A Minute of Meeting of the Development Committee of Mid Ulster District Council held on Thursday 16 February 2017 in the Council Offices, Burn Road, Cookstown

Members Present Councillor Molloy, Chair

Councillors Burton, Clarke, Cuddy, Doris, Elattar, Forde, McAleer, McEldowney, G Shiels, J Shiels and Wilson

Officers in Ms Campbell, Director of Culture and Leisure Attendance Mr McCreesh, Director of Business and Communities Mr Browne, Head of Tourism Mr Glavin, Head of Leisure Ms Linney, Head of Community Development Mr McCance, Head of Culture and Arts Ms McKeown, Head of Economic Development Ms Grogan, Committee Services Officer

Others in Upbeat Cycle Culture – Lap the Lough Attendance

The meeting commenced at 7.00 pm.

D021/17 Apologies

Councillors T Quinn, McNamee and C O Neill.

D022/17 Declaration of Interests

The Chair reminded members of their responsibility with regard to declarations of interest.

The Chair, Councillor Molloy drew Members attention to Papers C and K.

Councillor Wilson declared an interest in Economic Development Councillor Clarke declared an interest in Tourism and Magherafelt Town Centre Forum Councillor Burton declared an interest in Tourism Councillor Cuddy declared an interest in Dungannon Enterprise Centre.

D023/17 Chair’s Business

None.

D024/17 UPBEAT CYCLE CENTRE

The Chair welcomed to the Committee representatives from Upbeat Cycle who were in attendance to give an overhead presentation on Lap the Lough.

1 – Development Committee (16.02.17) Mr Hamill advised that Lap the Lough is one of the largest cycle events in Ireland and UK and was in its 12th year of existence.

Mr Hamill stated that figures based on the 2016 event identified that:

• Gender - Male - 78% Female – 22%

• Age – 16-24 – 5% 25-35 – 15% 35-45 – 37% 45-65 – 40% 65+ - 3%

• Country – Northern Ireland – 83% Rep of Ireland - 12% United Kingdom - 4% Other - 1%

• Cycling - Club Cyclist - 45% Commuter Cyclist - 25% Return Cyclist - 10% Beginner - 25%

• Tourism - 55% travelled specifically for the event 45% did not travel specifically for the event 55% would visit Lough Neagh Region again in the future 45% would travel only for the specific event in the future

• Process of Hearing about Lap the Lough: - 44% word of mouth 32% social media 22% website 1% print/press 93% would return to the event again 93% would recommend to a friend

• How Many Times Attending the Event 1 - 47% 2 - 25% 3-5 - 22% 6-9 - 5% 10-11 - 1%

90% of participants said that it encouraged them to take up cycling

• First Time Visitation 95% - Hill of the O’Neill 48% - Ballyronan Marina

2 – Development Committee (16.02.17) • Participants (per year) - 2006 – 170 2007 - 400 2011 – 1600 2016 - 2000 2016+ - 2500

• Charity – (Lap the Lough as a Fundraising Vehicle) Total raised for Charity (Estimate) - £140,000 No. of Charities Benefitting - 60+ No. People Using Event to Fundraise – 400+

• Media - Lap the Lough.Org Unique Visitors – 50k Page Impressions of LTL.ORG - 200K Followers (Facebook and Twitter) - 6000

To conclude his presentation, Mr Hamill advised the Committee that Lap the Lough was a valuable asset to local accommodation establishments in the area which included: Ryandale and Charlemont House in Moy, Dungannon Park, Cohannon Inn, Kensington Lodge, Grange Lodge, Crockgarve B&B, Millbrook B&B, Roughan Lodge B&B (all Dungannon) and the Royal Hotel, Cookstown.

The Chair, Councillor Molloy asked Members for any comments.

Councillor Cuddy thanked the group for their presentation and stated that last year’s event was a huge success. He said that anyone who was up on the Hill of the O’Neill on the day, were amazed at how well run the event was and it also promoted the Hill to its full potential as the weather was fantastic and Lough Neagh in clear view.

The Chair, Councillor Molloy agreed that it was a great event which brought a lot of people to the area, but his main concern was the lack of hotel accommodation in the local area but was encouraged to see outreach areas like Moy and Cookstown being included.

Mr Hamill advised that all hotels in the area would be offering a package on the weekend of the event with possibly a 20% reduction.

The Chair, Councillor Molloy declared an interest in Lap the Lough as he has taken part in the event for a number of years.

Councillor Burton said that it would be beneficial to keep all local Hotels and B&B’s up to date on the event to keep them involved.

The Director of Business and Communities reassured Councillor Burton that he would follow this issue up with the Tourism Forum and would work on this closely as it’s an event that he would want to bring on board.

The Chair thanked representatives from Upbeat Cycle Culture for their attendance at which they left the meeting at 19.25 pm.

3 – Development Committee (16.02.17) Councillor Cuddy enquired about funding for the group and how much they were likely to receive as this event was well supported in the legacy Dungannon & South Tyrone Borough Council.

The Director of Business and Communities advised that Upbeat Cycle Culture would have to apply for funding like everyone else. He said that the group would have to apply through the Strategic Event Fund and because of the amount of people which this event would generate to the area, the group would be applying for the larger amount.

Councillor Wilson referred to the Cookstown 100 and said that last year he was very disappointed by the lack of a major sponsor for the event. He said that it would be important that steps are taken to select a major sponsor for the event as its televised and Council recognition should be sought.

D025/17 Confirmation of Development Minutes held on Thursday 12 January 2017

Proposed by Councillor J Shiels Seconded by Councillor Clarke and

Resolved That the minutes of the meeting of the Development Committee held on Thursday 12 January 2017 (D001/17 to D017/17 and D020/17) were considered and signed as correct and accurate.

Matters for Decision

D026/17 Ballygawley Area Development Association (BADA)

The Director of Culture and Leisure drew attention to the previously circulated report to seek approval to accept the donation of allotment utility shed from Ballygawley Area Development Association for the use of plot holders and visitors to the Council managed Nature Garden and Community Allotment site.

Proposed by Councillor Wilson Seconded by Councillor Burton and

Resolved: That it be recommended to the Council that approval be granted to accept the proposal and assist with the provision of the utility shed and aim to have all works completed prior to Easter.

D027/17 Community Development Report

The Head of Community Development drew attention to the previously circulated report to:

a) Seek approval for community grant award recommendations b) Agree a further submission of programmes for Peace IV Local Action Plan c) See approval to extend Mid Ulster Advice Provision d) Update on Community Development

4 – Development Committee (16.02.17) e) Update on Community Planning Mid Ulster

Proposed by Councillor Forde Seconded by Councillor McAleer and

Resolved: That it be recommended to the Council to grant approval for community grant award recommendations.

Proposed by Councillor Burton Seconded by Councillor McEldowney and

Resolved: That it be recommended to the Council to grant approval for further submission of programmes for Peace IV Local Action Plan.

Proposed by Councillor McAleer Seconded by Councillor Cuddy and

Resolved: That it be recommended to the Council that approval be given to:

i) Extend Mid Ulster Advice Provision for a further year 2017-18 ii) Note the Community Development update and PCSP minutes iii) Note the Community Planning update

D028/17 Grants Review 2016/17 and Grants Policy 2017/18

The Head of Community Development drew attention to the previously circulated report to illustrate the delivery of grant aid across a range of community grant themes for 2017/18 as follows:

• Strategic Event Grant • Local Community Festival Grant • Strategic Arts & Culture Grant • Arts & Culture Small Grant • Strategic Community Development Grant • Community Development Small Grant • Community Venues Grant • Good Relations Grant • Strategic Sports Grant • Sports Development Small Grant • Sports Representative Grants (team and individual) • Sports Capital Grant • Festive Lights Grant • Peace IV (2017 only)

Councillor Wilson raised concern regarding the Sports Representative Grant criteria and teams who are representing their area/District on a weekly basis. He said consideration is required regarding the criteria and how this would be implemented with clubs with multiple teams and regular representation.

5 – Development Committee (16.02.17) The Head of Community Development advised that all teams could apply if they were representing their county/area/district in a recognised competition by their sports governing body. She also stated that the amended criteria was also to provide for individuals representing; and that further consideration is required.

The Director of Business and Communities agreed to relook at the Sports Representative Grant and bring back a further report to the next committee meeting.

Councillor Forde referred to the Sports Development Grant and enquired if there was any provision for equipment to provide training or other items.

The Head of Community Development advised that small items of equipment etc could be requested through the Sports Development Grant and larger sports items would be referred to the Sports Capital Grant.

Councillor Clarke left the meeting at 7.40 and returned at 7.43 pm.

Councillor Forde said that it would be beneficial for the Community Grants to become a rolling grant.

The Head of Community Development stated that Community Grant was a closed grant because of the large number of applications and available budget at the end of year.

Councillor Burton asked if it was possible for a small group who are receiving the small grant up to £600 to receive an advance payment.

The Director of Business and Communities advised that under the existing policy this was not possible due to auditing both internally and externally and risk of enforcing clawback of grant money.

Councillor Burton asked if smaller groups could possibly get their claims prioritised to be turned around quickly.

The Director of Business and Communities advised that he would take the matter on board.

Proposed by Councillor McAleer Seconded by Councillor Forde and

Resolved: That it be recommended to the Council that approval be given to:

i) Grants policy for implementation with provision for review of the sports representative grant criteria to be reconsidered and brought back to the next meeting. ii) Note the timeline for grant delivery

6 – Development Committee (16.02.17) D029/17 Update on Carleton Trail

The Head of Tourism drew attention to the previously circulated report to inform Council that a Consultant would be appointed to carry out an audit of the existing Carleton Trail, they will prepare a schedule of any necessary new/replacement signage including interpretation panels in an appropriate format and furthermore would design and install the signs.

The Head of Tourism advised that the Carleton Trail was a waymarked walking/cycling and driving trail that measures in total 29.8 miles which makes its way through the Clogher Valley landscape, linking architecture, ancient monuments with spectacular views of the area. He advised that it was named in honour of the poet and novelist William Carleton who spent his childhood in the Clogher Valley area. Originally the trail was developed in the late 90’s by Dungannon and South Tyrone Borough Council and over the years has become somewhat in need of a facelift.

The cost of the project will be no more than £20k and a resource has been identified with this year’s tourism budget.

In addition to the material produced for the interpretation and information panels, Tourism department is also looking about producing a downloadable app that will also complement this trail next financial year.

The Trail complements the Tourism Strategy under the Heritage and Outdoor themes.

Councillor Burton referred to the signage for the Ulster Way and said that it was in very poor condition and not good for tourism in the area and asked if this could be investigated.

Councillor McAleer asked if Lumford’s Glen leading to Knockmany could be looked at and also the facilities.

Proposed by Councillor Cuddy Seconded by Councillor McAleer and

Resolved: That it be recommended to the Council that approval be given to the appointment of the Consultant to carry out the audit of the Carleton Trail and its associated works.

D030/17 Carole Nash Irish Motorbike & Scooter Show

The Head of Tourism drew attention to the previously circulated report to seek permission for the Tourism/Events staff to attend the Carole Nash Irish Motorbike and Scooter Show in the RDS Dublin from 3rd -5th March 2017 to promote and market the area to potential visitors attending the 2017 KDM Hire Cookstown 100, which is being held on Friday 28th and Saturday 29th April 2017.

The Cookstown 100 is one of the major sporting events held in Mid Ulster during the year and economically it generates high level of bed nights for the area with a good economic impact for the area. This year there is a willingness to increase the

7 – Development Committee (16.02.17) awareness of the District to potential visitors with a view to increasing overnight stays and build a potential visitor database. The show attracts over 27,000 visitors and is Ireland’s largest motorcycle show.

Proposed by Councillor J Shiels Seconded by Councillor Doris and

Councillor Cuddy recommended that the Chair, Councillor Wilson also attends the event.

Resolved: That it be recommended to the Council that approval be granted for the Tourism/Events staff to attend The Carole Nash Irish Motorbike and Scooter Show in partnership with Cookstown 100 event organisers and that the Chair, Councillor Wilson also attends the event.

D031/17 Heart of Ancient Ulster Landscape Partnership Scheme (HoAULPS) Governance Arrangements

The Head of Tourism drew attention to the previously circulated report to inform Council of the Governance Arrangements for the delivery of the Heart of Ancient Ulster Landscape Partnership Scheme.

He advised that the purpose of report was to seek approval of the draft governance documents and to seek nominations from the members to sit on the Steering Group of the Heart of the Ancient Ulster Landscape Partnership Scheme for the duration of development stage of the project.

HLF have issued Mid Ulster as the lead partner a letter of offer totalling £115,000 which includes the two partner Councils contributions of £11,025 each, to work up for the Development Stage to a Stage Two application which needs to be submitted no later than 14th November 2018, and if successful the Delivery Phase has the potential to draw down a total £2.9 million over a five year period which has been earmarked for the project by HLF.

This paper will also be submitted to the Fermanagh and Omagh Development committee and HLF have been involved throughout the process of compiling these papers and are satisfied with them.

This Landscape Partnership is slightly different in the sense that a local authority is the lead partner, whereas in other landscape partnerships, bodies such as The Lough Neagh Partnership would be the lead partner. However, we have closely followed the model for governance from other partnerships which is reflected in your papers.

The Head of Tourism stated that if the members are satisfied with the draft governance papers, then approval wold be sought for the draft governance papers and would ask the committee to nominate the members to sit on the steering committee.

Members advised that nominations would be brought back once discussions have taken place with their individual parties.

8 – Development Committee (16.02.17)

Proposed by Councillor McAleer Seconded by Councillor Burton and

Resolved: That it be recommended to the Council that approval be given to:

i) The Partnership Agreement ii) The Partnership Governance Structure iii) The Terms of Reference for the Steering Group iv) The Terms of Reference of the Delivery Working Groups v) Five Members to sit on the Steering Group – Members to bring back nominations after discussions with individual parties.

D032/17 Economic Development Report

The Head of Economic Development drew attention to the previously circulated report to provide Members with an update on key activities as detailed below:

Councillor Cuddy declared an interest in Shop Improvement Scheme Councillor Clarke declared an interest in Magherafelt Town Centre Forum

Councillor Wilson left the meeting at 7.55 pm.

1) Shop Improvement Scheme 2) Maghera Wi-Fi

Councillor G Shiels enquired what areas were covered in Maghera’s wi-fi deployment.

The Director of Business and Communities advised that a map would be issued to all Committee Members to highlight the catchment area for wi-fi in Maghera town centre.

3) Magherafelt Town Centre Forum 4) Mid Ulster Town Centre Positioning Study 5) Dungannon Town Centre Brand 6) Cookstown Bridal Showcase Event 7) Association of Town Centre Management 8) Study on Derelict and Vacant Properties in Dungannon 9) Mid Ulster Skills Forum 10) Mid Ulster Business Events 11) New NI Business Start Programme – CRM System 12) New Business Support Programmes

Councillor J Shiels enquired what a business would receive through the delivery of the Online Programme at a cost of £48,000.

The Head of Economic Development advised that as more and more business is being transacted online, this programme will focus on encouraging businesses to

9 – Development Committee (16.02.17) improve their online presence which is hoped will assist them generate additional sales leads and improve their bottom line.

Councillor Burton enquired about the Engineering Innovation Programme.

The Head of Economic Development advised that a similar programme had been delivered previously by the former Cookstown District Council and was very successful resulting in some very positive outcomes. The programme will specifically target engineering companies across Mid Ulster to help them consider ways to innovate to improve the sustainability of their business through the development of new products/services or making improvements to existing products/services, resulting in job creation as a key outcome.

Councillor Cuddy enquired if there was evidence of need for the delivery of an Engineering Innovation Programme and how best to engage with interested young people in engineering which would give positive results. He stated that the engineering sector is growing constantly.

The Head of Economic Development agreed that there was a need for an Engineering Innovation Programme as this is one of the area’s key sectors and had been identified as such within Council’s Economic Development Plan. She stated that micro and small engineering businesses were the target audience and would benefit from targeted support to help them become more innovative and sustain their long term viability.

Councillor Clarke advised that innovation was the way forward. He indicated that local businesses are doing remarkable work but there was still a need to constantly innovate and supported the need for an Engineering Innovation Programme in Mid Ulster.

Councillor G Shiels agreed that innovation was the way forward, with the provision of mentoring beneficial to a person provided there was an advisory element especially for Engineering vocations.

Councillor Clarke stated that there was opportunity within the area of recycling.

Proposed by Councillor Burton Seconded by Councillor Clarke and

Resolved: That it be recommended to the Council that approval be granted for:

1) Shop Improvement Scheme – Members to note progress 2) Maghera Wi-Fi – Members to note progress and the Head of Economic Development to issue a map to Committee Members highlighting the areas covered by wi-fi in Maghera town centre. 3) Magherafelt Town Centre Forum – Members to note progress 4) Positioning Paper – Members to note progress 5) Dungannon Town Centre Brand – Members to note progress – Creative Media appointed 6) Cookstown Bridal Showcase Event – Members to note progress

10 – Development Committee (16.02.17) 7) Association of Town Centre Management – Mid Ulster District Council to seek annual membership for a fee of £495+vat 8) Study on Derelict and Vacant Properties in Dungannon – Members to note progress 9) Mid Ulster Skills Forum – Members to note progress 10) Mid Ulster Business Events – Members to note progress 11) New NI Business Start Programme – CRM System Allocation of up to a maximum of £22,000 as Mid Ulster District Council’s contribution towards Belfast City Council’s development and management of a CRM system for the new NIBSUP over the next 4 years 12) New Mid Ulster Business/Social Enterprise Support Programmes Procure suitably qualified organisations to deliver each of the following business/social enterprise programmes as follows:

i) Social Enterprise Programme Up to an estimated value of £78,000 over the next 3 years (including expenses and excluding vat) ii) Engineering Innovation Programme Up to an estimated value of £65,000 over 18 months (including expenses and excluding vat) iii) Online Programme Up to an estimated value of £48,000 over 18 months (including expenses and excluding vat)

The Chair, Councillor Molloy advised that Items K and M in the report would be taken as open business.

D033/17 Recommendation on allocation of Schools’ Sports Facilities Access Grants

The Head of Leisure drew attention to the previously circulated report which provided an update on Schools’ Sports Facilities Access Grants programme and to set out proposed funding recommendations.

The Head of Leisure advised that in appendix 1 – Area D – Cuchulainn na Ghleanna Junior Hurling and Camogie, the Project Title should read “Hurling and Camogie Training not European Netball Championships”.

Proposed by Councillor McAleer Seconded by Councillor J Shiels

Resolved: That it be recommended to the Council that approval be granted for successful grant applications.

D034/17 Glenone Permissive Path Agreement

The Director of Culture and Leisure drew attention to the previously circulated report and advised that Bann Valley Community Group in partnership with Portglenone

11 – Development Committee (16.02.17) Enterprise Group had requested support from Mid Ulster District Council in relation to development of walking trails linking the town to public open spaces.

Councillor J Shiels said that in his opinion that this was a very good idea and that it would be very welcome in the area.

Councillor Cuddy said that it would be good practice if other areas were also looked at.

Proposed by Councillor J Shiels Seconded by Councillor McEldowney and

Resolved: That it be recommended to the Council that approval be granted subject to all formal landowner agreements and Letter of Offer conditions being met by the Bann Community Group and Portglenone Enterprise Group partnership in relation to project funding, Mid Ulster District Council could support the proposal with a commitment to establish the required agreements, to manage and maintain the designated path for the agreed period under the terms and conditions of the Permissive Path Agreement.

Matters for Information

D035/17 Northern Ireland Rural Development Programme 2014-2020

Members noted previously circulated report which provided an update on progress with the interim rural development strategy for Mid Ulster.

Councillors Burton, Clarke, Forde, McAleer, McEldowney and G Shiels declared an interest in LAG.

D036/17 Leisure Services Progress Report

Members noted previously circulated report which provided an update on progress being made regarding activities in Leisure Services and highlight events that will be occurring in the future.

D037/17 Parks Service Progress Report

Members noted previously circulated report which provided an update on the progress being made regarding activities and associated to Parks Services and highlight events or consultations that will be occurring in the future.

D038/17 Mid Ulster District Angling Summer Schools

Members noted previously circulated report to inform members of angling programme development in conjunction with DAERA and forthcoming Mid Ulster District Council Summer Angling Schools 2017.

12 – Development Committee (16.02.17) D039/17 Culture and Arts Progress Report

Members noted previously circulated report to update Members on the progress being made in Culture and Arts Services and highlight events that have occurred during the month of January. Also to identify events and activities within Culture & Arts Services that will be occurring in the future.

Confidential Business

Proposed by Councillor J Shiels Seconded by Councillor Forde and

Resolved: That item D040/17 to D042/17 be taken as confidential business.

Special Development Committee Meeting

The Director of Business and Communities advised members of the Special Development Committee Meeting which would be taking place next Tuesday 21 February 2017 in the Cookstown offices. He said that it would be important for members to be in attendance as four delivery partners would be in attendance to give presentations on the economic development programmes they had delivered to businesses on Council’s behalf during 2016/17. He said that this was a very good news story for the area.

D043/17 Duration of Meeting

The meeting commenced at 7 pm and concluded at 8.45 pm.

CHAIR ______

DATE ______

13 – Development Committee (16.02.17)

B

Subject: Recommendation on uplifting of Changing Block from Grass Pitch to 3G Pitch at Aughnacloy College

Reporting Officer: Liam Glavin, Head of Leisure

1 Purpose of Report

1.1 To advise Members on proposals to uplift existing Changing Block at Aughnacloy Grass Pitch to be relocated at Aughnacloy College’s 3G soccer pitch.

2 Background

2.1 The Dept. of Communities (DfC) has now issued a Letter of Offer to the Education Authority (EA) for the construction of a FIFA One Star 3G Soccer pitch, Fencing, Floodlighting and services to a Changing Block in the grounds of Aughnacloy College subject to the receipt of a Budget in April 2017.

2.2 Assuming that DfC receive their Budget in April 2017 EA have confirmed that it should be possible for work to commence on the site in June 2017.

2.3 Council will manage the facilities under licence from EA and through a Service Level Agreement with Aughnacloy Community Group who will operationally manage the site. Council will also pay 50% of pitch maintenance costs annually and 50% of the cost of replacing the carpet when required.

2.4 It is necessary to have a separate Changing Block to service the community when using the 3G pitch rather than allow them access to school premises. The DfC funding will not cover this expenditure.

2.5 An application for the construction of a Changing Block to service the 3G Pitch has been turned down by SEUPB for Peace IV funding.

3 Key Issues

3.1 It is now proposed that the existing Changing Block at the Grass Pitch in Aughnacloy be uplifted and resited at the new 3G Pitch on the College site.

3.2 Existing use of the grass pitch is limited due to drainage problems on the pitch. The only users have been Caledon Rovers FC who have their own premises. They have used it three times in the last year. Officers have discussed this proposal with Caledon Rovers FC and they have no issues as they intend to use the 3G facilities once built.

4 Resources

4.1 Financial

It is recommended that this proposal proceeds on the basis that Council funds up to 50% of the financial to uplift the Changing Block. This is likely to be in region of approximately £10,000 cost to Council). 4.2 Human

N/A 4.3 Basis for Professional/ Consultancy Support

N/A 4.4 Other

N/A

5 Other Considerations

5.1 N/A

6 Recommendations

6.1 Members are asked to agree to the uplift of the existing Changing Block at the Grass Pitch in Aughnacloy and to resite it at the 3G Soccer Pitch in Aughnacloy College.

7 List of Documents Attached

7.1 N/A

C

Subject: Leisure Service Level Agreements 2017/18

Reporting Officer: Liam Glavin, Head of Leisure

1 Purpose of Report

1.1 To agree proposals on Service Level Agreements (SLAs) for the financial year 2017/18 only.

2 Background

2.1 In the Financial Year 2016/17 the following SLAs have been in place within Leisure Services: • Fivemiletown College Youth and Community Dept. for provision of leisure services programmes including swimming activities in Fivemiletown College Youth Annexe, Fivemiletown. Cost: £50,000 per annum on completion of pre-agreed Performance Indicators • Workspace, Draperstown for provision of leisure service programmes in Backrow Recreation Centre, Draperstown. Cost: £10,000 on completion of pre-agreed Performance Indicators. Workspace also pay Council £10,000 for lease of land that the Backrow Recrearion Centre is built on. • Broughderg Area Development Association (BADA) for provision of a caretaking/maintenance service at Davagh Forest MBT Trailhead. Cost: £6,000 per annum on completion of pre-agreed Performance Indictors. • Outdoor Concepts for provision of a Mobile Mountain Bike Hire, Bike Parts and Mountain Bike Coaching service at Davagh Forest MBT Trailhead. Income to Council £600.

3 Key Issues 3.1 Fivemiletown College Youth and Community Dept. The SLA is due for renewal in April 2017. It is proposed that the SLA be extended for 2017/18 on the same terms as they have met all their agreed Performance Indicators.

Brian Murray, Workspace Chief Executive has requested that Land and 3.2 Property Services (LPS) review the annual lease charge downwards given the “significant community gain for the people of Draperstown and in looking at what MUDC provide elsewhere” and that Council continue with the SLA at the current cost of £10,000. MUDC had the rent reviewed by LPS on 1st September 2016 and they recommended that no change be made the rent ie it should remain at £10,000 per annum. It is important to note that prior to Mid Ulster Council, Workspace had to pay £10k to Magherafelt Council. The current SLA only exists with them to regulate the matter so that there is a nil balance. It is proposed that the SLA be extended for 2017/18 on the same terms as Workspace have met all their agreed Performance Indicators.

3.3 BADA have satisfactorily met all their Performancce Indicators. It is proposed that the SLA is continued as previously agreed for 2017/18. Should Council be successful in their bid for funding to DAERA for provision of a Dark Sky Hub at Davagh there will be an opportunity to review these arrangements as there will be a necessity for caretaking/ maintenance at the new building.

3.4 Outdoor Concepts are providing a satisfactory service at Davagh MBT and it is proposed to that they be allowed to continue for 2017/18. Again should Council be successful in their bid for funding to DAERA for provision of a Dark Sky Hub at Davagh there will be an opportunity to review these arrangements.

4 Resources

4.1 Financial

All SLA payments are contained within existing budgets.

4.2 Human N/A

Basis for Professional/ Consultancy Support 4.3 N/A

Other 4.4 N/A

5 Other Considerations N/A

6 Recommendations

6.1 Members are asked to agree proposals on Leisure SLAs for the 2017/18 financial year only.

7 List of Documents Attached N/A

D

Subject: School Sports Facilities Grant.

Reporting Officer: Liam Glavin

1 Purpose of Report

1.1 To seek approval for the Schools Sports Facilities Grant 2017/18 and budget.

2 Background

2.1 In the year 2016/17 the programme was funded from underspend in the Capital Sports Grant programme budget. There were 6 individual applications for this grant. • 3 applications were ineligible as they were seeking funding for expenditure which fell outside the grant criteria. • 3 applications passed the eligibility check and had provided sufficient information and were therefore eligible for funding.

2.2 The total amount of funding awarded to the three successful applicants was £9,240.

3 Key Issues

3.1 Rationale

The agreed rational last year was: Among Mid Ulster District Council’s strategic priorities is a commitment to ensuring high quality, responsive, indoor and outdoor recreational services with increased customer numbers and satisfaction. Council recognises the connection between physical activity and the health and well-being of all residents. Participation in sports can play a key part in increasing physical activity which brings very positive benefits to both physical and mental health. To this end Council provides a range of grants to assist and develop sporting activities. Sports clubs also need access to good quality sporting facilities.

The Northern Ireland Framework for Sports Facility Development (2016 -

2026) will provide a guide for development of regional sports facilities

across the province. Locally, Council Sports Facilities Strategies will

identify any shortfalls in provision and will recommend general geographic

locations for development or refurbishment of sports facilities which

address identified need. Currently Council provides facilities for 30 of the

35 sports activities carried out by the 229 sports clubs in the area. In the

past, the legacy Councils provided time bound support to schools and

sports clubs to facilitate wider community access to their sporting facilities.

These agreements have now come to an end and as a result Council has

been approached by a number of sports clubs seeking financial support to

improve their access to facilities.

3.2 Purpose and Objectives

It is specifically targeted at clubs which use, or plan to use, schools’ sports facilities or at schools which aim to offer access to their sports facilities outside curriculum times. The grant programme will run from 1st April 2017 until 31st March 2018.

The objectives for the programmes are to:

• Increase access to underutilised school sports synthetic pitch facilities.

• Contribute to the cost of opening up and maintaining schools’ sports

facilities, thereby encouraging ongoing usage.

• Increase local people’s access to training and competitive play opportunities.

• Enhance access to team sports activities which are under-

resourced or under-represented.

3.3 Scale of Funding

In the year 2016/17 the programme was funded from underspend in the Capital Sports Grant programme budget. There is no commitment to any funding for the School Sports Facilities Grant in the 2017/18 budgets. It is therefore proposed to roll out the programme in 2017/18, with funding from underspend in the 2017/18 grants programme or from reserves. The maximum amount available under each strand will be:

• Maximum of £5,000 per club or school, dependent on level of

usage. This is as follows:

o Up to £4,500 maximum grant.

o For use of school sports facilities which have not previously been available for community use, up to an additional £500 grant on a pro rata basis.

The actual amount awarded will be dependent on the score each application achieves under the criteria set out below. All grant maximums may be reduced if the fund is heavily oversubscribed by eligible applicants.

3.4 Eligibility

The first stage of the assessment process will involve an eligibility check. Applicants must pass all the criteria to progress to stage two. To be eligible, applicants must:

• Be a club using, or planning to use, school owned, synthetic pitch, sports facilities; or, be a school which plans to provide access to such sports facilities by external clubs (see note ‘b’ below). • Be a constituted and not for profit sports club (although see Note b, below) or school.

• Be located in the Mid Ulster District Council area. • For sports clubs:

o be participating in a sport recognised by Sport NI.

o A minimum of 80% of members must be resident in the MUDC area.

o Not have received any capital funding from Council in the 2017/18 year. o Be able to demonstrate difficulty in accessing other suitable sports facilities.

• Not have benefited in the 2017/18 year from Council’s:

o Sports Strategic Development Grant. Sports Capital Grant. o • Be able to demonstrate difficulty in accessing other suitable sports facilities. • Incur actual documented costs in utilising/providing a schools’ sports facility, or, able to provide documentary evidence of voluntary work or maintenance costs involved in maintaining the facility. (In such circumstances, Council will treat voluntary maintenance work in kind as valued at £10 per hour).

Note

a) The programme is primarily aimed at team sports. b) Council may consider applications by schools on behalf of, and supported by evidence of agreement with, a constituted sports club. It is proposed that this grant be rolled out again in this financial year.

4 Resources

4.1 Financial

There is no commitment to any funding for the School Sports Facilities Grant in the 2017/18 budgets. It is therefore proposed to roll out the programme in 2017/18, with funding from underspend in the 2017/18 grants programme or from reserves.

4.2 Human

N/A

4.3 Basis for Professional/ Consultancy Support

N/A.

4.4 Other

N/A

5 Other Considerations

5.1 N/A

6 Recommendations

6.1 That MUDC agree to roll out this Grant Programme in May 2017 with funding from underspend in the 2017/18 grants programme or from reserves.

7 List of Documents Attached

7.1 None

E

Subject: Outdoor Recreation NI request for funding for the continuation of the MountainBikeNI consortium

Reporting Officer: Liam Glavin, Head of Leisure

1 Purpose of Report

1.1 To report on and seek a decision on continuing support for the financial year 2017/18 for the Outdoor Recreation NI (ORNI) led consortium of Councils with Mountain Biking facilities.

2 Background

2.1 As previously reported Belfast CC (BCC), Mid Ulster District Council (MUDC), Newry, Mourne and Down DC (NMDC) and ORNI are involved in a consortium to market Northern Ireland Mountain Bike facilities. There is a MountainBikeNI brand and website and a Mountain Biking Marketing Officer is employed by ORNI.

2.2 The consortium tendered a sponsorship opportunity which was won by Chain Reaction Cycles (CRC) in February 2015 to finish in March 2016. CRC contributed £15,000 per annum. This historically, along with contributions from consortium Councils, has been used to employ the Mountain Biking Marketing Officer who works on behalf of all consortium Councils.

Outdoor Recreation NI (ORNI) are again requesting funding from all previous 2.3 consortium Councils to continue on with the MountainBike NI website, to continue to employ the Mountain Biking Marketing Officer for the year 2017/18 and for various promotional campaigns. (Please see Appendix 1 for ORNI’s full proposal.)

NMDC have informed ORNI that they now wish to reduce their expenditure with 2.4 the consortium as they have available capacity in house and reduce the services that they receive from ORNI accordingly.

3 Key Issues

3.1 Mountain Biking Marketing Officer

The Mountain Biking Marketing Officer delivers the key functions of the MountainBikeNI Consortium, in order to continue to promote Northern Ireland as a 'next must visit mountain bike destination' via website management, digital marketing, campaigns, experiential development and clustering, events and PR. The post ensures continuous liaison with local businesses and stakeholders to ensure market opportunities are capitalised upon and also provides ongoing

liaison with consortium partners and sponsors to ensure a collaborative approach providing mutual benefits.

The cost to all consortium councils for 2017/18 including sponsorship is proposed as follows:

Newry, Mourne and Down

District Council

Rostrevor Trails (National Trail) £21,666

Castlewellan (National Trail)

Mid Ulster District Council Davagh (National Trail)

Blessingbourne (Regional Trail) £21,666

Belfast City Council Barnetts Demesne (Regional Trail) £5,000

3.2 Sponsorship Opportunity

The existing sponsorship arrangement with CRC terminates at the end of March 2016. The existing contract allows for a one year extension to March 2018. ORNI are proposing that the contract be extended for one year.

3.3 Additional Support

Additional Support from each consortium Council is also requested for advertising campaigns in the year 2016/17.

Davagh/Blessingbourne £8,575 Advertising Campaign

Each Council can decide to take part in these Campaigns or not as they see fit. (See Appendix 2 for Autumn Campaign Report)

4 Resources

4.1 Financial

The above costs are within proposed Leisure and Tourism budgets for the year 2017/18.

4.2 Human

N/A

4.3 Basis for Professional/ Consultancy Support

This represents good value for money as agreed by all departments involved including Marketing.

4.4 Other

N/A

5 Other Considerations

5.1 N/A

6 Recommendations

6.1 That MUDC agree to contribute £16,666 to the MountainBikeNI consortium, towards the cost of employing a Mountain Bike Marketing Officer for 2017/18 only and that the workings of the consortium will be reviewed for the following year.

6.2 That MUDC agree to proceed with the advertising campaigns costing £8,575 over 2017/18 only again subject to agreement on budgets for next year and to Officers being satisfied with the value of the campaigns.

6.3 That MUDC agree to extend the existing sponsorship contract with CRC until March 2018.

7 List of Documents Attached

7.1 Appendix 1: ORNI’s Proposal for the Delivery of the MountainBikeNI Consortium 2016/17

7.2 Appendix 2: Autumn Campaign Report

Proposal for the delivery of the MountainBikeNI Consortium 2017 – 2018 – February 2017

Outdoor Recreation NI has prepared this proposal in order to request support from trail managing Councils for the period 1st April 2017 – 31st March 2018.

This proposal outlines:

1. Current Position 2016 / 2017 2. Proposal for 2017 / 2018 3. Overview of Outputs 4. Added value gained from adopting a consortium approach

1. Current Position 2016 / 2017

Delivery of Outputs

Partner MUDC / £ NMDDC / £ BCC / £ Partner Support 16,666 23,332 5,000 Sponsorship Contribution 5,000 10,000 0 Partner Total 21,666 33,332 5,000 % of Delivery Capacity 36% 56% 8%

Campaigns Source Amount / £ % of campaign delivery Newry, Mourne and Down 13,000 61% District Council Mid Ulster District Council 8,250 39% TOTAL 21,250 100%

2. Proposal 2017 / 2018

This proposal reflects the:

 level of support indicated by each trail managing Council at the MountainBikeNI Consortium Meeting on 28th February 2017 o Maintenance of current support from Wiggle / CRC, MUDC and BCC o 50% reduction in current support from NMDDC o Reduction in total delivery of outputs capacity to 80% of previous o Reduction in total campaign spend to 71% of previous  key recommendations within the Tourism NI Mountain Bike Northern Ireland Research Study  Tourism Strategies for both Mid Ulster District Council and Newry, Mourne and Down District Council

Delivery of Outputs

Partner MUDC / £ NMDDC / £ BCC / £ Partner Support 16,666 11,666 5,000 Sponsorship Contribution 5,000 10,000 0 Partner Total 21,666 21,666 5,000 % of Delivery Capacity 45% 45% 10%

Campaigns Source Amount / £ % of campaign delivery Newry, Mourne and Down 6,500 43% District Council Mid Ulster District Council 8,575 57% TOTAL 15,075 100%

3. Overview of Outputs:

Outdoor Recreation NI will assign staff resources to the MountainBikeNI Consortium in order to continue to promote Northern Ireland as a 'must visit mountain bike destination'.

Whilst promotion will take place under the MountainBikeNI umbrella brand each destination will be clearly differentiated within marketing activity.

The focus of marketing activity will be within Northern Ireland and the Republic of Ireland in order to deliver on key objectives:

 Increase number of visits within each trail centre  Increase the engagement of mountain bikers with the local economy i.e. increase economic impact

Partner MUDC NMDDC BCC Partner Support 16,666 11,666 5,000 Sponsorship Contribution 5,000 10,000 0 Partner Total 21,666 21,666 5,000 % of Delivery Capacity 45% 45% 10% Fundamental Outputs Mountain Bike NI Consortium    MountainBikeNI.com Website    Customer Interaction    Trail Centre Specific Outputs Trail Cards E-commerce   × Mountain Bike NI Trails Team    (Volunteer Ranger Scheme) Sponsorship Liaison   × Marketing Outputs NI Marketing via MTBNI Channels    NI Marketing Campaigns  × × (£2075) ROI Marketing Campaigns   × (£6500) (£6500) Destination Support / Business   × Upskilling

In addition and at no further cost to partners, ORNI will take the strategic lead on:

 MTB Research  Revision of Mountain Bike Strategy for Northern Ireland

A. Fundamental Outputs

A.1. MountainBikeNI Consortium  Act as the Secretariat for the MountainBikeNI Consortium - minimum of 2 meetings per annum  Agree meeting dates, venue, agenda and circulate minutes  Prepare and agree annual work programme and provide a progress report on a quarterly basis

A.2. MountainBikeNI.com Website  Manage and maintain the MountainBikeNI.com website including: o All Trail Centres . Manage Trail Centre Profile including event calendar in liaison with trail managers . Update of Trail Conditions (diversions, closures etc) as required in liaison with trail managers o National Trail Centres Only . Annual update of downloadable online destination guides . Proactive liaison with local tourism service providers (accommodation and eatery) to ensure their web profiles are targeted to the mountain bike market and offers are available in line with campaigns  Grow unique visitors to website by 5% year on year  Continue to provide high quality and accurate information and content (as required) for Tourism Northern Ireland's consumer website DiscoverNorthernIreland.com  Provide accurate information and content (as required) for councils’ tourism websites  Proactive Search Engine Optimisation (SEO) to ensure competitive Google Ranking for key terms in both Great Britain (GB) and Republic of Ireland (ROI) markets

A.3. Customer Interaction  Deal with customer enquiries via telephone, email and social media in a timely manner

B. Trail Centre Specific Outputs

B.1. Trail Cards  Manage and maintain the e-commerce platform within MountainBikeNI.com  Proactively engage with tourism service providers and relevant retail outlets to encourage stocking and sale of trail cards  Facilitate any reprint / redesign of trail cards1  Provide quarterly report of trail card sales within overall work programme report

1 Additional budget will be required for trail card design and print costs B.2. MountainBikeNI Trails Team (Volunteer Ranger Scheme)2  Lead the recruitment of MTB volunteers and manage database  Communicate dates of maintenance days and allocate volunteers  Manage MountainBikeNI Trails Team Facebook Group  Proactively publicise the work of the MountainBikeNI Trails Team  Organise a training and reward programme in conjunction with the trail sponsor

B.3. Sponsorship Liaison  In partnership with National Trail Centre managing councils recruit a title sponsor for MountainBikeNI.com and the National Trail Centres  Agree annual support programme with sponsors and act as key liaison to maximise benefits of both parties  Manage the ongoing relationship with the sponsor

C. Marketing Outputs

C.1. NI Marketing via MTBNI Channels  Increase awareness levels, visitation and spend from NI based Mountain bikers via: o Design and implementation of the annual content, social media and e-marketing plan against key segments and trigger points o Create and circulate positive media stories to local and NI media re mountain biking and events, ensuring prominent destination / local authority message (as appropriate)

C.2. NI Marketing Campaigns – MUDC Only  Increase awareness levels, visitation and spend from NI based Mountain bikers through the further enhancement of activities under C.1 via: o Delivery of a targeted campaign activity (within budget – proposed £2075) to include editorial, advertorial, advertising (online / offline bundles), advocacy, PR FAM Trips

C.3. ROI Marketing Campaigns  Increase awareness levels, visitation and spend from ROI based Mountain bikers via: o Delivery of a targeted campaign activity (within budget – proposed £13,000) to include editorial, advertorial, advertising (online / offline bundles), advocacy, PR FAM Trips

2 Council partners to deliver maintenance days including provision of lunch

C.4. Destination Support and Business Upskilling  Business Upskilling: o Support Council workshops for local tourism service providers o Proactive engagement with local tourism service providers (accommodation, eateries and activity providers) to ensure: . their offering is targeted to the mountain bike market i.e. 'MTB Friendly' . innovative offers are available in line with campaigns . increased awareness of MTB product offering within their destination o Deliver on-line toolkit for local tourism service providers including visitor profiles and requirements, product and service advice, marketing recommendations / opportunities and best practice benchmarking o Distribution of two e-newsletters to relevant stakeholders re marketing campaign updates, promotional opportunities and support

 Destination Support: o Provide support to Council Tourism teams to accurately incorporate the promotion of mountain biking within a wider tourism offering

D. MTB Research  Conduct on-line surveys with local businesses to establish a barometer relating to economic impact  Proactively liaise with Tourism Northern Ireland to gain detailed understanding of methodology utilised within Mountain Bike Northern Ireland Research Study o Utilise learnings to identify requirements for ongoing comparable research relating to economic impact o Conduct primary research and analysis to provide an update on research findings relating to economic impact (Budget Dependent)

E. MTB Strategy  The Mountain Bike Strategy for Northern Ireland 2014-2024 identified the requirement for formal review pending research findings  ORNI will proactive liaise with key stakeholders to agree a revised Strategy to reflect: o Tourism NI – Mountain Bike Northern Ireland Research Study o Department for Economy – Tourism Strategy (pending release) o Local authority – Community Plans, Tourism Strategy / Action Plans, Recreation Strategy / Action Plans o Sport NI – Sport and Physical Activity Participation Study

4. Added value gained from adopting a consortium approach

Outdoor Recreation NI is able to provide the following added value to those councils supporting the MountainBikeNI Consortium:

Consortium Approach

A consortium approach provides the following benefits:

 Economies of scale in campaign costs, project costs such as MTB Research  The ability to cross sell between trail centres i.e. consumers interested in or visiting the Mournes based trails will learn about the Davagh Trails and vice versa  A greater potential to attract (via tender) a sponsor  Improved brand, destination and product recognition

Marketing Foundation

The following marketing foundation is already in place – reducing the need for supporting councils to further invest elsewhere:

 MountainBikeNI.com website  E-marketing Database of 11,800  Social media following of 15,500  Strong relationship with MTB journalists demonstrated by generation of PR worth an equivalent advertising value of £1.3 million since April 2013

Expertise & Knowledge Outdoor Recreation Northern Ireland is a not–for–profit organisation whose role is to develop, manage and promote outdoor recreation across Northern Ireland therefore those councils supporting the consortium benefit from its significant expertise and knowledge.

 Product knowledge gained from: o proactive campaigning for 10+ years for the development of mountain biking in Northern Ireland o driving the development of Rostrevor, Castlewellan, Blessingbourne, Castle Ward and Barnett Demesne Mountain Bike Trails

 Visitor Safety knowledge gained from: o membership of Visitor Safety in the Countryside Group (VSCG) o staff training investment including VSCG and other relevant workshops

 Mountain bike market knowledge gained from proactive: o benchmarking from competitor destinations o engagement with UK and ROI wide industry experts o staff training investment including learning journeys and industry conferences

 Marketing expertise gained from: o 9+ years of proactively promoting outdoor recreation / activity tourism in Northern Ireland via Outdoor Recreation NI platforms such as OutdoorNI.com. WalkNI.com o 9+ years delivering activity tourism marketing outputs for Tourism Northern Ireland

Autumn Marketing Campaign 2016 Report

Prepared by Outdoor Recreation Northern Ireland

1

Table of Contents

1.0 CAMPAIGN OVERVIEW...... 3 2.0 OBJECTIVES VS RESULTS ...... 3 3.0 CAMPAIGN ACTIVITY ...... 4 3.1 Magazine Insert...... 4 3.2 Social Media Advertising ...... 5 3.3 Content Creation ...... 8 3.4 Added Value ...... 9 3.4.1 Magazine Advert ...... 9 3.4.2 FAM Trip ...... 10 3.4.3 Outsider’s Online Platforms ...... 11 3.4.4 Online Sharing ...... 12 3.5 Campaign Accommodation Offers ...... 13 4.0 SUPPORTING ACTIVITY ...... 14 4.1 Online PR ...... 14 4.2 E-marketing ...... 14 4.3 Red Bull Fox Hunt ...... 15 5.0 BREAKDOWN OF CAMPAIGN EXPENDITURE ...... 17 6.0 BREAKDOWN OF CAMPAIGN SUPPORT ...... 17

2

1.0 CAMPAIGN OVERVIEW

This campaign was created by Outdoor Recreation Northern Ireland (ORNI) to inspire mountain bikers in the Republic of Ireland (RoI) to choose Northern Ireland as the destination for a short break mountain biking trip in 2017 and beyond. The campaign was delivered with a budget of £7,250.

2.0 OBJECTIVES VS RESULTS

The table below outlines the campaign objectives (as agreed with the MountainBikeNI Consortium in August 2016) against results achieved during the campaign period.

Objective Results Increase brand awareness through RoI specialist 1 A3 folded insert and 1 full page media and secure a minimum of £18,000 in advertisement placed inside Outsider Magazine Equivalent Advertising Value – Ireland’s largest adventure magazine

5 pages of PR secured in Outsider Magazine equating to £44,000 in Equivalent Advertising Value

Increase RoI E-marketing database by 25% RoI subscribers within MountainBikeNI E- marketing database increased by 35%

Increase average monthly RoI web sessions by Average Monthly RoI web sessions increased 25% from 1,300 per month to 2,726 per month; a growth of 109%

Increase RoI social media followers on RoI social media followers increased on Facebook by 2% Facebook by 2% (from 25% - 27%) of total followers

Increase engagement rate on Facebook to 3% The average engagement rate on Facebook grew from 1.78% to 2.8% at the end of November.

However, it must be noted the engagement rate during the month of October was 3.49%

Create a video and suite of photography for Promotional Video and photography suite Blessingbourne Estate. produced for Blessingbourne Estate

Photography utilised within this campaign and will provide a resource for future campaigns

Video generated in excess of 59,000 views

3

3.0 CAMPAIGN ACTIVITY

The tactics executed from October to November 2016 are outlined below.

3.1 Magazine Insert

A key tactic for this campaign was to produce a magazine insert for Outsider Magazine. With a readership of 48,000 every quarter, it is the largest outdoor adventure magazine in Ireland and as such, an ideal platform for reaching enthusiast mountain bikers.

Figure 1: Front and back page of the A5 insert in Outsider Magazine

The insert was a foldout A5 to A3 double sided sheet, providing key information on the mountain bike trails in Northern Ireland and their distances from major cities in the Republic of Ireland.

4

Figure 2: Interior of one part of the insert

3.2 Social Media Advertising

ORNI conducted the geo-targeting of social media content via the MountainBikeNI Facebook Page to 25 – 55 year old males with an interest in mountain biking currently living in the Republic of Ireland.

This activity generated an engagement rate (likes, shares and comments) of 2.8%.

Figure 3 demonstrates posts which were shared 186 times and reached in excess of 96,000 people.

5

Figure 3: Example of Facebook Engagement via Likes and Shares

6

A selection of the comments on the Facebook adverts below strongly indicate that the target market was inspired and engaged by the content, often sharing with like-minded friends and expressing an intent to travel to Northern Ireland later in the year.

Figure 4: Example of Facebook Engagement via Comments

7

3.3 Content Creation

A promotional video and photography was produced to showcase the mountain bike trails and wider offering at Blessingbourne Estate.

Figure 5: Screenshot from Blessingbourne Estate Promotional Video

The video can be viewed at: Blessingbourne Estate Mountain Bike Trails.

At the time of writing, the video has reached over 96,521 people and has been viewed more than 41,000 times on the MountainBikeNI Facebook page. With further sharing by key influencers, the view count reaches in excess of 59,000. The importance of online video is highlighted in a recent Guardian article ‘Why online video is the future of content marketing’ stating 64% of marketers expect video to dominate their strategies in the near future.

A suite of photography captured both extreme mountain bikers, a couple enjoying the trails, as well as a family taking in the scenes of the Blessingbourne Estate.

Figure 6: Photographs of Blessingbourne Estate

8

3.4 Added Value

3.4.1 Magazine Advert

ORNI secured ‘added value’ activity with Outsider Magazine in the form of a full page advert in their Autumn Edition. This helped to reinforce the message that Northern Ireland is an appealing mountain bike destination.

Figure 7: Full Page Advert in Outsider Magazine

9

3.4.2 FAM Trip Outsider Magazine visited the Blessingbourne Estate during October, in order to produce an article which was then published in their winter issue. The 5 page article gave a positive endorsement of both the mountain bike trails and the facilities on offer at Blessingbourne.

Figure 8: Excerpt from Outsider Magazine’s write up on Blessingbourne Estate

10

3.4.3 Outsider’s Online Platforms

Further added value was proved via Outsider’s social media channels and website. Online articles included blogs on the Red Bull Fox Hunt at the Rostrevor Mountain Bike Trails and social media posts drew attention to the MountainBike NI Competition, which at the time of writing has over 900 entrants predominantly from RoI.

Figure 9: Added value online Promotion via Outsider

11

3.4.4 Online Sharing ORNI has developed strong relationships with key mountain bike media outlets through its previous campaigns. This proved extremely beneficial when the Blessingbourne video went live, with Dirt Magazine and Bike Radar sharing it on their Facebook pages (with a combined following of 1.04 million people) and MBR’s website devoting an entire feature to it.

Figure 10: Dirt Magazine’s FB Page Shared the Blessingbourne video

Figure 11: BikeRadar’s FB page shared the Blessingbourne video.

12

Figure 12: Feature on MBR’s website

3.5 Campaign Accommodation Offers

As part of the campaign, and in order to provide an added incentive for mountain bikers in RoI to travel to NI, ORNI secured accommodation offers from businesses close to the trail centres. These offers were listed on MountainBikeNI.com and were provided by 30 accommodation providers.

Offer Code: ‘MTBNI 16’ Offer Details: Various discounts ranging from 30% off, to booking 3 nights for the price of 2. The offer could be redeemed by calling any of the participating accommodation providers and quoting the offer code.

Unfortunately, despite several communications from ORNI, there has not been a sufficient response from accommodation providers to analyse enquires and booking received.

13

4.0 SUPPORTING ACTIVITY

The Autumn Campaign activity was also supported by ongoing MountainBikeNI digital activity i.e. online PR, e-marketing and social media.

4.1 Online PR

Three articles were published on wideopenmag.co.uk (a free online UK mountain bike magazine which receives over 60k page views per month). The articles were also posted on their social media channels to an audience of 22k.

Figure 13: Online articles on Wideopenmag.co.uk

4.2 E-marketing

Two e-zines were distributed to 12,500 subscribers featuring content such as the clustering of Halloween events and the trails at Davagh, Rostrevor and Castlewellan, the recent trail maintenance days at Castlewellan and Rostrevor and the autumn campaign accommodation offers. See examples overleaf.

14

Figure 14: Content from MountainBikeNI.com E-newsletters

4.3 Red Bull Fox Hunt

The Red Bull Foxhunt at Rostrevor provided an excellent opportunity to generate content and assist other key influencers to generate and share content.

Examples of online marketing activity on MountainBikeNI’s channels and influencers channels is included below.

Figure 15: E-Marketing & Social Media Activity

15

Figure 16: Online article on Balls.ie

16

5.0 BREAKDOWN OF CAMPAIGN EXPENDITURE

TACTICS TOTAL / £ Design, Print and Insertion of 15,000 £3,649 Magazine Inserts Facebook Advertising £1,400 Production of a Video for Blessingbourne £1,625 Estate Production of a suite of photographs for £576 Blessingbourne Estate

TOTAL £7,250

6.0 BREAKDOWN OF CAMPAIGN SUPPORT

INVESTMENT AMOUNT Rostrevor Mountain Bike Trails Newry, Mourne & Down District Council £1,500 Castlewellan Mountain Bike Trails Newry, Mourne & Down District Council £1,500 Davagh Forest Trails Mid-Ulster District Council £1,500 Blessingbourne Estate Trails Mid-Ulster District Council £2,750

TOTAL £7,250

17

F

Subject Walking NI Consortium

Reporting Officer Nigel Hill, Head of Parks

1 Purpose of Report

1.1 Council approval to commit to Walking NI Marketing Consortium Campaigns for 2017-18

2 Background

2.1 Rationale and Benefits: WalkNI.com is delivered by Outdoor Recreation NI (ORNI), its work was previously directed and funded by its four ‘core funders’ namely Sport NI, Northern Ireland Environment Agency, Tourism Northern Ireland and Inland Waterways Unit of the Department of Infrastructure. With significant cuts in government funding, this is no longer the case, with ORNI delivering its strategic not-for-profit role under a number of new arrangements. In 2016 / 2017, ORNI successfully established the WalkNI Marketing Consortium to ensure local authorities could continue to benefit from the success of WalkNI.com. By continuing to contribute to the WalkNI Consortium – local authorities can reap the following benefits: Solid Foundation: Significant investment has already been made to establish a website, e-marketing and social media channels Engaged Visitors: As indicated by ‘WalkNI Key Stats’ the website / brand has a strong engagement from the target market Combined Resources: The small investments from a number of local authority partners can be combined to produce an outcome greater than the sum of its parts. Cross Sell: There will be opportunities to cross sell between destinations i.e. visitors to the Mourne Mountains will be able to learn about the Causeway Coast and Glens and vice versa. WalkNI.com currently attracts over 511,000 visitors per year confirming its position as the definitive guide to walking in Northern Ireland. It is clear that walking brings significant tourism and local participation benefits: Walking is the most popular physical activity undertaken in Northern Ireland and the most popular physical activity undertaken by tourists. The Mid Ulster District Council area currently has 12 Short Quality Walks totalling 30 kilometres, 1 medium walk totalling 9 kilometres and 13 kilometres of Ulster Way listed on WalkNI.com. and Mid Ulster District Council is obviously integral to the Sperrins Walking Destination product. http://www.walkni.com/destinations/sperrin-mountains/

3 Key Issues

3.1 Partnership Approach: The WalkNI Marketing Consortium was established in 2016 / 2017. The WalkNI.com website and associated promotional campaigns are delivered by ORNI with local authorities contributing at a level based on their walking product portfolio’s potential to meet the demands of specific markets. ORNI has identified the partner level for each council area, however it is prepared to discuss this further with each potential partner

3.2 Local Partner An area which has a portfolio of walking product, access and infrastructure to meet the demands of local walkers. Potential Partners: • Antrim & Newtownabbey Borough Council • Lisburn and Castlereagh City Council • Armagh City, Banbridge and Craigavon Borough Council • Mid & East Antrim Borough Council • Derry City & Strabane District Council

3.3 Regional Partner

An area which has a portfolio of walking product, access, infrastructure and supporting tourism services to meet the demands of: • Local walkers • Visitors from Northern Ireland or Republic of Ireland on either day trips or short breaks of which walking is a key part of a wider itinerary o This segment will combine walking with other interests e.g. food, photography, wildlife, culture and heritage

Potential Partners: • Mid Ulster District Council • Fermanagh & Omagh District Council • Ards & North Down Borough Council • Belfast City Council

3.4 National Partner An area which has a portfolio of walking product, access, infrastructure and supporting tourism services to meet the demands of: • Local walkers • Visitors from Northern Ireland or Republic of Ireland on either day trips or short breaks of which walking is key part of a wider itinerary

o This segment will often combine walking with other interests e.g. food, photography, wildlife, culture and heritage • Walking Clubs from Republic of Ireland

Potential Partners: Newry, Mourne and Down District Council o o Causeway Coast and Glens Borough Council

3.5 Delivery Costs for the WalkNI Marketing Consortium - 1st April 2017 – 31st March 2018: In order to continue the proactive marketing activity for Regional and National Partners, ORNI will dedicate the equivalent of 2 days per week of

Marketing Officer at NJC Staff Officer Grade.

Marketing Officer @ NJC Staff £26,500.00 Officer Grade including Salary / National Insurance / Employers Pension Contributions Operating Costs Management / Finance Overheads

3.6 Partner Support Required – 2017 / 2018

The following support is proposed for partners at each level:

Partner Level Number of Support per Total

Partners partner Support

Local* 5 0 0

Regional 4 £3,312.50 £13,250.00

National 2 £6,625.00 £13,250.00

TOTAL £26,500.00 *The base level of the project above i.e. local partners is still covered by the funding provided by ORNI’s Strategic Partners.

3.7 Website Redevelopment

ORNI is also keen to explore the potential of redeveloping WalkNI.com so it is responsive across platforms and can avail of the latest interactive mapping.

The current website was designed in 2012 and does not provide a user

friendly experience on mobile or tablet platforms. Key reasons to change include: • 52% of internet users access the internet via mobile (33%) and

tablet (19%) devices – Ofcom 2015

• 52% of visits to travel ‘destination’ sites were made from a mobile in 2015 - digitalmarketingmagazine.co.uk

• Once booked, British holiday makers continue to plan their trip via a mobile device, with 72% researching ‘things to do’ from their mobile - digitalmarketingmagazine.co.uk

• From April 2015, Google ranks mobile friendly websites higher in mobile searches compared to non-mobile friendly websites

• In the last year, 68% of visitors to WalkNI.com accessed the website through mobile (50%) and tablet (18%) The interactive mapping feature will be positioned on the home page of the new WalkNI website and will allow users to zoom in and move around the map to view walking routes. The interactive map will use the Ordnance Survey Northern Ireland’s digital base maps with the largest scale of 1:1250 for urban areas and 1:2500 for rural areas.

3.8 Website Redevelopment Costs 2017 / 2018

The redevelopment costs would amount to a one-off fee of £9500, therefore it is proposed to divide this as follows:

Partner Level Number of Support per Total Support Partners partner Regional 4 £1,187.50 £4,750.00 National 2 £2,375.00 £4,750.00

TOTAL £9,500.00

4 Resources

4.1 Financial Mid Ulster District Council would contribute £4,500 as a regional partner (Divided equally between Tourism and Parks Service) for the 2017/18 campaign.

Combined Support Required 2017 / 2018 The proposed combined support from Regional and National Partners is outlined in the table below: Partner Number Consortium Website Total Level of Delivery Redevelopment Support per Partners Costs Costs Partner Regional 4 £3,312.50 £1,187.50 £4500 National 2 £6,625.00 £2,375.00 £9000

Human Resources 4.2 No additional staffing resource required.

Basis for Professional/ Consultancy Support 4.3 None

5 Other Considerations

5.1 WalkNI.com Key Stats: The followings statistics clearly highlight the reach and engagement level of WalkNI.com: • 636,125+ visits per year • 15,702 social media subscribers • 5% average monthly Facebook engagement rate • 25,000 unique views per year to WalkNI Blog • 29,560 e-newsletter subscribers Key driver of walking product information and content to DiscoverNorthernIreland.com

6 Recommendations

6.1 Approval to participate as a regional partner with the WalkNI Marketing Consortium and contribute £4,500 to 2017/18 campaign.

7 List of Documents Attached

7.1 Walk NI 2016-17 Activity Report

G

Subject: Arts Council of Northern Ireland Challenge Fund – Heritage Arts Animation Project

Reporting Officer: Tony McCance

1 Purpose of Report

1.1 To seek approval from Council to appoint a suitably experienced and competent company to assist in the development and delivery of a schools Heritage Arts Animation Project as part of the Arts Council of Northern Ireland Challenge Fund Programme.

2 Background

2.1 In April 2016 permission was granted by Mid Ulster District Council to submit a funding application to the Arts Council of Northern Ireland’s Challenge Fund Programme

2.2 The Mid Ulster District Council submission to the Arts Council identified a number of key projects it proposed to develop and support, all of which was designed to complement the existing Arts, Cultural and heritage offering delivered within the Mid Ulster District Council region.

2.3 One of the projects identified was the development of a Heritage Arts Animation Project, where links would be developed between Arts and cultural activity and four key heritage sites within the region, namely Tullaghoge Fort, Beaghmore Stone Circles, Ardboe Cross and Abbey and The Hill of the O’Neill, Dungannon.

2.4 Within the project it is proposed that MUDC will work with local schools to develop and prepare resources in the form of professionally produced comic illustrations for Key Stage 2 students which will assist in the interpretation of the heritage offering of each of the four identified sites. 2.5 The finished publications will be created by a young audience and designed to engage a young audience in the heritage offering of our region.

2.6 To this end, We would now seek approval from Council to appoint a suitably experienced and competent company to assist in the development and delivery of a schools Heritage Arts Animation Project.

3 Key Issues

3.1 The four sites identified were included in the initial Challenge Fund submission and have been approved for support by the Arts Council of Northern Ireland

3.2 Given that the sites identified are all historic monuments under the protection and Management of the Historic Environment Division (Department for Communities), officers within Culture & Arts Services have consulted and engaged with colleagues in HED with regard to the sites identified, and in the delivery of this project.

4 Resources

4.1 Financial The project cost is not expected to exceed £25,000. The matched funding requirement for this project can be met from within existing resources as detailed in Arts Council Challenge Fund submission and as approved by Council in April 2016

4.2 Human Staff support and management of project activity, project delivery and adherence and compliance to funding requirements, all of which will be met from within existing Service resources

4.3 Basis for Professional/ Consultancy Support Specialist knowledge and expertise in the delivery of heritage animation projects and engaging with Key Stage 2 schoolchildren

4.4 Other N/A

5 Other Considerations

5.1 The Heritage Animation Project is one of four key initiatives being delivered by Culture & Arts Services of Mid Ulster District Council and which is supported by the Arts Council of Northern Ireland Challenge Fund.

5.2 Additional initiatives include the Strategic Arts Support programme, Arts Programming costs for Seamus Heaney HomePlace and funding support of Staff costs for delivery of Arts Programme at Seamus Heaney HomePlace

6 Recommendations

6.1 Approval is sought from members to appoint suitably experienced and competent company to assist in the development and delivery of a schools Heritage Arts Animation Project as per the mid Ulster District Council/Arts Council Challenge Fund programme

7 List of Documents Attached

7.1 None

H

Subject Regional Minority Languages Bursary Programme 2017/18 and Irish Language Activity Funding Programme 2017/18

Reporting Officer Tony McCance

Contact Officer Déaglán Ó Doibhlin

1 Purpose of Report

1.1 To update Council on the proposed Regional and Minority Language Bursary programme 2017 and Irish Language Activity Funding Programme 2017 and to seek decision from Council regarding approval to publicly advertise both schemes.

2 Background

2.1 The purpose of the Regional and Minority Language programme promoted to the public across Mid Ulster District Council is to assist residents of the district in attending approved residential summer courses in order to achieve fluency in a regional or minority language.

2.2 The purpose of the Irish language activity funding programme is to identify and to assist and support groups and organisations seeking to provide events and activities through the Irish language across Mid Ulster from April 2017-March 2018.

2.3 During 2016/17 approximately 240 local people availed of a Regional and Minority language bursary from MUDC. It is anticipated that there will be an equally high level of interest and uptake in 2017/18.

2.4 During 2016/17, 18 voluntary and community groups, schools, sports, arts and cultural organisations organised events and activities in their local area through the Irish Language with assistance from MUDC Irish language activity funding.

2.5 The Action Plan for the Development of the Irish Language, as approved by Council identified the following key themes: Theme 1: Promoting Opportunities to Learn Irish, funding support would be made available for local people to attend recognised residential language learning courses and Theme 2: Irish Language in the Community, funding would be made available for external cultural and sporting organisations for the promotion of Irish language events.

2.6 A public call will be issued in relation to the 2017/18 Regional and Minority language bursaries, detailing funding support opportunities and individuals will be invited to submit funding applications. Officers within Culture & Arts Services will process applications for submission to Council.

2.7 A public call will also be issued in relation to 2017/18 Activity Funding detailing funding support opportunities. Groups/organisations will be invited to submit expression of interest applications. Irish Language Officers will follow up on Expressions of Interest with all interested groups to discuss their project ideas and to support and develop them before submission to council for consideration.

3 Key Issues

3.1 MUDC has adopted an Irish Language Policy which commits Council to the implementation of an Action Plan to develop the language in the district, and the above actions are specified in the plan.

3.2 The proposed actions will help to fulfil Council’s legislative obligations to promote the Irish Language.

3.3 The activities delivered in 2016/17 will be reviewed on completion to measure success and to shape future planning

3.4 Community events and activities supported will complement existing Council services including Arts and Culture, Tourism and Community Development activity.

4 Resources

4.1 Financial

The required funding to support the delivery of the Regional and Minority Language bursary scheme and the Irish language Activity Funding Programme has been budgeted from the 2017/18 Irish Language budget.

4.2 Human Irish Language officers and other relevant staff within Arts and Cultural Services will offer assistance and support in terms of knowledge and experience for all applicant groups and individuals where required.

4.3 Other N/A

5 Other Considerations

5.1 The implementation of the Activity Funding and the Regional and Minority Language Bursary programmes will strengthen partnerships between Council and community, empowering communities at grass roots level and encourage greater collaboration among groups.

6 Recommendations

6.1 Permission is sought to publicly advertise both the Regional and Minority Language Bursary Programme and to issue a call for expressions of interest for support under the Irish Language Activity Programme

7 List of Documents Attached

7.1 N/A

I

Subject Community Development Report

Community Grants - Rolling Programme Awards Sports Representative Grant Peace IV Partnership PCSP Action Plan Good Relations Action Plan Community Development Community Planning

Reporting Officer Claire Linney, Head of Community Development

1 Purpose of Report

1.1 To seek approval for the community grant awards (rolling programme) To seek approval for the community sports representative grant criteria.

1.2 To agree proposals from the Peace IV Partnership.

1.3 To note the PCSP Action Plan for Mid Ulster.

1.4 To seek approval for the Good Relations Plan.

1.5 To update on Community Development

1.6 To update on Community Planning Mid Ulster

2 Background 2.1 Community Grants The Grant Aid Programme for the 2016/17 financial year facilitates applications being made on a rolling basis for Community Festivals and Good Relations.

At the Development Committee in February the grants policy for all community grants was agreed with further consideration of the Sports Representative Grant criteria.

2.2 Peace IV Council as part of its commitment to Peace IV has agreed to oversee delivery of a Peace IV local action plan through Partnership with statutory and community partners (operating as a Council led working group) with all proposals coming to Development Committee for approval and final ratification at Council.

2.3 PCSP Action Plan Council currently manages and facilitates the work of the PCSP Partnership and the development of an Action Plan for annual delivery by the Partnership.

2.4 Good Relations Action Plan Council currently receives an allocation of funding from the Executive Office of Northern Ireland to deliver an annual local good relations plan in line with the TBUC document (Together Building a United Community) and conditions of funding.

2.5 Community Development Update An update is provided on the following areas:

Community Support – Grants, Support, Advice, Village Planning, Community Centres PCSP DSD Neighbourhood Renewal Good Relations

2.6 Community Planning Council is leading on the development of a Community Plan for Mid Ulster District.

3 Update 3.1 Community Grants

Community Grants - Rolling Grant Aid Programmes Good Relations - 2 Good Relations applications with a total of £1,200 award recommendations. See attached paper Appendix 1. To seek Committee approval for the Good Relations grant award recommendations.

Sports Representative Grant At the Development Committee in February the grants policy for all community grants was agreed with further consideration of the Sports Representative Grant criteria. The key issue was that in being more flexible in the criteria this may leave the grant open for a substantial number of teams to apply and could impact upon a limited budget. In reviewing this with Sports Development it was felt that the proposed criteria would leave it more open to a wider number of teams to apply. It is proposed for 2017-2018 to retain the grant as its previous 2015-2016 criteria where representation is travelling outside of Northern Ireland and to review this again next year.

Criteria To support Individuals who have been selected by their governing body to participate in a representative team or individual sport at provincial, national or international level, with eligible costs travelling outside of Northern Ireland (accommodation, travel, food), to a maximum of a £250 grant may be available. To assist recognised Sports NI sports clubs (affiliated to their governing body of sport) who are travelling to compete in a recognised (by Governing body) representative (of District/County) sporting competition, travelling outside of Northern Ireland. A grant for eligible costs (travel, accommodation, food)., to a maximum of £500 may be available. The team must have qualified in a recognised competition by the governing body of this sport, and must be representing the District / County. In exceptional circumstances where a Club has more than one team qualifying to represent the District/County additional requests for support will be considered.

3.2 Peace IV At the last Peace IV Partnership meeting on 22nd February 2017 the following was recommended for approval by Committee and Council –

Meeting Governance It is proposed that meetings be held at 5pm on a monthly basis in Cookstown as a central location (it was noted by a couple of members that this date did not suit due to work commitments). It is proposed that the chair of the working group would operate through D’hondt with the vice chair held by a community representative.

Projects

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It was agreed not to proceed with a specific project on Irish and Ulster Scots; to include some elements of these programmes within the heritage cross border project (Gaeltacht links) and literary cross border project (potential links between Seamus Heaney and Burns to be explored). Decade of Anniversaries to be submitted as per presented to the previous committee meeting. Vulnerable People’s Programme to amend this in partnership with the community representatives to clarify the target audience and programme detail. This has been completed and it is proposed to target our urban areas and people from areas of disadvantage and estates that may have had issues identified. Next meeting Wed 22nd March

3.3 Mid Ulster PCSP Strategy and Action Plan 2017-2019 As required by the NI Policing Board and Department of Justice Joint committee, Mid Ulster PCSP’s Strategy and Action Plan 2017-2019 is a revision of last year’s Action Plan to include updated statistics and introducing Outcomes Based Accountability. The Plan has been approved by the PCSP. A copy is attached at Appendix 2 for information.

3.4 Mid Ulster Good Relations Action Plan 2017-2019 As per the Action Plan from last year a new plan for 2017 – 2018 has been developed. Note projects have been compiled into programme areas as per the new template and OBA reporting format from the Executive Office and aligning with the TBUC document (Together Building a United Community) and conditions of funding. A copy is attached at Appendix 3 for consideration and approval.

3.5 Community Development Update

Community Support Grants are now open with a closing date of Friday 24th March, with the exception of Sports Capital Development April and Strategic Sports Grant July. The grants are now online and officers are supporting groups with both criteria and submission.

Village plans are being finalised with all areas, with a rural village project now identified for each area. Officers will continue to work with groups in delivery of their plans and Council rural development projects are being progressed with Economic Development.

PCSP No further update minutes available as presented at the previous Development Committee meeting.

CCTV is currently out to tender and closes on 9th with scoring 15th March The tender will be a first stage for delivery in Magherafelt, Cookstown and Dungannon; with the level of provision to be based on the most competitive tender. A second stage will then be considered for the areas of Maghera, Draperstown and Fivemiletown. Depending on the outcome of the tender a one month period of notice has to be provided to the current provider.

DFC Neighbourhood Renewal The current action plan 2016-2017 has been agreed for extension for a further year as part of Department for Communities criteria.

As part of the capital development of projects in the Neighbourhood Renewal Area, funding opportunities are being explore for the Council led projects of Ballysaggart (Railway Park Extension), and Gortgonis and Coalisland Canal.

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Good Relations Good Relations plan 2016 – 2017 is near completion with OBA reviews being undertaken for the funder.

Mid Ulster was not a destination for the recent arrival of Syrian Refugee Families to Northern Ireland due to an issue re supply of housing provision. The next arrival in April is scheduled for Mid Ulster and NIHE is proactively seeking to identify suitable housing.

3.6 Community Planning The final plan is now complete with a public version being developed. A new community panel has been appointed with 10 representatives. A launch date is being set for early May, date to be confirmed. A copy of all of the above will be shared with members.

4 Resource Implications 4.1 Financial None.

4.2 Human None.

4.3 Basis for Professional/ Consultancy Support None.

5 Other Considerations

5.1 None

6 Recommendations 6.1 To seek Committee approval for the Good Relations grant award recommendations. To approve the Community Sports Representative Grant criteria. 6.2 To agree the proposals of the Peace IV Partnership. 6.3 To note the Mid Ulster PCSP Action Plan. 6.4 To seek approval for the Mid Ulster Good Relations Action Plan. 6.5 To note the Community Development update. 6.6 To note the Community Planning update.

7 List of Documents Attached

7.1 List of grant funding recommendations.

7.2 Mid Ulster PCSP Strategy and Action Plan 2017-2018

7.3 Mid Ulster Good Relations Plan 2017 - 2018

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Appendix 1 Summary - Good Relations Grants - March Committee 2017

Amount No Organisation Project Detail Requested % Band Awarded Improving GR on Local Schools & 1 Acorn Women’s Group Community Groups £1,000.00 50% 6 £500.00 Dungannon Cookstown The World Around Us - Bringing 2 Camera Club Photography to All £1,422.92 70% 4 £700.00 £

Total 1,200.00

Bands Range % 7 30-39 40% 6 40-49 50% 5 50-59 60% 4 60-69 70% 3 70-79 80% 2 80-89 90% 1 90-100 100%

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Appendix 2

STRATEGY AND ACTION PLAN 2017-19 January 2017

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Research Summary

Recorded Crime Recorded crime has decreased since 2011. The top crime types by volume for Mid Ulster District were:

1. Criminal Damage 2. Violence without injury 3. Violence with injury (including homicide) 4. Other Theft 5. Shoplifting

Anti-social Behaviour (ASB) There have been significant reductions in incidents of antisocial behaviour both over the last year and in the last five years. However ASB incidents are still a high volume.

Violent Crime Violence with injury (including homicide) has decreased since 2011.

Domestic Burglary Domestic Burglary has decreased significantly from 2010/11 to 2013/14 but increased in 2014/15.

Drugs Possession of drugs had dropped in the last three years across the Mid Ulster area.

Criminal Damage Criminal Damage has reduced since 2010 across the Mid Ulster area.

Hate Crime Recorded Hate Crime had decreased since 2011 but has increased in all three areas (Homophobic, Racist, Sectarian) from 2013.

Fear of Crime Fear of crime at night overall and especially among the 65+ age group remains high.

Perception of Local Area The majority of survey respondents perceive their local area to be improving with only a minority feel it is getting worse.

Top Problems from Surveys Community Planning The top three problems recorded from the main survey were 1. Boy Racers/Speeding, Drug Abuse, Vandalism and criminal damage

The top three problems recorded from the youth survey were 1. Boy Racers/Speeding , Drug Abuse, Vandalism and criminal damage

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Strategic Plan 2017-2019

The Joint Committee of the Dept of Justice and NI Policing Board have set out the following Strategic Priorities for Policing and Community Safety Partnerships. Strategic Priority 1 – to successfully deliver the functions of the Policing and Community Safety Partnership for the area Strategic Priority 2 – to improve community safety by tackling actual and perceived crime and anti-social behaviour Strategic Priority 3 – to support community confidence in policing

Key Priorities The PCSP assessed the information gathered against the strategic priorities and developed an action utilising thematic groups to deliver on these.

The priorities for the PCSP under each strategic objective are:

Strategic Objective 1 Key priorities: • Engage with local community and statutory groups • Implement the PCSP’s plan • Put in place relevant implementation structures and delivery mechanisms • Raise awareness of PCSP, crime problems, and projects

Strategic Objective 2 Key priorities: • To reduce the level of ASB, including anti-social driving (turning the curve: downwards) • To improve the safety of the night-time economy (turning the curve: upwards) • To reduce the level of violent crime (turning the curve: downwards) • To reduce fear of crime and reduce the risk of being a victim of crime, especially among older people (turning the curve: downwards) • To improve community safety amongst vulnerable persons (turning the curve: upwards)

Strategic Objective 3 Key priorities: • Ensure local accountability • Ensure that policing delivery reflects the involvement, views and priorities of local communities • Ensure improved policing service delivery in partnership with local communities; • Ensure effective engagement with the police and the local community • Ensure engagement with police is built into project

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STRATEGIC PRIORITY – 1 To successfully deliver the functions of Mid Ulster PCSP INDICATORS Increase in awareness of the PCSP Public Perceptions of PCSP (NIPB Omnibus Survey) Recorded crime (PSNI)

Theme Aims and short Key Activities Start Date Finish Resource/ Performance measures Reporting Functions of the PCSP description Date cost required Quarter Awareness Raising

1.Engagement Engage with the PCSP meetings 1 April 2017 31 March £20,323 No of PCSP meetings held Q1-4 community Engagement Events 2018 No of engagement events held 2.Thematic Groups Implement Thematic Implement Anti-Social 1 April 2017 31 March No of ASB meetings held Q1-4 Groups Behaviour, Night Time 2018 No of NTE meetings held Economy, and Vulnerable No of Vulnerable Persons meetings People thematic groups held 3.Policing Committee Monitor Performance Policing committee meetings, 1 April 2017 31 March No of Policing Committee meetings Q1-4 of the Police Local Policing Plan meeting, 2018 held public meetings 4.Members Capacity Build members Training Sessions 1 April 2017 31 March No of members attending training Q1-4 capacity 2018 sessions No of members who stated the session improved their effectiveness 5.Awareness Raising Increase community Public awareness campaigns 1 April 2017 31 March £55,674 No of awareness campaigns Q1-4 knowledge of PCSP – rural crime, cyber crime, 2018 No of themed public engagements and awareness of scams/bogus callers, fear of No of Neighbourhood Watch groups activities and crime, road safety preventative measures % increase in public awareness of Text Alert theme at event BeeSafe

No of text alert messages issued

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STRATEGIC PRIORITY – 2 To improve community safety by tackling actual and perceived crime and anti social behaviour INDICATOR – Recorded incidents of ASB, Recorded incidents of crime related to NTE, Recorded crime against vulnerable groups Theme Aims and short Key Activities Start Date Finish Resource/ cost Performance measures Reporting Anti-Social Behaviour description Date required Quarter

1. Anti-Social Engage key partners to ASB Forum meetings 1 April 2017 31 March 21809.5 No. of ASB Forum meetings held Q1-4 Behaviour Forum develop an action plan Identify problem areas and 2018 Problem areas and times identified to deal with ASB based times No of initiatives developed and on evidence and target Develop and implement implemented areas action plan, in conjunction with local key groups/ stakeholders, based on quarterly review Public meetings ASB awareness raising 2.Anti-Social Driving Engage target groups to Awareness raising events 1 April 2017 31 March £9,000 No of participants in each initiative Q1-4 divert, deter and raise Diversionary activities 2018 % of participants completing each awareness re anti-social Emergency Services initiative driving and road safety Reconstructions % of participants assessed their Crashed Car Simulator participation as positive % of Participants in each initiative with improved attitude towards policing 3.Youth Diversionary/ Engage with, divert and Diversionary programmes at 1 April 2017 31 March £20,400 No of participants in each initiative Q2-4 Engagement deter young people hotspot areas and times 2018 % of participants completing each Programmes from ASB in hotspot and (Halloween, summer) initiative target areas/times Sports diversionary % of participants assessed their programme participation as positive YEP programme % of Participants in each initiative Youth Club Engagement with improved attitude towards Programme policing

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Re-deployable CCTV 4.Anti-Social Raise awareness and Where is Your Child Tonight 1 April 2017 31 March £19,771.75 No of participants in each initiative Q2-4 Behaviour Educational educate re impact and education programme and PR 2018 % of participants completing each Programmes consequences of ASB campaign initiative Leaving Home, Staying Safe % of participants assessed their Hotspot initiatives participation as positive Who Do I Call initiative % of Participants in each initiative with improved attitude towards policing Theme Aims and short Key Activities Start Date Finish Resource/ cost Performance measures Reporting Night Time Economy description Date required Quarter

1. Night Time Engage key partners to NTE Sub Group 1 April 2017 31 March £38,395.75 No of Sub Group meetings Q1-4 Economy Sub Group develop an action plan Identify issues, hot spot times 2018 Problems areas and times identified to deal with NTE issued Develop and implement No of initiatives developed and based on evidence and Action Plan, in conjunction implemented target areas with local key groups/ stakeholders, based on quarterly review 2.Alcohol Youth Increase awareness of Alcohol Awareness 1 April 2017 31 March £3,000 No of participants in each initiative Q1-4 Engagement the impact and Programme 2018 % of participants completing each consequences of Schools Engagement initiative underage drinking Feedback from PSNI and Vintners re measure of crime during initiative % of participants in each initiative with increased awareness and knowledge % of participants in each initiative with improved attitudes towards policing % of participants in each initiative assessed their participation as positive

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3.NTE Training Deliver training to Defib and First Aid Training 1 April 2017 31 March £4,000 % of participants completing each Q3-4 support Night Time Responsible Alcohol Trading 2018 initiative Economy stakeholders programmes % of participants in each initiative and increase knowledge Drugs/Alcohol training with increased awareness and and understanding re programmes knowledge trading responsibilities & % of participants in each initiative NTE issues assessed their participation as positive 4.Safe Night Out Improve NTE experience Penalty Notice and One 1 April 2017 31 March £11,000 No. of participants in each initiative Q1-4 for all through education Punch Can Kill campaigns 2018 % of participants completing each and multi-agency Street Angels initiative initiatives Stakeholder initiatives – Feedback from PSNI and Vintners re transport/food outlets measure of crime during initiative Education and awareness % of participants in each initiative raising programme re with increased awareness and drugs/alcohol knowledge Personal safety programme % of participants in each initiative Radio Link with improved attitudes towards policing % of participants in each initiative assessed their participation as positive Theme Aims and short Key Activities Start Date Finish Resource/ cost Performance measures Reporting Vulnerable Persons description Date required Quarter

1. Vulnerable Persons Engage key partners to Vulnerable Persons Sub 1 April 2017 31 March £18,552 No of meetings Q1-4 Sub Group develop an action plan Group meetings 2018 Problem areas and times identified to support vulnerable Identify issues, hot spot times No of initiatives developed and persons based on Develop and implement implemented evidence and target action plan, in conjunction areas with local key groups/ stakeholders, based on quarterly review

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2.Internet Safety Engage with and Radar programme 1 April 2017 31 March £22,000 No of participants Q1, 3 and 4 increase target Schools Programmes 2018 % of participants completing each audience’s awareness Parent Programmes initiative and knowledge of how % of participants in each initiative to stay safe online with increased awareness and knowledge % of participants in each initiative with improved attitudes towards policing % of participants in each initiative assessed their participation as positive 3.Domestic Violence Increase awareness and Domestic Violence campaign 1 April 2017 31 March £19,000 No of participants Q3-4 knowledge of domestic Schools programmes 2018 % of participants in each initiative violence High risk victims security with increased awareness and installations knowledge % of participants in each initiative with improved attitudes towards policing % of participants in each initiative assessed their participation as positive % of participants in each initiative more confident in accessing support services 4.Vulnerable Persons Increase awareness and Neighbourhood Watch 1 April 2017 31 March £5,000 No of participants Q1-4 Initiatives knowledge of Older People, rural crime, 2018 % of participants in each initiative community safety issues hate crime initiatives with increased awareness and affecting vulnerable knowledge people and provide % of participants in each initiative support as identified with improved attitudes towards policing

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% of participants in each initiative assessed their participation as positive STRATEGIC PRIORITY – 3 To support community confidence in policing INDICATOR Increase in confidence in policing (NIPB), Increase in awareness of PCSP Policing Committee Aims and short Key Activities Start Date Finish Date Resource/ cost Performance measures Reporting Quarter and Confidence description required Building 1. Policing Committee Local accountability Policing Committee 1 April 2017 31 March £7133.40 No. of Policing Q1-4 Monitor police meetings 2018 Performance meetings performance Public meetings Improved policing Local Policing Plan service delivery in partnership with local communities 2.Confidence Building Effective engagement Police engagement 1 April 2017 31 March £10,000.60 No. of local communities Q1-3 Projects and confidence activities, Bike Marking, 2018 engaged on policing building in the rule of Trailer Marking, etc issues law and embedding a Consultative forums No. of public attending culture of lawfulness Neighbourhood Watch events Fresh Start initiatives No. of NH Watch Schemes No. of confidence building projects No. of projects including police engagement % of participants in each initiative with improved attitudes towards policing

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Anti Social Behaviour Forum Action Plan Developed by Progress 1 Target hotspots ASB Group • Ongoing – seasonal. Members to identify areas of concern. 2 Cage Soccer EA, PSNI, • Education Authority Youth Service and partners rolling out through youth programmes. The Drugs/Alcohol Dungannon cage football unit has been transferred to the Education Authority at Dungannon Support, PCSP Youth Resource Centre. It is currently being used there as part of a youth programme. DYRC Team plans to take the cage out to other facilities to engage youth in the summer 2017. • Cookstown cage football utilised at the Moy Community Festival on 12 November 2016. Very popular with the young people and children in attendance. 3 ASB – Who Do I Call PCSP Team • Innishmore Park, Coalisland – in response to concerns raised by residents with the PSNI , local Promotion NPT Officers and PCSP Officer distributed the Mid Ulster PCSP ‘Anti Social Behaviour – Who Do I Call’ leaflet in the estate on 5 December. • Supporting Communities also have copies of the leaflet for distribution at Interagency meetings as required. 4 Youth Diversion EA, PCSP Team • Mid Ulster Twilight Soccer – this programme is delivered by Mid Ulster District Council’s Projects Leisure Services Section. Magherafelt had no teams register or take part. Dungannon had three teams register and Cookstown had 8 teams register. The programme was well publicised across social media, flyers and internet and through partners ie PSNI. 5 Where Is Your Child PCSP Team • Campaign delivered over the Halloween period – on buses, bus shelters and telephone kiosks. Tonight Campaign • Potential to deliver again at St Patrick’s Day or alternatively, the ‘Penalty Notice – Cost of Your Night Out’ campaign. 6 Anti-social Driving PCSP Team , • The Crash Car simulator was launched on 1 November 2016. It was brought to South West PSNI, NI Cruise, College Dungannon on 18 November and will be at Fivemiletown College on 18 January. EA, NIFRS • Portable Car simulators have been purchased for use at events – initially addressing texting while driving. • A leaflet has been sourced from the PSNI on quads, buzzboards and go-peds. Permission is currently being sought to use this leaflet.

• Tying in with Road Safety week, the Emergency Services Collision Reconstruction took place at St Mary’s School, Magherafelt on 22 November and Loughrey College on 23 November with approx. 150 young people attending both events. 7 Information Screens PCSP Team, • Nine screens currently installed in the schools in Cookstown and Dungannon to deliver rolling CASE Officers community safety messages. 8 BeeSafe Events Council, PSNI, • BeeSafe for P7 pupils (approx. 600) from the Cookstown area will be held in the Lesiure PCSP Team Centre, Cookstown week commencing 23 January over 3 days. This event is being organised by the Council’s Public Health and Infrastructure Dept, Environmental Health section and will cover the following topics: internet and road safety (PSNI), electrical safety (NIE), farm safety (HSE), fire safety (NIFRS), water safety (RNLI) and bus safety (Translink). The Magherafelt BeeSafe event will be held on 27/28th February and 1 March in St Swithin’s Hall, Magherafelt, approx. 600 P7 pupils will be attending. 9 Graffiti PCSP Team • Potential future project - Education Authority Youth Service can prepare and paint graffiti-ed areas identified as suitable for a mural – covered by EA liability insurance as long as owner gives permission. Suitable wall to be identified. • Offensive graffiti on a house in Dungannon was removed in November and graffiti on stonework in Coalisland is being removed by a professional contractor in early December. The remainder will be painted over in the coming weeks. 10 Redeployable CCTV PCSP Team • Two redeployable CCTV cameras have been installed in Moneymore following a spate of cameras burglaries • Re-deployable camera has been installed at Drumcoo Bowling Pavilion/3G Pitch following complaints about ASB from local resident • Nine additional cameras have been procured and purchased. Requires referral from PSNI, cameras are installed by land owner and are given on loan for 2 months. 11 Cookstown Town EA • Awaiting proposal from EA Centre Youth Scheme

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12 Mid Ulster Inter PCSP Team, EA • Facilitates registered youth clubs in targeted priority areas to build their capacity to engage Youth Club Youth Service, with youth aged 13-16 years. Youth club members will network and learn from each other. Engagement and PSNI The project will reduce the risk of youth becoming involved in negative behaviour and Support Project increase awareness of community safety issues. • PSNI and EA Youth Service will select the clubs based on need (PSNI) and the Clubs’ capacity to deliver the project (EAYS). Nine clubs will be engaged with, three in each of the legacy council areas – Magherafelt, Cookstown and Dungannon. Each club will take turns to host an event for all participants. • Each club will choose and develop an activity designed to engage the young people from the other clubs. These will focus on team working and the impact of negative behaviour. • A celebration event will be held at the end of the project. The programme will operate from December 2106 to February 2017. Funding will be provided for the activities and transporting young people to each of the nine club visits. 13 Mid Ulster YEP PSNI NPT and • The project will engage "hard to reach" young people involved in, or on the periphery of, anti (Youth Engagement Youth Diversion social behaviour. It aims to reduce incidents of ASB and violence and create alternative Partnership) Officers, EA pathways to improve the young people’s life chances through the delivery of specific Youth Service, interventions. Youth Justice Referrals will be made by PSNI, EA Youth Service, and the Youth Justice Agency. These are Agency, PCSP scored to assess their eligibility. The project will cater for up to 40 youth and be delivered staff over a period of approximately 6 weeks in 2hr long sessions. Staff from EA Youth Service, Youth Justice Agency and PSNI will deliver the project. The young people will be put into teams and will undertake activities alternated with educational workshops. Signposting will be made to support agencies where appropriate. The programme will operate from January to March 2017. Funding will be provided for activities, a residential, a celebration event and transport. The young people will pay a contribution for the project as a ‘buy in’. 14 Education Authority PCSP Staff, EA • PCSP staff have participated in the Youth Service Local Action Group, contributing to the Youth Service Local development of the Youth Service Action Plan for the incoming financial year. Michael Hogg Action Group thanked staff for their input.

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Night Time Economy Forum Action Developed Progress by 1 Target Hotspot area PCSP Ongoing - PSNI personnel continue to be deployed where required – ASB down by 6%. Planters and times are currently being procured to deal with road issues in the vicinity of Holy Trinity Primary School. Meeting scheduled with TransportNI re non implementation of traffic survey for Fairhill. 2 Maintain and develop PCSP Ongoing – Texts targeted at farmers, businesses and Neighbourhood Watch Co-ordinators. text alert system Members to contact PCSP Officers if not receiving texts. 3 Targeted Police PSNI Ongoing - PSNI resources are reviewed every Monday to determine what resources are needed Presence for following weekend. Police continue to be heavily involved with teen discos on Friday nights. 4 Buses – work to PCSP, PSNI, • PSNI continues to carry out checks on buses coming to teenage discos in Clubland/Lanyon Hall. resolve issues with Vintners There have been a number of alcohol seizures from underage kids. drinking on buses and • Car Park for buses - Request re-submitted to Council staff re use of MUSA car park – ongoing. traffic issues. • Toilets – Radar key still available for Burn Road toilets - Street Angels carry it around with them when out patrolling. PCSP staff currently looking at feasibility of provision of a portaloo(s) for Saturday nights in vicinity of James St/Loy Hill. • PSNI currently lobbying on the proposed new Licensing Laws. 5 Work with off sales on PCSP • Off Limits training for Off Licenses - complete. reducing sale of • Counter Measures training delivered to licensees and bar staff in Magherafelt area on 5 alcohol to minors November 2016. If there is sufficient interest, course will be delivered again for Cookstown and Magherafelt bar staff in the New Year. • PSNI Christmas Campaign - posters were left in ASDA/Tesco stores and PSNI has spoken to Managers in licensed premises. • PSNI reported that one of the main issues is the older age group purchasing alcohol for young people.

6 Maintain and develop PCSP • Discussions ongoing to develop in Cookstown and Dungannon. Currently operational in Radiolink Magherafelt. Preparation on specification ongoing. This will be an independent system to that currently operating in Magherafelt. 7 Support Street PCSP • Street Angels presentation to NTE meeting on 22 June 2016. Co- ordinator invited to sit on Reach/Street Pastor NTE Sub Group. Groups • The PCSP has made resources available to Street Angels/Street Pastors organisations. These included first aid equipment, flip flops, foil blankets and coffee cups. PCSP has continued to provide resources as required. • Street Angels Update: Volunteers continue to be very busy with Teen Clubland disco on frequent Friday nights. The main issue for the project is ensuring that there are enough volunteers to maintain the service. Clubland/Lanyon Hall provides a ‘hospitality’ room to assist young people who arrive in an intoxicated state. Toilet facilities, floor mats, water and a laundry service are also provided. PCSP / others currently researching how best to develop a street reach project in Magherafelt. • Youth Alcohol Engagement Programme: PSNI reported that they have issued 84 Community Resolution Notices in the previous three month period ie to start of December 2016. The course continues to be delivered. 8 Penalty Notice PCSP Complete. Campaign complete earlier in year. Campaign ‘The Cost of your Night Out’ campaign was promoted from 5 December 2016 to 1 January 2017. 9 CCTV PCSP Council is currently out to tender with contractor appointed in due course 10 Defibrillators & PCSP A defibrillator has now been installed on the outside wall of the Ulster Bank in Dungannon. Training Training is currently being organised for surrounding businesses. *Council is presently identifying defibrillators held by sporting organisations and community groups within the Mid Ulster District Council area and registering them with the Ambulance Service - being led by Mark Kelso. Ambulance Service can provide a comprehensive list of all defibrillators and locations if required.

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11 Young Drivers Event PCSP Complete. A Young Drivers Event was held on 11 June 2016 in Meadowbank Sports Arena. Over 150 cars were in attendance. A Car Cruise show (NI Cruise) was held on 9 August 2016 in J & K Coaches’ yard, Moneymore. Approximately 140 people attended this event. 12 Joint Patrolling with PSNI, Plans were put in place for PCSP Members to go out on an ‘observational’ exercise with PSNI on PSNI Members 28 January and to observe the work of the Street Angels as well. 13 Fast Food Outlets PSNI Ongoing concerns noted about a generic closing time for fast food outlets. Agreed that PCSP staff make contact with Environmental Health regarding closing time for Fast Food Outlets and what present legislation is in relation to closing times. Also, PCSP staff to check with Banbridge how they managed to implement a generic closing time for fast food outlets. 14 Where is Your Child PCSP Campaign Complete. It is hoped to run this campaign again around St Patrick’s Day 2017. Tonight 15 Drug Dealers Don’t PCSP Campaign Complete. Campaign will be run again before the end of March 2017. Led by Belfast Care PCSP. 16 Start 360 PCSP, Start Two networking events led by Start360 Connexions Services have been held in Cookstown and 360, Dungannon. PCSP staff also held an information meeting with PHA funded drug & alcohol Northern agencies. Cannabis use highlighted as biggest concern. Use of party drugs biggest concern at and weekends. Southern RAPID (Removal of All Prescription and Illegal Drugs) bins are currently being procured. Suitable Trust locations to place the bins are currently being sought. 17 Breakthru Breakthru, • Breakthru’s ‘Second Chance, Last Chance’ programme is a drug, alcohol and anti-social behaviour PCSP, PSNI, referral scheme offered as an alternative to prosecution in line with the DoJ’s Community Resolution PPS, Youth Scheme. Justice • Referrals are made by PSNI. The programme consists of a 4 hour course at a cost of £50. The course Agency covers alcohol, drugs and anti-social behaviour and has learning and reflective elements ensuring that those who take part understand the seriousness of their offence and the consequences of their behaviour. Failure to comply results in a Non Completion and subsequent police prosecution. Those who complete the course receive a Certificate of Completion and PSNI is notified. 25 PSNI officers have

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taken part in information sessions regarding the course content and rationale. During the period 11 August to 1 December, there were 20 attendees. 18 ‘Magherafelt Pubs PSNI – Withdrawal of proposed scheme: This was a pilot scheme, proposed by PSNI and designed to be against Drugs’ Constable a proactive initiative where local pubs, in conjunction with PCSP and Pubs of Ulster, would work Aidan together to deliver a campaign to discourage casual drug use in licensed premises. A Drugs Dog Rooney, would visit premises to check for drugs. PCSP Pubs of Ulster didn’t lend their support to this scheme as they felt it implied that there was a drugs issue in the pubs.

Vulnerable Persons Sub Group 1 Safety equipment for PCSP Staff Following discussions with PSNI, 31 high risk victims have been identified. high risk victims of 2 referrals have been received to date and equipment installed by Agewell. Domestic Violence. Women’s Aid will continue to train teachers in accordance with the agreement with the Department of Education. Primary School 2 programmes of Healthy Relationships will be delivered to 2 post primary schools by Mid Ulster Secondary school Women’s Aid. The Voice Within/Mind Games drama will be delivered to 16 Post Primary Schools across the Mid programme Ulster area by Spanner in The Works Domestic Violence Behind Closed Doors Campaign will be run in cycle 25 & 26 (5th December to 30th December) on Campaign adshels, telephone Kiosks and bus advertising across the Mid Ulster area. 2 Hate Crime PCSP Staff, The app is in development. It will have a hate crime reporting function but will also be used to PSNI, Good provide details on local support organisations and events. Relations 3 Neighbourhood PCSP Staff 59 NW schemes are in operation Watch Neighbourhood Watch Co-ordinators Event was held on 23rd November in the Glenavon Hotel. Crime Prevention Officers delivered a presentation on scams and how to protect yourself online over Christmas.

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Continuing to work with DOJ, PSNI on all re-accreditations across Mid Ulster 4 Rural Crime PCSP Staff, Trailer Marking events will continue again in the Spring. PSNI 5 Livestock Screens PCSP Staff, Screen installed in Swatragh and Draperstown mart PSNI Screens offered to Clogher and Granville marts 6 Agewell PCSP Staff, PSCP are continuing to work with Agewell providing community development support to Agewell members and security devices. 7 Bogus Callers PCSP Staff, Continue to be rolled out as and when required by local groups Awareness Events Agewell 8 Scam Awareness PCSP Staff , 3 Business events were held acorss the Mid Ulster area –Dungannon on 14th June, Cookstown on Events Agewell 24th June and Magherafelt on 21st September. run in partnership with PSNI Crime Prevention. 9 Road Safety PCSP Staff Road Safety programme for pre-schools was launched by the PSNI Schools Officer in Phoenix Integrated Nursery School on 18th October. The Schools officers are rolling this programme out to other schools. The resources have also been used by neighbourhood officers with groups. We are continuing to link in with factories including Moy Park, Dunbia and Karro regarding road safety messages. 10 Develop Schools Schools, Parents Internet Safety Programme delivered by Speedwell Trust – To be delivered to the parents internet safety PSNI, PCSP from 4 schools (3 workshops) in the Mid Ulster Council area (Churchill PS & St. Joseph’s PS, Staff Caledon, St. Patrick’s PS, Mullinahoe and St, Mary’s PS, Pomeroy as a follow up from last year’s pilot programme. This programme is to commence in January. RADAR- 732 key stage 2 pupils from 24 primary schools across Mid Ulster have confirmed bookings with Radar between January and March 2017. Transport arrangements have also been put in place for each school. All schools were identified by PSNI schools officers. Beam – Who’s at the Door internet safety programme will be delivered to key stage 2 pupils in 15 primary schools across Mid Ulster in partnership with PSNI Schools Officers. Post Primary School online reputation programme – This programme is currently out to tender and will target up to 6000 post primary pupils.

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11 Press Releases At the meeting on 28th September it was agreed to issue the following press releases:- • Internet shopping/scams/ Farm safety /Keep bikes safe All of the above releases were compiled in partnership with the Mid Ulster District Council Communications Team. Other releases included the launch of the Road Safety programme. 12 Bike Marking Bike Marking events have been held in partnership with PSNI and local cycle clubs across Mid Ulster. The next event is being planned with Coalisland Wheelers in January 2017.

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Mid Ulster PCSP Budget 1 April 2017 - 31 March 2018

Joint Council Budget Category Committee

Salaries PCSP Manager £ 21,400.20 PCSP Admin £ 22,659.00

Total 44,059.2

Running Costs

Staff Mileage £ 6,270.80 Other (phone,printing etc) £ 4,300.00 Members Mileage £ 5,000.00 Audit £ 1,000.00

Total £ 16,570.8

Total Administration £ 60,630.00

OPERATIONAL

Strategic Objective 1: Form & Deliver functions of PCSP Theme 1.1: Form and deliver functions of the PCSP £ 20,323.00 Theme 1.2: Awareness Raising of PCSP, community safety activities and preventative measures available to the public £ 37,459.00 18,215

Strategic Objective 2: Improve Community Safety Theme 2.1: ASB Forum £ 70,981.25 Theme 2.2: Night-time Economy Group £ 38,180.75 18,215 Theme 2.3: Vulnerable Persons £ 64,552.00

Strategic Objective 3: Improve Community Confidence in Policing Theme 3.1: Policing Committee & Confidence Building £ 17,134.00

Total Operational £ 248,630

TOTAL £ 309,260 £36,430

Appendix 3

DISTRICT COUNCIL GOOD RELATIONS PROGRAMME

2017/18 ACTION PLAN

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Children and Young People CODE School Diversity Programme Project 1 – Diversity Sessions - GR officer working with schools to develop MUC1 tailored diversity and good relations programmes to suit each school and link schools together

Developing up 10 programmes with schools that have high number of diverse BME children/young people and school links

Over 100 young people and children participating in Cultural School Programme – potential schools: • Drumglass • St Patrick’s College Dungannon & Primary schools • Coalisland/Edendork/Bush/Newmills • Cookstown Holy Trinity & Primary Schools • Magherafelt Primary Schools & St Pius, Integrated

Project 2 - GR officer to liaise with preschools to engage in a programme to address respect for diversity through exploring early stereotypes and interaction of difference through a facilitated programme to suit age. Preschool engagement programme with 6-8 pre schools and over 100 children participating music, drama, interactive activities

Project 3 - GR officer engaging with schools in areas where communities are more segregated and developing tailored activities to encourage indigenous cultural expression within our schools and bringing them together through music • Youth Cultural International day of Peace events x 3 (linking Clergy Forum) with 8 primary schools • Sharing Music Tradition Programme with Canavan School of Music with 20 primary schools and over 300 young people participating

Good Relations Officers organising and delivering the International Day of Peace Programme link School of Music programme & Clergy Forum

GR Officer to support ongoing linkages between preschool and primary schools and post primary engagement TOTAL COST OF PROGRAMME £18,000 Project 1 £8000, Project 2 £6000, Project 3 £4000 TOTAL NO. OF PARTICIPANTS 500 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Increased understanding and respect for cultural diversity of our new communities Engaged preschool children in programme to address early stereotypes and interaction Promotion of multi-cultural society % of children who believe they have a greater understanding of diversity Traditional Cultural Music expressed across schools Greater understanding and linkages between different schools. Using music, drama, art to explore shared music & culture. % increase in pupils who have an engagement with pupils from areas they would not meet % of pre school children who have a greater understanding of diversity

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Children and Young People CODE Youth Diversity and Engagement Programme - Drama, Creative Expression and Sports GR officer working in communities and with EA Youth to engage young people MUC2 and bring them together through drama and creative expression and sport

Project 1 – Engaging young people through arts and drama

Project 2 – Engaging young people through sports TOTAL COST OF PROGRAMME £25,000 Project 1 £15,000, Project 2 £10,000 TOTAL NO. OF PARTICIPANTS 500 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Project 1 GR officer to work to development of a bespoke Youth Engagement through Drama, Dance, Creative expression

To create a Mini Mela style festival in Mid Ulster Promoting all the resident cultures and to promote global culture- up to 350 young people and wider public participating (180 youth)

Identify youth organisations to engage young people into the programme

GR Officer to link participation in wider cross cultural activities of other Council programmes – cultural activities and programmes

GR Officers to work through community drama to develop good relations themes to engage Young people disengaged or deprived or to promote good relations through partnership with our local theatre groups and youth forums Link Beyond Skin/Gathering Drum/Artsekta/others (link to some youth and mini mela)

6 arts and drama projects to work to improve access to shared drama and youth space across the district with over 200 young people participating and bringing a more tolerant approach back to their communities

Project 2 GR officer to work to development a youth engagement programme with Council sports development to target young people together particularly during summer months, with over 200 young people participating and 50% of these from local estate areas.

4 projects delivered using Council facilities across the District targeting our urban areas and engaging widely young people from areas, estates and deprived areas into the projects.

Children and Young People CODE MID ULSTER SCHOOLS SPEEDWELL PROGRAMME Schools cross community programme working with 12 primary schools across MUC3 the district delivered by Speedwell, average class size 20 children, attending a range of activity sessions over a period of term time (number of sessions depending on school partnership 5 sessions). Sessions both individual and together schools linked with other schools on cross community and geographical basis

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Targeted schools who through different political climates had not afforded the opportunity to collaborate. This information and need will be addressed from previous year evaluations

Engage wider families at celebration events

Over 240 young people participating

GR Officer to support ongoing linkages between schools and links TOTAL COST OF PROGRAMME £22,000 TOTAL NO. OF PARTICIPANTS 240 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Schools engaging together in a safe and facilitated space to learn about each other’s cultures and to explore topics of difference

“An increase in the % of participants who feel they have a greater respect and understanding for the culture of another community.”

Children and Young People CODE Engaging young people in Democracy GR Officer to develop & deliver a bespoke Speed Dating event for young MUC4 people, adults and members ,target and support participation by schools, women’s groups, youth forums/clubs and young people. Develop opportunities for public engagement in local Govt.

Potential link of GR in the ERASMUS project and enhancing EU youth democratic participation in democracy Support for Multi-Media Lab project that engages young people from Mid Ulster with partner youth organisations across Europe looking at civic leadership and democracy participation amongst youth – 90 young people TOTAL COST OF PROGRAMME £5000 TOTAL NO. OF PARTICIPANTS 160 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Greater opportunities for our community to meet and engage in local and NI democracy.

Encourage young people engage with local Councillors through 2 facilitated Speed dating events targeting local post primary schools

Encourage children to participate and become aware of local democracy through 3 facilitated events for small youth councils

Link the youth councils in the area to an engaged session with members

Facilitate leadership engagement sessions for vulnerable groups and civic engagement – women, disability and BME – 4 facilitate sessions

Engage with ERASMUS along with the EU Rural Centre project

An increase in the % of participants who feel more comfortable using shared spaces and services traditionally associated with people from another community background. 29

An increase in the % of young people and community who feel they have a greater respect and understanding for the wider political environment.

An increase in the % of young people who have a greater understanding of EU civic leadership and shared learning.

Shared Community CODE Good Relations Small Grant Programme Good Relations Officers working alongside groups on a grants rolling MUC5 programme to develop and support groups to develop shared activities, spaces, services. Grants fulfilling criteria of where feasible shared space recognisable to all communities and prioritising access of services to all communities.

TOTAL COST OF £60,000 PROGRAMME TOTAL NO. OF PARTICIPANTS 60 groups average 10 – 15 per group 700 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Good relations activities led by local communities across the District

Increased capacity of the community and voluntary sector in Mid Ulster to deliver good relations • “An increase in the % of participants who feel more comfortable socialising/working with people from another community background” • “An increase in the % of participants who feel more comfortable using shared spaces and services traditionally associated with people from another community background.” • “An increase in the % of participants who feel their community is a safe space” • “An increase in the % of participants who feel they have a greater respect and understanding for the culture of another community.”

Shared Community CODE Shared Spaces Good Relations officers working with projects that have developed over recent MUC6 years as shared space to continue to promote and ensure shared spaces with programmes and projects – Project 1 Pomeroy Rowan Tree/Forest £4000 – Increase usage of this new shared space within contentious boundaries by developing more community activity open and accessible to all

Project 2 Seamus Heaney Home Place - engaging with the wider Mid Ulster Community as a strategic shared space project £5000

Project 3 Event linked to the Earls project Railway Park as shared space and also inclusion of migrant communities £15,000. Engaging integration of wider and migrant community in previous Peace shared space area. Cultural event for music and fun elements for families

Other local projects 30

Link to Peace funding and shared space development through venues and Good Relations Grant TOTAL COST OF PROGRAMME £24,000 TOTAL NO. OF PARTICIPANTS 2500 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Create & grow shared spaces available, promoted and used in specific areas and communities

Increased number of diverse groups & individuals attending shared space events

Project 1 GR officers to work with all community organisations in the area and develop a programme of activity which can improve engagement within the area in the only shared space provision.

Project 2 Develop community events with a view to improve community ownership of new shared space with a particular emphasis on under- represented community engagement

Project 3 GR Officer to engage a wide range of stakeholders and develop a large scale community event improving community relations across the political/religious and cultural divide. GR officer to improve participation at community level through hosting an integration style community event and festival to improved ownership of shared space at an historically known contentious space in Dungannon now developed as a public park

Shared Community CODE FAITH GROUP/Clergy and Churches leadership and engagement Good Relations Officers to provide an enabling, facilitating role to developing MUC7 relationships and shared leadership between clergy & and churches & faith community across the District. Clergy £5000 Mid Ulster Churches x 2 £4000

Mid Ulster In Harmony Choral Services–Link to local poverty £2000 TOTAL COST OF PROGRAMME £11,000 TOTAL NO. OF PARTICIPANTS 200 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Greater Church and Clergy shared working and leadership on key issues from diversity, respect for culture. Engage churches & faith community in poverty awareness issues & anti- poverty initiatives. Community led initiatives with Church (International Peace Day). Anti-Suicide & rural isolation events & initiatives. Mid Ulster in Harmony event a key year activity partnering with clergy & GR projects. Our Safe Community CODE Responding to Community local issues GR officers to identify communities that have issues or local tensions through MUC8 links with our partners (recorded instances, members, PCSP, NIHE etc) how small activities could assist including linking the Probation Board and others and supporting self-help initiatives

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Provision for 6 reactionary support activities as required. Engaging with 70 – 80 persons & partners including Probation Board, NIHE, PCSP.

TOTAL COST OF PROGRAMME £5,000 TOTAL NO. OF PARTICIPANTS 100 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Supported communities addressing issues impacting on their local area and good relations. Good relations working in partnership with a range of partners including Probation service, NIHE & communities Reduced issues in communities through greater diversionary activity for areas, identified and supporting those move forward

Safe Community CODE Enabling Good Relations and safe communities Good Relations Officer to work across the District with communities that MUC9 require support to promote build capacity to engage

Develop relationship building among areas of weak capacity, vulnerable, disadvantaged or in poverty.

6 activities to support and engage those most vulnerable in society

Good Relations Officers to work with existing programmes, Neighbourhood Renewal, ICPP, Peace IV, PCSP to deliver projects to build capacity in areas and seek to open and increase community opportunities

Syrian refugee inclusion programme – In partnership with voluntary & statutory sector develop bespoke programme to welcome & integrate Syrian refugees to Mid Ulster. TOTAL COST OF PROGRAMME £10,000 TOTAL NO. OF PARTICIPANTS 1000 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? To seek to engage and build capacity and relationships in communities that currently do not engage due to weak infrastructure, poverty, disadvantage, isolation.

Our Cultural Expression CODE Celebrating Cultural Diversity Good Relations Officers linking with Arts and Culture in the development of MUC10 programmes to be expanded to include for good relations engagement.

Project 1 O’Neill and cultural expression and linkages of this across the District and wider international links (Hill of The O’Neill, Ranfurly House, Tullahogue Fort and Burnavon) – engaging 100 people

O’Neill and cultural expression activities x 3 linking key sites annually

Project 2 Bridewell and its heritage and significance to wider communities and expand its usage as a key strategic site for Mid Ulster – engaging 100 people 32

Bridewell heritage promotion activities x 3

Project 3 Reaching out to wider community through greater engagement in cultural activities to key heritage and cultural events including Irish (Seachtain Na Gaeilge) and Ulster Scots (Burns Night appreciation, & Aughintober Cultural project) – engaging 350 people

Engagement events support to local cultural workshop activity including Seachtain Na Gaeilge week and Burns Night & Aughintober Cultural Piping workshops

Linkages to Peace and cultural Heritage and other programmes TOTAL COST OF PROGRAMME £20,000 TOTAL NO. OF PARTICIPANTS 500 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE?

% of people who believe they have a greater appreciation and increased understanding of their own and diverse traditions.

% of people who have or would not have experienced other traditional cultures

Our Cultural Expression CODE CULTURAL SUPPORT & DEVELOPMENT Good Relations Officers working alongside Arts in the celebration of MUC11 Cultural activities & events

Good Relations Officers to work alongside Community Development and in the delivery of good relations support for our strategic events and local festivals across the District

Burnavon £3000 (Irish night and Ulster Scots night) Activities of celebration £2500 Pipe Bands Event Cookstown £2500 St Patrick Day Cultural/Carnival Parade Dungannon £8000

8 cultural celebrations supported across the District allowing our communities to engage and participate

Support to over 60 local festivals funded across the District with link to cultural expression (Community local festival fund)

Community led support events link to Grants TOTAL COST OF PROGRAMME £16,000 TOTAL NO. OF PARTICIPANTS 3500 PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Celebration of Irish and Ulster Scots Culture across the District involving local people and communities

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Celebration of inclusion in our cultural activity for all through Council funded events and festivals

Our Cultural Expression CODE Supporting BME COMMUNITIES Project 1 MUC12 Good Relations Officer to work with partners (STEP and An Tearman) in the development of programmes and activities to assist in the support for migrants and BME communities across Mid Ulster including migrant communities, travellers to promote and encourage respect for diversity and culture and integration

Engagement with Polish House Mid Ulster/Honorary Consuls Good Relations Officers to meet with agencies representing migrants and travellers and work together on initiatives in relation to BM

Project 2 GR Officer to support development of community associations or community groups to engage migrant communities within Mid Ulster Ongoing support to current developing groups such as Polish Group in Mid Ulster, Local Association of East Timorese and increased support to involve areas in community activity TOTAL COST OF PROGRAMME £14,000 TOTAL NO. OF PARTICIPANTS Project 1 1000 Project 2 150 over 6 events PROGRAMME OUTCOME – WHAT DIFFERENCE DO WE WANT TO MAKE? Greater Diversity and Integration of migrants and traveller living and working in our communities Increased awareness and knowledge of access to services to enable positive participation in public life GR Officers to work collaboratively with NGO’s to ensure rights of migrants are respected within the region GR officers to engage BME communities developing their community capacity and engaging migrants in wider society Tailored support programmes

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Code Area of complimentarity Evidence MUC1 Good Relations to work alongside Peace IV to identify No of joint projects being taken and develop a range of initiatives that will support forward as best practice models inclusivity amongst children and young people Deliver Increased schools activity through sport, arts, culture, community activity and developing further cross diversionary activity community engagement Good Relations Officers will link closely with PCSP on engaging disengaged young people, addressing youth interaction and engagement at times of community tension. Liaison and interaction in school activity and Reduced sectarian/racist tension programmes with shared messages. Reduced recorded ASB incidents Cultural diversity work and working together to address areas of hate crime and to promote diversity integration. MUC2 Good Relations will work alongside Peace IV with Increased audiences from all communities to identify and support communities work communities at key shared space towards the development of creation of shared space resources projects across the District and programmes of activity to provide for maximum shared usage. Increased partnership events in GR officers will link to PCSP for events and activities to communities reducing tension jointly plan and deliver messages where relevant, particularly in relation to themes such as supporting minority ethnic communities and migrants, anti-racism and tackling hate crime. Through its engagement with local community organisations, the PCSP will indirectly support the No of events targeted at areas to delivery of the Good Relations action centred on the increase participation and improved use of community venues by all community. therefore more inclusivity at Good Relations will link with PCSP when dealing with council hosted events in shared issues impacting shared space. spaces MUC3 Good Relations to work alongside Peace IV in Reduced sectarian/hate incidents developing programmes that will address sectarian and throughout the region leading to racism in our District and communities and including initiatives which can provide more and working with our marginalised communities/people. tolerance and mutual respect Diversionary activities for young people and particularly No of diversionary events and at identified areas of at key times of the year. reduced sectarian/hate incidents Dealing with issues that impact on vulnerable people stemming from activity within our communities. Increased awareness of Joint messages to address issues of hate, ASB activity traditions/identities and mutual and joint responses. respect for all cultures MUC4 Develop and support relationship building between Increased cultural events annually communities through events and activities that will bring across the region engaging wider people together, support sharing and build trust audiences Ongoing liaison with PCSP to community based Respect for Difference through initiatives and events and liaison when doing work and bespoke programs aimed at engagement in areas of weak infrastructure. building understanding of others MUC5 Overseeing and ensure complementarity and no On-going evaluation via a range duplication across both programmes. Peace IV due to of methods commence April 2017 GR officers will work closely with PCSP on delivery of the programme and will co deliver projects together Target campaigns delivering joint particularly in schools and out with communities on the messages ground. Regular monthly meetings will be held between the teams. 35

TEAM DETAILS

NAME/ROLE/CONTACT DETAILS OF Oliver Morgan GRM 50% ALL STAFF RESPONSIBLE FOR Officer 1 Sean McElhatton GRO PROGRAMME MANAGEMENT Officer 2 Sean Henry GRO Paula Kelly GR Assistant Officer 3 TBC

PROGRAMME DETAILS

NUMBER OF PROGRAMMES 12 programmes TOTAL COST £416,000 TOTAL PROGRAMME COSTS £230,000 75% £172,500 TOTAL STAFF COSTS £186,000 75% £139,500

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J

Subject Corporate Strategic Events

Reporting Officer Michael Browne

Contact Officer Sharon Arbuthnot

1 Purpose of Report

1.1 To report, and inform Council of the programmed strategic events planned for the next 12 months, and recommendations to improve their delivery.

2 Background 2.1 This report includes strategic events, events which are public facing which are not part of a normal scheduling of arts facility programmes.

Events are important in contributing to the local economy and developing 2.2 partnerships with local businesses and stakeholders within the Tourism

Industry.

2.3 All our corporate strategic events should also increase the reputation of Mid Ulster District Council as an area that delivers high quality public facing events.

2.4 The Events team strive to increase the quality of the event offering from one year to the next, by continually aspiring to grow the events portfolio both in quality and frequency. This will regenerate a more positive reputation for the District and help increase the tourist/visitors potential.

We are continually looking at a more innovative and creative approach in 2.5 the planning and delivery of our events. At all times the events team is mindful for the need to consistently strive for improvement and to exceed customer expectations.

3 Key Issues

3.1 It is essential that early planning and delivery of the proposed events starts as soon as possible, to allow the events team sufficient time to plan and procure, ensuring best value for money. In addition to this, it also ensures that the marketing and communications team have time to plan campaigns and strategies to promote the events.

3.2 To ensure corporate events are evaluated using the same template and mediums, to allow comparisons and bench mark figures for development.

4 Resources

4.1 Financial

All events proposed can be delivered within existing budgets

Human 4.2 Officer commitment from various different departments.

4.3 Basis for Professional/ Consultancy Support

N/A

4.4 Other

5 Other Considerations

5.1 To ensure the planned activities will not have an adverse impact on the Dungannon Public Realm Market Square realignment or Coalisland Public Realm Scheme.

Visitors attending our strategic events will be encouraged to visit our town 5.2 centres and local shops. Shops will be informed of town centre events,

and encouraged to extend their opening hours.

5.3 It is very important that the Council records and carries out research on the types, numbers and visitors that are attending Council events. Successful marketing comes from a complete understanding of those attending Council events – who they are, where they live and their leisure needs. Alongside the marketing strategy, a common district wide method for pre & post research will be developed. To ensure corporate events are evaluated using the same template and mediums, to allow comparisons and bench mark figures for development.

6 Recommendations

6.1 To develop a district wide solutions for undertaking market research both before, and after, strategic events.

6.2 To agree the dates and proposed events in appendix 1.

7 List of Documents Attached

7.1 Appendix 1 – Proposed list of Corporate Strategic Events

2017/2018 Corporate Events Recommendations and Proposals

Name of Event Proposed Date Recommendation & improvements Continental Market 20 – 21 May Develop this event into a two day festival, enhancing the economic benefits to the town by attracting increase footfall. Enhance the live music and continental themed entertainment offering. Hidden Heritage Events Promote the hidden gems within the Mid Ulster area, to regenerate increase visits to the site. Wednesday 21st June – Summer Solatistics at Beaghmore Stone Circles Saturday 1st July – US Grants and Carlton Trail Saturday 12th August – Upperlands Tour – Saturday 10th September or Sunday 11th September– Seamus Heaney tour 17th June Traditionally there has been a family fun day held in Meadowbank Sports Straw Festival Arena, this fun day has a quirky twist with straw sculptures. This year our aim is to develop the event to include more town centre activities with music, straw sculptures and entertainment.

We also seeking to increase the involvement from the town centre nigh time economy businesses to broaden the appeal of the event to the wider audience and to create a more festival feel to the event. August – Month of Music and Culture Cluster

National Play Day – 02nd August –This is the national day for play in the Cluster and enhance a programme of events to profile the Mid Ulster Area. UK Produce a monthly programme to showcase the events and encourage visitors to visit the area. Encourage the local nigh time economy to get Blues on the Hill – 05th August - An evening of Family music, building on involved. last year’s event.

Busking Festival– 05th August –A town centre event to attract footfall in Dungannon

Play in Park – 12th August – A family fun event for children’s, outdoors activities

Maghera Walled Garden Event – 19 August Lumerina – 25th -26th August – an event to promote footfall in Ballyronan, Music, activities and fireworks

Picnic in the Park – 28th August – An event to showcase Dungannon Park, To develop the Festival to include others areas which would wider the offering. A great family day.

Comedy Festival 05th -07th October This year’s Comedy Festival, will be moved to October. The change of date will aim to attract a higher footfall to the festival and sim to generate bed nights. This year we will be working with Arts & Culture and Town Centre Officers to increase the offering to a wider audience and to develop this event into a festival of comedy, over a the weekend include private sector locations, such as pubs and restaurant and cafes.

Halloween in Dungannon 27th October Continue to build on the success of last year’s event, with laser lights, music Fire Jugglers et firing low level fireworks to fully utilise the site of Hill of O’Neill/ Ranfurly House.

Halloween Hooley 28th October A free family event. This event is popular for families with young children, as is provides a safe place to play. This year we aim to Introduce more family shows, audience based to entertainment large numbers at a time. These events are a fantastic tool to promote the site and its facilities to the community.

Halloween in MUSA 28th October The MUSA Halloween attracts very high numbers at the annual fireworks display. In terms of managing and high numbers it is the Council’s best site for a fireworks display and as such we are recommending that we upscale the offering both from display and the entertainment and develop this event into our signature Halloween event for Mid Ulster. Increase the activities, expand the fireworks display, and promote the event throughout Mid Ulster. This site can accommodate the large volume of attendees with car parking available on site and off all the sites has the greatest potential to expand.

Halloween Fireworks in Maghera 31st October This 15 minute fireworks display attracts a large volume of residents to the event. The local historical group organise a Halloween trail to coincide with this event, adding value to the event. Consideration will be given to changing location, however the options are limited.

Halloween in Coalisland 31st October This event, is well attended and organised in partnerships with the local Community Group. Council will continue to partner with the community group to develop this event.

Cookstown Christmas Lights 23rd November This is a fantastic event for Cookstown Town Centre. This year, Council will continue to work with the town centre business and encourage late night opening to boast economic spend.

Please note that this is subject to Council approval and not clashing with Council meeting.

Magical Christmas Kingdom – Dungannon 24th- 26th November Due to the success of the Magical Christmas Kingdom last year we are proposing to upscale the event more in 2017 to broaden the appeal to a wider children’s audience. Develop the Magical Kingdom, utilising and promoting the Hill of the O’Neill and Ranfurly House. Establish the event in one location to prevent splitting the crowds and promote this wonderful asset.

Magherafelt Christmas Market 24th – 26th November This event is an established event in the trader’s calendar. This year we aim to attract a higher volume of traders to include additional craft stalls. After the views last year we will be looking at changing the layout to ensure a more village market feel and increase the outlets. Ensure that there is a more integrated feel between the market and switch-on. Increase children’s entertainment.

Magherafelt Christmas Switch On 25th November The event will take place in Broad Street similar to last year, however we plan to re-locate the stage due to the large volume of people attending and enhance the audio/visual equipment which is more in keeping for an event such as this with the challenges. Ensure all children can see or meet Santa, before, during or after the event.

Maghera Christmas Lights Switch On 02nd December Continue to develop from last year’s event and grow and upscale the offering. Develop and utilise the Walled Garden Lantern Trail into more of an attraction on the day.

Coalisland Christmas Lights 03rd December Review the offering and continue to upscale and enhance the event, by working alongside Craic theatre and the local traders.

Burnavon Grotto 08th -18th December Continue to develop this event, this is the only Grotto in Cookstown and has proved very popular over the years.

K

Subject Future Search Conference

Reporting Officer Michael Browne

Contact Officer Mary McKeown

1 Purpose of Report 1.1 The purpose of this report is to provide a background and overview of the Sperrins, its previous management arrangements and to recommend the use of a unique strategic planning method to develop a new shared vision and strategy for the management of the region.

2 Background

2.1 The Sperrins is one of Northern Ireland’s greatest assets with the largest and least explored mountain range in Northern Ireland (NI). Straddling the Counties of Tyrone and Derry/Londonderry, the Sperrin Mountains stretch 35 miles from the western shores of Lough Neagh to the Donegal/Tyrone border. The Sperrin’s region covers an area that is contained within a boundary zone which runs from Strabane to Omagh to Cookstown to Magherafelt to Maghera to Dungiven to Claudy to Strabane, incorporating parts of the district council areas of Mid Ulster, Fermanagh and Omagh, Causeway Coast and Glens and Derry City and Strabane.

2.2 Originally designated in 1968, the Sperrin Area of Outstanding Natural Beauty (AONB) encompasses a largely mountainous area of great geological complexity with an abundance of natural tourism resources, such as lakes, rivers, valleys and forests. It provides a perfect destination for a wide range of outdoor activities including, cycling, walking, fishing, golfing, parachuting, micro-light flying and quad biking to name but a few. The area is rich in historic and archaeological heritage and folklore, dating back 5,000 years.

The Sperrins region has a population of approximately 178,000 – just over 2.3 10% of the overall Northern Ireland population (NISRA Pop. figures 2003). However, geographically – the area covers approximately one quarter of Northern Ireland. 33% of the current population live in the urban towns (Omagh, Strabane and Cookstown, Magherafelt) and the remaining (67% - 119,440) live in the surrounding towns, villages and rural countryside. There is a strong reliance on traditional industries such as agriculture, construction and manufacturing although like many other rural

areas, these industries have been hit hard by the present economic climate.

2.4 Outside of Belfast and Derry, the Sperrins includes some of the most deprived local authority wards in Northern Ireland, occurring in pockets specifically in the west of the region.

2.5 In 2012 the Sperrins region had been recognised by Tourism NI as being one of nine designated tourism destinations in Northern Ireland as identified through the ‘Draft Tourism Strategy for Northern Ireland to 2020’. This subsequently led to the establishment of Tyrone and the Sperrin’s Working Group in 2013, which consists of Tourism officers from Fermanagh and Omagh District Council, Derry City and Strabane District Council and Mid Ulster District Council working together with a budget of 15k to market the region collectively.

Management Structures / Arrangements

2.6 Sperrins Tourism Ltd (STL) was established in 1999 as the regional tourism body responsible for marketing and development of tourism activities in the Sperrin’s region.

2.7 The company’s remit was to market and promote the Sperrins region to potential local, national and international visitors; and provide relevant specialised training and support for the tourism industry.

2.8 Selected as one of five delivery agents for the Natural Rural Resource Tourism Initiative, STL was at one time responsible for a budget in the region of £3.4 million for some 138 projects across seven council areas.

2.9 STL received core funding of £63,925 towards staff salary costs and office overheads from the five legacy Councils of Strabane, Cookstown, Omagh, Limavady and Londonderry/Derry. In addition the organisation received financial support through its membership scheme for private, community and public industry providers. The membership grew to 270 members across a range of tourism providers.

2.10 The Board was made up of 36 Directors from the legacy council areas. In total 50% of the Directors were from the public sector with the other 50%

being made up of private and community/voluntary representatives. The organisation employed 2 full time staff members who acted as Joint Managers and one part time staff member, a Project Co-Coordinator in place for the delivery of a Rural Development Programme.

2.11 STL worked in partnership with TNI on the development of a “Sperrin’s Destination Management Plan” and engaged with private, public and community stakeholders to identify short, medium and long term actions. Actions included various marketing activities, product development and enhancement, industry development and industry intelligence.

2.12 The role and responsibilities of the organisation developed over the course of time in line with some significant changes, most notably through STL

becoming the delivery partner for the NRRTI programme in the Sperrin’s. Moreover, there was a partnership with the Western Regional Partnership (WRTP) which was then set up in 2009 by TNI and included Sperrin’s Tourism, the legacy councils of Derry City, Dungannon, Magherafelt, Strabane, Fermanagh and Omagh. This group dissolved in 2011.

2.13 In 2011, STL were in receipt of a letter of offer from Northern Ireland Environment Agency (NIEA) to employ an AONB Officer for the Sperrins Region who would draw up an AONB Management Plan for the Sperrins area. This offer of £104,696 for the three year project was to be match

funded by Sperrins Gateway Landscape Partnership (SGLP) at £34,898.66. This position never was appointed as following a review of its financial viability in 2012; the company went into liquidation and eventually wound up in 2013.

2.14 The Tyrone and the Sperrins Working Group was established in 2013, comprising Tourism officers from Fermanagh and Omagh District Council, Derry City and Strabane District Council and Mid Ulster District Council working collectively to market the region with limited financial resources.

2.15 What is a Future Search Conference?

2.16 Future Search is a unique planning method used world-wide by hundreds of communities and organizations. The method enables large diverse groups to

validate a common mission to take responsibility for action and to develop commitment to implementation.

2.17 The method is especially useful in uncertain, fast-changing situations when it is important that everyone has the same large picture in order to act responsibly.

Because it is largely culture free, Future Search is used in North and South America, Asia, Africa, Australia, Europe, and India to create an umbrella for social, technological and economic planning.

A Future Search may involve 60 to 80 people. People work in small groups as 2.18 "stakeholders" (shared perspectives), and in mixed groups that are a cross-section of the whole. Every person has a chance to speak and listen. This makes possible a shared picture based on the experience of all those present. The meeting also is managed so that the entire group can be in dialogue when necessary. The minimum length is five sessions of half a day each, spread across three days to allow for "soak time."

2.19 Future Search follows tested principles derived from six decades of research and experimentation with what it takes to enable people to act cooperatively without having to defend or sell their own agendas or give up cherished values. The first principle involves "getting the whole system in the room"—meaning people with authority, resources, expertise, information and need. The second involves putting the focal issue in global perspective, helping each person to see a bigger picture

than usual. The third requires seeking common ground and desirable futures, while treating problems and conflicts as information, not action items. The fourth asks people to manage their own small groups and take responsibility for acting on what they learn.

There are five sessions labelled Past, Present, Future, Common Ground, and 2.20 Action. Each involves creating a data-base, sharing understandings in small groups, reports to the whole, and large group dialogues. Sessions are cumulative and the product is an action plan and follow-up structure.

Many Future Search participants come with justifiable skepticism based on past 2.21 experiences in unproductive meetings. In Future Search they often will set aside stereotypes and untested assumptions as they discover what can be accomplished in this new setting. Most Future Search participants when given access to information, resources, and people in authority who usually are not available all at

once, will create effective action plans none of them thought were possible.

The Future Search Methodology was co-developed by Sandra Janoff PhD. 2.22 Sandra is an international consultant who has worked with global corporations and communities in Africa, Asia, Europe, India, North & South America, Australia and

New Zealand. Information on a number of case studies is included in Appendix 2.

Sandra, who is based in Philadelphia, also has extensive experience of working 2.23 in Northern Ireland since 1999. She helped develop integrated economic development plans in County Fermanagh, Derry-Londonderry, Strabane,

Coleraine, a strategy for the departments of DCAL and DEL and a vision and integrated community plan for Tearfund Foundation and Lough Neagh.

Sandra has delivered these events in conjunction with Aideen McGinley. Aideen 2.24 has 37 years local and central government experience in Northern Ireland

including her roles as CEO in local government and Permanent Secretary.

Biographies for Sandra and Aideen are included in Appendix 3. 2.25 The Sperrins Councils have met to discuss the possible content for a Future 2.26 Search Conference, the potential groups and organisations that should attend and when the event could be scheduled. Initial scoping has also estimated the costs of holding a Future Search Conference.

The preferred title for the Future Search Conference is, 2.27

2.28 The Sperrins - Reaching New Heights, Realising Our Potential"

It is suggested that the conference takes place from 27th – 29th September 2.29 2017

2.30 The Future Search methodology usually involves eight stakeholder groups, spanning the diverse range of interests with eight participants in each group. The initial scoping exercise has identified that, in order to capture the views of

young people in the arear that a ninth group should be included. The proposed stakeholder groups are listed below:-

• Community • Land Owners/Farmers • Departments & Statutory Agencies • Tourism • Heritage & Environment • Outdoor Recreation

• Business & Industry

• Elected Representatives • Young People

3 Key Issues

3.1 Way Forward / Recommendation

3.2 The Sperrins is one of NI’s most unique assets, however, has constantly been regarded as underutilised in terms of tourism and recreation. It is regrettable that the previous management structure was not deemed financially viable.

3.3 It’s now 50 years since the Sperrins was designated as an AONB and the current situation presents an opportune time for all stakeholders to reflect, take stock and forward plan in a holistic manner for the future strategic development and management of the region. A wide range of stakeholders from the statutory, private and community/voluntary sectors have an ongoing long term interest in the Sperrin’s region.

3.4 Senior representatives from the four councils that include part of the Sperrins within their district met in November 2016 to discuss a range of issues including tourism, outdoor recreation, industrialisation, local plan development and the absence of a co-ordinated approach to the management of the largest AONB in Northern Ireland.

3.5 The consensus was that a Future Search exercise, similar to that carried out for Lough Neagh recently, should be undertaken for the Sperrins to further discuss the issues and agree a way forward.

3.6 The Future Search planning method is a process used world-wide to get the whole system in the room, focusing on the future and creating values- based action strategies. It was co-developed by an American lady, Sandra Janoff.

3.7 Future search conferences are highly structured events, usually lasting 2 days, at which a cross-section of community members or 'stakeholders' create a shared vision for the future.

3.8 Senior representatives from the four councils believe that Future Search provides a robust framework to involve all key stakeholders to formulate development goals for the Sperrin region that can be ‘shared by all’. Such a planning method for the Sperrins would prove effective in that it enables large diverse groups to (1) validate a common mission, (2) take responsibility for action, and (3) develop commitment to implementation.

4 Resources

4.1 Financial

Costs of hosting a Sperrins Future Search Conference are estimated to be approximately £40,000, broken down as follow:-

• Venue hire, accommodation, catering, AV etc. - £15,000 • Consultancy support for event planning and facilitation costs £13,500

• Animation - £3,000

• Recording discussion and Report Preparation - £5,000

• Contingency - £3,500

4.2 It is proposed that the costs of the Sperrins Future Search Conference are equally shared by the four Sperrins Councils. Discussions have commenced with the Department for Environment, Agriculture and Rural Affairs regarding co-funding the event with Councils.

4.3 The request is for each of partner organisation to contribute a maximum of £10,000 EX VAT towards conference costs. The financial cost will pay for consultant Sandra Janoff who will host the conference, the appointment of a consultancy firm to collate the data and the venue costs for 2 ½ days.

4.4 Human

A cross council approach to administrative support of the conference will be sought across all councils.

4.5 Basis for Professional/ Consultancy Support

The Future Search planning method is a process used world-wide to get the whole system in the room, focusing on the future and creating values- based action strategies. It was co-developed by an American lady, Sandra Janoff.

5 Other Considerations

5.1 Sport NI had considered hosting a conference in May 2017 on outdoor recreation within the Sperrins and had sought contributions from each council towards the cost of the event. It is considered that while this event would be beneficial, there is a clear need for a more holistic approach covering much wider issues. A Future Search Conference is considered to be the best option to advance the wide and complex range of issues at hand and to realise the potential of our largest AONB.

6 Recommendations

6.1 Members approve the above request for financial and administrative support to deliver the Future Search conference on the Sperrins. This support will be to subject to remaining financial and administrative requirements for delivery being resourced through the other councils.

7 List of Documents Attached

7.1 List of Documents Attached

Appendix I —AONB Map Appendix 2— Future Search Examples Appendix 3 — Sandra Janoff & Aideen McGinley Biographies

L

Subject Tourism Promotions

Reporting Officer Michael Browne

Contact Officer Allison O’Keefe

1 Purpose of Report

1.1 Approval to promote Mid Ulster Tourism at major consumer and trade platforms regionally and across ROI and GB markets, working in partnership with Tourism NI and Tourism Ireland (where applicable).

2 Background

2.1 Larger consumer shows, such as, Balmoral Show, attract over 70,000 potential visitors making it one of the largest local tourism platforms. In 2016, over £7,200 worth of bookings and sales were recorded from businesses who availed of the opportunity to promote and sell on the Mid Ulster Council Tourism stand.

Consumer and trade events provide a platform to:

• To raise awareness and promotion of Seamus Heaney Experience and the opening of Seamus Heaney HomePlace.

• Opportunity to collate additional key contacts to Friends of Seamus Heaney database.

• Highlight key events taking place within Mid Ulster region

• Distribution of marketing material, including, Mid Ulster Visitor Guide.

• To engage with trade by offering a platform to Mid Ulster tourism businesses to promote their product whilst offering special promotional offers to visitors.

• Offer competitions as a tool to collate database of potential visitors for follow-up marketing and promotional purposes.

• Provides a networking platform for officers to link with other industry related organisations.

3 Key Issues

The following key consumer and trade shows/events have been identified as an essential platforms to promote the mid ulster region and product.

3.1 Balmoral Show, Belfast – 10th - 13th May The show will for the first time run over 4 days so as to include a Saturday. It is anticipated this will allow for an even greater number of visitors to attend and therefore a larger audience.

3.2 Garden Show Ireland, Antrim – 5th - 7th May Held in Antrim Castle Gardens, the show has grown in strength over the last 12 years. Attracting over 25,000 visitors and a strong target market of the culturally curious, usually with a greater degree of disposable income.

3.3 Bloom in the Park, Dublin – 1st – 5th June Ireland’s largest urban lifestyle event attracts a high calibre of over 110,000 visitors ideal to promote Seamus Heaney Experience and collate valuable database of potential visitors. Both trade and officers will have the opportunity to promote on the Tourism NI stand, thus strengthening relationships.

3.4 Royal Highland Show, Edinburgh – 22nd – 25th June One of Scotland's largest showcase events with an agriculture and country life focus, attracting up to 160,000 visitors. Following last year’s show it proved a significant platform to showcase the superb tourism experience on offer to Scottish holidaymakers and again strengthen relationships with Tourism Ireland. Attendance at this show will be subject to availability on the Tourism Ireland stand.

3.5 Clogher Valley Show, Clogher – 26th July The largest 1 day agricultural event in the region provides up to 8 tourism businesses a platform to sell to a local and domestic market.

4 Resources

4.1 Financial Balmoral Show - £3,000 Garden Show Ireland - £500 Bloom in the Park - £500 Royal Highland Show - £1,500 (subject to Tourism Ireland support) Clogher Valley Show - £500

4.2 Human Staff time, travel, subsistence and mileage where applicable.

4.3 Basis for Professional/ Consultancy Support NA

4.4 Other NA

5 Other Considerations

5.1

6 Recommendations

6.1 To attend carefully selected consumer platforms to increase awareness and promote Mid Ulster tourism products.

7 List of Documents Attached

7.1 N/A

M

Subject Northern Ireland Rural Development Programme 2014-2020

Reporting Officer Fiona McKeown

Contact Officer Eamon Gallogly

1 Purpose of Report

1.1 To update members on progress with the interim rural development strategy for Mid Ulster.

2 Background

2.1 Mid Ulster Rural Development Partnership has been allocated £10.16m for the roll out of a local rural development strategy for Mid Ulster funded under the 2014-2020 NI Rural Development Programme.

The Schemes within the local rural strategy are: • Rural Business Investment Scheme • Rural Services Scheme • Village Renewal • Rural Broadband; and • LAG Co-operation

Further detail on these Schemes is available on the LAG website www.midulsterrdp.org

3 Key Issues

3.1 Rural Services Scheme – approval of pro forma requests for Council match funding.

All projects applying for funding under the Local Actions Groups Rural Services Scheme must show evidence of financial assistance from Council. This is a DAERA eligibility condition. A process for dealing with project promoter requests for Council match funding under this Scheme was approved by Council in April 2016. This will involve promoters completing a pro forma request for match funding and if deemed eligible, the issue of a conditional letter of intent to provide a 5% match funding contribution towards total project costs up to a maximum of £16,666.

A formal offer of funding from Council will only issue to those groups who are subsequently approved by the LAG for capital funding under the Rural Services Scheme. This Scheme is currently open for applications and will close on 28th April.

All groups who were invited by the LAG to apply to the Rural Services Scheme were contacted by Council on 10th January 2017 and provided with a pro forma template to complete and return by 31st January.

Pro-forma requests have now been received from the groups listed below and an eligibility check completed by staff on each against the following criteria:

• Has a Constitution or evidence of legal status been provided? • Based on the description of the group’s activities and Constitution / legal documents provided, does the applicant or any element of the project relate to the furtherance of political or religious objectives? • Based on the description of the project provided, will the project proposed contribute towards priorities of Councils Community Plan themes? • Is there evidence to suggest the project will have benefit for the wider community it is intended to service? • Has the promoter confirmed the sources of match funding to meet total project costs?

The outcome of the eligibility checks are summarised in the table below.

Name of Group Pro forma deemed eligible for consideration by the Committee? Carntogher Community Association 132A Tirkane Road, Maghera, BT46 5NH yes Clogher Valley Community Centre 19 Dunroe Road, Augher, Co Tyrone yes Killeeshil Community Centre 222 Ballygawley Road, Killeeshil, Dungannon, BT70 1TU yes Knocknagin Hall Committee 53 Knocknagin Road, Desertmartin, Magherafelt, BT45 7LQ yes Lissan Hall Committee 29 Tullynure Road, Cookstown, BT80 9XH yes Moortown St Malachys GAC Aneter Road, Cookstown, BT80 0HZ yes Moneyneena and District Development Initiative An Ráth Dubh, 53 Moneyneena Road, Draperstown, BT45 7EN yes Muintir na Mointeach Ltd Washingbay Health Living Centre, c/o 15 Ferry yes Road, Coalisland BT71 4QT

Cavanakerran Community Association Ltd 11 Lucy Street, Pomeroy, BT70 2QS yes Rainbow Daycare Eglish Ltd 2 Stiloga Road, Eglish, Dungannon, BT71 7DW yes Rock St Patrick's GFC 25 Tullyodonnel Road, Rock, Dungannon BT70 3JE yes Desertmartin G.A.C. 51 Longfield Road, Desertmartin, Magherafelt, BT45 5LS yes St Michael's GAC Lissan 5 Letteran Road, Cookstown, BT80 9XW yes Workspace (Draperstown) Ltd The Business Centre, 6 Tobermore Road, Draperstown, BT45 7HS yes Augher St Macartans GAA 20 Annaghilla Road, Augher, BT77 0BP yes Clonoe Rural Development Agency 93 Washingbay Road, Clonoe, Coalisland, BT71 4PU yes Tobin Youth Centre (Moortown) Ltd Tobin Memorial Park, Ardboe Road, Cookstown, BT80 0HT yes Thomas Doran Trust Parkanaur College 57 Parkanaur Road, Dungannon, BT70 3AA yes EDEN (Enhancing & Developing the Edendork Neighbouthood) No

Note: EDEN (Enhancing & Developing the Edendork Neighbouthood). The location of this project is inside the settlement development limits of Dungannon which deems it ineligible to apply for Rural Development Programme funding.

4 Resources

4.1 Financial £160,000 - already agreed through Council in April 16.

Human NA

Basis for Professional/ Consultancy Support NA

Other NA -

5 Other Considerations

5.1 None

6 Recommendations

6.1 Members are asked to approve the issue of a letter of intent to those deemed eligible as shown in the table at 3.1 above.

Copies of the pro-form requests received and accompanying eligibility checks are at Appendix 1 for reference.

7 List of Documents Attached

Appendix 1 - Pro forma requests and eligibility checks

N

Subject Economic Development Report

(1) Business in the Community Membership

(2) Draft Industrial Strategy for Northern Ireland : Economy 2030

(2.1) Department for the Economy’s Consultation Document on an Industrial Strategy for NI

(2.2) Draft Response from Mid Ulster District Council on an Industrial Strategy for NI

(3) Blackwater Regional Partnership – Review and Options Report

(4) Mid Ulster Town Centre Positioning Study & Implementation Plan

(5) Draft Regeneration Action Plan 2017-2018

(7) Agenda NI Magazine - Advertorial Opportunity

(8) Mid Ulster Skills Forum

(9) Brexit and the Border Corridor

Reporting Officer Fiona McKeown, Head of Economic Development

1 Purpose of Report

1.1 To provide Members with an update on key activities as detailed above.

2 Background

2.1 Business in the Community Business in the Community is a membership organisation for companies that are dedicated to corporate responsibility. It was set up in Northern Ireland in 1989 and has over 260 members. It is part of a UK-wide organisation with over 850 members with direct access to senior business leaders to tackle key social issues and use their skills and resources as a force for good. There is a sister organisation in Dublin, enabling engagement effectively with businesses that have an all-Ireland perspective.

Membership benefits include; • Strategic support whereby each member has a dedicated corporate responsibility adviser who provides tailored support and expertise in developing a strategic and integrated approach to corporate responsibility;

• Networks with a membership accounting for one in three of the Northern Ireland workforce, the Business in the Community network is wide-reaching

and offers a diverse range of valuable networking opportunities to members;

• Policy and Practice by providing a series of programmes that will support MUDC;

• Platforms to share best practice and numerous opportunities to learn from and share with others, alongside the wider Business in the Community network.

2.2 Consultation on Department for the Economy’s Draft Industrial Strategy for Northern Ireland : Economy 2030 On 24 January 2017, the Economy Minister published a Consultation document on an Industrial Strategy for Northern Ireland (Appendix B). This sets out a long term vision to transform Northern Ireland into a globally competitive economy. It is based around the following five priority pillars for growth:

• Accelerating Innovation and Research; • Enhancing Education, Skills and Employability; • Driving Inclusive, Sustainable Growth; • Succeeding in Global Markets; • Building the Best Economic Infrastructure.

2.3 Blackwater Regional Partnership – Visioning Study The Venturei Network (Venture) was commissioned by Mid Ulster District Council (MUDC) on behalf of the membership of Blackwater Regional Partnership (BRP) to carry out an independent review of the current context for BRP, its structure and options for future Cross Border Co-operation in respect of the Blackwater catchment between Councils on both sides of the Border.

The review process included:

• A review of the history and background of BRP • Assessment of the outputs delivered by BRP over its twenty two year lifespan • Consulting with the current membership of BRP (made up of Councillors/Elected Members from the participating Councils) • Facilitation of a Board workshop • Development and presentation of options

2.4 Mid Ulster Town Centre Positioning Study Council appointed Place Solutions in August 2016 to provide a comprehensive assessment of Mid Ulster’s three large town centres (Cookstown, Dungannon & Magherafelt) in terms of branding and marketing, and to produce a report which will provide clarity on the future positioning of the three towns, including the identification of their current and future purpose, the facilities and services they offer, their attractions and their unique selling points

2.5 Draft Regeneration Action Plan 2017-2018 The regeneration of Mid Ulster’s towns and villages is a key priority identified within Mid Ulster’s Economic Development Plan 2015-2020 and Draft Community Plan (2017). The Draft Regeneration Action Plan (Appendix F) proposes a number of priority actions to take forward within the 2017/2018 financial year which will have a significant impact in revitalising towns and villages within Mid Ulster.

Agenda NI Magazine – Advertorial Opportunity 2.6 In the April/May edition of AgendaNi magazine, there is an opportunity for Mid Ulster District Council (MUDC) to be profiled within a ‘local government’ feature focusing on economic development. The magazine is distributed to approximately 7,000 senior decision makers within the private, public and voluntary sectors, including government ministers, MPs and MLAs. This provides an excellent opportunity to showcase how Council has supported local businesses during 2016/17.

Mid Ulster Skills Forum 2.7 Council’s Community Plan and Economic Development Plan both highlight the need to address skills needs and deficits across Mid Ulster’s key business sectors. The st inaugural meeting of Mid Ulster’s Skills Forum was held on Wednesday 1 March 2017 in our Magherafelt Office.

Brexit and the Border Corridor 2.8 Newry, Mourne and Down District Council (NMDDC) is leading a project on behalf of the other Border Corridor Councils to carry out an initial analysis of the risks and opportunities which may be posed by Brexit to the area. The Ulster University Economic Policy Centre (UUEPC) have been asked by NMDDC, as part of their sponsorship arrangement, to explore the potential impacts of Brexit on the Council areas which touch the Irish border and therefore make up the ‘Border Corridor’ area. Correspondence has been issued to Councils (Appendix H) which sets out the key findings to date and the recommendations to elected members which arise from these.

3 Key Issues

3.1 Business in the Community Business in the Community has submitted a ‘Membership Proposal’ to Council (Appendix A), inviting us to become a Platinum Member of their organisation, which has an associated fee of £6,000 p.a.

The benefits of membership to Mid Ulster Council would be threefold;

• Staff – support for staff health & well-being, upskilling and engagement strategies. • Environment – helping Council benchmark and work towards best practice. • Place – ensuring Council is connected to the community through networks, engagement and programme support on activity such as volunteering, employability initiatives and a connection to the wider business community.

On a practical basis, Business in the Community have the ability to engage directly with key points of contact within Council’s senior management team. It is recommended Council obtain Platinum Membership for 2017/2018 for a fee of £6,000, which will be funded through Council’s economic development budget.

3.2 Consultation on Draft Industrial Strategy for Northern Ireland : Economy 2030 The Department for the Economy has published a Consultation paper on an Industrial Strategy for Northern Ireland (Appendix B). The document sets out the NI Executive’s

proposals to refocus economic priorities up to 2030 and invites views on these proposals before the closing date of 25 April 2017. Attached in Appendix C is Mid Ulster District Council’s draft response.

It is recommended that Members approve Council’s Draft Consultation Response to the Industrial Strategy for Northern Ireland, and if any Member has further comments to add, these be forwarded to the Head of Economic Development by 31 March 2017.

3.3 Blackwater Regional Partnership – Review and Options Report The Report attached at Appendix D details the variety of options examined for the future of Blackwater Regional Partnership which have been developed on the basis of:

• Engaging with the current Board Members of BRP • A detailed review of the external operating environment for BRP

The list of options, described and assessed in respect of the strengths and constraints identified for each, are summarised as follows -

Option 1 - Do nothing/Maintain the Status Quo Option 2 – Ad Hoc/Reactive Cooperation Option 3 – Formally Dissolve Option 4 – Contract Out Support to BRP Option 5 – Community Sector Led Model Option 6 – Memorandum of Understanding Model

A shortlisting criteria was applied to the list of options to establish a shortlist of options for full appraisal and subsequently two options were forwarded for full monetary and non-monetary appraisal – Option One and Option Six. The current position (Option One) is resourced by the stakeholder Councils (Armagh, Banbridge, Craigavon Council = £19,600; Monaghan CC = £19,600 and Mid Ulster District Council = £19,600), a total of £59,100. Assumptions for Option Six assume no ongoing costs and hence no input from the stakeholder Councils.

Given the pressures on Councils’ revenue funding and the increasing pressure on its human resources, it is hard to argue that it is an efficient or appropriate use of Local Authority funding (in NI or ROI) to continue the policy of annual revenue investment by the stake-holding Local Authorities in BRP. The report recommends that the Board of BRP should implement Option 6 (Memorandum of Understanding Model) as set out below;

“Option 6 – Memorandum of Understanding Model - This would involve the Councils building on the current Memorandum of Understanding Model used for other co- operation projects. This creates an opportunity to retain an agreement between Councils that where opportunity arises for strategic cross border co-operation (in this case in relation to the BRP catchment) Councils would delegate the responsibility to its Officers to meet, scope out the potential opportunity, and present it back to Councils for sign off. Subject to this scenario arising and the individual Councils agreeing that sufficient opportunity does exist, Council would resource the technical project development pathway. Central to this Option would be the review of the existing Memorandums of Understanding utilised by Councils in order to adapt to be appropriate for the focus of the BRP cross border co-operation”.

3.4 Mid Ulster Town Centre Positioning Study & Implementation Plan Place Solutions analysed each of the town centres and carried out a variety of

engagement and research techniques to develop an understanding of each of the three town centres, which provided the context for the environment in which they operate, and the competition they face. A positioning statement has been developed for each town centre (Appendix E1) which reflects its relationships with its landscape, retail and industrial base, and its history, culture and heritage. An Implementation Plan (Appendix E2) has also been developed containing four key Priority Themes (detailed below) which clearly identifies how stakeholders can work together to develop a strong competitive position for the three main towns in Mid Ulster District Council area: • Place Marketing • Policy • Public Realm • Programming

It is recommended Members approve the Draft Positioning Study and Implementation Plan for Mid Ulster Town Centres.

3.5 Draft Regeneration Action Plan 2017-2018

The Draft Regeneration Action Plan 2017-2018 aims to prioritise the development of integrated, cohesive, and comprehensive Town Centre and Village activities during the 2017/18 financial year. The initiatives proposed address the key town centre issues for the five main towns of Coalisland, Cookstown, Dungannon, Maghera & Magherafelt and the delivery of the Rural Villages theme (in association with the Public Health & Infrastructure Department) of the Rural Development Programme.

The Draft Regeneration Action Plan 2017/18 contained on Appendix F, details a variety of initiatives under the four main thematic headings as set out below: 1. Marketing & Promotion 2. Business Support & Investment 3. Key Events 4. Physical Regeneration & Improving Infrastructure

These key priorities have been used to develop a number of projects that will address these needs under the following aims: • To maximise the profile of the five town centres and reinforce the existing town centre brands • To support the growth and development of a competitive retail sector across Mid Ulster • To develop and deliver a number of key events that adds vitality and

vibrancy to the five town centres • To improve the townscape quality of the five town centres • To deliver the Rural Villages Theme of the Rural Development Programme

It is recommended that Members approve the Draft Regeneration Action Plan 2017/18 to allow works to commence on 1 April 2017.

3.6 Agenda NI Magazine – Advertorial Opportunity In the April/May edition of AgendaNi magazine, there is an opportunity for Mid Ulster District Council to be profiled within a ‘local government’ feature focusing on economic development (see Appendix G). This provides an excellent opportunity to showcase how Council has supported local businesses during 2016/17 through a variety of support programmes and events and clearly demonstrates our commitment and ongoing support to the indigenous business sector within Mid Ulster.

It is recommended Council secure a double page spread for a fee of £1,800 (excl. Vat) which can be paid from Council’s economic development budget.

3.7 Mid Ulster Skills Forum The first meeting of Mid Ulster Skills Forum was held on Wednesday 1st March 2017. The event was very well attended and brought together sectoral representatives from industry, education, Government departments and local elected representatives, all with a common interest in addressing labour market requirements, training and employment needs, skills deficits, etc, to drive forward the economic growth of Mid Ulster. The meeting was very positive and interactive with many ideas and proposals suggested on how the Forum could and will work going forward. To build upon the momentum gained, the next meeting will be held in the coming weeks.

Photo: Inaugural Meeting of Mid Ulster Skills Forum – 1.3.17

3.8 Brexit and the Border Corridor The project to date detailed in Appendix H has involved the gathering of data by Ulster University Economic Policy Centre (UUEPC) in order to; 1. Provide an economic profile of the ‘Border Corridor’ area; 2. Identify the policy areas in which Brexit is most likely to make an impact; and 3. Forecast the employment performance of the Council areas to 2026 against a number of different economic scenarios. The data collection has been supplemented by a series of consultations with

Chambers of Commerce, other business organisations, community development bodies, banks and economic development agencies in the ‘Corridor’.

The key findings include;

1. The Council areas on both sides of the border, when taken as a bloc, lag behind the economic performance of the Republic of Ireland and Northern Ireland more generally. With productivity (GVA per capita) ten of the 12 Council areas lag significantly behind the ‘national’ averages, while and participation in the labour market.

2. There are many reasons for this – including limited urbanisation and the impacts of peripherality – but it is also a direct result of (1) an industrial structure in which lower productivity sectors are more significant, and (2) firm structures where the local economies have higher proportions of small and micro businesses.

3. The €3 billion value cross-border trade and the GB market (for exporters from the Southern Border Counties) are crucial trade options for the Corridor, with more businesses engaged in this trade than in exports to the rest of the EU or further afield. Cross-border trade and Ireland/GB trade are dominated by sales of goods by the agri-food, building materials and chemicals sectors.

4. These three sectors, alongside fisheries, are exposed to risks of significant tariffs and non-tariff barriers (eg: an end to common standards) and are more significant to employment in parts of the Border Corridor than in many other parts of the island.

5. Agri-food is of particular importance, both in employment terms and as source of almost half of all cross-border trade in goods (€1.41 billion in 2014). Typically production of dairy and meat products are highly integrated crossing the border several times before being packaged and sold to consumers – 45% of the meat produced in the Republic of Ireland ends up in the UK market while 35% of milk produced in NI ends up in RoI outlets or processing there into product exported the other countries.

6. With the importance of cross-border and Ireland/GB trade in the Border Corridor, the Councils need to consider mitigation measures including short term ones (supports with managing exchange rates), medium term ones (understanding better the sectoral – especially agri-food - and firm-level impacts in Council areas) and long term (promotion of more exporters and better diversification to new markets).

7. EU funding is the next most important policy area which is exposed to risk (ending for NI after Brexit) and will depend on mitigation from other funding sources. The funding, worth upwards of €5bn to the Border Corridor to 2020, ranges from CAP and skills development programmes, to cross-border or Peace funds (which impact throughout the Border Corridor).

8. Foreign Direct Investment is a policy area which will bring risks and large opportunities to the island depending on access to the EU market – the significance of FDI to the economy in the Corridor varies greatly from place to place but overall it has delivered over 7,000 jobs to the area in the past 5 years. Like cross-border shopping this is a competitive area for Councils although it may need to be explored how to adopt a joint approach to sell the Corridor as a whole in the context of Brexit.

9. Movement of people will be a critical consideration in the Border Corridor. In 2015 almost a million cross-border journeys were made every week at border crossings along the Corridor in order to access work, education and other services. Migrants from EU and non-EU countries are critical to businesses and public services in sectors such as sea fishing, accommodation, healthcare, where they can make up more than a quarter of all staff. Freedom of movement is also critical for the more than 3 million visitors to the Border Corridor in 2015 whose expenditure amounted to more than €600 million.

10. The economic forecasts – based upon a scenario where Brexit impacts on investment and trade but not on consumer spending – show that employment will be increased in all Council areas out to 2026 but significantly below what might have been.

4 Resource Implications

4.1 Financial Business in the Community - Corporate membership of £6000 from Council’s economic development budget.

Draft Regeneration Action Plan 2017-2018 £492,000 Programme Costs from Council’s Economic Development (Regeneration) Budget. Plus additional funding to deliver Village Regeneration projects through Rural Development Programme - £2.86m (over 4 years)

Agenda NI Advertorial £1,800 (exc vat) from Council’s Economic Development Budget

4.2 Human Business in the Community – Senior Management Team will be engaged in the delivery of the benefits to MUDC on an ongoing basis Mid Ulster Skills Forum – Ongoing support to service the newly established Mid Ulster Skills Forum.

4.3 Basis for Professional/ Consultancy Support N/A

5 Other Considerations 5.1 N/A

6 Recommendations 6.1 Business in the Community It is recommended Council seek Platinum Membership for 2017/2018 for a fee of £6,000, which will be funded through Council’s economic development budget.

6.2 Consultation on Draft Industrial Strategy for Northern Ireland : Economy 2030 It is recommended that Members approve Council’s Draft Consultation Response to the Industrial Strategy for Northern Ireland, and if any Member has further comments

to add, these be forwarded to the Head of Economic Development by 31 March 2017.

6.3 Blackwater Regional Partnership – Review and Options Report It is recommended that Members approve the Blackwater Regional Partnership Review and Options Report and its recommendation to adopt Option 6 – A Memorandum of Understanding Model between the 3 partner Councils in replacement of Blackwater Regional Partnership.

6.4 Mid Ulster Town Centre Positioning Study & Implementation Plan It is recommended that Members approve the Mid Ulster Town Centre Positioning Study and associated Implementation Plan

6.5 Draft Regeneration Action Plan 2017/18 It is recommended that Members approve the content of Council’s Draft Regeneration Action Plan 2017/18. 6.6 Agenda NI - Advertorial Opportunity It is recommended that Members approve costs of £1,800 (exc vat) for purchasing a double page feature in the Agenda NI Magazine (April/May 2017 edition) to showcase the work undertaken by Council to support Mid Ulster’s indigenous business sector during 2016/17.

6.7 Mid Ulster Skills Forum To note progress.

6.8 Brexit and the Border Corridor It is recommended that Members give approval for Mid Ulster District Council (alongside other Councils in the Border Corridor region) to:

1. Work collectively as a lobby group for the Border area to show that the Border Corridor is going to be most affected by Brexit and thus must have their own voices heard in any negotiating.

2. That while they have competing interests and will seek to maximise opportunities, all Councils accept that some of the weakest economies on the island of Ireland are those economies along the border and, as such, will be most in need of protection against negative impacts of Brexit.

3. To work with Inter-Trade Ireland and the relevant Government Departments to help mitigate the impact of Brexit along the Border areas.

4. Given this is a period of change which will continue for many months, there will be a need to continue gathering information and monitoring the changing conditions.

5. To hold three common cross Council seminars (in the Border corridor region) to inform Members and Chambers of Commerce on the results of the research and to gather opinions to use in lobbying. The seminars would have the following objectives:

a. To communicate key findings of the initial research to a wider audience;

b. To provide an opportunity to hear from Inter-Trade Ireland on the sectoral analysis and Brexit supports for business; and

c. To gather feedback from attendees on the Brexit issues facing businesses in their area.

7 List of Documents Attached Appendix A: Business in the Community – Membership Proposal to Mid Ulster District Council t

Appendix B: Department for the Economy’s Consultation Document on an Industrial Strategy for NI

Appendix C: Draft Response from Mid Ulster District Council on an Industrial Strategy for NI

Appendix D: Blackwater Regional Partnership Review and Options Report February 2017

Appendix E: Mid Ulster Town Centre Positioning Study & Implementation Plan

Appendix F: Draft Regeneration Action Plan 2017-2018

Appendix G: Agenda NI Magazine – Advertorial Opportunity

Appendix H: Brexit and the Border Corridor ncil

APPENDIX A – BUSINESS IN THE COMMUNITY

Business in the Community

Membership proposal to Mid Ulster Council

Business in the Community NI contact details: North West Office Belfast Office The BEAM Centre Bridge House www.bitcni.org.uk Invista House Paulett Ave [email protected] Maydown Belfast twitter: @bitcni BT47 6TH BT5 4HD

T 028 7186 1550 T 028 9046 0606 Business in the Community membership Organisations work with Business in the Community (BITC) because they are committed to responsible business practice and they want support in turning that commitment into action.

Over 260 members currently work with us in Northern Ireland. We support them in developing their approach to responsible business, challenge them to lead on different issues and providing opportunities to communicate their corporate responsibility (CR) commitments to key stakeholders.

There are a number of levels of Business in the Community membership which are suitable for Northern Ireland companies: Level 1 membership £2,000 p.a. Level 2 membership £3000 p.a. Platinum membership £6000 p.a. + VAT (part)

Membership is paid annually as a charitable donation to support the movement for corporate responsibility in Northern Ireland and to enable Business in the Community to operate as it does in engaging and supporting companies, to positively impact on society as a whole in Northern Ireland. Our vision is to make Northern Ireland a better place to live, work and do business.

The level at which an organisation joins Business in the Community is dependent on its size and the level of engagement it wishes to have with our programme and expertise. The appropriate initial level of membership for Mid Ulster Council is Platinum. It would be my hope to build your engagements into a completely bespoke programme relevant to Mid Ulster Council’s CSR statement and corporate plan so that you can see the value of the staff and community engagements of Platinum membership.

What can Mid Ulster Council expect from membership?

Platinum membership enables you to engage Additionally, like all Platinum level members, you across each of the three areas of Business in will get the following benefits: the Community’s work – People, Planet and Place. We will work with you to develop a • Strategic support to develop a structured structured CR action plan that outlines what action plan you want to achieve under each of these areas • BITC staff identifying and supporting and how we help you to do that. This will be appropriate activities the basis of our review meetings which will • Policy and practice guidance happen at least twice annually. • Support in engaging key stakeholders • Access to networks and best practice Some of the key benefits of membership • Platforms with key audiences include: • Benchmarking and reporting

• Health and wellbeing advice and The following pages outline an idea of some of engagements for staff the key opportunities available to our members. • Support and Advice to improve your I hope it will give you an insight into a range of environmental management areas we can support you with. However, we • Opportunities to engage in practical team would very much welcome the chance to meet or individual volunteering projects to make with you in order to better advise how we can a difference to a local community group or support you with your strategic priorities. school.

Making Mid Ulster Council an employer of choice

Suggested Theme Details Activity

We can support you to: become an Employer of Choice in Northern Ireland We aim to inspire and enable employers to create engaging, inclusive workplaces where current and future employees help deliver business and social impact. We link with HR professionals in our 260 member companies to provide support: • To develop healthy, inclusive workplace • To support employers in preparing for their future workforce

Business in the Community will work with Mid Ulster Council to develop a Health and Wellbeing strategy. We can provide the practical advice and guidance from identifying organisational priorities to developing a policy and strategy Health & Employee that address these issues. The introduction of a health and wellbeing strategy will not only demonstrate to your Wellbeing wellbeing employees that Mid Ulster Council cares about its staff but the strategy should also ensure that you have a healthy strategy workforce that is fit for life and fit for work. Our extensive experience of working with other Councils and multi-site employers has allowed us to trial a number of approaches and solutions to reach all staff. Business in the Community has a range of volunteering opportunities which can be developed for teams or to provide opportunities for individuals to volunteer in a structured way. Many of our members encourage their employees to volunteer on our BITC Cares action days as it is great way to boost staff morale and raise awareness Supporting Volunteering of community based organisations. It’s also a great way for staff to develop a variety of skills and is an excellent employee and team team building exercise. These action days involve ‘ready-made’ challenges, where a number of staff volunteer to engagement building help community groups, schools or charitable organisations. The commitment can be a half day, with employees participating on team challenges on specific dates. You will full access to a calendar or action days or develop bespoke volunteering to accommodate your own business needs. Mid Ulster Council could consider providing opportunities for young people and those unemployed to avail of Making the opportunities within the Council. This could include providing work placements, temporary and permanent job Council an opportunities to targeted groups across the area. Such an approach has been adopted successfully by other Employability inclusive Councils as means to promote Council as a responsible employer committed to inclusion. employer Additionally, we can support with relevant Council initiatives that can engage companies and individuals on the educational and skills agenda ie apprenticeships, responsible internships and employability initiatives. Supporting Mid Ulster Council as an environmental leader

Suggested Theme Details Activity

We can support you to build on your sustainability credentials Below are some ways in which we can help you to improve environmental management and potentially make efficiencies within your organization for example, in terms of energy and resource efficiency and waste management.

Mid Ulster Council can work with Business in the Community’s ARENA team to carry out a detailed Environmental Environmental environmental review to provide a baseline of environmental performance. Findings from the audit are fed back improvement review in the form of an environmental audit report along with suggestions based on best practice for Mid Ulster Council to implement and improve its environmental performance as well as that of its supply chain. We can assist and offer advice on how to implement the recommendations of the audit.

Mid Ulster Council participates in Northern Ireland’s leading environmental benchmarking exercise, which The ARENA benchmarks the top 200 organisations in Northern Ireland on their environmental performance. Profile and environmental Benchmarking performance against sector peers and other leading organisations provides a platform for recognition benchmarking organisations to showcase their successes. Participation in the survey also sends a simple and clear message survey to suppliers, customers and employees that you are committed to the sustainability agenda and particularly environmental best practice. Provide your staff with a greater understanding of how they can positively impact their local environment. BITC Educational can provide educational seminars for staff on recycling, water use, biodiversity and smarter travel. seminars & Education Mid Ulster Council could lead the way in challenging business in the area to address its environmental best practice impacts. In partnership with the ARENA team the Council could reach out to local business demonstrating the workshops benefits and cost savings to be made through addressing environmental impacts. ARENA network could subsequently work with the Council to provide environmental reviews to local business

Mid Ulster Council encouraging community involvement

Suggested Theme Details Activity

We can support you to: Engage in the local community through a variety of volunteering and mentoring opportunities Our goal is to support you to: • Develop your organization’s involvement and profile in the local community • Boost staff development and team spirit

Mid Ulster Council already has good links with local schools and could consider structuring these ad-hoc relationships into a Mid Ulster Council schools programme replicating these activities across other Build on locations. As part of this programme the Council could work with local schools and support these schools Structured links existing through appropriate interventions which BITC can facilitate. Engagement with schools would further with Education relationships enhance the Councils reputation whilst and providing opportunities for staff engagement. Additionally, Mid and develop Ulster Council can connect with other locally based BITC member companies to add value and to have new greater impact. partnerships

The Council should consider a community engagement plan as a focus for engagement beyond its core business that is a fully developed out-reach initiative. This could include adopting a Charity of the Year as a focus for Linking fundraising and volunteering. Similarly the Council could consider identifying a particular theme that would Community community encompass its volunteering activities with direct impact on local community organisations. Such approaches engagement engagement to have been developed by a number of Public Bodies as a means to link community outreach to volunteering. volunteering BITC would work with the Council to develop the relevant activities.

Communications

Communicating corporate responsibility

Business in the Community can support Mid Ulster Council with advice on internally communicating CR plans and also externally promoting CR achievements.

Internally – we have a number of suggestions and examples of internally branding CR and communicating plans across the organisation. This is particularly important for the an organisation such as Mid Ulster Council with staff being not only based at head office but also for communicating with decentralised staff across all of your sites.

Externally –Mid Ulster Council could benefit from Business in the Community’s dedicated communications team who show case our members achievements and provide various platforms to promote their successes. This happens through our annual awards, publications, press releases and case studies amongst other things.

Next steps The starting point could involve a strategic review which would involve an in-depth discussion with 4-8 senior decision makers in Mid Ulster Council. We’ll look at your core business goals in light of current challenges and opportunities, and explore how CR can help you achieve those goals. We’ll come back to you with an in-depth report, reviewing your current activity, highlighting opportunities for improving your organisation’s approach to CR. Strategic reviews can involve the creation of new reporting structures, internal/external brands for CR activity, critique of existing activities, recommendations on appropriate management structures and measures etc.

We are keen to get engagement underway. We would be keen to engage Mid Ulster Council as a Platinum Level member. We’d like to get things going as soon as you’re ready. If you have any additional questions in the meantime, please contact Sorcha Dunne on (028) 71 86 1550, or at [email protected]

ECONOMY A consultation on an Industrial Strategy for Northern Ireland ECONOMY CONTENTS

Ministerial Foreword 02

Chapter 1 Our Vision 04

Chapter 2 Global Best Practice 12

Chapter 3 Our Improving Economy 16

Chapter 4 Our Priorities for Growth 24

Chapter 5 Our Pillars for Growth 30

Chapter 6 Measuring Success 56

Chapter 7 Responding to the Consultation 60

Industrial Strategy for Northern Ireland ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

MINISTERIAL FOREWORD

I am pleased to present Since our previous Strategy was launched in 2012, Northern Ireland has emerged from the Economy 2030, the deepest downturn in living memory and begun Department for the the process of rebalancing our economy. Unemployment has fallen, economic inactivity Economy’s proposals for is down, exports are growing, tourism visitor a new Industrial Strategy. numbers and spending are on the increase and innovation expenditure is rising. But we It is my ambitious, long should not simply settle for better than it was. term vision to transform It is a truly transformed economy that we must set our sights upon. Northern Ireland into a globally competitive An economy where more of our companies have an international outlook exporting economy that works their goods, products and services outside for everyone. of our region. An economy where an increasing number of businesses realise their high growth potential and scale up from small to medium sized companies employing more people in the process.

An economy where entrepreneurship and enterprise are endemic and reflected in our growing status as a start-up region.

An economy where innovation is embedded in the DNA of every company and across the public sector.

An economy where government is business’s biggest backer, putting in place financial, infrastructural and policy support to ensure our economy thrives.

02 An economy where we build industries on The road to economic transformation the back of where we are genuinely world is a long, difficult one. While we have taken class in academic research. the important first steps, the next stages will be tough. But I believe in the people of An economy where our people Northern Ireland, the ability of our businesses possess knowledge and the skills to innovate and reinvent themselves and our they need to improve their lives and collective capacity to overcome challenge. drive economic growth. I am proud of Northern Ireland’s industrial An economy where we better equip heritage. But I firmly believe that our best our children with a solid educational is not behind us. I am inspired by what our foundation of core skills from early businesses, big and small, indigenous and years to post-primary education. inward investor and in all sectors, are doing every single day. The potential of Northern And – above all – an economy that grows Ireland to become an economic powerhouse inclusively. again is palpable. Economy 2030 sets out our proposals to build on that success and We may be a small region, but I have global turn that promise into product. Please join us ambitions for our economy. This proposed on our journey to transform Northern Ireland new Industrial Strategy sets out our plan into the globally competitive economy we to turn Northern Ireland into one of the know that it can be. world’s most innovative and competitive small advanced economies. We will build a globally competitive economy on the pillars of innovation, enhanced skills and employability, an international outlook and the best economic infrastructure we can build. We will prioritise and support the sectors of our economy that are already world class and those where we can become world class. And we will strive, Simon Hamilton MLA at all times, to ensure that everyone, Minister for the Economy everywhere in Northern Ireland feels the January 2017 benefits of an improving economy with more jobs and rising incomes.

03 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

OUR VISION A globally competitive economy that works for everyone

1.1 Northern Ireland needs a long term vision the daily lives of our citizens does not that points towards a transformation represent success. Our call for evidence of our economy. This vision must highlighted the need to ensure that establish purpose and direction, and growth is inclusive and that the Industrial help to prioritise effort. It should provide Strategy is for everyone. We need to a focus around which all our partners transform our economic competitiveness, in delivering this Industrial Strategy grow the private sector and increase our can coalesce. Our aim is to seize the wealth, but this must be achieved in a opportunity of a new draft Programme manner which benefits all our people. for Government to set a long term vision for Northern Ireland’s economy that “A globally competitive economy... combines ambition and inclusivity. We 1.3 Turning Northern Ireland into a leading, will set our sights on competing on the internationally competitive economy world stage. And we will ensure that all is essential if we are to deliver the parts of our society can benefit from economic outcomes that we want for our economic growth, whilst retaining the people such as increased employment characteristics that make Northern and rising incomes. Competitiveness Ireland a great place to live. We propose will drive export-led growth and for a the following vision: small economy like Northern Ireland “To be a globally competitive we need to sell beyond our shores to economy that works for everyone” generate wealth. Many other economies are larger, have greater resources and 1.2 We believe this vision embraces the possess more powers than we do. twin themes of competitiveness and However, we can succeed if we can wellbeing, whilst establishing the high unleash the creativity and talents of level ambition to which we aspire. our people and businesses. We cannot It aligns with the overall purpose be insular. We need to look across established by the Northern Ireland the globe to those economies that Executive for its draft Programme for lead the field in key areas that drive Government. Simply delivering better competitiveness. The Economic Advisory performance on economic indicators Group has published a comprehensive which do not bear any relevance to Competitiveness Scorecard (2016)1

1 http://eagni.com/wp-content/uploads/2016/08/UUEPC-Northern-Ireland-Competitiveness-Report-2016.pdf

04 setting out where Northern Ireland international setting across productivity sits in an international context on and broader competitive measures on key indicators. We perform well on which we must focus. In developing our quality of life indicators and business proposals for this Industrial Strategy, performance, with an excellent we are benchmarking ourselves against record on foreign direct investment the world’s leading, small advanced job creation. While our skills and economies to learn from their success. employment levels have been We explore this further in Chapter 2. improving, other countries are moving ahead even faster. ...that works for everyone”

1.4 A key long-term indicator of our 1.5 There is growing evidence of the competitive position is, and will importance of ensuring that economic continue to be, productivity. growth, if it is to be sustainable, must Productivity measures how efficient we be allied with an approach that is fair are at producing economic outputs. and inclusive across all sections of Our relative position on this measure society. The Legatum Prosperity Index5 has been the subject of detailed recent highlights that success is about more research by, for instance, the Nevin than narrow measures of wealth such Institute2, the CBI3 and the Ulster as Gross Domestic Product (GDP). The University Economic Policy Centre4. Prosperity Index goes beyond GDP to These studies illustrate that key sectors measure countries’ success against such as manufacturing and retail a broad set of metrics covering areas perform well when compared with such as health, education, opportunity, United Kingdom productivity levels. social capital and personal freedom. However, overall we are below the The latest report demonstrates that United Kingdom average which itself countries such as Norway, Switzerland, is not an international pace setter. New Zealand and Sweden have It is not enough for us simply to do achieved real prosperity which provides better than we have in the past. It is opportunities for all their citizens, the pace of our improvements in an something to which we must aspire.

2 www.nerinstitute.net/research/productivity-and-the-northern-ireland-economy/ 3 www.cbi.org.uk/insight-and-analysis/unlocking-regional-growth/ 4 www.ulster.ac.uk/__data/assets/pdf_file/0008/118385/Understanding_productivity_in_Northern_Ireland_27_ September_2016.pdf 5 Legatum Institute (2016), The Legatum Prosperity Index Rankings 2015

05 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Many of these countries also rank as historically high levels of economic the happiest on earth according to the inactivity. We are determined to ensure World Happiness Report6, demonstrating that, in implementing our Industrial how inclusive growth can improve the Strategy, all our people and all regions in everyday lives of those who struggle Northern Ireland will have the opportunity to get by. to fulfil their potential. Manufacturing and service businesses alike have an 1.6 Becoming the globally competitive ongoing demand for skills. Assisting economy to which we aspire should not people everywhere to access the labour mean sacrificing what makes Northern market through the provision of effective Ireland special. The Personal Wellbeing employment and skills support, and Survey7 measures life satisfaction, securing balanced regional growth, happiness, anxiety and how worthwhile will help address poverty and social people feel their lives are across exclusion wherever it exists and improve different parts of the United Kingdom. people’s life chances. We also recognise This work shows that our citizens have the interdependencies between this a satisfaction with life that surpasses Industrial Strategy and the Executive’s that of their counterparts in England, commitments in the new draft Scotland and Wales. We may look Programme for Government to address enviously at the economic performance health and education inequalities, of London and the South East, but environmental sustainability and diversity. these regions look at us with the same envy on personal wellbeing. We must 1.8 This Industrial Strategy is not just protect and preserve what positively about building a better economy, but is sets us apart with the same effort and about securing benefits for everyone, enthusiasm that we invest into bringing everywhere in Northern Ireland. We want more and better jobs to Northern Ireland economic growth, not for growth’s sake, and increasing our competitiveness. but for the common good. As we pursue our economic goals, we must never lose 1.7 Too many of our people still face limited sight of the need to make the benefits economic prospects and suffer from of growth something that everyone economic and social disadvantage, experiences. Inclusive growth is central as evidenced, for example, by our to our vision.

6 Helliwell, J., Layard, R. and Sachs, J. (2016) World Happiness Report 2016 7 Office for National Statistics (2016) Personal Wellbeing in the UK 2015 to 2016

06 Ambition Enhancing 1.9 A recurring theme that emerged from Accelerating Education, many quarters during the preparation Innovation and Skills and of this draft Industrial Strategy is that Research we must be ambitious. As Chapter 3 Employability highlights, Northern Ireland no longer needs to look back to rebuilding our economy in the aftermath of the global downturn. Our focus must now be Driving on creating an inspiring vision of the Succeeding Inclusive, future with inclusive growth, prosperity in Global Sustainable and rebalancing our economy at its Markets core. This draft Strategy is centred Growth on ambition. Ambition to seize the opportunity presented by our new approach to developing and delivering the draft Programme for Government, with its focus on partnership and long- Building the term outcomes. Ambition to secure Best Economic a step change in performance in Infrastructure areas which, while improving, are not progressing fast enough to mark us out as world class. And ambition on the part of business to invest and improve productivity in response to our decision 1.11 Based on extensive research, to reduce Corporation Tax, thereby including international benchmarking, delivering growth and jobs. we have concluded that this is the most appropriate framework to Framework for Growth achieve our ambitions for growth 1.10 Our proposed Framework for Growth is and competitiveness. This has been presented in Figure 1 on page 9 and substantiated through our consultation expanded upon in Chapter 5. To support and engagement to date, including the the delivery of our vision, we propose feedback received as part of our call five Pillars for Growth. These are: for evidence.

07 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Strategic coherence well structured choices to deliver their desired outcomes. 1.12 Our Industrial Strategy will support the outcomes in the draft Programme 1.15 Every sector is vital to our economy for Government and complement and will be assisted but support will the Investment Strategy and Social be strongest for those sectors and Strategy. Together these plans will drive sub-sectors where we are already world the prioritisation of the budget both now class and where we can become world and over the longer term and ensure class. Northern Ireland leads the way in that our successful manufacturing and a number of advanced manufacturing service companies continue to grow. and service sectors and we want to build on this excellence. 1.13 We must ensure strategic coherence across the full range of our economic 1.16 We will offer enhanced investment development policies. Northern Ireland and support to those market has strategies in place for innovation, opportunities that are most likely to skills and exports, and a range of lead to strong and sustained economic associated policies. Our new Industrial growth. We recognise that Northern Strategy does not mean that we tear Ireland companies cannot compete these up and start again. We will align successfully at the pinnacle of every all our supporting strategies and policies global market and across all sectors across each of the five Pillars for Growth and technologies, but we know our with the vision outlined in this Industrial companies can compete successfully Strategy. at the highest level in a number of areas. Therefore we need to Supporting strong and emerging concentrate on sectors and niches sectors with world class potential.

1.14 For Northern Ireland’s Industrial Delivering our strategy Strategy to be successful it must establish a clear strategic positioning 1.17 Achieving our ambitious vision for of how we are to compete in the global the Northern Ireland economy will economy. Small economies cannot be require partnership working across experts or world class in every area. the whole of our economy as well as Our research shows that they recognise an alignment of effort and a shared the need to prioritise on the basis of commitment to drive forward change.

08 Figure 1 – Framework for Growth

PFG PURPOSE: Improving wellbeing for all – by tackling disadvantage and driving economic growth

Increased Competitiveness Inclusive Growth

VISION FOR 2030 “To be a globally competitive economy that works for everyone”

ENHANCING DRIVING ACCELERATING SUCCEEDING BUILDING THE EDUCATION, INCLUSIVE, INNOVATION AND IN GLOBAL BEST ECONOMIC SKILLS AND SUSTAINABLE RESEARCH MARKETS INFRASTRUCTURE EMPLOYABILITY GROWTH

Priorities Priorities Priorities Priorities Priorities Our firms competing An education system A more enterprising A strong global Key Investments on the basis of their that provides our region presence as the in energy, water, innovation across young people with location of choice to transport and A higher level of all sectors of the the skills for life and invest, do business connections, digital business start- economy work with, visit, study communications, up activity with and live waste disposal A culture which Access to timely, an emphasis on networks and supports, prioritises relevant and technology and high Competing facilities and celebrates comprehensive potential start ups globally through innovation, careers advice trade by driving Prioritising our Growth in sectors creativity and improvements in our investment projects Help for those and technologies entrepreneurship commercial success to provide the furthest away from where we have in overseas markets physical and digital Thousands more work strengths and connectivity to Northern Ireland capabilities Competing globally A high quality, enable our business companies engaging for investment by efficient and Prosperity across to thrive globally. in innovation promoting across responsive system the region the world as the Recognising our Agile government for delivering An economy where top United Kingdom major cities and able to respond professional and an increasing region from which to population centres quickly and technical skills number of do business as drivers for appropriately to the A pipeline of businesses scale economic growth needs of industry Competing globally graduates who have up employing and supporting this as a destination A more the skills, knowledge more people in the through investment by strengthening entrepreneurial and capabilities to process in our infrastructure our international public sector excel An economy where reputation to Investment in better A place where A strong and entrepreneurship attract investment, access to major innovation, relevant supply of and enterprise develop strategic population and creativity and skills for economic is endemic and partnerships, grow business centres entrepreneurship are growth reflected in a tourism and attract and rural hinterlands embedded across growing status as a key events through our strategic our entire education start-up region road and public system, supporting transport network skills development to meet the needs of industry

09 ECONOMY 2030 A DRAFT: INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Only by Government working alongside Monitoring progress the wider public sector, the voluntary and community sector, trade unions and 1.18 Chapter 6, Measuring Success, sets business will we be able to realise our out in detail how we will monitor the vision of strong and sustainable growth progress of our Strategy to ensure that which works for everyone. To advise and the actions we are taking will contribute assist with the implementation of the to the outcomes we wish to see and, Strategy, we will consider the creation importantly, align with the indicators of an Industrial Strategy Partnership agreed as part of the draft Programme involving government, local government, for Government. We also set out here industry, third sector and trade union a number of key economic milestones representatives. as we work towards achieving the longer term outcomes.

QUESTIONS

1 Do you agree with the proposed vision for the Northern Ireland economy? In particular, do you agree with the twin emphasis on competitiveness and inclusiveness?

2 Do you agree with the proposed five Pillars for Growth?

3 Do you agree with the proposed economic milestones?

10 THE NORTHERN IRELAND ECONOMY: 2017–2030 MILESTONES£ € Created By 2021,Helped we will have Made Northern£ Ireland the 50,000 18,000 € Created Helped MadeNo.1 Northern Ireland the new jobs across economically inactive FDI destination Northern Ireland people get back into outside London 50,000 18,000the workplace No.1£ new jobs across economically inactive FDI destination€ Northern Ireland people get back into outside London Created the Helpedworkplace Made Northern Ireland the 50,000 18,000 No.1 new jobs across economically inactive FDI destination Northern Ireland people get back into outside London the workplace

By 2025, we will have

Grown the value of sales outside Northern Ireland by DOUBLED 380,000 the amount spent here by qualifications at Grown the value of sales tourists from outside level 3 and above outside80% Northern Ireland by DOUBLEDNorthern Ireland 380,000 the amount spent here by qualifications at tourists from outside level 3 and above 80% Northern Ireland Grown the value of sales outside Northern Ireland by DOUBLED 380,000 the amount spent here by qualifications at By 2030, we will have tourists from outside level 3 and above 80% Northern Ireland

Come in We’re OPEN 1 We’re 2 GrownCome in Private 3 Sector output by Put Northern1 Ireland in the Created OPEN 2 Grown35% Private 3 creating TOP 3 Sector output by Put Northernmost competitive Ireland in the 80,000 Come in We’re small advanced jobs in Createdthe knowledge 80,000 Economy 35%new jobs economies creating TOP1 3 OPEN most competitive2 80,000 Grown Private small3 advanced jobs in the knowledge 80,000 economies Economy Sectornew output jobs by Put Northern Ireland in the 35% Created creating TOP 3 most competitive 80,000 Increased the annual small advanced jobs in the knowledge 80,000 spend on R&D to Maintained the highest Economy new jobs economies level of wellbeing Increased the annual in the UK £1.5bnspend on R&D to Maintained the highest level of wellbeing £1.5bn in the UK Increased the annual 11 spend on R&D to Maintained the highest level of wellbeing £1.5bn in the UK ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

GLOBAL BEST PRACTICE Benchmarking Northern Ireland against the best

Learning from Global Best Practice

2.1 In seeking to become a leading, markets and are peripheral internationally competitive economy geographically. Our research has it is important to examine economies considered in detail how Northern which face similar challenges and Ireland compares against eight of opportunities to ourselves, not least the most relevant, best-in-class those that have small domestic small advanced economies.

Figure 2: Small Advanced Economy Competitiveness Rankings

Denmark Finland Scotland 2 4 5 N Ireland 9 8 Estonia 3 Rep Ireland

6 Israel

Singapore 1

7 New Zealand

Source: Department for the Economy (forthcoming), Benchmarking Northern Ireland’s Competitiveness against Small Advanced Economies Note: Ranked 1-9 where 1 = most competitive

12 2.2 Northern Ireland’s competitiveness is a unique competitive proposition similar to that of Estonia, New Zealand that works for Northern Ireland. and Israel (see Figure 2). But our ambition should not stop there. We want 2.3 While we must learn from the success to be more competitive with countries of others it is not sufficient simply to such as Finland, Denmark and Singapore copy an economic model that has and, closer to home, Scotland and the worked elsewhere. Northern Ireland Republic of Ireland. We also have to is unique and we must build on our acknowledge that these economies are own strengths with the aim of being not standing still. As we improve, so too a global leader on each dimension. do they and the gap does not necessarily We are already an internationally close. It is not enough to do better than engaged small economy (see Figure before. We must set our sights on being 3) through an attractive foreign direct the best. We will only do this by building investment proposition and strong export

Figure 3: Competitive Ranking by Theme

9 8 7 6 5 4 3 2 1 Economic EST ISR NIR NZL SCO SGP FIN ROI DNK Outcomes

International ISR NZL FIN DNK NIR EST SCO ROI SGP Engagement

Innovation & NIR ROI NZL EST SCO SGP ISR DNK FIN Human Capital

Labour Supply ROI FIN NIR ISR EST DNK SCO NZL SGP

Business Environment ISR FIN NZL EST NIR DNK SCO ROI SGP

SCO = Scotland EST = Estonia NZL = New Zealand DNK = Denmark FIN = Finland NIR = Northern Ireland ISR = Israel SGP = Singapore ROI = Republic of Ireland

Source: Department for the Economy (forthcoming), Benchmarking Northern Ireland’s Competitiveness Against Small Advanced Economies Note: Ranked 1-9 where 1=most competitive

13 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

base, delivering for both manufacturing In terms of shifting the pace of and services. However, we want economic change we look to the strong to do even better in this area while policy fundamentals that Estonia has substantially improving our standing now put in place allowing it to catch and, in other areas too. We propose that in some cases, overtake much more Northern Ireland should set itself the established developed economies from target of becoming one of the three a low base. We look to how Israel has most competitive of these nine built a high-tech start up nation with economies by 2030. a leading finance system for growth businesses. This outward looking focus 2.4 In ranking ourselves against the best, will permeate our approach as we move we look to Finland’s innovation and skills forward to ensure that what we are base. We look to how Denmark has doing can be considered world class. delivered economic prosperity alongside equality and wellbeing. We look to how 2.5 In reviewing how these economies have Singapore has established itself as a achieved their success, a number of hub for international businesses, common lessons emerge (see Box 1). supported by one of the world’s Our proposals reflect these themes most business friendly environments. but we need to supplement this with We look to how the Republic of Ireland a singular focus on prioritisation. has used its international positioning to deliver substantial improvements 2.6 As part of its forward agenda, we will in productivity and living standards. invite the Economic Advisory Group We look to how New Zealand has to examine in more depth specific overcome significant geographical dimensions of the Competitiveness challenges to develop a globally Scorecard particularly in relation to competitive agri-food sector. We look understanding how to improve Northern to how Scotland has become one of Ireland’s productivity position. Learning the leading United Kingdom regions from global best practice, we will ask and developed world class expertise the Economic Advisory Group to make in sectors such as renewable energy recommendations for the development and video game development. and delivery of policy interventions in Northern Ireland that will improve our competitiveness ranking.

14 Box 1

Key Lessons from Best Practice in Small Advanced Economies

Strategic Coherence. Small economies need to be crystal clear about their strategic direction, ensuring that policies are coherently aligned around a deliberate strategy which supports a globally competitive national value proposition.

Prioritisation. Small economies cannot be world class at everything, and need to build on distinctive strengths in a small number of areas where there is genuine potential to be internationally recognised as the best.

International Engagement. Without a large domestic market to rely on, it is essential that small economies look outwards to attract investment and sell into larger and more diverse external markets.

Innovation and Human Capital. Successful small economies make the most of the limited resources available to them, and focus on knowledge to build a distinct competitive advantage.

Enterprise. Mature firms make a vital contribution to small economies, but domestic policy is now increasingly focusing on a small number of high growth potential companies which can become global leaders in their field.

Source: Skilling, D. (forthcoming), Economic Context and Policy Approaches in Small Advanced Economies

QUESTION

Do you agree with the importance of continuously benchmarking Northern Ireland 4 against other small advanced economies?

15 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

OUR IMPROVING ECONOMY

Introduction

3.1 Our current Strategy was developed time was on rebuilding the economy by at a time when Northern Ireland was ensuring that people did not become still suffering from the effects of the permanently detached from the labour global economic downturn. Economic market. Alongside that, work was taken output was falling with consequential forward to rebalance the Northern Ireland impacts for unemployment, jobs and economy so that the private sector was our employment and inactivity rates. significantly stronger and there was less Rightly, the immediate priority at that dependence on the public sector.

£2,600m 53,000 -46% estimated economic additional jobs created claimant count has almost growth from 2012 by the private sector halved from early 2013 to 2015 from 2012 to 2016 to August 2016

Size of the Economy Additional Jobs Unemployment

21% 750 145,650 Increase on record number qualifications gained in STEM exports of R&D at Level 2 & above from 2011/12 to 2014/15 companies

Exports Innovation Skills

16 Private sector is driving growth

3.2 In 2016, our economic landscape is markedly different and we have, overall, been on a path of growth (Figure 4). We are benefitting from our rebuilding approach while also rebalancing the economy towards a stronger private sector which has been leading recent growth.

Figure 4: Economic Growth Figure 4: Economic Growth 2.00%

1.00%

0.00% 2007 2008 2009 2010 2011 2012 2013 2014 2015

-1.00%

-2.00% Rolling 4 quarter average change in Economic Activity/Output levels in Economic -3.00%

-4.00%

Source:Source: Northern Northern Ireland Ireland Composite Composite Economic Economic index Index

17 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Labour market strengthening also been evident across each of the local council areas, growing between 3.3 Since 2012, just over 40,000 employee 3.5% and 13.3% from 2012 to 2015. jobs have been added to the economy The most recent Annual Business with private sector employee jobs growth Register and Employment Survey, of over 50,000, more than offsetting a published September 2016, also shows reduction of around 13,000 employee growth of 4.1% in employee jobs in the jobs in the public sector (Figure 5). Manufacturing sector and 4.8% in the Employee jobs have now returned to Construction sector between September pre-downturn levels and are on par 2014 and September 2015. The latest with the June 2008 peak (Figure 6). quarterly employment survey (September The Annual Business Register and 2016) also shows a significant increase Employment Survey shows that this in service sector employment, up 6% private sector employment growth has from June 2012.

Figure 5: Index of Public and Private Sector Jobs

110.0

105.0

100.0

Private 95.0 Public

90.0

Index sep 06 = 100 85.0

80.0 Jul 07 Jul 12 Apr 11 Oct 08 Oct 13 Apr 16 Jan 10 Jun 10 Jan 15 Jun 15 Sep 11 Feb 07 Mar 09 Mar 14 Feb 12 Dec 07 Sep 06 Dec 12 Nov 10 Nov 15 Aug 09 Aug 14 Sep 16 May 08 May 13

Source: Quarterly Employment Survey

18 Figure 6: Employee Jobs

740

730

720

710

700

690 Employee Jobs (000’s)

680

670 2011 2007 2008 2009 2010 2012 2013 2014 2015 2016

Source: Quarterly Employment Survey

3.4 Unemployment has fallen steadily from be done to increase it further which a peak of around 65,000 claimants will add economic capacity and best in early 2013 and is now down to deploy all our talents. 32,700. These declines have also been experienced across all local council 3.6 Overall economic inactivity has been areas, ranging from a fall of between declining and reached an all time low of over 35% to just under 65%. Similarly, below 26% during 2016. While inactivity the unemployment rate is moving firmly here remains higher than the United in the right direction reducing from over Kingdom average, our ambition is to reduce 8% in 2012 to 5.6% now, much lower this further particularly within the context than the Republic of Ireland (7.3%) and of an economic inactivity rate excluding the European Union average (8.3%). students. It is vitally important that those who are inactive have the opportunity to 3.5 Our employment rate reached its highest shape and share fully in the economic level on record during 2016 sitting at transformation on which we have set our around 70%. However, more remains to sights so that growth benefits everyone.

19 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Income and earnings employees overall and the second consecutive annual increase which 3.7 Ensuring that work pays is essential for exceeded the rate of inflation. Those inclusive growth. Our aim is to do all employees with lower income levels that we can to get more people into work witnessed even stronger growth in their and earning more so that everyone has earnings over the period. the opportunity to share in the gains of growing prosperity, consistent with the 3.8 Increasing the proportion of people Executive’s ambition of having more in Northern Ireland working in good people in better jobs. There has been an jobs is a priority for the Executive. A increase in earnings for Northern Ireland ‘Better Jobs’ Index, currently under employees in recent years (see Figure development, will measure the key 7). Median gross weekly earnings for dimensions of job quality that are full-time employees in 2016 were up by important for employee wellbeing. 2.2% from 2015 levels. This increase Earnings quality is a key determinant of was the same as that of United Kingdom a good job. Wages received by workers

Figure 7: Index of Northern Ireland full time median earnings

110

108

106

104

102

2012 = 100 100

98

96

94 2012 2013 2014 2015 2016

Source: Annual Survey of Hours and Earnings (ASHE)

20 in their jobs contribute to their individual to £22.5 billion. In addition, more wellbeing, and the level of overall recent data from the Regional Trade earnings provides a key benchmark Statistics (goods only) show a 12% for assessing living standards in the growth in goods exports for Northern economy. Moreover, we propose that Ireland between the third quarter of the ‘Better Jobs’ Index should also 2014 and the third quarter of 2016. include other more qualitative aspects of These increases have been higher than employment that contribute to employee all other the United Kingdom countries wellbeing and satisfaction. (see Figure 8). Building on this success, to be world class and be recognised as Exports, innovation and skills a globally active exporting economy, we increasing need to increase further the number of manufacturing and services businesses 3.9 External sales of goods and services engaged in exporting and the volume to markets outside Northern Ireland of sales to markets outside of Northern reached a record high in 2014, rising Ireland. Our Export Matters Strategy

Figure 8: Goods Exports Growth, 2014 Q3 – 2016 Q3

14.0%

11.8% 12.0%

10.0%

8.0%

6.0% 5.1% 5.1% 4.8%

Percentage change 4.0%

2.0% 1.1%

0.0% United Kingdom England Wales Scotland Northern Ireland

Source: HMRC RTS

21 ECONOMY 2030 A DRAFT: INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

aims to ensure that the conditions with low or no qualifications. Improving and behaviours are in place to help us the skills and employability of those achieve these goals and that all our who face the greatest barriers to trade and export support mechanisms accessing the labour market will remain are aligned and coordinated to make a priority so that all can share in the them as effective as possible. benefits of growth.

3.10 Innovation expenditure by companies Commitment towards rebalancing is increasing. The most recent figures 3.12 Northern Ireland has emerged from the from 2015 show that total expenditure worst effects of the global economic on research and development was £750 downturn. There have been positive million, the highest figure on record. developments across the economy, Encouragingly, the number of companies in the labour market, and on exports, engaging in research and development innovation and skills. While some focus has also increased to over 700. on rebuilding must remain especially in However, further significant improvement respect of addressing issues surrounding is needed if we are to close the gap with economic inactivity and those furthest top performing economies and to realise from the workplace, we believe that this our ambition of establishing Northern suggests our Strategy can now move Ireland as an innovation powerhouse on further towards a focus on rebalancing, a global stage. one which drives further private sector 3.11 At the same time, the local skills profile growth and jobs, one which benefits all has been improving. Between 2012 our people and one which is regarded and 2015 the proportion of the working as world class. age population with level 4 and above qualifications has increased from 27.4% to 29.6% while the proportion with no qualifications decreased from 18.4% QUESTION to 16.3%. While moving in the right direction, the Northern Ireland skills 5 Do you agree that the Industrial profile remains behind many OECD and Strategy should now move towards a European Union countries, particularly rebalancing focus? in terms of the high proportions here

22 23 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

OUR PRIORITIES FOR GROWTH Supporting Strong and Emerging Sectors

4.1 A core lesson from international (see Figure 9) where Northern Ireland research on successful, small advanced already has competitive advantage and, economies is a clear understanding and importantly, has capacity and capability acceptance that such economies cannot to compete successfully in global be expert or world class in every area. markets. These economies recognise the need to focus and prioritise on well structured 4.4 The reduction in the rate of Corporation choices in order to deliver the desired Tax will also open up opportunities in economic outcomes. Mapping high other sectors such as pharmaceuticals. value capabilities onto existing and/or emerging global market opportunities 4.5 A sectoral approach enables efforts has acted as an engine for economic to be focused on the needs of similar growth in places like Singapore and clusters of companies, while addressing Switzerland. To do so requires such the issues impacting on them, whether economies to become specialised in that be skills, productivity including niche areas and sectors, and for policy manufacturing processes, infrastructure, levers and investment to be targeted energy, innovation or access to markets. accordingly. Sectoral strategies and action plans are in place or are being developed for 4.2 We have identified six broad sectors of aerospace, life and health sciences, the economy, across both manufacturing agri-food, digital and advanced and services, where Northern Ireland has manufacturing and advanced materials. world class capabilities. These are: 4.6 In 2014 the Northern Ireland Partnering • Financial, Business and Professional for Growth Strategy set out a ten Services; year plan for the development of the • Digital and Creative Technologies; aerospace, defence, security and space • Advanced Manufacturing, Materials industry with growth targets of doubling and Engineering; annual turnover from £1 billion to £2 • Life and Health Sciences; • Agri-Food; and billion and increasing direct employment • Construction and Materials Handling. from 8,000 to 12,000. Work is being taken forward under six strategic themes 4.3 The work of the MATRIX Panel also including supply chain excellence and provides a robust evidence base of sales, exports and marketing. In the first current and future market opportunities two and a half years of the strategy’s

24 Figure 9: MATRIX Panel Priorities

Advanced Life & Health Manufacturing, ICT Sciences Materials and Engineering

Cyber Security Clinical Trials Materials Handling

Data Analytics Digital Health Polymers

Application Software Precision Medicine Aero, Defence, & Diagnostics Security & Space Advanced Networks & Sensors Automotive

Agri-Engineering

Construction Products

implementation, significant progress has A strategic action plan is being developed been made and it was announced on 5 to deliver greater connectedness across September 2016 that annual turnover business, government, clinicians, health in the sector has been increased to professionals and academia to provide £1.3 billion and overall employment a continuum of support from early stage is now almost 10,000. research through to commercialisation and high value job creation. The plan is 4.7 Within the life and health sciences to create an environment and supporting sector, Northern Ireland has competitive infrastructure that will improve health advantage in niche areas including outcomes through the adoption of new precision medicine and diagnostics health innovations, meet current and (see case study 1), medtech and future skills needs and facilitate growth digital health as well as clinical trials. within the sector.

25 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Case Study 1

Precision Medicine and Diagnostics

Precision Medicine is about diagnosing and treating patients in a way which is specific to them, thereby giving the greatest chances of success. This relatively new area of science is of great significance, both in terms of bringing improved patient outcomes and economic growth for the companies and regions which can develop these new medical breakthroughs quickly and bring them to market.

Northern Ireland’s significant strengths and capabilities in the field of Precision Medicine were recently recognised when it was announced as one of six United Kingdom regional Centres of Excellence in Precision Medicine as part of the Precision Medicine Catapult Network. Northern Ireland also has one of the strongest diagnostics clusters, with two of the top three United Kingdom companies.

4.8 In 2013 the Agri-Food Strategy Board 4.9 The MATRIX Panel report on Advanced published Going for Growth, a Strategic Manufacturing, Materials and Plan for the sector with targets of Engineering (AMME) highlights that profitably growing turnover by 60% to £7 manufacturing still lies at the heart billion by 2020. Substantial progress of business and industry in Northern has been made, with turnover increasing Ireland. It has a diverse range of sub by nearly 23% to £4.6 billion in 2015, sectors from aerospace, automotive, but clearly more needs to be done electronics, pharmaceuticals and if we are to meet the 2020 target. chemicals to heavy plant, agri-tech There has also been significant progress equipment and construction. These in the food and drink processing industry make a significant contribution to the with employment increasing by 8% local economy with approximately from 2010 to 23,500 in 2015. 2,050 companies, 44,000 highly The aim is to transform the industry skilled employees and high levels of into an ambitious, outward looking and productivity. AMME businesses are globally competitive sector. At its core export intensive with 80% of sales the sector aims to have a world class occurring outside of Northern Ireland. supply chain focused on exploiting In 2014 sales and exports of AMME global opportunities. goods totalled £7.2 billion.

26 4.10 The AMME sector in Northern Ireland those strengths to specific fast growing is leading the way with significant global markets with the proposition that, investment in innovation, research and if we develop the skills base and have development and exports to global our strategic approach correctly aligned, markets. With continued targeted we can take full advantage of emerging support we can build on the success of opportunities in major areas including: this rich and varied sector, not only for data analytics, machine learning, the AMME companies, their supply chains internet of things and cyber security. and employees, but for the Northern 4.12 Currently the digital-ICT sector in Northern Ireland economy as a whole. With this Ireland employs 13,000 people, with a support the AMME sector in Northern further 15,000 digital-ICT specialists working Ireland can grow to 3,000 companies in non-ICT companies. The sector accounted employing 67,000 people and sales of for £870 million of economic output in £21 billion by 2030. Northern Ireland in 2013, a figure which 4.11 The MATRIX Digital ICT foresight report, represents 32% growth over five years. It launched in February 2016, identified is anticipated that growth will accelerate in four areas – software engineering, the years ahead. Similarly, exports from the advanced networks and sensors, data sector in Northern Ireland totalled £283 analytics and cyber security – in which million in 2014, marking a 25% increase Northern Ireland is already, or has the over the preceding three years with growth potential to be, world class. It matched anticipated to accelerate.

Case Study 2

Cyber Security

Building on our world recognised strengths and capabilities the cyber security sector in Northern Ireland has grown by 30% in the last twelve months and is now estimated at around 1,100 jobs. Belfast now has the highest concentration of cyber security jobs in Europe and includes companies such as Proofpoint, IBM, Rapid, WhiteHat and Alert Logic. This rapid expansion is supported by the Centre for Secure Information Technologies (CSIT) in Belfast, which is the United Kingdom’s National Innovation and Knowledge Centre for Cyber Security. We will make Northern Ireland a global innovation hub for cyber security supporting over 5,000 jobs in this highly specialised area.

27 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

4.13 It is in areas such as these where emerging digital technologies and the Northern Ireland is already or can be opportunities that these bring. We must world class that we need to maximise continue to support the development and our efforts and resources. Sectoral exploitation of breakthrough technologies strategies and action plans provide a and new to market products. We will model for prioritising our support in the review how we support our companies future to identify and help build globally to be more productive and to enhance competitive businesses. We will align their capabilities in crucial enabling each of these sectoral strategies with the technologies such as data analytics, 2030 horizon set out in this Strategy. robotics, automation, Industry 4.08, machine learning, artificial intelligence, 4.14 Northern Ireland has gained a global augmented reality, advanced materials reputation in the creative industries and production techniques, and exploit with notable success in the TV and the growth opportunities these hold for film industry as well as the burgeoning the local economy. animation sector. High profile, large scale TV and film productions like HBO’s 4.16 We will prioritise efforts and funding on Game of Thrones, shot on location here, high-value advanced manufacturing and provide significant investment in the local services recognising the interdisciplinary economy and promote Northern Ireland nature of such businesses and the need to global audiences. We will continue for greater collaboration and clustering to work with NI Screen and other key of companies within and across stakeholders to build and expand on the traditional boundaries. success achieved to date. 4.17 We will enhance infrastructure capability 4.15 We recognise that global markets and collaboration across sectors building are continually evolving and new and on the Competence Centres already enhanced technological opportunities established in connected health, energy, are emerging. Digital technologies will agri-food and advanced composites and have a transformative and disruptive materials. We will run competitive calls effect across all aspects of the economy. with a focus on building collaboration We need to ensure our companies and interdisciplinary development of understand the potential impact of new innovative products or processes.

8 Industry 4.0, Challenges and solutions for the digital transformation and use of exponential technologies, Deloitte 2015

28 Clusters Case Study 3 4.18 Clusters play a key role in supporting firms to achieve critical mass and economies The Aero, Defence, Space of scale and to compete in larger, more and Security cluster diverse and more competitive markets than they could if they were to act alone. The success of the aero, defence, space By concentrating on core competencies and security (ADS) sectoral cluster clearly and creating a network of specialist demonstrates the benefits to be gained suppliers and partners, firms can develop from working together at a strategic level. their unique assets, remain flexible and The ADS cluster is a sophisticated, mature, adaptable and at the same time respond organised cluster in Northern Ireland, with to the demands of the global market. a number of key characteristics: Networks allow businesses to share costs and risks which have become too high • NI aerospace is a $1.6 billion industry; for those working in isolation. They can • Formally clustered; contribute to a foundation of knowledge • Europe’s 8th largest aerospace region and help stimulate technological in revenue terms; innovation, as is seen in the technology • Over 44 ADS companies in Northern clusters in California’s Silicon Valley and Ireland, 16 of which (employing 9,253) Bangalore in India. are in the top 200 AMME in Northern 4.19 Most small economies only have a Ireland; and limited number of world class clusters. • A mature and diversified supply chain. In Northern Ireland we have significant clusters in agri-food, aerospace, polymer processing and materials handling QUESTION companies in the mobile crushing and screening industry. Clusters are also 6 Do you agree that our Industrial emerging from fintech, legal services Strategy should support sectors and cyber security. We must continue where Northern Ireland is world to support the growth of these class or where we have the potential clusters and others in our niche areas. to be world class? In particular we will concentrate on supporting our firms to become integrated into international clusters.

29 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

OUR PILLARS FOR GROWTH Introduction

5.1 We aim to improve the competitiveness 5.2 In order to deliver the necessary of the Northern Ireland economy. improvements in competitiveness we Competitiveness remains the will target resources under five Pillars for international benchmark against Growth described below. We will bring which advanced economies continue forward actions and interventions aimed to be measured. To that end we are at increasing the size and strength of determined to become a truly world class our private sector. These will strengthen economy that works for all. We believe the ability of our local businesses to that competitiveness will in turn support compete successfully in global markets. the levels of export led growth which These Pillars are interdependent and will be essential to deliver increasing mutually supportive, and action will be employment and wealth for everyone in required across each to achieve our Northern Ireland. vision. As part of our framework for growth, our priority Pillars are:

• Accelerating Innovation and Research • Enhancing Education, Skills and Employability • Driving Inclusive, Sustainable Growth • Succeeding in Global Markets • Building the Best Economic Infrastructure

30 PILLAR 1 - ACCELERATING INNOVATION AND RESEARCH

5.3 Our ambition is to transform the globe, Northern Ireland innovation can Northern Ireland economy into one be seen throughout the world. But to that is underpinned by innovation and transform our economy into one that creativity and is recognised as the best is knowledge based, with more people place in the world to grow a business. employed in better jobs and Northern The evidence shows that businesses Ireland taking the lead in new markets, that innovate and collaborate are more the evidence shows that we need many productive, more inclined to export and more companies engaging in innovation employ more highly qualified people. than at present. Innovation is about actions which convert ideas into value. That conversion of 5.5 This was the core message of the ideas can be facilitated by research Northern Ireland Executive’s Innovation and development, new machinery, new Strategy published in September 2014, processes, new systems or new training, and that message remains relevant. but fundamental to successful innovation We are making positive progress in is people – people with vision and a implementing that strategy. But to willingness to embrace change, to test deliver the ambition set out in the new ideas, to collaborate with others Innovation Strategy we must accelerate and to give leadership. As we work to its implementation, in particular in transform our economy we will support three key areas: people to engage in innovation. • Driving cultural change; Building on a legacy of innovation • Strengthening the innovation ecosystem; and 5.4 Northern Ireland has a proud and • Supporting research excellence. rich history of innovation and entrepreneurship. That legacy persists Driving cultural change to the modern era. Whether it is 5.6 Innovations occur where the right Wrightbuses on the streets of the world’s conditions exist. The research on leading cities or First Derivatives software leading innovative regions shows that supporting financial trading across the

31 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

they all have a strong innovation culture, 5.8 Driving innovation within and from one where individuals across all sectors the public sector will strengthen - private, public and voluntary - feel the innovation ecosystem. Through that they have the necessary support to programmes such as the Small Business be creative and engage in innovation. Research Initiative, we have successfully Our focus therefore will be on creating demonstrated how public sector the environment, within our education procurement can de-risk innovation system and within our private and public and research and development for local sectors, that will stimulate creativity and businesses, particularly micro business, entrepreneurship. helping them bring break through products to market and at the same Strengthening the innovation time improve public services. We will ecosystem therefore increase our usage of such programmes particularly in the health 5.7 Our approach to innovation must be and social care sector. broadened to strengthen innovation capacity throughout the region. Supporting research excellence Innovation requires much more than novel technology or research. Good 5.9 Supporting our universities and ideas are the starting material, but research institutes to focus on research progressing these needs people with excellence has enabled Northern Ireland the right skills and access to resources, to be recognised as world class in a including finance, expertise and facilities. number of research fields. This has This is the innovation ecosystem. It helped underpin economic growth, is important that our local businesses attracting high value foreign direct are facilitated to take advantage of investment, enabling local businesses innovation support structures beyond to develop and exploit new, cutting Northern Ireland including, for example, edge technologies leading to new the services offered by Innovate UK and products and services for global the Catapult network. Our focus will markets and providing a platform for the be on ensuring that all our companies development of world-leading clusters. are integrated into that ecosystem, so We must build on this and ensure that that they can quickly access the right our universities and other institutes support, at the right time and from the have the necessary support to deliver on right source. their ambitions for research excellence.

32 To help ensure local research has global impact, we must maximise opportunities for international collaboration, such as the US-Ireland Research and Development Partnership Programme between Northern Ireland, the Republic of Ireland and the United States. This partnership is strategically important in terms of delivering research that attracts developing and growing businesses, leverages further international funding, enhances our international reputation, and produces a highly educated and relevant workforce in demand by industry and academia.

5.10 We will strengthen the linkages between the research base and local businesses and encourage the greater commercialisation of publicly funded research. This will include encouraging increased licensing of intellectual property and increasing the number of high growth potential spin-outs from the research base, including from our universities, by applying innovative approaches such as ‘lean launch-pad’ to support research to move from the lab to the market.

33 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

ACCELERATING INNOVATION AND RESEARCH Ambition An economy where: • Entrepreneurship and enterprise is endemic and reflected in a growing status as a start-up region; • Innovation is embedded in the DNA of every company; • We build industries on the back of where we are genuinely world class in academic research. What do we want to achieve? • Our firms competing on the basis of their innovation across all sectors of the economy; • A culture which supports, prioritises and celebrates innovation, creativity and entrepreneurship; • Thousands more Northern Ireland companies engaging in innovation and competing globally; • Agile government able to respond quickly and appropriately to the needs of industry; • A more entrepreneurial public sector playing a proactive role in economic development as an investor and partner for growth; • A place where innovation, creativity and entrepreneurship are embedded across our entire education system, supporting skills development to meet the needs of industry; • More businesses driving competiveness through use of e-business. What are we going to do? We will: • Examine options such as a specific ringfenced fund or a science funding agency to help develop and promote global research excellence, foster greater industry/academic collaboration and better align research with economic opportunities and our sectoral strategy; • Create a new post of Chief Scientific and Technical adviser to drive science, research and innovation in the economy; • Work with industry to develop new tech and science parks and campuses to create networks and facilities that encourage clustering and accelerate innovation; • Create a range of prizes and challenges to encourage collaboration on resolving challenges in the economy, society and the environment and using them as an opportunity for growth; • Increase efforts in supporting non-innovative companies to engage in innovation; • Undertake a new extensive innovation branding campaign including the introduction of a new Investors in Innovation accreditation; • Establish a permanent Innovate UK presence in Northern Ireland; • Prioritise investment in a smaller number of key sectors such as cyber security and personalised medicine in order to create sufficient scale to compete more successfully in global markets; • Strengthen the linkages and between industry and the education sector; • Increase the focus on public sector innovation through, for example, the creation of a new Northern Ireland Innovation Fund; • Support the local research base, including universities, to increase the number of sustainable spin out companies in Northern Ireland; • Develop a strategy focused on making Northern Ireland a pioneering region in capitalising on emerging artificial intelligence, robotics, automation technologies and internet of things; • Establish new international research and development partnerships to build on the success of initiatives such as the US-Ireland Research and Development Partnership Programme. How will we know we are on target? Indicator What this looks like United Kingdom Regional Innovation Ranking Increased innovation in our economy NI Research and Development Survey Increased total spend on Research and Development Knowledge Economy Jobs Increased employment in the knowledge economy Business start up rates Increased number of new businesses

34 PILLAR 2 - EDUCATION, SKILLS AND EMPLOYABILITY

5.11 Our people are the driving force of our with clearly signposted pathways for economy. It is their talent, creativity people to progress up the skills ladder and hard work that attracts investors to and comprehensive information to Northern Ireland, helps local businesses facilitate appropriate choices at every to thrive and grow and generates ideas level. We will work with the school, for new enterprises. Our task is to: further education and university sectors to ensure that provision is both excellent • equip all our people with the and relevant, and give businesses a education and skills that will allow strong voice in helping to shape skills them to achieve their full potential; provision and outcomes that meet their • ensure that we have a skills pipeline needs. We will work closely with our that meets, and responds in an agile many partners in the private, voluntary way to, the changing demands of and community sectors who deliver business and the economy; and skills and employability training to • support those who need our help equip our people for work. And we to access the skills that will help will underpin this with a commitment them compete for employment to provide high quality, effective opportunities. careers education and advice that supports appropriate careers choices. 5.12 We have many partners in this endeavour. Within Government, 5.13 Our proposals under this Pillar focus on the Department for the Economy three areas: will work closely with the Department of Education, the Department for • improving educational outcomes from Communities and the Department of an early age; Agriculture, Environment and Rural • supporting those furthest from the Affairs to ensure that our education, workforce; and skills and employability policies and • ensuring we have the necessary skills programmes are coherently aligned, pipeline to meet business needs now and in the future.

35 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Improving educational outcomes 5.15 The careers education and guidance from an early age system will support our people to gain the skills they need to improve 5.14 Our education system must serve our their lives and drive economic growth. young people effectively and efficiently, The Preparing for Success Strategy especially those most at risk of sets out a coherent, forward thinking underachieving. We must ensure that and comprehensive vision for the all learners acquire the greatest benefit careers system in Northern Ireland. from that provision. Our young people In implementing this strategy, we will will be supported to acquire and develop transform the careers system and a wide range of skills and knowledge deliver the twin goals of supporting to allow them to compete nationally individuals to realise their full potential and internationally for opportunities and contributing to our economic in education and employment. We prosperity, by raising awareness of will encourage entrepreneurship and employment growth sectors. We will innovation from an early stage, build increase the extent and pace of school on a strong foundation of core skills to employer engagement to help young and offer pathways and progression people prepare for the world of work and towards chosen careers. Focusing on inform their career choices. Working the statutory curriculum, we will raise through the Careers Advisory Forum, standards in literacy, numeracy and we will facilitate employers to become science capabilities, areas where the more actively engaged with schools Competitiveness Scorecard shows as Business Ambassadors. that Northern Ireland remains behind the best international performers. Supporting those furthest The Programme for International Student from the workforce Assessment (PISA) provides a global benchmark of 15 year old student 5.16 Northern Ireland has an historic performance in science, mathematics problem of a consistently high rate of and reading. It provides a clear indication economic inactivity. This drags down of the scale of ambition that is required our competitiveness as a region, and if we are to close the gap with the excludes many people from sharing in world’s leading economies. the wealth created in the economy.

36 For many, it represents wasted Our new Skills Barometer provides us opportunity and potential. Tackling with a valuable tool to help understand economic inactivity has the potential the Northern Ireland skills landscape to make a huge difference to many and to identify growth sectors, skills people, both economically and socially. shortages and future skills needs. It will help the lives of those individuals This and other research points to the who wish to overcome their personal importance of developing our skills base barriers and make the journey towards and the employability of our people and, the labour market. To support people in in particular, the importance of skills the transition from economic inactivity in Science, Technology, Engineering to employment we will work with the and Mathematics (STEM). With a Department for Communities and other significant increase in demand from partners in building on Enabling Success, a number of sectors expected to avail the strategy to reduce economic of the opportunities offered by a lower inactivity. Corporation Tax rate, we need to apply the appropriate policy instruments to 5.17 While we have been successful deliver that talent pipeline for business. recently in reducing the rate of youth unemployment, marginalised young 5.19 Through our higher education policies, people continue to find difficulties we will work with our universities entering the labour market. Building to ensure that Northern Ireland’s on the Pathway to Success Strategy, graduates have the skills, knowledge we will work with partners across and capabilities that will support them government to attune support to young to compete in the international graduate people who face barriers to participation labour market. We will support flexible, in the labour market. part-time higher education provision, Ensuring we have the necessary alongside the more traditional full-time provision. We will develop a more skills to meet business need coherent education policy for those in 5.18 Employers require a workforce the 14 to 19 age group to ensure that with the right sets of skills to all follow appropriate education and deliver their business objectives training routes to maximise their now and in the future. learning potential.

37 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

5.20 We are reforming our professional key stakeholders together to ensure and technical skills offering, through provision meets the needs of new systems of youth training and employers and the wider economy. apprenticeships, that will create As part of our Apprenticeship Strategy genuinely attractive and alternative we are developing a range of Higher pathways for individuals to the higher Level Apprenticeships to enable level skills and qualifications needed to participants to earn while they learn support business growth, and will give and gain nationally recognised, business a strong voice in shaping that professional qualifications across provision. Through the Apprenticeships/ a broad range of occupations. Youth Training Strategic Advisory Opportunities are available from Forum and Sectoral Partnerships we Foundation Degree to PhD, with will bring employers, further education progression routes, and offer an colleges, the universities and other alternative pathway to university.

Case Study 4

Higher Level Apprenticeships

The Higher Level Apprenticeship programme currently has over 600 participants working across over 400 employers in a range of occupational areas including Accounting Technician, Life Sciences, Business Technology, Engineering and ICT. Jill is pursuing a career with Norbrook Laboratories completing her Higher Level Apprenticeship in Life Sciences. Jill said: “The Higher Level Apprenticeship in Life Science has been a fantastic experience for me. I am working towards achieving a Foundation Degree qualification as well as gaining very valuable hands on experience in a laboratory within Norbrook. This programme allows me to earn while I learn, without the expense of going to university.” Elizabeth Moran, Learning and Development Manager, Norbrook said: “We are delighted at how successful the Higher Level Apprenticeship programme has been for both Norbrook and the apprentices. The success of the programme can be attributed to collaboration between Norbrook and the Southern Regional College before the programme commenced, along with the high calibre of apprentices who have demonstrated excellent commitment to the programme.”

38 5.21 We will meet the bespoke upskilling areas such as data analytics, cyber needs of employers by deploying the security, cloud computing and software resources of our further education engineering, whilst enhancing the colleges and universities to deliver skills of lecturers in new cutting edge agile and customised programmes technologies important to business such as Assured Skills and specialised growth. In this way we will strengthen ‘academies’. We will provide both the digital capacity and capability potential inward investors and existing of our people and ensure that the businesses with a pipeline of talent skills pipeline meets and anticipates for in-demand skills sectors, particularly the economy’s growing need in high growth, high technology for transformative digital skills.

Case Study 5

Assured Skills – HighWire Press

Recently Assured Skills arranged the design and delivery of a five week pre-employment training programme for HighWire Press, a new foreign direct investor based in Silicon Valley. This was a bespoke training programme designed in a matter of weeks jointly with the company to their specification and involved training in software development and quality assurance. All 18 trainees recruited onto the programme were employed by HighWire at the end of the programme.

Case Study 6

Assured Skills – Fin Tru

FinTrU, a financial services company, approached Invest NI in March 2014 about the prospect of opening a centre of excellence in Belfast as an inward investment project. In partnership with Belfast Metropolitan College and Ulster University, a bespoke four week academy was quickly designed to meet the training needs of the company, with the first graduates commencing work in September 2014. A further three academies developed and run in association with FinTrU have resulted in 58 academy graduates securing employment with the company.

39 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Growing such a talent pool will include stimulating and supporting the acquisition of coding skills from an early age.

5.22 Our overall ambition in taking forward these activities is to ensure that local businesses have access to a workforce which is amongst the most appropriately skilled internationally. The latest OECD International Survey of Adult Skills9 shows that our literacy and numeracy levels have been improving with an increasing proportion of our people performing at the higher standards. Nonetheless, more remains to be done if we are to become truly world class. By upskilling our workforce with even greater pace and by moving people up the skills ladder we will aim to move further up the international standings closing the gap with leading performers such as Japan, Finland, New Zealand and the Netherlands.

9 Organisation for Economic Co-operation and Development, 2013, Survey of Adult Skills First Results: England and Northern Ireland (UK)

40 ENHANCING EDUCATION, SKILLS & EMPLOYABILITY Ambition An economy built on talent, which delivers excellence and relevance in education and skills and where everyone is supported to achieve their full potential. What do we want to achieve? • An education system that provides our young people with the skills for life and work; • Access to timely, relevant and comprehensive careers advice; • Help for those furthest away from work so that they can take full advantage of employment opportunities and share in Northern Ireland’s future prosperity; • A high quality, efficient and responsive system for delivering professional and technical skills, with strong input from business in shaping provision; • A pipeline of graduates who have the skills, knowledge and capabilities to excel; • A strong and relevant supply of skills for economic growth. What are we going to do? We will: • Radically reform careers advice on the employment opportunities available both now and in the future and work with industry to develop a new ‘Business Ambassadors’ scheme for local schools; • Align education, skills and employability policies and funding models to ensure a skills pipeline, pathways and progression to underpin our economic ambition; • Improve educational outcomes from an early age and, focusing on the statutory curriculum, raise standards in literacy, numeracy and digital capabilities; • Strengthen the current and future talent pool of digital skills by building capacity and capability through the ‘academy model’, focusing initially in the areas of analytics and cyber security, as well as supporting and encouraging more coding academies for young people; • Proactively support those furthest from the workforce, removing barriers, providing access to skills and encouraging participation; • Increase the number of economically inactive claimants taking up formal programmes of support to develop and improve their skill levels and help them into work; • Design and implement an “employability pipeline” model and establish an Employability Forum in each council area to better match supply and demand for work, through the Community Planning process; • Strengthen collaboration across government and with industry, education and academia; • Better prepare our young people to compete for work and to match them with employers’ needs; • Work with our further and higher education institutions, Invest NI and training providers to align skills provision with our economic priorities; • Deliver new models of youth training and apprenticeships which facilitate progression up the skills ladder across a wide range of occupational areas; • Support businesses wishing to upskill their workforce. How will we know we are on target? Indicator What this looks like % of school leavers achieving at level 2 or above including English and maths Improved educational outcomes

% of schools found to be good or better Improved quality of education % of the workforce in employment qualified to levels 1+, 2+, 3+ and 4+; Improved skills profile of the population the proportion of graduates qualifying from a NI Higher Education Institution with an economically relevant STEM qualification; number of companies new to productivity skills development; % of companies confirming a positive productivity impact post project Economic inactivity rate excluding students Reduced economic inactivity Proportion of local graduates from local institutions in professional or Increased proportion of graduates moving management occupations or in further study six months after graduation into employment or on to further study

41 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

PILLAR 3 - DRIVING INCLUSIVE, SUSTAINABLE GROWTH

5.23 We are committed to ensuring that all up the career ladder. Our colleges will parts of Northern Ireland and all sections continue to provide comprehensive of our society share equally in the support for those who may have benefits of sustainable economic growth. special needs in pursuing their further We want to build a labour market that education studies because of illness promotes opportunity across our cities, or disability. Colleges will also tailor towns and rural areas. their programmes and interventions in such areas as product development to 5.24 Private sector businesses are the engine meet the specific needs of businesses for growth. We want new business in their local areas to support start-ups and enterprise to flourish right sub-regional growth. across Northern Ireland and will take steps to support people everywhere, 5.26 We want to ensure that manufacturing including those who face particular and services businesses operating in barriers, so that they are equipped all regions and communities across to access employment opportunities. Northern Ireland can prosper. We Through the measures under our recognise the importance of cities as Education, Skills and Employability Pillar, drivers of economic growth, as well as we will work with our partners in the the value of our rural economy, with voluntary and community sectors and a third of our population living in rural in local councils in all parts of Northern areas. Ensuring that the benefits of city Ireland to assist people who need growth have wider positive impacts for support to acquire the skills they need to businesses based across the region, access employment opportunities. that infrastructure allows ease of worker mobility and that the opportunities of 5.25 Our well-developed network of regional economic corridor development are colleges, with campuses geographically realised will be essential to ensure spread across Northern Ireland, growth is shared across Northern provides a valuable resource for people Ireland. We will work closely with local everywhere to secure the necessary councils, in their capacity as leaders of skills and qualifications to enhance their community planning, in their respective employment prospects and progress areas to promote social and economic

42 development at local level to support start-ups and creating an environment their efforts in ensuring that social and that actively fosters and supports economic disadvantage is addressed entrepreneurship. We will work with wherever it exists and that those who local councils, universities, further need most help in accessing the labour education colleges and schools to market receive it. provide support for entrepreneurs at all stages. In particular, we will work closely 5.27 The Fresh Start Agreement contains a with local councils, as they implement specific commitment from the Executive their new responsibilities for enterprise to support the regional development activities, in encouraging new business work of the North West Gateway start-ups, creating an enterprise support Initiative, which includes a focus on infrastructure and in tailoring actions economic growth and investment to to encourage young entrepreneurs and promote regional growth. We will women in business. In recognition continue to support the North West of its contribution to the provision of Gateway Initiative. employment opportunities and economic activity in local communities, we will 5.28 Northern Ireland has historically had a continue to provide support to the social comparatively low business birth rate enterprise sector. compared to the rest of the United Kingdom. In 2014, there were 4,805 5.29 Large firms matter in small advanced new enterprises started in Northern economies. They provide critical mass, Ireland. This equates to a business scale and specialisation that might be birth rate of 8.7% which is significantly difficult to generate otherwise. Growing below the overall United Kingdom birth our businesses is therefore a priority. rate of 13.7%. However, Northern The profile of businesses in Northern Ireland’s business birth rate compares Ireland shows that the vast majority of favourably to places like Finland and businesses (89.2%) have less than nine Sweden. Our two year business survival employees, and only 2% of businesses rate stood at 68.9% for businesses have more than 50 employees. started in 2012, and was higher than Estonia, Finland and Denmark. 5.30 Research from across Europe shows Our ambition is to become a more that the bulk of private sector dynamic and enterprising economy, employment growth is generated from a driving up the rate of new business small group of high growth companies.

43 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

This aligns with our own research in Northern Ireland which illustrates the importance of their contribution in supporting employment, particularly during the prolonged recession. That research also highlighted the diverse nature of our high growth firms which are neither concentrated in any one particular sector, nor unduly concentrated in any one particular part of Northern Ireland. Some of the strongest performance of high growth firms has been observed in mid-Ulster, and in the west and south of Northern Ireland.

5.31 Encouraging more companies in Northern Ireland to scale up and/or achieve high growth is therefore a key element in creating more employment opportunities. Invest NI will increase its scaling initiative to identify and provide targeted support to greater numbers of firms with the highest growth potential to scale up, diversifying to include smaller companies with high growth potential.

5.32 Research highlights the importance of dense collaborative networks of businesses to the economic success of a region. Collaboration in clusters between businesses and associated institutions with common interests, such as universities, trade associations

44 and public authorities, can result in 5.34 If we are to make progress towards the a more competitive, productive and goal of sustainable economic growth innovative environment. then we must embrace the concept of a circular economy, one that businesses 5.33 Agriculture and the agri-food sector have already started exploring today. is our largest employer and provides A circular economy is an alternative regional employment throughout to a traditional linear economy Northern Ireland. We will work to (make, use, dispose) in which we keep improve the productivity and sustainably resources in use for as long as possible, grow the sector by implementing key extract the maximum value from recommendations arising from the Going them whilst in use, then recover and for Growth Strategy. We will ensure regenerate products and materials at that the sector continues to innovate the end of each service life. through closer collaboration between the Agri Food and Biosciences Institute 5.35 The latest MATRIX report in Advanced (AFBI), our universities and private sector Manufacturing Materials and Engineering employers. We will work to upskill the emphasises how a circular economy agricultural sector and transfer key can encourage innovation, deliver job skills through the work of the College of creation and improve resource efficiency Agriculture, Food and Rural Enterprise and material productivity. Reducing our (CAFRE) both through the education of reliance on imported goods can help young people and the use of business businesses to remain competitive in the development groups. The Department global market as well as assisting efforts of Agriculture, Environment and Rural to tackle climate change and protect Affairs (DAERA)’s Rural Development valuable ecological assets. Programme 2014-2020 is an important policy intervention aimed at supporting 5.36 To help develop the circular economy, the sustainable growth of the agri-food the Department for the Economy will sector, protecting and improving the work with DAERA to develop a circular natural environment and developing economy strategy for Northern Ireland. the rural economy. Its objectives are important in delivering economic growth and improving the competitiveness of Northern Ireland’s rural areas, and its implementation will remain a priority.

45 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

5.37 It is important to create the right In addition, venture capital and early conditions that will allow businesses stage equity investment play a vital to grow and flourish, such as access role in helping many high growth, to appropriate and affordable finance. knowledge based firms secure the Having a local banking sector that funding they need to start and grow, meets the needs of both consumers and funding that is often not provided businesses, and provides bank lending through traditional debt finance on a competitive basis to local Small from banks. and Medium sized Enterprises (SMEs), is vital to sustaining economic recovery.

46 5.38 Much progress has been made in recent 5.39 Fundamental to supporting business years to improve the availability and growth is an effective regulatory regime, affordability of finance for businesses which maintains appropriate and in Northern Ireland but there remains necessary protections, while minimising more to be done. Research carried out the regulatory burden on business. by the Department for Enterprise, Trade We will progress a comprehensive and Investment in 2015 noted that the regulatory reform programme which market in Northern Ireland for early stage will contribute to supporting business and growth finance remains relatively growth and reducing red tape. small and faces a number of challenges. Planning has a key role to play in Invest NI has put in place a £170 delivering sustainable development million Access to Finance Initiative to and business growth. Much progress ensure that companies with high growth has been delivered through a recent potential are not held back because they comprehensive planning reform initiative. cannot access finance. This suite of Planning policy and performance are support is helping to ensure that SMEs subject to ongoing review in order to at all stages of the development cycle inform improvements to the newly have access to financial support through established system. a range of equity investment and debt financed models.

47 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

DRIVING INCLUSIVE, SUSTAINABLE GROWTH Ambition An economy which delivers for people across all parts of Northern Ireland with more people in employment, more companies being established and more inward investment being attracted. What do we want to achieve? • A more enterprising region, with a culture of new business development; • A higher level of business start-up activity with an emphasis on technology and high potential start ups across all areas; • Growth in sectors and technologies where we have strengths and capabilities matched to national and international opportunities; • Economic prosperity and opportunity across the region; • An economy where an increasing number of businesses realise their high growth potential and scale up from small to medium sized companies employing more people in the process; • An economy where entrepreneurship and enterprise is endemic and reflected in a growing status as a start-up region. What are we going to do? • Put in place a new Business Growth Initiative that helps high growth potential SMEs to scale up; • Work with the small business sector in Northern Ireland to create a collaborative network for family owned businesses; • Develop six “Enterprise Parks” across Northern Ireland with superfast broadband, quick and affordable electricity connections and a package of rates support; • Create six SME digital hubs across Northern Ireland to support more companies engage in e-business and benefit from digitisation; • Implement the key recommendations of the Going for Growth Strategy; • Enhance the Northern Ireland entrepreneurship ecosystem in partnership with all key stakeholders to provide an infrastructure that supports entrepreneurs at each stage of their journey; • Support a new region wide women’s entrepreneurship programme; • Increase investment in innovation activities, particularly supporting open innovation and enhancing Catalyst Inc provision outside Belfast; • Explore opportunities to replicate in other locations initiatives such as the new Innovation Factory in Belfast; • Increase business cluster and innovation support across Northern Ireland; • In partnership with local government, deliver a new programme for business start-up support; • In conjunction with local councils and the Department for Communities, provide support for communities and individuals facing disadvantage; • Increase opportunities and support for business collaboration regionally, nationally and internationally; • Monitor access to both bank and non-bank finance, including seeking to increase the supply and demand of early stage and growth finance; • Progress a new ‘Open for Business’ strategy aimed at comprehensive regulatory reform programme which will contribute to supporting business growth and reducing red tape; • The Department for the Economy will work with the Department of Agriculture, Environment and Rural Affairs to develop a Circular Economy Strategy for Northern Ireland. How will we know we are on target? Indicator What this looks like Seasonally adjusted employment rate (16-64) Increased proportion of people in work A Better Jobs Index Increased proportion of people working in better jobs Improved regional balance of economic prosperity through Employment rate by geographic area increased employment The employment rate of 16-64 year olds by deprivation Increased economic opportunity for our most deprived quartile communities Jobs promoted via business start programme Increased number of business start-ups Annual turnover of businesses Increased numbers of businesses of scale Total early-stage entrepreneurial activity rate Increased entrepreneurial activity

48 PILLAR 4 - SUCCEEDING IN GLOBAL MARKETS

5.40 Over the last two decades world trade evolve as uncertainty around the has increased fourfold, world foreign future diminishes, and as new trading direct investment has increased fivefold opportunities emerge in the future. and world tourism has more than doubled. Economic success for Northern Competing globally for investment Ireland must embrace an outward facing 5.43 Foreign direct investment plays a approach. International engagement will vital role in small open economies in be at the core of our economic policy, driving international expansion as well and this Pillar concentrates on three key as contributing significantly to raising aspects of that engagement. productivity and innovation activity. The Competing globally through trade international activity of these firms is a central part of strong external engagement 5.41 Having externally focused businesses by small advanced economies, and thriving in international markets is so competing effectively for inward crucial for generating strong economic investment is a key ambition for this outcomes in small economies like Industrial Strategy. Northern Ireland. We need to trade beyond a domestic market that is too 5.44 Our inward investment proposition to the small to get the required business scale, world will be coherent and integrated, specialisation and growth. built on talent, value and tax. We will integrate a lower rate of Corporation Tax 5.42 Exporting remains central to our into our enhanced proposition, building Industrial Strategy and, with a changing in a focus on current successful sectors economic landscape on the horizon and clusters and targeting new types of as a result of exiting the European higher profit, higher value-added activities. Union, it is vital that we are responsive Our proposition to inward investors will and adaptable in the ways we seek also be backed up by a targeted and to achieve our objectives on trading responsive skills offering tailored through globally. We are already taking forward our Employer Support Programme. new approaches to drive improvements in our commercial success in overseas 5.45 Opportunities exist for attracting markets and this will continue and investment for major infrastructure

49 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

projects especially from places like China unrealised, within the Republic of Ireland and the Middle East. We will work with market. Our aim is for an internationally local government and the private sector competitive tourism sector, based upon an to develop a comprehensive infrastructure inspiring visitor destination of which we are ‘pitch book’. all proud, with an ambitious goal to double external revenue to £1 billion by 2025. 5.46 Northern Ireland benefits from a strong In doing so we will also contribute to other diaspora spread around the world. We priorities by supporting local communities will build on the success of Northern Irish and creating regionally dispersed Connections to utilise the power of people employment opportunities. with an affinity to Northern Ireland to promote our region internationally. 5.49 We will also exploit the increasing international orientation of our local Competing globally as a destination educational institutions. Attracting international students and staff is an 5.47 With successful small economies being important aspect in developing the characterised by active international international reputation of our universities engagement it is important to understand as another type of exporting activity. We how Northern Ireland is viewed and will aim to build on the success we have regarded by other countries. Developing achieved in this area in recent years. In an international focus on our key areas addition, our further education colleges of economic potential, and actively have become increasingly focused on the promoting Northern Ireland as a good need to operate in an international arena place to interact with economically, and to equip students and staff with the commercially and academically, will skills required to work and compete in the be crucial to our success in a highly global economy. We will work with our competitive world. universities, further education colleges, 5.48 As part of this we will launch and boarding schools and English language implement a new strategy to unlock training organisations to find new ways the full potential of tourism in Northern to increase enrolments of international Ireland and secure our place on the world students and the supply of educational map as a must-see destination. The services by our institutions overseas. This strategy will place a clearer focus on the will include participation in trade missions, key markets of USA, Canada, Australia organising inward visits to Northern Ireland, and mainland Europe, as well as focusing exhibiting at international trade fairs and on the significant potential, as yet availing of support from in-market experts.

50 SUCCEEDING IN GLOBAL MARKETS Ambition

Northern Ireland will be viewed across the world as the location of choice within the United Kingdom to do business from, and to do business with.

What do we want to achieve?

We want to see: • Much greater commercial success for our companies in overseas markets; • Northern Ireland becoming the top United Kingdom region for attracting foreign direct investment; • Our tourism industry flourishing and delivering on its potential.

What are we going to do?

We will: • Develop a new International Trade Plan for Northern Ireland to capitalise on recent export success and encourage more first time exporters; • Enhance international awareness of Northern Ireland as a place to do business with; • Lower corporation tax and promote Northern Ireland internationally as a top destination for inward investment within a strong United Kingdom proposition; • Target new export-intensive and “profit centred” inward investment opportunities, building upon existing strengths within sectors and clusters; • Prepare our skills pipeline for the needs of inward investors of the future; • Increase support for export market diversification and additional support to target Great Britain and Republic of Ireland as first destination markets for our businesses; • Work closely with the Department for International Trade to capitalise on emerging trading opportunities; • Engage with emerging markets to secure market access for our agri-food products; • Within a new Tourism Strategy, deliver events of scale that can enhance our international reputation; • Develop our international position as a destination for learning, attracting the best academic staff and collaborating on research; • Identify opportunities for exploiting education services as an export and a means to enhance our international reputation; • Invest in experiences and products infrastructure that will give external visitors new reasons to holiday and stay longer in Northern Ireland; • Under the rural tourism element of the Rural Development Programme, invest £10m in projects to increase the number of out-of-state visitors.

How will we know we are on target? Indicator What this looks like

Growth in the value of sales by local businesses made Broad Economy Exports Measure outside Northern Ireland

Broad Economy Exports Measure More local businesses selling outside Northern Ireland

Total spend by external visitors Improved attractiveness as a destination

National Brand Index Improved international reputation

Number of external businesses and employment Increased amount of Foreign Direct Investment in in those businesses Northern Ireland

51 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

PILLAR 5 - BUILDING THE BEST ECONOMIC INFRASTRUCTURE

5.50 A region’s infrastructure is both a key these sectors will differ, but the need for enabler and driver of economic growth. an all-encompassing overall strategic Investment in our infrastructure is a approach across them is clear. The significant and long term commitment Industrial Strategy will align with the that lays the foundations of our future Investment Strategy for Northern Ireland, economic and social wellbeing and which will set out in more detail the competiveness. It requires long term Executive’s priority areas for investment planning and a sustained focus on in the years ahead and is intended to delivery to meet the anticipated needs assist Government and our private sector of society a generation ahead, as well partners to plan ahead for the challenge as to tackle any shorter term issues of delivering an infrastructure investment which arise. programme across the region.

5.51 Investment in our infrastructure is 5.53 Energy is central to the quality of our vital to provide the physical and digital lives and for the functioning of modern connectivity to allow Northern Ireland economies. The energy sector provides to compete on the global stage. That essential services along with employment, connectivity needs to be regionally investment, infrastructure, technological balanced to ensure a level playing advances, knowledge and skills, that can field of opportunity in terms of access be highly beneficial to the wider economy to market and the ability to establish in general. and grow businesses across all parts of Northern Ireland. It also needs to 5.54 Energy policy is at the core of economic, take account of the specific current and environmental and social activity. future economic needs of the region. Determining energy policy is about making a realistic assessment of the energy 5.52 Importantly our approach to challenges we face. There will always be infrastructure needs to encompass tensions between pursuing economic, both those elements which are publicly social and environmental objectives and owned and run and those which are in the associated cost implications of each. the hands of the private sector. The This is the so-called “energy trilemma”. part Government can properly play in The challenge for Northern Ireland,

52 as elsewhere, is balancing this trilemma to request a broadband connection to ensure security of supply, cost control with speeds of 10Mbps, no matter and the achievement of affordable where they live, within a reasonable decarbonisation. cost threshold by 2020. We will also continue to intervene in the market 5.55 We will develop a new Energy Strategy where it can stimulate competition and that will seek to address both our short choice from the industry. We will work to medium term needs and also position to keep the regulatory environment us to meet the longer term challenges aligned with other regions and out to 2030 and beyond. international standards and norms. This recognises the importance that 5.56 While telecoms remain a reserved our telecoms infrastructure and services responsibility, we will continue to work play in sustaining and growing our with the United Kingdom Government to economy. Our goal is to ensure that deliver the Universal Service Obligation there is no digital divide between rural which is intended to give people the right and urban areas.

53 ECONOMY 2030 A DRAFT: INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

BUILDING THE BEST ECONOMIC INFRASTRUCTURE Ambition

Northern Ireland will be recognised as having world class economic infrastructure supporting the growth of a modern, dynamic, connected and competitive economy.

What do we want to achieve?

• Investments in energy, water, transport and connections, digital communications, waste disposal networks and facilities, as key components for a competitive modern economy. • Investment in key infrastructure projects to provide the physical and digital connectivity to enable our business to thrive globally; • Investment both in better access to major population and business centres through our strategic road network in the West and in tackling significant drainage and flood risk issues in Belfast and other regional centres.

What are we going to do?

We will: • Become Europe’s best connected region for broadband by 2030 by further extending broadband coverage through the Northern Ireland Broadband Improvement Project and Superfast Rollout Programme, and further new interventions that will enhance broadband speeds and mobile coverage across Northern Ireland as part of a new Digital Infrastructure Strategy; • Invest in infrastructure to support the growth of Belfast as a regional driver and Londonderry as the driver of the North West; • Enhance the security, sustainability and cost-efficiency of our energy supply; • Develop a new Energy Strategy to meet Northern Ireland’s medium and longer term energy needs; • Invest in the connections to our ports to enhance our access to global markets and the efficiency of our supply chains.

How will we know we are on target? Indicator What this looks like

• Proportion of NI premises with access to broadband • Improved internet connectivity services at speeds at or above 30Mbps

• % change in security of supply margin as measured by • Enhanced security, sustainability and cost-efficiency SONI’s Generation Capacity Statement of our energy supply

54 QUESTIONS

7 For each of the 5 Pillars for Growth:

• Do you agree with what we want to achieve;

• What we plan to do to deliver; and

• How we plan to measure progress?

55 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

MEASURING SUCCESS

Indicator Framework

6.1 We will monitor the progress of our 6.4 Improving the competitiveness of the Industrial Strategy to ensure that the Northern Ireland economy, in all its actions we are taking will contribute to facets, is our overarching aim. Economic the outcomes that we wish to see and, competitiveness can be defined as ‘the ultimately, to our economic vision. set of institutions, policies and factors that determine the level of productivity 6.2 To remain consistent with the new draft of a country’. The level of productivity Programme for Government framework sets the prosperity that a particular we propose to adopt an outcomes based economy can achieve, the return from approach to the indicator framework for investments and ultimately the rate of this Strategy. Through delivery of the economic growth. In addition to our key activities associated with each of proposed framework of indicators and our Pillars for Growth we have identified measures, in order to measure and the key economic indicators in which assess the overall competitive position or we want to see improvements and our economy over time, we also propose which we believe will ultimately lead to to use the reports on competitiveness improvements in our overall economic which will be published regularly by the competitiveness. Economic Advisory Group, built on the Competitiveness Scorecard which it first 6.3 The table below proposes the two high published in July 2016. level goals and indicators, and the associated measures, that we will use. Our final Strategy will establish targets for those indicators, subject to the views of respondents in this consultation, and these will be set over three time horizons – 2020, 2025 and 2030.

56 57 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Figure 10 – Indicators

INDUSTRIAL STRATEGY INDICATORS INDUSTRIAL STRATEGY INDICATORS

2030 GOALS: INDICATOR: PRIVATE SECTOR NI COMPOSITE INDEX - INCREASE THE SIZE OF THE ECONOMY INDICATOR: COMPETITIVENESS SCORECARD - INCREASE COMPETIVENESS AND WELLBEING

ENHANCING EDUCATION, DRIVING INCLUSIVE, DRIVING INCLUSIVE, BUILDING THE BEST ECONOMIC ACCELERATING INNOVATION AND RESEARCH SUCCEEDING IN GLOBAL MARKETS SKILLS AND EMPLOYABILITY SUSTAINABLE GROWTH SUSTAINABLE GROWTH INFRASTRUCTURE

INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE

Proportion of % of school leavers Growth in the value Improved Seasonally adjusted NI premises with Rate of Innovation Increased innovation in achieving at level 2 Increased proportion Broad Economy of sales by local Improved internet educational employment rate access to broadband activity our economy or above including of people in work Exports Measure businesses made connectivity outcomes (16 – 64) services at speeds at English and maths outside Northern Ireland or above 30Mbps

Proportion of workforce in employment qualified to levels 1+, 2+, Interdepartmental 3+ and 4+ business Register Improved skills Proportion of graduates Number of business qualifying from profile of the population £1m - £2m Northern Ireland Higher annual turnover Education Institutions % change in security with an economically Number of business More local Enhanced security, Northern Ireland Increased total spend Increased number of supply margin as relevant STEM £2m - £10m annual Broad Economy businesses sustainability and Research and on Research and of businesses measured by SONI’s qualifications turnover Exports Measure selling outside cost-efficiency of our Development Survey Development of scale Generation Capacity Northern Ireland energy supply Number of Invest Statement NI companies new Number of business to productivity £10m - £100m improvement skills annual turnover development Number of business % of Invest NI £100m - £1bn companies confirming annual turnover a positive productivity impact, post project

Proportion of local graduates from Increased local institutions Increased proportion Improved regional Number of external Increased amount Number of employment in in professional of graduates moving Employment rate by balance of economic companies and of Foreign Direct knowledge the knowledge or management into employment or geographic area prosperity through employment in Investment in economy jobs economy occupations or in further on to further study. increased employment those firms Northern Ireland study six months after graduation

Economic Inactivity The employment rate Increased economic Improved Business Increased number Reduced economic National brand rate excluding of 16-64 year olds by opportunity for our most international start-up rates of new businesses inactivity index students deprivation quartile deprived communities reputation

Jobs promoted Increased the % of schools found Improved the quality Total spend by Improved attractiveness via business start number of business to be good or better of education external visitors as a destination programme start-ups

Total early-stage Increased entrepreneurial entrepreneurial activity activity rate

Increase the proportion A Better Jobs Index of people working in [to be developed] better jobs

58 INDUSTRIAL STRATEGY INDICATORS INDUSTRIAL STRATEGY INDICATORS

2030 GOALS: INDICATOR: PRIVATE SECTOR NI COMPOSITE INDEX - INCREASE THE SIZE OF THE ECONOMY INDICATOR: COMPETITIVENESS SCORECARD - INCREASE COMPETIVENESS AND WELLBEING

ENHANCING EDUCATION, DRIVING INCLUSIVE, DRIVING INCLUSIVE, BUILDING THE BEST ECONOMIC ACCELERATING INNOVATION AND RESEARCH SUCCEEDING IN GLOBAL MARKETS SKILLS AND EMPLOYABILITY SUSTAINABLE GROWTH SUSTAINABLE GROWTH INFRASTRUCTURE

INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE INDICATOR WHAT THIS LOOKS LIKE

Proportion of % of school leavers Growth in the value Improved Seasonally adjusted NI premises with Rate of Innovation Increased innovation in achieving at level 2 Increased proportion Broad Economy of sales by local Improved internet educational employment rate access to broadband activity our economy or above including of people in work Exports Measure businesses made connectivity outcomes (16 – 64) services at speeds at English and maths outside Northern Ireland or above 30Mbps

Proportion of workforce in employment qualified to levels 1+, 2+, Interdepartmental 3+ and 4+ business Register Improved skills Proportion of graduates Number of business qualifying from profile of the population £1m - £2m Northern Ireland Higher annual turnover Education Institutions % change in security with an economically Number of business More local Enhanced security, Northern Ireland Increased total spend Increased number of supply margin as relevant STEM £2m - £10m annual Broad Economy businesses sustainability and Research and on Research and of businesses measured by SONI’s qualifications turnover Exports Measure selling outside cost-efficiency of our Development Survey Development of scale Generation Capacity Northern Ireland energy supply Number of Invest Statement NI companies new Number of business to productivity £10m - £100m improvement skills annual turnover development Number of business % of Invest NI £100m - £1bn companies confirming annual turnover a positive productivity impact, post project

Proportion of local graduates from Increased local institutions Increased proportion Improved regional Number of external Increased amount Number of employment in in professional of graduates moving Employment rate by balance of economic companies and of Foreign Direct knowledge the knowledge or management into employment or geographic area prosperity through employment in Investment in economy jobs economy occupations or in further on to further study. increased employment those firms Northern Ireland study six months after graduation

Economic Inactivity The employment rate Increased economic Improved Business Increased number Reduced economic National brand rate excluding of 16-64 year olds by opportunity for our most international start-up rates of new businesses inactivity index students deprivation quartile deprived communities reputation

Jobs promoted Increased the % of schools found Improved the quality Total spend by Improved attractiveness via business start number of business to be good or better of education external visitors as a destination programme start-ups

Total early-stage Increased entrepreneurial entrepreneurial activity activity rate

Increase the proportion A Better Jobs Index of people working in [to be developed] better jobs

59 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

RESPONDING TO THE CONSULTATION

7.1 This consultation document sets out A copy of the consultation document is available our proposals to refocus our economic on the Department for the Economy’s website: priorities up to 2030 and invites views https://www.economy-ni.gov.uk/ on those proposals. The responses consultations/industrial-strategy to this consultation, alongside the responses to consultation on the wider You can respond to this consultation on-line draft Programme for Government, at the Northern Ireland Hub – Citizen Space. will inform the development of a final https://consultations.nidirect.gov.uk/dfe/ Industrial Strategy. industrial-strategy-for-northern-ireland Consultation Responses to this consultation should be sent to: 7.2 The public consultation on the [email protected] Industrial Strategy is open for the next twelve weeks until 25th April 2017. Alternatively you can write to us at: Throughout this document a number Strategic Policy Division of issues have been specifically Department for the Economy highlighted for comment and feedback. Room 124 A summary of these questions is Netherleigh included at the end of the document. Massey Avenue However, contributions to the Belfast consultation should not be restricted BT4 2JP to these issues, and all inputs will be welcomed.

60 Disclosure of information

7.3 The paragraphs below explain the policy on the Disclosure of Information and provide guidance on the legal position about any information given in response to this consultation.

7.4 The Freedom of Information Act provides the public with the right to request access to information held by public authorities including Government Departments. This includes information provided in response to consultations.

7.5 Following the end of the consultation, we will publish details of the responses received on the Department for the Economy website. Information you provided in your response, including personal information, could be published or disclosed under the Freedom of Information Act 2000.

Equality Screening

7.6 The draft Industrial Strategy has been subject to an equality screening exercise. The outcome of this screening exercise will shortly be published, as part of this consultation, and will be available on the dedicated Northern Ireland Economic Strategy Website.

61 ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

SUMMARY OF QUESTIONS

1 Do you agree with the proposed vision for the Northern Ireland economy? In particular, do you agree with the twin emphasis on competitiveness and inclusiveness?

2 Do you agree with the proposed five Pillars for Growth?

3 Do you agree with the proposed economic milestones?

4 Do you agree with the importance of continuously benchmarking Northern Ireland against other small advanced economies?

5 Do you agree that the Industrial Strategy should now move towards a rebalancing focus?

6 Do you agree that our Industrial Strategy should support sectors where Northern Ireland is world class or where we have the potential to be world class?

7 For each of the 5 Pillars for Growth:

• Do you agree with what we want to achieve;

• What we plan to do to deliver; and

• How we plan to measure progress?

62 63 January 2017 APPENDIX C – DRAFT CONSULTATION RESPONSE TO INDUSTRIAL STRATEGY FOR NI

MID ULSTER DISTRICT COUNCIL RESPONSE

TO

ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND

Deadline for Response 25 April 2017

Introduction Mid Ulster District Council (MUDC) is making this submission to the draft Economy 2030 A Draft Industrial Strategy For Northern Ireland.

In doing so MUDC is also putting forward several points that are particularly relevant to this area. To begin with the Council welcomes this document which is a long term vision to transform Northern Ireland into a globally competitive economy putting people at its core so that it works for everyone. The objective of the strategy is to improve living standards and economic growth by increasing productivity and driving growth across all of Northern Ireland.

In particular our response is based on key themes identified through a Community Planning process which include:

- The creation of an environment to create and grow our businesses and create sustainable job creation. - To address education underachievement and provide quality and sustained destination opportunities for our young people. - To provide integrated and connected infrastructure including our physical roads and utilities and our broadband and

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telecommunications which are critical to our future economic growth and balanced regional prosperity. - Provide health and wellbeing solutions to address the health inequalities and those most vulnerable in our area. - Support and develop the capacity of our communities to work towards more cohesive and stronger communities.

In the MUDC area the population growth is the fastest growing of the new 11 council areas. The area has the largest concentration of small businesses outside of Belfast Metropolitan area and is the Small Business Capital of Northern Ireland in terms of business start-ups. Two thirds of our SME’s are located in dispersed rural communities.

The MUDC area has witnessed unprecedented entrepreneurial spirit and much success in recent years. It is home to several significant global businesses, cutting edge industries and many ambitious SMEs across all sectors. Local people are at the heart of regions ambition and success, and at the heart of its prosperity.

Yet in the MUDC area many issues remain unresolved. On a variety of economic and social indicators the Mid Ulster area is disadvantaged compared to other areas of Northern Ireland. MUDC would seek to have this addressed not just through this strategy but other key strategies produced by the Executive. This must be addressed or the area faces a continuation and widening of inequality of economic and social outcomes.

With a rebalancing of support and investment the MUDC area has real potential and the ability to become more competitive economically and socially both nationally and internationally. The area is strategically well positioned and the area offers a high quality of life. It has many entrepreneurial and internationally competitive businesses.

2

QUESTIONS FROM DRAFT ECONOMY 2030 A DRAFT INDUSTRIAL STRATEGY FOR NORTHERN IRELAND. 1. DO YOU AGREE WITH THE PROPOSED VISION FOR THE NORTHERN IRELAND ECONOMY? IN PARTICULAR, DO YOU AGREE WITH THE TWIN EMPHASIS ON COMPETITIVENESS AND INCLUSIVENESS?

MUDC would agree with the proposed vision to make Northern Ireland one of the world's most competitive small advanced economies by 2030. It is an ambitious plan and a goal that MUDC feels is right. It will however take more than policies to deliver it. This strategy has a list of proven policies for tackling low productivity: investing in science, developing skills, upgrading infrastructure and focusing on comparative advantages however it doesn't have any budgetary specifics.

Currently, in Northern Ireland there exists low productivity, a high rate of economic inactivity and a skills shortage across many sectors. This draft industrial strategy is aimed at increasing Northern Ireland's competitiveness. It focuses on innovation, skills, infrastructure and exports. Six sectors are identified as having "world-class capabilities" including financial services, advanced manufacturing and life sciences.

The strategy has taken a selective approach and MUDC believes that this is the correct. A small region cannot be a world leader in everything, so efforts must be concentrated in sectoral terms.

2. Do you agree with the proposed five Pillars for Growth? (For each of the 5 Pillars for Growth: Do you agree with what we want to achieve; What we plan to do to deliver; and How we plan to measure progress?

• Accelerating Innovation and Research; • Enhancing Education, Skills and Employability; • Driving Inclusive, Sustainable Growth; • Succeeding in Global Markets; and • Building the best Economic Infrastructure.

MUDC’s would agree with the five pillars for growth. MUDC’s Economic Development Plan also reflected in the Councils Community Plan, developed four priorities to drive growth and regeneration. A key point for MUDC being that there should be a strong emphasis on place, rather than a purely sectoral based approach. By doing so, it allows the government to take advantage of the differences and unique strengths that exist across the country. The vulnerability of the sectoral based approach is that Northern

3

Ireland might not realise the ambitions set out and therefore fall further behind those economies we strive to compete with.

MUDC is committed to building on the district’s key attributes to support local economic and social development. The plan is focussed on maximising all future opportunities to reinforce Mid Ulster’s position as a top performing region in Northern Ireland.

Accelerating Innovation and Research

Tyrone is recognised globally as a centre of excellence in the design and manufacture of materials handling equipment with locally produced solutions exported to customers worldwide for applications across a diverse range of industries including manufacturing, quarrying, recycling, mining, aerospace and construction. In fact the majority of the world’s materials handling equipment originate from the cluster of engineering firms based in mid-Ulster.

A strong and growing Innovation and Research environment that has a skilled and well-educated workforce, with strong technological and business skills would further strengthen the region.

MUDC in collaboration with South West College are investigating proposals to develop a Centre of Excellence for Engineering locally. This is an initiative if supported by the NI Executive would complement the draft Economy 2030 Draft Industrial Strategy for Northern Ireland.

Enhancing Education, Skills and Employability;

MUDC believes one of the main drivers of strong economic growth is the availability of a high performing skilled workforce. MUDC seeks to address the skills requirements in Mid Ulster’s key sectors, while at the same time ensuring that those not in employment or training have the opportunity and support they require to find a job, apprenticeship or training scheme which meets their needs.

To this end MUDC has seized the initiative and set up a Skills Forum that will further examine and progress skills issues impacting on the economic future of our District. This is done by adopting a sub-regional approach. The objective is to contribute towards an improvement in local skills provision and promote locals ability to access opportunities for employment or up-skilling. Training provision must reflect the needs of the local employers and provide access to services to help access employment or self-employment opportunities.

4

Mid Ulster businesses need a platform to outline their issues and to identify and represent the skills issues facing the local business sector and explore potential solutions. MUDC will work with local businesses to scope and map the current skills issues across Mid Ulster and consider with regional position and existing strategies. There has to be a greater focus on commercially successful research and development, to increase skills levels across the workforce and to make infrastructure improvements.

Driving Inclusive, Sustainable Growth

Mid Ulster has been identified as the most entrepreneurial region in Northern Ireland in terms of business start-ups and also boasts the largest business base outside Belfast. Within our Economic Development Plan MUDC has advocates that there has to be a comprehensive range of business support interventions to help Mid Ulster’s businesses take advantage of all emerging opportunities. It also seeks to ensure Mid Ulster is recognised as a key strategic investment location on a regional, national and international level.

The Private sector and SME’s are the life blood of this region. It is they who are increasingly being recognized as a major force in our sustainable growth. They drive economic growth through investment, employment and business creation, innovation and knowledge transfer, and other multiplier effects from their operations and activities. The entrepreneurship, business start-up, growth and innovation are key drivers in further growing Mid Ulster’s economy.

Succeeding in Global Markets

Our economy depends increasingly on the ability of businesses to compete and win in the global marketplace. Brexit is a paradox as it is both a concern and an opportunity. For the purpose of this strategy it is essential to build a common vision of the current and future challenges faced by local businesses. It is also important to have a common understanding of the business opportunities that lie before indigenous companies and of the business strategies they need to implement to succeed internationally.

Building the best Economic Infrastructure

Within the Northern Ireland Regional Development Strategy (RDS) infrastructure is seen as key to a balanced and an effective regional development process. Mid Ulster District Council welcomed the delivery of the Magherafelt by-pass which opened in October 2016. However, down through the years the region has suffered due to a serious lack of strategic road investment to support the

5 network of towns and their associated hinterlands. This has hindered further economic progress. The Mid Ulster area needs good transport linkages to enhance the competitiveness of businesses, attract investors, boost tourism and improve access to key services.

There are a number of key roads that need immediate action: . The A5WTC requires a re-affirmed commitment to delivering the A5 dual carriageway project which travels through the Mid Ulster Council area. It is one of five key Transport Corridors in Northern Ireland and must be upgraded as a matter of urgency.

. The A29 which it is mostly a single carriageway, traversing through a number of main towns in the area such as Magherafelt- Moneymore -Cookstown – Dungannon.

. The long awaited Cookstown By-Pass needs progressed as a matter of urgency due to the high volume of traffic travelling on the A29 which passes through the centre of Cookstown and which results in heavy congestion of traffic at peak periods. It is estimated that a new by-pass would be carrying 22,000 vehicles per day had it been completed in 2014, and 35,000 per day by 2029.

. Dungannon By-Pass with an estimated 10,000 vehicles driving through the town each day needs visited. This lack of provision is having a damaging impact for the growth of the town.

. Villages in particular Moneymore along the strategic route also need consideration regarding traffic flow alongside the development of the town bypasses.

Rail Stated within “The Railway Investment Prioritisation Strategy 2014” extensions west along the road network on the A6 in the locality of the Castledawson roundabout and either the M1/A4 or A3/A29 corridors in the locality of Dungannon and Armagh could provide more affordable and viable options, particularly given the significant number of commuters currently utilising the A6 and A4 corridors. The Council feels that this vision should be kept alive and actioned.

3. Do you agree with the proposed economic milestones?

MUDC would agree with the objectives of the economic milestones. The strategy also states that the key lessons from small advanced economies

6 include having a 'crystal clear' strategy and building on distinctive strengths in a small number of areas. There is a concern around Brexit and funding to achieve these milestones.

By 2025 the target is to double the amount that tourists spend in the region which MUDC as an area with huge tourism potential would welcome. One of the 2030 goals is to raise Northern Ireland into the top three most competitive small advanced economies based on the competitiveness rankings used by the Department for the Economy. It currently sits in last place, behind both Scotland and the Republic of Ireland.

Options raised by the strategy include the development of a science funding agency to promote research excellence and a "radical reform" of careers advice services.

There is also a plan for a new "Business Growth Initiative" to help high growth potential smaller businesses to scale up. Other aspects of the strategy build on existing policies for exports and tackling economic inactivity. The NI economy may not be rebalancing towards manufacturing, but there is a range of evidence that the successful industries within the services sector are.

4. Do you agree with the importance of continuously benchmarking Northern Ireland against other small advanced economies?

Yes as this is an ongoing process of measuring and improving business practices against the companies that can be identified as the best worldwide or the main competition.

It is important that to seek improvement rather than maintaining the status quo. It addresses searching worldwide for the best companies. Most companies have international competitors. It would be naive to think that best practices are limited to one country or one geographical location. Information that allows companies to improve their competitive positions must be gathered from the best companies, no matter where they are located. If local companies fail to develop a global perspective they are in danger of being replaced by competitors that had the insight to develop a comprehensive perspective. In order to make rapid continuous improvement, companies must be able to “think outside the box” that is, to examine their business from external perspectives. The more innovative the ideas that are discovered, the greater the potential rewards that can be gained from the adaptation of the ideas. Research shows that major innovations in any business sector come from an external sector and are adapted to improve the practices of the company

7 within their business sector. In today’s competitive business environment, the need to develop this external perspective is critical to survival.

5. Do you agree that the Industrial Strategy should now move towards a rebalancing focus?

MUDC strongly supports the need for rebalancing our economy and would like to see a transformed economy. This would be viewed as vital for the region’s economic future. Northern Ireland as a whole has a strong dependence on the public sector, the lowest wages and one of the lowest labour productivity rates in the UK. The strategy must ensure that everyone, everywhere in Northern Ireland feels the benefits of an improving economy with more jobs and rising incomes.

MUDC does not see its future in attracting high value foreign direct investment rather it would consider the growth of indigenous businesses more important than attracting foreign investment. Low productivity has been a constant of the Northern Ireland economy. Output (GVA) per hour worked in Northern Ireland remains the lowest of the all the UK regions 19% behind the UK average. The gap has been persistent and widening for many years despite being the target of a number of economic strategies. There needs to be a particular emphasis on improving productivity and ensuring that economic growth is spread across people and geographies.

Northern Ireland's economy will face much uncertainty and many challenges in the years ahead including Brexit. However the economy is capable of dealing with these particularly if both local and central government play a central role to support the market it whatever way it can.

There needs to be a focus on regional growth if the economy is to fully succeed. It is therefore important that every part of Northern Ireland grows. It is impractical to ignore pockets of private sector potential outside of the Belfast Metropolitan area. The economic recovery will be aided by an equal focus on regional parts as well as metropolitan areas.

MUDC believe that this area is a key region to the Government’s stated objectives of re-balancing the economy. It has the fastest growth in business activity across the Northern Ireland. It has the potential to become one of the strongest and most resilient economic regions, it is important to focus on this regions significant growth sectors including manufacturing, construction, and food and drink.

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6. Do you agree that our Industrial Strategy should support sectors where Northern Ireland is world class or where we have the potential to be world class?

As stated earlier a key point for MUDC is that we would like to see a strong emphasis on place, rather than a purely sectoral based approach.

By focusing on place MUDC believes that this will strengthen the plan to turn Northern Ireland into one of the world's most innovative and competitive small advanced economies. MUDC would like to see our local world class leaders offered enhanced investment and support in market opportunities that are most likely to lead to strong and sustained economic growth for example Engineering is a world leading industry in Mid Ulster and it would create a good regional platform to build upon.

The strategy should continue to build on the ongoing positive work of the last number of years where Northern Ireland has already gained some momentum on the export front. Recent regional trade in goods statistics published by HMRC, exports from Northern Ireland in the year to 2016 quarter three increased by 6 per cent compared with the year to 2015 Q3 with exports growing for the last five quarters.

There are many companies with MUDC area that have an international outlook and they already are experts in exporting goods, products and services outside of our region. It is correct to support them. This area has great success where by entrepreneurship and enterprise is prevalent. It requires government to support the businesses by putting in place financial, infrastructural and policy support to ensure our economy prospers.

CONCLUSION

Mid Ulster District Council would endorse the stated aims of the draft strategy. There are clear linkages with the Industrial Strategy and support for the outcomes in the draft Programme for Government and complement the Investment Strategy and Social Strategy. MUDC is committed to improving the quality of life for its citizens and stimulating strong local economic growth is one of its key priorities. MUDC wants to champion and support this region ensuring there is targeted investment in order to deliver regional balanced growth. Local and Central Government has a crucial role to play going forward working in partnership with local industries.

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APPENDIX D

BLACKWATER REGIONAL PARTNERSHIP REVIEW AND OPTIONS REPORT

Blackwater Regional Partnership (BRP) Review and Options Report February 2017

C o n t e n t s

1. Introduction and Summary

2. A Background to BRP

• Its History • Its Current Membership Structure • Current Resource Requirements • Strategic Context for BRP

3. Engaging with its Members

4. Current Baseline Position

5. Developing Options

6. Monetary and Non-Monetary Appraisal

7. Conclusions and Recommendations

8. Implementation Plan

Appendices

Annex A: BRP Membership

Annex B: SLA between Mid Ulster District Council and BRP

Annex C: Sample Memorandum of Understanding

2 | Page 1. Introduction and Summary

The Venturei Network (Venture) was commissioned by Mid Ulster District Council (MUDC) on behalf of the membership of Blackwater Regional Partnership (BRP) to carry out an independent review of the current context for BRP, its structure and options for future Cross Border Co-operation in respect of the Blackwater catchment between Councils on both sides of the Border.

The review process included:

• A review of the history and background of BRP • Assessment of the outputs delivered by BRP over its twenty two year lifespan • Consulting with the current membership of BRP (made up of Councillors/Elected Members from the participating Councils) • Facilitation of a Board workshop • Development and presentation of options

Established in 1994, the Blackwater Regional Partnership (BRP), is a joint committee of local authorities including Mid Ulster District Council, Armagh City, Banbridge and Craigavon Borough Council (formerly through Armagh City and District and Dungannon and South Tyrone legacy Councils) and Monaghan County Council. Its operational area is determined by the cross border catchment of the River Blackwater.

The establishment of BRP was timely, coming at a time when there was little guidance or practical support for communities who wished to explore cross border co-operation. Over its lifetime, the Partnership has provided a vehicle and framework for cross border work and provided a method for local authorities to approach the development of the Blackwater catchment in a strategic fashion.

In response to new local government structures, BRP commissioned a strategic review process to identify how best the model should move forward within the new structures in order to best position itself to respond to new opportunities and challenges. This strategic review process was conducted by the Venturei Network and this report represents the findings of that process.

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2. A Background to Blackwater Regional Partnership

Established in 1994, the Blackwater Regional Partnership (BRP), is a joint committee of local authorities including Mid Ulster District Council, Armagh City, Banbridge and Craigavon Borough Council (formerly made up of representation from Armagh City and District and Dungannon and South Tyrone legacy Councils) and Monaghan County Council. Its operational area is determined by the cross border catchment of the River Blackwater.

Following the restructuring of local government, BRP is undertaking a strategic planning process in order that the Blackwater region is positioned to play a central role in the new operating environment of local government and new opportunities which may emerge, including those for cross border co-operation. The Partnership also acknowledges the changes which have taken place in the border region since its inception and is keen to ensure that any future model of development takes these into consideration and appropriate supports are in place to continue the work and progress to date.

BRP has established three core principles and priorities:

• The Blackwater River - The unifying theme of the Partnership – Exploring potential of the waterway, particularly Ulster Canal, and protecting the water quality • Cross Border - The Partnership’s operations on a wider context • The Blackwater Region - The Blackwater Region as an added package to existing organisations, adding value through co-operation

The underlying ethos of the Partnership is:

• The region will be protected as a clean, safe, sustainable and attractive natural environment that retains its river valley character and celebrates its heritage, archaeology and biodiversity • Deepen relationships among member Councils to increase knowledge, effectiveness and capacity for collective action • BRP members have a great deal to gain by sharing information and working together on issues of common interest • Increase opportunities for cost saving programs, shared services and shared spaces • Strengthen community engagement

4 | Page Historical Performance

BRP has been in receipt of a range of EU funding, including INTERREG, IFI, Heritage Lottery and Peace programme for projects in a variety of sectoral areas such as tourism, economic development, heritage, rural development and education/training. The table below outlines the funding secured:

Project Amount Blackwater TRACE with EHS & University of Ulster €2,600,000 Blackwater Natural Tourism £1,096,250 Human Resource Development and Reskilling €328,816 Walks Development €128,250 Activities Co-ordinator €171,750 Culture Along the Blackwater (RDC/IFI) £183,274 Across the Border (Peace III) £95,090 River Blackwater Living Heritage (Heritage Lottery Fund) £70,000 Re-Imaging Communities (Arts Council NI) £10,164

Development of cross border co-operation and grass roots community development has been at the core of BRP’s work, supported by local authority and statutory joint working. This approach has recognised the value of strategic regeneration of border areas, working across jurisdictions to promote and protect the area’s resources and highlights the value of and need for cross border and inter-regional co-operation. The model has been effective in stimulating and supporting rural border communities who may otherwise be at risk of isolation, social and economic disadvantage.

Structure and Membership

Currently the Partnership is staffed by a Partnership Manager and is comprised of Elected Members from each local authority, local authority Chief Executives/County Managers and local authority officers from the following Councils:

• Mid Ulster District Council • Armagh City, Banbridge and Craigavon Borough Council • Monaghan County Council

A full list of members is attached as an Appendix A.

The structure of BRP is made up of elected members from each of the stakeholder local authorities and nominated Officers from each (Directors/Heads of Service or Officers with a focus which aligns with that of BRP).

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The following table sets out the structure for 20/6/17

BRP Board Monaghan County Council Armagh City, Banbridge and Mid Ulster District Council Craigavon Borough Council Cllr David Maxwell Cllr Gareth Wilson Cllr Clement Cuthbertson Cllr Seamus Trainor Cllr Phelim Gildernew Cllr Seamus Coyle Cllr Denise Mullan Cllr Sean Conlon Cllr Kenneth Reid Officers Paul Clifford Sharon O’Gorman Adrian McCreesh Carole Lambe Godfrey McCartney Colin McKenna Fiona McKeown

The secretariat functions of BRP are provided by Mid Ulster District Council; the contractual relationship has been established via a Service Land Agreement (SLA). The SLA is included as Appendix B.

Recognising the importance of partnership working and co-operation, BRP has worked closely with a number of partnerships and strategic alliances, including:

• Ulster Canal Cross Border Steering Group • Clones Ulster Canal Steering Group • Agricultural Cross Border Working Group • Monaghan Community Network • River Blackwater Catchment Trust • Benburb Eco-trail Group • Youth Action NI

Close working relationships have also been developed with statutory interests including DAERA (formerly DARD), Teagasc, Ulster Farmers Union, CAFRE. This work illustrates the benefits of a partnership approach, having the ability to connect with a range of interests and stakeholders to develop a co-ordinated cross border development model.

Current Resource Requirements

The annual operating budget cost base fluctuates due to the amount of funds available to BRP, e.g. when BRP wins a programme to deliver and hence has secured funds to employ people ultimately these funds run out and the available budget comes back down to the core operating cost base resourced by each of the three stakeholder Councils. The 2016/17 budget income and expenditure is set out in the table below:

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BRP Core Budget Budget Income Armagh City, Banbridge, Craigavon BC £19,600 Mid Ulster DC £19,600 Monaghan CC £19,900 £59,100 Expenditure Salaries £34,521 £34,593 £52 Travel £900 £900 Service Level Agreement £10,000 £10,000 Overheads Continuous Development £500 Hospitality £1,000 Photocopying £150 Stationery – Paper £60 Stationery Supplies £350 Postage £100 General Expenses £2,247 £4,407 Events Promotional Materials £9,200 £9,200 Technical Support for Applications Carry over from previous year TOTAL £59,100

Strategic Context for BRP

Armagh City, Banbridge and Craigavon Borough Council Corporate Plan 2015 – 2017

ABC is the largest council in Northern Ireland outside of Belfast and the Corporate Plan recognises the rurality of part of its Borough, stating that rural areas such as that covered by the Blackwater catchment – “The people who live in rural areas are to be afforded good services, transport and digital accessibility to ensure they fully participate in all aspects of civic life and the economic development of the area”.

The Plan sets out the following three corporate priorities:

Place - increasing prosperity through developing the economy, employment, connectivity and environment People - improving everyone’s quality of life, opportunity, safety and wellbeing

Position - giving the leadership to tackle the issues that matter and influencing decision makers at all levels

7 | Page In pursuit of these priorities, Council aims to ensure the Borough’s rural character is “preserved with care and developed for residents and visitors to enjoy”. In addition, Council will support the area’s cultural heritage while rural communities will be supported to ensure they fully participate in both civic life and economic development.

Mid Ulster District Council Corporate Plan 2015 – 2019

Mid Ulster District Council’s vision is to be “At the heart of our community.”

Corporate Themes It has set out a series of corporate themes in pursuit of this, namely:

• Creating Growth • Building Unity • Delivering for Our People • Sustaining Our Community

Under Creating Growth, the Plan aims to ensure support for rural communities, regeneration of towns and villages and investment in the District’s tourism potential.

Monaghan County Council Local Economic and Community Plan 2016 – 2021

This Plan sets out a framework for the development of Monaghan as a social, cultural and economic hub for the region with an overarching vision for the county that County Monaghan will be “an enterprising, inclusive, resilient and environmentally sustainable place which values and celebrates its unique landscape and rich culture and heritage and where the wellbeing of future generations is central to everything we do”. It is recognised that partnership working will be central to this process.

Progress in the delivery of the Plan will be seen in the context of a number of factors, including promotion of sustainable economic activity, health and wellbeing, social Inclusion, environment, community development and collaborative working and recognises that the principle of partnership will underpin all activities.

Summary

It is clear from the Local Authority Corporate Plans that there is a commitment to rural communities and to economic, social and environmental projects and priorities. Key to taking forward these plans is leadership and effective delivery mechanisms, including embracing promoting the concept of partnership working. In this respect, it is important that any emerging model for BRP is responsive to the changing environment for cross border co-operation, including increased competitiveness and uncertainty in relation to EU funds. As local government structures in NI become embedded, and taking into account pressures on both Council revenue funding and human resources, any emerging model must represent an efficient and effective use of resources in pursuit of the goals outlined above. With regards to Mid Ulster and ABC local authorities, it must be further recognised that

8 | Page these bodies now represent new, and much larger, sub-regions than the areas covered at the establishment of BRP. As a result, focusing on specific catchments (i.e. River Blackwater) may not be the most appropriate model at this time.

Current Situation

The Partnership is currently undertaking a period of review, in light of the significant changes which have taken place in recent times, most notably restructuring of local government, increased opportunity and capacity for cross border co-operation, increasing competition for funding and uncertainty surrounding EU funding. Much good work has been achieved by BRP in key sectoral areas including economic development, heritage, tourism and community development and it is important that these impacts and outcomes are sustained over the longer term.

In order to gain a comprehensive overview of how best the Partnership should move forward in this new and changing environment, consultations were carried out with Partnership members to gather ideas on the future of the Blackwater Partnership and how best the future economic, social and environment sustainability of the Blackwater region can be facilitated within the context of a very different local government and funding environment.

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3. Engaging with its Members

Core to this strategic review process was consultation with Partnership members to gain their views. This took the form of a facilitated workshop in addition to a series of consultations were carried with Partnership members; feedback is summarised as follows under a number of key headings:

Understanding of BRP’s Mission and Purpose

There is a recognition among partners that the Partnership has played an important role in economic, community, environmental and social development, supporting and enabling cross border co-operation and local government joint working. It was seen as an opportunity to rebuild border relationships after the Troubles, providing a much needed platform to overcome divisions and suspicions which characterised the border following years of physical barriers. A key role has been in relation work on the Ulster Canal project and development of tourism and environmental projects for the area, drawing down much needed funds for regeneration.

Partnership Strengths

There is recognition of the work which BRP brought about in terms of: cross border community development, realising the area’s tourism potential and community/social development. It represented an important opportunity for local authorities to work together on a strategic basis with the result that projects have been implemented which have made a positive contribution to local communities and supported a strategic approach to cross border co-operation. Relationships between communities and across the border were supported through the work of BRP, rebuilding relations and contributing to improved rural vitality and community capacity.

Provision of a dedicated staff member was seen as integral to project development and implementation, particularly in relation to the securing of funding to a rural border community. Work carried out in key sectoral areas such as tourism and environment have been seen as important achievements, drawing valuable funds into the area which would not otherwise have been accessed.

Limitations of the Partnership

It is recognised that the restructuring of local government presents challenges for the current structure, including positioning the Partnership within the wider Armagh, Banbridge, Craigavon framework. This has led to some questioning of the relevance of the current BRP model and how best cross border co-operation can be supported in the current environment.

Other concerns expressed included fractured relationships (possibly as a result of Review of Public Administration) and concerns over weak community links and lack of engagement in

10 | Page some areas. It was felt by some consultees that there has been a lack of opportunity for input from community and Elected Representatives, highlighted by current funding uncertainty. It was also recognised that there have been issues around legislation and the vesting of lands in Northern Ireland which have also impacted negatively on some projects.

Looking Ahead

It was recognised that potential remains to promote tourism and cross border co-operation, with some respondents being of the view that BRP’s full potential is yet to be realised and scope exists for both project delivery and lobbying, with an aspiration to see ongoing cross border co-operation and commitment. To fully achieve and sustain this, there is a need to determine where the Blackwater Region sits in relation to new local government structures in NI. With regards to project development, consideration must also be given to how this can be taken forward within the context of two local authorities in NI with now substantially larger catchment areas and populations than those they served when BRP was initially established.

In terms of BRP moving forward, there is recognition that the model has been underperforming in the last two years. It is felt that the model needs a clear strategy and support from Councils to move forward effectively and with purpose. This will require more strategic direction, possibly within a wider cross border framework such as ICBAN. Feedback identified a need to refocus/reposition aligned with new Council structures and also taking into account challenges such as Brexit.

It was felt that there was a need for any emerging model to re-establish links with local authorities and other stakeholders, requiring commitment from Councils in light of new NI local government structures. Currently there are some concerns that there is uncertainty and a lack of focus/recognition for BRP. There was also acknowledgement that the structure operates best with dedicated staff resources and the fact that the current funding uncertainty presents particular challenges which may require different delivery models. This in itself presents challenges as the current focus for Mid Ulster and ABC Councils will be on establishing their new structures, including finalising Community Plans, in the context of now serving significantly larger geographical and population catchments.

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4. Current Baseline Position

In terms of BRP moving ahead, it is important to recognise the changes which have taken place over the twenty plus years since the Partnership’s inception and the impact these have had on rural border communities. BRP is fully aware of these changes, having witnessed them at first hand, and is keen to ensure that any future model is both tailored to these needs and responsive to the wider policy and funding environment.

It is clear that the BRP has been a useful and worthwhile initiative, enabling cross border co- operation which may well not have taken place otherwise and delivering projects and outcomes which could not have been achieved in isolation. This has included drawing down EU funds such as Peace and INTERREG funding into a predominantly rural border catchment and forging cross sectoral partnership working on a cross border basis. As well as delivering economic development, tourism and environmental projects, the Partnership has impacted in local communities and fostered a culture of cross border co-operation at a time when such work was very much in its infancy. Its timing was of particular significance; the Partnership was developed in the early days of the ceasefire (1994) and provided a platform for relationship rebuilding and development along the border. These facilitated border communities to rebuild and reconnect, supported by statutory partners to deliver local actions. BRP created an environment for the building of community connections and provided a framework for border communities to come together.

It must be noted, however, that the current situation with regards to funding and regeneration is very different to that at BRP’s inception. As outlined in previous sections, uncertainty over funding and the restructuring of local government have created a situation where the role and sustainability of BRP needs to be reviewed. Of particular note are the new local government structures which see the Blackwater Region falling into the catchment of two new local authorities (Mid Ulster and Armagh Banbridge Craigavon). These structures are currently “bedding down” including taking on new areas of responsibility such as planning and adjusting to working across much larger geographies and populations.

As a result, strategic alliances such as BRP need to be reviewed/refocussed/refined to ensure they are best positioned to meet the needs of the border catchment area. It is important that any emerging model retains a strategic role, facilitating groups and stakeholders in cross border co-operation. With any delivery model, there is a risk that it becomes overly focused on attracting grant aid – funding driven as opposed to needs led – and this may divert focus from the Partnership’s original ethos.

In order to ensure that the needs of the Blackwater Region catchment are recognised and represented, and that the work and impact achieved to date through BRP is sustained, it is necessary to explore options for future development and delivery.

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5. Developing Options

This section sets out the options examined for the future of Blackwater Regional Partnership. The options have been developed on the basis of:

• Engaging with the current Board Members of BRP • A detailed review of the external operating environment for BRP

Options have been developed in line with guidance provided by NIGEAE in respect of options appraisal in the public sector. The following table sets out a long list of options which are described and assessed in respect of the strengths and constraints identified for each option:

13 | Page Option Option Title: Description Option Strengths Option Constraints No. One Do nothing/Maintain the Status Quo: The strengths of Option One are as The constraints of Option One are as follows: follows: Option One would involve the key stakeholders (Local Authorities on both sides • It maintains the existing structures • It is clear that not all of the Councils are of the Border) of BRP agreeing to maintain its which are largely understood by the equally bought into BRP; its current current position. BRP would be retained in its Councils and retains a strong level of structure does not recognise the impact current format with representation from Mid Cross Border contact of the Review of Public Administration Ulster District Council, Armagh City, • By retaining the current structure, it (RPA) on the Councils based within NI Banbridge and Craigavon Borough Council largely retains the history and • Given the changing context associated and Monaghan County Council. At present accumulated track record of BRP with both the Brexit vote and RPA, it is BRP’s Secretariat function is carried out on a • There is no requirement to enter a unlikely that the context for Cross delegated basis by Mid Ulster District Council. change management process around Border cooperation and project delivery This position will be maintained and each of identifying and implementing a new which existed over the last 20 years can the Councils would be represented (three model/option for Cross Border be maintained; on that basis it is nominated Councillors/Elected Members) on communication leading to project unlikely that the current model fits with the Board of BRP. BRP would be resourced by delivery between the stakeholder the emerging context for Cross Border a combined Council annual contribution of Councils cooperation £59,100 • From a displacement perspective, BRP does not exist in isolation of other mechanisms for avenues of cross border co-operation including ICBAN, and less formal, but equally effective, cross border co-operation models between Local Authorities including Memorandums of Understanding • It must be recognised that BRP was originally established to focus on strategic project delivery in the

14 | Page Blackwater catchment. Largely over the years the catchment has expanded and in some cases the focus on strategic project delivery has been diluted. This does not mean that important and useful work was not undertaken, but it may dilute the potential impact on a vehicle for genuine cross border co- operation Two Ad Hoc/Reactive Cooperation: The strengths of Option Two are as The constraints of Option Two are as follows: follows: Option Two would involve the stakeholder Councils agreeing to dissolve the current BRP • It recognises the relatively resource • With no agreement or vehicle for cross vehicle and committing to ongoing co- (Officer and Financial) environment for border co-operation in relation to the operation where opportunities for cross Local Authorities on both sides of the BRP catchment there is potential for border programme or project work emerge. Border. On that basis it negates the new opportunities for co-operation to Given that decision making is largely requirement for ongoing financial input be missed advanced in relation to the INTERREG IV and by the Councils • The lack of an agreed process for cross PEACE IV Programmes and that post Brexit • It retains informal contact (initially at border co-operation in the BRP there can be limited predictability in relation Officer level) between the Councils catchment could result in a loss of to medium to long term external funding for which can react to emerging momentum and fail to build on the cross border project work it becomes more opportunities as they arise investments in projects and difficult to justify on ongoing investment in a • It acknowledges that for any cross programmes across the catchment formal vehicle (BRP) for cross border co- border project (and given the funding since 1994 operation in the catchment when the geography of the new RPA Councils in probability for gaining a return on this NI e.g. Mid Ulster District Council investment is limited. Maintaining an ad hoc stretching from Aughnacloy in the commitment would allow Councils to react South West to Swatragh in the heart of when an opportunity presents itself Mid Ulster), that Councils may have more or less potential to benefit from

15 | Page any opportunity Three Formally Dissolve: The strengths of Option Three are as The constraints of Option Three are as follows: follows: Option Three would involve the stakeholder Councils agreeing that the lifespan of BRP has • Option Three recognises that the • The outcomes delivered by BRP and the been a useful and effective vehicle for cross opportunities for significant Cross connections developed across the border co-operation between the Councils in Border funding are likely to be limited Council will dissipate over time respect of the target Blackwater Valley up to, and perhaps beyond, 2020. catchment geography and in relation to Therefore, the Option does not commit strategic projects such as the Ulster Canal has Councils to ongoing financial largely run its course. On that basis they commitment when the potential for a would examine any outstanding requirements return on this investment is limited and enter a formal dissolution process. This would allocate any outstanding commitments (prior conditions for Letters of Offer in relation to financial accountability, monitoring and evaluation or the retention of documentation and records associated with grant awards). Each Council would report back in respect of their individual protocols and having secured agreement from all Councils for this course of action a formal dissolution date would be agreed. A lead Council (or Cross Council Officer Team) would be delegated responsibility to implement the dissolution processes and report back to Councils on completion of this process.

16 | Page Four Contract Out Support to BRP: The strengths of Option Four are as The constraints of Option Four are as follows: follows: This Option would involve the Councils developing a Terms of Reference in order to • The Option retains a commitment to • The fact that the responsibility for procure a competent organisation to provide cross border co-operation in order to retaining a focus on strategic cross secretariat and developmental strategic identify strategic development projects border co-operation has been delegated project development to provide support to and programmes for the BRP to an organisation external to all of the BRP. The Terms of Reference would specify a catchment Councils is likely to reduce the level of range of inputs required including: ‘buy in’ from the Councils and focus on • Facilitating regular cross border contact • The Option ensures that there is not a cross border co-operation at this level between Elected Members and nominated significant draw on Officer time in over the medium term Council Officers relation to Needs Analysis, • The Option would still require input • Carrying out regular Needs Analysis and consultation, strategy development, from Council Officers in order to community based consultations in order to identification of funds and the develop the Terms of Reference, carry confirm Council projects which would bring development of funding applications out the procurement process and demonstrable outcomes across the current monitor the performance of the definition of the BRP catchment (i.e. within appointed external contractor. This the Local Authorities on both sides of the combined with the cost of engaging an Border) external contractor is likely to result in • Develop a Cross Border Cooperation an expensive approach to building on Strategy (focused on strategic development the outcomes delivered by BRP to date opportunities) for the BRP catchment • Identify potential and significant resourcing in order to develop interventions (projects and programmes) which would address the needs identified • The engagement of an external and competent organisation would be on a 3 year basis with an annual review

17 | Page Five Community Sector Led Model: The strengths of Option Five are as The constraints of Option Five are as follows: follows: This Option would result in the Local Authorities on both sides of the Border • This Option retains an element of • It is unlikely that a model which is solely disengaging from the BRP structure as it is leadership in relation to cross border led by the community and voluntary currently constituted. co-operation for strategic project and sector can provide the level of programme development in the BRP leadership and lobbying required to Councils on both sides of the Border would catchment lever the resources required to engage with the existing community and implement strategic cross border voluntary sector infrastructure in order to projects and programmes support it to lead on cross border co- • Many of the community leaders operation at a strategic level across the BRP involved in the community and catchment. A capacity building programme voluntary sector do so on a volunteer would be provided in order to support the basis; it is unlikely that they can devote community organisation to establish a BRP sufficient time to leading a new version Steering Group/Board developing the of BRP on a sustained and persistent capacity of the nominated community basis in order to develop strategic cross representatives to carry out Needs Analysis border projects and programmes and consultation, develop a strategy for cross • In order to effectively develop strategic border co-operation and strategic projects, cross border projects and programmes identify appropriate funding and develop there is a requirement for access to effective and quality funding applications technical skills and expertise. Whilst capacity building support can be provided, it is unlikely that a volunteer/community and voluntary sector led model will have access to the resources and range of technical capabilities required

18 | Page Six Memorandum of Understanding Model: The strengths of Option Six are as The constraints of Option Six are as follows: follows: Option Six would involve the Councils building on the current Memorandum of • This Model is not resource heavy in an • There are few identifiable constraints Understanding Model used for other co- environment where there is limited with this Model given the current operation projects. This creates an likelihood of significant cross border context for strategic cross border opportunity to retain an agreement between funding for strategic project or project development and Councils that where opportunity arises for programme design, development and implementation strategic cross border co-operation (in this implementation up to and possibly case in relation to the BRP catchment) beyond 2020 Councils would delegate the responsibility to • The Model still retains an agreed its Officers to meet, scope out the potential protocol between Councils to make opportunity, and present it back to Councils resources available when/if an for sign off. Subject to this scenario arising opportunity for strategic cross border and the individual Councils agreeing that development is identified which has sufficient opportunity does exist, Council the potential to deliver outcomes for would resource the technical project the BRP catchment development pathway. Central to this Option • The Memorandum of Understanding would be the review of the existing Model has been utilised, previously, by Memorandums of Understanding utilised by the Local Authorities and therefore it is Councils in order to adapt to be appropriate understood and known to be effective for the focus of the BRP cross border co- operation Appendix C contains a sample Memorandum of Understanding

19 | Page The following section sets out shortlisting criteria which were applied to the long list of options to establish a shortlist of options for full appraisal. The shortlisting criteria were as follows:

Criterion No Criteria 1 The shortlisted options will retain a commitment to strategic cross border co-operation in the current BRP catchment 2 The shortlisted options will be manageable within the resources available to local authorities in NI and ROI 3 The shortlisted options will reduce the potential for displacement or duplication with other resourced and existing vehicles for strategic cross border co-operation between the stakeholder local authorities 4 The shortlisted options will allow for flexible approaches to cross border co-operation on strategic projects i.e. project specific co-operation or between Councils with a material/substantive interest and potential to gain form the project

In order to develop the shortlist of projects for full monetary and non-monetary appraisal each of the options on the long list were assessed against the four shortlisting criteria. To merit inclusion on the shortlist, the long list option was required to demonstrate an ability to meet each criterion. The outcome of the shortlisting process is set out in the following table:

Criterion Options No One Two Three Four Five Six 1  X X    2    X   3     X  4  X X    Outcome Shortlisted Not Not Not Not Shortlisted Shortlisted Shortlisted Shortlisted Shortlisted

As a result of the shortlisting process two options are forwarded for full monetary and non- monetary appraisal as follows:

Option No Option Title One Maintain the Status Quo Six Memorandum of Understanding Model

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6. Monetary and Non-Monetary Appraisal

This section of the Report appraises the shortlisted Options in relation to their monetary and non-monetary impacts. This process compares the two options in order to provide an objective framework for the recommendation of a Preferred Option.

Monetary Appraisal

The shortlisting process confirmed a shortlist of two Options as follows:

Option No Option Title One Do Nothing/Maintain the Status Quo Six Memorandum of Understanding Model

The context for the Non-Monetary Appraisal is as follows:

• BRP is a non-revenue generating vehicle established to facilitate cross border co- operation for the development of strategic projects in the BRP catchment • The ongoing resourcing of BRP has, historically, occurred as a result of ongoing Council subvention in addition to building in operational costs to strategic Cross Border Funding Applications • Given the current funding landscape in addition to the decisions made in the UK in relation to Brexit there can be no meaningful projections of forward programme contribution to operational costs • The Non-Monetary Appraisal is made on the cost to Councils on both sides of the border subventing an operational structure to act as Secretariat for BRP.

The following table sets out the cost assumptions associated with each Option and the annual subvention responsibilities for the Local Authorities:

Cost Element Option One Option Six Do Nothing/Maintain the Status Memorandum of Understanding Quo Model Cost (£) Cost (£) Salaries 34,593 0 Office Costs 4,407 0 Travel and 900 0 Transport SLA 10,000 0 Events & 9,200 0 Promotional Materials TOTAL 59,100 0

21 | Page • Assumptions based on Council Report • Assumptions for Option Six assume no ongoing costs and hence no input from the stakeholder Councils

The current position (Option One) is resourced by the stakeholder Councils (ABC=£19,600; Monaghan CC = £19,600 and Mid Ulster District Council = £19,600)

Non-Monetary Appraisal

The performance of shortlisted Options cannot be assessed on financial implications alone; the contribution of BRP to developing regeneration, economic development, community development and community integration outcomes across the BRP catchment cannot be ignored. Therefore, it is appropriate to appraise the two shortlisted Options by examining their potential for non-monetary impact. In order to do so four non-monetary areas of impact have been identified, weighted and used in order to compare the projected non- monetary performance of the two Options. The Non-Monetary Appraisal Framework is set out in the following table:

Non-Monetary Benefits Rationale Option (scores out of 10) One Six 1: Maintains Council Retains a commitment to 8 8 Commitment to Cross build on work of BRP to Border Co-operation date and to keep ongoing dialogue to examine new opportunities as they arise. 2: Compliments existing Recognises existing models 5 7 formal structures for Cross within which Councils are Border Co-operation engaged and others with which it can engage and reduces duplication and displacement 3: Allows Councils to engage Recognises that some cross 5 8 at a level appropriate border opportunities (for commensurate with their the catchment) are more or interest or potential to gain less important to individual from the project Councils programme 4: Provides for efficient use Recognises that Member 4 8 of Council Members and and “Officer” time is Offers time valuable and the option should seek to get the best return for their input Total 22 31

Rank 2 1

22 | Page

7. Conclusions and Recommendations

On the basis of the information available to Venture and the feedback from the current Board and Officer Team working to that Board the following conclusions can be drawn:

• BRP has been an important, and at times strategic, cross border Partnership. Whilst the current operational context for BRP has changed significantly (particularly in the last two years) it must be recognised that it was established at a time when meaningful cross border work was largely non-existent and models or structures for cross border working were often not understood. It pioneered taking a strategic view of regeneration/development in a cross border catchment • BRP was established, largely, to support cross border contact, planning and bidding for funds which were not available to Local Authorities; on that basis a new constituted body with a mission, aims and objectives focused on the Blackwater catchment and its economic, social and environmental regeneration was a logical and practical mechanism to attract funds which heretofore had not been available to either the stakeholder local authorities or communities • A review of the outputs of BRP over its twenty plus year timeframe confirms that not only was the initial idea sound but there is demonstrable evidence of its ability to consult with communities, identify needs and issues, design projects and programmes to meet these needs and issues and secure external funding to implement them. In addition, external evaluation concludes that the implementation was done effectively and efficiently and in a manner which did address the needs and issues identified through the consultation, information gathering and analysis processes • The context for BRP has changed significantly over the last three years. Originally, it was a cross border Partnership which brought together Dungannon and South Tyrone Borough Council, Armagh City and District Council and Monaghan County Council. In April, 2015 a Review of Public Administration (RPA) was implemented in NI reducing the number of Local Authorities from 26 to 11. As a result, Dungannon and South Tyrone Borough Council became a part of the new Mid Ulster District Council and Armagh City and District Council became part of the second largest Council in NI (by geography) i.e. Armagh City, Banbridge and Craigavon Borough Council. In simple terms the Blackwater catchment is now attached to two significantly larger Council Areas in NI against which its geographical significance is less pronounced than it was in the two former smaller border facing Local Authority areas. This has meant that new Councillors associated with the two new Local Authority Areas in NI have less knowledge of or connection to the Blackwater Regional Partnership catchment or indeed the Partnership itself • It is recognised that the Local Authority Areas on both sides of the Border are all working in significantly different resourcing environments than might have been the case across most of the duration of BRP. There are significant restrictions on the availability of financial resources (in terms of both ongoing revenue contributions to initiatives or the ability to provide match funding either - revenue or capital) in

23 | Page addition to the availability of Officers. This restricts the ability for the Councils to continue to contribute in the same manner to BRP, especially if there are other more efficient mechanisms for building on and retaining the cross border connections developed through BRP • The Brexit vote in June 2016 has significantly changed the strategic and operational context for BRP. At a strategic level it is likely that the current definition of the border between NI and ROI will change though at the point of completing the review, no one can be clear about how it will change. Additionally, it is unlikely that cross border funding provided by the European Union through former PEACE and INTERREG Programmes will not be available post 2018 at the earliest or 2020 at the latest. It is clear that the Councils cannot fund project and programme delivery across the BRP catchment at any strategic or significant level from within their own resources. Historically, whilst Councils may have been part contributors (largely revenue to support a Secretariat or Programme Management function) the bulk of all project and programme funding has been secured from extended and largely EU funds • On the basis that BRP has established a Working Model and developed meaningful outputs over the duration of BRP the context for cross border contact, planning and shared approaches to meeting needs has changed and new models may be available and should be examined in order to provide the opportunity to react to strategic cross border opportunities in the Blackwater Regional Partnership’s catchment. These do not necessarily require an ongoing Programme Management or Secretariat function

Moving from conclusions to recommendations, Venture is of the opinion that the Board of BRP should implement the following recommendations:

• Given the current uncertainty in respect of Cross Border funding (triggered by the BREXIT vote in UK and NI) and the fact that BRP has no medium to long term project or Programme Management responsibilities it is not appropriate to use local authorities to sustain a Programme Management or Secretariat function when there is limited, if any, likelihood that such a team could secure additional resources which in time would require Programme or Project Management responsibilities. Given the pressures on Councils’ revenue funding and the increasing pressure on its human resources, it is hard to argue that it is an efficient or appropriate use of Local Authority funding (in NI or ROI) to continue the policy of annual revenue investment by the stakeholding Local Authorities in BRP. Two options (One and Six) have been considered and on the biases of financial and non-monetary appraisal Councils should progress with Option Six • If the Councils are minded to progress with Option 6 the Councils should agree a Lead Officer who would undertake a review of the current Project or Programme liabilities or responsibilities accruing to BRP. This could be in relation to any existing Project or Programme financial management, budget reporting, monitoring or evaluation or retention of Project or Programme information (as defined by EU Programmes and as a prior condition of any Letter of Offer

24 | Page

8. Implementation Plan

This section of the Report sets out the Implementation Plan required in order to move from the current position to that set out in the Preferred Option (Option Six). It has been developed to:

1. To ensure a smooth transition from the current BRP model to that recommended via the preferred option (Option Six) 2. To ensure that any compliance responsibilities associated with BRP (or entered on its behalf by one of the stake holding Councils) are delivered in full 3. To ensure that all stakeholders including the Councils, community partners and funders are aware of the evolving approach 4. To ensure that there are effective communications across the implementation of the preferred option and the transition from the current to proposed model for strategic cross border co-operation

The proposed Implementation Plan is as follows:

Focus Implementation Actions Who Timeframe Agreeing the 1. Carry out an independent review of BRP; Venture By Jan Decision consulting with the current members 2017 2. Develop an Appraisal Paper setting out the current context for BRP, assessing options for models for cross border co-operation which are appropriate for the current and evolving context and recommending a preferred option 3. Present Appraisal Paper to the BRP Board and nominated Council Officers; securing consensus in relation to the preferred option Communicating 1. Present at appropriate Council Meetings Officers By March the Decision 2. Write to funders to confirm the dissolution of 2017 the current BRP vehicle but confirming which Local Authority returns responsibility for any outstanding or ongoing commitments Ensuring 1. The stakeholder Councils will nominate an MUDC By April Compliance Officer team to review the current compliance 2017 responsibilities accruing to BRP and confirm and communicate the outstanding actions required by funders to meet the prior conditions set out in Letters of Offer (including monitoring and evaluation, retention of project documentation and financial returns) 2. Notify Companies House in relation to any

25 | Page dissolution of the current BRP vehicle Completing 1. Develop a Draft Memorandum of Officers By June Transition Understanding and present it to the relevant 2017 Council Committees to secure sign off across the stakeholder Councils 2. Adopt the Memorandum of Understanding and each Council will appoint an Officer to maintain contact with the peer Officers across the Councils 3. The Officers nominated across the Councils to maintain communications in order to identify opportunities for strategic cross border co- operation will convene the Cross Border Councillor Co-operation group on an opportunity specific basis when required using the Memorandum of Understanding as the vehicle to support strategic cross border co- operation for the BRP catchment

Appendices

Annex A: BRP Membership

Annex B: SLA between Mid Ulster District Council and BRP

Annex C: Sample Memorandum of Understanding

26 | Page

ANNEX A - BRP Members 2016

Members:

Monaghan County Council

Cllr David Maxwell Cllr Seamus Treanor Cllr Seamus Coyle Cllr Sean Conlon

Officers - Paul Clifford, Carol Lambe

Armagh, Craigavon and Banbridge Council

Cllr Gareth Wilson

Officers – Sharon O’Gorman, Godfrey McCartney

Mid Ulster District Council

Clement Cuthbertson Phelim Gildernew Denise Mullen Kenneth Reid

Officers – Colin McKenna, Fiona McKeown, Adrian McCreesh

27 | Page ANNEX 2 – SERVICE LEVEL AGREEMENT

Service level Agreement

Mid Ulster Council

and

Blackwater Regional Partnership

(Mid-Ulster District Council, Monaghan County Council and Armagh Banbridge Craigavon Borough Council)

January 2015

28 | Page 1. Introduction

1.1 Purpose of Agreement

The aim of this service level agreement is to seek to ensure quality delivery of service from Council to the Economic Development Unit for the financial support and financial administration to the Blackwater Regional Partnership.

1.2 Parties to Agreement

The Service Level Agreement is between Mid Ulster District Council and Blackwater Regional Partnership (Mid Ulster District Council, Monaghan County Council and Armagh City, Banbridge and Craigavon Borough Council).

1.3 Duration of Agreement

The service level agreement will commence April 2016 and will complete March 2017.

1.4 Contact Persons for the Agreement

The main contacts for the agreement are: Fiona McKeown – Mid Ulster District Council and members of Blackwater Regional Partnership.

2. Scope of Work

2.1 Financial Administration

Mid Ulster District Council will oversee the financial administration for Blackwater in line with its decision making process.

An annual financial budget plan will be set and Council will support Blackwater Regional Partnership in administering this from purchasing of goods and processing of invoices to support with financial claims to funders.

Mid Ulster District Council is not responsible for financial decision making, this is the remit of the Partnership and it will action as agreed through the Partnership.

2.2 Financial Policy and Procedures

The financial administration will be delivered under Council financial policies and procedures which have been developed through good practice and audit.

29 | Page Mid Ulster District Council will provide regular financial updates to the Blackwater Partnership to ensure that it retains budgetary control and overall financial management of its resources.

2.3 Human Resource Employment and Management

Mid Ulster District Council will also oversee all recruitment and employment of any human resources associated with the Blackwater Regional Partnership.

All staff will operate within the human resource policies of Council and within its agreed pay scales for levels of responsibly.

Council will also provide operational management of all human resources and will provide regular updates to the Partnership in relation to any issues that arise.

It will be the role of the Partnership to provide strategic direction to the human resource staff of Blackwater Regional Partnership.

2.4 Partnership Facilitation

To be responsible for facilitation of the Blackwater Regional Partnership and Programme including facilitation of meetings, ensuring the development, delivery and monitoring of the current Action Plan and any other strategic programmes identified.

2.5 Service Charge

Mid Ulster District Council will issue an annual service charge to Blackwater Regional Partnership based on service delivery of the following:

• Salary Administration • Human Resource Administration • Financial Administration – purchasing, payments, funder claims • Audit and Risk • IT support • Operational Management • General Administration – policy, equality, etc.

Contributions for the year 2016 -2017 from individual Partners are set at £19,600. Sterling.

3. Quality of Service, Performance and Reporting

3.1 Quality of Service

Mid Ulster District Council will commit to delivery of a quality service based on its current policies, practice and governance.

30 | Page 3.2 Performance

Mid Ulster District Council will be responsible for monitoring and tracking performance of its service delivery both financial administration and human resource management and administration and will update quarterly on this to the Partnership.

3.3 Reporting

Mid Ulster District Council will submit quarterly human resource and financial updates to Blackwater Regional Partnership, and will bring any other issues that may arise to any monthly meeting.

3.4 Financial Amendments

Any amendments to financial projections or human resource contracts will be in writing to the Blackwater Regional Partnership for approval.

4. Problem Management

4.1 Problem Solving

Both parties will seek to work together to resolve any problems or issues as they arise. The agreement will encourage partnership working and to solve any problems in a unified manner.

4.2 Performance

There will be no liability if performance is not met by Mid Ulster District Council due to circumstances outside of its control.

4.3 Disclaimer

Mid Ulster District Council will not be responsible for any activities, projects delivered by the Partnership, unless a lead partner in delivery.

4.4 Information, Confidentiality and Data Protection

This will be in line with Council policies.

5. Termination of Agreement

31 | Page If any of the two partners wish to terminate the agreement then all commitments to the date of termination must be honoured, including human resource and financial administration support.

6. Blackwater Regional Partnership - PUBLIC LIABILITY

All representatives of the Blackwater Regional Partnership will be covered under the public liability of their respective Councils to participate on partnership working across Councils and in line with joint committee working. This involves all Partnership decision making including that of financial decisions.

Liability in relation to financial administration and human resource management of staff will be by Mid Ulster District Council.

Signature Agreements

Signed: Mid Ulster District Council

Director of Business and Communities

Signature: Date:

Signed: Blackwater Regional Partnership

Blackwater Chair

Signature: Date:

32 | Page ANNEX 3 – SAMPLE MEMORANDUM OF UNDERSTANDING

1 INTRODUCTION

This Memorandum of Understanding (MoU) includes representation between ………………specific geographical area.

The objects from which the Memorandum of Understanding is established on:

(A) THE MISSION STATEMENT

The key priorities are:

1. Economic Diversity. This focuses particularly on agricultural diversification, tourism opportunities and the development of economic links.

2. Enhancement of the River Resource and Environment. Improving the overall presentation of the environment for both the local population and visitors to the region(s).

3. Image and Promotion. The creation of a high quality image as part of an overall promotional scheme will be important for further development of the tourism industry within the region (s).

4. Community Linkages and Development. These will aid the development of the community initiatives.

5. Support Infrastructure. This will be required to cater for the anticipated increase in visitor numbers to the Region.

6. Management. The success of the strategy will be dependent on the management structure put in place to drive the actions.

The Key Objectives Are: • To promote the collective sustainable use of the Region’s resources

• To collectively conserve and enhance the natural, cultural and built heritage of the area

• To collectively reinforce the economy of the regions by building on its existing strengths and by promoting its diversification

• To collectively promote the agricultural sector as custodian of the landscape

• To further develop the tourism and leisure industry, based on the shared natural and cultural assets of the region

• To develop and promote the image of the Region

33 | Page

• To support local development efforts and to provide for the need of the local community

• To promote cross community and cross border links

• To promote coordinated development

• To improve and enhance the management and delivery of the development process

Guiding Principles

• Equality, all areas within the region would be treated on an equitable basis

• Inclusivity; all projects and programmes would be open to everyone provided in turn that they could demonstrate inclusivity

• Transparency; the member Councils would be open and accountable in all its dealings

• Realism, practicality and achievability; all the programmes and projects would meet these criteria

• Sustainability; programmes and projects would have to demonstrate the potential for sustainability post funding

• Innovation; the Partner Councils would seek to identify and implement innovative programmes and projects

• Diversity; the Partner Councils programmes and projects would include a wide range of disciplines and themes

• Integration; the Partner Councils would devise and implement an integrated local strategy

1. In terms of the operation of the MoU itself it is agreed that there would be the following structure:

A main Steering Group which would include four elected representatives from each Council and the Chief Executive of each Council. This group would set the strategic direction and policies identified and have responsibility for monitoring the implementation of the collaborative projects.

An Executive Committee which would comprise the Council Chief Executives and Directors who would be able to bring to meetings such staff as they felt could contribute to the specific projects/areas of collaboration as identified.

A number of sub-groups which would include programme and project staff from the staff from the participating Councils and staff as appropriate from other statutory and public bodies with specific expertise to contribute. The nature and number of these groups is left for

34 | Page further discussion but possible themes identified were: enterprise, environmental, tourism and community.

2 ADMINISTRATION

2.1 General

Partner Councils will provide support services for specific programmes/projects as they arise.

2.2 Staffing

To administer and implement the action plan it is proposed to utilise the experience that currently exists within each of Partner Councils.

SIGNED:

......

(for …………………..Council)

Date ......

......

(………………………..Council)

Date ......

......

(……………………………Council)

Date ......

35 | Page MID ULSTER TOWN CENTRE POSITIONING STUDY February 2017 Mid Ulster - Town Centre Positioning Study

Draft Final Report February 2017

Contents

Introduction 3 Project Objectives 5 The Process 6 Mid Ulster’s Town Centres 10 A New Direction 12 Implementation 25

Appendix One 31

© Mosaic Futures Limited & Place Solutions Limited 2017. All content including intellectual & design are protected. Please do not distribute, use, reproduce, distribute to third parties or use for tender preparations, in full or part without written permission

2 Introduction

“People connect where they live, where they spend their time, and where they spend their money with what they aspire to be…” Michael J. Berne, MJB Consulting

“The one – perhaps the only – thing everybody I have spoken to is agreed on is that for a high street to survive and grow it must have a very clear vision of where it wants to get to. If the High street was in single ownership, like a department store, it would have a vision, a high level strategy and direction, it would choose what it wanted in a particular space to fit with a vision and proactively target the business and services that were missing.” Mary Portas, The Portas Review

Over the last four decades, the urban and retail landscape has changed dramatically. There have been waves of out-of-centre retailing that have characterised new retail development since the 1970’s – superstores, shopping malls and retail parks. Alongside the more recent growth of internet shopping the impact to our centres has been significant. Today, nearly half of all retail spend is taking place outside of our traditional town centres. Similarly the growth of out-of-centre leisure facilities and in-home entertainment means that our traditional town centres are no longer the first choice for a range of shopping, leisure, cultural and entertainment uses.

The challenges facing town centres and high streets have been further exacerbated over recent years by the economic downturn. The development pipeline has slowed to a trickle and many retailers have reduced their representation in poorly performing centres, or have disappeared from the High Street altogether. As a result, many town centres have experienced rising vacancy levels and falling market demand.

The economic downturn has also exacerbated the polarisation between the larger (top 100-150) prime shopping locations that benefited from new development before the onset of the economic recession, and those weaker secondary centres and shopping streets that missed out on this recent wave of investment. Furthermore, there is no indication that these secondary centres will benefit from an uplift in new investment and market demand when the economy improves. For example, the current development pipeline shows that some 60% of planned floor space will be in out-of-centre locations and many of the retail brands are focusing on the top 100-150 ‘lower risk’ centres for new investment.

3 It is widely recognised that action is needed now to help our town centres survive and flourish. Town centres are not just important parts of communities as Portas identified, but also make an important contribution to the nation’s economy and wealth in terms of employment and investment. They are too valuable – to society and to the national economy – to be left to fail or wither on the vine.

Mid Ulster’s town centres have continued to perform comparatively well, but still they have not been immune to national trends. Dungannon has arguably experienced a greater downturn. Economic, physical and social challenges alongside a rapidly changing consumer market have meant a rethinking of the positioning of each centre is essential.

It is because of these challenges and opportunities that Mid Ulster District Council commissioned a study to identify how their three centres could and should be best positioned to compete within this new reality. The aim of the study was to provide clarity on the future positioning of the 3 towns, including the identification of their current (and future) purpose, the facilities and services they offer, their attractions and their unique selling points.

It’s important that we not forget that town centres, however, are about more than just the retail offer. While they have always had a role as centres of commerce (and indeed should continue to have), their important roles as centres of community and culture has recently been somewhat lost in discussion. There is no doubt, gauging from our engagement process, that bringing those roles more into balance could offer – at least in part – the beginnings of a more sustainable and balanced town centre model.

Perhaps more important to this study is the role the Council has taken in providing leadership to help each town centre think ‘outside the box’ about both who they are and what they can be. Through surveys, focus groups, and meetings, 500+ individuals have voiced their opinions and ideas – residents, business operators, property owners, developers, employees, visitors and more. We spoke to elected members, Council staff, and community groups and organisations. The collective voice is the one represented here, and it is because of that this plan will resonate and allow disparate groups – in each of the centres and throughout the Council area – to work together toward a common goal of creating sustainable centres with a more vibrant and economically healthy foundation.

This document sets out the new positioning for each centre – one driven by collaboration and diversification. With support, it can be a roadmap for the future of the locations, one that allows the Council to be leaders in creating sustainable, thriving centres, by providing the tools town centres need to adapt and thrive in this fast-changing and competitive climate.

4 Project Objectives

This study looked at each of the town centres, and the Council area as a whole, from a number of different angles. The process utilised both quantitative and qualitative data, and looked for common messages and themes between them, allowing us to create a more multi- dimensional story about each centre and to authentically approach each of the objectives, which included:

• Adopting a collaborative, co-ordinated approach to the strategic branding and marketing of Mid Ulster as a destination • Identifying and building consensus on the key USP’s for each town and future opportunities which support them. • Develop a Positioning Statement which sets out a clear vision and proposition for each town centre as a competitive location in its own right ,which also complements and supports the strategic development and overarching proposition for the destination • Effectively target different user groups i.e. residents, students, visitors and investors

5 The Process

The work to develop this report and the proposed recommendations took place between September 2016 and March 2017. During that time, a variety of engagement and research techniques were utilised to understand each of the centres and to provide context for the environment in which they operate, and the competition they face. The process included:

Research and analysis to provide a strategic context, review of existing brand and positioning and best practice case studies

The Mid Ulster Corporate Plan sets out the Council’s priorities and states its wishes as ‘creating conditions for growth so that the regeneration of towns and villages in the District are maximized”

The “Plan For Growth” aims to promote the towns and villages of Mid Ulster as places to shop, visit, invest and live. It recognises the need for Mid Ulster’s towns and villages to stay ahead of the competition and outlines measures to stimulate new investment and economic activity. These include physical improvement schemes, delivery of signature events and town centre business support measures, all of which will be underpinned by strategic, integrated and co-ordinated promotional campaigns.

The Mid Ulster Tourism Strategic Plan aims to enhance Mid Ulster’s image and reputation for visitors and grow the visitor economy to £50m by 2021 as measured by overnight visitor expenditure. It will use 3 key themes to push this – Seamus Heaney, Outdoor Lifestyle Activities & the Archaeology, History & Heritage

The Draft Local Area Plan has a number of supportive aims:

• Support strong, sustainable growth for the benefit of all parts of the region. • Support our towns, villages and rural communities to maximise their potential. • Promote development which improves the health and well-being of communities. • Improve connectivity to enhance the movement of people, goods, energy and information between places. • Protect and enhance the environment for its own sake. • Take actions to reduce our carbon footprint and facilitate adaptation to climate change. goods, energy and information between places. • Protect and enhance the environment for its own sake. • Take actions to reduce our carbon footprint and facilitate adaptation to climate change.

6 The Town Centre Masterplans identified opportunities for the locations and these are set out below:

Cookstown

• Enhance Retail Opportunities • Development of Opportunity Sites • Maximise the Promotion & Marketing of the Town. • Improving Townscape Quality • Better Permeability & Accessibility. • Increasing footfall and vitality. • Increasing Job Opportunities & Quality of Life • Full Utilisation of Town Centre

7 Dungannon

• Shop Front Improvements • Development of opportunity sites • Living over the Shop • Town Centre Design Guide • Infill Development • Promotion and Marketing • Campaigns & Events • Business Training • Provision of cycle • Dungannon Light Public Transport System

Magherafelt

• Vacant Unit Animation/Promoting Active Frontages • Shop Front Improvements • Magherafelt Town Centre BID • Living Over The Shop/ReStore Project • Development of opportunity sites • Environmental Improvement Schemes • Purple Flag Status • Creation of a Heritage Trail • Traffic & Parking Proposals

8 The Community Plan’s stated aim is to ensure that ‘Mid Ulster is a welcoming place where our people are content, healthy and safe; educated and skilled; where our economy is thriving; our environment and heritage are sustained; and where our public services excel’.

Consultation and engagement with businesses, residents, visitors and other key stakeholders. A full list of the groups consulted is included as Appendix One. This included:

• Business Workshops i. Cookstown Chamber of Commerce ii. Cookstown Town Centre Forum iii. Dungannon Traders Association iv. Dungannon Regeneration Partnership v. Magherafelt Chamber of Commerce vi. Magherafelt Town Centre Forum • On line Surveys (108 Businesses, 713 community) • Focus groups (x6 including young people, shoppers and workers) • Stakeholder Interviews

Identifying a position statement for each location

These are set out later in this document

9 Mid Ulster’s Town Centres

While each is distinctive in its own right – Cookstown, Dungannon and Magherafelt share commonalities driven by geographic proximity and demographics

Each centre has the opportunity to create a unique and distinctive identity for itself, and to support that identity through programmes, projects and initiatives that shift and influence the public realm, the business mix, and the life and activity on the streets. Together, they provide a powerful opportunity to establish as a distinctive destination with depth and breadth of experience. In doing so, the district can welcome targeted investment, and a diverse user base, allowing it to be more sustainable over time, and better able to survive and thrive.

Mid Ulster District Council area by Numbers On the one hand the three town centres share common demographics, on the other hand, each centre has a unique offer that draws certain clusters of users for a variety of reasons, including (but not limited) to scale and quality of offer, mix of uses, daytime vs. night-time economy, tourism and cultural offer. Key numbers are:

• The population is 142,000 (fastest growing Council area, young population base). • 700,000 people within a one hour drive • Strong Economic Base. Low unemployment rate (2nd Lowest in NI). • 7,915 businesses (largest outside Belfast). • Workforce circa 90,000 (Entrepreneurial, Innovation) • Tourism Spend £22.3m (lowest Council area) but potential to grow • Vibrant Town Centres , below average vacancy rates (NI average 15%), public realm investment, multi-functional

10 Mid Ulster Town Centres - A Shared Character Every centre’s character emerges from the interaction of tangible and intangible elements – some centres rely more on the physical assets to create place; others must rely more on their economic and/or cultural offer to drive the character. To create a successful town centre, a balance between all these competing interests – physical, economic, social and cultural – must be found.

While each town centre is distinctive and unique, the research highlighted several areas where common themes emerge:

• Vibrant, multi-functional local service hubs – live, shop, work and socialise. • Welcoming, Friendly & Knowledgeable • Unique retail, hospitality and night life • Good quality of life, sense of well-being • Authentic market town with a focus on local food • Hub of enterprise, entrepreneurial spirit, new start-up businesses • Historical significance in NI and all Ireland context

The character of a place creates the compelling starting point for a centre to differentiate itself, and, as such, should allow flexibility for each location to embrace its own unique assets, while still complementing the other centres.

11 A New Direction

Understanding where each centre has been, how the district as a whole has changed, as well as where each centre stands today, is a critical part of setting a good foundation to build on. Each of the centres came together to collectively agree on the issues that have led to – for better or worse – the town centre they have today. But, perhaps more importantly, this process encouraged stakeholders to take things to the next level by involving them in the identification of future development opportunities and how they will be positioned and should evolve going forward.

When asked to look to the future, several key issues emerged from the consultation process which was applicable to the positioning of all the town centres. These were:

• The focus shouldn’t be solely on retail. • Businesses/Communities seem to understand for themselves that to be vibrant, their centres need to become more than just centres for retail. • The opportunity to create a community heart within the centre. • Building a strong evening economy to support the daytime offer is important in some capacity, meaning the typical High Street approach of daytime-hours only may need to shift. • Words like “connection” and partnership pepper the consultation and demonstrate stakeholder’s desire to create town centres that have meaning and focus and are more cohesive in the future.

Realising the Potential These Positioning Statements create an overarching approach for the Council to consider in terms of what stakeholders want and what will be supported: diversified, community-serving, connected, cohesive centres with thriving day-time and evening economies. Realising this potential will require fresh thinking about how the Council approaches town centre policy, and where resources are invested to support the physical and economic development of each centre, as well as the management, maintenance and marketing that will be required to continuously support each centre’s growth.

The remainder of this report will summarise the results of the consultation process. It sets out the key assets, attractions and atmosphere for each town centre and the future opportunities that can be exploited. It sets out the three Positioning Statements and includes best practice examples of other places that have successfully developed their places along similar lines.

12 Cookstown

The research and consultation identified some key elements relating to the assets, environment and atmosphere of the Town Centre. These are:

• The Independent sector providing niche & breadth of retail – ‘a mile of shopping’ • Free car parking was identified as a distinct asset for Cookstown • It provides a welcoming, friendly knowledgeable service • There is a comparatively high level of business confidence • It performs well as local service hub • It is regarded as clean & well maintained with trees and colour • The public realm is regarded as an advantage being vibrant with wide streets and free car parking. • It has a multi-functional use (Shopping 84%, Socialising 65%, Working 44% and Living 48%) • People use it regularly - 44% use daily, 39% 2-3 times per week • It is regarded as safe & shared • Burnavon Arts and Cutural Centre provides a Town Centre hub • There is a strong sense of pride in the place (78% felt a sense of ownership and pride) • Words used to describe the town centre include vibrant, cheerful, buzzing, great atmosphere

Based on the research the report identifies some further opportunities for the Town Centre. These are:

• Build on the Public Realm work by creating green & social spaces, deliver events such as a Mardi Gras Type Festival , Family Fun Days etc. • Exploit the local food culture to provide a USP • It is a Historical Market Town and needs to make more of this asset • The outdoor lifestyle concept needs to be developed particularly with its proximity to the future Dark Skies project & Davagh Forest. Potential to create a visitor hub • The role of the Burnavon as a Town Centre hub could be further enhanced • Further Develop Early Evening & Night Time Economy • Maximize the asset that is the Christmas Lighting – the most spectacular in NI

13 In relation to the existing brand and marketing, the research identified the following elements:

• There is strong brand Identity - 41% like it as is, 46% like it but say it needs refreshing. Only 6% said they didn’t like it • It is highly visible – roundabouts, banners & bags • However there is no real understanding of current brand & meaning • There is not much resonance with younger people. Described as ‘Under Ambitious’, ‘Quaint’, ‘Old Fashioned’ • Overall could be said to be ‘Good but Boring’ . Need to ‘Have Some Fun’‘

Taking all the above into account, the Positioning Statement for Cookstown is:

Refreshing a successful, yet plateauing, brand, Cookstown should further develop its role as a multi-functional market town at the heart of Mid Ulster, renowned for its mile of shopping, attractive, safe environment and lively day and night time economy. The town should also aspire to become an outdoor hub for the wider destination, capitalising on the tourism potential of Davagh Forest, Lough Neagh and The Sperrins. The town will utilise its strong retail offer, build on its hospitality and welcome, people, food & drink, leisure and accommodation. Being healthy, happy and hopeful should be part of an overall ‘lifestyle’ offer to both locals and visitors alike.

The Positioning Statement should be supported by a number of key propositions that the centre can consolidate and offer. These being:

• It is a Market town (Food & Craft) • It has a breadth of retail offer “A Mile of Shopping” • It is multi-functional • It is a safe for all • It reflects a strong pride in the place • It should be a unique Outdoors Hub

14 Case Studies

Fort William Fort William is a town of about 10,000 people in the western Scottish Highlands, on the shores of Loch Linnhe. It’s known as a gateway to Ben Nevis, the U.K.’s highest peak, and Glen Nevis valley, home to Steall Falls. It has become a major tourist centre, for hillwalking and climbing due to its proximity to Ben Nevis and many other Munro mountains. It is also known for its nearby downhill mountain bike track. It is the start/ end of both the West Highland Way (Milngavie-Fort William) and the Great Glen Way (a walk/cycle way Fort William-Inverness).

Fort William also has an extensive range of small, family run retailers in its High Street. There are local smoked food products, bakeries, butcher shops, gift shops, craft shops, art shops and clothing shops. Since Fort William sits at the foot of Ben Nevis, in a massive rural area, fresh food and vegetables can be sourced readily from specialist, local retailers.

There would also be not much point in calling Fort William the outdoor capital of the UK if there was not an established local industry of businesses providing a range of outdoor activities and experiences.

Whilst understanding its local appeal, Fort William has developed a brand and established itself firmly as a gateway into the Highlands.

15 Yarm The ‘Best High Street ‘ in Britain, (as voted for by BBC Breakfast viewers), Yarm’s town centre is dominated by a cobbled High Street which runs along the centre of the loop. Found in the North East, Yarm has developed itself a reputation in the region as a small, chic, classy and cosmopolitan town crammed full of wonderful ‘boutique’ style designer shopping, pubs and restaurants which offer a distinctive welcome and hospitality to locals and visitors.

Yarm is centred on a single high street, with significant on street parking in much the same way as Cookstown. With competition from the likes of Newcastle on its doorstep, it has carved out a reputation for fine dining and shopping aimed at a diverse audience. Bistro’s, cafe’s and tearooms, vibrant nightlife combined with a quaint charm and easy access to the Northumbrian Coastline provides an added advantage.

16 Dungannon

The research and consultation identified some key elements relating to the assets, environment and atmosphere of the Town Centre. These are:

• It has a range of Independents & niche retail • It provides a welcoming, friendly & knowledgeable service • It is a compact town centre, that acts as a local service hub with character areas and well preserved architecture • It has multi-functional use – living 36%, shopping 65%, socialising 43% • It has some regular usage - 27% use daily, 19% 2-3 times per week but significantly 25% never visit at all • There are some traditional pubs and good restaurants, but anecdotally we are led to believe that a number of long established businesses have closed in recent years • The proximity of parks and green spaces • Its accessibility to the M1 • Hub for history and heritage with Ranfurly House Arts and Visitor Centre and Hill of The O’Neill • There is currently significantly low levels of civic pride (only 40% feel proud of their town. Civic pride has been severely impacted by access issues associated with the Public Realm works.)

Based on the research the report identifies some further opportunities for the Town Centre. These are:

• A revised Public Realm scheme focused on Market Square. This represents a new opportunity to re-invent/restore confidence & pride and reflect the town’s architecture & history • Hill of The O’Neill and Market Square could become a focal point for events/markets/café culture • The celebration of diversity through festivals of music & food • Exploiting the existing entrepreneurial spirit with more creative industries • Exploiting the local food • Acting as a fashion hub as collectively, in the area, there is a strong representation of international brands • It has major historical significance with the Flight of the Earls, Hill of The O’Neill, Ranfurly House Arts and Visitor Centre which should be capitalized on to create a more distinct and cohesive proposition

17 In relation to the existing brand and marketing, the research identified the following elements:

• There is really no brand identity - 70% are not aware of any existing branding • There is some awareness of previous advertising. i.e Buses, Events, Local Media, Shopping Bags • There is a clear direction to start fresh and develop a new brand that re- imagines, repositions the Town Centre for differing audiences

Taking all the above into account, the Positioning Statement for Dungannon is:

Dungannon will be recognised as the key entrepreneurial, historic market town in the region. All stakeholders will work in partnership to reinvigorate the town’s retail offer by highlighting its key retail strengths (branded fashion, local food and knowledgeable service), identifying development opportunities and stimulating investment in the town’s infrastructure, unique character areas and visitor accommodation/service base. The stakeholders will work collaboratively to create dedicated space for creative start-ups and indoor and outdoor markets and will ambitiously package and promote its history and industrial heritage to a new visitor target market.

The Positioning Statement should be supported by a number of key propositions that the centre can consolidate around and offer. These being:

• It has a distinctive character and importance in Irish and British history • It has Industrial heritage • It is punching above its weight • It should celebrate its diversity • It should re-invent Itself, looking to the future with confidence • It should bring back a sense of place & pride

18 Case Studies

Ely The City of Ely offers a wonderful blend of the historic and the modern. The second smallest city in England, it is compact enough to explore on foot, but large enough for a day visit. It is close to Cambridge and Newmarket and within easy reach of the Suffolk and North Norfolk coast, The first port of call for any visitor to Ely is its history dominated by the cathedral. The Cathedral is also home to the only national museum dedicated to Stained Glass. It is also a cultural centre and hosts many concerts and events throughout the year.

The Ely Museum itself is housed in the city’s old jail and celebrates its most famous resident, Oliver Cromwell. The Cromwell family lived in Ely for some 10 years.

In terms of its town centre, Ely over the last decades has also transformed itself from a slowly declining location, lacking in confidence and with heavy competition from internationally recognized Cambridge and Newmarket nearby to become a thriving centre with continued major investment in the pipeline. Starting with work from the ‘Main Street’ programme developed by the Civic Trust Regeneration Unit, it has continued its journey through a proactive and ambitious council.

Market days have been feature of the city for hundreds of years and still create a real buzz.

Ely Market Place hosts a calendar of markets throughout the year. A chartered General Market is held on Thursdays and on the 1st, 3rd and 5th Saturday of every month as well as on Sundays and Bank Holidays. A Craft and Collectables Market happens every Saturday throughout the year with a great range of arts, crafts, vintage and retro. The Farmers’ Market is held every 2nd and 4th Saturday with knowledgeable producers. Market Days change the ambience of the City Centre and creates a real buzz.

Investment in the public realm and art has resulted in the hugely popular Eel Trail. This circular walk, self-guided by brass waymarkers, takes you past the oldest parts of Ely and down to the beautiful riverside area.

19 Melton Mowbray Melton Mowbray is a quintessential English market town built on a strong tradition of farming and fox hunting. The town is best known for its culinary speciality, the Melton Mowbray pork pie, and it is also one of the six homes of Stilton cheese

Renowned for its fine food and drink offer, the Borough has become the centre of excellence for local food producers. Styling itself as the ‘Rural Capital of Food’, Melton Mowbray is home to a fantastic number of food and drink festivals that take place through the year. These include the Melton Mowbray Food Festival, the Great British Pie Awards, the UK’s first PieFest and the largest Artisan Cheese Fair in the country.

The town itself is steeped in history and there is a walking trail that explains the heritage of the town. A selection of markets takes place in the town centre. There is a popular street market, regular farmers market, cattle and livestock market and a well-renowned antiques market.

It also boasts an unusual cinema, The Regal, in King Street in the centre of the town. The building itself is a remarkably preserved purpose-built theatre complete with period interior design, sumptuous colours with winding staircases and fancy plasterwork.

There is industrial archaeology including the Grantham Canal and the remains of the Melton Mowbray Navigation. Windmill sites, ironstone working and smelting archaeological evidence suggest that Melton borough was densely populated in Bronze and Iron Ages.

20 Magherafelt

The research and consultation identified some key elements relating to the assets, environment and atmosphere of the Town Centre. These are:

• The independents offer niche & breadth of retail (particularly ladies fashion) • It provides a friendly, knowledgeable service • It provides for destination shopping • There is strong business confidence • It performs well as a local service hub • The public realm investment adds colour • The new by-pass has reduced traffic and makes it a more walkable centre • It caters for multi-functional use • There is regular use of the centre (49% use daily, 28%, 2-3 times per week , 20% weekly) • Safe and shared • It has excellent cafes/restaurants/nightlife • It has excellent leisure, sporting, outdoor facilities • There is a strong brand identity & pride in the place (77% very proud or proud) • Words used to describe Magherafelt include vibrant, cheerful, buzzing, relaxed atmosphere, welcoming, cross community • It is a family orientated town

Based on the research the report identifies some further opportunities for the Town Centre. These are:

• Further develop the public realm to add colour, vibrancy, light & social spaces • Potential to develop market town designation with food festivals & farmers markets. • HomePlace & outdoor attractions drive visitors and should be packaged/promoted perhaps as a shopping/cultural offer day trips • Further developing the early & night time economy. Strive for Purple Flag award • Develop annual events calendar to support propositions

In relation to the existing brand and marketing, the research identified the following elements:

• Having rolled out a relatively new brand, the awareness is around 40% • 32% like the brand, 37% like the brand but say it needs refreshing • Developing an App/Town Centre Loyalty Scheme • Develop a social media campaign using local people – personalities, bloggers etc • More visible Interpretation of brand in Town Centre & approach routes

21 Taking all the above into account the consultancy team agreed a new Positioning Statement for Magherafelt:

Magherafelt should continue to develop its role as a market town with a unique, distinctive retail and leisure offer, focusing on eclectic, independent brands(particularly ladies fashion), a quality food and drink and a diverse evening and night time economy, much of this encapsulated in the original town centre brand. Working in a true partnership, it will attract and develop a local audience as well as targeting a wider visitor market using its distinctive heritage, cultural and literary connections. This further consolidated by capitalising on the great outdoors offer nearby.

The Positioning Statement should be supported by a number of key propositions that the centre can consolidate and offer. For Magherafelt, detailed work has already been carried out with regards to this. The original Brand pyramid illustrates this.

The Brand Proposition

How we did it

The over-arching proposition can then be represented by the Brand Proposition Prism.

This deliberately simplistic diagram represents Dynamic BRAND how the brand has been structured and is Wellbeing VISION capable of guiding all aspects of future brand expression, communication and delivery.

Full of character and energy, BRAND Magherafelt is a place endowed PERSONALITY with many valuable assets and SYNOPSIS wholesome qualities that make it a special place to live, visit and work

Friendly Hard-working Energetic Convivial BRAND VALUES Community-spirited Natural Style-conscious Entrepreneurial

BRAND Wholesome Rewarding Spirited PILLARS Environment Lifestyle Attitude

Second Draft – November 2013 Magherafelt District Council Page 20

22 Case Studies

Abergavenny Abergavenny is a market town in Monmouthshire, Wales. The town contains the remains of a medieval stone castle built soon after the Norman conquest of Wales. The town hosted the 2016 National Eisteddfod of Wales. Abergavenny is promoted as a “Gateway to Wales.” It provides access to the nearby Black Mountains and the Brecon Beacons National Park.

Today Abergavenny remains a vibrant town. Although there is no major industry here, the busy markets, the annual festivals and the tourists they attract support the local economy. Located right in the heart of the town, both figuratively and literally, Abergavenny market has long been the focus of trade through the town. Open on a Tuesday, Friday or Saturday there are tradesmen selling local produce to finely crafted works of art. Popular with residents you will usually find large number of them hunting for a bargain

The Abergavenny Food Festival, is held in the second week of September each year. The Steam, Veteran and Vintage Rally take place in May every year. The event expands year on year with the 2016 rally including a rock choir, shire horses, motorcycling stunts, vintage cars and steam engines. The Country and Western Music Festival is attended by enthusiasts of country music. It marked its third year in 2016 and was attended by acts including Ben Thompson, LA Country and many more. The Abergavenny Writing Festival began in April 2016 and is a celebration of writing and the written word.

It is worth saying a little more about the Abergavenny Food Festival which is now known as the ‘Glastonbury’ food festivals. It was created in 1999 by two local farmers in response to the BSE crisis and the lack of confidence in British farmed foods. With the outbreak of Foot and Mouth in 2001 the difficulties worsened and the Festival wanted more than ever to show what wonderful food offer there was locally and the passion of the people who make it. In 1999 about 3,000 visitors came and a handful of volunteers ran it. Now over 30,000 people visit the Festival each year to celebrate the best in British (and international) food and drink.

23 Hay on Wye With Magherafelt’s literary connection this place would seem an obvious comparator. The annual Hay Festival of Literature & Arts is world renowned with spin offs in many countries.

Hay-on-Wye often abbreviated to “Hay” is a pretty little town swept by the river Wye on the north, with the Black Mountains and the Brecon Beacons to the south and west, and the lush agricultural land of Herefordshire to the east. It is famous as the town of books. It is also an excellent base for serious walking with two national trails, the Offa’s Dyke path and the Wye Valley trail passing through the town, and the protected countryside of the Brecon Beacons National Park on its doorstep.

Richard Booth, a local bookshop owner is credited with changing “Hay changed from a small market town into a mecca for second-hand book lovers and this transformed the local economy”. Hay-on-Wye is a destination now for bibliophiles in the United Kingdom with over two dozen bookshops, many selling specialist and second-hand books.

Hay is used to welcoming visitors but there is also a good range of practical shops as well as antique and high-quality art and craft shops, plus high fashion boutiques and practical country wear shops. The Thursday market is scattered about the town doing a vibrant trade. Outdoor activities include canoeing on the Wye, sailing on nearby Llangorse Lake, off-road mountain biking, rock climbing, caving, fishing and gliding.

For ten days a year 85,000 people come from all over the UK, Europe, America and the rest of the world to join a carnival celebration of ideas and stories at the Hay Festival. The programme of some five hundred events takes place in the tented festival village during the spring bank half term holiday.

Living up to its reputation as a ‘Town of Festivals’ Including Hay Festival, there are 10 other others in the town, including Hay-on-Wye Food Festival, Hay Arts and Crafts Festival, Hay-on-Wye Horse and Pony Show and Hay-on-Wye Winter Food Festival.

24 Implementation

Successful Positioning and Place Marketing is not just about designing a brand logo or strap line, but is about reaching a consensus among all stakeholders from the public, private and community sectors on the specific issues of identity, image, product development and competitive position of each town centre as a destination. It should create a culture of innovation and collaboration across all stakeholders and provide the overarching strategic and delivery framework for future development projects, firmly positioning this exercise as an integral part of the regeneration agenda, exploiting the potential for tourism and driving economic growth through the creation of a sustainable competitive advantage, manifested by increased customer footfall, dwell time and spend.

The Positioning Statement for each town centre effectively combines its personality, values, assets, attractions and atmosphere/ experiences. It will reflect the importance of the town’s relationships, whether ancient or recent, with its landscape setting, its retail and industrial base and its history, culture and heritage. This will define the town’s distinctive tourism, retail and hospitality provision, adding value to existing and potential developments/initiatives and having an increasing resonance with other sectors including economic development, tourism and community planning.

While the Council have had a crucial leadership role in driving the process so far, the responsibility for the long term success and sustainability of Positioning and Place Marketing activity lies with everyone in the town, including local businesses, hospitality providers, young people and local community groups in partnership with the Council. The Implementation Plan set out how all stakeholders can work together to develop a strong competitive position, and sets out exactly who will do it, how they will do it, what resources they will need and when it needs to be done by. It is collaborative, yet ambitious in its approach. It will take place during a period of great change, as the radical reform of local government will give local communities more ownership, with the ability to shape decisions around community planning, planning, economic and tourism development The Plans will also have a crucial role in galvanising renewed civic pride, ownership and passion for the place.

We have categorised the Implementation Plan for each town under 4 key Priority Themes:

• Place Marketing • Policy • Public Realm • Programming

Each town centre has a series of actions under each theme set out in a separate action plan which is easily updateable over time. We have also recommended a delivery mechanism and funding opportunities for each town centre.

25 Place Marketing A key question for this study to address was the issue of competitive positioning - Who are the Town Centres competing against? Are they competing against each other or an external competitor? While the Positioning Statement for each town centre articulates its distinctiveness and unique selling points, and the Implementation Plan sets out actions to highlight these, it is recommended that careful consideration is also given to positioning and marketing the town centres collectively, particularly in relation to tourism and attracting new investment. Individually, they do not have the critical mass to compete effectively in these specific areas,. All three centres will benefit from a collaborative approach that harnesses resources and budgets more efficiently and effectively.

Following discussions with the Tourism section, there is an opportunity to develop a tourism proposition built around the distinct destination offer which encapsulates the strengths and competitive positioning of each town identified in this study with the district as a whole. The Tourism Strategy for the District has set out clear visitor target markets based around the three key themes of Seamus Heaney, the Great Outdoors and History and Heritage. The Positioning Statements articulate how each of the town centres contribute to one or a number of these themes. A lot of emphasis has been put on the Tourism Digital Strategy for the District, which is the subject of a separate study. It is highly recommended that the Positioning Study contributes to the wider Tourism Marketing Strategy and Digital Strategy for the district.

All the town centres, particularly Dungannon, have been considering their competitive positioning as an investment location, looking at proactive and innovative mechanisms to reduce vacancy and dereliction and stimulate investor interest in opportunity sites. It is recommended that the Positioning Study feed into this ongoing work.

It is clear from the study that branding each of the town centres with a compelling visual representation was important, with messaging that differentiates the place and resonates with important audiences. The brand should cement each town centre’s unique selling position and differentiate it against the competition. Ideally it should work either through sub branding or messaging with a wider ‘tourism’ brand.

Dungannon – The study indicated that the lack of a recognisable brand was a key issue particularly when the other two centres are considered. A completely new brand is required reflecting its desire for rejuvenation, inspiring confidence and understanding its history, heritage and potential offer.

Cookstown has a well-recognised and utilised brand. There is however a clear feeling that it needs to be refreshed to represent itself to more modern and savvy audiences. There is a desire to have a brand which is more versatile, fun and less ‘cluttered’ in its appearance.

Magherafelt has had very recent brand development work undertaken and there is overall satisfaction with it and a desire for only some minor refreshing. The key desire is to see the roll out of the brand in a more concerted way such as through use on signage and physical features such as roundabouts to its online use.

26 Policy The following are primary areas where policy interventions should be considered and discussed as a way to deal with issues affecting nearly all of the town centres in some way:

• Use and Planning Policies: There is opportunity in each of the centres to look at how the planning and land use policies impact. Some key considerations include: i. Underlining the Town Centre First Approach ii. Re-examining the boundaries of primary, secondary and tertiary retail to ensure they are representative of how the town centres have evolved today iii. More flexibility and nuanced decision-making for change of use in the town centres, to allow the types of uses that want to be in a location to be there, rather than pushing them to secondary areas or out of the centre altogether. iv. Putting the infrastructure in place to support new and emerging uses in the town centre, including allowances for things like outdoor seating, and flexible use of roadways for event streets, etc. v. The recent change of many properties from office space to residential has had an impact

• Stronger Economic Development Support: A more focused approach on business attraction, recruitment, and retention could be beneficial in helping potential businesses and investors understand the vision and competitive position of each centre, and in recruiting new investment and helping existing businesses better refine their offer to be successful.

• Policies, Guidelines, Incentives and Enforcement: In town and city centre revitalisation we talk frequently about having a better balance of “carrots” – or incentives – and “sticks” – or policies/ guidelines. Stronger policies can become less harsh when they are offered in line with incentives, grants, and programs that help businesses achieve their own goals at the same time. Similarly, guidelines (such as design guidelines, signage guidelines, etc.) could be incentivised for use by the private sector. Examples of carrots could include loan and grant programs, financial assistance for design, expedited permissions and the like. Finally, but importantly, enforcement of policy and regulatory tools needs to be a priority on a daily basis, in a proactive manner, not just reactive when a problem gets out of hand.

27 Public Realm A recent publication called The Pedestrian Pound: The Business Case for Better Streets and Places has helped to quantify the importance of our public realm to the economic vitality of our town centres. Research from the report demonstrates that making places better for walking can boost footfall and trading by up to 40%, while good urban design can raise retail rents by up to 20%. Studies around the world have shown that pedestrians spend up to six-times more than people arriving to a destination by car.

All three town centres have invested significantly in the Public Realm. The Public Realm is, after all, the front door to the places, and first impressions make an impact – for better or worse. Having a clean, welcoming and engaging public realm is about more than just nice benches and pretty flowers. Continuous investment in the public realm demonstrates an investment in the people that work, live, shop and visit a place. This includes:

• Cleansing and Maintenance: Keeping the town centre environments clean and litter free. Exploring a partnership whereby the public and private sectors work together to create cleaner town centres could be an effective approach to sustainable maintenance.

• Signage Regulations: Signs clutter the pavements and shop fronts creating a visual (and physical) clutter that makes for untidy town centres and creates hazards for pedestrians. Stronger enforcement around the types of signs allowed, placement and even materials and size are important.

• Streetscape Design and Clutter: Ideally it is useful to have Design Guides to deal with street clutter, as well as to address general streetscape and public realm design. This guide could address: i. An urban design framework for the centres as this will provide long-term coordination for interventions that will happen over the years, and ensure the public realm works as an effective “glue” ii. Shopfront design standards, in order to create a more welcoming environment, and to allow the centres to highlight some of their historical and heritage features. This could include façade improvement programmes that encourage appropriate design, signage and elimination of things like roller-blind usage iii. Public art and cultural amenities should be integrated into an overall design guide.

28 Programming Programming and activation are an important part of building community and introducing new people to the offer in a town centre. The following are primary areas where programming interventions should be supported as a way to enliven all the centres in the district.

• Markets: We support food, craft/continental type markets and their role in town centres, but ideally the approach should be about helping create markets that work in harmony with the overall changing nature of town centres. • Incubation Units: Town centres should be encouraging entrepreneurialism in new ways, and utilising space for new incubation units to attract new business concepts that cannot yet afford a store front on the High Street. • Events: Events bring people together, but they also take time and sometimes significant resources to pull together. Events, when well designed, can be an effective way to create energy, bring in pedestrians, and build community, • Public Art: Public art need not be about big expensive sculptures. It’s about creating unexpected statements and visual interest throughout the public environment. It’s about engaging local artists to create art, if even temporary, to catch someone’s eye and perhaps make them stay in the centre a few moments longer. Art can make a huge impact, and its value cannot be measured.

This study has clearly demonstrated that town centres are no longer just about the retail offer. The findings from the stakeholder engagement component of this process demonstrated that stakeholders put as much (if not more) value on building community, culture and cohesiveness in a town centre as they do about what shops and restaurants are there to support it. Programming helps to achieve this, while creating distinctive identities for each centre.

Delivery Town Centres are important to the District. The Mid Ulster Corporate Plan prioritises the need to create ‘conditions for growth so that the regeneration of towns and villages in the District are maximized”. The “Plan For Growth” aims to promote the towns and villages of Mid Ulster as places to shop, visit, invest and live and recognises the need for Mid Ulster’s towns and villages to stay ahead of the competition. It outlines measures to stimulate new investment and economic activity, including physical improvement schemes, delivery of signature events and town centre business support measures, all of which will be underpinned by strategic, integrated and co-ordinated promotional campaigns. Town Centre Management is changing towards more independent and sophisticated models of management that can also bring in more sustainable sources of funding that, in the long term, allow town centres to better plan and manage their own fate

29 Funding Sustainable funding will be crucial to success. Funding will come from a myriad of different sources including Council Budgets for regeneration, economic development tourism etc, government departments, European and cross border programmes (up to 2019 and subject to BREXIT negotiations). The private sector will also have a role to play. Consideration should be given to the creation of a Business Improvement District (BIDs) which will allow businesses in town centres to cooperatively invest in and manage issues in their centres in partnership with local government. Business Improvement Districts are increasingly becoming popular as a sustainable way to manage town centres, including funding marketing and economic development, as well as cleaning, maintenance and improvements to the public realm that improve a centre’s overall image. BIDs are developed by the businesses in an area, and managed by those who make the additional investment. They are a great tool that also gives funding stability over a period of time to allow centres to plan ahead for future investments in the centre. In terms of the research carried out, there is enough interest and enthusiasm from the private sector to merit carrying out an initial Feasibility Study. This would give an indication of the budgets that could be raised, the capability of the stakeholder groups to deliver and the types of issues that might be addressed.

Recommendations for each town are set out in the Implementation Plan. These include utilizing existing Town Centre Forums and Regenerations Partnerships. It also considers the viability of private sector funding mechanisms such as Business Improvement Districts. There may also be funding opportunities arising through economic development, tourism and community planning sources.

Organisational and financial sustainability and independence have been found to be key to the success of town centres. The creation of innovative public/private partnerships that bring the contributions and resources of both sectors to the table to manage the complexities of urban environments is becoming paramount. Each sector has important roles to play in this, not just in providing ideas, challenging status quo, and pushing forward new approaches, but also in investing in the place where they do business, work, live and visit. This is perhaps the most important area to be considered, and will underpin and allow for the sustainable success of the town centres by advancing many of the opportunities identified in this report.

Finally, and perhaps most importantly, the Implementation Plan set out overarching recommendations about how best to help the town centres organise and fund, not only the recommendations contained within this report, but their ongoing management, marketing and maintenance in a sustainable way. We recognise that implementation will almost always require a significant amount of funding from a variety of sources. We also recognise that the Council cannot support this wholly. In addition, the Council and town centres will need to work together to obtain other sources of funding, including grants and sponsorships where appropriate, and must be both creative and entrepreneurial in how this is done.

30 Appendix One

We would like to thank all the individuals, groups and organisations who contributed to the preparation of this report including:

• Mid Ulster District Council elected members • Mid Ulster District Council Directors and Officers • Department for Communities • Tourism NI • Cookstown Town Centre Forum • Cookstown Chamber of Commerce • Dungannon Regeneration Partnership • Dungannon Traders Association • Magherafelt Town Centre Forum • Magherafelt Chamber of Commerce • Marketing Students from the Southern Regional College & Northern Regional College who participated in our Focus groups in Cookstown and Magherafelt • Lady shoppers from Cookstown, Dungannon and Magherafelt who participated in our Focus groups • Workers from Dungannon who participated in our Focus group • All of the 713 members of the local community who completed our on-line survey • All of the 108 businesses who completed our on-line survey

31 APPENDIX E2 - Implementation Plan for Town Centre Positioning Study

Mid Ulster District Council

Town Centre Positioning Study

Implementation Plan

Final Draft March 2017

Background

The Mid Ulster District Council Town Centre Positioning Study was published in March 2017. The aim of the study was to provide clarity on the future positioning of the 3 towns of Cookstown, Dungannon and Magherafelt, the identification of their current (and future) purpose, the facilities and services they offer, their attractions and their unique selling points.

The objectives of the study were to:

• Adopt a collaborative, co-ordinated approach to the strategic branding and marketing of Mid Ulster as a destination • Identify and build consensus on the key USP’s for each town and future opportunities which support them. • Develop a Positioning Statement which sets out a clear vision and proposition for each town centre as a competitive location in its own right ,which also complements and supports the strategic development and overarching proposition for the destination • Effectively target different user groups i.e. residents, students, visitors and investors

The study looked at each of the town centres, and the Council area as a whole, from a number of different angles. The process utilised both quantitative and qualitative data, including online surveys, focus groups and workshops with key stakeholders and local businesses. This resulted in the identification of common messages and themes and the creation of a more multi-dimensional story about each centre, both as it functions today and it’s potential for the future.

2 Positioning Statements

Cookstown Positioning Statement

Refreshing a successful, yet plateauing, brand, Cookstown should further develop its role as a multi-functional market town at the heart of Mid Ulster, renowned for its mile of shopping, attractive, safe environment and lively day and night time economy. The town should also aspire to become an outdoor hub for the wider destination, capitalising on the tourism potential of Davagh Forest, Lough Neagh and The Sperrins. The town will utilise its strong retail offer, build on its hospitality and welcome, people, food & drink, leisure and accommodation. Being healthy, happy and hopeful should be part of an overall ‘lifestyle’ offer to both locals and visitors alike.

Dungannon Positioning Statement

Dungannon will be recognised as the key entrepreneurial, historic market town in the region. All stakeholders will work in partnership to reinvigorate the town’s retail offer by highlighting its key retail strengths (branded fashion, local food and knowledgeable service), identifying development opportunities and stimulating investment in the town’s infrastructure, unique character areas and visitor accommodation/service base. The stakeholders will work collaboratively to create dedicated space for creative start-ups and indoor and outdoor markets and will ambitiously package and promote its history and industrial heritage to a new visitor target market.

Magherafelt Positioning Statement

Magherafelt should continue to develop its role as a market town with a unique, distinctive retail and leisure offer, focusing on eclectic, independent brands (particularly ladies fashion), a quality food and drink and a diverse evening and night time economy, much of this encapsulated in the original town centre brand. Working in a true partnership, it will attract and develop a local audience as well as targeting a wider visitor market using its distinctive heritage, cultural and literary connections. This further consolidated by a capitalising on the great outdoors offer nearby.

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A Collaborative Approach

This Implementation Plan sets out a clear collaborative approach and will act as a roadmap for the future of the locations. While the Council have had a crucial leadership role in driving the process so far, the responsibility for the long term success and sustainability of Place Marketing activity lies with everyone in the town, including Cookstown and Magherafelt Town Centre Forums, Dungannon Regeneration Partnership, local businesses, hospitality providers, Council, young people and local community groups. The Implementation Plan sets out how all stakeholders can work together to develop a strong competitive position, and sets out exactly who will do it, how they will do it, what resources they will need and when it needs to be done by. It is collaborative, yet ambitious in its approach. It will take place during a period of great change, as the radical reform of local government will give local communities more ownership, with the ability to shape decisions through the Community Planning, planning, economic and tourism development issues.

The Implementation Plan sets out how to effectively target different user groups i.e. residents, students, visitors and investors. The Positioning Study has started the process of identifying potential target market segments for each town centre based on demographics and Tourism NI visitor segmentation data. Further work on catchment population will also be carried out as part of the Local Development Plan and the Council may wish to consider commissioning specific target market segmentation profiling such as MOSAIC etc. Collaboration between the various Council departments, focused on reaching a consensus on clear target markets for each town centre and the destination as a whole will be critical to the success of this positioning work.

The Implementation Plan is categorised under 4 key Priority Themes:

• Place Marketing • Policy • Public Realm • Programming

4 Positioning Study – Implementation Plan

Priority Theme Action Area Potential Timescale Lead Partners Funder 1. Reach a consensus amongst all All stakeholders on the key target markets - Short Mid Ulster District Council Place Marketing for each town (align with demographic/catchment research and tourism strategy visitor market research). 2. Place Branding Magherafelt Short Mid Ulster District Council • Prepare a TOR for a brand & MUDC refresh, revised Brand Guidelines Cookstown • Commission a new brand identity, Brand Guidelines and Dungannon DfC Implementation Plan 3. Liaise with Marketing and Communications team to ensure the All Short Mid Ulster District Council brand identity of each town is maximised. 4. Develop a series of Sub brands for specific target markets i.e. shopping, All MUDC / DfC Medium Mid Ulster District Council day trip, heritage and culture activity etc. 5. Liaise with Marketing & Communications team to prepare a All MUDC Short Mid Ulster District Council Costed Year One Advertising and Promotional Plan. 6. Prepare a one year Social Media Development Plan with the aim of All MUDC Short Mid Ulster District developing an integrated social media Council/CTCF,MTCF,DRP presence. Specific consideration should be given to resourcing and capacity building this element

5 1. Consult with Planners developing the All - Medium Mid Ulster District Council Local Development Plan re /CTCF,MTCF,DRP Policy Positioning Study outcomes (re-define primary and secondary retail areas, usage types, infrastructure and roads etc.) - 2. Liaise closely with Funding and All Ongoing Mid Ulster District Council Investment Manager on initiatives to develop opportunity sites. - 3. Develop training, capacity and All On-going Mid Ulster District business support measures for local Council/CTCF,MTCF,DRP businesses. 4. Liaise with Tourism Section to ensure All - that Town Centres are fully integrated Short into the wider tourism proposition and Mid Ulster District Council Marketing/Digital Strategy for the District. - 5. Liaise with Property Services on Car All Short Parking Management Strategy. Mid Ulster District 6. Liaise with Environmental Health on All - Council/CTCF,MTCF,DRP Street Trading / Pavement Café Short legislation. Mid Ulster District Council/CTCF,MTCF,DRP

1. Prepare a costed Streetscape All MUDC / DfC Short Mid Ulster District Council Strategy which outlines cleansing and Public Realm maintenance regime, banner and signage programme, signage, street furniture regulations and on-going development of streetscape. Recommendations/advice on shopfront guidelines should also be included.

6 1. Produce an Annual Events calendar. All MUDC Short Mid Ulster District Events should be selected to Council/CTCF,MTCF,DRP Programming showcase the key elements of the Positioning Statement and be aimed at specific target markets. 2. Produce a Local Market Development All MUDC / Medium Mid Ulster District Council Plan for the district as a whole and European which considers the individual town Funding centre needs and maximises the historic market designation. 3. Prepare a Town Centre Public Art and All MUDC / DfC Medium Mid Ulster District Council Animation Programme, aimed at injecting life, colour and vibrancy into the town centre. 4. Deliver a Dereliction Programme in All MUDC Medium Mid Ulster District Council the town centres. 5. Deliver physical regeneration All MUDC / DfC Medium Mid Ulster District Council programmes for businesses including Shop Improvement Schemes. 6. Produce an Evening Economy All MUDC / DfC Short Mid Ulster District Council Scoping Study and Development plan for the District 7. Investigate Feasibility of Purple Flag All MUDC Short Mid Ulster District Status for each Town. Council/CTCF,MTCF,DRP 8. Prepare a Development Plan for the Magherafelt MUDC / DfC Short Mid Ulster District Magherafelt App. Council/MTCF 9. Investigate the feasibility of Town Cookstown MUDC / DfC Medium Mid Ulster District centre “App” in Cookstown and & Council/CTCF/DRP Dungannon. Dungannon 10. Develop the outdoor lifestyle concept Cookstown MUDC/ Tourism Long Mid Ulster District Council relating to the Dark Skies and Davagh NI Forest with the potential of creating a visitor hub. 11. Develop the role of the Burnavon as a Cookstown MUDC Medium Mid Ulster District Council Town Centre hub. 12. Hill of the O’Neill and Market Square Dungannon MUDC /DfC Medium Mid Ulster District Council developed as a focal point for events/markets/ café culture

7 13. Capitalize on the major historical Dungannon MUDC / HLF Long Mid Ulster District Council significance with the Flight of the Earls, Hill of the O’Neill, Ranfurly House Arts & Visitor Centre 14. Develop packages promoting Magherafelt MUDC / Medium Mid Ulster District Council HomePlace and outdoor attractions as Tourism NI shopping/ cultural offer day trips 15. Investigate potential of developing a All Private Sector Long Private Sector BID

Short = 0-6 months

Medium = 7-18 months

Long = 19-36 months

8 APPENDIX F - Draft Mid Ulster Regeneration Action Plan - 2017-18

Mid Ulster Regeneration Action Plan 2017/18

1. Marketing & Promotion

Aim To maximise the profile of the five town centres and reinforce the existing town centre brands of the three main towns.

• Objectives To encourage a co-ordinated approach to the marketing of the five town centres across Mid Ulster. • To raise the profile of the town centres to encourage increased footfall and spend. • To reinforce the brands of the three main town centres

Actions Project 1.1: Seasonal Marketing Campaigns Project 1.2: Shop Local Campaigns Project 1.3: Town Centre Branding

Inputs Key Personnel: • Regeneration Managers • Marketing & Communications Team • Town Centre Forums/Regeneration Partnerships • Tourism & Events Section • Arts & Culture Section

Budget: £106,500

Outputs Project 1.1: Seasonal Marketing Campaigns • Establish key dates to carry out Christmas seasonal marketing campaign for each town Project 1.2: Shop Local campaigns • Implement one joint shop local campaign in each town for Small Business Saturday (December 2017)

1

Project 1.3 Town Centre Branding • Continue to reinforce, renew and refresh the 3 main town centre brands as set out in the Positioning Study Implementation Plan.

• Outcomes Contribute to increased footfall across the towns in Mid Ulster

• Contribute to increased visitor numbers to the towns in Mid Ulster

• Continue to increase civic pride in the town centres

• Contribute to increased traffic to Mid Ulster Council’s social media channels

• Direct marketing of retail proposition at key periods in retail calendar for each settlement.

• In partnership with the Tourism Section work to ensure the town centres are fully integrated into the wider tourism proposition and Marketing / Digital Strategy for the district.

• In partnership with Culture & Leisure Section work to ensure town centres are fully integrated into the Culture and Leisure Strategy.

Milestones • On-going communication and engagement with stakeholders through Town Centre Forums to monitor progress • Engage with retailers to secure buy in • Each campaign to adhere to spend profile • Routine monitoring of project measured against objectives and budget profile • Completion of evaluation

Evaluation Evaluation of project to include monitoring of outputs and outcomes.

2

2. Business Support / Attracting Investment

Aim To support the growth and development of a competitive retail sector across Mid Ulster. • Objectives To facilitate the growth of the retail offer in the five town centres. • To provide support for existing and new businesses within the five town centres. • To attract investment to the five town centres through the identification and development of opportunity sites. • To improve the customer experience in the five town centres • To lobby central government on issues relating to town centre development • To ensure the continued physical vibrancy of towns as places to shop and visit. Actions Project 2.1: Maghera High School Project 2.2: Dereliction Project Project 2.3: Provision of Wi-Fi in 5 town centres Project 2.4: Provision of reduced Christmas Car Parking Charges

Inputs Key Personnel • Regeneration Managers • Economic Development Staff • Planning Service • Town Centre Forums/Regeneration Partnerships Budget £102,500

Outputs Project 2.1: Maghera High School Provide a strategic focus for regeneration activity in Maghera High School site. Project 2.2: Dereliction Project • To assist with the development of Pilot Dereliction Scheme.

3

Project 2.3: Provision of free Wi-Fi in 5 town centres • Continue to maintain free Wi-Fi in the five town centres of Coalisland, Cookstown, Dungannon, Maghera & Magherafelt Project 2.4: Provision of reduced Christmas Car Parking Charges • Provision of reduced Christmas car parking charges in Pay & Display Car Parks.

Outcomes • To improve and grow the retail offer in the five towns across the Mid Ulster district. • To promote investment in the five towns across the Mid Ulster district. • To improve the customer experience in the five towns across the Mid Ulster district. • Maintain or reduce the current joint vacancy rates in the five town centres by 31 March 2018. • Ongoing communication and engagement with Town Centre Stakeholders.

Milestones • On-going communication with stakeholders through Town Centre Forums/Regeneration Partnerships to monitor progress. • Each project to be delivered on time and within budget. • Routine monitoring of projects measured against objectives and budget profile. • Completion of an evaluation Evaluation Evaluation of project to include monitoring of outputs and outcomes

4

3. Town Centre Events

Aim To develop and deliver a number of key events that adds vitality and vibrancy to the five town centres.

• Objectives To attract footfall and increase spend in the town centres • To enhance the overall visitor experience • To engage retailers in town centre events • To explore opportunities for external funding • To animate public and shared spaces in town centres • To increase civic pride in the five towns in Mid Ulster as a result of the events

Actions Project 3.1: Develop a comprehensive calendar of events for each town centre that complements each other. Project 3.2: Provide financial contribution to the delivery of Christmas Town Centres events

Inputs Key Personnel: • Regeneration Managers • Tourism & Events Staff • Marketing & Communications Staff • Town Centre Forums/Regeneration Partnerships • Local Traders • Culture, Leisure & Arts Staff • Environment & Property Services Staff

Budget: £143,000

Outputs Project 3.1 Develop a comprehensive calendar of events for each town centre that complements each other. • Series of events developed throughout the year in each of the five town centres

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• Source external funding opportunities to develop current events and deliver new events

Project 3.2: Provide financial contribution to the delivery of Christmas Town Centres events • Provide financial contribution to the delivery of Christmas Town Centre event in Coalisland

Outcomes • Increased footfall across the towns in Mid Ulster as a result of the events. • Increased visitor numbers to the towns in Mid Ulster as a result of the events • Increased profile of the towns in Mid Ulster across the region as a result of the events • Increased engagement with town centre businesses as a result of the events

Milestones • On-going communication with stakeholders through Town Centre Forums/Regeneration Partnerships to monitor progress. • Each event to be delivered on time and within budget. • Routine monitoring of event measured against objectives and budget profile. • Completion of evaluation for each event in conjunction with Tourism & Events Section.

Evaluation Evaluation of project to include monitoring of outputs and outcomes.

6

4. Physical Regeneration / Improving Infrastructure

Aim To improve the townscape quality of the five town centres

• Objectives To deliver physical regeneration improvements to the main town centres • To maximise funding opportunities from external sources

Actions Project 4.1: Deliver Urban Regeneration Projects in the five main towns Project 4.2: Deliver Rural Regeneration Projects across the Mid Ulster Council area. Project 4.3: Consider development of Opportunity Sites Project 4.4: Car Parking Management Strategy

Inputs Key Personnel: • Regeneration Managers • Technical Services Team • Department for Communities • Rural Development Programme • Central Procurement Directorate • Planning Service • Town Centre Forums/Regeneration Partnerships • Local Traders / Developers Budget £140,000 Town Centre £2.86m Village Regeneration (over 4 years)

Outputs Project 4.1: Deliver Regeneration Projects in the five main towns • To work in partnership with DfC / RDP, Town Centre Traders/ Forum’s to conduct design concept and economic appraisal Coalisland Public Realm Scheme and Maghera Public Realm Scheme.

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• To identify and secure funding to carry out regeneration projects in Coalisland and Maghera town centres as identified in the Development Frameworks for the two towns. • To explore potential Revitalisation Projects in conjunction with DfC (Cookstown, Dungannon & Magherafelt) Project 4.2: Deliver Rural Regeneration Projects • To work in partnership with RDP to deliver Village Regeneration projects in up to 37 villages across Mid Ulster District Council over 4 years through the Rural Development Programme. Project 4.3: Development of Opportunity Sites • Progress development of opportunity sites in the district including Ann Street in Dungannon and Maghera High School Site. Project 4.4: Car Parking Management Strategy To facilitate consultation with key stakeholders in partnership with Property Services to develop and deliver a 10 year Off Street Car Parking Strategy and Action Plan. This Strategy will address car parking availability, accessibility, convenience and alternative operational models across the five main towns in the district. Outcomes • Enhanced townscape quality in the five town centres in the Mid Ulster District • Improved pedestrian experience in the five town centres in Mid Ulster district • Enhanced properties for business owners in the five town centres in the Mid Ulster district. • Development of opportunity sites to increase investment across the Mid Ulster District Milestones • On-going communication with stakeholders through Town Centre Forums / Partnerships to monitor progress. • Each project to be delivered on time and within budget. • Routine monitoring of project measured against objectives and budget profile. • Completion of evaluation Evaluation Evaluation of project to include monitoring of outputs and outcomes

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Appendix 1 Town Centre Action Plan 2016/2017

Indicative Activity Timeframe Delivery Funding Target Organisation Source / Budget 1.1 Seasonal By 31 March MUDC MUDC 5 seasonal Marketing 2018 marketing campaigns £106,500 campaigns (1 in each town) 1.2 Shop Local Implement 1 joint Campaigns shop local campaign for each town for 1.3 Town Centre Small Business Branding Saturday

Continue to reinforce, renew and refresh 3 main town centre brands as set out in the Positioning Study Implementation Plan

2.1 Maghera High By 31 March MUDC MUDC Provide a strategic School Site 2018 focus for £20,000 regeneration activity in Maghera High School Site

2.2 Dereliction By 31 March MUDC MUDC To assist with the Project 2018 development of a £25,000 Pilot Dereliction Scheme

2.3 Provision of Ongoing MUDC MUDC Continue to Free Wi-Fi in town maintain free Wi-Fi centres £20,000 in the five town centres

2.4 Christmas Car By 31 MUDC MUDC Provision of free car Parking Promotion January 2018 parking in Pay & £37,500 Display car Parks

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Indicative Activity Timeframe Delivery Funding Target Organisation Source / Budget 3.1 To develop a By 31 March MUDC MUDC Series of events comprehensive 2018 developed and calendar of events £143,000 delivered throughout for each town the year in the five centre town centres including evaluation costs

4.1 Deliver Urban By 31 MUDC MUDC Conduct Design Regeneration December DfC Concept & Projects in the five 2018 CPD £140,000 to Economic Appraisal main towns deliver for Coalisland and actions at Maghera Public 4.1 Realm Schemes.

Identify and secure funding to carry out regeneration projects in Coalisland and Maghera town centres as identified in the development frameworks for the two towns

To explore potential Revitalisation Projects in conjunction with DfC (Cookstown, Dungannon & Magherafelt)

By 31 March MUDC MUDC/ 4.2: Deliver Rural Work in partnership 2018 RDP Regeneration with RDP to deliver Projects across the £2.86m Village Mid Ulster Council (over 4 Regeneration area years) projects in up to 37 villages across Mid Ulster District Council over 4 years through the Rural Development Programme

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By 31 March MUDC MUDC - 4.3 Development of Progress 2018 Capital Opportunity Sites Budget development of Ann Street in Dungannon & Maghera High School Site By 31 March MUDC MUDC – 4.4 Car Parking Facilitate 2018 Property Management Services consultation with Strategy Budget key stakeholders in partnership with Property Services to develop and deliver a 10 year Off Street Car Parking Strategy & Action Plan

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Appendix 2 Town Centre Events Programme 2017/2018

Event Month Budget Attendance

Cookstown Continental May £30,000 25,000 Market (£3,000 income) Straw Festival June £10,000 5,000 Magherafelt Busking Festival August £6,000 1,500 Dungannon (£1,000 income) Walled Garden August £15,000 5,000 Maghera Halloween in October £8,000 4,000 Coalisland Halloween Maghera October £4,000 3,000

Halloween Dungannon October £15,000 4,000

Christmas Lights November £10,000* 3,500 Switch On Cookstown Christmas Kingdom & November £29,000 7,000 Switch On Dungannon Magherafelt Christmas November £8,000 30,000 Market & Switch On £20,000* Christmas in Coalisland December £7,000 2,500

Christmas in Maghera December £7,000 2,500

Events marked with * are paid through other Council budgets

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APPENDIX G

AGENDA NI MAGAZINE – ADVERTORIAL OPPORTUNITY

From: Claire Speers [mailto:[email protected]] Sent: 08 February 2017 10:40 To: Ursula Mezza Subject: Local government report; agendaNi April/May edition

Good morning Ursula,

agendaNi will feature a ‘local government’ report, in the next edition of agendaNi magazine (April/May), which is distributed to approximately 7,000 senior decision makers within the private, public and voluntary sectors (including government ministers, MPs, MLAs, senior officials and policy makers in government departments, local authorities and agencies, CEO's and MD's of private sector companies, NGOs, leaders in the voluntary and community sectors).

This report offers each council area an excellent opportunity to profile and highlight important issues, individual investment and development plans, main policy interests and priorities for each council to Northern Ireland's public, private and voluntary sectors.

Planned content for the ‘Local government' report includes:

• The power of regeneration • Stormont uncertainty: Budget implications • Boosting local tourism • Leading economic development locally • A voice on Brexit • Getting the most from planning responsibility • Local Development Plans • Smart initiatives • Incoming Mayor and Lord Mayor profiles • Encouraging Social entrepreneurship • Environmental responsibility • Armagh City, Banbridge & Craigavon Borough Council Profile • Lisburn & Castlereagh City Council profile

Opportunity to submit an article on these topics or others.

Profiling opportunities include:

• Advertisements • Advertorials (including branded interview or editorial-style articles) • Report sponsorship, mix of editorial, advertising and branding • Round table discussion (Invite 5/6 stakeholders and host a round table discussion on a theme/topics of your choice) I am more than happy to meet with you to discuss profiling opportunities in more detail - feel free to suggest a suitable date and time. Alternatively if you would like to feature in this report, or require more information please do not hesitate to contact me.

Kind regards

Claire

Claire Speers agendaNi magazine

______

From: Claire Speers Sent: 24 February 2017 14:01 To: 'Ursula Mezza' Subject: Local government report; agendaNi April/May 2017 edition

Hi Ursula,

A single page is 550 words along with 1 image, logo and contact details, local government rate £1,276 exc of vat (normal rate £1,595 exc of vat).

A double page spread is 1100 words along with 2 images, logo and contact details, local government rate £1,800 exc of vat (normal rate £2,395 exc of vat).

Copy deadline is Thursday 16th March. I am drafting our flat plan this afternoon, it would be good if you can let me know if you are happy for me to plan space as I will be in a position to plan an early right hand position within the report.

I look forward to hearing from you.

Kind regards

Claire Speers agendaNi magazine

Davidson House, Glenavy Road Business Park Moira, Co Down, BT67 0LT Tel: +44 (0)28 9261 9933 Fax: +44 (0)28 9261 9951

Clifton House Lower Fitzwilliam Street, Dublin, D02 XT91 Tel: +353 (0)1 661 3755 Fax: +353 (0) 1 661 3786

Email: [email protected] Web: www.agendaNi.com APPENDIX H Brexit and the ‘Border Corridor’: Initial analysis of the risks and opportunities

Newry, Mourne and Down District Council (NMDDC) is leading this project on behalf of the other Border Corridor Councils to carry out an initial analysis of the risks and opportunities which may be posed by Brexit to the area. The Ulster University Economic Policy Centre (UUEPC) have been asked by NMDDC, as part of their sponsorship arrangement, to explore the potential impacts of Brexit on the Council areas which touch the Irish border and therefore make up the ‘Border Corridor’ area.* This note to the Councils sets out the key findings to date and the recommendations to elected members which arise from these.

KEY FINDINGS The project to date has involved the gathering of data by UUEPC in order to 1. Provide an economic profile of the ‘Border Corridor’ area; 2. Identify the policy areas in which Brexit is most likely to make an impact; and 3. Forecast the employment performance of the Council areas to 2026 against a number of different economic scenarios. The data collection has been supplemented by a series of consultations with Chambers of Commerce, other business organisations, community development bodies, banks and economic development agencies in the ‘Corridor’.

The two strands of work have been informed by an understanding that, while the proposed shape of a Brexit is becoming much clearer (and ‘harder’), the risk posed or opportunities presented remain a matter of speculation and will need to be made subject to revision on an ongoing basis.

The key findings include; 1. The Council areas on both sides of the border, when taken as a bloc, lag behind the economic performance of the Republic of Ireland and Northern Ireland more generally. With productivity (GVA per capita) ten of the 12 Council areas lag significantly behind the ‘national’ averages, while and participation in the labour market. 2. There are many reasons for this – including limited urbanisation and the impacts of peripherality – but it is also a direct result of (1) an industrial structure in which lower productivity sectors are more significant, and (2) firm structures where the local economies have higher proportions of small and micro businesses.

* The Councils include Newry, Mourne & Down DC, Derry City & Strabane DC, Causeway Coast & Glens DC, Fermanagh & Omagh DC, Mid Ulster DC, Armagh City, Banbridge & Craigavon DC (all in NI); Cavan CC, Donegal CC, Leitrim CC, Louth CC, Monaghan CC and Sligo CC (all in RoI). East Border Region Ltd have acted as coordinator for the project. 3. The €3 billion value cross-border trade and the GB market (for exporters from the Southern Border Counties) are crucial trade options for the Corridor, with more businesses engaged in this trade than in exports to the rest of the EU or further afield. Cross-border trade and Ireland/GB trade are dominated by sales of goods by the agri-food, building materials and chemicals sectors. 4. These three sectors, alongside fisheries, are exposed to risks of significant tariffs and non-tariff barriers (eg: an end to common standards) and are more significant to employment in parts of the Border Corridor than in many other parts of the island. 5. Agri-food is of particular importance, both in employment terms and as source of almost half of all cross-border trade in goods (€1.41 billion in 2014). Typically production of dairy and meat products are highly integrated crossing the border several times before being packaged and sold to consumers – 45% of the meat produced in the Republic of Ireland ends up in the UK market while 35% of milk produced in NI ends up in RoI outlets or processing there into product exported the other countries. 6. With the importance of cross-border and Ireland/GB trade in the Border Corridor, the Councils need to consider mitigation measures including short term ones (supports with managing exchange rates), medium term ones (understanding better the sectoral – especially agri-food - and firm-level impacts in Council areas) and long term (promotion of more exporters and better diversification to new markets). 7. EU funding is the next most important policy area which is exposed to risk (ending for NI after Brexit) and will depend on mitigation from other funding sources. The funding, worth upwards of €5bn to the Border Corridor to 2020, ranges from CAP and skills development programmes, to cross-border or Peace funds (which impact throughout the Border Corridor). 8. FDI is a policy area which will bring risks and large opportunities to the island depending on access to the EU market – the significance of FDI to the economy in the Corridor varies greatly from place to place but overall it has delivered over 7,000 jobs to the area in the past 5 years. Like cross-border shopping this is a competitive area for Councils although it may need to be explored how to adopt a joint approach to sell the Corridor as a whole in the context of Brexit. 9. Movement of people will be a critical consideration in the Border Corridor. In 2015 almost a million cross-border journeys were made every week at border crossings along the Corridor in order to access work, education and other services. Migrants from EU and non-EU countries are critical to businesses and public services in sectors such as sea fishing, accommodation, healthcare, where they can make up more than a quarter of all staff. Freedom of movement is also critical for the more than 3 million visitors to the Border Corridor in 2015 whose expenditure amounted to more than €600 million. 10. The economic forecasts – based upon a scenario where Brexit impacts on investment and trade but not on consumer spending – show that employment will be increased in all Council areas out to 2026 but significantly below what might have been.

RECOMMENDATIONS The Councils along the Border Corridor agree:

1. To work collectively as a lobby group for the Border area to show that the Border Corridor is going to be most affected by Brexit and thus must have their own voices heard in any negotiating. 2. That while they have competing interests and will seek to maximise opportunities, all Councils accept that some of the weakest economies on the island of Ireland are those economies along the border and, as such, will be most in need of protection against negative impacts of Brexit. 3. To work with Inter-Trade Ireland and the relevant Government Departments to help mitigate the impact of Brexit along the Border areas. 4. Given this is a period of change which will continue for many months, there will be a need to continue gathering information and monitoring the changing conditions. 5. To hold three common cross Council seminars to inform Members and Chambers of Commerce on the results of the research and to gather opinions to use in lobbying. The seminars would have the following objectives:

a. To communicate key findings of the initial research to a wider audience; b. To provide an opportunity to hear from Inter-Trade Ireland on the sectoral analysis and Brexit supports for business; and c. To gather feedback from attendees on the Brexit issues facing businesses in their area.

O

Subject Tourism Update

Reporting Officer Michael Browne

Contact Officer Mary McGee

1 Purpose of Report

1.1 To report and update Council on shows and promotions completed to date. Promotions completed include: Holiday World, Belfast & Dublin, Celtic Connections Glasgow, 100 Great Days Out, Newcastle

2 Background

2.1 Promotions completed include: Holiday World, Belfast & Dublin, Celtic Connections, Glasgow, 100 Great Days Out, Newcastle, Co Down

2.2 Holiday World, Belfast & Dublin, January 2017

All businesses in Mid Ulster were invited to participate and promote on the

stand, businesses who participated included: NI Self Catering (Aghaloo) J&K Coaches Walsh’s Hotel Jungle NI Shepherds Rest Seamus Heaney HomePlace Blessingbourne Estate All businesses ran competitions on the stand to build unique databases and over 750 entries have been received for Seamus Heaney HomePlace,

these are currently being collated into workable database. Staff also

managed a competition for the Shepherds Rest and all other participants on the stand. Businesses who have responded to date report good enquiries and useful feedback from the show plus some good forward bookings. Sales reported to date - £1,100 euro.

2.3 Celtic Connections, Tourism Ireland, Glasgow, 18 January 2107

Trade, Meet The Buyer style workshop featuring Scottish Operators. Met with 25 Operators, plus presentation from Tourism Ireland on need for development of the North West along the Wild Atlantic Way. Operators struggling to find bed spaces south of Galway and Dublin and TIL now promoting the North and West very strongly. In meetings operators also report difficulty in sourcing space in Belfast and Derry and with the development of HomePlace there is perhaps potential for existing hotel accommodation in Mid Ulster. Tourism will follow up on this.

2.4 100 Great Days Out, Slieve Donard, Co Down

Group Buyers from across Northern Ireland and ROI attend. Keen to discover new product and plan their group social calendar for the year. Hosted by Tourism NI. In association with this to target the active retirement, mature cosmo market through:

Ezine to all current groups on our database. Mail shot through Active Retirement Ireland Advertising with advertorial in Senior Times

Plus marketing through TNI Spring Campaign, say Hello to More and Mid

Ulster Council Spring campaign.

2.5 Seamus Heaney Cluster

This group have expanded as part of Workshop was held on Friday 27th January in Magherafelt College. At the invitation of Magherafelt College we held a one day workshop, facilitated by Mark Alexander focussing on

uploading offers, including Heaney, Outdoor activities, culture and heritage

related offers to www.ireland.com. Staff including Tourism and Marketing and Communications staff facilitated businesses in writing and uploading offers and to date we have approx. 15 offers uploaded. Businesses who attended included:

The Terrace Hotel, Magherafelt Shepherds Rest, Draperstown The Old Thatch Inn, Castledawson Killymoon castle, Cookstown Ballyscullion Park House, Bellaghy

The Glenavon Hotel, Cookstown

Waterfoot Cottage, Bellaghy Ardtara Guesthouse Clearwater B&B, Magherafelt Lough Neagh Eels The Clock Tower, Magherafelt Brooke Lodge Guesthouse, Aghaloo Self Catering and Laurel Villa have also subsequently uploaded offers with the assistance of staff.

Geraldine Egan from Tourism Ireland has contacted us to thank us for facilitating this useful workshop and plan to repeat in SWC due to the

success of this initiative.

2.6 Tourism NI Funding

Funding has been sourced to fund a number of initiatives to complement Seamus Heaney HomePlace and Mid Ulster Tourism. Two of the three projects are in advanced planning and these include:

1. Translation into key European languages of promotional material and 10 selected poems, targeting the European market.

2. Local Tour Guiding Programme for up to 10 people. The objective is to add to the number of qualified guides in the region, not solely focussing on Heaney, but also on our other themes in Mid Ulster. We aim to upskill participants with the potential for them to establish their own tour guiding business and progress to Level 3 guiding. This project will commence immediately with £10,000 funding secured from Tourism NI.

One day will also focus on Heaney alone and be delivered to the large number of already qualified and working tour guides in Northern Ireland. The material delivered will give them the information required to confidently deliver a Heaney tour thereby encouraging them to include the Bellaghy region and HomePlace in their existing portfolio of tours and itineraries.

3. Tailored marketing/sales events in key Heaney locations in US, GB and Europe. This project is still in discussion with Tourism NI and TIL.

2.7 Tourism Awards

Two applications have been submitted to the Tourism Awards, one for Customer Service Excellence for Bellaghy Village WorldHost Award and a second for Best Visitor Experience for Seamus Heaney HomePlace, results due in May 2017.

3 Key Issues

3.1 N/A

4 Resources

4.1 Financial NA

4.2 Human Staff time where applicable.

4.3 Basis for Professional/ Consultancy Support NA

4.4 Other NA

5 Other Considerations

5.1 None

6 Recommendations

6.1 For information.

7 List of Documents Attached

7.1 None

P

Subject Mid Ulster Tourism Development Strategy 2016 - 21

Reporting Officer Michael Browne

Contact Officer Mary McKeown

1 Purpose of Report

1.1 To report and inform Council of formal launch of Tourism Development Strategy on 28th March 2017 at Corick House Hotel, Clogher

2 Background

2.1 BTS Destination and Marketing were commissioned to develop a 5 year Tourism Strategy which will focus on promoting and developing tourism within Mid Ulster. The Strategy also complement the Community Planning process and Council’s Economic Development Strategy.

Following collective engagement with private, public sector, statutory and 2.2 other interested parties the Tourism Strategy aims and objectives are:

2.3 To develop three strategic tourism strands, around which the attributes of the area and the industry can cluster and to attract visitors. The three strands or themes are: i. Seamus Heaney ii. Archaeological sites, history and heritage iii. Outdoor Activities

To grow tourism as an economic driver for Mid Ulster;

To manage the destination and create the preconditions for successful tourism;

To profile and promote Mid Ulster to enhance the visibility of the area and boost visitation and spend;

To support the dispersal of visitor, spend and investment across the area.

3 Key Issues

3.1 The Tourism Strategy will officially launch at Corick House Hotel, Clogher on Tuesday 28 March 2017 at 11am.

The launch will engage with private sector tourism businesses and 3.2 showcase product in the region highlighting future tourism developments.

Representatives from Tourism NI, Tourism Ireland, Tourism businesses, Council Officers and other interested parties with be in attendance. The launch will include historical re-enactments, product demonstrations and the preview of a newly filmed drone footage with photography of the Tourism product in the Mid Ulster region.

4 Resources

4.1 Financial The launch will be delivered within the allocated budget of £10,000

4.2 Human Staff time where applicable.

4.3 Basis for Professional/ Consultancy Support NA

4.4 Other NA

5 Other Considerations

5.1

6 Recommendations

6.1 To note the contents of the report.

7 List of Documents Attached

7.1 None

Q

Subject: Leisure Services Progress Report

Reporting Officer: Liam Glavin, Head of Leisure

1 Purpose of Report

1.1 To update Members of the progress being made regarding activities in Leisure Services and highlight events that will be occurring in the future.

2 Background

2.1 Mid Ulster District Council recognises the important role that leisure plays in today's society and that the equitable availability of accessible, high quality sport and leisure provision can enhance the quality of life, health and wellbeing of the local community. The facilities and programmes provided in Mid Ulster are designed to maximise participation in sport and leisure activities from all sections of the community and provide pathways that enable every resident within the Mid Ulster area to maximise their health, sporting abilities, aspirations and potential.

3 Key Issues

3.1 Full details of key elements of Leisure Service provision in the last month is included in Appendix 1. A summary of key highlights is provided below: • Meadowbank S A – Ulster Junior Athletics Final • Dungannon L C – Primary Schools Gala • MUSA – Schools Cross Country • Cookstown Leisure Centre – Health Fair

4 Resources

4.1 Financial

N/A 4.2 Human

N/A

4.3 Basis for Professional/ Consultancy Support

N/A

4.4 Other

N/A

5 Other Considerations

5.1 N/A

6 Recommendations

6.1 Members are asked to note activities being undertaken in Leisure Services and the events that will be occurring in the future.

7 List of Documents Attached

7.1 Appendix 1 - Key elements of Leisure Service provision in the last month.

Sports Development Report

Every Body Active 2020

• This January saw the commencement of the Schools Multi Sports Afterschool’s Programme which was run in conjunction with local school Woods Primary School. The Programme took place every Monday afternoon at Woods PS in Ballyronan.

• Sky Club’ aims to provide extracurricular activities for kids who miss out on ‘main stream’ clubs because they are unable to cope either physically or mentally.

• The youth club is based in the Youth Annex in Fivemiletown College and is open to kids aged 6-14years with all disabilities. The club is affiliated with Mencap and can only run with the help of funding and grants, a 6 week programme commencing January 2017.

• Please see below pictures of some of the participants taking part.

• Everybody Active organised and delivered a Buggy Fit programme aimed at mothers and babies/toddlers, due to the high level of interest across the Mid Ulster area. These programmes are delivered at Cookstown Leisure Centre and Dungannon Park from 10.30-11.30am, costing £2.00 per week or £10.00 for 6 weeks. Cookstown Leisure Centre also offered a complimentary swim and a breakfast/snack deal to add to a very popular and much needed programme. When the mummies are exercising, the toddlers have a chance to play with fun equipment such as bean bags, hoops and balls. All in a safe and fun environment.

• Between 20-25 ladies registered for each programme. Each session includes a mixture of cardiovascular and resistance based exercises that enable mothers to get a good balance of physical activity.

Governing Body Assistance Program • Netball NI was supported this month with hosting a one day Netball NI Intro to Coaching Award (12 registered) held at Cookstown LC. Due to this program of support Netball NI were able to offer this course to the Mid Ulster Area allowing inexperienced local coaches to develop introductory skills. Coach Development Program • This year’s Coach Development Program commenced with over 40 people attending Safeguarding training and Designated Officer for Safeguarding training in Cookstown Leisure Centre and Dungannon LC.

• Recruitment for future courses has been steady with First Aid Courses in particular being oversubscribed. The full programme has been launched and brochures are now available throughout the District. An excellent range of courses is on offer. Couch to 5K • The Couch to 5K program re-commenced with sessions taking place at MUSA Cookstown (150 registered) and Meadowbank (103 registered). Participants will once again take part in the twice weekly 9 week program finishing with the participants completing the challenging 5K run. Post Primary Schools Cross Country • Mid Ulster Sports Arena hosted a cross country event for local secondary schools. The event was timed to take place prior to the Ulster Schools District Finals and saw over 100 pupils taking part in U13, U15, U17 races. The event was a huge success and it is planned to build on it next year.

Dungannon Leisure Centre

Classes and Courses

• The fitness programme continues during February. Circuit Training on Wednesday night continues to be as popular as ever, as does ½ AND ½ Spin Classes on Mondays, along with the Tuesday and Friday Spin Classes.

• H.I.I.T., S.W.E.A.T. (Strength, Work, Endurance, Agility Training, and S.W.E.A.T. has been very well attended.

• Yoga, Step Aerobics and Jive Class continue to attract good numbers.

Fitness Studio

• The fitness studio continues to be busy into February following January promotions. Community Lifesaving

Save a Baby’s Life

• Save a Baby’s Life course continue to be delivered in February. The Save a Baby’s Life Training course is designed to introduce some basic emergency action skills including Infant CPR & choking.

AED Defibrillator training

• AED Defibrillator training took place on 13th February 2017. This training enables candidates to respond when they recognise a casualty is suffering from cardiac arrest & be in a position to use an AED which could be the difference between life & death

Emergency First Aid Courses

• We are continuing to work with our colleagues in Sports Development and • are aiming to facilitate 3 Emergency First Aid courses this Spring which will benefit representatives from our local sports clubs across the MUDC area

National Pool Lifeguard Qualification

• A National Pool Lifeguard (R.L.S.S.) course has been organised during February with an assessment scheduled to take place on the 25th.

Swimming Lessons

• The Masters swimming classes offered Monday and Friday 6-7pm and Thursday 7-8am continues to attract large number of participants.

• The Saturday morning Swimmer Development class - 6.30-8.30am is ongoing as well as local swimmers participants travel from Strabane, Portadown, and South Armagh to attend.

School of Aquatics

• The second block of the winter School Of Aquatics programme continues in February. The packed programme continues to sell out as does the one to one lessons. .

• The classes within the programme are designed to provide tuition for all levels of swimmer from the nervous beginner to the confident swimmer who wants to improve speed and technique.

• Squad Training classes cater for up to 120 children every Tuesday. This popular class prepares swimmers looking to join the swimming club or swimming up to 100m across four different strokes.

• Aqua Academy classes were added to the programme to ensure participants have the opportunity to continue to develop swim technique while waiting to join Dungannon Amateur Swimming club. Spaces on this class often sell out within in hours of going on sale.

• Another class added to the programme was Teen Swim. This class is designed to appeal to teenagers who wanted to learn to swim or improve their technique but felt self-conscious about swimming. Due to demand two classes are programmed per week.

• Adult swimming classes on Tuesday continue and are fully booked once again as is the adult improver class.

• Rookie Lifeguard course continues on Friday afternoons 4.30-6pm..

• Ladies Night continues on Mondays 8.45-9.45pm.

Clubs

• Local clubs include- Ren Bu Ken Judo Club, Cobra Kai Karate Club, Ju -Jitsu Club, Tae Kwon Do Club, Dungannon Gymnastics Club, Dungannon Sub Aqua Club, Island Triathlon Club, Fit 4 You Club and others. The centre also hosts Dungannon Rifle Club in the Projectile hall three to four times a week. Dungannon Amateur Swimming Club continues to train four times a week in our pool.

• The 50+ club attracts large numbers on Tuesdays and Thursdays in our sports hall, fitness suite and pools and have increased its activity programme to include supervised fitness classes.

Gortgonis Gym

• Gortgonis Gym opens Monday to Saturday. Opening times are as follows- Mondays: 9am-1pm and 4-9pm, Tuesdays: 4-9pm, Wednesdays: 9am-1pm and 4-9pm, Thursdays: 4-9pm, Fridays 9am-7pm. Staff are available to give advice on use of equipment and exercise programmes.

Outdoor Leisure Facilities

• The football season is well under way with an average of 15 league matches being played each Saturday.

Fivemiletown Bike Trails

• The bike trails located within Blessingbourne estate continue to be popular attracting regular and new mountain bike enthusiast.

Facebook

• We held a Facebook competition this month. The prize was a month’s gym membership or a free gym induction. A lot of interest was created by this and as a result we have gained a lot of likes on our page. The winner was Laura Reid, a regular and loyal customer.

Men’s Health Club

• The Men’s Health club continue to meet in the centre on Wednesdays enjoying a range of activities including swimming, fitness suite and football. Plans are underway to commence a 10 week fitness/sports programme.

Election

• On Thursday 2nd March Dungannon Leisure Centre will act as a polling station for the local government elections. The centre will be closed on this date and all classes and bookings have been cancelled.

Primary Schools Gala

• Dungannon Leisure Centre School Swim Teachers organised a very successful Gala on Wednesday 22nd Feb. Over 100 children took part in individual and relay races. Deputy Chair of Mid Ulster Council presented prizes afterwards in the Minor Hall.

Some of the prize winners at the Primary Schools gala

One to One lesson

Cookstown Leisure Centre • Cookstown Leisure Centre Drop- in Classes are offered to the public and as part of the total “Evolve Membership”. These are continuing to perform well.

• Cookstown Leisure Centre hosted the MUDC employee staff “Health Fair “on the 30th January. The event was overall a great success, although numbers attending were poor. Those attending were complimentary of information available and for those that participated in class they provided positive feedback. The specialist classes like Pilates, Yoga and Tai – Chi were well attended with some further complimentary trial session setup for staff.

Evolve Fitness

• The 31st January saw the close of the evolve FITNESS 2017 Stepper Challenge where members had to climb 2k (Beginner level) or 4km (advanced level) using the stepping machine over a 1 month period. This challenge proved popular each with close to 45 entering this year’s challenge. This year a total of 34 members managed to complete the challenge; 13 taking on the advanced level and 21 taking on the beginner level.

• Evolve FITNESS Row Lough Neagh Challenge to run between 01 – 31 March 2017 - members to row 30km beginner level or 60km advanced level during March.

• Winter Promo “2 Is Our Gift to U”, the gym is offering 14 months for the price on cash & DD’s.

• The “Physical Activity Programme” has taken off with currently 90 plus clients, either at the initial 12 weeks’ stage by the “phase three practitioners (Cardiac), local GP’s, and Charis (Cancer) or re-referred by their local GP’s.

Davagh MBT/Forest Trails

• A volunteer day has been scheduled for 11th March to carry out repairs on the top red trails.

Usage Figures

Usage figures for April to September 2016

Davagh Forest Car Total Pump New Running Trails park Trails Track Counter Trails Total on top red trails April to June 5711 3469 1690 2822 3469 2016 July to Sept 5713 4285 1951 2366 7754 2016 Oct to Dec 2017 4205 3149 1314 2328 10903

Events and Closures for Davagh 2017

Date Time Event Trails 29th April 2017 9-5 Cookstown Motor Full Closure Club Targa Rally Sunday 7th May 9.30am-4.30pm NPS XC Ulster –MTB Full Closure

*Wednesday 6 - 9pm Carn Wheelers Part Closure and 17th May, Wednesday night restrictions 14th June, youth series- MTB 19th July and 16th August Sat 24th & Sun 9-5 Davagh Enduro - Restrictions on 25th June MTB Sat and full closure Sun * Friday 25th 5.00pm to Magherafelt Motor Full Closure August 10.30pm Club * Sat 4th 9-5 Magherafelt Motor Full Closure November Club * Sat 25th 9-5 Magherafelt Motor Full Closure November Club

*Dates currently provisionally booked

MUSA

• During January and February Pitches continued to be in demand for bookings by soccer and rugby. An increased demand from GAA Clubs for January to March for the floodlit pitches. Pitch 4 has been adapted to accommodate full- size Gaelic matches with the installation of new posts. Improving pitch 4 means that the area can be used for GAA, soccer and rugby. Increased capacity will increase income and rotating pitches will allow us to maintain and protect pitches better. A total of 30 school’s matches took place during January and February and two blitzes, with this demand we have transferred schools matches to Pitch 4 to preserve Pitch 2 for Floodlit matches.

• Ulster Rugby have organised a Tag Rugby event for school girls. On Tuesday 28 February IFA have planned a girl’s primary competition in the morning and post primary competition for the afternoon, approximately 400 girls are expected to attend this event

• Tyrone County Board have organised a six week hurling and camogie programme for youth, with an aim to increase participation in the local area.

• Gaelic Clubs have made indoor bookings for their youth teams during January and February. Cookstown Youth have recommenced their Friday night development centre form 3 February. The IFA Elite Performance Centre continues weekly on the 3G Gaelic Pitch and the indoor sports hall.

• The Strength & Conditioning gym sees its continued usage with an increase membership from the recent relocation of the Rivers Agency offices. They agency have also availed of the indoor facilities for badminton and 5 aside football, and the trim for walks.

Schools E- District Cross Country

• On Wednesday 1 April MUSA welcomed athletes from schools across the E- District region. Weather conditions on the day were good, however with heavy rain the day before, the course was well cut up in true cross country style. The athletes made use of the famous ‘Acorns Hill’ and the course around the Mid Ulster Sports Arena proved both challenging and enjoyable for athletes.

Events

• Parkrun continues every Saturday morning at 9.30am (100+ participants weekly) • Mid Ulster Youth League 9 aside and 11 aside matches each Saturday • National League matches on Pitch 1 • Couch to 5K Programme on Tuesday and Thursday evenings 150 registered participants • IFA GRDO Small Sided games centre • CYFC Development Centre – 200+ children • Usage of the Trim Trail by walkers and runners remains steady especially during the day. Estimated numbers using this facility in the region of 100 per day. • Ulster Colleges Matches and Tournaments • Ulster Colleges Hurling Tournament • Tyrone Hurling Centre of Excellence • Birthday Parties

Future events and activities

• New Block Booking Period January - March • Couch to 5K – new session to begin in April 2017 • Park Run – still taking place every Saturday morning • Elite Festival Days • Ulster Rugby U14, U16 and U18s Ulster Youth Plate, Bowl and Shield Finals • IFA Girls • MU Ladies FC matches • IFA Futsal

Moneymore Recreation Centre

• Local Gaelic Clubs: - Moneymore Gaelic Club continued using Moneymore Recreation Centre into January 2017 for the beginning off their winter training. Lissan Gaelic Club has also booked our Sports Hall for Winter Gaelic training.

• School MultiSports: - A new 6-week School Multi Sports programme started at Moneymore Recreation Centre on Wednesday 25th January 2017 (9.30am- 10.30am). Only 1 of the 6 schools accepted the invitation due to other commitments (St Pats P/S Moneymore).

• Mini Soccer camp: - A new 6-week Mini Soccer Camp started at Moneymore Recreation Centre on Wednesday 25th January 2017. This camp was targeted at boys & girls aged 10-14 years old.

• Headway Brain Injury Association: - Kelly Shepherd from Headway has booked our Committee Room 3 Wednesdays every month from 11am-1pm to hold classes with people who have suffered Brain Injuries.

• Outdoor MUGA. The outdoor Tennis nets have now been removed for the winter as the dark nights are upon us. Kids still use the area for Basketball, Soccer and other games though.

• Kettle Bell Classes. A new 5 week Kettlebells Programme started on Thursday 12th January 2017(6.30pm-7.15pm).

• Pilates Classes. A new 5 week Pilates programme started at Moneymore Recreation Centre on Monday 9th January 2017 (6.15pm-7.15pm).

• Tuesday pm Yoga Classes. 2 new 5-week yoga programmes have started at Moneymore Recreation Centre. These classes started on Tuesday 10th January 2017 (6pm-7pm & 7pm-8pm).

• Birthday Parties. During January 2017 (3) Birthday Parties were held at Moneymore Recreation Centre. Meadowbank Sports Arena

• February has been another busy month to date at Meadowbank with the facilities being heavily booked throughout each week. Again, night time from 6-9pm is peak time for users with a lot of activity both inside and outside the Arena. There has also been a rise in demand for Sunday morning slots both indoors and on the 3G from local clubs, as well as the regular IFA soccer booking. The increased usage of Meadowbank has even created a problem with car parking at the facility with the numbers of parking spaces severely limited at peak times. A number of big events and tournaments have taken place in February, one of the main events being the Annual Ulster Junior Indoor Athletics Finals which again was well attended as can be seen below.

Some events of note that have taken place in Meadowbank since the last report are: th o Sports Hall Athletics Event – Fri 20 Jan (400 Pupils) nd o Ulster Camogie Association Camogie Blitz – Sun 22 Jan (300 Players) rd o Derry GAA Indoor Schools Gaelic Blitz – Mon 23 Jan (190 Pupils) th o Ulster GAA Indoor Gaelic Blitz – Sat 28 Jan (360 Players) th th o Ulster Indoor Junior Athletics Finals – Sat 4 & Sun 5 Feb (2500 Attended) th o Rainey Mini Rhinos v Limavady - Mini Games – Sat 4 Feb (300 Players) th o Derry GAA Indoor Schools Gaelic Blitz – Monday 6 Feb (220 Pupils) th o County Sports Hall athletics Finals – Thur 9 Feb (350 Pupils) th o Rainey Mini Rhinos – Mini Games – Sat 11 Feb (300 Players) th o Ulster GAA Gaelic Blitz – Sat 11 Feb (330 Players) th o Rainey Mini Hockey Blitz – Sun 12 Feb (400 Players)

Upcoming events in February:

nd o Ulster GAA Schools Gaelic Blitz – Wed 22 Feb rd o Health and Well Being Fair – Thu 23 Feb th o Ulster GAA Hurling Blitz – Sat 25 Feb th o Ulster Camogie Association Blitz – Sun 26 Feb Meadowbank Sports Arena Winter Programme

• Ulster Rugby are continuing with training for their Regional Youth Squads at the Arena and use the facilities every Monday through to April 2017 with an average of 60/80 participants at each session.

• MUDC Couch 2 5k Programme continues with over 90 runners registered on the first night. The programme runs on a Monday and Wednesday night for 9 weeks.

• New Row Primary School have booked the Outdoor track on a Wednesday evening for a couch 2 5k programme for parents and pupils of the school to participate in.

• Acorns Running club train on the track every Monday and Wednesday Night with 30-50 runners attending each session.

• Moneyglass Running Club have booked the outdoor track on a Wednesday night with over 30 runners attending each week.

• Termoneeny Running club use the track on a Friday night with over 40 runners attending each session.

• Slimming World continues on a Thursday and the regular sessions average 85/120 participants.

• Derry GAA have booked 3 x Maxi pitches for 3 hours on a Friday night until the end of March for underage Gaelic matches. 300 kids attended on the first night.

• There has been a reduction in Birthday Party Bookings this month due to the Arena being booked out for events most weekends. There was still 14 parties booked in February.

• Rainey Mini Hockey hold their weekly training on Friday afternoons with 40/50 children attending each week.

• Rainey Mini Rugby also continues on Friday evenings with between 80 and 110 attending each session.

• St Colmcilles Girl Guides meet on a Thursday evening in the Café area with 35 girls attending.

• Mary Hill Ballet School continues on Saturday afternoons with 40/50 dancers attending each week.

• The Meadowbank Fit for Life programme has attracted 9 Primary Schools from the local area this term.

• Northern Region Recovery College are currently running courses in our Meeting Room, 2-5pm twice a week.

• Rainey School hockey matches continue with 3 matches being played each Saturday morning, drawing numbers in excess of 300 over the 2 hours.

• “Magherafelt Soccer Sixes” continues on the 3G pitches and is attracting a lot of teams from the local area.

• Step to the Beat dance class continues in the Old Pavilion Hall on Mondays, 5-6pm.

• The 3G outdoor pitches are block booked every night by local clubs for training. Soccer and Rugby being the main bookings.

• The weekends see a lot of match action on the 3G surface too, again mainly soccer and rugby from clubs like Magherafelt Sky Blues, Rainey Old Boys youth and minis, Draperstown Celtic youth and Moyola FC youth.

• The Make a Change Programme Cook It Classes have booked the Pavilion for a 6 week course every Tuesday commencing 7th February.

Maghera Leisure Centre

• Maghera Leisure Centre continues to deliver a dynamic, energetic programme aimed at all. For Children we have the Fit Kids sessions in Profiles Health & Fitness Suite; Gymnastics and delivery of the ever popular Kirsty Kinetic Kidz dance programme.

• The Senior citizen afternoon session on a Wednesday is a big hit with this age group. For most attending it is all about the social aspect and getting out to meet up with a few friends; the refreshments provided are always welcome, with some of the members actually only coming and paying at this stage of the afternoon for a catch up and a chat.

• Circuit training on a Monday and Thursday evening has hit a new height with sometimes over 80 in attendance.

• Party Packages 41 • Facebook – Duty Officers are now administrators of the MLC Facebook page and continue to utilise it every day to advertise and benefit the growth and development of the centre. • Astroturf – this area is up a staggering 78% based on the previous year. • Slaughtneil Camogie Club Tuesday 6pm – 7pm. Block booked. • Adult Centre Tuesday and Thursday. • Gymnastics Tuesday, Wednesday & Thursday. • Senior Citizen Club Wed 2pm – 4pm • Fit Kids Session Mon & Thurs. • Old Mill Youth FC wed 7.00pm – 8.00pm • Leo Maguire Taekwondo Club, Main Hall Thursdays 5pm – 6pm • Kirsty Kinetic Kidz Dance Fri 5.15pm – 7.15pm. • Karate Friday night. • Jujitsu Club Saturdays 10am – 12.30pm & Monday 6.30am – 9pm. • Ju-jitsu booked a 6 week ladies self-defence course commencing 25th January. • GP Referral Program ongoing. • Daily Morning session classes 10am – 11am. (Core Stability, Spin, Circuit Training, BLT Blitz, Circuit Training). • Sunday boot camps & Spinning class. • Circuits Monday & Thursday Circuit Training (50+ in attendance) • Spinning Classes Mon, Wed, Thurs, Fri & Sat. • Kettlebells Tuesday & Thursday. • Tobermore Utd. Mini Soccer, Fri Main Hall 8pm – 9pm. • Maghera District Gardening Group Tuesday 17th Jan • Womens Institute 24th Jan • Carn Glen Credit Union – Primary School Quiz. • Grass pitch Bookings, 13.

Maghera Leisure Centre

• Bookings as above. • Party Packages - 44 • Classes very busy with 50 – 60 in the circuit classes. • Spinning classes 20 -25. • Bootcamp Sunday 20+. • Maghera & District Gardening Group 17th January. • Pilates commenced Fri 3rd Feb. • Gymnastics Registration Sunday 20th Feb – Tues both sessions fully booked; Wed 1st session fully booked, 2nd session few spaces available; Fri 1st session fully booked, 2nd session few spaces. • Mid Ulster Floral Art 7th Feb • Pitch bookings 10.

Tobermore Golf Centre

Sat Junior Coaching.

• A new set of Saturday junior coaching sessions commenced on Sat 14th January with all three sessions fully booked. Tony Mulholland resident PGA professional coach at Tobermore Golf Centre continues to deliver this high quality coaching programme.

o Resident PGA Professional Tuition th th o Chris Selfridge – 26 , 30 Jan - Local Tour Professional had a couple of Trackman Lessons, with resident professional Tony Mulholland o Coaching - Based on the same period of the previous year coaching has seen an increase of 43%.This includes 22 * Trackman lessons, 11 * Standard Studio lessons and delivery of group lessons. th o Improvers Course Tuesday commenced 24 Jan * 6 weeks. th o Junior Coaching – week 1 commenced Saturday 14 Jan. th o Killymoon Juniors 13 th o Sat Junior Coaching week, 1 14 Jan o Resident PGA Professional Tuition o Trackman lessons o Standard Studio lessons. th o Improvers Course Tuesday & Wednesday commencing 24 January.

R

Subject Parks Service Progress Report

Reporting Officer Nigel Hill, Head of Parks

1 Purpose of Report

1.1 To update Members of the progress being made regarding activities associated to Parks Services and highlight events or consultations that will be occurring in the future

2 Background

2.1 Mid Ulster District Council recognises the important role that Parks, Countryside recreation and play has in today's society and the ease of accessible, open space can have on basis quality of life issues and the health and wellbeing of the local community. The facilities and programmes provided in Mid Ulster are designed to maximise participation from all sections of the community and provide opportunities to maximise quality outdoor experiences for our residents across Mid Ulster District Council.

3

3.1 Ballyronan Marina Pathway Maintenance A number of public access paths in the Marina grounds have under gone a maintenance upgrade. The paths have been scrapped, made wider and a fresh surface has applied. The entrance path leading into the woodland and the path along the North breakwater have been completed. The remaining path along the south breakwater will also be included with all works to be completed in advance of April.

Before: condition of paths prior to scheduled works.

After: Ballyronan Marina Path Improvements

Path surface improvements leading to Ballyronan wood.

3.2 Amenity Block Upgrade Prior to the 2017 camping season Ballyronan Campsite amenity block underwent some much need refurbishments, including new toilets, sinks and worktops and an upgrade of the disabled ablution facilities.

3.3 Jetty Anti-slip surface Public jetties at Ballyronan Marina have been made safer with non-slip mesh wire fitted.

3.4 Camp Manager – Online booking Facility Ballyronan Marina campsite started taking online bookings for the first time at the start of January 2017. Online bookings can be made via the council website or via the Go Camping NI website.

3.5 Open Evening Event at Castledawson Allotments Castledawson allotments will be a hive of activity on Tuesday 21 March between 4 pm and 6 pm with a number of activities, demonstrations and information for potential plot holders to mark the re-opening of the public st allotments. Pre-registration commenced on 1 March with all enquires via [email protected] or by contacting Parks Reception on 028 8772869

Spring is just around the corner at

Castledawson allotments!

Open Day Tuesday 21st March

4pm – 6pm Flowers are budding and bees are buzzing, so join us as we throw open the allotments at Castledawson to celebrate the start of Spring! This FREE family friendly community event will: Give you a chance to find out more about the allotments and take a tour of the site. Allow you to meet fellow gardeners and get their perspective on allotment life. Provide an opportunity to get stuck in and grow plants from seeds or make a bumblebee home. Light refreshments available and all welcome!

3.6 Dungannon Park Allotments Organic Growing workshop An Organic Potato Growing Workshop for current plot holders too place on Wednesday, 1 March from 11:00 am - 1:00 pm at Nunnery Hill allotments. The workshops were carried out by Ingrid Foley from the Organic Centre in Leitrim. The event was free of charge for participants as the event was part of Councils sustainability programme

3.7 Drum Manor Forest Play Park An anti-climb sock has recently been retro-fitted to the climbing tower in order to prevent misuse. This was recommended by Play Services Ireland, who recently completed the annual independent play park inspection. Manufactures HUCK a German company fitted the sock at no cost to council.

3.8 Park Lake Fishery Hosts Sliver Butcher’s Angling Club Event

Two cracking rainbow trout amongst the catches taken on the day.

The Sliver Butchers Angling Club hosted their annual charity event at Dungannon Park Lake, which has been a regular slot in the calendar since 1998. Anglers from various parts of the country competed on a dry and sunny Saturday. Although fishing was good in the morning, angling in the afternoon provided to more challenging due to increasing periods of brightness. A hearty lunch break was enjoyed in the angling lodge before returning to the lake. Over 40 fish were caught with the heaviest fish weighing in at 4 lbs 3 oz.

4 Resources

4.1 Financial

N/A

Human 4.2 N/A

Basis for Professional/ Consultancy Support 4.3 N/A

Other 4.4 N/A

5 Other Considerations

N/A

6 Recommendations

6.1 Members are asked to note contents of report.

7 List of Documents Attached

7.1 None

S

Subject Small Grants for Greenways

Reporting Officer Nigel Hill, Head of Parks

1 Purpose of Report

1.1 To inform members of progress to stage two the Small Grants Scheme for initial funding for Council’s and other bodies to develop their own schemes as part of the greenway network for the entire region.

2 Background

2.1 The Minister for Infrastructure announced on the 9th November his plans for a network of greenways, connecting towns and cities to the villages and countryside from east to west and north to south across all eleven councils. It aims to bring back into use much of the disused railway network and give people ready access to a safe traffic-free environment for health, active travel and leisure.The aim of this Strategic Plan is to encourage a substantial increase in the number of people walking and cycling as a regular part of everyday life through the building of a connected and accessible regional Greenway Network which significantly increases the length of traffic-free routes.

The purpose of the Strategic Plan for Greenways is to develop a network that allows people to travel to places locally, regionally and nationally by walking and cycling. This will provide opportunities for people to cycle and walk to work, school and other places. It will also provide opportunities to cycle and walk for leisure and recreation, helping develop the local visitor economy, improving social cohesion within and between communities and ultimately improving the health and wellbeing of the population.

In support of this, the Department for Infrastructure has developed a Small Grants Programme for the development of greenway schemes. This competitive scheme is aimed at providing support for councils to work up projects that will contribute to a step change in greenway provision. Mid Ulster District Council submitted expressions of interest in June to the Department for Regional Development for Ulster Canal and the Clogher Valley Greenway. Both proposals were selected amongst a total of twenty-seven primary and secondary routes that will advance to the second stage of competitive evaluation.

3 Key Issues

3.1 Mid Ulster District Council have completed a procurement exercise and have appointed McAdam Design Ltd, Belfast to conduct the two feasibility

studies for the relevant projects, in our case the Ulster canal and Clogher Valley proposals. Both studies to be completed for end of March.

3.2 Projects shortlisted for stage two can draw down funding to the value of £8,000 for each project in order to work up and develop their proposals. The top four projects will advance to stage three.

3.3 Dependant on shortlisting success, stage three will require a detailed design and cost options appraisal from shortlisted applicants. More information will be required about land issues and costs with evidence that the design is technically robust. Successful shortlisted applicants to stage three will be offered up to £25,000 to finalise their detailed proposals.

4 Resources

4.1 Staff time to assist consultancy team to development feasibility plans.

5 Other Considerations

5.1 Greenway links to Mid Ulster District Council Outdoor Recreation Strategy.

6 Recommendations

6.1 For member information purposes only.

7 List of Documents Attached

7.1 N/A

T

Subject Culture and Arts Progress Report

Reporting Officer Tony McCance

1 Purpose of Report 1.1 To update Members on the progress being made in Culture and Arts Services and highlight events that have occurred during the months of January and February. Also to identify events and activities within Culture & Arts Services that will be occurring in the future.

2 Background 2.1 Mid Ulster District Council recognises the important role that Culture and Arts plays in today’s society and that the availability of accessible, high quality culture and arts provision can enhance the quality of life and wellbeing of the local community. The Culture and Arts facilities and programmes provided in Mid Ulster are designed to maximise participation from all sections of the community and provide pathways that enable every resident within the Mid Ulster area to maximise their enjoyment, aspirations and quality of life.

3 Key Issues 3.1 Full details of key elements Culture and Arts Service provision during end November/and December is included in Appendix 1.

4 Resources

4.1 Financial N/A

4.2 Human None

4.3 Basis for Professional/Consultancy Support N/A

4.4 Other None

5 Other Considerations

5.1 None

6 Recommendations 6.1 Members are asked to note upcoming activities being undertaken in Culture and Arts Services.

7 List of Documents Attached 7.1 Appendix 1 – Key elements of Culture and Arts Service provision in the last month.

Culture & Arts Service Progress Report

Progress Report Appendix 1

Burnavon Arts & Cultural Centre

Programme of Events

January was panto season in the Burnavon. With a record 11 shows performed over all the weekends in January “Willy Wonka The Panto” was extremely popular with all shows selling out.

Events Scottish Ceilidh

The Scottish Ceilidh took place on Friday 27 January 2017. Over 100 people were in attendance. Participants enjoyed a great evening of Scottish Country and Ceilidh dancing.

St Patrick’s Day Celebrations Concert Preparations for the St Patrick’s Day Celebrations concert are well underway. On Saturday 11 March patrons will enjoy an evening of entertainment provided by local music and dance artists. The evening will be headlined by Brid Harper, Dermot Byrne and Steve Cooney. The evening will be compered by TV and BBC Radio Ulster presenter Lynette Fay. Local support will be provided local folk band Bandjax, Cookstown

Folk Club and Quinn’s School of Irish Dancing.

February Exhibition BBC Community Archive – (Gallery) Picture Box is one in a series of exhibitions from the BBC’s Community Archive. It includes over 300 images and reflects every aspect of broadcasting and is currently on loan to the Burnavon Arts & Cultural Centre.

Workshops The following workshops have been held in January and February:

• St Brigid’s Cross making on 28 January. 38 adults and children got ready for St Brigid’s Day by making their own decorative cross for their home. These ‘drop in’ workshops were led by renowned willow weaver Louise McLean.

• Another series of our very popular jive classes, have begun with tutors from Modern Country Moves. Full attendance again with 42 participants each night. First- timers are be shown the basics, while the more experienced can learn more steps and moves.

• Watercolours with tutor George Gourley is well under way. Beginners are taken step by step through the process of producing their own watercolours. These classes are a great way for people to take time out, relax and explore their creative side.

• Embroidery Hoop Art with tutor Andrea Hayes. This course covers methods such as silk painting, applique, image transfer and hand stitching to create an artwork which is then finished and stretched on the hoop to hang. Participants are shown how to apply their newly acquired skills to decorate a fabric bag.

• Furniture Upcycling with tutors Anne Warnock & Sara Vicente. Participants have been learning how to make their own chalk paint and take on a number of creative techniques including decoupage, stencilling and upholstering a seat pad. The class was so popular and successful another one has been scheduled.

Support Services (weekly)

The following weekly sessions continue to be delivered as part of the Burnavon programme and its associated outreach programme. • Cookstown Folk Club • Burnavon Writers Group • Cookstown Youth Choir • Superstars Club Musical Theatre Group • Traditional Music in Schools Project (delivered in local schools)

Outreach

The Burnavon through its Arts & Cultural Development Programme is currently delivering an innovative, creative workshops roadshow, based on the ArtCart. 12 rural primary schools are participating and availing of the following which commenced 22nd February:

• Development of arts skills through use of digital technology and more traditional arts activities eg: Animation with visual art, digital music with dance. • Linking in with curriculum themes to support classroom learning Eg: Focusing on the Arts, The World Around Us, Science & Technology, Mathematics & Numeracy etc. Eg: Music workshop develops music skills and counting skills. • Using creative expression to enhance communication, interpersonal skills and develop team work. • Facilitation of workshops by experienced, professional artists who will tailor sessions to suit age range and ability.

Following completion of the school base workshops all schools will attend an event in the Burnavon.

Culture & Arts Strategy

Work is ongoing in developing an integrated Culture & Arts Strategy which will provide direction for the delivery of Culture & Arts Services over the next five year period. The Strategy is scheduled to be completed by end of March 2017.

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Ranfurly House and Hill of the O’Neill

Arts & Culture

Performances so far this month in the Square Box have inlcuded Ronnie Greer & Grainne Duffy who performed on Saturday 4 February and Cathal Hayden, Seamie O’Dowd & Mairtin O’Connor who performed on Saturday 18 February to a packed audience. There was a good turnout for the Valentine’s Day Tea Dance in the Square Box with Aidan Coyle providing the music. Feedback was very positive and participants are looking forward to the next tea dance event. Commedian Kevin McAleer, ‘Saying Yes to Yes’ will bring his comedy show to the Square Box on Saturday 25th February. The Charlie Donnelly Commemorative event will take place on Saturday 25 February in Ranfurly House. The Charlie Donnelly Winter School will celebrate the life and works of the internationally renowned poet from Killybrackey, Dungannon

Art classes & courses taking place this month includes: Adult Pottery with artist Shauna McCann; Guitar Lessons with James Mulligan; Acrylic Painting with Frank Holmes; Floral Art with Sinead Goodwin, Sewing for Beginners with Clarice Smith; Mindfulness Progamme with Madeleine McBride; Photography Seminar with Professor Brian Griffin; Introduction to Watercolour Masterclass with George Gourley; Star Wars Lego Workshop & Movie with Bricks 4 kidz; Parent & Toddler art with Nicola Birnie; Children’s Saturday drama with B-Dramatic; Hip Hop Dance with Niamh Convery and Children’s Candle Making with Deborah Malcomson. All courses & classes have maximum numbers booked in.

Children’s Candle Making Workshop on Saturday 18 February with artist Deborah Malcomson

Parent & Toddler Art Course with artist Nicola Birnie, commenced Friday 3 February

Adult Pottery with artist Shauna McCann, commenced 6 February

Arts & Disability Stakeholders Forum The Visually Impaired Group will commence a 4 week pottery project with artist, Shauna McCann on 22nd February and Dungannon Hospice will undertake a 4 week arts & crafts project with artist, Gwen Stevenson – dates still to be arranged. This will conclude the programme for 2016-2017.

The joint project between the Men’s Shed, Dungannon and MUDC started late January with 20 men signing up to do a 6 week wood turning project with tutor Geoff Tulip.

Dungannon History Forum The monthly history talks commenced on Friday 17 February with a talk delivered by Aidan Fee, “Seven Places for Seven Sons, The Knox Family” to a packed audience in the Square Box.

Temporary Exhibition

This month’s temporary exhibition is by Stephen Beatty who has captured the work of artist ‘Raven’, which is a mix of various styles and methods encompassing acrylic, abstract, drawing & sculpture.

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Seamus Heaney HomePlace

Seamus Heaney Estate

Anthony Tohill, Anne-Marie Campbell and Brian McCormick attended a meeting with the Heaney Family Estate, and a series of quarterly meetings are planned, with a Memorandum Of Understanding currently being drafted to formalise the relationship.

Publicity

The Irish Times carried feature stories both on Stephen Rea who is performing Field Work, with Field Day, and the Glanmore Exhibition currently on display in the library. Belfast Telegraph and Culture NI also did a features on the Exhibition. Brian McCormick and Shelia Fullerton did interviews on Q105 for the arts programme and education programme respectively. Cathy Brown appeared on the Arts Show, with Michael Bradley on Radio Ulster. Features on both Liam O’Flynn and Peader O’Raida their performances in the Helicon were carried in The Irish News.

Tree Planting

The Three Heaney children performed a tree planting ceremony in the grounds of HomePlace to launch the Key Stage 2 education programme.

Room Bookings

• Ballyscullion ‘Young at Heart’ Group • Education Authority Youth Service • Bellaghy Women’s group- continue to use the annex for their meetings • Off the Cuff- series of workshops ongoing in the annex where they are preparing for a new production to be staged in The Helicon • Sure Start NI- NI wide exhibition of good practice • Mid Ulster Clergy Forum • Education for Sustainable Development Forum • Irish Writers Centre

Education Programme

KS5 Heaney & Frost Programme:

The roll out of the KS5 programme has been a huge success to date. There are two more dates left to roll-out: Tuesday 28 February and Tuesday 7 March.

KS5 The Burial at Thebes workshops: The demand for The Burial at Thebes workshops, devised and delivered by Stephen Beggs was excellent and all schools provided written feedback that the workshops offered an excellent practical exploration of the text for revision purposes.

KS4 Heaney & Hardy Lectures: The KS4 series of lectures delivered by Shelagh O’Brien have also been very successful. The final session will be on Wednesday 8 March, 2017. All feedback written and verbal to date has been excellent.

KS2 Programme

The launch for the KS2 programme on Thursday26 January, 2017 was very successful and well attended by schools from both the maintained and controlled sectors. There have been a pleasing number of bookings and queries regarding the programme in light of this event. The programme will commence with A Kite for Aibhin 3 March 2017. Q Radio also followed up on the event requesting a radio interview which aired Thursday 16, February.

Foundation Stage Programme: Mary Lou Richmond, Principal Bellaghy Controlled PS, expressed her delight and surprise at the programme offered to her Foundation Stage pupils. This programme will be offered to schools once the KS2 programme has commenced.

Across the Threshold- Arts Programme

The ‘Across the Threshold’ season has so far been very successful, with a large number of sell out shows. The season started on a high note with the sell-out performance by Glen Hansard, and this has been followed by sell outs of the Field Day Theatre Company Performance Reflection on Field Work; a discussion on ‘North’ by Peter Taylor and David McKittrick and ‘On Your Doorstep’ with the Ulster Orchestra

Toomebridge born writer Deirdre Madden drew a huge crowd of local people when she was in conversation with Paul Delaney from Trinity College and a production of ‘Awhile with Seamus Heaney’ by Larry McCluskey in association with Bellaghy Historical Society was very well attended.

Workshops continue to be popular, with Writing Memoir and Basket Making fully booked and the HomePlace Book Club got off to a great start in February with 15 new members.

Future Planning

It is anticipated that the April to June programme from Doran Browne will be finalised by the end of February, however events are already planned for this season and include theatre shows from Big Telly Theatre Company and Lyngo Theatre Company; a reading by Irish author Nuala O’Connor and a lecture by Seamus Heaney’s authorised bibliographer Rand Brandes.

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Irish Language Development Report

Gaelfest 2017

Three Council led events have been planned to commemorate Seachtain na Gaeilge (branded locally as Gaelfest). The first is ‘Laoch na Laochra’, a colourful talk about Cúchulainn by Réamonn Ó Ciaráin with music and an art exhibition by Armagh painter Dara Valley which will take place on the 1 March 2017 in The Burnavon. This is suitable for Irish speakers and those with no Irish. The second is a talk in Irish on The Hill of The O’Neill regarding the richness of language found in proverbs and the third event is The Cúchulainn Saga a music illustration by storyteller and actor Frances Quinn and musician Kate O’Brien and will take place in The Square Box.

Corporate Training & Irish Language classes

Irish Language classes have recommenced and are now underway in Dungannon, Cookstown and Magherafelt.

Gaelic Heritage Awareness Training for Council Staff

Linda Ervine, wife of ex PUP Leader Brian Ervine, will deliver relaxed lunchtime sessions exploring the links between the Protestant/Unionist/Loyalist Community and the Irish Language and how the Gaelic Language is so evident in local place names and by the words we use in everyday speech. Monday 6 March Dungannon Monday 13 March Cookstown Monday 20 March Magherafelt

Regional & Minority Bursary Programme

Work is ongoing to publicise the Regional & Minority Bursary Programme in March 2017.

Arts Strategy Consultation/Community Planning/Peace IV

Irish language Officers contributed to the ongoing Arts and Culture Strategy consultation, Area Plan and Community Plan consultations. Some initial work on the possibility of an indigenous languages cultural awareness and diversity project as part of the Peace IV programme has taken place.

Naíscoil na Fíobha

Development work is ongoing to establish a new Irish language nursery unit for the Toome area which would serve the Creagh/Newbridge and relieve pressure from the oversubscribed Naí- aonad an tSeanchaí in Magherafelt.

Environmental Health bilingual service development

Work is ongoing to develop our outreach service with Environmental Health. Nigh do Lámha/Handwashing workshops took place in An Coire and Naíscoil Charn Tóchair on the 6/12/17 and Home Safety workshop is planned for the same venues on the 13/3/17. Training and development work is ongoing with designated officers.

EHO Claire McAllister delivers a recent bilingual handwashing workshop in Carn Tóchair

U

Subject Loup Re-Imaging Project Update

Reporting Officer Tony McCance

1 Purpose of Report

1.1 To update Members on the development of the Loup Re-imaging project – The Woods of Killetra.

2 Background 2.1 In 2014, with funding support from the Arts Council of Northern Ireland’s re-imaging communities’ initiative, Cookstown District Council initiated two public art projects in Parkview, Pomeroy and at the Loup (Kilreish Estate).

2.2 A key element of both projects developed was the involvement, engagement and participation of the local community in each of the respective areas.

2.3 In Pomeroy the public art piece entitled “The Lady and the Lark” was developed by artist Kevin Killen, working in conjunction with the local Parkview Residents Association and was unveiled on 25th June 2015.

2.4 In The Loup the public art Piece entitled “The Woods of Killetra – Our Trees” was developed by artist Maurice Harron, working in conjunction with Loup Womens group and was unveiled on 22nd July 2015.

3 Key Issues 3.1 As part of the development of both public art projects the purchase of land from the Northern Ireland Housing Executive was required in each location and this was factored into the project costs at the time of their development. 3.2 Council appointed solicitors has now received the countersigned contracts from the Housing Executive relating to the Loup Public Art Project and have now requested that the signed transfer deeds and cheque payment to NIHE from Council be issued in order that the project is completed.

4 Resources

4.1 Financial

Land purchase costs at Parkview, Pomeory = £1 Land Purchase cost at Kilreish Estate, The Loup = £1,000

Land Purchase fees were allowed for in initial project plans and can be met from within existing financial resources

4.2 Human

None

4.3 Basis for Professional/Consultancy Support

N/A

4.4 Other

None

5 Other Considerations

5.1 None

6 Recommendations 6.1 Members are asked to note the outstanding requirements in order to finalise the re-imaging projects to include agreed payments to the Northern Ireland Housing Executive

7 List of Documents Attached 7.1 Appendix 1 – Image of public art projects in Pomeroy and The Loup

7.2 Appendix 2 – Correspondence received from Council appointed Solicitors

Appendix 1

The Lady and the Lark, Pomeroy

The Woods of Killetra, The Loup

Appendix 2