How We Work”, including: • future strategic aims and priorities; and • the application process and support for applicants and grantees.
2. “Our Current Grant Programmes”, including: • proposals for open programmes (eg heritage grants, including simplified processes and revised budgets); and • proposals for current targeted programmes (ie Young Roots, Landscape Partnerships, Parks for People, Repair Grants for Places of Worship, Townscape Heritage Initiative). Page 124
3. “Additional Opportunities and Challenges”, including:
• proposals to address climate change;
• proposals for digital heritage; • funding for innovation; • proposals for heritage skills development; and • proposals for acquisitions and collecting.
2.3 Respondents are required to complete a (largely multiple choice) on-line survey. This has now been completed in draft form by officers and awaits final submission subject to approval by Members. Because the draft response sits within HLF’s on-line system, it is not readily accessible for review. However, the following summarises key views expressed within the draft response on issues which are of particular relevance to the Council: • HLF should target more funding at strategic priorities identified through discussion with councils, and solicit applications for new projects accordingly; • significant funding is still required for historic buildings and monuments, landscapes, parks, ships and maritime heritage, and wildlife and conservation; • HLF should work closely with organisations to identify needs at the local level; • HLF should provide appropriate support to applicants, simplify the application process for grants, and clarify such issues as the position regarding multiple applications from individual organisations; • HLF should facilitate partnership working between the heritage sector, community organisations, local and central government and other agencies, and potential private donors; • HLF should continue to welcome larger grant applications for major projects, and should continue to apply the recent reduction in partnership funding requirement; • Parks for People remains a priority targeted funding programme, and that HLF’s proposal to include cemeteries in this programme is welcomed;
• HLF could support communities' engagement with place-based
heritage by ensuring effective dialogue with local councils with
respect to any proposed transfer of heritage assets, to ensure
complete understanding of requirements, limitations etc;
• HLF’s proposals to fund digital heritage projects are welcome; and
• Belfast City Council would welcome the opportunity to work with
HLF to identify priorities for future funding, in particular with regard
to Heritage Grants and Parks for People, and to ensure that shared
strategic approaches are identified within Belfast.
Subject to approval by this committee, it is proposed that the final
response is submitted to HLF by 26 April with the proviso that this is subject to full council approval in May.
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3 Resource Implications
None.
4 Equality and Good Relations Implications
4.1 None.
5 Recommendations
5.1 Members are asked to approve submission of a response subject to any comments provided.
6 Decision Tracking
Project officer to submit approved consultation by 26 April 2011.
7 Key to Abbreviations
HLF: Heritage Lottery Fund
8 Documents Attached
Appendix 1: Background to consultation
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Shaping the future – for heritage, for everyone
Welcome to the Heritage Lottery Fund’s consultation on our strategicframework from 2013 onwards.
From 2012-13 onwards we will have more Lottery money to invest in the full breadth of the UK’s heritage thanks to: • the Government’s review of Lottery shares; • increased income after 2012 once the Lottery has paid its share of the costs of the 2012 Olympic Games; • strong Lottery ticket sales.
Through this consultation we’re inviting your views on our strategic framework for 2013-2019. We have set out our proposals on a range of issues, based on analysis of the emerging funding environment for heritage in the next few years, research and evaluation of the impact of our funding, and discussions with other organisations, partners and funders.
This is your opportunity to tell us how you think we should respond to the challenges and opportunities you will face in the future: • what we should continue doing; • what we may need to do differently; • and what new initiatives could have the greatest impact.
We very much appreciate your views and suggestions - the consultation is open from 31 January to 26 April 2011.
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Message from Dame Jenny Abramsky, Chair of the Heritage Lottery Fund
The heritage of the United Kingdom provides the changing scenery for our everyday lives, full of character and distinctive features. From the brooding landscapes of fells or fenland, to the familiarity of a Victorian high street or a well- tended public park in full bloom, heritage gives our neighbourhoods their local variety and identity. But heritage is also intensely personal, giving us an essential connection to where we have come from. We can all have our own view of what it is and what it means for us. How we relate to the past can be a source of strong emotion – from the exhilaration of uncovering a missing link in our family’s past, to pride in breathing new life into a much-loved local landmark, or the awe inspired by the survival of a rare beautiful object. It is a great strength of the Heritage Lottery Fund that we can support the whole range of places, objects and activities that link people to the past and are a legacy for future generations. Our view of heritage is broad and inclusive, embracing landscapes and biodiversity, museums, libraries and archives, parks, the historic environment, industrial, maritime and transport heritage and cultures and memories. Since 1994 Lottery investment of £4.4 billion has sustained and transformed the UK’s heritage, making a lasting impact on places and nurturing people’s inspiration and involvement. As a Lottery funder, we have a distinctive role. We value the excellence that can be delivered by projects of all sizes, and make grants ranging from £3000 for heritage important to local communities, to over £5 million. As a UK-wide body, we ensure that all four nations have the opportunity to deliver transformational multi-million pound heritage projects. The Government’s announcement of an increase in our share of Lottery good causes income from 16.7% to 20% by 2012-2013, amounting to around £50 million extra money a year, is an extremely welcome boost for the UK’s heritage. At the same time, it is clear that the recently-announced reductions in Government spending will mean there will be around £700 million a year less public investment in heritage across the UK during the next five years. We anticipate this will mean a fundamental re- design of heritage services provided through the public sector in future, and heritage organisations of all kinds will need time to adapt to the new financial realities. It is vitally important that we protect the legacy of investment and innovation that Lottery funding for heritage has made possible over the past 16 years. So, we are launching this consultation in a period of continued turbulence. We are committed to maintaining our role as a single voice for the full breadth of heritage across all of the UK, and will be creative and resourceful in dealing with all of the new challenges and opportunities arising from reduced public spending, and increased Lottery income, while cutting our own costs. We are working closely with other heritage agencies and other partners to ensure we continue to complement their activities.
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In future we expect heritage organisations to become even more deeply rooted in local communities, sustained by a combination of volunteering, local ownership, income generation and individual donations, working alongside continued public investment and private philanthropy. Heritage organisations will need to be flexible to overcome the loss in public funding by revising business plans and combining greater earned income and local giving with volunteer involvement. We will take steps through our funding to encourage this culture of giving– of both time and money – to build a strong and resilient heritage sector for the future. There are many other urgent challenges facing heritage organisations over the coming years. The effects of climate change threaten all types of heritage, putting species, buildings and collections at risk of loss or damage. We will encourage research and innovation in creating a low-carbon heritage sector at the forefront of developments in ‘greening’ knowledge and technologies. But we also see some real opportunities in the role heritage can play in the post-recession restructuring of the economy. The huge growth in the use of digital technologies is transforming the way people can share, learn about and manage heritage today. We will encourage the projects we support to push the boundaries in thinking creatively about maximising this potential. And we will continue to stress the value we place on creating new opportunities for people to develop skills that will enrich their lives and contribute to a thriving heritage sector for the future. We cannot frame our new strategy for 2013 onwards without listening to the people and organisations who share our commitment and enthusiasm for all parts of the UK’s heritage. Please give us your views on what we do, and how we may need to change, in this new funding landscape. We will draw on what you tell us to shape our new strategic framework and will publish this, with our future goals and ambitions, and indicative funding allocations, next autumn. We look forward to hearing from you.
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WELCOME TO THE CONSULTATION
From 2013 to 2019 we expect to have an annual awards budget of around £300million, subject to ticket sales and the renewal of our licence to distribute the good causes income for heritage from 2019.
This consultation will help to shape the strategy that will guide how wedistribute our funding for that period.
As a Lottery funder, we believe that people are at the heart of sustaining heritage in good condition, and our money should make a difference for both heritage and communities. We are asking for your views on our strategic aims, how we work, the balance of our funding, and what we fund in section 1.
We want it to be straightforward to apply to us, and to ensure that our funding continues to meet strategic needs. We’d like your views on our current funding programmes and what we might change in future - tell us what you think of these in section 2.
We see a number of opportunities and challenges facing the heritage organisations in the coming years, and are suggesting some new directions and measures we could take in response. Help us to shape our approach to these in section 3.
We work with a very wide range of organisations and the general public andsome sections of this consultation will be more relevant to you than others. You can answer some or all of the questions, and there is no word limit to youranswers. Equally, you may have other points you want to make to us – if so, please do so at the end of the questionnaire. We very much appreciate yourviews and suggestions.
The consultation is open from 31 January to 26 April 2011. The questionnaire should take around 15 minutes to complete (depending on how manyquestions you choose to answer).
Once you log in below you can exit the survey at any point and return by logging back in with your unique username and password – your answers willbe saved.
The consultation is being run by Opinion Leader on behalf of the Heritage Lottery Fund. If you have any questions about the consultation, any technical difficulties, or would like a hard copy of the consultation content, please contact Winston Chesterfield on 0207 861 3103 or [email protected] . Alternatively, if you would like to speak to someone at the Heritage Lottery Fund, please contact Anne Young on [email protected] .
Page 131 Agenda Item 18
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Dinner in the Sky
Date: 14 April 2011
Reporting Officer: Rose Crozier, Head of Parks and Leisure
Contact Officer: Stephen Stockman, City Parks Manager
1. Relevant Background Information
1.1 The committee is asked to note that the council has received a request for the use of Botanic Gardens for an event called “Dinner in the Sky” in June and July 2011 from Kirk Jordan, JKD Events, 25 Irwin Avenue, Belfast, BT4 3AF. The letter of request is attached as Appendix 1.
Dinner in the Sky is described as “a unique event that transforms an ordinary meal into a magical moment that will leave a lasting impression”. The promoter states that the event has taken place in 32 countries at around 2500 events.
The Dinner in the Sky event in Belfast will be the first stop of its UK tour. Dinner in the Sky can cater for 22 guests around the table with a personal chef and two assistants in the middle. Dinner would be served 50 metres above ground. There would be 9 lifts per day (two breakfast lifts, 2 lunch lifts, 3 drinks and canapés lifts and 2 dinner lifts).
2. Key Issues
2.1 The key issues for the committee to consider are: 1. The council wishes to promote the use of its parks and open spaces and where appropriate we will permit the use of these facilities for events. 2. In this particular instance the council has received a request for an event operating from 17 June to 4 July 2011. Set up shall commence on 15 June and take down shall be completed on 6 July 2011, for a total period of 22 days the event operation shall be on site. 3. The promoter has indicated two locations for consideration, the Great Lawn and the Bandstand area, however it is proposed that the Great Lawn is not used for this purpose but that the bandstand area is offered instead. 4. Cool FM is the media sponsor and shall broadcast on the opening Page 132
day at the event. 5. On one evening the promoter proposes to have a charity night which shall raise money for the Cash for Kids Charity. 6. The “table” has capacity to accommodate 22 people, it is lifted approximately 50 metres above ground level into the air. 7. On each day of the event from 8.00am to 9.30pm, there shall be possibly 200 paying customers. Ticket prices for customers vary from £25 to £70 per person. 8. The promoter has indicated that alcohol shall be available at the event. 9. Botanic Gardens shall remain open as usual during the event and the promoter shall employ security to assist with the stewarding of the event. 10. The event shall adhere to the entertainment licence requirements. 11. The event would be subject to the preparation of an event management plan which would cover all aspects of management of the event. 12. A fee of £2,000 is proposed for the use of the bandstand area within Botanic Gardens plus a bond of reinstatement of £1,000 (for the ground) to be paid prior to the event taking place and which will be part of the legal agreement. 13. A legal agreement shall be prepared by Legal Services. 14. Consultation shall be conducted by the promoter with local stakeholders such as local residents, local commercial operators, etc. 15. The promoter shall consult prior to the event with local residents, Ulster Museum, Queens University, etc. 16. Due to the nature of this event there are definite health and safety concerns which will need to be considered and addressed.
3. Resource Implications
3.1 Financial A bond of intent of £200 (to secure the booking) shall be paid to the council before approval is given. The above fee will also be paid prior to the event taking place and will be part of the legal agreement.
3.2 Human Resources There may be overtime required by staff to assist with the management of the proposed event which would need to be met from the fee charged.
3.3 Asset and Other Implications The promoter shall ensure there is a minimal impact on council property and they shall provide a Bond of Reinstatement of £1,000 prior to the event as part of the legal agreement. The promoter will be required to ensure the site is adequately reinstated.
An event lasting 22 days shall have a detrimental effect on the Great Lawn and possibly affect the quality of the surface available for following events.
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4. Equality and Good Relations Considerations
4.1 There are no equality implications.
5. Recommendations
5.1 It is recommended that the committee grant authority for the ‘Dinner in the Sky’ at Botanic Gardens in the bandstand area in June and July 2011 subject to satisfactory terms being agreed with the Director of Parks and Leisure and on the condition that: (i) the event organisers resolve all operational issues to the council’s satisfaction; (ii) an appropriate legal agreement, to be prepared by the Town Solicitor and Assistant Chief Executive is completed; and (iii) the event organisers meet all statutory requirements including entertainment licensing. (iv) the event organiser must ensure that all health and safety requirements are met to the council’s satisfaction including risk assessments, safe systems of work and equipment inspection information.
6. Decision Tracking
All actions will be completed by the City Parks Manager (East) by August 2011.
7. Key to abbreviations
None.
8. Documents attached
Letter of request from Kirk Jordan, JDK Events,
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Andrew Hassard Director of Parks and Leisure Adelaide Exchange 24 – 26 Adelaide Street JDK events Belfast BT2 8GD
Dear Andrew
The Dinner in the Sky event in Belfast will be the first stop of its UK tour, this is an international event that has taken place all over the world and now it has the opportunity to come to Belfast for the first time. Dinner in the Sky can cater for 22 guests around the table, with a personal chef and two assistants in the middle. The finest cuisine is prepared to absolute perfection in front of guests for a unique culinary experience. Floating 50 meters above the ordinary brings a whole new perspective to eating out. For more information on past events please visit www.dinnerinthesky.com
Dinner in the Sky is a unique event meant for anyone who wants to transform an ordinary meal into a magical moment that will leave a lasting impression. The experience is perfectly safe and is popular around the world, available in around 32 countries and has done 2500 flights so far, all without a glitch. Every aspect of the concept, from the seat belts to the type of crane used, has been selected with the utmost care to ensure maximum safety for our clients and staff.
Cool FM has come on board as our media sponsor and will be broadcasting live from the table on the opening day of the event. We have got 84 30 second adds that will be aired closer to the event. There will be competitions run though Cool FM and the winners will receive tickets for one of the flights on the table. We will be holding a charity night which will raise money and awareness for the Cash for Kids Charity.
The Proposed location will be on the Great Lawn in the Botanic Gardens subject to a ground test, secondary location will be on the tarmac area around the band stand again subject to ground tests. There will be 5x 5x5m marquees on the ground, these marquees will provide a waiting area for the customers, a drinks area, prep area for the caterers. We will have security on site 24/7 for the full duration of the event.
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We would like to hold the event from the 17th of June to the 4th of July 2011 with 2 days either side for set up and breakdown. There will be 9 lifts per day broken down into 2 breakfast lifts, 2 lunch lifts, 3 drinks and canapés lifts and 2 dinner lifts each day
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Mon - Sun: Breakfast, Sitting 1 (08h00 - 08h45) Mon - Sun: Breakfast, Sitting 2 (09h15 - 10h00) Mon - Sun: Lunch, Sitting 1 (12h00 - 12h45) Mon - Sun: Lunch, Sitting 2 (13h15 - 14h00) Mon - Sun: Afternoon Drinks 1 & Canapés (15h00 - 15h30) Mon - Sun: Afternoon Drinks 2 & Canapés (16h00 - 16h30) Mon - Sun: Afternoon Drinks 3 & Canapés (17h00 - 17h30) Mon - Sun: Dinner, Sitting 1 (19h00 - 20h00) Mon - Sun: Dinner, Sitting 2 (20h30 - 21h30)
We have allowed £2000.00 in our budget as a ground rental fee and are more than happy to add a clause into the contract that we will be liable for any damages to the great lawn.
We are expecting around 200 people per day as paying customers and another 200 - 300 visitors thorough out the day. This event is not just for the customers on the table, we have allowed space within the marquee and an area with garden furniture for the public to come along and have a coffee and just watch what’s going on.
The costs of the tickets vary in price as we are trying to make this event available to all and not just for the elite. The costs of the tickets are as follows:
Breakfast: £30.00 Lunch: £45.00 Drinks & Canapés £25.00 Dinner: £70.00
We have £10m Public Liability Insurance and £10m Employers Insurance for all Dinner in the Sky events in an annual policy, please see attached.
The crane will need a 3.5m opening to access the site. I was down at the Botanic Gardens 2 weeks ago and we could use the entrance from Stranmillis Embankment. The existing gate has a 3m opening and the fence panels are bolted together. What I propose is to temporarily remove 1 of the panels and the post for the crane to gain access to the site. Once the crane is on site, the post and panel will be fixed back in place. The same thing will need to happen when the crane leaves the site. We will provide a builder to carry out this work at our own cost. The crane will move through the park on tracks to avoid damaging the grounds. Once the crane is in position the pads will be put into place which will allow the outriggers to lift the crane into its operating position.
The table will then be delivered on an articulated truck and assembled on site with use of the crane. Once the crane and table have been set up we will then start on the marquees. We would require 2 days to set up and do a few dry runs before our opening day.
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As you are aware the dates for this event are not far off so it would be a great help if we could get this request in front of the committee ASAP.
Thanks you for taking the time to read though my proposal, looking forward to your response.
Regards,
Kirk Jordan JDK Events 07521732150
Page 139 Agenda Item 19
Belfast City Council Report to: Parks and Leisure Committee
Subject: Epizootic Depot
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Fiona Holdsworth, Principal Parks and Cemeteries Services Manager
1 Relevant Background Information
A committee report on 14 January 2010 outlined that the Department of Agriculture and Rural Development, Veterinary Service had written requesting that the council would enter into contingency rental agreements with them for the use of Danny Blanchflower Stadium and the City of Belfast Playing Fields. It was understood that the car park areas of these sites were considered suitable for use as Delivery Operations Centres (DOC) in the event of an outbreak of epizootic disease (such as Avian Influenza, Newcastle Disease or Foot-and-Mouth disease).
The Department proposed to have rental type agreements drawn up in advance which would be activated as and when the premises were required i.e. upon the confirmation of a disease outbreak. As part of its contingency planning arrangements the Department is committed to taking all possible measures in order to contain future outbreaks of epizootic disease and thereby minimise the economic impact on the community.
The report noted that only parts of the sites were required as DOCs and that normal activities could continue on the other parts of the site, including the pitches when they would be in operation. At that meeting the committee granted authority for the Department of Agriculture and Rural Development (DARD) to use part of the premises at Blanchflower Stadium and City of Belfast Playing Fields as Delivery Operations Centres during an outbreak of Epizootic Diseases.
An appropriate licence agreement was to be prepared by the Director of Legal Services to protect the council’s interests and to meet all statutory requirements. However the Department of Agriculture and Rural Development on submission of the draft licence agreements and associated maps responded stating that they would require full access to the office, yard Page 140
and bothy facilities on these sites when in operation as DOCs, this had not been clear from the Department’s original report.
Full access proposed to these facilities would have significant impact on the operational use of these sites, something that the committee had not been able to consider when reaching its decision on 14 January 2010. Therefore in the interim period the decision to accommodate this request was not progressed to allow for further discussion with the Department.
Beechvale Farm which is the site of the council’s horticultural nursery was suggested as a possible alternative depot to DARD. A meeting was arranged with representatives from DARD to assess the site and it was evaluated by them as being suitable for use.
Subsequently DARD has requested the use of Beechvale Farm Nursery bothy area for use as a Delivery Operations Centre in the event of an outbreak of epizootic disease. They have also confirmed they would still like the council to allow the use of parts of Blanchflower Stadium and City of Belfast Playing Fields as Delivery Operations Centres, however considering our operational requirements for these sites they would now only require their use as a last resort (i.e. if there are no other options open to them).
2 Key Issues
The key issues for the committee to note are; • The Department will pay for rent and associated costs. • The proposed agreements will be for a 5 year period • An appropriate licence agreement will be drawn up • The Department will be required after the use of the site to ensure that all the appropriate cleansing/disinfecting is undertaken throughout the premises. • If permission is granted for of the service areas at Blanchflower Stadium and City of Belfast Playing Fields for the council to use in the event of them being required alternative accommodation would have to be found for council use in the event of them being required as these areas provide storage and staff facilities for operational needs on these sites
3 Resource Implications
Financial
A rent will be paid to Belfast City Council for the premises, the amount will be assessed by the District Valuer at the time, to cover any period of occupancy. The Department will also undertake to meet ancillary costs associated with the occupancy, for example in respect of heating (if appropriate) and electricity charges.
Human Resources If any Parks staff are required the Department will be required to pay for their costs. Page 141
Asset and other implications Part of premises may be unavailable for a period of time during operation as DOCs. It is in the interest of the wider community that such disease outbreaks are controlled effectively. The Department will be expected to reinstate any damage to the premises arising from their occupancy.
4 Equality and Good Relations Implications
None.
5 Recommendations
It is recommended that the committee approve the request from DARD to use part of Beechvale Farm Nursery as a Delivery Operations Centre in the event of an outbreak of epizootic disease. It is also recommended that committee agrees to permit the use of parts of Blanchflower Stadium and City of Belfast Playing Fields as Delivery Operations Centres but only if required as a last resort (i.e. if there are no other options open) by DARD. An appropriate licence agreement will be prepared by Legal Services to protect the council’s interests and to meet all statutory requirements.
6 Decision Tracking
City Park Managers East and North to prepare the agreement.
7 Key to Abbreviations
DOC – Delivery Operations Centres DARD – Department of Rural Development
8 Documents Attached
None.
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Belfast City Council
Report to: Parks and Leisure Committee
Subject: Belfast Hills Funding
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Agnes McNulty, Open Spaces and Active Living Manager
1. Relevant Background Information
The Committee is reminded that at its meeting on 10 September 2009, approval was given to provide an annual grant of £28,720 to the Belfast Hills Partnership (BHP) for the period April 2010 until March 2013. Members will be aware that BHP brings together a range of partners from local government (Belfast, Antrim, Newtownabbey and Lisburn councils), environmental groups, local business, quarry and farming representatives and local communities to promote the hills and to take steps to protect this valuable resource on the perimeter of North and West Belfast.
The work of the BHP and its members over the last number of years has meant that accessible open space on the hills has increased with additional walking routes being established and estimated visitor numbers to the Belfast Hills currently are 600,000 to 700,000 (does not include Belfast Zoo).
The purpose of this report is to highlight the recent success of the BHP in attracting £1.17m from the Heritage Lottery Fund to support the development of a major Landscape Partnership Scheme within the Belfast Hills. The proposed Landscape Partnership Scheme will support the delivery of 30 different projects across the hills to mitigate threats to the landscape and take advantage of opportunities to enhance community involvement, improve access and provide training to volunteers. The success of the BHP in drawing down this level of funding will raise the profile of the Belfast Hills as an important part of the Belfast visitor offering within the city.
Whilst the funding will cover a range of capital schemes and support some ‘revenue initiatives’ such as training of volunteers, the BHP has contacted the council to request some additional financial support to meet core staff costs and project costs relating to additional work carried out in the council area. BHP has indicated that they may require some small capital funding however they have not made any specific proposals at this time.
The BHP is seeking an additional funding commitment from the participating councils and has already secured £94,000 from the Northern Ireland Page 144
Environment Agency (NIEA). BHP is requesting a contribution of £2,050 in the year 2011/12 and £8,180 per year towards core staff costs over the next four years from Belfast City Council. This being in addition to the annual grant already agreed. BHP is also asking the council to extend the period of funding until the end of March 2016.
If committee accedes to this request, potential works scheduled for council properties such as Cave Hill Country Park and Ligoniel Park include path improvements, new path works, community biodiversity projects, heritage interpretation, installation of visitor counters and junior orienteering routes. In the wider context, this project will help encourage local people to get involved in managing their environment through volunteering opportunities, consultations and events as well as the associated physical and mental health benefits. A list of potential projects is attached as Appendix 1.
2. Key Issues
The main issue for the committee to consider is whether it wishes to: 1. provide an additional £2,050 in the year 2011/12; 2. increase the annual grant paid to the BHP from £28,720 to £36,900 with effect from 1 April 2012; and 3. extend the funding period from March 2013 until March 2016.
It is proposed that given the level of funding achieved it would be beneficial for the council to increase its financial support to the BHP during the next 5 years in support of the works.
3. Resource Implications
Financial There will be an additional revenue contribution required as outlined above for the 2011/12 financial year. If agreed appropriate provision will be made in the 2012/13 estimates and in subsequent years.
Proposed funding schedule: Dec 2011 – Mar 2012 £30,770 April 2012 – Mar 2013 £36,900 April 2013 – Mar 2014 £36,900 April 2014 – Mar 2015 £36,900 April 2015 – Mar 2016 £36,900
Human Resources There are no additional human resource implications at this time.
Asset and Other Implications The work of the Belfast Hills Partnership greatly enhances the natural environment around North and West Belfast, and in particular makes a significant positive contribution to Cave Hill Country Park. This project will draw down over £1.5 million into this area.
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4. Equality and good relations implications
None.
5. Recommendations
It is recommended that the committee agree to: 1. provide an additional £2,050 in the year 2011/12; 2. increase the annual grant paid to the BHP from £28,720 to £36,900 with effect from 1 April 2012; and 3. extend the funding period from March 2013 until March 2016.
6. Decision Tracking
Officer responsible: Open Spaces and Active Living Manager. Actions to be completed by end of May 2011.
7. Key to Abbreviations
NIEA – Northern Ireland Environment Agency BHP – Belfast Hills Partnership
8. Documents Attached
Appendix 1: Belfast Hills Landscape Partnership Scheme Outline
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APPENDIX 1
PROGRAMME A. Conserving and restoring £218,000 1.1 Delivering Conservation Outcomes to the natural heritage
Industrial Site (Quarries and Waste Sites) Restoration - Identification, surveying & recommendations, implementation and initial maintenance
Wildfire Project - mapping, practical field research, liaison with other sites and restoration trials where appropriate
Minor Woodland Protection and Enhancement- owner liaison, advice and support, improvement work and planting
Habitat Mapping Programme - Upland Habitats and specific mapping methodology for each defined and then surveyed
Farmland habitats - Priority survey areas identified, methodology established and surveying completed. Then Grant Aid programme established
Invasive Species Project. Mapping and Control of Japanese Knotweed and Himalayan Balsam, mapping of other invasives and sites. Cave Hill, Ligoniel, Whiterock
1.2 Delivering Conservation Outcomes to the built heritage
Professional Survey of 10 known sites
Restoration at 3 key mounuments/sites
PROGRAMME B. INCREASING COMMUNITY PARTICIPATION £250,000 2.1 Delivering Community Participation Outcomes
Talks and Events - an extra 12 events backing up projects below, including regular walks, medium sized summer events and equipment/photos for 10 talks per annum
Living Townlands and Landscape of the Belfast Hills - research, posterr & booklet, new website
Hills Geology Awareness Project - Booklet & website plus events
Oral History and Genealogy Project - Oral history interviews, transcribing, archiving and website/exhibition presence Page 148
River Awareness Project - School and community work based on fish, pollution, watershed maps, old river courses, names, industrial heritage and other wildlife for 6 of the following:- Colin, Farset, Clowney, Blackstaff, Glencairn, Forth, Crumlin, Clady and Milewater rivers
Healthy Hills Project - promotion of use of hills for broad recreation targetting groups need more exercise - sample events, posters, website, press
Innovative Artwork & Interpretation - Community based public art work interpreting the landscape and unique nature of hills following on from the above projects
Indoor interpretation - fixed and mobile
Local Heritage Mapping - post initial surveys, built heritage mapping via trained volunteers
Community Built & Natural Heritage Projects - Assisting local community projects in restoring and interpreting built and natural features on community spaces - Whiterock, Ligoniel, Hannahstown, Cave Hill, Colin and Carnmoney
Planning Issues Network Project - Liaison project to establish recognised communication links between wider range of community groups and planning advice and assistance bodies
Volunteering - expand volunteering across wider range of communities to assist all work areas via the establishment of support and resources
PROGRAMME C. ACCESS & LEARNING £350,000 3.1 Delivering access outcomes
New Access Routes and Links - identify and created new access links e.g Divis to Cave Hill, Divis to Ligoniel, Carnmoney to Foreshore Access Link, Slievenacloy to Colin Glen, improve Cave Hill to Carnmoney
Access Route Improvement and DDA - footpaths and facilities within public access sites improved and providing greater access
New Recreation Project - assessment of sites for new/additional access, planing & implementation of new facilities, marketing and promotion of new recreation Page 149
Schools Landscape & Environment Project - Schools education programme of school visits, talks, web based resources and linked site visits fitting in with existing provision, themed on biodiversity, wildfires, local built and community heritage and citizenship
Getting to know the Hills - Info Collection and Provision, Visitor Monitoring and Survey systems, innovative interpretation
New Sites Access Project - expanded access and interpretation, one-off or permanent, to heritage sites
Virtually There - new website plus virtual visits to the hills
PROGRAMME D. HILLS TRAINING AND SKILLS £40,000 4.1 All as part of a volunteer development programme
Walking the Hills training
Biological surveying - Bird, Bat, Moth, Butterfly and Plant ID and surveying techniques
Archaeological Surveying - Site interpretation and survey techniques, recording and data analysis
Practical Conservation Skills - Wardening skills and mentoring
GIS/Google Earth Mapping Skills - IT training and volunteering
Tourist Guiding Training - Guide Training and specialist skills and knowledge
Hills Apprentice Project - Schools based youth training and site work as prerequisite to volunteering or environmental career
Landscape Photography & Recording - Training in landscape photography and Photographic Auditing
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This page is intentionally left blank Page 151 Agenda Item 21
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Woodvale Park cultural celebration
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officers: David Robinson, Good Relations Officer Fintan Grant, City Parks Manager
1. Relevant Background Information
Members will be aware of the work of the Bonfire Management Programme, led by the Council’s Good Relations Unit. The bonfire work has developed into a programme of cultural networks which has brought together 40 bonfire groups on a North, South, East and West basis across the city. The funding for this programme is borne by the council and through funding under the Peace III programme.
Woodvale and Cambrai Youth and Community Association have been active participants on the programme for a number of years. In 2007 they were involved in the design of the bonfire beacon with a view to developing an alternative to the traditional 11 July bonfire. They ran successful beacon events, which included a range of community activities, in 2008 and in 2009 with over 6,000 people attending these events each year. The staging of these events was approved by the Parks and Leisure Committee on each occasion. In 2010 a bonfire frame was used which was an alternative to the beacon and was considered a successful alternative to the traditional bonfire.
The Woodvale and Cambrai Youth and Community Group are again seeking permission to use Woodvale park for a cultural event on 11 July 2011. The event is similar to last year, with the use of family based recreation activities and the festival includes a music event. The festival is designed to be a family friendly event, open and welcoming to all.
As part of this event they will be using a bonfire frame, as part of their ongoing efforts to transform the bonfire event within the wider locality. This proposal refers to a bonfire frame as opposed to a traditional bonfire. The proposed frame structure was tested and piloted by Ards Borough Council in 2009 and used last year in Woodvale Park with considerable success. Like the beacon, it is placed on a bed of sand, and has proven to cause no damage to the ground surface. 1 Page 152
The bonfire frame is a simple design, which aims to regulate the size and height of the bonfire and is a less complex structure than the bonfire beacon. The presence of the frame enables greater regulation of the bonfire and is a middle- ground between the traditional bonfire and the bonfire beacon.
2. Key Issues
Event Management The event will require an event management plan and will have to comply with all statutory requirements. The organisers will be required to liaise closely with the council, Northern Ireland Fire and Rescue Service and the statutory agencies. Furthermore, the proposed event will be underpinned by an appropriate form of legal agreement.
The work of the council in relation to the transformation of bonfires continues to command the support of the inter-agency group who assist the council with the programme. The Northern Ireland Fire and Rescue Service, the Police Service for Northern Ireland, Department of Regional Development (Roads Service), Northern Ireland Office, Northern Ireland Housing Executive, Northern Ireland Environment Agency and the Community Relations Unit of OFMDFM have all supported developments thus far.
Benefits of the proposal There is significant local support for the proposal to pilot the bonfire frame as part of the cultural event, with a commitment of up to 50 local volunteers to supervise the event. These volunteers are trained in stewarding techniques and officially accredited by the Open College Network.
The provision of beacons in 2008 and 2009 and the use of the bonfire frame in 2010 have proven to demonstrate that communities can take responsibility for managing bonfires and conducting events in a responsible manner. The proposal to use a bonfire frame seeks to develop a structure, to take the best of what the beacon process has delivered and amalgamate this with the traditional bonfire in order to provide a ‘middle-ground’ option to communities in their bonfire celebration.
4. Resource Implications
Financial None. Current approved budgets within council will support the initiative. • Provision of sand base: £100 (through existing Parks Area North budget) • Fencing for after the burn: £200 (through existing Parks Area North budget) There are no post event clean-up costs envisaged.
Human Resources Continued Parks and Leisure as well as Good relations staff engagement with developing the proposed event.
2 Page 153
4. Equality and Good Relations Implications
None.
5. Recommendations
It is recommended that the Committee grant authority for this cultural event to be held in Woodvale Park on 11 July 2011, subject to satisfactory terms agreed with the Director of Parks and Leisure and on the condition that: • the event organisers resolve all operational issues to the council’s satisfaction; • an appropriate legal agreement is signed and adhered to; • The event organisers meet all statutory requirements including entertainments licensing.
6. Decision tracking
Officers responsible: David Robinson, Good Relations Officer and Fintan Grant, City Parks Manager for North. All actions to be completed by end of July 2011.
7. Key to abbreviations
OFMDFM: Office of the First Minister and Deputy First Minister.
8. Documents Attached
None.
3 Page 154
This page is intentionally left blank Page 155 Agenda Item 22
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Enchanted Garden Belfast Festival
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Emer Boyle, Policy and Business Development Manager
1.0 Relevant Background Information
1.1 The Committee is asked to note that the council has received a request from Graeme Farrow, Director of Belfast Festival at Queens, for the use of Botanic Gardens for an Enchanted Evening Garden event from Wednesday 26 October until Saturday 29 October 2011. Each Enchanted Evening will begin at 7.00pm and end shortly before 10.00pm. The letter of request is attached as Appendix 1.
2.0 Key Issues
2.1 The Enchanted Evening Garden event will complement the council celebrations taking place over the Halloween weekend. The event has been described as a unique artistic event incorporating both local and international artists, transforming the Botanic Gardens into a magical garden providing a spectacular experience for both young and old alike.
2.2 Enchanted Garden Event The theme for the 2011 event is still under development in conjunction with local practitioners involved in family based theatre production and the request outlines that it “.. will feature aerial artists, ground based characters portraying the overall story, static displays and suspended illuminations throughout the park. The overall effect will be a spectacular experience for adult and child alike.”
2.3 The current request is for council assistance of £25,000 to cover the cost of installing and maintaining both the outdoor lighting supply and the additional lights that are required to illuminate the park sufficiently.
2.4 Last years’ request for this event was slightly different (more detail was Page 156
provided and less cost associated) and the relevant detail is outlined below (extract from minutes): Botanic Gardens reinstatement costs in the region of £2,000 Lighting installation in the region of £14,500. This will be covered by existing revenue budgets.
2.6 Given that information around the planned event is still under development more detailed discussions will be required with the Belfast Festival in order to determine the exact nature of the event and the breakdown of any financial commitment required and to satisfy the council that all health and safety, licensing and other legal obligations would be borne by the applicant and provided to the council’s satisfaction.
3.0 Resource Implications
3.1 In addition to officer time and support and ground re-instatement costs, this request is for £25,000 support.
4.0 Equality and Good Relations Implications
4.1 None at this stage.
5.0 Recommendations
5.1 It is recommended that Members agree in principle to the inclusion of an ‘Enchanted Gardens’ event as part of the 2011 Belfast Festival at Queens subject to officers engaging in discussion with the festival organisers on the extent and nature of the event and the extent of the financial and operational implications for the council and that a further report be brought to the committee’s June meeting to enable final decisions to be made regarding this proposal.
6.0 Decision Tracking
Responsible officer: Principal Parks and Cemeteries Services Manager. Further report to be submitted to June committee.
7.0 Key to Abbreviations
None.
8.0 Documents Attached
Appendix 1: Copy of the request from Belfast Festival at Queens
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This page is intentionally left blank Page 159 Agenda Item 23
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Institute of Cemetery and Crematorium Management Request
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Rose Crozier, Head of Parks and Leisure Sharon McCloy, Cemeteries and Crematorium Manager
1. Relevant Background Information
The Parks and Leisure Department has received a written request from the Branch Secretary of the Scottish and Northern Ireland Branch of the Institute of Cemetery and Crematorium Management (ICCM) asking if Belfast City Council would hosts its Autumn Branch Meeting in late August/early September 2011.
2. Key Issues
The Scottish and Northern Ireland Branch have currently six members in Northern Ireland. Of these six, four are currently serving officers within the Parks and Leisure Department and the fifth retired from the Department in January 2010. With the vast majority of the Branch meetings being held in Scotland it is expensive f or the Northern Ireland members to attend regularly. Therefore, the Branch tries to schedule a meeting in Northern Ireland every few years. The last such meeting was hosted by Belfast City Council in August 2006.
Belfast City Council is also a corporate member of the Institute of Cemetery and Crematorium Management and frequently avails of the specialised services that the ICCM offers to its members.
Attendance at Branch Meetings allows officers to keep up to date with developments in the industry and make contacts with other authorities and service providers learning from their knowledge and experience. As the providers of the only cremation service in Northern Ireland and of the busiest cemetery, it is important to keep up to date with developments in the industry and changes in legislation. Page 160
In addition, by having this opportunity to host a Branch Meeting for visitors from Scotland, Belfast City Council will have the opportunity to showcase one of our premier facilities within Parks and Leisure i.e. Belfast Castle as the venue for the meeting. A bus tour of Belfast will also be undertaken, time permitting, thereby promoting our city as a tourist venue.
3. Resource Implications
Financial At this stage the Branch Secretary is unsure how many members wish to travel to Belfast as they or their individual local authorities will have to incur the costs of travel. At the last meeting held in 2006, 29 members travelled to Northern Ireland and five attended fro Northern Ireland, all of whom were Belfast City Council Officers.
Based on 34 people the cost to host the Branch Meeting in Autumn 2011 is approximately £1280. This is broken down into bus hire of £240, room hire at Belfast Castle costing £292 and conference catering package of £22 per person.
A revenue budget is available for the proposed expenditure with the expense being met out of the current cemeteries and crematorium budgets.
Human Resources A member of staff will be in charge of arranging the proposed visit and will provide appropriate information briefings to senior management.
Asset and Other Implications None.
4. Equality and Good Relations Implications
None.
5. Recommendations
It is recommended that the Parks and Leisure Department host the Branch meeting of the Scottish and Northern Ireland Branch of the Institute of Cemetery and Crematorium Management in the Autumn 2011.
Page 161
6. Decision Tracking
Actions to be completed by Sharon McCloy, Cemeteries and Crematorium Manager by the end of September 2011.
7. Key to Abbreviations
ICCM: Institute of Cemetery and Crematorium Management
8. Documents Attached
None.
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This page is intentionally left blank Page 163 Agenda Item 24
Belfast City Council Report to: Parks and Leisure Committee
Subject: Transplant Sport UK
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Seamus Rooney, City Events Officer, Development Department
1. Relevant Background Information
In October 2008 Belfast City Council’s Development Committee agreed funding of £70,000 towards the hosting of the British Transplant Games in Belfast in 2011. The games will be held in Belfast from 4 - 7 August 2011 and were last hosted here in 1998.
The games are managed by Transplant Sport UK, a registered charity and are held annually. The games, encompassing 20 sports, take place over four days (Thursday – Sunday) with an opening ceremony on the Thursday and gala dinner on the Sunday. Adults and children take part aged 4 – 80 and all have received a life saving organ transplant.
The games will bring a direct economic impact to the city of circa £1 million based on 2000 participants (including 800 transplant athletes) residing on average 4 nights. National and regional media coverage is estimated at over £1million placement value.
The prime objective of the games, however, is to highlight the need for people to sign up to the donor register and give the ‘gift of life’ to someone. Northern Ireland is one of the poorest regions of the UK in terms of donor registration.
2. Key Issues
Transplant Sport UK have requested permission to place and manage a collection box at the reception desk at each Belfast City Council leisure centre for the period of Monday 3 May until Friday 5 August 2011.
Any monies raised will be invested in the delivery of the Belfast Games in August. Page 164
3. Resource Implications
None.
4. Equality and Good Relations Considerations
None.
5. Recommendations
That Members agree that Transplant Sport UK can place and manage a collection box at the reception desk at each Belfast City Council leisure centre for the period of Monday 3 May -Friday 5 August 2011.
6. Decision Tracking
The City Events Officer, Development Department to liaise with Transplant Sport UK on the management of the collection boxes.
7. Key to abbreviations
None.
8. Documents attached
None.
Page 165 Agenda Item 25
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Sustrans Fundraising
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
1. Relevant Background Information
Last year at its meeting on 14 May 2010 the Parks and Leisure Committee granted approval to Sustrans to carry out fundraising within Clement Wilson Park over the Summer period commencing in June 2010. Sustrans is the charity behind the National Cycle Network and the fundraising at Clement Wilson Park was part of a wider fundraising initiative on sections of the National Cycle Network including Comber Greenway and the City Centre.
A further request has been received from Sustrans to carry out the same fundraising initiative from July to September 2011 within Clement Wilson Park and also the towpath at the Gasworks site.
2. Key Issues
There is currently no policy in relation to charitable collections within Parks and Leisure estate therefore individual requests such as this one need to be considered and agreed by committee.
The fundraising will be carried out by personal fundraisers who will ask cyclists and walkers if they wish to make a regular donation to Sustrans. No cash will be collected.
Members will note that the Gasworks site is not within the Parks and Leisure estate however the Town Solicitor and Assistant Chief Executive has advised that the decision can be taken by the Parks and Leisure Committee and copied to the Director of Property and Projects for information.
3. Resource implications None.
Page 166
4. Equality and Good Relations Implications None.
5. Recommendations
It is recommended that approval be given to allow Sustrans to carry out fundraising within Clement Wilson Park and the towpath at the Gasworks site from July – September 2011.
6. Decision Tracking
Officer responsible: Principal Parks and Cemeteries Services Manager. Decision of the Committee to be notified to Sustrans by May 2011.
7. Key to Abbreviations
None.
8. Documents attached
None.
Page 167 Agenda Item 26
Belfast City Council
Report to: Parks and Leisure Committee
Subject: Support for Sport Development Grants
Date: 14 April 2011
Reporting Officer: Andrew Hassard, Director of Parks and Leisure
Contact Officer: Claire Moraghan, Sports Development Officer
1 Relevant Background Information
1.1 Members will be aware that delegated authority was given to the Director of Parks and Leisure for hospitality and development applications requesting up to £3,000 and £1,250 respectively – including a one off equipment grant of £250.
2 Key Issues
2.1 The Director and relevant officer met on Monday 4 April to discuss small development and hospitality applications under delegated authority. 25 small development applications were received for March, 8 received for April (new financial year) and 5 hospitality applications.
2.2 The small development applications are listed in Appendix 1 & 2. Hospitality applications are listed in Appendix 3.
2.3 Detailed applications are held in the Parks and Leisure Department and can be forwarded to Members on request.
2.4 A copy of each application will be available at the committee meeting.
Page 168
3 Resource Implications
Financial 3.1 The table below indicates the amounts allocated from the 2010/2011
budget.
3.2 Proposed allocation Remaining Total Allocated for March after Area available to date 2011 allocation Small Development £120,000 £106,327 £18,989 -£5,316
The table below indicates the amounts allocated from the 2011/2012 3.3 budget. Proposed allocation Remaining Total Allocated for April after Area available to date 2011 allocation Small Development £120,000 £0 £7,595 £112,405 Hospitality £31,000 £0 £5,415 £25,585
Human Resources 3.4 There are no human resource implications other than officer time to process the applications.
Asset and Other Implications Not applicable.
4 Equality and Good Relations Considerations
4.1 All applications have been assessed in line with the current Support for Sport scheme.
4.2 When the review of the Support for Sport Scheme has been completed, the revised scheme and award framework will be re-screened through the council’s equality screening process.
5 Recommendations 5.1 That Members note the content of this report with regard to Support for Sport development applications.
6 Decision Tracking The Sports Development Officer to arrange the award of all Support for Sport Small Grants by 30 April 2011.
7 Key to Abbreviations None
8 Documents Attached Table of Recommendations Appendix 1: Small Development Applications March 2011. Appendix 2: Small Development Applications April 2011 Appendix 3: Hospitality Applications April 2011.
Appendix 1 Support for Sport Small Development Grants March 2011.
Amount ID Club/Organisation Activity details Recommended Recommendation and reason Breakdown Games and physical activity Events for participants Lowry Court Tenants both male and female aged 60-95. Approx 40-45 D-594-11 Association participants expected. £250 Support £250 equipment grant. £250 Equipment Grant
Coaching Costs: £1080 Multisport for boys and girls aged between 4-11. Medals: £42 Manor Street/Cliftonvlle Activities to include football, badminton table tennis Support up to a maximum of £842 for Total: £1122-75%= £842 D-595-11 Community Group or badminton and cater for approx 60 children. £842 eligible costs. Equipment not eligible. Ineligible Costs: Equipment Basketball Tournament to provide a pre season Facility Hire: £900 tournament for NI basketball population, and to Referees/Officals: £233 Belfast Tropics allow young people a chance to play the sport. Support up to a maximum of £1000 of Trophies/Medals: £200 D-596-11 Basketball Club Approx 100 men, 20 boys and 20 girls. £1,000 eligible costs. Total: £1333-75%=£1000
Revalidation of all coaching courses. 6 Coaches Do not Recommend.
from the club will attend the coaching courses Coaching Course has already taken Page 169 D-597-11 Yamakwai Judo Club organised by the Northern Ireland Judo Association. £0 place. Retrospective fund is not eligible. Do not recommend. Northern Ireland Do not Recommend. Must be Belfast Standard Bred Harness racing. Care and training of trotters and based and Governing D-598-11 Association pacers. £0 Bodies/Associations cannot apply. Do not recommend. Training of coaches: 10 Participants aged 25 and up Saint Galls Gaelic to take part in a Specialist Analysis/coaching Support up to a maximum of £750 of Coach Education: £1000 D-599-11 Athletic Club seminar held at St Galls premises. £750 eligible costs. Total: £1000-75%= £750
Coaching Costs: £420 Facility Hire: £144 Duke of Windsor Soccer tournament for both girls Marketing Materials: £300 Taughmonagh and boys aged 7-10 years old. Approx 12 teams Support up to a maximum of £798 of Medals/Trophies: £200 D-600-11 Community Forum Ltd consisting of 10 children, with 24 adult coaches. £798 eligible costs. Total: £1064-75%= £798 Facility Hire: £90 Medals/Trophies: £870 Festival of Football for both males and females for Referees: £200 aged 9+. Matches for each age range with teams Support up to a maximum of £1000 of First Aid: £173 D-601-11 Loughside Football Club from all over the city invited to participate. £1,000 eligible costs. Total: £1333-75%=£1000 Coach education: 2 coaches at level 2 and 1 coach at level 1 to cater for the new intake of children to Support up to a maximum of £1000 of Coach Education: £1333 D-602-11 Linfield Football Club the club. £1,000 eligible costs. Total: £1333-75%=£1000 Appendix 1 Support for Sport Small Development Grants March 2011. Coaching for young people over the Easter holidays Coaching Costs: £1183 aged 6-18 both male and female. Approx 50 young Marketing Materials: £50 people expected. Hoping to increase junior club Support up to a maximum of £1000 of Medals/Trophies: £100 D-603-11 Cavehill Tennis Club membership. £1,000 eligible costs. Total: £1333-75%= £1000 Training of coaches and coaching assistants. 8 Coach Education coaching assistants to be trained; 4 club officers to Costs:£404 be trained in disability awareness and 3 coaches to Coaching Costs:£689 Northern Ireland Youth be trained in Rescue and Emergency first Aid (REC Support up to a maximum of £1000 of Facility Hire: £240 D-604-11 Climbing Team level 2). £1,000 eligible costs. Total: £1333-75%=£1000 Coaching Costs: £360 Facility Hire: £540 Marketing: £100 Trophies/Certs:£333 Coaching and Sport Festival for 12-20 year olds at Total:£1333-75%=£1000 Albert Foundry Football Paisley Park over the Easter Holidays. Approx 100- Support up to a maximum of £1000 of Ineligible costs:
D-605-11 Club 160 participants. £1,000 eligible costs. Refreshments Page 170 Tournament and coach training for girls and boys aged 10-14. Approx 360 participants.Application is Do not recommend. Equipment grant not D-606-11 Bloomfield Football Club for equipment only. £0 eligible. Do not recommend. Kookateki (Grove) Judo Coach education for two coaches to undertake Support up to a maximum of £638 of Coach Education: £850 D-607-11 Club UKCC level 2 in Judo £638 eligible costs. Total: £850-75%=£638 Kookateki (Holy Family) Coaching award for 2 males to undertake their level Support up to a maximum of £390 of Coach Education: £520 D-608-11 Judo Club 1 coaching badge. £390 eligible costs. Total: £520-75%= £390 Coach Education:£500 16 week open day fitness programme, in order to Facility Hire: £640 attract new members to the club. Coach education Coaching Costs:£113 33rd Old Boys Football to train 5 coaches in IFA introductory award and 1 Support up to a maximum of £1000 of Marketing: £80 D-609-11 Club coach in IFA level 1. £1,000 eligible costs. Total: £1333-75%=£1000
Multi Activity Sessions for both males and females Coaching Costs: £960 for adults with severe learning disabilities. Activities Certificates: £20 Albert Street Community such as canoeing, archery, wall climbing and team Support up to a maximum of £735 of Total: £980-75%=£735 D-610-11 Centre Limited games will be delivered. £985 eligible costs & £250 equipment grant. +£250 Equipment
Cathal Brugha Amateur Coach education, Swim Ireland Coaching awards to Support up to a maximum of £1000 of Coach Education: £1333 D-611-11 Swimming Club train 4 coaches in level 1 water polo £1,000 eligible costs. Total:£1333-75%=£1000 Open days Fitness training/circuit based dance Coaching Costs: £1133 Kennedy School of Irish classes, for females aged 17 years old. Approx 25 Support up to a maximum of £1000 of Marketing: £200 D-612-11 Dance females expected. £1,000 eligible costs. Total: £1333-75%= £1000 Appendix 1 Support for Sport Small Development Grants March 2011.
Coaching Costs:£480 Soccer coaching for males aged 20 plus to increase Facility Hire: £400 the skill level of players and attract new members. Support up to a maximum of £660 of Total: £880-75%=£660 D-613-11 York Road Young Men Approx 50 participants expected. £660 eligible costs. Ineligible costs: Equipment Variety of sports for children aged 5 and older both girls and boys, in order to allow their parents to Coaching Costs: £1000 North Belfast Play participate in parkrun. Approx 20-25 kids every Support up to a maximum of £1000 of Facility Hire:£333 D-614-11 Forum Saturday. £1,000 eligible costs. Total:£1333-75%=£1000 Coach Education: £610 Recruitment day for new U11 team, boys male and Facility Hire: £480 females. Training of coaches to cater for the new Coaching Costs: £243 Saint Andrews Amateur section. 2 x IFA level 1; 6 x IFA grassroots and 15 x Support up to a maximum of £1000 of Total: £1333-75%=£1000 D-615-11 Football Club CP training. £1,250 eligible costs & £250 equipment grant. +£250 Equip Coaching costs:£250 Football season training in order to atract more Facility Hire: £200 Saint Matthews Ladies players and train exsiting players in order to enter a Support up to a maximum of £338 of Total: £450-75%=£338
D-616-11 Football Club team into the league. £588 eligible costs & £250 equipment grant. +£250 Equip Page 171 Coaching costs: £1150 Crusaders Strikers Coach education for 2 coaches. 1 x level 1 an d 1 x Support to a maximum of £863 of eligible Total Costs: D-617-11 Women's Football Club UEFA B £863 costs. £1150x75%=£863 D-528-11 Donegall Amateur Teaching Aquatics Level 1 units 1-2 for 3 female Support up to a maximum of £975 of Coach Education: £1300 (ii) Swimming Club and 1 male coach. £975 eligible costs. Total: £1300-75%= £975 Total amount Total Amount allocated to date £106,327 allocated April £18,989 Overall Total: £125,316 Appendix 1 Support for Sport Small Development Grants March 2011. Page 172 Appendix 2 Support for Sport Small Development Grants March 2011.
Amount ID Club/Organisation Activity details Recommended Recommendation and reason Breakdown Facility Hire:£200 Marketing:£160 Trophies/medals:£340 Newington Amateur Boxing event for 9-20 year olds to showcase their Ringhire:£320 Boxing Club 'Patsy skills and development through being at the club. Support up to a maximum of £975 of Referees/Judges:£280 D-618-12 Quinn Gym' Approx 24-30 participants expected £975 eligible costs. Total:£1300-75%=£975 Coaching Costs:£500 Facility Hire:£360 Marketing:£100 Easter Soccer School for 14-19 year old males and First Aid:£270 Crumlin Star Football females in order to develop skills and attract new Support up to a maximum of £1000 of Trophies/medals:£103 D-619-12 Club players. Approx 40-50 people to attend. £1,000 eligible costs. Total: £1333-75%=£1000 Linfield Ladies Linfield Ladies Football Support up to a maximum of £1000 of Coach Education:£1333
D-620-12 Club Coaching courses: 2 x IFA level 2 £1,000 eligible costs. Total:£1333-75%=£1000 Page 173 Coaching Costs:£720 Tennis session for 2-4 year olds both male and Marketing:£255 female to get them active and introduced to tennis. Support up to a maximum of £731 of Total£975-75%= £731 D-621-12 CIYMS Tennis Club Approx 25 participants expected. £981 eligible costs & £250 equipment grant. +£250 Equipment Soccer coaching for 45-50 people using the newly Facility Hire:£1152 qualified coaches. Approx50 people expected to Support up to a maximum of £946 of Marketing:£109 D-622-12 Shamrock Football Club attend £946 eligible costs. Total:£1261-75%=£946
Facility Hire: £300 Umpire Costs: £100 Marketing Materials: £350 City of Belfast Tournament attracting approx 150- Support up to a maximum of £788 of Trophies:£300 D-623-12 Belmont Bowling Club 200 participants both male and female. £788 eligible costs. Total:£1050-75%=£788 Coaching Costs: £833 Facility Hire:£200 First Aid: £200 Summer Soccer Camp for both girls and boys at Marketing:£100 primary school age. Approx 50 participants Total: £1333-75%=£1000 expected. The participants will be coached in Equipment grant not various areas and then compete in a mini world cup Support up to a maximum of £1000 of eligible, junior section D-624-12 Ardoyne Fleadh Project tournament. £1,000 eligible costs. already established Appendix 2 Support for Sport Small Development Grants March 2011. Coaching costs: £960 Amalgamated training session for males and Facility Hire: £96 Mona Sports females aged 6-8 year olds. Approx 40 children and Support up to a maximum of £905 of Certificates: £150 D-625-12 Association 10 adults will be involved. £905 eligible costs. Total: £1206-75%=£905 Total amount Total Amount allocated to date £0 allocated April £7,595 Overall Total: £7595 Page 174 Appendix 3 Hospitality Applications April 2011/12
Amount ID Club/Organisation Title of event Tourism Appeal Recommendation recommended Manchester United Foundation staying for one night as part of the link with the Manchester United The George Best George Best Foundation - Kickz H-75-12 Foundation Memorial Trophy Foundation. Recommend £720.00 European Squash Players from the top club in Club 17 countries coming to Belfast H-76-12 Irish Squash Championships for tournament. Recommend £3,000.00 Dennis McNamara 5 teams travelling to Belfast to Orangefield Old Boys Community Cup stay for 2 nights and includes H-77-12 Football Club and Fun Day 11 NI teams Recommend £1,380.00
Dr Dermot Neary 10 waterpolo teams from Page 175 Clonard Waterpolo Memorial Dublin, Galway and Belfast at H-78-12 Amateur Swimming Club Tournament Falls Leisure Centre. Recommend £315.00 Overall Total: Total Amount allocated to date £0 Total amount allocated April £5,415 £5415 Page 176
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