Public Document Pack Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS

27th March, 2019

MEETING OF PEOPLE AND COMMUNITIES COMMITTEE

Dear Alderman/Councillor,

The above-named Committee will meet in the Lavery Room - City Hall on Tuesday, 2nd April, 2019 at 4.30 pm, for the transaction of the business noted below.

You are requested to attend.

Yours faithfully,

SUZANNE WYLIE

Chief Executive

AGENDA:

1. Routine Matters

(a) Apologies

(b) Minutes

(c) Declarations of Interest

2. Restricted

(a) Request for the use of Boucher Road (Pages 1 - 4)

3. Committee/Strategic Issues

(a) Minutes of Strategic Cemeteries and Crematorium Development Working Group (Pages 5 - 14)

(b) Draft Belfast Open Spaces Strategy (Pages 15 - 74)

4. Physical Programme/Asset Management

(a) Playground Improvement Programme 2019-2020 (Pages 75 - 92) - 2 - (b) LORAG - Transfer of Land (Pages 93 - 112)

(c) Wilmot House (Pages 113 - 114)

5. Finance, Procurement and Performance

(a) Community Development Grants Update (Pages 115 - 122)

(b) Cavehill Adventurous Playground (Pages 123 - 130)

6. Operational Issues

(a) Park Run City Wide (Pages 131 - 136)

(b) Boxing Strategy Quarterly Update (Pages 137 - 144)

(c) All-Ireland Pollinator Plan Council Partnership (Pages 145 - 152)

(d) CIWM National Conference - 12th-13th June 2019 and Consultation Responses for Packaging Waste (Pages 153 - 156) Agenda Item 2a By virtue of paragraph(s) 3 of Part 1 of Schedule 6 of the Local Government Act (Northern Ireland) 2014.

Document is Restricted

Page 1 This page is intentionally left blank Agenda Item 3a

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Update on Strategic Cemetery and Crematorium Development

Date: 2nd April 2019 Nigel Grimshaw, Strategic Director of City and Neighbourhood Reporting Officer: Services

Siobhan Toland, Director of City Services Contact Officer:

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues

1.1 The purpose of this report is update committee on the key issues discussed at the Strategic Cemeteries and Crematorium Development Working Group meeting held on 19th March 2019. 2.0 Recommendations

2.1 The Committee is asked to :- - Approve the minutes and the recommendations from the Strategic Cemeteries and Crematorium Development Working Group meetings held on 19th March 2019. 3.0 Key Issues Presentation by Department of Health on Death Certification

3.1 Members were given a presentation on the Death Certification process in Northern Ireland and were made aware that this cuts across the areas of responsibility of DoH, DoJ, DfC DfF Page 5 as well as District Councils which provide burial and cremation services. As result of the Harold Shipman Inquiry the NI Executive made some improvements to the system in 2009. However, the recent local Inquiry into Hyponatraemia Related Deaths has made a specific recommendation that the role of an Independent Medical Examiner of Death is introduced in NI – similar to the scheme already adopted in Scotland however this needs a legislative change at the Assembly. The adoption of a future IME scheme in NI if the legislation was made would impact on how Councils and Funeral Directors carry out their burial and cremation functions. The IME recommendation offers an opportunity to update the cremation legislation and process which the Council currently comply with to provide its cremation service. Members were given assurance that the IME Working Group which DoH currently chairs includes officers from the Councils Bereavement Service to input into any discussion. Members were also advised that it would be difficult to adopt these improvements without the function of an NI Executive.

3.2 Future Burial Provision Members were advised of a report which had recently been commissioned to help the Council make a determination on the amount of burial land remaining and its future requirements. Members were advised that this is a complicated calculation based on many societal and personal preference factors and the report sets out three different scenarios. The most realistic scenario takes account of the declining burial space in all other cemeteries leaving Roselawn as the only source of new burial land with around 15.2 years of burial capacity. In addition to this, account should also be made of guidance from Central Government which indicates that the Council should retain around 3,000 graves for emergency planning contingencies. This reduces the overall capacity to around 8.4 years. Given the good practice guideline that Councils maintain ten years capacity, the adoption of this scenario means that it is appropriate that the Council now seeks to acquire 5.51 and 8.66 hectares of new land for burial. The Director recommended that this information could be used in the BCC response to a recent Planning Appeal application . The Working Group considered the information which had been provided and agreed to the recommendation associated with the acquisition of between 5.5 hectares and 8.6 hectares of burial land to meet the future requirements of the city, subject to the approval of the People and Communities Committee.

Update on Plot Z1 City Cemetery 3.3 Members were given an update that the commissioned sculptor had taken possession of a very large piece of Kilkenny Limestone and has begun to shape it. This work will take approximately three months. The Focus Group has expressed their satisfaction with the progress and Members will be given an update prior to completion.

Page 6 3.4 Update on New Crematorium Development The Working Group was given an update on the new crematorium development at Roselawn. Members were reminded that capital monies has been committed to a new twin chapel crematorium at the Roselawn site. The Project Sponsor advised Members progress and answered a number of queries from members.

3.5 Update on Dundonald Cemetery Gates The Working Group raised questions on to the delay to repair the gates at Dundonald Cemetery after a road traffic collision. The Bereavement Services Manager advised that it has been in part due to legal exchanges in connection with the RTC but this should be concluded soon.

Financial & Resource Implications

3.6 Any associated costs will be borne within operational budgets.

Equality / Good Relations Implications or Rural Needs Assessment

3.7 None 4.0 Appendices - Documents Attached

Appendix 1 - Minutes of the Working Group of 19th March 2019

Page 7 This page is intentionally left blank STRATEGIC CEMETERIES AND CREMATORIUM DEVELOPMENT WORKING GROUP

Minutes of Meeting of 19th March, 2019

Members Present: Alderman Rodgers (Chairperson); The High Sheriff of Belfast, Alderman Sandford; and Councillors Corr and O’Neill.

In Attendance: Mrs. S. Toland, Director of City Services; Mr. M. Patterson, Bereavement Services Manager; Mrs. C. Sullivan, Policy and Business Development Officer; Ms. S. Kalke, Project Sponsor; and Mr. G. Graham, Democratic Services Assistant.

Minutes

The minutes of the meeting of 25th February, 2019 were taken as read and signed as correct.

Declarations of Interest

No declarations of interest were reported.

Presentation by Department of Health on Death Certification Processes

Dr. Julian Johnston and Mr. Davy Best, Department of Health, attended in connection with this item and were welcomed by the Chairperson.

Mr. Best provided the Working Group with an update on the Death Certification Process as pertaining to Northern Ireland. Mr. Best outlined the statutory obligation specified in the Coroner’s Act 1959, including the circumstances under which certain deaths, specified with the Act, should be reported. The Working Group was provided with an outline of the sequence of events following death, including the process from the verification of death to the disposal of the body as pertains currently in Northern Ireland.

Mr. Best provided the Working Group with an outline of the circumstances surrounding the Dr, Harold Shipman Inquiry and the details contained within the Dame Janet Smith report, which highlighted significant failings in the Death Certification process and which made recommendations to mitigate against a similar occurrence in the future, Mr. Best informed the Members that the report had identified significant weaknesses in the system, including the dependence on a single medical practitioner to issue a Medical Certificate of Cause of Death (MCCD) including the validity of the information contained with the Doctor’s assessment in terms of identifying the cause of death. He stated that the report had highlighted the need to subject all deaths to independent scrutiny, including verification of the deceased’s medical history as a means to form an opinion on the cause of death.

The Working Group was advised that the Death Certification process involved a number of central government departments, including the Coroner’s Service and that, in 2009, an Inter-Departmental Death Certification Working Group had been established to provide a unified system in respect of the disposal of bodies including, amongst other things, the need to enable adequate and independent scrutiny of all MCCD’s to identify and deter criminal activity or malpractice. As part of that process, the Northern Ireland Page 9 Executive had agreed to the enhancement of the existing assurance arrangements for death certification, with the option of keeping them under review, should further strengthening or improvement of the Death Certification process be required. It was reported that the option chosen, included adding the GMC number and the Health and Social Care number to the existing medical Certificate in regard to cause of death, and an analysis undertaken by the Health and Social Care Trusts in regard to the MCCD process to be completed by hospital based Doctors.

Mr Best provided the Working Group with an update on the recent local O’Hara Inquiry into Hyponatraemia Related Deaths. One of the key recommendations from the inquiry was the adoption of an Independent Medical Examiner of Death role within Northern Ireland. It was explained that the three primary roles of the IME are:

 To check if a death should have been referred to the Coroner;

 Confirmation that the cause of death and the MCCD details were accurate; and

 Identification of potential concerns in regard to the safety and quality of treatment and care.

The Working Group was provided with an outline of the Death Certification process in other jurisdictions within the United Kingdom, in particular Scotland, which already has an IME scheme and England and Wales where an IME scheme was in process. It was reported that, In Northern Ireland, the IME role cuts across the responsibilities of the DoH, DfC, DoJ and DoF as well as District Councils who provide final disposition. All of these are represented on the IME sub-group of the Inquiry into Hyponatraemia Related Deaths. The department officials outlined the potential implications from adoption of the recommendations for change, including the impact on funeral and cremations times and the impact on current processes, including the role of the Medical Referee. Mr Best referred to the need to enact legislation which required approval by the Northern Ireland Executive, including consultation with relevant stakeholders involving members of the public, Doctors and Funeral Directors. He referred to the collaborative work required between the four relevant departments to ensure a robust and fit for purpose Death Certification process. He assured Members that key officers of Belfast City Council were being consulted in this work.

The Chairperson, on behalf of the Working Group, thanked the Department of Health officials for their detailed and informative presentation and they departed from the meeting.

Future Burial Provision

The Working Group was presented with an options report, prepared by Fleming Mountstephen Planning (FMP), which had highlighted a range of scenarios which might impact on future burial requests and land acquisition for that purpose.

Based on three scenarios A, B, and C, each accounting for future population, death rate, personal choice and preference, current trends and epidemiology, the Bereavement Services Manager informed the Working Group that central government emergency planning guidance indicated that it was prudent for Belfast to maintain a capacity of 3,000 graves in addition to the yearly rate of burials.

The Bereavement Services Manager explained the rationale behind the scenarios and why A and C were less realistic. He reminded the Members that space in existing family graves in Dundonald, Knockbreda and City Cemeteries was limited and that these Page 10 cemeteries were almost at capacity. He reported that Roselawn was the only source of new graves and, as other cemeteries declined, its usage would increase. He explained that scenario B factored this decline into account and was the most realistic scenario of the three. In order to maintain a ten year supply, scenario B would require the Council to acquire between 5.51 and 8.66 hectares of new land for burial space. It was recommended that Members adopt this scenario with its associated recommendation. The Members were advised that the report also recommended that the Council undertake an internal annual review of burial capacity in order to confirm and validate the chosen scenario, which would be presented to the Working Group annually.

Expression of Interest

The Working Group was advised that, at its meeting, held in December, 2016 it had agreed to undertake an Expression of Interest (EOI) assessment as part of its burial policy, in an endeavour to identify potential burial land which would service the needs of North and West Belfast. The Director stated that officers were engaged currently on drafting the necessary documentation to undertake that process and requested that Members consider the recommendations contained within the report and that the Council undertake to procure between 5.5 hectares and 8.6 hectares of additional burial land, to meet its future burial needs.

In response to a question from a Member in regard to how the future burial capacity requirements for the city was calculated, the Bereavement Services Manager stated that it was a statistical exercise, based on average grave usage and other parameters gained from experience on the amount of space required for each grave and associated services.

The Working Group considered the information which had been provided and agreed to the recommendation associated with the acquisition of between 5.5 hectares and 8.6 hectares of burial land to meet the future requirements of the city, in that the 2016 Council decision stated that this should be based on the requirement to service North and West Belfast, subject to the approval of the People and Communities Committee.

Proposed Cemetery at Loughview

The Members were reminded of a report which had been presented previously to the People and Communities Committee outlining the work undertaken, by the Council, in regard to the acquisition of additional burial land. To that end, it was reported that a request had been received by Gravis Planning requesting representation by the Council in their appeal against a refusal to allow planning permission in respect of Loughview Park Cemetery.

The Members were informed that Gravis Planning had submitted its appeal to the Planning Appeals Commission (PAC) and requested that the Council submit a letter expressing its wish to make representation to the P.A.C. highlighting its future burial requirements.

The Working Group noted the information which had been provided.

Update on Plot Z1 City Cemetery

The Policy and Business Development Officer provided the Working Group with an update on the progress of the procurement and design for the memorial in recognition of those babies interred in “The Baby Plot’’ in the City Cemetery. The Working Group was advised that the work had commenced on the engraving of the memorial which, it was anticipated, would take approximately three months to complete. The Members were advised that the sculptor had agreed to provide both the Working Group and Focus Group with regular updates on the progress of Pageher work. 11 She informed the Members that the Focus Group was happy with the progress, to date, and that a meeting with members of the Focus Group would be held, prior to the completion and handover of the memorial.

Noted.

Update on the New Crematorium Development

The Project Sponsor provided the Working Group with an update on the progress made, to date, in regard to the new Crematorium development at Roselawn. She reminded the Members that the Strategic Policy and Resources Committee, at its meeting in January, 2018 had granted approval for the new crematorium to progress to stage 3 committed expenditure which included a new 2 chapel (2 X 200 seat) capacity on the existing site, incorporating reuse of the existing building. She informed the Members that the money had been allocated to fund the capital project.

In terms of access facilities to the proposed new Crematorium facility, the Project Sponsor stated that a new entrance to the facility might be required and that discussions in that regard were ongoing with Department for Infrastructure

The Members were advised that a Project Board had been established and that its first meeting had been held in February, 2019. The Project Sponsor stated that, as a result of that meeting, a governance structure, outlining the roles and responsibilities associated with that project, had been agreed and that discussions in regard to access to the new facility were ongoing.

The Project Sponsor then responded to a number of queries from the Members

Noted

Update on Dundonald Cemetery

The Chairperson, on behalf of the Working Group, requested information on measures to repair the damage to the gates at Dundonald Cemetery, following a vehicular collision at the entrance gates. The Chairperson raised concerns in regard to the delay in having the gates repaired.

In response, the Bereavement Services Manager stated that, as a result of the collision, the gates and supporting pillar had been badly damaged. He stated that the Council’s insurance Settlement of the issues was close to a resolution and that this process had delayed the repair.

Noted.

Date of Next Meeting

The Working Group noted that its next meeting would be held after the 2019 Local Government Elections and after a new Committee schedule for the remainder of the year had been agreed.

Chairperson Page 12 Page 13 This page is intentionally left blank Agenda Item 3b

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Draft Belfast Open Spaces Strategy (BOSS)

Date: 2 April 2019 Nigel Grimshaw, Strategic Director of City and Neighbourhood Reporting Officer: Services Rose Crozier, Director of Neighbourhood Services Karen Anderson-Gillespie, Policy and Business Development Officer Contact Officer: Gary McNeill, Senior Landscape Planning and Development Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to update Members on the progress of the draft Belfast Open Spaces Strategy (BOSS) and to note that the Strategic Policy and Resources Committee on the 22 March 2019 agreed to consult on the draft strategy.

1.2 The People and Communities Committee agreed the proposed approach to the development of the BOSS at its meeting in October 2016 and since then Belfast City Council appointed external consultants AECOM to support this work. The draft BOSS is a city level strategy and is the product of a collaborative working relationship with officers from the planning department and numerous engagement sessions with a range of internal and external partners and stakeholders at each stage of the strategy development process.

Page 15 1.3 The BOSS and the audit of open spaces will be important for planning purposes and will help inform the Local Development Plan (LDP), deliver the outcomes of the Belfast Agenda, align to the Green and Blue Infrastructure plan (GBIP), inform area working and future area/ neighbourhood based plans and approaches and secure development contributions for investment in open spaces. 2.0 Recommendations 2.1 The Committee is asked to note:  the draft BOSS attached to this report;  the publication of the draft BOSS for a period of 12 weeks public consultation from May – July 2019;  the final draft of the Strategy will be provided to the Strategic Policy and Resources Committee for approval in September 2019. 3.0 Main report Key Issues

3.1 The Belfast Open Spaces Strategy (BOSS) is an update of the previous Open Spaces Strategy – ‘Your City, Your Space’ completed in 2005, which led to many improvements and successes; through this strategy we:

 invested £150m in our open spaces network;  achieved 19 Green Flag Awards;  attracted funding from the Heritage Lottery Fund (HLF) and European streams;  increased numbers and participation levels at local events and outreach programmes;  constructed and developed the Connswater Community Greenway;  increased the number of friend’s groups within our open spaces; and  delivered a range of physical improvements across our open spaces network in partnership with the statutory, community and voluntary sector.

3.2 Belfast City Council appointed AECOM to help prepare a new BOSS for the Council Area. The new Belfast Local Development Plan (LDP) requires an updated open spaces strategy as part of its evidence base. The draft BOSS has evolved as a strategic document pitched at a city level. To help us produce this strategy we established a Strategy Advisory Group which was made up of external partners and stakeholders (statutory, community and voluntary organisations). We also set up an internal Strategy Oversight Steering group made up of officers from across the council to provide oversight and guidance. These

Page 16 groups created a long-term vision for the future of Belfast’s open spaces in line with the aspirations of the Belfast Agenda and the LDP. Our vision, is that by 2035.

Belfast will have a well-connected network of high-quality open spaces recognised for the value and benefits they provide to everyone who lives in, works in and visits our city.

3.3 In 2018, we carried out an open space audit which assessed open space provision, park and play area accessibility and future actions based on the city’s growth strategy. Open spaces were mapped and classified across the city, which will also be used in the future to help us focus on areas of under provision or poor accessibility at a local/ neighbourhood level.

3.4 To make sure that existing and new open spaces are fit for the future, we established a suite of seven guiding strategic principles (SP), providing the roadmap and identifying opportunities for achieving the vision. Belfast’s open spaces will:

 SP1: Provide welcoming shared spaces  SP2: Improve connectivity  SP3: Improve health and well-being  SP4: Support place-making and enhance the built environment  SP5: Increase resilience to climate change  SP6: Protect and enhance the natural environment  SP7: Be celebrated and support learning

3.5 We have identified a range of opportunities and headline actions that are currently underway or planned for our open space network across the city, over the next five years, which are aligned to the seven strategic principles above. The delivery of the headline actions will rely on existing budgets or sourcing external and partner funding over the life of the strategy. To help realise our vision, strategic principles and opportunities and deliver the headline actions, we will continue to work closely with our partners and stakeholders. We will regularly review progress of the delivery plan, complete a full review of the strategy in 2024 and agree the next phase of actions.

3.6 The current draft of the strategy is attached in Appendix 1. It is intended to use this as the basis for public consultation from May to July 2019. Any comments received during the

Page 17 public consultation period will be taken into account in finalising the BOSS and during this time officers are happy to make themselves available to meet with members if required.

Financial & Resource Implications 3.7 The delivery of the BOSS will rely on existing budget, working collaboratively with partners and stakeholders and sourcing external/ partner funding over the life of the strategy.

Equality or Good Relations Implications/Rural Needs Assessment 3.7 The review of the BOSS identifies positive minor equality and good relations impacts and mitigating actions for some S75 groups. There are no rural needs implications arising directly from this report. 4.0 Appendices – Documents Attached Appendix 1: Draft BOSS (please note that due to size limitations, the draft strategy attached is of low resolution quality and is available in high resolution quality upon request).

Page 18 Page 19 Page Belfast Open Spaces Strategy

Energising Page 20 Page 21 Page

Source: Belfast City Council Belfast Open Spaces Strategy Page 22 Page

Source: Belfast City Council 4 Belfast Open Spaces Strategy

Contents

Summary – Belfast Open Spaces Strategy 6 Vision, strategic principles and opportunities 30 Strategy development 6 Strategic principles 31 Strategy delivery 7 SP1: Provide welcoming shared spaces 32 Strategy review 7 SP2: Improve connectivity 34 Introduction 8 SP3: Improve health and wellbeing 36 SP4: Support place-making and enhance the built environment 40 Policy framework 10 SP5: Increase resilience to climate change 42 Regional policy 10 SP6: Protect and enhance the natural environment 44

Page 23 Page Local policy 10 SP7: Be celebrated and support learning 46 Benefits of open space 12 Making it happen - delivery 48 Provision of open spaces 14 Our plan 48 Belfast today 15 Funding 51 Types of open space 16 Monitoring and review 51 Supply and distribution of open spaces 20 How we developed the strategy 52 Benchmarking provision 22 Key activities 52 Park and play area accessibility 24 Where do we go from here? 52 Quality of our open spaces 26 Demand for new open space 27 Glossary of terms 53

Cover image source: Belfast City Council

5 Belfast Open Spaces Strategy

Summary – Belfast Open Spaces Strategy

Strategy development Belfast benefits from a wide range of open spaces. From To help us produce this strategy we established a Our vision, is that by 2035... the beautiful Victorian setting of the Botanic Gardens, to Strategy Advisory Group which was made up of statutory, the natural grandeur of Cave Hill Country Park, from the community and voluntary organisations. We also set up lawns of the City Hall Gardens, to the smallest of local play an internal Strategy Oversight Steering Group made up of areas, they all add to the overall quality of our environment officers from across the council to provide oversight and Belfast will have a well- and contribute to our city’s own unique identity. guidance. These groups created a long-term vision for the Covering around a quarter of the city’s total area around future of Belfast’s open spaces, in line with the aspirations connected network 2,390hectares (ha), our open spaces are a significant of the Belfast Agenda and Local Development Plan (LDP). resource and many have been awarded Green Flag status Page 24 Page In 2018 we carried out an open space audit which assessed of high-quality open in recognition for their good management and active open space provision, accessibility and future actions based community involvement. on the city’s growth strategy. We used this to help set an spaces recognised for Belfast’s residents have told us they are proud of the city’s ambitious vision for our open spaces. natural and built environment and that we need to take To make sure that existing and new open spaces are fit for the value and benefits care of these natural assets. Protecting, developing and the future, we established a suite of seven guiding strategic improving access to good quality open space for everyone principles, providing the roadmap for achieving the vision. they provide to improves people’s health and wellbeing, supports urban Belfast’s open spaces will: wildlife and biodiversity and encourages investment in the city’s economy. SP1. Provide welcoming shared spaces everyone who lives in, SP2. Improve connectivity works in and visits our SP3. Improve health and wellbeing SP4. Support place-making and enhance the built city. environment SP5. Increase resilience to climate change SP6. Protect and enhance the natural environment SP7. Be celebrated and support learning

6 Belfast Open Spaces Strategy

Strategy delivery We have identified a range of opportunities and headline actions to be delivered over the next five years which are aligned to the seven strategic principles above. To achieve our vision, open spaces must be managed collaboratively, as one of the city’s most important assets. We will continue to work closely with our partners and stakeholders to help realise our vision for Belfast’s open spaces. Strategy review

We 25 Page will manage and monitor the audit database of open spaces with our partners and stakeholders. We will regularly review progress of the delivery plan, complete a full review of the strategy in 2024 and agree the next phase of actions.

Source: Belfast City Council

7 Belfast Open Spaces Strategy

Introduction

Belfast will be a city re-imagined and re-energised through our open spaces.

Open spaces provide a wide range of health, economic, Our Community Plan, the Belfast Agenda sets out a shared social, environmental and cultural benefits that help to vision and commitment across the public, private and Definition of open space make Belfast more sustainable and liveable. Residents of community and voluntary sectors to create a better quality For the purposes of this strategy, open spaces are Belfast have told us that the city’s landscape setting and of life for all. Comprising over a quarter of the city, our open defined as ‘land where the primary function is related natural environment are some of its key strengths and spaces are vital in delivering the Belfast Agenda’s vision. We to their community, amenity, recreation, play and sport that we need to work better to maximise their benefits. are responsible for land use planning in the city, including value; whether in public or private ownership’. This This strategy sets out a vision with strategic principles for our network of open spaces. Our LDP sets out the policy includes parks, playing fields, play areas and civic protecting, connecting and enhancing existing and new framework for delivering significant growth across the space. These open spaces may also have secondary open 26 Page space. city by 2035. Growth presents opportunities to improve biodiversity benefits and form part of a wider ‘green our open spaces and their connectivity. This strategy was Our previous strategy for open spaces – ‘Your City, Your infrastructure’ network. Details of Belfast’s green developed with the help of a wide range of partners and Space’ 2005, led to many improvements and successes; infrastructure are set out in the council’s Green and stakeholders and builds on much of the good work already through this strategy we: Blue Infrastructure Plan (GBIP). The GBIP provides a completed. spatial framework for a much broader range of spaces, • invested £150m in our open spaces network; We continue to rely on our open spaces to help make including natural areas and water bodies, to support • achieved 19 Green Flag Awards; Belfast one of the most liveable cities in the world, a city the effective functioning of natural processes and the • attracted funding from the Heritage Lottery Fund (HLF) re-imagined and re-energised. ecosystem services they provide. and European streams; • increased numbers and participation levels at local events and outreach programmes; • constructed and developed the Connswater Community Greenway; • increased the number of friend’s groups within our open spaces; and • delivered a range of physical improvements across our open spaces network in partnership with statutory, community and voluntary sector.

8 Belfast Open Spaces Strategy Page 27 Page

Source: Belfast City Council 9 Belfast Open Spaces Strategy

Policy framework

Local policy The importance of open space is enshrined in Northern Irish The SPPS sets out the requirements for councils when As part of Local Government Reform (LGR), we now have regional planning policy. This strategy is aligned to regional developing an open spaces strategy, which states that a ‘community planning’ duty to provide a coordinated and local policies and strategies. A summary of these is ‘there will be a policy presumption against the loss of framework for public service delivery across services such outlined on the following pages. open space to competing land uses in LDPs irrespective as public health, education, social services and sports. of its physical condition and appearance’. The SPPS also The Belfast Agenda is aligned to the PfG, setting out the highlights the importance of integrating open spaces strategic direction for Belfast, including a vision for the Regional policy within new development and advises councils to ‘assess future and the outcomes to be achieved. provision in the plan area against the National Playing Working within the policy framework set by the Executive’s The Programme for Government (PfG) is the highest-level Fields Association’s (NPFA) ‘six-acre standard’. In 2015, the Page 28 Page RDS, our LDP will set out policies to deliver the spatial strategy for the Northern Ireland Executive. It sets outcomes NPFA was replaced by Fields in Trust (FiT) which included aspects of the Belfast Agenda. This strategy provides and measures to help deliver improved wellbeing for additional typologies. the evidence base to support policies within the LDP. In everyone; tackle inequality and drive economic growth. The SPPS is supported by a number of topic-based Planning accordance with the SPPS, our policy approach is to protect Open spaces provide a range of health, economic, social, Policy Statements (PPS) which provide more detail on all open space, make improvements and to improve access environmental and cultural benefits that contribute to its how policy should be interpreted and implemented across to open space. delivery. Northern Ireland. A number of the PPS have implications Using our planning powers gained through LGR, we now The Executive’s Regional Development Strategy (RDS) 2035 for open space provision, including PPS 2 ‘Natural Heritage’, ensure new residential development is supported by recognises the importance of open spaces and specifically PPS 7 ‘Quality Residential Environments’ and PPS 21 appropriate open space infrastructure. Our Developer highlights the need to ‘protect and enhance the network of ‘Sustainable Development in the Countryside’, but most Contributions Framework sets out the circumstances in open spaces in the BMUA (Belfast Metropolitan Urban Area)’. notably PPS 8 Open Space, Sport and Outdoor Recreation, which new or enhanced open space should be secured The RDS is supported by the Strategic Planning Policy includes a range of policies relating to protection of existing through the planning applications process. Statement (SPPS) which sets out regional planning policies. spaces and delivery of new spaces. It requires that, in The SPPS must be taken into account in the preparation general, 10% of site area should be given to open space for The GBIP supports the LDP and provides a framework of all LDPs and inform decisions on individual planning new residential development, rising to 15% for strategic that also includes natural areas and water bodies. At the applications and appeals. sites over 300 units or 15hectares. local level, we will continue to work with stakeholders and communities to develop area-based plans and interventions to improve the provision, accessibility and quality of open spaces. These plans will align to the strategic principles, opportunities and headline actions at a local level.

10 Belfast Open Spaces Strategy

Programme for Government

Regional Development Strategy Summary points

Strategic Planning Policy Statement • Capitalise on the potential for open space to deliver multiple benefits. • Planning powers provide us with the opportunity to Belfast Local Development Plan Belfast Agenda improve open space quality and provision. • Our existing open space network needs to be Green and Blue Infrastructure Plan protected, improved and enhanced to meet growing demand.

Page 29 Page • Planning policy enables us to secure developer Belfast Open Spaces Strategy contributions where they are necessary to mitigate the impact of new development on open space Open Space typology strategies and plans infrastructure. • Continue to work with our partners, stakeholders and local communities to improve our open space network.

Indirect Strategies, Policies and Plans Improvement Programme Improvement Playing Pitches Strategy Playing Pitches Cemeteries and Crematorium and Crematorium Cemeteries Playground Improvement Plan Improvement Playground Growing Communities Strategy Communities Strategy Growing

Area Planning Local Interventions and Improvement

Site Based Management/Improvement Plans Figure 1. Policy Framework

11 Belfast Open Spaces Strategy

Benefits of open space

The Belfast Agenda sets out an ambitious vision for Belfast by 2035, underpinned by five outcomes to be achieved: 1. Thriving and prosperous economy 3. Fulfilling potential 1. Everyone in Belfast benefits from athriving and High quality open spaces help attract and retain higher We need to invest in our open spaces, so that they can prosperous economy; value businesses and have shown to add a premium to fulfil their potential. It’s all about valuing, enjoying and commercial development of around 3% across the UK helping to manage these spaces and using them to their full 2. Belfast is a welcoming, safe, fair and inclusive city for (although estimates vary from 1-9%)1. Belfast is seeking to potential. It is important to involve the community, groups all; attract 46,000 new, high quality jobs to the city by 2035. The and volunteers, to help us maintain, promote and shape 3. Everyone in Belfast fulfils their potential; city centre, Harbour Estate, Belfast Port, North Foreshore, the future development of our parks and open spaces. Our Titanic Quarter and other iconic projects will remain the open spaces are also important educational resources that 4. Everyone in Belfast experiences good health and focus of economic investment. can support lifelong learning. wellbeing; and Page 30 Page Belfast is a growing tourism destination, with over 1.5 5. Belfast is a vibrant, attractive, connected and million visitors to the city per year. High quality open environmentally sustainable city. spaces help retain visitors for longer and in turn this 4. Good health and wellbeing The LDP provides our spatial vision and plan that will help increases visitor spending. It is important that we protect Open spaces are important for health and mental deliver the Belfast Agenda. Evidence suggests that well- and enhance these spaces, particularly in the city centre. wellbeing. Most open space users are involved in passive designed, high quality open spaces are vital in creating a Many of our parks and open spaces such as Botanic recreation activities including walking, dog walking, cycling healthy and liveable city. Gardens, Lagan Valley Regional Park and the Connswater and running. Obesity is still one of the most important Community Greenway are tourist attractions in their own public health challenges facing Northern Ireland: 41% of right. those aged 65-74 were overweight, a further 29% were obese3 and estimated to cost our economy £370 million per year4. Although there have been improvements in recent 2. Welcoming, safe, fair and inclusive for all years significant areas of health deprivation remain in Belfast. These health inequalities correlate with economic The quality of open space has a direct relationship with inactivity, sedentary lifestyles, drinking and smoking. how people feel about a place. Where people perceive Overall better health is related to access to green space local open spaces as high quality, they are generally more regardless of socio-economic status5. Being physically satisfied with their neighbourhood, and are likely to feel active for 30 minutes a day can directly reduce the risk safer, more secure and become more active2. This reinforces of strokes, cardiovascular disease, obesity, cancer and a sense of place and creates opportunities for socialising Type 2 diabetes. In NI, 65% of adults do not achieve the and local events. With increased activity there is more recommended levels of physical activity6. People who live natural surveillance which in turn helps to reduce levels of within 500 metres of accessible green space are 24% more anti-social behaviour (ASB).

12 Belfast Open Spaces Strategy

likely to engage in increased physical activity and meet In relation to environmental sustainability, rain water falling the 30 minute target7. The health and wellbeing benefits on hard urban areas quickly runs off, picking up pollutants Summary points of parks and open spaces are not restricted to active and either enters the drainage network or discharges recreation. Simply spending time in a green space with into the natural environment. Open spaces incorporating • Open spaces provide a wide range of social, contact to nature has proven benefits in terms of mental sustainable drainage systems (SuDS) helps slow water flow, economic and environmental benefits that support health, wellbeing and happiness. enhance water quality and improve natural habitats and the outcomes of the Belfast Agenda and the LDP. amenity value. • Good design and ongoing management help Biodiversity is the cornerstone of robust ecosystems and engender civic and local pride, animate open space and support good community relations. 5. Vibrant, attractive, connected and the beneficial services they provide, such as pollination of crops, improvements to water, soil, air quality and climate environmentally sustainable • Easy access to open space increases usage and regulation. Open spaces provide great opportunities for participation in activities shown to improve health Page 31 Page integrating a variety of trees and vegetation to diversify and wellbeing. Attractive and vibrant spaces help support the economy urban habitats and support a wider variety of species. • High quality open spaces help attract investment and improve how people perceive the quality of their Effective management can help create attractive spaces and retain visitors, providing economic benefits for neighbourhood. These are important factors in creating that allow sensitive species to thrive and people to have the city. prosperous communities and improving social activity. space for recreation. As the regional centre, Belfast draws commuters from a • Open spaces provide the opportunity to take a wide catchment area, the vast majority of whom use private holistic approach to SuDS including providing land vehicles. Among weekday commuters, 52% of workers that slows water flow, improving Belfast’s resilience move through the city in private cars or vans, whereas 16% to flooding. 8 use public transport and only 3% cycle . Congestion, air • Creation of habitat areas within open spaces 9 quality issues and the use of climate change inducing fossil helps species move across the city, supporting fuels are already key challenges for the city to address. biodiversity and eco-system services. These are likely to increase due to the planned population growth, estimated to generate an additional 10,000 journeys per-hour during the peak period.

1 - Eftec and Sheffield Hallam University (2013) Green infrastructure's 5 - Marmot Review (2010) 9 - Belfast City Council’s Belfast Air Quality Action Plan 2015-2020 contribution to economic growth: a review. designates four Air Quality Management Areas where emissions have 6 - Sport NI (2010) The Northern Ireland Sport and Physical Activity Survey breached EU regulations. These are, 1. M1-Westlink AQMA, 2. Cromac 2 - CABE Space and DCMS (2010) Community green 7 - Defra (2010) What nature can do for you Street and Albertbridge Street AQMA, 3. Upper Newtownards Road 3 - Health Survey for NI (2015-2016) AQMA, 4. Ormeau Road AQMA 8- Belfast City Council (2017) Smart Belfast Collaborative Challenge – 4 - Safefood (2012) The cost of overweight and obesity on the island of Transport Ireland

13 Belfast Open Spaces Strategy

Provision of open spaces

This section summarises the city’s current open spaces network, describing different types of open spaces, their extent, distribution and accessibility. It also outlines how the quality of open spaces is assessed and some operational management issues. Open space provision is measured against best practice standards and the growth strategy within the Belfast Agenda and the LDP. We have developed a comprehensive database of open spaces with a range of external partners. Where possible, we have collected information on the location, type, size and 32 Page ownership of both public and private open spaces. There are, however, some limitations to this data and we will continue to work with our partners to review and update this information.

Source: Belfast City Council

14 Belfast Open Spaces Strategy

Belfast today Sitting at the head of Belfast Lough, Belfast is positioned on low lying fluvial deposits. It is situated within a bowl of upland created by the Belfast and Castlereagh Hills, divided by the River Lagan flowing down to the north through the city and into the lough. Belfast has a population of approximately 339,60010, it is a regional economic powerhouse, with a growing concentration of skilled jobs and a significant retail catchment of around 600,000 people. Belfast is fast becoming one of the UK’s main tourist destinations, attracting over 1.5m visitors a year. Page 33 Page We are one of the youngest cities in Europe, with a third of our residents under 21. We have a growing older population, which by 2035 will grow from 15% to 20%. Despite being ranked within the top five cities in the UK for quality of life, reflecting a thriving cultural and social scene, the city has significant pockets of deprivation and health inequalities, resulting in major disparities between our communities. We are still a city with challenges and despite our progress in community relations, social and physical barriers are still visible throughout the city. Figure 2 shows the Belfast City Council boundary urban area of Belfast.

10 - NISRA (2016) Demographic Statistics Figure 2. Belfast City Council (BCC) boundary 15 Belfast Open Spaces Strategy

Types of open space Open spaces are defined as ‘land where the primary function is related to their community/amenity value, offering Parks Playing Fields Play Areas Amenity Open Space opportunities for play, recreation and sport whether in public or private ownership’11. These open spaces may also have secondary biodiversity benefits and form part of a wider ‘green infrastructure’ network. A total of seven open space typologies have been used, each having a variety of uses. The types of open spaces referred to throughout this strategy are summarised in Table 1. Other spaces, including Page 34 Page water bodies, greenways, waterways and private gardens are discussed in detail in the GBIP. The RDS 2035 also highlights the importance of ‘greenways’, which are segregated walking and cycling Civic Space Growing Spaces Cemeteries routes, and requires their protection and enhancement as part of the network of open spaces in the BMUA. Although primarily designed as movement corridors, these linkages are becoming important destinations in their own right for example Connswater Community Greenway. They will play an increasingly important role, allowing people to move safely between open spaces, to destinations in the city and out to the countryside and will be explored further in SP2 and as part of the GBIP.

Source: Belfast City Council

11 - PPS 8 defines open spaces as ‘all open space of public value, including not just land, but also inland bodies of water such as rivers, canals, lakes and reservoirs which offer important opportunity for sports and outdoor recreation and can act as visual amenity’. This strategy focuses on land, whereas the GBIP incorporates a broader suite of open spaces in line with PPS8.

16 Belfast Open Spaces Strategy

Open Space Typologies Type Sub- type Description Ownership / responsibility Significant open spaces, with large areas of natural or semi natural landscapes supporting a range of wildlife. They are publicly accessible by public transport and Country parks attract large numbers of visitors and tourists. They provide a range of facilities and heritage features offering recreational, ecological, landscape, cultural or green infrastructure benefits.

Page 35 Page Parks such as Botanic Gardens and Ormeau Park; these are formal open spaces of a significant size that offer a combination of facilities and heritage features at the sub- Belfast City Council is responsible for the vast City parks regional level. They are among the main visitor attractions in Belfast and are popular majority of parks. We have a dedicated team of with tourists and visitors to the city. They are accessible by public transport and have Park Officers in each of the city’s five areas who Parks a superior quality of facilities. manage and maintain the parks and liaise with local communities.

Large to medium areas of open space that provide a landscape setting with a variety The Stormont Estate is managed by another District parks of natural features providing a wide range of activities, including outdoor sports public body. 1200m walking catchment facilities and playing fields, children’s play for different age groups and informal (approx. 15min walk) recreation pursuits, for example Falls Park and Victoria Park. Serve the immediate neighbourhood as accessible green spaces. They may contain Local parks courts or pitches, children’s play, sitting-out areas and nature conservation areas. 400m walking catchment They are usually accessible by foot and are mainly used by the local community, (approx. 5min walk) for example Dr Pitt Park, Rev Robert Bradford Memorial Park, Loughside Park, Drumglass Park and Glencairn Park.

Table 1. Open space typologies

17 Belfast Open Spaces Strategy

Open Space Typologies Type Sub- type Description Ownership / responsibility Publicly owned natural or artificial surfaces (synthetic) used for sport and recreation. Public playing fields Owned by Belfast City Council for public use. They include outdoor sports facilities pitches or playing fields. Private playing fields Similar to public playing fields, but privately owned. Privately owned with restricted public access. Similar to public playing fields, but owned and managed by schools and Owned by the Department of Education and the School and university playing universities. For public liability and security reasons educational grounds are not Playing fields universities. These spaces have restricted public

Page 36 Page fields accessible to the general public. Often schools allow community use of the sports access. facilities for a fee but this cannot be guaranteed. Other outdoor sports Natural or artificial surfaces either publicly or privately owned, used for sport and Public or privately owned provision recreation. They include tennis courts, bowling greens and athletics tracks. Golf courses Natural landscaped spaces either publicly or privately owned or used for golf. Public or privately owned Local equipped areas for play (LEAP) Accessible local playgrounds containing up to five types of equipment; may also Play areas 400m walking catchment contain small ball games areas. (adopted (around 5 min walk) in the the Belfast City Neighbourhood equipped Council areas for play (NEAP) Accessible local playgrounds containing up to five types of equipment; may also Belfast City Council own most play areas. Strategy for (Type 1 – 3) 1,000m catchment contain small ball games areas. However, there are a couple of play areas that Equipped (around 13 min walk) have been installed on private sites. These Playgrounds Multi use games areas (MUGA) facilities remain publicly accessible. Non-bookable, accessible hardstanding or polymeric surfaced small pitches used 2008). (Type 1 – 3) 700m catchment informally for soccer or basketball. (around 9 min walk) Specialised concrete zone for skateboarding and other urban sports, for example Skatepark rollerblading, scooters. BMX Tracks Dedicated areas or circuits for BMX sports or cycling.

18 Belfast Open Spaces Strategy

Open Space Typologies Type Sub- type Description Ownership / responsibility There are a number of bodies responsible Areas of landscaped green spaces that provide natural surfaces and shaded areas for amenity space including Department Amenity for informal play and passive recreation. They enhance residential and commercial for Infrastructure, NI Housing Executive, open space areas. Department for Communities, Belfast City Council and private landowners. Civic space is often associated with civic High quality hard or soft landscaped areas that have public value and can be used

Page 37 Page buildings. Belfast’s civic spaces are owned by Civic space for larger civic events. Generally located within or near to the city centre, for example Belfast City Council and the Department for Custom House Square, Belfast City Hall Lawns, Cathedral Gardens. Communities.

Belfast City Council owns and manages the Secure sites providing individual plots for hire, offering opportunities for residents allotments referenced in this strategy. However, Allotments to grow their own produce. Important for supporting healthier lifestyles, community there may be others run by local community involvement and cohesion. Growing groups or private ownership. spaces

The land used for community gardens is owned Secure, free, communal areas providing opportunities for community gardening and by a variety of organisations including council, Community gardens empowering communities, enabling community cohesion, health and education. NI Housing Executive, local community groups They are also important as a means of addressing wider food supply issues. or private ownership. Belfast City Council own and manage most Quiet areas for burial that also provide opportunities for wildlife conservation, Cemeteries cemeteries although some are under the cultural heritage and biodiversity. control of their associated church.

19 Belfast Open Spaces Strategy

Supply and distribution of Supply and distribution of open spaces - analysis at June 2018 open spaces Type Sub- type Number of sites (co-located) Area (ha) Country park 6 495.2 This section provides an analysis of different open space City park 2 44.9 typologies across the city. It has been generated by Parks* compiling spatial data from a number of sources. District park 9 132.9 Local park 49 273.6 Analysis shows that over a quarter of the city’s area, some 2,388.4ha, is open space. The table opposite summarises Total parks 66 946.6* the supply of specific open space typologies across the city Public 101 (78) 171.2

and 38 Page Figure 3 shows how this is distributed. Playing fields Private 40 120.4 School or university 33 151.6 Total playing fields 174 (78) 443.2 Golf courses 11 442.6 Other outdoor sports 36 (19) 25.0 LEAPs 48 (16) 14.9 Play areas$ NEAPs 55 (36) 33.4 MUGAs 79 (29) 9.9 Total play areas 182 (81) 58.2 Other play facilities£ 2 (2) 1.0 Amenity space Amenity space 1,460 293.7 Civic space Civic space 13 17.7 *There are 78 playing field sites totalling 61.6ha and 81 play areas Allotments 8 (4) 6.0 (LEAPs, NEAPs and MUGAs) co-located within parks. As a result, their Growing spaces Community gardens 30 (12)% 1.8 size has been subtracted from the total parks area. An average area for each has been applied to the relevant typology. Growing spaces total 38 (22) 7.8 Cemeteries 11 155.8 $ There are 98 LEAP/NEAP sites owned by Belfast City Council, two by Total 1970 (196) 2388.4 other public bodies and three that are on private ground.

£ Includes a skate park and BMX track Table 2. Supply and Distribution of Open Spaces (analysis at June 2018)

% Note that area data is not available for all community gardens.

20 Belfast Open Spaces Strategy Page 39 Page

Note that play areas and growing spaces have been shown as points as there is no spatial data for play areas within parks or growing spaces as they are too small to show.

Also note that Belfast City Council also owns public City of Belfast Playing fields, City of Belfast Golf Course and Roselawn Cemetery, all outside the Belfast City Council district boundary.

Figure 3. Belfast Open Spaces Network (analysis at June 2018) 21 Belfast Open Spaces Strategy

Benchmarking provision The SPPS sets out a policy aspiration to meet the National Fields in Trust Play area provision, and other outdoor provision, Playing Field Association (NPFA) ‘six-acre standard’, a particularly MUGAs, is lower than the FiT benchmark. In 2015, FiT12 replaced the ‘six-acre standard’ with more target of 2.4hectares per 1,000 people comprising of However, it is important to note that this typology is not comprehensive metrics for open space typologies. Where 1.6hectares suitable for outdoor sports and recreation and directly comparable, as the FiT benchmark also includes appropriate a comparison has been outlined on Table 3. 0.8hectares for children’s play space. In 2015 the NPFA local areas for play (LAPs), which are accounted for in The FiT standard also sets out provision for 1.8hectares per was replaced by the Fields in Trust (FiT) standard. We are the amenity green space typology in Belfast. It is also 1,000 people of natural and semi-natural spaces which has committed to protecting our existing open space and we important to highlight that although not equipped, we not been accessed as part of this strategy. will use benchmarking as a reference to help inform future provide significant areas of open space for informal play investment and improvements in our open space network. It is clear from Table 3 that Belfast’s park provision is more within our parks. Page 40 Page than the FiT benchmark. Publicly accessible playing field Belfast’s amenity space provision is also higher than the provision is lower than the benchmark, however when NPFA FiT benchmark and is likely to be higher as it has not been considering all playing pitches in Belfast there are a total of Belfast has 946.6hectares of parks (including country parks) possible to map all amenity space in this assessment. 1.3hectares per 1,000 people. and 171.2hectares of publicly accessible playing fields that are suitable for outdoor sport and recreation, as well as 58.2hectares of equipped children’s play areas. For Belfast’s Belfast’s open space provision against the FiT benchmark population of 339,600 this is equivalent to 3.5hectares per FiT standard per 1,000 people, therefore exceeding the six-acre standard. Typology Belfast total (ha) Belfast (ha) per 1,000 people However, we also acknowledge that not all open spaces 1,000 people (ha) are accessible, which will be referred to in the next section. Parks* 0.8ha 451.4ha 1.3ha Without the country parks, the figure for Belfast is 2hectares Parks including country 0.8ha 946.6ha 2.8ha per 1,000 people. However, we also acknowledge that not parks all open spaces are accessible, which will be referred to in 171.2ha 0.5ha (Publicly accessible) the next section. All playing fields 1.2ha 272ha 0.8ha (Private/ School/ Universities)

* Excludes country parks 443.2ha (total) 1.3ha (total) Play areas$ 0.25ha 48.3ha 0.14ha $ Play areas only include equipped LEAPs, NEAPs. The FiT standard £ also includes Local areas for play (LAPs). Other outdoor provision 0.3ha 10.9ha 0.03ha Amenity green space 0.6ha 293.7ha 0.9ha £ Estimated size based on average size of standalone MUGA of 0.12ha. Includes skatepark but not BMX tracks. Table 3. Belfast’s Open Space provision against the FiT benchmark 12 - http://www.fieldsintrust.org

22 Belfast Open Spaces Strategy Page 41 Page

Source: Belfast City Council 23 Belfast Open Spaces Strategy

Park and play area accessibility As well as providing parks and open spaces, it is important Park and play area accessibility – combined that they are accessible. catchments We have used Transport NI’s ‘Pathways Data’ to map Figure 4 shows the catchment of parks and play areas and the accessibility of our open spaces. Catchments were how this could increase if the peace lines were removed. identified by measuring walking distances from the It highlights that 71.3% of the population (242,086 entrances of open spaces to the existing path network. people) live within recommended walking distances for Catchment areas take account of obstructions, such as either a park or play area. If peace lines were removed roads, railway lines and rivers – increasing the distance and 4,253 more residents would have access to a park or time 42 Page taken to access an open space. Where peace lines sit play area, increasing access to 72.5% of the population within a catchment, they are considered obstructions that (246,338 people). At a city level, park and play area reduce accessibility. accessibility is indicative and can be explored in detail at Recommended catchments for park and play area a neighbourhood level to help address increasing needs typologies are listed below: in the future. • Parks - Local parks – 400m (around 5min walk) - - District (city and country parks) – 1,200m (around - 15min walk) • Play areas - LEAP – 400m (around 5min walk) - - NEAP – 1,000m (around 13min walk) - - MUGA – 700m (around 9min walk) -

Source: Belfast City Council

24 Belfast Open Spaces Strategy Page 43 Page

Figure 4. Park and play area accessibility – combined catchments 25 Belfast Open Spaces Strategy

Quality of our open spaces The quality of our open spaces is important for ensuring Operational management feedback Accessibility they are welcoming, safe and well-used. We are proud We regularly engage with our operational staff to gather Access to, within and between our open spaces is that many of our parks and open spaces have gained the important qualitative information. A number of issues were paramount; we will make sure they are inclusive to all, Green Flag award – an internationally recognised standard identified impacting our open space network, including: including people with a range of mobility, physical, sensory of quality. In our Residents’ Survey (2014), 73.3% of and cognitive impairments. respondents felt generally satisfied with our parks and Financing 49.3% of respondents also said they used a council park Sustainable drainage Reduced capital revenue budgets and resources continue for physical activity at least once a week, and 10% daily. to be a challenge so we need to introduce more efficient As a result of the adverse weather conditions, drainage Also, 81.9% of respondents agreed that their local area had Page 44 Page management practices and better maximise the use of our and severe flooding remains an issue within some of our good quality parks and green spaces. We regularly assess existing open space network. Identifying sources of income spaces for example Victoria Park. We need to increase the quality of our open spaces by carrying out audits and and external funding is critical for long-term sustainability. drainage capacity and identify land which can be dedicated inspections. to slowing down the force of water, which will not only Safety increase the usage of spaces, but will also reduce the risk of Open space quality audits and inspections Anti-social behaviour (ASB) remains an issue in our open flooding. spaces. Operational managers confirmed that we need to The quality and horticultural standards of our open spaces Invasive alien species (IAS) is generally high across the city. We regularly inspect the continue to work closely with local communities to reduce quality of our parks, buildings, trees, play areas, playing ASB and understand how young people use our spaces The increasing threat of IAS remains a challenge, which fields, memorials and burial grounds. We inspect our and holding more community events and activities. Where impacts local, native biodiversity and has associated open spaces for invasive alien species (IAS), recording, possible, Secured by Design principles are applied to the health and safety and cost implications. We will continue to monitoring, and putting control mechanisms in place. regeneration plans for our open spaces. inspect, monitor and control this going forward. All playgrounds, MUGAs and outdoor gyms are inspected Irresponsible dog ownership In summary operational managers recognise the need for open spaces, particularly parks to be flexible in the future independently each year. All path networks in our open Our open spaces provide an important resource for dog so that they are relevant to trends, maintenance budgets spaces are also inspected monthly by our officers. owners. In some of our spaces, irresponsible dog ownership and usage pressures. remains an issue and we will continue to improve awareness of responsible dog ownership and enforce bye- laws and control orders within our open spaces.

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Demand for new open space Our City is home to Summary points This strategy will support the shared growth strategy an additional of the Belfast Agenda and the LDP. Belfast is aiming to • Belfast has a wide range of open space typologies, deliver significant inclusive growth and opportunity by catering for a variety of different uses and functions. 2035, this means our city is home to an additional 66,000 66,000 • We will protect and improve existing open spaces people; supporting 46,000 additional jobs and creating people and support new provision of open spaces to 31,600 additional homes. City growth will place additional meet growing demand. New open space will help pressure on the city’s existing open space network. improve accessibility and connectivity. This strategy and the policy approach adopted within • Around a quarter of our city’s area (2,390ha) is the LDP will ensure that existing open space is protected Support dedicated to open space. and 45 Page future provision meets the needs of the growing • Almost 71.3% of the population live within a population. Where there are limited opportunities to catchment area for either a park or play area. create new open space within the city, we will work with 46,000 Improving access through peace lines would developers through Section 76 of the Town Planning additional jobs increase this by 1.25%. (Northern Ireland) 2011 Act, to find creative ways to improve provision, connectivity and accessibility to open • We need to ensure that the quality of open space is spaces. maintained and improved where possible. • There are significant areas of amenity space across the city. There may be opportunities to change 31,600 functionality in line with local needs. additional homes • There is limited green space in the city centre 2020 - 2035 and we need to identify opportunities to increase provision in the future. • The introduction of traffic-free routes will help improve accessibility and connectivity.

Figure 5. Belfast Agenda and LDP Growth Strategy • Section 76 developer contributions will help mitigate the impact of new development on our existing open space network.

27 Belfast Open Spaces Strategy

By 2035... Page 46 Page

28 Belfast Open Spaces Strategy

Page 47 Page ...Belfast will have a well-connected network of high-quality open spaces recognised for the value and benefits they provide to everyone who lives in, works in and visits our city.

29 Belfast Open Spaces Strategy

Vision, strategic principles and opportunities

Well designed, managed and accessible open spaces provide a range of health, economic, social, environmental By 2035… and cultural benefits. Although Belfast has an extensive open space network, we believe there is potential to ensure these benefits reach a much wider audience. If local people value their open spaces, there is a greater sense of ownership, higher levels of usage and participation and the Belfast will have a well-connected potential to enhance social cohesion. The vision, strategic principles and opportunities for Belfast’s open spaces were developed in conjunction with network of high quality open our 48 Page stakeholders: spaces recognised for the value and benefits they provide to everyone who lives in, works in and visits our city.

30 Belfast Open Spaces Strategy

Strategic principles SP1. Provide welcoming shared spaces SP5. Increase resilience to climate change Seven strategic principles (SPs) have been agreed to support the protection, improvement, creation, Our high-quality open spaces are inviting and safe for Our open spaces will help us to minimise the impacts of accessibility and connectivity of our open space network. everyone to use. There will be enough space to meet the climate change, including more severe rainfall events. These principles provide the foundation and framework for needs of our growing city and our open spaces will be used achieving our vision. Belfast’s open spaces will: to encourage community cohesion and social interaction.

SP6. Protect and enhance the natural SP2. Improve connectivity environment

Page 49 Page Well-connected and accessible open spaces will form a By protecting and managing a wide range of habitats, our green network to support safe and sustainable movement open spaces will strengthen biodiversity and benefit from across the city. the ecosystem services a healthy natural environment provides.

SP3. Improve health and wellbeing SP7. Be celebrated and support learning

Offering a wide range of facilities for formal sports and Ensuring that events, activities and educational informal recreation, our open spaces will be the preferred opportunities within our open spaces are well promoted, option for exercise, relaxation and enjoyment. well used and valued by future generations.

SP4. Support place-making and enhance the built environment Our open spaces will positively contribute to the distinct setting and character of our neighbourhoods and the built environment, helping to retain and attract investment.

31 Belfast Open Spaces Strategy

SP1: Provide welcoming shared spaces Our open spaces are for everyone to use and enjoy, shared Target areas of inaccessibility - We have a substantial Create temporary or meanwhile uses - We want spaces to by the whole community. They need to be inclusive, safe open space network; however, the accessibility hotspots be attractive and thriving areas of activity. We will work in and welcoming to both residents and visitors alike. To do highlighted in Figure 6 are areas with the least provision of partnership to encourage the introduction of ‘meanwhile this, open spaces need to be accessible, valued, frequently publicly accessible parks and play areas13. At a city level uses’ or pocket parks where appropriate across the city. used and well maintained. The focus of SP1 is to ensure these zones are indicative and need to be interpreted in Build stronger communities - Our parks and open spaces detail at a neighbourhood level. Where possible we will that spaces are welcoming to all and meet local needs. The provide conciliatory and socially inclusive opportunities for aim to provide new spaces or improve access to existing planned growth of the city will increase demand for new people and groups to interact and meet new people. We open space in and around these hotspots. open space and put pressure on our existing network. will continue to build relationships across communities to Page 50 Page Leverage development and growth - Accommodating increase confidence using and developing shared spaces Opportunities to provide welcoming shared growth will require significant new development and and services. Community pride in spaces helps create spaces regeneration to the city. The majority of the housing cohesion in local neighbourhoods. demand is likely to be concentrated in the city centre Protect and improve existing open spaces - This strategy Improve safety and security - Access to open spaces is area, with the remainder mainly on small and infill sites. supports the policy approach of the Strategic Planning not just restricted by physical barriers and local concerns There are also strategic areas of regeneration across Piolicy Statement (SPPS) and the Local Development should also be considered. Our open spaces should be the city including North Foreshore, Titanic Quarter and Plan (LDP) to protect and improve open spaces and their safe for everyone to use. We will apply Secured by Design Belfast Waterside. All new development will be expected biodiversity value. We also realise that investing in the principles to the management and development of to either provide new open space or help connect and creation of good quality parks and open spaces which are our open spaces. We will also explore opportunities to improve the existing open spaces network through Section well designed, managed and maintained is vital. Achieving reduce ASB using new technologies, to promote safety 76 framework of the Town Planning (NI) Act 2011. Where national standards and awards provide useful benchmarks and security. The introduction of our warden service has development places increased pressure on existing and help improve the standard of our open spaces. This increased the amount of staff present in our parks as an assets such as open spaces, Section 76 allows us to agree needs to be balanced against the challenges of decreasing effective way to improve safety and security and provide a developer contributions for works to help mitigate adverse capital budgets and we need to look creatively at how we valuable point of contact for users. can secure other sources of investment funding. impacts.

13 - Zones of under provision may occur because they:

• Contain accessible open space not classified as a park or a play area • Have physical barriers making open space accessibility difficult; or (for example Milltown Cemetery) • Are areas of industrial, commercial and non-residential land. • Are close to open space not accessible to the public (for example golf courses and school or private pitches);

32 Belfast Open Spaces Strategy Page 51 Page

Figure 6. Opportunities for providing welcoming shared spaces 33 Belfast Open Spaces Strategy

SP2: Improve connectivity With limited opportunities to create new open space, Reduce interface barriers - Through the Together: Building Improve connections to the countryside – Belfast 14 improving access and connections to the existing green a United Community strategy, the Northern Ireland is surrounded by diverse countryside with some network will enable more people to enjoy the benefits they Executive has set a policy goal for removing interface internationally recognised for their landscape value for provide. We have already started to do this by providing barriers by 2023, recognising the potential to improve example Divis and the Black Mountain. Most visitors drive traffic-free routes across the network (for example the community relations and continuing the journey towards to these areas, as facilities are limited. Improving facilities Connswater Community Greenway). a more united and shared society. We will continue to and the accessibility to the countryside enables more work in partnership to support the removal of peace lines, people to make use of these valuable resources and tourist As well as providing better opportunities for recreation, to release land for open space development and improve attractions. improved connectivity also helps promote active travel access to existing parks and play areas, therefore creating

Page 52 Page Improve usage – Although there are around 440hectares by encouraging more people to walk and cycle to their more connected neighbourhoods. destinations through our parks and open spaces. This of playing pitches in Belfast, only 173hectares are publicly helps reduce vehicular traffic congestion, air pollution and Enhance and extend the greenway network - We are accessible. Access to the remaining 267hectares is restricted climate change inducing emissions. Open spaces and the committed to creating more greenways that segregate in some way, for example they may be restricted because connections between them form a city-wide network. This walking and cycling routes from vehicular traffic. We will they are part of school or university facilities. In addition network also extends out beyond the city boundary into the work with partners on these linear routes to link the existing to council capital investment in playing pitches, we will countryside. Well designed, planned and managed green open spaces network, making use of under-utilised space, continue to work with partners to maximise community networks have multiple benefits for people, the economy improving accessibility and providing better access to the access to these spaces. countryside. Figure 7 shows Belfast’s existing greenways and wildlife. Belfast has a significant area of amenity space. These green network and some proposed new routes. These routes have parcels of land are designed to improve the attractiveness been taken from the Belfast Metropolitan Area Plan (BMAP) Opportunities for improving connectivity of housing development and infrastructure. These spaces and the Northern Ireland Strategic Plan for Greenways are usually low in biodiversity value and are costly to Better connected open spaces - There are a number of (2016). Where it is not possible to create dedicated cycling maintain. We will continue to work with our partners to zones within Belfast that do not fall within park and play and walking routes in established built up areas, we will identify ways of managing these spaces more efficiently for area catchments. It may not always be possible to create seek to enhance the existing pathway network. Focusing example wildflower meadow planting or the development open spaces in these areas due to limitations of existing on quieter roads, we will work in partnership to provide of natural play areas. land uses for example commercial, industrial and non- partially segregated routes that have a distinct character for residential. Therefore, it will be important to improve example consistent street furniture and tree planting. Improve wildlife connections – As well as providing connectivity to nearby open spaces. This could include good connectivity for people to move around, our wildlife reducing barriers to access for example improving crossing also needs safe routes to move across the city. Careful points at main roads or creating new access points to design and management are required when creating new existing open spaces. greenways and enhancing the community path network. 14 - Northern Ireland Executive (2013) Together: Building a United SP 6 sets out more opportunities for our open space Community Strategy network to support biodiversity.

34 Belfast Open Spaces Strategy

NCN 93 -Lagan and Lough Cycleway Link to Northdown (proposed)

Ballysillan Greenway Northdown Coastal path (proposed)

Shankhill Greenway (proposed) Sydenham Greenway Page 53 Page (proposed)

Peace iv Shared Spaces NCN 99 - Comber Greenway (proposed) Greenway

Bogmeadows Greenway Connswater Community (proposed) Greenway

Carrydull Greenway/Lagan Gateway (proposed) Divis to Dixon (proposed)

NCN 9 - Lagan and Lough Cycleway

Figure 7. Opportunities for improving connectivity 35 Belfast Open Spaces Strategy

SP3: Improve health and wellbeing Our open spaces provide inspiring and pleasant places for Opportunities for improving health and Promote our open spaces and programmes – Our open active and passive recreation, improving physical health wellbeing spaces and the activities organised within our open spaces and mental wellbeing for today’s sedentary lifestyles. (for example Parkrun) help improve health and wellbeing. The results of our City Residents’ Survey revealed that Target areas of health deprivation – There is a correlation We will continue to promote our open spaces as places to approximately 50% of respondents used a council park between the level of recreational open space (parks and walk, to play, to meet friends, to sit and relax, to exercise for physical activity. Getting more people to use our open play areas) and health deprivation. Figure 9 highlights the dog, to appreciate trees, shrubs, flowers, nature and spaces, more often, encourages physical activity and where the areas of highest health deprivation (orange) fresh air. improves 54 Page health and wellbeing. correlate with areas of the least accessibility to parks and play areas to identify hotspots (red). These red hotspots Encourage partnerships – We will continue to work Although there has been progress over recent years, highlight areas that would benefit from improved access to with the health sector and other partners to create active significant health inequalities persist in Belfast. Figure open space and prioritised health programming in existing spaces and promote activities for ‘at-risk’ groups in our 8 shows the health deprivation and disability domain of parks and open spaces. The Belfast Strategic Partnership spaces. At a city level these zones are indicative and the Northern Ireland multiple deprivation measures 2017 (BSP) provides a collaborative approach to addressing life need to be interpreted in detail at a neighbourhood (NIMDM) for each ‘super output area’ (SOA) (approximately inequalities in Belfast; their ‘Get Active Belfast’ framework level. 2,000 residents). The measures show that many of the worst aims to encourage participation in physical activity performing areas are in the west, north and the centre of Provide and invest in outdoor sports facilities – We outdoors. Belfast (darker colour depicts worse performing areas). are the biggest provider of sports pitches in Belfast with around 130 pitches across 35 locations. These facilities offer opportunities for a variety of sports for example football, Gaelic games, cricket, tennis and bowling. Our parks and open spaces also provide opportunities for informal recreation. We need to continually invest in these facilities to keep them fit for purpose. Our Physical Investment Programme is the primary source of funding for improving these facilities. With the challenge of decreasing levels of capital investment going forward, we will continue to maximise both the use of the existing open space network and funding from other sources.

36 Belfast Open Spaces Strategy Page 55 Page

Figure 8. Health deprivation and disability domain (NIMDM 2017) 37 Belfast Open Spaces Strategy

Growing in our communities – Our allotments and community gardens offer the potential for communities to grow food locally, exercise outdoors and socialise with others. We will continue to deliver our Growing Communities Strategy which aims to provide everyone in Belfast with the opportunity for improved health and wellbeing through involvement in growing activities within their 56 Page local neighbourhood. Reduce air pollution – With high concentrations of vehicles and industrial processes, air quality deteriorates in urban areas. In Belfast we have identified four areas where air quality fails to meet EU standards (purple in Figure 9). Within the air quality management areas, we will explore ways to improve air quality for example using open spaces and vegetation to help absorb pollutants.

Figure 9. Opportunities for improving health and wellbeing 38 Belfast Open Spaces Strategy Page 57 Page

Source: Belfast City Council 39 Belfast Open Spaces Strategy

SP4: Support place-making and enhance the built environment Our open spaces have an important place-making role. Opportunities to support place-making and partners to create uses for these sites such as pop-up As well as being destinations in their own right, they enhance the built environment gardens or pocket parks. These uses can become important complement the built environment and provide an destinations and help local businesses develop and thrive important setting for our heritage assets such as Belfast Greening the city centre - The Belfast City centre while wider regeneration occurs. City Hall, Belfast Castle and Malone House. The quality of Regeneration and Investment Strategy (2015) recognises that the city centre has limited public green space. It Activate and animate open spaces – Although there are these spaces can have a direct impact on how our built times when we want to create quiet spaces for reflection, environment is perceived, which in turn affects our ability highlights the potential for new green space at Cathedral Gardens. Regenerating the river corridor through the city relaxation and biodiversity, spaces with lots of activity tend to attract investment. Similarly, the provision of high- to draw people in. This can help make spaces feel more Page 58 Page centre and extending to the Titanic Quarter would enable quality open space is important for attracting tourists and sociable, safe and offer potential revenue streams. For visitors. active travel and animation along the river. There are also opportunities to create a tree-lined urban boulevard, along example events in our civic spaces can help attract visitors At a local level open spaces help to define the character Great Victoria Street and Dunbar Link. Figure 10 illustrates who will also use the local shops; having appropriate of our neighbourhoods. The quality of amenity space can some of these potential opportunities. facilities and supporting concessions such as cafes and impact the vibrancy of the local economy and people’s mobile vendors in our parks can help them become centres perceptions of place. Some of our open spaces also include Three Business Improvement Districts (BIDs) have been set for community activities. buildings, which have heritage value. up across central Belfast to enhance the environment in the city centre with the aspiration to attract more potential Value our built heritage – Belfast has a range of local customers. With the power to raise revenue from rates landmarks and open spaces that contain a range of to invest in environmental improvements, they will be important architectural and historic features that help important partners in helping to develop a world class city tell the story about the rich heritage of the city. We will centre. continue to assess the long-term sustainability of buildings for restoration and continue to source funding for open Improve the image of derelict or vacant spaces – We space heritage schemes. will seek opportunities to bring derelict buildings in our open spaces back into use for community activities and to provide a better range of facilities. The city has derelict land and a number of vacant plots awaiting development. These spaces can detract from the sense of place and can appear run-down. We will support the greening of these spaces where possible and will work with developers and

40 Belfast Open Spaces Strategy Page 59 Page

Figure 10. Opportunities to support place-making in Belfast City Centre 41 Belfast Open Spaces Strategy

SP5: Increase resilience to climate change Climate change is caused, in part, by burning fossil fuels Rainwater falling on hard urban surfaces runs off quickly Change management practices and behaviours – We such as petrol and diesel. Open spaces form part of a green and can overwhelm the existing drainage system. This need to consider climate change when managing our open network that encourages sustainable forms of movement, results in either flooding or sewage overflows. Open space spaces. Warmer winter temperatures will attract more helping to reduce emissions and mitigate impacts that can be used to slow down surface water, reducing rates of visitors throughout the year and extend the peak season for affect climate change. We will also have to adapt to a discharge into our drainage system and reducing flooding usage. This will have an impact on lighting, management of changing climate featuring more intense winter rainfall, risk. As part of the Living with Water Programme, NI Water is paths and other facilities in our open spaces. The types and drier summers and unpredictable severe weather. Our working to help reduce these risks and increase capacity in size of plants and warmer average temperatures are likely open spaces play an important role in helping increase our an aging surface water network by increasing space to deal to increase numbers of alien and invasive species entering resilience to these changes. with surges of surface water in existing open spaces. These ecosystems. These species can threaten our native flora and

Page 60 Page areas would be allowed to flood safely during heavy rainfall fauna by aggressively taking over habitats. We need to be Opportunities to increase resilience to climate events. flexible in our management and control of parks and open spaces to make sure we adapt to these changing trends. change There are also opportunities to introduce sustainable Integrate drainage relief into urban design – The most drainage systems (SuDS) into the public realm. Smaller Using natural approaches to manage our open spaces (for significant change to Belfast’s climate is predicted to be an green spaces such as rain gardens and bio-retention tree example wild flower meadow planting) helps reduce fuel increase in winter rainfall and heavier summer showers. As pits help reduce the force of flood water and remove emissions associated with mowing. We must ensure that all Belfast is situated on low lying, flood prone land and has pollutants. They also help to improve local amenity, elements of landscape management are carried out in an a constrained surface water drainage network, the risk of maximise water quality and support biodiversity. environmentally sustainable manner, for example reusing flooding is likely to increase. Figure 11 highlights areas at cuttings to create compost and reduce the use of fertilizers. Provide storm water storage – Climate change is likely to risk from surface (rainwater) and fluvial (river) flooding and result in longer spells of drier weather. By collecting and Protect from extreme weather events – More extreme also shows areas of green space across the city. storing rainwater, we have the opportunity to reuse this weather events such as storms and tidal surges are likely valuable resource in our open spaces. Through careful to be a result of climate change. Our open spaces can selection of plant species and the creation of wetland provide protection from these events and tree planting and habitats within open spaces, we could create areas where vegetation will help create shelterbelts. water is retained longer, helping them to survive through drier summers.

42 Belfast Open Spaces Strategy Page 61 Page

Figure 11. Flood risk and open spaces in Belfast 43 Belfast Open Spaces Strategy

SP6: Protect and enhance the natural environment Biodiversity underpins critical ‘ecosystem services’ which All areas of ecological importance will remain protected Manage habitats for biodiversity value – Knowing what bring us many benefits for example clean air, fresh drinking and we will continue to work to enhance them. Proposed we have and increasing our understanding of the natural water and soil. Creating new habitats in Belfast helps development close to these sensitive sites should be environment will generate opportunities to enhance it. support a broader range of species and allows them to undertaken with care, ensuring that it does not adversely Appropriate staff training enables better management move more freely across the city. We have a statutory duty affect habitats or resident species. regimes to be delivered across a range of habitats. We to conserve biodiversity and our Local Biodiversity Action must continue to identify and mitigate risk to the natural Enhance habitats across our open space network – environment but also look for opportunities to enhance Plan (LBAP) identifies key priority habitats and species that Our open spaces provide a number of habitats such as biodiversity and where appropriate create semi-natural need protection across the city. This principle focuses on meadows, woodland, waterways, heathland and grassland. Page 62 Page habitats. how we use our open spaces to create and enhance habitats Although these habitats are in our open spaces, they do and support biodiversity. not have formal protection. We must ensure these areas Improve interpretation and learning – Access to are protected, managed and, where appropriate, extended. greenspace and nature is important for people of all ages. Opportunities to enhance the natural As some habitats and species are ecologically sensitive, it Evidence suggests that children and young people have environment is important we manage use appropriately (for example less of a connection with nature than previous generations, Protect and enhance areas of ecological importance applying restrictions on access or lighting) to make sure resulting in reduced physical and mental wellbeing such as 15 There are some sites in Belfast which have been identified these environments are protected. Nature Deficit Disorder . We will continue to educate users about responsible use of open space and the habitats and as being important for biodiversity. This includes parts Enable urban greening – The greening of vacant land species that thrive there. We will encourage children and of Belfast Lough, which have been protected both under provides an opportunity to enhance biodiversity but families to get outdoors more often to explore nature in our EU (Special Protection Areas and Ramsar Convention on each site needs to be carefully assessed and appropriate green spaces. Wetlands) and NI Executive (Area of Special Scientific measures put in place. Improving connectivity between Interest (ASSI)) for their high-quality marine habitat and green spaces is important in helping species move through wintering bird populations. There are also 61 Sites of the city. By enhancing the ecological value of amenity space Local Nature Conservation Importance (SLNCI) and four by species-rich meadow planting or woodland coppice, Local Nature Reserves (LNR) in Belfast at Bog Meadows, we can create a more comprehensive network of habitats. Hazelwood, Ballyaghagan, and Lagan Meadows. Greening vacant or derelict land and planted SuDs, will enhance and green the public realm.

15 - National Trust (2009) Natural Childhood report https://www. nationaltrust.org.uk/documents/read-our-natural-childhood-report.pdf 44 Belfast Open Spaces Strategy Page 63 Page

Figure 12. Environmental designations 45 Belfast Open Spaces Strategy

SP7: Be celebrated and support learning It is important that our open spaces remain well-used Opportunities to celebrate and support Promote local value and heritage – We provide a and valued by local communities and that we continue to learning diverse programme of events and funding for festivals, source funding to enhance these natural assets. Raising competitions and activities across our open space network awareness of the benefits of open space and educating Create smart open spaces – Technology provides options for example local community events, festivals, outdoor people about sustainable use is vital, particularly for the that can help us to understand how people use our open musical performances, guided heritage walks and talks, next generation of users. Our open spaces offer multiple spaces. Mobile platforms with GPS and social media allow children’s fun days, Belfast Mela, Belfast Vital, Spring Fair opportunities to learn about the environment and develop real-time interpretation and education, improving visitor and Rose Week. We will continue to promote open spaces life skills. We will continue to promote the learning experiences. This technology can also provide information as hubs for citywide and local events and activities. Many potential 64 Page of our parks and green spaces to as many people on open space facilities and facilitate direct feedback from of our open spaces have significant cultural heritage value as possible. users. We will work in partnership with small and medium and we will continue to promote this. enterprises (SMEs) and Universities to explore innovative ways to understand usage and the needs of local people. Promote lifelong learning – There are opportunities for people to help improve their local open spaces. Volunteers Support and extend community involvement – There help us manage these places and provide opportunities for are a significant number of groups for example friends, local people to improve their neighbourhoods, socialise community groups and user groups helping to sustain the and develop new skills. We will continue to work with our quality of our parks and open spaces. We will continue to partners to develop volunteering and training programmes engage with users and non-users to help co-design and that promote lifelong learning. shape the future of their local places, as they are vital for the continued success of our open spaces. Encourage outdoor learning – Our parks and open spaces provide a connection to the outdoors. We will continue to work with our partners and the education sector to encourage use of our parks and open spaces as outdoor classrooms to deliver elements of the educational curriculum.

46 Belfast Open Spaces Strategy Page 65 Page

Source: Belfast City Council 47 Belfast Open Spaces Strategy

Making it happen - delivery

• Continue to invest in new open space provision where Our plan possible across the city to meet growing demands and SP2: Improve connectivity Through our work to develop this strategy, along with our local needs. partners we have agreed a set of headline actions that are • Work in partnership to encourage the creation of Headline actions currently underway or are planned for the next five years temporary or meanwhile uses of open space across the • Work to improve access and connections to our existing (2019 - 2023). The delivery of the plan will rely on existing city. open space network for example the creation of a budgets or sourcing external and partner funding over the • Actively support the development of a sustainable pedestrian-cycle bridge at the Lagan Gateway and life of the strategy. The headline actions under each of the approach to the management and promotion of shared Ormeau Park. strategic principles are outlined here: spaces. • Work in partnership to help remove or improve access

Page 66 Page • Update our bye-laws and improve enforcement within through peace lines (for example Navarra Place). our parks and open spaces. SP1: Provide welcoming shared spaces • Continue to work with partners to support the creation • Continue to work with the Belfast Policing and of greenways across the open space network, such as Headline actions Community Safety Partnership and other stakeholders the ‘PEACE IV Shared Spaces, Connecting Open Spaces to improve safety in our open spaces. project’ • Develop planning policy to protect existing open spaces. • Facilitate stronger community involvement in the • Work with partners, where appropriate, to develop • Identify specific opportunities within neighbourhoods management and enhancement of open spaces; for under-utilised spaces across the city. to enhance and improve access to existing open spaces. example by working in partnership with Friends’ groups, • Deliver planned physical, environmental and ecological volunteers, community groups and user groups. • Identify open space creation, enhancement and improvements to the existing greenways network for access improvements to inform Section 76 developer example Holywood Arches Greenway’s project. contribution policies and agreements. • Develop a strategy to improve legibility of our • Use the planning process to ensure open spaces are greenways and community paths across the city, using well-designed, incorporate principles of ‘Secured by methods such as consistent design and good signage. Design’ principles and have a long-term management arrangement secured. • Ensure that new development proposals and regeneration plans contribute to improving our open spaces network (for example North Foreshore, Sirocco Quays).

48 Belfast Open Spaces Strategy

• Improve linkages to the countryside from our open space network and support the creation of better SP3: Improve health and wellbeing SP4: Support place-making and enhance pedestrian-cycle facilities within the countryside around the built environment Belfast (for example better public access to the Belfast Hills). Headline actions Headline actions • Promote unique landscapes as destination open spaces, • Develop an ongoing programme of activity focused on • Work with partners to create more green open space in for example Belfast Lough, Lagan Valley Regional Park, using open spaces to improve health and wellbeing, the city centre, for example pocket parks. Belfast and Castlereagh Hills. prioritising efforts in areas of health deprivation with the • Encourage developers and partners to create meanwhile lowest open space accessibility. • Work with partners to improve public access to open space for sites awaiting redevelopment. restricted open spaces (dual usage of playing fields). • Identify and create opportunities for natural and • Work with partners to green derelict land across the city. informal play. Page 67 Page • Identify opportunities to work with partners to improve • Work with partners to animate our public spaces across the functionality of amenity open space. • Continue to encourage passive recreation by providing the city. appropriate facilities (such as seating areas and shelters) across the open spaces network. • In partnership continue to plan and fund the restoration of heritage assets in open spaces, for example the City • Continue to maintain, invest and source funding to keep Cemetery. our sports facilities well maintained and affordable, for example physical investment in 3G pitches. • Continue to encourage active recreation in our open spaces; for example walking, running, cycling, outdoor gyms, growing food and outdoor play. • Encourage schools to use parks for active recreation and provide greater access to their sports facilities by local communities. • Continue to work with the health and activity sector to develop programmes in our open spaces for at-risk groups. • Target urban greening to help improve air quality in the city.

49 Belfast Open Spaces Strategy

SP5: Increase resilience to climate SP6: Protect and enhance the natural SP7: Be celebrated and support learning change environment Headline actions Headline actions Headline actions • Work with universities and SME’s to develop solutions • Work with Northern Ireland Water’s ‘Living with Water • Develop planning policies and management practices to explore innovative ways to understand usage and the Programme’ (LwWP) to identify open spaces that will that protect existing and work to enhance areas of needs of local people. help manage drainage and reduce flood risk. ecological importance, including priority habitats. • Continue to provide and fund a range of community • Identify ways to store rainwater for reuse in the • In partnership, support research that prioritises events and programmes within our open spaces.

Page 68 Page management of our open spaces. ecological improvements. • Continue to work with our partners and the education • Develop sustainable management practices in our • Improve and create new habitats and natural features sector to encourage more outdoor learning. open spaces for example increase wild flower planting that enhances native biodiversity, help enable species and composting and reduce the use of fertilisers and movement and meet the objectives of the LBAP. • Actively promote the range of activities, festivals and chemicals. events taking place in our open spaces. • Identify opportunities to adopt more sustainable land • Increase tree and shrub planting where appropriate to management practices such as planting species rich • Identify opportunities to increase income generation provide shelter from extreme weather. meadow to reduce mowing or creating woodland activities and funding that will help sustain our open coppice. spaces network. • Incorporate an appreciation of climate change risks and opportunities within open space management planning. • Train and upskill staff on habitat management and • Celebrate the heritage value and culture of our open maintenance regimes. spaces through the delivery of community events, guided heritage walks and talks and civic celebrations. • Continue to work with our partners to extend and enhance vegetation along the greenway network. • Continue to work with partners to develop volunteering and training programmes that promote lifelong • Manage and control factors affecting habitat learning. management regimes for example invasive alien species, habitat fragmentation, lighting and • Improve engagement and communications with our disturbance. open space users and non-users. • Educate users about habitats and species that thrive in our open spaces, for example by developing and promoting eco-trails.

50 Belfast Open Spaces Strategy

Funding Monitoring and review We spend around £9.5m per year managing and Grants and awards – We may secure funding through This strategy will be delivered with our partners and maintaining our open spaces across the city. Since 2012, grant schemes, where we can show that open space stakeholders, with the council playing a key leadership along with our partners, we have invested approximately initiatives support delivery of priorities set out by external and co-ordination role. We will manage and update the £150m in our open spaces. organisations. We acknowledge the positive contribution database of open spaces by putting in place appropriate which major funders have made towards capital investment mechanisms and standards for collecting and categorising Physical Investment Programme – We will continue projects such as the Connswater Community Greenway open space data. to invest and regenerate open spaces in our city and (Big Lottery Fund), the restoration of the Tropical Ravine neighbourhoods. Key funding streams for the delivery Monitoring progress against the headline actions will be in the Botanic Gardens (Heritage Lottery Fund).We have of this programme include our Physical Investment an ongoing process. We will review the strategy in 2024 also benefited from the Urban Villages Initiative to Programme and funding from partners including the and agree the next phase of actions to be taken forward.

Page 69 Page improve existing and create new open spaces across the Department for Communities (DfC), Department of Justice Although the strategy sets out what we intend to do over city and PEACE IV funding to develop the ‘Shared Spaces, (DoJ) and Department of Agriculture, Environment and the next five years, some of the actions will be longer Connecting Open Spaces project’. Rural Affairs (DAERA). term and will be taken forward into the next delivery plan. Revenue streams – We will continue to identify more We also recognise the importance of being flexible and Developer Contributions Framework – ‘In accordance opportunities for increasing income and attracting new adapting to new challenges and opportunities as they arise. with PPS8 Open Space, Sport and Outdoor Recreation, we revenue streams to help sustain our open spaces. We will will ensure that new housing development is supported continue to facilitate events such as large-scale concerts, by appropriate open space infrastructure. Paragraph 5.68 encourage smaller commercial concessions and pop-up of the SPPS establishes the principle that developers will initiatives and explore sponsorship opportunities. be ‘…expected to pay for, or contribute to, the cost of infrastructure that would not have been necessary but Volunteers – Local communities provide a valuable for the development or which needs to be rescheduled resource; offering a wealth of expertise, enthusiasm and to facilitate the development.’ Normally, developers will commitment in supporting open spaces management. be expected to provide the open space on-site as part of Various groups, for example Friends groups, user groups the scheme. However, in some circumstances, it may be and management committees have been established, appropriate for the developer to pay a commuted some which have increased the number of volunteers helping to the council for improving existing open space facilities in our open spaces. Where possible, we will support in the area. Financial contributions will be secured by community groups to source funding for open space a planning agreement under Section 76 of the Planning improvements, events and programmes in line with the (Northern Ireland) Act 2011. Our Developer Contributions council’s open space strategic principles. Framework provides further guidance on how and when open space infrastructure should be secured through the planning application process.

51 Belfast Open Spaces Strategy

How we developed the strategy

We began developing the Belfast Open Spaces Strategy • We then organised a series of combined workshops in early 2017 when we commissioned AECOM to support with the ‘Strategy Advisory Group’ and the ‘Strategy Where do we go from here? the key activities and a baseline study. This strategy was Oversight Steering Group’ at key milestones throughout We will use the open spaces audit to inform area-based developed with our partners and stakeholders, with the the strategy process. Information from the workshops working, prioritisation and planning. The diagram below council playing a key leadership and co-ordination role. was reviewed and agreed by participants. shows the stage we are currently at and summarises the next steps in the process. In 2018, we finalised an open space audit, which assessed Key activities open space provision, accessibility and future action based • In 2017, we set up an internal ‘Strategy Oversight on the city’s growth strategy. Steering Group’ (made up of inter-departmental We used the Belfast Metropolitan Area Plan (BMAP) open representatives) to give oversight and guidance. space dataset as a starting point and worked closely with Page 70 Page • In 2017, we established a ‘Strategy Advisory Group’, our partners and stakeholders including the Department for with representatives from a range of agencies and Infrastructure (DfI), Department for Communities (DfC) and organisations across Belfast, to help shape the NI Housing Executive (NIHE) and the Education Authority development of the strategy. to source external open space data sets. We now have a comprehensive database of private and public open spaces across the city that has been categorised using our open space typology.

Strategy Strategy Current Advisory Draft strategy Strategy Oversight Joint provision of Public Group discussed finalised and Five year Steering workshops open spaces consultation Steering and agreed by action plan review Group took place analysis took place Group stakeholders implemented established completed established

52 Belfast Open Spaces Strategy

Glossary of terms

Anti-social behaviour (ASB) Neighbourhood equipped areas for play (NEAP) Area of Special Scientific Interest (ASSI) Northern Ireland multiple deprivation measures (NIMDM) Belfast Metropolitan Area Plan (BMAP) Planning Policy Statement (PPS) Belfast Metropolitan Urban Area (BMUA) Programme for Government (PfG) Belfast Open Spaces Strategy (BOSS) Regional Development Strategy (RDS) Business Improvement Districts (BIDs) Sites of Local Nature Conservation Importance (SLNCI) Fields in Trust (FiT) Strategic Planning Policy Statement (SPPS) Green and Blue Infrastructure Plan (GBIP) Super output area (SOA)

Invasive 71 Page alien species (IAS) Sustainable drainage systems (SuDS) Living with Water Programme (LwWP) Local areas for play (LAPs) Local Biodiversity Action Plan (LBAP) Local Development Plan (LDP) Local equipped areas for play (LEAP) Local Government Reform (LGR) Local Nature Reserves (LNR) Multi use games areas (MUGA) National Playing Fields Association’s (NPFA)

53 Belfast Open Spaces Strategy Page 72 Page

54 Belfast Open Spaces Strategy Page 73 Page

Source: Belfast City Council 55 Page 74 Agenda Item 4a

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Playground Improvement Programme 2019 – 2020

Date: 2nd April 2019 Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Reporting Officer: Department Rose Crozier, Director of Neighbourhood Services Contact Officer: Alan McHaffie, Woodland/Recreation Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues

1.1 The purpose of this report is to update Members on the successful 2018/19 Playground Improvement Programme and outline plans for playground refurbishments in 2019/20. 2.0 Recommendations

2.1 The Committee is asked to:  Note the refurbishment of playground sites below under the Playground Improvement Programme which has an allocation budget of £580,000 Under the Capital Programme for financial year 2019/20.

Table 1 2.2 1.Ormeau Park Lower 2.McClure Street 3.Blackmountian 4.Geeragh (Finaghy Community centre)

Page 75 3.0 Main report

3.1 Playground Refurbishment Programme Since its inception in 2012, the Playground Refurbishment Programme continues to make a significant and positive impact to the overall quality and play value of the city’s playgrounds; this has greatly improved accessibility, providing more inclusive equipment, safety surfacing, boundary fencing, site furniture and landscaping works.

3.2 With continued investment over the last seven years, the Council is achieving the desired improvements at each of its sites. The Council’s newest refurbished playground facilities below which are nearing completion are now more inviting, inclusive and exciting places for children and parents to visit; moving their quality scores to the desired higher standard. (See appendix 1 – image of the recently refurbished playgrounds). 1. Duncairn – part funded by the Department for Communities 2. Glenbank – part funded by the Department for Communities 3. Barnett’s Demesne 4. Fullerton 5. Orangefield – part funded by the Department for Communities

3.3 Members are asked to note that the Hammer Playground was also extensively refurbished in 2018/19. The refurbishment was funded from monies received from the transfer of land from NIHE at Tudor Place. DFC also match funded the refurbishment.

Members are asked to note that Play Services Ireland Ltd undertook independent 3.4 playground inspections on behalf of the Council. The ‘quality score’ allocated for each playground is based on compliance with the BSEN European safety standards - BS EN 1176 & BS EN 1177.

3.5 The independent playground inspection report identifies and prioritises repairs to existing playground equipment. The Council’s Facilities Management and Playground Inspectors continue to undertake these repairs. (See Appendix 2 – copy of the 2019 Independent Playground Inspection report for Geeragh playground). Each playground is individually categorised, giving a combined ‘quality score’. Geeragh playground for example was allocated an overall quality score of 5.

Quality scores: 3.6 Score 9 – 10 Excellent Score 8 – 9 Very Good

Page 76 Score 7 – 8 Good Score 6 – 7 Fairly Good Score 5 – 6 Sufficient Score 4 – 5 Fair Score 3 – 4 Insufficient Score 2 – 3 Poor Score 1 – 2 Very Poor Score 0 – 1 Extremely Poor

Following the independent inspection assessments of all 101 playgrounds across the city, it 3.7 is proposed the sites listed in Table 1 above are refurbished under this year’s Playground Improvement Programme, which has an allocation budget of £580,000 under the Capital Programme.

3.8 The playgrounds recommended for refurbishment are the ones with the lowest quality scores (See appendix 3 – 2019 mean quality score ratings). Because of the proposed refurbishment works, these playgrounds will move from sufficient/fair to the higher classification of ‘Excellent’ – quality score 9 – 10 when reinspected.

Members are asked to note that the Twinbrook/Brook Activity playground will be rebuilt and 3.9 moved to a new location close to the existing site as part of the Leisure Transformation programme.

Financial & Resource Implications 3.10 The proposed playground refurbishment works will be funded through the Capital Programme and a budget of £580,000 has been allocated to this. Staff from the Landscape, Planning and Development unit will continue to deliver the Playground Improvement Programme. As in previous years, the Community Park Managers and Outreach officers will continue to assist with the distribution of information relating to playground improvements to members of the local communities.

Equality or Good Relations Implications/Rural Needs Assessment

3.11 None

4.0 Appendices – Documents Attached Appendix 1 – Image of recently refurbished playgrounds

Page 77 Appendix 2 – Copy of the 2019 Independent Playground Inspection report for Geeragh playground Appendix 3 – 2019 playground Quality Score ratings

Page 78 (Appendix 1) newly refurbished playgrounds

Duncairn Playground Page 79 Page Glenbank playground Page 80 Page Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Appendix 3

BELFAST CITY COUNCIL

ANNUAL INSPECTIONS 2019

Quality Scores Score 9 – 10 Excellent Score 4 – 5 Fair Score 8 – 9 Very Good Score 3 – 4 Insufficient Score 7 – 8 Good Score 2 – 3 Poor Score 6 – 7 Fairly Good Score 1 – 2 Very Poor Score 5 – 6 Sufficient Score 0 – 1 Extremely Poor

Playground Priority List Playground Mean Score Ancillary Item Mean Score 1. Ardoyne Play Area (Pith and Mitch) 10 8.3

2. Blacks Road Sensory Garden 10 10

3. Bridge End Play Area 10 8.4

4. Duncairn Play Area 10 8.7

5. Finlay Play Area 10 8.5

6. Glencairn Play Area 10 8.8

7. Hammer Play Area 10 7.8

8. Hanwood Play Area 10 10

9. Jubilee Park Play Area 10 10

10. Olympia Leisure Centre 10 9.7

11. Poleglass 10 9.7

Page 87 12. Rodden’s Crescent Play Area 10 9.2

13. Botanic Play Area 9.8 9.2

14. Cregagh Play Area 9.8 9.7

15. Eric Thompson Play Area 9.8 10.0

16. Drumglass Park 9.7 10

17. Hannahstown Play Area 9.7 9.6

18. Bloomfield Walkway Play Area 9.7 8.0

19. Ballymacarrett Playground 9.6 9.7

20. Belmont Play Area 9.6 9.2

21. Castleton Play Area 9.6 8.4

22. Clonduff Play Area 9.6 9.7

23. Skippers Play Area 9.6 8.8

24. Taughmonagh Park 9.6 8.5

25. The Zoo Play Area 9.6 9.7

26. Ardoyne Community Centre Play Area 9.5 8.5

27. Blythefield Play Area 9.5 8.8

28. Carema Allen Memorial Park 9.5 9.1

29. Clara Street Play Area 9.5 10.0

30. Flora Park Play Area 9.5 9.2

31. Dr Pitt Play Area 9.4 8.3

32. Knocknagoney Play Area 9.4 9.2

33. Stewart Street Playground 9.4 8.2

34. Areema Play Area 9.3 9.0

35. Blacks Road 9.3 10

36. Brown’s Square Play Area 9.3 8.6

Page 88 37. Caramore Street Play Area 9.3 9.3

38. Carnamore Play Area 9.3 9.0

39. Cherryvale Play Area 9.3 10

40. Colin Park Play Area (Blacks Road) 9.3 8.3

41. Eversleigh Street Play Area 9.3 9.3

42. Lemberg Street Play Area 9.3 9.0

43. Musgrave Park Play Area 9.3 10

44. Springhill Play Area 9.3 10

45. Victoria Park Play Area 9.3 9.2

46. Belvoir Drive Play Area 9.2 9.6

47. Grassmullan Playground 9.2 10

48. Ormeau 2000 Park 9.2 9.5

49. Ormeau Park Play Area 9.2 10

50. Tyndale Play Area 9.2 8.7

51. Wedderburn Play Area 9.2 9.0

52. Ballysillan Play Area 9.1 8.9

53. Mount Eagles Play Area 9.1 9.1

54. Tir Na Nog Ligoniel Play Area 9.1 9.2

55. Tullycarnett Park, Kingsland Park 9.1 9.2

56. Whiterock Leisure Centre Play Area 9.1 8.4

57. Alexandra Lower Play Area 9 9

58. Grampian Avenue Play Area 9 9

59. Fullerton Park 9.0 10

60. Michelle Baird Play Area 9.0 9.0

61. The Grove Play Area 8.9 10

Page 89 62. Loop Park Play Area 8.9 9.0

63. Westlands Play Area 8.9 7.6

64. Edenderry Play Area 8.8 9.3

65. Orangefield Play Area 8.8 8.3

66. Balfour Road 8.7 8.8

67. Loughshore Play Area 8.7 10

68. Sir Thomas & Lady Dixon Park 8.7 9.0

69. White Rise Play Area 8.7 10

70. Willowbank Play Area 8.7 8.7

71. Alloa Street Play Area 8.6 8.3

72. Dover Street Play Area 8.6 8.3

73. Marrowbone Junior Play Park 8.6 9.8

74. Northlink Play Area 8.6 8.2

75. North Queen Street Play Area 8.6 10

76. Tommy Patton Play Area 8.6 9.2

77. Clarawood Play Area 8.5 7.7

78. Woodvale Play Area 8.5 10

79. Alexandra Upper Play Area 8.4 8.3

80. McCrory Park Play Area 8.4 10

81. Cavehill Adventurous Playground 8.3 7.3

82. Narvarra Place Play Area 8.3 7.8

83. New Lodge Play Area 8.3 9.7

84. Dunville Park Play Area 8.2 8.7

85. Rev Robert Bradford Park 8.1 8.7

86. Barnetts Demesne Play Area 8 8.7

Page 90 87. Ohio Street Play Area 8 9.2

88. Highfield Play Area 7.9 9.2

89. Horn Drive Lenadoon Play Area 7.9 8.8

90. Queen Mary’s Waterworks Play Area 7.6 9.2

91. Mountforde Play Area 7.6 9.0

92. Sally Garden Play Area 7.5 9.1

93. Springfield Site A Play Area 7.4 8.5

94. Nubia Street Play Area 7.2 8.7

95. Glenbank Play Area 7 9.0

96. Falls Play Area 6.3 9.0

97. Lower Ormeau 6 9.5

98. McClure Street Play Area 5.4 6.8

99. Blackmountain Play Area 5.1 9.0

100. Geeragh Play Area 5 9.7

101. Brook Activity Centre (Twinbrook Play 4.9 6.8 Area)

Page 91 This page is intentionally left blank Agenda Item 4b

PEOPLE & COMMUNITIES COMMITTEE

Subject: LORAG Land transfer request at for land at River Terrace

Date: 2nd April 2019

Reporting Officer: Nigel Grimshaw, Strategic Director City & Neighbourhood Services

Contact Officer: Rose Crozier, Director of Neighbourhood Services

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 To make members aware of a request from Lower Ormeau Residents Action Group (LORAG) for the transfer of land at River Terrace to facilitate development of John Murray Lock house as a community facility. 2.0 Recommendations 2.1 The Committee is asked to:  Agree in principle to the request for the transfer of land subject to officers engaging further with LORAG and bringing a report at a future date to detail the estates related aspects of the transfer.

3.0 Main report 3.1 Lower Ormeau Residents Action Group (LORAG) is a community development organisation founded in 1987. They currently operate Shaftesbury Community & Recreation Centre on a 25 year lease delivering services in line with the Independently Managed Centre model. The

Page 93 lease was granted in 2009 to support LORAG’s successful application for funding of circa £2m from Sport NI and DSD/BRO. As a result of the successful bid an additional 997 square foot of space was built to facilitate the delivery of programmes and activities from the site, this includes a dance studio, fitness suite, changing rooms, reception area and 3G pitch.

3.2 In 2017 a property at 13 River Terrace, was placed on the market for sale by the Murray family. The income generated from social economy activity enabled LORAG to complete the purchase of "The Lockhouse" a detached residence within 100 metres of the existing Shaftesbury Recreation Centre.

3.3 The property was purchased by LORAG on behalf of the local community to enable them to explore capital development proposals that align to local needs and address currently unmet demand for community-based services.

3.4 A delegation from LORAG presented their vision for the potential John Murray Lockhouse Development to the South AWG in January 2018. A copy of their presentation is attached at Appendix 1. The overall project site comprises the John Murray Lock House former dwelling and grounds; the existing Belfast City Council owned green space; the NI Water site; the pedestrian walkway /tow-path owned by the Department for Communities, and the former McConnell Weir and associated scheduled monument structures (also owned by the Department for Communities).

3.5 LORAG have now written formally to City and Neighbourhood Services (Appendix 2) to ask for the transfer of the piece of land between the Lock house and the former NI Water pumping station (outlined in Red in the attached plan Appendix 3) in order to further the land assembly for the project.

Key Issues

3.6 Transfer of the land would be dependent on the success of the funding application and the overall viability of the project. The conditions of any third party funding offer would influence the term of the lease. As funding is not yet in place and the conditions of the funding offer/offers are as yet unidentified officers are seeking members’ agreement in principle to LORAG’s request prior to engaging further.

Page 94 Financial & Resource Implication 3.7 An income of a value as yet unidentified will be achieved through the lease.

Equality or Good Relations Implications/Rural Needs Assessment

3.8 There are no equality, good relations or rural needs implications. 4.0 Appendices – Documents Attached

Appendix 1 - Presentation to South AWG John Murray Lockhouse Development Appendix 2 - Request for transfer of Land Appendix 3 - Map

Page 95 This page is intentionally left blank Page 97 Page 98 Page 99 Page 100 Page 101 Page 102 Page 103 Page 104 Page 105 Page 106 Page 107 Page 108 Page 109 This page is intentionally left blank r e v Appendix i'3' SP R

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9 Playing Field This page is intentionally left blank Agenda Item 4c

PEOPLE AND COMMUNITIES COMMITTEE

Asset Management:

Subject: Wilmont House- Sir Thomas and Lady Dixon Park

2 April 2019 Date: Nigel Grimshaw, Strategic Director City & Neighbourhood Services Reporting Officer: Gerry Millar,Director of Property and Projects

Pamela Davison,Estates Team Leader Contact Officer:

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues

1.1 The purpose of this report is to seek approval from Members to the marketing of Wilmont House, Sir Thomas and Lady Dixon Park, by way of an Expressions of Interest process to bring a sustainable use to this Listed Building which occupies a central position in this prestigious Park. 2.0 Recommendations

2.1 Committee is asked to;  approve the following, subject to the approval of the Strategic Policy and Resources Committee and on terms to be agreed by the Estates Manager and City Solicitor;

Page 113 the advertising for Expressions of Interest for the physical restoration and regeneration of Wilmont House,Sir Thomas and Lady Dixon Park, Belfast. 3.0 Main report

Key Issues

3.1 The Council hold Wilmont House and Sir Thomas and Lady Dixon Park on title that requires the Council to use the premises for the greatest good of the citizens of Belfast. At its meeting of 14 June 2012 the Parks and Leisure Committee approved the advertisement of Wilmont House for disposal on a 25 year lease by way of a Development Brief. Initial enquiries from a number of interested parties,following the issue of the Development Brief were encouraging however only one proposal was received and Members decided not to proceed with the proposal at the Parks and Leisure Committee of 11 April 2013.

3.2 The building is listed Grade B1 and has considerable architectural and historical significance.The building is in very poor repair internally and unsafe to enter. Council has been contacted by a number of parties recently who are keen to explore the refurbishment and re use of the building. In order that this opportunity is exposed to the market and Council can be assured of achieving best terms it is proposed that the marketing of the property commences by way of an Expressions of Interest process.

Financial & Resource Implications

3.3 On account of the substantial repairs required to the property no planned maintenance resource is currently allocated to Wilmont House. Refurbishment and re use of the building will address the more negative impacts of long term vacancy and its associated consequences. Officers from City and Neighbourhood Services, Estates and Legal Services would be involved in the Expressions of Interest process and reporting to Members any proposals for their consideration.

Equality or Good Relations Implications/ Rural Needs Assessment 3.4 No specific equality or good relations implications.

4.0 Appendices – Documents Attached

Appendix 1 – Map of Wilmont House

Page 114 Agenda Item 5a

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Community Development Grants Update

Date: 2nd April 2019

Reporting Officer: Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Jacqui Wilson, Business Manager Contact Officer: Ryan Black, Neighbourhood Services Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to update Committee on the proposed approach to community development grant funded programmes for 2020/21 as the grants review will not be fully implemented to meet the required timescales. 2.0 Recommendations 2.1 The Committee is asked to: . Note the contents of the report . Agree the proposed approach for 2020/21 . Commission further work to review ways of working, Central Grants Unit role and location, governance structures and evaluation frameworks.

Page 115 3.0 Main report

3.1 Recently consultants have been commissioned to carry out a strategic review of the Council’s grant programmes that:

 critically appraises the underpinning rationale, strategic fit and operational design of current programmes (both individually and as a whole); and,

 makes recommendations on the ‘suite’ of programmes that should be offered in the future and how these programmes should be operated. 3.2 The objective is to ensure that the investment in grants can support the delivery of priority objectives set out in the Belfast Agenda. This is reflected in the Design Principles agreed as attached (Appendix 1). A consultation exercise with relevant internal and external stakeholders is in progress and an internal officers working group has been established.

The early activities to help improve the programme in the short term are underway such as: 3.3

 ensure all grants streams are assessed by the Central Grants unit (CGU) and are included in the Grant Management System to ensure consistency;

 improve administration processes including formalising the principle of proportionality.

3.4 Work is still to commence in the coming months on the following:

 Communicate the outcomes based approach – education and raise awareness.

3.5 Members will also be aware that we have recently commissioned a consultant to begin work on the review of our community provision. It will be important that as this work progresses, we align any revised grant scheme with any proposed new approach.

Transitioning of Changes: The internal officers working group reconvened in February to 3.6 discuss the interim arrangements required for 2020/21 to allow time for promotion, application and assessment processes, and reporting to Committee.

3.7 Development work is under way on a new Cultural Strategy and a draft has been presented to the City Growth and Regeneration Committee in March 2019. Subject to ratification, detailed implementation and funding plans will be brought to Committee in September 2019, with a view to be operational from April 2020.

Page 116 3.8 The People and Communities Committee on 4th December agreed to extend the existing contracts on the Community Development Grant Programme subject to the level of DfC funding being confirmed for 2019/20. However to facilitate the transitioning period from then to the end of March 2021, an open call on large grants will need to start mid 2019 (see draft timetable - Appendix 2).

Members are advised that the level of funding commitment from the DfC under the 3.9 Community Support Programme for the 2020 /2021 financial year was unknown at the time of writing the report. Members are advised that as a result the above approach will be opened on an ‘at risk’ basis and may be subject to re-alignment with any changes/amendments to the Departments approach to Community Support. Officers will continue to work with our colleagues at the Department.

Financial and Resource Implications

The Council’s expenditure on Grants in 2017/18 was £5.7m with some of the funding coming 3.10 from external partners such as Sport NI and DfC. Having a more outcomes focused approach to grants will help ensure that we get the maximum impact from this expenditure and meet the Belfast Agenda outcomes.

Equality / Good Relations and Rural Needs Implications

The consultation and engagement process referred to above will allow for consideration of 3.11 any equality, good relations or rural needs implications.

4.0 Appendices – Documents Attached

Appendix 1 - Design principles Appendix 2 - Draft Timetable for Community Development Grants

Page 117 This page is intentionally left blank Appendix 1 Review design principles

Page 119 This page is intentionally left blank Appendix 2 draft timetable for community development grants

Timetable below for the delivery of the following grant calls for 2020/2021;

- Advice - Revenue Community Buildings - Capacity Building - Summer Scheme - Small Grants

Activity Timescale P&C committee approval 2 April 2019 Open call for applications May 2019 Information roadshows May / Jun 2019 Submission Deadline July 2019 Eligibility Checks July / August 2019 Scoring Sept / Oct 2019 Independent Assessment Panels Nov 2019 P&C Committee (Awards Dec 2019 recommendations) Approval & Notifications Jan 2020 Mandatory Workshops Feb 2020

Page 121 This page is intentionally left blank Agenda Item 5b

PEOPLE & COMMUNITIES COMMITTEE

Cavehill Adventurous Playground Subject: 2nd April 2019 Date: Nigel Grimshaw Strategic Director City & Neighbourhood Services Reporting Officer: Jacqui Wilson, Business Manager CNS Department Contact Officer: Ryan Black Neighbourhood Services Manager CNS Department

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to inform Committee of the revenue impact of removing the entry fee for the Adventurous Playground at Belfast Castle. 2.0 Recommendations 2.1 The Committee is asked to;  Consider the impact of removing the entrance fee for the Adventurous Playground at Belfast Castle i.e. a budgeted net loss of either £13.5k or £22.5k depending on option chosen for 2019/20 year.  Consider the reduction of budget from supplies and services in Parks Area North as set out in the report.

Page 123 3.0 Main report Key Issues 3.1 At March 2019 P&C Committee members were presented with 4 options relating to the budget impact of reducing/removing the entrance fee to the Adventurous playground at Belfast Castle. The current charge is £2.50 per child and this price has been held for the last 5 years despite increased running costs. Also Belfast City Council Summer Schemes get free use of the facility and Belfast City Council Funded Community Groups get one free entry per year as per the current Scale of Charges agreed by Committee as part of the estimates setting process.

3.2 The Budgeted expenditure and income included for 2019/2020 in the agreed estimates process are: Estimated expenditure £10k Estimated income £22.5k Members asked for information on usage figures – see appendix 1

3.3 Members asked for further information around Options 3 and 4 presented previously:

Option Estimated Estimated income Budget Impact Expenditure 19/120 19/20 3) Reduce entrance £10,000 £9,000 Budget to be found fee to £1 £13,500 4) Removal of £10,000 £0 Budget to be found entrance fee £22,500

3.4 The expenditure relates primarily to staff costs (£8k), premises and supplies.

Financial & Resource Implications 3.5 At People and Communities Committee on 8th January 2019 the cash limits for Parks and Open Spaces was agreed for 2019/20. To limit the impact of income reduction on the agreed budgets members are asked to review agreed Parks budgets for the same period. See appendix 2.

3.6 The main areas of controllable spend within these budgets relate to supplies and services

Page 124 The Supplies and Services Budget within Parks Area North covers the following: Parks Playing Fields Cavehill Country Ballysillian Glenbank Clarendon Ligoniel Cliftonville Marrowbone Grove Waterworks Mallusk Woodvale Miscellaneous open spaces

3.7 A Budget of £170k covers expenditure on equipment/tools, uniforms, operating materials (£36k), hired and contracted services i.e., Facility Management Agreements (£30k), outreach and events (£39k) gritting Services, toilet hire, pest control, pitch maintenance (£37k) etc., within these sites.

Equality or Good Relations Implications/Rural Needs Assessment 3.8 There are no Equality, Good Relations or Rural needs Assessment implications.

4.0 Appendices – Documents Attached Appendix 1 Adventurous Playground Usage figures Appendix 2 Parks, and open space budget for 2019/20

Page 125 This page is intentionally left blank Appendix 1 Visitor numbers April 2017- February 2019

Nos Nos Month attending Month attending Apr-17 1,150 Apr-18 843 May-17 977 May-18 1,305 Jun-17 961 Jun-18 1,477 Jul-17 2,058 Jul-18 2,242 Aug-17 1,393 Aug-18 1,140 Sep-17 494 Sep-18 577 Oct-17 246 Oct-18 404 Nov-17 176 Nov-18 189 Dec-17 47 Dec-18 102 Jan-18 54 Jan-19 161 Feb-18 120 Feb-19 323 Mar-18 222 Plus Summer scheme 1000 625 Total 8,897 9388

Page 127 This page is intentionally left blank Appendix 2 Parks Area North Budget

Profit Center/Group AREA NORTH Person responsible Reporting period 1 12 2019

Profit and loss accounts Plan *** Total income 167,277.00- *** Employee costs 2,135,012.92 *** Premises Costs 296,618.00 *** Supplies and Services 170,928.00 *** Transport related 10,040.00 **** Total Expenditure 2,612,598.92 ***** Net Expenditure Total 2,445,321.92

Total Parks and Open Spaces Services Budget

Profit Center/Group Parks and Open Spaces Person responsible Reporting period 1 12 2019

Profit and loss accounts Plan **** Total Income 3,423,988.00- *** Employee costs 9,120,298.68 *** Premises Costs 1,382,205.00 *** Supplies and Services 1,229,928.00 *** Transport related 36,770.00 *** Miscellaneous 19,448.00 **** Total Expenditure 11,788,649.68 ***** Net ExpenditureTotal 8,364,661.68

Page 129 This page is intentionally left blank Agenda Item 6a

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Parkrun - Citywide

Date: 2 April 2019

Reporting Officer: Nigel Grimshaw, Strategic Director City & Neighbourhood Services Rose Crozier, Director of Neighbourhood Services Contact Officer: Catherine Taggart, Neighbourhood Services Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of the report is to update members regarding the progress and success of Parkrun and to seek approval to provide further support to event organisers to ensure continued success and future growth and development. A number of requests have been made to the council via the various parkrun event organisers.

1.2 Parkrun organisers have requested free use of community facilities within parks to support the effective delivery of the events.

1.3 Council officers who have been working with Parkrun organisers and volunteers have identified a number of key areas for improvement and are keen to work in partnership to improve the use of facilities and to determine what training and development is required to support capacity building.

Page 131 2.0 Recommendations 2.1 It is recommended that Committee;  Grant free use of the parks facilities until such a time as the event organisers might be able to secure funding to contribute to facility hire.

 Agree that Council officers work with each of the event organisers to provide support and to draft a capacity building programme to address the need. 3.0 Main report Key Issues 3.1 Members will be familiar with parkrun events as a Saturday 5km or Sunday junior 2K timed walk, jog or run. It's free and open to all ages and abilities. The weekly timed 5K event first came to Belfast Parks in 2010 with the introduction of the Waterworks parkrun. Success and participation figures now exceed 1500 walkers/runners weekly and has seen the number of events grow to 9 locations across the city. Other Belfast Park venues include Falls, Musgrave, Orangefield, Ormeau and Victoria Park with a further 4 locations in Belfast; Colin Glen Forest Park, Queens Sports Complex, Stranmillis University College & Stormont Estate.

3.2 The Parkrun events contribute to the delivery of the Belfast Agenda by supporting the outcome that “Everyone in Belfast will experience good health and wellbeing”. The aspiration that by 2035 everyone will live a healthy lifestyle and will experience the best physical and emotional health whilst reducing health inequalities can be achieved by the delivery of free and easily accessible events such as Parkrun.

3.3 More than 700 GP practices across the UK including 6 in Belfast, have now registered to become Parkrun practices – this means they have partnered with their local Parkrun event to signpost patients and staff to take part in Parkrun to help treat a host of health conditions and improve physical and mental wellbeing.

3.4 Although it is called ‘parkrun practices’ we know that it is not just GP and practice staff that are promoting Parkrun to their patients. Whether people come along and walk, jog, run, volunteer or simply come for the post-event coffee and chat, practitioners from across primary and secondary care are seeing Parkrun as lifestyle medicine.

3.5 Parkrun promotes shared space, collaborative working and encourages more positive use of our facilities. Council officers will work in partnership with the various Belfast Parkrun’s to

Page 132 review their progress and support them in line with our ambitions around increasing participation and improving the customer experience in parks.

3.6 Park run organisers have requested access where possible, to community facilities within the hosting parks such as bowling pavilions so that toilet facilities, meeting rooms and kitchen areas are accessible. As parkrun is a free event supported and sustained by volunteers with no current source of income, this request is for free use of the facilities. Access to dry facilities aids the volunteers to process the results for viewing immediately and provides a space for the much valued social interaction as part of the event.

3.7 Each Parkrun organiser has to satisfy the Council that it will deliver a safe and professional event, meeting the Council’s health and safety standards. A recent review of Parkrun events highlighted that there are some areas for improvement with regards to supporting Parkruns in our Parks. It is proposed that Council staff work with Parkrun organiser to identify the need in their area and develop a capacity building programme to support volunteer training, effective event management and governance models, to influence priorities for improving facilities and increasing funding opportunities to ensure sustainability.

Financial & Resource Implications 3.8 There will be an additional cost to the Council to open and staff the buildings and this will be covered within the Parks operational budget.

Equality or Good Relations Implications/Rural Needs Assessment 3.9 Parkrun has a positive implication in terms of the promotion of equality and good relations and is undertaken in an inclusive manner. 4.0 Appendices

Appendix 1 - Belfast parkrun statistics spreadsheet

Page 133 This page is intentionally left blank parkrun statistics March 2019

Average number of Number of running Type Location Number of events Number of runners Biggest attendance runners per week clubs Colin Glen Forest Non BCC Saturday parkrun 166 70 2065 234 104 Park BCC Saturday parkrun Falls Park 335 64 2780 218 145 Sunday Junior BCC Musgrave Park 22 40 219 73 7 parkrun BCC Saturday parkrun Orangefield Park 33 110 1522 426 86

BCC Saturday parkrun Ormeau Park 293 285 11825 618 507 Page 135 Page Sunday Junior BCC Ormeau Park 134 115 1858 218 27 parkrun Queens Sports Non BCC Saturday parkrun 359 101 5799 339 312 Complex Stranmillis University Non BCC Saturday parkrun 6 116 546 321 64 College Non BCC Saturday parkrun Stormont Estate 185 186 6183 654 303

BCC Saturday parkrun Victoria Park 409 182 10726 396 416 Sunday Junior BCC Victoria Park 108 36 691 73 20 parkrun BCC Saturday parkrun Waterworks Park 439 190 8392 489 302 Sunday Junior BCC Waterworks Park 141 70 1048 181 21 parkrun This page is intentionally left blank Agenda Item 6b

PEOPLE AND COMMUNITIES COMMITTEE

Subject: Boxing Strategy Quarterly update Date: 2nd April 2019 Reporting Officer: Nigel Grimshaw, Strategic Director City and Neighbourhood Services Department Contact Officer: Rose Crozier, Director of Neighbourhood Services

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 This report is to provide an update on progress on implementation of the Belfast Boxing Strategy for October – December 2018.

2.0 Recommendations 2.1 The Committee is asked to

 note quarterly progress to date.

Page 137 3.0 Main report Background 3.1 Council agreed, through the January 2018 Strategic Policy and Resources Committee, to provide £200,000 to the Irish Athletic Boxing Association Ulster Branch (IABA) in the current financial year for delivery of an agreed action plan supporting the Belfast Boxing Strategy.

3.2 The IABA provided SP&R with a detailed breakdown of programmes to be delivered under six main areas.

Salary – Development Officer and coaches £75,000

Pathways £38,000

Events £37,000

Coach Education £15,000

Club Support £25,000

Governance £10,000

Total £200,000

Following this decision the Belfast Boxing Strategy Steering Group has met quarterly. The 3.3 Steering Group is chaired by the Director of Neighbourhood Services with Council Officers, IABA Officers and Officials and Co. Antrim Board Officials attending.

Monitoring The Leisure Development Unit works directly with IABA officials to verify reporting on 3.4 performance and finance and provides detailed reports for discussion at the Steering Group.

Performance Council agreed a total of 37 Indicators with IABA to monitor delivery of the programmes. IABA 3.5 have complied with reporting requirements and their performance report is at Appendix 1. 6 of the KPIs have data attached to them based on programme delivery in Q3. The levels of delivery of the non-contact programmes is due to a vacancy in the community coaching post which is yet to be filled. Due to the seasonal nature of the sport many of the programmes are not delivered in Q3. IABA have provided narrative against each of the KPIs to describe progress against each indicator and plans to ensure that all targets are achieved at year end.

Financial & Resource Implications A total of £200,000 is available within the current financial year to support the Action Plan. 3.6

Page 138 Equality Impact or Good Relations/Rural Needs Assessment 3.7 The strategy was equality screened in line with the Council’s equality process. The screening showed that there were potential adverse impacts on a number of groups including females and people with a disability and mitigating actions were added to the strategy. Members agreed that an equality screening be undertaken prior to a decision being made in relation to funding for 19/20. Officers have finalised this screening and initial findings show that progress has been made in increasing the participation of underrepresented groups and this has been reported separately through the Strategic Policy and Resources Committee. The IABA continue to target underrepresented groups in its delivery of the 18/19 programme with particular focus on the events and non-contact programme. IABA have also advised that the three Belfast clubs which had been affiliated to the Northern Ireland Boxing Association (NIBA) have re-joined the IABA and are now in a position to be fully supported through the Strategy action plan and Council Sports Development funding.

4.0 Appendices – Documents Attached Appendix 1. IABA Q3 Performance Report

Page 139 This page is intentionally left blank Boxing Strategy KPI Report 18-19 Q3 To have an effective efficient Pathway to engage and nurture talent within Belfast

KPI Description Total RAG

1.1 Run talent ID testing for 2 Belfast squads Starting January 2019 - Sunday 13th January

1.2 Run 2 talent squads in Belfast Starting January 2019 - Sunday 13th January Run competitive opportunities for Belfast talent Talent squads are starting in January and we have a proposed 1.3 squads early March for a showcase event. Support for sport individual grants has been circulated to all 1.4 Number of boxers on Elite gym membership our elite athletes and the Ulster High Performance unit. Currently open again we have forwarded this to all Belfast 1.5 Number of boxers obtaining support for sport clubs. 1.6 Hosting of YCWG 2021 Final proof of the document is approved and ready for Page 141 Page 2.1 Production of volunteering leaflet 1 production

Our 'Engaging & Empowering Females in Boxing' conference will be held on Sunday 3rd February 2019 (Crowne Plaza, Shawsbridge). The conference will focus on addressing some of the key challenges faced in respect of female participation and involvement in the sport. The event will include 2 x keynote speakers as well as a range of workshops for participants to partake. The conference will also include a panel discussion which will explore challenges and opportunities for females across all aspects of the sport, and the day will conclude with a recongition ceremony to acknowledge and celebrate the hard work and dedication of a 2.2 27 clubs at volunteer education event number of key volunteers within the sport.

As above, in the interest of best value it was felt it was more appropriate to combine this event with the education event rather than hire a hall twice and also in order to faciliate the 2.3 27 clubs at volunteer recognition event busy calendar of events of boxing for the membership. It is anticipated that a AIBA (World Boxing Body) R&J course 2 officials to gain talent referee and judge will be scheduled for Q4. Once a date has been confirmed by 3.1 qualification the World body we will be in a better position to update. 3.2 20 new referees and judges trained IABA R&J course planned for Q4. To recruit, train and sustain active coaches within Belfast

As per Q1. In addition, a high performance coaching seminar (faciliated by Head Coach of the Irish High Performance Unit) 5 coaches receive talent coach training and is planned for Q4. The event will be recorded and will be 4.1 mentoring utilised as part of the online coaching resources. 2 IABA level 1 courses were run in November and December of which 21 participants were from Belfast. 11 different clubs were represented on these course and the clubs were: Cairn Page 142 Page Lodge, City of Belfast, Holy Trinity, Star, Midlands, St Paul’s, St John Bosco, Albert Foundry Dockers, Gleann, St Georges, 4.2 20 new grassroots coaches trained 21 Holy Family

Currently working with our website provider and CRM provider to develop a members area on our website. Meeting due to occur on 15th January 2019 to finalise requirements. The Workforce Development Office has developed resources to Online coach education course and resources feature on the members area i.e. coaching factsheets, videos, 4.3 designed how to fill out access NI forms, affiliation applications etc.

4.4 50 new people accessing online resources As Above. Of the 21 new level 1 course 7 of the participants were 4.5 Increase the number of female coaches 7 female.

Completed and pilot course delivered on 5th December to 20 participants from the belfast met boxing academy to test the course. The IABA president and central council members present have asked for the course to be delivered to also be 4.6 Inclusive boxing module designed piloted with some key stakeholders in the south. To grow and sustain club membership within Belfast Day of boxing with 3 Schools (Cregagh primary, Bloomfeild primary & Rosetta Primary ) took place on 14th December 5.1 80 participants at come and try it event 80 2018 at Loughside Recreation Centre. Trinity College School refusers group 2 groups once per fortnight for each. New member of staff due in place early January who will go straight into a timetable of coaching non 5.2 800 pupils taking part in non contact boxing 40 contact boxing. Day of boxing to be run around the half term holidays in 5.3 80 participants at Belfast Day of Boxing collaboration with Belfast Based Clubs. City of Belfast Boxing Academy & Midland Boxing Club. 5.4.1 2 new clubs availing of seeding grant 2 (Cairnlodge awaiting invoice) This will run in line with the new membership growth 5.4.2 4 clubs obtaining equipment grants programme during mid term in february

Newington BC, Immaculata BC, Ligoneil BC, Clonard BC,

Page 143 Page Ardoyne, Dockers Eastside BC (female membership growth grant). This has been allocated to 7 clubs this time round the other 4 programmes finish the week before christmas with 5.4.3 22 clubs obtaining membership growth 7 relevant paperwork due back in early January

5.5 Belfast clubs leaflet produced and distributed 1 Final has been signed off and leaflet is ready for production. 5.6 2 clubs applying for support for sport 2 clubs were supported in Q1 5 clubs(Newington BC, Immaculata BC, Ligoneil BC, Clonard BC, Eastside BC) who received membership growth grants to 5.7 180 participants in holiday camps 100 run female programmes for 8 weeks. 5.8 Number of new clubs in Belfast 3 3 clubs re-affiliated to IABA

Clubs include: Star, Ormeau Road, Albert Foundry, Ballysillan, Red Triangle, Saints, Holy Family, Ligoneil, Midland, Emerald, 5.9 Number of new members in Belfast clubs 71 Holy Trinity, Belfast Met, City Of Belfast, Cairnlodge, Midland. To promote and sustain good governance standars within Belfast clubs Star Boxing Club and Oliver Plunkett currently 90% through the clubmark process with a view to assessments being 6.1 2 clubs to attain clubmark accreditation completing club mark by 31st March. As in the summer we will run a second good relations day on Delivery of Good Relations to 180 participants the back of our next membership growth programme in 6.2 within the Holiday Camps February during the schools mid term break. Funding to support competitive local and international events in Belfast County Antrim 3's Competition, County Antrim v Derry, Belfast Halloween Open, County Antrim v Mayo & County 7.1 Number of local events 5 Antrim 6's Competition. County Antrim Youth International in Belfast against Italy, 7.2 Number of international events 1 Belgium, France, Spain, Cyprus & Greece. 7.3 Number of male competitors 549 7.4 Number of female competitors 116 7.5 Number of visiting competitors 435 7.6 Number of Belfast competitors 230 7.7 Number of visiting officials 30 Page 144 Page 7.8 Number of Belfast officials 40 Agenda Item 6c

PEOPLE AND COMMUNITIES COMMITTEE

Subject: All-Ireland Pollinator Plan Council Partnership

Date: 2nd April 2019

Reporting Officer: Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Rose Crozier, Director of Neighbourhood Services Contact Officer: Orla Maguire, Biodiversity Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Some time in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to seek permission for the council to sign up as a Partner to the All-Ireland Pollinator Plan. 2.0 Recommendations 2.1 The Committee is asked to:  agree for the council to sign up as a Partner to the All-Ireland Pollinator Plan. The Council is already undertaking significant work to support and protect our local pollinators in particular through the sensitive management of biodiversity rich sites. Agreeing to become a Plan Partner will recognise and promote our existing work and commitment. 3.0 Main report

Key Issues 3.1 Members are reminded that Council endorsed the All Ireland Pollinator Plan in September 2015 and was listed in the document as supporting the final Plan.

Page 145 The All-Ireland Pollinator Plan 2015-2020 was developed by stakeholders from Northern Ireland and the Republic of Ireland. It is a shared plan of action supported by more than 90 governmental and non-governmental organisations. The Plan aims to take steps to reverse pollinator losses and help restore populations to healthy levels. The plan has five objectives:  Pollinator friendly habitat - To take action on farmland, public land & private land, to create a joined-up network of diverse and flower-rich habitats to support pollinators.  Raising awareness of pollinators and how to protect them - To increase awareness of the importance of pollinators and the resources they need to survive.  Managed pollinators – supporting beekeepers & growers - To achieve healthy, sustainable populations of managed pollinators that can play a full role in delivering pollination service.  Expanding our knowledge on pollinators and pollination service - To address gaps in knowledge through research and to develop an evidence base on the best and most cost-effective ways to protect pollinators.  Collecting evidence to track change and measure success - To build up knowledge on where pollinators occur and how they are changing, including in response to management actions.

3.2 Council has now been invited to become a more formal Plan Partner.

3.3 Should Council decide to become a Plan Partner the Council would be agreeing:

1. That the Council supports the ethos of the All-Ireland Pollinator Plan and will consider the Plan in policies, plans, and management decisions where possible. 2. To consider the evidence-based actions in the guideline document Councils: Actions to help Pollinators, and to carry out one pollinator-friendly action in the first year of signing up and plan to carry out at least three more within the following five years. The guideline document lists 30 possible actions, many of which are low cost or cost-neutral. 3. To update the All-Ireland Pollinator Plan Team (within the National Biodiversity Data Centre) on the positive pollinator actions planned, implemented or maintained at the end of each year, when contacted, to help this promote our work.

3.4 The proposed actions align with our existing biodiversity work programme and not least our own pollinator project, Bee-licious. The Council is already contributing to the objectives of the Plan through our land management, for example meadow management at Sir Thomas Page 146 and Lady Dixon Park and key elements of the City Cemetery project which focus on pollinators. The loss of natural and semi-natural habitats has been a key driver in pollinator declines and BCC owns and manages a number of significant sites including Cave Hill, Barnetts Demesne and Lagan Meadows.

3.5 The Biodiversity Officer was involved in the development of the guidance document for Councils and is confident the Council is well placed to demonstrate significant work in supporting pollinators. The guidance document can be found at: http://www.pollinators.ie/councils/

3.6 Should the Council agree to become a Plan Partner it will be acknowledged as a Partner on the website and in the annual report.

Financial & Resource Implications 3.7 There are no financial or resource implications other than Officer time.

Equality or Good Relations Implications/Rural Needs Assessment 3.8 None

4.0 Appendices – Documents Attached

Appendix 1 – Council Framework AIPP

Page 147 This page is intentionally left blank Council Partnership with the All-Ireland Pollinator Plan

Page 149 Partnership with the All-Ireland Pollinator Plan: Framework for Councils/Local Authorities

We all depend on pollinators and the important service they provide. Unfortunately, our pollinators are in decline. Of the 99 different types of bees on the island of Ireland, nearly one third are threatened with extinction. The All- Ireland Pollinator Plan is a strategy that addresses this problem. It is a shared plan of action supported by more than 90 governmental and non-governmental organisations. By helping our pollinators, we are improving biodiversity across the island.

Most Councils/ Local Authorities are already taking actions to support pollinators on public land. Many are also working with local community groups, residents’ associations and schools to help raise awareness of the All- Ireland Pollinator Plan. To better support these efforts and to better promote the work being undertaken, we have developed this framework to recognise Councils as partners of the All-Ireland Pollinator Plan.

Support of the All-Ireland Pollinator Plan offers Councils/Local Authorities a suite of benefits in addition to biodiversity enhancement, including:

 Partnership with an internationally renowned strategy to reverse declines in biodiversity.  A framework outlining options with the flexibility to choose from a variety of low/cost-neutral evidence- based actions that will have a positive impact.  Access to training, guidance documents, support materials, case studies, etc. to help staff decide on appropriate actions. For more information, see: http://pollinators.ie/councils  Helps demonstrate compliance with statutory requirements such as the Council’s Biodiversity statutory responsibilities.  Enhancing the local landscape for pollinators supports local food producers  A framework to help support the delivery of key plans: - National Biodiversity Action Plan 2017-2021 (Action 4.1.8. Implement All-Ireland Pollinator Plan) - Biodiversity Strategy for Northern Ireland to 2020 - County Development Plan (protecting natural habitats and plants objectives) - Green Infrastructure Plan (protecting and managing natural wildlife corridors and habitats) - Climate Change Adaptation Measures (resilience to climate change) - Local Biodiversity Action Plan - County Biodiversity Plan (pollinator actions) - EU Habitats Directive (ecological networks and buffer areas)  A demonstration of your biodiversity credentials to local residents who are increasingly concerned with supporting environmentally friendly initiatives.  Actions to support community engagement and strengthen relationships with local groups who are also working to protect our pollinators, e.g. Tidy Towns groups, Ulster in Bloom.  Actions to support Local Agenda 21  Actions to support the Green Schools Programme (Biodiversity Theme) (ROI) and Eco-Schools (NI)

Page 150 To sign up as a Partner to the All-Ireland Pollinator Plan, please present this Framework, along with a copy of the ‘Councils: Actions for Pollinators’ guidelines, to your Council for adoption. Once agreed, simply return (by email or post) a signed copy of this page.

In becoming an All-Ireland Pollinator Plan Partner, your Council/Local Authority agrees:

1. That your Council/Local Authority supports the ethos of the All-Ireland Pollinator Plan and will consider the Plan in their policies, plans, and management decisions where possible.

2. To consider the evidence-based actions in the guideline document Councils: Actions to help Pollinators, and to carry out one pollinator-friendly action in the first year of signing up and plan to carry out at least three more within the following five years. The guideline document lists 30 possible actions, many of which are low cost or cost-neutral.

3. To update the All-Ireland Pollinator Plan Team (within the National Biodiversity Data Centre) on the positive pollinator actions you have planned, implemented or maintained at the end of each year, when contacted, to help us promote your work.

We look forward to working with you to ensure that our pollinators and the critical service of pollination are available for generations to come.

Council/Local Authority: …......

Signature(s): ......

......

Print name: ......

Role: ......

Point of contact (if different to above) email: …......

Email to: [email protected]; Postal address: Dr Una Fitzpatrick, The National Biodiversity Data Centre, Beechfield House, WIT West Campus, Carriganore, Waterford

Page 151 What will happen next:

Once you have signed up, please send us a copy of your logo. We will only use your logo to promote your support of the Pollinator Plan in the following two ways: on the ‘Partners’ page of our website and in our annual report. In return, you will receive a copy of the Pollinator Plan’s Council/Local Authority Partner logo, for use in Council documents/reports.

Along with the benefits that come from partnership with the All-Ireland Pollinator Plan, Councils/Local Authorities that sign up will receive a Certificate of Partnership, which can be displayed at your offices. You may also choose to use our artwork to erect a permanent sign.

Implementation of the All-Ireland Pollinator Plan is coordinated by the National Biodiversity Data Centre.

For more information on the All-Ireland Pollinator Plan, please see www.pollinators.ie

To download a copy of the Councils: Actions to help pollinators guidelines, see www.pollinators.ie/councils

Page 152 Agenda Item 6d

PEOPLE AND COMMUNITIES COMMITTEE

CIWM National Conference – 12-13 June 2019 & Consultation Subject: Responses for Packaging Waste

Date: 2 April 2019

Reporting Officer: Nigel Grimshaw, Strategic Director City & Neighbourhood Services

Contact Officer: Tim Walker – Resources and Fleet Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

After Committee Decision After Council Decision Sometime in the future Never

Call-in

Is the decision eligible for Call-in? Yes X No

1.0 Purpose of Report or Summary of main Issues 1.1 The Chartered Institution of Wastes Management (CIWM) is holding its annual, national conference in June in London again this year.

1.2 In light of the Council’s ongoing work implementing the Waste Framework, developing its approach to the Circular Economy (Resourceful Belfast), the present national consultations on packaging waste, the Blue Planet effect, changes to the international marketplace for the sale of recyclables, Members are asked to approve the attendance Members at this event. It is noted that senior officers will also attend.

1.3 Members’ attention is also brought to the three consultations currently underway and approval is sought to agree a response in principle subject to the Chair being satisfied with the Council’s final submission.

Page 153 2.0 Recommendations 2.1 The Committee is requested to approve:

 The Chair and Deputy Chair (or their nominees) to attend this event

 Members’ approval is also sought to agree a response in principle subject to the Chair being satisfied with the Council’s submission, the response will be tabled for information at the June 2019 meeting. 3.0 Main report

Key Issues 3.1 Members may recall that each year the Chartered Institution of Wastes Management holds an annual conference in London in June, called “Resourcing the Future” (RTF 2019).

3.2 This year, the conference is being held on 12-13 June 2019, as with previous years, the partners hosting this event include the CIWM, the Waste & Resources Action Programme (WRAP), the Environmental Services Association and the Resources Association.

3.3 This conference brings together waste and resource management professionals, thought leaders, Government ministers and policy experts. This year, there will be debate and consideration about the key recommendations arising from the Resources and Waste Strategy for England, launched in December.

3.4 The conference will be packed full of discussion points and, centering on the new strategy, its recommendations and implementation. Experts will also consider the Circular Economy, single-use plastics (SUP) bans and taxes, secondary material markets, recycling targets and food waste. It is also likely to consider implications and impacts which could arise from the recently produced consultations on Reforming the UK Packaging Responsibility Scheme, Introducing a Deposit Return Scheme (DRS) and a Plastic Packaging Tax which are likely to profoundly affect waste management practices in the UK in the coming years1

3.5 In relation to these consultations, a conference was held in Belfast Metropolitan College, Titanic Quarter on 12 March to introduce these topics and highlight that responses are due on Citizens Space by 13 May 2019. At over 300 pages and around 100 questions, these are detailed and technical and require some time to consider and address, with answers from one having a bearing upon another. In terms of the Council working with Arc21 and other

1 The fourth live consultation on Consistency in Household and Business Recycling Collections only applies to England

Page 154 professional organisations to submit a response, Members’ are asked to approve a technical response in principle subject to the Chair being satisfied with the Council’s final submission.

Financial & Resource Implications

3.6 As the Council is a CIWM affiliated organisation, the rate for attending the two-day conference is £449 + VAT per person. The travel and subsistence costs associated with this conference are likely to be in the region of £500 per person, which can be met from the Service’s revenue budget.

Equality or Good Relations Implications/Rural Needs Assessment

3.7 There are no relevant equality, good relations or rural need assessment issues associated with this report. 4.0 Appendices – Documents Attached None

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